1. Yurun Group Business Plan
Instructor: Professor Bao
Due Date: 22 May 2015
Team 2
Anagela
Darius Danner
Bowei Mao
Chuangchuang Liu
2. Acknowledge
First of all, we would like to extend our sincere gratitude to our supervisor, Professor Bao, for his instructive advice and useful suggestions on our report. We are
deeply grateful of his guidance in the completionof this report. Recognition shall be paid to Chengjiang Li, the general management of Human Resource Department
of Yurun Group, who provide this chance to tour the company. We are also deeply indebted to all the other tutors and teachers for their direct and indirect support.
致谢
首先，我们诚挚的感谢包叶青教授指导性的意见和建议，这对我们的最终报告的完成有重要意义；其次感谢雨润集团人力资源部总经理李成江先生，感谢他为我们提供了这一次参观并了解雨润集团的机会；最后，感谢所有为我们提供信息、提供直接或间接帮助的同学。在这里，献上我们最真诚
的谢意。
3. Executive Summary
The future of the poultry industry in the United States depends mostly on continued strong demand for its products. Chicken demand in the U.S. is considerably
high according to historical data, and it is projected to increase as protein resource due to the continually reduction in meat consumption. Regardless the increase, it
is important to be aware that chicken’s final cost must continue to be a fair value to customers.
The main constraint on production is simply that U.S processing plants are running close to their full capacity. Some plants could expand in order to add a
processing line, but in the majority of the cases this is not doable and there is not excess capacity left in the system. On the other hand, the difficulty faced by small
poultry producers to process their poultry due to the lack of facilities near by their areas.
In order to increase production considerably, companies will need to build new complexes from the foundation. Therefore, there is a business opportunity for the
Yurun group to invest in the U.S market engaging in the poultry processing plants construction, and potential logistics process for slaughtering production and
further processing. According to the cost of land in United States as of today, including prices of concrete, cement, and steel, a complete fully equipped, brand
new complex will estimate about $100 million.
Poultry companies around the world face the need to lower costs and increase value in order to endure increased competitive pressure. The construction of lower
cost efficient slaughter/ processing plant will pretend to solve the problem for local poultry processors.
总结
在未来一段时间内，美国市场对家禽产品的强烈需求将带来家禽业的迅猛发展。根据历史数据，由于美国市场对红肉消费量的持续减少，鸡肉作为另一种食物蛋白质的来源，其需求数量相当可观的。此外，值得注意的是，鸡肉的最终消费成本对消费者而言是更为实惠的。
在此背景下，美国各大家禽处理工厂都近乎满负荷地经营运作以满足市场需求。一些加工厂尝试以增加生产线的方式提升产能，但对于大多数厂商而言，这一措施是不可行的，因为在这些工厂中已没有可供扩容的剩余空间。另一方面，对于小型家禽养殖户而言，他们面临的主要问题是周边没有
家禽处理厂为其提供家禽加工、处理服务。
面对这一家禽处理需求，家禽处理加工公司需要扩建新的分厂，因此，这无疑为雨润集团进军美国市场提供了一个商机——雨润可通过建立家禽综合加工厂的方式，为小型家禽养殖户提供家禽的屠宰、加工、深加工、物流等综合服务。参照现阶段美国的土地购置成本、混凝土价格、钢材价
格以及相关设备的采购成本、品牌运作成本，本项目组估计新建一个综合家禽加工厂的投资金额大致为1亿美元。
面对激励的竞争压力，全世界的家禽加工企业均面对着节约成本、增加服务价值的问题。因此，本项目组认为建立一个高效的家禽综合加工工厂将会解决美国小型家禽养殖户所面临的问题。
4. Table of Contents
Section Ⅰ:External Analysis ....................................................................................................................................................................Error! Bookmark not defined.
1.Introduction ............................................................................................................................................................................................Error! Bookmark not defined.
2.ResearchMethodology............................................................................................................................................................................Error! Bookmark not defined.
3.SituationalAnalysis.................................................................................................................................................................................Error! Bookmark not defined.
3.1. Company Analysis ................................................................................................................................................................. Error! Bookmark not defined.
3.2. Organization’s Assets and Skills ............................................................................................................................................ Error! Bookmark not defined.
3.2.1. Organization’s Assets .................................................................................................................................................. Error! Bookmark not defined.
3.2.2. Organization’s Skills.................................................................................................................................................... Error! Bookmark not defined.
3.3. Market Analysis ..................................................................................................................................................................... Error! Bookmark not defined.
3.3.1. Business Environment analysis ................................................................................................................................... Error! Bookmark not defined.
3.3.2. Structure of the Industry.............................................................................................................................................. Error! Bookmark not defined.
3.4. Competitor Analysis(in country of invstment) ...................................................................................................................... Error! Bookmark not defined.
Section ⅡInternal Analysis......................................................................................................................................................................Error! Bookmark not defined.
4.SWOTAnalysis .......................................................................................................................................................................................Error! Bookmark not defined.
4.1 Internal Company Strengths and Weaknesses ........................................................................................................................... Error! Bookmark not defined.
4.1.1. Strengths ...................................................................................................................................................................... Error! Bookmark not defined.
4.1.2. Weakness ..................................................................................................................................................................... Error! Bookmark not defined.
4.2. External Market Opportunities and Threats........................................................................................................................... Error! Bookmark not defined.
4.2.1. Opportunities ............................................................................................................................................................... Error! Bookmark not defined.
4.2.2. Threats ......................................................................................................................................................................... Error! Bookmark not defined.
4.3. Implications of SWOT Analysis ............................................................................................................................................ Error! Bookmark not defined.
5.OBJECTIVE...........................................................................................................................................................................................Error! Bookmark not defined.
Section Ⅲ Recommendations .................................................................................................................................................................Error! Bookmark not defined.
6.RECOMMENDEDMARKETINGSTRATEGY ....................................................................................................................................Error! Bookmark not defined.
7.MARKETINGMIXSTRATEGIESANDTACTICS................................................................................................................................Error! Bookmark not defined.
7.1. Product/Service and Branding Strategy................................................................................................................................. Error! Bookmark not defined.
7.2. Place(Distribution)Strategy.................................................................................................................................................... Error! Bookmark not defined.
7.3. Price Strategy Structure ......................................................................................................................................................... Error! Bookmark not defined.
7.4. Promotion Strategy (including Promotional Budget) ............................................................................................................ Error! Bookmark not defined.
8.PLANNINGBUDGET ...........................................................................................................................................................................Error! Bookmark not defined.
8.1. Planning Assumptions............................................................................................................................................................ Error! Bookmark not defined.
5. 8.2. Forecast Sales and Cost.......................................................................................................................................................... Error! Bookmark not defined.
8.3. Break Even Analysis .............................................................................................................................................................. Error! Bookmark not defined.
8.4. Sensitivity Analysis................................................................................................................................................................ Error! Bookmark not defined.
9.Implementationandcontrol......................................................................................................................................................................Error! Bookmark not defined.
9.1. Formal Project Plan for Implementation of Recommendations ............................................................................................ Error! Bookmark not defined.
9.2. Monitoring of Action Plan ..................................................................................................................................................... Error! Bookmark not defined.
9.3. Formal Contingency Plans..................................................................................................................................................... Error! Bookmark not defined.
10.Bibliography/References ......................................................................................................................................................................Error! Bookmark not defined.
6. Section Ⅰ:External Analysis
1. Introduction
Yurun group is a large diversified industrial group, integrating food processing,
logistics, Commerce, real estate, culture, tourism, financial and construction.
Rain was founded in 1993 and headquartered in Nanjing, with more than 130,000
of the subsidiary company in the country, in more than 30 provinces,
municipalities and autonomous regions have their own factories and buildings.
Currently, the Group owns two listed companies. Yurun Food (1068.HK) and the
Central Emporium (600280.SH).In China Top 500 Enterprises, it ranks the 112th,
and among China Top 500 private Enterprises, it ranks the 8th place for it’s
comprehensive strength.
Yurun Real Estate has formed three product systems, the name of them are
exquisite urban residence, tourism real estate, and commercial real estate.
For business property, Yurun Group had finished the process fo absolute control
on the Central emporium bythe technique of secondary market acquisition. Yurun
第一部分 外部环境分析
1. 简介
雨润控股集团是一家集食品、地产、商业、物流、旅游、金融和建筑等七
大产业于一体的多元化企业集团,成立于 1993 年，总部位于江苏南京，员工
总数超过 13 万人，下属（子）公司 300 多家，遍布全国 30 个省、直辖市和
自治区。目前，旗下拥有雨润食品（1068.HK）、中央商场（600280.SH）两
家上市公司。就其综合实力而言，雨润占据了中国企业 500 强的第 112 位、
中国民营企业 500 强的第 8 位。
雨润地产已形成城市精品住宅、旅游地产和商业地产三大产品体系。
在商业地产方面，雨润通过二级市场收购，完成对中央商场的绝对控股。
雨润以中央商场为平台，将现代商业发展成控股集团的又一支柱产业。
7. make the Central Emporium as the platform, and has developed another pillar
industry of the Group in modern commerce
Yurun has enlarged the service fields for “agriculture, peasants, and countryside”,
and make the agricultural logistics and sideline products as one dominant industry
of transformation development. Now, Yurun Logistics has established in regional
centers, and created the global procurement center integrating the five functional
blocks, namely, exhibition transaction, processing and warehousing logistics
distribution, comprehensive service, and supporting commercial facilities.
Focus on people’s increasingly rising demand on business tourism and leisure,
Yurun has made the developing strategy to build Tourism Resort at famous scenic
areas. Yurun has invited the world top-ranking masters like Tadao Andoto design
hotels and made full efforts to expand the brand nationally of internationalized
high-end business tourism because of the design tenet of “taking the environment
into account first, following culture integrating with nature.
From 2002 when Yurun Group stepped into the real estate, it has set the goal as
large-scale and professional. At present, the Yurun international Plaza is under
雨润扩大了服务三农的领域，将农副产品物流业作为转型发展的又一主导
产业。目前，雨润物流正在打造集展示交易、加工仓储、物流配送、综合
服务、商业配套等五大功能街区于一体的全球采购中心和农副产品物流配
送中心。
针对人们日益兴起的商务旅游休闲需求，雨润规划在知名风景名胜区打造
旅游度假区的发展战略，以“生态为先，遵循文化，融入自然，寻求天人合
一”为设计宗旨，聘请安藤忠雄等世界顶尖大师进行酒店设计，全力打造国
际化的高端商务旅游民族品牌。
雨润集团自 2002 年开始做房地产行业开始，将规模化与专业化发展设为目
标。正在建设中的雨润国际光产位于南京河西新城区，毗邻奥体中心，建
8. construction which located in Hexi in Nanjing near the Olympic Sports Centre.
The plaza will become a set of Platinum five-star standard hotel-style apartment,
brought together commercial, exhibition, entertainment, leisure, and cuisine, a
versatile as one multiple-function complexes.
2. Research Methodology
In our presentation we will be identifying the information about Yurun through
descriptive and quantitative methods. These methods will consist of
quantitative , survey, and data collection.
We use quantitative analysis method to make our results more accurate. It helped
us to identify the market of real estate in USA. We also searched information
from the internet, in order to collect relevant data to have a better understanding
of the U.S market and Yurun group.
We interviewed and sent a questionnaire the Human Resources manager(Li
ChengJiang) and on May13,2015,we met the general manager in Yurun group’s
office, who gave us a briefing about the development and the conditions of the
成后将成为汇聚白金五星级标准商务酒店式公寓、商业、会展、娱乐、休
闲、美食等的多功能商贸综合体。
2. 研究方法
我们的演示文稿中，我们将通过描述性的方法物色雨润的信息。这些方法
将包括定量分析，调查和数据收集。定量分析方法，使我们的研究结果精
确。调查使我们更好的了解美国的房地产行业。
我们运用定量分析的方法使我们的结果更加精确，它帮助我们了解了美国
的房地产行业。通过互联网搜寻资料、收集信息使我们队美国市场以及雨
润集团有更好的认识。
在调查研究中，雨润集团人力资源部经理李成龙先生与我们进行了交流活
动，他为我们提供了简短准确的关于企业发展与现状的介绍。
9. company.
Tour of the company
The tour of the company provided us the direct view about the whole company.
We were able to obtain information to be utilized in our project.
3. Situational Analysis
3.1.Company Analysis
Yurun Real Estate Group was established in May, 2002, after 13 years’ of
development toward the directionof larger scale and specialization , the operating
region of the company has already covered more than 50 cities in the east of
china, the north of china and the central of the china (See Fig 3-1).
对公司进行的游览活动
对雨润集团进行的参观活动为我们提供了对企业直观的感受，我们通过这
次参观为我们的项目添加了信息与新的想法。
3. 现状分析
3.1.公司现状
雨润地产集团成立于 2002 年 5 月，经过 13 年规模化、专业化的发展，现阶
段公司的经营区域覆盖了华东、华北、华中三大区域的 50 余个城市。中国
市场的具体分布图如图 3-1 所示。
10. Fig3-1 The Market Cover of Yurun Real Estate in China
The group has more than 40 subsidiaries carrying on business in such fields as
real estate design, development, sales, decoration and landscaping, at the
meantime the company is searching to enter foreign the markets. The group has
always been advocating the philosophy of “Carrying on real estate business in a
similar manner to that of the food industry ” and continued to deliver the market
positioning of high quality, high efficiency and high taste. It has innovatively
launched dual-five-star product system, i.e. five-star construction quality and
图 3-1 雨润地产中国市场覆盖图
现阶段，集团下辖 40 多家子公司，业务领域涉及房地产设计、开发、
销售、装饰、绿化等多个领域，并积极向海外进行国际化发展。公司秉持“以
做食品的态度做房产”的经营理念，坚持高质量、高效率、高品位的市场定
位，创新性的推出了双五星的产品体系，即五星级的房屋品质和五星级的
物业服务。
11. five-star property service.
3.2.Organization’s Assets and Skills
3.2.1. Organization’s Assets
Yurun Group owns two quoted companies——Yurun Food(1068.HK) & NanJing
Central Emporium (600280.SH), therefore, as the important part of Yurun Group,
the assets of the company can be abundant.
Affected by China's “New Normal”, all the real estate enterprises have paid great
attention to the inventory level, attached importance to the stock ratio,
emphasized the turnover rate as well as the Yurun real estate group. The turnover
rate of Yurun real estate group was at the average rate of the real estate industry in
2014 by taking the marketing strategy of “the sale determines the output ”, which
makes the inventory level of Yurun real estate group can be accepted and the
turnover rate be around 70%.
3.2.组织资产及能力分析
3.2.1. 组织资产分析
雨润集团拥有两家上市公司——雨润食品（1068.HK）和南京中商
（600280.SH），因此，作为雨润集团的重要组成部分，雨润地产集团资产
实力较为雄厚。
受中国经济进入“新常态”的影响，各大房企均对存货水平高度关注，注
重存货比例，强调资金回笼和周转率。雨润地产同样如此，2014 年资产负
债率处于行业平均水平，结合以销定产的销售策略，存货处于可接受的范
围以内，负债率基本上在 70%左右。
12. 3.2.2. Organization’s Skills
In 2013, the revenue of Yurun real estate reached 15.3billion yuan; In 2014, in
spite of China’s economic depression, it still reached 15.5 billion yuan.
In the top 100 China real estate enterprise, Yurun real estate is ranked 43rd, which
is an improvement of 6 rankings over previous year( 49th in 2013 ). In the
meantime, with outstanding performance in the aspects of profitability index,
Yurun real estate group is also honored with “ Top 10 Profit real estate”, which
shows the comprehensive strength of Yurun real estate to a certain degree.
3.3.Market Analysis
3.3.1. Business Environment analysis
Overall Market
The U.S. poultry industry is the world's largest producer. The number of chicken
consumed each year is 8 billion. Americans buy more chicken than any other
food type. The Chicken consumption per capita has increased nearly every year
3.2.2. 公司实力分析
2013 年，集团的营业收入达 153 亿元；2014 年，虽受宏观经济环境较
为低迷的负面影响，然这一数据仍达到了 155.1 亿元。
“2015 中国房地产百强企业”中，雨润地产集团名列第 43 位，比上年进
步 6 位；同时，凭借在盈利规模指标方面的出色表现，雨润地产集团还荣
获 2015 中国房地产百强企业“盈利性 TOP10”。这在一定程度上显示了集团
的综合实力。
3.3.市场分析
3.3.1. 商业环境分析
全面市场分析
美国家禽业是世界上最大的生产国。每年消耗鸡的数量是 80 亿。美
国人买的鸡比任何其他食物类型都要多。鸡肉人均消费自 1960 年代以来每
年都在增加，以此同时每年的红肉消费已经稳步下降。
13. since 1960’s, while red meat consumption has steadily declined.
Chickens are sold whole, as cut-up parts, or as “further processed” products –
everything from chicken nuggets to rotisserie birds.
Below are the numbers estimated by the Ministry of Agriculture of the United
States, USDA for 2014 and 2015. For all poultry and livestock products the unit
base is weight.
1/ Includes beef, pork, veal, andmutton/lamb, but excludes edible offals.
2/ Estimatedby USDA
Note: All poultryandlivestockproducts are on a retail weight basis, except “other chicken”and“turkey”
which are reportedby USDAon a carcass-weight basis.
Fish/shellfish is reportedby The National Marine Fisheries Service onan edible weight basis.
Source: USDA Last updatedApril 9, 2015
鸡肉可以以整只、零散的部分，或作为"进一步处理"的产品形式出现 —
— 一切从炸鸡块烤鸟卖整鸡。
下面的数字是美国农业部为 2014 年至 2015 年的估值。所有的家禽、
家畜产品单元的基部是重量。
1 / 包括牛肉、 猪肉、 牛肉和羊肉/，但不包括可食用的内脏。
2、 根据美国农业部的估计：所有的家禽、 家畜产品在零售体重的基础，
除了其他的"鸡"和"土耳其"是由美国农业部报道在胴体重量的基础上。
鱼/贝类食用重量基础上由国家海洋渔业服务报告。
资料来源： 美国农业部上次更新 2015 年 4 月 9 日
14. The following chart represents the broiler production and their values in the
19 states were the production is concentrated.
3.3.1.1.Political/Legal Environments
Political Environment
Over the past decades, the poultry sector’s growth and trends towards
intensification and concentration have given rise to a number of environmental
concerns. A direct consequence of these structural changes (industrialization,
geographical concentration and intensification) in poultry production, is that there
is more waste than can be managed by land disposal, resulting in environmental
problems.
下面的图表表示肉鸡生产和他们中的 19 个国家的值是集中的。
3.3.1.1.政治法律制度环境
政治环境
在过去的几十年里，家禽行业呈现出高增长和污染加剧的趋势并由此产生
了大量的环境问题。这些结构的变化 （工业化、 地理集中、 集约化） 在
家禽生产中的直接后果是废物已远超过可以由土地处置产生的管理水平，
进而产生环境问题。
15. Local disturbances
Poultry facilities are a source of odor and attract flies, rodents and other pests that
create ,local nuisances and carry disease. Odour emissions from poultry farms
adversely affect the life of people living in the vicinity.
Land use and landscape
The trend to larger production units, and their regional concentration, certainly
has the
Potential to adversely affect surrounding land use and the appearance of the
landscape
Poultry carcass disposal
Improper disposal of poultry carcasses can contribute to water-quality problems
espe
cially in areas prone to flooding or where there is a shallow water table
Slaughterhouse
The most significant environmental issue resulting from slaughterhouse
operations is the
本地考虑：
家禽工厂是气味的来源，并且吸引苍蝇、 啮齿类动物和其他害虫，创建出
本地病害和传播疾病。家禽农场的气味排放会对住在附近的人的生活产生
不利影响。
土地利用和景观：
较大的生产单位和他们生产区域的集合建筑，会影响周边土地的利用和景
观的外观。
家禽尸体的处理：
不当处置的家禽尸体有害于当地水质，尤其在当地是水源是浅水层的情况
下。
屠宰厂房：
屠房的行动造成的最重要的环境问题是屠宰过程中的废水会被排放到环境
中。这些废水与公司的废物管理有关。
16. discharge of wastewater into the environment.
Water shed-level pollution associated with waste management.
3.3.1.2.Regulatory environment
Some of the many Environmental Regulations include:-
• Waste (England and Wales) Regulations 2011
• The Hazardous Waste (England and Wales) Regulations 2005
• Environmental Protection (Duty of Care) Regulations 1991
• The Environment Act 1990,
• The Control of Pollution (Amendment) Act 1989
• Site Waste Management Regulations 2005
3.3.1.3.Economic Environment
Conditions
Forms of employment
United States Federal Reserve labor-market conditions index from March
of-1.9-1.8 per cent in April. Since this is the data since the middle of 2012, for
3.3.1.2.与废物管理相关联的棚级污染水质。管制环境
一些很多环保法规，包括：-
•《废物 （英格兰和威尔士）条例 》 2011
•《危险废物 （英格兰和威尔士） 条例》 2005
•《 环境保护 （护理责任） 条例》 1991
•《环境法 》1990 年
•《污染控制 法（修订）》 1989 年
•《网站废物管理条例 》2005 年
3.3.1.3.经济环境
现状
就业形势
美国联邦储备理事会的劳动力市场状况指数从 3 月的-1.8 跌至 4 月的-1.9。
17. two consecutive months of negative values is first rendered. This set of data is
the United States Federal Reserve President Janet Yellen was born under the
supervision of, the set of 19 indicators were data tracking and use of the data by
the Central Bank to assess the United States labor market's health, and to decide
when to raise interest rates
CPI
In April, import prices fell for a 10th consecutive monthly, including 7% natural
gas import prices fell this month, car import prices tumbled 1.9% is its biggest per
cent since June 1981, predicts the weak global demand and the rising dollar
continue to depress United States inflation rates, thereby putting pressure on Fed
rate hike early
Consumption status
United States Commerce Department said on Wednesday the United States in
April retail sales data show that United States retail sales in the month recorded in
the annual rate of growth of 0.9% in November 2009, to their lowest level. The
reason was mainly United States families to buy cars and other big-ticket items
这是该数据自 2012 年年中以来，第一次呈现连续两个月的负值。该组数据
是在美国联邦储备理事会的主席 Janet Yellen的监管下所诞生的，该组数据
追踪了 19 个指标和使用由中央银行的数据来评估美国劳动力市场的健康，
并决定何时提高利率。
通胀水平
4 月进口物价指数已连续第 10 个月录得下跌，其中本月天然气进口价格下
跌 7%，汽车进口价格同比下跌 1.9%更是创下自 1981 年 6 月以来的最大同
比降幅，预示全球需求疲软且美元上涨继续抑制美国通胀水平，从而给美联
储提早加息构成压力
消费状况
美国商务部周三公布的美国 4 月零售销售数据显示，美国该月零售销售年率
录得增长 0.9%，创 2009 年 11 月来新低。究其原因主要是美国家庭购置汽
车及其他大件商品速度放缓，此外，虽汽油价格保持在低位，但消费者倾向
于将节省的开支用于储蓄而非消费。消费数据持续疲软意味着美国经济在第
18. slowed and, in addition, gas prices remain low, but customers tend to use cost
savings for savings rather than consumption. Continued weakening in consumer
data means the United States economic recovery might not optimistic in the
second quarter, the market for Fed rate hike expectations significantly delayed
again, the dollar index dropped sharply, refreshing the lowest since early February
93.45
Trends
Prospects are uncertain, add-on interest tends to increase。
3.3.2. Structure of the Industry
二季度的复苏可能不容乐观，市场对美联储加息预期再度大幅延后，美元指
数大幅下跌，刷新 2 月初以来新低 93.45。
趋势
前景不明朗，加息压力趋于增加
3.3.2. 产业结构
19. 3.4.Competitor Analysis(in country of investment)
The US poultry processing industry includes about 300 companies revenue
about 50 billion dollars. After furthering our research for the competitors in the
US market we found the top 10 companies that ranked in the meat and poultry
industry. Out of those 10 companies, 9 of them specialized in poultry. Out of the
companies some range in the between small and large facilities. The larger
companies have an economic scale in the production and distribution versus the
small companies can compete successfully by serving a limited geographical
area or by producing a specialized product. With these small and large
companies comes demand, which is driven by domestic poultry consumption
trends and exports markets. This consumption are in the 19 states that we found
which produces the most poultry. In order to overcome these companies we have
to consider the profitability of individuals companies depends on efficient
production & distribution. Also from the top companies, we took an average of
the number of employees, prorated and calculated an average of 140 employees.
3.4.竞争者分析
美国家禽加工业包括大约 300 家公司，收入约 500 亿美金。经过调查后，
发现我们的竞争对手是排名在肉类和家禽业的前 10 大公司。这 10 家公
司，其中 9 专门从事家禽行业。其他公司规模均处于小型和大型之间。较
大的公司在生产中具有经济规模优势 ，小公司也可以成功地竞争，通过为
有限的地理区域提供服务或生产专门的产品。这些小型和大型的公司带来
了需求，并进一步推动形成了国内家禽消费趋势和出口市场。这种家禽消
费在 19 个州最为旺盛。为了客服这些公司带来的竞争压力，我们要考虑基
于高效率的生产 & 分布的公司盈利能力。再就是从顶尖公司引进员工。我
们的顶尖企业的雇用比例为 140 人
20. OSI Group, L.L.C. Annual sales: $5.9 billion; State: Illinois
Keystone Foods, L.L.C. Annual sales: $6.3 billion; State: Pennsylvania
Hormel Foods Corp. Annual sales: $8.2 billion ; State: Minnesota
ConAgra Foods, Inc. Annual sales: $8.2 billion ; State: Not reported
Sysco Corp. Annual sales: $11.8 billion ; State: Texas
Smithfield Foods, Inc. Annual sales: $13.09 billion ; State: Virginia
Cargill Meat Solutions Annual sales: $18 billion ; State: Kansas
JBS USA Annual sales: $31.3 billion ; State: Colorado
Tyson Foods, Inc. Annual sales: $33.3 billion ; State: Arkansas
Now we have to consider who builds the processing plants or our primary
competitors fom our research we have learned that mainly two companies out of
the market build processing plants in the US. These companies are called Dehart
Construction Services and Shambaugh & Sons which specialized in engineering
and construction. DeHart Construction designs and builds every food processing
plant with full consideration of your possible future needs and any potential
market shifts. Some their tactics Dehart Construction Services specializes in is
政法 OSI 集团有限责任公司每年销售： $ 59 亿 ；状态： 伊利诺伊州
食品有限公司。 年销售额： $ 63 亿 ；状态： 宾夕法尼亚州
食品公司年销售额： $ 82 亿 ；状态： 明尼苏达州
食品有限公司年销售额： $ 82 亿 ；状态: 未报告
公司年销售额： $ 118 亿 ；状态： 德克萨斯州
食品有限公司年销售额： $ 130 亿 9000 万 ； 状态： 弗吉尼
亚州
肉解决方案年度销售： $ 180 亿 ；状态： 堪萨斯
美国年销售额： $ 313 亿 ；状态： 科罗拉多州
食品有限公司 年销售额： $ 333 亿 ；状态： 阿肯色州
现在我们必须考虑谁建造加工厂和通知调查中得知的潜在竞争对手。这些
公司被称为德哈特建筑服务和沈大伟 & 儿子，专门从事设计和施工。德哈
特施工设计和生成每个食品加工厂，我们充分考虑你未来可能的需求和任
何潜在的市场变化。德哈特建设服务专业从事冷链物流解决方案、冷仓储、
冷冻食品储藏和建筑服务。沈大伟 & 儿子的专长是在设计和 FDA、 美国
农业部和 cGMP 设施的建设。他们设计建造的建筑哲学还确保生命安全、
21. cold chain solutions, cold warehousing, frozen food storage, and construction
services. Shambaugh & Sons specialties are in the design and construction of
FDA, USDA and cGMP facilities. Their design-build construction philosophy
also ensures accountability for life safety, constructability, serviceability,
sanitation, and ergonomic issues. From the construction perspective we have to
take in account of who supplies the companies with equipment. With our
research we found the top 5 companies that supply the U.S. market with
equipment for a processing plant. Ali Baba, which is based in China, Marel,
Dhopeswhar & Sons, Weiku, Indiament Poultry are the 5 companies that was
listed in the poultry guide.
Section ⅡInternal Analysis
4. SWOT Analysis
4.1 Internal Company Strengths and Weaknesses
4.1.1. Strengths
可施工性、 可维护性、 环境卫生、 和人体工学的问题的问责制。从施工
角度来看，我们必须考虑的那些用品与设备公司。与我们的研究中，我们
发现一家加工厂的设备向美国市场供应最高的 5 家公司。阿里巴巴，设在
中国，瑞尔，Dhopeswhar & 的儿子，Weiku，Indiament 的家禽均是被家禽
指南中列出的 5 家公司。
第二部分 内部环境分析
4. SWOT 分析
4.1.公司内部优势、劣势
4.1.1. 优势
22. The Capital Advantage
In 2009, Yurun real estate group hold the NanJing Central
Emporium(600280.SH), who has been in Shanghai Stock Exchange for 15 years
and it is categorized as a great financing platform for the funds demand of Yurun
real estate group. Although, to some extent, the capital capacity of Yurun real
estate group cannot catch up with large state-owned enterprises, while compared
with the small and medium sized real estate enterprises, Yurun real estate group
has the advantage.
The group Advantage
Yurun Group has become an integrated corporation, which covers the food
industry, real estate industry, commerce industry, logistics industry, tourism
industry, finance industry, and building industry. The comprehensive strength is
ranked 112th among China Top 500 Enterprises and the 8th place among China
Top 500 Private Enterprises. The huge group advantage and the complementation
among different industries make Yurun real estate group be the unique enterprises
among the real estate industry.
公司的资金优势
2009 年，雨润地产正式控股南京中商(600280.SH)，而南京中商作为已有 15
年上市历史的上市公司，为南京地产的项目资金需求提供了一个良好的融
资平台。虽然，在一定程度上，雨润地产的融资能力无法与大型国有企业
相抗衡，但与中小型地产而言，雨润地产在资金方面具有一定的优势
。
公司的集团优势
雨润集团目前已发展成为集食品、地产、商业、物流、旅游、金融、建筑
七大产业板块于一体的多元化企业集团。企业综合实力位列中国企业 500
强第 112 位，中国民营企业 500 强第 8 位。强大的集团优势以及各大产业板
块间的互补合作将是雨润地产独一无二的优势所在。
23. The Experience Advantage
In 2009, “The adjustment and revitalization plan for China’s logistics industry”
was promulgated by the State Council in order to develop modern logistics
industry for agricultural and sideline products. However, as the huge budget of
agricultural logistics industry and the long payback period, which lead the
logistics enterprises do not have a high level of response to this policy. Yurun
Group starts with food industry and concentrates on the construction and
improvement of agricultural logistics system and creates the logistics distribution
center and the global procurement center integrating the five functional blocks,
such as exhibition transaction, processing and warehousing, logistics distribution,
comprehensive service, and supporting commercial facilities. As it can be seen
from the fig 4-1, Yurun Group has estblished the agricultural and sideline
products logistics distribution center in Nanjing, Shenyang, Xian, Chengdu,
Shijiazhuang, Xuzhou.
公司的经验优势
2009 年，国务院颁布《物流业调整和振兴规划》，大力发展现代农副产品物
流业，然由于农副产品物流投入资金量大、回收期长等因素，使得相关企
业对这一政策的响应程度不高。雨润集团以食品行业起家，近年来不断注
重农产品物流体系的构建与完善，积极打造集展示交易、加工仓储、物流
配送、综合服务、商业配套等五大功能街区于一体的全球采购中心和农副
产品物流配送中心。集团目前已在南京、沈阳、西安、成都、石家庄、徐
州等地建立农副产品物流配送基地。如图所示。
24. Fig 4-1 Yurun’s Agricultural and Sideline Products Logistics System
Judging from this, Yurun real estate industry is experienced especially in the
logistics real estate market.
Organizational flexibility
According to the interview of Yurun real estate’s marketing manager, it can be
found that the flexibility of the organization would be one of the advantages that
Yurun real estate owns. As a private enterprise, the operation of the organization
and the transmittal of the information can be more flexible compared with the
state-owned enterprise.
Expertise
4.1.2. Weakness
The lack of knowledge regarding international experience
The internationalization starts at 2007, Yurun Group, together with Beretta( a
century-old brand in Italy ), has set up a joint venture production base, whose
scale is largest in china, for sun-dried meat. In 2010, Yurun became the first food
由此观之，雨润地产，尤其是在物流地产这一细分的市场领域，已具备一
定的行业经验积累。
组织的灵活性
根据对雨润地产营销部负责人的访谈中，项目组发现，组织的灵活性是雨
润地产的另一大优势。雨润地产作为一家民营企业，相比于国有企业而言，
组织运营、信息的传递更为灵活方便。
专业知识
4.1.2. 劣势
国际化经验缺失
雨润集团的国际化起步于 2007 年，其与意大利百年品牌 Beretta（百乐得）
合资成立了国内最大规模的风干肉制品生产基地；2010 年，雨润又成为江
苏省首家获得对韩出口认证的食品企业；2012 年，雨润将旺润品牌输送至
25. enterprise in Jiangsu Province, who obtained the export certificate to Korea. In
2012, Yurun has put the subsidiary brand--Wangrun to the Australia and New
Zealand market.
While the internationalization above are all centered on the food industry, as for
real estate industry, for the main market of Yurun real estate group are still in
China at the present stage, so Yurun real estate group is short of the market
abroad, which is the weakness that Yurun real estate group need to face.
The difficulty of cross-cultural management
In this project, Yurun real estate group will enter the real estate industry in the
United States by utilizing the expertise in the development of procurement
centers but focusing I the poultry industry. During this phase of the project,
cross-cultural management will have a major impact in the success or failure of
the project, as there are big differences among culture, ideas and the ways of
thinking betweenChina and United States. Because most business of Yurun group
has not involved overseas, so it is in disadvantage in the real estate industry
competition in USA on cross-cultural management and integrated ability.
澳大利亚与新西兰市场。
然而以上的国际化均集中于食品产业，对于地产产业，现阶段的市场仍集
中于国内市场，对海外市场缺乏一定的了解，国际化经验的缺乏是雨润地
产不得不面对的一大劣势。
跨文化管理的难度
在本项目中，雨润地产将通过利用自身在物流地产方面的专门知识进军美
国房地产行业，但把重点放在养鸡业的物流方向上。，而由于中美两国之间
的文化、理念、思维方式存在着较大的差异，因此，在项目实施的过程中，
跨文化的管理将对项目的成败产生重要的影响。然由于雨润集团现阶段的
主要市场未涉及海外业务，跨文化的管理、整合能力势必将成为雨润地产
参与美国地产行业竞争的一大劣势。
26. No customer base data
Lack of brand recognition in the U.S. market.
4.2.External Market Opportunities and Threats
The external opportunities will provide Yurn’s group the means to improve its
performance an competitive advantage..
4.2.1. Opportunities
The more demand in poultry in the U.S the more processing plants will
be required.
Other competitors may be slow to adapt to Yurun’s technology and the
know-how.
Yurun ’s group could also learn from the poultry efficiencies performed
in the U.S to be applied in China.
Local processors do not have easy access to the main processing plants,
therefore the niche market is available.
无客户基础数据
在美国市场的品牌认知度
4.2.企业外部机会及威胁
外部的机会会为雨润集团增长竞争优势。
4.2.1. 机会
考虑到在美国禽类屠宰是一种伟大的工业，所以屠宰的数量越多，就越
能够建造更多的工厂
公司的成长意味着会获取更多的收入和利润
其他的竞争对手可能会缓慢地适应我们的技术和雨润处理肉的方式。
雨润还可以学习能够应用到母公司的提升内部效率的新技术，。
政府的鼓励会激励公司投资建厂，并鼓励其他投资者投资禽业。
27. Current processing plants’ technology in the U.S has not improved since
1960’s therefore the opportunity for advancement is greater.
4.2.2. Threats
The potential thread of the 10 major processing plants controlling the
poultry market.
May not process enough to profit from the poultry.
May not adapt to technology to process faster or efficiently.
Equipment manufacturers have more interest in the large scale
operations.
How will the competition change in 5 years will Yurun be able to keep
up with the other companies.
Current processing plants’ technology in the U.S has not major change
since 1960’s and the threat will be the likelihood of the producer not
wanting to improve technology.
Lengthy process to obtain licenses..
本地加工者不能很容易获得加工工厂，因此这是一有价值的市场。
禽类屠宰的工厂自 1960 年代以来就已不能在提高
4.2.2. 威胁
主要的竞争对手——行业前 10 的加工厂控制着家禽市场。
可能无法从家禽中获取足够的利润。。
也许不适应于处理速度更快或有效的技术。
设备厂商对大规模的运营有更大的兴趣
在中国市场习惯的任何改变也许并不能最好的适应于美国市场，并且会
导致退出美国市场
。当前处理工厂的技术在美国有没有重大的改变，自 20 世纪 60 年代
以来生产商不会提高这项技术的威胁。
获得许可证的过程。
28. 4.3.Implications of SWOT Analysis
Fig.4-3 SWOTAnalysis Matrix
Based on the company's SWOTanalysis, the teambelieves that Yuron’s group has
an opportunity to enter the U.S market through the poultry market..
5. OBJECTIVE
4.3. SWOT 分析的影响
图 4-3 SWOT分析矩阵
通过对公司内部优劣势以及外部的机会、威胁的分析，本项目组认为雨
润房地产公司应采取竞争型战略，在谨慎对待外部威胁的基础上，充分发
挥自身优势，积极参与美国市场的竞争。
5. 目标
29. The poultry industry is very highly integrated in many countries. The objective
is to be able to serve the small poultry producers that cannot access the large
scale processing plants due to the logistics hence have the access to efficient
medium size plants. This industry is reflecting rapid changes due to the two
major forces: increase in demand and advancement in the technologies. The
globalization has led to changes in the food preferences. The demand of more
protein intake into their diet has increase and for the same reason, processes
poultry meat market is showing an increase.
Section Ⅲ Recommendations
6. RECOMMENDED MARKETING STRATEGY
6.1.Marketing Strategy
Usually, producers mention the limited slaughter and processing capacity as a
main barrier to marketing their meat and poultry locally. In order to determine
the marketing strategy, it is relevant to use data at the national level to understand
家禽业在很多州是高度集中的。我们的目标是要为那些以为物流而不被大
型屠宰场服务的中小型养殖场主。反映这个行业快速变化的两大力量： 增
加需求和技术的进步。全球化引发了食物偏好的变化。通过饮食摄入蛋白
质的需求也有增加，同样的原因，家禽肉类的加工市场呈增加趋势。
第三部分 计划部分
6. 市场战略计划
6.1.市场策略
通常情况下，生产者提出以有限的屠宰和加工能力作为进入到本地的肉和
家禽市场的主要障碍。为了确定营销策略，相关的，利用国家一级的数据
来了解 U.S.meat 屠宰和加工行业目前的结构。
30. the present structure of the U.S meat slaughter and processing industry.
There are different types of plants: federally inspected (FI), State-inspected
(SI), Talmadge-Aiken (TA),and custom-exempt;
Determine the slaughter plant numbers and locations by state;
Geographic areas with few or no small-scale, poultry slaughter facilities.
For the purpose of analysis of this project, there are mainly 10 large volume (FI)
poultry processing plants of poultry in the United States. Yet, most of these
plants, are located in strategic locations, they are not available to local
processors due to gaps in scale, services, and business models.
6.2.Market Segments
The construction of efficient slaughter/ processing plants intends to solve the
problem for local poultry processors.
6.3.Target Market
Based on the locations of major broiler processing plants, the target market is
有不同类型的工厂： 联邦检查 （FI）、 国家检测 （SI）、 中新网
艾肯 （TA） 和自定义豁免 ；
确定的屠宰厂数量和地点的状态 ；
与很少或没有小规模的家禽屠宰设施的地理区域。
这一项目的分析，有主要 5 大体积 （FI） 家禽加工厂在美国境内的家禽。
然而，这些工厂大部分都位于在战略性的位置，由于规模、 服务和商业模
式方面的差距，他们对于本地处理器而言是无价值的。
6.2.细分市场
构建高效的屠宰厂或者加工厂来为本地家禽处理器解决问题。
31. focus to local poultry processors in small cities. Below U.S map, reflecting the
states of production.
About nineteen states produce significant amounts of broilers
6.4.Entry strategy
The strategy is constructing the processing plants in the small cities envisioning a
futuristic and efficient development for the next decades.
Poultry production facilities and technology have not evolved since the 1960’s
therefore the need to modernize the processes and technology is indeed a niche
opportunity. The premise of producing larger quantities at lower costs is one of
the challenges that the US poultry production faces internationally to be able to
6.3.目标市场
基于主要肉鸡加工厂的位置，目标市场是专注于本地家禽处理器的小城市。
下面的美国地图反映生产的州。
约十九个州生产大量的肉仔鸡
6.4.进入策略
这项战略构建加工厂在展望未来、 高效的发展，为今后几十年的小城市。
家禽生产设施和技术自 1960 年代以来一直未演变，因此需要实现现代化的
进程和技术确实是一次特殊的机会。生产成本更低的数量较大的前提是所
32. compete in an efficient manner.
To address the growth of global demand for poultry products at a speed rate
unravels the necessity for improving the current methods, and overall
performance for poultry processing. Below the graph provided by the USDA
report where graphically shows the counties with no chicken slaughter facilities
that have 4 or more small chicken farms.
7. MARKETING MIX STRATEGIES AND TACTICS
7.1.Product/Service and Branding Strategy
面临的挑战美国家禽生产国际上能够竞争以有效的方式之一。
为解决对速率的家禽产品的全球需求的增长揭开改进当前的方法和禽肉加
工的整体性能的必要性。下面图由美国农业部的报告，凡以图形方式显示
县有 4 个或更多小鸡场没有鸡屠宰设施。
33. Market development strategy
Since it is a new market for Yurun in the U.S., it is relevant to have a
well-defined strategy as follow.
Product strategy
Market attractiveness and business strength significant since the U.S is the major
producer of poultry in the world. In order to success, it is important to
differentiate the service provided from the competitors and utilizing the
technology and know-how of the company. Yurun should take a positive
investment, to take advantage of rapid development of countermeasures to
increase market share.
Brand strategy
A single brand strategy, focused on shaping the brand image, so that a successful
brand that came with several products, so that each product will be able to share a
brand advantage. Yurun international logistics real estate will be a pulse of yurun
logistics real estate have been adhering to brand, providing support to the overall
globalization of yurun group.
[年度估计涵盖期是 12 月 1 日通过 11 月 30 日的前一年。肉鸡生产包括其
他州内肉用型毒株。排除低于 500,000 肉鸡生产量的州。]
7. 营销组合战略
7.1.产品、服务和品牌战略
市场开拓战略
美国市场于雨润公司而言是个全新的市场，因此适用于市场开拓战略。
产品战略
市场吸引力和企业实力都很大，属于名牌产品。应采取积极投资，发挥优
势，大力发展，提高市场占有率的对策。
品牌战略
34. 7.2.Place (Distribution)Strategy
Considerations
Regional economy
Select poultry production is higher in southern States, and related infrastructure is
relatively sound State.
regional planning
Regional plan for the site has very important economic and political influence.
Because our logistics real estate are products, processing, storage, transport,
display in the syntheses, covers a large scale. Addresses should be relatively far
from the city center.
Cultural environment
Local culture should not exclude the breeding, slaughtering and marketing of
poultry, on the contrary, can best support the development of this industry.
Competitors
United States poultry processing industries are in the first five big companies,
单一品牌战略，集中力量塑造一个品牌形象，让一个成功的品牌附带若干
种产品，使每一个产品都能够共享品牌的优势。雨润物流地产的国际化将
一脉秉承雨润已有物流地产的品牌，为雨润集团整体的全球化提供支撑。
7.2.选址策略
考虑因素
地区经济
选择禽类养殖产量较高的南部州，以及相关配套基础设施较完善的州。
区域规划
区域规划对于选址有着很重要的经济和政治影响。因为我们的物流地产是
集产品加工、储存、运输、展示于一身的综合体，所以占地规模较大。地
址应相对远离城市中心地带。
文化环境
所在地的文化应该不排斥禽类的养殖、屠宰以及销售，相反，最好能支持
35. their corresponding cities. So early as we enter the market should be rational and
avoid direct competition with them, you can select small cities as the entrance,
encircling the cities from the countryside.
In conclusion, we determined that smaller cities for our project is located in
Alabama
7.3.Price Strategy Structure
Because it is a new market, so prices should be unchanged from the average
market price
In the form of product categories to determine
Slaughter: 1500$/T
Transportation: big size truck 30$/T/Km
Middle size truck 40$/T/Km
Small size truck 50$/T/Km
Store: 300$/T/Day
7.4. Promotion Strategy (including Promotional Budget)
这一产业的发展。
竞争对手
美国禽类加工行业的前五是大公司，其所在地相应的也是大城市。所以，
我们在进入市场初期应该合理避开与他们直接竞争，可以选择小城市作为
切入口，从农村包围城市。
综上，我们确定阿拉巴马州的中小型城市为我们的项目所在地。
7.3.价格策略
由于是新市场，所以价格应该与市场平均价持平
以产品形式分类来确定
屠宰 ￥9000/T
运输 大卡车￥180/T/Km
中卡车￥240/T/Km
小卡车￥300/T/Km
36. As a promotional pricing strategy, the goal is to get new customers even if there
is no profit from the initial project. By taking a loss on the first sale, businesses
can offer related products or upsells at normal prices. Despite losing profits on
the promotional product or loss leader, enough profits are normally made from
the additional regular-priced products and services to sustain the strategy for the
long term.
8. PLANNING BUDGET
8.1.Planning Assumptions
We will examine Alabama’s real estate by determining which financial setting
would be the best fit in the market. One way to determine if it’s a best fit is by
considering that 19 states out of the 50 only produce poulty. According to the
data collected by the USDA, Alabama is the second largest poultry producer.
With this knowledge will control a plant by constructing one in the out skits of
Alabama. We can compare and determine any of the other companies and Yurun
group will benefit the same financial status.
存储 ￥1800/T/Day
7.4.促销战略
促销的定价策略的作用是在即便最初没有利润的情况下保证获得新的客户
的目标的达成。首次出售的损失，企业可以通过提供相关的产品或以高价
销售来弥补。尽管促销产品会失去利润或亏本，但长期来说，利润通常是
从额外购买正价产品和服务来维持的。
8. 预算
8.1.计划假设
我们将通过确定哪些金融指标是最适合市场的来检查阿拉巴马州的房地
产。一种方法是通过考虑 美国 50 个州中只能生产家禽的 19 个州来确定哪
一个最适合的。根据美国农业部所收集的数据，阿拉巴马州是第二大家禽
37. 8.2.Forecast Sales and Cost
8.3.Break Even Analysis
The break-even analysis is calculated based on the relationship among fixed
cost, variable cost, and profit. In our project we determined that the total cost
of building a medium size processing plant will be $141.554.495 and the first
year will be a loss of 15% which it will be equal to 21,233,174.25.
生产州。因为具有肉类加工这方面的知识，雨润可以在阿拉巴马州建一个
可控制的工厂。我们可以和其他的任何公司比较，并确定雨润集团将获得
相同的财务状况。
8.2.预算
38. 8.4.Sensitivity Analysis
15% Loss 10% Loss 20% profit 15% Profit
How the original net income will change if sales decrease.
Assume Yuron will build 1 processing plant at $100.000 the first year for
branding recognition and then the forecast will be to build at least 3 plants the
second business year. As a result, the company projects its sales (in dollars) for 1
at $100,000 with a loss in the first year of 15% which it will be equal to
$21,233,174.25.
9. Implementation and control
9.1. Formal Project Plan for Implementation of Recommendations
The market investigation.
To make the decision whether to enter America market or not. If it decide to
enter, then choose the mode of entry and the time of entry.
The construction of the plant.
8.3.盈亏平衡点分析
基于固定成本、可变成本和利润之间的关系，我们计算了盈亏平衡点。在
我们的项目中，将构建一个中等大小加工厂，其总成本将是 $141.554.495，
而第一年将损失将为 15%即 21,233,174.25 美元。
8.4.敏感性分析
15% 损失 10% 损失 20% 盈利 15% 盈利
如果销售量下降原始的净收入的改变情况
假定雨润第一年将投资$100.000 来建立 1 家品牌化的加工厂，然后预计将
在第二年兴建至少 3 座工厂。其结果是，公司项目销售 （按美元计算）为
110 万元，第一年亏损为 15%即 21，,23,174.25 美元。
9. 执行与控制
9.1.本项目的执行计划
39. It includes the place of the plant, the scale of the plant, the constructionperiod
and the purchase of equipment.
The construction of the organization. t includes the design of the
organizational structure, the establishment of enterprise’s management
regulations and the staff recruitment ( office staff, marketing staff, factory
workers).
The market operation. It includes the product research, the selection of the
target market, the marketing strategy and the brand promotion.
The project evaluation. It evaluates the implementation of the project every
year and
Reports back to the corporate headquarter, who decide that weather to
eliminate the project of poor performance or not.
9.2.Monitoring of Action Plan
The project progress schedule
(Supposed the project starts at Jun ,2015 and the construction period is 1 year)
市场调查。
决定是否进入美国市场。若决定进入，选择何种进入方式、进入的时间
。
工厂建设。
包括建设地点、建设规模、建设周期以及工厂内部的设备采购。
组织建设。
包括公司的组织架构设计、公司管理条例制度的制定以及人员招募（办
公人员、营销人员、工厂工人）
市场运营。
包括公司产品的开发、市场的选择、业务的营销以及品牌的运作。
考核与评价。
包括每一年度对项目的执行现状进行考核，与公司总部汇报，决定是否
淘汰绩效考核落后的项目。
40. Monitoring Department
After Yurun real estate group make the decision to enter America market, the
administrative office will be established, who is going to take charge of the
implementation of the construction of the plant and the organization, the market
operation, and the evaluation to each business at the end of the year.
9.3.Formal Contingency Plans
The risk control plans for normal risk
Normal risk contains the financing risk and the operating risk(such as bird flu),
9.2.本项目的执行监管
项目进度时间表（假定项目开始于 2015 年 6 月，建设周期为 1 年）
监管部门
在市场调研决定进入美国市场后，设立行政管理办公室，负责统筹公司
在工厂建设、组织构建、市场运营的执行情况，并于每一经营年度末，对
各项业务进行考核、评估。
41. the plans are followed:
①establish the risk management committee. The executive manager will be
the chairman, who is responsible for the normal risk management.
②establish the risk management foundation. In the first year, it should draw
10% from the fund that is invested into this project. In the next year, it should
draw 10% from the revenue that the enterprise had the previous year; If it is at loss
the previous year, then it should draw 5% of the operationbudget the current year.
The risk control plans for systematic risk
When the enterprise encounter the short-term operating problems, such as
economic crisis, food security crisis, which led to the chicken market shrinks,
consider the following two measures:
①production reduction. Through the reduction of production line, reduce
the company's production capacity, and ongoing operating expenditures as well.
②short-term shutdown. If the systemic risk ( such as financial crisis ) is
more serious, which have a greater impact on industry, then the consideration
that shut down the plant in the short term could be accepted, leaving only
9.3.风险管理计划
日常风险应急方案
日常风险，包括短期财务风险、日常经营风险（禽流感）等。应对方案
如下：
①立风险管理小组，由公司经理任组长，全面负责日常风险管控。
②设立风险管理基金。第一年，以公司投入资金的 10%的比重提取，设
立风险管理基金；第二年以后，以公司经营收入 10%的比重足额提出，若
上一年度经营亏损，则以本年度经营成本预算 5%的比重足额提出。
系统性风险应急方案
当企业出现短期经营问题，如经济危机、食品安全危机导致鸡肉市场萎缩
时，考虑采取以下两种措施：
①减产。通过生产线的减少，降低公司的产能，减少日常公司运营费用
42. general clerical, most likely to reduce company costs.
exit mechanism
When either of the following situations occurs, the company will consider taking
exit mechanism, throughbankruptcies, sales ofbusiness forms, the exit the United
States market.
①Home company operates a major problem and unable to provide United
States subsidiaries of day-to-day operating funds.
②The plant has been at loss for three consecutive years and no prospective
earnings.
的开支。
②短期停产。若经济危机等系统性风险较为严重，对产业产生较大的影
响，可考虑短期内停产，仅保留日常办公人员，最大可能降低公司费用开
支。
退出机制
当出现以下两种情境时，公司将考虑采取退出机制，通过企业破产、企业
出让等形式，退出美国市场。
①母国公司经营出现重大问题，无法提供美国子公司的日常运营资金。
②公司连续三年经营亏损，且无盈利预期。
44. [11]Environmental Policy Statement.(n.d.).Retrieved May 22,2015,from http://www.nist.gov/public_affairs/envpolicy.cfm
[12]Copy&Paste Parenthetical Edit Delete
[13]卖 火 腿 肠 的 雨 润 如 何 做 好 房 地 产 ： 将 土 地 价 值 最 大 化 .(n.d.).Retrieved May 22,2015,from
http://finance.sina.com.cn/stock/hkstock/ggscyd/20150314/094321721475.shtml
[14]Copy&Paste Parenthetical Edit Delete
[15]国务院发展研究中心.(n.d.).Retrieved May 22,2015,from http://www.drc.gov.cn/
[16]Copy&Paste Parenthetical Edit Delete
[17]美国经济形势迷乱就业形势雾里看花.(n.d.).Retrieved May 22,2015,fromhttp://gold.hexun.com/2015-05-12/175742573.html
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22,2015,fromhttp://thepoultryguide.com/poultry-processing-plants-and-suppliers/
[19]【华尔街日报评美国 4 月进口物价指数】4 月进口物价指数已连续第 10 个月录得下跌，其中本月天然气进口价格下跌 7%，汽车进口价格同比下跌
1.9%更是创下自 1981 年 6 月以来的最大同比降幅，预示全球需求疲软且美元上涨继续抑制美国通胀水平，从而给美联储提早加息构成压
力.(n.d.).Retrieved May 22,2015,fromhttp://www.wm927.com/exchange/813731
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11. Annex
Annex 1
Young Meat Chickens Slaughtered in 2013
State Number Liveweight Average Weight
1,000 head 1,000 pounds Pounds
Georgia 1,238,996 7,028,022 5.7
Alabama 1,003,830 5,646,593 5.6
Arkansas 887,508 5,323,375 6
North Carolina 736,927 5,548,645 7.5
Mississippi 708,858 4,326,454 6.1
Texas 614,319 3,629,629 5.9
Missouri 438,710 2,094,218 4.8
Virginia 320,853 1,738,493 5.4
Delaware 317,029 2,255,471 7.1
Kentucky 302,663 1,645,534 5.4
Tennessee 299,044 1,555,162 5.2
South Carolina 277,566 1,947,717 7
California 262,316 1,558,495 5.9
Louisiana 186,903 1,133,709 6.1
Maryland 140,140 749,003 5.3
Oklahoma 137,995 903,594 6.5
46. Pennsylvania 125,106 698,713 5.6
West Virginia 114,144 455,393 4
Ohio 70,163 404,261 5.8
Florida 63,041 380,881 6
Indiana 58,454 254,308 4.4
Washington 53,271 325,118 6.1
Wisconsin 50,539 210,753 4.2
Minnesota 48,690 285,261 5.9
New York 21,329 106,982 5
New Jersey 1,418 6,799 4.8
United States 8,503,750 50,357,757 5.92
Source: USDA NASS, Poultry Slaughter 2013 Summary
Broiler Production and Value - States, United States, and 19 State Total: 2013
[Annual estimates cover the period December 1 previous year through November 30. Broiler production including other domestic meat-type strains. Excludes States
producing less than 500,000 broilers. ]
State Number Produced Pounds Produced Value of production
1,000 head 1,000 pounds 1.000 dollars
Georgia 1,334,600 7,607,200 4,609,963
Alabama 1,048,600 5,872,200 3,558,553
Arkansas 996,400 5,978,400 3,622,910
North Carolina 785,500 5,891,300 3,570,128
Mississippi 734,000 4,477,400 2,713,304
Texas 610,100 3,599,600 2,181,358
Kentucky 309,000 1,668,600 1,011,172
Maryland 305,200 1,617,600 980,266
Missouri 277,400 1,331,500 806,889
Virginia 249,600 1,347,800 816,767
47. South Carolina 226,500 1,585,500 960,813
Delaware 215,600 1,530,800 927,665
Oklahoma 206,200 1,360,900 824,705
Tennessee 172,800 898,600 544,552
Pennsylvania 168,800 945,300 572,852
West Virginia 96,800 387,200 234,643
Ohio 70,100 406,600 246,400
Florida 64,400 392,800 238,037
Wisconsin 53,100 223,000 135,138
Minnesota 48,100 283,800 171,983
Other States 552,000 3,220,600 1,951,683
United States 8,524,800 50,626,700 30,679,781
Annex 2
Property Tax for Madison County
Annex 3
The price of U.S land
Lee County
$693
Limestone
County
$378
Lowndes
County
$279
Macon County
$336
Madison
County
$667
