Chapter 317: Launch of the Special Talent Plan

The white woman exited the store with a shopping cart containing only a breadstick, the cheapest item at just two cents. After paying, she left with a smile. However, just a few meters away, several tall men stopped her.

"What are you doing?"

The woman looked wary. 

"Empty your pockets!" the security officer demanded sternly. These security guards were known for their strictness.

"You're accusing me falsely," the woman protested, preparing to flee.

"Detain her and search her thoroughly," the security guards instructed. They restrained the woman, and as she struggled, numerous items fell from her clothing: toothpaste, toothbrushes, sausages, biscuits, and more—over a dozen items in total.

The bystanders were shocked, having not expected the woman to conceal so many items. With her theft exposed, she began to cry and beg for mercy.

The security guards, unmoved, escorted her out of the store.

Nearby, a police car with an iron cage on the back was parked. The woman, now handcuffed, was thrown into the cage along with three or four other individuals. The sight of these people in the cage made it clear to onlookers that they were caught stealing.

The police car remained in place for a while, serving as a public display, even though there was no formal parade.

Hours later, the police car, now filled, returned to the police station. Inside, the women faced a relatively mild treatment, while the men were subjected to severe punishment and even had to use a hand-cranked telephone—a relic that generates a painful electric shock when dialed.

The police station's strict measures were part of its mandate from the Hardy Group, which had instructed that any theft in its stores should be met with harsh consequences. Those caught were tortured, then placed in an iron cage alongside other offenders, including drunkards and brawlers. They soon learned that theft from Hardy's supermarket was particularly unforgiving.

Among the caged prisoners, some gangsters remarked disdainfully, "Even we don't dare steal from Hardy's supermarket. Have you seen the name 'Hardy'? It's not worth the risk."

"The thieves here are amateurs. Real criminals know better," another added.

On the first day of Hardy Supermarket's opening, over a hundred thieves were apprehended. By the second day, this number had sharply declined to around 20 or 30, and only a few by the third day.

The reduction in theft was due to Hardy Supermarket's rigorous enforcement and prompt police involvement. The store's policy was clear: theft of less than $950 still carried legal repercussions, potentially resulting in several months in jail.

Three days later, Sam Wharton reported to Hardy with Andy present.

"Boss, on opening day, we made $52,000 in sales. The second day saw $36,000, and the third day brought in $32,000. As we continue, we expect daily sales to stabilize between $20,000 and $25,000."

"After accounting for various expenses, our net profit should be around 4% to 6%, equating to an annual net profit of about $450,000."

Sam Wharton expressed dissatisfaction with the profitability, and Andy agreed, feeling the returns were insufficient given the large investment. Hardy, however, remained optimistic.

"A 4% to 6% profit margin is still significant," Hardy noted. "Our products are low-priced with minimal profit margins, but their affordability attracts more customers, boosting sales. In comparison, our profits are on par with or better than others in the industry."

"It's like this cup," Hardy continued, holding up a cup. "Others might sell 100 of these a year, but we sell 1,000. Even with lower margins, the total revenue is substantial."

"Remember, when our supermarket chain expands, we can negotiate reverse listing fees with suppliers and leverage discounts like Christmas sales to increase profits."

"Additionally, our contract terms allow us to hold off payment for up to 50 days, a significant financial advantage."

Andy and Sam nodded in agreement. The cash flow generated from the supermarket's operations could be invested in stocks, securities, futures, or even deposited with banks at an interest rate of 4% to 5%.

"With 30 supermarkets, we could manage $180 million in cash, and with 300, it would be $1.8 billion. Such a sum would attract attention from bankers."

Andy agreed, acknowledging that holding such an amount of cash would make Hardy a highly respected figure in the financial world.

Hardy concluded, "With 300 stores, the annual profit could reach $300 million. This is a significant amount that cannot be ignored."

"Sam, your goal is to continue expanding the Hardy supermarket chain across the United States. We need at least one or two stores in every major city, and as the population grows, we can open more."

"Do you know what my ultimate goal is?" Hardy asked.

"How much?" Sam inquired, eager.

"Three thousand stores," Hardy declared. "Eventually, Hardy Supermarkets will number three thousand in the U.S. By then, our sales and cash reserves could reach $20 billion or even $30 billion."

Sam was taken aback by the ambition.

"Not only in the U.S., but we will also expand to Europe, South America, Asia, and Africa. The Hardy supermarket chain will become the world's largest and influence the future of countless suppliers."

Hardy's passionate speech invigorated Sam, who responded with determination, "Boss, I understand. I will work hard to establish and expand Hardy's stores globally."

"Keep up the effort, and we will reap substantial rewards," Hardy encouraged.

Hardy's vision extended beyond profitability. He planned to control the survival of thousands of enterprises through his supermarket chain. The scale of influence was comparable to the impact of a financial crisis.

Hardy also intended to collaborate with the military to supply daily necessities, a market with its own significant value.

He considered how to leverage financial fraud to his advantage, thinking of ways to exploit this high-intelligence crime. He decided to gather a group of financial fraudsters and deploy them in Japan for a large-scale operation.

Calling his secretary, Hardy instructed, "Notify Henry to come over; I have an important task for him."

Soon, Henry arrived. Hardy briefed him on the task: setting up a highly secretive department to monitor and control financial fraudsters. The goal was to use their expertise to execute high-stakes financial schemes.

Henry was to create a department where members did not know of each other's existence, assign them new identities, and prepare them for operations in Japan. The plan was to execute these schemes strategically, ensuring significant returns.

"I understand," Henry said, taking the order.

After Henry left, Hardy looked out the window, reflecting on his strategic plans. He believed that manipulating the financial system would further his goals and maximize profits, leveraging Japan as a key player in his strategy.