Switzerland, Basel, Rhine River, the eting was deliberately chosen to be held here.
The towering building, shimring with cold tallic luster in the morning light of the Alps foothills. In the top-floor "Strategic Decision Room," an ergency eting that will profoundly affect the Far East and even the global biopharmaceutical landscape has continued amid stagnant air for nearly three hours.
Sitting around the enormous circular walnut conference table are faces that can easily stir the capital market and decide the technological direction; they are the true power core of the group.
"Ladies and gentlen, we must face an uncomfortable reality." The speaker was the group’s Chief Operating Officer, Carl Mueller, a German known for his iron fist and precision. His gray-blue eyes swept across the room, fingers heavily tapping on the thick dossier compiled by the intelligence departnt in front of him. "Ruixing dical Technology, and its so-called ’Breaking Wall’ alliance that they are piecing together, is no longer a re skin disease. What they are undertaking is a ’systemic revolution’ aid at shaking our foundation."
The assistant projected the key contents of the dossier onto the enormous screen: a clear technical roadmap of the "Breaking Wall" plan, detailed lists of participating enterprises along with core capability analyses, Ruixing’s recent capital operations, and resource allocation trends, and even an in-depth analysis report of Huang Jiacai’s personal background and personality traits.
"Look at this," Carl pointed to a file labeled "Top Secret" on the screen, the demand list from Yang Ping’s research group, "their targets are no longer substitutes for the low-end market but are directly aiming at our most profitable, high-technology barrier core areas—ultra-high-resolution imaging, nano-level protein interaction detection, ultra-high-purity special enzys, and disruptive drug design platforms based on AI! What they intend to build is an independent R&D closed loop, outside our control."
A low murmur arose in the eting room.
"Carl, are you being too alarmist?" The President of the European Region, a ticulously-grood-haired Frenchman, leaned back in his chair, shrugged indifferently, "A loose alliance of thirty-odd Chinese companies? Their internal competition, suspicion, and individual agendas are rampant. History has proven that with appropriate pressure applied, like cutting off a few key raw materials or questioning their data on the academic level, and offering so indulgences, this alliance, founded on a mont’s passion, would soon implode from within. We’ve seen it happen many tis."
"Passion can only last temporarily, but interest can be enduring."
"Mr. Pierre, this ti, it’s completely different." Carl Mueller’s voice suddenly turned severe, he brought up the video footage of Huang Jiacai, that youthful, sharp face occupying a large part of the screen, "The key lies not in those technologies themselves but in the organizer! Huang Jiacai is not an ordinary engineer or businessman, he’s a strategic visionary with a formidable personal charisma, a dangerous idealist. He has skillfully transford the ’soft blockade’ event into an opportunity for forging consensus. What he’s doing is turning scattered sands into a solid stone under the ’self-controlled’ banner, one hard enough to slam against our glass fortress!"
He took a deep breath, surveyed the crowd, stating word by word, "We must smash this stone completely before he succeeds. At the very least, it needs to be riddled with cracks and lose its threat."
Soon, a comprehensive annihilation strategy called "Troy Action" was swiftly formulated and prioritized to the highest level. The blockade was no longer limited to covert technology barriers and supply chain choke points; it began to blatantly co to the fore:
Several upstream key raw material and core component suppliers announced almost simultaneously that for reasons such as "production equipnt failure," "environntal inspection," or "order overflow," they would indefinitely delay all deliveries to the core enterprises within the "Breaking Wall" alliance, not limited to supplies involving core technology.
In several internationally influential academic journals, nearly synchronous "academic discussion" articles appeared, questioning the "reliability" and "reproducibility" of data produced using existing dostic equipnt and reagents in China with seemingly objective tones, subtly equating the use of dostic tools with "research risks."
More critically, those potential research institutions and pharmaceutical companies interested in the "Breaking Wall" alliance’s products gradually received "friendly reminders" or "cooperation morandums" from giants and their allies, suggesting politely yet clearly that adopting non-mainstream supply chain products in their core R&D pipelines may affect future data international recognition and deeper international cooperation opportunities.
However, this was rely the fire suppression on the front battlefield.
The real killer move, hidden underwater, targeted the alliance’s fragile interpersonal network with "decapitation" and "enticent." Leveraging its vast capital and extensive global network, the giant group launched a precise and cold disintegration against key enterprises within the alliance.
East China, Su City, in his not very luxurious office, the founder of Precision Instrunts Plant, President Wang, repeatedly stroked a finely printed acquisition intent letter. From a fund registered in Cayman Islands, they offered a jaw-dropping premium of fifty percent on a comprehensive acquisition proposal. The conditions were so favorable that they were hard to refuse: maintaining the existing team and managent stability, the giant group would inject advanced international technology and managent experience, and promise to integrate their products into the giant’s global supply chain system. This ant that his enterprise could rise quickly, finally breaking free from the fate of struggling in the low-end market.
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