COMPANY INTRODUCE
China Hongyang Group, is an integrated enterprise with the research & development, production and marketing of Fuel Dispenser and related accessories as well as service station concerning equipments. It concentrates on the relative manufacture & services of filling station such as Hongyang tax control Fuel dispenser, IC Card fuel dispenser, manage system of network for stations, submerge pump and liquid level devise. China Hongyang Group, designed supplier of SinoPec and PetrolChina, our HONGYANG products have been sold to over 50 countries in South-east Asia, Mid-east, Africa, Europe and well received in their markets.
we are committed to create the best workplace, encourage our staffs to put their own personalities into their jobs, and provide them a stage to show themselves.
had at least made names for themselves independently o fuel dispenser f Mr Redstone,
whereas Mr Dauman largely has the mogul to thank for his career and fortune. They met in the 1980s
when Mr Redstone was building his company and Mr Dauman was a brilliant young lawyer at Shearman &
Sterling. When Mr Redstone faced a fight for control of the young Viacom, Mr Dauman helped to
negotiate bank loans that secure fuel dispenser d the prize. He stayed at Mr Redstone s right hand, first on Viacom s
board, then as its general counsel and later its deputy chairman. When his boss sough fuel dispenser t a merger with
CBS in 2000, Mr Dauman bowed out so that Mr Karmazin, CBS s chief executive, could take charge. Mr
Dauman is said to have been rewarded with a parting payment of around $150m, and started a private-
equity firm called DND Capital Partners.
Trusted consiglieri are common in the media industry, says Lawrence Haverty, associate portfolio
manager of the Gabelli Global Multimedia Trust, an investment company. Rupert Murdoch, he points out,
turns to Stanley Shuman of Allen & Company, an investment bank; at Disney, Michael Eisner relied on
Frank Wells. But as chief executive, Mr Dauman is the odd man out next to Mr Murdoch s chief operating
officer, Peter Chernin, Time Warner s heir apparent, Jeff Bewkes, and Disney s Bob Iger—all of whom
have experience of building media firms and an instinct for what people want to watch and listen to.
Mr Dauman could hardly be less like his predecessor. While he was devising mergers and acquisitions
with Mr Redstone, Mr Freston was building MTV, a fledgling music video channel, into MTV Networks, a
group of cable-television channels which now, along with BET, another cable channel, brings in just over
60% of Viacom s revenues. Mr Freston is an admired creative executive who works well with musicians
and writers and who inspired his staff. Viacom now says he was too much of a hands-on operating
executive to fill the top job and that he failed to communicate the firm s strategy effectively to Wall
Street
