Although individual weapons and equipment such as firearms and body armor, as well as optical sights, are still the main business of D&F, in recent years, Gao Jun has not paid much attention to the main business, and has focused on other aspects, that is, places where more money is made.

Three years ago, at the end of the Fourth Indo-Pakistani War, Wang Dong presided over a high-level meeting.

It was at this meeting that Gao Jun proposed that D&F companies should take advantage of this opportunity to transform and enter the more lucrative heavy weapons industry.

In order to gain the support of Wang Dong and others, Gao Jun made it very clear that the market in the field of light weapons is so big that it cannot support the entire current system, that is, it cannot provide enough funds for expansion, and it is necessary to enter the heavy weapons market in order to obtain enough profits.

No one objected to this.

How much money can you make selling a gun?

You know, even the best DF8**G has a profit of a few thousand dollars.

The DF762 series, which has the largest sales volume, has a profit of less than $200.

What about selling a tank?

The unit price of "Salman" exceeded $10 million, and the profit was at least $4 million.

In other words, it is necessary to sell more than 20,000 DF762 rifles to be able to withstand a "Salman" main battle tank.

In fact, in the Fourth Indo-Pakistani War, D&F has already tasted the sweetness of heavy weapons.

At that time, the main battle equipment provided to Pakistan by Saudi Arabia and other countries was transferred through D&F, and D&F was also responsible for maintenance.

During the war, D&F made hundreds of millions of dollars in profits just by repairing damaged tanks and fighting vehicles.

You know, this is still a friendship price.

In Gao Jun's words, when doing business with Pakistan, D&F companies hardly make money, and the so-called profits are only the company's internal throttling income.

What about somewhere else?

Even before the meeting, Gao Jun had already received an order for "Khalid 2" in Africa to export 150 such tanks to Tanzania.

Although they are all simplified versions, the unit price is only 3.5 million US dollars, but the profit is as high as 30%.

In other words, this transaction brought in more than $100 million in revenue.

Seldom?

You know, that's the beginning.

According to Gao Jun's estimates, after opening up the international market, he can make billions of dollars in profits just by selling "Khalid 2" as an agent.

It can be said that only by entering the field of heavy equipment can D&F companies develop and grow.

It was after this meeting that D&F began its transformation.

3 years is not a lot of time, and there is not a lot that can be done.

The key point is that D&F does not have its own product line, and can only cooperate with Pakistan, Saudi Arabia and other countries to sell weapons and equipment from these countries.

Of course, there is no hurry.

Why?

The difficulty of developing heavy equipment is too great, and the initial investment is very huge.

Fortunately, this did not stump Gao Jun.

Going directly into the field of heavy equipment will definitely not work.

If nothing else, this will directly compete with Huaxia's arms enterprises, and there will be no guarantee that they will be able to smoothly obtain core technology from Huaxia.

To this end, Gao Jun adopted the strategy of saving the country with a curve.

What do you mean?

Make efforts in the civilian market.

Two years ago, D&F launched a heavy piece of equipment for the civilian market, the GZ6 armored vehicle.

It is a 3-axle, 6-wheeled, 20-ton armored vehicle with a wheeled combat vehicle chassis and internal systems optimized for the civilian market.

How to optimize?

It is to use commercial equipment as much as possible.

What can such an armored car be used for?

Obviously, there are too many uses.

For example, it can be used as an armored escort vehicle.

In addition, when equipped with a remotely controlled weapon station, it can also be used as an armored combat vehicle in low-intensity conflicts.

It's just that the sales of the GZ6 are not good, and it has not sold 100 units until now.

Last year, in response to market feedback, D&F launched a 4-axle, 8-wheel version of the GZ8.

This 35-ton armored vehicle is different.

Last year alone, we received an order for 500 vehicles, and this year we have already won an order for the 1,000th vehicle.

The point is that better protection and the ability to install a remote-controlled weapon station with better performance is a real wheeled infantry fighting vehicle.

In addition, if the customer needs it, it can also be converted into self-propelled guns, self-propelled mortars.

According to Gao Jun's estimates, the production of the GZ8 is expected to exceed 2,000 units, bringing the company at least $2 billion in profits.

It's just that the real highlight is still military aviation.

Until now, the problems of D&F companies are also prominent.

What's the problem?

There are too many product lines, too scattered.

Although D&F claims to be the only arms company in the world that can provide full-system ground weapons and equipment, its overly fragmented product line poses a serious hidden danger.

What are the hidden dangers?

R&D investment is too large.

For this reason, Wang Dong has warned Gao Jun many times not to take too big steps.

It's just that, judging by the current performance, there really is nothing to blame.

To put it bluntly, without Gao Jun and the huge profits made by D&F, it would be difficult for Wang Dong to carry out the project in Pakistan.

At this time, what Wang Dong really needs to care about is not the operation and future development of D&F, let alone the mess faced by Angu, but the turbulent situation caused by the Fourth Indo-Pakistani War, to be precise, the new challenges that are coming.

The Fourth Indo-Pakistani War turned the entire South Asian continent into a hornet's nest.

Although it has been three years since the end of the war, the situation has not improved in the slightest.

In the past three years, India has completed democratic elections, but the democratically elected government has changed four times, and three former prime ministers have been brought to court.

As a result, India has become an exporter of unrest.

In the last year alone, some 15 million war refugees have poured into India's neighbouring countries, nearly a million of whom have even been smuggled to Europe.

Now, the world is concerned about whether India will break out into civil war, and whether it will be divided because of it.

In addition, the Middle East is also a hot spot.

Although the situation in Iraq has stabilized, at least for the time being, Sunnis and Shiites have not clashed, the campaign against the Kurds has been ongoing, and Saudi Arabia and Iran are still active in Iraq, both trying to drive each other out of Iraq.

Can Saudi Arabia and Iran live in peace?

Not necessarily.

Perhaps in a few years, this delicate balance will be broken.

And Syria.

There is also the Palestinian-Israeli conflict.

In addition, the situation in North Africa is equally volatile.

If nothing else, the war in Libya has been going on for more than a decade and shows no signs of stopping.

At the other end of the spectrum, the situation in Southeast Asia is not very peaceful.

Just last year, Singapore and Malaysia came into the spotlight when a water supply agreement signed decades ago expired and Malaysia asked for renegotiations, while Singapore did not want to negotiate.

With so many hot spots, can the world still be peaceful?