Chapter 23, Week One Mall Report

After 30 minutes, the meeting concluded, and we all resumed work. I headed to the Normandy Mall for another scheduled meeting. Upon arrival, I witnessed a bustling scene, with people constantly streaming in and out. I was pleased to see Apollo Transportation, my newly established company, operating at full capacity—dozens of carriages ferrying passengers to and from the mall.

Inside, the activity was equally lively. People passed through the entrance gates, triggering the counters that tracked foot traffic, while vendors scattered throughout the space showcased their goods. What truly caught my attention, however, were the transactions happening in the stores. Customers used Thal or Ran coins to make their purchases and received their change in Sols—an ingenious system that I found particularly clever.

The vendors offered an array of items, from small sweets and knickknacks to more luxurious goods. For example, keychains priced at 20 Mills, bracelets or earrings at 120 Mills, and premium chocolates produced by my company for 350 Mills. Navigating past the vendors, I made my way upstairs to the conference room where the meeting was to be held. After asking a staff member for directions, I easily located the room.

Settling into my seat, I awaited the arrival of the other attendees. To ensure their comfort, I asked a staff member to serve high-quality tea, thoughtfully catering to their preferences. Cups of black tea, sweet tea, green tea, and tea with milk were placed at each member's spot.

After 10 minutes, everyone was seated, ready to begin. I opened the meeting with a warm "Good afternoon" and briefly reflected on the exhausting efforts of the past week. However, I emphasized that the time had come to reap the rewards of our hard work. With that introduction, I handed the floor to Eileen.

"Today, the 7th of Apollo, marks one week since the mall's grand opening," she began, "and it's time to review the profits from all that dedication. Without further delay, let's proceed."

Eileen presented the opening day's statistics: On Monday, the 1st of Apollo, Normandy Mall saw a staggering foot traffic of 103,983 visitors, of which 21,466 made purchases. These transactions generated a total of 39,134 Sols, equivalent to 3.9 kilograms of gold. Among the customers who made purchases, 41.6% were nobles, 39.4% were affluent commoners, and the remaining 19% represented the average population.

To contextualize the financial structure of society, we can examine the wage spectrum across three distinct societal groups: the average population, the more affluent commoners, and the nobles.

Average Population: Representing the majority, the average population earned a modest wage of 100 Mills per hour. This amounted to 7.2 Sols per week

(assuming a standard 72-hour workweek) and 36 Sols per month (based on a five-week month). These earnings reflected a subsistence-level income, allowing for basic living expenses but leaving little room for savings or luxury.

Affluent Commoners: This group enjoyed a significantly higher income, earning 230 Mills per hour. Their weekly income stood at 16.56 Sols, while their monthly earnings reached 82.8 Sols. This income bracket allowed for a more comfortable lifestyle, including the potential for discretionary spending and investment. Affluent commoners likely occupied skilled professions or entrepreneurial roles that granted them elevated status within society.

Nobles: Occupying the apex of the societal hierarchy, nobles commanded hourly wages ranging from 350 to 600 Mill. At the lower end, a noble earned 21 Sols per week and 105 Sols per month, while those at the upper end received up to 36 Sols per week and approximately 180 Sols per month. Such wealth afforded them a lavish lifestyle, access to exclusive opportunities, and significant influence over societal and economic dynamics.

A notable distinction was the fact that common people worked 72 hours per week, whereas nobles only worked 60 hours—and that was limited to those nobles who held jobs. The true nobles were those who simply collected taxes from their respective areas, without any obligation to work.

Speaking of taxes, the system in this world functioned quite differently from modern-day structures. The first type was the land tax, set at a base rate of 2% of the land's value. For example, the mall occupies 5,000 square meters of space, with the land originally priced at 1 Sol per square meter. However, after construction was completed, the land's value rose to 5 Sols per square meter, making the total value of the land 25,000 Sols. Consequently, Apollo Company would owe an annual land tax of 500 Sols for the mall's property.

The second type of tax was the goods tax, set at 5% on all goods sold or purchased. For instance, when the mall sells chocolate priced at 500 Mills, an additional 25 Mills tax is added to the price. At the end of the year, the accumulated goods taxes are paid to the government.

Since all nine Apollo brands were interconnected, the financial company handled the tax filings as a unified entity. After consulting with a finance worker, it was estimated that the total land tax for the company would amount to 2,500 Sols. 

This was largely due to a recent acquisition—a large property located outside the city, spanning 80 square kilometers. The land was purchased at a rate of 100 Sols per square kilometer (equivalent to 100 Mills per square meter), giving the property a total value of 8,000 Sols. At the 2% tax rate, this land incurs an annual tax of 160 Sols.

Other significant factors included the minting facilities, Leo's store, the cocoa farms, the construction of Apollo Transportation headquarters, and the acquisition of copper, silver, and gold mines for the minting facilities and for gold storage. The mines, being the most expensive investment, accounted for half of the total tax.

Though the cost was minimal, the opening week of the mall saw impressive activity. On the second day, foot traffic totaled 204,962 people, of which 63,109 made purchases amounting to 86,202 Sols. On the third day, profits increased to 114,028 Sols, followed by 130,744 Sols on the fourth day. The fifth day yielded 141,480 Sols, while the sixth day brought in 152,299 Sols. Today, by noon, the profit reached 38,108 Sols, with an estimated total of 155,000 Sols by day's end.

In the first week of operation, the mall achieved a total profit of 666,588 Sols. After deducting expenses for employee wages and production costs, the net profit amounted to 485,588 Sols. Employee wages for a 56-hour workweek were 11.2 Sols per worker, with 15,000 workers, resulting in a total cost of 168,000 Sols. Additionally, materials for production incurred a cost of 13,000 Sols.

The remarkable profit of 485,588 Sols, accumulated in just the first week of Normandy Mall's operation, underscores the success of the venture. When converted to USD, this profit translates to an impressive $4,855,880 a testament to the meticulous planning, efficient operations, and widespread consumer engagement that characterized the mall's opening week.

Employees of The Apollo Sales Company were compensated at a rate of 11.2 Sols per week, which translates to $812 per week when converted to USD. Over the course of a standard 35-day month (a structure unique to this system), workers earned $4,060. Extrapolated to the full 14-month year, their annual income reached $56,840, placing them in a comfortable income bracket relative to the societal wage structure previously outlined. 

This wage structure reflects a commitment to fair compensation, as workers' earnings surpassed the subsistence level by a significant margin and positioned them closer to the "affluent commoner" income bracket. Not only did this allow employees to manage their basic living expenses, but it also provided opportunities for savings, discretionary spending, and modest investments—an incentive designed to attract and retain skilled labor.

After accounting for production costs, wages, and operational expenses, the remaining profits were strategically deposited into The Apollo Sales Company's business bank account. This decision served two critical purposes:

By maintaining these funds within the company's accounts, the profits could grow passively through accrued interest, further bolstering the company's financial stability. This interest served as a supplementary income source, compounding the company's wealth over time.

A significant portion of these reserves was allocated to Apollo Finance Company, one of the interconnected entities within the Apollo business ecosystem. The role of Apollo Finance was pivotal: it functioned as a financial bridge, offering loan programs to the general public. By funneling surplus profits into this initiative, The Apollo Sales Company contributed to broader economic development, enabling individuals and smaller businesses to access funds for entrepreneurship, property acquisition, and other ventures.

The integration of surplus funds into Apollo Finance Company was not merely a financial maneuver; it was a strategic move aimed at creating a sustainable, symbiotic financial ecosystem. Here's how this model benefitted both the company and the public:

By offering loans to the general population, Apollo Finance democratized access to capital. This inclusivity encouraged entrepreneurship and consumer spending, ultimately feeding back into the economy and indirectly boosting sales at Apollo-owned enterprises such as Normandy Mall.

A portion of the loan interest payments would likely be reinvested into the company's infrastructure projects, such as expanding Apollo Transportation, enhancing minting facilities, and developing new retail spaces. This reinvestment cycle ensured that the company maintained its trajectory of growth and innovation.

These financial initiatives likely fostered a sense of goodwill among the public. By positioning itself as not just a profit-driven entity but also a supporter of community development, Apollo Finance bolstered its brand reputation and customer loyalty.

Retaining a portion of the profits in the business account also served as a buffer against potential economic downturns or unforeseen expenses. This reserve allowed the company to remain agile, adapting quickly to changing market conditions while safeguarding its financial health.

The ripple effects of this strategy extended far beyond the immediate profits. The workers' elevated wages contributed to increased purchasing power within the community, stimulating local economies. Simultaneously, the lending programs initiated by Apollo Finance supported emerging enterprises, further diversifying the economic landscape.

This approach demonstrated a blend of financial acumen and social responsibility, establishing The Apollo Sales Company as both a market leader and a community-oriented organization. By meticulously balancing immediate profit-taking with long-term investment and public engagement, the company set a precedent for sustainable business practices that aligned profitability with societal benefit.