"The Quality Of Grass" Has Become The Soft Support Of Wenzhou Shoe Makers.

Chinese private enterprises only began to appear in 1980s, and have been planning since the day they were born.

Compared with the western countries, we have been lagging behind for 200 years. Compared with Japan, we have been 100 years behind.

The existence of these private enterprises in the early stage of industrialization is normal, and no one can surmount history.

We must go through the road of others.

Zeng Shui Liang, an expert in private enterprise management at the private enterprise research center of the Yangtze River Delta Research Institute of Tsinghua University, believes that there are too many feudal residues in the soil that private enterprises rely on. The burden of traditional and historical culture is heavily placed on private enterprises, which makes them overburdened.

Most of the private entrepreneurs in China come from so many parts:

First, the marginalized people outside the system.

Second, farmers;

Third, self-employed;

Fourth, migrant workers;

Fifth, state-owned enterprises go to sea.

They have a common feature: their own quality is not high, most of them have no higher education, are halfway out of business, business enterprises do not have a set of business management experience and mature management ideas, their temperament and farmers' perceptions are more than entrepreneurs' temperament.

In a sense, most Chinese entrepreneurs are not real entrepreneurs. They are businessmen and gold diggers. They are full of dreams of wealth. They do not comply with business rules and do whatever they want to achieve.

When the enterprise has developed to a certain scale, their mode of thinking and behavior still remain in the state of being just a few years ago.

In their minds, there are few concepts such as corporate culture, scientific management structure and standardized procedural management.

Their biggest advantage is that they are good at grasping business opportunities, and then boldly cut into the first barrel of gold.

However, they have a rare spirit of wealth grabbing all over the world, with an extraordinary power to seek wealth.

For that reason, in China's reform and opening up for more than 30 years, so many "companies" and "groups" have been produced at the speed that the countries of the world have never seen. The Chinese people's struggle spirit is probably only comparable to those of their industrious ancestors during the industrial revolution compared with those of the Nordic countries.

They are natural market elites, with extraordinary business acumen and extraordinary marketing talents; they have a strong desire to create wealth; they are very dedicated to work hard to develop markets, financing, capital operation and marketing planning; they have unimaginable tenacity, are not afraid of failure, painstaking efforts, perseverance, and do everything possible to approach the great goal of their hearts.

Stall from Cape Town, South Africa

Most Chinese business owners also have the following defects:

There is a natural lack of planning, organization and operation, but lack of organizational ability. There are few concepts about the basic elements (rules, procedures, standards) of modern enterprises, and little understanding of the system, mechanism and system of enterprises; Zeng Shui Liang, a private enterprise management expert of the private enterprise research center of the Yangtze River Delta Research Institute, believes that most Chinese business owners are more businessmen than entrepreneurs, businessmen rather than industrialists; they are born alone heroes, like Zorro, who are alone in holding a sword to meet the enemy, but they are not good at using the wisdom and enthusiasm of their subordinates to run businesses; they have strong personal desire and self-awareness. First of all,

Secondly, most Chinese entrepreneurs are not very educated.

One of the companies I tutored in Wenzhou, founded in 1993, has 4 bosses. After five years of development, the annual sales increased from 2 million yuan to 50 million yuan in 1998, but in the next 10 years, annual sales have been hovering around 50 million yuan, and sales in 2008 are only 42 million yuan.

Bosses often ask me such a question, "why do we always do little in the past few years?" I replied, "the limitations of the 4 boss's culture, the cultural content, and the extent to which the business can only be achieved. Wenzhou, or even the whole Chinese business."

Zeng Shui Liang, an expert in the management of private enterprises in the research center of the Yangtze River Delta Research Institute of Tsinghua University, believes that most Chinese entrepreneurs are not mature in their way of thinking. They do not need to look at the problem purely from the perspective of entrepreneurs. They do not need to deal with problems purely by enterprises. They always regard themselves as militarist, as Sun Wu or Rommel, always using war means to solve problems.

They grew up in the days when the smoke had just gone away. Most of them were war stories and war novels. Many people had war complex like President Huang Hongsheng of SKYWORTH. Once they run their own businesses, they can not help but regard their enterprises as their own tank group. They regard their competitors as Nazi troops, take the market as Normandy and Waterloo, and regard operation and operation as Huaihai Campaign and the Korean War.

And the principles of war emphasize deceiving the enemy, fighting without mercy, brutal elimination and merciless attack, but not Christian principles and humanistic care.

They apply the principles of war to all competitors, consumers, suppliers, customers, and even employees inside the enterprise.

Because the other side is regarded as an enemy, the other side regards them as enemies.

Then, after another war, they were exhausted by themselves and numerous enemies, and finally went bankrupt and went bankrupt.

Since 1980s, a large number of "commander" and "commander" private entrepreneurs have started a war of intense passion. Chinese private enterprises have been sacrificing blood and being destroyed by the enemy in the war, rather than destroying the enemy.

In this age of passion, the childish impulses, arrogance, and war desires of private entrepreneurs have been exerting themselves here, but they have fallen heroically.

This war will continue for many years until one day when these generals are exhausted and the last soldier is left behind, they will suddenly find such a truth: This is a war that is not worth fighting at all. It can be solved by peaceful means at the beginning, and then it will start to cool down and start thinking calmly about how to solve it in a peaceful way.

Only by this time will China's private enterprises really become mature. However, I am afraid this time will not be easy to come. I am afraid it will take 30 or 50 years.

The rapid growth of China's economy and the rapid accumulation of wealth in private enterprises are inseparable from the policy space brought about by the liberation of the system and the market space created by market opening, but it is basically the formation of today's pattern by the subjective efforts of the people.

The spirit of diligence, hardship and strong pursuit of wealth is the source of wealth growth.

This spirit has made Chinese enterprises, especially the private manufacturing enterprises with distinctive characteristics made in China, have made obvious cost and speed advantages in competition with other countries in the world.

However, with the initial accumulation of capital of a generation of entrepreneurs has been preliminarily completed, people's thinking about the mission and values of enterprises has just begun.

What is the purpose of running an enterprise? Apart from hard work, hard work and frugality, what other mental factors can support enterprises to grow bigger, stronger and longer?