羡慕段永平的王石，真的老了

Core Viewpoint - The article reflects on the journey of Vanke and its founder Wang Shi, highlighting the company's rise and subsequent challenges, emphasizing the impact of market dynamics and Wang's management style on Vanke's trajectory [5][25][27]. Group 1: Company History and Development - Wang Shi began his career in 1983 at Shenzhen Special Economic Zone Development Company, where he gained initial capital through feed trade, leading to the establishment of Vanke's predecessor in 1984 [9][11]. - Vanke underwent significant transformations, including a shareholding reform in 1986, which aimed to clarify ownership but faced challenges due to the political landscape of the time [13][14]. - By 1991, Vanke was listed on the Shenzhen Stock Exchange, with a diverse shareholding structure that included state-owned and foreign investments, setting the stage for its future growth in the real estate sector [16][17]. Group 2: Market Position and Strategy - Vanke quickly adapted to the real estate market, transitioning from a diversified business model to a focused real estate developer, becoming a leader in the industry by the late 1990s [19][20]. - The company emphasized product quality and customer service, distinguishing itself from competitors and establishing a strong brand reputation in the mid to late 2000s [21][22]. - Vanke's strategic decisions during the "Silver Age" of real estate focused on enhancing quality over mere expansion, which contributed to its strong financial health and market position [22]. Group 3: Challenges and Controversies - Vanke faced significant challenges during two major shareholder disputes, the "Junwan Battle" in 1994 and the "Baowan Battle" starting in 2015, which highlighted Wang Shi's confrontational approach and strong desire for control [25][26]. - The aftermath of the "Baowan Battle" led to substantial financial strain on Vanke, as aggressive tactics resulted in a depletion of resources and a shift away from its previously stable growth strategy [26][27]. - The article suggests that Wang Shi's reluctance to adapt to market dynamics and his intense control over the company contributed to Vanke's current difficulties, reflecting broader issues within the entrepreneurial landscape of China [27].