黄康俊 著《中国企业力量》华夏出版社出版2007年8月 长篇纪实《中国企业力量》 ——罗苏与兴发品牌传奇 黄康俊 兴发人以自己过硬的"本领"，攀越在468米的高度上，与"东方明珠"同样璀灿夺目，同样大放异彩，成就了一个民族产业的骄傲，缔造了一个时代工业的文 明。 此后，"东方明珠"成了兴发产品的"活广告"。 我们再回望此时的兴发： 17.第十五章 "注意来自中国兴发的挑战" 我们经营企业要有开放思维，逆向思维，立体思维，综合思维，辩证思维；要不断提出新观点，研究新问题，思考新方向，吸收新信息，拿出新主张，订立 新方案，运用新科技，推出新产品，从而创立属于自己的品牌，保证企业不断产生新的经济增长点。 —— 罗 苏 1993年5月初，堪称中国现代建筑史上的著名工程——上海东方明珠电视塔工程，主动找上门来，要求兴发协助完成此项工程。 东方明珠电视塔，塔高468米，其时位居亚洲第一，世界第三。电视塔主体由三个斜筒体、三个直筒体和11个球体组成，蕴涵唐代诗人白居易诗中"大珠小珠 落玉盘"的优美意境，形成巨大的空间框架结构：是现代科技与东方文化的完美结合。而镶嵌"东方明珠"的珠体和外部工程饰体，急需要采用最优质的铝合 金 ...

论坛上，泰中文化经济协会副主席、中泰贸易集团董事长萧炜，泰国是贴泰集团总经理萧练坤，泰国湖 北商会执行会长陈潜峰，湖北韩氏宗亲总会秘书长韩传保，泰国湖北商会海外顾问、湖北群艺文化产业 集团李荣董事长先后作专题演讲，分享其对企业管理的感悟。 泰中文化经济协会副主席萧炜在活动上致辞。李映民 摄 在座谈会环节，泰国北京总商会姚华星、泰国深圳总商会常务副会长王嘉鹏、泰国桂商总会副会长刘汉 政等探讨了中国企业在泰国落地发展所遇到的困难的解决方案，大家从不同的角度分享了自己的经验和 体会。 活动现场。李映民 摄 中新网曼谷11月23日电 (李映民 刘宇博)庆祝泰国湖北商会成立11周年暨2025中泰企业家论坛活动22日 在曼谷举行，泰国前副总理、现泰中友好协会主席功·塔帕朗西为活动发来贺信。 泰国湖北商会会长韩宗渭致介绍了泰国湖北商会成立11年会务发展情况，并阐述了举办中泰企业家论坛 的目的意义。 据介绍，中泰企业家论坛是泰国湖北商会为中泰企业家提供的一个交流平台，旨在增进中泰企业家之间 的相互了解，共同探讨未来企业发展的路径。此次论坛邀请中泰企业家一起探讨企业在遇到困境时，如 何坚守、发展、开拓新局面的话题。 活动现场。 ...

华为一开始就是为理想而奋斗，不是为金钱而奋斗，这是华为有长期奋斗动力的根源之一。 下面是我从任正非那里感悟到的一些心得，希望对你有启发。 1、任何团队都必须有合理的淘汰机制，没有新陈代谢是不行的，正常的流动是好的，老板不要觉得员工跟自己时间越长越好。 有时候我听一些老板很自豪"某个人跟了我七八年"，他的意思是自己有领导力，公司发展好，员工在这里很满意。 但反过来看也许就是惰怠和官僚主义，流水不腐户枢不蠹，公司内部一定要流动起来才有活力和战斗力。 否则就容易成为一潭死水，公司规模大了就是内部帮派林立，处处都是土围子，各自为政，在大船里开小船。 末位淘汰也可以是激励，是对团队、组织的激活。 2、努力奋斗必须要有正确的方向，没有大致正确的方向就不会达成目标。 很多人都搞不懂什么是方向，问他们创业是为啥，他们就说是为了赚钱，但钱是一个值得奋斗的目标吗？ 还是要有理想主义。钱本身是虚无的，没有价值，因为钱不会不属于任何人，钱是锚定在价值之上的，金钱生不带来死不带去，我们要找到"假"背后 的"真"才行。 老方说任正非真的是理想主义者，这点跟他同时期的企业家对比看就特别明显。至于目标和方向的关系，其实你有了正确的目标后，你 ...

Core Viewpoint - The incident surrounding New Oriental's founder Yu Minhong's message from Antarctica highlights a disconnect between management's idealistic expressions and employees' immediate realities, leading to public backlash [2][3][5]. Group 1: Incident Overview - Yu Minhong's message intended to inspire employees but resulted in criticism due to the stark contrast between his experience in Antarctica and employees' daily struggles [2][4]. - The backlash prompted Yu to clarify the costs of his trip and express a willingness to address employee concerns, demonstrating a commitment to transparency and accountability [2][3]. Group 2: Employee-Management Dynamics - The core issue is a "sympathy gap" where employees, focused on immediate challenges, feel disconnected from management's lofty ideals [5][8]. - Yu's traditional management style, characterized by emotional appeals and grand narratives, clashes with the current generation's expectations for more relatable and practical communication [7][8]. Group 3: Recommendations for Management - Companies should adapt their communication strategies to better align with employees' realities, emphasizing understanding and empathy rather than abstract ideals [8]. - Effective management in the future will require a focus on genuine communication and addressing individual employee needs, fostering a culture of mutual respect and understanding [8].

以下文章来源于华商韬略 ，作者华商韬略 华商韬略 . 聚焦标杆与热点、解构趋势与韬略 再次感谢广大朋友的理解和信任! 东旭和我,是东方甄选的创始人。没有东 旭的努力和坚忍不拔的奋斗,就不可能有东方 甄选的发展和今天。近期,东旭因为个人原因 ,提出不再继续工作。我鼓励他坚持下去,相 信公司会越来越好,并希望他未来适当的时 回到管理岗位。但他经过了认真思考后,觉、 还是想离开。最终,我同意他离开,不再参与 公司工作。我们俩之间保持着很好的沟通，没 有任何姻龉和隔阂,请朋友们放心。 我会继续努力,和全体东方甄选成员保持 密切良好的沟通,带领大家奋发前行,为朋友 们提供美好安全的产品。征程万里,我们脚下 的每一步都算数! 说明 这段时间,很多朋友对于孙东旭老师的情 况比较关心,我在这里做一个简单的解释。 铁打的俞敏洪，流水的CEO。 文 ｜ 长光 来源｜ 华商韬略（ID：hstl8888） 封面来源 ｜ IC photo 2025年11月6日傍晚，俞敏洪在个人社交账号上发布了一则看似云淡风轻的声明，正式宣布孙东旭离开东方甄选。 Q 搜你想看的 早在今年8月，市场就已传出孙东旭离职的风声。有投资者在社交平台爆料，称东方 ...

Core Viewpoint - The article discusses the departure of Sun Dongxu from Dongfang Zhenxuan and the implications for the company and its founder, Yu Minhong, highlighting a recurring pattern of leadership changes and challenges within New Oriental [3][5][10]. Group 1: Departure of Sun Dongxu - Sun Dongxu's departure was officially announced by Yu Minhong, who expressed gratitude for Sun's contributions to the company [3][5]. - Speculation about Sun's departure had been circulating since August 2023, with official statements attempting to clarify his status, but ultimately revealing that he had distanced himself from core decision-making [8][10]. - Sun's exit is attributed to personal reasons, and he was noted to have voluntarily proposed his departure despite Yu's attempts to retain him [10][19]. Group 2: Leadership Challenges - The article reflects on Yu Minhong's history of nurturing successors who eventually leave, creating a cycle of leadership instability [21][25]. - Previous departures, such as that of Chen Xiangdong, have also led to significant challenges for New Oriental, including competition from new entrants in the education sector [15][25]. - The management style of Yu Minhong is characterized by a struggle between being nurturing and making decisive leadership choices, which has led to repeated instances of key personnel leaving the organization [26]. Group 3: Impact on Company Performance - Following Sun Dongxu's departure, New Oriental's market value has reportedly declined significantly, with a loss of over 20 billion Hong Kong dollars [19]. - The article notes that the company has faced increased scrutiny and pressure from competitors, particularly in the wake of leadership changes [15][19]. - Yu Minhong's attempts to pivot the company towards new business models, such as live-streaming e-commerce, have been met with mixed results, especially as key figures like Sun and Dong Yuhui have left [18][25].

Core Viewpoint - Chery Automobile faces significant challenges with its new model, the Fengyun X3L, which has seen disappointing sales and a recent incident during a performance test that highlights internal management issues and safety concerns [1][3][10] Sales Performance - The Fengyun X3L has not met sales expectations since its launch, with overall sales growth for Chery slowing to just 2% in October compared to previous months [1][9] - Other models in the Fengyun series, such as the Fengyun T9 and A8, have also experienced poor sales performance, with the T9's monthly sales dropping from over 8,000 to below 5,000 and the A8's sales falling below 1,000 units [5][6][8] Incident Analysis - An incident during a performance test at Tianmen Mountain resulted in the vehicle sliding backward and breaking three sections of guardrail, attributed to a failure in the safety harness [3][4] - Chery's explanation for the incident points to a lack of risk assessment and detail management, raising concerns about the company's internal processes [10][15] Internal Management Issues - Reports indicate that Chery's strict management practices have led to employee dissatisfaction, with claims of excessive overtime and harsh working conditions [10][13] - A recent incident involving a refusal to attend a mandatory Saturday meeting by a new employee garnered significant internal support, highlighting employee morale issues [12][13] R&D Investment - Chery's research and development spending is notably lower than competitors like BYD and Geely, with R&D expenses constituting only 3.4% of revenue, which has contributed to lower profit margins and product competitiveness [10][13][15] Market Competition - The automotive industry is characterized by intense competition not only in product and technology but also in overall management efficiency, suggesting that Chery's current management approach may hinder its market position [15]

Core Insights - The book "The Power of Chinese Enterprises" by Huang Kangjun highlights the remarkable journey of Luo Su, who transformed from a rural worker to a prominent entrepreneur in China's aluminum industry, showcasing his unique experiences and insights [2][3]. Group 1: Luo Su's Journey - Luo Su started as a 17-year-old worker and became a leading figure in the aluminum sector, demonstrating an extraordinary rise in the business world [2]. - His success is attributed to his continuous self-education, innovative thinking, and dedication to improving the welfare of his community and country [4]. Group 2: Lessons from Luo Su - The book encapsulates Luo Su's 40 years of hard work and achievements, offering valuable lessons in various fields such as industrial production, enterprise management, and ethics [4][5]. - Luo Su's experiences serve as a guide for aspiring entrepreneurs and individuals seeking success in their respective fields [5]. Group 3: Impact and Recognition - Luo Su's influence extends beyond his industry, as he has been invited to share his knowledge at prestigious institutions, reflecting his status as a respected figure in the business community [2][3]. - The narrative emphasizes the importance of adaptability and resilience in the face of challenges, which has allowed Luo Su to maintain his success over the years [3][4].

Core Insights - The article discusses the challenges faced by entrepreneurs in emulating Ren Zhengfei's management philosophy and success, highlighting that understanding a concept does not guarantee its successful application in different contexts [1][4][10] Group 1: Understanding of Ren Zhengfei's Philosophy - Many entrepreneurs admire Ren Zhengfei's management style but struggle to implement similar strategies in their own businesses due to differing conditions and personal circumstances [1][6] - A specific entrepreneur shared his failures in various industries, emphasizing that success cannot be replicated and that different industries and company sizes require tailored approaches [4][6] Group 2: Personal Values and Business Success - The article emphasizes that personal values, goals, and definitions of success vary among entrepreneurs, which influences their willingness to adopt Ren Zhengfei's methods [6][10] - The entrepreneur mentioned that while he respects Ren Zhengfei's altruistic approach, his own focus is on maximizing personal gain, which leads to different business strategies [6][10] Group 3: Learning and Adaptation - True learning from Ren Zhengfei's philosophy requires a genuine belief in its principles, as mere imitation without understanding is ineffective [10] - The article suggests that successful entrepreneurs adapt and apply insights from various sources rather than strictly copying others, indicating that flexibility in application is crucial for success [10]

Core Insights - A major company has established internal management departments akin to a disciplinary committee to oversee not only corruption but also employee behavior, emphasizing adherence to company values [1] - A high-level executive from an intelligent manufacturing company left under contentious circumstances, raising suspicions of betrayal without substantial evidence, leading to unintended consequences for both the individual and the company [2] - A Shenzhen-based headphone manufacturer, initially overlooked by investors, has achieved exponential growth due to its extensive patent applications and innovative products, particularly in the bone conduction segment [3][4] - A leading pool robot supplier faced intellectual property theft from a partner company, resulting in challenges during its IPO attempt due to its smaller scale and lack of policy support [4] - A company’s CEO, lacking product knowledge, has directed employees to replicate competitors' products, leading to a lack of originality in their offerings [5] - A well-known consumer electronics company is entering the high-end robotic vacuum market, aiming to compete directly with top products while maintaining a competitive pricing strategy [6] - A hardware giant has implemented strict confidentiality measures with its supply chain partners, including monitoring and security protocols to protect proprietary information [8] - A new lawn mower company claims to avoid false data but is reportedly still engaging in practices contrary to its stated policies, reflecting industry-wide issues with inventory management [7] - A garden robot company is struggling to innovate, relying on past specifications from former employees of leading companies, resulting in slow progress [9] - A lawn mower brand's partnership with a factory is under strain due to unmet production targets, raising questions about the future of their collaboration and technology direction [10]