十一年后回顾事业合伙人这个重要的制度创新，它成功了么？对今天的万科有何影响？万科股价为什么涨不起来？为什么员工对万科认可度高？我想这一 切都源于万科合伙人制度。 奴隶主和奴隶、地主和农民、资本家和劳动力、煤老板和民工，一句话，资方和劳方，始终处于矛盾的两个方面，进行不断的、有时隐蔽有时 公开的斗争，而每一次斗争的结局都是：要么店大欺客，要么客大欺店。 ——万科周刊《事业合伙人宣言》（2014） 劳动者和老板的目标并不一致，老板追求的是资本收益最大化，员工追求的是劳动报酬最大化，两者天然矛盾。万科的合伙人制度是希望解决企业利润分 配问题，说白了就是解决老板和员工的分钱问题，是如何让老板保住基础收益的同时让员工多挣钱。 万科并不是首先提出"合伙人"概念的，最早提出的是另一位大佬，jack马，马云，马老师。阿里、小米更早在其组织管理体系上应用合伙人制度。 但万科是传统行业，且应用该制度前体量已经很大了，在如此大体量的传统行业应用合伙人制度，还是头一次。 一、制度背景 企业作为一种组织形式，在于通过集体的力量解决个人无法解决的问题，推动经济和社会的发展。在效率视角，企业存在的意义就是让一群人发挥个人单 打独斗所无法企 ...

Core Viewpoint - The company, Xiaobai Hotpot, has launched a new "Feng Huan Chao" partner program aimed at recruiting internal employees and industry talents as new store partners to enhance operational efficiency and profitability [1][3]. Group 1: Partner Program Details - The partner program allows partners to share equity and profits with the company, creating a strong alignment of interests between the company and the partners [2]. - Unlike traditional franchising, this program emphasizes risk-sharing and profit-sharing through equity and dividend mechanisms, with a focus on frontline employees [3]. - The company will provide comprehensive support, including site evaluation, personnel training, and operational supervision, allowing partners to focus on store management [3][4]. Group 2: Financial Performance and Challenges - Xiaobai Hotpot has faced significant financial difficulties, reporting continuous losses since 2021, with a cumulative loss of 1.246 billion yuan [5]. - Despite attempts to boost performance through various strategies, including launching a sub-brand and implementing a membership system, these efforts have not effectively increased customer traffic [5][7]. - The average customer spending has decreased, with a 10% reduction in brand package prices leading to a drop in average spending per customer to 54.8 yuan [6]. Group 3: Operational Metrics - The brand's table turnover rate has declined from 2.6 times per day in 2023 to 2.5 times in 2024, with same-store sales dropping by 23.3% [8]. - The company has closed a total of 73 and 60 stores for the Xiaobai and Coucou brands, respectively, marking the first time the total number of restaurants has fallen below 1,000 since 2019 [9]. - Despite current challenges, Xiaobai Hotpot plans to open at least 95 new restaurants by 2025, with a target turnover rate of at least 3 [10]. Group 4: Future Plans - Currently, five partner stores are operational, with plans to steadily add approximately 50 to 100 partner stores each year [11].

Core Viewpoint - The company has launched the "Feng Huan Chao" partner program to incentivize frontline employees and attract experienced talent in the restaurant industry, aiming to enhance store performance and brand competitiveness [1][3][5] Group 1: Partner Program Details - The "Feng Huan Chao" partner program targets frontline employees who contribute significantly to store growth, with 21 initial partners already signed, primarily from operational managers and store managers [3][4] - Partners will hold shares alongside the company, aligning their interests with store profitability and encouraging proactive engagement [3][4] - The program offers a higher profit-sharing ratio to frontline employees, ensuring they receive the maximum benefits [3][4] Group 2: Support and Standards - The company will provide comprehensive support to partners, including brand authorization, supply chain assurance, and standardized management practices, to alleviate operational concerns [3][4] - All partner stores must adhere to strict global management standards and food safety protocols to maintain brand integrity and service quality [4] - A dedicated service team will assist partners throughout the entire process, from site evaluation to operational supervision [4] Group 3: Market Context and Strategy - The restaurant industry, particularly the hot pot sector, is highly competitive, with many local brands emerging, putting pressure on the company [4][5] - The partner program aims to retain top internal talent while attracting external industry experts to accelerate brand expansion and adapt to market changes [5] - The company anticipates adding approximately 50 to 100 partner stores annually, enhancing both the quality and quantity of its outlets [4]

Core Viewpoint - Alibaba has officially transitioned from the "founder club" model to a new phase focused on operational expertise and AI as a driving force, following the reduction of its partner list from 26 to 17, marking the lowest since its IPO [23][4]. Group 1: Changes in Partnership Structure - The number of Alibaba partners has decreased from 26 to 17, the lowest in history, with nine senior partners, including notable figures like Peng Lei and Zhang Yong, stepping down [7][8]. - The exiting partners share a common trait of no longer holding frontline leadership roles, indicating a shift in the company's leadership dynamics [9][4]. - The trend of reducing the number of partners has been ongoing, with a peak of 38 partners in the past, now reduced by 21 [16][15]. Group 2: New Leadership Dynamics - The current partner group is younger and more focused on frontline business operations, with 39-year-old Jiang Fan being the youngest partner and CEO of the e-commerce division [17][18]. - The current leadership includes key figures like Cai Chongxin and Wu Yongming, with a notable increase in technical expertise among partners [24][25]. - The shift in the partner composition reflects Alibaba's strategic focus on AI, with nearly a quarter of the partners coming from the cloud intelligence group [25]. Group 3: Impact of Major Shareholders - SoftBank, a major shareholder, has been reducing its stake in Alibaba due to investment losses, which has led to a significant change in the partner structure and the underlying support for the partnership system [20][21]. - The exit of SoftBank from its major shareholder position indicates that the foundational conditions for Alibaba's partnership system may no longer be met in the future [22]. Group 4: Future Outlook - Jiang Fan's return to the partner list and his leadership role in the e-commerce sector positions him as a key figure in Alibaba's future, with expectations for him to lead the company back to its peak performance [36][34].

Core Viewpoint - Alibaba is undergoing a significant organizational restructuring, focusing on streamlining processes and strategic alignment, particularly targeting its partnership structure [2][4]. Group 1: Partnership Changes - Alibaba's partnership team has reached its lowest number since its establishment, with 9 partners exiting, accounting for nearly one-third of the total [3][8]. - The core decision-making body, the Alibaba Partnership Committee, has seen a change in one of its five members, with Jiang Fan replacing Peng Lei [3][17]. - The current partnership consists mainly of frontline business leaders, with only 4 out of 17 partners being senior members not involved in day-to-day operations [4][12]. Group 2: Financial Performance - For the fiscal year 2025, Alibaba reported total revenue of 996.347 billion yuan, with a net profit increase of 77% to 125.976 billion yuan [6]. - The revenue growth rates for e-commerce and cloud services were 8.3% and 11%, respectively [6]. - Alibaba has exited several businesses, including Gao Xin Retail and Intime Retail, while achieving profitability in units like Gaode and Hema [6]. Group 3: Strategic Focus - The emphasis on e-commerce and AI + Cloud as the two main growth engines was reiterated in the shareholder letter, with a stronger focus on AI [6][21]. - The new management under CEO Wu Yongming aims to prioritize user experience and AI-driven strategies, with a clear division of core and non-core business investments [21][22]. - The restructuring aims to enhance operational efficiency and align resources more effectively within the e-commerce sector [24][27]. Group 4: Partnership System Importance - The partnership system is considered more critical than any single business decision, ensuring the continuity of Alibaba's culture and values [30][33]. - The selection of partners is based on a combination of tenure, cultural alignment, and contributions to the company, requiring a supermajority for approval [32][34]. - The partnership structure allows for significant control over the company's direction, independent of individual shareholdings [30][33].

Core Viewpoint - Alibaba has streamlined its partner list, reducing the number of partners from 26 to 17, reflecting a focus on core business and active transformation [1][2][4]. Summary by Sections Partner Changes - Nine partners have retired, including notable figures such as Peng Lei and Dai Shan, who are founders of Alibaba. No new partners have been added [1][2]. - The current partners mainly consist of key business leaders and technical heads, including the Chairman and CEO, as well as leaders from various business units [4]. Historical Context - The number of partners has decreased significantly over the years, from a peak of 38 to the current 17, indicating a trend of reducing the partner group [4][5]. - The partner system was established in 2013 to ensure that those in control of the company adhere to Alibaba's mission and culture [5]. Strategic Focus - Since 2023, Alibaba has been undergoing significant changes, concentrating on e-commerce and "AI + Cloud" as its main business areas while divesting non-core assets [4]. - The recent changes in the partner list reflect Alibaba's current market environment and strategic direction [5].

Core Viewpoint - Alibaba is undergoing significant organizational restructuring, focusing on streamlining operations and strategic refocusing, particularly within its partner system, which has seen a reduction in the number of partners to a historic low of 17 [3][4][11]. Summary by Sections Partner System Changes - Alibaba's partner team has decreased by 9 members, representing one-third of the total, marking the largest exit in the history of the partner system [4][11]. - The current partner committee has seen a change in one member, with Jiang Fan replacing Peng Lei, while the other four members remain unchanged [3][4]. Business Focus and Strategy - The restructuring signals a shift towards having more frontline business leaders in the decision-making body, with only 4 out of 17 partners being senior members not involved in day-to-day operations [4][5]. - The emphasis has shifted from internal value debates to focusing on growth and positioning, with e-commerce and AI + Cloud identified as the two main growth engines for Alibaba [4][5]. Financial Performance - For the fiscal year 2025, Alibaba reported revenues of 996.347 billion yuan, with a net profit increase of 77% to 125.976 billion yuan. E-commerce and cloud revenues grew by 8.3% and 11%, respectively [5][11]. - The company has exited several businesses, including Gao Xin Retail and Yintai Department Store, while achieving profitability in various segments like Gaode and Hema [5][11]. Partner Composition and Roles - The current 17 partners are divided into three tiers: 9 from e-commerce, cloud, and other businesses; 4 from the executive management team; and 4 senior partners focusing on cultural and strategic aspects [17][22]. - The partner system is designed to ensure the continuity of Alibaba's culture and values, with strict selection criteria emphasizing long-term commitment and cultural alignment [29][30]. Management and Decision-Making - The new CEO, Wu Yongming, has prioritized a user-first and AI-driven strategy, with a clear delineation of core and non-core business areas [24][25]. - The partner system allows for significant control over company decisions, with the ability to nominate board candidates and influence company direction [29][30].

Core Viewpoint - The article discusses the challenges of succession in Chinese private enterprises, highlighting the difficulties faced by companies like Vanke and Alibaba in transitioning leadership from their founders to new management teams [2][24]. Group 1: Succession Challenges - Liu Qiangdong's retirement plan was influenced by the serious succession issues in domestic enterprises, aiming to be the first large internet company to be managed by professional managers [1][2]. - The succession of founders like Wang Shi and Jack Ma has led to significant personnel upheaval in their respective companies, indicating a broader issue in the succession of private enterprises in China [2][3]. - The lack of actual control in companies like Vanke and Alibaba complicates their succession process compared to those with a clear controlling shareholder [3][4]. Group 2: Internal Dynamics and Changes - Successors in both Vanke and Alibaba were chosen from within the companies, which can lead to instability as they navigate their new roles [5][6]. - Organizational changes initiated by new leaders, such as large-scale restructuring in Vanke and Alibaba, reflect their efforts to assert their leadership and justify their positions [8][9][10]. - Cultural shifts were also significant, with both companies undergoing discussions to redefine their core values and cultural frameworks post-succession [10][11]. Group 3: Leadership Styles and Strategies - New leaders like Zhang Yong and Yu Liang have adopted different strategies to establish their authority, including organizational restructuring and cultural iterations [12][13][15]. - The transition to a new business model, such as Vanke's shift to a partnership system and Alibaba's focus on a "business operating system," illustrates the need for successors to innovate and adapt to changing market conditions [16][17][18]. - The article emphasizes that successors must prove their capabilities and establish their own identities separate from their predecessors to gain legitimacy [20][21][22]. Group 4: Broader Implications - The ongoing challenges in succession highlight the complexities of leadership transitions in large private enterprises, which often face external market pressures alongside internal changes [23][24]. - The article concludes that the issue of succession in Chinese private enterprises remains unresolved and requires further exploration and solutions from future leaders [25].

Summary of the Conference Call for Bangji Technology Company Overview - **Company**: Bangji Technology - **Acquisition**: Acquired a 20% stake in American Pyston to enhance production management and efficiency in pig farming [2][8] Key Industry Insights - **Industry Focus**: Pig farming, specifically in breeding and fattening pigs - **Production Capacity**: Pyston currently manages a pig capacity of 80,000 to 100,000 sows, primarily in southern China, with a focus on improving production efficiency [3][5] Core Points and Arguments - **Production Efficiency**: Pyston's PSY (Pigs Sold per Sow per Year) is projected to reach 31-32 by 2025, indicating significant improvements in breeding efficiency [2][5] - **Strategic Expansion**: Bangji plans to collaborate with idle pig farms to accelerate the expansion of sow production capacity [2][7] - **Regional Focus**: The company aims to replicate its successful pig farming model from Shanxi to other regions like Yunnan and Sichuan [2][18] - **Sales Model**: Pyston will primarily focus on selling weaned piglets starting from 2024 [4] Financial Projections - **Feed Sales**: Expected feed sales for 2025 are projected to reach 1.4 to 1.5 million tons, exceeding the initial target of 1.2 million tons [16] - **Future Goals**: The target for 2026 is to increase feed sales to over 2 million tons [16] Operational Strategies - **Management Collaboration**: Bangji will leverage Pyston's management expertise to enhance pig farming operations [7][9] - **Cost Management**: The company provides transportation and credit support to reduce farming costs [11][12] - **Innovative Farming Practices**: The adoption of a partner system in Shandong has improved employee engagement and production outcomes [12] Additional Insights - **Biological Safety**: The new farming model emphasizes higher biological safety standards, which is crucial in the context of African Swine Fever [11][14] - **Future Trends**: The industry may see a shift towards a "south pig, north raising" model, optimizing resource allocation and production efficiency [15] - **Expansion Plans**: Bangji is cautious about expanding its feed factory layout, focusing on gradual growth based on market demand [12][17] Conclusion Bangji Technology is strategically positioning itself in the pig farming industry through acquisitions, operational efficiencies, and innovative farming practices, with a clear focus on expanding production capacity and improving overall efficiency in the coming years.

Core Insights - Partnership entrepreneurship is identified as a key pathway to achieving business goals, with a focus on the main processes of registering a partnership company and practical advice provided [1][3]. Group 1: Partnership Framework - Establishing a basic partnership framework is essential, with legal validity stemming from the signing of a Partnership Agreement that should detail capital contributions, equity ratios, decision-making mechanisms, and exit clauses [1]. - A dynamic equity distribution mechanism is recommended, reserving 10%-20% of equity for future talent acquisition or financing [1]. Group 2: Company Type Selection - Limited liability companies remain the preferred choice, while special partnerships may be suitable for specific industries like law and accounting, and limited partnerships can benefit tech companies for equity incentives [3]. - Awareness of foreign investment restrictions in 28 industries, including finance and education, is crucial, and prior registration with business authorities is necessary [3]. Group 3: Registration Process - The registration process includes preparing 3-5 alternative names that comply with the naming convention of "administrative region + name + industry characteristic + organizational form" [3]. - The articles of association must include core clauses such as shareholder rights and profit distribution, along with provisions for regular meetings and voting mechanisms for significant matters [3]. - Legal addresses must be legitimate, and if a residential address is converted for business use, proof is required; virtual address registration should involve legitimate services [3]. Group 4: Tax Planning and Legal Risk Management - Tax planning is critical, requiring tax registration within 30 days and selection of taxpayer status based on annual sales [3]. - Legal risk management should address issues such as non-compete agreements, equity holding, decision-making deadlocks, and exit mechanisms, including methods for calculating share buyback prices [3]. Group 5: Special Considerations - For technology-based partnerships, applying for high-tech enterprise status is advisable, and multi-regional operations may necessitate establishing branch offices [3]. - Shareholder conflicts can be resolved through equity buyouts or company divisions, emphasizing the importance of establishing clear rights and responsibilities, as well as communication mechanisms prior to registration [3].