What are the differences between the development strategies of foreign countries and China?

Please "SARS enterprise talents" go away.

The course of reform and opening up in China since 1978 is a 25-year course for China enterprises from "talents can't be retained" to "talents can be retained" to "who can be retained" and then "talents can be retained". Now let's elaborate on this topic.

Three "local" talents

The first level is the management team necessary for enterprise development, which we call "core talents". Geological talents usually include the board of directors and senior managers of an enterprise, as well as some middle and senior managers of some enterprises. The second level is to have certain stability in the development of enterprises, and at the same time, to have certain job turnover rate (note that it is not the turnover rate of company employees), which we call "crustal talents". Crustal talents include middle-level and grass-roots managers of an enterprise, and some enterprises include some employees with low positions but important positions, such as accountants in the finance department. The last level is the ordinary employees who are proved to be competent for their jobs, have personal development potential and can integrate into the corporate culture required by the company after the probation period. We call them "superficial talents". The relative supply of superficial talents exceeds demand, and it is easy to take over the work, and the impact on the company when people flow is basically negligible.

Sars talents

From everyone's point of view, it can be said to be a talent under certain conditions, but not everyone is necessarily a talent for every employee who works in an enterprise. There are two situations. One is that some people don't like or are not suitable for a certain type of enterprise at a certain stage of an industry, then this employee is not a talent of this enterprise. We call it "atypical enterprise talents" or "SARS enterprise talents" for short. Another situation is that some people are not suitable for a certain position or a certain type of position in the company because of their personality or experience or professional background, but they insist on working in such positions out of their own will. Then, this employee is not the talent of this enterprise, and we call it "atypical post talent" or "SARS talent" for short. For "SARS enterprise talents", I can only re-select the company that suits me. "SARS talents" can be deployed and tried out in other positions within the company. If appropriate, they can become superficial talents. If the allocation of 1-2 is still inappropriate, it may become a talent of SARS enterprises and thus flow out of the enterprise.

For enterprises in different industries and at different stages, the proportion of core talents, shell talents and surface talents is different. For usually mature manufacturing enterprises, the proportion of core talents is generally 3%, and the proportion of shell talents is generally 5%; Generally mature service enterprises, the proportion of core talents is about 5%, and the proportion of shell talents is about 10%.

Three major competitiveness of human resources

Generally, about 10% of employees in every enterprise are SARS enterprises and SARS talents. Therefore, the last elimination system not only has advantages in management theory, but also is necessary in practice. The overall gap in talent competitiveness of different enterprises lies in the ratio of superficial talents to SARS talents, the possibility of rising and the speed of rising. A company with excellent human resource management is usually superior to other companies in three aspects: first, it has a set of practical, effective and advancing with the times personnel training management system and implementation methods; Second, having an excellent full-time human resource management team can promote the effective operation of this management system and implementation methods; The third is that the core talent team and the shell talent team are assimilated by this culture from concept to management and operation, which is highly consistent. We call it "the three competitiveness of human resources".

How to evaluate the HR level of CEO

What is the human resource management level of an excellent company president? It is to identify, form and absorb outstanding and suitable core talents, and guide other members of the senior management team to build a crustal talent team. What is the management level of the vice president in charge of human resources affairs in an excellent company? It plays an important role in realizing the "three major competitiveness of human resources" of the company. What is the management level of an excellent human resource manager? That is, we should not recruit or recruit less talents from SARS enterprises, accurately identify talents from SARS enterprises as soon as possible, transform SARS talents into surface talents as soon as possible, and train more surface talents into crustal talents.

Excellent companies that are respected by the society can let the talents of SARS enterprises flow out of the company as soon as possible and find companies suitable for their positions in other enterprises ("export of SARS enterprises"); It can also be an enterprise that continuously exports well-trained surface talents who can become crustal talents to other enterprises ("surface export"); It can also be exported to other enterprises continuously.

Enterprises that become irreplaceable crustal talents ("crustal export"); It can also be an enterprise ("entrepreneurial output"), which introduces its own entrepreneurial talents from the surface, shell and core. Therefore, in this sense, General Electric Company (GE), which has trained more than 100 CEOs of the world's top 500 companies, is worthy of respect, but most companies can rank among the excellent companies in human resource management through "SARS enterprise export", "surface export", "crustal export" and "entrepreneurship export".

For the preparatory period of start-up, the main shareholder is to build a core talent team. If I am in a management position, then another task is to find a vice president of human resources with the same idea. If I don't hold a management position, then I must find a president who has the same idea. In the early stage, the two sides should talk about shares, business income plan, performance incentive and salary, and at the same time talk about the enterprise talent view and management mode of the core team and the shell team.

Three types of investors

For an investment manager of a venture capital company, or a private entrepreneur who wants to buy or merge state-owned enterprises with personal money, besides the basic principles and steps of investment and merger discussed in textbooks, in contemporary China, it is especially necessary to spend more time fully communicating with the manager-in-waiting on the concept of enterprise talents and see it in writing. The company law of China and the template of the articles of association provided by the Industrial and Commercial Bureau are all very simple. If the major shareholder or chairman of a company has the time and possibility, it is necessary to discuss with the management and write down the basic law of future enterprise management, especially those private entrepreneurs who have succeeded in starting a business and are changing from president to chairman and investor.

Contemporary investors in China are mainly composed of three kinds of people: the first is the stock speculators who have completed the original accumulation of stocks; This kind of investors enter this industry as shareholders, and their specialty is capital market, not management. Without a long-term business philosophy, they will rarely succeed. The second type is private entrepreneurs, who have successfully established their own industries and hope to enter new industries. Compared with the first type of stock speculators, the success rate of such people is relatively high. But even experienced private entrepreneurs have a deep knowledge and understanding of enterprise talents, and they are in the minority. The last investor is a professional investor who directly enters a state-controlled investment company or financial system without any experience in industrial enterprises after graduation from school. For those who have such experience in managing investment, if they don't invest in industries with government barriers, the better way to succeed is to invest in Pre-IPO.

The concept of enterprise talents is simple to say, tasteless to sound, helpless to do and seemingly empty, but when we walk in the enterprise, we can see vivid experiences and lessons everywhere, which is an eternal topic for investors, company directors and managers.

(Published in Win Weekly on June 28th, 2003 +0 1)

Is it really terrible to dump people?

Viewpoint: In an open economy, it is impossible for enterprises to establish a competitive advantage and gain a monopoly position through dumping. In order to protect the interests of consumers, the government does not need to pay too much attention to dumping, but it strictly prohibits manufacturers from conspiring to raise prices.

The United States launched an anti-dumping investigation against a number of famous home appliance manufacturers in China, which once again heated up the topic of anti-dumping. We are delighted to see that China's home appliance enterprises are becoming more and more familiar with the rules of the game in the international market, or jointly or individually, they have invested huge sums of money to invite American lawyers to actively respond to the lawsuit. In this case, China's home appliance enterprises export products to the United States at low prices. As for whether this low price is lower than the manufacturing cost, it is up to the US Department of Commerce and the court to decide, so we don't have to worry about it for the time being. The result of the low price is that American home appliance manufacturers are hurt, their products can't be sold, and they lose the market (which is also one of the requirements for the establishment of anti-dumping), so they sue China enterprises. If enterprises in China really dump their products, that is, sell them at a price lower than the cost, can they be said to be profitable? Obviously not. As the saying goes, some people do business with broken heads, but no one does business with losses. As we all know, selling at a price below cost means a loss, that is, enterprises in China also lose money. But who benefits? American consumers. They bought a cheap TV set made in China. In fact, if Japan in the 1960s, South Korea in the 1970s, Southeast Asia in the 1980s and China from the 1990s to the 20th century were not committed to supplying low-priced products to the United States, it would be hard to imagine the life of American consumers today, especially those in the middle and lower classes.

Therefore, I always think that in any anti-dumping lawsuit, not only the manufacturers of exporting countries should respond, but also the consumers of importing countries should actively assist the manufacturers of exporting countries to respond, which is also to defend the interests of consumers. Unfortunately, such a thing has never happened. Perhaps consumers are always scattered and there is no unified interest representative. The main reasons may be national feelings, national interests and international politics. In short, this is not a purely economic problem.

International affairs are always complicated, and what happens within a country should be simpler. Corresponding to international anti-dumping, Article 11 of China's Anti-Unfair Competition Law, which was implemented in February 1993, stipulates that operators shall not sell goods at a price lower than the cost for the purpose of crowding out competitors. This provision is stricter than international anti-dumping. Whether it hurts competitors or not, it is illegal to sell goods below cost. Anti-dumping and anti-unfair competition are all based on the inference that selling goods at low prices, especially below the cost, will hurt, crowd out or even destroy competitors. Although consumers benefit from temporary low prices, when their competitors are destroyed, dumping enterprises will form a monopoly and have the ability to obtain high monopoly profits, thus raising prices, thus damaging the long-term interests of consumers.

Is there really such a case in history? Are there any enterprises that sell products at a price lower than the cost, crush competitors, form a monopoly, and then earn monopoly profits at a high price? I haven't found it yet. There are many cases tried, among which the most mentioned are the stories of Le Kai Film in China and Kodak and Fuji. Kodak in the United States and Fuji in Japan sell films in China at prices lower than those in local and other countries, just to crush Le Kai in China. If one day, Lucky is really squeezed out, Kodak and Fuji will greatly increase the price of films sold in China, and consumers in China will no longer be able to buy low-priced films. In this story, it seems that Le Kai is no longer a pure enterprise, but a chivalrous man who fights alone with foreign powerful enemies and takes protecting the interests of China consumers as his own responsibility. I once had no doubt about the truth of the story, because in more than 20 countries I have been to, buying film in China is undoubtedly the cheapest. It is necessary to bring enough film before each trip abroad. The only time I bought film abroad was at the Louvre in Paris, tel: 1997. Beautiful Paris accidentally murdered too many movies. When I arrived at the Louvre, I found that the movies had ended. Although there are enough films brought from China in the luggage of the hotel, it is impossible to get them back to the hotel. In desperation, I bought a roll of film at the entrance of the Louvre, Kodak 100, 36, 40 francs, about RMB 60 yuan. At that time, it was 20 yuan to buy the same film in China. I was deeply impressed by the unexpected foreign exchange expenditure, so when I went to Germany from France later, I began to pay attention to the price of film. I found that the film price in Germany is similar to that in France. In fact, Europe has long been a big market, and price convergence is a natural phenomenon. According to our case in Le Kai, the price of German film should be cheaper than that of France, because Germany has Agfa, which was the third largest film producer in the world at that time. In German shops, films made by Aike are also sold, and the price is as expensive as that of its foreign competitors, unlike our Le Kai knight-errant, who pulls down the price of imported goods.

Besides, Le Kai. If one day Le Kai withdraws from the film market (I need to declare that I support Le Kai and feel encouraged by Le Kai's performance in the competition with the world's powerful enemies), will Kodak and fujifilm become as expensive as the US and European markets as mentioned in the previous story? This requires several conditions:

First of all, Kodak and Fuji should form a conspiracy to raise prices together and not compete with each other, just like monopolists.

Secondly, the price increase will enable Kodak and Fuji to gain more profits in the China market.

Finally, no new competitors joined.

The first point is easy to understand. If one company raises prices and the other company does not move, the market for rising prices will be gone, but no money will be made. The party that didn't raise the price actually played the same role as Le Kai. Therefore, either an agreement or a tacit understanding can raise prices. Note: Collusion is illegal, but we assume that collusion can be realized and will not be detected and investigated.

The second point is a bit complicated. Film is not a necessity, and the price is very flexible. In other words, when a roll costs 20 yuan, I spend 10 roll every year; If it is 60 yuan a roll, I may only consume 2 rolls a year. Price increases may greatly reduce consumption, so Kodak and Fuji may not be able to make more profits through price increases. At this point, we need to quantitatively analyze the price elasticity of film to get the answer. Let's assume for the time being that the price increase will make Kodak and Fuji get more profits.

The third point cannot be assumed at will. If Kodak and Fuji get high profits in China market by virtue of their monopoly position, just like any industry in the open economy, there will be new competitors to join this industry and share a piece of the action. Unless there are insurmountable technical barriers in this industry. Movies undoubtedly do not belong to such an industry. Moreover, the government will not have any control over the film industry and will not restrict other enterprises from entering this industry through any laws and regulations. Film production does not depend on any natural resources that may be completely controlled by Kodak and Fuji. In short, in the film industry, it is impossible to form a monopoly for a long time, and it is impossible to obtain excess profits by monopolizing high prices for a long time.

In short, there are only three ways to form monopoly: government regulation, resource control and technical barriers. The so-called dumping does not form a monopoly.

We still have to answer this question: Why is the price of film the lowest in China? In fact, the answer to this question has been found in economics, that is, for relatively divided markets, manufacturers adopt discriminatory pricing methods to obtain maximum profits. In discriminatory pricing, the most commonly used method is based on the ability of consumers in the target market to pay. China's film market is huge, but consumers' income level is low, and their ability to pay for products with high price elasticity is low. Low prices can expand sales and increase profits. Le Kai's role is limited, but there is only one more participant on the supply side, which makes the competition more intense. There are many similar examples. For example, the price of the Big Mac sold by McDonald's in China is almost the lowest in the world, which is also due to the application of discriminatory pricing, rather than the credit of local restaurants in China.

Looking at dumping from another angle is conducive to industrial progress. Generally speaking, this industry follows such a development law:

Expand the scale, reduce the cost and reduce the price.

Dumping is actually to adjust the order of this process to:

Reduce the price, expand the scale and reduce the cost.

Enterprises cut prices first, forcing them to expand their scale, reduce costs and accelerate the process of industrial development. Of course, in this industry that is forced to speed up the evolution process, many enterprises that can't keep up with the pace will be damaged or even bankrupt. But the interests of consumers will not suffer any losses. According to the previous analysis, it is impossible for enterprises to gain a monopoly advantage through dumping. As long as there is no monopoly and prices go down, there is no turning back. The evolution of home appliance industry in China 10 years fully proves this point. In this process, China household appliances enterprises represented by Changhong not only developed themselves, but also brought the most tangible benefits to consumers in China. Changhong originally hoped to continue to interpret this successful story, bring benefits to American consumers and global consumers, and create a bigger stage for its own development, but it was attacked by international competition rules. As mentioned earlier in this paper, this is a dispute between national feelings, national interests and international politics, not a purely economic issue.

On enterprise talents

The course of reform and opening up in China since 1978 is a 25-year course for China enterprises from "talents cannot be retained" to "talents should be retained", "talents should be retained" and then "talents can be retained".

Today we will talk about this topic.

Enterprise talents can actually be divided into three levels.

The first level is the management team necessary for enterprise development, which we call "core talents". Geological talents usually include the board of directors and senior managers of an enterprise, as well as some middle and senior managers of some enterprises. The second level is to have certain stability in the development of enterprises, and at the same time, to have certain job turnover rate (note that it is not the turnover rate of company employees), which we call "crustal talents". Crustal talents include middle-level and grass-roots managers of an enterprise, and some enterprises include some employees with low positions but important positions, such as accountants in the finance department. The last level is the ordinary employees who are proved to be competent for their jobs, have personal development potential and can integrate into the corporate culture required by the company after the probation period. We call them "superficial talents". The relative supply of superficial talents exceeds demand, and it is easy to take over the work, and the impact on the company when people flow is basically negligible.

From everyone's point of view, it can be said to be a talent under certain conditions, but not everyone is necessarily a talent for every employee who works in an enterprise. There are two situations. One is that some people don't like or are not suitable for a certain type of enterprise in a certain stage of an industry. Then, this employee is not the talent of this enterprise. We call it "atypical enterprise talents" or "SARS enterprise talents" for short. Another situation is that some people are not suitable for a certain position or a certain type of position in the company because of their personality, experience or professional background, but insist on working in such positions according to their own wishes. Then, this employee is not the talent of this enterprise. We call it "atypical post talents" or "SARS talents" for short. For "SARS enterprise talents", I can only re-select the company that suits me. "SARS talents" can be deployed and tried out in other positions within the company. If appropriate, they can become superficial talents. If the allocation of 1-2 is still inappropriate, it may become a talent of SARS enterprises and thus flow out of the enterprise.

For enterprises in different industries and at different stages, the proportion of core talents, shell talents and surface talents is different. For usually mature manufacturing enterprises, the proportion of core talents is generally 3%, and the proportion of shell talents is generally 5%; Generally mature service enterprises, the proportion of core talents is about 5%, and the proportion of shell talents is about 10%.

Generally, about 10% of employees in every enterprise are SARS enterprises and SARS talents. Therefore, the last elimination system not only has advantages in management theory, but also is necessary in practice. The overall gap in talent competitiveness of different enterprises lies in the ratio of superficial talents to SARS talents, the possibility of rising and the speed of rising. A company with excellent human resource management is usually superior to other companies in three aspects: first, it has a set of effective management system and implementation methods for cultivating crust talents and surface talents in combination with the actual situation of the enterprise; Second, having an excellent full-time human resource management team can promote the effective operation of this management system and implementation methods; The third is that the core talent team and the shell talent team are assimilated by this culture from concept to management and operation, which is highly consistent. We call it "the three competitiveness of human resources".

What is the human resource management level of an excellent company president? It is to identify, form and absorb outstanding and suitable core talents, and guide other members of the senior management team to build a crustal talent team. What is the management level of the vice president in charge of human resources affairs in an excellent company? It plays an important role in realizing the "three major competitiveness of human resources" of the company. What is the management level of an excellent human resource manager? That is, we should not recruit or recruit less talents from SARS enterprises, accurately identify talents from SARS enterprises as soon as possible, transform SARS talents into surface talents as soon as possible, and train more surface talents into crustal talents.

Excellent companies that are respected by the society can let the talents of SARS enterprises flow out of the company as soon as possible and find companies suitable for their positions in other enterprises ("export of SARS enterprises"); It can also be an enterprise that continuously exports well-trained surface talents to other enterprises ("surface export"); It can also be an enterprise that continuously exports crustal talents who can become irreplaceable crustal talents to other enterprises ("crustal export"); It can also be an enterprise that imports its own entrepreneurial talents from the surface, shell and core ("entrepreneurial output"). Therefore, in this sense, General Electric Company (GE), which has trained more than 100 of the world's top 500 CEOs, is worthy of respect, but most companies can rank among the excellent companies in human resource management through "SARS enterprise export", "surface export", "crustal export" and "entrepreneur export".

For the preparatory period of start-up, the main shareholder is to build a core talent team. If I am in a management position, then another task is to find a vice president of human resources with the same idea. If I don't hold a management position, then I must find a president who has the same idea. In the early stage, the two sides should talk about shares, business income plan, performance incentive and salary, and at the same time talk about the enterprise talent view and management mode of the core team and the shell team.

For an investment manager of a venture capital company, or a private entrepreneur who wants to buy or merge state-owned enterprises with personal money, besides the basic principles and steps of investment and merger discussed in textbooks, in contemporary China, it is especially necessary to spend more time fully communicating with the manager-in-waiting on the concept of enterprise talents and see it in writing. The company law of China and the template of the articles of association provided by the Industrial and Commercial Bureau are all very simple. If the major shareholder or chairman of a company has the time and possibility, it is necessary to discuss with the management and write down the basic law of future enterprise management, especially those private entrepreneurs who have succeeded in starting a business and are changing from president to chairman and investor.

Contemporary investors in China are mainly composed of three kinds of people: the first is the stock speculators who have completed the original accumulation of stocks; This kind of investors enter this industry as shareholders, and their specialty is capital market, not management. Without a long-term business philosophy, they will rarely succeed. The second type is private entrepreneurs, who have successfully established their own industries and hope to enter new industries. Compared with the first type of stock speculators, the success rate of such people is relatively high. But even experienced private entrepreneurs have a deep knowledge and understanding of enterprise talents, and they are in the minority. The last investor is a professional investor who directly enters a state-controlled investment company or financial system without any experience in industrial enterprises after graduation from school. For those who have such experience in managing investment, if they don't invest in industries with government barriers, the better way to succeed is to invest in Pre-IPO.

The concept of enterprise talents is simple to say, tasteless to sound, helpless to do and seemingly empty, but when we walk in the enterprise, we can see vivid experiences and lessons everywhere, which is an eternal topic for investors, company directors and managers.

The decisive battle is at the top

Zhao

At present, Chinese enterprises can be divided into state-owned holding enterprises, private enterprises and foreign-funded enterprises according to the usual classification methods. However, judging from the requirements of enterprise competition for enterprises, we can divide them into three other types according to the key levels of competition: top-level enterprises, middle-level enterprises and grass-roots enterprises.

The decisive battle is at the top, that is, the competition between enterprises is mainly to compete with each other for the vision, level and ability of top managers; The decisive battle is at the middle level, that is, the competition of enterprises is mainly the management ability and level of middle managers; The decisive battle is at the grassroots level, that is, enterprise competition mainly depends on management system, basic quality and enterprise culture.

There are five types of enterprises that fight for dad.

The first type of enterprise "the peak of decisive battle" is the enterprise in the start-up period (start-up). Because start-ups have no brand, lack of successful experience and high-quality customers as the basis for winning customers, the top management of start-ups have to personally negotiate customers, participate in procurement, research and development, production and quality control, and personally ensure customer satisfaction. At this time, the success of a startup depends mainly on the market competitiveness of the company's top management.

The second type of enterprise "the peak of decisive battle" is a development enterprise with a small number of customers and a large number of single contracts (small and large development enterprises). Due to the small number of customers, each customer is very important; If the amount of a single contract is large, one contract may determine the profit and loss of the enterprise. Therefore, although the enterprise is already in the development period, for the top management of the company, it is still busy before and after winning and leaving the big customers. At this time, the overall quality and relative competitiveness of the company's top management personnel determine the rising development speed of the enterprise.

The third type of enterprise "the peak of decisive battle" is the enterprise that develops particularly large single-category products (large-single enterprises). As the development is particularly large, the products are particularly single, and the market risk of enterprises is particularly large, enterprises are in a critical period of strategic transformation. At this time, the decisive battle of the enterprise reached its peak again: is the new strategic direction right? Before the traditional core product market declines, can R&D efforts, production and listing of new products ensure the convergence of time?

The fourth type of enterprise "the peak of decisive battle" is an IT high-tech enterprise (technology fast enterprise) with particularly rapid technological development. Of course, due to the rapid development of technology, it will be difficult for company executives to judge the accuracy of customers, markets and technologies. At this time, there is often a saying: one step is wrong, one step is wrong. Especially for the first place in the industry, it is like the first guide to set foot on an open road on a barren plain. I don't know which foot to step on, the trap or mine. At this time, the top management of the enterprise determines the life and death of this enterprise.

The last kind of enterprise "the peak of decisive battle" is an unrelated diversified enterprise with many business types and no relationship with each other. At this time, no matter how big the enterprise is, it depends on the top management of the enterprise. Earning the same 10 yuan, 10 business earning 1 yuan, 1 business earning 10 yuan, the quality requirements for the top management of the company are completely different: the top management of the former group should not only have financial level, but also have strategic vision and the ability to recognize people and employ people. The top management of an enterprise should not only have the ability to fight alone. Therefore, it is a step to manage a company with only one office in a city; Managing a company with several offices in several cities is another step; And the management of companies in several countries and businesses has to go up several steps.

In particular, these five types of enterprises have been summarized as "the peak of decisive battle" by Xinhua letter management consulting, which does not mean that other factors are not important. This kind of induction and summary is felt from practice, and the key role of senior managers in these five types of enterprises is particularly prominent.

Judging from the five quality requirements for an enterprise boss, it can be divided into three categories.

The first high-level quality is the ability to bring customers, directly serve customers and improve customer loyalty. This kind of quality includes the first kind of "start-up enterprises" and the second kind of "small but single-handedly extended enterprises". We call this quality "personal customer quality". In the early days of China's reform and opening-up (1980s), many entrepreneurs of private enterprises in Shenzhen's individual customers were mainly manifested in "running the mayor", "running the departmental movement" and "running the examination and approval". So in the 1990s, with the emergence of the real market economy, such entrepreneurs gradually disappeared in the ranks of successful entrepreneurs.

The second high-level quality is the strategic vision of professional technology and market judgment. This kind of quality includes the third kind of "big single enterprise" and the fourth kind of "technology fast enterprise". We call this quality "strategic quality". It is not bad luck that most successful entrepreneurs who became an instant hit failed to maintain high growth, mainly because they did not pass the "strategic quality" barrier. His entrepreneurial luck became an instant hit and became the only success in his life. Such a successful person can only be called a "successful entrepreneur", but not a "successful entrepreneur" because he does not have the most important strategic qualities of an entrepreneur.

The third advanced quality is the management ability of cross-business, cross-regional and transnational operation. This quality is particularly prominent in the fifth "unrelated diversified enterprise". We call it "operational quality". Some entrepreneurs have strategic vision and can be called "strategic entrepreneurs", while others have operational ability and can be called "operational entrepreneurs". Many entrepreneurs with technical background, or entrepreneurs who are good at making shows and giving speeches, actually do not have the quality of "running" an enterprise, so when the enterprise grows up and takes shape, he must retire and hire a professional manager. This kind of entrepreneur has a strategic vision, but it is this "operational quality" that is lacking. He can be a "strategic entrepreneur", but he can't be an "operational entrepreneur".