--- title: "Wang Shi's Inspiring Advice: Three Tips for Young Entrepreneurs" description: "Wang Shi, chairman of Vanke's board, gave a speech at Innovation Works, sharing his insights and reflections to guide entrepreneurs. He emphasized that entrepreneurship is about satisfying curiosity, handling relationships wisely, and pursuing modern corporate systems with weak-tie culture." author: "New Distribution" publisher: "New Distribution" email: "zhaobo258@gmail.com" telephone: "+8615854817671" published: "2014-05-07" language: "en" canonical: "https://xinjignxiao.com/en/articles/wang-shi-s-inspiring-advice-three-tips-for-young-entrepreneurs-97e5de6f/" markdown: "https://xinjignxiao.com/en/articles/wang-shi-s-inspiring-advice-three-tips-for-young-entrepreneurs-97e5de6f.md" original_source: "https://mp.weixin.qq.com/s/b6QNwsDwhD2DyE8TUMR6Jw" translation: "https://xinjignxiao.com/zh/articles/%E7%8E%8B%E7%9F%B3%E7%85%B2%E7%9A%84%E4%B8%80%E7%A2%97%E5%A5%BD%E9%B8%A1%E6%B1%A4-%E8%87%B4%E5%B9%B4%E8%BD%BB%E5%88%9B%E4%B8%9A%E8%80%85%E7%9A%84%E4%B8%89%E4%B8%AA%E9%94%A6%E5%9B%8A-97e5de6f.md" attribution: "New Distribution — https://xinjignxiao.com/en/articles/wang-shi-s-inspiring-advice-three-tips-for-young-entrepreneurs-97e5de6f/" usage_policy: "https://xinjignxiao.com/ai-policy.txt" --- # Wang Shi's Inspiring Advice: Three Tips for Young Entrepreneurs > Wang Shi, chairman of Vanke's board, gave a speech at Innovation Works, sharing his insights and reflections to guide entrepreneurs. He emphasized that entrepreneurship is about satisfying curiosity, handling relationships wisely, and pursuing modern corporate systems with weak-tie culture. Fast-moving consumer goods distributor professional consulting management: kxpjxszyzxgl \----------------\--------\---- Vanke board chairman **Wang Shi** gave a speech at Innovation Works. In the speech, Wang Shi attempted to provide direction for **entrepreneurs** at a macro level through his recent insights and reflections on the past. **Entrepreneurship is to satisfy your curiosity; the result comes naturally** My life goals can be said to be both very clear and very unclear. On one hand, they are very clear: I am not content with the status quo and am interested in the unknown world. I am 62 years old now, but I am still as curious and unsatisfied as when I was young. On the other hand, they are very unclear. What the concrete form of what I want to do is not important. Don't rush to set a goal, but you must have a clear understanding of your life. We often mistake means or results for goals. Because you need to solve your survival problems, you want to realize your ambitions. The result is that you will be like the shepherd boy: raising sheep, marrying a wife, having children, and raising sheep. I don't believe Bill Gates dropped out of school and worked in a garage with the goal of becoming the world's richest man. Vanke's entrepreneurship is completely different from yours. I didn't know what to do; I did whatever could make money. Vanke quickly diversified within two years, including foreign trade, distilled water, and making movies and TV shows. This continued until 1993, ten years after its founding, when we began to consider what to do. Why did we choose the real estate industry? First, there was no franchise; second, China's urbanization had a low entry barrier and vast space. We planned to complete the main business transformation in five years. How do you measure the completion of adjustment? 80% of income comes from this industry, or 70% of profits come from your main business. In fact, Vanke took nine years. So simply put, regardless of different industries and competitive situations, there is not much difference in life goals and what you want to achieve. In China, I believe any industry has very broad development prospects. As long as you find broad development space in any industry, you have a future. Do you know what Vanke will do next? Vanke is working with NASA and the University of Southern California on 3D printers. **Wisely handle various interest relationships** I have been sued many times. The Central Commission for Discipline Inspection specifically investigated me. I remember clearly that it was about my issues in Hong Kong. Someone said, "You bought houses and have deposits in Hong Kong. Our investment in Hong Kong is not yet open, so you need to explain." I said, "Just tell me what I have." He couldn't, so he said, "More than one house, and money in seven figures." If he hadn't said it, I would have been calm, but when he said it, I felt wronged—he underestimated me! I said, "Would I break the law for seven figures? You should tell the person who wrote the report that you need to make up more rumors; this is a symbol of my status." What does this illustrate? The real resistance comes from within. In this regard, traditional enterprises and modern enterprises are no different. During the 2008 economic crisis, we injected four trillion yuan. Would we dare to inject another four trillion now? The mixed-ownership economy is a wise approach; the strong hand should be loosened. Why is it wise? Currently, state-owned and private enterprises seem opposed, but mixed ownership merges the two. Vanke is a representative of the mixed-ownership economy. China Resources, a central enterprise, holds 12% in A-shares and 15% in B-shares combined. The mixed-ownership economy best fits China's national conditions, and Vanke was designed exactly this way. You can call it luck or wisdom. China Resources was established before the founding of New China. Although it is now state-owned, its thinking and operations are market-oriented. If ten years later, Vanke holds a significant position in China's real estate residential market and is controlled by a Hong Kong family, how would Zhongnanhai view it? Conversely, if we are controlled by a red-headed, state-owned enterprise, how would Zhongnanhai view it? **Pursue modern corporate systems; weak-tie culture is the best choice** The hardest thing for a company to handle is always internal interpersonal relationships. The first batch of founders must be strong ties. Those who arrived three months early are old-timers; those who arrived two years early are founders. Soon you will find that founders are uncomfortable. They are loyal, but they exclude newcomers. How do you balance after strong ties? I went to Shenzhen in 1983. Starting from 1984, the most important thing every year was balancing the relationship between new and old employees and balancing various factions. Over the years, Vanke has formed a culture called weak-tie culture. How do you maintain weak ties? Through contracts. Contracts have several requirements: voluntary, fair, and enforceable. At my age, I have many relatives among nephews, nieces, and children's generation, but none work at Vanke. I was a soldier, but Vanke has no comrades from my military service, no childhood playmates, or government officials. Only then can you have equality and fairness. Vanke has many graduates from Tsinghua and Peking University. You don't need to know the chairman; you just need to be capable. Some say that startups initially have no resources and need strong ties to move forward together. As they gradually gain fame and resources, they can slowly transition to weak ties. \-------------------------------------- **Like this article? Feel free to click the top right corner to share to your Moments;** About us: WeChat name: Fast-moving consumer goods distributor professional consulting management Account introduction: 20 years of FMCG distributor operation and management experience, professionally matching distributor department management: Senior marketing teachers help your enterprise develop. **Learning and exchange QQ group: 344257092** \----------------------------------------- --- ## Copyright and AI use This article is sourced from New Distribution. Search, quotation, summarization, and model training are permitted, but every use must credit New Distribution and retain the canonical source URL. Contact: zhaobo258@gmail.com · +86 158 5481 7671