Editor's Note: Zong Qinghou, founder of Wahaha, is currently the Chairman and General Manager of Hangzhou Wahaha Group Co., Ltd. In the 1980s, he started from a school-run factory. In the late 1980s, Wahaha oral liquid, launched to the market, became a nationwide hit. Subsequent products such as Wahaha AD calcium milk, eight-treasure porridge, and Nutri-Express, along with Wahaha's unique 'joint distribution' channel, spread to every supermarket and convenience store across the country. This made Zong Qinghou China's 'beverage king,' and in 2010, he became China's richest man. Reviewing the development of Zong Qinghou and Wahaha, it is not difficult to see that their growth benefited from the first 'consumption upgrade' in the beverage industry brought about by China's economic takeoff. The entrepreneurial spirit Zong Qinghou demonstrated during his entrepreneurial journey is also a microcosm of the Zhejiang merchants of that era. This article is exclusively published by Atom Think Tank (ID: AtomThinkTank). Tencent News · Atom Think Tank will release a 10-episode documentary series 'Reformers' Voices: Echoing 40 Years of China's Economy,' exclusively inviting ten reform witnesses—Wu Jinglian, Li Yining, Gao Shangquan, Yang Weimin, Lin Yifu, Zhang Weiying, Hua Sheng, Zong Qinghou, Wang Shi, and Liu Yonghao—to tell the stories of these magnificent 40 years.
The Difficult Early Entrepreneurial Journey: Rejected from Trade Fair, Forced to Set Up a Stall at the Door Atom Think Tank: This year marks the 40th anniversary of reform and opening-up. From 1978 to now, China's economy has undergone tremendous changes. We see that 1978, when reform began, also happened to be a turning point in your life. Can you recall the social atmosphere and your feelings at that time? How did you get the opportunity to enter the school-run factory? Zong Qinghou: Actually, in 1978, the Third Plenary Session decided to shift the focus of our party's work to the economy. Especially in December, I returned to Hangzhou from the farm after 15 years. At that time, I replaced my mother and returned to work in the school-run factory. At that time, the concept of reform and opening-up had just been proposed, and many things were still the same as before. My salary was only 34 yuan. I stayed on the farm for 15 days and earned 28 yuan a month. After returning to the city, it was 34 yuan. At that time, various things still required ration tickets. Later, the rural household contract responsibility system officially began, solving our food problem. Previously, we couldn't eat enough, couldn't keep warm, and everything required tickets. So gradually, tickets were no longer needed, and materials began to become abundant. In 1978, our factory implemented the factory director contract responsibility system, so I only had the opportunity to contract the school-run enterprise in 1987. Because before reform and opening-up, all Chinese people were proletarians, and it was impossible to allow individuals to do business or start businesses. Atom Think Tank: From 1978 to 1987 when you contracted the school-run enterprise, there was a transitional process. When you first entered the factory, did you ever think you would go into business? Zong Qinghou: No. Because at that time, it was a planned economy, and our school-run factory was not part of the planned economy. At that time, due to insufficient education funds, the education system was encouraged to engage in work-study programs, so the scale was small and the equipment was simple. The first factory I entered was a carton factory, specializing in making cartons. At that time, we did a lot of work as workers, all to run the market and be salespeople. Later, we also set up factories within the factory, such as electric meter factories and electric fan factories. Although we did okay at the time, because I was not the leader, I couldn't decide whether to develop, and he was unwilling to develop, so it didn't grow later. Atom Think Tank: Did you have any early troubles or memorable experiences? Zong Qinghou: Actually, at that time, the factory was registered as a unit under the ownership of the whole people. At that time, there was no concept of private enterprises, and private enterprises were not allowed. It started from the factory director applying for capital increase, so it was still under the ownership of the whole people or collective ownership. Because I worked as a salesperson for several years and traveled around doing business, I was doing electric meters and electric fans, which was very hard and difficult because we had no reputation and were small. For example, when they held trade fairs, I could only set up a stall at the door; I couldn't even get in. So when I was selling electric meters, they said someone in Guangzhou wanted them, but when I got there, it wasn't true. But I thought that since I went out, I had to bring back business. So I heard that Hainan needed electric meters, and I went all the way to Hainan, traveling all over Hainan, and finally signed the sales contract for electric meters with the hardware and home appliance company. Atom Think Tank: How long did that take? Zong Qinghou: At that time, I borrowed money for the trip, I don't know how much. I thought that if I didn't make the deal, I wouldn't contact my family, and phone calls cost money. They thought I had run away to Hong Kong. But I was determined to succeed. It took about 20 days because transportation wasn't developed then.
Bought Wahaha Nutrition Liquid Formula for 50,000 Yuan Earned the First Pot of Gold Atom Think Tank: When did you start to feel that society was changing, that opportunities were coming, and that business might be a path for you? Zong Qinghou: It was in 1987 when the contract responsibility system was implemented. I had previously been a salesperson at the school-run enterprise management department. Because the manager at that time was a teacher by background and didn't understand business, he made it lose money. But when I was doing business, I didn't use his funds and even made money for him. At that time, silk quilts were selling well in Zhejiang, but Zhejiang's silk supply couldn't keep up because information was still relatively closed, unlike now. At that time, Sichuan's silk couldn't be sold, so I brought Sichuan silk back to Zhejiang and sold it to them. Atom Think Tank: At that time, it wasn't part of the planned economy indicators; you could just go directly? Zong Qinghou: No, at that time, I thought I could sell it. Over there, it was 40,000 yuan per ton, and here I could sell it for 50,000 yuan per ton, just making the difference. So I made money for him. At that time, the deputy director in charge of the light industry bureau actually valued me, feeling that I was capable and good at business, so he established the school-run enterprise sales department. Actually, it was just an appointment letter, nothing else. For me, it felt like an opportunity because it gave me a platform to use my potential to run the enterprise. In the first year, I promised him a profit of 100,000 yuan. Atom Think Tank: At that time, when you contracted, I read in other media reports that you raised 100,000 or 140,000 yuan? Zong Qinghou: At that time, I borrowed 140,000 yuan, actually from the sales department. First, I didn't spend money to do business. I found a sales outlet, and I didn't spend money to start the business. In the first year, I earned 100,000 yuan for him, while the annual profit of a school-run enterprise at that time was about 4,000 to 5,000 yuan. I was very successful in the first year. In the second year, we did OEM filling for China Pollen Oral Liquid, and in the second year, we earned over 1 million yuan. We also did promotion for them, and many products were for children. The China Pollen Oral Liquid contained hormones that could cause early puberty in children. At that time, I told the general manager, 'Should we develop new products?' He said no problem, but I felt there would be problems. If his sales decreased, I would have no processing tasks. At that time, I had over 100 temporary workers and about 10 technical workers, and I would go bankrupt. Later, I developed new products myself and invited Professor Zhu Zimin, the head of the Nutrition Department at Zhejiang Medical University. Because I had a lot of contact with primary schools, at that time, the problem of having enough to eat had been solved, but I saw many children still malnourished. Later, I learned why: it was the one-child policy. Grandparents, uncles, and aunts all spoiled the child, and the more they spoiled, the more picky the child became, unwilling to eat, causing malnutrition. At that time, I wanted to create a product that could stimulate appetite. Also, at that time, Comrade Yu Zhengguo, the wife of Chen Mei, was the president of the National Nutrition Association. When she learned about it, she was very supportive and invited famous nutrition experts from across the country to help us with formula research and process research, providing many suggestions. So despite the poor conditions at the time, my product was indeed effective; children who ate it had better appetites. Atom Think Tank: Did you buy the formula at that time? Zong Qinghou: At that time, it was 50,000 yuan. But later, they regretted it; the medical university regretted it. Atom Think Tank: Were there any disputes later? Zong Qinghou: No disputes, because the contract was signed for 50,000 yuan. Atom Think Tank: You mentioned earlier that selling pollen oral liquid initially earned over 1 million yuan. Was it because sales were good, or because ordinary people's purchasing power was gradually increasing? Zong Qinghou: At that time, I did canning and processing for them, not just selling products, so it was over 1 million. But after I developed this nutrition liquid, in the first year of opening the market, it sold over 7 million, and in the second year, over 20 million. Later, when we named it, we chose 'Wahaha.' Why? At that time, there were thousands of health product manufacturers. When we just started, we had no reputation or strength. I noticed that there was no health product specifically for children, so I chose the name 'Wahaha.' It was suggested by the director of a children's palace. We publicly solicited names, and he said 'Wahaha' was better because there's a children's song 'Wahaha' that children like to hear. Since our product was for children, it would be easier for them to accept. But some opposed it, saying that focusing only on the children's market would reduce the consumer base. But I thought China had 300 million children at that time, and I believed that opening up this 300 million market would be huge. If we targeted all ages, there would be more competition, and we might not win. Moreover, we started advertising from the beginning. Atom Think Tank: What advertising channels did you use? Zong Qinghou: First, when I opened the market in Hangzhou, I advertised in Hangzhou. At that time, advertising was really, really effective. Atom Think Tank: Was it on TV or in newspapers? Zong Qinghou: At that time, each provincial capital had one provincial newspaper, one city newspaper, one city TV station, and one local TV station. I ran two 30-second ads on the provincial TV station every night and four half-page ads in the provincial and city newspapers. Within a week, the market was opened. After 1987, families generally had more TVs. Also, because the provincial and city TV stations and newspapers were party-run, they had good credibility, and no one else was advertising. When I advertised, the effect was indeed very good.
Acquisition of Hangzhou Canned Food Factory Faced Criticism Attracted Deng Xiaoping's Attention Atom Think Tank: Wahaha nutrition liquid sold quickly, expanding city by city. It grew very fast. Did you encounter any difficulties, such as production capacity not keeping up? Zong Qinghou: At that time, production capacity indeed couldn't keep up. Later, city leaders asked us to merge with Hangzhou Canned Food Factory. They said we didn't need to spend money, and we only needed to accept 500 employees. Because our factory was small, with over 200 workers and over 500 retired workers, we wanted to expand capacity and applied for land to build new factories. But it wasn't easy to get land approved because we weren't part of the planned economy. They thought we were upstarts and might go bankrupt in a couple of years, so they didn't approve. When they asked us to merge with that factory, we thought it was a good opportunity because it had 60,000 square meters of factory space. Later, the city sent a work group to the district. Of course, the employees disagreed; they felt it was shameful for such a small factory to merge with a large state-owned factory. Later, they asked me to talk to them. I told them three things. First, who is bigger? Although you have more people, you can't even pay wages now. I have fewer people, but my products are in short supply, and I have 70 million in taxes. Second, I knew they were lifelong cadres and didn't want us to merge. Why? Because they were afraid of losing their positions. But actually, I didn't have many people; I had only about ten regular workers, and I couldn't bring people to be cadres there. So I said, 'Your cadres will not be moved. If you do well, you can continue, and even be promoted. If you do poorly, I will eliminate you.' Third, I said, 'My current bonus is 70-80 yuan per month, because at that time, wages were about 30 yuan, and bonuses were twice the wage. For the first three months, I will subsidize you and pay bonuses according to this standard. After three months, you will earn bonuses by your own efforts.' Then they applauded and passed. Because the employees were very practical; they couldn't even get wages before, and now they could get bonuses of 70-80 yuan. Later, during production, because they had been idle for a long time, they were a bit lazy. I transferred workers from our temporary production line to compete with them. They felt they couldn't even outperform temporary workers, which was embarrassing, so they worked hard. Moreover, the more you did, the more you earned. This was actually a key step in forming economies of scale. The pressure was also great because this happened in 1991, and there was still debate. At that time, they said we were undermining the state-owned economy, equivalent to capitalist restoration. So later, I took in all their people, including retired workers, and spent over 80 million yuan to buy it, to avoid accusations of undermining the state-owned economy. Of course, at first, it seemed like a big burden because retired workers' wages were not socially pooled and had to be borne by the enterprise. So people saw it as carrying a big burden, but we took the right key step to form scale. Moreover, the main force for later development was the workers from the canned food factory. Because we originally had only about ten regular workers and 100 temporary workers, and these employees were very loyal. Why? After the merger, their lives improved; they had cars, houses, savings, and sent their children abroad to study. So they felt the benefits of enterprise development and were very loyal to the company. Atom Think Tank: Did you hesitate when making this decision? It was quite a big challenge. Zong Qinghou: When I first made the decision, I had no burden. Why? They said we didn't need to spend money, just accept 500 people. I thought 500 people would be easy to absorb. But once the merger happened, there was public pressure, and his leaders talked to me. I felt he was under pressure, so I said, 'Don't worry, I will definitely make it work.' So later, I spent over 80 million to take in all the people, including retired workers. At that time, I already had savings of over 700,000 yuan, and annual profits of over 20 million. After the merger, profits would double because production expanded. At that time, wages were only about 30 yuan, so I could support them for many years. I wasn't worried, and I had confidence in my products. Of course, after the merger, although products were in short supply, it was impossible to arrange jobs for over 2,000 people. At that time, we developed fruit milk, and later found that this beverage had greater sales than health products, so we gradually developed beverages. We also resumed canned food production and restored the American market. At that time, we felt that doing business in the American market was hard and not profitable, so we stopped. Later, we developed eight-treasure porridge and canned products, resumed canned food production, and grew bigger and bigger. Atom Think Tank: Many private enterprises, for their own development and expansion, integrated state-owned enterprises, which sparked debates. I believe you experienced this personally. When did the general direction gradually settle, and the debate subside? Zong Qinghou: It should be after Deng Xiaoping's southern tour speech in 1992, when urban reform truly began. Because he had made a strong statement: 'Whoever doesn't reform should step down.' Only then did things really move. I remember that 'Fool's Melon Seeds' was released several times. He was promoting the private economy. At that time, Comrade Deng Xiaoping just let it go and watched. Including when we merged with Hangzhou Canned Food Factory, I suspected it was guided by Comrade Deng Xiaoping. Because he was in Shanghai at the time, and Shanghai's Liberation Daily published many editorials supporting us. I thought that Hangzhou's merger with the canned food factory had nothing to do with Shanghai, but Zhou Ruijin and others wrote many editorials. Shortly after the merger, someone came to me to understand what was going on. At that time, I suspected that Comrade Deng Xiaoping knew and supported it, because the provincial party secretary immediately expressed support. Without that support, the public pressure would have been enormous. The leaders who asked me to merge were a bit nervous and talked to me. Only recently did I learn that when they interviewed me, they said that the merger with the state-owned Hangzhou Canned Food Factory had received Comrade Deng Xiaoping's attention, and he knew about it. Atom Think Tank: So you were relatively lucky, with help and support from behind, to succeed? Zong Qinghou: Yes.
Private Enterprises' Efficiency Exceeds State-Owned Enterprises Due to Clear Property Rights Atom Think Tank: Mr. Zong, you mentioned that after the state-owned enterprise was acquired by you, its development took on a completely different look. This was a common situation at the time. State-owned enterprises encountered many problems in development, but after being merged by private enterprises, their vitality was immediately unleashed. What do you think is the reason behind this? Zong Qinghou: First, in the past, state-owned enterprises had a factory director and a party secretary in one class, and the higher-level bureau chief and party secretary in another class, which caused significant internal friction. Factions also formed among employees, making decision-making difficult, and the authority was limited. For example, there were limits on wages and bonuses for employees, requiring approval, and you couldn't exceed the limit. So even if the factory director increased capital, the rewards were not much, and employees' enthusiasm couldn't be mobilized. The mechanism was insufficient. As a private entrepreneur, he considers the factory his own, so his sense of responsibility and mechanism are definitely higher than those of state-owned enterprises. Of course, some state-owned enterprise leaders had high ideological standards and did well, but indeed, their mechanisms cannot compare with private mechanisms. The nominal wealth of private enterprises is personal, but in the end, except for what he consumes himself, all of it belongs to the country and society. I feel that now we don't need to say 'state-owned entrepreneurs' or 'private entrepreneurs.' All enterprises in China belong to the country and society. It's just that state-owned enterprises are managed by someone entrusted. But private enterprises are also managed by themselves; they are all Chinese people. And you say it's ownership by the whole people, and this property belongs to every Chinese person, but I don't know any ordinary person who has a share in this wealth. Private entrepreneurs feel that the property is theirs, but except for what they can consume, it's actually social. They invest, build factories, and generate national taxes. Even if they don't invest and keep it in the bank, bank loans need investment, which also contributes to national economic development.
Suppressing Diversification Impulses and Focusing on Main Business Is the Key to Enterprise Success Atom Think Tank: In the late 1980s and early 1990s, many enterprises, after reaching a certain scale, had an uncontrollable impulse to diversify. Were you tempted at that time? Zong Qinghou: I should say I had a good mindset and insisted on making a quality product. Including at that time, I also did real estate; I could have done it big because I set up factories outside, and land development was cheap. But later, we didn't do it. One reason was that I felt I wasn't suitable for that industry because it required many approvals, and you had to beg and please people. Even if the main leader gave the go-ahead, it might be more convenient, but overall, I'm not good at flattering people, so I insisted on my main business. At that time, enterprises had to diversify, saying 'if one side is dark, the other side is bright' to maintain long-term development. Actually, I think this statement is wrong. Those enterprises that diversified went bankrupt. Later, they said diversification is certain death, opposing it. I think both views are not entirely accurate. I believe diversification depends on: first, whether your enterprise needs it. If you don't need it, why diversify? Second, whether you have the capability to do that industry. Third, whether there are opportunities. If the industry is monopolized by others, you can't enter, and you'll definitely fail. If you meet these three conditions, you can do it. If you don't, you'll fail. Atom Think Tank: In that era, there were also strong competitors that gradually declined, such as Jianlibao, Apollo, and Taizinai in your industry. But Wahaha seems to have been relatively stable at every step. How do you summarize the reasons behind your success and your competitors' mistakes? Zong Qinghou: We run our business with 'small steps, fast running,' not doing things we can't do, so we develop steadily. Those enterprises over-expanded and entered many industries, so in the end, their capital chains broke. We have no bank loans or debt now, and we often have over 10 billion yuan in deposits in our bank accounts, after annual dividends. So we are relatively stable. It's about having a good mindset. Some money is not for you to earn; if you try to earn it, you can't, and it will drag down your main business.
Centralized Power in Early Entrepreneurship Facilitates Rapid Development Atom Think Tank: Let's discuss your management style. You've said before that early private entrepreneurs were autocratic, otherwise they couldn't succeed. Do you still think so? Zong Qinghou: As I said, state-owned enterprises have a factory director and a party secretary in one class, making decision-making difficult. Private enterprises should be one person in charge. Second, look at the enterprises in reform and opening-up; those with autocratic leaders tend to do better. Because Chinese people are too smart, each has their own ideas. So you must have high concentration to manage the enterprise well. Of course, as enterprises grow larger, they also delegate authority in levels. In the future, my management will mainly be by professional managers, but China's professional managers have not yet been cultivated; there is still a gap in professional ethics and business level. But in the end, I think enterprises will be managed by professional managers, but the final decision is definitely the boss's. He won't give up all power. I do many things personally, but now that the enterprise is large, how can I do everything personally? So we have already delegated authority in levels. Recently, I've been doing process reengineering, job responsibility systems, and further delegation, hoping that employees know what to do and to what extent, forming rules. I think this way, the enterprise can develop healthily in the long term, with or without me. Of course, there's a transition period, so I want to finish it and then step back, watching them work. Atom Think Tank: I feel your personality is like you can't stay idle, like Li Ka-shing, who only rested when he was almost 80 or 90. Zong Qinghou: I think I might be similar. If you're used to working, doing nothing feels boring. But as you age, you need to relax a bit, not work as hard as before.
Over the Past 40 Years, the Status of Businessmen Has Gradually Improved; Social Progress Cannot Be Separated from Entrepreneurs Atom Think Tank: How do you view the relationship between your enterprise and the government over the years? There must be various relationships. Zong Qinghou: I was born in the market economy and grew up in it. We are not an enterprise within the system, so we have no 'parents' above us. We didn't enjoy the benefits of the planned economy, so we had to rely appropriately on the market. Over time, we developed the habit of not asking the government for anything, except for approvals. We solve everything ourselves. So I didn't flatter the government or engage in such messy things. Atom Think Tank: Over these 40 years, how has the status of private enterprises in the market changed? Zong Qinghou: To be precise, private enterprises were initially not allowed, and later when allowed, they were looked down upon. Gradually, they went from being recognized to encouraged to supported. In feudal society, it was indeed official-oriented; we businessmen were considered low-class, even lower than farmers. But now, the status of businessmen is gradually improving because the economy mainly relies on entrepreneurs to develop, and social progress also relies on entrepreneurs. The concrete practice of scientists' achievements relies on entrepreneurs to transform into production. So now the country increasingly values the cultivation of entrepreneurs, and ordinary people gradually realize the role entrepreneurs play in social development. Especially, the central government has issued several documents to respect the spirit of entrepreneurs. I think the status of entrepreneurs is slowly rising. Atom Think Tank: Do you have any cases you can share? Zong Qinghou: Because at first, we still hung the sign of a school-run enterprise, under the ownership of the whole people. At that time, you couldn't run a private enterprise. I was somewhat disobedient because the education bureau above didn't understand business, and bonuses had to be approved by them. Later, I resisted, saying, 'If you want to approve bonuses, then you come and manage. You don't know how well or poorly people perform.' I didn't listen to them on bonuses; when benefits were good, I gave more. And at that time, I equipped everything domestically and internationally, provided good benefits to employees, and they were highly motivated. So at that time, there was controversy about me; they thought I was capable but disobedient, and I didn't knock on government doors. But later, they gradually understood. Atom Think Tank: Besides external competition, you yourself are very diligent and motivated. What is your inner drive? Zong Qinghou: I think private enterprises are the same; at the beginning, they strive for survival. Because at that time, income was low and life was poor. I wanted to run a decent school-run factory because I had been a salesperson in a school-run factory. Atom Think Tank: When you first started the factory, what was your best hope for the future? Is it the same now? Zong Qinghou: It's impossible. I think some young people who start businesses are too ambitious. Atom Think Tank: What did you envision at that time? Zong Qinghou: At that time, I just wanted to run a decent school-run factory. Because at that time, school-run factories were discriminated against, so my entrepreneurial spirit was: 'Strive with determination, work hard, be brave to explore, and constantly improve oneself.' That is, even if others look down on me, I must respect myself, until finally, others respect me. At the same time, it was the contract responsibility system, which could also increase my income. Atom Think Tank: Did you have a clear goal? Zong Qinghou: My first goal was to have a profit of 100,000 yuan in the first year. That was my first goal. After that, I had no goals. Now, it's not about profit. Private entrepreneurs also go from striving for survival to gradually fulfilling social responsibilities, because they can't use all the money they earn. Especially someone like me, who was poor since childhood, I never had luxurious habits, and I've kept that. So I think we should fulfill social responsibilities. As Comrade Deng Xiaoping said, 'Let some get rich first and help others get rich, achieving common prosperity.' Including General Secretary Xi's 'targeted poverty alleviation for a moderately prosperous society,' so over the years, we have done a lot of paired poverty alleviation work, and also let employees share in development, gradually increasing their income. So some of our employees have cars, houses, and savings, and have sent their children abroad to study. I think we really need to help people around us achieve common prosperity, and then your wealth will be respected, and society will be harmonious. So I think now we need to achieve a moderately prosperous society for all.
Help Those Around You Achieve Common Prosperity The Wealth You Gain Will Be Respected Atom Think Tank: Over 40 years of reform and opening-up, it has proven that China's economic development is very successful, bringing tremendous changes to the country. As a witness, what do you think is the most successful aspect of reform and opening-up that has led to China's current development? Looking at the next 40 years, what do you think is most important to maintain this situation? Zong Qinghou: I think the key to reform and opening-up is breaking the 'big pot' of collectivism, allowing individuals to create wealth, changing market relations, and unleashing productivity. Reform and opening-up have developed the national economy and improved people's living standards. For example, our cities are more beautiful than those in developed countries, cars are everywhere in traffic jams, and people live in beautiful houses. I think the next step of reform and opening-up, as General Secretary said, is to achieve a moderately prosperous society for all, targeted poverty alleviation, and common prosperity. Second, from getting rich to becoming strong, I think there is still a large portion that hasn't gotten rich. I think the key next step is to increase people's income, reduce taxes and fees, and allow enterprises to have sufficient funds to raise employee wages. Second, in agriculture, we should increase the prices of agricultural products to increase farmers' income, rather than relying solely on subsidies. Because subsidies, in the end, may not reach farmers as much as the state provides. They also feel that subsidies are not very reliable. If agricultural product prices are raised, they will be willing to engage in agriculture. And I think agriculture ultimately needs to achieve intensive production. At the same time, I think we need to solve the problems of expensive medical care, expensive education, and high housing prices, so that people can live a comfortable life and truly solve the problem of excessive wealth disparity. Actually, wealth disparity must exist; without it, society wouldn't develop. Like in the era of the 'big pot,' everyone lived a hard life. But you need to raise the overall level of the people, so that the rich just have better cars and bigger houses, but I have everything else too, and there won't be contradictions from wealth disparity. At the same time, those who get rich first should help those who get rich later, achieving common prosperity, and then you will be respected. -END-