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Beginning in May with Wu Changjiang's resignation as the beginning, around the contradiction between Wu Changjiang and the investor's representative Yan Yan, NVC was ended in September with the return of Wu Changjiang. For the end Wu Changjiang was not driven away like some of the former founders, Wu Changjiang said, "The reason is very simple - our interests are consistent, continue to make trouble, no winner."
Wu Changjiang said that it is possible to reconcile, and that everyone is learning to compromise. "The contradiction and disagreement in the cooperation are inevitable; between the father and the son, the brothers finally have the right to go to court. The key is to learn to be tolerant and learn to compromise." Wu Changjiang said: "I feel the deepest is that I hope everyone will meet later. When you are in this area, you should communicate more, communicate more, be active, and be tolerant."
In addition, Wu Changjiang believes that reconciliation is more important because of social responsibility, "can not be due to personal grievances and differences, regardless of the interests of small and medium shareholders, regardless of the interests of employees, regardless of the interests of society."
Although ugly, I don’t regret it.
For the battle between the investor and the founder, Wu Changjiang said that it was "family ugly" and "disgraceful thing", but he said, "no regrets to introduce investors, no regrets to go public."
He said that the initial introduction of investment, including the subsequent listing, is a prerequisite for the integration of resources and the rapid expansion of large enterprises. "I have a big dream - to be the first in the industry. In order to realize this dream, it is necessary to integrate resources as soon as possible, and it is difficult to accumulate on its own. It is because of the introduction of investment, including the listing, NVC is only 13 Years, from a very small company, do the industry at least on the scale."
Disagreement on business philosophy
In addition, Wu Changjiang reflected on the reasons for guilt, and admitted that the two sides did have differences in their business ideas and methods, and there were some differences on some issues.
Wu Changjiang cites, for example: “Changes, as entrepreneurs see opportunities are opportunities; as investors, especially some financial investors see risks.â€
"I have a point of view. There is no shortage of pies in the sky. There are risks in doing things. It is difficult for companies that do not dare to take risks to grow bigger." However, "After some of our investors come in, they may be more hoping that the company can develop steadily without having to do too much risky behavior."
In addition, differences also appear in the management system. Investors are educated in the West, and Wu Changjiang said that he particularly values ​​Chinese traditional culture. For example, in 2010, NVC's performance maintained a 50% growth. According to the habits of previous years and Wu Changjiang's promise, Wu Changjiang lost the management's award before the Spring Festival. "I hope everyone will be happy during the Spring Festival." It was such a trivial matter that I was severely criticized at the board meeting. Later, they explained that I wanted to understand that this is a listed company, and the listed company regulations must be audited before implementation."
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Learn to compromise and take responsibility