Six years after it was published, I decided to write The Great Defeat II.In this digital era called "10-fold change" by the legendary savior of Intel, Andrew Grove, 6 years is enough for a business empire to rise, and I just wrote the history of the rise and fall of 9 companies—— I can't even write 10 like I did 6 years ago. The failures recorded in this book all occurred between 2000 and 2007. If you read them together with the failure cases in the book, you will see many ups and downs in the Chinese business world in the past 10 years.In any business society, success is always accidental and lucky, while failure is omnipresent.Business, at its core, is a game of survivors; for entrepreneurs, failure is part of career.This is a regrettable, but not shameful thing. Failure is often accompanied by great innovation and risk.In a sense, it is the unreconciled ambition burning in the heart of entrepreneurs that subverts the old order time and time again, setting off and launching huge waves and revolutions in business.

Over the years, I have been looking for the failure genes of Chinese companies.Now, I call it "Chinese failure". The premise of "Chinese-style failure" is that there is a unique Chinese-style business environment.In the past 30 years, China has been in an era of drastic transformation. The legal system is being built and improved. Adventurers often need to cross certain existing regulations to succeed. This has caused many companies to operate in the gray middle zone from time to time. Entrepreneurs inevitably encounter many challenges outside of business.As the financial columnist Qin Liwen described: "This is a wild forest that is being tamed, and the light is penetrating in, but many places are still shaded by tall trees. The market economy has not yet completely escaped from the womb of the planned economy to a large extent. Policy changes can still destroy the fragile hard work and energy of private entrepreneurs that have accumulated over the years.”

At the same time, this is still an environment with "capital status".Unlike almost all developed commercial countries, we have a powerful state-owned capital group, which constitutes the most important pillar of capital in this country. The transformation, growth and protection of this part of capital is the most important part of China's state-owned enterprise reform. One of the policies and missions.Accompanying it is that international capital has always received preferential treatment in various aspects such as taxation in China, while the private capital that sprouted in the private sector is in a disadvantageous position in the process of growth.The game of the three major capitals on the Chinese economic stage constitutes the basic cause of all economic phenomena.Obviously, for private entrepreneurs who are in a weak position in the competition, they must learn to be vigilant and guard against various risks beyond pure business thinking.This kind of environmental analysis ability and the required coping wisdom are not something that can be imparted by professors of Western management or famous business schools in Europe and America.