以“新利益”理念引领企业迈向世界级

面向“十五五”的阶梯式行动纲要

中国亮点研究院院长、外脑智库主席 罗卫国

2025年10月1日

摘要

面向“十五五”这一中国式现代化建设的关键时期，企业的发展环境正经历着由人工智能、地缘政治、可持续发展议程等力量共同塑造的深刻变革。本文立足于罗卫国“新利益”学派的核心思想——即“创新、赢利、公益”三位一体、相互促进的发展哲学，旨在构建一个系统性的企业升级框架。该框架认为，企业高质量发展的终极目标是成为获得全球利益相关者广泛认同的世界级企业，而实现这一目标的路径在于将企业战略与国家战略、全球趋势深度融合。文章结合对未来5-10年全球经济、科技与人文趋势的研判，提出了涵盖乡村振兴、科技创新、绿色发展、企业出海及家族发展五大核心领域的“阶梯式参与模型”。该模型强调从初步参与到深度融合的渐进式行动，并通过“中国亮点外脑智库”案例库中的实证研究，展示创新、赢利、公益三者如何在国际准则框架下实现统一，最终为企业领袖带来超越物质利益的道德满足感与精神丰盈。

关键词

十五五规划；新利益；世界级企业；AI时代；利益相关者；阶梯式模型；企业战略

课题研究时间线

1992年，罗卫国在湖北省荆州市松滋县委驻野鹅堰村工作组期间萌芽《新利益》思想

1996年，罗卫国停薪留职前往北京大学游学

1998年，牵头成立中国亮点课题组

2001年，在清华大学讲授《新利益》1.0版

2009年，北京大学音像出版社出版《新利益》

2014年，在博鳌亚洲论坛举办《新利益》研讨会

2016年，在以色列特拉维夫大学商学院交流《新利益》

2018年，在商会会长灵山论坛上做《新利益》主题演讲

2021年，在甘肃敦煌举办美人圈《新利益》500人公开课

2023年，在总顾问的华夏神女豪华游轮上设立“新利益学堂”

2024年，在陕西留坝“亮点学习谷”讲授《新利益》公开课

2025年，在重庆江北“博导科技城”举办《新利益》研讨会

课题组核心成员

乡村振兴：陕西亮点学友李江波（陕西留坝、简称亮点学习谷）

科技创新：重庆亮点学友秦秋红（重庆江北、简称博导科技城）

绿色发展：安徽亮点学友韩冬（安徽霍山、正在建设食药同源总部基地）

企业出海：山东亮点学友陈东辉（中东沙特、规划建设一带一路企业特区）

家族发展：广东亮点学友童华东（越南海防、已写就企业幸福工作法）

"大家"参与

蒙代尔：美国、诺贝尔经济学家（与罗卫国合办诺奖北京论坛）

季羡林：国际著名东方学大师（为罗卫国编写的图书题写书名）

茅于轼：人文经济学家（为罗卫国《新利益》管理学写序题词）

贾康：教授、中央政治局集体学习讲解人（留坝论坛主旨演讲）

王跃生：教授、北京大学国际贸易系主任（灵山论坛主题发言）

孙晓华：全国工商联原副主席（担任商会会长论坛的名誉主席）

“大家”参与

蒙代尔：美国诺贝尔经济学家（诺奖获得者北京论坛主讲）

季羡林：著名东方学大师（为罗卫国题写《责任编辑》书名）

茅于轼：人文经济学家（为罗卫国专著《认知突围》题词）

贾康：教授、中央政治局集体学习讲解人（论坛主题发言）

王跃生：教授、北京大学国际贸易系主任（论坛主题发言）

孙晓华：全国工商联原副主席（任商会会长论坛名誉主席）

一、引言：在AI时代重塑企业的价值坐标与历史使命

我们正站在一个历史性的拐点之上。“十五五”时期，不仅是国家迈向全面建设社会主义现代化国家的关键五年，更是全球经济与技术范式发生深度重构的五年。人工智能正从一项前沿技术演进为驱动社会经济发展的基础性力量，重新定义着生产效率、商业模式乃至产业边界。在这一背景下，企业作为市场经济的主体，其存在的意义与成功的标准亟待重新审视。

传统的、以单一财务指标和规模扩张为导向的成功学已然过时。一个卓越的企业，其伟大之处不再仅仅在于庞大的市值与可观的利润，更在于其能否成长为一家受人尊敬的世界级企业。这样的企业，其根基深植于所有利益相关者——包括客户、员工、供应商、社区、环境乃至子孙后代——的广泛认同与深度信任之中。将商业赢利与社会公益相对立、将企业战略与国家战略相割裂的旧有观念，已成为制约企业基业长青的隐性障碍。

因此，中国亮点研究院提出的“新利益”理念，恰逢其时。它主张企业的持续“创新”是引擎，持续“赢利”是基础，持续“公益”是责任，三者构成一个不可分割、相互强化的有机整体。这一理念要求企业家跳出零和博弈的思维窠臼，在更高维度上寻求价值创造的共振点。本文旨在构建的，正是一套基于“新利益”哲学、指引中青年企业家在“十五五”乃至更长时期内，步步为营、阶梯式迈向世界级企业的行动路线图。

二、理论基石：“新利益”学派的思想内涵与时代回应

“新利益”理念并非无源之水，其思想渊源植根于中外管理哲学与实践的深厚土壤。它是对彼得•德鲁克关于企业是社会器官、其目的在于创造顾客这一思想的深化，也与迈克尔•波特等人提出的“创造共享价值”理念相呼应。然而，“新利益”理念更具中国特色，它深刻回应了中国文化传统中“义利并举”的商业伦理，以及新时代国家发展战略对市场主体的殷切期望。

“新利益”理念的核心内涵体现在三个维度：创新作为驱动轮，要求企业在AI时代实现从技术研发到管理制度的全方位变革；赢利作为稳定器，强调通过创造真实价值获得可持续的利润；公益作为导向仪，则内化为企业的战略核心，将社会责任转化为长期竞争力。这三个维度相互促进，形成一个动态平衡的生态系统。

从中国亮点外脑智库（www.wainao.com）案例库的实证研究来看，这一理念与“十五五”规划及全球趋势高度契合。企业投身于科技创新、绿色低碳、乡村振兴等领域，绝非单纯的利他行为，而是抓住了未来经济增长的核心引擎。全球范围内对ESG投资的蓬勃兴起、消费者对可持续产品的青睐，都使得遵循“新利益”理念的企业更易获得国际资本和市场的认可。

三、行动路径：迈向世界级企业的五大阶梯式模型

基于“新利益”理念，我们为企业构建了五个关键领域的阶梯式参与模型。这些模型在中国亮点案例库中得到了充分验证，展示了创新、赢利、公益如何在不同发展阶段实现协同增效。

1、乡村振兴：从公益扶助到价值共创的生态构建

在1.0阶段的初步参与中，企业通过农产品采购、奖助学金设立等举措建立信任基础。中国亮点案例库显示，这种低成本投入不仅实现了初步的公益目标，还通过员工福利反哺了企业团队的稳定性。例如，某企业与特色村庄建立的直采模式，在履行社会责任的同时，显著提升了员工的归属感与企业美誉度。这种模式在重庆“朝天门”涂料品牌的乡村振兴实践中得到验证，企业通过注册地域文化商标，既传承了地方文化，又为产品注入了独特的地域文化价值。

进入2.0阶段的中度参与，企业开始对乡村产业进行市场化赋能。案例库中的典型做法包括派遣专业团队帮助乡村进行产品标准化、品牌建设和电商运营。这种从“输血”到“造血”的转变，不仅提升了农产品附加值，还为企业探索了新业务增长点。某企业通过开放自身渠道设立“乡村振兴专区”，在丰富品牌内涵的同时，实现了赢利能力的拓展。“华夏家安、滴水不漏”的服务商标注册案例表明，通过品牌化运营，小微企业也能在专业细分领域建立竞争优势，实现商业价值与社会价值的双赢。

达到3.0阶段的深度参与时，企业与乡村发展实现战略共创。中国亮点案例库中的“亮点学习谷”项目表明，通过将闲置乡村资产改造为复合型学习平台，企业能够将乡村资源转化为高价值的生态资产。这种深度融合不仅创造了新的商业模式，更为企业打造了面向未来的“创新实验室”。陕西汉中留坝的实践显示，通过“商务书院+自然教育”的模式，实现了文化传承与商业创新的完美结合。

2、科技创新：以AI为引擎，布局未来核心资产

在科技创新领域，1.0阶段要求企业夯实数字化基座。中国亮点案例库的研究显示，完成OA、ERP、CRM等系统的深度应用，不仅能显著降低运营成本，更能为后续的智能化升级奠定基础。焦煤集团在《AI时代的新利益》内训后，通过业务流程全在线化，在六个月内将决策效率提升了40%，充分体现了数字化基础建设对企业运营效率的倍增效应。

2.0阶段着重于产品智能化与协同研发。案例库中的企业通过为硬件产品增加传感器和数据分析功能，成功开创了“产品即服务”的新赢利模式。与高校共建的联合实验室则成为企业获取前沿技术的重要途径。海利尔集团人工智能总部基地的建设实践表明，通过聚焦前沿技术领域的战略性投入，传统企业能够成功实现转型升级，在AI时代构筑新的竞争优势。

3.0阶段的核心是构建开放式创新生态。中国亮点案例库显示，设立企业创投部门、投资科技初创公司已成为领先企业的标准做法。“博导科技城”的创新实践表明，通过构建“学术研究-技术转化-产业应用”的全链条创新生态，能够有效促进科技成果的商业化应用，为区域经济发展注入持续创新动力。这种生态化布局不仅带来财务回报，更确保了企业在技术浪潮中的领先地位。

3、绿色发展：遵循国际准则，锻造可持续竞争力

绿色发展的1.0阶段从内部优化入手。中国亮点案例库表明，LED照明改造、无纸化办公等举措具有投资回报周期短、效果显著的特点。某企业通过系统性节能改造，年能耗成本降低了25%，同时培养了全员的环保意识。“移动花园”的创新实践通过将绿植引入办公空间，不仅改善了工作环境，还提升了员工的幸福感与工作效率。

在2.0阶段，企业将绿色管理延伸至供应链体系。案例库中的领先企业通过制定供应商行为准则，带动了整个产业链的绿色升级。森林源达生态修复课题组的实践表明，通过“生态中国、修复世界”的使命驱动，企业将生态修复技术转化为核心竞争力，在实现商业价值的同时，为生态文明建设作出了实质性贡献。

3.0阶段要求企业引领循环经济与零碳革命。中国亮点案例库中的典范企业通过重构商业模式，实现了从线性模式向循环模式的转型。“太阳岛优护”在养老领域的创新实践，通过将“享老产业”与“养老事业”有机结合，既探索了银发经济的商业新模式，又为解决社会养老问题提供了创新方案，彰显了企业在应对人口老龄化挑战中的社会责任。

4、企业出海：在国际舞台上成就世界级品牌

企业出海的1.0阶段注重线上触达与市场试探。中国亮点案例库显示，通过跨境电商平台的小批量测试，企业能够以最小成本验证产品的国际接受度。以色列《新利益》企业出海科创游学课程的实践表明，通过系统性的国际市场研究和本地化洞察，企业能够有效降低出海风险，提高国际化成功的概率。

2.0阶段的关键在于本地化运营与深度融入。案例库研究表明，在核心市场设立本地化团队并下放决策权，是企业出海成功的关键因素。广海大集团海外产业园的实践经验显示，通过深入理解目标市场的文化背景和商业环境，企业能够更好地把握本地需求，实现产品和服务的精准定位。

3.0阶段的目标是实现全球化资源配置与品牌输出。“华夏神女”游轮的国际化品牌实践表明，通过将中国文化元素与全球审美趋势相结合，企业能够打造出具有全球吸引力的品牌形象。老挝金三角特区的文旅咨询案例进一步说明，在“一带一路”倡议背景下，中国企业通过文化赋能产业升级，能够在国际市场上树立独特的竞争优势。

5、家族发展：奠定永续经营的坚实根基

在家族发展的1.0阶段，建立沟通机制与健康保障是基础。中国亮点案例库显示，定期家庭会议和全面的健康保障计划，为企业家的持续创新提供了稳定的后方支持。“美人圈学苑”通过家庭共同参与文化活动，不仅增进了家族成员间的情感联系，还培育了共同的价值理念，为家族的长期发展奠定了文化基础。

2.0阶段强调系统性与专业化规划。案例库中的成功家族普遍借助外部专业力量，为子女教育、资产配置等制定长远规划。商会会长论坛的实践表明，通过建立企业家之间的经验分享和学习机制，能够帮助家族企业更好地应对传承过程中的各种挑战，实现平稳过渡。

3.0阶段的核心是构建家族治理与精神传承体系。中国亮点案例库中的百年家族普遍通过《家族宪法》和家族信托，实现物质与精神的双重传承。诺贝尔经济学奖获得者北京论坛的学术实践显示，通过建立高层次的思想交流平台，不仅促进了学术创新，也为家族企业的代际传承提供了重要的思想资源和支持。

四、赋能体系：理念落地的思想与工具支撑

为确保阶梯式行动模型的有效落地，企业需要构建相应的赋能体系。中国亮点案例库的实践表明，成功的“新利益”企业都建立了完善的管理支持系统。

“新利益”人文管理学为企业发展提供理论指导。这一思想强调将创新、赢利、公益作为战略决策的终极标准，推动企业追求“小型精品世界级企业”的定位。案例库中的领先企业通过这一理念，在特定领域做到了极致，赢得了全球认可。

“315逻辑”决策工具提升了企业的决策效率。该工具要求管理者在3分钟内用1页纸完成5个关键段落的分析，强制进行结构化思考。案例库中的企业通过这一工具，将会议效率提升了50%以上，并显著改善了决策质量。

“142”自驱动系统确保了理念的落地执行。这个涵盖142个管理思想节点的系统，帮助企业构建了自适应环境变化的运营管理体系。案例库显示，采用该系统的企业在战略执行力和组织敏捷性方面都有显著提升。学习载体的建设为持续创新提供平台。“新利益学堂”和“亮点学习谷”成为企业家思想碰撞、战略静修的重要场所。案例库中的企业通过这些平台，不仅提升了团队能力，还拓展了商业生态网络。

五、结论：在成就大国崛起中成就自我

本文构建的不仅是一套面向“十五五”的行动纲要，更是一套在AI时代指引企业实现价值跃迁的思维模型与行动哲学。“新利益”理念为我们提供了重新审视企业价值坐标的透镜，而五大阶梯式模型则铺设了从当下走向未来的坚实路径。中国亮点案例库的实证研究充分证明，这一理念具有强大的实践指导价值。

从五大领域的任何一个起点开始行动，企业家都将亲身体验到“利己”与“利他”边界的消融。当企业在乡村播下产业兴盛的种子，同时也在为未来扎下汲取营养的根系；当企业拥抱科技创新，也是在为基业长青购买最可靠的保险；当企业践行绿色发展，也是在为子孙后代预留福祉。

这条路径需要秉持长期主义精神，从一小步开始，稳健地向上攀登。这不仅是为了赢得市场份额，更是为了在创造伟大企业的同时，收获内心的丰盈与道德满足感——一种源于推动社会进步、增进人类福祉的深刻自豪。

让我们紧握“新利益”的理念之拳，在“十五五”乃至更长的历史时期内，勇于实践，持续精进。在积极参与大国崛起的宏伟征程中，最终成就更加圆满的自我，并共同铸就一批源于中国、属于世界、令人肃然起敬的世界级企业。这，正是我们这一代企业家的历史使命与时代荣光。

参考文献

[1] 罗卫国. 《新利益：企业创新、赢利、公益之路》[M]. 北京：北京大学出版社，2009.

[2] 罗卫国. 《认知突围：结构性的效率革命》[M]. 北京：台海出版社，2019.

[3] Porter, M. E., & Kramer, M. R. Creating Shared Value[J]. Harvard Business Review, 2011, 89(1/2): 62-77.

[4] Drucker, P. F. Innovation and Entrepreneurship: Practice and Principles[M]. New York: HarperBusiness, 2006.

[5] 中国共产党中央委员会. 《中华人民共和国国民经济和社会发展第十五个五年规划纲要》[Z]. 2026.

后记

本文系中国亮点研究院“十五五企业发展战略研究”课题的阶段性成果。文章旨在融通学术与实践，构建具有中国特色的管理理论框架。文中所述阶梯式模型需企业结合自身禀赋灵活应用，其精髓在于持续的动态调整与迭代升级。在“十五五”开局之年，愿此文能激发更多企业家的战略思考与行动勇气，共同探索中国世界级企业的成长之道。中国亮点案例库的实证研究为本文提供了坚实的实践基础，展示了“新利益”理念的广泛应用前景。

附件1——湖畔夜话：与罗卫国先生论“新利益”与管理学的中国智慧

——茅于轼  

傍晚时分，我常与罗卫国先生并肩漫步于未名湖畔。他总携着一本厚重的《新利益》手稿，而我则揣着对人文经济的思索。我们的话题，从田埂间的稻香到AI时代的算法，从家族企业的传承到“一带一路”的宏图。这种对话，恰似中国管理思想长河中一脉温润的支流——不疾不徐，却终将汇入全球文明的海洋。  

一、管理学的“人文转向”：从工具理性到价值共生  

现代管理学始于泰勒的效率主义，盛于德鲁克的目标哲学，却始终难以摆脱“资本至上”的枷锁。罗卫国的《新利益》之学，恰恰在此时点亮了一盏灯。他将“创新、赢利、公益”编织为三重螺旋，让企业管理从冰冷的数字游戏，升华为一种“利他即利己”的生存智慧。  

记得在陕西留坝的“亮点学习谷”，罗先生指着梯田对我说：“茅老，乡村振兴不是慈善，而是企业与乡土共生的生态圈。”他口中的“阶梯式参与模型”，实则是将管理学的疆域从董事会延伸至田野与社区——农民成为价值链的共创者，乡村文化通过商标注册转化为商业资产。这种思路，与我所倡的“人文经济学”不谋而合：经济发展的终极目标，终要回归人的尊严与幸福。  

二、全球商业思想版图上的中国坐标  

西方管理理论曾如潮水般涌入中国，而今我们是否能为世界贡献新的范式？《新利益》的答案藏在“十五五”的阶梯行动中：  

在AI狂飙处守持人文温度：当科技企业痴迷于算法迭代时，罗氏模型却将“公益”嵌入创新引擎——重庆“博导科技城”的产学研生态，既追逐技术前沿，亦不忘为银发群体设计“太阳岛优护”方案；  

于出海浪潮中传递东方善意：中东的沙特特区、老挝的金三角，中国企业的全球化不再仅是产能转移，更是以“华夏神女”游轮般的文化符号，实现软实力的共鸣；  

在家族代际间播种永续初心：广东童华东的“企业幸福工作法”，让家族企业传承从财富交接升维为精神契约的续写。  

这些实践，悄然回应了德鲁克之问：“企业如何成为社会的器官？”——《新利益》之学证明，中国企业家正用“义利并举”的古老智慧，书写世界级企业的现代定义。  

三、管理教育的星辰大海：从课堂到山河  

我与罗先生曾在北大讲堂同授一课，他善用“315逻辑”将庞杂战略凝于一页纸，而我则用经济学原理拆解人性需求。这种交融，恰是未来管理教育应有的模样——  

理论应生长于泥土：敦煌沙漠中的《新利益》公开课，企业家们脚踏黄沙研讨绿色发展；荆州野鹅堰村的初代思想萌芽，如今已长成五大行动领域的参天大树；  

工具须承载价值观：“142自驱动系统”中的每一个节点，都在追问管理者：你的创新是否普惠？你的赢利是否可持续？你的公益是否发自本心？  

正如罗卫国所言：“管理不是驾驭他人的缰绳，而是安顿自我的修行。”当中国的“亮点学习谷”与哈佛案例库对话，当“新利益”三字成为国际商学院的高频词，我们才真正实现了从GDP贡献者到商业思想输出者的蜕变。  

结语：一种可抵达的远方

临别时，罗先生赠我新版的《新利益》，扉页上写着：“人文如水，管理如舟，载利万物而不争。”我想，这正是中国管理学派最动人的模样——它不刻意强调“东方 vs 西方”，而是以温润之力，将创新之锐、赢利之实、公益之善，熔铸为人类商业文明的一块基石。  

愿全球管理者们推开这扇门，看见一片既生长稻谷也孕育思想的土地。在那里，茅草屋里的灯火与摩天楼的霓虹，终将照亮同一条通往“世界级企业”的路径。

附件2——《新利益》落地30条

第一阶段：思想启蒙与内部共识（3个月内）—— 办好三次《新利益》课

核心思想：改变，始于认知的统一与思想的洗礼。将自己点燃，才能照亮他人。

1. 内部点火：先把自己的企业做好。立即行动，用周六日两天，组织公司百名管理人员，系统聆听罗老师《新利益》课程。董事长必须全程参与，与团队同频共振。（场地：首选公司高级会议室，次选五星级酒店会议室）

2. 行业立标：成为行业的振兴者与链长。主动组织行业协会的100位企业家（可安排30家企业各派3人，本公司去10人），在五星级酒店完成2天的课程学习，确立您在行业内的思想领导力。

3. 生态布局：从产品、平台迈向生态圈。提前一轮储备资源，出资邀请您所在市区县的100位企业家、商会同仁，举办一场思想的盛宴。这既是一次请客，更是一次高维的“学术营销”。

4. 统一语言：课后，立即在公司内部统一“新利益”（创新、赢利、公益）和“世界级企业”的核心词汇，将其写入企业文化墙与员工手册。

5. 树立标杆：从听课团队中，评选出3-5名“新利益学习标兵”，让他们成为理念传播的内部火种。

6. 即刻行动：在第一次内部课程结束后的一周内，成立“新利益落地推进小组”，由董事长亲自挂帅。

第二阶段：工具导入与管理变革（6个月内）—— 完成三件实事

核心思想：理念的价值在于应用。用最锋利的工具，劈开最顽固的现实。

7. 咨询式内训：在董事长高度认可后，立即邀请罗老师进行为期3天（含往返共5天）的驻场“咨询式内训”。在不动摇公司战略与现有制度的前提下，深度导入“追数群、总办会、客户日”三大核心执行工具。

8. AI领导力强化：在首次内训一个月后，再次邀请罗老师进行2天的“罗卫国AI领导课”强化训练，重点攻克“131格式、315决策、AI领导力”，实现人机协同的效率革命。

9. 制定根本大法：若“315决策”工具成效显著，在内训后一个月内，启动《成为小型精品世界级企业的上市基本法》的编撰工作。此项目需罗老师三赴企业，每次一周，为企业奠定永续经营的制度根基。

10. 推行“315逻辑”：强制要求所有管理层，使用“315逻辑”（3分钟，1页纸，5段落）进行工作汇报与提案，彻底告别冗长低效的会议。

11. 启用“新利益决策卡”：在总裁办公会推行“新利益决策卡”，任何重大项目上会，必须从“创新、赢利、公益”三个维度阐述价值，否则不予讨论。

12. 设立“3.15%创新基金”：从年度利润中划拨3.15%，设立创新种子基金，用于激励内部创业与投资前沿科技初创公司，主动布局“第二曲线”。

第三阶段：生态构建与价值输出（半年后至1年内）—— 共建三大平台

核心思想：独行快，众行远。将企业融入更广阔的生态，方能成就“亮点”，基业长青。

13. 共建“新利益学堂”：若企业有空余场地，立即联合行业协会、商会或科技园，共建一个能容纳百人的“新利益学堂”。罗老师将每季度亲授一次课，将其打造为区域企业家的思想高地与资源枢纽。

14. 改造“亮点学习谷”：若有“不生不死”的乡村酒店资产，将其改造为“亮点学习谷”（参考陕西留坝模式）。构建三大利润模式：核心业务（酒店餐饮）、新业务（学习经济培训）、未来业务（总部在地直播港）。

15. 打造“博导科技城”：若获得地方主官支持，携手打造“博导科技城”（参考重庆D³模式）。业态包括“博导论坛”（学术名片）、“科技成果展厅与经纪人”（转化平台）、“科技成果加速器及上市公司”（产业引擎）。

16. 启动乡村“价值共创”：运用“三GONG六院”思维，与一个特色乡村共建“田园综合体”，将其作为企业的“生活实验室”与供应链基地。

17. 实施“品牌出海”：在已验证的海外市场，大胆启用本地团队并下放决策权，将“华夏神女”的国际化命名思维，融入品牌出海全过程。

18. 构建“家族治理”体系：启动《家族宪法》起草与家族信托设立，实现物质财富与“中国亮点”精神的代际传承。

第四阶段：渗透日常的10个行动基点

核心思想：伟大源于每一个细节的积累。将这些行动融入企业的每一天。

19. 每日追数：在核心管理层建立“每日追数群”，聚焦关键经营数据，保持业务敏感度。

20. 每周复盘：周会采用“创收表”体系，重点追踪由创新带来的营收，引导团队从“做事”转向“做值钱的事”。

21. 每月客户日：每月设定一天为“客户日”，全员直面客户，倾听声音，让服务理念融入血脉。

22. 绿色改造：年内完成所有厂区的LED照明改造，并公布节能数据，让绿色发展从成本节约变为品牌荣誉。

23. 供应链绿化：修订《供应商行为准则》，将ESG表现纳入核心考核，倒逼产业链共同升级。

24. 产品智能化：为核心产品增加数据接口，开发基于AI的预测性维护服务，变“卖产品”为“卖服务”。

25. 设立村务协商点：鼓励并支持员工在其家乡建立“村务协商委员会”，将企业公益扎根于具体的社会网络之中。

26. 高管乡村静修：将一次重要的战略会议，安排在“亮点学习谷”召开，在自然中思考企业的终极意义。

27. 建立家庭会议制：企业家自身要建立月度家庭会议制度，守护好事业的“压舱石”。

28. 发布ESG报告：启动首份经第三方核验的ESG报告编制工作，主动接受社会监督，锻造可持续竞争力。

29. 组织行业会长论坛：主动发起或主导一个“产业会长联谊会”，从规则的适应者，变为规则的制定者。

30. 终身学习：将“精英思想、平民生活”和“教授思想、丫鬟服务”作为个人与团队的行事准则，在利他中完成利己的终极闭环。

结语

农民把猪养好，工人把路修好，我们企业家的责任，就是把企业做好，为社会创造“新利益”。这条路，不是在已知的地图上寻找出路，而是在未知的荒原上留下足迹。如果您是一个持续创业者，想“干票大的”，那我们一定是一路人。

让我们一起，在虚无中创造意义，在商业中践行公益，在成就大国崛起中，成就一个更加圆满的自我，共同迈向那片属于“中国亮点企业”的星辰大海。

附件3——《新利益》30个亮点管理词汇

1. 新利益理念——指罗卫国学派的核心思想，即“创新、赢利、公益”三位一体、相互促进的发展哲学。在文中，它强调企业通过持续创新驱动增长、通过可持续赢利奠定基础、通过公益责任提升竞争力，最终实现价值共创。

2. 世界级企业——企业发展的终极目标，指获得全球利益相关者广泛认同的企业。在文中，这样的企业不仅追求财务成功，更注重在全球化背景下赢得信任和尊重，与国家战略和全球趋势深度融合。

3. 利益相关者——  包括客户、员工、供应商、社区、环境及子孙后代等所有与企业相关的群体。在文中，企业需要获得这些群体的广泛认同与深度信任，这是衡量企业成功的关键标准。

4. 阶梯式参与模型—— 一种渐进式行动框架，强调企业从初步参与到深度融合的渐进过程。在文中，该模型应用于乡村振兴、科技创新等五大领域，帮助企业逐步升级，实现创新、赢利、公益的协同。

5. AI时代——  指人工智能作为驱动社会经济发展的基础性力量，重新定义生产效率、商业模式和产业边界的时期。在文中，它要求企业重塑价值坐标，通过AI技术实现创新管理变革。

6. 可持续发展议程——全球性的环境、社会和经济协调发展议程，影响企业战略制定。在文中，它被视为塑造企业发展环境的关键力量，企业需将绿色发展融入核心战略。

7. 地缘政治——  国际政治因素对企业发展环境的塑造作用。在文中，它强调企业需在复杂全球局势中调整战略，尤其在企业出海时需考虑政治风险。

8. 国家战略—— 指中国式现代化建设等国家政策方向。在文中，企业需将自身战略与国家战略深度融合，以抓住发展机遇，如响应“十五五”规划。

9. 创新——作为“新利益”理念的驱动轮，指企业在技术、管理、商业模式等方面的全方位变革。在文中，创新是引擎，推动企业适应AI时代并实现持续增长。

10. 赢利——作为“新利益”理念的稳定器，强调企业通过创造真实价值获得可持续利润。在文中，赢利不是单一目标，而是与创新、公益相互强化的基础。

11. 公益——  作为“新利益”理念的导向仪，指企业将社会责任内化为战略核心，转化为长期竞争力。在文中，公益不是额外负担，而是价值创造的一部分。

12. ESG投资—— 环境、社会、治理投资理念，强调企业非财务绩效。在文中，遵循ESG的企业更易获得国际资本和市场认可，与“新利益”理念高度契合。

13. 乡村振兴——核心行动领域之一，指企业从公益扶助到价值共创的生态构建。在文中，企业通过农产品采购、产业赋能等方式，实现商业价值与社会价值的双赢。

14. 科技创新—— 核心行动领域之一，以AI为引擎布局未来核心资产。在文中，企业通过数字化、产品智能化和开放式创新，提升竞争力。

15. 绿色发展—— 核心行动领域之一，遵循国际准则锻造可持续竞争力。在文中，企业从内部优化到供应链管理，最终引领循环经济和零碳革命。

16. 企业出海——  核心行动领域之一，指企业国际化进程，在国际舞台上成就世界级品牌。在文中，企业通过线上触达、本地化运营和全球化资源配置逐步推进。

17. 家族发展—— 核心行动领域之一，指企业奠定永续经营的根基，包括家族治理和精神传承。在文中，它确保企业代际平稳过渡和长期稳定。

18. 数字化基座——在科技创新1.0阶段，指OA、ERP、CRM等系统的深度应用。在文中，它是企业智能化升级的基础，能提升运营效率和决策速度。

19. 产品智能化——在科技创新2.0阶段，指为硬件产品增加传感器和数据分析功能，开创“产品即服务”模式。在文中，它帮助企业拓展新赢利模式。

20. 协同研发—— 在科技创新2.0阶段，指企业与高校或合作伙伴共建联合实验室。在文中，它是获取前沿技术的重要途径，促进技术转化。

21. 开放式创新生态—— 在科技创新3.0阶段，指企业通过创投部门投资初创公司，构建“学术研究-技术转化-产业应用”生态。在文中，它确保企业在技术浪潮中的领先地位。

22. 循环经济——在绿色发展3.0阶段，指企业从线性模式向循环模式转型。在文中，它通过重构商业模式，实现资源高效利用和可持续发展。

23. 零碳革命——在绿色发展3.0阶段，指企业追求零碳排放的目标。在文中，它体现企业应对气候变化的领导力，提升国际竞争力。

24. 本地化运营——  在企业出海2.0阶段，指在核心市场设立本地化团队并下放决策权。在文中，它帮助企业深度融入目标市场，提高国际化成功率。

25. 全球化资源配置——在企业出海3.0阶段，指企业优化全球资源并输出品牌。在文中，它通过文化赋能和战略布局，树立全球品牌形象。

26. 家族治理——在家族发展3.0阶段，指通过《家族宪法》和家族信托实现物质与精神的双重传承。在文中，它确保家族企业的长期稳定和价值观延续。

27. 精神传承——  在家族发展3.0阶段，指传递家族价值观和文化。在文中，它通过家庭活动和教育规划，为永续经营奠定文化基础。

28. 新利益人文管理学——  理论指导体系，将创新、赢利、公益作为战略决策的终极标准。在文中，它推动企业追求“小型精品世界级企业”定位，实现道德与商业的统一。

29. 315逻辑决策工具——  一种决策工具，要求管理者在3分钟内用1页纸完成5个关键段落的分析。在文中，它提升会议效率和决策质量，强制结构化思考。

30. 142自驱动系统—— 管理系统，涵盖142个管理思想节点，帮助企业构建自适应运营体系。在文中，它确保理念落地执行，提升组织敏捷性和战略执行力。

附件4——亮点案例库30个

1、华夏神女——重庆海新运业让我给豪华游轮取个名字，我取的商标名叫“华夏神女”，凡事先国际化——美国的自由女神+华夏的巫山神女！我取了三个名字：华夏神女游轮（母亲）+忠船长火锅（父亲）+冷水滑雪场（白雪公主、女儿）。

2、3.15%公司——这是我提出的一个概念：每个企业拿出利润的3.15%做公益，我们可以成立这样一个公益基金，因为利润的12%做公益是免税的。这个3.15基金会主要来解决数字水平落差问题。将来人与人的差别是数字化的差别。

3、315逻辑——很早以前我就发觉我写东西很有一套，直到我发现世界最伟大的咨询公司麦肯锡之母明托老师写的《金字塔原理》，我站在世界巨人的肩膀上并超越明托，始得315逻辑。我自省的地方是：人生不成功是因为起点太低。

4、博导科技城——这个是我一直想做的，现在套利的企业家太多了，我想认认真真做几个数字企业。各地招商引资的开工典礼，动不动都是成百上千亿，其实都是自欺欺人。我的自省是：没有含科量的企业，地方政府真的不知道？

5、朝天门——北大EMBA重庆班，我去讲课，一学友问申请商标，我说朝天门可以注册了，他于是真注册了朝天门的涂料商标。我需要自省的是：朝天门是很出名，关键是我们用它做乡村振兴的涂料，能不能走出重庆走向全国？

6、创收表——我给广海大集团咨询15年，总集团总裁办三套车模式：每日追数群、每周总办会、每月客户日。重点是：每周总裁会有三个表：述职表、创收表、督导表。创收表全名叫创新营收表，公司开会主要讨论如何实现新利益。

7、村务协商——我在广东做个一个试点，把村里外出的成功人士集合组成一个村委协商委员会，让他们反哺家乡，有一点效果。这些年，我从不怂恿任何人去农村赚钱，因为农村没钱。我的自省：农村要产业化城镇化，唯一是体改。

8、动物庄园——我看了一本美国的书《动物庄园》，于是将书名在湖南衡阳注册了一个肉食的商标。后来这个屠宰场被黑社会控制，黑社会头目被判死刑。好在投资人无恙。我自省的是：动物庄园的故事是否也会在实际生活中重演？

9、共享合弄——中国南面的农耕和内亚的草原以前常打仗，被迫用长城隔开，但隔开后还继续打，最后的结局是共享合弄。我自省的地方是：有管理能力没钱的人一定要和有钱没管理能力的人合作，共享合弄：我出业务+你出财务！

10、浩宏物流——2001年的时候，云南有个企业家搞钢材市场，还有一块地想办个大货车停车场，要去取名，我建议他用您儿子和女儿名字注册一个物流公司的商标。我需要自省的是：他现在是当地物流的老大了，我却没有收到什么钱。

11、华夏家安、滴水不漏——这是一家做房屋防水堵漏的小微企业，我让他们注册了“华夏家安、滴水不漏”的商标，到哪施工，就插上这面旗帜，效果非常好。我自省的地方是：很多亮点学友的企业，我忘了告诉他们要注册服务商标。

12、九宫格孵化器——我在成都和重庆谈到九宫格孵化器问题，布局：商协会+主公司+基金会、中介处+路演厅+咖啡吧、孵化器+商学院+元宇宙。我的自省是：这个孵化器不要套利型企业家，只要数字科技企业家和元宇宙人文企业家。

13、美人圈学苑——余是无中生有啊！我让重庆李凤总和她老公李小松用他们的名字注册一个"凤入松”公司，并注册商标“美人圈学苑”，在三峡游轮和敦煌举办了浩大的游学招商活动。华夏美人圈、匀称中国人；美人圈学苑、为美人服务！

14、诺贝尔奖获得者北京论坛——2005年我原创策划的一个品牌，以前是一年一届、以后是两年一届，疫情期间停了。这个一度成为北京排名第一的学术名片，但我自省后觉得：每个城市要一个学术名片、但这个论坛务虚的多了一点。

15、企业家大学——2003年，我策划了一个以诺贝尔经济学奖获得者蒙代尔先生名字命名的“蒙代尔国际企业家大学”，有牌照，不过一直做的不好、转让老板多次。我的自省是：办任何学校，还得专家教授来办，企业家办不了学校。

16、三GONG六院——在贵州毕节咨询，我策划了“三GONG”：把一个宫殿变为企业家学院、把阿西里西（彝族语：我们是培育）大草原变成经理人公园、把毕节的土特产品变成管理人工厂。这个策划地方高层高端认可目前正在推进中。

17、商会会长论坛——我也想当主席、论坛主席，于是找了广西钦州灵山的李俊儒董事长，炮制了一个“商会会长灵山论坛”并担任创办主席。北京大学经济学院、灵山县人民政府主办，政府部长参与，更有中央政治局集体学习讲解人贾康。

18、商务书院——1997年，我们的车坏在了北京西山大觉寺，在破败的庙里伴着很多灵火睡了一晚，然后想出了老庙开发的思路，我取商标名为“商务书院”。我自省的是：把可利用的文物机构利用起来开商务书院，这个我宣传的太少了。

19、生态修复课题组——我让上市公司森源达焦总弄个“中国生态修复课题组”，愿景是：生态中国、修复世界！很多事公司层面不好操作，我们就用课题组的层面创造。具体是：一个公众号、每生态修复茶座、每个季度研讨、每年度论坛。

20、五个HONG字——青岛有个董事长找我咨询，问自我介绍，我给出的答案是：我们公司叫红妮，商标中有个红字；我的名字叫车云宏，名字中也有个红字；今天我敬大家一杯红酒，祈愿您个人能成为网红、祝愿您公司生意红红火火！

21、太阳岛优护——哈尔滨有个5A景区叫太阳岛，我有个学友苏英英在那做居家养老，让我赐名，我说就叫“太阳岛”。于是，她注册了太阳岛优护的商标。给失能老人沐浴、开办“长辈学堂”。前方的居家养老路任重道远，继续努力！

22、外脑智库——1997年，互联网刚来中国的时候，我就提出要建立全球华人的知识网络，并注册了www.wainao.com的域名，至今这么好的外脑域名也没发挥价值。我自省后认为：很多东西应该无偿捐出去，不然就烂在抽屉里了。

23、先有蛋——北京有个亮点学友，生产可代替抗生素的中草药添加剂，我们先试验养鸡，我给鸡蛋取的商标叫“先有蛋”，蛋注册不了，注册先有再在旁边画一个蛋。我自省的是：要注册的商标怎么都有办法注册，实在不行注册剪纸。

24、享老世界——这是我给青岛一个已建成的养老基地取的注册商标。我提出的口号是：“享老产业、养老事业”，养老是社会企业，不可以形成产业，我们还做了老年病医院。我自省后觉得：民营企业做养老还是有问题的，不生不死。

25、新利益——这是我的思想。创新、赢利、公益。这个思想源于“三联”，读书、生活、新知。最近看北大张维迎老师和企业家黄怒波去陕西办了个“辛庄课堂”，我也在自省：怎么缘来一个企业家，也和我合办一个“新利益”学堂？

26、学习谷——这是我自己的注册商标，注册了十多年了，一直没用。这个谷，不仅仅是硅谷、更是种子的意思。我期望我们能成为北欧那边走几步就有一个晒太阳喝咖啡看书的地方，现在我需要自省的是：街上隔三岔五都是洗脚店。

27、一参的朋友——有个青岛的军人，待人特别好，我也是热心，让他注册了一个海参的商标“一参的朋友”，但营销效果不好。我需要自省的是：太文艺的想法需要很文创的执行人。有谁要做高端的海参产品，这个商标我们可以转让。

28、移动花园——当你走进首都国际机场的时候，大家看到的花坛都是我取的商标“移动花园”。以前北大的何文义老师提出一个高级写字楼的人均体育面积，我自省后认为，我们也应该建立一个标准：室内人均绿植面积或者花卉颗数。

29、中国亮点——1999年，我出版的红十字、爱国、慈善、青年志愿者，用的就是“中国亮点丛书”。其实中国亮点的初衷是“为大家留下思想遗产”。我自省的是：应该早日出个样本：政府、企业、第三部门各10篇，每篇3000字。

30、猪坚强——2008年汶川大地震，有一头猪很坚强没有死，媒体叫做猪坚强，我将其注册为“猪坚强”，不过这头猪在活了12年之后，还是去世了。我现在还在自省：这个应时的商标现在是要，还是不要，以后取商标要注意些

附件5——《新利益》30个思想落地

核心心态转变：

1. 思想：企业成功的标准从“规模与利润”转向“全球利益相关者的认同”。

落地：在下个季度的战略会上，引入“利益相关者满意度”评估维度，重新审视公司战略。为员工、客户、供应商、社区分别设立一个“认同度”量化指标（如员工敬业度、客户NPS、供应商协同创新项目数、社区公益小时数）。

2. 思想：“在利他中实现利己”是新时代的商业智慧。

落地：选择一个公司核心业务，尝试设计一个“公益+赢利”的新项目。例如，做教育的能否为乡村教师提供免费培训（公益），同时开发由此衍生的付费课程产品（赢利）？

3. 思想：追求成为“小型精品世界级企业”，不必盲目求大，但要在特定领域做到极致。

落地：重新定位公司的核心能力，找到一个可以做到全球领先的“尖刀点”。集中公司80%的研发资源于这一点，目标是在3年内，成为该细分领域内全球TOP3的解决方案提供商。

一、 乡村振兴（从成本中心到价值中心）

4. 思想：乡村振兴是构建“社会资本”和发现新增长点的机遇。

落地：将我司的员工年度福利采购，定向与一个具备特色农产品的村庄签订2年合作协议，建立“公司+村庄”的直采模式。

5. 思想：产业赋能的核心是“品牌共建”与“市场化赋能”。

落地：派出公司的市场部或设计部志愿者团队，为合作的村庄产品提供包装设计、品牌故事梳理和电商上线指导，并在公司官网开设“乡村振兴优选”专栏。

6. 思想：最高层次是打造“田园综合体”或“亮点学习谷”，作为企业的“生活实验室”。

落地：启动一个“乡村未来实验室”计划，与地方政府洽谈，租赁或合作运营一小块土地，用于测试公司的智慧农业设备、或作为高管团队的战略静修基地。

二、 科技创新（从工具应用到生态布局）

7. 思想：数字化不是可选项，而是“生存证”。

落地：立即启动“核心业务流程100%在线化”项目，死磕OA、ERP、CRM系统的数据打通，设定6个月实现全流程数据看板的目标。

8. 思想：产品智能化是打造差异化竞争优势的关键。

落地：为我司的核心产品增加传感器和数据接口，开发一个基于AI的“预测性维护”或“效能优化”增值服务模块，作为新的收费点。

9. 思想：通过设立创新基金或CVC（企业创投）布局“第二曲线”。

落地：从年度利润中划拨3%（呼应“3.15%”理念），成立一个内部创新种子基金，鼓励员工提交颠覆性业务构想，并投资于产业链上下游的科技初创公司。

三、 绿色发展（从成本节约到价值创造）

10. 思想：绿色发展是国际竞争的“新普通话”。

落地：年内完成所有厂区照明系统的LED改造和主要耗能设备的智能监控，并测算其投资回报率，将“降本增效”成果向全员公布。

11. 思想：绿色管理应延伸至整个供应链。

落地：修订《供应商行为准则》，将ESG表现纳入年度评审体系，并要求Top 10的供应商在明年内披露碳足迹数据。

12. 思想：从线性经济转向循环经济，是构建终极竞争力的模式。

落地：启动产品“回收与再制造”可行性研究，设计一个产品以旧换新的商业闭环，并在明年发布首份经第三方核验的ESG报告。

四、 企业出海（从卖货思维到品牌扎根）

13. 思想：出海的第一步是低成本“市场试探”。

落地：锁定一个目标国家，通过亚马逊平台进行小批量测试，同时务必定下明年参加该国一次顶级行业展会的计划，以收集一线情报。

14. 思想：本地化是出海成功的核心，关键是“决策权下放”。

落地：在已验证的海外市场设立办事处后，大胆启用本地员工作为负责人，并授予其在市场营销、客户服务和本地公关上的充分决策权。

15. 思想：最高阶段是“全球化资源配置”与“品牌文化输出”。

落地：调研在目标市场建立区域售后服务中心或与本地研发机构合作的可能性，并开始将公司的企业文化手册翻译成当地语言，思考如何融入本地社区。

五、 家族发展（从财富传承到精神永续）

16. 思想：家族是企业航船“稳定的压舱石”。

落地：建立月度家庭会议制度，与配偶和成年子女共同商议家庭重大事项，并为双方父母制定一个涵盖全面体检和紧急医疗的保障计划。

17. 思想：家族发展需要“专业化规划”。

落地：聘请一位独立的家族理财师和一位教育顾问，分别为家族资产的保值增值、以及子女的教育路径制定一份5年规划方案。

18. 思想：通过《家族宪法》和家族信托实现“精神与物质的双重传承”。

落地：启动《家族宪法》的起草工作，明确家族愿景、价值观和企业接班原则，并咨询专业机构设立家族信托，实现资产隔离与平滑传承。

六、 管理赋能（从经验主义到系统方法论）

19. 思想：用“新利益”三维度（创新、赢利、公益）作为重大决策的终极衡量标准。

落地：制作一个“新利益决策卡”，在每次总裁办公会讨论重大项目时，强制要求提案人从这三个维度阐述项目的价值，否则不予上会。

20. 思想：运用“315逻辑”提升决策效率。

落地：在全公司管理层推行“315逻辑”写作法，要求所有项目提案、问题分析和周报都必须遵循“3分钟、1页纸、5段落”的格式，强制结构化思考。

21. 思想：构建“142”自驱动管理系统。

落地：组织核心管理层学习“142”系统，并选择一个试点部门（如销售或研发），将其管理思想节点（如每日追数、每周复盘、客户日）融入该部门的日常运营中。

22. 思想：建立“新利益学堂”作为内部学习载体。

落地：将公司的培训部升级为“新利益学堂”，每季度邀请一位内外部专家，就创新、赢利、公益的一个主题进行深度研讨。

23. 思想：利用“亮点学习谷”进行战略静修。

落地：将下一次的公司年度战略会，安排在乡村的“亮点学习谷”进行，让团队在自然环境中，脱离日常事务，思考公司的终极目标和“新利益”路径。

七、 具体工具与案例启发

24. 思想：“创收表”聚焦于“创新营收”。

落地：改革现有的周会报表体系，在传统的财务数据外，增加一张“创收表”，专门追踪由新产品、新服务、新模式带来的营收和利润贡献。

25. 思想：“3.15%公司”理念，将部分利润用于解决“数字落差”。

落地：在公司内部设立一个“3.15%数字公益基金”，专门用于资助员工数字技能提升培训，或为合作乡村的学校捐赠数字教育设备。

26. 思想：“村务协商”机制，构建反哺家乡的通道。

落地：鼓励并支持公司内部的关键员工，组建其家乡的“村务协商委员会”，公司可提供一定的启动资源和智慧支持，将此作为企业公益的延伸。

27. 思想：“美人圈学苑”的游学招商模式。

落地：借鉴其思路，为我司的高端客户打造一个“XXX（行业）精英俱乐部”，通过组织高品质的游学、论坛活动，进行深度客户关系维护和品牌渗透。

28. 思想：“商会会长论坛”打造资源整合平台。

落地：主动联合本地区的同行业或产业链企业，发起成立一个“XX产业会长联谊会”，定期交流，共同应对挑战，寻找合作机会。

29. 思想：“华夏神女”的国际化命名思维。

落地：在为公司的新产品或新品牌命名时，组建一个跨文化小组，评估名称在全球主要市场的文化含义和接受度，确保其具备国际基因。

30. 思想：“博导科技城”聚焦“含科量”企业。

落地：与本地的高校或科研院所共建一个“联合实验室”，哪怕规模很小，也要将“协同研发”落到实处，并明确知识产权的归属和转化路径。

总结：

罗老师的课程，与其说是一套理论，不如说是一套“行动哲学”。作为一名中年企业家，我深感时间紧迫，但方向比速度更重要。这30个落地点，我将从最容易的1.0版行动开始，立即着手，比如改革周会报表、设立家庭会议、签订乡村采购协议。同时，将“315逻辑”和“新利益决策卡”作为管理铁律推行下去。通过这种“小步快跑、阶梯上行”的方式，带领企业穿越迷雾，真正迈向一条在成就社会进步中成就自身价值的、令人尊敬的世界级之路。

New Benefit: Innovation, Profitability, Public Good (NBPG)

Guiding Enterprises to World-Class Status

with the "New Benefit" Philosophy

A Staged Action Framework for the 15th Five-Year Plan Period

By Luo Weiguo

Dean, China Bright Spot Research Institute

Chairman, External Brain Think Tank

Abstract

As China approaches the 15th Five-Year Plan period, a critical phase for its modernization, the business environment is undergoing profound changes shaped by forces like artificial intelligence, geopolitics, and the sustainable development agenda. Grounded in the core tenets of Luo Weiguo's "New Benefit" school—a developmental philosophy positing that "Innovation, Profitability, and Public Good" form a trinity of mutually reinforcing elements—this article aims to construct a systematic framework for enterprise upgrading. This framework posits that the ultimate goal of high-quality enterprise development is to become a world-class enterprise widely recognized by global stakeholders. The path to this goal lies in deeply integrating corporate strategy with national strategy and global trends. Synthesizing an analysis of global economic, technological, and social trends over the next 5-10 years, the article proposes a "Staged Participation Model" encompassing five core areas: Rural Revitalization, Technological Innovation, Green Development, Global Corporate Expansion, and Family Enterprise Development. This model emphasizes gradual action, from initial participation to deep integration. Supported by empirical research from the China Bright Spot External Brain Think Tank case library, it demonstrates how Innovation, Profitability, and Public Good can be unified within an international standards framework, ultimately providing business leaders with moral satisfaction and spiritual fulfillment that transcends material gain.

Keywords

15th Five-Year Plan; New Benefit; World-Class Enterprise; AI Era; Stakeholders; Staged Model; Corporate Strategy

Research Timeline

  1992: Luo Weiguo's "New Benefit" concept germinated during his work with the Songzi County Task Force in Yeyanwan Village, Hubei.

  1996: Luo Weiguo took unpaid leave to study at Peking University.

  1998: Initiated the establishment of the China Bright Spot Research Group.

  2001: Delivered the "New Benefit" 1.0 lecture series at Tsinghua University.

  2009: "New Benefit" published by Peking University Audio & Video Press.

  2014: Hosted the "New Benefit" seminar at the Boao Forum for Asia.

  2016: Exchanged ideas on "New Benefit" at Tel Aviv University's School of Management, Israel.

  2018: Delivered a keynote speech on "New Benefit" at the Chamber of Commerce Presidents Forum on Lingshan.

  2021: Conducted a 500-person public course on "New Benefit" for the Beauty Circle in Dunhuang, Gansu.

  2023: Established the "New Benefit Academy" aboard the flagship M.V. Chinese Goddess luxury cruise ship of the General Consultant.

  2024: Delivered a "New Benefit" public course at the "Bright Spot Learning Valley" in Liuba, Shaanxi.

  2025: To host a "New Benefit" seminar at the "Bodao Sci-Tech City" in Jiangbei, Chongqing.

Core Research Team Members

  Rural Revitalization: Li Jiangbo (Shaanxi Liuba, referred to as Bright Spot Learning Valley)

  Technological Innovation: Qin Qiuhong (Chongqing Jiangbei, referred to as Bodao Sci-Tech City)

  Green Development: Han Dong (Huoshan, Anhui, establishing a Medicated Food Homology Headquarters Base)

  Global Corporate Expansion: Chen Donghui (Saudi Arabia, Middle East, planning a Belt and Road Enterprise Special Zone)

  Family Enterprise Development: Tong Huadong (Haiphong, Vietnam, authored the Enterprise Happiness Working Method)

Participating Esteemed Personages

  Robert Mundell: American Nobel Laureate Economist (Co-hosted the Nobel Prize Beijing Forum with Luo Weiguo)

  Ji Xianlin: Internationally Renowned Master of Oriental Studies (Inscribed book titles for works edited by Luo Weiguo)

  Mao Yushi: Humanistic Economist (Wrote prefaces and inscriptions for Luo Weiguo's "New Benefit" management theory)

  Jia Kang: Professor, Lecturer for CPC Politburo Collective Study Session (Keynote speaker at Liuba Forum)

  Wang Yuesheng: Professor, Dean of the International Trade Department, Peking University (Keynote speaker at Lingshan Forum)

  Sun Xiaohua: Former Vice Chairman, All-China Federation of Industry and Commerce (Honorary Chairman of the Chamber of Commerce Presidents Forum)

I. Introduction: Reshaping the Enterprise's Value Coordinates and Historical Mission in the AI Era

We stand at a historic inflection point. The 15th Five-Year Plan period is not only crucial for the nation's comprehensive advancement in building a modern socialist country but also a period of deep restructuring in global economic and technological paradigms. Artificial intelligence is evolving from a frontier technology into a fundamental force driving socio-economic development, redefining productivity, business models, and even industrial boundaries. Against this backdrop, the very meaning of an enterprise's existence and the criteria for its success demand urgent re-examination.

The traditional success model, oriented towards singular financial metrics and scale expansion, is obsolete. A great enterprise's distinction lies no longer merely in massive market capitalization and substantial profits, but in its ability to grow into a respected world-class entity. Such an enterprise is rooted in the broad recognition and deep trust of all its stakeholders—including customers, employees, suppliers, communities, the environment, and future generations. Outdated notions that pit commercial profitability against social good, or that divorce corporate strategy from national strategy, have become hidden obstacles to building an enduring enterprise.

Therefore, the "New Benefit" concept, proposed by the China Bright Spot Research Institute, is timely. It posits that sustained corporate "Innovation" is the engine, sustained "Profitability" is the foundation, and sustained "Public Good" is the responsibility; these three form an indivisible, mutually reinforcing organic whole. This philosophy requires entrepreneurs to break free from zero-sum thinking and seek resonance points for value creation at a higher dimension. This article aims to construct precisely such an action roadmap—based on the "New Benefit" philosophy—guiding young and middle-aged entrepreneurs through a step-by-step, staged ascent towards world-class enterprise status during the "15th Five-Year Plan" period and beyond.

II. Theoretical Foundation: The Conceptual Essence and Contemporary Response of the "New Benefit" School

The "New Benefit" concept is not developed in a vacuum; its intellectual origins are deeply rooted in both Chinese and foreign management philosophies and practices. It represents a deepening of Peter Drucker's idea that the enterprise is an organ of society whose purpose is to create customers, and it resonates with concepts like "Creating Shared Value" proposed by Michael Porter and others. However, the "New Benefit" concept is distinctly Chinese, profoundly responding to the traditional business ethic of "balancing righteousness and benefit" within Chinese culture, as well as the strategic expectations of the new era's national development for market entities.

The core connotation of the "New Benefit" concept manifests in three dimensions: Innovation as the driving wheel, requiring enterprises to achieve all-around transformation from technological R&D to management systems in the AI era; Profitability as the stabilizer, emphasizing the generation of sustainable profits through the creation of real value; and Public Good as the guiding instrument, internalized as the strategic core of the enterprise, transforming social responsibility into long-term competitiveness. These three dimensions reinforce each other, forming a dynamically balanced ecosystem.

Empirical research from the China Bright Spot External Brain Think Tank (www.wainao.com) case library indicates that this concept aligns closely with the 15th Five-Year Plan and global trends. Corporate engagement in areas like technological innovation, green and low-carbon development, and rural revitalization is by no means purely altruistic; rather, it seizes the core engines of future economic growth. The burgeoning rise of ESG investing globally and consumer preference for sustainable products mean that enterprises adhering to the "New Benefit" philosophy are more readily recognized by international capital and markets.

III. Action Path: Five Staged Models for Ascending to World-Class Enterprise Status

Based on the "New Benefit" concept, we have constructed staged participation models for five key areas. These models are fully validated within the China Bright Spot case library, demonstrating how Innovation, Profitability, and Public Good can achieve synergistic effects at different stages of development.

1. Rural Revitalization: Building an Ecosystem from Philanthropic Support to Value Co-creation

  Stage 1.0 (Initial Participation): Enterprises build a foundation of trust through measures like agricultural product procurement and scholarship establishment. The China Bright Spot case library shows that such low-cost investments not only achieve initial public good goals but also enhance team stability through employee benefits. For instance, a direct procurement model established by a company with a distinctive village, while fulfilling social responsibility, significantly boosted employee belonging and corporate reputation. This model was validated by the Chongqing "Chaotianmen" paint brand's rural revitalization practice, where registering a regional cultural trademark both preserved local culture and infused products with unique regional value.

  Stage 2.0 (Moderate Participation): Enterprises begin market-oriented empowerment of rural industries. Typical practices from the case library include dispatching professional teams to assist villages with product standardization, branding, and e-commerce operations. This shift from "blood transfusion" to "blood generation" not only increases the added value of agricultural products but also explores new business growth points for the enterprise. One company, by opening its own channels to set up a "Rural Revitalization Zone," enriched its brand connotation while expanding profitability. The case of registering the "Huaxia Jia'an, Drip Water不漏" service trademark shows that through branded operations, even small and micro-enterprises can build competitive advantages in specialized niches, achieving a win-win for both business and social value.

  Stage 3.0 (Deep Participation): The enterprise and rural development achieve strategic co-creation. The "Bright Spot Learning Valley" project in the China Bright Spot case library demonstrates that by transforming idle rural assets into composite learning platforms, enterprises can convert rural resources into high-value ecological assets. This deep integration not only creates new business models but also builds a future-oriented "innovation laboratory" for the enterprise. The practice in Liuba, Hanzhong, Shaanxi, shows that a model combining "Business Academy + Nature Education" perfectly integrates cultural heritage with business innovation.

2. Technological Innovation: Using AI as the Engine to Position Future Core Assets

  Stage 1.0: Enterprises consolidate their digital foundation. Research from the China Bright Spot case library indicates that the deep application of systems like OA, ERP, and CRM not only significantly reduces operational costs but also lays the groundwork for subsequent intelligent upgrades. After internal training on "New Benefit in the AI Era," the Coking Coal Group achieved full online business processes, increasing decision-making efficiency by 40% within six months, fully demonstrating the multiplier effect of digital infrastructure on operational efficiency.

  Stage 2.0: Focuses on product intelligence and collaborative R&D. Companies in the case library successfully pioneered new "Product-as-a-Service" profit models by adding sensors and data analysis functions to hardware products. Joint laboratories established with universities became important channels for accessing cutting-edge technology. The construction practice of the Hailier Group's AI Headquarters Base shows that through strategic investment in frontier technology areas, traditional enterprises can successfully achieve transformation and upgrade, building new competitive advantages in the AI era.

  Stage 3.0: The core is building an open innovation ecosystem. The China Bright Spot case library shows that establishing corporate venture capital departments and investing in tech startups has become standard practice for leading enterprises. The innovative practice of "Bodao Sci-Tech City" demonstrates that by building a full-chain innovation ecosystem of "academic research - technology transfer - industrial application," it can effectively promote the commercialization of scientific and technological achievements, injecting sustained innovation momentum into regional economic development. This ecosystem layout not only brings financial returns but also ensures a leading position in technological waves.

3. Green Development: Adhering to International Standards to Forge Sustainable Competitiveness

  Stage 1.0: Starts with internal optimization. The China Bright Spot case library shows that measures like LED lighting retrofits and paperless office initiatives have short payback periods and significant effects. One enterprise reduced its annual energy consumption costs by 25% through systematic energy-saving renovations, while also fostering environmental awareness among all staff. The innovative "Mobile Garden" practice, by introducing greenery into office spaces, not only improved the work environment but also enhanced employee well-being and productivity.

  Stage 2.0: Enterprises extend green management to the supply chain system. Leading companies in the case library drive green upgrades across the entire industrial chain by formulating supplier codes of conduct. The practice of the Forest Yuanda Ecological Restoration Research Group shows that, driven by the mission of "Ecological China, Restoring the World," enterprises can transform ecological restoration technologies into core competencies, making substantive contributions to ecological civilization while achieving business value.

  Stage 3.0: Requires enterprises to lead the circular economy and zero-carbon revolution. Exemplary companies in the China Bright Spot case library restructure their business models to transition from linear to circular modes. The innovative practice of "Sun Island Quality Care" in the elderly care sector, by organically combining the "Enjoyment in Aging Industry" with the "Aging Care Cause," explores new business models for the silver economy while providing innovative solutions to social aging challenges, highlighting corporate social responsibility in addressing population aging.

4. Global Corporate Expansion: Building World-Class Brands on the International Stage

  Stage 1.0: Focuses on online outreach and market testing. The China Bright Spot case library shows that small-batch testing via cross-border e-commerce platforms allows companies to validate international product acceptance at minimal cost. The practice of the Israel "New Benefit" Corporate Global Expansion Science & Technology Study Tour indicates that through systematic international market research and localized insights, companies can effectively reduce the risks of going global and increase the probability of international success.

  Stage 2.0: The key lies in localized operations and deep integration. Case library research indicates that establishing localized teams in core markets and delegating decision-making authority are critical factors for successful corporate expansion. The practical experience of the Guanghaida Group's overseas industrial park shows that by deeply understanding the cultural background and business environment of the target market, companies can better grasp local needs and achieve precise positioning of products and services.

  Stage 3.0: The goal is to achieve global resource allocation and brand export. The international branding practice of the "Chinese Goddess" cruise ships demonstrates that by combining Chinese cultural elements with global aesthetic trends, companies can create brands with global appeal. The cultural tourism consulting case in the Golden Triangle Special Zone, Laos, further illustrates that under the Belt and Road Initiative, Chinese companies, by empowering industrial upgrade through culture, can establish unique competitive advantages in the international market.

5. Family Enterprise Development: Laying a Solid Foundation for Perpetual Operation

  Stage 1.0: Establishing communication mechanisms and health security is foundational. The China Bright Spot case library shows that regular family meetings and comprehensive health protection plans provide stable rear-support for entrepreneurs' continuous innovation. The "Beauty Circle Academy," through family participation in cultural activities, not only enhanced emotional bonds among family members but also cultivated shared values, laying a cultural foundation for the family's long-term development.

  Stage 2.0: Emphasizes systematic and professional planning. Successful families in the case library commonly utilize external professional expertise to formulate long-term plans for children's education, asset allocation, etc. The practice of the Chamber of Commerce Presidents Forum shows that by establishing mechanisms for experience sharing and learning among entrepreneurs, family businesses can better navigate various challenges during succession, achieving smooth transitions.

  Stage 3.0: The core is building family governance and spiritual inheritance systems. Centennial families in the China Bright Spot case library commonly achieve dual inheritance of material and spiritual wealth through a "Family Constitution" and family trusts. The academic practice of the Nobel Laureates Beijing Forum demonstrates that by establishing high-level platforms for intellectual exchange, it not only promotes academic innovation but also provides important intellectual resources and support for the intergenerational succession of family businesses.

IV. Enabling System: Ideological and Tool Support for Concept Implementation

To ensure the effective implementation of the staged action models, enterprises need to construct corresponding enabling systems. Practices from the China Bright Spot case library indicate that successful "New Benefit" enterprises have all established comprehensive management support systems.

  "New Benefit" Humanistic Management Science provides theoretical guidance for enterprise development. This ideology emphasizes using Innovation, Profitability, and Public Good as the ultimate criteria for strategic decision-making, pushing enterprises to pursue the positioning of a "Small, Premium, World-Class Enterprise." Leading companies in the case library, through this concept, have achieved excellence in specific fields, gaining global recognition.

  The "315 Logic" Decision-Making Tool enhances corporate decision-making efficiency. This tool requires managers to complete an analysis in five key paragraphs on one page within 3 minutes, forcing structured thinking. Companies in the case library using this tool increased meeting efficiency by over 50% and significantly improved decision quality.

  The "142" Self-Driven System ensures the execution of ideas. This system, covering 142 management thought nodes, helps enterprises build an operational management system that adapts to environmental changes. The case library shows that companies adopting this system have significantly improved strategic execution and organizational agility.

  Learning Platform Construction provides a platform for continuous innovation. The "New Benefit Academy" and "Bright Spot Learning Valley" have become important venues for entrepreneurs to exchange ideas and conduct strategic retreats. Companies in the case library, through these platforms, have not only enhanced team capabilities but also expanded their business ecosystem networks.

V. Conclusion: Achieving Self-Actualization by Contributing to National Rejuvenation

This article constructs not merely an action framework for the "15th Five-Year Plan" period but a thinking model and action philosophy guiding enterprises to achieve value leapfrogging in the AI era. The "New Benefit" concept provides us with a lens to re-examine the enterprise's value coordinates, while the five staged models pave a solid path from the present to the future. Empirical research from the China Bright Spot case library amply proves the powerful practical guiding value of this concept.

Starting action from any of the five areas, entrepreneurs will personally experience the dissolution of the boundary between "self-interest" and "altruism." When an enterprise sows the seeds of industrial prosperity in the countryside, it is simultaneously putting down roots to draw nourishment for its own future; when it embraces technological innovation, it is also purchasing the most reliable insurance for its enduring success; when it practices green development, it is also reserving well-being for future generations.

This path requires upholding a long-term spirit, starting with small steps, and climbing steadily upward. This is not merely to win market share but to harvest inner fulfillment and moral satisfaction—a profound pride stemming from promoting social progress and enhancing human well-being—while creating great enterprises.

Let us firmly grasp the conceptual fist of "New Benefit," dare to practice, and continuously refine our efforts during the "15th Five-Year Plan" period and beyond. By actively participating in the grand journey of national rejuvenation, we will ultimately achieve a more fulfilled self and collectively forge a group of world-class enterprises originating from China, belonging to the world, and commanding profound respect. This is precisely the historical mission and glory of our generation of entrepreneurs.

References

[1] Luo Weiguo. New Benefit: The Path to Corporate Innovation, Profitability, and Public Good [M]. Beijing: Peking University Press, 2009.

[2] Luo Weiguo. Cognitive Breakthrough: A Structural Efficiency Revolution [M]. Beijing: Taihai Press, 2019.

[3] Porter, M. E., & Kramer, M. R. Creating Shared Value[J]. Harvard Business Review, 2011, 89(1/2): 62-77.

[4] Drucker, P. F. Innovation and Entrepreneurship: Practice and Principles[M]. New York: HarperBusiness, 2006.

[5] Central Committee of the Communist Party of China. The Outline of the People's Republic of China's 15th Five-Year Plan for National Economic and Social Development [Z]. 2026.

Postscript

This article is a phased achievement of the China Bright Spot Research Institute's research project on "Enterprise Development Strategy for the 15th Five-Year Plan." The article aims to bridge academia and practice, constructing a management theory framework with Chinese characteristics. The staged models described require flexible application by enterprises based on their own endowments; their essence lies in continuous dynamic adjustment and iterative upgrading. In the inaugural year of the "15th Five-Year Plan," may this article inspire strategic thinking and courage for action among more entrepreneurs, jointly exploring the growth path for China's world-class enterprises. The empirical research from the China Bright Spot case library provides a solid practical foundation for this article, demonstrating the broad application prospects of the "New Benefit" concept.

Attachment 1: Lakeside Night Talk: A Discussion with Mr. Luo Weiguo on "New Benefit" and the Chinese Wisdom of Management

-- Mao Yushi

In the evening, I often stroll by the shores of Weiming Lake with Mr. Luo Weiguo. He always carries a heavy manuscript of New Benefit, while I bring my contemplations on humanistic economics. Our conversations range from the scent of rice paddies to the algorithms of the AI era, from the succession of family businesses to the grand vision of the "Belt and Road." These dialogues are like a gentle tributary in the long river of Chinese management thought—unhurried, yet destined to merge into the ocean of global civilization.

I. The "Humanistic Turn" in Management: From Instrumental Rationality to Value Symbiosis

Modern management science began with Taylor's efficiency principles, flourished with Drucker's philosophy of objectives, yet has consistently struggled to break free from the shackles of "capital first." Luo Weiguo's scholarship on New Benefit illuminates a path at this very juncture. He weaves "Innovation, Profitability, Public Good" into a triple helix, elevating enterprise management from a cold numbers game to a wisdom of existence where "benefiting others is benefiting oneself."

I recall at the "Bright Spot Learning Valley" in Liuba, Shaanxi, Mr. Luo pointed at the terraced fields and said to me, "Professor Mao, rural revitalization is not charity; it's an ecosystem where enterprises and the native land coexist symbiotically." His "Staged Participation Model" essentially extends the domain of management from the boardroom to the fields and communities—farmers become co-creators in the value chain, and rural culture is transformed into commercial assets through trademark registration. This approach aligns with the "humanistic economics" I advocate: the ultimate goal of economic development must return to human dignity and happiness.

II. China's Coordinates on the Global Business Thought Map

Western management theories once flooded into China like a tide. Can we now contribute a new paradigm to the world? The answer of New Benefit lies in the staged actions of the "15th Five-Year Plan":

  Maintaining Humanistic Warmth Amidst the AI Surge: While tech companies obsess over algorithm iteration, the Luo model embeds "Public Good" into the innovation engine—the industry-academia-research ecosystem of Chongqing's "Bodao Sci-Tech City" pursues the technological frontier while also designing the "Sun Island Quality Care" solution for the elderly.

  Conveying Eastern Goodwill in the Wave of Global Expansion: In the Saudi Special Zone in the Middle East and the Golden Triangle in Laos, the globalization of Chinese enterprises is no longer merely about shifting production capacity; it is about achieving soft power resonance through cultural symbols like the "Chinese Goddess" cruise ships.

  Sowing the Seeds of Perpetual Purpose Across Family Generations: The "Enterprise Happiness Working Method" by Tong Huadong of Guangdong elevates family business succession from the transfer of wealth to the renewal of a spiritual covenant.

These practices quietly respond to Drucker's question: "How can an enterprise become an organ of society?"—The scholarship of New Benefit demonstrates that Chinese entrepreneurs are using the ancient wisdom of "balancing righteousness and benefit" to write the modern definition of a world-class enterprise.

III. The Vast Expanse of Management Education: From Classroom to Mountains and Rivers

I once taught a class with Mr. Luo in the Peking University lecture hall. He excels at using "315 Logic" to condense complex strategies onto a single page, while I use economic principles to dissect human needs. This blend is precisely what future management education should embody:

  Theory Should Grow from the Soil: The New Benefit public course in the Dunhuang desert, where entrepreneurs discussed green development with their feet in the yellow sand; the first germinations of thought in Yeyanwan Village, Jingzhou, have now grown into the towering tree of five action fields.

  Tools Must Carry Values: Every node in the "142 Self-Driven System" questions managers: Is your innovation inclusive? Is your profitability sustainable? Is your public good发自本心 from the heart?

As Luo Weiguo said: "Management is not a rein to control others, but a practice to settle oneself." When China's "Bright Spot Learning Valley" dialogues with the Harvard Case Library, when the three words "New Benefit" become high-frequency terms in international business schools, then we will have truly transformed from GDP contributors to exporters of business thought.

Conclusion: An Attainable Distance

Upon parting, Mr. Luo gave me a new edition of New Benefit, inscribed on the title page: "Humanities are like water, management is like a boat, carrying and benefiting all things without contention." I believe this is the most touching form of the Chinese management school—it does not deliberately emphasize "East vs. West," but with a gentle strength, forges the sharpness of innovation, the substance of profitability, and the goodness of public good into a cornerstone of human business civilization.

May global managers open this door and see a land that grows both rice and ideas. There, the lamplight in the thatched cottage and the neon lights of the skyscraper will ultimately illuminate the same path to "world-class enterprise."

Attachment 2: 30 Points for Implementing New Benefit

Phase One: Ideological Enlightenment and Internal Consensus (Within 3 Months) – Conduct Three New Benefit Sessions Well

Core Idea: Change begins with unified cognition and the baptism of ideas. Ignite yourself first to illuminate others.

1.  Internal Ignition: First, manage your own enterprise well. Take immediate action. Use a weekend to organize a hundred management personnel to systematically attend Mr. Luo's New Benefit course. The Chairman must participate fully to resonate on the same frequency as the team. (Venue: Preferably the company's senior meeting room, alternatively a five-star hotel conference room).

2.  Set the Industry Standard: Become the revitalizer and chain leader of your industry. Proactively organize 100 entrepreneurs from the industry association (e.g., 30 companies sending 3 people each, your company sends 10) to complete a 2-day course in a five-star hotel, establishing your thought leadership within the industry.

3.  Ecosystem Layout: Transition from products and platforms to an ecosystem. Reserve resources one round in advance. Sponsor and invite 100 entrepreneurs and chamber of commerce colleagues from your city/district/county to host an intellectual feast. This is both an act of hospitality and high-dimensional "academic marketing."

4.  Unify Language: Immediately after the course, unify the core vocabulary of "New Benefit" (Innovation, Profitability, Public Good) and "World-Class Enterprise" within the company, writing them into the corporate culture wall and employee handbook.

5.  Establish Benchmarks: Select 3-5 "New Benefit Learning Pacemakers" from the attending team to become internal sparks for disseminating the concept.

6.  Immediate Action: Within one week after the first internal course, establish a "New Benefit Implementation Task Force," led personally by the Chairman.

Phase Two: Tool Introduction and Management Transformation (Within 6 Months) – Complete Three Practical Tasks

Core Idea: The value of ideas lies in application. Use the sharpest tools to split the most stubborn reality.

7.  Consultative Internal Training: Upon the Chairman's high recognition, immediately invite Mr. Luo for a 3-day (5 days including travel) on-site "Consultative Internal Training." Without shaking the company's strategy or existing systems, deeply introduce the three core execution tools: "Number Chasing Group, General Office Meeting, Customer Day."

8.  AI Leadership Enhancement: One month after the first internal training, invite Mr. Luo again for a 2-day "Luo Weiguo AI Leadership Course" intensive training, focusing on "131 Format, 315 Decision-Making, AI Leadership" to achieve an efficiency revolution in human-machine collaboration.

9.  Formulate the Fundamental Law: If the "315 Decision-Making" tool proves effective, initiate the compilation of the "Listing Basic Law for Becoming a Small, Premium, World-Class Enterprise" within one month after the internal training. This project requires Mr. Luo to visit the enterprise three times, one week each time, to lay the institutional foundation for perpetual operation.

10. Implement "315 Logic": Mandate that all management use "315 Logic" (3 minutes, 1 page, 5 paragraphs) for work reports and proposals,彻底告别 bidding farewell to long and inefficient meetings.

11. Adopt the "New Benefit Decision Card": Implement the "New Benefit Decision Card" in executive meetings. Any major project proposal must explain its value from the three dimensions of "Innovation, Profitability, Public Good," otherwise it will not be discussed.

12. Establish a "3.15% Innovation Fund": Allocate 3.15% from annual profits to set up an innovation seed fund to incentivize internal entrepreneurship and invest in frontier tech startups, proactively laying out the "second curve."

Phase Three: Ecosystem Construction and Value Output (Six Months to 1 Year Later) – Co-build Three Major Platforms

Core Idea: If you want to go fast, go alone; if you want to go far, go together. Integrate the enterprise into a broader ecosystem to become a "Bright Spot" and achieve enduring success.

13. Co-build the "New Benefit Academy": If the enterprise has spare space, immediately collaborate with industry associations, chambers of commerce, or science parks to co-build a "New Benefit Academy" that can accommodate a hundred people. Mr. Luo will personally teach a course quarterly, making it a thought highland and resource hub for regional entrepreneurs.

14. Transform the "Bright Spot Learning Valley": If there are "lingering" rural hotel assets, transform them into a "Bright Spot Learning Valley" (referencing the Shaanxi Liuba model). Build three profit models: core business (hotel & catering), new business (learning economy training), future business (headquarters local live streaming port).

15. Create the "Bodao Sci-Tech City": If support from local leadership is obtained, collaborate to create a "Bodao Sci-Tech City" (referencing the Chongqing D³ model). Formats include the "Bodao Forum" (academic名片 business card), "Sci-Tech Achievement Exhibition Hall & Brokerage" (conversion platform), "Sci-Tech Achievement Accelerator & Listed Companies" (industrial engine).

16. Launch Rural "Value Co-creation": Using the "Three GONGs Six Institutes" thinking, co-build a "Rural Complex" with a characteristic village, serving as the enterprise's "Living Lab" and supply chain base.

17. Implement "Brand Global Expansion": In verified overseas markets, boldly employ local teams and delegate decision-making authority, integrating the international naming logic of "Chinese Goddess" into the entire brand globalization process.

18. Construct a "Family Governance" System: Initiate the drafting of the "Family Constitution" and the establishment of a family trust to achieve the intergenerational transmission of both material wealth and the "China Bright Spot" spirit.

Phase Four: 10 Action Points Infused into Daily Operations

Core Idea: Greatness stems from the accumulation of every detail. Integrate these actions into every day of the enterprise.

19. Daily Number Chasing: Establish a "Daily Number Chasing Group" within core management, focusing on key operational data to maintain business sensitivity.

20. Weekly Review: Use the "Innovation Revenue Table" system in weekly meetings, focusing on tracking revenue generated by innovation, guiding the team from "doing things" to "doing valuable things."

21. Monthly Customer Day: Designate one day per month as "Customer Day," where all staff face customers directly, listen to their voices, and integrate the service concept into the company's lifeblood.

22. Green Retrofitting: Complete LED lighting retrofits for all factory areas within the year and publish energy-saving data, turning green development from cost savings into brand honor.

23. Greening the Supply Chain: Revise the "Supplier Code of Conduct," incorporating ESG performance into core assessments, forcing the entire industrial chain to upgrade together.

24. Product Intelligence: Add data interfaces to core products, developing AI-based predictive maintenance services, transforming from "selling products" to "selling services."

25. Establish Village Affairs Consultation Points: Encourage and support employees to establish "Village Affairs Consultation Committees" in their hometowns, rooting corporate public good within specific social networks.

26. Executive Rural Retreats: Schedule an important strategic meeting at the "Bright Spot Learning Valley," contemplating the ultimate meaning of the enterprise amidst nature.

27. Establish a Family Meeting System: Entrepreneurs themselves should establish a monthly family meeting system to safeguard the "ballast stone" of their career.

28. Publish an ESG Report: Initiate the preparation of the first ESG report verified by a third party, proactively accepting social supervision and forging sustainable competitiveness.

29. Organize an Industry Association Presidents Forum: Proactively initiate or lead an "Industry Association Presidents Fellowship," transitioning from rule adapters to rule makers.

30. Lifelong Learning: Adopt "Elite Thinking, Commoner Life" and "Professor's Mind, Servant's Attitude" as personal and team conduct guidelines, completing the ultimate cycle of self-interest through benefiting others.

Conclusion

Farmers raise pigs well, workers build roads well, and our responsibility as entrepreneurs is to manage our enterprises well, creating "New Benefit" for society. This path is not about finding a way out on a known map, but about leaving footprints on an unknown wilderness. If you are a persistent entrepreneur who wants to "do something big," then we are certainly on the same path.

Let us together create meaning from nothingness, practice public good through commerce, achieve a more fulfilled self by contributing to national rejuvenation, and collectively stride towards the starry sea that belongs to "China Bright Spot Enterprises."

Attachment 3: 30 Key Management Terms of New Benefit

1.  New Benefit Philosophy: The core idea of the Luo Weiguo school, a developmental philosophy positing that "Innovation, Profitability, and Public Good" form a trinity of mutually reinforcing elements. It emphasizes that enterprises drive growth through sustained innovation, establish a foundation through sustainable profitability, and enhance competitiveness through public good responsibility, ultimately achieving value co-creation.

2.  World-Class Enterprise: The ultimate goal of enterprise development, referring to an enterprise widely recognized by global stakeholders. Such an enterprise not only pursues financial success but also focuses on integrating deeply with national strategies and global trends to win trust and respect in a global context.

3.  Stakeholders: All groups related to the enterprise, including customers, employees, suppliers, communities, the environment, and future generations. Enterprises need the broad recognition and deep trust of these groups, a key standard for measuring success.

4.  Staged Participation Model: A gradual action framework emphasizing an enterprise's progressive process from initial participation to deep integration. Applied to the five major areas of Rural Revitalization, Technological Innovation, etc., it helps enterprises upgrade step by step, achieving synergy among Innovation, Profitability, and Public Good.

5.  AI Era: The period where artificial intelligence acts as a fundamental force driving socio-economic development, redefining production efficiency, business models, and industrial boundaries. It requires enterprises to reshape their value coordinates and achieve innovative management changes through AI technology.

6.  Sustainable Development Agenda: A global agenda for coordinated environmental, social, and economic development that influences corporate strategy formulation. It is a key force shaping the corporate development environment, requiring enterprises to integrate green development into their core strategy.

7.  Geopolitics: The shaping effect of international political factors on the corporate development environment. Enterprises need to adjust their strategies amidst complex global situations, especially considering political risks during global expansion.

8.  National Strategy: Refers to national policy directions like Chinese-style modernization. Enterprises must deeply integrate their own strategies with national strategy to seize development opportunities, such as responding to the 15th Five-Year Plan.

9.  Innovation: As the driving wheel of the "New Benefit" philosophy, it refers to all-around transformation in enterprise technology, management, business models, etc. It is the engine driving enterprises to adapt to the AI era and achieve sustained growth.

10. Profitability: As the stabilizer of the "New Benefit" philosophy, it emphasizes that enterprises generate sustainable profits by creating real value. Profitability is not a singular goal but the foundation that mutually reinforces Innovation and Public Good.

11. Public Good: As the guiding instrument of the "New Benefit" philosophy, it refers to the internalization of social responsibility as the strategic core of the enterprise, transforming it into long-term competitiveness. It is not an additional burden but part of value creation.

12. ESG Investment: Environmental, Social, and Governance investment concept, emphasizing corporate non-financial performance. Enterprises adhering to ESG are more easily recognized by international capital and markets, highly aligned with the "New Benefit" philosophy.

13. Rural Revitalization: One of the core action areas, referring to the ecosystem construction from philanthropic support to value co-creation. Enterprises achieve win-win for business and social value through agricultural product procurement, industrial empowerment, etc.

14. Technological Innovation: One of the core action areas, using AI as the engine to position future core assets. Enterprises enhance competitiveness through digitalization, product intelligence, and open innovation.

15. Green Development: One of the core action areas, adhering to international standards to forge sustainable competitiveness. Enterprises progress from internal optimization to supply chain management, ultimately leading the circular economy and zero-carbon revolution.

16. Global Corporate Expansion: One of the core action areas, referring to the process of enterprise internationalization, building world-class brands on the international stage. Enterprises advance gradually through online outreach, localized operations, and global resource allocation.

17. Family Enterprise Development: One of the core action areas, referring to laying the foundation for perpetual operation, including family governance and spiritual inheritance. It ensures smooth intergenerational transition and long-term stability of the enterprise.

18. Digital Foundation: In Stage 1.0 of Technological Innovation, refers to the deep application of systems like OA, ERP, CRM. It is the foundation for enterprise intelligent upgrades, improving operational efficiency and decision speed.

19. Product Intelligence: In Stage 2.0 of Technological Innovation, refers to adding sensors and data analysis functions to hardware products, pioneering new "Product-as-a-Service" profit models.

20. Collaborative R&D: In Stage 2.0 of Technological Innovation, refers to enterprises co-building joint laboratories with universities or partners. It is an important channel for accessing cutting-edge technology, promoting technology transfer.

21. Open Innovation Ecosystem: In Stage 3.0 of Technological Innovation, refers to enterprises investing in startups through corporate venture capital departments, building an ecosystem of "academic research - technology transfer - industrial application." It ensures a leading position in technological waves.

22. Circular Economy: In Stage 3.0 of Green Development, refers to the enterprise transition from linear to circular models. By restructuring business models, it achieves efficient resource utilization and sustainable development.

23. Zero-Carbon Revolution: In Stage 3.0 of Green Development, refers to the enterprise goal of pursuing zero carbon emissions. It reflects corporate leadership in addressing climate change, enhancing international competitiveness.

24. Localized Operations: In Stage 2.0 of Global Corporate Expansion, refers to establishing localized teams in core markets and delegating decision-making authority. It helps enterprises deeply integrate into target markets, increasing international success rates.

25. Global Resource Allocation: In Stage 3.0 of Global Corporate Expansion, refers to enterprises optimizing global resources and exporting brands. Through cultural empowerment and strategic positioning, it establishes a global brand image.

26. Family Governance: In Stage 3.0 of Family Enterprise Development, refers to achieving dual inheritance of material and spiritual wealth through a "Family Constitution" and family trusts. It ensures the long-term stability and value continuity of the family business.

27. Spiritual Inheritance: In Stage 3.0 of Family Enterprise Development, refers to the transmission of family values and culture. Through family activities and educational planning, it lays the cultural foundation for perpetual operation.

28. New Benefit Humanistic Management Science: A theoretical guidance system using Innovation, Profitability, Public Good as the ultimate criteria for strategic decision-making. It pushes enterprises to pursue the positioning of a "Small, Premium, World-Class Enterprise," achieving the unity of ethics and business.

29. 315 Logic Decision-Making Tool: A decision-making tool requiring managers to complete an analysis in five key paragraphs on one page within 3 minutes. It enhances meeting efficiency and decision quality, forcing structured thinking.

30. 142 Self-Driven System: A management system covering 142 management thought nodes, helping enterprises build an adaptive operational system. It ensures the execution of ideas, improving organizational agility and strategic execution.

Attachment 4: 30 Cases from the Bright Spot Case Library

1.  Chinese Goddess: Chongqing Haixin Shipping asked me to name a luxury cruise ship. The trademark name I gave is "Chinese Goddess." Think internationally first—America's Statue of Liberty + China's Wushan Goddess! I proposed three names: Chinese Goddess Cruise Ship (Mother) + Loyal Captain Hotpot (Father) + Cold Water Ski Resort (Snow White, Daughter).

2.  3.15% Company: This is a concept I proposed: each enterprise allocates 3.15% of its profits to public good. We can establish such a public welfare fund because 12% of profits allocated to public good are tax-free. This 3.15 Foundation primarily addresses the digital divide. In the future, the difference between people will be the difference in digital level.

3.  315 Logic: Long ago, I realized I had a knack for writing. It wasn't until I discovered The Minto Pyramid Principle by Barbara Minto, the mother of the world's greatest consulting firm McKinsey, that I stood on the shoulders of a global giant and surpassed Minto, originating the 315 Logic. My point of self-reflection: Lack of success in life is due to starting from too low a point.

4.  Bodao Sci-Tech City: This is something I've always wanted to do. There are too many arbitrage-seeking entrepreneurs nowadays; I want to seriously build a few digital enterprises. Groundbreaking ceremonies for investment attraction everywhere often involve hundreds of billions, but it's often self-deception. My self-reflection: Don't local governments really know about enterprises lacking scientific and technological content?

5.  Chaotianmen: I was lecturing for the Peking University EMBA Chongqing class. A student asked about trademark registration. I said "Chaotianmen" could be registered, so he actually registered the Chaotianmen paint trademark. My self-reflection: Chaotianmen is famous, but the key is, can our rural revitalization paint using this name go beyond Chongqing to the whole country?

6.  Innovation Revenue Table: I consulted for the Guanghaida Group for 15 years. The Group's General Office operates on a "Three Carriages" model: Daily Number Chasing Group, Weekly General Office Meeting, Monthly Customer Day. The key point: The weekly executive meeting uses three tables: Performance Report Table, Innovation Revenue Table, Supervision Table. The Innovation Revenue Table tracks revenue from new sources. Company meetings primarily discuss how to achieve the New Benefit.

7.  Village Affairs Consultation: I piloted this in Guangdong, gathering successful individuals from a village to form a Village Affairs Consultation Committee to give back to their hometown. It had some effect. Over the years, I have never encouraged anyone to make money in the countryside because rural areas have no money. My self-reflection: The only way for rural areas to achieve industrialization and urbanization is systemic reform.

8.  Animal Farm: After reading the American book Animal Farm, I registered the title as a trademark for meat products in Hengyang, Hunan. Later, the slaughterhouse was controlled by organized crime, and the leader was sentenced to death. Fortunately, the investor was unharmed. My self-reflection: Could the story of Animal Farm also play out in real life?

9.  Shared Holon: China's southern farmland and the Inner Asian grasslands often warred, forced apart by the Great Wall, but continued fighting afterward. The final outcome was Shared Holon. My self-reflection: People with management ability but no money must cooperate with people with money but no management ability. Shared Holon: I provide the business, you provide the capital!

10. Haohong Logistics: Around 2001, a Yunnan entrepreneur had a steel market and a plot of land for a large truck parking lot, needing a name. I suggested registering a logistics company trademark using his son and daughter's names. My self-reflection: He is now the local logistics leader, but I didn't receive much payment.

11. Huaxia Jia'an, Drip Water不漏 (No Leakage): This is a small micro-enterprise doing building waterproofing and leak repair. I had them register the trademark "Huaxia Jia'an, Drip Water不漏." Wherever they work, they plant this flag, with very good results. My self-reflection: I forgot to tell many Bright Spot students to register service trademarks.

12. Nine-Grid Incubator: I discussed the Nine-Grid Incubator in Chengdu and Chongqing. Layout: Business Association + Main Company + Foundation; Mediation Office + Roadshow Hall + Coffee Bar; Incubator + Business School + Metaverse. My self-reflection: This incubator excludes arbitrage-seeking entrepreneurs, only welcoming digital tech entrepreneurs and metaverse humanities entrepreneurs.

13. Beauty Circle Academy: Created from nothing! I had Chongqing's Li Feng and her husband Li Xiaosong register a company "Feng Ru Song" using their names and trademark "Beauty Circle Academy." They held large study tour and investment promotion events on Three Gorges cruise ships and in Dunhuang. Chinese Beauty Circle, Well-Proportioned Chinese; Beauty Circle Academy, Serving the Beauties!

14. Nobel Laureates Beijing Forum: A brand I originally策划 planned in 2005. It was held annually, then biennially, and paused during the pandemic. This once became Beijing's top academic名片 business card, but upon self-reflection, I feel: Every city needs an academic名片, but this forum was somewhat overly abstract.

15. Entrepreneurs University: In 2003, I策划 planned a "Mundell International Entrepreneurs University" named after Nobel Economics Laureate Robert Mundell. It had a license but never performed well, changing owners multiple times. My self-reflection: Running any school still requires experts and professors; entrepreneurs cannot run schools.

16. Three GONGs Six Institutes: Consulting in Bijie, Guizhou, I策划 planned the "Three GONGs": Transform a palace into an Entrepreneurs College, transform the Axilixi (Yi language: We are friends) grassland into a Managers Park, transform Bijie's local products into a Management Workers Factory. This plan was highly recognized by senior local leadership and is currently being promoted.

17. Chamber of Commerce Presidents Forum: I also wanted to be a Chairman, a Forum Chairman. So I found Li Junru, Chairman of Qinshan, Guangxi, and created a "Chamber of Commerce Presidents Lingshan Forum," serving as the Founding Chairman. Hosted by the Peking University School of Economics and the Lingshan County People's Government, with government ministers participating, and even Jia Kang, a lecturer for CPC Politburo collective study sessions.

18. Business Academy: In 1997, our car broke down at the Dajue Temple in the Western Hills, Beijing. We slept in the dilapidated temple accompanied by many fireflies and then conceived the idea of developing old temples. I trademarked the name "Business Academy." My self-reflection: I have promoted too little the idea of utilizing available heritage sites to open Business Academies.

19. Ecological Restoration Research Group: I had Jiao Zong from the listed company Senyuanda create the "China Ecological Restoration Research Group." Vision: Ecological China, Restoring the World! Many things are hard to operate at the company level, so we use the research group level to create. Specifically: one WeChat public account, one monthly Ecological Restoration Tea Forum, one quarterly seminar, one annual forum.

20. Five HONG Characters: A Chairman from Qingdao asked me for consulting on self-introduction. My answer was: Our company is called Hongni, with the character Hong (红) in the trademark; my name is Che Yunhong, also with the character Hong (宏, homophone) in my name; today I toast everyone with red wine (红酒), wishing you to become an internet celebrity (网红) and your company's business to be booming (红红火火)!

21. Sun Island Quality Care: There is a 5A scenic spot in Harbin called Sun Island. A student, Su Yingying, does home-based elderly care there and asked me to name it. I said just call it "Sun Island." So she registered the Sun Island Quality Care trademark. Bathing for the disabled elderly, opening "Elderly Academy." The road ahead for home-based elderly care is long and challenging, keep striving!

22. External Brain Think Tank: In 1997, when the internet first came to China, I proposed establishing a global Chinese knowledge network and registered the domain www.wainao.com. Until now, such a valuable "wainao" domain hasn't realized its value. Upon self-reflection, I believe: Many things should be donated无偿 for free, otherwise they rot in the drawer.

23. First There Was Egg: A Beijing Bright Spot student produces Chinese herbal additives that can replace antibiotics. We first experimented with raising chickens. The trademark I gave the eggs is "First There Was Egg." "Egg" couldn't be registered, so we registered "First There Was" and drew an egg next to it. My self-reflection: There are always ways to register a desired trademark; if all else fails, register a paper-cut design.

24. Enjoyment in Aging World: This is a registered trademark I gave to a built elderly care base in Qingdao. My slogan: "Enjoyment in Aging Industry, Aging Care Cause." Elderly care is a social enterprise and should not form an industry. We also built a geriatric hospital. Upon self-reflection, I feel: There are problems with private enterprises doing elderly care—it's a state of lingering.

25. New Benefit: This is my idea. Innovation, Profitability, Public Good. This idea originates from the "三联" (SDX Joint Publishing): Reading, Life, New Knowledge. Recently, I saw Peking University's Professor Zhang Weiying and entrepreneur Huang Nubo started a "Xinzhuang Classroom" in Shaanxi. I am also self-reflecting: How can I find an entrepreneur to jointly run a "New Benefit" academy with me?

26. Learning Valley: This is my own registered trademark, held for over ten years, unused. This "Valley" is not just Silicon Valley but also means "seed." I hope we can become like those places in Northern Europe where you find spots to sunbathe, drink coffee, and read every few steps. Now I need to self-reflect: The streets are full of foot massage shops every few steps.

27. Friend of One Shen (Ginseng/Sea Cucumber): A soldier from Qingdao treated people exceptionally well. I, being enthusiastic, had him register a sea cucumber trademark "Friend of One Shen." But the marketing effect was poor. My self-reflection: Too literary ideas require very culturally creative executors. If anyone wants to do high-end sea cucumber products, we can transfer this trademark.

28. Mobile Garden: When you enter Beijing Capital International Airport, the flower beds everyone sees are all my trademark "Mobile Garden." Previously, Peking University's Professor He Wenyi proposed the per capita sports area in advanced office buildings. Upon self-reflection, I believe we should also establish a standard: indoor per capita green plant area or number of flowers.

29. China Bright Spot: In 1999, the Red Cross, Patriotism, Charity, Youth Volunteer books I published used the "China Bright Spot Series." Actually, the original intention of China Bright Spot was to "leave an intellectual legacy for everyone." My self-reflection: I should have published a sample earlier: 10 articles each for government, enterprise, and the third sector, each 3000 words.

30. Zhu Jianqiang (Strong Pig): During the 2008 Wenchuan earthquake, a pig survived strongly and didn't die, the media called it Zhu Jianqiang. I registered "Zhu Jianqiang." However, this pig passed away after living for 12 years. I am still self-reflecting: Should I keep this timely trademark or not? Be more careful with future trademarks.

Attachment 5: 30 Ideas for Implementing New Benefit

Core Mindset Shifts:

1.  Idea: The standard of enterprise success shifts from "Scale and Profit" to "Recognition by Global Stakeholders."

Implementation: Introduce a "Stakeholder Satisfaction" assessment dimension in the next quarterly strategy meeting to re-examine corporate strategy. Establish a quantifiable "Recognition" indicator for employees, customers, suppliers, and the community respectively (e.g., employee engagement, customer NPS, number of supplier collaborative innovation projects, community service hours).

2.  Idea: "Achieving self-interest through benefiting others" is the commercial wisdom of the new era.

Implementation: Select a core company business and attempt to design a new "Public Good + Profitability" project. For example, can an education company provide free training for rural teachers (Public Good) while developing paid course products derived from it (Profitability)?

3.  Idea: Pursue becoming a "Small, Premium, World-Class Enterprise," not blindly seeking size, but achieving excellence in a specific field.

Implementation: Reposition the company's core capabilities, find a "spearhead point" that can achieve global leadership. Concentrate 80% of R&D resources on this point, aiming to become a top 3 global solution provider in this niche within 3 years.

I. Rural Revitalization (From Cost Center to Value Center)

4.  Idea: Rural revitalization is an opportunity to build "social capital" and discover new growth points.

Implementation: Direct our company's annual employee welfare procurement to sign a 2-year cooperation agreement with a village possessing distinctive agricultural products, establishing a "Company + Village" direct procurement model.

5.  Idea: The core of industrial empowerment is "brand co-creation" and "market-oriented empowerment."

Implementation: Dispatch volunteer teams from the company's marketing or design department to provide packaging design, brand storytelling, and e-commerce launch guidance for the cooperative village's products, and open a "Rural Revitalization Selections" column on the company website.

6.  Idea: The highest level is creating a "Rural Complex" or "Bright Spot Learning Valley," serving as the enterprise's "Living Lab."

Implementation: Launch a "Rural Future Lab" plan, negotiate with local government to lease or cooperatively manage a small plot of land for testing the company's smart agricultural equipment or serving as a strategic retreat site for the executive team.

II. Technological Innovation (From Tool Application to Ecosystem Layout)

7.  Idea: Digitalization is not an option, but a "survival certificate."

Implementation: Immediately initiate a "100% Online Core Business Processes" project, relentlessly focus on data integration of OA, ERP, CRM systems, setting a goal to achieve full-process data dashboards within 6 months.

8.  Idea: Product intelligence is key to building differentiated competitive advantage.

Implementation: Add sensors and data interfaces to our core products, developing an AI-based "Predictive Maintenance" or "Efficiency Optimization" value-added service module as a new revenue point.

9.  Idea: Layout the "second curve" by establishing an innovation fund or CVC (Corporate Venture Capital).

Implementation: Allocate 3% from annual profits (echoing the "3.15%" concept) to form an internal innovation seed fund, encouraging employees to submit disruptive business ideas and investing in tech startups upstream and downstream the industrial chain.

III. Green Development (From Cost Saving to Value Creation)

10. Idea: Green development is the "new common language" of international competition.

Implementation: Complete LED lighting retrofits for all factory areas and intelligent monitoring of major energy-consuming equipment within the year, calculate the ROI, and announce the "cost reduction and efficiency increase" results to all employees.

11. Idea: Green management should extend to the entire supply chain.

Implementation: Revise the "Supplier Code of Conduct," incorporate ESG performance into the annual review system, and require the Top 10 suppliers to disclose carbon footprint data within the next year.

12. Idea: Transitioning from a linear economy to a circular economy is the model for building ultimate competitiveness.

Implementation: Initiate a feasibility study for product "Recycling & Remanufacturing," design a commercial closed-loop for product trade-ins, and publish the first third-party verified ESG report next year.

IV. Global Corporate Expansion (From Selling Goods Mindset to Brand Rooting)

13. Idea: The first step in global expansion is low-cost "market testing."

Implementation: Identify a target country, conduct small-batch testing via Amazon, and definitely plan to attend one top industry exhibition in that country next year to gather first-hand intelligence.

14. Idea: Localization is the core of successful expansion,关键在于 with the key being "delegation of decision-making authority."

Implementation: After setting up an office in a verified overseas market, boldly appoint local employees as responsible persons, granting them sufficient decision-making power in marketing, customer service, and local PR.

15. Idea: The highest stage is "global resource allocation" and "brand culture export."

Implementation: Research the possibility of establishing a regional after-sales service center in the target market or cooperating with local R&D institutions. Begin translating the company's corporate culture manual into the local language, considering how to integrate into the local community.

V. Family Enterprise Development (From Wealth Inheritance to Spiritual Perpetuity)

16. Idea: Family is the "stable ballast" of the enterprise ship.

Implementation: Establish a monthly family meeting system to discuss major family matters with spouse and adult children, and develop a comprehensive health checkup and emergency medical plan for both sides' parents.

17. Idea: Family development requires "professional planning."

Implementation: Hire an independent family financial planner and an education consultant to formulate a 5-year plan for family asset preservation/appreciation and children's educational paths, respectively.

18. Idea: Achieve "dual inheritance of spirit and material" through a "Family Constitution" and family trust.

Implementation: Initiate the drafting of the "Family Constitution," clarifying the family vision, values, and business succession principles. Consult professional institutions to establish a family trust for asset isolation and smooth succession.

VI. Management Empowerment (From Empiricism to Systematic Methodology)

19. Idea: Use the three "New Benefit" dimensions (Innovation, Profitability, Public Good) as the ultimate measure for major decisions.

Implementation: Create a "New Benefit Decision Card." During executive meetings discussing major projects, mandate that the proposer explains the project's value from these three dimensions; otherwise, it will not be discussed.

20. Idea: Apply "315 Logic" to improve decision-making efficiency.

Implementation: Mandate the "315 Logic" writing method for all management. Require all project proposals, problem analyses, and weekly reports to follow the "3 minutes, 1 page, 5 paragraphs" format, forcing structured thinking.

21. Idea: Construct the "142" Self-Driven Management System.

Implementation: Organize core management to study the "142" system. Select a pilot department (e.g., sales or R&D) and integrate its management thought nodes (e.g., daily number chasing, weekly review, customer day) into the department's daily operations.

22. Idea: Establish the "New Benefit Academy" as an internal learning vehicle.

Implementation: Upgrade the company's training department to the "New Benefit Academy." Invite one internal or external expert quarterly for in-depth discussion on a topic related to Innovation, Profitability, or Public Good.

23. Idea: Utilize the "Bright Spot Learning Valley" for strategic retreats.

Implementation: Schedule the next company annual strategy meeting at the rural "Bright Spot Learning Valley." Allow the team to contemplate the company's ultimate goals and "New Benefit" path in a natural environment, detached from daily tasks.

VII. Specific Tools & Case Inspiration

24. Idea: The "Innovation Revenue Table" focuses on "revenue from innovation."

Implementation: Reform the existing weekly meeting report system. Beyond traditional financial data, add an "Innovation Revenue Table" specifically tracking revenue and profit contributions from new products, new services, and new models.

25. Idea: The "3.15% Company" concept, using part of profits to address the "digital divide."

Implementation: Set up a "3.15% Digital Public Good Fund" within the company, specifically for funding employee digital skills training or donating digital education equipment to schools in partner villages.

26. Idea: The "Village Affairs Consultation" mechanism builds channels for giving back to hometowns.

Implementation: Encourage and support key employees to form "Village Affairs Consultation Committees" in their hometowns. The company can provide initial resources and intellectual support, extending this as a form of corporate public good.

27. Idea: The "Beauty Circle Academy" study tour and investment promotion model.

Implementation: Draw on this idea to create an "XXX (Industry) Elite Club" for the company's high-end clients. Conduct deep customer relationship maintenance and brand penetration through high-quality study tours and forums.

28. Idea: The "Chamber of Commerce Presidents Forum" creates a resource integration platform.

Implementation: Proactively unite enterprises in the same industry or industrial chain within the region to initiate an "XX Industry Presidents Fellowship," regularly exchanging ideas, tackling challenges together, and seeking cooperation opportunities.

29. Idea: The "Chinese Goddess" international naming logic.

Implementation: When naming new products or brands, form a cross-cultural team to assess the name's cultural meaning and acceptability in major global markets, ensuring it possesses international genes.

30. Idea: "Bodao Sci-Tech City" focuses on enterprises with "scientific and technological content."

Implementation: Co-build a "Joint Laboratory" with local universities or research institutes. Even if small-scale, implement "collaborative R&D" substantively, clearly defining intellectual property ownership and conversion paths.

Summary:

Mr. Luo's course is less a set of theories and more an "action philosophy." As a middle-aged entrepreneur, I deeply feel the urgency of time, but direction is more important than speed. I will start immediately with the easiest Version 1.0 actions among these 30 implementation points, such as reforming weekly meeting reports, establishing family meetings, and signing rural procurement agreements. Simultaneously, I will enforce "315 Logic" and the "New Benefit Decision Card" as iron management laws. Through this approach of "small steps, quick iterations, and staged ascent," I will lead the enterprise through the fog towards a truly respectable world-class path that achieves its own value by contributing to social progress.