富二代的财富够做任何事,但不够无所事事（Two generations of wealth enough to do anything, but not enough to do nothing）.docVIP

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富二代的财富够做任何事,但不够无所事事（Two generations of wealth enough to do anything, but not enough to do nothing）.doc

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富二代的财富够做任何事,但不够无所事事（Two generations of wealth enough to do anything, but not enough to do nothing）

富二代的财富够做任何事,但不够无所事事（Two generations of wealth enough to do anything, but not enough to do nothing） 2010-12-03 08:56:41 source: Southern Metropolis Daily (Shenzhen) keep abreast of 0 mobile phone stock Nandu Comics: Li Liang Heritage and successors: 3 million, the actual anxiety of private enterprises 4 Rich, but not three generations, this is the human history has repeatedly been mentioned as a wealth curse. Two rich generation succession, as the rise of a class, intergenerational transfer or change, is always accompanied by the first generation of entrepreneurs from ambition cuts or transformation, in this process, how to keep the enterprise evergreen, more meaningful. The ability and quality of the successor is related to the sustainable development of family business, and is the premise of evergreen industry and becoming a century old shop. Although there are different views on the training of the rich two generation entrepreneurs, it is undeniable that a wealthy group or class has formed. A healthy society, often have ethical support matching, worryingly, although today the rich groups have been formed, but with the support of a healthy and mature wealth ethics has not yet formed. For rich two generation entrepreneurs, golf, horseback riding, tea ceremony, etc. are not the focus; what really needs is peoples education. Breakthrough intergenerational locking National Association of industry and Commerce in 2009 prepared the Chinas private enterprise development report on the rich but three generations seems to have made evidence that China has more than 300 private enterprises, of which more than 90% are family enterprises. However, only 30% of the family business can continue to the second generation, and successfully inherited to the third generation accounted for only 10%-15%. Rich but three generations became the sword of Damours sword hanging on the head of family business. Intergenerational locking is one of the difficulties faced by family business inherit