Death-defying.
He even took a twenty percent dividend in the later stage, to compensate for those loss-making projects.
Even though his project only supported internal employees, these employees had to be exceptionally well-performing at the storefronts.
The success rate was at most thirty percent.
A large majority would still fail and return, after Chen Pingsheng initiated an internal summary and discussion.
The reasons for success boiled down to two points, the entrepreneur in the beginning had to be exceptionally hardworking, doing everything himself.
And he had to persist, with quite a decent ability to withstand pressure.
Meeting these few criteria, they could basically achieve modest success.
As for failure, that was also quite straightforward.
Hiring a few employees and sitting back, intent on being the boss, expecting others to do everything.
Once business turned bad, they began to give up on themselves.
