在國內，創業是個永遠的話題，創新創業也好，二次創業也好，說到底，其實都是尋求生機，挖掘生存空間，創業等同於不讓自己失業，爭取改善自我經濟環境的同時給身邊一些親戚、朋友尋找一個就業機會，在繼續把事業做好了之後，給社會做出貢獻，擴大社會人士就業，這就是創新創業或者是“二次創業”，創業是一種在成長的過程中所表現出來的進步與求生行為。
創業成功與否直接影響人生，創業的成功比例一般都會比較低，道理很簡單：創業環境、時間背景、個人基礎條件等等決定了結果，故而，創業不易，這也是中國幾千年來一直都沒有改變過的現象，但一個很正面的現實：還是有很多人追求創業，在國內的商業數據中，國人幾乎是前赴後繼，從沒有停止過創業行動。不過，資料顯示：2016年的創業數量只有2015年的四分之一，這意味著，雖然參與創業人士繼續有來，但很明顯的已經進入冷靜期，看來創業的大好時機已經告一段落。
創業難，難於上青天！卻為何還有無數的創業者繼續路上？ 在中國：有這樣的創業者，他們創業是迫於無奈，是在生活中為了追求生存而做出的自然回應。數據顯示：普遍性的創業行為中，創業的成功率只有2-5%，可謂是一個很小的比例，而且，成功的定義還有不同。
今天，我與大家分享的“二次創業”故事是我經商生涯中比較典型的案例，它發生在世紀之交2000年前後，產品是近二十年來膾炙人口的鋰離子電池，針對這樣的企業轉型而出現的“二次創業”，個人覺得很有研究價值，故特別把該創業故事作為我的EMBA畢業論文真實案例，以此作為我獻給母校的畢業之作，希望我論文中的創業故事，可以為親愛的同學們在未來的企業轉型與“二次創業”路上，提供一些參考，這也是我寫此論文的重要目的。論文的研究中文名稱為：鋰離子電池的“二次創業”—以路華集團為例。論文的研究內容為：一個同樣的產品，在不一樣的時間背景、商業模式、團隊管理下，經營效果的截然不同。
文章引用本人下屬企業——路華集團，前後相隔7年的二個“二次創業”的案例做論述，論證以上見解與研究成果。
關鍵詞：企業轉型、實體經濟、鋰離子系列、二次創業、行業環境。

Entrepreneurship is a forever topic at home. When people mention entrepreneurs’ small and medium-sized innovative undertaking or the "second venture", there will be always things to talk about. Ultimately, either entrepreneurship or the second venture, it is all for more living opportunities. In brief, start a business can give you a job, give you a chance to improve the economic condition, at the same time give your relatives and friends more job opportunities. This is the second venture. In short, it is a kind of survival behavior shown in the process of growth.
The success of entrepreneurial ventures directly affects people's lives, and the rate will generally be lower. The reason is simple: the entrepreneurial environment, time background and personal basic conditions determine the outcome. Therefore, pioneering enterprise is not easy. This is also a phenomenon that has not changed in China for thousands of years. However, a very positive reality is that there are still a lot of people who are pursuing entrepreneurship. In the domestic business data, the people of the country have almost gone and have never stopped their entrepreneurial activities. However, the statistics show that the number of ventures in 2016 was only one-fourth of that in 2015, which means that although entrepreneurs continue to come in, it is clear that they have entered a cooling-off period, and it seems that the golden opportunity for entrepreneurship has come to an end.
Pioneering enterprise is extremely difficult, but why are there so many people going to follow? In China, there are such a group of entrepreneurs who are helpless and forced to start their own business and are just responding to the pursuit of survival in their lives.
Today, the “second venture” story I shared with you is one of the more typical examples of many enterprises in my business career during the transition or second venture. It happened around 2000, and the products have been popular for nearly two decades，lithium-ion digital battery of new energy series. For such a second venture, personally, I think it is of great research value, so I especially regard this business story as a real case of my unforgettable EMBA graduation thesis, as my thanks to his alma mater, I hope that the entrepreneurial story in my thesis can provide some help for the dear students in the future transformation of the enterprise and the "second entrepreneurial" road. This is also an important purpose of my paper.
The Chinese name of my paper is The second pioneering enterprise of lithium ion battery which takes ROOFER GROUP for example.
The research content of this paper is: under different time backgrounds, different business models, and different team management, an identical product has entirely different operating results.
The article cites the case of my subordinate enterprises, Roofer Group, discussed its’ two cases of the “second venture” separated by seven years before and after to demonstrate the above findings and research results.

Keywords: enterprise transformation, entity economy, lithium-ion, second venture, industry environment

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