How far is it from "caring" to "caring"

How far is it from caring to caring? From "visible" to "invisible" is the farthest distance. What you see with your eyes is called care, and what you see with your heart is called care.

Concern is one-sided, and the other party doesn't know it. Nursing is paid. How far it is depends on whether you can take that step.

What's the difference between caring and caring? Care generally refers to things.

And care generally refers to people.

synonym

Attention: used in spoken language and general occasions.

Care: Used in written language and in more formal situations.

Care: Things can be used on people and things. People, peers will do.

Nursing: Generally, it is only used on people. Up and down is fine.

How far is it from "taking pictures" to "taking pictures"? "Take a photo" = You can take a photo by pressing the shutter, so everyone can take a photo.

Photography' = photography needs a work, not as simple as pressing the shutter to' take a photo';

1- Skilled control devices are needed-The instruction manual is the best teacher, and countless times of study, according to personal conditions, the time is difficult to estimate.

2- Artistic conception and composition need personal talent and apprentices (the best teacher is online photography knowledge)+more diligent study+more actual combat+more photos of others. You can't learn this in a day and a half. This is a process, and you will find yourself making progress day by day.

3- Learning experience: Learn to surf the Internet quickly and search for the' words' of your questions, such as exposure, Adams, exposure to the right, focusing, metering point, AF-C, which can't be learned in a day and a half. This is a process, and you will find yourself making progress day by day.

Four.

How far is it from "learning tyrants" to "learning gods"? Being a tyrant is good, and now it has good results. Good grades are learning from the gods.

Why should we care how far Wei Wang is from the "richest man"? Wei Wang, a lone ranger, is only a stone's throw away from the richest man in the mainland. On February 28th, SF Holdings went up again, boosting Wang Wei's worth beyond Ma He. If SF Holdings continues to pull the daily limit this week, then this week Wang Wei will leave Ma Yun, Li Ka-shing and Wang Jianlin behind and officially become the richest man in China.

It is true that Wei Wang has been frequently screened on the Internet recently, and countless netizens expect Wei Wang to become the so-called richest man. This is full of rationality and inevitability from both psychology and communication.

I didn't go to college, engaged in the seemingly simple express delivery industry, and kept a low profile before listing. All these give the general public, especially young people the following psychological expectations: as long as I work hard, I can still make a name for myself even if I don't have academic qualifications and expertise.

This inspirational effect is of positive significance. At a time when entrepreneurship must be called "Internet and artificial intelligence", Wei Wang is regarded as an inspirational idol by the general public. It should be said that this not only injected positive energy into countless ordinary young people, but also indirectly gave traditional entrepreneurs confidence in the real economy.

However, public opinion is too concerned about how far Wei Wang is from the richest man. In fact, it will not only have a negative impact on social psychology, but also what Wang Wei himself does not want to see.

First of all, the current public opinion's tracking calculation of Wang Wei's worth is essentially book wealth that cannot be realized in a short period of time, because as the controlling shareholder, Wang Wei's SF Holdings has a lock-up period of up to 36 months, and the stock market will always rise and fall. After the continuous daily limit, it may continue to fall in the future.

In fact, the continuous daily limit of SF's backdoor listing is mainly related to the speculative effect of chasing the wind in the A-share market to a certain extent, because from the perspective of P/E ratio and industry growth prospects, SF's current share price is obviously overvalued. The short-term overvaluation of the stock price may be beneficial to other non-controlling shareholders. Their lock-up period is only 12 months, which may also be beneficial to some arbitrage institutions that follow the trend of speculation, because although SF's total market value is large, there are few tradable shares (accounting for less than 3.2%), which is not impossible for some speculative arbitrage institutions with abundant funds to intermittently pull a few daily limit boards in the short term.

Wei Wang is extremely unwilling to be crowned the richest man through stock price speculation. First of all, for the controlling shareholder, it is obviously not worth the loss, and there is no cash-out opportunity in the short term, but it will bear the pressure of falling stock prices in the medium and long term; Moreover, based on the pragmatic initial intention of entrepreneurs in the real economy, Wei Wang should not want to put the crown of the richest man on his head. After all, the profits of the express delivery industry are squeezed out, and every penny is hard to come by. What's more, under the information logistics platform where "four links and one reach" have been listed one after another and gathered in the rookie network, Wang Wei, as the head of SF Express, is already under great pressure. What leisure does he have to enjoy the "virtual" richest man * * *-in fact, if it weren't for the industry pressure released by the listing of "four links and one access" in the past two years, Wei Wang, who has always claimed that he would not go public, might.

With the rapid iteration of technology and business model, not to mention SF Express, which lags behind the traditional express delivery industry, even excellent enterprises with strong industrial moats, such as Huawei, Ali and Tencent, have no chance to breathe at all-only by persisting in innovation and constantly optimizing the organizational system can they not be subverted by the trend of the times.

At present, even if Wei Wang can be crowned as the richest man, it can't solve the two major business pain points that have been pressing on her mind: one is the difficulty in increasing the profit of the main business, and the other is the difficulty in transforming the traditional business model. Although the "Performance Express" recently released by SF Holdings shows that both revenue and net profit increased significantly in fiscal year 20 16, the actual net profit after deducting non-recurring gains and losses was only 2.643 billion yuan-and if it was not for the historically rare low oil price of 20 16 (near 10), SF's net profit might be further discounted. As for SF Express, which has been planning to upgrade its business, it takes the reverse route of Ali and JD.COM. COM), these years have been bad years. Its e-commerce business not only continued to have no obvious improvement, but also the overall loss continued to expand, so it had to be stripped from the listed company sector.

There is no passion in the public mood, so it is difficult to understand Wang Wei's worries. The so-called "richest man" promoted by several daily limit boards in the short term is actually not what Wei Wang wants now. In the final analysis, what the capital market exudes is only a temporary illusion, and whether the "richest man" can sit still or not is always a strategic choice at the enterprise level, the determination needed to make a shot, and the endurance needed to run a marathon.

How far is the "sky-high bride price" from the "zero bride price"? Everyone has different views on the bride price.

So how far is the sky-high price from zero?

Is the distance of love.

The sky-high price shows that love is far away.

Zero means a lot of love.

How far is the road from "information" to "wisdom" As a modern enterprise manager, there are countless questions, reports, proposals and suggestions. Audit and decision-making are needed every day. For example, the company's income has increased but its profit has decreased. What's the problem? Should I consider streamlining the organization and reducing the budget? The products can't be delivered on time, and my sales, logistics and production teams complain to each other. Who is in charge? Do I need to invest more in product lines/regions/channels? What is its contribution to the profitability of our company? If we raise product prices or change product mix, what impact will it have on our business? What are the customers' consumption habits? What kind of products or services do they need? Is the company's capital chain safe? What is the bad debt risk of accounts receivable? And so on ... We find that many managers of enterprises are facing great challenges in the process of making decisions on the above issues, that is, they lack effective data analysis to support them to make rational judgments.

We believe that data is ubiquitous in enterprise operation, from strategy formulation to target decomposition, from operation execution to performance monitoring, data almost runs through the whole life chain of enterprise management. With the development of the times, the management of modern enterprises has got rid of the backward practice of judging by experience and intuition. Business operators and managers rely more and more on modern information technology and analytical means to find problems in business management, tap the potential of enterprises, and form effective decision support and sustainable competitive advantage. In fact, modern enterprises are not short of data, especially with the advent of the "big data era", the continuous development of information technology provides strong support for scientific analysis and decision-making of enterprises. Although most enterprises can't reach the standard of "big data", it is enough for daily decision analysis. Then, how to effectively combine information, how to use information to provide managers with wisdom and insight, and then create value and wealth for the company, this is a problem that every enterprise should think about. It can be said that whoever can use information more effectively will win the market.

Starting from the value chain of data (Figure 1), we divide enterprise data into four levels from low to high. It can be seen that "data" is at the bottom of the whole value chain, such as sales volume, unit price, income and profit. After processing the "data" to a certain extent, we can get some effective "information", that is, the second level, such as enterprise key performance indicators (KPI) (asset-liability ratio, financial leverage, inventory turnover rate, average efficiency of personnel, etc.). ) and enterprise main risk indicators (KRI) (average collection period, employee turnover rate, etc.). ); Structured and targeted business scenario analysis of "information" constitutes enterprise's "knowledge", which is the third level, such as profitability analysis by product/region/channel, return on investment analysis, store benefit analysis, capacity analysis, supply chain efficiency analysis, etc. And "wisdom" is the ability of enterprises to use "knowledge" in order to achieve strategic goals, and it is the highest level of data value chain, such as forecasting future cash flow, statistical analysis of customer behavior, mining potential profit points, risk early warning, and economic downturn evaluation. This ability is comprehensive, including whether the enterprise database is huge and standardized, whether the enterprise information technology architecture is advanced and intelligent enough, and whether the enterprise has high-quality talents to do various statistical analysis.

How far is it from "ignorance period" to "maturity period"? People have different growth experiences, so only time will tell us. Only when you are mature will you know how long you have been ignorant now, and maybe you will never grow up.