Have the "One-Visit" and "One-Stop" initiatives, as well as the "Nearest Location" policy, been fully implemented?

Have we truly implemented the “concierge-style” service as a standard practice to attract businesses?

Of course, our word alone isn’t enough. After all, to know if the water is good, you have to ask the fish.

And so we have “standing” self-criticism sessions, “complaint-driven” forums, and “public” whistleblower offices… When discussing the “business environment” while sitting down, it certainly doesn’t “hurt the back.”

But for businesses, there are endless phone calls to make, endless official seals to stamp, endless legwork to do, and endless persuasion to engage in—that is the “real pain.”

It must be said that when local governments compete for resources, vie for projects, and attract talent, the business environment is their “greatest demonstration of sincerity.” Thinking must be clear, and action must be decisive. Doing small things well is a big deal—this is an unchanging truth.

Self-Reform: Who Has Achieved It?

When assessing a region’s business environment, people typically browse the interactive sections of official websites or read media reports—public opinion serves as a crucial barometer.

If these spaces are filled with criticism and complaints, it indicates that the region is providing “unvarnished” service to businesses. Conversely, if they are filled with nothing but praise and adulation, this should prompt reflection. Even if a business environment appears “flawless,” there is always room for improvement.

A good business environment fosters the survival and growth of enterprises. A poor business environment, however, stifles their development.

To put it bluntly, paying attention to the public opinion landscape and heeding the voices of businesses is all about sparing them unnecessary headaches.

Recently, a district in Inner Mongolia made headlines for setting up a “self-criticism podium.” Undoubtedly, anyone standing there to speak had been singled out for criticism.

This bold move causes faces to flush and backs to break out in a sweat. Of course, the goal isn’t to embarrass anyone, but to shift mindsets and provide tailored services to each enterprise. Ultimately, it’s about turning words into action and letting results speak for themselves.

As they say, where there’s one, there’s bound to be another. Ezhou launched “roundtable discussions” where participants avoid empty rhetoric and scripted speeches, getting straight to the point. The focus is on addressing entrepreneurs’ grievances and encouraging businesses to “voice their complaints.”

Put simply, the meetings are about solving problems—no formalities, just results. After five sessions of these “sincerity forums,” businesses have been voicing fewer complaints.

It’s clear that these initiatives have only one goal: businesses raise concerns, and the government resolves them.

If we merely sit in a conference room discussing “business environment,” no one will actually “feel the pain.” On the contrary, businesses running back and forth just to get something done—that is the “real pain.”

Without a self-revolution in the business environment, the inevitable consequences will be economic stagnation, missed development opportunities, and structural imbalances.

Benchmarking Against Exemplars: Who Has Taken Notice?

Ever since Zhejiang launched its “Run at Most Once” initiative, a “wave of efficiency” has swept across the nation, featuring integrated licensing and permit processing, one-stop service windows, and contactless approvals.

Indeed, the power of role models is boundless. Following in Zhejiang’s footsteps, various regions have rolled out their own versions of “Run at Most Once.” While complaints about “window dressing” and “gimmicks” have dwindled, this has fostered a scene where “one blueprint is carried through to the end, and each administration builds upon the last.”

If attracting investment were a competition, the government would be the referee, and businesses would be the athletes. As competitors on the field, we need the referee to establish clear rules that are both transparent and impartial.

I happened to take a look at the Weifang government’s official website and felt that the quality of the website surpasses the level of the city’s development.

Why do I say that?

The essence of a government website is an online government, embodying “Internet Plus” government services. Weifang has achieved this by placing businesses and citizens at the center of its website design and content. The entire site is clear and concise, with business services presented intuitively and processes designed for efficiency. The convenience of mini-programs is also evident: scanning the QR code reveals policies that are immediately clear and accessible.

Source: Weifang Municipal People’s Government Official Website

This truly treats businesses as the central focus, adopting an empathetic approach that saves businesses time and effort in finding the services they need.

The quality of a webpage’s design reflects the differences in service philosophy and standards.

If local authorities do not understand businesses or the struggles of entrepreneurs, who would be willing to set up shop there?

Not long ago, I had the privilege of meeting an entrepreneur who was optimistic about the development of central and western China and planned to invest in building a factory in Hunan.

Suddenly, he mentioned that when he opened the Hunan government website, he thought he had landed on the wrong page. At a glance, it seemed to be all about opening a business or obtaining permits, with the processing times listed right there for each item.

This is indeed the case. Hunan is responding to the shift from “at most one visit” to “no visits required.” This entrepreneur noticed the 12366 hotline and, after consulting about investment matters at different times, discovered that it operates 24/7 to address businesses’ urgent needs and concerns.

Source: Hunan Provincial People’s Government Official Website

Spot-on: Who’s Taking Charge?

Having said all this, the “Run at Most Once” initiative has already been implemented so effectively.

However, I’d like to “pour a little cold water” on the situation, and this stems from a small incident.

By chance, I came across a post by a college student in a local community forum.

The gist of it was that the student lives in a suburban area of the Yangtze River Delta and must undergo a 14-day quarantine upon returning home for the Spring Festival. With only seven days of national statutory holidays, this is truly unreasonable. The student pointed out that travel within the Yangtze River Delta region is entirely managed through the "One Code Pass" system, and even for longer distances, a 48-hour negative PCR test is sufficient. Yet, faced with the local authorities’ increasingly stringent requirements, is it really that difficult to return home?

Of course, the local authorities responded immediately: The gist of the reply was: “Thank you for your feedback; your suggestions are a great support for our epidemic prevention efforts. We must stand shoulder to shoulder and work together in unity. We hope for your understanding during these extraordinary times and wish you good health.”

I imagine the student could only offer a wry smile after reading this. Clearly, this reply is a standard template. Yet behind it lies a mirror reflecting the business environment.

This mirror truly reveals the local government’s true colors—whether it’s a green code, a yellow code, or a red code—it’s plain to see. That’s why employment opportunities, industrial development, and corporate investment only reveal their true prospects when things are at their most difficult.

The Details Reveal the Big Picture

To elevate the business environment, one must pay close attention to the details.

I’ve heard that when the Jinyun government hosted Zhejiang businesspeople during the winter, each seat was equipped with a warm bag containing a few Jinyun pastries, protective items like masks and wet wipes, and a tour handbook.

What was most touching was that Jinyun Yellow Tea was served in thermoses. When businesses held them in their hands, their hands were warmed; when they sipped the tea, their hearts were warmed.

If a place doesn’t treat people well while “courting” them, it’s even harder to expect anything after they’ve “joined the family.”

Source: Jinyun Release

When it comes to the business environment, some places still cling to their own ways—insular and closed-off—daring neither to imagine nor to act. But to transform a place, one must “take a bath”: discard all the old pots and pans, and implement and execute changes step by step—from mindset to methodology, from concepts to actions.

In light of actual investment promotion work, there are several issues currently plaguing the “Run Only Once” initiative:

Lack of Effective Collaboration

Take the process of applying for policies, for example. To apply for 10 preferential policies, one must prepare 10 sets of largely similar materials. How many trips does that amount to?

This reflects a failure to establish information sharing between departments. Only when data travels more can businesses and citizens travel less.

Over-reliance on the Internet

Online services are indeed convenient, but not every matter requires a formal online process. For certain matters within the same administrative system, a simple phone call could facilitate approval by the next person in the chain, rather than leaving applicants to wait idly.

If this continues—with every step strictly requiring online applications—it will undoubtedly create yet another roadblock.

Policies Must Be Practical

The "Run Once at Most" initiative should not require a guide; to achieve perfection, it is crucial that the operational methods are highly practical, realistic, and unambiguous.

Anything ambiguous or poorly explained will only cause headaches for both applicants and approvers. All operational procedures and workflows must be based on thorough grassroots research, fully considering the difficulties and pain points, so that solutions can be tailored to address the specific issues.

Conclusion

No matter how capable an individual may be, they are ultimately a lone warrior. To improve a region’s business environment, we need a team that is capable, dedicated, and united—and ultimately, the approach must be people-centered.