English website pages are available. Books, papers and formal documents remain Chinese sources.
New financial education and management training
Focusing on capital, STO and stakeholder governance,
Combine course study, team discussion and practical training,
Receive the next step of the company.
Starting from enterprise issues, confirm the curriculum, format and training objectives.
Take away a common language and action script.
Understand the relationship between capital, market and governance
Identify conditions, selections and issues requiring verification
Organize classroom discussions into the starting point for the next stage of work
For enterprise leaders, management and core collaboration teams
Top ten course modules/Various teaching formats/Enterprise project training01 / Who is it suitable for?
Let team members with different responsibilities,
Learn and collaborate around the same enterprise problem.
Founder · Chairman · Management
Hope to understand the global capital market, listing and STO path, and allow the core team of the enterprise to discuss around the same set of conditions, goals and issues.
Industrial Group · Asset Side · Capital Team
Carry out training around enterprise development stages, asset base and capital tools, and clarify path dependencies, professional review and continuous operation requirements.
Advisers · Partners · Execution Teams
Understand platform responsibilities, governance rules and operating processes; communicate them accurately and clarify your own role and next step.
02 / Top ten course modules
Based on the curriculum system, combined according to enterprise needs.
Choose a topic to explore the learning focus and training direction.
Course Catalog 01 — 10
MODULE 01 / Course Topic
Discussion questions brought into the enterprise·Examples
Which changes are related to our enterprise, and which ones still need to be observed?
List of business opportunities and hypotheses to be tested
MODULE 02 / Course Topic
Discussion questions brought into the enterprise·Examples
Which level are we currently at, and what conditions are not yet met for the next step?
Enterprise stage and condition gap draft
MODULE 03 / Course Topic
Discussion questions brought into the enterprise·Examples
Does the US stock capital platform match our business and globalization goals?
Capital platform adaptation discussion paper
MODULE 04 / Course Topic
Discussion questions brought into the enterprise·Examples
If entering the capital market, what operating capabilities does the team need to continue to build?
Capital management tasks and responsibilities discussion paper
MODULE 05 / Course Topic
Discussion questions brought into the enterprise·Examples
Before discussing STO, what rights, rules and participants need to be clarified first?
STO prerequisites and draft matters to be confirmed
MODULE 06 / Course Topic
Discussion questions brought into the enterprise·Examples
How do we discuss liquidity issues with consistent metrics and data?
Liquidity indicators and problem analysis draft
MODULE 07 / Course Topic
Discussion questions brought into the enterprise·Examples
On what basis do we select assets, and what risks and integration conditions need to be checked?
Asset screening criteria and integration issues draft
MODULE 08 / Course Topic
Discussion questions brought into the enterprise·Examples
What are the responsibilities of the enterprise, the consultant and the platform respectively? What else needs to be confirmed before collaboration?
Draft of division of labor and coordination matters among participants
MODULE 09 / Course Topic
Discussion questions brought into the enterprise·Examples
Which contributions are worth recording, and who develops and reviews the rights and incentive rules?
Stakeholders and Governance Rules Discussion Paper
MODULE 10 / Course Topics
Discussion questions brought into the enterprise·Examples
Which conditions need further verification, and what preparations can be carried out first?
Track observation and action priority draft
The course topics are organized according to the "Ten Modular Systems of Training Courses"; the discussion questions and training directions are learning design examples, and the specific class hours, links and manuscripts are confirmed according to the teaching arrangement.
03 / How to learn
From topic explanations to corporate subject training,
The form serves the problem, and the teaching arrangement is confirmed with the enterprise.
Establish a common language
Conduct explanations, case discussions and corporate self-evaluations around selected topics to help teams located in different locations align their understanding.
Before you begin First confirm the company stage, training roles and issues that need to be discussed.
Focus on corporate issues
Combine the course framework with real enterprise situations, organize team judgments and matters to be verified through discussions, tool drills and action lists.
Before you begin First agree on the topic, data boundaries and the draft that needs to be formed.
From understanding to practice
Focus on account security, identity verification, platform linkage and related operating procedures, and understand the conditions of use, risk warnings and division of responsibilities.
Before you begin Arrange demonstrations or simulation exercises based on platform and license.
Continuous thematic learning
For enterprise leaders, organize ongoing study around capital markets, entrepreneurship and capitalization, connecting strategic understanding with everyday management discussions.
Before you begin The specific class opening, teachers and course arrangements shall be subject to the official notice.
Courses, teachers, duration, teaching location, platform permissions and fees are all confirmed after the training objectives are clear. This page is used to learn about service and organization needs.
How to start cooperation
Starting from the enterprise stage, training role and current decision-making, clarify the content that needs to be jointly understood.
List of training objectives and requirementsChoose relevant modules, teaching formats and enterprise topics, and agree materials and teaching arrangements.
Course arrangement and training tasksUse frameworks, case analysis and enterprise self-assessment to record judgments, disagreements and conditions requiring verification.
Courseware and corporate training recordsOrganize the classroom conclusions into working documents for subsequent discussions, and clarify the next step, responsible person and professional docking needs.
Action notes and follow-up to-dos04 / Learning Delivery
According to the selected module and enterprise situation,
Form corresponding maps, paths and action scripts during training.
A general map
Put enterprise stages, strategic goals, capital paths, assets and governance into the same discussion map.
Clarify the enterprise stage, capital goals, key conditions and next priority tasks.
Sort out the capital platforms, financing tools and execution sequences that can be discussed, and record matters to be reviewed by professionals.
Sort out the relationship between law, technology, custody and transaction process and the prerequisites that need to be confirmed.
Organize the indicator caliber, problem analysis and continuous operation tasks as the basis for discussion in subsequent evaluations.
Form a preliminary working paper on asset standards, injection methods and integration conditions.
Sort out the roles and coordination needs of investors, partners and capital infrastructure.
Delivery includes agreed courses, courseware and training content. Corresponding drafts are formed based on the selected modules; subsequent listing, financing, STO implementation and professional opinions need to be separately evaluated and entrusted.
05 / FAQ
From the training team to the training results,
Make teaching arrangements and cooperation boundaries clear.
For founders, directors, management, industry and capital teams, financial advisers and partners. Business, finance, technology and operations owners are encouraged to study the same enterprise questions together; confirm participants before the course.
Ten modules provide a complete learning map, and module combinations can also be discussed around the company's current issues. The course scope, sequence and training drafts need to be confirmed based on the team foundation, company information and learning objectives.
Can discuss online strategic training, offline customized secret training, corporate special training and platform operation training. BOSS Night University is one of the service forms included in the course materials. The availability of classes, topics and participation methods are subject to formal teaching arrangements.
Platform training can be arranged around process explanations, demonstrations and simulation exercises. When real accounts, identity information, funds or operating permissions are involved, participant authorization, account qualifications and platform rules need to be confirmed first; the training itself does not grant account permissions or perform transactions on your behalf.
This service is developed around awareness, discussion, tool drills and action drafts. Professional work such as listing, securities issuance, legal review, and transaction execution must be separately confirmed with the service scope and undertaken by the corresponding participants. The learning objectives and training manuscripts do not constitute a guarantee of listing, financing, valuation or investment returns.
First confirm the learning objectives, number of participants, module scope, company information and training format, and then formulate specific arrangements. The course hours, instructors, location, time, fees and delivery scope are subject to the plan officially confirmed by both parties.
06 / Start with your team
Tell us about the stage of the enterprise, the participating teams and the problems they most hope to solve. First sort out the requirements, and then confirm the course and corporate training arrangements.
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Continue reading · Services
New financial education and management training combine capital, STO and platform learning around corporate issues to form training and action drafts. It is appropriate when the management team needs a common language and execution readiness.
Reading & Selection Guidance First explain the student’s role, company stage, current understanding and specific matters that they hope to advance after learning.