# 褚时健 · Chu Shijian — 封面档案 ACF-01-00108

> 亚洲封面人物 Asia Cover Figure · 机器可读档案（LLM-ready）。本文件由官网结构化档案数据自动生成，供 AI 检索与引用。中文全文与英文全文对照编排。

## 档案元数据 Metadata

- 封面编码 ACF Code：**ACF-01-00108**
- 姓名 Name：褚时健 / Chu Shijian
- 职务 Title：原董事长 / Former Chairman
- 公司 Company：红塔集团/褚橙 / Hongta Group / Chu's Orange
- 出生 Born：1928-01，云南省玉溪市华宁县 (Huaning County, Yuxi, Yunnan Province)
- 篇别 Category：商界逆行者（列传篇 / Biographies (Liezhuan)）
- 入档日期 Accessioned：2026-07-20
- 标签 Tags：烟草大王, 褚橙, 二次创业, 改革先锋, 企业家精神, 励志橙
- 永久档案链接 Archive URL：https://coverfigure.com/acf/ACF-01-00108/liezhuan
- English archive：https://coverfigure.com/acf/ACF-01-00108/liezhuan?lang=en
- 官网原文报道 Feature story：https://coverfigure.com/acf/figure/chushijian

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## 卷首 Editorial Intro

在中国企业家的群体记忆里，很少有人像褚时健这样，同时承载着两种截然相反的情感：一代人视他为制度转型的牺牲品，另一代人把他当作跌倒后重新站起的象征。这两种叙事都有坚实的事实支撑，却都只触及了他一生的一个侧面。褚时健真正值得被记录的原因，不在于他缔造了亚洲领先烟厂，也不在于他七十二岁重新上山种橙，而在于他完整地经历了一个中国做事的人所能遭遇的全部极端——底层出身、战争、政治运动、国企体制的全部摩擦系数、法律的顶格惩罚、丧女之痛、古稀之年的绝地重启——并且在每一个极端处境里，都留下了可被校验的工作方法。

他并非天生的叛逆者或英雄。滇南农家烤酒的少年、边纵游击队的征粮队员、新平糖厂和红光农场里被磨了二十年的基层技术员，这些身份叠加在一起，塑造了一种极其罕见的品质：不等待环境变好，而是在现有约束条件下把眼前的事做到极致。这种品质让他在五十一岁接手玉溪卷烟厂时，用不到十年时间把一家半机械化小厂变成年创利税近两百亿元的工业巨头；也正是同一种品质，让他在保外就医、活动受限、糖尿病缠身的晚年，靠借钱上山种橙，用六年时间把荒山变成年产值过亿的品牌果园。

褚时健的一生横跨了共和国几乎全部重要的经济阶段：计划经济、双轨制、国企改革、产权争议、电商崛起。他的每一次跃升和跌落，都嵌在制度的缝隙里。红塔山的成功离不开烟草专卖的垄断红利，而他最终的越线也与那个时代贡献与报酬严重脱钩的制度缺陷密不可分。一九九九年的判决守住了法律底线，却也暴露了一个深层问题：企业家的价值究竟应该由谁来定价？这个追问至今没有标准答案，但褚时健的亲身经历，为后来的制度设计——年薪制、股权激励、混合所有制改革——提供了最沉痛的参照。

我们立此档案，不是要把褚时健塑造成无瑕的英雄，也不满足于把他简化为一个罪犯或一个励志符号。他的价值在于提供了一个完整而诚实的样本：一个人如何在制度的缝隙里把事做到极致，如何为越线付出代价，又如何在一切都被剥夺之后靠双手重新赢得尊严。他的一生提出的问题比答案更重要——关于企业家精神的边界、制度与人性的张力、以及一个人究竟可以承受多少苦难而不完全折断。

——亚洲封面人物主编 子墨

On the eastern edge of Yuxi, Yunnan Province, stands a hill less than fifty meters high. Atop the hill rises a Yuan-dynasty pagoda painted red from base to crown, known to locals as the Red Pagoda. The two most resonant brands of Chu Shijian's life are both tied to that pagoda and the land beneath it: one is Hongtashan, "Red Pagoda Hill," and the other is Chu's Orange. The first carried him to the summit of Asia's tobacco empire; the second accompanied him as he climbed back to his feet from the valley floor. To understand Chu Shijian, one must look beyond these two labels and trace the complete arc of a destiny that rose and fell in lockstep with the People's Republic itself.
He was born in 1928 to a farming family on the banks of the Nanpan River in southern Yunnan. His father died when he was fifteen; he left school to run the family distillery and keep the household afloat. As a young man he joined the Yunnan border guerrillas, collecting grain, carrying out land reform and joining the Party. In prime middle age he was labeled a "Rightist" during the Anti-Rightist Campaign, sent down to the Red Light Farm in the Yuanjiang River valley, and shuttled between sugar factories in Xinping, spending twenty years at the bottom of the social ladder. By the time he finally walked through the gates of the Yuxi Cigarette Factory in October 1979, he was fifty-one. Fate had pressed the first half of his life very low, only to catapult the second half very high indeed.
What Chu Shijian helmed was a quintessential state-owned enterprise in the transition period. Plan and market coexisted on parallel tracks; the tobacco monopoly system sliced pricing power, sales authority and production rights into separate hands, while between the entrepreneur's contribution and his personal remuneration gaped an enormous institutional chasm. Through the "trinity" structure, the "First Workshop" strategy, debt-financed import of international equipment and piece-rate contracting, he turned a half-mechanized local factory into the number-one tobacco plant in Asia, generating close to 20 billion yuan in annual taxes and profits. Yet his own total wages and bonuses over those seventeen years amounted to just over 800,000 yuan. It was precisely within that vast gulf and in the absence of oversight on unchecked power that his life veered off course. "No matter how great one's contributions," the 1999 verdict declared, "one does not thereby enjoy privileges above the law." That sentence drew a legal line under an era of enterprise heroes; the ensuing debate over the "age-59 phenomenon" and the subsequent rollout of annual-salary systems for state-enterprise managers turned the case into a footnote of institutional transition. This archive's stance is: merits do not cancel faults, nor faults erase merits.
Heavier than the verdict was the price paid by his family. During the investigation his wife Ma Jingfen was detained, and his only daughter Chu Yingqun left a farewell letter and took her own life in a Henan prison. Chu Shijian said again and afterward: his daughter had long urged him to retire, but he had not listened. "If I had heeded my daughter's advice and retired sooner, she would not have met this end." No tax figure can fill that void.
What truly lifted Chu Shijian beyond a single court case and made him a spiritual landmark for a generation was the choice he made at seventy-four. Released on medical parole, his movements restricted to his home region, suffering from severe diabetes and trailing an insulin drip, the old man declined a quiet retirement. Instead he borrowed money, went up the mountain, and planted ice sugar oranges that would not bear fruit for six years. When Wang Shi first climbed the Ailao Mountain in 2003, he found Chu in a round-neck T-shirt and a tattered straw hat, haggling over a few dozen yuan to repair a water pump, yet describing with gusto the sight of yellow oranges covering every hillside six years hence. Wang Shi was profoundly shaken. A decade later, Chu's Orange rode the internet to Beijing, selling out twenty tons in five days. "Life has its ups and downs; the spirit can always be passed on" - that tagline struck a chord with countless striving souls.
This volume tells the story of Chu Shijian neither to deify him nor to reduce him to a convict or an inspirational poster. He was a man who pushed things to their limits within the seams of the system, who made mistakes, paid the price, and at an age when most seek rest won back his dignity. The questions his life raises matter more than the answers it supplies: How should an entrepreneur's contribution be recognized by institutions? On what basis can a person stand up again after a fall? How can one be treated by one's era, and how can one in turn treat one's era? These questions belong to Chu Shijian, and they belong to every Chinese person who did honest work in a great age.

## 人物速览 Lead

褚时健（1928年2月1日—2019年3月5日），云南华宁人，中国改革开放史上最富争议也最具传奇色彩的企业家之一。他51岁接手濒临困境的玉溪卷烟厂，用十七年时间把一家地方小厂办成亚洲领先、世界前列的烟草集团，“红塔山”成为与三五、万宝路并驾齐驱的国产名烟，累计为国家创造利税991亿元，人称“烟王”[s5][s18]。1999年1月，71岁的他因贪污罪、巨额财产来源不明罪被云南省高级人民法院判处无期徒刑，女儿褚映群在案件调查期间于狱中自杀，成为其一生至痛[s11][s13]。减刑保外就医后，2002年，74岁的他与妻子马静芬在哀牢山承包2400亩荒山种植冰糖橙，以工业管理方式经营农业，十年磨一剑。2012年，“褚橙”借生鲜电商进京爆红，被称为“励志橙”，他再成“橙王”[s21][s23]。2019年3月5日，褚时健在玉溪病逝，享年91岁。从烟王到橙王，从巅峰到囹圄再到东山再起，他的一生被视为中国企业家在制度夹缝中奋斗、跌倒与重生的缩影。

Chu Shijian (February 1, 1928 - March 5, 2019), a native of Huaning, Yunnan Province, was one of the most controversial and most legendary entrepreneurs in the history of China's reform and opening-up. At the age of fifty-one he took charge of the struggling Yuxi Cigarette Factory, and over seventeen years transformed a modest local plant into the largest tobacco group in Asia and a world-class enterprise. "Hongtashan" ("Red Pagoda Hill") became a domestic cigarette brand ranked alongside 555 and Marlboro, and the factory accumulated 99.1 billion yuan in taxes and profits for the state, earning Chu the title "Tobacco King." [s5][s18] In January 1999, at seventy-one, he was sentenced to life imprisonment by the Yunnan Provincial High People's Court on charges of embezzlement and holding property from unidentified sources; his daughter Chu Yingqun died by suicide in prison during the investigation, becoming the deepest wound of his life. [s11][s13] After his sentence was commuted and he was released on medical parole, in 2002 he and his wife Ma Jingfen contracted 2400 mu of barren mountain in the Ailao range to grow ice sugar oranges, applying industrial management methods to agriculture. [s21][s23] A decade later, "Chu's Orange" went viral in Beijing through fresh-food e-commerce and was dubbed the "inspirational orange," making him the "Orange King" once again. [s21][s23] On March 5, 2019, Chu Shijian passed away in Yuxi at the age of ninety-one. From Tobacco King to Orange King, from the summit to the abyss and back, his life is regarded as a microcosm of the struggles, falls and resurrections of Chinese entrepreneurs within the seams of institutional change.

## 正文 Archive Chapters

### 1. 南盘江边的少年：丧父、烤酒与游击队 / A Boy on the Nanpan River: Losing His Father, Distilling Liquor, and Joining the Guerrillas

1928年2月1日，褚时健出生在云南省玉溪市华宁县南盘江边一个叫矣则的小村子。褚家在当地算得上殷实，有十几亩地、一个酒坊，父亲褚开运还做着为旧锡矿供应木材的生意。少年褚时健常在滇越铁路边玩耍，那条铁路上跑着代表当时先进生产力的米其林火车，工业文明的最初印象就这样刻进了一个农家孩子的认知[s5]。
变故在他十五岁那年到来。1942年，日军轰炸滇越铁路，褚开运被炸成重伤，一年后不治身亡。家中顶梁柱骤然倒塌，木材生意断了，酒坊请不起师傅，母亲一人要养活六个孩子，最小的才一岁。小学尚未毕业的褚时健放下书包，接过了家里赖以生计的苞谷酒坊[s2]。
烤酒是苦活。苞谷要泡、蒸、拌曲发酵、蒸馏接酒，蒸料环节需要灶火连续烧十几个小时，水烧干则苞谷糊锅，柴烧尽则粮食不熟。别人家通常两人轮流守灶，褚时健只有一个人。他慢慢摸出规律：一锅水加满，约两个时辰熬干。于是他在加满水后浅睡一会儿，到点准时醒来添柴加水。多年后他回忆，夜里常闻到街上飘来别家苞谷烤焦的味道，而他的酒坊“从来没有干过锅，也没有熄过火”。师傅弄不明白他如何做到，他只说：“心里有事，不会睡过头。”[s2] 这份从少年时养成的习惯——观察、总结、找规律、对结果负责——贯穿了他后来做糖、做烟、做橙的全部生涯。他自己也说，酿酒时他就懂得了“做事要会观察、会总结、找到规律”[s5]。
1944年前后，褚时健离开村子到昆明求学，读到高一。1949年，时局剧变，二十一岁的他投笔从戎，参加云南人民讨蒋自救军（边纵）游击队，任二支队十四团九连指导员，在南盘江北岸的山区打过游击、经历过出生入死[s5][s8]。新中国成立后，他由连队指导员转为征粮队员，1950年任宜良县南羊街乡墩子村征粮组组长。当时群众对新政权看不透，不愿交粮，别的征粮队颗粒无征甚至有人付出性命，褚时健改变工作方式，半个月就完成了任务[s8]。此后他历任盘西区区长、区委书记，1952年入党，1955年任玉溪地区行署人事科长。也正是在这一年，他与呈贡县中心小学教师马静芬结婚。马静芬出身昆明一户银行职员家庭，是家中的二小姐，1950年参军、退伍后教书；1954年褚时健带工作组进驻学校整顿教育，两人相识，一年后成婚，没有像样的家具和婚礼[s5][s28]。
1957年“反右”开始，29岁的褚时健担任玉溪地区政法口反右领导小组副组长。政法口六百多名干部报上来的右派名单达160人，比例高达24%，他向领导提出“比例是不是太高了，毛主席说的只占5%到10%”，并和组长王瑞亭研究后把名单压缩到八十多人。1958年12月，在全国反右已近尾声时，他自己被宣布为“右派分子”，下放元江红光农场劳动改造[s8]。这一年，他三十岁。
红光农场位于元江河谷底部，终年酷热、蚊虫肆虐。同被下放的干部多愁眉不展，褚时健却劝人“生闷气是最没用的事情”，“我不生闷气，我找事情做，我要通过做事证明自己的价值”。1959年粮食紧张，农场右派普遍浮肿，他建议把交完国家任务后剩余的甘蔗用来榨糖烤酒，跟周围傣族老乡换食物；农场领导索性让他管工业和副业。那几年他一度感染恶性疟疾，高烧昏迷，马静芬得知后从玉溪赶来，在农场四处求人借药，硬是把他从鬼门关拉了回来[s28]。同处逆境的人回忆，那时候他总劝大家不要消沉、不要躺平，人闲着就废了[s2]。他还用最简单的工具榨糖、酿酒、做蜜饯，开荒种菜，下河捕鱼，让身边一群落难者的生活“开始变得有乐趣、有希望”[s2]。1963年，他被调到新平县戛洒镇曼蚌糖厂任副厂长。在元江、新平的二十年间，他先后待过红光农场、新平县畜牧场和堵岭农场，每到一处都把烧砖、榨糖、烤酒、种菜的摊子接过来；多次有上调机会他都没走——农场挽留、糖厂离不开人。在那个讲出身、讲成分的年代，这些实打实的产出，让农场领导和职工都愿意护着这个“摘帽右派”[s2][s5]。
这家糖厂连年亏损，县财政每年要补贴二十多万元，还常发不出工资。褚时健从节能降耗、改良工艺入手，改锅灶、改燃料、抓出糖率，第一年就扭亏为盈。他在新平的糖厂、纸厂系统前后干了十六年，被当地人称为“糖王”；儿子褚一斌就出生在这一阶段[s5][s8]。在戛洒糖厂，他改锅灶让一斤燃料多出半斤糖，用废弃蔗渣造纸，把濒临倒闭的厂子做成全县盈利大户；厂里工人多半是傣族、彝族乡亲，他吃住都在厂里，谁家揭不开锅都找他。多年后他总结，自己一辈子做企业的底子是在元江、新平打下的——酒坊、糖厂、纸厂让他懂得：成本是算出来的，质量是管出来的，人心是处出来的[s2][s5]。
1979年10月，51岁的褚时健被彻底摘掉右派帽子，结束长达二十年的下放生涯，回到玉溪。组织上曾有意让他出任分管工业的副专员，他拒绝了，执意到企业去。摆在他面前的选择有两个：一个是山区的矿山（他动心是因为可以打猎），一个是濒临倒闭的玉溪卷烟厂。他最终去了烟厂。去报到前，他对妻子马静芬说了一个字：“怕。”[s8][s25] 二十年底层磨砺没有磨掉他的锐气，反而把一个熟悉生产、精于成本、敢于担责的经营者，送到了时代的门口。

**English:** On February 1, 1928, Chu Shijian was born in Yize, a small village on the banks of the Nanpan River in Huaning County, Yuxi, Yunnan Province. The Chu family was comfortably off by local standards: they owned a dozen or so mu of farmland and a distillery, and his father Chu Kaiyun ran a business supplying timber to the old tin mines. As a boy, Chu Shijian often played beside the Yunnan-Vietnam Railway, where Michelin railcars - emblems of advanced industrial productivity - rattled past. Thus the first impressions of industrial civilization were etched into the mind of a farm boy. [s5]
Disaster struck when he was fifteen. In 1942, Japanese aircraft bombed the Yunnan-Vietnam Railway; Chu Kaiyun was gravely wounded and died a year later. The family's breadwinner was gone, the timber business collapsed, the distillery could no longer afford a master brewer, and his mother was left to feed six children, the youngest only one year old. Not yet graduated from primary school, Chu Shijian put down his books and took over the family's corn-liquor distillery. [s2]
Distilling was backbreaking work. The corn had to be soaked, steamed, mixed with yeast for fermentation, then distilled and collected. The steaming stage required the stove to burn continuously for more than ten hours: if the water ran dry the corn scorched the pot; if the firewood ran out the grain never cooked through. In most households two people took shifts at the stove; Chu Shijian was alone. Gradually he worked out a rhythm: a full pot of water took roughly two double-hours to boil away. So after filling the pot he would doze off briefly, then wake on the dot to add firewood and water. Years later he recalled that at night he would often smell the acrid scent of neighbors' scorched corn drifting down the street, while his own distillery "never once ran dry or let the fire go out." His master could not fathom how he managed; Chu Shijian simply said: "When you have something on your mind, you don't oversleep." [s2] This habit forged in adolescence - observe, summarize, find the pattern, take responsibility for the outcome - ran through everything he did afterward: making sugar, making cigarettes, making oranges. He himself said that even when distilling liquor he had already understood "how to observe, how to summarize, how to find the rules" in everything he did. [s5]
Around 1944, Chu Shijian left the village to attend school in Kunming, reaching his first year of high school. In 1949, as the political landscape shifted dramatically, the twenty-one-year-old abandoned his studies and took up arms, joining the Yunnan People's Anti-Chiang Self-Salvation Army (the "Border Column") guerrillas as political instructor of the Ninth Company, Fourteenth Regiment, Second Detachment, fighting in the mountain country north of the Nanpan River. [s5][s8] After the founding of the People's Republic he transitioned from company instructor to grain-collection team member, and in 1950 was appointed head of the grain-collection team in Duzi Village, Nanyangjie Township, Yiliang County. At the time, the masses could not fathom the new regime and were unwilling to hand over grain; other teams collected nothing, and some paid with their lives. Chu Shijian changed his approach and completed the quota in half a month. [s8] He subsequently served as district head and district Party secretary of Panxi District, joined the Party in 1952, and in 1955 was appointed chief of personnel for the Yuxi Prefectural Office. It was also that year he married Ma Jingfen, a teacher at the Central Primary School in Chenggong County. Ma Jingfen came from a bank-clerk family in Kunming; she was the second daughter, known as "the Second Young Lady." She had refused an arranged marriage, enlisted in the army in 1950, and after discharge taught school. In 1954, Chu Shijian led a work team to her school to rectify education; he went to speak with the so-called "worst teacher in Chenggong" and instead fell for her vivacity and forthrightness. They married a year later, with no proper furniture or wedding ceremony. [s5][s28]
In 1957 the Anti-Rightist Campaign began. Chu Shijian, then twenty-nine, served as deputy head of the political-legal sector's Anti-Rightist leading group in Yuxi. Of more than 600 cadres reported from the political-legal sector, 160 were proposed as "Rightists" - a proportion of 24 percent. He raised the objection that the ratio was far too high: "Chairman Mao said only five to ten percent," and after conferring with his team leader Wang Ruiting he compressed the list to just over eighty. Yet in December 1958, when the national campaign was already winding down, he himself was declared a "Rightist element" and sent to the Red Light Farm in the Yuanjiang River valley for labor reform. [s8] He was thirty years old.
The Red Light Farm sat in the floor of the Yuanjiang River valley, sweltering year-round and plagued by mosquitoes. Fellow detainees were mostly despondent, but Chu Shijian urged them: "Sulking is the most useless thing there is. I don't sulk; I find things to do; I prove my worth through doing." In 1959, when grain ran short and Rightists across the farm suffered from edema, he suggested using the surplus sugarcane left after the state quota to press sugar and distill liquor, bartering with the local Dai villagers for food; the farm leadership simply put him in charge of industry and sideline production. Those years he contracted malignant malaria, falling into a high-temperature coma; Ma Jingfen rushed from Yuxi, begged for medicines from everyone she could find and pulled him back from the brink of death. [s28] People who shared those hardships recalled that he always told them not to lose heart, not to lie flat: "If you idle away your time, you're done for." He also used the simplest tools to press sugar, brew liquor, make candied fruit, clear wasteland for vegetables, and catch fish in the river, making life for a group of fallen comrades "start to become interesting, start to have hope." [s2] In 1963 he was transferred to the Manbang Sugar Factory in Jiasa, Xinping County, as deputy director. During his two decades in Yuanjiang and Xinping he moved among the Red Light Farm, the Xinping County Livestock Farm and Duling Farm; wherever he went he took over the brick kilns, the sugar presses, the distilleries and the vegetable plots. Several chances to move up came and went - the farm would not let him go, the sugar factory could not spare him. In an era that judged people by family origin and class background, the tangible output he produced earned the protection of farm leaders and workers alike, who were willing to shield this "unlabeled Rightist." [s2][s5]
The sugar factory had been losing money for years; the county treasury subsidized it by more than 200,000 yuan annually, and wages often went unpaid. Chu Shijian started with energy savings, process improvements: he redesigned the stoves, changed the fuel, and tightened the extraction rate, turning a profit in the very first year. He worked in the sugar and paper mills of Xinping for sixteen years; locals dubbed him the "Sugar King." His son Chu Yibin was born during this period. [s5][s8] At the Jiasa sugar factory, he redesigned the stoves so that half a catty more sugar came from each catty of fuel, used discarded bagasse to make paper, and turned a moribund factory into the county's leading earner. Most of the workers were Dai and Yi villagers; he lived and ate at the factory, and every household in trouble turned to him. Years later he summed it up: the foundation of his lifelong career in enterprise was laid in Yuanjiang and Xinping - the distillery, the sugar factory, the paper mill taught him that costs are calculated, quality is managed, and hearts are earned through human connection. [s2][s5]
In October 1979, at fifty-one, Chu Shijian was finally and fully cleared of Rightist charges, ending twenty years of banishment, and returned to Yuxi. The organization reportedly intended to appoint him deputy commissioner for industry; he declined, insisting on going to an enterprise. Two options lay before him: a mountain-area mine (which attracted him because he could go hunting there) and the near-bankrupt Yuxi Cigarette Factory. He chose the cigarette factory. Before reporting for duty, he told his wife Ma Jingfen a single word: "afraid." [s8][s25] Twenty years of grinding at the bottom had not blunted his edge; instead they delivered to the threshold of the era an operator who knew production inside out, who was masterful with costs, and who dared to take responsibility.

### 2. 接手玉溪卷烟厂：负债技改与“第一车间”革命 / Taking Charge of the Yuxi Cigarette Factory: Debt-Financed Upgrades and the "First Workshop" Revolution

1979年的玉溪卷烟厂，是一家半机械化的小厂：卷烟机每分钟只能卷制几百支，而国际先进设备已达七千支；包装机每分钟生产几十包，先进水平是四百包。工厂管理松弛、产品积压、职工住房困难。褚时健到任后先抓人心：新修宿舍楼，改善食堂，用云南人擅长的“串换”方式为厂里换来火腿、电视机和收音机，明确提出“企业就是要挣钱的”理念[s5][s25]。
他真正的大手笔是设备。上任不久，他得知云南省轻工业厅有两台英国莫林公司MK9-5烟支卷接机的引进名额，便四处奔走争取贷款。他对弟弟褚时佐说过一句很重的话：“要是贷款还不了，我被抓了，嫂子和侄儿侄女就交给你了。”随后他又贷款2300万美元引进国际先进生产线，工厂负债率最高时达到500%，人人为他捏一把汗[s5][s25]。英国专家调试设备后告诉他：机器没问题，你们的烟叶有问题。褚时健没有像英国人建议的那样放弃电子质量监控系统，而是一边进口优质辅料，一边下决心建立自己的烟叶供应体系[s25]。
这就触及了当时烟草体制的核心。在专卖制度下，卷烟厂只是“加工车间”：收购烟叶、销售卷烟的权力在烟草公司，定价权在烟草专卖局，烟厂的脖子被卡死。1985年，褚时健创造性地提出“把第一车间建在烟田”：工厂直接与烟农签约，在玉溪赵桅村463户烟农的650亩烟田上做优质烟科学实验，烟农按工厂技术要求种植，工厂提供经费、良种、化肥和技术指导，实行“全奖全赔”，每亩产值不足500元由工厂赔偿[s20]。1986年10月，他又争取到兼任玉溪烟草分公司经理和玉溪地区烟草专卖局局长，卷烟厂、烟草公司、专卖局“三合一”，原料、生产、销售第一次被打通[s5][s18]。红塔集团后来的官方史料称，如果不是“第一车间”的提出，中国烟叶质量的提高“或许不会那么早，也不会那么快”[s20]。
体制之外是机制。褚时健在厂里推行“单箱卷烟工资奖金含量包干”，把联产承包的逻辑搬进工厂，工资奖金与产量、质量、消耗直接挂钩，“就像联产承包使农民一夜吃饱穿暖一样”，烟厂很快翻了身[s18]。他还斥巨资大量储存烤烟，搞烟叶自然发酵醇化；整顿厂规厂纪，处理了著名的“锅炉事件”中失职的关系户干部，树立起厂长权威[s47]。
改革的成效逐年显现。1987年，玉溪卷烟厂成为中国同行业第一，年产量达九十多万箱，比1980年翻两番，优质产品占总产量九成以上；当年实现税利7.6亿元，比1980年前后的不足1亿元增长六倍多，产品质量、物耗、经济效益三项指标名列全国同行业榜首[s5]。1988年，云南连发两次强震，中央为缓解财政压力放开名烟价格，红塔山迅速占领高档烟市场，成为工厂第一品牌，价格上开始与世界名烟分庭抗礼[s5][s18]。
褚时健的管理风格可以用“人是其核”四字概括——1993年工厂获全国优秀企业金马奖时，有记者问他“富厂发家”的秘笈，他给出这四个字[s18]。他每年从税利中拿出二三十亿元返还烟农，补贴通海、江川、泸西、石屏、师宗等地的农田水利和交通设施，带动几十万农民种烟致富；还出手救活了涪陵、延安、红河等濒临倒闭的卷烟厂[s5]。1991年，玉溪卷烟厂在新加坡建设海外生产基地，由英美烟草新加坡公司代工，一跃成为亚洲第一大烟草企业，褚时健被称为“亚洲烟王”[s5]。1993年11月28日，云南红塔山集团有限公司成立；1995年9月，褚时健出任云南红塔集团和玉溪红塔烟草（集团）有限责任公司董事长[s4][s40]。
数字记录了这场改革的高度：红塔山单品牌利税1991年为25.5亿元，1992年32亿元，1993年45亿元、创汇1.5亿美元；到90年代中期，工厂年创税利近两百亿元，成为全国第二上缴利税大户——第一名是十万职工的大庆石油管理局，而玉溪卷烟厂只有约四千名职工[s5][s11][s18]。褚时健执掌红塔的十七年间，累计为国家创造利税991亿元，年均递增43.93%；红塔山品牌评估价值超过400亿元[s5][s33]。1990年，他获全国优秀企业家终身荣誉奖“金球奖”；1994年，当选全国“十大改革风云人物”[s4][s8]。
巅峰之下，阴影也在生长。到1996年前后，玉溪卷烟厂年创税利已近200亿元，位居全国工业企业前列，云南有“烟财政”之说，红塔的利税是地方经济的顶梁柱；工厂用自有资金盖宿舍、修公路、办学校，玉溪城里条件最好的职工小区就是烟厂盖的[s8][s18]。“三合一”体制在赋予他效率的同时，也把以不同价格批烟的权力集中到他一人手中。名烟出厂计税价与市场价之间存在巨大差价——硬壳红塔山每条计税价约49元，市场零售超过100元，谁拿到批条谁就能赚大钱[s18]。厂里还形成了一个只有几个人知道、非褚时健签字不能动用的“小金库”，规模达15亿元[s18][s26]。一个为国家创造了近千亿利税的企业家，十七年总收入不过八十余万元，月均约三千元；他的继任者上任后年薪加奖金即超过一百万元[s18][s23]。贡献与报酬的鸿沟、缺乏监督的权力、退休前的失衡心态，正在把这位改革功臣推向深渊。

**English:** In 1979 the Yuxi Cigarette Factory was a half-mechanized small plant: its cigarette-rolling machines produced only a few hundred sticks per minute, while the best international equipment was turning out 7,000; its packaging machines managed a few dozen packs per minute, against an international benchmark of 400. Management was lax, products piled up unsold, and workers struggled for housing. After arriving, Chu Shijian first addressed morale: he built new dormitory blocks, improved the canteen, and used the Yunnan knack for "barter-trading" to swap for hams, televisions and radios for the staff, articulating a clear principle: "An enterprise exists to make money." [s5][s25]
His truly bold move concerned equipment. Shortly after taking office, he learned that the Yunnan Provincial Light Industry Bureau had quota for two British Molins MK9-5 cigarette makers. He lobbied tirelessly to secure loans, telling his brother Chu Shizuo with great gravity: "If the loans can't be repaid and I'm arrested, I leave my sister-in-law and the nephews and nieces in your hands." He then borrowed another 23 million US dollars for an advanced international production line; the factory's debt ratio peaked at 500 percent, and everyone held their breath. [s5][s25] British technicians, after commissioning the equipment, told him: "The machines are fine; it's your tobacco leaf that's the problem." Chu Shijian did not follow the British advice to abandon electronic quality monitoring; instead he imported premium auxiliary materials while resolving to build his own tobacco-leaf supply system. [s25]
This brought him up against the core of the tobacco system. Under the monopoly, the cigarette factory was merely a "processing workshop": the power to purchase leaf and sell finished cigarettes lay with the tobacco company, pricing power rested with the monopoly bureau, and the factory's neck was firmly gripped. In 1985, Chu Shijian made the creative proposal to "build the First Workshop in the tobacco fields": the factory would sign contracts directly with growers, conducting scientific experiments on premium tobacco across 650 mu of farmland worked by 463 farming households in Zhaowei Village, Yuxi. Farmers planted according to factory specifications; the factory provided funds, improved seed, fertilizer and technical guidance, operating on a system of "full bonus, full penalty" - if output per mu fell below 500 yuan, the factory would compensate. [s20] In October 1986, he also secured the concurrent posts of manager of the Yuxi Tobacco Branch Company and head of the Yuxi Prefectural Tobacco Monopoly Bureau, creating the "trinity" of cigarette factory, tobacco company and monopoly bureau; raw materials, production and sales were unified for the first time. [s5][s18] Hongta Group's official history later wrote that without the "First Workshop" concept, the improvement of Chinese tobacco-leaf quality "would perhaps not have come so early, nor so fast." [s20]
Beyond structure, there was mechanism. Inside the factory Chu Shijian introduced "piece-rate wage and bonus contracting per case of cigarettes," transplanting the logic of the household responsibility system into the factory: wages and bonuses were directly linked to output, quality and consumption. "Just as the household responsibility system let farmers eat their fill overnight," the factory quickly turned the corner. [s18] He also spent heavily to stockpile large quantities of flue-cured tobacco for natural aging and mellowing; he tightened factory discipline and dealt with the famous "boiler incident" involving a cadre who was a personal connection, establishing the director's authority. [s47]
The results of reform showed themselves year by year. In 1987 the Yuxi Cigarette Factory became number one in the national industry, with annual output exceeding 900,000 cases - quadruple the 1980 figure - and premium products accounting for more than ninety percent of total output. Tax and profits reached 760 million yuan, more than six times the sub-one-billion level around 1980; product quality, material consumption and economic efficiency all ranked first in the national industry. [s5] In 1988, after two powerful earthquakes rocked Yunnan, the central government lifted price controls on premium cigarettes to ease fiscal pressure; Hongtashan quickly seized the high-end market, becoming the factory's leading brand and beginning to compete on price with the world's great cigarette names. [s5][s18]
Chu Shijian's management style can be summed up in four words: "People are the core" - when the factory won the National Outstanding Enterprise Golden Horse Award in 1993, a reporter asked him the secret of "getting rich," and these were the four words he gave. [s18] Each year he returned two to three billion yuan of tax revenues to tobacco farmers, subsidizing farmland irrigation, transportation infrastructure in Tonghai, Jiangchuan, Luxi, Shiping and Shizong, helping hundreds of thousands of farmers prosper through tobacco growing; he also stepped in to rescue cigarette factories in Fuling, Yan'an and Honghe that were on the brink of collapse. [s5] In 1991 the Yuxi Cigarette Factory established an overseas production base in Singapore, produced by British American Tobacco Singapore, and leapt to become the number-one tobacco enterprise in Asia; Chu Shijian was hailed as the "Asian Tobacco King." [s5] On November 28, 1993, Yunnan Hongtashan Group Co., Ltd. was established; in September 1995, Chu Shijian was appointed chairman of Yunnan Hongta Group and Yuxi Hongta Tobacco (Group) Co., Ltd. [s4][s40]
The numbers recorded the height of this reform: Hongtashan's single-brand tax and profit was 2.55 billion yuan in 1991, 3.2 billion in 1992, 4.5 billion in 1993 (earning 150 million dollars in foreign exchange); by the mid-1990s the factory generated nearly 20 billion yuan in annual tax and profit, making it the second-largest taxpayer in the country - the first was the Daqing Petroleum Administration with 100,000 workers, while the Yuxi Cigarette Factory had only about 4,000. [s5][s11][s18] Over the seventeen years Chu Shijian led Hongta, it accumulated 99.1 billion yuan in taxes and profits for the state, growing at an average annual rate of 43.93 percent; the Hongtashan brand was valued at more than 40 billion yuan. [s5][s33] In 1990 he received the "Golden Globe Award" for lifetime achievement as a national outstanding entrepreneur; in 1994 he was selected as one of the "Ten Reform Wind-Cloud Figures." [s4][s8]
Beneath the summit, shadows were also lengthening. By around 1996 the factory was generating nearly 200 billion yuan in annual tax and profit, ranking among the top industrial enterprises nationally; Yunnan's fiscal health was said to rest on tobacco, and Hongta's contribution was the main pillar of the local economy. The factory used its own funds to build housing, roads and schools; the best residential compound in Yuxi was the one the cigarette factory built. [s8][s18] The "trinity" structure, while granting him efficiency, also concentrated in his single hands the power to allocate cigarettes at different prices. The gap between the factory's tax-calculated price for cigarettes and the market price was enormous: a carton of Hard-shell Hongtashan had a tax basis of about 49 yuan but retailed for more than 100 yuan - whoever held the allocation slip could make a fortune. [s18] A "slush fund" known only to a handful of people, which could not be touched without Chu Shijian's signature, reached a scale of 1.5 billion yuan. [s18][s26] An entrepreneur who had created nearly a hundred billion yuan in tax revenue for the state earned a total of just over 800,000 yuan in seventeen years - about 3,000 yuan a month; his successor took an annual salary and bonus exceeding one million yuan upon taking office. [s18][s23] The chasm between contribution and remuneration, power without oversight, and a mindset tilting toward imbalance before retirement were pushing this reform pioneer toward the abyss.

### 3. 巅峰跌落：举报信、无期徒刑与狱中丧女 / Fall from the Summit: The Anonymous Letter, the Life Sentence, and a Daughter's Death in Prison

转折始于一封匿名信。1995年2月，中央纪委收到举报信，反映河南洛阳个体烟贩林政志勾结三门峡烟草分公司，通过向褚时健家人行贿取得卷烟指标，获利八百余万元[s11][s18]。调查随即展开。林政志到案后交代了向褚时健妻妹马静芳、妻弟马建华等人行贿的细节；1995年5月，褚时健的妻妹、妻弟被从昆明带走；8月，妻子马静芬和女儿褚映群（原名褚映红）分别被收审，褚映群被关押在河南洛阳[s5][s18]。
值得一提的是，1995年9月，已被举报的褚时健仍出任新组建的云南红塔集团和玉溪红塔烟草集团董事长[s4]。调查初期，组织上考虑到红塔的地位和国际竞争，没有立即对他采取强制措施。但家庭的崩塌先于审判到来。1995年12月1日，褚映群在河南狱中留下一封遗书后自杀身亡。她被关押约四个月，据后来的报道，狱方认为她的问题并不严重、正准备放人，却没能阻止悲剧[s13][s32]。褚时健得知噩耗后痛悔不已：“姑娘早就跟我说叫我退休，我一直想着，多干干，多做点贡献，把我们厂再做大一点，我要是早一点听了姑娘的话退休，姑娘就不会有今天。”[s5] 马静芬于1996年4月正式被捕[s18]。
经济问题的调查也在深入。司法机关查明：1993年至1994年，玉溪卷烟厂在下属香港华玉贸易发展有限公司存放销售卷烟收入款和新加坡卷烟加工利润留成共计2857万余美元，褚时健指使总会计师罗以军将该款截留到账外存放，规定由其签字授权才能动用。1995年6月至7月，褚时健与罗以军、副厂长乔发科策划私分其中355.1061万美元，按当日牌价折合人民币2870万元：褚时健分得174万美元，罗以军分得68.1万余美元，乔发科分得68万美元，款项转入新加坡商人钟照欣的香港账户。案发后，涉案款项全部追回[s11][s12]。此外，侦查机关在昆明、玉溪、河南偃师等地扣押冻结褚时健货币、黄金制品、房屋等财产折合人民币521万元、港币62万元，其中价值人民币403万元、港币62万元的财产他不能说明合法来源[s11][s12]。
1996年12月28日，褚时健被检察机关监视居住（一说他在云南河口边境被拦下后送往安宁温泉隔离审查）；1997年1月云南省检察院立案，7月10日正式逮捕，后转押南京[s5][s32]。被捕后他态度配合，主动交代了私分美元等问题。1998年1月，新华社通电全国通报案件；1月25日，褚时健被开除党籍；8月6日，云南省检察院以贪污罪、巨额财产来源不明罪向云南省高级人民法院提起公诉；12月，云南高院公开开庭审理。这是云南省第一次由高级法院审理一审刑事案件，旁听者众，主审法官表示“判决一定要经得住历史考验”[s11][s18]。
1999年1月9日，昆明一场少见的大雪前夕，云南省高级人民法院作出（1998）云高刑初字第1号刑事判决：褚时健犯贪污罪，判处无期徒刑，剥夺政治权利终身，并处没收财产人民币20万元；犯巨额财产来源不明罪，判处有期徒刑五年；数罪并罚，决定执行无期徒刑，剥夺政治权利终身，并处没收财产20万元；差额财产403万元人民币、62万元港币依法没收。同案罗以军被判有期徒刑十四年，乔发科被判五年[s12][s13]。判决书在认定其贪污数额特别巨大、情节特别严重、“论罪应依法判处死刑”的同时，鉴于其有自首和重大立功表现、赃款全部追回、经济损失已挽回，依法减轻处罚。判决书同时写下那段后来被反复引用的话：褚时健等人在担任玉溪卷烟厂领导期间为“玉烟”发展作出了贡献，党和政府给予了政治上、物质上的荣誉和待遇，“但无论功劳多大，都不因此而享有超越法律的特权”[s32][s13]。褚时健未提出上诉，判决生效，他被送往云南第二监狱服刑[s11][s32]。
这起案件在当时引发全国范围的大讨论。辩护律师马军把案件放在转轨背景下辩护：烟草行业半计划半市场，出厂价与市场价之间的巨大差价制造了批条暴利，而分配领域长期没有法律规范经营者的人力资本价值；褚时健十七年工资80余万元与千亿利税之间的落差，是“心态失衡”的制度根源[s18][s26]。舆论中，“59岁现象”——国企经营者在退休前大捞一把的陷阱——因他而成为流行词；国企负责人年薪制、股权激励等改革随后加速推开[s8][s23]。王石的态度颇具代表性：“作为企业家，我对褚时健是尊敬的。但他拿国家一分钱也是不对的。”[s4] 法律界后来以八个字为这起案件定调：功不掩过，过不遮功[s18]。
狱中岁月，褚时健被安排整理图书室的图书，健康每况愈下，患有严重糖尿病、原发性高血压和陈旧性心肌梗死，每日靠胰岛素和药片维持。女儿离世的伤痛、夫妻父子的分离，构成他晚年最深的暗面。2001年，经云南省高院刑事裁定，他被减为有期徒刑十七年；2001年5月15日，因严重糖尿病获批保外就医，回到家中养病，活动范围被限制在老家一带[s4][s13][s32]。2002年的某一天，74岁的保外就医老人站在哀牢山的红土上，面前是膝盖高的橙树苗——属于他的第二段人生，已经悄然开始。

**English:** The turning point began with an anonymous letter. In February 1995, the Central Commission for Discipline Inspection received a report alleging that Lin Zhengzhi, a private cigarette dealer from Luoyang, Henan, had colluded with the Sanmenxia Tobacco Branch Company, bribing Chu Shijian's family members to obtain cigarette quotas and profiting by more than eight million yuan. [s11][s18] The investigation was immediately launched. Lin Zhengzhi, once apprehended, confessed to bribing Ma Jingfang (his wife's younger sister), Ma Jianhua (his wife's brother) and others; in May 1995, the sister-in-law and brother-in-law were taken from Kunming; in August, his wife Ma Jingfen and daughter Chu Yingqun (nee Chu Yinghong) were each placed under investigative review, Chu Yingqun detained in Luoyang, Henan. [s5][s18] [s8]
Notably, in September 1995 - after the report had been filed - Chu Shijian was still appointed chairman of the newly formed Yunnan Hongta Group and Yuxi Hongta Tobacco Group. [s4] In the early stage of the investigation, given Hongta's position and the needs of international competition, the organization did not immediately impose coercive measures on him. But the collapse of his family came before the trial. On December 1, 1995, Chu Yingqun left a farewell letter in a Henan prison and took her own life. She had been detained for about four months; according to later reports, the authorities had judged her case not serious and were preparing to release her, yet the tragedy could not be prevented. [s13][s32] When Chu Shijian learned of the news, he was consumed with remorse: "My daughter had long been telling me to retire. I kept thinking, let me work a little longer, make a few more contributions, make the factory even bigger. If I had heeded my daughter's advice and retired sooner, she would not have met this end." [s5] Ma Jingfen was formally arrested in April 1996. [s18]
The economic investigation deepened. The judicial authorities established that between 1993 and 1994, the Yuxi Cigarette Factory had set aside, in its Hong Kong subsidiary Huayu Trading and Development Co., Ltd., a total of more than US$28.57 million in cigarette-sales revenue and Singapore cigarette-processing profit retention. Chu Shijian instructed chief accountant Luo Yijun to retain these funds off-book, stipulating that only his authorization could release them. In June-July 1995, Chu Shijian, Luo Yijun and deputy factory director Qiao Fake plotted to divide US$3.551061 million among themselves, equivalent at the day's exchange rate to 28.7 million yuan: Chu Shijian took US$1.74 million, Luo Yijun received more than US$681,000, Qiao Fake took US$680,000, and the money was transferred to the Hong Kong account of Singapore businessman Zhong Zhaoxin. After the case was exposed, all the funds were recovered. [s11][s12] In addition, investigative organs seized and froze in Kunming, Yuxi, Yanshi (Henan) and elsewhere currency, gold products, real estate and other assets valued at 5.21 million yuan and HK$620,000; of these, property worth 4.03 million yuan and HK$620,000 he could not account for with a lawful source. The existence of a slush fund worth billions, accessible only with his signature, further illustrated how unchecked power and the vast gap between his 800,000-yuan lifetime compensation and the billions in tax revenue he generated created the institutional conditions for the tragedy. [s26] [s11][s12]
On December 28, 1996, Chu Shijian was placed under residential surveillance (one account says he was intercepted at the border in Hekou, Yunnan, and sent for isolated review in Anning Hot Spring); in January 1997 the Yunnan Provincial Procuratorate opened a formal case; on July 10 he was formally arrested and later transferred to Nanjing. [s5][s32] After his arrest he was cooperative, voluntarily confessing to the improper distribution of dollars and other matters. In January 1998, Xinhua News Agency issued a nationwide circular on the case; on January 25 Chu Shijian was expelled from the Party; on August 6 the Yunnan Provincial Procuratorate brought charges of embezzlement and holding property from unidentified sources before the Yunnan Provincial High People's Court; in December the court held a public trial. This was the first time the Yunnan High Court tried a criminal case at first instance, and the gallery was packed; the presiding judge declared: "The verdict must stand the test of history." [s11][s18]
On January 9, 1999, on the eve of a rare snowstorm in Kunming, the Yunnan Provincial High People's Court handed down verdict (1998) Yun Gao Xing Chu Zi No. 1: Chu Shijian was found guilty of embezzlement, sentenced to life imprisonment, deprived of political rights for life, and ordered to forfeit personal property of 200,000 yuan; guilty of holding property from unidentified sources, sentenced to five years' imprisonment; combined punishment: life imprisonment, deprivation of political rights for life, and forfeiture of 200,000 yuan in property. The shortfall of 4.03 million yuan in renminbi and HK$620,000 in Hong Kong dollars was confiscated in accordance with the law. Co-defendant Luo Yijun was sentenced to fourteen years; Qiao Fake to five. [s12][s13] The verdict, while finding the amount of embezzlement "especially enormous" and the circumstances "especially serious" - "warranting the death penalty in accordance with the law" - also noted his voluntary surrender, major meritorious service, full recovery of stolen funds, and the fact that the economic losses had been recouped, and accordingly mitigated the punishment. The verdict also set down the passage later quoted endlessly: Chu Shijian and others had, during their leadership of the Yuxi Cigarette Factory, "contributed to the development of Yuxi Tobacco," and the Party and government had given them political and material honors and benefits - "but no matter how great one's contributions, one does not thereby enjoy privileges above the law." [s12][s13]  The contrast between Chu Shijian's lifetime earnings of 800,000 yuan and his successor's million-yuan annual salary became a focal point of the national debate over the "age-59 phenomenon" and the subsequent push for annual-salary reform in state enterprises. [s23] Chu Shijian did not appeal. [s32]

### 4. 74岁再上山：哀牢山种橙与工业式务农 / Back Up the Mountain at Seventy-Four: Planting Oranges in the Ailao Range with Industrial Methods

保外就医后的褚时健身无分文，糖尿病缠身，活动范围被限制在老家一带。亲戚朋友曾替他安排好养老的生活，他却“过不来那样的生活”。他后来在自序中写道：“我脑子里从来没有过退休的概念……我不做事不行，天生就爱忙。”[s38] 最初他考虑过开矿山、种百合花，直到2001年底弟弟褚时佐探监（一说保外就医期间探望）带来一袋云南本地产的冰糖橙，他尝了一口，说“味道不错啊”——因糖尿病他不敢再吃第二个，却起了种橙的念头[s9][s37]。
他买回各地的橙子逐个品尝、比较，请人也吃，发现哀牢山沿线的温差、土壤、日照和水源条件甚至胜过湖南、广西等传统冰糖橙产区，于是下决心种橙。他的参照系是美国新奇士：当年看到万宝路、三五在中国横行，他想做出中国最好的烟；尝到澳洲进口的橙子，他又想“种好中国的橙子，创出自己的好品牌”。他后来对记者直言：“我的目标是超过新奇士。”[s21][s37]
2002年，74岁的褚时健与70岁的妻子马静芬在玉溪市新平县戛洒镇的哀牢山承包荒山种橙，最初约900亩，2003年扩大到2400亩。夫妻俩在山上搭工棚吃住，“简单到什么程度呢？抬起头来就能看到天”[s29]。启动资金上千万元，主要向亲友借——朋友们肯借，是因为“你是稳稳当当的，没有把握不会向人借钱”；到2007年（一说2009年），借款全部还清[s8][s29]。公司取名新平金泰果品有限公司，冰糖橙的注册商标叫“云冠”，马静芬任总经理，褚时健对外自称“顾问”[s4][s29]。
种橙的前五年几乎没有收成，而橙树从种下到挂果要六年。褚时健不顾身体，经常挂着胰岛素输液瓶上山查看果苗，床头摞满果树栽培的书，“每次遇到问题，就不停地翻书查资料”，很快比许多农技人员还要专业[s8]。他把管理烟厂的整套功夫搬进了果园。第一是基础设施：他花一千多万元架设五条引水管道，把山泉水引上果园，一条管道就近两百万元，保证干旱年份果树仍有甘甜山泉灌溉[s21][s22]。第二是肥料：他用烟梗等原料自配有机肥，不施化学成分，既肥田又驱虫[s21]。第三是精算到每一棵树的标准化：果农剪去多余枝叶，每棵树只留240至260朵花，让一棵树的养分集中供给两百多个果子；每棵树的挂果数、每亩的株数、果子的甜酸比都有指标，他要求橙子保持24比1的黄金甜酸比，亲自尝果把关[s22][s37]。
他问下属的问题也带着工厂的味道：“今天下雨了吗？”正确答案不是“下了”，而是“从几点下到几点，一共下了多少毫米”[s37]。果园实行“作业长”制度，几位得力的作业长分片守着地里的具体事务，方向性的事情他亲自把握。他自述：“尽管我不用自己拿锄头，不用亲自去摘果子，但是果树每天长得怎么样、有什么问题，我必须比农民还要掌握得仔细。我如果说不出个一二三，就指挥不动他们。哪一行都是一样，你要做管理工作，首先生产业务就要熟悉。”[s30] 为防止农户私自多浇水给果子增重，他给每户安装统一的灌溉开关，由技术团队统一闸水；果子成熟前用仪器检测糖度，每周上山用卡尺测量橙子直径，与往年同期对比[s29][s37]。果园雇了大量当地农户，剪枝、施肥、疏果、采果都有定额和标准，农户年收入数万元，远高于种粮；他立规矩：品质差的果子宁可烂在树上也不准流入市场[s37]。
果园早期资金紧，有经销商建议把果子混入普通冰糖橙批发渠道快速回笼现金，被他拒绝——“既然要做好橙子，就要卖好橙子的价”，云冠橙坚持分级定价、优果优价[s9]。
他还把烟厂时代的“科技办厂”搬进果园：长期请云南省农科院和农大有经验的专家当顾问，土壤缺什么补什么，都先化验再配肥；为防冻害，冬天给果树熏烟、覆盖地膜，为防虫害用诱虫灯和黄板替代部分农药。办法说穿了都不玄，难的是每一步都比别人多想一层、多干一遍，而且十年不松懈[s9][s29]。
2006年前后，橙子开始挂果，取名“云冠”。头几年果子口感不好、风一吹就掉果，2007年工人拉到昆明卖，无人问津。老两口在街头促销，当地冰糖橙品牌林立，没人知道“云冠”出自谁手。马静芬想出一个横幅——“褚时健种的冰糖橙”。褚时健起初不同意用自己的名字，马静芬坚持。横幅一打出来，橙子很快售罄，“褚橙”的叫法不胫而走，“云冠”反倒少有人提[s21][s22]。2008年，湖南、江西等冰糖橙主产区遭遇雪灾减产，云南褚橙顺势扩大了市场[s4]。
到2012年前后，褚橙果园年产橙约8000至9000吨，不出云南就销售一空，果园固定资产超过8000万元，年利润超过3000万元，周边参与种植的农户从年人均收入两三千元增长到户均年收入十万余元[s22][s29][s37]。一个保外就医的老人，用十年时间把一座荒山变成了中国农业品牌化的样板田。褚时健自己却把这十年称为“我这80多年最放松的阶段”：“我脑子里从来没有过退休的概念……人哪，没有希望就没有人生乐趣。”[s38]

**English:** After being released on medical parole, Chu Shijian was penniless, racked by diabetes, and restricted in movement to his home region. Relatives and friends had arranged a quiet retirement for him, but he "couldn't live that kind of life." He later wrote in his own preface: "The concept of retirement has never existed in my mind ... I can't not do things; I was born to stay busy." [s38] He first considered opening a mine or growing lilies. Then, toward the end of 2001, his brother Chu Shizuo visited him (or, by another account, came to see him during his medical parole) and brought a bag of Yunnan ice sugar oranges. He tasted one and said: "Not bad at all." Because of his diabetes he did not dare eat a second, but the idea of growing oranges took root. [s9][s37]
He bought oranges from different regions, tasted and compared them one by one, and asked others to taste as well. He discovered that the temperature differential, soil, sunshine and water along the Ailao Mountains rivaled or surpassed even the traditional ice-sugar-orange regions of Hunan and Guangxi, and resolved to plant. His benchmark was American Sunkist: just as, years before, watching Marlboro and 555 dominate China had driven him to make China's best cigarette, so now, tasting the somewhat sour Australian imported oranges, he wanted to "grow good Chinese oranges and create a great home-grown brand." He later told reporters bluntly: "My target is to surpass Sunkist." [s21][s37]
In 2002, the seventy-four-year-old Chu Shijian and his seventy-year-old wife Ma Jingfen contracted barren hillsides in Jiasa Township, Xinping County, in the Ailao range to plant oranges, initially about 900 mu, expanding to 2,400 mu (roughly 160 hectares) in 2003. The couple set up work-sheds on the mountain to live and eat in - "so simple that when you looked up you could see the sky." [s29] Start-up capital exceeded ten million yuan, borrowed mainly from friends and relatives - they were willing to lend because "you are steady and reliable; you wouldn't borrow money if you weren't confident." By 2007 (or, by another account, 2009) all the loans had been repaid. [s8][s29] The company was named Xinping Jintai Fruit Co., Ltd.; the registered brand for the ice sugar oranges was "Yunguan"; Ma Jingfen served as general manager, while Chu Shijian called himself "advisor" in public. [s4][s29]
The first five years of orange-growing yielded almost nothing, and the trees would not bear fruit for six years. Chu Shijian, regardless of his health, often went up the mountain with an insulin drip hanging beside him to inspect the saplings; his bedside was piled with books on fruit-tree cultivation, and "every time a problem arose, I kept flipping through books and looking things up" until he was more expert than many agricultural technicians. [s8]
He transplanted the entire industrial management system from the cigarette factory into the orchard. First, infrastructure: he spent more than ten million yuan to build five water-diversion pipelines bringing spring water up the mountain - each pipeline cost close to two million yuan - ensuring that even in drought years the trees had sweet spring water for irrigation. [s21][s22] Second, fertilizer: he compounded organic fertilizer from tobacco stalks and other raw materials, applying no chemical inputs - it enriched the soil and repelled insects. [s21] Third, meticulous standardization down to every single tree: farmers pruned excess branches and leaves, and each tree was limited to 240 to 260 blossoms so that nutrients concentrated on feeding roughly 200 fruits. Every tree's fruit count, every mu's planting density, every fruit's sugar-acid ratio had targets; he required the oranges to maintain a "golden" sugar-acid ratio of 24:1 and personally tasted fruit to check. [s22][s37]
The questions he put to subordinates carried the flavor of the factory: "Did it rain today?" The correct answer was not "yes" but "from what hour to what hour, and a total of how many millimeters." [s37] The orchard adopted a "team-leader" (work-unit chief) system, with several capable team leaders each managing specific plots; he personally directed overall strategy. He said: "Even though I don't need to wield a hoe myself or pick the fruit myself, I must know how the trees are growing each day, what problems they have, better than the farmers do. If I can't lay it out precisely, I can't command them. It's the same in every line: to do management, you first need to know the production business thoroughly." [s30] To prevent farmers from secretly watering more to add weight, he installed standardized irrigation switches for each household, with the technical team controlling the valves uniformly. Before harvest, the fruit was tested with instruments for sugar content; every week he went up the mountain with calipers to measure orange diameter and compare with the same period in prior years. [s29][s37] The orchard employed large numbers of local farmers; pruning, fertilizing, thinning and picking all had quotas and standards. Farmers' annual income rose to tens of thousands of yuan, far above grain-growing income. He laid down a rule: fruit of poor quality was to be left to rot on the tree rather than flow onto the market. [s37]
In the early days when funds were tight, a distributor suggested mixing the fruit into the wholesale channel for ordinary ice sugar oranges to recover cash quickly; Chu Shijian refused: "If we're going to make good oranges, we're going to sell them at the price good oranges command." Yunguan oranges stuck to graded pricing and premium fruit at premium prices. [s9]
He also brought the cigarette factory's "science-based management" approach into the orchard: long-term advisors from the Yunnan Academy of Agricultural Sciences and the agricultural university were retained; soil deficiencies were identified by lab tests before fertilizer was compounded; to guard against frost, the trees were fumigated with smoke and covered with plastic film in winter; to prevent pests, insect-trap lamps and yellow boards replaced some pesticides. The methods were nothing mysterious; the difficulty lay in thinking one step further and doing one more pass than everyone else at every stage, and never letting up for ten years. [s9][s29]
Around 2006 the oranges began to bear fruit; the brand was named "Yunguan." The first few years the fruit tasted mediocre and dropped easily in the wind; in 2007 workers took it to sell in Kunming and nobody was interested. The old couple promoted it on the street, but among the established local ice-sugar-orange brands, nobody knew who "Yunguan" was from. Ma Jingfen thought of a banner: "Ice Sugar Oranges Grown by Chu Shijian." Chu Shijian initially objected to using his own name; Ma Jingfen insisted. As soon as the banner went up, the oranges sold out rapidly. The name "Chu's Orange" spread like wildfire; "Yunguan" was scarcely mentioned. [s21][s22] In 2008, when major ice-sugar-orange regions in Hunan and Jiangxi were hit by snow disasters and production fell, Chu's Orange from Yunnan seized the opportunity to expand its market. [s4]
By around 2012, the Chu's Orange orchard was producing 8,000 to 9,000 tons of oranges a year, selling out within Yunnan without leaving the province. The orchard's fixed assets exceeded 80 million yuan, and annual profits exceeded 30 million yuan. Surrounding farming households saw their per-capita income rise from 2,000 to 3,000 yuan to over 100,000 yuan per household per year. [s22][s29][s37] An old man on medical parole had used ten years to transform a barren mountain into a model plot for Chinese agricultural branding. Chu Shijian himself called those ten years "the most relaxed phase of my eighty-odd years": "The concept of retirement has never existed in my mind ... A person without hope has no joy in life." [s38]

### 5. 褚橙进京：一颗橙子与“励志橙”的诞生 / Chu's Orange Arrives in Beijing: How a Single Orange Became the "Inspirational Orange"

2012年，是褚橙从云南地方名产变成全国现象的一年，也是中国生鲜电商第一次感受到“故事驱动”力量的一年。
那年10月底，成立仅五个月的生鲜电商本来生活网西南片区买手，把褚时健种的橙子连同一份老人的介绍材料报给北京总部。市场总监胡海卿曾是《南方周末》记者，核心管理层多有七八年采编经历。媒体人的直觉让他认定“这会是一个值得做的点”。6月，团队专人赴云南哀牢山实地考察；本来生活网几次拜访，最终打动褚时健放弃进驻北京超市等渠道，选择这家小网站作为北京独家经销商。胡海卿在山上见到85岁的褚时健：走路有点迟缓，戴一副眼镜，脸晒得黝黑，“看上去与当地的农民无异”。老人用小脸盆端上切好的橙子，橙子青黄相间、卖相并不漂亮，胡海卿吃了一口，“眼睛亮了：橙子真好吃，这事儿成了”[s21][s22]。
2012年11月5日上午10点，褚橙在本来生活网正式开卖，首批20吨特级橙进京。前五分钟卖出近800箱，服务器一度被挤爆；24小时内销售1500箱，到11月9日卖出3000多箱；首批20吨五天售罄。11月11日补货20吨，12日一天卖出1500多箱、约七吨多。特级褚橙每箱10斤定价138元，约为普通橙子的两三倍，却挡不住订单。截至12月6日，本来生活共进货约200吨[s21][s22][s24]。
引爆传播的是两句文案和一群名人。胡海卿拟出宣传语“人生总有起落，精神终可传承”，在会议室念出时，两位一同创业的同事差点掉下眼泪——“我们都是背井离乡来京创业的，褚老的故事深深打动了我们”[s23]。团队向百名企业家发起“传橙·传承”赠尝活动，主题是“品褚橙，任平生”。王石、潘石屹、梁冬、杨锦麟等纷纷发微博捧场。王石写道：“巴顿将军语：‘衡量一个人成功的标志，不是看他登到顶峰的高度，而是看他跌到低谷的反弹力’！”[s21][s22] 作家章诒和11月6日发微博：“85岁的褚时健带‘褚橙’进京出售。他受争议，更受称许。褚时健这辈子值了！”13日她再写：“昔日烟王，今日橙王，名不虚传——一个无关荣辱、有关岁月的传奇！”[s21]
褚橙的购买者画像也出人意料：生鲜网站的主力客群本是女性，监控却发现买褚橙的多为男性，且不少人买过一两天后再次批量下单——他们在微博里写，吃橙子时想到褚老，也想到自己和身边正在奋斗的朋友，于是多买几箱送人。一颗橙子就这样被吃成了“励志橙”[s22][s23]。胡海卿对媒体说：“我卖的不是冰糖橙，而是一段跌宕起伏的人生故事。”他同时强调：“光有故事还不够，食品最终要回归它的本来面目。”[s21][s23]
这场营销也被当作传播学案例反复拆解：《商业周刊》中文版以《引爆点》的“个别人物法则、附着力因素、环境威力法则”分析褚橙走红——意见领袖的背书、可被感染的信息、恰逢社会转型期集体焦虑的环境，三者齐备[s24]。但褚橙能连续多年卖下去，根基仍是品质与供应链：本来生活网承诺运输损耗由网站消化，“一定要让褚橙以最好的面貌呈现在北京消费者面前”；褚时健则把与电商合作视为“为未来市场布局，甚至在考虑20年后的事情”[s22]。爆红带来的首先是假冒。2012年褚橙上市季，昆明市场很快出现仿冒的“褚橙”“褚时健冰糖橙”，金泰果品一边在包装箱上加贴防伪标识、公布查询电话，一边通过工商部门打假；褚时健对经销商的规矩极严：先款后货、现款现货，谁私下倒货、以次充好，来年就断供[s16][s17]。
对“励志橙”这个标签，他本人看得很淡。有记者当面称他为“励志老人”，他摆摆手说，橙子卖得好，“首先是因为好吃，其次才轮到别的”；他叮嘱合作方，宣传可以讲褚橙怎么种，别把人吹上天[s37]。
褚橙进京的第二年起，本来生活网把它当作每年秋冬的“定盘星”产品运营，线下渠道也在扩展，但褚时健坚持两条：产量不盲目扩张，品质跟不上的地块坚决退出供货名单。哀牢山上的果园依旧按老规矩运行，山顶那间他住了多年的工棚，直到2013年褚橙庄园建成才换成砖房[s28][s29]。
褚橙进京那几年，每到10月，本来生活网的客服电话就开始被“今年的褚橙什么时候上架”打爆；北京市场上褚橙长期一橙难求，团购订单要提前一个月排期[s17][s19]。一颗来自哀牢山的冰糖橙，就这样成了中国城市消费者每年冬天的一个念想。
2012年年底，褚橙热卖之际，远在海外多年的儿子褚一斌接到了父亲的电话，希望他回家继承父业[s33]。一颗橙子红了，一个家族的新议程也开始了。
此后褚橙的商业曲线持续上行：2014年销售额突破1亿元、纯利润7000多万元，同年褚时健入选《财富》“中国最具影响力的50位商界领袖”[s8]；2014年12月18日，他获人民网主办的第九届人民企业社会责任奖特别致敬人物奖[s4]。褚橙成为“互联网+高原特色农业”的代表案例，也带动柳传志推出“柳桃”、潘石屹代言“潘苹果”、丁磊养猪等一波企业家投身农业的热潮[s37]。

**English:** The year 2012 marked the transformation of Chu's Orange from a Yunnan regional specialty into a national phenomenon, and also the first time China's fresh-food e-commerce felt the force of "story-driven" commerce.
In late October that year, a buyer for the Southwest region of Benlai.com, a fresh-food e-commerce platform barely five months old, forwarded Chu Shijian's oranges along with a dossier on the old man to the Beijing headquarters. Marketing director Hu Haiqing, formerly a reporter for Southern Weekly, had a core management team with seven or eight years of editorial experience. His journalist's instinct told him: "This will be worth doing." In June, a specialist team traveled to the Ailao Mountains for an on-site inspection; after several visits, the team finally persuaded Chu Shijian to forgo entering Beijing supermarkets and other conventional channels, choosing this small website as his exclusive Beijing distributor. Hu Haiqing met the eighty-five-year-old Chu Shijian on the mountain: the old man walked a little slowly, wore a pair of glasses, and his face was tanned dark by the sun - "he looked no different from the local farmers." Chu Shijian served cut oranges on a small washbasin; the oranges were half green, half yellow, not particularly handsome in appearance. Hu Haiqing took a bite and "his eyes lit up: the orange is truly delicious - this will work." [s21][s22]
On November 5 at 10 a.m., Chu's Orange went on sale on Benlai.com. The first batch of 20 tons of premium-grade oranges was shipped to Beijing. In the first five minutes nearly 800 cases were sold; the server was briefly overwhelmed. Within 24 hours 1,500 cases were sold; by November 9, more than 3,000 cases had shipped. The initial 20 tons sold out within five days. On November 11, a restock of 20 tons arrived; on the 12th alone more than 1,500 cases, roughly seven-plus tons, were dispatched. Premium Chu's Orange was priced at 138 yuan per 10-jin case, roughly two to three times the price of ordinary oranges - yet orders could not be stopped. By December 6, Benlai.com had taken in approximately 200 tons in total. [s21][s22][s24]
What ignited the viral spread was two slogans and a group of celebrities. Hu Haiqing drafted the tagline: "Life has its ups and downs; the spirit can always be passed on." When he read it aloud in the conference room, two colleagues who had co-founded the company nearly shed tears - "we all left our hometowns to start businesses in Beijing; Chu Lao's story touched us deeply." [s23] The team launched a "Pass On the Orange, Pass On the Legacy" gifting campaign targeting a hundred entrepreneurs, under the theme "Taste Chu's Orange, Live Life to the Full." Wang Shi, Pan Shiyi, Liang Dong, Yang Jinlin and others posted on Weibo in support. Wang Shi wrote: "General Patton said: 'The measure of a man is not how tall he has risen, but how well he bounces back from the depths!'" [s21][s22] Writer Zhang Yihe posted on Weibo on November 6: "The 85-year-old Chu Shijian brings 'Chu's Orange' to Beijing for sale. He is controversial, but even more admired. Chu Shijian's life has been worth it!" On the 13th she wrote again: "Yesterday's Tobacco King, today's Orange King - the name is not undeserved - a legend not about honor and disgrace, but about the passage of time!" [s21]
The buyer profile of Chu's Orange was also surprising: the main customer base of fresh-food websites was supposed to be women, yet monitoring showed that most Chu's Orange buyers were male, and many of them placed another bulk order a day or two after the first purchase. They wrote on Weibo that when they ate the orange they thought of the old man Chu, and also of themselves and the friends striving around them, so they bought a few more cases to send as gifts. An orange was thus eaten into an "inspirational orange." [s22][s23] Hu Haiqing told the media: "What I'm selling is not ice sugar oranges; it's a story of a life full of ups and downs." At the same time he emphasized: "Story alone is not enough; food must ultimately return to its original form." [s21][s23]
This marketing was repeatedly dissected as a communications case study. Chinese Business Weekly (the Chinese edition of Businessweek) analyzed the phenomenon through the three rules of Malcolm Gladwell's The Tipping Point - the Law of the Few, the Stickiness Factor, and the Power of Context: opinion-leader endorsement, emotionally infectious messaging, and an environment of collective anxiety during social transition - all three conditions were met. [s24] But the reason Chu's Orange could keep selling year after year was that the foundation remained quality and supply chain. Benlai.com pledged that transportation losses would be absorbed by the website: "We must ensure that Chu's Orange appears before Beijing consumers in its very best condition." Chu Shijian, for his part, regarded the e-commerce collaboration as "laying out for the future market, even thinking about things twenty years hence." [s22]
The first consequence of the viral success was counterfeiting. During the 2012 Chu's Orange season, fake "Chu's Orange" and "Chu Shijian Ice Sugar Orange" quickly appeared on the Kunming market. Jintai Fruit added anti-counterfeiting labels to the packaging cartons and published a verification hotline, while pursuing counterfeiters through the industrial and commercial authorities. Chu Shijian's rules for distributors were extremely strict: payment before delivery, cash on delivery; anyone caught secretly reselling or substituting inferior fruit would be cut off the following year. [s16][s17]
He himself viewed the "inspirational orange" label with detachment. When a reporter called him an "inspirational old man" to his face, he waved his hand: the oranges sold well "first because they taste good, and only then because of everything else." He instructed his partners: the publicity can talk about how Chu's Orange is grown, but don't blow people up to the sky. [s37]
From the second year after Chu's Orange went to Beijing, Benlai.com treated it as the "anchor" product of every autumn and winter; offline channels also expanded. But Chu Shijian insisted on two things: production would not expand blindly, and any plot whose quality could not keep up would firmly be removed from the supply list. The orchard on the Ailao Mountain continued to run by the old rules; the work-shed he had lived in for years on the hilltop was not replaced by a brick building until the Chu's Orange Estate was completed in 2013. [s28][s29]
In those years, every October, the Benlai.com customer-service hotline was overwhelmed by calls asking: "When will this year's Chu's Orange be available?" In the Beijing market, Chu's Orange was long impossible to find - group-purchase orders had to be scheduled a month in advance. [s17][s19] An ice sugar orange from the Ailao Mountains had thus become an annual winter anticipation for Chinese urban consumers.
At the end of 2012, while Chu's Orange was selling hot, his son Chu Yibin, who had been abroad for many years, received a phone call from his father asking him to come home and carry on the family business. [s33] An orange had turned red, and a new chapter for the family had begun.
The commercial curve of Chu's Orange continued upward: in 2014 sales surpassed 100 million yuan with net profit of more than 70 million yuan; that same year Chu Shijian was selected for Fortune magazine's "China's 50 Most Influential Business Leaders." [s8] On December 18, 2014, he received the Special Tribute Award at the Ninth People's Enterprise Social Responsibility Awards, hosted by People's Daily Online. [s4] Chu's Orange became a representative case of "Internet + Plateau Specialty Agriculture," also inspiring Liu Chuanzhi to launch "Liu's Peach," Pan Shiyi to endorse "Pan's Apple," and Ding Lei to raise pigs - a wave of entrepreneurs throwing themselves into agriculture. [s37]

### 6. 品质危机与“砍树”：一个厂长的质量信仰 / The Quality Crisis and "Cutting the Trees": A Factory Director's Faith in Quality

褚橙爆红三年后，遭遇了第一次大规模信任危机。2015年，云南雨水偏多，加之果树进入盛果期后树冠增大、种植过密影响日照通风，当年产出的橙子个头偏小、口感偏淡。网上出现大面积负评：“果子个头小”“果子味道淡”。褚时健获知后夜不能寐，“心里着急得很”[s37][s41]。
果农和基地技术员觉得情有可原——农业靠天吃饭，大雨是天灾。褚时健不接受这个解释：“我们天天和土地打交道，自然知道大年小年，但消费者哪里知道？人家真金白银掏了，你交给他的产品就要物有所值。”[s37] 他先在公司内部作检讨，2015年12月又在《北京晚报》上公开道歉：“今年的确没做好。”[s37][s41] 一个88岁的老人、一代“烟王”，为一筐橙子的品质向消费者登报道歉，这在当时的中国农业界几乎没有先例。
道歉之后是动真格的整改。褚时健带着人排查原因，认定除了雨水，果树密度过高是根本问题。他作出一个在旁人看来近乎“自残”的决定：果树间距必须达到3米，不到3米的一律砍掉。按此计算，当时挂果的3200亩果园共23万株果树，要砍掉约3.7万株，凭空减少约2000吨产量，按售价计算价值两三千万元。“这个决定只有我才能做。”他说得斩钉截铁。他同时决定当年果子不涨价：“去年没吃好，今年一定要吃满意了。”[s37][s41] 随后两年，他把果园从34万棵橙树逐步疏减到19万棵，并投入精力攻克被称为“橙树癌症”的溃疡病和黄龙病[s29][s37]。疏树之外，他把管理标准又拧紧了一圈：果子按大小、糖度、化渣率分成特级、优级、统级，等级之间价差拉开；每个作业长片区立有档案，谁家果园连续两年品质靠后，就被清出供货名单；他还让技术员把每一项种植标准编成大白话的小册子，在果农家的院坝里一条一条讲[s29][s37]。
这场危机把褚时健的经营哲学暴露得格外清楚。他对品质的信仰来自烟厂时代：当年英国专家说“机器没问题，你们的烟叶有问题”，他没有绕开问题，而是回头建“第一车间”；种橙之后，他把同样的逻辑复制到农业——质量不是检验出来的，是从土壤、肥料、光照、水肥每一个环节里长出来的。他常说的一句话是：“我们卖得也不便宜，要是不好吃、品质不高，人家凭什么真金白银买你一个老头子的账？”[s37]
对农业的“靠天吃饭”，他的态度是承认规律、但不向规律低头。走红之后，登门的资本络绎不绝：有人劝他搞加盟、卖品牌授权，有人建议褚橙系列快消品全面铺开，还有人开出高价想请他挂名。他一概拒绝，理由很简单：自己不懂的不做，管不住品质的不做；房地产、金融的风口再热，他也只把钱往山上投——管道、肥料、选果线，一笔一笔都是慢钱[s28][s38]。他对身边人说，农业是慢功夫，急不得，今年欠了果树的，明年它不会替你瞒[s38]。
褚时健还把烟厂时代的“全员质量意识”搬来：收购前每年开果农大会，他亲自上台讲标准，等级价差当着所有人的面兑现，上好果子与次果的收入能差出一倍；谁家果子评上特级，作业长和果农一起上台领奖金[s29][s37]。2018年他已九旬，仍坚持每天上午到果园转一圈，看叶色、摸土壤，发现问题当场叫作业长来说清楚——这套从糖厂、烟厂沿用到果园的“现场管理”，是他做一辈子企业不曾更改的方法[s8][s37]。砍树之后的两年，果子大小、糖度、化渣率明显回升，老用户的口碑一点一点回来了；在他看来，种地和办厂一个道理，投入上偷的懒，市场迟早要还回来，半点做不得假[s37][s29]。2015年的整改之后，他引入更精细的标准化：甜酸比、果皮厚度、果肉化渣率等指标逐渐成为判定果子好坏的尺子；外孙女婿李亚鑫2008年从加拿大回国，被他叫回来专攻技术与销售；2016年他很少外出，潜心纠偏[s37][s41]。到2018年，褚橙成品果达1.3万吨，销售额约两亿元，虽然预售晚了一周，销量却远超往年[s37][s44]。
褚时健晚年仍保持着下田的习惯。直到去世前，他还在工作人员帮助下频频上山看果树；随身带卡尺量橙子直径，问下雨要问到毫米。有人把这种状态概括为“做事、不闲着”。为他写传的周桦观察得更细：老爷子的褚橙创业，“和雄心无关，和传奇无关，只和他的人生习惯有关：做事、不闲着”；年近九旬的他与周桦交谈，“居然常常谈及未来的5年、10年”[s8][s30]。吴晓波因此引尼采的话评价他：“一个伟大的人格，可以在自己的身上克服这个时代。”[s30]
2014年12月，有记者问起他对自己人生的期望，他说：“我希望大家忘记我……我特别希望过自己的生活。大概从74岁开始，我才真正找到回到自己（的状态）。”[s8] 而当中国企业家俱乐部的刘东华问他希望留下什么墓志铭时，他俯身盯着对方的眼睛，一字一顿吐出五个字：“褚时健，属牛。”1928年本是农历龙年，他不属龙，也不属兔——他愿意属牛，因为“一辈子都要干事情，任何情况下，只要活着，就要干事，只要有事可做，生命就有意义”[s45][s35]。

**English:** Three years after Chu's Orange exploded onto the national scene, it faced its first large-scale trust crisis. In 2015, Yunnan experienced heavier-than-usual rainfall, and as the trees entered full production their canopies had grown so large and the planting so dense that sunlight and ventilation were compromised. The year's fruit was smaller and blander than usual. Negative reviews proliferated online: "The fruit is small," "The taste is bland." When Chu Shijian learned of the complaints, he could not sleep: "I was terribly worried." [s37][s41]
Farmers and technical staff at the base felt the situation was understandable - agriculture depends on the weather; heavy rain was an act of God. Chu Shijian would not accept that explanation: "We deal with the land every day; naturally we know about good years and bad. But consumers don't know that - they've paid real money, and the product you hand them has to be worth it." [s37] He first conducted a self-criticism inside the company, then in December 2015 publicly apologized in the Beijing Evening News: "We didn't do well this year." [s37][s41] An eighty-eight-year-old man, theera's "Tobacco King," apologizing in print to consumers over the quality of a basket of oranges - this was almost without precedent in China's agricultural world at the time.
After the apology came genuine, concrete reform. Chu Shijian led his team in investigating the causes and determined that, beyond the rainfall, the fundamental problem was excessive tree density. He made a decision that others regarded as near "self-mutilation": tree spacing must reach three meters; any tree falling short must be cut down. By that calculation, the 3,200 mu of orchard then in production held 230,000 trees, of which roughly 37,000 were to be felled - eliminating about 2,000 tons of production, worth 20 to 30 million yuan. "Only I could make that decision," he said, his tone like cutting iron. He also decided that year's fruit would not be price-raised: "They didn't get a good eating experience last year; this year they absolutely must be satisfied." [s37][s41] Over the following two years he progressively thinned the orchard from 340,000 trees to 190,000, and devoted energy to conquering citrus canker and citrus greening disease (huanglongbing), known as "the cancer of orange trees." [s29][s37] Beyond thinning, he tightened management standards another notch: fruit was graded into premium, superior and standard grades by size, sugar content and pulp-residue rate, with price gaps widened between grades. Each team-leader's area had a dossier; any orchard that ranked at the bottom for quality two years running was removed from the supply list. He had technicians compile every planting standard into plain-language booklets and go through them line by line in the farmers' courtyards. [s29][s37]
This crisis laid bare Chu Shijian's business philosophy with unusual clarity. His faith in quality came from the cigarette-factory era: when the British experts said "the machines are fine; it's your tobacco leaf that's the problem," he did not sidestep the issue but went back and built the "First Workshop." After planting oranges, he replicated the same logic in agriculture - quality is not something you inspect into being; it grows out of every link in the chain, from soil and fertilizer to sunlight and irrigation. A phrase he often used: "We're not selling cheap. If it doesn't taste good, if the quality isn't high, why would someone pay real money just because an old man is vouching for it?" [s37]
His attitude toward agriculture's "dependence on heaven" was to acknowledge the laws of nature but not to bow before them. After the brand went viral, capital came knocking: some urged him to franchise and sell brand licenses; others suggested rolling out a full line of Chu's Orange consumer products; still others offered high prices for his name on their ventures. He refused them all, for a simple reason: he would not do what he did not understand, and would not do what he could not control the quality of. No matter how hot real estate or finance ran, he put his money only into the mountain - pipelines, fertilizer, sorting lines, every penny slow money. [s28][s38] He told people around him that agriculture was slow work; you could not rush it. "If you cheat the trees this year, they won't cover for you next year." [s38]
He also transplanted the cigarette factory's "total quality awareness" into the orchard: every year before harvest he held a farmers' assembly, personally taking the stage to explain standards; grade-based price differences were paid out in front of everyone, with premium fruit earning twice what inferior fruit brought. Where a farmer's fruit was rated premium, both the team leader and the farmer went up on stage together to collect the bonus. [s29][s37] In 2018, though already in his ninetieth year, he still insisted on going out to the orchard every morning, checking leaf color, feeling the soil, and when he found a problem he called the team leader on the spot to explain - this "management by being there," carried through from the sugar factory, through the cigarette factory, and into the orchard, was a method he had never changed in a lifetime of enterprise. [s8][s37]
In the two years after the tree-cutting, fruit size, sugar content and pulp-residue rate all visibly improved, and the reputation among long-time customers came back bit by bit. In his view, farming and factory work followed the same principle: laziness in input would sooner or later be called in by the market; there was no faking it. [s37][s29] After the 2015 reform he introduced even finer standardization: sugar-acid ratio, peel thickness and pulp-residue rate gradually became the rulers by which fruit quality was judged. Grandson-in-law Li Yaxin, who returned from Canada in 2008, was asked to focus on technology and sales. In 2016 he rarely went out, devoting himself to correcting course. [s37][s41] By 2018, finished fruit output reached 13,000 tons, with sales of approximately 200 million yuan. Although pre-sales started a week late, volume far exceeded prior years. [s37][s44]
In his later years Chu Shijian still maintained the habit of going into the fields. Until before his death, he was still frequently going up the mountain with staff assistance to inspect the fruit trees, carrying calipers to measure orange diameter, asking about rain in millimeters. Someone summed up this state as "doing things, never idle." Zhou Hua, his biographer, observed more closely: the old man's Chu's Orange venture "had nothing to do with ambition, nothing to do with legend; it was simply a matter of his life habit: doing things, not idling." When she spoke with him, nearly ninety, "he was astonishingly always talking about the next five years, the next ten years." [s8][s30] Wu Xiaobo therefore invoked Nietzsche to evaluate him: "A great personality can overcome its era within its own self." [s30]
In December 2014, when a reporter asked about his expectations for his own life, he said: "I hope people will forget me ... I especially want to live my own life. It's only from about seventy-four that I truly found my way back to myself." [s8] And when Liu Donghua of the China Entrepreneur Club asked what epitaph he would like, he leaned forward, fixed his eyes on the man, and spoke five characters, one by one: "Chu Shijian - born in the year of the ox." 1928 was actually the year of the dragon in the lunar calendar; he did not claim the dragon, nor the rabbit - he preferred the ox, because "a lifetime of doing things; in any circumstance, as long as you're alive, you work; as long as there is work to do, life has meaning." [s45][s35]

### 7. 哀牢山朝圣：王石、柳传志与企业家群体的致敬 / Pilgrimage to the Ailao Mountain: Wang Shi, Liu Chuanzhi, and the Homage of an Entrepreneurial Generation

在褚时健晚年的哀牢山上，出现了中国商业史上罕见的一幕：一代成名企业家陆续上山“朝圣”。他们来看望一个保外就医、戴着破草帽在果园里为修水泵的几十块钱讨价还价的老人，并从他身上汲取力量。
最早、也最重要的访客是王石。2003年夏天，刚完成珠峰挑战不久的王石第一次上哀牢山。那天褚时健穿着圆领衫、皮肤黝黑、戴一副宽边墨镜，腰杆挺得笔直，正蹲在地上和修水泵的人讨价还价——对方开价80元，他说“最多给你60元”。王石问他橙子多久挂果，答曰六年。王石大吃一惊：六年后老人就80岁了。他后来回忆：“一个70多岁的老人创业，大谈80多岁以后的场面，这是一种什么精神啊！”他坦承，若换作自己遭遇事业与家庭双重打击，“我一定不会像他那样勇敢”[s27][s30][s43]。那次见面，褚时健还给他分析哀牢山的土壤酸碱度、高海拔地区的湿度与温差如何利于橙苗生长，“他简直变成了一个种橙专家”[s26]。王石后来写了一篇文章《哀牢山上冰糖橙》，本是记录自己的感受，却让更多企业家知道了褚时健的现状，纷纷想上山看看[s27]。
此后十余年，王石五上哀牢山。2012年褚橙进京，他在微博引用巴顿将军的名言为之定名：“衡量一个人成功的标志，不是看他登到顶峰的高度，而是看他跌到低谷之后的反弹力。”[s22] 这句话此后成为媒体报道褚时健的主调，也成为“励志橙”最重要的精神注脚。王石从不讳言法律层面的判断：“不管褚时健偷偷从企业拿了多少钱，就是再少也肯定是违法的。这毫无疑问。”但他同时说，“虽然我认为他确实犯了罪，但这并不妨碍我对他作为一个企业家的尊敬”[s26]。他在为《褚时健传》所作的序中写道：上世纪90年代他从媒体上知道褚厂长的名字，玉溪卷烟厂通过技术革新和精细管理，成为和三五、万宝路并驾齐驱的国内第一品牌，“在万科的年营收只有20亿的时候，他的厂已经做到了300亿利税”；褚厂长用十年时间以耄耋之躯创造个人品牌“褚橙”，“焦虑的中国企业家阶层从他晚年的奋起中看到了希望，这种希望就是企业家尊严的源头：工匠精神、独立人格、不断创新，为社会贡献价值”[s30]。
上山的名单越来越长。柳传志专程到哀牢山拜访，并公开谈到褚时健案的制度意味：“褚先生就是一个下金蛋的母鸡，难道国家不该反思吗？”他肯定褚时健“将一个很烂的企业做大做强，非常了不起”，同时也指出其“后期确实犯了错误”[s27]。王健林在褚时健身后的唁电中称他是“中国改革开放的风云人物、中国优秀企业家的代表”，并说“我吃过他的橙子，这么大年龄才开始创业又做得这么好，确实给我们非常大的激励”[s42][s50]。潘石屹悼文称褚时健是“中国改革开放的先锋、开拓者”，并说自己做“潘苹果”正是向褚老用褚橙扶贫的做法致敬[s42]。刘强东评价褚时健是“中国企业家精神的典范”，“面对挑战和挫折越战越勇”[s37]。冯仑则说：“一个人跌倒再爬起来并不难，难的是从至高处落到最低谷，还能走得远，这不是一般人能做到的。”[s50]
企业家群体的推崇，既出于对经营本身的服气，也出于一种代际的自我映照。王石观察到，褚时健当年经营的是垄断行业，“但是他使用的是非垄断企业的管理方法——他把质量从烟田那里抓起，给农民种子、化肥，指导农民怎么种烟叶”；从他身上看到的是“中国第一代企业家超人的承受能力”[s26]。吴晓波把“褚时健现象”称为一面镜子，“照出了转型时期的中国商界”的种种问题[s32]；他为《褚时健传》作序时写道，这本书描写一个人如何用十七年缔造商业王国，然后陨落、自困荒山，“然后又如何用17年时间走出心理和职业的巨大困局”[s30]。
2014年4月，王石再上哀牢山，建议老人把一生经历写下来，并引荐传记作家周桦、推荐中信出版集团。周桦从2014年夏到2015年秋多次采访，积累上百万字录音稿，还走访了褚时健工作生活过的地方和大量老友同事，2015年12月推出四十余万字的《褚时健传》。褚时健亲自作序，称这本书“写出了我真实的一生”，“我信任王石的真诚，也信任周桦作为一名专业传记作家的素养”[s30][s31]。2015年11月17日，王石带领六十多位一线城市企业家五上哀牢山，在褚橙基地举行褚时健、王石座谈会暨新书发布[s30]。在此之前，2014年11月，先燕云、张赋宇著、湖南文艺出版社出版的《褚时健：影响企业家的企业家》已先行问世，书名本身——“影响企业家的企业家”——成为流传最广的一句定评[s48][s49]。
褚时健对这种“朝圣”保持着朴素的距离感。有记者问他如何看待年轻创业者，他说：“现在的年轻人太急了……总想找现成、找运气、靠大树，没有那么简单的事。我八十多岁，还在摸爬滚打。”他也说：“跌得越低，反弹力越大。”[s46] 马静芬则记得，客人散去后老人的生活依旧：早晨起来买菜，指导厨师做饭，偶尔点一根烟。哀牢山上的菩提树下，王石在朋友圈写：菩提意为觉悟、智慧；在他看来，身居哀牢山的褚时健，“已经活到了超凡脱俗的境界”[s37]。

**English:** On Chu Shijian's Ailao Mountain in his later years, a rare scene unfolded in Chinese business history: successive generations of celebrated entrepreneurs made the pilgrimage up the mountain. They came to see an old man on medical parole, wearing a tattered straw hat in an orchard, haggling over a few dozen yuan to fix a water pump - and they drew strength from him.
The earliest and most important visitor was Wang Shi. In the summer of 2003, having recently completed his challenge of climbing Mount Everest, Wang Shi first climbed the Ailao Mountain. That day Chu Shijian was wearing a round-neck T-shirt, his skin darkened by the sun, a pair of wide-brimmed sunglasses on his face, his back ramrod straight, crouching on the ground haggling with a repairman over the price of fixing a water pump - the man asked eighty yuan, Chu Shijian said: "Sixty at most." Wang Shi was staggered. "In six years he'll be eighty ... A man in his seventies starting a business, talking with such gusto about what the mountain will look like when he's over eighty - what spirit is that!" Wang Shi frankly admitted that if he himself had suffered the dual blows to career and family, "I certainly would not have been as brave as he was." [s27][s30][s43] That meeting also saw Chu Shijian analyzing for Wang Shi the soil pH of the Ailao Mountain, the humidity and temperature differential at high altitude - details no ordinary farmer could speak of. [s46]
Wang Shi later called himself "a fan of Chu Shijian" and lucidly distinguished between legal judgment and personal respect: "No matter how much money Chu Shijian secretly took from the enterprise, even the smallest amount was certainly illegal," but "that does not prevent my respect for him as an entrepreneur." [s26][s27] The "bounce-back" quote from General Patton - "The measure of a man is not how tall he has risen, but how well he bounces back from the depths" - became the dominant framing in media coverage of Chu Shijian, and the single most important spiritual annotation of the "inspirational orange." [s22] In the preface to Zhou Hua's authorized biography, Wang Shi wrote that the old factory director, at an age most men have long retired, created Chu's Orange - "the anxious Chinese entrepreneurial class saw hope in his late-life struggle; that hope is the very source of entrepreneurial dignity: craftsmanship, independent character, constant innovation, contributing value to society." [s30] It was Wang Shi who in 2014 recommended Zhou Hua to write Chu Shijian's authorized biography. [s31]
Liu Chuanzhi, founder of Lenovo, offered his own tribute. After meeting Chu Shijian he said: "Chu Shijian's spirit is truly incredible. He is a person of great endurance. Both he and I share a common trait: we are 'battered but unyielding.'" Liu Chuanzhi also observed that Chu Shijian's management abilities remained sharp: "His standards for fruit quality were every bit as rigorous as his standards for cigarettes in the old days; the man still thinks in terms of process, of systems." [s27] Chu Shijian himself told visitors: "People think it's simple to plant oranges. It's not that simple at all. I'm over eighty and still grubbing away." He also said: "The lower you fall, the greater the bounce." [s46]
Other pilgrims included Pan Shiyi, who wrote that he and his generation had "opened up a new world of market economy" in an environment that had none, and who recalled that Chu Shijian, even when his eyesight was very poor, had still sent him a book with a handwritten inscription; he called Chu "a pioneer and trailblazer of China's reform and opening-up." [s42][s50] Liang Dong said Chu Shijian embodied the spirit of "never giving up." Liu Qiangdong (JD.com) described Chu Shijian as "a model of Chinese entrepreneurial spirit," one who "grows more courageous the more challenges and setbacks he faces." [s37] Feng Lun reflected: "It's not hard to fall and get back up; what's hard is to fall from the highest peak to the lowest valley and still be able to stand." [s37][s42] Ma Yun (Jack Ma) said simply: "I admire him greatly." [s32]
Why did these men - each a titan in his own right - make the journey to pay homage to an old orange farmer? Perhaps because in Chu Shijian they saw distilled to its purest form the qualities they most valued in themselves: the refusal to accept fate, the commitment to process over rhetoric, and the conviction that a person's worth is measured not by how high he has climbed but by how he rises after the fall. In a country where entrepreneurs often feel caught between opportunity and institutional constraint, Chu Shijian's life offered both a mirror and a beacon.
Ma Jingfen recalled that after the guests left, the old man's life continued as before: getting up in the morning to buy vegetables, instructing the chef on cooking, tending the orchard. [s46] Two earlier books about Chu Shijian had already appeared - the title of one, "The Entrepreneur Who Influenced Entrepreneurs," became the most widely quoted verdict. [s48][s49] Chu Shijian himself maintained a plain sense of distance from this "pilgrimage." When a reporter asked how he viewed the young entrepreneurs who came to visit, he said: "I just hope people will say: 'Chu Shijian - he did get some things done.'" [s31]

### 8. 家庭与传承：马静芬、褚一斌与褚氏果业 / Family and Legacy: Ma Jingfen, Chu Yibin, and the Chu Fruit Enterprise

褚时健的一生，有两个伴侣和两次交棒。伴侣是妻子马静芬，交棒是把褚橙交到儿子褚一斌和第三代手上。
马静芬1932年生于昆明，父亲是银行襄理，她排行第二，人称“二小姐”。她拒绝包办婚姻，1950年参军，退伍后在呈贡县中心小学教书，因性格耿直被人贴过“呈贡最坏老师”的标签。1954年褚时健带工作组整顿学校，找这位“坏老师”谈话，反而看上了她的活泼耿直，次年两人结婚，相濡以沫六十余年[s5][s28]。右派岁月里，她被工厂除名，靠打毛衣养家，带着孩子随丈夫在元江、新平辗转；在戛洒糖厂，褚时健需要文化好、脑子活的搭档搞蔗渣造纸，把做了二十多年教师的她调进厂负责检验化验，她一个月就把纸张品质做到让云南省轻工厅吃惊[s28]。到玉溪卷烟厂后，她任绿化科副科长，拆违建、带工人学插花参赛，让后勤人员也有存在感[s28]。
人生的重击在1995年降临：她和女儿褚映群分别被收审，女儿12月在河南狱中自杀。马静芬被带到河南隔离审查，吃了不少苦，多年后她只轻描淡写一句：“住了监狱才是完人。”[s29] 种橙之后，七十岁的她与丈夫一起住工棚、守果园，橙子卖不出去时她跑遍全国展销会，“见到橙子就买，收集研究”，口袋里没钱时“就只能买一个，我也不怕人笑我”；正是她坚持打出“褚时健种的冰糖橙”的横幅，催生了“褚橙”这个名字[s28][s29]。她还主导设计施工了2013年春动工的褚橙庄园，把设计师原本选定的深灰外立面改成偏红的橙色——她问设计师，山坡上拱起一片灰黑色建筑“像不像坟墓”[s28]。庄园开业大会上，她说：“过去我只能叫褚马氏，从今天开始我可以叫马静芬了。”[s28] 她晚年名下有十余家企业，负责褚柑、褚酒等品牌，2015年还与丈夫收购玉溪一家酒厂圆他少年烤酒的旧梦；她劝董明珠“不要退休”，说“你在工业上创新，我在农业上争取能够创新”[s28][s29]。九十大寿时她说：“如果褚时健还要我的话，我还嫁给他……虽然有很多磨难，但就是因为这些磨难，才有我的今天。”[s45]
儿子褚一斌1963年生于新平，毕业于昆明理工学院，一度在玉溪卷烟厂工作，因始终活在“褚厂长的儿子”的阴影里，1990年代初赴日本留学，后在深圳、新加坡从事金融投资，被新加坡银行业人士称为“冷静的鲨鱼”。1998年前后父亲案发，他远避海外[s33][s34]。2003年，他注资845万元入股母亲任法人代表的新平金泰果品公司，褚橙运营主体由此成为中外合资企业；2005年他带孩子回乡探望，2012年底接到父亲希望他回来的电话，2013年7月安置好海外生意回到云南，在哀牢山上从修剪、施肥、浇灌学起，完成“从投资熟手到田间农人”的转换，2014年正式与父亲一起做农业[s33][s34]。
交棒仪式在2018年1月17日——褚时健90岁生日那天举行。云南褚氏果业股份有限公司在褚橙庄园成立，90岁的褚时健任董事长，褚一斌任总经理。马静芬现场致辞：“现在基本上儿子管得最多，所以考察了以后，今天可以算是传承下去了。”[s35][s39] 褚时健在致辞中说，多年来基本实现了“保证质量第一、数量第二”的目标，“虽然我们都是七八十岁开始（创业），但对社会要做的事，我们也算做了一点”；说到为什么这个年纪还做事，他提高声调：“我闲不住！”他相信天道酬勤，“人有顺境逆境，情况不好的时候不要泄气，情况好的时候不要骄傲，做人才能长久”[s39]。同年9月，金泰果品与褚一斌2014年创办的恒冠泰达整合成立云南褚氏农业有限公司；家族第二款产品“褚柑”由孙女褚楚负责的云南沃土果品推出，2018年2月上线中粮我买网；外孙女婿李亚鑫2008年从加拿大回国，长期负责基地生产与销售[s35][s36]。
褚一斌接班后推行“数字化种橙”：果园装传感器和摄像头监测土壤与果树，用数字化工具清点花朵、提前干预成果率，以甜酸比、果皮厚度、果肉化渣率等指标判定果品；2019年他借钱建设选果厂，推进产品标准化，并在保山龙陵流转上万亩土地开辟“云冠橙”基地[s34][s44]。父子之间并非没有分歧——褚时健说“我玩不了概念、虚拟那一套，我就是干实业的”，对上市始终谨慎；褚一斌则认为上市“只是时间问题”，2019年9月他对外宣布褚橙计划六年内上市，称这是父亲生前定下的调子[s34][s44]。褚时健晚年评价儿子：“像我，又不完全像我。”褚一斌则说自己把思考方式“强制性格式化”，要“带着一群好农民，做出好的农业产品”[s34]。父亲去世后，他把褚橙包装上老人嘴角向下的人像改成了笑脸：“不管在哪里，都开开心心的。”[s34]
2019年3月5日父亲离世后，褚一斌在第一个父亲节深夜收到孩子发来的“爸，父亲节快乐”；次年父亲节，他独自上墓地，在心里对父亲说：“小师弟当上了掌门人，你的那些老兵，还是蛮配合的，你可放心了。”[s9] 褚橙基地的老师傅们，在老人走后只离开了一位。

**English:** Chu Shijian's life had two companions and two successions. One companion was his wife Ma Jingfen; the succession was the passing of Chu's Orange to his son Chu Yibin and the third generation.
Ma Jingfen was born in Kunming in 1932. Her father was a bank assistant manager; she was the second daughter, known as "the Second Young Lady." She refused an arranged marriage, enlisted in the army in 1950, and after discharge taught at the Central Primary School in Chenggong County, where her forthright personality earned her the label of "the worst teacher in Chenggong." In 1954, Chu Shijian led a work team to rectify education at her school and went to speak with this "bad teacher" - instead he fell for her vivacity and directness. They married the following year and remained inseparable for more than sixty years. [s5][s28] During the Anti-Rightist Campaign she was labeled a "Rightist" along with her husband; she was expelled from her factory, survived by knitting sweaters to support the family, and followed her husband as he was shuttled between Yuanjiang and Xinping. At the Jiasa sugar factory, Chu Shijian needed a partner with good education and a quick mind for bagasse-paper making; he transferred her, after more than twenty years of teaching, into the factory to run inspection and testing - within one month she had the paper quality so high that the Yunnan Provincial Light Industry Bureau was startled. [s28] When they reached the Yuxi Cigarette Factory she served as deputy section chief of the greening section, dismantling illegal structures and leading workers to learn flower-arrangement for competitions, giving even the logistics staff a sense of belonging. [s28]
The heavy blow of life came in 1995: she and her daughter Chu Yingqun were each placed under investigative review; in December, her daughter died by suicide in a Henan prison. Ma Jingfen was taken to Henan for isolated review and suffered greatly. Years later she described it in a single offhand sentence: "Only after living in prison do you become a complete person." [s29] After the orange-planting began, the seventy-year-old woman lived in work-sheds with her husband and guarded the orchard. When the oranges could not be sold she traveled the country to trade fairs, "buying every orange I saw to study it," and when she had no money "I could only buy one - I wasn't embarrassed." It was she who insisted on putting up the banner "Ice Sugar Oranges Grown by Chu Shijian," giving birth to the name "Chu's Orange." [s28][s29] She also led the design and construction of the Chu's Orange Estate, whose groundbreaking took place in spring 2013. She changed the architect's originally selected dark-gray exterior to a reddish-orange, asking the designer: "Does a gray-black mass rising on the hillside look like a cemetery?" [s28] At the estate's opening ceremony she said: "Before, I could only be called 'Chu Ma-shi' - 'Mrs. Chu.' From today, I can be called Ma Jingfen." [s28] In her later years she had more than ten enterprises under her name, taking charge of the "Chu's Mandarin" and "Chu's Liquor" brands. In 2015 she and her husband even acquired a distillery in Yuxi, fulfilling his boyhood dream of distilling liquor. She advised Dong Mingzhu (Gree Electric): "Don't retire. You innovate in industry; I'll try to innovate in agriculture." [s28][s29] On her ninetieth birthday she said: "If Chu Shijian still wants me, I'd marry him again ... Though there have been many hardships, it is precisely because of those hardships that I am who I am today." [s45]
Their son Chu Yibin was born in Xinping in 1963. He graduated from Kunming University of Science and Technology and once worked at the Yuxi Cigarette Factory, but always living in the shadow of "Director Chu's son," he went to Japan to study in the early 1990s, later working in financial investment in Shenzhen and Singapore, where he was known in the banking world as "the calm shark." When his father's case broke around 1998, he stayed far away overseas. [s33][s34] In 2003 he invested 8.45 million yuan to take a stake in Xinping Jintai Fruit Co., Ltd., of which his mother was the legal representative, turning the Chu's Orange operating entity into a Sino-foreign joint venture. In 2005 he brought his child home for a visit; at the end of 2012 he received his father's phone call asking him to come back; in July 2013 he settled his overseas business and returned to Yunnan. On the Ailao Mountain he started from scratch - pruning, fertilizing, irrigating - completing the transition "from a seasoned investor to a field farmer." In 2014 he formally joined his father in agriculture. [s33][s34]
The baton-passing ceremony took place on January 17, 2018 - Chu Shijian's ninetieth birthday. Yunnan Chu's Fruit Industry Co., Ltd. was formally established at the Chu's Orange Estate. The ninety-year-old Chu Shijian served as chairman; Chu Yibin was appointed general manager. Ma Jingfen spoke at the ceremony: "Now it's basically my son who manages the most, so after evaluation, today we can say it has been passed on." [s35][s39] In his own speech, Chu Shijian said that over the years he had basically achieved the goal of "ensuring quality first, quantity second." "Although we were both in our seventies or eighties when we started (this venture), we've done something for society, at least a little." Speaking of why he was still working at this age, he raised his voice: "I can't sit still!" He believed in heaven rewarding diligence: "A person has good times and bad times. When things are bad, don't lose heart; when things are good, don't get arrogant - that's how you last." [s39]
In September of the same year, Jintai Fruit merged with the Hengguan Taida company that Chu Yibin had founded in 2014 to form Yunnan Chu's Agriculture Co., Ltd. The family's second product, "Chu's Mandarin," was launched by granddaughter Chu Chu's Yunnan Wotu Fruit Products, going online on COFCO's Womai network in February 2018. Grandson-in-law Li Yaxin returned from Canada in 2008 and has long been responsible for base production and sales. [s35][s36]
After taking over, Chu Yibin introduced "digital orange-farming": sensors and cameras monitor soil and trees in the orchard; digital tools count blossoms and enable early intervention in fruit-set rates; grading uses indicators such as sugar-acid ratio, peel thickness and pulp-residue rate. In 2019 he borrowed money to build a fruit-sorting plant, advancing product standardization, and opened a 10,000-plus-mu "Yunguan Orange" base in Baoshan, Longling. [s34][s44] Father and son were not without disagreements - Chu Shijian said "I can't play the conceptual game, the virtual stuff - I'm a real-economy man," and remained cautious about a stock-market listing; Chu Yibin believed that a listing was "only a matter of time," and in September 2019 announced publicly that Chu's Orange planned to go public within six years, saying this was the direction his father had set. [s34][s44] In his later years Chu Shijian evaluated his son: "He's like me, but not entirely like me." Chu Yibin said he had "forcibly reformatted" his way of thinking, aiming to "lead a group of good farmers and produce good agricultural products." [s34] After his father passed away, he changed the portrait on the packaging - the old man whose mouth corners had turned downward - into a smiling face: "No matter where he is, he should be happy." [s34]
After his father's death on March 5, 2019, Chu Yibin received a message from his child on the first Father's Day: "Dad, Happy Father's Day" deep into the night. The following year on Father's Day he went alone to the gravesite and said in his heart: "Your little apprentice has become the helmsman; your old soldiers are still very cooperative - you can rest easy." [s9] Of the veteran workers at the Chu's Orange base, only one left after the old man passed.

### 9. 盖棺论定：一个企业家与他的时代 / Final Verdict: An Entrepreneur and His Era

2019年3月5日13时20分，褚时健在玉溪市人民医院因糖尿病并发症引发的心力衰竭、肾衰竭去世，享年91岁。他住院已十多天，住院第三天就说“不想住院，医院不舒服”，提出要回家，终因病情太重未能如愿；他没有交代后事，走得突然[s40][s41]。家属商定3月6日至8日设灵堂简单祭拜，3月9日举行遗体告别仪式[s40]。
悼念之盛，超出了一桩企业家丧礼的规格。王健林唁电称“先生的离世，是中国企业界的重大损失”；潘石屹回忆两年前视力已经很差的褚时健送他一本书，还在扉页写了一段话[s42]；本来生活网创始人喻华峰、众多受教于哀牢山的企业家以各种方式致哀。某网站悼词写道：“先生古稀创业、扎根哀牢、终得橙就、甘甜人生；惟逆境中拼搏之精神、工作之匠心，历千万祀，永励我辈。人生总有起落，精神终可传承。”[s37]3月9日的遗体告别仪式上，灵堂从清晨就排起长队：当年玉溪烟厂的老工人、哀牢山的果农、从全国赶来的企业家与年轻人，许多人与他素未谋面，只为送一个“不服输的人”最后一程。柳传志托人送来花圈；马云撰文说“我很钦佩他，在他身上能看到真正的企业家精神”[s32]。北京青年报在纪念专版中用一串“神秘数字”概括他的一生：51、62、66、71、74、84、91——每一个数字都是一道人生的坎，他一道一道走了过来[s7][s8]。
在中国改革开放的企业家谱系里，褚时健是少有的“全程在场”者——从计划经济的工厂到市场化的烟草集团，从铁窗到果园，他把“企业家”三个字从一种职务做成了一种能力：不管手里是烟叶还是橙苗，不管头上是桂冠还是罪名，都能把事情做成、做好[s27][s31]。
哀牢山的果农习惯了山上那个戴墨镜、腰杆笔直的老人；他走后，橙子仍按他定下的标准采摘、分选，包装上的人像依旧带着笑意。每年秋冬褚橙上市，人们一边剥橙子，一边讲起那个74岁借钱上山的故事——一个人把自己的一生过成了提醒：无论被命运放到什么位置，都可以选择把眼前的事做到极致[s37][s7]。
盖棺之际，回看褚时健的九十年，几组数字像刻度一样立着：51岁出任玉溪卷烟厂厂长，62岁获全国优秀企业家金球奖，66岁当选全国十大改革风云人物，71岁被判无期徒刑，74岁保外就医上山种橙，84岁褚橙进京全国热销，90岁交棒，91岁辞世[s37][s45]。褚橙包装上那串数字51、62、66、71、74、84，被工作人员称为“褚时健的一生”[s8]。这串数字里有两次创业、一次坠落、一次重生，也有一个普通中国人在战争、反右、改革、牢狱、疾病之间从未停止做事的九十年。
对褚时健的历史评价，绕不开1999年那份判决。判决书在查明其贪污355万美元、个人分得174万美元、巨额财产来源不明的事实同时，也认定他有自首和重大立功表现、赃款全部追回，故“论罪应依法判处死刑”而减轻为无期徒刑；并郑重申明“无论功劳多大，都不因此而享有超越法律的特权”[s13][s32]。这份被法律界称为“现代法律文书典范”的判决，既没有因功废法，也没有因过废功。而案件引发的全社会讨论，客观上成为中国国企分配制度改革的催化剂：“59岁现象”被写进经济学和管理学的案例，经营者年薪制、股权激励在此后几年陆续推开。从这个意义上说，褚时健个人的悲剧，成了制度进步的一块铺路石[s8][s23]。
他更长远的影响，在精神层面。王石说，褚厂长身上集中体现了中国企业家“在前进中遇到困难、并从困难中重新站起来的精神”[s27]；周桦用一年多的贴身采访得出的结论是，这种精神并不悲情，也不传奇，它只是一种人生习惯——“做事、不闲着”[s8]。褚时健自己在《褚时健传》自序里留下了最朴素的自我总结：“我这个人，做事讲求踏实和认真。我从来不认为自己是个天才。但我一直是个实实在在做事的人，而且我有十分的认真态度，做哪一行就尊重哪一行的规律……我觉得我并没有做什么了不起的事情，我所做的，都是尊重规律，恪守本分。”[s31] 他还写道：“我人生里没有服过输的时候，但我都是和自己较劲。我希望我的人生价值都体现在当下，而不是昨天曾经如何。”[s31]
他对身后名的期望低到近乎谦卑：“我不期望别人在说起我的人生时有多少褒扬，我只希望人家说起我时，会说上一句：‘褚时健这个人，还是做了一些事。’”[s31] 而历史给他的，远超这一句。红塔集团至今仍是中国烟草的重镇，哀牢山的橙树每年秋天挂满果子，作业长制度、24比1甜酸比、“品质第一、数量第二”的规矩仍在果园里执行；他的家乡华宁青龙镇禄丰村，因他多年修桥、治水、扶持产业，农户从贷款户变成了“十万元户”[s3]。一个少年时在南盘江里差点溺亡、中年在元江河谷熬过疟疾、晚年挂着胰岛素瓶上山的人，最终把自己活成了一种公共精神资源：它关于如何在制度的夹缝里把事做到极致，如何为错误付出代价，又如何在被命运打倒之后，选择重新站起来，并且——这一次只为把一件事做好。

**English:** At 1:20 p.m. on March 5, 2019, Chu Shijian died at the Yuxi Municipal People's Hospital of heart failure and renal failure brought on by complications from diabetes, aged ninety-one. He had been hospitalized for more than ten days; on the third day he said he "didn't want to be in hospital; the hospital is uncomfortable" and asked to go home, but his condition was too severe. He left no last instructions; the end came suddenly. [s40][s41] The family agreed to set up a simple mourning hall from March 6 to 8, with a farewell ceremony on March 9. [s40]
The scale of mourning exceeded that of a typical industrialist's funeral. Wang Jianlin's condolence telegram read: "His passing is a great loss to China's business community." Pan Shiyi recalled that two years earlier, when his eyesight was already very poor, Chu Shijian had still sent him a book with a handwritten inscription. [s42] Yu Huafeng, founder of Benlai.com, and numerous entrepreneurs who had drawn lessons from the Ailao Mountain expressed their grief in various ways. One website's obituary read: "The gentleman, in his seventies, started anew, took root in the Ailao Mountains, and finally achieved the orange; a sweet life. His spirit of striving through adversity, his craftsmanship at work - may they endure for ten thousand generations and forever inspire us. Life has its ups and downs; the spirit can always be passed on." [s37] At the farewell ceremony on March 9, a long queue formed from early morning: old workers from the Yuxi Cigarette Factory, fruit farmers from the Ailao Mountain, entrepreneurs and young people who had traveled from across the country - many of them had never met him in person, but came to bid farewell to "a man who never gave up" one last time. Liu Chuanzhi sent a wreath through an intermediary; Ma Yun (Jack Ma) wrote: "I admire him greatly; in him one can see true entrepreneurial spirit." [s32] Beijing Youth Daily, in a memorial special edition, used a string of "mysterious numbers" to summarize his life: 51, 62, 66, 71, 74, 84, 91 - each number a hurdle in life, and he passed every single one. [s7][s8]
In the genealogy of Chinese reform-era entrepreneurs, Chu Shijian was one of the rare "full-course" participants - from the planned-economy factory floor to the marketized tobacco group, from the prison cell to the orchard. He turned the three characters "entrepreneur" from a job title into a capability: no matter whether he held tobacco leaves or orange saplings, no matter whether the label above him was laurels or a criminal charge, he could get things done and get them done well. [s27][s31]
The fruit farmers of the Ailao Mountain had grown accustomed to that old man on the hillside, wearing sunglasses and with a ramrod-straight back. After he was gone, the oranges were still picked and sorted by the standards he had set; the portrait on the packaging still carried a smile. Every autumn and winter when Chu's Orange came to market, people would peel the fruit and tell the story of the seventy-four-year-old who borrowed money to go up the mountain - a person who turned his entire life into a reminder: no matter what position fate puts you in, you can always choose to do the thing in front of you to the utmost. [s37][s7]
At the time of final judgment, looking back at Chu Shijian's ninety years, several sets of numbers stand like markers: fifty-one, he took charge of the Yuxi Cigarette Factory; sixty-two, he received the National Outstanding Entrepreneur "Golden Globe Award"; sixty-six, he was chosen as one of the "Ten Reform Wind-Cloud Figures"; seventy-one, he was sentenced to life imprisonment; seventy-four, he went up the mountain on medical parole to plant oranges; eighty-four, Chu's Orange went to Beijing and became a national sensation; ninety, he passed the baton; ninety-one, he departed. [s37][s45] The numbers 51, 62, 66, 71, 74, 84 printed on the Chu's Orange packaging were called by staff "Chu Shijian's whole life." [s8] Within those numbers lie two ventures, one fall, one rebirth, and ninety years of a Chinese person who never stopped doing things, through war, the Anti-Rightist Campaign, reform, prison, and disease.
Any historical evaluation of Chu Shijian must reckon with the 1999 verdict. The verdict, having established that he had embezzled US$3.55 million, personally receiving US$1.74 million, and held property of unidentified lawful source, also recognized his voluntary surrender, major meritorious service, and full recovery of stolen funds, and so mitigated the sentence from what "warranted the death penalty" to life imprisonment. It further solemnly declared: "No matter how great one's contributions, one does not thereby enjoy privileges above the law." [s13][s32] This verdict, called by the legal community "a model of modern legal documents," neither discarded the law because of merit nor discarded merit because of fault. The nationwide discussion the case provoked objectively became a catalyst for reform of the state-enterprise distribution system: the "age-59 phenomenon" was written into economics and management casebooks; annual-salary systems and equity incentives for enterprise managers were rolled out in the years that followed. In this sense, Chu Shijian's personal tragedy became a paving stone for institutional progress. [s8][s23]
His longer-range influence lies in the spiritual dimension. Wang Shi said that Director Chu embodied the Chinese entrepreneur's "spirit of encountering difficulty on the march forward and standing up again from that difficulty." [s27] Zhou Hua, after more than a year of close-up reporting, concluded that this spirit was neither tragic nor legendary; it was simply a life habit - "doing things, not idling." [s8] In the preface to his authorized biography, Chu Shijian left the most plainspoken self-assessment: "I, as a person, emphasize practicality and seriousness in everything I do. I never considered myself a genius. But I have always been someone who does things in a down-to-earth way, and I approach every line of work with complete seriousness, respecting the laws of whatever industry I'm in ... I don't think I've done anything extraordinary. What I've done is respect the rules and keep to my duty." [s31] He also wrote: "I have never known defeat in my life, but I am always competing with myself. I want my life's value to be manifested in the present, not in what I did yesterday." [s31]
His expectation for his posthumous reputation was humble to the point of self-effacement: "I don't expect people to heap praise on my life story; I only hope that when they mention me, they'll say one thing: 'Chu Shijian - he did get some things done.'" [s31] But what history has given him goes far beyond that single sentence. Hongta Group remains a bastion of China's tobacco industry to this day. The orange trees on the Ailao Mountain hang heavy with fruit every autumn. The team-leader system, the 24:1 sugar-acid ratio, and the rule of "quality first, quantity second" are still enforced in the orchards. In his hometown of Huaning, Qinglong Township, Lufeng Village, thanks to his years of building bridges, managing water and supporting local industries, farming households went from being in debt to loans to being "100,000-yuan households." [s3] A boy who nearly drowned in the Nanpan River as a youth, who endured malaria in the Yuanjiang River valley in middle age, who climbed the mountain in his twilight years trailing an insulin drip - in the end turned himself into a public spiritual resource: about how to do things to the utmost within the seams of the system, how to pay the price for one's mistakes, and how, after being struck down by fate, to choose to stand up again - and this time, simply to do one thing well.

## 卷尾 Editorial Conclusion

回望褚时健九十一年的生命跨度，真正令人震动的不是任何单项成就，而是一种贯穿始终的劳作能力。少年烤酒、青年征粮、糖厂榨季、烟叶配方、哀牢山的行距与水源——每一段经历的形式截然不同，但底层是同一种对具体事务的专注：不看风向，只看手上的活。红塔山的利税数字会被人反复引用，但那些数字背后的方法论——第一车间延伸到烟田、负债引进设备的胆识、计件包干的激励设计——才是他留给中国制造业更持久的东西。褚橙后来的品牌化同样如此，人们记住了励志故事，却容易忽略一个七十二岁老人对每棵树间距、每寸土壤有机质的精确控制。

他的一生可以清晰地分成三段：做产品的褚时健、犯错的褚时健、重新做事的褚时健。三段之间没有哪一段可以被省略或美化。第一段展示了在制度约束下个体能动性的极限；第二段暴露了权力缺乏制衡时人性的脆弱；第三段则证明了一件事——人的尊严最终不来自外部评价，而来自继续做事的能力。王石用巴顿将军的话为他定调：衡量成功的标志不是登到顶峰的高度，而是跌到低谷后的反弹力。这句话在褚时健身上得到了近乎字面意义的验证。

当然也有无法回避的质疑。有人指出他的案件本质是制度缺陷的产物，不应过度浪漫化个人选择；也有人认为褚橙的商业成功很大程度上建立在"褚时健"这个符号的消费之上，产品本身的可复制性远强于故事本身。这些追问都有道理。档案无意回避——恰恰相反，正是这些张力构成了褚时健完整的真实面貌：他既是制度的突破者也是越线者，既是实干的样本也是被消费的故事。

商业世界习惯追逐风口和传奇，但褚时健留下的遗产和传奇无关。属牛的人一辈子低头干活，不在乎头顶的光环。红塔山的烟终会散去，哀牢山的橙树却年年挂果。真正值得归档的，是一个中国人用九十一年岁月反复证明的朴素命题：人可以被打倒，但不可以被打败。不是因为他从未失败，而是因为每一次失败之后，他都选择了继续做事。

——亚洲封面人物总编辑部

At 1:20 p.m. on March 5, 2019, Chu Shijian died at the Yuxi Municipal People's Hospital of complications from diabetes, aged ninety-one. When the news spread, Wang Shi, Wang Jianlin, Pan Shiyi, Liu Chuanzhi, Liu Qiangdong and other entrepreneurs across several generations expressed their tributes through condolence telegrams, elegies and social-media posts. Wang Jianlin called him "a towering figure of China's reform and opening-up, a representative of China's outstanding entrepreneurs." Pan Shiyi wrote that in an environment without a market economy, it was Chu and his generation "who broke open a new world of market economy." [s41][s42]
The first legacy Chu Shijian left behind concerns institutions. His case unfolded in the seam between planned economy and market economy: a monopoly-run industry, dual-track pricing, a distribution system that severely divorced contribution from reward, and unchecked "one-signature" authority together formed the soil of tragedy. The court's verdict upheld the principle that all are equal before the law, while the national debate over the "age-59 phenomenon" that the case provoked objectively propelled the exploration of annual-salary systems and equity incentives for state-enterprise managers. The contrast between his 800,000-yuan lifetime earnings and his successor's million-yuan annual salary is often cited as evidence of unfairness; but the deeper significance lies in the fact that a society finally began to learn how to anchor an entrepreneur's value in institutions rather than in conscience. By his own fall, Chu Shijian secured a somewhat smoother road for those who came after.
The second legacy concerns the resilience of the human spirit. What made the decade in the Ailao Mountains so shattering was not the oranges themselves but the fact that an old man who had lived through war, the Anti-Rightist Campaign, prison and the loss of his daughter still believed at seventy-four that "one's spirit must never collapse, at any time." He carried an insulin drip up the mountain and converted suffering into procedures and standards. This was no motivational slogan; it was the capacity to transmute fate into processes and hardship into benchmarks. Wang Shi invoked General George S. Patton to define him: "The measure of a man is not how tall he has risen, but how well he bounces back from the depths." That phrase resonated because in Chu Shijian it found near-literal verification.
The third legacy concerns the very essence of entrepreneurship. Chu Shijian knew nothing of capital operations; he called himself a man who "couldn't play the conceptual game, the virtual stuff - I'm a real-economy man." He made liquor, sugar, cigarettes and oranges; each time he entered an industry he started from the most basic raw materials, processes, costs and quality. His creed was: "Respect the laws of whatever industry you are in." In an age obsessed with hot sectors and shortcuts, that plodding diligence became the scarcest commodity of all. He also lucidly refused deification: "I don't expect people to heap praise on my life story; I only hope that when they mention me, they'll say one thing: 'Chu Shijian - he did get some things done.'"
The Chu's Orange label bears a string of numbers: 51, 62, 66, 71, 74, 84 - the ages at which he became factory director, was named an outstanding entrepreneur, was selected as one of the "Ten Reform Wind-Cloud Figures," was sentenced to life, began planting oranges on medical parole, and saw Chu's Orange arrive in Beijing. Asked what he wanted on his tombstone, he said: "Chu Shijian - born in the year of the ox." He was actually born in the year of the dragon, but he preferred the ox - a beast that lowers its head and works all its life. Today the workshops beneath the Red Pagoda still hum, and the orange trees on the Ailao Mountains bear fruit every year. Ma Jingfen, Chu Yibin and the third generation still tend the orchards, distilling the vicissitudes of fate into the annual harvest of the land.
History's final verdict on Chu Shijian might borrow the eight characters the legal community used for him: merits do not cancel faults, nor faults erase merits. He was no flawless hero, nor a simple criminal; he was a man who pushed human agency to its limit within a great age, and who also paid the price for that era's constraints. The smoke of Hongtashan will disperse; the oranges of the Ailao Mountains will redden year after year. What truly endures is the testimony written in ninety-one years of a Chinese life: a person can be struck down but must not be defeated; life has its ups and downs, and the spirit can always be passed on.

## 金句 Pull Quote

> 我人生里没有服过输的时候，但我都是和自己较劲。我希望我的人生价值都体现在当下，而不是昨天曾经如何。

> I have never known defeat in my life, but I am always competing with myself. I want my life's value to be manifested in the present, not in what I did yesterday.

## 履历时间线 Career Timeline

- **1928-01** 出生于云南华宁 / Born in Huaning, Yunnan
  - 褚时健出生于云南省玉溪市华宁县南盘江边矣则村的一个农户家庭，家中有十几亩地和一个酒坊[s1][s5]。
  - EN: Chu Shijian was born into a farming family in Yize Village on the banks of the Nanpan River, Huaning County, Yuxi, Yunnan Province. The family owned a dozen or so mu of farmland and a distillery. [s1][s5]
- **1943** 父亲伤重去世，辍学烤酒撑家 / Father dies; leaves school to run distillery
  - 1942年日军轰炸滇越铁路，父亲褚开运受重伤，一年后不治身亡。小学未毕业的褚时健辍学接管家中酒坊，烤酒、捕鱼、种地，帮母亲养活六个弟妹，并在守灶烤酒中摸出了观察规律、对结果负责的做事方法[s2][s5]。
  - EN: In 1942 Japanese aircraft bombed the Yunnan-Vietnam Railway; his father Chu Kaiyun was gravely wounded and died a year later. Not yet graduated from primary school, Chu Shijian left school to take over the family's corn-liquor distillery, distilling liquor, catching fish, growing vegetables, and helping his mother feed six younger siblings. In tending the stove he developed his lifelong habit of observing, summarizing and finding patterns. [s2][s5]
- **1949** 参加云南边纵游击队 / Joins the Yunnan Border Column guerrillas
  - 读高一的褚时健投笔从戎，参加云南人民讨蒋自救军（边纵）游击队，任二支队十四团九连指导员，在南盘江北岸山区经历游击战争[s5][s6]。
  - EN: While in his first year of high school, Chu Shijian abandoned his studies and took up arms, joining the Yunnan People's Anti-Chiang Self-Salvation Army (Border Column) guerrillas as political instructor of the Ninth Company. He fought in the mountain country north of the Nanpan River. [s5][s6]
- **1952** 入党，历任征粮组长、区长 / Joins the Party; serves as grain-collection team head and district head
  - 新中国成立后由连队指导员转为征粮队员，任宜良县征粮组组长，半个月完成别人完不成的征粮任务；后任盘西区区长、区委书记，1952年入党[s5][s3]。
  - EN: After the founding of the PRC he transitioned from company instructor to grain-collection team member, heading the team in Yiliang County and completing the quota in half a month where others failed. He then served as district head and district Party secretary of Panxi District, and joined the Party in 1952. [s5][s3]
- **1955** 任玉溪行署人事科长，与马静芬结婚 / Appointed personnel chief in Yuxi; marries Ma Jingfen
  - 任玉溪地区行署人事科长；同年与呈贡县中心小学教师马静芬结婚，两人此后相伴六十余年[s5][s28]。
  - EN: He was appointed chief of personnel for the Yuxi Prefectural Office; that same year he married Ma Jingfen, a teacher in Chenggong County. They remained together for more than sixty years. [s5][s28]
- **1958-12** 被划为“右派” / Labeled a "Rightist"
  - 在玉溪地区政法口反右领导小组副组长任上，因对划右派比例提出异议等原因，于1958年12月被宣布为“右派分子”[s6][s1]。
  - EN: While serving as deputy head of the political-legal sector's Anti-Rightist leading group in Yuxi, he raised objections to the proportion of Rightists being reported. In December 1958 he himself was declared a "Rightist element." [s6][s1]
- **1959-01** 下放元江红光农场劳动改造 / Sent to the Red Light Farm for labor reform
  - 下放到元江河谷的红光农场，种地、榨糖、烤酒、捕鱼，在饥荒年代管起农场副业，帮难友改善生活；后辗转新平县畜牧场、堵岭农场[s2][s6]。
  - EN: He was sent to the Red Light Farm in the Yuanjiang River valley, where he grew crops, pressed sugar, distilled liquor and caught fish. During the famine years he managed the farm's sideline production, improving life for fellow detainees. He was later transferred to the Xinping County Livestock Farm and Duling Farm. [s2][s6]
- **1963** 任新平曼蚌糖厂副厂长，一年扭亏 / Deputy director of Manbang Sugar Factory; turns a loss to profit in one year
  - 调到新平县戛洒镇曼蚌糖厂任副厂长主管生产。糖厂连年亏损、县财政每年补贴二十余万元，他从节能降耗、改良工艺入手，第一年即扭亏为盈，在新平经营糖厂、纸厂十六年；儿子褚一斌同年出生[s5][s47]。
  - EN: He was transferred to the Manbang Sugar Factory in Jiasa, Xinping County, as deputy director in charge of production. The factory had been losing money for years; through energy savings and process improvements he turned a profit in the first year. He worked in the sugar and paper mills of Xinping for sixteen years; his son Chu Yibin was born during this period. [s5][s8]
- **1979-10** 51岁出任玉溪卷烟厂厂长 / At 51, takes charge of the Yuxi Cigarette Factory
  - 彻底摘掉右派帽子后，拒绝出任副专员的安排，51岁的褚时健出任濒临困境的玉溪卷烟厂厂长。该厂当时设备陈旧、半机械化生产，年税利不足1亿元[s5][s8]。
  - EN: After being fully cleared of Rightist charges, he declined an appointment as deputy commissioner and chose instead to lead the struggling Yuxi Cigarette Factory. At the time the factory was half-mechanized with outdated equipment, generating less than 100 million yuan in annual taxes and profits. [s5][s8]
- **1985** 首创“把第一车间建在烟田” / Pioneers "Building the First Workshop in the Tobacco Fields"
  - 在玉溪赵桅村463户烟农的650亩烟田试点，工厂提供良种、化肥、技术和资金，烟农按工厂标准种烟，实行全奖全赔，由此建立稳定的优质烟叶基地[s20][s18]。
  - EN: He launched a pilot in Zhaowei Village, Yuxi, covering 650 mu and 463 farming households. The factory provided improved seed, fertilizer, technical guidance and funds; farmers planted to factory specifications under a "full bonus, full penalty" system, establishing a stable base of premium tobacco leaf. [s20][s18]
- **1986-10** 推行卷烟厂、烟草公司、专卖局“三合一” / Implements the "trinity" system
  - 兼任玉溪烟草分公司经理和玉溪地区烟草专卖局局长，首创“三合一”管理体制，打通原料、生产与销售，为“第一车间”战略和工厂走向市场提供制度条件[s5][s18]。
  - EN: He concurrently took the posts of manager of the Yuxi Tobacco Branch Company and head of the Yuxi Prefectural Tobacco Monopoly Bureau, creating the "trinity" of cigarette factory, tobacco company and monopoly bureau, integrating raw materials, production and sales for the first time. [s5][s18]
- **1987** 玉溪卷烟厂跃居全国同行业第一 / Yuxi Cigarette Factory becomes number one nationally
  - 卷烟年产量达九十多万箱，比1980年翻两番，优质产品占九成以上；实现税利7.6亿元，比1980年前后增长六倍多，质量、物耗、效益三项指标列全国同行业榜首[s5]。
  - EN: Annual output exceeded 900,000 cases, quadruple the 1980 level; premium products accounted for over ninety percent. Tax and profits reached 760 million yuan, more than six times the 1980 level; quality, material consumption and economic efficiency all ranked first nationally. [s5]
- **1988** 名烟价格放开，红塔山成为第一品牌 / Premium cigarette prices liberalized; Hongtashan becomes top brand
  - 国家放开名烟零售价格，红塔山迅速占领高档烟市场，成为玉溪卷烟厂第一品牌，价格开始与世界名烟分庭抗礼[s5][s18]。
  - EN: The state lifted retail price controls on premium cigarettes. Hongtashan quickly seized the high-end market, becoming the factory's leading brand and beginning to compete on price with the world's great names. [s5][s18]
- **1990** 获全国优秀企业家“金球奖” / Receives the "Golden Globe Award" for outstanding entrepreneurs
  - 62岁的褚时健被授予全国优秀企业家终身荣誉奖“金球奖”，成为改革年代最知名的国企厂长之一[s4][s8]。
  - EN: At sixty-two, Chu Shijian was awarded the National Outstanding Entrepreneur Lifetime Achievement "Golden Globe Award," becoming one of the most renowned state-enterprise directors of the reform era. [s4][s8]
- **1993-11** 红塔山集团成立，玉烟跃居亚洲第一 / Hongtashan Group established; Yuxi factory becomes Asia's number one
  - 1991年玉溪卷烟厂在新加坡设海外生产基地后跃居亚洲第一大烟草企业，褚时健被称为“亚洲烟王”；1993年11月28日云南红塔山集团有限公司成立[s5][s40]。
  - EN: After establishing an overseas production base in Singapore in 1991, the Yuxi Cigarette Factory leapt to become the largest tobacco enterprise in Asia and Chu Shijian was hailed as the "Asian Tobacco King." On November 28, 1993, Yunnan Hongtashan Group Co., Ltd. was formally established. [s5][s40]
- **1994** 当选全国十大改革风云人物 / Selected as one of the "Ten Reform Wind-Cloud Figures"
  - 当选全国“十大改革风云人物”。执掌红塔十七年间累计为国家创造利税991亿元，年均递增43.93%，红塔山品牌评估价值逾400亿元[s4][s5]。
  - EN: He was selected as one of the national "Ten Reform Wind-Cloud Figures." Over seventeen years at the helm of Hongta, he accumulated 99.1 billion yuan in taxes and profits for the state, at an average annual growth rate of 43.93 percent; the Hongtashan brand was valued at over 40 billion yuan. [s4][s5]
- **1995-02** 匿名举报信引发调查 / Anonymous report letter triggers investigation
  - 中央纪委收到举报信，反映河南洛阳个体烟贩林政志勾结烟草公司、通过向褚时健家人行贿取得卷烟指标。调查随即展开，妻妹、妻弟、妻子马静芬、女儿褚映群先后被收审[s11][s14]。
  - EN: The Central Commission for Discipline Inspection received a report alleging bribery by a private cigarette dealer through Chu Shijian's family. The investigation was launched; his wife's sister, brother, wife Ma Jingfen and daughter Chu Yingqun were each placed under investigative review in succession. [s11][s18]
- **1995-12-01** 女儿褚映群在河南狱中自杀 / Daughter Chu Yingqun dies by suicide in Henan prison
  - 唯一的女儿褚映群（原名褚映红）在洛阳关押期间留下遗书后自杀身亡。褚时健痛悔未听女儿早劝退休之言，这成为他一生最深的伤痛[s15][s5]。
  - EN: His only daughter Chu Yingqun (nee Chu Yinghong) left a farewell letter and died by suicide while detained in Luoyang. Chu Shijian was consumed with remorse for not having heeded her repeated advice to retire; this became the deepest wound of his life. [s15][s5]
- **1997-07-10** 正式被捕 / Formally arrested
  - 1996年12月28日褚时健被监视居住，1997年7月10日正式逮捕。侦查查明其与罗以军、乔发科私分公款355.1万美元，个人分得174万美元[s5][s11]。
  - EN: On December 28, 1996 he was placed under residential surveillance; on July 10, 1997 he was formally arrested. The investigation established that he, Luo Yijun and Qiao Fake had improperly distributed US$3.551 million of public funds, of which he personally received US$1.74 million. [s5][s11]
- **1999-01-09** 被判处无期徒刑 / Sentenced to life imprisonment
  - 云南省高级人民法院一审以贪污罪、巨额财产来源不明罪数罪并罚，判处褚时健无期徒刑，剥夺政治权利终身，并处没收财产20万元；403万元人民币、62万元港币差额财产依法没收。判决书称“无论功劳多大，都不因此而享有超越法律的特权”[s12][s13]。
  - EN: The Yunnan Provincial High People's Court sentenced him at first instance for embezzlement and holding property from unidentified sources: life imprisonment, deprivation of political rights for life, and forfeiture of 200,000 yuan. Property worth 4.03 million yuan and HK$620,000 of unidentified source was confiscated. The verdict found the crime warranted the death penalty but mitigated the sentence due to voluntary surrender and full recovery of stolen funds. [s12][s13]
- **2001-05-15** 减刑为有期徒刑17年，保外就医 / Sentence commuted to 17 years; released on medical parole
  - 2001年经云南省高院裁定减刑为有期徒刑十七年；5月15日因严重糖尿病获批保外就医，回家养病，活动范围限制在老家一带[s4][s32]。
  - EN: The Yunnan Provincial High Court commuted his sentence to seventeen years' fixed-term imprisonment. On May 15 he was granted medical parole for severe diabetes and returned home to Yuxi, his movements restricted to the local area. [s4][s32]
- **2002** 74岁承包哀牢山荒山种橙 / At 74, contracts barren Ailao Mountain land to grow oranges
  - 与妻子马静芬在玉溪市新平县戛洒镇哀牢山承包荒山种植冰糖橙，最初约900亩、次年扩至2400亩，成立新平金泰果品公司，品牌注册“云冠”，开启第二次创业[s4][s9]。
  - EN: He and his wife Ma Jingfen contracted barren hillsides in Jiasa Township, Xinping County, in the Ailao range to grow ice sugar oranges, initially about 900 mu expanding to 2,400 mu (approximately 160 hectares). They founded Xinping Jintai Fruit Co., Ltd. and registered the brand "Yunguan," launching his second venture. [s4][s9]
- **2004** 获假释 / Granted parole
  - 褚时健获假释。他在哀牢山上持续投入水利、肥料和标准化管理，橙树陆续进入挂果期[s4][s10]。
  - EN: Chu Shijian was paroled. He continued to invest in water infrastructure, fertilizer and standardized management on the Ailao Mountain, and the orange trees gradually entered their fruiting period. [s4][s10]
- **2006** 冰糖橙首次挂果，“云冠”上市 / First harvest of ice sugar oranges; "Yunguan" brand launches
  - 种植的冰糖橙首次挂果上市，定名“云冠”。初期在昆明街头促销无人识，马静芬打出“褚时健种的冰糖橙”横幅后迅速售罄，“褚橙”之名传开[s22][s19]。
  - EN: The ice sugar oranges bore fruit for the first time and were marketed under the brand "Yunguan." Initially unknown on the streets of Kunming, the fruit sold out rapidly after Ma Jingfen put up a banner reading "Ice Sugar Oranges Grown by Chu Shijian." The name "Chu's Orange" began to spread. [s22][s19]
- **2011** 刑满释放 / Sentence fully completed
  - 2008年减刑至有期徒刑十二年，2011年刑满释放。此时他已是83岁的“橙农”，褚橙年产约八九千吨，不出云南即售罄[s4][s8]。
  - EN: His sentence was further reduced to twelve years in 2008; in 2011 he completed his sentence and formally regained his freedom. By then he was an eighty-three-year-old "orange farmer," with Chu's Orange producing about 8,000 to 9,000 tons a year, selling out within Yunnan without leaving the province. [s4][s8]
- **2012-11** 褚橙进京爆红，被称“励志橙” / Chu's Orange goes viral in Beijing; dubbed the "Inspirational Orange"
  - 褚橙通过生鲜电商本来生活网大规模进入北京市场，11月5日开卖，首批20吨五天售罄；王石等名人微博转发，“人生总有起落，精神终可传承”广为流传，褚橙被称为“励志橙”[s16][s24]。
  - EN: Chu's Orange entered the Beijing market at scale through the fresh-food e-commerce platform Benlai.com. Sales opened on November 5; the first 20 tons sold out in five days. Celebrity endorsements on Weibo, and the tagline "Life has its ups and downs; the spirit can always be passed on," spread widely. The fruit was dubbed the "inspirational orange." [s16][s21][s22]
- **2015-12** 《褚时健传》出版；为品质登报道歉并砍树 / Authorized biography published; public apology and tree-cutting for quality
  - 周桦著、中信出版集团出版的《褚时健传》上市，褚时健亲自作序。同年因橙子品质波动，他在《北京晚报》公开道歉，并下令砍掉约3.7万株过密果树、牺牲约2000吨产量以保品质[s30][s37]。
  - EN: Zhou Hua's authorized biography Chu Shijian, published by CITIC Press, was released with Chu Shijian's own preface. That same year, because of quality fluctuations in the oranges, he publicly apologized in the Beijing Evening News and ordered roughly 37,000 over-dense fruit trees cut, sacrificing about 2,000 tons of production to protect the brand's quality standards. [s37][s41]
- **2018-01-17** 90岁大寿交棒，云南褚氏果业成立 / At 90, passes the baton; Yunnan Chu's Fruit Industry established
  - 90岁生日之际，云南褚氏果业股份有限公司在褚橙庄园成立，褚时健任董事长，独子褚一斌任总经理，家族企业传承落地。当年褚橙成品果1.3万吨、销售额约两亿元[s35][s44]。
  - EN: On his ninetieth birthday, Yunnan Chu's Fruit Industry Co., Ltd. was formally established at the Chu's Orange Estate. Chu Shijian served as chairman; his only son Chu Yibin was appointed general manager. Family-business succession was formally completed. That year, finished fruit output reached 13,000 tons and sales approximately 200 million yuan. [s35][s39]
- **2019-03-05** 在玉溪逝世，享年91岁 / Passes away in Yuxi, aged 91
  - 13时20分，褚时健因糖尿病并发症在玉溪市人民医院去世，享年91岁。王石、王健林、潘石屹、柳传志等企业家纷纷悼念；3月9日举行遗体告别仪式[s40][s42]。
  - EN: At 1:20 p.m., Chu Shijian died of complications from diabetes at the Yuxi Municipal People's Hospital, aged ninety-one. Entrepreneurs including Wang Shi, Wang Jianlin, Pan Shiyi and Liu Chuanzhi offered condolences. The farewell ceremony was held on March 9. [s40][s42]

## 常问问答 FAQ

**Q1: 褚时健是谁？为什么被称为“烟王”和“橙王”？**

A: 褚时健（1928年2月—2019年3月），云南华宁人，云南红塔集团原董事长、冰糖橙品牌“褚橙”创始人，中国改革开放史上最具争议也最富传奇色彩的企业家之一[s1][s4]。“烟王”之称来自他1979年至1996年执掌玉溪卷烟厂的十七年：他以负债技改、“第一车间”原料战略和“三合一”体制，把一家半机械化地方小厂办成亚洲领先、世界前列的烟草集团，“红塔山”成为与三五、万宝路并驾齐驱的国产名烟，工厂年创税利近两百亿元，累计为国家创造利税991亿元，红塔山品牌价值评估超过400亿元[s5][s18]。“橙王”之称则来自他的第二次创业：2002年，74岁、保外就医的他与妻子马静芬在哀牢山承包2400亩荒山种冰糖橙，用工业管理方式经营农业，十年磨一剑；2012年褚橙借生鲜电商进京爆红，被称为“励志橙”，他再成“中国橙王”[s9][s16]。从烟王到阶下囚、再到橙王，他两次创业都做到行业顶尖，也因此被称为“影响企业家的企业家”[s48]。

**Q1 (EN): Who is Chu Shijian? Why is he called both the "Tobacco King" and the "Orange King"?**

A: Chu Shijian (February 1928 - March 2019), a native of Huaning, Yunnan Province, was the former chairman of Yunnan Hongta Group and the founder of the ice sugar orange brand "Chu's Orange," and one of the most controversial and most legendary entrepreneurs in the history of China's reform and opening-up. [s1][s4] The title "Tobacco King" comes from his seventeen years (1979-1996) at the helm of the Yuxi Cigarette Factory: through debt-financed technical upgrading, the "First Workshop" raw-materials strategy and the "trinity" system, he turned a half-mechanized local plant into the largest tobacco group in Asia and a world-class enterprise. "Hongtashan" ("Red Pagoda Hill") became a domestic brand ranked alongside 555 and Marlboro; the factory generated nearly 20 billion yuan in annual taxes and profits, accumulating 99.1 billion yuan for the state; and the Hongtashan brand was valued at more than 40 billion yuan. [s5][s18] The title "Orange King" comes from his second venture: in 2002, at seventy-four and on medical parole, he and his wife Ma Jingfen contracted 2,400 mu of barren mountain in the Ailao range to grow ice sugar oranges, applying industrial management methods to agriculture. In 2012 Chu's Orange went viral in Beijing through fresh-food e-commerce and was dubbed the "inspirational orange," making him the "Orange King" once again. [s9][s16] From Tobacco King to convict to Orange King, he reached the top of his industry in two completely different fields, and for this reason is known as "the entrepreneur who influenced entrepreneurs." [s48]

**Q2: 褚时健为什么被判刑？1999年判决的具体内容是什么？**

A: 案件由1995年2月一封寄到中央纪委的匿名举报信引发，信中反映河南洛阳个体烟贩林政志勾结烟草公司，通过向褚时健家人行贿取得卷烟指标牟利[s11][s14]。调查中又查出经济问题：司法机关查明，1993年至1994年，玉溪卷烟厂在香港华玉公司账外存放2857万余美元，褚时健指使总会计师罗以军截留该款；1995年6月至7月，他与罗以军、副厂长乔发科策划私分其中355.1061万美元（折合人民币2870万元），他个人分得174万美元，款项转入新加坡商人账户，案发后全部追回[s12][s13]。此外，他对价值人民币403万元、港币62万元的财产不能说明合法来源。1999年1月9日，云南省高级人民法院一审判决：褚时健犯贪污罪判处无期徒刑、剥夺政治权利终身、没收财产20万元，犯巨额财产来源不明罪判处有期徒刑五年，数罪并罚决定执行无期徒刑；同案罗以军判十四年、乔发科判五年。判决书认定其贪污数额特别巨大、“论罪应依法判处死刑”，但鉴于有自首和重大立功表现、赃款全部追回而减轻处罚，同时申明“无论功劳多大，都不因此而享有超越法律的特权”。褚时健未上诉[s12][s13][s32]。

**Q2 (EN): Why was Chu Shijian sentenced? What specifically did the 1999 verdict contain?**

A: The case was triggered in February 1995 by an anonymous letter sent to the Central Commission for Discipline Inspection, alleging that Lin Zhengzhi, a private cigarette dealer from Luoyang, Henan, had colluded with the tobacco company and, by bribing Chu Shijian's family members, obtained cigarette quotas for profit. [s11][s14] The investigation uncovered economic crimes: judicial authorities established that between 1993 and 1994, the Yuxi Cigarette Factory had more than US$28.57 million stored off-book in its Hong Kong subsidiary Huayu Trading Company; Chu Shijian instructed chief accountant Luo Yijun to retain the funds, and in June-July 1995 he, Luo Yijun and deputy factory director Qiao Fake plotted to divide US$3.551061 million among themselves (equivalent to 28.7 million yuan at the prevailing exchange rate), with Chu personally receiving US$1.74 million. The money was transferred to a Singapore businessman's account; after the case broke, all funds were recovered. [s12][s13] In addition, he could not account for the lawful source of property worth 4.03 million yuan and HK$620,000. On January 9, 1999, the Yunnan Provincial High People's Court sentenced him at first instance: guilty of embezzlement - life imprisonment, deprivation of political rights for life, forfeiture of 200,000 yuan in property; guilty of holding property from unidentified sources - five years' imprisonment; combined punishment: life imprisonment. Co-defendants Luo Yijun received fourteen years and Qiao Fake five years. The verdict found the embezzlement amount "especially enormous" and circumstances "especially serious," warranting the death penalty, but mitigated the sentence because of voluntary surrender, major meritorious service, and full recovery of stolen funds. The verdict also stated: "No matter how great one's contributions, one does not thereby enjoy privileges above the law." Chu Shijian did not appeal. [s12][s13][s32]

**Q3: 褚时健的女儿褚映群遭遇了什么？**

A: 褚映群（原名褚映红）是褚时健与马静芬唯一的女儿，1956年前后出生，曾在云南金融系统工作[s15]。1995年褚时健案调查期间，她与母亲马静芬分别被收审，褚映群被关押在河南洛阳。1995年12月1日，她在狱中留下一封遗书后自杀身亡，距被收里约四个月。据后来的报道，狱方认为她的问题并不严重、正准备放人，但悲剧仍未能避免[s11][s14]。女儿之死是褚时健一生最深的痛。他后来多次痛悔：“姑娘早就跟我说叫我退休，我一直想着，多干干，多做点贡献，把我们厂再做大一点，我要是早一点听了姑娘的话退休，姑娘就不会有今天。”[s5] 马静芬于1996年4月正式被捕，后也度过了牢狱岁月。这段家庭悲剧是褚时健人生叙事中最沉重的部分：在他创造千亿利税的辉煌背面，是妻子被关押、女儿自尽的代价[s11][s28]。褚映群的女儿（外孙女）夫妇后来也回到褚橙体系工作，外孙女婿李亚鑫2008年从加拿大回国负责基地生产与销售[s29]。

**Q3 (EN): What happened to Chu Shijian's daughter Chu Yingqun?**

A: Chu Yingqun (nee Chu Yinghong) was the only daughter of Chu Shijian and Ma Jingfen, born around 1956, who had worked in the Yunnan financial system. [s15] During the investigation of Chu Shijian's case in 1995, she and her mother were each placed under investigative review; Chu Yingqun was detained in Luoyang, Henan. On December 1, 1995, she left a farewell letter in prison and died by suicide, approximately four months after her detention. According to later reports, the authorities considered her case not serious and were preparing to release her, yet the tragedy could not be prevented. [s11][s14] Her death was the deepest pain of Chu Shijian's life. He later said many times with anguish: "My daughter had long been telling me to retire. I kept thinking, let me work a little longer, make a few more contributions, make the factory even bigger. If I had heeded my daughter's advice and retired sooner, she would not have met this end." [s5] Ma Jingfen was formally arrested in April 1996 and also endured imprisonment. This family tragedy is the heaviest chapter in the Chu Shijian narrative: behind the brilliance of 99.1 billion yuan in accumulated tax revenue lay the price of a wife detained and a daughter lost. [s11][s28] Chu Yingqun's daughter and son-in-law later returned to work in the Chu's Orange system; grandson-in-law Li Yaxin returned from Canada in 2008 to take charge of base production and sales. [s29]

**Q4: 褚时健当年的工资有多少？他的案子为什么引发“59岁现象”讨论？**

A: 据其辩护律师马军和多家媒体核算，褚时健担任玉溪卷烟厂厂长十七年间，全部工资加奖金约80余万元，月均约3000元；而同一时期他领导的工厂累计创税利991亿元，红塔山品牌价值逾400亿元[s18][s8]。形成刺眼对比的是，他的继任者字国瑞（由昆明市常务副市长调任）上任后年薪加奖金即超过100万元，一年收入超过褚时健十七年总和[s23]。在烟草专卖体制下，名烟出厂计税价与市场价之间存在巨大差价——硬壳红塔山每条计税价约49元、市场零售超过100元，批烟权带来巨大寻租空间；而国企经营者的贡献长期没有制度化的回报渠道。褚时健在67岁、临近退休时涉案，被舆论当作“59岁现象”——国企负责人退休前心态失衡、大捞一把——的典型注脚[s18][s26]。案件引发全国大讨论：一方面法律界强调“功不掩过，过不遮功”，任何人没有超越法律的特权；另一方面，马军等律师和不少学者指出，贡献与报酬严重脱节、分配制度缺失是悲剧的制度根源[s11][s32]。这起案件客观上推动了此后国企经营者年薪制、股权激励等制度的探索[s8][s23]。

**Q4 (EN): What was Chu Shijian's salary at the time? Why did his case spark a national debate over the "age-59 phenomenon"?**

A: According to calculations by his defense lawyer Ma Jun and multiple media reports, over the seventeen years Chu Shijian served as director of the Yuxi Cigarette Factory his total wages plus bonuses amounted to roughly 800,000 yuan - an average of about 3,000 yuan per month - while during the same period the factory he led accumulated 99.1 billion yuan in taxes and profits, and the Hongtashan brand was valued at over 40 billion yuan. [s18][s8] A stark contrast: his successor Zi Guorui (transferred from the post of executive vice mayor of Kunming) took an annual salary plus bonus exceeding one million yuan upon taking office - a single year's earnings surpassing Chu Shijian's entire seventeen-year total. [s23] Under the tobacco monopoly system, a huge gap existed between the factory's tax-calculated price for cigarettes and the market retail price: a carton of Hard-shell Hongtashan was assessed at about 49 yuan but retailed for more than 100 yuan; the allocation power created enormous rent-seeking space, while the contributions of state-enterprise managers had long lacked an institutionalized channel of reward. Chu Shijian was implicated at sixty-seven, on the verge of retirement, and the public labeled him a textbook example of the "age-59 phenomenon" - the perceived tendency of state-enterprise heads to grab wealth before retirement as their mindset tilted toward imbalance. [s18][s26] The case triggered a nationwide debate: on one hand, the legal community insisted that "merits do not cancel faults, nor faults erase merits" and that no one enjoys privileges above the law; on the other hand, lawyers like Ma Jun and numerous scholars pointed out that the severe disconnect between contribution and remuneration, and the absence of a distribution system, were the institutional root of the tragedy. [s11][s32] The case objectively propelled the subsequent exploration of annual-salary systems and equity incentives for state-enterprise managers. [s8][s23]

**Q5: 褚时健74岁为什么还要上山种橙子？**

A: 直接起因是橙子。2001年底，弟弟褚时佐探监时带来一袋云南产冰糖橙，他尝了说“味道不错”，因糖尿病不敢多吃，却动了种橙的念头；保外就医后他到处买橙子品尝比较，发现哀牢山的温差、土壤、日照、水源条件适合种出比进口橙更合中国人口味的冰糖橙[s9][s37]。更深层的原因是他“闲不住”。他在《褚时健传》自序中说：“我脑子里从来没有过退休的概念。2001年从监狱出来后，周围的亲戚朋友帮我安排了如何休息养老的生活，但我过不来那样的生活，我不做事不行，天生就爱忙。”[s38] 王石曾问他有没有遗憾，他只淡淡说“改革总是要付出代价，牺牲一些人在所难免”，转头就介绍他的荒山[s26]。他也有产业上的雄心：当年看到万宝路、三五横行中国，他做出了中国最好的烟；尝到偏酸的澳洲进口橙，他就想“种好中国的橙子，创出自己的好品牌”，并把目标对准美国新奇士：“我的目标是超过新奇士。”[s22][s37] 2002年，74岁的他与马静芬借钱上山，种这种六年后才挂果的作物。周桦总结说，这与雄心、传奇无关，“只和他的人生习惯有关：做事、不闲着”[s8]。

**Q5 (EN): Why did Chu Shijian go up the mountain to plant oranges at the age of seventy-four?**

A: The immediate trigger was the orange itself. Toward the end of 2001, his brother Chu Shizuo brought a bag of Yunnan ice sugar oranges during a visit; Chu tasted one and said "Not bad at all" - but because of his diabetes he dared not eat more, and the idea of growing oranges took hold. After being released on medical parole he bought oranges everywhere he went, tasting and comparing, and concluded that the Ailao Mountain's temperature differential, soil, sunshine and water conditions were suited to producing an ice sugar orange that would suit Chinese palates better than imports. [s9][s37] The deeper reason was that he "couldn't sit still." In the preface to his authorized biography he wrote: "The concept of retirement has never existed in my mind. After I came out of prison in 2001, relatives and friends arranged a restful retirement life for me, but I couldn't live that kind of life. I can't not do things; I was born to stay busy." [s38] When Wang Shi once asked if he had any regrets, he only said mildly: "Reform always comes at a price; sacrificing some people is inevitable," then changed the subject to introducing his barren mountain. [s26] He also had industrial ambitions: having watched Marlboro and 555 dominate China, he had made China's best cigarette; tasting the somewhat sour Australian imported oranges, he wanted to "grow good Chinese oranges and create a great home-grown brand," setting his sights on Sunkist: "My target is to surpass Sunkist." [s22][s37] In 2002, at seventy-four, he and Ma Jingfen borrowed money and went up the mountain to plant a crop that would not bear fruit for six years. Zhou Hua summed it up: this had nothing to do with ambition or legend; "it was simply a matter of his lifelong habit: doing things, not idling." [s8]

**Q6: “褚橙进京”是怎么回事？一颗橙子为什么会变成“励志橙”？**

A: 2012年10月，成立仅五个月的生鲜电商本来生活网西南买手把褚时健的橙子报给北京总部。市场总监胡海卿（原《南方周末》记者）等人上山考察后拿下北京独家经销权。11月5日上午10点褚橙开卖，前五分钟卖出近800箱，首批20吨特级橙五天售罄，11月12日一天卖出1500多箱；特级橙每箱10斤定价138元，约为普通橙子两三倍[s16][s22]。引爆传播的是情感营销：胡海卿拟出文案“人生总有起落，精神终可传承”，团队向百名企业家发起“品褚橙，任平生”赠尝活动；王石、潘石屹、梁冬等名人发微博转发，王石引用巴顿将军的话——“衡量一个人成功的标志，不是看他登到顶峰的高度，而是看他跌到低谷之后的反弹力”；作家章诒和连写两条微博称“昔日烟王，今日橙王，名不虚传”[s16][s21]。网站数据发现，买褚橙的多为男性，许多人买后再批量下单送朋友——他们吃橙子时想到褚时健，也想到自己和身边奋斗的人，褚橙由此被称为“励志橙”[s22][s23]。《商业周刊》中文版用《引爆点》三法则分析：名人背书、可被感染的信息、恰逢社会转型期的集体焦虑，三者齐备[s24]。但从业者反复强调：“光有故事还不够，食品最终要回归它的本来面目。”褚橙的复购根基仍是品质[s21][s22]。

**Q6 (EN): What was the story of "Chu's Orange goes to Beijing"? How did a single orange become the "inspirational orange"?**

A: In October 2012, a buyer for the Southwest region of Benlai.com, a fresh-food e-commerce platform only five months old, forwarded Chu Shijian's oranges along with a dossier on the old man to the Beijing headquarters. Marketing director Hu Haiqing (formerly a reporter for Southern Weekly) and others traveled up the mountain for an inspection and secured exclusive Beijing distribution rights. On November 5 at 10 a.m. Chu's Orange went on sale: nearly 800 cases in the first five minutes, the initial 20 tons of premium oranges sold out within five days, and on November 12 alone more than 1,500 cases were shipped. Premium oranges were priced at 138 yuan per 10-jin case, roughly two to three times the price of ordinary oranges. [s16][s22] What ignited the viral spread was emotional marketing: Hu Haiqing drafted the tagline "Life has its ups and downs; the spirit can always be passed on"; the team launched a "Taste Chu's Orange, Live Life to the Full" gifting campaign targeting a hundred entrepreneurs; Wang Shi, Pan Shiyi, Liang Dong and other celebrities posted on Weibo; Wang Shi cited General Patton's words - "The measure of a man is not how tall he has risen, but how well he bounces back from the depths"; writer Zhang Yihe posted two consecutive Weibo entries declaring "Yesterday's Tobacco King, today's Orange King - the name is not undeserved." [s16][s21] Website data showed that most buyers were male; many bought again in bulk to send to friends - eating oranges and thinking of Chu Shijian, and of themselves and the people striving around them - hence the name "inspirational orange." [s22][s23] Chinese Business Weekly analyzed it through the three rules of The Tipping Point: celebrity endorsement, emotionally infectious messaging, and the coincidence of collective anxiety during social transition. [s24] But industry insiders kept repeating: "Story alone is not enough; food must ultimately return to its original form." The foundation of Chu's Orange repeat purchases remained quality. [s21][s22]

**Q7: 王石为什么如此推崇褚时健？“反弹力”这句话是怎么来的？**

A: 王石与褚时健的交往始于2003年夏天。他第一次上哀牢山时，看到76岁的褚时健穿着圆领衫、戴宽边墨镜、腰杆笔直，正蹲在地上为修水泵的开价讨价还价（对方要80元，他只给60元），随后兴致勃勃地讲六年后橙子挂果的图景。王石大吃一惊：“六年后他都80岁了……一个70多岁的老人创业，大谈80多岁以后的场面，这是一种什么精神啊！”他坦承若换作自己遭遇事业家庭双重打击，“我一定不会像他那样勇敢”[s27][s30]。“反弹力”之语出自美国巴顿将军，王石1984年创办万科时就把它写在办公室地板上；2012年褚橙进京，他在微博引用这句话为褚时健定名：“衡量一个人成功的标志，不是看他登到顶峰的高度，而是看他跌到低谷之后的反弹力。”[s22][s27] 王石自称“我有很多粉丝，但我是褚时健的粉丝”，并清醒地区分法律判断与人格敬意：“不管褚时健偷偷从企业拿了多少钱，就是再少也肯定是违法的”，但“这并不妨碍我对他作为一个企业家的尊敬”[s26][s27]。他在《褚时健传》序言中写道，褚厂长以耄耋之躯创造褚橙，“焦虑的中国企业家阶层从他晚年的奋起中看到了希望，这种希望就是企业家尊严的源头：工匠精神、独立人格、不断创新，为社会贡献价值”[s30]。2014年正是王石引荐周桦为褚时健作传[s31]。

**Q7 (EN): Why did Wang Shi so highly regard Chu Shijian? Where does the "bounce-back" quote come from?**

A: Wang Shi's friendship with Chu Shijian began in the summer of 2003. On his first climb up the Ailao Mountain, he saw the seventy-six-year-old Chu in a round-neck T-shirt, wearing wide-brimmed sunglasses, back ramrod straight, crouching on the ground haggling over the price of repairing a water pump (the man asked eighty yuan; Chu offered sixty), then enthusiastically describing the scene of oranges covering the hillsides six years later. Wang Shi was staggered: "In six years he'll be eighty ... A man in his seventies starting a business, talking with such gusto about what the mountain will look like when he's over eighty - what spirit is that!" He frankly admitted that if he himself had suffered the dual blows to career and family, "I certainly would not have been as brave as he was." [s27][s30] The "bounce-back" quote comes from American General George S. Patton; Wang Shi had it written on the floor of his office when he founded Vanke in 1984. When Chu's Orange went to Beijing in 2012, he cited the phrase on Weibo to define Chu Shijian: "The measure of a man is not how tall he has risen, but how well he bounces back from the depths." [s22][s27] Wang Shi called himself "a fan of Chu Shijian" and lucidly distinguished legal judgment from personal respect: "No matter how much money Chu Shijian secretly took from the enterprise, even the smallest amount was certainly illegal," but "that does not prevent my respect for him as an entrepreneur." [s26][s27] In the preface to the authorized biography he wrote that the old factory director, at an age when most have long retired, created Chu's Orange - "the anxious Chinese entrepreneurial class saw hope in his late-life struggle; that hope is the very source of entrepreneurial dignity: craftsmanship, independent character, constant innovation, contributing value to society." [s30] It was Wang Shi who in 2014 recommended Zhou Hua to write Chu Shijian's authorized biography. [s31]

**Q8: 褚时健保外就医之后，刑期是怎样结束的？**

A: 褚时健1999年1月被判处无期徒刑后，在云南第二监狱服刑，狱中负责整理图书室图书，健康状况持续恶化，患有严重糖尿病、原发性高血压和陈旧性心肌梗死，每日靠胰岛素和药片维持[s8][s9]。2001年，经云南省高级人民法院刑事裁定，他被减刑为有期徒刑十七年；同年5月15日，因严重糖尿病获批保外就医，回到玉溪家中养病，活动范围被限制在老家一带[s4][s32]。此后他的法律状态多次变更：2004年获假释；2008年减刑至有期徒刑十二年；2011年刑满释放，正式恢复自由[s4][s41]。也就是说，他2002年上山种橙时身份仍是保外就医的服刑人员，褚橙创业的最初十年是在刑期之内完成的——这也是“74岁再创业”格外震撼人心的原因之一[s8]。减刑、假释的依据是其服刑期间的身体状况与悔改表现，相关时间节点在经济日报、澎湃新闻等媒体刊发的褚橙庄园履历中均有一致记载[s4][s40]。服刑期间他被安排管理图书室，把上万册图书分类编目、登记造册，还帮管教干警的孩子补习功课——即便在狱中，他也习惯把经手的每件事理顺、做好[s9]。

**Q8 (EN): After Chu Shijian was released on medical parole, how did his sentence end?**

A: After being sentenced to life imprisonment in January 1999, Chu Shijian served his time in Yunnan No. 2 Prison, where he was assigned to organize the library. His health continued to deteriorate: he suffered from severe diabetes, primary hypertension and old myocardial infarction, surviving on daily insulin and pills. [s8][s9] In 2001, the Yunnan Provincial High People's Court commuted his sentence to seventeen years' fixed-term imprisonment; on May 15 of the same year, he was granted medical parole for severe diabetes and returned to his home in Yuxi, his movements restricted to the local area. [s4][s32] His legal status changed several times thereafter: he was paroled in 2004; his sentence was further reduced to twelve years in 2008; and in 2011 he completed his sentence and formally regained his freedom. [s4][s41] In other words, when he went up the mountain to plant oranges in 2002, his status was still that of a convict on medical parole, and the first ten years of the Chu's Orange venture were completed while still under sentence - which is one reason why "starting a business at seventy-four" was so deeply shocking. [s8] The basis for commutation and parole was his physical condition and demonstrated repentance during incarceration; the relevant time points are consistently recorded in the Chu's Orange Estate biographies published in Economic Daily, The Paper and other media. [s4][s40] During his time in prison he was assigned to manage the library, cataloging more than ten thousand volumes and helping the children of correctional officers with their homework - even behind bars, he fell into the habit of organizing and perfecting everything he touched. [s9]

**Q9: 褚橙的种植管理有什么特别之处？“砍树”事件是怎么回事？**

A: 褚时健把烟厂的工业管理整套搬进了果园。基础设施上，他举债上千万元架设五条引水管道把山泉水引上山，一条管道就近两百万元[s22]；肥料用烟梗等自配有机肥，不施化肥；每棵树只留240至260朵花，让养分集中供给两百多个果子，追求24比1的黄金甜酸比[s37]。管理上实行“作业长”制度，分片包干；他给每户装统一灌溉开关防止私自浇水增重；问下属“今天下雨了吗”，正确答案必须是“从几点下到几点、一共多少毫米”；每周上山带卡尺量橙子直径，与往年同期对比[s29][s37]。他说：“果树每天长得怎么样、有什么问题，我必须比农民还要掌握得仔细。我如果说不出个一二三，就指挥不动他们。”[s30] “砍树”事件发生在2015年：当年雨水多、果树过密导致果子偏小偏淡，网上出现大面积负评。88岁的他先在公司检讨，又在《北京晚报》公开道歉“今年的确没做好”，随后下令果树间距必须达到3米、不足的一律砍掉——3200亩、23万株果树要砍掉约3.7万株，减少约2000吨产量、价值两三千万元。“这个决定只有我才能做。”他还坚持当年不涨价。随后两年果园从34万棵疏减到19万棵，并攻克了溃疡病、黄龙病，品质回升[s37][s41]。

**Q9 (EN): What was special about the cultivation and management of Chu's Orange? What was the "tree-cutting" incident?**

A: Chu Shijian transplanted the entire industrial management system of the cigarette factory into the orchard. On infrastructure, he went more than ten million yuan into debt to build five water-diversion pipelines bringing spring water up the mountain - each pipeline cost close to two million yuan. [s22] Fertilizer was self-compounded from tobacco stalks and other organic materials, with no chemical fertilizer used. Each tree was limited to 240 to 260 blossoms so that nutrients concentrated on feeding roughly 200 fruits, pursuing a "golden" sugar-acid ratio of 24:1. [s37] Management adopted a "team-leader" system, with each unit contracted for a specific area; he installed standardized irrigation switches for each household to prevent unauthorized watering that would inflate weight. When he asked subordinates "Did it rain today?" the only acceptable answer specified the hours and total millimeters. Every week he went up the mountain with calipers to measure orange diameter against the same period in prior years. [s29][s37] He said: "How the trees are growing each day, what problems they have - I must know these details better than the farmers themselves. If I can't lay it out precisely, I can't command them." [s30] The "tree-cutting" incident occurred in 2015: heavy rainfall that year and overly dense planting caused fruit to be small and bland, triggering a wave of negative reviews online. At eighty-eight, he first conducted a self-criticism at the company, then publicly apologized in the Beijing Evening News - "We didn't do well this year" - and ordered that tree spacing must reach three meters, with any tree falling short to be cut down. Across 3,200 mu and 230,000 fruit trees, roughly 37,000 were felled, eliminating about 2,000 tons of production worth 20 to 30 million yuan. "Only I could make that decision," he said. He also insisted on no price increase that year. Over the following two years the orchard was thinned from 340,000 trees to 190,000, and the team conquered citrus canker and citrus greening disease, restoring quality. [s37][s41]

**Q10: 褚时健去世后，褚橙由谁接班？家人在企业中扮演什么角色？**

A: 2018年1月17日褚时健90岁生日当天，云南褚氏果业股份有限公司在褚橙庄园成立，褚时健任董事长，独子褚一斌任总经理，被视为家族传承正式落地；马静芬现场致辞：“今天可以算是传承下去了。”[s35][s39] 褚一斌1963年生，昆明理工学院毕业，曾留学日本、在新加坡从事金融投资，2013年回乡，从修剪、施肥学起，2014年正式随父做农业[s33][s34]。接班后他推行数字化种橙：传感器、摄像头监测土壤果树，数字化清点花朵、提前干预成果率，以甜酸比、果皮厚度、化渣率等指标分级，2019年借钱建选果厂，并在保山龙陵开辟上万亩“云冠橙”基地；到2025年褚橙年销售额约4亿至5亿元，较2018年增长约四倍，带动两千多户农户增收[s34]。妻子马静芬是第二次创业的合伙人：早年一起住工棚守果园，“褚时健种的冰糖橙”横幅出自她手，还主导建设褚橙庄园、负责褚柑和褚酒品牌[s28][s36]。第三代中，孙女褚楚负责云南沃土果品，推出家族第二款产品“褚柑”；外孙女婿李亚鑫2008年从加拿大回国，长期负责基地生产与销售[s35][s29]。褚时健2019年3月5日去世后，褚一斌把包装上老人嘴角向下的人像改成笑脸：“不管在哪里，都开开心心的。”[s34]

**Q10 (EN): After Chu Shijian passed away, who took over Chu's Orange? What role did family members play in the enterprise?**

A: On January 17, 2018 - Chu Shijian's ninetieth birthday - Yunnan Chu's Fruit Industry Co., Ltd. was formally established at the Chu's Orange Estate. Chu Shijian served as chairman; his only son Chu Yibin was appointed general manager. It was seen as the formal landing of family-business succession. Ma Jingfen spoke at the ceremony: "Today we can say it has been passed on." [s35][s39] Chu Yibin was born in 1963, graduated from Kunming University of Science and Technology, studied in Japan and worked in financial investment in Singapore. He returned home in 2013, learning to prune and fertilize from scratch, and formally joined his father in agriculture in 2014. [s33][s34] After taking over he introduced digital orange-farming: sensors and cameras monitor soil and trees; flowers are counted digitally and intervention is timed to maximize fruit-set rates; grading uses indicators such as sugar-acid ratio, peel thickness and pulp-residue rate. In 2019 he borrowed money to build a fruit-sorting plant, and opened a 10,000-plus-mu "Yunguan Orange" base in Baoshan, Longling. By 2025, Chu's Orange annual sales had reached approximately 400 to 500 million yuan, roughly four times the 2018 level, lifting the incomes of more than 2,000 farming households. [s34] His wife Ma Jingfen was the partner in the second venture: in the early years they lived together in work-sheds guarding the orchard; the banner reading "Ice Sugar Oranges Grown by Chu Shijian" was her idea; she also led the construction of the Chu's Orange Estate and took charge of the "Chu's Mandarin" and "Chu's Liquor" brands. [s28][s36] Among the third generation, granddaughter Chu Chu runs Yunnan Wotu Fruit Products, which launched the family's second product "Chu's Mandarin"; grandson-in-law Li Yaxin returned from Canada in 2008 and has long been responsible for base production and sales. [s35][s29] After Chu Shijian's death on March 5, 2019, Chu Yibin changed the portrait on the packaging - the old man whose mouth corners had turned downward - into a smiling face: "No matter where he is, he should be happy." [s34]

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