# 梁建章 · James Liang — 封面档案 ACF-01-00122

> 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-01-00122**
- 姓名 Name：梁建章 / James Liang
- 职务 Title：携程集团联合创始人、董事会执行主席 / Co-founder & Executive Chairman of Trip.com Group
- 公司 Company：携程集团有限公司 / Trip.com Group Limited
- 篇别 Category：商界逆行者（列传篇 / Biographies (Liezhuan)）
- 入档日期 Accessioned：2026-01-12
- 标签 Tags：携程四君子之首, 天才少年, 二次回归救携程, 人口经济学家, 催生办主任, 疫情直播自救, 携程全球化推手
- 永久档案链接 Archive URL：https://coverfigure.com/acf/ACF-01-00122/liezhuan
- English archive：https://coverfigure.com/acf/ACF-01-00122/liezhuan?lang=en
- 官网原文报道 Feature story：https://coverfigure.com/acf/figure/liangjianzhang

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## 卷首 Editorial Intro

一个时代对天才的考验，从来不是他能否在某一个领域取得卓越成就，而是他能否在多重身份之间找到一条贯穿始终的主线。中国改革开放四十余年间涌现了大量在单一赛道上登峰造极的企业家，但能够在商业、学术和公共政策三个完全不同的维度上都留下深刻印记的人，屈指可数。这种"多重卓越"的稀缺性，不在于每一项成就本身的难度，而在于不同领域对思维方式和价值坐标的要求几乎完全互斥——商业需要决断，学术需要沉淀，公共倡导需要牺牲。

梁建章的档案记录的，正是这样一种多重卓越的罕见样本。十三岁用电脑写诗的神童，二十岁硕士毕业的天才，三十岁创立携程的企业家，五十岁在斯坦福研读人口经济学的学者，六十岁在疫情中披甲直播的救世者——这些身份之间的跨度之大，几乎构成了一部个人版的"中国知识精英如何在不同时代命题间寻找统一性"的思想史。

更值得关注的是他在每一次身份切换中表现出的决绝。在携程如日中天时，他选择远赴斯坦福攻读博士学位，将企业交给职业经理人团队；在学术领域已经建立起人口经济学的专业声誉时，他选择在移动互联网的危机时刻重新披挂上阵；在疫情重创整个旅游行业时，他选择亲自走进直播间，用化装直播这种此前不可想象的方式为企业续命。每一次切换都不是因为前一项事业的失败，而是因为一个新的时代命题在召唤。

亚洲《封面人物》杂志独立编委会认为，梁建章的档案承载的不仅是一个企业家的商业传奇，更是一个时代的知识精英如何在商业成就、学术探索与公共责任之间寻找平衡的完整样本。终身档案编码永久存证这段从神童到企业家到学者到公共倡导者的多重卓越之旅。

China's internet history has never lacked legends of 'prodigious youth,' but those who fused genius, academia, and commerce into one remain exceedingly rare. When a 13-year-old who could write poetry by computer chose to forgo Silicon Valley's comfort and write Ctrip's first line of code in a tiny Shanghai office, he had already foreshadowed a unique business civilization: daring to exit at the peak, daring to return at the most dangerous moment, daring to examine the relationship between population and innovation through an economist's lens. This is not a story about talent, but a case study about 'how to transform talent into the power to change the world.'

## 人物速览 Lead

13岁电脑写诗的神童，20岁硕士毕业的天才，30岁创立携程的企业家，50岁疫情中披甲直播的救世者——梁建章用一生证明，真正的商业天才从不被任何单一身份定义，而是在每一次危机中完成自我超越。

A prodigy who wrote poetry by computer at 13, a genius who earned his master's at 20, an entrepreneur who founded Ctrip at 30, a savior who went livestream in armor during the pandemic at 50—James Liang has spent a lifetime proving that true business talent is never defined by any single identity, but rather by self-transcendence in every crisis.

## 正文 Archive Chapters

### 1. 天才少年与甲骨文时期：好奇心驱动的原始积累 / The Prodigy and the Oracle Era: Primitive Accumulation Driven by Curiosity

1969年，梁建章出生于上海，从小被称为“大头神童”。13岁时，他突发奇想，设计了一套电脑写诗程序，在全国第一届电脑程序设计大赛中获得金奖，成为轰动一时的“电脑小诗人”。这个故事甚至启发了当时比梁建章小一岁的周鸿祖，后者也模仿编写了写七绝七律的电脑程序。

15岁时，梁建章跳过高中，直接考入复旦大学计算机科学少年班。仅一年后又考入美国佐治亚理工学院，20岁即获得硕士学位。这种超常规的成长节奏，在中国互联网创业史上罕有先例。初中时期自学高等数学和物理学后直接跳过高中的经历，展现了他对知识汲取的极度渴望和超常规学习能力。

1991年，梁建章做出了一个关键选择：放弃继续攻读博士学位，加入美国甲骨文公司（Oracle）研发部门。这一决定看似放弃了学术道路，实际上为他日后的创业提供了宝贵的技术基础和国际视野。在甲骨文期间，他有“预谋”地顺利回到中国担任中国区咨询总监。借此机会，他仔细观察学习了两家伟大企业的运营模式：亚马逊的交互性、便捷性和客户导向，沃尔玛的信息系统联系全球分店的能力——这些经验后来都被直接借鉴到了携程的运营中。

沈南鹏后来评价梁建章时说：“梁建章一直都是个好奇心很强的人。”这种好奇心不仅体现在技术学习上，更体现在他对商业模式的深度思考中。他研究发现“再小的旅行社也能赚钱，再大的酒店也需要导流”——这一洞察成为携程商业模式的基石。

在甲骨文的几年间，梁建章的技术能力和商业视野同时得到了锻炼。他深入研究了企业信息系统的架构设计，理解了大型企业如何通过技术手段实现全球化管理。这些经验后来直接影响了携程的技术架构设计。更重要的是，在甲骨文的工作让他接触到了中国企业管理的现实，为日后的创业提供了宝贵的实践认知。

梁建章在甲骨文期间还培养了对数据和算法的深刻理解。他对信息系统效率的追求，后来成为携程“鼠标+水泥”模式的核心驱动力——用技术手段提升服务效率，用人工服务弥补技术的不足。这种技术理想主义与商业现实主义的结合，恰恰是梁建章区别于其他互联网创业者的独特之处。

**English:** In 1969, James Liang was born in Shanghai, nicknamed the 'Big-Headed Prodigy' since childhood. At 13, he had a sudden inspiration and designed a computer poetry-writing program, winning the gold prize at China's First Computer Programming Competition, becoming the sensational 'Computer Little Poet.' This story even inspired Zhou Hongyi, who was one year younger than Liang, to imitate him by writing a computer program for composing classical poetry.

At 15, Liang skipped high school and directly entered Fudan University's Computer Science Youth Class. Just one year later, he was admitted to the Georgia Institute of Technology in the United States, earning his master's degree at 20. This extraordinary pace of growth is rare in China's internet entrepreneurship history. His experience of self-studying advanced mathematics and physics during middle school and skipping high school entirely demonstrated his extreme thirst for knowledge and unconventional learning ability.

In 1991, Liang made a key decision: abandoning the pursuit of a doctoral degree, he joined the R&D department of Oracle Corporation in the United States. This decision seemingly abandoned the academic path, but in reality provided him with a valuable technical foundation and international vision for his future entrepreneurship. During his time at Oracle, he 'strategically' secured a return to China as China Region Consulting Director. Seizing this opportunity, he carefully observed and studied the operational models of two great enterprises: Amazon's interactivity, convenience, and customer orientation, and Walmart's information system connecting global stores—experiences that were later directly borrowed into Ctrip's operations.

Sequoia's Neil Shen later commented on Liang: 'James Liang has always been an incredibly curious person.' This curiosity manifested not only in technical learning but also in his deep thinking about business models. His research led to the insight that 'even the smallest travel agency can make money, and even the largest hotel needs traffic generation'—an insight that became the cornerstone of Ctrip's business model.

During his years at Oracle, Liang's technical abilities and business vision were simultaneously honed. He deeply researched enterprise information system architecture design, understanding how large companies achieve global management through technical means. These experiences later directly influenced Ctrip's technology architecture design. More importantly, his work at Oracle exposed him to the realities of Chinese enterprise management, providing valuable practical cognition for his future entrepreneurship.

Liang also developed a deep understanding of data and algorithms during his Oracle years. His pursuit of information system efficiency later became the core driving force behind Ctrip's 'mouse plus cement' model—using technical means to improve service efficiency, using human service to compensate for technological shortcomings. This combination of technological idealism and commercial realism is precisely what distinguishes Liang Jianzhang from other internet entrepreneurs.

### 2. 携程创立与纳斯达克上市：百万元到百亿的传奇 / The Founding of Ctrip and the NASDAQ IPO: From One Million to Ten Billion

1999年，梁建章与季琦、沈南鹏、范敏在上海徐家汇鹤鹤酒家聚会，商议创业。四人凑了100万元启动资金，在上海天文大厦100多平米的办公室里写下了携程的第一行代码。梁建章任CEO，季琦任总裁，沈南鹏任CFO，范敏任执行副总裁——这就是后来被传为佳话的“携程四君子”。

范敏对四人分工的比喻很精彩：“季琦拿批文搞土地，沈南鹏找钱，梁建章定框架，我搅拌水泥。”用10页商业计划书获得IDG 50万美元天使投资，携程的旅程正式启动。1999年10月，携程的第一行代码诞生，酒店预订为最早业务，注册用户只有784人。

梁建章的核心贡献在于战略框架的设计。他研究发现“再小的旅行社也能赚钱，再大的酒店也需要导流”，这一洞察奠定了携程作为平台型企业的基础。携程组建了千人地推大军，用蓝色卡片“占领”全国各地机场、火车站，开创了中国在线旅游行业的“鼠标+水泥”模式。

2002年，机票预订覆盖国内35座城市。2003年12月9日，携程在纳斯达克上市，发行价18美元，开盘24.01美元，收盘33.94美元，创纳斯达克3年来开盘当日涨幅最高记录。从创立到上市只花了4年，100万元启动资金变成了数十亿美元的市值——这是中国互联网史上投资回报率最高的故事之一。

链金山开市铃当天，梁建章链根本没去，因为觉得“没意思”。这种对成功的淡漠，恰恰是他日后在多个领域间自由穿梭的性格基因。

在携程创立的过程中，梁建章展现了他作为战略家的核心能力。他将甲骨文时期观察到的亚马逊和沃尔玛的运营模式，巧妙地融合到了携程的商业模式中。亚马逊的客户导向理念被转化为携程的用户体验设计，沃尔玛的全球信息系统联动被转化为携程的中央预订系统。这种跨行业的知识迁移能力，正是梁建章作为“携程四君子”之首的核心价值。

从1999年的784个注册用户到上市时的数百万用户，携程的增长轨迹展现了梁建章对平台经济规律的深刻理解。他知道如何在供给端和需求端之间建立高效的连接，如何用技术手段解决信息不对称问题，如何用规模效应降低边际成本。这些能力不是在MBA课堂上学到的，而是在创业实践中磨练出来的。

**English:** In 1969, James Liang was born in Shanghai, nicknamed the 'Big-Headed Prodigy' since childhood. At 13, he had a sudden inspiration and designed a computer poetry-writing program, winning the gold prize at China's First Computer Programming Competition, becoming the sensational 'Computer Little Poet.' This story even inspired Zhou Hongyi, who was one year younger than Liang, to imitate him by writing a computer program for composing classical poetry.

At 15, Liang skipped high school and directly entered Fudan University's Computer Science Youth Class. Just one year later, he was admitted to the Georgia Institute of Technology in the United States, earning his master's degree at 20. This extraordinary pace of growth is rare in China's internet entrepreneurship history. His experience of self-studying advanced mathematics and physics during middle school and skipping high school entirely demonstrated his extreme thirst for knowledge and unconventional learning ability.

In 1991, Liang made a key decision: abandoning the pursuit of a doctoral degree, he joined the R&D department of Oracle Corporation in the United States. This decision seemingly abandoned the academic path, but in reality provided him with a valuable technical foundation and international vision for his future entrepreneurship. During his time at Oracle, he 'strategically' secured a return to China as China Region Consulting Director. Seizing this opportunity, he carefully observed and studied the operational models of two great enterprises: Amazon's interactivity, convenience, and customer orientation, and Walmart's information system connecting global stores—experiences that were later directly borrowed into Ctrip's operations.

Sequoia's Neil Shen later commented on Liang: 'James Liang has always been an incredibly curious person.' This curiosity manifested not only in technical learning but also in his deep thinking about business models. His research led to the insight that 'even the smallest travel agency can make money, and even the largest hotel needs traffic generation'—an insight that became the cornerstone of Ctrip's business model.

During the founding process, Liang demonstrated his core ability as a strategist. He cleverly integrated the operational models of Amazon and Walmart that he had observed during his Oracle years into Ctrip's business model. Amazon's customer orientation philosophy was transformed into Ctrip's user experience design, and Walmart's global information system linkage was transformed into Ctrip's central reservation system. This cross-industry knowledge migration capability is precisely the core value of Liang as the leader of the 'Four Gentlemen of Ctrip.'

From 784 registered users in 1999 to millions of users at the time of IPO, Ctrip's growth trajectory demonstrated Liang's deep understanding of platform economy dynamics. He knew how to establish efficient connections between supply and demand, how to solve information asymmetry with technical means, and how to use scale effects to reduce marginal costs. These abilities were not learned in an MBA classroom but forged in entrepreneurial practice.

### 3. 斯坦福读博与人口研究：“归隐”时期的学术深耕 / Stanford PhD and Population Research: Academic Deep Cultivation During the 'Retreat' Period

2007年，携程发展顺利，梁建章觉得“没有什么挑战”，干脆卸任CEO，前往斯坦福大学攻读经济学博士。他的教授感叹：“全世界都不会有像你这样的人，放下这么大的公司全身心进入新领域。”研究方向为人口、创业及中国劳动力市场。

这段“归隐”时期，梁建章从企业家转型为学者，开始了一段彻底不同的人生旅程。他与人口问题结缘，2010年在非常小的学术圈子里已开始讨论人口政策话题。2012年，他出版《中国人太多了吗？》，这是中国大陆首本公开批评一孩政策的书。他与北大湛中乐教授等5人发起，15位法学、人口学学者联名签署修法建议书。

力挖救澜后又退回象牙塔继续搞人口研究——这种“归隐-出山”的模式成为梁建章独特的人生节奏。每逢携程遇到危机，他都上演“归隐和出山”的戏码。“归隐”时是人口学者，“出山”时是危机挝救者。这种双重身份的自由切换，在中国企业家中极为罕见。

他的人口研究一度推动了国家政策调整。2015年十八届五中全会宣布全面放开二孩，这与梁建章长期的建言分不开。网友戏称他为“催生办主任”，他在社交平台上充斥着生育和人口话题。他认为“中国最值得投资的标的是人口”，“投资孩子是最好的基建”。

梁建章的人口研究不仅仅是学术兴趣，更是一种对国家命运的深刻关切。他的研究团队通过大量数据分析发现，中国的低生育率将导致劳动力规模的剧烈萎缩，进而威胁经济增长和创新能力。他提出的“人口创新力”理论，认为人口规模是创新的基础，更多的人口意味着更多的创新者，更大的市场，更强的经济活力。

从学术角度看，梁建章的研究填补了中国人口经济学的多个空白。他将创业经济学与人口学相结合，提出了独特的分析框架。他的北大光华管理学院经济学研究教授身份，为他的政策建言提供了学术正当性。全球化智库（CCG）资深副主席的身份，则让他的观点能够传递到更高层面的决策者耳中。

在斯坦福期间，梁建章的研究方向聚焦于人口经济学、创业经济学与中国劳动力市场三个交叉领域。他的教授曾感叹"全世界都不会有像你这样的人，放下这么大的公司全身心进入新领域"。这种跨学科的学术训练，为他后来提出的"人口创新力"理论奠定了坚实基础。

**English:** In 2007, with Ctrip developing smoothly, Liang felt there was 'not much challenge' and simply resigned as CEO, heading to Stanford University to pursue a doctoral degree in economics. His professor exclaimed: 'There is no one like you in the whole world, putting down such a large company to fully immerse yourself in a new field.' His research directions were population, entrepreneurship, and China's labor market.

During this period of 'retreat,' Liang transformed from entrepreneur to scholar, beginning a completely different life journey. He became connected with population issues, and by 2010 was already discussing population policy topics in a very small academic circle. In 2012, he published 'Are There Too Many Chinese People?'—the first book in mainland China to publicly criticize the one-child policy. He initiated the effort with Professor Zhan Zhongle from Peking University and five others, with 15 legal and demographic scholars jointly signing a legislative reform proposal.

After salvaging the situation, he would retreat to the ivory tower to continue population research—this 'retreat-and-return' pattern became Liang's unique life rhythm. Whenever Ctrip faced a crisis, he would perform the drama of 'retreating and returning.' During 'retreat' he was a population scholar; during 'return' he was a crisis savior. This free switching between dual identities is extremely rare among Chinese entrepreneurs.

His population research contributed to national policy adjustments. In 2015, the Fifth Plenary Session of the 18th Central Committee announced the全面 opening of the two-child policy, inseparable from Liang's long-term advocacy. Netizens playfully called him the 'Director of the Birth Promotion Office,' and his social media was filled with fertility and population topics. He believes 'the most worthwhile investment target in China is population' and that 'investing in children is the best infrastructure.'

Liang's population research was not merely an academic interest but a deep concern for the nation's destiny. His research team discovered through extensive data analysis that China's low fertility rate would lead to dramatic shrinkage of the labor force, threatening economic growth and innovation capacity. His 'Population Innovation Power' theory posits that population scale is the foundation of innovation—more people means more innovators, larger markets, and stronger economic vitality.

From an academic perspective, Liang's research filled multiple gaps in China's population economics. He combined entrepreneurship economics with demography, proposing a unique analytical framework. His position as a research professor at Peking University's Guanghua School of Management provided academic legitimacy for his policy advocacy. His role as senior vice chairman of the Center for China and Globalization (CCG) enabled his views to reach higher-level decision makers.

During his time at Stanford, Liang Jianzhang's research focused on three intersecting fields: population economics, entrepreneurial economics, and China's labor market. His professor once remarked that 'there will never be someone like you in the world, leaving such a massive company to fully immerse in a new field.' This interdisciplinary academic training laid a solid foundation for his later 'Population Innovation Power' theory.

### 4. 二次回归救携程：移动互联网时代的“二次创业” / The Second Return to Save Ctrip: The 'Second Founding' in the Mobile Internet Era

2011年，携程遭遇最大危机。整个OTA行业市场份额此前都在50%以上，那年跌幅高达10%。从2011年Q4开始，净利等指标连续5个季度持续下滑。面对去哪儿等竞争对手的强势冲击，携程亢需一位能力挝天于将倒的领导者。

2013年2月，梁建章重回携程担任CEO。他的回归带来了三大变革：移动化、平台化、小团队化创新。他将携程从“鼠标+水泥”转型为“拇指+水泥”，给出了明确的“50%生死线”——移动端业务占比必须达到50%，做不到携程将继续受到垂直细分APP的冲击。

梁建章力主成立无线事业部，准备投入5亿美元发起一轮长达一年的促销。他认为“舍不得孩子套不住狼”，该打价格战就得打。“花大量钱在营销方面打价格战，短期花很多钱、利润下降，但长期来看公司变得更有生命力。”携程股价不降反升说明资本市场理解战略。

回归效果立竿见影。2013年8月，携程移动端酒店预订交易占比峰值突矴40%。梁建章回来后股价从20多元涨到60元，翻了2倍。地面销售被裁撤，呼叫中心从1.09万人开始优化。携程APP累计下载量超30亿，App最快7秒完成一张机票预订。这场移动互联网转型战争，被携程内部视为仅次于创立公司的“二次创业”。

梁建章的回归策略中，“平台化”是另一个关键词。面对去哪儿模式的冲击，他没有选择封闭，而是开放平台接入更多外部产品。自营产品和平台产品是互补关系，事业部CEO制让每个部门像创业公司运作。这种组织架构的创新，让携程在保持规模优势的同时，也获得了初创企业的灵活性。

在价格战的具体执行上，梁建章展现了企业家的战略定力。他明白短期利润下降会引发股东不满，但如果不打价格战，携程将失去移动互联网时代的入场券。他用行动证明，真正的企业家不是规避风险，而是在风险中寻找确定性。携程股价不降反升的现实，证明了资本市场对这种战略远见的认可。

梁建章回归后的首次亮相是在2013年4月，发布了全新版客户端。他给出的"50%生死线"成为携程全体员工的目标——移动端业务占比必须达到50%，否则携程将继续受到垂直细分APP的冲击。这一战略判断被后来的市场数据所验证：到2013年8月，携程移动端酒店预订交易占比峰值已突破40%。

**English:** In 2011, Ctrip faced its greatest crisis. The entire OTA industry's market share had previously been above 50%, but that year it dropped by as much as 10%. Starting from Q4 2011, net profit and other indicators declined continuously for five consecutive quarters. Facing the strong impact from competitors like Qunar, Ctrip needed a leader capable of saving the company from potential collapse.

In February 2013, Liang Jianzhang returned to Ctrip as CEO. His return brought three major reforms: mobile transformation, platformization, and small-team innovation. He transformed Ctrip from 'mouse plus cement' to 'thumb plus cement,' setting a clear '50% survival line'—mobile business must reach 50% share, or Ctrip would continue to be battered by vertical niche apps.

Liang pushed for the establishment of a wireless business division, preparing to invest USD 500 million in a year-long promotional campaign. He believed 'you can't catch the wolf without sacrificing the child'—if a price war needs to be fought, it must be fought. 'Spending large amounts on marketing for price wars means short-term high spending and profit decline, but in the long run the company becomes more vital.' Ctrip's stock price rising instead of falling showed the capital market understood the strategy.

The return produced immediate results. By August 2013, Ctrip's mobile hotel booking transaction share peaked at over 40%. After Liang returned, the stock price rose from the 20s to 60 yuan, doubling. Ground sales were cut, and the call center was optimized from 10,900 people. The Ctrip app accumulated over 3 billion downloads, with the app able to complete a flight booking in just 7 seconds. This mobile internet transformation battle was regarded internally at Ctrip as the 'second founding,' second only to the company's creation.

In Liang's return strategy, 'platformization' was another keyword. Facing the impact of the Qunar model, he chose openness rather than closure, opening the platform to接入 more external products. Self-operated products and platform products are complementary; the business unit CEO system made each department operate like a startup. This organizational architecture innovation enabled Ctrip to maintain scale advantages while also gaining the agility of a startup.

In the specific execution of the price war, Liang demonstrated strategic resolve. He understood that short-term profit declines would trigger shareholder dissatisfaction, but without fighting the price war, Ctrip would lose its ticket to the mobile internet era. He proved through action that true entrepreneurs don't avoid risk but find certainty within risk. The fact that Ctrip's stock price rose instead of falling proved the capital market's recognition of this strategic vision.

Liang Jianzhang's first appearance after his return was in April 2013, when he released a brand new client application. The '50% survival line' he set became the goal for all Ctrip employees — mobile business must account for at least 50%, otherwise Ctrip would continue to be impacted by vertical and segmented apps. This strategic judgment was later validated by market data: by August 2013, Ctrip's mobile hotel booking transaction share peaked at over 40%.

### 5. 携程与去哪儿合并：统一在线旅游的决战 / The Ctrip-Qunar Merger: The Decisive Battle to Unify Online Travel

2015年是携程并购去哪儿的关键之年。去哪儿与携程多年价格战导致双方巨亏，携程在2014年Q4出现上市以来首次亏损。梁建章主动邀请去哪儿CEO庄辰超谈判合并，但去哪儿获银湖资本5亿美元融资后谈判中止。

梁建章转而求助拥有去哪儿61.05%控股权的百度。去哪儿与携程有8家共同股东（高礄、FMR、OZ、Viking Global等），合计持23%携程股票及48%去哪儿股票。沈南鹏是重要推手。

2015年10月26日，携程与百度进行股权置换，百度将去哪儿股份置换成携程股份（1股去哪儿=0.725股携程）。百度拥25%携程总投票权，携程拥45%去哪儿总投票权。百度CEO李彦宏和梁建章分别进入对方董事会。

这场合并彻底改变了中国在线旅游行业的竞争格局。携程收服去哪儿后，在酒店和机票领域的话语权重显著增加。但也引发了行业垄断的质疑。去哪儿曾向商务部举报携程收购艺龙涉嫌违法，携程回击称两家加起来占国内旅游市场不到5%。

无论如何，梁建章主导的这场并购战争，使携程真正确立了在中国在线旅游市场的绝对领导地位。携程参股或控股企业超过20家，投资如家、汉床、同程、途牛，控股华远国旅，战略控股艺龙网，投资众安保险。

携程与去哪儿的合并，从更深层次看，是中国在线旅游行业从“烧钱竞争”走向“理性整合”的标志性事件。此前，携程和去哪儿的价格战消耗了大量资本，双方都无法取得决定性优势。合并后，行业竞争从价格层面转向服务和技术层面，整个行业开始进入更健康的发展轨道。

梁建章在谈判中展现的外交手腕同样值得关注。他先尝试与去哪儿直接谈判，受挫后迅速调整策略，转向控制去哪儿的百度施压。这种灵活的战略调整能力，正是他作为企业家的核心竞争力。合并完成后，携程的市场地位彻底稳固，为此后的全球化战略奠定了坚实基础。携程参股或控股的旅游企业超过20家，形成了庞大的旅游生态系统。

谈判过程中的关键转折，是梁建章对谈判策略的灵活调整。当他发现直接邀请去哪儿CEO庄辰超谈判合并的方案因对方获得银湖资本5亿美元融资而中止后，迅速转向控制去哪儿61.05%股权的百度寻求突破。这种"迂回战术"最终促成了2015年10月26日的合并协议，百度将去哪儿股份置换成携程股份。

**English:** 2015 was the pivotal year for Ctrip's acquisition of Qunar. Years of price wars between Qunar and Ctrip had led to massive losses for both, with Ctrip posting its first-ever quarterly loss since going public in Q4 2014. Liang proactively invited Qunar CEO Zhuang Chenchao to negotiate a merger, but after Qunar secured USD 500 million in financing from Silver Lake Capital, negotiations broke down.

Liang turned to Baidu, which held 61.05% controlling interest in Qunar. Qunar and Ctrip had 8 common shareholders (Hillhouse, FMR, OZ, Viking Global, etc.), collectively holding 23% of Ctrip shares and 48% of Qunar shares. Neil Shen was an important promoter.

On October 26, 2015, Ctrip and Baidu conducted a share swap, with Baidu exchanging Qunar shares for Ctrip shares (1 Qunar share = 0.725 Ctrip shares). Baidu held 25% of Ctrip's total voting rights, while Ctrip held 45% of Qunar's total voting rights. Baidu CEO Li Yanhong and Liang Jianzhang each joined the other's board.

This merger fundamentally changed the competitive landscape of China's online travel industry. After Ctrip absorbed Qunar, its bargaining power in hotels and airfare significantly increased. However, it also raised concerns about industry monopoly. Qunar once reported to the Ministry of Commerce that Ctrip's acquisition of eLong was suspected of violating regulations; Ctrip countered that the two combined accounted for less than 5% of the domestic tourism market.

Regardless, this M&A battle led by Liang Jianzhang truly established Ctrip's absolute leadership position in China's online travel market. Ctrip held stakes in or controlled over 20 companies, investing in Home Inn, Huazhu, Tongcheng, Tuniu, controlling Huayuan International Travel, strategically controlling eLong, and investing in ZhongAn Insurance.

The Ctrip-Qunar merger, from a deeper perspective, was a landmark event marking China's online travel industry's transition from 'cash-burning competition' to 'rational consolidation.' Previously, the price war between Ctrip and Qunar consumed enormous capital, with neither side able to gain a decisive advantage. After the merger, industry competition shifted from the price level to the service and technology level, and the entire industry began to enter a healthier development trajectory.

The diplomatic skills Liang demonstrated during negotiations are equally noteworthy. He first tried direct negotiations with Qunar, and after being rebuffed, quickly adjusted strategy, turning to pressure Baidu which controlled Qunar. This flexible strategic adjustment capability is precisely his core competitive strength as an entrepreneur. After the merger was completed, Ctrip's market position was thoroughly consolidated, laying a solid foundation for its subsequent globalization strategy. Ctrip held stakes in or controlled over 20 travel companies, forming a massive travel ecosystem.

The key turning point in the negotiation process was Liang Jianzhang's flexible adjustment of negotiation strategy. When he discovered that his plan to directly invite Qunar CEO Zhuang Chenhao for merger talks was suspended after Qunar received a $500 million investment from Silver Lake Capital, he swiftly turned to Baidu, which held 61.05% controlling stake in Qunar, seeking a breakthrough. This 'flanking tactic' ultimately led to the merger agreement on October 26, 2015, where Baidu exchanged its Qunar shares for Ctrip shares.

### 6. 疫情直播自救：披甲上阵的CEO与行业复苏 / Pandemic Livestream Self-Rescue: The Armored CEO and Industry Recovery

2020年新冠疫情爆发，旅游行业遭受前所未有的冲击。2020年上半年国内旅游人数同比下降62%，收入同比下降77%。携程退订人数达上亿次，仅退票款损失12亿元；联动行业伙伴累计退改数千万订单，涉及交易金额310亿元。股价大跌，市值蒸发380亿元。

面对这一危机，梁建章做出了一个出乎所有人意料的决定：亲自直播。过去20年寡言少语的他，彻底变了一个人。他亲自设计角色、造型、剧本，扮过“苗王”、唐伯虎、曹操等形象，披甲上阵、光头造型、耍棍、单手开砖。他请武术指导到家辅导棍术一天，24小时内先后去洛阳、开封，路上改台词。

2020年3月21日，梁建章首场直播在三亚举行，观看51万人，成交1025万元。三亚·亚特兰蒂斯酒店+门票套餐卖出32000订单、30000间夜、总GMV达3860万。仅4场直播就撬动6000余万酒店GMV，相当于900家高星酒店集体满房。酒店入住率恢复至近70%。

2020年全年37场直播，被网友围观1.7亿次，带货2.4亿。直播激活40%沉默用户，60%用户复购两次以上。截至10月28日，携程直播矩阵交易额累计超24亿元。“BOSS直播”成为拯救携程的排头兵。

这场疫情中的直播自救，不仅挝了携程的业务，更重要的是拉动了整个旅游行业的复苏。梁建章用行动证明，企业家精神的核心不是守成，而是在绝境中寻找突破口的能力。

梁建章的直播不仅是商业行为，更是一种精神符号。当一个年近十亿美元市值公司的董事长，愿意扮演各种滑稽角色来为公司带货时，他实际上向整个商业社会传递了一个强烈信号：危机时刻需要的不是守成，而是突破。

他的直播效果也证明了企业家IP的巨大价值。与普通网红直播不同，梁建章的“BOSS直播”具有极强的信任背书效应。消费者知道，携程董事长亲自推荐的产品，品质和价格都有保障。这种信任背书是任何网红都无法复制的。从战略层面看，梁建章的直播不仅挝了携程的短期业务，更重要的是为携程在后疫情时代的品牌转型奠定了基础。他让携程从一个冷冰冰的旅行平台，变成了一个有温度、有故事的品牌。

**English:** In 2020, the novel coronavirus outbreak dealt an unprecedented blow to the travel industry. In the first half of 2020, domestic tourist numbers fell 62% year-on-year, and revenue dropped 77%. Ctrip's refund volume reached over 100 million instances, with refund losses alone totaling RMB 1.2 billion; coordinating with industry partners, they processed tens of millions of order cancellations involving RMB 31 billion in transaction value. The stock price plunged, with market value evaporating RMB 38 billion.

Facing this crisis, Liang made a decision that took everyone by surprise: personally going live. The man who had been reticent for the past 20 years completely transformed. He personally designed his characters, looks, and scripts, playing roles like the 'Miao King,' Tang Bohu, and Cao Cao—appearing in armor, with a shaved head, performing staff techniques, breaking bricks with one hand. He hired a martial arts instructor for a day of home tutoring on staff techniques, traveling to Luoyang and Kaifeng within 24 hours, rewriting lines on the road.

On March 21, 2020, Liang's first livestream took place in Sanya, with 510,000 viewers and RMB 10.25 million in transactions. The Atlantis Sanya hotel plus ticket package sold 32,000 orders, 30,000 room nights, with total GMV reaching RMB 38.6 million. Just 4 livestreams leveraged over RMB 60 million in hotel GMV, equivalent to 900 high-star hotels achieving full occupancy. Hotel occupancy rates recovered to nearly 70%.

Throughout 2020, 37 livestreams were watched 170 million times by netizens, generating RMB 240 million in sales. The livestreams activated 40% of dormant users, with 60% of users repurchasing more than twice. By October 28, Ctrip's livestream matrix cumulative transaction volume exceeded RMB 2.4 billion. 'BOSS Livestream' became the vanguard saving Ctrip.

This pandemic-era livestream self-rescue not only saved Ctrip's business but more importantly stimulated the recovery of the entire travel industry. Liang demonstrated through action that the core of entrepreneurial spirit is not preservation, but the ability to find breakthroughs in desperate situations.

Liang's livestreams were not merely commercial acts but a spiritual symbol. When the chairman of a company worth nearly ten billion dollars in market value was willing to play various comedic roles to drive sales for his company, he was actually sending a powerful signal to the entire business community: crisis moments require not preservation but breakthrough.

His livestream results also proved the enormous value of entrepreneur IP. Unlike ordinary influencer livestreams, Liang's 'BOSS Livestream' carried an extremely strong trust endorsement effect. Consumers knew that products personally recommended by Ctrip's chairman had guaranteed quality and pricing. This trust endorsement is something no influencer can replicate. From a strategic perspective, Liang's livestreams not only saved Ctrip's short-term business but more importantly laid the foundation for Ctrip's brand transformation in the post-pandemic era. He transformed Ctrip from a cold travel platform into a brand with warmth and stories.

### 7. 港股上市与全球化布局：从上海到世界 / Hong Kong Listing and Globalization: From Shanghai to the World

2021年4月19日，携程正式在港交所上市，股份代号9961。发售价每股268港元，首日开盘价281港元，涨4.85%，收盘280.2港元，市值1772.8亿港元。全球发售净额约84.78亿港元。香港公开发售超额认购16.78倍，国际配售超额认购4.06倍。

梁建章在上市仪式上表示：2003年非典绝地逢生登陆纳市，2021年新冠又二次上市港交所，宣告“再次战胜天灾”。这句话概括了携程二十年的命运——每次危机都是转折点，每次转折都被梁建章转化为进化的动力。

截至2026年，携程已拥有4万名员工、约4亿名全球会员、年交易额超7000亿元。上市15年来股价从上市价持有至今收益达2000%，10年翻了20倍。国际机票业务与2013年相比增长超10倍。海外用户占比已达45%，海外平台月活用户达1亿。

携程的全球化布局始于2015年梁建章提出的G2战略：Great Quality（高品质）+Globalization（全球化）。2015年投资英国Travelfusion；2016年投资印度MakeMyTrip并成最大股东；2016年12月投资英国Skyscanner。携程还推出TrainPal成为英国爆款APP，让用户平均节省近40%火车票购票成本。

然而，2026年携程被罚51.79亿元，携程连夜公布整改措施。同时，2026年2月范敏、季琦辞任董事，“携程四君子”董事会仅剩梁建章。这标志着携程创始团队时代的彻底结束，梁建章成为唯一的创始守望者。

携程的全球化布局中，TrainPal是一个引人注目的成功案例。这款产品通过智能算法帮助英国用户拆分购买火车票，平均节省近40%的购票成本，迅速成为英国爆款APP。这个案例证明，携程不仅仅是将中国模式复制到海外，而是能够针对当地市场需求进行创新。

在印度市场，携程通过投资MakeMyTrip成为最大股东，巧妙地避免了直接进入一个文化差异巨大的市场的风险。在欧洲市场，收购Skyscanner让携程获得了全球领先的旅行搜索引擎之一。这种“本土化合作+战略投资”的组合拳，展现了梁建章对全球化路径的深刻理解。截至2025年，携程海外用户占比已达45%，海外平台月活用户达1亿，国际机票业务与2013年相比增长超10倍。

**English:** On April 19, 2021, Ctrip officially listed on the Hong Kong Stock Exchange with stock code 9961. The offering price was HKD 268 per share, opening at HKD 281, up 4.85%, closing at HKD 280.2, with market capitalization of HKD 177.28 billion. The global offering net proceeds were approximately HKD 8.478 billion. Hong Kong public offering was oversubscribed 16.78 times, international placing 4.06 times.

At the listing ceremony, Liang stated: 'In 2003, we survived SARS against all odds and listed on NASDAQ; in 2021, we list on the HKEX for a second time during COVID, declaring we've once again conquered disaster.' This sentence encapsulates Ctrip's twenty-year destiny—every crisis was a turning point, and every turning point was transformed by Liang into momentum for evolution.

By 2026, Ctrip had 40,000 employees, approximately 400 million global members, and annual transaction volume exceeding RMB 700 billion. Over 15 years since listing, returns from IPO price to present reached 2,000%, multiplying 20 times over 10 years. International airfare business grew over 10 times compared to 2013. Overseas users reached 45% of total, with overseas platform monthly active users reaching 100 million.

Ctrip's globalization strategy began in 2015 with Liang's G2 strategy: Great Quality + Globalization. In 2015, invested in UK-based Travelfusion; in 2016, invested in India's MakeMyTrip becoming the largest shareholder; in December 2016, invested in UK-based Skyscanner. Ctrip also launched TrainPal, which became a hit app in the UK, saving users an average of nearly 40% on train ticket costs.

However, in 2026, Ctrip was fined RMB 5.179 billion, and the company immediately announced rectification measures. Also in February 2026, Fan Min and Qi Ji resigned as directors, leaving Liang Jianzhang as the sole remaining 'Gentleman of Ctrip' on the board. This marked the definitive end of the founding team era, with Liang becoming the sole founding steward.

In Ctrip's globalization strategy, TrainPal was a notable success case. This product used intelligent algorithms to help British users split-purchase train tickets, saving an average of nearly 40% on ticket costs, quickly becoming a hit app in the UK. This case proves that Ctrip is not merely replicating the Chinese model overseas but can innovate according to local market needs.

In the Indian market, Ctrip became the largest shareholder by investing in MakeMyTrip, cleverly avoiding the risks of directly entering a market with enormous cultural differences. In the European market, acquiring Skyscanner gave Ctrip access to one of the world's largest travel search engines. This combination of 'localized cooperation + strategic investment' demonstrated Liang's deep understanding of globalization pathways. As of 2025, Ctrip's overseas user share reached 45%, overseas platform monthly active users reached 100 million, and international airfare business grew over 10 times compared to 2013.

### 8. “催生办主任”的经济学抗争：从学术到行动 / The 'Birth Promotion Director's' Economic Advocacy: From Academia to Action

2023年，梁建章出版《人口战略：人口如何影响经济与创新》，深入探讨人口问题对经济和创新的影响。他的团队发布的《中国生育成本报告2024版》显示，中国家庭0-17岁孩子养育成本平均53.8万元，相对于人均GDP倍数为6.3倍，全球仅次于韩国等极少数国家。上海101万元、北京93万元、浙江85万元。

梁建章建议给予每个一孩每月补贴1000元，二孩每月2000元，三孩及以上每月3000元，直至18岁。他认为“投资孩子是最好的基建”。中国从2016年出生1800多万到到2025年约800万，中国2023年已成全球总和生育率（约1.0）最低国家之一。

2025年，梁建章以个人名义在香港设立创生基金，5年投入约5亿港元鼓励生育。携程2023年宣布入职满3年员工每生一孩每年1万元现金补贴至5周岁。他还提出“法定结婚年龄改为18岁”“生一个孩子奖励一百万”等建议，均引起社会热议。

梁建章坦言：“个人的财力有限，最重要的还是推动国家发钱，降低育儿成本。”这句话揭示了他作为“催生办主任”的深层逻辑：他不仅仅是在做学术研究，而是在用企业家的方式推动社会变革。从2010年联名签署修法建议书到如今的个人基金，他始终在用行动而非口号推动变化。

梁建章的人口倡议在学术界和公众中都引发了广泛讨论。支持者认为他是一位敢于说真话的企业家，用数据和逻辑推动社会进步。批评者则认为他的部分建议过于激进，如“法定结婚年龄改为18岁”等。但无论争议如何，梁建章的持续发声确实推动了社会对人口问题的关注。

从更宏观的角度看，梁建章的人口倡议与他的企业家身份形成了有趣的张力。作为携程的创始人，他深知人力资本对经济发展的重要性；作为经济学家，他用数据证明了人口结构对创新活力的深远影响。这种双重视角使他的倡议既有学术深度，又有现实关切。他不是在谈抽象的人口理论，而是在关注具体的、可量化的社会问题。从养育成本到生育率趋势，从劳动力供给到创新能力，他的研究覆盖了人口问题的方方面面。

**English:** In 2023, Liang published 'Population Strategy: How Population Affects Economy and Innovation,' deeply exploring the impact of population issues on economy and innovation. His team's 'China Fertility Cost Report 2024' showed that the average cost of raising a child aged 0-17 in Chinese families is RMB 538,000, a multiple of 6.3 times per capita GDP, second globally only to South Korea and a handful of countries. In Shanghai it's RMB 1.01 million, Beijing RMB 930,000, Zhejiang RMB 850,000.

Liang proposed giving each first child a monthly subsidy of RMB 1,000, second child RMB 2,000, third and above RMB 3,000, until age 18. He believes 'investing in children is the best infrastructure.' China went from 18 million births in 2016 to approximately 8 million in 2025; China in 2023 became one of the countries with the lowest total fertility rate (approximately 1.0) globally.

In 2025, Liang established the Chuangsheng Fund in Hong Kong in his personal capacity, investing approximately HKD 500 million over 5 years to encourage childbirth. Ctrip announced in 2023 that employees with 3+ years of tenure receive RMB 10,000 per year per child until age 5. He also proposed 'lowering the legal marriage age to 18' and 'rewarding one million for having a child,' both generating heated social discussion.

Liang candidly stated: 'Personal financial resources are limited; the most important thing is still to push the government to distribute money and reduce child-rearing costs.' This remark reveals his deeper logic as the 'Director of the Birth Promotion Office': he's not just doing academic research, but using entrepreneurial methods to drive social change. From the 2010 co-signed legislative reform proposal to today's personal fund, he has consistently pushed for change through action rather than slogans.

Liang's population advocacy has sparked widespread discussion in both academia and the public. Supporters believe he is an entrepreneur who dares to speak the truth, using data and logic to drive social progress. Critics argue some of his proposals are too radical, such as 'lowering the legal marriage age to 18.' But regardless of controversy, Liang's persistent voice has indeed driven social attention to population issues.

From a macro perspective, Liang's population advocacy forms an interesting tension with his entrepreneur identity. As Ctrip's founder, he deeply understands the importance of human capital to economic development; as an economist, he uses data to demonstrate the profound impact of population structure on innovation vitality. This dual perspective gives his advocacy both academic depth and practical concern. He's not discussing abstract population theory but focusing on specific, quantifiable social issues. From child-rearing costs to fertility trends, from labor supply to innovation capacity, his research covers all aspects of population issues.

### 9. 罚款风暴与历史定位：平台经济时代的反思 / The Fine Storm and Historical Positioning: Reflections in the Platform Economy Era

2026年，携程被罚51.79亿元，这是中国在线旅游行业历史上最大的反垄断罚款。携程连夜公布整改措施，承诺全面规范经营行为。这一事件与梁建章此前面临的垄断质疑一脉相承——携程在收服去哪儿后，在酒店和机票领域的话语权大大增加，行业对其“欺负”供应商的抱怨也随之增多。

从更广阔的视角看，这罚款反映了中国平台经济发展到新阶段的监管转变。携程从一家百万元启动的创业公司发展为年交易额超七千亿的巨头，其市场地位的演变本身就是中国互联网经济二十年的缩影。梁建章作为这一进程的核心推动者，既是受益者也是建设者。

对于梁建章个人而言，这一罚款是他商业生涯中的又一次重大考验。但综观他的职业生涯——从天才少年到学术大家，从危机挝救者到全球化推手，从疫情直播到人口倡议——每一次转型都伴随着巨大的个人牺牲和风险承担。

他的故事提示我们，企业家精神的本质不是永远成功，而是在每一次危机中都能找到重新出发的勇气。正如他自己所说：“如果有新的发现、新的问题、新的课题、新的难关，都会是一个非常天大的好消息。”这种将危机视为机遇的心态，或许正是梁建章留给中国商业社会最宝贵的精神财富。

回顾梁建章的商业生涯，每一次重大决策都伴随着巨大的不确定性。放弃博士学位加入甲骨文，是一次赌注；离开携程去斯坦福读书，是一次赌注；回归救携程、主导合并、疫情直播，每一次都是在不确定性中寻找确定性。但正是这种敢于在不确定中行动的勇气，使他能够在每一次危机中都找到突破口。

梁建章留给中国商业社会的最大财富，也许不是携程本身，而是一种独特的价值观：好奇心比经验更重要，学术深度比商业直觉更持久，危机是最好的消息而非最坏的噬梦。正如他所说：“如果有新的发现、新的问题、新的课题、新的难关，都会是一个非常天大的好消息。”这种将危机视为机遇、将困难视为动力的心态，或许正是梁建章留给中国商业社会最宝贵的精神遗产。

然而，罚款并未改变携程在中国在线旅游市场的核心地位。2026年的携程拥有约4亿全球会员，年交易额超过7000亿元，是中国在线旅游市场唯一持续盈利的公司。从1999年创立时100万元启动资金、784个注册用户，到如今年交易额超过7000亿元的旅游帝国，携程的发展轨迹本身就是中国互联网的缩影。

**English:** In 2026, Ctrip was fined RMB 5.179 billion—the largest antitrust fine in the history of China's online travel industry. Ctrip immediately announced rectification measures, pledging to comprehensively regulate business conduct. This event was consistent with the monopoly concerns Liang had previously faced—after Ctrip absorbed Qunar, its bargaining power in hotels and airfare greatly increased, and complaints about it 'bullying' suppliers also multiplied.

From a broader perspective, this fine reflects the regulatory transformation as China's platform economy develops to a new stage. Ctrip grew from a startup with 1 million yuan to a giant with annual transaction volume exceeding RMB 700 billion; the evolution of its market position is itself a microcosm of China's internet economy over twenty years. As the core driver of this process, Liang Jianzhang is both beneficiary and builder.

For Liang personally, this fine represents another major test in his business career. But surveying his professional life—from prodigy to academic luminary, from crisis savior to globalization promoter, from pandemic livestreamer to population advocate—each transformation has been accompanied by enormous personal sacrifice and risk-bearing.

His story reminds us that the essence of entrepreneurial spirit is not eternal success, but the courage to find the strength to start anew in every crisis. As he himself said: 'If there are new discoveries, new problems, new topics, new challenges—they would all be tremendously good news.' This mindset of treating crises as opportunities may well be the most precious spiritual wealth Liang Jianzhang has left to China's business community.

Reviewing Liang Jianzhang's business career, every major decision was accompanied by enormous uncertainty. Abandoning a PhD to join Oracle was a gamble; leaving Ctrip for Stanford was a gamble; returning to save Ctrip, leading the merger, pandemic livestreaming—each time was finding certainty within uncertainty. But it is precisely this courage to act in uncertainty that enables him to find breakthroughs in every crisis.

Perhaps the greatest wealth Liang Jianzhang has left to China's business community is not Ctrip itself, but a unique set of values: curiosity matters more than experience, academic depth lasts longer than business intuition, and crisis is the best news rather than the worst nightmare. As he said: 'If there are new discoveries, new problems, new topics, new challenges—they would all be tremendously good news.' This mindset of treating crisis as opportunity and difficulty as motivation may well be the most precious spiritual legacy Liang Jianzhang has left to China's business community.

However, the fines did not alter Ctrip's core position in China's online travel market. As of 2026, Ctrip has approximately 400 million global members, annual transaction volume exceeding 700 billion yuan, making it the only consistently profitable company in China's online travel market. From its founding in 1999 with 1 million yuan in startup capital and 784 registered users, to now being a travel empire with over 700 billion yuan in annual transactions, Ctrip's development trajectory is itself a microcosm of China's internet evolution.

## 卷尾 Editorial Conclusion

记录者的工作，是在众声喧哗的时代中筛选出那些真正值得被未来审视的样本，并将它们以足够完整、足够诚实的方式封存。梁建章的档案，是亚洲《封面人物》杂志典藏体系中一份极具分量的记录。

它的分量不在于任何单一成就的绝对高度——尽管将一百元启动资金变成七千亿市值的全球旅行帝国，本身就是中国互联网史上最壮观的商业叙事之一。它的真正分量在于，这份档案完整记录了一个人如何在商业、学术和公共倡导三个完全不同的维度上同时留下深刻印记。这种多重卓越的轨迹，为中国知识精英如何在不同时代命题之间寻找统一性，提供了一个极具参照价值的完整案例。

独立编委会在评审过程中特别关注了梁建章在每一次身份切换中展现的决绝与勇气。放弃硅谷的安逸回国创业，在事业鼎盛时远赴海外求学，在学术已有建树时回归商业一线，在疫情绝境中以化装直播为行业续命——每一次切换都意味着放弃既有积累中的安全感，将自己重新置于"初学者"的位置。这种持续自我革新的能力，是一个时代最稀缺的企业家品质。

终身档案编码将这份记录永久封存。记录者的使命，是确保这样的样本不会被时间的流逝所简化——不是"携程创始人"五个字可以概括的，也不是"人口经济学家"或"直播救世者"任何一个标签可以覆盖的。它是一个完整的人在完整的时代中留下的完整轨迹。亚洲《封面人物》杂志以记录者的身份，将这份完整如实交付给未来。

James Liang's historical positioning transcends the boundaries of a single Ctrip. As an entrepreneur, he transformed 1 million yuan in startup capital into a global travel empire worth 700 billion; as a scholar, his population economics research contributed to the adjustment of national fertility policies; as a public figure, his costumed livestreams during the pandemic redefined the expression of entrepreneurial spirit. In China's commercial history, few have been able to leave indelible marks in three completely different domains as he has.

## 金句 Pull Quote

> 如果有新的发现、新的问题、新的课题、新的难关，都会是一个非常天大的好消息。

> If there are new discoveries, new problems, new topics, new challenges—they would all be tremendously good news.

## 履历时间线 Career Timeline

- **1969-01-01** 出生于上海 / Born in Shanghai
- **1982-01-01** 13岁获全国第一届电脑程序设计大赛金奖 / Won gold at China's 1st Computer Programming Competition at age 13
- **1984-01-01** 15岁跳过高中考入复旦少年班 / Skipped high school at 15, entered Fudan University's Youth Class
- **1989-01-01** 20岁获美国佐治亚理工学院硕士学位 / Earned master's from Georgia Institute of Technology at 20
- **1991-01-01** 加入甲骨文公司 / Joined Oracle Corporation
- **1997-01-01** 通过内部竞聘任中国区咨询总监 / Became China Region Consulting Director via internal competition
- **1999-05-01** 创立携程 / Co-founded Ctrip
- **2003-12-09** 携程纳斯达克上市 / Ctrip IPO on NASDAQ
- **2007-01-01** 卸任CEO，赴斯坦福攻读经济学博士 / Stepped down as CEO, went to Stanford for economics PhD
- **2012-01-01** 出版《中国人太多了吗？》 / Published "Are There Too Many Chinese People?"
- **2013-02-01** 重回携程担任CEO / Returned as Ctrip CEO
- **2015-10-26** 携程与去哪儿合并 / Ctrip merged with Qunar
- **2020-03-21** 疫情中首场直播 / First pandemic livestream
- **2021-04-19** 携程港交所二次上市 / Ctrip second listing on HKEX
- **2023-01-01** 出版《人口战略》 / Published "Population Strategy"
- **2025-01-01** 在香港设立创生基金 / Established Chuangsheng Fund in Hong Kong
- **2026-02-01** 携程四君子董事会仅剩梁建章 / Last remaining founding "Gentleman" on Ctrip board
- **2026-07-01** 携程被罚51.79亿元 / Ctrip fined RMB 5.179 billion

## 常问问答 FAQ

**Q1: 梁建章为什么被称为天才少年？**

A: 13岁设计电脑写诗程序获全国金奖，15岁跳过高中考入复旦少年班，20岁获美国硕士学位。这种超常规的成长节奏在中国互联网创业史上罕有先例。

**Q1 (EN): Why is Liang Jianzhang called a prodigy?**

A: He designed a computer poetry program at 13 and won a national gold prize, skipped high school at 15 to enter Fudan University's Youth Class, and earned a US master's degree at 20. This extraordinary pace of growth is rare in China's internet entrepreneurship history.

**Q2: 梁建章为什么放弃携程去斯坦福读博？**

A: 2007年携程发展顺利，他觉得“没有什么挑战”，干脆卸任CEO前往斯坦福攻读经济学博士。他的教授感叹：“全世界都不会有像你这样的人，放下这么大的公司全身心进入新领域。”

**Q2 (EN): Why did Liang Jianzhang leave Ctrip to pursue a PhD at Stanford?**

A: In 2007, with Ctrip developing smoothly, he felt there was 'not much challenge' and resigned as CEO to pursue an economics PhD at Stanford. His professor exclaimed: 'There is no one like you in the whole world, putting down such a large company to fully immerse yourself in a new field.'

**Q3: 携程的移动互联网转型是如何完成的？**

A: 2013年梁建章回归后推动三大变革：移动化、平台化、小团队化创新。他设定“50%生死线”，准备5亿美元促销。回归后股价从20多元涨到60元，移动端酒店预订占比突矴40%。

**Q3 (EN): How did Ctrip's mobile internet transformation succeed?**

A: After Liang's return in 2013, he pushed three major reforms: mobile, platformization, and small-team innovation. He set a '50% survival line' and prepared USD 500 million for promotions. After his return, stock price rose from the 20s to 60 yuan, and mobile hotel booking share peaked above 40%.

**Q4: 梁建章的“催生”建议有哪些？**

A: 建议每个一孩每月1000元、二孩2000元、三孩3000元补贴至18岁；提出“法定结婚年龄改为18岁”“生一个孩子奖励100万”。2025年以个人名义在香港设立创生基金，5年投入5亿港元。

**Q4 (EN): What are Liang Jianzhang's pro-birth proposals?**

A: He proposed monthly subsidies of RMB 1,000 per first child, 2,000 for second, 3,000 for third and above until age 18; proposed 'lowering marriage age to 18' and 'rewarding one million per child.' In 2025, he established the Chuangsheng Fund in Hong Kong, investing HKD 500 million over 5 years.

**Q5: 携程四君子现在怎么样了？**

A: 2026年2月，范敏、季琦辞任董事，携程四君子董事会仅剩梁建章。季琦后来创办如家、汉序，被誉为“创业教父”；沈南鹏2005年创立红杉中国，管理规模超3000亿元。

**Q5 (EN): What happened to Ctrip's 'Four Gentlemen'?**

A: In February 2026, Fan Min and Qi Ji resigned as directors, leaving Liang Jianzhang as the sole remaining founding 'Gentleman' on the board. Qi Ji later founded Home Inn and Huazhu, known as the 'God of Entrepreneurship'; Neil Shen founded Sequoia China in 2005, managing over RMB 300 billion.

**Q6: 梁建章疫情直播的效果如何？**

A: 2020年全年37场直播，被围观1.7亿次，带货2.4亿。激测40%沉默用户，60%用户复购两次以上。仅4场直播就撬动6000万酒店GMV，相当于900家高星酒店集体满房。

**Q6 (EN): How effective was Liang Jianzhang's pandemic livestream?**

A: 37 livestreams in 2020, watched 170 million times, generating RMB 240 million in sales. Activated 40% of dormant users, 60% repurchased twice or more. Just 4 livestreams drove RMB 60 million in hotel GMV, equivalent to 900 high-star hotels achieving full occupancy.

**Q7: 2026年携程为什么被罚51亿？**

A: 2026年携程被罚51.79亿元，是中国在线旅游行业最大的反垄断罚款。携程在收服去哪儿后在酒店和机票领域话语权大大增加，行业对其垄断行为的抱怨日益增多。携程已连夜公布整改措施。

**Q7 (EN): Why was Ctrip fined RMB 5.1 billion in 2026?**

A: In 2026, Ctrip was fined RMB 5.179 billion, the largest antitrust fine in China's online travel history. After absorbing Qunar, Ctrip's bargaining power in hotels and airfare greatly increased, and industry complaints about monopolistic behavior grew. Ctrip has announced rectification measures overnight.

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