At the same time, while significantly reducing the number of regular staff—cutting the conventional workforce in half—UBROSO actively recruited volunteers to secure support. In terms of revenue generation, UBROSO went as far as possible to maximize income: he substantially raised ticket prices and made nearly all facilities clearly priced, charging $500,000 for a small television studio and $3,000 per kilometer for the torch relay. In innovating revenue through sponsorships, he introduced a highly selective approach—limiting sponsorship eligibility to just 30 companies, one per industry, with a minimum sponsorship threshold of $4 million per company. After the sponsorship proposals were announced, fierce competition erupted among industry rivals, with Coca-Cola and Pepsi-Cola vying for positions. Ultimately, Coca-Cola secured exclusive sponsorship with a commitment of $12.6 million. Kodak believed 4 million was too high and would only accept $1 million. Uberros immediately flew to Japan to meet with Fuji's president, who had been struggling to find a foothold in the U.S. market and was delighted to secure a sponsorship deal for $7 million. General Motors' $9 million offer surpassed Toyota's. The highest amount came from the television broadcast rights auction, where the three major U.S. networks competed fiercely, with NBC ultimately winning the rights for $120 million. As a result, Uberros successfully applied the 2:8 principle—30 sponsors contributed a total of $385 million, compared to just $9 million from 381 sponsors at the 1980 Moscow Games. In the end, the Los Angeles Olympics generated $760 million in revenue and achieved a profit of $250 million, becoming the first Olympic Games in history to operate at a profit. From then on, hosting the Olympics became a golden opportunity for mayors, with cities across the country vying to host it. Today's Olympics have evolved dramatically, no longer struggling to gain recognition, but instead becoming a highly sought-after opportunity for nations to compete. For our Beijing Olympics this year, alone the commemorative Olympic "Xiangyun" torch was issued in a volume of 200,000 units, each priced at RMB 2,990, generating revenues in excess of several hundred million yuan. This Olympic tradition, which has flourished for over 2,000 years, has been successfully preserved and enhanced. Looking back at the history of Olympic host cities, Uberros leveraged the unique global advantage of the Olympics, creating scarcity and enhancing commercial value by limiting the number of sponsors and setting clear sponsorship criteria. Through aggressive cost reduction and revenue generation, he achieved a significant profit, making the Los Angeles Olympics a landmark in Olympic history. We often find that when facing difficulties, it is not that there are no solutions, but rather that we have not yet identified the right approach. The key lies in pinpointing the core issue and then developing targeted solutions. Yuriko broke through the century-long financial deficits of the Olympic Games through innovative thinking that defied conventional approaches, establishing a successful, profit-driven model for the Olympics and further solidifying its glory. In the business classroom at Kyoto University, many students were deeply engrossed—no wonder Professor Qian Jinshui, a renowned business professor from China, could explain commercial principles so clearly and accessibly. At that moment, a female student raised her hand and asked, "Professor Qian, could you please give an example of how innovative thinking can help a company on the brink of collapse?" The classroom erupted in response as she raised her hand. "A student! Our student! Pan Jinlian!" Pan Jinlian sat in the front row, while Gao Liang was in the back. They had expected Professor Qian to respond, but instead, Professor Qian turned to the audience and asked, "How about everyone actively participate in responding to Pan's question?" Pan Jinlian showed a strong interest in business issues and stood up to say, "If someone's answer is adopted by the professor, I'd be willing to formally get to know that person!" Wow! Everyone in the room was amazed by her words. Clearly, Pan Jinlian was casting her net wide. As long as someone could answer the question correctly, there was a real chance of becoming friends with the well-known campus belle from Kyoto University. What a delight! What a delight! Many male students in the business classroom were pursuing Pan Jinlian, each vying for her attention and taking turns to rise and answer the question. Yet, none of their responses satisfied Professor Qian Jinshui. "Does anyone else have an answer?" asked Professor Qian. The classroom fell completely silent—clearly, after a burst of enthusiasm, everyone had settled down, realizing that to truly answer this business question, it would take some serious thought. A minute of silence. Two minutes of silence. Three minutes of silence. "Professor Qian, I don't think anyone else can answer this question..." Pan Jinlian expressed a sense of regret. As Qian Jinshui Professor sighed and was about to offer his own answer, a confident voice said, "I'll take it!" The students looked up in astonishment—it was him! Gao Dong, the chairman of the board of the renowned "I Want to Become a God" Group and the esteemed chairman of the "I Want to Become a God" Scholarship, had the honor of sitting among them. Immediately, the students gathered around, respectfully bowing and saying, "Good morning, Mr. Gao!" Gao Dong nodded slightly. Unlike other students, Pan Jinlian maintained a cool, elegant demeanor toward him, no longer reflecting the previous warmth and attachment. Under the expectations of all present, Gao Dong delivered his response: "Much like the Olympic Games in times of adversity, enterprises facing intense competition also require such a breakthrough." We say there are no sunset industries—only sunset companies; no sunset companies—only sunset mindsets. Let us now look at a nearby example: how a once-bankrupt canned food factory transformed itself into a thriving enterprise through innovative thinking. In 1992, the period of state-owned enterprises retreating and private enterprises advancing began. A Zhu, a former official of the county's Office of Foreign Economic Affairs, resigned from his government post and went into business, acquiring a state-owned canned food factory that had been operating at a loss exceeding 10 million RMB. His acquisition didn’t involve any cash outlay—he simply issued a long-term promissory note, agreeing to use project revenues to revive the factory, retain hundreds of workers, and assume the factory’s existing debt of 4.5 million RMB. The final solution adopted by the canned food plant to successfully introduce foreign production equipment was to produce products domestically and use export revenues from products over the next five years to offset the equipment purchase cost, while making partial payments to settle the equipment bill. As a result, the plant introduced advanced continuous production lines and secured an order worth over 8 million U.S. dollars. In early 1993, under the guidance of more than 20 German experts and technical personnel, the production lines began being adjusted and put into operation. At that time, Germany was hosting an international food exhibition. Director Zhu personally attended the event, with the help of Chinese expatriates, signing the first business contracts in Munich, Germany, and Lausanne, Switzerland.