热风时尚连锁（B）：中国民营企业在快速扩张期的人才管理困境

These two cases aim to evoke reflection and discussion on the difficulties faced by the human resource management of private enterprises in China. Case (A) explores the challenges faced by Hotwind Fashion Chains (abbreviated as “Hotwind”) at the initial stage of its rapid expansion. Hotwind had been growing steady since its founding in 1996; yet while thinking over the plans for rapid expansion after 2009, Chen Xin, the company’s CEO and founder, struggled with how to fix the personnel bottleneck in the business. In particular, the company had difficulty in finding competent buyers, merchandisers, and local-shop managers. Case (B) expands on the further needs for talent in the following stage of rapid expansion. Hotwind has made progress in human resource management in the past few years, yet it was unable to totally solve the key issue of shop managers. At the beginning of 2011, Chen Xin found himself looking back on the previous years, and he attempted to find a way to cultivate shop managers to support plans for another year of expansion.