Gou's entrepreneurial cheats: a cockroach-like ability to survive from an early age

Mr Gou once recalled that in the early days of his venture, he also faced the dilemma of not being financed by banks or policy support, and that the best people would not be willing to condescend to small companies even if they had the money to hire them.　　These situations, and most of the small and medium-sized enterprises we see today, seem to be no different; but 20 years later, "Hon Hai" runs through the entire it foundry industry chain. As we see today, a plethora of small businesses are complaining about similar problems and hardships, but what happens after 35? It may not be possible to see the gap for 35 years, but how many of these small companies can make big business in decades?　　What works in the middle of a big business?　　At least for 35 years, Gou worked diligently for 34 years and worked more than 15 hours a day.　　After the 2008 financial crisis and economic downturn, Mr Gou again Fanshen, two degrees from his planned retirement plan, and once again worked 15 hours a day to guard the age of 59.　　The 2009 Hon Hai Semi-annual report showed that after the first half of 2009 after-tax net profit of NT $28.4 billion exceeded TSMC 26 billion.　　For this year, he confidently estimated that even in a slump, the group's turnover would be between 60 billion and 65 billion dollars. In an interview with reporters, he kept reminding reporters that Foxconn has a new dream. "In Commerce, cloud, mobile internet. Every one of Foxconn's strengths, we just don't have a brand.　　"said Mr. Gou. Next, Kai-Fu Lee will be in these three areas each year to hatch fission five start-up companies.　　It is conceivable that Mr Gou will, in the same way, find the next winning point in transition transitions from TV parts, molds, connectors, and shells.　　From childhood: The cockroach's ability to survive. In 1974, 24-Year-old Terry Gou and several friends set up a Hon Hai Plastic Enterprise Co., Ltd. in Taiwan to undertake plastic parts orders. Hon Hai, soon after the establishment of the economic crisis, the price of raw materials rose, operating very difficult.　　The partner's friend decided to give up, but Gou refused to lend his money to the company.　　This is the beginning of the Foxconn Empire, and Mr Gou's first business was mainly in the manufacture of television-related parts.　　Just started, Mr Gou was stuck in a technical difficulty: factory technology relies on mold master.　　Mr Gou, who had just accumulated hundreds of thousands of of the money, began figuring out whether to invest in a mold factory. At that time, Taiwan's economic environment had changed.　　Many other entrepreneurs take advantage of Taiwan's economic take-off, some scrambled land, some hoarding raw materials, are waiting for a good price when the big money.　　Like all entrepreneurs who have accumulated the first few dollars, is this money going to make quick money or do industry? But Mr Gou gave up several times the land deal, choosing to invest in plants, introduce new equipment, and work with trusted employees to explore production processes and processes. This process is very hard, hard work every day to late at night. That the first fewMr Gou is asking himself: "Is my decision correct?"　　"Relying on the first batch of mold machinery and technology accumulation, Hon Hai began and Taiwan's top ten manufacturers have business dealings, opened up the first batch of business." As a result, Mr Gou has been pinching and scraping, accumulating a pile of capital that is constantly being put into buying more sophisticated equipment.　　Hon Hai introduced advanced equipment from the United States in 1984, spending one-tenth of its annual revenue. Not only that, the following years, successively from Switzerland to introduce advanced equipment, employing Japanese consultants, and the introduction of Japan's precision machinery technology.　　With less than thousands of people in the company, Mr Gou is generous enough to send his staff overseas to study.　　The first ten years of Hong Hai's entrepreneurial, completely rely on Hon Hai "has the same survival ability of cockroaches." And the vast number of domestic SMEs, not only to get too much government support policies, nor access to bank credit, relying on small capital to continuously promote enterprise development.　　[Page] Learning force: Big change in looking for the initiative in addition to hard-working spirit and strong focus, Gou also has a strong ability to learn, through practice and into the industry trend of judgment ability.　　At the same time as managing the factory, Mr. Gou and all the important clients make friends, understand the ideas of these people, master the evolution trend of the global IT industry of the first line manufacturer, even, he also has a deep understanding of the management of customer company.　　In 1983, Hon Hai used Japan's imported equipment to develop the first connectors, officially entering the PC field, and the country's 20%-year growth-stable period.　　In five years, Hon Hai has grown into a company with 1000 employees and 250 million yuan in revenue.　　Mr Gou did not slow down, observing the investment opportunities in the mainland, and began a massive march, using Shenzhen's land and human resources to set up the most important production base for Hon Hai's future development. In the next ten years, Hon Hai's large capacity, low-cost, High-tech competitiveness, successively from the LG group to take orders from Apple, become Cisco's world's largest network equipment supplier, won the Sony play redevelop game order, Intel Pentium IV connector orders.　　Surprisingly, in 2003, Hon Hai also won orders from Nokia and Motorola.　　Competition: To do the best in the mobile phone and TFT-LCD field, Hon Hai is far from being an advanced person.　　As early as 1999, when major manufacturers were "mobile-phone Freaks", Mr Gou argued that the cost of making mobile phones was too high. Until the price of the phone was enough for the public to accept, Mr Gou won huge orders from several of the world's leading handset makers.　　Two years later, Foxconn International, a separate listing in Hong Kong from Hon Hai, became the world's largest mobile phone foundry.　　Similarly, in the mobile phone gross margin down, Hon Hai began to tft-lc and nanotechnology, a plunge into more than 20 billion yuan, and from the final entrants to the first camp makeover. What is Mr Gou thinking next? His next industry layout began gradually, in the past few years, Hon Hai announced the investment of 10 million U.S. dollars to set up a Shanghai peace-purchase, restart the IT channel expansion plan. Previously, Hon Hai through its guangyu to invest in the digital layout of the mainland retail channel market, has grown into the mainland's three 3C product retailer.　　At the senior management meeting at the end of last year, Mr Gou stressed that "2009 will fully short-based the mainland it channel market".　　Also this year, Gou's investment in NT $100 million and the alliance established Kang Lian Health technology company, suddenly cut into biotechnology.　　And a future secret weapon, nanotechnology, says Mr Gou, the first commercially available product of nanotechnology, which took nearly 10 years to study, will be announced in a very short time. Mr Gou's big industry picture is slowly unfolding.