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    The Most Famous Chinese Entrepreneur In Silicon Valley

    2007/6/11 0:00:00 5

    Last year, Red Herring was chosen as the ten largest entrepreneur in the world by the US venture capitalist magazine. The optical fiber Association of the United States also awarded him a lifetime achievement award. Chen Wufu's cordial and frank and humorous people made it difficult for people to praise the entrepreneur of Wall Street journal and his personal accomplishments.

    The local Chinese in Silicon Valley described Chen Wufu as "the God of Chinese entrepreneurship".

    Starting in 1985 in the eastern United States of Boston, Chen Wufu started as a nobody and started three companies continuously, all of which were hot and quickly bought.

    The market value of Cascade, which was founded by second of its companies, was as high as ten billion US dollars.

    In 1995, Chen Wufu's fourth companies have not yet started. The US internet device giant CISCO is anxious to ask Chen Fu Fu's fourth business ideas and immediately open up a new company with Chen Wufu.

    In less than six or seven months, he bought the new company and asked Chen Wufu to be CISCO's deputy general manager, and tied him to CISCO for a year to ensure that he could continue to make the new company's products come out.

    Chen Wufu became the first deputy general manager of CISCO.

    In April last year, Chen Wufu set up acorn garden with three other partners in Silicon Valley.

    Chen Wufu explained that acorns are the seeds of oak trees. Acorn garden is a breeding center.

    Acorn garden has been established for less than a year, and ten enterprises have been recruited.

    A Fiber Co called Pine Photonics has become an independent company.

    Acorn garden hopes to spend six months to a year to grow into a company that can operate independently.

    Chen Wufu has always maintained his strong interest in starting a business.

    Chen Wufu, who pioneered many new companies, believes that managing new ventures is different from managing old ones.

    He believes that the new company usually has fewer personnel problems, so the focus of entrepreneurship is on how to locate product direction and technology direction.

    Because the new company is expanding rapidly, it is necessary to keep looking for new people.

    When the product begins to produce, Chen Wufu's emphasis will be shifted to more external activities, such as finding customers and finding relationships.

    A year after the company was founded, Chen Wufu usually hoped to find a new general manager to take over his seat.

    Chen Wufu looks for CEO of new enterprise, and pays more attention to whether he has marketing ability.

    Marketing capabilities must be able to understand the competition and needs of the market, and then determine the direction of product strategy.

    Chen Wufu has been on the US Route in the United States, and is also one of the few Chinese who can enter the mainstream venture capital industry in the US.

    Most of his partners are Americans.

    Recently, US funds are tight, and Chen Wufu is interested in working with Taiwanese.

    Shanghai is also an investment focus of Chen Wufu in the future.

    Chen Wufu is going to make his own investment in Shanghai.

    What to do in Shanghai?

    Chen Wufu pointed out: one is similar to the idea of acorn garden breeding center, one is the development of production technology, because the cost of using local people is low.

    That is to say, Chen Wufu's first goal in Shanghai is not the local market, but the local talent.

    When the local talents are relatively stable, we will start developing the mainland's domestic system.

    Chen Wufu summed up the reasons for his success in every business. He thought it was mainly two points: first, there was no retreat.

    Chen Wufu pointed out that although he had so many companies and was handed over to other teams, he had never thought that a company would change hands after a company co founded with CISCO. He believed that this mentality would never succeed.

    Two of the success of the business is consistency and conservatism.

    On the professional path, concentrate on the forward sprint.

    But outside the profession, such as market management and progress, everything should be taken into account, and even from positive to conservative.

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