Produced by Beijing Radio and Television Station and exclusively titled by Bank of Beijing, the seventh episode of the third season of the third season of the country's first documentary observation program focusing on specialized, special and new enterprises "Specialized, Specialized and New Research Institute" arrived at 21:00 today. This program is composed of Wang Qiang, General Manager of the Wealth Platform Department of Bank of Beijing, Guo Xinhe, Deputy Director of the Electronic Information Industry Division of Beijing Municipal Bureau of Economy and Information Technology, Liu Deying, Dean of the School of Innovation and Entrepreneurship of Peking University, Zhang Junchao, Chief Engineer of Semiconductor and Director of Automotive Chip Operations of the National New Energy Vehicle Technology Innovation Center, Dou Erxiang, Professor of the Department of Financial Information and Engineering Management of the School of Software and Microelectronics of Peking University, Zhang Shaoyu, Chief Operating Officer of Jiuhe Venture Capital (Partner), and Xu Yong, Founder of AC Accelerator, the initiator of the Angel Growth Camp. Interpret the entrepreneurial story of Guo Hu, the founder of a specialized and special new enterprise.
During his studies at Peking University, the founder Guo Hu undertook the R&D project of the Fifth Academy of Aerospace Science --- Development of a power management chip that benchmarked against international giants. "Someone pays for research and development and can ensure the market", for Guo Hu, who has just graduated, this undoubtedly has a huge attraction. But the R&D process is not so easy, I thought that the R&D could be successful in one year, but I didn't expect it to drag on for three years, during which the partner left, and the capital chain was broken several times, he tried his best to survive, and finally successfully developed this power management chip, and replaced the imported 20,000 yuan chip at a price of 4,000 yuan. In order to devote himself to the development of the company, the founder Guo Hu has not yet started a family, and he always deals with the company's affairs alone on business trips and negotiations.
Is it feasible to transfer the space-class domain to the civilian field?
The company has been established for 8 years and has gained a firm foothold in the aerospace-grade field, and the founder Guo Hu decided to make a strategic transformation and open up the civilian market. With many years of experience in the research and development of chips in the aerospace-grade field, the founder believes that it is a dimensionality reduction blow from the technical level to enter the civilian field. However, what he never expected was that entering the civilian market would face new challenges: insufficient brand influence, relatively single products, slow research and development progress and other problems one after another.
strategic decision-making
Should the founders make the decision or the executive team?
In order to maintain the normal operation of the aerospace-grade basic disk and smoothly develop the civilian market, the founder Guo Hu poached a whole team from a well-known listed company and laid out the layout in Hangzhou to do civilian product research and development. Guo Hu said that there is no doubt in employing people, and there is no need for suspicious people, only trust can not be disappointed. He only flies to Hangzhou once a month to communicate with the team. The team had a R&D project with an investment of 5 million and 1 million that required the founders to make decisions, and Guo Hu handed over the decision-making power to the team and chose to trust the team's judgment. Is there a great risk in acquiring a small team, which will affect the core competitiveness of the enterprise?
Business founders should focus on management and product development
Or do you want to focus on social to expand the market?
"I never have enough time." The founder, Guo Hu, is busy with various meetings and work affairs every day, and he never leaves his phone every day, basically starting with 20 phone calls, and also holds a number of social-oriented positions, participates in various social activities, and participates in basketball games organized by the Youth Federation before his foot injury is healed. He believes that social activities seem to have nothing to do with business operations, but in fact they are positively correlated, and they can enhance the status and influence of the entire enterprise in the entire industry. So is investing in a lot of social activities really good for the company's long-term growth?