Taiwan’s richest man Terry Gou, winner of the Global Outstanding Shanxi Business Leader in Entrepreneurship History, Chairman of Hon Hai Precision Group, Terry Gou, joined Taiwan Renaissance Shipping Company in 1971, and established Hon Hai Plastics Enterprise Co., Ltd. in 1974 with a capital of 30 million to produce knobs for black and white television sets. In 1985, the US branch was established and foxconn (Foxconn) its own brand was created. In 2001, he ranked 198th on the list of "World's Billionaires" by Forbes. In 2002, he was selected as one of the "Asian Stars" selected by the US "Business Weekly". Terry Gou has a widely reprinted famous saying: How a person views himself and the people around him determines the pattern of himself. If a person takes a longer-term view of himself, his space will be wider, and he will not take gains and losses too seriously. Terry Gou once recalled that in the early days of his business, he also faced the dilemma of being unable to borrow bank funds and having no policy support. Even if he had the money to hire the best talents, he was unwilling to succumb to the dilemma of a small company. These situations seem to be no different from those of most small and medium-sized enterprises we see today; but 20 years later, the "Hon Hai System" runs through the entire IT foundry industry chain. Just as we see countless small businesses today, all complaining about the same problems and difficulties, but what will happen in three to five years? Perhaps the gap cannot be seen in three to five years, but in a few decades, how many of these small companies can become big businesses? What makes the transition from small company to big business? At least, after 35 years of business, Terry Gou has worked diligently for 34 years, working more than 15 hours a day. After the Hon Hai Group encountered the challenges of the financial crisis and economic downturn in 2008, Gou returned from his planned retirement plan and once again worked 15 hours a day at the age of 59. Hon Hai's 2009 semi-annual report showed that its net profit after tax in the first half of 2009 was NT$28.4 billion, surpassing TSMC by NT$26 billion. For this year, he confidently estimates that even in a recession, the entire group's turnover will be between $60 billion and $65 billion. In an interview with reporters, he kept reminding reporters that Foxconn still has new dreams. "In e-commerce, cloud, and mobile Internet, each is Foxconn's strength. We just don't have a brand," Gou said. In the next step, Kai-fu Lee will incubate and spawn five start-up companies in these three fields every year. It is conceivable that Terry Gou will find the next winning point in the transformation and transition of TV parts, molds, connectors, casings, etc. as in the past. Start small: Cockroach-like survivability In 1974, 24-year-old Terry Gou and several friends established Hon Hai Plastics Enterprise Co., Ltd. in Taiwan to take orders for plastic parts. Not long after Hon Hai was established, it immediately encountered an economic crisis. The price of raw materials rose and operations were very difficult. The partners in the partnership decided to give up, but Terry Gou refused, so he borrowed money to buy the company. This was the beginning of the Foxconn empire. Terry Gou's first business was mainly engaged in the manufacturing of television-related parts. Just starting out, Terry Gou encountered technical difficulties: the factory's technology relied heavily on mold masters. With the hundreds of thousands of funds he had just accumulated, Terry Gou began to consider whether to invest in a mold factory. At that time, Taiwan's economic environment had changed. Many other entrepreneurs are taking advantage of Taiwan's economic boom, some are speculating on land, and some are hoarding raw materials, all waiting for good prices to make a fortune.

Like all entrepreneurs who have accumulated a small amount of capital for the first time, should this capital be used to make quick money or to start an industry? But Terry Gou gave up the opportunity of buying and selling land, which later increased several times, and chose to invest in building a factory, introduce new equipment, and explore production techniques and processes with his trusted employees. This process is very hard, and I work overtime until late at night every day. So much so that in the first few years of starting his business, Terry Gou was asking himself: "Is my decision right?" Relying on the first batch of mold machines and technology accumulation, Hon Hai began to have business relationships with Taiwan's top ten manufacturers. , opened up the first batch of business. As a result, Guo Taiming lived frugally, and another batch of accumulated capital was continuously invested in purchasing more sophisticated equipment. In 1984, Hon Hai introduced high-end equipment from the United States, which cost one-tenth of the company's annual income. Not only that, in the following years, high-end equipment was introduced from Switzerland, Japanese consultants were hired, and Japanese precision machinery technology was introduced. The company has less than 1,000 employees, but Terry Gou generously provides large sums of money to send employees to study abroad. Hon Hai's business in the first ten years relied entirely on Hon Hai's "cockroach-like survivability." Terry Gou is not satisfied with the results he has achieved today. He is still learning and working hard. Terry Gou has a famous saying: "The real heroes died on the battlefield long ago, not the ones who come back to get medals." This makes many people who award awards every year feel uncomfortable hearing this. But people within Hon Hai know very well that Gou's main intention is to remind senior managers who have already achieved military success and are superior not to be satisfied with material gains. There are bigger battlefields in life, and the struggle is not over yet.