There are not many things that need to be dealt with on Beitong's side, and Zhou Fangyuan's main thing this time has been completed. Huo Ran Wen m

In terms of the glass factory, it is handed over to Zheng Limin to deal with, which is also a test. In fact, even if the glass factory failed in this "foreign invasion" and completely lost the market, Zhou Fangyuan didn't care too much. At most, the glass factory has lost more of its self-sufficiency and needs more capital injection from the group. Zhou Fangyuan is still looking at the future, and he doesn't care much about the advantages for a while and a half. At the same time, he has also sent people to the United States to buy all the copyrights and production processes of aluminum-silicon tempered glass from Corning. This glass has been developed for a long time on Corning's side, and Chemcor Glass, the predecessor of gorillas, was born in 1962, when Corning launched a large-scale development project called Projectmuscle to explore materials for higher strength in windshields, after the success of creating glass-ceramic by accident. After a lot of experiments, the properties of this chemcor glass are much better than that of traditional glass.

Perhaps it is too cutting-edge, and the price is high, and the market feedback of chemcor glass is not good. In 1971, Corning Glass closed the projectmuscle, and Chemcor glass was thrown into the cold in 1971. However, technology is not going away, it is waiting for an opportunity to explode.

No one could have imagined that it would take 34 years for Chemcor glass to be rebuilt.

Around 05, Motorola released the RAZRV3 mobile phone, which became a milestone in replacing high-strength plastic with glass displays. Influenced by the phone, Corning set up a small team at the end of '06 to consider restarting the Chemcor glass and exploring the possibility of applying it to the phone.

With a thickness of 4 mm, Corning's primary challenge was to make the glass thinner.

Until Jobs' phone rang, Corning was unable to make significant progress, considering that Apple required a glass thickness of 3mm at the time.

Theoretically, it takes years for a new product to go from development to mass production, and Apple has only a few months left for Corning.

Although it didn't make it in time for the first iPhones to go into production, Gorilla Glass eventually took shape and became a huge impetus for Corning's meteoric leap. In the five years since the iPhone debuted, the product line's annual revenue has grown from zero to $1 billion. And this is just the beginning, and over the next decade or so, the line will become more and more terrifying and huge, and eventually become one of the most profitable businesses in the world.

Now, the projectmuscl project has been closed for 30 years, and the chemcor glass has been in the dust for 30 years, and while everyone believes that technology will not disappear, how to monetize a technology is something that all "patient capital" like Corning needs to consider. After all, if you are not a reborn, no one can know what the future will become. Now that mobile phones have only begun to be popularized abroad, who would have thought what mobile phones would become in the future

Just as no one would have believed that the Internet would have developed to the extent it has reached ten years ago, people today cannot believe how far the Internet will go ten years from now.

Sometimes some media always praise a successful person, saying that his eyes can see the future in many years, which is nonsense. Even if it is a guess, a relatively safe guess is generally difficult to reach the level of ten years from now, and at most three or five years is remarkable. People who have a deep understanding of a certain industry and at the same time know the market very well may be able to predict the prospects for the next three to five years with relative accuracy, but ten years is too far away, especially in today's global development. Those who dare to say that they can see the next ten years are either crazy or deliberately blowing.

But Zhou Fangyuan is different, he can really see the next ten years, and he knows very well what the future will become, so he can lay out in advance.

But having said that, this Corning is not simple.

Like many upstream technology vendors, Corning believes in "patient capital," a philosophy that bets on unproven technologies that can be hidden for decades because they can't find a market for them, until the right moment prompts it to explode. In addition to Gorilla Glass, Corning has many such stories, such as weather-resistant borosilicate glass, which was originally designed to make railroad signal shades, and the Pyrex heat-resistant glass kitchen utensils.

What may seem like luck and chance in business is actually a necessity, just as no glass craft at Corning is seen as a fortuitous discovery or a real failure. As a technology-led company, Corning invests 10 percent of its annual revenue in technology research and development. In the future, it will also set up a global R&D site in Corning, New York, a town of the same name, which will bring together chemists, physicists, and scientists in a variety of fields, including ceramics, optics, mechanics, and materials engineers, due to the wide range of disciplines involved in glass manufacturing.

But that's in the future, and Corning isn't so far-sighted at this time. Zhou Fangyuan even wondered more than once whether he would be able to build such a base in China? His current cooperation with Beitong University is actually the prototype of a small R&D base, but this base is still too simple, with only two or three professors and a few graduate students, and the research speed is slow and the progress cannot be improved.

The reason why I want to buy technology from Corning is mainly because I want to monopolize this technology, which is very understandable. After all, Corning already has mature technology, but they just don't know the specific direction of use of the technology, and the conditions are not mature enough. But as long as they know the specific direction, it won't take a few years to come up with a mature product. At that time, even if the distant group can come up with the same thing, it will only have some price advantages over the other party. What he wants to do is to seize the market instead of sharing the market equally, so Zhou Fangyuan wants to buy technology.

But he also knows that a company like Corning won't sell its technology easily.

Especially Zhou Fangyuan also plans to buy out the other party's technology directly, and Corning will agree to hell, so in addition to buying technology, Zhou Fangyuan has other plans.

That's to buy Corning directly!

Founded in 1851 by Emory Holting, Corning is over 150 years old and a true evergreen in the corporate world.

Corning's 100-year success is a legend in the global corporate world. The reason is actually very simple, it is to continuously invest in research and development and relentlessly innovate. Since its inception, Corning has built a spirit of innovation into its DNA.

A hundred years ago, when everyone else was making glass based on experience, Corning founder Hötting and his son treated glassmaking as a rigorous science, through systematic and rigorous experimentation to achieve the best product quality. As early as 1908, Corning established one of the first corporate R&D labs in U.S. history and employed full-time R&D staff, which was extremely rare at the time. From the outset, the Hunting family had a clear understanding of what innovation meant, that innovation is not only a preparation for future gains, but also a necessary means to protect employees and the business itself in the event of a sudden disappearance of the core business.

Guided by this philosophy, R&D and innovation have been at the heart of Corning's corporate strategy for more than 150 years, and they have never changed.

That's why for more than 100 years, Corning has continued to deliver high-performance innovations such as signal lights for railways and marine, high-temperature glass tableware, TV picture tubes, automotive purification ceramics, fiber optics, LCD screens, and Gorilla Glass, which is indispensable for all cell phones. In the future, Corning will test more than 10,000 different types of glass each year and use more than 120,000 unique formulations.

Of course, Corning's success comes not only from investing in R&D, but also from having a clear R&D strategy. Especially after the dot-com crisis, Corning learned from the pain and analyzed its own strengths and weaknesses, and clearly put forward the "core component research and development strategy", which is called Corning's innovation formula. At the heart of this innovation strategy is to be an enabler or enabler of creating the core components of other companies' product systems, enabling their products to be fully effective and profitable through their own proprietary technology. These core components are made of unique materials, excellent technological processes and excellent processing and manufacturing capabilities, and can form intellectual property protection and technical barriers in these aspects.

As a result, these key components are not only imitable by other companies, but more importantly, they become enablers of larger product systems with broad room for growth. This R&D strategy leverages Corning's combined strengths in materials, processes, and manufacturing to make it difficult for its competitors to match.

Because it is based on the breakthrough of basic materials required by the B2B market, the biggest feature of this R&D model is that the investment is huge but the reporting cycle is long. And because it's not selling to the end consumer, Corning doesn't have a lot of control over the outcome. Under this business model, Corning is actually more like a pharmaceutical company, which must be willing to make a big gamble, invest a lot of money, and then be willing to wait more than a decade to get the reward. For the average business, this innovation model cannot be implemented. But Corning has been committed to this kind of long-term and resilient innovation since its inception. This spirit is deeply rooted in Corning's corporate DNA and the personality of its employees, and has become the magic weapon of Corning's longevity.

But this extremely long-term management philosophy and style is definitely an outlier in the global corporate world. This is directly related to the Hutting family's control of Corning for many years. Although Corning went public in 1945, the majority of the shares were still held by the Hunting family. It was only after 2000 that the family's holdings slowly faded, but the Hutting family still had a profound influence on Corning.

Corning not only invests patiently in R&D projects over the long term, but also has the courage and courage to invest ahead of time, relying on its own judgment of the industry's prospects to complete the strategic layout before the market demand is formed.

In the early '60s, Corning began the development of optical fibers. Ten years later, Corning has been granted all 12 essential patents in this area. By the mid-'70s, Corning had to lay off a large number of employees, and the fiber market was far from forming, and ATT, Corning's only potential user in the U.S., predicted that such demand would be 30 years away. However, the president at that time, Emery Jr., was far-sighted and decisively built the factory. By 1981, Corning's footprint in the fiber optic industry was complete, with more than $100 million invested and no revenue. However, due to its advanced strategic layout, Corning quickly defeated many powerful competitors and took the lead in the rapid development of the fiber market.

When it comes to LCD displays, Corning is no different. Developed in the early 80s, it created a new process that creates an ultra-thin, ultra-flat glass interface that is far superior to its competitors. In the mid-90s, Corning anticipated the explosion of market demand and took the lead in investing more than $1 billion to set up factories in Asia. After more than 15 years of patient investment, the LCD business was finally profitable for Corning in 1999.

Corning's success in environmentally friendly ceramic materials for automotive applications is also the result of this bold and forward-looking investment. It was the first to build a factory in the early 70s without any orders. Corning's products quickly became a huge success and became the industry standard in the automotive industry. Corning's boldness and boldness are at the heart of its continued success.

It's such a real big guy, if you usually want to take it down, it's basically impossible. Not only will Corning itself not accept investment casually, but even if Corning is willing to accept investment, Zhou Fangyuan may not be able to afford it.

However, just this year, the bursting of the Internet bubble hit the fiber-optic communications industry hard, causing Corning, which is the leading business, to lose more than $5.5 billion, and its stock price once fell from $113 to $1, and the company's valuation has shrunk so much that it is almost on the verge of bankruptcy. And the property of the Hotin family also disappeared along with the company's shares, and the originally powerful Corning became dying overnight. In fact, not only Corning, the Internet bubble in 01 caused many companies to suffer heavy losses, and there are not a few companies that went bankrupt because of this bubble.

If Zhou Fangyuan wants to buy the bottom at this time, he can do it, and the advantage is that no one will rob him at all. Nowadays, investors from all walks of life in the United States have already been frightened by this year's Internet bubble, and it is too late for them to withdraw their capital, and how many people have the courage to invest at this time? But to be honest, the price of investment at this time is quite cheap. However, Zhou Fangyuan is not ready to do this, not because he doesn't want to, but because he has no money, and at the same time, it makes no sense to be a pure Internet company, even if he gets it. He himself is going to do the Internet now, and it is better to develop and grow himself if he has invested other people's money.

But Corning is different, Zhou Fangyuan values the hundreds of thousands of formulas in Corning's warehouse, as well as their R&D team. If possible, Zhou Fangyuan would like to buy the whole of Corning and then move the whole to Huaxia. But he also knew that it was impossible, so what he had to do now was first to buy Corning's shares, and then find a way to package and sell all the technology and production processes related to Gorilla Glass to the North Glass Factory through internal operations.

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