The partnership with Jack House, after months of difficult negotiations, was finally agreed upon in the summer of 2004.

Jackhouse only paid back the price slightly, and the discount for each condition was one or two percent, and then he signed a series of strategic cooperation with Gu Wan, and the payment funds were in place.

After Gu Play took a closer look, he also knew that many of the counter-offers were not what Jackhouse himself meant. After all, listed companies need to consider the interests of all shareholders, and the shareholders' meeting really needs to evaluate whether this price is cost-effective.

Beginning in September and continuing until the end of the year, the $2 billion in funding needed for Gu Play was put in place in batches so that he could carry out larger-scale technological expansion.

The cloud computing company jointly owned by the two sides was negotiated in early August and formally established in October, and finally entered trial operation in June 2005 after more than half a year of construction, running-in and testing.

After all, Ma Yiyi's previous research was only in the field of distributed computing architecture. However, if the distributed computing architecture is to progress to cloud computing, it still requires a huge investment of one or two years in research and development. The twists and turns in the process are self-evident.

Anyway, after having the full follow-up of Jackhouse's company and smashing resources, the problem of running through the technical route was basically solved in 05. It's just that it will take three or four years for cloud computing to grab the market, open up the market that didn't exist before, and then make a normal profit, which is no way.

On the earth, Ahri Cloud has lost money for more years, at least five or six years before it is really profitable. However, the reason for Ahriyun's loss is also related to the fact that Ahri Baba on the earth was not as good as Amazon in terms of technology and investment in cloud computing in the early days.

So after the competitor similar to Amazon on the Blue Hole Star became the runner and Jack House became the leader, it was already very good to be able to make a profit with a little loss of one or two years.

Ma Yiyi assesses that it will be at least 2008 for cloud computing companies to fully verify their business models. She and Gu Play are in this cloud computing company that the two sides cooperate, and the final shareholding is 15%. After all, they are only technology shares, and they do not pay money, once the follow-up goes smoothly, the follow-up upgrading is not their research and development, just relying on the transfer of technological achievements and R & D support in the initial stage, 15% is already very powerful.

As for Jackhouse, because he later occupied the world's exclusive application of artificial intelligence in several fields, including machine vision, his e-commerce company also developed a wave, at least suppressing the competitor similar to Amazon on the earth, and successfully became the world's largest e-commerce technology company by market capitalization.

Moreover, later, because of the outbreak of Jackhouse e-commerce, it also brought a large number of orders to Gu Wan's Hanhe Technology UAV subsidiary——

Around 2010, they realized the unmanned airship distribution warehouse and drone express delivery. It replaces the work of 20 million couriers around the world, saving a lot of manpower. Later, Hanhe Technology's drone subsidiary, at least for industries such as logistics express delivery, sold more than 5 million delivery machines.

Of course, this is all for later, and this sales volume needs to be completed gradually after 2010 and many years. It can only be said that this business has found a steady stream of profitable funds for Gu You, which can allow him to do more squandering scientific research.

……

The focus shifted back to early 2006, a few months after Gu Play and Jack House officially reached a partnership.

With 2 billion R&D funds in hand, follow-up profits, cash flow, and equity appreciation are very stable, Gu Play naturally has to let it go.

During the Chinese New Year in 06, he revealed a shocking plan to his wife Ma Yiyi.

"I want to start a space company. ”

"Airlines? This business is not profitable. Ma Yiyi's first reaction was wrong.

"It's not an airline, it's a space company, the kind of private that launches rockets and launches satellites. Gu Yu corrected.

With Ma Yiyi's understanding of Gu Play, when she heard this decision, she still couldn't help but be surprised for a long time.

She quickly adapted, though.

Gu Play has always had a temper that is not shocking and endless, and it is really unbearable to change people.

But Ma Yiyi quickly switched states: "You want to engage in aerospace, what about the target customers? If you do it, who will you launch satellites to?"

Gu Wan: "I heard that the country has advanced the research and development of the Southern Cross project to the implementation stage this year, and the satellite research and development has begun. Obviously, the relevant departments are willing to follow up on the construction because they see that the GPS project in Oceania is very successful and has the potential for commercial application to return on investment.

With the experience of GPS to draw on, the research and development cost of the Southern Cross project will definitely be reduced by at least 70%. If we start to launch satellites to reduce the cost of private enterprises now, we may be able to catch up with the launch of the Southern Cross navigation satellite in large quantities in three years' time.

Of course, this is only my first target customer, and because I know everyone in this circle, I can be sure that I will win the order. After this order, other orders for new satellites in the fields of remote sensing and geology, as well as orders for emergency Internet satellite signal coverage in uninhabited areas, and even traditional communication satellites, can compete for each other. You have to eat the rice one bite at a time. ”

Ma Yiyi thought about it and felt that there was nothing wrong with Gu Yuda's idea, and it should have been too thoughtful about the market capacity.

The rest lies in the cost reduction of private aerospace.

When the state launches satellites, it does not consider making money and losing money, and the government spends money to pay for it.

For this problem, Gu Play thinks like this: "No matter how we solve the business model and profit method in the future, now, in the first few years, we should not have to worry about this problem.

After all, we are a great socially attentive country, not an oceanic country. As long as I can get the launch technology out within three years, and the test launch will be successful, and the cost will be cheaper than the current Long March-2, then the country will give me some opportunities supportively. My prestige and connections in the fields of cosmic science and physics are enough for me to get a lot of resources.

Therefore, our goal can be broken down: first, within three years, the cost of making a rocket that can be reliably launched is set at a temporary target of 15% lower than the current cost of the rocket funded by the State Plus project. After this step is completed, it is basically a matter of 09 years.

Then, we spend at least 3 years, or even 5 years, to make a profit in the ordinary open competitive business model. I believe that in such a high-tech field, it is still possible for the state to give a 3 to 5 year marketization buffer period. ”

Ma Yiyi didn't have more research for the time being, and it was hard to say anything, so he said that he would do a professional feasibility analysis after a while.

Gu Wan's plan is obviously to follow the development trajectory of those private aerospace companies on the earth in the 2010s, mainly as an integrator, outsourcing a large number of sub-technologies, dismantling the big goals into small goals, and at the same time accounting for the cost composition of each small goal.

In fact, Jeff Bezos and Elon Musk, their peers on the earth, they don't say how many core technologies they have, their key competitiveness, or a little bit of everything, can understand the cost of suppliers in each subdivision of professional fields, and ensure that they will not be pitted.

To do this, in fact, it is very difficult, because interlacing is like separating mountains, if a thing can be made by only one company on a planet, it is very small, then it will give you a high price, and it is sometimes difficult for you to refute. At this time, understanding technology and how to decompose costs and find out the key items for cost reduction have become the core competitive capabilities.

To build a rocket, according to the private supplier subcontracting model, it takes at least 2,000 suppliers to solve, even if it is just to grasp the big and let go of the small, only staring at the hundreds of suppliers with relatively large added value to reduce costs, it is also a very huge system engineering.

On the earth, Elon Musk can do this, in fact, the biggest ability is the learning ability of Musk-type characters. In Space Fork, the boss is said to often be able to "replace the job when any C or O seat is vacant", that is to say, he knows a little bit of everything and learns new things quickly, so that such a person can do the best system integration cost management and see through the false reports of suppliers.

Gu Yu is not a genius in this area, he is just a strong learner in science and engineering technology, and he has a good touch of class.

Ma Yiyi is not a genius in this area alone, so they can only complement each other as husband and wife.

……

Three years have passed in a flash, and Gu Wan and Ma Yiyi have spent a small half of the $2 billion in funds, and they have finally made rockets with a lower cost than the Long March 2 and its subsequent series.

The relevant departments of the Eastern countries, including science and technology, industry and information technology, and so on, have finally made the satellites needed for the Southern Cross project to the stage where they can be commercially launched.

In 2009, at an exciting moment, after fierce cost comparison, Hanhe Technology's rocket became the first private rocket to be put into commercial use in China and received government orders, and contracted the launch mission of the Southern Cross 4 satellite.

The agreement signed by the relevant departments roughly stipulates that if everything goes smoothly with the launch of the No. 4 satellite, passes the acceptance and operates stably for more than three months, the launch order for the subsequent three satellites will be initiated. After all 3 pieces are unharmed, there will be follow-up orders on a larger scale.

The entire Southern Cross launch plan will last for 5 years, and will be completed in four order batches, and each stage can be successfully completed before the next stage of the order can be directly obtained, otherwise it will have to be re-evaluated.

Gu Yu and Ma Yiyi felt that this request was quite reasonable, and they didn't have to bargain, of course they readily agreed.

Until this time, the aerospace subsidiary of Hanhe Technology has not yet made a rocket with a recyclable engine. They just relied on Yasuo, who had other costs, to make the total price significantly lower than the cost of state-owned assets when the first-stage rocket engine was still used at one time, and first got the list to train the troops.

As for rockets with recyclable engines, of course, step by step.

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Sogou