Page 95 - How China Is Winning the Tech Race
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previously Chen’s senior vice president and chief strategy officer, is today his
        co-chief operating officer, sitting within arm’s reach of Chen in a shared
        executive office. His chief financial officer, Xiaoxin Chen, another alumnus of
        Stanford’s business school program, sits diagonally across from Chen. Both
        Liu and Chen graduated in the top 10 percent of their class.
            Chen brings in the founders of the sites he acquires, putting them in
        charge of their respective business units. The founder of Mop.com is now a
        senior vice president at Chen’s firm. “We give them equity and vesting rights
        and high responsibility to do what they used to do and achieve their targets,”
        Chen says. Keeping the entrepreneurial family intact is a lesson he learned
        from Sohu, from which Chen and his two cofounders bolted after it acquired
        Chinaren.
            “I am applying what I learned in investment books: Buy companies of
        intrinsic value with a barrier to entry and then nurture them,” Chen says.
        Among other sources, he’s read and can recite from George Soros’s interview in
        The New Money Masters, Sumner Redstone in A Passion to Win, and digital
        age luminaries Bill Gates, Jeff Bezos, and Larry Ellison in The New Imperialists.
        Chen says that after reading how both Redstone and Murdoch ran short on
        money in building their conglomerates, his biggest lesson is that cash is king. “I
        want to make sure I have an ample supply of cash to do deals,” he says.
            If there’s one worry Chen doesn’t have, it’s capital. The $48 million
        venture sum he raised in spring 2006 gives him “a sense of freedom” and
        “flexibility to plan for the future,” he says, adding, “We’ve been through
        bubbles before. This will help us be a long-term, viable company.” What to
        do for an encore? “I want to build a company like Warren Buffett did with
        Berkshire Hathaway and use the same philosophy. The only difference is that
        mine is in the consumer Internet market.”
            When I chatted with Chen in Beijing a couple of months after the money
        hit the company bank account, he was looking relaxed and trimmer. He says
        he’s been on a steady diet of oatmeal for dinner and routine visits to the gym
        most mornings. If he doesn’t keep his weight in check, his wife gets to buy
        whatever designer goods she wants. Not that they have financial troubles.
        Chen and his young family live in a suburban-type luxurious housing devel-
        opment in Beijing. Chen even takes time for a Kodak moment as I snap
        photos of him standing proudly in front of his new Lincoln Mercury, the same
        model that patrolmen use in his adopted Lone Star state.



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