At this time, Silicon Valley's internet companies were in an era of creative economy; as long as a company was imaginative, it would receive support regardless of the difficulties ahead. That's why asset-heavy companies like Webvan had so many investors.
As for Overture's model, one only needs to look at the development of Apple's iTunes Store. Apple's iTunes Store, combined with the iPod, swept the entire digital music market and MP3 market, only to be eventually replaced by streaming music due to the rapid development of the mobile internet and wireless Wi-Fi.
Of course, there were also many problems. Would music companies that hadn't suffered a huge impact from the internet wave compromise?
It's worth noting that in 2001, when Apple launched iTunes, the internet music industry was devastated by P2P downloads. The key was that these music companies' own website sales were even worse, failing to even cover the cost of network construction.
Pioneers, if successful, can achieve great things; if they fail, they are merely precursors.
Koslin was very enthusiastic about Overture building a music store and dragged He Zhengcheng to visit Overture the next day. In fact, it was no different from other internet companies: free-spirited, with people wearing slippers and pajamas to work. There were even people with guitars and other instruments in the office area, but unfortunately, they couldn't play most of the time because it would disturb others.
Music Player had a major surge during the Christmas period, with a huge number of users flooding the servers, causing a crash. Fortunately, it was handled promptly, and the problem was alleviated in 30 minutes. Many people had been working overtime these past few days.
He Zhengcheng invested 1.5 million US dollars, holding a 40% stake, while the other three each held 20%. At this time, there were only a dozen people, and the three main founders were still working part-time.
"This company has a lot of problems!" said Koslin.
"But the most critical problem has been solved. Music Player has established a sufficient advantage. In another month or two, our user base will exceed 30 million. With a user base, other things become actionable.
If it really doesn't work out, we can sell it to Yahoo then. They have enough capital and connections to accomplish what we cannot," He Zhengcheng said. Sequoia Capital now treats Yahoo as its base and gives it a lot of attention. He said this not to provoke KPCB, but to say not to go too far.
"Indeed, although it's an unconventional approach, it's undeniable that Overture has created a small miracle," said Koslin.
"The key now is to find a suitable manager, but I have some doubts: should we look among people with a technology industry background, or in music companies? Different managers might bring different futures to Overture," said He Zhengcheng.
"Have you never thought about being the CEO of this company?" asked Koslin.
"My abilities are not enough to meet Overture's future needs," said He Zhengcheng.
"Which do you lean towards?" asked Koslin.
"Of course, talent with a technology background. I believe an internet company is first and foremost a technology company, and only then a music company. This point must not be confused. Technological progress can change a lot, but these people in the music industry simply won't understand it," said He Zhengcheng.
"Yes, the speed of technological progress is very fast, and many people have fallen behind," said Koslin.
"There's also another problem: Overture is too small right now. Even if there's excellent talent, they might not choose to come here," said He Zhengcheng.
"That's very simple. Our connections can find many excellent talents," said Koslin.
"Mhm!" He Zhengcheng nodded in response. This point truly couldn't be compared. The connections accumulated by a small venture capital firm depended on the individual, while the decades of accumulation by a large venture capital firm were much stronger than that of an ordinary headhunter.
"When do you plan to hire a CEO?" asked Koslin.
"It will have to wait until Music Player's users exceed 30 million. There's no need for commercialization right now anyway, and a flat management model isn't difficult," said He Zhengcheng.
"It's good that you have a plan. Let's go see Google while we're at it. I heard you value this company more," said Koslin.
"Sure! But let me notify them first," said He Zhengcheng.
"No problem," said Koslin.
He Zhengcheng quickly dialed Brin's number.
"Koslin, the founder of Sun and KPCB, who invested in AOL, Netscape, Amazon, and other companies—we're currently visiting Overture, and he suggested he'd like to come to Google. What are your thoughts?" He Zhengcheng asked.
"Wait..." Brin said. Then He Zhengcheng heard Brin and Page discussing quietly on the other end of the phone. A sudden visit from a large venture capital firm, for people with such strong opinions like them, might not necessarily be welcome.
The three of them were Google's managers and had a clear development roadmap for Google's future: first, to improve search technology to make search results more accurate and fast, and also to increase capacity. Then, they would cooperate with companies like Yahoo, so the huge traffic wouldn't become a burden for them. As for keyword advertising, they had already started A/B testing.
"Let him come over!" Page said on the phone.
"Okay, then we'll be over," said He Zhengcheng.
"You respect them a lot?" Koslin asked with a smile. He Zhengcheng's attitude towards Overture and Google was completely different.
"The people here are friends, and those over there are partners. The relationships are different, and the expectations are also different," said He Zhengcheng.
"It seems you believe Google has a brighter future!" said Koslin.
"If Google's model can succeed, it might change the entire Silicon Valley venture capital model, because we want to establish a strategy where engineers drive corporate development, adhere to technology innovation as the guide, and allow founders to have super-voting rights," said He Zhengcheng.
"Is that your idea or theirs?" asked Koslin.
"I only have 10% of the shares, what do you think?" He Zhengcheng replied.
Brin and Page were geniuses. They recognized He Zhengcheng, perhaps because their thinking had similarities, which is why they indulged him in transforming Google into a learning-oriented company. Because of He Zhengcheng's poor performance, this did not shake their authority and control in the company.
Of course, that doesn't mean He Zhengcheng's work at Google was useless: providing lavish lunches for employees, a flat management model, office graffiti, custom clothing, and various small items for entertainment and fitness.
When these were combined with the goal of building a learning-oriented enterprise, these were the imprints he left at Google.
If he could continuously strengthen this impression of him in others' minds, he would be an indispensable part of Google's culture.
"Let's go eat first, then go to Google this afternoon!" said Koslin.
"No need, Google has free employee meals, and they've prepared ours today," said He Zhengcheng.
"Google also provides work meals?" Koslin asked, surprised.
"Of course, that's just the most ordinary thing at Google," said He Zhengcheng.
Koslin thought for a moment. Compared to the super-voting rights the founders wanted, providing free work meals didn't seem so hard to accept.
Soon, he saw the unique Google and witnessed the Google Duo, who were relatively more idealistic.
With this meeting, a new chapter for Google's future began.