Reborn in 2010, the AI ​​in my mind is too powerful.

In 2012, the global industrial robot market was only about US$268 billion.

The market itself is not large, mainly because the robots on the market now are not the same as the robots that ordinary people know.

These are not humanoid machines that can walk or talk, or even dog-shaped or other types of robots; most of them are actually industrial robotic arms.

Fixed to the factory floor, six or seven axes, repeatedly performing the same actions: welding, painting, handling, assembly. The program is hard-coded and keeps repeating; it has no eyes, no brain, cannot move, and cannot make autonomous decisions.

The application scenarios are also narrow, with more than half concentrated in automobile production lines, a large portion in electronics manufacturing, and a smaller share in food, pharmaceuticals, and chemicals.

These so-called robots are essentially advanced electric arms. They are clearly on a completely different level from what Chen Yiran is trying to do.

In this robotics market dominated by electric arms, four companies have joined forces to occupy more than half of the market share.

In the industry, they are known as the "Big Four": Fanuc and Yaskawa Electric from Japan, Asibran from Switzerland, and KUKA from Germany.

Fanuc is undoubtedly the leader among the four major manufacturers, holding a 25% market share.

Fanuc was founded in 1956 and was spun off from the CNC division of Fujitsu in Japan. Its headquarters are located in Oshino Village, Yamanashi Prefecture.

Although it's called a village, it's actually a cluster of factories, surrounded by mountains, making it difficult for outsiders to get in. Founder Seiemon Inaba's management style is extremely closed; reporters are often turned away at the gate, and even shareholders need to apply in advance to visit the factory area.

FANUC's core business is actually CNC numerical control systems, with a global market share of approximately 50%. Simply put, they make the CNC brains for half of the world's machine tools.

The robotics business was added later, but leveraging its foundation in CNC systems, it quickly became the industry leader. Most of the yellow robotic arms in large factories are FANUC equipment.

When news of the Aurora Group reached Yamanashi Prefecture, FANUC Chairman Yoshiharu Inaba was in his office reviewing the quarterly report.

The name Chen Yiran was well-known to them, and although he had thought that one day Chen Yiran might get involved in the manufacturing industry, he did not expect it to happen so soon.

He immediately summoned all senior executives and held a closed-door meeting for an hour.

Everyone brainstormed at the meeting, but ultimately no particularly good ideas came up. In the end, Yoshiharu Inaba decided to hold off for now and observe the situation before making any decisions.

Chen Yiran clearly intends to make more types of robots, perhaps dog-shaped, perhaps other types, or even humanoid.

It sounds really great, and the market prospects are very promising.

But they really aren't experts. Although they have a lot of automated technology reserves, it's not really related to AI. They're unsure about making a sudden transition.

Of course, the more important reason is that they are industry leaders in their two main business areas. Their CNC business is stable, their robotics business is growing strongly, and they have high customer loyalty.

Ultimately, they concluded that whatever Aurora Group wanted to do was Aurora's business, and FANUC didn't need to get involved. They figured it wouldn't be too late to follow suit once Aurora actually produced something of value.

After all, they are the industry leaders with the highest profits, so they usually have no incentive to step out of their comfort zone first.

However, Asibran Bofara, the second largest company in the industrial robot industry in Switzerland, has a different idea.

This company is much older than FANUC. In 1883, Jonas Wenström, a Swede, founded ASEA in Västerås to manufacture electrical equipment.

In 1891, Charles EL Brown and Walter Boveri founded Brown, Boveri & Cie in Baden, Switzerland, to manufacture power generation equipment.

The two companies had been in their respective fields for nearly a century before finally merging in 1988 to form Assylab Bfaff, headquartered in Zurich, Switzerland.

The merged Asibran Bofari has a very broad business portfolio, with four main lines operating in parallel: power transmission, electrification products, industrial automation, and robotics.

In 2011, their revenue reached $315.9 billion, of which only $6 billion came from robots.

Although it is not Asibrook Buffalo's strongest business, it represents their strategic layout in smart manufacturing, and after all, they are the world's second largest robotics business, so they attach great importance to this area.

On the day they received the news, they began to organize a team to conduct a comprehensive investigation into Chen Yiran's situation.

This is their company's way of doing things; they prefer to start with the style of their managers to formulate strategies.

As a super internet celebrity worldwide, Chen Yiran's information is actually quite easy to find.

Asibran Bofaril immediately convened an emergency interdepartmental meeting, which included representatives from the robotics, industrial automation, and power transmission departments.

The meeting had only one topic: what should we do?

Overall, the management and staff of Asibran Buffalo are quite aggressive; they all see this as an opportunity, a chance to seize the moment.

For the next hour or so, they began to work out specific strategies.

The first point of consensus was that they could not confront Chen Yiran head-on. They had to learn from the lessons of the EDA industry. Without a technological advantage, they would definitely be crushed by Chen Yiran.

Moreover, Chen Yiran is extremely vengeful; the slightest displeasure could lead to a situation where there is no chance for reconciliation in the future.

They ultimately drew inspiration from the current state of the EDA industry.

It's worth noting that although one of the original three companies died and another withdrew, one of them, Ming Dao, is still alive and well, and is even doing quite well.

The way Mingdao survived was by kowtowing and kneeling, because a market ultimately requires different choices.

After bowing to Chen Yiran and obtaining the DeepFlow framework license, they avoided him. They catered specifically to the inexpensive, lower-tier market, targeting small clients who couldn't afford DeepFlow products.

Chen Yiran didn't really care about these small clients. Each company was small, and it was too troublesome to send people to coordinate and align the optimizations individually. At most, he could only earn a meager living.

Ming wasn't afraid. They'd changed their mindset and were now specifically earning this hard-earned money, doing the dirty and tiring work that Chen Yiran disliked. This had its advantages; there was no competition. So, unexpectedly, they ended up living even better than before. Although they couldn't get the meat anymore, they were practically vomiting up the soup.

This strategy is actually quite passive. Everything they do is based on Chen Yiran's continued authorization for Deepflow to be used and his occasional help in solving some technical problems.

However, Asibran Buffalo ultimately decided to take this path, since they were only the second-largest player in the industry at the moment, and they didn't care who the leader was.

Besides, the new leader might lead them to expand into a larger market, so it's not shameful to kneel down and beg for a little soup.

They began looking for deep learning-related companies in the market that they could acquire, and then prepared to send someone to contact Chen Yiran to seek authorization from Deepflow.

If the eldest doesn't move, the second eldest will prepare to beg for food.

The reactions of the third and fourth sons of the four major families were even more interesting.