I have great admiration for entrepreneurs with boundless energy—those who seem to have endless stamina and almost obsessive self-discipline.
Although, in the eyes of many, I might also appear this way, I can only manage a sporadic approach to writing on my public account outside of my busy entrepreneurial work.
The past half-month has been another period of intense business travel, rapid learning, and continuous upgrading— Driving an average of 300 kilometers per day, Talking for an average of five hours per day, Sleeping less than six hours per day…
Shendeng Technology was founded in October 2018. Although it has now entered its seventh year, I still consider 2025 to be its true entrepreneurial starting point.
Over the past six years, Shendeng Technology has gone through two phases: earning its first bucket of gold and continuously seeking opportunities. Whether it was that first bucket of gold or the projects we have undertaken over the years, none of it can truly be called entrepreneurship.
Everything we have done in the past can only be categorized as either successful transactions or unsuccessful transactions. Essentially, we were still a sales-oriented company.
Sales is merely the act of transferring value—it does not truly create value. Entrepreneurship, on the other hand, is about building a lasting foundation. Only companies that genuinely create value can achieve long-term sustainability.
In 2025, Shendeng Technology is finally transitioning from a sales-oriented business to a service-oriented one.
Shifting from sales to services is the first step in true entrepreneurship.
Once Shendeng Technology completes this transformation, we will step into an entirely new world, engage with a new customer base, welcome like-minded partners, and take on many new challenges.
With a “strategic mindset” of always planning three steps ahead, I returned to China on February 5th, engaging in intensive discussions and learning to determine the future direction of Shendeng Technology.
Fortunately, it took only two weeks for our development blueprint to become increasingly clear.
According to traditional thinking, a company should deeply cultivate a single vertical field and strive to become a leader in that domain, as this is considered the correct entrepreneurial path. However, through my discussions and studies, and after analyzing the current landscape of Pakistan and the broader Belt and Road Initiative, I have discovered another entrepreneurial approach: rather than being confined to a single vertical field, we should operate across multiple industries horizontally.
ShenDeng Technology’s main battleground revolves around two key concepts: emerging markets and the internet.
Our goal is to build core competencies on the functional level, enabling us to apply our capabilities across multiple industries while continuously upgrading our core strengths.
In today’s era, as technology advances and information gaps shrink, industries can no longer establish true barriers. Cross-industry examples are everywhere. The only way to build a genuine competitive edge is to hone fundamental skills and establish core competencies in key functions.
In emerging markets such as Pakistan, Shendeng Technology initially developed strong sales capabilities. Starting in 2025, we are moving into the construction of service capabilities.
In the future, ShendDeng Technology will undergo two further upgrades:
- Service productization, breaking through our growth bottleneck.
- Ecosystem development, ensuring long-term sustainability, and making Shendeng Technology truly built to last.