企查查被执行人信息如何处理

    InMay2015,TheNewYorkerpublishedaprofileofMarcAndreessen,aSiliconValleyinvestor.Inthearticle,authorTad


    FriendandAndreessensattogetherinhislivingroom,watching'Seabiscuit,'aTVshowaboutthe1980s.Thephotosofferaglimpseintothebillionaire'slifeathome.


    'TheAndreessentoiletwassoluxuriousthathecouldn'tfigureouthowtoflushit,'saysFriend.TheroomsinhishousewerelargeenoughtosuitAndreessen'stallimage.Mrs.Andreessenbroughtherdinnerwithagentlesmile.


    However,therewasonescenethatFriendfailedtonotedown.That'sMargitWennmacherslyingonthecouchallnight.


    AsAndreessen


    Wennmachers,anoperatingpartneratHorowitz,isoneofsiliconvalley'smostpowerfulmanipulators.Shehasasixthsenseofcommunicationstrategy,whichgivesherasenseofwheretheworld'srevolutionarytechnologiesaresupportingdevelopment.Sheknowshowtocreateanimpressivescenethatenrichesareporter'sstory.Sheknowshowtogetaheadofthenegativityandholdfoundersaccountablefortheiractions.Whetherit'sablogger,theCEOofaportfoliocompany,orareporterattheNewYorkTimes,shealwaysreturnsphonecallswithin30minutes.Wennmachers,53,hasworked,eatenorgivenadviceoverthepast25yearstonearlyeveryonewhowantsorisstartingacompany."She'slikearouteratthecenteroftheindustry."Andreessendescribesitthisway.


    WennmachersareAndreesseninmanyways


    ArchitectatHorowitz.Thevenerableinvestmentfirmhasbackedhundredsofstart-ups,includingFacebook,AirbnbandTwitter.Oratleast,Wennmacherswasthearchitectofthevcfirm'sexternalimage,andherpresenceleftanindeliblemarkonthehundredsofstartupsthatcontactedthefirm.Becauseofher,SiliconValleyisadifferentplacethanitwas10yearsago.


    WeallknowsiliconValley'sfavoritetechfounder:brilliant,goofy,eccentric,kind-hearted.Butwhatyoudon'tknowisthatthepursuitofthiskindoffounder,Wennmachers,isexactlythekindoffounderthatmadesiliconValleylegendary.


    Andreessenin2009


    BeforeHorowitz,mostlimelightcompaniesassumedthatnostorywasgood.Theystaylean,stayfirmlybehindthescenesandwininvestmentswithareputationtheoutsideworlddoesn'tknowabout.However,WennmachersforcedthefoundersAndreessenandBen


    Horowitzsteppedintothemediaspotlighttomakethegoalsofitsportfoliocompaniespublic.Sincethen,manycompanieshavefollowedtheirlead,hiringmarketingandcommunicationschiefs.Asareporter,Igetcallsallthetimeasking,"Hey,wewanttohireaguylikeMargit.Doyouknowanyone?"


    However,thenatureofthecommunicationpostissomethingwerarelyhearaboutfromthepeopleinchargeofit.Thebestcommunicatorstendtobelessvisible.Andreessen'ssilenceduringtheinterviewwasWennmachers'ideabecauseshethoughtitwouldbegoodforthecompany;MostofFriend'sinterviewswerearrangedbyWennmachersandsheaccompaniedhimateveryinterview.WhenFriendfelttheneedtogettoknowAndreessenbetter,WennmacherscameupwiththeideaofhavingdinnerwiththetwoofthemwatchingTV,becauseshefeltthatthescenewouldensuretheirinteractionandAndreessen'sperformancewouldbeexactlyassheexpected,andsheprovedtoberight.


    Overtheyears,WennmachershasbeentweakinghisstorytoshapethewaytheoutsideworldseesSiliconValley--andsiliconValley'sviewofitself--asabunchofsmartpeoplewhodefythestatusquo.ButthatimageischangingasSiliconValleythinkersbecomeindustrytitans.SiliconValley'sbiggestcompaniessufferedinthe2016presidentialelection.Fromalmosteverypoliticalpointofview,SiliconValleyhasbeencriticizedforitsmoney-making,irresponsible,arbitraryinvasionofprivacy,andunpredictablepresence.Amidtheendlessinvective,thetechindustryiscomingtotermswiththetoolsithasdevelopedtomanagethewealthithascreated.ThispresentsMrWennmacherswithanewandimportantchallenge:toburnishhisimageasafuture-orientedtechnopreneur,amanwhotakesonmoreresponsibilitywhileexercisingmorepower.


    Goodprskills


    OneafternoonlastOctober,ImetwithWennmachersattheBattery,aprivateclubindowntownSanFrancisco.Shehadabusydayandhadtoserveonajury,butshewasn'tselected,whichledtoameetingwithatechexecutive.Theyhadnevermet,butWennmachershadhelpedhimwithanemergencyafewdaysearlier.Anot-so-closefriendcallsWennmachers,sayingthatthere'sanemergencyandthatTheman"wantstobewrittenbyThe


    Journalisdead."Unabletogetawayfromjuryduty,Wennmachersspentfourhoursonthephonebeforemeetingafriendatacoffeeshop.Wennmacherstoldmethatwhenyoureachouttostrangerswhentheyarevulnerable,youformaclosebond."It'slike,IfeellikeIshouldgiveyouahug."Shesaid.


    Thatpersonwasnotanemployeeofhercompany,orevenassociatedwiththecompanysheinvestedin,butonthatday,hewasimportant.


    MaybeApplewouldbuyhiscompany,soshewouldhaveafriendatApple.Maybehe'llstartanewcompanyandcometoAndreessentoraisemoney.Shecallsthem"connectingnodes,"andsaysstrategicrelationshipswiththemwillexpandhernetwork."It'snotaltruistic,itreallyworks."Spendingalotoftimehelpingpeopleshedoesn'tknowisadeliberateactbyWennmachers,andithashelpedherbuildhermostimportantasset:hernetwork.


    AccordingtoWennmachers,communicationdependsonachoice:onesideplaystheoffensiverole,andtheotherplaysthedefensiverole.Defense,ofcourse,isnegotiation.Negotiationsmusttakeplace.Butthebestapproachisoftentoshapeideas,createthem,andturnpassiveintoactive.


    Forexample,Andreessen


    Horowitz'sinvestmentinSkype.Thatwasin2009,whenAndreessenandHorowitzwerestillbuildingbrandstocompetewithfirst-tierinvestorslikeSequoiaandBenchmark.Silver,aprivate-equitygiant


    LakePartnersledthebid,valuingSkypeat$2.75billion.


    Atthetime,Skypewasamess.Astrongbrand,butwithsomanybranchesthatthecompanyhada"boom"ofsixceos.It'sacomplicatedinvestment,Andreessen


    Horowitzisn'tevenaleadinginvestmentfirm.Severalcompaniesinvested$1.9billionforasmallstakeinSkype,andAndreessenparticipatedinjust$50million.Still,manyquestionedwhethertheinvestmentwasjustawhim.Afewmonthslater,however,MicrosoftboughtSkypefor$8.5billion,givingtheyoungcompanyabigtasteofitsownmedicine.WennmachersknewthatMicrosoftwouldreleaseapressreleasebeforetheNewYorkmarketopened,andthatreporterswouldwhipoutastory,whatevertheywrote,thatwouldshapetheunderstandingofthedeal.


    Wennmachersseizedtheopportunitytowriteastory.SosheaskedAndreessentobeintheofficeat5a.m.,whichshouldbewhenthenewscomesout.At4o'clock,WennmacherswaswalkingfromherhomeinSanFranciscotoworkwhenshenoticedapolicecarfollowingher."Asthelightscameon,Isaidtomyself,'Damnit,'"sherecalled,wavingherarmsandshakingherhands."Isaid,'Sir,Ihavetogettomyofficebeforethemarketopens.'"Thepolicelethergo.Thatmorning,sheandacolleaguecalledastringofNumberstogivereportersaheads-upandoffera10-minuteinterview.Inanearbyroom,WennmachersaskedreporterstomeetAndreessen,whowasinchargeofrepetition,andtheirinvestmentinSkypespeaksvolumesaboutthecompany'spotential.


    Asreportafterreportcameout,Wennmachersknewthatherearlyeffortshadpaidoff.TechCrunchputAndreesseninthefrontpage,andtheNewYorkTimesquotedhim."Brandsarehardtomeasure.Really,almostimpossible."


    "But80%ofthecoverageofthedealwasaboutinvestors,whomentionedusandgaveustheframeworkwewanted,"saysMrWennmachers.Wennmacherslyingnewsevent,tothecompany'sreputationtoaddthefirsttile.Welldone.


    BeforeJoiningAndreessenHorowitz,Wennmacherswasknowntomanytechnologyjournalists.SheandCaryn


    Marooneyco-foundedpublicrelationsfirmOutCast,whichhashelpedawaveofstartupssincethe1990s.ItiswellknownthatOutCasthasahighlevelofcustomers.


    Wennmachers'abilitytoadvocateforhimselfandothersbegantoshowfromanearlyage.ShegrewupinasmallGermanvillagewhereherfamilygrewmushroomsandturnedtopigfarming.Shehasthreeoldersiblings.Whenshewas18,hermotherwaskilledinacaraccident.Beforelong,shetoohadleftherhometowntostudybusinessandlanguages,andduringschoolholidaysshewouldgotoColognetostaywithhersisterandworkparttime.Sheusedtoworkinafactory,butsoonrealisedthatfactorylifewasnotforher.Shortlyaftergraduatingfromuniversity,shesettledinCologneandgotajobatatechnologycompany.At24,she'sArdent


    ComputerHeadofMarketinginGermany.


    ThenWennmacherstooktheopportunitytocometotheUnitedStates.In1991,shewastransferredtotheSanFranciscoBayArea,alongwithherfuturehusband.Atthetime,theInternetbusinesswasboomingintheBayArea."Myfirsthusbandwasacomputerprogrammer.Hewrote3DmodelingsoftwareandtaughtmesomeC++."Wennmacherssayswhatherhusbandtaughtherwasalsoveryuseful."Youhavetogetstartedintheindustrytounderstandwhat'sgoingon."