1982 was a time of hope and opportunity. After graduating from university, I joined TTK Home Appliances Co., Ltd. with a vision for the future and a passion for my career. Although the company was not a household name at the time, I was fascinated by its potential and innovative spirit.
When I first joined TTK, the company was in a stage of rapid development. I remember that the office environment was simple, but the enthusiasm and drive of my colleagues were full. Everyone is working towards a common goal. I was assigned to the product development department, which was a place full of challenges and opportunities. Every day, we face a variety of problems, from circuit design to user experience, every detail needs to be carefully polished.
At TTK, I have learned a lot of valuable knowledge and skills. At that time, we often worked late into the night, but no one complained. Because we know that only through unremitting efforts can we make the product more perfect and gain a firm foothold in the market. Our team works very closely together and everyone is willing to share their experiences and ideas. This team spirit warms my heart and strengthens my determination to develop here.
With the passage of time, TTK's product line has become more and more abundant, and our market share has also expanded. I've had the privilege of working on a number of important projects, from the initial concept design to the final product launch. I still remember when one of our new products was a huge success in the market, the whole team was boiling. The sense of accomplishment and pride that cannot be described in any words.
During my years at TTK, I have also witnessed the gradual maturity of the company's culture. The company began to pay attention to the personal development of its employees, providing a variety of training and promotion opportunities. I have also grown from an ordinary R&D person to a team leader. Along the way, I have encountered many challenges and gained a lot of growth. I learned how to manage a team better, how to collaborate with different departments, and how to stay calm and focused under pressure.
TTK is more than just a company, it's more like a big family. Here, everyone can find their own place, and everyone can contribute to the development of the company. I feel very fortunate to be able to work in such a dynamic and opportunity environment. Every day, I am looking forward to a new challenge, and every day, I am working hard to achieve my dreams.
Starting out in a junior technical role may sound a bit old-fashioned, but trust me, it's been a challenging and growing journey. I remember when I first started my career, I was just a small technician, and my daily job was to deal with machines, check equipment, and ensure the smooth operation of the production line. At that time, I felt like a screw, inconspicuous but an integral part of the whole machine.
At first, I was curious and passionate about what I do. Every day, I would come to work early, put on my hard hat, put on my work clothes, and start the day's work. I carefully inspect every machine, record every piece of data, and make sure everything is working properly. Although the work is repetitive and boring, I enjoy it because I know that it is the only way for me to gain experience and improve my skills.
Over time, I began to grasp the working principles and repair techniques of various devices. Whenever the machine breaks down, I am always the first to rush up and try to solve the problem. Sometimes, the problem is complex and requires a lot of time and effort to study and solve. But every time I successfully fix a machine and see it work again, that sense of accomplishment and satisfaction comes over me.
In the process, I also began to realize that a technical position is not only about the maintenance of machines, but also about understanding and optimizing the process. I began to take the initiative to learn relevant theoretical knowledge and participate in various training courses to continuously improve my professional level. At the same time, I would like to say that I also started to try to participate in some small projects to improve and test my learning results through practice.
Slowly, my efforts began to be recognized. The leader began to give me more important tasks, such as participating in the selection and installation of new equipment, or being responsible for the technical transformation of a production line. These tasks are both a challenge and an opportunity for me, they give me the opportunity to get in touch with a higher level of technical and management knowledge, and also give me the opportunity to show my ability and value.
In the process, I also began to realize the importance of teamwork. The work in technical positions often requires cross-departmental collaboration, such as communicating equipment requirements with the purchasing department, coordinating production plans with the production department, or working with the quality department to solve product problems. I began to learn how to communicate and collaborate better with others, and how to effectively communicate my ideas and suggestions to my team members.
As I gained experience, so did my position. From the initial technician, to the technical supervisor later, to the current technical manager, every step is full of challenges and growth. I know that this is just the beginning, and that there are many more challenges ahead of me. But I believe that as long as I continue to work hard and improve myself, I will definitely be able to achieve more in this field.
In 1985, a time of change and opportunity, I was appointed General Manager of TCL Communication Equipment Co., Ltd. This news is both an honor and a heavy responsibility for me. I remember feeling both excited and nervous, after all, it was not just a promotion, it was a new challenge.
When he first took office, the company was in the midst of a critical period of transformation. At that time, the communication equipment market was fiercely competitive, new technologies were emerging one after another, and we were facing great pressure and challenges. As General Manager, I need to lead the team to find our place in this blue ocean and develop a clear development strategy.
The first thing I do is to gain a deep understanding of the company's operations, including product lines, market positioning, customer feedback, and what the competition is like. I spent a lot of time communicating with the heads of various departments to understand their work and the difficulties they faced. I also personally visited the production line and communicated with the front-line employees to understand their work status and needs.
In the process, I found some problems, such as insufficient product innovation, slow market response, and insufficient customer service. In response to these problems, I began to work on reforms. First of all, I have strengthened the construction of the R&D team, introduced a group of talents with innovative spirit and professional skills, and encouraged them to carry out technological innovation and product development. At the same time, I would like to say that I have also increased my investment in market research to ensure that our products and services can keep up with market trends and meet customer needs.
I also pay special attention to team building and staff training. In my opinion, a good team is the key to the success of the company. Therefore, I regularly organize team building activities to enhance team cohesion. At the same time, I would like to say that I also provide various training opportunities for my employees to help them improve their professional skills and professionalism.
In terms of customer service, I put forward the service concept of "customer first", requiring all employees to be customer-centric and provide high-quality products and services. I have also established a comprehensive customer feedback mechanism to ensure that customers' opinions and suggestions can be processed and responded to in a timely manner.
With the implementation of these measures, the company's operating conditions have gradually improved. Our new products have been well received in the market, and sales have grown steadily. Customer satisfaction with us has also been greatly improved, and the company's brand image has been enhanced.
In the process, I also encountered a lot of difficulties and challenges. Sometimes, there is a lot of resistance to reform, and it takes me constant communication and coordination to move the project forward. Sometimes, the market is unpredictable and requires me to make quick decisions to deal with unexpected situations. But no matter what difficulties we encounter, I firmly believe that as long as we unite and have the courage to innovate, we will be able to overcome difficulties and achieve the company's development goals.
As General Manager, I am well aware of my responsibilities. I am responsible not only for the company's performance, but also for the development of our employees and the interests of our customers. I believe that as long as we persevere and continue to work hard, TCL Communication Equipment Co., Ltd. will be able to be invincible in the future competition.
Well, it's a long story, but I remember when I first moved from technical to sales, it was a challenging time. At first, I thought that with my experience and solid skills in the technical field, I would be able to do a good job in sales. But reality quickly taught me a lesson that the gap between technology and sales was much bigger than I had imagined.
When I first started, I didn't even understand basic sales terms, let alone the complex sales strategies and customer relationship management. I remember the first time I went to meet a client, I was so nervous that my palms were sweating, and I couldn't even speak. I tried to explain our product in technical terms, but the customers were confused, and I looked at their confused eyes, and my heart was anxious, like ants on a hot pot.
Failures and setbacks followed, and for a while, I experienced rejection almost every day. Every time a client says "no", I can feel my confidence draining little by little. I began to wonder if I was really not suitable for sales. Should I go back to tech and continue to do what I'm good at?
However, I have a spirit in my bones that I will not admit defeat. I knew that if I just gave up, all my previous efforts would be in vain. I started to reflect on my problems and realized that I needed to start from scratch and relearn the knowledge and skills of sales. I started reading books on sales, attending various sales training courses, and even asking for lessons from colleagues who were doing well in sales.
I learned how to listen to our customers' needs, how to introduce our products in easy-to-understand language, how to build trust and maintain customer relationships. I've also come to grips with sales tips, such as how to lead a conversation by asking questions, how to identify a customer's buying signals, and how to negotiate the best terms.
As time went on, my sales skills became more and more proficient, and I began to be able to complete some sales tasks independently, and even started to have some small achievements. I remember one time, I successfully signed a big deal, and at that moment, I felt more excited and satisfied than ever. I knew that this was not just a success for an order, but a major turning point in my career.
Of course, that doesn't mean my sales journey is easy. I still encounter various difficulties and challenges, such as changes in the market, the strategies of competitors, and even changes in customer needs. But I've learned how to face these challenges, how to learn from failures, and how to constantly adjust and improve my sales strategy.
Looking back now, that transition from technology to sales was full of failures and setbacks, but it was these experiences that made me grow into a more well-rounded and mature professional. I've learned that success doesn't happen overnight, no matter what the field is, it takes time, patience, and constant effort. And every failure and setback is the only way to success.
At the end of the 90s, it was an era full of opportunities and challenges, and the competition in the color TV market can be described as full of gunsmoke. Major brands are competing for market share, and our company is also in the midst of this fierce competition. At that time, as the head of the sales team, I shouldered the heavy responsibility of leading the team to defeat competitors and become the leader of color TV sales.
To be honest, in the beginning, it was stressful. Our brand awareness is not as good as that of some established companies, and our market share is relatively small. However, we have a heart that does not admit defeat and a firm belief in product quality and innovation. We know that to stand out from the crowd, we need to have a different strategy and action.
First of all, we have conducted an in-depth analysis of the market to understand the needs and preferences of consumers. We found that consumers at that time were not only concerned about price, but also about product performance, design and after-sales service. Therefore, we decided to start with these aspects to build our competitive advantage.
In terms of product performance, we have invested a lot of R&D resources and launched a series of color TV products with high-definition picture quality and stereo sound. We also introduced state-of-the-art technologies at the time, such as digital signal processing and intelligent remote control functions, to give our products a technological lead to our competitors.
In terms of design, we hired top-notch designers to create a color TV look that is both stylish and functional. Our products are not only visually appealing, but also designed to ensure that consumers can enjoy the best viewing experience.
After-sales service is also a link that we attach great importance to. We have established a complete after-sales service system to ensure that consumers can get timely and professional service support after purchasing our products. We also provide a series of value-added services, such as regular software updates and product maintenance, so that consumers can feel that we are caring and professional.
In terms of marketing strategy, we have adopted a diversified promotion method. In addition to traditional advertising, we also actively participate in various exhibitions and promotional activities to directly contact consumers, understand their needs and demonstrate the advantages of our products. We have also taken advantage of the emerging Internet platform to carry out online marketing and broaden our sales channels.
Through this series of efforts, our color TV products have gradually gained recognition in the market. Consumers are starting to take notice of our products, and our market share is growing steadily. I remember one time when one of our new products was launched and it was enthusiastically sought after by consumers, and sales soared, even surpassing some of our established competitors at one point.
With the passage of time, our brand influence has become more and more influential, and our color TV products have also become a popular choice in the market. Eventually, at the end of the 90s, we managed to beat our competitors and became the leader in color TV sales. Along the way, although it was full of hardships and challenges, the sense of accomplishment and pride in seeing our efforts paid off is indescribable.
This experience has made me deeply realize that in order to succeed in any industry, it is necessary to have a clear strategic goal, a firm ability to execute, and a deep understanding of the market and consumers. Only in this way can you stand out from the fierce competition and become a true leader.
At the beginning of the new millennium, it was a time of change and opportunity, and TCL achieved remarkable success in the field of mobile phones. At that time, the mobile phone market was in a stage of rapid growth, and the concept of smartphones was still in its infancy, but feature phones had gradually become an indispensable part of people's lives. With keen market insight and strong R&D strength, TCL seized this opportunity and quickly occupied a place in the mobile phone market.
I remember back then, our R&D team worked around the clock to launch new phones, each with a breakthrough in design, functionality, and user experience. We know that in order to stand out in the competitive mobile phone market, you have to have something different.
In terms of design, we pay attention to the combination of fashion and practicality. Our phones have a stylish appearance and rich colors, which meet the aesthetic needs of different consumers. At the same time, I would like to say that we also pay attention to the practicality of mobile phones to ensure that each mobile phone can provide stable call quality and good operation experience.
In terms of functionality, we continued to introduce new technologies, such as color screen displays, chord ringtones, cameras, etc., which were quite avant-garde features at the time. Our mobile phones can not only meet the basic communication needs, but also provide entertainment and social functions, which greatly enriches the user's experience.
In terms of user experience, we are committed to creating an easy-to-use operation interface and user-friendly functional design. We know that a good product must not only have excellent hardware, but also excellent software support. Therefore, we have also invested a lot of resources in software research and development to ensure that users can enjoy a smooth and convenient operation experience.
In addition to the product itself, we also attach great importance to marketing and brand building. We advertise through various channels to increase brand awareness. We've also partnered with major carriers to launch a series of preferential packages that have attracted a large number of users. In addition, I would like to say that we are also actively involved in various exhibitions and promotions, directly interacting with consumers to understand their needs and feedback.
Over time, our efforts have gradually been recognized by the market. The sales of TCL mobile phones are growing steadily, and the market share is also expanding. Our brand has gradually become a trusted choice in the minds of consumers. I remember one time, one of our new mobile phones was enthusiastically sought after by consumers as soon as it was launched, and sales soared, even surpassing some well-known international brands at one point.
At the beginning of the new millennium, TCL's success in the field of mobile phones is not only a commercial achievement, but also an affirmation of our team's efforts and wisdom. This experience also laid a solid foundation for our subsequent further development in the field of smartphones.
2003 and 2004 were two very critical years for TCL. In the past two years, we have completed the mergers and acquisitions of Thomson color TV and Alcatel mobile phone businesses. These two mergers and acquisitions are not only commercial expansion, but also an important step in TCL's globalization strategy.
I remember in 2003, when we announced that we were going to acquire Thomson's color TV business, the whole industry was shocked. Thomson, that is a veteran enterprise in the color TV industry, has deep technical accumulation and brand influence. Many people are puzzled by our decision, and even have some voices of skepticism. However, our management is very aware that this merger and acquisition is a rare opportunity for TCL to quickly obtain advanced technologies and patents to enhance our international competitiveness.
The process of mergers and acquisitions is not easy, involving a series of issues such as complex business negotiations, cultural integration, and technology integration. Our team meets almost every day to discuss various possible problems and solutions. We also need to communicate with Thomson's employees to make them understand the significance of this merger and address their concerns. During that time, everyone was busy, but no one complained, because we all knew that it was for the future of TCL.
After unremitting efforts, the merger and acquisition in 2003 was successfully completed. We have successfully incorporated Thomson's color TV business into TCL's territory, which not only greatly improved our technical strength, but also significantly improved our brand's international popularity.
Then, in 2004, we announced the acquisition of Alcatel's mobile phone business. Alcatel has a pivotal position in the field of communications, especially in the mobile phone business, with rich experience and technology accumulation. This merger and acquisition, for TCL, is a key step to enter the high-end mobile phone market.
Compared to Thomson's M&A, Alcatel's M&A process is more complex. The technology and market of the mobile phone business are changing very fast, and we need to complete the technology integration and market layout in a short period of time. Once again, our team has demonstrated excellent execution and resilience. We not only retain Alcatel's original R&D team, but also introduce new technologies and design concepts to ensure that our mobile phone products can keep up with market trends.
These two mergers and acquisitions are a huge challenge and a rare opportunity for TCL. We have not only obtained advanced technology and patents, but also successfully entered the international market and enhanced our brand influence. Of course, this is just the beginning, and we need to keep working hard to stay ahead of the fierce international competition.
Through these two mergers and acquisitions, I have deeply realized that in order for a company to grow and develop, it must have a global vision and strategy. We must not only be satisfied with the success of the domestic market, but also bravely go out and compete with international giants. Only in this way can we continue to improve ourselves and achieve long-term development.
Globalization sounds like a lofty word, but when it comes to getting started, it's really a step-by-step step and full of challenges. Especially for companies like ours, globalization is not just about selling products all over the world, it also involves technological innovation, market competition, cultural differences, laws and regulations, and a lot of other issues.
First of all, technological innovation is a big challenge. You think, the speed of technological development is different around the world, some places may still be using old technology, and some places are already emerging new technologies. We have to keep a keen sense of smell and keep up with the latest technological trends, otherwise we may be eliminated from the market if we are not careful. I remember one time, we had just launched a new product, and it didn't take long for more advanced technology to appear on the market, and our new product suddenly seemed to be lagging behind. At that time, our R&D team was really under pressure, working overtime to research new technologies, and strive to launch newer products in the shortest possible time.
Market competition is also a major problem in the process of globalization. You have to know that the global market is so big, there are so many competitors, and each opponent has its own advantages and strategies. We have to constantly analyze the market, understand the movements of our competitors, and formulate appropriate marketing strategies. Sometimes, we have to face a price war, and it is really a war without gunpowder. We have to control costs while ensuring product quality, so that we can maintain an advantage in price competition.
Cultural differences are also something we have to face. Each country and region has its own culture and habits, and our products and marketing strategies must take these factors into account. For example, some places may pay more attention to the practicality of the product, while others may pay more attention to the design of the product. We have to adjust our products and marketing strategies according to different market characteristics, so as to better meet the needs of different consumers.
There are also laws and regulations, which are also a major challenge in the process of globalization. Each country and region has its own laws and regulations, and we have to ensure that our business activities are fully compliant with local legal requirements. Sometimes, these changes in laws and regulations can cause us a lot of trouble, and we have to adjust our business strategy in time to adapt to these changes.
In short, there are really too many challenges in the process of globalization, but these challenges are also opportunities for us to grow. By constantly overcoming these challenges, our business is also growing and expanding. We learned how to stay competitive in an ever-changing global marketplace, how to find our niche in different cultures, and how to operate compliantly in complex laws and regulations.
While the path to globalization has been fraught with challenges, we have never flinched. We know that only by facing these challenges can we gain a foothold in the global marketplace and achieve our development goals. We believe that as long as we persevere, we will be able to overcome these difficulties and realize our dream of globalization.
Leading TCL out of the predicament and achieving profitability is easy to say, but it is not easy to do. It was a time of great challenges and uncertainties, and we faced tremendous pressure and difficulties. However, instead of giving up, we decided to find a way out through restructuring and reform.
First of all, we need to face up to the problem and find the root cause of the dilemma. We spend a lot of time doing internal reviews and market analysis to try to identify issues in our business. We found that the product line was too fragmented and lacked core competitiveness; Poor cost control, resulting in low profit margins; The market is slow to react and many opportunities are missed.
Once the problem was identified, we began to work on reform. Restructuring was the first step, and we streamlined our product line, cutting out unprofitable businesses and focusing on promising products. The process was painful because it involved layoffs and business adjustments, but we knew that if we didn't, the entire company could be at greater risk.
Next, we strengthened cost control. We optimized the supply chain, renegotiated with suppliers, and reduced raw material costs. We've also improved our production processes, increased productivity and reduced waste. Although these measures do not have significant results in the short term, they are critical to improving the company's profitability in the long term.
At the same time, I would like to say that we have also accelerated the speed of market response. We have established a more flexible decision-making mechanism to shorten the cycle from R&D to market. We have also strengthened our market research and paid more attention to consumer needs and market trends in order to quickly adjust our products and services.
In the process of reform, we also pay attention to the training and development of employees. We believe that our employees are our most valuable asset. We offer a variety of training opportunities to help employees upgrade their skills and adapt to the new work environment. We have also established an incentive mechanism to encourage employees to actively participate in the reform and development of the company.
After a period of hard work, our reforms are beginning to bear fruit. Our costs have been effectively controlled, product competitiveness has been improved, and the market response speed has been accelerated. On top of that, our profitability is starting to recover gradually.
I remember one time when we had our latest financial report at our quarterly meeting, which showed that we were profitable. At that moment, the entire conference room was boiling, and everyone's hard work finally paid off. We know that this is just the beginning, and there are more challenges waiting for us in the future, but we are confident that as long as we continue to adhere to reform and innovation, TCL will be able to go further.
Through this experience, I deeply realized that in the face of difficulties, we cannot run away from them, but should face them bravely and find solutions. Although reform and restructuring are difficult, as long as we have determination and perseverance, we will be able to lead the company out of the predicament and achieve profitability.
"Project Twins", that sounds pretty cool, right? But the story behind it is not simple. This plan is a bold move in our face of crisis, with the aim of separating the smart device and semiconductor display businesses, so that the two business segments can develop independently and respond more flexibly to market changes.
At that time, our smart terminal business and semiconductor display business were facing huge market pressure. The smart terminal market is fiercely competitive, new technologies are emerging one after another, and consumer needs are constantly changing. The semiconductor display business, although it is highly technological, is affected by global economic fluctuations, and the market demand is unstable. We realized that if the two businesses continued to be bundled together, they could drag each other down and make it difficult to respond quickly to market changes.
Thus, the "Twin Plan" came into being. We decided to split the two businesses and let them operate independently. In this way, the smart terminal business can focus more on product innovation and market expansion, while the semiconductor display business can focus on technology research and development and cost control.
The process of implementing this plan was fraught with challenges. First of all, we need to ensure a smooth transition during the split process to avoid too much impact on the existing business. We have set up a dedicated project team to develop a detailed split plan, including asset allocation, personnel placement, business process adjustment, etc. This process requires very meticulous and thoughtful consideration to ensure that both business segments can function smoothly after the split.
The second thing we need to address is a cultural and mindset shift. After all, employees in these two business segments are used to working together, and it is inevitable that they will be a little uncomfortable when they suddenly have to be separated. Through a series of communication and training, we help employees understand the meaning and goals of the "Twin Plan", and encourage them to face changes positively and embrace new challenges.
During the split process, we also took special care to maintain communication with our customers, suppliers and partners to ensure that they were aware of our changes and continued to support them. We communicate our information in a timely manner through various channels, such as customer meetings, supplier conferences, etc., to ensure the stability of business relationships.
With the gradual implementation of the "Twin Plans", we are starting to see some positive changes. The smart terminal business has made more breakthroughs in product innovation, and the market response speed has also accelerated. The semiconductor display business has made new progress in technology research and development, and cost control has been more effective. Both business segments have shown renewed dynamism and competitiveness.
Of course, this is only the beginning, and the two business units after the separation need to continue to work hard and adjust in order to achieve greater success in their respective fields. But we have taken an important step forward and laid a solid foundation for responding to the crisis.
Through this experience, I deeply realized that in the face of crisis, we need to have the courage to try new ways to break the old framework. Only in this way can we find a new way out, so that enterprises can survive in the fierce market competition, and even achieve contrarian growth.
Li Dongsheng, the helmsman of TCL, has always been an entrepreneur who dares to explore and try new things. Under his leadership, TCL is constantly looking for new development opportunities to maintain the vitality and competitiveness of the enterprise. The acquisition of Omar Electric and the focus on KONE Technology Co., Ltd. are two of the important moves.
First of all, let's talk about the acquisition of Omar Electric. Omar Electric was a rising star in the home appliance industry at that time, and was favored by consumers for its innovative products and good market reputation. Li Dongsheng saw the potential of Omar Electric and believed that this was an excellent opportunity for TCL to enter the high-end home appliance market. Therefore, he decisively decided to acquire Omar Electric, which not only enriched TCL's product line, but also brought new technology and market channels to TCL.
The acquisition process is not all smooth sailing, involving a series of issues such as complex business negotiations, cultural integration, and resource integration. However, Li Dongsheng and his team showed extraordinary decision-making and execution, and finally successfully completed the acquisition. This acquisition has significantly improved TCL's strength in the field of home appliances and laid a solid foundation for TCL's long-term development.
Next, let's talk about the matter of paying attention to KONE Technology Co., Ltd. KONE Technology is a company focusing on the high-tech field, with a deep accumulation of intelligent hardware and Internet technology. Li Dongsheng is keenly aware that with the rapid development of the Internet and intelligent technology, the future of home appliances will become more and more intelligent, which will be an important direction for TCL's future development.
Therefore, he decided to pay attention to and invest in KONE Technology, hoping to introduce advanced intelligent technology into TCL's products and improve the intelligent level of products through cooperation with KONE Technology. This move can not only help TCL seize the market opportunities of smart home appliances, but also promote TCL to take greater strides in technological innovation.
Under the leadership of Li Dongsheng, TCL continues to explore new development opportunities and constantly carry out self-innovation and upgrading. He is well aware that in this era of rapid change, only by constantly learning and adapting can we maintain the competitiveness of enterprises. Therefore, he always encourages the team to keep an open mind, have the courage to try new things, and constantly look for and grasp new development opportunities.
Through the acquisition of Omar Electric and the focus on KONE Technology, TCL has not only achieved breakthroughs in products and technologies, but also shown a new look in the market and strategy. These measures have enabled TCL to maintain a leading position in the fierce market competition, and also opened up new possibilities for TCL's future development.
Li Dongsheng and his team have proved with their actions that as long as they dare to explore and try, they can find new development opportunities in the unpredictable market and achieve sustainable growth and success of the enterprise.