Mr. Song Shiqiang, General Manager of Kinghelm and Slkor (Huaqiangbei's Song Shiqiang)

Over the years of development, Kinghelm Electronics (www.kinghelm.net) and SlkorMicro (www.slkoric.com) Semiconductor have steadfastly pursued the path of internationalization. In recent years, the multilingual and multi-regional brand building and corporate image dissemination have been thriving. The "dual-wheel drive" high-speed and steady mode of the "Kinghelm" and "Slkor" brands and products has matured. In order to ensure that employees keep pace with the company's development, clarify goal orientation, and steadily improve work quality, recently, General Manager Song Shiqiang of Kinghelm (ru.kinghelm.net) and Slkor (ru.slkoric.com) conducted training for new employees on "Company Strategy and Industry Trends".

Mr. Song Shiqiang's seminar on "Company Strategy and Industry Trends" features a clear and simple design, making it easily understandable at a glance. The core content is concise yet allows for endless extension and expansion, making it worthy of careful consideration and study.

Ⅰ.The Corporate Culture of "No Overtime"

Mr. Song Shiqiang discussed the company culture of "no overtime." He mentioned that the Internet of Things (IoT) has transformed enterprise operations, urban life, as well as various aspects of industry and agriculture. We have already seen IoT improving energy efficiency at the individual level, and this pursuit of efficiency is also happening on a larger scale. Kinghelm and Slkor emphasize excellence and efficiency because competitiveness relies on efficiency.

Currently, the implementation of branding, standardization, process optimization, modularization, and internationalization strategies at Kinghelm and Slkor has been highly effective, significantly enhancing productivity. Mr. Song Shiqiang often emphasizes that our company's efficiency is already high, and we do not engage in formalism. We are focused on long-term development, so we don't require employees to work overtime every day like squeezing oil from a rock. As long as you give your all and execute efficiently during working hours, completing tasks beautifully within the specified time is sufficient.

Ⅱ.The Philosophy of "Never Closing Doors"

Mr. Song Shiqiang emphasized that the most prominent feature of our company's management is sincerity, as evident from the core values of "integrity, progress, tenacity and detail" in our corporate culture. For instance, the essence of "uprightness" encompasses "integrity" and "high-quality standards." It is under the influence of this corporate cultural atmosphere that Kinghelm and Slkor have gradually adopted the philosophy of "never closing doors" in their daily management practices, primarily manifested in two aspects:

Firstly, internally, the policy of "never closing doors" is upheld. During working hours, aside from closing for a lunch break, the doors of all internal offices are generally left open to facilitate employees' seamless movement, reporting, and communication. The company values and promptly addresses any issues or suggestions raised by employees.

Secondly, externally, the policy of "never closing doors" extends. Kinghelm (de.kinghelm.net) and Slkor (de.slkoric.com) maintain an open and inclusive attitude towards building industrial ecosystems. Apart from core technical and business aspects that require confidentiality, they maintain a collaborative and sharing relationship with partners across the industry and ecological chains. Mr. Song Shiqiang remarked that commercial competition should not be a zero-sum game but rather a means to achieve harmony and symbiosis within ecosystems. This philosophy serves as compelling evidence of the "never closing doors" corporate culture at Kinghelm and Slkor!

Ⅲ.The Work Mode of "Simplicity, Simplification, and High Efficiency"

Kinghelm (es.kinghelm.net) and Slkor (es.slkoric.com) have always advocated for a work mode characterized by "simplicity, simplification, and high efficiency," emphasizing straightforward work processes and uncomplicated interpersonal relationships. Mr. Song Shiqiang often emphasizes that enduring solutions stem from simplicity. We strive to simplify and streamline complex tasks as much as possible, gradually refining and accelerating processes while ensuring quality and quantity. As these processes become smoother, we find ourselves increasingly at ease, and paradoxically, efficiency improves — this is what we call achieving more with less effort.

Under Mr. Song Shiqiang's leadership, Kinghelm and Slkor have adopted a flattened management structure and a simplified, project-oriented sales organization with few hierarchical layers. This closed-loop management approach, combined with continuous monitoring of key tasks and a focus on seamless execution, fosters an environment conducive to enhancing individual effectiveness. By simplifying workflows and cultivating a harmonious work atmosphere, we aim to bolster efficiency and promote a culture of simplicity and effectiveness.

Ⅳ.The core issue of company strategy lies in "what to do and what not to do."

In recent years, both Kinghelm (fr.kinghelm.net) and Slkor (fr.slkoric.com) have seen positive developments. Mr. Song Shiqiang explained that this is primarily due to the adoption and application of Huawei's "Five Views and Three Determinations" concept. This involves assessing trends, opportunities, issues, planning, and execution, the "Five Views," followed by setting goals, strategies, and metrics, the "Three Determinations," in our actual work. This concept emphasizes comprehensive analysis of external environments and rational utilization of internal resources, providing direction for company development and enhancing operational feasibility for colleagues in their work.

Mr. Song Shiqiang stated that effectively utilizing "Five Views and Three Determinations" helps Kinghelm and Slkor identify profit points and opportunities in the market during strategic insights. At a personal level, it guides us on how to proceed and to what extent to achieve organizational goals. Consequently, while excelling in product development and quality management, Kinghelm and Slkor continuously learn from Huawei's aggressive marketing strategies to enhance market competitiveness. By benchmarking Huawei and striving to build a learning-oriented organization, the goal is to empower every employee to become a "learning" employee.

Mr. Song Shiqiang also mentioned his aspiration to benchmark against Yu Chengdong (Huawei's CEO), aiming to become the industry leader or excel in specific aspects, viewing oneself as a potential competitor to larger enterprises. Learning from their strengths, improving efficiency, and not compromising standards due to current scale are emphasized, striving for excellence in every detail.

Ⅴ. The semiconductor industry holds great promise and represents a major trend in industry development.

In the era of electrification, informatization, and digitization, electronic components serve as the staple of the electronic information industry, with semiconductors representing a key indicator of a country's overall technological prowess. Furthermore, the application of new technologies such as artificial intelligence, new energy vehicles, data centers, and the Internet of Things has brought about significant changes to the semiconductor industry. As a result, the global semiconductor industry has begun to rebound, with hopes of reaching the milestone of one trillion dollars around 2030.

Against the backdrop of the new trend that "the semiconductor industry holds great promise," Slkor Semiconductor, as a technology original equipment manufacturer, continues to strengthen its technological research and development capabilities and innovation. It collaborates with Kinghelm Electronics in the market: on one hand, establishing good cooperation relationships with domestic manufacturers and actively promoting the "domestic substitution" strategy; on the other hand, vigorously expanding overseas markets and advancing the "going global" strategy of the component supply chain.

Currently, products from Kinghelm (it.kinghelm.net) and Slkor (it.slkoric.com) are being sold to global customers through platforms such as Alibaba International, AliExpress, and LCSC Overseas. There are plans to register accounts on international e-commerce platforms for electronic components like DigiKey and Mouser, while also developing channels with multiple overseas agents to increase the exposure of the "Kinghelm" and "Slkor" brands, enhance traffic, and improve the sample delivery rate to end customers, thus enabling Kinghelm and Slkor products to serve users worldwide.

Ⅵ.The commonality and transferability of fundamental technologies are key factors contributing to the stable growth of Kinghelm and Slkor's performance.

Mr. Song Shiqiang candidly admitted, "Originally, we were engaged in the production of Beidou antennas. The underlying technologies of Beidou antennas involve RF and microwave transmission, as well as protective techniques during transmission processes. However, as the Beidou industry chain became increasingly saturated, many of our factory's high-end equipment and precision instruments became underutilized. In order to maximize resource utilization and manpower efficiency, we conducted technology transfer based on existing common technologies. We then developed and produced a series of RF connectors. Taking advantage of the era of the Internet of Things, we achieved hot sales of our products and brand promotion!"

Mr. Song Shiqiang emphasized, "Our Beidou antennas and RF connectors share the same raw materials, underlying technological logic, and customer base. Therefore, the success of our innovation at Slkor Micro is supported by a solid technological foundation and strength. As a result, we have achieved a 100% growth in the performance of both Kinghelm and Slkor Micro over the past two years!"

Ⅶ."Replicable + Cross-applicable" matrix promotion, solidifying the internationalization path driven by both Kinghelm and Slkor Micro.

The promotion of Kinghelm (ko.kinghelm.net) and Slkor (ko.slkoric.com) is hierarchically advanced based on a matrix approach. It begins with showcasing the technical prowess of these two companies, followed by brand promotion for "Kinghelm" and "Slkor," and then extends to the promotion of product categories and models under these two brands, ensuring a progressive information dissemination at the user end. Taking brand promotion as an example, both companies primarily focus on soft content, emphasizing diversity and inclusivity. Through a plethora of content distributed across multiple channels and platforms, a comprehensive coverage is achieved, enabling more people to learn about Kinghelm and Slkor, thereby enhancing the penetration and influence of the "Kinghelm" and "Slkor" brands. As these content influences are enduring and emotionally resonant, they impact customers' initial purchasing decisions and reinforce user stickiness.

This matrix-based, multi-channel, replicable, and cross-applicable promotional strategy provides strong support for the brand building and market expansion of Kinghelm and Slkor, aiding in attracting more customers and maintaining long-term sustainable development. Their promotional strategies revolve around their official websites as the core, supplemented by other media and platforms, strategically laid out in a matrix formation. Currently, this includes platforms such as MicroBlog, WeChat official accounts, TikTok, Zhihu, as well as Bilibili, Xiaohongshu (RED), and WeChat Video Accounts.

In general, the specialized training seminar on "Company Strategies and Industry Trends" serves as an integral component of Kinghelm and Slkor's commitment to continuously cultivate a learning-oriented organization through empowerment. It plays an irreplaceable and crucial role, particularly with profound and far-reaching implications for new employees. Mr. Song Shiqiang often emphasizes the importance of fostering a wolf-like team that excels in learning, unity, and efficiency. To achieve this, it's imperative to overcome the "barrel effect" by cultivating a culture of continuous learning among all team members. Each individual should strive for excellence in their respective fields while actively addressing and improving their weaknesses. Only through such efforts can the combat effectiveness of our team and the overall competitiveness of the company continue to strengthen.