In the face of the big event, the wind and the waves are the first to be in the first place---Interview with Bangchen Xu Chaodong (picture...

Mr. Xu Chaodong, Marketing Director of Dongguan Bangchen Photoelectric Co., Ltd. is a professional 850NM infrared emission tube and medium and high-grade LED production and sales company. Since its inception, the company has always adhered to the concept of “technical innovation, creating opportunities”, and is committed to product improvement and quality industry optimization, so that the company's technology level has always been in the domestic leading position. Perhaps it is true that the old saying that "the sky will be reduced to the sinners", Bangchen has experienced tremendous setbacks on the road of development, so that the company once faced a situation of bankruptcy, how to go on? Is this to make the state of history a history, or to reinvigorate it? The strong Bonchen chose the latter. This time we had the opportunity to interview Mr. Xu Chaodong, the director of Bangchen Optoelectronics Market. Let us hear what Xu always said. Let us share the bits and pieces of the growth of Bangchen. Reporter: First of all, please introduce Bangchen Photoelectric Co., Ltd. Xu Chaodong: Bangchen Photoelectric Co., Ltd. was established in 2004, but in 2005, the company suffered heavy losses due to separation. In fact, the company really started from August 2005, and now we have been through for a year and a half. We are still a small company, but the best companies with the most potential in small companies. Reporter: Just now you said that Bangchen had suffered heavy losses in the development process. Now that the company has developed so well, we want to know how your company has weathered the storm. Is there such a reversal today?
Xu Chaodong: We have successfully reversed in the event of a close failure. In fact, there is not a miracle. We have done a lot of things. Generally speaking, we can do a lot of work in three aspects: capital flow, logistics and information flow. First, in terms of capital flow, what we have to do is how to reverse the situation and make the flow of funds smooth. In this regard, we mainly do the following work: (1) Striving for the support of suppliers: In August 2005, we were unable to smooth the liquidity due to the separation of the home, owing the supplier's money, at the beginning of our efforts We first invited those suppliers to the company to set up a repayment plan for them. At the same time, they asked them to continue to support our newly generated business. Here, we would like to thank Taiwan Dingyuan for their support. To put it in a nutshell, this is the first question that the company must consider when it wants to operate for a long time. (2) Product simplification: The company's initial business idea is to take a diversified route, but after the hardship, we found that it is not suitable for flowering everywhere. At that time, Bunchen, for this reason, we concentrated from the diversified to the single in the product direction according to the actual situation of the company, that is, concentrated on the 850NM infrared emission tube, which effectively reduced the inventory. This will streamline suppliers and ensure that better suppliers will support us better. To be honest, they have experienced great trauma. The company, like people, will have sequelae, but we always believe that the company must have credibility to develop. At the same time, the company's regulations absolutely do not allow kickbacks, and actively reduce prices to customers, lower prices, and strive for orders, through various efforts, we strive to solve the problem of capital flow in the case of guaranteeing meager profit, in the company's entire process We have achieved three-dimensional combat and up and down ventilation. In many ways, the flow of funds has been gradually smoothed out. Second, in terms of logistics, we have been thoroughly adjusted, integrated suppliers, and established integrity, so as to obtain greater support from suppliers, and sincerely thank them. Looking back now, we have done a lot of detailed work. It may not be clear that one sentence can be said in two sentences.
Third, in terms of information flow, in fact, I regard it as a management issue. In 2006, we determined the company's future development goal to “go out” and develop internationally in the future. For this reason, we also did a lot of work: (1), carried out ISO9001: 2000 certification; (2), did (Environmental ROHS certification; (3) In-house information management, which is the ERP system operation that everyone is familiar with now. We are not like when some companies buy it and put it there. We are real use and have a lot of income. . At the same time, in order to strengthen the penetration and influence of corporate culture, we specially hired Qiu, the former party secretary of Tongji Medical University, to be the human resources manager. The old people retired, but they have very affinity and respect him from top to bottom. In my opinion, corporate culture is not an empty slogan. We really want employees to feel that they are part of the company. We often encourage employees to write out what they think and what they think at work, and publish them as essays. It is precisely because of the support of the employees that Bangchen had its own journal in August 2006. These seem to be trivial things, but they are all the work and corporate work in the corporate culture. It turns out that it is true. Very good results. Through the large amount of work done last year, the company's entire cost has come down. We will also talk about our work on the road of internationalization. For the future international development, we have obtained the qualifications of general taxpayers from small-scale taxpayers and in March 2006, and immediately applied for import and export management rights. In fact, doing these jobs is to hope that the company can have a simultaneous promotion in the next two to three years. In 2006, the company established a branch office. The reason for setting up a branch company is our efforts to introduce talents and internationalization. Corporate competition In my opinion, the biggest competition is actually human competition. In 2006, we recruited 13 people from recent graduates. After recruiting, we concentrated on training. Now we have college students on the production line of Bangchen. Bangchen hopes to enhance the overall image and quality of the company from all aspects. Reporter: I heard that Xu has introduced so much. Let us admire the process of Bunchen from the setbacks to the new development. Now, in the face of a temporary failure, how can we reinvigorate it, and Bangchen gave all the efforts. Our best interpretation. So to sum up, Mr. Xu, in your opinion, what are the key factors for success? Xu Chaodong: I walked back and forth. I think that the most important factors for a company to succeed are the following: First, the company’s overall directionality must be precise; second, it must be based on the cultivation of talents; With talents, the company's execution will be strong and the efficiency will be high. I have a deep understanding of this. Often, I have dug it from my peers. Usually I have a low-level talent. The real talents still have to cultivate themselves. The current management of Bangchen I feel more standardized. The management personnel of various departments are not necessarily the same industry, the same professional origin, but must have a systematic concept and are willing to grow together with the company. I personally feel that the LED industry is an industry without technology, but the real thing to do is to rely on management. Thirdly, I have another experience. The LED industry is a fairly immature industry. Many companies may not have quality requirements. High, and each of our processes is fully inspected. My principle is to provide my customers with products that suit her. Quality first is an important factor in our ability to ensure development. In short, the state of survival of the state: direction + talent + quality. Only when the overall coordinated development will the company develop benignly.
Reporter: Listening to Mr. Xu’s introduction, let us know a little about the efforts that need to be made behind the success. Then, after the storm, ushered in the spring, what development goals does your company have in 2007? Xu Chaodong: In 2007, the development theme of Bangchen mainly focused on three points: one is responsibility; the other is integration; the third is internationalization. In terms of responsibility, there are the following aspects: 1. Responsible for employees. In 2007, we will buy insurance for all employees, including factory workers; air conditioning will be provided for all workers' quarters; staff meals will also change the past masters to buy vegetables for the implementation of vegetable companies. The menu system enhances the quality of the food and allows the employees to eat and feel at ease; at the end of 2007, we will also allocate options to the core personnel. Everything we do is to satisfy our employees and make them feel that working in the state is a glory. So as to better retain talent. 2. Responsible for the supplier. In this respect, we will try our best to make 100% on-time payment. If we fail to pay, we will actively communicate to ensure good communication. 3. Responsible for the shareholders. The company was established three years after the end of the year. What kind of return to shareholders should be considered. In solving the problem of capital flow, according to the actual situation of the company, the products will be adjusted under the premise of ensuring the existing development scale. As far as integration is concerned, we have the following considerations: from the single stage to the pluralism in the previous period, we will diversify this year on the basis of promoting last year, and make some efforts in white light and patch to cultivate new growth points in 2007. All of Bunchen's management concepts come from Huawei and Foxconn. This means that when the company matures to a certain extent, we have to transform, so as to continuously optimize the development of new product lines and cultivate new growth points. We will try to integrate many things. This is a horizontal integration, and we will go deep into the downstream to do some work, such as cameras, lighting street lights, wireless monitoring and so on. It is a trend that all lighting will be replaced by LEDs in the future. Such vertical integration will also be very effective in infiltrating downstream products, thus forming a business situation of the upstream and downstream alliances. Efforts in internationalization are the direction of Bunchen. The premise of our internationalization is mainly LED export, but at the same time we will cultivate application products and use one year to run in. In 2008, it will be the focus. In order to achieve the above three goals, we have to do a lot of improvement actions this year, and we still have to do a lot of details. Now the company has ordered two devices worth about 1 million. We have invested so much to make The quality of our products has a higher upgrade and optimization. We will also invest about 500,000 to develop new products, about 500,000 to do the market (international and domestic promotion) and so on. These are all we have to focus on in 2007. Over the years, combined with the above, I am more and more convinced of the success of a company, the ability to grasp the direction of the future, whether it is aimed at dealing with people and the professional qualities of business literacy, and whether or not they are invested. Team awareness and so on are too important. These more abstract aspects are also subtly permeated in our work.
Reporter: I wish that the state of Bonham in 2007 will achieve the expected goal by the end of the year. So let's talk about the topic of building a national brand. Bangchen is a local company, but now it has a high reputation in the industry. How do you think about the concept of brand? What specific work did Bangchen do in this regard? Xu Chaodong: In fact, the establishment of a brand is more a symbol of the quality of an enterprise product. For example, advertising, then the first product must be of a quality guarantee. This is a prerequisite, I only go to advertise. Nowadays, some companies are arbitrarily advertising, and then they are going to make products. This is completely chaotic. And in my opinion, if my product is mature, I will advertise in all media in the industry, not just pick a few. In doing so, I just want to tell everyone that my product has been tested. Frankly speaking, in this era, the power of the brand is great, the products are good, and the advertisements are also to be played. The brand concept of Bangchen is very wide. All the work we have to do this year is for the Bangchen brand. We hope that the effect will be that the employees of Bangchen will promote for us, the suppliers of Bangchen will promote for us, and the customers will promote for us. The company is a good company, and such a brand is a good brand. Now many people know the company of Bangchen, but everyone knows more about the quality of the products of Bangchen, but we don't know that this is a kind of company. Our advertising campaign will do better this year. Work well for the details. Everything we do adheres to a principle that is the overall coordinated development of the company. Reporter: Listening to Mr. Xu's introduction, let us be full of confidence in the future of the company. I wish the company will grow bigger and stronger, and establish a brand in the industry! Thank you for accepting our interview!


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