How to Achieve 100% Growth in 2023? Slkor Song Shiqiang Tells You the Password (Part 3)

In recent years, China's economy has encountered many troubles, but Kinghelm Electronics (www.kinghelm.net) and Slkor Semiconductor (www.slkoric.com), led by Song Shiqiang, still maintained 100% continuous growth in 2022 and 2023, completing the preliminary goal—annual sales of 100 million yuan—and meeting the basic financial requirements for ChiNext listed companies. We are still working hard and continuously striving toward the goal of the STAR Market. Is there any secret to this? I, Song Shiqiang, will explain it from several aspects: grasping the core value of the industry, strong operations of the company's internal management, micro-innovation by company colleagues to systematic innovation of the company, and treating the domestic and overseas involution in the electronic components industry as a war to fight!

Slkor Kinghelm Song Shiqiang at the Positive Energy Annual Meeting.

In today's highly competitive business environment, Kinghelm/Slkor has achieved remarkable results with a complete set of successful tactics. By selecting twelve key points in four major modules, we have summarized the successful experience of our phased high-speed development to share with everyone. In How to Achieve 100% Growth in 2023? Slkor Song Shiqiang Tells You the Password (Part 1) and How to Achieve 100% Growth in 2023? Slkor Song Shiqiang Tells You the Password (Part 2), I already shared two major points: core value and the three-core drive. Next, I will use three sub-points—scientific analysis, process and efficiency, and single-point first—to explain how Slkor/Kinghelm maintains growth through strong operations, for everyone's reference.

Our Kinghelm/Slkor is a high-tech company with strong operations. Many peers think that as a technology-oriented and R&D-oriented company, there is no need to talk about operations; technological leadership and product leadership are enough. However, my understanding is that technology ultimately serves products, products serve operations, and operations management serves customers. Therefore, strong operational capability is crucial for any company. To make operations faster and stronger, Kinghelm/Slkor has adopted the method of scientific analysis—in short, finding benchmarking companies to learn from or catch up with, and analyzing them thoroughly. For example, we study Huawei's "five looks and three determinations" methodology, absorb their good points, improve them according to our company's specific situation, and continuously iterate, so that we can become stronger.

In addition, Kinghelm/Slkor breaks down tasks very carefully, making the granularity of each work module small, down to each person. The weekly workload of each small team is also refined into operable and executable tasks. Such detailed decomposition is not simple, but it is very

important, because only in this way can the feasibility of the work and the quantifiability of the assessment be ensured. For example, some people say every day that they love the country but just do not act, which is hard to operate and quantify. I say you should donate 500 yuan to the country or pay 1,000 yuan in taxes—that is what matters most. Although Kinghelm/Slkor has not yet implemented KPI assessment, everyone knows what they need to do and how much they need to do. Our philosophy is that all work results are the accumulation of positive labor. We implement work to a refined and operable degree, and it can be converted into work results and bring benefits on the same day. Scientific analysis establishes and makes good use of the underlying logic and growth model of growth, so that Kinghelm/Slkor (www.slkomicro.com) can develop with twice the result and half the effort and achieve operational goals.

The second point is process and efficiency. Kinghelm (www.kinghelm.com.cn)/Slkor attaches great importance to process and efficiency. We see that China has 1.4 billion people and the United States has only more than 300 million, but our per capita GDP is only about 1/10 of that of the United States. In addition to factors such as comprehensive scientific and technological capability and dollar hegemony, I believe that the company's internal operating processes and efficiency are also an important reason for the gap. American chain catering brands such as KFC, McDonald's, and Starbucks do an excellent job in process management. Domestic chain catering companies that do relatively well, such as Shenzhen's local enterprise Miandianwang and Haidilao, which has risen in recent years, still have a large gap compared with American companies in management and efficiency, and are far behind in terms of the number of stores, food material selection, and product variety. Haidilao has about several hundred stores, and its management has reached the ceiling, while KFC and McDonald's have tens of thousands of stores and good operating efficiency. What do they rely on? They rely on process-based management and highly efficient operations. Therefore, in addition to technology and products, management and efficiency are the foundation for an enterprise to become big and strong. Our Kinghelm/Slkor attaches great importance to internal process optimization and efficiency improvement. We have introduced "Landray" OA software to realize a paperless office system, supplemented by "DingTalk" for daily collaboration. At the same time, we plan to use "Feishu" to further integrate the information system and achieve full connectivity. For our central warehouse, factory, headquarters, sales department, and key accounts, Slkor/Kinghelm uses an advanced Kingdee system and continuously optimizes and improves it on this basis to improve efficiency. We are committed to realizing the four-in-one integration of people flow, workflow, goods flow, cash flow, and document flow, reflecting the processes and efficiency of a modern high-tech company with modern management. The processes and efficiency of a modern management high-tech company are the concrete embodiment of our Kinghelm and Slkor.

The third point is single-point first. As small-scale companies, Kinghelm and Slkor want to break through, and pursuing single-point first is crucial. Some people may think: Kinghelm and Slkor are such small companies, with a team of one or two hundred people, and they dare to boast everywhere about being first at a single point? Here I think Huawei's Yu Chengdong said something very right: if you do not even want to pursue being first and are satisfied with becoming a second- or third-rate enterprise, can you still guarantee the company's competitiveness and rapid growth? Therefore, we must be first at a single point in all aspects of work, life, and products. Slkor was the earliest to introduce silicon carbide technology from Yonsei University in Korea, and at that time our technology was globally leading. However, because our brand influence, team, and other systematic support were insufficient, this project did not make money, but the technology reserve remained. Slkor's current high-speed growth relies on the accumulation from that time. This kind of industry technology is also a manifestation of single-point first.

To achieve single-point first, in practice, you should do everything in your work to the best of your ability. Take myself as an example. I came to shoot a video today. When I was young, I had to put pomade or mousse on my head; now that I have no hair, I do not. But I will tie my tie neatly and iron my shirt neatly. These details represent the image of the company and its products. We have the same requirements for our employees. If we work in technology and products and cannot even dress ourselves well, how can we ensure product quality? Therefore, whether it is every link in work or personal image, we should strive to do our best, and this is also the embodiment of single-point. When one point is made first, it can drive the whole area and inspire other points to pursue second and third. The cumulative efforts of each point can accumulate systematic advantages and ultimately make the company a competitive company. This is my method of operation.

For another example, Kinghelm and Slkor use brand promotion advertorials as a breakthrough point. We select and train a group of colleagues within the company who can write advertorials and continuously dig for content. I also spend the time others use for drinking, playing mahjong, and chasing women on writing articles and short videos, outputting our views, methods, products, and activities in an all-round way, achieving the cumulative effect of "a rope saws through wood and dripping water wears through stone." This is also a kind of [single-point first]! Song Shiqiang's (Huaqiangbei Song Shiqiang) research articles on Huaqiangbei, such as Huaqiangbei Research, The Transformation and Development of Huaqiangbei, A Refutation of Bloomberg's Huaqiangbei News, The Wealth Code of Huaqiangbei, The Software and Hardware Upgrade of Huaqiangbei's Transformation, and The Gray Industrial Chain of Knockoff Bluetooth Earphones in Huaqiangbei, have been republished by authoritative media at home and abroad such as People's Daily, Xinhua News Agency, Global Times, Associated Press, Yahoo News, The Wall Street Journal, and Harvard Business Review. This is to purify Huaqiangbei's business environment and spread Huaqiangbei's "China Electronics Street" to the world! The short video series Song Shiqiang on the Way is popular on platforms such as YouTube, TikTok, and Bilibili, actively offering suggestions for spreading traditional Chinese culture, prospering the economy, and promoting social development!!

Huaqiangbei Song Shiqiang

Profile of Song Shiqiang:

Mr. Song Shiqiang is the General Manager of two high-tech companies, Slkor Semiconductor and Kinghelm Electronics, a member of the expert database of the Chinese Institute of Electronics, a Shenzhen Huaqiangbei research expert, and a columnist and popular science writer. Song Shiqiang started as a grassroots technical person, has served as CEO of an international real estate listed company, has rich experience in technical management and business operations, combines macroeconomic theory with real business management, and leads the company's rapid development!

The Slkor Semiconductor and Kinghelm Electronics companies invested in by Mr. Song Shiqiang are headquartered in Shenzhen, China, and are both national high-tech enterprises. The Slkor (www.slkoric.com) and Kinghelm (www.kinghelm.net) brands enjoy international visibility and reputation, and their market share is gradually expanding. Shenzhen Slkor Semiconductor Co., Ltd. focuses on the R&D of new materials, new processes, and new products. Its technical team comes from Yonsei University in Korea and Tsinghua University, and it masters internationally leading silicon carbide MOSFET technology. Slkor has developed from a FABLESS design company into a company integrating design and R&D, production and manufacturing, product sales, and technical services.