Samson Zhang Qingxiang: Implementing quality standardisation to achieve win-win benefits In order to better understand Samson's development model, the Shenzhen Robotics Association sent a reporter to interview Zhang Qingxiang, the general manager of Samson.
◆Interview with Zhang Qingxiang, General Manager of Samson by a reporter from Shenzhen Robotics Association
Dongguan Samson Optoelectronics Technology Co., Ltd. is a company that fully grasps the core technologies of vision, laser, spectroscopy and other light applications to achieve automated measurement, and is a national high-tech enterprise, a Guangdong Province double-soft certified enterprise, and a Guangdong Province private technology enterprise. Founded in 2005, the company has a strong R & D and service team, and has been committed to training excellent technical and management personnel, has formed an efficient and cooperative professional team. With the concept of "scientific and technological innovation, creating productivity", the company has been continuously improving its professional technology and implementing a process-oriented, standardised and quantifiable enterprise management system in its management. The company's products and technical solutions are widely used in 3C, machinery, automotive, moulds and other industries. Samson has a strong foundation of "industry-university-research" research and development, and has established strategic cooperation with Huazhong University of Science and Technology, Xi'an Jiaotong University and the National Institute of Weights and Measures. In order to have a better understanding of Samson, the Association sent a reporter to interview Zhang Qingxiang, General Manager of Samson.
Reporter: Please tell us about Samson's core business.
Zhang Qingxiang: Samson's core product is confocal spectroscopy, which is the optical application. Optical applications cover a wide range of applications, and Samson's main focus is on confocal spectroscopy, using spectroscopy to make measurements.
▲ Samson confocal spectroscopy for curved glass, ceramics and other materials
Reporter: What are the gains and achievements of Samson in the past three years?
Zhang Qingxiang: Our biggest achievement in the past three years is the increase in the conversion rate of orders. Compared to three years ago, our order conversion rate has always been around 10%-20%. At present, our order conversion rate is also increasing year by year, 75.3% in FY16 and 75.8% in FY17. Many of our peers are still stuck at our previous conversion rate of 10%-20%, and we are still far ahead of our peers in this aspect. The rise in order conversion rate is inseparable from our technology. When you have new technology to get more orders, then naturally you can hold more market share.
Reporter: How does Samson market itself?
Zhang Qingxiang: Now we mainly promote through four channels: the media, magazines, the Internet and exhibitions, and we have established many channels for branding. On the other hand, our customers trust Samson, and most of our business now are customers who come to us by name, not by the salesman's initiative to find customers, which already shows that our brand plays a certain role. Our goal is to become a hundred-year enterprise, the brand needs to be precipitated and brewed, and to continue to accumulate. Of course, you have to invest and pay for it yourself, and only then will society return to you, so this is one of the reasons why we pay so much attention to the brand effect.
Reporter: Is there any difference between Samson and other automation companies?
Zhang Qingxiang: Firstly, we are very clear about our "coordinate point" and "positioning point", and we know what we are doing; secondly, the difference in technology. We don't just do one technology, we use a variety of composite technologies together, so our team is stronger, and we also bring in doctoral teams and overseas teams to do technology; third, we only focus on one thing.
Reporter: What qualities do you think a business manager should have?
Zhang Qingxiang: To do management I think you need to know how to integrate talent resources and how to retain talent; secondly, technology; thirdly, your own vision and pattern should be big.
Reporter: What do you think of the future prospects of the international automation market in the last three years?
Zhang Qingxiang: The prospects of the international automation market in the past three years are very good, and now the national policy is also promoting the development of the industry, but the country is only a guide, we should not be misled by this guide, the most important thing we still have to do is to "land", the advantages of their own enterprises to the automation industry, relax the impetuous mentality, and take root in the industry. The roots of the industry.
Reporter: What are your expectations for the automation and intelligent equipment industry?
Zhang Qingxiang: The industry can play their respective strengths in the resources can be shared, complementary, we work together to form a resource-sharing partners, together to make the automation industry bigger and stronger.
Reporter: Has Samson experienced any particularly difficult stages in the development process? How did you and your team overcome it?
Zhang Qingxiang: The first three years of our development were very difficult. Firstly, no one recognises you, secondly, the company is not well known, and thirdly, the company team has problems with funding. What else can you do when you are facing difficulties? We have grown from five people to 200 people now and we rely on persistence.
Reporter: What is Samson's plan for the next three years?
Zhang Qingxiang: Our target is to achieve 50% growth every year. Every year, we set the target in accordance with this goal; in addition, we plan to expand our team size to 500 people around 2020, and the output value will reach 500~800 million. From next year, we will do a share reform and IPO is also one of our goals.
Reporter: Is there anything you can share with us?
Zhang Qingxiang: The first aspect is to share resources and to set a higher frame of mind. I do not think that peers are necessarily competitors, often the opportunities for cooperation between peers are always more than competition; the second aspect is definitely the integration of resources, you can not do so many things alone, like Foxconn, Apple so large enterprises still need to find us outsourcing, this is the future must be the process of resource integration. It's just a question of how to share the interests of each other? It's just a question of how to negotiate the interests of each. Each do their own thing, each earn their own money, to reach a win-win, multi-win or even win-win.
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