Rongda Technology's 2017 Year-End Work Conference was successfully held in Ho Chi Minh City.

From December 23rd to 24th, 2017, Rongda Technology's year-end work summary meeting was held at the Athena Hotel in Ho Chi Minh City, Vietnam. Thirty-one key personnel at the supervisor level and above from Rongda's production and marketing centers attended the meeting. After two days of intensive and fruitful reporting and discussions, the meeting was a complete success.

The year-end meeting began promptly at 9:00 AM on the 23rd. Company President Mr. Xu Kaiming delivered the opening address. He recounted his entrepreneurial journey and how Rongda has grown step by step to its current state. This marks the fourth year that the company has held its year-end summary meeting overseas, following meetings in Bangkok, Thailand in 2014, Kaohsiung, Taiwan in 2015, and Kuala Lumpur, Malaysia in 2016.

The CEO said, "The reason I always recount my entrepreneurial journey at the year-end summary meeting is because I've always maintained the initial aspirations of an entrepreneur and the sense of ownership of a business. I've always held myself to high standards, growing the company from a one-man operation to its current size of over 500 employees, and I've never dared to slack off. Senior management is in Ho Chi Minh City, Vietnam, and over the next two days, we will comprehensively summarize and review the goals achieved in 2017 and the problems encountered in our work, and jointly discuss the goals and plans for 2018, as well as specific implementation strategies. At the same time, let's uphold the execution culture that Rongda has always upheld, adhering to the principle of identifying and solving problems, and proceeding pragmatically and efficiently with the following meeting agenda." After the CEO's address, each department in the Production Center and Marketing Center gave detailed reports on their work achievements, existing problems, and work plans for 2018. The first to give summary reports were the Product Department, R&D Department, and Production Center. Their reports outlined the project development progress and achievements of the Product Department and R&D Department throughout the year.

The rapid pace of technological innovation and iteration in commercial hardware, coupled with constantly evolving application scenarios, is increasing the challenges for product development and innovation in both the product and R&D departments. The company will continue to increase investment in new product development and strengthen its technical talent pool. We will not only delve deeply into the known areas but also boldly explore the unknown. Furthermore, based on feedback from the marketing and sales departments regarding needs and development schedules, we will further improve project mechanisms and performance evaluations to provide the marketing center with competitive, high-quality products and empower it.

Based on performance data, the production center conducted a comprehensive analysis of issues such as production efficiency, quality control, supply chain integration, and warehousing operations, and provided specific improvement plans for the shortcomings. Currently, industry competition is becoming increasingly fierce. The president once said that execution is competitiveness. The production center will prioritize delivering qualified products better and faster as its primary requirement for execution, continuously optimizing each production link, improving personnel efficiency, and comprehensively enhancing production efficiency to deliver qualified products in the first instance. Following this were reports from various sales departments of Rongda Marketing Center.

In 2017, the company's operations were fully standardized, and the implementation by each sales department was smooth. Compared to the previous year, the marketing center's annual sales performance in 2017 achieved a 40% increase. This achieved the company's planned goals, continuing to achieve high revenue growth on a foundation of increasing base. The international sales department, while consolidating existing business, continued to develop new businesses and projects, and the team was further expanded with the addition of International Department Five. New clients increased by 20% year-on-year in 2017, with overseas clients spanning nearly 200 countries and regions worldwide.

Following the successful implementation of standardized operations, the domestic sales department achieved steady growth in overall performance. Domestic Sales Department One continued to strengthen business development across various channels in 2017, leveraging the company's standardized operations to optimize its customer structure and continue to contribute to the company's domestic revenue. Domestic Sales Department Two achieved a significant breakthrough in 2017, realizing a 90% increase in sales, and its nationwide sales channel layout is now largely complete. Domestic Sales Department Three also achieved a slight increase in sales performance despite a shrinking market demand.

In 2017, the Finance Department saw its team expand, and all tasks were carried out smoothly, comprehensively enhancing departmental functions. The company strengthened the functions and team building of the General Manager's Office and Marketing Department, providing more market support to the sales department. Cross-departmental coordination and collaboration were improved. The Customer Service Center's Technical Department and After-Sales Service Department further improved their service awareness and technical capabilities, and their system infrastructure continued to be perfected. The Human Resources Department, while fulfilling various human resource needs, comprehensively built Rongda's corporate culture. The Rongda Culture Festival continued to be held, enriching employees' leisure time and increasing team cohesion and job satisfaction.

After each department presented their reports, President Xu Kaiming led a discussion on the issues raised and the 2018 plans, providing a comprehensive analysis of the summaries. While the company achieved rapid growth in 2017, there were still many shortcomings. During the reports, everyone offered self-reflection and corresponding solutions to their respective areas of weakness. The development of any enterprise inevitably encounters various problems, and everyone must view them objectively. Rongda Technology has always been efficient and pragmatic, never shirking responsibility or avoiding problems, but bravely facing them head-on. This is the purpose of my visit: to identify and solve problems. Finally, President Xu summarized the departmental reports and outlined the key tasks for 2018. Through the two-day meeting, we formulated the 2018 performance targets, marketing strategies, and implementation details. While consolidating our existing market presence, we also made strategic adjustments and refocused our business direction. The company will provide comprehensive and sufficient resources in new product development, technical support, human resource allocation, internal control support, and after-sales service to ensure the achievement of the established goals for 2018. In 2018, the company will not only offer a wealth of new products in areas of known demand, but will also break boundaries to explore new technological fields. Currently, the company is already conducting application development in areas such as SaaS and AI to discover more application needs, solve market pain points, and bring more good products and business opportunities to customers. Human Resources Planning: It is necessary to strengthen the attraction of outstanding talent. Expand recruitment channels to diversify talent pathways, especially for outstanding R&D talent and sales talent with electronic product knowledge backgrounds. Strengthen corporate culture and further reinforce the team's aggressive work ethic. Provide more training and promotion opportunities for outstanding employees. Ensure adequate personnel reserves and talent pipeline development to meet the company's development needs. Accelerate the smooth operation of the E10 system, optimize processes, explore the tool effectiveness of the E10 system, and eliminate all unnecessary processes. Comprehensively optimize the workflow between product, R&D, production, finance, sales, after-sales, and overseas offices to make the entire system smoother and improve the company's operational efficiency.

In 2018, the company will further strengthen internal controls. With continued revenue growth and staff expansion, the requirements for company systems and management will become increasingly stringent. We must improve our systems, regularly review and revise job responsibilities and operational procedures, strengthen performance evaluations, and make personnel management more standardized and tasks more meticulous. We will also strengthen our after-sales team, enhance service awareness, and respond to customer after-sales needs in a timely manner.

To provide customers with efficient after-sales repair and professional technical support, the company will adjust and upgrade its after-sales structure in 2018, merging the after-sales functions of branch offices into the headquarters for unified management. At the same time, the company will work with agents to build repair stations to comprehensively develop the company's after-sales system, providing comprehensive and excellent after-sales support for the company, sales team, agents, and users.

Finally, the president expressed his hope that the management team present would lead by example with a sense of ownership, guiding their teams to fully implement the 2018 plan. In the new year, with new dimensions, we must be bold in seeking innovation, change, methods, and momentum, pooling our wisdom and efforts to achieve breakthroughs in performance. Let us strive forward for the tomorrow we envision.