Huawei is an outstanding domestic technology enterprise. Its aggressive marketing, hard work ethic, Van Fleet ammunition volume to open market gaps, and insistence on the main channel, among other operational theories and management methods, are regarded as benchmarks by research-oriented companies. Both Kinghelm (www.kinghelm.net) and Slkor (www.slkoric.com), located in the Bantian community of Longgang District along with Huawei, should strive to learn from Huawei's advanced concepts and successful experiences and apply them to product development and management work to enhance the company's overall competitiveness. Kinghelm and Slkor have been promoting the construction of learning-oriented teams. Recently, by studying Huawei's 'Five things to look at, three things to be sure about,' colleagues have found methods, broadened their horizons, and sparked vitality in their work, which will promote the company's sustained high-speed development. Song Shiqiang said that Huawei's 'Five things to look at three things to be sure about' originated from the 'benchmarking management' proposed by former CEO David Kearns of Xerox, which involves continuously comparing and improving the company's products, services, and management practices with those of the strongest competitors or industry leaders. At that time, Xerox had to confront the huge threat from Nikon in the photocopier field, thus giving birth to this method!

Kinghelm Song Shiqiang Explaining Huawei's strategic planning method

"Song Shiqiang mentioned that Huawei's strategic planning method:'Five things to look at, three things to be sure about' are supplements, modifications, and optimizations made based on benchmarking management, tailored to the company's specific circumstances, making them highly practical and applicable. Both Slkor and Kinghelm have been learning from their neighbor Huawei, aspiring to become leading enterprises in the electronics and information industry. The 'Five things to look at' entail: first, analyzing industry trends to identify directions and opportunities amidst macro-environmental factors, technological iterations, and evolving business models; second, understanding market dynamics and customer needs, delving into customer scenarios, psychology, and pain points to offer targeted solutions; third, analyzing competitors within the industry to identify their strategies, strengths, weaknesses, and trends, while leveraging one's own advantages for differentiated competition; fourth, self-assessment to evaluate current resources, capabilities, strengths, weaknesses, and risks, thereby determining positioning and goals; and fifth, identifying strategic opportunities with the most potential and alignment with prior analyses, thereby formulating corresponding plans. Huawei's journey of development involved benchmarking and studying leading global enterprises such as Cisco, Ericsson, Nokia, Bosch, Siemens, Qualcomm, Samsung, and Apple at different stages, eventually reaching or surpassing their levels. Through this process, Huawei accumulated rich experience in the 'Five things to look at' As Slkor and Kinghelm advance rapidly, they must also identify benchmarking targets at different stages, analyze and pursue them until surpassing them, only then can they grow stronger through competition.

After conducting analysis and research based on the 'Five things to look at' the next step involves the 'three things to be sure about'. Firstly, strategic control points are determined, representing medium to long-term competitive advantages that are difficult to imitate or surpass, such as cost advantages, technological leadership, brand influence, market share, and value chain control, which constitute longer-term objectives. Secondly, specific metrics are established, including measurable quantities such as workload, revenue, profit, market share, and customer satisfaction, in line with the SMART principle (Specific, Measurable, Achievable, Relevant, Time-bound). Thirdly, strategies are devised to achieve these objectives, encompassing organizational, product, market, logistics, and after-sales strategies, while considering resource allocation and optimization.

Back in 2012, when I first entered the Huaqiangbei circle, I employed a similar model to the Huawei 'Five things to look at, three things to be sure about' to analyze the trading business model in Huaqiangbei. The conclusion drawn was that the trading model had many flaws, couldn't scale up, and couldn't go far. Therefore, when I was designing the top-level strategy for Kinghelm (www.kinghelm.net) and Slkor (www.slkoric.com), I boldly decided to focus on antenna connectors and integrated circuit design and manufacturing, aiming to become a company with core competitiveness and influence in the electronics and information industry.

After several years of arduous development, these two companies have achieved some results. Looking back at our idol, Huawei, it excels in technology and market share.

Huawei's 'Five things to look at, three things to be sure about' philosophy emphasizes comprehensive analysis of the external environment and the rational utilization of internal resources. Adopting these methodologies clarifies the company's development direction and enhances operational feasibility for colleagues. Colleagues at Kinghelm and Slkor say that leveraging 'Five things to look at, three things to be sure about' helps us understand competitors, develop more marketable products, and identify profitable opportunities in the market. We also apply Huawei's approach in other aspects; for instance, as our company grows rapidly with many new colleagues joining, it's essential for them to quickly enhance their skills. They learn by benchmarking against outstanding senior colleagues nearby, analyzing their characteristics using the 'Five things to look at, three things to be sure about' method, and making swift progress. As individual capabilities improve, the overall strength of the company is elevated!

Slkor (www.slkoric.com) benchmarks against internationally renowned companies such as Texas Instruments (TI), AOS, and ON Semiconductor, among others. Through in-depth research into these companies' product definitions, management models, technological innovations, and market strategies, they gain valuable references and insights for their own development. While excelling in product research and quality management, Kinghelm and Slkor also learn from Huawei's aggressive marketing strategies, continuously enhancing their market competitiveness. They view top industry giants like Huawei as both learning targets and potential competitors, striving to improve every detail rather than lowering standards due to their current scale. This approach allows them to stand out in fierce market competition.

Slkor and Kinghelm adhere to the corporate culture of "uprightness," "refinement," "resilience," and "attention to detail." Particularly, the value of "refinement" demands continuous improvement and specialized focus. By constantly refining themselves, focusing on enhancing product quality, service standards, and innovating marketing strategies, they strengthen their competitiveness and achieve sustainable development goals. Kinghelm (www.kinghelm.net) has been learning from excellent peers such as foreign connector giants like Amphenol, TE Connectivity, Molex, Hirose Electric, Luxshare Precision, Foxconn (Hon Hai), JAE, and domestic counterparts like Guizhou Aerospace Electric, Delian Precision Technology, Hexing Group, Shenzhen Tongmao Electronics, Changying Precision, Sunwoda Communication, and Huaxin Antenna.

Slkor (www.slkoric.com) has research and development facilities in Busan, Beijing, and Suzhou, with a laboratory and central warehouse at its headquarters in Shenzhen. The "SLKOR" brand enjoys international recognition and reputation. Its product lines include diodes, transistors, power devices, and power management chips. Recently, they introduced new products such as Hall sensors, ADCs, BMS, sensors, high-speed optocouplers, and passive crystal oscillators. These products find wide applications in industries such as smartphones, laptops, robots, power tools, car networking, 3C digital devices, and IoT.

"Kinghelm, connecting the world," specializes in microwave RF technology. With well-equipped laboratories in Tangxia, Dongguan, and a production base in Luzhai County, Guangxi Province, they ensure timely delivery of high-quality products in large quantities. Kinghelm (www.kinghelm.net) offers products including Beidou GPS antennas, Bluetooth, WiFi antennas, RF coaxial cables, connectors, board-to-board connectors, plugs, signal switches, SMA, Type-C, HDMI interface series, and customized non-standard automotive harnesses. These products are widely used in new energy vehicles, wireless smart terminals, smart cities, industrial Internet, medical, commercial aerospace, and other fields.

Slkor (www.slkoric.com) offers power management ICs and power devices that can directly substitute for brands like Infineon, ON Semiconductor, STMicroelectronics, Cree, Texas Instruments, and AMS, along with their respective models. Slkor's linear regulator SL2044 can replace Atmel's U2044, while their AMS1117-3.3 linear regulator is a compatible alternative to AMSAMS1117-3.3. Their MOSFET SL3409 can replace CJ Changjiang Electronics/LRC Leshan Radio LP3409LT2G, UMW3409 from Friendtek Semiconductor, and AO3409 from Alpha & Omega Semiconductor. Additionally, their range of substitutes includes power chips such as MC34063S, LM2575S-5.0, LM2596S-5.0, transistors like SS8050, S8050, S9013, S8550, MMBT5551, SS8550, MMBTA05, S9012, SL3904, optocouplers PC817C, PC817B, 6N137S, MOSFETs like BSS138, BSS123, BSS84, 2N7002, SL2310, 2N7002E, 2SK3018, SL27517, SL27523, SL27524, SL4427, and M7 (SMA).

Kinghelm (www.kinghelm.net) provides connectors such as SMA female board-to-board connectors KH-SMA-K513-G, IPEX antenna base KH-IPEX-K501-29, RF RFID connecting cable KH-RFID-20-BQ, which can directly replace similar connectors and plug products from Murata and Hirose. Kinghelm's KH series of RF antennas, ceramic antennas, and other products are suitable alternatives to similar products from Murata, TDK, Sunlord Electronics, and Huake Ceramic Antenna.

Kinghelm's connector division's March sales champion is Zhou Zhaoquan

Colleagues at Kinghelm (www.kinghelm.net) and Slkor Micro (www.slkoric.com) believe that continuous learning and practical application are essential to keep pace with the times and tackle various challenges. Through the implementation of the "Five things to look at, three things to be sure about" effective management measures have been summarized and standardized, leading to increased competitiveness through enhanced operational management. These methods, combined with the PDCA cycle (Deming Cycle) adopted by the company, have made our thinking and work processes more organized, systematic, visualized, and scientific. In project and daily management, thorough planning, clear accountability, diligent inspection, and proper motivation are emphasized to ensure high-quality outcomes and foster a culture of achievement. In recognition of outstanding performance, Zhou Zhaoquan, the sales champion of Kinghelm's connector division in March, was rewarded with two bottles of Maotai liquor. Through consistent communication, structured management practices, and the unique matrix management approach, Kinghelm and Slkor Micro aim to drive positive cycles and achieve high-quality development.

Song Shiqiang conducted executive training on Huawei's 'Five things to look at, three things to be sure about’ for senior management at Kinghelm and Slkor

Introduction to Song Shiqiang

Mr. Song Shiqiang is the General Manager of Slkor Micro Semicon and Kinghelm Electronics, two international companies based in China. He is a member of the Expert Database of the China Electronics Society, a research expert at Huaqiangbei, and a science popularization columnist. Starting from a grassroots technical position, Mr. Song has served as CEO of a listed international real estate company, bringing rich experience in technical management and business operations. He combines macroeconomics theory with practical management to lead the companies to rapid development. Both Slkor (www.slkoric.com) and Kinghelm Electronics (www.kinghelm.net) companies, in which Mr. Song Shiqiang has invested, are national-level high-tech enterprises headquartered in Shenzhen, China. Slkor aims to be a leader in semiconductors, while Kinghelm, under the brand "Kinghelm" strives to "connect the world," enjoying international recognition and reputation.

Mr. Song Shiqiang has been researching the development model of Huaqiangbei, distilling its culture, and generating extensive online discussions with his series of specialized articles on Huaqiangbei. These articles cover topics such as "Research on Huaqiangbei", "The Transformation and Development of Huaqiangbei", "Refuting Bloomberg's News on Huaqiangbei" "The Wealth Code of Huaqiangbei", "Upgrading Huaqiangbei: Software and Hardware", "The Grey Industry Chain of Counterfeit Bluetooth Headsets in Huaqiangbei" "Transformation and Upgrading of Huaqiangbei: Technological Innovation Driving Electronic Information Ecosystem Reconstruction", "Song Shiqiang's Views on Huaqiangbei's 'Internet Plus'", "Leading Enterprises and Specialized Markets in Huaqiangbei According to Song Shiqiang" "Technological Innovation and Electronic Information Industry Ecology in Huaqiangbei According to Song Shiqiang" and more. These articles have been reposted by authoritative domestic and international media outlets such as People's Daily, Xinhua News Agency, Global Times, Associated Press, Yahoo News, The Wall Street Journal, and Harvard Business Review. They contribute wisdom and strength to purifying the commercial environment of Huaqiangbei and spreading the reputation of Huaqiangbei as "China's First Street for Electronics" worldwide. The "Song Shiqiang's Rostrum" series is popular on platforms such as YouTube, TikTok, and Bilibili, providing constructive suggestions for promoting Chinese traditional culture, economic prosperity, and social development.