December 2024 was an unforgettable month for the sales team at SLKOR (www.slkoric.com). In order to achieve the second-phase sales target, every team member gave their all, and as a result, the total performance for December far exceeded the second-phase goal. General Manager Song Shiqiang promptly distributed substantial bonuses to the team. This truly reflects the saying: "We don’t work hard because we have hope; we have hope because we work hard." It also demonstrates that our team at Kinghelm (www.kinghelm.net) and SLKOR is a wolf-like team capable of winning battles!

The clean and tidy office environment at SLKOR and Kinghelm.

In May 2024, the SLKOR sales team achieved the first-phase performance target. However, in the following months, the team's overall performance showed little progress, and there was even a downward trend compared to May. Therefore, when Vice President He proposed achieving the second-phase performance target at the beginning of December, I was not very confident. But in order not to dampen the team's enthusiasm, I also expressed confidence that we could achieve it. One statement from Vice President He that I remember deeply is, "In December, we are not just striving to achieve the second-phase performance target; we must achieve it."

Group photo of SLKOR Sales Department II team.

We then began to break down the tasks, with each group taking on performance targets based on their actual situation. We summarized the total performance data once a week. After two weeks, the total performance had only reached 30% of the second-phase target. Vice President He immediately adjusted the strategy:

Increased incentives for closing deals: When a colleague closed a big deal, it was immediately highlighted in the company-wide group chat of Kinghelm and SLKOR, and everyone cheered each other on. The publicity and incentives greatly boosted the team's morale. Everyone tried every possible way to close deals, following up with past customers, sample-testing customers, and even those who had inquired a long time ago. They shared tips on how to recommend SLKOR products and how to close deals quickly.

Increased meeting frequency: Previously, Vice President He held meetings with team leaders and deputy leaders once a week. Later, this increased to 2-3 times a week. Each management meeting focused on increasing performance, with preparations made in advance to ensure timely or early delivery of orders.

Changed from weekly to daily updates on team performance: Previously, updating the total performance once a week did not create a sense of urgency. When the performance gap became too large, it was too late to make adjustments. Daily updates on the latest performance created a strong sense of urgency, like a countdown, pushing everyone to find ways to close deals as quickly as possible.

Department heads were required to closely monitor each colleague's customer situation: They tracked the total confirmed orders and estimated potential orders. Once team leaders understood the specific orders of their team members, they expedited the preparation and shipment of goods, ensuring delivery within the same month. All support departments were coordinated to fully cooperate.

Encouraged every colleague to tap into customer potential: End customers were encouraged to place orders early, and distributors were urged to stock up in advance. Following up with customers and orders was essential. In the current competitive environment, if we did not follow up closely, customers might place orders with competitors. Therefore, many colleagues communicated with customers to place orders early and coordinated with distributors to stock up in advance to avoid delays during the Chinese New Year.

Vice President He Junju (second from left) with SLKOR Sales Department I/II directors and sales managers.

Through Vice President He Junju's five-point adjustment, SLKOR's total performance began to climb in the third week, and in the fourth week, performance exploded, exceeding the second-phase sales target. The achievement of this performance target brought not only the joy of receiving rewards but also the excitement of demonstrating a positive and upward spirit through teamwork.

About SLKOR and Kinghelm:

Song Shiqiang, General Manager of SLKOR and Kinghelm.

Mr. Song Shiqiang (Huaqiangbei Song Shiqiang) is the founder and general manager of SLKOR Semiconductor and Kinghelm Electronics, two high-tech enterprises. He is also the first cultural scholar to conduct in-depth research on the "Huaqiangbei Model" and "Huaqiangbei Wealth" and to summarize the "Huaqiangbei Culture." He is a researcher at the State Council's Economic Development Center, an expert at the China Association for Science and Technology, an expert at the China Electronics Society, a Huaqiangbei business research expert, and a popular science columnist. Mr. Song Shiqiang's works on Shenzhen's Huaqiangbei and macroeconomic research have been widely reported by over 100 mainstream media outlets, including People's Daily, Xinhua News Agency, Sina Finance, Guangming Daily, as well as foreign media such as the Associated Press, Twitter Tech, The Wall Street Journal, Hollywood News, European Times, Global Finance, Global Fashion, Travel Online, BBC News, Patent Weekly, Radio Express, IT Information News, Global Industry Network, Auto Weekly, Electronic Information News, and E-commerce Weekly. Since its establishment in 2015, SLKOR Semiconductor has been committed to the design, production, and sales of power components. With a professional technical team, the "SLKOR" brand, including TVS tubes, diodes, transistors, and Hall elements, has become a global bestseller! The company has launched over 2,000 products, widely used in communication equipment, medical devices, consumer electronics, battery-powered devices, GPS navigation, vehicle positioning, and other fields.

Shenzhen SLKOR Semiconductor Co., Ltd. is headquartered in Shenzhen, Guangdong Province, China. As a national high-tech enterprise, the company is driven by new materials, new processes, and new products, providing global customers with products and supporting services. The SLKOR technical team is mainly composed of members from Yonsei University in Korea and Tsinghua University, mastering internationally leading silicon carbide MOSFET production processes and fifth-generation ultra-fast recovery power diode technology. From its initial role as a FABLESS design company, SLKOR has developed into a comprehensive company integrating design and development, production and manufacturing, system solutions, and sales services. Currently, SLKOR Semiconductor has obtained ISO9001 quality management system certification and EU ROHS and REACH certifications, safeguarding the rapid development and product quality assurance of SLKOR Semiconductor both domestically and internationally.

Author Bio

Name: Zhang Junjun
Position: Director of Sales Department II at SLKOR
Hometown: Xiaogan, Hubei
Vision: Enhance comprehensive capabilities to efficiently complete tasks and lead SLKOR to achieve new milestones.

Zhang Junjun, Director of Sales Department II at SLKOR.