In July 2022, Pangshi held a meeting to review the achievements of each department in the first half of the year. The meeting consisted of three parts: team‑leaders’ reports, department managers’ reports and Mr. Pang’s concluding remarks.

Reports by Representative Team Leaders

Zhu Beilei, Team Leader of Business Division Two: The team delivered sustained performance growth in the first half‑year, and team members are capable of independent customer development. She pointed out insufficient talent reserve, low conversion rate of potential customers and shortage of new‑client resources. Adjustments shall be made to sales strategies amid fast‑changing markets. Priorities for the second half‑year include exploring new markets, risk control and talent development.

Dong Chaoyang, Team Leader of Business Division Three: He reflected on internal problems including loose management, rigid mindsets and poor teamwork. Targeted solutions will be adopted. In the second half‑year, the team will expand customer‑acquisition channels, develop new markets and new products, boost repeat‑purchase rates of existing clients, strengthen team building, improve mutual understanding and work efficiency.

Wu Chengxi, Team Leader of Business Division Three: He planned to optimize team organization step‑by‑step and deepen understanding of foreign‑trade situations and products for multi‑dimensional business development. In the second half‑year, regular discussions will be held on key and difficult‑to‑handle customers to work out solutions through joint team efforts.

Zhou Min, Team Leader of Business Division Four: She helped new employees adapt to the workplace and offered guidance for customer development. She noted she should keep learning to improve professional competence so as to give better guidance to new‑comers. For staff management, loose supervision will be replaced by stricter control. Ambitious goals will be set for new recruits, and she will lead by example to elevate overall vision.

Yang Zhengneng, Team Leader of Business Division Four: The team fulfilled annual targets steadily in the first half‑year. New members brought fresh vitality. His own management capability also improved. In the second half‑year, he will accelerate new‑staff growth, enhance professional quality and complete his role transition.

Luo Yan, Team Leader of Business Division Five: Single‑sided team management failed to set clear goals for new employees. Problems emerged such as limited total customers and few key‑account resources. In the second half‑year, the team will adhere to zero‑risk operation, support new‑staff development and tap into new markets and products.

Wu Jianxiong, Team Leader of Business Division Six: In the second half‑year, he will prioritize developing new customers to improve the client structure. He will follow corporate new strategies to seize opportunities for new‑product business and get new employees proficient at work to keep pace with team progress.

Reports by Department Managers

Wang Dongjuan, Manager of the Finance Department: Self‑review revealed gaps in professional and management capabilities. She planned to improve management skills systematically in the second half‑year, communicate more with colleagues and speed up issue feedback and resolution.

Yuan Jiang, Manager of the Purchasing Department: The supply chain remained stable in the first half‑year with obvious growth of competitive products and better coordination with major suppliers. For the second half‑year, he will refine purchasing contracts and procedures, upgrade the purchasing team, strengthen coordination with business teams, increase efforts in market research and strategic procurement, and expand new‑product lines.

Ge Chongliang, Manager of Business Division One: Teams generally hit performance targets. Following the rule that new employees obtain formal employment upon securing orders, some new recruits closed deals within two months under team guidance. The division accumulated rich experience in talent development, yet there remains room for core‑business improvement.

Xu Dingping, Manager of Business Division Two: Team setup is nearly completed with sound business structure and mature risk‑control mechanisms. However, insufficient sustainable business and self‑generating capability remain hidden risks. Appropriate business adjustments will be made in the second half‑year to boost self‑sustaining performance.

Tu Chao, Manager of Business Division Three: The division achieved positive growth in sales and staffing in the first half‑year. Healthy competition was fostered among internal teams, while he himself needed to gain more management experience. The second‑half‑year agenda includes strict risk control and solutions for single‑product structure as well as new‑market & new‑product development.

Liu Yihe, Manager of Business Division Four: Capital shortage caused lost orders and shipment obstacles, resulting in sharp sales decline, together with uneven individual performance among sales staff. Proposed counter‑measures include moderately loosening credit‑sale restrictions, setting customer‑development KPIs and holding weekly reviews. In the second half‑year, efforts will be made to stabilize sales performance, adjust sales tactics, and invest more in motivating and developing both senior and junior salespeople for collective progress.

Zuo Yunlong, Manager of Business Division Five: The division operated steadily with certain risk‑resisting capacity. Improvement is required in acquiring new customers, exploring new markets & products and training new staff. The second‑half‑year priorities are researching competitive products, developing key clients, leveraging team strengths, reinforcing team‑building and enforcing zero‑risk standards.

Guo Zhen, Manager of Business Division Six: He stressed building a mutually‑supportive atmosphere for new‑staff training, purposefully lifting new‑customer conversion rates, promoting product sales and enhancing teamwork. In the second half‑year, he aims for stable team status, positive team morale, better performance, effective risk management and tangible business results.

Concluding Remarks by Mr. Pang

Mr. Pang concluded: Great undertakings start with small details. We only need to outperform ourselves instead of being influenced by others, and strive to become a better version of ourselves.