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Management Motivations: Fostering success in a competitive market

Management Motivations is a new series of articles by Quectel’s senior executives that explores their management styles, approaches to the challenges of further developing the company and what drives them to lead and succeed.

Number 3: Fostering success in a competitive market

To me, Quectel is the way we can work for the betterment of the world. We should provide the industry with the best products, affordable pricing and excellent local support by being innovative and caring about how we help customers to become more successful. We have to be successful and better than our competitors in order to win and serve our customers well.

Obviously this means we have to compete with others but we are focused and determined, and we learn from our competitors to try to be better than them across the board. By targeting Quectel to be far ahead of the competition we’re able to ensure our success.

On a management level our executive management team helps to drive the business forward. This team is mainly formed by overseas leaders who meet every two months for company-level and overseas-centric discussion. We’re exchanging ideas on email and WeChat groups all the time. In China, the executive management committee holds meetings once a month reviewing China-centric topics and we discuss the business in detail.

In our Hefei R&D Center, similar monthly management brainstorming meetings are held. Our product management leaders are empowered to decide which new products to develop. Employees are encouraged to provide suggestions, which are reviewed by the executive management committee team each month. It’s important that valuable suggestions are rewarded and our management team members all keep close contact with employees at the lower levels. It’s vital that they can hear the voices from all parts of the business.

We tolerate failures, but we don’t tolerate mental indolence. We encourage people to be bold and to strive to be better. Quectel is willing to take all kinds of risks to be innovative and to make breakthroughs for the industry. This approach has been instrumental in the success of Quectel.

Look out for my next blog in this series where I will be sharing with you “Lessons learnt from the first ten years of Quectel”.