Q1: Established in 1983, Mobicon has progressed from a 200 square feet retail shop to a publicly listed group within 23 years. As the CEO of this company, can you share with us the path to successful management?

B: As the saying goes, creating a business is hard, but maintaining it is even harder. With a courageous spirit, we set up Mobicon in 1983. Because Mobicon is a family-run business, we were more conservative at running our business at first, yet we were united in preventing any loss from taking place. I believe in the trust that has been built and the path leading to the successful management of the company. When the company is on the right track, we will delegate our authority to our employees, giving them an opportunity to bring their skills into play in exercising fair division of labor and setting up goals. No matter who we are dealing with - our customers, distributors, employees or bank, Mobicon always keep its integrity to establish a good corporate image.

Q2: With so many subsidiaries under Mobicon, how does the company efficiently strengthen the communication and management operation among the companies?

B: We can use three words, “altruistic”, “borderless” and “allied” to describe the relationship between Mobicon and its subsidiaries. Each subsidiary has its own specialty, but these establishers lack enough capital to finance its business operation. Thus, Mobicon act us a supporter to provide financial resources and logistic support to them. Mobicon will also share its procurement experience and create bridges to allow the exchange of information among them. Moreover, its crossover sales strategy, while compensating each other's weakness and facilitating the sharing of information, it also enables its customers to receive a one-stop service. This is what is known as an altruistic relationship. The relationship is also borderless in a sense that salespeople will work together to execute well-planned joint sales calls to impress customers and add additional value to the product or service they sell. An allied relationship indicates that there are no enemies in Mobicon. Only a benign competition exists, and the company engages in outside competition within the electronic industry.

Q3: What benefits and inspiration has the “Satellite Development Strategy” brought to the Group?

B: According to the “Satellite Development Strategy”, each satellite company has its own specialty in the electronic industry. For example, Conwise Power Limited has its focus on RCC; MCU Power Limited, which specializes in MP3 solutions, has its effort on expanding its business development and product design team; DV Power Limited focuses on power source distribution, home appliance and lighting industry; Milliard Devices Limited concentrates its business on developing telecommunication and power supply market; and Arkia Advance Limited has its business focusing on the sales of electronic telecommunication software. Because the subsidiaries of Mobicon has multi-level network, we don't just pick up one market focus and that lessen that we'd encountered along the way.

Q4: In recent years, the market was seen to be more prosperous and this has caused many enterprises to loose a large number of professionals. What kind of human resources strategy has Mobicon adopted to keep its professional employees?

B: Mobicon is a people-oriented company. The present wage and salary rate are set according to reasonable labor market price. We will help our employees set their annual goals and reward those with outstanding achievement. To foster a sense of belonging and competitiveness in our employees, we will also set up individual and departmental competition, such as outward-bound, basketball and badminton competition.

Q5: How has the management culture of the company increase the morale and performance of employees?

B: The concept of continuous learning has always been the management culture of the company. We will send our employees to different places in the world for them to participate in research seminar. In this way, they will be able to broaden their horizon, strengthen their market sense as well as to keep up with the current trend. Employees could also work with overseas branches, allowing them to learn from each other.

Q6: As customers' purchasing power increases and their market and product knowledge deepens, their needs and expectations on products and services also increase with it. Based on ISO 9001:2000, how has Mobicon seek ways to satisfy customers' needs and heighten their satisfaction level on its products?

B: ISO 9001:2000 was created in the light of customer service. The company stays close to the market situation and is always on the alert to understand and listen to our customers' needs so as to heighten their satisfaction level on our products. For example, Mobicon provide after-sales services, such as the repairment and replacement of products as well as an expansive market information archive to our customers. In accordance with ISO 9001:2000, our competitive pricing, on-time delivery services and technical support has allowed us to maintain high quality services to our customers. Most importantly is our continuous commitment to high quality customer services by lowering product cost and increasing product functionality to heighten customers' satisfaction level on our products.

Q7: Mobicon has continuously developed its business. At the managerial level, what is its short-term and long-term goal? As a CEO, what role do you play in this business development?

B: The short-term goal of Mobicon is to increase our market share, size of customer base, distributorship and turnover. We hope to discover more talents, and open up more business opportunities and sales channel. As the Vice-Chairman and Executive Director of Mobicon, I hope to negotiate with the bank for a more favorable loan interest rate to help the company increase profit.

For our long-term goal, we hope to open up more branches, discover more partnership potential and market strategy. The company would hope to go international and establish our business in America and Europe .

Q8: The company has been working with City University of Hong Kong to provide training to students for several years now through the Industrial Attachment Scheme (IAS). What do you anticipate the students to get from this scheme?