坚定信念，重塑信心，赢得未来
----- 致多媒体全体员工的一封信
各位亲爱的同事：
大家好！
很荣幸能出任TCL多媒体CEO一职，感谢董事会的信
react to的用法任！回到曾经一起奋斗过的你们当中，看着熟悉的工作
环境，又不那么熟悉的工作氛围，我深感责任重大。
和你们中的很多人一样，我的个人发展与TCL彩电业务
的发展密不可分。很自然的，对彩电事业会有一份额外
的亲切与执着。还有一些员工，你们加入公司稍晚，所
经历的彩电事业辉煌较少，更多的经历了国际化后的变
动与磨练。跟大家一样，我也曾彷徨、迷惑，但更多的
是我从国际化中看到自己的不足。于是，下定决心去美
国求学取经。
当前，我们面临较为严峻的形势，部分竞争优势在丧失，经营出现较大亏损，与集团战略及对产业布局的要求产生较大差距。面对这场危机，董事会做出了此次调整的决定，希望能尽快扭转这种局面。董事长也明确提出了TCL多媒体的定位是品牌企业，产品技术创新能力将是公司的核心竞争力，要坚持国际化战略不动摇，围绕液晶产业链整合提升竞争力。
如果我们认真回顾过去二十年TCL彩电业务的风风雨雨，其中不乏困难与挑战。但是凭借“狭路相逢勇者胜”的决心，我们齐心协力走过来了。过去几年也是如此！我们应该看到：正是过去几年历任CEO与全体员工的共同努力，在国际化征程历练的同时，我们完成从CRT向LCD产业的转型。虽然在LED的快速变化中，相较某些竞争对手，我们的步履还稍显蹒跚，但毕竟我们已经跟上了！对已经取得的进步成绩，我们要有信心。因为过去的失败、挫折已成为我们继续前行的教训、经验！
9月2日我曾请HR发出约70封征求意见的邮件，得到了大家的积极响应与回复。近期我也与30多名中高层管理者进行了面谈或电话交流。
1) 对于短期问题，大家提及了员工士气提振、销售下滑、产品推出速度与节奏、旺季
生产、组织架构、业务流程、跨部门的协作等等一系列的问题，并给予了很多可行的建议；
2) 对于长期问题，我们的企业战略、品牌、产品规划与产品经营、技术创新、国际化
运营、产业链垂直整合等都是大家所关切的；
3) 关于最期望CEO做什么？大家提到了战略、发展方向与目标、各层级的沟通、提
升士气、推动组织与流程的简洁化、人才培养、激励机制……。
从每封邮件的字里行间，我看到的不仅是真知灼见，更多的是大家对这份事业的热忱和
深切的期待。我认为，我们的管理者、员工对于现阶段所面临的问题认识是一致的。大家提出的产品力、销售力、内部运作不足以支撑平板行业竞争需求、整体的运营成本偏高等问题，其核心在于组织运作的“速度和效率”不够，不能及时响应市场竞争和客户需求的变化。
为提升速度与效率，解决之道唯有继续“变革”。但我所说的变革，绝对不是推倒重来，而是在现有基础之上的持续优化、改善。
我已经宣布了新的组织架构和运作模式，10月1日起将正式生效。新的运作方式核心，在于突出“速度和效率”。我们的后台运作将以IT企业的运营为标杆，打造高效率的组织；前端将以消费电子（CE）行业的要求，以创新的产品服务客户，塑造品牌。整体的运营管理要强调透明化、简单化、标准化、数字化。
同样重要的是，多媒体要打造客户为先、市场导向的企业文化。一切以服务市场、客户优先来考虑问题，每一位员工都要意识到我们的报酬来自于市场，来自于客户。为客户服务，为服务客户的人服务；对外服务客户，对内服务生产。也希望每一位员工积极参与变革，承担责任、勇于担当，想一想“我能为公司做什么，我能为公司贡献什么”。
公司未来也将加大人才培养力度，为优秀员工创造更多的成长机会。在用人机制上更强调：机会均等，注重贡献，德才是举，业绩面前人人平等。在激励体系建设方面，我也一直身体力行的倡导，公司改革的收益要与员工分享，绝不让雷锋吃亏。
同时，也请大家对多媒体的未来给予充分的信心。尽管我们遇到短暂的困难，但也要看到，相对国内竞争对手，我们的国际化管理架构与业务布局已经形成；在液晶产业链上，有TCL集团在上下游的整体布局和投入的支持；更为重要的是，我们拥有一支行业内非常优秀的团队，有3万名专业、敬业、热爱企业的员工。
在接下来的时间里，我将和管理团队一起与大家共同工作在一线，迎接旺季销售，提升内部运营效率，快速推出满足市场需求的产品，同时推进销售渠道的变革，优化海外业务，全面提升公司的竞争力和盈利能力。
我的人生有两句座右铭，
“只要精神不滑坡，办法总比困难多！”
“企业只能帮助那些能帮助企业成功的人成功！”
与大家共勉！
让我们一起携手，全力以赴，赢回我们的骄傲与自豪！
TCL多媒体CEO  赵忠尧
2010年9月16日
Strengthen Belief, Rebuild Confidence and Win the Future
‐  A letter to our TCL Multimedia staff
Dear all,
It is my great honor to take the position as the CEO of
TCL Multimedia, and have the trust of the Board of
Directors. Coming back to join you, looking at the
familiar working environment but not so familiar
working atmosphere, I truly feel the responsibilities.
Like most of you, my personal development has been
closely related to the development of TCL TV
business. Naturally, I have an extra affability and
commitment to this TV career. For those who joined
the company in the recent years, you may have
experienced more changes and challenges from the
globalization, instead of the happiness and pride from
success during our earlier TV development period. And like most of you, I was once confused and hesitated. However, I soon realized my insufficiency from the globalization, and then went to US to learn what I need to learn.
Currently we are in a severe situation. Part of our competitive advantage in the industry no longer exists, and we encountered heavy loss in the operation. We are still far from the requirement by the Group’s strategy and business distribution. Faced with this crisis the Board of Directors made the decision of change and hope it could be improved as soon as possible. The Chairman also pointed out clearly that TCL Multimedia is identified as an enterprise with own brand and our core competitiveness will be innovative capability in products and technology; we will insist the globalization strategy and enhance our competitiveness in integrating the LCD industrial chain.
Reviewing what we have encountered in our TV business during the past two decades, we never lacked challenges and difficulties. But based on the belief that “when the going gets tough, the tough gets going”, we beat them and went through. This was also what we did in the past few years!
We should realize that, it was because of the enormous efforts contributed by the previous CEOs and
all our employees that finally brought about the successful transition from CRT to LCD during the globalization ups and downs. Though in the recent rapid LED transition, we were still stumbling in comparison with our competitors. But we are catching up! We should have confidence in what we have achieved, as the lessons we have learned from the past mistakes and setbacks will sustain our future parade!
At my request, HR sent out about 70 emails on Sep 2nd to collect some ideas and suggestions. And I soon received a lot of constructive feedback. I also talked with over 30 staff, face to face or by telephone. Below is the brief:
1) As to the short-term problems, you mentioned low employee morale, sales
decrease, product launch speed and tempo, peak time production, organizational structure, business way of working, cross-functional cooperation, etc. and contributed some feasible advices.
2) As to the long-term issues, we are more concerned about corporate strategy,
branding, product planning and management, innovation, globalization, industrial vertical integration.
3) As to the expectation to the CEO? People talked about corporation strategy,
strategic direction and mission, communication between different levels, enhancing employee morale, simplifying the organization and process, employee career development and incentive system…
From those mails, I got a lot of feasible ideas and advices. More importantly, from each and every line, I can tell the aspiration and commitment that you have for this TV business. I think the management and employees are actually sharing the same view about the issues/problems that we are facing at this stage. Our product competitiveness, sales capacity and internal operation can’t sustain the fierce completion in the industry. And the overall operating cost is relatively high, etc. In my opinion, the core of the above-mentioned is low “speed” and “efficiency” in the operation and we can’t react quickly to the market changes and customer needs.
To enhance speed and efficiency, the only way is to continue to “change for better”. By “change”, I do not mean that we need to start over, but to improve and optimize continuously based on current foundation.
The new organization structure and the operation mode have been announced and will be effective from Oct 1st. The new operation mode will highlight “speed and efficiency”. We will benchmark the operation mode in IT business in the back-end operation to build a highly efficient support team; and w
e will benchmark consumer electronic industry in the front-end sales to serve the customers with more innovative products and build our own brand. The whole operation will emphasize on transparency, simplicity, standardization and quantitative analysis.
At the same time, TCL Multimedia still needs to build customer and market oriented corporate culture. “Put the customer as priority to better serve the market” shall be the guideline that we think before solving any problems. Each staff shall realize that we are paid by the market, by the customers. Serve the customer, serve those who serve the customer; Serve the customers externally, and serve the production internally. I hope that every employee will join this “change for better” proactively. Be bold enough to take responsibility with high commitment. Always think, “What can I do for the company?” and “What can I contribute to the company?”
The company will focused more on talent development and create more opportunities for outstanding employees. Our HR policy will emphasis on: fair opportunity, more attention to employee contribution, better opportunities for capable staff with high commitment, equity in performance evaluation. In the incentive system, I have always emphasized what the company gain from the “change to better” needs to be shared with the employees. Those who contribute will get what you deserved.
I would also like to ask you to have confidence in TCL Multimedia. Although we are facing some temporary difficulties, compared with domestic competitors, our international management structure and business distribution are coming on shape; in the LCD industrial chain integration, we have the support from TCL Corp which invested in the upstream and down-stream; More importantly, we have an excellent team amongst the industry, with you, more than 30,000 dedicated professional employees!
In the upcoming months, the management team and I will work with you on spot to embrace the peak season, improve the internal operation efficiency, launch new products more quickly to satisfy the market, adjust domestic sales channel, optimize overseas businesses and improve the company’s competitiveness and profitability.
I have two mottos in my life and want to share with you:
“With higher commitment, there are always more solutions than questions.” “Enterprise can only help those to succeed who have helped enterprise to success.” Let’s make every effort hand-in-hand, do our best, and win back our pride and glory!
Charls Zhao, CEO of TCL Multimedia
16th Sep 2010

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