Changke Business Concept
Hi-tech Revitalizing Enterprise
Advanced Technology Serving Customer
Changke Development Concept
Talents Creating MiraclesS
Management Rringing Efficiency
Science and Technology Promoting Development
Changke Corporate Spirit
Loyal to corporate, faithful to colleague,heartful to customer
Be practical, high efficient, creative
Creation, achievements,gains
Changke Corporate Objective
What we created: happy familyforenterpriser
What we achieved: the rich soil for growth
What we gained: the arena for profits
Changke Quality Guideline
Customer first, efficiency basis, quality life, science and technology orientation
Changke Strategic Target
Starting from Shenzhen and stepping into world, taking the center of hi-tech power equipment, bringing Changke into a large scale and diversified group company with effective integration of financial funds, industrial capitals and human resources.
Changke Business Model
Unified decision-making, graded operation, standardized management, scientific innovation
Unified decision-making: For the vital issues related to the overall management,based on the full play of democracy, the high concentration of unified decision-making shall be adopted to ensure the unified will, order and pace.
Graded operation: The company classifies the overall business objective into different grades who has its own roles and responsibilities within the authorized scope. In this connection, each grade shall carry out their work freely, transparently and creatively, which is benefit for the completion of overall objective.
Standardize management: Changke has its own systemized management to promote the standarded operation with transparent management and improving overall work efficiency.
Scientific innovation: Under Standardize management, Changke takes the work priciples of making properuse of the surroundings,seizing the right opportunities and taking correct meatures for different people. Dealing with the newly poped problems with flexible methods and maintaining the shrewd feature. |
