On July 17th -18th, 2026, TOPTE jointly with Seekink, successfully held the Semi-Annual Summary Meeting with the theme Unite as One to Consolidate Foundations, Collaborate Hand in Hand to Forge the Future in Ji’an, Jiangxi Province.
The meeting was graced by the presence of distinguished leaders, including Chen Qinqin, Director of the Enterprise Management Department of Fujian Electronic Information (Group) Co., Ltd.(FEIG); Peng Wei, Assistant to the Director; ; Xiao Xuming, Executive Vice General Manager of Holitech, and Vice Chairman and General Manager of both Seekink and TOPTE; Lin Weiqun, Director of both Seekink and TOPTE; Xu Zhengsheng, Director of both Seekink and TOPTE; Yu Ling, Director and Vice General Manager of both Seekink and TOPTE; Lin Dexin, Assistant to the General Manager and Director of TOPTE Over 250 management staff and employee representatives from both companies attended the meeting on-site, with branch venues simultaneously connected via video link in Shenzhen, Vietnam, Europe, and Ji’an.
During the two-day conference, department heads covering R&D, manufacturing, quality control, human resources, internal control, marketing and procurement systematically reviewed work achievements and gaps in the first half of the year. Xiao Xuming delivered targeted comments on each business segment, analyzed existing weaknesses and adjusted strategic directions, providing solid guidance for precise policy implementation across all business lines.
Xiao Xuming delivered a comprehensive presentation covering business operations, market opportunities and approaches, corporate culture and management, development strategies, and budget targets. In the face of intensified homogeneous competition in the touch display industry and severe involution in the small and medium-sized segment, he emphasized the need for a multi-dimensional strategy to break the deadlock proactively: steady progress in the existing market by continuously consolidating the core businesses in industrial control HMI, home appliances, and security, while deepening collaboration with key clients; swift positioning in emerging trend markets by rapidly entering high-growth sectors such as two-wheelers, E-BIKE, AI terminals, and new energy; and expanding overseas markets by leveraging the advantages of the Vietnam company module production line and the zero-tariff policies under the European trade agreement, to tap into incremental growth through localized delivery.
In terms of building the company’s competitiveness, Xiao Xuming laid out a deployment across four dimensions: culture, organization, ecosystem, and products. Culture is the core cornerstone—unifying team consensus and continuously practicing self-reflection; organization is an efficient and collaborative combat collective—adapting structures to strategies and systematically advancing talent development; the ecosystem involves actively integrating into core resource circles to build a symbiotic and prosperous industrial community; and products involve proactively laying out plans around differentiated niche market trends to establish hard-core innovation barriers, supported by clear performance assessments and continuous refinement of management to drive cost reduction and efficiency. Finally, Xiao Xuming anchored the organization’s spiritual foundation with four key values: “Integrity and Accountability, Striving and Growth, Pragmatism and Efficiency, Innovation and Collaboration.” He encouraged the team with the words: “Survive in the cracks, persist in doing what is difficult but right; adhere to long-termism—slow is fast.”
In his address, Hou Yan reviewed the operational performance of Seekink and TOPTE in the first half of the year: both companies achieved significant revenue growth but faced profit pressure, mainly due to customer price reductions, compounded by strategic investments in new factories, the European market, and capacity deployment in Vietnam, which squeezed profit margins. Enterprises must conduct in-depth analysis of root causes, implement targeted improvement measures, and systematically absorb cost pressures. Seekink’s high inventory and accounts receivable ratios require a clarification of the underlying logic of strategic stockpiling to improve asset turnover efficiency. TOPTE’s disproportionate inventory and receivables relative to revenue necessitate optimized inventory management, improved collection assessment mechanisms, strict control over low-value orders, and a decisive end to the phenomenon of revenue growth without profit growth. He fully affirmed the synergy between Seekink and TOPTE, emphasizing that internal integration and external synergy must advance simultaneously, with organizational efficiency being the true core competitiveness of the enterprise. Looking ahead to the second half of the year, the enterprise must balance scale and efficiency, solidifying profits while steadily expanding revenue, coordinating income, profit, and cash flow, and continuously reinforcing operational quality to ensure that growth outcomes stand the test of time.
The meeting also featured a solemn oath-taking ceremony. All attending management staff and sales stood in formation, clenched their fists, and declared their determination to fight for the second half of the year with resolute pledges, embodying their mission and commitment with every powerful word.
