Double sales, double profits
By Enid Chen
Photos by Liang Wei

A CEO of Chinese origin has been named for Linde (China) for the first time since Linde entered China in 1993. This is a breakthrough, and evidence of an advance in localization in this century-old German corporation. "In the following five years, Linde (China) will double its sales volume and profits and provide service twice as good as it is now," Mr. Ching Pong Quek, the newly appointed CEO of Linde (China) Forklift Truck, confidently explains.

A breakthrough in localization

Q: In corporations from Germany and some other European countries, native Germans or Europeans are common in the top management of subsidiaries even outside Europe. Does the fact that you have been newly appointed the CEO of Linde (China) imply a change in this approach?

A: With more globalization, it is inevitable that Linde will employ more people with international backgrounds who are familiar with local cultures and markets. The president of Linde Group told me that Linde is going through a critical stage of reforms, and it would be a perfect time for me to join the company and be part of the changes. My entry into Linde also fits with the company's new strategy in China, and is a breakthrough in localization. In a recent meeting held in Germany, I was the only Asian in Linde's top management, which I am proud of. However, Linde (China) has already done a good job of localization, with about 70% of middle and senior management positions being Chinese.

Ambitious five-year plan

Q: What's your plan for keeping Linde (China) in its leading position?

A: Linde is the leader in the forklift truck industry. In the three months since I joined Linde, we have drafted a five-year plan for Linde (China). This plan says that in the next five years, Linde (China) will double its sales volume and profits and provide service twice as good as it is now.

On one hand, we will continue to increase Linde's market share in China, especially in the middle- and high-end market. On the other hand, we will strive to explore more international markets in South Africa, South America and Russia, besides the Asian-Pacific market. By that time, "made in Xiamen" will be well-known as a mark of quality all over the world. Meanwhile, it is our goal that Xiamen and China will become a purchasing center for materials for Linde so as to cut costs.



R&D center to be established

Q: To reach your goals, is Linde going to make more investments in Xiamen?

A: First of all, we are going to establish an R&D center in Xiamen. This project has already obtained support from the Xiamen Science and Technology Bureau. So far, we have an R&D team with about 30 people. Foreign experts will also come to Xiamen to help with the project. By the time the R&D center is completed, in three years, we will be able to provide more customized services and respond faster to customers' needs.

Secondly, we will make investments in equipment and expand the product range. Beginning from the third quarter of this year, new heavy trucks will be put into production here in Xiamen.

Linde to take root in Xiamen

Q: The rumor has it that Linde (China) might move its headquarters in Xiamen to another Chinese city. Is that true?

A: First of all, I cannot promise that Linde (China)'s headquarters will remain in Xiamen for 100 years; however, what I can say is that Linde (China)'s roots are in Xiamen. We have been given more attention here than in other cities. The Xiamen Municipal Government has always given Linde great support. Furthermore, our investments here have already produced obvious returns. The Xiamen factory will definitely remain on Jinshang Rd. This was promised in a meeting with Mayor Zhang Changping in May.

About the CEO

Prior to joining Linde Group, Ching Pong Quek was the Asia Pacific President and China Managing Director for Eaton Power Quality. Before Eaton, he spent about 10 years with General Electric Corporation (GE), where he held various leadership positions.

Ching Pong holds a Bachelor of Mechanical and Aeronautical Engineering degree from University Technology of Malaysia and a Masters of Business Administration (MBA), specializing in International Management, from the Royal Melbourne Institute of Technology (RMIT) in Australia. He is a certified Six Sigma Green Belt and has served as a functional Black Belt while he was with GE.

Q: You worked for about ten years in GE and served as the president of Eaton Power Quality Asia-Pacific. What are the most important things you have learnt in your career?

A: As a professional manager, you have to above all achieve business goals and show results. Secondly, no matter what kind of position you are in, you should be capable of earning two dollars for the company when it pays you one dollar. Thirdly, it's crucial for a professional manager to be able to develop his staff, so that when you are promoted to a higher position, there will be someone available to take your position. Last but not least, it is key for everybody to figure out the meaning of what they are doing. What we are doing now should be able to help us in the next position or in a new job. Otherwise, it is a waste of time and energy. When I was at GE, President Jack Welch often told us: You should try to be No 1 or No 2. It is with this spirit in mind that you can put together out a good career plan.