LX International creates business solutions that
preemptively solve client's pain points
and provide differentiated values.
· Provide Critical resources to humanity.
· Develop new business solutions.
· Improve Client's competitiveness.
· Stand by client's side always.
· Try something new and difficult.
· Become competitive talents.
· Break down organizational barriers.
Our vision is a road map of LX International’s mid- to long-term goals.
Our vision is built around the “future in business solutions”.
“Business solutions” refer to the business models and solutions designed to resolve our customers’ pain points and highlight differentiated customer values.
“Future” represents the continued growth and evolution that enable us to overcome all business-related limitations in a forward-looking manner based on our expertise and knowledge.
It communicates our firm determination to go beyond conventions and create a general trading company model unique to LX International.
Our mission specifies the key tasks in realizing our vision and defines the business domain of LX International.
“Key resources” refer to the food and energy resources that are indispensable to all of us despite advancements around the world.
“Innovative business platforms and solutions” represent the new business models in infrastructure, healthcare, and the ICT cluster required for national and regional economic development.
We “help our customers reach new heights” by providing support for maximizing their economic value and ensuring sustainability in their competitive advantages, from the sourcing of raw materials and parts to supply chain management.
Our principles set the standards for both decisions and actions required to achieve our vision and mission.
Stand by client's side always.
We must remain sensitive to our customers’ needs at all times to discover their pain points.
The window of business opportunity opens when we stay vigilant on the front lines, look into our customers’ pain points on-site, and propose solutions that best cater to their needs.
We must invest more time in meeting and talking with our customers, both new and existing, and spend less time in the office. We must remain knowledgeable of the latest developments around the world and the discerning demands of our customers by focusing on the front lines.
Most importantly, we must develop a superior understanding of our customers’ perspectives and think in their shoes in order to propose ideas and solutions that exceed their expectations.
Try something new and difficult.
Unless we develop a healthy dissatisfaction with the status quo, we cannot move forward. If we rest on the laurels of our past successes and refuse to pioneer uncharted territory, we will stop growing and ultimately lose our competitive edge.
We must streamline our current work by 50% and seek to advance into new business domains and build new business models. We must recruit new talents and challenge ourselves to push the boundaries.
We must foster a corporate culture that encourages people to willingly engage in new ventures and embraces both success and failure. We must not fear failure itself but only the inability to learn from such failure and prevent its repetition.
We must break free from the status quo, think outside the box, and take on new challenges to deliver greater values to our customers.
Become competitive talents.
Yesterday’s knowledge and experience are not enough to keep up with today’s fast-changing world. We have to stay informed on the latest changes and be equipped with a deep commitment and distinctive capabilities to win in the areas we are involved in and earn the trust of our customers.
We must constantly read, study, and educate ourselves to build our knowledge and wisdom. It is critical to interact with new people to expand our horizons and reinvent the ways we work and perform. Leaders must develop the capability to help all individual members fulfill their potential and improve their performance. Executives should fully support team heads to reinforce their competitiveness, and team heads should take on the responsibility of developing team members.
This forms the virtuous cycle of growth, as personal growth leads to the growth of the overall organization, which again fuels personal growth. It propels us forward in our quest for sustainable development and mutual success with our customers.
Break down organizational barriers.
All organizational units must closely cooperate with one another under the priority of ensuring customer values and convenience in every decision. We cannot readily respond to the diversifying demands and needs of the market and our customers unless we move beyond the mindset of prioritizing the interests of individuals and organizational units.
We must share and exchange ideas through active communication to create synergy. To this end, all organizational units should actively engage in discussions. It is important to truly interact with one another, instead of simply delivering opinions unilaterally. In addition, healthy and sound criticism, not groundless and blind criticism, is required to drive the company’s advancement.
A corporate culture centered on breaking down organizational barriers, reaching out to colleagues, and valuing mutual respect and cooperation can instill new inspiration and help us create differentiated customer values.