Donald Tang

And we want to improve their self-confidence to have a better tomorrow because they're confident. The freedom of choice is not free. How do you lower the price of freedom of choice to make sure people feel lack of resources, not a hindrance? Exactly. Thank you.

And we want to improve their self-confidence to have a better tomorrow because they're confident. The freedom of choice is not free. How do you lower the price of freedom of choice to make sure people feel lack of resources, not a hindrance? Exactly. Thank you.

We don't think ourselves as a globalized company. We think ourselves as a glocalized company with emphasis on the localizing. It's global-local. Global-local, as far as I can see, is a trend. People are looking more inward as a trend, whether we like it or not. If you want your business to thrive on a global scale, you have to become a local community business.

We don't think ourselves as a globalized company. We think ourselves as a glocalized company with emphasis on the localizing. It's global-local. Global-local, as far as I can see, is a trend. People are looking more inward as a trend, whether we like it or not. If you want your business to thrive on a global scale, you have to become a local community business.

We don't think ourselves as a globalized company. We think ourselves as a glocalized company with emphasis on the localizing. It's global-local. Global-local, as far as I can see, is a trend. People are looking more inward as a trend, whether we like it or not. If you want your business to thrive on a global scale, you have to become a local community business.

So in England or in Great Britain, you want to be a UK company. You want to be part of the fabric. You want it to be everything as part of the community. You don't want to be some company parachuting in just making money. That's not the kind of a trend anymore. How do you structurally set up for that?

So in England or in Great Britain, you want to be a UK company. You want to be part of the fabric. You want it to be everything as part of the community. You don't want to be some company parachuting in just making money. That's not the kind of a trend anymore. How do you structurally set up for that?

So in England or in Great Britain, you want to be a UK company. You want to be part of the fabric. You want it to be everything as part of the community. You don't want to be some company parachuting in just making money. That's not the kind of a trend anymore. How do you structurally set up for that?

You spend appropriate amount of time, resources, efforts to think about that and doing that. No one has the formula. It's a fairly new thing. We all have to chart our own trajectory to do the right things. And this is the right thing to do.

You spend appropriate amount of time, resources, efforts to think about that and doing that. No one has the formula. It's a fairly new thing. We all have to chart our own trajectory to do the right things. And this is the right thing to do.

You spend appropriate amount of time, resources, efforts to think about that and doing that. No one has the formula. It's a fairly new thing. We all have to chart our own trajectory to do the right things. And this is the right thing to do.

It's the same thing. You listen to your customers. You know, if you are David, not a Goliath, you always listen, adjust, and respond. You continue to improve your response time and you continue to figure out the ways to better service that customer so their choice of you become more resilient and more solid.

It's the same thing. You listen to your customers. You know, if you are David, not a Goliath, you always listen, adjust, and respond. You continue to improve your response time and you continue to figure out the ways to better service that customer so their choice of you become more resilient and more solid.

It's the same thing. You listen to your customers. You know, if you are David, not a Goliath, you always listen, adjust, and respond. You continue to improve your response time and you continue to figure out the ways to better service that customer so their choice of you become more resilient and more solid.

How do you get faster as you get bigger? Because you treat every single customer as the customer. If you are dictating a trend, then you sell the same thing, same way all over the world. We sell different things differently to different people in different countries. And then the trick, obviously, to automate everything. What mistake did you make on entering the U.S. ?

How do you get faster as you get bigger? Because you treat every single customer as the customer. If you are dictating a trend, then you sell the same thing, same way all over the world. We sell different things differently to different people in different countries. And then the trick, obviously, to automate everything. What mistake did you make on entering the U.S. ?

How do you get faster as you get bigger? Because you treat every single customer as the customer. If you are dictating a trend, then you sell the same thing, same way all over the world. We sell different things differently to different people in different countries. And then the trick, obviously, to automate everything. What mistake did you make on entering the U.S. ?

Something that you didn't know, didn't see, didn't do. In today's world, we're morphing into something a little different as I have learned in the last years. The stakeholders are just as important as the customers. You have to keep the communication channel open. You have to keep on learning from the stakeholders, what they're thinking about, what they think you should do.

Something that you didn't know, didn't see, didn't do. In today's world, we're morphing into something a little different as I have learned in the last years. The stakeholders are just as important as the customers. You have to keep the communication channel open. You have to keep on learning from the stakeholders, what they're thinking about, what they think you should do.

Something that you didn't know, didn't see, didn't do. In today's world, we're morphing into something a little different as I have learned in the last years. The stakeholders are just as important as the customers. You have to keep the communication channel open. You have to keep on learning from the stakeholders, what they're thinking about, what they think you should do.