Here are examples of challenges that I have solved in various marketing roles, with responsibilities for corporate vision, product strategy, project management, product planning, customer management, and product development.

1. CREATIVITY and “THINKING OUT OF THE BOX”
Problem
Customer requested an assembly contract from parts manufactured outside the company. The total production cost was exorbitant.

Solution
a. I explained to the customer the advantages of contracting the entire project, from defining the product features to mass production. I focused on potential savings in customs, import and exports policies, and lead times.
b. I negotiated the production cost with my supply chain.
c. I launched our marketing campaign from inception to implementation by building strategic alliances and partnerships.

Result
a. Consequently, the customer awarded the entire contract to our company. The customer was satisfied that their requirements were being fulfilled.
b. The initial proposal was $1m. At the end of the negotiation, the contract was worth $5m.
c. Company’s credibility and image were improved by closing large deals with a top OEM client.
d. Company recognized improved customer satisfaction and accelerated sales.

2. COMMUNICATION
Problem
While I was working as a Senior International Project Manager, the company's major challenge was to communicate internally with 10 locations worldwide and externally with its global customers. The most significant problems were caused by the language barrier and time zone differences. This required delegation, team building and organizational, planning and scheduling skills.

Solution
a. Since I have lived in 8 countries and am multilingual in 8 languages, I can better understand local customers’ requirements and nonverbal language and customs.
b. I conducted the Zio project (flash memory reader for the digital multimedia industry) globally by coordinating a team of 50 people.
c. I removed the language barrier by communicating to my team and suppliers in their local languages.
d. I delegated the appropriate tasks with explanations and objectives.

Result
a. Company launched cost-effective product, which generated additional $20m in sales revenue.
b. Company gained over 50% GPM (Gross Profit Margin).
c. Product quality and durability were improved. The product can “self-market” and has a modern look and feel. It is light, durable, high quality, and easy to use.
d. Lead time was improved by 4 months. Product was shipped to the customer 1 quarter ahead of schedule.
e. Top management was very content, as I brought in additional revenue that was not previously foreseen.
f. Production costs were reduced by $12m during the first year through having an efficient network and operation in Asia.

3. LEARDERSHIP
Problem
10 worldwide branches lacked common communication and team goals.

Solution
a. I defined the tasks and objectives together with a group of 50 people.
b. I coordinated the project with R&D, and with electrical and mechanical engineering.
c. I investigated and trouble-shot all problems that occurred following ISO correction processes.
d. I flew to Asia frequently to supervise teams directly.

Result
The profit margin was increased by an additional 25%.

4. COST REDUCTION
Problem
The company had a challenge to produce a cost-effective computer peripheral product, a USB flash memory card reader.

Solution
a. I enhanced the product from its original bulky, long cable, low quality design to a cableless product. I recommended product functional and cosmetic changes and improved its ID (industrial design).
b. I improved QA (Quality Assurance) and ISO 9000 compliance procedures.
c. I successfully moved production from Taiwan to China.
d. I negotiated $30m of contracts with suppliers.

Result
a. This is one of my greatest accomplishments, as I generated $20m in revenue from a $10 per unit computer peripheral product.
b. Product was the division’s top revenue generator, highest volume, and lowest cost.
c. Product Zio was the #1 selling product in the market, gaining 60% market share worldwide.
d. I gained a good reputation and was well-respected within the global branches.
e. I earned nicknames of “Queen of Zio” and “Mother of Zio”.

6. QUALITY IN YIELD CONTROL
Problem
The product had low yield rates due to quality. Failure rate was at 30%-40%. These products had to be scrapped, and the company could no longer produce the product, due to expense.

Solution
a. I motivated the team and analyzed the causes of low yield.
b. I have a passion for the product and worked with my colleagues and suppliers with an open door policy.
c. I gained respect from everyone, and we all made a tremendous effort, which led to a successful product launch.
d. I enforced ISO 9000 standards.

Result
a. Quality yield improved by 30%, from 70% to 98%. Scrapped rate was reduced significantly.
b. Company saved $12m and reduced production time significantly.
c. Division was saved due to successful product launch and positive income.

7. GENERAL MANAGEMENT
Problem
Corporate alliances agreements needed to be established.

Solution
a. I cultivated new strategic relationships with major OEMs.
b. I met financial goals for product lines.
c. I managed a team of 50 to win sales contracts.
d. I implemented ISO processes to manage full PLC (Product Life Cycle) from NPI (New Product Introduction) to EOL (End of Life).
e. I analyzed pricing, forecasted sales and allocated products to customers.
f. I managed cross-functional project management teams.
g. I provided technical knowledge and interfaced with engineering to ensure quality and timely delivery of products to customers.
h. I developed product data-sheets, MRDs (Market Requirement Document), and PRDs (Product Requirement Document).