Gosuncn Technology Group Co., Ltd. (Stock Code: 300098) was founded in 1997. In 2010, the company was listed on the Shenzhen Stock Exchange’s Growth Enterprise Market (GEM). The business scale is expected to reach 3.37 billion RMB in 2017, with a net profit of 533 million RMB and a workforce of nearly 2,800 employees.
Gosuncn initially started with traditional communication base station power environment monitoring (i.e., monitoring and controlling the operation status of equipment and security systems in server rooms, achieving intelligent server room operation). In 2010, the company shifted focus to large-scale security and smart cities, including video surveillance, integrated monitoring platforms, and intelligent analysis. Gosuncn subsequently acquired Xunmei Electronics, Chuanglian Electronics, and Guomai Technology, extending its business to financial security (bank security monitoring), railway safety (rail traffic safety, train control systems), public security data safety, and law enforcement terminals (law enforcement records, integrated prevention and control). Using its resources, Gosuncn further developed in the public safety sector.
In 2016, the company acquired ZTE IoT (wireless communication connections, industry terminals, and vehicle networking) and ZTE Smart Link (electronic vehicle plates), further entering the full industrial chain of the Internet of Things (IoT), transforming into a smart city IoT applications and service provider.
Main Business Areas:
Public Safety (Smart City Security)
The smart city concept typically includes city operation centers, smart city cloud platforms, smart governance, safe cities, smart transportation, smart urban management, smart tourism, smart education, citizen card systems, smart communities, collaborative manufacturing, safety supervision, e-commerce, smart healthcare, wireless cities, and more. These projects mainly operate under the PPP model, and the implementation is complex and has long project cycles, primarily focused on system integration.
Internet of Things (IoT) Business
Gosuncn's IoT business primarily focuses on four main units:
Railway and subway IoT (train control systems)
Wireless communication connections (communication modules)
Industry terminals
Vehicle networking (vehicle diagnostic systems, 3G/4G vehicle modules)
Electronic vehicle plates (UHF RFID vehicle electronic identifiers, second-generation vehicle IDs)
After 20 years of development, Gosuncn has expanded its competitive capabilities through both organic growth and acquisitions. The company has built a complete IoT industry chain, from the data collection layer, network connection layer, to platform and industry applications, and has strategically integrated Public Safety + IoT.
Business Challenges:
The company’s product capability is insufficient, and most products in its solutions rely on external resources.
The core business, the “Smart City” division, faces significant business risks and is hesitant to scale up. The communications business has entered a mature phase, with difficulties in market expansion and slow progress in business incubation.
Management Challenges:
By the end of 2017, many of the acquired companies' management teams were reaching maturity, leading to potential liquidity issues and management transitions. This posed challenges in enterprise integration and centralized platform operation.
Strategic Requirements:
Gosuncn needs to shift its profit model from being sales and acquisition-driven to innovation and management-driven.
Management Focus:
Establish a centralized platform at the headquarters to ensure strategy implementation, resource integration, and operational control. Shift from a sales-led model to a dual-driven model of "product sales + system sales."
Transformation Expectation:
Platformize the human resource management to strengthen the role of the group’s headquarters, build a unified HR system, and solidify HR management to support the group’s operational control.
Current HR Team Situation:
The HR director position has been frequently changed, with a new HR director coming from internal transfers and manufacturing backgrounds.
The HR team has a high turnover rate, and many members are interns with insufficient professionalism, leading to instability and a lack of authority.
Weak HR Management Foundation:
Value Creation: The business structure and role responsibilities are unclear, and there are no established position management rules.
Value Assessment: The performance management system lacks clear direction, unable to support the company’s management-driven goals.
Value Distribution: There is a lack of clear value orientation, insufficient fairness, and no connection between the salary system and employee roles.
After a comprehensive HR management diagnosis, Gosuncn identified optimization strategies for the HR system, developed a roadmap for HR transformation, and outlined the steps and directions for future HR improvements.
The company reorganized its business structure, including core departments (R&D, marketing, supply chain, HR, finance), to optimize organizational operations.
Benchmarking against companies such as Huawei, Midea, Jingxin, and Vision Electronics, Gosuncn unified and standardized position setups, titles, categories, job families, and career development channels across departments, integrating strategic orientation into position management.
Gosuncn refined key success factors at the group level, published the 2018 management outline, and developed the operational plans for the first-level departments, ensuring alignment with organizational performance goals.
A forward-looking compensation management strategy was established, creating an integrated compensation management system that enhanced the salary system’s alignment with business needs and supported transformation.
Intangible Value:
Developed a team: Through workshops, training, and direct communication, Gosuncn improved HR management awareness and capability.
Tangible Value:
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