My name is Chen Feng, and I come from a small village in Yangchun, Guangdong. The conditions in my rural hometown were tough during my childhood, but rural people believe that "hard work will yield good results." So, from a young age, I worked hard at my studies with the hope of becoming a useful person in society. After graduating from Southwest University in 1998, I began the second chapter of my life. My first job was in a Taiwanese computer factory as a site manager, where I successfully implemented the ISO 9000 Quality Management System. This experience provided me with a rigorous understanding of quality management and systematic methods, which has been incredibly beneficial.

My second job was in sales at PepsiCo. The beverage market has distinct peak and off-peak seasons, and facing fierce competition from Coca-Cola, I meticulously engaged in "channel cultivation," often ranking on the performance leaderboard. This experience taught me that for homogeneous products, service is the core competitive advantage.


In mid-2000, I entered the badminton racket industry, working as a business manager, product developer, and marketing director in both brand companies and factories. During these six years, I was often puzzled by a lack of effective communication between racket factories, brand operators, dealers, and badminton enthusiasts. Many racket factories didn't understand the real needs of players and were stuck in price wars, unable to provide upgraded products for players' advancement. It's understandable, as these companies were "doing business" rather than "building a brand," and thus had no motivation to innovate—as they were simply fulfilling orders based on the prices requested by customers.


In August 2006, driven by my understanding of the badminton industry and its pain points, I felt a strong urge to create an idealistic brand. This decision was driven by three reasons: 1) I felt that my six years of industry experience equipped me to do this well. 2) I fell in love with the badminton community—the sport's healthy vitality, the simplicity of client relationships, and the enthusiastic and sincere friends in the circle. 3) Badminton is a career that brings health and joy to users.


Indeed, starting a business was a challenge for someone like me, with no background or resources, but it was a joyful and meaningful journey. In the beginning, I traveled extensively for business, visiting over ten cities in seven days, took an overnight train that departs in the evening and arrives in the morning, that saved both time and accommodation costs. Sometimes, I would work at the factory in the evenings after business meetings during the day, never feeling tired. In our first year, we developed a group of quality dealers, more than 90% of whom remain loyal to Venson to this day, forming the solid foundation of VS.


In December 2006, I faced my first entrepreneurial test when my wallet, containing my ID card and three bank cards, was stolen during a business trip. I immediately reported the lost cards and asked friends back home to help with the ID replacement. I informed our suppliers of the bad news, explaining that I couldn't pay the invoices on time. Unexpectedly, all the suppliers expressed their understanding and trust in me. During the months of waiting for the new ID, they not only refrained from pressing for payment but also continued to supply goods normally, without affecting our orders or production. I will always remember this trust and friendship.


In March 2007, when I received an order from an overseas client, Giss, I discovered a potential quality issue with one of the racket models before delivery. I personally inspected it, decided to withhold the shipment, and proactively compensated Giss for the extra loss. Months later, when Giss visited and asked about the issue, I took out the rackets, and Giss, after inspecting them, confirmed there was no quality problem. I patiently explained that the model had defects in the weaving process that could affect the durability of the frame. We refuse to sell products with known risks. Giss was pleased and later awarded us all the racket orders.


People often say that Venson is very successful now, so you must be able to work comfortably. In reality, in a competitive environment, we cannot afford any slack. Competitors are progressing, the market is changing, and players' needs are evolving. We must continually develop good products and improve our service levels to uphold our customers' trust. Dealer Mr. Luo, who has long served government procurement, told me that he used to feel awkward meeting leaders. However, after starting to play badminton, arranging matches with leaders felt natural and enjoyable because, during the game, they purely enjoyed the sport without worrying about status or interests. Hence, "the simpler, the happier" has become the unique spirit of the Venson brand and its fans, reflecting our entrepreneurial philosophy of "consistently staying true to our original intentions and keeping things simple." Today, Venson has grown from nothing to having over 1,000 dealers in 42 countries and regions, including excellent athletes like Thomas Cup champion Deni, earning industry recognition and respect. This achievement is not easy, and we cherish it deeply.


Our goal is the sustainable management ofthe brand, not just focusing on immediate benefits.


"Being honest in our actions andwork" is our unchanging value.