After years of practice and research, Suzhou Puxing Precision Hardware Co., Ltd. believes that a corporate culture that can be implemented mainly consists of three levels:

(1) Corporate philosophy, which is the core aspect of corporate culture, refers to the positioning and future vision of an enterprise's development.

(2) The core values of a company refer to its clear principles of doing things, which are the guidelines for employees to treat customers/work, as well as its value orientation and behavioral attitude towards employees. For example, Suzhou Puxing Precision Hardware Co., Ltd. puts forward the values of "seriousness, dedication, and sharing" to its employees, which require them to take seriousness as the criterion in their work, select personnel with dedication as the condition, and be able to support each other and achieve information sharing in daily work.

(3) The image and logo of a company mainly includes a series of behavioral norms such as the external image of the company and the attire/language used by employees during work.

The main issues to pay attention to when shaping corporate culture include:

Firstly, business leaders must become the backbone of promoting corporate culture construction. Corporate culture, in a specific sense, is the culture of "entrepreneurs". Because enterprises are managed by leaders, corporate culture largely depends on the determination and actions of leaders, their profound understanding of the connotation of corporate culture, their insights into building corporate culture, and their unique and forward-looking management awareness. Only through its long-term vision, charm of personality, and management art can it infect and influence employees to maximize their potential, and continuously promote the scientific and sustainable development of the enterprise.

Secondly, the construction of corporate culture must be integrated with corporate management. Strengthening the construction of corporate culture does not mean abandoning institutional management. Without well-established rules and regulations, enterprises cannot carry out effective production and business activities. But no matter how perfect the rules and regulations are, they cannot cover all the activities of the enterprise, let alone fundamentally regulate the behavioral awareness of every employee. Corporate culture, on the other hand, is an intangible binding force that can enhance the cohesion of the enterprise, strengthen employees' self-control, motivate employees' work enthusiasm, and improve production efficiency. It helps to improve the adaptability of the enterprise to the environment, improve interpersonal relationships, establish a corporate image, and expand the influence of the enterprise. Therefore, through the leading role of culture in management, the common goals of employees and enterprises can be achieved, enabling enterprises to continuously improve their taste and enhance their competitiveness in the market.

Thirdly, corporate culture must be recognized by all employees of the enterprise. In order for an enterprise to enhance its internal cohesion and external competitiveness, it must first form a consistent concept and be effectively implemented, so that the personal behavior of employees can be transformed from "requiring me to do this" to "I should do this", making it meet the needs of enterprise development.