SHOU Chenxi, DBA

With over a decade of experience in the photovoltaic and semiconductor industries, Chenxi Shou (Charlie) served as a senior manager at a globally renowned company specializing in photovoltaic and semiconductor equipment. He was responsible for sales, marketing, and project management, successfully serving numerous top-tier clients not only in mainland China but also across regions including North America, the Middle East, South Asia, East Asia, Southeast Asia, Europe and Oceania (such as Australia). He has a proven track record in B2B sales strategies, crisis management, and building high-performing teams, achieving significant market share growth and client diversification. His international experience also includes facilitating the successful establishment of a factory in Southern Aria.

A few months ago, Charlie joined a publicly listed company specializing in gear motors and drive controllers as a senior executive, overseeing sales and marketing operations. He defended his Executive Doctorate of Business Administration (EDBA) in March 2025, with a thesis titled “Dynamic Strategies of Customer Orientation and Human Resource Integration”, under the supervision of Professors Kiane Goudarzi, IAE Aix-Marseille Université, France and Vincent Chauvet, IAE – Université de Toulon, France.

Prof Goudarzi Kiane, Prof Chauvet Vincent

Dynamic strategies of customer orientation and human resource integration: a case study of LC, a manufacturing company in Photovoltaics Industry

This doctoral thesis explores the critical interplay between Customer Orientation (CO) and Human Resource (HR) strategies, using LC Company—a leading photovoltaic equipment manufacturer—as a case study. The research investigates how these strategies evolve across different stages of business development, from startup to expansion, and their impact on both internal adaptability and external market responsiveness. By analyzing empirical data collected through surveys and interviews, the study tests key hypotheses related to the effectiveness of CO and HR strategies in driving organizational success.

The findings demonstrate that CO, particularly in the early phases of business growth, plays a vital role in securing market presence, while HR strategies are crucial for sustaining flexibility and responsiveness. As the company scales, procedural and formalized HR practices become increasingly important for maintaining customer orientation. The study offers a dynamic framework for managing CO and HR strategies, providing both theoretical contributions and practical insights for businesses aiming to achieve long-term competitiveness in a rapidly evolving market landscape.