The Lansen team was formed by 61 young people when the Company was established in 2002. Average age of the team was 28 and the team members came from a large-scale pharmaceutical company in China  (Lansen's management team was intermediate to senior management in that company). The team comprised of professionals specializing in marketing, finance, human resources, supply chain management, corporate management, pharmacy, etc., all possessing at least undergraduate qualification and most of the members have over 5 years of professional experience in the pharmaceutical industry.

To date, the management team has been working together for over 15 years. The founding team’s entrepreneurial beliefs and the professional spirit of long-term focus in a specialized area have attracted and gathered new members for the team. This allows the Lansen team to show characteristics including competitiveness, energy, strength, coherence and strong sense of belonging. These in turn contribute to the unique corporate culture of Lansen: transparent and open management, humanized, foster virtuous competition, innovation, etc. Currently, the Lansen workforce has an increased scale of around 600.

Internal training
New staff training is organized every year. The tradition of internal training has been maintained since the Company’s inception. The syllabus includes outdoors training, company history, corporate culture, positive mindset building, basic business etiquettes, basic marketing skills, knowledge on diseases, etc. The training helps staff to quickly learn about the Company and become a part of it so that they can start working in a short time. The training is conducted by the Company’s senior management.

Competitiveness has been maintained in the team for a long time. Today, the Company’s training system covers staff from all levels, including frontline sales. Targeting employees and supervisors with good performance, internal training courses on business structure, advanced management, etc, are organized. A dedicated team of training professionals have been established and developed for these internal training courses.

Our internal training focuses on the needs of our team in its course offering and delivery. It also requires management staff that conduct training courses to upgrade their own abilities to learn. Our internal training system has ensured the Lansen team culture could be passed on and developed throughout the years.

Virtuous competition
We have a performance evaluation system for management staff. At the beginning of each year, management staff members enter into performance pledges, clearly indicating the working goals for each of them. Monthly ranking is compiled based on the results of performance evaluation and quarterly and annual awards are given to those with excellent performance. On the other hand, those who could not complete their annual targets and the ones who rank last would be demoted or transferred to other functions.

We have established firm-wide performance competition policy, reward and punishment policy, etc. that contribute to the performance-based and contribution-based virtuous competition within the Company.


Humanized management
We have a collective wedding policy. In April 2008, the Company organized the first collective wedding ceremony in Nanjing. Five couples participated. The second collective wedding ceremony was organized by the Company in January 2009 with seven participating couples.

The Company’s senior management send birthday cards and gifts to staff to let more team members feel the warmth and care from the Company.

Encourage innovation
The Gold Point Award was set up to reward innovative employees. Employees who provide suggestions that are beneficial to the Company’s management and sales will be directly rewarded in firm-wide meetings. The Company’s many successes are the result of this measure.

The development of information communication channels including topical discussion forums, interview blog, etc. has promoted innovation among team members.

Majority of the former and current senior management of Ningbo Zhiti and Ningbo Liwah Company came from the Lansen Group. They share the same corporate culture with the Shenzhen Lansen team. The team and the corporate culture have propelled Lansen onto a new development platform from the challenging start-up stage.