Over the past two years, I have engaged in countless conversations with professionals in the jewelry packaging industry. When I asked them about their views on the types of bosses in this field, most people would categorize them into two types: the technical expert and the marketing expert.

However, I believe this classification is too simplistic and one-dimensional. While each boss's business model has multi-dimensional characteristics, I believe a more reasonable approach is to classify bosses based on their strategic vision, market positioning, management style, and core competencies. This not only gives a clearer description of their characteristics but also helps us understand the roles they play within their companies.

1.Technical Expert Boss (Technology-Driven): This type of boss focuses on product technology and craftsmanship, which allows them to secure a position in the high-end market. Especially in the jewelry packaging industry, high-quality design and craftsmanship can add significant value to a brand. However, they often lack strength in marketing. Over-reliance on technology and the product itself can result in "excessive craftsmanship, lacking in market reach," making it difficult to expand market share.

2.Marketing Expert Boss (Market-Oriented): Marketing-focused bosses invest more in brand building and market promotion, excelling in quickly boosting brand visibility through various channels (social media, advertisements, online platforms) and reducing costs through large-scale production. While they can quickly capture the market, this often leads to a lack of differentiation and makes them prone to homogeneous competition. They may even fall into price wars, resulting in unclear brand positioning and low customer loyalty.

3.Operational Boss (Execution-Oriented): This type of boss emphasizes efficient operations and management, ensuring the company runs smoothly, relying on meticulous production and resource allocation to build a certain market share. They excel in maintaining daily operations with a stable model, but this approach has clear limitations. In a rapidly changing market, they may be slow to respond and lack sufficient innovation, making it difficult to break through bottlenecks and grow further.

4.Social Boss (Emotionally-Driven): These bosses lead with a "human touch." Their business often operates based on personal emotions or a sense of social responsibility rather than solely relying on technical expertise or marketing skills. They may not possess strong technical or marketing abilities, but by connecting emotionally with customers and creating brand stories, they can establish a unique market position. While this emotionally-driven model may struggle to scale, it can attract a loyal customer base within a smaller scope.

5.Strategic Boss (Innovative Strategy): This type of boss is highly forward-thinking. They not only focus on the jewelry packaging itself but also use cross-industry collaboration and innovation to create a brand with differentiated competitive advantages. Strategic bosses typically integrate resources from other industries like luxury goods, art, and sustainability to drive innovation and upgrades in the jewelry packaging sector. However, this type often requires substantial investment and effort, and in the short term, they may face significant cost pressures and uncertainties. This is the most "resource-draining" type of boss.

If you're in this industry, take a look at your own boss and cast your vote for the type you believe they fall into.

This leads to an interesting question: The challenge bosses face between ability and self-awareness.

In the jewelry packaging industry, many bosses, due to past successes, often find their thinking limited by existing experiences and traditional patterns. This makes it difficult for them to accept new ways of thinking and management concepts, even when facing industry changes. In the short term, relying on traditional business models seems to keep the company running, but when market demands change or the industry undergoes a sudden shift, many bosses struggle to adapt to challenges. Even worse, they often fail to recognize their own inadequacies and remain trapped in old thinking frameworks, making it hard to adjust effectively.

Some bosses may have a vague awareness of this and strive to learn and improve. However, there are also those who, during the learning process, fail to reflect on how to enhance themselves and instead use learning as a way to build connections. In some cases, they are seen as "the gullible ones," being led astray by "experts," only to gain little real knowledge or experience.

Fortunately, our relatively recent entry into the industry has allowed us to recognize the enormous space and need for self-awareness and ability enhancement. I often ask myself:

Which type of boss am I?

My colleagues say I'm upgrading from the fifth type to the sixth: the "Incompetent Boss." I prefer to call myself: a "Supportive Boss."

As a "supportive boss," my goal is to empower the team, not just control them. Over my time leading FundStonePak^®, I have constantly worked to shift from being a "controller" to an "empowerer." I want the team to deeply understand that my abilities are limited, and I’m much more willing to stand behind them, fully supporting and trusting the team's execution.

FundStonePak^® is committed to providing resources, support, and creating an environment of trust and collaboration for the team. I hope that every team member can fully leverage their individual strengths, complement one another, and work together to push the company toward higher goals. True strength doesn’t rely on one person’s power; it’s about gathering the wisdom and power of everyone.

Here, we are looking for people who are passionate, take initiative, and possess an innovative spirit. We emphasize teamwork and value each individual’s growth and development. We believe that everyone has unlimited potential, and the key lies in how we stimulate and harness it. If you are someone with high self-motivation, who thrives in an environment full of challenges and opportunities, you will grow with us and achieve breakthroughs.

With someone like you on board,

What do I still need to stay for?

I will serve FundStonePak^® as a worker for no more than two years until you are ready to take over this responsibility.

Please send your resume to: contact@fundstonepak.com

Other Articles in This Series:

• The world is vast, Let’s explore it together! (Part 2) - 2025/03/15
• The world is vast, Let’s explore it together! (Part 1) - 2025/03/15
• Reflections After the Hong Kong Spring Fair 2025 (Part 2) - 2025/03/10
• Reflections After the Hong Kong Spring Fair 2025 (Part 1) - 2025/03/08
• Why I Will Leave: Because I Am the "Incompetent Boss" - 2025/02/20
• If One Day I Leave FundStonePak, I Hope It Won't Have Any Impact - 2025/01/30
• The Story of FundStonePak - 2024/12/28