This issue of the Argox newsletter recalls moments from our amazing end-of-the-year party and talent show. Also featured are Argox people you may encounter and a look at our plans for the upcoming CeBIT. Plus the Story of Argox describes overcoming turnover problems in 2004.

This year the Argox celebration took on a new dimension as each department was asked to compete in a company-wide talent show. Not only could employees display their talents, but everyone would have a chance to work together to prepare their team for the contest. To add spice to the competition, cash prizes starting at NT$20,000 were offered for first, second, and third place winners. In the weeks before the contest, department members got together in the evenings to create and develop their shows.

When the night finally arrived everyone had an opportunity to perform in humorous skits, sing, dance, and tell jokes, while all the teams cheered for each other amidst fun and laughter. Making a special appearance was guest artist CEO Tom Wei, who dressed as a rocker and sang and played his guitar. Among the truly spectacular acts were singing idols, kung fu fighting, and synchronized dancing. Which department won top prize? Why it was the sales department, of course!

I'm really a shy type of guy. People laugh when I say something, but I often don't know why they're laughing.

The departing sales people had seen the company grow quickly and had experienced much personal growth since coming to Argox. Their hope was for continued personal and career development, as well as for a better compensation package. On the other hand, while the company didn't want to see these people leave, perhaps there were sales candidates out there with an international perspective who could contribute advanced and creative ideas. Moreover, the compensation package offered still seemed fair and reasonable. This was the difference.

When the first two sales people left, they soon found better positions and compensation at other companies. Seeing this, the sales people who stayed also began looking for new jobs. A domino effect occurred and three other sales people left.

Argox management regretted to see these key people leave, since they had worked so closely together in the past. Yet, they were glad that the former employees could find better positions and career opportunities. The departing employees were a loss for the company, but their departure set the stage for a new sales team.

Within a short time, Argox enlisted new sales people and their qualifications were excellent. The new recruits were younger, more aggressive, innovative and hard-working, but most importantly, they soon were able to raise customer satisfaction. From the company's standpoint, the change of employees was clearly a positive development.

Argox learned that it must continue to provide an environment that supports individual growth. If the organization is not up to speed for the employees, they will leave. Room for growth and greater motivation is what encourages people to stay.

Today Argox has outstanding sales leaders who focus on developing a learning organization, where people learn from each other and spur one another's imagination through cooperation. Argox knows this is what creates job satisfaction and makes the company a great place to work.