The chairman office is not a place for discussing rising tides, but for looking directly at the ocean ahead. While the market is noisy with trends, somewhere, decisions are made in silence. Proce’s choice not to follow trends isn’t a sign of conservatism, but rather the choice of those who understand the cost of losing direction. Trends offer a fleeting sense of victory, but they can easily erode a brand’s long-term resilience. In the chairman’s office, every choice carries responsibility for the future, for people, and for irreplaceable values. Staying one’s way from being swept away by the crowd is sometimes the loneliest decision, but it’s also the decision of those with the courage to go the distance.
1. Understanding “trends” correctly – A common misunderstanding
Many people are seriously confusing trends with sustainable values. This confusion has cost many individuals and businesses dearly. Trends, in essence, are simply what attracts attention from the majority for a short period. They are like waves on the sea: they rise quickly, spread rapidly, but also disappear just as quickly. Meanwhile, sustainable value lies in the ability to solve real problems and meet the real needs of people and the market over the long term. These two concepts are completely different, yet they are often used interchangeably.
Trends are usually created by the market, not by vision
An important point to understand: trends rarely stem from long-term strategic vision. Most trends are created by market chain reactions. When the crowd pays attention, consumes, and discusses, a trend is formed. The paradox is that those who follow trends are actually the slowest to react. They only act when the trend is already large enough for everyone to see. By then, the first-mover advantage is almost gone.
Trends often come with subtle psychological traps: the fear of being left behind, the fear of falling behind, the fear of not keeping up with the times. These fears cause many to hastily change their strategies, losing their identity, distancing themselves from core customers, and diminishing the value they’ve built. Understanding trends correctly isn’t about fighting them, but about taking a proactive approach, observing carefully, making intelligent choices, and only applying what truly aligns with long-term goals.
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2. Why didn’t Proce follow the trend of having an chairman office?
Proce is built on core values, not trends
At Proce, every strategic decision begins with fundamental yet crucial questions: Who are our customers really? What unresolved problems are they facing? And what are the values that, no matter how the market changes, cannot be compromised? By answering these three questions clearly and consistently, Proce is no longer swept away by short-term market fluctuations.
Trends may bring quick attention, but core values create lasting loyalty. Proce chooses to invest time in deeply understanding its customers, building sustainable solutions, and upholding its professional principles. This foundation has kept Proce from being swayed by fleeting trends. When the roots are strong, trends are merely a reference point, not a guiding principle. Proce doesn’t chase what’s “hot.” Instead, it steadfastly builds something truly meaningful. Because we believe that customer trust doesn’t come from flashy appearances, but from value created consistently and sustainably over time.
The trends in the chairman office change very quickly, but the system doesn’t
A market trend might explode in 3 months, last 6 months, and if lucky, even a year. But building an efficient operating system, a healthy corporate culture, and solid customer trust takes at least 5 to 10 years, or even longer. This is a truth many overlook when they are too preoccupied with chasing short-term trends.
Proce understands that systems are the backbone of a business. They define how the team works, how decisions are made, how customers are served, and how quality is maintained in all circumstances. If a fleeting trend disrupts the system, the cost will far outweigh the short-term benefits. Therefore, Proce chooses the more difficult path: building a robust system. Optimizing each link, nurturing the culture, and maintaining consistency in the customer experience. Trends may come and go, but a good system creates lasting value and sustainable adaptability in the face of change.
Following trends puts you in a game you can’t control
When you chase trends, you’re accepting a game where the rules aren’t in your hands. You depend on the platform, the algorithm, and the constantly changing tastes of the majority. Just one change in the algorithm, a tightening of the platform’s policies, or a shift in market sentiment, and all the advantages you thought you held could collapse in a very short time. This is a silent but dangerous type of risk. It doesn’t show up at first and is often only realized when the price paid has already been too high.
Proce chose a different path: mastering its own game. We focus on controlling the customer experience from start to finish. We control product and service quality, and we control brand direction down to the smallest detail. When you master these core elements, you are no longer swept along by the erratic rhythm of the market. Proce believes that leaders don’t need to follow others’ rules. Instead, we steadfastly build value, create our own standards, and attract the right customers. Because in the long term, control is the most sustainable competitive advantage.
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3. What did Proce do instead of following the trend of the chairman office?
Instead of chasing short-term trends, Proce proactively chooses a more rigorous but sustainable path – building its own standards. These standards are created to become benchmarks, recognized, repeated, and trusted over time. That’s why Proce doesn’t invest in “trend-setting,” but instead focuses its resources on core elements: genuine quality, standardized processes, and a consistent customer experience at every touchpoint. When these elements are strong enough, they naturally become the benchmark for the market, gaining recognition without fanfare.
Choose the right customers instead of trying to please the majority
Understanding trends correctly also means understanding that value doesn’t need the masses, but the right people. Trends always seek as many participants as possible, while sustainable value only needs to reach the right target audience. Proce doesn’t try to please everyone, doesn’t chase every aesthetic taste or fleeting expectation. Instead, Proce chooses to serve customers who understand value, are willing to partner long-term, and appreciate consistency over flashiness.
From then on, Proce embraced slow but steady growth. No media frenzy, no “quick rise, quick fall.” Proce’s growth is built on a foundation of trust, genuine experiences, and natural word-of-mouth from its customers. This isn’t the shortest path, but it’s the one that helps Proce stand firm when trends change. And it’s also the right perspective on trends that many are overlooking.
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Conclude
In the chairman office, trends were never seen as the enemy. But they were also not allowed to be the guiding force. Proce didn’t fight against market changes; he simply filtered them using a single criterion: whether the trend served the core values and long-term vision. When a trend forced a brand to compromise its identity, Proce was willing to stand aside. Because in leadership thinking, trends must adapt to strategy, not the other way around. The chairman’s office is not built for today, but for the next ten years. Trends can take you fast, but only values take you far. And Proce chose the harder, slower path, but one that was sustainable enough for long-term survival.
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PROCE – TOTAL LUXURY OFFICE SOLUTION
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