【About Liangshi Guangdong Liangshi Industrial Materials Co., Ltd. was established in 2010, located in yingde city, Qingyuan, Guangdong, covering an area of 20,000 square meters. Mainly focus on the research and development, production and sales of industrial additives such as pulp and paper additives, adhesive additives and coating additives, and provide solutions for fine chemical products for paper enterprises. 】
At the beginning of the company's establishment, Zhou was always a shareholder of the company and did not participate in specific business management. In 2013, he began to take over the company's financial and sales work, and from 2016 to now, he was responsible for the operation of the whole company. In just a few years, the company's business has increased from 450 million to 120 million per year, and the sales staff has increased by more than 1.5 times.
General Manager of Guangdong Liangshi Industrial Materials Co., Ltd. Zhou mingxing
Mr. Zhou has the outstanding advantages of ISTJ style. He stresses planning and route in everything. Since he took over the enterprise, he has been in no hurry and accurate positioning. If we say what is the principle and route of Liangshi, we can sum up eight words from Mr. Zhou's sharing: focusing on the market and laying out in advance.
——Concentrate on solving the company's main contradictions——
Around 2017, Mr. Zhou judged that the next three to five years will be the fastest growing years in the company's history, starting from 19 years, and it is necessary to lay out the sales team in advance.
How did this judgment come about?
Because Liangshi Company is a very small market segment in the chemical industry, for this industry, products and sales are two cores. In 17 years, the product construction in the direction of the company's main channel was basically completed by 80% to 90%, while the previous sales market was mainly concentrated in the south. In the eyes of General Manager Zhou, you can see a lot of gaps and opportunities. Based on this, Liangshi has continuously deployed sales staff in unfamiliar markets across the country.
Last year and this year, the sales team of Liangshi increased by 50%, and will continue to increase in the future. President Zhou said:Because the growth of enterprises is supported by the right people and the right team.
Different customers, different markets. The demand for people must be different. What are the characteristics of this customer and market? What exactly do they need?
Liangshi clearly divides the sales team into four levels: sales director and above, regional manager, sales staff and on-site service personnel according to the way of selecting people by market and positions.
Some customers have very high requirements for service, some have very high requirements for technology, some customers are relationship-oriented, and people's needs are different. According to different markets, different customers' cultures and characteristics, match the corresponding teams.
At the same time, after setting up the position of regional manager, we should also think about what kind of person the boss's personality needs to match. Because we have to face many large customers with turnover of tens of billions or tens of billions, we need to rely on teamwork to complete the service. A salesperson with a very strong pioneering ability can give him a service person with a strong ability to cooperate with details and match each other.
When asked about the job responsibilities of Liangshi sales team, Mr. Zhou spoke very clearly and fluently, which was obviously the result of careful summary and refinement.
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Responsibilities of Liangshi sales team at all levels
The first is the sales director and above, and the core work at this level is:
1. Plan the business direction according to the company's objectives.
2. Build a broadband salary and grade system for the sales team.
3, according to the development of the company's business, put forward the personnel demand.
4. Play a leading role for major customers and projects.
The second floor is the regional manager.
1. Maintain existing customers, and find business opportunities and expand business volume among existing customers.
2. Have the ability to explore medium-sized customers.
3. Have the ability to lead a team.
The third layer is the sales staff.
1. Sales staff should be familiar with customers' production situation, collect customers' needs and competitors' information, and play the role of eyes and ears of the company.
2. Have certain commercial sensitivity and be able to mobilize the company's resources.
The fourth floor is the field service personnel.
Require honesty, carefulness and strong execution. Their main job is to guide and maintain the operation of field equipment, and to cooperate with sales to understand the specific needs of customers.
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In two years, the general framework of the sales team has been set up, and General Manager Zhou focused on the development contradiction of the company in the next stage and began to put the R&D team upgrade on the agenda.
Mr. Zhou judged that the rapid development of this industry is due to the trend that domestic products replace foreign brands. It is equivalent to us gradually reaching the same starting line with others. What should we do at this time? In the past, I was chasing others, and the standards could be seen. There was no standard in the next step.
The next difficulty and direction before the R&D team is that the products in the main channel should be differentiated in performance and have advantages in cost. This requires R&D personnel to improve their product positioning and innovation ability.
The market is the direction of the product. Mr. Zhou saw that the future market may be a short board for the R&D team, and he has begun to lay out candidates through multiple channels, and the number of planned people has increased by 20%.
It seems that the complicated work is always very organized in the eyes of General Manager Zhou: all my ideas come from what I think is the main contradiction of the company, which urges me to think and change.
The construction of a product, the first is a better cost-effective advantage, and the second is to build a suitable sales team to do these two things well. I think it is a matter of time to grow up. In half a year, one year or two years, we will definitely see results.
——I am the biggest personnel manager in the company——
Different from other companies, Liangshi's sales and R&D personnel are all recruited by headhunters. Because they are in a relatively subdivided field and have high requirements for professionalism and experience, it is difficult to find them through extensive recruitment. On the contrary, headhunters and referrals from existing teams are the most important ways.
The important positions of the company, including sales, R&D and middle management, were all recruited by General Manager Zhou himself. When asked about this, General Manager Zhou said, "I am the biggest personnel manager in our company." Selecting people is one of the most important things he thinks.
Review the development process of the company and reflect on what is supporting the company's development? Where are other enterprises worth learning from? Mr. Zhou believes that the reason why Liangshi can develop is that the products are constantly being developed and the team is constantly growing, all of which are related to people.In fact, some important people are supporting the development of the whole company.
Since coming into contact with C8 in 2015, Liangshi has started the road of clear employment. In the past, when recruiting salespeople, I felt very good in the interview, but I was disappointed when I really entered the company, and the final result did not meet my expectations.
With the reference of C8 data, the error rate caused by sensory recruitment will be reduced a lot, and leaders will have more ways to choose people. Therefore, for the recruitment of core employees, all C8 systems will be used for initial screening.
This refined recruitment model drives leaders to think deeply about what job requirements are. What are people's personality characteristics? What is the matching degree with the job requirements? Make the risk of employing people relatively controllable.
President Zhou said: "C8HR has helped us the most in selecting people. We have been cooperating with C8 for several years, which has really solved the problem of our previous slapping our heads in selecting people.
Our main backbone has gone to study C8, so that everyone's information and knowledge are in the same dimension, and everyone's communication will be more common. "
If we have to choose the most important one from the four strategies of breeding, use and retention, Mr. Zhou thinks it is "selection" Just like cooking, if the raw materials are not good, the dishes will not be cooked well, and the idea of cultivating, using and staying after selecting the right person will become simple.
Take high-level team building as an example. The core of team building in the whole company is actually high-level team building. With the development of the company, there are more and more important sectors, and the top team should have a better division of labor and focus on different sectors, so as to support the enterprise to develop in the next stage.
The boss often feels tired, because many things need to be thought and handled by himself. The team can find problems, but can't propose solutions.
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Example，Jean Zhou, the vice president of sales who joined the company the year before last, will have a deep overall meeting.
People are different, and their thinking level and problem-solving ability are completely different. Different from the mediocre manager, he can not only see many problems, but also propose better solutions, and his ideas are high, which makes Mr. Zhou feel very similar.
His joining has made it much easier for President Zhou, and he can hand over some things slowly, so that he will have more energy to do other things that are more important to the company.
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——Let the system manage, not someone——
Mr. Zhou predicted that in the next few years, the company will enter a new era of rapid development, with a sharp increase in the number of teams and greatly increased management difficulty. Under the condition of imperfect mechanism, relying entirely on human management is like screwing a screw with your bare hands, and it may hurt yourself. Therefore, it is necessary to reduce human management and play the most important role through the mechanism.
In the next layout, Mr. Zhou will build a hierarchical mechanism around how to achieve fairness.
They are all salespeople, their abilities are different, their results are different, so their salaries are definitely different. What is the standard for division? What is his ascending passage like? Based on these considerations, it is necessary to establish a reasonable matching system.
"Next, a differentiation system will be established in important positions of the company. For example, regional manager positions will be divided into three levels, and the qualifications and achievement requirements of each level will be different, and the corresponding salary range will be different."
It is divided into three modules:
The first module is the matching of qualification and broadband salary. Because the qualifications are graded, the same post has different grades and matches different salaries.
The second module is the reward and punishment mechanism. We try our best to divide the region into small profit units through some data-such as the independent accounting that the sales section has done now. We have a sense of management and the salary is related to the small unit he is responsible for.
The third module is the elimination mechanism for important positions.
The purpose of establishing this mechanism is:
First, clear the position of the individual at this stage and why it is defined at this level;
Second, know your future development direction;
Third, rewards and punishments are moderate, and they can go up and down.
Rewards and punishments must be formulated according to the actual situation. In an enterprise, the qualifications of old employees are better established because there are data to rely on. For example, the regional manager, his sales hierarchy can be linked to sales.
However, there is no new area. When an enterprise enters a new market, it may have been losing money in the past few years. It is impossible to use the division mechanism of mature areas. At the beginning, it may adopt the new and old parallel model and gradually unify.
In fact, the most important thing for most employees is salary. What they want is fairness. There is no reasonable gap in salary. Those who do more well will leave, causing bad money to drive out good money.
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Mr. Zhou shared: Future differentiation is the core for SMEs to survive. If you do a good job in product positioning, you will basically know who you want to sell it to, how to sell it, the company's profit and so on. Look at the product development direction clearly, and all other resources will surge in this direction, so that there will be no error in the layout of talents.
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Congratulations to Guangdong Liangshi Industrial Materials Co., Ltd.Won the "C8HR2019 Pioneer Employer Award"
