Everyone knows that practitioners are crucial to enterprises. Someone told the author that as an industry develops to a more mature stage, the importance of two departments will become more and more prominent, one is the marketing department and the other is the human resources department. However, there is a strange phenomenon in the construction and ceramics industry. Everyone turns a blind eye to the more obvious things. After everyone has argued about the role of the marketing department and rectified its name, the author would like to make a weak voice for talent management. Welcome to Paizhuan.
Terminal practitioners cannot be "the 28-year rule"
In fact, everyone knows that the entry threshold and personnel stability in the construction and ceramics industry are not very high. When chatting with Liu Han, director of the General Corporate Image Construction Center, the author also mentioned Now comes the question for practitioners. Liu Han believes that the growth process of a talent in the workplace can be divided into four stages: first, being capable and willing to work seriously; second, being able to do well and being able to complete tasks; third, being able to do well and being able to complete the work independently , and the quality is high; the fourth is to teach others to do things, and have leadership and guidance skills.
Usually when companies recruit people, they prefer people in the second and fourth stages. The reason is that compared with those in the first stage, people in the second stage do not need entry training, and have greater room for improvement and greater plasticity. At the same time, the salary is not too high. Companies need this type of people. Quantity is more important than quality; and the value of people in the fourth stage is that they can serve as managers and at the same time drive people in the second stage to improve their capabilities. Enterprises need this type of people for quality rather than quantity. Based on maximizing the investment-output ratio in terms of personnel, the composition of talents may appear in a pyramid shape. In the end, it is difficult to escape the "80/20 rule" when doing things: 80% of people can only do 20% of the things, and 20% of the people can only do 20% of the things. People do 80% of the work.
If you are in a huge team system, this pyramid-shaped personnel composition seems reasonable, but in the current market environment of channel fission, the " The disadvantages of the "28/20 rule" are very obvious at the terminal. The author once visited a dealer of a ceramic tile brand. He had a team of nearly 10 people. Only the boss himself and one of the salesmen could bring sales to the store. The rest of the staff did not give full play to their abilities.value. This situation is not uncommon in terminals, so we often hear dealers say that it is difficult to develop channels and sales are not high.
Faced with this market environment of channel fission, responding to the ever-changing market by remaining unchanged is bound to be the last resort. If you want to gain a foothold in the storm, you should get rid of the "28-20 rule" and reserve and cultivate all-round talents.
For example, Nanjing General Ceramics adopts a "one order and follow-up" mechanism, from attracting customers to retaining customers, to pre-sales and after-sales services (room measurement, design, return and replenishment), all fall into the responsibility of one person, in this way to encourage employees to improve themselves and develop into all-round talents; the shopping guide of Suzhou Jianyi Marble Tiles told the author that in their team, the shopping guide is Sales and sales are shopping guides; another example is Suzhou Xinzhongyuan Ceramics. Basically every shopping guide will explore and maintain the channel resources of some home decoration companies and designers. Therefore, the functional division of labor has been weakened at the terminal, which is also to better adapt to market changes; on the other hand, manufacturers are still discussing whether to cut off the marketing department or the sales department.
When the author interviewed Professor Zhang Nianchao, Managing Director of Tongli Marble Tile, he mentioned a point: What is needed in an efficient team is not a group of watchdogs, but It is necessary to have the ecological balance of the "drama triangle" of wolves, dogs, and sheep at the same time. Among them, the wolf plays the role of a whipper, has a certain degree of aggression, pursues perfection, is critical, and helps people with low abilities grow; the dog plays the role of a stability maintainer, has high loyalty to leaders or companies, and takes care of everything. The overall situation can maintain the cohesion of the team; while the sheep is a submissive person and is at a disadvantage in the team. It will implement decisions unconditionally because of the existence of the "wolf", which can realize value in the process of completing tasks to the best of its ability.
New markets need new talents
A week ago, Professor Zhang Nianchao published an article on the WeChat public account of China Ceramics Network, titled "Post-80s CEOs are real, new decision-makers adapt to new markets". Mentioned to learn newconsumption and meet new needs, then the new generation of decision-makers will be more adaptable. This type of decision-maker is good at grasping the most critical points in development, adopting appropriate changes and innovations, and smoothing the path for team progress.
The author also found during the terminal market research process that there are several brands that are doing well in various places, such as Marco Polo, Dongpeng, Owen Lai, Nobel, etc. , the age group of traders is between 30-40 years old (post-90s-post-80s). In fact, the theory of "new markets need new people" should be expressed in a more rigorous way: new markets need talents with new thinking, the ability to adapt, and the courage to innovate. So we can often see a lot of shining points in those young traders.
As mentioned above, the "80/20 rule" exists for terminal personnel. Most of them are based on the traditional business model of traditional dealers. Under the new generation of managers, few There are similar issues. As the team develops, a series of problems will inevitably arise. Among these problems, some are important and some are minor. After all, human energy is limited. Managers are thorough and hands-on in everything. On the one hand, it will affect the enthusiasm of subordinates for work, and on the other hand, it will also affect the managers' thinking on major issues.
The author found that those young traders all have a common characteristic, that is, when leading the team, they will first distinguish between the key and the secondary according to the goals, and focus on the relevant matters. Handle the core points of the overall team development situation well.
What is effective terminal team building
Having said so much, whether it is abandoning the "80/20 rule", building a "wolf, dog, sheep ecosystem", or appointing a new generation as traders, Regarding the establishment of terminal teams, most dealers themselves do not have a clear organization, and they wait for the headquarters to provide help.
At present, there are still some construction and ceramics companies that feel that the market prospects will be good if the products are good, and terminal operations will be good if the subsidy policy is in place. But in fact, what dealers need is a complete set of profitsModel, not a single point. In addition to products and policies, brand positioning and team building are crucial. It is obvious that dealers operated by companies have seized most of the high-quality resources in the terminal market.
The remaining dealers who want to transform have actually missed the best opportunity. For example, if a mom-and-pop store wants to build a high-end brand, use channels, and expand its operations, it needs a more professional team, such as those who run the community, develop designer channels, salesmen, shopping guides, after-sales personnel, etc. At this time, the biggest problem they will face in their transformation is recruiting people. It’s not that they can’t recruit people, but they can’t recruit talents.
In 2019, facing the "winter" of the industry with channel fission and intensified reshuffle, it is impossible to survive by relying on it. We can only actively seek changes and breakthroughs. Since the establishment of business schools, many companies have provided a series of support and assistance from personnel training to channel development in order to enable dealers to develop better and faster, and create a stable profit model for terminals.
▲Guiyang General Ceramic Cadre Training
As far as the author understands, Jiangjun Enterprise is led by Jiangjun Business School and fully implements the ice-breaking development strategy of "talent training, assistance and terminal empowerment". Since this year, it has accurately delivered a large amount of high-quality knowledge, resources and talents to dealers in dozens of regions across the country.
Empowering terminals is not just a slogan. The creation of terminal market teams and the cultivation of talents determine whether dealers can establish themselves in a local area for a long time. When I thought about the seemingly simple question, I was surprised to realize that there is a lot of knowledge in it. Of course, the above are only personal opinions. If you have better insights or different opinions, please feel free to discuss them in the message area below the article.
