Should we focus on cultivating 'special forces' or build 'Qi Family Army'?---Internal training on Huawei's marketing system and key account sales winning skills

During the Jiajing period of the Ming Dynasty, Japanese invasions broke out along the southeast coast, which lasted for decades and stretched thousands of miles.In fact, the number of Japanese pirates from beginning to end was only a few thousand. Facing the 300,000 coastal defense troops of the Ming Dynasty, they were able to escape unscathed every time.Take the year 1555 AD as an example. 72 Japanese pirates lost their way after plundering and ran into the inland like headless flies. They were able to travel thousands of miles across the three provinces of Zhejiang, Anhui and Jiangsu for three months. They conquered cities and territories, and finally dared to attack Nanjing, the political center of the Ming Dynasty, by mistake. The Ming army dispatched absolutely superior troops to annihilate it, but the casualties they paid were as high as 3,000.Objective analysis shows that it is not that the Ming army's armaments were lax. The Japanese pirates themselves were backed by overseas arms dealers and were mainly samurai and ronin. From the quality of individual soldiers to weapons and equipment, they were obviously better than the Ming army. They also fought with small units, and their tactics were flexible and single-handed. From a military perspective, it's a bit like 'special forces'.Until the emergence of the 'Qi Jiajun', the Qi Jiajun seemed to be the 'natural enemy' of the Japanese pirates. Every battle would cause the Japanese pirates to pay a heavy price. Taking the large-scale Taizhou victory as an example, the battle loss ratio reached 1: 275, this is due to Qi Jiajun's unique 'Mandarin Duck Formation'. The formation is simple and has clear division of labor. It gives full play to everyone's strengths and concentrates everyone's advantages together.More importantly, the formation is highly replicable. Whether it is a small-scale battle or a large-scale battle, it can be switched at any time to face different enemy forces at any time.

It can be seen that no matter how strong your personal combat effectiveness is, when you face an orderly team, you will be unable to do what you want.Especially in the market of modern society, it seems that cultivating 'star salesmen' and 'sales champions' has become a thing of the past. It is a relatively single sales model that is more product-oriented, and it is more targeted at employees. The 'special forces' training model advocates individual abilities.With the promotion of Huawei's 'customer-centric' concept, more and more companies have begun to advocate a marketing approach that takes overall solutions as the core, focus on establishing and cultivating strategic customers for long-term cooperation, and begin to promote systematic, Process-based and project-driven sales focused on teamwork.Based on this background, Qingdao Zhonghong Heavy Machinery and Qingdao Tianhong Power jointly introduced Mr. Guo Song's 'Huawei Marketing System and Key Account Sales Winning Techniques' to learn from Huawei's current marketing system and marketing process to assist the company's development. .

This training lasted for two days in total. Management personnel, sales personnel and some core personnel from functional departments of CNC Machinery and Tianhong participated in this training.The lecturer, Mr. Guo Song, is a salesperson who has worked for Huawei for more than ten years. He has rich front-line experience. Not only does he have a thorough understanding of Huawei's entire system, but he also has many unique understandings of customers and the market. In addition, he is interspersed with various topics during the lecture. Many practical cases.

The entire training is centered around the 'customer-centric' principle, with Huawei's 'LTC' business process as the main line, and the core is to create more benefits for customers.From effectively exploring customer needs and managing sales leads, to customer relationship planning and management, and seizing sales opportunities, as well as how to effectively guide customers during the bidding process, effectively deliver value, how to face low-price competition, and Huawei's internal services The customer's 'iron triangle' organizational structure presents Huawei's entire marketing system to every student in a comprehensive, vivid and concrete manner.

Many key points in the training provide very effective solutions and thinking templates for some deficiencies in our current work, such as the 'iron triangle' of customer information collection and management, sales project progress management, and customer service. combat unit.

Mr. Ning and Mr. Su also made relevant summaries during the training. They hope that through this training, everyone will standardize, solidify and systematize some of our good things, resolutely implement them in place, and implement team operations, not just the previous 'special forces model' '.At the same time, we should reflect on ourselves and better balance organizational interests and personal interests in the process of creating benefits for customers.

The end of the training is only the first step. How to effectively use the essence of the training at work is the next more important task.Over the past two decades, we have trained many excellent salespeople and have many high-quality strategic customers. There are many excellent operational cases among them. However, from an overall perspective, these cases are relatively isolated.The reason why special operations cannot become mainstream on the battlefield is because of its non-replicability.It is true that every customer we face is different, but the successful cases are always similar. Facing the complex market environment and project process, we need to create our own 'Mandarin Duck Formation', and we need to find a A process and standard that is universal to a certain extent allows our team to work together to automatically trigger a mechanism while obtaining project information, so that each node in the process chain flows naturally, instead of relying solely on a certain one. An extremely capable individual.Only in this way can our business be continuously replicated, our service reputation can be relatively stable, and our business can grow rapidly.