Tell us about our senior manager.
Release time:
2020-11-03
Tell me about our senior manager
, whose surname is Gao and whose name is Shangda. He is the deputy manager in charge of the marketing department of our Yunnan Jianfeng Cement Company and is also the big brother in the department. This "old" refers to age. He is the oldest one in the department, and the youngest is about 30 years old. The second refers to seniority. It has been 22 years since he entered the predecessor relay company of Yunnan Jianfeng in 1998 and became the first batch of salesmen. He has never left his marketing position. He sold cement from Liushun to Pu'er and Xishuangbanna to Myanmar and Laos.
No matter whether it is rainy or rainy, as long as you go to work, the senior manager is always the first one in the marketing department. As soon as he entered the office, the first thing he did was to turn on the computer, log in to the sales system to check the data, and review the daily market reports of the salesmen, so that he could clearly grasp the delivery information of each customer and even the changes in the whole market. this enables him to adjust his sales strategy in time and arrange his work in a targeted manner every day.
do sales, just stay in the office of course not. In our eyes, the senior manager is a "living map". along the 170-kilometer-long Silan highway, where there are new development plans and new construction sites to start. in recent years, there is almost nothing he does not know about the winning bidders and advance providers of pu'er village-to-village, expressway, railway and other projects. Some colleagues even said that there were fruit trees in every corner along Silan Highway, and the fruit was sour or sweet, which was clear to senior managers, not to mention the mixing station and developers in Pu 'er. When our salesmen encounter problems in communication with customers, he can always be keen to grasp the real intention of customers, and then "suit the remedy to the case".
When I was first transferred to the marketing department in 2014, Yunnan Jianfeng had just been put into production, with limited market share and few customer resources. Many small terminal customers could only barely write their names. Communication was often guarded. However, as long as the senior manager came out, people who were difficult to discuss would become "reasonable". Even those drivers who come to the factory to pull goods, almost no one does not know the "high teacher" who talks about the peak, because the high manager often chats with the drivers, from road conditions, vehicle conditions, freight rates, supply of goods to the parents. Over time, he knows as well as his family about many drivers. Over the years, our Yunnan peak in the southwest Yunnan market coverage, share has been among the best in the peer, high manager contributed.
As the head of the department, the senior manager is very strict with us. He requires the salesperson's mobile phone to be turned on 24 hours a day on . As long as the customer needs it, even on holidays, he must respond immediately. He has strict requirements on the salesperson's personal dress and hygiene, saying that the salesperson represents the company's image and must have the spirit. He asked the billing staff to keep smiling at work, not to argue with customers and drivers for any reason, and to be patient, problems that cannot be solved by oneself should be reported to the leaders in time. He does not allow our report data to deviate even if there are 0.01 deviations. If there are data changes, he must be able to tell the reasons. He attaches great importance to the improvement of the overall ability of the team and requires us not to give up any learning opportunity as long as it does not affect our work. All kinds of training organized by the company must be attended. He often forwards to us articles on cement, marketing, finance and other related knowledge on the Internet, so that everyone can understand and learn together. As long as he can spare time, he will take the salesman to the market, I have accumulated over the years of interpersonal communication, customer development, service experience, hand-in-hand to teach young people. Of course, when communicating with customers and drivers, he will often help us "speak well" and let them understand the difficulties of marketers and billing staff.
Senior Manager is our predecessor and teacher at work, and he is like a broad and wise brother in life, who loves us well. He will go to our department staff when they are ill and hospitalized. He is also very concerned about the big and difficult problems in the staff's home. When my son was born that year, he was the first to visit besides my family. The family of a colleague died of illness the year before last, and he went to pay his respects as soon as he heard about it. Whether it is a business trip or a vacation, he will never forget to bring some special products back to share with us. If he tells him something disturbing, he often can let us know and find the best solution in three or two sentences. Perhaps because of years of professional habits, he is particularly sensitive to changes in all kinds of information in society and knows a lot of things. For example, where the house is cost-effective, which doctor is good at treating what kind of diseases, where the things sold are more affordable and durable, which corner can find the most authentic snacks, which road can reach the destination fastest, and even the functions of the strange APP on the mobile phone, he knows better than our younger generation.
However, although the high manager has seen more and understood more, his life is very simple. He pays great attention to image. He always dresses neatly and appropriately, but he seldom buys new clothes. We have been with him for a long time and can recognize him when we see his clothes from a distance. The wardrobe in his dormitory was bought when he was married and is still in use. Because of his work, he often has social parties, but the big pot of rice in the canteen is still very delicious, and he eats clean every time.
Our senior manager is such a person. (Shang Yongzhen)
More information
Recently, it was learned from the competent department that the "ERP/MES full-process informatization" project of Jianfeng Pharmaceutical Company has been included in the list of key projects of "integration of industrialization and industrialization" in Jinhua City, and has now entered the publicity period. In order to speed up the in-depth integration of informatization and industrialization, according to the evaluation criteria in Jinhua City's "Several Opinions on Accelerating Informatization Construction" and "Jinhua City Informatization and Industrialization Integration Key Project Management Measures", 148 projects were included in 2017 Jinhua City's "Integration of Industrialization and Industrialization" key projects. The "ERP/MES Full Process Informatization" project of Jianfeng Pharmaceutical Co., Ltd. was finally included in the list after being recommended, material reviewed and expert reviewed by Jinhua Economic and Information Committee. The ERP-level subsystems of ERP/MES full-process informatization project include sales system, procurement system, MRP system, GMPQbD system, connecting UFIDA financial software and HR system. MES-level subsystems include industrial data acquisition and monitoring system, GAMP/MES system, eBPR (electronic batch production record system), cGMP quality assurance system, QC/eBTR(QC process and electronic batch inspection record system), LIMS system, etc. After the construction is completed, the visualization of drug production process and the collection and integration of industrial data will be realized. Realize the electronization of drug production process parameters, electronic batch production and inspection records; the realization of big data integration of industrial data and information will also be in line with the regulatory concept of GMP data integrity and quality traceability to the greatest extent. The establishment of a unified enterprise information platform will eliminate information islands and realize data one.
2020
07-31
The company's first-half profit record high
According to the 15th meeting of the ninth board of directors of the company on August 25, in the first half of 2017, the company achieved a net profit of 240.5357 million yuan, the highest level in half a year's history. In the first half of 2017, the company focused on the general work policy of "grasping trends, precise development, strengthening management, and improving efficiency", grasping the opportunities brought by economic structure optimization and industrial upgrading, strengthening lean production and management improvement internally, and actively exploring externally Develop new opportunities and continue to promote the "three reductions and three improvements" work. Through the joint efforts of all employees of the company, the best semi-annual performance in history has been achieved. As of the end of June 2017, the company's total assets were 4.226 billion yuan and net assets were 2.511 billion yuan; the company achieved total operating income of 1,305.9327 million yuan, an increase of 18.42 percent over the same period last year, and net profit attributable to owners of the parent company was 240.5357 million yuan, an increase of 132.11 percent over the same period last year. Earnings per share are 0.7 yuan. In the second half of the year, the company will continue to focus on the annual business plan, carry out in-depth work of "three reductions and three improvements", further do a good job in internal control, prevent business risks, and further do a good job in safety and environmental protection. we will further develop and improve the complementary relatively diversified main business structure and constantly enhance the company's core competitiveness. The 15th meeting of the 9th board of directors held on August 25 was presided over by Jiang Xiaomeng, chairman of the group company. Four proposals and reports including the 2017 semi annual report and the proposal on the change of the company's accounting policy were deliberated and passed. on the same day, the 12th meeting of the eighth board of supervisors was held,
2020
07-31
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-30
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-31
Spike Pharmaceuticals set out to explore a new sales model
Agency and Terminal Link Production and Chain Cooperation Spike Pharmaceuticals to Explore New Sales Models From August 16 to 21, the 2017 China Pharmaceutical Retail Industry Information Conference (hereinafter referred to as "Xipu Conference") with the theme of "Building a Blueprint-Market Awakening Focusing on Demand" was held in Boao, Hainan. Huang Jinlong, deputy general manager of the group company and general manager of the pharmaceutical company, and relevant leaders of Spike Health, pharmaceutical sales company and Spike Pharma pharmacy were invited to attend the event, to create a new sales model "road". This year coincides with the 10th anniversary of the Western Conference. More than 1200 mainstream chain pharmacies, more than 800 brand pharmaceutical industries, more than 100 cross-border affiliated institutions, more than 130 top domestic and foreign capital institutions, more than 60 representatives of authoritative media, and authoritative experts in the industry, with nearly 4000 people gathered in Boao. The meeting combed the context of the pharmaceutical retail industry in the past ten years, discussed the development of the industry in the new decade, and built a new blueprint for the industry. During the meeting, Huang Jinlong led the peak participants to have in-depth exchanges with the organizers of the conference and industry experts on issues such as the impact of national policies such as the brand strategy of enterprises, the role of brand enterprises in the industry, medical reform, prescription outflow, etc. on the original sales mode of pharmaceutical enterprises. He also had extensive contact with pharmaceutical counterparts and terminal chains, listened to front-line sales experience, collected relevant information on terminal chains, and collected market trends of the top 100 chains. In the past ten years, the scale of drug retail sales in China has increased from 143 billion yuan to 337.7 billion yuan, and the chain rate has increased from 35.3 percent to 49.4 percent.
2020
07-31
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-31
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