First time as a coach.
Release time:
2020-07-22
First time as coach
I am a basketball enthusiast. Due to shoulder injury, I cannot participate in the "Wan Tai Cup" Jinhua first 3vs3 community basketball match. However, the group gave me another important task-team leader and coach. To tell you the truth, this is the first time I have played this role, and I can't help but feel a little excited. How to lead the players to play a good game has become the most important thing for me.
is to study the competition system first. The 3vs3 basketball match is a half-court system, with 10 minutes of competition time, the first 8 minutes of non-stop watch and the second two minutes of non-stop watch. Points outside the three-point line are counted as 2 points, points inside the three-point line are counted as 1 points, and free throws are counted as 1 points. Whoever gets 12 points in 10 minutes wins. If 10 minutes does not reach 12 points, the one with more points wins. if the points are the same, overtime will be played. overtime will be played regardless of time, and the net win 2 points will win.
Then there is the selection of players. Considering the particularity of the half-time game, the long time, the fast pace of offensive and defensive conversion, and the intensity of the game will be very large, so the participating players must have good endurance, tall and strong stature. Before that, the group organized a team to play a friendly match, so I had a little understanding of everyone's characteristics, and finally selected Zhou Yi, Chen Xianjun, Lin Xu, Liu Yang and others to form a team to participate. Zhou Yi is tall and has long arms, good at rebounding, defending and long-range shooting. Chen Xianjun is thin and flexible, has good physical strength, and is good at defense and steals. Lin Xu is strong, stable in ball control, good at organization and attack. Liu Yang is tall and big, good at back attack and projection. This lineup can attack and defend well, which is more suitable for this competition system. In the draw of
group, we were in the same group as the power supply company, the hospital of traditional Chinese medicine, the second hospital and the SASAC. the top two of the group advanced to the top of 16 . Through understanding and analyzing the opponents in the group, and according to the characteristics of our players, I formulated the strategy of "Tian Ji horse racing"-when playing against the stronger team, try to maintain physical strength and not consume too much; the other three If the strength is relatively weak, you must try your best to win.
The day before the first match, Liu Yang had to go on a business trip, so I had to temporarily find Zong Yuexi, who was in the same department as him. Zong Yuexi is burly, accurate in projection, good in defense and rebounding, but the fly in the ointments is that he is not strong enough to play all the games, so it is just right to be a substitute.
In the first game of the group match, we played against the Chinese Medicine Hospital. The players and I rushed to the game site early to get familiar with the venue and warm up. The guard in the hospital of traditional Chinese medicine is thin, tall inside and strong in forward. I let Zhou yi, Lin Xu and Chen xianjun start the game. it is planned that Chen xianjun will follow the opponent's guard and press him to make mistakes. Zhou Yi and Lin Xu died to carry the inside line and make up for it in time. Let Zong Yuexi retain his physical strength and recuperate. But after the game started, the intensity was far beyond my imagination. I could feel the collision and huge consumption on the field on the sidelines. Fortunately, the players on the court were calm and calm, relying on amazing perseverance and endurance to catch up with 4 : 4 before the end of the regular time. During the timeout, I told everyone to implement the three-point tactic and make a quick decision to avoid a tug-of-war. In the end, they defeated their opponents with 6 : 4 .
In the next few games, according to the characteristics of the opponent's players, we reasonably arranged the players, formulated tactics, won three consecutive victories, and finally advanced to the top of 16 as the second place in the group.
In this competition, I can let each player give full play to his own characteristics and strengths. I am very satisfied with this result. Personally, there are also many gains. For example, being a team leader and coach has more to pay attention to than playing on the court. The players only need to play their own ball well on the court, but the coach should have a better overall view, understand the competition system and rules, understand the opponents and their own players, arrange troops and make corresponding countermeasures, and pay attention to every detail during the game. There is a saying that "the authorities are obsessed with the onlookers", and coaches should consider more comprehensively and far-reaching. And this way of thinking can also be applied to the work, understand the competitors and their own team members, understand the industry policy, improve work efficiency, can do a better job. (Shengda)
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
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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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