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Release time:
2020-08-14
■ Speaker: Pharmaceutical Sales Company Xu Yuting
Dear Relatives, Hello!
My name is not nervous, everyone smiles, and I am really not nervous!
I come from far away Qinghai. I am an employee of Jianfeng Pharmaceutical. My name is Xu Yuting. I am honored to be able to stand on this stage today and share my experience with you and talk about my feelings.
I joined Jianfeng Group after graduating from university, and it has been ten years now. In the past ten years, what left me the deepest feeling was one word-home! Home warmth, home tolerance! Because of this home, let my life become full and happy; Because of this home, let me work can be handy; Because of this home, let me know to cherish care!
At every stage of life, "home" will have a different meaning and understanding for us. When I was an ignorant teenager, "home" was the cradle of my growth and a warm harbor; "home" was a feeling of happiness, a place where I couldn't help but miss and miss! With the growth of age and the understanding of the outside world, and now I, home, is a responsibility, a responsibility, but also the mission of each of our family members!
Remembering that when I graduated from Senior high school, I filled in the northeast school because of my willfulness and because I wanted to leave home and soar in the outside world. Near the beginning of school, I happily carried my luggage and took a train for nearly 40 hours, crossing half of China and reporting to Shenyang in the far northeast. But a week later, the freshness of the past, began to regret, think of all the good at home. Is the teacher, is the classmate, is the dormitory sister, let me slowly adapt to the university life, let me understand a class is also a big family, the teacher is equivalent to our parents, the classmate is equivalent to our brothers and sisters, we are together to learn, grow, progress, every step of the growth process has their company, every sweet and bitter behind their shadow.
Later, I graduated from university and looked for a job, because I firmly believed that I could break into a world, rejected the favorable conditions of my father's unit, and once again set foot on the train to the south, and arrived in this environment where I lived. Came to this big family-Jianfeng Group!
came to the peak, strange environment, strange colleagues, all made me feel confused just out of the ivory tower; The Jinhua dialect of the teachers when communicating made me feel at a loss when I couldn't understand a word! But soon, I found that the peak is an inclusive family, which is full of talents. By my side, there are many colleagues who come from all over the world like me, growing up and integrating into this big family!
After reporting for work, I was assigned to Jiangnan Pharmaceutical Factory for rotation. In half a year, I visited every workshop and production line of Jiangnan Factory, got to know every pharmaceutical equipment on the production line, understood the main points of work of each post, and got to know the family members of Jiangnan Pharmaceutical Factory. Although the masters took care of my foreign sister and tried to speak Mandarin as much as possible, I learned a few words of Jinhua dialect before I knew it, "Kill your brother?" (What is it) "Cross the horse." (Walking slowly)
The first six months were the best baptism for my mentality. They washed away my impetuous mood when I just graduated, washed away my ambition and ambition, let me know the extraordinary of ordinary posts, and let me know these ordinary family members around me, who treat every process of drug production seriously and rigorously. Later, I was assigned to the central laboratory to be responsible for the high-performance liquid phase inspection of drugs. Every batch of drugs produced by Jianfeng Pharmaceutical can only be sold to all parts of the country after passing the inspection from me. This job makes me extremely proud. It also makes me deeply responsible, because I know that our quality inspection personnel are the last line of defense for the qualified products of Jianfeng Pharmaceutical! In the days that followed, I worked in the product development department and the peak health marketing department. Now I have been transferred back to peak pharmaceutical and become a pharmaceutical salesperson. It is precisely because of this kind of work experience that whenever I negotiate with customers, when it comes to peak medicine and peak products, I always say confidently-quality is life, and the product quality of peak medicine threatens good! Because I believe in myself and my family!
Ten years ago, I was a high-spirited college student and a little girl who dreamed of flying. In ten years, I fell in love with marriage, got married and became the mother of a six-year-old child. Ten years later, I am still a peak person full of expectation and continuous progress.
Every step of my decade has been closely related to the big family of spikes. I have always been strict with myself. No matter which position I am in, I must complete the work with high standards, make the standard a habit, make the habit conform to the standard, and strive to be a good employee of the big family. I love this big family, I love every member of this big family, I am proud of being in this big family, and I want to make this big family proud of my existence!
This year is the 50th anniversary of the start-up of peak 60# and the 52nd anniversary of the establishment of peak pharmaceutical 20#. Looking back on the past, I would like to thank peak for providing me with the soil for living and the environment for me to grow and exercise. Looking forward to the future, I will join hands with my family to create a better tomorrow!
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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