Spike with my growth for twenty years
Release time:
2020-08-14
Peak Accompanied My Growth for 20 Years
■ Xu Junxiong
, a pharmaceutical sales company, has been working for 20 years. Recall the bits and pieces of the past, only to find that the original time can carry all the memories, like a video disc, clearly recorded those sour or sweet moments, scene by scene, slowly presented in the brain. Memories of the past, taste the past, evoke some deep in the heart of the aftertaste. In the year of
, I graduated from the health school and went to the society. I was lucky to join Jianfeng Group, the largest and most famous enterprise in Jinhua. After a period of internship in the group clinic, the company arranged me to work in the infirmary of the cable company. "No, I'm the only one in the infirmary." I felt scared, can I do it well? can I do it well? "if you can do it well, just do it with your heart. if you don't understand something, you should ask more questions and consult more." Tang Huamei, head of the group's medical office, encouraged me to say. Although I was not sure, I decided to try hard, because from then on, I had a formal job and didn't have to ask for money from my family to support myself. I was an adult. After arriving at the cable company, I was responsible for the health management of more than 200 people in the whole factory. in addition to working hard, I also used the weekend break to study with the teachers in Jinhua hospital of traditional Chinese medicine. My efforts were recognized by my colleagues and quickly integrated into this big family.
years passed quickly, and I set myself a "great" goal: to take root in Jinhua and buy a two-bedroom apartment of 60 square meters! But the problem is that this goal is difficult to achieve if you rely on the death salary of the infirmary. Just at the beginning of 2001 , Jianfeng Pharmaceutical recruited salesmen for the company, "more work, more pay, no ceiling". I thought for a long time and finally made up my mind to make a dash. Through interviews and training, I successfully became a medical representative of the new special drug company.
To be honest, at that time I could say nothing but youth and passion. Fortunately, newborn calves are not afraid of tigers. As long as they lock in their customers, no matter how high the other party's position is, they will visit them first. Of course, it was always not smooth at first. I was well prepared. Facing the serious face of the other party, I was so nervous that I wanted to leave immediately. At such times, I secretly warn myself to be calm and calm. I am here to recommend good products. I will be turned away in a big deal. If I can't, I will find another department. Someone will always recognize you. This is repeated over and over again, coupled with the guidance of senior brothers and sisters, I slowly grew up, more and more customers recognized me and liked me, and my performance began to show. In those years, I used to be the first in the whole team in terms of sales volume of single hospital products and the first in the whole team in terms of sales volume generated by full coverage of single hospital products. It's hard to run business in the wind and rain, and stay away from my family. Of course, it's hard, but in the constant efforts, I grow up and mature. My house is spacious, my wife is beautiful, my children are lovely, and my happiness index can be imagined.
One day in August, 2011 9 , the leader suddenly talked to me and said that he was going to let me be the assistant to the general manager of Jianfeng Pharmaceutical Sales Company, responsible for the terminal sales in Zhejiang region. The news came so suddenly that I had never learned management and was at a loss. Can I do it? Can I do it? After consulting in many ways and thinking for three days and three nights, I finally made a decision to return to the company to take office.
The new position has new responsibilities, and the change of roles means that the problem must be considered more comprehensively and pay more attention to the overall situation, and the interests of team members must be taken into account while creating performance and profits. Because I have been in the marketing front line for many years, I know the hard work and ideas of the salesmen, as well as their difficulties and hopes for the company. I can think of others in management and strive for a win-win situation between the enterprise and the individual. Over the past few years, the general environment has been beset with difficulties, and the unit price of drug sales has been falling all the way. However, our terminal sales have been able to increase at a 25% rate every year, from no profit in 2012 to turning losses into profits, to an estimated profit of more than 3 million yuan this year.
Over the past 20 years, inspired by the enterprise spirit of "unity and struggle, truth-seeking and innovation, determination to rise to the top, and eternal climbing to the top", I have grown up under the care and care of leaders at all levels of the peak, and have made continuous progress with the support and help of all colleagues. In addition to serving as the executive deputy general manager of the pharmaceutical sales company, I have also obtained a licensed pharmacist certificate and become a member of Zhejiang Pharmaceutical Association, through the self-study examination to obtain a bachelor's degree in business management, self-worth has been continuously realized. Over the past 20 years, I have witnessed the growth of the peak year by year and the continuous record of performance. I am very proud to think that these achievements also have their own modest strength, and I am happy to work in such a company.
I grew up in the peak. The peak is wonderful because of the efforts of our peak people. I naturally blend with the peak and cannot be separated. As a peak person, I will continue to self-study, self-improvement, self-improvement, conscientious, excellence to do their job. I believe that with the unremitting struggle of all our peak people, the peak will move towards a higher development dimension and stand at the peak of the industry.
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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