The dealer Lao Zhang was very troubled: the company received a considerable order the day before yesterday, but on this day, his salesmen shut down collectively. The driver could not find the driver in the internal office. The customer could not find the salesman. Later, he could only call the old one. Lao Zhang thought, the salesman was "anti".
When I went to work the next day, Lao Zhang organized a meeting of all the staff of the company and asked everyone why they shut down together. Some said "no attention, the phone has no electricity", and some said "do not want to pick up a friend's phone", in short, "have a reason." Lao Zhang didn't see any results in the discussion, but left a more trusting little king to talk after the meeting. Xiao Wang said that because Lao Zhang promised not to cash, the expenses were not reimbursed, and the overtime did not give wages, the salesmen clashed with emotions and found the truth of the retreat.
After upgrading from self-employed to having multiple employee companies, many dealers began to formulate rules and regulations. However, they often hang on the wall and cannot be executed. Later, they did not play the role of system management, but intensified the dealers and businesses. Contradictions between personnel.
Booking system, implementation is the key
Lao Zhang grew from a self-employed family to a total distribution of two brands. In order to better develop, Lao Zhang consulted the factory personnel and learned from the experience of the peers to improve the internal management system of the company, including warehousing and transportation, finance, internal logistics, and business. Operational systems, etc., and refine the management system of employees, such as the sales and vacation system, the duties of personnel, etc., and at the same time formulate the corporate development philosophy, business objectives, corporate development vision, etc., and hang these written systems in various offices. For guidance and execution. But it has not been implemented, so these management systems have always been furnishings, and business people are also dismissive.
In fact, the system is not implemented. One of the fundamental reasons is that the concept of the dealer has not changed. Although the personnel, the funds, and the network of the dealers have been enriched from the self-employed to the general dealers, the dealers have achieved a leap, but they are accustomed to personally. For the dealers, the internal management of the company is supervised by the system and is supervised by the system. This is tantamount to “capturing power†and inevitably leads to the system becoming a decoration. Therefore, in the transition period, dealers must let the company truly achieve institutionalized operation. The first is psychological barriers, dealing with the balance between individuals and institutions, weakening individuals and strengthening the system. The second is to close the family and avoid the problems of relatives and employees who are caused by family members, and have different penalties. The third is to be at ease. Once the company is managed by the system, the dealers can't deal with everything and control it by the system. However, many dealers are not at ease, but they are always involved, which can easily lead to a sense of crisis for employees.
Words must be fulfilled, fulfilling more than promises
Lao Zhang has promised employees in company meetings or in private, for example: 1. Those who have worked in the company for three years are given various insurances; 2. The company is developed, and the salary of business personnel increases according to a certain proportion. However, the above two regulations have been delayed, which seriously dampens the enthusiasm and creativity of the company's employees. Even Xiao Wang, who once worked for the company, has served the company of Lao Zhang for four years, and still did not purchase insurance. Xiao Wang raised an objection. Other new employees saw Xiao Wang’s today, and seemed to see their own tomorrow, they began to slack off and passively absenteeism.
Dealers in the transition period will have a crisis of trust in the development process. This kind of crisis is caused by a kind of “thinking inertia†of dealers. In the process of doing business, sometimes in order to promote cooperation, dealers often arbitrarily promise downstream customers, such as selling more goods and giving more support. But when the downstream customers really sell the goods well, the support can't be fulfilled. The dealers generally say, “The sales volume is big, the profits are naturally high. Isn't this better support for you?†The downstream customers got the profit. The return, so the previous commitment is no longer pursued. But this kind of random commitment is used in your own company, and the result is different, because the employees earn hard money, and it is natural to ask for a statement. This is also the root cause of the negative slack of employees. If the dealer only pays attention to the profit, there is no treatment for the operator who pays attention to the profit; only paying attention to personal preference and arbitrarily promise not to honor it, it will only bring serious damage to the development of the enterprise.
In order to improve the enthusiasm of the staff, Lao Zhang must make the fulfillment greater than the promise and let the employees get unexpected surprises. After the meeting, Lao Zhang also reissued the employee's salary in a private meeting. The shutdown incident was a hassle, but the staff could not find the strength of the past work. Lao Zhang was confused: the one given was given. Why are they not passionate before? Do you have to replace all of them? In fact, Lao Zhang can solve all problems as long as two points are done. First, the system starts from the reality of operation, and comes up with a viable system and resolutely implements it. Second, the redemption is greater than the promise, even if it is suffered at the time, it must be honored.
After editing: The collective shutdown of salesmen like Lao Zhang has occurred in many dealerships. More serious than this, the collective escape of business personnel has occurred frequently. In fact, this reflects the lack of ability of dealers in internal management. When doing business, the dealers are "good hands", but once the scale is formed, the company is formed, how to manage the people, is not good at the dealers, which requires the dealers to "complement the class", or ask some management People join the company.
Relying on the system has become a consensus, but in many dealerships, it has not been implemented. This reflects that the dealer's "boss" concept has not really changed. We often say that dealers need to transform, this transformation is not simply From wholesalers to general distribution to brand operators, a deeper level of transformation is “conceptual transformationâ€.
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