On the afternoon of November 14, the final of the first sales staff skills competition sponsored by the companys trade union and hosted by the marketing department ended successfully at the headquarters. The competition, with the theme of "actual combat empowering sales", lasted for 2 hours and attracted 12 elite players from northeast, northwest, southwest and Jiangsu/Zhejiang teams to compete on the same stage. through the three modules of "sales knowledge test scenario simulation case actual combat", the professional quality and actual combat ability of sales personnel were comprehensively tested.
To promote learning by competition: three dimensions to witness the growth and transformation. The climax of the final scene was repeated. The contestants showed a solid theoretical foundation in the must-answer session, the contest of speed and passion was staged in the rush-to-answer session, and the case actual combat session pushed their professional ability to a new level. The "Sunrise Team in the Snow" in the Northeast Region won the crown with accurate market insight and efficient solutions, the Southwest Region won the runner-up, and the Northwest Region and Jiangsu and Zhejiang United teams ranked third. As Fu Zhishen, a member of the companys party committee, chairman of the trade union and deputy general manager, said in the pre-match mobilization, "The competition is not only a test of daily work, but also a refinement of practical ability. Not only to see the rapid growth of young people under pressure, but also to see the future of the companys sales team".
At the same time, the whole competition process fully confirmed the concept of "three seeing" put forward by the company leaders in the pre-competition mobilization: "seeing the gap". through horizontal comparison, the contestants found the differentiated effects brought by different dimensions of customer demand interpretation methods (technical standards/cost-effectiveness/service cases). "See the benchmark", the finalists in the technical explanation, demand grasp, scheme design and other aspects of innovation, it has set a learning benchmark for all sales staff. "Seeing growth", the preparation process promotes the players to systematically sort out successful experiences, sum up failure lessons, and realize the hidden leap of professional ability.
To promote the use of learning: to build a long-term development mechanism. "The game is not the end, but a new beginning of learning". The company will take this opportunity to establish a normalized learning mechanism: to carry out excellent case summary, to promote the sharing of practical experience throughout the company.
After the competition, the participating teams said one after another that "through the collision of thinking with other colleagues, they found their blind spots in the construction of sales channels, market expansion, and mining the needs of major customers, and this competition established a valuable learning coordinate system". This competition is an important measure for the company to deepen the construction of talent echelon. Through the mode of competition instead of training, the professionalism and cooperation consciousness of the sales team have been effectively improved. In the future, the company will continue to build a diversified competitive platform, build a learning sales team, help employees break through themselves in actual combat, and inject strong momentum into the high-quality development of the enterprise.