Savage growth and flying against the wind - Interview with He Dayou, chairman of Jiangxi Dayufeng Construction Machinery Co., Ltd

Compared with those "airborne soldiers" with a lot of provenance, he had no qualifications and no background when he first joined the company, but he completed a gorgeous turn from an ordinary marketing representative to the chairman of an agency in just a few years; Compared with many old qualifications that have opened up mountains and split the ground, he has not been with Sany for a long time, but he has led the team to counterattack, from the bottom of the ranking to a 5A-level quality agent of Sany Pumping. He is He Dayou, chairman of Jiangxi Dayufeng Construction Machinery Co., Ltd., a low-key and introverted, silent "marketing master" who does not feel like a marketer.

Flying against the wind and leading the team to achieve a beautiful counterattack

In 2011, Sany began to plan the restructuring of pumping agents, and after multiple rounds of candidates and inspections from the headquarters, He Dayou was appointed to Jiangxi to be responsible for the pumping market.

From a regional manager to the chairman of the agency all of a sudden, before he had time to be happy, He Dayou felt the pressure of the former ** as soon as he arrived in Jiangxi. "Jiangxi's market share ranks last in the country, and I have changed coaches three times before me, and I was actually fully prepared when I came, but after losing several big orders in a row, I knew that this would be a test of *5655 in my life."

He Dayou began to sink his heart to do basic work, he knew that as a chairman, if he wanted to reverse the market, it was not enough to just sit in the office listening to reports and do commands, he must personally go down to understand the market, understand customers, and understand the thoughts of front-line marketers. In 2012, he spent a whole year visiting more than 100 large mixing plants in various cities in Jiangxi to visit customers, more than 60% of whom were customers of competitive partners. He has 20 days a month to run the market outside, and the remaining 10 days are in the office to deal with work, and the reporter asked him: "Then when will you rest?" "When I am on the road and waiting for customers, it is my time to rest." He Dayou's overloaded visits laid a solid foundation for sales work and began to gradually take effect, with more and more customers coming to his office and calling him more and more, and these people were converted into Sany customers.

Visiting customers is not enough, and low market share over the years has also demoralized marketers. So in the days when he went down to the prefecture-level city, He Dayou ran the mixing station during the day, and went to the office to chat with the marketing representative at night. At this time, he is no longer a chairman, but as an old marketing representative to share his experience and methods with everyone, and at the same time understand what marketers are thinking. Seeing that the chairman personally came down to cheer him up, the morale of the marketing staff increased greatly, and He Dayou also grasped the backbone marketing representatives through heart-to-heart talks, and he had a confidence in who was suitable for taking on heavy responsibilities.

Transform customers, boost morale, a point of hard work, a point of harvest, after He Dayou went to the front line for a whole year, the market share of the Jiangxi team has gradually risen year after year, in 2013, Jiangxi Dayufeng won the honor of "*5654 Sales Task Completion Award" in one fell swoop, to achieve the * beauty counterattack.

Steadily defend the country and make Jiangxi a first-class market

He foresaw that the benign operation of a company is not enough to have sales, but also to control overdue and control risks. Therefore, while the market share of the product continued to rise in 2013, He Dayou did not sell like crazy, but retained his bottom line: if any product has not paid the down payment and completed the mortgage procedures, it cannot be picked up. Although this approach had a certain impact on sales at that time, it provided a layer of insurance for the recovery of later payments, which became the key to the company's later development of a virtuous circle.

Employees of Jiangxi Dayufeng know that for overdue payments, the chairman has a "10 days, 3 days" monitoring model: when the overdue node counts down to 10 days, He Dayou will ask every creditor manager to put pressure on them, and must keep an eye on every overdue customer to ensure that they repay on time; When there are only 3 days left in the overdue node, He Dayou will personally serve as a debt manager, communicate directly with the corresponding marketing representatives, call overdue customers himself, and even personally come to collect payments. Under this strict risk control system, Jiangxi Dayufeng's creditor's rights work has achieved remarkable results, ranking agent debt management *5656 for two consecutive years.

As the national economy enters the new normal, the construction machinery industry is facing a severe test, how to stabilize the fundamentals, how to tap the aftermarket, how to develop new business, is a major issue for the survival and development of enterprises. Under the guidance of the policy of Sany Heavy Industry's transformation and upgrading, especially under the guidance and encouragement of Mr. Zhou Wanchun, the supervising leader, He Dayou began to actively and boldly transform, formulating the "three transformations" business strategy, as well as the "transformation" of thinking, the "transformation" of business, and the "transfer" of personnel. Specific to the transformation at the business level, it is to actively sink channels, develop rural markets, develop aftermarket businesses such as leasing, overhaul, mixing plant upgrading and mechanical repair contracting, insurance purchasing, etc., and actively lay out new business of the group such as LNG equipment, wind power, and PC industry. In order to adapt to the business transformation, the organization has also been adjusted, and personnel are required to "change jobs", and on the basis of "full marketing", "team marketing" and "marketing service integration", the "large team joint production contracting responsibility system" has been implemented. Under the new top-level design framework, marketers can sell accessories and insurance, and fully carry out after-market business, and service personnel can also sell host products in rural markets, but no matter who does the business, they can achieve benefit sharing according to the "team marketing" and "co-production contracting system" policies. This series of transformation strategies is implemented, and it also ensures the stability of the company's operating efficiency in the case of a sharp shrinkage in the incremental market.

With improved market share, proper risk control, stable and dynamic personnel, He Dayou's management has produced an all-round effect, and in February 2016, Jiangxi Dayufeng was rated as a 5A-level agent of Sany Heavy Industry.

When asked about He Dayou's life goals, his answer was as low-key as ever: "I hope to take root in Jiangxi, continue to make this market bigger and better, not only to make the company a first-class agent, but also to create a first-class agent management team, and at the same time, to guide and standardize the industry order, and cultivate Jiangxi into a healthy and benign construction machinery market." (Yang Cui)