He once embraced the country's iron rice bowl, but in the twinkling of an eye, the iron rice bowl was ruthlessly broken, and he became an ordinary wage earner. "There is no such thing as a singer," and the past setbacks have made his career today. The DTL lighting he built has become a shining star in the lighting industry. Some people say: "No one can succeed casually." Wen Xuanrong has a close relationship with his unique four-dimensional perspective today and in the future.
Lock the target to create a legendary journey
Wen Xuanrong went to school late. When he graduated from secondary school in 1995, he was 21 years old. Although he was studying mechanical manufacturing, he was lucky enough to enter the food system in his hometown and held an iron rice bowl at a grain station. However, fate and he made a joke, the food sector that entered the market with great effort, due to changes in national policies, the benefits went from bad to worse, and finally the embarrassing situation of dissolution. In 1998, he left the grain station and came to Guzhen to go to a relative who is engaged in the lighting industry.
In the ancient town of 1998, the lighting industry was far less brilliant than today. There were fewer people and fewer factories, and it was hard to find a job. It was impossible to find a bicycle for a month or even a general worker. This is no exaggeration. After some hardships, he first entered a lighting factory to do hardware drilling, and then went to another company to package products, and lived the life of ordinary migrant workers. At this time, the relatives who produced the mirror headlights opened, although there were only four people, but after all, the business was good. He showed the relatives a factory, and the company developed rapidly. By 2001, it had reached 70 people. He also did nearly Three years of factory director.
In the Spring Festival of 2002, Wen Xuanrong invested 70,000 yuan to start a small factory in partnership with others. The biggest difficulty was manpower and capital. Fortunately, the well-known suppliers gave him the greatest help, which made him not dream of this dream. Born. Recall that the product positioning at the time targeted the ceiling lamp. Although the market is mature and there are many products, he still found the difference from a unique perspective. Several small ceiling lamps based on hardware are very popular, and the monthly sales volume starts from the beginning. 100,000 monthly increase, rising to 1.3 million in half a year. "At that time, I rented a small store, two meters wide and 15 meters long. Others said that this place can be sold for 80,000 per month. I am excited to hear it. I don’t expect that I will sell it to 1.7 million. He is happy. Speaking of these, these are all related to Wen Xuanrong's major, he is able to draw a lamp map, and the experience of the factory manager for three years has also laid a solid management foundation. In 2003, his company began to take shape. In 2004, the product positioning aluminum Ceiling lamp, started to build a brand store in 2005, built a network in 2006, started terminal promotion in 2007, established a whole set of sales models, and DTL gradually embarked on the road of specialization of single products.
Rapid development comes from a four-dimensional perspective
The reason why Wen Xuanrong's business can develop quickly and steadily is mainly from his unique four-dimensional perspective. In his own words, four eyes look at corporate development.
He talks about consumers with one eye. Concentrate on the needs and mentality of consumers, and then make product extensions based on the conclusion; the second eye to see the channel. Pay attention to the actual situation of dealers, distributors and operators, earnestly understand their strengths and weaknesses, adopt reasonable policy incentives to carry forward the advantages, implement certain adjustment measures to compensate for the disadvantages, and increase sales terminals; the third one is to learn. We will be the leader of the industry, use it as a benchmark, learn their thinking patterns, study the things behind the program, and then combine their own actual situation, selectively try to avoid detours; the fourth eye to see the team. Because doing things first requires a good team, and a competitive team needs more attention. They set up a special recruitment system, first picking good varieties, selecting seeds to start seedlings, and so-called seedlings are training. The training is divided into two parts, one is the quality mentality, and the other is the professional skills. After the system training, it effectively improves the staff's wisdom, willpower, marketing skills, customer maintenance and customer development.
In addition to training, there is also an incentive mechanism for national sales personnel to return to the headquarters every month to strengthen communication and communication, enhance their sense of belonging, encourage them to have difficulty in helping their neighbors, and avoid the loneliness of salesmen. It is also necessary to carry out career planning for the sales staff, give appropriate vision planning mechanism, or support the terminal to open a store, or act as a regional operator. In short, let the brethren who have followed their own for many years see the hope and see the future.
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