Chapter 12 "Devil training" creates a wolf-like iron army

Former General Electric CEO Welch is one of the world's most prominent business leaders.During his tenure as CEO, he spent a lot of time training employees, and every time he trained, he would patiently answer all questions from employees.He designed many interactive modules to teach leadership methods, and each module took half a day.For example, in the most advanced module of the course, he would ask the students: "If you were the CEO of General Electric in the future, what would you do?" Debating with students in person and encouraging them to debate with each other sharpens their analytical skills and leadership instincts.He values ​​these seminars very much and takes pride in his dedication.

Welch once said: "For 20 years, I have been going to the Crotonville training center every other week, where I have never stopped communicating and interacting with new employees and middle and senior managers." Jeff Immel This focus on employee training continued when Tet took over as CEO of General Electric.The training of employees is one of Welch's important tasks in General Electric, and the wealth he left to General Electric has become the gene of General Electric's everlasting prosperity. In fact, everyone has undiscovered leadership potential, just like everyone has undiscovered athletic potential.Of course, these potentials will vary in magnitude due to differences in aptitude and development, but no matter what level of athletic or leadership a person currently demonstrates, there is room for improvement.

Ren Zhengfei is also clearly aware of this.He attaches great importance to staff training, and has explored a set of effective "devil training" methods, creating a group of "wolf-like" iron troops who can fight tough battles. Huawei's sales staff account for 33% of the total number of employees. Most of them are college graduates who have been put into the front line of the market after Huawei's "devil training".The salary of Huawei's marketing personnel is attractive, but the life span of these people in the first-line market is generally only 3 years.

Ren Zhengfei said: "Huawei's products may not be the best, but so what? What is the core competitiveness? Choosing me instead of you is the core competitiveness." In Huawei, the market is the core competitiveness, and the market is the front line The "warriors" who charged into the battle fought over.At home, Huawei used "earth" technology to open up the markets of developed countries, and Huawei's iron cavalry crossed Asia, Africa and Europe, and ignited the war to the United States on the other side of the Pacific Ocean.Technology is not Huawei's core competitiveness. Huawei's core competitiveness is marketing, and the core of Huawei's marketing is Huawei's wolf-like marketing iron army.

So, how is Huawei's marketing iron army forged? There are five main ways for Huawei to build its own "wolf-like" marketing army: first way: to shape the "wolf-like" and "realistic" corporate culture; second way, to choose good talents; third way, devil training; fourth way The first move is institutionalized employment; the fifth move is effective incentives. Most of Huawei's recruitment is on campus, and the targets are fresh graduates. A fresh graduate usually needs to go through a year of training before he can work, and the training cost is unimaginable. "Our company is small, and we need to recruit people to use it, and the training time is long, and the cost is simply unbearable for us", this is a saying often said by ordinary business operators.The biggest difference between ordinary companies and excellent companies is that they recruit people and use them.In most cases, there is no simple training related to product knowledge or enterprise status. In order to quickly achieve short-term performance, the company's business personnel quickly entered the market.

It is not difficult to find that many companies have been playing another game: "recruit people - let you do it - watch you do it - find that you can't do it - don't let you do it again - recruit new people", but lack the "guidance you do it" An important link.People have been recruited and used, but they can't do it, and they can't achieve results or are not ideal. "Sharpening a knife is not a mistake in chopping firewood." Huawei attaches great importance to "sharpening a knife". Through long-term, systematic and professional training for marketing personnel, it ensures that each salesperson can work efficiently.There are three main types of training at Huawei: on-the-job training, on-the-job training, and off-the-job training.Moreover, these three types of training constitute a system for building a wolf marketing iron army:

The employees who receive on-the-job training at Huawei are mainly fresh graduates. The training process spans a long period of time, is rich in content, and rigorous in assessment. For graduates, it is like going through purgatory.Huawei's training, also known as "devil training", mainly includes four parts: military training, corporate culture, workshop practice and technical training, marketing theory and market exercises. Military training: Its main purpose is to change the mental outlook of new employees.This training not only enables employees to achieve the effect of physical fitness, but also generally has the following feelings. First, the sense of organization, discipline and collectivism has been significantly enhanced.Second, the sense of responsibility for work has increased.The serious and serious attitude of the company's leaders to military training, the high sense of responsibility and high standards of the instructors from the Central Guard Corps deeply affect every new employee, and inspire everyone to develop a rigorous attitude in their jobs. style of working.Third, cultivate the spirit of not being afraid of hardships and facing difficulties.These qualities are essential for marketers.

Corporate culture training: mainly to let employees understand Huawei, accept and integrate into Huawei's values.Through such training, new employees completely abandon their original concepts and models, and inject Huawei's ideas.Ren Zhengfei wrote in the "Letter to New Employees": "Practice has transformed, and it has also created a generation of Huawei people." "Do you want to be an expert? You must start from the grassroots", which has been deeply rooted in the company's hearts.One week after entering the company, the doctorate, master degree, bachelor degree, and the status obtained in the original work unit all disappear. Everything is positioned based on actual ability and sense of responsibility. Your personal evaluation and rewards mainly depend on your contribution reflected in your hard work. .The trained marketers instinctively believe that their products are the best and are willing to go to the most difficult and remote areas to develop markets.

Another main purpose of corporate culture training is to brainwash employees into believing that Huawei's products are the best.Among Huawei's sales staff, students who have just left school are often more successful than those with sales experience and rich life experience.The first-line salesperson is usually limited to 3 years, and maybe the salesperson who has lost enthusiasm has left this position before 3 years.When the time limit expires, even if you want to continue working, you can't do it. "I want to ensure that the people on the front line will always be full of passion and vitality!" Ren Zhengfei said.

Workshop practice and technical training: For marketers, this stage can help them understand Huawei products and development technologies.Including product category, performance, characteristics of development technology, etc.For students who graduated from liberal arts majors, this link is very painful.There is a lot of content in the training, the density is very high, and the content is completely unknown to me before, and the examination is still very strict.If you don't work hard, this link will be eliminated. Marketing theory and market exercises: Among Huawei's new employees who want to become marketers, they are not necessarily marketing graduates and do not know marketing theory, so training in marketing theory and knowledge is necessary.Marketing theory includes consumer behavior theory, market psychology, positioning theory, integrated marketing communication, brand image theory, etc.Theory needs to be combined with practice.After the theoretical knowledge training is over, Huawei will also conduct a practical exercise for new employees. The main content is to let employees sell some daily necessities at high prices in the bustling streets of Shenzhen.Moreover, it is stipulated that the sales price of the goods must be higher than the price stipulated by the company, and the price shall not be reduced.

For market personnel, Huawei's training is definitely not limited to pre-job training.In order to ensure that the entire sales force is always full of passion and vitality, Huawei has formed a complete set of growth plans for individuals.Planned and continuous charging for employees, so that employees can keep abreast of the latest developments in communication technology, new marketing methods and the company's sales strategy. The main training form is the combination of on-the-job training and off-the-job training, the combination of self-development and education development, and the combination of traditional education and network education.Improve the actual ability of sales staff through training to ensure that the front-line marketing and sales staff have lasting combat effectiveness. Due to various reasons, some sales staff are not suitable for this position, and Huawei will provide laid-off training for these employees.The main content is the skills and knowledge required for the position.If employees are still not suitable for their original positions after training, Huawei will provide these employees with skills and knowledge training for new positions and continue to help them grow. Huawei's obsession with wolf nature is difficult for outsiders to understand. "Wolf nature" and a solid corporate culture are the fundamental reasons why Huawei is Huawei.Huawei's "wolf nature" is not born.In modern society, the problem of teamwork spirit of employees is left to the enterprise. Only when the enterprise solves it can it obtain the chance of survival and development. Material and spiritual incentives make Huawei's marketing team always full of vitality and full of combat effectiveness on the battlefield.From cultivating "wolf nature" to maintaining "wolf nature", from "talking about" corporate culture to "doing practical" corporate culture, they use their own development experience to prove the rareness of "wolf nature" and "doing practical", and contribute to the construction of China's local far-sighted enterprises have set a model that can be learned and used for reference. Ren Zhengfei said: "Without professional recruitment and systematic training, Huawei will not be able to shape its own sales force; there is no way to unify the entire sales force, and without a sound system, Huawei's management of the sales team will be 'nothing to follow'; Without strict assessment, Huawei's system will have no meaning; without a fair, effective and perfect incentive system, the company's sales team will be as unmotivated as stagnant water!" Perhaps it is these fierce corporate cultures that make Huawei a multinational giant. A "coyote" who has trouble sleeping and eating. People who have passed the above rigorous training have a feeling of being reborn.These trainings can basically remove the bookishness of college graduates and prepare them psychologically and intellectually before being sent to the front line of the market. Huawei told us that in order to successfully build a marketing iron army, the marketing team must be full of "wolf nature". Moreover, it is possible to cultivate the "wolf nature" of local enterprises, but this process will be very arduous.There is no shortcut to success. From recruiting talents, to training talents, to using talents, and finally motivating talents, every link requires the hard work of the enterprise.