Zhou Rong: Work Is A Marathon.

From internet marketing to sales is Zhou Rong's first major change.

"At that time, my boss threw me and my team into the" swimming pool "regardless of whether I would swim or not.

At the beginning, I didn't know how to start. I pushed myself to lead the team forward with a strong belief that I could do it.

Persistence brings gains.

In the first year, the task was over fulfilled. "

Zhou Rong said, "first of all, I would like to thank the company for giving me the opportunity to stimulate my potential and the company's trust in the staff so that employees are willing to go all out."

Secondly, if I take the initiative to communicate with my boss, I can take a lot of detours.

Although most of the time your boss will arrange work for you, it's hard for the boss to take care of every employee. After he has arranged his tasks for his employees, he hopes that his employees can communicate with him.

For example, a job is very difficult. If you take the initiative to communicate, it's not "sorry, I can't do it". Instead, I'll take your thoughts and listen to him.

He is the boss, and also c o a C H.

You accomplish not only tasks, but also a way of working. "

This process is actually what Zhou Rong learned from her boss, and now she will do this to her subordinates, "this is a kind of inheritance".

Whenever faced with change, Zhou Rong would persist for three months.

After three months, I would like to see if I am suitable for the job, rather than just thinking about the end when I first encounter difficulties.

Zhou Rong always thought that work is a marathon. You only need a pair of running shoes, a goal, a belief and a burning passion.

Running shoes are like your job skills. Goals and beliefs are like your persistence. Passion is a way of enjoying your feelings.

Innovation brings the first breakthroughs in sales.

At that time, Zhou Rong was responsible for building HP computer's personal and small and medium-sized direct selling businesses from scratch. A cross-border "joint" led her to find a breakthrough in her sales work: "when the sales work of our team was at its most difficult time, a friend told me about the credit card business.

In 2002, when the credit card business was just on the rise, the business expansion of the bank was difficult. "

Zhou Rong said, "I think I can think of whether I can combine with our business. At that time, laptop computers were still a luxury for many people, and buying houses was accepted by installments.

Well, can we also try to pay for our notebooks in installments?

The bold "crossover" idea made it possible for the two teams to fall into the business expansion dilemma.

As a result, HP computer and the bank's "credit card interest free installment" project was successfully promoted under the leadership of Zhou Rong and became the first in the field of domestic financial I T, becoming a milestone in the development of the credit card in the bank and even in China.

The orders of Zhou Rong's direct selling team started from 1 to 1000. In just a month, thousands of notebooks were successfully sold.

"Later, we praised this as an innovation.

It seems to us that curiosity has helped us.

In the final analysis, innovation is driven by curiosity.

Zhou Rong said, "but the fundamental of innovation is user needs.

This will never change.

How do we know what users want? There is only one way: to their real life.

From sales to marketing management, Zhou Rong's important work is regional market expansion, namely, the expansion of 4~6 market.

"At that time, under the background of the country's" home appliances going to the countryside ", our

It is also a rural market development.

But we

Without the experience of rural life, the marketing plan can not be built behind closed doors.

So we went to the farmers' home to see how they used computers.

I really don't know. Usually, we bought a computer and put it in the study because it was for work.

But many peasant families will put the computer in the hall, because it is a more expensive "household appliances" to show to people.

Most of them do not know much about the configuration of computers, but young village officials, after graduating from University, many of them are village officials. They are computer literate. They are I T managers of a village.

Therefore, for the marketing team, the "I T manager" is the same as "fixing the village".

Years of marketing work has kept Zhou Rong "tough" and "young".

"Tough and tough" is a kind of persistence.

The young state is a curious, strong heart that wants to change.

Zhou Rong said, "from the" outsider "to the present, if I did not have these two" magic weapons ", I would definitely stop at a certain pformation.

In addition, many rural areas like to set up open-air movies, so it can also be an opportunity to "film marketing". When opening an open-air movie, introduce a product in front of you, and put some prototypes beside you, and you can also buy on the spot.

"This is the most fundamental thing to return to market work - to understand the market, understand the needs, and constantly ask yourself what is the best way you can reach the audience and what is the best way to achieve it."

Zhou Rong said, "no matter what kind of innovation comes back to the root, it is the same."

Zhou Rong had the honor to experience the two famous M & A cases of I T, and he has undergone various changes in HP during these years.

As the working environment is changing, the company is changing, and the boss is changing. How can Zhou Rong stick to his work without being affected by the outside world?

"I said that work is like a marathon, and you can't always be the same person next to you.

Every time I experience a change, I think it's an opportunity for me to acquire a skill on the marathon road.

Zhou Rong said.

Zhou Rong learned to look at the boss from a different angle, such as what he could learn from him.

"The most important thing is how much you insist on your choice. If this is your choice of work and a persistent career ideal, why did it change because of a change in the boss or the environment?"

Many books on how managers do management work will say, "employees come from company names and go by line managers."

In the view of Zhou Rong, when you don't like the present environment and decide to resign, you should calm down and think about what makes you feel sick. If you are the reason for yourself, then it will go all the way, wherever you go, and it will be magnified every time you change your job.

In the view of Zhou Rong, everyone has his own way of doing things and the way he should go. There is no need to compare with others. Those who prefer comparison are the easiest to lose themselves.

Because of this, Zhou Rong hopes to make every employee feel a sense of participation through his pparent and open management mode, especially the important events related to suggestions and changes.

HP conducts an employee satisfaction survey every year, scoring the manager through the computer system, and each manager gets a report. Managers need to pick out the most important problem to improve.

Zhou Rong has just received this report, and employees have the highest voice on how to provide efficiency and improve the process.

Zhou Rong's way of doing this is to select an ambassador in the team to collect the specific opinions of everyone. "Then the ambassador will chair a conference to which you will be able to list which daily processes are to make you feel tedious and inefficient, and see which ones can be solved internally and which need to be submitted to other departments.

All improvement suggestions and methods will be used for half a year to check the effect.

Zhou Rong advocated that the team members should have a sense of participation and actively advise, rather than just complain and compare.