Liu Hongyu: Winning a Firm Market Position with 'Three Hearts' of Service

Liu Hongyu is currently manager of the Industrial Oil Sales Department of the Northwest Branch. At work he insists on serving distributors well with 'sincerity', 'care' and 'perseverance', guiding distributors to shift from wholesale to developing end users, reducing intermediate links and strengthening market control, so that distributors who follow Kunlun earn better returns and their confidence in selling Kunlun oil is reinforced.
Drawing up sound marketing plans and building premium markets. In order to genuinely complete the company's sales tasks, he draws up marketing plans rationally and breaks the tasks down scientifically and reasonably to each area, raising each area's enthusiasm. In line with the characteristics of the northwest market, he helps customers arrange reasonable inventories, actively implements the company's promotion policies, seizes promotion opportunities to increase publicity and restocks in good time, working hard to expand sales. He refines every link in sales work, urging sales representatives to strengthen visits to the end market, leading departmental staff in changing their thinking, establishing a service mindset, serving end users and actively building premium markets.
Achieving controllable customer management through three-level dynamic VIC management. Through dynamic VIC management at area, branch and company levels, large and medium-sized users in the northwest region are brought under control. VIC development has provided valuable experience and major breakthroughs for developing several new products and promoting new projects for the company. The replacement of imported oil at Salt Lake Potash and Bayi Steel has achieved notable results, successfully substituting for imported oil products and opening up a brand-new horizon for Kunlun Lubricant.
Strengthening development of in-system oil use to expand the volume of Kunlun oil used. In accordance with the group company's requirements, he strengthened in-system oil development. With strong support from company leaders and relevant departments, the Northwest Branch made considerable progress in developing in-system users. At present the substitution trial of stationary gas engine oil at Changqing Oilfield is running normally and, once the trial was completed, won the oilfield company's recognition, with full substitution soon to follow. Through earlier work and technical exchanges, the volume of Kunlun oil used has expanded and recognition of Kunlun has reached a new height, achieving stable direct supply within the system and very harmonious cooperation. Heat transfer oil, pumping unit oil and No. 10 aviation hydraulic oil are also gradually being promoted among in-system users. The sales team changed its thinking promptly and rose to the challenge, completing in-system supply business well. Direct sales business was conducted with 24 in-system units in the region, supplying more than 8,600 tons of in-system oil.
Strengthening process management of sales representatives to improve service to end users. In managing sales representatives, attention must be paid to process management: weekly report assessment is made specific, requiring sales representatives to record distributors' inventories and sales conscientiously in their weekly reports, to visit four existing end users and two potential users every month, to keep careful records of visits and to build customer information cards promptly, with each sales representative required to create 24 new customer cards every year. Area managers must check sales representatives' customer cards when signing reimbursement claims; claims are not signed if existing customers' cards have not been updated in time or new customer cards have not been created. The branch's Industrial Oil Department also conducts checks, urging sales representatives to visit users conscientiously and fill in customer cards promptly, with all cards required to be truthful and valid. Area managers arrange reasonable market visits for sales representatives, organize three to five days of concentrated study for them, and convene regular monthly meetings to review weekly reports and customer cards. Sales representatives also exchange views to improve one another and raise the quality of weekly reports. Through stronger process management, the management of sales representatives is gradually shifting from a focus on sales results to process management, encouraging them to visit and develop end users and to serve end users.
Strengthening sales representatives' learning to build a battle-hardened sales team. Training and study for sales representatives are strengthened so that they can meet the current needs of end-user development. Through training in oil product knowledge and marketing skills, the quality of sales representatives is gradually improved and the success rate of end-user development rises. Sales representatives are organized to exchange sales cases and to use marketing knowledge to analyze difficulties encountered in sales and to develop end users in depth. Through various forms of training, the quality of sales representatives has improved; they can find enjoyment in industrial oil sales work, work happily and form a battle-hardened sales team.?