昨天是最后一轮的转正答辩, 也是我这三次答辩以来经历的最令我心惊胆战的一次.
在之前听别的同事说, 第二轮的产品答辩是最难的, 因为要记很多产品以及竞争对手的知识, 而第三轮是转正答辩, 主要是对你所负责的市场进行分析并且提出你今后的工作计划, 所以没有什么标准的答案, 一般都会通过的. 于是, 当一个月前我过了第二轮的答辩时, 我以为我获得了彻底的解放. 后面根本没有把第三轮答辩太多的放在心里. 而且紧接下来的两周也是极其繁忙的: 第一周要为既将到来的全国医疗设备展作准备; 第二周则真正投入对展会的支持中去, 包括为一批又一批的老外讲解公司情况, 讲解试生产区, 参展会展中心的展馆, 带客户去工厂等等. 当时忙得筋疲务竭, 压根没有精力去准备第三轮答辩了. 当然, 当时的我仍然天真地以为第三轮不难的, 一切都会顺利的.
这种漫不经心的情况一直持续到上周三. 那天我看到别的新同事都在讨论第三轮答辩的事情时, 我才意识到我也要开始准备了. 可是该怎么准备呢? 我一点头绪也没有. 别的同事在进来之前都有丰富的工作经验, 所以他们表面处于实习期, 其实早就开始工作了. 所以他们对于市场以及工作的流程都比我熟悉很多. 而我则完全是一个生手, 一切都要从头做起, 一点一点地学. 所以, 我在做第三轮答辩的PPT时会遇到比他们多得多的困难. 后来我找到导师以及相关的同事, 他们给了我一些建议, 还有一些出差报告, 然后让我开始准备演讲的PPT, 有问题再问他们. 那一刻, 我才真正感到如临大敌. 由于没有真正从事过相关的业务, 也没有出国出差过, 所以对要讲的国家(约旦)简直一无所知. 每做一页PPT都会让我死掉无数个脑细胞, 而且做好后还要接受同事和导师的修改意见, 改来改去, 让我心烦意乱.
本来打算五一放假回家的, 可是我知道要是我回家的话, 最后肯定完蛋了, 因为5月4号, 也就是昨天, 我就要答辩了. 于是, 我再次压下回家的欲望, 跑到公司去加班. 我们楼层搞清洁的阿姨看到我再次惊呼: “你又来加班啦!” 我只好不好意思地笑了笑, 点了点头. 当时我心里想: “是啊,我又来了! 我已经记不清我多少个假期都在这里加班了.”
好不容易到了昨天, 终于到了上战场的时候了. 一共有四个考官, 三个市场经理, 一个销售的区域经理. 其中有一个考官相当相当的严格, 问的问题相当的尖锐, 都是关于当地市场一些很细很实际的问题, 这对于才准备了一周的我来讲, 实在是太难了. 当时连坐在最后的导师也用同情的目光望着我, 显示出一副爱莫能助的样子. 我感到我的底气越来越不足, 尽管我表面仍然保持着平静和声量. 平时答辩的提问阶段只有10-15分钟, 而我昨天却被提问了40分钟. 好不容易关于市场的问题告一段落, 我以为提问结束了, 想不到那个考官居然说: “接下来, 我们考一下产品吧.” 当时我的心 “咯噔” 了一下, 因为我之前学的产品知识忘了不少! 我当时真的全身在冒冷汗, 感觉世界末日就要来临了. 不过万幸的是, 他问的问题刚好是我记得比较清楚的. 虽然我也答得不是很好, 可是还是可以让人接受的. 最后, 答辩终于结束. 考官们在里面讨论我的情况, 而我则抱着笔记本电脑忐忑不安地回到了办公座位上, 等待导师回来告诉我是否通过.
等了大概十分钟, 导师一脸沉色地回来了. 我急忙问他: “Simeon, 我过了吗?” 我其他的两个同事也替我着急, 一脸渴望地望着他. 他眉头紧锁, 摇了摇头, 然后叹了一下气. 我当时心想: 完了, 下周还要重新答辩, 周末又要加班了. 谁知道我刚想到这, 我导师就笑着对我说: “你好好准备转正的事情吧!” 我当时整个人都如释重负, 苦笑地望着他, 并且对他说: “你怎么这么会装!!!”
回想起这三个月, 如果你要问我有什么感受, 我只有一个字可以回答: 苦. 有时当我回想起这三个月的点点滴滴时, 我的心甚至会有些发颤, 特别是第一轮答辩前的一周, 那种忙碌地准备的情景, 那种在梦中也会想着产品知识的情景, 真的让人寝食难安. 我不知道这是任务真的很繁重的原因, 还是我自己本身不够坚韧的缘故. 但是我想, 在深圳很难再找到像迈瑞对国际销售进行那么 “残酷” 培训的企业了. 那种施加在你身上的巨大压力, 只会产生两种结果: 要么使你成才, 要么使你发疯. 这颇有一种 “胜者王, 败者寇” 的意味. 既便是答辩通过了,我也有预感我未来工作的日子也是会充满压力的, 所以我也要做好心理准备. 在这里, 我真的要好好感谢一些同事和朋友. 在这里我就不列出来了, 但是只要他们看到我这篇日记, 都会明白的.
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转正答辩演讲稿(赖小琪):
Good morning, ladies and gentlemen!
I’m Edison from patient monitoring and life support products of Middle East region. Today I feel great honor to stand here and give my probation summary to you. My agenda today falls into four sections: my learning path during the past three months, the market analysis of Jordan, my future actions and strategies, and my self-reflection.
First of all, during my probation period, I have learnt my company’s profile. Mindray was established in 1991 in Shenzhen. After more than 20 years’ development, it has grown to be an international company with more than 6700 staff globally. Currently, it has 9 R&D centers and 21 overseas subsidiaries around the world. Every year, we spend around 10% of our sales revenue in R&D and can develop 7-10 new products. It can fully demonstrate our commitment on creation and innovation. We pride ourselves on two events in the course of our development. The first one is our successful listing in the New York Stock Exchange in 2006 and the second is our successful acquisition of Datascope in 2008. These two events have marked our increasing expansion into the international market.
Let’s continue to take a look at our market performance. As you can see, our sales revenue has been growing rapidly during the past 20 years. It has shot to 881 million US dollars in 2011. Such a high sales revenue can provide huge support for our R&D investment and the development of our distribution network.
There are three production lines in our company: patient monitoring and life support products, in-vitro diagnostic products and medical imaging system. As for our patient monitoring and life support products, we provide a broad range of products for our customers such as patient monitors, anesthesia machines, surgical products, defibrillators and so on. Not only do we provide a variety of products for our customers, we can also provide them with different total solutions. As you can see on the screen, it is the OR solution we can provide. Our products can meet the needs of different medical environments such as emergency care, critical care, etc.
On top of learning company profile and product knowledge, I have also participated in other learning activities and work such as business process training and CMEF support. I believe all these will greatly facilitate my work in the future.
So that is what I have learnt during the past three months. Now let’s continue to take a look at the market I will be responsible for in the future: Jordan. Let’s first take a look at its country profile. Jordan is a small country of 89,000 square meters with around 6million population. 92% of its population worship Islamism and around 6% Christianity. Its annual GDP is around 23 billion US dollars and its per capita GDP is only 4000 US dollars, so it is a relatively poor country in the Middle East Region. There are few medical device companies in Jordan, and most of their medical devices are imported from other countries.
In Jordan, there are two types of hospitals on the whole: private hospitals and public hospitals. Its private hospitals can be categorized as three types: Class A hospitals, Class B hospitals and Class C hospitals. Class A hospitals are the biggest and the best hospitals in the private sector, followed by class B and class C subsequently. There are totally 35 private hospitals in Jordan for the moment. In terms of the public hospitals, we can categorize them into five types: Ministry of Health hospitals, Directorate of Royal Medical Service Hospitals, Jordan University Hospital, King Abdullah University Hospital and King Hussein Cancer Center. The last three hospitals can purchase the medical devices they want independently. All the business with public hospitals should be conducted through tenders.
Let’s further take a look at the market capacity of Jordan. As you can see, In terms of the number of hospitals, private hospital accounts for about 44% while the public hospital accounts for 56%, but in terms of the number of beds, private hospitals only occupy around 34% of the total market and public hospitals take up around 66%. As you can see, the Ministry of Health hospitals have more than 4200 beds and the private hospitals have more than 3700 beds.
Let’s continue to take a look at our major competitors in Jordan medical device market. As you can see, our key competitors are GE, Philips, Draeger, Nihon-Kohden and Spacelabs. They all adopt exclusive agency. As you can see on the right, all these companies are their agents in Jordan.
Here is the market share of the major players in Jordan medical device market. As you can see, the market is mainly dominated by three key players: Philips, GE and Nihon-Kohden. For Mindray, we only take up around 5% of the total market share. Therefore, we still have great potential to grow in this market.
Let’s continue to take a look at our major competitors’ market. As you can see, GE and Philips mainly show up in the DRMS and class A and B private hospitals, while Nihon-Kohden mainly shows up in the MOH hospitals and class B private hospitals.
So why DRMS mainly choose Philips and GE while MOH would prefer to choose Nihon-Kohden? It actually has something to do with the local market situation. As you can see, for the public hospital, different types of hospitals have different conditions. For MOH, they have limited budget but emphasize the quality of the products, so they prefer to choose Nihon-Kohden’s products because their price is lower than that of Philips and GE but their products have very good quality. For DRMS, they have a larger budget than MOH and have very high quality requirements, so they prefer to choose Philips and GE. If we want to join the tender held by DRMS, we first need to get our products tested by them and we are now trying to do this for the moment. For the government hospitals, they also have limited budget with high requirement of quality. They can purchase products independently.
For the private hospitals, different classes of hospitals also have different situations. As you can see, class A hospitals have the largest budget while class C hospitals have the smallest. And all the private hospitals can purchase the products they want independently.
Let’s continue to take a look at our position in the Jordan market. Currently, we have very little presence in the public hospitals, particularly in MOH and DRMS due to the market barrier set for Chinese products in Jordan. So now we are trying to get our products tested in DRMS in order to further penetrate the public sector. Even though we have some presence in private hospitals, our market share is still very small. As I have mentioned just now, our total market share in Jordan is only 5%. Therefore, our objective is to capture a larger market share in private hospitals and public hospitals.
After settling our target market, we should further take a look at the demand of the target market. Most hospitals in Jordan require the products to have good quality with competitive price because of the low per capita GDP and limited budget. They are also seeking good after-sales service. Our products can meet all their requirements in this regard. After knowing the demand of the target market, we need to promote our products to different tiers of the market such as the high-end market like the government hospitals and class A private hospitals and the middle-to-low-end market like class B&C private hospitals.
So what specific measures can we take to conquer different tiers of the market? First of all, we should establish better communication channels with current distributors so that we can know more information about the local market. Also, we should provide them with more training so that they will be more professional in selling our products. Secondly, we should look for new distributors to cover a more extensive business. Our current distributors only cover a small market share in Jordan. So there is still great potential for us to grow. Thirdly, we should increase our participation in seminars and congresses. In this way, our staff will be more professional in product knowledge and our reputation will be greatly promoted. Fourthly, we should increase communication with end-users and establish more reference sites. By communicating with end-users, we will have a better understanding of their real needs and know how to tailor our products to the market. By establishing more reference sites, we can greatly promote our reputation among the public. Last but not least, we should further promote our advanced products and total solutions, particularly in some advanced hospitals like the Class A private hospitals.
The last section is my self-reflection over the past 3 months’ study and work. During the 3-month study, I came to realize that my product knowledge is still very poor and there is still a lot for me to learn. In order to become a professional sales representative, I will continue to learn product knowledge in the future. The second weakness I have known is my poor market information. Even though I have tried my best to get more information about the market I am responsible for, what I have known is still far from enough and I am supposed to search more information in various ways in my future work. My third weakness is my lack of sales skills. It is because I am a new hand in this field and still have not undertaken too much work for the moment. So in the future, I will try my best to learn more sales skills from my colleagues and read more relevant books.
That is my probation summary. Thank you very much for your listening! |
