Since the introduction of self action education into enterprise coaching, the chemical sales company has anchored the goal of "all staff digging for growth, practical work creating benefits", closely focusing on the decomposition of growth tasks and the No.1 document tasks, taking "digging for growth" as the core work, fully utilizing the thinking of operators, and promoting the dual increase of sales performance and price. The team adheres to the "three pronged" strategy - going in, going out, and going up, delving into the market, rooting in the front line, and aligning with the strategy, comprehensively launching the campaign of all staff digging for growth and the big PK of results landing.

Full participation and deep exploration of growth potential. The team adopts a method of full participation and collective discussion, using the approach of "multiple good provinces, points, lines, surfaces, and learning, practice, and examination competitions", insisting on restoring the truth and accurately identifying core growth points. Using three major tools: fishbone chart, time pie chart, and benchmark flowchart, identify key checkpoints, develop targeted actions, and achieve both quantity and price increases. Breaking through the difficulties, the team asks "Five Whys", delves into the root causes, analyzes customer pain points, and ensures that the growth strategy is comprehensive and effective.

Precise strategy to optimize growth path. After identifying the growth points of the position, the team deeply explores new growth based on old data, innovates tactics and strategies, classifies and grades customers separately, and implements "one product, one policy" and "one household, one policy" to ensure service accuracy. At the same time, the team optimizes the information chain, conducts market layout in advance, responds agilely to customer needs, and further unleashes growth potential.

Focus on the truth and build core competitiveness. The team delves deeper into the growth of "quality truth" and "market information truth". Business and production personnel go deep into customer sites to compare product differences, optimize strategies, establish a normalized "production supply sales iron triangle" collaborative mechanism, solve problems from three aspects: relationships, technology, and services, and continuously enhance product competitiveness. Adhere to customer-centric approach, create value for customers, and achieve long-term stable cooperation from one order to multiple orders.

Through action education empowerment, the chemical sales team has taken a series of measures such as building a growth ecosystem for all employees, innovating tactics and strategies, optimizing production and sales coordination mechanisms, significantly enhancing the team's combat effectiveness and market sensitivity, laying the foundation for sustained performance growth. The chemical sales company will continue to be customer-oriented, explore growth potential, stimulate efficiency, and write a new chapter for high-quality development.