For your reference, if you ask any domestic growth enterprise now: How is your sales staff trained? No matter how he describes their training process, you will find that the way the master takes the apprentice is the most common one. The so-called master taking an apprentice means that after recruiting new salespeople, the company sends people to work after preliminary training, and at the same time appoints a daily work supervisor to be responsible for the training, guidance and even assessment of new employees during the probation period. This man is the so-called "master". The reason why this method is popular in domestic enterprises may be related to the fact that when the enterprise makes a fortune, the boss establishes a sales team by mentoring. This is easy to understand. In the early days of the enterprise, the boss could not count on others for many things, especially human problems. The boss can only stay by cultivating himself. Many employees have grown up under the boss's "rushing" state. Nowadays, the backbone of the team is mostly the masterpiece of the boss at that time, but the enterprise has grown up and developed rapidly. This way of taking apprentices by masters has increasingly manifested various drawbacks. First, the "master" is not a real "master". I used to work in a food enterprise, which had more than 5,000 salespeople, and the annual turnover rate of employees was around 20%, which means that nearly 1000 salespeople needed training every year, which is a very amazing number. In order to reduce the cost, the company adopts the way of localization master with apprentice, and all new employees receive simple large-scale training. The core problems are: first, lack of systematicness. Most teachers are salespeople and have little training skills. Just like a good soldier, he is not necessarily a good instructor. Soldiers emphasize their combat capability, and instructors emphasize how to "teach" soldiers. This "teaching" process is a very complicated and systematic process, which requires strict training. The so-called good salespeople are good teachers, which is a workshop-style idea in itself. Second, the cycle is long. Due to the limitation of the master's own quality, the growth of sales staff is basically in a state of free growth, and it takes a long time to gradually explore the company's products, customers and sales skills. In this process, on the one hand, the master is unwilling to teach, on the other hand, he has no time to pay, which seriously affects the growth time of sales staff. We have done experiments, comparing the way of master taking apprentices with the molding sales training system, and found that the cycle of the latter can be shortened by 30%-50%. Third, the survival rate is low. The survival rate of salespeople often depends on the time of "getting started". Starting too late will dampen the confidence of salespeople and cause turnover. Although the entry factors are very complicated, the quality of the master is undoubtedly the most important factor. In addition, the master himself is a soldier, and he also has a heavy task to complete. Between task and leadership, experts will choose the former over the latter. Second, the workshop method, it is difficult to copy the master's apprentice on a large scale. Another disadvantage is that it cannot be scaled up. Different masters are good at different things and emphasize different skills. Many skills may only be suitable for themselves, but not for others. In our research, we often find that the sales staff of many enterprises are self-taught through market tempering. Their so-called experience is one-sided, even extremely personalized. Simply passing on these experiences to new salespeople without refining can't quickly improve the combat effectiveness of salespeople. Therefore, enterprises must coordinate between personalization and standardization. In fact, most of the salespeople in any enterprise have some common characteristics, and these common characteristics are mostly the most basic skills of salespeople. As long as these characteristics are effectively summarized and applied to new salespeople, enterprises can realize some standardized manufacturing processes. This is the essence of the molding training system. Just like the training of recruits, the basic movements such as standing posture, marching, stabbing and shooting must be standardized and consistent, and special training should be carried out on the basis of consistent basic movements and personal characteristics. Third, it is easy to form gang forces. The way a master takes an apprentice often urges the master to regard the apprentice as his private property, or even as his epitome and vassal. China's traditional concept of "lifelong teacher and lifelong father" has further contributed to the formation of gang forces, and the goal of employee loyalty is not the enterprise but the master. Once this situation forms a spreading trend, it will be extremely destructive. At one time, the regional sales staff of an enterprise were all trained by regional managers. On one occasion, a salesperson in a certain area was found to have faked his performance. At that time, the company fired and severely punished the sales staff, and things could have ended like this. However, because the salesperson is the apprentice of the regional manager, the regional manager tries every means to obstruct and rely on his own control of the region to compete with the company. Although the problem was solved under the pressure of the company, it laid a hidden danger for the future. Enterprises even go to court for this, hoping to form a deterrent effect on other salespeople through this form. But after careful analysis, we can find that even if the court wins the case, the real failure is the enterprise itself, because it has not really solved the ownership problem of enterprise employees, and such a thing will happen sooner or later. Therefore, the master can only take one apprentice in a local stage or a certain project, not all. An enterprise must not be a teacher, and completely push the apprentice to the master. Fourth, there is a sadistic tendency. In the process of practice, the master often decides the quality of the apprentice according to his own likes and dislikes. Especially in personality characteristics, experts are more willing to choose people they like. If he feels bad, he is likely to lose interest in training apprentices. This kind of likes and dislikes has seriously affected the construction of the sales team, and even missed the excellent sales staff. Through research, it is found that excellent salespeople may come from sales with different personalities. For example, we often think that salespeople must be able to talk, but we often find that many salespeople who can't talk are selling well; For another example, we believe that salespeople must be smart and have a vision, but we find that many simple and honest salespeople, even a little stupid, are more likely to succeed The training of salespeople can never be judged by a person's likes and dislikes, which will cause serious inbreeding and affect the comprehensive ability of enterprise sales teams. In addition, besides choosing a master according to personal likes and dislikes, it is more important that there is a potential competitive relationship between the apprentice and the master, which is the so-called "teaching the apprentice and starving the master". Under the influence of this resistance, on the one hand, the master will not teach the apprentice the real thing, on the other hand, the master will regard the apprentice as his puppet. The apprentice cultivates the land, expels the apprentice after harvest and puts on a new apprentice. In this way, the master can ensure that no one will ever compete with him, and the master in this field will always be the boss. These have seriously damaged the construction of the company's sales team.