After reading all the answers, people who say that they are fraudulent companies and pyramid schemes are basically exposed to the metropolis through telephone recruitment. Telephone recruitment is usually to sell your name on the recruitment platform, and then call or hire someone to call, because the level of different teams will vary widely, some people will be very professional and organized, some people will fabricate their jobs and exaggerate their salaries, and everyone will be exposed to the latter. I introduced it through a friend, and there was nothing exaggerated or misleading in the early stage, so it is very important to find reliable people.

This question asks "how is the company?" I answer "how" from three points, one is money, the other is training, and the third is culture.

First of all, money

In 2020, the company's subsidy for newcomers was unprecedented, reaching a maximum of 1 0.2 million in February, and was promoted to 50,000 SM sales manager and110,000 AM office manager. Is it attractive? Everyone is more concerned about whether the company will get all kinds of money and subsidies promised at the beginning. It's simple. If the performance is achieved, you can take more or recruit more people. As for the difficulty, everyone has their own different evaluation criteria.

Such a high allowance is unprecedented. It should be much easier to recruit than before, but this is not the case in my Zhejiang branch. The number of new employees in the company has plummeted in the last year, from more than 200 people per month when I joined 2019+0/kloc-0 a year ago to more than 30 people now. It stands to reason that the bigger the subsidy, the easier it is to recruit people, and the more people there should be. Why are there fewer newcomers and have fallen so much? Is it against common sense?

The reason is that it is impossible to make specific statistics. But the people I met who participated in the training were all comparing with other companies around. Now the network is so developed and the information is transparent. They often do a lot of homework before coming to the training, unlike what we did at that time, just joining a company directly.

Second, training.

Freshman training in metropolis is unique in the industry, and the lecturers are also very experienced people. Basically, all the best teachers in the whole division are called to give lectures. The time is one month, which is still very hard compared with several days of training in other insurance companies. Which insurance company is stronger? I just sorted out the relevant content, hoping to help you: the latest list! Top Ten Insurance Companies in China

This is the four-week training schedule I attended at that time. Let me analyze it for you. The specific content is roughly divided into three parts: culture and system, which I marked in blue; Sales skills and drills, I marked them in green; Product knowledge, I use purple to mark. (Friends who need a clear version can trust me privately)

Talking about culture for 42 hours, accounting for 28%; Sales ***90.5 hours, accounting for 60%; Product knowledge *** 19 hours, accounting for 12%.

The company spent a lot of time understanding this concept. In fact, insurance concept is the basic quality that insurance practitioners should have. However, if the lecturer's ability is average or difficult to measure, and because the time ratio is too heavy, some people will feel brainwashed.

The company's sales concept is NBS(need based service), and the sales training will divide the whole sales process into eight links: opening interview, arousing demand, fact investigation, demand analysis report description, policy design, proposal description, facilitation, sustainable service and recommendation. The sales process is disassembled in great detail, and at the same time, the text and logic behind each stage are written into a script for everyone to practice one-on-one after learning.

Product knowledge is only 19 class hours, and the learning time is very short. After work, basically everyone is still in a fog. After all, insurance involves a lot of financial, legal, medical and other related knowledge, which can not be understood at once. It will be introduced to the market after work, so newcomers in the early stage will basically sign the bill.

In my opinion, the training of newcomers is "the peak from scratch", because this month's training is organized by the training department, and basically a group of the most experienced people in the division are called to give lectures. The course schedule is very tight, but the frequency of post-training is very low. There will be a BTP training once a week in the first three months, and the content is to review the eight parts of the sales process of newcomer training; In a few months, there will be pre SMTC, SMTC and Yulong, all of which are for sales and staff increase. Occasionally, I will share some knowledge, depending on the arrangement of my business office, about once or twice.

The training system of the whole company relies heavily on the training department, and small teams rarely take the initiative to build their own training system, which will lead to low frequency of later training. At the same time, most teams do not attach importance to the construction of knowledge platform, and there are few documents or courses written and recorded. If they want to find out a problem, they have to ask people everywhere, so what they finally learn is only knowledge points. It is difficult to get through the underlying logic of insurance industry knowledge and connect relevant legal, financial and medical knowledge in series.

There is a lot of spare time every week, which should be filled with sales, making a list of acquaintances, making phone calls, inviting friends, and then planning a month with the supervisor, planning what to do every week and meeting several people every day. The overall rhythm of the company is "emphasizing sales and neglecting knowledge". In fact, all institutions are like this.

In fact, the reason is very simple, because the products that are often sold can be counted with one hand, which is inevitable for a single product line. The content of training must be around the existing products, there are not many products, and there is relatively little knowledge training. Of course, this is a normal thing, as are all agency companies. However, some people think that what they have learned is enough. Just meet customers and chat.

Third, corporate culture.

On the whole, Metropolis is a company with a sense of social responsibility and mission. It can return to the "insurance surname" and adhere to the basic guarantee as the core. This is also the original intention of my joining.

After staying for a while, I saw that the agents of every company would say that their products were good, Ping An said I was the best, AIA said I was the best, and Metropolis said I was really good. I was confused at the beginning of my career, but later I found that people selectively ignored or avoided the shortcomings of their products, and more people actually didn't know it. However, if the information and sources of the training received by the agents themselves are only their own companies, how can they be objective and fair when the information sources are relatively closed?

In this way, the choice I guide the customer to make is often beneficial to my choice, but not necessarily to his choice.

I don't want to fall into an exclusive information environment, because if there is only one voice around a person for a long time, it is difficult to accommodate other different views and opinions, but the world is not black and white. If there is no inclusive mentality, it is easy to hide in your own "information cocoon room" and talk to yourself.

Exclusivity is an important feature of brainwashing, but not all. However, once the management fails to grasp the scale and direction and goes further and further on the road of pursuing the interests of small groups, insurance will become "brainwashing training" in the market, which is also criticized by all traditional insurance institutions.

I think the real NBS is customer-oriented and must have rich product support. Only a large number of products with different emphases can meet the family needs of thousands of customers.

It is too one-sided to talk about products without demand, and there is no solution without products.

So, in the end, I chose to be a broker.

PS。 Later, I wrote a transformational article and posted it in my official WeChat account. The content is almost the same as this. As a result, some colleagues in the original company bombarded me, but many colleagues secretly told me that I spoke their minds. In fact, everything has two sides, there is no absolute good and absolute bad, and so are companies and people.

Want to know the specific situation, you can go to the third article of WeChat official account to see the message area.

I love metropolis. Why should I leave for a brokerage firm?