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     "Training is the company's greatest benefit to employees". This sentence is familiar to everyone, and it has always been recognized by many companies. Leaders often take pride in saying this. But is training really a benefit? If so, what is the purpose of our training? Is it to improve the capabilities of employees? Or is it to make employees happy? Or make them grateful for the company? It may be precisely because of our one-sided understanding of training that it plays a dispensable role like welfare. This situation has been verified by many of our training managers and commissioners. Because it is a kind of welfare, the personnel of the training department have become part of the welfare, and it seems irrelevant. Their work is always in a supporting role, appearing at unimportant times and places, and even becoming vassals of everyone. We can even assert that if the company has a financial crisis, it must lay off employees. These trainers must be cut off first, because they are a kind of welfare, and if the efficiency is not good, there will be no welfare. On the one hand, this situation is due to our understanding of training, on the other hand, it is also due to the fact that training does not seem to have any effect. I didn’t see any good after training, and I didn’t find anything bad without training. There are many companies that are very obsessed with training. In the end, they also find that employees are getting more and more tired of training and feel that they have no practical use for their work. "When I listened, my blood boiled, and when I did it, my head was down."  
　　 Training is not a welfare, but a competitive weapon. This is a very important conception problem. The development of an enterprise is often closely related to three elements, namely, a correct product and service; a group of correct people; and clearly state the benefits. If any one of these things goes wrong, the company will encounter a serious crisis, but it is relatively easy to deal with the content of products, services, and benefits. It is very difficult to have only the right people. Many of our companies have been developing for more than ten years and have made some money, but they have not really developed into a healthy company, and have not grown bigger and stronger. One of the important reasons is that there is no professional team so far. It is the sales force, this element has become a barrier to the development of all enterprises. The core of this problem is training. Because a group of right people must be built on the basis of training, only by establishing a strong training system, can the company continuously train qualified soldiers and maintain continuous combat effectiveness in continuous operations. As long as it is market competition, elimination is unavoidable, and it is the key to obtain adequate supply of troops; as long as the hope of development, higher requirements will be placed on personnel, and they need to master more advanced skills, which must depend on Training, not simple selection and recruitment. From this perspective, the growth of an enterprise is often in direct proportion to how many people it can train and manage. The most important thing is how many people can be trained. Many successful companies have proved this. Training has become a strategic issue for corporate development. If we study carefully, we will find that those successful companies that have developed for more than 20 years are often unique in the cultivation of people. Training has become a powerful means of competition for them, especially for foreign companies. It can be said with certainty that the future enterprise is the competition of talents, and its core is the competition of enterprise training ability. Training will become the engine of enterprise development, not a kind of welfare.  
　　 For training to become an engine, it cannot be "trained" without "training." The reason why training is regarded as a kind of welfare is often closely related to its "significance of value". For example, the training of sales staff is as we mentioned above. The effect after training is not obvious, so companies will lose confidence in training. In fact, our previous training did have big mistakes, and many companies did not train. What is training instead of training? That is, I only focus on speaking but not practice, listening but not mastering, and knowledge but not skills. As a skill-oriented profession, sales personnel are much more important than teaching. The purpose of training is to enable sales personnel to master the corresponding skills and make them in daily actions. Only in this way can training form real productivity. The molded training system is representative of this idea. For example, the product knowledge training conducted by the company often feels little meaning for the daily work of the sales staff. The main reason for this problem is that the company imparts knowledge rather than skills. Without turning into skills, the product Recommendations, product presentations, customer Q&A, demand grasping, etc. will all have problems. They just stay in the minds of salespeople, but they have not become tools to convince customers. The solution is to carry out special training for actions. The amount of knowledge is important, but more importantly, how much can be transformed into skills. Therefore, the goal of training is to complete the conversion of "product knowledge" to "product skills". For the same reason, customer knowledge training also has the same characteristics. In the past, the training of customer knowledge by enterprises was very extensive. In many cases, it was the result of gradual exploration by sales staff themselves in practice. However, a research conducted by the 820 Military Academy found that the elimination rate of sales personnel who have not undergone strict customer skills training is very high. Many salespersons’ inability to achieve results are also closely related to the training of customer skills. Salespersons who lack customer skills often show that they are confused about sales and always have no customers; they are very diligent but have poor performance; they are not good at communication; they cannot be accurate. Grasp the customer’s problems and so on. The training of customer skills is much more difficult than the training of product skills. Products can be controlled by an enterprise but customers cannot. It requires long-term accumulation of the enterprise to master how to train such skills.  
　　 Training should become an important management tool. What is management? What are management skills? Many people think that the so-called management is the work content of formulating processes, establishing organizations, designing systems and incentives, and cultural construction. This understanding cannot be said to be wrong, but as long as you study carefully, you will find that many companies have related systems and processes. , Planning, and appraisal, but their management is not very good, and sales performance has not improved rapidly with the introduction of these management measures. What's more interesting is that many managers are studying MBA, EMBA, but after they graduate, their management ability has not improved much, which is a very strange phenomenon. Why is there such a situation? Is the work we do all useless? To solve this problem, we must re-understand "management skills". 820 Marketing Military Academy believes that the core of the so-called management skills is: the process of turning the company's decision-making and leadership's will into everyone's behavior. The level of your management skills should be reflected in how many people can follow the company’s requirements, not how many systems and procedures have been written. The first item is very difficult, the latter is relatively easy, and because of the lack of the former, so Our management will become a mess. To improve management skills depends on the solution of the following three problems. First, do employees know what to do; second, whether they are capable of doing it; third, whether they want to do it. Only when these three points are satisfied can our management be carried out. Among them, the first two must rely on training rather than systems. Without the first two, any system and process are meaningless. Only when they understand, know, and know how to do it, but do not do it, can they adopt methods such as system and assessment. Therefore, the first task of managers is training, which is to completely solve the problems of "Do you know" and "Can you", and then solve the problem of "Do you want to". A management cadre who can only solve the problem of "doing it or not" is irresponsible, and it is also a person who lacks management capabilities. Therefore, training should become the daily work of management, and should even become the qualifications for managers, especially sales managers. It can be said that 70% of the tasks of management are training, and only 30% of the tasks are supervision and management. Enterprises that follow this law will develop in a healthier direction. Otherwise, they will struggle and hardly return!  
In short, the core of management is training, and management can only be carried out on the basis of training; training should be based on "training", and skills can only be improved through "training"; training is not optional for welfare, but an engine of competition for enterprises , The company that is good at training is the most promising company.