It was not impossible to achieve the sales target.

The sales meeting was held every day. Directors and managers gathered in the conference room at 9 o'clock to hold a sales meeting that day. One of our managers looked very tired during the meeting. When I asked her if she had a drink last night, she said she couldn't sleep. When I asked her why she couldn't sleep, she said she tried to sleep at night but couldn't because she didn't think she would be able to meet his sales target that day. I laughed and asked if it really is, and it really is. After the meeting, the manager came into my office. I asked the manager to have a cup of coffee, so we went out together and brought in. The manager thanked me. When I asked the reason, she said that the sales target has been just a number but "Now, it is not only a number, but also a goal to achieve." She said that she gained confidence that she could do anything. She told me when I first came, it was impossible for everyone to achieve monthly sales target. It was less than four months to achieve the monthly targets. But now it's changed. Achieving the goal has become a given. And it was shocked for her when one of the other employees said, "It's impossible," when I said, "Just make it possible." That moment she thought we would not continue to achieve our sales target, but she admitted she was wrong. Now she can't even sleep at night if we don't meet our sales goals on the same day. I thanked her, too. I'm sure our employees are not just saying that it's difficult to achieve their goals, but that they know what we have to do to achieve our difficult sales goals and do their best to achieve them. Even though we did our best to do what we had to do, when we found difficulties, we ran diligently to the factory and to the client company. Decisions were made immediately, and a system was created in which profits could be predicted at the same time as sales. It has been quantified so that we can see the performance in numbers every day and the results of our efforts. As a result, not only employees' awareness but also the way we perform our duties has changed.

I saw the market separately. It is a separation of industrial groups. The industrial group has been separated and the management styles were different. In other words, I managed with different ways in each market such as automobiles, home appliances, construction etc. To that end, discussions with directors in charge continued. I had an opinion that it would be better to leave the market as it flows, except for the automobile and home appliance markets. It is to leave the supply and demand of prices or supplies to the market. It was my opinion that doing so would allow some time to elapse so that our products could naturally settle in the market. However, the director's opinion was different. Instead of leaving it to the market, the director in charge said, "We should create a system to distinguish customers and standardize the price level." I was a little skeptical. If we manage the market in a contrived manner, I wondered if there would be any results in terms of human and physical costs. Even so, I think I should not just ignore the opinion of the director in charge. So I asked him to make a plan and report to me first. After a while, the director has come up with a plan to manage the market. I asked him to wait a little bit in order to review the report first. Then I went over the management report, and I couldn't help but admit that I was wrong. It could be summarized that the market is divided into specific customer groups, the financial status of the client company is also considered, and the market is being led by price forecasting. My idea was wrong. I called the director. I said it was great and I was wrong. Then we put the director's idea into action.

Our marketing department has changed. We became strong.