Conference Theme: Xi’an Simo CRM System Launch Training & Sales Management Transformation Briefing
Date & Time: June 5, 2026, 13:30 – 17:30
Key Speakers: Cao Qi (Strategic Decision-Making), Wang Xu (System Operation)

Core Summary:
This conference was more than a software training session—it marked a foundational restructuring of Simo Motor’s sales management model. The company officially declared the end of the “verbal reporting era,” implementing a CRM system that integrates the entire LTC (Lead to Cash) process. Using “data + algorithms,” customer ownership, opportunity tracking, and distributor management are being reshaped.

Part 1: Strategy — Why “Deep Reform” Was Needed

Cao Qi candidly highlighted three major business challenges:

1. Trust Crisis: Whose customer is it?
Pain Point: Reliance on verbal reporting led to disputes over customer ownership, “poaching,” and situations where departing sales staff took all resources with them.
Solution: The CRM system introduces a “timestamp ownership” mechanism. The system records the first registration time and cross-checks the unified social credit code to ensure that whoever enters the customer first owns it, preventing human disputes.

2. Resource Black Hole: Idle customers
Pain Point: Salespeople hold hundreds of clients without follow-up, leaving quality leads unused and leaving new employees with no resources to work with.
Solution: Introduce a “dynamic customer pool elimination system”:

• Holding Limit: Direct sales can hold up to 100 customers.

• Zombie Clean-up: Customers with no follow-up for 30 days or no order for 60 days automatically flow into the public pool.

• Survival of the Fittest: The public pool allows other salespeople or distributors to claim clients, forcing the original holder to manage their portfolio effectively.

3. Decision Blind Spots: Managing in the dark
Pain Point: Management could not track spending, identify profitable industries, or even export past performance records for bidding.
Solution: The system integrates ERP (production), OA (approvals), and finance.

• Data Dashboard: Real-time visibility of order schedules, payment status, and industry distribution.

• AI Assistance: Using the C139 model (based on 15,005 standard actions) to automatically calculate project profitability. A score of 70 represents a 70% chance of success, reducing subjective decision-making.

Part 2: Tactics — “New Military Rules” You Must Follow

Wang Xu demonstrated system operations and emphasized non-negotiable rules:

1. Rigid Workflow: Four Steps
All business must follow the sequence without skipping:
Step 1: Customer Registration (Duplicate Check) → Step 2: Opportunity Initiation (Classification) → Step 3: OA Price Approval (Compliance) → Step 4: Order Generation (Fulfillment)

 Strict Warning: From July 1, any order not completed through OA price approval will not be shipped by the finance department. No exceptions.

2. Customer Management: From “man-rule” to “system-rule”

3. Opportunity Management: Precision Targeting

• Classification: Project-based (bidding) vs Non-project (inquiry).

• Mandatory Fields: Must include final customer and province/city. Example: “Not just ‘Mr. Zhang,’ must specify ‘Mr. Zhang sells to Yan Changle.’”

• Tiered Attention:
  <200,000: handled by business manager; 200,000–500,000: regional manager; 500,000: Wang Xu intervenes; 1,000,000+: senior management support.

4. Behavioral Norms: No “Fake Actions”

• Iron Triangle Principle: All entries must be timely, accurate, and complete.

• Daily Reporting: Entries must be recorded immediately or via mobile after visits. Cao Qi joked: “Even in bed, you must finish logging.”

• No Vague Notes: Cannot write “visited client”; must detail pain points, date, and next steps.

Part 3: Channel — Distributor “Rules and Protections”

For the distributor network, the conference announced impactful changes:

1. Regional Restructuring: Balancing the load

• Current Situation: Imbalanced. 17 distributors nationwide; Xi’an controls 9, causing conflicts in the northwest.

• New Policy: 11 unassigned provinces will be developed with new agents; current distributors are prohibited from entering these areas.

• Ban: Cross-region customer registration is strictly prohibited.

2. Benefit Protection: Clear boundaries

• Industry Barriers: Encourage distributors to establish barriers in specific industries (large clients, retail).

• Pricing Rights: Within exclusive areas/industries, distributors can set prices but must meet sales targets; otherwise, rights are revoked.

3. Account Management: Cost & Permissions

• Basic Account: Provided free by the company.

• Extended Account: For managing sub-teams, fee required (~100 RMB/year/account).

• Data Isolation: Distributor A cannot see Distributor B’s customer data, ensuring confidentiality.

Part 4: Execution — Next Steps

• Company-Wide Test: Rules are fixed and will no longer be explained. Managers must convey core rules, especially the four-step process and public pool system.

• Hands-On Training: Wang Xu will conduct module-specific training on account setup, duplicate checks, and opportunity entry.

• Trial Period: Some leniency during initial rollout; from September 1, all rules and assessments will be strictly enforced.

Management Intent: The tone and details of the conference show serious action. Cao Qi repeatedly emphasized concerns about supporting the wrong people, losing deals, and distributor conflicts, reflecting the current chaos’s impact on revenue.

Power Balance: While the system enforces regional protections (restricting rights), it also equips distributors with AI tools and data analysis (empowering them), enabling precise decision-making.

Final Window: Cao Qi mentioned clearing all pre-2024 customer records. The old relationships no longer count—this is the best opportunity to secure quality clients immediately. Sales teams are urged to log in and claim their positions.