With the war drum signaling a new journey, our elite warriors set out on their mission—HaoYang Talent University’s Marketing Branch officially launches its Specialized Training Program for Marketing Powerhouses!

     “Forge an iron army through training and实战, and build a ten-billion‑yuan vision with talented people!” On July 7, the launch ceremony for the 12‑month specialized development program for marketing elite at the Marketing Branch of HaoYang Environmental Co.,Ltd.’s Talent University was successfully held. Chairman Zhao Kuili, Vice Chairman and Dean of the Marketing Branch An Guilin, Executive Principal Zhao Hengkai, heads of each branch, senior internal trainers, mentor instructors, and all participating marketing core personnel gathered on site to jointly witness a new milestone in the company’s marketing talent strategy.

Talent is the foundation, anchoring a strategy to achieve ten billion in revenue.
As the company’s business continues to expand, the geomembrane‑based seepage‑control market is steadily growing, and the company has set long‑term revenue targets of RMB 2 billion over five years and RMB 10 billion over ten years. Currently, its marketing system faces key challenges, including talent‑pipeline gaps, difficulty replicating real‑world expertise with major accounts, and an insufficient pool of high‑performing sales leaders capable of driving multi‑million‑yuan deals. Traditional, fragmented training programs are no longer sufficient to support the execution of its major‑account strategy. Leveraging the Haoyang Talent University’s dual‑track development model—combining internal trainer‑led instruction with hands‑on mentorship—the Marketing Academy has launched a 12‑month specialized program to cultivate top sales talent, establishing a dedicated pipeline for building expert account‑management capabilities in the geomembrane‑based seepage‑control sector. This initiative will systematically develop a cohort of account managers generating annual revenues of RMB 30 million or more, while codifying standardized methodologies for managing large‑account engagements, thereby continuously fueling the growth of the company’s three core business lines with world‑class marketing talent.
A Comprehensive Analysis of the Elite General Development Blueprint

At the ceremony, Vice Chairman and Dean of the Marketing Academy, An Guilin, delivered the opening address, providing an in-depth analysis of the project’s core rationale, its four-phase training-and‑battle system, and its elimination‑based incentive mechanism, thereby charting a clear path for the growth of all participants.

(1) Combining training with实战, the four-tier refinement process cultivates true marketing powerhouses.

This project is by no means a conventional classroom‑based training program; it adheres throughout to the principle of “practical application first, learning through real‑world challenges,” with a four‑stage process that rigorously screens participants and progressively hones their skills at each level.

(II) Master and apprentice united in heart, passing down the authentic, frontline expertise.
In the second phase of the project, a standardized mentorship program has been fully implemented. Top-performing sales executives have been selected as mentors, and formal mentorship agreements have been signed, accompanied by solemn oath‑taking ceremonies. Throughout the process, mentors provide one‑on‑one support during client visits, conduct post‑visit reviews to identify areas for improvement, and share their proven strategies for closing major accounts without reservation. To further motivate both mentors and mentees, the company offers monthly mentoring allowances, special bonuses for developing high‑performing talent, and additional points toward promotions and performance awards, fostering a strong bond between mentors and mentees while aligning their growth with shared business objectives.

(3) Sifting through the waves, we forge elite talent with the highest standards.
An Guilin emphasized that the bottom‑rank elimination system at the fourth level is not a ruthless selection process, but rather an expression of fairness and respect for organizational resources and high‑performing contributors. The 30‑million‑yuan revenue target is not just a cold number—it marks a badge of honor for top performers: those who excel in their final assessments can be promoted to Key Account Managers, enjoying priority access to comprehensive support across business, technology, and finance; outstanding individuals will be crowned Annual Top Performer, receiving a special bonus and gaining certification as internal corporate trainers, thereby empowering the entire sales team in turn.

Finally, An Guilin encouraged all trainees: wield theory as your shield and实战 as your spear; with your master’s guidance, push beyond your limits through rigorous training and elimination, and together, in twelve months, we shall gather to celebrate the crowning of true champions!
Anchor the long-term talent development strategy.

Chairman Zhao Kuili delivered a concluding address, outlining three core requirements for the Talent University and the Elite Cadre Development Program from the perspective of the company’s overarching strategic vision:

1. Firmly uphold the talent-first strategy and regard talent development as the company’s core long-term initiative.

Haoyang Talent University serves as the core foundation underpinning our ten-billion‑yuan growth target, while the Elite Talent Development Program is the key lever for building a robust marketing talent pipeline. The company will continue to allocate dedicated talent‑development budgets and strategically prioritize technical expertise, commercial capabilities, and customer resources to ensure the successful implementation of training‑and‑practice initiatives. As the primary stewards of talent development, each branch‑office director must integrate talent‑nurturing targets into their department’s annual performance appraisal, fostering a company‑wide consensus that “cultivating talent is paving the way for the future.”

2. Uphold the principle of integrating training with operations, reject superficial or formalistic training, and measure everything by business outcomes.

Talent development eschews theoretical exercises; all courses, mentorship, and assessments are squarely focused on closing major‑account deals and driving revenue growth. Internal trainers and seasoned mentors must delve into frontline, real‑world case studies to distill replicable, standardized playbooks. Meanwhile, trainees are encouraged to shed their comfort zones, proactively embrace market challenges, and treat every customer visit and negotiation as a crucible for growth—ensuring that what they learn can be put into practice and what they hone translates into winning outcomes.

3. Foster a culture of mentorship and knowledge transfer, and build a healthy talent‑circulation ecosystem.

Fully leverage the mentorship and knowledge‑transfer value of seasoned core talent and high‑performing “top guns,” while refining the internal trainer and mentor incentive system to ensure that employees who are eager to share and excel at coaching receive recognition, financial rewards, and clear career advancement pathways. Upon completing their training, these top performers should proactively take on teaching and mentoring responsibilities, continuously replicating multi‑million‑dollar sales capabilities, thereby establishing a virtuous cycle of “cultivating top guns—top guns nurturing others” and steadily strengthening the company’s elite sales force.

The Chairman’s message to all trainees: The company has built a platform and invested substantial resources, all to empower bold, tenacious go‑getters. We urge you to seize this 12‑month opportunity for systematic development, uphold our core values of “integrity, trustworthiness, innovation, and win‑win collaboration,” and firmly establish yourselves in the geosynthetic‑lining sector. May you grow into industry leaders capable of driving multi‑million‑dollar projects, together helping Haoyang realize its ambitious vision of becoming a global benchmark in the geomembrane‑based seepage‑control industry.