Company Y is a well-known business administration from the industry experts who lead the management consulting firm, was first established, business is the main partner on the original recommendation and acquaintances reputation spread, Several business daily work to be done in the only division of the Advisory Record Assistant, the company has not really sense the marketing, as market competition intensifies. Y market in the short boards are increasingly prominent, for Company Y counterparts from a company paid by an occupational Walai marketing M-jun, and charged with the task, but have also emerged : 1, M-jun found that the original operational personnel act although very careful, But the lack of business personnel should have the passion and vigor, sales ready before too much and too little action. The daily workload comparable to the gap between the operational staff than great; 2, the original operational staff was very understanding. In actual sales work everywhere for the benefit of customers, customer relations situation get along has been pretty good, Regular commitments to the customers value for money all the additional services, However, most of them are the expense of corporate profits or in excess of the capacity of the company at the cost, although many business volume growth, But the actual creation of minimal margins; 3, the company management communication channels varied, but frequent communication predilection M company also received feedback from the leadership of their own responsibilities within it, but knew nothing about the message. The face of it, this may only be the creation of a new management company common than arbitrary, irregular flow of general issues, As long as strengthen the system, strengthen assess, standardize workflow management, the above problems can be solved. And M-jun after the initial communication, the author learned : M Y to the company, set up a relatively sound business management and business process management system, and stepping up the enterprise vision, career planning, performance evaluation, pay the incentive efforts, as well as the existing and new staff recruitment business conducted fruitful manly training, Sales of business skills in the industry are already high standards, but performance is still not risen, and the original operational performance lags far behind the new employees. With the M-jun further communication, the authors found : leading to the above problem of reasons, In addition to the specific business involves management problems, The most important thing is the company employees in different types of cultural differences or conflict. Company Y is the leadership of the industry-renowned management consulting experts, consultants for the company to occupy the number of majority Advisory staff in the actual work of work, effort and hard work, empathetic and balanced, moderate temperament, internal atmosphere of harmony and flatten the management of communication channels has brought rich and diverse, the entire company displayed a strong professional, the quintessential moderate, tolerant, understanding, democracy and stability in the work atmosphere, Let us call it focused contribution, effort, and harmonious "cattle culture." With M-jun and the arrival of the new team, as a professional marketing person, he brought the style is a totally offensive, strong, obedience, determination, passion of the so-called "Wolves culture," the focus of attention focused on the formulation and implementation on the powerful control the process and results-orientation. As existing business personnel and counselors harmony for a longer time, by the original companies of the so-called "cattle culture," a great impact on the offensive moderate, tolerant and obedience, democratic right decision, calm right passion, cultural differences and even conflicts arise : the original operational personnel experts tend to think like, Each of the details of a management should strive contact with the customers but fully prepared special action delayed With customers buy signal operations staff contributed to bow to customers, the customers ask too many concessions blindly accept, customer service commitment to the result that many of the services themselves, however, operational personnel anywhere company to the leadership or advisory division reported that the exchange and very democratic communication, Some went to the staff of the company nearly a year of time in business to fail is still at ease. sales management and the implementation of the mechanism for weeding out the competition. Company leadership hearts special support action is often to the original operational staff room ... This advisory is in the business to promote "business pursuit of specialization, and service beyond the five-star" the talent to promote the "elite professionals, harmony, stability," the concept of cultural direct result Are these cultural ideas wrong? These cultural ideas are right, only advisory team of experts and field sales teams belong to two different types of teams. As marshal and the generals, and they should have a different cultural identity. Expert teams tend to sedate, euphemism, the people, the adoption, tolerance, understanding, while the sales team has tended to communicate directly, competitive and aggressive, determination, obedience, the pursuit of a result, relatively utilitarian. Company Y and the original operational staff team of experts had long nurtured culture, the members of the team self-positioning errors Companies original team culture expert with the M-jun from the outside into the sales team culture is a natural conflict. Just how can defuse this team are cultural differences and conflicts? First, the team recognized the cultural differences, respect for the various types of business team unique characteristics specific to the Y, Advisory team of experts on the advisory business is still necessary to strengthen them with the original specialization and the adoption of democracy, The outstanding qualities of tolerance; the sales team, to some extent, to absorb the advantages of expert team, We should also strengthen the same time as a sales team of its basic characteristics : motivation, result-oriented, focusing plans and implementation focus on process control, that action quickly, focus on implementation, and so on; Only by recognizing differences may be mutual understanding and appreciation. Second, we must strengthen and not weaken the different members of the team communication and understanding, different team members understand their own and each other's role, certainly with the other team's own advantages and characteristics. Finally, in recognition of differences and characteristics of the self-affirmed, based on a different team, should be different from the quality of training requirements and a different style of management, such as consultants and experts thought Creative team, the precision required knowledge and expertise and management to a relatively liberal, democratic, multi-listen to different views, more style-oriented communication mode and multi-channel, a relatively flat for the management; As for the sales team implementation, the emphasis on product knowledge to maintain a certain thickness and the same time, more emphasis on sales and customer communication stood in the perspective of communication with customers and the style of coordination, in the management style of a clear goal-oriented, rigid, responsive and resolute decisions, emphasize obedience, enterprising, emphasize results and know how to balance the interests of all parties. In short, experts leadership or business leadership must not only from their own perspective, different styles of the characteristics of team members turn a blind eye to dwell on the cultural identity of the company and ignore differences, eventually evolved into cultural conflicts. Company leadership within the company should see the difference different team, targeted for different styles of management, in the company culture Below allow different styles of team-cultural existence. Author : SHI Xian Wu Dacheng Shenzhen Oriental Management Consulting Ltd.