Marketing Management Circles

Marketing management circles
Phenomenon 1: a regional manager of a liquor making enterprise with a sales volume of less than 100 million said, "I visited several Hotel terminals in person this month and found that......" ;
Phenomenon two: a beer business with a sales of 5 hundred million a year will hold monthly marketing meeting. At the meeting, the general manager said, "at present, our brand has not carried out any promotion in the hotel, and the competitor A brand has launched a lot of free ice storage on the hotel. Do we have to do some form of promotion?" While a regional manager was reporting, he said: "at present, our brand is not strong enough, and the overall advertising investment is insufficient. There are still many problems in our management." ;
Phenomenon three: a liquor listed company holds monthly marketing meeting. The general manager said, "can our new product achieve 20 million yuan sales this month?" "Our current TV advertisements should be put on the market quickly, advertising will not be voted again, and no customers will cooperate with us, so we will have to drink the west wind," said the regional manager. Market director B said: "we need to further standardize the process, standardize the form management and improve the management level".
In the process of serving customers, I often encounter these phenomena. The common feature of this phenomenon is that the grass-roots marketing personnel have failed to perform their duties, or are making excuses for themselves, instead, they have shifted their duties and responsibilities to their superiors. The general manager of marketing is forced to work for the organization's goal, which should be the basic work of the grass-roots personnel. Therefore, marketing management has entered a strange circle. The grass-roots salesmen have been concerned about marketing management, and the general manager of marketing has started the work of grass-roots sales.
I attribute this phenomenon to the phenomenon of "anti authorisation" in marketing management. The report of the regional manager in the phenomenon 1 is "normal". A regional manager of a small enterprise is only responsible for a county-level market, with three subordinate business representatives, but puts himself in the role of a senior manager. He can hardly say that he has personally visited a dealer and visited any terminal. And what is their normal state? Basic marketing work subordinates, in case of trouble, ask for a higher level -- General Manager of marketing, general manager of marketing has become "fire chief" and practical solution to the problem. The general manager of marketing was exhausted. He was in a busy state every day. Its essence is smart regional managers to "anti authorize" work to the general manager of marketing. The general manager had no idea and how to deal with it. The general manager of the phenomenon 2 is talking about the details of sales, while regional managers are talking about the management of enterprises. The reason is that regional managers fail to fulfill their duties, do the specific sales work they should do, but manage the company in offside. The essence of regional managers is to "huff" their superiors, and their superiors are forced to consider the details of the grass-roots units for the sake of marketing objectives. The general manager is running around the regional managers, and the regional managers are "anti empowerment" to the managers. In the third instance, the general manager is considering the specific sales targets of the month, while other subordinates are concerned about the issue of advertising and standardized management. The root lies in seeking reasons and finding interfaces. Its essence is still "anti authorisation" to the general manager, and the procedure of management is subverted.
The widespread phenomenon of "anti authorisation" in marketing management reflects the profound problems in marketing management. Only by adjusting the management ideas and methods can marketing managers fundamentally solve the problem of "anti empowerment" in marketing management, straighten out organizational order, do their duty and do their duty, and organize members to work together for organizational goals. By helping enterprises set up a series of management principles and systems, the author established team value and culture, effectively solved the abnormal phenomena in management, and ensured the realization of marketing objectives.
Analysis of management circles
All the problems in the organization can be attributed to managers' problems. "Anti authorisation" can also be resolved through the work of managers. There are several manifestations of "anti authorisation" in specific marketing managers.
The first is that the subordinates are more sleek and do not want to take responsibility. The lower level acts as a transmitter when encountering specific problems. Simply state the problem of subordinates to the higher authorities, then ask the superior to make a ruling. At this time, if the superior is mistaken for the lower level to take the initiative to ask for advice, he thinks that he respects himself. Once things are resolved, they will be shirk their responsibility to their superiors. "This matter is done according to your meaning", "you explain this to do" and other excuses will be put on the lips. The superior is incapable of speaking, and the result of the decision for the lower level is the lower level omission.
Second, the superiors do not give explicit authorization to subordinates. Or at the same time of authorization, the responsibility of the matter is passed at the same time. The marketing manager is doomed to be the ultimate bearer of responsibility. This is the iron rule and can not be changed. No matter who makes the decision, the responsibility must ultimately be borne by the manager, at least one management responsibility. Just like some private coal mines, the responsibility for safety accidents is that the vice mayor is removed from office. Is the safety accident directly led by the deputy mayor? Certainly not, but the deputy mayor has management responsibilities. However, in order to show that they have the final verdict, or to play tricks, some managers rarely empower or authorize when they are vague. Under such circumstances, the lower level kicked the "ball" of the ruling power to the higher authorities in an uncertain situation or in order to avoid responsibility. The superior's own playing with fire will eventually be paid by himself.
There are several reasons why superiors do not delegate to subordinates. One is that they have no trust in subordinates, and that they are not competent enough to dare to delegate. The two is to play tricks on authority and control subordinates. Three, we do not know the importance of authorization and do not emphasize the principle of not giving full responsibility. No matter what the idea is, it will lead to such a result.
Third, the subordinates are not competent enough, and the superiors lack proper methods in helping them. In management, the subordinate authority of the lower level is opposed to the superior. We say managers are "coaches" at lower levels. "Giving people fish" is not as good as "teaching people to fish". Through guidance, guidance and so on, let subordinates achieve their goals through their own efforts and decisions, so that subordinates can feel the joy of success and feel the sense of achievement. China has been saying this from time immemorial, "diligent mothers lazy sons", and subordinates arranged by superiors are hard to grow up.
The fourth is that the subordinates' responsibilities and rights are not unified or mismatched, or the subordinates feel that their responsibilities and rights do not match, or the responsibilities and rights are not clear. The unity of responsibilities and rights in all aspects of management is iron law. Because of asymmetric information, different understanding, insufficient communication, difficulty in work and unfair Organization (which may be understood by subordinates), subordinates are unwilling to assume the so-called responsibilities for the so-called rights (vision or mission). Under such circumstances, some measures must be taken to avoid responsibility, and the lower level is one of the "anti empowerment" of the superior.
Fifth, leadership is not enough, or lack of leadership charisma. Ruthless management and emotional leadership are the classic ways to embody the charisma of leadership. It is against principles to say nothing of management. It is only the principle of management that does not understand the essence of management. If the superiors are too dogmatic to copy western management, they will surely cause "acclimatized" in China and do not understand Chinese people's performance.
The above analysis is an analysis of the phenomenon of anti empowerment in marketing management, all of which will lead to the "anti authorization" of subordinates in marketing management.
Managing the vicious circle
First, as a manager, we must establish the responsibilities of each post. And pay attention to strategy. The unity and matching principle of responsibility and right can be changed not by anyone who wants to change, but by managing iron laws. From the point of view of management norms, managers must establish their respective responsibilities and rights and make them unified. But doing things according to rules is not without strategy. Just as managers are making difficult assignments to the lower level, if you say "you go to work and take responsibility, I assume", I believe your subordinates will do their best. Because you have liberated the burden of the lower class. Conversely, in this case, what you emphasize is "this is your responsibility." if you look at it yourself, I believe the lower level will accept it, but the effect may not be as good as above. This is the time to show leadership. But if managers often use this method to motivate their subordinates, they will also feel that their subordinates are not responsible.
Moreover, we must adhere to the principle of limited delegation and limited trust. The result of total decentralization of subordinates at lower levels is out of control - which is not acceptable to all managers. Therefore, in addition to management results, there is more management process itself. The leadership responsibility of "Guan Yu Huarong road Cao Cao" and "lost Street Pavilion" in the three kingdoms are the mistakes committed by Zhu Geliang in one hand. However, without authorization, the lower level will not be able to act. Therefore, in the time of authorization, we must adhere to the principle of limited authorization, adhere to the principle of limited trust for people, make sure that people should be suspicious on the user, suspect people should use it, make the unification of management process and results, the unification of authorization and "anti authorization", the unification of trust and distrust.
Third, managers need to know others well. When arranging tasks, it is necessary to make clear the difficulties and priorities of the work to the subordinates, to fully empower them in matters that are easy or not essential, and to give special assistance to the subordinates in the process of weakness. In this way, subordinates can complete tasks according to the arrangement of their superiors.
Fourth, managers should be good at communication and find problems in time. Only with adequate communication can we grasp the information and convey information in time, grasp the ideological trend of subordinates, provide technical and intellectual support, and solve the problem of disunity of responsibility and rights of subordinates in a timely manner due to asymmetric information, different understanding, insufficient communication, difficulty in work, unfair Organization (understanding of the lower level), and no acceptance of corporate culture. Management begins with communication, without communication, without management.
Fifth, management should be humanized and strategy oriented. Humanization and strategy are the reasons for managers to embody leadership charisma and management flexibility. The general manager of a liquor listed company always asks the other party where he lives, what market he is familiar with, where he wants to go, and what he wants to do when he recruits the marketing staff. I thought he was asking for a job arrangement. Later, in his contact with him, he told me that he really wanted to take care of his subordinates, and if he could have a balance in his work and life, wouldn't it be better? In my contacts with my subordinates, I heard many times that XX is a good person. If you don't do well in your job, you will be sorry for people. This reflects the humanization of managers.
Strategy is to talk about management art, is the necessary ability of managers. It is typical management art that "persuading will not be fierce". Managers often face various problems and need constant innovation. Strategies and arts are manifestations of managerial wisdom. Managers need to constantly sum up and upgrade, constantly improve management skills and innovate management art. When I was in the service of a liquor listed company, I persuaded the boss to deal with this matter. At that time, the enterprises were in the critical period of new product investment, and the newly recruited marketing managers often avoided the TV ads when faced with their work difficulties. While some managers (mediocre persons) were talking about standardizing the process management problems, the newly recruited business representatives skills were obviously insufficient, and the author strongly recommended three points: first, sales volume was greater than management. Investment work is bigger than everything. Put an end to talking about standardized management, so that salesmen can not finish the work of an excuse; two, sales power is greater than advertising communication. Advertising is an auxiliary means, rather than the most important means of investment. Can not borrow no advertising to give excuses, to explain their poor sales; three, development is greater than norms. Norms are what the boss talks about, and no one has the right to talk about it. The only thing they talk about is finding customers and doing the market. At that time, the boss of enterprises also felt that the three points were contrary to management theory, and I said the essence of management lies in the outcome itself. Later, the facts proved that the author's practice is right. Only a month later, the investment mission was completed, and it completely collapsed. At the beginning of the month, there was no advertisement to find customers, and the emphasis on management and standardization. The establishment of sales volume was the value of the hard truth, and laid the foundation for the marketing work of enterprises.
To achieve the above five points, we can basically guard against the problem of "anti authorisation" in marketing management. However, to thoroughly solve the problem of "anti authorization" in management, managers need to seriously study, conscientiously observe, constantly sum up, innovate and be flexible, and ultimately build the whole team into a team that performs efficiently around marketing objectives.