The marketing manager must realize his role. Modern marketing managers have the following three roles.
First, don't do it yourself, but organize everyone to do it.
Dongguan Electromechanical Co., Ltd. is a specialized company specializing in the production and sale of high and low voltage distribution control equipment. Founded in the mid-1990s, the company has more than 30 employees and 3 salespeople. The market area is mainly in the Pan-Pearl River Delta, and customers are mainly real estate, new factories, installation companies, hydropower companies and power supply companies. The sales method is to use the relationship between the boss and the salesman to promote sales. The company has never trained marketing personnel, and the sales volume in 2003 was 1.
An enterprise in Huizhou was established in the mid-1990s, specializing in the production and sales of stage lighting, mainly for export. Over the years, the company has been committed to the domestic market sales. There is a vice president of marketing and two clerks in the domestic market. The main business of the company is realized by the general manager and the vice president of marketing. Both of them are good at doing business, but so far, the sales in the domestic market are only several million yuan.
A high-tech company in Beijing is a supplier of expressway, telecommunications and other charging systems. The vice president of marketing said that every time I communicate with the author, I am very busy and tired. The author asked him why, and he said that his personal performance exceeded 100 million yuan every year. Because of his good quality and high educational level, most of his customers took orders back. He said that all the clients want to see him and are willing to communicate with him. He said that because this industry is in contact with directors, directors and bosses, the customer level is particularly high, and others can't handle it without him. I asked him if his company's performance could be better, and he said yes, but he had no time and limited energy, so he had to do it.
As can be seen from the above three cases, marketing managers (general managers) are very hard-working and good at using relationships, and the company is mainly supported by their personal performance. It is a pity, however, that the achievements made by the first two companies after years of hard work are really not flattering, ranging from several million to more than 10 million. Can the performance of the third company be greater? Their * * * problem is that the marketing manager defines his role as a big salesman. They are more likely to go to the front line, face customers directly, get back their orders and do it themselves. It can be said that one of the important reasons why enterprises are not big enough to be industrialized on a large scale is that these managers have made a fatal mistake, that is, organizing instead of organizing, standing in the position of organizers instead of organizing, and always using personal strength instead of organizational strength.
While applauding these managers for bringing huge business to the enterprise, we do find that they have also delayed the company, which may restrict and affect its development and become criminals of the enterprise. Because the market is infinite, and their time, energy and ability are limited, the company's performance and achievements can only stay within the limited scope of managers' personal time, energy and ability. Imagine here that if these managers really organize, direct and lead a group of people to do business, even if they are not as good as him, but a group of people are doing marketing, what will be the result? It used to be done by 1 person, but now it is done by 500 people. From 500 people to 1 person, its performance may increase geometrically.
Therefore, one of the functions of modern marketing managers is not to do it by themselves, but to organize everyone to do it, recruit, train, manage and direct, and achieve greater success in the market through a team.
Organizing everyone, with the help of organizational strength, is the only way to expand the market and expand enterprises!
Second, we should not only do it ourselves, but also guide everyone to do it.
The marketing director of an enterprise in Shenzhen manages more than 270 salesmen, among whom 9 sales ministers are responsible for various markets. One day, the marketing director told the author that he had a very distressing problem, that is, his subordinates seldom called him. Because I want to know the market situation and feel practical, I very much hope that my subordinates will ask for instructions and report and introduce the situation. At first, he often called his subordinates to ask about the situation. He played more men than men, and it was ok at first. Later, he felt that he always lost face and felt uncomfortable. I especially hope that my subordinates will call more, but it's hard to say or even give orders. The director said that these professional managers are not professional at all. What should I do? The author asked the director's subordinates whether they knew they should call you but deliberately didn't, or whether they didn't know they should call you. Is it possible: In fact, subordinates are also willing to maintain good communication with superiors, but they just don't know that you are afraid, worried that you don't know the progress and what happened in the market work, and subordinates don't know how to ask for more reports. The author said that due to the short history of market economy development in China, the professional managers in China have not yet formed, or the professional managers we are talking about have not fully realized what a professional manager should look like. At the suggestion of the author, the factory director organized a professional manager training. Later, the director gratefully told the author that his subordinates had completely changed. It is not that they are unprofessional, but that they don't know what to do.
Ruidefeng is a professional supplier of compound pesticides. In the past, the management of business personnel in the market was very rough. Later, the company formulated "80 Implementation Rules for Marketers to Visit Customers". In the "80 Rules", the business personnel are clearly defined from the aspects of searching stores, entering stores, leaving stores, customer visits, delivery, publicity, information feedback, daily work, etc., requiring business personnel to abide by the "80 Rules". For example, there are 10 things when entering the store: say hello first; Second, introduce yourself and send business cards and small gifts; The third is to find topics to communicate with each other; The fourth is to visit retail stores to understand the size of their stores; Fifth, recommend new varieties; Sixth, since 2000, only the Pearl River Delta market has achieved tens of millions of yuan in annual sales, making Ruidefeng the first in the industry.
Ebobot ranked tenth in the watch industry three years ago. In the past two years, Ebobot has implemented consulting marketing, that is, when customers buy products, it guides customers to consume, introduces the advantages and disadvantages of the company and other competing products in detail, helps customers sort out their needs, and allows customers to make their own choices on the basis of all-round understanding of products, completely changing the previous sales model and model based on promotion. However, what about the marketing team of more than 500 people? Since 2002, Ebobot and marketing experts have jointly formulated the "Everbright Ebobot Dealer Work Manual", which clearly stipulates the dealers' working attitude, skills, knowledge, appearance, body language, civilized language and psychological quality, and conducts drills and training for dealers in stages and batches until they are proficient, making Ebobot a leader in the industry.
Speaking of Huawei, it is well known, but speaking of the excellent account manager model formulated by Huawei 1999, I am afraid that non-Huawei employees don't know much. Open the Model of Excellent Account Manager and read it carefully, and you will suddenly understand what you should do as a salesperson of Huawei and how to become an excellent account manager in Huawei. The model comprehensively and systematically interprets the sales staff's mission, marketing culture, role and work, assessment and evaluation, life, quality, necessary knowledge, code of conduct and professional ethics, skills and performance, career path, development and innovation. With the "excellent account manager model" salesman, there will be a direction. With the benchmark, he will follow the model, and he will take fewer detours and stop "crossing the river by feeling the stones". Enterprises will also avoid the increase of time cost and opportunity cost caused by too many people's vacant exploration, and enterprises will no longer rely on the quality of individuals to achieve insecure performance.
Looking at the enterprises around us, there is a * * * situation that too many enterprises only hold simple product knowledge and introductory training after recruiting salesmen, and some send salesmen to the market without training at all. Some salesmen learn from old salesmen, while others grope for it themselves. In this way, the market performance and performance of high-quality salesmen are not bad, most of them are unsatisfactory, some are quickly eliminated, and some choose to leave when they find themselves "incompetent and inappropriate". Marketing managers often think that business people know what to do, but in fact, sales people don't want to do it, nor do they do it badly, but they really don't know how to do it. This is the status quo!
Many marketing managers spend too much time playing a game: recruit people-let you do it-watch you do it-find that you can't do it-don't let you do it-recruit new people-let new people do it … keep playing.
My feeling in the past 18 years is that the people who are most grateful to me are those who think they will grow with what I have learned-it turns out that our subordinates are so eager for our guidance and help!
In China, the prerequisite for becoming an excellent marketing manager is to be a qualified excellent tutor!
Achieve sales guidance!
Third, don't be a hero, be a builder of the system.
An enterprise in Guangdong has been engaged in veneer production and sales for 10 years. It began to cooperate with foreign-funded enterprises, mastered various technologies for producing such products, and then separated from foreign capital. A few years ago, there were not many peers, and the company made a lot of money. The general manager of this enterprise is a woman who has never graduated from high school. In recent years, with the intensification of market competition, enterprises have hired general managers. Everyone thought that the general manager was very capable, but the way of communication with the middle and high level was not accepted, and he left the enterprise after working for less than one year. In 2000 and 20001year, the sales exceeded 100 million, and in 2002 and 2003, the sales declined for two consecutive years, and the profits fell sharply, making no money. There are 8 marketers, including 2 managers who have worked in the company for more than 5 years, with good performance, while others are highly mobile and unstable. The salesman's basic salary is low, mainly relying on commission, and the expenses are basically included in the commission, so enterprises rarely carry out training. Salespeople rarely visit customers, mainly at home, and the company's business used to be mainly old customers. In many contacts with the author, the general manager always thinks that he has low academic qualifications and does not understand management. Although I have participated in some training, I still feel that the enterprise is not good, and I hope to find a professional general manager to manage the enterprise.
The general manager drives a BMW, lives in a villa and is worth over 10 million yuan. Why did he keep his mouth shut and say "I can't"? Is this general manager pretending to be modest? The author found this phenomenon very common.
Why is this happening?
At the beginning of China's reform and opening up, the market was in a non-competitive state, and most individuals and enterprises made money by relationships or opportunities. The main responsibility of the marketing manager is to find relationships or opportunities;
With China's entry into WTO and the intensification of market competition, many industries have been in a state of complete competition, and enterprises have made money by the system. The main responsibility of the marketing manager is to establish the system. The system built by managers must have a stable business source. This system is profitable. This system can make the enterprise run automatically like an assembly line. This system can keep the enterprise stable and balanced.
Many managers say "I can't" because they don't understand, not that they can't, but that the system they established can't, or that the system has not been established at all. If the enterprise system is not established, managers will find problems everywhere. We must deeply realize that enterprises are not supported by one person, but by the whole system. If the system is not established, managers will be seriously short of time, energy and ability, and even very tired-bitter in heart (bitter in heart). It is not difficult to find that the above-mentioned Guangdong enterprise system has not been established. For the sales of large customers, the enterprise has not established a clear business model, and has not yet formed the ability to open up the market and hematopoietic function; The ability, training, salary, motivation, target management and assessment of marketing team are fragmented and unsystematic. Faced with the decline in performance and profits and the strong market competition pressure, the general manager tried his best to find it useless. Finally, he found the answer: "I can't".
As managers, we must clearly realize that the Excellence of enterprises is not the Excellence of managers, but the Excellence of the systems they build; It is precisely because the system built by managers is excellent that we say that managers are excellent. When we say that Ren, Zhang Ruimin and Liu Chuanzhi are excellent, the deeper meaning behind them is that the system they have established is excellent.
Under the condition of perfect competition, the competition between enterprises is ultimately the competition between enterprise systems. As a marketing manager, the important role is to establish the system and win the system!