Marketing management cycle phenomenon 1: The regional manager of a liquor company with sales of less than 100 million said in the report work: "I personally visited several hotel terminals this month and found that...";
Phenomenon 2: A beer company with sales of 500 million yuan in a year holds a monthly marketing meeting. At the meeting, the general manager said: "At present, our brand does not carry out any promotion in the hotel, and the competitor A brand has started to release a large number of free freezers to the hotel. Do we have to carry out some forms of promotion, is it to do some exhibition awards?" When a regional manager reported, he said: "At present, our brand power is not strong, the overall advertising investment is insufficient, and our company has many management problems...";
Phenomenon 3: A liquor listed company holds a monthly marketing conference. The general manager said: "Can our new product achieve 20 million yuan in sales this month?" The regional manager A said: "Our current TV commercials should be launched quickly, and the ads will not be invested. If there is no customer to cooperate with us, we will have to drink the northwest wind." Director of Marketing Department B said: "We need to further standardize the process, standardize the management of the forms, and improve the management level."
......
In the process of serving enterprise customers, the author often encounters the above phenomenon. The common feature of this phenomenon is that the marketing grassroots personnel did not perform their duties, or they were making excuses for themselves, but instead shirked their duties (the things in the position) to their superiors. The general manager of marketing has been forced to do the basic work of the grassroots personnel for the purpose of the organization. As a result, marketing management has entered a strange circle, and grassroots marketing personnel have “concerned†the marketing management work, and the general manager of marketing has started the work of grassroots sales.
The author attributed this phenomenon to the phenomenon of “anti-authorization†in marketing management. The report of the regional manager in Phenomenon 1 is “normalâ€. A regional manager of a small business is only responsible for a county-level market. The three subordinates of the subordinates have placed themselves in the role of a senior manager. They said that they personally visited a dealer and visited what they visited. terminal. And what is their normal state? The basic marketing work is subordinate, and in case of trouble, please ask the superior----marketing general manager, the marketing general manager has become the "fire brigade" and the actual solver of the problem. The general manager of marketing was exhausted and was in a disorderly busy day. The essence is that the savvy regional manager gives the job "anti-authorization" to the marketing general manager. The general manager has no way to ask for it. I don't know how to deal with it. The general manager of Phenomenon 2 is talking about the specific sales details, while the regional managers are talking about the management problems of the company. The root cause is that the regional manager did not perform his duties and did the specific sales work he should do. Instead, he talked about the management of the company in offside. The essence is that the regional manager is “flickering†the boss. The boss is forced to consider the grassroots details for the achievement of the marketing goal. The general manager runs around the regional manager, and the regional manager “anti-authorizes†the manager. The general manager of Phenomenon III is considering the specific sales target of the month, while other subordinates are concerned about the issue of advertising and standard management. The root cause lies in the reason for pushing and looking for an interface. The essence is still to “anti-authorize†the general manager, and the management procedures are subverted.
The prevalence of “anti-authorization†in marketing management reflects the profound problems in marketing management. Only through the adjustment of management ideas and methods, marketing managers can fundamentally solve the problem of “anti-authorization†in marketing management, achieve rationalization of organizational order, perform their duties and perform their duties, and organize members to work together for organizational goals. . By helping companies establish a series of management principles and systems, the author establishes team values ​​and culture, effectively solves the abnormalities in management, and guarantees the realization of marketing objectives.
Managing the cycle of analyzing all the problems in the organization can be attributed to the manager's problem. "Anti-authorization" can also be solved by the work of the manager. The “anti-authorization†phenomenon has several manifestations in specific marketing managers:
In the front, the lower level is more sleek and does not want to take responsibility. When encountering a specific problem, the subordinate functions as a microphone. Simply state the problem of the subordinate to the superior, and then ask the superior to make a ruling. At this time, if the superior is wrong, he thinks that the lower level actively asks for himself and thinks that he respects himself and he is happy to express his position. Once things are resolved, the responsibility is removed to the superior. "This thing is done according to what you mean", "You confessed to do this" and so on, it will hang on your lips. The superior is hard to argue, and the result of the decision of the lower level is that the lower level does not act.
The second is that the superior does not explicitly authorize the lower level. At the same time as the authorization, the responsibility of the matter is also passed on. The marketing manager is destined to be the ultimate bearer of responsibility. This is the iron law and cannot be changed. Regardless of who makes the decision, the responsibility must be borne by the manager, at least one management responsibility. Just like the responsibility of some private coal mine safety accidents, the deputy mayor is removed from office----Is the safety accident directly caused by the deputy mayor? Certainly not, but the deputy mayor has management responsibility! However, some managers in order to show that they have a final decision, or to play with the power, rarely authorized or authorized in the vague, I hope the lower level to try to figure out. In this case, the subordinate kicks the "ball" of the decision-making power to the superior in the case of ambiguity or in order to avoid responsibility. The higher level of their own playing fire will have to pay for themselves.
There are several ideas for the superiors not to subordinate the authorization. First, there is no trust to the subordinates. They believe that the subordinates are not capable enough and do not dare to authorize. Second, they play tricks and control the subordinates. Third, they do not know the importance of authorization. The principle of (full) responsibility. No matter what the idea, it will lead to such a result.
The third is that the subordinates are not capable enough, and the superiors lack the appropriate methods when they help. In the management, the subordinates on the result are deauthorized to the superior. We say that managers are the "coachers" of the lower levels, and "giving people to fish" is not as good as "giving people to fish." It is more important to teach methods and principles. Through guidance, follow-up and temptation, the subordinates can achieve their goals through their own efforts and decisions, so that the subordinates can experience the joy of success and feel a sense of accomplishment. China has said this since ancient times, "the diligent mother lazy son", the subordinates under the superiors are difficult to grow up.
The fourth is that the rights and responsibilities of the subordinates are not uniform and do not match, or that the subordinates feel that their responsibilities and rights do not match, or that the responsibilities are not clear. The unification of the rights and responsibilities of each position in the management process is the iron law. Due to the asymmetry of information, misunderstanding, lack of communication, difficulty in work, unfair organization (may be the understanding of the subordinates), etc., the subordinates are not willing to undertake the so-called rights for the so-called rights (vision or mission). responsibility. Under such circumstances, it is inevitable to take some measures to evade responsibility, and the "anti-authorization" of the lower level to the superior is one of them.
The fifth is that the leadership of the superior is not enough, or the lack of leadership charm. Ruthless management and sentimental leadership are the classic methods of embodying leadership charm. Not talking about management is a violation of principles. Only management principles do not understand the true meaning of management. If the superiors are too dogmatic to copy the management of the West, they will certainly cause "consistency in the country" and do not understand the performance of the Chinese.
The above analysis is an analysis of the anti-authorization phenomenon in marketing management, and all of these will lead to the “anti-authorization†of the subordinates in the marketing management to the superior.