How to build an excellent regional marketing team?

The construction and management of regional marketing team is the most basic management of enterprises and the key factor to determine the marketing effect of enterprises. We can often find the following phenomena in some enterprises: high turnover rate and frequent personnel changes; People are uneasy. In Cao Cao's heart and in Han, they want to jump ship at any time. Large-scale airborne troops have caused heavy ideological burden and pressure on the original personnel; Some small factions and gangs often run amok, referring to deer as horses; Personnel fight in their own way, straggle; Personnel shirk some work and blame each other for problems; Personnel often report over the top, and the regional person in charge can't control the situation; During the work period, the staff took a cursory look at the flowers, and their spare time was crowded; Regional marketing expenses are out of control, leaving serious problems. Such regional marketing teams are often beaten out of the water by competitors and fall into a very passive situation. Dealers lose patience and confidence, and the regional market performance is even more precarious or even defeated. Regional marketing leaders need to attach importance to and strengthen the systematic construction and management of the team, build a marketing team with strong fighting capacity with well-trained ideas and methods, and cultivate the professionalism of the whole marketing team to struggle and continue to start businesses, so as to be invincible in the regional market and achieve brilliant achievements. Systematic team building is the primary concern of regional marketing leaders, which can be simply described as: building a team, building a team, making rules, building knowledge, etc. Due to the traditional local concept of China people, they like to form gangs and make friends with relatives, which should be resolutely put an end to in enterprises. This concept of employing people should not only set an example as the head of regional marketing, but also be strict with subordinates. If you find one, transfer one from the other. In some enterprises, it often happens that a supervisor resigns, taking away a group of people, resulting in a vacuum of post personnel and putting the enterprise in a passive situation. In rational and standardized modern management, large-scale airborne is not allowed, and regional marketing leaders must nip in the bud. Once there is a management vacancy, try to promote and appoint from within and try to avoid citing airborne troops. Personnel selection should be based on the principle of fairness, justice and openness, and create a healthy and normal working atmosphere for employees, so that new personnel can come at once, and they can fight and win when they come. It is also very important to conduct systematic induction training for new employees, including corporate culture introduction, product or service introduction, relevant work skills requirements and so on. Make full use of the internal training manual prepared in advance to implement the training, and the training content of personnel in different positions should also be focused. However, we found that some regional marketing leaders don't pay much attention to this point, and newcomers often rush to work without formal induction training, which is not conducive to the healthy growth of marketing teams. A good team must be obtained through continuous and strict training. On the football field, those outstanding football teams can often achieve very good results, which are closely related to a lot of training behind the scenes. The induction training for new employees and the subsequent gradual training can not only be regarded as a kind of welfare, but also a way to build a learning team. In the division of labor and allocation of personnel, we should know people and be good at their duties, and strive to assign the most suitable talents to the most suitable fields or positions, so that they can give full play to their strengths and show themselves. In addition, according to the personality characteristics of different people, their advantages complement each other and form cohesion. An enterprise in the start-up stage is prone to guerrilla habits in the process of growth. At the beginning, the professional division of labor was not so clear, but as the enterprise grows slowly, it needs to have a professional division of labor. When the professional division of labor reaches a certain level, the specialization and cooperation within the enterprise becomes very important. Clear division of labor and clear post responsibilities are the premise of stable and orderly marketing work. The person in charge of regional marketing should avoid being hands-on and interfering too much with the details and specific work within the team. If there are no rules, regulations and work processes within a marketing team, and they are clearly informed, random and disorderly emergencies will emerge one after another only by feelings, human feelings and individuals. Such a team is a mob and has no efficient organizational execution. Regional marketing leaders should establish simplified rules and regulations and efficient work processes for different positions in different departments, paying special attention to key institutional processes such as sales targets, market expenses and sales reports. The marketing team not only emphasizes the tacit cooperation between them, but also emphasizes the effectiveness of team work. The establishment and promulgation of the system flow is not to restrict the work of marketers, but to stipulate the division of labor and the way of mutual cooperation of each member of the marketing team, so as to guide the team members to cooperate with each other and do all aspects of marketing more efficiently. Only in this way, the person in charge of regional marketing will not put too much limited energy on trivial links. The construction of a marketing team, in addition to the basic functions of personnel selection and training, division of labor and cooperation, system flow and so on, is very important to have common ideas, beliefs, spirit and goals, which is the soul of the marketing team. Regional marketing leaders need to invest a lot of energy to build such knowledge in the marketing team, that is, why we do it, for whom, how to do it, where to do it, etc. Stimulate the sense of mission and responsibility of marketing team members, enhance the cohesion and appeal of the marketing team, and gradually cultivate the marketing team led by yourself into a fighting team full of passion, high morale and tough style. The systematic team management of authorized horse racing is the core work of regional marketing leaders, including internal daily management, evaluation, rewards and punishments. The person in charge of regional marketing should know how to authorize, that is, authorize the personnel in each position in the marketing team to take responsibility and enjoy the power to issue and execute orders; However, the person in charge of regional marketing must be responsible for the assigned tasks, otherwise the lack of overall planning and arbitrary decision-making by team members will cause irreparable losses. This requires rigorous team daily management, including target management, information management, regular meeting management, report management, expense management and so on. Management by objectives is a result-oriented management. Its significance lies in: being able to determine the direction of marketing team's efforts; Encourage employees to be spontaneous and improve work efficiency; It is more helpful for regional marketing leaders to evaluate their own or subordinates' performance. Target management of regional marketing team refers to making the overall marketing target plan, arranging the work progress, decomposing the target amount into the actual execution (DO) of each position, and making it effectively achieved, strictly checking the results, and then making reasonable adjustments accordingly. Information management is an important part of business process management. The person in charge of regional marketing can understand the regional market situation through information reports, evaluate the achievement of goals, analyze the efficiency of marketing operations and guide marketing work. For marketing team members, information statements are by no means perfunctory work, but can be used as a tool for self-management; A report lacking in information quality is of little value even if it takes a lot of time to fill it out. The person in charge of regional marketing should pay sincere attention to all kinds of information reports submitted by subordinates, and handle or guide them in time, which is the key to the success of information management, otherwise the team members will lose the enthusiasm of reporting. In order to achieve regional marketing goals and improve the performance of marketing teams, one of the most effective tools is regular meeting management, that is, regular marketing meetings are held, including weekly, monthly, quarterly and annual meetings. Regional marketing leaders communicate the company's business information and instructions, exchange regional market performance information, discuss the review and planning of regional marketing work, discuss measures to improve the weak links of marketing, evaluate the effectiveness of marketing teams, and exchange successful experiences and lessons of regional marketing. The effectiveness of regular meeting management lies in that regional marketing leaders should pay attention not to let only some people speak and not to engage in centralized discussion; The meeting time should not be too long; There should be less than three key issues to be solved at the meeting, and a meeting memorandum should be drafted and followed up in time. Report management is for regional marketing leaders to control the implementation process of marketing operation in time, and make work instructions and sales guidance for temporary, unexpected and special events in time. Reports can be divided into written reports and oral reports. Written reports are mainly reported by signature, fax and e-mail. And the reporter must clearly present the results; Distinguish the priority of statements; Expressed in numbers and objective words; Put forward your own suggestions and opinions. Oral reporting refers to reporting by mobile phone, telephone or instant message. And reporters should grasp the key points; Say the result first; Simple process analysis; Put forward your own views. The person in charge of regional marketing can ask his subordinates to report regularly every day. Regional marketing director's expense management of the team is to closely monitor the whole process of regional marketing team's expense budget, application, review and reimbursement. The expense budget and plan must be detailed and clear, and must be within the expense rate or amount required by the company. The use of expenses must be approved by application, and it is forbidden for subordinates to act first and then make decisions without authorization, otherwise there will be more and more problems left over by expenses. Regional marketing leaders should pay special attention to the authenticity of expenses and the use effect of expenses when auditing expenses. When reimbursing expenses, you must bear the excess within the expense rate or amount specified by the company; Once it is found that there are false reports, concealed reports and indiscriminate reports, hell to pay will be; In addition, when reimbursing expenses, marketers should be required to provide the required bills and materials. The person in charge of regional marketing should organize a fair, just and open all-round evaluation of the daily work performance of team members, including the evaluation opinions of direct superiors, direct subordinates, peers and even customers; It is forbidden for team members to exclude dissidents, take revenge, be subjective and arbitrary and other behaviors that violate professional ethics during the review process. With reference to the evaluation results, the regional marketing leaders will conduct performance appraisal, and the appraisal indicators must be objective and quantifiable KPI indicators. Objective and fair performance appraisal is helpful to the stability of regional marketing team. According to the evaluation results, regional marketing leaders should reward and punish team members in time, so that mediocre, careless and careless marketers have no place to live, and those who are proactive, outstanding and have made great contributions are recognized and praised. Rewards include: rewards (salary increase, bonus, profit sharing, etc.). ) and encouragement (public praise, commendation, promotion, etc. ); Punishment includes: punishment (salary reduction, bonus deduction, etc.). ) and punishment (warning, informed criticism, demotion, dismissal, dismissal, etc. ). Regional marketing leaders need to create a team organization atmosphere with clear rewards and punishments and survival of the fittest, so as to ensure the strong combat effectiveness of the marketing team. Without a well-trained regional marketing team and independent, brave and wolf-like cooperative marketing personnel, the enterprise will not have a long-term future. Meng, EMBA, is currently a senior consultant/project manager of kotler Consulting Group. He has served as regional sales manager of TCL Jinneng Battery Co., Ltd., marketing manager of TCL Mobile Communications Co., Ltd., director of channel terminal construction project of marketing headquarters, internal magazine training manager/editor of Shanghai Huapu Automobile Co., Ltd., and senior consultant/project manager of marketing management of Shanghai Zhihui Marketing Consulting Co., Ltd., and has rich marketing experience and theoretical basis. Welcome to discuss your views and opinions with the author. E-mail: