The Director Of Marketing Consists Of Five Major Tasks.

The first task is to set goals.

The first task of marketing director as manager is to set goals.

The ability to set a reasonable goal is half the goal.

The key to a goal lies in its content, not its form.

The key is to set up individual annual, quarterly, monthly or even weekly goal plans, because only by decomposing the target into individuals can we achieve the overall goal of the Department.

The goal should be based on the following principles:

(1) to develop as few goals as possible.

Too many goals are hard to achieve.

When participating in the concluding meeting of many companies at the end of the year and the second year goal setting conference, China research consultants often found that those who wanted to achieve a lot of goals within a year did not achieve their goals at the end of the year.

Therefore, enterprises and individuals need to set goals less and the highest priority, that is, from top to bottom, we need to know what our priorities are.

(2) to set big goals.

The target can be small, but this goal must be set up enough.

To make this goal challenging, it is a goal that can be achieved and achieved after jumping up.

(3) goals must be realistic.

If the goal is not realistic, even if it is not enough to jump, then this goal can not be achieved. At this time, the goal will not only play a good role in planning, but also dispel the enthusiasm of the staff and play an opposite role.

The boss of an enterprise has set goals for the sales department. He knows clearly that the task of 2 million units a year can not be realized (because only 700 thousand units were realized last year), but he has set such a goal.

The result is obvious that the employees know that the goal of the 2 million sets is impossible to achieve, and the bonus that the boss has promised to achieve is difficult to get. So almost all the employees of the company have formed a common sense -- I only take my basic salary.

Therefore, employees lose their efforts to accomplish their goals and do not work hard to accomplish this sales goal. They spend their time on other things and even do their own personal things.

As a result, by the end of the year, there was no way to achieve the goal of the company.

Through the above company's basic situation, it is not difficult to see that this situation can not be blamed on the subordinates not working hard, but as the result that the boss will not make a reasonable goal.

As a manager, we should learn to guide and manage the team with goals rather than man to man.

(4) quantify objectives as far as possible.

If a goal cannot be measured and quantified, it will be difficult for you to make progress, and it will be difficult to achieve it.

(5) the target should match the actual resources.

Companies and individuals can have a big goal, but the premise is that the target should match the existing resources, otherwise it will be difficult to achieve. The more difficult the situation is, the more small, short-term and specific goals will be needed.

Setting goals is like climbing a mountain with a child. This child represents a difficult situation. At this point, if he starts to accept the goal is to climb to the top of the mountain, it is very difficult. But if we start telling him that we do not have to climb to the top of the mountain, we will take 50 steps to see how far we can go. Then his attention will go on 50 steps. He will find that walking on 50 steps is a very easy thing to accomplish. When we achieve short-term goals in the ten, twenty and dozens of times, we suddenly realize that your big goal has also been achieved, bringing the children to the top of the mountain.

Through this analogy, we can find that the more dangerous the situation is, the more difficult it is, and the more short-term, specific and small goals are needed.

(6) objectives should be documented in writing.

Many enterprises or leaders are not used to record their goals in written form. As a result, when the end of the year was checked, most of the objectives were not realized, but there was no way to prove them. Therefore, as a manager, the marketing director should develop a basic habit of writing goals and keeping them in mind.

The second task: organization and Implementation

A good marketing director should know how to design his own organizational structure and know how to do his or her own process. No matter how he designs, he must grasp the following three questions: first, how can I design my organization to better fulfill the customer's requirements and meet the needs of customers; second, how to design can the employees better accomplish the tasks he wants to accomplish; and third, how to design the organizational structure as a middle and senior level can make the senior level complete the task that he should complete.

When an enterprise starts a business, it does not need a very complete organizational structure, but when a company has a certain scale, it usually adopts a functional organizational structure, and its functions include sales, purchase, production, research and development, quality management, etc.

Only in this way can we perform some functional tasks effectively.

So how can we make things specific to individuals? We can use this pformation matrix to make this clear.

First, list the things to be done; second, design jobs and let specific people be responsible; third, coordinate the tasks to be done with the posts and tasks.

For example, the first task is completed by the first job, the second task is completed by second posts, and the third task may be completed by the first post. By pforming the matrix, we can clearly assign the tasks and tasks to every post. This is the way to organize.

As a marketing director, how can we judge whether an organization and process are reasonable? In fact, a unreasonable organization will have many obvious phenomena, which are manifested in the following aspects.

The first symptom is that there are too many levels in an organization. One thing needs three people, four people, five people, one level, two levels, three levels of people to pay attention to, to approve, the efficiency will be greatly reduced.

The second symptom is that there is a lot of work that requires inter departmental coordination in the process of work, which will also hinder the efficiency of the work.

For example, there has been a customer in the Research Institute of China, in the course of its development, because of the needs of the work, constantly set up new institutions, functional departments from the beginning of the three or four to the final set of 21, set up so many functional departments, found that the enterprise communication and coordination will become very troublesome, very small things will have to connect 5~6 departments, for the company design advertising, it is necessary to call the four or five departments of the company together, from the marketing department to the enterprise culture department, to the public relations department, and then to the finance department, to convene a large number of meeting coordination, trench.

It is conceivable that such an organizational structure must be unreasonable.

The third sign is that a large number of people will be convened.

For a small matter meeting, many people take part, like the example before, a large number of unnecessary meetings.

A reasonable organization should reduce the inter departmental communication to a minimum, do not communicate for communication, set up many departments, let many departments to manage a department or a person can do things, otherwise it will cause a lot of unnecessary communication.

The fourth sign is that there are too many people in the same position.

This is easy to understand. In China, there is a saying: three monks do not have water to eat, and too many people who are in charge of one thing at the same job will cause no one to do this thing.

The fifth sign is an increase in aides or coordinators.

A marketing director does not assign things to a fixed position. When things are more, he will find an assistant, let the assistant manage this matter, and let another assistant manage other things. In a word, the assistant type and coordinator have increased a lot.

What are the disadvantages? Usually, the assistant has a lot of power to tell people how to do one thing, but they are usually irresponsible people. That is to say, if one thing is not done well, they are not responsible for this matter. The more such a person is, the more chaotic the organization of an enterprise is, so we should try to reduce the number of people who coordinate.

The third task is to make reasonable and correct decisions.

Simon, a Nobel Laureate, once said that the essence of management is to make decisions, make reasonable decisions and make the right decisions.

How can we make good decisions? We need to pay attention to the following points in making decisions.

First, get to the bottom of the problem.

Only when we find out the problem, can we make the decision correctly. In our work, we often fail to make the correct decision.

Second, try not to make a decision under forced circumstances.

Decisions made in forced situations are usually not good decisions, so try to avoid such situations.

Third, in addition to the known choices, we will try another alternative, and we will find a better decision.

The fourth point is that decision-making is important, and implementation is more important than decision making, that is, execution is more important than decision making.

Fifth, we need to pay attention to the decision-making process.

To make a correct decision, we must pay attention to the decision-making process and pay attention to the importance of different opinions to our decision making.

Sloan General Motors boss once said: "I hire a senior manager with high salary, the purpose is to give me different opinions.

If my senior managers agree with me when they are in meetings or when we make decisions, they all say I am right. So what do I want these people to do? So the premise of correct decision is to have different opinions, to make different opinions fully expressed, and to be unified after the decision is made.

Finally, we need to know what the consequences of all these decisions may be and what the consequences of every decision will be.

Another point is to consider the risk of a decision. After the decision is made, it is implemented. After implementation, we keep feedbacks. According to the result feedback, we adjust the decision. In fact, if we want to make a correct decision, we need to have such a complete decision-making process.

The fourth task is to implement effective supervision and control.

When you treat employees or work at work, you should put trust and control together. If trust is not monitored, then trust can not go far; conversely, if a manager only monitors employees, he will let employees feel that you have no trust in him, so monitoring will eventually fail.

So on the one hand, managers should learn to trust, on the other hand, they need to know how to monitor, and let others not abuse our trust through monitoring. This is a task that managers must accomplish.

How can we achieve effective monitoring and how to accomplish this task? Managers should pay attention to the following points:

The first point is to supervise and control the most important parts.

Take the meter of the car to see that the dial and meter on a car are used for monitoring. There are no redundant instruments and meters on the dial. Why? These are the parts we must monitor, and we do not need to control other parts.

The same is true for management. If we detect and control too much stuff, the last part of the monitoring will fall off.

The second point is to use spot checks instead of checking them one by one. Checking one after another means spending a lot of time, and at the same time implies a sense of distrust among employees.

Third, the purpose of supervision and control is to achieve goals, not to gather information.

Many managers like to collect all kinds of information. He has a large number of reports in his hands, and there are lots of numbers. But these reports and figures are useless for us to achieve our goals, so we should not collect information that is not related to the target.

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Fourth, the purpose of monitoring is to change the future and let the future develop according to our wishes, not after correction.

The purpose of monitoring is also to prevent, that is to say, we need to control the future rather than correcting afterwards, which is the essence of monitoring.

To complete the control, we must take a closed loop, that is, to complete six steps: first, to determine the scope of control; second, to determine what the key elements of control; third, to determine the standard of control; fourth, to collect data and information; fifth, to measure the effect, whether our standards have achieved the desired effect; sixth, to correct.

The content we control may contain personnel control, task control, cost control, business process control, and the control of risks. All these are the tasks that we must do as managers.

The fifth task: nurturing talents.

Talent is the most important intangible asset of an organization.

But it is precisely in this regard that most managers have a lot of confusion, and often mention such a problem. The market is very good, the products are good, the enterprises can do a lot of things, but there is not enough people to complete these things. What should we do? Usually solving this problem is to cultivate talents and find the right talents. This is indeed a task and responsibility that managers must accomplish, and is also the most important task for senior managers.

So, how can we cultivate talents? Recruit some airborne troops, or cultivate them from inside. On the surface, the advantage of recruiting airborne troops is obvious, so they can be used, and training internal staff seems to be a long and ineffective process.

But from the long-term development of the company, the most suitable one is internal nurturing talents.

Paratroopers may be suitable for certain special posts and specific time, but they can not be expected to play a role immediately.

The reason is that a person knows the internal environment of the company and familiarity with the process will take about a year, and it will take third years to really develop it. Now most entrepreneurs or managers are less than third years old. Therefore, it is necessary to carry out internal training, so that the employees who are trained are fully suited to the environment and culture of the company. They know everything about the company, know what the company's values are, and know what kind of standards they are doing, so the internally trained talents are actually better than the outside ones.

If we want enterprises to have long-term development, we must try our best to nurture internal talents.

目前一些做得比較好的跨國公司都在這樣做，像寶潔公司，它的企業(yè)原則就是不從外面招經(jīng)理人，而是所有的經(jīng)理人都是內(nèi)部成長，在完成內(nèi)部培育人才的時候，應該關注四個要素：第一個要素是任務，也就是給員工大一點的任務，實際是給員工一個發(fā)展的空間;第二個要素是要關注員工的優(yōu)點，想辦法把員工的優(yōu)點充分地發(fā)揮出來;第三個要素是給培養(yǎng)的員工配備一個好的上司，因為員工的成長很大程度上是靠榜樣，所以想讓一個員工成長，要給他一個好的上司，通常這個因素會讓員工成長得很快;最后一個要素是考慮這個員工的特質(zhì)，即他的優(yōu)點和他的崗位是不是相匹配，這是一個有挑戰(zhàn)性的崗位，還是一個按部就班去做就可以做好的崗位，是一個人能夠獨立完成的崗位，還是需要很多人去支持才能做好的崗位，就是要把合適的人放在合適的崗位上，這樣才能夠完

The cultivation of paired talents.

The higher the status of a manager, the heavier the task of supervising, controlling and nurturing talents.

If you ask Welch what he has been doing all day, he will tell you that he spent 80% to 90% of his time doing supervisory control and nurturing talents. He runs around the world all the year round, talks with leaders of various departments, sets goals, monitors the degree of implementation of goals, and selects and nurture talents.

At the same time, he taught himself in order to cultivate talents.

As the marketing director of an enterprise, it is easy to see the importance of cultivating talents.