How To Overcome The "Tunnel Vision" In Marketing Management?

When marketing people communicate, they often hear complaints like this: "they (other departments) do not know marketing at all," and "if we don't run the market, where will the company profit", "how can we sell such products?"

Although this is only some private complaint, it has not risen to the level of conflict, but this phenomenon is harmful to both personal development and the development of the company.

After careful analysis, it is easy to find the reason for this phenomenon. That is, with the continuous improvement of the marketing department status, people who think this system is considered as a marketing department employee is creating their own profits, which is called "tunnel vision" effect in management science, that is, if a person is in a tunnel, what he sees is only a very narrow field of vision.

It seems very simple, but it is very common in marketing activities.

In principle, the various functions of enterprises should be closely coordinated to achieve the overall objectives of enterprises. However, in fact, the relationship among various departments is characterized by fierce competition and serious misunderstanding, and the marketing department is no exception.

Marketers and other departments have different backgrounds and corporate culture, different work objectives and ways of working. People often identify their goals and solve various problems from their own perspective.

In addition to communicating with other departments, people in other sectors tend to regard marketing as a matter of sales department, so the marketing department gradually goes further away from the organization and gradually forms an isolated island.

Theoretically speaking,

First of all, as CEO, it is a natural duty to create an atmosphere for communication among enterprises.

But many enterprises' culture does not encourage the content of communication. If they do not want to suffer internal friction due to poor communication, efforts should be made to create a good communication atmosphere in the enterprise.

In the foreign companies invested by Motorola, they pay great attention to overcome the communication barriers caused by different cultural backgrounds, thus creating a full and equal communication atmosphere.

"The doors of all our managers' offices are absolutely open. Any employee can directly push in at any time, and have equal communication with any level of supervisors."

"Motorola" has achieved amazing results through this way of communication. Employees' unified thinking and unified information are getting closer and closer to the intentions of the management, the implementation of various measures, and the coordination of the company, so as to achieve the goal of achieving the goal.

This example shows that the person in charge of an enterprise should create a platform for employees to create a communication platform, which can accommodate different opinions and do not arbitrarily attack subordinates' enthusiasm.

Some enterprises take the brainstorming method to get the problem out. Everyone can say, what opinions can be said, and summarize it again and again.

There are many ways. The key point is to accommodate different opinions. Enterprises should gradually create such an atmosphere.

Second, play synergy efficiency.

Synergy to enhance the operational efficiency of enterprises is an increasingly important idea of modern management. As a group organization composed of many individuals, the differences in individual values, behavior patterns and value orientation, and the deviation of understanding of enterprise goals will make individual behavior deviate from the track set by the original enterprise, and directly lead to the weakening of executive power and low execution efficiency.

At this point, it is particularly important to collaborate and unify objectives and directions. The departments of procurement, R & D, production, sales and services cooperate with each other to achieve the goal of many enterprises in the internal value chain management.

Japanese enterprises can be regarded as an example in this respect. Whether SONY, Panasonic, SANYO or CASIO, once the company's strategy is confirmed, the core departments of the enterprise's internal system will be determined, and other departments will spare no effort to cooperate with the operation of the Department, from grass-roots employees to senior managers. This concept of cooperation has been embodied in concrete actions.

Therefore, both SONY of technology and Panasonic of sales have good teamwork.

Third, carry out structural process adjustment and set up cross functional teams.

The "cross functional team" has played a pivotal role in the Nissan revival program.

The integration of Hisense's marketing channels in 2004 has integrated the internal public management resources such as logistics, market support, media and finance into a unified platform. Basically, successful enterprises have cross functional teams, and there are close contacts among people at different organizational levels. In less successful enterprises, only 33% of enterprises have cross functional teams, and only 53% of enterprises encourage their managers and subordinates to engage in informal conversation.

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To the personnel of marketing department, it is necessary to jump out of marketing and look at marketing.

It's hard to open your mind to your mind.

It is far from enough to keep a close eye on customers, but also to "look around him", production, research and development, engineering, human resources and so on.

There are two main initiatives: first, learn to manage upward.

Who is the object of management? It has always been a problem that seems clear but very unclear. Many people think that this is a common sense issue, and there is no need for too much discussion.

Such a mental set brings many problems.

It leads to conflicts between managers' social obligations and managers' responsibilities, which results in the failure to coordinate the relationship between social responsibility and economic performance, and even less knows what social reactions are the right response and who should be accountable to managers.

We must revise our mindset of management.

It includes superior departments and headquarters functional departments. The purpose of upward management is to make rational use of resources, establish cooperative relations and ensure the penetration of information.

Management needs resources, and the allocation of resources is on the hands of superiors, which is also determined by the characteristics of management.

Therefore, when we need to manage, all we need to do is acquire resources, so we need to manage our superiors.

We can define this upward Management: "in order to achieve the best results for you, your boss and company, and consciously cooperate with your boss."

Therefore, the contents of upward management include: first, suitable for each other's needs and styles; second, sharing each other's expectations; third, interdependence, honesty and trust.

Second, learn to think about places.

As an excellent marketing organization or marketer, if we can perform our duties well, it is more important to know more about the business operation of other departments, consider problems from other departments' perspectives, and understand the difficulties of other departments, so that the efficiency of this department can be achieved in a long term way, so that we can communicate with other departments without limitation so as to ensure the realization of the strategic goals of the organization.

When other colleagues and other department colleagues are not satisfied with your work and do not cooperate with your work, you need to do something not to get angry or complain. What you should do is to review and learn to think about it and think about it from such an angle. "If it's not my fault, it must be my fault that caused his mistake".

First review yourself, stand on the other side's perspective to see the problem.

Only in this way can you broaden your mind and broaden your horizons so that you can understand others better. Of course, others will understand you and your work.

Therefore, marketing organizations and marketers must learn to think differently.

For a marketing manager, pposition thinking should also know more about the operation of other departments, and consider problems from other departments' perspectives, and understand the difficulties of other departments.

Of course, leading your team to learn how to think about empathy is not what the manager of the marketing department is doing. What can an enterprise do for the employees' pposition thinking? First, some systems can be made to create some conditions for the employees to communicate with each other, and an inter departmental project team can also be set up.

However, the most effective way is to implement job rotation or to work part-time.

This allows employees to learn a variety of knowledge, plan their career well, and allow employees of various departments to ponder over problems in a higher position.

Marketing is no longer simply a matter of marketing department, and a big marketing concept.

That is to say, marketing should be taken into consideration at the strategic level. All R & D personnel, production personnel and other departments must truly consider the problem from the perspective of the market.

The concept of "big marketing" is embodied in the following aspects: as an entrepreneur, we must have the idea of big marketing, and as a distributor, we must establish the thinking of circulation entrepreneurs.

That is to say, we should consider the marketing issue from a strategic point of view, and take marketing as an important part of the long-term competitiveness of enterprises.

From the short-term marketing behavior to the long-term marketing behavior, the enterprise should establish a strategic marketing organization, establish a scientific strategic marketing decision-making mechanism and decision-making procedures, adjust the channel relationship with marketing strategy, and play the "combined boxing".

Enterprises should focus on pursuing short-term market expansion, focusing on market cultivation, paying attention to market ecological relationship, and paying attention to the overall market planning and operation.

In the future, the management ability of Chinese enterprises will first come from its strategic management capability.

Establish a big marketing innovation mechanism.

At present, China's enterprises have entered the era of market-oriented management. All resources of enterprise development will be allocated through the market. The market is the only environment for the survival and development of enterprises, as well as the starting point and ownership of enterprise management.

Only by establishing the overall marketing concept of enterprises can enterprises' commodities, sales and images meet the needs of competition.

However, the marketing of most enterprises in China has obvious limitations and isolation. It shows that the marketing departments are fighting alone, and the other departments do not give full play to their marketing functions, so the advantages of their marketing resources are not fully utilized.

In the face of market oriented marketing innovation, we must establish a large marketing system for enterprises and construct a large marketing organization framework composed of marketing decision making, marketing integrated planning, sales management and marketing support.

It will form a large marketing mechanism with fast and efficient marketing decisions, comprehensive utilization of marketing resources, flexible sales management and coordinated cooperation of other departments.