Improvement Rather Than Reform

Good intentions do bad things.

An oil dealer has an annual turnover of over 100 million yuan, and the boss has worked very hard to devote almost all his time to business.

In recent years, with the expansion of business and the increase of personnel, he feels more and more difficult to manage his own management.

He decided to carry out standardized management of the company.

As a friend, he hired a manager from a foreign company as the head of the company's business, and he was responsible for all the business matters.

The manager was very efficient and worked hard, and soon after he took office, he gave the boss a job report.

The report reflects the lack of integrity of the company's business planning, business personnel free and loose, rules and regulations are not perfect, and execution is not strong.

The boss agreed with Mr. Zhang's idea and hoped that he would come up with a plan to solve the problem as soon as possible in the standardized management of the company.

Manager Zhang did not have high expectations, and soon developed a set of detailed and accurate.

The first one to blame is the regional manager of the main brand manufacturer.

The reason is that the district manager is unable to complete the quarterly job in his company's direct selling store, hoping to turn some inventory to dealers.

But the manager did not agree with him. He thought that the business of the store was in conflict with the dealer's business. There was no price advantage in the inventory and refused to take orders.

The district manager of the factory usually did not take care of the dealer at all times. The cost examination and approval had always been a blind eye. The dealer thought he would give a face to each other and look after each other.

Next, the cost of examination and approval submitted by dealers is blocked, not being asked to provide more credentials, that is, the process of verification is slow as snail climbing, and it is squeezed out by factories.

The second trouble is that the storekeeper runs to work on time.

In the past, the storekeeper is able to order the goods well and arrange the vehicles to be installed overnight, no matter how late it is. Second days do not have to go to work like everyone else.

But Mr. Zhang is now carrying out the daily morning meeting system.

The working hours of the warehouse were lengthened for two or three hours without overtime payment.

The warehouse fire is heavy, and it will leave at least one minute.

In this way, many second days of the morning delivery will be pressed until noon.

Customers, salesmen and drivers complain about each other.

The third problem is that old customers remind the boss not to cut things off.

Originally, Zhang asked the salesmen to strictly enforce the payment of the goods and the overdue customers refused to deliver the goods again.

Dealers start from scratch and rely on those loyal customers to make a fortune. This is not only a business relationship but also a personal friendship.

Mr. Zhang's new system is reasonable but not reasonable.

Although the volume of business has risen, it has not increased very much. The company is filled with low spirits inside and outside. The boss has been unable to sit up and talk to a manager.

Zhang insists that these problems are bad things. If you get used to them, they will be normal.

The boss was in charge of financial affairs. After working with Zhang Jingli, he felt that he was decent and didn't leave any bad impression. But he felt that the management of Zhang had not brought the benefits of the original idea to her family business.

Needless to say, the final result is Zhang's departure and the boss's return.

Change but not change

In the above cases, edible oil is very traditional and brand maturity is high, distributors are only the commodity chain's distribution role, their own space is not big, so the specification is not standardized and business has nothing to do, as long as good service can live.

On the contrary, the simpler and more pragmatic the distributor structure and system of the edible oil industry is, the better the results will be.

although

Considering the deep influence of Chinese traditional culture, I suggest that dealers should introduce professional managers.

Because there are "everyone" and "small family" in Chinese culture, the word "benefit" is given priority to "small family".

In fact, whether manufacturers or dealers, including retailers, family businesses are the safest form of business.

Generally speaking, in oriental society, the constraint of axioms is far less than kinship and family ties.

"Outsiders" are sometimes very "Outdoors".

The scale of the organization of the distributor is not large, and the system is not completely set up. Therefore, hiring employment is not the best way.

The vast majority of distributors are family businesses. Although there are such disadvantages as natural organizational mechanisms, human resources bottlenecks, financing constraints and so on, similar problems will be encountered by almost all enterprises.

The common problems of enterprises show that personality problems are biased.

Family enterprises are not wrong. The key is how to constantly adjust their management to adapt to the development of enterprises when the scale of enterprises is bigger.

Therefore, the attitude of reformers to family businesses should be to investigate the environment in which family businesses are located, and not to change their forms.

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So how can the professional managers in the dealer organization play their maximum role? In fact, it is also simple to grasp the flexible and humane working principles.

First of all, as a central part of the channel, natural resources are subject to the upstream and downstream businesses. The size and strength of distributors are always smaller. For most dealer organizations, the speed and flexibility of reaction are competitiveness.

Professional managers must agree with this feature rather than rigid organization of dealers.

The way to manage the manufacturing business well is not to apply it to the dealer's organization management.

In fact, airborne professional managers often suffer losses on this point. Sometimes they are really good at doing bad things.

In that case, the manager should not offend the district manager of the factory.

A dealer is a profitable business. He may not have to worry about what to do with it. If he can make a profit, why not?

Secondly, from the historical characteristics of dealer development, humanized management is easier to achieve in dealer organization.

Under the premise of the lack of credit in Chinese society, the employees in the dealers' organizations rarely rely on their own organizational vision, plus the majority of the opportunities such as low income and mixed life.

Therefore, more humanization and less institutionalization will help the employees in the dealers' organizations to give full play to their talents and contribute more to the organization.

The introduction of professional managers by dealers should respect the feelings and acceptance of the employees in the original organization. Meanwhile, professional managers should respect the historical contributions and present values of the existing employees of the dealers, and maximize the energy of these employees so as not to deny their subordinates easily.

To be a professional manager in a dealer's organization is basically a failure to upgrade in the original manufacturer's enterprise or condescend to go home and start a business.

They have to accept the reality and do not have to look at colleagues with low academic qualifications in dealer organizations.

The introduction of professional managers to dealers is the biggest source of manufacturers.

Although they are experts in sales, the sales and sales of manufacturers are different.

The sales of the manufacturers are simple, there are many backstage support, there are national or regional information exchange, complete training and comfortable office environment.

Dealer organization is difficult to do a comprehensive job, because the dealer activity area will not be too large, profit margins are almost pparent, giving professional managers little chance of trial and error, so working in the dealer company should improve rather than reform.