One training institution has to compete with another, and the current trend of thought is very chaotic: some people say that you live and die, and you have no me; Some people say that it is cooperation, and they even invented a word called "competition"; Others say there is dislocation, so there is the saying of dislocation competition.
As a training institution, I have also experienced many market competitions, fights, killings, on-off and on-off, and noisy. So, how do we know the essence of competition?
As an interest organization, no training institution can transcend the topic of competition. In the process of competition, the goal of training institutions is to gain absolute advantages and initiative in the market, whether it is to win people's hearts or compete for territory, whether it is to establish an interest alliance or to go straight to the trouble.
This is the essence of competition.
Because competition is dynamic, only when I have the advantage or initiative in confrontation or cooperation can the result of competition be beneficial to my value.
Speaking of this, I often meet friends and ask me, "How can I find the right strategy if I want to beat my competitors?"
I never refuse to answer such a question. I think the strategy of finding competition actually needs to start with people. Because of what kind of people, what kind of training institutions, what kind of strategy and tactics.
First, study the headmaster of the opponent.
In China, whether it is a good training institution or a poor training institution, ranking first is directly related to the future of training institutions. His thinking track and knowledge structure, his mind and acting style directly determine whether good ideas can be put forward and adopted at the strategic level!
I met a very clever headmaster whose extraordinary judgment was amazing.
Once we had tea, a director reported on his work. At the beginning, he interrupted directly and put forward the key points and solutions of the problem. From a professional point of view, the principal's analysis and decision-making are impeccable and almost perfect. However, what about his director? Can he grow up? Obviously, this is very difficult.
If the principal of the opponent is such a person, in fact, this training institution will have great loopholes in tactics. Because although the headmaster is insightful and has a clear strategy, it is impossible to follow tactics in everything. For such a training institution, it is necessary to learn strategically and harass tactically, so as to disrupt its entire layout.
Second, study the vice president of the opponent.
The post of vice president (vice president), some training institutions are held by professional managers, while others are held by the department. Some of their roles have influenced the principals, and then influenced the strategies of training institutions. Have a plenty of strategic and tactical functions; There are also sub-principals (vice-principals) of individual training institutions, which are just for display, and this is beyond our discussion.
There was once a branch principal of a family training institution who was full of confidence when he took office. He made a strategic adjustment idea for the strategic development of this training institution and asked me for advice. I know this training institution very well. After reading this strategic thinking, I feel very good. But the problem is that the core of this strategic thinking needs talent optimization of training institutions, and the vice president has no say in talent optimization. So I replied to him: "Look at the form, it is very imposing; Seeing the implementation, crying is very uncomfortable. "
It didn't take long for him to be shelved because he touched the veteran's cheese and became the decoration of this training institution.
I sympathize with this training institution, but what can I do? This is the gene of this training institution.
If the vice president of a training institution is difficult to become a strategic tactical planner or a link between the preceding and the following, then the training institution will not have a systematic market play, let alone a systematic decision-making mechanism. For this kind of training institution, you can take the method of hitting a snake, hit it seven inches directly, and it will be paralyzed as a whole.
Third, study the sales director of the opponent.
I like to communicate with the sales director of a training institution, because all the layout and investment of the training institution are ultimately implemented or implemented through the occurrence of sales, and they all succeed and fail through sales.
My research on qualified sales directors has three aspects:
First, it is fair to the public. A sales director who has no public interest above everything else will not be a person with a global view, nor will he be a person with a big interest pattern. Such people do more harm than good in the enterprise.
Second, selfishness. We don't need to avoid the question of selfishness, but selfishness can be divided into big selfishness and small selfishness. A sales director without selfishness cannot have loyal followers. Without loyal followers, there will be no steel team.
Third, the overall view. If a general commanding a war has no overall view, he will definitely make a major mistake in the sales layout. Even if he succeeds occasionally, he will lose the battle in the end.
There is a training institution with poor sales and no progress in sales for several years. However, I found that the branch manager and sales director of this training institution smoke soft Chinese cigarettes and drive good cars. What is the reason? How can it be a "poor temple and rich monk"? The reason is simple, the sales director is unqualified. He doesn't have much selfishness or public interest.
The position of sales director is to further decompose the strategy into countless battles and ensure that every battle has the initiative.
Unfortunately, there are too few good sales directors.
Fourth, the combination of these three people.
I often come across such an interesting combination of high-level personnel in training institutions.
All-round principals are equipped with executive vice presidents (vice presidents) and affairs sales directors; Weak principals are equipped with strong vice presidents (vice presidents) and professional sales directors; Politicized principals are matched with flattering vice presidents and incompetent sales directors; Modest principals are equipped with all-round vice presidents (vice presidents) and weak sales directors; An idol principal is matched with a transactional principal (vice principal) and a selfish sales director.
Why is this combination?
This is the ecology of training institutions, similar to "like father, like son". What kind of principals there are, what kind of training institutions have talent combinations.
1, all-round principal+executive vice president (vice president)+affairs director, such a training institution looks very tall, but it is actually difficult to implement the strategy tactically, and mistakes will be made in the competition. Just let such training institutions be tired of coping, they will make mistakes, and mistakes will be at a disadvantage in the competition.
2. Weak principals+tough vice principals+professional directors are the most difficult to deal with. No matter whether the principals are stupid or really weak, this combination is often the vice president (vice president)+professional director who promotes the development of training institutions. The problem with this combination mostly lies in the resignation of the principal of the branch school. On the one hand, resignation can shake all employees' doubts about the decision-making of training institutions, on the other hand, it can cause team division.
3. Political principals+sycophantic principals+incompetent directors. This kind of training institution has not changed for many years or is waiting for death, so it does not need analysis and attention. Even if such training institutions have a certain market base now, there are only two ways in the future, one is to be acquired and the other is to be defeated.
4. Modest headmaster+all-around headmaster (vice-principal)+weak director, this combination is also very good. The vice principal (vice principal) assumes the function of sales director, but it is often more efficient. Problems in such enterprises usually occur when the principal does not trust the deputy principal (deputy principal).
5. Idol headmaster+vice president of affairs (vice president)+selfish director, which is the biggest disgrace to idol headmaster. There is no way. The more he idolizes the principal, the more his vice principal looks like his assistant. Due to the particularity of idols and the weakness of principals (vice principals), sales directors and front-line personnel are prone to serious selfishness and damage the interests of training institutions.
A training institution, no matter who puts forward the strategy and tactics, who implements and executes them, has a direct relationship with these three people. So if you study these three people, you will find the problem of a training institution, and you will find the attack style.
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