Liability law

Law 1: The responsibility of the sales manager is to make the salesman "forced to be diligent".

In ordinary enterprises, diligence is a commendable virtue; In an excellent enterprise, diligence is a natural habit. Salespeople in excellent enterprises are all "forced to work hard" at first, and then they are habitually diligent.

Most salespeople are just ordinary people. They want to sleep in for a while in the morning, have a drink at noon, chat online at night, and maybe play mahjong or fight landlords. Time is wasted, not to mention that the salesman is "the sky is high and the emperor is far away."

A good business manager will never let the salesman "go out and your life will not be affected." They let the salesmen concentrate on marketing and implement centralized management for the salesmen, "ask for instructions early and report later". Even if the salesman is lazy, he can only steal one day's laziness; Even if the salesman makes a mistake, he will only make a mistake for one day. If the salesman has to do it alone, he should also "take care of everything for everyone every day" Strict reporting system and supervision system make salesmen feel that "people are far away, but the eyes of management are everywhere".

Law 2: The sales manager's duty is to make the salesman "forced to succeed".

Excellent enterprises are not experts everywhere, but excellent enterprises that can turn decay into magic and make ordinary people "forced to succeed". Even if they may not attract experts, they will never recruit fools. If the novice can't work independently after systematic training, he should be the "sales assistant" of the old salesman and put the novice in a team to "look after" him, so that he won't have the opportunity to make mistakes. When the novice becomes an old hand, good habits have been developed and the experience of the old salesman has been learned, it is difficult to make mistakes. Even if you do something out of line on a whim, the monitoring system of the enterprise will find it immediately. Excellent enterprises basically have a set of "paper homework" system, and everything is remembered in black and white, so it is not easy to play tricks.

Under the leadership of excellent managers, you may not have the opportunity to make mistakes or be lazy. In the end, it is difficult to succeed or not.

Law 3: The duty of a sales manager is not to cultivate several marketing elites, but to "let ordinary people make extraordinary achievements".

Successful management does not assume that employees are moral saints, but that they are ordinary people. They may not have the heart of disaster, but they are inevitably selfish.

Successful management is not prepared to recruit a group of marketing experts or elites. Because they know that in ordinary posts, there are only two ways for masters or elites. One is internal promotion, otherwise they will take the second road dug by their opponents. The truly stable salespeople are ordinary people with ordinary qualifications, and marketing management is to let these people make achievements.

Marketing management means that through system construction and effective supervision, those who are "necessarily selfish" can't find the opportunity to make mistakes, thus becoming the ultimate "moral model".

Excellent managers will never let salespeople "cross the river by feeling the stones", because in that case, many salespeople will "fall into the river". They will provide a platform for ordinary salespeople to make achievements beyond their abilities through training, norms, models and processes.

Law 4: The sales manager's duty is not to explore innovation, but to discover and promote innovation.

Marketing innovation does not come from meditation in the office, but from a brainwave in the market. This is the source of marketing innovation for salespeople.

Marketing innovation can't rely on an individual's brainwave, but should become a process of enterprise organization. This is the source of marketing innovation at the enterprise level.

This is a dialectical understanding of two different levels of marketing innovation.

The sales manager is far away from the front line of the market and may lack the brainwave innovation of the salesman. But the sales manager must be good at discovering the personal innovation of the salesman's brainwave, and transform it into the innovation at the enterprise level through a certain process, and promote it.

Law 5: Is a well-managed dealer an "angel" or a "devil"?

Someone sang in a high-profile way: "The manufacturer is one." People who can say this don't believe it themselves. However, when someone speaks insincerely in some public places, you should not refute it in front of others. Manufacturers and businesses are close, but it is difficult to intersect in a straight line.

Some people say, "Dealers are not God." Consumers are God, and dealers are not even the spokesmen of God. However, the reality is that "the bartender bullies the customer, and the customer bullies the bartender". Whoever holds the dominant position is God.

Someone said, "The manufacturer is the opponent in the game." That is, manufacturers are both sides of a chess game, which are interdependent and rivals. When earning money from consumers, the two sides are highly consistent; When "dividing the spoils", the two sides were inconsistent. The requirements of dealers are always: good quality, low price, strong promotion and more advertisements.

Someone said, "The manufacturer is strange bedfellows's husband and wife." Husband and wife are contractual relations, and father and son are blood relations. Manufacturers are also contractual, and often do not take "contracts" seriously. It is "love" that maintains the relationship between husband and wife, and love is common to both sides. It is "interests" that maintain the relationship between manufacturers, but the interests cannot be enjoyed-therefore, manufacturers are strange couples in strange bedfellows.

Some people say, "Manufacturers are each other's tools." Tools, throw them when you get what you want. The development of an enterprise is actually a process of constantly eliminating and replacing dealers. Every time the company changes its marketing, it will take a knife from the dealer. Without the determination to "kill large households", the so-called channel flattening is impossible.

The realistic understanding of dealers should be: well-run, dealers are "angels." Poor management is the devil.

Law 6: Many salesmen are "model workers in politics", but don't leave "sequelae of model workers in politics".

Many salesmen were promoted to sales managers, not because of their outstanding management ability, but because of their outstanding performance. Salespeople achieve themselves, and sales managers guide others to achieve themselves.

The sequela of the model worker's entering politics is that the sales manager has too many salesman complex and always regards himself as a "big salesman". Whenever I meet a salesman who doesn't understand his intentions, I feel anxious. I want to put the salesman aside and do it myself, be a "big salesman" and use the real salesman as a helper.

Law of human nature

Law 7: For excellent people, management is trust. For ordinary people, trust is management.

For those who are good at self-discipline and outstanding ability, management is to give them free boundaries and let them enjoy themselves. The bigger the boundary, the greater the space for full play and the more unexpected results.

For ordinary people, management is to keep their behavior within the acceptable boundaries of the enterprise and make their behavior conform to the enterprise norms.

Law 8: People-oriented management is not people-oriented management. The greatest human nature is to let each other succeed.

Human nature management is not to spoil each other and spoil each other with bad habits. The greatest human nature is to force each other to succeed. Therefore, when punishing employees, we must not be soft. When punishing, we must tell each other: I have a kind heart. Perhaps, at that time, the other party will resent you, but before long, they will thank you. 10 years later, the other party may not forget you.

If you don't believe me, you might as well recall your school days. Those teachers who spoil us have long forgotten, but we are obsessed with those strict teachers.

Law 9: Success is an irrational state and the most dangerous state.

People have the lowest IQ in two States and are most prone to make mistakes. One is love, and the other is success.

It has been recognized that love has a low IQ. The mistakes people make at this time will affect the happiness of life. Success will expose human weakness. The mistakes people make at this time will affect the success of their career.

Problem law

Law 10: The problems that have been discovered are no longer problems, but the problems that have not been discovered are the most important problems.

When you find a question, you usually find the answer. The key is: Is the problem you found a real problem?

For example, when the promotion of new products fails, the problem often summed up is that "new products do not meet the needs of consumers." This may be a false question, and the real problem may be that "the new product has been rejected by the sales team before it enters the market".

For example, people usually think that "new product development is to meet the needs of consumers". In fact, in channel sales, new product development is more to meet the profit needs of dealers.

Therefore, when you try your best to think about the answer to the question, you might as well spend more energy thinking about what the real question is.

Law 1 1: The instinctive reaction when encountering a problem, even if it is not wrong, is usually invalid.

There is no simple answer without thinking, and the really effective answer is often in the corner of thinking.

For example, when summing up the reasons why products can't be sold, people often say that "the brand doesn't ring", as if the brand rings, the sales volume will be solved. This is simple instinctive thinking. As long as you think about it a little, you will know that the answer is doubtful: all well-known brands come from unknown brands. Their brand didn't ring at first. How did they sell it? After further thinking, we will find that what is most worth learning from excellent enterprises is not what they do after success, but what they do before success. In other words, how did they go from failure to success?

For example, if a person doesn't do well in a certain position, his instinctive thinking is to change people. In fact, the real problem may not lie in people, but in job design, because this job may be an "impossible job" or a "job that only God can do".

For example, what if sales decline? The instinctive reaction is usually to reduce prices, promote sales and advertise. So, sales managers might as well think like this: Who doesn't know how to do this? As long as you are a normal adult, you can imagine that such instinctive reactions are usually ineffective.

Law 12: It takes courage to admit a problem and wisdom to solve it.

It is not difficult to find the problem, but because of the responsibility and ability behind the problem. Therefore, it becomes difficult to admit the problem. If you have a problem and don't admit it, that is the biggest problem.

When a problem is discovered, people's first reaction is to cover it up, not solve it. People always tend to solve problems by themselves rather than openly. At this point, perhaps the problem is getting worse.

When admitting a question means denying yourself, it is no longer just a simple question. Whether you dare to admit the problem is a real test of your confidence. It is precisely because many people lack the courage to admit the problem that the following phenomena continue to appear: only when a manager is transferred can the problem be completely exposed.

Law 13: The process of handling problems should be "emergency first, then accountability".

The problems that often occur in the market are already very serious, but no department or individual has solved them. Because everyone is thinking: who comes forward may mean who is responsible for the problem by default. In order to avoid responsibility, the best way is to "not stand out".

The procedure for some enterprises to deal with problems is to find the responsible person first, and whoever has problems will be responsible for solving them. Because it is not easy to find the responsible person for some problems, or there are multiple responsible persons for one problem. As a result, the process of finding the responsible person aggravated the problem.

The correct process should be "emergency first, then accountability". "Emergency first" means giving priority to customers and markets, and don't delay "emergency" because of "accountability".

Case: Most hotels have such a rule: the guest should pay compensation for the damage of room supplies, and if the waiter doesn't find it, the waiter should pay compensation. Therefore, we often find this phenomenon: when the hotel asks the guest for compensation, the guest firmly denies it, while the waiter insists that it was damaged by the guest, which eventually leads to the intensification of the relationship between the hotel and the guest.

According to the principle of guest priority, the lobby manager should sign the bill as long as there is no definite evidence and the guest firmly denies it. Because the salesman's idea is: if the customer doesn't pay, I have to pay. It's not my responsibility to offend the guests, it's my responsibility not to find the problem. Therefore, even if there is not enough evidence to confirm that the goods were damaged by the guests, you should stick to it, because this is the best way to avoid your responsibility.

Team rule

Law 14: Team is a new substance produced by chemical reaction among members.

If there is no division of labor and cooperation between your team members, they are all fighting alone, even if they are all excellent, they are not an excellent team.

A real team must be that everyone wants others and can "contribute" to others. In other words, team members "should cooperate" and "no one can live without anyone". The combination of teams forms a chemical reaction rather than a physical reaction. A volleyball team composed of six offensive players is not a team, nor is a football team composed of 1 1 forwards. Similarly, a team composed of a group of salesmen working alone is not a team.

A team is not a simple collection of people. An effective team must have four elements: * * consistent goals (team goals take precedence over individual goals, and individual behavior helps to achieve team goals), organizational identification (psychological identification with the team and obedience to the team in action), effective organization (mutual division of labor and cooperation) and team leader (commander team). Such a team can achieve the effect of "1+ 1 > 2", and the goal of the team is to achieve "the whole is greater than the sum of the individuals".

Law 15: An effective team can realize that "one Zhuge Liang leads three heads better than four Zhuge Liang".

Two heads are better than one, and they will never be Zhuge Liang. Zhuge Liang represents a realm, even if three heads are better than one, they can't reach Zhuge Liang's realm.

One cobbler leads three Zhuge Liang, which equals four cobblers. This is a bear, and it will give birth to a nest.

Three Zhuge Liang are not as good as one cobbler. Without the complementarity and cooperation between team members, the strength may be offset.

One Zhuge Liang is better than four Zhuge Liang. Only when the organizational structure of the team meets the following conditions can the value increase exponentially: first, there is a division of labor; Second, complementarity; Third, the pyramid structure.

Law 16: excellent teams will always produce talents, so we should pay special attention to sending talents to excellent teams for exercise and selecting talents from excellent teams.

The best training is team assimilation. What you hear in an excellent team is better than a well-designed training course. The best training method is the personal guidance of team leaders.

Training method

Law 17: Never call your subordinates "a bunch of idiots", otherwise, you are a "big idiot".

If only a few subordinates are idiots, the responsibility may lie with them. If all subordinates are idiots, the responsibility must lie with the managers.

Calling your subordinates idiots only shows that you are "as blind as a bat" and won't select talents.

Calling subordinates idiots only means that you can't cultivate talents, and people who follow you are considered "unlucky."

Law 18: Training is not the business of human resources department or subordinates, and the manager is the first person responsible for training.

Parents will not shirk the responsibility of educating their children, and managers should not shirk the responsibility of training employees.

Human resources department is only the organizer of training, not the responsible department of training. Training is the basic function of every manager, and it is also the work of managers. If the training is not done well, don't blame the leaders, don't blame the human resources department, and reflect on yourself.

Law 19: The most difficult thing in training is not to change people's thoughts, but to change people's behaviors.

It is not knowledge but habit that determines people's behavior. "Easier said than done" is always a pair of difficult problems.

It is difficult to change one person's habits, and it is even more difficult to change the habits of a group of people.

Habits cannot be solved through training, but can only be corrected through day-to-day management. Therefore, the lecturer can't solve the ultimate problem of training, and only the manager can "turn the training content into enterprise behavior".

Law 20: Training does not improve employees' loyalty. On the contrary, training may accelerate employee job-hopping.

When enterprises regard training as a reward for employees, employees may not appreciate it. If the growth rate of employees after training exceeds the growth rate of bosses and enterprises, training will only accelerate employees' dissatisfaction with enterprises and bosses, while dissatisfaction will accelerate employees' job hopping.

Managers are the ceiling for the growth of employees. When employees grow to the ceiling, they either stop growing or look for new growth space. Therefore, training should start with the manager, first training the manager, and then training the employees.

In the past, the sales manager might say: the level of employees is too poor and needs training. Now, the sales manager should say: the quality of employees is too low, and managers need training.

administrative rules

Law 2 1: There is no "never again" in management, only "take this as an example".

Most managers in China are very kind. Generally, those who violate the rules for the first time are not punished or given a lighter punishment. After criticizing education, they often say, "It won't happen again!" As we all know, this is a very dangerous precedent in itself.

The correct thinking should be: according to the rules and regulations of enterprises, punish them to the letter and set rules: take this as an example.

People who are used to "never doing it again" are mostly out of the following three mentalities: first, whoever doesn't make a mistake will be punished once, which is too inhuman; Second, people should always be given a chance to turn over a new leaf; Third, it may be that the offenders don't understand the system, which is an "unintentional mistake". With this lesson, they will be impressed next time.

This mentality may be well-intentioned, but the consequences are terrible.

Under the eyes of the public, the treatment of first-time offenders will inevitably have a demonstration effect. "It won't happen again" is a demonstration, telling people that the system is flexible and need not be taken too seriously, at least for the first time. "Take this as an example" is also a demonstration, telling people: don't take chances and implement the system seriously! Otherwise, it's your turn next.

Law 22: "No doubt about employing people, no doubt about employing people." This is the concept of employing people in agricultural society. The concept of employing people in modern commercial society is: "employing people should be suspicious and suspicious people can be used."

People are unreliable. Many years ago, Americans wrote a book called "The President is Unreliable", which explained the basic fact of an institutional society, that is, people are unreliable, and a social mechanism must be used to limit and regulate people's unreliable behavior.

No doubt about employing people, no doubt about people. To put it bluntly, talk about morality and ability without rules and regulations. In agricultural society, this may be feasible, because the survival radius of agricultural society is extremely small, and the moral risk and ability risk are extremely high. Modern society is a mobile society. It is very expensive for people to adjust their own mobility and judge that they "don't doubt". Therefore, people should doubt. At the same time, it is necessary to have a good system as a guarantee, so that it is difficult for the "suspect" to find an opportunity and limit the behavior of the "suspect" to the acceptable range of the enterprise.

Law 23: There is no excuse, maybe it is an excuse for incompetent managers.

The sentence "no excuse" implies a crucial premise: the effective support of the organization and the effective leadership of the superior. Leaving this premise and simply asking subordinates to "have no excuses" is just an excuse for incompetent leaders to evade their responsibilities.

Only by doing what leaders should do can they be qualified to ask their subordinates to "have no excuses." Instead of giving tasks, as long as subordinates have objections, they will use "no excuses" to prevaricate.

Law 24: It is best not to use execution as a shield. If subordinates have no execution, it must be that managers lack control.

Execution is first and foremost a management by objectives problem, that is, the problem of "what to execute". All work should be planned, and all people should have goals and only do planned things. This is the beginning of execution. Otherwise, employees are required to have "creative execution".

Execution is a management system problem. If the management of people can "manage everyone's daily affairs" and the management of things can "manage who each product is sold to at what price", the execution of marketing will naturally arise.

Implementation also involves workflow issues. Execution is not to do what you want to do, but to do it according to predetermined processes and standardized procedures.

Execution needs a set of closed-loop feedback information, so that managers can know whether they are really in a benign execution state at any time. Otherwise, it is necessary to take adjustment measures to ensure implementation.

Execution should also solve the problem of execution. Those who perform effectively will be rewarded, and those who do not perform or perform ineffectively will be punished.

Executive power has strict requirements on the quality of personnel. Employees should be willing to do it and know how to do it. Those who "can't do it" and "can't do it" will either be trained to improve their abilities or be eliminated.

Execution is a kind of management style and a kind of leadership quality. US Secretary of State Powell is called the most executive manager because of his firm will and indomitable spirit.

Executive power needs the support of cultural atmosphere. Haier advocates "quick response and immediate action", which is a benign executive culture. Too many "never again" and "let bygones be bygones" are vicious execution cultures.

From this perspective, the responsibility for poor implementation lies not with subordinates, but with managers themselves. In other words, a subordinate may be responsible for poor execution. If the subordinate collective fails to implement it, the responsibility must be on the manager himself.

Law 25: The highest level of marketing management is standardization.

Ordinary people think that marketing is an art, which can only be understood, inexpressible and difficult to copy. Excellent managers regard marketing as a science and try to standardize it as much as possible. Only standardized things can be copied, and standardized things can make more people succeed.

"Crossing the river by feeling the stones" is often misunderstood. In ordinary enterprises, everyone crosses the river by feeling the stones, and as a result, most people fall into the river, so ordinary enterprises have more lessons than experience. Excellent enterprises will never let ordinary people cross the river by feeling the stones. This is the work of a few outstanding people. Once crossing the river, the experience of crossing the river will be standardized, and others will cross the river according to the standard routine. Therefore, there are many standards for excellent enterprises.

Excellent enterprises always have many "standard operation manuals". When you encounter problems, read the instructions first. If there is no manual, you should seek the support of your boss. For example, Coca-Cola's "1.5 times safety stock" and "visiting customers in clockwise order" are not something that ordinary salesmen can explore, but must be the crystallization of the collective wisdom of enterprises.

The experience and lessons of general enterprises belong to individuals, and the experience and lessons of excellent enterprises belong to the whole enterprise.

Law 26: Only inheritance can accumulate, and only accumulation can grow. Marketing and management need inheritance, and inheritance needs "paper work".

When you compete with P&G, you will find that you are not competing with current salesmen, but with P&G 160 years of history. The marketing wealth accumulated by P&G in the history of 160 years is unmatched by those young competitors.

Everyone's marketing experience is the wealth of an enterprise. No matter whether employees serve the enterprise for life or leave their jobs, they should leave their experiences and lessons behind. As long as the predecessors have crossed the river, future generations don't need to touch the stones to cross the river.

What is the inheritance of marketing and management? The most commonly used means of inheritance is "paper work". That is, all trading processes and marketing records should be recorded in the form of "paper work".

With "paper homework", the market handover becomes simple, and there is no need to rack one's brains to recall.

With "paper homework", it is easy to trace the problem.

With "paper homework", no one will conclude that "I am busy every day, but I just don't know what I am busy at the end of the year".

Law 27: What managers lack most is not the ability to plan, but the ability to control.

Planning is the primary function of management, and control is the ultimate function of management. Control is the guarantee to complete the plan.

What is control? Control is to take effective measures to ensure the completion of the plan when the result deviates from the plan.

law of thinking

Law 28: Successful managers usually "think like amateurs and do things like professionals".

The basic meaning of this sentence is: we should dare to break through innovation in thinking mode and decision-making, and we should not be bound by traditional thinking; Do specific things professionally and meticulously.

Decision-making requires judgment, not professionalism. Even if the decision-maker is a layman, as long as he has enough judgment, he can effectively judge and make decisions on the scheme put forward by experts. A newcomer who is not familiar with the industry may not be an expert or understand the situation. But as long as the decision-making procedure is correct, there are enough judgments, and the judgment can be made by relying on the decision-making procedure, the correct decision can be made. As long as there is no frame and you dare to ask questions about pediatrics, it is easy to make innovative decisions.

When you are immersed in an industry for 3-4 years, you may feel that all the problems are handled with ease, and you will make quick decisions under inertia thinking, and even lose the courage to ask why pediatrics problems. It used to be "thinking like a layman and acting like an expert", but now it is "thinking like an expert and doing things like an expert". The efficiency of doing things has undoubtedly improved, but the effectiveness of doing things has decreased and there is less innovation. If the environment changes, the behavior of experts in the original environment will become the behavior of laymen in the new environment. Because of this, Chen Yuxin, general manager of Huaxi Hope Group, proposed to "always maintain an amateur mentality". What a thought-provoking speech!

Law 29: Winners don't necessarily have profound knowledge, but they must have a unique way of thinking.

There are always a few winners, so the winner's thinking must not be popular thinking.

Every time you think of a solution, you must ask yourself, "Will others think so?" If the answer is yes, then the feasibility of this scheme is doubtful. Because effective solutions are usually "unexpected and reasonable".

Marketing is a kind of competition, and competitive thinking is "opponent thinking", that is, the primary consideration is not what you think, but what your opponent thinks. Zhuge Liang is always smarter than he is, because his thinking mode is not self-centered, but "opponent thinking", that is, he decides his own strategy according to his opponent's thinking.

Law 30: If you want to stay in the position of sales manager, it is better to let others ponder your thoughts than to ponder others'.

If the sales manager wants to "please both sides" between the boss and the salesman, the final result must be that neither side please.

The sales manager is under pressure from two opposing forces, the boss and the front-line salespeople. The boss's expectations and requirements for the sales manager are mainly manifested in his work, such as implementing the company's policies and systems, supervising and inspecting the work of front-line salesmen, and paying attention to salesmen.