你对营销团队的管理是“粗放”还是“精细”（上）

你对营销团队的管理到底是“粗放”还是“精细”（上）

Whether you adopt “extensive” management or “delicacy”managementfor your marketing team

理想计划

设定一个针对营销团队或者针对营销人员的明确的营销目标、包括销量及利润；大部分管理者是按照同比及环比制定营销或利润指标。

To set a clear marketing target for the marketing team or all marketers, including sales volume and profit; most managers set the market or profit target on the year-on-year or month-on-month basis.

表格管控

要求营销人员填写工作报表，试图把控营销人员的营销状态。工作报表包括月报、周报、日报；部分企业已经利用APP平台，实时追踪业务团队工作进度及目标完成进度。

To request all marketers to fill out the work statements and try to control the marketing status of all marketers.Work statements include monthly report, weekly report and daily report; some enterprises have used the APP platform to track the work progress and target accomplishment progress of the business team in a real-time manner. 

例会评估

随着工作周期的进展，不断的跟踪营销目标的完成情况，并适当的给予业务人员压力及提示，从而期待重压之下营销人员潜能的最大发挥，斗志的提升；大部分企业在每个月的中旬和下旬还会召开营销工作例会，会议的重点是评估销量当下完成情况，及未完成的补救措施。

To track the accomplishment of the marketing target continuously with the progression of the work cycle, and give appropriate pressure and prompt to the marketers, thus expecting the marketers to give full play to their potential under the pressure and refreshing their motive; most enterprises may hold the regular marketing meetings in the middle or last ten days of each month with the focus placed on the assessment of current accomplishment of sales volume target and remedies for unaccomplished target. 

奖优罚劣

设定营销人员的绩效考核，包括相对应的处罚与奖励标准，还有一系列的管理制度；部分企业在正激励和负激励方面做了大量的文章，力图促使业务人员的神经时刻处在战时阶段。

To set up the performance assessment of all marketers, including appropriate punishment and award criteria, and a series of management systems; some enterprises have made great efforts in positive and negative incentives with a view to allow the marketers to be ready for the marketing at any time.

请注意，从经营管理的角度上来说以上的做法似乎是正确的，但这只是表面现象，在这样一种管理的实施下，营销团队极有可能出现以下一些负面问题：

Please note that the said actions seem to correct from the perspective of economic management. However, it may be a superficial phenomenon. With the implementation of such management, the marketing team may be possibly faced with some of the following negative issues: 

特权员工

农牧行业的营销人员是一个特殊的团体，有着他的独特性。区域市场的变化、农牧产品行情的变化、政府宏观政策的变化，对营销业绩都有着很大的影响。所以很多营销人员的业绩呈现出典型的金字塔形状，精英营销人员和苦苦挣扎的营销人员呈现20/80的分布，企业的营销业绩过于依赖精英营销人员的绩效。很多企业对营销精英的认定就是销量，能够帮助企业完成业绩及销量的营销人员在很大程度上存在特权及特殊待遇，这基本上是共性问题。

The marketers in the agriculture and farming industry are a special group with its uniqueness. Changes in the regional market, agricultural and farming products situation and governmental macro policies may have great influence on the marketing results. Therefore, the results of many marketers are presented in the typical pyramid with elite marketers and struggling marketersdistributed in 20/80, which means the marketing result of an enterprise relies much on that of elite marketers. Many enterprises judge the elite marketers by sales volume and those marketers who can help the enterprise accomplish the result target and sales target are largely entitled to privilege and special treatment, a common issue basically. 

频繁跳槽

也有不少农牧企业在营销过程中都曾经遇到过这样的困惑：一个精英营销人员的离职会带走企业现有的老客户，有的甚至是关键客户，企业为建立营销网络和开发客户所做的各项投入全部付之东流。也有很多企业非常自信，就算业务人员离职也影响不到自己的存量网络和客户，但是该发生的事情一定会发生，掩耳盗铃只能自欺欺人。当我们发现营销人员流动频繁，团队意识比较薄弱的时候，我们才会考虑我们的管理是不是存在问题，每每处在后知后觉的状态。

Many agricultural and farming enterprises are encountered with the following puzzle in their marketing: the separation of an elite marketer may result in the loss of existing customers, and even key customers, and all efforts made by the enterprise to establish the marketing network and develop customers will become futile. Many other enterprises are also confident that the leaving of any marketer will not affect their own existing network and customers. However, something that should happen will definitely happen, and the ostrich belief can only self-deceiving. Only when we find that the marketers flow frequently and the team awareness is very weak will we will whether our management is problematic, resulting in slow response often. 

团队割裂

农牧企业的营销组织团队管理出现不协调的状态，我们通俗的讲就是听话的营销人员（乖乖虎）业绩难以期待，精英营销人员（霹雳虎）面对管理制度往往会偏进偏出，从而造成整个营销团队的不和谐。如何把“乖乖虎”变得更勇猛，如何把“霹雳虎”变得更守规矩，也是当下农牧企业营销团队人员管理的一道必答题。

An uncoordinated state may appear in the marketing team of an agricultural or farming enterprise. Generally speaking, obedient marketers may not have results as we expect but elite marketers may deviate from the management system, resulting in an uncoordinated state in the entire marketing team. How can we make obedient marketers to become fiercer and make elite marketers more obedient is a mandatory problem for current marketing teams of agricultural and farming enterprises to manage.

机会主义

在我们的农牧行业，很多人把农牧营销当作一种艺术，靠经验、悟性、灵感和个人的随机应变来赢得客户的方法占有重要的地位，甚至有些营销精英引以为傲的说：“营销的奥秘是无法培训和传授的。”很多农牧企业也只能期望靠这些营销精英撑门面。农牧企业营销总经理总是千方百计的企图寻找这些营销精英。因此培养和复制这种成功的营销在粗放式的管理体系下可能性是几乎没有的。机会主义、任人唯亲、小团体主义、投机性营销、恶意串货、业务员老板化、脚踏几条船等等，一系列的管理弊端，都在营销业绩突出、销量倍增等结果的掩盖下显得不再重要，就算明知有误，也草草了事！不考虑企业生命力的延续，更不会考虑农牧行业可持续发展的自然规律，这样的粗放必然带来后期的疲软，也无法抵御市场大环境的突变形势。农牧营销业绩的预测总是比较务虚，以致企业的目标本身就缺乏可行性和可操作性，最后把指哪打哪变成了打哪指哪。业务人员为了迎合组织及领导，都会提供一些不切实际的计划及目标节点，导致最终目标无法实现。但是在我们的行业里还有很多营销总经理沉浸在虚幻与自我良好的意境中，自欺欺人并避重就轻，只注重说的精彩，不调查实际情况。让扎扎实实的工作变得随机应变，太多的不确定是营销业绩管理中普遍存在的问题。

In the agriculture and farming industry, many regard agricultural and farming marketing as a kind of art, and the method of winning customers by means of experience, understanding, inspiration and personal adaptability plays an important role. Even some elite marketers proudly say that marketing tricks cannot be trained and instructed. Many agricultural and farming enterprises can only expect to impress others with these elite marketers, and general managers of agricultural and farming enterprises are trying their best to find these elite marketers. Hence, it is nearly impossible to develop and replicate the successful marketing in the extensive management system. A series of management shortcomings such as opportunism, cronyism, cliquism, speculative marketing, malicious goods fleeing, marketersbureaucratization and concurrently contacting several customers, etc. have become less important in the context of outstanding marketing result and sales volume multiplication. Even if they know something is wrong, they close it carelessly. Regardless of extended vitality and natural law of sustainable development of the agriculture and farming industry, such extensive management will definitely bring about subsequent weakness and fail to resist against the sudden variation of the overall market situation. Since the forecast of marketing result of the agricultural and farming industry is always based on theory, the target of the enterprise is lack of feasibility and operability, thus resulting in the change from shooting the target before hit it to call whatever you hit the target. Marketers always offer some impractical plans and target nodes in order to cater to the organization and leasers, resulting in the failure to realize the final target. However, many general managers for marketing in our industry are immersed in the conception of fancy and self-assurance, they always deceive themselves and evade the crucial point, and they only focus on oral brilliance but not investigate actual situation.They have made solid work become adaptable, and more and more uncertainty is an issue that generally exists in marketing result management.