At the end of the year, looking at the summary report of various projects, thinking back to the goals set by everyone at the beginning of the year, there are joys and regrets, what kind of mentality should we pack our bags to meet the new goals of the new year?
What is the biggest headache for you? Many operators will say, "Sometimes the plan can't keep up with the plan, and the plan can't keep up with the change." After a few tosses, let alone senior management and staff, I can't continue to push forward. ”
We found that there are generally three scenarios that make managers feel powerless:
The first type: there is a plan but no control, the more you go, the more you deviate, the more you have no confidence.
Most of the time, a general goal is set first, which may be subdivided into quarterly or half-year goals, and then the plan indicators are assigned to the following departments to do.
Second, there has always been a discrepancy between planning and actual execution.
Discrepancies will inevitably occur in the actual implementation of the plan, but if they cannot be achieved for several weeks or quarters in a row, and the management cannot find the root cause of the discrepancies, the plan will naturally not be able to move forward.
The third type: high target, non-iterative execution, and different frequencies up and down.
Often after setting a high goal, there is a lack of iteration, lack of communication, and no opportunity to fully discuss the possibility of achieving the goal.
As operators, we know that change is the norm, and only by planning the road of enterprise development can we achieve steady and far-reaching results. So, how can we better deal with the relationship between the two? These four principles may help you
Principle 1: Settle the big account and grasp the direction in the plan; Settle small accounts and execute iteratively in changes
For example, the performance problems that are often encountered by the team should be built with the goal of building a continuous high-performance culture of the sales team, and the basic guiding principle of motivating the team to love customers, rather than just staring at the performance appraisal indicators of employees.
For the sales performance award that employees do not get, it can be transformed into an incentive pool for the coming year, which will become the growth of new and old employees, encourage and help employees analyze the root causes of non-achievement, and find improvement measures in the causes; You can also use the method of co-creation to hold an annual review meeting with the sales team to plan next year's sales target.
Principle 2: Achieve your plan by managing change
What is the real change? The change in the market is the real change, and it can reflect the change in customer demand. It is not so easy to accurately grasp the changes in customer needs, and sometimes some of the needs expressed by customers are not really needs.
By doing market tests, using some test products to interact with customers, and grasp the changes in the real needs of customers from feedback; Then use the strategy test to test the degree of response of peers, combined with the feedback of peers, to truly identify changes in demand.
Usually based on changes in demand, we have to face the boundaries of our own capabilities, break through the boundaries, and collaborate with the upstream and downstream to form a competitive advantage in the industry chain. Because, the competitive advantage of enterprises is no longer the competition between enterprises and enterprises, but the competition between one chain and another.
There is a time delay from the initial reaction to the final result, and this delay can lead to many miscalculations, even strategic ones. In the face of the delay effect of the market, we should be good at identifying effective information and identifying the changing trend of customers' real needs, so as to effectively control the changes in customer needs, and approach the plan blueprint in our hearts through continuous iteration.
The biggest advantage of small and medium-sized enterprises is that the scale of the enterprise is not large, and the operator can go to the front line directly with his own eyes to observe and experience the needs of consumers. The best strategy comes from the front line, and there may not be sophisticated analytical tools, but operators can use a keen heart to perceive the needs of customers.
Principle 3: Upgrade from passive change to active change, and make good use of the red, yellow and traffic light mechanism
Reactive change refers to change towards problem management. For example, after the company received a complaint due to poor hygiene standards and was cancelled from the "Production License", it will make changes to this problem.
Proactive change refers to changes that are oriented towards risk management. For example, this thing has not happened yet, but you can benchmark a good result, to what extent you want to anticipate it, foresee risks in advance, see the needs of customers, and even the trend of competitors, and then take the initiative to force yourself to innovate value for customers. Operators must change from passive changes, respond to changes, to actively control changes, in order to face market changes more calmly.
The key to mastering change is to have the courage to identify and manage differences. We can use the red-yellow-traffic light mechanism to manage the contradiction between planning and change, the red light is the biggest difference, the yellow light is the second, and the green light is within the normal range; Identify the differences first, and then focus on managing them to achieve the final plan.
There is an operator engaged in the medical supplies industry in Jiangsu, the problem of enterprise delivery has not been solved, more than 80% of the orders are delayed, there are many customer complaints, and the complaints of the salesman are also very large. The entire management of the company worked together to investigate every aspect of the process, but failed to find the root cause of the delay.
After using the red-yellow-light mechanism, they summarized all the links of the process into one **, and how many days did it take to work backwards for each linkIf each department did not complete the project on time, it was marked in red at this link to see which link caused the delay.
A month later, they were surprised to find that most of the places marked in red were in the procurement process. So a person was arranged to follow up on the order and keep an eye on the delivery date. They also use this mechanism to manage the extension time of the ** business and help the ** business grow together. Now the company's delay rate has been reduced from 80% to 45%, the whole process is smoother, there are fewer quality problems, and communication costs are reduced.
Principle 4: Grasp the unchanging, constantly upgrade the changeable
From fixed** to 5G mobile phones, we have only noticed the changes that are taking place, such as the number of functions on mobile phones has been increasing, and information technology and operating systems have been changing ......But what has changed is only the communication tool, what has not changed is people's need and desire for communication, concern for loved ones, and a sense of security after confirming information.
Many operators may have been running a business for decades, and they are often afraid of being eliminated by the times and afraid of being left behind, so they have been trying to change. As a result, I feel that there are more and more external interferences, and the pressure on my business is also increasing, and I am more and more unable to ......At this time, you might as well slow down and think about why you are changingWhat is the constant?
What remains unchanged is actually the mission, the vision for the future, and the original intention of loving customers at the beginning of the business. Only when managers have the strength in their hearts can they find the criterion for decision-making in the external changes and customer needs, and lead the enterprise to establish one milestone after another.