Third Terminal

Text|Qu Yafei

Source|"Deep Work"

Word count 1734|8 minutes reading

"Business manager’s work enthusiasm "Not high" I believe that this problem will exist for any marketing team or has existed before. Based on the past operating experience in the terminal market, I would like to share my ideas for solving this problem in the third-party pharmaceutical terminal industry.

(1) Changes in managers’ mentality

First of all, let’s understand the difference between the current pharmaceutical third-end market environment and the market environment ten or even five years ago. Different from other companies, if we use the market environment five or ten years ago to measure the current market expansion, there will indeed be a mismatch in management methods caused by empiricism.

(2) Positioning of team values ??

In other words, what kind of team do you plan to build? Is it a wolf-like team that survives the fittest in nature and is eliminated at the end? Or is it a wild goose-type tacit cooperation and a team that unites and helps each other? Or is it a partnership system, where everyone is a team of entrepreneurial bosses?

As the manager of a team, whether it is a large group or a small organization, he is the soul of the team, the backbone and vanguard of the team members’ efforts, so the positioning of the team must be clear first. .

(3) The positioning of management methods

is to give full play to one's own leadership qualities to attract more people to join and follow, build team cohesion and spirit, and fully shape the vision Is it better to separate the money clearly, adopt a more direct method, and use material motivation to improve the mobility of team members?

In the process of cooperation, we have indeed encountered managers who are full of leadership qualities, but in the third terminal market, there are indeed very few. It’s not that we all lack charisma, but it’s because there was a period of brutal growth in this industry in the past. Most team managers were terminal business managers, so their experience in the business is impeccable, and it’s the same when talking about it. The water of the Yellow River is endless.

Nowadays, 95’s third-terminal team is facing problems such as poor team cohesion, high turnover rate of business managers, difficulty in recruiting, and low work enthusiasm. The reasons are also related to the management style and methods of these front-line managers. There is a direct relationship.

Then let’s think deeply about a question: “Why do others follow you?”.

The emotional reason is that your personality charm attracts him, and the rational reason is that joining your team is more beneficial to his long-term development? Or neither?

Managers and executors are two identities and roles. Therefore, managers who start from the grassroots business manager must put down their status and reposition themselves from the role first. As a manager, it is necessary to Set an example and adapt to the development needs of the team, rather than trying to adapt team members to your preferences.

This is indeed difficult for most managers, but it is also the first step we must take to break through the bottleneck of team development. We have many managers of provincial teams who have failed more than once. Feedback: It is difficult to recruit and manage people.

Without inward attribution, are our management styles and management systems reasonable? Could you be interested in the terminal's business manager? Are the performance requirements and reward mechanism for repayment reasonable? Whether it can really satisfy the inner demands of the business manager, etc.

If we don’t think about problems from this perspective, problems that are difficult to recruit and manage will always accompany the development of our team, and will also restrict the scale of the team’s development, so this is what we often say. The problem of "pattern".

(4) Embrace change, scientific assessment, and extreme transparency

In fact, no matter what type of organizational team it is, if you want to retain people, it is nothing more than to allow employees to receive salaries that match their abilities. At the same time, there is less mental stress, you can work easily, and you can make money happily.

Compared with other types of teams, the third-terminal pharmaceutical team does not have so many office politics and complications. The sales control model of large package with low price is still the management system of basic salary plus commission. As long as the money is divided Understand, and half of the problem is solved.

I think more managers understand this truth, but they just don’t want to open their own pockets and use vested interests to make incentive policies. And terminal business managers are also facing abnormal situations. Aren’t you not going to provide development? Okay, I will find a few more product agents. If the east is not bright and the west is bright, I will decide which one to focus on when I do it. So I use too much force, resulting in none of them being done well. In this way, the three parties of the region, province, district, county, and district continue to work hard. Tug of war.

In the end, everyone is responsible for the results, and at the same time, they must bear the adverse consequences of this state. If you don’t make any money, naturally the team’s motivation and atmosphere will be bad.

So the simple management idea is that everyone works together to do business, make the best use of materials, make full use of people's talents, think together, work together, and use one's strength to make full use of everyone's role. To the extreme, this thing will be done.

My personal way of thinking still prefers an innovative, flexible, and humane team atmosphere, just like what Bridgewater Associates founder Ray Dalio shared about work principles and life principles in "Principles" , embrace radical truth, radical transparency, and engage in meaningful work and meaningful relationships.

Putting aside the economic benefits brought by work, it is more important that we realize our personal value throughout our lives and make every day more meaningful.

So for the team, the problem is to solve it when it encounters it. Don’t circle around the problem, which is a waste of time and life.

? ~end~

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