At present, the bosses of private enterprises generally have an ambition to make their careers bigger and build famous brand enterprises, so they look for senior management talents who can bring leap-forward help to their careers through various channels, but at the same time there is also a puzzle: how to choose and introduce professional managers? In the process of management consulting for private enterprises, I found that there are several major deviations in the appointment of professional managers, such as improper position arrangement, inaccurate trust and high expectations. As a result, enterprises have no benefits, managers have no performance, and finally everyone broke up in discord.

Improper job placement and mediocre senior talents.

A cosmetics enterprise in Urumqi, Xinjiang is a typical small private enterprise. The boss, Wang, is a medical student and knows nothing about management and marketing. Although there are good products, the sales volume has been poor and the market is difficult to open. In the course of business, I met Zhang, then the marketing manager of a famous cosmetics company in Beijing. Boss Wang thinks that Zhang is more professional in marketing and intends to invite Zhang to join his company. After the boss Wang agreed to his salary request, Zhang agreed to join.

In April, 2003, Zhang relied on his many years' promotion experience in the cosmetics market to persuade Boss Wang to register a foreign cosmetics brand through an overseas registration agency and set up XXX Cosmetics Co., Ltd. In order to give full play to Zhang's intelligence, Boss Wang appointed Zhang as the general manager of the new company, who was fully responsible for the operation of the whole company from the aspects of procurement, production, technology research and development, human resources and marketing, and only controlled the finance in his own hands.

Zhang lived up to his expectations. In the first three months, he worked hard all night, leading the company's marketing staff from product selling points to conceptual packaging and corresponding promotion programs and promotional materials. Boss Wang was very satisfied, and specially sent a Honda Accord to Zhang for use, and generously subsidized 70,000 yuan for Zhang's brother to do business. On holidays, Zhang's parents were invited to travel to Xinjiang and spent a lot of money on eating, drinking and having fun. After the market began to operate, considering the company's rapid response, he simply handed over the finance to Zhang.

Zhang is also very grateful to Mr. Wang for his esteem and trust, so he made full use of his accumulated experience in the cosmetics industry for many years and his sensitivity to the market, designed a set of relatively perfect integrated promotion plan, dealer policy and sales management policy, and then introduced the newly recruited sales staff to the market after simple training.

Zhang knows that although he has packaged the concept of an old French brand, it is still a strange brand for dealers and consumers, especially in the highly competitive cosmetics market. If he wants to enter the market as soon as possible, he must give the dealer enough profit space and make use of the dealer's network resources to quickly tear a hole in the market. So they specially designed a so-called cutting-edge product, which gave dealers a high profit margin, but the profit was zero or even negative, and then launched a knife back product with relatively high profit for the company and dealers. However, due to the lag of the follow-up support system, the limitation of the personal quality of sales staff and the lack of dealer management, dealers are only willing to push the knife back products, and as a result, they have been operating for one year. Although five or six million products were sold sporadically in the national market, the company was at a loss.

At the same time, because Zhang only had the ability of a marketing manager at that time, he seriously lacked systematic management skills, especially marketing management skills, and the company's internal management was extensive and random. For example, salary, bonus and sales commission are completely determined according to personal preferences and the relationship between employees and him. The reimbursement of travel expenses of sales staff is to approve or over-report according to who is pleasing to the eye, and not to approve if it is not pleasing to the eye, resulting in a fragmented sales team of only 20 people, helping each other to form factions and divide people's hearts. The staff turnover rate once reached more than 50%.

On the issue of customer management, Zhang even pursued a black-box operation mode. When many customers want to talk to company leaders about product quality, changeable sales policies and imperfect after-sales service, Zhang claims that he is a French brand and his boss is not in China. Not everyone can meet the boss, and he usually can't meet the customers himself. The customer directly traced back to the company, and the customer service department only handled it hastily, which led to the dealers' unwillingness to cooperate again and their withdrawal from the dealer team and market.

At this time, Boss Wang did not keep effective communication with Zhang, and lacked process monitoring of Zhang's specific operation. When employees complained to him about the poor management of the company, the new company, which was established less than a year ago, was in danger of bankruptcy, and the 5 million funds invested by the boss Wang with hope also fell through. He had to hire a consulting company to intervene, carry out comprehensive rectification, resolutely dismiss Zhang and admit his decision-making mistakes.

Failure cause analysis:

We don't think there is anything wrong with boss Wang's original intention, and Zhang himself has not made too many mistakes. There are three main reasons for this ending:

1. The boss Wang misplaced Zhang's position, put a person with only marketing ability in the position of general manager of the company, and put too much responsibility on Zhang's shoulder, which led to Zhang's helplessness and management loopholes.

2. There is a serious lack of necessary communication between Boss Wang and Zhang. They haven't contacted each other for months. Zhang did not submit any plans, nor did he summarize his work, which led to his deviation all the way and failed to be corrected in time.

3. Zhang does not have the basic qualities of a professional manager in a strict sense, and lacks personality charm, especially the leadership ability of team management: the salesperson has a good relationship with him and his income is naturally high; Those honest salespeople, no matter how good the market is, can't get the return they deserve. Such a team can win the battle!

The boss only trusts the old minister and suspects outsiders, and several cooperations have become a flash in the pan.

The owner of a roasted seeds and nuts enterprise in Anhui is a dealer. A few years ago, with his sensitivity to the market and the help of five sales tigers, he founded a well-known snack food brand with annual sales exceeding 400 million yuan, which has a certain position in the industry. With the rapid growth of enterprises, the internal management of the company is becoming increasingly chaotic, and the boss values experienced entrepreneurs, so the five generals are assigned to different management positions. However, these veterans are proud of themselves and occupy the management positions of the company, but they are not enterprising, which makes it difficult for competent grassroots cadres to be reused by the company. Sales staff and employees are very negative and depressed, and market sales are also greatly affected. Product sales have stagnated, and even experienced a serious decline in some areas.

In order to change the company's predicament and make the enterprise develop healthily, the boss introduced five professional managers from the second half of 2003 to June 5438+00, hoping to change the company's predicament in marketing management and brand operation with the intervention of experts. These five professional managers include senior marketing management talents from Coca-Cola and Taiwan Province Uni-President Food, as well as sales experts who are very famous in the domestic sales field and senior marketing managers of other famous fast-moving consumer goods enterprises, although these marketing managers come from different brands.

Failure cause analysis:

The author contacted three professional managers, and one of them vowed that the boss of this food enterprise was a stupid pig. He said that the boss spent a lot of money to hire a professional manager, but when carrying out some reforms, especially when it comes to the vital interests of the elders, the boss only trusted the opinions of the elders around him and was skeptical about some new measures and reform plans of the new manager, and the new manager finally had to leave with a sigh.

Another professional manager who was a sales trainer learned the lessons of his predecessor's failure. He introduced a series of marketing management measures in a down-to-earth and step-by-step manner, trying not to offend his elders. At the same time, he used his advantages in sales and training to train the company for a period of time, from concept to actual combat, busy for more than three months. It should be said that all employees in the company felt his energy and the changes and obvious progress brought about by his arrival.

He worked for four months, and everyone was exhausted, but the boss was not satisfied, because the market sales volume was still declining, his brand had not been planned yet, and employees still hated the elders sitting on fishing boats. Therefore, although he is famous in the field of sales, and when the new official took office, he also issued a similar rhetoric at the staff meeting, but the final outcome is still only one: go!

A marketing elite who once served as the manager of a regional branch of the company and made extraordinary achievements in the area under his jurisdiction was squeezed out by the bosses and transferred to an idle post at the headquarters. Frustrated marketers say that the boss is hopeless. His success depends on his soldiers, but his failure will also be due to the existence of these soldiers. ...

Six principles of correctly introducing and applying professional managers

If private enterprises want to break through the bottleneck of management, it is the general trend to introduce high-quality professional managers. Although the comprehensive quality of domestic professional managers needs to be improved and the environment of professional managers needs to be further standardized, the bottlenecks and many management and market problems encountered by private enterprises in actual operation can no longer be solved by the boss's personal successful experience. Through the introduction of familiar friends, the poaching of similar companies or the intermediary of headhunting companies, it has become several major means for private enterprise owners to seek professional managers. But what should we do? ;