That title would be more proper to a military manual that not a manual of management. I say this because for a fact his military service in communication is to familiarize yourself with all the acronyms that identify the different commandments.
What I want mean, I mean the trend, rather, the integration more important that there should be between the different directions that generate business or affect the business. The three coals are generating business marketing more m or less in its expanded powers that be, but that defines the product, pricing, communication and sometimes even the commercial operations, the business operates or commercial called these actions, which implements , Who leads the distribution network, which he calls; il'after sales, half sister of the two front, which generates the after-sales business is through the sale of spare parts or hours to repair the machines, such as by cost control guarantee.
Call all'after sales stepsister to the role completely secondary that had until now, little of which took care and the lack of trained managers for top-level manage that. But they will talk later, after he had addressed the need for integration of Marketing and Sales.
In all the companies in which I have worked I have always found this great conflict between Marketing and Sales, which was stronger as the results were worse. A conflict between Managers, but also cultural, because the same middle management. Not a conflict for ambitions, but its roots in both functions. In theory, one that defines and one acting, good for giving you the results are not good oe fault of Marketing, which has not clearly defined the actions of Commercial oe fault that has not been able to deploy and vice versa depending on who defends an option or the other. It seems so rooted that it is in our DNA to develop when an after entering a function or the other. This increases since there is a strong intersection in the working life of a function and another, when a start in Marketing will remain, and the same with the Commercial.
This is already one of the first to send Finally whores to a company, keep a strong tired of functions, not the managers developed cutting is the only thing you get is yes manager of specialists, but by working if not common goals. U no say that at certain levels this does not happen, that top-level Managers are well trained to ensure that the corporate interest and work in teams. Cazzatte! Nell'ADN And unfortunately, and so sendo erradicarlo and very difficult if one has not experienced both situations, then you can realize the work that has choked only by the Marketing or Business.
Example of this was one of my first job interviews with a top-level Commercial, I told them that given the situation of the company that lost volume, that the picture was less each time, that the quality was not the level, that communication was confused, that the products were strange, they said lacked the marketing in that company. He, offended, told me that the only missing were good with the ciglioni, that companies are made of commercial selling and the rest sleep Fuck! I told them that at that time the proposal to place a trade I am not interested, that I believed that in order to grow the company lacked the marketing. After I returned from a Marketing company, unfortunately, the results were worse in the meantime. Deteriorated again, already missing two things: a bon bon Marketing and Sales.
We want to work together, but what good marketing and good commercial. It means first of all to work together. Better if we have trained managers in both disciplines, but it is mainly talk. Speaking a word so simple and so difficult to apply in the top levels. We were an equal footing, in a corridor and we can not talk! And not because we wanted to, if not because there are forces that are pushing for not doing so. Set of meetings, but there was always something that prevented us from doing so. Only in the meeting of Directors fail to establish a dialogue, but also their part. At this point, say maybe that was me or had them, but at that stage I met with two commercial directors, one other another and the same difficulties. Maybe I was. But I never closed the door or the information or confrontation, and instead it was not possible dialogue. In order to palliata this decissemo to duplicate positions in each structure, so every product or brand was a man who depended Marketing Director of Marketing and at the same time a man under the Commercial director, so to be able to experiment that if the two directors could not see because of work and agenda, there was a steady flow between them. Miet, not to say Niet. There was not enough communication. Second step, we put them all in the same office, cabbage! You and a front or next to you talk. Better, but Miet. Finally, we nell'ADN, and it amplifies along the chain if it is training hard in a single operation. However, these changes could partially because the results were better than the past and better than in other countries where it maintained rigid structures.
So the second conclusion is that you must force the interrrelazioni, which is not sufficiently defined, we need to make that happen. That was a good experience, that if not managed that two directors talk more, is that at least the proposals that came to both men were seen by both employees.
I began perhaps the ceiling for giving assumption that we need interrelationship, which is better interrelazionarsi not work for every one his way. It seems to me absolutely obvious, but I would still rather develop it '.
The two functions should be obliged to work together, if not the engine fails, if the teeth of greenhouse Gear not match, and impossible to rotation and movement. Marketing must create, needs, but should not do so only through the analysis of research or testing clinic closed all its information, you should take cue of what they transmit the commercial direction that he turn must be open to receive network distribution or its competitors. Only with your ears open and transferring and comparing the different signals can be applied as a strategy-off possible, at least in intention, shared by all and so more easily transmissible to the distribution network and more easily spingibile troops from across the business.
Once over this obstacle of cooperation between Sales and Marketing, remains one of the most productive by integrating the company, after the sales.
In this case it is not DNA of Managers, but most of the DNA companies. Companies are geared to sell a product and do everything possible to sell more doing work at most directions Marketing and Sales. Whereas the more one sells more profit and you must do the rest, in this case after the sales, it benefits from this job because you sell spare parts, hours of work ... In it is true and that is how it has always worked in company. This meant that the directions After Sales have always been run by engineers with a vision of secondary technical and business. Sendo and technical secondary with salaries far below the other two areas did they also create an interest in management to access these positions, remaining a part of this decision, strategies, from the heart of the company. Without interest for these middle management positions to enlarge the knowledge in the company has done is that the quality management of these are very specific on technical and completely poor in management and corporate strategy, being with mediocre Managers and operators of a situation created, working on the wheel of the other two areas.
Completely wrong, when the competition is tough is the situation of markets it is not rosy effort is needed across the company to create profit that serves to invest in areas most subject to competition. The after sales is one of the areas that already is more profitable for an effect on sales of spare parts, already has a cost control guarantee. In large companies have hundreds of millions who today are only managed. I say managed because the actions you are intarprendono techniques, aimed at consolidating what you have, but are not geared to grow by innovating. In addition it is easy to innovate in an area that does the same things I always did. This mainly for two reasons: a management without technical knowledge of company management, not driven to innovate in its profile and used to follow closely the rest of the holding, companies that do not harm the strategic importance and space to this area and have not commercial or tried profiles did not follow a policy of professional growth of its managers traverse all areas of the company. However, even in these cases to cross, the Managers are much stronger with a much broader vision of business and therefore more chance of success, but for which the shift in sales after it was only a bridge to be able to reach positions the most important, so in his step nell'after sales at the end you are involved as technical. So we had a bon Manager tier format to 360 degrees but that is not expressed at most in his step.
In times of declining sales from the position that the business can lose money, and rather than make a sales dell'after palate. It is not a contradiction, it can happen and is happening. Now there are two forms of action: first, the traditional management which to consider what comes dell'after sales as a down payment at the end of the budget, which comes this way, is fine because it helps to balance the budget, and the , Which does not exist, is to make sure that what reaches the maximum possible, to help it grow and regard it as a source of resources to be able to reinvest to attack the market. A passive, another active. It is clear that such a transformation is not enough to say stop. We want the company considers the after sales in all its actions and implementation, we want to create a team of skilled managers with a profile commercial and is so demanding as in other areas. Managers do not improvise, but you can build with time promoting the cross-passage between functions.
Today we need a further step to the traditional Marketing & Sales or called by MKTCOM, we need the effective integration dell'after sales to define the MKTCOM & AS.
I experienced first hand the beginning of this experience for aborted after a change in top management. This experience would make all'after sales of knowledge of Marketing and Sales experience came from its products. Ben stimulated by the Top Management has had to suffer the reluctance of the other two areas, especially Marketing. The statement was more closed than to say: "but where we saw a Marketing nell'after sales." That was the great innovation, create the strategy nell'after sales to grow this business, integrating it with other directions of marketing and communications. To yield a sleepy business from the business. But if this statement was the most managerial areas, the guards were also by technicians after sales of its own: "but what is this marketing, here are selling spare parts and repair machinery." If more was beginning to work with agencies and the beautiful girls arrived, as we all know come from agencies, this time in spring is the dress white shirts, I leave you to imagine the emotion between the technicians so far only worked with mechanics !, Well, the same effect as a Pirelli calendar in Office!
There are experiences, but all focus on themselves, the novelty of this experience was to work together with other areas to create synergies to develop the business dell'after sales, but also making this one of the product through new customer fiddelizzazione or offering new services that differentiate a product than its competitors, at the end add value to a product.
Like all innovative experience ended with the disappearance of those who introduce organization. And this is the way to work all the areas that create value and create more often if 2 2 can make 3 2 2 2 should be able to give 10.
The top management often lends little attention to those areas of business success or consolidated from time to concentrate on those who suffer most during that are more visible: the product, sales, communication ... A big mistake, just all analysis areas and expressing the maximum you can get value for the shareholder. Integration rather than disintegration, to work together, locate the Manager with experience in multidisciplinary all areas of a company only so ottenette companies efficiently.
