---
title: "Dealer Management Has Its Own Tricks: Have You Tried This Method?"
description: "The article emphasizes the importance of empowering frontline employees in service transformation, using the example of a five-star hotel where staff can mobilize resources to solve customer problems. It also discusses the need for organizational capabilities, manager proximity to the market, and specialized collaboration in marketing teams."
author: "陈春花"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2017-03-11"
language: "en"
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# Dealer Management Has Its Own Tricks: Have You Tried This Method?

> The article emphasizes the importance of empowering frontline employees in service transformation, using the example of a five-star hotel where staff can mobilize resources to solve customer problems. It also discusses the need for organizational capabilities, manager proximity to the market, and specialized collaboration in marketing teams.

**Click the image for details**
**Introduction:**
"The longest toe feels the pain first." Frontline employees, being in direct contact with customers, know best what customers think and need. If we can give frontline employees the right to use resources, they will solve customer problems immediately, which is the basic requirement of service marketing.
In response to various misunderstandings in the service transformation of Chinese enterprises, we need to strengthen the understanding of action rather than the understanding of concepts, and the most direct manifestation of action is the construction of the frontline team.
1. Let frontline employees mobilize resources
I have told a case on many occasions: there is a five-star hotel in Qingdao called Seaview Garden Hotel. I like it because its service is first-class, and every guest, like me, feels the hotel's meticulous care and attention. I once wanted to know how the hotel did it, and I understood through an incident I experienced later.
One winter morning, my car wouldn't start. The hotel doorman came over and asked if I needed help. I asked him how he could help, and he said he could call someone from the fleet to help. I said, "It's so early and cold, can you get them to come?" His answer was very interesting: "As long as it's a guest's problem, I can even call the general manager." I think this is the reason why Seaview Garden Hotel's service is first-class. It can solve problems for customers because its frontline employees have the right to mobilize hotel resources.
As the saying goes: "The longest toe feels the pain first." Frontline employees, being in direct contact with customers, know best what customers think and need. If we can give frontline employees the right to use resources, they will solve customer problems immediately, which is the basic requirement of service marketing.
2. Graft organizational capabilities onto frontline employees
Sam Walton once said: "Share everything you know with your employees; the more they know, the more they will care; once they care, nothing can stop them." Making the organization's professional operational advantages the competitiveness of frontline employees is a very critical capability for a company. Many companies value capable people and super marketers—this was a good method in early marketing, but in today's fierce competition, there are no specific super marketers, and we cannot overly rely on the salesperson's own abilities. We must transfer organizational capabilities to help frontline employees.
3. Managers should be close to the market
I have personally experienced this. Once, I did market research with a regional general manager of a company. When we arrived locally, the branch manager and salesperson hoped we could take time to meet with a major client. Because they were trying to cooperate with this major client, but after more than 8 months of negotiations, they still hadn't impressed the other party, so the branch manager hoped the regional general manager could help. So we went together to meet this major client. Dramatically, when the regional general manager understood the client's needs, he agreed on the spot and signed the contract within 20 minutes.
Everyone cheered, but I was very sad. I thought, if the regional general manager had been close to the grassroots and the market earlier, they wouldn't have wasted the client's and their own 8 precious months. Many company managers often stay at the financial leadership level, constantly analyzing financial statements and data, but have no real feel for the market; and our marketing personnel only stay at the commission management level, caring only about sales revenue and sales policies, only about commission management, not customer needs. This is very dangerous for the long-term survival and development of the company. The responsibility of managers should be to solve customer needs and solve frontline problems.
4. Strengthen specialized collaboration in the marketing team
We have always emphasized that marketing needs specialization, and marketing needs to transform from the era of salespeople to the era of team marketing. But even today, we still haven't truly understood the professional construction of the marketing team, nor have we found the method for professional construction of the marketing team. Here, I would like to briefly offer some suggestions.
First, the key to centralized work of marketing personnel is to solve the problem of specialized collaboration and improve the capability of the marketing team. Most companies manage their marketing teams loosely, but I suggest they should be tightly managed, working together and sharing together. If marketing personnel can gather in the market every day and share the day's market information and changes, customer changes and problems, and good practices and lessons, then the team will have the opportunity and conditions for professional sharing. A loosely managed sales team cannot achieve professional training.
Second, encourage employees with business expertise to play a greater role in the marketing team like service experts. Marketing personnel being able to serve customers with their expertise is the fundamental of professional growth. How to leverage the abilities of marketing personnel with expertise to serve the entire marketing team is the key to improving the professional capability of the marketing team.
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