快销品经销商专业咨询管理:kxpjxszyzxgl ------------------------ Currently, the management philosophy that details determine success or failure remains a guideline for most enterprises. Details have also become the basic principle for managers in leading teams and handling daily affairs. In this context, our logical thinking is: details determine success or failure, meaning details are crucial; as long as we do the details well, things will surely succeed. Let's think further: since details determine success or failure, what determines details? We usually refer to details as the process, methods, and attitude in doing specific things, that is, doing things correctly. Can doing specific things correctly ensure success? Things should not be that simple. A few days ago, the boss of an enterprise chatted with me and poured out his inner "bitterness." Because his enterprise had been performing poorly recently, he believed the main reason was that his team was aging, impetuous, and unable to do specific things well, leading to the deteriorating business situation. The boss hoped I could conduct closed-door training for the team and "brainwash" these impetuous guys. According to the boss's requirements, we conducted a special pre-training survey of the enterprise and found that the problem was not the aging team, impetuosity, or inability to do specific things, but rather the boss's inability to "do things correctly," causing the execution team's efforts to be futile or counterproductive, and the team was full of complaints. After further in-depth communication, we found that the boss was a "housekeeper" who managed every detail. Because his main energy was consumed by daily work, he neglected his decision-making responsibilities. He was only focused on pulling the cart without looking up at the road. For example, the execution team believed that the details were already very well done, with production costs controlled to the industry's best level and product quality flawless. But the products could not keep up with market development, and their market adaptability and competitiveness were very poor. This means that no matter how good the details, the execution team's full efforts could not fundamentally solve the problem of product sales. This is not an isolated phenomenon. As consumption shifts from survival-oriented to enjoyment-oriented, enterprises must face a fundamental transformation in their operations. During this period, doing things correctly becomes the enterprise's strategy. Only by doing things correctly can doing things right be effective. Otherwise, enterprises will suffer from internal friction, as the saying goes, "If the cadre doesn't lead, the water buffalo falls into the well" and "If the spearhead is not sharp, the shaft breaks." Details determine success or failure, but direction determines details We often tell managers a management case: if a large truck suddenly has a flat tire, the manager should first find a jack, not brainwash the team to lift the truck and change the tire with all their might. However, managers often mobilize the team to lift the truck and change the tire, and even evaluate employees' work details and attitudes under this decision. In reality, we encounter more situations where the problem is the enterprise's direction, not the execution team's execution ability, nor the issue of doing details well. When the enterprise's decision direction goes wrong, or decisions are ineffective, no matter how hard employees try or how much attention they pay to details, they cannot fundamentally change the root cause of failure. A instant noodle enterprise suffered losses for consecutive years. The decision-maker believed the reason was excessive promotional intensity. Why was promotion too strong? The decision-maker attributed it to the sales team's poor ability, relying on promotions to boost sales. However, our survey found that the enterprise's promotional intensity was far lower than that of other enterprises in the same industry. Later analysis revealed that the root cause was high production costs and low product pricing. According to the analysis, even without any promotions, the enterprise would still lose money because it was already losing money before the products left the warehouse. Think about it: can sales personnel change production cost control? Is pricing a decision for sales personnel? Can our enterprises blame sales personnel's abilities, work attitudes, or even market operation details to solve the problem? The answer is obvious. Since 2012, the development of the baijiu industry has entered a turning point. The essence of this turning point is the shift of mainstream consumer groups: the era of public consumption has ended, and the era of civilian consumption has arrived. Past marketing strategies have become ineffective, and enterprises need to reshape market models and marketing strategies. However, many enterprises have not fundamentally transformed their market operations. They still harbor illusions about the future and cannot step out of the comfort zone of traditional business models. They still try every means to do public relations, build relationships, and even emphasize details, hoping to grasp the last straw. But the results are minimal. Why? Because they are "carving the boat to find the sword" (a metaphor for being inflexible). Times have changed, and the market has undergone fundamental changes. If we cannot change our strategies and direction, and always focus on the inherent understanding of the boat and the sword, the final outcome will either be going south by driving north, or "crying for half a day without knowing who died." Details determine success or failure, but the overall situation determines details In management, there is a famous theory called the "fallacy of composition." This fallacy is most likely to appear in detail management because every detail is done very well, but these well-done details do not serve the overall situation. Individually, each task is correct and impeccable, but these excellent details cannot form a complete whole or lead to a good outcome. We often say that a good marketing system for an enterprise should be a "five-good" system: good positioning, good product, good pricing, good operation, and good service. We often regret that a very good product ultimately fails to achieve good sales performance, and we often marvel at a product with seemingly no selling points that becomes a bestseller in the market. In fact, the deep reason is that the overall situation changes the details. For example, a product with excellent selling points may fail if it lacks a correct pricing strategy. A product with average selling points may achieve remarkable market performance if it has a correct pricing strategy. Many enterprise decision-makers believe that details determine success or failure, and they pay close attention to details, not letting any slip by. This is their thinking pattern. However, most execution teams focus on direction because they are most worried about doing "useless work." This is understandable because they just view problems from different angles. We must understand that focusing on details is meant to encourage employees to work seriously, with the right attitude and passion. But we must also understand that the success of a task or an enterprise certainly cannot be separated from attention to details, but more importantly, it depends on direction and the overall situation. Without correct direction and the overall situation, details are meaningless. Therefore, we have reason to believe: direction and the overall situation are the skin, and details are the hair. If the skin does not exist, what can the hair adhere to? -------------------------------------- Like this article? Feel free to click the top right corner to share it to your Moments; About us: WeChat ID: 快销品经销商专业咨询管理 Account introduction: With 20 years of experience in internal management of FMCG distributors, we specialize in establishing internal databases for distributors, financial sorting, organizational system construction, marketing team training, company management planning, and performance evaluation system setup. Senior marketing teachers help your enterprise develop. 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