Introduction

2016 has seen three quarters pass, and many companies are now conducting preliminary annual summaries. Due to the domestic economic environment and the impact of mobile internet on enterprises, it is evident that many companies and employees have not met their performance targets.

Not only in these eleven months, but also from various current conditions, it is difficult to see signs of recovery or breakthrough in the final quarter. Everyone is busy with transformation, upgrading, and breakthroughs, but they are essentially like blind men feeling an elephant, struggling to find and explore their own correct development path.

Examples:

A regional up-and-coming FMCG company set an annual target of 600 million, and developed several new products, believing that incremental sales from new products would help achieve the target. However, not only did they fail to meet the 600 million target, but they also saw a 4% decline compared to the same period last year!

A leading domestic building materials company, whose president is a postdoctoral fellow, once set a target of 700 million. To achieve this, the postdoc hired a new vice president of marketing and also believed that corporate governance structure was crucial, so they restructured the company...

An established FMCG company, despite the entire industry experiencing negative growth for two years, still set an annual target of 5% growth over the previous year. Obviously, actual performance declined...

...

Various companies set targets at the beginning of the year and rolling targets monthly. In years with a good economic environment and strong consumer spending, they could barely meet their targets. However, in the current economic downturn, they simply cannot achieve them. This was very evident in the first eleven months of 2016!

What to do?! Under the traditional economy, the five major problems for failing to meet performance targets Based on the operations and management of various local enterprises, the main problems for failing to meet performance plans are as follows:

  1. The plan is just numbers. These numbers are imposed or not the result of analysis.
  2. The plan is just a slogan. The corporate strategy is made up on the spot or nonexistent, so the strategic goals are slogans formed after a snap decision, without real operational significance. Or it is a hollow number shouted for an empty strategy.
  3. The plan is unrelated to the specific execution work of employees. That is, the plan is one thing, execution is another, and the plan has not been effectively broken down into specific execution work behaviors.
  4. It is a plan without tracking. Many bosses and leaders only want the performance results, not the process. But without process execution, how can there be good results? If the process is done well, the results will be good!
  5. The plan is just a leadership requirement, and the company has not matched resources and capabilities. Even if employees want to work hard, without direction, methods, tools, resources, and cooperation, how can they complete it?! Of course, there may be various resource and capability mismatches, but which enterprise has perfectly matched resources and capabilities? Data shows that the recently sold Evergrande Mineral Water Group had revenues of 34.8022 million yuan, 968 million yuan, and 284 million yuan for 2013, 2014, and the first five months of 2015, respectively, with net losses of 552 million yuan, 2.839 billion yuan, and 555 million yuan, totaling cumulative losses of up to 4 billion yuan. Even with such financial resources to invest in the market, they still faced the tragic situation of never meeting performance targets! It can be said that Evergrande Spring Water's persistent failure to meet targets may be due to several of the above problems! Can the mobile internet era change this?! Management is communication. In the traditional economy era, communication, which is also management, was one-way, closed, top-down, asymmetric, non-real-time, and even non-truthful! In this case, performance execution management was lagging management. Therefore, failing to meet performance targets did indeed have certain management difficulties in the traditional era. In the mobile internet era, these problems can be improved! Because the methods, tools, and ways of communication have changed, many methods and tools for achieving performance have been upgraded! First, since everyone has a mobile phone in the mobile internet era, if we first break down the entire company's performance targets on mobile phones (i.e., the enterprise has a set of basic mobile operation management tools or systems), then some basic issues of whether performance is achieved can be more easily presented:
  6. If the performance targets set by the enterprise are blind and unreasonable, they cannot be broken down to each individual, and the problem of not being able to promote execution will quickly surface; similarly, targets made on the spur of the moment are the same.
  7. During the execution of employee performance, problems will arise. If supervisors and leaders cannot provide timely guidance, support, and collaborative solutions, achieving performance will be difficult.
  8. If the process work of sales staff, promoters, market personnel, and other performance-related personnel is not in place, the real information will be fully exposed.
  9. If the process work of distributors, dealers, terminals, and other performance-related people, finances, and materials is not in place, the real situation will be fully exposed.
  10. If the support, communication, collaboration, policies, and cooperation needed by each employee in achieving performance are not in place, the real situation will be fully exposed.
  11. The impact of consumers on performance and the situation of competitors can be reflected in a timely manner. ... Therefore, performance analysis and problem tracking that originally took a month or even three months can now be done instantly with information, and mobile internet tools can be used to solve them! Gradually solve performance problems through mobile internet! When Wanglaoji and JDB were still one company and had already achieved 12 billion in performance, they had a plan to achieve a performance breakthrough through hard work or a disruptive model. This was seven or eight years ago. Even with plans and solutions at that time, due to the characteristics of the consumer goods industry, it was difficult for national and regional branches and offices to fully implement headquarters' intentions. In the mobile internet era, as long as goals, execution, strategies, personnel, and capabilities are in a mobile internet system, many previous impossibilities will become possible.
  12. On the mobile internet system, establish performance targets and break them down based on the overall goals.
  13. Automatically track the process and results of employees' execution according to their goals.
  14. Self-calculate the achievement of employee performance processes, or form amoeba management, naturally creating internal drive.
  15. Arrange, coach, and supervise employee performance processes, and provide various help and support during the process.
  16. Assist employees in managing customers, and let customers self-manage, thereby improving performance. ... Therefore, problems affecting performance can be solved in the process through mobile internet. In this way, your performance can definitely be achieved! Recently, it has been heard that many giants in the consumer goods industry, such as Coca-Cola and China Resources Snow Breweries, have begun to research and explore operations under the mobile internet. This is a very encouraging sign. It is often said that FMCG seems to have a gap with the mobile internet, and many FMCG companies feel indifferent to it. Perhaps in the near future, we will see the consumer goods industry achieve industry-wide upgrading and transformation under the mobile internet wave? Introduction: Tan Changchun, committed to selling any product as a fast-selling consumer product. General Manager of Huaxia Base Marketing Consulting Company, Chief Consultant of the Group, Special Expert Consultant of Kotler Consulting Group, Project Director of TNS Market Research Consulting Company. Founder of the integrated marketing system. Well-known marketing expert and trainer; invited lecturer for the China Marketing Director Qualification Certification Exam, special lecturer for "Frontier Lectures," gold medal lecturer of the training expert group of "Sales and Market," and invited lecturer for marketing director classes at several top domestic universities. WeChat public account: chnstone1 Consulting and planning cooperation: http://t.cn/Rf2awZ3 -END- The best learning platform for FMCG distributors in China Focused on providing professional, practical, and applicable tutorials for enterprises and distributors Committed to helping Chinese FMCG distributors grow rapidly The most professional and practical knowledge base in the FMCG industry Reply with the red number below to get corresponding content Reply with number 1 to view the complete knowledge base | 001 Excellent article selection | 002 Distributor market operations | 003 Terminal visit management | 004 Sales supervisor skills | 005 Sales improvement techniques | 006 Channel expansion | 007 Managing distributors | 008 Distributor development | 009 Distributor internal operations management | 010 Team management | 011 Efficient distribution techniques | 012 Sales manager's eighteen skills | 013 KA operation methods and strategies | 014 First lesson for new salespeople | 015 Internet, brand | 016 Distributor B2B transformation | [Long press QR code to follow]