Regional managers are the grassroots managers in the marketing team. They are managers who are managed, and they are also the managers and executors closest to the frontline marketing, without being detached from actual work. As the backbone of the market, regional managers have leaders above, salespeople below, and numerous distributors around them. It is not easy to avoid being eliminated by the company and the market and to win in the workplace competition.
Ten Rules for Eliminating the Weak for Regional Managers
1. Regional managers who always say "there's no way" are easily eliminated.
When a product is priced high and doesn't sell, or when monthly promotions are weak and distributors don't stock up, regional managers might say "there's no way." When "we've done everything we can, but sales still aren't rising," or when new market development is blocked or new product launches fail, regional managers might say "there's no way"...
But in the process of regional market operations, most specific solutions need to be proposed by regional managers based on company resources and market conditions. Therefore, if a regional manager always says "there's no way" when facing market problems, he will soon be eliminated.
2. Regional managers who can't say "follow me" are easily eliminated.
During the revolutionary war period, Red Army leaders always charged on the front lines, often shouting, "Comrades, follow me!" In contrast, the small-minded leaders of the Kuomintang often hypocritically or threateningly yelled, "Brothers, go for me!"
Similar phenomena occur in regional market work: excellent regional managers work alongside salespeople on the front line, conducting research, distribution, display, and terminal promotions, setting an example. But some regional managers are "riding in cars, looking through glass, lying in hotels, enjoying saunas, drinking in bars, singing with hostesses, and patting sales reps on the shoulder as they leave, saying 'Brothers, work hard!'"
The difference in combat effectiveness between the Red Army and the Kuomintang army largely lies in whether company-level cadres can say "follow me." A regional manager who only wants to direct others, or cannot get down to the front line to guide others, and eventually doesn't do it himself, can't do it, or does it poorly, is destined to be eliminated by the company.
3. Regional managers who don't "follow the Party" are easily eliminated.
Rather than saying a regional manager is a regional manager, it's better to say he is the most important and core executor on the front line. What does a regional manager need to execute?
A regional manager must effectively execute and implement the company's overall goals in the region, refine and quantify them, effectively execute monthly work plans and progress, and execute the company's work processes and management systems. To achieve effective execution, one must unswervingly "follow the Party."
The "Party" represents the overall thinking and requirements. Deviating from the Party's leadership leads in the opposite direction. A regional manager who doesn't "follow the Party" cannot win the trust of superiors and the company, and thus cannot keep up with the company's development needs, leading to elimination.
4. Regional managers who can't be "buddies" (with distributors) are easily eliminated.
The company's functions of developing and managing distributors are often concentrated at the regional manager level. This determines that regional managers must manage their distributor teams well, making distributors recognize and obey their management, not just being "buddies" at the dinner table, but making distributors feel from the bottom of their hearts that they are like brothers. A regional manager who cannot gain recognition from the distributor team will not be allowed by the company to replace all distributors; the company will likely make him "step down."
5. Regional managers who always "reject others" are easily eliminated.
People who "reject others" are self-centered. On one hand, they forcibly drive away people they "dislike" within their jurisdiction; on the other hand, they sneer at and mock those outside their jurisdiction who hold different views, and they don't cooperate or support them in work.
Regional managers who always reject others are busy "forming cliques" rather than understanding "unity." Without "unity" and "inclusiveness," a regional manager cannot build an excellent regional team or create a good external environment. In the end, they achieve nothing and cause trouble everywhere, so the company has to get rid of them.
6. Regional managers who blame "the moon" are easily eliminated.
There is a riddle: "The sun gave birth to a little star," and the answer is a song title: "It's All the Moon's Fault."
Regional managers are often promoted to this level after several years of business experience. Since they have "seen more pigs and eaten more pork," when superiors ask questions, they can often unconsciously find an answer like "It's all the moon's fault." For example: the product doesn't sell well because our brand isn't as well-known as competitors, the price is higher than a certain brand, or promotions aren't as strong as a certain brand.
Regional managers often make such mistakes unconsciously, and when these unconscious conclusions are repeatedly reinforced in their minds, their work gradually becomes negative and full of complaints.
7. Regional managers who constantly "annoy" their superiors are easily eliminated.
No one likes troublesome or annoying things. A regional manager who constantly brings trouble to superiors will inevitably fail to win their favor. These annoyances are usually not major issues. For example, the superior notifies you to arrive at a certain place at a certain time, but you are 15 minutes late, or you can't find the exact location after several phone calls. Such small things make the superior "annoyed," leading them to think you lack time awareness, are not responsive, and don't respect superiors. Details determine success or failure. When this "annoyance" escalates into resentment, it's time for you to leave.
8. Regional managers who engage in "marketing corruption" are easily eliminated.
Since regional managers bear most of the distributor management functions and have corresponding authority, this provides opportunities for marketing corruption. For distributors, besides making profits through market operations, many like to exploit loopholes to earn abnormal profits from manufacturers, which provides "demand matching" for regional managers to engage in marketing corruption. Therefore, marketing corruption is most common at the regional manager level, most hidden, and most harmful to the company. Thus, when companies discover regional managers engaged in marketing corruption, they will not be lenient.
9. Regional managers who leak "state secrets" are easily eliminated.
At the regional manager level, they can already access many company secrets, which can be directly traded for "secret money" in the industry. Different companies in the same industry can easily obtain each other's sales data, product prices, sales policies, and other information, with a large amount of information leaking from the regional manager level.
Some regional managers, for personal development, engage in "secret transactions," exchanging information with regional managers from other companies. Although this exchange doesn't involve money, the consequences are the same as "secret money transactions." Once discovered, such regional managers will be quickly cut off.
10. Regional managers who don't "improve year by year" are easily eliminated.
Regional managers who cannot keep up with regional development needs will inevitably fail to keep up with the company's development needs. Regional managers should not only focus on whether their sales targets are met, but also reflect on what improvements they have made compared to the past, the magnitude of improvement, and what new goals to challenge in the new year. Because when a new sales year arrives, the company has new development goals, new marketing strategies, and a new management team. When the new management team assesses that a regional manager won't make significant progress, they would rather give the opportunity to a new regional manager, or even promote one of his subordinates to take over his position.
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