Click to read the original text for details. For an enterprise, the regional market manager is an important organizational unit in the marketing system. The specific actions of enterprise marketing are basically executed through this link, and it is the basic point for the enterprise marketing system to function. Therefore, enhancing the capabilities of regional market managers is an important part of enterprise marketing. (1) Definition of regional manager: a person who leads troops into battle. "War is a matter of vital importance to the state; it is the ground of death and life, the path of survival and destruction, and must not be neglected." (2) The enterprise is a feudal state. The current market is in the Warring States period of marketing, where melee is the theme and industry concentration is the goal. (3) The goal of war is peace. When industry concentration reaches a certain level, marketing begins to weaken. It is very normal to disarm during peacetime. (4) Viewing marketing from the perspective of war, marketing is a process of attack and defense. (5) Brand is the support of the people. Responsibilities of the Regional Market Manager Think about it: Job standards are important, but what kind of job standards are needed to cultivate a qualified regional manager? Even if such job standards exist, can they cultivate a batch of qualified regional managers? From a theoretical perspective, various versions of regional market manager job responsibilities have long existed, even detailed to specific industries or enterprises. However, when we seriously engage with these managers, we find that only a few can fully recite their responsibilities. Even if they can, we find that the job responsibilities are either incomplete or the standards do not match actual work. Standard Job Responsibilities for Regional Managers: (1) Execute the company's marketing strategy and plan regional market development. (2) Formulate the regional marketing plan and break down sales targets. (3) Provide accurate information on market trends, demand changes, competitors, and customer feedback. (4) Supervise the construction of offices and business development, implement the recovery of regional payments; supervise the implementation of the marketing center's sales policies and the execution of various systems. (5) Control the expenses of the offices under the jurisdiction, and directly participate in and preside over business negotiations and transactions with important customers. (6) Train and guide business personnel, evaluate the work of subordinates, and assist in formulating and implementing performance improvement plans. The problems with the above job standards are: (1) Although they are the enterprise's own job guidance standards, they are not targeted and are almost suitable for all FMCG industries. (2) These job standards cannot fully describe the actual work of regional managers. Most importantly: Job responsibilities only provide "daily work" guidance for regional managers, meaning they can only make them work for the sake of work, not provide help in actual combat, lacking practical operational guidance. The uncertainties in regional managers' actual combat vary with individual personality and market conditions, making it impossible to set standards for each person. So how to solve this problem? Taking the beer industry as a template, we analyze the job responsibilities of regional managers from a practical perspective: (1) Marketing itself is an industry with a very wide coverage, requiring generalists, and the industry changes rapidly. Even if the work of regional managers can be accurately described, it would be very complex, boring, and not easy to remember. Moreover, it must meet the needs of people with various comprehension levels, requiring a very high level of text organization. (2) The biggest drawback of written standards is not whether they can be comprehensively described, but whether they can ensure accurate execution. The large amount of information in marketing work makes standards complex, and complex standards easily lead to "routine coping" in execution, eventually making these so-called standards useless pieces of paper. (3) The purpose of job standards is to guide action, thereby making the enterprise's marketing team consistent in goals and unified in action. (4) Marketing work is carried out in a dynamic, uncertain time and space. Many people in this industry have a feeling of being unconstrained. In actual contact, many marketing executives lament: "These guys are impossible to lead; they are simply a bunch of bandits." The biggest characteristic of bandits is that they do not like too many rules and regulations. So, can enterprises not bypass this link? When we look at the problem from another angle, things become simple. Since the market is a battlefield, the marketing team is an army. Using the military management approach to regulate these "bandits" naturally simplifies things. In the army of the enterprise marketing system, regional market managers are officers at various levels. The duty of "officers" is nothing more than leading troops into battle. The process of battle is the process of attack or defense. In other words: attack—opening up territory; defense—protecting the homeland. So what are the "troops" that regional managers lead? First, the direct troops. Including office (business department) directors, salespeople, promoters (stock clerks), and other "brothers." Second, the mercenaries. Channel members include a batch of distributors, second-batch distributors, and even terminals. They are called mercenaries because these "troops" have no blood relationship with the enterprise. Compared to the former, they have weaker combat effectiveness, loose discipline, and lack the ability to attack cities and seize territory, but they are suitable for logistics and transportation work. How can these "troops" be led well? (1) Three-point agreement, follow up with assessment. Let them (especially the mercenaries) eat, and even when conditions allow, drink from large bowls and eat meat in large pieces, but only on the basis of doing the work well (follow up with assessment). An army that cannot even eat cannot be led, unless the whole world cannot eat. (2) The way to govern the army is to have clear rewards and punishments! Employees do not do what they hope for, but what is assessed. Assessment must be linked to interests. The same applies to mercenaries. When they get "cash," they must understand the origin of the cash, that is, understand that their income is proportional to their efforts. In assessment, focus on long-term "cash" security, so that mercenaries understand: as long as they take the hill, there will be wine, meat, and cash. For this, you must do what you say, not rely on "hype." (3) Strict military discipline, teach first, then kill! After clarifying military discipline, continuously train and inform. For those who knowingly violate the law, kill them to show the whole army. However, military discipline should not be too harsh. Individual small mistakes in skills can be ignored, as long as follow-up training is provided. (4) Appropriate elimination. An iron camp has flowing soldiers. New soldiers have inherent advantages in execution compared to old soldiers. Continuously infuse fresh blood to improve the execution of the entire army! (5) Expansion has a "limit." Enterprise development and management development must be synchronized. If the speed of "expansion" is too fast, it will cause a disconnect in enterprise management or capital.