---
title: "The \"Three Axes\" of Daily Management for Marketing Teams"
description: "There are many methods and tools for managing a marketing team, such as daily management, performance assessment and incentives, communication and interaction, and mindset cultivation. Among these, the author believes that daily management is the cornerstone for the smooth implementation of other management tasks. As the saying goes, 'A tall building rises from the ground.' The more fundamental the daily management, the more it relates to the growth of the entire marketing team. It can be said that a marketing team's learning and exchange, mindset adjustment, information feedback, clarity of priorities, and work deployment are basically accomplished through daily management activities."
author: "徐应云"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2015-04-08"
language: "en"
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# The "Three Axes" of Daily Management for Marketing Teams

> There are many methods and tools for managing a marketing team, such as daily management, performance assessment and incentives, communication and interaction, and mindset cultivation. Among these, the author believes that daily management is the cornerstone for the smooth implementation of other management tasks. As the saying goes, 'A tall building rises from the ground.' The more fundamental the daily management, the more it relates to the growth of the entire marketing team. It can be said that a marketing team's learning and exchange, mindset adjustment, information feedback, clarity of priorities, and work deployment are basically accomplished through daily management activities.

There are many methods and tools for managing a marketing team, such as daily management, performance assessment and incentives, communication and interaction, and mindset cultivation. Among these, the author believes that daily management is the cornerstone for the smooth implementation of other management tasks. As the saying goes, 'A tall building rises from the ground.' The more fundamental the daily management, the more it relates to the growth of the entire marketing team. It can be said that a marketing team's learning and exchange, mindset adjustment, information feedback, clarity of priorities, and work deployment are basically accomplished through daily management activities. Generally, daily management is carried out in the following ways:

1. Meeting Management
Meeting types generally include: daily morning meetings, weekly regular meetings, and monthly summary meetings. Of course, different marketing teams may have different meeting cycles. For example, the marketing team of 'Red Peach K' implemented a meeting management system of 'daily clearing and daily improvement, weekly reports and weekly training, and monthly advancement.'

Meeting content mainly includes: (1) Team members summarize the implementation of work in the previous phase, plan the work objectives and content for the next phase, and raise existing problems; (2) Team leaders make an overall analysis and comments on the previous phase's marketing work and arrange the next phase's marketing work; (3) Announce the performance of team members in the previous phase, reward advanced workers, and propose corrective suggestions to laggards; (4) Conduct marketing special discussions or training to help team members improve skills, adjust mindsets, and boost team morale.

In addition, the following points should be noted in meeting management: (1) Meetings are for raising, analyzing, and solving problems, not for providing opportunities to complain; (2) There should be a clear theme, not rambling; conclusions should be unified, not empty talk; (3) Do not hold meetings with absent members or delayed meetings; strictly enforce meeting discipline.

2. Form Management
Well-designed and properly used marketing forms are not only important tools for team members to manage customers and self-manage, but also important tools for team leaders to conduct daily management. Form management can make work clear and organized, make performance clear at a glance, and allow the team to dynamically monitor customers.

Commonly used marketing management forms include: (1) Work report forms: such as daily work reports, weekly reports, monthly reports, etc. The main content of such forms usually includes the reporter's delivery and payment collection situation, market information feedback, customer and salesperson suggestions, and other summary content; (2) Payment and cashier summary registration forms: These are mainly forms for team members to conduct data statistics on goods delivery and payment collection for a specific period, mainly used for monitoring accounts receivable; (3) Customer profile forms: Team members establish forms by type based on detailed, timely, and truthful investigations of their work targets. The content should include not only the most basic information such as customer name, address, contact person, and phone number, but also deeper factors such as their business characteristics, industry status and influence, distribution capability, financial strength, business reputation, and intention to cooperate with our company.

Points to note in form management: (1) The content filled in the forms must be truthful. This requires team members to go deep into reality in their work; the practice of fabricating data behind closed doors to cope with inspections is the most undesirable. (2) Established forms, especially archive-type forms, should be managed dynamically. Establishing form archives is not a one-time task; if you fill out a form at the beginning of market development and then let it sleep in the file cabinet, such forms are of no help to our marketing work. Team members need to conduct high-frequency visits to promptly learn about changes and fluctuations in customers and the market, update the corresponding form information, and ensure it matches the actual market and customer conditions. (3) Team leaders should personally participate in some spot checks, return visits, and other activities, because if you only 'look at the market through reports, the market is terrible.'

3. Venue Management
The venues mentioned here mainly refer to places where the marketing team gathers for daily office work and short breaks, such as meeting rooms and offices. They are both places for team members to work and learn: after returning from outside, team members can organize business, study in their spare time, and exchange insights here; they are also the harbor for team members' souls: when team members encounter setbacks and difficulties outside, they need guidance from superiors and encouragement from colleagues here; when physically and mentally exhausted, they need to rest briefly here to adjust their mindset and prepare to set off again.

Therefore, venue management must highlight several themes: (1) Quiet: Quiet is the environmental need for work and study; places with too many idle people or too noisy are not suitable; (2) Warmth: The team is a big family. Winning members should be praised, but temporarily failing members need care here; therefore, the venue should give people a feeling of warmth, either physically or spiritually; (3) Relaxed: There is no need to keep team members' nerves tense 24 hours a day; the overall atmosphere of the venue should be bright, gentle, and comfortable; (4) Standardized: Since it is mainly used for office work, office desks and chairs must be neatly arranged, environmental hygiene should be clean, and systems, leaderboards, and slogans should be arranged in a standardized manner.

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