How to do a good job in middle management-strive for resources in the development period

Last time, I talked about how to turn the strategy into a concrete action plan. But "the soldiers and horses have not moved, and the food and grass go first." Before the war, you have to fight for food and grass.

As a middle manager, you can't expect the boss to divide the resources and give them to you. You must actively guide the allocation of resources in order to lay a good foundation for your performance.

Therefore, it is your compulsory course to learn to ask the company for resources scientifically.

1. How to ask the company for resources scientifically?

What is unscientific resource demand? Let me give you an example. Feel it.

Mavericks is the head of the investment team of a company's major customers. A week after the annual target meeting of the marketing department, he suddenly asked the vice president of the marketing department for resources.

"Boss, I can't reach the big customer investment target mentioned at last week's meeting. We have dozens of people now, and we will recruit 1000 customers this year, which is simply too busy. Can the company reduce the target to 600? Or simply take out 5 million to promote products? It is too expensive to sell now, and customers are not willing to talk to us. "

You see, in this passage, the calf stepped on at least five minefields.

First, the timing of asking for resources is wrong.

We say the timing of requesting resources is very important. Why didn't the meeting mention that the goal was too high and the resources were not enough? A week after the meeting, I suddenly said. The boss will think that Mavericks are making excuses and don't want to work.

Second, we need the wrong resources.

Mavericks bargain on the target, 1000 companies can't recruit people, so can you talk to the boss about 600 companies?

Finally, maybe the boss gave in: "Let's compromise, 800." You see, I'm relieved that I didn't do anything.

In fact, in the workplace, it is very unprofessional to bargain with your superiors about your goals, which will leave a negative impression on management that you are incompetent and unwilling to take responsibility.

The real master is to attract the company's attention to resources. What support does Mavericks need from the company to help him achieve the goal of 1000?

For example, there is not enough manpower. Can we consider increasing the establishment? Or use customer management software to solve this problem.

Third, I didn't find the right person.

The boss of the marketing department is not necessarily the decision-maker of the final budget, and it is meaningless for maverick people to put pressure on the boss.

Instead, we should pull the boss to our side and find the right person or department together.

Fourth, no benefits.

That is, what can you get back for the resources you want?

The calf asked the company for 5 million yuan for promotion. Can this figure help the company achieve its investment promotion goal?

Fifth, I didn't say how to spend it.

The Mavericks want a 5 million promotion. Where is it used specifically? What is the implementation plan?

Put yourself in others' shoes. Who would trust to put money in a department like a black box?

Well, this lecture, along with these five questions, I will talk about how to find the necessary resources of the company scientifically and reasonably.

2. When is the best time to ask for resources?

First of all, when do you want it?

According to my experience, there are three best window opportunities to ask the company for resources: first, when your strategic planning is initially completed, second, when the tasks are arranged on site, and third, when the project is completed in stages.

The first opportunity is when the strategic plan is initially completed, you should take the initiative to seek it from your superiors.

For example, in the last class, you found through quantitative calculation that even if you completed all the performance building blocks, you could not achieve the strategic goals.

At this time, you should take the initiative to look for feedback from your superiors, instead of waiting for half of the implementation. At that time, even if the company wanted to adjust your budget, there was no reserve fund. ?

The second chance is to be on the spot when assigning tasks.

Especially for temporary projects, the boss will usually ask you directly on the spot. What's wrong with the mission?

Asking for resources at this time will not make your superiors think that you are here to bargain. Saying no problem on the spot and saying no afterwards is a taboo in the workplace.

Let's take the calf as an example. For the meeting arranged by the superior, he should tell you the truth first and directly summarize the resources.

If Mavericks were on the scene, it had been judged that the resources were not enough, but his superiors thought that the resources he wanted were unreasonable and there was no room for discussion. So, the calf can say to the boss like this:

"Boss, according to my experience, it is difficult to achieve the goal with the current resources. Since the company has set this general direction, I will implement it first. After two weeks, shall we review the progress? "

You see, on the one hand, this will not make the superior think that you want to shirk responsibility, on the other hand, you can also take the calf to the third time when you need resources, that is, the staged resumption period.

Next, when the project is implemented, you should collect enough data and information to prove to the company that there is a real shortage of manpower.

Remember, requesting resources is not a one-time job. Even if you haven't asked for resources at the beginning of the project, you can continue to ask for resources at the resumption stage.

For example, Mavericks should pay attention to the fact that each investment promoter spends more than three hours filling out the form every day, which seriously affects the time to visit customers.

This is the basis for finding a company to compile or change it into a management system.

3. What resources are needed?

Next, you need to know what resources you want.

In the eyes of many middle-level people, only funds are considered as resources.

For example, the brand focuses on the budget, the sales focus on the promotion fee, and the operation focuses on the paid traffic budget.

But I tell you, the middle level must have the consciousness of resource integration. We can look for resources from four aspects: wealth, material, people and material.

"Finance" refers to the funds directly used for business development.

"Things" include gifts for business development, software to improve work efficiency and so on.

"People" refers to people who can apply to increase the staffing, promote subordinates, and find Daniel to join the team.

"Material" is an important support of the project. For example, ask the management to promote your project platform, and ask the external brain consulting company to do management consulting for your team.

When I was leading the sales team at P&G, a customer in a supermarket asked us to give a high contract rebate, but we could not apply for a fee from the company.

I made a list of resources other than money. I found that supermarkets spend a lot of money on talent training every year, but the effect is not very good.

P&G is famous for cultivating people, which is a resource.

So, I applied to the company for a hidden resource, P&G training system, to help customers train their purchasing management students.

This plan touched the customer at once and helped us win the contract of that year.

4. Who do you want to benefit from?

Next, you need to know who to ask for resources. Come back, what can you bring to the company?

Middle managers want resources, not just decision makers, but resource owners of the whole company.

This is much more complicated than simply persuading the superior. The resource owner of the company is divided into three roles: ACE:

Role a is responsible for approval, that is, the decision maker.

Role c is responsible for consulting and providing advice.

E role is responsible for execution and execution.

Accordingly, the benefits you use to persuade them to give resources are different.

For example, Mavericks is responsible for the sales of key customers, and he intends to ask the company for 6,543,800 yuan to buy a set of customer management software.

Then, the final decision maker A is usually the CEO.

He doesn't care much about the details of how the calf spends the money. What he is most concerned about is how much final profit and sales this 100 can bring to the company.

At this time, the calf is equivalent to an entrepreneur, looking for investors to invest. Then every investment pursues the maximization of benefits. Therefore, when the Mavericks ask him for resources, they must make it clear what resources they can get.

I summarized two sets of algorithms that need resources for you:?

First, increase revenue and reduce expenditure.

This algorithm is suitable for sales, supply chain and other departments with direct economic output. How much money can you make for the company? How much money have you saved? You can figure it out by the amount.

If the figures are not particularly convincing, we can also explain the value of the scheme from the perspective of benefits, such as input-output ratio and per capita output.

For example, how much customer response time can Mavericks shorten when they buy this customer management software? How many orders have you lost? How much profit will it bring to the company? How long will it take to recover the investment? Wait a minute.

Second, benchmarking algorithm.

This algorithm is suitable for the situation that competitors' information is relatively transparent.

Maybe you can't tell clearly how many benefits you can bring, but you can tell clearly what the disadvantages are.

For example, if you increase the promotion fee by 2 million yuan, you may not be sure whether it will bring additional business increase, but the promotion efforts of competitors have reached this level.

If we don't increase investment, we may even lose our existing share.

Remind you: don't give the company a single choice, but choose more. I will do it if you don't give me resources, and I won't do it if you don't give me resources. This is a threat.

The multiple-choice question should be: boss, I have three sets of plans, radical version, normal version and conservative version. Different resources are invested, and the speed of achieving results is also different. Let's choose together.

Discussing the solution with the company in this way will definitely improve the success rate of your resources. ?

Ok, these are two algorithms to ask the CEO for resources.

However, the CEO does not know so many details. So in general, he will consult the chief financial officer and the vice president of sales.

At this time, the chief financial officer and vice president are C roles and opinions.

Their interest is to help the boss check. See how you can prove that you can keep your promise.

Before the Mavericks look for the deciding game, they must first take his plan and convince their opinions.

Finally, there is an e-role, an executive.

Mavericks will come to this set of customer management software, and finally they will cooperate with technical, financial, customer service and other departments to carry out business.

They don't care how much it can help the company. What they care about is that there is not much trouble in doing it.

Therefore, before looking for a decision maker, we should also communicate with the executor about the enforceability of the plan.

I suggest you write down all your interests after talking to them alone. Then pull the superior to your side and improve the plan with you. After all, if he can get more resources, it will be good for him to complete his overall performance.

5. how to spend it?

Finally, before asking for resources, there is one more question you need to understand: how to spend it?

As a middle manager, the more resources you want, the more pressure the company will give you. You should give the company a detailed resource description. Among them, you should answer these three questions well:

First, is the pace of spending resources one-time or in batches?

Second, what monitoring mechanism can be used to ensure that resources will not be wasted? How to prevent corruption and other black-box operations?

Third, in case the input and output are not ideal, how do you stop loss? Is there any adjustment mechanism or alternative? ?

For example, after Mavericks comes to this customer management software, he will set up a project team.

From the first day of the software launch, it is necessary to report the implementation progress to the management every week. What impact will it have on the achievement of the sales target?

Ensure the company's investment and bring returns according to the plan.

Summary of this lecture

Ok, I solved this lecture with you. How do middle managers scientifically ask the company for resources?

You have to grasp "when do you want it?" "What do you want?" "Who do you want?" "Where is the income?" "How to spend it?" These five key issues form a scientific and executable resource use plan, which will lay a good foundation for your performance and actually promote your business.