The Long­est Toe Learns Pain First最长的脚趾先知疼

Special Focus - - SUCCCESS - 文 |陈春花By Chen Chun­hua

One winter morn­ing, I could not start my car en­gine. The ho­tel guard asked me if I needed any help, and said that he could call the ho­tel fleet for help.

I said,“It’s early and cold. Will they come to help?”

His an­swer was re­ally in­ter­est­ing,“I am au­tho­rized to call the gen­eral man­ager as long as a guest needs help.”

This is the rea­son why this 5-star ho­tel in Qing­dao can be ranked as first class. Most prob­lems guests ex­pe­ri­ence can be well solved here, be­cause the ho­tel has au­tho­rized its front-line staff to uti­lize any re­sources nec­es­sary.

“The long­est toe learns pain first.” The front-line staff know the guests’ needs best be­cause they are in di­rect con­tact with guests.

Be­ing a man­ager, if you can give the front-line staff easy ac­cess to re­sources when com­plaints are re­ceived, they will be able to give timely so­lu­tions.

Hier­ar­chi­cal dif­fer­ences are in­evitable for most com­pa­nies in the process of their devel­op­ment. On one hand, the man­age­ment layer, which is in­sen­si­tive to the guests’ needs con­trols the re­sources and has the au­thor­ity of de­ci­sion-mak­ing. On the other hand, though the ex­ec­u­tive layer knows much bet­ter about guests’ de­mands and de­sires, they have nei­ther ac­cess to re­sources nor the power of de­ci­sion.

One im­por­tant rea­son for the em­ploy­ees’ poor ex­ec­u­tive abil­ity is that they don’t un­der­stand the con­cepts of ad­min­is­tra­tion. The lack of re­sources or au­thor­ity makes them un­able to re­al­ize their own so­lu­tions. They have to spend time com­mu­ni­cat­ing and ne­go­ti­at­ing with su­pe­ri­ors; this not only leads to a worse cus­tomer ex­pe­ri­ence, but also de­creases real achieve­ments and end re­sults.

The gap be­tween re­sources and guests is ex­tremely dan­ger­ous. There­fore, ad­min­is­tra­tors should ei­ther get closer to guests them­selves or de­cen­tral­ize their au­thor­i­ties.

Once I served as a con­sul­tant and













con­ducted some grass roots mar­ket­ing re­search with an area gen­eral man­ager. When the re­search was done, the branch man­ager and the sales­men said that they hoped that the area man­ager could ar­range to meet with a po­ten­tial big cus­tomer. Our lo­cal team couldn’t im­press the cus­tomer and ne­go­ti­a­tions had con­tin­ued for more than eight months. The gen­eral man­ager granted their re­quest and I went along with him.

It was a dra­matic event when the con­tract was signed within twenty min­utes after our area gen­eral man­ager had un­der­stood and sat­is­fied the de­mands of this ma­jor cus­tomer. Ev­ery­body cheered and praised him for his ex­cel­lent abil­ity; how­ever, I felt sad about it.

I was just won­der­ing: if the gen­eral man­ager of this area could have got­ten closer to the guests ear­lier, or if he could have del­e­gated some of his pow­ers to sub­or­di­nates, those pre­cious eight months could have been saved.

Many man­agers stay at the lead­er­ship level, an­a­lyz­ing fi­nan­cial state­ments and other data for­ever. They have no sub­stan­tial feel­ing of the mar­ket. On the other hand, our mar­ket­ing staff just stays at the per­for­mance anal­y­sis level. Con­cen­trat­ing on their salary and the rel­e­vant poli­cies, they ac­tu­ally care lit­tle about the guests’ real needs as well. Such a sit­u­a­tion is very dan­ger­ous to an en­ter­prise’s sur­vival and devel­op­ment. The key to manag­ing an or­ga­ni­za­tion is to make the au­thor­ity

equiv­a­lent to the re­spon­si­bil­ity, and com­bine the work­ers with the re­sources. If you make your em­ploy­ees re­spon­si­ble for some­thing with­out giv­ing them cor­re­spond­ing pow­ers, you will only find that they have seem­ingly poor ex­ec­u­tive abil­i­ties.

Ac­cord­ing to Sam Wal­ton, you should share what­ever you know with your em­ploy­ees. The more they know, the more they will pay at­ten­tion to; and once they do that, they will be­come un­stop­pable.

It is cru­cial for an or­ga­ni­za­tion to trans­form its ad­van­tages on pro­fes­sional op­er­a­tions into healthy com­pe­ti­tion in­volv­ing its em­ploy­ees.

Many en­ter­prises think highly of tal­ents, es­pe­cially “the su­per sales­men”. This was a good con­cept in the early stages of mar­ket­ing; how­ever, in the fierce com­pe­ti­tion nowa­days, any spe­cific su­per sales­man no longer ex­ists. In­stead of count­ing on the per­sonal ca­pa­bil­i­ties of the sales­men, an en­ter­prise would bet­ter off ex­ploit­ing its or­ga­ni­za­tional abil­ity to help its front-line staff.

(From Busi­ness, is­sue 5, 2017. Trans­la­tion: Wang Xiaoke) 却没有实质性的感觉。而我们的营销人员又只是停留在提成管理层面,只关心销售收入和销售政策,只关心提成管理而不关心顾客需求。






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