Igor Mann - Marketing Machine. The manager becomes the director. Marketing machine. Manager becomes Director Text

Anna Yurievna Turusina, Igor Borisovich Mann

Marketing machine... Manager becomes director

From the partner of the publication

The modern world is changing every second. Marketing plays an increasing role in it. Consumers have become picky and demanding special treatment. To win their trust and love, you need to come up with something new every day. Introducing innovations into the dialogue with the consumer and caring for customers are becoming the most important trends necessary for business development.

Now is the time for exciting opportunities for aspiring bright marketers. But to use them, talent and ambition are no longer enough. You need to be a leader, ready to lead the team and organize business processes and people in the right way. How do you become such a leader? This is what Igor Mann's book “Marketing Machine. The manager becomes the director. "

This is a "textbook" of the most practical orientation, which tells in detail about everything that the head of the marketing service of the new formation needs to know. I am sure this book will help marketers learn how to correctly prioritize their work, skillfully manage their team, find a common language with management, colleagues, clients and partners. And do the right marketing.

I have no doubt that Marketing Machine, like other books by Igor Mann, will become a profitable investment for Russian marketers and a starting point for further career growth.

Mikhail Gerchuk, Vice President for Commerce, MTS

What has happened to us in the three years since the previous edition of this book was published, and what have we added to the new edition?

If we answer these two questions, we will answer ninety percent of the questions that interest a potential reader of the new edition.

Almost nothing new happened to Anna: business as usual. Stability is a sign of skill. Only the circle of clients expanded, and her company began to deal with new topic- assessment and setting of customer focus in commercial companies.

I have more news: I left the Arktel company after two years of work (and ten years of work in the telecommunications industry in general), managed to work in a new field for myself - in real estate (in the MIAN company), and then left for free floating, doing publishing business.

But at heart, I'm still the chief marketing officer. This is probably forever ...

Three new chapters have appeared in the "Tools" section: "Test Drive - for a Sales Drive", "FAQ Rules" (co-authored with Ilya Andrianov), "Stuck Like a Price List."

In the section "Non-trivia" - six additions: " Job responsibilities... Correct ”,“ Rules of speech ”,“ Stages of a long journey ”,“ Marketing 2.0 ”,“ Cheap and useful ”,“ How to quickly increase sales: personal responsibility ”.

In the "Appendices with comments" - two: "Letter to the homeland", "Much sense from nothing" (co-authors of this material - Ilya Andrianov and Yana Kharitonova).

In the section "What will colleagues say?" there were five new interviews with interesting marketers. Additionally, we carefully reread the text once again, here and there straightening and modernizing the "Machine".

In general, enough work has been done to call the third edition augmented and improved.

Fasten seat belts.

Igor Mann, Anna Turusina

Dedicated to our parents

Introduction

The foreword is the most important part of the book.

Even the reviewers read the foreword.

Philip Gedalla

It is believed that potential readers first pay attention to the cover, then flip through the book and read the introduction.

And in this introduction, we would immediately like to answer their questions.

Who is this book for? Who is the ideal reader? Which, in a professional language, the target audience?

Firstly, this book is for someone who wants to become a CMO or is preparing to become one very soon (this is our main readership).

Secondly, this book is for that marketing manager who dreams of becoming a director (“a soldier who does not dream of becoming a general is bad”).

Third, this book is intended for marketing directors. We expect your approval, comments, criticism, but most importantly - such books. We must share our experience not only with those with whom we work.

And finally, this book is for all those who liked the book "Marketing 100%". We managed to write a book in the same vein - fun, specific and rewarding.

What is a “good director”?

A good director is:

▪ a leader and a good boss (for his subordinates);

▪ a good professional (for colleagues, business partners, clients, suppliers, journalists, etc.);

▪ a good colleague;

▪ a good subordinate and ally (for the director of the company and founders).

This book is just about how to be a good colleague, boss, and professional. We are sure that you will find many ideas and thoughts here - for yourself, for your team, for your marketing.

Therefore, take a pencil, open the book ... pleasant and useful reading, colleague!

Igor Mann, Anna Turusina

P.S. The book was written by the two of us, but for greater dynamism and creation of empathy (these are the words we know! But don't be afraid, they won't be in the text anymore!) We decided that the book should be written in the first person - and this “face” will be Igor ...

Warning to the reader

Our book is not very long. There are three reasons for this.

At first, I have told a lot in the books "Marketing 100%: Remix" and "Marketing. Now questions! " The techniques and approaches that work for the manager will work for the director as well. I would not like to repeat myself.

Secondly, directors (or those who strive for this position) are quite busy people, they have no time to read thick books. Therefore, like last time, there is a minimum of water, a maximum of recommendations.

As in the case of Marketing 100%: Remix, I apologize in advance if I somehow used other people's thoughts somewhere. I read too much, communicate too much so as not to fall under the influence of others.

Thirdly As with 100% Marketing: The Remix, this is just the beginning. I look forward to your feedback, reader (and thanks in advance!).

That's why good reading, reader! And see you on the Internet, in life and on the pages of the next edition!

Igor Mann

The beginning of the way

Work is happiness

People often ask me: what is happiness-work? It seems to me that we can talk about full and partial cases. Partial - when the job gives you either moral or material satisfaction.

Complete happiness is when you get moral (interestingness of the work, namely, the scale of tasks, the tools used, the number of subordinates, the level of subordination, social circle, the size of the marketing budget), and material satisfaction ( wage and other material benefits).

So here's my advice: if you're looking for new job(or she suddenly finds you), then you should look for complete happiness.

Refuse an offer when it is uninteresting (for money or professionally), dangerous (physically or for your reputation), or embarrassing (contrary to your principles or just your upbringing).

Do it tactfully ("Thank you very much for the offer, but ..."). Who knows? The situation in this company will change (for example, the manager who you did not like, or the founders, and as a result - the attitude to marketing will change) or in your current job, and the proposal will already seem interesting to you.

You shouldn't burn bridges and a job offer.

Look for complete happiness - moral and material satisfaction from work. Who seeks will always find.

They say that it is good where we are not. But there are companies about which you can probably say: "It's good that I'm not there."

And if you ask yourself a simple test question "Will this work be my complete happiness?", Then you will save yourself from many further doubts, disappointments and worries.

I have no doubt that Marketing Machine, like other books by Igor Mann, will become a profitable investment for Russian marketers and a starting point for further career growth.

Mikhail Gerchuk,

Vice President for Commerce, MTS

What has happened to us in the three years since the previous edition of this book was published, and what have we added to the new edition?

If we answer these two questions, we will answer ninety percent of the questions that interest a potential reader of the new edition.

Almost nothing new happened to Anna: business as usual. Stability is a sign of skill. Only the circle of clients expanded, and her company began to deal with a new topic - assessing and setting customer focus in commercial companies.

But at heart, I'm still the chief marketing officer. This is probably forever ...

Three new chapters have appeared in the "Tools" section: "Test Drive - for a Sales Drive", "FAQ Rules" (co-authored with Ilya Andrianov), "Stuck Like a Price List."

In the section "Non-trivia" - six additions: "Job responsibilities. Correct ”,“ Rules of speech ”,“ Stages of a long journey ”,“ Marketing 2.0 ”,“ Cheap and useful ”,“ How to quickly increase sales: personal responsibility ”.

In the "Appendices with comments" - two: "Letter to the homeland", "Much sense from nothing" (co-authors of this material - Ilya Andrianov and Yana Kharitonova).

In general, enough work has been done to call the third edition augmented and improved.

Fasten seat belts.

Igor Mann,

Anna Turusina

Dedicated to our parents

Introduction

The foreword is the most important part of the book.

Even the reviewers read the foreword.

Philip Gedalla

It is believed that potential readers first pay attention to the cover, then flip through the book and read the introduction.

And in this introduction, we would immediately like to answer their questions.

Who is this book for? Who is the ideal reader? What is, professionally speaking, the target audience?

Firstly, this book is for someone who wants to become a CMO or is preparing to become one very soon (this is our main readership).

Secondly, this book is for that marketing manager who dreams of becoming a director (“a soldier who does not dream of becoming a general is bad”).

And finally, this book is for all those who liked the book "Marketing 100%". We managed to write a book in the same vein - fun, specific and rewarding.

What is a “good director”?

A good director is:

▪ a leader and a good boss (for his subordinates);

▪ a good professional (for colleagues, business partners, clients, suppliers, journalists, etc.);

▪ a good colleague;

▪ a good subordinate and ally (for the director of the company and founders).

This book is just about how to be a good colleague, boss, and professional. We are sure that you will find many ideas and thoughts here - for yourself, for your team, for your marketing.

Therefore, take a pencil, open the book ... pleasant and useful reading, colleague!

Igor Mann,

Anna Turusina

Warning to the reader

Our book is not very long. There are three reasons for this.

Thirdly As with 100% Marketing: The Remix, this is just the beginning. I look forward to your feedback, reader (and thanks in advance!).

So good reading, reader! And see you on the Internet, in life and on the pages of the next edition!

Igor Mann

The beginning of the way

Work is happiness

People often ask me: what is happiness-work? It seems to me that we can talk about full and partial cases. Partial - when the job gives you either moral or material satisfaction.

Anna Yurievna Turusina, Igor Borisovich Mann

Marketing machine. Manager becomes director

From the partner of the publication

I have no doubt that Marketing Machine, like other books by Igor Mann, will become a profitable investment for Russian marketers and a starting point for further career growth.

Mikhail Gerchuk, Vice President for Commerce, MTS

What has happened to us in the three years since the previous edition of this book was published, and what have we added to the new edition?

If we answer these two questions, we will answer ninety percent of the questions that interest a potential reader of the new edition.

But at heart, I'm still the chief marketing officer. This is probably forever ...

Three new chapters have appeared in the "Tools" section: "Test Drive - for a Sales Drive", "FAQ Rules" (co-authored with Ilya Andrianov), "Stuck Like a Price List."

In the "Appendices with comments" - two: "Letter to the homeland", "Much sense from nothing" (co-authors of this material - Ilya Andrianov and Yana Kharitonova).

In general, enough work has been done to call the third edition augmented and improved.

Fasten seat belts.

Igor Mann, Anna Turusina

Dedicated to our parents

I have no doubt that Marketing Machine, like other books by Igor Mann, will become a profitable investment for Russian marketers and a starting point for further career growth.

Mikhail Gerchuk,
Vice President for Commerce, MTS

From the authors

What has happened to us in the three years since the previous edition of this book was published, and what have we added to the new edition?

If we answer these two questions, we will answer ninety percent of the questions that interest a potential reader of the new edition.

But at heart, I'm still the chief marketing officer. This is probably forever ...

Three new chapters have appeared in the "Tools" section: "Test Drive - for a Sales Drive", "FAQ Rules" (co-authored with Ilya Andrianov), "Stuck Like a Price List."

In the "Appendices with comments" - two: "Letter to the homeland", "Much sense from nothing" (co-authors of this material - Ilya Andrianov and Yana Kharitonova).

In general, enough work has been done to call the third edition augmented and improved.

Fasten seat belts.

Anna Turusina

Dedicated to our parents

Introduction

The foreword is the most important part of the book.

Even the reviewers read the foreword.

Philip Gedalla

It is believed that potential readers first pay attention to the cover, then flip through the book and read the introduction.

And in this introduction, we would immediately like to answer their questions.

Who is this book for? Who is the ideal reader? What is, professionally speaking, the target audience?

Firstly, this book is for someone who wants to become a CMO or is preparing to become one very soon (this is our main readership).

Secondly, this book is for that marketing manager who dreams of becoming a director (“a soldier who does not dream of becoming a general is bad”).

And finally, this book is for all those who liked the book "Marketing 100%". We managed to write a book in the same vein - fun, specific and rewarding.

What is a “good director”?

A good director is:

▪ a leader and a good boss (for his subordinates);

▪ a good professional (for colleagues, business partners, clients, suppliers, journalists, etc.);

▪ a good colleague;

▪ a good subordinate and ally (for the director of the company and founders).

This book is just about how to be a good colleague, boss, and professional. We are sure that you will find many ideas and thoughts here - for yourself, for your team, for your marketing.

Therefore, take a pencil, open the book ... pleasant and useful reading, colleague!

Anna Turusina

Warning to the reader

Our book is not very long. There are three reasons for this.

Thirdly As with 100% Marketing: The Remix, this is just the beginning. I look forward to your feedback, reader (and thanks in advance!).

So good reading, reader! And see you on the Internet, in life and on the pages of the next edition!

The beginning of the way

Work is happiness

People often ask me: what is happiness-work? It seems to me that we can talk about full and partial cases. Partial - when the job gives you either moral or material satisfaction.

Complete happiness is when you get from your work both moral (interesting work, namely the scale of tasks, the tools used, the number of subordinates, the level of subordination, social circle, the size of the marketing budget), and material satisfaction (salary and other material benefits).

So, my advice: if you are looking for a new job (or she suddenly finds you), then you should be looking for complete happiness.

Refuse an offer when it is uninteresting (for money or professionally), dangerous (physically or for your reputation), or embarrassing (contrary to your principles or just your upbringing).

You shouldn't burn bridges and a job offer.

Look for complete happiness - moral and material satisfaction from work. Who seeks will always find.

They say that it is good where we are not. But there are companies about which you can probably say: "It's good that I'm not there."

And if you ask yourself a simple test question "Will this work be my complete happiness?", Then you will save yourself from many further doubts, disappointments and worries.

"The old fashioned way" - will not work

Tradition is what you turn to when you don't have the time or money to do the right thing.

Kurt Alder

It is possible that you have bypassed other candidates for vacant post precisely because of the greater experience. But!

Old experiences may not work in a new place.

And the fact that you are trying to implement your old best practices, using those techniques that worked great for you before, may even harm you.

In Marketing 100%: The Remix I talked about one of my mistakes when I tried to use coupon advertising in my new job - it didn't work! Although on previous location the effect of the work was simply amazing.

The same happened with one of my favorite planning tools "Top-5" (see "Remix"): in some companies it was accepted with a bang and worked great, in others it was boycotted and did not take root.

Natalya Gotselyuk says:“And vice versa - if some marketing tool did not work at the previous place of work, this does not mean that you need to throw it away forever as non-working. Mark Twain wrote that “a cat, once perched on a hot stove, will no longer sit on a hot stove. And on the cold one too. " Let's not be like a cat. "

What to do?

You can be Pavlov's dog, or you can be a professor. Question even your own successful (and unsuccessful) experiences.

Experiment. Gain new experience in a new place.

And do not use the old "stupid" experience. Constantly transform, modernize and criticize him.

Your first work week

In all my years in business, I have never seen a marketer who, having received a new appointment, would look around and say: “Things are going well. Perhaps we will not change anything. "

Jack Trout

Unlike the marketing manager, for whom the first day is critical, the first week is important for the director.

What should he do in his first five working days?

In the book Marketing 100%: The Remix, I wrote that it is better for a marketing manager to go to work at the end of the week so that it will be easier to relive all the impressions of a new job. It is better for the marketing director to "live", to feel the whole working week. Go to work on Monday (and just in case, don't go to work on April 1).

First you need to meet with all deputies general director, other key people of the company, leading sales managers. Such meetings take from 10 minutes (you talk about yourself, make an appointment a little later, when you already have some first impressions) to an hour. In a good company, such meetings are usually prepared in advance by the HR department or the assistant general manager.

The first week rule is simple: listen, write it down, and promise!

I advise you right away - from the first day - to start a completely new notebook for notes. Oh, how you need it: you will need the records made during the first working week for further analysis, verification, preparation of the first plan, and you will return to these records repeatedly.

No matter how much you want to save paper, start the conversation with each new interlocutor from a new sheet: why should others see what you talked about with the previous interlocutor. And in this case, people will be more frank with you, and you will have a place for some additional entries on a person / topic.

Prepare for meetings, write questions in advance.

Why is it important to promise something to start, do, undertake, fix something already at the first meetings?

It seems to me more easy way to show that you are a man of action does not exist. And after all, you were hired specifically for business. So promise what you will do. Burn bridges, cut off your escape routes.

Andrey Tonenkov says:“I totally agree. But, in my opinion, one should not promise very definitely and very categorically. Leave yourself room for maneuver. It is possible that after meetings with other leaders, your opinion about the correctness of fulfilling the promised will be shaken. "

Dmitry Andronov says:“200% agree - the impressions of the first week are very important. But pen and paper filter part of your thoughts: you don't have time to write down something, you shorten something in such a way that you won't understand it yourself. The recommendation is only a voice recorder. It is especially useful to record conversations with other directors: they have a lot of interesting things that will not be received properly without work experience in the company. That is, returning to these records in 3-6 months, you can find a storehouse of useful information. And you need to promise, but carefully. Otherwise, you can fill a lot of unnecessary bumps and get caught between several fires. In the first days of work, it is hardly possible to solve serious problems - and the directors of other departments will be "loaded" with serious problems. And without understanding both formal and informal processes in a new company, you can make trouble. Up to "departure" from it. That is, the promise should sound “I will definitely solve this problem within X months at the most”, but not “I will definitely solve this problem like this ...” or “… as you suggest”.

Igor Mann says:“Dmitry, not a dictaphone! It kills frankness 99% of the time! You're not going to keep the recording hidden, are you? Pencil, pencil, and only a pencil! "

Polina Petrusha says: « Russian specificity- no meetings are organized. They need to be arranged, and often insisted on organization. Tip: by e-mail send a mini-self-presentation and / or resume to all those with whom you need to meet, write questions that you want to personally discuss with these people, and ask to set a time. "

Stanislav Bartnikas says:“Sometimes it happens (especially in Russian companies) that the idea of the role of marketing in business even among the heads of departments is rather vague. And they may know very little about you, a beginner (a brief introduction from an HR manager sent by corporate mail does not count). Therefore, it is useful to clearly and succinctly formulate two things: "Who am I" and "Why am I here", and, making the first round of new colleagues, do not forget to "sell" yourself and your work. For example: “Do you know what I have been doing for the last five years? Connected the capabilities of companies and the interests of clients. This is the essence of marketing that brings success and money to the company. My task here is to do it even more efficiently. "

Then a meeting with your new team: each employee should be given at least an hour (it is better to allocate more time: there is nothing worse than looking at the clock during the first meeting). Starting such a conversation is often difficult: your interlocutors are likely to be quite constrained. If you feel this, then start the conversation by introducing yourself, tell us where you worked before, who, what you did. You can tell about yourself not only as a specialist, but also as a person. Then just ask your interlocutor to tell a little about himself, about his work, career, tasks, achievements, problems ... As a rule, your new colleagues will follow the structure of the story that you have set.

Give them the opportunity to ask you any question.

In turn, be prepared in advance to ask the questions you are interested in (prepare five to seven of them, for example: "Why are you more proud of what you have done?" , “What would you like to change (do)?”, “You don’t want to warn me about anything?”).

Adjust questions after meetings.

Meeting with employees is very important: already during the first meeting you will be able (should) understand who is who and who is what.

After meetings with the team - meetings with major marketing service providers. Better to try to hold meetings on their territory. And you will demonstrate respect, and you will not be limited in time, and you will be “pulled” less often.

Polina Petrusha says:“If the line specialists have established contacts with suppliers, then it is better not to rush. Otherwise, the team may think that the boss wanted to switch everything to himself. "

Meetings with business partners- if there are any, I recommend to postpone it to the next week. As a rule, there are a lot of them, it will not be possible to meet all at once, and it is not worth highlighting someone from the first week. It is better to meet with the employee (s) who leads the business partners, get the first information from him, and only then build a schedule of visits.

By the end of the week, when you have passed through all the information you received, analyzed it, you should make an appointment with the CEO for an hour.

What to talk about on it? Tell us about your impressions of all the meetings you have had, about the people you have met. Let them know that you are not disappointed that you started working in the company (and if you have any doubts, concerns, misunderstandings, then this is the right moment to report them). Tell us about what you are going to take in the near future, about your priorities.

Ask your manager for feedback. Clarify your priorities.

Andrey Tonenkov says:“My experience shows that ideally it is worth agreeing on regular meetings. At least for the initial period. Once a week, a month - otherwise the chief will never have time, and without his assistance you will not beat anything. "

And there is no need for extremes (see the epigraph to the chapter). Changes in better side(and they are expected of you, you were hired for this) it is worth starting gradually (in the first month, nothing radical should be started for sure). You have the weekend ahead of you to prepare your first “mission statement” for your team (see the chapter “Tell Them What Marketing Is Now”).

Sergey Kazakov says:“The worst mistake for any top manager in a new job (and the marketing director is no exception) is the desire to immediately prove himself in front of the new leadership, which is usually expressed in sharp criticism of the existing marketing activities, the desire to change and reorganize everything at once and dramatically. Thus, you can easily "break wood" with obvious unpleasant consequences for yourself and the organization. "Revolutionaries" usually don't stay in new places for more than a month. "

The first work week, like the first date, is important and will be remembered for a long time. Both you and those with whom you are going to meet. Prepare for it in advance.

Mann pyramid

If you want to understand marketing for the company you are starting with, then I recommend that you use the following tool (see the picture below).

I named this tool the Mann pyramid.

I'm not sure that it will enjoy the same fame as the Cheops pyramid, or the popularity of Maslow's pyramid, but it seems to me that it will be better remembered by the readers this way. We will check it at the meeting.

Six sections are important for us, passing through which you can better understand the situation and improve marketing in the company.

At first, you must understand what marketing means in the company you came to work for. The range of understandings can be gigantic - from a simple Markom work (only Marketing communications) to the management of sales, new products and pricing.

Elina Zolotova says:“I sincerely believe that this should be clarified before you join the company. This is a completely fundamental point that determines whether you can be effective in this job, whether it will be interesting for you, etc.

A short example from my life. I’ll talk with the president and owner of one company (position - marketing director). At the moment, he is dissatisfied with acting. marketing director. And before him, this position was occupied by people who completely suited the president.

I find out what my potential boss understands by marketing, what tasks he sets for marketing, what does not suit him now, etc. In words, everything seems to coincide with my understanding of the role of a marketing director. But then he says an interesting phrase: "Now we are drinking coffee with ordinary cookies and sweets, and earlier, when I had A. (the previous marketing director), there were chocolates with our logo." I agree that chocolates with a logo are certainly great. But in the meeting room, where we are sitting, there are boards from vendors three years ago ... And I think that this is much more important (the company is a distributor, and its entire business is tied to relationships with manufacturers).

As a result, as I was told later, I did not fit the company as "too educated." Although, maybe for other reasons that they did not want to tell me about ... The company is very worthy, and I liked the people there. But this is not so important. I'm not ready to work in a company where my work will be reduced to ordering chocolates with logos (I'm exaggerating, of course). "

Igor Mann says:“Elina, I don’t argue! This is what this pyramid is for ”.

Secondly you need to understand which external target audiences your marketing will target.

In one of the companies in which I worked, we had only one target audience - clients (admittedly, it was a very, very long time ago), and in another there were already four of them: business partners, clients, the press and communications universities.

Sergey Kazakov says:“Marketing, in principle, cannot have only one target audience (unless the management insists on it), because there is a concept of the marketing macroenvironment. And the duty of a top marketer is to identify institutional audiences in their business and strive to create complete harmony in relationships with them. "

Thirdly It is important to understand who does the marketing for the company. It might only be a marketing team, but consultants and marketing service providers might also be added.

Sergey Kazakov says:“Marketing in a company should, in a sense, be done by all of its employees. Of course, this does not mean that financiers should write press releases, and service engineers should do the layout of the catalog. This implies, first of all, the customer-orientedness of all personnel, and this is where we have the most big problems(see the story about "Auchan" in the chapter "Time is money, time is opportunities"; although, however, the classic format of a discounter does not imply convenience for customers). The new marketing thinking of all staff assumes such an order of things so that every employee, quite deliberately (and not because the company is undergoing another campaign to improve service), every day asked himself the question: “What else can I do in my place to make life easier to our clients? "

It is very difficult to achieve this, but nevertheless it is necessary: this is the potential and the future of Russian marketing ”.

If a company works through business partners, then, in my opinion, it is necessary to include among those who do marketing, and marketing managers from partner companies.

It is clear that in the event that suppliers and consultants work for you, and business partners work with you, this is your area of responsibility partners and through partners ").

Fourth and fifth, it is necessary to analyze the tools that are used in the company, as well as how fully and with what result it is applied (I call this exercise “audit of marketing tools.” This is a very useful exercise, which, when properly audited, gives a lot of new interesting ideas).

The toolkit depends on many factors (it seems to me that this is a topic for a doctoral dissertation - I donate). I recommend dividing it according to your target audiences.

At sixth, it is important to understand what indicators you will use to determine the effectiveness of marketing tools and what indicators will evaluate your work, marketing work in general.

Perhaps that's all.

This pyramid, this simple, minimalist approach will help you not to miss the important and get a vision of the big picture in a matter of hours (days) ...

Works. Tested in humans (Anna used it with many clients - they were happy with the results).

Anna Yurievna Turusina, Igor Borisovich Mann

Marketing machine. Manager becomes director

From the partner of the publication

I have no doubt that Marketing Machine, like other books by Igor Mann, will become a profitable investment for Russian marketers and a starting point for further career growth.

Mikhail Gerchuk, Vice President for Commerce, MTS

What has happened to us in the three years since the previous edition of this book was published, and what have we added to the new edition?

If we answer these two questions, we will answer ninety percent of the questions that interest a potential reader of the new edition.

But at heart, I'm still the chief marketing officer. This is probably forever ...

Three new chapters have appeared in the "Tools" section: "Test Drive - for a Sales Drive", "FAQ Rules" (co-authored with Ilya Andrianov), "Stuck Like a Price List."

In the "Appendices with comments" - two: "Letter to the homeland", "Much sense from nothing" (co-authors of this material - Ilya Andrianov and Yana Kharitonova).

In general, enough work has been done to call the third edition augmented and improved.

Fasten seat belts.

Igor Mann, Anna Turusina

Dedicated to our parents

Introduction

The foreword is the most important part of the book.

Even the reviewers read the foreword.

Philip Gedalla

It is believed that potential readers first pay attention to the cover, then flip through the book and read the introduction.

And in this introduction, we would immediately like to answer their questions.

Who is this book for? Who is the ideal reader? What is, professionally speaking, the target audience?

Firstly, this book is for someone who wants to become a CMO or is preparing to become one very soon (this is our main readership).

Secondly, this book is for that marketing manager who dreams of becoming a director (“a soldier who does not dream of becoming a general is bad”).

And finally, this book is for all those who liked the book "Marketing 100%". We managed to write a book in the same vein - fun, specific and rewarding.

What is a “good director”?

A good director is:

▪ a leader and a good boss (for his subordinates);

▪ a good professional (for colleagues, business partners, clients, suppliers, journalists, etc.);

▪ a good colleague;

▪ a good subordinate and ally (for the director of the company and founders).

This book is just about how to be a good colleague, boss, and professional. We are sure that you will find many ideas and thoughts here - for yourself, for your team, for your marketing.

Therefore, take a pencil, open the book ... pleasant and useful reading, colleague!

Igor Mann, Anna Turusina

Warning to the reader

Our book is not very long. There are three reasons for this.

It might be helpful to read: