“Marketing machine. The manager becomes the director ”(,) - download the book for free without registration. Igor Mann - Marketing Machine. Manager becomes director

All good things always have a continuation.

There was also a sequel to one of our first books - "".

In the book " Marketing machine... Manager becomes director ”reveals secrets that the one who manages the marketing team must know - or is preparing to take over.

Why buy this book?

Practicing authors openly share their experience in this position and their professional secrets. But the book gives not only their point of view: the words of the authors are commented on by the heads of marketing services and marketing directors of other companies.

The book contains interviews with CMOs from a wide variety of companies. You will learn how to become a good CMO not only from the authors of the book, but also from them.

Reader Reviews

The first rule of off-road driving is to read this book with a smile. Because a real leader must have a sense of humor, a sea of enthusiasm, global optimism, a positive attitude towards everything, the ability to infect everyone with this attitude - subordinates, colleagues, clients, competitors, investors, wives, children and pets. A positively loaded "gun" will certainly shoot a successful result. Because marketing is not only technology and politics, but also fun.

Rule two: marketing is, of course, fun, but a successful marketer must own technology, and a successful marketing director must be a skillful politician. Solving the big problems of the head of the marketing department requires a wide wingspan: studying the schemes, rules and formulas is necessary to obtain a "marketing driver's license", but, moving only along the paved track, the marketing director will not go far. The key to success as a director is professional and, more importantly, human experience. It is necessary to learn how to apply the knowledge base in practice and develop professional flair. Everyone has it successful director your route in the marketing trophy.

Evgeny Ivanov

There are also books that "fly away" on the go. I read Igor Mann's book Marketing Machine in literally 3 hours.

Its advantages are Igor's easy style + lots of examples.

Who is this book for? First of all, for those who want to become a marketing director and for those who are already in this position.

What can you get by reading a book?

The answer is simple - a detailed model of what a marketing director should do so that marketing in the company is not just effective, but 100%.

The book contains advice on how to enter a position, how to create a team, what tools to use, how to use analytics effectively, how to work with partners and suppliers. The book supplements and expands the knowledge that Igor Mann shared in "Marketing 100%". The money and time spent on this book pays off. Here you can read my more detailed review of the book.

And good marketing to you!
Andrey Zinkevich, business coach

This book reveals the secrets that must be known to those who manage the "marketing machine" - the marketing department - this subtle mechanism, the success of the entire company largely depends on the accuracy of the "setting" and well-coordinated work of which. Practicing authors openly share their experience in this position and their professional secrets. But the book gives not only their point of view: the words of the authors are commented on by CMOs of other companies, and one of the sections contains detailed interviews with 20 of them. You will learn from this book maximum benefit if you are a marketing manager, marketing director or company executive. 3rd edition.

* * *

The given introductory fragment of the book Marketing machine. Manager becomes director (I.B. Mann, 2010) provided by our book partner - the company Liters.

Path features

Big difference (or how much are you CMO?)

As we know, there are several elements in the marketing mix.

And you can tell how much a CMO you are by the number of items you control.

A quarter, half, two-thirds - or completely.

Let's take a look at my experience.

When I worked in vendor companies (telecommunications equipment suppliers such as Lucent, Avaya, Alcatel), no matter how active and proactive I was, I was responsible for one P - promotion. It is so accepted in large companies.

I was the marketing director for ¼.

Products in these companies are developed abroad (in grocery "houses").

Pricing is a process that you have nothing to do with at all.

Special divisions are engaged in distribution.

And to be honest to the end, most of the creative materials and concepts were produced at headquarters with the help of world-famous agencies. And even if you didn’t really like them or didn’t fit due to some circumstances, there was practically nothing you could do.

A hero in large international companies often becomes the marketer who can beat the system. Something to localize, somewhere to bypass the rules, somewhere to break them.

And sometimes even just someone who takes the initiative.

But when in 2005 I, Mikhail Ivanov and Mikhail Ferber launched a publishing project, then, as they say in Odessa, I saw a big marketing difference.

The three of us did everything. And everyone had the opportunity to deal with all the elements of the marketing mix.

We were engaged in the positioning of the publishing house (positi-oning).

We were engaged in the selection of foreign business books, communicated with Russian authors, literary agencies, we ourselves were engaged in translation, editing, design (product) ...

We determined the prices for books, negotiated terms with wholesalers and stores in Moscow (price).

We were engaged in the development of sales channels (place of sale), negotiating with online stores, bookstores, conference organizers (I personally delivered our first books to shops in Moscow - an interesting experience).

And most importantly, no one stood above their hearts and said to you: “This is not accepted”, “This is not corporate” ...

We created to the fullest - “igniting” each element.

Here are just a few examples.

Price. We played - freely - with discounts: both in percentage and in absolute terms. We set premium prices - and we kept them (and we keep them).

Place of sale. We have created one of the best in Moscow courier services delivery of books (check!), the first in the country to start selling business books through vending machines, the first to introduce a subscription to business books. And we will do a lot more, but it is too early to talk about our projects now (sorry, competitors also read our books).

Personnel. We have a virtual office (but 1200 sq. Km!). We have no bureaucracy, our Executive Director- yesterday's student who wrote my diploma some three years ago, and our marketing manager is a 4th year student ... And at the same time, we have the best marketing among all business literature publishers!

Product. Bookmark. Wide margins and dedicated pages for writing ideas. Nice paper. Printing in one of the best Moscow printing houses. Cover design and book design in the studio of Artemy Lebedev ...

Careful selection of books. Careful translation and editing.

Promotion. What have we not done here! (and what else are we going to do here!)

In general, a lot and lively. And if you are interested in details, then you can find them on our website.

All in all, full marketing (including sales)!

And you know what I can tell you, having worked for two years as a sales and marketing director (Favor), eight years as a marketing director in vendor companies and three years in the publishing business?

First, I will now always appreciate people who have or have had their own business. An entrepreneurial experience is something very special!

They say that colonels make the best captains. So it is in the hired business: the best marketer will come from a person with experience in his own business.

There are various reasons why an entrepreneur leaves his business: fatigue, the inability to compete with the "giants" (whatever the science of marketing says, but sometimes large companies pass through market niches so that nothing remains of the niche), or they simply did not go business…

Anna Turusina says: “Hiring a person who has had a fairly long experience of running own business, it should be borne in mind that such a specialist requires a slightly different management style. There are no universal recipes, but on the whole such people demand more responsibility and more freedom. Often they are ready to make independent decisions based on their own vision of the situation, and this vision does not always coincide with the vision of the marketing director and (or) general director, the owner of the company. And if a former entrepreneur works as a functionary, whose tasks and rules of conduct are written down from "A" to "Z", then he quickly loses interest. And this behavior can be a source of misunderstanding and conflict. This is why former entrepreneurs are reluctant to be recruited by large (especially Western) companies. But with proper use, all these qualities of a former entrepreneur can become a source of additional benefits for the company. "

Secondly, I believe that the best marketer is a marketer with sales experience. If you don't have such experience, then definitely get it (it's not too late to do it, even when you started working as a marketing director)!

An acquaintance of mine who went out to work as a marketing director for a large reseller company did a very unexpected thing.

Two weeks before her official start in this position, she got a job in one of the company stores as an ordinary sales manager.

She took short-term training courses, worked “in the field” for a week, received a huge amount of information that you cannot get in any other way, heard a lot, saw a lot.

And when she started working as a marketing director, her first steps, ideas, initiatives were incredibly practical.

Wisely. Very wise.

Thirdly, although it is really a thrill to deal with the entire marketing mix and be responsible for its results in the business, you can be a good marketing director, being responsible for its individual elements.

It doesn't matter how many elements of the marketing mix you control, it matters how you do it.

So don't be jealous of someone who controls more elements of the marketing mix than you do.

Just work - cool, with drive - with what you've been assigned. And a great marketing responsibility will find you.

I'm sure you will love it.

Outstanding company politician

I remember that in the years of developed socialism there was such a term - "an outstanding political figure". This title was awarded to those who, in a tough comradely struggle, reached the very heights.

Bad news: now this "title" will get you automatically, as an attachment to the position.

Whether you like it or not, you are the Chief Marketing Officer and, therefore, an outstanding politician in your company. And if you don't think so (oh?), Then your subordinates, colleagues and your manager think so.

And like many party leaders before, now you need to support high rating among your "voters".

Who are they? Company management, clients, business partners, competitors, press, employees, colleagues ...

You must take into account their opinions and interests (visible and invisible, public and implicit), the relationship between them (alliances, friction, conflicts ...).

I could write a lot on this topic, but here I will note the most important thing.

If in the book Marketing 100%: The Remix I wrote that a marketing manager can make a career without engaging in “politics”, now I want to warn you that to make a career as a CMO (i.e. grow in a position and even stay in it) without engaging in "politics" is almost impossible.

If you know well what “business policy” is, then I congratulate you - all of the above (named and unnamed) will not be difficult for you.

If you don't know much about "politics", then you better master it as soon as possible.

Unfortunately, you cannot learn this art from books.

Common sense... Practice, practice and more practice. And, perhaps, advice from a mentor, or even better - from a more experienced and sophisticated colleague of the same level as you, and ideally, from your leader.

You can't be a CMO and be free of "politics". But remember that you are the director of marketing, not the director of "politics." Don't get carried away.

More marketing contacts

V modern theory sales, it is believed that the more horizontal contacts the selling company will have with the buying company, the higher the likelihood of purchases, loyalty, etc.

Horizontal contacts mean that the top manager of the selling company must maintain a relationship with the top manager of the buying company. Sales managers - with purchasing managers. Logisticians - with logisticians. CFO - with CFO. Chief Accountant- with the chief accountant ...

This suggests a natural conclusion: the CMO must establish and maintain contact with a colleague from the buying company.

Yes, this is not as logical as in the above cases. Other employees have to communicate by virtue of the fact that it is so natural, so accepted. But communication between marketers is not yet familiar, rarely.

But this does not mean that it should not be.

Once again: the more horizontal contacts the selling company has with the buying company, the higher the likelihood of purchases, loyalty, etc.

Why not make another contact then?

By the way, for a start, you can come up with an initiative - an audit of the relationship between your company (seller) and other companies (business partners).

What connections are not there? What can be done to install them? (Consider tools such as workshops, training, gifts, picnic outings.)

And, of course, make sure that the marketing-marketing link is established.

Invite your colleague to lunch.

Talk about who and how got into marketing, who studied where, who reads what ...

Memorize (write down) what you find useful, interesting (you can then transfer some of the information to colleagues from the sales department).

Recommend a recent book on marketing to your colleague (see the Read! Chapter), and donate this book later.

Recommend a good training or seminar.

There is another reason for communicating with a colleague from a partner or buying company. You just get extra experience. And share yours.

Second front

One of the wise (either the military, or the politicians) once remarked that it is impossible to win a war by fighting on two fronts.

The converse is also true. The more allies you have, the higher your chances of winning.

In business, this must be understood as follows: the more allies you have from other departments, the better for marketing (and for the business in general). Make friends with HR - and it will be easier for you to do internal marketing. Make friends with IT - if you have a CRM project, good connections with them will help you a lot.

Friendship is more than good manners and good manners.

The latter is a must have. Have, get, improve.

Treat everyone - from receptionists, security guards, drivers to senior management - with equal respect. Good manners are good when they are the same for everyone.

Make friends with the sales department (no comment!), Logistics (who will help you to clear customs and deliver equipment to the exhibition), lawyers (and your contracts will quickly undergo legal examination), secretaries (a lot depends on them, and they can do a lot for you beyond your duties - besides, you can learn a lot of interesting things from them), etc., etc.

Elina Zolotova says:“And with accounting!

It seems to me that most of the conflicts arise between marketers and salespeople and financiers.

An example with the latter. New CFO once tells me, “The marketing fund program exists to be followed. Is not it so?" I answer: “No, not for this. Marketing funds are needed to maintain partner loyalty, to increase his interest in promoting our brand and selling our products. " (The dialogue happened after I sent a request to the financiers for compensation from the marketing fund of funds to the dealer for his non-standard action). After that we agreed on where is my territory, where is hers. There were no more conflicts. "

The better relationships you have with your colleagues, the better you will be treated personally, the marketing staff, and marketing in general.

Feeling # 6

In marketing, we need to influence all the senses of our customers. Hearing, smell, touch, sight, taste - everything should be used to make an impression.

But there is also sense number six - some believe it is intuition, and some believe it is a sense of humor. I agree more with the latter.

"When clients laugh, they part with money easier." And I am convinced that good director in marketing is a person with a good sense of humor.

First, he will definitely be able to include all six senses in the impact on the client. Secondly, he has a higher margin of optimism (the quality required for a leader, boss, leader). Third, he will be a more pleasant conversationalist and a more effective speaker.

Of course, everything needs a measure. There is a well-known phrase: “people don't buy from clowns” (from absolute clowns, I would say).

It’s probably true that people don’t want to be led by a clown (one HR director told me that they fired the CMO with the unspoken phrase “rampant optimism” - an instructive example).

Know when to stop - where to joke, with whom and how.

And the last thing. You can be born with a sense of humor. But if you are unlucky, then do not be discouraged - he can be brought up.

Read and memorize jokes, learn to smile and laugh (they say, in Hollywood there are special courses that teach this - look at the fees of the actors if you think it's not serious!).

I am convinced that a CMO should not be too serious a person. They say that humankind is laughing and parting with the past. I think that by laughing it sees its future even better.

And if so, then a CMO with a good sense of humor is also a forward-thinking person.

Smile.

And let's have a reason to smile at others. We all know that this is marketing.

Show me your biggest problem

Leave the "turnover" and operational work to your subordinates. Concentrate yourself on the biggest problem. Calculate it. Decide. Find a new one.

Big problem not visible?

Go looking for her. Talk to colleagues from the sales department, business development, top managers.

Talk to CMOs from other companies, ask what big issues they are focusing on.

Sitting on new job, be sure to get from those who are hiring you, a list of these big problems or tasks (you can ask to enter all the main tasks in the contract with the employer - at the same time and check whether he is ready to bear real responsibility to you). Solve tasks and clarify new ones.

In marketing, especially in big companies, you will be remembered for big things.

And this is most often the solution to big problems.

Natalya Gotselyuk says:“When I“ grew up ”from marketing managers to head of department, my director described my upcoming job as follows:“ Imagine, you were sailing on a ship, he drowned, but a certain number of people escaped and ended up on the island. There is only jungle around, and it is not clear where to go. But you know that you need to go to the other side of the island, there is your salvation. You have to climb a palm tree and tell the others in which direction you need to move and cut your way.

If we draw analogies, then the direction of movement (to the other side of the island) is set by the management or the marketing director (more often jointly), but how to get there (where exactly to cut the road) is the prerogative of the marketing director.

And when I sometimes started doing routine, I heard: "You should sit on a palm tree."

By the way, when you climb "on a palm tree", you can see others of the same kind, sitting on the palm trees, and exchange experience and knowledge about the dangers of the jungle. "

Main problems. Here's your main job.

Often the CMO needs to see the whole picture, all the team's actions, the main tasks and the status of their implementation. If your team is large, scattered across different offices, then this need is even more acute.

The solution to the problem is to create a way to see everything on one sheet.

Igor Mann says:“Several years ago I worked as Regional Marketing Director. My team consisted of 8 people overseeing 12 key countries. The tasks that they had to solve were the same, but the speed of their implementation was different. Someone managed to cope with the task quickly, someone did not immediately succeed (for a variety of reasons).

In order to control the state of affairs in general, I created a special document in Excel, which allowed me to assess the status and dynamics of work literally at a glance. I named this document Bird's view.

It was an incredibly useful tool.

Firstly, all the tasks and the status of their completion were in front of me at a glance (the size of the table never exceeded half an A4 page).

Secondly, each member of my team had the opportunity to see how well (or badly) he worked on tasks relative to his colleagues. This gave them a strong stimulating impetus. "

Anna Turusina says:“And I use a large desktop board for such purposes. All tasks are recorded on it (or sheets of notes are attached using magnets). Very comfortably. The advantage is that the visibility is much higher. Everyone can see the priorities and status of tasks. "

Create such a document for yourself and you will see how much more effective your work will become - and the work of your colleagues.

End of introductory snippet.

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. The introduction of innovations into the dialogue with the consumer and customer care 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 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 marketing director. 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 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 useful.

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 the 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, 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.

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

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.

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 marketing director. 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.

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”).

Third, this book is 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 useful.

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 (interestingness of the work, namely the scale of tasks, the tools used, the number of subordinates, the level of subordination, the circle of communication, the size of the marketing budget), and material satisfaction ( wage 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).

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 offer will already seem interesting to you.

Don'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 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 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 in 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, upon receiving 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 the deputy CEOs, other key people in the company, and the 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 a 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 so that you yourself won't understand it later. 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 perceived 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 out 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 for an appointment. "

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 by 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). It is often difficult to start such a conversation: 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 managed to do?" , “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 line specialists have well-established relationships with suppliers, then it's 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 arrange an hour-long meeting with the CEO.

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 supervisor 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 break 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 Now Will Be”).

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 in the company you start working for, 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 understanding 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 will speak with the president and owner of one company (position - marketing director). At the moment he is dissatisfied with the 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 can only be a marketing team, but consultants and marketing service providers can 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-orientation of all staff, and this is where we have the biggest 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 used (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 marketing director. 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”).

Third, this book is 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 useful.

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 useful to read: