There is a saying in the military academia: Traditional warfare is a war of generals. The so-called strategizing, the decisive victory is thousands of miles away. Modern warfare is a “squad leader’s war” dominated by non-commissioned officers. Its core is the realization of mission-based command under the support of the organization and the system, which is an overall change in the organization.
The Afghan War is a “squad leader’s war”, mainly consisting of three people forming a combat team, this team is the front-end executive staff, everyone is an elite of the elite. These three people, the first one to fight with a computer, are information intelligence experts, mainly responsible for collecting enemy information, weather information, and terrain information. The second person also brought a computer to fight, and was an expert in blasting. The information expert passes the information to the blasting expert. The blasting expert calculates where to strike from, from the air, from the sea, or from the ground, which is the most economical, which is the best, and how many bombs to use to achieve precise strikes. The third person fought with guns to protect information experts and blasting experts.
Modern warfare has two distinguishing characteristics: First, the front-end organization has become almighty, and these three people should be masters and “future fighters.” Second, the background has become a support system.
Many changes in the enterprise and the military are actually in the same line.
Give grass-roots command the right to transform the traditional combat method into a “squad leader’s war”, relying on a powerful digital system to allow the front and rear to work together-modern warfare provides a good evolutionary model for the new era of corporate organizations.
In fact, as early as six or seven years ago, Huawei Ren Zhengfei proposed that “squad leader’s war” was the direction of organizational reform. With the advent of digital marketing, “squad leader’s war” has once again become a buzzword in the market. And compared to before, technological advances make it more maneuverable.
The small front desk and the big middle stage allow those who see the enemy to direct the war. This is the direction of organizational change in marketing digitization.
So, for the salesman, the basic unit in the marketing organization, what fundamental changes will the new digital organization bring?
First, the digitization of the entire link greatly improves the efficiency of salespersons in the deep distribution environment. The front-line salesperson is a point in the digital system and a point that is online in real time. The work efficiency of the salesman is online in real time. Originally, an offline salesperson served 150 to 200 terminals, and the efficiency will increase several times in the future.
Second, the new skills of salesmen. The most important ability of a traditional salesperson is the ability to judge and grasp the market as a whole; the other is the ability of customer relationship relations. With digital empowerment, salespersons can mobilize resources in the middle station at any time to serve front desk work. As long as the front end provides targets (end B and C), the organization can provide “fire” support through the middle station. The core work of the salesperson has changed to: do offline experience to enhance awareness; while doing to B business, enter the C side, and promote the integrated operation of terminal BC.
In general, the channel organization configuration achieves Pareto optimal, and the crowd tactics slowly withdraw from the stage of history. The work of the salesman is deepened from the B-side to the C-side; the on-site work of the B-side, after digital optimization, the workload is greatly reduced, which is an evolution.