It is natural for customers to have well-known experts, but it is a difficult point for customers to grasp all kinds of experts and truly enjoy first-class service, which is an important role and role of the planning director of an expert group. For the benefit of customers and the effectiveness of the expert group's work, the idea of coming forward and expressing oneself came into being. In my opinion, the operation mode of expert group is popular in the planning market itself, which reflects two characteristics of customers' new demand for planning services: First, with the increasingly fierce market competition, enterprises will inevitably pursue the integration and modernization of management methods. In recent years, the demand of enterprises for planning services has risen from the plane level of public relations, advertising and creativity. To CIS design, brand engineering, strategic planning and other three dimensions. , and three-dimensional planning will inevitably require all kinds of experts to work together in technology; Secondly, after a considerable period of practice and experience, the focus of customers' selection criteria for planning services has changed from "cheap and convenient" to "high quality and effective", and they are more inclined to live close, spend more money and enjoy expert-level services. It is natural for customers to see celebrities coming, but the superiority of this new planning service model is sometimes not ideal in actual operation. One of the key factors is the confusion of customers' control and grasp of various expert services, which is the important role and function of the planning director of the expert group. For the effectiveness of the work of the expert group and the interests of customers, the idea of standing up and telling yourself has sprouted. Customer: What can I do for you? Peter drucker, the most famous contemporary western management consultant, famously said: I don't solve problems for customers, but define problems for customers. I think the first task of the planning director is to temporarily avoid the specific requirements of customers, first discuss the problems to be solved and the expected goals with customers, and then design what to do and how to do it in turn according to the resources that customers currently have. In other words, define the planning objectives first, and then define the business boundaries. Discussion on acceptance criteria Because the acceptance criteria are too flexible, customers and "outsiders" often argue over the handover of the scheme. The original good partners ended up unhappy, full of grievances and complaints. Therefore, it is the responsibility of the planning director to discuss the acceptance criteria with the customer when delineating the business boundary, and form a memorandum of the discussion results, which will serve as the evaluation basis for mutual recognition when handing over the project in the future. How to check and accept the planning scheme has always been a difficult problem for customers. Planning is a kind of software design, and its quality and effect are difficult to evaluate. The best test standard is the implementation effect, but there are too many limiting factors. If the cycle is too long, the implementation of brand strategy, CIS design and other programs will take at least a few months to show the effects one by one, and the handover of project cases has been completed long before this. There are many methods and bases for the formulation of acceptance criteria, such as taking the classical model as the reference system, combining quantitative and qualitative related indicators with small sample sampling, and so on. But I think the truly effective acceptance criteria should be based on the target system, that is to say, the overall goal and sub-goals of the project should be clearly subdivided, and then the feasibility, effectiveness and efficiency of various designs proposed by the project should be evaluated, so as to safeguard the interests of customers and prevent the rigid tendency of acceptance criteria. Recently, we planned a marketing strategy for a group enterprise. Considering that the market research project is highly professional and relatively independent, I entrusted the discussion of business quantification and acceptance criteria of this project to the research director. As a result, the contract was signed and the advance payment was collected. However, I found that there are many disadvantages. On the one hand, it is greedy for perfection, on the other hand, it is not targeted enough. Second, the number of samples is too large and the sampling stratification is unreasonable. Third, the acceptance criteria are rigid and unrealistic. And it will have a negative impact on the survey results. For example, according to the contract, tens of thousands of questionnaires need the real names and contact information of the respondents, and customers need to extract 10% of them, which will not only cause great difficulties to the investigators' work, but also affect the authenticity of the questionnaires. What is the market research for? Used to provide information for the formulation of marketing plans. The contents of the survey should match the contents and objectives set in the marketing plan. The evaluation criteria should be whether the survey results are true and effective, and whether the information provided for the marketing plan is comprehensive, in-depth and reasonable. As for other gaudy articles, they should be deleted. God bless me, I finally persuaded my clients to completely adjust and redesign the investigation scheme and acceptance criteria. Otherwise, the consequences will be unimaginable. Complete business, contact some "outside brains" and promote textualism. Once the text is on the client's desk, everything will be fine. Some customers practice nanny, and regard the planner as a nanny. No matter how big or small it is, we expect the "outside brain" to solve it personally. The project is for the customer, and the carriage has to be driven by the customer himself, so the reins must be completely in the hands of the customer in the end. As the planning director, we should pay full attention to the adaptation of the overall plan to the customer's ability and resources in operation, and spare no effort to realize the gradual integration with customers before and after the plan planning. This is a highly technical and responsible job, and it is also the unshirkable business responsibility of the planning director. The first real thing that a planning director can do for customers is to help customers define business boundaries, which is a basic technical skill and a professional ethics. Customers usually seek services with specific requirements. This requirement may be content-oriented, such as the listing of new products, or it may be formalized, such as the listing plan of new products. In short, customers often have their own set of ideas, so that planners can do something specific. The purpose of planning is to design effective methods to solve problems. Peter drucker, the most famous contemporary western management consultant, famously said: I don't solve problems for customers, but define problems for customers. I think the first task of the planning director is to temporarily get through the specific requirements of customers, first discuss the problems to be solved and the expected goals to be achieved with customers, and then design what to do and how to do it in turn according to the resources that customers currently have. In other words, define the planning objectives first, and then define the business boundaries. If the customer's goal is to make their new products sell well in a short time. The function, price and packaging of its products are ideal, and the sales team and sales channels are mature, so the secondary planning should provide a marketing plan with advertising, public relations and promotion as the core content. If the customer's goal is to make their products have a strong sales force in a long period of time and maintain a leading position in similar products, then this plan will complete the crystal brand plan including the marketing plan. [1] [2] [3] The next page is based on achieving effective goals. The content and business scope of the project finally proposed by the planning director may be larger than the initial requirements of customers, or smaller than expected, and even the content may be far from the initial ideas of customers. For example, an enterprise in Jiangnan asked us to guide CIS operation. After a preliminary investigation and evaluation of enterprises, I think the conditions for enterprises to fully introduce CIS are not yet mature. An enterprise is too small and its organization is extremely unstable. Second, the quality of middle-level cadres in enterprises is low; Third, the industry positioning is unreasonable, and enterprises are likely to adjust their main business direction in a short time. Accordingly, I suggest that enterprises should first design a plane system and formulate a marketing plan, so that products can stand on the market with dignity and seek as much sales profit as possible at the lowest cost in a certain period of time, and then consider the design of other contents when enterprises are further developed. Another example is that a state-owned enterprise in the northeast has just completed the merger, and the employees' mood is very unstable. The employees of the original enterprise are worried that the merger will affect their original income and treatment, while the employees of the merged enterprise are worried that they will be discriminated against and left out in the new enterprise. This state-owned enterprise hopes to stabilize the morale of the army by guiding the operation of the Commonwealth of Independent States. Finally, my suggestion is to absorb the essence of MIS, BIS and public-private relations, design an effective corporate culture system, aiming at improving public relations and increasing corporate cohesion, and then complete the strategic planning of the enterprise according to the comprehensive situation after the merger. Then, it is logical to guide CIS in an all-round way. There are two motives for customers to hire external brains to plan and operate for them. One is based on their own needs; The other is influenced by people's lobbying or media propaganda. Generally speaking, the former is more practical and easier to reach an understanding with the planning director; The latter is blind and easy to "theme first". For example, in the previous paragraph, CIS was heated up, and some enterprises tried to guide CIS indiscriminately regardless of their own specific conditions, as if introducing CIS was a good medicine to cure some shortcomings in enterprise management. In this case, I hope that the customer will respect the opinion of the planning director, because the director of the enterprise will fully consider the actual situation of the enterprise and the effectiveness of solving problems when delineating the business boundary, and seek a balance between the two. Breaking this balance easily will waste resources or affect the effect of the plan. No matter how good the planning scheme is, it will eventually be implemented. The project is for the customer, and the carriage has to be driven by the customer himself, so the reins must be completely in the hands of the customer in the end. In other words, planners must fully consider the integration with customers when designing various schemes, and even design the links and methods of integration with customers in the planning scheme. Only in this way can the project play its due role, otherwise, there will be some foreign monks in the expert group or design company, and the monks in the temple will curse. Frankly speaking, at present, many planning operations are not working satisfactorily in the integration process, which has caused customers' dissatisfaction and disappointment with the "outside brain". In fact, there are two main reasons for this phenomenon. On the one hand, it is textualism from the "outside brain". Some foreign planners put the end of their mission on the transmission of texts. Once the text is put on the customer's desk, even if everything goes well, how to implement it has nothing to do with yourself. On the other hand, it is the nanny from the client. Some customers pin all their hopes on the outside world, or regard planning cases as treasures, ranging from macro-control to employee housing allocation, and can find answers in planning cases; Or treat the planner as a nanny, and count on the "outside brain" to solve it personally, regardless of major issues. Once things don't go well, you can completely deny the outside brain and be done. Therefore, as the planning director, we should pay full attention to the adaptation of the overall plan to the customer's ability and resources in operation, and spare no effort to realize the gradual integration with customers before and after the plan planning. This is a highly technical and responsible job, and it is also the unshirkable responsibility of the planning director. My working experience in this field is: exert influence imperceptibly and try my best to replace flowers with grass. There are four common practices: first, unify thoughts. From planning demonstration to project acceptance, from design description to investigation and interview, we will seize every opportunity and link of contact and discussion with customers, and convey the leading ideas, important intentions, methods and principles and implementation points of this plan to customers' senior managers and executives as accurately and thoroughly as possible, so that they can fully understand and reach a * * * knowledge, so that customers can play freely in future implementation operations. Second, adjust the mechanism. Some large-scale planning often involves the strategic adjustment of customers. In order to effectively implement this kind of planning scheme, I often advise customers to adjust or establish corresponding institutions according to their needs. For example, I have planned a complete brand plan for a southern enterprise, and the enterprise only has a sales department focusing on product promotion, so I propose that the enterprise set up a brand management Committee. The original sales department was divided into planning department and marketing department, and accepted the direct guidance of the Committee. The planning department is responsible for creatively implementing the established product quality plan, conducting daily brand strategy and strategy research, and making suggestions and plans at any time. The marketing department is responsible for the implementation of the marketing plan, and after summarizing the market feedback and related information, it will inform the planning department of the Committee at any time. Third, cultivate talents. I have a habit. No matter how big or small the business is, whether it is complicated or simple, I will definitely invite a training director with extensive knowledge, rich practical experience and well-trained training skills to accompany me. As soon as the planning business is carried out, the training work will also be carried out. Training is divided into full-time training, intermediate training, advanced training and special training. The training time is as short as one day and as long as six months. In short, everything is based on actual needs. For example, for customers who implement brand planning, in addition to regular training, we are also responsible for training one or two brand managers for customers, and sometimes even training the manager of personnel training department for customers, so that customers can have the function of "hematopoiesis". Fourth, provide advice. As the planning director, I will try my best to provide necessary consultation whenever there are problems related to our project, whether during or outside the contract execution period. I think this gesture is not only out of responsibility, but also a treasure and love for my work. As long-term consultants, customers should cherish the friendship with planners who have served them, regard them as self-knowledge and even regard them as long-term consultants. The benefits developed from them are far from being measured by money. Previous [1] [2] [3] On the next page, in my clumsy book Loneliness of a Planner, I warned planners not to make friends with clients. What's more, blood is thicker than water, and the two sides blurred the standard of cooperation, and finally turned against each other, which made them extremely sad. However, after the planning business is over, I suggest that customers should make friends with the planner. After a comprehensive and in-depth planning of customers, the planners, especially the planning director, are very familiar with the situation of the enterprise and have established certain feelings. In most cases, planners will be happy to continue to serve customers. Even if this service has little commercial benefit, it may be an extension of business, but it is more likely that customers will pay close attention to new ideas and new ideas, or even use their special relationships and special functions to match customers. 1in the spring of 995, I traveled to Tibet and found a wild plant with great development prospects in Tibet. I immediately went to a certain unit of the Tibet Military Region to visit the experts who studied this wild plant. After in-depth discussion, I confirmed the feasibility of its development and the technical guarantee of its collection, refining, transportation and production. After I came back, I drafted a new product development plan, submitted it to my original customer, and introduced a partner to this customer. A dedicated planner will bless his clients in his heart, because there is not only Marion effect, but also a truth that all losses will lead to all glory. In this sense, the planner is also the follower, notifier and proposer of the customer crisis. An enterprise in the north fought a sensational news lawsuit with its competitors. At that time, I was the chief planner to deal with the crisis of this enterprise. After gaining the advantage of public opinion, the leaders of this enterprise were completely immersed in the joy of victory. I don't know that my opponent is secretly accumulating strength, deploying troops and dispatching troops, and launching marketing offensives in major markets. I calculated according to the relevant information, because the previous advertising investment is too large, the opponent has been heavily in debt. Fighting a war of attrition in the market won't last three months at most, but this opponent is very powerful. If we immediately organize our forces, strengthen the control of channels, and match them with appropriate public relations advertisements, then our opponents will have a hard time, at least they will completely lose their attack power. Unfortunately, my suggestion was ignored. Now my opponent has become a tiger, but my client has gone to the west. This incident has greatly stimulated me, and I have been earnestly borrowing it after thinking about it. Customers should cherish the friendship with planners who have served them, regard them as confidants, and even hire them as long-term consultants. The peripheral benefits developed from them are far from being measured by money. Good cooperation lies in effective communication, and effective cooperation lies in mutual recognition and tacit understanding. The operation mode of expert group is born in line with the demand of planning market for efficient and high-quality services, and its advantages and great potential are self-evident. I hope that customers can make full use of this service resource, and every expert in the expert group can give full play to their talents in the service. This is the original intention of my confession as the planning director. Kong Fanren, Director of Public Relations Planning: Kong Fanren, Career Planner. Part-time associate professor of Hangzhou University, teaching master planning, interpersonal communication, general public relations and other courses. Hangzhou Creative Research Association is a valuable person. At present, he works as a planning consultant for more than ten large domestic enterprises. He has presided over the large-scale planning work of China Feiyue Sewing Machine Group Co., Ltd., Huali Group, Hainan Xinlong Nonwoven Industrial Co., Ltd. and other domestic leading enterprises and other enterprises, covering CIS introduction, brand strategy, enterprise development planning, marketing strategy, public relations advertising activities, etc. The "Taiyi Plan" planned for Huali Group was awarded the "Gold Award in the Second China Best Public Relations Case Competition" by China International Public Relations Association. Together with Yu, Yu, Wen Decheng, etc., they jointly planned and created C, S and H courses which were praised by the media as "China version of Dell Cassaki course", and they were taught in more than 200 universities, colleges, enterprises and organizations all over the country, which were well received. He used to be the general manager and planning director of two public relations advertising companies, such as Jiang Daily Xinyida Advertising Company, and the director-general of public-private relations selection activities for ten years of outstanding enterprises in China. He is the author of Monologue of a Planner and directed China's first series of large-scale public relations feature films, Entering the World Village and Public Relations in China. He is currently the director of public relations planning for Sales and Marketing magazine. Previous [1] [2] [3]