What Is a Regional Marketing Manager?

A regional manager refers to an individual or enterprise with marketing experience ability; or a mature marketing team; or mature market resources in the local area. The area manager is responsible for the company's business development and organizational construction in each area. It has several account managers and local sales representatives to report to the market manager.

regional manager

With the in-depth development of the market economy, marketing has penetrated into all walks of life in society. More and more industries and organizations are building their own marketing networks, and more and more sales area managers have joined the ranks of marketers. For more than ten years in marketing, I deeply feel the importance of setting up a scientific marketing organization structure. Among these issues, the construction of high-quality marketing teams is particularly important, especially the basic quality of the front-line sales area managers. Completing the company's sales goals has a direct meaning and is vital to fostering the company's core competitiveness.

An excellent regional sales manager must have four basic capabilities: marketing planning capabilities, channel expansion capabilities, team leadership capabilities, and public relations capabilities.

1. Sales volume and distribution level in the jurisdiction

2. Regional organization structure operation level

What is the relationship between a channel manager and a regional manager? Should the regional manager obey the order of the channel manager? How does the channel manager work?

In fact, these problems have appeared in the process of introducing the product manager mode in the past. The key is that many companies have not really understood the essence of the "process". They are accustomed to the linear command relationship between superiors and subordinates. I did nt know what I should do. Therefore, when they face the role of product manager and channel manager with the core functions of planning, coordinating, directing, and evaluating, they don't know what to do. Strictly speaking, channel managers and product managers are not in the "command-oriented" management type, but belong to the "process-oriented" management type. They cannot directly issue orders to the sales department because the sales staff can only have one direct supervisor. But by establishing management goals, business processes and management specifications. To guide the sales staff to complete the established work, and to dynamically assess and evaluate key links, to constrain and adjust the behavior of the sales staff as a whole. In essence, this is an "indirect" rather than "direct" management system.

Channel managers must provide clear channel development strategies and goals for regional managers, understand the specific characteristics of different regions, and help them develop appropriate channel expansion models. At the same time, they must also develop standards for channel management. And provide them with continuous training and guidance. Evaluate the effectiveness of their channel expansion, and point them to adjustments and improvements. In addition, in cross-regional channels; in situations of serious conflict, channel managers must also provide a fundamental management system as a whole. At the same time cooperate with the coordination, constraints, rewards and punishments in the process. Fully support the sales of regional managers and remove development obstacles for them. An enterprise with such a strong team of channel managers and regional managers will be invincible.