Listening begins at home.
Listening begins at home.
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聆听从家里开始。
DOI：
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发表时间：
2003
影响因子：
14.7
通讯作者：
Chris T. Allen
中科院分区：
文献类型：
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作者：
James R Stengel;A. Dixon;Chris T. Allen
宝洁公司长期以来一直被认为是营销界的主要力量和营销人员的主要培训基地。但在2000年夏天，随着宝洁前15大品牌中一半的市场份额下降，员工士气低落，公司高管意识到营销组织陷入了困境。培训项目被大幅缩减，在某些情况下甚至被取消，员工在职业阶梯上快速晋升，没有足够的时间来发展和磨练他们的技能，辅导几乎消失了，营销职业道路也失去了声望。为了重建宝洁的营销实力，首席营销官的接班人詹姆斯·斯坦格尔（James Stengel）开始与辛辛那提大学的教授克里斯·艾伦（Chris Allen）和安德烈·狄克逊（Andrea Dixon）合作，制定一项新的培训计划，以弥补营销机构的弱点。但当这两位教授开始采访宝洁的高管时，他们发现，制定该营销集团复苏计划的计划并非基于数据，而是基于公司总部少数人的直觉。因此，开始了宝洁营销史上最全面的内部研究奋进。利用公司现有的消费者研究流程，艾伦和狄克逊跟踪员工，进行一对一访谈，举行焦点小组会议，并对3,500名营销人员进行调查，以了解公司做得对和错，以及对员工最重要的是什么。结果导致了宝洁公司60年来最彻底的营销组织重新设计。在这篇文章中，作者探讨了倾听员工的价值--真正倾听他们的声音。他们的结论之一是：一个结构化的研究过程可以告诉你员工的真实想法。
Procter & Gamble has long been regarded as a major power of the marketing world and a prime training ground for marketers. But in the summer of 2000, with half of P&G's top 15 brands losing market share and employee morale in ruins, company executives realized that the marketing organization was in trouble. Training programs had been dramatically downsized and in some cases eliminated, employees were being fast-tracked up the career ladder without sufficient time to develop and hone their skills, mentoring had all but disappeared, and the marketing career path had lost its prestige. In an attempt to rebuild P&G's marketing strength, James Stengel, the heir apparent to the chief marketing officer position, began working with University of Cincinnati professors Chris Allen and Andrea Dixon on a new training program to fix the weaknesses in the marketing organization. But when the two professors began interviewing P&G senior executives, they discovered that the plans in motion for mapping out the marketing group's recovery were based not on data but on the intuition of a few individuals at corporate headquarters. So began the most comprehensive internal research endeavor in P&G marketing's history. Using the company's existing process for consumer research, Allen and Dixon shadowed employees, conducted one-on-one interviews, held focus-group sessions, and surveyed 3,500 members of the marketing staff to learn what the company was doing right--and wrong--and what mattered most to its people. The results led to the most sweeping redesign of P&G's marketing organization in 60 years. In this article, the authors explore the value of listening to employees--and truly hearing them. One of their conclusions: A structured research process can show you what's really on employees' minds.