砍掉成本(精简版)（Cut costs (LITE)）
The first chapter is about veral important figures that managers should ize
Managers in March, in addition to the familiar terrain, but also familiar with your equipment, food and ammunition. Catch a few more basic and important numbers and you'll be safe. The first is the cash flow and the breakeven point. A lot of times, you have to wait until the financial statements come out every month before you know how the company has been doing recently. But the drop in time is likely to affect your decision-making speed. If you can ask the financial officer to provide the company's profit and loss balance analysis, you can immediately determine whether or not to make money or lo money during this period.同意
Followed by bank statements and backlog of orders. Every month the bank nds you the bill, so don't think the accountant will check it. As a matter of fact, everyone is busy doing a lot of work every day, and no one will pay attention to this important work. It's possible that your company hasn't checked the company's account for years. Orders, some orders came in, but has not been dealt with, so as to delay delivery. As long as you ask to e the backlog of orders, you can e if there are any problems with the company and how rious the problem is.
Then there is the product inventory and return record. The stock is appropriate. There is a strict standard of calculation. Let your financial personnel count it, but you should always be aware of the adequacy of the company's inventory. Return records are equally important. If the quantity of returned goods increas, it indicates that there is a problem with
internal quality management. Therefore, the number of returns is the key, not to wait until the problem develops to deal with.
Finally, the product sales and the number of employees. If you usually only look at the revenue report, there may be a lot of pitfalls lurking in it. For example, although turnover continues to increa, sales are actually declining and market share is decreasing. As a result, entrepreneurs must regularly track their sales volumes before they have a clear grasp of the company's business. The number of employees is a very easy to ignore data. Every month to calculate how many employees. As business grows, the number of employees employed by the company may increa imperceptibly, and even as business does not increa, the number of employees continues to increa quietly. Ask your subordinates to give you a statistical chart each month to keep you in line with the number of employees and the growth curve. Look, the company is not in excess of.
(end of this chapter)
The cond chapter deals with chopping and chopping hands
Many people have misconceptions about the u of financial personnel. In your impression, to be loyal to you, and to do the financial statements well, even the best financial personnel. However, this is only the tip of the iceberg of financial staff. You ignore the responsibilities of too many financial professionals and do not allow them to play a more important role in the company. What is the spirit of management? Control. Financial staff is not only the summary, more important is to control the process, he will do the budget, cost
田径训练control, cost control, to control cash flow, investment direction, to control the corporate debt scale, only control the process to control the results. You need not only a financial accountant, but also a management accountant. Management accounting is to bring a knife, will u a knife, and in the face of control costs, financial accounting hand chicken knife.
You need to t up a professional killer in the enterpri. From the first day of your business, you'll take cost control as a big deal. You'll have to find a full-time person to manage the costs. His task is to cut costs. The purchasing cost is too high. Let him cut it; the stock is high; let him chop it; the office costs too much; let him chop it. Don't talk, don't leave troubles, cost as much as possible to kill
the devil. The killer must be professional. Some entrepreneurs like themlves as killers, but in fact it is impossible. You have to busy a lot of things, sometimes think of, and wield your arm to cut a knife; when something is not available, the knife is rusty; sometimes good luck is cut, and sometimes bad luck cut off the crooked. You don't derve the knife of the professional killer.
Only one of the three employees creates value, and the cost of an employee is five times that of his salary. I have always advocated cutting hands, how many can chop, cut how many, want to cut how many, cut how many, cut every year, cut every month. Be ready to chop people at any time. Never can't be enough. Remember the words: Super is like the water in sponge, if you squeeze, always some. Some entrepreneurs in not mature, dare not face down to cut staff, for some incompetent staff, no courage and determination to dismiss, low efficiency, finally
a pool of stagnant water.
Chop hands, not hacking. You have to let go of people sincerely convinced, leaving people not confound. Therefore, quantitative indicators should be ud as the standard. Staff who are difficult to quantify for office logistics, rvice personnel, curity, etc., can allow employees to list their jobs and responsibilities and map the proportion of time allocated to a chart.
What are your job responsibilities? What are the main responsibilities? What is condary? How much time do you share? Finally, write everything from the beginning of the day to the end of the work, each hour. If you can't write it out and show that your work is not measured, we can consider whether there is any need to t up this job, and you have no need to exist. As a result, any employees have nowhere to run.
(end of this chapter)保险购买车险
The third chapter, cutting agencies, cutting meetings
好的国货护肤品
As a team grows, the organization will increa; institutions increa and leadership increas; then efficiency slows, decisions slow down and work shifts. There are three main reasons: first, bloated blindly expand, motionless increa manpower; cond, not to recruit the best and can take charge as chief of staff, for example, can not move to complete 8 million sales alone, and recruit 8 only completed 1 million sales people; third, no through quantitative performance, employees, team has not formed a profit center and value center,
so that more people in the vicious spiral.英语动词词组
山水风光
The general manager will not have a deputy general! If you need a vice president, ask a department manager for a part-time job. In other words, with special hire or promote a person do not give you the vice president, the Department Manager a title is a bit bigger, so the outstanding performance of the Department Manager to get personal satisfaction, nominally gets a promotion, but also to other management personnel in the direction of. At the same time, such vice president is more familiar with the business that he is responsible for, and is clor to reality. Don't stint titles, give them a few more, and they'll work harder.
韩国启明大学
Boss often feel that time is not enough, so let your employees have the same feeling, do not let them feel very difficult to work. The first class for new employees is to cultivate the concept of time, requiring them to calculate every minute, and take each day as the last day of their lives. The biggest cost is the time cost, the most waste of time, the cost of the meeting. "Meeting without discussion, meeting without discussion" is a common problem in enterpri meetings. Meetings are not for discussion, meetings are for you to come to an agreement. Try to get as many people as possible, attend meetings as long as possible, and ensure that every meeting has a result. The nior executive should be able to finish the meeting within 30 minutes and solve the problem.
Mountain of the a, is the most tortured enterpri's bad habits. Of all internal reports in the enterpri
装饰花藤, 75% are unnecessary. You should adopt the most direct and practical
