1. Management guru Peter? Drucker said that business operators only need to do two things, the first is to sell, and the second is to control costs.
2. In the era of meager profit management, the fight is frugality!
3. Managers' control and respect of accounting knowledge, control of positive cash flow and company budget are the most basic elements.
4. According to Jack? Welch's performance evaluation model, which evaluates the performance of employees every year, is divided into three types: one is the best and top enterprise with 20% employees; The second kind of people account for 70%, and these people are suitable and good in their team; The third group accounts for 10%, and its performance is the worst.
20、70、 10。 Treat these three kinds of people differently. 20% employees get a raise! Bonus! Give stock options! Promotion! Give them more opportunities! Higher platform! For 70% of the middle class, strengthen training, evaluation and performance appraisal. In 70 years, we can also divide them into 20, 70, 10, and let them strive to become the top 20%. And the remaining 10% employees, cut them off! After 10- 1, your performance is definitely greater than 10! 9- 1 > 9, 8- 1 > 8 ... and so on.
The judgment of the overall state of employees is shown in the following table:
Performance and efficiency description
unsatisfied
(10%) lack of interest in work, lack of initiative, and sloppy work.
Mistakes often occur, and so do the same mistakes.
His (her) slackness drags down the work of others in the department.
If we continue to keep this person, the whole department will be greatly affected.
ordinary
(70%) to complete the work, can complete the basic tasks and work links.
Independent, able to complete daily work independently, but sometimes need supervision.
Occasionally, some mistakes will not lead to serious consequences.
Colleagues are basically satisfied with his (her) work status and results.
excellent
(20%) can design and plan and control the overall situation.
Performance knowledge can only be acquired through long-term work experience.
Able to work perfectly with almost no supervision and achieve outstanding results.
If there is a vacancy in a higher position, he or she can be the first to be considered.
The real humanized management is not to let employees relax, not to encourage employees to covet comfort, but to give employees a stage of fair competition and reflect efficiency!
6. The overstaffed organization mainly comes from three obstacles:
The first obstacle is blind expansion and increasing manpower at every turn.
The second obstacle is the failure to recruit excellent and independent employees. In the process of recruiting employees, the dwarf policy is always adopted, and people who are lower than themselves are always recruited, so the more they recruit, the lower they get.
The third obstacle is the inability to quantify performance.
7. "The superior does not arrange work, and the subordinate waits; The superior does not give instructions, and the subordinate does not implement them; The superior does not ask, and the subordinate does not report; If the superiors don't check, the subordinates will drag on. If you do more things, you will suffer more. If something goes wrong, you will find an excuse. There is nothing wrong with following instructions, and no matter how big the responsibility is, it can be shared. "
8. Empty your office. There are only two possibilities for the function of a department: one may be a profit center and the other may be a value center. The so-called value center, such as the finance department, the finance department is the department that controls costs, and the chief financial officer is always responsible for the cost control of the whole company. Let the office staff be like a supermarket, leaving only the cashier!
9. mcpherson said, "I mean to let employees do it. In a manufacturing department, who knows how to operate machine tools, how to maximize output, how to improve quality and how to save materials better than machine tool workers, material managers and maintenance workers? "
Mcpherson asked all department managers and all members of the department to hold a face-to-face meeting once a month to discuss the details of the company's work directly and concretely. Mcpherson emphasized: "Don't be arrogant, close your eyes and ignore bad style. This is the secret of keeping the company young."
10. Use everything from others! All external digestion! You should be open-minded and give some benefits to your collaborators! In this way, you will reduce risks, improve efficiency, and you will get more!
Think about it, why many big international companies prefer to take a taxi instead of buying a car. Some time ago, I lived in Manhattan in the east, where there were many CEOs of international companies. I saw that none of them drove their own cars. Renting a car feels expensive, but it is not, because it is a one-time expenditure, which is much better than turning fixed assets into liabilities.
1 1. The simplest and most effective method is repetition. The first core business; The second core product; The third core customer. Don't hesitate to do it at once!
12. The biggest companies in the world usually have one thing in common, that is, they all focus on one business. They concentrate their life energy and painstaking efforts on their unique core advantages, and others know how to cooperate.
/kloc-more than 0/35,000 yuan must be purchased by more than five suppliers, one of which must be new, and we are constantly developing suppliers. Because of the emergence of new competitors, these suppliers have become very active and dare to reduce prices.
14. The selection of suppliers is the central task. Suppliers also have demons and angels, and it is not so easy to distinguish between profit angels and cost demons. Suppliers are all dressed up all day! Good suppliers will reduce your costs and attract profits; Poor suppliers increase your cost and even bring you trouble.
15. What you buy will never be sold.
16. slimming early know: 20/80 principle. In everything you face, there are an important minority and an unimportant majority. Concentrate management resources on the important few, spend 80% of your time and energy on the most important 20%, and you will get 80% return; On the other 80%, only 20% energy is needed.
Basic rules of ABC project
Subject content
Class A projects with control: strict control, the most complete records (including supplier costs and competitor costs), top-level supervision and bidding.
Class B goods: strict control, the most complete records, supervision by the purchasing manager, and frequent bidding.
Class C goods: strictly controlled, generally recorded, supervised by the purchasing manager, and subject to tender as the case may be.
Category A items of purchasing records: the most accurate, complete and detailed records, updated in real time, and strictly controlled transaction documents, scrapped losses, receiving and dispatching.
Class b: normal record processing.
Class c articles: simple records
Priority gives Class A projects the highest priority among all activities.
Class B items only need to be handled normally and given the highest priority only at critical moments.
Give the lowest priority to class C items.
17. Everything is done in advance, and it is abolished if it is not planned. When the cost occurs, if you want to control it, you have to undergo major surgery. Post-event control is not as good as post-event control, and post-event control is not as good as pre-event control. Pre-control means cutting the budget.
18. Zero inventory, you are invincible. In the era of product surplus, any kind of product is surplus. Therefore, it is foolish to have inventory at all times.
In the IT industry in 2005, there was one thing that everyone talked about. The blue giant IBM, the most powerful computer manufacturer in the world, actually sold its notebook business to Lenovo in China! The performance of this "snake swallowing elephant" drama is not IBM's charity to Lenovo, but what its notebook business has to give up.
IBM met Dell Computer, one of the biggest competitors in the industry. Under the attack of Dell, IBM surrendered. But some people say that IBM's failure is not lost elsewhere, but in inventory.
Dell computer challenges IBM, and the most powerful weapon is zero inventory. The so-called zero inventory is a new marketing model adopted by Dell: market first, product later. Our usual method is to make the products first and then sell them to consumers, but not today. Today's era is already a customer-centered era, and products have long been surplus, and any products are redundant. Therefore, Dell itself does not produce any computers, does not process any computers, does not supply any computer parts, and does not manufacture external or internal parts of computers. It concentrates its energy and time on one thing, taking customers as the core.
Internet, telephone and direct mail, Dell only does three things. Understand the customer, predict the customer's demand, tailor it for the customer, and then pass the customer's demand information to its suppliers and manufacturers, who will manufacture products according to the instructions issued by Dell Computer Company. After that, the supplier will pass it on to the dealer, and then pass it on to the customer through the dealer. The whole process was under the control of Dell, but it didn't take over any tangible products, so it achieved zero inventory and beat IBM, invincible and impeccable.
19. Do you want to link the inventory with the manager's bonus and welfare, or do you want to link it!
20. Safety stock = (estimated maximum daily consumption-estimated average daily normal consumption) × estimated order lead time.
The lead time for ordering is the number of days before ordering. How many days in advance do you say hello to the supplier, and he can guarantee delivery to you.
For example, if an enterprise orders a raw material needed for its production, the expected lead time is 10 day, the average daily consumption is 16 kg, and the maximum daily consumption is 20 kg, then the safety stock = (20- 16) × 10 = 40 (kg).
According to the needs of production, the minimum inventory of an enterprise should be safety inventory plus normal consumption in the early stage. Then, the minimum inventory of an enterprise should be:
(16× 10)+40 = 200 (kg)
In other words, your company's inventory is best in the early 200 kg, when your cost is the lowest. When the inventory of your enterprise drops to 200 kg, you should place an order immediately. Otherwise, there will be no food to cook.
Work out this number and strictly control it!
2 1. slimming story: the transformation of miss Avon
In 2003, Miss Avon's slimming plan was a great success. She has reduced her "fat"-the operating cost is 30%! And most of it comes from the reduction of logistics costs.
1998, Miss Avon was still a chubby little woman. Her foreign distributors still use the old delivery method-self-delivery and self-delivery. For example, an Avon dealer who lives in Hotan, southern Xinjiang, takes a whole day's train to Kashgar with a lot of money when he goes to the Avon branch in Urumqi to get the goods, and then takes a 12 hour bus to get to his destination, which takes almost a week at a time. The "pain" of dealers is not only the capital cost, but also their time and hard work. They will try their best to pass on these costs. This is undoubtedly kicking the ball to Avon again.
The more obvious "overweight" comes from Avon's own logistics operation system: Avon transports the goods from Guangzhou to the warehouses of branches all over the country by long-distance transportation, and then the dealers pick up the goods in their respective branches. In this case, in order to prevent large-scale shortage, the inventory of branch warehouses is increasing, so it is required to rent a larger warehouse, which makes Avon have to invest a lot of manpower in warehousing, cashier, invoicing and other operations.
Avon must solve the dealer's problem first! To this end, Avon has developed a set of dealer management system (DRM system for short), and drawn up an enterprise logistics solution integrating information flow, capital flow and logistics. Avon calls this solution "direct delivery". Avon has set itself three goals: improving customer satisfaction and reducing enterprise inventory, and integrating information flow and capital flow in one step with the help of logistics reform. In fact, it is to realize the online management of enterprise organization and huge distribution system. Through DRM system, dealers can query product information online, order products online and pay online through banks.
At the same time, Avon cancelled its original warehouses in various branches and changed them into eight regional service centers. Each regional service center covers the product distribution of neighboring provinces and cities. Since March 2002, Avon has been trying the business model of "direct delivery" with third-party logistics providers. The new business process is that the goods on Avon's production line are shipped directly from Guangzhou and stored in eight regional service centers. Distributors all over the world order directly from Avon headquarters through DRM system, and then the headquarters transmits these ordering information to regional service centers. The centers package, sort and inspect the goods ordered by distributors, and then deliver them to distributors within the specified time. Avon dealers who live in Hotan, southern Xinjiang, no longer have to travel long distances, and they carry one hand on their shoulders when purchasing goods. He only needs to place an order online, pay the merchant online through the bank, then wait for the third-party logistics company to deliver the goods to the store within 72 hours, and finally sign for it online.
Miss Avon became slim, lovely and more popular.
22. An enterprise will always have three kinds of scarce resources: first, talents; Second, time; Third, money. These three are always scarce, including Bill? Gates, he doesn't have unlimited people, time and money.