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Posted by wlsqfjaru
- April 11, 2011, 04:26:30 PM_2405
Series of sales expense management - Profit control is good policy it?
bar head: no fee so there is no sales no sales before VS does not give you a lower cost
: cost reduction, the target was able to fulfill the
higher: negative profit sales, of course, cut costs
one case
a domestic well-known fast moving consumer goods company East Region Regional Manager of the Year wrap-up scene.
in excess of 1.3% (closest to the goal of a). to take this opportunity, we must make good summary of pros and cons of this year, hope that we can speak freely, to find the cause, make a turnaround this year has laid a good foundation. Having paused for a few minutes to see everyone head down, then continued, article/article_ad_4.asp'-->
(You are not allowed to view links. Register or Login) | / darticle3/list.asp? id = 57853 | 56
plan was dismembered pieces, such as the Spring Festival last year, I planned to Carrefour, Tesco,You are not allowed to view links. Register or Login, a new supermarket had to buy a good and Sanjiang Duitou, but afterwards, the company will Carrefour, Tesco, a new good three large Marketplace - Ningbo A-end real costs are cut, even though television advertising is implemented as planned, production and sales may be missing a number of the terminal support, how can I complete the sales indicator? also new products A ads only 3 months, due to be discontinued sales did not meet expectations, resulting in the 3 months of advertising costs are undone by ... ...
I figure a little, put the actual cost of the year was 169 million ... ... cost of sales for sale Bo Rui Management is one of columns Manager - Lee is the best policy in the run up the line of control? .
heard this, Ye Kaihua not go to listen a bit, then said: , not because our sales goals are not completed as planned? There is no plan to achieve targets is the reason the company plans to cut costs it ... ... important responsibility, as we did on the sales estimates are not accurate, but I personally feel that the company does in fact reduce the cost of our program to a large extent affected our goal to complete ... ...
... ...
Second, the exploration for
haunt us, more importantly, we can not find a way to break through the shackles, therefore, want to hear your views.
annual / end of the quarter to develop in the coming year / quarter sales target, and also according to the requirements of the basic input-output ratio to determine the total cost, and accordingly the target and the cost allocated to each region, each region according to the sales and cost of decomposition to the month and reported, the approval and implementation, and then monthly or quarterly sales and costs in a timely manner to adjust the cost of the next month or quarter use. This means that, if only to achieve the expected goals last month 70% of the cost of the month you plan to use a large number of the annual plan had to cut the cost of the plan this month, right?
cost reduction plan next month, is not entirely correct, as the regional manager of my right to use them as planned costs - the company is still my main assessment based on an annual performance evaluation, but the problem is to let go let them do it, there is no guarantee of its sales goal will be to complete it! years ago I have had painful lessons in this regard, there was also a regional manager and I said so, because I have been optimistic about his ability to let go of the results the implementation of its plan for a year, the results of 32.5% cost overruns ... ...
seems that all the reasons is that both of the annual plan to be completed - if the monthly / quarterly objectives of the project can be completed if, then all problems will be solved, but in fact, it is impossible, no matter who or that the company will be able to fulfill a goal, when that sense, the formation of this loop is inevitable. But why some companies will not be such a cycle, and we are bound to do ? To solve this 'knot' to be the premise of this loop hole to promote the essence of analysis of the causes.
Series of sales expense management - Profit control is good policy it?
bar head: no fee so there is no sales no sales before VS does not give you a lower cost
: cost reduction, the target was able to fulfill the
higher: negative profit sales, of course, cut costs
one case
a domestic well-known fast moving consumer goods company East Region Regional Manager of the Year wrap-up scene.
in excess of 1.3% (closest to the goal of a). to take this opportunity, we must make good summary of pros and cons of this year, hope that we can speak freely, to find the cause, make a turnaround this year has laid a good foundation. Having paused for a few minutes to see everyone head down, then continued, article/article_ad_4.asp'-->
(You are not allowed to view links. Register or Login) | / darticle3/list.asp? id = 57853 | 56
plan was dismembered pieces, such as the Spring Festival last year, I planned to Carrefour, Tesco,You are not allowed to view links. Register or Login, a new supermarket had to buy a good and Sanjiang Duitou, but afterwards, the company will Carrefour, Tesco, a new good three large Marketplace - Ningbo A-end real costs are cut, even though television advertising is implemented as planned, production and sales may be missing a number of the terminal support, how can I complete the sales indicator? also new products A ads only 3 months, due to be discontinued sales did not meet expectations, resulting in the 3 months of advertising costs are undone by ... ...
I figure a little, put the actual cost of the year was 169 million ... ... cost of sales for sale Bo Rui Management is one of columns Manager - Lee is the best policy in the run up the line of control? .
heard this, Ye Kaihua not go to listen a bit, then said: , not because our sales goals are not completed as planned? There is no plan to achieve targets is the reason the company plans to cut costs it ... ... important responsibility, as we did on the sales estimates are not accurate, but I personally feel that the company does in fact reduce the cost of our program to a large extent affected our goal to complete ... ...
... ...
Second, the exploration for
haunt us, more importantly, we can not find a way to break through the shackles, therefore, want to hear your views.
annual / end of the quarter to develop in the coming year / quarter sales target, and also according to the requirements of the basic input-output ratio to determine the total cost, and accordingly the target and the cost allocated to each region, each region according to the sales and cost of decomposition to the month and reported, the approval and implementation, and then monthly or quarterly sales and costs in a timely manner to adjust the cost of the next month or quarter use. This means that, if only to achieve the expected goals last month 70% of the cost of the month you plan to use a large number of the annual plan had to cut the cost of the plan this month, right?
cost reduction plan next month, is not entirely correct, as the regional manager of my right to use them as planned costs - the company is still my main assessment based on an annual performance evaluation, but the problem is to let go let them do it, there is no guarantee of its sales goal will be to complete it! years ago I have had painful lessons in this regard, there was also a regional manager and I said so, because I have been optimistic about his ability to let go of the results the implementation of its plan for a year, the results of 32.5% cost overruns ... ...
seems that all the reasons is that both of the annual plan to be completed - if the monthly / quarterly objectives of the project can be completed if, then all problems will be solved, but in fact, it is impossible, no matter who or that the company will be able to fulfill a goal, when that sense, the formation of this loop is inevitable. But why some companies will not be such a cycle, and we are bound to do ? To solve this 'knot' to be the premise of this loop hole to promote the essence of analysis of the causes.