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MindMap Gallery Capabilities that top management should possess (under study and improvement)
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Capabilities that top management should possess (under study and improvement)
The capabilities that top management should possess, including financial indicators and professionalism that CEOs should pay attention to literacy, Product specifications rowing ability, financial management management capabilities, production operations and supply chain management, etc.
Edited at 2024-02-06 17:41:08
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Capabilities that top management should possess (under study and improvement)
- Avatar Character Relationship Chart
Avatar 3 centers on the Sully family, showcasing the internal rift caused by the sacrifice of their eldest son, and their alliance with other tribes on Pandora against the external conflict of the Ashbringers, who adhere to the philosophy of fire and are allied with humans. It explores the grand themes of family, faith, and survival.
- Zootopia 2 Easter Egg
This article discusses the Easter eggs and homages in Zootopia 2 that you may have discovered. The main content includes: character and archetype Easter eggs, cinematic universe crossover Easter eggs, animal ecology and behavior references, symbol and metaphor Easter eggs, social satire and brand allusions, and emotional storylines and sequel foreshadowing.
- Zootopia 2 Character Relationship Chart
[Zootopia Character Relationship Chart] The idealistic rabbit police officer Judy and the cynical fox conman Nick form a charmingly contrasting duo, rising from street hustlers to become Zootopia police officers!
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- Outline
should have Ability
System match build capacity
strategic management management system
what is strategy
strategic concept
The strategy is generally in the right direction accurate judgments about the future
short term strategy
medium term strategy
long term strategy
Strategy is a set of plans
Goals must be very clear and specific
How much customer service?
What is the sales revenue?
How to drive market growth
The first choice of strategy is a set of plans. The plan has four things: goals, strategies, test standards, and action plans.
Strategy is a business model Solve the problem of how to make profit
(1) Clear value proposition.
(2) Cost model and profit model.
(3) Solve supply chain problems.
(4) Organizational form.
Therefore, strategy is to transform goals, strategies, standards, and action plans into a model. This model includes value proposition, cost model, profit model, supply chain, and organizational form.
The core of strategy is execution
Strategy is a concept
Help everyone form unified cognition and actions, stay consistent, and then communicate with the outside world.
Digital era enterprise There must be two sets of strategies at the same time
corporate level strategy
It is a future-oriented strategy for growth that helps companies still have opportunities to find different growth spaces in an uncertain environment.
operating level strategy
Basically it is reflected in your market and competition, how to achieve goals and achieve growth. The core performance is market strategy and marketing strategy. At this time, corporate strategy and marketing strategy are often combined into one.
Elements of strategy building
Market (focus on target user groups)
Products (improving product performance and functionality)
Technology (forming technology threshold)
Funds (improving the efficiency of the use of funds)
Organization (improving execution)
Talent pool)
strategy type
development strategy
It’s gold, focus on development
Direction of development
Development quality
Development point
Development capability planning and implementation
Development speed
competitive strategy
Is it blood, business layer strategy or SBU strategy?
Cost leadership strategy
Differentiation Strategy
Specialized competitive strategy, target competitive strategy
All-out strategy
Competitive strategies for small and medium-sized enterprises
1. Provide products that customers need more
2. Control costs (operations, production, procurement, logistics, operations)
3. Innovation
4. Cultivate talent from within.
technology development strategy
marketing strategy
Information strategy
Talent Strategy
blue ocean strategy
It's a dream, creating a new environment and a new front
traditional local strategy
price war
Function war
advertising war
promotion war
service war
Category war
strategic core solution problem to solve
Solve the problem of where to go to maximize the room for development (how to develop)
Solve short-term and long-term, local and global issues, The conflict between goals and abilities
How to make profit
The problem of grasping market rhythm
The basic law of market economy is cyclical fluctuations
The basic law of industrial development is that the balance between supply and demand fluctuates cyclically
When supply < demand, companies in the industry make huge profits
During the industry's mid-stage period, companies in the industry invest heavily and new entrants influx.
When supply > demand, there will be excess production capacity, large-scale losses for enterprises in the industry, and survival of the fittest among enterprises in the industry.
In the industry clearing stage, the operating conditions of enterprises in the industry have generally improved, and supply exceeds demand again. Reinvest, replenish, and the cycle begins again.
Enterprise value choice
business model design
Value positioning issues
Cultivation of competitive advantages and construction of competitive barriers
Cost leadership strategy
Differentiation Strategy
Specialized competitive strategy
What kind of competitive advantages will be formed? The potential is based on two aspects:
Customer attention
Comparative advantages of own resources and capabilities
Strategic review and follow-up should be implemented on a monthly, quarterly, half-year and annual basis. When deviations in strategic performance are found, problems should be analyzed from an internal operational perspective, the causes should be unearthed, and optimization and follow-up actions should be taken in a timely manner.
How to control risks
strategy and management The difference between
What problems does management solve?
Reduce costs and increase efficiency.
Strategy always asks the two most important questions
The first is how to create customers and customer value.
The second is how to achieve growth.
strategic planning model 4 steps and methods
The first stage
Determine strategic goals
Vision
position
three year goals
Market planning
core market
Quasi core market
opportunity market
accumulation market
blank market
Product and brand planning
Category
brand
second stage
resource
Brand resources
sales resources
Supply chain and financial operations capabilities
Organizational skills
Operation system
Brand management system
Sales management system
Supply chain operation system
Financial operation system
HR operation system
The third phase
Management system
strategic management system
Organization management system
Management control system
Information system support
Stage 4
culture
group Culture
Construction of corporate brand culture system
implement
Effective execution
The so-called execution ability is the quantification of the implementation of the strategy, and the so-called strategy is to serve your purpose. The so-called purpose service means that you should know what services should be done and what services should not be done. If you don’t even know the direction, you can’t do anything;
How to determine strategy
1. Conduct strategic analysis
corporate level strategy
Based on industry development stage
Based on competitors
Based on customer needs
Based on internal enterprise resources
Make a decision that is roughly in the right direction short term strategy, medium term strategy , long-term strategy
Implement path analysis and how to make profits
Build a cost model
Build a profit model
Build a business model
strategic analysis tools
PEST analysis
five forces analysis
stakeholder analysis
competitor analysis
value chain analysis
radar chart
profitability index
return on assets
Owners' equity
gross sales profit margin
Net profit rate
cost expense ratio
growth indicators
sales revenue growth rate
Pre-tax profit growth rate
fixed assets growth rate
Personnel growth rate
Product cost reduction rate
productivity indicators
sales revenue per capita
Profit per person
per capita salary
security indicators
current ratio
Assets and liabilities
Owner's Equity Ratio
Interest coverage ratio
liquidity indicator
total asset turnover ratio
Fixed asset turnover rate
Current asset turnover ratio
Accounts receivable turnover ratio
Inventory turnover
cause and effect analysis
2. Strategic choice
What to do first, what to do later
What not to do
strategic selection tools
SWOT analysis
Evaluate and analyze the company’s development strategy from 4 dimensions
4 dimensions: internal strengths and weaknesses, external opportunities and threats
Strategic Position and Action Assessment Matrix
SPACE: Select two sets of quantitative indicators from 4 dimensions, to evaluate and select corporate strategies and positioning
4 dimensions
elements of competitive advantage
financial strength factors
Industrial strength factors
environmental stability factors
4 forms
Expansive
Competitive
Conservative
Defensive
boston matrix
universal matrix
V matrix
Market Diversification Matrix
Product market: From 2 dimensions, the market is divided into Four areas, each implementing different strategies
2 dimensions: product (existing, new), market (existing, new)
4 strategies: market penetration, market development, product development, diversification
3. Formulate strategy Implementation Plan
1. Quantify strategic goals (concrete strategic goals
What are the results of successfully implementing a strategy?
What actions are necessary to successfully implement the strategy?
2. List key matters, key people, and key nodes
3. Split into operational-level strategies
Determine execution strategy
competitive strategy
supply chain strategy
Brand strategy
Differentiation Strategy
4. Make a strategic budget
5. Strategic mobilization meeting for strategic interpretation
Ensure strategic intent is effectively communicated
Middle and high-level strategic mobilization will lead to unified understanding and unified action
strategy implementation tools
balanced scorecard
financial aspects
How do shareholders view us?
Assets and liabilities
subtopic
ROE indicator
net profit cash ratio
gross sales profit margin
operating profit margin
operating income growth rate
Short-term solvency
long term solvency
Operational capability
Profitability
Development ability
Customer side
What do customers think of us?
Innovative learning
Do we continue to improve and create value?
Internal processes
What are the advantages we should have?
Gap Analysis
product line gap
Distribution capability gap
change gap
competitive gap
current sales
4. Strategic Review
Quarterly review
strategic briefing meeting
quarterly meeting
Semi-annual meeting
Annual Meeting
Basic Principles of Strategy Formulation
Don’t fight an unprepared battle, don’t fight an uncertain battle
Not leading or expanding
bottom line thinking
What is the probability of the risk occurring?
How destructive and impactful will it be after it occurs?
Can companies afford it?
How to prevent risky situations from occurring?
What is the response plan?
How to control strategic risk
Risk type
internal risk
Financial risk
supply chain risk
personnel risk
investment risk
Security Risk
external risks
market risk
policy risk
Legal Risk
technology risk
strategically formulated The basic principle
traditional business areas
Don’t fight an unprepared battle, don’t fight an uncertain battle
Not leading or expanding
bottom line thinking
What is the probability of the risk occurring?
How destructive and impactful will it be after it occurs?
Can companies afford it?
How to prevent risky situations from occurring?
What is the response plan?
emerging business areas
Quickly punch the old master to death
Differentiated ultimate experience
financial knowledge
Legal knowledge
Operation management management system
According to the development stage Same way but different
new business lines Applicable to
value chain analysis
Design organizational structure
Clarify functional responsibilities\job responsibilities
Build a support system
business flow
Informatization
establish standardization
Design a performance-driven system
old business line Applicable to
value chain analysis
Sorting out rights and responsibilities (horizontal)
Company Rights and Responsibilities (Applicable to Group Companies)
Rights and responsibilities of each department
What is clearly to be done and who will do it? What standard is it made to? Who is responsible for whom?
Adjust organizational structure
Optimize support system
Optimize performance system
Group & subsidiaries Division applies to
Strategy and Organizational Management
Information and process management
Planning and performance management
Design control model
Strong control
financial control
Marketing control
Cost and expense control
Research and development control
strategic control
Weak control
The person in charge of the subsidiary has greater power
Regularly guarantee the group’s financial income
Responsible for self-financing
establishing factors
The establishment of the management and control model is based on the group's management and control strategy for subordinate enterprises and functional departments based on different degrees of centralization and decentralization. The management and control model is consistent with the functional positioning of the group.
The establishment of the management and control model provides a basis for the positioning of subordinate units and functional centers of the group. At the same time, the levels of responsibilities and powers are divided to solve the problem of what should be done, what can be done, and the width and depth of what should be done.
The establishment of the management and control model requires comprehensive consideration based on the company's own development stage, corporate foundation, business development, employee quality, etc., and then confirms the operation management and control model.
operating body system construction
Company level organizational structure
Organizational structure type
Flat
pyramid
Matrix
what problem to solve
strategic division of labor
Distinguish responsibilities and rights
Improve operational efficiency
Management and Control
Build support support system
Department and job responsibilities established
Standardization of work
process management
business flow
Workflow
information management
Collection and analysis of corporate external environment and information
Sales Market
supply chain market
Collection of internal business information and resource information of the enterprise
Regularly summarize the company's various statistical reports, summaries and plans
From an operational level
Including optimization of organizational structure
enterprise system
Optimization of process system
systems and processes
Need to form a result line file (Forms, procedures, instructions)
Plans and Achievements effective management
How to implement Plan management
Organize up-and-down interactions on annual business goals, prepare annual business plans,
Organize the company's annual and monthly plan analysis meetings, collect key issues and difficulties of each unit in the process of goal implementation, and cooperate with the responsible person to implement;
Regularly organize and analyze the operating conditions of each department and business unit (monthly, quarterly, semi-annual, annual) and use data analysis to guide and improve operations;
Monitor the implementation of corporate plans, propose rolling revision opinions, and complete the deployment and sharing of business resources among various business units;
design performance Drive system
performance appraisal Nuclear species
management by objectives
Key Performance Indicators KPI
Objectives and Key Results OKRs
focus
Focus and commitment to priorities
Collaboration
Collaboration and connection in team work
Responsibility tracking and full extension
OKRs are driven by data
Challenge the impossible
Fully extending the challenge is impossible
1. It is a precise communication tool; 2. Top-to-bottom transparency; 3. Regular inspections, target scoring and continuous re-evaluation; 4. Continuously inspire and surpass previous possibilities; 5. Standardize thinking and highlight core goals
balanced scorecard
Strategic management assessment
financial aspects
How do shareholders view us?
Customer side
What do customers think of us?
Innovative learning
Do we continue to improve and create value?
Internal processes
What are the advantages we should have?
Multifaceted, multilayered, multidimensional
Continuous Performance Management CFR
OKR contains CFR features
dialogue
feedback
Approval
Whether it is organizational performance or individual performance, All key points need to be evaluated on the ground.
Operation example Will manage
What's the meeting about?
cultural management management system
1. Content must be universal
Corporate culture is not boss culture. It selects practical and guiding corporate values, business philosophy, behavioral norms and image standards;
2. The implementation of corporate culture should start from the system, training and learning, reflection and improvement
3. There must be a sense of ritual and publicity of deeds that embody cultural concepts.
4. Management practices must be integrated into business processes, assessment standards, and progress criteria.
5. Persistence
Talent development Exhibition system
1. Overall planning of human resources
Develop talent planning based on strategic goals
Take inventory of current manpower
Evaluate the level of human resources management
Matching different strategies Different manpower planning
增长型战略
多招人
防守型战略
过筛子优化人
2. Screening of existing talents
3. Do a good job in job management
The so-called job management is to do a good job analysis of the job and clarify the job responsibilities and rights. Clarify the job tasks and qualifications of the position.
4. Implement performance management
The so-called performance management is actually to ensure that the final performance results of the enterprise can be Reflect it into the salary, so that employees and the company can win-win.
5. Improve the training mechanism
6. Start a reserve talent training plan
Appropriate introduction from inside and outside the industry
7. Complete salary and benefits mechanism
Implement Huawei's mechanism but not give Huawei the same treatment. This is also where many companies are criticized.
8. Establish a competency model for the position
Qualifications
core value
Professional ability
Comprehensive quality or general quality
personality match
Marketing management management system
marketing Practice
Product Strategy
Pricing Strategy
distribution channel strategy
Promotional strategy
marketing mix strategy
Promotion\publicity methods
Marketing Management
Strategy, planning, organization and control
Marketing step
Analyze market opportunities
market segmentation
Target market selection
Market positioning
4P\4S marketing mix
Determine marketing plan
Product production
Marketing campaign management
After-sales service, information feedback
Formulate sales goals and decomposition
The first step is to analyze and sort out the goals 12 prerequisite factors for formulating
Strategic objectives
Corporate development vision
Enterprise development strategy
Enterprise short-term, medium-term and long-term planning goals
Industry Trends
Overall industry development trends
category growth rate
market competitive environment
Competitor development
Competition state analysis
Market competition landscape
market status
Enterprise market position
market share
market impact rate
Brand influence
brand status
reputation fame
Brand endorsement
mention association
brand impression
Product competitiveness
Product position in the category
Product core advantages
Product differentiation
Technology leadership
Channel coverage
Channel coverage area
Number of dealers and distributors
Channel stickiness and activity
New customer development
Team fighting capacity
Completeness of organizational structure
Team execution
Team professionalism
Team management system
Enterprise resources
Enterprise external resources
Internal resources of the enterprise
Enterprise core resources
Market investment
overall investment budget
market investment budget
Market investment ratio
Service capabilities
Marketing service system
Marketing service team
Enterprise service advantages
Market support capability
market support system
Marketing support team
Market support capability
market support budget level
In the second step, based on the sorting and analysis, all Comprehensive assessment and setting of annual business goals
Core target
sales target
annual sales target
Profit indicator
How many profit targets have been achieved
operating budget
Complete performance matching annual budget
Business objectives
profit margin
Return rate
output per capita
Other auxiliary indicators
growth rate
Number of customers
Number of channels
market share
User number
The third step is to complete the annual economic Business goals and detailed work goals
channel goals
Number of existing customers
Number of new customers
Existing channel coverage (online, offline)
New channel coverage (online, offline)
Overall channel performance goals
market target
market share target
market growth rate
market impact goals
market coverage goals
Market targets for each region
product goals
overall product goals
new product development goals
Product profit target
team goals
The team as a whole achieves goals and sales personnel goals
Team execution progress control system
Team development goals
communication goals
user goals
Number of new users added
User stickiness activity goal
User business goals
User recommendation goal
Activation target for old users
User management system goals
Promotional goals
Step 4 Marketing Objectives and Budget target breakdown and refinement
How to sell Sales summary
Achievements completed
Team combat effectiveness assessment
Marketing Management Review
Marketing
Channel construction
branding
income formula
Number of customers
Number of customers
Marketing strategy
Marketing channels
Brand strategy
sales war strategy implementation
Sales team building
Sales Plan
Sales expense budget
Sales indicator breakdown
sales tactics
Sales Responsibility Evaluation Method
sales operations strategy
Marketing/Event Planning
business marketing planning plan
Determine the target
Determination of marketing effectiveness
Marketing plan evaluation
Profit indicator
ol
cost profit margin
The total profit
Market development goals
market share
Expand target scope
Poor performance main reason
Goals are not reasonably allocated and decomposed
Insufficient market support
Unfavorable channel expansion
Product is not competitive
Poor team execution
Incomplete performance tracking system
Marketing management chaos
Not enough marketing budget
The performance appraisal system is not systematic
intense market competition
Corporate strategy is unclear
Not enough team members
Poor customer satisfaction
Market management out of control
Brand power is not enough
Marketing channels are inaccurate
Plan is realistic Ability to perform
Value chain sorting
Key points, key positions, key people, clarify the relationship between rights, responsibilities and interests
Develop a promotion plan
Compile annual book Eight Steps to Camp Planning
1. Clarify corporate mission and values
2. Clarify the company’s strategic goals for the next three years
3. Clarify the company’s annual business goals
4. Analysis of internal and external environment, what conditions are met?
5. Main business strategies this year
Market type
Production
Organization type
Finance
6. What resources are guaranteed?
7. Execute monitoring process
Develop assessment strategies
Pay attention to key financial indicators
Form digital records, review monthly and quarterly, and continuously improve
In principle: set your position and don’t lose it , not missing, not offside
Team management Capability building
what is the principle
Lead by example
Take responsibility
support staff
correct errors
Managers themselves should Qualities possessed
Manager role cognition
Create an atmosphere
There is a team building team approach
real team
Team member role positioning
Job Guidelines
Clear responsibilities and rights
suitable members
job fit
Operational capacity
achievable goals
Reasonable goals (challenging)
Goal clarity (goal alignment)
Target return (unity of interests)
Full-cycle and whole-process management allows all employees to do the right things. That is, through DSTE (Develop Strategy To Execution) Strategic planning, strategy decoding, strategy execution evaluation and adjustment processes.
clear code of conduct
Good team environment
Is the organizational structure reasonable? Is there a shortage of key positions?
Whether the assessment method is correct and the motivation method
Are human, financial and material resources supported?
Can individuals be promoted in the organization?
Ongoing guidance from team coaches
necessary training
Open up communication channels, Eliminate department walls
Unified goal
Multi-department collaboration for the same goal
Establish collaborative assessment indicators
Department rotation system
Meeting regular sharing system
Improve incentive mechanism
Practical incentives
external driving force
Competitive salary
Quarterly bonus
Year-end awards
Equity dividends
internal drive
company culture
promotion
is recognized
Humanized management
Fair and reasonable competition mechanism
Key point assessment
horse racing mechanism
process management
Process tabulation and progress daily reporting
Empowerment awareness
Management tools
iceberg model
4A model of team emotion management
Person-job matching model
3D E-model
team growth model
manager growth model
competency model
Johari Window Communication Model
KPI/OKR
SMART principle
TOPIC model
Manage application categories
Common tools for strategic operations management
Common tools for marketing management
Common tools for procurement management
Common tools for production management
Common tools for project management
Common tools for customer management
What are the management reports?
Team management practice
How to manage subordinates?
Understand your subordinates
Understand the basic situation
Understand possible actions and receive timely help and guidance
How to manage a team?
Listening is the key to understanding others
Have training capabilities
Deploy and decompose tasks
Instruct subordinates to develop quantitative and actionable work indicators and methods
Track feedback
Clear responsibilities and rights, emotional cohesion, goal alliance, Communicate more during the process, share benefits, and do not pass the blame on responsibilities.
organize manage
good at management
Wisdom knows the right time and place
Develop your own style
Master business know-how
good at management
Wise in decision-making
Skilled in organization
Good at delegation
Good at adapting
Quick to seek novelty
Dare to be responsible
Good at employing people
Love talents, select talents, utilize talents, cherish talents
Unify command, match powers and responsibilities, establish regulations, Democracy in management, promotion based on merit, distribution according to work
good at financial management
frugal in spending
Be cautious
Accounts clear
Strong concept of profit
Fund time and value concept
Good at coordination
Unblock blockage
Discuss more
Resolve internal and external conflicts
maintain balance
good at execution
organizational change
New ways to motivate
Partner system, sharing, Co-build, share responsibility, and co-create
Rejuvenation of the team
new technology
Information Technology
digital technology
Biological Technology
manufacturing technology
Specific performance
Ability to handle emergencies
The ability to command decisively
The ability to exploit strengths and avoid weaknesses
The ability to be resourceful and decisive
The ability to see the overall situation
production operations and supply chain management
Lean production
Just-in-time production
People, machines, materials, method, ring, test
people
All levels of the company should have ability
Leadership
middle management
Grassroots management
frontline staff
How to optimize configuration
job analysis
staff training
Grade
Compensation and incentives
machine
material
how to do it well Material management
Inventory management
Material packaging
carry
identify
custody
receive
Material design changes
Poor material handling
Visual management of materials
financial management rational ability
financial indicator
Business conditions
Basic analysis table
Cash and bank deposits
accounts receivable
Bad debt loss
accounts payable
Short-term borrowings within one year (increase in this period, decrease in this period, balance)
Long-term borrowings over the past year (increase in the current period, decrease in the current period, balance)
Management expenses (amount incurred in the current period, amount incurred in the previous period)
Operating expenses (amount incurred in the current period, amount incurred in the previous period)
Financial expenses (amount incurred in the current period, amount incurred in the previous period)
Indicator analysis table
Four categories, current value, reference value, warning or not
Large expense statement
List large-amount expenditures (partner unit, amount incurred, summary)
Bad and bad debt list
List accounts receivable for more than 1 year (customer, amount)
Profitability
Operating gross profit margin
Operating gross profit margin = [(operating income-operating cost)/operating income]*100%
Reflects the initial profitability of the company's product sales. Without a high enough gross profit, it cannot form a larger profit.
operating profit margin
Operating profit margin = (operating profit / operating income) * 100%
OPE
Main business profit margin = (main business profit/main business income) * 100%
capital profit rate
Capital profit rate = (total profit/total capital)*100%
Roe
Return on equity = (net profit/average total owner’s equity)*100%
Solvency
current ratio
Current ratio = current assets/current liabilities; reference value: 2
If the current ratio is >2, it means that the company has failed to effectively utilize current liabilities, the company has conservative short-term fund management, or the company has inventory overstock.
Assets and liabilities
Asset-liability ratio = total liabilities/total assets
Operating debt ratio, which reflects what proportion of total assets is financed through debt, It can also measure the extent to which a company protects the interests of creditors in liquidation;
Below 25%: strong financial resources
40%-60%: reasonable
More than 80%: companies with heavy debt burdens, except finance
Operational efficiency
Total asset turnover rate = operating income/average balance of total assets
Inventory turnover
Inventory turnover rate = operating cost/average inventory balance
Inventory turnover days = 360/inventory turnover rate
Inventory turnover rate is an important indicator to measure the strength of a company's sales capabilities and whether there is excess inventory.
Receivables turnover ratio
Accounts receivable turnover rate = operating income/average balance of receivables
Accounts receivable turnover days = 360/accounts receivable turnover rate
cash turnover days
Cash turnover days = Accounts receivable turnover days Inventory turnover days – Accounts receivable turnover days
Development ability
sales growth rate
Sales growth rate = (operating income of the current period - operating income of the previous period) / operating income of the previous period, reference value: 10%
It needs to be analyzed together with the inventory turnover rate; if the growth rate of inventory exceeds sales growth rate, it means that the capital circulation of enterprises is blocked and there is a shortage of working capital;
Asset value preservation and appreciation rate
Asset value preservation and appreciation rate = (end of period owner’s equity/beginning of period owner’s equity) * 100%; reference value: 103%
Other indicators
profit growth rate
Profit growth rate = (net profit for the current period - net profit for the previous period) / net profit for the previous period
Reflect the added value of corporate profitability
debt operating ratio
Long-term liabilities/owners’ equity
Reflect the independence and stability of the company's funding source structure
Product specifications rowing ability
professionalization Literacy
leadership
definition
The ability to mobilize teams to solve problems is the core leadership competency
There are two kinds
short term tasks
solve a specific problem
Short-term tasks rely on strategies and methods
long term mission
Improve yourself and your team’s ability to solve problems
Long-term tasks rely on practice, summary and implementation
personal leadership
Be 100% committed and proactive
In everything, follow the rules first
Comply with the time
Ask questions actively and be concise and to the point
P point of view
Reason
E data and facts
Psummarizes the point
focus
open to different viewpoints
Confidential
Challenging assumptions
show weakness
Give and receive feedback
Get out of your comfort zone
learning ability
organizational leadership
Ability to amplify vision
Questioning ability
Good strategists and great business leaders must learn the "art of asking questions"
Responsibility
Guidance ability
Management at each stage competency
middle managers
junior manager
senior manager
strategic thinking
Analyze and judge
Plan execution
customer oriented
Professional ability
Negotiation ability
communication impact
team spirit
Team management/shaping
Organizational Management/Organizational Change
Capital transportation operating ability
invest
Financing
Financing
Equity financing
Bank loan
Accounts Receivable Financing
finance lease
bank acceptance draft
real estate mortgage
Equity transfer
Delivery guarantee
Internet financial platform
internal financing
Securities Mortgage Loan
Business property mortgage loan
Intellectual property pledge loan
Brand financing
Anticipated income mortgage loan
Listing and Financing
Capital increase and share expansion financing
finance lease
financing stage
angel wheel
Pre-A round
Series A
Round B
C round
D round
Financing bottleneck
Project packaging
Capital retreat
asset premium
business manage
How to form business team
Preparation
Clarify team goals and task cycles
Define the requisites for team members
Evaluate the recruitment cycle
Build a core team
Complementary personalities
Industry experience
Professionalism
form a team
Who is a team member\Who is not a team member
Get the team to buy into team goals
Establish codes of conduct and business processes
Create conditions for team growth
Provide training resources
Professional aspect
product
industry
Practical aspects
Skill
Common QA
Provide material resources
Provide financial resources
Ongoing support to avoid team issues
internal friction
Value differences
Being poached
Team leadership lacks prestige
How to lead a career service team
Team type
Mature team
temporary team
Build a team
Team building methods
Team management steps
give direction
Set goals
fixed mechanism
Improve ability
follow up
Pick up the results
Timely review
Timely correction
Communicate often
people management
performance appraisal
How to do performance appraisal
Function
business
Talent inventory
How to manage zones
How to start a new business
How to manage meetings
strategy meeting
Semi-annual meeting
annual meeting
daily meeting
Weekly meeting
Regular sales meeting
regional meeting
monthly meeting
quarterly meeting
Semi-annual meeting
annual meeting
project meeting
manager How to govern
What is the purpose
Should it be done?
Does it affect the overall situation?
Can I not do it?
Simulation deduction
Proofing by hand
Timely review
Follow the company business issues
funding problem
working capital
Fixed investment
Fund allocation
financing channels
budget management
team issues
Can't keep people
Can't recruit anyone
The team has no fighting spirit
nepotism
The team has no goals
management issues
institutional issues
Execution issues
Operational efficiency
Lack of management focus
process management
brand issues
product problem
Product competitiveness
product architecture
Product Trend Research
product marketing planning
Product layout
Channel problem
Classification of daily problems
maintenance issues
It can be understood as the continuous completion of corporate project tasks
The hard part is how to do things right
Solving maintenance problems is just management
transformative questions
It is to innovate the organization and enhance its survivability.
The hard part is doing the right thing
Solving transformative problems is leadership
self-awareness
self-management
estimated time
Act promptly
face difficulties head on
Follow the steps
parallel serial
perceived time
Record overhead
Budgeting
making plans
list list
Setup process
process rehearsal
Acceptance summary
mental model
CEOs should pay attention financial indicators
How do shareholders view us?
Assets and liabilities
ROE indicator (return on net assets)
Net profit/net assets = asset turnover rate * sales profit margin * equity multiplier
net profit cash ratio
gross sales profit margin
operating profit margin
operating income growth rate
financial key indicators
Short-term solvency
long term solvency
Operational capability
Profitability
Development ability
what is manage
Five aspects of business management
Plan management (matching of goals and resources)
Process management (improving operational efficiency)
Organizational management (matching authority and responsibility)
Strategic management (forging the core competitiveness of enterprises)
Cultural management (allowing the company to maintain continuous growth)
Four key qualities of managers
Come up with the right strategy
Clarify the significance of the strategy and implement it to the execution level
Implement organizational values and let employees know what they can and cannot do
Work hard
Three changes in management
From people-oriented to execution-oriented
From position-oriented to goal-oriented
From function-oriented to process-oriented
In the final analysis, it is goal-oriented to improve the company's execution capabilities and ability to adapt to changes.
What operations management
concept
Manage the design, operation, evaluation and improvement of systems that produce and deliver the company's primary products and services
The planning, organization, implementation and control of the operation process is a general term for various management tasks closely related to product production and service creation.
Operation type
The strategic target growth rate is 50%. Everyone can only choose 2 methods. Let’s take a look. Is everyone’s opinion consistent? If there is no agreement, it means that the goal exists.
Yonghui Architecture Design (Case)
Front desk support
Store Division
Flat management, store management rights belong to the store manager; business management rights belong to the general manager;
Strengthen store operation capabilities
customer service
Middle office service
supply chain
Purchasing Department
Organizational structure design of planning and operation department
A strong department independent of other departments
The strong point lies in the driving force of work
Nature of the work
Operational monitoring
Co-organized
supervise
early warning warning
coordination
Awareness of the whole process of operation, involvement in every work from the beginning, tracking and implementation throughout the process, especially key points, project main plans and special plans, node inspections and early warnings, issuing various data and reports to ensure the achievement of organizational performance
Marketing Planning
Information Department
Ministry of Science and Technology
Backend support
Human Resources Department
Finance Department
Legal Department
Strategic review and follow-up should be implemented on a monthly, quarterly, half-year and annual basis. When deviations in strategic performance are found, problems should be analyzed from an internal operational perspective, the causes should be unearthed, and optimization and follow-up actions should be taken in a timely manner.
The difference between business model, operating model and profit model
business model
Where does the product come from?
How much does it cost
What's the selling price?
Where to sell?
Through what sales channels?
To whom?
What's the profit?
What can it bring to enterprises and users?
How long does it last?
Operating model
Process control method?
How are human, financial and material resources organized?
Marketing Plan
financial planning
Profit realization
Let your business run efficiently
Profit model
What channels and methods do you use to make money?