How To Make Profit Management In Enterprises

< p > first, we need to study the enterprise's < a href= "//www.sjfzxm.com/news/index_c.asp" > Customer < /a > to see which customers can bring profits to the enterprises, and to those customers who can not bring profits, we must distinguish the specific situations and handle them properly.

Secondly, we should study the purchasing channels of enterprises, and the high cost of ordering enterprises will surely erode profits. Many enterprises can not raise the profit level for this reason.

Third, we should study the sales channels of enterprises. Some of the sales channels are low or even losing money. However, the profit level of some sales channels is very high, for example, the gross profit margin of telephone sales is higher.

Fourth, we should also study the products of enterprises. The gross profit rate of products with high turnover rate is often higher than that of low turnover products, and the gross profit margin of these two products is higher than the gross margin of special orders without inventory. Without knowing these differences, we will not know which products will have a huge and far-reaching impact on the net profit of enterprises.

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< p > will eventually find that enterprises actually exist more than 30% to 40% of the overall profit margin.

These changes can be achieved only through some changes in the current business mix, and these changes can be implemented quickly, with less capital investment and lower cost.

Most enterprises are concerned about profits, but few companies have set up a profit management process to manage their profits systematically in their daily operations.

Enterprises need a set of profit management processes. The executive team needs to develop a profit management plan, and heads of departments are involved in the implementation of the important components of the plan and closely follow up.

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< p > however, even if every person in charge can complete the < a href= "//www.sjfzxm.com/news/index_c.asp" > profit index < /a >, the profits of enterprises will still be lower than expected.

This is because most enterprises do not have special personnel to manage the relationship among departments, so as to enhance the profit level of enterprises and promote their full potential.

Although the profit index of a certain department has been realized, it may cause adverse effects to other departments or enterprises, which will affect the profit level of enterprises.

For example, the sales department has made brilliant achievements, completed the profit index this month, but brought a lot of additional costs to the production department. The production department also pferred the adverse differences to the enterprises with the internal pfer price, and finally the profits of the enterprises decreased.

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< p > in fact, the large customers competing by many enterprises can bring huge a href= "//www.sjfzxm.com/news/index_c.asp" > profit < /a > or almost no profit to enterprises.

Some of those unprofitable customers are early adopters of technology and require large numbers of customer follow-up services to support them. This often reduces corporate profits.

But such customers are very important for the market development of enterprises. Enterprises should make a lot of fuss about such customers, and there is still potential for profit.

Another type of customer is the "complainer", while the "complainer" is only a "stumbling block" for the profit growth of enterprises. Enterprises can consider "pforming" such customers, providing support for "complainants", making them profitable, and if they fail to pform them, they will abandon them.

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< p > how to make profit management in enterprises? Here is a simple way to build a "profit plane management mode", which is a very useful way to coordinate business processes across multiple functional departments.

There are three key elements: < /p >

< p > 1, profit map.

It can quickly analyze the profit rate of customers, products and orders, and do not spend too much time building a cost system based on business activities. The profit analysis is not based on the accuracy of analysis, but rather finds out which businesses will fall into a loss ocean and which business is a profit Island soaring above the sea.

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< p > 2, profit leverage.

The important profit leverage is to pform "bad" customers into "good" customers and bring profits to enterprises.

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< p > 3, profit management process.

To prioritize profit growth opportunities, which practices are most conducive to profit growth? If a department has completed profit targets, how can they cooperate with other departments to achieve profit targets and jointly improve profits? Who should play the leading role? These problems are clear, and the level of profit management has gone up to a higher level.

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