Cost Control Requires The Establishment Of Scientific Mechanisms

When setting the target cost, we must first consider the profit target of the enterprise, and also consider the competitive selling price.

Because the cost is formed in the whole process of production, the cost takes place in every link, everything and activity. Therefore, the target cost should be decomposed to all departments and even individuals.

Each department takes the marketing goal orientation, carries on the project project of the annual work, lists all kinds of projects needed to achieve the goal, decomposes the tasks at the same time, analyzes the time, cost and performance of each link, and compares the costs and benefits.

For example, how many marketing campaigns will the marketing department need to accomplish next year in order to achieve its goals?

After the project is decomposed into tasks one by one, the cost of each task is reasonably budgeted and the generated revenue is estimated at the same time.

Industry value chain: enterprises exist in a certain industry value chain point, including links with upstream, downstream and channel enterprises, such as packaging of suppliers products can reduce business.

To improve the vertical connection of value can also reduce the cost and increase the overall cost of an enterprise with its upstream, downstream and channel businesses.

。

The value chain of the competitor and the enterprise value chain are in the parallel position in the industry value chain. By analyzing the value chain of the competitors, the cost of the competitors can be calculated.

Then, compared with their own enterprises, they find out the difference between their competitors and their activities, and foster strengths and circumvent weaknesses and strive for cost advantages.

Related links:

In many business processes, many business owners have different financial analysis and evaluation, but most of them have not paid close attention to the financial analysis ability of these managers. In fact, risk assessment and profit are the basis for financial managers to make the best strategic decisions.

For this reason, management consulting experts classify their financial characteristics into four categories according to their attitude towards profits and expenses: venture capitalists (such as Apple Com puter Inc's Steve Jobs), commercial Pirates (such as Sandy Weir of Citigroup), mercantilism (such as Chuck Conaway of Kmart group) and "discount store operators" (such as TLC Beatrice food company Rojena Luis).

Executives must match their financial traits with their real needs.

Do these methods have inherent advantages or defects in creating value?

To answer this question, we first need a set of methods to evaluate different financial behaviors of executives.

The financial idiosyncratic method can provide useful information to answer these questions by evaluating the way executives create value for enterprises and specific methods.

The standard models for measuring leadership generally tend to focus on such aspects as strategic vision and executive ability, communication skills and so on, instead of directly examining the financial methods adopted by leaders in practical work.

For example, they may focus on the ability of a leader to reduce costs in a given vision, but will not seriously explore the specific ways in which people deal with these problems.

This method of financial character can make up for this deficiency.

Management consulting experts say: "leaders of enterprises have two basic motivations: to add value to products or services and effectively allocate resources of enterprises."

The first driving force can be deduced from the gross profit margin of enterprises.

Gross profit margin is gross profit (business income minus sales cost) divided by revenue.

Usually, financial analysts use gross margin as a means of measuring the added value of products or services.

In terms of measurement results, it is much more accurate than profit, because profits can sometimes be very high, while value-added is very small. Sometimes, on the contrary, profits are very low and value-added is very high.

The second power can be deduced from the indirect cost ratio of enterprises.

The indirect cost rate is the cost excluding sales cost divided by operating income.

This data may not be the best criterion for measuring the utilization of resources, but it does provide a good clue to the amount of expenses, and the relevant information of the cost can be found directly from the profit statement.

The financial idiosyncratic method combines the two types of data gross and indirect costs to determine the specific financial methods employed by executives in enterprises.

To ensure that the content is comparable, this method takes into account the average value of the two data in a particular industry or market.

It is important to make clear that the financial trait law is only a measure of the economic means employed by executives.

This is different from some similar psychological assessment methods. The evaluation of executives by financial trait law is not based on their personality, but is evaluated by different people's views on the financial risks and corresponding returns of enterprises in different situations.

To understand this method, we must first know that gross margin, which is linked to the performance of senior executives, is high and low, and the cost is the same.

Therefore, there are four kinds of extreme situations in the financial trait Law: first, high gross margin and high cost; two, high gross margin and low cost; three, low gross margin and high cost; four, low gross margin and low cost.

Each kind of situation has corresponding financial behavior, they are called "venture capitalist", "commercial pirate", "mercantilism" and "discount operator" respectively.

The details of these four characteristics illustrate how these four groups use resources and create value in different ways.