We should actively build human capital, create a good internal and external environment, especially increase the training of enterprise management talents and brokerage talents. Enhance cohesion, avoid excessive flow of personnel, and do a good job in talent reserve. Difficulties are temporary, so we should always be ready for opportunities. Only in this way can we seize the opportunity and win the initiative in the competition.
Second, about increasing revenue and reducing expenditure:
1, open source: influenced by the general environment, the turnover drops, which directly affects the company's income. We should actively expand business channels and find new profit growth points. Buying and selling, leasing, linkage, mortgage, evaluation, house manager and so on. Strengthen the customer service awareness of front-line employees, accumulate high-quality resources, and provide conditions for transactions.
2. Reduce expenses: In difficult times, all employees should be mobilized to tide over the difficulties and strive to save expenses. At the same time, all kinds of celebrations should also avoid extravagance and waste. Non-essential inspections, observations and meetings shall be closed. Strictly implement the budget system. Formulate detailed throttling measures and issue them for implementation.
Article 2: Work Suggestions and Opinions
I have worked in the company's finance department for more than two years. This year, I am in charge of home appliances to the countryside in the township finance office. Here I will make a report and suggestions on my current situation.
I. Problems in the market
1. Market problems:
1) Sales channel: Due to many historical reasons, there has never been a large core distributor in the stationery channel of Xi 'an market. Although we are developing some large-scale retail terminals ourselves this year, we will make an image and enhance our popularity and influence, but for the whole market, what we have done at present is only a little. Our real goal is to achieve a peer-to-peer coverage, but as far as our existing customers are concerned, our own distribution ability and flexibility can't meet these requirements, so we need to find a distributor with distribution ability to cooperate with us to develop the retail market and concentrate resources.
2) Market price: From the company's point of view, our current price system is aimed at circulation channels, but it is a flat market part at present, so our existing price system is not suitable for the retail terminal market. Retail terminals want to enjoy the deduction directly, instead of returning it in the form of rebate, and make more active use of their sales. In view of this situation, I personally think that under the premise of not exceeding the company's price framework and not disturbing the market price system, can we solve this problem through the following two ways: a) Can we directly deliver goods to larger retail customers at a deduction point lower than our normal settlement price, and cancel the normal rebate and cash operation; B) Whether it is possible to set up a virtual customer within the company system to ship sporadic customers under the supervision of the company.