but the basic requirements are as follows:
investment
revenue
investment growth rate
revenue growth rate
customer number
customer number growth rate
market share
market share growth rate
etc.
Question 2: How to write the job performance description first, an overview of the basic situation
First, we should outline the job content, subjective and objective conditions, favorable and unfavorable factors and working environment. Although these are not necessarily related to the achievement of performance, obviously, if you are in an unfavorable working environment and working conditions are very bad, you can undoubtedly make your achievements shine. For example, your job is to deal with customer complaints, and the working environment is obviously not very superior. It requires employees to be able to tolerate customer complaints, even abuse and insult. The particularity of the environment itself is actually part of the performance, so we should state the working environment to make our performance depend on it. Of course, when you state the unfavorable conditions and environment, you must never be justified. In any case, this is determined by the nature of the job. If you accept this job, you must accept the special working environment it brings.
second, state your achievements
stating your achievements is the focus of the performance report. The fundamental purpose of writing a performance report is to affirm the achievements and highlight one's contribution, thus providing reference for the company's assessment and promotion.
Before writing a performance report, you should think carefully, list all your achievements as much as possible, and then rank them in order of importance. When making a statement, you should first clearly state what achievements you have made, under what circumstances, how important each achievement is, and how much contribution you have made to the enterprise. When making a statement, you must pay attention to being organized and highlighting the key points. Never pile up all kinds of achievements and let the personnel manager choose the ones that are beneficial to you. This practice not only aggravates the work of the personnel manager, but also gives people the impression of being sloppy and disorganized. Just imagine, how can a person do his work in an orderly way when he can't even figure out his achievements?
It should be noted that although most achievements are visible, sometimes there are many unknown achievements or contributions. At this time, you need to clearly write out your unknown achievements or contributions. Don't be embarrassed to state them. Doing so will not leave a bad impression at all. On the contrary, many companies hope that employees can make an objective evaluation of themselves, and don't hide their achievements or falsely report their achievements. When writing performance reports, seeking truth from facts is the best principle.
Third, sum up experiences and lessons
For every job done in the past, whether it is done well or failed, we should sum up experiences and lessons and write them in the performance report. Doing so will not only benefit your future work, but also enable the company to understand your growth trajectory. It is a wise man's performance to analyze and summarize his previous work and sum up one or two experiences and lessons.
it should be noted that it is important to sum up experience, but the weaknesses that need to be improved can not be ignored. Many people always avoid their weaknesses and defects in their performance reports, because writing them will do harm to their image, which is not the case. Confess the weaknesses that need to be improved, indicating that you have the awareness of continuous improvement and the potential for continuous improvement. Not only will supervisors not look down on you, on the contrary, they prefer such people and are more willing to entrust them with important tasks. It should be noted that after the weaknesses that need to be improved are put forward, they must be seriously implemented in the future work. Never talk about things in the report and go their own way in actual work. This is undoubtedly a depreciation of their performance reports.
when you have achieved good performance and submitted a beautiful performance report, don't be immersed in past performance and make no progress. In fact, performance always belongs to the past. After submitting the performance report, it means that the previous work stage has been completed and it needs to be started from scratch.
question 3: how do you write your performance description?
question 4: how do you write your business performance? (Including what aspects) When was the company founded, what business it is engaged in, how much registered capital, what is the current sales revenue, what is the profit, how much tax is paid, and who are the main business partners. Analyze the operation of the enterprise:
First, provide internal and external information for the analysis. The most important internal information is the financial accounting report of the enterprise, which is a written document reflecting the financial status and operating results of the enterprise, including the main accounting table (balance sheet, income statement, cash flow statement), schedules, notes to accounting statements, etc. External information is information obtained from outside the enterprise, including industry data and data of other competitors.
second, according to the financial report: according to the purpose of the analysis, it is divided into: financial benefit analysis, asset operation analysis, solvency analysis and development ability analysis; According to the different objects of analysis, it is divided into balance sheet analysis, income statement analysis and cash flow statement analysis.
(1) Analyze according to the purpose and content of the analysis
1. Financial benefits. That is, the profitability of enterprise assets. The profitability of assets is an important issue that users of accounting information care about, and the analysis of it provides the basis for investors, creditors and enterprise managers to make decisions. The analysis indicators mainly include: return on net assets, capital preservation and appreciation rate, profit rate of main business, multiple of surplus cash guarantee, profit rate of cost and expense, etc.
2. operating conditions of assets. Refers to the turnover of enterprise assets, reflecting the utilization efficiency of economic resources occupied by enterprises. The main indicators are: total assets turnover, current assets turnover, inventory turnover, accounts receivable turnover, non-performing assets ratio and so on.
3. solvency status. The ability of an enterprise to repay short-term debt and long-term debt is an important embodiment of its economic strength and financial situation, and it is also an important measure to measure whether an enterprise is operating steadily and the size of its financial risk. The main indicators of analysis are: asset-liability ratio, multiple of earned interest, cash current debt ratio, quick ratio, etc.
4. Development ability. Development ability is related to the sustainable survival of enterprises, as well as the future income of investors and the risk of creditors' long-term claims. The indicators to analyze the development ability of enterprises are: sales growth rate, capital accumulation rate, three-year average capital growth rate, three-year average sales growth rate, technology investment ratio and so on.
(II) Analyze according to different objects of analysis
1. Balance sheet analysis. Mainly from the aspects of asset items, liability structure and owner's equity structure. The main analysis items of assets include: cash proportion, accounts receivable proportion, inventory proportion, intangible assets proportion, etc. Debt structure analysis includes: short-term solvency analysis, long-term solvency analysis and so on. The owner's equity structure is an analysis: the proportion of each equity to the total owner's equity, indicating the preservation and appreciation of the capital invested by investors and the composition of the owner's equity.
2. Analysis of income statement. Mainly from the profitability, operating performance and other aspects of analysis. Main analysis indicators: return on net assets, return on total assets, profit rate of main business, profit rate of cost and expense, sales growth rate, etc.
3. Analysis of cash flow statement. Mainly from the cash payment ability, capital expenditure and investment ratio, cash flow income ratio and other aspects of analysis. The analysis indicators mainly include: cash ratio, current debt cash ratio, debt cash ratio, dividend cash ratio, capital purchase ratio, sales cash ratio and so on.
question 5: how to write the description of performance refinement? 1, think, that is, the salesman should have certain planning ability. Most overseas salesmen of manufacturers carry out sales work in designated regional markets. The manufacturer sets a sales task for the salesman, and provides a certain amount of guaranteed salary, travel expenses, promotional materials and other resources. All sales work in this area, including market research, market planning, customer development, customer management, complaint handling and other basic work, must be done by the salesman himself. To do all this well and ensure the sustained and healthy development of regional market sales, first of all, salesmen must have an overall market plan for the regional market they are responsible for, including phased sales objectives, how to lay out the sales network, what kind of dealers to choose, what kind of products and price combinations to cut in, what kind of promotion methods to adopt, etc. Secondly, in the process of developing and managing dealers, salesmen often encounter many problems, such as dealers complaining about the high price of products, asking for regional general agents, asking manufacturers to make bottom-up funds, controlling the development of manufacturers, quality accidents, etc. In order to deal with these problems, salesmen must use some strategies, and these strategies need careful planning by salesmen; Thirdly, the salesman should also act as the consultant and helper of the dealer, discover the opportunities and problems in the development process of the dealer, provide guidance for the development of the dealer, and help the dealer plan promotional activities and public relations activities. Only if the regional salesman is a master planner, it is possible to make the sales performance of the market he is responsible for grow faster and more steadily; Only when the regional salesmen help the dealers in charge to make suggestions can they win the trust and recognition of the dealers, make full use of and give full play to the distribution function of the dealers and ensure the health and stability of the sales network. 2, listening, that is, salespeople should have the ability to listen. In the process of developing dealers, many salesmen will talk about how good their products are, how complete their products are, how excellent their companies are, and how rich benefits dealers can bring by selling such products as agents, whether they want to listen or not. It may be noted that most salesmen who sell products in this way are in vain. In fact, listening is more important than speaking, whether it is developing dealers or handling customer complaints. Why? First, listening can make you understand each other's personality, hobbies and interests; Second, listening can make you know what the other person is thinking and what the other person's real intention is; Third, listening can make the other person feel that you respect him and attach great importance to his ideas, so that he can let go of his burdens and concerns; Fourth, when the other party has many complaints about the manufacturer, listening can make the other party vent and eliminate the other party's anger; Fifth, listening can give you enough time to think about how to respond to each other strategically. How do salesmen listen? First, eliminate interference, concentrate, and listen to customers' statements with an open attitude and active input; The second is to hear all the contents clearly, sort out the key points, and listen to the feeling in the other party's words; Third, repeat the information you hear, record the key words quickly, and improve the memory effect of listening; The fourth is to respond with appropriate body language, ask appropriate questions, keep silent in time, and keep the conversation going. 3, writing, that is, the salesperson should have the ability to write general documents. Many marketing executives may have this experience: a salesman often reports to you by phone that this competitor is promoting sales and that competitor is reducing prices, asking you to give him policy support. When you ask him to write a written report, the salesman either can't send it back on time, or the report written back is not clear in level and intention. Why is this happening? Because many salesmen can't write reports at all or can't write reports well. How to improve the ability of salespeople to write? First, when salesmen report their work and ask for policy support, the sales supervisor should ask them to report in writing as much as possible; Second, for salesmen, hire professionals to carry out official document writing training, or buy relevant books to organize salesmen to study; The third is to ask and encourage salesmen to write more articles about sales experience and publish them in internal journals or some professional magazines, so as to give appropriate rewards to those who successfully publish articles. 4, that is, salespeople should have certain persuasion ability. The salesman is the resident representative of the manufacturer, and the basic situation, product characteristics and sales policies of the manufacturer are all passed on to the dealer through the salesman. When the salesman communicates with the dealer about the manufacturer's policy, some dealers quickly understand and understand the intention of the manufacturer, and some dealers have the intention to the manufacturer ... > >
question 6: how to write an example of the performance certificate of the enterprise? The performance certificate of the enterprise refers to the contract of the project undertaken by the enterprise, the certificate of honor obtained, the project completion acceptance certificate, the bid-winning notice, etc., and the example is not available.
question 7: how to write the company's business description? Company organizational structure: mainly explain the nature of company ownership, such as: joint-stock system or partnership system, company registration place, business scope and company full name. In addition, it is also necessary to explain whether this enterprise is a parent company with subsidiaries. In the complex situation that the company has several subsidiaries or affiliated institutions, it should use charts to express its legal relationship, and draw lines between them to determine the proportion of equity. Marketing: mainly describes the product sales process and personal sales channels, that is, how do products leave the factory and reach the final consumers? Does the company have its own direct sales team or sell through agents? Which retailers and middlemen are involved in the sales process of enterprise products? What is the relationship between venture enterprises and middlemen? Because most venture capitalists are not very good market analysts (although they don't necessarily think so themselves), entrepreneurs may have to expand gradually when explaining the product sales of their enterprises to them so that they can understand the whole marketing process. In addition, there are two points that need to be noticed: if all the products of a venture enterprise are sold to the * * * department, venture capitalists will usually worry that the enterprise will be controlled by the * * * department, and at this time, strong explanations from entrepreneurs are needed to eliminate investors' objections; If there is only one customer in a venture enterprise, it is difficult for venture capitalists to accept such a marketing arrangement because the risk is too high. Supplier: It mainly introduces the suppliers of raw materials and necessary parts needed by the enterprise. Generally, 3-4 largest suppliers (all suppliers may need to be listed later) and the names of the materials or parts they supply can be listed in table form. The first column of the table lists the names of suppliers, the second column lists the total purchase amount from suppliers, and the third column lists the purchased products. Venture capitalists usually call some or all suppliers on the list to confirm the authenticity of the list. Collaborators/subcontractors: If there are other collaborators/subcontractors involved in the production and sales of enterprise products, it usually needs to be explained. The contents of the description include the list of collaborators, the amount of collaboration, etc., and generally need the name, address and contact number of collaborators. Patents and business: This part will describe in detail the patents and trademarks held or to be applied for by enterprises. Enterprises can emphasize their uniqueness by describing patents and trademarks. Or make a list of patents and trademarks of enterprises, so that venture capitalists can judge this for themselves.