One difference, finding a place where he should improve, is not a single management department. It is a business department. I call it a profit center, so the responsible person of this center must be grabbed out. The profit center must be arrested. In the budget process, these profit centers will bear the data. What is the income of your entire budget? Where are the costs? Where are the costs? Where are the costs? Where are the profits? And the cost and expenses are linked to the costs and benefits, costs and benefits generated by the supply chain, the departments that support them, and do not let income decrease, and continue to continue in your company. What we are reviewing today is the results of these profit centers, the compilation of the budget of these profit centers, and the implementation of the actual results. It is a profit center to make a profit and reduce profits. Therefore, it can constantly review the necessity of various costs. Where is it appropriate? Should it be done? Or should it be modified? How can we make the cost effective and not responsible for the cost, so that the cost can not be exchanged with the benefits? How can it be done? How can we make direct orders and not to control the cost? Where is the cost? Let's explore a very important meaning. This connotation is here. If you haven't done any action, tell the sales staff that I want to start from today. Assessment Your net profit, all the business people, stand up against you, say no, this industry is checking the revenue, taking the order to get the bonus, why do you want me to take advantage of net profit to get the bonus, I will not do it.

　　人需要你來指點他的未來的，你不只單純用他，幫公司接單而已，你得想到他的未來，員工需要未來，員工需要成就感，員工需要他自己能夠沿著，他的成長的階梯一路上去，這是他的期待，但是仍舊不可否認(rèn)，他仍舊需要工資獎金福利，來支持他的日常生活，這兩個他都要，經(jīng)濟(jì)性的報酬加非經(jīng)濟(jì)性的報酬他都要，所以你只有點醒一個人，告訴他，他的生涯規(guī)劃當(dāng)中有成長，而且你可以給他成長，所以你畫出，你的企業(yè)發(fā)展的藍(lán)圖，你跟他講一年之后，我們的版圖這么大，三年之后版圖這么大，五年之后版圖這么大，十年之后版圖這么大，讓他來選，一年之后他在哪個地方，三年之后他在哪個地方，五年之后他在哪個地方，十年之后，他在哪個地方，這樣將極大的幫助他，重新思考，重新定位，人氏的成長過程當(dāng)中，你要不要學(xué)習(xí)。 If you want to learn a little bit better and you learn better, you will have a chance to come here, and this is probably a general manager of India's general office. Do you say that he does not want to grow up like this? He must grow up like this. So by that expectation, you turn him into general manager. You are the general manager of this business. Now you are the general manager of business. Then, in a few years, you can be the general manager there. Allocation of income In the end, I will look at the profit, you will create profits, you can face the competition, produce your strategic thinking, you can face the change of the environment, adjust yourself, you become a person who can do business, you only may one day sit in that place to become the general manager, right?

　　那么每一個人需要被您指點，需要被你指點，那么你這個指點就基于什么?基于他的個人需求，生涯規(guī)劃，這樣的改變將促使你們公司，整個銷售效考核的一個改變，不再拿訂單就拿獎金，不要，我要每一個人變成小老板，我就是培養(yǎng)你們這些小老板，以便將來我公司，人人才出去開疆避土，變成一個全世界性的公司，您的公司就被 ，杰克.韋爾奇答應(yīng)過，說您的公司不管現(xiàn)在多小，在未來數(shù)年你都可以變成，全世界的巨魄，因為全世界的發(fā)展在中國，中國有這么強的實力，美國的公司紛紛倒下去，歐洲的公司沒生意，沒發(fā)展的狀況之下，中國公懷通通可以出去，通通可以變成全世界的巨魄，您的公司不管你現(xiàn)在多小，你需要的是什么?建立這種發(fā)展總經(jīng)理的系統(tǒng)。

　　 General manager So what are you really doing to help you create business? It's these general managers, these potential general managers, where he is, and now he is in your business department, you have to change this group of people, develop them, and let them improve their vision and goals, so they can cultivate them. So, he started experimenting inside you. How did I start from the original order, now I began to manage the cost, but also manage the profit, but also manage the competitive thinking, and manage the strategy. This is your training process. Honestly speaking, how can a person be trained in the company? It's not when you want it. After you start your business, send someone out again. He's not connected to you. He's not you. He doesn't have your culture. He doesn't know you. He's not with you.

Enterprises continue to look for growth optimization process is constantly looking for optimized indicators placed on the appropriate manager, so that you can only challenge yourself if you set people's indicators higher, and the more he challenges himself, then he becomes a talent. He can become a hero who can use it. The process can never be ignored. You can't ignore it. You can't do that. The annual indicators are consistent. The standard number of indicators is the same every year. It's a null operation. You can't raise the spirit of people's initiative and adjust their desire. This is the establishment of a profit center and the determination of these people. The next step is how to share indirect costs.

In the whole supply chain, almost all the indirect costs, and all kinds of costs of headquarters, for the profit center, are indirect costs. Maybe all the costs are indirect costs, including the cost of research and development, including the cost of manufacturing, including the cost of logistics, the cost of warehousing, and the indirect costs of human resources, procurement, finance and so on. So how do you make these indirect costs appropriately allocated to those profit centers, so that he can reduce those costs and finally calculate profits.