• Huawei time management skills 3
    the world is progressing almost comprehensively, but we still have only 24 hours a day. The most successful and the least successful people have only 24 hours a day, but the difference is how they use the 24 hours they have. So what is time? We philosophers say: "time is the order and continuity of material movement, which is characterized by one dimension and a special resource." In order to truly understand time and manage it, we need to have a deep understanding of the essence of time. Let's first understand the four peculiarities of time (1) There is no elasticity in supply: the supply of time is fixed and will not increase or decrease under any circumstances. Every day is 24 hours, so we can't open source. (2) Unable to accumulate: time is not stored as manpower, finance, material resources and technology. We have to spend time, whether we want it or not, so we can't cut back. (3) Irreplaceable: any activity depends on the accumulation of time, that is to say, time is an indispensable basic resource for any activity. Therefore, time is irreplaceable. (4) Can't be lost and recovered: time can't be lost and recovered like lost things. Once it is lost, it will be lost forever. Money spent can be earned back, but if time is wasted, no one can recover it.
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  • Huawei time management skills 2
    you guys, 110000 pages can make you a scholar. But it takes you 1:00 to read three kinds of tabloids and 1:30 to play mahjong four times a day. What about tabloids? Or playing mahjong? Or try to be a scholar? It's up to you to choose! Ibsen said: your greatest responsibility is to cast your fast material into a tool. Learning is the tool of casting. To abandon learning is to destroy yourself. Goodbye, your alma mater will see what you will become in 10 years. How do you feel when you see Mr. Hu Shi's sincere words? "Time is efficiency", "time is money", "time is life", "every inch of time is gold, every inch of gold can't buy every inch of time", and so on. We can all blurt out such descriptions, but how are we doing? We hear it all the time—— "If only I could learn more in college!" "I should watch less TV, restrain myself and read more books!" "There's not enough time at all. The company's stock price is falling. The board of directors and shareholders are biting me like a swarm of bees. I always play the role of peacemaker when my colleagues compete for power and profit. My family can't see me, so I'm almost canceled in the newspaper!"
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  • Huawei time management skills 1
    concept and misunderstanding of time management The concept of time management What is time? Before we discuss the issue of time management, let's read an article In 1930, Mr. Hu Shi delivered a speech at a graduation ceremony Graduates: you are leaving your alma mater now. I have no gift for you, so I have to give you a word. This sentence is: cherish time, do not abandon learning. Perhaps a large part of the previous work was done as a last resort for this diploma. From now on, you are free to study as you wish. When we are young and powerful, we should try our best to do a kind of special knowledge. Teenagers are gone forever. When they are exhausted, it is too late to study. Some people say: after going out to work, life problems need to be solved urgently. How can I spare time to study? Even if you want to study, how can you study without a library or a laboratory? I want to say to you: those who have to wait until there is a library to read will not read; those who have to wait until there is a laboratory to do research will not do research. When you have the determination to study a problem, you will naturally save money to buy books, and you will naturally come up with a way to set up the instrument. As for time, it's not a problem. Darwin was ill all his life and could not do more work. He could only do one o'clock work every day. Look at his grades! Spend one point a day to read 10 pages of useful books, more than 3600 pages a year; read 110000 pages in 30 years.
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  • a new way of liquid bulk transportation
    bulk liquid transportation is a major branch of the transportation industry. For a long time, the traditional shipping tank and packaging barrel are the main mode of transportation. However, the high cost of purchase, return, maintenance and cleaning of shipping cans and packaging barrels often leads to high logistics cost of enterprises, which also has a negative impact on the utilization of national resources and environmental protection. As a result, an economic and environmental protection new way of bulk liquid transportation liquid bag transportation came into being and became the new favorite of the international liquid logistics industry. Liquid bag is a special large plastic bag, which can be used together with 20 foot container to transform an ordinary 20 foot container into a liquid transport tool, and can store 23000 liters of non hazardous liquid. This kind of container liquid transportation mode was used in military transportation for a long time, and then improved for civilian use. Today's liquid bags not only have a great change in the material, that is, from the initial rubber based gradually to today's polyethylene based, but also gradually abandon the reuse type in use and take disposable use as the mainstream. This not only saves the production cost and the cost of air return and cleaning, but also reflects the new idea of resource protection and ensuring the quality of goods. Applicable products of liquid bag: food grade wine edible oil food additives water water fruit juices juice concentrates pharmaceuticals liquid mineral oils vegetable oils industrial grade industrial grade general chemicals lubricants lubricants additives transformer Oli Transformer oil plasticizers synthetic resin detergents / Detergents silicates emulsions / emulsions salt solutions natural latex synthetic latex glycerin glycerin printing inks base oil Herbicides fertilizers fertilizer coconut oil rust inhibitors
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  • sales skills that salesmen have to know
    Every day, I get a lot of phone calls from sales staff. Some of them last longer, some are shorter, some listen very comfortable, some are disgusted, some are willing to talk with him, some don't want to say a word, some take the initiative to ask him some questions, some just ask and answer, others don't ask and I don't answer, some take the initiative to write down his phone number, and some wish he would never answer If you want to call again, some will soon forget, some will still think of him for a long time, some will have business contact with him only through one call, and some will not cooperate for a year or even longer. You will also find that some sales staff have business soon after they enter the business, while some have not done any business for a long time, or the business is very small; some sales staff's business is very unstable, and some are very stable; some sales staff are doing better and better, and their positions in pingbu Qingyun are constantly promoted; some are getting worse and worse, and they have become marginal personnel in the eyes of the boss It's not as good as one day until it's eliminated by the company. Why is there such a big contrast? In fact, this is due to the lack of sales skills. Duane sparks, the author of the best-selling book "sales strategy from the inside out: how to make complex sales effective", lists eight key sales skills for salesmen for reference. One of the skills: building the relationship between the buyer and the seller The salesperson needs to have a better understanding of the customer's real decision and the purchase process after when to make the decision. Then, the salesperson needs to match his sales process with the customer's purchase process. After that, when they reach an agreement on the most feasible solution, the salesperson starts to get in close touch with the customer. Skill 2: planning sales calls Most companies today lack a well-defined sales process. There are few documented sales practices that enable customers to provide strong commitment. As a result, the salesperson did not plan the sales call correctly. For example, every call should end with a commitment that the customer agrees to do something that will move the sales process forward. Skill 3: ask the right questions Most salespeople don't ask the right kind of questions, and even if they've prepared the questions before they make a sales call, most don't. The impact of poor questioning skills is enormous. This can lead to delays and objections, poor demonstrations of incorrect solutions, no differentiation from competitors, and resistance in the form of missed sales opportunities. Skill 4: business mind If you want to help your customers become more successful, you need to understand how the business usually operates, how your customers' industries operate, how your customers achieve their market goals, and how your company's products can help them better serve their own customers. Without business skills, you will never have the credibility you need to sell. Skill 5: active listening Sales professionals have been talking about themselves and their products, and missed important clues and information. More importantly, close your mouth and let the customer speak. Yes, you should lead the conversation, then listen and digest correctly. We know what many customers really need so that you can position your product correctly. Tip 6: come up with meaningful solutions Most salespeople claim that this is their best skill. In fact, as managers, we tend to hire people who are "articulate.". In reality, when it comes to making presentations, quality is far more important than quantity. When salespeople focus on presenting specific solutions to previously agreed requirements, they rarely fail. Skill 7: getting commitment If you really think about it, the only reason to hire a salesperson is to get the customer's commitment. However, when asked this question, most salespeople admit that this is their weakest skill. Research shows that nearly two-thirds of salesmen fail to ask for commitment in sales calls. Any effective sales training program must have a reliable solution to this problem. Skill 8: managing your emotions The way sales people explain to themselves the reasons for their success and failure is crucial. Form a style, regard adversity as temporary and independent, build psychological resilience, emotional resilience and patience, so as to pick up from setbacks and take the initiative when appropriate.
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  • 8% troubles
    a psychologist did an interesting experiment. He asked a group of experimenters to write down all the worries in the next seven days on Sunday night, and then put them into a large "trouble box". On the Sunday of the third week, he opened the box in front of the experimenters and checked each "worry" with the members one by one. It was found that 90% of the worries did not really happen. Then he asked everyone to put the rest of the note back in the carton. After three weeks, he would find a solution. As a result, on that day, after he opened the box, he found that those troubles were no longer troubles. Sentiment: trouble is to find their own, this is the so-called "trouble.". According to statistics, 40% of people's worries belong to the present, 92% of them have never happened, and the remaining 8% are something you can easily deal with. There is a secret that doctors know: most diseases can be cured without treatment. Similarly, most of the worries will be much better the next morning. The secret to overcome anxiety is to develop a detached attitude, regard the overflowing worry as the river flowing in the past, do not allow yourself to indulge in it, often focus on the reality and things around you, and be sure to develop the habit of being grateful for everything. Sometimes our hearts, like in the dark night of winter, ask ourselves to write down the reasons why we are happy one by one, which can guide us to get rid of the maze of sadness quickly.
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  • customer selection and accounts receivable management
    the biggest problem faced by receivables management is how to solve the contradiction between credit management and sales expansion, and how enterprises can strike a balance between risk and development. There will never be a standard answer to this eternal question. Different enterprises have different choices and tendencies at different stages and under different strategic guidance. But one thing is clear. No matter what our decision is, we need to have complete information and detailed analysis before we make a bet. 1、 Customers are not all gods Apart from the bad debt loss caused by accounts receivable, it is doubtful that the customer is God only in terms of the goal of the enterprise. Because today's market structure is a buyer's market, the enhancement of customer power leads to the overall decline of product prices, the decline of profit level and the narrowing of profit space of many products and even the whole industry. In such a market structure, not all orders are economical, that is, there is no profit zone. Customers without profit zone can not create value for enterprises, and customers in profit zone are not all value creators of enterprises, which is ignored by the authors of finding profit zone. Theoretically, the value of an enterprise is measured by the net cash flow generated by operating activities, but in reality, profitability and liquidity, profit and cash flow do not always occur simultaneously. There are two situations that result in the profit zone customers not being value creating customers: First, the timing difference between profitability and liquidity. Generally speaking, the income and profit of some companies have increased, but the cash flow has not increased at the same time. Take a stock as an example, the company's 2005 and 2006 annual reports show that the main business income increased by 36.14% and 23.36% respectively, while the balance of accounts receivable increased by 64.93% and 102.94% respectively. The 2007 semi annual report also revealed that the main business income and net profit increased by 28.44% and 31.93% respectively, while the accounts receivable increased by 63.07%. As of June 30, 2007, the company's accounts receivable has increased by about 447% compared with the beginning of 2005, and its proportion in the main business income has increased from less than 18% in 2005 to 68%. Second, the permanent difference between profitability and liquidity. Not all accounts receivable can be recovered, the existence of a large number of bad debt losses will lead to the accounting revenue and cash received in absolute quantity is inconsistent. In reality, the loss of bad debts is quite serious. Many companies suffer huge losses because of bad debts. Therefore, even from the price point of view is in the profit zone of customers, but from the cash flow point of view may not be the creator of enterprise value, one of the mysteries is accounts receivable and bad debt losses. Therefore, strengthening accounts receivable management is even more significant than strengthening marketing management. 2、 Market share or value growth Not all customers are gods. This conclusion or view has more practical significance in China. This is because there is a much more serious lack of credit in our social structure than in western countries. According to statistics, the average bad debt rate of accounts receivable of Chinese enterprises is about 5% - 10%, while that of American enterprises is only 0.25% - 0.5%, with a difference of 10-20 times; the average delay period is 7 days for American enterprises and 90 days for Chinese enterprises. According to the statistics of the Research Bureau of the people's Bank of China, China's annual credit loss is 585.5 billion yuan, equivalent to 36.8% of the fiscal revenue, of which 180 billion yuan is evaded or abandoned. In such a market environment, the business attitude, management awareness and goal pursuit of business operators should be very clear - by expanding market share and effective credit management, expanding the value creation area and realizing the sustained and rapid growth of enterprise value. In the environment of surplus economy, the high-intensity market competition and the improvement of customers' bargaining power make the role of customers in enterprise value creation change and differentiate. There are customer groups with "market without profit" or "market without value", weakening or cutting off the positive correlation between market share and profit or value creation. In such a situation, it is necessary to adjust, revise or innovate the traditional conventional concepts -- from the perspective of value creation and accounts receivable management, enterprises need to realize a kind of business transformation: from market share as the center to value creation as the center. The realization of this change requires enterprises to establish a business model with customer selection as the starting point, value creation as the center, and accounts receivable management as the basis. It also requires enterprise operators to change their current business style and thinking of emphasizing operation over finance and profits over cash flow. Obviously, the innovative business model is adapted to the needs of the buyer's market structure and the low reputation society. In this business model, accounts receivable management is an important component or element. 3、 Enterprise cycle, credit policy and accounts receivable management system design Although accounts receivable management is necessary for enterprise value creation, even the most important in some enterprises, the reality is always unsatisfactory. One of the important reasons is the lack of research, selection and design of credit policy and system. In fact, the design of credit management or accounts receivable management system starts from the choice of credit strategy and policy. The so-called credit management system is actually the embodiment of credit strategy and policy. Here, credit strategy and policy refer to the credit risk strategies and measures selected by an enterprise according to its business strategy, not the credit conditions mentioned in textbooks. In other words, the management system of accounts receivable is actually the embodiment of the credit policy selected by the enterprise according to the business strategy in different cycle stages. According to this view, the design of accounts receivable management system should be based on the choice of credit policy. Appendix 1: Table 1 enterprise cycle and credit policy choice Growth stage Aging stage Select parameters Operating characteristics Expectations outweigh achievements Achievements are greater than expectations Target Wizard Sales Guide Profit first Management focus Market share, marketing management Value creation cash flow management authoritative Marketing and sales departments are the most authoritative The most authoritative financial and legal department Credit strategy High risk credit strategy Low risk credit strategy Credit strategy Credit scope Wide, all customers can sell on credit Narrow, selective credit Credit line large Small Credit term long short Credit conditions pine tight 4、 Process reengineering and accounts receivable management When it comes to accounts receivable management, people will naturally think of the popular whole process credit management mode. From table 2 (Annex 2) In advance: In the matter: Afterwards: Customer credit management; collection of customer credit information; The establishment and management of customer credit files; Customer credit analysis and management; Customer credit rating management; Credit business management, credit policy formulation and reasonable use; Credit limit audit and credit approval; Sales risk control and contract management. Management of accounts receivable; total amount control of accounts receivable; Sales ledger management; Aging monitoring and payment recovery management; Financing realization and creditor's rights management. Regular supervision and inspection of group The so-called process reengineering refers to the reconstruction and redesign of the internal business and management process of an enterprise, which usually adopts the methods of elimination, simplification, integration, refinement and informatization. From the perspective of credit management, the process to be reengineered includes at least the following three aspects: 1. Organizational transformation. In practical work, credit and accounts receivable business involves many departments and posts, such as sales, finance, logistics, after-sales and so on. At least three problems need to be solved: first, how to define the responsibilities of sales and finance. Second, whether it is necessary to set up a separate credit management department. Third, the responsibility of contract management. In fact, whether it is allocated to the financial department or not, the financial department needs to control all the contracts of the enterprise. 2. Business process optimization. Sales and collection business related to credit is one of the key businesses of enterprises, and the process is the most important and complex. Such as customer development and information collection business process, customer credit rating business process, order processing and internal credit business process, sales risk control business process, payment recovery business process and so on. The improvement of the seller (enterprise) credit control ability and the reduction of the buyer (customer) credit risk are the key to improve the business process. The improvement and perfection of these processes will help enterprises to enhance their value-added level in the value chain. 3. Informatization. The effective operation of organization and process needs the support of complete information system. Even if we focus on credit and accounts receivable management, we must integrate it with other business management. In other words, we must build an integrated and networked information system within the enterprise and even the group.
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  • credit management is the core of accounts receivable
    credit management is the core of accounts receivable In the process of development and growth of logistics enterprises, while pursuing expansion, they often take accounts receivable as a marketing means and relax the management of accounts receivable. In this way, the sharp increase in accounts receivable, capital chain will have the risk of fracture. As a result, some logistics companies began to segment customers, formulate different accounts receivable policies for different customers, and form their own set of credit management system. First of all, logistics enterprises should determine a reasonable credit standard. The "5C" method is usually used to evaluate customers' credit ("5C" refers to the customer's conduct, ability, capital, collateral value and other conditions), and the obtained data are analyzed. For the customers who meet the standard, we can adopt the preferential account receivable conditions, and for the customers who do not meet the requirements, especially for the business with large amount, we can reduce the credit sales. In this way, the limited funds can be used to ensure the maintenance of high-quality customers and reduce the risk of bad debts. Adopt reasonable credit terms, mainly including credit term and cash discount. The term of credit is the payment term stipulated by the enterprise for customers. Cash discount refers to the price preference given by logistics enterprises to customers by paying in advance. Although cash discount reduces the income of enterprises, it can reduce the average collection period of accounts receivable. Establish an appropriate credit line. Credit line is the maximum credit line given by logistics enterprises to customers according to their repayment ability. Any customer has its solvency limit, once beyond the limit, it will greatly increase the probability of bad debts, so it is actually the maximum amount of risk that the enterprise is willing to bear for a customer. Determining the appropriate credit line can effectively guarantee the sales volume and prevent the enterprise from suffering great losses due to excessive credit sales and exceeding the customer's actual ability to pay. In a word, when enterprises make credit policies, they should make a careful comparative analysis and choose a better scheme. That is to say, we should ensure that the increased revenue is greater than the increased cost of accounts receivable, and we should not blindly relax the credit policy in order to expand sales. On the contrary, we should not try our best to improve the credit standard in order to reduce the accounts receivable. "If you don't sell on credit, you have to wait for death. If you sell on credit, you'd better not seek death." Soros has a famous saying: "if there is no risk, it can not be called a career, but it is important to know where there is risk, and leave a way out and a way out for yourself." Business operators need to do a good job of risk cost analysis, formulate specific measures to prevent, control and manage risks, so as to achieve the purpose of reducing risks, improving business management and improving enterprise efficiency.
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