The Added Value Of Managers

< p > a boss asked me: because the overall economic environment is bad, plus management problems, the company is in a loss.

At the end of the year, most of the colleagues accepted the fact that the performance was bad and the bonus was not enough. But a manager with a higher profit Department felt that although the company was losing money, his department was profitable, so he demanded a very high bonus, otherwise he would choose to leave the company.

The boss could not afford to pay the high bonus, but he did not know how to persuade the Department Manager. He asked me to help him with his reasoning.

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< p > I told him another story of my client: a clothing entrepreneur who went bankrupt three times in the first ten years of his venture.

Every time, he had to dismiss his beloved employees painfully.

When he started his fourth business, he set himself a simple creed: "loss is a crime".

In the second ten years of entrepreneurship, he successfully pformed the business from debt to a 1 billion 900 million turnover and 6000 employees, and he also had the ability to continuously repay his employees.

I am proud to say that this customer said that ten years ago was my "eight principles of enterprise success" course, so that he found his invincible price < a href= "//www.sjfzxm.com/pioneer/" > business mode < /a >.

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< p > the boss is puzzled. "Your story is not helping me find a way to convince the manager," he said, "but I am not doing a good job. I mean, yes, we should all believe the entrepreneur above, and believe that" loss is a crime ". I believe Inamori Kazuo's words," 10% of the sales profit margin is only a passing grade ". Only 20% of the sales profit margins are excellent business. Only such companies can make the company develop steadily for a long time, so that we can really give back to employees and benefit employees.

If your company has a good profit margin, is the manager's problem still a problem? Back to the manager's performance question, I gave him the suggestion that we should not only talk about the great truth that everyone should share the same difficulties during the difficult times, but also help the manager figure out "a href=" http:// sjfzxm.com/DESIGN/designer/index.asp > added value < /a >.

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< p > what is the contribution of an enterprise to the society? We can not see the turnover, because the bulk of the support is mostly the raw materials purchased from the suppliers, the services of other suppliers, etc. the real contribution of the enterprises is the added value created by others, that is, how many people the company has raised and how much profit it has created. The added value of a 10 million enterprise may be only 200-400 million.

We can use the same logic to think about the value of a person to a company.

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< p > the added value of a person is certainly not the profit of his department, because the profits of the Department are supported by others and other departments, because a large portion of the profits today are the result of the delayed investment and investment in the past.

What is the added value of a person? < /p >

< p > I believe that a person has really created and added value to the departments and companies in which they are located.

The question we should ask is: how much growth have you brought for the company and department? Have you found a new way to do the a href= "http://zs.sjfzxm.com/" > business /a for the company and department? Have you brought new customers to the company and department? Have you created new products for the company? Have you improved the quality of the old products? The profits created by the old products, the old customers and the old practices are usually not their own credit, because it is not an added value, not an added value, but a historical sedimentation and continuity.

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< p > If a person is changed, nothing can be done by a company, and a person has very (added) value.

If you change your company as usual, or even better, a person really needs to ask himself, what is the value of his own business to the enterprise? < /p >

< p > I don't know how the customer finally handled his problem.

But my advice to managers is the same as to the boss: a company must constantly improve its added value to customers, and one needs to constantly improve its added value to the company.

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