Twenty-One Questions That Entrepreneurial Enterprises Must Answer

Yesterday, at the capital center of Haidian, the director of the enterprise guidance and demonstration project of Zhongguancun Haidian Garden Management Committee made an exchange. Li emphasized that the leaders of the company should be able to speak with data in respect of the main situations of the company.

And this is really not easy.

Many problems involved in the communication are representative, and I have made a brief summary.

Perhaps it is a problem shared by many start-up companies.

1, the proportion of the industry and geographical distribution of the company's income sources?

How much does the head office and branch account for?

2, the constituent elements of the company's revenue, their respective proportion, the change of this proportion in recent years?

3, what is the per capita output value of the company?

How much is the head office and its branches?

4, what is the sales way?

Direct sale or agent?

Which area accounts for a large proportion?

Which of these sales methods are effective?

What are the general effects and what are the poor results? Is there any specific analysis?

Are 5 and sales methods advanced in the industry?

Is it competitive?

6, how can the product be sold and how can the project be sold?

Does the salesperson have division of work?

How does 7 and salesperson's sales ability develop and improve?

Are sales staff competitive?

8, active sales and passive sales?

How many sales are done through word of mouth?

9, does the company's products compare with competitors? Do you have detailed data?

Are technicians, pre-sales personnel clear about this?

10, what are the high profit items?

Why can profits be high?

What percentage of the company's revenue?

11, where is the profit point of a project?

Under what circumstances may it be profitable and under what circumstances will it lose money?

What is the reason why 12 is slow?

How many reasons do they own and customer's reasons?

How can we effectively solve the problem of slow repayment?

13, how many qualified project managers are there?

What is the proportion of all project managers?

What are the differences between 14, qualified project managers and unqualified project managers? What are the differences?

15, how long does it take to train a qualified project manager?

What is the cost of input?

16, how many of the customers are replaced by competitors?

Has 17, company brand and popularity been evaluated?

How big is it? Is there a third party report?

18, have we made any careful analysis of customer composition?

What is the difference between sales psychology in different industries?

19, how do the chairman of the company allocate the working hours?

What are the priorities at different stages?

At the present stage, we should focus on strategic analysis, business model analysis and overall market capacity improvement.

20, is it too cumbersome and complicated in process management?

It is not easy for entrepreneurial companies to make things too complicated and too formalized.

21, entrepreneurial companies are not too early to pursue mature and mature companies.