21 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 communication are the questions that an entrepreneurial company must face and give answers. If there is no clear answer to these questions, even if your company has existed for ten years, it is still just a start-up company. At the same time, it also reminds us whether a company is a start-up company, or whether it is in the start-up stage, not on the length of time.
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?
5, is the sales method 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?
7, how does salesperson's sales ability develop and improve? Are sales staff competitive?
8, how much are active sales and passive sales? How many sales are done through word of mouth?
9, is there any detailed data description of the comparison between the company's products and its competitors? 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?
12, what is the reason for slow repayment? 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 do the company have? What is the proportion of all project managers?
14. What are the differences between 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 customers are replacing competitors' products?
17. Is there any assessment of the company's brand and popularity? 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 does the chairman of the company allocate 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.
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