グローバルリーダー協会の齋藤信幸です。
Ron McFarland氏の自叙伝も後半に入りましたが、ここでお知らせです。
RonさんはLINUXで有名なRED HAT社のHome Pageにコラムを提供しています。
是非、覗いてみてください。
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BUSINESS MANAGEMENT MEASUREMENTS
The most fun I have had in this top management seminar is show department managers that they can be their own boss. They don’t have to be just an employee to the owner and can take responsibility for the success of their department.
Performance data on department sales, gross profits and expenses were gathered, analysed and decisions made based on that data.
Also, between departments profit per employee, employee turnover, expenses control and many other figures can be compared.
「Fixed Coverage」とは何？
In the automotive dealership there is a term called “Fixed Coverage” which is very interesting. Imagine separating all the departments in the dealership into two groups, “fixed departments” and “variable department”. The “fixed department” are not greatly affected by economic changes (GDP, inflation, employment figures, etc.). They are the parts department, service department, and bodywork department. Variable departments are greatly affected. They are the new vehicle sales, used vehicle sales, insurance, financing, etc. If a dealer covers a high percentage of its total fixed cost by the fixed departments, it is more able to withstand economic downturns.
同様な考えは、生産財の一つである製造装置業界にもありますね。製造装置のアフター・サービスを重要視する経営です。
Another interesting number is the amount of sales needed to cover a US$100 lunch with a customer in each department. Sometime, US$500 - US$1,000 in sales is required. It makes a manager stop and think a bit about his expenses. I applied this to selling cutting tools when considering international business trips. If the customer buys very little, I would rather have meetings over the internet. If the customer purchases a great deal, and there are great opportunities for future business, a personal visit would be more appropriate.
あたりまえのことですが、顧客を層別できず、本質的な意味での適切なバランスの取れたサービスができていないケースが見受けられます。
This seminar was interesting for me, as it reminded me of my college days when I first started writing it. I used mostly General Motors’ account practices for dealers, which is the most detailed that I knew of. I can now apply that knowledge to many businesses globally.
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齋藤信幸の生産財の営業はここ。
齋藤信幸のロングステイはここ。
***************************************************************************************
Ron McFarland氏の自叙伝も後半に入りましたが、ここでお知らせです。
RonさんはLINUXで有名なRED HAT社のHome Pageにコラムを提供しています。
是非、覗いてみてください。
***********************************************************************************************
BUSINESS MANAGEMENT MEASUREMENTS
The most fun I have had in this top management seminar is show department managers that they can be their own boss. They don’t have to be just an employee to the owner and can take responsibility for the success of their department.
Performance data on department sales, gross profits and expenses were gathered, analysed and decisions made based on that data.
Also, between departments profit per employee, employee turnover, expenses control and many other figures can be compared.
「Fixed Coverage」とは何？
In the automotive dealership there is a term called “Fixed Coverage” which is very interesting. Imagine separating all the departments in the dealership into two groups, “fixed departments” and “variable department”. The “fixed department” are not greatly affected by economic changes (GDP, inflation, employment figures, etc.). They are the parts department, service department, and bodywork department. Variable departments are greatly affected. They are the new vehicle sales, used vehicle sales, insurance, financing, etc. If a dealer covers a high percentage of its total fixed cost by the fixed departments, it is more able to withstand economic downturns.
同様な考えは、生産財の一つである製造装置業界にもありますね。製造装置のアフター・サービスを重要視する経営です。
Another interesting number is the amount of sales needed to cover a US$100 lunch with a customer in each department. Sometime, US$500 - US$1,000 in sales is required. It makes a manager stop and think a bit about his expenses. I applied this to selling cutting tools when considering international business trips. If the customer buys very little, I would rather have meetings over the internet. If the customer purchases a great deal, and there are great opportunities for future business, a personal visit would be more appropriate.
あたりまえのことですが、顧客を層別できず、本質的な意味での適切なバランスの取れたサービスができていないケースが見受けられます。
This seminar was interesting for me, as it reminded me of my college days when I first started writing it. I used mostly General Motors’ account practices for dealers, which is the most detailed that I knew of. I can now apply that knowledge to many businesses globally.
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齋藤信幸の生産財の営業はここ。
齋藤信幸のロングステイはここ。
***************************************************************************************
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