降低成本前的2个问题

降低成本前的2个问题

                              文/吕布凡

不少公司、企业会在找不到真正原因时区揪“成本问题”,所谓成本就是我们在公司运作中不得不投入的,而且并不能多次重复利用的生产资料,我们所说的是在盈利之前做的一系列投入,都称为“成本”。

最近,总是从不同的材料、新闻,甚至身边的公司听到这样一种说法,当运营不善的时候,我们理当去“控制”成本投入,这里有2个问题需要明确,否则,成本的投入则陷入“投进去收不回,不投入不产出”的恶性循环状态。

  • 1.是不是真的投入的很多。
  • 如是真的很多了,浪费了,去控制这是无可厚非的事情,甚至开除、记过几个员工也无妨。如果不是,而且发现投入的并不多,那么运营的市场部门则是不可逃避责任的,是投入的过少,还是市场没有合理运用?
  • 2.成本在“利用”上,有无做过“回报率”统计。
  • 也就是说,一个企业每投入1块钱将回收多少钱,如果投入1元,回收小于一元那么利润为负数或者零,则成本投入过多或者回收的钱财没有用在正当的位置。如果投入1元,回收了2元,那么考虑的不是降低成本的问题,而是通过如何的运营模式去做到下一次投入2元,如何做出大于4元的回报,且利润大于零的事情。


主要其实,实在说,不是仅仅节约成本就能掩盖一些不可避免的问题,在尽量考虑节约成本的时候去反思一下,过去使用过的“成本”,它的回报是什么?如果是经营不善,即没有把钱花在该加强的地方,投入1,消耗1,投入100,消耗100,投入一角,消耗一角,降不降低成本有什么意义呢?

 

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