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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