You don't know the LED enterprise cost "secret"

For enterprises, the profit is the source of life, LED corporate earnings, sales costs, management costs, financial costs and other expenses of a series of business expenses into the total cost. Now the LED lighting market competition is becoming increasingly fierce, with the popularity of LED period, LED lighting market price war has become increasingly high cost of the state, and the price war is the straw, many LED lighting companies have also increased investment in research and technology, seeking to reduce the high cost of technology. In addition to the company's earnings listed in the interest expense, fee and commission expenses, sales expenses, management fees, financial costs and other costs, what are the "hidden costs"?

1, talent flow cost

For the LED lighting industry talent shortage "phenomenon intensified, the flow of personnel costs can be said to be one thing that enterprises headache, on one hand the enterprise bear the earlier old employees training fees upfront investment, on the other hand also bear the early new recruitment staff cost, risk and suitability for the new employees post. In addition, the old employees may leave their competitors into the enterprise, which brings the loss of important internal information or information to the original business. The loss of old employees will no doubt give the company a few times higher than its income expenditure.

2, communication costs

It is understood that, for the enterprise, lack of communication and exchange between employees, between departments, will lead to friction, contradictions, conflicts, misunderstandings, affect the efficiency of enterprise organization work atmosphere, staff morale, making it difficult to form a cohesive force, internal friction increases the cost of human. Therefore, not only is the LED lighting business, all business managers are required to have the most basic ability - effective communication. Such as: the establishment of the organization structure in communication, through the working process in the process of communication, through various meetings, the establishment of leadership and employees, employees and employees in the system under the regular and irregular communication etc..

3, the cost of corporate culture

Corporate culture, as the soul of an enterprise, will be reflected in the spirit of each of its members. China HP human resources director Zhang Guowei said, corporate culture also means cost: in the morning on time clock, can not sleep; the office can only talk business, can't talk on the phone; the elevator must line up, time is not an excuse...... These enterprise systems for employees is only a potential constraint. Although the army to engage in training every day, but when the war can not only goose step forward, which is a cost of training, it is important to exercise the quality of soldiers. These costs are able to reflect the "benefit": the discipline of soldiers fighting when the unity of command, help reduce casualties, win.

4, stagnant resource costs

The stagnation of the resource is the most widely used "hidden costs", such as idle equipment, the backlog of inventory, the low utilization rate of job occupation, idle funds, use of these services, although not necessarily will continue to consume the investment of the enterprise, it is part of the assets of an enterprise, enterprise will therefore bear interest invisible cost. Therefore, an enterprise, the number of stagnant resources, reflecting the high level of resource utilization. For example, LED lighting enterprise inventory turnover rate is higher, the stronger the ability of the enterprise inventory assets, the higher the efficiency of the use of funds.

5, overtime cost

Before talking about this cost, Xiao Bian first to tell you a case, the world-famous Marriott for many years there is a deep-rooted corporate culture - the longer the better, even if it is to do surface Kung fu. In the past, Marriott's ideal model staff is to stay in the hotel all day, and it's time to go home. As a result, from the middle of the last century in the 90s, the hotel is difficult to hire talented people, the existing talent is also lost. In 2000, Marriott chose three hotels to test a program called "flexible management", the purpose is to help managers to establish a balance between work and life. At that time, the reform leader Bill Munk (Bill Munck) take the lead, to finish the work ahead of time to go home, and let the people around him to do so. 3 months later, the people who have already been off duty are no longer being stared at by the colleagues who are out of work, and they can go to see their son's baseball game without guilt.

This leads to one of the biggest questions: does it really help maintain the Marriott's service quality without reducing the working hours? In August 2000, at the end of the program, three hotel managers on average less than 5 hours a week, the market department and the sales department an average of less than 7 hours per week. On the face of it, this is a loss, assuming that the average hourly wage of managers is $30, the hotel will not lose $150 per person per week? In addition to speed up the transfer of information to the manager to buy computer networking, which increased investment. However, Bill Munk found, according to Marriott customer feedback mechanism, service quality did not decline, they believe that the flexibility of the management plan has no effect on the guests, did not find any less profit.

Many bosses think that employees after work "and" the "overtime" is a professional phenomenon. As everyone knows, this may imply a high cost. The reason for this is that overtime may be implicit in the low efficiency of employees; overtime may affect the effectiveness of employees and bring hidden dangers to the enterprise, such as fatigue of the mechanical operator is likely to be an accident.