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business management



Introduction

Itreferstotheenterpriseasthecarrier.Inordertoobtainthegreatestmaterialbenefits,thebusinessoperatorsuseeconomicpowerandusetheleastmaterialconsumptiontocreateasmuchaspossibletosatisfypeople'svariousTheeconomicactivityoftherequiredproduct.Researchonearly-warningcontrolindicatorsforenterpriseshasestablishedanearly-warningcontrolindicatorsystemandcomprehensiveindicators,expoundingtheprinciplesandmethodsofearly-warningcontrol,andestablishingapreliminaryframeworkforearly-warningcontroltoprovideeffectivemethodsforbusinessoperatorstostrengtheninternalmanagement.

1.Introduction

Withthetransformationoftheplannedeconomysystemtothesocialistmarketeconomysystem,enterpriseshavebecomeeconomicentitieswithindependentoperation,self-financingandindependentaccounting.Forparticipation.Thisrequirescompaniestoestablishasetofoperatingmechanismsthatadapttomarketneeds,sothattheycanlearnaboutrelevantinformationinatimelymanner,adjustproductstructureinatimelymanner,continuouslymeetmarketneeds,andenhancetheircompetitiveness.

Theevaluationandearlywarningcontrolsystemofenterpriseproductionandoperationstatusistocontinuouslymeasure,monitorandpre-alarmthroughtheeconomicoperationoftheenterprisetoshowwhetherthecurrenteconomicoperationoftheenterpriseisnormalandwhethertherearepotentialcrisesinthefuture,soastoachievepre-alarmThepurposeoftheenterpriseandthepurposeofmonitoringtheenterprise,sothatthebusinessoperatorsandhigher-levelcompetentdepartmentshaveagoodideaof​​theeconomicoperationoftheenterprise,andpromptlydiscoverandsolveproblems.

2.Establishmentofanindicatorsystemforearlywarningandcontrolofbusinessoperations

2.1Principlesfortheestablishmentofanindicatorsystem

(1)Theprincipleofcomprehensiveness.Reflectingtheperformanceofanenterprisedependsnotonlyontheeconomicdevelopmentspeedoftheenterprise,butalsoontheeconomicbenefitsoftheenterpriseanditsfuturedevelopmentpotential;italsodependsontheabsolutelevelaswellastherelativelevel,whichfullyreflectstheoperatingconditions.

(2)Theprincipleofcomprehensiveness.Thereisahugeamountofinformationabouttheproductionandoperationofanenterprise,andanenterprisehasmanystatisticalindicators.Fromthese,itisnecessarytoselectthemainindicatorsthatcancomprehensivelyreflecttheoperatingconditionsofacertainaspect.

(3)Theprincipleofcomparability.Thestatisticalscopeandstatisticalcaliberreflectedbyeachindicatormustbeconsistent;thecontent,calculationmethod,measurementunit,andpriceofthesameindicatormustbeconsistent,andtimelyadjustmentsshouldbemadewhentherearechangestomaketheindicatorscomparable.

(4)Theprincipleofoperability.Allindicatorsshouldbesetasfaraspossibleusingtheexistingquantitativestatisticalindicatorstofacilitatethecollection,sorting,summaryandanalysisofhistoricalstatisticaldata.

(5)Sensitivityprinciple.Itmustbeabletoreflecttheactualproductionandoperationsituationoftheenterprisefromacertainside,andtheproductionandoperationstatusoftheenterprisecanbegraspedthroughtheriseandfalloftheindexvalue.

2.2Thesettingoftheearlywarningcontrolindexsystem

(1)Indicatorsreflectingthesolvency

①Thedebt-to-assetratio:itisameasureofthelong-termsolvencyofanenterpriseindexof.

②Currentratio:Itisanindicatorthatreflectsthecompany'sabilitytorepaydebtwithworkingcapital.

③Quickratio:Itisanindicatorthatreflectsthecompany'sabilitytoquicklyrepaycurrentliabilities.

(2)Profitabilityindex

①Salesprofitrate:itreflectsthevalue-addedpartofthecompany'sunitsales.

②Therateofreturnonassets(=salesprofitrate×capitalturnoverrate):itisanindexthatmeasurestheabilityofallindustrialassetstoobtainprofit.

③Costandexpenseprofitrate:Itisanindicatorthatreflectstheabilityofanenterprisetoinvestinproductioncostsandexpensestoobtainprofits.

(3)Operationalefficiency

①Inventoryturnoverrate:Itistheratioofthecompany’sproductsalescosttotheaverageinventorycost,whichreflectsthecompany’ssalesabilityandwhethertheinventoryisexcessive.

②Accountsreceivableturnoverrate:itisanindicatorthatreflectstheturnoverstatusoftheenterprise'scurrentassets.

③Laborproductivity:itisanindexreflectingthelaborefficiencyoflaborers.

(4)Developmentcapabilityindicators

①Capitalvaluepreservationandappreciationrate:Itnotonlyreflectsthecurrentoperatingconditionsofthecompany,butalsoindicatesthefuturedevelopmentpotentialofthecompany.

②Production-salesratio:itnotonlyreflectsthecomparisonofsalescapacityandproductioncapacity,butalsoreflectstheabilityofthecompanytodevelopinthefuture.

2.3Theconstructionofcomprehensiveindicatorsforearlywarningcontrol

Theaforementioned11indicatorsarerepresentativeandcomprehensivefortheirrespectivefields,butfortheoverallevaluationandearlywarningcontroloftheenterpriseInotherwords,comprehensiveindicatorsneedtobesetorconstructed.

(1)Capitalprofitrate

Thecapitalprofitrateisanindicatorthatreflectstheabilityofinvestorstogainprofitbyinvestingcapital,andalsoreflectstheabilityofenterprisestousefinancialleveragetoobtainThesizeofprofitability,thisindexisthehighestlevelandmostfundamentalindexthatenterprisesneedtopursue.

(2)Operationalsafetyrate

Thisindicatorevaluatestheoperatingstatusofanenterprisefromtheperspectiveoftherelativesizeofcorporateprofits,anditssizereflectsthepossibilityofloss.

(3)Weightedcomprehensiveindex

Useexpertopinionmethodoranalytichierarchyprocessandothermethodstotakedifferentweightsfortheaforementioned11indexes,andcarryoutaweightedaveragetoobtainacomprehensiveThevaluecanreflectthebusinessstatusoftheenterprise.

3.Earlywarningcontrolmethodsforenterprises

Thefundamentalgoalofanenterpriseistomaximizeprofits,andtheproductionprocessofanenterpriseisaninput-outputprocess,andsometimesproductionThecycleislonger.Asabusinessmanager,howtofindproblemsearlyinthisprocess,judgethetrendandmakedecisionstoachievethepredeterminedgoal,requiresasetofearlywarningcontrolmethods.Drawinglessonsfromtheearlywarningcontrolofmacroeconomicoperationsandtheearlywarningcontroloftrafficsignals,wedesignedanearlywarningcontrolmethodforenterprises.

3.1Earlywarningcontrolsignalsandzones

Learningfromtrafficmanagementsignallights,theindexvalues​​aredividedintothreeareas,namelynormalarea(greenlight),alertarea(yellowlight),andalarmDistrict(redlight).

Thegreenlightindicatesthatthecompany’soperationsareinanormalstate,thevalues​​ofthecompany’svariousindicatorsarenormal,theallocationandutilizationofresourcesarereasonable,thereisstaminafordevelopment,andtheproductionandoperationareinastableandcontrolledstate.

OperationManagement

1."Operation"isintheextensionof"Management".Usuallyaccordingtothenatureofenterprisemanagementwork,marketing\productioniscalled"operation",andothermanagementcontentiscalled"management".

BusinesstrainerWangJunhengcanunderstandoperationandmanagementinthisway.Businessoperationswillincludethetwomainlinksofoperationandmanagement.Operationreferstothebehavioroftheenterpriseinmarketactivities,andthemanagemententerpriserationalizestheworkprocess,Theactofdiscoveringtheproblem.

Operationandmanagementaremutuallyinfiltrated,andweoftenputoperationandmanagementtogether.Theactualsituationisthatthescientificdecision-makingprocessinoperationistheinfiltrationofmanagement,andtheoperatingconsciousnessinmanagementcanbesaidtobeemotionalintelligence.Manifestation.Strictlyseparatingoperationandmanagementisamisunderstandingandamanifestationofretreat.

2.Operationisexternal,seekingtoobtainresourcesfromoutsidetheenterpriseandestablishinginfluence;managementisinternal,emphasizingtheintegrationofinternalresourcesandtheestablishmentoforder.Thepursuitofbusinessisefficiency,toincreaserevenue,andtomakemoney;thepursuitofmanagementisefficiency,toreduceexpenditure,andtocontrolcosts.Operationisexpansive,wemustbeaggressive,seizeopportunities,andbebold;managementisconvergent,wemustbecautiousandsteady,andwemustassessandcontrolrisks.

Operationandmanagementareinseparable.Operationandmanagementarelikeyangandyininanenterprise."He"and"she"mustcoexistandseekmutualunityincontradiction:theremustbeashadowinthelight,andtheremustbelightintheshadow;operationandmanagementarealsomutuallyexclusiveDependenceisinseparable.Ignoringmanagementisnotlong-lastingandunsustainable.Howmuchmoneyisearned,andhowmuchmoneyiswasted."Thebamboobasketisnothingbutawasteofwater."

TraininginstructorWangJunhengmentionedanoldsayinginruralSichuan:"Thereisajadeoutside,andthereisabasketathome."Thismeansthatmenearnmoneyoutsideandwomenhavetosavemoneyathome.It'saprosperouslife,andit'sthesametruth.Ontheotherhand,managementthatignoresoperationisinvigoratedandrigid.Managingformanagementandcontrollingforcontrolwillonlyputtheenterpriseundercontrol;enterprisedevelopmentmusthaverulesandconstraints,butitmustalsobemotivated.Tension,otherwiseitisastagnantpool.

3.Operationistheleader,managementisthefoundation,andmanagementmustserveoperation.Tobebigandstrong,anenterprisemustfirstfocusonoperations,studythemarketandcustomers,andprovidetargetedproductsandservicesfortargetcustomers;thenbasicmanagementmustkeepup.Onlywhenthemanagementkeepsupcantheoperationcontinuetomoveforward.Aftertheoperationprogresses,higherrequirementswillbeputforwardonthemanagementlevel.Therefore,thelawofenterprisedevelopmentis:operation-management-operation-managementalternatelyadvance,justlikeaperson'sleftandrightfeet.Ifyouputasidemanagementandfocusonoperationalone,itwon'twork,andmanagementwillbehindered,andoperationwillnotmoveforward.Onthecontrary,ifyouputasideoperationandfocusonmanagement,youwillstandstillorevenregress.

Management

Threekeypointsofenterprisemanagement:coretechnology,competitivesystem,keytalents

CoretechnologyistheuniquetechnologyintheworldAndhelpcustomers,sothatyoucanattractpeoplewhounderstandmanagementtohelpyou

Thecompetitivesystemisthemostadvancedandusefulmanagementsystemintheworld,andcountlesstechnologiesandtalentsyearnforcooperation

Thekeytalentisthemainbodyofthebuilding,thatis,humanresources.

Typeofbusiness

Accordingtothetypeandcharacteristicsofcorporatestrategy,itisdividedintothreetypes:defensivetype,exploratorytypeandanalyticaltype,whichcanbefurthersubdividedinto:businessevaluation,researchanddevelopmentmotivation,productionmanagement,andmarketThesixaspectsofstrategy,manpowerplanningandrecruitmentcountermeasuresarematchedwiththeirkeypointsandcontent,andareformedunderthebusinessstrategicplanningoftheenterprise;verticalandhorizontalplanningandfocusofvarioustasksandcurrentmanagement.

Fromtheperspectiveofmanagement,evaluationcanbedividedinto:defensive/seekingastableandpredictablemarket,exploratory/variablechangingwiththemarket,andanalytical/stableandvariablecombinedmanagement.

Fromthemanpowerplan,itcanbedividedinto:defensive/fillingmethod,exploratory/randommethod,analytical/expectedmethod.

Businessphilosophy

Itisgenerallybelievedthatthebusinessphilosophyisthethinkinganddefinitionofthegoals,objectives,principlesandotherissuesofbusinessactivities.Wecanusuallysummarizetheconceptofbusinessphilosophyintothreecomponents,namelystrategicvision,organizationalmission,andcorevalues.Themeaningofeachpartisshowninthefigure.

1.Strategicvision

Strategicvisionisalsoknownascorporatedevelopmentprospectsorcorporatedevelopmentgoals.Itisthelong-termgoalthatsupportsthelong-termdevelopmentoftheenterprise,anditisalsothefuturevisionthattheorganizationhopestocreate.

2.OrganizationalMission

Organizationalmissionisthe"purposeoftheexistenceoftheenterprise"orthe"purposeofthebusinessoperation".Ifthestrategicvisionofanenterpriseisthattheenterprisestrivestobethefirst,thentheorganizationalmissionoftheenterpriseishowtheenterprisestrivesforthefirst,orwhatitdependsontostriveforthefirst.

3.Corevalues

Thecorevalues​​ofanenterprisearealsoknownasthebusinessphilosophyoftheenterprise.Itisthehighestbasisandrulefordealingwiththerelationshipbetweenpeoplewithinanenterpriseandtherelationshipbetweenvariousentitiesoutsidetheenterprise,andthegeneralprincipleof"beingaperson"inanenterpriseorganization.

4.Thedifferenceandconnectionbetweenstrategicvision,organizationalmission,andcorevalues

Therearedifferencesbetweencorporatestrategicvision,organizationalmission,andcorevaluesThereisalsoaconnection.Becauseoftherelationshipbetweenthethree,inpractice,somecompaniesregardtheformerasabroadpartofthelatter.Inthisway,theyformarelationshipofinclusionandinclusion.

Human-centeredcontrol

Thefirstpointistopayfullattentiontotheintroductionreactionofpersonnelwhenenteringthejob,thatis,theguidanceofculturaldifferencesandadaptationperiod.Focusonhelpingnewemployeesadjusttheirmentalityandentertheirrolesonthebasisofcognitionofthepositionandfamiliaritywiththeenvironment.

Thesecondpointisthatwhenenteringtheanalyticalphase,theelementofcohesionofemployeesshouldbeemphasized;theprincipleofinternalfirstandthenexternal,internalandexternalreplacementshouldbemoreadopted.

Thirdpoint,thefocusshouldbeonfindingtherightpersontodotherightthing,thatis,hisprofessionandexpertise;itcanreachtheexpectationofgettingonthejobimmediately.

Profitplanning

Keytaxesaffectprofits

mycountry'simplementationofthereformofvalue-addedtaxcanreducetheburdenonenterprisesandincreasetheirinvestmententhusiasmintheshortterm,andstimulateinvestmentinthelongterm.Expandingdomesticdemandandcoordinatingthestructuraltransformationofthemarketeconomyplaysanimportantroleinrevitalizingtheeconomyandpeople’sconfidence.Thispolicyhasanimpactoncorporateaccountingstatementsandfinancialindicators.Underthesameproductionandoperationconditions,companiescanreducetaxpaymentanddebtservicingburdens,andincreaseThecompetitivenessandprofitleveloftheentireindustry.

Therearemanypreferentialtaxpoliciesforsinglebusinesstaxitems.Taxableitemscoveralmosttheentiretertiaryindustry.Eachtaxitemhasspecifictaxableitemsandtaxratedifferences.Corporatefinancialpersonnelneedtoanalyzethetaxitemannotationclassificationindetailfortheirownbusiness.Effectivedivisionandaccountingofbusinessactivitiesbetweendifferenttaxitems,differenttaxrates,domesticandforeignlaborservices,taxreductionandexemption,andtaxcollectionareofgreatsignificancetoreducetaxburdens,reduceunnecessarytaxexpenditures,andincreaseprofits.

Asthesecondlargesttaxinthecurrenttaxsystem,incometaxisplayinganincreasinglyimportantroleinnationaltaxation.Itisanimportanttoolforthestatetoregulateeconomicoperationandadjustincomedistribution.Thenewcorporateincometaxlawandtaxationof"twotaxes"PreferentialpoliciesUnderthetaxsystemreformideasof"simplificationoftaxsystem,widetaxbase,lowtaxrate,andstrictcollectionandmanagement",theprocessoftaxationlegalsystemisconstantlyadvancing,andthedifferencesbetweentheoldtaxlawsandhowtoconnectarestartingtopromotethegrowthofcorporateprofitsandexplorenewmethodsoftaxplanning.Toanimportantrole.

Worktogethertoplantoincreaseprofits

Thepurposeofthecompany’sbusinessistomaximizeprofits.Profitsarenotonlythebasicguaranteeforbusinessdevelopment,butalsoanimportantindicatorofbusinessperformance,whichdeterminesthatthecompanywillinevitablyFindwaystoreducecostsinordertoobtainhigherprofits.

Corporatetaxationnotonlyensuresthatenterprisescompletetheirprofitandtaxobligations,increasetheirown"hematopoiesis"ability,reducetaxburdens,butalsoincreaseafter-taxprofitsandachievetheirownsustainableandhealthydevelopment.AerospaceInformationERPproductsandthenationaltax-relatedsystemcarryoutinformationtransmissionandelementcontinuation,anddealwithmanytaxes(valueaddedtax,incometax,businesstax,consumptiontax,customsduty,exporttaxrebate,etc.)involvedinthebusinessprocessoftheenterprise.

Taxplanning

Increaseprofits

ThebusinesspurposeofSMEsistomaximizeprofits,andprofitsarenotonlythebasicguaranteeforbusinessdevelopment,butalsoimportantforbusinessperformanceIndicators,whichdeterminethatcompanieswillinevitablyfindwaystoreducecostsinordertoobtainhigherprofits.

Corporatetaxaccountingmakesreasonablearrangementsforfinancialactivitiessuchascompanyfinancing,investment,operation,profitdistribution,etc.throughadvanceplanninginavarietyoftaxationplans,andmakesreasonabledecisionsforprocurement,productionandoperation,andinternalaccounting,andmakesuseofthestateLawsandregulationsproactivelyplanfortaxation,notonlytoensurethatenterprisescompletetheirprofitandtaxobligations,increasetheirown"hematopoiesis"capabilities,reducetaxburdens,butalsoincreaseafter-taxprofitsandachievetheirownsustainableandhealthydevelopment.AerospaceInformationERPproductsandthenationaltax-relatedsystemcarryoutinformationtransmissionandelementcontinuity,anddealwithmanytypesoftaxesinvolvedinthebusinessprocessofthecompany,andcanaccuratelycalculatevarioustaxespayablefortaxdeclaration.

Reducecosts

Becausedifferentcompaniesimplementdifferentaccountingsystemsandaccountingstandards,differentindustriesneedtoimplementdifferenttaxrates.TheERPtaxaccountingsystempresetsdifferenttaxratesinadvanceaccordingtodifferentcorporatetaxtypes,andcollectsBasedontherelevantbusinessdatageneratedbythetaxcategory,itisincorporatedintothenationaltaxlawsystemandimplementationrulestosetthetaxbasis,andthequicktaxcalculationformulaisembeddedtoreducetheerrorrateoftaxaccountingmanualoperation,reducethelaborcostoftheenterprise,andeffectivelyimprovetheefficiencyoftaxcalculation.

Taxmanagement

Forcompanies,taxmanagementisaveryimportantpartofcompanymanagement.Withtheincreasinglystandardizedandperfectmarketeconomy,taxmanagementplaysanincreasinglyprominentroleincorporatecompetition.Thetaxmanagementofjointventuresshouldfocusontaxmanagementmethodsandmeasures,bystrengtheningtheknowledgeoftaxlaw,soastofurtherimprovetaxawareness,andonthepremiseofmasteringthetheoreticalknowledgeoftaxlaw,throughtaxincentives,taxplanningandotherreasonableandlegaltaxavoidanceMethodstoachievethegoalofreducingbusinesscosts,improvingfinancialmanagement,andultimatelyimprovingthecompetitivenessofenterprises.

Undertheconditionsofamarketeconomy,marketcompetitionisfierce.Fortheirownsurvivalanddevelopment,companiesmustdoagoodjobinproduction,operationandfinancialmanagement,avoidrisks,andobtainthebesteconomicbenefits.TravelSkysoftwareandthenationaltax-relatedsystemcarryoutinformationtransmissionandelementcontinuation,whichcannotonlycalculatevarioustaxablefundsfortaxdeclaration,improvetheefficiencyoftaxationpersonnel,butalsoevaluatethestatusofcorporateaccounts,tickets,operations,accounting,andtaxation.,Tobetterhelpcompaniescorrectlyimplementnationaltaxpolicies,conductoverallbusinessplanningandtaxriskprevention,provideideasforcorporatemanagementdecisions,andlayasolidfoundationformakingprofits.

Taxassessment

Thetaxassessmentmodelisthebasisoftax-relatedindicatorsgeneratedbytaxpayers'declarationinformation,andrealizestheorganiccombinationofindustryindicatorsandtax-relatedindicators,andaspecificindustrydatamodelthatrestrictseachother.Throughtheproductionprocess,productionprocessandoperatingcharacteristicsoftherepresentativeenterprisesoftheindustry,thecompany'sunitproductenergyconsumption,auxiliarymaterialconsumption,piecerateandotherindexparametersarecalculated,andtheninput-outputmethod,keycomponentcontrolmethod,andunitproductconsumableenergyconsumptionareused.Measurementalgorithms,pieceratecontrolmethods,etc.,calculatethelinearformulaortableofproductoutputorsales,andanalyzethelawofproductionandoperationoftheenterpriseandthedegreeofdependenceoneachelement,andconductcomprehensiveandaccuratescientificanalysisandindustryindicatormonitoring.

Asanationaltaxbackboneenterprise,AerospaceInformationSoftwareTechnologyCo.,Ltd.selectsindustryenterpriseswithproductionandoperationrules,selectskeyindicatorsforcalculatingproductoutputorsales,andestablishesataxassessmentmodelforquantitativeanalysis.Improvethelevelofscientificandrefinedmanagementoftaxsourceenterprises.Whentaxaccountantsconducttaxassessments,theycollectrelevantinformationinputmodelssuchaselectricitybillsandrawmaterialconsumptiononthespotinthecompanytoaccuratelycalculatetheoutputorsalesofthecompany'sproducts,avoidrepetitiveandinvalidlabor,andimprovetheefficiencyofthecompany.Theapplicationofthemodelstimulatestheenthusiasmoftaxationpersonneltostrengthenlearning.Astheproductiontechnologyimproves,therelevantparametersoftheevaluationmodelwillchange.Thisrequirestaxaccountingnotonlytolearntoapplymodelanalysis,butalsotostrengthenthelearningofmathematics,economics,andbusinessmanagement.Accordingtotheactualsituation,themodelparametersarerevisedandcalculatedtoensuretheaccuracyofcorporatetaxassessment.

Andinformatization

Relyingoninformatization

Comparedwiththematurityandperfectionoflargeenterprises,smallandmedium-sizedcompanieshaveabiggapinmanagementsystem,talentallocationandcapital.Thesehavebecomethemainobstaclestoenterpriseapplicationinformatization.Accordingtostatistics,therearemorethan40millionsmallandmedium-sizedenterprisesinmycountry,andlessthan10%ofthemareinformatized.Duetothelackofinformatizationsupport,themanagementofmostsmallenterprisesinourcountryisinastateofextensiveandchaotic,leadingtoadisadvantageinmarketcompetition.Itiseasytogobankruptduetothecompetitionoflargeandmedium-sizedenterprises,anditalsorestrictsthesmallenterprises.Furtherdevelopment.So,inthefaceofincreasinglyurgentinformationneeds,whereshouldsmallbusinessesstart?

Throughanalysis,smallandmedium-sizedcompanieshavelimitedresources,lackofprofessionalaccountingprofessionals,andthedivisionofjobrightsandresponsibilitiesisnotclearenough.Duetotherelativelysimplebusinessprocessandthelowdegreeofcorrelationbetweenbusinessandfinance,thefocusistousesimpleoperatingmethodstoquicklyreducebusinesscostsandobtainmoreprofits.Thereisanurgentneedforasetofmanagementwithpracticalfunctions,friendlyinterface,simpleoperationandlowprice.Softwareisusedtohelpcompaniesoperatebetter,inordertoquicklyimprovemarketcompetitivenesswhileconsumingtheleastresources.

TravelSkySoftware’sAisinoA3seriesproductsareforentry-levelanddepartment-levelapplicationsforsmallindustrialandcommercialenterprises,aswellasfinancialapplicationsforagencybookkeepingcompaniesandaccountingfirms.Theyprovideasetofeasy-to-useandpractical,Sufficient"Tax-knowledgeERP"fiscalandtaxationmanagementsystem.Thesystemusesthekeyfinancialandbusinessseparablemanagementandcontrolmodeltosimplifythebusinessprocess,andisaccustomedtothedailyoperationoffinancialandtaxpersonnel,soastominimizetheconsumptionofcorporateresources.Theproductisbasedonthecoreconceptof"easyoperationandrapidprofitability",aimingtoprovidecustomerswiththebestfinancialandtaxationintegratedmanagementandcontrolplatform,reducethetimeconsumptionofunnecessaryinformationsystems,andusecorefunctionstoachievethefastestandmaximizedgoalsofcorporatebenefits,andmakecustomers'Asenseofeaseinmanagementandrapidprofitabilityinmanagement.

Withthesupportofnationalpolicies,thegroupofsmallandmedium-sizedcompaniesisthriving.Theirmosturgentneedsintermsofinformatizationaretoimproveworkefficiencyandestablishbasicmanagementstandards.Thisrequiresthesupportofinformatizationsolutionsdedicatedtosmallandmedium-sizedcompanies,andtheycannotadoptextensivemanagementorcontinuethetraditionallargeandmedium-sizedenterprisemodels.Withthegradualmaturityofinformationtechnology,itisbelievedthatmoreandmoresmallandmediumcompanieswilljointheranksofinformationtechnology.

Thedevelopmenttrendofinformatization

Therapiddevelopmentofinformationtechnologyhaschangedmycountry’straditionaleconomicstructureandsocialorder.Enterprisesarenotinthepreviousmaterialeconomicenvironment,butusetheInternetasamedium.,Customer-centric,aninformationeconomyenvironmentthatcloselyconnectscorporateorganizationalstructure,technologyresearchanddevelopment,manufacturing,marketing,andafter-salesservice.Thetransformationofinformation-drivenmanagementhasanall-roundimpactonthegrowthofenterprises.Itwillcompletelychangetheoriginalbusinessthinking,businessmethods,andbusinessmodelsofthecompany,throughbusinessmodelinnovation,producttechnologyinnovation,orincreasedinvestmentinvariousresources,withthehelpofinformationizationToprovidepowerfulmethodsandmeansforrealization,thekeytoitssuccessistheorganiccombinationofdifferentgrowthstagesoftheenterpriseandinformationtools.

Theinformatizationproductsprovidedbytraditionalsoftwarevendors,aswellastheaccompanyingrelatedservices,areonlylimitedtothevendor’sownproductrange,thusformingadeliveryactivityonlyforthesaleofacertainproducttransaction,ignoringthecustomer’sorganicintegrationThediversifieddemandsandthenewdemandsthatcontinuetoemergewiththedevelopmentofthebusinesshaveformedthecurrentdomesticERPsoftwareindustrythatgenerallyexistsinthestageofcooperationwithcustomers,productupdates,repeatedmaintenance,andfrequentsupport.

Thegrowthpathofthecompanywillcontinuetoexpandwiththecontinuousexpansionofthescaleoftheorganization,thecontinuoustransformationofbusinessmodels,andthecontinuouschangesinthemarketenvironment,whichwillleadtotheevolutionofinformationmanagementrequirementsfromlocaltooverall,fromheadquarterstograssroots,andfromsimpletocomposite.,Enterpriseinformatizationcompletestheentireinformatizationconstructionworkfrominitialconstructiontocontinuousoptimization,upgrade,expansionandpromotion,whichreflectsthechangeinthecharacteristicsofenterpriseinformationmanagementfromnarrowtowide,fromshallowtodeep,andfromsimpletocomplex.

ERPsoftwaresystemsplayanincreasinglyimportantroleinpromotingcorporatemanagementreform,improvingperformancemanagement,andenhancingcorporatecorecompetitiveness.FacedwiththeneedsofinformationtechnologyinnovationintheInterneteraandthegrowthpathofChinesecompanies,ThroughtheB/SmodetocompletetheapplicationextensionoftheC/Smode,itisrealizedthatdifferentpersonnelcanaccessandoperatecommondatabasedonthedifferentaccessmethodsoftheIEbrowserindifferentlocations,whichgreatlyreducesthecostofsystemmaintenanceandupgradesforusersindifferentplaces.Theeffectof"timelyconvenience+accuratesafety+lowcost"createdisexactlythefocusofAerospaceInformationSoftwareTechnologyCo.,Ltd.inprovidinginformationmanagementsolutionsforenterprises.

1.Timelyconvenience:Networkinformatizationimprovescustomermanagementtoahigherlevel.Whetherforterminalcustomers,branchoffices,orremotecollaborativeoffice,youcanusetheshortcutoftheInternetinTravelSkysoftware"Thetax-knowledgeERPsystemconductsdirectdialogueandpromptlysolvescustomers’businessproblemsandincreasesthecompany’sowncorecompetitiveness.Theonlinesystemsupportscustomersanytimeandanywhere,startingfromteachingAisinoERPtousehand-in-handlife-longservices,allowingcustomerstoexperiencepersonally.Theconvenienceofserviceswillultimatelyenhancetheconsensusoflong-termcooperationbetweenenterprisesandsoftwarevendors.

2.Accuracyandsecurity:Networkdatatransmissionneedstobepreciseandaccurate,andinvolvestheconcealmentandsecurityofcorporateinternaldata.Theinformationsystemsecurityprovidedbysoftwarevendorshashigh-levelprotectionmeasures,andhashigh-precisionidentityverificationanduseridentificationfunctions.,Differentcustomerscanaccessthe“ERPthatunderstandstax”systemofTravelSkysoftwaretoobtaintheresponsibilityinformationcorrespondingtodifferentfunctionpermissionsanddatapermissions,orobtaindifferentauthorizationsforman-machinedialoguesaccordingtodifferentuseridentitylevels...TheseareallrightThedeepexpectationsofInternetapplicationsystemsarealsomorefavoredbycustomers.

3.Lowcost:Thehigh-costdailyapplicationsandlocalizationservicesofmanycompanieshavealwaysbeenaproblemthatplagueseveryone.BecauseofvariousimproperoperationsintheERPsystem,thecompaniesarenotsatisfiedwiththeupgradedERPproducts.Familiar,oftenneedtechnicalsupportpersonneltocometosolve,forthis,acertainservicefeemustbepaideveryyear.ThecostofremotecontrolandoperationofTravelSkySoftware's"TaxUnderstandingERP"throughtheonlinesystemisverylow.Theremotepersonneloftheenterpriseandthecustomerservicepersonnelofsoftwaremanufacturerscanperformnetworkreal-timeoperationandsolveproblems,highlightingtheTravelSkysoftwarenetworkERPproducts.Thecost-effectiveadvantage.

Thescopeofinformatizationmanagement

Managementinformatizationistheintegrationofinformation.Itscoreelementistheconstructionofdataplatformandin-depthdatamining.Thedesign,Purchasing,production,manufacturing,finance,marketing,operation,managementandotherlinksareintegratedtoshareinformationandresources,whileusingmoderntechnologytofindtheirownpotentialcustomers,effectivelysupportingthecompany’sdecision-makingsystemtoreduceinventoryandincreaseThepurposeofproductionefficiencyandquality,andrapidresponse,enhancethemarketcompetitivenessofenterprises.

ERP,OA,CRM,BI,PLM,e-commerce,etc.haveallbecomeindispensableapplicationsystemsintheprocessofenterpriseinformationmanagement.Amongthem,ERPismovingtowardshighlyintegratedfull-processinformationmanagement.Atpresent,howdomesticenterprisescanparticipateininternationalmarketcompetitiontoagreaterextent,howtogetridofthecomplicatedorganizationalstructure,andbuildtheoptimalvaluenetworkhavebecomealong-standingproblem.TravelSkySoftware’s"TaxUnderstandingERP"productseriesadherestotheapplicationconceptof"businesssharing,agileinnovation",providessupportforthevariabilityofcorporatemanagementorganizationsandindexsystems,andsolidifiesandprecipitatesuniquemanagementconceptsandbusinessmodels.Changingorganizationalstructuretechnologybuildsasafeandextendedintegratedinformationmanagementplatformforenterprises.

Facedwithcomplexmulti-organizationandmulti-corporategroups,AisinoERPprovidesenterpriseswithanopensharingmechanism,integratesandoptimizesadvantageousresourceswithindustrialchainpartners,formsbarrier-freebusinesslinkagesbetweenupstreamanddownstreamenterprises,andusestheInternetAndinformationsecuritytechnologyprovidesindustrychainpartnerswithsharedbusinessmanagementthroughouttheentireprocesswhenfacingmarketopportunitiesandprojectcooperation,whichisconducivetotherealizationoftheoverallbusinessmodelinnovationoftheindustrychain.Thesystemishighlyintegratedwithdozensofsub-modules.ItnotonlyincludesthetraditionalapplicationcontentofERP,butalsoinvolvesenterprisegroupfinance,internalresources,supplychain,customerresources,knowledgebase,businessintelligence,InternetofThingsandSAASserviceapplications,etc.,tomeettheneedsofmobilebusinessUndertheenvironment,theinnovationneedsandglobalapplicationneedsofgroupenterprisesarecloselyconnectedwithbusinesscollaborationbetweenenterprisesandwithcustomers,suppliers,andpartners,soastomaximizethemanagementvalueofgroupenterprises.

Mattersneedingattention

Ineachlinkofthebusinessprocess,thatistosay,intheprocessofpurchasing,production,andsales,inventorymakesitpossibleforrelativelyindependenteconomicactivitiesineachlink.Atthesametime,inventorycanadjustvariouslinksduetothedifferencebetweensupplyanddemandvarietiesanddata,connectalllinksofprocurement,productionandoperation,andplayaroleasalubricant.Differentdepartmentshavedifferentviewsontheroleofinventoryinanenterprise.Thereisaconflictbetweenthegoalsoftheinventorymanagementdepartmentandotherdepartments.Inordertoachievethebestinventorymanagement,itisnecessarytocoordinatevariousdepartmentssothateachdepartmentisnotonlytoeffectivelyrealizethefunctionsofthedepartmentasthegoal,butalsotoachievetheoverallbenefitsoftheenterpriseasthegoal.

Highcustomersatisfactionandlowinventoryinvestmentseemtobeapairofconflictinggoals.Inthepast,companiesbelievedthatthesetwogoalscouldnotbeachievedatthesametime.Byapplyinginnovativelogisticsmanagementtechnology,alongwithimprovinginternalmanagementandstrengtheningdepartmentalcoordination,companiescanachievethesetwogoalsatthesametime.

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