Internal focus is the positive contribution of core products, the contribution of internal management and annual performance data;
There are two external emphases: the introduction of social responsibility, the name of serving customers and the introduction of cooperation performance.
Question 2: How to write the work performance certificate ××× office building project settlement audit (budget preparation, pre-tender estimate preparation) I hope my answer will be helpful to you in a month of 20 10. I hope it can be adopted. Thank you! !
Question 3: How to write about the operation of the enterprise? (Including what aspects) When the company was established, what business it engaged in, how much registered capital, how much current sales revenue, how much profit, how much tax paid, and who are its main business partners. Analyze the operation of the enterprise:
First, we should provide internal and external information for analysis. The most important internal information is the financial accounting report of the enterprise, which is a written document reflecting the financial status and operating results of the enterprise, including the main accounting statements (balance sheet, income statement, cash flow statement), schedules, notes to accounting statements, etc. External information is information obtained from outside the enterprise, including industry data and data of other competitors.
Second, according to the financial report: according to the purpose of analysis, it is divided into: financial benefit analysis, asset operation analysis, solvency analysis and development ability analysis; According to different analysis objects, it can be divided into balance sheet analysis, income statement analysis and cash flow statement analysis.
(A) content analysis according to the purpose of analysis
1, wealth management income. That is, the profitability of enterprise assets. Asset profitability is an important issue that users of accounting information care about. The analysis of asset profitability provides decision-making basis for investors, creditors and enterprise managers. The analysis indicators mainly include: return on net assets, capital preservation and appreciation rate, profit rate of main business, multiple of surplus cash guarantee, profit rate of cost and expense, etc.
2. Operating conditions of assets. Refers to the turnover rate of enterprise assets, reflecting the utilization efficiency of economic resources occupied by enterprises. The main indicators are: total assets turnover rate, current assets turnover rate, inventory turnover rate, accounts receivable turnover rate, non-performing assets rate and so on.
3. solvency. The ability of an enterprise to repay short-term debt and long-term debt is an important embodiment of its economic strength and financial situation, and it is also an important measure to measure whether an enterprise operates steadily and the financial risk. The main indicators of analysis are: asset-liability ratio, interest earning multiple, cash flow debt ratio, quick ratio and so on.
4. Develop capabilities. The development ability is related to the sustainable survival of enterprises, as well as the future income of investors and the risk of creditors' long-term claims. The indicators for analyzing the development ability of enterprises are: sales growth rate, capital accumulation rate, three-year average capital growth rate, three-year average sales growth rate, technology investment ratio and so on.
(2) According to the different analysis objects.
1, balance sheet analysis. Mainly from the asset project, debt structure, owner's equity structure and other aspects of analysis. The main analysis items of assets include: cash ratio, accounts receivable ratio, inventory ratio, intangible assets ratio, etc. Debt structure analysis includes: short-term solvency analysis, long-term solvency analysis and so on. The owner's equity structure is an analysis: the proportion of each kind of equity to the total owner's equity indicates the preservation and appreciation of the capital invested by investors and the composition of owner's equity.
2. Analysis of income statement. Mainly from the profitability, operating performance and other aspects of analysis. Main analysis indicators: return on net assets, return on total assets, profit rate of main business, profit rate of cost and expense, sales growth rate, etc.
3. Analysis of cash flow statement. Mainly from the cash payment ability, capital expenditure and investment ratio, cash flow income ratio and other aspects of analysis. The analysis indicators mainly include: cash ratio, current debt cash ratio, debt cash ratio, dividend cash ratio, capital purchase ratio, sales cash ratio, etc.
Question 4: Briefly describe the completion of personal key performance indicators, and how to write an outline for reference.
self-assessment
I. Overview of work, completion of work objectives and achievements (write in detail)
Second, ideological understanding, observing work discipline, etc.
Three, the existing problems and efforts (write less)
I will work hard and improve constantly in the future.
Question 5: How to write job performance and rewards and punishments? Fill in the results achieved in the work, preferably with digital description. Awards are certificates and trophies.
Question 6: How to write the company performance certificate? I'll teach you how to write in private.
Question 7: How to describe sales performance 1, I think, is that salesmen should have certain planning ability. Most of the overseas sales staff of the manufacturer carry out sales work in the designated regional market. Manufacturers set sales tasks for salesmen, and provide certain guaranteed wages, travel expenses, promotional materials and other resources. All sales work in this area, including market research, market planning, customer development, customer management, complaint handling and other basic work, must be completed by the salesman himself. To do all this well and ensure the sustained and healthy development of regional market sales, first of all, sales staff should have an overall market plan for the regional market they are responsible for, including phased sales targets, how to lay out the sales network, what kind of dealers to choose, what kind of products and price combinations to cut in, and what kind of promotion methods to adopt. Secondly, in the process of developing and managing dealers, salesmen often encounter many problems, such as dealers complaining about high product prices, asking for regional general agents, asking manufacturers to bottom out funds, controlling manufacturers' development, quality accidents and so on. In order to deal with these problems, salespeople must use some strategies, and these strategies need careful planning by salespeople; Thirdly, the salesman should also act as the consultant and helper of the dealer, discover the opportunities and problems in the development of the dealer, provide guidance for the development of the dealer, and help the dealer plan promotional activities and public relations activities. Only when a regional salesperson is the chief planner can the sales performance of the market he is responsible for grow faster and more steadily; Only when the regional sales staff help the competent dealers to make suggestions can they win the trust and recognition of the dealers, make full use of and give full play to the distribution function of the dealers, and ensure the health and stability of the sales network. 2, listening, that is, sales staff should have the ability to listen. In the process of developing dealers, many salesmen will talk about how good their products are, how complete their products are, how excellent their companies are, and how rich benefits dealers can bring by selling such products as agents, whether they like it or not. It may be noted that most salesmen who sell products in this way are in vain. In fact, whether it is to develop dealers or deal with customer complaints, listening is more important than speaking. Why? First, listening can let you know each other's personality, hobbies and interests; Second, listening can let you know what the other person is thinking and what the other person's real intention is; Third, listening can make the other person feel that you respect him and attach great importance to his ideas, so that he can let go of his burdens and concerns; Fourth, when the other party has a lot of complaints about the manufacturer, listening can let the other party vent and eliminate the other party's anger; Fifth, listening can give you enough time to think about how to respond to each other strategically. How do salespeople listen? First, eliminate interference, concentrate, and listen to customers' statements with an open attitude and positive input; The second is to listen to all the contents clearly, sort out the key points, and listen to the feelings in the other party's words; Thirdly, retell the information you hear, record the key words quickly, and improve the memory effect of listening; The fourth is to respond with appropriate body language, ask appropriate questions, keep silent in time, and let the dialogue continue. 3, writing, that is, sales staff should have the ability to write general documents. Many marketing executives may have this experience: a salesman often calls you to report that this competitor is promoting sales and that competitor is reducing prices, asking you to give him policy support. If you ask him to write a written report, the salesman either can't send it back on time, or the report he wrote back is unclear and unclear. Why is this happening? Because many salesmen can't write reports at all or can't write them well. How to improve the writing ability of salespeople? First, when sales staff report their work and ask for policy support, the sales supervisor should let them report in writing as much as possible; Second, for salesmen, hire professionals to carry out official document writing training, or buy relevant books to organize salesmen to study; The third is to ask and encourage salesmen to write more articles about sales experience and publish them in internal publications or some professional magazines, so as to give appropriate rewards to those who successfully publish articles. 4, that is, salespeople should have certain persuasion ability. The salesman is the permanent representative of the manufacturer, and the basic situation, product characteristics and sales policies of the manufacturer are all passed on to the dealer through the salesman. When the salesman communicates with the dealer about the manufacturer's policy, some dealers quickly understand and understand the manufacturer's intention, and some dealers don't know or understand the manufacturer's intention, but they don't ...
Question 8: How to write financial statements? The financial statements mainly include the following contents:
First, the basic situation of enterprise production and operation
(a) the main business and other related businesses of the enterprise within the scope of consolidation of the annual financial statements, as well as the distribution of industries engaged by the enterprise; Not included in the merger should clearly explain the reasons; Number of employees and professional quality of enterprises.
(two) the production and operation of this year, including the output, business volume, sales volume (export volume, import volume) and the year-on-year increase or decrease, as well as the position in the industry, such as ranking by sales volume; The influence of the change of business environment on the production and sales (operation) of enterprises; Adjustment of business scope; Development and investment of new products, technologies and processes.
(3) Intellectual property information that has an impact on the business of the enterprise.
(four) the estimated progress and final accounts of the development and construction projects.
(five) the problems and difficulties existing in the operation, as well as other business situations and matters that need to be disclosed.
Two. Profit realization, distribution and enterprise loss
(1) The year-on-year increase and decrease of main business income and its main influencing factors, including sales volume, sales price, changes in sales structure and sales of new products, as well as the types of unsalable products and inventory quantity that affect sales volume.
(two) the main factors of cost changes, including the cost of raw materials, energy costs, wages and expenses, and the impact of the adjustment of loan interest rates on the increase or decrease of profits.
(3) If the increase or decrease of other businesses accounts for more than 65,438+00% (including 65,438+00%) of the main business income, relevant data shall be disclosed by classification.
(four) the main items that affect other income, including investment income, especially the amount and reasons of long-term investment losses; The sources and amounts of various funds in subsidy income, and the profits after deducting subsidy income; Major items and amounts affecting non-operating income and expenditure.
(5) Profit distribution.
(6) If the items in the income statement change more than 30% (including 30%) in two periods and account for more than 65,438+00% (including 65,438+00%) of the total profit in the reporting period, the reasons shall be clearly stated.
(seven) the impact of tax adjustment on net profit, including tax and tax rate adjustment, tax rebate and other preferential policies.
(eight) the reasons for the change of accounting policy and its impact on the total profit, and the impact of the change of accounting estimate on the total profit.
(9) The number, loss area, total loss and year-on-year increase and decrease of loss-making enterprises should be analyzed according to the main reasons such as enterprise restructuring, unsalable products, increased costs and expenses, and poor management.
Three. Increase or decrease in capital and turnover
(1) Whether the changes in asset ratio, accounts receivable, other receivables, inventories and long-term investments are normal, and the reasons for the increase or decrease; The proportion of long-term investment in owners' equity, year-on-year increase or decrease, reasons, purchase and disposal of subsidiaries and other business units.
(2) Non-performing assets, including the main contents of property losses and surpluses to be dealt with and their handling methods, the contents and reasons of potential losses (including policy losses and other historical potential losses), the reasons why accounts receivable and other receivables can not be recovered for more than three years and the handling methods of bad debts, the reasons and effects of long-term backlog of materials and bad long-term investments; Ratio of non-performing assets.
(3) The ratio of current liabilities to long-term liabilities, the year-on-year increase and decrease of long-term loans, short-term loans, accounts payable and other payables, and the reasons; The enterprise's ability to repay debts and financial risk status; The amount of accounts payable and other payables for more than three years, the main creditors and the reasons for non-payment; Overdue loan principal and unpaid interest.
(four) the capital and income of enterprises engaged in securities trading, futures trading, real estate development and other businesses.
(5) Corporate debt restructuring and its impact on current profits and losses.
(6) In the items of assets, liabilities and owners' equity, if the data of two periods changes by more than 30% (including 30%) and accounts for more than 5% (including 5%) of the total assets at the reporting date, the reasons shall be clearly stated.
Four. Changes in owners' equity (or shareholders' equity) and the preservation and appreciation of state-owned capital.
(1) If the retrospective adjustment of accounting treatment affects the change of owners' equity (or shareholders' equity) at the beginning of the year, the difference between increase and decrease and the reasons shall be explained.
(2) Changes in owners' equity (or shareholders' equity) caused by other reasons at the beginning of this year and at the end of last year, and explain the differences and reasons for the increase or decrease.
(three) the objective increase or decrease of state-owned rights and interests and the specific reasons.
(4) The main operating factors for maintaining and increasing the value of state-owned capital of enterprises ..... >>
Question 9: How to write the performance description casually in the work residence permit, what work you have done, what difficult and level things you have done, and finally you need the company's seal.
Question 10: how to write the main work performance? First, an overview of the basic situation.
First of all, we should outline the work content, subjective and objective conditions, favorable and unfavorable factors and working environment. Although these are not necessarily related to the achievement of performance, obviously, if you are in an unfavorable working environment and working conditions are very bad, you can undoubtedly make your achievements shine. For example, your job is to deal with customer complaints, and the working environment is obviously not very superior. It requires employees to tolerate customers' complaints, even insults and insults. The particularity of the environment itself is actually a part of performance, so we should state the working environment so that our performance depends on it. Of course, when you state unfavorable conditions and environment, you must never be justified. In any case, this is determined by the nature of the work. If you accept this job, you must accept the special working environment it brings.
Second, state your achievements.
It is the focus of performance report to state a person's achievements. The fundamental purpose of writing performance report is to affirm achievements and highlight personal contributions, so as to provide reference for the company's assessment and promotion.
Before writing a performance report, you should think carefully, list all your achievements as much as possible, and then rank them in order of importance. When making a statement, you should first clearly state what achievements you have made, under what circumstances, how important each achievement is and how much contribution you have made to the enterprise. When making a statement, you must pay attention to organization and highlight the key points. Never pile up all kinds of achievements and let the personnel manager choose the one that is beneficial to you. This practice not only aggravates the work of the personnel manager, but also gives the impression that it is sloppy and disorganized. Just imagine, how can a person who doesn't even know his own grades do his job in an orderly way?
It should be noted here that although most of the achievements are visible, sometimes there are many unknown achievements or contributions. At this time, you need to clearly write out your unknown achievements or contributions. Don't be embarrassed to say it. It won't leave a bad impression at all. On the contrary, many companies hope that employees can make an objective evaluation of themselves, and don't hide or falsely report their achievements. When writing performance reports, seeking truth from facts is the best principle.
Third, sum up experience and lessons.
For every job you have done in the past, whether you have done well or failed, you should sum up your experience and lessons and write them in your performance report. Doing so will not only benefit your future work, but also let the company know your growth trajectory. It is a wise man's performance to analyze and summarize his previous work and one or two lessons.
It should be noted that it is important to sum up experience, but the weaknesses that need to be improved cannot be ignored. Many people always avoid their weaknesses and defects in performance reports, because writing them will damage their image, which is not the case. Confess the weaknesses that need to be improved, indicating that you have the awareness and potential for continuous improvement. Not only will supervisors not look down on you, on the contrary, they prefer such people and are more willing to entrust them with important tasks. It should be noted that after the weaknesses that need to be improved are put forward, they must be seriously implemented in the future work. Never talk about things in the report, but go your own way in practical work. This is undoubtedly a degradation of their performance report.
When you have achieved good results and submitted a beautiful performance report, don't immerse yourself in the past performance and make no progress. In fact, performance always belongs to the past. After submitting the performance report, it means that the previous work stage has been completed and needs to start from scratch.