How to write the company performance description?

Question 1: How should the company's performance data be written? There are 100 kinds of performance materials publicized by Qian Qian.

But the basic requirements are as follows:

amount of investment

income

profit rate

Investment growth rate

Income growth rate punishes profit growth rate.

Number of customers

Customer number growth rate

market share

Market share growth rate

Wait a minute.

Please continue the discussion if you have any questions for your reference.

Question 2: How to write the job performance description? 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.

Stating your achievements is the focus of the performance report. 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.

Question 3: Performance Description How to write down your work performance?

Question 4: 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 5: How to write the description of performance refinement? 1, I think, that is, salespeople 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 policy of the manufacturer, some dealers quickly understand and understand the intention of the manufacturer, and some dealers have an intention for the manufacturer ... >>

Question 6: How to write an example of enterprise performance certificate? Enterprise performance certificate refers to the contract of the project undertaken by the enterprise, the honorary certificate obtained, the project completion acceptance certificate, the bid-winning notice, etc. , the sample is not available.

Question 7: How to write the company's business description? Company organizational structure: mainly explain the nature of company ownership, such as joint-stock system or partnership system, company registration place, business scope and full name of the company. In addition, it is also necessary to explain whether this enterprise is a parent company and has subsidiaries. In the complex situation that the company has multiple subsidiaries or affiliated institutions, charts should be used to express their legal relations, and lines should be drawn between them to determine the equity ratio. Marketing: mainly describes the product sales process and personal sales channels, that is, how the products leave the factory and reach the final consumers? Does the company have its own direct sales team or sell through agents? Which retailers and middlemen are involved in the sales process of enterprise products? What is the relationship between venture enterprises and middlemen? Because most venture capitalists are not very good market analysts (although they don't necessarily think so themselves), entrepreneurs may have to explain the product sales of their enterprises to them step by step, so that they can understand the whole marketing process. In addition, there are two points to note: if all the products of a venture enterprise are sold to the * * * department, venture capitalists usually worry that the enterprise will be controlled by the * * * department, and at this time, entrepreneurs need strong explanations to eliminate investors' objections; If the venture enterprise has only one customer, it is difficult for venture capitalists to accept such a marketing arrangement because the risk is too high. Suppliers: suppliers who mainly introduce raw materials and necessary parts needed by enterprises. Generally, the names of the 3-4 largest suppliers (all suppliers may need to be listed later) and the materials or parts they supply can be listed in tabular form. The first column of the table lists the names of suppliers, the second column lists the total amount purchased from suppliers, and the third column lists the products purchased. Venture capitalists usually call some or all suppliers on the list to confirm the authenticity of the list. Partner/Subcontractor: If there are other partners/subcontractors involved in the production and sales of enterprise products, it is usually necessary to explain. The content of the description includes the list of partners, the amount of cooperation, etc. , and generally need the name, address and contact number of the partner. Patents and business: This section will describe in detail the patents and trademarks owned or applied by enterprises. Enterprises can emphasize their uniqueness by describing patents and trademarks. Or list the patents and trademarks of enterprises, so that venture capitalists can judge this uniqueness for themselves. Litigation: it mainly describes the litigation cases that the enterprise may be involved in at present, including cases in which others sue the enterprise and cases in which the enterprise sues others. Venture capitalists are usually reluctant to invest in companies involved in a large number of lawsuits. In their view, if a venture enterprise is sued by many people, it must be a problem with the production and operation mode of the enterprise itself; On the other hand, if venture enterprises always sue others, then venture capitalists have reason to worry about being sued by this enterprise after the investment is in place. Therefore, if an enterprise involves many historical litigation cases, it should explain the details to venture capitalists in this part, so that they can overcome their natural resistance to such enterprises. * * * Control: mainly describes the jurisdiction department of the enterprise and the relationship between the department and the enterprise. In the description, entrepreneurs need to focus on how to abide by the rules and regulations of relevant departments on occupational safety and environmental protection. It is always difficult for many venture capitalists to control this in * * *. Some invested enterprises have been sealed up by the competent authorities for months or years, and some investment enterprises have even died. Therefore, if there are too many departments under the jurisdiction of this enterprise, entrepreneurs should make additional descriptions in this part to convince venture capitalists that this enterprise can survive and develop in this environment. Conflict of interest: No matter what kind of potential conflict of interest exists in this enterprise, it should also be explained in this part. For example, the chairman of this enterprise is also the boss or chairman of a supplier of this enterprise, or the boss of a company with similar business with this enterprise. In addition, it should also explain which transactions decided by the management were purchased at unreasonable prices. If these conflicts of interest are not indicated in the business plan, once they are discovered by venture capitalists, they will lose trust. The best way is for the enterprise itself to solve this problem from the beginning, and inform the venture capitalists or explain to them that it will do better under this conflict of interest than without it. Backlog order: mainly describes the quantity and amount of unfinished orders for products of this enterprise. Usually list the backlog of orders from three to four largest customers. All ... >>

Question 8: How to write the company's performance report: the company's establishment time, current annual turnover, growth rate, tangible value, intangible value, number of employees, number of customers, number of dealers, market share, contribution to the industry, value to customers, media reports, resources, contribution to society (such as charity activities), awards won, etc.

Question 9: How to write the enterprise performance in the tender is very simple: four forms and a list of major customers who will serve or sell.

1\ serial number Chang \ customer name 3\ selected product 4\ supply quantity 5\ customer's industry (well-known enterprises should be specified) 6\ region (optional)