Andrey V. Kalashnikov Challenges expert

Business development, optimization & security expert.


Relevant reporting – this is our work!




Is it possible to manage the fact of making a deal and receiving money?
It is up to you to try to influence peoples’ decisions, to try to make them see something important in you and in your offer, to do utmost, but can you directly manage the final decision? Let's say you’ve led a horse to water. But will you be able to force it to drink?
Learn to see what is and what is not the adequate purpose.
The majority of the companies and ordinary people set the purposes, which are actually results, over which they have no power and which they aren't able to reach. There is an essential distinction between the purposes and the results. The purposes can be managed, objective indicators – these are results - are impossible to be managed.
What you can really manage is your own behavior and actions, and what you can't - their result.

You can only improve what you can measure.

The first thing that should be done by the new Chief/Head or Professional-for- changes, who enters the position, is to adjust controllability and to provide optimum cost of all processes. While creating operating reporting, it is needed to determine parameters necessary for controlling. As the result we have to have the standardized informative reporting which is easily "read" and is truthful reflection of company’s state of affairs. One of the Chief/Head’s tasks is to help his employees to control what they really need to control.
There are three levels of a constant control of the enterprise condition:
Operational level – daily (weekly or monthly) procedure. This is a constant assessment of an actual state in relation to what is planned. Changing of the plans and forecasts doesn’t happen at this level!
Short-term level – quarterly procedure. While carrying it out, it is necessary to go deep into details and to introduce already the amendments to the planned indicators for the rest of the year.
Medium-term and long-term level is an annual planning for the next year and the forecast for the next two years. It is not recommended to plan for the shorter periods.        

Indicators of efficiency allow estimating efficiency of the carried-out actions directed on goals achievement.
Requirements:
• each indicator has to be distinctly defined;
• indicators and standards have to be achievable: the purpose has to be real, but at the same time should be an incentive;
• the indicator has to be in the sphere of responsibility of those people who are exposed to an assessment;
• the indicator has to have the meaning;
• indicators can be general for the whole company, i.e. «attached» to the goals of the company, and concrete for each division, i.e. «attached» to the goals of division.
The information in reports has to conform to the following requirements:
• Reliability. You have to be sure that data doesn't contain mistakes and that there were no any manipulation/machination allowed.
• Efficiency. Information has to be ready by the time it is necessary for you.
• Completeness. Information has to be accurate and contain all data necessary for you to take the management decisions.
• Profitability. Preparation of data shouldn't cost more than benefits from its usage.
In this article there are only examples (without description), draft copies and once workable forms and spreadsheets. Excel can be used as a template, a test sample or for carrying out the small analysis and mini- projects. All regular reports have to be formed automatically by your information program, on demand.
The damage from the occurrence of errors and data loss in Excel considerably exceeds the costs of professional work with information. Below there are only some examples of reporting, which are the most characteristic for business structures with which we’ve worked. All companies have their individual characteristics of business and economic activities. This gives rise to the particular indicators of efficiency, which have to be defined individually.
This examples are here to show some of our our tools and methods.

Sorry, all forms are in Russian, so far.



Management ( for B2B и B2C)

Отчет менеджера по продажам
Отчет филиала компании
Ежемесячный отчет по компании (малая)
Анализ клиентов
План/Факт продаж
Отчет Ген. директора перед собственниками (пример)
Отчет продукт менеджера
Отчет отдела по управлению продуктом
Отчет по товарным запасам
Процессы пример
Складские запасы
Менеджмент
Процесс "Закупки"
Шаблон Бизнес модели
Формулирование миссии
Точка безубыточности
Отчет "Отдел Закупки"
Прогнозирование и расчет заказов поставщикам
Расчет себестоимости товара (импорт)
abc-анализ
xyz-анализ 
qrs-анализ
Описание бизнес-процессов
7S-анализ Внутренние противоречия

Personnel Management.

Нужна ли вашей компании оценка персонала?
360
Внутренние противоречия
Лояльность
Лояльны ли ваши сотрудники (статья)
Психотипы
Карта эмпатии
Стиральная динамика



Management.

Цели маркетинга
Цели и стратегия
Объем рынка
Емкость рынка
Емкость рынка 2
Сегментирование рынка по потребителю
Сегментирование рынка по товару
Сегментация по цене
7P
SWOT
Конкуренты
5 Конкурентных сил
Конкурентный анализ
Маркетинг (статья)
Ассортимент и закупки (статья)
Конкурентное преимущество
Сегментирование рынка
Анализ эффективности рекламных компаний
PEST
Позиционирование
Маркетинговый план
Стратегия роста
Препятствия для входа на рынок
B2B - критерии сегментирование

Financial analysis

Examples for restaurants and cafes

40 tamplets for restaurant management



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