CAPACITY OF MONEY MANAGEMENT TO BORROW MONEY OF THE RICH
1. Ability to plan budgets for approval by the Board of Directors (Budgeting)
– Budgeting capacity for new, unique and different product lines key or cost-optimal: Proportion of new/old/new/depreciated/canceled products, a high proportion of sales, the proportion of product lines that bring in cash faster than other product lines …(depending on model)
– Capacity to plan business and competition: Which customer to focus on, why to focus on this customer and not another, their behavior and ability to pay, how to continue approach them, how to sell, has the approach scenario been put into practice 77×49 times, research report and number of market research samples, closing rate, average time to train a sales new, new level of supervisor/regional manager, customer data, returning customers, customer churn rate, selling point, market share… (depending on model)
– Marketing and marketing planning capabilities: What message to say, which channel, who to tell, when they spend money, cost per lead, cost of conversion, number of people reaching brand message, distribution system recognition coverage mix…
– Capacity for human resource planning and headcount forecast: Depending on the business plan, the plan and budget forecast for recruitment, training, process building, form building measuring and building a system of salary policy, incentive policy (don’t bite on profit, the more you reward, the more you lose), welfare, union, insurance, personal income tax, leave rate, the ratio from the time of submitting the recruitment form to the time of filling, recruitment time and measuring job performance by position, title, Min – Max salary frame according to a 5-8 year vision of the promotion route: unskilled laborer, executive, group leader, department head, director, deputy general director, chief executive officer…
– Ability to plan operations and warehouses to meet the sudden growth of orders: Geography, number of warehouses, effective budget allocation for 1 warehouse, layout for applying transportation technology. Operation, staffing, inventory limit and cost efficiency per 1m2 of warehouse…
– Transport and bulk delivery capacity: Central warehouse, sub-warehouse, number of trucks (tonnage tonnage).
– Ability to plan, negotiate and develop logistics, supply, raw materials, debt and control input costs.
Calculating costs from the perspective of: Business, accounting, finance and market.
– Ability to plan for technology application to reduce operating costs, digital transformation, partial application of technology/or outsources/or hire CTO/or MnA, available software (SaaS), Google Sheet /excel, or raise capital to implement comprehensive management software, secure/backup information, data and risk information leaking out.
2. Capacity to implement the budget plan.
After a few times of planning and fighting to see… Mrs., now the financial budgeting capacity of all departments and the execution capacity is equal…?
This reflects if I don’t run the company, what do you use the money for?
3. Ability to effectively report business results.
– Profit/loss results: Revenue – Cost between budget (Budget) and actual (Actual)
– The change and allocation of assets and capital on the balance sheet between the budget (Budget) and actual (Actual)
– The ability to perceive safety, safe financial indicators of Variable cash flow into accounts to know where your money is, which accounts, the beginning of the month and the end of the month are matched.
4. Ability to explain financial statements (Monthly/Quarterly/Yearly)
– Business model
– Business strategy and macro fluctuations
– Business adaptive functional strategy
– Change and analysis of indicators financial numbers on growth, revenue, profit, assets, capital…
– Change and analysis of cash flow, the reason for such change: Inventory, current assets, long-term…
– The sudden change in quality of revenue and profit…
– Effective use of equity and shareholders.
– Effective use of loan capital and financial leverage analysis.
– Effectiveness and process of building credit reputation with financial institutions.
– Change of old/new personnel.
– Change of members of the board of directors.
– Important Board Resolutions on corporate development, legal, stock issuance, valuation
– Other obligations with tax, banking or active media crisis protection.
– Social responsibilities: CSR/ESG if any.
– Auditing, pouring capital, changing equity or welcoming new shareholders.
5. Ability to announce business plan changes according to extraordinary board meetings
– Profit targets change and impact on staff motivation according to unexpected events.
6. Maintain records, books, vouchers and annual settlement.
7. Other announcements related to subsidiary investment, investment in new assets or other high-value asset decisions specified in the company’s charter.