Enterprise situation analysis report

Chapter 1: Annual Analysis Report of Human Resources of the Company In order to better improve the reform of the human resources system of the company, help the human resources management of the company move towards standardization, standardization and specialization, and enhance and mobilize the work enthusiasm of employees to a greater extent through effective management. This human resource analysis mainly adopts the methods of questionnaire survey, employee behavior observation, employee representative communication, and historical data collation and summary. Through these methods, the present situation of human resource management in the company is basically clarified, and the problems existing in all aspects of human resource management in the company are emphatically analyzed, and the following report is formed:

The first part is the current situation of human resources in the company.

I. Analysis of Human Resources Structure of Group Headquarters

(1) Group headquarters employees 1 19 people, including senior managers1/person, accounting for 9%. 24%, 24 middle-level personnel, accounting for 20. 2%, 84 people at the grassroots level, accounting for 70. 6%

(2) Headquarters employees 107, excluding basic logistics posts, with the following male-female ratio.

(C) Analysis of the top team structure

The senior management team has a good age structure, with an average age of 44 years old, young and strong, and a reasonable academic structure. Full-time junior college or above with the first degree, 6 people (55%) hold the first-class constructor certificate, 36% are senior engineers, 0/8% are intermediate engineers 18% are assistant engineers 18%, and 28% have no professional title.

The structural defects of the top team are mainly that 73% of the top staff are engaged in project construction and project management, with a teacher's age of over 10 years and lack of professional training in enterprise management. 1 1 Only two of the high-level personnel were introduced through social recruitment in 20 12, and they have certain experience in modern enterprise management. The matching degree between the professional titles and qualifications of senior staff is not enough to meet the development needs of enterprises.

(D) Middle-level team structure analysis

The average age of middle-level team is 38 years old. 7 years old, the age structure is as follows:

Analysis of length of service structure of middle-level team: After the reform of 20 10, 54% of the existing staff were introduced through social recruitment. The advantage is that these people not only have certain new knowledge and skills, but also have good work experience. At the same time, the disadvantage is that I don't understand the construction industry. The remaining employees who joined before the restructuring have worked in Zhongheng for more than 65,438+00 years, and they are highly loyal to the enterprise. At the same time, they lack professional training and literacy.

Analysis of the structure of the first degree of middle-level team: undergraduate course accounts for 29%, junior college accounts for 46%, and secondary school and junior college account for 25%. Through correspondence or other forms of on-the-job education, 90% of employees with junior college education or below have been promoted and obtained junior college education or above, and 2 middle-level employees have obtained MBA master's degrees.

Analysis of professional titles and qualification structure of middle-level teams: 8% are senior engineers, 8% are intermediate 13% are assistant engineers 17%, and 62% have not obtained any professional titles. In terms of qualification, 8 intermediate construction engineers (33%) obtained first-class construction engineers. The defect is that the holding rate of professional titles and qualifications is too low and needs to be improved.

(e) Analysis of the structure of grass-roots teams

The average age of grass-roots teams is 30 years old. 6 years old, as follows:

The first educational structure of grass-roots teams is as follows:

Analysis of length of service structure of grass-roots team

Title and qualification structure of grass-roots team

At present, only three of the 84 grass-roots employees in the headquarters of the company have state-owned intermediate engineers, 14 are assistant workers, and others have no professional titles. From the perspective of qualification, only 1 person has a first-class construction engineer certificate, and most grass-roots employees do not have a construction engineer certificate (the second-class temporary certificates held by some old employees are of little use in specific business according to national policies), which means that these employees will be new first-class construction engineers in the company.

The second is the analysis of human resources structure of business systems in business divisions, offices and branches.

1。 The business volume and income of the company depend on the business level of the personnel in the company management system. At present, the company has 7/kloc-0 employees, including 6 business divisions (Jiangxi, Chengdu, West China, Yangtze River Delta, Pearl River Delta and Bohai Rim), including 9 general managers and deputy managers of Jiangxi business division, 32 office operation representatives, 24 branch business representatives and 6 operation posts.

2。 The average age of management system personnel is 30 years old. 6 years old, of which 6 1% are under 30 years old. The age structure is relatively reasonable, as follows:

3。 40% of the existing business personnel have the first degree in civil engineering, and the remaining 60% are mainly management and integration, with no marketing.

4。 Analysis of the educational structure of management system personnel: secondary school education or below accounts for 40%, junior college education accounts for 50%, and undergraduate education accounts for 10%. Relative academic qualifications are generally low, and the overall quality of system personnel needs to be improved.

5。 Analysis of the age structure of managers;

6。 Analysis of professional titles and qualification structure of operators: At present, only 7 of the 7 1 operators have state-owned engineers, 5 are assistants, and the rest have no professional titles, and only 3 have first-class construction engineers in terms of qualification. It is more convenient to encourage operators to participate in the first construction training and hold relevant certificates.

Thirdly, the personnel structure analysis of self-operated projects.

1. At present, the company has four self-operated projects: Fuyuan Garden Project, Qingshan Lake Public Rental Housing Project, Fangda Shangcheng Project, Jiujiang fur city and Yongxiu Farmers' Market. * * * 163 people, including 36 trainees.

2. Age structure of self-employed project personnel: the average age is 34 years old.

3.95% of employees' age structure is within 1 year, because self-operated projects started to develop in 20 12 years. Except for a few managers who are selected from the old employees of the company, the rest are new employees of the company or the project, and the teams of each project are still in the early stage of construction and are not very stable.

4, personnel education structure:

5. Analysis of professional title and qualification structure of self-operated project personnel: At present, the professional title and qualification of personnel on the project are not ideal. Earlier, some analysts believed that it was difficult for people over 40 who had no certificate in the project to pass the exam again, mainly because they had rich practical experience but lacked theoretical knowledge. Those under the age of 25 may be able to recite book knowledge but lack practical experience, so it is equally difficult to pass. We can only begin to improve the five-member certificate and second-class certificate of employees under the age of 25, and at the same time encourage employees between the ages of 25 and 35 to participate in the training and evidence collection of the first construction project.

Iv. personnel structure analysis of the joint venture project (including BT in yingtan, Half Mountain and Half City, and Guoguang in Ganzhou)

1. Joint venture project: All non-self-operated projects, regardless of the contracting method, are counted as joint venture projects. There are 107 people at present.

2. Age structure of joint venture project personnel: the average age is 34 years old.

3. Age structure of personnel:

4. Education structure: Only 65,438+00% of the joint venture project personnel have undergraduate education, 28% have junior college education, and the rest have technical secondary school education or below, which is generally low.

5. Professional title and qualification structure: generally, there are only five members' certificates, 16 people have intermediate professional titles, only 1 person is a first-class builder, and 17 people are a second-class builder. Others have no professional titles and certificates. This kind of personnel will be the personnel who must take part in the training and evidence collection for the first construction project in 20 15. However, through telephone interviews, most expatriates are worried that they will not be able to take the exam due to work and other reasons, and they need to make overall arrangements at the headquarters.

The second part is the diagnosis of the current situation of human resource management.

Generally speaking, the company has a certain concept of human resource management, and its management level is constantly improving. However, due to historical reasons, corporate culture, system and other reasons of the company itself, there are still some problems in human resource management, such as backward concept, incomplete structure, incomplete function and insufficient function, which seriously affect and restrict the company's future development.

First, the company's human resources management concept problems

(A) the company does not have sufficient knowledge of human resources

The management of the company lacks the concept of strategic human resource management, and the human resource management and the development strategy of the company are still in the stage of transactional combination, which has not yet played the role of providing basis and assistant for the strategic decision-making of the top management of the enterprise.

(B) The management of the company has not fully established the concept of human capital investment.

Part II: Investigation Report on the Company's Operation I. Overview of the Company

* * The company was formerly a township enterprise in Wuming County-* * County Starch Factory. The original construction unit is * *. 1994 * * approved the establishment of starch production line and alcohol production line. In August 2007, * * Company acquired all the assets of the factory as a whole.

* * Company was established in February 2006, with a registered capital of100,000 yuan, and its address is located in * * Village, * * Town. It is an enterprise specializing in the production of edible alcohol and starch products. Legal representative: *, shareholder * * holds 60% of the company's shares, shareholder * * holds 36% of the company's shares and shareholder * * holds 4% of the company's shares. The company has internal management organizations such as human resources department, finance department, marketing department and workshop, with * * general managers and * * employees, of which 30% are college graduates or above.

In 2009, the company was rated as the key leading enterprise of agricultural industrialization in * * city, the third-class enterprise of safety production standardization in 20 10, and the enterprise that paid taxes exceeding one million yuan for two consecutive years in 2009 and 20 10; The production capacity was verified by the * * Municipal Industry and Information Committee, the * * Brewing Association and the * * Bureau, and the production was approved by the * * document "Letter on the Compliance of the Edible Alcohol Production Line of * * Company with Industrial Policies".

At the end of 20 13, the company's total assets151370,000 yuan, including fixed assets 10768 million yuan, covering an area of 77 mu. From its establishment to 20 12, relying on the rich cassava resources in * * town, the company introduced domestic and foreign technologies to produce edible starch and alcohol. The * * brand edible starch and alcohol produced are used in papermaking, adhesive, textile, food, medicine, chemical industry and other industries, and are mainly sold to * *, * * and other places.

In recent years, we have invested a lot of money to upgrade the production process and environmental protection facilities in an all-round way, and completed the technical transformation project of the alcohol production line with an annual output of 30,000 tons, the environmental protection treatment station project of waste liquid with an annual output of 6.5438+0.8 million cubic meters, and the anaerobic system project of biomass gas with an annual output of 6.5438+0.2 million nm3/a.. 25T/h biomass energy-saving boiler project, steam power station project with annual power generation of 6.5438+0.8 million kWh, bio-organic fertilizer project with annual output of 6.5438+0.000 tons, agricultural demonstration park project with annual output of 6.5438+0.000 mu, etc. However, from 20 12, the local cassava planting dropped sharply, and the cassava starch production line of the company stopped production. 2065 438+03-2065 438+04, the company invested more than 80 million yuan to carry out technical transformation on the edible alcohol production project. At present, the project has been completed and put into operation.

Second, the financial and business situation analysis

* * The company provided the annual audit reports of 20 12 and 20 13 (the audit opinions were unqualified) and the financial statements of September 20 14. See the following table for financial status:

(1) Description of financial indicators

1. By the end of 20 12, the total assets of the company were 1 1588. 080,000 yuan, of which: current assets 43 15. 200,000 yuan, accounting for 37% of the total assets, and the net value of fixed assets is 7272. 870,000 yuan, accounting for 63% of the total assets; Total liabilities are 34 1 1. 65438+ ten thousand yuan, and the current liabilities are 24 1 1. 6,543,800 yuan, long-term liabilities 6,543,800 yuan.

By the end of 20 13, the total assets of the company were 15 137. 65,438+10,000 yuan, an increase of 3,549 over the beginning of the year. 020,000 yuan, of which: current assets 4368. 580,000 yuan, accounting for 29% of the total assets, and the net value of fixed assets is 65,438+00,768. 565,438+0 million yuan, accounting for 765,438+0% of the total assets; Total liabilities are 5592. 290,000 yuan, current liabilities 3092. 290,000 yuan, long-term debt of 25 million yuan.

2. Monetary funds

By the end of February, 2013,65438, IMF 352. 930,000 yuan, at the beginning of the year 157. 250,000 yuan, increased by 195. 680 thousand yuan.

3. Accounts receivable

By the end of 20 13, the accounts receivable were 94. 320,000 yuan, a decrease of 75,654,338+0,000 yuan compared with the beginning of the year. The main reason for the formation of accounts receivable is that the sales amount has not reached the 90-day loan period, and the main accounts receivable are within 3 months, of which the accounts receivable of * * company is 6 1. 970,000 yuan, * * company accounts receivable 32. 350,000 yuan.

4. Inventory

By the end of 20 13, the inventory balance was 2 142. 720,000 yuan, a decrease of 594 compared with the beginning of the year. 280,000 yuan.

5. Prepaid account

By the end of 20 13, the prepayment was 168 1. 260,000 yuan, an increase of 65,438+065,438+038 over the beginning of the year. 1.4 million yuan. Mainly prepay raw materials for the company, of which * * company prepays 680 yuan. 370,000 yuan, 620,000 yuan in advance from * * Co., Ltd. and 5 1 1 from * * Company. 930,000 yuan, paid in advance by * * Company. 340,000 yuan electricity bill.

6. Net fixed assets

By the end of 20 13, the net value of fixed assets was 7099. 880,000 yuan, an increase of 700 people over the beginning of the year. Fifty-six

Chapter III: Analysis of the Company's Operating Conditions 20 1 1 is an important year for our company. On the one hand, it is the price war triggered by the increasingly fierce competition in the domestic automobile market, the national macro-control and the global economic changes, on the other hand, the sluggish sales in the automobile consumer market have caused great difficulties to our daily operation and development. This year is also the second year that the company completed the second transformation and team reconstruction of MG brand stores. Through the joint efforts of all staff, the company has overcome practical difficulties and laid the foundation for the long-term development of the company.

Through the recent work, now make a comprehensive review:

I. Summary and analysis of business conditions

1, sales:1-June

Note: Gross profit in the table does not include SAIC rebate of * * * 790,000 yuan. SAIC rebate gross profit margin ≥8% Sales summary: sales work

The sales volume is ***95 units, and the sales volume of each model is:

MG3 brand: 40 sets, up 32% compared with 20 10 (59 sets sold in 20 10) MG6 brand: 53 sets, up 39% compared with 2010 (38 sets sold in 2010) MG7 brand: 2 sets.

After-sales service: the gross output value of1-June increased by 27% compared with 2010 (201-June 5 10/0,000), and the gross profit ratio was 2010 (20/).

The number of platform visits increased by 20% compared with 2010 (2010/-June11).

Sales summary:

With the support of SAIC, the company's sales department, marketing department, after-sales service department and customer service department cooperated with each other, held many auto shows and test drives, published many newspaper hard advertisements, soft articles, newspaper flowers and radio broadcasts, and asked the sales department to organize sales staff to pay a positive return visit to car buyers, so that customers could feel our care through the return visit. Improve the visibility of the company, establish a good corporate image, build a platform for mutual exchange, communication and friendship for customers, and attract more customers to the exhibition hall and collect more sales leads. Information reporting:

Reporting is a repetitive work, and the position is important, which is related to the daily work management of the company and the assessment of SAIC. In order to better complete this work, according to the strict requirements of SAIC, the company has carried out report management and file management:

20 1 1 In order to improve the file management, the main work is to collect the files of car buyers, register the sales of vehicles, send and receive vouchers, and summarize and report to the user files.

Others:

According to the national policy, the license of model 3 in China needs to be completed before July this year 1. For our company's original ` 17 stock cars, we should formulate targeted sales policies and commission policies in time. All employees, Qi Xin and Qi Xin, worked together to sell most of model 3 on the premise of ensuring sales profits.

Analysis:

Judging from the above data, compared with the previous year, the sales growth of MG brand is not obvious, and some models show negative growth. Generally speaking, the gross profit margin of the company's sales policy is reasonable (the average cost of sales is 1 1. 420,000 yuan/set, the average gross profit of a single set is 9,263 yuan/set), but considering the large operating and management expenses of the company, there is still a loss; On the one hand, for the sake of brand image and maintaining normal sales management, the company has to bear high operation and management expenses, and the profit sales generated by the existing MG brand models can not make up for the expenses. Facing the actual situation of the automobile industry, our average monthly sales volume is less than 20 units; Objectively speaking, 1, February, March, April, and MG3 series models alternate between yellow and green, and the models on sale are seriously vacant, resulting in a serious shortage of our sales resources, and many customers who originally booked cars have returned their cars; In addition, the original inventory of commercial vehicles failed to turn around reasonably, especially the 6-series and 7-series models; Thirdly, the third-standard models of the original storage countries that need to be registered urgently have to be treated with preferential treatment, which leads to the serious phenomenon of poor capital turnover of the company. Due to the above reasons, the whole company suffered losses from/kloc-0 to June.

After-sales service management analysis: According to the above data, due to insufficient maintenance of MG's after-sales service, low maintenance output value and high operating expenses, the service station runs at a loss all the year round.

The company's own problems and shortcomings can be summarized as follows:

1. There is still a gap between the ideological education of employees and the management of the company, especially the requirements of the board of directors.

2. Employees' business training can't meet the requirements of daily operation.

3. Internal management is not standardized.

4. The regional management of secondary network is not in place;

5. Managers' thoughts, consciousness and mentality are more or less problematic;

6. The internal auxiliary management of the company is not in place; Some managers have weak management consciousness; The service station also has the following problems:

1. Due to long-term loss-making operation, the wages of skilled workers are low, it is difficult to carry out ideological education for employees, the positions and personnel change frequently, it is difficult to retain industry elites, and the technical personnel have low technical content, so it is difficult to improve the maintenance quality.

2. The spare parts inventory is overstocked and the spare parts turnover cycle is too long. Spare parts are not supplied in time (resulting in long maintenance cycle).

3. The coordination of outsourcing positions is not in place, which affects the overall quality.

Second, business analysis.

Based on the analysis of the operating conditions, we can clearly see that the fundamental reason for the company's losses should be the imbalance between the overall profit and expenses of the operation. Brand analysis:

Judging from the factory's sales policy, sales data and the company's business policy this year, the brand's business policy and sales profit rate should be reasonable (the average gross profit margin is 9. 8%, with an average gross profit of 8034 yuan per vehicle), especially since this year, SAIC's business policy has been strongly supported, but our overall cost is relatively high. On the one hand, we should adjust and strictly manage expenses as reasonably as possible (many expenses are relatively rigid, and the adjustment flexibility and space are relatively small), but we should consider increasing the total sales profit.

(Supplementary note: According to the development strategy and planning of Shanghai Automobile, MG6 Saloon was newly built by Shanghai Automobile on 20 1 1, aiming at meeting the diversified needs of car buyers who want to publicize their individuality and mainstream identity, leading them to experience the MG brand value with "individuality, temperament and creativity" as the core, representing the new MG3 returning to rational consumption fashion, and being the first in the series of MG3 families. At the same time, this A0-class model pays attention to more visual appearance, more fashionable interior design, more flexible and free space experience, and more internal and external performances that vary from person to person. These new experiences are refreshing. It is estimated that in 20 1 1 2 years, according to the domestic and international market demand, MG brand cars will gradually launch MG5, SUV and MPV series to meet the needs of different consumption levels in the automobile consumption market.

In addition: Xinhua 1.com Birmingham, England, June 26th: the State Council Prime Minister Wen Jiabao visited MG UK Limited in Birmingham, England on June 26th.

MG Automotive UK Limited is a wholly-owned subsidiary of Shanghai Automotive Group Limited in the UK. It is the first China automobile enterprise to mass-produce and sell in developed countries in Europe and America. It was founded in the UK in 2005 and currently has 400 employees in the UK. Wen Jiabao visited the company's exhibition and technology center, listened to the briefing and had a cordial conversation with Chinese and British employees. Later, Wen Jiabao came to the assembly workshop, inspected the assembly line, and attended the off-line ceremony of the MG6 new car.

In an impromptu speech, Wen Jiabao said that the MG6 automobile project has created a brand-new model of "British design, China production and British assembly", effectively utilized China's capital, labor force and market, as well as British technology and management experience, and achieved complementary advantages, which is another successful symbol of Sino-British friendly cooperation. Wen Jiabao hopes that the Chinese and British business circles will continue to tap their potential, strengthen cooperation and strive for greater success in the spirit of mutual respect, equality and mutual benefit.

Chinese and British leaders and employees thanked Wen Jiabao for his encouragement and said that they would continue to innovate and produce more high-quality products, making new contributions to the economic development of the two countries and Sino-British cooperation.

From this, we can be sure that the prospect of MG brand is extremely optimistic, and whether this brand can win the market should be beyond doubt, just a matter of time. )

Judging from the current sales situation in the overall market, it is not realistic to improve the profit of a single sale. The only thing that needs to be done is to increase the sales volume according to the company's established business policies and actual market conditions, so as to increase the total sales profit. In particular, it is necessary to carefully understand and effectively use SAIC's policies, seize the current market demand and the opportunities supported by SAIC's policies, and improve the overall sales volume throughout the year.

Formulate feasible and reasonable sales policies and strengthen the management and control of the sales process.