Keep A Close Watch On Reality And Promote Steady Growth Of Foreign Trade

Recently, vice governor Hua Jianhui went to Hefei, Bengbu, Huainan, Chuzhou and other cities to inspect and inspect foreign trade work.

She went deep into Hefei's import and Export Commodities Exhibition Center, Bengbu Yiwu International Trade City, Huaihua group, Konka electronics and other enterprises to discuss and discuss the implementation of the policy, coordinate relevant issues, and listen to opinions and suggestions.

Pointed out that this year, the province's import and export growth slowed down, but the structural optimization situation is obvious.

This is a positive response from all localities to the downward pressure on the economy, based on the new normal, focusing on key points, and working together to achieve results, which has laid a solid foundation for the steady growth of foreign trade and added stamina.

Hua stressed that at present, all localities and departments should focus on the annual objectives and tasks, focus on the reality and lay stress on the implementation and release effect of the foreign trade policy.

Efforts should be made to enhance the efficiency of incubating, cultivating and tapping potentials, focusing on foreign trade and foreign investment, and promoting mutual development.

Work hard to solve problems.

We must adhere to the pformation and development, and further optimize the foreign trade structure and market layout, strengthen the foreign trade base and open carrier, explore the promotion of cross-border e-commerce and market purchasing trade, introduce and cultivate the comprehensive service platform for foreign trade, and strive to pform the development of foreign trade from factor driving to innovation drive, and promote the quality and efficiency of foreign trade development in the province.

Related links:

In the past, every year, the most troublesome problem for middle and top managers of a company is to sum up the year-end work.

But now, the difficulty of budgeting has already surpassed the year-end summary. What is the goal next year? How much does it cost and the way to implement it must be included.

Summing up is just a recollection of the past, and budgeting is a comprehensive plan for the future.

Because the budget is ultimately judged by the leadership of the higher authorities, many managers call it "the end of the year".

An example is no exaggeration: a new chief executive was asked to take sick leave because he was afraid of facing the board's budget review meeting.

Of course, business managers have a sense of budget and ordinary employees understand their tasks, and the coordination between departments is also very important.

For example, the business department of the enterprise asks for the new product promotion plan in the first quarter of next year. What should you do as a manager? Do you allow other departments to go according to their own pace or actively coordinate and promote? If you want to coordinate the plan, how do you deal with it?

Maybe you should ask R & D department to finish the research and development of new products at least by the end of the year.

In addition, as the demand for salesmen is likely to increase as new products are launched next year, the HR department must complete the recruitment work in December, and finish pre job training before the new product promotion in March next year, so as to ensure that the new salesmen can work on time.

But such a presupposition is only based on the ideal situation. Many times, from the beginning, budgeting will find that the budget has long been a weapon for all departments to fight, and those who fight for costs and compete with others will often shift their responsibilities to each other or drag their legs behind each other.

Many entrepreneurs find that even if the budget is very colorful, the lack of discussions and drills in the execution process often leads to the opposite direction.

In fact, it is because, in the process of internal management, there is no sort of the whole budget system from the very beginning. There is no uniform enforcement standard or supervision standard. For example, the problem of cost can not be reduced by 50% as a result of coordination when reporting financial coordination. Instead, it must be increased or reduced according to specific business processes, and its standard is whether it is a strategic service for the whole enterprise.