- 29 de janeiro de 2015
- Posted by: Assessoria Imprensa
- Category: Artigos
O dilema de toda empresa sempre foi o questionamento de como melhorar os resultados utilizando os mesmos recursos, algo que define muito bem o que é a produtividade. É notório que a busca pela máxima produtividade é constante, no entanto é preciso utilizar-se de métodos de análise para acompanhar e gerenciar a produtividade.
No caso das empresas, podemos dizer que uma maneira de gerenciar a produtividade é acompanhar o faturamento. Mas, o faturamento em si não é a melhor maneira de avaliar o desempenho de uma empresa. Indicadores como lucratividade, ponto de equilíbrio e ticket médio são importantes para avaliar se o faturamento resulta em produtividade ou não. Veja:
O indicador ‘lucratividade’ aduz sobre o resultado da diferença entre o faturamento e o CMV (Custo de Mercadoria Vendida). A lucratividade é o primeiro indicador que mostra se sua empresa está indo bem ou não, dentro das estratégias de venda. Lucratividade negativa significa problemas com CMV; neste caso é importante reavaliar alguns pontos, como políticas de descontos e negociações com compradores. Ou você vai precisar aumentar muito seu faturamento (questão de escala) ou, mesmo com um aumento significativo, esta ação não surtirá efeito.
O indicador ‘ponto de equilíbrio’ é o valor necessário para que sua empresa empate o jogo. Ou seja, atingindo este faturamento você ficará no 0 a 0. Para melhor analisar este indicador, é necessário saber quanto tempo sua empresa leva para atingir o ponto de equilíbrio. Neste caso, lhe indico o link http://ideiasefinancas.com.br/index.php/ponto-de-equilibrio-o-que-e-e-como-calcular como uma sugestão de leitura.
Por fim, vamos ao ‘ticket médio’, que é um indicador de grande aplicabilidade. Você pode avaliá-lo por vendedor, cliente, produto, horário, dia, mês, etc. Contudo, muitos consultores utilizam por cliente como padrão, o qual também indico.
Após demonstrar sucintamente os três principais indicadores para gerenciar a produtividade de uma empresa, é possível compreender por que o faturamento – por si só – não deve ser visto como um indicador de desempenho.
Maico Sullivan é analista de implantação na Softpharma e Editor-chefe do Blog Ideias & Finanças.
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