Vatgia.com is the company’s largest website Vatgia, after a series of small website Vatgia.com, xinh xinh was pricing the investment. However after their first step and then hinge the phase one to phase N, coming as the time jump and in action, finally the finish line only a few more years that pricing is still OK or not knowing where to go with the cumbersome apparatus and lack of attractiveness. Any solution for pricing? The issue of the pricing is actually located where and whether if one fine day pricing are bought whole and be replaced by a team led by the investor assigned or changed their name to be like the white steam peeling or Ram Lam Phi Thanh Van or any other outcome. Wait and see …
Before the pressure up the floor, pricing need products that bring about a steady revenue growth instead of hot. And here are 5 steps to save Vatgia.com before on the floor.
1-Restructuring and core focus
It’s easy to say, hard refresh. Surely you would say so, because it is so). The issue here is HOW the RESTRUCTURING? and where DID YOU FIND this CORE VALUE that?!!?!?!
Pricing for long hours operates under tight medium model, liquid medium. Knitwear is the pricing of capital majority owned subsidiaries to power under the control of the liquid medium, but is no good enough for managing each project from the Corporation should see quite a lot of difficulties in management. The company currently provides about its currency for the pricing and the future will be the main source of revenue, not from Vatgia.com Website without major change.
If a good orientation for each product and its subsidiaries have the Leader Super, so projects running smoothly when in fact this project is difficult to scale because the Leader is primarily from signed motoring up or from employees the company from the sale, they want to project their ideas but lack the capacity to do great, to a stage they have to look outside to management, from which cause the internal crisis. Just want to do the big just like to not lose rights ….
So prices have changed Manager to better fit the model of Pricing the pursuit, I don’t want to say to the pricing change models as this would be a different problem.
How to Restructuring ?
Current management is focusing so the head of the company pricing will be very hard if you juggle multiple projects even though the projects were the head and the fact will not be effective. So pricing requires intensive counseling for each array and for each subsidiary, these people must have food rights and reliable to fit consultant, has just led the business until they mature enough reach into big business. Separate views and ideologies from the Corporation to the subsidiary that owns the shares to the dominant power. Proportional allocation owns more reasonable for people who contribute, the capital contribution and the Manager does not contribute capital to the company development is long over. Given the General and long-term objectives which the subsidiary can support each other rather than the one who do and do not want to touch makes the synergy becomes disjointed and lacking forces. Same problems BREAKING CHOPSTICKS of the old stuff, when I bend an easy but breaking of the bunch is very difficult.
How to found the Core value?
[viral-lock]This doesn’t help prices that are the main VG found however the value and direction of the current price is “doing everything online to create value” was too vague and left the direction of dispersion. It is clearly shown for the pricing funding into a lot of small projects to expected profits and lack of refinement from the start, as the dispersion of people and capital result in wastage of both time and money. Let’s look at the big company they go up only from a primary product, by-product only satellites and they choose to purchase rather than developing from scratch unless it’s very good support for the main products, for which pricing not towards. Pricing must redefine the focus product development and reduce resources for the satellite project or divide evenly the importance of it and abandon the dream of giants, just invest small project, large enough for sale and breeding bitch.[/viral-lock]
2-Hunt Idea, grab investment , exit
Looking for more powerful ideas from the community, looking for real talent and must have the capacity to judge, to be selected when the need for them good enough resources for development, the long-term benefits. From the project, a large investment to strengthen focus and gain access to the user Exit for investors.
Here is the pricing are still to do but differs in NEED of ADVICE SUFFICIENT GAMES to VALUATION instead of having put it to the “master trust”.
Vatgia at this time played the role of Advisor to the investors, they are just pouring money, when they certainly are good enough and project pricing stood out of guarantee.
3-Wide links, greater cooperation, wing for chickens fly away
Vật giá are inherently very well from individuals and organizations still lack the element of the link. After having had the good products should seek to link with units capable of sponsored and bring about profits for the project, the key to this cooperation helps the project have turned stronger is dependent on the parent company’s pricing. This also helps the fish Leader company more authority, more financial resources and personnel than the a-shares of the parent company. To get around that it takes for the Leader of the project pricing opportunities to enhance their management, they need to get rid of the position of technical workers, or from sale come up that need to be managed professionally to know makeover at the right time. Like a father couldn’t your child mentoring when it was old enough to study abroad then it must have the level of English, communication skills, problem-solving gift itself to no familiarity with friends in Europe. After she graduated from the back it will be taking over his father’s business it…
4-Divided to survive, separated to survive
After having success with the project and can now live, the need to split this project out, selling off shares to institutions to founder on 50% or lower rate of property falls below 50% by selling off for strategic investors. Use this capital for new projects, only large projects and long term properties for the ecosystem of the pricing. Pricing only support resources and advice when you need support.
5-Whole sale, start over at a new level
Sale of entire projects large and small to suck a big capital, maintain active team and made a new game. Like Peter Thiel when pouring funds into the Paypal was sold and became an investor in Facebook, groupon and. .. Pricing at the moment only the investment without project management, so new separate work product and the financial investment in accordance with the roadmap and the desire of the pricing.