戰(zhàn)略與平衡計(jì)分卡(ppt)

China Elements for Strategy Execution 變革的中國因素

Key Strategic Questions 關(guān)鍵戰(zhàn)略問題

Which business stage is xxxxx in now? xxxxx現(xiàn)在處于哪個(gè)階段？
Strategy: SWOT Qs 1, 2 & 3
What are our strengths? What might be our organization’s sustainable competitive advantage ? 我們的優(yōu)勢(shì)在哪里？公司的長久的競(jìng)爭優(yōu)勢(shì)是什么？
What are the areas we need to improve in order to successfully implement our business strategy? 要成功實(shí)施商業(yè)戰(zhàn)略，哪些方面我們還需改進(jìn)？
What are our possible opportunities? 什么是我們的可能的機(jī)會(huì)？
What are the key business sectors we should focus on? 哪些是我們應(yīng)該聚焦的關(guān)鍵業(yè)務(wù)區(qū)？
Why is this a good market? How big is it now? Estimate future growth. 為什么這個(gè)市場(chǎng)比較好？它現(xiàn)在有多大？評(píng)估一下它未來的成長狀況。
What are the key aspects of each market’s characteristics? 每一個(gè)市場(chǎng)都有哪些關(guān)鍵特征？
Strategy: SWOT Qs 4 & 5
Analyze the Five Competitive Forces. How might we best defend against the IMPORTANT threats? 分析五種競(jìng)爭力量，如何防止這些重要的威脅？
Rivalry among competitors 來自競(jìng)爭對(duì)手的威脅
Substitute products 替代品
Barriers to entry 行業(yè)進(jìn)入的門檻
Negotiating power of suppliers 供應(yīng)商討價(jià)還價(jià)
Negotiating power of buyers 顧客討價(jià)還價(jià)
What should be our future strategic focuses? 我們的戰(zhàn)略重點(diǎn)應(yīng)該是什么？
Three Value Propositions 三種價(jià)值定位
Service Excellence: Delivering what customers want with hassle-free service and superior value 優(yōu)質(zhì)的服務(wù)：堅(jiān)持“客戶是上帝”的服務(wù)態(tài)度，超值滿足客戶所需
Case 案例: American Express 運(yùn)通
Operational Excellence: Delivering high-quality products quickly, error free, and for a reasonable price 高效的運(yùn)作：提供高質(zhì)量的產(chǎn)品，保證運(yùn)貨及時(shí)，不出錯(cuò)，價(jià)格合理
Case案例: Dell Computer 戴爾電腦
Continuous Innovation Excellence: Delivering products and services that push performance boundaries and delight customers 持續(xù)的創(chuàng)新性：永遠(yuǎn)交付能夠?yàn)榭蛻粝系K的產(chǎn)品和服務(wù)，愉悅客戶
Case案例: Cisco Systems 思科系統(tǒng)
Why a Mission or Strategic Vision 為什么要有公司的戰(zhàn)略使命展望?
Example: Strategic Vision 戰(zhàn)略使命的例子
Example: Strategic Vision 戰(zhàn)略使命的例子
WORLDWIDE, because we are and intend to remain an innovative, aggressive, ethical, and successful competitor that offers access to the world at the highest standards of customer service. We will continue to look for opportunities to extend our reach through new routes and creative global alliances.
我們?cè)谌蚋鞯夭粌H已經(jīng)是，而且要保持為一個(gè)有創(chuàng)新能力的，積極進(jìn)取的，有倫理道德的，成功的市場(chǎng)競(jìng)爭者，以最高的服務(wù)標(biāo)準(zhǔn)，為顧客提供服務(wù)。我們將繼續(xù)尋找機(jī)會(huì)，通過進(jìn)入新的航線或建立新的戰(zhàn)略聯(lián)盟，來擴(kuò)大我們的業(yè)務(wù)范圍。
Example: Strategic Vision 戰(zhàn)略使命的例子
AIRLINE, because we intend to stay in the business we know best – air transportation and related services. We won’t stray from our roots. We believe in the long-term prospects for profitable growth in the airline industry, and we will continue to focus time, attention, and investment on enhancing our place in that business environment.
因?yàn)槲覀兿蜻M(jìn)入我們最了解的業(yè)務(wù)，航空運(yùn)輸及相關(guān)服務(wù)，我們決不會(huì)離開我們的根，我們深信，航空業(yè)有著長期的前途，有利潤，有增長，我們將繼續(xù)在這個(gè)業(yè)務(wù)環(huán)境中集中我們的時(shí)間，精力和投資。
Example: Strategic Vision 戰(zhàn)略使命的例子
Of CHOICE, because we value the loyalty of our customers, employees, and investors. For passengers and shippers,we will continue to provide the best service and value. For our personnel, we will continue to offer an ever more challenging, rewarding, and result-oriented workplace that recognizes and appreciates their contributions. For our shareholders, we will earn a consistent, superior financial return.
我們極其看重顧客的忠誠度，以及投資者的忠誠度，對(duì)于旅行者和貨物托運(yùn)者，我們將不斷的提供最好的服務(wù)，對(duì)于我們的員工，我們將提供更具挑戰(zhàn)性，有成就感及以工作成績?yōu)閷?dǎo)向的工作環(huán)境，認(rèn)可并感謝他們的貢獻(xiàn)，對(duì)于我們的股東，我們將獲取一個(gè)穩(wěn)定的超群的回報(bào)率。
Defining a Company Business 界定公司當(dāng)前的業(yè)務(wù)
A good business definition incorporates three factors 公司的業(yè)務(wù)由三個(gè)方面來界定
Customer needs – WHAT is being satisfied 盡力要滿足的客戶需求是什么
Customer groups –WHO is being satisfied 定位的購買群是誰
Technologies used and functions performed– HOW customer needs are satisfied 滿足目標(biāo)市場(chǎng)使用的技術(shù)和開展的活動(dòng), 客戶需求是如何滿足的

把業(yè)務(wù)戰(zhàn)略和平衡計(jì)分卡，績效管理，能力發(fā)展和浮動(dòng)薪酬結(jié)合起來



設(shè)計(jì)流程: 戰(zhàn)略績效管理系統(tǒng)

平衡計(jì)分卡體系結(jié)構(gòu)
Example: Strategic Linkages – Profitability 例子：戰(zhàn)略聯(lián)接 – 獲得盈利
Customers/Markets
Customer Satisfaction
Quality
On-time Delivery
Deliver on “Promise”
Maintain/Increase Repeat Biz
Develop New Biz
Sales Forecast Accuracy
客戶/市場(chǎng)
客戶滿意度
質(zhì)量
及時(shí)交付
兌現(xiàn)承諾
保持/增加重復(fù)業(yè)務(wù)
開發(fā)新業(yè)務(wù)
銷售預(yù)測(cè)準(zhǔn)確度
Processes
Quality
Efficiency
New Product Development Cycle Time

流程
質(zhì)量
效率
新產(chǎn)品開發(fā)周期
Product Leadership Strategy 產(chǎn)品領(lǐng)先戰(zhàn)略
Customer Intimacy Strategy 客戶親密度戰(zhàn)略
Operational Excellence Strategy 優(yōu)異運(yùn)作戰(zhàn)略

戰(zhàn)略與平衡計(jì)分卡(ppt)