StrategyBSCWorkshop戰(zhàn)略與平衡計分卡.ppt

Strategy & BSC Workshop 戰(zhàn)略與平衡計分卡,中國培訓(xùn)師大聯(lián)盟 ,China Elements for Strategy Execution 變革的中國因素,External: 外部：,Internal: 內(nèi)部：,Results 結(jié)果,Government / Regulation / WTO 政府 / 制度 / WTO,Business Processes 業(yè)務(wù)流程,Information, Tasks & Transactions 信息，任務(wù)和處理,重組組織實施戰(zhàn)略,文 化,Key Strategic Questions 關(guān)鍵戰(zhàn)略問題,Where are we now what is our business & organizational situation? 我們現(xiàn)在所處的位置我們的業(yè)務(wù)和組織的現(xiàn)狀如何？ Where do we want to go? 我們的目標(biāo)是什么？ What businesses do we want to be in ? 我們想發(fā)展哪些業(yè)務(wù)？ What market positions do we want to achieve? 我們想在市場上占什么位置？ What buyer groups & needs do we want to serve? 我們的客戶群和他們的需求是什么？ What outcomes do we want to achieve? 我們想要取得的結(jié)果是什么？ How will we get there? 我們?nèi)绾芜_(dá)到目標(biāo)？,戰(zhàn)略管理流程,Exercise: Analyze your Industry and the impact of WTO 練習(xí)： 分析您所處的行業(yè)現(xiàn)狀 和中國進(jìn)入WTO的影響,What is xxxxxs Business Strategy? xxxxx的商業(yè)戰(zhàn)略是什么？,Determining a Companys Business Life Cycle 決定公司的企業(yè)生命周期,The market situation invariably influences an individual companys business life cycle as determined by its mode grow, earn, or harvest 市場形勢總是會影響到公司的企業(yè)生命周期, 并進(jìn)而決定公司的商業(yè)階段 成長階段，收獲階段或收割階段 Grow mode: riveting on the top line because the market is growing or there may not be much competition, or both 成長階段：由于市場持續(xù)增長或競爭很小，或兩者兼?zhèn)?，公司形勢一路走?Earn mode: companies operate in markets of slower growth or virtually no growth, where emphasis may be on market share or cost cutting 收獲階段：市場增長緩慢或停止增長，企業(yè)重點強(qiáng)調(diào)市場份額或削減成本 Harvest mode: the companys market is stagnant or in decline 收割階段：市場停滯不前或呈下滑趨勢,Which business stage is xxxxx in now? xxxxx現(xiàn)在處于哪個階段？,Strategy: SWOT Qs 1, 2 & 3,What are our strengths? What might be our organizations sustainable competitive advantage ? 我們的優(yōu)勢在哪里？公司的長久的競爭優(yōu)勢是什么？ What are the areas we need to improve in order to successfully implement our business strategy? 要成功實施商業(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？ 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. 為什么這個市場比較好？它現(xiàn)在有多大？評估一下它未來的成長狀況。 What are the key aspects of each markets characteristics? 每一個市場都有哪些關(guān)鍵特征？,Strategy: SWOT Qs 4 & 5,Analyze the Five Competitive Forces. How might we best defend against the IMPORTANT threats? 分析五種競爭力量，如何防止這些重要的威脅？ Rivalry among competitors 來自競爭對手的威脅 Substitute products 替代品 Barriers to entry 行業(yè)進(jìn)入的門檻 Negotiating power of suppliers 供應(yīng)商討價還價 Negotiating power of buyers 顧客討價還價 What should be our future strategic focuses? 我們的戰(zhàn)略重點應(yīng)該是什么？,Three Value Propositions 三種價值定位,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 運通 Operational Excellence: Delivering high-quality products quickly, error free, and for a reasonable price 高效的運作：提供高質(zhì)量的產(chǎn)品，保證運貨及時，不出錯，價格合理 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)交付能夠為客戶消除障礙的產(chǎn)品和服務(wù)，愉悅客戶 Case案例: Cisco Systems 思科系統(tǒng),Identifying Strategic Internal Business Processes 確認(rèn)戰(zhàn)略內(nèi)部流程,Solution Development 方案開發(fā) Customer Service 客戶服務(wù) Relationship Mgt 客戶關(guān)系管理 Advisory Services 咨詢服務(wù),Strategic Processes 戰(zhàn)略實踐,Meet Basic Requirements達(dá)到基本要求,Identify Your Value Proposition 您公司的價值定位是什么?,Capture knowledge about customers 獲取客戶信息 Understand customer needs 了解客戶需求 Empower front-line employees with information they need 為一線員工提供他們所需的信息 Ensure that everyone knows the customer 確保每位員工都了解客戶 Make company knowledge available to customers 讓客戶可以獲取公司信息,Reduce time to market 縮短進(jìn)入市場時間 Commercialize new products faster 更快推出新產(chǎn)品 Ensure that ideas flow (e.g., from customer service to R&D) 確保創(chuàng)意的流通性(例如，從客戶服務(wù)部流通到研發(fā)部) Reuse what other parts of the company have already learned 利用公司其他部門的經(jīng)驗,Reduce cost 降低成本 Improve quality 提高質(zhì)量 Move know-how from top-performing units to others 把高績效單位的知識推廣到其他單位,Source: Based on material from Carla ODell, C. Jackson Grayson, “Knowledge Transfer: Discover Your Value Proposition,” Strategy and Leadership (March-April 1999) 資料來源：戰(zhàn)略和導(dǎo)向（1999年3-4月），“發(fā)覺您的價值定位”，作者為Carla ODell, C. Jackson Grayson,Discussion Questions 問題討論,What is your companys Value Proposition? Why do you use this business model? 您公司運用的是哪種價值定位？ 為什么選用這種模型？,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,We want Delta to be the WORLDWIDE AIRLINE OF CHOICE. 我們想讓德而塔航空公司成為全球最好的航空公司,DELTA AIRLINES 德而塔航空公司,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. 我們在全球各地不僅已經(jīng)是，而且要保持為一個有創(chuàng)新能力的，積極進(jìn)取的，有倫理道德的，成功的市場競爭者，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，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。,DELTA AIRLINES,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 wont 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. 因為我們向進(jìn)入我們最了解的業(yè)務(wù)，航空運輸及相關(guān)服務(wù)，我們決不會離開我們的根，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)在這個業(yè)務(wù)環(huán)境中集中我們的時間，精力和投資。,DELTA AIRLINES,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，對于旅行者和貨物托運者，我們將不斷的提供最好的服務(wù)，對于我們的員工，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)，對于我們的股東，我們將獲取一個穩(wěn)定的超群的回報率。,DELTA AIRLINES,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)市場使用的技術(shù)和開展的活動, 客戶需求是如何滿足的,What is your companys Mission and Vision 貴公司的使命與企業(yè)愿景 是什么?,Next Steps: Set Date for Submitting,Complete the SWOT Analysis for the Company 完善公司的SWOT分析 Finalize the companys mission and vision 完善公司的使命與企業(yè)愿景 Finalize the companys key strategic focuses 完善公司的關(guān)鍵戰(zhàn)略重點 Develop the companys initial one year strategy planning 制定公司初步的一年戰(zhàn)略計劃,Translating Vision and Strategy into Operational Terms: A Balanced Scorecard 將遠(yuǎn)景和戰(zhàn)略落實到可操作的具體目標(biāo): 平衡計分卡,Creating a Strategy-Focused Organization 創(chuàng)建以戰(zhàn)略為中心的組織,“大多數(shù)企業(yè)（70%以上），他們失敗的真正原因不是因為策略不好，而是貫徹執(zhí)行的不到位” CEO失敗的主要原因 1999年財富雜志,“In the majority of cases-70%-the real problem isnt bad strategy butbad execution.” Prominent CEO Failures, Fortune 1999,How can organizations create an “infrastructure” to better enable successful strategy execution? 如何創(chuàng)建公司戰(zhàn)略實施的 基礎(chǔ)架構(gòu)？,把業(yè)務(wù)戰(zhàn)略和平衡計分卡，績效管理，能力發(fā)展和浮動薪酬結(jié)合起來,確立戰(zhàn)略,反復(fù)調(diào)整,Financial財 務(wù),The Companys strategy for growth & profitability, aligned with Corporate Strategy 公司的成長和贏利戰(zhàn)略,Customers客 戶,The Companys strategy for differentiation from the competition and a winning value proposition to key customers 公司從眾多競爭對手中脫穎而出的戰(zhàn)略和贏得客戶的企業(yè)價值觀,Operational企業(yè)運作,The Companys strategy for improving business processes in key areas for creating growth, profitability & customer satisfaction 公司在關(guān)鍵領(lǐng)域改進(jìn)業(yè)務(wù)流程以促進(jìn)成長、增加贏利和提高客戶滿意度的戰(zhàn)略,Learning 個人成長,The Companys strategy for innovation and for developing people who 1 learn & grow, 2 continue to adjust the strategy, and 3 improve its execution 企業(yè)創(chuàng)新與發(fā)展員工的戰(zhàn)略：鼓勵員工學(xué)習(xí)與成長、調(diào)整戰(zhàn)略并改進(jìn)戰(zhàn)略實施,Translating Vision and Strategy: A Balanced Scorecard 落實遠(yuǎn)景和戰(zhàn)略: 平衡計分卡,為何要使用平衡式計分考評方法？,平衡式計分考評方法使公司能夠在跟蹤財務(wù)業(yè)績的同時，監(jiān)督能力建立的進(jìn)展情況，并獲取未來成長對無形資產(chǎn)的需求信息。 單獨使用財務(wù)測量方法只能帶來短期效益，并會阻礙公司能力的加強(qiáng)和對客戶價值定位的中長期投資 平衡式計分考評方法突出了管理需求： 從多個角度剖析公司： -財務(wù)、客戶、企業(yè)流程和人員 分析這些角度之間的聯(lián)系 跟蹤對比績效表現(xiàn)與衡量標(biāo)準(zhǔn) 盡早找出問題 基于分析結(jié)果，對戰(zhàn)略、目標(biāo)和衡量標(biāo)準(zhǔn)作相應(yīng)調(diào)整 平衡式計分考評方法能夠幫助管理層構(gòu)建戰(zhàn)略實施的基礎(chǔ)架構(gòu)，設(shè)立工作重點,Financial 財 務(wù),Revenue growth 營收增長 Revenue per employee 人均創(chuàng)收 Profitability 收益率,Consumer 客 戶,Customer retention 客戶保持率 Customer satisfaction 客戶滿意率 Market share 市場占有率,Operational 企業(yè)運作,Order fulfilment rate 訂單完成率 Optimal inventory level 最佳庫存量 Quality improvement rate 質(zhì)量改進(jìn)率,Learning 個人成長,Number of new product ideas in review 被考評的新產(chǎn)品創(chuàng)意數(shù)量 Total T&D expenses/total pay roll costs 培訓(xùn)發(fā)展總成本占工資總數(shù)的比重 Competency assessments for key mgrs 主要管理人員的能力評估,The Gauges of Success: Balanced Measure Examples 成功的標(biāo)準(zhǔn)：平衡計分法考核范例 生產(chǎn)型公司,設(shè)計流程: 戰(zhàn)略績效管理系統(tǒng),明確企業(yè)戰(zhàn)略和必須重點關(guān)注的關(guān)鍵績效區(qū),確定每一個領(lǐng)域的目標(biāo)財務(wù)/客戶/運作/員工,為每個目標(biāo)設(shè)定考評標(biāo)準(zhǔn),為每個考評標(biāo)準(zhǔn)設(shè)定基本目標(biāo),為實現(xiàn)每個目標(biāo)設(shè)定行動方案,為每個行動方案界定具體的任務(wù),目標(biāo)領(lǐng)域，衡量標(biāo)準(zhǔn)和量化目標(biāo)示例,平衡計分卡體系結(jié)構(gòu),價值鏈：高績效要徑,能力發(fā)展要素,*Adapted from Kaplan, Robert S. and Norton, David P. , The Balanced Scorecard: Translating Strategy Into Action. Harvard Business School Press, 1996.,價值定位,組織戰(zhàn)略,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 客戶滿意度 質(zhì)量 及時交付 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,People/Learning Management Competency Communication Problem Solving Process Improvement Variable Pay System Performance Management information system Sales DB information system 人員/學(xué)習(xí) 管理能力 溝通 解決問題 流程改進(jìn) 浮動薪酬體系 績效管理信息系統(tǒng) 銷售DB信息系統(tǒng),Example of Objective Arena, Measures & Targets 關(guān)鍵成果區(qū), 績效指標(biāo),及目標(biāo)范例 (1),圣元的客戶目標(biāo)是什么？,價值定位,價格,質(zhì)量,時間,甄選,關(guān)系,形象,客 戶 客戶的期望是什么？,業(yè)務(wù)績效杠桿,角度,財 務(wù) 我們的財務(wù)戰(zhàn)略是什么？,Product Leadership Strategy 產(chǎn)品領(lǐng)先戰(zhàn)略,Brand 品牌,Functionality 產(chǎn)品功能,Time 交付時間,Product/Service Attributes 產(chǎn)品/服務(wù)品質(zhì),Relationship 產(chǎn)品/服務(wù)品質(zhì),Image 企業(yè)形象,Unique products and services that “push the envelope 提供唯一的產(chǎn)品和服務(wù)，促成交易”,“The best Pr