戰(zhàn)略與平衡計(jì)分卡.ppt

1、Strategy & BSC Workshop 戰(zhàn)略與平衡計(jì)分卡,中國(guó)培訓(xùn)師大聯(lián)盟 www.china-,China Elements for Strategy Execution變革的中國(guó)因素,External:外部：,Internal:內(nèi)部：,Results結(jié)果,Government / Regulation / WTO 政府 / 制度 / WTO,重組組織實(shí)施戰(zhàn)略,文 化,Key Strategic Questions關(guān)鍵戰(zhàn)略問(wèn)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)

2、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(chǎng)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

3、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(guó)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

4、grow, earn, or harvest市場(chǎng)形勢(shì)總是會(huì)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(zhǎng)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(zhǎng)階段：由于市場(chǎng)持續(xù)增長(zhǎng)或競(jìng)爭(zhēng)很小，或兩者兼?zhèn)?，公司形?shì)一路走好 Earn mode: companies operate in markets of slower growth or virtually no growth, whe

5、re emphasis may be on market share or cost cutting收獲階段：市場(chǎng)增長(zhǎng)緩慢或停止增長(zhǎng)，企業(yè)重點(diǎn)強(qiáng)調(diào)市場(chǎng)份額或削減成本 Harvest mode: the companys market is stagnant or in decline收割階段：市場(chǎng)停滯不前或呈下滑趨勢(shì),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 organizationssustai

6、nable competitive advantage ?我們的優(yōu)勢(shì)在哪里？公司的長(zhǎng)久的競(jìng)爭(zhēng)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

7、 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(lái)的成長(zhǎng)狀況。 What are the key aspects of each markets 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 againstthe IMPORTANT threats? 分析五種競(jìng)爭(zhēng)力量，如何防止這些重要的威脅？

8、Rivalry among competitors 來(lái)自競(jìng)爭(zhēng)對(duì)手的威脅 Substitute products 替代品 Barriers to entry 行業(yè)進(jìn)入的門(mén)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

9、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: De

10、livering 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),Identifying Strategic Internal Business Processes確認(rèn)戰(zhàn)略內(nèi)部流程,Solution Development 方案開(kāi)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),Str

11、ategic Processes 戰(zhàn)略實(shí)踐,Meet Basic Requirements達(dá)到基本要求,Identify Your Value Proposition您公司的價(jià)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 compa

12、ny 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(chǎng)時(shí)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(mén)的經(jīng)驗(yàn),Reduce cost降低成本 Improve qu

13、ality提高質(zhì)量 Move know-how from top-performing units to others把高績(jī)效單位的知識(shí)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(lái)源：戰(zhàn)略和導(dǎo)向（1999年3-4月），“發(fā)覺(jué)您的價(jià)值定位”，作者為Carla ODell, C. Jackson Gra

14、yson,Discussion Questions問(wèn)題討論,What is your companys Value Proposition? Why do you use this business model? 您公司運(yùn)用的是哪種價(jià)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 AIR

15、LINES 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 thr

16、ough 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(zhēng)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(guò)進(jìn)入新的航線或建立新的戰(zhàn)略聯(lián)盟，來(lái)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 ser

17、vices. 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?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(kāi)我們的根，我們深信，航空業(yè)有著長(zhǎng)期的前途，有利潤(rùn)，有增長(zhǎng)，我

18、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。,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

19、 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(chéng)度，以及投資者的忠誠(chéng)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(jī)?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

20、超群的回報(bào)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(gè)方面來(lái)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(gòu)買(mǎi)群是誰(shuí) Technologies used and functions performed HOW customer needs are satisfi

21、ed滿足目標(biāo)市場(chǎng)使用的技術(shù)和開(kāi)展的活動(dòng), 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(diǎn) Develop the

22、 companys initial one year strategy planning 制定公司初步的一年戰(zhàn)略計(jì)劃,Translating Vision and Strategy into Operational Terms: A Balanced Scorecard 將遠(yuǎn)景和戰(zhàn)略落實(shí)到可操作的具體目標(biāo): 平衡計(jì)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?yàn)椴呗圆缓?，而是貫徹?zhí)行的不到位” CEO失敗的主要原因 1999年財(cái)富雜志,“In the majority of ca

23、ses-70%-the real problem isnt bad strategy butbad execution.” Prominent CEO Failures, Fortune 1999,How can organizations create an“infrastructure” to better enablesuccessful strategy execution? 如何創(chuàng)建公司戰(zhàn)略實(shí)施的 基礎(chǔ)架構(gòu)？,把業(yè)務(wù)戰(zhàn)略和平衡計(jì)分卡，績(jī)效管理，能力發(fā)展和浮動(dòng)薪酬結(jié)合起來(lái),確立戰(zhàn)略,Financial財(cái) 務(wù),The Companys strategy for growth & prof

24、itability, aligned with Corporate Strategy 公司的成長(zhǎng)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(jìng)爭(zhēng)對(duì)手中脫穎而出的戰(zhàn)略和贏得客戶的企業(yè)價(jià)值觀,Operational企業(yè)運(yùn)作,The Companys strategy for improving business processes in key areas for crea

25、ting 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(zhǎng)、增加贏利和提高客戶滿意度的戰(zhàn)略,Learning 個(gè)人成長(zhǎng),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(lì)員工學(xué)習(xí)與成長(zhǎng)、調(diào)整戰(zhàn)略并改進(jìn)戰(zhàn)略實(shí)施,Translating Vision

26、and Strategy: A Balanced Scorecard 落實(shí)遠(yuǎn)景和戰(zhàn)略: 平衡計(jì)分卡,為何要使用平衡式計(jì)分考評(píng)方法？,平衡式計(jì)分考評(píng)方法使公司能夠在跟蹤財(cái)務(wù)業(yè)績(jī)的同時(shí)，監(jiān)督能力建立的進(jìn)展情況，并獲取未來(lái)成長(zhǎng)對(duì)無(wú)形資產(chǎn)的需求信息。 單獨(dú)使用財(cái)務(wù)測(cè)量方法只能帶來(lái)短期效益，并會(huì)阻礙公司能力的加強(qiáng)和對(duì)客戶價(jià)值定位的中長(zhǎng)期投資 平衡式計(jì)分考評(píng)方法突出了管理需求： 從多個(gè)角度剖析公司：-財(cái)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(duì)比績(jī)效表現(xiàn)與衡量標(biāo)準(zhǔn) 盡早找出問(wèn)題 基于分析結(jié)果，對(duì)戰(zhàn)略、目標(biāo)和衡量標(biāo)準(zhǔn)作相應(yīng)調(diào)整 平衡式計(jì)分考評(píng)方法能夠幫助管理層構(gòu)建戰(zhàn)略實(shí)施的基礎(chǔ)架構(gòu)，設(shè)立工作重

27、點(diǎn),Financial 財(cái) 務(wù),Revenue growth 營(yíng)收增長(zhǎng) 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(chǎng)占有率,Operational企業(yè)運(yùn)作,Order fulfilment rate訂單完成率 Optimal inventory level最佳庫(kù)存量 Quality improvement rate質(zhì)量改進(jìn)率,Learning 個(gè)人成長(zhǎng),Number of new product i

28、deas in review被考評(píng)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(píng)估,The Gauges of Success: Balanced Measure Examples成功的標(biāo)準(zhǔn)：平衡計(jì)分法考核范例 生產(chǎn)型公司,設(shè)計(jì)流程:戰(zhàn)略績(jī)效管理系統(tǒng),明確企業(yè)戰(zhàn)略和必須重點(diǎn)關(guān)注的關(guān)鍵績(jī)效區(qū),確定每一個(gè)領(lǐng)域的目標(biāo)財(cái)務(wù)/客戶/運(yùn)作/員工,為每個(gè)目標(biāo)設(shè)定考評(píng)標(biāo)準(zhǔn),為每個(gè)考評(píng)標(biāo)準(zhǔn)設(shè)定基本目標(biāo),為實(shí)現(xiàn)每個(gè)目標(biāo)設(shè)定行動(dòng)方案,為每個(gè)行動(dòng)方

29、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(jì)分卡體系結(jié)構(gòu),價(jià)值鏈：高績(jī)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(jià)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 Satisf

30、action 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(kāi)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(kāi)發(fā)周期,People/Learning Management Competency Communicat

31、ion 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(wèn)題 流程改進(jìn) 浮動(dòng)薪酬體系 績(jī)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(jī)效指標(biāo),及目標(biāo)范例 (1),圣元的客戶目標(biāo)是什么？,價(jià)值定位,價(jià)格,質(zhì)量,時(shí)間,甄選,關(guān)系,形象,客 戶 客戶的期望是什么？,業(yè)務(wù)績(jī)效杠桿,角度,財(cái) 務(wù) 我們的財(cái)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(shí)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