戰(zhàn)略與平衡計分卡.ppt

1、Strategy & BSC Workshop 戰(zhàn)略與平衡計分卡,中國培訓師大聯盟 www.china-,China Elements for Strategy Execution變革的中國因素,External:外部：,Internal:內部：,Results結果,Government / Regulation / WTO 政府 / 制度 / WTO,重組組織實施戰(zhàn)略,文 化,Key Strategic Questions關鍵戰(zhàn)略問題,Where are we now what is our business & organizational situation?我們現在所處的位置我們的業(yè)務

2、和組織的現狀如何？ Where do we want to go? 我們的目標是什么？ What businesses do we want to be in ? 我們想發(fā)展哪些業(yè)務？ 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?我們想要取得的結果是什么？ How will we get there? 我們如何達到目標？,戰(zhàn)略管

3、理流程,Exercise: Analyze your Industry and the impact of WTO 練習： 分析您所處的行業(yè)現狀 和中國進入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市場形勢總是會影響到公司的企業(yè)生命周期, 并進而決定公司的商業(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)洌拘蝿菀宦纷吆?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：市場增長緩慢或停止增長，企業(yè)重點強調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現在處于哪個階段？,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？ What are our possible opportunities?什么是我們的可能的機會？ What are the key business sectors we should focus on?哪些是我們應該聚焦的關鍵業(yè)務區(qū)？ Why is this

7、 a good market? How big is it now? Estimate future growth.為什么這個市場比較好？它現在有多大？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? 分析五種競爭力量，如何防止這些重要的威脅？

8、Rivalry among competitors 來自競爭對手的威脅 Substitute products 替代品 Barriers to entry 行業(yè)進入的門檻 Negotiating power of suppliers 供應商討價還價 Negotiating power of buyers 顧客討價還價 What should be our future strategic focuses?我們的戰(zhàn)略重點應該是什么？,Three Value Propositions三種價值定位,Service Excellence: Delivering what customers want

9、with hassle-free service and superior value優(yōu)質的服務：堅持“客戶是上帝”的服務態(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：提供高質量的產品，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: De

10、livering products and services that push performance boundaries and delight customers持續(xù)的創(chuàng)新性：永遠交付能夠為客戶消除障礙的產品和服務，愉悅客戶 Case案例: Cisco Systems 思科系統(tǒng),Identifying Strategic Internal Business Processes確認戰(zhàn)略內部流程,Solution Development 方案開發(fā) Customer Service 客戶服務 Relationship Mgt 客戶關系管理 Advisory Services 咨詢服務,Str

11、ategic Processes 戰(zhàn)略實踐,Meet Basic Requirements達到基本要求,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 compa

12、ny knowledge available to customers讓客戶可以獲取公司信息,Reduce time to market縮短進入市場時間 Commercialize new products faster 更快推出新產品 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驗,Reduce cost降低成本 Improve qu

13、ality提高質量 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)略和導向（1999年3-4月），“發(fā)覺您的價值定位”，作者為Carla ODell, C. Jackson Gra

14、yson,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 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. 我們在全球各地不僅已經是，而且要保持為一個有創(chuàng)新能力的，積極進取的，有倫理道德的，成功的市場競爭者，以最高的服務標準，為顧客提供服務。我們將繼續(xù)尋找機會，通過進入新的航線或建立新的戰(zhàn)略聯盟，來擴大我們的業(yè)務范圍。,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. 因為我們向進入我們最了解的業(yè)務，航空運輸及相關服務，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

18、們將繼續(xù)在這個業(yè)務環(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

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，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虻墓ぷ鳝h(huán)境，認可并感謝他們的貢獻，對于我們的股東，我們將獲取一個穩(wěn)定的

20、超群的回報率。,DELTA AIRLINES,Defining a Company Business界定公司當前的業(yè)務,A good business definition incorporates three factors公司的業(yè)務由三個方面來界定 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 satisfi

21、ed滿足目標市場使用的技術和開展的活動, 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完善公司的關鍵戰(zhàn)略重點 Develop the

22、 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 將遠景和戰(zhàn)略落實到可操作的具體目標: 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 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)略實施的 基礎架構？,把業(yè)務戰(zhàn)略和平衡計分卡，績效管理，能力發(fā)展和浮動薪酬結合起來,確立戰(zhàn)略,Financial財 務,The Companys strategy for growth & prof

24、itability, 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 crea

25、ting growth, profitability & customer satisfaction 公司在關鍵領域改進業(yè)務流程以促進成長、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：鼓勵員工學習與成長、調整戰(zhàn)略并改進戰(zhàn)略實施,Translating Vision

26、and Strategy: A Balanced Scorecard 落實遠景和戰(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業(yè)績的同時，監(jiān)督能力建立的進展情況，并獲取未來成長對無形資產的需求信息。 單獨使用財務測量方法只能帶來短期效益，并會阻礙公司能力的加強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、客戶、企業(yè)流程和人員 分析這些角度之間的聯系 跟蹤對比績效表現與衡量標準 盡早找出問題 基于分析結果，對戰(zhàn)略、目標和衡量標準作相應調整 平衡式計分考評方法能夠幫助管理層構建戰(zhàn)略實施的基礎架構，設立工作重

27、點,Financial 財 務,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質量改進率,Learning 個人成長,Number of new product i

28、deas in review被考評的新產品創(chuàng)意數量 Total T&D expenses/total pay roll costs培訓發(fā)展總成本占工資總數的比重 Competency assessments for key mgrs主要管理人員的能力評估,The Gauges of Success: Balanced Measure Examples成功的標準：平衡計分法考核范例 生產型公司,設計流程:戰(zhàn)略績效管理系統(tǒng),明確企業(yè)戰(zhàn)略和必須重點關注的關鍵績效區(qū),確定每一個領域的目標財務/客戶/運作/員工,為每個目標設定考評標準,為每個考評標準設定基本目標,為實現每個目標設定行動方案,為每個行動方

29、案界定具體的任務,目標領域，衡量標準和量化目標示例,平衡計分卡體系結構,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 客戶滿意度 質量 及時交付 兌現承諾 保持/增加重復業(yè)務 開發(fā)新業(yè)務 銷售預測準確度,Processes Quality Efficiency New Product Development Cycle Time 流程 質量 效率 新產品開發(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/學習 管理能力 溝通 解決問題 流程改進 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 關鍵成果區(qū), 績效指標,及目標范例 (1),圣元的客戶目標是什么？,價值定位,價格,質量,時間,甄選,關系,形象,客 戶 客戶的期望是什么？,業(yè)務績效杠桿,角度,財 務 我們的財務戰(zhàn)略是什么？,Product Leadership Strategy產品領先戰(zhàn)略,Brand品牌,Functionality產品功能,Time交付時間,Product/Service Attributes產品/服務品質,Relationship產品/服務品質,Image企業(yè)形象,Unique products and services that“push the envelope提供唯一的產品和服務，促成交易”,“The