战略与平衡计分卡课件

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,战略与平衡计分卡(1),*,战略与平衡计分卡(1),2024/10/8,战略与平衡计分卡(1),China Elements for Strategy Execution变革的中国因素,External,:外部：,Internal,:内部：,Results结果,Strategic Goals战略目标,Government/Regulation/WTO 政府/制度/WTO,Technology,技术,People,人员,Business Processes 业务流程,Information,Tasks&Transactions,信息，任务和处理,Customers,客 户,Competitors,竞争对手,Partners,合作伙伴,战略与平衡计分卡(1),核心流程,企业架构,角色/能力,衡量方法,哪些工作需要做,?,我们如何知道,是否成功了？,我们如何组织人力,提高效率？,我们需要什么样的人,来做这些工作？,重组组织实施战略,文 化,战略目标,我们如何把它,化为现实,?,愿景,战略与平衡计分卡(1),Key Strategic Questions关键战略问题,Where are we now what is our business&organizational situation?,我们现在所处的位置我们的业务和组织的现状如何？,Where do we want to go?,我们的目标是什么？,What businesses do we want to be in?,我们想发展哪些业务？,What market positions do we want to achieve?,我们想在市场上占什么位置？,What buyer groups&needs do we want to serve?,我们的客户群和他们的需求是什么？,What outcomes do we want to achieve?,我们想要取得的结果是什么？,How will we get there?,我们如何达到目标？,战略与平衡计分卡(1),战略管理流程,任务1,制定战略,展望和业,务使命d,任务5,业绩评估，,监测新的,发展态势，,实施矫正,性调整措,施,任务3,制定战略,完成目标,任务4,执行和实,施制定的,战略,任务2,设置目标,体系,在必要时,进行修改,在必要时进,行变革/改善,在必要时,进行修改,在必要时进,行变革/改善,在必要时循,环到任务,1,2,3,或者,4,战略与平衡计分卡(1),Exercise:,Analyze your Industry and the impact of WTO,练习：,分析您所处的行业现状,和中国进入WTO的影响,战略与平衡计分卡(1),What is xxxxxs,Business,Strategy?,xxxxx的商业战略是什么？,战略与平衡计分卡(1),Determining a Companys Business Life Cycle决定公司的企业生命周期,The market situation invariably influences an individual companys business life cycle as determined by its mode grow,earn,or harvest,市场形势总是会影响到公司的企业生命周期,并进而决定公司的商业阶段,成长阶段，收获阶段或收割阶段,Grow,mode:riveting on the top line because the market is growing or there may not be much competition,or both,成长,阶段：由于市场持续增长或竞争很小，或两者兼备，公司形势一路走好,Earn,mode:companies operate in markets of slower growth or virtually no growth,where emphasis may be on market share or cost cutting,收获,阶段：市场增长缓慢或停止增长，企业重点强调市场份额或削减成本,Harvest,mode:the companys market is stagnant or in decline,收割,阶段：市场停滞不前或呈下滑趋势,战略与平衡计分卡(1),Which business stage is xxxxx in now?xxxxx现在处于哪个阶段？,战略与平衡计分卡(1),Strategy:SWOT,Qs 1,2&3,What are our strengths?What might be our organizations,sustainable competitive advantage,?我们的优势在哪里？公司的长久的竞争优势是什么？,What are the areas we need to improve in order to successfully implement our business strategy?要成功实施商业战略，哪些方面我们还需改进？,What are our,possible,opportunities?什么是我们的可能的机会？,What are the key business,sectors,we should focus on?哪些是我们应该聚焦的关键业务区？,Why is this a good market?How big is it now?Estimate future growth.为什么这个市场比较好？它现在有多大？评估一下它未来的成长状况。,What are the key aspects of each markets characteristics?每一个市场都有哪些关键特征？,战略与平衡计分卡(1),Strategy:SWOT Qs 4&5,Analyze the Five Competitive Forces.How might we best defend againstthe IMPORTANT threats?分析五种竞争力量，如何防止这些重要的威胁？,Rivalry among competitors 来自竞争对手的威胁,Substitute products 替代品,Barriers to entry 行业进入的门槛,Negotiating power of suppliers 供应商讨价还价,Negotiating power of buyers 顾客讨价还价,What should be our future strategic focuses?我们的战略重点应该是什么？,战略与平衡计分卡(1),Three Value Propositions三种价值定位,Service Excellence:,Delivering what customers want with hassle-free service and superior value,优质的服务：坚持“客户是上帝”的服务态度，超值满足客户所需,Case,案例,:,American Express,运通,Operational Excellence:,Delivering high-quality products quickly,error free,and for a reasonable price,高效的运作：提供高质量的产品，保证运货及时，不出错，价格合理,Case,案例,:,Dell Computer,戴尔电脑,Continuous Innovation Excellence,:,Delivering products and services that push performance boundaries and delight customers,持续的创新性：永远交付能够为客户消除障碍的产品和服务，愉悦客户,Case,案例,:,Cisco Systems,思科系统,战略与平衡计分卡(1),Identifying Strategic Internal Business Processes确认战略内部流程,Supply Chain Mgt 供应链管理,Operations Efficiency:cost,quality,cycle time运作效率：成本,质量,周期,Capacity Mgt 能力管理,Solution Development 方案开发,Customer Service 客户服务,Relationship Mgt 客户关系管理,Advisory Services 咨询服务,Strategic Processes 战略实践,Meet Basic Requirements达到基本要求,Innovation,Processes创新流程,Customer Management,Processes客户管理流程,Operational,Processes运作流程,Strategy战略,Product Leadership产品领先,Customer Intimacy客户亲密度,Operational Excellence优异运作,Invention 发明创造,Product Development产品开发,Exploitation(speed tomarket)市场开拓,战略与平衡计分卡(1),Identify Your Value Proposition您公司的价值定位是什么?,Customer Intimacy客户亲密度,Product Innovation产品创新,Operational Excellence优异运作,Capture knowledge about customers 获取客户信息,Understand customer needs了解客户需求,Empower front-line employees with information they need为一线员工提供他们所需的信息,Ensure that everyone knows the customer确保每位员工都了解客户,Make company knowledge available to customers让客户可以获取公司信息,Reduce time to market缩短进入市场时间,Commercialize new products faster 更快推出新产品,Ensure that ideas flow(e.g.,from customer service to R&D)确保创意的流通性(例如，从客户服务部流通到研发部),Reuse what other parts of the company have already learned利用公司其他部门的经验,Reduce cost降低成本,Improve quality提高质量,Move know-how from top-performing units to others把高绩效单位的知识推广到其他单位,Source:Based on material from Carla ODell,C.Jackson Grayson,“Knowledge Transfer:Discover Your Value Proposition,”Strategy and Leadership(March-April 1999)资料来源：战略和导向（1999年3-4月），“发觉您的价值定位”，作者为Carla ODell,C.Jackson Grayson,战略与平衡计分卡(1),Discussion Questions问题讨论,What is your companys Value Proposition?,Why do you use this busin