商业计划十步法

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,商业计划十步法,10 step business planning,Arthur Wei,Version 2,什么是商业计划十步法,Whats 10 step business planning,是惠普和其他跨国企业使用的制定商业计划的工具,Its a tool adopted by HP and many other MNCs,用逻辑的方式思考商业发展,Logical process to consider aspects of business development,将目标、优先次序和内容协调一致的有效方式,Effective way to synchronize organizational objective,priorities and context,适用于每个计划和所有商业形式,Apply in every planning cycle and for all businesses,三层体系,Three-tier System,业务基础数据表,Business Fundamental Table,深入研讨资源规划,战略规划,Strategic Planning,1-2,次,/,年,Annually or semi-annually,每季度一次,Quarterly,每双周一次,Bi-weekly,制定战略,Strategy,业务优化 增长计划,Business optimization,Growth/Development plan,日常运营,Daily operation,频度,Frequency,目的,Purpose,Deep Dive Resource Planning,这,10,步是什么？,What are the 10 steps,1.,任务,Mission,2.,愿景,Vision,3.,目标,Objectives,4.SWOT,分析法,SWOT analysis,5.,成功的主要的因素,Key Successful Factors,6.,策略,Strategy,7.,行动,Action Item,8.,业绩衡量与评判标准,KPI and Measurements,9.,预算与费用,Budget and expense,10.,回顾与精炼,Review and Refine,10,步法的原理,Rationale behind the 10 steps,澄清任务和价值贡献,Clarify mission/,Value proposition,确定愿景,/,美好的目标,Identify vision/,Nice goal,确定即时目标,Identify immediate,objectives,SWOT,分析,Analyze SWOT,of the org.,确认成功要素,Identify KSFs,确定策略,Determine,strategies,调整目标和策略,Adjust objectives,and strategies,用行动达成策略,Action items to,exercise strategy,衡量成功和成就,Measure success,and achievement,定期回顾进展,Periodical review,to track progress,逻辑,流程,Logic flow,目标,Objectives,策略,3,Strategy 3,策略,2,Strategy 2,策略,1,Strategy 1,行动,3,Action 3,行动,2,Action 2,行动,1,Action 1,KPI,1,KPI 2,KPI 3,衡量成功和成就,Measurement,&Achievement,回顾与提炼,Review and Refine,第一步：任务,Step 1:Mission,我们要做什么,What we do,我们的价值贡献,Why we our value propositions,团队任务构成组织任务并支持组织任务,The teams mission shall align and support the organizations mission,关键词,Key words for example,我们助力,We enable,我们支持,We support,我们管理,We manage,第二步：愿景,Step 2:Vision,愿景是一个团队在相对较长段时间（,3,5,年）中想要达到的目标,Vision is what the team would like to be in a longer term(3-5 years),愿景代表了团队最理想的状态,Vision represents the optimal status of the team,愿景是令人兴奋且卓越不凡的,Vision can be excited and remarkable,愿景被大多数人认同,Vision shall be agreed or recognized by majority,第三步：目标,Step 3:Objectives,短期目标和团队使命（,6,个月或一年）,Short term goals to function and perform the teams mission(6 months or 1 year),推进愿景完成的步骤,Steps to move the team towards the vision,团队目标构成组织目标,Team objectives shall align and enable organizations objectives,SMART,目标,SMART objectives,精确的目标,Specific,可测量的目标,Measurable,可完成的目标,Achievable,相关的目标,Relevant,实现目标的时间表,Time frame to achieve,第四步：,SWOT,分析,Step 4:SWOT analysis,内部和外部分析,Analyze internal and external,竞争者实力对比,Strength comparing with competitors,弱势,Weakness,成长机会,Opportunity to grow,对成长或地位的威胁,Threats to our growth or position,将,3,5,点按优先次序排列,3-5 points with prioritization,结合商业目标,All round business objectives,targets and goals,第五步：,KSF,（重要的成功因素）,Step 5:KSF(Key successful factors),完成目标的,3,个最重要因素,Top 3 factors which will impact greatly to your goal achievement,KSF,会影响你的投资或策略分配,T he KSF shall reflect to your investment or allocation strategy,投资时间和精力的,3,个重要领域,The top 3 areas where you will invest your time and efforts,KSF,和你的策略相关,Your strategy shall align with the KSFs,第六步：策略,Step 6:Strategy,确保完成目标的方法,The way to ensure your goal achievement,善用实力，捕捉机会,Utilize the strength,capture the opportunity,改进弱点，管理威胁,Deal with weakness and manage threats,开发和培养团队,To grow and develop your talents,第七步：实施行动,Step 7:Action item,循序渐进的实施策略,The way to implement your strategies,step by step,谁来带领策略实施,Who to lead the strategy implementation,需要做什么,What to do,什么时间完成策略,When to accomplish the strategy,第八步：业绩衡量和评判标准,Step 8:KPI,measurement,平衡分数卡,Balanced score card,如何评测完成情况,How to measure achievement(SMART),通过执行费用需求实现目标策略,Budget needed to implement your strategy to realize the objectives,财务绩效,Financial achievement,组织效能,Organizational effectiveness,营业额,利润,计划执行成效,生产力,客户满意度及忠诚度,Customer satisfaction and roylaty,员工能力及忠诚度,Employee capability and rolyaty,TCE:,全面客户体验指标,e.RAP,指标,员工满意度调查,员工能力指标,岗位平衡记分卡,财务绩效,组织效能,营业额,利润,计划执行成效,生产力,客户满意度及忠诚度,员工能力及忠诚度,TCE:,全面客户体验指标,e.RAP,指标,员工满意度调查,员工能力指标,结果与过程并重：,SMART,SMART,用于评价目标和个人,KPI,SMART measurement of objectives and KPIs on each individual,精确的目标,Specific,可测量的目标,Measurable(by%,number,etc.),可完成的目标,Achievable(achievable aggressiveness),相关的目标,Relevant,实现目标的时间表,Time to accomplish,第九步：预算,Step 9:Budget,制定预算原则,Budget principles,业务增长，则追加预算,Grow business,then increase budget,收入增长时做积极的预算，对费用做保守预算,Set aggressive budget on revenue growth and conservative budget growth on expense,每月对完成情况做回顾,Review the achievement on monthly basis,当调实际收入和预算出现误差，调整费用预算,Adjust expense spending when revenue budget is not being met,人力资源预算,Head count budget,保守的增加编制，管理者对在位员工有培养发展和助其择业的责任,Conservative in adding new HCs as it is management responsibilities to develop,retain and re-deploy employees,第九步：预算,Step 9:Budget,应该申请多少预算,How much to apply,-5%,原则,-5%,principle,当业务增长时，以可行的费用预算为基准，降低,5,预算支出,Reduce 5%,spending budget based on your avail