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首页 咨询顾问手册

咨询顾问手册.doc

咨询顾问手册

blueing80
2018-09-07 0人阅读 举报 0 0 暂无简介

简介:本文档为《咨询顾问手册doc》,可适用于财会税务领域

顾问咨询指南目录TABLEOFCONTENTS背景Background了解本指南UnderstandingThisGuide八模块企业发展阶梯TheModuleBusinessDevelopmentLadder模块一:了解你的企业Module:UnderstandingWhatBusinessYouAreIn概述Overview主要学习目标KeyLearningObjectives工具Tools典型的模块一程序TypicalModuleProgram需完成的任务TaskstoBeCompleted模块二:了解顾客、市场和产品Module:UnderstandingtheCustomersMarketsandProducts概述Overview主要学习目标KeyLearningObjectives工具Tools典型模块二程序TypicalModuleProgram需完成的任务TaskstoBeCompleted模块三:确定商业模式Module:DefiningtheBusinessModel概述Overview主要学习目标KeyLearningObjectives工具Tools典型的模块三程序TypicalModuleProgram需完成的任务TaskstoBeCompleted需完成的任务TaskstoBeCompleted模块四:员工授权Module:TeamEmpowerment对企业业绩进行管理ManagingOrganisationalPerformance主要学习目标KeyLearningObjectives工具Tools需完成的任务TaskstoBeCompleted模块五:市场营销战略计划Module:StrategicMarketingPlan概述Overview主要学习目标KeyLearningObjectives工具Tools典型的模块五程序TypicalModuleProgram需完成的任务TaskstoBeCompleted模块六:企业系统化Module:BusinessIndependence概述Overview主要学习目标KeyLearningObjectives工具Tools典型的模块六程序TypicalModuleProgram需完成的任务TaskstoBeCompleted模块七:组织结构知识环境管理和技术应用战略Module:Oting·销售和市场营销SalesandMarketingand·人力资源管理。HumanResourceManagement。·企业所有者完成诊断后你就可以同他们一起审视性地评价现有的技术应用活动(基于你目前所获得的全部信息)并决定是否需要请一位“技术专家”来协助。Oncethebusinessownershavecompletedtheaudityouwillbeabletohaveameetingwiththebusinessownersinordertocriticallyevaluatethecurrenttechnologyactivities(drawinguponalltheinformationyouhavegatheredsofar)anddecidewhethera“TechnologyExpert”shouldbeengagedtoassistintheprocess·这次会议还可以用来准备技术应用行动计划。ThemeetingwillalsobeusedtoprepareaTechnologyActionPlan制定技术应用行动计划DeveloptheTechnologyActionPlan·你需要与企业所有者开会讨论他们的技术应用战略和企业目前采用的技术方面必须注意的问题。Youwillnowneedtoholdameetingwiththebusinessownerstodiscusstheirtechnologystrategyandtheissuesthatmustbeaddressedinregardstothetechnologythatiscurrentlyemployedwithinthebusiness·我们为这次会议准备了样本议程请参见”技术应用行动计划议程”模本。Wehaveprovidedasampleagendaforthemeeting–pleasereferto“TechnologyActionPlanMeetingAgendaTemplate”·要至少在会议前两天将议程发给与会者。Sendtheagendatoallparticipantsatleastdayspriortothemeeting·你还可以请一位相关的外部”技术专家’参加这次会议。Youmayalsochoosetohavearelevantexternal“TechnologyExpert”presentatthemeeting·你必须在会前审阅已完成的技术应用诊断并将其交给与会者评价。YoumustreviewthecompletedTechnologyAuditspriortothemeetingandyoushouldhavecopiesatthemeetingforreview·合适的话每个职能领域的经理都应被邀请参加会议。Whereappropriatethemanagerofeachfunctionalareashouldalsobeinvitedtothismeeting·会议的意图是完成SWOT分析和制定技术应用行动计划。我们为此提供了模本请参见“技术应用SWOT和行动计划。”ThepurposeofthemeetingistocompletetheSWOTanalysisanddeveloptheTechnologyActionPlanWehaveprovidedatemplateforthis–pleaserefertothe“TechnologySWOTandActionPlan”·这一工作手册系统地分析了解决这些问题的程序明确了必须采取的行动。这次会议的结果是制作完成一份详细的行动计划。ThisworkbooksystematicallygoesthroughtheprocessofdealingwiththeissuesandidentifyingtheactionsthatmustbetakenTheoutputofthemeetingshouldbeadetailedactionplan模块八:反馈和持续改善Module:FeedbackandContinuousImprovement概述Overview最后的这个阶段是把全部计划纳入一组管理工具该工具可以用于企业的日常经营之中。企业增长的关键是对真正起作用的因素进行衡量然后相应地调整你的战略。衡量必须成为管理过程的一个内在部分。ThisfinalstageisaboutpullingthewholeprogramtogetherinasetofmanagementtoolsthatcanbeusedinthedaytodayrunningofthebusinessThekeytogrowingabusinessistomeasurethethingsthatreallycountandthenadjustyourstrategyaccordinglyMeasurementmustbeanintegralpartofthemanagementprocess在这部分里企业所有者要:Duringthisstagethebusinessownerswill·制定和实施平衡记分卡系统DevelopandimplementtheBalancedScorecardSystem·制定年主要业绩指标经营计划DevelopaYearKeyPerformanceIndicatorBusinessPlan·学习作业成本原则LearntheprinciplesofActivityBasedCosting·制定监督外部环境的系统Setupsystemstomonitortheirexternalenvironment·制定年度战略计划日程DevelopanAnnualStrategicPlanningCalendarand·实施能够使企业领先于竞争对手的系统。Implementasystemtoensuretheystayinfrontoftheircompetitors学习目标LearningObjectives下列详细列举了模块八“反馈和持续改善”的主要学习目标的部分内容:ThefollowinglistdetailssomeoftheKeyLearningObjectivesofModule–FeedbackandContinuousImprovement:·制定主要业绩指标系统使企业所有者可以根据企业远景宗旨和战略目标来监控企业的表现TodevelopaKeyPerformanceIndicatorsystemthatallowsthebusinesstomonitoritsperformanceagainstVisionMissionandStrategicGoals·建立平衡记分卡使企业能够运用主要的财务业绩指标TodevelopBalancedScorecardsforthebusinesstocomplimentthefinancialkeyperformanceindicators·制定公司治理系统Todevelopanorganisationalgovernancesystem·了解作业成本Todevelopunderstandingofactivitybasedcosting·确保企业所有者继续注重不断的评估和改善Toensurethattheownersofthebusinesscontinuetofocusoncontinuousmeasurementandimprovement·了解监控企业外部和内部环境的重要性Todevelopanunderstandingoftheimportanceofmonitoringboththeexternalandinternalbusinessenvironmentand·实施一种系统能够保证在需要时可以随时进行战略的调整。Toimplementasystemwherechangestostrategyareimplementedasrequired工具Tools下列工具可以帮助你工作。这些工具与“需完成的任务”部分相互参照(以表示):ThefollowingToolshavebeenprovidedtoassistyouTheseToolsarecrossreferencedthroughoutthe“TaskstoBeCompleted”section(denotedby):·平衡记分卡培训资源文件包(包括邀请函主持人手册与会者工作手册PowerPoint演示稿培训准备清单和反馈表)BalancedScorecardWorkshopResourcePack(includesinvitesfacilitatorguideparticipantworkbookPowerPointpresentationseminarchecklistandfeedbackforms)·年主要业绩指标经营计划模本YearKeyPerformanceIndicatorBusinessPlanTemplate·XYZ公司年主要业绩指标经营计划XYZLtdYearKeyPerformanceIndicatorBusinessPlan·利润潜力表格ProfitPossibilitiesSpreadsheet·环境敏感性练习表EnvironmentalSensitivityWorksheets·“作业成本练习”资源文件包(包括培训邀请函PowerPoint演示稿员工工作手册主持人手册培训准备清单和反馈表)“ActivityBasedCostingWorkshop“ResourcePack(includesworkshopinvitesPowerPointpresentationteammemberworkbookfacilitatorguideandseminarchecklistandfeedbackform)·战略管理会议议程模本StrategicManagementMeetingAgendaTemplate·战略管理会议会议记录模本StrategicManagementMeetingMinutesTemplate·年度战略计划日历AnnualStrategicPlanningCalendar·文章“战略是一种艺术”。StrategyasaCraftArticle典型的模块八程序TypicalModuleProgram需完成的任务TaskstoBeCompleted平衡记分卡培训BalanceScorecardWorkshop·平衡记分卡的作用是将企业的目标转化为一系列业绩衡量。TheBalancedScorecardisusedtotranslatethebusinessobjectivesintoasetofperformancemeasures。·平衡记分卡使企业所有者从四个不同的角度来观察他们的企业:TheBalancedScorecardpresentsthebusinessownerswithdifferentperspectivesfromwhichtoviewtheirbusiness:·财务的Financial·顾客的Customer·企业内部的Internalbusinessand·创新和学习的。Innovationandlearning·记分卡共有四张。Therearescorecardsintotal·每张记分卡上的指标数量是有限的。这样可以保证使企业所有者和经理们关注那些对企业的长期成功和增长真正重要的事情。ThenumberofindicatorsoneachscorecardislimitedThisensuresthattheownersandmanagersofthebusinessonlyfocusonthosethingsthatarereallyimportanttothelongtermsuccessandgrowthofthebusiness·平衡记分卡由企业的战略所左右即竞争的环境市场形势和产品服务的战略等。TheBalancedScorecardisdrivenbythestrategyofthebusinessiethecompetitiveenvironmentmarketsituationsandproductservicestrategies·平衡记分卡是根据企业采用的其它基于财务指标的主要表现指标而得来的。TheBalancedScorecardisusedtocomplimenttheotherfinancialbasedkeyperformanceindicatorsthatthebusinessuses·请参见”平衡记分卡研讨会”资源文件包Pleasereferto“BalancedScorecardWorkshop”ResourcePack制定年企业主要业绩指标行动计划DevelopaYearKeyPerformanceIndicatorBusinessActionPlan·每一个关键的成功因素都应当以KPI反映这样你就可以不断地衡量企业中真正重要的事情。EverycriticalsuccessfactorshouldhaveassociatedKPIssothatyoucanconstantlymeasurethereallyimportantthingsinyourbusiness·为避免信息过多企业应当制定和实施一项年的企业主要业绩指标计划。这项计划正如其名称一样包含的只是KPI。ToavoidinformationoverloadthebusinessshoulddesignandimplementaYearKeyPerformanceIndicatorBusinessPlanTheYearKeyPerformanceIndicatorBusinessPlanisasthenamesuggestsaBusinessPlanthatcomprisessolelyofKPIs·我们设计了一份”年主要业绩指标”模本以帮助你设计自己的计划请参见“年企业主要业绩指标计划。”Wehavedesigneda“YearKeyPerformanceIndicator”templatetoassistyouindesigningyourown–pleasereferto“YearKeyPerformanceIndicatorBusinessPlan”·我们还为你提供了一份实例样本请参见“XYZ公司年主要业绩指标计划。”Wehavealsoprovidedanexampletoassistyou–pleasereferto“XYZLtdYearKeyPerformanceIndicatorBusinessPlan”·你需要与企业所有者一起召开会议向他们解释这个概念并开始起草一些KPI。YouwillneedtoholdameetingwiththebusinessownerstoexplaintheconcepttothemandtobegintodraftsomeKPIs·如果可能的话应当将年KPI企业计划进行技术处理。可以采用”仪表板”方法。”仪表板”方法是指将大部分重要的KPI以图示方法在电脑上显示并与事先确定的基准相比较。WherepossibletheYearKPIBusinessPlanshouldbetechnologyenabledWhereappropriatea“DigitalDashboard”shouldbeimplementedA“DigitalDashboard”basicallymeansthatthemostsignificantKeyPerformanceIndicatorsaregraphicallydisplayedandcomparedtopredefinedbenchmarksonacomputerdesktop举办”作业成本计算”培训Hold“ActivityBasedCosting”Workshop·“作业成本计算”培训是用来培训企业所有者(和其他相关员工例如会计)如何使用作业成本计算方法来分析产品和服务的成本。The“ActivityBasedCosting”workshopisusedtotrainbusinessowners(andotherappropriateteammembersforexampletheaccountant)howtoanalyseproductandservicecostsusingactivitybasedcosting·正式邀请企业所有者和管理人员参加培训参见你的培训资源包中的“作业成本计算培训邀请函”。Formallyinvitethebusinessownersandmanagementteamrefertothe“InvitationtoActivityBasedCosting”inyourtrainingresourcepack·安排地点(尽量使用中立性的地点)和餐饮(上午茶午餐和下午茶)Arrangevenue(trytouseaneutralvenue)andrefreshments(morningtealunchandafternoontea)·设施白板白板笔电脑(用于PowerPoint演示)纸笔投影仪。请参见你的培训资源包中的”培训准备清单”。Equipment–whiteboardmarkerpenscomputer(forPowerPointpresentations)paperpensprojectorPleaserefertothe“SeminarChecklist”includedinyourtrainingresourcepack·在培训中你要指导与会者如何实行作业成本计算方法。这种培训只适用于产品范围较大需要不同水平的人力和工时投入才能完成任务的制造型企业。DuringthesesessionsyouwillbeteachingparticipantshowtoimplementactivitybasedcostingThistrainingisonlyappropriateformanufacturerswhomanufacturearangeofproductsthatrequiredifferinglevelsofoverheadsandeffortinordertobecompleted·与会者在会上要通过实例分析来了解在他们的企业里如何实施和利用作业成本计算。Duringthesessionparticipantswillbeguidedthroughanexamplethatwillassistthemtohowtoimplementanduseactivitybasedcostingwithintheirbusiness·请参见”作业成本计算”资源文件包。Pleasereferto“ActivityBasedCosting”ResourcePack评估利润潜力Reviewtheprofitpossibilities·你现在应该与企业所有者和高级管理层一起开会找出企业改善盈利状况的领域。Youshouldnowholdameetingwiththebusinessownersandseniormanagementteaminordertoidentifyimmediateareasforprofitimprovementwithinthebusiness·为此你需要使用”利润潜力”工具。Inordertodothisyouwillneedtousethe“ProfitPossibilities”tool·要求企业所有者把他们的最近一期财务报告带来。Askthebusinessownerstobringalongtheirlastfinancialstatements·这次会议的目的是确定企业取得成功的最佳途径。Thepurposeofthemeetingistoestablishthebestwayforthebusinesstoachiever·通过使用含有客户数据的”利润潜力”工具你应当能够确立出企业增长的最容易实施的战略即Byusingthe“ProfitPossibilities”toolwiththeclients’figuresyoushouldbeabletoestablishtheeasieststrategyforthebusinesstogrowie·企业应当瞄准增加顾客(“A”类)数量吗Shouldthebusinessaimtoincreasethenumberofcustomers(“A”class)·企业应当以增加顾客的购买次数(购买频率)为目标吗Shouldthebusinessaimtoincreasethenumberoftimesthatacustomerrepeatstheirpurchase(buyingfrequency)or·企业应当力图通过加价或增加附加销售来增加每次销售的平均金额吗Shouldthebusinessaimtoincreasetheaveragevalueofeachsaleegbyputtinguppricesorbyincreasingaddonsales·当你与客户一起讨论不同的情形时要确保他们对数据的认可。Asyougothroughthedifferentscenarioswiththeclientpleaseensurethatyouhavetheircommitmenttothenumbers·一旦战略得到确定要通过头脑风暴寻找实施的办法。Onceastrategyhasbeendecideduponbrainstormforideasonimplementation环境敏感性分析EnvironmentalSensitivityAnalysis·企业的外部环境必须得到不断的监测以找出企业面临的机会和威胁。Theexternalenvironmentofthebusinessmustbecontinuouslyscannedinordertoidentifyopportunitiesandthreatstothebusiness·必须建立一个环境敏感性分析小组该小组应由四位员工组成负责以下四个领域:AnenvironmentalsensitivityanalysisteammustbeestablishedItshouldcompriseofteammembersoneforeacharea:·政治法律PoliticalLegal·经济Economic·社会文化SocialCulturaland·技术。Technological·该小组必须持续地对环境进行监测以发现机会和威胁。他们应监测的一些内容例如:Theteammustcontinuallyscantheenvironmenttoidentifythreatsandopportunitiesforthebusiness。Examplesofthingstheyshouldmonitorinclude:·报纸和杂志NewspapersandJournals·竞争对手的行动Competitoractionsand·互联网。TheInternet·这些监测内容应当向企业所有者报告这样企业战略就可以据此进行必要的调整。Theseshouldbereportedbacktotheownersofthebusinesssothatthebusinessstrategycanbeadjustedasnecessary·环境敏感性小组每个月都要交出他们的监测发现。他们的报告要提交给月度战略管理会议。报告的样式包含在”环境敏感性分析练习表”中请参见”环境敏感性分析练习表”。EverymonththeEnvironmentalSensitivityTeammustsubmitbacktheirfindingsTheirreportistabledatthemonthlyStrategicManagementMeetingThereportiscontainedwithinthe“EnvironmentalSensitivityAnalysisWorksheets”–pleaserefertothe“EnvironmentalSensitivityAnalysisWorksheets”实行月度战略管理会议制度ImplementmonthlyStrategicManagementMeetings·该会议的目的是跟踪分析企业在实现其宗旨远景和目标方面的进展。Thepurposeofthismeetingistomonitorthebusinessesprogresstowardsitsmissionvisionandobjectives·每次会议前两天所有与会者要收到企业会议文件包。dayspriortoeachmeetingallattendeesmustbeissuedwithaboardpack·每份文件包应包括:Eachboardpackshouldcontain:·会议议程Agenda·环境敏感性分析报告EnvironmentalSensitivityAnalysisReports·前一个月的财务报告(包括盈亏表资产负债表和现金流量表)FinancialStatementsforthepreviousmonth(includingProfitandLossstatementBalanceSheetandaCashFlowstatement)·预算和实际业绩的比较Comparisonbetweenbudgetandactualperformance·年主要业绩指标经营计划The–YearKeyPerformanceIndicatorBusinessPlanand·平衡记分卡。TheBalancedScorecards·我们为战略管理会议提供了议程模本请参见”战略管理会议议程”模本。WehaveprovidedanAgendatemplatefortheStrategicManagementMeetings–pleasereferto“StrategicManagementMeetingAgenda”Template·每次会议之后应当写出包括行动计划的会议记录。我们为你准备了”记录的模本”请参见”战略管理会议会议记录”模本。MinuteswithassignedactionsshouldbepreparedaftereverymeetingWehaveprovideda“MinutesTemplate”toassistyou–pleasereferto“StrategicManagementMeetingMinutes”Template制定年度战略计划日历DeveloptheAnnualStrategicPlanningCalendar·到目前为止企业已经制定了所有的系统并在有效地运转现在的任务是建立一种结构确保企业的”战略”计划的各个方面与企业的系统合为一体。Nowthatthebusinesshasallitssystemsinplaceandisoperatingeffectivelyastructureneedstobeputinplacetoensurethatthe“Strategic”planningaspectofthebusinessisintegratedintothebusinesssystems·企业必须为战略计划活动确定一个时间安排。Thebusinessmustputinplaceascheduleforthestrategicplanningactivities·每年都必须评估的任务包括:Tasksthatneedtobereviewedatleastannuallyinclude·准备年度预算包括损益表资产负债表和现金流量表PreparationofAnnualBudgetsincludingProfitandLossBalanceSheetandCashflowStatements·评估企业经营战略计划ReviewofStrategicBusinessPlan·评估市场营销战略计划和市场营销与促销活动日历。ReviewofStrategicMarketingPlanandassessmentofMarketingandPromotionsCalendar·评估技术应用计划ReviewofTechnologyPlan·评估人力资源战略包括培训需求分析和计划ReviewofHumanResourceStrategyincludingTrainingNeedsAnalysisandPlan·评估知识战略ReviewofKnowledgeStrategy·评估环境计划ReviewofEnvironmentalPlanand·评估生产计划。ReviewofOperationsPlan·在”年度计划日历”上安排出每一项评估工作的时间。我们为你提供了一份模本请参见”年度战略计划日历模本。”Scheduleeachofthereviewsonthe“AnnualPlanningCalendarWehaveprovidedatemplateforyou–pleasereferto“AnnualStrategicPlanningCalendarTemplate”进展监控修改和更新行动计划和战略MonitorprogressreviseandupdateActionPlanandStrategy·保持各项措施的持续实施是非常重要的。企业所有者付出了很大的努力才达到了目前的这个项目阶段现在需要保持这个程序的不断前进即持续衡量和管理企业的各项活动。ItissoimportanttokeeptheprocessgoingThebusinessownershaveworkedveryhardtoreachthisstageintheprogramandnowtheymustkeeptheprocessgoing–continuallymeasuringandmanagingyouractivities·即使企业战略已经制定还是需要对其进行修改。Eventhoughabusinessstrategyhasbeendevelopedthisstrategymayneedtochange·战略管理会议应当帮助你找出影响企业战略的问题。请参见战略会议会议摘要。TheStrategicManagementMeetingsshouldhelpyouidentifyissuesthatmayaffectyourbusinessstrategyPleasereferbacktotheStrategicManagementMeetingMinutes·行动计划在每一次战略管理会议之后都应当更新。ActionPlansshouldbeupdatedaftereachStrategicManagementMeeting·好的战略是一个”灵活的”战略了解这一点是很重要的。请让企业主阅读文章”战略的艺术”。这篇文章将帮助他们了解将战略按照所面临的机会和威胁的情况进行调整的重要性。Itisimportanttounderstandthatagoodstrategyisa“flexible”onePleasegetthebusinessownerstoreadthe“StrategyAsACraft”article–pleasereferto“StrategyAsACraftArticle”Thiswillhelpthemtounderstandtheimportanceofadaptingthestrategytorespondtoopportunitiesandthreats·最后记住你能衡量的事情你就能控制!Finallyremember–whatyoucanmeasureyoucanmanage!注Notes本页有意保留空白Thispagehasbeenintentionallyleftblank注Notes本页有意保留空白Thispagehasbeenintentionallyleftblank注Notes本页有意保留空白Thispagehasbeenintentionallyleftblank注Notes本页有意保留空白Thispagehasbeenintentionallyleftblank了解你的企业企业宗旨和目标UnderstandingwhatbusinessyouareinYourMissionandGoals了解你的客户市场和产品Understandingyourcustomersmarketsandproducts员工授权建立标准和文化TeamEmpowermentDevelopingstandardsandculture商业模式TheBusinessModel市场营销战略计划TheStrategicMarketingPlan组织结构知识环境管理和技术应用战略OrganisationalStructureKnowledgeEnvironmentalManagementandTechnologyStrategies企业系统化建立制度和规则BusinessIndependence–Creatingsystemsandmanuals反馈和不断改进FeedbackandContinuousImprovement监督和持续改进保持该过程持续进行�MonitoringContinuousImprovement结构知识技术和环境管理战略StructureKnowledgeTechnologyandEnvironmentalManagementStrategies������企业系统化建立制度和规则�BusinessIndependence–creatingsystemsandmanuals������市场营销战略计划制定和实施�TheStrategicMarketingPlan–documentationandexecution������员工授权建立标准文化和人力资源TeamEmpowerment–developingstandardscultureHumanResourcestrategies������商业模式结构业务和财务计划�TheBusinessModel–structurebusinessfinancialplan������了解你的客户市场和产品制定竞争力性战略UnderstandingCustomersMarketsProducts–definingthecompetitivestrategy������了解你的企业�Understandingwhatbusinessyouarein������顾问咨询指南�ConsultingGuide本企业发展顾问咨询指南适用于顾问咨询公司。它为顾问咨询公司实施咨询项目提供了详尽的指导。�ThisBusinessPlanreportistheBusinessDevelopmentConsultingguidetobeusedbytheBSP’sItsetsouttheModulesforBSP’stoimplementtheconsultingprogramaproposedpackageofassistanceforSME’stheEasternIndonesianregionstobe制定今后个月的工作安排�Scheduleclientprogramformonths������与小组成员交流工作结果Communicateoutcometoteammembers建立持续的客户关系基础并向客户提交合作意向书EstablishbasisofongoingrelationshipandsendEngagementLettertoclientinformationfromclient������准备提交给客户的包含IAPs的计划讨论会报告PreparePlanningSessionReportforclientwithIAPsassigned������召开第一次战略性计划讨论会确保自己明确“立即行动点(IAPs)�HoldstStrategicPlanningSessionensureyouidentifythe“ImmediateActionPoints”(IAPs)������分析客户信息确定第一次计划会的日程明确“热点”和“EDAY”�AnalyseclientinformationandsetyouragendaforthestPlanningSession–identifythe“hotspots”and“EDay”������从客户处收集信息�Collectinformationfromclient������安排第一次(共两次)战略计划会议的后勤事宜Arrangelogisticsforst(of)StrategicPlanningSession������������������������������������������������召开会议向所有员工解释BPIPHoldateammeetingtoexplaintheBPIPtoallteammembers发放”员工反馈调查表”Distribute“TeamMemberFeedback”surveystoteammembers进行顾客调查Undertakecustomersurveys召开客户咨询会HoldtheCustomerAdvisorySession准备CAS报告和更新IAPPrepareCASreportandupdateIAP’s向业主报告反馈结果Providefeedbacktoowners准备客户咨询会PrepareforCustomerAdvisorySession确认参加客户咨询会的顾客名单�Identify–customersfortheCustomerAdvisorySession������������������������������������召开第二次战略计划讨论会HoldndStrategicPlanningSession完成行业竞争工作手册�Completeindustryrivalryworkbook确定企业的意图行业和目标市场Determinethepurposeofthebusinesstheindustriesandsegmentsyouwishtooperatein确定在这些市场中的竞争战略评估其它的选择Determineyourcompetitivestrategywithinthosesegmentsandevaluatealternatives集思广益讨论企业将如何创造自己的独特性确定USPBrainstormhowthebusinesswilldifferentiateitselfeterminetheUSPs建立一个企业收益模型Drawuparevenuemodelforthebusiness开始撰写企业战略计划�StartdocumentingStrategicBusinessPlan������计算流动资金和融资需求Calculateworkingcapitalandfundingrequirements价值我们的信仰�VALUESourbeliefs远景我们向何处发展VISIONwherewearegoing宗旨我们现在的重心MISSIONourfocusrightnow战略我们的计划STRATEGYourplan如何我们的行为HOWourbehaviours什么我们的结果和KPIWHATourresultsKPIs结构实施我们的计划STRUCTURE–implementingourplan个人表现计划PersonalPerformancePlan实施创新计划�Implementaninnovationprogram������实行员工冠军和欢乐制度�ImplementTeamChampionandHappinesssystem实施员工绩效管理和奖励制度�Implementateamperformancemanagementandrewardssystem������评价企业的招聘和培训战略�EvaluatetheRecruitmentandTrainingStrategyofthebusiness������������对领导人经理进行员工授权培训Undertakeleadermanagertrainingonteamempowerment������进行”优质服务争创第一”客户服务培训�Undertake“ExceptionalService–LeadingthePack”customerservicetraining������召开员工咨询会EstablishTeamAdvisorySession交流企业战略方向和CAS反馈CommunicatestdraftofthestrategicdirectionofthebusinessandCASfeedback������撰写市场营销战略计划DocumentStrategicMarketingPlan确定市场开发和促销活动�Developmarketingandpromotionalactivities������进行市场开发活动诊断制定行动计划�Undertakemarketingactivityauditanddevelopactionplan������制定正式的定位和定价战略�FormalisepositioningandpricingStrategy������将顾客按市场和类别分类�Categorisecustomersintomarketsandclass������确定客户选择标准DefineCustomerSelectionCriteria������对顾客清单进行帕累托分析�UndertakeParetoAnalysisoncustomerbase������完成宗旨远景和员工服务标准的最后稿�ConcludeMissionVisionandTeamServiceStandards������制定”我们的工作方式”Developing“TheWayWeDoItHere”通过员工会议审视系统化的进展Reviewsystematisationprogressthroughateammeeting������与企业主一起召开授权会议�HoldDelegationMeetingwiththebusinessowners������员工审视自己的系统以找出改进的方面Teammembersreviewtheirownsystemstoidentifyimprovements������������审视现有的制度手册和程序�Reviewexistingsystemsmanualsandprocedures������在企业建立质量循环�EstablishQualityCirclesthroughoutthebusiness进行质量循环主持人培训UndertakeQualityCircleFacilitatorTraining������召开员工会议解释系统化的优越性Holdteammeetingtoexplainsystematisationbenefits制定技术行动计划�DevelopaTechnologyActionPlan进行技术诊断找出需要改进之处�UndertakeaTechnologyAudit–identifyopportunitiesforimprovement������制定环境管理战略�DevelopanEnvironmentalManagementStrategy������评估环境对企业的影响�AssesstheEnvironmentalImpactoftheBusinessOperations������������实施知识战略�mplementaKnowledgeStrategy了解知识战略的重要性�UnderstandtheImportanceofaKnowledgeStrategy������确定员工职责描述�DeterminetheRoleProfiles������������重新审视组织结构�ReviewtheOrganisationalStructure监控进展更新战略和行动计划Monitorprogressupdatestrategyandactionplan������������������������������������制定年度战略计划日历�DeveloptheAnnualStrategicPlanningCalendar实行月度战略管理会议制度�ImplementMonthlyStrategicManagementMeetings环境敏感性分析�Environmentalsensitivityanalysis考察企业的赢利潜力�Examinetheprofitpossibilitiesforthebusiness举办作业成本培训�HoldActivityBasedCostingworkshop制定年的企业KPI计划�DevelopYearKPIBusinessPlan举办”平衡记分卡”培训�Hold“TheBalancedScorecard”workshopPAGEIFCCPDF“DeliveringSolutionsForProsperity”Pageofunknownxl
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