顾问咨询指南







顾问咨询指南
Consulting Guide


企业发展顾问咨询指南适顾问咨询公司顾问咨询公司实施咨询项目提供详指导
This Business Planreport is the Business Development Consulting guide to be used by the BSP’s It sets out the Modules for BSP’s to implement the consulting programa proposed package of assistance for SME’s the Eastern Indonesian regions to be



目录
TABLE OF CONTENTS

背 景 Background 4
解指南 Understanding This Guide 6
八模块企业发展阶梯 The 8 Module Business Development Ladder 9
模块：解企业 Module 1 Understanding What Business You Are In 10
概述 Overview 10
学目标 Key Learning Objectives 11
工具 Tools 12
典型模块程序 Typical Module 1 Program 13
需完成务 Tasks to Be Completed 14
模块二解顾客市场产品 Module 2 Understanding the Customers Markets and Products 29
概述 Overview 29
学目标 Key Learning Objectives 30
工具 Tools 31
典型模块二程序 Typical Module 2 Program 33
需完成务 Tasks to Be Completed 34
模块三确定商业模式 Module 3 Defining the Business Model 50
概述 Overview 50
学目标 Key Learning Objectives 51
工具 Tools 52
典型模块三程序 Typical Module 3 Program 54
需完成务 Tasks to Be Completed 54
需完成务 Tasks to Be Completed 55
模块四员工授权 Module 4 Team Empowerment 71
企业业绩进行理 Managing Organisational Performance 72
学目标 Key Learning Objectives 73
工具 Tools 74
需完成务 Tasks to Be Completed 77
模块五市场营销战略计划 Module 5 Strategic Marketing Plan 93
概述 Overview 93
学目标 Key Learning Objectives 94
工具 Tools 95
典型模块五程序 Typical Module 5 Program 97
需完成务 Tasks to Be Completed 98
模块六企业系统化 Module 6 Business Independence 114
概述 Overview 114
学目标 Key Learning Objectives 116
工具 Tools 117
典型模块六程序 Typical Module 6 Program 119
需完成务 Tasks to Be Completed 120
模块七组织结构 知识环境理技术应战略 Module 7 Organisational Structure Knowledge Environmental Management and Technology Strategies 136
概述 Overview 136
学目标 Key Learning Objectives 138
工具 Tools 139
典型模块七程序 Typical Module 7 Program 141
需完成务 Tasks to Be Completed 142
模块八反馈持续改善 Module 8 Feedback and Continuous Improvement 158
概述 Overview 158
学目标 Learning Objectives 159
工具 Tools 160
典型模块八程序 Typical Module 8 Program 162
需完成务 Tasks to Be Completed 162
需完成务 Tasks to Be Completed 163
注Notes 179
注Notes 180
注Notes 181
注Notes 182

背 景
Background



指南旨咨询顾问公司商业服务机构提供技术方法够成功中企业提供咨询服务
This guide is designed to provide consultants and other service providers with techniques and methodologies that will enable them to embark on successful consulting engagements with smallmedium size enterprises (SMEs)

里提供资料旨帮助咨询顾问公司够中企业建立互惠关系 方法仅获 快速取胜效果 够促进咨询顾问客户间建立长期关系种咨询顾问获 受信顾问位关系 种双方知识资源汇集成 知识资源库关系
The materials provided aim to enable the consultant to engage with SMEs in a mutually beneficial relationship While the methodologies used will provide quick wins the materials are designed to facilitate a longterm relationship between consultant and client – a relationship where the consultant earns the status of trusted advisor and where the knowledge and resources of both parties are used to create a pool of knowledge and resources

该项目目改善企业财务运营两方面业绩 通企业中实施许许措施达结果 普通优秀企业区总体现事情中
The purpose of the program is to improve the performance of the business – both financially and operationally This will be achieved as a result of the many many little things that you implement in your business The difference between and ordinary and extraordinary business always lies in these little things

项目分八模块
The program is split into 8 Modules

1 解企业
Understanding What Business You Are In
2 解客户产品市场
Understanding Your Customers Products and Markets
3 商业模式
The Business Model
4 员工授权
Team Empowerment
5 市场营销战略计划
The Strategic Marketing Plan
6 企业系统化
Business Independence
7 组织结构知识 环境理技术应战略
Organizational Structure Knowledge Environment Management and Technology Strategies and
8 反馈持续改善
Feedback and Continuous Improvement


建议月收取客户咨询费前提 全面实施项目 某情况 先提供项目部分容更合适 例 客户咨询会 优质服务—争创第客户服务培训
We recommend that you implement the program in its entirety based on the client paying a fixed monthly fee for your services However in some instances it may be more appropriate to offer just a few aspects of the program for example the Customer Advisory Session or the Exceptional Service – Leading The Pack customer service training

项目旨解企业 提出实施改进措施 提供企业者员工实际意义培训 项目旨企业业绩长期 显著改善
The program is based on exploring the business generating and implementing improvements and providing practical meaningful training to both the business owners and the team members It is based on achieving significant longterm business performance improvements
解指南
Understanding This Guide


指南旨概述营业绩改善项目八模块
This guide aims to provide an overview of the 8 Module Business Performance Improvement Program

营业绩改善项目分八模块
The Business Performance Improvement Program has been split into 8 distinct Modules

1 解企业
Understanding What Business You Are In
2 解客户产品市场
Understanding Your Customers Products and Markets
3 商业模式
The Business Model
4 员工授权
Team Empowerment
5 市场营销战略计划
The Strategic Marketing Plan
6 企业系统化
Business Independence
7 组织结构知识 环境理技术应战略
Organisational Structure Knowledge Environment Management and Technology Strategies and
8 反馈持续改善
Feedback and Continuous Improvement

指南接部分模块进行概述 模块8步骤组成 指南中提供图表 帮助咨询顾问学理解流程外 工具提供步骤标注专门符号针模块 已提供容
The following sections of this guide will provide an overview of each of these Modules Each Module is broken down into an eight stage process Where possible throughout the guide diagrams have been used to facilitate the learning and understanding process In addition symbols have been used to identify the tools used in each stage of the process For each Module of the process we have provided


· 该模块概述
An overview of the Module
· 学目标(´表示)
Key Learning Objectives (denoted by ´)
· 该模块中提供工具(表示)
A list of the available tools for that Module (denoted by )
· 图示方法列出八步骤
A diagrammatic representation of the 8 stages involved and
· 需完成工作 清单 工具相互参 ( 表示)
A list of Things to Do crossreferenced to the tools (denoted by )
战略性营业绩改善模式
The Strategic Business Performance Improvement Model
解企业
企业宗旨目标
Understanding
what business you are in
Your Mission and Goals


解客户市场产品
Understanding your customers markets and products

员工授权—建立标准文化
Team Empowerment
Developing standards and culture
商业模式
The Business Model

市场营销战略计划
The Strategic Marketing Plan

组织结构 知识 环境理技术应战略
Organisational Structure Knowledge Environmental Management and Technology Strategies
企业系统化—建立制度规
Business Independence – Creating systems and manuals


反馈断改进
Feedback and Continuous Improvement






八模块企业发展阶梯
The 8 Module Business Development Ladder




结构 知识 技术环境理战略
Structure Knowledge Technology and Environmental Management Strategies
3
1
6
5
7
4
8
2
解客户市场产品—制定竞争力性战略
Understanding Customers Markets & Products– defining the competitive strategy
商业模式结构 业务财务计划
The Business Model – structure business & financial plan
员工授权建立标准文化力资源
Team Empowerment – developing standards culture & Human Resource strategies
监督持续改进保持该程持续进行
Monitoring & Continuous Improvement
企业系统化建立制度规
Business Independence – creating systems and manuals

市场营销战略计划—制定实施
The Strategic Marketing Plan– documentation and execution
解企业
Understanding what business you are in




















模块：解企业
Module 1 Understanding What Business You Are In


概述
Overview

咨询业务开始阶段非常重 作咨询顾问 负责程—需特引起注意太控制结果 客户起开始令兴奋旅程 旅程中 客户咨询顾问间进行双方互动知识交流 种信息交流程身信息样价值
The initial stage of any consulting assignment is particularly important As the consultant you are responsible for the process – it is important to note that it is almost impossible for you to control the outcome You and your client are embarking on an exciting journey together During this journey knowledge will be transferred between both parties the client and the consultant The process of this information transfer is as valuable as the information itself


方解关系中扮演角色咨询项目推动 客户业务专家
All parties must understand your role in the relationship – you are the facilitator of the program you are not an expert in your client’s business




般讲 项目第阶段 收集关客户业务信息 召开第次战略计划会议 第阶段目建立客户咨询顾问间关系 开始营业绩改善项目 计划 阶段
Typically during this first stage of the program you will gather information regarding your client and their business You will also hold your 1st Strategic Planning Session This first stage of the program is designed to develop the relationship between client and consultant and begin the planning stage of the Business Performance Improvement Program
学目标
Key Learning Objectives

面清单详细列举模块 解企业学目标容
The following list details some of the Key Learning Objectives of Module 1 – Understanding What Business You Are In
· 解企业者 (股东)企业目标 开始者目标基础制定企业宗旨远景
To understand the personal and professional goals of the business owners (or key stakeholders) and begin to develop the Mission and or Vision for the business based on the personal objectives of the owners
· 解企业前财务非财务方面业绩情况概况
To obtain an overview of the current financial and nonfinancial performance of the business
· 解企业服务市场产品生命周期中处位置
To understand where the business and each market is in its product life cycle
· 解评估企业价值系统化会企业价值带影响
To understand how businesses are valued and the impact that systematisation can have on the value of the business
· 确认企业战略优势劣势前面机会威胁
To identify the strategic strengths weaknesses opportunities and threats currently facing the business
· 明确改善企业表现立行动点(IAPs)
To identify Immediate Action Points (IAPs) to improve the performance of the business
· 明确企业面困境通实施BPIP解决问题方法
To identify the frustrations of the business and ways in which the BPIP can assist to resolve those issues and
· 建立咨询顾问客户合作基础——种持续关系
To establish the basis on which the consultant and client will work together – the ongoing relationship





工具
Tools

列工具提供工作帮助 工具 需完成务 部分相互参( 表示)
The following Tools have been provided to assist you These Tools arecrossreferenced throughout the Tasks to Be Completed section (denoted by )
· 第次战略计划会议邀请函
1st Strategic Planning Session Invitation
· 第次战略计划会议准备清单
1st Strategic Planning Session Checklist
· 战略需求分析问卷 (SNAQ)
Strategic Needs Analysis Questionnaire (SNAQ)
· 客户服务重点问卷
Customer Service Focus Questionnaire
· 利润潜力 (表格)
Profit Possibilities (Spreadsheet)
· 第次战略计划会议议程
1st Strategic Planning Session Agenda
· 第次战略计划会议PowerPoint演示稿
1st Strategic Planning Session PowerPoint Presentation
· 第次战略计划会议报告模
1st Strategic Planning Session Report Template
· 合作意书模
Engagement Letter Template
· 组计划会情况汇报议程
Team Planning Session Debrief Agenda
典型模块程序
Typical Module 1 Program


制定12月工作安排
Schedule client program for 12 months
8


7

组成员交流工作结果
Communicate outcome to team members


建立持续客户关系基础客户提交合作意书Establish basis of ongoing relationship and send Engagement Letter to client information from client
6


5


准备提交客户包含IAPs计划讨会报告
Prepare Planning Session Report for client with IAPs assigned
4


召开第次战略性计划讨会 确保明确 立行动点(IAPs )
Hold 1st Strategic Planning Session ensure you identify the Immediate Action Points (IAPs)

3


分析客户信息 确定第次计划会日程—明确 热点 EDAY
Analyse client information and set your agenda for the 1st Planning Session – identify the hot spots and EDay

2


客户处收集信息
Collect information from client
1


安排第次(两次)战略计划会议勤事宜
Arrange logistics for 1st (of 2) Strategic Planning Session




需完成务
Tasks to Be Completed

11
安排第次战略计划会议勤事宜
Arrange logistics for 1ST Strategic Planning Session


· 第次战略计划会议约进行34时 期间 教企业者分析事行业性质评估市场竞争位 起研究SNAQ完成份立行动点清单
The 1st Strategic Planning Session will take approximately 34 hours During this time you will teach the business owners how to analyse the nature of the industry in which they operate and evaluate their competitive positioning within each market Together you will also review the SNAQ and compile a list of









Immediate Action Points
· 会议会提供更解客户机会 应利次会议获信建立间合作关系
The session also gives you the opportunity to get to know your clients better You should use the session to gain their trust and build your working relationship
· 确定会议日期时间
Set the date and time for the session
· 邀请客户—信函传真电子邮件形式确认安排 请参见 第次战略计划会议邀请函
Invite the client – use a letterfaxemail to confirm arrangements Please refer to 1st Strategic Planning Session Invitation
· 客户发出 战略需求分析问卷
Send the Strategic Needs Analysis Questionnaire to the client
· 安排会议点—量中立性点—会议场必须确保干扰
Arrange venue – try to use a neutral venue – there must to be no distractions
· 餐饮事项—应准备午餐午茶
Refreshments – lunch morning and afternoon tea should be arranged
· 会议设施—白板 白板笔 电脑 (供PowerPoint演示) 纸 笔 投影仪 请参见 第次战略计划会议 准备清单Equipment – whiteboard marker pens computer (for PowerPoint presentations) paper pens projector Please refer to 1st Strategic Planning Session Checklist

























12
客户处收集信息
Collect information from client



· 第次战略计划会议前 需客户处收集量信息
You will need to gather plenty of information on the client prior to the 1st Strategic Planning Session
· 果客户网站话 应浏揽网站
If applicable you should view the business’ website
· 请客户提供企业介绍广告材料Ask the clients to send you any brochures or advertising material that they have
· 需客户3年财务报表 (盈亏表 资产负债表现金流量表) 请客户提供通常理报告
You will also need 3 years of financial statements (Profit and Loss Balance Sheet and CashFlow statements) Ask the client to also send you copies of any management reports that they routinely use
· 需客户填写SNAQ问卷会议前少45天交 样 会充足时间分析问卷第次战略计划会议作准备You will need the client to complete the SNAQ and return the information to you at least 4 –5 days prior to your meeting This will give you enough time to analyse the completed questionnaires and make some notes for your 1st Strategic Planning Session
· 客户应完成交 客户服务点 问卷 问卷衡量企业提供优质客户服务方面表现 该问卷结果项目面阶段会 客户员工反馈结果相较
The client should also complete and return to you the Customer Service Focus Questionnaire This questionnaire is designed to gauge the organisations commitment to exceptional customer service The results will be used later in the program and compare to feedback gathered from both customers and team members
· 忘记询问客户否认信息 果 请提供
Don’t forget to ask the client if there is any other information that they think would be u























seful to you If possible get the client to send you this information




13
分析客户信息
Analyse client information


· 第次战略计划会议定做非常充分准备次重会议 客户未合作确定基调 3时重新审阅已填写完成SNAQ收集信息
You will need to prepare thoroughly for the 1st Strategic Planning Session – it is a very important meeting that will set the tone for your future engagement with the client Allow 3 – hours to review the completed SNAQ and any other information you have gathered
· 阅读SNAQ时 应注意方面包括
While going through the SNAQ you should look for problem areas for example
Ü 企业者决策目标观念间突
Conflicts between the goals and ideals of the owners and other key decisionmakers
Ü 问卷中没回答部分(许反映企业信息系统弱点)
Areas where no information has been provided (this may indicate weaknesses in the business information systems)
Ü 答卷问题理解明显错误方Areas where the respondent clearly has misinterpreted the question
· 阅读SNAQ时 值讨问题标出 找机会该项目提供服务客户面困境问题联系起























As you go through the SNAQ highlight areas for discussion and look for opportunities to relate the value of your products and services back to the client’s frustrations and problems
· 客户财务数填制 利润潜力
Set up the Profit Possibilities using the client’s financial data
· 准备会议议程发送参加会议员请参见 第次战略计划会议议程 模
Prepare an agenda for the session and send it to all participants – please refer to 1st Strategic Planning Session Agenda template










14
召开第次战略计划会议
Hold 1st Strategic Planning Session


· 第次战略计划会议开始部分 回顾企业者企业目标 阐述企业价值评估原系统化提升企业价值 请参见 第次战略计划会议 PowerPoint演示
During the first part of the 1st Strategic Planning Session you will be reviewing the business owners personal and business objectives You will also be looking at the principles on which businesses are valued and how systematisation of the business can increase the value of the business Please refer to 1st Strategic Planning Session PowerPoint Presentation

· 记住 会议间总讲话 果客户机会谈某问题困境 会觉收获更 鼓励进行问题讨制定系列行动解决问题
Make sure that you do not do all the talking at the session Clients will feel that they have received more value if they are able to express some of their problems and frustrations Facilitate the discussion to generate a list of actions to address the frustrations








· 会议间 逐讨SNAQ中发现问题弱点 客户表述问题时 提供解决问题工具联系起 例 客户咨询会 优质服务培训等
During the session work through the areas of the SNAQ where you have identified problems or weaknesses As the client expresses problems relate back to them the different tools that you have to deal with those issues eg the Customer Advisory Session Exceptional Service Training etc
· 记住 确定 立行动点 (IAPs) 客户立企业实施行动 IAP 企业赢利力产生立竿见影作 例 提高价格 切记 客户实施行动
Make sure that you identify some Immediate Action Points (IAPs) These are items that the client should implement in their business as soon as possible Some of the IAPs should have an immediate impact on the profitability of the business eg increase prices Remember that the emphasis should be on the client performing the action not you



15
客户准备包含IAP战略计划会议报告
Prepare Strategic Planning Session report for client with IAPs assigned

· 会议 需客户提供份报告 份报告天事件写出简总结 包括
After the session you will need to provide a report for the client The report should provide an Executive Summary of the days events It includes
Ü 客户祝贺函
Congratulations letter for the client
Ü 简总结
Executive Summary
Ü 立行动点
Immediate Action Points










Ü 月度会议安排
Schedule of monthly meetings
Ü 组会议计划日期
Scheduled date for team meeting
Ü 提出问题详细容 参阅行动清单
Details of all the issues raised crossreferenced to the action list
Ü 相互承诺声明
Mutual Commitment statements and
Ü 详细行动清单 提供产品BPIP项目中相关模块相结合
A detailed action list crossreferenced to the products you offer and the relevant Module of the BPIP program
· 行动清单应非常具体 分解短期行动 IAP长期行动
The action list should be specific and split into shortterm eg IAPs and longerterm actions
· 报告模已提供请参见 第次战略计划会议报告 模
A template for the report has been provided – please refer to 1st Strategic Planning Session Report template
· 报告应会议7天送客户 记住报告发出两天客户电话确认收该报告
The report should be sent to the client within 7 days of the session Ensure that you call the client a couple of days after sending the report to ensure that they received it




















16
建立持续关系基础 合作函发客户
Establish the basis of the ongoing relationship and send an Engagement Letter to the client



· 计划讨会期间确立起客户持续合作关系特点
During the Planning Session you will have established with your client the nature of your ongoing relationship
· 持续性关系两种形式 者会客户接受全部BPIP计划 会服务捆绑起 例 CAS TAS 者 优质服务—争创第 培训等
Two alternatives exist for the ongoing relationship You will either have engaged the client in the full BPIP program or you will have bundled some services together such as the CAS TAS or Exceptional Service – Leading The Pack seminar
· 理想情况 应合作函第次战略计划会议报告起送客户 工作必须客户次会议记忆犹新时候完成 约会45天
Ideally you should send the Engagement Letter with the 1st Strategic Planning Session Report This must be done while the session is still fresh in the clients’ mind approximately 45 days after the session
· 需合作函方式确认安排 请参见 合作函 模样稿 该文件包括列容
You will need to confirm your arrangement using an Engagement Letter Please refer to the sample Engagement Letter template provided This letter contains the following
Ü 客户起事工作纲
An outline of the work you will be doing together
Ü 双方认费 (情况 应安排客户直接银行转帐方式付款)
The fees you have agreed upon (where possible you should try to arrange for payment to be made by direct bank transfer)
























Ü 双方相互承诺声明
Your mutual commitment statements and
Ü 权力义务
Your terms and conditions
两天客户事做进步联系
Follow up with the client a couple of days later



17
组成员起交流SPS结果
Communicate outcomes of SPS to your team members

· 阶段适需咨询顾问起参工作顾问
This stage is only applicable to those consultants that have other team members working with them
· 组成员解第次战略计划会议结果重 BPIP项目实施初期 点尤重 组成员需解该项目接受程度 会动力整项目体化考虑客户否会种新服务感兴趣
It is important to keep your team informed on the outcomes of the 1st Strategic Planning Session This is particularly important during the early days of the implementation of the BPIP program Your team members will need to hear how well the program is being received This will give them the motivation to integrate the program and think of other clients who would be interested in the new services
· 种会议应激发改进该项目思路
The meeting should also be used to generate ideas on how to improve the program
· 次会议准备议程 议程容应包括
An agenda should be prepared for the meeting Agenda items should include




















Ü 客户背景
Background of the client
Ü 该客户第次联系形成
How contact was first established with this client
Ü 会议期间提出问题
The items raised during the session
Ü 确认行动点
The identified action points
Ü 持续关系特点
The nature of the ongoing relationship and
Ü 头脑风暴提出新想法
Brainstorming for ideas
· 请参见 组计划会议情况汇报 议程
Please refer to Team Planning Session Debrief Agenda























18
做出12月客户计划安排
Schedule client program for the next 12 months


· 战略计划会议报告合作函发客户
Send the Strategic Planning Session Report and Engagement Letter to the client
· 安排12月日期包括计划中Include details of scheduled dates for the next 12 months including



：
Ü 月2时BPIP战略理会议
The monthly 2 hour BPIP Strategic Management Meeting
Ü 第次组简会议
The 1st team briefing session
Ü 第次客户咨询会
The first Customer Advisory Session
Ü 员工咨询会
The Team Advisory Session and
Ü 优质服务—争创第培训
Exceptional Service – Leading The Pack training
· 工作日记标出日期
Diarise these dates in your own diary








模块二解顾客市场产品
Module 2 Understanding the Customers Markets and Products


概述
Overview

顾客反馈极重 销售企业生命线 销售增加企业增长关重
Feedback from customers is extremely important Sales are the lifeblood of any organisation and increasing the level of sales generated is vital to growing the business

模块二里 需开始企业顾客交谈解企业运作真正感受 果花足够时间询问 顾客非常乐告诉企业喜欢喜欢方面 信息成进行企业改善基础
During Module 2 you will need to begin talking to the clients’ customers to find out how they really feel about what the business does and how they do it Customers are more than willing to tell us what they like and dislike about our business if we take the time to ask them This information will be used as one of the foundation blocks of the improvements you will be making to your business

获顾客反馈前 需员工帮助 BPIP项目早期员工支持非常重 特考虑 企业改善建议负责实施改善企业取成功
Prior to seeking customer feedback you will need to enlist the help of the team members It is critical to get team member support to the BPIP early in the program especially when you consider that many of the suggestions for improvements to the business will come from the team They will also be the people who are responsible for implementing those changes and making the business a success

验中发现 较早员工参进 加速改善进程形成支更具动力团队
Through our experience we have found that involving your people early will accelerate the progress you make and result in more a more motivated team
学目标
Key Learning Objectives

面详细列举模块二解顾客市场产品 学目标容
The following list details some of the Key Learning Objectives of Module 2 – Understanding the Customers Markets and Products

· 员工参营业绩改善项目
To engage and commit team members to the Business Performance Improvement program
· 解顾客需求
To understand the needs and wants of the customers
· 解顾客认企业方面做 方面希企业改进
To learn what your customers think you do really well and what improvements they would like to see you make
· 需求应现产品中
To apply the needs and wants to the current product offering
· 评估未产品市场竞争战略
To evaluate future product market and competitive strategies
· 分析评价企业部目前客户服务执行情况
To assess the present internal commitment to customer service
· 着手确定企业 A 类顾客
To begin to identify your A class customers and
· 分析现客户基础明确企业未希发展客户类型
To analyse the current client base and identify the type of clients that you wish to work with in the future





工具
Tools
面帮助工具 工具 需完成务 部分相互参 (表示)
The following Tools have been provided to assist you These Tools are
crossreferenced throughout the Tasks to Be Completed section (denoted by )
· 第次员工会议邀请函
1st Team Meeting Invitation
· 第次员工会议议程模
1st Team Meeting Agenda Template
· 第次员工会议准备清单
1st Team Meeting Checklist
· 第次员工会议PowerPoint演示
1st Team Meeting PowerPoint
· 直接企业员工话授权书
Authority to Talk Directly to My Team Members Form
· 员工反馈文件包 (包括企业者致函 咨询顾问致函 员工反馈调查问卷)
Team Member Feedback Packs (includes a letter from the owners a letter from the consultant Team Feedback Survey)
· 员工反馈分析表格
Team Feedback Analysis Spreadsheet
· 员工反馈报告模
Team Feedback Report Template
· 客户咨询会资源模板 (包括 邀请信样 CAS准备清单 会议议程样 CAS持手册 CAS反馈表 CAS感谢信 调查模企业者总理首席执行官调查致函 咨询顾问致函 调查感谢信 CAS报告模板)
Advisory Session Resource Pack (includes sample invitation CAS checklist sample session agenda CAS Facilitator Guide CAS Feedback Form CAS thankyou letters survey template and survey letter from business owner Managing Director or CEO letter from the consultant survey thankyou letterand CAS Report template)

典型模块二程序
Typical Module 2 Program

3
1
6
5
7
4
8
2
召开会议员工解释BPIP
Hold a team meeting to explain the BPIP to all team members
发放 员工反馈调查表
Distribute Team Member Feedback surveys to team members
进行顾客调查
Undertake customer surveys
召开客户咨询会
Hold the Customer Advisory Session
准备CAS报告更新IAP
Prepare CAS report and update IAP’s
业报告反馈结果Provide feedback to owners
准备客户咨询会
Prepare for Customer Advisory Session
确认参加客户咨询会顾客名单
Identify – customers for the Customer Advisory Session















需完成务
Tasks to Be Completed

21
召开员工会员工解释BPIP
Hold a team meeting to explain the BPIP to all team members

· 员工支持重 需说明法企业重 应该概述改善项目中参程度企业提供帮助
It is important to get the support of all team members to the program You need to explain how important their views are to the owners of the business You should also outline their involvement in the program and how they will be assisting the business
· 记住 做出会议议程请参见 第次员工会议议程 模 会议应该包括容
Ensure that you have an agenda for the meeting – please refer to 1st Team Meeting Agenda template The meeting should cover the following
Ü 项目概述
Overview of program
Ü 企业远景规划
Vision of the business
Ü 第次战略计划会议概述
Overview of the 1st Strategic Planning Session
Ü 客户咨询会目
Purpose of the Customer Advisory Session




















Ü 员工反馈文件包
Explanation of Team Feedback Packs
· 提供PowerPoint 演示稿 见 第次员工会议PowerPoint演示稿 模
A PowerPoint presentation template has been provided 1st Team Meeting PowerPoint Presentation template
· 理想话 第次员工会议应该种轻松环境进行 建议安排周五午进行提供食品饮料 请参见 第次员工会议准备清单
Ideally this first meeting should have a social element to it We suggest that it is held on a Friday afternoon and that light refreshments are arranged Please refer to 1st Team Meeting Checklist
· 需员工反馈文件包 发
Team Feedback Packs will also need to be distributed

















22
发放员工反馈表
Distribute team member feedback forms


· 发放员工反馈文件包前 必须取企业者书面授权允许员工进行沟通 请参见 直接企业员工话授权书
Before you distribute the Team Member Feedback Packs you will need to get written authority from the business owners to communicate with their team members Please refer to Authority to Talk Directly to My Team Members Form
· 会员工反馈进行说明解释目 员工反馈文件包 应做完说明发放 文件包括
At the meeting explain that team feedback is being sought and the purpose of the feedback The Team Member Feedback










Packs should be distributed following the presentation These packs contain
Ü 封 老板总理首席执行官信 阐明员工反馈重性 够帮助企业发展更层楼
A letter from the business owners Managing Director or CEO stating how much the team member feedback is valued and how it will assist the business to go to the next level
Ü 封 咨询顾问信 讲解完成份调查 保证调查结果绝保密封信应该说明调查结果会写成报告员工公布 定规定交回调查表期限 调查表应直接交咨询顾问
A letter from the consultant that provides instructions on how to complete the survey and assurances that survey responses will be kept confidential The letter should also state that a report summarising the results will be prepared and made available to all team members A deadline for the return of the surveys must be given Surveys should be returned directly to the consultant and
Ü 员工反馈问卷 旨解员工客户服务理风格产品服务市场营销法
The Team Member Feedback Questionnaire is designed to explore the team members’ perceptions of customer service management style products and services markets and roles




















23
确认参加客户咨询会顾客名单
Identify customers for the Customer Advisory Session


· 企业者需确定希谁邀请参加客户咨询会The business owners need to identify who they wish to invite to the Customer Advisory Session
· 企业者解释 应该邀请 A类顾客参加客户咨询会







Explain to the business owners that they should invite their A Class customers to the Customer Advisory Session
· 说明 A类顾客企业价值顾客 企业带价值具赢利性做生意非常容易 客户咨询会应该力图确认 A 类顾客需求 样 企业制定够吸引更 A 类顾客战略
Explain that A class customers are the ones that are most valuable to the business These customers add the most value to the business – they are profitable and easy to deal with The Customer Advisory Session should seek to identify the needs and wants of A class customers so that the business can then identify strategies in order to attract more A class customers
· 企业者应该容易确定 A 类顾客名单 顾客应该邀请参加客户咨询会
The business owners should be able to easily identify a list of customers who they consider to be A class These customers should be the ones that are invited to the Customer Advisory Session
· 通顾客分类 企业开始侧重关注 A 类顾客需求制定吸引更类顾客方法 四种企业增长方法四项原增加希类顾客数量
By categorising the customers the business can begin to focus on the needs and wants of A class customers and define ways in which the business can attract more of this type of customer This is one of the 4 key principles of The 4 Ways To Grow Your Business – increasing the number of customers – of the type you want
· 阶段 企业者非正式确定 A 类顾客 项目期阶段 (第五阶段市场营销战略计划) 企业者正式确定 A类顾客程序At this stage it is sufficient for the business owners to informally identify their A class customers Later in the program (Module 5 – The Strategic Marketing Plan) the business owners will go though a formal process for identifying A’ class customers





























24
准备客户咨询会 (CAS)
Prepare for the Customer Advisory Session (CAS)


· 客户咨询会(CAS) 目顾客 (A类顾客)里获详细反馈 顾客反馈非常积极性乐征询意见 企业忠实程度通常着参种活动增强 请参见 咨询会 资源文件包
The customer advisory session (CAS) is designed to seek detailed feedback from the key customers (the A class customers) Feedback from customers who attend these sessions is very positive – they enjoy being consulted and their loyalty to the business normally increases as a result of their participation Please refer to Advisory Session Resource Pack
· CAS理想规模1012顾客间 建议中立方代表(咨询顾问)持会议
The ideal group size for the CAS is between 10 and 12 customers It is recommended that a neutral party (consultant) facilitate the session
· 应顾客反馈集中范围问题 目找出顾客企业满意方面希企业改变方面 (包括需进行什样改变)Customer feedback can be sort on a range of issues but the aim is to find out those things about the business that they really like and those areas where they would like to see changes (including what those changes would be)
· 应顾客寄发 书面邀请请参见 建议会 资源文件包
Customers are generally sent a written invitation – refer to Advisory Session Resource Pack
· 企业参加客户咨询会顾客提供份报告详细说明顾客反馈算实施改进
Some businesses choose to send a report to the customers who attended detailing what improvements they are going to implement as a result of the feedback received






















· CAS录音 样企业者会听录音 验 录音会顾客参水产生负面影响
The CAS can be audio taped This allows the business owners to listen to the session afterwards Our experience is that audio taping the sessions does not affect the level of customer participation


25
进行顾客调查
Undertake customer surveys


· 顾客调查必须先做草案 应包括CAS讨问题 调查模 咨询会资源文件包中找
Customer surveys must be drafted and should focus on the same topics as those that will be discussed at the CAS A survey template can be found in the Advisory Sessions Resource Pack
· 接邀请没参加CAS顾客应求填写份调查 顾客应选择参加调查
All invitees who decline the invitation to the CAS should be asked to complete a survey Other customers should also be selected to survey
· 份调查应包括 老板总理首席执行官信 说明顾客建议重助企业提供更服务 该信样包括 咨询会资源文件包里
The survey should also include a letter from the business owners Managing Director or CEO stating how much the customer’ feedback is valued and how it will assist the business to better serve them A sample is included in the Advisory Session Resource Pack
· 调查应包括封 咨询顾问信 该信说明完成调查问卷 保证调查容绝保密 该信应参加调查顾客解释企业通种方式根反馈结果采取改进措施进行沟通 该信样




















咨询会 资源文件包找
The survey should include a letter from the consultant that provides instructions on how to complete the survey and assurance that survey responses will be kept confidential The letter should also explain how the participants will be kept informed of improvements made to the business as a result of their feedback A sample letter is included in the Advisory Session Resource Pack
· 理想话 参加调查完成调查应收封 感谢信请参见 咨询会资源文件包
Ideally all participants should receive a thankyou letter after completion of the survey Please refer to the Advisory Session Resource Pack




















26
召开客户咨询会
Hold the Customer Advisory Session



· 客户咨询会般2535时间
The Customer Advisory Session will take between 212312 hours

· 企业应位参加者准备份礼物感谢参
The business should provide a gift to participants to thank them for their participation













· 勤工作做 果 会议应录音 需准备白板 纸笔 录音设备点心饮料 请参见 CAS准备清单
Logistics will need to be arranged Where possible the session should be audio taped You will require a whiteboard paper pens recording equipment and refreshments Please refer to the CAS Checklist

· 应位会者提供 会议议程 (帮助促进会议进行会者安排讨问题)
Copies of the Session Agenda should be provided to each participant (to assist in the flow of the session – participants will be able to follow the questions)

· 持会议期间白板做记录 包括 (顾客提出)短期长期行动建议 请参见 咨询会资源文件包 中 CAS持手册
The facilitator should take notes on the whiteboard during the session including a list of recommended (by the customers) short and longterm actions Please refer to the CAS Facilitator Guide within the Advisory Session Resource Pack

· 顾客参会予诚挚感谢告企业保持进步联系 确保参会者企业拥护者心态离开会场 确保填写会议反馈表请参见 咨询会资源文件包 中 CAS反馈表
Ensure that the participants are sincerely thanked for their participation and told how the business will follow up with them The participants should leave as advocates for the business Ensure they fill in session feedback forms – please refer to CAS Feedback Form in the Advisory Session Resource Pack

· CAS开完第二天 位参加者寄发封 感谢信 样咨询会资源文件包 中找
The day after the CAS a thankyou letter should be sent to each participant A sample letter can be found in the Advisory Session Resource Pack











































27
准备CAS报告更新IAP
Prepare CAS report and update IAPs


· 会议 需客户企业提供份报告 报告容需包括
After the session you will need to provide a report for the client The report needs to include
Ü 报告摘
Executive Summary
Ü 会议概述例点 参加数等
Overview of sessio n eg Location number of attendees etc
Ü 问题顾客反映综述
A review of the questions and customer responses
Ü 建议行动清单 行动清单应具体分解短期例IAP 长期行动 方 行动BPIP项目相关模块联系起
Suggested Action List The action list should be specific and split into shortterm eg IAPs and longerterm actions Where possible relate the actions back to the relevant Module of the BPIP program
Ü 总结顾客调查反馈 (果话)
Summary of customer survey feedback (if applicable)
Ü 提出问题详细描述行动清单相互参
Details of all the issues raised crossreferenced to the action list



























Ü 参加会议员名单
A list of attendees and
Ü 填写完成会议反馈表复印件
Copies of the completed session feedback forms
· 行动清单中行动必须针顾客企业满意方The action list must address the major frustrations that the customers have with the business
· 提供报告模请参阅建议会资源文件包 中CAS报告模
A template for the report has been provided – please refer to CAS Report template in the Advisory Session Resource Pack












28
企业提供反馈
Provide feedback to owners


· 企业者见面通报CAS会议概况 项工作应CAS结束快进行 (完成CAS报告前)
Meet with the business owners and provide them with an overview of how the CAS went This should happen as soon as possible after the CAS (prior to completing the CAS report)
· 简回顾会议进行情况 例 少顾客参加 总情绪等
Briefly review how the session went eg how many customers attended what their general mood was etc
· 企业者通报会提出重问题 希马解决问题消顾客满提高销售量关键
Provide the owners with the most significant issues that were raised There may be things that the owners wish to address immediately – removing key customer frustrations is one of the keys to increasing you sales



· 讨5件短期长期需解决事情Discuss the 5 most critical things that need to be addressed in both the short and longterm
· 企业者起讨CAS报告撰写形式 应征求员反馈意见
Together review how the CAS report will be formatted Decide decided upon the format of feedback to be provided to
Ü 参加会议员
Participants
Ü 完成交回调查问卷员
Survey respondents
Ü 顾客 (未邀请参加会议)
Other customers (who were not invited) and
Ü 员工
Team Members
· 反馈发送时间表达成致 例 种报告时发送方员
Agree on a timetable for the distribution of the feedback eg how and when the various reports be distributed


模块三确定商业模式
Module 3 Defining the Business Model

概述
Overview

模块三确定商业模式 营业绩改善项目里程碑 阶段目明确企业营方式 确定企业未营战略
Module 3 – Defining the Business Model is a key milestone in the Business Performance Improvement Program The purpose of this stage is to define the way in which the business will operate in the future – to define the future business strategy

目 首先考察企业行业竞争特点 然需决定企业否应继续行业里发展
In order to do this we will first need to examine the competitive nature of the industry in which the business operates The decision then needs to be made – should the business continue to operate in this industry

假设问题答案 应 企业需决定应进行竞争 明确竞争战略
Assuming that the answer to this is yes the business then needs to decide how they will compete – define their competitive strategy

旦竞争战略制定完毕 必须作出资金预测 保证企业够达财务营目标 程涉评估企业流动资金融资需
Once these strategic decisions have been made financial forecasts must be constructed to ensure that the business can meet its’ financial objectives This will also involve examining the working capital and funding requirements of the business

决策完成 企业开始起草企业战略计划 详细阐明实现目标
Once all these decisions have been made the business is ready to start documenting the Strategic Business Plan – detailing how they will achieve their objectives
学目标
Key Learning Objectives

列清单详细列出模块三商业模式学目标容
The following list details some of the Key Learning Objectives of Module 3 – The Business Model
· 解企业处竞争环境特点
To understand the nature of the competitive environment in which the business operates
· 解影响该企业营素
To understand the key influences working on the business
· 制定企业前竞争战略
To establish the current competitive strategy of the business
· 探索企业未佳竞争战略
To explore the optimal future competitive strategy for the business
· 建立企业第收益模式 然评估已提出竞争战略行性
To draft the first revenue model for the business and thus evaluate the feasibility of the proposed competitive strategies
· 正式确定企业远景规划
To finalise the Vision of the business
· 解流动资金融资需
The understand the working capital and funding requirements moving forward and
· 开始撰写企业战略计划
To start documenting the Strategic Business Plan
工具
Tools
列工具帮助工作 工具 需完成务 部分相互参(表示)
The following Tools have been provided to assist you These Tools are crossreferenced throughout the Tasks to Be Completed section (denoted by )
· 第二次战略计划会议邀请函
2ndStrategic Planning Session Invitation
· 第二次战略计划会议议程
2nd Strategic Planning Session Agenda
· 第二次战略计划会议准备清单
2nd Strategic Planning Session Checklist
· 波特（Porter）行业竞争模式PowerPoint演示稿
Porter Industry Rivalry and Competition Model PowerPoint Presentation
· 行业竞争分析工作手册
Industry Rivalry Analysis Workbook
· 企业定位 PowerPoint演示稿
Positioning Your Business PowerPoint Presentation
· 企业定位工作手册
Position Your Business Workbook
· USP头脑风暴会议程
USP Brainstorming Session Agenda
· USP头脑风暴会准备清单
USP Brainstorming Session Checklist
· USP行动计划
USP Action Plan
· 预测样 (包括损益表 资产负债表现金流量表)
Forecast Examples (including Profit and Loss Balance Sheet and Cash Flow Statements)
· 计算流动资金需求盈亏衡点PowerPoint演示稿
Calculating Your Working Capital Requirements and Breakeven PowerPoint Presentation
· 流动资金需求盈亏衡点工作手册
Working Capital and Breakeven Workbook
· 融资分析工作手册
Funding Analysis Worksheets
· 企业战略计划模
Strategic Business Plan Template

典型模块三程序
Typical Module 3 Program


开始撰写企业战略计划
Start documenting Strategic Business Plan
8



计算流动资金融资需求
Calculate working capital and funding requirements

7



建立企业收益模型
Draw up a revenue model for the business
6



集思广益讨企业创造独特性确定USP
Brainstorm how the business will differentiate itself etermine the USPs
5



确定市场中竞争战略评估选择
Determine your competitive strategy within those segments and evaluate alternatives
4



确定企业意图行业目标市场
Determine the purpose of the business the industries and segments you wish to operate in
3



2
完成行业竞争工作手册
Complete industry rivalry workbook


召开第二次战略计划讨会
Hold 2nd Strategic Planning Session
1
需完成务
Tasks to Be Completed

31
召开第二次战略计划会议
Hold the 2nd Strategic Planning Session



· 邀请客户信函传真电子邮件方式确认安排 请参见 第二次战略计划会议邀请函
Invite the client – use a letterfaxemail to confirm arrangements Please refer to 2nd Strategic Planning Session Invitation

· 安排点量中立性场保证会议点没干扰
Arrange venue – try to use a neutral venue – there must to be no distractions

· 餐饮安排应准备午茶等
Refreshments – morning afternoon tea should be arranged

· 设施白板 白板笔 电脑(做PowerPoint演示) 纸 笔 投影仪 请参见 第二次战略计划会议准备清单
Equipment – whiteboard marker pens computer (for PowerPoint presentations) paper pens projector Please refer to 2nd Strategic Planning Session Checklist

· 确认准备会议议程 参见 第二次战略计划会议议程 少开会前两天议程发参会者
Ensure that you have an agenda for the session



















Refer to 2nd Strategic Planning Session Agenda Send the agenda to all participants at least 2 days before the session

· 第二次战略计划会议时间3—4时
The 2nd Strategic Planning Session should take approximately 34 hours

· 第二次战略计划会议旨回顾企业顾客员工里获益信息 企业发展意义等 角度出发起草企业未战略 需明确企业处行业竞争位
The purpose of the 2nd Strategic Planning Session is to review what has been learnt from customers and team members and apply this to how the business should move forward From this the future strategy for the business can be drafted This will require identifying the industries in which the business will operate and the competitive positioning



32
完成行业竞争工作手册
Complete industry rivalry workbook



· 第二次战略计划会议前 客户联系求参加会议时准备掌握前未行业发展趋势资料 信息源包括行业协会出版物互联网等
Prior to the 2nd Strategic Planning Session contact the client and ask them to bring to the session any information they can find on current and future trends in their industry Possible sources of information include industry bodies journals and the Internet

· 应重温波特(Porter)行业竞争模型 里已提供出PowerPoint演示稿请参见 波特(PORTER)行业竞争模型
The Porter model of industry competition should be revisited A PowerPoint presentation has been provided – please refer to Porter Industry Rivalry and Competition Model















· 确保客户完成SNAQ行业竞争分析部分 行业竞争工作手册 SNAQ提供信息行业研究讨信息 客户必须完成行业竞争工作手册
You will need to make sure that you have the clients completed Industry Rivalry Analysis sections of the SNAQ and the Industry Rivalry Workbook Based on the information provided in the SNAQ any industry research and discussions the client must complete their Industry Rivalry Workbook

· 种训练目解客户事行业吸引力 需分析顾客供货商关系特点 潜竞争者进入行业进入障碍 顾客选择代品 样分析中发现行业盈利潜力 企业决定否留行业里 分析非常重阶段 结果会影响企业未战略
The purpose of this exercise is to establish how attractive the industry in which the client operates in is This will require an analysis of the nature of the relationship with customers and suppliers the barriers to entry that prevent new competitors entering the industry and the substitutes that are available for your customers From this analysis the profit potential of the industry can be established and the owners of the business can decide whether or not they should remain in that industry This is a very important stage of the analysis and results will influence the future strategy of the business





33
确定企业目行业服务市场
Determine the purpose of the business the industries and segments that the business will operate in


· 企业处行业特点做出结 现需决定企业否应继续事行业
Conclusions should be drawn about the nature of the industry(s) in which the business is operating Decisions now need to be made regarding whether the business will continue to operate in those industries




· 列问题客户起讨
The following questions must be raised with the client

Ü 什办企业 目赢利 满足市场需求 果唯目赢利 应该营企业目重新进行审视
Why are you in business Is your primary purpose to make a profit Or is it to meet a market need If your sole purpose is to make a profit you should not proceed

Ü 希满足种市场需求已竞争手做 果话 做更更廉价 够现水改进
Is the market need you wish to meet already being serviced by one of your competitors If yes can you do it better or cheaper Can you improve on what they are doing

Ü 果种市场需求未满足 满足种需求成 样做值 市场足够 收益回报理想
If the market need is not being service how much will it cost for you to meet that need Will it be worthwhile Is the market big enough Will the returns be worthwhile

Ü 完成战略资源(资金 专业技术力)
Finally do you have the resources (funding expertise capabilities) to proceed with the strategy

· 回答述问题 假设值做 企业时应确立宗旨 企业存真正目 企业总结企业宗旨Once you have answered all the questions above providing that it is worthwhile the business should establish a statement of purpose a reason for being the true purpose of the business Su



mmarise this in a purpose statement for the business


34
明确服务市场中竞争位(战略)
Determine your competitive position (strategy) within those segments


· 旦选定行业 企业必须确定进行竞争 建立企业未战略第二部份
Once the industry(s) have been selected the business must decide how it will compete This is the second part of establishing the future strategy of the business

· 需回顾波特(PORTER)竞争定位模型 请参见 PowerPoint 演示稿 企业定位
You will need to review again the Porter Model of Competitive Positioning Please refer to the PowerPoint presentation Positioning Your Business

· 企业需明确未战略成领先者独特性 需明确服务市场专项市场 企业定位工作手册帮助完成项工作
The business owners will need to identify their future strategy – low cost or differentiation They will also need to establish if they will be serving a broad or niche market To assist in this process you should use the Positioning Your Business Workbook

· 工作手册解释竞争定位理 引导企业者完成确定企业竞争位练
The workbook explains the theory of competitive positioning and guides the business owners through the exercise of determining their competitive position

· 企业者阅读列两书会收获
It would also be useful for the business owners to read the following two books
Ü Michael E Gerber著 重温E时代奇迹 什部分企业未成功应该办 (Harperbusiness 1995版)


























Michael E Gerber The E Myth Revisited Why Most Small Businesses Don’t Work and What to Do About It (Harperbusiness 1995)

Ü Michael EPorter著 竞争战略分析行业手技术(Free Press 1998版)
Michael E Porter Competitive Strategy Techniques for Analysing Industries and Competitors (Free Press 1998)







35
头脑风暴 企业做众确定USPs
Brainstorm how the business will differentiate itself – determine the USPs


· 集思广义找出USPs 需召开次2时头脑风暴会 企业者选择员工参加次会议
In order to brainstorm the USPs for the business a 2hour brainstorming session will need to be held The owners may choose to have some key team members at this meeting

· 会议应议程少开会前两天发会者 请参见 USP头脑风暴会议程 模 USP头脑风暴会准备清单
An agenda should be set for the session and sent to all participants at least 2 days before the meeting Please refer to USP Brainstorming Session Agenda template and the USP Brainstorming Session Checklist

· 企业独特卖点 (USPs) 企业众基础 USPs实物 创造出认知 目顾客(作处)解 然 做事情中反复强调点 融汇企业员工服务标准中 请参见 USP行动计划
The Unique Selling Points (USPs) of the business will be the basis on which the business differentiates itself USPs can be real created or perceived However the main objective is to communicate them to your customers (as your point of difference) and then reinforce this communication in everything you do ie through your Team Service Standards Please refer to




















USP Action Plan

· USP必须顾客重东西请参考前面CAS调查结果
The USPs need to be something that the customers’ value refer back to the CAS and survey results

· 企业需发动群众找出顾客清楚明白解UPSs方法市场营销战略组成部分 USPs 企业竞争手区开东西 决定什真正重 员工努力态度起凝聚作
The business will need to brainstorm ways in which the USPs can be articulated to the customers This will form part of the Strategic Marketing Strategy USPs are what differentiates your business from your competitors They define what is really important and can be used as a way to focus the efforts and attitudes of the team










36
建立企业收益模型
Draw up a revenue model for the business



· 企业部门需准备财务预测 预测应包括盈亏表 资产负债表 现金流量预测 预测Excel做 请参见 预测样
Financial forecasts will need to be prepared for each Business Unit The forecasts should include Profit and Loss Balance Sheet and Cash Flow projections These forecasts can be prepared in Excel Please refer to the Forecast Examples

· 需(部门)做出列预测
You will need to establish the following (for each Business Unit)





Ü 销售额
Sales
Ü 销售组合
Sales Mix
Ü 毛盈利 (销售类)
Gross Margin (per sales category)
Ü 直接变动费
Direct Variable Expenses
Ü 固定费 (分配)
Fixed Expenses (allocated)
Ü 总资产额
The total assets employed () and
Ü 投资回报 (ROI)
The return on investment (ROI)

· 确认竞争战略关额外计划开支考虑 例 许已决定 加强 市场优势位 企业需市场开发活动投入十万元资金 种市场开发投资必须包含企业模式中
Ensure that you take into consideration any additional planned expenses relating to your identified competitive strategy For example you may have decided that in order to reinforce a premium market position the business needs to invest 100000 in marketing activities This marketing investment must be taken into consideration in the business model

· 企业值继续营 企业赢利 企业投资会合理回报
Is it worthwhile for the business to proceed Is the business profitable and will it return an adequate return on investment



37
计算流动资金融资需
Calculate working capital and funding requirements




· 企业者流动资金求解 企业开始增长时 问题变非常关键 然企业销售更盈利更 企业需额外资金应付存货债务等问题会常忽视 直企业面现金流危机Many small business owners have no idea of the working capital requirements This becomes a critical issue when a business begins to grow because although the business may be making more sales and profit the requirement for additional working capital to fund stock debtors etc is often overlooked until the business faces a cash flow crisis

· 阶段旨培训企业者 企业会陷入现金流危机
The purpose of this stage is to educate the business owners so that their business does not get into a cash flow crisis

· 第步计算企业流动资金需求量 请参见 计算流动资金需求量盈亏衡点 PowerPoint演示稿
The first step is to calculate what the working capital requirements are of the business Please refer to the PowerPoint presentation Calculating Your Working Capital Requirements and Breakeven

· 第二 需计算出达盈亏衡点销售额作业量水 请参见 计算盈亏衡点盈亏衡PowerPoint演示稿
Secondly you will need to establish the breakeven sales and volume activity levels Please refer to the PowerPoint presentation Calculating Your Breakeven Points and Breakeven

· 需企业者完成 流动资金盈亏衡点工作手册
You will need the business owners to work through the Working Capital and Breakeven Workbook

· 旦完成流动资金需求量计算 需进行融资分析 确立融资渠道方案 外需外部融资渠道安全性进行评估 参见





























融资分析工作手册
Once you have calculated the working capital requirements you will need to undertake a funding analysis and establish funding sources and options This will include identifying the security requirements for any required external funding Refer to Funding Analysis Worksheets







38
开始撰写企业战略计划
Start documenting the Strategic Business Plan



· 企业现开始撰写正式企业计划
The business is now ready to start documenting their formal Business Plan

· 企业战略计划应确定企业未2—3年达目标实现目标方法 需检查 企业目标否企业者目标相致 (参见前面完成SNAQ)
The Strategic Business Plan should set out the objectives and ways in which the business will achieve its’ objectives for the next 23 years You will need to check that the business objectives relate back to the personal objectives of the owners (refer back to the completed SNAQ)

· 里提供企业战略计划模 企业战略计划应包括企业列领域
A Strategic Business Plan Template has been provided The Strategic Business Plan should cover the following primary areas of the business

Ü 导言企业综述
Introduction – Business Overview
Ü 行业分析
Industry Analysis















Ü 企业战略结构
Business strategy and structure
Ü 产品服务
Products and Services
Ü 市场分析
Market Analysis
Ü 市场计划
Market Planning
Ü 生产运营计划
Manufacturing and Operations Plan
Ü 产品设计开发计划
Product Design and Development Plan
Ü 力资源结构
Human Resources and Structure
Ü 资金计划包括预测
Financial Plan including projections and
Ü 未方前面路
Future Direction – The Way Ahead

· 利完成SNAQ帮助开始撰写企业战略计划Use information from the completed SNAQ to help you start documenting the Strategic Business Plan


模块四员工授权
Module 4 Team Empowerment


企业发展计划阶段目标激励员工 员工拥护企业远景未目标 机会参非常关键 模块里 员工设计服务标准加强客户服务重视
The primary objective of this stage of the business development program is to motivate the team members It is essential that all team members become aligned to the vision and future goals of the business and have the opportunity to participate This module will see team members designing their own service standards and renewing their focus on customer service


愉快
生产力+客户服务利润

Fun Productivity + Customer Service
Profit




企业业绩进行理
Managing Organisational Performance

价值—信仰
VALUES
our beliefs

远景—处发展VISION
where we are going




宗旨—现重心
MISSION
our focus right now



战略—计划
STRATEGY
our plan




行
HOW
our behaviours

结构—实施计划
STRUCTURE
–implementing our plan

什—结果KPI
WHAT
our results & KPIs



表现计划Personal Performance Plan

学目标
Key Learning Objectives

面单子详细列举模块四员工授权部分学目标
The following list details some of the Key Learning Objectives of Module 4 – Team Empowerment
· 解目前员工激励水开心程度 努力做员工充分授权
To understand the current level of motivation and team happiness and work towards empowering team members
· 衡量企业客户服务承诺 建立种部外部客户服务焦点
To measure the organisations commitment to customers and develop an internal and external customer service focus
· 减少客户漠关心现象
To reduce levels of perceived indifference
· 运企业部沟通渠道
To engage all communication channels within the business
· 员工创造学环境
To create a learning environment for all team members
· 理解体化力资源战略重性
To understand the importance of an integrated human resource strategy
· 理解理领导风格员工影响
To understand managerial leadership styles its’ impact on team members and
· 建立员工服务标准业绩指标
To develop team service standards and key performance indicators
工具
Tools

列工具帮助进行工作 工具 需完成务 部分相互参 (表示)
The following Tools have been provided to assist you These Tools are
crossreferenced throughout the Tasks to Be Completed section (denoted by )
1 第二次员工会议邀请函模
Invitation to Team Meeting #2 Template
2 员工新情况通报会议程
Team Update Meeting Agenda
3 员工新情况通报PowerPoint演示
Team Update PowerPoint Presentation
4 员工咨询会资源文件包 (包括员工邀请函 议程样 会议准备清单 持手册会议报告模)
Team Advisory Session Resource Pack (includes team member invites sample agenda session checklist facilitator guide and report template)
5 优质服务争创第 资源文件包 (包括讲座邀请函 PowerPoint演示稿 员工工作手册 持手册讲座准备清单)
Exceptional Service – Leading The Pack Resource Pack (includes workshop invites PowerPoint presentation team member workbook facilitator guide and seminar checklist)
6 理层领导态度回顾理行动计划
Managerial Leader Attitudes Review and Management Action Plan
7 效行政理者技 Robert L Katz
Skills of an Effective Administrator – Robert L Katz
8 招聘战略诊断
Recruitment Strategy Audit
9 招聘战略行动计划
My Recruitment Strategy Action Plan
10 招聘文章选编
Selected Recruitment Articles
11 招聘工具箱
Recruitment Toolbox
12 培训战略诊断
Training Strategy Audit
13 培训战略行动计划
The Training Strategy Action Plan
14 培训反馈表
Training Feedback Form
15 培训文章选编
Selected Training Articles
16 绩效理诊断
Performance Management Audit
17 绩效理行动计划
Performance Management Action Plan
18 绩效理文章选编
Selected Performance Management Articles
19 绩效理工具箱
Performance Management Toolbox
20 奖励制度诊断
Rewards System Audit
21 奖励制度行动计划
Rewards System Action Plan
22 奖励制度文章选编
Selected Rewards System Articles
23 员工冠军欢乐制度 (包括问卷调查反馈制度)
Team Champion and Happiness System (including surveys and feedback system)
24 企业里实施创意计划
Implementing An Ideas Program Into Your Business
25 美妙创意杂志
Our Great Ideas Journal典型模块四程序
Typical Module 4 Program


实施创新计划
Implement an innovation program
8



实行员工冠军欢乐制度
Implement Team Champion and Happiness system
7


实施员工绩效理奖励制度
Implement a team performance management and rewards system
6



评价企业招聘培训战略
Evaluate the Recruitment and Training Strategy of the business
5



领导理进行员工授权培训
Undertake leader manager training on team empowerment

4


进行优质服务—争创第客户服务培训
Undertake Exceptional Service – Leading the Pack customer service training
3



召开员工咨询会
Establish Team Advisory Session

2


交流企业战略方CAS反馈
Communicate 1st draft of the strategic direction of the business and CAS feedback

1




需完成务
Tasks to Be Completed

41
召开员工会议 交流企业战略方初稿CAS结果
Hold team meeting to communicate 1st draft of strategic direction of business and CAS results


· 阶段员工项目参承诺非常重
It is very important during this stage that you gain the commitment of the team members to the program

· 次员工会议目员工解BPIP进展感觉参
The purpose of this team meeting is to keep the team members informed of the BPIP progress and make them feel consulted











· 员工应企业者总理正式邀请函参加该会 请参见 第二次员工会议邀请信 模
Team members should be formally invited to the meeting by the Owner Managing Director via a letter Please refer to Invitation to Team Meeting #2 template

· 确认准备会议议程请参见 员工情况通报会议程
Ensure that you have a meeting agenda – please refer to Team Update Meeting Agenda

· 次会 员工应该CAS 顾客问卷调查员工问卷调查竞争战略结反馈信息 果 应提交企业CAS报告份员工 果做 应该提供份发现建议概说明 (低求) 请参见 员工情况通报会PowerPoint演示
During this update team members should be provided with feedback in respect of the CAS Customer Survey Team Survey and competitive strategy conclusions If possible team members should be provided with a copy of the full CAS report that was given to the business owners If this is not possible they should be given a summary of the key findings and recommendations (as a minimum) Please refer to Team Update PowerPoint Presentation

· 提供CAS反馈时 确保员工正面反馈具建设性改进点
Ensure when delivering the CAS feedback that team members are given both positive feedback and constructive points of improvement














42
召开员工咨询会(TAS)
Establish a Team Advisory Session (TAS)



· 员工咨询会旨征询员工产品 市场开发客户服务理文化等方面法





















The team advisory session seeks team member feedback in respect of products marketing customer service management and culture

· TAS理想规模1012间 建议会议中立方(咨询顾问)持
The ideal group size for the TAS is between 10 and 12 team members It is recommended that a neutral party (consultant) facilitate the session

· 邀请选中员工参加TAS请参见 员工咨询会资源文件包中员工邀请函
Invite the selected team members to a TAS – please refer to Team Member Invite in the Team Advisory Session Resource Pack

· 开会前 会议议程发员工 请参见 员工咨询会资源文件包中TAS议程样
Prior to the session the agenda should be circulated to the team members Please refer to TAS Sample Agenda in the Team Advisory Session Resource Pack

· 需安排勤事宜请参见TAS准备清单Logistics need to be arranged – please refer to the TAS Checklist

· TAS录音 样企业会收听会议情况 验表明 录音影响员工参程度
The TAS can be audio taped This allows the business owners to listen to the session afterwards Our experience is that audio taping the sessions does not affect the level of participation

· 员工反馈集中控制某范围问题中 会议目发现真正喜欢希企业改进方(包括 改进法) 员工进行企业SWOY分析 提出建议
Team feedback can be sort on a range of issues but the aim is to find out those things about your business that they really like and those areas where they would like to see changes (includingwhat those changes would be) The team members in essence conduct their own SWOT analysis and recommendations for the business



43
进行优质服务争创第客户服务培训
Undertake Exceptional Service – Leading the Pack customer service training


· 种培训目员工思考提供优质服务 培训约进行3—4时 种培训具激励性产生授权活力员工
The objective of the workshop is to get team members thinking about ways in which they can provide exceptional service The session takes approximately 34 hours The workshop is motivational and will result in empowered energised team members

· 正式邀请位员工参见培训资源包中 争创第培训邀请函
Formally invite each team member – refer to the Invitation to Leading The Pack in your training resource pack

· 安排点 (量中立性场)准备餐饮 (茶)
Arrange venue (try to use a neutral venue) and refreshments (morning or afternoon tea)

· 设施白板 白板笔 电脑 (作PowerPoint演示) 纸 笔 投影仪 请参见培训资源包中 培训准备清单
Equipment – whiteboard marker pens computer (for PowerPoint presentations paper pens projector Please refer to the Seminar Checklist included in your training resource pack




















· 培训中通演示员工提供指导 培训议题包括优质服务 独特卖点 承诺态度During the sessions team members will be guided through the presentation Topics covered include exceptional service unique selling propositions guarantees and attitude

· 培训旨培训项目中稍会建立员工服务标准业绩指标制定激励基础
The training is designed to be a teaser and forms the stimulation basis for the development of Team Service Standards and Key Performance Indicators later in the program



44
进行领导理员工授权培训
Undertake Leader Manager training on team empowerment


· 企业者领导需解领导风格风格企业员工影响重It is important that the owners and leaders of the business gain an understanding of their own leadership styles and how this impacts on their business and team members

· 步旨帮助企业者理评估练方法审视理风格
The purpose of this step is to assist the owners and managers to examine their own styles using selfevaluation exercises

· 企业领导理应完成 X理Y理练参见 领导者理层态度回顾行动计划
All business leaders and managers should complete the Theory X Theory Y exercise – refer to Leader Management Attitudes Review and Action Plan

· 重温分钟理原分钟目标 赞扬惩戒 建议企业者阅读 分钟理 高效行政理者技
Review of the principles of the One Minute Manager – oneminute goals praising and reprimands All owners of the


















business must read The One Minute Manager and Skills of an Effective Administrator

· 领导理完成X理Y理练 提出结进行讨特 懒惰约翰方面结
Once the leaders and managers have completed the Theory X Theory Y exercise discuss their conclusions particularly in respect of the Lazy John exercise

· 位理领导必须改变理风格制定行动计划 请参见 领导理层态度回顾行动计划
Each manager leader must develop an Action Plan for the things they are going to change about their management Please refer to Leader Management Attitudes Review and Action Plan

· 作行动计划部分 位理领导应找出希培训三领域
As part of their action plan each manager leader should identify 3 areas in which they wish to undertake training












45
评估企业招聘培训战略
Evaluate the Recruitment and Training Strategy of the business


· 企业招聘培训战略企业宗旨远景目标相致非常重
It is critical that the recruitment and training strategy of the business is aligned to the business mission vision and objectives

· 首先 需企业老板完成招聘诊断 然起制定招聘战略行动计划 请参见 招聘战略诊断 招聘战略行动计划
First you will need the business owners to do the Recruitment Audit and then together develop a Re









cruitment Strategy Action Plan Please refer to Recruitment Strategy Audit and My Recruitment Strategy Action Plan

· 关招聘文章 应该企业者阅读参见 招聘文章选编
These are a selection of articles on recruitment that you should get the owners of the business to read – please refer to Selected Recruitment Articles

· 企业者制定出招聘战略行动计划 政策程序需立企业中实施 招聘工具箱 提供批包括面试 录通知入职培训准备清单模
Once the business owners have developed the Recruitment Strategy Action Plan policies and procedures need to be implemented into the business Recruitment Toolbox provides a selection of templates including interviewing offer of employment and induction checklists

· 次 企业必须进行培训战略诊断制定培训行动计划 请参见 培训战略诊断 培训行动计划 关培训重性文章 请企业者阅读见培训文章选编
Secondly the business must undertake a Training Strategy Audit and develop a Training Action Plan Please refer to Training Strategy Audit and The Training Action Plan There is also a selection of articles on the importance of training Please get the business owners to read these – refer to Selected Training Articles

· 已完成SNAQ中力资源战略部分会助部分计划实施
The completed Human Resource Strategy section of the SNAQ will be of assistance during this module

























46
执行企业远景宗旨相致员工绩效理奖励制度
To implement a team performance management and rewards system that supports the Vision and Mission

· 员工绩效理奖励制度企业远景宗旨相结合十分必
It is critical that the team performance management and rewards system of the business is aligned to the business mission vision and objectives
· 首先需企业完成绩效理诊断然完成绩效理行动计划请参绩效理诊断绩效理行动计划
First you will need the business owners to do the Performance Management Audit and then together develop a Performance Management Action Plan Please refer to Performance Management Audit and My Performance Management Action Plan
· 准备绩效理关文章需提供企业阅读－请参见绩效理文章选读
These are a selection of articles on performance management that you should get the owners of the business to read – please refer to Selected Performance Management Articles
· 企业制定绩效理行动计划政策需企业执行该计划绩效理工具箱中提供绩效评估职位描述相关模板
Once the business owners have developed the Performance Management Action Plan policies and procedures need to be implemented into the business Performance Management Toolbox provides a selection of templates including performance appraisals and role descriptions
· 次企业必须进行奖励制度诊断制定出奖励制度行动计划请参见奖励制度诊断奖励制度行动计划
Secondly the business must undertake a Rewards System Audit and develop a Rewards System Action Plan Please refer to Rewards System Audit and Rewards System Action Plan There is also a selection of articles on rewards systems Please get the business owners to read these – refer to
























Selected Rewards System Articles



47
实行员工冠军开心体系
Implement Team Champion and Happiness system


· 团队冠军欢乐制度强化目前止学东西 通褒扬员工努力支持种积极活跃文化种增强团队建设工具
The team champion and happiness system is designed to reinforce everything that has been learnt It supports the positive vibrant culture of the business while acknowledging the efforts of team members It is a motivational teambuilding tool
· 建议定期采员工冠军快乐体系员工进行问卷调查体系包括
We recommend that you regularly survey team members using the Team Champion and Happiness system provided The system comprises of
Ü 问卷调查
Surveys
Ü 分析工具
Analysis tool and
Ü 反馈体系
Feedback system
· 建议两周实施次员工冠军快乐体系
We recommend that you implement the Team Champion and Happiness system on a fortnightly basis
· 应员工召集起正式宣布员工冠军企业发冠军团队吉祥物保持冠军产生 冠军发份礼物作努力赞赏例电影票
You should formally acknowledge the Team Champion by bringing together team members for the Champion announcement Some businesses havealso implemented a team mascot that is given to the Team Champion until the next champion is appoi

























nted You may also want to give the Team Champion a small gift as a token of your appreciation for their efforts eg movie tickets
· 体系极团队激励工具理层提供关团队忠诚度重信息请参见 员工冠军快乐体系
The system is a great team motivation tool It also provides the management team with vital information on team morale – please refer to Team Champion and Happiness System








48
企业里实施创新反馈持续改善计划
Implement an innovation and continuous improvement program into the business

· 够长期取成功企业善获取实施员工作出创新企业件事情寻求反馈持续改善企业
The most successful longterm businesses are the ones that capture and implement the innovations of their team members They are the organisations that seek continuous improvement in everything that they do
· 项目阶段 需企业者企业里实施种获取员工创新制度种断改进成企业文化核心部分制度
During this stage of the program you will be asking the owners of the business to implement a system into their business to capture their team member innovations and making continuous improvement a core part of their business culture
· 实现目标方法企业职领域实行 美妙创意期刊鼓励员工该杂志发表想法月位高级理审阅该杂志决定意企业里采


















One way to achieve this is to implement an Ideas Journal into each functional area of the business Team Members are encouraged to write their ideas in the journal Every month a Senior Manager reviews the journal and decides which ideas should be implemented into the business
· 员工观点采纳时 应予奖励公布奖励定需贵东西
When an idea is implemented the team members should be rewarded and recognised The reward does not have to be of significant monetary value
· 提供份PowerPoint演示稿应介绍企业者－企业实行创意计划企业者完演示应企业里实行 美妙创意期刊做法
We have provided a PowerPoint presentation that you should present to the business owners – Implementing An Ideas Program Into Your Business Once the owners have been through the presentation they should implement A Great Ideas Journal into their business











模块五市场营销战略计划
Module 5 Strategic Marketing Plan

概述
Overview

市场营销战略计划应寻求扩企业现市场机会目标 明确评估推市场新产品服务 评估企业现增加销售力 找出新市场机会 探讨制定进入新市场扩展现市场战略制定计划执行控制未市场活动
The Strategic Marketing Plan should aim to identify opportunities for the business to expand their existing markets identify and evaluate new products and services that could be introduced into the market assess the business’ existing capability to increase sales identify new market opportunities explore and develop strategies for either entering new markets or expanding the existing markets and present a plan for the implementation and control of future marketing activities

市场营销战略计划需某信息战略需求分析问卷(模块解企业里) 中找
Some of the information required for the Strategic Marketing Plan will be found in the Strategic Needs Analysis questionnaire (used in Module 1 – Understanding What Business You Are In)


学目标
Key Learning Objectives

列清单详细列举模块五市场营销战略计划学目标容
The following list details some of the Key Learning Objectives of Module 5 – Strategic Marketing Plan
· 现客户市场等级分类
Categorise current clients into markets and classifications
· 确定 A 类客户未客户选择标准
Determine A class clients and the future client selection criteria
· 重新评估产品服务种类 分析满足市场需求方式
Review product and service lines and analyse the way in which they assimilate to the needs of the market
· 正式确定价格定位战略
To formalise the pricing positioning and strategy
· 承诺融入销售程序中展开头脑风暴
To brainstorm the use of a guarantees as part of the sales process
· 重新评估现行市场战略效性 制定行动计划执行市场战略
To review the effectiveness of current marketing strategies and develop an action plan for impending marketing strategies
· 重新评估现行销售战略 提出未市场营销促销活动时间表
To review the current sales strategies and develop a marketing and promotional calendar for future events and
· 制定企业市场营销战略计划
To develop the Strategic Marketing Plan for the business

工具
Tools
列工具帮助工作 工具 需完成务 部分相互参 (表示)
The following Tools have been provided to assist you These Tools are crossreferenced throughout the Tasks to Be Completed section (denoted by )
· 第三次员工会议邀请函
Invitation to Team Meeting # 3
· 第三次员工会议议程模
3rd Team Meeting Agenda Template
· 第三次员工会议PowerPoint演示稿
3rd Team Meeting PowerPoint Presentation
· 第三次员工会议准备清单
3rd Team Meeting Checklist
· Pareto分析工作手册
Pareto Analysis Workbook
· 您提供更服务函
How We Can Serve You Better Letter
· 第四次员工会议邀请函
Invitation to Team Meeting # 4
· 第四次员工会议准备清单
4th Team Meeting Checklist
· 第四次员工会议议程模
4th Team Meeting Agenda Template
· 客户选择标准A类顾客 PowerPoint演示稿
Customer Selection Criteria – Our A Class Customer PowerPoint Presentation
· 客户选择标准 工作手册
Our Customer Selection Criteria Worksheet
· SNAQ中顾客细分部分
Customer Segmentation section of the SNAQ
· 顾客沟通分析工作表
Customer Communication Analysis Worksheets
· 利润潜力表格
Profit Possibilities Spreadsheet
· 折扣表
Discounting Tables
· 承诺威力 文章
The Power of Guarantees Article
· 市场营销活动分析
Marketing Activity Analysis
· 市场营销活动行动计划
Marketing Activity Action Plan
· 市场营销促销宣传日历
Marketing and Promotional Campaign Calender
· 市场营销战略计划模
Strategic Marketing Plan Template


典型模块五程序
Typical Module 5 Program





8
撰写市场营销战略计划
Document Strategic Marketing Plan


7

确定市场开发促销活动
Develop marketing and promotional activities


6
进行市场开发活动诊断 制定行动计划
Undertake marketing activity audit and develop action plan


5
制定正式定位定价战略
Formalise positioning and pricing Strategy


4

顾客市场类分类
Categorise customers into markets and class


3
确定客户选择标准
Define Customer Selection Criteria



顾客清单进行帕累托分析
Undertake Pareto Analysis on customer base
2



完成宗旨远景员工服务标准稿
Conclude Mission Vision and Team Service Standards
1


需完成务
Tasks to Be Completed
51
召开员工会议 确定企业宗旨远景员工服务标准
Hold a team meeting to conclude the Mission Vision and Team Service Standards of the business


· 邀请员工参加第三次员工会议 请参见 第三次员工会议邀请函
Invite the team members to their 3rd meeting Please refer to




Invitation to Team Meeting #3

· 确认准备会议议程请参见 第三次员工会议议程模 次会议应包括列容
Ensure that you have an agenda for the meeting – please refer to 3rd Team Meeting Agenda Template The meeting should cover the following
Ü 审阅企业宗旨远景形成致意见
Review and agreement of Mission and Vision
Ü 次回顾 优质服务争创第 培训结果
Review of the outcomes of the Exceptional Service – Leading The Pack workshop(s)
Ü 回顾员工服务标准达成致法
Review and agreement of the Team Service Standards and
Ü 作出步计划纲
Outline of the program going forward

· 里已提供出PowerPoint演示稿 第三次员工会议PowerPoint演示稿
A PowerPoint presentation has been provided 3rd Team Meeting PowerPoint Presentation

· 会议种轻松环境进行 建议会议星期五午举行准备点心饮料 请参见 第三次员工会议准备清单
Ideally this meeting should have a social element to it We suggest that it is held on a Friday afternoon and that light refreshments are arranged Please refer to 3rd Team Meeting Checklist

· 次会议营业绩改善项目重里程碑 应办成次庆祝活动 企业员工作出贡献表示感谢
This meeting marks an important milestone in the Business Performance Improvement Program and should be treated as a celebration It is essential that team members are thanked for their contributions



























52
现顾客进行帕累托分析 确定客户企业应该放弃
Conduct Pareto Analysis on current customer base and decide which clients you should no longer serve


· 需客户起重温帕累托原请参见 帕累托分析工作手册
You will need to review the Pareto Principle with the clients – please refer to Pareto Analysis Workbook
· 完成练方法会企业类型区 应该完成列步骤参见 帕累托分析工作手册
The approach to this exercise will differ according to the type of business However generally you will need to go through the following steps – refer to Pareto Analysis Workbook

Ü 召开员工会议 征求企业应放弃顾客法
Meet with your team and canvass their opinions on the customers they believe the business should no longer serve

Ü 确定顾客类A D 现客户进行分类
Define your customer categories – A to D and categorise your customers

Ü 客户企业带收益进行分析 帕累托原应客户收益分析中 应发现 D 类顾客特点
Analyse your clients according to the revenue they generate Applying the Pareto Principle to the client revenue analysis and you should begin to see a pattern emerging for the D class customers

























Ü 通完成客户均利润确认结
Confirm your conclusions by undertaking a profit per customer analysis

Ü 确认认应放弃顾客 考虑样做果
Identify those customers you believe should go and think through the consequences

Ü D 类顾客发送 您提供更服务 函
Send the How We Can Serve You Better Letter to the D class customers

· 需更信息 请参见帕累托分析工作手册
Please refer to the Pareto Analysis Workbook for further information












53
确定 A’ 类顾客未顾客选择标准
Define the A class customer and the future customer selection criteria

· 现需企业正式确定顾客选择标准 标准溶入企业系统中
Now you need to get the business to formalise its’ customer selection criteria and integrate the criteria into the systems of the business
· 建议员工参程
We suggest that you involve the team in this process
· 安排次员工会议—请参见 第四次员工会议邀请
Arrange a team meeting – please refer to Invitation to Team Meeting #4
· 会议应开2时 请参见 第四次员工会议准备清单
You should allow 2 hours for the meeting Please refer to













4th Team Meeting Checklist
· 确认准备次会议议程请参见 第四次员工会议议程模
Ensure that you have an agenda for the meeting – please refer to 4th Team Meeting Agenda Template
· 次会议办成头脑风暴会 里提供PowerPoint演示稿请参见 顾客选择标准—A’类顾客 PowerPoint演示稿
The meeting should be facilitated as a brainstorming session A PowerPoint presentation has been provided to assist you – please refer to Customer Selection Criteria – Our A Class Customer PowerPoint Presentation
· 需位会者份 顾客选择标准工作手册
You will also need to give each participant Our Customer Selection Criteria Worksheet
· 旦选择标准确定 需员工起头脑风暴 找出标准溶入相关制度销售程序办法 标准纳入企业体系中非常重
Once the selection criteria have been established you will need to brainstorm with the team to establish how the selection criteria can be integrated into the applicable business systems such as the sales process It is essential to build the criteria into the business systems













54
顾客市场类 然(顾客选择标准)等级进行分类
Categorise all customers into markets and then classification (according to client selection criteria)

· 步骤确定目标顾客 基础确定企业目标市场
This step is about defining the target customer segments so that the business can profile your target market






· 目标市场确定企业根量身定做市场活动 提高市场营销促销综合宣传效性
Profiling the target market will allow the business to tailor its’ marketing activities and therefore increase the effectiveness of its’ marketing promotions and general communication
· 真正解顾客 企业需明确目标市场口分布心理构成 SNAQ顾客分割部分已提供方面信息
In order to truly understand its’ customers the business will need to define the demographics and psychographics of their target market Some of this information will already have been established in the Customer Segmentation section of the SNAQ
· 参SNAQ 明确否需更信息 果需求企业者组织调研
Refer to the SNAQ and establish whether further information is required If it is allocate research activities to the business owners
· 认企业准确顾客分类 需找顾客进行接触佳途径 样做 企业选择佳宣传渠道媒体
Once you are satisfied that the business has accurately profiled its’ customer groups they will need to establish the best way to reach these customer groups This will enable them to identify suitable communication channels and mediums
· 宣传渠道应建立类顾客惯喜厌恶基础 例 顾客定会浏览某杂志期刊 肯定会 通确认选中顾客惯 更加准确针性展开宣传 参见 顾客宣传分析工作手册Communication channels should be based on the habits likes and dislikes of each segment eg some segments will read certain magazines and journals while others will not By establishing the habits of the selected customers you can more accurately target your communications Refer to Customer Communication Analysis Worksheets



























55
正式确定定位定价战略
Formalise the positioning and pricing strategy


· 部分计划需企业正式确定定位定价战略This Module requires the business to formalise the positioning and pricing strategy of the business
· 定位战略已项目前面部分明确(请参见模块三第四步：确定竞争位(战略)) 现确保已采取定价战略定位战略相致
The positioning strategy will already have been defined earlier in the program (please refer back to Module 34 Determine your competitive position (strategy) within those segments) However now we must ensure that the adopted pricing strategy is aligned to this positioning strategy
· 企业者进行减价影响培训 建议 利润潜力表格软件折扣表 两份材料已提供
The business owners will need to be educated on the impact of discounting In order to do this we suggest you use the Profit Possibilities Spreadsheet software and the Discounting Tables Both of these resources have been supplied
· 情况 应鼓励企业者实行提价 提价盈利性企业价值影响通 利润潜力表格显示
Where possible the business owners should be encouraged to implement a price increase The impact of this price increase on the profitability and value of the business should be demonstrated using the Profit Possibilities Spreadsheet
· 企业必须考虑采取承诺政策 战略效消顾客购买风险方面非常力 企业者应阅读 承诺威力文
The business must also consider the introduction of a guarantee This strategy is very powerful when it is used to effectively remove the risk of the purchase (for the customer) The business owners should read The Power of Guarantees Article



























· 企业者起展开头脑风暴找出种效承诺方式 参CAS报告顾客调查问卷反馈明确顾客认风险
Brainstorm with the business owners to establish a powerful guarantee Refer back to the CAS Report and customer survey feedback to identify the perceived risks from the customer’ perspective


56
进行市场营销活动诊断制定行动计划
Undertake marketing activity audit and develop an action plan

· 步骤目重新审视企业现市场营销活动效性
The purpose of this step is to review the effectiveness of the current marketing activities being undertaken by the business
· 企业者完成市场营销活动分析 解企业现市场营销活动水 里提供 市场营销活动行动计划
Ask the owners to complete the Marketing Activity Analysis This will give you some indication of the level of sophistication of the business’ current marketing activity A Marketing Activity Action Plan has also been provided
· 求企业者提供认够合理解释企业现市场营销活动信息(者相反信息) 关键衡量市场营销活动效果(通常相容易)
Ask the business owners to provide you with any information they have that would justify (or otherwise) their current marketing activities Measuring results is critical for marketing activities (and generally relatively easy)
· 需明确现市场营销活动否企业未战略相致
You will need to establish whether the current marketing activities are appropriate for the future strategy
· 较市场营销活动 完成 顾客沟通分析练表(模块五第四步) 沟通渠道然适
Compare the marketing activities to the completed























Customer Communication Analysis Worksheets (from Module 54) Are the communication channels still appropriate
· 审视性评估现市场营销活动(程中充分考虑目前止获切关顾客产品竞争手信息)
Critically evaluate the current marketing activities (drawing upon all the knowledge about customers products competitors etc that you have gained so far during the program)
· 重新审视 市场营销行动计划
Review the Marketing Action Plan

























57
确定系列旨企业成长市场营销促销活动
Develop a list of marketing and promotional activities designed to grow your business

· 审视三销售基础战略增加销售量 吸引更顾客(










A类顾客) 增加均销售额 增加客户交易次数
Review the 3 sales based strategies for increasing sales attracting more customers (A class) increasing the average sales value and getting your customers to come back to you more frequently (increasing the number of sales per annum to that customer)
· 需起草份市场营销促销日历 请参见 市场营销促销宣传日历
A Marketing and Promotional Calendar needs to be drawn up Please refer to Marketing and Promotional Campaign Calendar
· 项活动目需明确 非常重 果没明确目标 知道否实现目标 例 做报纸广告目标产生200销售咨询电话
For each activity the purpose must be defined This is critically important since unless you establish clear goals you will never know if you have achieved your objectives For example a goal for a newspaper advertisement may be to generate 200 inbound sales calls
· 项活动进行衡量切记 衡量控制理 衡量项活动效性企业改进市场营销活动 终花费铜板中更价值 衡量报纸广告例子(KPI)广告刊登五天里出现销售咨询数量 通KPI市场营销目标联系起 衡量活动效性
Each activity must be measured – remember what you can measure you can manage Measuring the effectiveness of each activity will enable the business to refine marketing activities and ultimately get more value for each dollar spent An example of a measurement (or KPI) for a newspaper advertisement could be the number of inbound sales calls in the 5 days following the advertisement By having KPIs related to your marketing goals you are able to measure the effectiveness of the activity
· 通制定日程行业周期趋势进行更监控
In developing the Calendar attention should be given to any industry cyclical trends


58
开始撰写市场营销战略计划
Start documenting the Strategic Marketing Plan


· 企业现开始撰写正式市场营销战略计划The business is now ready to start documenting their formal Strategic Marketing Plan
· 市场营销战略计划应制定出企业2—3年目标实现目标方法
The Strategic Marketing Plan should set out the objectives and ways in which the business will achieve its’ objectives for the next 23 years
· 市场营销战略计划模已提供请参见市场营销战略计划模
A Strategic Marketing Plan Template has been provided please refer to Strategic Marketing Plan Template
· 市场营销计划应包括企业列领域
The Marketing Plan should cover the following primary areas of the business
Ü 前言企业概述
Introduction – Business Overview
Ü 产品服务
Products and Services
Ü 市场分析评估
Market Analysis and Evaluation
Ü SWOT分析
SWOT Analysis
Ü 市场评估
Market Evaluation
Ü 目标市场
Target Markets










Ü 未方—战略发展
Future Direction – Strategy Development
Ü 战略性市场营销战略
The Strategic Marketing Strategy
Ü 业绩衡量
Performance Measurement and
Ü 财务预测
Financial Projections
· 市场营销战略计划需量分析工作已完成 请参见完成SNAQ
A significant amount of the analysis required for the Strategic Marketing Plan has already been completed Please refer back to the completed SNAQs


模块六企业系统化
Module 6 Business Independence


概述
Overview

模块目企业系统化 结果应包括列容
The purpose of this Module of the program is to systematise the business The outcomes should include the following
· 清楚适系统化文件(工作方式手册)
Clear and appropriate systems documentation (The This Is How We Do It Here manual)
· 员工职责进行改进更清楚明白
Improved role clarity for team members
· 取消效工作
Redundancy of wasted effort
· 效权力放
Effective Delegation of tasks
· 消系统瓶颈
Removal of system bottlenecks and
· 员工知识产权利体现
Capturing and making tangible the intellectual property of team members

部分项目中非常重步骤终形成更具价值企业 确保程中企业者决策者全力支持 应该样态度思考问题 假明天出售企业者进行授权专卖 会需准备文件
This is a very important in the program and ultimately will result in a more valuable business You will need to ensure that you get the full support of the owners and other key decision makers to the process The approach should be approached with the attitude of if I was going to sell or franchise my business tomorrow what would I need to have documented

理层责员工阐明 日常工作助实现企业目标 果理层法解释工作价值 份工作应取消 员工应行安排工作
Douglas Reid
施乐公司副总裁
摘 哈佛商业评

Management has a responsibility to explain to the employee how the routine job contributes to the business’s objectives if management cannot explain the value of the job then it should be eliminated and the employee reassigned
Douglas Reid
Vice President Xerox Corp
Harvard Business Review


学目标
Key Learning Objectives

列清单详细列举模块六企业系统化学目标容
The following list details some of the Key Learning Objectives of Module 6 – Business Independence
· 学通确认问题根源’解决问题办法
To learn how to facilitate problem resolution through identifying the root cause
· 清楚适系统文件 (工作方式手册)
Clear and appropriate systems documentation (The This Is How We Do It Here manual)
· 员工职责描述更清楚明白
Improved role clarity for team members
· 取消效工作
Redundancy of wasted effort
· 消系统瓶颈
Removal of system bottlenecks
· 员工知识产权利体现
Capturing and making tangible the intellectual property of team members
· 员工授权
Team Member empowerment
· 理解授权概念会助释放员工真正潜力
To understand the concept of delegation and how this can help to unleash the true potential of our team members and
· 建立种方式系统断创造更新
To establish a technique that enables systems to be continually created and updated

工具
Tools
列工具提供帮助 工具 需完成务部分相互参 (表示)
The following Tools have been provided to assist you These Tools are crossreferenced throughout the Tasks to Be Completed section (denoted by )
· 质量循环持培训文件包 (包括邀请信 会者工作手册 持手册 讲座准备清单PowerPoint演示稿)
Quality Circle Facilitator Training Pack (includes invitation letters participants workbook facilitators guide seminar checklist and PowerPoint presentation)
· 质量循环资源文件包 (包括员工邀请信 会议报告行动清单模 讲座准备清单 进行次质量循环活动 持手册)
Quality Circle Resource Pack (includes team member invites minutes and action list template seminar checklist and How To Run A Quality Circle Facilitator Guide)
· 员工会议(企业系统化)邀请函模
Invitation to Team Meeting (Business Independence) Template
· 工作方式 PowerPoint演示稿
The Way We Do It Here PowerPoint Presentation
· 工作方式工作手册
The Way We Do It Here Workbook
· 系统化案例研究
Systemisation Case Study
· 系统流程样
Systems Flowchart Example
· 授权会议议程
Delegation Meeting Agenda
· 授权会议准备清单
Delegation Meeting Checklist
· 授权行动计划
My Delegation Action List
· 授权会议反馈表
Delegation Meeting Feedback Form
· 系统程序模
Systems Procedure Template
典型模块六程序
Typical Module 6 Program

制定工作方式
Developing The Way We Do It Here
8


通员工会议审视系统化进展
Review systematisation
progress through a team meeting
7

企业起召开授权会议
Hold Delegation Meeting with the business owners

6

员工审视系统找出改进方面
Team members review their own systems to identify improvements
5

召开员工会议解释系统化优越性
Hold team meeting to explain systematisation benefits

4

审视现制度手册程序
Review existing systems manuals and procedures
3


企业建立质量循环
Establish Quality Circles throughout the business
2

进行质量循环持培训
Undertake Quality Circle Facilitator Training

1






需完成务
Tasks to Be Completed
61
进行质量循环持培训
Undertake Quality Circle Facilitator Training



· 挑选高级员工应该参加质量循环持培训 质量循环确认解决复杂问题种工具 BPIP部分模块中 企业者应企业全面实施质量循环措施促进系统化进程 Selected senior team members should undertake Quality Circle Facilitator training Quality Circles are a tool for identifying and solving complex problems During this module of the BPIP the owners of the business will be implementing Quality Circles throughout their business in order to assist the systemisation process

· 确认质量循环持应邀请参加次3时培训 寄发邀请函方式邀请员工 请参见 质量循环持培训邀请函 安排点点心饮料
Identified potential Quality Circle facilitators should be invited to a 3hour training session Invite the team members via a letter Please refer to Quality Circle Facilitator Training Invitation Arrange a venue and the refreshments

· 设施白板 白板笔 电脑 (供PowerPoint演示) 纸笔 投影仪 请参见 质量循环持培训会议准备清单
Equipment – whiteboard marker pens computer (for PowerPoint presentations) paper pens projector Please refer to Quality Circle Facilitator Training Session Checklist
· 培训应该愉快激励性 已提供包含列容质量循环持培训文件包
The training session should be fun and motivating We have provided a Quality Circle Facilitator Training Pack that contains

























Ü 培训邀请函
Workshop invites
Ü 会者工作手册
Participants Workbook
Ü 持手册
Facilitators Guide
Ü 培训准备清单
Seminar Checklist
Ü 培训反馈表
Seminar Feedback Forms and
Ü PowerPoint演示稿
PowerPoint Presentation




62
企业全面推行质量循环
Establish Quality Circles throughout the business


· 企业职部门应建立质量循环
Quality Circles should be established within each functional area of the business
· 需质量循环持发套质量循环资源文件包 套文件包里
You will need to issue Quality Circle Resource Packs to all the facilitators Each resource pack contains
Ü 员工邀请函
Team Member Invites
Ü 样实施质量循环持手册
How To Run A Quality Circle Facilitator Guide and
Ü 会议记录行动清单模
Minutes and Action List Template
· 应员工发出正式邀请函请参见 质量循环资源文件包


















Formal invitations should be sent to team members – Please refer to Quality Circle Resource Pack
· 质量循环会议旨员工解决运行中问题 需程序具备功
The purpose of the Quality Circle session is for team members to solve operational problems This requires a process whereby
Ü 通头脑风暴找出问题列出问题解决先次序
Problems are brainstormed and prioritised
Ü 问题症状确认列出先次序
Symptoms are identified and prioritised
Ü 通头脑风暴找出问题根源列出先次序
Possible causes are brainstormed and prioritised and
Ü 通头脑风暴找出解决方案
Possible solutions are brainstormed
· 次会议结束 持应该咨询顾问做1时会议情况通报
After each session the facilitator should undergo a 1hour session debrief with the consultant
· 次会两天应该会议记录行动清单发位会者 关会议记录行动清单模请参见 质量循环资源文件包
Minutes and Action Lists should be distributed to all participants within 2 days of each session Please refer to Quality Circle Resource Pack for the minutes and action list template




























63
审视现系统手册程序
Review existing systems manuals and procedures



· 收集企业现系统文件包括操作手册书面程序文件等
Collect all the existing systems documentation that the business currently has including operations manuals written procedures etc
· 审阅材料观察作成注解 例 否立发现程序中瓶颈 余意义务重复性工作
Review the materials and make notes regarding your observations of the systems eg can you immediately identify any bottlenecks in the processes redundant or pointless tasks and duplication of effort
· 审阅手册时 应考虑问题
As you review the manuals ask yourself the following questions
Ü 手册清楚明提供相应信息
Are the manuals clear and informative
Ü 果新员工 手册准确告诉工作利完成工作
If you were a new team member would the manuals tell you precisely how to do your job so that you are successful every time
Ü 否告诉什完成项工作 谁完成 什时候完成 什方完成 整程序中位置什
Do they tell you why the task is done who it is done by when it is done who does it and where the task is done and where the task fits into the overall process
Ü 项工作否制定相应KPI
Are there relevant KPIs identified for the task
Ü 手册表现形式合适 否应该采更图片忘张图片代千字文字说明
Is the format of the manuals appropriate Should more pictures be used – remember a picture can paint a 1000 words



· 记住 显示出潜瓶颈问题方做注解
Remember to make lots of notes of the areas that indicate potential bottlenecks or problems
· 许会发现企业根没操作手册 果种情况 请切记 整企业全面考察遍
You may find that the business has no operations manuals If this is the case please ensure that you do a walk through the business


64
召开员工会议解释系统化处
Hold team meeting to explain the benefits of systematisation


· 会议旨员工解BPIP阶段容解释程中参作
The purpose of the meeting is to inform team members about this stage of the BPIP and explain their involvement in the process

· 员工应企业老板总理正式邀请函 请参见 (企业系统化) 员工会议邀请函模
Team members should be formally invited to the meeting by the Owner Managing Director Please refer to Invitation to Team Meeting (Business Independence) template

· 应会讲解系统化处 请参见 工作方式PowerPoint演示稿 份演示稿致说明系统化处该项目实施 包括案例分析 例麦劳 Project空调等企业实例
At the meeting the benefits of systematisation should be explained Please refer to the PowerPoint Presentation The Way We Do It Here This presentation outlines the benefits of systematisation and how the project will be undertaken It also includes some case study examples such as McDonalds and Project Air Conditioning




















· 会求员工列出利完成工作关重5系统 请参见工作方式工作手册
At the meeting you will be asking all team members to list 5 systems that are critical for success in their jobs Please refer to The Way We Do It Here Workbook

· 注意员工机会提出关程序问题 员工提供程序创新信息源帮助非常关键
Ensure that you give team members the opportunity to ask questions about the process It is critical that you get their support since they will generally be the source of information that results in process innovations

· 安排次会议时间 应该第次会议约4周左右举行
Schedule the next meeting It should be held approximately 4 weeks after the first meeting




65
员工审视系统找出改进方
Team members review their own systems and identify improvements

· 员工系统文字化前 应观察员身份系统逐审查遍确保系统化身具操作性
Before team members document their systems it is essential that they perform a walkthrough their own systems with an observer to ensure that the system itself works
· 位员工应请位事起整系统审查次 事作扮演 挑剔者 批判性评价系统 进行审视中 员工应保证控制产品质量客户服务水时 积极寻找减少工作量办法
Each team member should invite a coworker to walk through the system with them The role of the coworker is to be the devils advocate ie to critically evaluate the system In doing the walkthrough team members should proactively seek ways to reduce the work required while maintaining controls product quality and customer service levels













· 旦两位员工正确系统达成致 该系统应(图解形式)制成正式文件 系统流程图 里提供份样 请参见系统流程图样
Once both team members have agreed on the correct system it must be documented (diagrammatically) This is called a systems flowchart and we have provided an example for you Please refer to the Systems Flowchart Example
· 帮助员工解程 请确保撰写系统前 阅读提供 系统化案例研究
To assist team members to understand the process please ensure that they read the Systemisation Case Study that we have provided to you prior to documenting their own systems
· 旦系统致认 应 系统程序模撰写
Once the system has been agreed upon it should be documented using the Systems Procedure Template
· 样 员工应该找位事批判性评价系统文件逐审查系统
Once again the team member should use a coworker to critically evaluate their documentation and again walk through the system




















66
企业者起召开 授权 会议
Hold a delegation meeting with the business owners


· 阶段 应该企业者(部分理果合适话)开会 探讨部分责授权员工性
During this section you should hold a meeting with the business owners (and if appropriate selected managers) to explore possibilities for delegating some of their duties to team members





· 授权员工处
Delegating work to team members has many advantages including
Ü 调动员工积极性
Empowering team members
Ü 形成接班计划
Creating a succession plan and
Ü 企业者高级理层行政理’时间里解脱出 更时间企业战略
Freeing up executive time so that the business owners and executive management team can spend more time working on the business
· 提供 会议议程模 请确保会议召开前少两天议程发会者 会议准备清单提供请参见 授权会议准备清单
We have provided a Meeting Agenda Template for you Please ensure that you send the agenda to all attendees at least 2 days prior to the meeting A session checklist has also been provided – please refer to Delegation Meeting Checklist
· 会参会者逐讨 授权行动清单
During the meeting you will be working through My Delegation Action List with the attendees
· 会议目位会者制定出授权行动清单 外 位会者会议结束时非常清楚效实行授权程序 员工双方达效果
The purpose of the meeting should be to develop a delegation action list for each participant In addition each participant should leave with a good understanding of how to effectively go about the delegation process in order to maximise the benefits to both themselves and their team members





























· 里提供 授权会议反馈表
Delegation Meeting Feedback Forms are also provided






67
评价系统化进程
Review systematisation progress


· 时 系统化项目应该已完成部份工作 现召开次员工会议评价项目进展
By this time a lot of work will have been undertaken on the systematisation project It is now time to hold another team meeting to review progress
· 次会议旨评价员工完成系统文件化方面进展 应该次非正式会议需准备议程
The purpose of the meeting is to review the progress that team members have made in respect to documenting their systems This should be a very informal meeting and therefore no agenda has been provided
· 会员工提供机会讨撰写前5系统时遇困难
The meeting provides an opportunity for team members to share any difficulties they experienced in documenting their first 5 systems
· 员工参加会议时定带系统文件样员工起分享成 次会议应开成次庆祝会 员工努力真诚感谢
Team members should be asked to bring along their systems documentation so that they can share their achievements with their fellow team members The meeting should be treated as a celebration and it is important that team members are sincerely thanked for their efforts
























· 准备回答员工系统化方面问题 特需重复解释重性价值分类
Be prepared to answer any questions that the team members may have in regards to systemisation In particular you may need to revisit the explanation of the salience worth classifications
· 员工解释步务成立项目组系统编入工作方式手册Explain to the team members that the next stage involves a project team pulling together all their systems into a The Way We Do It Here manual
· 求位员工完成5重系统规定2—4周时间完成
You will ask each team member to add 5 more critical systems to their list and set a 24 week deadline for their completion


68
系统编入工作方式手册
Bringing it all together in The Way We Do It Here Manual

· 需成立项目组系统结起
Finally you will need to appoint a project team to pull it all together
· 项目组负责编写工作方式手册The project team is responsible for compiling The Way We Do It Here Manual
· 需见面项目程序作详细介绍确保介绍项目价值企业中益处
You will need to meet with them and brief them on the process Ensure that you explain to them the value of the project and how it will benefit everyone in the organisation
· 手册包含员工提出系统程序 SME实手册里提供操作手册模 协助完成务 请参见该手册根企业情况进行调整改变















The manual will comprise of the systems and processes that the team members have been developing To assist in the process we have provided an Operations Manual Template in the SME Manual Please refer to this manual and make the changes that are appropriate for your business
· 制定份完成项目行动计划 该计划应包括
Develop an Action Plan for completing the project The plan should detail
Ü 采取什行动
What action will be taken
Ü 谁实施
By whom and
Ü 什时候行动
By when
· 选择企业职领域手册执行者
Appoint Manual Champions for each functional area of the business
· 选择庆祝日期 企业已完成重里程碑
Finally set a date to celebrate The business has reached another key milestone


模块七组织结构 知识环境理技术应战略
Module 7 Organisational Structure Knowledge Environmental Management and Technology Strategies

概述
Overview

知识创造企业价值极重部分 项目部分讨通体现专知识增加企业价值方法
Knowledge is an extremely important part of what makes your business valuable This part of the program looks at ways in which you can increase the value of your business through making your proprietary knowledge tangible


告诉会忘记
会记住
果做会理解
老子
公元前500年
Tell me I’ll forget
Show me I may remember
But involve me and I’ll understand
Lao Tzu
500 BC


研究表明 果告诉某某件事情……两年记住件事7容 果录 记住15容 果通角色表演验模拟操作作件事情 67容够记住 显示采取基角色演示模拟获知识知识战略重性
Research tell us that if you tell someone something…2 years later they will only remember 7 of what was said If they watch a video then they will retain 15 of the information BUT if we involve them through roleplay experience or simulation 67 of what is learnt will be retained This illustrates to us the importance of having a knowledge strategy that is based on knowledge transfer through roleplay and simulation

模块考察企业领域 根企业类型需完成工作相 领域必须包括 祝运
This module examines many different areas of the business and the extent to which work will need to be undertaken is heavily dependent upon the type of business you are working with However all areas should be examined Good Luck

学目标
Key Learning Objectives

列清单详细列举模块七组织结构 知识 环境理技术应战略学目标部分容
The following list details some of the Key Learning Objectives of Module 7 – Organisational Structure Knowledge Environmental Management and Technology Strategies
· 理解企业组织结构影响企业文化
To get an understanding of how the organisational structure of the business affects the business culture
· 理解组织结构类型类结构优劣
To gain an understanding of different types of organisational structures including the advantages and disadvantages of each
· 理解员工角色溶入整组织
To gain an understanding of how each team members role fits into the organisation
· 理解制定知识战略重性
To understand the importance of having a knowledge strategy in place
· 针企业发展需资源 明确制定出技术行动计划
To identify and develop a technology action plan for the resources that are required moving forward
· 理解环境企业运行影响
To understand the environmental impact of the businesses operations and
· 理解实行利创新持续改进系统
To understand and implement a system for innovation and continuous improvement
工具
Tools
列工具提供帮助 工具 需完成务部分 相互参 (表示)
The following Tools have been provided to assist you These Tools are crossreferenced throughout the Tasks to Be Completed section (denoted by )
· 组织结构工作手册
Organisational Structure Workbook
· 组织结构会议议程
Organisation Structure Meeting Agenda
· 组织结构会议准备清单
Organisational Structure Meeting Checklist
· 组织结构会议反馈表
Organisational Structure Meeting Feedback Form
· 角色描述表现计划工作手册
My Role Profile and Personal Performance Plan Workbook
· 角色描述表现计划会议议程
Role Profile and Personal Performance Plan Meeting Agenda
· 角色描述表现计划会议准备清单
Role Profile and Personal Performance Plan Meeting Checklist
· 角色描述表现计划会议反馈表
Role Profile and Personal Performance Plan Meeting Feedback Form
· 学型组织文章选编
Selected Articles on Learning Organisations
· 知识战略会议议程模
Knowledge Strategy Meeting Agenda Template
· 知识价值PowerPoint演示稿
The Value of Knowledge PowerPoint Presentation
· 知识战略模
Knowledge Strategy Template
· 环境理诊断
Environmental Management Audit
· 环境理文章选编
Selected Environmental Articles
· 环境行动计划会议议程模
Environmental Action Plan Meeting Agenda Template
· 保护环境PowerPoint演示稿
Looking After The Environment PowerPoint Presentation
· 环境理工作手册
Environmental Management Workbook
· 技术诊断
Technology Audit
· 技术SWOT行动计划
Technology SWOT and Action Plan
· 技术行动计划会议议程模
Technology Action Plan Meeting Agenda Template
典型模块七程序
Typical Module 7 Program




8

制定技术行动计划
Develop a Technology Action Plan



7
进行技术诊断—找出需改进处
Undertake a Technology Audit – identify opportunities for improvement



6

制定环境理战略
Develop an Environmental Management Strategy


5

评估环境企业影响
Assess the Environmental Impact of the Business Operations

4

实施知识战略
mplement a Knowledge Strategy


3
解知识战略重性
Understand the Importance of a Knowledge Strategy


确定员工职责描述
Determine the Role Profiles
2

重新审视组织结构
Review the Organisational Structure
1

需完成务
Tasks to Be Completed
71
重新审视组织结构
Review the organisational structure

· 实施BPIP间进行工作意味着企业形成组织结构已适应支持企业目标 现重新审视组织结构评估适性非常重
The work that has been done during the BPIP may mean that the historic organisational structure of the business is no longer valid or supportive of the goals and objectives of the business Therefore it is important at this point to review the organisational structure to assess its’ fit
· 完成务 需企业者起召开次会议 企业者应邀请理层成员参加次会议早取必须进行改革支持非常重
In order to facilitate a review of the structure you will need to hold a meeting with the business owners The business owners should also invite other members of the management team to the meeting since it will be important to gain support early for any changes that need to happen
· 次会议目回顾评价现组织结构选择方案评价结构优劣 终评估需企业现行组织结构进行改革
The purpose of the meeting is to review current perceptions of the organisational structure review alternatives and evaluate the advantages and disadvantages of different structures and finally asses what changes need to be made to the current organisational structure of the business























· 提供份会议议程样请参见 组织结构会议议程 提供份需会者完成 组织结构工作手册
We have provided a sample Meeting Agenda for you – please refer to Organisational Structure Meeting Agenda We have also provided a Organisational Structure Workbook for the attendees to complete during this meeting
· 次会议形成关组织结构进行改革 应积极方式员工宣布
Any changes to the organisational structure that result from this meeting should be communicated in a positive manner to all team member










72
确定岗位描述
Determining Role Profiles


· 旦理想组织结构确定 相关理应回顾评估岗位描述确定需进行改革 情况 需新产生岗位准备岗位描述 关岗位描述 请参见 招聘工具箱
Once the preferred organisational structure has been determined the appropriate managers should review all role profiles to determine what changes need to be made In some instances role profiles for newly created positions may need to be prepared Please refer to the Recruitment Toolbox for a Role Profile template
· 旦岗位描述评估完成 企业应召开次员工会议 次会议目员工通报新组织结构改革原 外 员工份岗位描述审查否认岗位职责相吻合
Once the review of the roles has been undertaken the business should hold a Team meeting The purpose of this meeting is to share with team members the new organisational structure and the reasons for the changes In addition all team members will be provided with a copy of their role profile and asked to review if this is an accurate reflection of how they believe their position should be


















· 会 员工应份 岗位描述表现计划工作手册 提供份 岗位描述会议议程
At the meeting all team members should be provided with a copy of their role description and My Role Profile and Personal Performance Plan Workbook We have also provided a Role Profile Meeting Agenda Template
· 员工应该2周时间完成岗位描述加入认相关技KPI
Team members should be allowed 2 weeks to complete their role profiles and add any competencies or KPI’s that they believe are relevant
· 岗位描述完成 理应审阅批准岗位描述正式文
Once completed the managers should review and give approval to all finalised role profiles











73
解知识战略重性
Understand the importance of a Knowledge Strategy


· 部分旨解知识价值’知识战略企业竞争力价值带影响
The purpose of this section of the Module is to understand the value of knowledge and the impact that a Knowledge Strategy can have on the competitiveness and value of the business
· 首先企业者需解信息知识两者区 两者常会混淆
Firstly the business owners will need to understand the difference between information and knowledge as this is often confused
· 信息指 什 知识讲样 般说 掌握知识类 信息相较 知识更复杂 更价值更难获 知识信息+理+验(诀窍)结果 学知识间着联系














While information is said to be the what knowledge is the how Generally it is our people that hold the knowledge When compared to information knowledge is more complex valuable and elusive Knowledge is the result of information + theory + experience (or knowhow) There exists an intimate link between learning and knowledge
· 日益增强竞争环境中 企业成学型组织非常重 请企业者阅读学型组织文章选编 文章详细介绍某非常成功企业成学型组织
In todays’ increasing competitive environment it is critical that businesses become learning organisations Please ask the business owners to review the Selected Learning Organisation Articles that detail how some very successful organisations have adapted to become learning organisations
· 通员工获知识 企业更价值 例 日企业利西方发明技术 通认识新技术应新未认识未满足需求方面创造许突破性产品
By capturing the knowledge of our team members we can make our businesses more valuable For example by recognising and exploiting the implications of new technologies to address new unrecognised or unmet needs Japanese companies have produced many product breakthroughs using technology that originated in the West










74
实施知识战略
Implementing a Knowledge Strategy


· 现企业必须制定实施知识战略
The business must now develop and implement its own Knowledge Strategy
· 知识战略应帮助企业成学型组织The Knowledge Strategy should support the business to become a






learning organisation
· 制定知识战略需召开次头脑风暴会 职领域理应邀请参加
You will need to hold a brainstorming session in order to develop the Knowledge Strategy The manager of each functional area should be invited to this meeting
· 提供份次会议议程样请参见知识战略会议议程模
We have provided a sample agenda for the meeting – please refer to Knowledge Strategy Meeting Agenda Template
· 会议议程少会议开始前两天发会者Send the agenda to all participants at least 2 days prior to the meeting
· 会议提供份助解释成学型组织价值PowerPoint演示稿请参见知识价值PowerPoint演示稿
We have provided a PowerPoint presentation for the meeting that helps to explain the value of becoming a learning organisation – please refer to The Value of Knowledge PowerPoint Presentation
· 次会议目制定企业知识战略 提供份模—请参见 知识战略模The purpose of the meeting is to develop the Knowledge Strategy for the business We have provided a template for this – please refer to the Knowledge Strategy Template
· 该模详细包含
The template details
Ü 采取什行动
What action will be taken
Ü 谁实施
By whom
Ü 什时候行动
By when and





















Ü 命位改革程牵头
Nominates a champion for the change process


75
评估环境企业运行影响
Assess the environmental impact of business operations

· 企业活动环境影响日益受政府消费者关注公利益团体高度监视 企业采取积极动姿态关注环境问题环境负责显重
The environmental impact of business activities is coming under increasingly intense scrutiny from Governments consumers and other public concern bodies It is therefore important that businesses are proactive in their approach to addressing environmental issues and in being environmentally responsible
· 明确企业生产环境影响企业需完成环境理诊断请参见 环境理诊断
In order to establish the impact that the business has on the environment in which it operates the business will need to complete the Environmental Management Audit– please refer to Environmental Management Audit
· 讨持续性污染臭氧量幅度减少环境问题文章 企业者选编文章供阅读请参见 环境问题文章选编
There are a multitude of articles dealing with sustainability pollution ozone depletion and other environmental issues A selection of articles has been provided for the business owners to read – please refer to Selected Environmental Articles
· 步 需企业者起开会讨环境理战略确定行动计划 企业者环境理会议前阅读选编里文章
In the next step you will need to hold a meeting with the business owners in order to review their environmental management strategy and to determine an action plan for moving forward The business owners will need to read the selected articles prior to the Environmental Management meeting




























76
起草环境行动计划
Draft an Environmental Action Plan


· 起草环境行动计划 需企业者开会 次会议目企业者解合理环境理起草环境行动计划重性 建议请高级员工参加会议 提供会议样议程环境行动计划会议议程模
In order to draft an Environmental Action Plan you will need a meeting with the business owners The purpose of the meeting is to educate the owners as to the importance of proper environmental management and to draft an Environmental Action Plan We recommend that you involve some senior team members in this process We have provided a sample agenda – Environmental Action Plan Meeting Agenda Template
· 提供会议演示稿 帮助解释应该考察环境问题请参见 保护环境PowerPoint演示稿
A presentation has been provided for the meeting that helps to explain the environmental issues that should be examined – please refer to Looking After the Environment PowerPoint Presentation
· 份工作手册帮助会者进行练 次会议意图制定企业环境行动计划 提供份模环境理工作手册
There is also a workbook to assist meeting participants through a number of exercises The purpose of the meeting is to develop the Environmental Action Plan for the business We have provided a template for this – Environmental Management Workbook
· 工作手册包含
The workbook goes through



















Ü 环境SWOT分析
Environmental SWOT Analysis
Ü 环境定位战略
Environmental Positioning Strategy
Ü 环境战略行动计划
Environmental Strategy Action Plan
Ü 日常理行动计划
Housekeeping Action Plan and
Ü 方面影响
Aspects and Impacts
· 命位改革程牵头
Nominate a champion for the change process


77
进行技术诊断明确改善机会
Undertake a Technology Audit and identify opportunities for improvement

· 企业技术战略支持企业宗旨远景目标关键
It is critical that the Technology Strategy of the business supports the business mission vision and objectives
· 首先 需企业者完成 技术诊断 诊断意图考察利技术程度 明确通利技术改善企业机会
First you will need to get the business owners to complete the Technology Audit The purpose of the audit is to examine the extent to which the business embraces the use of technology and identify opportunities for improving the business through the use of technology
· 技术诊断企业者五领域表现分
The Technology Audit asks the business owners to rank their performance in 5 key areas







Ü 技术应战略
Technology Strategy
Ü 生产
Operations
Ü 行政理会计
Administration and Accounting
Ü 销售市场营销
Sales and Marketing and
Ü 力资源理
Human Resource Management
· 企业者完成诊断 起审视性评价现技术应活动 (基目前获全部信息) 决定否需请位 技术专家协助
Once the business owners have completed the audit you will be able to have a meeting with the business owners in order to critically evaluate the current technology activities (drawing upon all the information you have gathered so far) and decide whether a Technology Expert should be engaged to assist in the process
· 次会议准备技术应行动计划
The meeting will also be used to prepare a Technology Action Plan




78
制定技术应行动计划
Develop the Technology Action Plan


· 需企业者开会讨技术应战略企业目前采技术方面必须注意问题You will now need to hold a meeting with the business owners to discuss their technology strategy and the issues that must be addressed in regards to the technology that is currently employed within the business


























· 次会议准备样议程请参见技术应行动计划议程模
We have provided a sample agenda for the meeting – please refer to Technology Action Plan Meeting Agenda Template
· 少会议前两天议程发会者
Send the agenda to all participants at least 2 days prior to the meeting
· 请位相关外部技术专家’参加次会议
You may also choose to have a relevant external Technology Expert present at the meeting
· 必须会前审阅已完成技术应诊断交会者评价
You must review the completed Technology Audits prior to the meeting and you should have copies at the meeting for review
· 合适话 职领域理应邀请参加会议
Where appropriate the manager of each functional area should also be invited to this meeting
· 会议意图完成SWOT分析制定技术应行动计划 提供模请参见 技术应SWOT行动计划
The purpose of the meeting is to complete the SWOT analysis and develop the Technology Action Plan We have provided a template for this – please refer to the Technology SWOT and Action Plan
· 工作手册系统分析解决问题程序明确必须采取行动 次会议结果制作完成份详细行动计划
This workbook systematically goes through the process of dealing with the issues and identifying the actions that must be taken The output of the meeting should be a detailed action plan





模块八反馈持续改善
Module 8 Feedback and Continuous Improvement


概述
Overview

阶段全部计划纳入组理工具 该工具企业日常营中 企业增长关键真正起作素进行衡量然相应调整战略 衡量必须成理程部分
This final stage is about pulling the whole program together in a set of management tools that can be used in the daytoday running of the business The key to growing a business is to measure the things that really count and then adjust your strategy accordingly Measurement must be an integral part of the management process

部分里企业者
During this stage the business owners will
· 制定实施衡记分卡系统
Develop and implement the Balanced Scorecard System
· 制定3年业绩指标营计划
Develop a 3 Year Key Performance Indicator Business Plan
· 学作业成原
Learn the principles of Activity Based Costing
· 制定监督外部环境系统
Set up systems to monitor their external environment
· 制定年度战略计划日程
Develop an Annual Strategic Planning Calendar and
· 实施够企业领先竞争手系统
Implement a system to ensure they stay in front of their competitors


学目标
Learning Objectives

列详细列举模块八反馈持续改善学目标部分容
The following list details some of the Key Learning Objectives of Module 8 – Feedback and Continuous Improvement
· 制定业绩指标系统 企业者根企业远景宗旨战略目标监控企业表现
To develop a Key Performance Indicator system that allows the business to monitor its performance against Vision Mission and Strategic Goals
· 建立衡记分卡企业够运财务业绩指标
To develop Balanced Scorecards for the business to compliment the financial key performance indicators
· 制定公司治理系统
To develop an organisational governance system
· 解作业成
To develop understanding of activity based costing
· 确保企业者继续注重断评估改善
To ensure that the owners of the business continue to focus on continuous measurement and improvement
· 解监控企业外部部环境重性
To develop an understanding of the importance of monitoring both the external and internal business environment and
· 实施种系统够保证需时时进行战略调整
To implement a system where changes to strategy are implemented as required
工具
Tools
列工具帮助工作 工具 需完成务部分相互参(表示)
The following Tools have been provided to assist you These Tools are crossreferenced throughout the Tasks to Be Completed section (denoted by )
· 衡记分卡培训资源文件包(包括邀请函 持手册 会者工作手册 PowerPoint演示稿 培训准备清单反馈表)
Balanced Scorecard Workshop Resource Pack (includes invites facilitator guide participant workbook PowerPoint presentation seminar checklist and feedback forms)
· 3年业绩指标营计划模
3 Year Key Performance Indicator Business Plan Template
· XYZ公司3年业绩指标营计划
XYZ Ltd 3Year Key Performance Indicator Business Plan
· 利润潜力表格
Profit Possibilities Spreadsheet
· 环境敏感性练表
Environmental Sensitivity Worksheets
· 作业成练 资源文件包(包括培训邀请函 PowerPoint演示稿 员工工作手册 持手册 培训准备清单反馈表)
Activity Based Costing Workshop Resource Pack (includes workshop invites PowerPoint presentation team member workbook facilitator guide and seminar checklist and feedback form)
· 战略理会议议程模
Strategic Management Meeting Agenda Template
· 战略理会议会议记录模
Strategic Management Meeting Minutes Template
· 年度战略计划日历
Annual Strategic Planning Calendar
· 文章战略种艺术
Strategy as a Craft Article


典型模块八程序
Typical Module 8 Program


监控进展更新战略行动计划Monitor progress update strategy and action plan
3
6
5
7
4
8
2
1




制定年度战略计划日历
Develop the Annual Strategic Planning Calendar



实行月度战略理会议制度
Implement Monthly Strategic Management Meetings



环境敏感性分析
Environmental sensitivity analysis




考察企业赢利潜力
Examine the profit possibilities for the business




举办作业成培训
Hold Activity Based Costing workshop




制定3年企业KPI计划
Develop 3Year KPI Business Plan


举办衡记分卡培训
Hold The Balanced Scorecard workshop

需完成务
Tasks to Be Completed
81
衡记分卡培训
Balance Scorecard Workshop



· 衡记分卡作企业目标转化系列业绩衡量
The Balanced Scorecard is used to translate the business objectives into a set of performance measures
· 衡记分卡企业者四角度观察企业
The Balanced Scorecard presents the business owners with 4 different perspectives from which to view their business
Ü 财务
Financial
Ü 顾客
Customer
Ü 企业部
Internal business and
Ü 创新学
Innovation and learning
· 记分卡四张
There are 4 scorecards in total
· 张记分卡指标数量限 样保证企业者理关注企业长期成功增长真正重事情
The number of indicators on each scorecard is limited This ensures that the owners and managers of the business only focus on those things that are really important to the longterm success and growth of the business
· 衡记分卡企业战略左右 竞争环境市场形势产品服务战略等
The Balanced Scorecard is driven by the strategy of the business ie the competitive environment market situations and product service strategies































· 衡记分卡根企业采基财务指标表现指标
The Balanced Scorecard is used to compliment the other financial based key performance indicators that the business uses
Ü 请参见衡记分卡研讨会资源文件包
Please refer to Balanced Scorecard Workshop Resource Pack







82
制定3年企业业绩指标行动计划
Develop a 3Year Key Performance Indicator Business Action Plan

· 关键成功素应KPI反映样 断衡量企业中真正重事情Every critical success factor should have associated KPIs so that you can constantly measure the really important things in your business
· 避免信息企业应制定实施项3年企业业绩指标计划 项计划正名称样 包含KPI
To avoid information overload the business should design and implement a 3 Year Key Performance Indicator Business Plan The 3 Year Key Performance Indicator Business Plan is as the name suggests a Business Plan that comprises solely of KPIs
· 设计份3年业绩指标模 帮助设计计划请参见 3年企业业绩指标计划
We have designed a 3Year Key Performance Indicator template to assist you in designing your own – please refer to 3Year Key Performance Indicator Business Plan
· 提供份实例样请参见 XYZ公司3年业绩指标计划
We have also provided an example to assist you – please refer to XYZ Ltd 3Year Key Performance Indicator Business Plan




















· 需企业者起召开会议 解释概念开始起草KPI
You will need to hold a meeting with the business owners to explain the concept to them and to begin to draft some KPIs
· 果话 应3年KPI企业计划进行技术处理 采仪表板方法 仪表板方法指 部分重KPI图示方法电脑显示 事先确定基准相较
Where possible the 3 Year KPI Business Plan should be technology enabled Where appropriate a Digital Dashboard should be implemented A Digital Dashboard basically means that the most significant Key Performance Indicators are graphically displayed and compared to predefined benchmarks on a computer desktop


83
举办作业成计算培训
Hold Activity Based Costing Workshop


· 作业成计算培训培训企业者(相关员工例会计)作业成计算方法分析产品服务成
The Activity Based Costing workshop is used to train business owners (and other appropriate team members for example the accountant) how to analyse product and service costs using activity based costing
· 正式邀请企业者理员参加培训参见 培训资源包中 作业成计算培训邀请函
Formally invite the business owners and management team refer to the Invitation to Activity Based Costing in your training resource pack
· 安排点(量中立性点)餐饮 (午茶午餐午茶)
Arrange venue (try to use a neutral venue) and refreshments (morning tea lunch and afternoon tea)















· 设施白板 白板笔 电脑(PowerPoint演示) 纸笔投影仪 请参见培训资源包中培训准备清单
Equipment – whiteboard marker pens computer (for PowerPoint presentations) paper pens projector Please refer to the Seminar Checklist included in your training resource pack
· 培训中指导会者实行作业成计算方法 种培训适产品范围较需水力工时投入完成务制造型企业
During these sessions you will be teaching participants how to implement activity based costing This training is only appropriate for manufacturers who manufacture a range of products that require differing levels of overheads and effort in order to be completed
· 会者会通实例分析解企业里实施利作业成计算
During the session participants will be guided through an example that will assist them to how to implement and use activity based costing within their business
· 请参见作业成计算资源文件包
Please refer to Activity Based Costing Resource Pack





















84
评估利润潜力
Review the profit possibilities


· 现应该企业者高级理层起开会找出企业改善盈利状况领域
You should now hold a meeting with the business owners and senior management team in order to identify immediate areas for profit improvement within the business
· 需利润潜力工具
In order to do this you will need to use the Profit Possibilities tool








· 求企业者期财务报告带
Ask the business owners to bring along their last financial statements
· 次会议目确定企业取成功佳途径
The purpose of the meeting is to establish the best way for the business to achiever
· 通含客户数利润潜力工具 应够确立出企业增长容易实施战略 By using the Profit Possibilities tool with the clients’ figures you should be able to establish the easiest strategy for the business to grow ie
Ü 企业应瞄准增加顾客(A类)数量
Should the business aim to increase the number of customers (A class)
Ü 企业应增加顾客购买次数(购买频率)目标
Should the business aim to increase the number of times that a customer repeats their purchase (buying frequency) or
Ü 企业应力图通加价增加附加销售增加次销售均金额
Should the business aim to increase the average value of each sale eg by putting up prices or by increasing addon sales
· 客户起讨情形时 确保数认
As you go through the different scenarios with the client please ensure that you have their commitment to the numbers
· 旦战略确定 通头脑风暴寻找实施办法
Once a strategy has been decided upon brainstorm for ideas on implementation






















85
环境敏感性分析
Environmental Sensitivity Analysis


· 企业外部环境必须断监测找出企业面机会威胁
The external environment of the business must be continuously scanned in order to identify opportunities and threats to the business
· 必须建立环境敏感性分析组 该组应四位员工组成负责四领域
An environmental sensitivity analysis team must be established It should comprise of 4 team members one for each area
Ü 政治法律
Political Legal
Ü 济
Economic
Ü 社会文化
Social Cultural and
Ü 技术
Technological
· 该组必须持续环境进行监测发现机会威胁 应监测容例
The team must continually scan the environment to identify threats and opportunities for the business Examples of things they should monitor include
Ü 报纸杂志
Newspapers and Journals
Ü 竞争手行动
Competitor actions and
Ü 互联网
The Internet
· 监测容应企业者报告 样企业战略进行必调整


































These should be reported back to the owners of the business so that the business strategy can be adjusted as necessary
· 环境敏感性组月交出监测发现 报告提交月度战略理会议 报告样式包含环境敏感性分析练表中请参见环境敏感性分析练表
Every month the Environmental Sensitivity Team must submit back their findings Their report is tabled at the monthly Strategic Management Meeting The report is contained within the Environmental Sensitivity Analysis Worksheets – please refer to the Environmental Sensitivity Analysis Worksheets








86
实行月度战略理会议制度
Implement monthly Strategic Management Meetings


· 该会议目踪分析企业实现宗旨远景目标方面进展
The purpose of this meeting is to monitor the businesses progress towards its mission vision and objectives
· 次会议前两天 会者收企业会议文件包
2 days prior to each meeting all attendees must be issued with a board pack
· 份文件包应包括
Each board pack should contain
Ü 会议议程
Agenda
Ü 环境敏感性分析报告
Environmental Sensitivity Analysis Reports
Ü 前月财务报告(包括盈亏表 资产负债表现金流量表)
Financial Statements for the previous month (including Profit and Loss statement Balance Sheet and a Cash Flow statement)


















Ü 预算实际业绩较
Comparison between budget and actual performance
Ü 3年业绩指标营计划
The 3 – Year Key Performance Indicator Business Plan and
Ü 衡记分卡
The Balanced Scorecards
· 战略理会议提供议程模请参见战略理会议议程模
We have provided an Agenda template for the Strategic Management Meetings – please refer to Strategic Management Meeting Agenda Template
· 次会议应写出包括行动计划会议记录 准备记录模请参见战略理会议会议记录模
Minutes with assigned actions should be prepared after every meeting We have provided a Minutes Template to assist you – please refer to Strategic Management Meeting Minutes Template


















87
制定年度战略计划日历
Develop the Annual Strategic Planning Calendar


· 目前止 企业已制定系统效运转 现务建立种结构确保企业战略计划方面企业系统合体
Now that the business has all its systems in place and is operating effectively a structure needs to be put in place to ensure that the Strategic planning aspect of the business is integrated into the business systems
· 企业必须战略计划活动确定时间安排
The business must put in place a schedule for the strategic planning activities











· 年必须评估务包括
Tasks that need to be reviewed at least annually include
Ü 准备年度预算 包括损益表 资产负债表现金流量表
Preparation of Annual Budgets including Profit and Loss Balance Sheet and Cash flow Statements
Ü 评估企业营战略计划
Review of Strategic Business Plan
Ü 评估市场营销战略计划市场营销促销活动日历
Review of Strategic Marketing Plan and assessment of Marketing and Promotions Calendar
Ü 评估技术应计划
Review of Technology Plan
Ü 评估力资源战略包括培训需求分析计划
Review of Human Resource Strategy including Training Needs Analysis and Plan
Ü 评估知识战略
Review of Knowledge Strategy
Ü 评估环境计划
Review of Environmental Plan and
Ü 评估生产计划
Review of Operations Plan
· 年度计划日历安排出项评估工作时间 提供份模请参见年度战略计划日历模
Schedule each of the reviews on the Annual Planning Calendar We have provided a template for you – please refer to Annual Strategic Planning Calendar Template





























88
进展监控 修改更新行动计划战略
Monitor progress revise and update Action Plan and Strategy

· 保持项措施持续实施非常重 企业者付出努力达目前项目阶段 现需保持程序断前进持续衡量理企业项活动
It is so important to keep the process going The business owners have worked very hard to reach this stage in the program and now they must keep the process going – continually measuring and managing your activities
· 企业战略已制定 需进行修改Even though a business strategy has been developed this strategy may need to change
· 战略理会议应帮助找出影响企业战略问题 请参见战略会议会议摘
The Strategic Management Meetings should help you identify issues that may affect your business strategy Please refer back to the Strategic Management Meeting Minutes
· 行动计划次战略理会议应更新Action Plans should be updated after each Strategic Management Meeting
· 战略灵活战略解点重 请企业阅读文章战略艺术篇文章帮助解战略面机会威胁情况进行调整重性
It is important to understand that a good strategy is a flexible one Please get the business owners to read the Strategy As A Craft article – please refer to Strategy As A Craft Article This will help them to understand the importance of adapting the strategy to respond to opportunities and threats
· 记住衡量事情 控制
Finally remember – what you can measure you can manage




















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