企业战略发展规划ppt课件

1、企业战略开展规划.战略方案的要素Elements of the Strategic Plan 商业根底Business Foundation 商业定义Business Definition 战略使命Strategic Mission 中心战略Core Strategy关键结果领域Key Result Areas目的 Objectives目的 Goals行动方案 Action Plans.企业根底 Business Foundation商业概念：对公司所处业务领域的广义陈说 Business Concept：A broad statement of what business the firm

2、is in.战略使命：对组织在规划期末想要实现的目的的广义、可测陈说。 Strategic Mission: A broad,measurable statement of what the organization wants to become at the end of the planning period.中心战略：组织在其选定市场上如何进展竞争的总体概念。 Core Strategy: The overall concept of how the organization will compete in its chosen market.星巴克的企业概念Starbucks Bus

3、iness Concept外带(快速、便利);Take-out(fast, convenient);咖啡馆(食品、软饮;座位与气氛); Cafe (food & beverage; seating and atmosphere);零售(全咖啡豆与免费赠送的商品，以建立品牌资产)。 Retail (whole bean and complimentary merchandise offerings to build brand equity)星巴克零售业务向第一层次和第二层次客户提供全面、优质的咖啡体验。实现这一点是经过广泛的创新，以及在以下方面为特定客户需求定制的灵敏商业概念。Starbuck

4、s retail operations is in the business of providing a total, quality coffee experience to a Tierand Tier customer. This is accomplished through a range of innovative, flexible business concepts tailored to the given customers needs in terms of:.星巴克的战略使命，1994年至1999年Starbucks Strategic Mission, 1994-1

5、999 在2000年之前，将星巴克打呵斥为北美地域一流的咖啡零售商和咖啡品牌，为客户发明与众不同的日常咖啡体验，无论他们在哪里生活、任务或文娱。 To establish Starbucks as the leading retailer and brand of coffee in North America by the year 2000, by creating distinctive daily coffee experiences for our customers wherever they live, work or play. 20亿 + 2000家门店 = 2000年 2

6、Billion + 2000 Stores = 2000.星巴克的中心战略Starbucks Core Strategy重新定义咖啡馆性质，并“全面覆盖美国。 Redefine the nature of the coffee cafe and “blanket the U.S.运用我们在零售业的优势位置，成为咖啡业的可口可乐。 Use our dominance in retail be become the Coca-Cola of coffee.目的Objectives 在各关键结果领域想要实现的结果的总体定义，通常时间跨度为数年。阐明的是广泛的结果，而非行动。每个关键结果领域必需具有至

7、少一项源于使命陈说的明确目的。多数关键结果领域具有三到六个目的。 Overall definitions of what is to be achieved in each Key Result Area , typically over several years. Describes abroad outcome , not an action. Each KRA must have at least one stated objective that is derived from the mission statement. Most KRAs will have between th

8、ree and six objectives.目的Goals 现实、有时限并且可丈量的细化性目的，详细职责分配给详细个人通常是经理或部门主管。界定一项结果的范围与时限。每工程的应具有一个到多个目的。 Realistic,time-dated and measurable sub-objectives,the responsibility for which is assigned to a specific individual (usually a manager or department head).Defines scope and timing of an outcome. Each

9、 objective should have one or more goals. SMART目的 SMART GoalsS 详细结果Specific OutcomeM 可丈量/可量化Measurable/ QuantifiableA 可问责/可实现Accountable/AchievableR 结果导向性以及现实可行性Results-Oriented and RealisticT 时限性Time-Dated.行动方案Action Plans 规定出实现一工程的所必需采取的详细行动或步骤。与目的不同的是，行动方案不是以方向为导向；而是由一个或多个人执行的活动。 Specify the part

10、icular activities or steps that must be performed to achieve a goal. Unlike goals, action plans are not direction-oriented; they are activities that are performed by one or more people.99美分店范例Sample from 99 Only Stores目的:提高店铺的劳动消费率 Objective: Improve store labor productivity目的：08年9月30日前，与埃森哲公司协作制定和实施店铺员工工程 Goal: Develop and implement store labor engineering project with Accenture by 9/30/08行动步骤： Action Steps: -08年7月20日前完成5-S店的验证与工程规范。 Complete Validation Store 5-S and engineered standards b