制定一项战略计划课件

Developmentofastrategicplan

制定一项战略计划Developmentofastrategicpla1Doweneedastrategy?

我们需要战略吗？Doweneedawrittenstrategy?我们需要书面成文的一项战略吗？Dowehaveastrategy?我们有没有战略？Doweneedastrategy?

我们需要战略吗2Theresponsibilityofmanagement

管理层的责任Tobringthecompanyintothefuture将公司引向未来Tomakethecompanyprofitable使公司创收盈利Tomakethecompanyabletocompetesuccessfully使公司具有在竞争中取胜的能力Efficiency效率Relevance相关性Stability稳定性Communication交流Relations关系Theresponsibilityofmanageme3Thedrivingforces推动力量Labourmarket劳工市场Managementconcepts管理理念GlobalisationCompetition全球化，竞争Localconditions当地情况Companystructures公司结构Technology技术Politics政治Internationali-sation国际化Privatesphere个人生活Thedrivingforces推动力量Labour4Strategy

definition

战略的定义Strategyvs.Tactics战略与战术Companystrategy:公司战略Plannedactionstofullfillamibitionsinasituationwhereotheractorsalsoactandtherebychangethesituation在有其他市场参与者参与因而影响局势的情况下，为实现自己的雄心而制定有关行动计划。Strategydefinition

战略的定义Strat5Theelementsofastrategicplan

一项战略计划必须包括的因素Mission/Idea宗旨/理念Vision愿景Strategicgoalsorobjectives战略目标Yearlyplansofaction年度行动计划Theelementsofastrategicpl6Missionandvision

宗旨和愿景Theidea-whatdowedoandwhy?:Mission 理念--我们做什么？为什么？：宗旨Howdowewanttoberecognized?:Vision 我们希望留给人什么印象？：愿景Purposeofstatements各种声明的目的communicationinbusinessenvironment在工商环境中进行交流communicationinternally内部交流frameworkfordevelopinggoalsandyearlyplans制定目标和年度计划的框架Missionandvision

宗旨和愿景Theid7Vision愿景Descriptionofadesiredfuture 对希望中未来的描述Boileddownversionofacomprehensivepicture 对一幅全景的浓缩Inspiring,motivating具有激励性，给人动力Believedtobereasonableandtrue合理而真实Creatingcommonexectationsandvalues 激发共同的期待，建立共同的价值观Mustnotnecesserallybeachieved 不一定能够实现Vision愿景Descriptionofadesi8Visionandgoals愿景和目标Howambitiousshouldonebe?Realisticgoals? 雄心勃勃应当到什么程度？目标现实吗？Understandingofbusinessenvironment 对工商环境的理解Stakeholders企业利益相关方/企业人Competitors竞争者Frameworkeg.Regulations 框架例如各种规定Understandingofability对能力的理解Workforce,competence人力，技能Product,development产品，开发Visionandgoals愿景和目标Howambit9Scenarios-lookingintothefuture

设想-展望未来Atoolforstrategicplanning战略规划的工具Different,possiblefutures不同的，可能的未来Increasingtheabilitytohandleunstable,unforeseeablesituations?增强处理不稳定因素和无法预见的情况的能力？Twoorthreescenarios?两种或者三种设想？Identifydrivingforcesshapingtheenvironment 确认造成环境的各种推动力量Thekeyquestion:Ifso,howshouldwebehave?首要的问题：如果是这样的话，我们应当怎样做？

Scenarios-lookingintothefu10StrategicgoalsI战略目标(一)Legitimategoals合法的目标Generallyunderstandable易懂Realistic,yetchallenging 现实，但具有挑战性Creatingenthusiasm激发热情StrategicgoalsI战略目标(一)Legi112yearsahead,maybemore?未来两年的目标，也许更长时间？Howmanystrategicgoals?几个战略目标？Strategicgoalsondifferentlevels?不同层次上的战略目标？StrategicgoalsII战略目标(二)2yearsahead,maybemore?St12Realisticgoals现实的目标Strenghts优势Weaknesses劣势Possibilities机遇Threats威胁Realisticgoals现实的目标Strenghts13Planofactions行动计划

Yearly年度Clustersofactionsneededtofullfileachstrategicgoal为实现各个战略目标必须实施的各类行动Maybeorganizedasprojects可用项目形式加以组织Contents:内容Whattodo:Theplannedaction做什么，计划的行动Whentodoit:Start–end什么时间去做，开始-终结Responsiblepersons负责人Othersinvolved其他参与者Planofactions行动计划Yearly年度14Theprocessofdevelopment

制定过程Shouldplayapart:应当参与者Theboard董事会Themanagement管理层Thedepartements各部门Thesupervisors监督者Theemployees员工Theunion工会Butwhataretheirdifferentroles?但他们的角色有何不同？Theprocessofdevelopment

制定过15Responsibilitiesinthedevelopment

制定过程中的责任Takepartinthediscussionsandthedevelopment参与讨论与制定Drawingupthebasicframesandmakingfinaldescisions制定基本框架和作出最终决策Departements各部门Supervisors监督者Employees员工Unions工会Board董事会Management管理层Responsibilitiesinthedevelo16Mission/BusinessIdea宗旨/商业理念StrategicManagementtransformation战略性的管理模式转化Vision愿景StrategicGoals战略目标StrategicChoices战略性选择CriticalSuccessfactors成功的关键因素Plansandimplementation计划和实施ScenarioA设想AScenarioB设想BTheprocessoverview整个过程全观Mission/BusinessIdea宗旨/商业理念S17Thecases实例Thehotel宾馆Thechemicalfactory化工厂Thecarrental车辆租赁公司Thecases实例Thehotel宾馆18Shortdescriptionoftodayssituation

目前情况的简述Thecompany公司Themarket市场Thegeneralsituation总体情况Thecompanysvision公司的愿景Ideasonthefuture对未来的设想Strategicchoices战略性选择Strategicgoals战略目标Plansofaction行动计划Thecontentoftheplan:计划内容Participationinthedevelopment

参与企业开发/计划制定Theboard董事会Themanagement管理层Thedepartemenets各部门Theemployees员工Theunions工会Dsecribethefollowing对以下事项的描述Shortdescriptionoftodayss19Developmentofastrategicplan

制定一项战略计划Developmentofastrategicpla20Doweneedastrategy?

我们需要战略吗？Doweneedawrittenstrategy?我们需要书面成文的一项战略吗？Dowehaveastrategy?我们有没有战略？Doweneedastrategy?

我们需要战略吗21Theresponsibilityofmanagement

管理层的责任Tobringthecompanyintothefuture将公司引向未来Tomakethecompanyprofitable使公司创收盈利Tomakethecompanyabletocompetesuccessfully使公司具有在竞争中取胜的能力Efficiency效率Relevance相关性Stability稳定性Communication交流Relations关系Theresponsibilityofmanageme22Thedrivingforces推动力量Labourmarket劳工市场Managementconcepts管理理念GlobalisationCompetition全球化，竞争Localconditions当地情况Companystructures公司结构Technology技术Politics政治Internationali-sation国际化Privatesphere个人生活Thedrivingforces推动力量Labour23Strategy

definition

战略的定义Strategyvs.Tactics战略与战术Companystrategy:公司战略Plannedactionstofullfillamibitionsinasituationwhereotheractorsalsoactandtherebychangethesituation在有其他市场参与者参与因而影响局势的情况下，为实现自己的雄心而制定有关行动计划。Strategydefinition

战略的定义Strat24Theelementsofastrategicplan

一项战略计划必须包括的因素Mission/Idea宗旨/理念Vision愿景Strategicgoalsorobjectives战略目标Yearlyplansofaction年度行动计划Theelementsofastrategicpl25Missionandvision

宗旨和愿景Theidea-whatdowedoandwhy?:Mission 理念--我们做什么？为什么？：宗旨Howdowewanttoberecognized?:Vision 我们希望留给人什么印象？：愿景Purposeofstatements各种声明的目的communicationinbusinessenvironment在工商环境中进行交流communicationinternally内部交流frameworkfordevelopinggoalsandyearlyplans制定目标和年度计划的框架Missionandvision

宗旨和愿景Theid26Vision愿景Descriptionofadesiredfuture 对希望中未来的描述Boileddownversionofacomprehensivepicture 对一幅全景的浓缩Inspiring,motivating具有激励性，给人动力Believedtobereasonableandtrue合理而真实Creatingcommonexectationsandvalues 激发共同的期待，建立共同的价值观Mustnotnecesserallybeachieved 不一定能够实现Vision愿景Descriptionofadesi27Visionandgoals愿景和目标Howambitiousshouldonebe?Realisticgoals? 雄心勃勃应当到什么程度？目标现实吗？Understandingofbusinessenvironment 对工商环境的理解Stakeholders企业利益相关方/企业人Competitors竞争者Frameworkeg.Regulations 框架例如各种规定Understandingofability对能力的理解Workforce,competence人力，技能Product,development产品，开发Visionandgoals愿景和目标Howambit28Scenarios-lookingintothefuture

设想-展望未来Atoolforstrategicplanning战略规划的工具Different,possiblefutures不同的，可能的未来Increasingtheabilitytohandleunstable,unforeseeablesituations?增强处理不稳定因素和无法预见的情况的能力？Twoorthreescenarios?两种或者三种设想？Identifydrivingforcesshapingtheenvironment 确认造成环境的各种推动力量Thekeyquestion:Ifso,howshouldwebehave?首要的问题：如果是这样的话，我们应当怎样做？

Scenarios-lookingintothefu29StrategicgoalsI战略目标(一)Legitimategoals合法的目标Generallyunderstandable易懂Realistic,yetchallenging 现实，但具有挑战性Creatingenthusiasm激发热情StrategicgoalsI战略目标(一)Legi302yearsahead,maybemore?未来两年的目标，也许更长时间？Howmanystrategicgoals?几个战略目标？Strategicgoalsondifferentlevels?不同层次上的战略目标？StrategicgoalsII战略目标(二)2yearsahead,maybemore?St31Realisticgoals现实的目标Strenghts优势Weaknesses劣势Possibilities机遇Threats威胁Realisticgoals现实的目标Strenghts32Planofactions行动计划

Yearly年度Clustersofactionsneededtofullfileachstrategicgoal为实现各个战略目标必须实施的各类行动Maybeorganizedasprojects可用项目形式加以组织Contents:内容Whattodo:Theplannedaction做什么，计划的行动Whentodoit:Start–end什么时间去做，开始-终结Responsiblepersons负责人Othersinvolved其他参与者Planofactions行动计划Yearly年度33Theprocessofdevelopment

制定过程Shouldplayapart:应当参与者Theboard董事会Themanagement管理层Thedepartements各部门Thesupervisors监督者Theemployees员工Theunion工会Butwhataretheirdifferentroles?但他们的角色有何不同？Theprocessofdevelopment

制定过34Responsibilitiesinthedevelopment

制定过程中的责任Takepartinthediscussionsandthedevelopment参与讨论与制定Drawingupthebasicframesandmakingfinaldescisions制定基本框架和作出最终决策Departements各部门Supervisors监督者