战略与平衡计分卡.ppt

1、Strategy & BSC Workshop 战略与平衡计分卡,中国培训师大联盟 www.china-,China Elements for Strategy Execution变革的中国因素,External:外部：,Internal:内部：,Results结果,Government / Regulation / WTO 政府 / 制度 / WTO,重组组织实施战略,文 化,Key Strategic Questions关键战略问题,Where are we now what is our business & organizational situation?我们现在所处的位置我们的业务

2、和组织的现状如何？ Where do we want to go? 我们的目标是什么？ What businesses do we want to be in ? 我们想发展哪些业务？ What market positions do we want to achieve?我们想在市场上占什么位置？ What buyer groups & needs do we want to serve?我们的客户群和他们的需求是什么？ What outcomes do we want to achieve?我们想要取得的结果是什么？ How will we get there? 我们如何达到目标？,战略管

3、理流程,Exercise: Analyze your Industry and the impact of WTO 练习： 分析您所处的行业现状 和中国进入WTO的影响,What is xxxxxs Business Strategy? xxxxx的商业战略是什么？,Determining a Companys Business Life Cycle决定公司的企业生命周期,The market situation invariably influences an individual companys business life cycle as determined by its mode

4、grow, earn, or harvest市场形势总是会影响到公司的企业生命周期, 并进而决定公司的商业阶段 成长阶段，收获阶段或收割阶段 Grow mode: riveting on the top line because the market is growing or there may not be much competition, or both成长阶段：由于市场持续增长或竞争很小，或两者兼备，公司形势一路走好 Earn mode: companies operate in markets of slower growth or virtually no growth, whe

5、re emphasis may be on market share or cost cutting收获阶段：市场增长缓慢或停止增长，企业重点强调市场份额或削减成本 Harvest mode: the companys market is stagnant or in decline收割阶段：市场停滞不前或呈下滑趋势,Which business stage is xxxxx in now?xxxxx现在处于哪个阶段？,Strategy: SWOT Qs 1, 2 & 3,What are our strengths? What might be our organizationssustai

6、nable competitive advantage ?我们的优势在哪里？公司的长久的竞争优势是什么？ What are the areas we need to improve in order to successfully implement our business strategy?要成功实施商业战略，哪些方面我们还需改进？ What are our possible opportunities?什么是我们的可能的机会？ What are the key business sectors we should focus on?哪些是我们应该聚焦的关键业务区？ Why is this

7、 a good market? How big is it now? Estimate future growth.为什么这个市场比较好？它现在有多大？评估一下它未来的成长状况。 What are the key aspects of each markets characteristics?每一个市场都有哪些关键特征？,Strategy: SWOT Qs 4 & 5,Analyze the Five Competitive Forces. How might we best defend againstthe IMPORTANT threats? 分析五种竞争力量，如何防止这些重要的威胁？

8、Rivalry among competitors 来自竞争对手的威胁 Substitute products 替代品 Barriers to entry 行业进入的门槛 Negotiating power of suppliers 供应商讨价还价 Negotiating power of buyers 顾客讨价还价 What should be our future strategic focuses?我们的战略重点应该是什么？,Three Value Propositions三种价值定位,Service Excellence: Delivering what customers want

9、with hassle-free service and superior value优质的服务：坚持“客户是上帝”的服务态度，超值满足客户所需 Case 案例: American Express 运通 Operational Excellence: Delivering high-quality products quickly, error free, and for a reasonable price高效的运作：提供高质量的产品，保证运货及时，不出错，价格合理 Case案例: Dell Computer 戴尔电脑 Continuous Innovation Excellence: De

10、livering products and services that push performance boundaries and delight customers持续的创新性：永远交付能够为客户消除障碍的产品和服务，愉悦客户 Case案例: Cisco Systems 思科系统,Identifying Strategic Internal Business Processes确认战略内部流程,Solution Development 方案开发 Customer Service 客户服务 Relationship Mgt 客户关系管理 Advisory Services 咨询服务,Str

11、ategic Processes 战略实践,Meet Basic Requirements达到基本要求,Identify Your Value Proposition您公司的价值定位是什么?,Capture knowledge about customers 获取客户信息 Understand customer needs了解客户需求 Empower front-line employees with information they need为一线员工提供他们所需的信息 Ensure that everyone knows the customer确保每位员工都了解客户 Make compa

12、ny knowledge available to customers让客户可以获取公司信息,Reduce time to market缩短进入市场时间 Commercialize new products faster 更快推出新产品 Ensure that ideas flow (e.g., from customer service to R&D)确保创意的流通性(例如，从客户服务部流通到研发部) Reuse what other parts of the company have already learned利用公司其他部门的经验,Reduce cost降低成本 Improve qu

13、ality提高质量 Move know-how from top-performing units to others把高绩效单位的知识推广到其他单位,Source: Based on material from Carla ODell, C. Jackson Grayson, “Knowledge Transfer: Discover Your Value Proposition,” Strategy and Leadership (March-April 1999)资料来源：战略和导向（1999年3-4月），“发觉您的价值定位”，作者为Carla ODell, C. Jackson Gra

14、yson,Discussion Questions问题讨论,What is your companys Value Proposition? Why do you use this business model? 您公司运用的是哪种价值定位？ 为什么选用这种模型？,Why a Mission or Strategic Vision为什么要有公司的战略使命展望?,Example: Strategic Vision战略使命的例子,We want Delta to be the WORLDWIDE AIRLINE OF CHOICE. 我们想让德而塔航空公司成为全球最好的航空公司,DELTA AIR

15、LINES 德而塔航空公司,Example: Strategic Vision战略使命的例子,WORLDWIDE, because we are and intend to remain an innovative, aggressive, ethical, and successful competitor that offers access to the world at the highest standards of customer service. We will continue to look for opportunities to extend our reach thr

16、ough new routes and creative global alliances. 我们在全球各地不仅已经是，而且要保持为一个有创新能力的，积极进取的，有伦理道德的，成功的市场竞争者，以最高的服务标准，为顾客提供服务。我们将继续寻找机会，通过进入新的航线或建立新的战略联盟，来扩大我们的业务范围。,DELTA AIRLINES,Example: Strategic Vision战略使命的例子,AIRLINE, because we intend to stay in the business we know best air transportation and related ser

17、vices. We wont stray from our roots. We believe in the long-term prospects for profitable growth in the airline industry, and we will continue to focus time, attention, and investment on enhancing our place in that business environment. 因为我们向进入我们最了解的业务，航空运输及相关服务，我们决不会离开我们的根，我们深信，航空业有着长期的前途，有利润，有增长，我

18、们将继续在这个业务环境中集中我们的时间，精力和投资。,DELTA AIRLINES,Example: Strategic Vision战略使命的例子,Of CHOICE, because we value the loyalty of our customers, employees, and investors. For passengers and shippers,we will continue to provide the best service and value. For our personnel, we will continue to offer an ever more

19、 challenging, rewarding, and result-oriented workplace that recognizes and appreciates their contributions. For our shareholders, we will earn a consistent, superior financial return. 我们极其看重顾客的忠诚度，以及投资者的忠诚度，对于旅行者和货物托运者，我们将不断的提供最好的服务，对于我们的员工，我们将提供更具挑战性，有成就感及以工作成绩为导向的工作环境，认可并感谢他们的贡献，对于我们的股东，我们将获取一个稳定的

20、超群的回报率。,DELTA AIRLINES,Defining a Company Business界定公司当前的业务,A good business definition incorporates three factors公司的业务由三个方面来界定 Customer needs WHAT is being satisfied 尽力要满足的客户需求是什么 Customer groups WHO is being satisfied 定位的购买群是谁 Technologies used and functions performed HOW customer needs are satisfi

21、ed满足目标市场使用的技术和开展的活动, 客户需求是如何满足的,What is your companys Mission and Vision 贵公司的使命与企业愿景 是什么?,Next Steps: Set Date for Submitting,Complete the SWOT Analysis for the Company 完善公司的SWOT分析 Finalize the companys mission and vision完善公司的使命与企业愿景 Finalize the companys key strategic focuses完善公司的关键战略重点 Develop the

22、 companys initial one year strategy planning 制定公司初步的一年战略计划,Translating Vision and Strategy into Operational Terms: A Balanced Scorecard 将远景和战略落实到可操作的具体目标: 平衡计分卡,Creating a Strategy-Focused Organization创建以战略为中心的组织,“大多数企业（70%以上），他们失败的真正原因不是因为策略不好，而是贯彻执行的不到位” CEO失败的主要原因 1999年财富杂志,“In the majority of ca

23、ses-70%-the real problem isnt bad strategy butbad execution.” Prominent CEO Failures, Fortune 1999,How can organizations create an“infrastructure” to better enablesuccessful strategy execution? 如何创建公司战略实施的 基础架构？,把业务战略和平衡计分卡，绩效管理，能力发展和浮动薪酬结合起来,确立战略,Financial财 务,The Companys strategy for growth & prof

24、itability, aligned with Corporate Strategy 公司的成长和赢利战略,Customers客 户,The Companys strategy for differentiation from the competition and a winning value proposition to key customers 公司从众多竞争对手中脱颖而出的战略和赢得客户的企业价值观,Operational企业运作,The Companys strategy for improving business processes in key areas for crea

25、ting growth, profitability & customer satisfaction 公司在关键领域改进业务流程以促进成长、增加赢利和提高客户满意度的战略,Learning 个人成长,The Companys strategy for innovation and for developing people who 1 learn & grow, 2 continue to adjust the strategy, and 3 improve its execution 企业创新与发展员工的战略：鼓励员工学习与成长、调整战略并改进战略实施,Translating Vision

26、and Strategy: A Balanced Scorecard 落实远景和战略: 平衡计分卡,为何要使用平衡式计分考评方法？,平衡式计分考评方法使公司能够在跟踪财务业绩的同时，监督能力建立的进展情况，并获取未来成长对无形资产的需求信息。 单独使用财务测量方法只能带来短期效益，并会阻碍公司能力的加强和对客户价值定位的中长期投资 平衡式计分考评方法突出了管理需求： 从多个角度剖析公司：-财务、客户、企业流程和人员 分析这些角度之间的联系 跟踪对比绩效表现与衡量标准 尽早找出问题 基于分析结果，对战略、目标和衡量标准作相应调整 平衡式计分考评方法能够帮助管理层构建战略实施的基础架构，设立工作重

27、点,Financial 财 务,Revenue growth 营收增长 Revenue per employee 人均创收 Profitability 收益率,Consumer客 户,Customer retention客户保持率 Customer satisfaction客户满意率 Market share市场占有率,Operational企业运作,Order fulfilment rate订单完成率 Optimal inventory level最佳库存量 Quality improvement rate质量改进率,Learning 个人成长,Number of new product i

28、deas in review被考评的新产品创意数量 Total T&D expenses/total pay roll costs培训发展总成本占工资总数的比重 Competency assessments for key mgrs主要管理人员的能力评估,The Gauges of Success: Balanced Measure Examples成功的标准：平衡计分法考核范例 生产型公司,设计流程:战略绩效管理系统,明确企业战略和必须重点关注的关键绩效区,确定每一个领域的目标财务/客户/运作/员工,为每个目标设定考评标准,为每个考评标准设定基本目标,为实现每个目标设定行动方案,为每个行动方

29、案界定具体的任务,目标领域，衡量标准和量化目标示例,平衡计分卡体系结构,价值链：高绩效要径,能力发展要素,*Adapted from Kaplan, Robert S. and Norton, David P. , The Balanced Scorecard: Translating Strategy Into Action. Harvard Business School Press, 1996.,价值定位,组织战略,Example: Strategic Linkages Profitability例子：战略联接 获得盈利,Customers/Markets Customer Satisf

30、action Quality On-time Delivery Deliver on “Promise” Maintain/Increase Repeat Biz Develop New Biz Sales Forecast Accuracy 客户/市场 客户满意度 质量 及时交付 兑现承诺 保持/增加重复业务 开发新业务 销售预测准确度,Processes Quality Efficiency New Product Development Cycle Time 流程 质量 效率 新产品开发周期,People/Learning Management Competency Communicat

31、ion Problem Solving Process Improvement Variable Pay System Performance Management information system Sales DB information system 人员/学习 管理能力 沟通 解决问题 流程改进 浮动薪酬体系 绩效管理信息系统 销售DB信息系统,Example of Objective Arena, Measures & Targets 关键成果区, 绩效指标,及目标范例 (1),圣元的客户目标是什么？,价值定位,价格,质量,时间,甄选,关系,形象,客 户 客户的期望是什么？,业务绩效杠杆,角度,财 务 我们的财务战略是什么？,Product Leadership Strategy产品领先战略,Brand品牌,Functionality产品功能,Time交付时间,Product/Service Attributes产品/服务品质,Relationship产品/服务品质,Image企业形象,Unique products and services that“push the envelope提供唯一的产品和服务，促成交易”,“The