战略明晰方法介绍.ppt

XXX公司 协作的业务模型 方法论 xx咨询 协作业务模型 概述 n企业的效益是老总最为关心的话题，而效益的缺失也就意味着战略承载的失衡，也就是说 ，企业的战略无法得到有效的落实，成了空中楼阁。对于这一问题，我们无法将其简单归 因于战略制定、员工能力、绩效体系等单一的问题，而是需要在整个业务架构上寻求破解 。 战略 业务模式 业务流程 作业程序 业务架构 访谈、用户调查 、报告 结构 技能和 资源来源 业务能力 战略 / 计划 / 创新 / 品牌 / 企业文化 采购仓储计划 调度车间质检成品分销配送服务 差 额 n应用 n系统 n网络 企 业 信 息 管 理 人 力 资 源 管 理 财 务 会 计 管 理 行 政 后 勤 管 理 2 Copyright IBM Corporation 2003 xx咨询 业务战略明晰 n业务战 略明晰 n业务 目的 & 目标 n业务战 略概述 n业务 流程 n业务 目标和业务 流程的映射 n活动矩阵 n活动模板和活动矩阵处 理 n业务组 件边界定义 n业务 流程/组件状态图 表 n业务组 件的战略作用 3 Copyright IBM Corporation 2003 xx咨询 业务战略明晰 业务战 略明晰概要 n业务战 略明晰阶段由一系列分析组成这些分析设计用于将业务的优先级及目标与下阶段构建业务模块 或业务的“组件”联系起来。这些连接用于确保未来流程、组织和系统变革与业务目标的完成紧密一致。 n这个阶段包含二个业务目标&目的创造经济价值的映射步骤，第一步收集高水平的业务流程（业务组 件的 主要功能），第二步根据业务活动的共性化的用途分离业务组 件（构件业务模块）。业务组 件在协 作商务中是关键的概念。 n使用CBM采用协作的、专门的组件为企业建模，根据其支持的系统、组织描述业务活动的组件。也可能分 解一个组件为几个子构件，企业里同一级别的组件集，不能互相交迭，他们总体覆盖企业的所有方面，并 匹配所有的业务需求。组件是有边界的。 业务业务 目标标 & 目的 业务业务 流程 (级别级别 2/3) 一个业务业务 活动动可能 支持许许多业务业务 流程 ，但是属于一个单单一 的业务组业务组 件 I II 1.11.3 1.41.21.5 1.61.7 1.8 1.9 业务业务 活动动业务组业务组 件 绩绩效矩阵阵 4 Copyright IBM Corporation 2003 xx咨询 列出了6个或这样的业务目标，而且将业务目标与考量业务性能目的联系起来，如： 目标： 在选择 的客户/产品片方面增加市场份额 目的： 年财务 从12%上升到15%。 收入：净利润每年增加 $100-$150m 目的和目标从可用到的业务单 元的计划、战略和预算文件获取，通过高级管理者访谈和评论/讨论。确定每个 目标的所有目的相当的（可能的）经济作用，使用价值树为 每个目标统计 可能的经济作用，这些价值仅仅为 了比较的目的，不同目标的详细说 明有益于不同时期的实现的可变性，为了简单化和一致性，一个共性化的 结构用于描述所有目标的经济价值。 业务目标 & 目的 维度和属性 n选择有代表性的六到八个业务目标 n目标组关注于： 实现 成本减少/改良效率 创造新的收入/能力平衡 减少风险 或开发新的机会 n目标直接或间接的与业务的财务方 面有关联，评估可能的经济价值作 用(基于确认的价值分析树原则) n定义运算法则。 n价值分析树，用于定义目标的运算 法则 价值分 析树 自有服务渠道的服务交易百分比 可用服务百分比- 到达市场/标准产品的平均时间 平均成本/新产品发布能力 课堂培训成本 P/ FTE # Products Held/Customer % Offers Made 销售成功百分比 利润数量/成功销售 广泛可用的联系历史 广泛可用的客户档案 平均客户开销 实施价格变动的成本 实施价格变动的时间 需要新合同的客户转换率 年度客户转换总量 Capital Charge Revenue NOPAT* Invested Capital WACC 财产 车间&设备 Financial Value Drivers 负债成本 股权成本 原材料成本 设计及研发成本 制造成本 市场营销成本 Competitive Advantage Period EBIT Margin Cash Tax 产业结构 竞争位置 可持续性 Business Objective 1 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 2 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 3 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 4 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 5 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 课堂培训时间 % TSC turnover (从受雇之日起至在职培训完成 % Offers Made 目标数量 绩效度量 每次呼入的混合AHT成本 Capital Charge 收入 单价 总量 NOPAT* Invested Capital WACC 营运资本 财务价值驱动 资本结构 劳动力成本 Competitive Advantage Period 息税前利润率 Cash Tax 商业目的 1 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 商业目的 2 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 商业目的 3 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 商业目的 4 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 商业目的 5 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 5 Copyright IBM Corporation 2003 xx咨询 业务战略概要是一个可选部分，依赖于对象组织自身战略业务规划文档的完整性。 非常清晰的表明的重要性在于它并不表示任何 作为一个正式的战略业务规划努力的CBM发布版本。 其出发点是使那些作为CBM发现的观众的员工不可轻易的访问到有关业务战 略细节的业务战略文档。 业务战略概要是现有业务战略的摘要，或者如果没有类似文档时可从1.1-3中数据采集及分析中得到。它表征了某些为其他CBM发 布版本提供通用文本的摘要方面/组织业务规划环境中的某些考量点。应被记述为容器/其他第一阶段发布版本的介绍，以创建一个 单独而统一的阶段报告。 业务战略概要 维度和属性 n包括所有可用于完善统一的阶段报告的通用文本及内容描述 ，概要应包括选定的统一描述，表，日程，将被用于在一个 精确的格式下提供充分的文本。总之它不应仅只是几页文章 。 n可能的主题包括: 产品&市场细 分 Bases for Differentiation 差异化的基础 SWOT (按业务线 /业务单 元划分) Key Planned Initiatives/Projects关键规 划动因/项目 客户档案/关键客户 Deliverable Description n任意格式的多章节报告（作为一个整合的阶段报告 的一部分），其中整合了关于业务战 略洞察摘要的文 本、表格和简单的图表描述 关键竞 争者 战略市场状况 Business Volumes & Projections 市场趋势 /事件 6 Copyright IBM Corporation 2003 xx咨询 示例：在战略明晰阶段，我们使用价值驱动树分析 来给出可能的潜力区域. - - - 业务业务 目的 % Of Service Transactions on Self Service Channels % Of Self-service Availability Average Time to Market/Standard Product Average Cost/New Product Launch Capacityh Classroom Training Duration % TSC turnover (from time of hire through completion of OJT) Classroom Training Cost P/ FTE # Products Held/Customer % Offers Made % Successful Sales Amount of Profit/Successful Sale Contact History Widely Available Customer Profile Widely Available Average Customer Spend Target Population Cost to Implement a Price Change Time to Implement a Price Change % of Account Transfers Requiring New Fulfilment Annual Account Transfer Volume 绩绩效度量 Product Development Time and Capacity Optimised Pricing Improve Product Transfer Capability Enhance Self-Service Capabilities Superior Cross-selling Superior Quality Optimise Customer Service Complete Customer Understanding Improve Product Development Time and Capacity Create and Support Customer Level Pricing Improve Product Transfer Capability Implement Parameter Based Business Rules Optimize Self Service Capabilities Increase Effectiveness of Crossselling Implement Cost Effective Testing Ability Rapid Internet Development Enhance Customer Service Provide a Complete Customer View and Leverage Customer Behavior Improve Workflow Capabilities Improve Instant Decisioning Capabilities Reduce Training Time and Costs Provide Flexibility to Leverage New Technology Establish Delivery Channel Consistency Provide Enhanced Personalization Capabilities Product Development Time and Capacity Optimized Pricing Improve Product Transfer Capability Consistent and Flexible Business Rules Enhance Self Service Capabilities Superior Cross -selling Superior Quality Enhance Internet Presence Optimize Customer Service Complete Customer Understanding Flexible Workflow Turnaround Decision Process Industry Leading Training Adapt to New Technology Integrated Delivery Channels Enhance Touchpoint Personalization Blended AHT Cost per call 新产品开发 新产品上线 Campaign List Creation and Maintenance Campaign Portfolio Management Account/Portfolio Repricing Customer Retention Product Upgrade 产品升级 Welcome Kit Issuance Transaction Processing Application Processing New Accounts Set-up Maintain Rewards Program General Account Inquiry Disputes Self Service Billing Statement Generation & Mailing Policy Check Issuance Customer File Maintenance Behavior Decision Model Development Customer Behavior Tracking General Account Inquiry Disputes Management Transfer Request Application Processing Fraud Processing Decision Model Development Customer File Maintenance 关键业务键业务 流程 Behavior Decision Model Development Customer Behavior Tracking Cross-Selling Processes 7 Copyright IBM Corporation 2003 xx咨询 Different- iated Base Level Competent 竞竞争定位业务业务 流程 改进产进产 品开发发的时间时间 和能力 创创建和支持对对客户户的定价 改进产进产 品履行 优优化自助服务务能力 提高销销售效力 Implement Cost Effective Testing Ability With Learning Loop 提高客户户服务务 提供完备备的客户户意见见平衡 Implement Parameter Based Product Fulfillment 快速互联联网开发发 改善工作流 提升实时实时 决策能力 减少培训时间训时间 和成本 Provide Flexibility to Leverage New Technology Establish Delivery Channel Consistency Provide Enhanced Personalization Capabilities 业务流程 维度和属性 n根据流程需求的竞争定位划分每个业务 流程的等级 n提供覆盖业务 范围的有代表性的1525个业务 流程，每个流程根据情况选择 1-3个指标 n定义性能指标的时候，将定性和定量或直接和间接转换为经济 价值（成本/收入、风险 ） Business Objectives % Of Service Transactions on Self Service Channels % Of Self-service Availability Average Time to Market/Standard Product Average Cost/New Product Launch Capacity Classroom Training Duration % TSC turnover (from time of hire through completion of OJT) Classroom Training Cost P/ FTE # Products Held/Customer % Offers Made % Successful Sales Amount of Profit/Successful Sale Contact History Widely Available Customer Profile Widely Available Average Customer Spend Target Population Cost to Implement a Price Change Time to Implement a Price Change % of Account Transfers Requiring New Fulfilment Annual Account Transfer Volume Performance Metrics Blended AHT Cost per call New Product Development New Product Launch Campaign List Creation and Maintenance Campaign Portfolio Management Account/PortfolioRepricing Customer Retention Product Upgrade Product Upgrade Welcome Kit Issuance Transaction Processing Application Processing New Accounts Set-up Maintain Rewards Program General Account Inquiry Disputes Self Service Billing Statement Generation & Mailing PolicyCheck Issuance Customer File Maintenance Behavior Decision Model Development Customer Behavior Tracking General Account Inquiry Disputes Management Transfer Request Application Processing Fraud Processing Decision Model Development Customer File Maintenance Key Business Processes Behavior Decision Model Development Customer Behavior Tracking Cross -Selling Processes Business Objective Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 1 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 2 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 3 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 4 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 5 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objectives % Of Service Transactions on Self Service Channels % Of Self-service Availability Average Time to Market/Standard Product Average Cost/New Product Launch Capacity Classroom Training Duration % TSC turnover (from time of hire through completion of OJT) Classroom Training Cost P/ FTE # Products Held/Customer % Offers Made % Successful Sales Amount of Profit/Successful Sale Contact History Widely Available Customer Profile Widely Available Average Customer Spend Target Population Cost to Implement a Price Change Time to Implement a Price Change % of Account Transfers Requiring New Fulfilment Annual Account Transfer Volume Performance Metrics Blended AHT Cost per call New Product Development New Product Launch Campaign List Creation and Maintenance Campaign Portfolio Management Account/PortfolioRepricing Customer Retention Product Upgrade Product Upgrade Welcome Kit Issuance Transaction Processing Application Processing New Accounts Set-up Maintain Rewards Program General Account Inquiry Disputes Self Service Billing Statement Generation & Mailing PolicyCheck Issuance Customer File Maintenance Behavior Decision Model Development Customer Behavior Tracking General Account Inquiry Disputes Management Transfer Request Application Processing Fraud Processing Decision Model Development Customer File Maintenance Key Business Processes Behavior Decision Model Development Customer Behavior Tracking Cross -Selling Processes Business Objective Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 1 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 2 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 3 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 4 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 5 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objectives % Of Service Transactions on Self Service Channels % Of Self-service Availability Average Time to Market/Standard Product Average Cost/New Product Launch Capacity Classroom Training Duration % TSC turnover (from time of hire through completion of OJT) Classroom Training Cost P/ FTE # Products Held/Customer % Offers Made % Successful Sales Amount of Profit/Successful Sale Contact History Widely Available Customer Profile Widely Available Average Customer Spend Target Population Cost to Implement a Price Change Time to Implement a Price Change % of Account Transfers Requiring New Fulfilment Annual Account Transfer Volume Performance Metrics Blended AHT Cost per call New Product Development New Product Launch Campaign List Creation and Maintenance Campaign Portfolio Management Account/PortfolioRepricing Customer Retention Product Upgrade Product Upgrade Welcome Kit Issuance Transaction Processing Application Processing New Accounts Set-up Maintain Rewards Program General Account Inquiry Disputes Self Service Billing Statement Generation & Mailing PolicyCheck Issuance Customer File Maintenance Behavior Decision Model Development Customer Behavior Tracking General Account Inquiry Disputes Management Transfer Request Application Processing Fraud Processing Decision Model Development Customer File Maintenance Key Business Processes Behavior Decision Model Development Customer Behavior Tracking Cross -Selling Processes Business Objective Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 1 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 2 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 3 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 4 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 5 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 业务目的 % Of Service Transactions on Self Service Channels % Of Self-service Availability Average Time to Market/Standard Product Average Cost/New Product Launch Capacity Classroom Training Duration % TSC turnover (from time of hire through completion of OJT) Classroom Training Cost P/ FTE # Products Held/Customer % Offers Made % Successful Sales Amount of Profit/Successful Sale Contact History Widely Available Customer Profile Widely Available Average Customer Spend Target Population Cost to Implement a Price Change Time to Implement a Price Change % of Account Transfers Requiring New Fulfilment Annual Account Transfer Volume Performance Metrics Blended AHT Cost per call 新产品开发 新产品上线 Campaign List Creation and Maintenance Campaign Portfolio Management Account/PortfolioRepricing Customer Retention 产品升级 产品升级 Welcome Kit Issuance Transaction Processing Application Processing New Accounts Set-up Maintain Rewards Program General Account Inquiry Disputes Self Service Billing Statement Generation & Mailing PolicyCheck Issuance Customer File Maintenance Behavior Decision Model Development Customer Behavior Tracking General Account Inquiry Disputes Management Transfer Request Application Processing Fraud Processing Decision Model Development Customer File Maintenance 关键业务流程 Behavior Decision Model Development Customer Behavior Tracking Cross -Selling Processes Business Objective Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 1 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 2 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 3 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 4 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 Business Objective 5 Goal 1, Measure 1, Measure 2, Measure 3 Goal 2, Measure 1, Measure 2, Measure 3 8 Copyright IBM Corporation 2003 xx咨询 业务目标与流程的映射 维度和属性 n矩阵的行相应的目标（选择 未来分解为目的和/或典型的影响（成本/收入/风险 ） n列是相应的流程（未来分解的性能考量（如：成本/收入/风险 ） n记录 每个目标可能的经济 作用 n矩阵内的每个单元分配业务 流程对于业务 目标的总的可能的经济 作用分配份额 n阐明经济 作用的分配份额，描述目标和流程之间联 系的业务设 想将增加到单元里。 Objective 1 Objective n Process 1 Process n Total $ Cost Revenue Risk Measure 1 Measure 2 Measure 3 $ 份额额 & 设设想 Total $Total $Total $Total $Total $ Measure 1 Measure 2 Measure 3 $?$?$? $?$?$? $?$?$?Total $ Cost Revenue Risk Total $x+y+z $x $y $z b% of y c% of z a% of x y-b% of y c-c% of z x-a% of x Total $ $x or optional detail 9 Copyright IBM Corporation 2003 xx咨询 The Value Chain Planning Analysis & Refinement Execution and (S)TP Monitor and Manage Busin