执行力三大流程2战略流程九大战略问题.doc

战略流程战略流程 STRATEGY PROCESS 战略 原本就是为执行而拟定出来的 一个良好的战略规划流程 需要对战略 如何执行 的各项问题 投入最多的心力 战略的实施细节必须来自与实施行动最为接近的人 他们应 该了解本身的市场 资源及自己的优势 劣势 机会与威胁 战略规划 在制定战略时 企业领导人必须自问 1 组织是否有能力做到要达到战略目标的必不可少的事情 又该如何着手这些事 2 战略背后的关键课题是什么 3 在企业的整体环境中 市场机会与威胁 竞争优势与劣势的定位如何 计划拟定后 必须再问 1 计划所依据的假设是否正确 2 各项替代方案的优缺点如何 3 组织是否有能力执行这一计划 4 为确保计划长期成功 短期与中期要做些什么 5 这一计划是否能因企业环境的变迁而有所修正 为了不让战略与现实脱节 你必须将它与人员流程结合起来 1 是否有适当的人员能够执行你的战略 2 如没有 你打算如何网络人才 另一方面 战略计划的各项细节必须与营运计划连接起来 如此不同部门间的动作才能步调 一致地朝你所期望的地方迈进 1 重点是如何执行 如果一项战略不重视如何执行的问题 就很可能会失败 2 战略的基本要素只能少 不能多 任何战略的实质内容都是一些基本要素构成的 这六 七个甚至更少的关键要素与行动 共同定义了战略的内涵 只要清楚界定出这些基本要素 就可使领导人在讨论政策时陈 述得更清晰 判断政策好坏及原因时也有所依据 也可能以一页的篇幅将战略的本质呈 现出来 3 区分战略的层次 战略管理 4 制定战略计划 要以具体的方式清楚地列明具体的方向 目前在哪里 未来要往哪里 又该如何到达 战略地图 要能以不多于一页纸的长度说明战略的基本要素 彰显战略的精义 还要能在最多二十 分钟内就可以简单清楚的语言描述出战略 良好的战略就是一组你所希望遵循的指示 它就象一张简明的地图 让你有很多发挥空 间 等你要决定战略的行动部分时 就必须列出战略的具体事项 并将它与人员流程和 营运流程结合起来 九大战略问题 QUESTIONS FOR A STRATEGIC PLAN 九大问题 让战略更健全 A strong plan must address the following questions制订战略时要探索的问题 1 What is the assessment 评估 看法of the external and internal environment 对 外部和内部环境的评价如何 战略管理 Environment Scanning 2 How well do you understand the existing customers and markets 对现有客户与市场了解多 少 见 Reading The division manager of a large industrial company recently proposed a growth strategy 提出一个增长战略 requiring a 300 million capital investment The strategy would adapt an existing technology to a new product that would be sold to a new set of customers The CEO listened He couldn t wait any longer to ask the following questions First who buys this product The purchasing managers of customer companies Let me rephrase the question Who specifies that this product should be purchased The division manager answered that it was obviously the engineers The CEO s final question delivered in a stern tone was How many engineers did you talk to The dead silence meant that the project was rejected People tend to look at their businesses from the inside out that is they get so focused on making and selling their products that they lose awareness of the needs and buying behaviors of their customers A customer is a person or organization that a marketer believes will benefit from the goods and services offered by the marketer s organization A market is referred to as all the people or organizations that may have an interest in purchasing a company s products or services In other words a market comprises 包含 由 组成all customers who have needs that may be fulfilled by an organization s offerings Understand customers 1 Three customer groups Existing Customers Former Customers Potential Customers 2 Consumer Buying Behaviour 消费者购买行为 Types of Consumer Purchase Decisions Why Consumers Buy Factors influencing a consumer s decision to purchase 影 响消费者购买行为的主要因素 How Consumers Buy to understand consumer buyer behaviour is to understand how the person interacts with the marketing mix Understand markets 1 Business Buying Behavior 2 Who Makes Up the Business Market 3 Supply Chain Members 4 Business User Markets 5 How Business Markets Compare to Consumer Markets 6 How Decisions Are Made 7 How Businesses Buy 3 What is the best way to grow the business profitably 使企业获利并成长的最佳途径是什么 and what are the obstacles 障碍to growth 成长的障碍是什么 4 Who is the competitor 竞争者是谁 Competitors competitor analysis 见 战略管理 5 Can the business execute the strategy 企业是否具备执行战略的能力 见 战略管理 之 Strategy Implementation 部分 An astonishing 惊人的number of strategies fail because leaders don t make a realistic assessment 没有进行现实的评价 of whether the organization can execute the plan Larry You measure your organizational capability by asking the right questions If your strategy requires a worldwide manufacturing capacity for example you need to ask Do we have people with global experience Do we have people who know how to source Do we have people who can run a supply chain that extends worldwide On a scale of one to ten if your answers come up a six you don t have enough capability You can certainly increase your capability you re looking at it not just today but two years out But what you distill and gain from the process is an understanding of what needs to be done To begin the implementation process strategists 战略家must consider three questions 1 Who are the people who will carry out the strategic plan 谁来实施战略规划 2 What must be done 必须做什么 3 How are they going to do what is needed 战略实施人员将如何做必需做的工作 6 Are the short term balanced 是否能兼顾短期与长期的平衡 7 What are the important milestones 里程碑 阶段性目标for executing the plan 计划执行过程中的阶段性目标为何 Milestones bring reality to a strategic plan If the business doesn t meet milestones as it executes the plan leaders have to reconsider 重新考虑whether they ve got the right strategy after all毕竟 This is another reason your business leaders have been in on be in on 参加 the plan from the beginning 开始 Because they helped build it and they own it they carry it around in their heads all the time unlike a staff driven planning book which will spend a year on shelves before being discarded So they can regularly test it against reality 8 What are the critical issues facing the business 企业面对的关键性课题为何 9 How will the business make money on a sustainable basis 该如何在永续性的基础上追求获 利 Every strategy must lay out clearly the specifics 细节of th