【能力素质】商业计划十步法.ppt

商业计划十步法10stepbusinessplanning,ArthurWeiVersion2,天马行空官方博客：,什么是商业计划十步法Whats10stepbusinessplanning,是惠普和其他跨国企业使用的制定商业计划的工具ItsatooladoptedbyHPandmanyotherMNCs用逻辑的方式思考商业发展Logicalprocesstoconsideraspectsofbusinessdevelopment将目标、优先次序和内容协调一致的有效方式Effectivewaytosynchronizeorganizationalobjective,prioritiesandcontext适用于每个计划和所有商业形式Applyineveryplanningcycleandforallbusinesses,三层体系Three-tierSystem,业务基础数据表BusinessFundamentalTable,深入研讨资源规划,战略规划StrategicPlanning,1-2次/年Annuallyorsemi-annually,每季度一次Quarterly,每双周一次Bi-weekly,制定战略Strategy,业务优化增长计划BusinessoptimizationGrowth/Developmentplan,日常运营Dailyoperation,频度Frequency,目的Purpose,DeepDiveResourcePlanning,这10步是什么？Whatarethe10steps,1.任务Mission2.愿景Vision3.目标Objectives4.SWOT分析法SWOTanalysis5.成功的主要的因素KeySuccessfulFactors6.策略Strategy7.行动ActionItem8.业绩衡量与评判标准KPIandMeasurements9.预算与费用Budgetandexpense10.回顾与精炼ReviewandRefine,天马行空官方博客：,10步法的原理Rationalebehindthe10steps,澄清任务和价值贡献Clarifymission/Valueproposition,确定愿景/美好的目标Identifyvision/Nicegoal,确定即时目标Identifyimmediateobjectives,SWOT分析AnalyzeSWOToftheorg.,确认成功要素IdentifyKSFs,确定策略Determinestrategies,调整目标和策略Adjustobjectivesandstrategies,用行动达成策略Actionitemstoexercisestrategy,衡量成功和成就Measuresuccessandachievement,定期回顾进展Periodicalreviewtotrackprogress,天马行空官方博客：,逻辑流程Logicflow,目标Objectives,策略3Strategy3,策略2Strategy2,策略1Strategy1,行动3Action3,行动2Action2,行动1Action1,KPI1KPI2KPI3,衡量成功和成就Measurement&Achievement,回顾与提炼ReviewandRefine,天马行空官方博客：,第一步：任务Step1:Mission,我们要做什么Whatwedo我们的价值贡献Whyweourvaluepropositions团队任务构成组织任务并支持组织任务Theteamsmissionshallalignandsupporttheorganizationsmission关键词Keywordsforexample我们助力Weenable我们支持Wesupport我们管理Wemanage,天马行空官方博客：,第二步：愿景Step2:Vision,愿景是一个团队在相对较长段时间（35年）中想要达到的目标Visioniswhattheteamwouldliketobeinalongerterm(3-5years)愿景代表了团队最理想的状态Visionrepresentstheoptimalstatusoftheteam愿景是令人兴奋且卓越不凡的Visioncanbeexcitedandremarkable愿景被大多数人认同Visionshallbeagreedorrecognizedbymajority,第三步：目标Step3:Objectives,短期目标和团队使命（6个月或一年）Shorttermgoalstofunctionandperformtheteamsmission(6monthsor1year)推进愿景完成的步骤Stepstomovetheteamtowardsthevision团队目标构成组织目标TeamobjectivesshallalignandenableorganizationsobjectivesSMART目标SMARTobjectives精确的目标Specific可测量的目标Measurable可完成的目标Achievable相关的目标Relevant实现目标的时间表Timeframetoachieve,第四步：SWOT分析Step4:SWOTanalysis,内部和外部分析Analyzeinternalandexternal竞争者实力对比Strengthcomparingwithcompetitors弱势Weakness成长机会Opportunitytogrow对成长或地位的威胁Threatstoourgrowthorposition将35点按优先次序排列3-5pointswithprioritization结合商业目标Allroundbusinessobjectives,targetsandgoals,第五步：KSF（重要的成功因素）Step5:KSF(Keysuccessfulfactors),完成目标的3个最重要因素Top3factorswhichwillimpactgreatlytoyourgoalachievementKSF会影响你的投资或策略分配TheKSFshallreflecttoyourinvestmentorallocationstrategy投资时间和精力的3个重要领域Thetop3areaswhereyouwillinvestyourtimeandeffortsKSF和你的策略相关YourstrategyshallalignwiththeKSFs,第六步：策略Step6:Strategy,确保完成目标的方法Thewaytoensureyourgoalachievement善用实力，捕捉机会Utilizethestrength,capturetheopportunity改进弱点，管理威胁Dealwithweaknessandmanagethreats开发和培养团队Togrowanddevelopyourtalents,第七步：实施行动Step7:Actionitem,循序渐进的实施策略Thewaytoimplementyourstrategies,stepbystep谁来带领策略实施Whotoleadthestrategyimplementation需要做什么Whattodo什么时间完成策略Whentoaccomplishthestrategy,第八步：业绩衡量和评判标准Step8:KPI,measurement,平衡分数卡Balancedscorecard如何评测完成情况Howtomeasureachievement(SMART)通过执行费用需求实现目标策略Budgetneededtoimplementyourstrategytorealizetheobjectives,岗位平衡记分卡,结果与过程并重：,SMART,SMART用于评价目标和个人KPISMARTmeasurementofobjectivesandKPIsoneachindividual精确的目标Specific可测量的目标Measurable(by%,number,etc.)可完成的目标Achievable(achievableaggressiveness)相关的目标Relevant实现目标的时间表Timetoaccomplish,第九步：预算Step9:Budget,制定预算原则Budgetprinciples业务增长，则追加预算Growbusiness,thenincreasebudget收入增长时做积极的预算，对费用做保守预算Setaggressivebudgetonrevenuegrowthandconservativebudgetgrowthonexpense每月对完成情况做回顾Reviewtheachievementonmonthlybasis当调实际收入和预算出现误差，调整费用预算Adjustexpensespendingwhenrevenuebudgetisnotbeingmet人力资源预算Headcountbudget保守的增加编制，管理者对在位员工有培养发展和助其择业的责任ConservativeinaddingnewHCsasitismanagementresponsibilitiestodevelop,retainandre-deployemployees,第九步：预算Step9:Budget,应该申请多少预算Howmuchtoapply-5%原则-5%principle当业务增长时，以可行的费用预算为基准，降低5预算支出Reduce5%spendingbudgetbasedonyouravailablebenchmarkinagrowingenvironment当业务衰退时，降低5%的费用削减Reduce5%ofyourspendingcutbasedonyouravailablebenchmarkinadecliningperiod“一个好的公司或可以增加利润或可以控制成本；最好的公司是既增加利润又控制成本”“Goodcompanycaneithergrowrevenueorreducecost.