日化行业业绩卓越奖及波多里奇奖（2）(ppt 171页).ppt

2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,1,Subject主题4Category,Item,AreaandSpecificQuestionsaskedbytheBaldrigeModel波多里奇所要求的类、条款、区域和特殊问题,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,2,CustomerandMarketFocus顾客和市场关注,StrategicPlanning战略策划,HumanResourceFocus人力资源关注,ProcessManagement过程管理,Leadership领导力,BusinessResults经营结果,Measurement,Analysis,andKnowledgeManagement,Organizationalprofile:组织简介Environment,RelationshipsandChallenges环境、关系和挑战,BaldrigeCriteriaforPerformanceExcellenceFramework:ASystemsPerspective波多里奇业绩卓越框架：系统性方法,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,3,LeadershipTriad领导力三元组,Leadership(Category1),StrategicPlanning(Category2),andCustomerandMarketFocus(Category3)representtheleadershiptriad.TheseCategoriesareplacedtogethertoemphasizetheimportanceofaleadershipfocusonstrategyandcustomers.Seniorleaderssetyourorganizationaldirectionandseekfutureopportunitiesforyourorganization.领导力（第1类），战略策划（第2类），顾客和市场关注（第3类）是领导力三元组。这些类放在一起是为了强调领导关注战略和顾客的重要性。高层领导建立组织的方向并寻求组织未来的发展机会。,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,4,ResultsTriad结果三元组,HumanResourceFocus(Category5),ProcessManagement(Category6),andBusinessResults(Category7)representtheresultstriad.Yourorganizationsemployeesanditskeyprocessesaccomplishtheworkoftheorganizationthatyieldsyourbusinessresults.人力资源重点（第5类）、过程管理（第6类）、以及经营结果（第7类）是结果三元组。组织的员工及其关键过程是完成经营结果的全部。AllactionspointtowardBusinessResultsacompositeofcustomer,productandservice,financial,andinternaloperationalperformanceresults,includinghumanresourceandsocialresponsibilityresults.所有活动都是以综合经营结果为导向顾客群、产品和服务、财务的以及内部运作的业绩结果，包括人力资源和社会责任结果。,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,5,SystemFoundation体系建立基础,Measurement,Analysis,andKnowledgeManagement(Category4)arecriticaltotheeffectivemanagementofyourorganizationandtoafact-basedsystemforimprovingperformanceandcompetitiveness.Measurement,analysis,andknowledgeserveasafoundationfortheperformancemanagementsystem.测量、分析及知识管理（第4类）是组织的有效管理以及以事实为基础的、提高业绩和竞争力的体系的关键。测量、分析及知识能够作为业绩管理体系的基础。,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,6,KeyCharacteristicsoftheCriteria-FocusonBusinessResults标准的关键特征关注经营结果（1）,FocusonOrganizationalperformanceareas:组织业绩领域聚焦：(1)customer-focusedresults,(2)productandserviceresults,(3)financialandmarketresults,(4)humanresourceresults,(5)organizationaleffectivenessresults,includingkeyinternaloperationalperformancemeasures,(6)governanceandsocialresponsibilityresults.（1）关注顾客的结果，（2）产品和服务结果，（3）财政和销售结果，（4）人力资源结果，（5）组织的效力结果，包括关键的内部经营业绩测量，（6）管理和社会责任结果。,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,7,KeyCharacteristicsoftheCriteria-FocusonBusinessResults标准的关键特征关注经营结果（2）,Usecompositeindicatortoensurethatstrategiesarebalancedbetweenimportantstakeholders,orshort-andlong-termgoals.使用综合指标以确保战略在重要的利益相关方，或短期、长期目标间的平衡(Amongthe7Categories,45%ofthescoresareallocatedtotheBusinessResultsCategory)（在7大类之间，45%的分数分配在经营结果这一类）,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,8,KeyCharacteristicsoftheCriteria-NonprescriptiveandAdaptable(1)标准的关键特性非指令性的并且是适应性强的(1),Thecriteriaismoreacollectionofthebestconceptsthanastandard.Therequirementsaretriggeredbyquestions(what,how).本标准与其说是一个标准还不如说是最佳概念的集合。标准中的要求是由问题（什么、怎样）触发的。-Organizationsareencouragedtodevelopanddemonstratecreative,adaptive,andflexibleapproachesformeetingbasicrequirements.Nonprescriptiverequirementsareintendedtofosterincrementalandmajor(“breakthrough”)improvements,aswellasbasicchange.鼓励组织发展并展示创造性的、适用的以及弹性的方法满足基本要求。非指令性要求是为了培育渐进的及重大的（突破式的）改进。,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,9,Theselectionoftools,techniques,systems,andorganizationalstructureusuallydependsonfactorssuchasbusinesstypeandsize,organizationalrelationships,yourorganizationsstageofdevelopment,andemployeecapabilitiesandresponsibilities.工具、技术、体系以及组织结构的选择通常取决的要素有：经营类型和规模、组织关系、组织的发展战略，以及员工的能力和责任。Afocusoncommonrequirements,ratherthanoncommonprocedures,fostersbetterunderstanding,communication,sharing,andalignment,whilesupportinginnovationanddiversityinapproaches.重点在共同的基本要求而非共同的程序，可培育最佳的理解、沟通、共享和协调方法，同时支持创新和多样性。,KeyCharacteristicsoftheCriteria-NonprescriptiveandAdaptable(2)标准的关键特性非指令性的并且是适应性强的(2),2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,10,KeyCharacteristicsoftheCriteria-MaintainingOrganization-WideGoalAlignment（1）标准的关键特性保持组织广泛的目标调整(1),ThesystemsperspectivetogoalalignmentisembeddedintheintegratedstructureoftheCoreValuesandConcepts,theOrganizationalProfile,theCriteria,andtheresults-oriented,cause-effectlinkagesamongtheCriteriaItems.系统性的实施企业目标一贯化体现在一个整合的架构上，包括核心价值及观念，组织解析、标准、及因果导向的经营结果上。,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,11,KeyCharacteristicsoftheCriteria-MaintainingOrganization-WideGoalAlignment（2）标准的关键特性保持组织广泛的目标调整(2),AlignmentintheCriteriaisbuiltaroundconnectingandreinforcingmeasuresderivedfromyourorganizationsprocessesandstrategy.Theuseofmeasuresthuschannelsdifferentactivitiesinconsistentdirectionswithlessneedfordetailedprocedures,centralizeddecisionmaking,orprocessmanagement.Measurestherebyservebothasacommunicationstoolandabasisfordeployingconsistentoverallperformancerequirements.Suchalignmentensuresconsistencyofpurposewhilealsosupportingagility,innovation,anddecentralizeddecisionmaking.标准中的一贯性建立在相关的组织过程和战略所引发的测量上。使用测量能引导不同的活动的朝向同一方向，而较少需要详细的程序、集中决策、或者过程管理。因此测量既可以作为沟通工具，又可以用来部署一致性的绩效要求。一贯性在支持灵敏性、创新以及授权的同时，还能确保目标的一致性。,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,12,KeyCharacteristicsoftheCriteria-SupportGoal-BasedDiagnosis标准的关键特性支持基于诊断所得出的目标,Andiagnosisassessmentprovidesaprofileofstrengthsandopportunitiesforimprovementrelativetothe19criticalbasicrequirements.TheScoringGuidelinesspellouttheassessmentdimensions-Approach,Deployment,andResults-andthekeyfactorsusedtoassesseachdimension.Inthisway,assessmentleadstoactionsthatcontributetoperformanceimprovementinallareas.Thisdiagnosticassessmentisausefulmanagementtoolthatgoesbeyondmostperformancereviewsandisapplicabletoawiderangeofstrategiesandmanagementsystems.诊断评估提供了与19个关键基本要求相关的改进机会和强点的剖析。计分指南清楚地说明了评估维数方法、调整以及结果和评估每一维数的关键要素。用此种方式，评估能够导致贡献于所有区域业绩改进的活动。诊断评估是一种有用的管理工具，并且适用于广泛范围的战略和管理体系。,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,13,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,14,2003CategoriesandItemsPointValues2003分类和条款评价分数1.Leadership领导力1201.1OrganizationalLeadership(70),组织的领导力1.2SocialResponsibility(50)社会责任2.StrategicPlanning战略策划852.1StrategyDevelopment(40),战略发展2.2StrategyDeployment(45)战略部署3.CustomerandMarketFocus顾客和市场关注853.1CustomerandMarketKnowledge(40),顾客和市场知识3.2CustomerRelationshipsandSatisfaction(45)顾客关系和满意度4.Measurement,Analysis,andKnowledgeManagement90测量、分析及知识管理4.1MeasurementandAnalysisofOrganizationalPerformance(45),组织业绩的测量和分析4.2InformationandKnowledgeManagement(45)信息和知识管理,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,15,2003CategoriesandItemsPointValues2003分类和条款评价分数5.HumanResourceFocus人力资源关注855.1WorkSystems(35),工作体系5.2EmployeeLearningandMotivation(25),员工学习和动机5.3EmployeeWell-BeingandSatisfaction(25)员工福利和满意度6.ProcessManagement过程惯例856.1ValueCreationProcesses(50),价值创造过程6.2SupportProcesses(35)支持过程7.BusinessResults经营结果4507.1Customer-FocusedResults(75)关注顾客的结果7.2ProductandServiceResults(75)产品和服务结果7.3FinancialandMarketResults(75)财政和市场结果7.4HumanResourceResults(75)人力资源结果7.5OrganizationalEffectivenessResults(75)组织效力结果7.6GovernanceandSocialResponsibilityResults(75)管理和社会责任结果TOTALPOINTS:1000,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,16,ExpectationsaboutScores得分预计,MostcompaniesthinktheyratemuchhigherontheBaldrigeScalethantheyreallymerit.Theresultsfromansweringquestionsurveysarenotreliable.PeopletendtothinkthattheyarefurtheralongapplyingtheBaldrigeCriteria.大多数公司自我评分的结果较客观的实际分数高很多。TheaveragecorporateAmericaisbetween150pointsto250points.美国业界的平均分在150到250之间。ManycompaniesthathavewonBaldrigeAwardsreceivedscoresbetween650pointsand750points.许多已经获得波多里奇奖的公司得分在650到750之间。Wedonothavetousethescoringsystemtocarryoutself-assessmenttoinitiateimprovementactions.我们不一定要是用计分体系进行自我评估，开始改进活动。,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,17,Process过程“Process”referstothemethodsyourorganizationusesandimprovestoaddresstheItemrequirementsinCategories16.ThefourfactorsusedtoevaluateprocessareApproach,Deployment,Learning,andIntegration(ADLI).“过程”是指组织用于致力于1-6大类种条款要求的方法。用于评价“过程”的四大要素有方式、拓展、学习与整合（A-D-L-I）。,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,18,“Approach”refersto:”方式”是指：-themethodsusedtoaccomplishtheprocess,-完成过程所用的方法；-theappropriatenessofthemethodstotheItemrequirements,-方法对条款要求的适当性；-theeffectivenessofuseofthemethods,-方法使用的有效性；-thedegreetowhichtheapproachisrepeatableandbasedonreliabledataandinformation(i.e.,systematic)-方式可重复操作的程度以及以可靠的数据和信息为基础（即系统的）。,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,19,“Deployment”referstotheextenttowhich“拓展”是指下列各项的范围：-yourapproachisappliedinaddressing,Itemrequirementsrelevantandimportanttoyourorganization,-方式被应用与组织相关并重要的项目要求。-yourapproachisappliedconsistently,-方式被一致的应用。-yourapproachisusedbyallappropriateworkunits.-方式被所有适当的工作单元应用。,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,20,“Learning”refersto:”学习”是指：-refiningyourapproachthroughcyclesofevaluationandimprovement,-通过评价和改进循环精炼你的方式；-encouragingbreakthroughchangetoyourapproachthroughinnovation,-鼓励通过创新获得方式方面的突破性变化；-sharingofrefinementsandinnovationwithotherrelevantworkunitsandprocessesinyourorganization.-与组织的其他相关工作单元和过程共享改进与创新。,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,21,“Integration”referstotheextenttowhich“整合”是指下列项目的程度：-yourapproachisalignedwithyourorganizationalneedsidentifiedinotherCriteriaItemrequirements,-你的方式与其他标准条款需求中识别的组织需求相匹配；-yourmeasures,information,andimprovementsystemsarecomplementaryacrossprocessesandworkunits,-你的测量、信息和改进体系是充分的；-yourplans,processes,results,analysis,learning,andactionsareharmonizedacrossprocessesandworkunitstosupportorganization-widegoals.-你的计划、过程、结果、分析、学习，以及活动在整个流程和工作单位中协调一致，以支持组织广泛的目标。,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,22,Leadership领导力,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,23,Leadership(Category1)-Overview领导力（第1类）-概述,Leadershipaddresseshowyourseniorleadersguideyourorganizationinsettingorganizationalvalues,directions,andperformanceexpectations.Attentionisgiventohowyourseniorleaderscommunicatewithemployees,revieworganizationalperformance,andcreateanenvironmentthatencourageshighperformance.TheCategoryalsoincludesyourorganizationsgovernancesystem,itsresponsibilitiestothepublic,andhowyourorganizationpracticesgoodcitizenship.领导力说明你的高层领导如何指导组织建立组织的价值、方向以及业绩期望。要注意高层领导如何与员工沟通，评审组织的业绩，并创建鼓励高业绩的环境。此类中还包括组织的治理体系，对公众的职责，以及组织如何成为荣誉市民。,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,24,DefinitionofHighPerformance高业绩的定义,Theterm“high-performancework”referstoworkapproachesusedtosystematicallypursueever-higherlevelsofoverallorganizationalandindividualperformance,includingquality,productivity,innovationrate,andcycletimeperformance.High-performanceworkresultsinimprovedserviceforcustomersandotherstakeholders.术语“高业绩工作”是指系统性的追求更高组织或个人表现的工作方法（包括质量、生产力、创新率以及周期时间业绩）。高业绩工作能导致对顾客和其他利益相关方服务的改进。Thedriversforhighperformanceare“goodhumanresourcespractices”and“organizationalandpersonallearning”.“良好的人力资源管理”以及“组织和人员的学习”是高业绩的驱动器。,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,25,LeadershipItems领导力条款（1）,1.1OrganizationalLeadership组织的领导力Purpose目的ThisItemexaminesthekeyaspectsofyourorganizationsleadershipandgovernancesystems.Italsoexamineshowleadershipandorganizationalperformancearereviewed.Itfocusesontheactionsofyourseniorleaderstocreateandsustainahigh-performanceorganization.本条款检查组织领导力和治理体系的关键因素。还检查领导层如何对组织业绩进行评审。关注高层领导如何建立并维持高业绩组织的活动。,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,26,LeadershipItems领导力条款（2）,1.2SocialResponsibility社会责任Purpose目的ThisItemexamineshowyourorganizationfulfillsitspublicresponsibilities,ensuresthatyouandyourpartnersbehaveethically,andencourages,supports,andpracticesgoodcitizenship.本条款检查组织怎样履行其公共职责，确保组织及合作方的行为道德，并鼓励、支持并努力成为荣誉市民。,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,27,Leadership-Comments领导力注释(1),Leadershipscentralrolesinsettingvaluesanddirections,creatingandbalancingvalueforallstakeholders,anddrivingandreviewingperformancearethefocusofthisItem.Successrequiresastrongorientationtothefutureandacommitmenttobothimprovementandinnovation.Increasingly,thisrequirescreatinganenvironmentforempowermentandagility,aswellasthemeansforrapidandeffectiveapplicationofknowledge.领导层的中心职责就是建立价值和方向，为所有利益相关方创造并平衡价值，推动业绩发展并对业绩进行评审是本条的焦点。组织的成功需要对未来方向强有力的把握，以及对改进和创新的承诺。这需要创建一个完全授权及灵活的环境，以及快速有效的知识应用方法。,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,28,Theorganizationalgovernancerequirementisintendedtoaddresstheneedforaresponsible,informed,andaccountablegovernancebodythatcanprotecttheinterestsofkeystakeholders,suchasstockholders.Itshouldhaveindependenceinreviewandauditfunctions.ItshouldalsohaveaperformanceevaluationfunctionthatmonitorsorganizationalandCEOperformance.组织的治理要求要致力于能保护关键利益相关方利益的（例如股东）职责范围内的、规定的、可说明的管理层需求。评审和审核运作过程应独立。还应该能对监控组织以及CEO的业绩进行评价。,Leadership-Comments领导力注释(2),2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,29,GeoOrbPolymersGovernanceSystemGeoOrbPolymers管理体系,BoardofDirectorsLevel董事会层-8external,independentdirectors;4internaldirectors.8个外部的独立董事，4个内部董事-NominatingCommittee,CompensationCommittee,AuditCommittee,LitigationCommittee.提名委员会、报酬委员会、审核委员会、诉讼委员会TopManagementLevel高级领导层-EthicsCommittee,SHpartneringwithhealthcareproviderstoimprovehealthinthelocalcommunitybyprovidingeducationandvolunteerservicestoaddresspublichealthissues;andpartneringtoinfluencetrade,business,andprofessionalassociationstoengageinbeneficial,cooperativeactivities,suchassharingbestpracticestoimproveoverallU.S.globalcompetitivenessandtheenvironment.组织社会活动的实例包括与学校和学校管理委员会合作以改进教育；与健康服务提供者合作，通过提供教育和志愿服务致力于公共健康问题，以改进地方群体的健康；与有影响的贸易、商业和专业协会合作，以进行有益的合作活动，例如分享最佳惯例以改进全美的全球竞争力和环境。,Leadership-Comments领导力注释(5),2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,33,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,34,Definitions,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,35,G-ORBsTeams(1),2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,36,G-ORBsTeam(2),2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,37,ExamplesofG-ORBsPerformanceReviews,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,38,Exampleoftakingactionsagainstonreviewfindings依据评审结果采取措施的实例(1),Inlate2002,NavigationReviewsindicatedachangingbusinessenvironment.Thebusinesscycleforthechemicalindustryisheadingdownward,withpotentialnegativeimpactsonG-ORBsbusinesscostsandmargins.2002年末，”航行评审“显示了商业环境的变化。化学工业开始走下坡，对于G-ORB商业成本和利润潜在的负面影响。,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,39,Exampleoftakingactionsagainstonreviewfindings依据评审结果采取措施的实例(2),TheOptimalTeamhasbegunaKAIZENImprovementProjecttomeettheCourseCoordinatelevelsdefinedintheStrategyMap.ThesecostpressuresalsoareimpactingtheexecutionofTeamDevelopmentandLearningMaps.ThePerformanceTeamhasestablishedaKAIZENImprovementProjectwithGPS-USAtodefineCourseCorrectionsformeetingtrainingneedsinacostconstrainedenvironment.ThechangeinthebusinessenvironmentwillbeamajorfocusoftheupcomingGyroscopeConstantCalibration(GCC)Process.最优队伍已经开始KAIZEN改进项目以满足战略图规定的课程调整。这些成本压力还影响了队伍发展以及学习图的执行。业绩队伍与GPS-USA建立了KAIZEN改进项目，以在成本有限的情况下修改课程，满足培训需求。商业环境的这些变化将会是下一次GCCP的主要关注点。,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,40,KaizenImprovementProcess,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,41,G-ORGsCommunityTargetsandActivities,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,42,CSRBusinessCaseargumentsCSR案例讨论,CSRinitiativeswillandleadto:启动CSR将会导致：Increaseemployeeloyalty增加员工忠诚Increaseattractivenessasemployer增加雇主的吸引力Improveoperationalriskmanagement改进运作风险的管理Strengthenbrand强化品牌Reducecapitalcosts降低资金成本Reduceoperatingcosts降低运作成本Manyoftheselinksarenotsubstantiatedwithdata.这些假设许多不能用数据证实,Profit利益,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,43,企业持续发展定义,企业持续发展是创造长期利益相关方价值的一种经营方法,通过抓住机会，管理风险,源自于经济、环境和社会发展,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,44,道琼斯全球可持续发展指数特征,第一个追踪全球持续发展领导者财政业绩的全球持续发展指数,与道琼斯全球指数族完全整合,基于经济、环境以及社会标准的最佳等级,因地理位置和商业形式的不同呈多样性,一致的、灵敏的以及可供投资的,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,45,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,46,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,47,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,48,CorporateSustainabilityAssessmentCriteria企业持续发展能力评估标准DimensionCriteriaWeight维数标准比重Economic1.CodesofConduct/Compliance/Corruptioncloseintegrationwithkeycustomers;interviewswithlostcustomersabouttheirpurchasedecisions;useofthecustomercomplaintprocesstounderstandkeyproductandserviceattributes;win/lossanalysisrelativetocompetitors;andsurveyorfeedbackinformation,includinginformationcollectedontheInternet.学习和倾听战略的选择取决于组织关键的商业要素。随着时间的发展，公司会通过多种方式与顾客接触。经常使用的方式包括关注主要顾客群，与关键顾客保持密切联系，访问失去顾客影响其采购决定的因素，使用顾客投诉程序以了解关键的产品和服务特征，相对于竞争者的得/失分析，以及调查或反馈信息，包括互联网上搜集的信息。,CustomerandMarketFocus-Comments(3)顾客和市场关注注释（3）,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,82,ThisItememphasizeshowyouobtainactionableinformationfromcustomers.Informationthatisactionablecanbetiedtokeyproduct,service,andbusinessprocessesandbeusedtodeterminecostandrevenueimplicationsforsettingimprovementandchangepriorities.本条款强调你如何从顾客那里获得可作为行动依据信息。这种信息与关键的产品、服务以及商业过程直接相关，并可做为预测安排不同改进方案的优先顺序对财务的影响。,CustomerandMarketFocus-Comments(4)顾客和市场关注注释（4）,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,83,Indeterminingcustomerssatisfaction,akeyaspectistheircomparativesatisfactionwithcompetitorsandcompetingoralternativeofferings.Suchinformationmightbederivedfromyourowncomparativestudiesorfromindependentstudies.Thefactorsthatleadtocustomerpreferenceareofcriticalimportanceinunderstandingfactorsthatdrivemarketsandpotentiallyaffectlonger-termcompetitiveness.确定顾客满意度时，一个关键的因素就是他们对竞争对手以及竞争性的或可替代的产品相对满意。此类信息可能由比较性研究或独立研究得来。在理解市场驱动因素以及长期竞争力影响的时候，导致顾客优先选择的因素是非常重要的。,CustomerandMarketFocus-Comments(5)顾客和市场关注注释（5）,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,84,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,85,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,86,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,87,2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,88,CaseStudy案例研究5客户购置汽车的要求及期待（包括感性及无形要求）相互访问同组人员决定：1.同组人员中有没有不同的客户群？2.请定义客户群3.列述不同客户群的首五项要求及期待4.你会买：AudiPoloSailXialiAccord其它_(20minutesteamwork,5minutesteampresentation),2020/6/12,PreparedbyStategy,RiskandRating科飞咨询翻译,89,Measurement,Analysis,andKnowledgeMan