顾问咨询指南

1、参谋咨询指南本企业开展参谋咨询指南适用于参谋咨询公司。它为参谋咨询公 司实施咨询工程提供了详尽的指导。This report is the Business Development Consulting guide to be used by the BSP 'tssets out the Modules for BSP' s to implementthe consulting program.目录TABLE OF CONTENTS对企业业绩进行管理M anaging OrganisationalPerformance Backgro und本指南旨在为咨询参谋公司和其它商业

2、效劳机构提供技术和方法，使他们能够成功地为中小企业提供咨询效劳。This guide is designed to provide consultants and other service providers with techniques and methodologies that will enable them to embark on successful con sult ing en gageme nts with small/medium size en terprises (SMEs).这里提供的资料旨在帮助咨询参谋公司能够与中小企业建立互惠的关系。这些方法不仅可以获得快速

3、取胜的效果，还能够促进咨询参谋与客户之间建立长期的关系-这是一种让咨询参谋获得受信任的参谋的地位的关系，是一种使双方的知识和资源聚集成一个知识和资源库的关系。The materials provided， aim to enable the consultant to engage with SMEs in a mutually ben eficial relati on ship. While the methodologies used will provide uick“qwins， the materials are desig ned to facilitate a Ion g-te

4、rm relati on ship betwee n con sulta nt and clie nt -a relati on ship where the con sulta nt earns the status of“ trusteadvisor and where the knowledge and resources of both parties are used to create“ pool of kno wledge and resources.该工程的目的是改善企业在财务和运营这两方面的 业绩。这是通过在企业中实 施许许多多小的措施后到达的结果。普通和优秀企业的区别总是表

5、达在这些小事情之中！The purpose of the program is to improve the performa nee of the bus in ess - both finan cially and operati on ally. This will be achieved as a result of the many , many little things that you impleme nt in your bus in ess. The differe nee betwee n and ordinary and extra-ord inary bus in e

6、ss always lies in these little thi ngs!本工程分为八个模块The program is split into 8 Modules;1. 了解你的企业2. Un dersta nding What Bus in ess You Are In;3. 了解你的客户，产品和市场4. Understanding Your Customers Products and Markets;5. 商业模式6. The Bus in ess Model;7. 员工授权8. Team Empowerment;9. 市场营销战略方案10. The Strategic Market

7、ing Plan;11. 企业系统化12. Bus in ess In depe nden ce;13. 组织结构，知识，环境管理和技术应用战略14. Organizational Structure，Knowledge，Environment Management andTech no logy Strategies; and15. 反应与持续改善16. Feedback and Continuous Improvement.我们建议你在按月收取客户咨询费的前提上，全面实施本工程。 但是，在某些情况下，先提供本工程的局部内容可能更适宜，例如， 客户咨询会 或优质效劳一争创第一 的客户效劳培训

8、。We recommend that you implement the program in its entirety based on the client pay ing a fixed mon thly fee for your services. However in some in sta nces it may be more appropriate to offer just a few aspects of the program， for example, the Customer Advisory Session or the “ ExceptionalService -

9、 Leading The Pack customer service trai ning.本工程旨在了解企业，提出和实施改良措施，提供对企业所有者和员工都有实际意义的培训。本工程旨在使企业业绩得到长期，显着的改善。The program is based on explori ng the bus in ess gen erati ng and impleme nting improveme nts and provid ing practical meanin gful training to both the bus in ess owners and the team members.

10、It is based on achieving significant Iong-term bus in ess performa nee improveme nts.了解本指南Un dersta nding This Guide本指南旨在概述经营业绩改善工程的八个模块。This guide aims to provide an overview of the 8 Module Busin ess Performa nee Improveme nt Program.经营业绩改善工程共分为八个模块：The Busin ess Performa nee Improveme nt Program

11、has bee n split in to 8 dist inct Modules:1. 了解你的企业2. Un dersta nding What Bus in ess You Are In;3. 了解你的客户，产品和市场4. Understanding Your Customers Products and Markets;5. 商业模式6. The Business Model;7. 员工授权8. Team Empowerment;9. 市场营销战略方案10. The Strategic Marketing Plan;11. 企业系统化12. Bus in ess In depe nde

12、n ce;13. 组织结构，知识，环境管理和技术应用战略14. Organisational Structure，Knowledge，Environment Management andTech no logy Strategies; and15. 反应与持续改善16. Feedback and Continuous Improvement本指南接下来的局部对每个模块进行了概述。每个模块都由8个步骤组成。本指南中还提供有图表，以帮助咨询参谋学习和理解这一流程。此外，有工具提供 的步骤也标注有专门的符号。针对每个模块，我们都已提供了以下的内容：The following sections of

13、this guide will provide an overview of each of these Modules. Each Module is broken down into an eight stage process. Where possible， throughout the guide, diagrams have bee n used to facilitate the lear ning and understanding process. In addition， symbols have been used to identify the tools used i

14、n each stage of the process. For each Module of the process, we have provided:该模块的概述An overview of the Module;主要学习目标以表示Key Lear ning Objectives (de no ted by );该模块中提供的工具以 表示A list of the available tools for that Module (de no ted by );以图示方法列出八个步骤A diagrammatic represe ntati on of the 8 stages invo I

15、ved; and需完成的工作清单，与工具相互参照(以L一表示)A list of“Th ings，Docroseefere need to the tools (de no ted by'2)战略性经营业绩改善模式The Strategic Busin ess Performa nee Improveme nt Model了解你的企业企业宗旨和目标了解你n的客户市场和产品what bus in ess you are inn dersta nding your customers， markets and produYour Missi on and Goals八模块企业开展阶梯The

16、 8 Module Busin ess Developme ntLadder76企业系统化建立制度和规那么市场营销战略方案一-制定和实施5员工授权建立标准，文化和人力资源4The Busi ness Model监督和持续改良-保 持该过程持续进行Monitoring & ContinuousImproveme nt-structure ,bus in ess & finan cial pla n知识，技术和环境管理战略结构，Structure , Knowledge , Technology and Environmental Management StrategiesThe

17、Strategic Marketing Plan-documentation and executionTeam Empowerme nt-develop ing sta ndards， culture & Huma n商业模式-结构，业务和财务方案Business Independence -creating systems and manuals3了解你的客户，市场和产品一-制定竞争力性战略Un dersta nding Customers， Markets & Productsdefi ning the competitive strategy了解你的企业Un derst

18、a nding what bus in ess you模块一：了解你的企业Module 1: Un dersta ndi ng What Busi ness You Are In 概述Overview任何咨询业务的开始阶段都是非常重要的。作为咨询参谋，你所负责的是过程一-这是需要特别引起你注意的，你几乎不太可能控制结果。你和你的客户一起开始了一个令人兴奋的旅程。 在这个旅程中，客户和咨询参谋之间要进行双方向互动的知识交流。这种信息的交流过程本身同信息一样有价值。The in itial stage of any con sult ing assig nmen t is particularly

19、 importa nt.As the con sulta nt youare responsible for the process -it is important to note , that it is almost impossible for you to control the outcome. You and your client are embarking on an exciting journey together. During this journey, knowledge will be transferred between both parties - the

20、client and the con sulta nt. The process of this in formati on tran sfer is as valuable as the in formati on itself.各方都要了解自己在这一关系中所扮演的角色-你只是咨询工程的推动人，而不是客户业务的专家！All parties must un dersta nd your role in the relati on ship-you are the facilitator of the program ,you are not an expert in your client&#

21、39; s business!一般来讲， 在工程的第一阶段，你要收集关于客户及其业务的信息。你还要召开你的第一次战略方案会议。第一阶段的目的是建立客户和咨询参谋之间的关系，并开始经营业绩改善工程的方案阶段。Typically , during this first stage of the program you will gather information regarding your client and their bus in ess. You will also hold your 1 st Strategic Pla nning Sessi on. This first stag

22、e of the program is desig ned to develop the relati on ship betwee n clie nt and con sulta nt and beg in the“ pla nning "gesoa the Busin ess Performa nee Improveme nt Program.主要学习目标Key Lear ning Objectives下面的清单详细列举了模块一 -“了解你的企业主要学习目标的一些内容：The followi ng list details some of the Key Lear ning Ob

23、jectives of Module 1Un dersta nding What Bus in ess You Are In:? 了解企业所有者(或主要股东)的个人和企业目标，并开始以所有者的个 人目标为根底制定企业宗旨和/或远景；? To un dersta nd the pers onal and professi onal goals of the bus in ess owners (or key stakeholders) ， and begi n to develop the Missi on and/ or Visi on for the bus in ess based on

24、the pers onal objectives of the owners ；? 了解企业当前财务和非财务方面的业绩情况概况；? To obtain an overview of the current financial and non-financial performa nee of the bus in ess ；? 了解企业所效劳的市场，及其产品在各自生命周期中所处的位置；? To un dersta nd where the bus in ess and each market is in its product life cycle ；? 了解如何评估企业的价值和系统化会给企业

25、价值带来的影响；? To un dersta nd how bus in esses are valued and the impact that systematisati on can have on the value of the bus in ess；?确认企业的战略优势，劣势，以及当前所面临的时机和威胁；? To identify the strategic strengths ， weaknesses， opportunities and threats curre ntly facing the bus in ess ；?明确改善企业表现的立即行动点(lAPs)；? To id

26、e ntify Immediate Actio n Poi nts (lAPs) to improve the performa nee of the bus in ess ；?明确企业面临的困境和通过实施 BPIP来解决这些问题的方法;To ide ntify the frustrati ons of the bus in ess and ways in which the BPIP can assist to resolve those issues ； and?建立咨询参谋和客户合作的根底 一一一种持续的关系To establish the basis on which the cons

27、ultant and client will work together -the on-going relati on ship.工具ToolsF列工具为你提供工作帮助。 这些工具与需完成的任务局部相互参照用I一表示These ToolsThe follow ing Tools have bee n provided to assist you.arecross-refereneed throughout the “ Tasks to Be Completed section (denot?第一次战略方案会议邀请函st?1 Strategic Pla nning Sessi on In vi

28、tati on?第一次战略方案会议准备清单?1st Strategic Pla nning Session Checklist?战略需求分析问卷(SNAQ)? Strategic Needs An alysis Questio nn aire (SNAQ)?客户效劳重点问卷Customer Service Focus Questi onn aire?利润潜力(表格)? Profit Possibilities (Spreadsheet)?第一次战略方案会议议程st?1 Strategic Pla nning Sessi on Age nda?第一次战略方案会议PowerPoint演示稿?1st

29、 Strategic Pla nning Sessi on PowerPoi nt Prese ntati on?第一次战略方案会议报告模本st?1 Strategic Pla nning Sessi on Report Template?合作意向书模本? En gageme nt Letter Template?小组方案会情况汇报议程? Team Pla nning Sessi on Debrief Age nda典型的模块一程序Typical Module 1 Program制定今后12个月的工作安排Schedule client program for 12 months与小组成员交流工

30、作结果Communicate outcome to team members建立持续的客户关系根底，并向客户提交合作意向书准备提交给客户的包含to蕊的劇m讨论会报报告Prepare Planning Session Report for client withIAPs assignedEstablish basis of on-going relationship and send Engagement client召开第一次战略性方案讨论会，确保自己明确立即行动点(IAPs ). Hold 1st Strategic Planning Session ensure you identify

31、the aImmediate Action Points 需完成的任务Tasks to Be Completed1.1 安排第一次战略方案会议的后勤事宜StArra nge logistics for 1Strategic Pla nningSessi on?第一次战略方案会议大约进行3-4个小时。在此期间，你将教给企业的所有者如何分析他们所从事 行业的性质和评估他们在每个市场上的竞争地位。你们还要一起研究SNAQ和完成一份立即行动点的 清单。st? The 1 Strategic Planning Session will take approximately 3-4 hours. Duri

32、ng this time you will teach the bus in ess owners how to an alyse the nature of the industry in which they operate and evaluate their competitive positi oning with in each market. Together you will also review the SNAQ and compile a list of Immediate Action Points.?这个会议还会给你提供更好地了解你的客户的机 会。你应当利用这次会议来

33、获得他们的信任和建立 你们之间的合作关系。? The sessi on also gives you the opport un ity to get to know your clients better. You should use the sessi on to gain their trustand build your worki ngrelati on ship.?确定会议的日期和时间。? Set the date and time for the sessi on.?邀请客户一-用信函/ /电子邮件的形式确认这些 安排。请参见第一次战略方案会议邀请函In vite the cl

34、ie nt use a letter/fax/email to confirmarrangements.Please refer to“1_Strategic_Planning_Session_ nvitation?向客户发出“战略需求分析问卷_。? Se nd the “StrategicNeedsAn alysis_Questionnaire_ '¥o the client.?安排会议地点一-尽量使用中立性的地点一-会议场所必须确保无干扰。? Arrange venue -try to use a n eutral venue -there must to be no d

35、istracti ons.?餐饮事项一-应准备午餐和上下午茶。? Refreshme nts - lunch , morni ng and after noon tea should be arran ged.?会议设施-白板，白板笔，电脑(供PowerPoint 演示之用)，纸，笔，投影仪。请参见.第一次 战略方案会议准备清单。Equipment-whiteboard ， marker pens ， computer (for PowerPoint presentations) ， paper， pens， projector. Please refer to“EStrategic_Plan

36、ning_Session _Checklist1.2 从客户处收集信息Collect in formati on from clie nt?在第一次战略方案会议之前， 你需要从客户处收集 大量信息。You will need to gather plenty of information on thestclie nt prior to the 1 Strategic Pla nning Sessi on.? If applicable you should view the bus in ess web-site.?请客户提供应你他们所有的企业介绍和广告材料。Ask the clients

37、to send you any brochures or advertis ing material that they have.?你还需要客户的3年财务报表(盈亏表，资产负债 表和现金流量表)。还要请客户给你提供他们通常 使用的管理报告? You will also n eed 3 years of finan cial stateme nts (Profit and Loss ， Bala nee Sheet and Cash-Flow statements).Ask the client to also send youcopies of any management reports

38、that they rout in ely use.?你需要客户填写 SNAQ问卷，并在会议前的至少 4-5天把它交给你。这样，你才会有充足的时间来分析问卷，并为第一次战略方案会议作准备。You will need the client to complete the SNAQ and return the information to you at least 4 -5 days prior to your meeti ng.This will give you eno ughtime to an alyse the completed questi onn aires andstmake

39、some notes for your 1 Strategic Planning Sessi on.?客户还应当完成并交给你 “客户效劳要点问卷。 这一问卷是用来衡量企业提供优质客户效劳方面的 表现。该问卷的结果在本工程的后面阶段会用到， 并将用来同客户和员工的反应结果相比拟。? The clie nt should also complete and retur n to you the “ Customer. Service_Focus -Questionnaire._ This questionnaire is designed to gauge the orga ni satio ns

40、 commitme nt to excepti onal customer service. The results will be used later in the program and compare to feedback gatheredfrom both customers and team members.?不要忘记询问客户，他们是否还有其它他们认为对你有用的信息。 如果有，请他们提供应你。Don' t forget to ask the clie nt if there i s any other information that they think would b

41、e useful to you.If possible get the client to send you this in formati on.1.3 分析客户信息An alyse clie nt in formati on?第一次战略方案会议一定要做非常充分的准备-这 是一次很重要的会议， 它将为你和客户的未来合作 确定基调。 要用3个小时重新审阅已填写完成的 SNAQ和你所收集的其它信息。st? You will need to prepare thoroughly for the 1 Strategic Pla nning Sessi onit is a very importa n

42、tmeeting that will set the tone for your future engagement with the client. Allow 3 hours to review the completed SNAQ and any other in formati on you have gathered.?在阅读SNAQ时，应当注意的方面包括While going through the SNAQ you should look for problem areas for example企业所有者与其他主要决策人在目标和观念 之间的冲突Conflicts between

43、 the goals and ideals of the owners and other key decisi on-makers.问卷中没有答复的局部这也许反映了企业Areas where no information has been provided (this may in dicate weak nesses in the bus in ess in formatio n systems)答卷人对问题的理解明显错误的地方 Areas where the resp ondent clearly has misin terpreted the questi on?在阅读SNAQ时，把那

44、些值得讨论的问题标出来， 并找时机把该工程所能提供的效劳与客户所面临的 困境及问题联系起来。? As you go through the SNAQ ， highlight areas for discussi on and look for opport un ities to relate the value of your products and services back to the client ' s frustrations and problems.?用客户的财务数据填制利润潜力? Set up the “ Profit-Possibilities_ using t

45、he client' sfinan cial data.?准备好会议的议程并发送给所有参加会议的人员 -请参见第一次战略方案会议议程模本。Prepare an age nda for the sessi on and send it to all participants please refer to “ 1st Strategic-Planning_Session_Agenda _template.1.4 召开第一次战略方案会议stHold 1 Strategic Pla nning Sessi on?在第一次战略方案会议的开始局部，你要回忆企业 所有者的个人和企业目标。你还要阐述

46、企业价值评估的原那么和系统化将如何提升企业的价值。请参见第一次战略方案会议 PowerPoint演示。.? During the first part of the 1st Strategic PlanningSessi on you will be review ing the bus in ess owners pers onal and bus in ess objectives. You will also be look ing at the prin ciples on which bus in esses are valued and how systematisation of

47、 the bus in ess can in crease the value of the bus in ess. Please refer to “1st.Strategic.Pla nnin g_Sessio nPowerPoint.Presentation.?要记住，会议其间不要总是你一个人在讲话。 如果让客户有时机谈论他们的某些问题和困境，他们会觉得收获更大。你要鼓励进行问题讨论，以制定一系列的行动来解决问题? Make sure that you do not do all the talking at thesessi on.Clie nts will feel that the

48、y have receivedmore value if they are able to express some oftheir problems and frustrations.Facilitate thediscussi on to gen erate a list of acti ons to address the frustrati ons.?在会议其间，要逐一讨论你从 SNAQ中发现的问题或弱点。当客户表述这些问题时，你可以将它们与你可以提供的用于解决这些问题的工具联系起 来，例如，客户咨询会，优质效劳培训等。? During the sessi on work throug

49、h the areas of the SNAQ where you have identified problems or weaknesses. As the client expresses problems relate back to them the different tools that you have to deal with those issues e.g. the Customer Advisory Session， Exceptional Service Training etc?记住，要确定一些立即行动点lAPs。这是客 户可以立即在企业内实施的行动。 有些IAP可

50、以 对企业的赢利能力产生立竿见影的作用， 例如，提 高价格。要切记，是客户在实施这些行动，而不是你。? Make sure that you identify some ImmediateAction Points lAPs These are items that theclie nt should impleme nt in their bus in ess as soon as possible. Some of the lAPs should have an immediate impact on the profitability of the bus in ess e.g. in

51、crease prices. Remember that the emphasis should be on the client performing the action , not you.1.5 给客户准备包含IAP的战略方案会议报告Prepare Strategic Planning Session report for client with IAPs assig ned?会议之后， 你需要向客户提供一份报告。这份报告要把这几天的事件写出简要总结它包括：After the sessi on you will n eed to provide a report for the cli

52、ent. The report should provide an “ Executive Summary of the days events. It in cludes:给客户的祝贺函；Con gratulatio ns letter for the clie nt ；简要总结；Executive Summary ；立即行动点；Immediate Action Points ；月度会议安排；Schedule of mon thly meeti ngs ；小组会议的方案日期；Scheduled date for team meeti ng ；所有提出的问题的详细内容，参阅行动清单；Detai

53、ls of all the issues raised , cross-refere need to the acti on list ；相互承诺声明；Mutual Commitme nt stateme nts ； and详细的行动清单，与你所提供的产品，以及BPIP工程中的相关模块相结合。A detailed action list cross-refereneed to the products you offer and the releva nt Module of the BPIP program.?行动清单应当非常具体， 并分解为短期行动，女口， IAP，和长期行动。? The

54、action list should be specific and split into short-term e.g. lAPs and Ion ger-term acti ons.?报告的模本已提供-请参见第一次战略方案会 议报告模本。? A template for the report has been provided please refer to “ 1st_Strategic Planning.SessionReport emplate.-?报告应当在会议之后的7天内送给客户。并记住在 报揭发出的一两天后给客户打 确认他们收到了 该报告。The report should b

55、e sent to the clie nt with in 7 days of the session.Ensure that you call theclie nt a couple of days after sending the report to en sure that they received it.1.6 建立持续的关系根底，并将合作函发给客户Establish the basis of the on-going relatio nship and send anEn gageme nt Letter to the clie nt.Sessi on you will have

56、client the nature of your?在方案讨论会期间，你将确立起你和客户的持续合 作关系的特点。During the Pla nning established with your on-going relati on ship.?持续性关系有两种形式。 你或者会使客户接受全部 的BPIP方案，或是会把一些效劳捆绑在一起，例女口，CAS，TAS，或者 优质效劳一争创第一 培 训等。? Two alter natives exist for the on-go ing relati on ship.You will either have en gaged theclient i

57、n the full BPIP program or you will have bundled some services together such as the CAS， TAS or “ Exceptional Service - Leading The Pack seminar.?理想的情况是，你应当把合作函与第一次战略方案 会议的报告一起送给客户。 这个工作必须在客户对 这次会议还记忆犹新的时候完成， 大约在会后的 4-5天内。? Ideally you should send the Engagement Letterstwith the 1 Strategic Planning Session Report. This must be done while the session i