战略明晰方法介绍ppt课件

1、协作的业务模型 方法论协作业务模型 概述企业的效益是老总最为关怀的话题，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、员工才干、绩效体系等单一的问题，而是需求在整个业务架构上寻求破解。 战略业务方式业务流程作业程序业务架构访谈、用户调查、报告构造技艺和资源来源业务才干战略 / 方案 / 创新 / 品牌 / 企业文化采购仓储方案 调度车间质检废品分销配送效力差额运用系统网络企 业 信 息 管 理人 力 资 源 管 理财 务 会 计 管 理行 政 后 勤 管 理业务战略明晰业务战略明晰业务目的 & 目的业务

2、战略概述 业务流程 业务目的和业务流程的映射活动矩阵活动模板和活动矩阵处置业务组件边境定义业务流程/组件形状图表业务组件的战略作用业务战略明晰业务战略明晰概要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的与下阶段构建业务模块或业务的“组件联络起来。这些衔接用于确保未来流程、组织和系统变革与业务目的的完成严密一致。这个阶段包含二个业务目的&目的发明经济价值的映射步骤，第一步搜集高程度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别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。运用CBM采用协作的、专门的组件为企业建模，根据其支持的系统、组织描画业

3、务活动的组件。也能够分解一个组件为几个子构件，企业里同一级别的组件集，不能相互交迭，他们总体覆盖企业的一切方面，并匹配一切的业务需求。组件是有边境的。业务目的& 目的业务流程(级别 2/3)一个业务活动能够支持许多业务流程，但是属于一个单一的业务组件III1.11.31.41.21.51.61.71.81.9业务活动业务组件绩效矩阵列出了6个或这样的业务目的，而且将业务目的与考量业务性能目的联络起来，如：目的： 在选择的客户/产品片方面添加市场份额目的： 年财务从12%上升到15%。收入：净利润每年添加 $100-$150m目的和目的从可用到的业务单元的方案、战略和预算文件获取，经过高级管理者

4、访谈和评论/讨论。确定每个目的的一切目的相当的能够的经济作用，运用价值树为每个目的统计能够的经济作用，这些价值仅仅为了比较的目的，不同目的的详细阐明有益于不同时期的实现的可变性，为了简单化和一致性，一个共性化的构造用于描画一切目的的经济价值。业务目的 & 目的维度和属性选择有代表性的六到八个业务目的目的组关注于：实现本钱减少/改良效率发明新的收入/才干平衡减少风险或开发新的时机目的直接或间接的与业务的财务方面有关联，评价能够的经济价值作用(基于确认的价值分析树原那么)定义运算法那么。价值分析树，用于定义目的的运算法那么价值分析树自有效力渠道的效力买卖百分比 可用效力百分比-到达市场/规范产品的

5、平均时间平均本钱/新产品发布才干课堂培训本钱 P/ FTE# Products Held/Customer% Offers Made销售胜利百分比利润数量/胜利销售广泛可用的联络历史广泛可用的客户档案平均客户开销实施价钱变动的本钱实施价钱变动的时间需求新合同的客户转换率 年度客户转换总量 Capital ChargeRevenueNOPAT*Invested CapitalWACC财富车间&设备 Financial Value Drivers负债本钱股权本钱原资料本钱设计及研发本钱制造本钱市场营销本钱Competitive Advantage PeriodEBIT MarginCash Tax

6、产业构造竞争位置 可继续性Business Objective 1Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 2Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 3Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Me

7、asure 3Business Objective 4Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 5Goal 1, Measure 1, Measure 2, Measure 3Goal 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目的数量绩效度量每次呼入的混合AHT本钱Capital Charge收入单价 总量NOPAT*I

8、nvested CapitalWACC营运资本财务价值驱动资本构造劳动力本钱Competitive Advantage Period息税前利润率Cash Tax商业目的 1Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3商业目的 2Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3商业目的 3Goal 1, Measure 1, Measure 2, Measure 3Goal 2,

9、 Measure 1, Measure 2, Measure 3商业目的 4Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3商业目的 5Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3业务战略概要是一个可选部分，依赖于对象组织本身战略业务规划文档的完好性。 非常明晰的阐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

10、的员工不可随便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，或者假设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引见，以创建一个单独而一致的阶段报告。业务战略概要维度和属性包括一切可用于完善一致的阶段报告的通用文本及内容描画，概要应包括选定的一致描画，表，日程，将被用于在一个准确的格式下提供充分的文本。总之它不应仅只是几页文章。能够的主题包括:产品&市场细分Bases for Differentiation 差别化的根底SWOT (按

11、业务线/业务单元划分)Key Planned Initiatives/Projects关键规划动因/工程客户档案/关键客户Deliverable Description恣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画关键竞争者战略市场情况Business Volumes & Projections市场趋势/事件例如：在战略明晰阶段，我们运用价值驱动树分析来给出能够的潜力区域. - 业务目的% Of Service Transactions on Self Service Channels% Of Self-service Avail

12、abilityAverage Time to Market/Standard ProductAverage Cost/New Product LaunchCapacityhClassroom Training Duration% TSC turnover (from time of hire through completion of OJT)Classroom Training Cost P/ FTE# Products Held/Customer% Offers Made% Successful SalesAmount of Profit/Successful SaleContact Hi

13、story Widely AvailableCustomer Profile Widely AvailableAverage Customer SpendTarget PopulationCost to Implement a Price ChangeTime to Implement a Price Change% of Account Transfers Requiring New FulfilmentAnnual Account Transfer Volume 绩效度量Product Development Time and CapacityOptimised PricingImprov

14、e Product Transfer CapabilityEnhance Self-Service CapabilitiesSuperior Cross-sellingSuperior Quality Optimise Customer Service Complete Customer UnderstandingImprove Product Development Time and CapacityCreate and Support Customer Level PricingImprove Product Transfer CapabilityImplement Parameter B

15、ased Business RulesOptimize SelfService CapabilitiesIncrease Effectiveness of CrosssellingImplement Cost Effective Testing Ability Rapid Internet DevelopmentEnhance Customer ServiceProvide a Complete Customer View and Leverage Customer BehaviorImprove Workflow CapabilitiesImprove Instant Decisioning

16、 CapabilitiesReduce Training Time and CostsProvide Flexibility to Leverage New TechnologyEstablish Delivery Channel ConsistencyProvide Enhanced Personalization CapabilitiesProduct Development Time and CapacityOptimized PricingImprove Product Transfer CapabilityConsistent and Flexible Business RulesE

17、nhance SelfService CapabilitiesSuperior Cross-sellingSuperior QualityEnhance Internet PresenceOptimize Customer ServiceComplete Customer UnderstandingFlexible WorkflowTurnaround Decision ProcessIndustry Leading TrainingAdapt to New TechnologyIntegrated Delivery ChannelsEnhance Touchpoint Personaliza

18、tionBlended AHT Cost per call新产品开发新产品上线Campaign List Creation and MaintenanceCampaign Portfolio ManagementAccount/Portfolio RepricingCustomer RetentionProduct Upgrade 产品晋级 Welcome Kit IssuanceTransaction ProcessingApplication ProcessingNew Accounts Set-upMaintain Rewards ProgramGeneral Account Inqui

19、ryDisputes Self ServiceBilling Statement Generation & MailingPolicy Check IssuanceCustomer File MaintenanceBehavior Decision Model DevelopmentCustomer Behavior TrackingGeneral Account InquiryDisputes ManagementTransfer RequestApplication Processing Fraud ProcessingDecision Model DevelopmentCustomer

20、File Maintenance关键业务流程Behavior Decision Model DevelopmentCustomer Behavior Tracking Cross-Selling ProcessesDifferent-iatedBaseLevelCompetent竞争定位业务流程改良产品开发的时间和才干创建和支持对客户的定价改良产品履行优化自助效力才干提高销售效能Implement Cost Effective Testing Ability With Learning Loop提高客户效力提供完备的客户意见平衡Implement Parameter Based Product

21、 Fulfillment快速互联网开发改善任务流提升实时决策才干减少培训时间和本钱Provide Flexibility to Leverage New TechnologyEstablish Delivery Channel ConsistencyProvide Enhanced Personalization Capabilities业务流程维度和属性根据流程需求的竞争定位划分每个业务流程的等级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个目的定义性能目的的时候，将定性和定量或直接和间接转换为经济价值本钱/收入、风险BusinessObjectives% Of

22、 Service Transactions on Self Service Channels% Of Self-service AvailabilityAverage Time to Market/Standard ProductAverage Cost/New Product LaunchCapacityClassroom Training Duration% TSC turnover (from time of hire through completion of OJT)Classroom Training Cost P/ FTE# Products Held/Customer% Off

23、ers Made% Successful SalesAmount of Profit/Successful SaleContact History Widely AvailableCustomer Profile Widely AvailableAverage Customer SpendTarget PopulationCost to Implement a Price ChangeTime to Implement a Price Change% of Account Transfers Requiring New FulfilmentAnnual Account Transfer Vol

24、ume Performance MetricsBlended AHT Cost per callNew Product DevelopmentNew Product LaunchCampaign List Creation and MaintenanceCampaign Portfolio ManagementAccount/PortfolioRepricingCustomer RetentionProduct UpgradeProduct UpgradeWelcome Kit IssuanceTransaction ProcessingApplication ProcessingNew Ac

25、counts Set-upMaintain Rewards ProgramGeneral Account InquiryDisputes Self ServiceBilling Statement Generation & MailingPolicyCheck IssuanceCustomer File MaintenanceBehavior Decision Model DevelopmentCustomer Behavior TrackingGeneral Account InquiryDisputes ManagementTransfer RequestApplication Proce

26、ssing Fraud ProcessingDecision Model DevelopmentCustomer File MaintenanceKey Business ProcessesBehavior Decision Model DevelopmentCustomer Behavior TrackingCross-Selling ProcessesBusiness Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal

27、1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measur

28、e 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 1 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 2 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 3Goal 1, Measure 1,

29、 Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 4 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 5 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3BusinessObjectives% Of Service Transaction

30、s on Self Service Channels% Of Self-service AvailabilityAverage Time to Market/Standard ProductAverage Cost/New Product LaunchCapacityClassroom Training Duration% TSC turnover (from time of hire through completion of OJT)Classroom Training Cost P/ FTE# Products Held/Customer% Offers Made% Successful

31、 SalesAmount of Profit/Successful SaleContact History Widely AvailableCustomer Profile Widely AvailableAverage Customer SpendTarget PopulationCost to Implement a Price ChangeTime to Implement a Price Change% of Account Transfers Requiring New FulfilmentAnnual Account Transfer Volume Performance Metr

32、icsBlended AHT Cost per callNew Product DevelopmentNew Product LaunchCampaign List Creation and MaintenanceCampaign Portfolio ManagementAccount/PortfolioRepricingCustomer RetentionProduct UpgradeProduct UpgradeWelcome Kit IssuanceTransaction ProcessingApplication ProcessingNew Accounts Set-upMaintai

33、n Rewards ProgramGeneral Account InquiryDisputes Self ServiceBilling Statement Generation & MailingPolicyCheck IssuanceCustomer File MaintenanceBehavior Decision Model DevelopmentCustomer Behavior TrackingGeneral Account InquiryDisputes ManagementTransfer RequestApplication Processing Fraud Processi

34、ngDecision Model DevelopmentCustomer File MaintenanceKey Business ProcessesBehavior Decision Model DevelopmentCustomer Behavior TrackingCross-Selling ProcessesBusiness Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measur

35、e 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Meas

36、ure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 1 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 2 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 3Goal 1, Measure 1, Measure 2, Measure

37、3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 4 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 5 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3BusinessObjectives% Of Service Transactions on Self Service Ch

38、annels% Of Self-service AvailabilityAverage Time to Market/Standard ProductAverage Cost/New Product LaunchCapacityClassroom Training Duration% TSC turnover (from time of hire through completion of OJT)Classroom Training Cost P/ FTE# Products Held/Customer% Offers Made% Successful SalesAmount of Prof

39、it/Successful SaleContact History Widely AvailableCustomer Profile Widely AvailableAverage Customer SpendTarget PopulationCost to Implement a Price ChangeTime to Implement a Price Change% of Account Transfers Requiring New FulfilmentAnnual Account Transfer Volume Performance MetricsBlended AHT Cost

40、per callNew Product DevelopmentNew Product LaunchCampaign List Creation and MaintenanceCampaign Portfolio ManagementAccount/PortfolioRepricingCustomer RetentionProduct UpgradeProduct UpgradeWelcome Kit IssuanceTransaction ProcessingApplication ProcessingNew Accounts Set-upMaintain Rewards ProgramGen

41、eral Account InquiryDisputes Self ServiceBilling Statement Generation & MailingPolicyCheck IssuanceCustomer File MaintenanceBehavior Decision Model DevelopmentCustomer Behavior TrackingGeneral Account InquiryDisputes ManagementTransfer RequestApplication Processing Fraud ProcessingDecision Model Dev

42、elopmentCustomer File MaintenanceKey Business ProcessesBehavior Decision Model DevelopmentCustomer Behavior TrackingCross-Selling ProcessesBusiness Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2

43、, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure

44、 1, Measure 2, Measure 3Business Objective 1 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 2 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 3Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1,

45、Measure 2, Measure 3Business Objective 4 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 5 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3业务目的% Of Service Transactions on Self Service Channels% Of Self-service Availabili

46、tyAverage Time to Market/Standard ProductAverage Cost/New Product LaunchCapacityClassroom Training Duration% TSC turnover (from time of hire through completion of OJT)Classroom Training Cost P/ FTE# Products Held/Customer% Offers Made% Successful SalesAmount of Profit/Successful SaleContact History

47、Widely AvailableCustomer Profile Widely AvailableAverage Customer SpendTarget PopulationCost to Implement a Price ChangeTime to Implement a Price Change% of Account Transfers Requiring New FulfilmentAnnual Account Transfer Volume Performance MetricsBlended AHT Cost per call新产品开发新产品上线Campaign List Cr

48、eation and MaintenanceCampaign Portfolio ManagementAccount/PortfolioRepricingCustomer Retention产品晋级产品晋级Welcome Kit IssuanceTransaction ProcessingApplication ProcessingNew Accounts Set-upMaintain Rewards ProgramGeneral Account InquiryDisputes Self ServiceBilling Statement Generation & MailingPolicyCh

49、eck IssuanceCustomer File MaintenanceBehavior Decision Model DevelopmentCustomer Behavior TrackingGeneral Account InquiryDisputes ManagementTransfer RequestApplication Processing Fraud ProcessingDecision Model DevelopmentCustomer File Maintenance关键业务流程 Behavior Decision Model DevelopmentCustomer Beh

50、avior TrackingCross-Selling ProcessesBusiness Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Mea

51、sure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 1 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1,

52、 Measure 2, Measure 3Business Objective 2 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 3Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 4 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Mea

53、sure 2, Measure 3Business Objective 5 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3业务目的与流程的映射维度和属性矩阵的行相应的目的选择未来分解为目的和/或典型的影响本钱/收入/风险列是相应的流程未来分解的性能考量如：本钱/收入/风险记录每个目的能够的经济作用矩阵内的每个单元分配业务流程对于业务目的的总的能够的经济作用分配份额阐明经济作用的分配份额，描画目的和流程之间联络的业务想象将添加到单元里。Objective1ObjectivenProces

54、s1ProcessnTotal$CostRevenueRiskMeasure 1Measure 2Measure 3$ 份额 &想象Total $Total $Total $Total $Total $Measure 1Measure 2Measure 3$?$?$?$?$?$?$?$?$?Total $CostRevenueRiskTotal$x+y+z$x$y$zb% of yc% of za% of xy-b% of yc-c% of zx-a% of xTotal $x oroptionaldetailThe ValueChainPlanning Analysis& Refinemen

55、tExecution and (S)TPMonitor and ManageBusinessAdministrationMarketingAsset Mgmt &ProductDevelopmentSales &ChannelManagementNewBusinessCustomerServiceContractAdministrationFinanceBusinessActivity Level活动矩阵维度和属性有代表性的价值链的7-12个阶段提供决议现有的组织构造不用反映在业务阶段是业务的逻辑视角不是物理视角的定义内。每个阶段的准确的定义是很重要的 ，有利于活动在矩阵内的定位。矩阵内行的

56、定义，确定活动所在的层次。活动模板和活动在矩阵中的定位维度和属性完好的活动模板能够定义150-350个业务活动Capture intermediary info.Track licensesAssign intermediary codeSetup workstationProvide forms, marketing material & illustrationsMaintain BD/Advisor directory informationScore BD/AdvisorMaintain compensation contracts and agreementsRationalize

57、product portfolioTrack product feature utilizationEnsure ongoing compliance statusMonitor product performance (post launch)价值链战略执行管理业务管理市场资产管理 &产品开发销售&渠道管理新业务CustomerServiceContractAdministrationFinance业务活动的级别识别竞争者搜集竞争者信息分析竞争者数据确定市场了解力创建产品战略规划产品上市时间分析产品的业绩评价市场份额统计分析规划市场 片确定目的市场规划活动战略规划招聘活动规划提升战略预测费用

58、需求和制定预算战略选择供应商Plan service resourcesIdentify training needsDevelop business cost modelIdentify service standardsRefine contract servicing approachesTrack customer service delivery to SLAsDevelop business cost modelsPlan processing capacity and analyse volumes/ efficiencyAnalyze and refine contract a

59、dministration approachesTrack contract administration delivery to SLAs规划新的业务资源制定新业务的本钱模型跟踪新业务效力级别协议的交付Plan reserve requirementsDevelop reinsurance strategyDevelop investment management strategyAccounting strategyDevelop budgets规划业务战略Monitor partner funds performanceDrop/ add new fundsCapture 21b1 fe

60、e informationmaintain relationship with fund mgrs.Manage partner relationshipsTrack campaign effectivenessTrack industry competitive campaignsDesign and plan campaignsRecalibrate campaigns based on resultsDesign and plan promotionsForecast effectivenessAnalyze intermediary feedbackAdjust commissions