彬心月整理管理咨詢系統(tǒng)工具框架(DOC 182)

1、目錄目錄table of contents背背 景景 background.4了解本指南 understanding this guide.6八模塊企業(yè)發(fā)展階梯 the 8 module business development ladder.9模塊一：了解你的企業(yè) module 1: understanding what business you are in .10概述概述 overview.10主要學習目標主要學習目標 key learning objectives.11工具工具 tools.12典型的模塊一程序典型的模塊一程序 typical module 1 program.13需完

2、成的任務(wù)需完成的任務(wù) tasks to be completed.14模塊二:了解顧客、市場和產(chǎn)品 module 2: understanding the customers， markets and products.29概述概述 overview.29主要學習目標主要學習目標 key learning objectives.30工具工具 tools.31典型模塊二程序典型模塊二程序 typical module 2 program.33需完成的任務(wù)需完成的任務(wù) tasks to be completed.34模塊三:確定商業(yè)模式 module 3: defining the busines

3、s model .50概述概述 overview.50主要學習目標主要學習目標 key learning objectives.51工具工具 tools.52典型的模塊三程序典型的模塊三程序 typical module 3 program.54需完成的任務(wù)需完成的任務(wù) tasks to be completed.54需完成的任務(wù)需完成的任務(wù) tasks to be completed.55模塊四:員工授權(quán) module 4: team empowerment.71對企業(yè)業(yè)績進行管理對企業(yè)業(yè)績進行管理 managing organisational performance.72主要學習目標主要

4、學習目標 key learning objectives.73工具工具 tools.74需完成的任務(wù)需完成的任務(wù) tasks to be completed.77模塊五:市場營銷戰(zhàn)略計劃 module 5: strategic marketing plan.93概述概述 overview.93主要學習目標主要學習目標 key learning objectives.94工具工具 tools.95典型的模塊五程序典型的模塊五程序 typical module 5 program.97需完成的任務(wù)需完成的任務(wù) tasks to be completed.98模塊六:企業(yè)系統(tǒng)化 module 6:

5、business independence.114概述概述 overview.114主要學習目標主要學習目標 key learning objectives.116工具工具 tools.117典型的模塊六程序典型的模塊六程序 typical module 6 program.119需完成的任務(wù)需完成的任務(wù) tasks to be completed.120模塊七:組織結(jié)構(gòu)， 知識，環(huán)境管理和技術(shù)應(yīng)用戰(zhàn)略 module 7: organisational structure， knowledge， environmental management and technology strategie

6、s.136概述概述 overview.136主要學習目標主要學習目標 key learning objectives.138工具工具 tools.139典型的模塊七程序典型的模塊七程序 typical module 7 program.141需完成的任務(wù)需完成的任務(wù) tasks to be completed.142模塊八:反饋和持續(xù)改善 module 8: feedback and continuous improvement.158概述概述 overview.158學習目標學習目標 learning objectives.159工具工具 tools.160典型的模塊八程序典型的模塊八程序

7、typical module 8 program.162需完成的任務(wù)需完成的任務(wù) tasks to be completed.162需完成的任務(wù)需完成的任務(wù) tasks to be completed.163注 notes.179注 notes.180注 notes.181注 notes.182背背 景景background本指南旨在為咨詢顧問公司和其它商業(yè)服務(wù)機構(gòu)提供技術(shù)和方法，使他們能夠成功地為中小企業(yè)提供咨詢服務(wù)。this guide is designed to provide consultants and other service providers with technique

8、s and methodologies that will enable them to embark on successful consulting engagements with small/medium size enterprises (smes).這里提供的資料旨在幫助咨詢顧問公司能夠與中小企業(yè)建立互惠的關(guān)系。 這些方法不僅可以獲得 “快速取勝”的效果， 還能夠促進咨詢顧問與客戶之間建立長期的關(guān)系-這是一種讓咨詢顧問獲得 “受信任的顧問”的地位的關(guān)系， 是一種使雙方的知識和資源匯集成一個 “知識和資源庫”的關(guān)系。 the materials provided， aim to en

9、able the consultant to engage with smes in a mutually beneficial relationship. while the methodologies used will provide “quick wins， ” the materials are designed to facilitate a long-term relationship between consultant and client a relationship where the consultant earns the status of “trusted adv

10、isor” and where the knowledge and resources of both parties are used to create a “pool of knowledge and resources.”該項目的目的是改善企業(yè)在財務(wù)和運營這兩方面的業(yè)績業(yè)績。 這是通過在企業(yè)中實施許許多多小的措施后達到的結(jié)果。 普通和優(yōu)秀優(yōu)秀企業(yè)的區(qū)別總是體現(xiàn)在這些小事情之中!the purpose of the program is to improve the performance of the business both financially and operationall

11、y. this will be achieved as a result of the many， many little things that you implement in your business. the difference between and ordinary and extra-ordinary business always lies in these little things!本項目分為八個模塊the program is split into 8 modules;1. 了解你的企業(yè)understanding what business you are in;2.

12、 了解你的客戶，產(chǎn)品和市場understanding your customers， products and markets;3. 商業(yè)模式the business model;4. 員工授權(quán)team empowerment;5. 市場營銷戰(zhàn)略計劃the strategic marketing plan;6. 企業(yè)系統(tǒng)化business independence;7. 組織結(jié)構(gòu)，知識， 環(huán)境管理和技術(shù)應(yīng)用戰(zhàn)略organizational structure， knowledge， environment management and technology strategies; and8.

13、反饋與持續(xù)改善feedback and continuous improvement.我們建議你在按月收取客戶咨詢費的前提上， 全面實施本項目。 但是， 在某些情況下， 先提供本項目的部分內(nèi)容可能更合適， 例如， “客戶咨詢會”， 或 “優(yōu)質(zhì)服務(wù)爭創(chuàng)第一”的客戶服務(wù)培訓。we recommend that you implement the program in its entirety based on the client paying a fixed monthly fee for your services. however in some instances it may be mo

14、re appropriate to offer just a few aspects of the program， for example， the customer advisory session or the “exceptional service leading the pack” customer service training.本項目旨在了解企業(yè)， 提出和實施改進措施， 提供對企業(yè)所有者和員工都有實際意義的培訓。 本項目旨在使企業(yè)業(yè)績得到長期, 顯著的改善。the program is based on exploring the business， generating a

15、nd implementing improvements and providing practical meaningful training to both the business owners and the team members. it is based on achieving significant long-term business performance improvements.了解本指南understanding this guide本指南旨在概述經(jīng)營業(yè)績改善項目的八個模塊。this guide aims to provide an overview of the

16、8 module business performance improvement program.經(jīng)營業(yè)績改善項目共分為八個模塊:the business performance improvement program has been split into 8 distinct modules:1. 了解你的企業(yè)understanding what business you are in;2. 了解你的客戶，產(chǎn)品和市場understanding your customers， products and markets;3. 商業(yè)模式the business model;4. 員工授權(quán)tea

17、m empowerment;5. 市場營銷戰(zhàn)略計劃the strategic marketing plan;6. 企業(yè)系統(tǒng)化business independence;7. 組織結(jié)構(gòu)，知識， 環(huán)境管理和技術(shù)應(yīng)用戰(zhàn)略organisational structure， knowledge， environment management and technology strategies; and8. 反饋與持續(xù)改善feedback and continuous improvement本指南接下來的部分對每個模塊進行了概述。 每個模塊都由 8 個步驟組成。 本指南中還提供有圖表, 以幫助咨詢顧問學習

18、和理解這一流程。此外, 有工具提供的步驟也標注有專門的符號。針對每個模塊， 我們都已提供了以下的內(nèi)容:the following sections of 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 been used to facilitate the learning and understandin

19、g process. in addition， symbols have been used to identify the tools used in each stage of the process. for each module of the process， we have provided:該模塊的概述 an overview of the module;主要學習目標(以表示) key learning objectives (denoted by );該模塊中提供的工具(以表示) a list of the available tools for that module (de

20、noted by ); 以圖示方法列出八個步驟 a diagrammatic representation of the 8 stages involved; and“需完成的工作” 清單， 與工具相互參照 ( 以表示) a list of “things to do， ” cross-referenced to the tools (denoted by )戰(zhàn)略性經(jīng)營業(yè)績改善模式the strategic business performance improvement model了解你的客戶，市場和產(chǎn)品了解你的客戶，市場和產(chǎn)品understanding your customers，mar

21、kets andproducts 八模塊企業(yè)發(fā)展階梯the 8 module business development ladder 模塊一：了解你的企業(yè)module 1: understanding what business you are in概述overview任何咨詢業(yè)務(wù)的開始階段都是非常重要的。 作為咨詢顧問， 你所負責的是過程過程-這是需要特別引起你注意的，你幾乎不太可能控制結(jié)果。 你和你的客戶一起開始了一個令人興奮的旅程。 在這個旅程中， 客戶和咨詢顧問之間要進行雙方向互動的知識交流。 這種信息的交流過程本身同信息一樣有價值。the initial stage of any c

22、onsulting assignment is particularly important. as the consultant you are 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 transf

23、erred between both parties - the client and the consultant. the process of this information transfer is as valuable as the information itself. 各方都要了解自己在這一關(guān)系中所扮演的角色-你只是咨詢項目的推動人， 而不是客戶業(yè)務(wù)的專家! all parties must understand your role in the relationship you are the facilitator of the program， you are not a

24、n expert in your clients business! 一般來講， 在項目的第一階段， 你要收集關(guān)于客戶及其業(yè)務(wù)的信息。 你還要召開你的第一次戰(zhàn)略計劃會議。 第一階段的目的是建立客戶和咨詢顧問之間的關(guān)系， 并開始經(jīng)營業(yè)績改善項目的 “計劃” 階段。 typically， during this first stage of the program you will gather information regarding your client and their business. you will also hold your 1st strategic planning s

25、ession. this first stage of the program is designed to develop the relationship between client and consultant and begin the “planning” stage of the business performance improvement program.主要學習目標key learning objectives下面的清單詳細列舉了模塊一- “了解你的企業(yè)”主要學習目標的一些內(nèi)容:the following list details some of the key lear

26、ning objectives of module 1 understanding what business you are in:了解企業(yè)所有者 (或主要股東)的個人和企業(yè)目標， 并開始以所有者的個人目標為基礎(chǔ)制定企業(yè)宗旨和/或遠景；to understand the personal and professional goals of the business owners (or key stakeholders)， and begin to develop the mission and/ or vision for the business based on the persona

27、l objectives of the owners；了解企業(yè)當前財務(wù)和非財務(wù)方面的業(yè)績情況概況；to obtain an overview of the current financial and non-financial performance of the business；了解企業(yè)所服務(wù)的市場，及其產(chǎn)品在各自生命周期中所處的位置；to understand where the business and each market is in its product life cycle；了解如何評估企業(yè)的價值和系統(tǒng)化會給企業(yè)價值帶來的影響；to understand how busine

28、sses are valued and the impact that systematisation can have on the value of the business；確認企業(yè)的戰(zhàn)略優(yōu)勢，劣勢，以及當前所面臨的機會和威脅；to identify the strategic strengths， weaknesses， opportunities and threats currently facing the business；明確改善企業(yè)表現(xiàn)的立即行動點(iaps)；to identify immediate action points (iaps) to improve the

29、 performance of the business；明確企業(yè)面臨的困境和通過實施 bpip 來解決這些問題的方法；to identify the frustrations of the business and ways in which the bpip can assist to resolve those issues； and建立咨詢顧問和客戶合作的基礎(chǔ)一種持續(xù)的關(guān)系to establish the basis on which the consultant and client will work together the on-going relationship.工具too

30、ls下列工具為你提供工作幫助。 這些工具與” 需完成的任務(wù)” 部分相互參照( 用表示)。 the following tools have been provided to assist you. these tools arecross-referenced throughout the “tasks to be completed” section (denoted by ).第一次戰(zhàn)略計劃會議邀請函1st strategic planning session invitation第一次戰(zhàn)略計劃會議準備清單1st strategic planning session checklist戰(zhàn)略

31、需求分析問卷 (snaq)strategic needs analysis questionnaire (snaq)客戶服務(wù)重點問卷customer service focus questionnaire利潤潛力 (表格)profit possibilities (spreadsheet)第一次戰(zhàn)略計劃會議議程1st strategic planning session agenda 第一次戰(zhàn)略計劃會議 powerpoint 演示稿1st strategic planning session powerpoint presentation第一次戰(zhàn)略計劃會議報告模本1st strategic p

32、lanning session report template合作意向書模本engagement letter template小組計劃會情況匯報議程team planning session debrief agenda典型的模塊一程序typical module 1 program需完成的任務(wù)tasks to be completed1.1安排第一次戰(zhàn)略計劃會議的后勤事宜安排第一次戰(zhàn)略計劃會議的后勤事宜arrange logistics for 1st strategic planning session第一次戰(zhàn)略計劃會議大約進行 3-4 個小時。 在此期間， 你將教給企業(yè)的所有者如何分析

33、他們所從事行業(yè)的性質(zhì)和評估他們在每個市場上的競爭地位。 你們還要一起研究 snaq 和完成一份立立即行動點即行動點的清單。the 1st strategic planning session will take approximately 3-4 hours. during this time you will teach the business owners how to analyse the nature of the industry in which they operate and evaluate their competitive positioning within eac

34、h market. together you will also review the snaq and compile a list of immediate action points.這個會議還會給你提供更好地了解你的客戶的機會。 你應(yīng)當利用這次會議來獲得他們的信任和建立你們之間的合作關(guān)系。the session also gives you the opportunity to get to know your clients better. you should use the session to gain their trust and build your working re

35、lationship.確定會議的日期和時間。set the date and time for the session.邀請客戶-用信函/傳真/電子郵件的形式確認這些安排。 請參見 “第一次戰(zhàn)略計劃會議邀請函第一次戰(zhàn)略計劃會議邀請函”invite the client use a letter/fax/email to confirm arrangements. please refer to “1st strategic planning session” invitation向客戶發(fā)出 “ 戰(zhàn)略需求分析問卷戰(zhàn)略需求分析問卷”。send the “strategic needs analys

36、is questionnaire“ to the client.安排會議地點-盡量使用中立性的地點-會議場所必須確保無干擾。arrange venue try to use a neutral venue there must to be no distractions.餐飲事項-應(yīng)準備午餐和上下午茶。refreshments lunch， morning and afternoon tea should be arranged.會議設(shè)施-白板， 白板筆， 電腦 (供powerpoint 演示之用)， 紙， 筆， 投影儀。 請參見 “第一次戰(zhàn)略計劃會議第一次戰(zhàn)略計劃會議” 準備清單。準備清單。

37、equipment whiteboard， marker pens， computer (for powerpoint presentations)， paper， pens， projector. please refer to “1st strategic planning session” checklist1.2從客戶處收集信息從客戶處收集信息collect information from client在第一次戰(zhàn)略計劃會議之前， 你需要從客戶處收集大量信息。you will need to gather plenty of information on the client prio

38、r to the 1st strategic planning session.如果客戶有網(wǎng)站的話， 你應(yīng)當瀏攬其網(wǎng)站。if applicable you should view the business web-site.請客戶提供給你他們所有的企業(yè)介紹和廣告材料。ask the clients to send you any brochures or advertising material that they have.你還需要客戶的 3 年財務(wù)報表 (盈虧表， 資產(chǎn)負債表和現(xiàn)金流量表)。 還要請客戶給你提供他們通常使用的管理報告.you will also need 3 years o

39、f financial statements (profit and loss， balance sheet and cash-flow statements). ask the client to also send you copies of any management reports that they routinely use.你需要客戶填寫 snaq 問卷，并在會議前的至少4-5 天把它交給你。 這樣， 你才會有充足的時間來分析問卷，并為第一次戰(zhàn)略計劃會議作準備。you will need the client to complete the snaq and return th

40、e information to you at least 4 5 days prior to your meeting. this will give you enough time to analyse the completed questionnaires and make some notes for your 1st strategic planning session.客戶還應(yīng)當完成并交給你 “客戶服務(wù)要點客戶服務(wù)要點” 問卷問卷。 這一問卷是用來衡量企業(yè)提供優(yōu)質(zhì)客戶服務(wù)方面的表現(xiàn)。 該問卷的結(jié)果在本項目的后面階段會用到， 并將用來同客戶和員工的反饋結(jié)果相比較。 the clie

41、nt should also complete and return to you the “customer service focus” questionnaire. this questionnaire is designed to gauge the organisations commitment to exceptional customer service. the results will be used later in the program and compare to feedback gathered from both customers and team memb

42、ers.不要忘記詢問客戶，他們是否還有其它他們認為對你有用的信息。 如果有， 請他們提供給你。dont forget to ask the client if there is any other information that they think would be useful to you. if possible get the client to send you this information.1.3分析客戶信息分析客戶信息analyse client information 第一次戰(zhàn)略計劃會議一定要做非常充分的準備-這是一次很重要的會議， 它將為你和客戶的未來合作確定基調(diào)。

43、要用 3 個小時重新審閱已填寫完成的 snaq 和你所收集的其它信息。you will need to prepare thoroughly for the 1st strategic planning session it is a very important meeting that will set the tone for your future engagement with the client. allow 3 hours to review the completed snaq and any other information you have gathered.在閱讀 s

44、naq 時， 應(yīng)當注意的方面包括while going through the snaq you should look for problem areas for example 企業(yè)所有者與其他主要決策人在目標和觀念之間的沖突conflicts between the goals and ideals of the owners and other key decision-makers. 問卷中沒有回答的部分(這也許反映了企業(yè)信息系統(tǒng)的弱點) areas where no information has been provided (this may indicate weaknesse

45、s in the business information systems) 答卷人對問題的理解明顯錯誤的地方areas where the respondent clearly has misinterpreted the question在閱讀 snaq 時， 把那些值得討論的問題標出來， 并找機會把該項目所能提供的服務(wù)與客戶所面臨的困境及問題聯(lián)系起來。as you go through the snaq， highlight areas for discussion and look for opportunities to relate the value of your produc

46、ts and services back to the clients frustrations and problems.用客戶的財務(wù)數(shù)據(jù)填制 “利潤潛力利潤潛力”。set up the “profit possibilities” using the clients financial data. 準備好會議的議程并發(fā)送給所有參加會議的人員-請參見 “第一次戰(zhàn)略計劃會議議程第一次戰(zhàn)略計劃會議議程” 模本模本。prepare an agenda for the session and send it to all participants please refer to “1st strat

47、egic planning session agenda” template.1.4召開第一次戰(zhàn)略計劃會議召開第一次戰(zhàn)略計劃會議hold 1st strategic planning session在第一次戰(zhàn)略計劃會議的開始部分， 你要回顧企業(yè)所有者的個人和企業(yè)目標。 你還要闡述企業(yè)價值評估的原則和系統(tǒng)化將如何提升企業(yè)的價值。 請參見 “第一次戰(zhàn)略計劃會議第一次戰(zhàn)略計劃會議” powerpoint 演示。演示。during the first part of the 1st strategic planning session you will be reviewing the busines

48、s owners personal and business objectives. you will also be looking at the principles on which businesses are valued and how systematisation of the business can increase the value of the business. please refer to “1st strategic planning session” powerpoint presentation.要記住， 會議其間不要總是你一個人在講話。 如果讓客戶有機會

49、談?wù)撍麄兊哪承﹩栴}和困境， 他們會覺得收獲更大。 你要鼓勵進行問題討論，以制定一系列的行動來解決問題make sure that you do not do all the talking at the session. clients will feel that they have received more value if they are able to express some of their problems and frustrations. facilitate the discussion to generate a list of actions to address

50、the frustrations. 在會議其間， 要逐一討論你從 snaq 中發(fā)現(xiàn)的問題或弱點。 當客戶表述這些問題時， 你可以將它們與你可以提供的用于解決這些問題的工具聯(lián)系起來， 例如， 客戶咨詢會， 優(yōu)質(zhì)服務(wù)培訓等。during the session work through 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

51、 to deal with those issues e.g. the customer advisory session， exceptional service training etc記住， 要確定一些 “立即行動點立即行動點” (iaps)。 這是客戶可以立即在企業(yè)內(nèi)實施的行動。 有些 iap 可以對企業(yè)的贏利能力產(chǎn)生立竿見影的作用， 例如， 提高價格。 要切記， 是客戶在實施這些行動， 而不是你不是你。make sure that you identify some “immediate action points” (iaps). these are items that the

52、client should implement in their business as soon as possible. some of the iaps should have an immediate impact on the profitability of the business e.g. increase prices. remember that the emphasis should be on the client performing the action， not you.1.5給客戶準備包含給客戶準備包含 iap 的戰(zhàn)略計劃會議報告的戰(zhàn)略計劃會議報告prepare

53、 strategic planning session report for client with iaps assigned會議之后， 你需要向客戶提供一份報告。 這份報告要把這幾天的事件寫出”簡要總結(jié)”。 它包括:after the session you will need to provide a report for the client. the report should provide an “executive summary” of the days events. it includes: 給客戶的祝賀函；congratulations letter for the c

54、lient； 簡要總結(jié)；executive summary； 立即行動點；immediate action points； 月度會議安排； schedule of monthly meetings； 小組會議的計劃日期；scheduled date for team meeting； 所有提出的問題的詳細內(nèi)容， 參閱行動清單；details of all the issues raised， cross-referenced to the action list； 相互承諾聲明；mutual commitment statements； and 詳細的行動清單， 與你所提供的產(chǎn)品，以及 bpi

55、p 項目中的相關(guān)模塊相結(jié)合。a detailed action list cross-referenced to the products you offer and the relevant module of the bpip program.行動清單應(yīng)當非常具體， 并分解為短期行動， 如， iap，和長期行動。the action list should be specific and split into short-term e.g. iaps and longer-term actions.報告的模本已提供-請參見 “第一次戰(zhàn)略計劃會第一次戰(zhàn)略計劃會議報告議報告” 模本模本。a t

56、emplate for the report has been provided please refer to “1st strategic planning session report” template.報告應(yīng)當在會議之后的 7 天內(nèi)送給客戶。 并記住在報告發(fā)出的一兩天后給客戶打電話確認他們收到了該報告。the report should be sent to the client within 7 days of the session. ensure that you call the client a couple of days after sending the report

57、 to ensure that they received it.1.6建立持續(xù)的關(guān)系基礎(chǔ)，建立持續(xù)的關(guān)系基礎(chǔ)， 并將合作函發(fā)給客戶并將合作函發(fā)給客戶establish the basis of the on-going relationship and send an engagement letter to the client.在計劃討論會期間，你將確立起你和客戶的持續(xù)合作關(guān)系的特點。during the planning session you will have established with your client the nature of your on-going rela

58、tionship. 持續(xù)性關(guān)系有兩種形式。 你或者會使客戶接受全部的 bpip 計劃， 或是會把一些服務(wù)捆綁在一起， 例如， cas， tas， 或者 “優(yōu)質(zhì)服務(wù)爭創(chuàng)第一 ” 培訓等。two alternatives exist for the on-going relationship. you will either have engaged the client in the full bpip program or you will have bundled some services together such as the cas， tas or “exceptional serv

59、ice leading the pack” seminar.理想的情況是， 你應(yīng)當把合作函與第一次戰(zhàn)略計劃會議的報告一起送給客戶。 這個工作必須在客戶對這次會議還記憶猶新的時候完成， 大約在會后的 4-5 天內(nèi)。ideally you should send the engagement letter with the 1st strategic planning session report. this must be done while the session is still fresh in the clients mind， approximately 4-5 days after

60、 the session.你需要以合作函的方式來確認你的安排。 請參見 “合作函合作函” 模本模本的樣稿。 該文件包括下列內(nèi)容:you will need to confirm your arrangement using an engagement letter. please refer to the sample “engagement letter” template provided. this letter contains the following: 你和客戶將一起從事的工作的大綱；an outline of the work you will be doing togethe