執(zhí)行力三大流程2：戰(zhàn)略流程：九大戰(zhàn)略問(wèn)題講解

1、戰(zhàn)略流程STRATEGY PROCESS戰(zhàn)略,原本就是為執(zhí)行而擬定出來(lái)的。一個(gè)良好的戰(zhàn)略規(guī)劃流程,需要對(duì)戰(zhàn)略“如何執(zhí)行”的各項(xiàng)問(wèn)題,投入最多的心力。戰(zhàn)略的實(shí)施細(xì)節(jié)必須來(lái)自與實(shí)施行動(dòng)最為接近的人,他們應(yīng)該了解本身的市場(chǎng)、資源及自己的優(yōu)勢(shì)、劣勢(shì)、機(jī)會(huì)與威脅。戰(zhàn)略規(guī)劃在制定戰(zhàn)略時(shí),企業(yè)領(lǐng)導(dǎo)人必須自問(wèn):(1組織是否有能力做到要達(dá)到戰(zhàn)略目標(biāo)的必不可少的事情,又該如何著手這些事?(2戰(zhàn)略背后的關(guān)鍵課題是什么?(3在企業(yè)的整體環(huán)境中,市場(chǎng)機(jī)會(huì)與威脅、競(jìng)爭(zhēng)優(yōu)勢(shì)與劣勢(shì)的定位如何?計(jì)劃擬定后,必須再問(wèn):(1計(jì)劃所依據(jù)的假設(shè)是否正確?(2各項(xiàng)替代方案的優(yōu)缺點(diǎn)如何?(3組織是否有能力執(zhí)行這一計(jì)劃?(4為確保計(jì)劃長(zhǎng)期成

2、功,短期與中期要做些什么?(5這一計(jì)劃是否能因企業(yè)環(huán)境的變遷而有所修正?為了不讓?xiě)?zhàn)略與現(xiàn)實(shí)脫節(jié),你必須將它與人員流程結(jié)合起來(lái):(1是否有適當(dāng)?shù)娜藛T能夠執(zhí)行你的戰(zhàn)略?(2如沒(méi)有,你打算如何網(wǎng)絡(luò)人才?另一方面,戰(zhàn)略計(jì)劃的各項(xiàng)細(xì)節(jié)必須與營(yíng)運(yùn)計(jì)劃連接起來(lái),如此不同部門(mén)間的動(dòng)作才能步調(diào)一致地朝你所期望的地方邁進(jìn)。如果一項(xiàng)戰(zhàn)略不重視如何執(zhí)行的問(wèn)題,就很可能會(huì)失敗。2.戰(zhàn)略的基本要素只能少,不能多任何戰(zhàn)略的實(shí)質(zhì)內(nèi)容都是一些基本要素構(gòu)成的。這六、七個(gè)甚至更少的關(guān)鍵要素與行動(dòng)共同定義了戰(zhàn)略的內(nèi)涵。只要清楚界定出這些基本要素,就可使領(lǐng)導(dǎo)人在討論政策時(shí)陳述得更清晰,判斷政策好壞及原因時(shí)也有所依據(jù),也可能以一頁(yè)的篇幅

3、將戰(zhàn)略的本質(zhì)呈現(xiàn)出來(lái)。戰(zhàn)略管理要以具體的方式清楚地列明具體的方向:目前在哪里?未來(lái)要往哪里?又該如何到達(dá)?戰(zhàn)略地圖要能以不多于一頁(yè)紙的長(zhǎng)度說(shuō)明戰(zhàn)略的基本要素,彰顯戰(zhàn)略的精義。還要能在最多二十分鐘內(nèi)就可以簡(jiǎn)單清楚的語(yǔ)言描述出戰(zhàn)略。良好的戰(zhàn)略就是一組你所希望遵循的指示,它就象一張簡(jiǎn)明的地圖,讓你有很多發(fā)揮空間。等你要決定戰(zhàn)略的行動(dòng)部分時(shí),就必須列出戰(zhàn)略的具體事項(xiàng),并將它與人員流程和營(yíng)運(yùn)流程結(jié)合起來(lái)。九大戰(zhàn)略問(wèn)題QUESTIONS FOR A STRATEGIC PLAN九大問(wèn)題,讓?xiě)?zhàn)略更健全A strong plan must address the following questions制訂戰(zhàn)略

4、時(shí)要探索的問(wèn)題1.What is the assessment 5評(píng)估, 看法of the external and internal environment?對(duì)外部和內(nèi)部環(huán)境的評(píng)價(jià)如何?戰(zhàn)略管理:Environment Scanning2.How well do you understand the existing customers and markets?對(duì)現(xiàn)有客戶與市場(chǎng)了解多少?【見(jiàn)】ReadingThe division manager of a large industrial 5 company recently proposed a growth strategy【提出一個(gè)增

5、長(zhǎng)戰(zhàn)略】requiring a $300 million capital investment. The strategy would adapt an existing technology to a new product that would be sold to a new set of customers.The CEO listened. He couldnt wait any longer to ask the following questions. First, whobuys this product? The purchasing managers of customer

6、 companies. Let me rephrase the question. Who specifies that this product should be purchased?” The divisionmanager answered that it was obviously the engineers. The CEOs final question, deliv ered in a stern tone, was, “How many engineers did you talk to?” The dead silence meant that the project wa

7、s rejected.People tend to look at their businesses from the inside outthat is, they get so focused on making and selling their products that they lose awareness of the needs and buying behaviors of their customers. A customer is a person or organization that a marketer believes will benefit from the

8、 goods and services offered by the marketers organization. A market is referred to as all the people or organizations that may have an interest in purchasing a companys products or services.In other words,a market comprises 5z包含, 由.組成all customers who haveneeds that may be fulfilled by an organizati

9、ons offerings C.Understand customers(1Three customer groupsExisting CustomersFormer CustomersPotential Customers(2Consumer Buying Behaviour 消費(fèi)者購(gòu)買(mǎi)行為T(mén)ypes of Consumer Purchase DecisionsWhy Consumers BuyFactors influencing a consumers decision to purchase影響消費(fèi)者購(gòu)買(mǎi)行為的主要因素How Consumers Buyto understand con

10、sumer buyer behaviour is to understandhow the person interacts with the marketing mix.Understand markets(1Business Buying Behavior(2Who Makes Up the Business Market(3Supply Chain Members(4Business User Markets(5How Business Markets Compare to Consumer Markets(6How Decisions Are Made(7How Businesses

11、Buy3.What is the best way to grow the business profitably【使企業(yè)獲利并成長(zhǎng)的最佳途徑是什么】, andwhat are the obstacles Ck障礙to growth?成長(zhǎng)的障礙是什么?4.Who is the competitor?競(jìng)爭(zhēng)者是誰(shuí)?Competitors & competitor analysis【見(jiàn)戰(zhàn)略管理】5.Can the business execute the strategy?企業(yè)是否具備執(zhí)行戰(zhàn)略的能力?【見(jiàn)戰(zhàn)略管理之“StrategyImplementation”部分】An astonishing E

12、s5tCniFiN驚人的 number 【沒(méi)有進(jìn)行現(xiàn)實(shí)的評(píng)價(jià)】of of strategies fail because leaders dont make a realistic assessment Larry whether the organization can execute the plan. You measure your organizational capability by asking the right questions. If your strategy requires a worldwide manufacturing capacity, for examp

13、le, you need to ask: “Do we have people with global experience? Do we have people who know how to source? Do we have people who can run a supply chain that extends worldwide?” On a scale of one to ten, if your answers come up a six, you dont have enough capability. You can certainly increase your ca

14、pabilityyoure looking at it not just today but two years out. But what you distill and gain from the process is an understanding of what needs to be done. To begin the implementation process, strategists three questions: 5strAtIdVIst戰(zhàn)略家 must consider (1 Who are the people who will carry out the stra

15、tegic plan? What must be done? 誰(shuí)來(lái)實(shí)施戰(zhàn)略規(guī)劃 (2 必須做什么？ (3 How are they going to do what is needed? 戰(zhàn)略實(shí)施人員將如何做必需做的工作? 6. Are the short term balanced? 是否能兼顧短期與長(zhǎng)期的平衡？ 7. What are the important milestones 計(jì)劃執(zhí)行過(guò)程中的階段性目標(biāo)為何？ 5mailstEun里程碑，階段性目標(biāo) for executing the plan? Milestones bring reality to a strategic pla

16、n. If the business doesnt meet milestones as it executes the plan, leaders have to reconsider got the right strategy after all 畢竟. This is another reason your business leaders have been in on【be in on 參加】the plan from the beginning bi5iniN開(kāi)始. 5ri:kEn5sidE重新考慮 whether theyve Because they helped build

17、 it and they own it, they carry it around in their heads all the timeunlike a staff-driven planning book, which will spend a year on shelves before being discarded. So they can regularly test it against reality. 8. What are the critical issues facing the business? 企業(yè)面對(duì)的關(guān)鍵性課題為何？ 9. How will the business make money on a sustainable basis? 利？ 該如何在永續(xù)性的基礎(chǔ)上追求獲 Every strategy must lay out clearly the specifics E5nAtEmi剖析 of spi5sifik 細(xì) 節(jié) of the anatomy the busines