高級(jí)咨詢顧問的指南

PAGE...學(xué)習(xí)參考.顧問咨詢指南顧問咨詢指南

ConsultingGuide本企業(yè)發(fā)展顧問咨詢指南適用于顧問咨詢公司。它為顧問咨詢公司實(shí)施咨詢項(xiàng)目提供了詳盡的指導(dǎo)。

ThisreportistheBusinessDevelopmentConsultingguidetobeusedbytheBSP’s.ItsetsouttheModulesforBSP’stoimplementtheconsultingprogram.目錄TABLEOFCONTENTSTOC\o"1-2"\h\z背景Background4了解本指南UnderstandingThisGuide6八模塊企業(yè)發(fā)展階梯The8ModuleBusinessDevelopmentLadder9模塊一：了解你的企業(yè)Module1:UnderstandingWhatBusinessYouAreIn10概述Overview10主要學(xué)習(xí)目標(biāo)KeyLearningObjectives11工具Tools12典型的模塊一程序TypicalModule1Program13需完成的任務(wù)TaskstoBeCompleted14模塊二:了解顧客、市場(chǎng)和產(chǎn)品Module2:UnderstandingtheCustomers,MarketsandProducts29概述Overview29主要學(xué)習(xí)目標(biāo)KeyLearningObjectives30工具Tools31典型模塊二程序TypicalModule2Program33需完成的任務(wù)TaskstoBeCompleted34模塊三:確定商業(yè)模式Module3:DefiningtheBusinessModel50概述Overview50主要學(xué)習(xí)目標(biāo)KeyLearningObjectives51工具Tools52典型的模塊三程序TypicalModule3Program54需完成的任務(wù)TaskstoBeCompleted54需完成的任務(wù)TaskstoBeCompleted55模塊四:員工授權(quán)Module4:TeamEmpowerment71對(duì)企業(yè)業(yè)績(jī)進(jìn)行管理ManagingOrganisationalPerformance72主要學(xué)習(xí)目標(biāo)KeyLearningObjectives73工具Tools74需完成的任務(wù)TaskstoBeCompleted77模塊五:市場(chǎng)營(yíng)銷戰(zhàn)略計(jì)劃Module5:StrategicMarketingPlan93概述Overview93主要學(xué)習(xí)目標(biāo)KeyLearningObjectives94工具Tools95典型的模塊五程序TypicalModule5Program97需完成的任務(wù)TaskstoBeCompleted98模塊六:企業(yè)系統(tǒng)化Module6:BusinessIndependence114概述Overview114主要學(xué)習(xí)目標(biāo)KeyLearningObjectives116工具Tools117典型的模塊六程序TypicalModule6Program119需完成的任務(wù)TaskstoBeCompleted120模塊七:組織結(jié)構(gòu),知識(shí),環(huán)境管理和技術(shù)應(yīng)用戰(zhàn)略Module7:OrganisationalStructure,Knowledge,EnvironmentalManagementandTechnologyStrategies136概述Overview136主要學(xué)習(xí)目標(biāo)KeyLearningObjectives138工具Tools139典型的模塊七程序TypicalModule7Program141需完成的任務(wù)TaskstoBeCompleted142模塊八:反饋和持續(xù)改善Module8:FeedbackandContinuousImprovement158概述Overview158學(xué)習(xí)目標(biāo)LearningObjectives159工具Tools160典型的模塊八程序TypicalModule8Program162需完成的任務(wù)TaskstoBeCompleted162需完成的任務(wù)TaskstoBeCompleted163注Notes179注Notes180注Notes181注Notes182..背景

Background本指南旨在為咨詢顧問公司和其它商業(yè)服務(wù)機(jī)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)。Thisguideisdesignedtoprovideconsultantsandotherserviceproviderswithtechniquesandmethodologiesthatwillenablethemtoembarkonsuccessfulconsultingengagementswithsmall/mediumsizeenterprises<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(jìn)咨詢顧問與客戶之間建立長(zhǎng)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(shí)和資源匯集成一個(gè)"知識(shí)和資源庫"的關(guān)系。Thematerialsprovided,aimtoenabletheconsultanttoengagewithSMEsinamutuallybeneficialrelationship.Whilethemethodologiesusedwillprovide"quickwins,"thematerialsaredesignedtofacilitatealong-termrelationshipbetweenconsultantandclient–arelationshipwheretheconsultantearnsthestatusof"trustedadvisor"andwheretheknowledgeandresourcesofbothpartiesareusedtocreatea"poolofknowledgeandresources."該項(xiàng)目的目的是改善企業(yè)在財(cái)務(wù)和運(yùn)營(yíng)這兩方面的業(yè)績(jī)。這是通過在企業(yè)中實(shí)施許許多多小的措施后達(dá)到的結(jié)果。普通和優(yōu)秀企業(yè)的區(qū)別總是體現(xiàn)在這些小事情之中!Thepurposeoftheprogramistoimprovetheperformanceofthebusiness–bothfinanciallyandoperationally.Thiswillbeachievedasaresultofthemany,manylittlethingsthatyouimplementinyourbusiness.Thedifferencebetweenandordinaryandextra-ordinarybusinessalwaysliesintheselittlethings!本項(xiàng)目分為八個(gè)模塊Theprogramissplitinto8Modules;了解你的企業(yè)

UnderstandingWhatBusinessYouAreIn;了解你的客戶,產(chǎn)品和市場(chǎng)

UnderstandingYourCustomers,ProductsandMarkets;商業(yè)模式

TheBusinessModel;員工授權(quán)

TeamEmpowerment;市場(chǎng)營(yíng)銷戰(zhàn)略計(jì)劃

TheStrategicMarketingPlan;企業(yè)系統(tǒng)化

BusinessIndependence;組織結(jié)構(gòu),知識(shí),環(huán)境管理和技術(shù)應(yīng)用戰(zhàn)略

OrganizationalStructure,Knowledge,EnvironmentManagementandTechnologyStrategies;and反饋與持續(xù)改善

FeedbackandContinuousImprovement.我們建議你在按月收取客戶咨詢費(fèi)的前提上,全面實(shí)施本項(xiàng)目。但是,在某些情況下,先提供本項(xiàng)目的部分內(nèi)容可能更合適,例如,"客戶咨詢會(huì)",或"優(yōu)質(zhì)服務(wù)—爭(zhēng)創(chuàng)第一"的客戶服務(wù)培訓(xùn)。Werecommendthatyouimplementtheprograminitsentiretybasedontheclientpayingafixedmonthlyfeeforyourservices.Howeverinsomeinstancesitmaybemoreappropriatetoofferjustafewaspectsoftheprogram,forexample,theCustomerAdvisorySessionorthe"ExceptionalService–LeadingThePack"customerservicetraining.本項(xiàng)目旨在了解企業(yè),提出和實(shí)施改進(jìn)措施,提供對(duì)企業(yè)所有者和員工都有實(shí)際意義的培訓(xùn)。本項(xiàng)目旨在使企業(yè)業(yè)績(jī)得到長(zhǎng)期,顯著的改善。Theprogramisbasedonexploringthebusiness,generatingandimplementingimprovementsandprovidingpracticalmeaningfultrainingtoboththebusinessownersandtheteammembers.Itisbasedonachievingsignificantlong-termbusinessperformanceimprovements.了解本指南UnderstandingThisGuide本指南旨在概述經(jīng)營(yíng)業(yè)績(jī)改善項(xiàng)目的八個(gè)模塊。Thisguideaimstoprovideanoverviewofthe8ModuleBusinessPerformanceImprovementProgram.經(jīng)營(yíng)業(yè)績(jī)改善項(xiàng)目共分為八個(gè)模塊:TheBusinessPerformanceImprovementProgramhasbeensplitinto8distinctModules:了解你的企業(yè)

UnderstandingWhatBusinessYouAreIn;了解你的客戶,產(chǎn)品和市場(chǎng)

UnderstandingYourCustomers,ProductsandMarkets;商業(yè)模式

TheBusinessModel;員工授權(quán)

TeamEmpowerment;市場(chǎng)營(yíng)銷戰(zhàn)略計(jì)劃

TheStrategicMarketingPlan;企業(yè)系統(tǒng)化

BusinessIndependence;組織結(jié)構(gòu),知識(shí),環(huán)境管理和技術(shù)應(yīng)用戰(zhàn)略

OrganisationalStructure,Knowledge,EnvironmentManagementandTechnologyStrategies;and反饋與持續(xù)改善FeedbackandContinuousImprovement本指南接下來的部分對(duì)每個(gè)模塊進(jìn)行了概述。每個(gè)模塊都由8個(gè)步驟組成。本指南中還提供有圖表,以幫助咨詢顧問學(xué)習(xí)和理解這一流程。此外,有工具提供的步驟也標(biāo)注有專門的符號(hào)。針對(duì)每個(gè)模塊,我們都已提供了以下的內(nèi)容:ThefollowingsectionsofthisguidewillprovideanoverviewofeachoftheseModules.EachModuleisbrokendownintoaneightstageprocess.Wherepossible,throughouttheguide,diagramshavebeenusedtofacilitatethelearningandunderstandingprocess.Inaddition,symbolshavebeenusedtoidentifythetoolsusedineachstageoftheprocess.ForeachModuleoftheprocess,wehaveprovided:該模塊的概述

AnoverviewoftheModule;主要學(xué)習(xí)目標(biāo)<以表示>KeyLearningObjectives<denotedby>;該模塊中提供的工具<以表示>AlistoftheavailabletoolsforthatModule<denotedby>;以圖示方法列出八個(gè)步驟

Adiagrammaticrepresentationofthe8stagesinvolved;and"需完成的工作"清單,與工具相互參照<以表示>

Alistof"ThingstoDo,"cross-referencedtothetools<denotedby>戰(zhàn)略性經(jīng)營(yíng)業(yè)績(jī)改善模式TheStrategicBusinessPerformanceImprovementModel了解你的企業(yè)企業(yè)宗旨和目標(biāo)UnderstandingwhatbusinessyouareinYourMissionandGoals了解你的企業(yè)企業(yè)宗旨和目標(biāo)UnderstandingwhatbusinessyouareinYourMissionandGoals了解你的客戶,市場(chǎng)和產(chǎn)品Understandingyourcustomers,marketsandproducts了解你的客戶,市場(chǎng)和產(chǎn)品Understandingyourcustomers,marketsandproducts員工授權(quán)—建立標(biāo)準(zhǔn)和文化TeamEmpowerment-Developingstandardsandculture商業(yè)模式TheBusinessModel員工授權(quán)—建立標(biāo)準(zhǔn)和文化TeamEmpowerment-Developingstandardsandculture商業(yè)模式TheBusinessModel市場(chǎng)營(yíng)銷戰(zhàn)略計(jì)劃TheStrategicMarketingPlan市場(chǎng)營(yíng)銷戰(zhàn)略計(jì)劃TheStrategicMarketingPlan組織結(jié)構(gòu),知識(shí),環(huán)境管理和技術(shù)應(yīng)用戰(zhàn)略O(shè)rganisationalStructure,Knowledge,EnvironmentalManagementandTechnologyStrategies企業(yè)系統(tǒng)化—建立制度和規(guī)則BusinessIndependence–Creatingsystemsandmanuals組織結(jié)構(gòu),知識(shí),環(huán)境管理和技術(shù)應(yīng)用戰(zhàn)略O(shè)rganisationalStructure,Knowledge,EnvironmentalManagementandTechnologyStrategies企業(yè)系統(tǒng)化—建立制度和規(guī)則BusinessIndependence–Creatingsystemsandmanuals反饋和不斷改進(jìn)FeedbackandContinuousImprovement反饋和不斷改進(jìn)FeedbackandContinuousImprovement八模塊企業(yè)發(fā)展階梯

The8ModuleBusinessDevelopmentLadder結(jié)構(gòu),知識(shí),技術(shù)和環(huán)境管理戰(zhàn)略結(jié)構(gòu),知識(shí),技術(shù)和環(huán)境管理戰(zhàn)略Structure,Knowledge,TechnologyandEnvironmentalManagementStrategies31657482了解你的客戶,市場(chǎng)和產(chǎn)品—--制定競(jìng)爭(zhēng)力性戰(zhàn)略UnderstandingCustomers,Markets&Products–definingthecompetitivestrategy商業(yè)模式結(jié)構(gòu),業(yè)務(wù)和財(cái)務(wù)計(jì)劃

TheBusinessModel–structure,business&financialplan員工授權(quán)建立標(biāo)準(zhǔn),文化和人力資源TeamEmpowerment–developingstandards,culture&HumanResourcestrategies監(jiān)督和持續(xù)改進(jìn)-保持該過程持續(xù)進(jìn)行

Monitoring&ContinuousImprovement企業(yè)系統(tǒng)化建立制度和規(guī)則

BusinessIndependence–creatingsystemsandmanuals市場(chǎng)營(yíng)銷戰(zhàn)略計(jì)劃—--制定和實(shí)施

TheStrategicMarketingPlan–documentationandexecution了解你的企業(yè)

Understandingwhatbusinessyouarein模塊一：了解你的企業(yè)Module1:UnderstandingWhatBusinessYouAreIn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(fù)責(zé)的是過程—--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(gè)令人興奮的旅程。在這個(gè)旅程中,客戶和咨詢顧問之間要進(jìn)行雙方向互動(dòng)的知識(shí)交流。這種信息的交流過程本身同信息一樣有價(jià)值。Theinitialstageofanyconsultingassignmentisparticularlyimportant.Astheconsultantyouareresponsiblefortheprocess–itisimportanttonote,thatitisalmostimpossibleforyoutocontroltheoutcome.Youandyourclientareembarkingonanexcitingjourneytogether.Duringthisjourney,knowledgewillbetransferredbetweenbothparties-theclientandtheconsultant.Theprocessofthisinformationtransferisasvaluableastheinformationitself.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(xiàng)目的推動(dòng)人,而不是客戶業(yè)務(wù)的專家!Allpartiesmustunderstandyourroleintherelationship–youarethefacilitatoroftheprogram,youarenotanexpertinyourclient’sbusiness!一般來講,在項(xiàng)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(jì)劃會(huì)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(yíng)業(yè)績(jī)改善項(xiàng)目的"計(jì)劃"階段。Typically,duringthisfirststageoftheprogramyouwillgatherinformationregardingyourclientandtheirbusiness.Youwillalsoholdyour1stStrategicPlanningSession.Thisfirststageoftheprogramisdesignedtodeveloptherelationshipbetweenclientandconsultantandbeginthe"planning"stageoftheBusinessPerformanceImprovementProgram.主要學(xué)習(xí)目標(biāo)KeyLearningObjectives下面的清單詳細(xì)列舉了模塊一"了解你的企業(yè)"主要學(xué)習(xí)目標(biāo)的一些內(nèi)容:ThefollowinglistdetailssomeoftheKeyLearningObjectivesofModule1–UnderstandingWhatBusinessYouAreIn:了解企業(yè)所有者<或主要股東>的個(gè)人和企業(yè)目標(biāo),并開始以所有者的個(gè)人目標(biāo)為基礎(chǔ)制定企業(yè)宗旨和/或遠(yuǎn)景；

Tounderstandthepersonalandprofessionalgoalsofthebusinessowners<orkeystakeholders>,andbegintodeveloptheMissionand/orVisionforthebusinessbasedonthepersonalobjectivesoftheowners；了解企業(yè)當(dāng)前財(cái)務(wù)和非財(cái)務(wù)方面的業(yè)績(jī)情況概況；

Toobtainanoverviewofthecurrentfinancialandnon-financialperformanceofthebusiness；了解企業(yè)所服務(wù)的市場(chǎng),及其產(chǎn)品在各自生命周期中所處的位置；

Tounderstandwherethebusinessandeachmarketisinitsproductlifecycle；了解如何評(píng)估企業(yè)的價(jià)值和系統(tǒng)化會(huì)給企業(yè)價(jià)值帶來的影響；

Tounderstandhowbusinessesarevaluedandtheimpactthatsystematisationcanhaveonthevalueofthebusiness；確認(rèn)企業(yè)的戰(zhàn)略優(yōu)勢(shì),劣勢(shì),以及當(dāng)前所面臨的機(jī)會(huì)和威脅；

Toidentifythestrategicstrengths,weaknesses,opportunitiesandthreatscurrentlyfacingthebusiness；明確改善企業(yè)表現(xiàn)的立即行動(dòng)點(diǎn)<IAPs>；

ToidentifyImmediateActionPoints<IAPs>toimprovetheperformanceofthebusiness；明確企業(yè)面臨的困境和通過實(shí)施BPIP來解決這些問題的方法；

ToidentifythefrustrationsofthebusinessandwaysinwhichtheBPIPcanassisttoresolvethoseissues；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

Toestablishthebasisonwhichtheconsultantandclientwillworktogether–theon-goingrelationship.工具

Tools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>。ThefollowingToolshavebeenprovidedtoassistyou.TheseToolsarecross-referencedthroughoutthe"TaskstoBeCompleted"section<denotedby>.第一次戰(zhàn)略計(jì)劃會(huì)議邀請(qǐng)函

1stStrategicPlanningSessionInvitation第一次戰(zhàn)略計(jì)劃會(huì)議準(zhǔn)備清單

1stStrategicPlanningSessionChecklist戰(zhàn)略需求分析問卷<SNAQ>

StrategicNeedsAnalysisQuestionnaire<SNAQ>客戶服務(wù)重點(diǎn)問卷

CustomerServiceFocusQuestionnaire利潤(rùn)潛力<表格>

ProfitPossibilities<Spreadsheet>第一次戰(zhàn)略計(jì)劃會(huì)議議程

1stStrategicPlanningSessionAgenda第一次戰(zhàn)略計(jì)劃會(huì)議PowerPoint演示稿

1stStrategicPlanningSessionPowerPointPresentation第一次戰(zhàn)略計(jì)劃會(huì)議報(bào)告模本

1stStrategicPlanningSessionReportTemplate合作意向書模本

EngagementLetterTemplate小組計(jì)劃會(huì)情況匯報(bào)議程

TeamPlanningSessionDebriefAgenda典型的模塊一程序TypicalModule1Program制定今后12個(gè)月的工作安排

制定今后12個(gè)月的工作安排

Scheduleclientprogramfor12months877與小組成員交流與小組成員交流工作結(jié)果Communicateoutcometoteammembers建立持續(xù)的客戶關(guān)系基礎(chǔ),并向客戶提交合作意向書Establish建立持續(xù)的客戶關(guān)系基礎(chǔ),并向客戶提交合作意向書Establishbasisofon-goingrelationshipandsendEngagementLettertoclientinformationfromclient655準(zhǔn)備提交給客戶的包含準(zhǔn)備提交給客戶的包含IAPs的計(jì)劃討論會(huì)報(bào)告PreparePlanningSessionReportforclientwithIAPsassigned4召開第一次戰(zhàn)略性計(jì)劃討論會(huì),確保自己明確召開第一次戰(zhàn)略性計(jì)劃討論會(huì),確保自己明確"立即行動(dòng)點(diǎn)<IAPs>

Hold1stStrategicPlanningSessionensureyouidentifythe"ImmediateActionPoints"<IAPs>33分析客戶信息,確定第一次計(jì)劃會(huì)的日程分析客戶信息,確定第一次計(jì)劃會(huì)的日程—明確"熱點(diǎn)"和"E-DAY"

Analyseclientinformationandsetyouragendaforthe1stPlanningSession–identifythe"hotspots"and"E-Day"22從客戶處收集信息從客戶處收集信息

Collectinformationfromclient1安排第一次<共兩次>戰(zhàn)略計(jì)劃會(huì)議的后勤事宜安排第一次<共兩次>戰(zhàn)略計(jì)劃會(huì)議的后勤事宜Arrangelogisticsfor1st<of2>StrategicPlanningSession需完成的任務(wù)TaskstoBeCompleted1.1安排第一次戰(zhàn)略計(jì)劃會(huì)議的后勤事宜

Arrangelogisticsfor1STStrategicPlanningSession第一次戰(zhàn)略計(jì)劃會(huì)議大約進(jìn)行3--4個(gè)小時(shí)。在此期間,你將教給企業(yè)的所有者如何分析他們所從事行業(yè)的性質(zhì)和評(píng)估他們?cè)诿總€(gè)市場(chǎng)上的競(jìng)爭(zhēng)地位。你們還要一起研究SNAQ和完成一份立即行動(dòng)點(diǎn)的清單。The1stStrategicPlanningSessionwilltakeapproximately3-4hours.Duringthistimeyouwillteachthebusinessownershowtoanalysethenatureoftheindustryinwhichtheyoperateandevaluatetheircompetitivepositioningwithineachmarket.TogetheryouwillalsoreviewtheSNAQandcompilealistofImmediateActionPoints.這個(gè)會(huì)議還會(huì)給你提供更好地了解你的客戶的機(jī)會(huì)。你應(yīng)當(dāng)利用這次會(huì)議來獲得他們的信任和建立你們之間的合作關(guān)系。Thesessionalsogivesyoutheopportunitytogettoknowyourclientsbetter.Youshouldusethesessiontogaintheirtrustandbuildyourworkingrelationship.確定會(huì)議的日期和時(shí)間。Setthedateandtimeforthesession.邀請(qǐng)客戶—--用信函//電子郵件的形式確認(rèn)這些安排。請(qǐng)參見"第一次戰(zhàn)略計(jì)劃會(huì)議邀請(qǐng)函"

Invitetheclient–usealetter/fax/emailtoconfirmarrangements.Pleasereferto"1stStrategicPlanningSession"Invitation向客戶發(fā)出"戰(zhàn)略需求分析問卷"。Sendthe"StrategicNeedsAnalysisQuestionnaire"totheclient.安排會(huì)議地點(diǎn)—--盡量使用中立性的地點(diǎn)—--會(huì)議場(chǎng)所必須確保無干擾。Arrangevenue–trytouseaneutralvenue–theremusttobenodistractions.餐飲事項(xiàng)—--應(yīng)準(zhǔn)備午餐和上下午茶。Refreshments–lunch,morningandafternoonteashouldbearranged.會(huì)議設(shè)施—白板,白板筆,電腦<供PowerPoint演示之用>,紙,筆,投影儀。請(qǐng)參見"第一次戰(zhàn)略計(jì)劃會(huì)議"準(zhǔn)備清單。Equipment–whiteboard,markerpens,computer<forPowerPointpresentations>,paper,pens,projector.Pleasereferto"1stStrategicPlanningSession"Checklist1.2從客戶處收集信息Collectinformationfromclient在第一次戰(zhàn)略計(jì)劃會(huì)議之前,你需要從客戶處收集大量信息。Youwillneedtogatherplentyofinformationontheclientpriortothe1stStrategicPlanningSession.如果客戶有網(wǎng)站的話,你應(yīng)當(dāng)瀏攬其網(wǎng)站。Ifapplicableyoushouldviewthebusiness’web-site.請(qǐng)客戶提供給你他們所有的企業(yè)介紹和廣告材料。Asktheclientstosendyouanybrochuresoradvertisingmaterialthattheyhave.你還需要客戶的3年財(cái)務(wù)報(bào)表<盈虧表,資產(chǎn)負(fù)債表和現(xiàn)金流量表>。還要請(qǐng)客戶給你提供他們通常使用的管理報(bào)告.Youwillalsoneed3yearsoffinancialstatements<ProfitandLoss,BalanceSheetandCash-Flowstatements>.Asktheclienttoalsosendyoucopiesofanymanagementreportsthattheyroutinelyuse.你需要客戶填寫SNAQ問卷,并在會(huì)議前的至少4--5天把它交給你。這樣,你才會(huì)有充足的時(shí)間來分析問卷,并為第一次戰(zhàn)略計(jì)劃會(huì)議作準(zhǔn)備。YouwillneedtheclienttocompletetheSNAQandreturntheinformationtoyouatleast4–5dayspriortoyourmeeting.Thiswillgiveyouenoughtimetoanalysethecompletedquestionnairesandmakesomenotesforyour1stStrategicPlanningSession.客戶還應(yīng)當(dāng)完成并交給你"客戶服務(wù)要點(diǎn)"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(xiàng)目的后面階段會(huì)用到,并將用來同客戶和員工的反饋結(jié)果相比較。Theclientshouldalsocompleteandreturntoyouthe"CustomerServiceFocus"Questionnaire.Thisquestionnaireisdesignedtogaugetheorganisationscommitmenttoexceptionalcustomerservice.Theresultswillbeusedlaterintheprogramandcomparetofeedbackgatheredfrombothcustomersandteammembers.不要忘記詢問客戶,他們是否還有其它他們認(rèn)為對(duì)你有用的信息。如果有,請(qǐng)他們提供給你。Don’tforgettoasktheclientifthereisanyotherinformationthattheythinkwouldbeusefultoyou.Ifpossiblegettheclienttosendyouthisinformation.1.3分析客戶信息

Analyseclientinformation第一次戰(zhàn)略計(jì)劃會(huì)議一定要做非常充分的準(zhǔn)備這是一次很重要的會(huì)議,它將為你和客戶的未來合作確定基調(diào)。要用3個(gè)小時(shí)重新審閱已填寫完成的SNAQ和你所收集的其它信息。Youwillneedtopreparethoroughlyforthe1stStrategicPlanningSession–itisaveryimportantmeetingthatwillsetthetoneforyourfutureengagementwiththeclient.Allow3–hourstoreviewthecompletedSNAQandanyotherinformationyouhavegathered.在閱讀SNAQ時(shí),應(yīng)當(dāng)注意的方面包括WhilegoingthroughtheSNAQyoushouldlookforproblemareasforexample企業(yè)所有者與其他主要決策人在目標(biāo)和觀念之間的沖突Conflictsbetweenthegoalsandidealsoftheownersandotherkeydecision-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(diǎn)>

Areaswherenoinformationhasbeenprovided<thismayindicateweaknessesinthebusinessinformationsystems>答卷人對(duì)問題的理解明顯錯(cuò)誤的地方Areaswheretherespondentclearlyhasmisinterpretedthequestion在閱讀SNAQ時(shí),把那些值得討論的問題標(biāo)出來,并找機(jī)會(huì)把該項(xiàng)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。AsyougothroughtheSNAQ,highlightareasfordiscussionandlookforopportunitiestorelatethevalueofyourproductsandservicesbacktotheclient’sfrustrationsandproblems.用客戶的財(cái)務(wù)數(shù)據(jù)填制"利潤(rùn)潛力"。Setupthe"ProfitPossibilities"usingtheclient’sfinancialdata.準(zhǔn)備好會(huì)議的議程并發(fā)送給所有參加會(huì)議的人員請(qǐng)參見"第一次戰(zhàn)略計(jì)劃會(huì)議議程"模本。Prepareanagendaforthesessionandsendittoallparticipants–pleasereferto"1stStrategicPlanningSessionAgenda"template.1.4召開第一次戰(zhàn)略計(jì)劃會(huì)議Hold1stStrategicPlanningSession在第一次戰(zhàn)略計(jì)劃會(huì)議的開始部分,你要回顧企業(yè)所有者的個(gè)人和企業(yè)目標(biāo)。你還要闡述企業(yè)價(jià)值評(píng)估的原則和系統(tǒng)化將如何提升企業(yè)的價(jià)值。請(qǐng)參見"第一次戰(zhàn)略計(jì)劃會(huì)議"PowerPoint演示。Duringthefirstpartofthe1stStrategicPlanningSessionyouwillbereviewingthebusinessownerspersonalandbusinessobjectives.Youwillalsobelookingattheprinciplesonwhichbusinessesarevaluedandhowsystematisationofthebusinesscanincreasethevalueofthebusiness.Pleasereferto"1stStrategicPlanningSession"PowerPointPresentation.要記住,會(huì)議其間不要總是你一個(gè)人在講話。如果讓客戶有機(jī)會(huì)談?wù)撍麄兊哪承﹩栴}和困境,他們會(huì)覺得收獲更大。你要鼓勵(lì)進(jìn)行問題討論,以制定一系列的行動(dòng)來解決問題Makesurethatyoudonotdoallthetalkingatthesession.Clientswillfeelthattheyhavereceivedmorevalueiftheyareabletoexpresssomeoftheirproblemsandfrustrations.Facilitatethediscussiontogeneratealistofactionstoaddressthefrustrations.在會(huì)議其間,要逐一討論你從SNAQ中發(fā)現(xiàn)的問題或弱點(diǎn)。當(dāng)客戶表述這些問題時(shí),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(huì),優(yōu)質(zhì)服務(wù)培訓(xùn)等。DuringthesessionworkthroughtheareasoftheSNAQwhereyouhaveidentifiedproblemsorweaknesses.Astheclientexpressesproblemsrelatebacktothemthedifferenttoolsthatyouhavetodealwiththoseissuese.g.theCustomerAdvisorySession,ExceptionalServiceTrainingetc記住,要確定一些"立即行動(dòng)點(diǎn)"<IAPs>。這是客戶可以立即在企業(yè)內(nèi)實(shí)施的行動(dòng)。有些IAP可以對(duì)企業(yè)的贏利能力產(chǎn)生立竿見影的作用,例如,提高價(jià)格。要切記,是客戶在實(shí)施這些行動(dòng),而不是你。Makesurethatyouidentifysome"ImmediateActionPoints"<IAPs>.Theseareitemsthattheclientshouldimplementintheirbusinessassoonaspossible.SomeoftheIAPsshouldhaveanimmediateimpactontheprofitabilityofthebusinesse.g.increaseprices.Rememberthattheemphasisshouldbeontheclientperformingtheaction,notyou.1.5給客戶準(zhǔn)備包含IAP的戰(zhàn)略計(jì)劃會(huì)議報(bào)告PrepareStrategicPlanningSessionreportforclientwithIAPsassigned會(huì)議之后,你需要向客戶提供一份報(bào)告。這份報(bào)告要把這幾天的事件寫出"簡(jiǎn)要總結(jié)"。它包括:Afterthesessionyouwillneedtoprovideareportfortheclient.Thereportshouldprovidean"ExecutiveSummary"ofthedaysevents.Itincludes:給客戶的祝賀函；Congratulationsletterfortheclient；簡(jiǎn)要總結(jié)；ExecutiveSummary；立即行動(dòng)點(diǎn)；ImmediateActionPoints；月度會(huì)議安排；Scheduleofmonthlymeetings；小組會(huì)議的計(jì)劃日期；Scheduleddateforteammeeting；所有提出的問題的詳細(xì)內(nèi)容,參閱行動(dòng)清單；Detailsofalltheissuesraised,cross-referencedtotheactionlist；相互承諾聲明；MutualCommitmentstatements；and詳細(xì)的行動(dòng)清單,與你所提供的產(chǎn)品,以及BPIP項(xiàng)目中的相關(guān)模塊相結(jié)合。Adetailedactionlistcross-referencedtotheproductsyouofferandtherelevantModuleoftheBPIPprogram.行動(dòng)清單應(yīng)當(dāng)非常具體,并分解為短期行動(dòng),如,IAP,和長(zhǎng)期行動(dòng)。Theactionlistshouldbespecificandsplitintoshort-terme.g.IAPsandlonger-termactions.報(bào)告的模本已提供請(qǐng)參見"第一次戰(zhàn)略計(jì)劃會(huì)議報(bào)告"模本。Atemplateforthereporthasbeenprovided–pleasereferto"1stStrategicPlanningSessionReport"template.報(bào)告應(yīng)當(dāng)在會(huì)議之后的7天內(nèi)送給客戶。并記住在報(bào)告發(fā)出的一兩天后給客戶打確認(rèn)他們收到了該報(bào)告。Thereportshouldbesenttotheclientwithin7daysofthesession.Ensurethatyoucalltheclientacoupleofdaysaftersendingthereporttoensurethattheyreceivedit.1.6建立持續(xù)的關(guān)系基礎(chǔ),并將合作函發(fā)給客戶Establishthebasisoftheon-goingrelationshipandsendanEngagementLettertotheclient.在計(jì)劃討論會(huì)期間,你將確立起你和客戶的持續(xù)合作關(guān)系的特點(diǎn)。DuringthePlanningSessionyouwillhaveestablishedwithyourclientthenatureofyouron-goingrelationship.持續(xù)性關(guān)系有兩種形式。你或者會(huì)使客戶接受全部的BPIP計(jì)劃,或是會(huì)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(zhēng)創(chuàng)第一"培訓(xùn)等。Twoalternativesexistfortheon-goingrelationship.YouwilleitherhaveengagedtheclientinthefullBPIPprogramoryouwillhavebundledsomeservicestogethersuchastheCAS,TASor"ExceptionalService–LeadingThePack"seminar.理想的情況是,你應(yīng)當(dāng)把合作函與第一次戰(zhàn)略計(jì)劃會(huì)議的報(bào)告一起送給客戶。這個(gè)工作必須在客戶對(duì)這次會(huì)議還記憶猶新的時(shí)候完成,大約在會(huì)后的4--5天內(nèi)。IdeallyyoushouldsendtheEngagementLetterwiththe1stStrategicPlanningSessionReport.Thismustbedonewhilethesessionisstillfreshintheclients’mind,approximately4-5daysafterthesession.你需要以合作函的方式來確認(rèn)你的安排。請(qǐng)參見"合作函"模本的樣稿。該文件包括下列內(nèi)容:YouwillneedtoconfirmyourarrangementusinganEngagementLetter.Pleaserefertothesample"EngagementLetter"templateprovided.Thislettercontainsthefollowing:你和客戶將一起從事的工作的大綱；Anoutlineoftheworkyouwillbedoingtogether；雙方認(rèn)可的費(fèi)用<有可能的情況下,應(yīng)當(dāng)安排客戶以直接銀行轉(zhuǎn)帳的方式付款>Thefeesyouhaveagreedupon<wherepossibleyoushouldtrytoarrangeforpaymenttobemadebydirectbanktransfer>；雙方相互承諾聲明；Yourmutualcommitmentstatements；and；你的權(quán)力與義務(wù)。Yourtermsandconditions.一兩天后與客戶就此事做進(jìn)一步的聯(lián)系。Followupwiththeclientacoupleofdayslater.1.7與你的小組成員一起交流SPS的結(jié)果CommunicateoutcomesofSPStoyourteammembers這個(gè)階段只適用于那些需要有其他咨詢顧問一起參與工作的顧問。Thisstageisonlyapplicabletothoseconsultantsthathaveotherteammembersworkingwiththem.讓你的小組成員了解第一次戰(zhàn)略計(jì)劃會(huì)議的結(jié)果是很重要的。在BPIP項(xiàng)目實(shí)施的初期,這一點(diǎn)尤其重要。你的小組成員需要了解該項(xiàng)目的接受程度如何。這會(huì)給他們動(dòng)力把整個(gè)項(xiàng)目一體化,并考慮其他客戶是否會(huì)對(duì)這種新的服務(wù)感興趣。Itisimportanttokeepyourteaminformedontheoutcomesofthe1stStrategicPlanningSession.ThisisparticularlyimportantduringtheearlydaysoftheimplementationoftheBPIPprogram.Yourteammemberswillneedtohearhowwelltheprogramisbeingreceived.Thiswillgivethemthemotivationtointegratetheprogramandthinkofotherclientswhowouldbeinterestedinthenewservices.這種會(huì)議還應(yīng)當(dāng)被用來激發(fā)如何改進(jìn)該項(xiàng)目的思路。Themeetingshouldalsobeusedtogenerateideasonhowtoimprovetheprogram.要為這次會(huì)議準(zhǔn)備議程。議程內(nèi)容應(yīng)包括:Anagendashouldbepreparedforthemeeting.Agendaitemsshouldinclude"客戶背景；Backgroundoftheclient；與該客戶的第一次聯(lián)系是如何形成的；Howcontactwasfirstestablishedwiththisclient；會(huì)議期間提出的問題；Theitemsraisedduringthesession；確認(rèn)的行動(dòng)要點(diǎn)；Theidentifiedactionpoints；持續(xù)關(guān)系的特點(diǎn)；Thenatureoftheon-goingrelationship；and頭腦風(fēng)暴提出的新想法。Brainstormingforideas.請(qǐng)參見"小組計(jì)劃會(huì)議情況匯報(bào)"議程。Pleasereferto"TeamPlanningSessionDebrief"Agenda.1.8做出今后12個(gè)月的客戶計(jì)劃安排Scheduleclientprogramforthenext12months把戰(zhàn)略計(jì)劃會(huì)議報(bào)告和合作函發(fā)給客戶。SendtheStrategicPlanningSessionReportandEngagementLettertotheclient.把安排好的今后12個(gè)月的日期包括在計(jì)劃中；Includedetailsofscheduleddatesforthenext12monthsincluding：每月的2個(gè)小時(shí)的BPIP戰(zhàn)略管理會(huì)議；Themonthly2hourBPIPStrategicManagementMeeting；第一次小組簡(jiǎn)要會(huì)議；The1stteambriefingsession；第一次客戶咨詢會(huì)；ThefirstCustomerAdvisorySession；員工咨詢會(huì)

TheTeamAdvisorySession；and優(yōu)質(zhì)服務(wù)—爭(zhēng)創(chuàng)第一培訓(xùn)ExceptionalService–LeadingThePacktraining.在自己的工作日記上標(biāo)出這些日期。Diarisethesedatesinyourowndiary.模塊二:了解顧客、市場(chǎng)和產(chǎn)品Module2:UnderstandingtheCustomers,MarketsandProducts概述

Overview顧客的反饋極其重要。銷售是企業(yè)的生命線,銷售的增加對(duì)企業(yè)的增長(zhǎng)至關(guān)重要。Feedbackfromcustomersisextremelyimportant.Salesarethelifebloodofanyorganisationandincreasingthelevelofsalesgeneratedisvitaltogrowingthebusiness.在模塊二里,你需要開始同企業(yè)的顧客交談,了解他們對(duì)企業(yè)及其運(yùn)作的真正感受。如果我們花足夠的時(shí)間去詢問,顧客是非常樂于告訴我們他們對(duì)企業(yè)喜歡和不喜歡的方面。這些信息將成為你要進(jìn)行的企業(yè)改善的基礎(chǔ)。DuringModule2youwillneedtobegintalkingtotheclients’customerstofindouthowtheyreallyfeelaboutwhatthebusinessdoesandhowtheydoit.Customersaremorethanwillingtotelluswhattheylikeanddislikeaboutourbusinessifwetakethetimetoaskthem.Thisinformationwillbeusedasoneofthefoundationblocksoftheimprovementsyouwillbemakingtoyourbusiness.在獲得顧客反饋之前,你需要得到員工的幫助。在BPIP項(xiàng)目的早期得到員工的支持是非常重要的,特別是要考慮到,對(duì)企業(yè)的很多改善建議將來自于他們。他們也是負(fù)責(zé)實(shí)施這些改善和使企業(yè)取得成功的人。Priortoseekingcustomerfeedbackyouwillneedtoenlistthehelpoftheteammembers.ItiscriticaltogetteammembersupporttotheBPIPearlyintheprogram,especiallywhenyouconsiderthatmanyofthesuggestionsforimprovementstothebusinesswillcomefromtheteam.Theywillalsobethepeoplewhoareresponsibleforimplementingthosechangesandmakingthebusinessasuccess.從經(jīng)驗(yàn)中我們發(fā)現(xiàn),較早地讓員工參與進(jìn)來,將加速改善的進(jìn)程,并形成一支更具動(dòng)力的團(tuán)隊(duì)!Throughourexperiencewehavefoundthatinvolvingyourpeopleearlywillacceleratetheprogressyoumakeandresultinmoreamoremotivatedteam!主要學(xué)習(xí)目標(biāo)KeyLearningObjectives下面詳細(xì)列舉了模塊二"了解你的顧客,市場(chǎng)和產(chǎn)品"的主要學(xué)習(xí)目標(biāo)的一些內(nèi)容:ThefollowinglistdetailssomeoftheKeyLearningObjectivesofModule2–UnderstandingtheCustomers,MarketsandProducts:使員工參與經(jīng)營(yíng)業(yè)績(jī)改善項(xiàng)目；

ToengageandcommitteammemberstotheBusinessPerformanceImprovementprogram；了解顧客的需要和要求；