商业计划十步法.ppt

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1、商业计划十步法10 step business planning,Arthur WeiVersion 2,什么是商业计划十步法 Whats 10 step business planning,是惠普和其他跨国企业使用的制定商业计划的工具Its a tool adopted by HP and many other MNCs用逻辑的方式思考商业发展Logical process to consider aspects of business development将目标、优先次序和内容协调一致的有效方式Effective way to synchronize organizational obj

2、ective,priorities and context适用于每个计划和所有商业形式Apply in every planning cycle and for all businesses,三层体系 Three-tier System,业务基础数据表Business Fundamental Table,深入研讨资源规划,战略规划Strategic Planning,1-2次/年Annually or semi-annually,每季度一次Quarterly,每双周一次Bi-weekly,制定战略Strategy,业务优化 增长计划Business optimizationGrowth/Dev

3、elopment plan,日常运营Daily operation,频度 Frequency,目的 Purpose,Deep Dive Resource Planning,这10步是什么？What are the 10 steps,1.任务 Mission2.愿景 Vision3.目标 Objectives4.SWOT分析法 SWOT analysis5.成功的主要的因素 Key Successful Factors6.策略 Strategy7.行动 Action Item8.业绩衡量与评判标准 KPI and Measurements9.预算与费用 Budget and expense10.

4、回顾与精炼 Review and Refine,10步法的原理 Rationale behind the 10 steps,澄清任务和价值贡献Clarify mission/Value proposition,确定愿景/美好的目标Identify vision/Nice goal,确定即时目标Identify immediateobjectives,SWOT分析Analyze SWOT of the org.,确认成功要素Identify KSFs,确定策略Determine strategies,调整目标和策略Adjust objectives and strategies,用行动达成策略A

5、ction items to exercise strategy,衡量成功和成就Measure success and achievement,定期回顾进展Periodical review to track progress,逻辑流程 Logic flow,目标Objectives,策略3Strategy 3,策略2Strategy 2,策略1Strategy 1,行动3Action 3,行动2Action 2,行动1Action 1,KPI 1KPI 2KPI 3,衡量成功和成就Measurement&Achievement,回顾与提炼Review and Refine,第一步：任务 St

6、ep 1:Mission,我们要做什么 What we do我们的价值贡献 Why we our value propositions团队任务构成组织任务并支持组织任务 The teams mission shall align and support the organizations mission关键词 Key words for example我们助力 We enable我们支持 We support我们管理 We manage,第二步：愿景 Step 2:Vision,愿景是一个团队在相对较长段时间（35年）中想要达到的目标 Vision is what the team would

7、 like to be in a longer term(3-5 years)愿景代表了团队最理想的状态 Vision represents the optimal status of the team愿景是令人兴奋且卓越不凡的 Vision can be excited and remarkable 愿景被大多数人认同 Vision shall be agreed or recognized by majority,第三步：目标 Step 3:Objectives,短期目标和团队使命（6个月或一年）Short term goals to function and perform the te

8、ams mission(6 months or 1 year)推进愿景完成的步骤 Steps to move the team towards the vision团队目标构成组织目标Team objectives shall align and enable organizations objectivesSMART目标 SMART objectives精确的目标 Specific可测量的目标 Measurable可完成的目标 Achievable相关的目标 Relevant实现目标的时间表 Time frame to achieve,第四步：SWOT分析 Step 4:SWOT analy

9、sis,内部和外部分析 Analyze internal and external竞争者实力对比 Strength comparing with competitors弱势 Weakness成长机会 Opportunity to grow对成长或地位的威胁 Threats to our growth or position将35点按优先次序排列 3-5 points with prioritization结合商业目标 All round business objectives,targets and goals,第五步：KSF（重要的成功因素）Step 5:KSF(Key successful

10、 factors),完成目标的3个最重要因素 Top 3 factors which will impact greatly to your goal achievementKSF会影响你的投资或策略分配T he KSF shall reflect to your investment or allocation strategy投资时间和精力的3个重要领域 The top 3 areas where you will invest your time and effortsKSF和你的策略相关Your strategy shall align with the KSFs,第六步：策略 Ste

11、p 6:Strategy,确保完成目标的方法 The way to ensure your goal achievement善用实力，捕捉机会 Utilize the strength,capture the opportunity改进弱点，管理威胁 Deal with weakness and manage threats开发和培养团队 To grow and develop your talents,第七步：实施行动 Step 7:Action item,循序渐进的实施策略 The way to implement your strategies,step by step谁来带领策略实施

12、Who to lead the strategy implementation需要做什么 What to do 什么时间完成策略 When to accomplish the strategy,第八步：业绩衡量和评判标准 Step 8:KPI,measurement,平衡分数卡 Balanced score card如何评测完成情况 How to measure achievement(SMART)通过执行费用需求实现目标策略 Budget needed to implement your strategy to realize the objectives,岗位平衡记分卡,结果与过程并重：,

13、SMART,SMART用于评价目标和个人KPI SMART measurement of objectives and KPIs on each individual精确的目标 Specific可测量的目标 Measurable(by%,number,etc.)可完成的目标 Achievable(achievable aggressiveness)相关的目标 Relevant实现目标的时间表 Time to accomplish,第九步：预算 Step 9:Budget,制定预算原则 Budget principles业务增长，则追加预算Grow business,then increase

14、budget收入增长时做积极的预算，对费用做保守预算Set aggressive budget on revenue growth and conservative budget growth on expense每月对完成情况做回顾 Review the achievement on monthly basis当调实际收入和预算出现误差，调整费用预算Adjust expense spending when revenue budget is not being met人力资源预算 Head count budget保守的增加编制，管理者对在位员工有培养发展和助其择业的责任 Conservat

15、ive in adding new HCs as it is management responsibilities to develop,retain and re-deploy employees,第九步：预算 Step 9:Budget,应该申请多少预算How much to apply-5%原则-5%principle当业务增长时，以可行的费用预算为基准，降低5预算支出Reduce 5%spending budget based on your available benchmark in a growing environment当业务衰退时，降低5%的费用削减 Reduce 5%o

16、f your spending cut based on your available benchmark in a declining period“一个好的公司或可以增加利润或可以控制成本；最好的公司是既增加利润又控制成本”“Good company can either grow revenue or reduce cost.Great company does both.”Mark Hurd,HP President and CEO如何花钱How to spend+-5%开支原则+-5%spending principle,第十步：回顾与精炼 10:Review and refine,KPI结果 Result to KPIKPI行动与策略 KPI to action and strategy目标策略 Strategy to objectives修正计划 Refine the plan and move forward,