商业计划十步法

1©2005LenovoLenovoConfidential商业计划十步法10stepbusinessplanningArthurWeiVersion22什么是商业计划十步法What’s10stepbusinessplanning•是惠普和其他跨国企业使用的制定商业计划的工具•It’satooladoptedbyHPandmanyotherMNCs•用逻辑的方式思考商业发展•Logicalprocesstoconsideraspectsofbusinessdevelopment•将目标、优先次序和内容协调一致的有效方式•Effectivewaytosynchronizeorganizationalobjective,prioritiesandcontext•适用于每个计划和所有商业形式•Applyineveryplanningcycleandforallbusinesses3三层体系Three-tierSystem业务基础数据表BusinessFundamentalTable深入研讨资源规划战略规划StrategicPlanning1-2次/年Annuallyorsemi-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BusinessoptimizationGrowth/Developmentplan日常运营Dailyoperation频度Frequency目的PurposeDeepDiveResourcePlanning4这10步是什么？Whatarethe10steps1.任务Mission2.愿景Vision3.目标Objectives4.SWOT分析法SWOTanalysis5.成功的主要的因素KeySuccessfulFactors6.策略Strategy7.行动ActionItem8.业绩衡量与评判标准KPIandMeasurements9.预算与费用Budgetandexpense10.回顾与精炼ReviewandRefine510步法的原理Rationalebehindthe10steps澄清任务和价值贡献Clarifymission/Valueproposition确定愿景/美好的目标Identifyvision/Nicegoal确定即时目标IdentifyimmediateobjectivesSWOT分析AnalyzeSWOToftheorg.确认成功要素IdentifyKSFs确定策略Determinestrategies调整目标和策略Adjustobjectivesandstrategies用行动达成策略Actionitemstoexercisestrategy衡量成功和成就Measuresuccessandachievement定期回顾进展Periodicalreviewtotrackprogress6逻辑流程Logicflow目标Objectives策略3Strategy3策略2Strategy2策略1Strategy1行动3Action3行动2Action2行动1Action1KPI1KPI2KPI3衡量成功和成就Measurement&Achievement回顾与提炼ReviewandRefine7第一步：任务Step1:Mission•我们要做什么Whatwedo•我们的价值贡献Whywe–ourvaluepropositions•团队任务构成组织任务并支持组织任务Theteam’smissionshallalignandsupporttheorganization’smission•关键词Keywordsforexample•我们助力Weenable•我们支持Wesupport•我们管理Wemanage8第二步：愿景Step2:Vision•愿景是一个团队在相对较长段时间（3－5年）中想要达到的目标Visioniswhattheteamwouldliketobeinalongerterm(3-5years)•愿景代表了团队最理想的状态Visionrepresentstheoptimalstatusoftheteam•愿景是令人兴奋且卓越不凡的Visioncanbeexcitedandremarkable•愿景被大多数人认同Visionshallbeagreedorrecognizedbymajority9第三步：目标Step3:Objectives•短期目标和团队使命（6个月或一年）Shorttermgoalstofunctionandperformtheteam’smission(6monthsor1year)•推进愿景完成的步骤Stepstomovetheteamtowardsthevision•团队目标构成组织目标Teamobjectivesshallalignandenableorganization’sobjectives•SMART目标SMARTobjectives•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Timeframetoachieve10第四步：SWOT分析Step4:SWOTanalysis•内部和外部分析Analyzeinternalandexternal•竞争者实力对比Strengthcomparingwithcompetitors•弱势Weakness•成长机会Opportunitytogrow•对成长或地位的威胁Threatstoourgrowthorposition•将3－5点按优先次序排列3-5pointswithprioritization•结合商业目标Allroundbusinessobjectives,targetsandgoals11第五步：KSF（重要的成功因素）Step5:KSF(Keysuccessfulfactors)•完成目标的3个最重要因素Top3factorswhichwillimpactgreatlytoyourgoalachievement•KSF会影响你的投资或策略分配TheKSFshallreflecttoyourinvestmentorallocationstrategy•投资时间和精力的3个重要领域Thetop3areaswhereyouwillinvestyourtimeandefforts•KSF和你的策略相关YourstrategyshallalignwiththeKSFs12第六步：策略Step6:Strategy•确保完成目标的方法Thewaytoensureyourgoalachievement•善用实力，捕捉机会Utilizethestrength,capturetheopportunity•改进弱点，管理威胁Dealwithweaknessandmanagethreats•开发和培养团队Togrowanddevelopyourtalents13第七步：实施行动Step7:Actionitem•循序渐进的实施策略Thewaytoimplementyourstrategies,stepbystep•谁来带领策略实施Whotoleadthestrategyimplementation•需要做什么Whattodo•什么时间完成策略Whentoaccomplishthestrategy14第八步：业绩衡量和评判标准Step8:KPI,measurement•平衡分数卡Balancedscorecard•如何评测完成情况Howtomeasureachievement(SMART)•通过执行费用需求实现目标策略Budgetneededtoimplementyourstrategytorealizetheobjectives财务绩效Financialachievement组织效能Organizationaleffectiveness营业额利润计划执行成效生产力客户满意度及忠诚度Customersatisfactionandroylaty员工能力及忠诚度EmployeecapabilityandrolyatyTCE:全面客户体验指标e.RAP指标员工满意度调查员工能力指标15岗位平衡记分卡财务绩效组织效能营业额利润计划执行成效生产力客户满意度及忠诚度员工能力及忠诚度TCE:全面客户体验指标e.RAP指标员工满意度调查员工能力指标结果与过程并重：16SMARTSMART用于评价目标和个人KPISMARTmeasurementofobjectivesandKPIsoneachindividual•精确的目标Specific•可测量的目标Measurable(by%,number,etc.)•可完成的目标Achievable(achievableaggressiveness)•相关的目标Relevant•实现目标的时间表Timetoaccomplish17第九步：预算Step9:Budget•制定预算原则Budgetprinciples•业务增长，则追加预算Growbusiness,thenincreasebudget•收入增长时做积极的预算，对费用做保守预算Setaggressivebudgetonrevenuegrowthandconservativebudgetgrowthonexpense•每月对完成情况做回顾Reviewtheachievementonmonthlybasis•当调实际收入和预算出现误差，调整费用预算Adjustexpensespendingwhenrevenuebudgetisnotbeingmet•人力资源预算Headcountbudget•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•ConservativeinaddingnewHCsasitismanagementresponsibilitiestodevelop,retainandre-deployemployees18第九步：预算Step9:Budget•应该申请多少预算Howmuchtoapply•-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Reduce5%spendingbudgetbasedonyouravailablebenchmarkinagrowingenvironment•当业务衰退时，降低5%的费用削减Reduce5%ofyourspendingcutbasedonyouravailablebenchmarkinadecliningperiod•“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”“Goodcompanycaneithergrowrevenueorreducecost.Greatcompanydoesboth.”MarkHurd,HPPresidentandCEO•如何花钱Howtospend•+-5%开支原则+-5%spendingprinciple19第十步：回顾与精炼10:Reviewandrefine•KPI结果ResulttoKPI•KPI行动与策略KPItoactionandstrategy•目标策略Strategytoobjectives•修正计划Refinetheplanandmoveforward