戰(zhàn)略明晰方法介紹

1、 XXX公司協(xié)作的業(yè)務(wù)模型 方法論 xx咨詢協(xié)作業(yè)務(wù)模型 概述n企業(yè)的效益是老總最為關(guān)心的話題，而效益的缺失也就意味著戰(zhàn)略承載的失衡，也就是說，企業(yè)的戰(zhàn)略無法得到有效的落實，成了空中樓閣。對于這一問題，我們無法將其簡單歸因于戰(zhàn)略制定、員工能力、績效體系等單一的問題，而是需要在整個業(yè)務(wù)架構(gòu)上尋求破解。 戰(zhàn)略業(yè)務(wù)模式業(yè)務(wù)流程作業(yè)程序業(yè)務(wù)架構(gòu)訪談、用戶調(diào)查、報告結(jié)構(gòu)技能和資源來源業(yè)務(wù)能力戰(zhàn)略 / 計劃 / 創(chuàng)新 / 品牌 / 企業(yè)文化采購倉儲計劃 調(diào)度車間質(zhì)檢成品分銷配送服務(wù)差額n應(yīng)用n系統(tǒng)n網(wǎng)絡(luò)企 業(yè) 信 息 管 理人 力 資 源 管 理財 務(wù) 會 計 管 理行 政 后 勤 管 理2Copyrig

2、ht IBM Corporation 2003 xx咨詢業(yè)務(wù)戰(zhàn)略明晰n業(yè)務(wù)戰(zhàn)略明晰n業(yè)務(wù)目的 & 目標n業(yè)務(wù)戰(zhàn)略概述 n業(yè)務(wù)流程 n業(yè)務(wù)目標和業(yè)務(wù)流程的映射n活動矩陣n活動模板和活動矩陣處理n業(yè)務(wù)組件邊界定義n業(yè)務(wù)流程/組件狀態(tài)圖表n業(yè)務(wù)組件的戰(zhàn)略作用3Copyright IBM Corporation 2003 xx咨詢業(yè)務(wù)戰(zhàn)略明晰業(yè)務(wù)戰(zhàn)略明晰概要n業(yè)務(wù)戰(zhàn)略明晰階段由一系列分析組成這些分析設(shè)計用于將業(yè)務(wù)的優(yōu)先級及目標與下階段構(gòu)建業(yè)務(wù)模塊或業(yè)務(wù)的“組件”聯(lián)系起來。這些連接用于確保未來流程、組織和系統(tǒng)變革與業(yè)務(wù)目標的完成緊密一致。n這個階段包含二個業(yè)務(wù)目標&目的創(chuàng)造經(jīng)濟價值的映射

3、步驟，第一步收集高水平的業(yè)務(wù)流程（業(yè)務(wù)組件的主要功能），第二步根據(jù)業(yè)務(wù)活動的共性化的用途分離業(yè)務(wù)組件（構(gòu)件業(yè)務(wù)模塊）。業(yè)務(wù)組件在協(xié)作商務(wù)中是關(guān)鍵的概念。n使用CBM采用協(xié)作的、專門的組件為企業(yè)建模，根據(jù)其支持的系統(tǒng)、組織描述業(yè)務(wù)活動的組件。也可能分解一個組件為幾個子構(gòu)件，企業(yè)里同一級別的組件集，不能互相交迭，他們總體覆蓋企業(yè)的所有方面，并匹配所有的業(yè)務(wù)需求。組件是有邊界的。業(yè)務(wù)目標業(yè)務(wù)目標& & 目的目的業(yè)務(wù)流程業(yè)務(wù)流程( (級別級別 2/3)2/3)一個業(yè)務(wù)活動可能支一個業(yè)務(wù)活動可能支持許多業(yè)務(wù)流程，但持許多業(yè)務(wù)流程，但是屬于一個單一的業(yè)是屬于一個單一的業(yè)務(wù)組件務(wù)組件III1

4、.11.3 1.41.21.5 1.61.71.81.9業(yè)務(wù)活動業(yè)務(wù)活動業(yè)務(wù)組件業(yè)務(wù)組件績效矩陣績效矩陣4Copyright IBM Corporation 2003 xx咨詢列出了6個或這樣的業(yè)務(wù)目標，而且將業(yè)務(wù)目標與考量業(yè)務(wù)性能目的聯(lián)系起來，如：目標： 在選擇的客戶/產(chǎn)品片方面增加市場份額目的： 年財務(wù)從12%上升到15%。收入：凈利潤每年增加 $100-$150m目的和目標從可用到的業(yè)務(wù)單元的計劃、戰(zhàn)略和預(yù)算文件獲取，通過高級管理者訪談和評論/討論。確定每個目標的所有目的相當?shù)模赡艿模┙?jīng)濟作用，使用價值樹為每個目標統(tǒng)計可能的經(jīng)濟作用，這些價值僅僅為了比較的目的，不同目標的詳細說明有益于

5、不同時期的實現(xiàn)的可變性，為了簡單化和一致性，一個共性化的結(jié)構(gòu)用于描述所有目標的經(jīng)濟價值。業(yè)務(wù)目標 & 目的維度和屬性n選擇有代表性的六到八個業(yè)務(wù)目標n目標組關(guān)注于：實現(xiàn)成本減少/改良效率創(chuàng)造新的收入/能力平衡減少風險或開發(fā)新的機會n目標直接或間接的與業(yè)務(wù)的財務(wù)方面有關(guān)聯(lián)，評估可能的經(jīng)濟價值作用(基于確認的價值分析樹原則)n定義運算法則。n價值分析樹，用于定義目標的運算法則價值分析樹EXAMPLE自有服務(wù)渠道的服務(wù)交易百分比 可用服務(wù)百分比-到達市場/標準產(chǎn)品的平均時間平均成本/新產(chǎn)品發(fā)布能力課堂培訓(xùn)成本 P/ FTE# Products Held/Customer% Offers Ma

6、de銷售成功百分比利潤數(shù)量/成功銷售廣泛可用的聯(lián)系歷史廣泛可用的客戶檔案平均客戶開銷實施價格變動的成本實施價格變動的時間需要新合同的客戶轉(zhuǎn)換率 年度客戶轉(zhuǎn)換總量 Capital ChargeRevenueNOPAT*Invested CapitalWACC財產(chǎn)財產(chǎn)車間車間&設(shè)備設(shè)備 Financial Value Drivers負債成本負債成本股權(quán)成本股權(quán)成本原材料成本原材料成本設(shè)計及研發(fā)成本設(shè)計及研發(fā)成本制造成本制造成本市場營銷成本市場營銷成本Competitive Advantage PeriodEBIT MarginCash Tax產(chǎn)業(yè)結(jié)構(gòu)產(chǎn)業(yè)結(jié)構(gòu)競爭位置競爭位置 可持續(xù)性可持續(xù)

7、性Business Objective 1Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 2Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 3Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Busin

8、ess Objective 4Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 5Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3課堂培訓(xùn)時間% TSC turnover (從受雇之日起至在職培訓(xùn)完成 % Offers Made目標數(shù)量績效度量績效度量每次呼入的混合AHT成本Capital Charge收入收入單價單價 總量總量NOPAT*Inv

9、ested CapitalWACC營運資本營運資本財務(wù)價值驅(qū)動財務(wù)價值驅(qū)動資本結(jié)構(gòu)資本結(jié)構(gòu)勞動力成本勞動力成本Competitive Advantage Period息稅前利潤率息稅前利潤率Cash Tax商業(yè)目的 1Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3商業(yè)目的 2Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3商業(yè)目的 3Goal 1, Measure 1, Meas

10、ure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3商業(yè)目的 4Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3商業(yè)目的 5Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 35Copyright IBM Corporation 2003 xx咨詢業(yè)務(wù)戰(zhàn)略概要是一個可選部分，依賴于對象組織自身戰(zhàn)略業(yè)務(wù)規(guī)劃文檔的完整性。 非常清晰

11、的表明的重要性在于它并不表示任何作為一個正式的戰(zhàn)略業(yè)務(wù)規(guī)劃努力的CBM發(fā)布版本。 其出發(fā)點是使那些作為CBM發(fā)現(xiàn)的觀眾的員工不可輕易的訪問到有關(guān)業(yè)務(wù)戰(zhàn)略細節(jié)的業(yè)務(wù)戰(zhàn)略文檔。業(yè)務(wù)戰(zhàn)略概要是現(xiàn)有業(yè)務(wù)戰(zhàn)略的摘要，或者如果沒有類似文檔時可從1.1-3中數(shù)據(jù)采集及分析中得到。它表征了某些為其他CBM發(fā)布版本提供通用文本的摘要方面/組織業(yè)務(wù)規(guī)劃環(huán)境中的某些考量點。應(yīng)被記述為容器/其他第一階段發(fā)布版本的介紹，以創(chuàng)建一個單獨而統(tǒng)一的階段報告。業(yè)務(wù)戰(zhàn)略概要維度和屬性n包括所有可用于完善統(tǒng)一的階段報告的通用文本及內(nèi)容描述，概要應(yīng)包括選定的統(tǒng)一描述，表，日程，將被用于在一個精確的格式下提供充分的文本。總之它不應(yīng)僅只

12、是幾頁文章。n可能的主題包括:產(chǎn)品&市場細分Bases for Differentiation 差異化的基礎(chǔ)SWOT (按業(yè)務(wù)線/業(yè)務(wù)單元劃分)Key Planned Initiatives/Projects關(guān)鍵規(guī)劃動因/項目客戶檔案/關(guān)鍵客戶Deliverable Descriptionn任意格式的多章節(jié)報告（作為一個整合的階段報告的一部分），其中整合了關(guān)于業(yè)務(wù)戰(zhàn)略洞察摘要的文本、表格和簡單的圖表描述關(guān)鍵競爭者戰(zhàn)略市場狀況Business Volumes & Projections市場趨勢/事件6Copyright IBM Corporation 2003 xx咨詢示例：在戰(zhàn)

13、略明晰階段，我們使用價值驅(qū)動樹分析來給出可能的潛力區(qū)域. - 業(yè)務(wù)目的業(yè)務(wù)目的 % Of Service Transactions on Self Service Channels % Of Self-service Availability Average Time to Market/Standard Product Average Cost/New Product Launch Capacityh Classroom Training Duration % TSC turnover (from time of hire through completion of OJT) Classro

14、om Training Cost P/ FTE # Products Held/Customer % Offers Made % Successful Sales Amount of Profit/Successful Sale Contact History Widely Available Customer Profile Widely Available Average Customer Spend Target Population Cost to Implement a Price Change Time to Implement a Price Change % of Accoun

15、t Transfers Requiring New Fulfilment Annual Account Transfer Volume 績效度量績效度量Product Development Time and CapacityOptimised PricingImprove Product Transfer CapabilityEnhance Self-Service CapabilitiesSuperior Cross-sellingSuperior Quality Optimise Customer Service Complete Customer UnderstandingImprov

16、e Product Development Time and CapacityCreate and Support Customer Level PricingImprove Product Transfer CapabilityImplement Parameter Based Business RulesOptimize Self Service CapabilitiesIncrease Effectiveness of CrosssellingImplement Cost Effective Testing Ability Rapid Internet DevelopmentEnhanc

17、e Customer ServiceProvide a Complete Customer View and Leverage Customer BehaviorImprove Workflow CapabilitiesImprove Instant Decisioning CapabilitiesReduce Training Time and CostsProvide Flexibility to Leverage New TechnologyEstablish Delivery Channel ConsistencyProvide Enhanced Personalization Cap

18、abilitiesProduct Development Time and CapacityOptimized PricingImprove Product Transfer CapabilityConsistent and Flexible Business RulesEnhance Self Service CapabilitiesSuperior Cross -sellingSuperior QualityEnhance Internet PresenceOptimize Customer ServiceComplete Customer UnderstandingFlexible Wo

19、rkflowTurnaround Decision ProcessIndustry Leading TrainingAdapt to New TechnologyIntegrated Delivery ChannelsEnhance Touchpoint Personalization Blended AHT Cost per call 新產(chǎn)品開發(fā) 新產(chǎn)品上線 Campaign List Creation and Maintenance Campaign Portfolio Management Account/Portfolio Repricing Customer Retention Pr

20、oduct Upgrade 產(chǎn)品升級 Welcome Kit Issuance Transaction Processing Application Processing New Accounts Set-up Maintain Rewards Program General Account Inquiry Disputes Self Service Billing Statement Generation & Mailing Policy Check Issuance Customer File Maintenance Behavior Decision Model Developm

21、ent Customer Behavior Tracking General Account Inquiry Disputes Management Transfer Request Application Processing Fraud Processing Decision Model Development Customer File Maintenance關(guān)鍵業(yè)務(wù)流程關(guān)鍵業(yè)務(wù)流程 Behavior Decision Model Development Customer Behavior Tracking Cross-Selling Processes7Copyright IBM Co

22、rporation 2003 xx咨詢Different-iatedBaseLevelCompetent競爭定位競爭定位業(yè)務(wù)流程業(yè)務(wù)流程改進產(chǎn)品開發(fā)的時間和能力改進產(chǎn)品開發(fā)的時間和能力創(chuàng)建和支持對客戶的定價創(chuàng)建和支持對客戶的定價改進產(chǎn)品履行改進產(chǎn)品履行優(yōu)化自助服務(wù)能力優(yōu)化自助服務(wù)能力提高銷售效力提高銷售效力Implement Cost Effective Testing Ability With Learning Loop提高客戶服務(wù)提高客戶服務(wù)提供完備的客戶意見平衡提供完備的客戶意見平衡Implement Parameter Based Product Fulfillment快速互聯(lián)網(wǎng)開發(fā)快

23、速互聯(lián)網(wǎng)開發(fā)改善工作流改善工作流提升實時決策能力提升實時決策能力減少培訓(xùn)時間和成本減少培訓(xùn)時間和成本Provide Flexibility to Leverage New TechnologyEstablish Delivery Channel ConsistencyProvide Enhanced Personalization Capabilities業(yè)務(wù)流程維度和屬性n根據(jù)流程需求的競爭定位劃分每個業(yè)務(wù)流程的等級n提供覆蓋業(yè)務(wù)范圍的有代表性的1525個業(yè)務(wù)流程，每個流程根據(jù)情況選擇1-3個指標n定義性能指標的時候，將定性和定量或直接和間接轉(zhuǎn)換為經(jīng)濟價值（成本/收入、風險）Business

24、Objectives % Of Service Transactions on Self Service Channels % Of Self-service Availability Average Time to Market/Standard Product Average Cost/New Product Launch Capacity Classroom Training Duration % TSC turnover (from time of hire through completion of OJT) Classroom Training Cost P/ FTE # Prod

25、ucts Held/Customer % Offers Made % Successful Sales Amount of Profit/Successful Sale Contact History Widely Available Customer Profile Widely Available Average Customer Spend Target Population Cost to Implement a Price Change Time to Implement a Price Change % of Account Transfers Requiring New Fulf

26、ilment Annual Account Transfer Volume Performance Metrics Blended AHT Cost per call New Product Development New Product Launch Campaign List Creation and Maintenance Campaign Portfolio Management Account/PortfolioRepricing Customer Retention Product Upgrade Product Upgrade Welcome Kit Issuance Trans

27、action Processing Application Processing New Accounts Set-up Maintain Rewards Program General Account Inquiry Disputes Self Service Billing Statement Generation & Mailing PolicyCheck Issuance Customer File Maintenance Behavior Decision Model Development Customer Behavior Tracking General Account

28、 Inquiry Disputes Management Transfer Request Application Processing Fraud Processing Decision Model Development Customer File MaintenanceKey Business Processes Behavior Decision Model Development Customer Behavior Tracking Cross -Selling ProcessesBusiness Objective Goal 1, Measure 1, Measure 2, Mea

29、sure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goa

30、l 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 1 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 2 Goal 1, Measure 1, Measure 2, Measure 3Goal 2,

31、Measure 1, Measure 2, Measure 3Business Objective 3Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 4 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 5 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Meas

32、ure 1, Measure 2, Measure 3BusinessObjectives % Of Service Transactions on Self Service Channels % Of Self-service Availability Average Time to Market/Standard Product Average Cost/New Product Launch Capacity Classroom Training Duration % TSC turnover (from time of hire through completion of OJT) Cl

33、assroom Training Cost P/ FTE # Products Held/Customer % Offers Made % Successful Sales Amount of Profit/Successful Sale Contact History Widely Available Customer Profile Widely Available Average Customer Spend Target Population Cost to Implement a Price Change Time to Implement a Price Change % of A

34、ccount Transfers Requiring New Fulfilment Annual Account Transfer Volume Performance Metrics Blended AHT Cost per call New Product Development New Product Launch Campaign List Creation and Maintenance Campaign Portfolio Management Account/PortfolioRepricing Customer Retention Product Upgrade Product

35、 Upgrade Welcome Kit Issuance Transaction Processing Application Processing New Accounts Set-up Maintain Rewards Program General Account Inquiry Disputes Self Service Billing Statement Generation & Mailing PolicyCheck Issuance Customer File Maintenance Behavior Decision Model Development Custome

36、r Behavior Tracking General Account Inquiry Disputes Management Transfer Request Application Processing Fraud Processing Decision Model Development Customer File MaintenanceKey Business Processes Behavior Decision Model Development Customer Behavior Tracking Cross -Selling ProcessesBusiness Objectiv

37、e Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1,

38、 Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 1 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 2 Goal 1, Meas

39、ure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 3Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 4 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 5 Goal 1, Measure

40、1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3BusinessObjectives % Of Service Transactions on Self Service Channels % Of Self-service Availability Average Time to Market/Standard Product Average Cost/New Product Launch Capacity Classroom Training Duration % TSC turnover (from time of

41、 hire through completion of OJT) Classroom Training Cost P/ FTE # Products Held/Customer % Offers Made % Successful Sales Amount of Profit/Successful Sale Contact History Widely Available Customer Profile Widely Available Average Customer Spend Target Population Cost to Implement a Price Change Time

42、 to Implement a Price Change % of Account Transfers Requiring New Fulfilment Annual Account Transfer Volume Performance Metrics Blended AHT Cost per call New Product Development New Product Launch Campaign List Creation and Maintenance Campaign Portfolio Management Account/PortfolioRepricing Custome

43、r Retention Product Upgrade Product Upgrade Welcome Kit Issuance Transaction Processing Application Processing New Accounts Set-up Maintain Rewards Program General Account Inquiry Disputes Self Service Billing Statement Generation & Mailing PolicyCheck Issuance Customer File Maintenance Behavior

44、 Decision Model Development Customer Behavior Tracking General Account Inquiry Disputes Management Transfer Request Application Processing Fraud Processing Decision Model Development Customer File MaintenanceKey Business Processes Behavior Decision Model Development Customer Behavior Tracking Cross

45、-Selling ProcessesBusiness Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2,

46、Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 1 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure

47、 3Business Objective 2 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 3Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 4 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Bu

48、siness Objective 5 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3業(yè)務(wù)目的業(yè)務(wù)目的 % Of Service Transactions on Self Service Channels % Of Self-service Availability Average Time to Market/Standard Product Average Cost/New Product Launch Capacity Classroom Training Duration % T

49、SC turnover (from time of hire through completion of OJT) Classroom Training Cost P/ FTE # Products Held/Customer % Offers Made % Successful Sales Amount of Profit/Successful Sale Contact History Widely Available Customer Profile Widely Available Average Customer Spend Target Population Cost to Impl

50、ement a Price Change Time to Implement a Price Change % of Account Transfers Requiring New Fulfilment Annual Account Transfer Volume Performance Metrics Blended AHT Cost per call 新產(chǎn)品開發(fā) 新產(chǎn)品上線 Campaign List Creation and Maintenance Campaign Portfolio Management Account/PortfolioRepricing Customer Rete

51、ntion 產(chǎn)品升級 產(chǎn)品升級 Welcome Kit Issuance Transaction Processing Application Processing New Accounts Set-up Maintain Rewards Program General Account Inquiry Disputes Self Service Billing Statement Generation & Mailing PolicyCheck Issuance Customer File Maintenance Behavior Decision Model Development

52、Customer Behavior Tracking General Account Inquiry Disputes Management Transfer Request Application Processing Fraud Processing Decision Model Development Customer File Maintenance關(guān)鍵業(yè)務(wù)流程關(guān)鍵業(yè)務(wù)流程 Behavior Decision Model Development Customer Behavior Tracking Cross -Selling ProcessesBusiness Objective G

53、oal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Me

54、asure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 1 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 2 Goal 1, Measure

55、 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 3Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 4 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective 5 Goal 1, Measure 1,

56、Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3EXAMPLE8Copyright IBM Corporation 2003 xx咨詢業(yè)務(wù)目標與流程的映射維度和屬性n矩陣的行相應(yīng)的目標（選擇未來分解為目的和/或典型的影響（成本/收入/風險）n列是相應(yīng)的流程（未來分解的性能考量（如：成本/收入/風險）n記錄每個目標可能的經(jīng)濟作用n矩陣內(nèi)的每個單元分配業(yè)務(wù)流程對于業(yè)務(wù)目標的總的可能的經(jīng)濟作用分配份額n闡明經(jīng)濟作用的分配份額，描述目標和流程之間聯(lián)系的業(yè)務(wù)設(shè)想將增加到單元里。Objective1ObjectivenProcess1P

57、rocessnTotal$CostRevenueRiskMeasure 1Measure 2Measure 3$ 份額份額 &設(shè)想設(shè)想Total $Total $Total $Total $Total $Measure 1Measure 2Measure 3$?$?$?$?$?$?$?$?$?Total $CostRevenueRiskTotal$x+y+z$x$y$zb% of yc% of za% of xy-b% of yc-c% of zx-a% of xTotal $x oroptionaldetailEXAMPLE9Copyright IBM Corporation 200

58、3 xx咨詢The ValueChainPlanning Analysis& RefinementExecution and (S)TPMonitor and ManageBusinessAdministrationMarketingAsset Mgmt &ProductDevelopmentSales &ChannelManagementNewBusinessCustomerServiceContractAdministrationFinanceBusinessActivity Level活動矩陣維度和屬性n有代表性的價值鏈的7-12個階段提供決議n現(xiàn)有的組織結(jié)構(gòu)不必

59、反映在業(yè)務(wù)階段（是業(yè)務(wù)的邏輯視角不是物理視角）的定義內(nèi)。n每個階段的精確的定義是很重要的 ，有利于活動在矩陣內(nèi)的定位。n矩陣內(nèi)行的 定義，確定活動所在的層次。10Copyright IBM Corporation 2003 xx咨詢活動模板和活動在矩陣中的定位維度和屬性n完整的活動模板可能定義150-350個業(yè)務(wù)活動Capture intermediary info.Track licensesAssign intermediary codeSetup workstationProvide forms, marketing material & illustrationsMaintai

60、n BD/Advisor directory informationScore BD/AdvisorMaintain compensation contracts and agreementsRationalize product portfolioTrack product feature utilizationEnsure ongoing compliance statusMonitor product performance (post launch)價值鏈戰(zhàn)略執(zhí)行管理業(yè)務(wù)管理市場資產(chǎn)管理 &產(chǎn)品開發(fā)銷售&渠道管理新業(yè)務(wù)CustomerServiceContractAdministrationFinance業(yè)務(wù)活動的級別識別競爭者收集競爭者信息分析競爭者數(shù)據(jù)確定市場理解力創(chuàng)建產(chǎn)品戰(zhàn)略規(guī)劃產(chǎn)品上市時間分析產(chǎn)品的業(yè)績評估市場