戰(zhàn)略明晰方法介紹ppt課件

1、協(xié)作的業(yè)務(wù)模型 方法論協(xié)作業(yè)務(wù)模型 概述企業(yè)的效益是老總最為關(guān)懷的話題，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(shí)，成了空中樓閣。對(duì)于這一問題，我們無法將其簡單歸因于戰(zhàn)略制定、員工才干、績效體系等單一的問題，而是需求在整個(gè)業(yè)務(wù)架構(gòu)上尋求破解。 戰(zhàn)略業(yè)務(wù)方式業(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(bào)告構(gòu)造技藝和資源來源業(yè)務(wù)才干戰(zhàn)略 / 方案 / 創(chuàng)新 / 品牌 / 企業(yè)文化采購倉儲(chǔ)方案 調(diào)度車間質(zhì)檢廢品分銷配送效力差額運(yùn)用系統(tǒng)網(wǎng)絡(luò)企 業(yè) 信 息 管 理人 力 資 源 管 理財(cái) 務(wù) 會(huì) 計(jì) 管 理行 政 后 勤 管 理業(yè)務(wù)戰(zhàn)略明晰業(yè)務(wù)戰(zhàn)略明晰業(yè)務(wù)目的 & 目的業(yè)務(wù)

2、戰(zhàn)略概述 業(yè)務(wù)流程 業(yè)務(wù)目的和業(yè)務(wù)流程的映射活動(dòng)矩陣活動(dòng)模板和活動(dòng)矩陣處置業(yè)務(wù)組件邊境定義業(yè)務(wù)流程/組件形狀圖表業(yè)務(wù)組件的戰(zhàn)略作用業(yè)務(wù)戰(zhàn)略明晰業(yè)務(wù)戰(zhàn)略明晰概要業(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(jì)用于將業(yè)務(wù)的優(yōu)先級(jí)及目的與下階段構(gòu)建業(yè)務(wù)模塊或業(yè)務(wù)的“組件聯(lián)絡(luò)起來。這些銜接用于確保未來流程、組織和系統(tǒng)變革與業(yè)務(wù)目的的完成嚴(yán)密一致。這個(gè)階段包含二個(gè)業(yè)務(wù)目的&目的發(fā)明經(jīng)濟(jì)價(jià)值的映射步驟，第一步搜集高程度的業(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(dòng)的共性化的用途分別業(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。運(yùn)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)、組織描畫業(yè)

3、務(wù)活動(dòng)的組件。也能夠分解一個(gè)組件為幾個(gè)子構(gòu)件，企業(yè)里同一級(jí)別的組件集，不能相互交迭，他們總體覆蓋企業(yè)的一切方面，并匹配一切的業(yè)務(wù)需求。組件是有邊境的。業(yè)務(wù)目的& 目的業(yè)務(wù)流程(級(jí)別 2/3)一個(gè)業(yè)務(wù)活動(dòng)能夠支持許多業(yè)務(wù)流程，但是屬于一個(gè)單一的業(yè)務(wù)組件III1.11.31.41.21.51.61.71.81.9業(yè)務(wù)活動(dòng)業(yè)務(wù)組件績效矩陣列出了6個(gè)或這樣的業(yè)務(wù)目的，而且將業(yè)務(wù)目的與考量業(yè)務(wù)性能目的聯(lián)絡(luò)起來，如：目的： 在選擇的客戶/產(chǎn)品片方面添加市場(chǎng)份額目的： 年財(cái)務(wù)從12%上升到15%。收入：凈利潤每年添加 $100-$150m目的和目的從可用到的業(yè)務(wù)單元的方案、戰(zhàn)略和預(yù)算文件獲取，經(jīng)過高級(jí)管理者

4、訪談和評(píng)論/討論。確定每個(gè)目的的一切目的相當(dāng)?shù)哪軌虻慕?jīng)濟(jì)作用，運(yùn)用價(jià)值樹為每個(gè)目的統(tǒng)計(jì)能夠的經(jīng)濟(jì)作用，這些價(jià)值僅僅為了比較的目的，不同目的的詳細(xì)闡明有益于不同時(shí)期的實(shí)現(xiàn)的可變性，為了簡單化和一致性，一個(gè)共性化的構(gòu)造用于描畫一切目的的經(jīng)濟(jì)價(jià)值。業(yè)務(wù)目的 & 目的維度和屬性選擇有代表性的六到八個(gè)業(yè)務(wù)目的目的組關(guān)注于：實(shí)現(xiàn)本錢減少/改良效率發(fā)明新的收入/才干平衡減少風(fēng)險(xiǎn)或開發(fā)新的時(shí)機(jī)目的直接或間接的與業(yè)務(wù)的財(cái)務(wù)方面有關(guān)聯(lián)，評(píng)價(jià)能夠的經(jīng)濟(jì)價(jià)值作用(基于確認(rèn)的價(jià)值分析樹原那么)定義運(yùn)算法那么。價(jià)值分析樹，用于定義目的的運(yùn)算法那么價(jià)值分析樹自有效力渠道的效力買賣百分比 可用效力百分比-到達(dá)市場(chǎng)/規(guī)范產(chǎn)品的

5、平均時(shí)間平均本錢/新產(chǎn)品發(fā)布才干課堂培訓(xùn)本錢 P/ FTE# Products Held/Customer% Offers Made銷售勝利百分比利潤數(shù)量/勝利銷售廣泛可用的聯(lián)絡(luò)歷史廣泛可用的客戶檔案平均客戶開銷實(shí)施價(jià)錢變動(dòng)的本錢實(shí)施價(jià)錢變動(dòng)的時(shí)間需求新合同的客戶轉(zhuǎn)換率 年度客戶轉(zhuǎn)換總量 Capital ChargeRevenueNOPAT*Invested CapitalWACC財(cái)富車間&設(shè)備 Financial Value Drivers負(fù)債本錢股權(quán)本錢原資料本錢設(shè)計(jì)及研發(fā)本錢制造本錢市場(chǎng)營銷本錢Competitive Advantage PeriodEBIT MarginCash Tax

6、產(chǎn)業(yè)構(gòu)造競(jìng)爭(zhēng)位置 可繼續(xù)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, Me

7、asure 3Business 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(shí)間% TSC turnover (從受雇之日起至在職培訓(xùn)完成 % Offers Made目的數(shù)量績效度量每次呼入的混合AHT本錢Capital Charge收入單價(jià) 總量NOPAT*I

8、nvested CapitalWACC營運(yùn)資本財(cái)務(wù)價(jià)值驅(qū)動(dòng)資本構(gòu)造勞動(dòng)力本錢Competitive Advantage Period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, Measure 2, Measure 3Goal 2,

9、 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 3業(yè)務(wù)戰(zhàn)略概要是一個(gè)可選部分，依賴于對(duì)象組織本身戰(zhàn)略業(yè)務(wù)規(guī)劃文檔的完好性。 非常明晰的闡明的重要性在于它并不表示任何作為一個(gè)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(diǎn)是使那些作為CBM發(fā)現(xiàn)的觀眾

10、的員工不可隨便的訪問到有關(guān)業(yè)務(wù)戰(zhàn)略細(xì)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，或者假設(shè)沒有類似文檔時(shí)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(diǎn)。應(yīng)被記述為容器/其他第一階段發(fā)布版本的引見，以創(chuàng)建一個(gè)單獨(dú)而一致的階段報(bào)告。業(yè)務(wù)戰(zhàn)略概要維度和屬性包括一切可用于完善一致的階段報(bào)告的通用文本及內(nèi)容描畫，概要應(yīng)包括選定的一致描畫，表，日程，將被用于在一個(gè)準(zhǔn)確的格式下提供充分的文本?？傊粦?yīng)僅只是幾頁文章。能夠的主題包括:產(chǎn)品&市場(chǎng)細(xì)分Bases for Differentiation 差別化的根底SWOT (按

11、業(yè)務(wù)線/業(yè)務(wù)單元?jiǎng)澐?Key Planned Initiatives/Projects關(guān)鍵規(guī)劃動(dòng)因/工程客戶檔案/關(guān)鍵客戶Deliverable Description恣意格式的多章節(jié)報(bào)告作為一個(gè)整合的階段報(bào)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畫關(guān)鍵競(jìng)爭(zhēng)者戰(zhàn)略市場(chǎng)情況Business Volumes & Projections市場(chǎng)趨勢(shì)/事件例如：在戰(zhàn)略明晰階段，我們運(yùn)用價(jià)值驅(qū)動(dòng)樹分析來給出能夠的潛力區(qū)域. - 業(yè)務(wù)目的% Of Service Transactions on Self Service Channels% Of Self-service Avail

12、abilityAverage Time to Market/Standard ProductAverage Cost/New Product LaunchCapacityhClassroom Training Duration% TSC turnover (from time of hire through completion of OJT)Classroom Training Cost P/ FTE# Products Held/Customer% Offers Made% Successful SalesAmount of Profit/Successful SaleContact Hi

13、story Widely AvailableCustomer Profile Widely AvailableAverage Customer SpendTarget PopulationCost to Implement a Price ChangeTime to Implement a Price Change% of Account Transfers Requiring New FulfilmentAnnual Account Transfer Volume 績效度量Product Development Time and CapacityOptimised PricingImprov

14、e Product Transfer CapabilityEnhance Self-Service CapabilitiesSuperior Cross-sellingSuperior Quality Optimise Customer Service Complete Customer UnderstandingImprove Product Development Time and CapacityCreate and Support Customer Level PricingImprove Product Transfer CapabilityImplement Parameter B

15、ased Business RulesOptimize SelfService CapabilitiesIncrease Effectiveness of CrosssellingImplement Cost Effective Testing Ability Rapid Internet DevelopmentEnhance Customer ServiceProvide a Complete Customer View and Leverage Customer BehaviorImprove Workflow CapabilitiesImprove Instant Decisioning

16、 CapabilitiesReduce Training Time and CostsProvide Flexibility to Leverage New TechnologyEstablish Delivery Channel ConsistencyProvide Enhanced Personalization CapabilitiesProduct Development Time and CapacityOptimized PricingImprove Product Transfer CapabilityConsistent and Flexible Business RulesE

17、nhance SelfService CapabilitiesSuperior Cross-sellingSuperior QualityEnhance Internet PresenceOptimize Customer ServiceComplete Customer UnderstandingFlexible WorkflowTurnaround Decision ProcessIndustry Leading TrainingAdapt to New TechnologyIntegrated Delivery ChannelsEnhance Touchpoint Personaliza

18、tionBlended AHT Cost per call新產(chǎn)品開發(fā)新產(chǎn)品上線Campaign List Creation and MaintenanceCampaign Portfolio ManagementAccount/Portfolio RepricingCustomer RetentionProduct Upgrade 產(chǎn)品晉級(jí) Welcome Kit IssuanceTransaction ProcessingApplication ProcessingNew Accounts Set-upMaintain Rewards ProgramGeneral Account Inqui

19、ryDisputes Self ServiceBilling Statement Generation & MailingPolicy Check IssuanceCustomer File MaintenanceBehavior Decision Model DevelopmentCustomer Behavior TrackingGeneral Account InquiryDisputes ManagementTransfer RequestApplication Processing Fraud ProcessingDecision Model DevelopmentCustomer

20、File Maintenance關(guān)鍵業(yè)務(wù)流程Behavior Decision Model DevelopmentCustomer Behavior Tracking Cross-Selling ProcessesDifferent-iatedBaseLevelCompetent競(jìng)爭(zhēng)定位業(yè)務(wù)流程改良產(chǎn)品開發(fā)的時(shí)間和才干創(chuàng)建和支持對(duì)客戶的定價(jià)改良產(chǎn)品履行優(yōu)化自助效力才干提高銷售效能Implement Cost Effective Testing Ability With Learning Loop提高客戶效力提供完備的客戶意見平衡Implement Parameter Based Product

21、 Fulfillment快速互聯(lián)網(wǎng)開發(fā)改善任務(wù)流提升實(shí)時(shí)決策才干減少培訓(xùn)時(shí)間和本錢Provide Flexibility to Leverage New TechnologyEstablish Delivery Channel ConsistencyProvide Enhanced Personalization Capabilities業(yè)務(wù)流程維度和屬性根據(jù)流程需求的競(jìng)爭(zhēng)定位劃分每個(gè)業(yè)務(wù)流程的等級(jí)提供覆蓋業(yè)務(wù)范圍的有代表性的1525個(gè)業(yè)務(wù)流程，每個(gè)流程根據(jù)情況選擇1-3個(gè)目的定義性能目的的時(shí)候，將定性和定量或直接和間接轉(zhuǎn)換為經(jīng)濟(jì)價(jià)值本錢/收入、風(fēng)險(xiǎn)BusinessObjectives% Of

22、 Service Transactions on Self Service Channels% Of Self-service AvailabilityAverage Time to Market/Standard ProductAverage Cost/New Product LaunchCapacityClassroom Training Duration% TSC turnover (from time of hire through completion of OJT)Classroom Training Cost P/ FTE# Products Held/Customer% Off

23、ers Made% Successful SalesAmount of Profit/Successful SaleContact History Widely AvailableCustomer Profile Widely AvailableAverage Customer SpendTarget PopulationCost to Implement a Price ChangeTime to Implement a Price Change% of Account Transfers Requiring New FulfilmentAnnual Account Transfer Vol

24、ume Performance MetricsBlended AHT Cost per callNew Product DevelopmentNew Product LaunchCampaign List Creation and MaintenanceCampaign Portfolio ManagementAccount/PortfolioRepricingCustomer RetentionProduct UpgradeProduct UpgradeWelcome Kit IssuanceTransaction ProcessingApplication ProcessingNew Ac

25、counts Set-upMaintain Rewards ProgramGeneral Account InquiryDisputes Self ServiceBilling Statement Generation & MailingPolicyCheck IssuanceCustomer File MaintenanceBehavior Decision Model DevelopmentCustomer Behavior TrackingGeneral Account InquiryDisputes ManagementTransfer RequestApplication Proce

26、ssing Fraud ProcessingDecision Model DevelopmentCustomer File MaintenanceKey Business ProcessesBehavior Decision Model DevelopmentCustomer Behavior TrackingCross-Selling ProcessesBusiness Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal

27、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, Measur

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

29、 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, Measure 1, Measure 2, Measure 3BusinessObjectives% Of Service Transaction

30、s on Self Service Channels% Of Self-service AvailabilityAverage Time to Market/Standard ProductAverage Cost/New Product LaunchCapacityClassroom Training Duration% TSC turnover (from time of hire through completion of OJT)Classroom Training Cost P/ FTE# Products Held/Customer% Offers Made% Successful

31、 SalesAmount of Profit/Successful SaleContact History Widely AvailableCustomer Profile Widely AvailableAverage Customer SpendTarget PopulationCost to Implement a Price ChangeTime to Implement a Price Change% of Account Transfers Requiring New FulfilmentAnnual Account Transfer Volume Performance Metr

32、icsBlended AHT Cost per callNew Product DevelopmentNew Product LaunchCampaign List Creation and MaintenanceCampaign Portfolio ManagementAccount/PortfolioRepricingCustomer RetentionProduct UpgradeProduct UpgradeWelcome Kit IssuanceTransaction ProcessingApplication ProcessingNew Accounts Set-upMaintai

33、n Rewards ProgramGeneral Account InquiryDisputes Self ServiceBilling Statement Generation & MailingPolicyCheck IssuanceCustomer File MaintenanceBehavior Decision Model DevelopmentCustomer Behavior TrackingGeneral Account InquiryDisputes ManagementTransfer RequestApplication Processing Fraud Processi

34、ngDecision Model DevelopmentCustomer File MaintenanceKey Business ProcessesBehavior Decision Model DevelopmentCustomer Behavior TrackingCross-Selling ProcessesBusiness Objective Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3Business Objective Goal 1, Measure 1, Measur

35、e 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, Measure 1, Measure 2, Meas

36、ure 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, Measure 1, Measure 2, Measure 3Business Objective 3Goal 1, Measure 1, Measure 2, Measure

37、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, Measure 1, Measure 2, Measure 3BusinessObjectives% Of Service Transactions on Self Service Ch

38、annels% Of Self-service AvailabilityAverage Time to Market/Standard ProductAverage Cost/New Product LaunchCapacityClassroom Training Duration% TSC turnover (from time of hire through completion of OJT)Classroom Training Cost P/ FTE# Products Held/Customer% Offers Made% Successful SalesAmount of Prof

39、it/Successful SaleContact History Widely AvailableCustomer Profile Widely AvailableAverage Customer SpendTarget PopulationCost to Implement a Price ChangeTime to Implement a Price Change% of Account Transfers Requiring New FulfilmentAnnual Account Transfer Volume Performance MetricsBlended AHT Cost

40、per callNew Product DevelopmentNew Product LaunchCampaign List Creation and MaintenanceCampaign Portfolio ManagementAccount/PortfolioRepricingCustomer RetentionProduct UpgradeProduct UpgradeWelcome Kit IssuanceTransaction ProcessingApplication ProcessingNew Accounts Set-upMaintain Rewards ProgramGen

41、eral Account InquiryDisputes Self ServiceBilling Statement Generation & MailingPolicyCheck IssuanceCustomer File MaintenanceBehavior Decision Model DevelopmentCustomer Behavior TrackingGeneral Account InquiryDisputes ManagementTransfer RequestApplication Processing Fraud ProcessingDecision Model Dev

42、elopmentCustomer File MaintenanceKey Business ProcessesBehavior Decision Model DevelopmentCustomer Behavior TrackingCross-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

43、, 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 3Goal 2, Measure

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

45、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, Measure 1, Measure 2, Measure 3業(yè)務(wù)目的% Of Service Transactions on Self Service Channels% Of Self-service Availabili

46、tyAverage Time to Market/Standard ProductAverage Cost/New Product LaunchCapacityClassroom Training Duration% TSC turnover (from time of hire through completion of OJT)Classroom Training Cost P/ FTE# Products Held/Customer% Offers Made% Successful SalesAmount of Profit/Successful SaleContact History

47、Widely AvailableCustomer Profile Widely AvailableAverage Customer SpendTarget PopulationCost to Implement a Price ChangeTime to Implement a Price Change% of Account Transfers Requiring New FulfilmentAnnual Account Transfer Volume Performance MetricsBlended AHT Cost per call新產(chǎn)品開發(fā)新產(chǎn)品上線Campaign List Cr

48、eation and MaintenanceCampaign Portfolio ManagementAccount/PortfolioRepricingCustomer Retention產(chǎn)品晉級(jí)產(chǎn)品晉級(jí)Welcome Kit IssuanceTransaction ProcessingApplication ProcessingNew Accounts Set-upMaintain Rewards ProgramGeneral Account InquiryDisputes Self ServiceBilling Statement Generation & MailingPolicyCh

49、eck IssuanceCustomer File MaintenanceBehavior Decision Model DevelopmentCustomer Behavior TrackingGeneral Account InquiryDisputes ManagementTransfer RequestApplication Processing Fraud ProcessingDecision Model DevelopmentCustomer File Maintenance關(guān)鍵業(yè)務(wù)流程 Behavior Decision Model DevelopmentCustomer Beh

50、avior TrackingCross-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, Mea

51、sure 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 1 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1,

52、 Measure 2, Measure 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, Mea

53、sure 2, Measure 3Business Objective 5 Goal 1, Measure 1, Measure 2, Measure 3Goal 2, Measure 1, Measure 2, Measure 3業(yè)務(wù)目的與流程的映射維度和屬性矩陣的行相應(yīng)的目的選擇未來分解為目的和/或典型的影響本錢/收入/風(fēng)險(xiǎn)列是相應(yīng)的流程未來分解的性能考量如：本錢/收入/風(fēng)險(xiǎn)記錄每個(gè)目的能夠的經(jīng)濟(jì)作用矩陣內(nèi)的每個(gè)單元分配業(yè)務(wù)流程對(duì)于業(yè)務(wù)目的的總的能夠的經(jīng)濟(jì)作用分配份額闡明經(jīng)濟(jì)作用的分配份額，描畫目的和流程之間聯(lián)絡(luò)的業(yè)務(wù)想象將添加到單元里。Objective1ObjectivenProces

54、s1ProcessnTotal$CostRevenueRiskMeasure 1Measure 2Measure 3$ 份額 &想象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 oroptionaldetailThe ValueChainPlanning Analysis& Refinemen

55、tExecution and (S)TPMonitor and ManageBusinessAdministrationMarketingAsset Mgmt &ProductDevelopmentSales &ChannelManagementNewBusinessCustomerServiceContractAdministrationFinanceBusinessActivity Level活動(dòng)矩陣維度和屬性有代表性的價(jià)值鏈的7-12個(gè)階段提供決議現(xiàn)有的組織構(gòu)造不用反映在業(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)。每個(gè)階段的準(zhǔn)確的定義是很重要的 ，有利于活動(dòng)在矩陣內(nèi)的定位。矩陣內(nèi)行的

56、定義，確定活動(dòng)所在的層次?；顒?dòng)模板和活動(dòng)在矩陣中的定位維度和屬性完好的活動(dòng)模板能夠定義150-350個(gè)業(yè)務(wù)活動(dòng)Capture intermediary info.Track licensesAssign intermediary codeSetup workstationProvide forms, marketing material & illustrationsMaintain BD/Advisor directory informationScore BD/AdvisorMaintain compensation contracts and agreementsRationalize

57、product portfolioTrack product feature utilizationEnsure ongoing compliance statusMonitor product performance (post launch)價(jià)值鏈戰(zhàn)略執(zhí)行管理業(yè)務(wù)管理市場(chǎng)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(dòng)的級(jí)別識(shí)別競(jìng)爭(zhēng)者搜集競(jìng)爭(zhēng)者信息分析競(jìng)爭(zhēng)者數(shù)據(jù)確定市場(chǎng)了解力創(chuàng)建產(chǎn)品戰(zhàn)略規(guī)劃產(chǎn)品上市時(shí)間分析產(chǎn)品的業(yè)績?cè)u(píng)價(jià)市場(chǎng)份額統(tǒng)計(jì)分析規(guī)劃市場(chǎng) 片確定目的市場(chǎng)規(guī)劃活動(dòng)戰(zhàn)略規(guī)劃招聘活動(dòng)規(guī)劃提升戰(zhàn)略預(yù)測(cè)費(fèi)用

58、需求和制定預(yù)算戰(zhàn)略選擇供應(yīng)商Plan service resourcesIdentify training needsDevelop business cost modelIdentify service standardsRefine contract servicing approachesTrack customer service delivery to SLAsDevelop business cost modelsPlan processing capacity and analyse volumes/ efficiencyAnalyze and refine contract a

59、dministration approachesTrack contract administration delivery to SLAs規(guī)劃新的業(yè)務(wù)資源制定新業(yè)務(wù)的本錢模型跟蹤新業(yè)務(wù)效力級(jí)別協(xié)議的交付Plan reserve requirementsDevelop reinsurance strategyDevelop investment management strategyAccounting strategyDevelop budgets規(guī)劃業(yè)務(wù)戰(zhàn)略Monitor partner funds performanceDrop/ add new fundsCapture 21b1 fe

60、e informationmaintain relationship with fund mgrs.Manage partner relationshipsTrack campaign effectivenessTrack industry competitive campaignsDesign and plan campaignsRecalibrate campaigns based on resultsDesign and plan promotionsForecast effectivenessAnalyze intermediary feedbackAdjust commissions