成果俱樂部管理2strategic planning-part2ok

1、Strategic Planning: Part II戰(zhàn)略規(guī)劃：第二部分2Session Objectives本部分目標(biāo)As a result of actively participating in this session, you will be able to:通過這一部分的學(xué)習(xí)，你將能夠：1. Explain the importance of understanding and analyzing the external environment as a clubs strategic plan is developed. 闡述制定一個(gè)俱樂部的戰(zhàn)略規(guī)劃時(shí)，理解和分析外部環(huán)境的重要

2、性2. Review procedures to conduct situation analysis (SWOT、PEST、Five Forces) and to assess priorities generated by the analysis. 回顧進(jìn)行形勢(shì)分析（SWOT、PEST、五力模型等分析）的過程 ，以及評(píng)估由分析確定的優(yōu)先事項(xiàng)的過程Describe tactics to implement plans based upon priorities determined by SWOT、PEST、Five Forces models. 通過SWOT、分析方法確定的優(yōu)先事項(xiàng)，并在

3、此基礎(chǔ)上提出計(jì)劃實(shí)施的策略3Session Objective本部分目標(biāo)As a result of actively participating in this session, you will be able to:通過這一部分的學(xué)習(xí)，你將能夠：Explain the importance of understanding and analyzing the external environment as a clubs strategic plan is developed. 說明制定一個(gè)俱樂部的戰(zhàn)略規(guī)劃時(shí)，理解和分析外部環(huán)境重要性4Strategic Planning Yields

4、Competitive Advantage戰(zhàn)略規(guī)劃產(chǎn)生的競(jìng)爭(zhēng)優(yōu)勢(shì)Definition Competitive advantage is one or more unique strengths relative to a clubs competitors that contributes to the clubs success. (Examples: quality, value, and innovation.) 定義-競(jìng)爭(zhēng)優(yōu)勢(shì)是相對(duì)一個(gè)俱樂部的競(jìng)爭(zhēng)對(duì)手而言的，有助于俱樂部取得成功的一個(gè)或多個(gè)獨(dú)特的優(yōu)勢(shì)。 （例如：品質(zhì)，價(jià)值，創(chuàng)新） 。Club managers are responsi

5、ble for generating and/or participating in and implementing their clubs strategic plans俱樂部經(jīng)理負(fù)責(zé)制定和/或參與和執(zhí)行其俱樂部的戰(zhàn)略規(guī)劃.5External Environment Must Be Considered必須考慮外部環(huán)境Conducting an external audit to develop a comprehensive list of weaknesses and threats that may impact a club. 進(jìn)行外部審計(jì)，形成對(duì)俱樂部產(chǎn)生影響的劣勢(shì)和威脅的綜合列

6、表Include as many managers and staff members as possible in the external audit. 在外部審計(jì)中要盡可能把更多的管理和工作人員包括在內(nèi)6Information Sources信息來源Trade publications 貿(mào)易出版物Internet 互聯(lián)網(wǎng)Newspapers/TV/Radio 報(bào)紙/電視/電臺(tái)Libraries 圖書館Corporate offices 公司辦公室uppliers/distributors 供應(yīng)商/分銷商Competitors 競(jìng)爭(zhēng)對(duì)手Members 會(huì)員Professional peer

7、s 專業(yè)同僚7External Elements Impact Strategies影響戰(zhàn)略的外部因素Economic Forces 經(jīng)濟(jì)因素Social, Cultural, and Demographic Forces 社會(huì)、文化和人口因素Environmental Forces 環(huán)境因素Political, Governmental, and Legal Forces 政治、政府和法律因素Technological Forces 技術(shù)因素Competitive Forces 競(jìng)爭(zhēng)力8Economic Factors Impact Club Strategies影響俱樂部戰(zhàn)略的經(jīng)濟(jì)因素Di

8、sposable e 可支配收入 Unemployment rate 失業(yè)率 Interest rates 利率Inflation rates 通貨膨脹率 Governmental budget deficits 政府財(cái)政赤字預(yù)算Currency value in world markets 在世界市場(chǎng)中的貨幣價(jià)值Market trends 市場(chǎng)趨勢(shì) Tax rates 稅率 Import/export factors 進(jìn)口/出口的因素 Issues may stem from local and global economies. 問題可能源自當(dāng)?shù)睾腿虻慕?jīng)濟(jì)體系。 Economic var

9、iables include:經(jīng)濟(jì)變量包括：9Social, Cultural, and Demographic Forces Impact Club Strategies影響俱樂部的戰(zhàn)略的社會(huì)，文化和人口因素Class, age, gender, and issues such as culture and diversity affect current and future club members. 階級(jí)，年齡，性別和諸如文化及多樣性等影響俱樂部當(dāng)前和將來的會(huì)員的問題。 Environmental issues impact the clubs social responsibilit

10、y. 影響俱樂部的社會(huì)責(zé)任的環(huán)境問題10Social, Cultural, Demographic and Environmental Variables社會(huì)，文化，人口和環(huán)境變量Per capita e 人均收入Number of marriages, divorces, births, and deaths 結(jié)婚，離婚，出生和死亡的人數(shù) Immigration/emigration rates 入境/出境率 Life expectancy rates 預(yù)期壽命Buying habits 購(gòu)買習(xí)慣 Ethical concerns 倫理問題 Attitudes toward saving/i

11、nvesting 儲(chǔ)蓄/投資態(tài)度Education level 受教育水平 Member service concerns 會(huì)員服務(wù)問題 Social responsibility 社會(huì)責(zé)任 Population changes (demographics and location) 人口變化（人口統(tǒng)計(jì)和位置） Women and minority workers 女性和少數(shù)民族工人 Examples（例子）:11Environmental Variables Impact Club Strategies環(huán)境變量影響俱樂部戰(zhàn)略Energy conservation 節(jié)約能源 Recycling

12、 回收 Waste management 廢物管理 Air pollution 空氣污染 Ozone depletion 臭氧的損耗Endangered species 瀕危物種 Examples（例子）:12Political and Legal Forces Impact Club Strategies政治和法律因素影響俱樂部戰(zhàn)略These relate to governmental and legislative policies that may affect how a club operates. 這涉及到可能會(huì)影響俱樂部運(yùn)作的政府和立法政策13Political and Leg

13、al Variables 政治和法律的變量Governmental regulations 政府規(guī)章制度Tax laws 稅法 Environmental protection laws 環(huán)境保護(hù)法 Government subsidies 政府補(bǔ)貼 Employment-related legislation 與就業(yè)有關(guān)的法例 Governmental fiscal/monetary policies 政府財(cái)政/貨幣政策 World oil, currency, and labor markets 世界石油，貨幣和勞動(dòng)力市場(chǎng)Examples（例子）:14Technological Force

14、s Impact Club Strategies技術(shù)力量影響俱樂部戰(zhàn)略Properly designed and implemented technology allows a club to run more effectively and efficiently. 妥善設(shè)計(jì)和運(yùn)用技術(shù)使俱樂部更加有效和高效地運(yùn)行。 Technology is involved in every strategic decision. 每一個(gè)戰(zhàn)略決策都與技術(shù)有關(guān)Technology variables include（技術(shù)的變量包括）： The internet 互聯(lián)網(wǎng)Communication device

15、s 通訊設(shè)備15Competitive Forces Impact Club Strategies競(jìng)爭(zhēng)因素影響俱樂部戰(zhàn)略Strengths 優(yōu)勢(shì)Weaknesses 劣勢(shì)Opportunities 機(jī)會(huì)Threats 威脅Capabilities 能力Goals 目的Strategies 戰(zhàn)略Learn about the competition:了解競(jìng)爭(zhēng)16Analyzing the Competition競(jìng)爭(zhēng)分析Who competes for our club members expenditures? 誰與我們?cè)诰銟凡繒?huì)員花費(fèi)上形成競(jìng)爭(zhēng)？ How do each of our comp

16、etitors position themselves? 我們各個(gè)競(jìng)爭(zhēng)對(duì)手如何定位？ What competitors have left the industry? Why? 哪個(gè)競(jìng)爭(zhēng)對(duì)手已離開該行業(yè)呢？為什么？ What competitors have entered the industry? Why? 哪個(gè)競(jìng)爭(zhēng)對(duì)手已經(jīng)進(jìn)入了產(chǎn)業(yè)？為什么？ How is our club different (better) than our competition? 我們的俱樂部怎樣和競(jìng)爭(zhēng)者保持差異（優(yōu)勢(shì)）？17Exercise #1:演習(xí) 1 Who Competes With Clubs?誰在同

17、俱樂部競(jìng)爭(zhēng)？ 在決定購(gòu)買俱樂部會(huì)籍和/或希望在哪里享受高爾夫、進(jìn)餐、特殊活動(dòng)（宴會(huì)）、娛樂和社交活動(dòng)時(shí)，往往都有不同的選擇。這些選擇可以被認(rèn)為是私人俱樂部管理團(tuán)隊(duì)和俱樂部會(huì)員進(jìn)行戰(zhàn)略規(guī)劃時(shí)所要考慮的競(jìng)爭(zhēng)者。同學(xué)們按組為單位，通過頭腦風(fēng)暴法來進(jìn)行問題思考那種類型的組織將在會(huì)員花費(fèi)方面與私人俱樂部進(jìn)行競(jìng)爭(zhēng)？小組成員討論后在確定的競(jìng)爭(zhēng)組織中選取一個(gè)類型，再次通過頭腦風(fēng)暴法，確定對(duì)于這種類型的組織，俱樂部的可能的優(yōu)勢(shì)和劣勢(shì)是什么？以及應(yīng)該采取的策略是什么？每個(gè)小組有一個(gè)主持人和記錄員，主持人主持會(huì)議并推進(jìn)討論，最后根據(jù)記錄員的記錄進(jìn)行研究成果的總結(jié)和陳述。18課堂練習(xí)19Session Objecti

18、ve本部分的目的As a result of actively participating in this session, you will be able to:通過這一部分的學(xué)習(xí)，你將能夠：Review procedures to conduct situation analysis (strengths, weaknesses, opportunities, and threats: SWOT) and to assess priorities generated by the analysis. 回顧進(jìn)行形勢(shì)分析（優(yōu)勢(shì)，劣勢(shì)，機(jī)會(huì)和威脅： SWOT分析） ，以及評(píng)估由分析確定的優(yōu)先事

19、項(xiàng)的過程20All About Situation Analysis關(guān)于形勢(shì)分析SWOT Analysis:SWOT分析 Strengths 優(yōu)勢(shì) Weaknesses 劣勢(shì)Opportunities 機(jī)會(huì)Threats 威脅21What Is SWOT Analysis?什么是SWOT分析？A method to consider internal-club factors that impact the strategic plan: 一種考慮影響俱樂部戰(zhàn)略規(guī)劃的內(nèi)部因素的方法：Strengths 優(yōu)勢(shì) Weaknesses 劣勢(shì) A method to consider external

20、-club factors that impact the strategic plan:一種考慮影響俱樂部戰(zhàn)略規(guī)劃的外部因素的方法Opportunities 機(jī)會(huì)Threats 威脅注：機(jī)會(huì)和威脅往往源自外部環(huán)境的變動(dòng)，趨勢(shì)的預(yù)測(cè)是找住機(jī)會(huì)和規(guī)避威脅的最重要的工作。一個(gè)好的SWOT分析，需要明確未來發(fā)展的趨勢(shì)。22SWOT Analysis Answers QuestionsSWOT分析要回答的問題Question 1 Where is the club now?俱樂部現(xiàn)在處于那個(gè)階段呢？ Question 2 Where is the club headed?俱樂部哪方面有領(lǐng)先優(yōu)勢(shì)？ Qu

21、estions 3 What are external factors and trends that will affect the club?什么是將會(huì)影響俱樂部的外部因素和趨勢(shì)？ 23Goals of SWOT AnalysisSWOT分析的目標(biāo)To determine vital strengths so managers can build on them. 確定關(guān)鍵優(yōu)勢(shì)使管理人員可以此為俱樂部基礎(chǔ)To determine vital weaknesses so managers can correct them. 確定重要劣勢(shì)使管理人員能夠?qū)ζ溥M(jìn)行改正 To determine v

22、ital opportunities so managers can take advantage of them. 確定的重要機(jī)會(huì)使經(jīng)理人可以利用他們。 To determine vital threats so managers can avoid them 確定重要威脅使經(jīng)理人可避免他們 。24SWOT Analysis GridSWOT分析表格Favorable（有利）Unfavorable （不利）Internal（內(nèi)部）Strengths （優(yōu)勢(shì)）Reputation of golf course and amenities高爾夫球場(chǎng)的聲譽(yù)和設(shè)施Weaknesses（劣勢(shì)）Inad

23、equate banquet facilities宴會(huì)設(shè)施不足External（外部） Opportunities（機(jī)會(huì)） Can purchase adjacent land for additional golf course可以購(gòu)買鄰近土地以用于新建高爾夫球場(chǎng)Threats（威脅） New club will be opening in the area within two years兩年內(nèi)將在該地區(qū)開放的新的俱樂部25戰(zhàn)略構(gòu)想原則組合威脅機(jī)會(huì)優(yōu)勢(shì)劣勢(shì)IIIIIIIV企業(yè)環(huán)境構(gòu)成四個(gè)構(gòu)面：I（SO），II（ST），III（WO），IV（WT）26SWOT Analysis Proced

24、uresSWOT分析程序Can conduct multiple SWOT sessions: 可以進(jìn)行多個(gè)層面的SWOT分析會(huì)議： With department heads/other key managers 與各部門頭頭/其他關(guān)鍵管理人員 With strategic planning committee (who should solicit input from members) 與戰(zhàn)略規(guī)劃委員會(huì)（那些應(yīng)該征求會(huì)員意見的人） With Executive Board 與執(zhí)行委員會(huì)27SWOT Analysis Procedures SWOT分析程序Can use “Brainsto

25、rming” methods: 可以使用“頭腦風(fēng)暴”的方法： Pose question (example: “What are our most important current strengths?”) Emphasize the Clubs mission. 提出問題（例如： “什么是我們目前最重要的優(yōu)勢(shì)？ ” ）要強(qiáng)調(diào)俱樂部的使命。 Use “round-robin” technique 使用“循環(huán)發(fā)言”方法 No conversation after suggestion is made 作出建議后不要進(jìn)行交談Recorder writes down remarks offered

26、 記錄員記錄提出的意見Can use “pass paper around” technique. 可以使用“文件傳遞循環(huán)”方法28SWOT Analysis ProceduresSWOT分析程序How to assess priorities如何評(píng)估優(yōu)先次序 Establish evaluation factors. 確定評(píng)估因子 Example（例子）: Effort to implement 為實(shí)施所做的努力 Payoff from implementation 執(zhí)行結(jié)果反饋 29SWOT Analysis MatrixSWOT分析矩陣#1 Choice#4 Choice Payoff回

27、報(bào)Low（低）High（高）Effort 努力Low（低）High（高）30Analysis of Matrix Results矩陣結(jié)果分析Key personnel determine priorities without input. 關(guān)鍵人員在沒有獲得輸入信息情況下決定優(yōu)先次序Key personnel determine priorities with input. 關(guān)鍵人員在獲得輸入信息情況下確定優(yōu)先次序 “Voting with Stars” 采用“明星投票”方法宏觀環(huán)境分析（PEST)政策（Politic）經(jīng)濟(jì)（Economic）社會(huì)（Social）技術(shù)（Tecnologic）

28、現(xiàn)行的政策、法規(guī) 政策產(chǎn)生的影響 政策變化的可能性 政策變化趨勢(shì)政策環(huán)境分析經(jīng)濟(jì)環(huán)境分析 目前的經(jīng)濟(jì)發(fā)展水平及其決定的市場(chǎng)需求情況未來的經(jīng)濟(jì)變化及其對(duì)市場(chǎng)可能產(chǎn)生的影響 社會(huì)環(huán)境分析社會(huì)文化的影響當(dāng)?shù)亓?xí)俗的影響 消費(fèi)習(xí)慣的影響技術(shù)環(huán)境分析整體技術(shù)水平技術(shù)創(chuàng)新的難度技術(shù)發(fā)展的方向技術(shù)創(chuàng)新將可能產(chǎn)生的影響行業(yè)環(huán)境分析(五力模型)行業(yè)環(huán)境分析(五力模型)供應(yīng)方的討價(jià)還價(jià)能力 供應(yīng)商的數(shù)量 供應(yīng)商的實(shí)力 產(chǎn)業(yè)鏈的主導(dǎo)權(quán)在哪兒？買方的討價(jià)還價(jià)能力 買方的數(shù)量買方的實(shí)力市場(chǎng)是否具有壟斷性？行業(yè)環(huán)境分析(五力模型)潛在的進(jìn)入者 進(jìn)入的難度（技術(shù)、資金、資源壁壘） 潛在進(jìn)入的企業(yè)類型 進(jìn)入的可能性 潛在進(jìn)入者

29、的競(jìng)爭(zhēng)力行業(yè)環(huán)境分析(五力模型)替代威脅替代品類型及數(shù)量 替代程度 替代者的競(jìng)爭(zhēng)力行業(yè)環(huán)境分析(五力模型)行業(yè)內(nèi)的競(jìng)爭(zhēng) 競(jìng)爭(zhēng)者數(shù)量 競(jìng)爭(zhēng)者實(shí)力行業(yè)環(huán)境分析(五力模型)42Session Objective本部分的目的As a result of actively participating in this session, you will be able to:通過這一部分的學(xué)習(xí)，你將能夠：Describe tactics to implement plans based upon priorities determined from SWOT analysis. 通過SWOT分析確定的優(yōu)先

30、事項(xiàng)，并在此基礎(chǔ)上描述計(jì)劃實(shí)施的策略43Developing the Strategic Plan形成戰(zhàn)略規(guī)劃Address priorities from analysis. 通過分析，確定優(yōu)先次序 Use an integrated approach. Determine role of each department in: 使用綜合的方法，確定各部門在以下方面的作用： Maximizing identified strengths 使已確定了的優(yōu)勢(shì)最大化 Addressing identified weaknesses 解決已查明的弱點(diǎn) Taking advantage of oppo

31、rtunities 利用機(jī)會(huì) Avoiding most significant threats 避免最顯著的威脅 44Develop Departmental Plans發(fā)展部門計(jì)劃Format（表格）Maximize #1 Strength: 使#1 優(yōu)勢(shì)最大化Reputation of Highest Quality Member Service最好的會(huì)員服務(wù)質(zhì)量聲譽(yù)Goal目標(biāo):Score 100% on annual member service survey年度會(huì)員服務(wù)調(diào)查達(dá)到100 的評(píng)分Strategy戰(zhàn)略:Implement on-going member service training實(shí)施持續(xù)的會(huì)員服務(wù)培訓(xùn)Action plan行動(dòng)計(jì)劃Develop and conduct department-specific member training program制定和進(jìn)行部門特定成員培訓(xùn)計(jì)劃 Tactic #1:策略 1 What? Who? When?什么？誰？什么時(shí)候 Cases of Streng