EBO管理體系與案例分享

Global

Business

ServicesEBO新業(yè)務(wù)機(jī)會(huì)管理體系與案例分享1?

2014

IBM

CorporationGlobal

Business

ServicesProblem

Statement:

September1999“Oneissue

looms

larger

and

largerin

our

company: Why

do

we

consistently

miss

the

emergence

ofnew

industries?”2?

2014

IBM

CorporationWhat

should

IBM

do

to

improve

its

ability

to

successfully

identify,

selectandpursue

emerging

business

opportunities

in

a

timely

fashion?Understandroot

causesRecommend

actions

to

address

theseissuesGlobal

Business

ServicesTo:

Speaking

publicly

about

the

Impact

of

EBOs“In 2000, IBM established its EmergingBusinessidentifyOpportunitiesand nurtureprogram

tonew lines

ofbusiness.An

EBO

focuses

on

‘whitespace’

opportunities

thatcan

become

profitable,billion

dollar

businesses

withinfive

to

seven

years. EBOs

are

typicallyassignedan

experienced

IBM

executive

‘champion’tomanagetheventureduring

its

startup

phase….

Once

an

EBO

hasgrown

to

sufficient

size,

it

becomes

partof

an

existing

b-uCsihnaeisrms

aunn’ist….”

er

AnnualTwenty-five

EBO’shave

beenlaunched

since

2000Five

EBO’s

achieved

more

than$1B

revenue

in

2003

and

again

in2004Business

TransformationOutsourcingPervasive

ComputingDigital

MediaLinuxLife

SciencesThreeadditionalEBO’sdoubled

their

revenue

in

2004Twonew

emerging

businesseswere

launched

in

2004InformationBasedMedicineSensor

&

Actuator

SolutionsEBOBusiness

Impact3?

2014

IBM

CorporationGlobal

Business

Services4?

2014

IBM

CorporationThe

EBO

ProgramGlobal

Business

Services5?

2014

IBM

CorporationSix

Root

CausesOur

management

system

rewards

execution

directed

at

short-

termresultsanddoesnotplaceenoughvalueonstrategicbusiness

building.We

are

preoccupied

with

our

current

servedmarkets

andexisting

offerings.Our

business

model

emphasizes

sustained

profit

and

EPSimprovement

rather

than

actions

to

drive

higher

P/E's.Our

approach

togathering

and

using

market

insights

isinadequate

for

embryonic

markets.We

lack

established

disciplines

for

selecting,

experimenting,funding,and

terminating

new

growth

businesses.Once

selected,

many

ventures

fail

in

execution.Global

Business

ServicesRecommended

ActionsDefine

group

and

businessunit

specific

domainsBuildappropriateEBO

management

system

for

each

groupLead

selected

EmergingBusiness

OpportunitiesDecideappropriate

investment

balance

by

HorizonAdopt3Horizonmodelas

overallIBMbusiness

constructDefine

Horizon

3

cross-

business

domainsAppoint

Senior

ExecutiveLeadershipAppointSiliconValley

ambassadorBuild

IBM

EBO

management

and

measurement

system6?

2014

IBM

CorporationGlobal

Business

ServicesEmerging

Business

OpportunityBusiness

Management

FocusTime

and

level

of

uncertaintyHORIZON

1Core

businessExtend,defend,increase

productivityandprofit

contributionHORIZON

2GrowthbusinessScaleprovenbusiness

models,

increasemarket

share,

andgrow

to

opportunityHORIZON

3EmergingopportunitiesTest

business

models,proveviability,capabilities

andvalueSeedgrowth

opportunitiesProfitROICCostsProductivity

or

efficiencyHigh

revenue

growthMarket

share

gainsNew

customer

acquisitionsProfitProject-based

milestonesCreating

the

Business

DesignIn

market

pilots

andreferencesMeasures7?

2014

IBM

CorporationGlobal

Business

ServicesEBO

LifecycleSelectionRevenuesSELECTIONCRITERIAStrategic

alignmentCross

IBM

leverageNewsourceof

customer

value$1B+

revenue

potentialMarketleadershipSustained

profitGRADUATIONCRITERIAStrong

leadershipteam

inplaceClearly

articulated

strategyforprofit

contributionEarly

market

successProvencustomer

valuepropositionUS

$1

BillionCultivationGraduation8?

2014

IBM

CorporationGlobal

Business

Services9?

2014

IBM

CorporationThe

EBO

StructureGlobal

Business

ServicesStrategic

alignmentCross

IBM

leverageNew

source

of

customer

value$1B+

revenue

potentialMarket

leadershipSustained

profit

potentialNewMarketsNew

BusinessModelsNew/DisruptiveTechnologiesCriteria

and

Selection

of

EBO’s10?

2014

IBM

CorporationResearchExternal

Sources(Customer,

VC)Business

UnitsSales

&DistributionGlobal

Business

ServicesEBOOrganizational

ModelEBOResearchSales&

DistributionSoftwareSystems

&

TechnologyGlobal

ServicesBusiness

UnitOwnershipOversight,

Collaboration

and

Issue

Resolution11?

2014

IBM

CorporationGlobal

Business

ServicesEBO

Program

Management

System

-

createsan

environment

where

EBOsreceive

the

needed

priority

and

focus

to

meet

the

EBO

Goals

and

Objectives.EBO

Lifecycle

-

provides

astructured

approach

toidentify,

prioritize,

nurture

and

scaleopportunities.EBO

Program

Management

SystemGoals

andObjectivesLeadershipFormalOrganizationPlanning

andMeasurementsOversightEBO

LifecycleIdeasCandidatePre-EBOEBOTransition-

Ready

to

ScaleEBO

PIPELINESTRATEGY

DEVELOPMENT12?

2014

IBM

CorporationEBO

Management

Approach

FrameworkGlobal

Business

ServicesTransition

PlanClear

ownershipCleardefinitionofbusinesssegmentand

consensus

on

maturityResources

defined

for

transferExplicitmeasurementplan,withvisibility

in

themanagement

systemExecution

planning,

go-to-marketPre

EBOH3

EBO

(Growth)H2

EBO

(Scaling)Start-upInitial

pilotsRevenue

model

uncertaintyBusiness

model

establishedSolutionsandofferings

validatedStartingtoget

traction/revenueReference

and

anchorclientsBegintoposition

for

transitionLeverage

mainstreamresourcesSome

management

oversightneededPlanning

and

measurement

at

lower

level

ofgranularityResource

investment

to

growBegin

profit

focusEBO

ProgramFocus13?

2014

IBM

CorporationEBO

Transition

PlanningGlobal

Business

ServicesCLEARSTRATEGYCurrent

EBOAssessmentsRetail

On

DemandWebFountainSensors

andActuatorsInfo-based

MedicineBrazilIndiaChinaStorage

SoftwareE&TSSTIOn

Demand

Workplace

Flexible

HostingLinuxDigital

MediaAutonomic

Business

IntegrationBTOLearning

Solutions

PervasiveGrid

ComputingBladesLife

SciencesHigh

MaturityMedium

MaturityLow

MaturityEXECUTABLEMODELWINNING

IN

THEMARKETPLACENA14?

2014

IBM

CorporationGlobal

Business

Services15?

2014

IBM

CorporationResultsGlobal

Business

ServicesShift

in

PortfolioCore

BusinessGrowth

BusinessEmerging

OpportunitiesGrowthTime

and

Levelof

UncertaintyExpense

Revenue2001 2002Expense

Revenue2001 2002Expense

Revenue2001 200216?

2014

IBM

CorporationHORIZON

1HORIZON

2HORIZON

3Global

Business

Services1Q2004715$2.553%EBOFinancials2000200120022003Number

ofEBO’s771818 6Number

of

Graduated00015EBO’sRevenue

($B)$0.9$2.1$5.2$9.3YTY17?

2014

IBM

CorporationGlobal

Business

Services200418?

2014

IBM

Corporation2000Autonomic

ComputingBusiness

Trans.

OutsourcingEngineering

&Tech.

ServicesLearning

SolutionsGrid

ComputingWebFountainRetail

on

DemandSensors

&ActuatorsInfo-basedMedicineChinaBrazilIndiaBlade

ServersBus

Process

IntegrationDynamic

WorkplaceFlexible

Hosting

ServicesStorageSoftware

STI

Cell

ProcessorProduct

Lifecycle

MgmtLife

Sciences

LinuxPervasive

ComputingDigital

MediaNetwork

Processore-MarketsEmerging

Business

OpportunitiesGlobal

Business

ServicesAutonomic

ComputingBusiness

Trans.

OutsourcingEngineering&

Tech.

ServicesLearning

SolutionsGrid

Computing

WebFountain19?

2014

IBM

CorporationRetail

onDemandSensors

&ActuatorsInfo-basedMedicineBlade

ServersBus

ProcessIntegrationDynamic

WorkplaceFlexible

HostingServicesStorage

SoftwareSTI

CellProcessor

Product

Lifecycle

MgmtLife

SciencesLinuxPervasive

ComputingDigital

MediaNetwork

Processore-MarketsThe

success

of

IBM’sEBOProgram

has

translated

to

$15+b

in

2005Revenue20002005Global

Business

Services20?

2014

IBM

CorporationBuilding

a

Pipeline?

2014

IBM

CorporationGlobal

Business

Services21GroupsResearchCorporate

TechnologyMarketingExternalCustomersThe

Pipeline

ProcessSources Innovation

Areas

/LensesPipeline

ActionsNew

&

EmergingStrategicalignmentExecutable

scopeMarket

leadershippotentialPotentiallydisruptiveMulti-unitSignificant

sizeTechnologyinnovationNewMarkets&

Industry

TransformationConfirm

marketopportunity

and

sizeIdentify

targetsegmentsDevelop

valuepropositionsDevelop

playsOutline

GTM

approach,including

ecosystemConfirm

organizationalsupportCorporate

EBO

CriteriaIdentify

EBO

ideas

withinnovation

lenses……screen

EBO

ideas

againstcorp.EBO

program

criteria……and

advance

EBO

candidateswithmarket

analysis/play

developmentEBOideasBusiness

Model

&

Profit

ShiftsIBM

ConfidentialGlobal

Business

ServicesThe

evolution

of

an

EBO

follows

aphased

approach22?

2014

IBM

CorporationSource:

IBM

Corporate

StrategyGlobal

Business

Services23?

2014

IBM

Corporation案

例

分

享（IBM為某大型企業(yè)設(shè)計(jì)的EBO管理體系）Global

Business

ServicesEBO的生命周期管理分為概念、設(shè)計(jì)和試點(diǎn)三大階段2.0

設(shè)計(jì)階段3.0

試點(diǎn)階段規(guī)?；A段主要目標(biāo)決策標(biāo)準(zhǔn)主要活動(dòng)詳細(xì)的市場研究業(yè)務(wù)戰(zhàn)略規(guī)劃戰(zhàn)略關(guān)鍵舉措和實(shí)施計(jì)劃試點(diǎn)執(zhí)行試點(diǎn)回顧新業(yè)務(wù)畢業(yè)和移交進(jìn)行詳細(xì)市場研究進(jìn)行業(yè)務(wù)戰(zhàn)略規(guī)劃和產(chǎn)品設(shè)計(jì)制定戰(zhàn)略實(shí)施路徑、戰(zhàn)略

關(guān)鍵舉措和試點(diǎn)計(jì)劃召開里程碑決策會(huì)議制定詳細(xì)試點(diǎn)實(shí)施計(jì)劃試點(diǎn)驗(yàn)證業(yè)務(wù)模式和相關(guān)假設(shè)進(jìn)行能力建設(shè)召開里程碑決策會(huì)議實(shí)施業(yè)務(wù)移交投資資源建設(shè)能力確保戰(zhàn)略、管理和運(yùn)營體系的銜接執(zhí)行監(jiān)控和回顧業(yè)務(wù)戰(zhàn)略、運(yùn)營模式和產(chǎn)品設(shè)計(jì)戰(zhàn)略實(shí)施路徑和戰(zhàn)略關(guān)鍵舉措試點(diǎn)計(jì)劃清晰的戰(zhàn)略和被驗(yàn)證的商業(yè)模式/產(chǎn)品試點(diǎn)成功案例和實(shí)踐能力建設(shè)狀況業(yè)務(wù)整合和移交計(jì)劃EBO管理流程1.0

概念階段收集想 形成 商業(yè)法和理 商業(yè) 計(jì)劃解市場 構(gòu)思 書發(fā)現(xiàn)和篩選新業(yè)務(wù)機(jī)會(huì)想法，作為候選的EBO市場規(guī)模和持續(xù)的利潤戰(zhàn)略契合度和協(xié)同性EBO與自身能力匹配度EBO可行性和風(fēng)險(xiǎn)發(fā)現(xiàn)和篩選EBO概念通過內(nèi)外部研究，對業(yè)務(wù)可行性進(jìn)行評估形成EBO商業(yè)計(jì)劃書召開里程碑決策會(huì)議設(shè)計(jì)發(fā)展EBO的業(yè)務(wù)戰(zhàn)略/產(chǎn)品和實(shí)施計(jì)劃24?

2014

IBM

Corporation試驗(yàn)和培養(yǎng)EBO業(yè)務(wù)把EBO業(yè)務(wù)移交到BU或新BUDCP決策點(diǎn)概念決策點(diǎn)制定試點(diǎn)實(shí)施計(jì)劃設(shè)計(jì)決策點(diǎn)規(guī)?；瘺Q策點(diǎn)Global

Business

Services1.0

概念階段流程圖新業(yè)務(wù)負(fù)責(zé)人新業(yè)務(wù)PMOEBO決策小組1.1

收集想法和理解市場開始1.4收集材料，形成參考意見結(jié)束1.5

召開DCP關(guān)鍵決策點(diǎn)會(huì)議，形成會(huì)議決議DCP會(huì)議前5個(gè)工作日提交材料和預(yù)約會(huì)議3天內(nèi)反饋意見參考意見1.2

形成商業(yè)構(gòu)思1.3

編寫商業(yè)計(jì)劃書概念DCP匯報(bào)材料會(huì)議決議EBO管理組負(fù)責(zé)人1.5

召開DCP關(guān)鍵決策點(diǎn)會(huì)議，開展評審與討論參考意見25?

2014

IBM

CorporationGlobal

Business

Services流程介紹：職責(zé)分工新業(yè)務(wù)負(fù)責(zé)人主責(zé)主責(zé)主責(zé)通知參與/通知新業(yè)務(wù)執(zhí)行團(tuán)隊(duì)執(zhí)行執(zhí)行執(zhí)行通知參與/通知內(nèi)部顧問參與參與參與執(zhí)行參與新業(yè)務(wù)PMO主責(zé)參與EBO決策小組執(zhí)行EBO管理組負(fù)責(zé)人主責(zé)EBO管理組負(fù)責(zé)人負(fù)責(zé)DCP會(huì)議的最終決議，

EBO決策小組提供決策參考意見概念階段流程1.1收集想法和理解市場1.2形成商業(yè)構(gòu)思活動(dòng)名稱內(nèi)部顧問和新業(yè)務(wù)PMO的角色不是評估者，而是新業(yè)務(wù)的支持者，對于新業(yè)務(wù)團(tuán)隊(duì)提交的報(bào)告或過程材料提供反饋意見和優(yōu)化改善建議新業(yè)務(wù)負(fù)責(zé)人可以指定新業(yè)務(wù)執(zhí)行團(tuán)隊(duì)人員準(zhǔn)備材料說明主責(zé)：對結(jié)果負(fù)全責(zé)的角色執(zhí)行：具體執(zhí)行任務(wù)的角色參與：提供信息輔助任務(wù)實(shí)施的角色通知：應(yīng)及時(shí)被通知結(jié)果的角色1.3編寫商業(yè)計(jì)劃書1.4形成參考意見1.5召開DCP決策點(diǎn)會(huì)議26?

2014

IBM

CorporationGlobal

Business

Services公司EBO管理負(fù)責(zé)人和EBO決策小組示例:行業(yè)/市場/競爭分析SWOT分析投資組合分析財(cái)務(wù)分析務(wù)負(fù)責(zé)人或成員進(jìn)行簡報(bào)DCP

會(huì)議關(guān)鍵決策通過不通過重新導(dǎo)向決策依據(jù)DCP會(huì)議擁有明確的業(yè)務(wù)進(jìn)入或退出決策準(zhǔn)則由新機(jī)會(huì)/新業(yè)會(huì)議所需評審資料示例:市場趨勢分析投資組合分析報(bào)告商業(yè)計(jì)劃書DCP會(huì)議通常于流程所定義的階段結(jié)尾召開，以決定是否進(jìn)入流程的下階段DCP會(huì)議上將進(jìn)行重大(投資)決策什么是關(guān)鍵決策點(diǎn)(Decision

Check

Point,

DCP)會(huì)議?新業(yè)務(wù)PMO參考意見27?

2014

IBM

CorporationGlobal

Business

Services28?

2014

IBM

Corporation概念決策點(diǎn)DCP會(huì)議會(huì)議名稱會(huì)議主持與會(huì)方召開時(shí)間概念決策點(diǎn)DCP會(huì)議新業(yè)務(wù)PMO新機(jī)會(huì)/業(yè)務(wù)負(fù)責(zé)人、新業(yè)務(wù)PMO、EBO決策小組、EBO管理組負(fù)責(zé)人根據(jù)需要會(huì)議議程會(huì)議的輸入（評審材料）會(huì)議的輸出（決議）1.

會(huì)議簡報(bào)：新機(jī)會(huì)/業(yè)務(wù)負(fù)責(zé)人對于提前提交的資料進(jìn)行簡報(bào)（30-45分鐘）2.

提問與討論：EBO決策小組和EBO管理組就簡報(bào)內(nèi)容進(jìn)行提問簡報(bào)人就提問進(jìn)行回應(yīng)和解答3.

總結(jié)與決策：EBO管理組形成會(huì)議決議當(dāng)達(dá)成會(huì)議決議時(shí)，將決議內(nèi)容文件化并保存新業(yè)務(wù)商業(yè)計(jì)劃書行業(yè)分析客戶分析競爭分析企業(yè)內(nèi)部資源能力分析SWOT分析業(yè)務(wù)組合分析和業(yè)務(wù)戰(zhàn)略定位業(yè)務(wù)模式財(cái)務(wù)分析風(fēng)險(xiǎn)評估可行性分析1.通過：表示該階段的執(zhí)行成果被認(rèn)可，且經(jīng)過評估后，公司E同意進(jìn)行流程的下一階段“執(zhí)行”決策表示公司承諾投入EBO在下一階段所需的資金與資源2.不通過：經(jīng)過評估后，公司不同意進(jìn)行流程的下一階段，直接宣告中止將現(xiàn)有的文件與資料建檔，將新業(yè)務(wù)團(tuán)隊(duì)重新分配3.重新導(dǎo)向：“重新導(dǎo)向決策”表示該階段的執(zhí)行結(jié)果不夠徹底或方向錯(cuò)誤公司要求收集更多決策所需信息，并再度召開DCP會(huì)議，以對提案重新評估Global

Business

Services1.0

概念階段——1.1

收集想法和理解市場1.0

概念階段1.1

收集想法和理解市場1.2

形成商業(yè)構(gòu)思1.3

編寫商業(yè)計(jì)劃書流程步驟方法/工具產(chǎn)出成果1.1.1收集EBO想法和快速篩選1.1.2

行業(yè)/市場/競爭分析1.1.3

客戶需求分析1.1.4

企業(yè)內(nèi)部能力分析29?

2014

IBM

Corporation創(chuàng)新思維方法盈利模式參考（profitzone)EBO候選清單STEEP宏觀環(huán)境分析 ?

客戶需求分析6

Forces分析模型競爭對手分析企業(yè)內(nèi)部評估分析，包括在價(jià)值鏈環(huán)節(jié)的能力現(xiàn)狀以及與競爭對手的差距價(jià)值鏈分析通過各種渠道收集EBO的想法并快速進(jìn)行篩選EBO想法對行業(yè)、市場和競爭進(jìn)行綜合分析，了解市場市場信息和數(shù)據(jù)了解客戶的特征、需求和痛點(diǎn)評估企業(yè)內(nèi)部的資源和能力市場分析報(bào)告，包括客戶分析報(bào)告，包了行業(yè)現(xiàn)狀、市場趨 括客戶特征、客戶勢、市場規(guī)模、增速、 需求和痛點(diǎn)等競爭格局等輸入信息客戶信息和數(shù)據(jù)內(nèi)部收集的資料競爭信息Global

Business

Services1.0

概念階段——1.2形成商業(yè)構(gòu)思1.0

概念階段1.1

收集想法和理解市場1.2

形成商業(yè)構(gòu)思1.3

編寫商業(yè)計(jì)劃書流程步驟方法/工具產(chǎn)出成果1.2.1

SWOT分析1.2.2

市場細(xì)分1.2.3

業(yè)務(wù)組合分析1.2.4

業(yè)務(wù)可行性分析30?

2014

IBM

CorporationSWOT分析工具企業(yè)的SWOT分析結(jié)果客戶細(xì)分的結(jié)果，包括客戶是誰、所購買的產(chǎn)品/服務(wù)、購買特征、購買決策因素等客戶細(xì)分方法Portfolio分析SPAN分析業(yè)務(wù)領(lǐng)域定義表業(yè)務(wù)可行性評估模型結(jié)合內(nèi)外部分析評估企業(yè)的面臨的機(jī)會(huì)與威脅，優(yōu)勢和劣勢對市場進(jìn)行客戶分群，

?

基于市場的吸引力并了解其特征和需求

和企業(yè)的競爭力來評估業(yè)務(wù)機(jī)會(huì)的優(yōu)先級和定義業(yè)務(wù)領(lǐng)域?qū)溥x業(yè)務(wù)機(jī)會(huì)，從業(yè)務(wù)吸引力和

風(fēng)險(xiǎn)維度進(jìn)行綜

合評估其可行性業(yè)務(wù)戰(zhàn)略定位（Strategic

Positioning）業(yè)務(wù)綜合吸引力量化數(shù)據(jù)風(fēng)險(xiǎn)評估業(yè)務(wù)可行性的定量評價(jià)輸入信息外部宏觀環(huán)境分析內(nèi)部能力分析市場調(diào)查報(bào)告市場分析報(bào)告細(xì)分市場數(shù)據(jù)內(nèi)部數(shù)據(jù)Global

Business

Services1.0

概念階段——1.3編寫商業(yè)計(jì)劃書1.0

概念階段1.1

收集想法和理解市場1.2

形成商業(yè)構(gòu)思1.3

編寫商業(yè)計(jì)劃書流程步驟方法/工具產(chǎn)出成果1.3.1

業(yè)務(wù)模式1.3.2

業(yè)務(wù)執(zhí)行設(shè)計(jì)1.3.3財(cái)務(wù)分析業(yè)務(wù)模式設(shè)計(jì)模板31?

2014

IBM

Corporation新業(yè)務(wù)的業(yè)務(wù)模式（Business

Model）未來三年的財(cái)務(wù)分析，包括收入、成本、損

益、現(xiàn)金流和投資分

析等收入成本預(yù)測業(yè)務(wù)執(zhí)行的設(shè)計(jì)，包括組織、營銷、運(yùn)營模式和風(fēng)險(xiǎn)管理等方面商業(yè)計(jì)劃書模板設(shè)計(jì)業(yè)務(wù)模式對新業(yè)務(wù)從財(cái)務(wù)角度進(jìn)行評估分析從組織、營銷、運(yùn)營模式和風(fēng)險(xiǎn)管理等角度進(jìn)行業(yè)務(wù)執(zhí)行設(shè)計(jì)業(yè)務(wù)模式輸入信息商業(yè)構(gòu)思業(yè)務(wù)量預(yù)測定價(jià)成本數(shù)據(jù)Global

Business

Services通過外部宏觀環(huán)境分析和企業(yè)內(nèi)部的能力分析形成SWOT分析STEEP分析市場概覽新業(yè)務(wù)機(jī)會(huì)6

力分析TOSWOT分析QuestionnaireQuestionnaireQuestionnaire調(diào)研問卷$

APPEALS分析價(jià)值鏈W S愿景使命目標(biāo)4C市場細(xì)分32?

2014

IBM

Corporation戰(zhàn)略選擇宏觀業(yè)務(wù)環(huán)境分析微觀環(huán)境分析Global

Business

Services通過業(yè)務(wù)組合分析明確各細(xì)分目標(biāo)市場的戰(zhàn)略定位Innovation

Management

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CHECKPOINTIntroductionSegmentation競爭力吸引力市場洞察SPAN分析競爭力分析市場吸引力業(yè)務(wù)組合分析33?

2014

IBM

CorporationGlobal

Business

Services戰(zhàn)略定位分析SPAN

Analysis獲得能力UsuallyunprofitableRetrenchto

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segmentsImprove

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opportunities收獲和重新細(xì)分市場市場吸引力企業(yè)競爭力低高低高Generic

strategies–Grow/Investinattractivesegmentswhere

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inattractivesegments/offerings

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advantage

is

weak對不同戰(zhàn)略定位的業(yè)務(wù)采取不同的發(fā)展投資策略34?

2014

IBM

CorporationGlobal

Business

Services對于選擇的備選新業(yè)務(wù)，以業(yè)務(wù)可行性分析來評估業(yè)務(wù)的優(yōu)先級別，為下一步戰(zhàn)略選擇提供依據(jù)風(fēng)險(xiǎn)程度業(yè)務(wù)吸引力X

軸:

風(fēng)險(xiǎn)程度市場分析技術(shù)風(fēng)險(xiǎn)組織風(fēng)險(xiǎn)財(cái)務(wù)風(fēng)險(xiǎn)競爭風(fēng)險(xiǎn)Y

軸:

業(yè)務(wù)吸引力市場吸引力戰(zhàn)略匹配度價(jià)值獲取市場規(guī)模進(jìn)入的可能性市場增長戰(zhàn)略意圖核心能力市場領(lǐng)導(dǎo)者營業(yè)收入利潤份額無形資產(chǎn)●△○X□▲■35?

2014

IBM

Corporation低高高低業(yè)務(wù)可行性分析：將圍繞“業(yè)務(wù)吸引力”和“風(fēng)險(xiǎn)”分別針對細(xì)化的維度進(jìn)行評估。Global

Business

Services針對選擇的新業(yè)務(wù)機(jī)會(huì)（EBO），匯總前面的分析，編寫商業(yè)計(jì)劃書市場評估報(bào)告市場細(xì)分交叉

SWOT分析戰(zhàn)略定位分析財(cái)務(wù)分析產(chǎn)品與服務(wù)安索夫分析Fact:KeyAccount

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Segment1:PowerUser商業(yè)計(jì)劃書（事業(yè)部/產(chǎn)品線）STEEP分析6

力分析市場參與者定義市場概覽業(yè)務(wù)機(jī)會(huì)定義客戶

$APPEALS公司和競爭對手分析價(jià)值鏈分析36?

2014

IBM

Corporation編寫商業(yè)計(jì)劃書的工具和流程Global

Business

Services商業(yè)計(jì)劃書模板管理層摘要業(yè)務(wù)的愿景、使命和目標(biāo)業(yè)務(wù)的概念業(yè)務(wù)戰(zhàn)略規(guī)劃市場的理解和洞察SWOT分析業(yè)務(wù)模式設(shè)計(jì)目標(biāo)客戶群選擇目標(biāo)客戶群的特征和需求業(yè)務(wù)策略設(shè)計(jì)(價(jià)值主張/盈利模式/核心競爭優(yōu)勢/價(jià)值鏈參與范圍)產(chǎn)品與服務(wù)體系規(guī)劃2.4

業(yè)務(wù)發(fā)展路徑業(yè)務(wù)執(zhí)行設(shè)計(jì)營銷組合策略產(chǎn)品/服務(wù)/解決方案定價(jià)市場推廣相關(guān)執(zhí)行與支持組織架構(gòu)與協(xié)作關(guān)系運(yùn)營模式設(shè)計(jì)風(fēng)險(xiǎn)評估與管理業(yè)務(wù)可行性分析業(yè)務(wù)吸引力綜合分析業(yè)務(wù)風(fēng)險(xiǎn)分析項(xiàng)目優(yōu)先級別評估財(cái)務(wù)分析三年經(jīng)營預(yù)測現(xiàn)金流預(yù)測盈虧平衡分析費(fèi)用與資本性投入預(yù)算整體業(yè)務(wù)時(shí)間計(jì)劃業(yè)務(wù)實(shí)施計(jì)劃表產(chǎn)品/服務(wù)上市計(jì)劃附件37?

2014

IBM

CorporationGlobal

Business

ServicesEBO的生命周期管理：設(shè)計(jì)階段1.0

概念階段2.0

設(shè)計(jì)階段3.0

試點(diǎn)階段規(guī)?；A段主要活動(dòng)收集想法和理解市場形成商業(yè)構(gòu)思商業(yè)計(jì)劃書詳細(xì)的市場研究業(yè)務(wù)戰(zhàn)略規(guī)劃戰(zhàn)略關(guān)鍵舉措和實(shí)施計(jì)劃試點(diǎn)執(zhí)行試點(diǎn)回顧新業(yè)務(wù)畢業(yè)和移交發(fā)現(xiàn)和篩選EBO概念通過內(nèi)外部研究，對業(yè)務(wù)可行性進(jìn)行評估形成EBO商業(yè)計(jì)劃書召開里程碑決策會(huì)議進(jìn)行詳細(xì)市場研究進(jìn)行業(yè)務(wù)戰(zhàn)略規(guī)劃和產(chǎn)品設(shè)計(jì)制定戰(zhàn)略實(shí)施路徑、戰(zhàn)略關(guān)鍵舉措和試點(diǎn)計(jì)劃召開里程碑決策會(huì)議制定詳細(xì)試點(diǎn)實(shí)施計(jì)劃試點(diǎn)驗(yàn)證業(yè)務(wù)模式和相關(guān)假設(shè)進(jìn)行能力建設(shè)召開里程碑決策會(huì)議實(shí)施業(yè)務(wù)移交投資資源建設(shè)能力確保戰(zhàn)略、管理和運(yùn)營體系的銜接執(zhí)行監(jiān)控和回顧決 ?

市場規(guī)模和持續(xù)的利潤策 ?戰(zhàn)略契合度和協(xié)同性標(biāo) ?

EBO與自身能力匹配度準(zhǔn) ?

EBO可行性和風(fēng)險(xiǎn)業(yè)務(wù)戰(zhàn)略、運(yùn)營模式和產(chǎn)品設(shè)計(jì)戰(zhàn)略實(shí)施路徑和戰(zhàn)略關(guān)鍵舉措試點(diǎn)計(jì)劃清晰的戰(zhàn)略和被驗(yàn)證的商業(yè)模式/產(chǎn)品試點(diǎn)成功案例和實(shí)踐能力建設(shè)狀況業(yè)務(wù)整合和移交計(jì)劃EBO管理流程主要

?

發(fā)現(xiàn)和篩選新業(yè)務(wù)機(jī)目

會(huì)想法，作為候選的標(biāo)

EBO設(shè)計(jì)發(fā)展EBO的業(yè)務(wù)戰(zhàn)略/產(chǎn)品和實(shí)施計(jì)劃試驗(yàn)和培養(yǎng)EBO業(yè)務(wù)把EBO業(yè)務(wù)移交到BU或新BUDCP決策點(diǎn)概念決策點(diǎn)制定試點(diǎn)實(shí)施計(jì)劃設(shè)計(jì)決策點(diǎn)規(guī)?；瘺Q策點(diǎn)38?

2014

IBM

CorporationGlobal

Business

Services2.0

設(shè)計(jì)階段流程圖新業(yè)務(wù)負(fù)責(zé)人新業(yè)務(wù)PMO2.1詳細(xì)的市場研究開始2.4收集材料，形成參考意見結(jié)束2.5

召開DCP關(guān)鍵決策點(diǎn)會(huì)議，形成會(huì)議決議DCP會(huì)議前5個(gè)工作日提交材料和預(yù)約會(huì)議3天內(nèi)反饋意見參考意見2.2

業(yè)務(wù)戰(zhàn)略規(guī)劃2.3

戰(zhàn)略關(guān)鍵舉措和實(shí)施計(jì)劃設(shè)計(jì)DCP匯報(bào)材料會(huì)議決議EBO管理組負(fù)責(zé)人39?

2014

IBM

CorporationGlobal

Business

Services流程介紹：職責(zé)分工新業(yè)務(wù)負(fù)責(zé)人主責(zé)主責(zé)主責(zé)通知參與/通知新業(yè)務(wù)執(zhí)行團(tuán)隊(duì)執(zhí)行執(zhí)行執(zhí)行通知參與/通知內(nèi)部顧問參與參與參與執(zhí)行參與新業(yè)務(wù)PMO主責(zé)參與EBO管理組負(fù)責(zé)人主責(zé)/執(zhí)行EBO管理負(fù)責(zé)人負(fù)責(zé)DCP會(huì)議的最終決議設(shè)計(jì)階段流程2.1詳細(xì)的市場研究2.2業(yè)務(wù)戰(zhàn)略規(guī)劃活動(dòng)名稱內(nèi)部顧問和新業(yè)務(wù)PMO的角色不是評估者，而是新業(yè)務(wù)的支持者，對于新業(yè)務(wù)團(tuán)隊(duì)提交的報(bào)告或過程材料提供反饋意見和優(yōu)化改善建議新業(yè)務(wù)負(fù)責(zé)人可以指定新業(yè)務(wù)執(zhí)行團(tuán)隊(duì)人員準(zhǔn)備材料說明主責(zé)：對結(jié)果負(fù)全責(zé)的角色執(zhí)行：具體執(zhí)行任務(wù)的角色參與：提供信息輔助任務(wù)實(shí)施的角色通知：應(yīng)及時(shí)被通知結(jié)果的角色2.3戰(zhàn)略關(guān)鍵舉措和實(shí)施計(jì)劃2.4形成參考意見2.5召開DCP決策點(diǎn)會(huì)議40?

2014

IBM

CorporationGlobal

Business

Services41?

2014

IBM

Corporation設(shè)計(jì)決策點(diǎn)DCP會(huì)議會(huì)議名稱會(huì)議主持與會(huì)方召開時(shí)間設(shè)計(jì)決策點(diǎn)DCP會(huì)議新業(yè)務(wù)PMO新機(jī)會(huì)/業(yè)務(wù)負(fù)責(zé)人、新業(yè)務(wù)PMO、EBO管理組負(fù)責(zé)人根據(jù)需要會(huì)議議程會(huì)議的輸入（評審材料）會(huì)議的輸出（決議）1.

會(huì)議簡報(bào)：新機(jī)會(huì)/業(yè)務(wù)負(fù)責(zé)人對于提前提交的資料進(jìn)行簡報(bào)（30-45分鐘）2.

提問與討論：新業(yè)務(wù)PMO和EBO管理組就簡報(bào)內(nèi)容進(jìn)行提問簡報(bào)人就提問進(jìn)行回應(yīng)和解答3.

總結(jié)與決策：EBO管理組形成會(huì)議決議當(dāng)達(dá)成會(huì)議決議時(shí)，將決議內(nèi)容文件化并保存新業(yè)務(wù)業(yè)務(wù)戰(zhàn)略規(guī)劃書深度行業(yè)分析深度客戶分析深度競爭分析企業(yè)內(nèi)部資源能力分析SWOT分析市場細(xì)分與目標(biāo)市場業(yè)務(wù)組合分析和業(yè)務(wù)戰(zhàn)略定位競爭策略業(yè)務(wù)模式產(chǎn)品規(guī)劃與運(yùn)營模式戰(zhàn)略關(guān)鍵舉措和實(shí)施路徑圖組織設(shè)計(jì)與團(tuán)隊(duì)建設(shè)財(cái)務(wù)模型測算1.通過：表示該階段的執(zhí)行成果被認(rèn)可，且經(jīng)過評估后，公司E同意進(jìn)行流程的下一階段“執(zhí)行”決策表示公司承諾投入EBO在下一階段所需的資金與資源2.不通過：經(jīng)過評估后，公司不同意進(jìn)行流程的下一階段，直接宣告中止將現(xiàn)有的文件與資料建檔，將新業(yè)務(wù)團(tuán)隊(duì)重新分配3.重新導(dǎo)向：“重新導(dǎo)向決策”表示該階段的執(zhí)行結(jié)果不夠徹底或方向錯(cuò)誤公司要求收集更多決策所需信息，并再度召開DCP會(huì)議，以對提案重新評估Global

Business

Services2.0

設(shè)計(jì)階段——2.1詳細(xì)的市場研究設(shè)計(jì)階段詳細(xì)的市場研究 2.2

業(yè)務(wù)戰(zhàn)略規(guī)劃2.3戰(zhàn)略關(guān)鍵舉措和實(shí)施計(jì)劃流程步驟方法/工具產(chǎn)出成果2.1.1

深度行業(yè)分析2.1.2

深度競爭分析2.1.3

客戶分群研究深度市場分析報(bào)告，包括了行業(yè)現(xiàn)狀、市場趨勢、市場規(guī)模、增速、競爭格局、行業(yè)成功關(guān)鍵因素（KSF）等數(shù)據(jù)分析回歸分析42?

2014

IBM

Corporation競爭對手分析領(lǐng)先企業(yè)對標(biāo)分析客戶細(xì)分方法客戶$APPEALS分析深度分析細(xì)分市場的現(xiàn)狀，變化趨勢和競爭態(tài)勢市場信息和數(shù)據(jù)對細(xì)分市場的主要競爭對手和領(lǐng)先企業(yè)深入分析競爭對手和領(lǐng)先企業(yè)情況資料深入了解細(xì)分客戶群的需求深度競爭分析報(bào)告， ?

深度客群分析報(bào)告，包括競爭對手的現(xiàn)狀、

包括細(xì)分市場定義,

核心競爭優(yōu)勢、最佳 關(guān)鍵購買因素實(shí)踐等 （KBC）等輸入信息客戶信息和數(shù)據(jù)Global

Business

Services2.0

設(shè)計(jì)階段——2.2

業(yè)務(wù)戰(zhàn)略規(guī)劃設(shè)計(jì)階段詳細(xì)的市場研究 2.2

業(yè)務(wù)戰(zhàn)略規(guī)劃2.3戰(zhàn)略關(guān)鍵舉措和實(shí)施計(jì)劃流程步驟方法/工具產(chǎn)出成果2.2.1

業(yè)務(wù)組合戰(zhàn)略2.2.2

競爭策略2.2.3

產(chǎn)品體系和運(yùn)營模式設(shè)計(jì)2.2.4

企業(yè)資源能力差距分析43?

2014

IBM

Corporation業(yè)務(wù)組合戰(zhàn)略，包括各業(yè)務(wù)的定位，優(yōu)先級，進(jìn)入的業(yè)務(wù)選擇，業(yè)務(wù)領(lǐng)域，業(yè)務(wù)設(shè)計(jì)等Business

Domain分析Ansoff矩陣法業(yè)務(wù)設(shè)計(jì)方法價(jià)值主張定位戰(zhàn)略能力網(wǎng)絡(luò)（SCN）框架產(chǎn)品設(shè)計(jì)方法運(yùn)營模式設(shè)計(jì)方法能力差距分析制定業(yè)務(wù)組合戰(zhàn)略明確市場定位，差異化的價(jià)值主張和關(guān)鍵資源及能力產(chǎn)品組合的規(guī)劃和運(yùn)營模式設(shè)計(jì)評估企業(yè)現(xiàn)狀與戰(zhàn)略期望的要求之間的能力差距競爭策略企業(yè)內(nèi)部能力分析市場定位（價(jià)值主張）?

產(chǎn)品體系規(guī)劃以及所需的關(guān)鍵資源 ?

運(yùn)營模式和能力能力差距評估輸入信息業(yè)務(wù)組合分析結(jié)果市場分析報(bào)告競爭策略市場分析報(bào)告Global

Business

Services2.0

設(shè)計(jì)階段2.1

詳細(xì)的市場研究 2.2

業(yè)務(wù)戰(zhàn)略規(guī)劃2.3戰(zhàn)略關(guān)鍵舉措和實(shí)施計(jì)劃流程步驟方法/工具產(chǎn)出成果2.3.1

戰(zhàn)略關(guān)鍵舉措2.3.2

戰(zhàn)略實(shí)施路徑2.3.3

組織設(shè)計(jì)與團(tuán)隊(duì)建設(shè)2.3.4

財(cái)務(wù)模型測算44?

2014

IBM

Corporation2.0

設(shè)計(jì)階段——2.3戰(zhàn)略關(guān)鍵舉措和實(shí)施計(jì)劃戰(zhàn)略路徑圖示例新業(yè)務(wù)的戰(zhàn)略路徑圖戰(zhàn)略關(guān)鍵舉措，包括了業(yè)務(wù)舉措和管理舉措，還有新業(yè)務(wù)的試點(diǎn)計(jì)劃戰(zhàn)略關(guān)鍵舉措示例組織設(shè)計(jì)方法團(tuán)隊(duì)建設(shè)方法關(guān)鍵假設(shè)行業(yè)參考明確新業(yè)務(wù)的戰(zhàn)略發(fā)展路徑圖制定新業(yè)務(wù)戰(zhàn)略實(shí)施的關(guān)鍵舉措設(shè)計(jì)新業(yè)務(wù)團(tuán)隊(duì)的組織架構(gòu)和制定團(tuán)隊(duì)建設(shè)計(jì)劃業(yè)務(wù)戰(zhàn)略規(guī)劃戰(zhàn)略關(guān)鍵舉措預(yù)測業(yè)務(wù)未來的財(cái)務(wù)狀況組織架構(gòu)圖和團(tuán)隊(duì)建設(shè)計(jì)劃財(cái)務(wù)模型和測算結(jié)果輸入信息戰(zhàn)略關(guān)鍵舉措戰(zhàn)略目標(biāo)業(yè)務(wù)戰(zhàn)略規(guī)劃產(chǎn)品體系與運(yùn)營模式設(shè)計(jì)企業(yè)資源能力差距分析戰(zhàn)略目標(biāo)戰(zhàn)略關(guān)鍵舉措Global

Business

Services在市場分析后，組織應(yīng)該就公司戰(zhàn)略形成共識，包括公司的愿景、業(yè)務(wù)組合、新業(yè)務(wù)進(jìn)入、發(fā)展階段及各項(xiàng)業(yè)務(wù)的總體目標(biāo)弱強(qiáng)公司能力時(shí)間123業(yè)務(wù)目標(biāo)201020132015市場市場市場份額份額份額業(yè)務(wù)1業(yè)務(wù)2業(yè)務(wù)3愿景“我們要成為一家怎樣的公司”市場吸引力高低進(jìn)入不進(jìn)入進(jìn)入哪些業(yè)務(wù)45?

2014

IBM

Corporation公司愿景/使命業(yè)務(wù)組合業(yè)務(wù)進(jìn)入發(fā)展階段Global

Business

Services在考慮公司的增長戰(zhàn)略的時(shí)候，可以運(yùn)用Ansoff矩陣法從產(chǎn)品和市場的維度進(jìn)行設(shè)計(jì)和規(guī)劃新產(chǎn)品市場客戶親密和市場滲透增加客戶忠誠度提高定價(jià)能力獲取更大的錢包份額獲取新的客戶更新產(chǎn)品/服務(wù)增加區(qū)域覆蓋的深度產(chǎn)品/服務(wù)創(chuàng)新進(jìn)入新的產(chǎn)品品類圍繞產(chǎn)品提供新的服務(wù)新的市場和渠道進(jìn)入新的客戶細(xì)分進(jìn)入新的區(qū)域市場/海外市場進(jìn)入新的渠道業(yè)務(wù)多樣化既開展產(chǎn)品創(chuàng)新又進(jìn)入新的市場現(xiàn)有46?

2014

IBM

CorporationGlobal

Business

Services定義業(yè)務(wù)領(lǐng)域業(yè)務(wù)領(lǐng)域分析吸引力47?

2014

IBM

Corporation競爭定位對于我們有什么重要的機(jī)會(huì)？我們有能力實(shí)現(xiàn)嗎？對于新的業(yè)務(wù)機(jī)會(huì)，需要明確要進(jìn)入的具體業(yè)務(wù)領(lǐng)域Global

Business

ServicesBusiness

Design

is

really

Powerful

framework

for

examiningnew

businessWhat

kind

of

customer

we

select?Who

isthe

customer?Who

is

thecustomer's

customer?Which

segment

do

our

company

target

on?Whatkind

of

value

we

provide?Whatkindofmeritdoescustomerhave?Whatis

happy?For

what

point

docustomer

think

'this

is

great!'(compared

withespecially

others)?How

to

we

capturethe

profit?Howwecan

capturethe

profit

which

is

apart

of

value

provided

to

customerHowshould

a

profit

model

bebuilt?Whatisnecessary

forthis

business?Whatactivitiesareneededtodeliverthecustomer

value

proposition?What

activities

should

weperform

and

which

should

partners

and

others

perform?Whatdependencieswillwehaveonothers?

How

willtheinterests

ofother

key

partners

be

satisfied?Whereis

the

source

of

the

profit

?Howwill

ourbusiness

ecosystems

create

sustainable

value?How

well

positionedis

we

withintheecosystems

tocaptureour

fair

share

of

the

value?Howwill

we

maintain

our

position

with

the

customer

andin

our

ecosystems?CustomerSelectionValue

PropositionValue

CaptureScopeof

ActivitiesStrategic

Control

Points

(CFS)48?

2014

IBM

Corporation基于選擇的業(yè)務(wù)領(lǐng)域進(jìn)行業(yè)務(wù)設(shè)計(jì)，包括近期和遠(yuǎn)期Global

Business

Services關(guān)鍵問題：Why

should

the

customer

buy

from

us?

Is

my

offering

abrand

or

acommodity?

What

category

is

this

offering

in?What

does

the

brand

name

mean?

How

is

thisoffering

differentiated?What

are

the

emotional

and

functional

benefits

ofthe

brand?示例：價(jià)值主張目標(biāo)客戶:Elderly

technology

haters需求:Userfriendlycommunication

tools產(chǎn)品名稱:Senior

Special

ServicePhone

(orRespectPhone)品類:Cell-phone提供的利益點(diǎn)

:Veryeasy

dialing

and

phone-booksetup與哪些主流競品區(qū)分:Normalcell-phones

andhome

phones我們產(chǎn)品的主要差異點(diǎn):Hasvoice

activated

dialingand

phone-book

menu;

largekeys,

large

font

screen業(yè)務(wù)設(shè)計(jì)中的關(guān)鍵是進(jìn)行差異化的價(jià)值主張定位49?

2014

IBM

CorporationGlobal

Business

ServicesLarge

InventoryConvenient

TransactionsLow

CostProviderSell

BooksOnlineOffer

LowPricingWeb-BasedCatalogWeb-BasedSearchHandlee-CommerceBook

DatabaseScalableServers資源:

Whatacompany

needstohaveinorderto

performitscapabilities.Resources

representthe

tangible

andintangibleassets

of

thefirm.Strategic

Positions50?

2014

IBM

CorporationCapabilitiesResources能力:

Whatacompany

needs

todoin

orderto

achieveitsstrategic

positions.

Capabilities

perform,

improve,

andcreatetheactivitiesofthe

firm.價(jià)值主張:

Whata

company

is

or

needs

to

be

inorderto

offer

a

differentiatedvaluetothe

market.并基于價(jià)值主張定位，明確組織所需的關(guān)鍵資源和能力Global

Business

Services市場分析產(chǎn)品概念與定義商業(yè)分析與提案產(chǎn)品設(shè)計(jì)產(chǎn)品開發(fā)與實(shí)現(xiàn)產(chǎn)品上線實(shí)施涉及的部門主要活動(dòng)戰(zhàn)略規(guī)劃部市場調(diào)研部產(chǎn)品規(guī)劃部產(chǎn)品規(guī)劃部產(chǎn)品規(guī)劃部財(cái)務(wù)部運(yùn)營規(guī)劃部IT部產(chǎn)品規(guī)劃部IT部運(yùn)營規(guī)劃部IT部產(chǎn)品規(guī)劃部運(yùn)營部門

運(yùn)營規(guī)劃部IT部產(chǎn)品規(guī)劃部市場趨勢客戶需求研究競爭分析提出新產(chǎn)品概念和定義明確產(chǎn)品的定位確定服務(wù)的內(nèi)容和標(biāo)準(zhǔn)結(jié)合市場機(jī)會(huì)研究報(bào)告、產(chǎn)品說明書、能力及業(yè)務(wù)影響評估報(bào)告，設(shè)定產(chǎn)品目標(biāo)，進(jìn)行投入產(chǎn)出、可行性分析，

最終形成商業(yè)

分析報(bào)告成立項(xiàng)目組織制定制定詳細(xì)的產(chǎn)品開發(fā)方案及推進(jìn)計(jì)劃制定業(yè)務(wù)需求說明書和相關(guān)的業(yè)務(wù)流程制定系統(tǒng)需求說明書根據(jù)產(chǎn)品的設(shè)計(jì)要求，針對網(wǎng)絡(luò)布局、路由線路和庫存部署進(jìn)行規(guī)劃針對車輛、人員、設(shè)備和技術(shù)等相關(guān)資源和能力進(jìn)行規(guī)劃和準(zhǔn)備進(jìn)行信息系統(tǒng)的功能開發(fā)和相關(guān)測試進(jìn)行局部試點(diǎn)試點(diǎn)回顧和優(yōu)化全面上線進(jìn)入正常的運(yùn)營開展運(yùn)營監(jiān)控產(chǎn)出市場研究報(bào)告產(chǎn)品說明書新產(chǎn)品商業(yè)分析產(chǎn)品業(yè)務(wù)需求說明書產(chǎn)品