商業(yè)計(jì)劃十步法

商業(yè)計(jì)劃十步法什么是商業(yè)計(jì)劃十步法

What’s10stepbusinessplanning是惠普和其他跨國(guó)企業(yè)使用的制定商業(yè)計(jì)劃的工具It’satooladoptedbyHPandmanyotherMNCs用邏輯的方式思考商業(yè)發(fā)展Logicalprocesstoconsideraspectsofbusinessdevelopment將目標(biāo)、優(yōu)先次序和內(nèi)容協(xié)調(diào)一致的有效方式Effectivewaytosynchronizeorganizationalobjective,prioritiesandcontext適用于每個(gè)計(jì)劃和所有商業(yè)形式Applyineveryplanningcycleandforallbusinesses三層體系Three-tierSystem業(yè)務(wù)基礎(chǔ)數(shù)據(jù)表BusinessFundamentalTable深入研討資源規(guī)劃戰(zhàn)略規(guī)劃StrategicPlanning1-2次/年Annuallyorsemi-annually每季度一次Quarterly每雙周一次Bi-weekly制定戰(zhàn)略Strategy業(yè)務(wù)優(yōu)化增長(zhǎng)計(jì)劃BusinessoptimizationGrowth/Developmentplan日常運(yùn)營(yíng)Dailyoperation頻度Frequency目的PurposeDeepDiveResourcePlanning這10步是什么？

Whatarethe10steps1.任務(wù)Mission2.愿景Vision3.目標(biāo)Objectives4.SWOT分析法SWOTanalysis5.成功的主要的因素KeySuccessfulFactors6.策略Strategy7.行動(dòng)ActionItem8.業(yè)績(jī)衡量與評(píng)判標(biāo)準(zhǔn)KPIandMeasurements9.預(yù)算與費(fèi)用Budgetandexpense10.回顧與精煉ReviewandRefine10步法的原理Rationalebehindthe10steps澄清任務(wù)和價(jià)值貢獻(xiàn)Clarifymission/Valueproposition確定愿景/美好的目標(biāo)Identifyvision/Nicegoal確定即時(shí)目標(biāo)IdentifyimmediateobjectivesSWOT分析AnalyzeSWOToftheorg.確認(rèn)成功要素IdentifyKSFs確定策略Determinestrategies調(diào)整目標(biāo)和策略Adjustobjectivesandstrategies用行動(dòng)達(dá)成策略Actionitemstoexercisestrategy衡量成功和成就Measuresuccessandachievement定期回顧進(jìn)展Periodicalreviewtotrackprogress邏輯流程Logicflow目標(biāo)Objectives策略3Strategy3策略2Strategy2策略1Strategy1行動(dòng)3Action3行動(dòng)2Action2行動(dòng)1Action1KPI1KPI2KPI3衡量成功和成就Measurement&Achievement回顧與提煉ReviewandRefine第一步：任務(wù)Step1:Mission我們要做什么Whatwedo我們的價(jià)值貢獻(xiàn)Whywe–ourvaluepropositions團(tuán)隊(duì)任務(wù)構(gòu)成組織任務(wù)并支持組織任務(wù)Theteam’smissionshallalignandsupporttheorganization’smission關(guān)鍵詞Keywordsforexle我們助力Weenable我們支持Wesupport我們管理Wemanage第二步：愿景Step2:Vision愿景是一個(gè)團(tuán)隊(duì)在相對(duì)較長(zhǎng)段時(shí)間（3－5年）中想要達(dá)到的目標(biāo)Visioniswhattheteamwouldliketobeinalongerterm(3-5years)愿景代表了團(tuán)隊(duì)最理想的狀態(tài)Visionrepresentstheoptimalstatusoftheteam愿景是令人興奮且卓越不凡的Visioncanbeexcitedandremarkable愿景被大多數(shù)人認(rèn)同Visionshallbeagreedorrecognizedbymajority第三步：目標(biāo)Step3:Objectives短期目標(biāo)和團(tuán)隊(duì)使命（6個(gè)月或一年）Shorttermgoalstofunctionandperformtheteam’smission(6monthsor1year)推進(jìn)愿景完成的步驟Stepstomovetheteamtowardsthevision團(tuán)隊(duì)目標(biāo)構(gòu)成組織目標(biāo)Teamobjectivesshallalignandenableorganization’sobjectivesSMART目標(biāo)SMARTobjectives精確的目標(biāo)Specific可測(cè)量的目標(biāo)Measurable可完成的目標(biāo)Achievable相關(guān)的目標(biāo)Relevant實(shí)現(xiàn)目標(biāo)的時(shí)間表Timeframetoachieve第四步：SWOT分析Step4:SWOTanalysis內(nèi)部和外部分析Analyzeinternalandexternal競(jìng)爭(zhēng)者實(shí)力對(duì)比Strengthcomparingwithcompetitors弱勢(shì)Weakness成長(zhǎng)機(jī)會(huì)Opportunitytogrow對(duì)成長(zhǎng)或地位的威脅Threatstoourgrowthorposition將3－5點(diǎn)按優(yōu)先次序排列3-5pointswithprioritization結(jié)合商業(yè)目標(biāo)Allroundbusinessobjectives,targetsandgoals第五步：KSF（重要的成功因素）

Step5:KSF(Keysuccessfulfactors)完成目標(biāo)的3個(gè)最重要因素Top3factorswhichwillimpactgreatlytoyourgoalachievementKSF會(huì)影響你的投資或策略分配TheKSFshallreflecttoyourinvestmentorallocationstrategy投資時(shí)間和精力的3個(gè)重要領(lǐng)域Thetop3areaswhereyouwillinvestyourtimeandeffortsKSF和你的策略相關(guān)YourstrategyshallalignwiththeKSFs第六步：策略Step6:Strategy確保完成目標(biāo)的方法Thewaytoensureyourgoalachievement善用實(shí)力，捕捉機(jī)會(huì)Utilizethestrength,capturetheopportunity改進(jìn)弱點(diǎn)，管理威脅Dealwithweaknessandmanagethreats開(kāi)發(fā)和培養(yǎng)團(tuán)隊(duì)Togrowanddevelopyourtalents第七步：實(shí)施行動(dòng)Step7:Actionitem循序漸進(jìn)的實(shí)施策略Thewaytoimplementyourstrategies,stepbystep誰(shuí)來(lái)帶領(lǐng)策略實(shí)施Whotoleadthestrategyimplementation需要做什么Whattodo什么時(shí)間完成策略Whentoaccomplishthestrategy第八步：業(yè)績(jī)衡量和評(píng)判標(biāo)準(zhǔn)Step8:KPI,measurement平衡分?jǐn)?shù)卡Balancedscorecard如何評(píng)測(cè)完成情況Howtomeasureachievement(SMART)通過(guò)執(zhí)行費(fèi)用需求實(shí)現(xiàn)目標(biāo)策略Budgetneededtoimplementyourstrategytorealizetheobjectives崗位平衡記分卡

結(jié)果與過(guò)程并重：SMARTSMART用于評(píng)價(jià)目標(biāo)和個(gè)人KPI

SMARTmeasurementofobjectivesandKPIsoneachindividual精確的目標(biāo)Specific可測(cè)量的目標(biāo)Measurable(by%,number,etc.)可完成的目標(biāo)Achievable(achievableaggressiveness)相關(guān)的目標(biāo)Relevant實(shí)現(xiàn)目標(biāo)的時(shí)間表Timetoaccomplish第九步：預(yù)算

Step9:Budget制定預(yù)算原則Budgetprinciples業(yè)務(wù)增長(zhǎng)，則追加預(yù)算Growbusiness,thenincreasebudget收入增長(zhǎng)時(shí)做積極的預(yù)算，對(duì)費(fèi)用做保守預(yù)算Setaggressivebudgetonrevenuegrowthandconservativebudgetgrowthonexpense每月對(duì)完成情況做回顧Reviewtheachievementonmonthlybasis當(dāng)調(diào)實(shí)際收入和預(yù)算出現(xiàn)誤差，調(diào)整費(fèi)用預(yù)算Adjustexpensespendingwhenrevenuebudgetisnotbeingmet人力資源預(yù)算Headcountbudget保守的增加編制，管理者對(duì)在位員工有培養(yǎng)發(fā)展和助其擇業(yè)的責(zé)任ConservativeinaddingnewHCsasitismanagementresponsibilitiestodevelop,retainandre-deployemployees第九步：預(yù)算

Step9:Budget應(yīng)該申請(qǐng)多少預(yù)算Howmuchtoapply-5%原則-5%principle當(dāng)業(yè)務(wù)增長(zhǎng)時(shí)，以可行的費(fèi)用預(yù)算為基準(zhǔn)，降低5％預(yù)算支出Reduce5%spendingbudgetbasedonyouravailablebenchmarkinagrowingenvironment當(dāng)業(yè)務(wù)衰退時(shí)，降低5%的費(fèi)用削減Reduce5%ofyourspendingcutbasedonyouravailablebenchmarkinadecliningperiod“一個(gè)好的公司或可以增加利潤(rùn)或可以控制成本；最好的公司是既增加利潤(rùn)又控制成本”“Goodcompanycaneithergrowrevenueorreducecost.Greatcompanydoesboth.”