顧問(wèn)咨詢指南顧問(wèn)咨詢指南

ConsultingGuide本企業(yè)發(fā)展顧問(wèn)咨詢指南適適用于顧問(wèn)咨詢企業(yè)。它為顧問(wèn)咨詢企業(yè)實(shí)施咨詢項(xiàng)目提供了詳盡指導(dǎo)。

ThisBusinessPlanreportistheBusinessDevelopmentConsultingguidetobeusedbytheBSP’s.ItsetsouttheModulesforBSP’stoimplementtheconsultingprogramaproposedpackageofassistanceforSME’stheEasternIndonesianregionstobe.

目錄TABLEOFCONTENTSTOC\o"1-2"\h\z背景Background 4了解本指南UnderstandingThisGuide 6八模塊企業(yè)發(fā)展階梯The8ModuleBusinessDevelopmentLadder 9模塊一：了解你企業(yè)Module1:UnderstandingWhatBusinessYouAreIn 10概述Overview 10關(guān)鍵學(xué)習(xí)目標(biāo)KeyLearningObjectives 11工具Tools 12經(jīng)典模塊一程序TypicalModule1Program 13需完成任務(wù)TaskstoBeCompleted 14模塊二:了解用戶、市場(chǎng)和產(chǎn)品Module2:UnderstandingtheCustomers，MarketsandProducts 29概述Overview 29關(guān)鍵學(xué)習(xí)目標(biāo)KeyLearningObjectives 30工具Tools 31經(jīng)典模塊二程序TypicalModule2Program 33需完成任務(wù)TaskstoBeCompleted 34模塊三:確定商業(yè)模式Module3:DefiningtheBusinessModel 50概述Overview 50關(guān)鍵學(xué)習(xí)目標(biāo)KeyLearningObjectives 51工具Tools 52經(jīng)典模塊三程序TypicalModule3Program 54需完成任務(wù)TaskstoBeCompleted 54需完成任務(wù)TaskstoBeCompleted 55模塊四:職員授權(quán)Module4:TeamEmpowerment 71對(duì)企業(yè)業(yè)績(jī)進(jìn)行管理ManagingOrganisationalPerformance 72關(guān)鍵學(xué)習(xí)目標(biāo)KeyLearningObjectives 73工具Tools 74需完成任務(wù)TaskstoBeCompleted 77模塊五:市場(chǎng)營(yíng)銷戰(zhàn)略計(jì)劃Module5:StrategicMarketingPlan 93概述Overview 93關(guān)鍵學(xué)習(xí)目標(biāo)KeyLearningObjectives 94工具Tools 95經(jīng)典模塊五程序TypicalModule5Program 97需完成任務(wù)TaskstoBeCompleted 98模塊六:企業(yè)系統(tǒng)化Module6:BusinessIndependence 114概述Overview 114關(guān)鍵學(xué)習(xí)目標(biāo)KeyLearningObjectives 116工具Tools 117經(jīng)典模塊六程序TypicalModule6Program 119需完成任務(wù)TaskstoBeCompleted 120模塊七:組織結(jié)構(gòu)，知識(shí)，環(huán)境管理和技術(shù)應(yīng)用戰(zhàn)略Module7:OrganisationalStructure，Knowledge，EnvironmentalManagementandTechnologyStrategies 136概述Overview 136關(guān)鍵學(xué)習(xí)目標(biāo)KeyLearningObjectives 138工具Tools 139經(jīng)典模塊七程序TypicalModule7Program 141需完成任務(wù)TaskstoBeCompleted 142模塊八:反饋和連續(xù)改善Module8:FeedbackandContinuousImprovement 158概述Overview 158學(xué)習(xí)目標(biāo)LearningObjectives 159工具Tools 160經(jīng)典模塊八程序TypicalModule8Program 162需完成任務(wù)TaskstoBeCompleted 162需完成任務(wù)TaskstoBeCompleted 163注Notes 179注Notes 180注Notes 181注Notes 182背景

Background本指南意在為咨詢顧問(wèn)企業(yè)和其它商業(yè)服務(wù)機(jī)構(gòu)提供技術(shù)和方法，使她們能夠成功地為中小企業(yè)提供咨詢服務(wù)。Thisguideisdesignedtoprovideconsultantsandotherserviceproviderswithtechniquesandmethodologiesthatwillenablethemtoembarkonsuccessfulconsultingengagementswithsmall/mediumsizeenterprises(SMEs). 這里提供資料意在幫助咨詢顧問(wèn)企業(yè)能夠和中小企業(yè)建立互惠關(guān)系。這些方法不僅能夠取得“快速取勝”效果，還能夠促進(jìn)咨詢顧問(wèn)和用戶之間建立長(zhǎng)久關(guān)系這是一個(gè)讓咨詢顧問(wèn)取得“受信任顧問(wèn)”地位關(guān)系，是一個(gè)使雙方知識(shí)和資源聚集成一個(gè)“知識(shí)和資源庫(kù)”關(guān)系。Thematerialsprovided，aimtoenabletheconsultanttoengagewithSMEsinamutuallybeneficialrelationship.Whilethemethodologiesusedwillprovide“quickwins，”thematerialsaredesignedtofacilitatealong-termrelationshipbetweenconsultantandclient–arelationshipwheretheconsultantearnsthestatusof“trustedadvisor”andwheretheknowledgeandresourcesofbothpartiesareusedtocreatea“poolofknowledgeandresources.”該項(xiàng)目標(biāo)目標(biāo)是改善企業(yè)在財(cái)務(wù)和運(yùn)行這兩方面業(yè)績(jī)。這是經(jīng)過(guò)在企業(yè)中實(shí)施許很多多小方法后達(dá)成結(jié)果。一般和優(yōu)異企業(yè)區(qū)分總是表現(xiàn)在這些小事情之中!Thepurposeoftheprogramistoimprovetheperformanceofthebusiness–bothfinanciallyandoperationally.Thiswillbeachievedasaresultofthemany，manylittlethingsthatyouimplementinyourbusiness.Thedifferencebetweenandordinaryandextra-ordinarybusinessalwaysliesintheselittlethings!本項(xiàng)目分為八個(gè)模塊Theprogramissplitinto8Modules;了解你企業(yè)

UnderstandingWhatBusinessYouAreIn;了解你用戶，產(chǎn)品和市場(chǎng)

UnderstandingYourCustomers，ProductsandMarkets;商業(yè)模式

TheBusinessModel;職員授權(quán)

TeamEmpowerment;市場(chǎng)營(yíng)銷戰(zhàn)略計(jì)劃

TheStrategicMarketingPlan;企業(yè)系統(tǒng)化

BusinessIndependence;組織結(jié)構(gòu)，知識(shí)，環(huán)境管理和技術(shù)應(yīng)用戰(zhàn)略

OrganizationalStructure，Knowledge，EnvironmentManagementandTechnologyStrategies;and反饋和連續(xù)改善

FeedbackandContinuousImprovement.我們提議你在按月收取用戶咨詢費(fèi)前提上，全方面實(shí)施本項(xiàng)目。不過(guò)，在一些情況下，先提供本項(xiàng)目標(biāo)部分內(nèi)容可能更適宜，比如，“用戶咨詢會(huì)”，或“優(yōu)質(zhì)服務(wù)—爭(zhēng)創(chuàng)第一”用戶服務(wù)培訓(xùn)。Werecommendthatyouimplementtheprograminitsentiretybasedontheclientpayingafixedmonthlyfeeforyourservices.Howeverinsomeinstancesitmaybemoreappropriatetoofferjustafewaspectsoftheprogram，forexample，theCustomerAdvisorySessionorthe“ExceptionalService–LeadingThePack”customerservicetraining.本項(xiàng)目意在了解企業(yè)，提出和實(shí)施改善方法，提供對(duì)企業(yè)全部者和職員全部有實(shí)際意義培訓(xùn)。本項(xiàng)目意在使企業(yè)業(yè)績(jī)得到長(zhǎng)久,顯著改善。Theprogramisbasedonexploringthebusiness，generatingandimplementingimprovementsandprovidingpracticalmeaningfultrainingtoboththebusinessownersandtheteammembers.Itisbasedonachievingsignificantlong-termbusinessperformanceimprovements.

了解本指南

UnderstandingThisGuide本指南意在概述經(jīng)營(yíng)業(yè)績(jī)改善項(xiàng)目標(biāo)八個(gè)模塊。Thisguideaimstoprovideanoverviewofthe8ModuleBusinessPerformanceImprovementProgram.經(jīng)營(yíng)業(yè)績(jī)改善項(xiàng)目共分為八個(gè)模塊:TheBusinessPerformanceImprovementProgramhasbeensplitinto8distinctModules:了解你企業(yè)

UnderstandingWhatBusinessYouAreIn;了解你用戶，產(chǎn)品和市場(chǎng)

UnderstandingYourCustomers，ProductsandMarkets;商業(yè)模式

TheBusinessModel;職員授權(quán)

TeamEmpowerment;市場(chǎng)營(yíng)銷戰(zhàn)略計(jì)劃

TheStrategicMarketingPlan;企業(yè)系統(tǒng)化

BusinessIndependence;組織結(jié)構(gòu)，知識(shí)，環(huán)境管理和技術(shù)應(yīng)用戰(zhàn)略

OrganisationalStructure，Knowledge，EnvironmentManagementandTechnologyStrategies;and反饋和連續(xù)改善

FeedbackandContinuousImprovement本指南接下來(lái)部分對(duì)每個(gè)模塊進(jìn)行了概述。每個(gè)模塊全部由8個(gè)步驟組成。本指南中還提供有圖表,以幫助咨詢顧問(wèn)學(xué)習(xí)和了解這一步驟。另外,有工具提供步驟也標(biāo)注有專門符號(hào)。針對(duì)每個(gè)模塊，我們?nèi)恳烟峁┝艘韵聝?nèi)容:ThefollowingsectionsofthisguidewillprovideanoverviewofeachoftheseModules.EachModuleisbrokendownintoaneightstageprocess.Wherepossible，throughouttheguide，diagramshavebeenusedtofacilitatethelearningandunderstandingprocess.Inaddition，symbolshavebeenusedtoidentifythetoolsusedineachstageoftheprocess.ForeachModuleoftheprocess，wehaveprovided:該模塊概述

AnoverviewoftheModule;關(guān)鍵學(xué)習(xí)目標(biāo)(以表示)

KeyLearningObjectives(denotedby);該模塊中提供工具(以表示)

AlistoftheavailabletoolsforthatModule(denotedby);以圖示方法列出八個(gè)步驟

Adiagrammaticrepresentationofthe8stagesinvolved;and“需完成工作”清單，和工具相互參考(以表示)

Alistof“ThingstoDo，”cross-referencedtothetools(denotedby)

戰(zhàn)略性經(jīng)營(yíng)業(yè)績(jī)改善模式TheStrategicBusinessPerformanceImprovementModel了解你企業(yè)企業(yè)宗旨和目標(biāo)UnderstandingwhatbusinessyouareinYourMissionandGoals了解你企業(yè)企業(yè)宗旨和目標(biāo)UnderstandingwhatbusinessyouareinYourMissionandGoals 了解你用戶，市場(chǎng)和產(chǎn)品Understandingyourcustomers，marketsandproducts 了解你用戶，市場(chǎng)和產(chǎn)品Understandingyourcustomers，marketsandproducts職員授權(quán)—建立標(biāo)準(zhǔn)和文化TeamEmpowerment-Developingstandardsandculture商業(yè)模式TheBusinessModel職員授權(quán)—建立標(biāo)準(zhǔn)和文化TeamEmpowerment-Developingstandardsandculture商業(yè)模式TheBusinessModel市場(chǎng)營(yíng)銷戰(zhàn)略計(jì)劃TheStrategicMarketingPlan市場(chǎng)營(yíng)銷戰(zhàn)略計(jì)劃TheStrategicMarketingPlan組織結(jié)構(gòu)，知識(shí)，環(huán)境管理和技術(shù)應(yīng)用戰(zhàn)略O(shè)rganisationalStructure，Knowledge，EnvironmentalManagementandTechnologyStrategies企業(yè)系統(tǒng)化—建立制度和規(guī)則BusinessIndependence–Creatingsystemsandmanuals組織結(jié)構(gòu)，知識(shí)，環(huán)境管理和技術(shù)應(yīng)用戰(zhàn)略O(shè)rganisationalStructure，Knowledge，EnvironmentalManagementandTechnologyStrategies企業(yè)系統(tǒng)化—建立制度和規(guī)則BusinessIndependence–Creatingsystemsandmanuals反饋和不停改善FeedbackandContinuousImprovement反饋和不停改善FeedbackandContinuousImprovement

八模塊企業(yè)發(fā)展階梯

The8ModuleBusinessDevelopmentLadder結(jié)構(gòu)，知識(shí)，技術(shù)和環(huán)境管理戰(zhàn)略結(jié)構(gòu)，知識(shí)，技術(shù)和環(huán)境管理戰(zhàn)略Structure，Knowledge，TechnologyandEnvironmentalManagementStrategies31657482了解你用戶，市場(chǎng)和產(chǎn)品—--制訂競(jìng)爭(zhēng)力性戰(zhàn)略UnderstandingCustomers，Markets&Products–definingthecompetitivestrategy商業(yè)模式結(jié)構(gòu)，業(yè)務(wù)和財(cái)務(wù)計(jì)劃

TheBusinessModel–structure，business&financialplan職員授權(quán)建立標(biāo)準(zhǔn)，文化和人力資源TeamEmpowerment–developingstandards，culture&HumanResourcestrategies監(jiān)督和連續(xù)改善-保持該過(guò)程連續(xù)進(jìn)行

Monitoring&ContinuousImprovement企業(yè)系統(tǒng)化建立制度和規(guī)則

BusinessIndependence–creatingsystemsandmanuals市場(chǎng)營(yíng)銷戰(zhàn)略計(jì)劃—--制訂和實(shí)施

TheStrategicMarketingPlan–documentationandexecution了解你企業(yè)

Understandingwhatbusinessyouarein

模塊一：了解你企業(yè)

Module1:UnderstandingWhatBusinessYouAreIn概述

Overview任何咨詢業(yè)務(wù)開始階段全部是很關(guān)鍵。作為咨詢顧問(wèn)，你所負(fù)責(zé)是過(guò)程—--這是需要尤其引發(fā)你注意，你幾乎不太可能控制結(jié)果。你和你用戶一起開始了一個(gè)令人興奮旅程。在這個(gè)旅程中，用戶和咨詢顧問(wèn)之間要進(jìn)行雙方向互動(dòng)知識(shí)交流。這種信息交流過(guò)程本身同信息一樣有價(jià)值。Theinitialstageofanyconsultingassignmentisparticularlyimportant.Astheconsultantyouareresponsiblefortheprocess–itisimportanttonote，thatitisalmostimpossibleforyoutocontroltheoutcome.Youandyourclientareembarkingonanexcitingjourneytogether.Duringthisjourney，knowledgewillbetransferredbetweenbothparties-theclientandtheconsultant.Theprocessofthisinformationtransferisasvaluableastheinformationitself.各方全部要了解自己在這一關(guān)系中所飾演角色你只是咨詢項(xiàng)目標(biāo)推進(jìn)人，而不是用戶業(yè)務(wù)教授!Allpartiesmustunderstandyourroleintherelationship–youarethefacilitatoroftheprogram，youarenotanexpertinyourclient’sbusiness!通常來(lái)講，在項(xiàng)目標(biāo)第一階段，你要搜集相關(guān)用戶及其業(yè)務(wù)信息。你還要召開你第一次戰(zhàn)略計(jì)劃會(huì)議。第一階段目標(biāo)是建立用戶和咨詢顧問(wèn)之間關(guān)系，并開始經(jīng)營(yíng)業(yè)績(jī)改善項(xiàng)目標(biāo)“計(jì)劃”階段。Typically，duringthisfirststageoftheprogramyouwillgatherinformationregardingyourclientandtheirbusiness.Youwillalsoholdyour1stStrategicPlanningSession.Thisfirststageoftheprogramisdesignedtodeveloptherelationshipbetweenclientandconsultantandbeginthe“planning”stageoftheBusinessPerformanceImprovementProgram.

關(guān)鍵學(xué)習(xí)目標(biāo)

KeyLearningObjectives下面清單具體列舉了模塊一“了解你企業(yè)”關(guān)鍵學(xué)習(xí)目標(biāo)部分內(nèi)容:

ThefollowinglistdetailssomeoftheKeyLearningObjectivesofModule1–UnderstandingWhatBusinessYouAreIn:了解企業(yè)全部者(或關(guān)鍵股東)個(gè)人和企業(yè)目標(biāo)，并開始以全部者個(gè)人目標(biāo)為基礎(chǔ)制訂企業(yè)宗旨和/或遠(yuǎn)景；

Tounderstandthepersonalandprofessionalgoalsofthebusinessowners(orkeystakeholders)，andbegintodeveloptheMissionand/orVisionforthebusinessbasedonthepersonalobjectivesoftheowners；了解企業(yè)目前財(cái)務(wù)和非財(cái)務(wù)方面業(yè)績(jī)情況概況；

Toobtainanoverviewofthecurrentfinancialandnon-financialperformanceofthebusiness；了解企業(yè)所服務(wù)市場(chǎng)，及其產(chǎn)品在各自生命周期中所處位置；

Tounderstandwherethebusinessandeachmarketisinitsproductlifecycle；了解怎樣評(píng)定企業(yè)價(jià)值和系統(tǒng)化會(huì)給企業(yè)價(jià)值帶來(lái)影響；

Tounderstandhowbusinessesarevaluedandtheimpactthatsystematisationcanhaveonthevalueofthebusiness；確定企業(yè)戰(zhàn)略優(yōu)勢(shì)，劣勢(shì)，和目前所面臨機(jī)會(huì)和威脅；

Toidentifythestrategicstrengths，weaknesses，opportunitiesandthreatscurrentlyfacingthebusiness；明確改善企業(yè)表現(xiàn)立即行動(dòng)點(diǎn)(IAPs)；

ToidentifyImmediateActionPoints(IAPs)toimprovetheperformanceofthebusiness；明確企業(yè)面臨困境和經(jīng)過(guò)實(shí)施BPIP來(lái)處理這些問(wèn)題方法；

ToidentifythefrustrationsofthebusinessandwaysinwhichtheBPIPcanassisttoresolvethoseissues；and建立咨詢顧問(wèn)和用戶合作基礎(chǔ)——一個(gè)連續(xù)關(guān)系

Toestablishthebasisonwhichtheconsultantandclientwillworktogether–theon-goingrelationship.工具

Tools下列工具為你提供工作幫助。這些工具和”需完成任務(wù)”部分相互參考(用表示)。

ThefollowingToolshavebeenprovidedtoassistyou.TheseToolsarecross-referencedthroughoutthe“TaskstoBeCompleted”section(denotedby).第一次戰(zhàn)略計(jì)劃會(huì)議邀請(qǐng)函

1stStrategicPlanningSessionInvitation第一次戰(zhàn)略計(jì)劃會(huì)議準(zhǔn)備清單

1stStrategicPlanningSessionChecklist戰(zhàn)略需求分析問(wèn)卷(SNAQ)

StrategicNeedsAnalysisQuestionnaire(SNAQ)用戶服務(wù)關(guān)鍵問(wèn)卷

CustomerServiceFocusQuestionnaire利潤(rùn)潛力(表格)

ProfitPossibilities(Spreadsheet)第一次戰(zhàn)略計(jì)劃會(huì)議議程

1stStrategicPlanningSessionAgenda第一次戰(zhàn)略計(jì)劃會(huì)議PowerPoint演示稿

1stStrategicPlanningSessionPowerPointPresentation第一次戰(zhàn)略計(jì)劃會(huì)議匯報(bào)模本

1stStrategicPlanningSessionReportTemplate合作意向書模本

EngagementLetterTemplate小組計(jì)劃會(huì)情況匯報(bào)議程

TeamPlanningSessionDebriefAgenda

經(jīng)典模塊一程序

TypicalModule1Program制訂以后12個(gè)月工作安排

制訂以后12個(gè)月工作安排

Scheduleclientprogramfor12months877和小組組員交流和小組組員交流工作結(jié)果Communicateoutcometoteammembers建立連續(xù)用戶關(guān)系基礎(chǔ)，并向用戶提交合作意向書Establish建立連續(xù)用戶關(guān)系基礎(chǔ)，并向用戶提交合作意向書Establishbasisofon-goingrelationshipandsendEngagementLettertoclientinformationfromclient655準(zhǔn)備提交給用戶包含準(zhǔn)備提交給用戶包含IAPs計(jì)劃討論會(huì)匯報(bào)PreparePlanningSessionReportforclientwithIAPsassigned4召開第一次戰(zhàn)略性計(jì)劃討論會(huì)，確保自己明確召開第一次戰(zhàn)略性計(jì)劃討論會(huì)，確保自己明確“立即行動(dòng)點(diǎn)(IAPs)

Hold1stStrategicPlanningSessionensureyouidentifythe“ImmediateActionPoints”(IAPs)33分析用戶信息，確定第一次計(jì)劃會(huì)日程分析用戶信息，確定第一次計(jì)劃會(huì)日程—明確“熱點(diǎn)”和“E-DAY”

Analyseclientinformationandsetyouragendaforthe1stPlanningSession–identifythe“hotspots”and“E-Day”22從用戶處搜集信息從用戶處搜集信息

Collectinformationfromclient1安排第一次(共兩次)戰(zhàn)略計(jì)劃會(huì)議后勤事宜安排第一次(共兩次)戰(zhàn)略計(jì)劃會(huì)議后勤事宜Arrangelogisticsfor1st(of2)StrategicPlanningSession

需完成任務(wù)

TaskstoBeCompleted1.1安排第一次戰(zhàn)略計(jì)劃會(huì)議后勤事宜

Arrangelogisticsfor1STStrategicPlanningSession第一次戰(zhàn)略計(jì)劃會(huì)議大約進(jìn)行3--4個(gè)小時(shí)。在此期間，你將教給企業(yè)全部者怎樣分析她們所從事行業(yè)性質(zhì)和評(píng)定她們?cè)诿總€(gè)市場(chǎng)上競(jìng)爭(zhēng)地位。你們還要一起研究SNAQ和完成一份立即行動(dòng)點(diǎn)清單。

The1stStrategicPlanningSessionwilltakeapproximately3-4hours.Duringthistimeyouwillteachthebusinessownershowtoanalysethenatureoftheindustryinwhichtheyoperateandevaluatetheircompetitivepositioningwithineachmarket.TogetheryouwillalsoreviewtheSNAQandcompilealistofImmediateActionPoints.這個(gè)會(huì)議還會(huì)給你提供愈加好地了解你用戶機(jī)會(huì)。你應(yīng)該利用這次會(huì)議來(lái)取得她們信任和建立你們之間合作關(guān)系。

Thesessionalsogivesyoutheopportunitytogettoknowyourclientsbetter.Youshouldusethesessiontogaintheirtrustandbuildyourworkingrelationship.確定會(huì)議日期和時(shí)間。

Setthedateandtimeforthesession.邀請(qǐng)用戶—--用信函/傳真/電子郵件形式確定這些安排。請(qǐng)參見“第一次戰(zhàn)略計(jì)劃會(huì)議邀請(qǐng)函”

Invitetheclient–usealetter/fax/emailtoconfirmarrangements.Pleasereferto“1stStrategicPlanningSession”Invitation向用戶發(fā)出“戰(zhàn)略需求分析問(wèn)卷”。

Sendthe“StrategicNeedsAnalysisQuestionnaire“totheclient.安排會(huì)議地點(diǎn)—--盡可能使用中立性地點(diǎn)—--會(huì)議場(chǎng)所必需確保無(wú)干擾。

Arrangevenue–trytouseaneutralvenue–theremusttobenodistractions.餐飲事項(xiàng)—--應(yīng)準(zhǔn)備午餐和上下午茶。

Refreshments–lunch，morningandafternoonteashouldbearranged.會(huì)議設(shè)施—白板，白板筆，電腦(供PowerPoint演示之用)，紙，筆，投影儀。請(qǐng)參見“第一次戰(zhàn)略計(jì)劃會(huì)議”準(zhǔn)備清單。Equipment–whiteboard，markerpens，computer(forPowerPointpresentations)，paper，pens，projector.Pleasereferto“1stStrategicPlanningSession”Checklist

1.2從用戶處搜集信息Collectinformationfromclient在第一次戰(zhàn)略計(jì)劃會(huì)議之前，你需要從用戶處搜集大量信息。

Youwillneedtogatherplentyofinformationontheclientpriortothe1stStrategicPlanningSession.假如用戶有網(wǎng)站話，你應(yīng)該瀏攬其網(wǎng)站。

Ifapplicableyoushouldviewthebusiness’web-site.請(qǐng)用戶提供給你她們?nèi)科髽I(yè)介紹和廣告材料。Asktheclientstosendyouanybrochuresoradvertisingmaterialthattheyhave.你還需要用戶3年財(cái)務(wù)報(bào)表(盈虧表，資產(chǎn)負(fù)債表和現(xiàn)金流量表)。還要請(qǐng)用戶給你提供她們通常使用管理匯報(bào).

Youwillalsoneed3yearsoffinancialstatements(ProfitandLoss，BalanceSheetandCash-Flowstatements).Asktheclienttoalsosendyoucopiesofanymanagementreportsthattheyroutinelyuse.你需要用戶填寫SNAQ問(wèn)卷，并在會(huì)議前最少4--5天把它交給你。這么，你才會(huì)有充足時(shí)間來(lái)分析問(wèn)卷，并為第一次戰(zhàn)略計(jì)劃會(huì)議作準(zhǔn)備。YouwillneedtheclienttocompletetheSNAQandreturntheinformationtoyouatleast4–5dayspriortoyourmeeting.Thiswillgiveyouenoughtimetoanalysethecompletedquestionnairesandmakesomenotesforyour1stStrategicPlanningSession.用戶還應(yīng)該完成并交給你“用戶服務(wù)關(guān)鍵點(diǎn)”問(wèn)卷。這一問(wèn)卷是用來(lái)衡量企業(yè)提供優(yōu)質(zhì)用戶服務(wù)方面表現(xiàn)。該問(wèn)卷結(jié)果在本項(xiàng)目標(biāo)后面階段會(huì)用到，并將用來(lái)同用戶和職員反饋結(jié)果相比較。

Theclientshouldalsocompleteandreturntoyouthe“CustomerServiceFocus”Questionnaire.Thisquestionnaireisdesignedtogaugetheorganisationscommitmenttoexceptionalcustomerservice.Theresultswillbeusedlaterintheprogramandcomparetofeedbackgatheredfrombothcustomersandteammembers.不要忘記問(wèn)詢用戶，她們是否還有其它她們認(rèn)為對(duì)你有用信息。假如有，請(qǐng)她們提供給你。

Don’tforgettoasktheclientifthereisanyotherinformationthattheythinkwouldbeusefultoyou.Ifpossiblegettheclienttosendyouthisinformation.

1.3分析用戶信息

Analyseclientinformation第一次戰(zhàn)略計(jì)劃會(huì)議一定要做很充足準(zhǔn)備這是一次很關(guān)鍵會(huì)議，它將為你和用戶未來(lái)合作確定基調(diào)。要用3個(gè)小時(shí)重新審閱已填寫完成SNAQ和你所搜集其它信息。

Youwillneedtopreparethoroughlyforthe1stStrategicPlanningSession–itisaveryimportantmeetingthatwillsetthetoneforyourfutureengagementwiththeclient.Allow3–hourstoreviewthecompletedSNAQandanyotherinformationyouhavegathered.在閱讀SNAQ時(shí)，應(yīng)該注意方面包含

WhilegoingthroughtheSNAQyoushouldlookforproblemareasforexample企業(yè)全部者和其它關(guān)鍵決議人在目標(biāo)和觀念之間沖突

Conflictsbetweenthegoalsandidealsoftheownersandotherkeydecision-makers.問(wèn)卷中沒(méi)有回復(fù)部分(這可能反應(yīng)了企業(yè)信息系統(tǒng)弱點(diǎn))

Areaswherenoinformationhasbeenprovided(thismayindicateweaknessesinthebusinessinformationsystems)答卷人對(duì)問(wèn)題了解顯著錯(cuò)誤地方Areaswheretherespondentclearlyhasmisinterpretedthequestion在閱讀SNAQ時(shí)，把那些值得討論問(wèn)題標(biāo)出來(lái)，并找機(jī)會(huì)把該項(xiàng)目所能提供服務(wù)和用戶所面臨困境及問(wèn)題聯(lián)絡(luò)起來(lái)。

AsyougothroughtheSNAQ，highlightareasfordiscussionandlookforopportunitiestorelatethevalueofyourproductsandservicesbacktotheclient’sfrustrationsandproblems.用用戶財(cái)務(wù)數(shù)據(jù)填制“利潤(rùn)潛力”。

Setupthe“ProfitPossibilities”usingtheclient’sfinancialdata.準(zhǔn)備好會(huì)議議程并發(fā)送給全部參與會(huì)議人員請(qǐng)參見“第一次戰(zhàn)略計(jì)劃會(huì)議議程”模本。

Prepareanagendaforthesessionandsendittoallparticipants–pleasereferto“1stStrategicPlanningSessionAgenda”template.

1.4召開第一次戰(zhàn)略計(jì)劃會(huì)議Hold1stStrategicPlanningSession在第一次戰(zhàn)略計(jì)劃會(huì)議開始部分，你要回顧企業(yè)全部者個(gè)人和企業(yè)目標(biāo)。你還要敘述企業(yè)價(jià)值評(píng)定標(biāo)準(zhǔn)和系統(tǒng)化將怎樣提升企業(yè)價(jià)值。請(qǐng)參見“第一次戰(zhàn)略計(jì)劃會(huì)議”PowerPoint演示。

Duringthefirstpartofthe1stStrategicPlanningSessionyouwillbereviewingthebusinessownerspersonalandbusinessobjectives.Youwillalsobelookingattheprinciplesonwhichbusinessesarevaluedandhowsystematisationofthebusinesscanincreasethevalueofthebusiness.Pleasereferto“1stStrategicPlanningSession”PowerPointPresentation.要記住，會(huì)議其間不要總是你一個(gè)人在講話。假如讓用戶有機(jī)會(huì)談?wù)撍齻円恍﹩?wèn)題和困境，她們會(huì)認(rèn)為收獲更大。你要激勵(lì)進(jìn)行問(wèn)題討論，以制訂一系列行動(dòng)來(lái)處理問(wèn)題

Makesurethatyoudonotdoallthetalkingatthesession.Clientswillfeelthattheyhavereceivedmorevalueiftheyareabletoexpresssomeoftheirproblemsandfrustrations.Facilitatethediscussiontogeneratealistofactionstoaddressthefrustrations.在會(huì)議其間，要逐一討論你從SNAQ中發(fā)覺(jué)問(wèn)題或弱點(diǎn)。當(dāng)用戶表述這些問(wèn)題時(shí)，你能夠?qū)⑺鼈兒湍隳軌蛱峁┯糜谔幚磉@些問(wèn)題工具聯(lián)絡(luò)起來(lái)，比如，用戶咨詢會(huì)，優(yōu)質(zhì)服務(wù)培訓(xùn)等。

DuringthesessionworkthroughtheareasoftheSNAQwhereyouhaveidentifiedproblemsorweaknesses.Astheclientexpressesproblemsrelatebacktothemthedifferenttoolsthatyouhavetodealwiththoseissuese.g.theCustomerAdvisorySession，ExceptionalServiceTrainingetc記住，要確定部分“立即行動(dòng)點(diǎn)”(IAPs)。這是用戶能夠立即在企業(yè)內(nèi)實(shí)施行動(dòng)。有些IAP能夠?qū)ζ髽I(yè)贏利能力產(chǎn)生立竿見影作用，比如，提升價(jià)格。要切記，是用戶在實(shí)施這些行動(dòng)，而不是你。

Makesurethatyouidentifysome“ImmediateActionPoints”(IAPs).Theseareitemsthattheclientshouldimplementintheirbusinessassoonaspossible.SomeoftheIAPsshouldhaveanimmediateimpactontheprofitabilityofthebusinesse.g.increaseprices.Rememberthattheemphasisshouldbeontheclientperformingtheaction，notyou.

1.5給用戶準(zhǔn)備包含IAP戰(zhàn)略計(jì)劃會(huì)議匯報(bào)

PrepareStrategicPlanningSessionreportforclientwithIAPsassigned會(huì)議以后，你需要向用戶提供一份匯報(bào)。這份匯報(bào)要把這幾天事件寫出”簡(jiǎn)明總結(jié)”。它包含:

Afterthesessionyouwillneedtoprovideareportfortheclient.Thereportshouldprovidean“ExecutiveSummary”ofthedaysevents.Itincludes:給用戶祝賀函；

Congratulationsletterfortheclient；簡(jiǎn)明總結(jié)；

ExecutiveSummary；立即行動(dòng)點(diǎn)；

ImmediateActionPoints；月度會(huì)議安排；

Scheduleofmonthlymeetings；小組會(huì)議計(jì)劃日期；

Scheduleddateforteammeeting；全部提出問(wèn)題具體內(nèi)容，參閱行動(dòng)清單；

Detailsofalltheissuesraised，cross-referencedtotheactionlist；相互承諾申明；

MutualCommitmentstatements；and具體行動(dòng)清單，和你所提供產(chǎn)品，和BPIP項(xiàng)目中相關(guān)模塊相結(jié)合。

Adetailedactionlistcross-referencedtotheproductsyouofferandtherelevantModuleoftheBPIPprogram.行動(dòng)清單應(yīng)該很具體，并分解為短期行動(dòng)，如，IAP，和長(zhǎng)久行動(dòng)。

Theactionlistshouldbespecificandsplitintoshort-terme.g.IAPsandlonger-termactions.匯報(bào)模本已提供請(qǐng)參見“第一次戰(zhàn)略計(jì)劃會(huì)議匯報(bào)”模本。

Atemplateforthereporthasbeenprovided–pleasereferto“1stStrategicPlanningSessionReport”template.匯報(bào)應(yīng)該在會(huì)議以后7天內(nèi)送給用戶。并記住在匯報(bào)發(fā)出一兩天后給用戶打電話確定她們收到了該匯報(bào)。

Thereportshouldbesenttotheclientwithin7daysofthesession.Ensurethatyoucalltheclientacoupleofdaysaftersendingthereporttoensurethattheyreceivedit.

1.6建立連續(xù)關(guān)系基礎(chǔ)，并將合作函發(fā)給用戶Establishthebasisoftheon-goingrelationshipandsendanEngagementLettertotheclient.在計(jì)劃討論會(huì)期間，你將確立起你和用戶連續(xù)合作關(guān)系特點(diǎn)。

DuringthePlanningSessionyouwillhaveestablishedwithyourclientthenatureofyouron-goingrelationship.連續(xù)性關(guān)系有兩種形式。你或會(huì)使用戶接收全部BPIP計(jì)劃，或是會(huì)把部分服務(wù)捆綁在一起，比如，CAS，TAS，或“優(yōu)質(zhì)服務(wù)—爭(zhēng)創(chuàng)第一”培訓(xùn)等。

Twoalternativesexistfortheon-goingrelationship.YouwilleitherhaveengagedtheclientinthefullBPIPprogramoryouwillhavebundledsomeservicestogethersuchastheCAS，TASor“ExceptionalService–LeadingThePack”seminar.理想情況是，你應(yīng)該把合作函和第一次戰(zhàn)略計(jì)劃會(huì)議匯報(bào)一起送給用戶。這個(gè)工作必需在用戶對(duì)這次會(huì)議還記憶猶新時(shí)候完成，大約在會(huì)后4--5天內(nèi)。

IdeallyyoushouldsendtheEngagementLetterwiththe1stStrategicPlanningSessionReport.Thismustbedonewhilethesessionisstillfreshintheclients’mind，approximately4-5daysafterthesession.你需要以合作函方法來(lái)確定你安排。請(qǐng)參見“合作函”模本樣稿。該文件包含下列內(nèi)容:

YouwillneedtoconfirmyourarrangementusinganEngagementLetter.Pleaserefertothesample“EngagementLetter”templateprovided.Thislettercontainsthefollowing:你和用戶將一起從事工作綱領(lǐng)；

Anoutlineoftheworkyouwillbedoingtogether；雙方認(rèn)可費(fèi)用(有可能情況下，應(yīng)該安排用戶以直接銀行轉(zhuǎn)帳方法付款)

Thefeesyouhaveagreedupon(wherepossibleyoushouldtrytoarrangeforpaymenttobemadebydirectbanktransfer)；雙方相互承諾申明；

Yourmutualcommitmentstatements；and；你權(quán)力和義務(wù)。

Yourtermsandconditions.一兩天后和用戶就此事做深入聯(lián)絡(luò)。

Followupwiththeclientacoupleofdayslater.

1.7和你小組組員一起交流SPS結(jié)果CommunicateoutcomesofSPStoyourteammembers這個(gè)階段只適適用于那些需要有其它咨詢顧問(wèn)一起參與工作顧問(wèn)。

Thisstageisonlyapplicabletothoseconsultantsthathaveotherteammembersworkingwiththem.讓你小組組員了解第一次戰(zhàn)略計(jì)劃會(huì)議結(jié)果是很關(guān)鍵。在BPIP項(xiàng)目實(shí)施早期，這一點(diǎn)尤其關(guān)鍵。你小組組員需要了解該項(xiàng)目標(biāo)接收程度怎樣。這會(huì)給她們動(dòng)力把整個(gè)項(xiàng)目一體化，并考慮其它用戶是否會(huì)對(duì)這種新服務(wù)感愛(ài)好。

Itisimportanttokeepyourteaminformedontheoutcomesofthe1stStrategicPlanningSession.ThisisparticularlyimportantduringtheearlydaysoftheimplementationoftheBPIPprogram.Yourteammemberswillneedtohearhowwelltheprogramisbeingreceived.Thiswillgivethemthemotivationtointegratetheprogramandthinkofotherclientswhowouldbeinterestedinthenewservices.這種會(huì)議還應(yīng)該被用來(lái)激發(fā)怎樣改善該項(xiàng)目標(biāo)思緒。

Themeetingshouldalsobeusedtogenerateideasonhowtoimprovetheprogram.要為這次會(huì)議準(zhǔn)備議程。議程內(nèi)容應(yīng)包含:

Anagendashouldbepreparedforthemeeting.Agendaitemsshouldinclude”用戶背景；

Backgroundoftheclient；和該用戶第一次聯(lián)絡(luò)是怎樣形成；

Howcontactwasfirstestablishedwiththisclient；會(huì)議期間提出問(wèn)題；

Theitemsraisedduringthesession；確定行動(dòng)關(guān)鍵點(diǎn)；

Theidentifiedactionpoints；連續(xù)關(guān)系特點(diǎn)；

Thenatureoftheon-goingrelationship；and頭腦風(fēng)暴提出新想法。

Brainstormingforideas.請(qǐng)參見“小組計(jì)劃會(huì)議情況匯報(bào)”議程。

Pleasereferto“TeamPlanningSessionDebrief”Agenda.

1.8做出以后12個(gè)月用戶計(jì)劃安排Scheduleclientprogramforthenext12months把戰(zhàn)略計(jì)劃會(huì)議匯報(bào)和合作函發(fā)給用戶。

SendtheStrategicPlanningSessionReportandEngagementLettertotheclient.把安排好以后12個(gè)月日期包含在計(jì)劃中；Includedetailsofscheduleddatesforthenext12monthsincluding：每個(gè)月2個(gè)小時(shí)BPIP戰(zhàn)略管理會(huì)議；

Themonthly2hourBPIPStrategicManagementMeeting；第一次小組簡(jiǎn)明會(huì)議；

The1stteambriefingsession；第一次用戶咨詢會(huì)；

ThefirstCustomerAdvisorySession；職員咨詢會(huì)

TheTeamAdvisorySession；and優(yōu)質(zhì)服務(wù)—爭(zhēng)創(chuàng)第一培訓(xùn)

ExceptionalService–LeadingThePacktraining.在自己工作日志上標(biāo)出這些日期。

Diarisethesedatesinyourowndiary.模塊二:了解用戶、市場(chǎng)和產(chǎn)品

Module2:UnderstandingtheCustomers，MarketsandProducts概述

Overview用戶反饋極其關(guān)鍵。銷售是企業(yè)生命線，銷售增加對(duì)企業(yè)增加至關(guān)關(guān)鍵。Feedbackfromcustomersisextremelyimportant.Salesarethelifebloodofanyorganisationandincreasingthelevelofsalesgeneratedisvitaltogrowingthebusiness.在模塊二里，你需要開始同企業(yè)用戶交談，了解她們對(duì)企業(yè)及其運(yùn)作真正感受。假如我們花足夠時(shí)間去問(wèn)詢，用戶是很樂(lè)于告訴我們她們對(duì)企業(yè)喜愛(ài)和不喜愛(ài)方面。這些信息將成為你要進(jìn)行企業(yè)改善基礎(chǔ)。DuringModule2youwillneedtobegintalkingtotheclients’customerstofindouthowtheyreallyfeelaboutwhatthebusinessdoesandhowtheydoit.Customersaremorethanwillingtotelluswhattheylikeanddislikeaboutourbusinessifwetakethetimetoaskthem.Thisinformationwillbeusedasoneofthefoundationblocksoftheimprovementsyouwillbemakingtoyourbusiness.在取得用戶反饋之前，你需要得到職員幫助。在BPIP項(xiàng)目標(biāo)早期得到職員支持是很關(guān)鍵，尤其是要考慮到，對(duì)企業(yè)很多改善提議未來(lái)自于她們。她們也是負(fù)責(zé)實(shí)施這些改善和使企業(yè)取得成功人。Priortoseekingcustomerfeedbackyouwillneedtoenlistthehelpoftheteammembers.ItiscriticaltogetteammembersupporttotheBPIPearlyintheprogram，especiallywhenyouconsiderthatmanyofthesuggestionsforimprovementstothebusinesswillcomefromtheteam.Theywillalsobethepeoplewhoareresponsibleforimplementingthosechangesandmakingthebusinessasuccess.從經(jīng)驗(yàn)中我們發(fā)覺(jué)，較早地讓職員參與進(jìn)來(lái)，將加速改善進(jìn)程，并形成一支更具動(dòng)力團(tuán)體!Throughourexperiencewehavefoundthatinvolvingyourpeopleearlywillacceleratetheprogressyoumakeandresultinmoreamoremotivatedteam!

關(guān)鍵學(xué)習(xí)目標(biāo)

KeyLearningObjectives下面具體列舉了模塊二“了解你用戶，市場(chǎng)和產(chǎn)品”關(guān)鍵學(xué)習(xí)目標(biāo)部分內(nèi)容:ThefollowinglistdetailssomeoftheKeyLearningObjectivesofModule2–UnderstandingtheCustomers，MarketsandProducts:使職員參與經(jīng)營(yíng)業(yè)績(jī)改善項(xiàng)目；

ToengageandcommitteammemberstotheBusinessPerformanceImprovementprogram；了解用戶需要和要求；

Tounderstandtheneedsandwantsofthecustomers；了解用戶認(rèn)為企業(yè)哪些方面做得很好，哪些方面期望企業(yè)改善；

Tolearnwhatyourcustomersthinkyoudoreallywellandwhatimprovementstheywouldliketoseeyoumake；把這些需要和要求應(yīng)用到現(xiàn)有產(chǎn)品中；

Toapplytheneedsandwantstothecurrentproductoffering；評(píng)定未來(lái)產(chǎn)品、市場(chǎng)和競(jìng)爭(zhēng)戰(zhàn)略；

Toevaluatefutureproduct，marketandcompetitivestrategies；分析評(píng)價(jià)企業(yè)內(nèi)部現(xiàn)在對(duì)用戶服務(wù)實(shí)施情況；

Toassessthepresentinternalcommitmenttocustomerservice；著手確定企業(yè)“A”類用戶；

Tobegintoidentifyyour“A”classcustomers；and分析現(xiàn)有用戶基礎(chǔ)，并明確企業(yè)未來(lái)期望發(fā)展用戶類型

Toanalysethecurrentclientbaseandidentifythetypeofclientsthatyouwishtoworkwithinthefuture工具

Tools下面是能夠幫助你工具。這些工具和“需完成任務(wù)”部分相互參考(以表示)。

ThefollowingToolshavebeenprovidedtoassistyou.TheseToolsare

cross-referencedthroughoutthe“TaskstoBeCompleted”section(denotedby):第一次職員會(huì)議邀請(qǐng)函

1stTeamMeetingInvitation第一次職員會(huì)議議程模本

1stTeamMeetingAgendaTemplate第一次職員會(huì)議準(zhǔn)備清單

1stTeamMeetingChecklist第一次職員會(huì)議PowerPoint演示

1stTeamMeetingPowerPoint直接和本企業(yè)職員對(duì)話授權(quán)書

AuthoritytoTalkDirectlytoMyTeamMembersForm職員反饋文件包(包含企業(yè)全部者致函，咨詢顧問(wèn)致函，職員反饋調(diào)查問(wèn)卷)

TeamMemberFeedbackPacks(includesaletterfromtheowners，aletterfromtheconsultant，TeamFeedbackSurvey)職員反饋分析表格

TeamFeedbackAnalysisSpreadsheet職員反饋匯報(bào)模本

TeamFeedbackReportTemplate用戶咨詢會(huì)資源模板(包含邀請(qǐng)信樣本，CAS準(zhǔn)備清單，會(huì)議議程樣本，CAS主持人手冊(cè)，CAS反饋表，CAS感謝信，調(diào)查模本和企業(yè)全部者/總經(jīng)理或首席實(shí)施官調(diào)查致函，咨詢顧問(wèn)致函，調(diào)查感謝信，CAS匯報(bào)模板)

AdvisorySessionResourcePack(includessampleinvitation，CASchecklist，samplesessionagenda，CASFacilitatorGuide，CASFeedbackForm，CASthank-youletters，surveytemplateandsurveyletterfrombusinessowner/ManagingDirectororCEO，letterfromtheconsultant，surveythank-youletter，andCASReporttemplate)

經(jīng)典模塊二程序

TypicalModule2Program31657482召開會(huì)議，向全部職員解釋BPIPHoldateammeetingtoexplaintheBPIPtoallteammembers發(fā)放”職員反饋調(diào)查表”Distribute“TeamMemberFeedback”surveystoteammembers進(jìn)行用戶調(diào)查Undertake31657482召開會(huì)議，向全部職員解釋BPIPHoldateammeetingtoexplaintheBPIPtoallteammembers發(fā)放”職員反饋調(diào)查表”Distribute“TeamMemberFeedback”surveystoteammembers進(jìn)行用戶調(diào)查Undertakecustomersurveys召開用戶咨詢會(huì)HoldtheCustomerAdvisorySession準(zhǔn)備CAS匯報(bào)和更新IAPPrepareCASreportandupdateIAP’s向業(yè)主匯報(bào)反饋結(jié)果Providefeedbacktoowners準(zhǔn)備用戶咨詢會(huì)PrepareforCustomerAdvisorySession確定參與用戶咨詢會(huì)用戶名單

Identify–customersfortheCustomerAdvisorySession

需完成任務(wù)

TaskstoBeCompleted2.1召開職員會(huì)向全部職員解釋BPIPHoldateammeetingtoexplaintheBPIPtoallteammembers得到全部職員支持是很關(guān)鍵。你需要向她們說(shuō)明，她們見解對(duì)企業(yè)全部些人是怎樣關(guān)鍵。你還應(yīng)該概述她們?cè)诟纳祈?xiàng)目中參與程度和她們將怎樣為企業(yè)提供幫助。

Itisimportanttogetthesupportofallteammemberstotheprogram.Youneedtoexplainhowimportanttheirviewsaretotheownersofthebusiness.Youshouldalsooutlinetheirinvolvemen