1、商業(yè)計(jì)劃十步法 10 step business planning,Arthur Wei Version 2,什么是商業(yè)計(jì)劃十步法 Whats 10 step business planning,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 Its a tool adopted by HP and many other MNCs 用邏輯的方式思考商業(yè)發(fā)展 Logical process to consider aspects of business development 將目標(biāo)、優(yōu)先次序和內(nèi)容協(xié)調(diào)一致的有效方式 Effective way to synchronize organizatio

2、nal objective, priorities and context 適用于每個(gè)計(jì)劃和所有商業(yè)形式 Apply in every planning cycle and for all businesses,三層體系 Three-tier System,業(yè)務(wù)基礎(chǔ)數(shù)據(jù)表 Business Fundamental Table,深入研討資源規(guī)劃,戰(zhàn)略規(guī)劃 Strategic Planning,1-2次/年 Annually or semi-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Business optimi

3、zation Growth/Development plan,日常運(yùn)營(yíng) Daily operation,頻度 Frequency,目的 Purpose,Deep Dive Resource Planning,這10步是什么？What are the 10 steps,1.任務(wù) Mission 2.愿景 Vision 3.目標(biāo) Objectives 4.SWOT分析法 SWOT analysis 5.成功的主要的因素 Key Successful Factors 6.策略 Strategy 7.行動(dòng) Action Item 8.業(yè)績(jī)衡量與評(píng)判標(biāo)準(zhǔn) KPI and Measurements 9.預(yù)

4、算與費(fèi)用 Budget and expense 10.回顧與精煉 Review and Refine,10步法的原理 Rationale behind the 10 steps,澄清任務(wù)和價(jià)值貢獻(xiàn) Clarify mission/ Value proposition,確定愿景/美好的目標(biāo) Identify vision/ Nice goal,確定即時(shí)目標(biāo) Identify immediate objectives,SWOT分析 Analyze SWOT of the org.,確認(rèn)成功要素 Identify KSFs,確定策略 Determine strategies,調(diào)整目標(biāo)和策略 Adju

5、st objectives and strategies,用行動(dòng)達(dá)成策略 Action items to exercise strategy,衡量成功和成就 Measure success and achievement,定期回顧進(jìn)展 Periodical review to track progress,邏輯流程 Logic flow,目標(biāo) Objectives,策略3 Strategy 3,策略2 Strategy 2,策略1 Strategy 1,行動(dòng)3 Action 3,行動(dòng)2 Action 2,行動(dòng)1 Action 1,KPI 1 KPI 2 KPI 3,衡量成功和成就 Measur

6、ement &Achievement,回顧與提煉Review and Refine,第一步：任務(wù) Step 1: Mission,我們要做什么 What we do 我們的價(jià)值貢獻(xiàn) Why we our value propositions 團(tuán)隊(duì)任務(wù)構(gòu)成組織任務(wù)并支持組織任務(wù) The teams mission shall align and support the organizations mission 關(guān)鍵詞 Key words for example 我們助力 We enable 我們支持 We support 我們管理 We manage,第二步：愿景 Step 2: Vision

7、,愿景是一個(gè)團(tuán)隊(duì)在相對(duì)較長(zhǎng)段時(shí)間（35年）中想要達(dá)到的目標(biāo) Vision is what the team would like to be in a longer term (3-5 years) 愿景代表了團(tuán)隊(duì)最理想的狀態(tài) Vision represents the optimal status of the team 愿景是令人興奮且卓越不凡的 Vision can be excited and remarkable 愿景被大多數(shù)人認(rèn)同 Vision shall be agreed or recognized by majority,第三步：目標(biāo) Step 3: Objectives,短

8、期目標(biāo)和團(tuán)隊(duì)使命（6個(gè)月或一年）Short term goals to function and perform the teams mission (6 months or 1 year) 推進(jìn)愿景完成的步驟 Steps to move the team towards the vision 團(tuán)隊(duì)目標(biāo)構(gòu)成組織目標(biāo)Team objectives shall align and enable organizations objectives SMART目標(biāo) SMART objectives 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)

9、的目標(biāo) Relevant 實(shí)現(xiàn)目標(biāo)的時(shí)間表 Time frame to achieve,第四步：SWOT分析 Step 4: SWOT analysis,內(nèi)部和外部分析 Analyze internal and external 競(jìng)爭(zhēng)者實(shí)力對(duì)比 Strength comparing with competitors 弱勢(shì) Weakness 成長(zhǎng)機(jī)會(huì) Opportunity to grow 對(duì)成長(zhǎng)或地位的威脅 Threats to our growth or position 將35點(diǎn)按優(yōu)先次序排列 3-5 points with prioritization 結(jié)合商業(yè)目標(biāo) All round

10、business objectives, targets and goals,第五步：KSF（重要的成功因素）Step 5: KSF (Key successful factors),完成目標(biāo)的3個(gè)最重要因素 Top 3 factors which will impact greatly to your goal achievement KSF會(huì)影響你的投資或策略分配T he KSF shall reflect to your investment or allocation strategy 投資時(shí)間和精力的3個(gè)重要領(lǐng)域 The top 3 areas where you will inve

11、st your time and efforts KSF和你的策略相關(guān)Your strategy shall align with the KSFs,第六步：策略 Step 6: Strategy,確保完成目標(biāo)的方法 The way to ensure your goal achievement 善用實(shí)力，捕捉機(jī)會(huì) Utilize the strength, capture the opportunity 改進(jìn)弱點(diǎn)，管理威脅 Deal with weakness and manage threats 開發(fā)和培養(yǎng)團(tuán)隊(duì) To grow and develop your talents,第七步：實(shí)施

12、行動(dòng) Step 7: Action item,循序漸進(jìn)的實(shí)施策略 The way to implement your strategies, step by step 誰來帶領(lǐng)策略實(shí)施 Who to lead the strategy implementation 需要做什么 What to do 什么時(shí)間完成策略 When to accomplish the strategy,第八步：業(yè)績(jī)衡量和評(píng)判標(biāo)準(zhǔn) Step 8: KPI, measurement,平衡分?jǐn)?shù)卡 Balanced score card 如何評(píng)測(cè)完成情況 How to measure achievement (SMART)

13、通過執(zhí)行費(fèi)用需求實(shí)現(xiàn)目標(biāo)策略 Budget needed to implement your strategy to realize the objectives,崗位平衡記分卡,結(jié)果與過程并重：,SMART,SMART用于評(píng)價(jià)目標(biāo)和個(gè)人KPI SMART measurement of objectives and KPIs on each individual 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 (achievable aggressiveness) 相關(guān)的目標(biāo) Relevant 實(shí)現(xiàn)

14、目標(biāo)的時(shí)間表 Time to accomplish,第九步：預(yù)算 Step 9: Budget,制定預(yù)算原則 Budget principles 業(yè)務(wù)增長(zhǎng)，則追加預(yù)算Grow business, then increase budget 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Set aggressive budget on revenue growth and conservative budget growth on expense 每月對(duì)完成情況做回顧 Review the achievement on monthly basis 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Adjust e

15、xpense spending when revenue budget is not being met 人力資源預(yù)算 Head count budget 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 Conservative in adding new HCs as it is management responsibilities to develop, retain and re-deploy employees,第九步：預(yù)算 Step 9: Budget,應(yīng)該申請(qǐng)多少預(yù)算How much to apply -5% 原則-5% principle 當(dāng)業(yè)務(wù)增長(zhǎng)時(shí)，以可行的費(fèi)用

16、預(yù)算為基準(zhǔn)，降低5預(yù)算支出Reduce 5% spending budget based on your available benchmark in a growing environment 當(dāng)業(yè)務(wù)衰退時(shí)，降低5%的費(fèi)用削減 Reduce 5% of your spending cut based on your available benchmark in a declining period “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” “Good company can either grow revenue or reduce cost. Great compa