1、企业愿景、使命、价值观与 业务战略明晰指引,韬睿咨询战略阐明方法 Strategy Articulation Road Map,战略阐明过程(释例) 某国际性汽车公司公司中国分公司,企业愿景、使命、价值观与 业务战略明晰工作思路,我们现在要阐明的是.,战略目标 Strategic Objectives,战略 Strategy,驱动因素 Drivers,愿景 Vision,使命 Mission,价值观 Values,关键绩效指标 Key Performance Indicators,企业未来想要达成的模样、境界,What the organization hopes to become,企业愿景
2、 Shared Vision,Example of Vision - General Motor Corporation,At GM, we are striving to create and maintain an environment that naturally enables the people of General Motors, its unions, suppliers, and dealers to fully contribute and achieve personal fulfillment in the pursuit of total customer enth
3、usiasm.,2010年成为全球第五大汽车品牌,Example of Vision - Hyundai Motor Group,to become one of the top five global automakers.,Ford Global Vision is of a corporate culture which provides a safe, inclusive, and supportive environment where diversity is valued and everyone is empowered to be authentic about themse
4、lves in the workplace, without fear of loss of opportunity, thus allowing them full realization of their potential and equal participation in all aspects of corporate life.,Example of Vision - Ford Motor Company,Performance: FUN and Sporty! Brand Image: Increase marketshare Environment Safety Longev
5、ity Dependability,Example of Vision - Volkswagen Motor Company,Example of Vision - Toyota Motor Corporation,Our Vision: Contributing to industry and economy through technology transfer, human resource development and vehicles that meet global standards at competitive price. Contributing to well-bein
6、g and stability of team members. Contributing to the overall growth for our business associates and the automobile industry.,“Six Hondas in every garage.”,Example of Vision - Honda Motors,To be the No. 1 by far in the quality of Sales and Services, achieve a volume sale of 25000 units and service re
7、tention of 4 by the year 2010.,Example of Vision - Nissan Corporation,我们现在要阐明的是.,战略目标 Strategic Objectives,战略 Strategy,驱动因素 Drivers,愿景 Vision,使命 Mission,价值观 Values,关键绩效指标 Key Performance Indicators,企业经营的事业定义及范围,The organizations business,使命 Mission,描述“使命”时的考虑项目,客户 - 谁是公司的客户? Who are our customers? 产
8、品及服务 - 公司主要提供的产品或服务是什么? What are our key products or services? 市场 - 公司在那一个行业或目标市场中营运? To whom do we serve? 核心能力 - 什么是公司自豪的独特能力? What are our core competencies? 提供的利益 - 公司对客户及股东提供的主要价值利益是什么? What benefits do we provide our customers and stockholders?,Example of Mission - Chrysler Vehicle,Our mission
9、is to understand your needs and respond to them in a manner that exceeds your expectations - every time. This includes:, Responding to customer inquiries within twenty-four hours Servicing customers in a fair, equitable, and professional way Resolving customer concerns in an agreeable manner,Example
10、 of Mission - Toyota Motor Corporation,Our mission is to design, manufacture and market automobiles worldwide, while maintaining the high quality that meets global Toyota quality standards, and offer superior value and excellent after-sales service. We are dedicated to providing the highest possible
11、 level of value to customers, team members, communities and investors.,Example of Mission - Nissan Corporation,“Our Mission is to ensure a total and recurring enjoyable ownership experience to each of our customers by following best practices in everything we do”.,Example of Mission - BMW Group,作为最成
12、功的高档汽车和摩托车生产商立足于国际市场,我们现在要阐明的是.,战略目标 Strategic Objectives,战略 Strategy,驱动因素 Drivers,愿景 Vision,使命 Mission,价值观 Values,关键绩效指标 Key Performance Indicators,The fundamental beliefs of the organization,价值观 Value,企业经营的基本理念,Example of Value - Ford Motor Company,To provide a venue for networking, socializing, a
13、nd communication among Fords (including subsidiaries and affiliates) active or retired employees, contractees, and allies diversity of talent, skill and experience of our people To endeavor toward a safe work environment at Ford, free from all forms of harassment To advocate for the business value o
14、f diversity within the workforce,To create new value, excite and delight our customers through the best automotive products and services We value integrity, customer focus, creativity, efficient and nimble actions and respect highly motivated people and team spirit. We positively support environment
15、al matters, safety and society.,Example of Value - Ford Motor Company (Mazda),Elevation of the Japanese culture and national status Being a pioneer-not following others; doing the impossible Encouraging individual ability and creativity,Example of Value - Toyota Motor Corporation,Example of Value -
16、Nissan Corporation,INTEGRITY We believe that honesty, transparency, strong moral principles and high ethical standards are essential in every aspect of our business. We will have the courage to accept responsibility for all our actions. COMMITMENT We are passionate about implementing our organizatio
17、ns strategies to the best of our abilities and wholehearted dedication. We will deliver what is expected from us with clear focus on priorities and total involvement.,ADDING VALUE We believe in having a win-win relationship and adding value to our customers, business partners, stakeholders, employee
18、s and community through our effective processes, in order to make a positive difference. NEVER BEING SATISFIED We believe in continuous improvement in every aspect of our operations. We challenge what we perform today and make it more efficient in line with the dynamic environment, in order to achie
19、ve a better work quality & world-class standard.,愿景: 东风汽车有限公司,东风汽车有限公司东风在中国乃至世界汽车行业有高超的市场地位，在2010年以前成为真正具有国际竞争力的汽车集团。,愿景、使命和价值观：东风乘用车 (小组讨论）,愿景（与东风有限愿景相对应）： 乘用车公司的成功运作成为有限公司2010年具有国际竞争力集团的主要原因 乘用车产品成为中国乘用车第一生产基地 使命： 制作高质量、耐用、有盈利的乘用车产品和服务。建立中国乘用车第一生产基地 价值观： 秉承东风集团和风神汽车的优良量传统，结合日产印证的制造理念，发展为东风乘用车独有的价值
20、观：严谨、高效、创新和团队精神。（小组讨论：5分钟，再提示例子，在继续讨论10分钟，最后每组宣读自己小组讨论的结果）,我们完成的是.,DONE !,战略目标 Strategic Objectives,战略 Strategy,驱动因素 Drivers,愿景 Vision,使命 Mission,价值观 Values,关键绩效指标 Key Performance Indicators,我们现在要阐明的是.,战略目标 Strategic Objectives,战略 Strategy,驱动因素 Drivers,愿景 Vision,使命 Mission,价值观 Values,关键绩效指标 Key Perf
21、ormance Indicators,战略特点Strategic Differentiator,A few approaches , that if achieved , will distinguish a company from its competition and ensure success 能够使公司在竞争环境中显现出 竞争优势并确保成功，具有 特色的资源运用决策,研拟战略特点时的考虑因素,营运环境 Operation Environment 总体经济Economic/产业环境 Industry 产品趋势Product Trend 竞争强度Competition 核心能力 Com
22、petency/Challenges 企业层战略目标 Corporate Objectives 财务性与非财务性Financial/Non-Financial 事业部策略 BU Strategies 产品特色/价格/渠道特色/生产特性/规模与垂直整合程度 Product/Price/Channel.,Example of Strategy - Honda Motors,Customer Focus: Stay close to customers Understand their needs Exceed their expectations,Example of Strategy - Nis
23、san Corporation,Service excellence Want to be recognized as industry leader in service excellence.Customer intimacy: Wants to develop lifetime relationship with customers through postcards and via e-mail and their web-site.,Example of Strategy - Toyota Motor Corporation,Automotive safety and environ
24、ment are major concerns. Keep customer informed through its extensive web-site. Value long-term strategy.,Relationship Building versus Low Finance Terms.Outsource operations that can be done more economically.Produce an Innovative, Different Product.,Example of Strategy - Volkswagen Motor Company,我们
25、完成的是.,DONE !,战略目标 Strategic Objectives,战略 Strategy,驱动因素 Drivers,愿景 Vision,使命 Mission,价值观 Values,关键绩效指标 Key Performance Indicators,我们现在要阐明的是.,战略目标 Strategic Objectives,战略 Strategy,驱动因素 Drivers,愿景 Vision,使命 Mission,价值观 Values,关键绩效指标 Key Performance Indicators,战略目标 Strategic Objectives,Performance resu
26、lts desired in the future 与公司战略特点相连接，未来应达成量化或质化之绩效水准,确定战略目标,战略特点 (Strategy),针对此一战略特点之战略目标(Objectives),设定战略目标释例,战略特点描述,战略特点含义,xx是一个能够迅速反应市场改变的弹性产销体系 A QR & flexible system for production & marketing/sales,组织目标,强大的市场情报收集机制 Powerful Information collection mechanism弹性化的研发资源运用能力 Flexible allocation of RD
27、 resources快速有效之产、销、研发协调能力 Fast & effective coordination,每年成功上市三项新产品 At least 3 NP successful launch per-year 公元2000年时新产品销售额占总销售额的30 NP sales reach 30% of total sales at Y2K与至少10家外部相关研究机构成立至少10件应用性研发计划 link with at least 10 Labs for 10 projects,Example of Strategic Objectives - Nissan Corporation,to
28、increase business from existing customers to up-sell them to higher value models where appropriate to understand the target audience and acquire the right new customers in order to increase sales volumes and market share,Example of Strategic Objectives - Ford Motor Company,To be a low-cost producer
29、of the highest quality products and services that provide the best customer value,Example of Strategic Objectives - BMW Group,我们的战略目标是谋求在亚洲的发展，从长远看使亚洲的销量逐渐接近德国、西欧和美国的水平 进一步巩固在亚太区的领先地位,Example of Strategic Objectives - Toyota Motor Corporation,近期丰田在中国的战略目标是办好合资企业，推出好的产品，脚踏实地地把质量搞好。以期实现占有中国汽车市场的战略目标。远
30、期是在中国生产从微车到重卡的丰田全系列产品，以满足中国市场需要。,我们完成的是.,DONE !,战略目标 Strategic Objectives,战略 Strategy,驱动因素 Drivers,愿景 Vision,使命 Mission,价值观 Values,关键绩效指标 Key Performance Indicators,我们现在要阐明的是.,战略目标 Strategic Objectives,战略 Strategy,驱动因素 Drivers,愿景 Vision,使命 Mission,价值观 Values,关键绩效指标 Key Performance Indicators,A quant
31、ification of how well activities within a activity or the outputs of a activity achieve a strategic goal.衡量作业活动被执行程度，或 衡量产出是否达成战略目标 之重要量化指标,关键绩效衡量指标 Key Performance Indicator (KPI),绩效衡量之目的,指出努力的重点，集中资源于刀口 Focus Efforts/ Provide Direction 衡量进步程度 Monitor Progress 作为与其它企业比较之根基 Benchmark Against Others,
32、指标特征,容易了解与使用 与实际操作面结合 可控制，亦即可透过行动改善绩效者 与战略间具有逻辑相关之关系 可信的，可靠的 可衡量性,绩效指标的种类,KPI in most Automobile markets,New Innovative TechnologiesQuality and PricingSafetyCustomer Loyalty and ConvenienceEmployee Satisfaction,目标 GoalProfitabilityNew TechnologiesFinest customer serviceFlawless quality,Example of KP
33、I - Hyundai Motor Group,绩效指标 Performance MeasuresGross margins, Residual incomeR&D DurationOverall Customer Satisfaction Compare with Competitors Frequency of maintenance,目标Financial Health Customer Relationship High Quality Employee Satisfaction,Example of KPI - Ford Motor Company,绩效指标RI, RONA, EVA
34、, etc.Overall Customer SatisfactionAcceptable failure rate% of satisfied employees,目标Profitability SafetyEnvironmental Employee Satisfaction,Example of KPI - Volvo Motor Company,绩效指标ROC, RONA, RI, etc.Possibility of accidentAverage oil consumptionPayment to Shareholders,目标Profitability Market Positi
35、on Productivity Product Leadership Personnel Development Employee Attitudes,Example of KPI - GE,绩效指标Residual IncomeMarket ShareOutputCompetitive standingInventory of promotable people% of satisfied employees,了解市场与客户并规划运筹流程,作业名称,绩效指标名称,有效客户数 (“有效”待定义),市场占有率 & 客户占有率 (计算式待定义),销售目标达成率 (计算式待定义),收支达成率 (计算
36、式待定义),Example of KPI - XXX,战略：东风乘用车（小组讨论）,向目标顾客群提供全面和优质的水平业务，以促进销售和品牌认知 通过高效有侧重的管理以达到保持最佳利润与产量，并实现可持续增长又盈利的战略目标 加强管理系统并与东风集团与东风有限公司的其它成员紧密配合 为客户提供高质量、低成本好产品。 ,细化战略：东风乘用车（小组讨论）,实现作为主要厂家所应有的销售量和市场份额 整车销售的利润最大化 达到顶级客户服务 追求售后事业利益的最大化 提高QCD水平 导入新产品和开发新车构架 提高人力资源经济效益 建立强大的品牌知名度,Key KPI-东风乘用车 （小组讨论）,网点数量，销
37、售台数， 批发销售的固定让利比率 服务满意度， 回厂率，J.Dpower评级 生产周期（包括：生产计划达标率，交车计划达标率），直接材料成本降低率，直接劳动生产率，设备投资额摊薄，营运资金流转，库存，市场品质评价，出库品质提升率 年度技术降成本度，新车国产化率，流程改善程度， 劳动生产率（人均销售收入），人工成本投入有效性（平均人工成本，福利费用，辆份人工费），人力资源战略规划，人力资源体系规范和完善（薪酬和绩效管理，选拔和继任）， 品牌认知度,小组讨论：过去和现的比较（愿景-使命，战略目标和KPI）,企业发展周期与KPI的关系 KPI的比重,乘用车发展周期是介于增长期与成熟期之间（不同的产品
38、属于不同的期间） 东风乘用车的各部门的KPI的优先秩序以客户导向和财务导向为主 企业生命周期与对应的战略及KPI,小组讨论：KPI比重分解,乘用车事业部整体KPI的比重分解讨论 功能KPI比重分解讨论： 采购：直接材料成本降低率 研发 ：年度技术降成本度，新车国产化率，流程改善程度， KPI责任单位和有关单位的分析，例如：研发功能的年度技术降成本度 责任单位：研发 有关部门：研发，生产，采购，品保部，等等 达到KPI的工作流程： 国产件开发流程， 设计更改流程 其它功能KPI讨论,小组讨论小结演示重点,定位和战略调整的影响 功能KPI比重分析和根据 KPI比重改变和有关工作流程的影响 其它影响
39、工作流程的因素（组织架构）,公司研发、采购流程实例分析,流程 设计变更控制流程 国产化零部件开发程序供应商开发评价流程外协产品采购控制流程,KPI 年度技术降成本度，流程改善程度， 年度技术降成本度，新车国产化率，直接材料成本降低率，出库品质提升率 年度技术降成本度，新车国产化率，年度技术降成本度，新车国产化率，直接材料成本降低率，出库品质提升率,业务战略,降低成本,创新,业务壮大,组织的驱动因素,组织架构,ILLUSTRATIVE,公司的战略是什么？ 如何管理？,影响公司组织结构的最重要的战略及理论因素是什么？,如何构造组织架构以反应关键利益驱动因素,组织架构说明（理论基础）,管理理念,出库
40、品质提升率,管理理念,Examples,5,基本松散型,部分松散型,组织架构说明（理论基础）,控股公司 (“Loose”),完整型公司 (“Tight”),集权型,松散型,混合,Boeing Dow Chemical Emerson Electric,BP Amoco Daimler-Crysler GM,Hewlett-Packard,Exxon,Boeing DuPont IBM Ford Renault-Nissan,British Airways Procter & Gamble Toyota Honda,Note: Based on previous Towers Perrin cl
41、ient work, using publicly-available information sources.,对于任何一种结构驱动因素公司都可以选择“松散”或“紧密”的结构与其对应,Example Design Driver: People Programs/Approaches,“紧密”型组织结构的特点 (e.g., Integrated Company Model),统一的以公司为中心的计划 各部门间的优先能动性 各部门都实行一般管理 各部门间的有限自主性,“松散”组织结构的特点 (e.g., Holding Company Model),各单位间巨大的差异性 本地自主化 根据各部门需
42、要制定的发展计划 考虑各部门间的环境差异,Desired State,EXAMPLE,组织架构说明（理论基础）,Repeating this exercise for each driver provides a “snapshot” of what the organization should do, and consequently, how it should be organized,不同类型企业总部与所属分支机构的关系 -目标型,Desired State,“松散”组织结构的特点 (e.g., Holding Company Model),各单位间巨大的差异性 本地自主化 根据各部
43、门需要制定的发展计划 考虑各部门间的环境差异,“紧密”型组织结构的特点 (e.g., Integrated Company Model),统一的以公司为中心的计划 各部门间的优先能动性 各部门都实行一般管理 各部门间的有限自主性,不同类型企业总部与所属分支机构的关系 -指引型,Desired State,“松散”组织结构的特点 (e.g., Holding Company Model),各单位间巨大的差异性 本地自主化 根据各部门需要制定的发展计划 考虑各部门间的环境差异,“紧密”型组织结构的特点 (e.g., Integrated Company Model),统一的以公司为中心的计划 各部
44、门间的优先能动性 各部门都实行一般管理 各部门间的有限自主性,不同类型企业总部与所属分支机构的关系 -指导型,Desired State,“松散”组织结构的特点 (e.g., Holding Company Model),各单位间巨大的差异性 本地自主化 根据各部门需要制定的发展计划 考虑各部门间的环境差异,“紧密”型组织结构的特点 (e.g., Integrated Company Model),统一的以公司为中心的计划 各部门间的优先能动性 各部门都实行一般管理 各部门间的有限自主性,不同类型企业总部与所属分支机构的关系 -运作型,Desired State,“松散”组织结构的特点 (e.
45、g., Holding Company Model),各单位间巨大的差异性 本地自主化 根据各部门需要制定的发展计划 考虑各部门间的环境差异,“紧密”型组织结构的特点 (e.g., Integrated Company Model),统一的以公司为中心的计划 各部门间的优先能动性 各部门都实行一般管理 各部门间的有限自主性,“Desired State” For Structural Drivers,EXAMPLE,Source: Towers Perrin.,组织架构说明（理论基础）,每一种结构模式都因包括： Each organizational alternative should in
46、clude: 层级报告关系 Reporting relationships 每个单位的理念 Philosophy/rationale for each major unit 角色及岗位描述 Description of unit roles and responsibilities 主要利益及成本/风险/局限性 Key benefits and costs/risks/constraints 必要条件应包括岗位责任 Competencies needed to carry out unit responsibilities,President And Chief Operating Offic
47、er,Chairman And Chief Executive Officer,VP, People Services,VP, Public Affairs VP, Corporate Communications VP, International Communications VP, General Counsel and Secretary Staff Executive, Investor Relations,VP, Resource Planning VP, Purchasing VP, Property And Facilities,SVP, Planning,UAL CORPOR
48、ATION,SVP, People,EVP, Corporate Affairs,SVP And CIO,SVP And CFO,VP, Finance VP, Controller VP, Treasurer,VP, Engineering And Technical Support VP, Production,VP, Latin America VP, Atlantic VP, Pacific NW VP, Pacific South,VP, Standards and Training,SVP, Fleet manufacturing Operations,VP, North America,SVP, North America,SVP, Marketing,VP, Revenue Management Director, Marketing Communication,Source: Towers Perrin analysis of 1997 Annual Report, 10K, and secondary research (e.g., analyst reports, industry press).,
