咨询顾问手册

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1、顾问咨询指南Consulting Guide本企业开展顾问咨询指南适用于顾问咨询公司。它为顾问咨询公司实施咨询项目提供了详尽的指导。This Business Planreport is the Business Development Consulting guide to be used by the BSPs. It sets out the Modules for BSPs to implement the consulting programa proposed package of assistance for SMEs the Eastern Indonesian regions

2、 to be .TABLE OF CONTENTS背景 BACKGROUND4了解本指南 UNDERSTANDING THIS GUIDE6八模块企业开展阶梯 THE 8 MODULE BUSINESS DEVELOPMENT LADDER6模块一：了解你的企业 MODULE 1: UNDERSTANDING WHAT BUSINESS YOU ARE IN6概述 Overview6主要学习目标 Key Learning Objectives6工具 Tools6典型的模块一程序 Typical Module 1 Program6需完成的任务 Tasks to Be pleted6模块二:了解顾

3、客、市场和产品 MODULE 2: UNDERSTANDING THE CUSTOMERS， MARKETS AND PRODUCTS6概述 Overview6主要学习目标 Key Learning Objectives6工具 Tools6典型模块二程序 Typical Module 2 Program6需完成的任务 Tasks to Be pleted6模块三:确定商业模式 MODULE 3: DEFINING THE BUSINESS MODEL6概述 Overview6主要学习目标 Key Learning Objectives6工具 Tools6典型的模块三程序 Typical Mod

4、ule 3 Program6需完成的任务 Tasks to Be pleted6需完成的任务 Tasks to Be pleted6模块四:员工授权 MODULE 4: TEAM EMPOWERMENT6对企业业绩进展管理 Managing Organisational Performance6主要学习目标 Key Learning Objectives6工具 Tools6需完成的任务 Tasks to Be pleted6模块五:市场营销战略计划 MODULE 5: STRATEGIC MARKETING PLAN6概述 Overview6主要学习目标 Key Learning Object

5、ives6工具 Tools6典型的模块五程序 Typical Module 5 Program6需完成的任务 Tasks to Be pleted6模块六:企业系统化 MODULE 6: BUSINESS INDEPENDENCE6概述 Overview6主要学习目标 Key Learning Objectives6工具 Tools6典型的模块六程序 Typical Module 6 Program6需完成的任务 Tasks to Be pleted6模块七:组织结构，知识，环境管理和技术应用战略 MODULE 7: ORGANISATIONAL STRUCTURE， KNOWLEDGE， E

6、NVIRONMENTAL MANAGEMENT AND TECHNOLOGY STRATEGIES6概述 Overview6主要学习目标 Key Learning Objectives6工具 Tools6典型的模块七程序 Typical Module 7 Program6需完成的任务 Tasks to Be pleted6模块八:反应和持续改善 MODULE 8: FEEDBACK AND CONTINUOUS IMPROVEMENT6概述 Overview6学习目标 Learning Objectives6工具 Tools6典型的模块八程序 Typical Module 8 Program6

7、需完成的任务 Tasks to Be pleted6需完成的任务 Tasks to Be pleted6注NOTES6注NOTES6注NOTES6注NOTES6背 景Background本指南旨在为咨询顾问公司和其它商业服务机构提供技术和方法，使他们能够成功地为中小企业提供咨询服务。This guide is designed to provide consultants and other service providers with techniques and methodologies that will enable them to embark on successful cons

8、ulting engagements with small/medium size enterprises (SMEs).这里提供的资料旨在帮助咨询顾问公司能够与中小企业建立互惠的关系。 方法不仅可以获得 “快速取胜的效果， 还能够促进咨询顾问与客户之间建立长期的关系-这是一种让咨询顾问获得 “受信任的顾问的地位的关系， 是一种使双方的知识和资源聚集成一个 “知识和资源库的关系。 The materials provided， aim to enable the consultant to engage with SMEs in a mutually beneficial relationsh

9、ip. While the methodologies used will provide “quick wins， the materials are designed to facilitate a long-term relationship between consultant and client a relationship where the consultant earns the status of “trusted advisor and where the knowledge and resources of both parties are used to create

10、 a “pool of knowledge and resources.该项目的目的是改善企业在财务和运营这两方面的业绩。 这是通过在企业中实施许许多多小的措施后达到的结果。 普通和优秀企业的区别总是表现在小事情之中!The purpose of the program is to improve the performance of the business both financially and operationally. This will be achieved as a result of the many， many little things that you impleme

11、nt in your business. The difference between and ordinary and extra-ordinarybusiness always lies in these little things!本项目分为八个模块The program is split into 8 Modules;1. 了解你的企业Understanding What Business You Are In;2. 了解你的客户，产品和市场Understanding Your Customers， Products and Markets;3. 商业模式The Business Mo

12、del;4. 员工授权Team Empowerment;5. 市场营销战略计划The Strategic Marketing Plan;6. 企业系统化Business Independence;7. 组织结构，知识， 环境管理和技术应用战略Organizational Structure， Knowledge， Environment Management and Technology Strategies; and8. 反应与持续改善Feedback and Continuous Improvement.我们建议你在按月收取客户咨询费的前提上， 全面实施本项目。 但是， 在某些情况下， 先

13、提供本项目的局部内容可能更适宜， 例如， “客户咨询会， 或 “优质服务争创第一的客户服务培训。We remend that you implement the program in its entirety based on the client paying a fixed monthly fee for your services. However in some instances it may be more appropriate to offer just a few aspects of the program， for example， the Customer Adviso

14、ry Session or the “Exceptional Service Leading The Pack customer service training.本项目旨在了解企业， 提出和实施改良措施， 提供对企业所有者和员工都有实际意义的培训。 本项目旨在使企业业绩得到长期, 显著的改善。The program is based on exploring the business， generating and implementing improvements and providing practical meaningful training to both the busines

15、s owners and the team members. It is based on achieving significant long-term business performance improvements.了解本指南Understanding This Guide本指南旨在概述经营业绩改善项目的八个模块。This guide aims to provide an overview of the 8 Module Business Performance Improvement Program.经营业绩改善项目共分为八个模块:The Business Performance I

16、mprovement Program has been split into 8 distinct Modules:1. 了解你的企业Understanding What Business You Are In;2. 了解你的客户，产品和市场Understanding Your Customers， Products and Markets;3. 商业模式The Business Model;4. 员工授权Team Empowerment;5. 市场营销战略计划The Strategic Marketing Plan;6. 企业系统化Business Independence;7. 组织结构，

17、知识， 环境管理和技术应用战略Organisational Structure， Knowledge， Environment Management and Technology Strategies; and8. 反应与持续改善Feedback and Continuous Improvement本指南接下来的局部对每个模块进展了概述。 每个模块都由8个步骤组成。 本指南中还提供有图表, 以帮助咨询顾问学习和理解这一流程。此外, 有工具提供的步骤也标注有专门的符号。针对每个模块， 我们都已提供了以下的内容:The following sections of this guide will p

18、rovide an overview of each of these Modules. Each Module is broken down into an eight stage process. Where possible， throughout the guide， diagrams have been used to facilitate the learning and understanding process. In addition， symbols have been used to identify the tools used in each stage of the

19、 process. For each Module of the process， we have provided: 该模块的概述 An overview of the Module; 主要学习目标(以表示)Key Learning Objectives (denoted by ); 该模块中提供的工具(以?表示)A list of the available tools for that Module (denoted by ?); 以图示方法列出八个步骤 A diagrammatic representation of the 8 stages involved; and “需完成的工作

20、 清单， 与工具相互参照 ( 以表示)A list of “Things to Do， cross-referenced to the tools (denoted by )战略性经营业绩改善模式The Strategic Business Performance Improvement Model了解你的企业企业宗旨和目标Understanding what business you are in Your Mission and Goals了解你的客户，市场和产品Understanding your customers， markets and products员工授权-建立标准和文化Te

21、am Empowerment -Developing standards and culture商业模式The Business Model市场营销战略计划The Strategic Marketing Plan组织结构， 知识， 环境管理和技术应用战略Organisational Structure， Knowledge， Environmental Management and Technology Strategies企业系统化-建立制度和规如此Business Independence Creating systems and manuals反应和不断改良Feedback and Co

22、ntinuous Improvement八模块企业开展阶梯The 8 Module Business Development Ladder结构， 知识， 技术和环境管理战略Structure， Knowledge， Technology and Environmental Management Strategies31657482了解你的客户，市场和产品-制定竞争力性战略Understanding Customers， Markets & Products defining the petitive strategy商业模式-结构， 业务和财务计划The Business Model stru

23、cture， business & financial plan员工授权-建立标准，文化和人力资源Team Empowerment developing standards， culture & Human Resource strategies监视和持续改良-保持该过程持续进展Monitoring & Continuous Improvement 企业系统化-建立制度和规如此Business Independence creating systems and manuals市场营销战略计划-制定和实施 The Strategic Marketing Plan documentation an

24、d execution了解你的企业Understanding what business you are in模块一：了解你的企业Module 1: Understanding What Business You Are In概述Overview任何咨询业务的开始阶段都是非常重要的。 作为咨询顾问， 你所负责的是过程-这是需要特别引起你注意的，你几乎不太可能控制结果。 你和你的客户一起开始了一个令人兴奋的旅程。 在这个旅程中， 客户和咨询顾问之间要进展双方向互动的知识交流。 这种信息的交流过程本身同信息一样有价值。The initial stage of any consulting assi

25、gnment is particularly important. As the consultant you are responsible for the process it is important to note， that it is almost impossible for you to control the oute. You and your client are embarking on an exciting journey together. During this journey， knowledge will be transferred between bot

26、h parties - the client and the consultant. The process of this information transfer is as valuable as the information itself. 各方都要了解自己在这一关系中所扮演的角色-你只是咨询项目的推动人， 而不是客户业务的专家!All parties must understand your role in the relationship you are the facilitator of the program， you are not an expert in your c

27、lients business!一般来讲， 在项目的第一阶段， 你要收集关于客户与其业务的信息。 你还要召开你的第一次战略计划会议。 第一阶段的目的是建立客户和咨询顾问之间的关系， 并开始经营业绩改善项目的 “计划 阶段。 Typically， during this first stage of the program you will gather information regarding your client and their business. You will also hold your 1st Strategic Planning Session. This first s

28、tage of the program is designed to develop the relationship between client and consultant and begin the “planning stage of the Business Performance Improvement Program.主要学习目标Key Learning Objectives下面的清单详细列举了模块一-“了解你的企业主要学习目标的一些内容:The following list details some of the Key Learning Objectives of Modu

29、le 1 Understanding What Business You Are In: 了解企业所有者 (或主要股东)的个人和企业目标， 并开始以所有者的个人目标为根底制定企业宗旨和/或远景；To understand the personal and professional goals of the business owners (or key stakeholders)， and begin to develop the Mission and/ or Vision for the business based on the personal objectives of the ow

30、ners； 了解企业当前财务和非财务方面的业绩情况概况；To obtain an overview of the current financial and non-financial performance of the business； 了解企业所服务的市场，与其产品在各自生命周期中所处的位置；To understand where the business and each market is in its product life cycle； 了解如何评估企业的价值和系统化会给企业价值带来的影响；To understand how businesses are valued and

31、 the impact that systematisation can have on the value of the business； 确认企业的战略优势，劣势，以与当前所面临的机会和威胁；To identify the strategic strengths， weaknesses， opportunities and threats currently facing the business； 明确改善企业表现的立即行动点(IAPs)；To identify Immediate Action Points (IAPs) to improve the performance of t

32、he business； 明确企业面临的困境和通过实施BPIP来解决问题的方法；To identify the frustrations of the business and ways in which the BPIP can assist to resolve those issues； and 建立咨询顾问和客户合作的根底一种持续的关系To establish the basis on which the consultant and client will work together the on-going relationship.工具Tools如下工具为你提供工作帮助。 工具与

33、 需完成的任务 局部相互参照( 用表示)。 The following Tools have been provided to assist you. These Tools arecross-referenced throughout the “Tasks to Be pleted section (denoted by). 第一次战略计划会议邀请函1st Strategic Planning Session Invitation 第一次战略计划会议准备清单1st Strategic Planning Session Checklist 战略需求分析问卷 (SNAQ)Strategic Ne

34、eds Analysis Questionnaire (SNAQ) 客户服务重点问卷Customer Service Focus Questionnaire 利润潜力 (表格)Profit Possibilities (Spreadsheet) 第一次战略计划会议议程1st Strategic Planning Session Agenda 第一次战略计划会议PowerPoint演示稿1st Strategic Planning Session PowerPoint Presentation 第一次战略计划会议报告模本1st Strategic Planning Session Report

35、Template 合作意向书模本Engagement Letter Template 小组计划会情况汇报议程Team Planning Session Debrief Agenda典型的模块一程序Typical Module 1 Program制定今后12个月的工作安排Schedule client program for 12 months87与小组成员交流工作结果municate oute to team members建立持续的客户关系根底，并向客户提交合作意向书Establish basis of on-going relationship and send Engagement Le

36、tter to client information from client65准备提交给客户的包含IAPs的计划讨论会报告Prepare Planning Session Report for client with IAPs assigned4召开第一次战略性计划讨论会， 确保自己明确 “立即行动点(IAPs )Hold 1st Strategic Planning Session ensure you identify the “Immediate Action Points (IAPs)3分析客户信息， 确定第一次计划会的日程明确 “热点 和 “ E-DAYAnalyse client

37、 information and set your agenda for the 1st Planning Session identify the “hot spots and “E-Day2从客户处收集信息Collect information from client1安排第一次(共两次)战略计划会议的后勤事宜Arrange logistics for 1st (of 2) Strategic Planning Session需完成的任务Tasks to Be pleted1.1安排第一次战略计划会议的后勤事宜Arrange logistics for 1ST Strategic Plan

38、ning Session 第一次战略计划会议大约进展3-4个小时。 在此期间， 你将教给企业的所有者如何分析他们所从事行业的性质和评估他们在每个市场上的竞争地位。 你们还要一起研究SNAQ和完成一份立即行动点的清单。The 1st Strategic Planning Session will take approximately 3-4 hours. During this time you will teach the business owners how to analyse the nature of the industry in which they operate and ev

39、aluate their petitive positioning within each market. Together you will also review the SNAQ and pile a list of Immediate Action Points. 这个会议还会给你提供更好地了解你的客户的机会。 你应当利用这次会议来获得他们的信任和建立你们之间的合作关系。The session also gives you the opportunity to get to know your clients better. You should use the session to

40、gain their trust and build your working relationship. 确定会议的日期和时间。Set the date and time for the session. 邀请客户-用信函/ /电子的形式确认安排。 请参见“第一次战略计划会议邀请函Invite the client use a letter/fax/email to confirm arrangements. Please refer to “1st Strategic Planning Session Invitation 向客户发出 “战略需求分析问卷。Send the “Strateg

41、ic Needs Analysis Questionnaire“to the client. 安排会议地点-尽量使用中立性的地点-会议场所必须确保无干扰。Arrange venue try to use a neutral venue there must to be no distractions. 餐饮事项-应准备午餐和上下午茶。Refreshments lunch， morning and afternoon tea should be arranged. 会议设施-白板， 白板笔， 电脑 (供PowerPoint演示之用)， 纸， 笔， 投影仪。 请参见 “第一次战略计划会议 准备清单

42、。Equipment whiteboard， marker pens， puter (for PowerPoint presentations)， paper， pens， projector. Please refer to “1st Strategic Planning Session Checklist1.2从客户处收集信息Collect information from client 在第一次战略计划会议之前， 你需要从客户处收集大量信息。You will need to gather plenty of information on the client prior to the 1

43、st Strategic Planning Session. 如果客户有的话， 你应当浏揽其。If applicable you should view the business web-site. 请客户提供应你他们所有的企业介绍和广告材料。Ask the clients to send you any brochures or advertising material that they have. 你还需要客户的3年财务报表 (盈亏表， 资产负债表和现金流量表)。 还要请客户给你提供他们通常使用的管理报告.You will also need 3 years of financial s

44、tatements (Profit and Loss， Balance Sheet and Cash-Flow statements). Ask the client to also send you copies of any management reports that they routinely use. 你需要客户填写SNAQ问卷，并在会议前的至少4-5天把它交给你。 这样， 你才会有充足的时间来分析问卷，并为第一次战略计划会议作准备。You will need the client to plete the SNAQ and return the information to y

45、ou at least 4 5 days prior to your meeting. This will give you enough time to analyse the pleted questionnaires and make some notes for your 1st Strategic Planning Session. 客户还应当完成并交给你 “客户服务要点 问卷。 这一问卷是用来衡量企业提供优质客户服务方面的表现。 该问卷的结果在本项目的后面阶段会用到， 并将用来同客户和员工的反应结果相比拟。 The client should also plete and retu

46、rn to you the “Customer Service Focus Questionnaire. This questionnaire is designed to gauge the organisations mitment to exceptional customer service. The results will be used later in the program and pare to feedback gathered from both customers and team members. 不要忘记询问客户，他们是否还有其它他们认为对你有用的信息。 如果有，

47、 请他们提供应你。Dont forget to ask the client if there is any other information that they think would be useful to you. If possible get the client to send you this information.1.3分析客户信息Analyse client information 第一次战略计划会议一定要做非常充分的准备-这是一次很重要的会议， 它将为你和客户的未来合作确定基调。 要用3个小时重新审阅已填写完成的SNAQ和你所收集的其它信息。You will need

48、 to prepare thoroughly for the 1st Strategic Planning Session it is a very important meeting that will set the tone for your future engagement with the client. Allow 3 hours to review the pleted SNAQ and any other information you have gathered. 在阅读SNAQ时， 应当注意的方面包括While going through the SNAQ you sho

49、uld look for problem areas for example 企业所有者与其他主要决策人在目标和观念之间的冲突Conflicts between the goals and ideals of the owners and other key decision-makers. 问卷中没有回答的局部(这也许反映了企业信息系统的弱点) Areas where no information has been provided (this may indicate weaknesses in the business information systems) 答卷人对问题的理解明显错误

50、的地方Areas where the respondent clearly has misinterpreted the question 在阅读SNAQ时， 把那些值得讨论的问题标出来， 并找机会把该项目所能提供的服务与客户所面临的困境与问题联系起来。As you go through the SNAQ， highlight areas for discussion and look for opportunities to relate the value of your products and services back to the clients frustrations and

51、problems. 用客户的财务数据填制 “利润潜力。Set up the “Profit Possibilities using the clients financial data. 准备好会议的议程并发送给所有参加会议的人员-请参见 “第一次战略计划会议议程 模本。Prepare an agenda for the session and send it to all participants please refer to “1st StrategicPlanning Session Agenda template.1.4召开第一次战略计划会议Hold 1st Strategic Pl

52、anning Session 在第一次战略计划会议的开始局部， 你要回顾企业所有者的个人和企业目标。 你还要阐述企业价值评估的原如此和系统化将如何提升企业的价值。 请参见 “第一次战略计划会议PowerPoint演示。During the first part of the 1st Strategic Planning Session you will be reviewing the business owners personal and business objectives. You will also be looking at the principles on which bus

53、inesses are valued and how systematisation of the business can increase the value of the business. Please refer to “1st Strategic Planning Session PowerPoint Presentation. 要记住， 会议其间不要总是你一个人在讲话。 如果让客户有机会谈论他们的某些问题和困境， 他们会觉得收获更大。 你要鼓励进展问题讨论，以制定一系列的行动来解决问题Make sure that you do not do all the talking at

54、the session. Clients will feel that they have received more value if they are able to express some of their problems and frustrations. Facilitate the discussion to generate a list of actions to address the frustrations. 在会议其间， 要逐一讨论你从SNAQ中发现的问题或弱点。 当客户表述问题时， 你可以将它们与你可以提供的用于解决问题的工具联系起来， 例如， 客户咨询会， 优质

55、服务培训等。During the session work through the areas of the SNAQ where you have identified problems or weaknesses. As the client expresses problems relate back to them the different tools that you have to deal with those issues e.g. the Customer Advisory Session， Exceptional Service Training etc 记住， 要确定一

56、些 “立即行动点 (IAPs)。 这是客户可以立即在企业内实施的行动。 有些IAP 可以对企业的赢利能力产生立竿见影的作用， 例如， 提高价格。 要切记， 是客户在实施行动， 而不是你。Make sure that you identify some “Immediate Action Points (IAPs). These are items that the client should implement in their business as soon as possible. Some of the IAPs should have an immediate impact on t

57、he profitability of the business e.g. increase prices. Remember that the emphasis should be on the client performing the action， not you.1.5给客户准备包含IAP的战略计划会议报告Prepare Strategic Planning Session report for client with IAPs assigned 会议之后， 你需要向客户提供一份报告。 这份报告要把这几天的事件写出简要总结。 它包括:After the session you wil

58、l need to provide a report for the client. The report should provide an “Executive Summary of the days events. It includes: 给客户的祝贺函；Congratulations letter for the client； 简要总结；Executive Summary； 立即行动点；Immediate Action Points； 月度会议安排；Schedule of monthly meetings； 小组会议的计划日期；Scheduled date for team mee

59、ting； 所有提出的问题的详细内容， 参阅行动清单；Details of all the issues raised， cross-referenced to the action list； 相互承诺声明；Mutual mitment statements； and 详细的行动清单， 与你所提供的产品，以与BPIP项目中的相关模块相结合。A detailed action list cross-referenced to the products you offer and the relevant Module of the BPIP program. 行动清单应当非常具体， 并分解为短

60、期行动， 如， IAP，和长期行动。The action list should be specific and split into short-term e.g. IAPs and longer-term actions. 报告的模本已提供-请参见 “第一次战略计划会议报告 模本。A template for the report has been provided please refer to “1st Strategic Planning Session Report template. 报告应当在会议之后的7天内送给客户。 并记住在报告发出的一两天后给客户打确认他们收到了该报告。T

61、he report should be sent to the client within 7 days of the session. Ensure that you call the client a couple of days after sending the report to ensure that they received it.1.6建立持续的关系根底， 并将合作函发给客户Establish the basis of the on-going relationship and send an Engagement Letter to the client. 在计划讨论会期间

62、，你将确立起你和客户的持续合作关系的特点。During the Planning Session you will have established with your client the nature of your on-going relationship. 持续性关系有两种形式。 你或者会使客户承受全部的BPIP计划， 或是会把一些服务捆绑在一起， 例如， CAS， TAS， 或者 “优质服务争创第一 培训等。Two alternatives exist for the on-going relationship. You will either have engaged the client in the full BPIP program or you wi