亚历山大大帝传-绿尾虹雉
顾问咨询指南
Consulting Guide
本企业进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 report is the Business Development Consulting guide
to be used by the BSP’s. It sets out the Modules for BSP’s
to implement the consulting program.
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目录
TABLE OF CONTENTS
背 景 BACKGROUND ......................................... 4
了解本指南 UNDERSTANDING THIS GUIDE ......................... 6
八模块企业进展阶梯 THE 8 MODULE BUSINESS DEVELOPMENT LADDER.. 9
模块一：了解你的企业 MODULE 1: UNDERSTANDING WHAT BUSINESS YOU ARE
IN .......................... .............................. 10
概述
O
VERVIEW
.............................................. 10
要紧学习目标
K
EY
L
EARNING
O
BJECTIVES
.......................... 11
工具
T
OOLS
................................................. 12
典型的模块一程序
T
YPICAL
M
ODULE
1
P
ROGRAM
..................... 13
需完成的任务
T
ASKS TO
B
E
C
OMPLETED
........................... 14
模块二:了解顾客、市场和产品 MODULE 2: UNDERSTANDING THE
CUSTOMERS， MARKETS AND PRODUCTS ........................... 29
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概述
O
VERVIEW
.............................................. 29
要紧学习目标
K
EY
L
EARNING
O
BJECTIVES
.......................... 30
工具
T
OOLS
................................................. 31
典型模块二程序
T
YPICAL
M
ODULE
2
P
ROGRAM
....................... 33
需完成的任务
T
ASKS TO
B
E
C
OMPLETED
........................... 34
模块三:确定商业模式 MODULE 3: DEFINING THE BUSINESS MODEL .. 50
概述
O
VERVIEW
.............................................. 50
要紧学习目标
K
EY
L
EARNING
O
BJECTIVES
.......................... 51
工具
T
OOLS
................................................. 52
典型的模块三程序
T
YPICAL
M
ODULE
3
P
ROGRAM
..................... 54
需完成的任务
T
ASKS TO
B
E
C
OMPLETED
........................... 54
需完成的任务
T
ASKS TO
B
E
C
OMPLETED
........................... 55
模块四:职员授权 MODULE 4: TEAM EMPOWERMENT ................. 71
对企业业绩进行治理
M
ANAGING
O
RGANISATIONAL
P
ERFORMANCE
.......... 72
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要紧学习目标
K
EY
L
EARNING
O
BJECTIVES
.......................... 73
工具
T
OOLS
................................................. 74
需完成的任务
T
ASKS TO
B
E
C
OMPLETED
........................... 77
模块五:市场营销战略打算 MODULE 5: STRATEGIC MARKETING PLAN . 93
概述
O
VERVIEW
.............................................. 93
要紧学习目标
K
EY
L
EARNING
O
BJECTIVES
.......................... 94
工具
T
OOLS
................................................. 95
典型的模块五程序
T
YPICAL
M
ODULE
5
P
ROGRAM
..................... 97
需完成的任务
T
ASKS TO
B
E
C
OMPLETED
........................... 98
模块六:企业系统化 MODULE 6: BUSINESS INDEPENDENCE ......... 114
概述
O
VERVIEW
............................................. 114
要紧学习目标
K
EY
L
EARNING
O
BJECTIVES
......................... 116
工具
T
OOLS
................................................ 117
典型的模块六程序
T
YPICAL
M
ODULE
6
P
ROGRAM
.................... 119
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需完成的任务
T
ASKS TO
B
E
C
OMPLETED
.......................... 120
模块七:组织结构， 知识，环境治理和技术应用战略 MODULE 7:
ORGANISATIONAL STRUCTURE， KNOWLEDGE， ENVIRONMENTAL MANAGEMENT
AND TECHNOLOGY STRATEGIES ................................. 136
概述
O
VERVIEW
............................................. 136
要紧学习目标
K
EY
L
EARNING
O
BJECTIVES
......................... 138
工具
T
OOLS
................................................ 139
典型的模块七程序
T
YPICAL
M
ODULE
7
P
ROGRAM
.................... 141
需完成的任务
T
ASKS TO
B
E
C
OMPLETED
.......................... 142
模块八:反馈和持续改善 MODULE 8: FEEDBACK AND CONTINUOUS
IMPROVEMENT .............................................. 158
概述
O
VERVIEW
............................................. 158
学习目标
L
EARNING
O
BJECTIVES
................................ 159
工具
T
OOLS
................................................ 160
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典型的模块八程序
T
YPICAL
M
ODULE
8
P
ROGRAM
.................... 162
需完成的任务
T
ASKS TO
B
E
C
OMPLETED
.......................... 162
需完成的任务
T
ASKS TO
B
E
C
OMPLETED
.......................... 163
注NOTES .................................................. 179
注NOTES .................................................. 180
注NOTES .................................................. 181
注NOTES .................................................. 182
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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 consulting
engagements with smallmedium size enterprises (SMEs).
那个地点提供的资料旨在关心咨询顾问公司能够与中小企业建
立互惠的关系。 这些方法不仅能够获得 “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
方的知识和资源汇合成一个 “知识和资源库”的关系。
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The materials provided， aim to enable the consultant to
engage with SMEs in a mutually beneficial relationship.
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 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。 一般和
优
秀
企业的区不总是体现在这些小情况之中!
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 implement in your business. The difference
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between and ordinary and
extra-ordinary
business 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 Model;
4.
职员授权
Team Empowerment;
5.
市场营销战略打算
The Strategic Marketing Plan;
6.
企业系统化
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Business Independence;
7.
组织结构，知识， 环境治理和技术应用战略
Organizational Structure， Knowledge， Environment
Management and Technology Strategies; and
8.
反馈与持续改善
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。
然而， 在某些情况下， 先提供本项目的部分内容可能更合适，
例如， “客户咨询会”， 或 “优质服务—争创第一”的客户
服务培训。
We recommend 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 Advisory Session or the
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“Exceptional Service – Leading The Pack” customer
service training.
本项目旨在了解企业， 提出和实施改进措施， 提供对企业所有
者和职员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 business owners and the
team members. It is based on achieving significant
long-term business performance improvements.
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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 Improvement 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.
职员授权
Team Empowerment;
5.
市场营销战略打算
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The Strategic Marketing Plan;
6.
企业系统化
Business Independence;
7.
组织结构，知识， 环境治理和技术应用战略
Organisational Structure， Knowledge， Environment
Management and Technology Strategies; and
8.
反馈与持续改善
Feedback and Continuous Improvement
本指南接下来的部分对每个模块进行了概述。 每个模块都由8
个步骤组成。 本指南中还提供有图表, 以关心咨询顾问学习和
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 provide 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 process. For each Module of the
process， we have provided:
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?
?
?
该模块的概述
An overview of the Module;
要紧学习目标(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” 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 )
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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
了解你的客户，市场和产品
Your Mission and Goals
Understanding your customers，
商业模式
The Business Model
市场营销战略
职员授权—---
打算
建立标准和文
化
组织结构， 知识， 环境治
理和技术应用战略
Organisational Structure，
what business you are in
Team
企业系统化
—---建立制度
Knowledge， Environmental
Management and Technology
Strategies
和规则
反馈和不断改进
Business
Feedback and Continuous Improvement
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八模块企业进展阶梯
The 8 Module Business Development Ladder
监督和持续改
进-保持该过
程持续进行
Monitoring & Continuous
Improvement
8
7
6
5
4
3
结构， 知识， 技术和环境治理战略
Structure， Knowledge， Technology and
Environmental Management Strategies
企业系统化 ---建立制度和规则
Business Independence – creating systems and manuals
—--制定和实施 市场营销战略打算
The Strategic Marketing Plan– documentation and execution
职员授权--- 建立标准，文化和人力资源
Team Empowerment – developing standards， culture & Human
商业模式-----结构， 业务和财务打算
The Business Model – structure， business & financial plan
2
1
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 competitive strategy
了解你的企业
Understanding what business you
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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时期差不多上特不重要的。 作为咨询顾问，
你所负责的是过程—--这是需要特不引起你注意的，你几乎不太
可能操纵结果。 你和你的客户一起开始了一个令人兴奋的旅程。
在那个旅程中， 客户和咨询顾问之间要进行双方向互动的知识
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 assignment 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 outcome.
You and your client are embarking on an exciting journey
together. During this journey， knowledge will be
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transferred between both 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
client’s business!
一般来讲， 在项目的第一时期， 你要收集关于客户及其业务的
信息。 你还要召开你的第一次战略打算会议。 第一时期的目的
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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 “打算” 时期。
Typically， during this first stage of the program you will
gather information regarding your client and their
business. You will also hold your 1 Strategic Planning
Session. This first stage of the program is designed to
develop the relationship between client and consultant and
begin the “planning” stage of the Business Performance
Improvement Program.
st
2 2
要紧学习目标
Key Learning Objectives
下面的清单详细列举了模块一---- “了解你的企业”要紧学习
目标的一些内容:
The following list details some of the Key Learning
Objectives of Module 1 – Understanding What Business You
Are In:
?
了解企业所有者 (或要紧股东)的个人和企业目标， 并开
始以所有者的个人目标为基础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 owners；
?
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；
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?
了解企业所服务的市场，及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阻
碍；
To understand how businesses are valued and the impact
that systematisation can have on the value of the
business；
?
确认企业的战略优势，劣势，以及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 the business；
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?
明确企业面临的困境和通过实施BPIP来解决这些问题的
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基础——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
下列工具为你提供工作关心。 这些工具与” 需完成的任务” 部分相
互参照( 用表示)。
The following Tools have been provided to assist you. These
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Tools arecross-referenced throughout the “Tasks to Be
Completed” section (denoted by ).
?
第一次战略打算会议邀请函
1 Strategic Planning Session Invitation
st
?
第一次战略打算会议预备清单
1 Strategic Planning Session Checklist
st
?
战略需求分析问卷 (SNAQ)
Strategic Needs Analysis Questionnaire (SNAQ)
?
客户服务重点问卷
Customer Service Focus Questionnaire
?
利润潜力 (表格)
Profit Possibilities (Spreadsheet)
?
第一次战略打算会议议程
1 Strategic Planning Session Agenda
st
?
第一次战略打算会议PowerPoint演示稿
1 Strategic Planning Session PowerPoint Presentation
st
2 2
?
第一次战略打算会议报告模本
1 Strategic Planning Session Report Template
st
?
合作意向书模本
Engagement Letter Template
?
小组打算会情况汇报议程
Team Planning Session Debrief Agenda
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典型的模块一程序
Typical Module 1 Program
8
制定今后12个月的工作安排
Schedule client program for
12 months
7
与小组成员交流工作结果
Communicate outcome to team members
6
建立持续的客户关系基础，并向客户提交合作意向书
Establish basis of on-going relationship and send
Engagement Letter to client information
from client
5
4
预备提交给客户的包含
IAPs
的打算讨论会报告
Prepare Planning Session Report for client with IAPs assigned
召开第一次战略性打算讨论会， 确保自己明确 “立即行动点
(IAPs )
Hold 1
st
Strategic Planning Session ensure you identify the
“Immediate Action
Points” (IAPs)
3
2 2
分析客户信息， 确定第一次打算会的日程—明确 “热点” 和 “ E-DAY”
Analyse client information and set your agenda for the 1
st
Planning Session – identify the “hot
spots” and “E-Day”
2
1
从客户处收集信息
Collect information from client
安排第一次(共两次)战略打算会议的后勤事宜
Arrange logistics for 1
st
(of 2) Strategic Planning Session
2 2
需完成的任务
Tasks to Be Completed
1.1
安排第一次战略打算会议的后勤事宜
Arrange logistics for 1
ST
Strategic
Planning Session
? 第一次战略打算会议大约进行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。
st
The 1 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 evaluate their
competitive positioning within
each market. Together you will
also review the SNAQ and compile a
list of Immediate Action Points.
? 那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 gain their trust and
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build your working relationship.
? 确定会议的日期和时刻。
Set the date and time
for the
session.
? 邀请客户—
的形式确认这些安排。
--用信函传真
请参见
电子邮件
“第
一次战略打算会议邀请函”
Invite the client – use a
letterfaxemail to confirm
arrangements. Please refer to
“1
st
Strategic Planning Session”
Invitation
? 向
卷”。
客户
发出 “ 战略需求分析问
Send the “Strategic Needs
Analysis Questionnaire“ to the
client.
? 安排会议地点—
地点—--会议场所必须确保无干扰。
--尽量使用中立性的
Arrange venue – try to use a
neutral venue – there must to be
no distractions.
? 餐饮事项—
茶。
--应预备午餐和上下午
Refreshments – lunch， morning
and afternoon tea should be
arranged.
? 会议设施
(供PowerPoint
---—白板，
演示之用
白板笔，
)， 纸，
电脑
笔，
投影仪。 请参见 “第一次战略打算
会议” 预备清单。Equipment –
whiteboard， marker pens，
computer (for PowerPoint
2 2
presentations)， paper， pens，
st
projector. Please refer to “1
Strategic Planning Session”
Checklist
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1.2
从客户处收集信息
Collect information from client
? 在第一次战略打算会议之前， 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 Strategic Planning Session.
? 假如客户有网站的话， 你应当浏揽其
网站。
If applicable you should view the
business’ web-site.
? 请客户提供给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
st
2 2
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治
理报告.
You will also need 3 years of
financial statements (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。 如此，
你才会有充足的时刻来分析问卷，并
为第一次战略打算会议作预备。You
will need the client to complete
the SNAQ and return the information
to you at least 4 –5 days prior to
your meeting. This will give you
enough time to analyse the
completed questionnaires and make
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?
some notes for your 1 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时
期会用到， 并将用来同客户和职员的
反馈结果相比较。
The client should also complete and
return to you the “Customer
Service Focus” Questionnaire.
This questionnaire is designed to
gauge the organisations commitment
to exceptional customer service.
The results will be used later in
the program and compare to feedback
gathered from both customers and
team members.
? 不要不记得询问客户，他们是否还有
st
2 2
其它他们认为对你有用的信息。 假如
有， 请他们提供给你。
Don’t 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.
2 2
1.3
分析客户信息
Analyse client information
? 第一次战略打算会议一定要做特不充
分的预备 ---这是一次专门重要的会
议， 它将为你和客户的以后合作确定
基调。 要用3个小时重新批阅已填写
完成的SNAQ和你所收集的其它信息。
You will need to prepare thoroughly
for the 1 Strategic Planning
Session – it is a very important
meeting that will set the tone for
st
your future engagement with the
client. Allow 3 – hours to review
the completed 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
2 2
should look for problem areas for
example
?
企业所有者与其他要紧决策人在
目标和观念之间的冲突
Conflicts between the goals and
ideals of the owners and other
key decision-makers.
?
问卷中没有回答的部分(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的
地点Areas where the
respondent clearly has
misinterpreted the question
在阅读SNAQ时， 把那些值得讨论的
2 2
?
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及问
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 client’s
frustrations and problems.
? 用客户的财务数据填制 “利润潜
力”。
Set up the “Profit
the
Possibilities” using
client’s financial data.
? 预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
略打算会议议程” 模本。
Prepare an agenda for the session
and send it to all participants –
2 2
please refer to “1st Strategic
Planning
template.
Session Agenda”
2 2
1.4
召开第一次战略打算会议
Hold 1
st
Strategic Planning Session
? 在第一次战略打算会议的开始部分，
你要回忆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则
和系统化将如何提升企业的价值。 请
参见 “第一次战略打算会议”
PowerPoint演示。
During the first part of the 1
Strategic Planning Session you
will be reviewing the business
owners personal and business
objectives. You will also be
looking at the principles on which
businesses are valued and how
systematisation of the business
can increase the value of the
business. Please refer to “1st
st
2 2
Strategic Planning Session”
PowerPoint Presentation.
? 要记住， 会议其间不要总是你一个人
在讲话。 假如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。 你要鼓舞进行问题讨论，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 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
2 2
中发觉的问题或弱点。 当客户表述这
些问题时， 你能够将它们与你能够提
供的用于解决这些问题的工具联系起
来， 例如， 客户咨询会， 优质服务
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， 要确定一些 “立即行动点”
(IAPs)。 这是客户能够立即在企业内
实施的行动。 有些IAP 能够对企业
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
实施这些行动， 而不是你。
2 2
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 the
profitability of the business e.g.
increase prices. Remember that
the emphasis should be on the
client performing the action，
not you.
2 2
1.5
给客户预备包含IAP的战略打算会议报告
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 will 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；
2 2
?
立即行动点；
Immediate Action Points；
?
月度会议安排；
Schedule of monthly
meetings；
?
小组会议的打算日期；
Scheduled date for team
meeting；
?
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 Commitment
statements； and
?
详细的行动清单， 与你所提供的
2 2
产品，以及BPIP项目中的相关
模块相结合。
A detailed action
to
list
the cross-referenced
products you offer and the
relevant Module of the BPIP
program.
? 行动清单应当特不具体， 并分解为短
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
一次战略打算会议报告” 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
2 2
户。 并记住在报告发出的一两天后给
客户打电话确认他们收到了该报告。
The 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.
2 2
1.6
建立持续的关系基础， 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.
? 在打算讨论会期间，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
客户同意全部的BPIP打算， 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
2 2
either have engaged the client in
the full BPIP program or you will
have bundled some services
together such as the CAS， TAS or
“Exceptional Service – Leading
The Pack” seminar.
? 理想的情况是， 你应当把合作函与第
一次战略打算会议的报告一起送给客
户。 那个工作必须在客户对这次会议
还经历犹新的时候完成， 大约在会后
的4--5天内。
Ideally you should send the
Engagement Letter with the 1
st
Strategic Planning Session
Report. This must be done while
the session is still fresh in the
clients’ mind， approximately
4-5 days after the session.
? 你需要以合作函的方式来确认你的安
2 2
排。 请参见 “合作函” 模本的样
稿。 该文件包括下列内容:
You will need to confirm your
arrangement using an Engagement
Letter. Please refer to the
sample “Engagement Letter”
template provided. This letter
contains the following:
?
你和客户将一起从事的工作的
大纲；
An outline of the work you will
be doing together；
?
双方认可的费用 (有可能的情况
下， 应当安排客户以直接银行
转帐的方式付款)
The fees you have agreed upon
(where possible you should try
to arrange for payment to be
made by direct bank transfer)；
2 2
?
双方相互承诺声明；
Your mutual commitment
statements； and；
?
你的权力与义务。
Your terms and conditions.
一两天后与客户就此事做进一步的联
系。
Follow up with the client a couple of
days later.
2 2
1.7
与你的小组成员一起交流SPS的结果
Communicate outcomes of SPS to your team
members
? 那个时期只适用于那些需要有其他咨
询顾问一起参与工作的顾问。
This stage is only applicable to
those consultants that have other
team members working with them.
? 让你的小组成员了解第一次战略打算
会议的结果是专门重要的。 在BPIP
项目实施的初期， 这一点尤其重要。
你的小组成员需要了解该项目的同意
程度如何。 这会给他们动力把整个项
目一体化，并考虑其他客户是否会对
这种新的服务感兴趣。
It is important to keep your team
informed on the outcomes of the 1
st
2 2
Strategic Planning Session. This
is particularly important during
the early days
of
of
the
the
BPIP
implementation
program. Your team members will
need to hear how well the program
is being received. This will give
them the motivation to integrate
the program and think of other
clients who would be interested in
the new services.
? 这种会议还应当被用来激发如何改进
该项目的思路。
The meeting should also be used to
generate ideas on how to improve
the program.
? 要为这次会议预备议程。 议程内容应
包括:
An agenda should be prepared for
2 2
the meeting. Agenda items should
include”
?
客户背景；
Background of the client；
?
与该客户的第一次联系是如何形
成的；
How contact was first
established with this client；
?
会议期间提出的问题；
The items raised during the
session；
?
确认的行动要点；
The identified action points；
?
持续关系的特点；
The nature of the on-going
relationship； and
?
头脑风暴提出的新方法。
2 2
Brainstorming for ideas.
? 请参见 “小组打算会议情况汇报”
议程。
Please refer to “Team Planning
Session Debrief” Agenda.
2 2
1.8
做出今后12个月的客户打算安排
Schedule client program for the next
12 months
? 把战略打算会议报告和合作函发给客
户。
Send the Strategic Planning Session
Report and Engagement Letter to the
client.
? 把安排好的今后12个月的日期包括在
打算中；Include details of
scheduled dates for the next 12
months including：
?
每月的2个小时的BPIP战略治
理会议；
The monthly 2 hour BPIP
Strategic Management
2 2
Meeting；
?
第一次小组简要会议；
The 1
st
team briefing session；
?
第一次客户咨询会；
The first Customer Advisory
Session；
?
职员咨询会
The Team Advisory Session；
and
?
优质服务—争创第一培训
Exceptional Service – Leading
The Pack training.
? 在自己的工作日记上标出这些日期。
Diarise these dates in your own
diary.
2 2
模块二:了解顾客、市场和产品
Module 2: Understanding the Customers， Markets and
Products
概述
Overview
顾客的反馈极其重要。 销售是企业的生命线， 销售的增加对企
业的增长至关重要。
Feedback from customers is extremely important. Sales are
the lifeblood of any organisation and increasing the level
of sales generated is vital to growing the business.
2 2
在模块二里， 你需要开始同企业的顾客交谈，了解他
们对企业及其运作的真正感受。 假如我们花足够的时
刻去询问， 顾客是特不乐于告诉我们他们对企业喜爱
和不喜爱的方面。 这些信息将成为你要进行的企业改善的基础。
During Module 2 you will need to begin talking to the
clients’ customers to find out how they really feel about
what the business does and how they do it. Customers are
more than willing to tell us what they like and dislike
about our business if we take the time to ask them. This
information will be used as one of the foundation blocks
of the improvements you will be making to your business.
在获得顾客反馈之前， 你需要得到职员的关心。 在BPIP项目
的早期得到职员的支持是特不重要的， 特不是要考虑到， 对企
业的专门多改善建议今后自于他们。他们也是负责实施这些改善
和使企业取得成功的人。
2 2
Prior to seeking customer feedback you will need to enlist
the help of the team members. It is critical to get team
member support to the BPIP early in the program， especially
when you consider that many of the suggestions for
improvements to the business will come from the team. They
will also be the people who are responsible for
implementing those changes and making the business a
success.
从经验中我们发觉， 较早地让职员参与进来， 将加速改善的进
程，并形成一支更具动力的团队!
Through our experience we have found that involving your
people early will accelerate the progress you make and
result in more a more motivated team!
2 2
要紧学习目标
Key Learning Objectives
下面详细列举了模块二----“了解你的顾客，市场和产品” 的
要紧学习目标的一些内容:
The following list details some of the Key Learning
Objectives of Module 2 – Understanding the Customers，
Markets and Products:
?
使职员参与经营业绩改善项目；
To engage and commit team members to the Business
Performance Improvement program；
?
了解顾客的需要和要求；
To understand the needs and wants of the customers；
?
了解顾客认为企业哪些方面做得专门好， 哪些方面希望企业
改进；
To learn what your customers think you do really well
and what improvements they would like to see you make；
2 2
?
把这些需要和要求应用到现有的产品中；
To apply the needs and wants to the current product
offering；
?
评估以后的产品、市场和竞争战略；
To evaluate future product， market and competitive
strategies；
?
分析评价企业内部目前对客户服务的执行情况；
To assess the present internal commitment to customer
service；
?
着手确定企业的 “A” 类顾客；
To begin to identify your “A” class customers； and
?
分析现有客户基础，并明确企业以后希望进展的客户类型
To analyse the current client base and identify the type
of clients that you wish to work with in the future
2 2
工具
Tools
下面是能够关心你的工具。 这些工具与 “需完成的任务” 部
分相互参照 (以表示)。
The following Tools have been provided to assist you.
These Tools are
cross-referenced throughout the “Tasks to Be Completed”
section (denoted by ):
?
第一次职员会议邀请函
1 Team Meeting Invitation
st
?
第一次职员会议议程模本
1 Team Meeting Agenda Template
st
?
第一次职员会议预备清单
1 Team Meeting Checklist
st
?
第一次职员会议PowerPoint演示
1 Team Meeting PowerPoint
2 2
st
?
直接与本企业职员对话授权书
Authority to Talk Directly to My Team Members Form
?
职员反馈文件包 (包括企业所有者致函， 咨询顾问致函，
职员反馈调查问卷)
Team Member Feedback Packs (includes a letter from the
owners， a letter from the consultant， Team Feedback
Survey)
?
职员反馈分析表格
Team Feedback Analysis Spreadsheet
?
职员反馈报告模本
Team Feedback Report Template
?
客户咨询会资源模板 (包括 邀请信样本， CAS预备清单，
会议议程样本， CAS主持人手册， CAS反馈表， CAS感谢
信， 调查模本和企业所有者总经理或首席执行官的调查
致函， 咨询顾问的致函， 调查感谢信， CAS报告模板)
Advisory Session Resource Pack (includes sample
invitation， CAS checklist， sample session agenda，
2 2
CAS Facilitator Guide， CAS Feedback Form， CAS
thank-you letters， survey template and survey letter
from business owner Managing Director or CEO， letter
from the consultant，
Report template)
thank-you letter，and CAS
2 2
survey
典型模块二程序
Typical Module 2 Program
8
7
6
5
4
3
2
向业主报告反馈结果
Provide feedback to
owners
预备CAS报告和更新IAP
Prepare CAS report and update IAP’s
召开客户咨询会
Hold the Customer Advisory
Session
进行顾客调查
Undertake customer surveys
预备客户咨询会
Prepare for Customer Advisory Session
确认参加客户咨询会的顾客名单
Identify – customers for the Customer Advisory
Session
发放 ”职员反馈调查表”
Distribute “Team Member Feedback” surveys to team members
1
召开会议，向所有职员解释BPIP
Hold a team meeting to explain the BPIP to all
2 2
2 2
需完成的任务
Tasks to Be Completed
2.1
召开职员会向所有职员解释BPIP
Hold a team meeting to explain the BPIP to all
team members
? 得到所有职员的支持是专门重要的。
你需要向他们讲明，他们的看法对企
业所有人是如何重要。 你还应该概述
他们在改善项目中的参与程度以及他
们将如何为企业提供关心。
It is important to get the support
of all team members to the program.
You need to explain how important
their views are to the owners of the
business. You should also outline
their involvement in the program
and how they will be assisting the
2 2
business.
记住， 你要做出会议的议程---请参
见 “第一次职员会议议程” 模本。
会议应该包括以下内容:
Ensure that you have an agenda for
the meeting – please refer to
“1st Team Meeting Agenda”
template. The meeting should
cover the following:
?
项目概述
Overview of program
?
企业远景规划
Vision of the business；
?
第一次战略打算会议概述；
Overview
st
Planning Session
of the
；
1
Strategic
?
客户咨询会的目的
Purpose of the Customer
Advisory Session
2 2
?
?
职员反馈文件包
Explanation of Team Feedback
Packs
? 提供有PowerPoint 演示稿， 见 “第
一次职员会议PowerPoint演示稿”
模本
A PowerPoint presentation template
has been provided， “1st Team
Meeting PowerPoint Presentation”
template.
? 理想的话， 第一次职员会议应该在一
种轻松的环境下进行。 我们建议安排
在周五的下午进行，并提供一些食品
饮料。 请参见 “第一次职员会议”
预备清单。
Ideally， this first meeting
should have a social element to it.
We suggest that it is held on a
Friday afternoon and that light
2 2
refreshments are arranged.
Please refer to “1st Team
Meeting” Checklist
? 需要将“职员反馈文件包” 发下去。
“Team Feedback Packs” will also
need to be distributed.
2 2
2.2
发放职员反馈表
Distribute team member feedback
forms
? 在发放职员反馈文件包之前 ， 你必须
取得企业所有者的书面授权，同意你同
其职员进行沟通。 请参见 “直接与本
企业职员对话授权书”。
Before you distribute the Team
Member Feedback Packs you will need
to get written authority from the
business owners to communicate with
their team members. Please refer
to “Authority to Talk Directly to
My Team Members Form.”
? 在会上就职员反馈进行讲明，并解释其
目的. “职员反馈文件包” 应在做完
讲明后发放。 这些文件包括:
2 2
At the meeting explain that team
feedback is being sought and the
purpose of the feedback. The
“Team Member Feedback” Packs
should be distributed following the
presentation. These packs
contain:
?
一封 “来自老总总经理或首席执
行官的信”， 阐明职员反馈的重
要性， 及其如何能够关心企业的
进展更上一层楼；
A “letter from the business
owners Managing Director or
CEO” stating how much the
team member feedback is
valued and how it will assist the
business to go to the next
level；
?
一封 “来自咨询顾问的信”， 讲
2 2
解如何完成这份调查， 并保证调
查的结果绝对保密。这封信还应
该讲明，调查的结果 会写成报告，
向所有职员公布。 一定要规定交
回调查表的最后期限。 调查表应
直接交给咨询顾问；
A “letter from the consultant”
that provides instructions on how
to complete the survey and
assurances
responses
that
will be
survey
kept
confidential. The letter should
also state that a report
summarising the results will be
prepared and made available to
all team members. A deadline
for the return of the surveys
must be given. Surveys should
be returned directly to the
consultant； and
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?
“ 职员反馈问卷” 旨在了解职员
对客户服务，治理风格，产品和
服务，市场营销的看法。
The “Team Member
Feedback” Questionnaire is
designed to explore the team
members’
customer
perceptions
service
of
，
management style， products
and services， markets and
roles.
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2.3
确认参加客户咨询会的顾客名单
Identify customers for the Customer
Advisory Session
? 企业所有者需要确定他们希望谁被邀请参加
客户咨询会The business owners need to
identify who they wish to invite to the
Customer Advisory Session
? 向企业的所有者解释， 他们应该邀请 “A”
类顾客参加客户咨询会
Explain to the business owners that they
should invite their “A” Class customers
to the Customer Advisory Session
? 讲明， “ A”类顾客是那些对企业最有价值
的顾客。 他们给企业带来最多的价值---- 他
们具有赢利性，与其做生意特不容易。 客户
咨询会应该力图确认 “A” 类顾客的需要
和要求， 如此， 企业就能够制定能够吸引
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更多 “A” 类顾客的战略。
Explain that “A” class customers are
the ones that are most valuable to the
business. These customers add the most
value to the business – they are
profitable and easy to deal with. The
Customer Advisory Session should seek to
identify the needs and wants of “A”
class customers so that the business can
then identify strategies in order to
attract more “A” class customers
? 企业所有者应该专门容易地确定 “A” 类
顾客的名单。 这些顾客应该被邀请参加客户
咨询会。
The business owners should be able to
easily identify a list of customers who
they consider to be “A” class. These
customers should be the ones that are
invited to the Customer Advisory Session.
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? 通过对顾客分类， 企业能够开始侧重关注
“A” 类顾客的需要和要求，并制定能够吸
引更多此类顾客的方法。 这是 “四种企业
增长的方法”的四项原则之一----增加你希
望的那类顾客的数量!
By categorising the customers， the
business can begin to focus on the needs
and wants of “A” class customers and
define ways in which the business can
attract more of this type of customer.
This is one of the 4 key principles of
“The 4 Ways To Grow Your Business” –
increasing the number of customers – of
the type you want!
? 在那个时期， 企业所有者只要非正式地确定
“A” 类顾客就能够了。 在本项目的后期时
期 (第五时期 ----市场营销战略打算) 企业
所有者将有一个正式确定其 “A”类顾客的
程序。At this stage， it is sufficient for
the business owners to informally
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identify their “A” class customers.
Later in the program (Module 5 – The
Strategic Marketing Plan) the business
owners will go though a formal process for
identifying “A’ class customers.
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2.4
预备客户咨询会 (CAS)
Prepare for the Customer Advisory
Session (CAS)
? 客户咨询会(CAS) 的目的在于从这些
要紧顾客 (“A”类顾客)那儿获得详
细的反馈。 来自这些顾客的反馈是特
不积极性的----他们乐于被征询意
见， 他们对企业的忠实程度通常随着
参与这种活动而增强。 请参见 “咨
询会” 资源文件包。
The customer advisory session
(CAS) is designed to seek detailed
feedback from the key customers
(
the “A” class customers)
.
Feedback from customers who attend
these sessions is very positive –
they enjoy being consulted and
their loyalty to the business
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normally increases as a result of
their participation. Please
refer to “Advisory Session”
Resource Pack.
? CAS的理想规模是10到12个顾客之
间。 我们建议由一个中立方代表(咨
询顾问)主持会议。
The ideal group size for the CAS is
between 10 and 12 customers. It is
recommended that a neutral party
(consultant) facilitate the
session.
? 应将顾客反馈集中在一个范围的问题
之内， 然而， 其目的是找出那些顾
客对企业中意的方面，和他们希望企
业改变的方面 (包括需要进行什么样
的改变)。Customer feedback can be
sort on a range of issues but the
aim is to find out those things
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about the business that they really
like and those areas where they
would like to see changes
(including， what those changes
would be).
? 应当向顾客寄发 “书面邀请”---请
参见 “建议会” 资源文件包。
Customers are generally sent a
“written invitation” – refer to
“Advisory Session” Resource
Pack.
? 有些企业还给参加客户咨询会的顾客
提供一份报告，详细讲明他们在得到
顾客的反馈后打算实施 的改进。
Some businesses choose to send a
report to the customers who
attended detailing what
improvements they are going to
implement as a result of the
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feedback received.
? CAS能够录音。 如此能够使企业所有
者在会后听这些录音。 我们的经验
是， 录音并可不能对顾客的参与水平
产生负面阻碍。
The CAS can be audio taped. This
allows the business owners to
listen to the session afterwards.
Our experience is that audio taping
the sessions does not affect the
level of customer participation.
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2.5
进行顾客调查
Undertake customer surveys
? 顾客调查必须先做草案， 并应当包括
那些在CAS上将要讨论的问题。 “调
查模本” 能够在咨询会资源文件包
中找到。
Customer surveys must be drafted
and should focus on the same topics
as those that will be discussed at
the CAS. A “survey template”
can be found in the Advisory
Sessions Resource Pack.
? 所有接到邀请但没有参加CAS的顾
客，都应当要求其填写一份调查。 其
他的顾客也应当被选择来参加调查。
All invitees who decline the
invitation to the CAS should be
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asked to complete a survey. Other
customers should also be selected
to survey.
? 这份调查还应当包括 “来自老总总
经理或首席执行官的信”， 讲明顾客
的建议如何重要，如何有助于企业为
他们提供更好的服务。 该信的样本包
括在 “咨询会”资源文件包里。
The survey should also include a
“letter from the business owners
Managing Director or CEO”
stating how much the customer’
feedback is valued and how it will
assist the business to better
serve them. A sample is included
in the “Advisory Session”
Resource Pack.
? 本调查应当包括一封 “来自咨询顾
问的信”， 该信要讲明如何完成调查
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问卷， 并保证调查的内容绝对保密。
该信还应当向参加调查的顾客解释，
企业将通 过何种方式就其依照反馈结
果而采取的改进措施，与其进行沟通。
该信的样本在 “咨询会” 资源文件
包能够找到。
The survey should include a
“letter from the consultant”
that provides instructions on how
to complete the survey and
assurance that survey responses
will be kept confidential. The
letter should also explain how the
participants will be kept informed
of improvements made to the
business as a result of their
feedback. A sample letter is
included in the “Advisory
Session” Resource Pack.
? 理想的话， 所有参加调查的人在完成
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调查后都应当收到一封 “感谢信”。
请参见 “咨询会资源文件包”。
Ideally， all participants should
receive a “thank-you letter”
after completion of the survey.
Please refer to the “Advisory
Session Resource Pack.”
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2.6
召开客户咨询会
Hold the Customer Advisory Session
? 客户咨询会一般在2.5到3.5小时之
间。
The Customer Advisory Session will
take between 2
2
-3
2
hours.
? 企业应给每位参加者预备一份礼物，
以感谢他们的参与。
The business should provide a gift
to participants to thank them for
their participation.
? 后勤工作要做好。 假如有可能， 会
议应录音。 你需要预备白板， 纸，
笔， 录音设备和点心饮料。 请参见
2 2
11
“CAS预备清单”。
Logistics will need to be arranged.
Where possible the session should
be audio taped. You will require a
whiteboard， paper， pens，
recording equipment and
refreshments. Please refer to the
“CAS Checklist”.
? 应向每位与会者提供 “会议议程”
(以关心促进会议的进行----与会者
能够按照安排讨论问题)。
Copies of the “Session Agenda”
should be provided to each
participant (to assist in the flow
of the session – participants will
be able to follow the questions).
? 主持人在会议期间要在白板上做记
2 2
录， 包括 (顾客提出的)短期和长期
的行动建议。 请参见 “咨询会资源
文件包” 中的 “CAS主持人手册”。
The facilitator should take notes
on the whiteboard during the
session including a list of
recommended (by the customers)
short and long-term actions.
Please refer to the “CAS
Facilitator Guide” within the
“Advisory Session Resource
Pack”.
? 对顾客的参会给予诚挚的感谢，并告
之其企业将如何与他们保持进一步的
联系。 确保参会者是以企业“拥护者”
的心态离开会场。 要确保他们填写了
会议反馈表---- 请参见 “咨询会资
源文件包” 中的 “CAS反馈表”。
Ensure that the participants are
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sincerely thanked for their
participation and told
“how”
the
business will follow up with them.
The participants should leave as
“advocates” for the business.
Ensure they fill in session
feedback forms – please refer to
“CAS Feedback Form” in the
“Advisory Session” Resource
Pack.
? CAS开完的第二天， 要给每位参加者
寄发一封 “感谢信”。 样本可在
“咨询会资源文件包” 中找到。
The day after the CAS a “thank-you
letter” should be sent to each
participant. A sample letter can
be found in the “Advisory Session
Resource Pack”.
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2.7
预备CAS报告和更新IAP
Prepare CAS report and update IAPs
? 会议之后， 你需要给客户企业提供一
份报告。 报告内容需要包括:
After the session you will need to
provide a report for the client.
The report needs to include:
?
报告摘要；
Executive Summary；
?
会议概述。例如，地点， 参加人
数等；
Overview of sessio n e.g.
Location， number of attendees
etc；
?
问题和顾客反映综述；
A review of the questions and
2 2
customer responses；
?
建议的行动清单。 行动清单应当
具体，并分解为短期，例如IAP,
和长期行动。 在可能的地点， 将
行动与BPIP项目的相关模块联
系起来。
Suggested Action List. The
action list should be specific
and split into short-term e.g.
IAPs and longer-term actions.
Where possible relate the
actions back to the relevant
Module of the BPIP program；
?
总结顾客调查反馈 (假如有的
话)；
Summary of customer survey
feedback (if applicable)；
?
对所有提出的问题的详细描述，
与行动清单相互参照；
2 2
Details of all the issues raised，
cross-referenced to the action
list；
?
参加会议的人员名单；
A list of attendees； and
?
填写完成的会议反馈表的复印
件。
Copies of the completed
session feedback forms.
? 行动清单中的行动必须针对顾客对企
业最不中意的地点。The action list
must address the major
frustrations that the customers
have with the business.
? 提供有报告的模本----请参阅“建议
会资源文件包” 中”CAS报告”模
本。
A template for the report has been
2 2
provided – please refer to “CAS
Report” template in the
“Advisory
Pack.
Session” Resource
2 2
2.8
向企业所有人提供反馈
Provide feedback to owners
? 与企业的所有者见面，并向他们通报
CAS会议的概况。 这项工作应当在CAS
结束后尽快进行 (在完成CAS报告之
前)。
Meet with the business owners and
provide them with an overview of how
the CAS went. This should happen
as soon as possible after the CAS
(prior to completing the CAS
report).
? 简要地回忆会议进行的情况， 例如，
有多少顾客参加， 他们总的情绪如何
等。
Briefly review how the session went
e.g. how many customers attended，
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what their general mood was etc.
? 向企业所有者通报会上提出的最重要
的问题。 这些可能是他们希望立即就
解决的问题----消除要紧顾客的不满
是提高销售量的关键之一。
Provide the owners with the most
significant issues that were
raised. There may be things that
the owners wish to address
immediately – removing key
customer frustrations is one of the
keys to increasing you sales.
? 讨论5件短期和长期都需要解决的最
要紧的情况。Discuss the 5 most
critical things that need to be
addressed in both the short and
long-term.
? 与企业所有者一起讨论CAS报告的撰
写形式。 应征求以下人员的反馈意见:
2 2
Together， review how the CAS
report will be formatted. Decide
decided upon the format of feedback
to be provided to:
?
参加会议的人员；
Participants；
?
完成并交回调查问卷的人员；
Survey respondents；
?
其他顾客 (未被邀请参加会议
的)；
Other customers (who were not
invited)； and
?
职员。
Team Members.
? 就反馈发送的时刻表达成一致， 例如，
各种报告如何以及何时发送给各方人
员。
2 2
Agree on a timetable for the
distribution of the feedback e.g.
how and when the various reports be
distributed.
2 2
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