新版咨询顾问手册模板.doc

《新版咨询顾问手册模板.doc》由会员分享，可在线阅读，更多相关《新版咨询顾问手册模板.doc（304页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、顾问咨询指南Consulting Guide本企业发展顾问咨询指南适适用于顾问咨询企业。它为顾问咨询企业实施咨询项目提供了详尽指导。This report is the Business Development Consulting guide to be used by the BSPs. It sets out the Modules for BSPs to implement the consulting program.目录TABLE OF CONTENTS背 景 BACKGROUND4了解本指南 UNDERSTANDING THIS GUIDE6八模块企业发展阶梯 THE 8 MOD

2、ULE BUSINESS DEVELOPMENT LADDER9模块一：了解你企业 MODULE 1: UNDERSTANDING WHAT BUSINESS YOU ARE IN10概述 Overview10关键学习目标 Key Learning Objectives11工具 Tools12经典模块一程序 Typical Module 1 Program13需完成任务 Tasks to Be Completed14模块二:了解用户、市场和产品 MODULE 2: UNDERSTANDING THE CUSTOMERS， MARKETS AND PRODUCTS29概述 Overview29关

3、键学习目标 Key Learning Objectives30工具 Tools31经典模块二程序 Typical Module 2 Program33需完成任务 Tasks to Be Completed34模块三:确定商业模式 MODULE 3: DEFINING THE BUSINESS MODEL50概述 Overview50关键学习目标 Key Learning Objectives51工具 Tools52经典模块三程序 Typical Module 3 Program54需完成任务 Tasks to Be Completed54需完成任务 Tasks to Be Completed5

4、5模块四:职员授权 MODULE 4: TEAM EMPOWERMENT71对企业业绩进行管理 Managing Organisational Performance72关键学习目标 Key Learning Objectives73工具 Tools74需完成任务 Tasks to Be Completed77模块五:市场营销战略计划 MODULE 5: STRATEGIC MARKETING PLAN93概述 Overview93关键学习目标 Key Learning Objectives94工具 Tools95经典模块五程序 Typical Module 5 Program97需完成任务

5、Tasks to Be Completed98模块六:企业系统化 MODULE 6: BUSINESS INDEPENDENCE114概述 Overview114关键学习目标 Key Learning Objectives116工具 Tools117经典模块六程序 Typical Module 6 Program119需完成任务 Tasks to Be Completed120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， ENVIRONMENTAL MANAGEMENT AND TECHNOLOG

6、Y STRATEGIES136概述 Overview136关键学习目标 Key Learning Objectives138工具 Tools139经典模块七程序 Typical Module 7 Program141需完成任务 Tasks to Be Completed142模块八:反馈和连续改善 MODULE 8: FEEDBACK AND CONTINUOUS IMPROVEMENT158概述 Overview158学习目标 Learning Objectives159工具 Tools160经典模块八程序 Typical Module 8 Program162需完成任务 Tasks to

7、Be Completed162需完成任务 Tasks to Be Completed163注NOTES179注NOTES180注NOTES181注NOTES182背 景Background本指南意在为咨询顾问企业和其它商业服务机构提供技术和方法，使她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 con

8、sulting engagements with small/medium size enterprises (SMEs).这里提供资料意在帮助咨询顾问企业能够和中小企业建立互惠关系。 这些方法不仅能够取得 “快速取胜”效果， 还能够促进咨询顾问和用户之间建立长久关系-这是一个让咨询顾问取得 “受信任顾问”地位关系， 是一个使双方知识和资源聚集成一个 “知识和资源库”关系。 The materials provided， aim to enable the consultant to engage with SMEs in a mutually beneficial relationship.

9、 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.”该项目标目标是改善企业在财务和运行这两方面业绩。 这是经过在企业中实施许很多多小方法后达成结果。 一般和优异企业区分总是表现在这些小事情之中!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 implement

11、 in your business. The difference 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. 了解你企业Understanding What Business You Are In;2. 了解你用户，产品和市场Understanding Your Customers， Products and Markets;3. 商业模式The Business Model

12、;4. 职员授权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. 反馈和连续改善Feedback and Continuous Improvement.我们提议你在按月收取用户咨询费前提上， 全方面实施本项目。 不过， 在一些情况下， 先提供本

13、项目标部分内容可能更适宜， 比如， “用户咨询会”， 或 “优质服务争创第一”用户服务培训。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 Advis

14、ory Session or the “Exceptional Service Leading The Pack” customer service training.本项目意在了解企业， 提出和实施改善方法， 提供对企业全部者和职员全部有实际意义培训。 本项目意在使企业业绩得到长久, 显著改善。The program is based on exploring the business， generating and implementing improvements and providing practical meaningful training to both the busine

15、ss owners and the team members. It is based on achieving significant long-term business performance improvements.了解本指南Understanding This Guide本指南意在概述经营业绩改善项目标八个模块。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

16、Improvement Program has been split into 8 distinct Modules:1. 了解你企业Understanding What Business You Are In;2. 了解你用户，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. 市场营销战略计划The Strategic Marketing Plan;6. 企业系统化Business Independence;7. 组织结构，知

17、识， 环境管理和技术应用战略Organisational Structure， Knowledge， Environment Management and Technology Strategies; and8. 反馈和连续改善Feedback and Continuous Improvement本指南接下来部分对每个模块进行了概述。 每个模块全部由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了解这一步骤。另外, 有工具提供步骤也标注有专门符号。针对每个模块， 我们全部已提供了以下内容:The following sections of this guide will prov

18、ide 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 pr

19、ocess. For each Module of the process， we have provided: 该模块概述 An overview of the Module; 关键学习目标(以表示) Key Learning Objectives (denoted by ); 该模块中提供工具(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 “需完成工作” 清单

20、， 和工具相互参考 ( 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了解你企业企业宗旨和目标Understanding what business you are in Your Mission and Goals了解你用户，市场和产品Understanding your customers， markets and products职员授权-建立标准和文化Team

21、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-建立制度和规则Business Independence Creating systems and manuals反馈和不停改善Feedback and Contin

22、uous Improvement八模块企业发展阶梯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了解你用户，市场和产品-制订竞争力性战略Understanding Customers， Markets & Products defining the competitive strategy商业模式-结构， 业务和财务计划The Business Model struct

23、ure， business & financial plan职员授权-建立标准，文化和人力资源Team Empowerment developing standards， culture & Human Resource strategies监督和连续改善-保持该过程连续进行Monitoring & Continuous Improvement 企业系统化-建立制度和规则Business Independence creating systems and manuals市场营销战略计划-制订和实施 The Strategic Marketing Plan documentation and e

24、xecution了解你企业Understanding what business you are in 模块一：了解你企业Module 1: Understanding What Business You Are In概述Overview任何咨询业务开始阶段全部是很关键。 作为咨询顾问， 你所负责是过程-这是需要尤其引发你注意，你几乎不太可能控制结果。 你和你用户一起开始了一个令人兴奋旅程。 在这个旅程中， 用户和咨询顾问之间要进行双方向互动知识交流。 这种信息交流过程本身同信息一样有价值。The initial stage of any consulting assignment is pa

25、rticularly 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 transferred between both parties

26、 - the client and the consultant. The process of this information transfer is as valuable as the information itself. 各方全部要了解自己在这一关系中所饰演角色-你只是咨询项目标推进人， 而不是用户业务教授! All parties must understand your role in the relationship you are the facilitator of the program， you are not an expert in your clients bu

27、siness! 通常来讲， 在项目标第一阶段， 你要搜集相关用户及其业务信息。 你还要召开你第一次战略计划会议。 第一阶段目标是建立用户和咨询顾问之间关系， 并开始经营业绩改善项目标 “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 stage of the

28、 program is designed to develop the relationship between client and consultant and begin the “planning” stage of the Business Performance Improvement Program.关键学习目标Key Learning Objectives下面清单具体列举了模块一- “了解你企业”关键学习目标部分内容:The following list details some of the Key Learning Objectives of Module 1 Unders

29、tanding What Business You Are In: 了解企业全部者 (或关键股东)个人和企业目标， 并开始以全部者个人目标为基础制订企业宗旨和/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； 了解企业目前财

30、务和非财务方面业绩情况概况；To obtain an overview of the current financial and non-financial performance of the business； 了解企业所服务市场，及其产品在各自生命周期中所处位置；To understand where the business and each market is in its product life cycle； 了解怎样评定企业价值和系统化会给企业价值带来影响；To understand how businesses are valued and the impact that s

31、ystematisation can have on the value of the business； 确定企业战略优势，劣势，和目前所面临机会和威胁；To identify the strategic strengths， weaknesses， opportunities and threats currently facing the business； 明确改善企业表现立即行动点(IAPs)；To identify Immediate Action Points (IAPs) to improve the performance of the business； 明确企业面临困境和

32、经过实施BPIP来处理这些问题方法；To identify the frustrations of the business and ways in which the BPIP can assist to resolve those issues； and 建立咨询顾问和用户合作基础一个连续关系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帮助。 这些工具和” 需完成任务” 部分相互参考( 用表示)。

33、 The following Tools have been provided to assist you. These Tools arecross-referenced throughout the “Tasks to Be Completed” 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 Needs Analysis Que

34、stionnaire (SNAQ) 用户服务关键问卷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汇报模本1st Strategic Planning Session Report Template 合作意向书模本

35、Engagement Letter Template 小组计划会情况汇报议程Team Planning Session Debrief Agenda经典模块一程序Typical Module 1 Program制订以后12个月工作安排Schedule client program for 12 months87和小组组员交流工作结果Communicate outcome to team members建立连续用户关系基础，并向用户提交合作意向书Establish basis of on-going relationship and send Engagement Letter to clien

36、t information from client65准备提交给用户包含IAPs计划讨论会汇报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分析用户信息， 确定第一次计划会日程明确 “热点” 和 “ E-DAY”Analyse client information

37、and set your agenda for the 1st Planning Session identify the “hot spots” and “E-Day”2从用户处搜集信息Collect information from client1安排第一次(共两次)战略计划会议后勤事宜Arrange logistics for 1st (of 2) Strategic Planning Session需完成任务Tasks to Be Completed1.1安排第一次战略计划会议后勤事宜Arrange logistics for 1ST Strategic Planning Sessio

38、n 第一次战略计划会议大约进行3-4个小时。 在此期间， 你将教给企业全部者怎样分析她们所从事行业性质和评定她们在每个市场上竞争地位。 你们还要一起研究SNAQ和完成一份立即行动点清单。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 evaluate their co

39、mpetitive positioning within each market. Together you will also review the SNAQ and compile a list of Immediate Action Points. 这个会议还会给你提供愈加好地了解你用户机会。 你应该利用这次会议来取得她们信任和建立你们之间合作关系。The session also gives you the opportunity to get to know your clients better. You should use the session to gain their t

40、rust and build your working relationship. 确定会议日期和时间。Set the date and time for the session. 邀请用户-用信函/传真/电子邮件形式确定这些安排。 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 向用户发出 “ 战略需求分析问卷”。Send the “Strategic N

41、eeds Analysis Questionnaire“ to the client. 安排会议地点-尽可能使用中立性地点-会议场所必需确保无干扰。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。E

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

43、 1st Strategic Planning Session. 假如用户有网站话， 你应该浏揽其网站。If applicable you should view the business web-site. 请用户提供给你她们全部企业介绍和广告材料。Ask the clients to send you any brochures or advertising material that they have. 你还需要用户3年财务报表 (盈亏表， 资产负债表和现金流量表)。 还要请用户给你提供她们通常使用管理汇报.You will also need 3 years of financial

44、 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. 你需要用户填写SNAQ问卷，并在会议前最少4-5天把它交给你。 这么， 你才会有充足时间来分析问卷，并为第一次战略计划会议作准备。You will need the client to complete the SNAQ and return the information t

45、o you at least 4 5 days prior to your meeting. This will give you enough time to analyse the completed questionnaires and make some notes for your 1st Strategic Planning Session. 用户还应该完成并交给你 “用户服务关键点” 问卷。 这一问卷是用来衡量企业提供优质用户服务方面表现。 该问卷结果在本项目标后面阶段会用到， 并将用来同用户和职员反馈结果相比较。 The client should also complete

46、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. 不要忘记问询用户，她们是否还有其它她们认为对你有用信息。 假如有， 请她们提供给你。Dont forget to ask the client if there is any other information that they think would be useful