营销战略、人力资源管理和信息技术规划前期项目组人员.ppt

及时补充落记的要点 加入背景资料 记录要引用的被访谈者谈话 修改补充原始记录 将访谈记录分发给整个项目小组 首先确保文件的客观性，其次再溶入主观见解 做正式访谈记录 共享访谈结果 与项目小组共同找到在访谈所能学到的要领 考虑多少是具有可行性的结论 汇报内容繁简适当 向项目小组介绍访谈情况 第三十页，共三十三页。 访谈纪要的内容 ü ü ü ü 描述背景 访谈目标 参与人员，地点，时间/长度 被访谈者的背景 访谈气氛 整合关键结果 被访谈者的判断和结论 自己的结论 结论的支持性细节 界定下一步工作 如需要附上其它文件 第三十一页，共三十三页。 访谈准备 分享成果 最终的建议 访谈 第三十二页，共三十三页。 内容总结 营销战略、人力资源管理和信息技术规划。毕马威管理咨询公司是全球最大的咨询公司之一，拥有1万多名员工，为超过2,500个客户服务。将丰富的行业经验和最先进的科学技术融汇贯通，是毕马威管理咨询公司客户服务的价值所在。“在利用信息科技转变大型商业及政府机构的运行模式方面，毕马威咨询公司是微软最理想的合作伙伴。CEO, Cisco Systems。访谈。确定我们找的人能提供需要的信息。提供更广阔，更深入的回答。以更少的时间完成更多的内容。使被访谈者不需要解释回答或就回答作进一步说明。“您怎样才能使客户更愉快，从而买得更多。谁做开场，谁收场。怎样给采访小组人员分配不同的采访议题。解释此行的目的及他们的所获 第三十三页，共三十三页。 What our key partners say about us. 12 Consultants who excel at interviewing all have certain characteristics in common. They take the time to prepare for the interview, carefully thinking through what they want to achieve and what the interviewee’s sensitivities may be. They conduct the interview as a guided dialogue rather than as an interrogation. Afterward, they draw out the “So what’s” from their findings and share them with their team. Above all, they demonstrate strong interpersonal skills. They know when to question and when to listen – and how to establish rapport. First, we need to identify the reason for the interview. As a rule, most of our interviews will have information-gathering or relationship-building objectives. In addition, the extent to which either relationship building or information gathering will dominate the interview depends on the interviewee’s role in the engagement, previous contact with McKinsey, and the insights we seek. Therefore, defining the interview’s overall objective requires thinking about our specific objectives in the context of the engagement. Typically, interviewees have some common concerns. Typically, the interview’s core section consists of clusters of questions arranged strategically to match the interviewee’s needs, the situation, and the team’s objectives. We can ask our questions in two formats: open