MC公司战略绩效指标体系的重新设计（资料）.docVIP

MC公司战略绩效指标体系的重新设计（资料） 目录 TOC \o 1-9 \h \z \u 目录 1 正文 1 文1：MC公司战略绩效指标体系的重新设计 1 研究总结 5 文2：MC公司战略绩效指标体系的应用评估 5 1）分析行业各指标平均状况及领先值。 6 3）分析行业关键成功要素及重要成功要素。 6 4）判断企业经营中的强项和短板。 6 5）对公司经营提出发展建议。 6 1）行业关键成功要素是：产品质量、售后服务。 7 2）行业重要成功要素是：营销渠道、新品投放。 7 1）将 32 个指标对应到 8 个部门。 8 3）分析各项指标在 5 年中的变化趋势。 8 1）企业利润和收入指标持续恶化，但降成本指标表现较好。 9 2）新品市场份额低，对企业经营贡献小。 9 3）质量满意度表现较差，且改观不明显，存在波动。 9 4）产能利用率低，资产利用需要优化。 9 5）服务及时率近 5 年无实质性变化，提高幅度较低。 9 6）年投放产品数量少，5 年仅投放 4 款新品。 9 参考文摘引言： 12 原创性声明（模板） 13 文章致谢（模板） 13 正文 MC公司战略绩效指标体系的重新设计（资料） 文1：MC公司战略绩效指标体系的重新设计 The Research on Strategic Performance Index System in MC Company Abstract：In recent yea， the concept of strategic management was imported and paid attentioncotantly by the domestic companies. Strategic management is also laid the foundation ofsustainable development for many enterprises. But in the process of strategic management，scientific， systematic and accurate evaluation results of enterprise strategy or performanceof enterprise strategy， become a problem that restricts the improvement of enterprisestrategic management. And the key is to establish index system to solve the problem。 Strategic performance evaluation is not only on the underlying basis between enterprises，also be the basis of enterprise measure overall performance and system capacity. So toestablish a set of performance index system based on strategy is the guarantee of enterpriseformulation and implementation strategy。 To MC company as sample， this paper fit dug the present situation of strategicmanagement and strategic performance index system， analyzes benefit and problems ofstrategic performance index system， and puts forward two core problems of the research otrategic performance index system in MC company， one is the lack of theoretical support，the other is indexes apart from strategy. Then we use the strategic map and balancedscorecard as the important theoretical support， redesigning the MC company strategicperfor