以价值为导向的企业战略规划.pptVIP

战略规划程序的成功关键之一是总裁及公司高层领导对各业务单元规划的质询，以此确保其战略思想得到有效的贯彻。 中化每年的战略规划程序应是一个自上而下、自下而上严格质询的过程。 对一个经营多种业务的大公司而言，公司的最高领导层不应该、也无法通过对下属业务单元的日常经营进行干预的手段来实现管理。因此，有效的管理程序是大公司领导层实施对公司管理的主要手段。 战略规划应对行业及竞争态势，以及中化自身竞争优/劣势进行充分、详实的分析，并在此基础上制订相应的战略，而且必须对与此战略相应的财务目标及资源需求作出尽量实际的预测。 战略规划应对行业及竞争态势，以及中化自身竞争优/劣势进行充分、详实的分析，并在此基础上制订相应的战略，而且必须对与此战略相应的财务目标及资源需求作出尽量实际的预测。 各中心及业务部的战略规划必须受到高层领导的集体严格质询。战略质询会是一个高层领导贯彻其战略思想，指导/帮助下属中心/业务部发展的重要手段。 在战略质询会上，高层领导以事实及数据为基础，对中心/业务部的战略规划的各个方面提出质询。 As we will see later in the document, a company needs many ideas in 层面 3 to build a few businesses in 层面 2. Naturally, with new ideas, the uncertainty is high. Most ideas just won’t work. Some companies have determined that it takes 100 ideas to arrive at 1 feasible business. This ratio is quite different than the one most companies anticipate when they consider continuous growth. They think they can use a pipeline of ideas, putting a few more ideas in the front end than they will need at the back end. What we have learned in our research is that this pipeline should, in fact, be a funnel. And a funnel requires a dramatic increase in the idea generation capabilities of most organizations. Intangibles provide companies with a new way to compete—the capital-light way. In the old economy, a capital-heavy approach meant that market access was gained through capital investment. In the global new economy, market access is gained instead through superior value arising from a capital-light, intangible-heavy approach. Rather than owning everything, reliance on alliances and web-based business systems allows for a reduction in the unwise use of financial capital. While a capital-heavy approach generates returns at or below the cost of capital, a capital-light, intangible-heavy approach generates high returns relative to the capital invested. In addition, the capital-heavy approach presents relatively high financial risk, while the intangible-heavy approach presents little financial risk. Finally, a capital-heavy approach is s