彬心月整理-管理咨詢系統(tǒng)工具框架(DOC 182).doc

目錄目錄 table of contents 背背 景景 background4 了解本指南 understanding this guide6 八模塊企業(yè)發(fā)展階梯 the 8 module business development ladder.9 模塊一：了解你的企業(yè) module 1: understanding what business you are in 10 概述概述 overview.10 主要學(xué)習(xí)目標(biāo)主要學(xué)習(xí)目標(biāo) key learning objectives11 工具工具 tools12 典型的模塊一程序典型的模塊一程序 typical module 1 program13 需完成的任務(wù)需完成的任務(wù) tasks to be completed.14 模塊二:了解顧客、市場和產(chǎn)品 module 2: understanding the customers， markets and products.29 概述概述 overview.29 主要學(xué)習(xí)目標(biāo)主要學(xué)習(xí)目標(biāo) key learning objectives30 工具工具 tools31 典型模塊二程序典型模塊二程序 typical module 2 program33 需完成的任務(wù)需完成的任務(wù) tasks to be completed.34 模塊三:確定商業(yè)模式 module 3: defining the business model .50 概述概述 overview.50 主要學(xué)習(xí)目標(biāo)主要學(xué)習(xí)目標(biāo) key learning objectives51 工具工具 tools52 典型的模塊三程序典型的模塊三程序 typical module 3 program54 需完成的任務(wù)需完成的任務(wù) tasks to be completed.54 需完成的任務(wù)需完成的任務(wù) tasks to be completed.55 模塊四:員工授權(quán) module 4: team empowerment.71 對(duì)企業(yè)業(yè)績進(jìn)行管理對(duì)企業(yè)業(yè)績進(jìn)行管理 managing organisational performance72 主要學(xué)習(xí)目標(biāo)主要學(xué)習(xí)目標(biāo) key learning objectives73 工具工具 tools74 需完成的任務(wù)需完成的任務(wù) tasks to be completed.77 模塊五:市場營銷戰(zhàn)略計(jì)劃 module 5: strategic marketing plan93 概述概述 overview.93 主要學(xué)習(xí)目標(biāo)主要學(xué)習(xí)目標(biāo) key learning objectives94 工具工具 tools95 典型的模塊五程序典型的模塊五程序 typical module 5 program97 需完成的任務(wù)需完成的任務(wù) tasks to be completed.98 模塊六:企業(yè)系統(tǒng)化 module 6: business independence114 概述概述 overview.114 主要學(xué)習(xí)目標(biāo)主要學(xué)習(xí)目標(biāo) key learning objectives116 工具工具 tools117 典型的模塊六程序典型的模塊六程序 typical module 6 program119 需完成的任務(wù)需完成的任務(wù) tasks to be completed.120 模塊七:組織結(jié)構(gòu)， 知識(shí)，環(huán)境管理和技術(shù)應(yīng)用戰(zhàn)略 module 7: organisational structure， knowledge， environmental management and technology strategies136 概述概述 overview.136 主要學(xué)習(xí)目標(biāo)主要學(xué)習(xí)目標(biāo) key learning objectives138 工具工具 tools139 典型的模塊七程序典型的模塊七程序 typical module 7 program141 需完成的任務(wù)需完成的任務(wù) tasks to be completed.142 模塊八:反饋和持續(xù)改善 module 8: feedback and continuous improvement158 概述概述 overview.158 學(xué)習(xí)目標(biāo)學(xué)習(xí)目標(biāo) learning objectives159 工具工具 tools160 典型的模塊八程序典型的模塊八程序 typical module 8 program162 需完成的任務(wù)需完成的任務(wù) tasks to be completed.162 需完成的任務(wù)需完成的任務(wù) tasks to be completed.163 注 notes179 注 notes180 注 notes181 注 notes182 背背 景景 background 本指南旨在為咨詢顧問公司和其它商業(yè)服務(wù)機(jī)構(gòu)提供技術(shù)和方法，使他們能夠 成功地為中小企業(yè)提供咨詢服務(wù)。 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 small/medium size enterprises (smes). 這里提供的資料旨在幫助咨詢顧問公司能夠與中小企業(yè)建立互惠的關(guān)系。 這些 方法不僅可以獲得 “快速取勝”的效果， 還能夠促進(jìn)咨詢顧問與客戶之間建立 長期的關(guān)系-這是一種讓咨詢顧問獲得 “受信任的顧問”的地位的關(guān)系， 是一 種使雙方的知識(shí)和資源匯集成一個(gè) “知識(shí)和資源庫”的關(guān)系。 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.” 該項(xiàng)目的目的是改善企業(yè)在財(cái)務(wù)和運(yùn)營這兩方面的業(yè)績業(yè)績。 這是通過在企業(yè)中實(shí) 施許許多多小的措施后達(dá)到的結(jié)果。 普通和優(yōu)秀優(yōu)秀企業(yè)的區(qū)別總是體現(xiàn)在這些小 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 in your business. the difference between and ordinary and extra-ordinary business always lies in these little things! 本項(xiàng)目分為八個(gè)模塊 the program is split into 8 modules; 1. 了解你的企業(yè) understanding what business you are in; 2. 了解你的客戶，產(chǎn)品和市場 understanding your customers， products and markets; 3. 商業(yè)模式 the business model; 4. 員工授權(quán) team empowerment; 5. 市場營銷戰(zhàn)略計(jì)劃 the strategic marketing plan; 6. 企業(yè)系統(tǒng)化 business independence; 7. 組織結(jié)構(gòu)，知識(shí)， 環(huán)境管理和技術(shù)應(yīng)用戰(zhàn)略 organizational structure， knowledge， environment management and technology strategies; and 8. 反饋與持續(xù)改善 feedback and continuous improvement. 我們建議你在按月收取客戶咨詢費(fèi)的前提上， 全面實(shí)施本項(xiàng)目。 但是， 在某 些情況下， 先提供本項(xiàng)目的部分內(nèi)容可能更合適， 例如， “客戶咨詢會(huì)”， 或 “優(yōu)質(zhì)服務(wù)爭創(chuàng)第一”的客戶服務(wù)培訓(xùn)。 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 “exceptional service leading the pack” customer service training. 本項(xiàng)目旨在了解企業(yè)， 提出和實(shí)施改進(jìn)措施， 提供對(duì)企業(yè)所有者和員工都有 實(shí)際意義的培訓(xùn)。 本項(xiàng)目旨在使企業(yè)業(yè)績得到長期, 顯著的改善。 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. 了解本指南 understanding this guide 本指南旨在概述經(jīng)營業(yè)績改善項(xiàng)目的八個(gè)模塊。 this guide aims to provide an overview of the 8 module business performance improvement program. 經(jīng)營業(yè)績改善項(xiàng)目共分為八個(gè)模塊: the business performance improvement program has been split into 8 distinct modules: 1. 了解你的企業(yè) understanding what business you are in; 2. 了解你的客戶，產(chǎn)品和市場 understanding your customers， products and markets; 3. 商業(yè)模式 the business model; 4. 員工授權(quán) team empowerment; 5. 市場營銷戰(zhàn)略計(jì)劃 the strategic marketing plan; 6. 企業(yè)系統(tǒng)化 business independence; 7. 組織結(jié)構(gòu)，知識(shí)， 環(huán)境管理和技術(shù)應(yīng)用戰(zhàn)略 organisational structure， knowledge， environment management and technology strategies; and 8. 反饋與持續(xù)改善 feedback and continuous improvement 本指南接下來的部分對(duì)每個(gè)模塊進(jìn)行了概述。 每個(gè)模塊都由 8 個(gè)步驟組成。 本指南中還提供有圖表, 以幫助咨詢顧問學(xué)習(xí)和理解這一流程。此外, 有工具提 供的步驟也標(biāo)注有專門的符號(hào)。針對(duì)每個(gè)模塊， 我們都已提供了以下的內(nèi)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: 該模塊的概述 an overview of the module; 主要學(xué)習(xí)目標(biāo)(以表示) key learning objectives (denoted by ); 該模塊中提供的工具(以表示) a list of the available tools for that module (denoted by ); 以圖示方法列出八個(gè)步驟 a diagrammatic representation of the 8 stages involved; and “需完成的工作” 清單， 與工具相互參照 ( 以表示) a list of “things to do， ” cross-referenced to the tools (denoted by ) 戰(zhàn)略性經(jīng)營業(yè)績改善模式 the strategic business performance improvement model 了解你的客戶，市場和產(chǎn)品了解你的客戶，市場和產(chǎn)品 understanding your customers，markets andproducts 八模塊企業(yè)發(fā)展階梯 the 8 module business development ladder 模塊一：了解你的企業(yè) module 1: understanding what business you are in 概述 overview 任何咨詢業(yè)務(wù)的開始階段都是非常重要的。 作為咨詢顧問， 你所負(fù)責(zé)的是過程過程-這是 需要特別引起你注意的，你幾乎不太可能控制結(jié)果。 你和你的客戶一起開始了一個(gè)令人興 奮的旅程。 在這個(gè)旅程中， 客戶和咨詢顧問之間要進(jìn)行雙方向互動(dòng)的知識(shí)交流。 這種信 息的交流過程本身同信息一樣有價(jià)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 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這一關(guān)系中所扮演的角色-你只是咨詢項(xiàng)目的推動(dòng)人， 而不是客戶業(yè) 務(wù)的專家! all parties must understand your role in the relationship you are the facilitator of the program， you are not an expert in your clients business! 一般來講， 在項(xiàng)目的第一階段， 你要收集關(guān)于客戶及其業(yè)務(wù)的信息。 你還要召開你的第 一次戰(zhàn)略計(jì)劃會(huì)議。 第一階段的目的是建立客戶和咨詢顧問之間的關(guān)系， 并開始經(jīng)營業(yè) 績改善項(xiàng)目的 “計(jì)劃” 階段。 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 program is designed to develop the relationship between client and consultant and begin the “planning” stage of the business performance improvement program. 主要學(xué)習(xí)目標(biāo) key learning objectives 下面的清單詳細(xì)列舉了模塊一- “了解你的企業(yè)”主要學(xué)習(xí)目標(biāo)的一些內(nèi)容: the following list details some of the key learning objectives of module 1 understanding what business you are in: 了解企業(yè)所有者 (或主要股東)的個(gè)人和企業(yè)目標(biāo)， 并開始以所有者的 個(gè)人目標(biāo)為基礎(chǔ)制定企業(yè)宗旨和/或遠(yuǎn)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； 了解企業(yè)當(dāng)前財(cái)務(wù)和非財(cái)務(wù)方面的業(yè)績情況概況； to obtain an overview of the current financial and non-financial performance of the business； 了解企業(yè)所服務(wù)的市場，及其產(chǎn)品在各自生命周期中所處的位置； to understand where the business and each market is in its product life cycle； 了解如何評(píng)估企業(yè)的價(jià)值和系統(tǒng)化會(huì)給企業(yè)價(jià)值帶來的影響； to understand how businesses are valued and the impact that systematisation can have on the value of the business； 確認(rèn)企業(yè)的戰(zhàn)略優(yōu)勢(shì)，劣勢(shì)，以及當(dāng)前所面臨的機(jī)會(huì)和威脅； to identify the strategic strengths， weaknesses， opportunities and threats currently facing the business； 明確改善企業(yè)表現(xiàn)的立即行動(dòng)點(diǎn)(iaps)； to identify immediate action points (iaps) to improve the performance of the business； 明確企業(yè)面臨的困境和通過實(shí)施 bpip 來解決這些問題的方法； to identify the frustrations of the business and ways in which the bpip can assist to resolve those issues； and 建立咨詢顧問和客戶合作的基礎(chǔ)一種持續(xù)的關(guān)系 to establish the basis on which the consultant and client will work together the on-going relationship. 工具 tools 下列工具為你提供工作幫助。 這些工具與” 需完成的任務(wù)” 部分相互參照( 用表示)。 the following tools have been provided to assist you. these tools arecross- referenced throughout the “tasks to be completed” section (denoted by ). 第一次戰(zhàn)略計(jì)劃會(huì)議邀請(qǐng)函 1st strategic planning session invitation 第一次戰(zhàn)略計(jì)劃會(huì)議準(zhǔn)備清單 1st strategic planning session checklist 戰(zhàn)略需求分析問卷 (snaq) strategic needs analysis questionnaire (snaq) 客戶服務(wù)重點(diǎn)問卷 customer service focus questionnaire 利潤潛力 (表格) profit possibilities (spreadsheet) 第一次戰(zhàn)略計(jì)劃會(huì)議議程 1st strategic planning session agenda 第一次戰(zhàn)略計(jì)劃會(huì)議 powerpoint 演示稿 1st strategic planning session powerpoint presentation 第一次戰(zhàn)略計(jì)劃會(huì)議報(bào)告模本 1st strategic planning session report template 合作意向書模本 engagement letter template 小組計(jì)劃會(huì)情況匯報(bào)議程 team planning session debrief agenda 典型的模塊一程序 typical module 1 program 需完成的任務(wù) tasks to be completed 1.1安排第一次戰(zhàn)略計(jì)劃會(huì)議的后勤事宜安排第一次戰(zhàn)略計(jì)劃會(huì)議的后勤事宜 arrange logistics for 1st strategic planning session 第一次戰(zhàn)略計(jì)劃會(huì)議大約進(jìn)行 3-4 個(gè)小時(shí)。 在 此期間， 你將教給企業(yè)的所有者如何分析他們所 從事行業(yè)的性質(zhì)和評(píng)估他們?cè)诿總€(gè)市場上的競爭 地位。 你們還要一起研究 snaq 和完成一份立立 即行動(dòng)點(diǎn)即行動(dòng)點(diǎn)的清單。 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 competitive positioning within each market. together you will also review the snaq and compile a list of immediate action points. 這個(gè)會(huì)議還會(huì)給你提供更好地了解你的客戶的機(jī) 會(huì)。 你應(yīng)當(dāng)利用這次會(huì)議來獲得他們的信任和建 立你們之間的合作關(guān)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 build your working relationship. 確定會(huì)議的日期和時(shí)間。 set the date and time for the session. 邀請(qǐng)客戶-用信函/傳真/電子郵件的形式確認(rèn)這 些安排。 請(qǐng)參見 “第一次戰(zhàn)略計(jì)劃會(huì)議邀請(qǐng)函第一次戰(zhàn)略計(jì)劃會(huì)議邀請(qǐng)函” invite the client use a letter/fax/email to confirm arrangements. please refer to “1st strategic planning session” invitation 向客戶發(fā)出 “ 戰(zhàn)略需求分析問卷戰(zhàn)略需求分析問卷”。 send the “strategic needs analysis questionnaire“ to the client. 安排會(huì)議地點(diǎn)-盡量使用中立性的地點(diǎn)-會(huì)議 場所必須確保無干擾。 arrange venue try to use a neutral venue there must to be no distractions. 餐飲事項(xiàng)-應(yīng)準(zhǔn)備午餐和上下午茶。 refreshments lunch， morning and afternoon tea should be arranged. 會(huì)議設(shè)施-白板， 白板筆， 電腦 (供 powerpoint 演示之用)， 紙， 筆， 投影儀。 請(qǐng) 參見 “第一次戰(zhàn)略計(jì)劃會(huì)議第一次戰(zhàn)略計(jì)劃會(huì)議” 準(zhǔn)備清單。準(zhǔn)備清單。 equipment whiteboard， marker pens， computer (for powerpoint presentations)， paper， pens， projector. please refer to “1st strategic planning session” checklist 1.2從客戶處收集信息從客戶處收集信息 collect information from client 在第一次戰(zhàn)略計(jì)劃會(huì)議之前， 你需要從客戶處收 集大量信息。 you will need to gather plenty of information on the client prior to the 1st strategic planning session. 如果客戶有網(wǎng)站的話， 你應(yīng)當(dāng)瀏攬其網(wǎng)站。 if applicable you should view the business web- site. 請(qǐng)客戶提供給你他們所有的企業(yè)介紹和廣告材料。 ask the clients to send you any brochures or advertising material that they have. 你還需要客戶的 3 年財(cái)務(wù)報(bào)表 (盈虧表， 資產(chǎn)負(fù) 債表和現(xiàn)金流量表)。 還要請(qǐng)客戶給你提供他們 通常使用的管理報(bào)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. 你需要客戶填寫 snaq 問卷，并在會(huì)議前的至少 4-5 天把它交給你。 這樣， 你才會(huì)有充足的時(shí) 間來分析問卷，并為第一次戰(zhàn)略計(jì)劃會(huì)議作準(zhǔn)備。 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 some notes for your 1st strategic planning session. 客戶還應(yīng)當(dāng)完成并交給你 “客戶服務(wù)要點(diǎn)客戶服務(wù)要點(diǎn)” 問卷問卷。 這一問卷是用來衡量企業(yè)提供優(yōu)質(zhì)客戶服務(wù)方面 的表現(xiàn)。 該問卷的結(jié)果在本項(xiàng)目的后面階段會(huì)用 到， 并將用來同客戶和員工的反饋結(jié)果相比較。 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. 不要忘記詢問客戶，他們是否還有其它他們認(rèn)為 對(duì)你有用的信息。 如果有， 請(qǐng)他們提供給你。 dont 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. 1.3分析客戶信息分析客戶信息 analyse client information 第一次戰(zhàn)略計(jì)劃會(huì)議一定要做非常充分的準(zhǔn)備- 這是一次很重要的會(huì)議， 它將為你和客戶的未來 合作確定基調(diào)。 要用 3 個(gè)小時(shí)重新審閱已填寫完 成的 snaq 和你所收集的其它信息。 you will need to prepare thoroughly for the 1st strategic planning session it is a very important meeting that will set the tone for your future engagement with the client. allow 3 hours to review the completed snaq and any other information you have gathered. 在閱讀 snaq 時(shí)， 應(yīng)當(dāng)注意的方面包括 while going through the snaq you should look for problem areas for example 企業(yè)所有者與其他主要決策人在目標(biāo)和觀 念之間的沖突 conflicts between the goals and ideals of the owners and other key decision- makers. 問卷中沒有回答的部分(這也許反映了企業(yè) 信息系統(tǒng)的弱點(diǎn)) areas where no information has been provided (this may indicate weaknesses in the business information systems) 答卷人對(duì)問題的理解明顯錯(cuò)誤的地方 areas where the respondent clearly has misinterpreted the question 在閱讀 snaq 時(shí)， 把那些值得討論的問題標(biāo)出 來， 并找機(jī)會(huì)把該項(xiàng)目所能提供的服務(wù)與客戶所 面臨的困境及問題聯(lián)系起來。 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 clients frustrations and problems. 用客戶的財(cái)務(wù)數(shù)據(jù)填制 “利潤潛力利潤潛力”。 set up the “profit possibilities” using the clients financial data. 準(zhǔn)備好會(huì)議的議程并發(fā)送給所有參加會(huì)議的人員- -請(qǐng)參見 “第一次戰(zhàn)略計(jì)劃會(huì)議議程第一次戰(zhàn)略計(jì)劃會(huì)議議程” 模本模本。 prepare an agenda for the session and send it to all participants please refer to “1st strategic planning session agenda” template. 1.4召開第一次戰(zhàn)略計(jì)劃會(huì)議召開第一次戰(zhàn)略計(jì)劃會(huì)議 hold 1st strategic planning session 在第一次戰(zhàn)略計(jì)劃會(huì)議的開始部分， 你要回顧企 業(yè)所有者的個(gè)人和企業(yè)目標(biāo)。 你還要闡述企業(yè)價(jià) 值評(píng)估的原則和系統(tǒng)化將如何提升企業(yè)的價(jià)值。 請(qǐng)參見 “第一次戰(zhàn)略計(jì)劃會(huì)議第一次戰(zhàn)略計(jì)劃會(huì)議” powerpoint 演示。演示。 during the first part of the 1st 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 strategic planning session” powerpoint presentation. 要記住， 會(huì)議其間不要總是你一個(gè)人在講話。 如果讓客戶有機(jī)會(huì)談?wù)撍麄兊哪承﹩栴}和困境， 他們會(huì)覺得收獲更大。 你要鼓勵(lì)進(jìn)行問題討論， 以制定一系列的行動(dòng)來解決問題 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. 在會(huì)議其間， 要逐一討論你從 snaq 中發(fā)現(xiàn)的 問題或弱點(diǎn)。 當(dāng)客戶表述這些問題時(shí)， 你可以 將它們與你可以提供的用于解決這些問題的工具 聯(lián)系起來， 例如， 客戶咨詢會(huì)， 優(yōu)質(zhì)服務(wù)培訓(xùn) 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 記住， 要確定一些 “立即行動(dòng)點(diǎn)立即行動(dòng)點(diǎn)” (iaps)。 這 是客戶可以立即在企業(yè)內(nèi)實(shí)施的行動(dòng)。 有些 iap 可以對(duì)企業(yè)的贏利能力產(chǎn)生立竿見影的作用， 例 如， 提高價(jià)格。 要切記， 是客戶在實(shí)施這些行 動(dòng)， 而不是你不是你。 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. 1.5給客戶準(zhǔn)備包含給客戶準(zhǔn)備包含 iap 的戰(zhàn)略計(jì)劃會(huì)議報(bào)告的戰(zhàn)略計(jì)劃會(huì)議報(bào)告 prepare strategic planning session report for client with iaps assigned 會(huì)議之后， 你需要向客戶提供一份報(bào)告。 這份 報(bào)告要把這幾天的事件寫出”簡要總結(jié)”。 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: 給客戶的祝賀函； congratulations letter for the client； 簡要總結(jié)； executive summary； 立即行動(dòng)點(diǎn)； immediate action points； 月度會(huì)議安排； schedule of monthly meetings； 小組會(huì)議的計(jì)劃日期； scheduled date for team meeting； 所有提出的問題的詳細(xì)內(nèi)容， 參閱行動(dòng)清 單； details of all the issues raised， cross- referenced to the action list； 相互承諾聲明； mutual commitment statements； and 詳細(xì)的行動(dòng)清單， 與你所提供的產(chǎn)品，以 及 bpip 項(xiàng)目中的相關(guān)模塊相結(jié)合。 a detailed action list cross-referenced to the products you offer and the relevant module of the bpip program. 行動(dòng)清單應(yīng)當(dāng)非常具體， 并分解為短期行動(dòng)， 如， iap，和長期行動(dòng)。 the action list should be specific and split into short-term e.g. iaps and longer-term actions. 報(bào)告的模本已提供-請(qǐng)參見 “第一次戰(zhàn)略計(jì)劃會(huì)第一次戰(zhàn)略計(jì)劃會(huì) 議報(bào)告議報(bào)告” 模本模本。 a template for the report has been provided please refer to “1st strategic planning session report” template. 報(bào)告應(yīng)當(dāng)在會(huì)議之后的 7 天內(nèi)送給客戶。 并記住 在報(bào)告發(fā)出的一兩天后給客戶打電話確認(rèn)他們收 到了該報(bào)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. 1.6建立持續(xù)的關(guān)系基礎(chǔ)，建立持續(xù)的關(guān)系基礎(chǔ)， 并將合作函發(fā)給客戶并將合作函發(fā)給客戶 establish the basis of the on-going relationship and send an engagement letter to the client. 在計(jì)劃討論會(huì)期間，你將確立起你和客戶的持續(xù) 合作關(guān)系的特點(diǎn)。 during the planning session you will have established with your client the nature of your on-going relationship. 持續(xù)性關(guān)系有兩種形式。 你或者會(huì)使客戶接受全 部的 bpip 計(jì)劃， 或是會(huì)把一些服務(wù)捆綁在一起， 例如， cas， tas， 或者 “優(yōu)質(zhì)服務(wù)爭創(chuàng) 第一 ” 培訓(xùn)等。 two alternatives exist for the on-going relationship. you will 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. 理想的情況是， 你應(yīng)當(dāng)把合作函與第一次戰(zhàn)略計(jì) 劃會(huì)議的報(bào)告一起送給客戶。 這個(gè)工作必須在客 戶對(duì)這次會(huì)議還記憶猶新的時(shí)候完成， 大約在會(huì) 后的 4-5 天內(nèi)。 ideally you should send the e