Strategic Enterprise Management solutions and case studiesWord格式.docx
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)Isabridgebetweenstrategyandexecutionoftheaffiliatedenterprises.ThroughtheBalancedScorecard(BSC),theworld'
scommonlyusedtoolsandmethodstoassistenterprisestoproperlydevelopastrategyandcorporatestrategyofthegradualdecompositionrformanceIndicationofkeyperformanceindicatorsfordepartmentsandindividuals)toimplementthecorrespondingplanofaction,effectivemonitoringoftheimplementationprocess,andassistenterprisestoappropriateoptimizationstrategies
Thiscasedemonstratedhowtosetgoals,modeling,forecasting,planningandbudgeting,monitoring,analysisevaluationandreportedthattradeinforeigntrade,www.c
Cycleofsixprocesscontainsadvancedtoolsandmethodstoachieveenterpriseperformancemanagement.Background:
daywinsGroup(virtual):
Shenzhen,alargeelectroniccomponentsandaccessoriesmanufacturers,theGroupconsistsoffourDivisionBlu-ray(virtual):
IsthedaywinsGroupundertheInstrumentsDivision
Blu-rayinthedomesticleadingpositioninthedevelopmentandproductionoflaserequipment,theexistingstaff600people,including300productionstaff,morethan100R&
Danddesign,therestofengineering,sales,marketingandmanagementpersonnel.Mainlyproducestwotypesofoptoelectronicproducts:
electronicdigitalcalculatorandlasers.Thecompanyismainlyselltheirproductsthroughdirectsalesteamandagentstotheexistingthreebranchesand11agentsthroughoutthecountry.
Strategicobjectives
Witheconomicdevelopment,tomaintaintheleadingedgeofthebluelightintheindustry,putforwardhigherrequirements:
rapidchangesinthemarket,requiringhigherandhighercorporatetransparency;
marketcompetition,requiringenterprisestorespondmorequickly;
theinnovationcapacityofthemarketforcorporateincreasinglyhighdemand;
investorsprofitsofanenterpriserequiresahigherposition.
Blu-rayintwoandahalfyearsagopurchasedafinancialcommunicationsoftware,mainlyforfinancialmanagement.Therequestofthenewcompetition,theoriginalfinancial-passhasobviouslycannotsupportthestrategicdevelopmentoftheBlu-ray.Specificperformance:
increasingthenumberofcustomers,satisfactionhasdeclined,leadingtoincreasedcustomerchurn;
productionefficiencyisnothigh,longcycle;
stockfundsused;
theslowresponsetomarketchanges;
manualoperation,thetransmissionofinformationisnottimely,inaccurate;
managementstyleisoldandnotsuitedtolong-termdevelopmentrequirements.
Facedwiththissituation,theCEOtookofficein2002clearlypointedout:
willleadBlu-rayinformationtechnology"
.Sametime,hewillbeBlu-raythestrategicobjectivesidentifiedas:
"
continuetointroducenewtechnologiesandproducts,tocreatethebestshareholderreturnsandtoachievethisyear'
ssalesrevenueincreasedby50%.
Researchreport
Determinethestrategy,theCEOoftherapidformationoftheInformationCommissionwithinthecompany,andhireddomesticmanagementsoftwarecompanyKingdeesoftwarewrittenforitsstrategiestoachievethefeasibilityresearchreport.
KingdeerepresentativeassignedtotheBlu-raycompanies,thesixkeystepstoquicklycyclethecurrentsituationofthecompany'
scomprehensiveresearchandevaluation:
★setatarget:
inaccordancewiththeBalancedScorecard(BSC)financial,customer,internalprocesses,learningandgrowthoffourdimensionstomeasure,Blu-rayhasnotbeensystematicallystrategicobjectivesbrokendownintospecifickeyperformanceindicatorsandtheimplementationoftodepartmentsandindividuals.Blu-raycompaniestoachievesalesgrowthtargetof50%mustmeetthegrossprofitmarginincreasedto32%profitmarginaftertaxincreasedby15%,netprofitmarginincreasedto10%oftheindicators.
The★Modeling:
Inthisprocess,Kingdee,Blu-raysalesdirectoroftencomplainabouttheinaccuratesalesforecasts,productiondirectorisaccusedofmoretemporaryorders,theBlu-rayisdifficulttodoinadvanceofoperatingconditionsandprofitabilityofincometheforecast.Inthiscase,Kingdeemodelingtoolstopredicttheoperatingconditionsofthevariousbusinessmodelsandprofitincome,usedtomeasurethefeasibilityofstrategicobjectives.
★budgetplan:
Blu-ray,productiondirector,onlytodevelopamonthlyplan,andneverplanadjustmentsandamendments;
andChiefFinancialOfficerfeedbackchangesinthebudget,itisdifficulttofeedback!
Accordingtotheenterprise,departmental,andpersonalgoals,acomprehensiveplanandbudget,thefulldeploymentofavarietyofresourcestomaximizeitsvalue.Andtodevelopappropriateactionprogramstoensuretheoperabilityofthestrategicobjectives
★monitoring:
inblue,almostfromtoptobottom,agreedtoreflectthelackofeffectivemonitoringtoprotecttheCEOsaidthedifficultandtimelymonitoring;
salesdirectorcomplainedafewdaysafterthesaleofthestatusof;
CIOpointedoutthatthefinancialandbusinessintegration.Inthiscase,advancedmanagementandmonitoringtools,real-timecontrastthedifferencebetweentheactualkeyperformanceindicatorsandplansofkeyperformanceindicators,easytotakeappropriatemeasurestoensurethesector,theimplementationoftheindividualandthecompany'
soverallstrategicobjectives.
Analysisandevaluation★:
Blu-rayduetotheabovefourstepsarewell,sotheCEOisdifficulttoeffectivelyanalyzedata,andalsodonotknowthegoals;
CIOmoreeffectiveassessmentofdepartmentsandproducts.Therefore,theneedtoprovideimprovedtoolsandmethodstoconductin-depthanalysisandevaluationoftheresultsofoperationsoftheenterprise,andparseouttheactualreasonforthedifferencebetweenthetarget,theadjustmentofthecorporatestrategytoprovidethecorrectinformationfordecision-making.
★Report:
CEOoflackofeffectiveandaccuratereports;
theCFOcanonlyprovideafinancialreport;
salesdirectorcannotgetfinancialdata.Inthissession,youneedtoprovideawealthofreports,fortheneedsofdifferentmanagers,toreflectthefullrangeofenterpriseoperations.
Insummary,theKingdeeconcluded,theformerCEOlefttheoutdatedconservativemanagementmethodsandinformationtechnologytools,hasbecomeamajorobstacletothecompanytoachievestrategicobjectives.Blu-raycompaniestoachievestrategicsuccessfactorsare:
toenhancedataanalysisanddecisionsupportcapabilities;
toexpandsaleschannelsandenhancesalescapabilities;
strengthenbudgetarycontrol;
improveproductionprocesses,improveproductivity;
reduceinventory,increaseinventoryturns;
reducecosts,on-timedelivery;
improvetheefficiencyofinternalcommunication;
developmentofnewproducts,shortentimetomarketofnewproducts.
Howtheseindicatorssignificantlyimprovedintheshortterm?
Blu-raythereisanurgentproblemtobesolvedcompletelythroughthecorporatestrategyformulation,strategyimplementationandstrategytooptimizethewholeprocessofthisstrategicenterprisemanagementdecision-makinginformation.TheKingdeeconsultantCEOofBlu-rayrecommendedstrategicenterprisemanagementinformationsolutions,theprogramisatthecoreofenterpriseperformancemanagement)strategyandimplementationofaneffectivelinkbetweentheBlu-raycompanies.ItsgreatestcontributionistobeabletohelptheBlu-raytimelyinformedofthedecision-makinginformation,thestrategyfromdevelopmenttoimplementationandthentoachievethewholeprocessoftheenterprisevalue.
StrategicManagementApplicationArchitecture
Blu-rayCEOandthecompanymanagementdecidedtolistentotheviewsofthecompany,thechoiceofthecompany'
sstrategicenterpriseinformationmanagementsolutionstoenterprisemanagementre-planningcarefullystudiedKingdeestrategiestoachievethefeasibilityresearchreport,.
ThecoreideaofstrategicbusinessmanagementofenterpriseperformancemanagementsolutionstheK/3v10,onthebasisoftraditionaltransactionprocessing,withtheadvancedbusinessintelligence(BI)anddatawarehousing(DW)technology,providingacompletemeasureofcorporateperformancetoolsandmethods,reflectingtheperformance-drivenbusinessandmanagementmodelstohelpcompaniesachievestrategicobjectives.
Tightjunctionsofthethreelevelsofcorporatemanagement:
strategicmanagement,managementandcontrollayer,operationallayer.
Strategicmanagement:
corporatedevelopmentvisionandtheinternalandexternalcompetitivefactors,todevelopstrategicobjectives,determinethewayofimplementationofthestrategyandthetargetlayerbylayerdecompositionintoactionsandprograms,accesstoreal-timefeedbackfromthemanagementcontrollayerandtheoperationallayerofthestrategyimplementationprocessinformationinordertooptimizethestrategy.
Layerofmanagementcontrol:
actionprogramsintoplansbudget,andperformanceoftheoperationofreal-timemonitoring,basedonananalysisofthereport,adjusttheprogramofaction.
Opera