Strategic Enterprise Management solutions and case studies.docx

Strategic Enterprise Management solutions and case studies.docx

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StrategicEnterpriseManagementsolutionsandcasestudies

StrategicEnterpriseManagementsolutionsandcasestudies

汤文青201008320117天目学院园艺101

StrategicEnterpriseManagementsolutionsandcasestudies

Editor'snote:

businessmanagerscannotbearthepainofpoorexecution.Howtomakegorgeouscorporatestrategyfromapieceofpaperfalltothegroundandhowtoensurethatperformanceresultsandthestrategicobjectivesofthedepartment,teamandstafftobeconsistent?

EnterprisePerformanceManagementtobecomeabridgetoconnectitall.IssueselectBlu-raycorporatestrategicmanagementsolutionsasacasestudyhaveimplicationsforrelatedbusinesses.

Intheprocessofvaluecreation,corporateperformancepipenetwork

）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,.

Thecoreideaof​​strategicbusinessmanagementofenterpriseperformancemanagementsolutionstheK/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