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在企业的战略层次中,营销战略属于职能层战略,主要包括营销目标、营销策略、行动方案和指标监控等方面的内容,它在企业整体发展战略确定后确定。在营销实践中,如何将营销战略转化为可操作的战略实施计划是个难点。安钢在导入GB/T19580《卓越绩效评价准则》过程中,应用平衡计分卡,较为成功地完成了营销战略向实施计划的转化。笔者以安钢营销实践为例,梳理了相关战略转化方法。一、基于BSC的战略转化流程BSC(Balance Score Card),即平衡计分卡,是由哈佛商学院教授卡普兰和诺顿发展出的一种绩效管理模式,经过多年的研究和实践,逐步演变为一种战略实施工具,它能够较好地将战略落实到可操作的行动方案和指标上,进而通过监控日常工作来控制战略目标的进展。BSC将战略从财务、顾客、内部过程、学习与成长等四个维度展开分解,通过四个关联层面的相互支撑,推进各部门和职工目标协调一致,最终实现战略目标。BSC通过以下流程实现战略向实施计划的转化:依据企业发展战略目标,分别提炼四个维度的策略主题;围绕策略主题,确定策略任务目标;对每个任务目
In the corporate strategic level, the marketing strategy belongs to the functional level strategy, which mainly includes the marketing objectives, marketing strategies, action plans and indicators monitoring and other aspects, which is determined after the overall development strategy of the enterprise is determined. In marketing practice, how to turn marketing strategy into actionable strategy implementation plan is a difficult task. During the process of importing GB / T19580 “Performance Evaluation Criteria”, Angang Steel successfully completed the transformation from marketing strategy to implementation plan by using Balanced Scorecard. The author of Anyang Iron and Steel Marketing practice, for example, sort out the relevant strategic transformation methods. First, BSC-based strategic transformation process BSC (Balance Score Card), BSC, is a performance management mode developed by Professor Kaplan and Norton of Harvard Business School. After years of research and practice, BSC gradually evolves into A strategic implementation tool that better implements the strategy into actionable plans of action and indicators to control the progress of strategic objectives by monitoring day-to-day activities. BSC decomposes the strategy from the four dimensions of finance, customer, internal process, learning and growth. Through the support of four related levels, BSC promotes the coordination of all departments and staff and workers and finally achieves the strategic goal. BSC realizes the transformation of the strategy to the implementation plan through the following processes: refining the strategic themes of the four dimensions respectively according to the strategic development goals of the enterprise; defining strategic objectives of the strategy around the strategic themes;