目录
TABLE OF CONTENTS
1.0报告摘要 EXECUTIVE SUMMARY 3
2.0介绍 INTRODUCTION 4
3.0企业背景介绍 COMPANY BACKGROUND 5
4.0行业分析 INDUSTRY ANALYSIS 7
5.0产品与服务 PRODUCTS AND SERVICES 12
6.0市场分析 MARKET ANALYSIS 15
7.0市场营销战略 MARKETING STRATEGY 17
8.0生产与运营计划（如果有） MANUFACTURING AND OPERATIONS PLAN (IF APPLICABLE) 21
9.0人力资源及结构 HUMAN RESOURCES AND STRUCTURE 22
10.0财务计划 FINANCIAL PLAN 25
11.0未来方面--前路 FUTURE DIRECTION – THE WAY AHEAD 28
12.0附件 APPENDIX 1 32
1.0 报告摘要
EXECUTIVE SUMMARY
完成一页纸的报告摘要，阐述企业战略所做的工作及建议
One page summary overview of the report defining the work that was undertaken and the resulting recommended actions.
本部份应在本报告全部撰写完成之后才完成
This section should be completed once the entire report has been finalised.
本部份应包括主要的行动及其结果，以及通过执行本计划后将达成的目标摘要This section should include Key Actions and an “Output Statement,” a summary of what will be achieved through the implementation of this plan.
2.0 介绍
INTRODUCTION
明确企业战略计划的目的以及撰写该报告的原因是十分重要的。计划的目的可能包括以下方面：
It is important to identify the purpose of the strategic business plan, why you are preparing this document. The purpose could include some of the following ideas:
-制定企业的战略以提升企业利润
To establish strategies to assist the business increase profitability;
-确定在未来的12个月里，企业将如何运营
Define how the business will move forward over the next 12 to 36 months; and
-确定企业的市场战略定位，确定主要竞争优势战略与策略
Identify the positioning of the business within the marketplace and develop key competitive
strategies and tactics.
以下是一些范文，您可以在此基础上进行修改。
Below is some suggested text that you can modify.
-企业战略计划的制定旨在帮助企业确定其未来目标，以及达成目标的方式。它为企业指出了如何有效地实现其目标的路径。
This strategic business plan has been developed to assist the organization to determine it's
future goals and the means by which it can achieve those goals. It is a map that can be used
to see which path the business should follow to achieve its’ objectives in an efficient and
effective manner.
-企业战略计划详细说明了企业存在的原因、内外部生存环境、目前的位置、市场目标、实现目标时可能遇到的障碍、以及如何运用资源与策略来实现目标。重要的是，它还提供了一些衡量
指标（即主要业绩指标），以帮助企业衡量其所采取的措施是否有效。
This strategic business plan details why the business exists, its’ environment, both internal
and external, where it is now, what the goals are, what are the obstacles to achieving those
goals and how the goals can be achieved through the use of resources and tactics.
Importantly, it also provides measures (called key performance indicators) that will help the
business to see if it is on the road to successfully achieving its goals or whether it has taken a
wrong turn.
-企业战略计划应随着时间的变化不断地进行修改与发展，配合企业已实现了的目标或所发生的环境变化，以保障企业更好的发展。
It is intended that this strategic business plan will be revised and further developed over time,
so that as the business achieves its’ goals or circumstances change, it can be adapted to
ensure the best ongoing results for the organization.
-制定与执行企业战略计划有助于企业实现自己的远景目标。
The development and use of this strategic business plan will help the business achieve its’
vision.
3.0 企业背景介绍
COMPANY BACKGROUND
明确企业的经营范围以及所从事的行业
Identify the type of business and the industry that the business operates in.
描述企业的性质与结构
Describe the structure of the business:
-合伙制、有限责任公司、上市公司等
Partnership, Pty Ltd, or Public Company; and
-企业员工总数
How many employees do you have?
企业成立日期及创建人
When was the business established and by whom.
企业的经营方式，如零售、批发等
Identify the method of trading e.g. retail, wholesale etc
企业远景 Vision Statement
公司远景旨在向员工提供公司的目标及发展方面。它阐明了企业所从事的商业活动，以及未来希望达成的目标。
The vision statement is used to give people a sense of purpose and direction. It describes the businesses future position and value.
确保公司远景应有一个积极的观点，并且对以下内容进行明确：
Ensure that the vision has a positive outlook and identifies the following:
-企业希望达成的目标
What the business will achieve;
-目标达成的时间
The timeframe in which it will be achieved;
-核心价值
Core values;
-企业希望吸引及聘用的员工
The type of people the business wants to attract and employ; and
-企业将如何去竞争及如何超越竞争对手
How the business intends to compete and out-perform competitors.
企业宗旨 Mission Statement
企业宗旨用于明确企业的目的与核心价值
The mission statement is used to identify the purpose and core values of the
organisation.
确保企业宗旨包括以下内容
Ensure that the mission statement includes things such as:
-企业的目的－你是谁，你的客户是谁，你提供什么样的产品与服务，怎么样去进行销售Purpose of the business, – who you are, who you serve, what products and services you
offer and how you make them available;
-企业希望达到的专业标准
Professional standards that the business wishes to adopt;
-企业希望雇用的员工类型，以及他们可以获得的利益
Type of people the business wishes to employ and the benefits that they may expect to
receive; and
-企业的核心价值
Core Values of the business.
行动与主要业绩指标 Actions and Key Performance Indicators
?应采取的行动在每一部份最后都有列出，使企业清楚地了解在未来的12个月里，应采取什么样的行动。这是企业目标制定程序的一个重要组成部份
Actions are listed at the end of each section to enable the business to clearly
identify what actions need to be completed within during the next 12 months. This is an important aspect to the business goal setting process.
?应确定主要业绩指标（KPI’s），并按月对业绩表现进行监控。企业所有的主要商业活动都应当与主要业绩指标相结合。
Key Performance Indicators (KPI’s) should be implemented to measure and
monitor performance on a monthly basis. Every important activity should have associated key performance indicators.
4.0 行业分析
INDUSTRY ANALYSIS
本部份的企业战略计划旨在分析企业所处行业的特质
This section of the Strategic Business Plan examines the nature of the industry in which the business operates.
应对以下方面进行分析
The following will be examined:
-顾客的特性
Characteristics of customers;
-供应商的特性
Characteristics of suppliers;
-进入障碍（退出障碍）
Barriers to entry (and exit);
-行业竞争
Industry rivalry; and
-替代产品和服务
Substitute products and services.
本部份是对企业经营的外部环境进行分析
This section examines the external environment of the business.
行业是否受到以下因素的影响，其受影响的程序如何：
Is the industry influenced or to what extent is it influenced by factors such as:
-地理位置因素
Geographic factors;
-政府政策倾向及法律
Government trends and legislation;
-价格（顾客与供应商）
Pricing (customers and suppliers); and
-市场机会及成长性
Market opportunities and growth.
行业走势？
Does the industry have any trends?
-行业走势是趋向于大规模市场，还是特定市场
Is the industry trend to target the mass market or a niche market;
-是否有季节性因素的存在
Do seasonal trends exist?
描述企业所处的行业。内容包括以下因素：
Provide a description of industry that the business competes in. This can include factors such as:
-顾客的特质
Characteristics of customers;
-供应商的特质
Characteristics of suppliers;
-进入障碍（及退出障碍）
Barriers to entry (and exit);
-替代产品及服务
Substitute products or services; and
-行业竞争
Industry rivalry.
顾客
Customers
该行业顾客数量的多少？
Within the industry are there many customers or just a few?
在顾客与企业的关系中，顾客是否是处于优势的一方？
Do the customers hold the balance of power in the relationship?
可供顾客选择的数量，及其对整个行业的影响？
How many choices do customers have and how does this affect the industry?
是否有出现新顾客的趋势？
Are there any new customer trends emerging?
产品及服务以顾客的重要程度？
How important are the products and services to the customer?
供应商
Suppliers
企业的主要供应商是谁？
Who are the business’s major suppliers?
什么样的产品和服务是企业成功的关键？
What products or services are essential to the success of the business?
是否使用分包商或签署原料合同？
Are subcontractors or material contracts used?
供应商的数量？是否存在备选的供应商？
How many suppliers are used? Are there alternative suppliers?
是企业处于优势的地位，还是供应商控制原料的价格？
Does the business have purchasing power with suppliers or do the suppliers control product pricing?
在交货时间、质量与价格方面，供应商是否可靠？
Are the suppliers reliable in terms of timelines, quality and price?
供应商的可靠性对企业的影响？
What is the impact of supplier reliability on the business?
在目前或将来，是否存在会对企业产生影响的产品或服务短缺的现象？
Are there any current or future projected shortages of products and services that may affect your business?
进入障碍及规章制度
Barriers to Entry and Regulations
行业有哪些进入（及退出）障碍？
What are the barriers of entry (and exit) for the industry?
进入障碍主要为以下方面的因素：
Barriers to entry may be factors such as:
-法律及政府规章制度
Law and Government regulations;
-资格证及许可证
Qualifications and licences; and / or
-资金方面的限制（对投资金额的要求）
Financial restrictions (level of capital investment required).
进入（及退出）障碍对整个行业的影响？
How do barriers to entry (or exit) affect the industry?
行业竞争
Industry Rivalry
概述行业竞争的性质
Provide an overview of the nature of the industry rivalry
-竞争是否激烈？
Is it intense?
-企业如何进行竞争，是主要依靠价格竞争吗？
How do businesses compete, is it mainly price competition?
行业内竞争对手的数量？
How many competitors operate within the industry?
-数量是多是少？
Are there many or few?
提供每个主要竞争对手更加详细的资料，特别说明其优劣势
Provide a detailed overview of each significant competitor highlighting the strengths and weaknesses of each.
竞争对手之间的运作方式是否已标准化？
Are methods of operation standardised between competitors?
产品和服务的替代品
Substitute Products and Services
产品与服务有几种替代品？
How many substitute products and services exist?
他对行业有何影响？
How does this affect the industry?
如果转为使用替代产品或服务，客户需要付出什么代价？
What are the customer switching costs in choosing a substitute product or service?
行动与主要业绩指标
Actions and Key Performance Indicators
行动包括：
Actions could include:
-寻找新供应商
Seeking new suppliers;
-抬高行业的进入障碍
Raising barriers to entry into the industry (in order to protect the business);
-寻找新目标市场
Seeking new target markets;
5.0 产品与服务
PRODUCTS AND SERVICES
对企业的产品与服务进行描述
Describe the products and services that the business provides.
每类产品或服务的利润率？
What is the profitability of each product and service category?
产品和服务所处的生命周期？
At what stage in the product life cycle are the products and services?
产品与服务的独特性
Product and Service Differentiation
与竞争对手相比，产品与服务处于什么样的水平？
How do the products and services compare to those of the competitors?
企业如何将自己的产品与竞争对手区别开来？
How can the business differentiate their products and services from competitors? 如何进行区别，通过产品或服务本身，或是销售服务？
Will differentiation focus on the product or service itself, or the process in which it is delivered?
以下是一些产品/服务独特性的例子：
Examples of product / service differentiation may include:
-优良的客户服务 Excellence in customer service;
-对质量或服务的承诺 Guarantees; and / or
-企业结构 Business structure.
销售历史表现
Sales History
简要概述销售的历史表现
Provide a brief overview of historical sales trends.
过去的2-3年里销售额的表现？
How has the level of sales turnover performed over the past 2 – 3 years?
产品发展的历史表现
Product Development History
对目前产品和服务范围进行描述
Describe how the current product and service range evolved.
企业是否不断地更新与发展其产品？
Are products continuously being updated and developed?
产品发展中心
Product Development Facilities
企业有进行什么样的研发工作？
What research and development activities are undertaken?
是否将研发工作外包？
Are any of the research and development activities out-sourced?
产品改善与发展战略
Product Improvement and Development Strategies
企业是否制定有产品改善与发展战略？
Does the business have any product improvement or development strategies? 企业是否拥有知识产权、专利、商标等？
Does the business have any intellectual property, patents, trademarks etc?
企业未来将如何发展其产品与服务
In the future, how does the business intend to approach product and service development
-哪些资源会运用到这一工作中去
What resources will the business allocate to this activity?
行动与主要业绩指标
Actions and Key Performance Indicators
主要业绩指标包括：
Key Performance Indicators could include:
-新产品或服务占总销售额的百分比
% of revenue achieved through the sale of new products and services
-产品与服务发展的数量
Number of products and services in development
-研发经费的投入
Research and development investment
6.0 市场分析
MARKET ANALYSIS
对目标市场进行简要概述
Provide a brief overview of the target market.
客户分析
Customer Analysis
企业针对的是哪种类型的目标客户？
What types of customers does the business target?
企业拥有的客户量是多少？
How many customers does the business have?
-对典型客户的特性进行描述
Describe the characteristics of the typical customer
-客户忠诚吗？
Are customers loyal?
-客户每年的交易数？
How many times a year do they purchase products or services from the business?
企业是否按客户所做出的利润贡献对其进行分类？
Are customers categorised according to the value that they provide the business? 企业是否有客户选择标准？如果有，请说明是哪些标准？
Does the business have customer selection criteria? If so identify what is it?
达到客户选择标准的客户占总客户量的百分比？
What percentage of customers meets the customer selection criteria?
市场分析
Market Analysis
确定目标市场
Identify the target markets?
目标市场的规模？
What is the target market size?
在这些目标市场里，是否有特定的市场走势？
Are there any market trends within these target markets?
在这些目标市场里，目前及未来计划的需求量？
What is the current and projected level of demand?
-在这方面，你可能需要进行一些调查。有用的资料包括：行业基准数（可以从行业协会获取）、市场调查（可对调查结构进行推断）、政府统计数据（如人口普查数据等），以及你自
身的行业经验
You may need to undertake some research in this area. Sources that may be helpful include
industry benchmarks (from industry associations), market surveying (and extrapolation of
results), government statistics (such as census information) and your own industry
experience
目标市场的统计数据？
What are the demographics of the target market?
行动与主要业绩指标
Actions and Key Performance Indicators
主要业绩指标可以包括：
Key Performance indicators could include:
-市场占有率
Market share %;
-A类客户占总客户量的百分比
% of customers that are considered “A” class;
-总客户数量
Number of customers;
-客户交易次数
Customer frequency; and / or
-新客户数量
Number of new customers.
7.0 市场营销战略
MARKETING STRATEGY
市场营销总体战略
Overall Marketing Strategy
对市场营销总体战略进行简要概述
Provide a brief overview of your overall marketing strategy.
-目前企业是如何销售产品与服务的？
How do you currently market your products and services?
-企业将如何计划来销售其产品与服务？
How do you plan to market your products and services?
企业未来将在行业中如何定位，是市场领导者，还是具低价优势？
What will the position of the business within the industry i.e. market leader, price leader etc?
价格战略
Pricing Strategy
企业使用什么样的定价战略？定价战略包括：
What type of pricing strategy does the business use? Types of pricing strategies include:
-溢价Premium pricing;
-低价Price leaders; and / or
-竞争性价格Competitive pricing.
影响企业对产品与服务定价的因素？
What factors affect how you price your products and service?
-是否有政府规章制度方面的影响？
Are there Government regulations that affect you?
-是否按成本定价，如原料、人工等（成本加利润定价法）
Do you price according to the cost of your inputs such as materials and labour (cost plus
margin pricing)?
-是否根据竞争对手产品的价格来定价
Do you price according to prices set by your competitors?
-是否根据市场（顾客）的期望来定价？
Do you price according to what the market (customers) is willing to pay?
你如何知道客户愿意支付这样的金额来购买你的产品与服务？
What do you believe customers are willing to pay for your products and services?
-需要进行顾客调查来帮助你完成这方面的工作
Customer research may assist in this area
销售策略与分销
Sales Tactics and Distribution
企业的销售渠道战略是什么，通过分销商、零售或通过自有销售人员进行销售？
What strategy is used to deliver the products to customers, i.e. through distributors, retailers or sales force?
企业是否拥有自己的销售队伍？
Do you have a sales team?
企业是否有主要业绩指标来对销售战略进行衡量？
Do you use any key performance indicators to measure the sales strategy?
服务／保证与承诺政策
Service/Warranties and Guarantee Policies
企业是否提供任何承诺或服务保证？
Does the business offer any guarantees or service warranties?
企业是否运用承诺来与竞争对手区分开来？
Does the business use guarantees to differentiate the business from its competitors? 企业的承诺及服务保证政策是什么？
What are your guarantee and warranty policies?
广告与促销
Advertising and Promotion
在进行产品与服务宣传时，企业使用哪种类型的广告与促销战略？
What types of advertising and promotional strategies will the business use to
advertise its products and services?
使用哪些方式，直接邮寄、电话销售、互联网、贸易会或目录销售？
What methods will be used i.e. direct mail, telesales, the Internet, trade shows, catalogues etc?
每种方式的优势在哪里？
What are the benefits of each activity?
你是如何衡量广告与促销的有效性？
How will you measure the effectiveness of your advertising and promotion?
销售预测
Sales Forecasts
提供未来12－24个月的详细销售预测
Provide details of monthly sales forecasts for the next 12 – 24 months
-你的销售组合是什么？
What will the sales mix be?
-你认为销售组合会发生变化吗，为什么？
Do you think the sales mix will change and if so, why?
-如果可能，请提供针对每类产品与服务的财务预测
If possible provide financial forecasts for each product or service category
企业目前的市场份额为多少？
What market share has the business already captured?
企业未来的市场份额目标是什么？
What market share is the business targeting?
将详细的预测做为本报告的附件
Attach detailed forecasts in the appendices.
行动与主要业绩指标
Actions and Key Performance Indicators
?主要业绩指标包括：
Key Performance Indicators could include:
-创造的潜在销售额
Number of sales leads generated;
-潜在销售额的销售实现率
Conversion ratio of leads to sales;
-每次活动（广告宣传与促销活动）成本
Cost per reach (for advertising and promotional activities);
-行使了承诺与保证的客户占总客户的百分比
Number (or %) of customers who invoke guarantee or warranty rights;
-客户投诉的数量与百分比
Number (or %) of customer complaints;
-平均销售价值
Average sale value; and
-市场占有率
Market share.
模块: Module: 行政管理Administration 流程: Process: 安全Security 系统: System: 现金管理 Cash Handling 系统执行人 System Champion: 经理Manager 目标 Objectives: ?按照正确的程序以确保正确、精确地管理所有现金 To follow the correct procedure to ensure that all handling of cash is carried out accurately and diligently 程序 Procedure: ?当收到50元和100元面额的钞票时，员工应该口述“收到50元”或“收到100元”。 When receiving ￥50 & ￥100 notes, the team member must say “check ￥50” or check “￥100”. ?所有已付款的金额都应该记入帐目。 The amount tendered must always be keyed into the till. ?总是给客户一张收据 Always give the customer a receipt. ?应避免在各种帐目间挪用现金。好的管理应是准确地为每种帐目计划金额和按要求命名储备金。如果你不得不挪用现金，必须从另一种帐目中“买出”，例如，从一种帐 目中”买入”50元面额钞票, 就需要从另一个帐目卖出5张10元面额的钞票。 Swapping money between tills should be avoided. Good management practices include accurately planning the amount and required denomination of the float for each till. If you do have to swap monies then the money must be “bought” from one till to another e.g. a ￥50 note from one till will be exchanged with 5 x ￥10 notes from the other till. ?确保在已锁的抽屉或保险柜内存放有零钞 Spare change must be kept in either a locked drawer or in the safe
模块：Module: 行政管理Administration 流程：Process: 邮件和快递 Mail and Couriers 系统：System: 如何安排一份快递 How to Arrange a Courier 系统执行人：System Champion: 接待员Receptionist 目标： Objectives: 依正确程序安排一份快递 To follow the correct procedures to arrange a courier 确保所有包裹都传送到正确的地方 To ensure that all packages are delivered to the correct address 确保所有包裹都传送给正确的人 To ensure that all packages are delivered to the correct person 程序： Procedure: 与送信人确认适当的联系方式和详细地址 Confirm with the sender the appropriate contact and address details 在客户/顾客/供应商数据库中确认详细资料 Confirm details with client/customer/supplier database 将文档放入合适规格的信封或包裹中，确保内容的安全。 Place documents in appropriately sized envelope or package ensuring that the contents are secure 同与企业有往来账户的快递商联系 Contact the courier service for which the business has a trading account
管理咨询35种经典工具 全书三分钟快速阅读版 本书系统地介绍了在日常管理活动当中，经常用到的35种经典工具，这些工具包括公司战略分析与战备管理、战略决策、人力资源管理等多个方面，每种工具首先介绍工具的来源和使用方法，然后结合经典案例进一步进行了说明。 PEST分析法是进行外环境分析的常用工具，从政治、法律、经济、社会、文化和技术的角度，分析环境变化对于企业影响的一种方法。 波特五力量分析主要用于产业环境中对于是产业竞争的性质的该产业中所具有的潜在利润的分析。是由波特教授提出的“五种力量模型”，即潜在竞争对手、现有企业之间的竞争、替代品的威胁、供方的讨价还价能力和买方的讨价还价能力。 行业竞争结构分析使企业管理者可以从定性和定量两个方面分析行业竞争结构和竞争状况，以达到以下两个目的：分析确定五力中影响企业成败的关键因素；企业高层管理者从与这一集团相关的各因素中找出需要立即对付或处理的威胁，以便及时采取行动。 利益相关者分析用于分析与企业利益相关的所有个人和组织，帮助企业在战略制定时分清重大利益相关者对于战略影响。 生命周期理论也是判断产业竞争状况的一个最为普遍采用的模型。模型的基础就是认为市场的不同状态即市场处于从开发到成熟的什么阶段从根本上影响竞争条件和企业的行为。 SWOT分析将企业外部环境的机会（O）与威胁（T），内部环境的优势（W）与劣势（S）罗列在一张十字形图表中加以对照，可以一目了然地看出企业的环境情况，又可以从内部环境条件的相互联系中作出更深入的分析评价。 战略地位和行动评估矩阵是战略方向选择的工具，在SWTO分析的基础上，通过确定两组具体反映客房外部的量化指标，更加准确地进行战略的选择和定位。 雷达图是对企业财务能力分析的重要工具，从动态和静态两个方面分析企业的财务状况。 价值链分析的核心是将客户的所有资源、价值活动与客户的战略目标紧密连接起来，以价值增值为目的，形成了一个简明而清晰的结构框架，帮助客户清晰认识客户中相关各链条的重要意义。
管理咨询及人力资源咨询常用的132项工具.doc 1 战略框架 2 战略实施模型 3 波特价值链分析 4 战略管理过程 5 洛克希德法 6 组织变革的战略类型 7 决策树 8 基础统计技术 9 蒙特卡罗模拟技术 10 阿姆科公司事前测感技术 11 希布纳的预测七原则 12 组织决策的卡耐基模式 13 阿尔布雷克特组织政治分析 14 赋权分析矩阵 15 马斯洛的人类需求五层次理论 16 赫茨伯格的双因素理论 17 奥德费ERG理论 18 麦克利兰成就激励理论 19 波特和劳勒的综合激励模型 20 期权的六要素法 21 弗鲁姆期望理论
22 亚当斯公平理论 23 斯金纳强化理论 24 埃德温洛克目标设置理论 25 股权陷阱规避法 26 工作分析信息的种类 27 工作分析的步骤 28 因素比较法 29 因素计点法 30 分类法 31 排序法 32 问卷法 33 访谈法 34 工作日志法 35 实践法 36 结构化面试法 37 丰田公司选拔计划 38 岗位评价的权重系数确定法 39 管理评价中心法 40 内部选拔的方法 第一页第二页第三页第四页 41 外部选拔的方法 42 员工的投入与收益分析法
43 格兰丘纳斯的上下级关系理论 44 效率\设备\岗位\比例定员法 45 平衡记分法 46 胜任特征模型 47 明尼苏达多相个性测验 48 艾森格人格测验 49 卡特尔16种因素测验 50 比奈-西蒙智力测验 51 罗夏墨迹测验 52 勒温的场论 53 卡兹的组织寿命学说 54 库克创造力曲线 55 默里与摩根的主题统觉测验 56 皮亚尔故事测验 57 科尔伯格两难故事测验 58 中松义郎的目标一致理论 59 赫茨伯格工作丰富化模型 60 比德返转原理 61 冲击晋升模式分析 62 蔓藤晋升模式分析 63 旅行保险公司工作丰富模型 64 TRW五合一