咨询项目信函
Engagement Letter
尊敬的[姓名]
对于您决定在贵公司[公司名称]实施经营业绩改善项目（BPIP项目），我们表示感谢并致以热烈祝贺。我们相信您一定会对项目成果感到满意。
Thank you and congratulations on your decision to proceed with the Business Performance Improvement Program for [Company Name]. I am sure you will be delighted with the outcomes.
正如我们已经讨论过的那样，您的投资是无条件得到保证的。在每月的月末，我们将会听取公司方面的建议。如果在任何时候您认为您的投资没有得到相应的价值回报，在双方同意的情况下，你方有权力要求我方退还前一个月的收费。我们希望我们的服务不会对你们构成任何风险。
As already discussed, your investment is unconditionally guaranteed. At the end of each month we will review the advice from this firm. If at any time and at your complete discretion, you do not believe you have received value for your investment, upon mutual agreement we will refund the last month’s fee. Our intention is that the service we provide is at NO risk to yourself!
经营业绩改善项目的概述
Overview of the Business Performance Improvement Program
本项目的目的是在财务和运作方面改善您的经营业绩。
The purpose of this program is to improve the performance of your business, both financially and operationally.
经营业绩改善项目由八个模块构成，目的在于帮助促进贵企业长期成长、获得财务上的成功，并实现您个人和职业的目标。
The Business Performance Improvement Program is broken down into eight modules
that will assist your business to facilitate long-term growth, financial success and the accomplishment of personal and professional goals.
模块一―了解您的企业及其所从事的商业活动
Module 1 – Understanding What Business You Are In
BPIP项目的第一个模块注重于信息的收集。这个阶段，通过知识的转移，为建立我们持续的合作关系打下基础。
The initial module of the BPIP is focused on information gathering. This stage assists to lay the foundation of our on-going relationship, through the transfer of knowledge.
BPIP的模块一包括以下的组成部分
Module 1 of the BPIP involves the following elements
?确定您个人和职业目标，并制定企业宗旨和远景目标；
Defining your personal and professional goals and developing the Mission and/
or vision for your business;
?确定财务和非财务运营指标；
Ascertaining the financial and non-financial performance of your business;
?根据商业发展的生命周期，充分了解企业所处的位置；
Gaining an understanding of the position of you business in relation to the
business growth lifecycle;
?理解系统化对企业的影响；
Understanding the impact that systemisation can have on your business;
?进行SWOT分析，确定企业目前的位置并构建企业有潜力达到的位置；
Performing a SWOT analysis to establish the current and potential position of the business;
?确定可以立刻实施的行动点用于改善经营业绩；
Identifying immediate action points to improve the performance of your business;
and
?确定企业中其它可以通过BPIP实现业绩提升的方面。
Identifying the elements of your business that you want to improve through the BPIP.
模块二－了解客户、市场和产品
Module 2 – Understanding the Customers, Markets and Products
在第二个模块，您将关注于从客户处得到反馈来确定他们对于企业运作的感觉。您也会从公司的员工那里得到帮助，将项目向前推进。
During module two, you will focus on seeking feedback from your customers to ascertain how they feel about your business and its operations. You will also enlist the help of your team members, and get their support to move ahead with the program.
BPIP项目的模块二包括以下部分：
Module 2 of the BPIP involves the following elements:
?将员工分派投入到这个工作过程；
Engaging and committing team members to the process;
?理解客户的需求、需要；
Understanding the needs and wants of customers;
?确定在哪些领域顾客及员工希望实现改善；
Identifying the improvements that customers and team members would like to
see;
?将顾客的需求和愿望应用到现在的产品组合；
Applying the needs and wants of customers to the current product mix;
?评估产品，市场和竞争战略；
Evaluating product, market and competitive strategies;
?分析公司对于客户服务质量及其承诺；
Analysing of the organisations commitment to customer service;
?评估目前的客户基础，
Evaluating the current client base, and
?将客户群按照客户选择标准进行分类。
Categorising the client base in accordance with the client selection criteria.
模块三－确定商业模型
Module 3 – Defining the Business Model
模块三的重要性体现在它将确定企业将来的运作模式。在这个阶段，我们将分析所在行业领域的竞争特点。
Module three of the program is essential in determining the way in which the business will operate in the future. In this stage the competitive nature of the industry will be analysed.
BPIP的模块三包括以下的部分：
Module 3 of the BPIP involves the following elements:
?理解企业运作所处的竞争环境；
Understanding the competitive environment in which the business operates;
?理解影响企业的关键因素；
Understanding the key influences working on the business;
?建立现在和将来的企业竞争战略；
Establishing the current and future competitive strategy of the business;
?初步准备企业的收入模型；
Drafting the initial revenue model for the business;
?完成远景目标；
Finalising the vision;
?确定将来在流动资金方面的要求；
Establishing the working capital requirements moving forward; and
?开始准备战略性商业计划文件的准备。
Commencing documentation of the Strategic Business Plan.
模块四－员工授权
Module 4 – Team Empowerment
BPIP的模块四的目的在于激励企业雇员的行动与企业的长远的目标相一致。项目的这个部分鼓励员工积极地参与决策过程。
Module four of the BPIP is aimed at motivating employees to ensure their actions are aligned with the future goals and objectives of the business. This section of the program encourages team members to actively take part in the decision making process.
模块四包括以下地几个部分：
Module 4 of the BPIP involves the following elements:
?了解目前经营员工受到的激励水平和快乐的程度；
Understanding the current levels of team motivation and happiness;
?衡量公司目前对于顾客的服务程度；
Measuring the organisations current commitment to customers;
?确定在哪些领域对客户的关注度不够；
Identifying areas of perceived indifference;
?在经营活动中架设交流的渠道；
Engaging communication channels within the business;
?分析整合的人力资源战略的影响；
Analysing the impact of an integrated Human Resource Strategy; and
?制定员工的服务标准和主要业绩指标。
Developing team service standards and Key Performance Indicators.
模块五－市场营销战略计划
Module 5 – Strategic Marketing Plan
BPIP项目的模块五通过制定市场营销战略计划，对现有的和未来的产品、服务和工业市场寻找业务拓展的机会。
Module five of the BPIP involves the identification of opportunities for the business to expand both existing and potential, product, service and industry markets, through the construction of a Strategic Marketing Plan.
BPIP项目的模块五包括以下内容：
Module 5 of the BPIP involves the following elements:
?按照客户选择标准，将客户进行分类；
Categorising clients into classifications, using client selection criteria;
?对产品和服务进行评估分析，使其与目标市场相符合；
Reviewing product and services lines and analysing their assimilation into the
target market;
?制定定价和定位战略；
Formalising the pricing and positioning strategies;
?运用头脑风暴的方式讨论有关产品的承诺；
Brainstorming the use of guarantees;
?评估目前营销战略的成功之处以及将来战略成功的可能性；
Reviewing the success of current marketing strategies and the potential success of impending strategies; and
?对目前的销售战略进行评估，设计将来12个月的营销和促销的活动一览表。
Reviewing current sales strategies and designing a marketing and promotional calendar for the next twelve-month period.
模块六－企业系统化
Module 6 – Business Independence.
本模块的目的在于将商业运作系统化，并增加企业价值。
The purpose of this module is to systemise the business, and make it more valuable.
BPIP模块六包括以下内容：
Module 6 of the BPIP involves the following elements:
?设计清晰和适当的文档系统；
Designing clear and appropriate system documentation;
?明确各公司职员的角色；
Clarifying team member roles;
?确认并消除系统的瓶颈；
Identifying and removing system bottlenecks; and
?掌握公司职员的知识产权，使其成为有形的资产。
Capturing and making tangible the intellectual property of team members.
模块七－组织结构、知识、环境管理和技术战略
Module 7 – Organizational Structure, Knowledge, Environmental Management and Technology Strategies
该模块注重于内部经营的系统化，运用这样的方法，您能够通过使您的员工参与知识战
略的制定和运用，增加企业的价值。
This module of the BPIP focuses on systemisation within the business, and the ways in which you can increase the value of your business through involving your team members in the development of a knowledge strategy.
BPIP模块七包括以下的内容：
Module 7 of the BPIP involves the following elements:
?确定目前系统化的水平，包括对于系统弱点的确认；
Ascertaining the current level of systemisation, including the identification of
system weaknesses;
?理解员工所面临的问题；
Gaining an understanding of team member frustrations;
?通过对于问题“根源”的确认，促使问题得到解决；
Facilit ating problem resolution through the identification of the “root” cause;
?制定一个针对将来所需资源的技术行动方案；
Developing a technology action plan for required resources moving forward;
?理解环境对商业运作所产生的影响；
Gaining an understanding of the impact of the environment on business
operations; and
?执行一项以持续改善为目的系统。
Implementing of a system for continuos improvement.
模块八－反馈和持续改善
Module 8 – Feedback and Continuous Improvement.
在BPIP的最后阶段，是要将项目整合为一体，并开发工具来帮助日常经营活动的开展。The final stage of the BPIP is about putting the whole program together and developing tools that assist in the day-to-day running of the business.
BPIP模块八包括以下内容：
Module 8 of the BPIP involves the following elements:
?确认经营活动中的关键成功因素（CSFs）；
Identifying the businesses Critical Success Factors (CSF’s);
?制定出主要业绩指标（KPIs）监控经营活动的表现；
Developing Key Performance Indicators (KPI’s) to monitor the performance of the business;
?制定、实施平衡积分卡系统；
Developing and implementing the balanced scorecard system;
?掌握“动态财务”原则；
Learning the “financial dynamics” principles; and
?制定年度战略计划一览表
Developing an annual Strategic Planning Calendar.
我方对你方承担的义务
Our Commitment to You
双方一致同意，我们的工作目的在于增加企业财务上的回报，并使您在商业经营中获得
个人满足。
We both agree that the objective of the work we’re about to do is to increase the financial reward and personal satisfaction you get from your business.
我方会在为你方、以及你我双方一道所进行的所有工作中，保持诚实、遵守诚信。
We will act honestly and with integrity in everything we do for you and with you.
我方将为我们的工作关系严格遵守保密条款。
We will respect the absolute confidentiality of our working relationship.
我们保证在24小时内回覆你方的电话，即使不在上班的时间。负责你方业务的主要联系人休假时，我们将提前通知你方，并在我公司安排另外人选负责回答您的任何询问。
We will return your phone calls within 24 hours, even when we are out of the office. When your primary contact is on holiday, we will advise you in advance and arrange for another person in our firm to look after your inquiries.
我们将在双方约定的时间内按时完成工作。如果由于我方无法控制的任何原因而不能在
截至日期前完成工作时，我方将提前通知你方。
We will meet the deadlines we set with you or we will advise you in advance of our inability to do so for reasons absolutely outside our control.
我们将对咨询工作的每一阶段都给出我们的预算，如有任何必要的调整，我方将和你方
商议解决。
We will give you a firm estimate of the fee for each phase of the assignment, and will discuss any variation that may be necessary.
你方对我方承担的义务
Your Commitment to Us
你方在任何时候都应保持开放和坦率的态度，在我方为你方所做工作的任何方面，你方
将通知我方您所存有的任何疑虑。
You will be open and frank with us at all times, and you will advise us of any concerns you have with any aspect of the work we do for you.
你方将向我方提供我们要求的所有信息，并在双方同意的时间安排我方与你方的成员会面。
You will provide us with all the information we require and give us access to your team within the time frames we agree.
你方同意参与的有关工作，你方将尽可能地投入时间，在出现你方不可控制的问题的情
况下，你方也将在预定截至日期前完成你方的有关工作。你方同意BPIP项目的成功依赖于你方的对项目的投入，同时依赖于我们双方为完成预定的项目结果和目标所付出的共
同努力。
You will make time available to attend to any aspect of the assignment that you agree to work on, and you will meet the associated deadlines subject to problems that are beyond your control. You understand that the success of the BPIP depends on your commitment to making it work, and that we will work together to achieve the outcomes and goals we plan for.
在BPIP项目的每一个模块结束时，我们将与你方会面，讨论在该模块完成的工作。我们将要求你方确认对所完成工作的表示满意，并愿意支付双方之前认可的费用。对于所讨
论的这个阶段的工作，如果你方有任何疑虑，我们将对于如何改善工作达成一致意见。
只有当你方对我方的工作完全满意，认为获得了充分的价值，并支付了我方改支付的费
用的情况下，我们才能开始下一阶段的工作。
At the end of each module of the BPIP, we will meet with you and discuss the work we have done together during that module. We will be asking you to confirm that you are satisfied with that work and that you happy to pay the agreed fee for it. If you have any concerns about the work done in the stage we are discussing, we will agree together how we can remedy that situation. Only when you are totally happy with the work done and the value you have received, and you have paid us for that work will we then proceed to the next stage.
你方将听取我方所提出的任何建议，但是我方认同你方拥有拒绝建议的绝对权力。
You will listen to any advice we offer, but we acknowledge your absolute right to reject it.
你方将按照双方同意的条款，每月向我方支付费用。
You will attend to our account on the terms we agree upon, which are monthly with payment by direct debit.
你方将考虑向至少两位您认为能够从我们的工作中获益的商业人士介绍我方的服务。
You will give consideration to referring us to at least 2 other business people who you believe would benefit from the work we do.
投资
Investment
你方对于商业经营改善项目（BPIP项目）的投资为每月[填入金额]。该金额包括在[月数]内的固定费用，在此期间我方将不会提高价格。如前所述，我们的费用为无条件保证，
我们将在每月末，对于已完成的部分作出评估。
Your investment into the BPIP is [insert investment amount]per month. This allows
for [number of months] at a fixed fee during which no price rises will be levied to you.
A discussed before, our fees are unconditionally guaranteed, and the progress we have made will be reviewed at the end of each month.
责任
Responsibility
敬请你方注意，我方为你方所做的工作是以你方提供的信息的准确性为条件的。所以，
作为BPIP项目的组成部分，你方将在所有时间负责信息的准确性。报告的准备要求你方准时完整地向我方信息。任何的延误都将影响我们工作的开展，导致无法得到相应的工
作成果。
You will be aware that our work performed for you is subject to the accuracy of the underlying information. Therefore, responsibility for accuracy of the information, which makes up the BPIP, will at all times be the responsibility of you. The preparation of reports will require the presentation of information to us on a timely and complete basis. Any delay will inhibit the work we are able to perform for you and the subsequent results.
受时间和费用所限，对你方和你方的代理人（除非明确指出）所提供给我方的事实、信
息和解释，我方将不再进行任何确认、调查、和调研。我们将依靠你方提供的文件和电
子文本信息。我方将核对、组织提供给我方信息，并用来准备前面所述及的各项报告。Due to time and cost restraints, we will be unable to carry out any verification, inquiries and investigation of facts, information and explanations given to us by you or your agents (except as indicated). We will rely on the documents and computerised information given to us. The information provided to us will be collated, organised and used to form reports for the purpose set out above.
协议
Agreement
[联系人姓名]，我方非常高兴你方决定参加商业经营改善项目（BPIP项目），我们将期
待将来和你方的合作。
[Contact Name], we are delighted that you have decided to join us on the Business Performance Improvement Program and are looking forward to working together during the coming months.
顺颂商祺！
[公司名称]
[顾问的姓名]
[职务]
我方同意以上的咨询项目的各项条款和规定。
We agree to the above terms and the Terms and Conditions of Engagement.
__________________________________
[客户姓名]
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