毕博-管理咨询工具方法—Debt_Collection_Letter_#1-Chinese
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SME实用手册SME Manual本手册指在帮助中小企业所有人在自己企业内建立操作手册。
The manual is designed to assist SME owners to implement an operations amnaul within their business.目录TABLE OF CONTENTS概述OVERVIEW (3)经营手册O PERATIONS M ANUAL (3)企业概述B USINESS O VERVIEW (5)人力资源管理HUMAN RESOURCE MANAGEMENT (9)雇佣政策E MPLOYMENT P OLICIES (10)员工记录T EAM M EMBER R ECORDS (15)招聘和选拔R ECRUITMENT AND S ELECTION (17)业绩管理P ERFORMANCE M ANAGEMENT (23)培训T RAINING (26)沟通和激励C OMMUNICATION AND M OTIVATION (29)职业健康和安全O CCUPATIONAL H EALTH AND S AFETY (32)客户服务CUSTOMER SERVICE (44)服务标准S ERVICE S TANDARDS (44)顾客选择C USTOMER S ELECTION (46)顾客反馈C USTOMER F EEDBACK (47)市场营销MARKETING (49)企业识别C ORPORATE I DENTITY (49)战略营销S TRATEGIC M ARKETING (51)公共关系P UBLIC R ELATIONS (53)采购和存货管理PURCHASING AND STOCK MANAGEMENT (55)采购P URCHASING (55)存货管理S TOCK M ANAGEMENT (60)行政管理ADMINISTRATION (63)电话、信息和电子邮件T ELEPHONE,M ESSAGES AND E MAIL (63)邮件和重要信函M AIL AND C OURIERS (65)计算机和互联网C OMPUTERS AND THE I NTERNET (67)安全S ECURITY (70)会计ACCOUNTING (76)应付账款C REDITORS (76)应收账款D EBTORS (78)银行往来账B ANK A CCOUNTS (81)固定资产F IXED A SSETS (83)领导能力LEADERSHIP (84)概述OVERVIEW经营手册Operations Manual经营手册的目的Purpose of the Operations Manual本经营手册旨在提供必要的资源,以帮助员工改进工作表现,并帮助企业达成目标。
模块:Module: 顾客服务Customer Service流程:Process: 顾客投诉Customer Complaints系统:System: 如何有效应对一个不满的顾客How to Deal Effectively With An Upset Customer系统执行人:System Champion: 所有员工All team members目标:Objectives:➢确保有效地处理顾客投诉To ensure that customer complaints are dealt with effectively➢确保顾客对企业感到满意To ensure customers are delighted with our business程序:Procedure:➢倾听,不打断顾客的谈话Listen without interrupting不管顾客表现得有多敌对、侮辱和不满,你必须毫无打断地完整地倾听其抱怨。
毫无打断地倾听也能帮助缓和顾客的情绪。
必须记录下所有关键信息。
Regardless of how hostile, abusive and upset the customer might be, you must listen fully to the complaint without interrupting. Listening without interruption will also help defuse the customer’s emotions. All vital information must be written down.➢决不要辩护Never get defensive顾客也许没有掌握所有适当的信息。
他们可能会辱骂。
他们可能会夸大。
他们可能会大声、用威胁性的语言。
即使这样,你也决不要自我辩护或开始争论。
这样,即使你对顾客的不良行为无能为力,但你能理解他们的不满,并通过不参与争论来控制自己的行为。
毕博-管理咨询工具方法—Enga...第一篇:毕博-管理咨询工具方法—Engagement Letter Template-Chinese(范文模版)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。
“要想拥有优秀雇员,你首先要成为一个好老板”W.G.P“If you want good employees, be a good employer” W.G.P经营业绩改善项目模块四的目的在于激励员工,使他们的个人利益与企业的宗旨与目标相一致。
因此,企业的所有人及管理者应认识自己的领导风格,了解这种风格对激励员工所起的影响。
Module 4 of the Business Performance Improvement Program is aimed at motivating team members, and aligning their personal vision to the vision and mission of the business. It is important that the owners and leaders of the business gain and understanding of their own leadership styles in order to realise the impact that this can have on the motivation levels of their team members.该工作表的目的就是通过自我评估的方式,来帮助管理层分析自己的领导风格。
The purpose of this workbook is to enable managers and leaders to analyse their leadership style using self- evaluation methods.长期以来,有两种理论被用于分析管理人员对员工激励与态度的理解。
这两种理论即X 理论和Y理论。
Historically, two theories have been used to analyse manager / leader perceptions of team member motivations and attitudes, they are Theory X and Theory Y.X理论的条件Theory X AssumptionsX理论管理者对员工持以下认知:Theory X managers possess the following basic beliefs about their team members大多数员工喜欢(确实需要)被引导。
xiex目录TABLE OF CONTENTS背景BACKGROUND (4)了解本指南UNDERSTANDING THIS GUIDE (6)八模块企业发展阶梯THE 8 MODULE BUSINESS DEVELOPMENT LADDER (9)模块一:了解你的企业MODULE 1: UNDERSTANDING WHAT BUSINESS YOU ARE IN (10)概述O VERVIEW (10)主要学习目标K EY L EARNING O BJECTIVES (11)工具T OOLS (12)典型的模块一程序T YPICAL M ODULE 1P ROGRAM (13)需完成的任务T ASKS TO B E C OMPLETED (14)模块二:了解顾客、市场和产品MODULE 2: UNDERSTANDING THE CUSTOMERS,MARKETS AND PRODUCTS (29)概述O VERVIEW (29)主要学习目标K EY L EARNING O BJECTIVES (30)工具T OOLS (31)典型模块二程序T YPICAL M ODULE 2P ROGRAM (33)需完成的任务T ASKS TO B E C OMPLETED (34)模块三:确定商业模式MODULE 3: DEFINING THE BUSINESS MODEL (50)概述O VERVIEW (50)主要学习目标K EY L EARNING O BJECTIVES (51)工具T OOLS (52)典型的模块三程序T YPICAL M ODULE 3P ROGRAM (54)需完成的任务T ASKS TO B E C OMPLETED (54)需完成的任务T ASKS TO B E C OMPLETED (55)模块四:员工授权MODULE 4: TEAM EMPOWERMENT (71)对企业业绩进行管理M ANAGING O RGANISATIONAL P ERFORMANCE (72)主要学习目标K EY L EARNING O BJECTIVES (73)工具T OOLS (74)需完成的任务T ASKS TO B E C OMPLETED (77)模块五:市场营销战略计划MODULE 5: STRATEGIC MARKETING PLAN (93)概述O VERVIEW (93)主要学习目标K EY L EARNING O BJECTIVES (94)工具T OOLS (95)典型的模块五程序T YPICAL M ODULE 5P ROGRAM (97)需完成的任务T ASKS TO B E C OMPLETED (98)模块六:企业系统化MODULE 6: BUSINESS INDEPENDENCE (114)概述O VERVIEW (114)主要学习目标K EY L EARNING O BJECTIVES (116)工具T OOLS (117)典型的模块六程序T YPICAL M ODULE 6P ROGRAM (119)需完成的任务T ASKS TO B E C OMPLETED (120)模块七:组织结构,知识,环境管理和技术应用战略MODULE 7: ORGANISATIONAL STRUCTURE,KNOWLEDGE,ENVIRONMENTAL MANAGEMENT AND TECHNOLOGY STRATEGIES (136)概述O VERVIEW (136)主要学习目标K EY L EARNING O BJECTIVES (138)工具T OOLS (139)典型的模块七程序T YPICAL M ODULE 7P ROGRAM (141)需完成的任务T ASKS TO B E C OMPLETED (142)模块八:反馈和持续改善MODULE 8: FEEDBACK AND CONTINUOUS IMPROVEMENT (158)概述O VERVIEW (158)学习目标L EARNING O BJECTIVES (159)工具T OOLS (160)典型的模块八程序T YPICAL M ODULE 8P ROGRAM (162)需完成的任务T ASKS TO B E C OMPLETED (162)需完成的任务T ASKS TO B E C OMPLETED (163)注NOTES (179)注NOTES (180)注NOTES (181)注NOTES (182)背景Background本指南旨在为咨询顾问公司和其它商业服务机构提供技术和方法,使他们能够成功地为中小企业提供咨询服务。
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 thecontents 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➢确认日期、时间,收取地址和交付地址Confirm date, time, collection address and delivery address➢记录日期、送信人、地址、内容简要描述和快递公司工作牌上的员工工作号码Record the date, sender, addressee, brief description of contents and courier jobnumber in the courier log➢当快递员到达时,请他们写下快递号When the courier arrives them sign the courier log主要业绩指标:Key Performance Indicators:1. 及时收取包裹和文件Packages and documents have been collected on time2. 按正确地址交付包裹和文件Packages and documents have been delivered to the correct addressee3. 及时交付包裹和文件Packages and documents have been delivered on time4. 记录所有因地址不详而退回的包裹Record all returned packages due to incorrect addressee details。
学习的压力Diane L. Coutu 著2Copyright 2002 哈佛商学院出版公司. 保留所有权利.管经理们始终投入大量的金钱和热情到企业改革计划中,残酷的现实是很少企业曾经成功的彻底改造了他们自己。
那是因为人们经常在变革型学习中失败而不是成功,他们很少能够达到曾经努力要达到的地方,挑战根深蒂固的关于企业战略和工作方式的假设,从完全不同的角度、基础上思考和行动。
更确切地说,大多数人只是用非常表面化的奇怪的方式重做了过去同样的事情,实际行动远远达不到变革型学习的要求,而后者正是多数企业管理专家认同的21世纪关键竞争要素之一。
为什么变革型学习如此困难?为了探究这个问题,高级编辑Diane Coutu 在著名心理学家Edgar H. Schein 麻萨诸塞州剑桥的家中采访了他。
Schein 是麻省理工斯隆管理学院的功勋退休教授,也是一名机构发展研究领域的专家。
他不仅仅是科学家还是多家著名企业,如Digital ,美国通用食品公司,荷兰皇家壳牌公司,BP 和Ciba 的顾问。
Geigy.Schein 被公认在人类组织行为研究领域方面创建了一批最具有原始洞察力的理论。
schein 的职业生涯是非常不同寻常的:他最初的研究开始于1953年,战争刚刚结束后的韩国。
Diane L. Coutu 著哈佛商学院座谈Schein 深入研究了被洗过脑的美军战俘,这些研究成果基本确定了他以后40年的工作框架。
他把这些成果应用到组织认知领域并出版了组织心理学(Prentice Hall ,1965),这是一本开创这个学科的里程碑性的教科书。
他还创建了组织行为学的一些基本原理,发展了“流程咨询”概念,这个概念强调了商业顾问的职责是帮助企业提高自助能力。
近年来schein 的研究集中于企业文化和领导艺术领域。
与甚嚣尘上的关于企业培训和改革的乐观言论形成鲜明的对比是,Schein 质疑企业究竟能完成什么和不能完成什么。
学习的压力Diane L. Coutu 著1 / 82 / 82Copyright 2002 哈佛商学院出版公司. 保留所有权利.管经理们始终投入大量的金钱和热情到企业改革计划中,残酷的现实是很少企业曾经成功的彻底改造了他们自己。
那是因为人们经常在变革型学习中失败而不是成功,他们很少能够达到曾经努力要达到的地方,挑战根深蒂固的关于企业战略和工作方式的假设,从完全不同的角度、基础上思考和行动。
更确切地说,大多数人只是用非常表面化的奇怪的方式重做了过去同样的事情,实际行动远远达不到变革型学习的要求,而后者正是多数企业管理专家认同的21世纪关键竞争要素之一。
为什么变革型学习如此困难?为了探究这个问题,高级编辑Diane Coutu 在著名心理学家Edgar H. Schein 麻萨诸塞州剑桥的家中采访了他。
Schein 是麻省理工斯隆管理学院的功勋退休教授,也是一名机构发展研究领域的专家。
他不仅仅是科学家还是多家著名企业,如Digital ,美国通用食品公司,荷兰皇家壳牌公司,BP 和Ciba 的顾问。
Geigy.Schein 被公认在人类组织行为研究领域方面创建了一批最具有原始洞察力的理论。
schein 的职业生涯是非常不同寻常的:他最初的研究开始于1953年,战争刚刚结束后的韩国。
Diane L. Coutu 著哈佛商学院座谈Schein 深入研究了被洗过脑的美军战俘,这些研究成果基本确定了他以后40年的工作框架。
他把这些成果应用到组织认知领域并出版了组织心理学(Prentice Hall ,1965),这是一本开创这个学科的里程碑性的教科书。
他还创建了组织行为学的一些基本原理,发展了“流程咨询”概念,这个概念强调了商业顾问的职责是帮助企业提高自助能力。
近年来schein 的研究集中于企业文化和领导艺术领域。
与甚嚣尘上的关于企业培训和改革的乐观言论形成鲜明的对比是,Schein 质疑企业究竟能完成什么和不能完成什么。
经营业绩问卷-员工反馈Business Performance Questionnaire - Team Member Feedback尊敬的[姓名]如您所知,[企业名称]邀请我们和他们共同制定贵企业未来的战略发展方向。
As you will be aware, [Business Name] has asked us to work with them to develop the future strategic direction of the business作为[企业名称]有价值的员工之一,您与其它员工对本职工作的意见,以及在企业运作方面的意见,对于确定将来的战略方向至关重要。
As a valued team member of [Business Name], how you and other team members feel about your jobs and the problems you see with the way the business operates is critically important to moulding the future strategic direction.我们的观点是:员工都有着追求卓越的愿望。
他们希望能够享受工作的乐趣,希望有成就感。
因此,我们相信在如何改进经营业绩方面,能够获得您有价值的意见-因为常常是那些在企业中从事日常工作的人,对于如何改进企业的系统有着最好的想法。
We take the view that team members really do want to excel. They want to enjoy the time they spend at work, and they want to feel a sense of accomplishment. We therefore want to seek your opinions about how the business can improve since we are sure that you have valuable ideas - it is often those who have to work with the business systems everyday that have the best ideas on how to improve those systems.在随附的“经营业绩问卷-员工反馈”问卷由两个部分组成:You will notice that I have a questionnaire “Business Performance Questionnaire - Team Member Feedback.” The questionnaire has 2 sections. Let me explain.第一部分为“角色评估”。
精选文档,值得拥有客户检查Client Survey敬爱的 [姓名 ]在同您和您的机构合作的过程中,我们高度重视您的经验和判断。
所以,我们希望得到您关于我们公司- [公司名称 ] 的反应建议。
In our dealings with you and your organisation, we have come to respect your judgement and experience. Therefore we would like to seek your feedback about our business, [Business Name] .[姓名 ], 我们相信,学会怎样更好地为您服务的独一方法就是直接征采您的建议。
这也是为何我们希望您参加一个具保密性质的检查,在包含客户服务、营销、沟通以及产品与服务等重点环节,对我们的业绩进行评估。
[Name], we believe that the only way that we can learn how to serve you better is toask you. That is why we would like to ask your assistance in participating in a confidential survey that explores our performance in a number of key areas including customer service, marketing, communication and products and services.[姓名 ],有两个重要事情希望您认识。
第一,我们想要保证在整个的过程中您能自由地表达自己看法。
所以,我们邀请了[咨询公司名称 ]的一位顾问来辅助我们的检查工作,以保证检查结果可以中立、客观。
[Name] , there are two important things you should know. Firstly, we want to ensure that you feel comfortable to express yourself freely, throughout the entire process. Therefore, we have asked a consultant from [Consultant Business Name ], to facilitate the surveying process for us. They will ensure that the survey results are impartial and objective.精选文档,值得拥有其次,我们对这项工作高度重视,在检查达成后,我们将剖析您的反应建议,以确立我们在哪些领域需要改良,以便更好地为您服务。
模块:Module: 会计Accounts流程:Process: 应收帐款Debtors系统:System: 如何建立一个新的信用帐户How To Set Up A New Credit Account系统执行人:System Champion: 会计部经理Accounts Manager目标:Objectives:➢正确、系统地建立全部新的信用帐户。
确保所有的应收帐款都是被批准认可的,并符合其信用额度。
To set up all new credit accounts accurately and systematically. To ensure that alldebtors have approved credit facilities.程序:Procedure:➢请客户完成信用申请表Ask the customer to complete the Application for Credit Form➢核实客户的个人资料Check the customer’s personal details.➢打电话给客户信用证明人,确认他们的信用。
Call the customer’s credit references to ensure that they are credit worthy.➢一旦你对客户付款的可信度表示满意,请将完成的申请表交给会计部门,他们会在应收帐款帐薄中建立一个新的应收帐款帐户。
Once you are satisfied that the customer is reliable for payment, pass the completedform to the accounts department so that they can set up a new debtor account in thedebtor’s ledger.➢给客户发一封信,谢谢他们,并确定他们帐户的信用额度。
应收帐款催收信 1
DEBT COLLECTION LETTER#1
应收帐款催收信 1
Debt Collection Letter#1
尊敬的[姓名]
根据我公司记录,到目前为止,我们还未收到贵公司以下付款:
I wanted to write to you just to let you know that according to our records we have not yet received your payment for the invoice(s) listed below.
[插入发票明细, 包括日期、发票数量和金额]
[Insert invoice details including date, invoice number and amount]
[姓名],我相信这只是贵公司一个小小的疏忽,所以我附了一份我们帐目的复印件。
我希望在未
来几天内就能收到贵公司的付款。
[First Name], I am sure that this is a simple oversight on your behalf so I have attached a copy of our account and I look forward to receiving your payment in the next couple of days.
[姓名],谢谢您对此事的支持与合作!
[First Name], thank you for taking care of this matter.
顺颂商祺!
[姓名 Name]
[职位名称 Position Title]
[日期][Date]
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