IS Planning and Strategy第四讲
Plan-Strategy
•0
Procurement proposals are not firmed automatically. No firming takes place with this firming type.
•1
Procurem ent proposals within the planning tim e fence are firmed automatically as soon as their date is at least one day before the end date of the planning tim e fence. The date of new procurement proposals created in the planning time fence is moved to the end date of the planning time fence. As a result, these new procurement proposals arening Time Fence）介于需求时界和计划期间的最后日期之间，在需求时界和计划时
界之间包含了实际以及预测的订货，而在计划时界之后则只后预测的客户订单。
需求时界:所谓 界就是界线的意思 ,所谓需 求就是需要意思 ,总的来讲 需求时界就是总装 提前期段的时间 (总 装提前期:从产品研发 - >采购- ->品检- >加工 ->生产-- >入 库-- >出货 )也就是正式下订 单的总装提前期时 间 计划时界 :所谓 界就是界 线的意思 ,所谓 计划就是 将来的意 思, 总的来讲 计划时界 就是累计 提前期段 的时间 (累计提前期:就是总装提前期 +采购 +加工时间)也就是预计订单或者合同订单计划的时间
国际商务英语写作模板：商业计划书
国际商务英语写作模板：商业计划书篇一：商业计划书模板---英文版精编资料商业计划书模板---英文版BUSINESS PLAN TEMPLATEBUSINESS PLAN[My Company]123 MainStreetAnytown, USA -4567[Your Name][DATE]TABLE OF CONTENTS...商业计划书商业计划书模板---英文版BUSINESS PLAN TEMPLATEBUSINESS PLAN[My Company]123 Main StreetAnytown, USA 10000123-45671[Your Name][DATE]2TABLE OF CONTENTSExecutiveSummary ........................................... ................................................... .. (1)Management ........................................ ................................................... ................................................... . (2)[Company] History ........................................... ................................................... .. (5)[Product/Service] Description ....................................... ................................................... . (7)Objectives......................................... ................................................... ................................................... .. (9)Competitors ....................................... ................................................... ................................................... .. (10)Competitive Advantages ........................................ ................................................... .. (11)Innovation ........................................ ................................................... ................................................... . (13)Pricing ........................................... ................................................... ................................................... (14)Specific Markets ........................................... (15)Growth Strategy .......................................... ................................................... . (16)Market Size and Share ............................................. ................................................... (17)Targeting New Markets ........................................... ................................................... . (18)Location .......................................... ................................................... ................................................... .. (19)Manufacturing Plan .............................................. (20)Research & Development ....................................... ................................................... . (21)Historical Financial Data .............................................. ................................................... .. (22)Proforma Financial Data .............................................. ................................................... .. (23)Proforma Balance Sheet ............................................. ................................................... (26)Cost Control ........................................... ................................................... (27)Effects of Loan or Investment ........................................ ................................................... (28)Attachments ....................................... ................................................... ................................................... . (29)3Executive Summary [My Company] was formed as a [proprietorship, partnership, corporation] in [Month, Year] in [City, State], by [John Doe] in response to the following market conditions:[Startup, growth] opportunities exist in [Product/Service].The need for use of efficient distribution (转载于: 小龙文档网:国际商务英语写作模板：商业计划书)and financial methods in these overlooked markets.[I/We] have several customers who are willing to place large [orders,contracts] within the next three months.Several other prospective [customers/clients] have expressed serious interest in doing business within six months. [I/We] previously owned a company that was active in the widget markets. Over the past few years I spent much time studying ways to improve overall performance and increase profits. This plan is a result of that study. The basic components of this plan are:1. Competitive pricing2. Expand the markets3. Increased advertising4. Lower our unit costs,5. Thereby achieving higher profits.1. Sign contracts2. Increased advertising3. Increase office staffTo this end, [I/we] need investment from private individuals and/or companies. A total of $XXX isbeing raised which will be used to finance working capital, plant and equipment. The company will be incorporated and common stock issued to investors. The company will be run as a [proprietorship, partnership, corporation].Financial Goals Sales Net Income Earnings pershareYear 1 $25,000 .01 Year 2 $250,000 .12 Year 3 $375,000 .141Management[Name] [Title]??[Experience]??Sales growth from zero to $1,000,000 in five years.??Led market in market share - 30%.Formulated advertising budgets & campaigns.Pioneered new distribution channels. Established national sales force.Established national repair & service centers.Brought new and innovative products to the market.Designed point-of-purchase materials.[Education}University of BostonBoston, MA- Computer SciencesPresidentJohn Q. Doe, Chief Executive Officer, and Director since February 1988 and President since January 1990. Mr. Doe was the founder and Chief Executive Officer of the original operating company known as Random Excess, Inc. He has had experience in the widget field with his own firm, John Doe Co., of Oshkosh (Wisconsin), from 1980 to 1987. This firm was sold to FatCat Widgets, Inc. in 1987.篇二：商务英语写作(商业计划书写作格式)商务英语写作:商业计划书写作格式XX-03-24 13:39:08 来源：爱词霸资讯官网封面 (Title page)企业的名称和地址Name and address of business负责人的姓名和地址Name(s) and address(es) of principals企业的性质Nature of business报告机密性的陈述Statement of confidentiality目录 (Table of contents)1. 概述/总结 (Executive summary)2. 行业及市场分析 (Industry analysis)对未来的展望和发展趋势 (Future outlook and trends)竞争者分析 (Analysis of competitors)市场划分 (Market segmentation)行业预测 (Industry forecasts)3. 企业的描述 (The description of the venture)企业的宗旨和目标（Mission statement and objectives）产品或服务的描述 (Description of the product or service)企业的规模 (Size of business)产品的进一步开发(Future potential/product development)竞争优势 (Competitive advantage)办公设备和人员 (Office equipment and personnel)创业者的背景 (Backgrounds of entrepreneurs)4. 生产计划 (Production plan)制造过程/被分包的数量 (Manufacturing process /amount subcontracted)选址 (Location)厂房 (Physical plant）机器和设备 (Machinery and equipment）原材料的供应情况 (Sources of raw materials to be supplied)生产能力和提高的可能性 (Output limitations， if any， and scale-up possibilities）质量控制计划 (Quality control plans)5. 营销计划 (The marketing plan)定价 (Pricing)分销 (Distribution)促销 (Promotion)产品预测 (Product forecasts)预见的涨价 (Anticipated mark-up)竞争对手的反应 (Competitors’ response)市场份额预测 (Market share projection)控制 (Controls)6. 组织计划 (Organizational plan)所有权的形式 (Form of ownership)合作者或主要股权所有人的身份 (Identificationof partners or principal shareholders)负责人的权利 (Authority of principals)管理层成员的背景 (Management team background) 组织成员的角色和责任(Roles and responsibilities of members of organization)7. 风险与对策分析(Assessment of risks)企业弱点的评价 (Evaluate weakness if business)新技术 (New technologies)应急计划 (Contingency plan)8. 财务计划 (Financial plan)各种业绩比率和投资回报 (Summary of performance ratios, ROI etc.)销售预测 (Sales forecasts)财务预测的假设(Assumptions underpinning financial forecasts)损益表(Income statement / Profit and loss statement)预测现金流量表 (Cash flow projections)资产负债预估表 (Pro forma balance sheet)量本利分析 (Break-even analysis)资金来源和运用 (Sources and applications offunds)9. 融资需求 (Financing requirements)融资前的活动小结 (Summary of operations prior to financing)现在的股东和未付债款 (Current shareholders, loans outstanding)资金需要量及时间 (Funds required and timing)投资回报 (The deal on offer)资本负债比率和盈利与利息比率(Anticipated gearing and interest cover)投资者退出方式 (Exit routes for investors)附录 (Appendix)1. 管理人员简历 (Management team biographies)2. 职业咨询人员背景(Names and details of professional advisors)3. 技术参数和图纸 (Technical data and drawings)4. 专利、版权、设计等(Details of patents, copyright, designs）5. 审计的报表 (Audited accounts)6. 信件 (Letters)7. 市场调研数据 (Market research data)8. 租约或合同 (Leaser or contracts)9. 供应商的报价单 (Price lists from suppliers)10. 客户的订单 (Orders from customers)篇三：英文商业计划书模板英语商业计划书（Business Plan）第一讲：概述第二讲：现状分析第三讲：目标确定第四讲：组织结构第五讲：产品分析第六讲：市场分析第七讲：市场策略第八讲：生产分析第九讲：财务分析第十讲：附件第一讲：概述(executive summary)概述是整个商业计划的第一部分，相当于整个商业计划的浓缩，使整个商业计划的精华所在。
企业远景和使命讲述bvuo
September 2002
19
四种制定BHAG的方法
(1) 定量法 • 到2000年底成为1250亿美元的公司
– become a $125 billion company by the year 2000 (Wal-Mart, 1990)
(2) 定性法 • 汽车民主化
– democratize the automobile (Ford Motor Company, early 1900s)
rich people
September 2002
17
(2) 想象的未来 (Envisioned Future)
• 一方面，想象的未来向人们传递着真实： 看得见的、生动的和真正的东西。
– On the one hand, Envisioned Future conveys concreteness —— something visible, vivid, and real.
September 2002
13
核心目的 Core Purpose
• 核心目的是组织存在的理由，而非组织目标或经营 策略。
– Core purpose is a raison d’être, not a goal or business strategy.
• 所有有效的目的都反映人们为企业工作的理想动机。
September 2002
9
核心价值观是企业本质的主义
Core Values are a company’s essential tenets • 默克公司 • 公司的社会责任 • 在公司任何方面都真正优秀 • 基于科学的创新 • 诚实和正直 • 利润，为有益于人类而工作的利润
• Merck:
strategy_relate使用
strategy_relate使用Strategy Related: A Comprehensive Guide to Effective Strategic PlanningIntroductionIn today's competitive business landscape, strategic planning plays a crucial role in the success of any organization. A well-defined strategy helps businesses set clear goals, make informed decisions, allocate resources effectively, and adapt to changing market conditions. This article aims to provide a comprehensive understanding of strategy-related concepts and their relevance in strategic planning.1. Understanding StrategyStrategy refers to a set of actions and decisions taken by an organization to achieve its long-term goals. It involves analyzing the internal and external environment, identifying strengths and weaknesses, and formulating plans to leverage opportunities and overcome challenges. Effective strategies align with the organization's mission and vision and guide decision-making at all levels.2. Importance of Strategic PlanningStrategic planning is the process of defining an organization's strategy and allocating resources to achieve its objectives. It helps businesses anticipate future challenges, identify growth opportunities, and establish a roadmap to success. Strategic planning provides a framework for decision-making, promotes alignment across departments, and enhances overall organizational performance.3. Key Elements of Strategic Planninga) Mission and Vision: The mission statement defines the organization's purpose, while the vision statement outlines its desired future state. These statements guide strategic decisions and inspire employees.b) SWOT Analysis: A SWOT analysis assesses an organization's internal strengths and weaknesses, as well as external opportunities and threats. This analysis helps identify areas for improvement and areas where the organization has a competitive advantage.c) Goal Setting: Setting clear and measurable goals enables organizations to track progress and evaluate the effectiveness of their strategies. Goals should be SMART (specific, measurable, achievable, relevant, and time-bound).d) Strategy Formulation: Based on the SWOT analysis, organizations develop strategies to leverage strengths, minimize weaknesses, capitalize on opportunities, and mitigate threats. These strategies should be aligned with the organization's mission and objectives.e) Resource Allocation: Effective strategic planning involves allocating resources, such as finances, human capital, and technology, to support the implementation of strategies. Resource allocation should be based on priorities and the organization's capacity.f) Implementation and Evaluation: Strategies need to be implemented effectively, with clear action plans and timelines. Regular evaluation and monitoring of progress help identify any deviations from the plan and enable timely adjustments.4. Types of Strategiesa) Corporate Level Strategy: This strategy defines the scope and direction of the entire organization. It involves decisions related to diversification, mergers and acquisitions, and strategic alliances.b) Business Level Strategy: Business-level strategies focus on individual business units or product lines within anorganization. These strategies determine how the business will compete in specific markets or industries.c) Functional Level Strategy: Functional strategies pertain to specific departments within an organization, such as marketing, operations, finance, and human resources. These strategies align with the overall business and corporate strategies.d) Competitive Strategy: Competitive strategies aim to gain a competitive advantage over rivals. They involve positioning the organization in the market, differentiating products or services, and pricing strategies.5. Strategic Planning Tools and Techniquesa) PESTEL Analysis: PESTEL analysis examines the political, economic, social, technological, environmental, and legal factors that impact an organization's external environment. This analysis helps identify opportunities and threats.b) Porter's Five Forces: Porter's Five Forces model assesses the competitive intensity of an industry by analyzing the bargaining power of suppliers, buyers, potential entrants, and substitute products. This analysis helps shape competitive strategies.c) Balanced Scorecard: The balanced scorecard is a performance measurement framework that considers financial and non-financial factors to evaluate organizational performance. It helps align strategic objectives with key performance indicators.d) Scenario Planning: Scenario planning involves developing multiple scenarios to anticipate future uncertainties. It helps organizations prepare for different outcomes and adapt their strategies accordingly.e) SWOT Matrix: The SWOT matrix helps organizations identify strategic options based on the intersection of internal strengths and weaknesses with external opportunities and threats.ConclusionEffective strategic planning is essential for organizations to thrive in today's dynamic business environment. By understanding the key elements of strategic planning, the types of strategies, and the tools and techniques available, businesses can develop robust strategies that drive growth and success. Strategic planning should be an ongoing process, regularly reviewed and adjusted to ensure alignmentwith the organization's goals and the ever-changing market conditions. Embracing a strategic mindset and investing in strategic planning is crucial for organizations to stay ahead of the competition and achieve long-term sustainable success.。
商业计划书英文模板
篇一：英文商业计划书模板英语商业计划书（business plan）第一讲：概述第二讲：现状分析第三讲：目标确定第四讲：组织结构第五讲：产品分析第六讲：市场分析第七讲：市场策略第八讲：生产分析第九讲：财务分析第十讲：附件第一讲：概述(executive summary)概述是整个商业计划的第一部分，相当于整个商业计划的浓缩，使整个商业计划的精华所在。
一般将概述放在最后书写，页数应控制在2页以内。
概述应包括的基本内容有：企业的宗旨，例如：in 2007, abc corporation was created to...now, abc corporation is at a point where…背景介绍，例如：for many years people have…the condition of the industry today is such that…产品或服务及市场竞争情况，例如：and proprietary construction tool企业目标，例如：prominent market position. we feel that within 5 years abccorporation will be in a suitable condition for furtherexpansion, an initial public offering or profitable acquisition.管理团队和管理组织，例如our management team consists of 5 men and womenwhose backgrounds consist of 10 years of marketing with…市场策略，例如：the fundamental thrust of our marketing strategyconsists of…财务状况和计划，例如：in 5 years we will have… and our investors will beable to…结论，例如：abc corporation enjoys an established track-record ofexcellent support for our customers. their expressions ofsatisfaction and encouragement are numerous, and weintend to continue our advances in the…第二讲：现状分析(present situation)这部分尽可能简明扼要而又全面地介绍公司的情况，以及公司所在行业的信息。
战略术语：Strategic Planning
战略规划Strategic planningStrategic planning is long-range planning that focuses on the organization as a whole战略规划是一种长期规划，它视组织为一个整体.Long range is usually defined as a period of time extending about 3 to 5 years into the future长期通常指未来3~5年的一段时间.In doing strategic planning, managers consider the organization as a total unit在做战略规划时，管理者必须将组织作为一整体来考虑and ask themselves what must be done in the long term to attain organizational goals.Long range is usually defined as a period of time extending about 3 to 5 years into the future.Managers may have a problem trying to decide exactly how far into the future they should extend their strategic planning. As a general rule, they should follow the commitment principle, which states that managers should commit funds for planning only if they can anticipate, in the foreseeable future, a return on planning expenses as a result of the long range planning analysis.Strategy is defined as a broad and general plan developed to reach long term objectives.Organizational strategy can, and generally does, focus on many different organizational areas, such as marketing, finance, product, research and development, and public relations. It gives broad direction to the organization.Strategy is actually the end result of strategic planning.Strategy management is the process of ensuring that an organization possesses and benefits from the use of an appropriate organizational strategy. In this definition, an appropriate strategy is one best suited to the needs of an organization at a particular time.Comprehensive strategic planning and strategic programming is more closely linked to firm performance in stable industries than in unstable industries. Dynamic organizations such as start-ups, new business ventures, and opportunity-driven businesses need a more flexible approach to business management.A key starting point of strategic planning is the acceptance of the counterintuitive notion that this planning process should not be designed to make strategy. Real creative strategies are rarely made during formal paneled discussions, they "are more likely to be cooked up informally and often in real-time – in hallway conversations, casual working groups, or quiet moments of reflection on long airplane flightsA sound strategic plan: main benefits(1)Serves as a framework for decisions or for securing support/approval.(2)Provides a basis for more detailed planning.(3)Explains the business to others in order to inform, motivate & involve.(4)Assists benchmarking & performance monitoring.(5)Stimulates change and become building block for next plan.⏹Two Integral Parts of a Strategic Plan(1)What to do(2)How to do itThe problem with most strategic plans is that they are long on "what to do" and short on the "how to do it". There is little value in such plans, if any plan lands on your desk without the "How to do it," send it back.⏹New Purpose of Strategic Planning in the Era of Rapid Changes(1)To take a fresh look at the substance of business unit and corporate strategy(2)To rethink the process by which strategy is made⏹New Goals for Strategic Planning(1)To build "prepared minds" –to make sure that decision makers have a solidunderstanding of the business, its strategy, and the assumptions behind that strategy, thereby making it possible for executives to respond swiftly to challenges and opportunities as they occur in real time.A successful strategy process would help your company to react quicker toemerging opportunities and make faster decisions than your competitors do. It would ensure that your executives have a strong grasp of the strategic context they operate in before the unpredictable but inevitable twists and turns of your business push them to make critical decisions in real time(2)To increase the innovativeness of your company strategies –to provide astrategic focus that creates culture for and drives strategic creativity.In the new business environment of rapid changes, heightened risk and uncertainty, developing effective strategies is critical. They prepare executives to face the strategic uncertainties ahead and serve as the focal point for creative thinking abouta company's vision and direction.Many companies get little value from their annual strategic-planning process however. To meet the new challenges, this process should be redesigned to support real-time strategy making and to encourage 'creative accidents。
《Planning计划》PPT课件
2000-1
h
5-3
Specificity horizon 明确范围
Directional plan:flexible plans that set out general guidelines.
指导性计划：一种灵活性的总体指导方针 。
Specific plan:plans that are clearly defined and leave no room for interpretation
Planning 计划
5
1.Importance of Plan 计划的重要性 2.Types of Plan 计划的类型 3.Plan Process 计划过程 4. Make Plan in different Levels 不同层次的计划
2000-1
h
5-1
Importance of Plan 计划的重要性
伊根的战略是集中与低价格与低成本、高营业额的经营定位，以及租车给那些 精打细算的顾客。
低价格——利用广告宣传每日的租价低于其竞争对手20%，并不对行车里程额外 收费。例如：周日在洛杉矶租阿拉莫公司的一辆雪弗莱轿车，日租金38美元 且 不收里程费。而在赫茨公司租用同一牌号的车，每天租金51.93 美元，且要提 前3天预定，此外，超过100英里要每英里加收32美分。
实施战略：即管理者为保证组织战略的实现，将组 织资源在各组织间分配的过程。
2000-1
h
5-16
Levels of Planning
Figure 7.2
Corporatelevel Plan
Businesslevel Plan
Goal Setting
Corporate mission & goals
国际商务谈判教案Chapter4(预习复习)
国际商务谈判教案Chapter4（预习复习）Chapter 04 - Negotiation: Strategy and PlanningChapter 4Negotiation: Strategy and PlanningOverviewIn this chapter, we discuss what negotiators should do before opening negotiations. Effective strategy and planning are the most critical precursors for achieving negotiation objectives. With effective planning and target setting, most negotiators can achieve their objectives; without them, results occur more by chance than by negotiator effort. Regrettably, systematic planning is not something that most negotiatorsdo willingly. Although time constraints and work pressures make it difficult to find the time to plan adequately, for many planning is simply boring and tedious, easily put off in favor of getting into the action quickly. It is clear, however, that devoting insufficient time to planningis one weakness that may cause negotiators to fail.The discussion of strategy and planning begins by exploring the broad process of strategy development, starting with defining the negotiator’s goals and objectives then moves to developing a strategy to address the issues and achieve one’s goals. Finally, we address the typical stages and phases of an evolving negotiation and how different issues and goals will affect the planning process.Learning Objectives1. Goals – The focus that drives a negotiation strategy.2. Strategy– The overall plan to achieve one’s goals.3. Getting ready to implement the strategy: The planning process.I. Goals – The Focus That Drives a Negotiation StrategyA. Direct effects of goals on choice of strategy1. There are four important aspects to understand about how goals affect negotiations: a. Wishes are not goals, especially in negotiation. b. Goals are often linked to the other party’s goals. c. There are boundaries or limits to what goals can be.d. Effective goals must be concrete, specific and measurable. If they are not, then itwill be hard to:(1) Communicate to the other party what we want (2) Understand what the other party wants(3) Determine whether an offer on the table satisfies our goals.2. Goals can be tangible or procedural.4-1Chapter 04 - Negotiation: Strategy and Planning3. The criteria used to determine goals depend on your specific objectives and your priorities among multiple objectives.B. Indirect effects of goals on choice of strategy1. Short-term thinking affects our choice of strategy; in developing and framing our goals, we may ignore the present or future relationship with the other party in a concern for achieving a substantive outcome only.2. Negotiation goals that are complex or difficult to define may requirea substantial change in the other party’s attitude. In most cases, progress will be madeincrementally, and may depend on establishing a relationship with the other party.II. Strategy – The Overall Plan to Achieve One’s GoalsA. Strategy versus Tactics1. A major difference between strategy and tactics is that of scale, perspective or immediacy.2. Tactics are short-term, adaptive moves designed to enact or pursue broad strategies, which in turn provide stability, continuity, and direction for tactical behaviors.3. Tactics are subordinate to strategy: they are structured, directed, and driven by strategic considerations.B. Unilateral versus bilateral approaches to strategy1. A unilateral choice is made without the active involvement of the other party.2. Unilaterally pursued strategies can be wholly one-sided and intentionally ignorant of any information about the other negotiator.3. Unilateral strategies should evolve into ones that fully consider the impact of the other’s strategy on one’s own.C. The dual concerns model as a vehicle for describing negotiation strategies. This model proposes that individuals have two levels of related concerns: a concern for their own outcomes, and a level of concern for the other’s outcomes.1. Alternative situational strategiesa. There are at least four different types of strategies when assessing the relativeimportance and priority of the negotiator’s substantive outcome versus the relational outcome: competitive, collaboration, accommodation, and avoidance2. The nonengagement strategy: Avoidancea. There are many reasons why negotiators may choose not to negotiate:(1) If one is able to meet one’s needs without negotiating at all, it may make sense to use an avoidance strategy(2) It simply may not be worth the time and effort to negotiate (although there are sometimes reasons to negotiate in such situations4-2Chapter 04 - Negotiation: Strategy and Planning(3) The decision to negotiate is closely related to the desirability of availablealternatives – the outcomes that can be achieved if negotiations don’t work out3. Active-engagement strategies: Competition, collaboration, and accommodation a. Competition is distributive win-lose bargaining. b. Collaboration is integrative or win-win negotiation.c. Accommodation is as much a win-lose strategy as competition, although it has adecidedly different image it involves an imbalance of outcomes, but in the opposite direction. (“I lose, you win” as opposed to “I win, you lose.”) d. There are drawbacks to these strategies if applied blindly, thoughtlessly orinflexibly:(1) Distributive strategies tend to create “we-they” or “superiority-inferiority” patterns, which may result in a distortion of the other side’s contributions, as well as their values, needs and positions.(2) If a negotiator pursues an integrative strategy without regard to the other’s strategy, then the other may manipulate and exploit the collaborator and take advantage of the good faith and goodwill being demonstrated.(3) Accommodative strategies may generate a pattern of constantly giving in to keep the other happy or to avoid a fight.III. Understanding the Flow of Negotiations: Stages and PhasesA. Phase models of negotiation:1. Initiation2. Problem solving3. ResolutionB. Greenhalgh (2001) suggests that there are seven key steps to an ideal negotiation process:1. Preparation: deciding what is important, defining goals, thinking ahead how to work together with the other party.2. Relationship building: getting to know the other party, understanding how you and the other are similar and different, and building commitment toward achieving a mutually beneficial set of outcomes.3. Information gathering: learning what you need to know about the issues, about the other party and their needs, about the feasibility of possible settlements, and about what might happen if you fail to reach agreement with the other side.4. Information using: at this stage, negotiators assemble the case they want to make for their preferred outcomes and settlement, one that will maximize the negotiator’s own needs.5. Bidding: the process of making moves from one’s initial, ideal position to the actual outcome.6. Closing the deal: the objective here is to build commitment to the agreement achieved in the previous phase.7. Implementing the agreement: determining who needs to do what once hands are shaken and the documents signed.4-3Chapter 04 - Negotiation: Strategy and PlanningIV. Getting Ready to Implement the Strategy: The Planning Process A. Defining the issues1. Usually begins with an analysis of what is to be discussed in the negotiation.2. The number of issues in a negotiation, along with the relationship between thenegotiator and the other party, are often the primary determinant of whether one uses a distributive or integrative strategy.3. In any negotiation, a complete list of the issues at stake is best derived from the following sources:a. An analysis of all the possible issues that need to be decided.b. Previous experience in similar negotiations.c. Research conducted to gather information.d. Consultation with experts in that industry.B. Assembling the issues and defining the bargaining mix1. The combination of lists from each side in a negotiation determines the bargaining mix.2. There are two steps a negotiator can use to prioritize the issues on an agenda: a. Determine which issues are most important and which are less important. b. Determine whether the issues are linked together or are separate.C. Defining Interests1. Interests may be:a. Substantive, that is, directly related to the focal issues under negotiation.b. Process-based, that is, related to how the negotiators behave as they negotiate.c. Relationship-based, that is, tied to the current or desired future relationshipbetween the parties.2. Interests may also be based on intangibles of negotiation.D. Knowing limits and alternatives1. Good preparation requires that you establish two clear points:a. Resistance point – the place where you decide that you should absolutely stop thenegotiation rather than continue.b. Alternatives – other agreements negotiators could achieve and still meet theirneeds. Alternatives define whether the current outcome is better than another possibility.E. Setting targets and openings1. Two key points should be defined in this step:a. The specific target point where one realistically expects to achieve a settlement4-4Chapter 04 - Negotiation: Strategy and Planningb. The asking price, representing the best deal one can hope to achieve.2. Target setting requires positive thinking about one’s own objectives.3. Target setting often requires considering how to package several issues and objectives.4. Target setting requires an understanding of trade-offs and throwaways.F. Assessing constituents and the social context of a negotiation1. When people negotiate in a professional context, there may be more than two parties. a. There may be more than two negotiators at the table. Multiple parties often leadto the formation of coalitions.b. Negotiators also have constituents who will evaluate and critique them.c. Negotiation occurs in a context of rules – a social system of laws, customs,common business practices, cultural norms, and politicalcross-pressures.2. “Field analysis” can be used to assess all the key parties in a negotiation. a. Who is, or should be, on the team on my side of the field?b. Who is on the other side of the field?c. Who is on the sidelines and can affect the play of the game? Who are thenegotiation equivalents of owners, managers and strategists?d. Who is in the stands? Who is watching the game, is interested in it, but can onlyindirectly affect what happens?e. What is going on in the broader environment in which the negotiation takesplace?f. What is common and acceptable practice in the ethical system in which the deal isbeing done?g. What is common and acceptable practice given the culture in which thenegotiation is conducted?G. Analyzing the other party1. Learning the other’s issues, preferences, priorities, interests, alternatives and constraints is almost as important as determining one’s own.2. Several key pieces of background information will be of great importance, including: a. The other party’s resources, issues, and bargaining mix – investigate:(1) Other party’s business history or previous negotiations. (2) Financial data. (3) Inventories.(4) Visit or speak with the other party’s friends and peers. (5) Question past business partners. b. The other party’s interests and needs.(1) Conduct a preliminary interview including a broad discussion of what the other party would like to achieve in the upcoming negotiations. (2) Anticipating the other party’s interests.(3) Asking others who know or have negotiated with the other party. (4) Reading how the other party portrays him/herself in the media.4-5。
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Maturity Model
• “A Maturity Model provides a systematic
framework for carrying out benchmarking and performance improvement.” (source: ) • Why Maturity Models are popular among practitioners/managers? • Some Reasons
Business Strategy • Discuss the Enablers and Inhibitors to Alignment • Discuss the Concept/Importance of Alignment Maturity • Analyze 5 Levels of Strategic Alignment Maturity • Analyze 6 Criteria that characterize each level of the Strategic Alignment Model • Assess Strategic Alignment Maturity • Evaluate the Strategic Alignment Process
5
IT Impact
• IT impact on strategy • Plays an role in determining product, market, business network, boundary positioning. • Explains the mechanism through which IT drives differentiation, sustainable advantage, and the development of proprietary assets. • IT impact on capabilities • Plays an role in building the capabilities needed to execute strategy • Capabilities include processes and infrastructure, people and partners, organization and culture, leadership and governance. • Capabilities may locate inside an organization or dispersed over a network of business partners.
Predictable Process
Q u a n tita tiv e P ro c e s s M a n a g e m e n t S o ftw a re Q u a lity M a n a g e m e n t
D e fin e d (3 )
Standardized, Consistent Process
P e e r R e v ie w s In te rg ro u p C o o rd in a tio n S o ftw a re P ro d u c t E n g in e e rin g In te g ra te d S o ftw a re M a n a g e m e n t T ra in in g P ro g ra m O rg a n iz a tio n P ro c e s s D e fin itio n O rg a n iz a tio n P ro c e s s F o c u s
Adapted from: Software Engineering Institute (SEI) -CMM
Seminar Four – Business & IS/IT Strategic Alignment 10
CMMI in Software Quality Management
O p tim iz in g (5 )
A. Assessing & Formulating Strategies 1. Evolution/Paradigm Shift 2. Strategy Formulation 3. Scenario Planning B. Establishing Strategic Planning Processes/Tasks 4. Business & IS/IT Strategic Alignment 5. Frameworks/techniques for (IS) Strategy Development 6. New Business Models & Strategies
Definitions of process • Process definition • Training • Quantitative process mgt Managed Quality of both product & process • Software quality mgt • Defect prevention Optimizing Continuous process improvement • Change mgt for both process & technology
1. Initial • Ad hoc/chaotic activities w/o key processes areas 2. Repeatable • Disciplined processes are understood & followed 3. Defined • Standard/consistent processes are established & followed 4. Managed • Processes incorporate appropriate measures together with predictable results 5. Optimizing • Continuous improvement to change processes to achieve enhanced results
• Levels of Maturity
• Examine the status/maturity of your org to identify • Where you are
• Determine what the org must do to reach the next level
Seminar Four – Business & IS/IT Strategic Alignment
8
Requirements of IT Management
• Be knowledgeable about how new IT technologies can be
integrated into business • Be privy to senior management's tactical and strategic plans • Be present when corporate strategies are discussed • Understand strengths and weaknesses of technologies and implications
Disciplined Process
R e p e a ta b le (2 ) S o ftw a re C o n fig u ra tio n M a n a g e m e n t S o ftw a re Q u a lity A s s u ra n c e S o ftw a re S u b c o n tra c t M a n a g e m e n t S o ftw a re P ro je c t T ra c k in g & O v e rs ig h t S o ftw a re P ro je c t P la n n in g R e q u ire m e n t M a n a g e m e n t
I n itia l (1 ) N O K e y P ro c e ss A re a s
Adapted from Mr. Roy Ko, HKPC Mr. Roy Ko, HKPC Adapted from
Seminar Four – Business & IS/IT Strategic Alignment
Seminar Four – Business & IS/IT Strategic Alignment
4
Importance of Alignment
• Effectiveness • Efficiency • Link Technology and Business
Seminar Four – Business & IS/IT Strategic Alignment
Continuous Improvement Process
P ro cess C h an g e M an ag em en t T e c h n o lo g y C h a n g e M a n a g e m e n t D e fe c t P re v e n tio n M a n a g e d (4 )
IS6640
IS PLANNING & STRATEGY
Seminar Four Business & IS/IT Strategic Alignment
31 January – 11 February 2011
IS6640 IS Planning & Strategy -Weekly Topics
Source: Applegate, Ch.2