即:
What is our business?我们的业务是什么?
Who is the customer?客户是谁?
What is the value to the customer?对客户的价值是什么?
What will our business be?我们的业务是什么?
What should our business be?我们的业务应该是什么?
We arrived at the conclusion that there was a need to modify General Motors mission statement since the above questions were not fully exhausted. The current mission statement does not indicate that GM is a producer of motor vehicle; neither does it take into consideration the Global Sullivan Principle. As a marketing tool, it does not mention that it is dedicated towards providing products and services to customers who are targeted in 200 different countries.
我们得出的结论是,有必要修改通用汽车公司的企业宗旨,因为上述问题尚未完全解决。目前的企业宗旨没有表明通用汽车是一家汽车生产商;它也没有考虑到全球沙利文原则。作为一种营销工具,它没有提到它致力于为200个不同国家的客户提供产品和服务。
Our recommended General Motors mission statement should read as follows:我们建议通用汽车公司的企业宗旨如下
“GM is a multinational producer of motor vehicles engaged in socially responsible operations worldwide and committed to achieve the best in every facet of our business. Under the aspects of Global Sullivan Principles, GM is dedicated to provide products and services of such quality that our customers who are targeted in 200 different countries will receive superior value while our employees and business partners will share in our success and our stock-holders will receive a sustained superior return on their investment”.
“通用汽车是一家从事全球社会责任运营的跨国汽车制造商,致力于在我们业务的各个方面实现最佳。根据全球沙利文原则,通用汽车致力于提供高质量的产品和服务,使我们面向200个不同国家的客户能够获得卓越的价值,而我们的员工和商业合作伙伴将分享我们的成功,我们的股票持有人将获得持续优异的投资回报”。
Key Business Processes 关键业务流程
Key business process is defined as the execution of a series of activities that work together to produce a well defined set of products and services which leads to the achievement of a measurable business result. They also represent unique ways in which organisations coordinate work, information, and knowledge, and the ways in which management chooses to coordinate work.
关键业务流程被定义为一系列活动的执行,这些活动共同产生一组定义明确的产品和服务,从而实现可衡量的业务结果。它们还代表了组织协调工作、信息和知识的独特方式,以及管理层选择协调工作的方式。
Integration between Business Process and Information Systems 业务流程与信息系统之间的集成
Although each organisation has its own set of business processes, many other business processes are cross functional, transcending the boundaries between sales, marketing, manufacturing, research and development. These cross functional processes cut across the traditional organisation structure, grouping employees from different functional specialities to complete a piece of work.
尽管每个组织都有自己的一套业务流程,但许多其他业务流程都是跨职能的,超越了销售、营销、制造、研究和开发之间的界限。这些跨职能流程跨越了传统的组织结构,将来自不同职能专业的员工分组以完成一项工作。
Information systems can help organisations achieve great efficiencies by automating parts of these processes or by helping organisations rethink and streamline these processes. By integrating these processes, organisations can become more focussed on efficient management of resources and customer services.
信息系统可以通过自动化部分流程或帮助组织重新思考和简化这些流程,帮助组织实现高效率。通过整合这些流程,组织可以更加专注于资源和客户服务的有效管理。
Suggestions and recommendations of key business processes 关键业务流程的建议
Functional Area 功能范围
Business Process 业务流程
Manufacturing and Production 制造和生产
Assembling the product, checking for quality, producing bills of materials 组装产品、检查质量、制作物料清单
Sales and Marketing 销售和营销
Identifying customers, making customers aware of the product, selling the product 识别客户,让客户了解产品,销售产品
Finance and Accounting 财务与会计
Paying creditors, creating financial statements, managing cash accounts 向债权人付款、编制财务报表、管理现金账户
Human Resources 人力资源
Hiring employees, evaluating employees’ job performance, enrolling employees in benefits plan 雇佣员工,评估员工的工作表现,将员工纳入福利计划
External Environment 外部环境
There are three factors which had made General Motors in this situation. Firstly, the United States economy is not progressing cost their U.S. sales projections for 2008 have been too rosy. “GM had been expecting more than 16 million vehicles, including trucks and buses, to be sold this year” (Taylor III 2008). Secondly, intense competition from their global competitors such as Honda, Nissan, and Hyundai which had