在你決定在全年貫徹落實(shí)該規(guī)劃之前，先看看你能否通過下述5項(xiàng)考驗(yàn)。

　　貴公司的策略規(guī)劃已經(jīng)制定完成?好極了，但在你決定在全年貫徹落實(shí)該規(guī)劃之前，先看看你能否通過下述5項(xiàng)考驗(yàn)。如果不能，不妨與你的管理團(tuán)隊(duì)重回白板前再討論討論。

　　你要記?。耗闶菍⒐镜奈磥硌鹤⒂诓呗砸?guī)劃上。如果細(xì)節(jié)欠妥或不合適，你花在制定策略規(guī)劃上的兩天最終會給你的公司帶來損害。現(xiàn)在還有時間完善策略規(guī)劃，能讓你在2011年實(shí)現(xiàn)效益最大化。

　　1. 經(jīng)營的目的是成功

　　由于擔(dān)心利潤下滑，奧斯汀票務(wù)經(jīng)紀(jì)公司Ticket City的創(chuàng)始人蘭迪?科恩2008年一度進(jìn)行了裁員，并削減了經(jīng)理人員薪資。后來，科恩讀到了一篇老文章《別害怕》(Don''t Be Afraid)，文章談到的正是其曾經(jīng)專注于成長的這家公司。他意識到自己陷入了打安全牌的思維定勢。因此，他調(diào)整了思路，新雇了10名員工，增加了營銷投入——2010年?duì)I業(yè)收入從3，000萬美元增加到了4，000萬美元。利潤亦呈現(xiàn)增長。如今，他進(jìn)一步增加了投入，贊助了一項(xiàng)全美電視轉(zhuǎn)播的全新大學(xué)保齡球比賽Ticket City Bowl。這是主動出擊!

　　2. 征求客戶的意見……

　　作為北美最大的網(wǎng)上隱形眼鏡零售商之一，Coastal Contacts在結(jié)束兩天的策略規(guī)劃議程時，對如何加速業(yè)務(wù)增長仍無頭緒。因此，接下來的六個月，首席執(zhí)行官羅杰?哈迪和其高管層每周都給客戶打電話，看看他們有何想法。讓公司意外的是客戶們反復(fù)提到了一件事，即他們希望第二天就能收到隱形眼鏡。“我們開始實(shí)施所有訂單隔夜交付，” 哈迪說。最近做出此項(xiàng)調(diào)整的美國市場2010年銷售額增長了41％，推動公司銷售額達(dá)到1.55億美元。

　　3 ...但要知道該忽略哪些

　　如果你一切都滿足客戶所想，他們可能會讓你破產(chǎn)。應(yīng)客戶要求，哈迪同意讓客戶選擇四副眼鏡在家試戴(Coastal Contacts同時也銷售眼鏡)后再下訂單，并退回試戴眼鏡。數(shù)據(jù)很快顯示，試戴多副眼鏡的購物者最后退回所購買眼鏡的比率與那些只訂購一副眼鏡的購物者相差無幾。后來哈迪取消了這個項(xiàng)目，因?yàn)殇N售額的增長并不能彌補(bǔ)運(yùn)輸成本的上升。

　　4. 讓中層管理者參與進(jìn)來

　　當(dāng)?shù)栏?舒卡看到其位于圣路易斯的住宅按揭銀行USA Mortgage將放貸額從2009年1月的1.13億美元增至年底的12億美元時，他感到很興奮。在其他貸款機(jī)構(gòu)疲于掙命之時，他加大了銷售力度。但由于未向中層管理者通報(bào)收購等增長計(jì)劃，公司快速擴(kuò)張帶來的工作量增長讓這些人倍感意外。結(jié)果是幾乎所有的中層經(jīng)理都辭職了，他只能另雇接替者。現(xiàn)在，舒卡在每年和每季的規(guī)劃會議上都會讓中層管理者參與進(jìn)來。

　　5. 優(yōu)先目標(biāo)不在多，而在精

　　幾年前，位于美國印第安納州費(fèi)希爾斯的軟件公司Single Source Systems的首席執(zhí)行官托尼?派卓契亞尼及其團(tuán)隊(duì)每年都設(shè)定15個目標(biāo)，諸如實(shí)現(xiàn)部分軟件功能的自動化。但由于有太多目標(biāo)分散了公司的精力，公司實(shí)現(xiàn)的營收比目標(biāo)810萬美元低了11％?！皼]有人專注于一件事去做，”他說。后來派卓契亞尼決定只設(shè)幾個重要的優(yōu)先目標(biāo)。去年，公司實(shí)現(xiàn)了1，000萬美元的銷售額目標(biāo)。2011年你有多少優(yōu)先目標(biāo)?少即是多!

　　--Verne Harnish是高管培訓(xùn)公司Gazelles Inc.的首席執(zhí)行官。

Fired up about your company''s strategic plan? Great， but before you commit the rest of the year to executing it， make sure you pass these five litmus tests. If not， head back to the drawing board with your management team.

　　Remember: You''re betting your company''s future on your strategic plan. If you haven''t gotten the details right or shaped it from the proper perspective， those two days you spent at your offsite will ultimately hurt your company. There''s still time to polish it so that you can make the most of 2011.

　　1. Play to win

　　Worried that profits were declining， Randy Cohen， founder of Ticket City， an Austin-based ticket broker， laid off workers and cut managers'' pay in 2008. Then Cohen came across an old article about his once-growth-oriented company titled "Don''t Be Afraid." He realized he''d slipped into playing defense. So he changed his mindset， hiring 10 new people， investing more in marketing -- and driving revenue from $30 million to $40 million in 2010. Profits rose as well. And he''s raised the ante further， sponsoring a new nationally televised college bowl game， the Ticket City Bowl. That''s playing offense!

　　2. Ask customers for ideas...

　　Coastal Contacts， one of the largest online contact-lens retailers in North America， came out of its two-day planning session at a loss for how to rev up growth. So over the next six months CEO Roger Hardy and his senior team called customers each week to see whether they had any ideas. To the company''s surprise， one recurring theme emerged -- customers wanted lenses the next day. "We started overnighting everything，" he reports. Sales in the U.S.， where he recently made the change， were up 41％ for 2010， bringing company sales to $155 million.

　　3 ...but know which to ignore

　　If you act on every suggestion your customers make， they can "want" you into bankruptcy. At customers'' request， Hardy， who also sells eyeglasses at Coastal Contacts， started letting them choose and try on four frames at home， then place an order and return the testers. Data soon showed that shoppers who tried on multiple frames were just as likely to return purchases as those who ordered just one pair. Hardy canceled the program because the added shipping costs weren''t offset by additional sales.

　　4. Involve middle management

　　Doug Schukar was thrilled when USA Mortgage， his residential mortgage bank in St. Louis， increased the loans it funded from $113 million in January 2009 to $1.2 billion by the end of the year. While other lenders struggled， he ramped up his sales efforts. Yet by failing to keep key middle managers informed of growth plans such as acquisition， he let them get blindsided by the work that came from the company''s rapid expansion. Result: Almost all resigned， and he hired replacements. Today he includes middle managers in annual and quarterly planning sessions.

　　5. Set fewer priorities

　　A few years back CEO Tony Petrucciani and his team at Single Source Systems， a software firm in Fishers， Ind.， set 15 annual goals， such as automating some of its software functions. But the company， which got distracted by having so many items on its goal list， missed its $8.1 million revenue benchmark by 11％. "Nobody focused on any one thing，" he says. Going forward， Petrucciani decided to set just a few key priorities. Last year the company met its goal of $10 million in sales. How many priorities do you have for 2011? Less is more! 

　　--Verne Harnish is the CEO of Gazelles Inc.， an executive education firm.