1、生 Mark Harrison 先生 Keren Seddon 女士 Queenie Chan 女士 馬正源先生 吳永輝先生 王以琳女士 鄭炳麟先生 鄭德耀先生 曾正麟先生 姚立基先生 孫驊聲先生 楊保軍先生 張文奇先生 宋家明先生 王金先生 李風禹先生 袁昕先生 丁建先生 曹亮功先生 費麟先生 許迎新女士 沈國平先生 沈永祺先生 錢中強先生 屈文清先生 邢忠先生 王燕女士 于亞濱先生 耿雲松先生 張繼東先生 苗展堂先生 易崢女士 i 英文摘要英文摘要 (English Summary) Background 1. This Market Research Study for Professi
2、onal Planning Services in Mainland China was commissioned by the Hong Kong Institute of Planners (HKIP) in collaboration with the Urban Planning Society of China (UPSC). The research work formally commenced on 1 August 2003 and finished by May 2004. It was undertaken by the Hong Kong Polytechnic Uni
3、versity, in collaboration with Peking University. 2. In accordance with the Project Brief (in Chinese) issued by the HKIP in February 2003, this study has two major emphases: (a) illustrating the key differences between Hong Kong and mainland China in terms of the scope of their urban planning servi
4、ces, and analysing the competitive advantages and disadvantages of the Hong Kong professional planning service industry in providing services in the mainland Chinese market; and (b) exploring the possible demand for Hong Kong professional planning services from the different mainland Chinese cities,
5、 and investigating their market potential and relative degree of openness to cross-boundary services. 3. This study addresses three major issues: (a) market attractiveness of the mainland Chinese market to the Hong Kong professional planning service industry; (b) market competitiveness of the Hong K
6、ong professional planning firms in the mainland Chinese market; and (c) appropriate market entry, development and competitive strategies of the Hong Kong professional planning firms in mainland China. 4. This study comprises three main parts/stages: (a) Hong Kong Study and Survey - completed mainly
7、by means of structured interviews with the Hong Kong professional planners; (b) Mainland Chinese Market Study and Surveys completed mainly through background research, structured interviews with mainland urban planning and (c) Consolidated Analysis, Conclusions and Recommendations. ii Key Study Find
8、ings Hong Kong Study (ii) the difficulties and obstacles they had encountered in the mainland market; (iii) their strategies and methods in resolving these difficulties and obstacles; and (iv) their opinions about the possible role of the HKIP and the Hong Kong SAR government in promoting Hong Kong
9、professional planning services in the mainland. 8. Twenty Hong Kong professional planners from eighteen organizations (one is a Shenzhen planning institute) were interviewed and the results of the survey are summarized as follows: Company Profile 9. The Hong Kong professional planners in private pra
10、ctice worked in two major categories of organizations: (I) professional planning firms which provided planning consultancy services as their core business; and (II) other companies which provided a whole range of business services such as architectural design, landscaping design, real estate consult
11、ancy, education and training, software development, etc. iii 10. Out of the seventeen Hong Kong organizations, eight of them can be classified as among the first category of companies. They were of different company sizes, ranging from several to about seventy staff members. Four companies had less
12、than ten workers. The other three companies had less than thirty workers and only one company had about seventy. 11. The other nine companies belonged to the second category. Three of them were operated by their proprietors who, apart from their planning qualifications, also possessed other professi
13、onal credentials. Hong Kong Planning Services in Mainland China 12. All the interviewees and their organizations had working experiences in the mainland. Out of the eight organizations in the first category, five of them were actively working and exploring the market opportunities in the mainland at
14、 the time of our interviews. 13. They took various approaches in providing services in the mainland. These approaches included setting up their own branch companies/liaison offices in the mainland Chinese cities; developing joint venture/strategic alliances with the mainland firms; serving as sub-co
15、nsultants; and, providing cross-boundary services from the Hong Kong headquarters by flying in and out of the mainland as and when necessary. 14. There was a wide geographical distribution of the Hong Kong professional planning services within the mainland. Our interviews revealed that Hong Kong pla
16、nners had provided services in more than 4 cities in northern China, more than 8 cities in southern China, more than 10 cities in eastern China and about 4 cities in western China. Overall, the coastal regions, such as the Pearl River Delta and the Yangtze River Delta Regions in particular, were mor
17、e popular, while northern and western China were penetrated to a lesser extent. 15. The mainland planning projects of the Hong Kong professional planners included: master planning strategy, planning studies (e.g. urban development policy analysis and regional development studies), concept planning,
18、landscaping design, urban design, tourism planning, transport and infrastructure planning, traffic impact and environmental impact assessments, development project feasibility studies, project finance and property market analyses. Project durations were generally short, ranging from 1.5 months to 6
19、months. 16. Physical planning was the key content of the planning jobs in the mainland. The deliverables were mostly physical plans, physical models, supplementary reports and powerpoint slides/animation. 17. The clients of these mainland projects included: international organizations (such as the W
20、orld Bank), local governments and departments, mainland planning Shenzhen Production” kind of strategy with a view to combining the technical strengths of Hong Kong planning firms with low production costs in the mainland (c) Position the company as “Architect-Planner” in order to enhance profit mar
21、gins (d) Set up offices in large Chinese cities such as Beijing, Shanghai and Shenzhen, where they can have easier access to market information and the network of clients (e) Promote planning services to district-level governments and equivalent authorities because of their market potential in offer
22、ing planning projects Difficulties and Obstacles 22. Hong Kong professional planners had difficulties in exporting their services to the mainland for a number of reasons at the individual, company and institutional levels respectively. v 23. At the individual level, their professional strengths did
23、not match perfectly with the general requirements of the mainland projects, which usually required physical (technical) planning skills. The strengths of the Hong Kong planners lied in conceptual planning, planning ideas, policy formulation and analysis. The professional training they had previously
24、 received focused on report writing skills and the application of social sciences, rather than on drawing techniques and the application of physical sciences. Furthermore, the lack of proficiency in Putonghua and Chinese report writing were also weaknesses. 24. There were great differences in the pl
25、anning systems of Hong Kong and the mainland. Hong Kong planners lacked sufficient knowledge about the relevant mainland planning regulations, jargon and technical terms, and local knowledge and connections. Many experienced planners in Hong Kong were not willing to work in the mainland and many cou
26、ld not adapt to its different working culture and styles. They also faced enormous difficulties in collecting the relevant planning data which was not easily made available in the mainland. 25. At the company level, many Hong Kong planning firms were small in scale and they lacked the resources to d
27、evelop their business networks in the mainland. They were also less competitive in pricing as they needed to charge higher professional fees than many mainland planning institutes in order to cover their operational costs. 26. The Hong Kong planning firms often faced difficulties in getting appropri
28、ate staff to implement mainland projects for two key reasons. First, many Hong Kong planners, especially planning graduates, were unwilling to work in the mainland because their working experience in the mainland was not professionally recognized by the HKIP in qualification assessment. Second, it w
29、as difficult to employ local planners in the mainland as most of them were already engaged by the governmental departments and other local employers. 27. The Hong Kong Special Administrative Region (HKSAR) government did not provide sufficient assistance and support for the Hong Kong planning firms
30、to conduct their business in the mainland. The rules and regulations in establishing companies in the mainland were found ambiguous and cumbersome. Taxation and currency remittance issues, contract disputes with and default payments of the clients were other common operational difficulties faced by
31、the Hong Kong planning firms in the mainland. 28. At the institutional level, many interviewees pointed out that competition in the mainland planning market was intense as a result of the increase in the number of mainland planning institutes. These planning institutes had competitive advantages in
32、terms of operational costs and business networks. Many of them were large in organizational scale and tended to dominate the market in many mainland Chinese cities. 29. Some mainland governments and organizations tended to prefer foreign planning firms to Hong Kong planning firms because of their in
33、ternational brand names and reputations. It was suggested by an interviewee that some foreign governments had vi offered substantial assistance and subsidies to their local planning firms in entering the growing mainland market. With such support, many well-known international planning firms have al
34、ready entered into the mainland market, making it increasingly difficult for the Hong Kong planning firms. 30. The recent promulgation of Decree 116 by the China Ministry of Construction (MOC) created a major market entry barrier to the Hong Kong professional planners. According to Decree 116, exter
35、nal (including Hong Kong) planning firms were not allowed to directly participate in government planning projects unless they had formally set up branches in the mainland. To comply with the requirements of the Decree, most Hong Kong planning firms would have to expand their mainland companies subst
36、antially to no fewer than 20 employees at the minimum. The residence requirement for expatriate workers of the company in the mainland was also too long. Moreover, other clauses such as the certification of company business and the relevant procedures for application required further clarification.
37、Suggestions to the HKIP and HKSAR Government 31. Almost all interviewees considered that 中国企业如何改善业绩管理 内容 XX公司简介 改善业绩管理的需要 业绩管理概述 业绩管理转型的实施方法 我们在大中华地区协助客户解决的典型人力资源管理问题 了解组织中人力资源方 面的差距 确定关键岗位及职能、 所需素质、汇报结构和 成功标准 设计工作分级标准 设计薪酬体系（如总体 薪酬水平，奖金水平及 奖金支付方案） 制定将工作成效与关键 业绩指标、工作分级及 奖金挂钩的公式 确定招募起点 确定目标要求 确定人才来源
38、制定定性和定量的业绩 指标 制定业绩评估流程 评估长处/不足 确定发展需求及支持 组织和岗位设计 招聘 评估与 发展 业绩与 奖励 吸引并保留 获得长期成 功的必需的 人才 内容 XX公司简介 改善业绩管理的需要 业绩管理概述 业绩管理转型的实施方法 中国企业在入世后面临许多人力资源方面的挑战和提高业绩的压 力 政策开放的要求 进一步的市场开放（如：行业准入及定价的放 开）要求从业者有更强的运营技能 要求企业改善业绩，如： 银行必须降低不良贷款以达到上市标准 保险业要实施股份制改革 证券业要进一步规范化 技术的要求 从业者需要开发更好的IT系统，（如：利润率 系统，MIS和业绩管理系统），来跟
39、踪和管理 总部和分公司的业绩 更激烈的竞争 外企进入，且更多的本 地企业获得从业执照 激烈的竞争带来利润率 的下降和对人才的争夺 对高价值客户的竞争日 益激化（最富有的2%的 客户拥有50%的银行存款 ），要求员工有更好的 技能和业绩 客户的成熟 客户对产品、服务和 渠道的要求越来越高 从业者需要培训有素 、积极性高的员工来 服务客户 中国的企业必须改善 业绩，提高技能并更 好地管理人力资源 资料来源: XX分析 核心管理程序及核心经营程序是企业提高业绩的重要保证 核心 经营程序 某公司最高领导层 战略 规划 财务 规划 组织/人 力资源 规划 核心管理程序 123 业绩 管理 4 合理的组织
40、结构固然十分重 要，但一个公司的成功还取 决于有效的管理及经营程序 支持，及这些程序在组织结 构上的顺利执行 管理及经营程序是公司管 理活动及经营活动的具体 载体，和对部门及个人职 责、行动的具体定义 程序是将公司内各部门、 职能、及个人联系在一起 、协调工作的纽带 程序是公司联结市场、客 户，进行营销及销售活动 的载体，是建立市场竞争 力的基石 新产品开 发流程 大客户获 取流程 客户关系 管理流程 资料来源: XX分析 管理程序之间相互密切联系 公司战略 战略规划 经营 资本计划 业务系统业务系统 完成公司 经营预算 制定关键 业绩指标 制定资本 预算 根据目标 评估业绩 经营计划业绩管理
41、 投资管理流程投资管理流程 资料来源: XX分析 业绩管理是贯穿管理流程的核心 设立年度业绩目标； 签定业绩合同 个人业绩 目标与激 励机制挂 钩 监控业绩 的达成 确定与战略规 划一致的关键 业绩指标 进行严格客观 的业绩评估 战略规划程序经营计划/预算程序人力资源管理程序 基于对业务单元深 入了解基础上的战 略看法 业务单元经理与总裁之间签订的对业 绩负责的合同 跨越组织等级的、 透明的、公开的业 绩评估 信息系统及其他相 关责任部门对业绩 的监控的支持 对管理层有重 大影响并且可 行的激励机制 资料来源: XX分析 业绩管理的变革应与公司的战略及组织转型联系起来 战略 目标 组织 架构
42、岗位 定义 业绩 管理 阐述企业对客户的价值定位，成长目标和资源需求 决定企业组织和运作的设计 必须每年进行回顾和更新 要有战略规划，人力资源规划和预算规划的流程 支持企业的战略目标并随之进行调整 定义企业运作所需的功能单位和工作关系 决定岗位定义和业绩管理 定义岗位、职责、任职资格以及业绩要求 必须与战略目标和组织架构一致 必须每年进行回顾和更新 确定业绩指标并将之与薪酬挂钩 必须与战略目标和组织架构一致 必须每年进行回顾，更新并达成共识 今天的重点 资料来源: XX分析 内容 XX公司简介 改善业绩管理的需要 业绩管理概述 业绩管理转型的实施方法 业绩管理的目标和设计原则应体现以业绩为驱动
43、的经营和管理模 式 描述 建立价值创造为核心的企业理念 通过业绩管理程序，联结股东回报与公司 经营业绩 清晰的业绩指标与挑战性目标 坦率的、公平的业绩审核及反馈 系统的计划，审核流程和会议安排 与其它管理程序紧密相连，如战略规划、 经营计划、预算计划及人力资源管理等 清晰地将业绩表现与激励机制薪酬相结合 保证个人业绩表现对个人有明确的后果 为优秀人才提供市场薪酬水平 设计原则 以价值为驱动 业绩透明性 系统化/机构化 以业绩和激励为 导向 目标： 在全组织内建立有 效的以业绩为驱动 的经营和管理 资料来源: XX分析 典范业绩管理流程有6个主要步骤 工作 输出 岗位职责说明 关键业绩指标 （KPI） 能力指标 挑战性目标 可行性分析 业绩合同 工作计划 评估最终报告 薪酬结构 薪酬水平 2. 建立业绩指标3. 设定业绩目标4. 进行业绩审核5. 确定业绩评估 并与薪酬挂钩 1. 进行诊断 宏观差距分 析 确定主要问 题 明确远大抱负和价 值驱动因素 制定岗位职责说明 建立设计原
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