From a family business to a Best-in-Breed corporation
帮助企业实现从家族企业到优秀企业的转型
Challenge: 背景说明：Many family owned companies in Spain are run with a small business structure, even though some of them reach 1€ billon turnover. Over time, expansion and profitability are challenged as most decisions are taken centrally.
西班牙有很多家族企业，企业架构小，即使其中一些实现了高达10亿欧元的营业额，但随着时间的推移，由于家族企业固有的决策独断性导致企业的扩张和盈利面临危险。
Action Plan: 行动计划：H&B was hired to perform a cost reduction exercise in one of the largest Food and Beverage groups in Spain, but cost was not the core issue. The business itself was at stake. H&B recommended its 10-100-1000 approach:
哈曼贝克公司受西班牙一家最大的食品和饮料集团委托对集团开展缩减成本计划，但介入时发现成本的削减并不是主要问题，集团所从事的业务本身才是最根本的问题。针对这个问题，我们提出了“10-100-1000”这个解决方案：
- Phase I – 10: We do not believe in large documents but in down to earth recommendations. Our 10 page CEO Transpormation Agenda laid out the 4 key issues: a dysfunctional organization, blurred business processes, lack of financial control and of operational control.
- 第一阶段 - 10：我们并没有提供冗长的文件，而是从现实出发，提供了仅有10页内容关于更换CEO的议程内容，这个文件列出了四个关键性问题：机构运转不良，业务流程不清，缺乏财务控制和操作控制。
- Phase II – 100: Subsequently we initiated the 100 day shock programme: A new organization was defined and implemented, a complete financial and operational scorecard as well as key business processes.
- 第二阶段 - 100：接下来我们实行了一个为期100天的“大换血计划”：制定一个全新的组织机构并开始运行，制定一个完善的财务和运营记分卡制度以及业务主要流程并按计划运行。
- Phase III – 1000: Key transformational programmes such as customer orientation or organizational change take time to be fully operational, but they are the basis for a strong competitive advantage.
- 第三阶段 - 1000：方案实施的关键阶段，这个阶段实施起来并非易事。如要完全实现目标客户或组织结构的变更就需花费时日，但这个几个方面的成功实施却是保证企业获得竞争优势的基础。
Result:
成果：
After the completion of the transpormation programme profits doubled, sales grew and all employees had a clear idea of their responsibilities and how their satisfation related to profitability.
完成转型计划后，该集团获得了双倍利润，销售额增加，企业员工明确了解了各自的工作任务并深知他们的满意度和集团盈利是息息相关的。
