2011年5月杭州明华·江湾绿苑策略提案.ppt
绿色产业与政府激励策略选择
2.賽局分析
在我國永續發展(sustainable development)進程 中，發展我國境內的綠色產業是一個有效的途徑， 這種途徑是一種具有「雙贏」效益的科學路徑，和 其他產業不同，綠色產業發展與擴大、綠色產業技 術水平的提高是和我國境內永續發展能力水平的 提高同向變動的， 也即隨著我國境內的綠色產業成 長，這將在一定程度上促使境內資源、環境與經濟 社會系統朝著協調發展的方向運行，進而推動國內 綠色產業永續發展能力水平的提高。這表明，在我 國境內實施永續發展策略中，我國政府應採用一切 措施和手段，來發展並不斷擴大境內的綠色產業， 這將是一種「雙贏」的策略選擇。什麼因素將會影 響境內綠色產業的發展呢？一般來說， 對我國境內 綠色產業永續發展有重要影響的因素將來自下述 兩方面：一是國內綠色產業永續發展的內部因素， 它包括產業內的資本投入、技術水平、管理技術和 人力資源開發與管理狀況等。二是境內綠色產業永 續發展的外部因素，即外部投資環境，這包括政府 對發展綠色產業的財政支持與優惠政策， 境內環境 立法、環境標準，政府對污染和破壞行為的監督水 平、處罰力度，國內企業、大眾對綠色產業的需求， 國內各界的環保意識。 把外部投資環境的影響因素分成兩類： 一類為 財政支持與優惠政策，簡稱為「優惠政策」 ，用 P 表示；而把除「優惠政策」之外的所有外部影響因 素歸於另一類，簡稱為「基礎環境」 ，用 M 表示。 大家知道，國內綠色產業的外部投資環境的優劣， 將對該產業資本投資量(用 Q 表示)的大小產生直 接影響，優良的外部環境將引發更多的綠色產業的 投資，即促使 Q 增大，惡劣的外部環境則限制了 綠色產業的投資，即導致 Q 減小。這表明我國政 府如何探索科學的制度安排，以有效地改善境內綠 色產業發展的外部環境， 將激發更多的綠色產業投 資來帶動我國境內的綠色產業的快速成長。雖然， 境內綠色產業永續發展的「優惠政策」與「基礎環 境」 是激發國內綠色產業投資相輔相成的兩方面因 素，特別在綠色產業不發達國家，這兩者的共同作 用所產生的合力更為顯著， 但從兩者的影響時間來 看，它們是有差異的，通常情況下，優惠政策的力 度及其變化可以由我國政府短期的政策調整實 現， 且其作用及影響力將在較短的時間跨期內就可
杭州东方润园高档住宅全程推广的策略提案148P-PPT课件
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• 成立时间：1993年 • 创办人：陈丽华 香港富华国际集团董事长 • 主要会员：政府官员 传统产业人士 • 代表会员：李嘉诚 霍英东 杨元庆 • 入会费：个人会籍16000美元公司会籍
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2011年6月10日南京红与黑全案营销推广提案范本(宗地、类比楼盘分析、经典案例借鉴部分)
[宗地、类比楼盘分析、经典案例借鉴] 板块分析及项目现状
备注：本页包含项目所有劣势，其
W
劣势—weakness
他项目应根据自身所具备优势情况 进行删减
体量方面：3万m2小型楼盘，不利于产品、景观及主题营造 外部景观方面：周围无可借鉴景观，不利于借势外部景观资源
内部景观：小区内部缺乏景观亮点，不易形成景观卖点
我们的策略
我们的推广 如何实现？
我们的视觉表现 红与黑机构运营实力
[宗地、类比楼盘分析、经典案例借鉴]板块分析及项目现状 北抵规划河流
本案周边现状
西临东环城路
东靠东顺花园安置房
备注：本页根据项目情况至少放5展 南至南环城二路 张图，最多放9张图
[宗地、类比楼盘分析、经典案例借鉴] 板块分析及项目现状
交通方面：处于南环城二路与东环城路交汇，是连接信阳、驻马店、阜阳、亳州、开封等
市的必经地段 地段方面：紧邻繁华都市区，近享繁华，退守宁静 商业配套方面：比邻广源建材专业市场 公共配套方面：市政府、工商局、建设局环伺左右 备注：本页包含项目所有优势，其 他项目应根据自身所具备优势情况 进行删减
生活配套方面：紧邻餐饮美食一条街、超市、酒店、邮局一应俱全 人文方面：距外国语学校和正阳职业高中均不足500米，人文气息浓郁 居住氛围方面：周边有风尚小区、时光浩韵、风景澜山等居住小区，居住氛围浓郁
容积率
2013.07.12(CRIC)杭州 绿城兰园 产品案例ppt课件
6月再次加推一期剩余房源 2号楼、3号楼以及5号楼
兰园项目开盘至今已售91套，去化率 35%，目前仍属強销阶段
售
208套，均价不变53800元
信
平米，推出存30抵50
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/平米
活动
56000 54000 52000 50000 48000 46000 44000
53456
绿城兰园均价走势图
54921
54668
规划分析/样板区分析图 绿城兰园售楼处临街而建，景观资源稍显得少些，但内部装修豪华。
售楼处休息区 售楼处水晶吊灯
接待处 样板房通道 14
规划分析/样板区分析图
样板房展示
绿城兰园样板房实景
绿城兰园样板房实景
15
规划分析/规划总结
规划总结： •兰园项目总共分为东西两块地，由于地形不是特别方正，被周边的居住小区挤压成不规则图形， 因而在楼栋的排布上采取错落有致的方式。 •项目北面商业氛围较为浓厚，人流量以及车流量大于东南面，故项目的商业部分酒店式公寓分 布于此，一字排开，一定程度上也为其住宅项目营造了相对静谧的居住氛围。 •本案最大的优势就是其处于市中心板块，地理位置绝佳，除此之外环城东路上的贴沙河以及道 路绿化都为项目景观增分不少。 •项目精装标准达到7000元/平米，全部由美国知名设计师操刀，并采用德系厨卫品牌，抬高项 目档次。
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7
规划分析/交通分析图 整个项目交通流线清晰，采用人车分流的方式。靠近环城北路为人行入口，靠近莫衙营路为地下车库入口。
主要车行道
小区内步行道
小区出入口
8
规划分析/物业分析图 整体主要分为住宅和商业两大类，住宅产品规划为23层的高层以及8层的小高层。位于整个项目的南面，分 为东西两块，错落排布。酒店式公寓沿着环城北路单独排列。
绿城上海新江湾项目产品策划与规划设计方案122P
海
城今后的发展趋势，为 本项目产品定位奠定基
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P17 创 造 城 市 的 美 丽
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P27 创 造 城 市 的 美 丽
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宅建筑规模控制在434万 平方米（ 包括31.7万平
· 方米居住区配套设施），
上 教育、科研建筑规模约
海 110万平方米（其中新江
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万平方米，复旦大学约 45万平方米），商办建 筑规模189万平方米，总
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五、项目产品定位
湾
第四部分 规划设计方案 一、规划方案
项
二、建筑外观
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三、住宅房型平面 四、室内装饰意象
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五、小区景观意象
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六、设备 七、成本估算
P1 创 造 城 市 的 美 丽
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上海楼盘考察报告
· 上 海 新 江 湾 项 目 介 绍
案例
Analysis of clothing supply chain: Integration & Marriage of Lean &AgileBy Mandeep SainiContentsIntroduction 1 Lean and Agile Supply Chain 1 Particular ways of marring lean and agile paradigms 5 The Pareto Curve approach 6 The Decoupling Point 7 Separation of Base and Surge Demand 8 Case: Benetton 8 Case: Hennes & Mauritz (H&M) 10 Case: Zara 12 Conclusion 14List of TablesTable (1): Usage of Lean and Agile 2 Table (2): Difference in Lean and agile 3 Table (3): Market Winner and Qualifier Matrix 4 Table (4): Benefits of Leagile 5List of FiguresFigure (1): The Pareto Curve approach 6 Figure (2): The Decoupling Point 7 Figure (3): Base and Surge Demand 8 Figure (4): Traditional Lean manufacturing process of garments 9 Figure (5): Benetton’s Manufacturing Process 10 Figure (6): H&M’s Supply Chain Model 12 Figure (7): Flow of Information at Zara 13IntroductionModern supply-chains are very complex, with many analogous physical and information flows occurring in order to certify that healthy products are delivered in the right quantities, to the right place in a cost-efficient manner. The current drive towards more efficient supply networks during recent years has resulted in these international networks becoming more vulnerable to disruption. To be precise, there often tend to be very little inventory in the useful professional organisation to buffer interruptions in supply and, therefore, any disruptions can have a rapid impact across the progressive supply networks. This paper contains the significant issues of modern clothing supply chain. Due to globalisation, of rapidly changing markets and vogues of clothing business make it specified in terms of stylish fashion and changing user behaviour. The fashion industries are changing and expending the business while outsourcing; based on shortest lead times. But now, as per the case study “Supplying Fashion Fast” today’s supply chain are not to just serving the market with shortest lead time but it is to react immediately on the demand. . The challenge faced by a supply chain delivering fashion products is to develop a strategy that will improve the match between supply and demand and enable the companies to respond faster to the marketplace”(Naylor, Towill and Christopher, 2000).Lean and Agile Supply chainFor over a decade, companies have been achieving huge cost savings by streamlining their supply chains. While affluent, and thus pleasurable; these trends have also exposed organisations to new sets of paradigms such as Lean, Agile, Integration of Lean and Agile, Relationship driven supply chain etc. The question arise here is, Why there is a need to integrate the lean and agile supply chain? To find the answer the previous pages need to be turned; "Lean" is the name that James Womack gave to the Toyota Production System in the book “The Machine that Changed the World.” Lean was the term that best described Toyota's system versus the rest of the world's automotive manufacturers at the time. Many companies have since applied lean thinking to their organizations withvarying degrees of success. Applying lean to the entire supply chain is not a new concept, but very few have had success doing it. Naylor et. al (1999) defined the lean as, “Leanness means developing a value stream to eliminate all waste including time, and to enable level schedule.” Further the Agility means “using market knowledge and virtual corporation to exploit profitable opportunities in a volatile marketplace.” The leanness is basically to eliminate the waste with in the manufacturing to drive the lowest possible cost and highest quality of the product. Agility is to use the Voice of Customers (VOC) to develop new products to satisfy the demand, this is more flexible and high cost then leanness. “In lean production, the customer buys specific products, whereas in agile production the customer reserves capacity that may additionally need to be made available at very short notice” (Naylor, Towill and Christopher, 2000). Please see Table (1) for the use of lean and agile supply chain and Table (2) for differentiate the lean and agile supply chains. The tables developed by the author to demonstrate the difference, usage and benefits of Lean, Agile and Leagile supply chain paradigms. The table 1, 2 and 4 are influenced by the suggestions by the previous researchers such as Christopher, (2000), Towill, Christopher and Naylor (2000), Crocker & Emmett (2006), Naylor, Naim & Berry (1999) and the other literature found.Table: (1)Usage of Lean and AgileLean•Fluent Manufacturing•Zero inventory•Just in Time (JIT)•Remove waste•Vendor Managed Inventory (VMI)•Total Quality Management (TQM)•Economies of Scale (Low cost)•Commodities•Continuous, Line and High Batch production processAgile •Postponement•Collaborative scheduling•Just In Time (JIT)•Purchasing input capacity (PIC)•Supplier Trade off (Setup Vs Inventory)•House of Quality (HOQ)•Made to Order (High Cost)•Fashion Products•Integration of Micro and Macro environment•Project, Jobbing and low batch processSource: The Present AuthorTable: (2)Difference in Lean and AgileLean •Containing little fat•Product oriented•Reduce stock to minimum•Plan ahead•Satisfy customers by eliminating waste•Measuring output criteria: Quality, Cost and Delivery•Low Cost•Efficiency•Less flexible•Low varietyAgile•Nimble•Customer oriented•Reducing stock in not an issue •Unpredictable demand planning •Satisfy customers by configuring order•Measure output Criteria: Customer satisfaction•High Cost•Effectiveness•High flexible•High varietySource: The Present AuthorAs per the case study “Supply Fashion Fast” the fashion market is volatile and customer driven. Towill and Christopher (2002) suggested the market qualifier and winners in Lean and Agile supply chain (See Table 3). In Agile supply chain the market qualifiers are Quality, cost and lead time and the winner is who produce the high service level. But in Lean supply, the market qualifiers are Quality, Lead time and Service level and the winner is the cost. In addition; Naylor, Towill and Christopher (2000) suggested that agile supply chain is for fashion goods and lean supply chain is for commodities (See Table 3). Now the concept of integration of lean and agile paradigms is originated to capturing the advantage of lean and agile paradigms such as to maximize the efficiency and utilization of the operations and customization of high level of products. Christopher and Towill (2002) pointed that, “the lean concept works well where demand is relatively stable and hence predictable and where variety is low.” Furthermore “Agility is a business wide capability that embraces organisational structure, information systems, logistics process and in particular mind sets.”Table: (3)“Fashion products have a short life cycle and high demand uncertainty, therefore exposing the supply chain to the risks of both stock out and obsolescence. A good example of a fashion product is trendy clothing (Naylor, Towill and Christopher, 2000). To avoid degeneration and to fulfill the high demand uncertainty there is a need to combine the lean and agile to getting the best out of them.This combined approach is known as `Leagility’ and, as it is packed with the best outcomes of lean and agile. Resultant; the integration of lean and agile supply chains can thereby adopt a lean manufacturing approach upstream, enabling a level schedule and opening up an opportunity to drive down costs upstream while simultaneously still ensuring that downstream should have an agile response capable of delivering to an unpredictable marketplace. The need of integration or marring the lean and agile supply chain is to react effectively on a volatile demand while reducing waste and cost and improving quality and service level. Please see table (4) for benefits of ‘Leagile’ supply chain.Table: (4)Benefits of Leagile•Control & view inventory levels across a network•Manage orders between trading partners•Organise collaborative demand plans•Plan replenishment across an internal or external network•Enable Sales and Operation Planning•Monitor and Alert on significant events•Managing JIT approach•Managing Vendor Managed Inventory•Quick response to market•Achieve benefits of postponement•Standardisation of products•Converting voice of customers (VOC) into productsSource: The Present AuthorPractical ways of marring Lean and agile paradigmsThere are particularly three ways of marring lean and agile paradigms suggested by researchers such as, Pareto Curve approach, Decoupling Point and base and surge demand. These three ways of marring lean and agile can be used in any point of time and in any department, such as design, procurement, manufacturing etc. In a particular supply chain these approaches can be used frequently, such as Pareto 80/20 rules and separation of base & surge demand can be used in design, manufacturing, forecasting or while taking the critical decisions such as Standardisation of products, postponement decision etc. These approaches give flexibility to the process and enable to postpone the decisions and lower the inventory and most importantly minimizing the waste while optimizing the performance and quality. De-coupling point approach is the main idea to hold the inventory in shape of incomplete product shape and assemble the products instantly or in a shortest period on customers demand. The Dell computer is a well know example of decoupling approach practice. Practical implication of these approaches gives the benefit of integration of lean and agile supply chain. The practical ways of marring lean and agileprovide available and affordable products, (Christopher & Towill, 2001) instantly to the customers in a volatile demand such as Fashion.Figure (1): The Pareto Curve approachSource: Christopher and Towill (2001)In the late 1940s quality management guru Joseph M. Juran suggested the principle and named it after Italian economist Vilfredo Pareto, who observed that 80% of income in Italy went to 20% of the population. Pareto Analysis is a statistical technique in decision making that is used for the selection of a limited number of tasks that produce significant overall effect; stated Towill, Naylor, Jones (2000), Christopher, Towill (2001) Haughey, (2007). It uses the Pareto Principle; is also know as the 80/20 rule, the idea that by doing 20% of the work you can generate 80% of the benefit of doing the whole job (Haughey, 2007). This rule can be applied on almost anything such as 80% delays arise from 20% of causes, 20% of system defects caused 80% of problems (Towill, Nayloy, Jones, 2000). “The Pareto Principle has many applications in quality control. It is the basis for the Pareto diagram, one of the key tools used in total quality control and Six-Sigma”(Haughey, 2007). In figure (1) Christopher and Towill (2001) suggested that, 20% of theproducts are easily predictable and can be standardised and they lend themselves to lean manufacturing, furthermore the 80% of the products are in agile manufacturing because of less predictability, which require quick response to market”Decoupling pointThe further marring of lean and agile can be achieved by creating decoupling point; in a production process it is common to introduce decoupling points where production lead time is much longer then acceptable order lead time (Christopher and Towill, 2000). The decoupling point takes physical stock to achieve the advantage of different management and control tools to efficiently manage the both side (input & output) of the inventory (Velde and Meijer, 2007). The other side of decoupling point is the natural boundaries of organisations and departments with in the process (Christopher and Towill, 2001, Velde and Meijer, 2007). It is also the hub to meet the need and capability on either side of point. With in a supply chain there can be many numbers of decoupling points (Towill, Naylor and Jones, 2000). “A decoupling point divides the value chain into two distinct parts; one upstream with certain characteristics and one downstream with distinctly different characteristics”(Olhager, Selldin and Wikner, 2006). In figure (3) Christopher and Towill (2001) suggested that, “by utilising the concept of postponement companies may utilise lean method up to decoupling point and agile method beyond that.”Figure (2): The Decoupling PointSource: Christopher and Towill (2000)Separation of Base and Surge DemandSeparating demand patterns into “base” and “surge” elements is an employment of hybrid strategy. “Base demand can be forecast on the basis of past history whereby surge demand typically cannot. Base demand can be met through classic lean procedures to achieve economies of scale whereas surge demand is provided for through more flexible and probably higher cost, processes” stated (Christopher and Towill, 2001). Further Christopher and Towill pointed that; in fashion industry base demand can be sourced in low cost countries and surge demand to be topped up locally”. Base demand can be achieved by classical lean manufacturing with low cost and less flexibility and surge demand by agile with high cost and high flexibility.Figure (3): Responding to combinations of ``base'' and ``surge'' demandsSource: Christopher and Towill (2001)Case: United Colors of BenettonThe Benetton Group exists in 120 countries, with around 5000 stores and produce revenue of around 2 billions. According to the case study the group employees 300 designers and produces 110 million garments a year. The group owns most of the production units in Europe, North Africa, Eastern Europe, and Asia. 90% of the garments are being produced in the Europe and the group invested in highly automated warehouses, near main production centres and stores. Benetton’s stores sell mixed brands, such as the casual wear, fashion oriented products, leisure wear and street wear and the flash collections during the seasons. More then 20% of products are customised to the specific need of each country and reduced by 5-10 percent by standardising the products and strengthening the global brand image and reducing production cost.According to case study Benetton’s goals are to achieve expansion of sales network while minimizing the cost and increase the sales of fashion garments. In order to achieve these goals a higher degree of flexibility is require in the process. But its very hard to achieve flexibility, as the lead times are long; in respect retailers are required to purchase in advance, and the most of the purchase plans are depends upon the generalising the orders. For example; if Benetton needs to wait for a specific number of orders from retailers to buy the fabric in bulk and start manufacturing in order to minimise the cost, but resultant the process will increase the lead time of the finished product in store. See figure (4) for a traditional (lean) manufacturing process of garments.Figure (4): Traditional (Lean) manufacturing process of garmentsSource: The Present AuthorAccording to the case study Benetton the need of fashion industry is the quick response to the market. This requires a higher degree of flexibility in production and decision making. As per the corporate goals of the group, Benetton acquires the strategy of postponement and standardisation of the products. The benefit of the postponement is to enables Benetton to start manufacturing before color choices are made, to react on customer demand and suggestion and to delay the forecast of specific colors. Further more; the product and process standardisation benefits the Benetton with the lower setup cost, manufacturing before dying and give flexibility to produce only a subset of the products.Figure (5): Benetton’s manufacturing processSource: The AuthorIn figure (4) and (5) the manufacturing process is changed due to the dying finished products, in respect of the change in process the setup cost of manufacturing garments parts can be reduced further more the inventory level can also be reduced because the postponement of decision of dying the garments after manufacturing reduced the requirement if keeping much stock of different color of garments. Additionally; postponement is helping the Benetton to produce the fabric under lean manufacturing process while reducing and eliminating cost and waste. It also involves the flexibility to produce variety of colors in a short lead time. This also helped the Benetton to standardise the manufacturing process and further led to gain cost leadership and differentiation strategies. In the context; Dying unit is acting as a decoupling point where the lean manufacturing exists downstream of information flow and agility upstream.As per the case study The Benetton’s 90% of the production is based in the Europe and rest in low cost countries. Here the Pareto 80/20 rule can be applied because 90% of the production is based on to fulfill the surge demand, and the prompt actions can be made on the volatile demand. Reducing the number of customised products by the Benetton is also an attempt to increase the number of standardised products in order to achieve the lowest cost possible and make the product a global brand. The other reason is to gain the benefits of level scheduling of base and surge demand to ensure the usage of capacity.Hennes & Mauritz (H&M)As per the case study and H&M internet media; H&M collections are created and placed centrally in the design and buying department to find the good balance of threecomponents Fashion, Quality and the best Price. H&M is a customer focused company and employees more then 100 designers. A team of 500 people works together to built the range and putting together the colors, fabrics, garment types and theme and provide a feel for new season’s fashion. Furthermore; H&M do not own any manufacturing units, they have more then 700 suppliers in the Asia and Europe, but H&M owns the production offices working closely with the suppliers and ensuring the safety and quality of goods. H&M’s lead time varies 2 weeks to 6 months based on the item. The main transit point of goods is in the Hamburg and company got more then 1500 own stores.As per the company’s business concept Fashion, Price and Quality; H&M produce most of the garments outside Europe to achieve the benefits of leanness. They buy fabric in advance as per the forecast in order to minimise the cost (Li Li, 2007). The production offices situated with in the origin of production act as the second hub of information flow downstream and ensure the quality and the work standard of the suppliers. The other reason of placing production offices is to maximise the efficiency of supplier to achieve the lowest cost and zero defects in the products and minimise the lead time. The transit point in the Hamburg works as a decoupling point, while managing the flow of goods and information upstream and downstream. As H&M is a customer oriented company and learning from customers and serving the surge demand by production in the Europe (Li Li, 2007). The author is tried to develop a model of H&M supply chain to illustrate the particular ways of marriage of lean and agile. To illustrate in easiest way the author had put only one supplier in the Asia and one in Europe, to make it easier the inventory points, are not also explained (see figure 6).Figure (6): H&M SC Model.Source: The AuthorCase: ZaraAs per the case study; under the Zara model, the retail store is the eyes and ears of the company. Instead of relying solely on electronically collected data, Zara utilizes word-of-mouth information to understand more about their customers. Empowered store managers report to headquarters what real customers are saying. Products that are not selling well are quickly pulled and hot items quickly replenished. Their quick turn around on merchandise helps generate cash which eliminates the need for significant debt.Zara hires young designers and trains them to make quick decisions. Decision-making is encouraged and bad decisions are not severely punished. Designers are trained to limit the number of reviews and changes, speeding up the development process and minimizing the number of samples made.Figure: (7) Flow of information at ZaraSource: The Present AuthorAs per the literature available on Zara supply chain and the use of technology the author tried to develop the Figure (7). In the figure it is illustrated that the Zara supply chain starts from the retail stores and customers, the use and flow of information made Zara to convert the high degree of information into opportunity. The agility here is that the stores get feedback from customers and send the feedback to design team. Design team based on the fabric availability design the products by using the “Vanilla Box Design”. Thishelps to make computerised designs instead to waste money and time in making actual samples. Zara is using Pareto 80/20 rule while choosing the designs to send into production. The design team sends the information to cutting department and fabric department to ensure the right pattern is produced, here in production Zara is using the lean manufacturing in specialized factories while standardisation of cutting, stitching and dying process, pointed; Anderson, (2007) Machouca, Lewis and Ferdows, (2005). Un-dyed fabric is produced in advance with the help of long term forecast. Design teams make sure they will only design the garments keeping in mind the availability of specified fabric. The other advantage of integration of all the departments is gaining the benefit of postponement; Zara is dying the finished garments as per the customer’s reaction. Surge demand is managed by producing goods in Europe and base demand in other labor intensive countries (Machouca, Lewis and Ferdows, 2005).ConclusionThe need of supply fashion fast in the volatile demand; led companies such as, Zara, H&M & Benetton to make the changes in lean and agile process and integrate the both to achieve the benefits of lean and agile. The main motive to achieve the leagile is to react fasted on the changing demand. This requires a better control and view of inventory levels across the network, enable sales and replenishment planning across the internal and external network. With the help of IT, Zara achieved the control and monitoring the different event on the market, they are able to act on with the quick response to the market. Zara and Benetton both achieved the benefits of postponement. All there companies achieved the benefits of standardisation. Although; Zara, Benetton and H&M, took the different approach to marring the lean and agile but the overall purpose is the same; “Supply Fashion Fast” with lowest possible price and highest degree of quality.The Figures (4) & (5) Benetton; (6) H&M and (7) (Zara) is developed by the author with the help of the data found on the company website and based on articles and journals of Davanzo, Starr and Lewinski (2004);Machouca, Lewis and Ferdows, (2005); Anderson, (2007); Anderson and Lovejoy (2007); Li Li (2007) and Claburn (2007).ReferencesAnderson K., Lovejoy J.; (2007); The Speeding Bullet; Zara Apparel Supply Chain; March 2007; accessed 06th Dec. 2007; Source:/thelibrary/speeding.htmlAnderson K.; (2007); Fast Fashion Evolves; March 2007; accessed 06th Dec. 2007; Source: /thelibrary/speeding.htmlClaburn T; (2007); Math Whizzes Turbo-Charge an Online Retailer's Sales; 05th Oct. 2007; accessed: 06 Dec. 2007; Source:/info_centers/supply_chain/showArticle.jhtml?articl eID=202300213Christopher, M. and Towell, D.R. (2000): “Supply Chain migration from lean and functional to agile and customized”. Supply Chain Management, Vol. 5 – No. 4 – pp. 206-213.Christopher, M. and Towill, D. (2001), An integrated model for the design of agile supply chains, International Journal of Physical Distribution & Logistics Management , Vol. 31 No.4 , pp.235-246Christopher M. and Towill D; The Supply Chain Strategy Conundrum: To be Lean or Agile or to be Lean and Agile; International Journal of Logistics: Research and applications; Taylor & Francis Ltd; 2002; Vol. 5; No. 3; ISSN 1367-5567Davanzo R. L, Starr C.E and Lewinski H. V;(2004); Supply Chain and the Bottom Line: A Critical Link; Outlook Journal; Feb. 2004; accessed: 05th Dec. 2007; Source:/Global/Research_and_Insights/Outlook/By_Alphabet/Supply Link.htmGilmore D.; (2006); Time for New Supply Chain Icons; 12th Oct. 2006; accessed: 07th Dec. 2007; Source: /assets/FirstThoughts/06-10-12.cfm?cid=771&ctype=contentHaughey D; (2007); Pareto Analysis Step by Step; Accessed 09th Dec 2007; Source: /pareto-analysis-step-by-step.html?gclid=CLy52uKjnp ACFQ2WEgod2zbo7wLi Li: (2007); Fashion Magnates' Supply Chain Contest; 08th May 2007, Accessed 19th Nov. 2007; Source:/index.php?categoryid=Vm10YVlWVXhVbk5SYkVwUlZrUk JPUT09K1M=&p2_articleid=Vm10YWIyUXlTblJWYWs1UlZrUkJPUT09K1M=&p2_p age=2Mason-Jones, R and Towill, D.R. (1997): Information enrichment: designing the supply chain for competitive advantage. Supply Chain Management. Vol. 2, No. 4 – pp. 137-148Mason-Jones, R, Naylor, J.B. and Towill, D.R. (2000): Engineering the leagile supply chain. International Journal of Agile Management Systems. Vol. 2, Iss 1. pp.54Machouca J, Lewis M, Ferdows K; Zara's Secret for Fast Fashion; 21 Feb. 2005; Accessed 18 Nov. 2007; Source /archive/4652.htmlNaylor, J.B, Naim, M.M. and Berry, D. (1999), Leangility: interfacing the lean and agile manufacturing paradigm in the total supply chain, International Journal of Production Economics, Vol. 62, pp.107-18Olhager J, Selldin E, and Wikner J; (2006); Decoupling the value chain; the international journal of value chain management; Vol. 1, No. 1; abstract; Source:/search/index.php?action=record&rec_id=9021&prevQuery =&ps=10&m=orTowill D R., Naylor B. and Jones R M; Lean, agile or leagile? Matching your supply chain to the marketplace;International Journal of Production Research, 2000, VOL. 38, NO. 17, 4061- 4070; ISSN 0020-7543Velde L. N. J and Miejer B. R; (2007); A system approach to supply chain design with a multinational for colorant and coating; accessed 10th Dec. 2007; Source:/mcn/pdf_files/part6_5.pdfWalters D; Demand chain effectiveness – supply chain efficiencies; A role for enterprise information management; Journal of Enterprise Information Management; Volume 19 Number 3 2006 pp. 246-261。
滨江明珠苑策划建议书
滨江明珠苑策划建议书(总74页)--本页仅作为文档封面，使用时请直接删除即可----内页可以根据需求调整合适字体及大小--广州「滨江明珠苑」策划建议书广东亿汇物业顾问有限公司谨呈二OO五年三月二十二日目录一．市场分析................................................................................................. 错误!未定义书签。
1．1地段概况.................................................................................................... 错误!未定义书签。
1．2市政规划.................................................................................................... 错误!未定义书签。
1．3土地供应.................................................................................................... 错误!未定义书签。
1．4市场概况.................................................................................................... 错误!未定义书签。
1．5典型项目调查........................................................................................... 错误!未定义书签。
1．6小结............................................................................................................. 错误!未定义书签。
复杂化成本(学员版)
複雜度危機是慢性病-虛胖
• 當公司持續成長,而且還有獲利時, 不會感受到複雜度的問題;因為以為還健康 • 只有當: 營收成長,獲利卻未同步成長時 規模變大,成本卻沒有同步下降時 才會警覺到問題的存在! • 當原物料成本大漲與人工成本大漲時 更能感受到複雜度的存在!
35
問題與危機的根源
追求高於市場的成長率
白板分廠
化工研究室
膠帶分廠
膠水分廠
刀具分廠
模具分廠
技改設備部
組織龐大,溝通困難;責權利不清
• 製造組織,規模龐大;但沒有專業化整合 EX:DFM;模具中心,自動化專家;優勢不足 • 產銷研切割,無法承擔更大責任; 責權利不易清晰;創業精神不足 • 神人領導產生: 切割嚴重;運作效率不足 一人決策,易形成依賴 無法有效培養整合型領導人才
2011 2012
蕪湖電器： 大物流 蕪湖廚衛： Lean
2013
微波爐： 交期縮短
產品力/ 品質力診斷
2014
熱水器： 精益診斷
廚衛電器： 製造評價
蕪湖廚衛： 精益評鑒
2015
熱水器： 場景設計 賣點提煉 中央空調： 供應商培訓
2016 2017
集團：
電飯煲： Lean/流程
廚衛：
廚具公司： 精益提升
泛昌 1786 1002
贯新 1430
劳斯 1180 333
宝钜 1169 4
損益總值 -3207 522
-1310 634
老闆的困惑 營業額下降, 各單位卻要加人?
WHY?
标贴料号梳理（原有2329个，禁用1961个，禁用率84.2%；新增1个） 1.保留368个： 保留 357个 乐购专用 11个 2.禁用1961个： 从未使用，直接禁用 1562个 换新版 181个 使用一次，不再使用 4个 华润、沃尔玛、乐购重复 90个 3.新增1个： 新增70000102-517，通用内外箱标贴；长方形，100*80mm，不干胶
国语沟通2011年3月15日杭州西溪华盛达·独立团项目营推策略及执行计划(全年案).ppt
病毒式推广
高频率的、高到达率、多平台、多选择性的传播方式，能将项目在 缺少主流媒介暴光率的同时获得更多客户资源。
主题活动（SP/PR）
利用网络等展开活动，形成互动，实现深入推广及促销双重目的。
把策略一一对应落实到具体的工作中去， 战术执行应当是逐步递进的。 如何执行？（参看年度及月度计划）
明确了工作， 再看应该表现什么？
定位语：西溪MOHO，点子根据地 广告语：生活点到NKS
产品的投资性决定了对外地市场的拓展必要性，异地营销将最大程 度的网罗投资客户。可利用的方式：分销机构、商会、中介、民间 社团、投资机构、企业大客户等。
持销期
二三级联动
联动模式使得三级市场的庞大客户资源能间接返回到二级市场，这是 市场面的镜象互换，同时实现最大程度扩大渠道，作用于去化。
推广策略
快速传播，深度契合，注重互动。
准备期
概念先行
伴随营销前置，推广上将概念提前表达，在产品完全展现前，概念和 内涵的表达将是吸引客户关注的重要方式。
导入期
点对点
直接性的传播，信息的及时互换，并且结合公关手法，能最大程度 上获取客户信赖及培养购买兴趣。
蓄水期及强销期
线下小众
传播途径及载体的选择，线下方式将主导项目的整体推广执行。
低总价
相对单一的产品结构，务实的产品路线，价格平实化将贯穿项目营销周期。 低总价将是入市的基础前提，亦是屏蔽竞争，获得更大市场关注的手段。
事件营销
在产权酒店式公寓部分物业入市的阶段内，主题活动的展开使项目具有更 高的关注度，并且从实质上促进销售。
网络营销
网络的充分放大利用，最大程度寻找对应客群。
异地分销
不犯错成了主要追求，而结果往往就是不出彩
案例材料(2011)
《管理学》案例材料：“嘉苑”酒店背景信息你刚刚被任命为上海“嘉苑”酒店总经理。
你是刘江。
元月十九日你将正式升为总经理。
但目前你仍在”嘉苑”酒店香港分店任副总经理。
此次升迁是由于前任总经理罗大佑的突然停职。
元月十三号你得到通知,通知称上海“嘉苑”酒店的员工正等着你来处理一些紧急事情。
今天是元月十六号，星期五。
你到星期六才能把所有的职责移交完毕。
星期日早上，在飞往上海之前，你得向香港分店总经理作最后一次汇报。
由于总部有一些棘手的问题急需处理，因此酒店集团总裁邓长发已让你的秘书邓倩影把所有罗大佑没有处理的电子邮件和备忘录都发给你，这样你可以着手解决这些问题。
今天上午午饭前你才刚刚收到那些电子邮件，但下午必须开始处理这些问题，因为星期六你没有多余的时间。
然而香港分店的总经理却认为,在移交完所有工作并处理好未了结的零星事务前，你的首要任务仍是对他负责。
你的打算是在自己可用的时间内，利用这些电子邮件和备忘录，筹划一下自己认为比较妥当的行动方案。
下星期一上午九点你将开始在上海的工作，但是你知道,由于必须去上海总部参加一个重要的会议，所以你不可能亲自和员工讨论任何问题。
邓倩影保证一旦接到需要你立即做决定的任何信件或备忘录，就马上发送或转发给你。
历史概述“嘉苑”酒店集团总部设在上海，并在该地区拥有20家连锁分店。
该集团引以为豪的是其上乘的服务质量和其每一家分店提供的众多的现代化服务设施。
邓氏家族于二十世纪七十年代创办该集团，邓长发于1982年从其父手中接过集团总裁的职位，时年31岁。
该集团最初在上海地区只是一家廉价酒馆，之后其规模迅速扩大并成为东亚地区一流的酒店连锁企业集团。
优质的食宿条件为该集团赢得了良好的声誉。
这些连锁店之所以出名是因为他们注重客户的微小细节，让顾客有宾至如归的感觉。
随着集团的不断壮大成长，新建的分店都配备了游泳池、健身房，并且在80年代,邓长发还决定增添了一系列的服务项目和服务设施。
目前,每一个分店都设有游泳池、健身房、美容美发沙龙、餐厅和咖啡屋。
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花园洋房——A+B130-132方首置人群
客户 分类
首次改善人群 首置 衙前镇、钱清镇、杨汛桥镇、坎山镇
分布区域
职业特征
私营业主、企业高层、政府高层等
收入情况
家庭年收入30万以上，较稳定
消费喜好
处事较为理智，钱花在刀刃上 手上没房，刚来此处生意有起色 在此经商一段时间，手上有闲钱 长期居住于此的本地居民，投资兼自住
杨讯商贸中心
钱门小区
• 项目不仅面临着杨汛桥内部的竞争，更有来自外部钱清镇项目的竞争，
“两层夹击”将是项目面临现状； • 所属区域楼盘众多，但是客源区域比较单一，同时客户资源相对紧张， 客户之间的竞争将相当激烈
三、本案自身：一个不择不扣的好产品
叠排别墅 花园洋房 适中的建筑密度
西班牙欧式风格 双景观水系 洋房庭院环绕
二、首期上市时间
建议10月份首期上市（叠排）
市场情况不很乐观，高定价去化可能慢，定价低有贱卖嫌疑； 叠排客户积累需要较长的时间段，争取在10月份开盘前积累到更多的有效客户；
三、推盘思路1——叠排多批少量出货
建议叠排别墅的推售采用“小步机动、多批少量” 的方法，全部别墅建议分为4-5个批次推出，每个 批次大约20套左右，原因如下：
活动目地：
扩大项目知名度、提高项目档次、完成本地客群圈定 活动主题： 燃情西班牙之夜 活动方式 周边各乡镇各举办一场巡演活动 活动要求 在本地市场需解决档次和形象问题，在巡演的安排上以N+1为主。因在周边乡镇做巡演
3. 物料：折页、户型单张、 大海报、VI物料
4. 接待中心重新包装 5. 楼巴的启用
2. 样板区的赶制
第1阶段：自身修炼，重拳出击（5—6月份）
阶段目标： 布点占位，抢占制高点 前期准备工作到位 导入项目，建立清晰的档次识别 销售部从新包装 楼巴启用 阶段工作手法： 弱势行情下不建议大力推广项目，利用这段时间完善户外资源布局 以及现场包装；利用户外、现场围墙、接待中心包装等进行项目形 象的导入工作，将项目的感性一面传播到市场
消费喜好
别墅、排屋类大套建筑为主，面子层面和物质层面都可 以得到满足
家庭显著特征 家境富裕，事业成功，大笔财富聚集者。
花园洋房——89方一房富有个性的本地人群
客户 分类 富有个性的人群
分布区域
衙前镇、钱清镇、杨汛桥镇、坎山镇 企业中低层管理者、普通教师和科研人员、镇级、 村级行政机关等职能部门一般工作人员、个体经 营者 家庭年收入8万以上，较稳定
+300
产品
户型
地段
景观
工期
本案均价 （元/m2 ）
7800
万豪国际 4800元/方
杨讯商贸中心 6000元/方
+1000
+500
+200
+1000
+0
+1200
+300
+200
+800
-0
+300
8800
不同地段、不同级别项目比较：
不同地段 项目均价
联合国际广场 5500元/方 梅湖公寓 4800元/方 梅盛阳光苑 5700元/方 清河明苑 5000元/方 清江嘉园 5300元/方 祥瑞水岸名府 别墅10000元/方
1、建立完善的销售物料体系
VI、楼书、户型册、折页、大海报„„
时间节点：
因10月份开盘，前期项目宣传需要大量的项目资料，固7月份
之前需要健全的销售物料体系
2、户外布点站位建立高端的项目形象
项目围墙、围挡、户外高炮、交通指示牌、道旗亮相„„ 时间节点： 6月底之前 项目启动期间建立起项目形象，抢占制高点；户外高炮亮相， 项目围墙启用，交通指示牌指引项目区块，道旗拦截客群。
5. 推广策略如何制定，怎样落地执行？
壹 竞争定位
寻找对自己有利的占位
从宏观层面、竞争层面、产品自身层面来寻找答案
一. 宏观层面：楼市新政频出，今年市场走向不容乐观
• 今年3月以来，楼市新政频繁出台，从提首付、限贷、限购，在到不停的
加息，以及到大刀阔斧的推进加大保障房、经济适用房建设、房产税„„
省内投资： 省内浙江其他城市的投资客
叠排客群——274方本地人、在此经商人群
客户 分类
私营企业主 限购政策边缘型客户 其它项目未挖掘到的客户
分布区域
萧山区、衙前镇、钱清镇、杨汛桥镇、坎山镇
职业特征 收入情况
纺织行业、化学纤维、交通运输设备、制造业、化学制 品、金属制品等行业工厂或家庭作坊老板
家庭年收入少则几十万、多则上百万、千万
明华·江湾绿苑策略提案
2011.5
对于本案，我们不断的谈论、不断的否定„„„
尴尬的区位、交叉的客群，我们如何面对？
让我们先深呼吸下，直面挑战„„„„
直面项目挑战
1. 在板块竞争中，本案如何站位？
2. 面对不同的产品线，客户如何锁定？ 3. 面对市场，本案如何推货？
4. 面对产品、客户如何定价？
调控决心超已让任何时候，这些举措将验证中央政府控制房价及房地产市
场的稳定
• 预计今年房地产形势更加的扑朔迷离，可以肯定是一点是：随着调控的深
入，市场的预期效果必然会显现。
二、竞争层面：“两层夹击”竞争将趋白热化
杨汛桥
万豪国际 宝业江湾绿园
钱清镇
梅湖公寓 联合国际广场 清河明苑 梅盛阳光苑 清江嘉园 祥瑞水岸名府 虹桥公寓 永通国贸广场
本案竞争策略
争第一 抢市场
品质上： 做到精致，品质过硬、具有档次感支持争第一 营销上： 具有档次感、品质感让客户感受到高端产品形象
明确了市场占位，看看我们的客户有哪些组成
贰 客群定位
寻找到适合自己的朋友
本案目标客群圈定
本地人群
此地经商自住 兼投资客 省内 其他城市
本地客群：公务员、教师、中高管、私营业主以及乡镇富裕人群 此地经商自住兼投资客： 在该区域经商看中区域发展自住兼投资所用
-0
-0
6500
在市场中的售价为
（6200 + 6500）
2Hale Waihona Puke ≈6400元基于以上的分析
在目前的市场竞争中，我们洋房的市场基础价就在6000元/方
左右，如何将洋房的定价、溢价获得更高；
首期通过叠排的入市，从而奠定项目的地位，通过叠排的价值来
提升洋房的品质；从而在后期入市时，可以获得更多的利润；
明确了营销策略，那我们接下来看推广如何展开
服装建议
服装整体感觉：体现西班牙风 气的同时、也要带给客户热情、
亲切、舒适的感觉
服装色彩：怀旧、贵族形式的 风格为主 体现档次感、贵族气质
4、楼巴的投入使用
目的：作为移动的外接待，兼顾周边乡镇、省内和杭州投资客，扩大项目知名度，
并为项目蓄客之用；
形式：将内部进行改造，打造成档次较高的空间； 结合：销售员可以派发项目资料，同时拉拢客户进入楼巴观看我们的项目影片，同
3、接待整改——匹配项目档次
接待作为项目形象的展示，在布点选择、风格至关重要；同时为了蓄客，必 须与项目档次的匹配； 内置：在硬装上体现出项目的档次，同时在软装上体现出花园洋房的意境
其他建议
1、时尚、高档，结合西班牙风情元素 无论是家具、饰品、服装、销售道具，都需要能够体现项目档次 2、体现西班牙风情 从色彩搭配、饰品风格、音乐播放等细节上都需要体现档次的感觉 3、营造充足差异 通过服装、小道具体现项目的与众不同，暗示客户“我们提供一种具有档次的气息” 4、给客户惊喜 完善服务细节，通过亲切的问候、醇香的咖啡给客户在别处享受不到的服务，建立 良好的口碑
购房特征
结婚刚需人群，同时手上并没有房
花园洋房—220-258方，豪改本地人群
客户 分类 豪改
分布区域
衙前镇、钱清镇、杨汛桥镇、坎山镇
职业特征
私营业主、企业高层、政府高层等
收入情况
家庭年收入30万以上，较稳定
消费喜好
好面子、内心具有一定的虚荣心
购房特征
通过改房提升自己的品味及身份 （本地有原始居住人群，好面子）
地段
-200 -200 -100 -100 -100 -0
产品
+1300 +1500 +1500 +2000 +1500 +200
户型
+500 +800 +500 +500 +800 +100
景观
+700 +1200 +1000 +1000 +800 -100
本案均价 （元/m2 ）
7800 8100 8600 8400 8300 10200
以上各项结果算术平均值为：
Σ
（7800+8800+7800+8100+8600+8400+8300+10200）
≈ 8500元
8
通过以上分析：
1. 目前的市场上并没直接的竞争对手，但是区域内其他产品放量较大，客
户相对较为单一；
2.
同时考虑到本案首期面市，建议采用稳妥的定价，来撬动这个市场；因
此建议取以上两者之间的中间值：
从本案的价值来说，这的确是一个不择不扣的好项目，具有较高的形象档次，尤其是在当地；
小结
1、板块内竞争激烈、客群有限，除了做大蛋糕外，如何多占有份
额是生存关键；
2、同级板块内并没有直接的竞争，市场并没有衡量的标准，只有 做第一才有资格制定游戏规则；
第一阵营领军楼盘才有可能走的更远
过的更好，才能有话语权；
四、定价策略思路
价格杠杆
撬动市场
• 根据现下的市场反应以及本案区位的特殊性，必须利用价格杠杆冲击市场， 以低起价（单、总价）在市场上激起反响；