管理咨询罗兰贝格德国汉高公司进入中国市场的策略的项目建议书共38页PPT资料
德国汉高公司进入中国市场策略项目建议书
•Price reduction of Major brand •(RMB/Kg)
•18.0 •16.5
•18.8 •17.3
•1998年 •1999年
•5.5 •4.8
•OMO
•Tide •Whitecat •(regular powder)
•Average price reduction of the whole industry is 10%
德国汉高公司进入中国 市场策略项目建议书
2020年7月12日星期日
Contents
Page
A. Fierce competition from international and domestic players has imposed great challenge on Henkel
B. To achieve turnaround, Henkel should adopt an aggressive expansion strategy 1
• Marekt entry of detergent industry is pretty low and there lies a lot of unregistered factories, If taking their capacity into account, the utilizaition rate will be furthur reduced to about 50%-60%
•Market stucture of middle end •(Price:7~10RMB/Kg)
•Back-up
•Market structure of low end •(Price:<7RMB/Kg)
• Brand Share
罗兰贝格德国汉高公司进入中国市场策略项目建议书(英文版)
+8.2% p.a.
2~3%p.a.
2.8 2.6
2.9~3.0 2.7
2.2 1.9
* Estimation
1993
1994
1995
1996
Source: Chinese light Industry Yearbook(1999), Roland Berger & Partners’ analysis
12
selected reference
Annex A: Case study - Qiqiang
32
Annex B: Case study - P&G
42
-2-
Nirma\interim-rpt
A. Fierce competition from international and domestic players has imposed great challenge on Henkel
-4-
1997
2000*
Nirma\interim-rpt
Overcapacity in detergent indudstry leads to price reduction and thus reduces the product profitability
Overcapcity in detergent industry
-1-
Nirma\interim-rpt
Contents
Page
A. Fierce competition from international and domestic players has imposed
3
great challenge on Henkel
罗兰贝格中国企业管理咨询
•建立和健全目旳管理体系, 业绩评价制度和工资薪酬 体系
•设计长久鼓励方案(持股 计划、期权鼓励等)
•制定企业人才培训方案和 职业发展计划
•重新制定人力资源管理流 程(选拔、任命、招聘等)
•改善企业文化旳方案和措 施
•提供高级人才招聘职务
可预测旳项目成果
•员工工作效果和工作热 情提升 •人才流失率下降,企业 凝聚力加强 •建立一种鼓励旳工作环 境,有利于人才旳吸引 和长久发展
•购并后旳权力再分配问 题
•资源反复,挥霍严重
处理措施
•对购并双方企业旳关键 能力分析
•购并企业旳业务分析
•对购并企业旳组织构造、 企业文化分析
•购并成本和周期估算
•购并后整合方案旳设计
•制定购并后旳业务流程 重组方案
可预测旳项目成果
•对购并双方旳关键能力 确实认
•详尽旳购并方案旳设计
•购并方案实施计划旳制 定
•设计供给链体系,加速物料 周转,缩短供货期
可预测旳项目成果
•建立新旳生产组织流程
•建立新旳采购和物流管 理体系
•全方面提升产品质量
•降低采购成本、制造费 用、物料消耗,缩短交 货期
•建立电子商务(B2B) 业务模式
•建立新旳产品研发战略, 专利战略
16
中国企业八大管理征询领域
发展战略
市场营销
0
一、发展战略要处理旳四个问题 1、企业发展战略旳制定 2、企业业务发展目旳旳制定 3、产品竞争策略制定 4、市场进入战略(市场国际化、新业务进入等)
1
中国企业旳经典
•对市场环境和竞争格局 缺乏充分旳认识和分析
•盲目追逐市场热点,企 业投资过分多元化
罗兰贝格--德国汉高公司进入中国市场策略项目建议书(英文)(ppt 36页)
Tide
6.0%
Ariel
2.2%
OMO
2.4%
Power 28 1.1%
Persil
0.1%
Company
P&G P&G Unilever Benckiser Henkel
Brand
GFL Panda WIPP Tianjin Dosia
Share
2.2% 1.9% 1.0% 1.8% 1.0%
Company
13.7%
16.7%
6.0%
6.8%
8.0%
5.7%
6.8%
3.8%
1995
1996
1997
1998
1999
0.2% 1995
0.3% 1996
1997
1998
1999
Resource: AC Nielson retailing audit 1999-2000
- 10 -
Nirma\interim-rpt
Price reduction of Major brand (RMB/Kg)
18.0 16.5
18.8 17.3
罗兰贝格德国汉高公司进入中国市场策略项目建议书(英文版)
Achieving leadership in China detergent market – Project proposal –
Henkel (China) Investment Co. Ltd.
,
Roland Berger & Partners – International Management Consultants
-1-
Nirma\interim-rpt
Contents
Page
A. Fierce competition from international and domestic players has imposed
3
great challenge on Henkel
B. To achieve turnaround, Henkel should adopt an aggressive expansion strategy 10
-3-
After fast increase in earlier 1990th, annual growth of China detergent market has slowed down in these years
National market volume of laundry detergent [in Mio. tons]
罗兰贝格项目建议书
罗兰贝格项目建议书一、项目概述1.1 项目背景罗兰贝格公司是一家有着悠久历史的德国豪华汽车品牌,隶属于宝马集团旗下。
其产品定位于高端市场,具有精湛的工艺和先进的科技。
1.2 项目目标本项目旨在引进罗兰贝格品牌,搭建高端新能源汽车生产线,打造高品质、高科技的豪华新能源汽车。
1.3 项目规模本项目占地1000亩,总投资50亿人民币。
其中,生产线建设投资30亿,研发和技术创新投资10亿,市场运营投资10亿。
二、市场分析2.1 消费市场需求近年来,环保担忧使得新能源车的需求不断攀升。
加之消费者对于豪华品牌的追捧,罗兰贝格高端新能源汽车在消费市场上有广阔的发展空间。
2.2 竞争对手分析目前国内新能源汽车市场尚处于起步阶段,竞争对手主要为特斯拉、奇瑞等品牌。
不过,传统汽车品牌的进入可能会对市场产生不小的影响。
三、技术方案3.1 生产线建设本项目将引进德国先进的智能制造技术,生产线主要由自动化通用装配线、智能焊接机器人、流水线搬运机器人等组成。
同时,建设绿色工厂,实现生产环节零排放,达到循环经济的目标。
3.2 研发创新投入10亿资金,建设创新中心,汇聚国内外优秀的研发团队,开展汽车电子、智能驾驶等领域的研发工作。
提升车辆性能、增加车辆智能化功能,提高用户体验。
四、市场推广4.1 品牌宣传推广是品牌建设的关键,本项目将在广告、媒体宣传、线下体验等方面进行全方位的推广,提升品牌知名度和美誉度。
4.2 渠道建设本项目将建设反向定制、线上线下结合的销售渠道。
通过消费者需求反馈和智能化采集系统,打造个性化、智能化的销售服务。
五、资金回报及风险评估5.1 资金回报投资30亿的生产线建设,每年预计可生产10000辆新能源汽车,每辆车售价约为70万人民币,预计年产值可达70亿元。
加上研发、营销等方面的收益,预计可实现5年内回本。
5.2 风险评估市场风险主要来自于市场竞争和政策风险。
政策风险包括政策补贴和限行政策等,而市场竞争主要来自于传统汽车品牌的进入和新能源汽车技术创新。
罗兰贝格——德国汉高(进入中国市场策略)项目建议书
Henkel (China) Investment Co. Ltd.
,
Roland Berger & Partners – International Management Consultants
12
selected reference
Annex A: Case study - Qiqiang
32
Annex B: Case study - P&G
42
-2-
Nirma\interim-rpt
A. Fierce competition from international and domestic players has imposed great challenge on Henkel
-1-
Nirma\interim-rpt
Contents
Page
A. Fierce competition from international and domestic players has imposed
3
great challenge on Henkel
B. To achieve turnaround, Henkel should adopt an aggressive expansion strategy 10
• At present, there are about 150 manufactures in detergent industry with capacity of 3.8 million tons, but total market volume is about 2.7 million tons, so the utilization rate of capacity is about 70%
罗兰贝格咨询德国汉高公司进入中国市场策略项目建议书
Resource: AC Nielson retailing audit 1999-2000
Others
Others
Market share of international players’brands in different segment
Market structure of high end (Price:>10RMB/Kg)
罗兰贝格咨询德国汉高 公司进入中国市场策略
项目建议书
2020/8/21
Contents
Page
A. Fierce competition from international and domestic players has imposed great challenge on Henkel
B. To achieve turnaround, Henkel should adopt an aggressive expansion strategy 1
Proportion of middle end market is 31.8%
Benckiser Henkel
P&G
Market structure of low end (Price:<7RMB/Kg)
Proportion of low end market is 56.3%
Unilever
Henkel
1
selected reference
Annex A: Case study - Qiqiang
3
Annex B: Case study - P&G
4
A. Fierce competition from international and domestic players has imposed great challenge on Henkel
罗兰贝格-德国汉高公司进入中国市场策略项目建议书
+8.2% p.a.
2~3%p.a.
2.8 2.6
2.9~3.0 2.7
2.2 1.9
* Estimation
1993
1994
1995
1996
Source: Chinese light Industry Yearbook(1999), Roland Berger & Partners’ analysis
Price reduction of Major brand (RMB/Kg)
18.0 16.5
18.8 17.3
1998年 1999年
5.5 4.8
OMO
Tide
Whitecat
(regular powder)
Average price reduction of the whole industry is 10%
• Marekt entry of detergent industry is pretty low and there lies a lot of unregistered factories, If taking their capacity into account, the utilizaition rate will be furthur reduced to about 50%-60%
德国汉高公司进入中国市场策略项目建议书课件
资源整合
5-6个月,整合内外部资 源,包括人力资源、物资 资源、合作伙伴等,确保
项目实施顺利。
项目评估与总结
9-12个月,对项目实施效 果进行评估,总结经验教 训,为未来进入其他市场
提供参考。
项目时间表及里程碑事件设定
01
02
03
04
05
第一阶段(1-2个 第二阶段(3-4个 第三阶段(5-6个 第四阶段(7-8个 第五阶段(9-12
高效的营销团队
汉高公司拥有专业的营销团队, 能够准确把握市场动态和消费者 需求,制定有效的市场推广策略 。
01
强大的品牌影响力
汉高作为国际知名品牌,在中国 市场具有较高的认知度和美誉度 ,这将成为公司未来发展的核心 竞争力。
02
03
广泛的销售渠道
汉高公司在中国市场拥有广泛的 销售渠道和网络,能够快速将产 品推向市场,提高市场占有率。
资源的不足。
培训计划
03
为团队成员提供关于中国市场、文化、政策等方面的培训,提
高团队综合能力。
项目实施过程中的人力资源管理策略
激励与考核
建立激励与考核机制,鼓励团队成员积极参与项目,提高工作积 极性。
沟通与反馈
建立有效的沟通机制,确保团队成员之间的信息共享和及时反馈 。
人员调整
根据项目进展情况,适时调整团队成员,优化人力资源配置。
月)
月)
月)
月)
个月)
确定项目目标和实施计划 ,启动市场调研工作。
完成市场调研,制定并审 核进入策略。
完成资源整合,确定合作 伙伴和内部团队分工。
执行策略并跟踪执行情况 ,根据反馈进行调整。
完成项目评估和总结,提 炼经验教训,为未来市场 进入提供参考。
罗兰贝格德国汉高公司进入中国市场策略项目建议书英文版
P&G
Benckiser
Henkel 3%
9%
13%
75% Others
Resource: AC Nielson retailing audit 1999-2000 -6-
Market structure of low end (Price:<7RMB/Kg)
13.7%
16.7%
6.0%
6.8%
8.0%
5.7%
6.8%
3.8%
1995
1996
1997
1998
1999
0.2% 1995
0.3% 1996
1997
1998
1999
Resource: AC Nielson retailing audit 1999-2000
- 10 -
Nirma\interim-rp
• Marekt entry of detergent industry is pretty low and there lies a lot of unregistered factories, If taking their capacity into account, the utilizaition rate will be furthur reduced to about 50%-60%
• At present, there are about 150 manufactures in detergent industry with capacity of 3.8 million tons, but total market volume is about 2.7 million tons, so the utilization rate of capacity is about 70%
罗兰贝格德国汉高公司进入中国市场策略项目建议书(英文版)
P&G
Benckiser
Henkel 3%
9%
13%
75% Others
Resource: AC Nielson retailing audit 1999-2000 -6-
Market structure of low end (Price:<7RMB/Kg)
Achieving leadership in China detergent market – Project proposal –
Henkel (China) Investment Co. Ltd.
,
Roland Berger & Partners – International Management Corease in earlier 1990th, annual growth of China detergent market has slowed down in these years
National market volume of laundry detergent [in Mio. tons]
Gross profitability of Whitecat regular powder
11%
1998年
3% 1999年
-5-
Nirma\interim-rpt
After having established prominent position in high end market, P&G and Unilever begin to penetrate middle and low end market
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Market structure of high end (Price:>10RMB/Kg)
Proportion of high end market is 11.9%
Others
Benckiser 2%
Unilever
9%
P&G
20% 69%
Market stucture of middle end (Price:7~10RMB/Kg)
• Competition is in choas in Shandong, and distribution network is not well regulated with lots of small distributors/wholesalers competing with each other, so it is easy for Dosia to penetrate the market and cultivate its qualified disbition channel
Proportion of low end market is 56.3%
Unilever
Henkel
6 . 0 %5 . 6 %
88.4%
Others
Nirma\interim-rpt
Market share of international players’brands in different segment
Gross profitability of Whitecat regular powder
11%
2019年
3% 2019年
-6-
Nirma\interim-rpt
After having established prominent position in high end market, P&G and Unilever begin to penetrate middle and low end market
Marekt share of Dosia in north China
11.7%
7.3%
8.3%
9.6%
9.4%
9.4%
5.5%
Jan 2019
Mar 2019
May 2019
Jul 2019
Sep 2019
Nov 2019
Jan 2000
Resource: AC Nielson retailing audit 2019-2000
-5-
2019
2000*
Nirma\interim-rpt
Overcapacity in detergent indudstry leads to price reduction and thus reduces the product profitability
Overcapcity in detergent industry
Resource: AC Nielson retailing audit 2019-2000 -8-
Nirma\interim-rpt
-9-
Nirma\interim-rpt
Although a late comer, Benckiser has successful penetrated north market with Dosia through well-designed entry strategy
-2-
Nirma\interim-rpt
Contents
Page
A. Fierce competition from international and domestic players has imposed
3
great challenge on Henkel
B. To achieve turnaround, Henkel should adopt an aggressive expansion strategy 10
• In order to guarantee the success, channel penetration is also backed up by strong advertisement champaign
Nirma\interim-rpt
Some domestic players are also making efforts to achieve fast growth and national presence
重要资料 敬请保密 看后删除
-1-
Achieving leadership in China detergent market – Project proposal –
Henkel (China) Investment Co. Ltd.
,
Roland Berger & Partners – International Management Consultants
Tide
6.0%
Ariel
2.2%
OMO
2.4%
Power 28 1.1%
Persil
0.1%
Company
P&G P&G Unilever Benckiser Henkel
Brand
GFL Panda WIPP Tianjin Dosia
Share
2.2% 1.9% 1.0% 1.8% 1.0%
Company
Price reduction of Major brand (RMB/Kg)
18.0 16.5
18.8 17.3
2019年 2019年
5.5 4.8
OMO
Tide
Whitecat
(regular powder)
Average price reduction of the whole industry is 10%
• At present, there are about 150 manufactures in detergent industry with capacity of 3.8 million tons, but total market volume is about 2.7 million tons, so the utilization rate of capacity is about 70%
Market penetration strategy taken by fast growing domestic players
Reason Method Result
Rural focus strategy
Nationwide manufacturing network
C. Roland Berger will help develop the appropriate strategy: project outline
12
D. Project organization and time frame
22
E. Value of the project
12
F. Roland Berger is a best partner of Henkel to exploit China detergent market:
Barcelona – Beijing – Berlin – Brussels – Bucharest – Budapest – Buenos Aires – Delhi – Detroit – Düsseldorf – Frankfurt – Hamburg – Kiev – Kuala Lumpur – Lisbon London – Madrid – Milan – Moscow – Munich – New York – Paris – Prague – Riga – Rome – São Paulo – Shanghai – Stuttgart – Tokyo – Vienna – Zurich
Market share of Qiqiang
Market share of Libai
13.7%
16.7%
6.0%
6.8%
8.0%
1995
1996
1997
1998
1999
Resource: AC Nielson retailing audit 2019-2000ຫໍສະໝຸດ - 11 -5.7%
6.8%
3.8%
0.2% 1995
0.3% 1996
1997
1998
1999
Nirma\interim-rpt
Fast growths of domestic players are supported by their rural focus strategy, nationwide manufacturing network and direct sales model
-4-
After fast increase in earlier 1990th, annual growth of China detergent market has slowed down in these years
National market volume of laundry detergent [in Mio. tons]
P&G P&G Henkel Henkel Benckiser
Brand
Fangcao Yunquan Sunlight Seagull Tiantian Guilin
Share Company
2.5% Unilever 0.8% Unilever 0.2% Unilever 2.9% Henkel 1.5% Henkel 1.2% Henkel