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Successfully green 3
SETTING THE SCENE
Today I will present you a snapshot of the results from our recently executed European "green energy" research
Green energy in Europe research [May – September 2007]
• Analysis of financial and operational data of 20 leading European energy companies
• Desk research • Interpretation of results based on Roland Berger
experience
… including a wide spectrum of market players
Sample split by company size [2006 revenues, EUR bn]
>25 30%
<5 20%
15% 15-25
15% 5-10
20% 10-15
…covering all major European markets
Roland Berger is an international strategy consultancy, with extensive experience in "green" issues for energy companies & policy makers
Roland Berger experience with green issues

Roland_Berger_Powertrain_Voice_of_customer_20100504

Powertrain 2020P t i 2020Electric VehiclesElectric Vehicles –Voice of the Customer Munich, 2010Contents PageBackground –Scarce resources and global regulations drive theA 4electrification of the powertrainA.Customers' affinity to electric vehicles is already high B Some good news –Customers affinity to electric vehicles is already highB.11C The challengeC.–Business model innovations and new profit sources are needed to cover additional component costs18A.Background –Scarce resources and tougher regulationsdrive the electrification of the powertrainCO 2emissions of light duty vehicle stock have to be reduced by 49% until 2030 in OECD countries to meet "Scenario 450"Average LDV 1) CO 2emissions [vehicle stock, g/km]LDV 39%COMMENTS>emissions make upabout 9% of global CO 2emissions (and 40% of all transportation emissions)180-39%-49%-49%>In Scenario 450, OECD countries are required to reduce average vehicle stock emissions by 49% 133138165176110-28(-20%)-43SCENARIO (43 g/km below the expected level in Reference Scenario)Further reduction 8590(20%)(32%)450(required reduction vs.>of certified CO 2emissions is necessary (i.e. on-road CO 2emissions are also OECDEuropeOECD Non-OECD Europe OECD Non-Ref. Scenario)relevant)1) Light-duty vehiclesOECD OECD 20062030ICE powertrain optimization can help to reduce CO2 reductions by 30% to 40% compared to todayCOEuropean CO2fleet emissions –2008 and forecast for 20202fleet emission2008CO2fleet emission targets20202012Expected ICEoptimizationby 20201) SEGMENTLarge SUV95 g/km130 g/km155 g/kmPremiumCompact SUVMid-sizeLargeSmall (A/B)Shows the market size for a specific vehicle segment30405060708090100110120130140150160170180190200210220230240 01020CO2EMISSIONS[g/km]1) Not considering EV/PHEVTo reach EU CO 2-emission limits of 95 g/km in 2020 (partial) Zero Emission Vehicles (EVs or PHEVs) are neededCO European CO 2fleet emissions –2008 and forecast for 20202fleet emission 2008CO 2fleet emission targets20202012Large SUV 95 g/km130 g/km 155 g/kmSEGMENTPremium Compact SUV 110 g/kmCO 2fleet emission2020 (estimate)Gap of > 10 g/kmMid-size Large Small (A/B)3040506070809010011012013014015016017018019020021022023024001020Shows the market size for a specific vehicle segmentCO 2EMISSIONS [g/km]To reach EU CO 2-emission limits of 95 g/km in 2020 (partial) Zero Emission Vehicles (EVs or PHEVs) are neededEuropean CO 2fleet emissions –2008 and forecast for 2020CO 2fleet emission targets2020Large SUV 95 g/kmNeed for EVs/PHEVsSEGMENTPremium Compact SUV 110 g/km?1-2%Mid-size Large ?5-10%Small (A/B)?2-4%304050607080901001101201301401501601701801902002102202302401020Shows the market size for a specific vehicle segmentCO 2EMISSIONS [g/km]More than 20 EV/PHEV models will enter the market by 2012 –Customers are then able to select from a wider model range2012(and beyond)201120102009Expected market launch of the series EV/PHEV models by WE OEMs, 2009-2012A-and B-segmentsmart smart ed Mercedes Blue-ZERO (y )Pinin-farina Bluecar BMW Megacity Peugeot iON Think CityRenault Zoe ZEVW E-UP!Citroen C-ZERORenault Twizy ZEDetroit ElectricC-, D-, E-,F-segmentFord Volvo V70PHEVJaguar XJ PHEVOpel Renault Fluence ZE Fisker Renault Ford Focus BEVG-, H-segment, Fiat AmperaKarmaKangoo ZEConnect BEV ,g ,SUVs and LCVsDoblo EVB.Some good news Customers affinity to electric vehicles isSome good news –Customers' affinity to electric vehicles is already highC.The challenge –Business model innovations and new profit C fsources are needed to cover additional component costsAdditional profit sources from within and outside of the customer have to be explored to close the profit gap related to electric vehicles Potential additional profit sources for electric vehiclesFrom the CUSTOMER >EV-related services(e.g. specific navigation, warranties and insurances)>Attractive financing solutions including the total cost of ownership advantage in the payment>Mobility flat-fees including all related cost and allowing free-of-charge mileage within a specific area>...From OTHER >Secondary marketing of the battery (e.g. for the use after its lifetime in the vehicle)SOURCES>Integration of the vehicle in smart-grid-concepts allowing an intelligentcharging and the capability to use the battery to balance demand and supplypeaks in the network>...It's character i !that creates impact!21。

罗兰贝格咨询

Client
Roland Berger
… …
Rolandberger Strategy Consultants All Right 2001-2003
Roland Berger recommendations
• Buy out Chinese partnership in Shanghai • Merge of Shanghai and Ningbo’s operation • Downsizing and management localization • Market repositioning as a technology provider • Streamline and refocus product portfolio • Strategic distributor business model • Project oriented channel strategy
Project schedule
C项o目n内te容nt
Kick off meeting
Month
Internal analysis
External analysis
Interim presentation
Restructuring concept and plan
Final presentation
Rolandberger Strategy Consultants All Right 2001-2003
• Strong sales organization • Strong distributor network • Optimum sales process
12
Project background
6
Project background

罗兰贝格咨询共19页

Internal analysis
External analysis
Restructuring concept and plan
Implementation support
Rolandberger Strategy Consultants All Right 2019-2019
8
Project proposal and initial presentation are the selling tools for consultants
Corporate strategy
Organization
• Market positioning • Product strategy • JV partnership
handling
• Corporate structure • Organization capability
Restructuring strategy
A restructuring project – case presentation How consulting works
Hanson Chen
Rolandberger Strategy Consultants All Right 2019-2019
1
Project background
Consulting process
• Channel strategy • Sales and marketing process
• Finance process • Production process • Logistics process
Sales and marketing
Operation process

罗兰·贝格 - 战略性品牌管理工具

VSVPE +R –Q !更少消费表示集中和有限的需求更少消费更多消费表示需求最大化更多消费产品和服务必须有感受的诉求，如乐趣和道德感性需求理想需求产品和服务必须满足衡量标准，如质量、价格PeopleValues寻求永恒和谐的事物，淡泊的消费欲望寻求生活乐趣，更多的生活体验节省花费，经济上的节省导向寻求绩效和效率，理性的物质选择–+ER'R n e v er 'n e v e b e u r a b l e 'b e r a b l e ' m o r e o d q u a l i t y 'm o r e d q u a l i t y ''A p r i f i t f u l f i l 'A p i f i t f u l 'W h e n b u t o t h e d i 'W h e n b t o t h e d 'I t i s r e p a i ri n g'I t i r e p a i r i n g 16个国家中70000个消费群德国–英国–巴西–墨西哥–中国–日本定性和定量分析因子分析典型消费陈述85 标准陈述多纬分析•团对精神•彼此关爱在电信行业的体现行业领先、业务全面实力雄厚、历史悠久有口皆碑、有信誉的在电信行业的体现技术突破与整合应用创新在电信行业的体现•定制化服务（我的互联星空•一对一、大客户专区在电信行业的体现•网络游戏（动作类）在电信行业的体现•生活品质的提升宽带、无线产品所带来的现代在电信行业的体现•无线空间•移动办公在电信行业的体现•网上社区•移动QQ在电信行业的体现最便宜的话机，二手机The basic orientations简约型价值区传统感性价值区现代感性价值区高尚Fair Fair激情Passion Passion Nature Nature刺激/乐趣Thrill&Fun Thrill&Fun自然• 团对精神 • 彼此关爱 • 志趣相投古典Classic Classic进取AspirationTranquil Tranquil安逸自由自在Carefree Carefree简约Purism Purism归属感Clanning Clanning活力Vitality Vitality新潮/酷New&Cool New&Cool• 活力 • 动感多变 • 积极乐观 • 身心健康 • 亲切热情 • 中肯周到 • 诚挚的 • 想客户所想 • 精准严谨 • 井井有条 • 质量稳定 • 一丝不苟CN服务• 精明 • 货比三家 • 热衷于讨价还价Service Service创新/科技24/7 Protech 24/7 Protech明智购物Smart Shopping Smart Shopping质量Quality QualityPersonal Efficiency Personal Efficiency个人效率可靠全面成本Total Cost Total Cost Proven Proven定制化Customized Customized价格敏感区Source: Roland Berger - Strategic Brand Development Group传统理性价值区现代理性价值区21Paul是一个现代理性价值取向较为明显的人，他追求新事物、希望获得尊重和认可，消费意识较强，但并不太追求时尚和享乐E-E激情自然古典自由自在归属感活力服务E+刺激/乐趣蓝色代表消费者在这些元蓝色代表消费者在这些元素上需求较高素上需求较高Legend保罗 Paul(高尚)ICP – Individual Consumer Profile (ID 0335)Level 1Level 2 不同意安逸进取红色表示消费者在这些元红色表示消费者在这些元素上需求较低素上需求较低简约新潮/酷创新/科技Level 1 同意Fair ERE0 R0 E+ R+Consumer value 简约型价值区价格敏感区传统感性价值区传统理性价值区现代感性价值区现代理性价值区 Midfield area, high degree of consensus Pro-Value Anti-Value, Demarcation• 25 岁 • 男性 • 单身 • 中等收入 • 中等教育 • 在职 • 4口之家明智购物质量个人效率可靠全面成本定制化R-RR+CN!Warning, too weak, should be more intense Warning, too much, should be less intense Conflict with other valueSource: Roland Berger - Strategic Brand Development Group, TNS Data (Germany, March 2002, n=1.500, Population 14-65 yrs., CATI)22如何利用工具来帮助我们进行市场细分 Advanced consumer segmentation24从消费者的价值取向出发我们采用多维聚类的方法将中国消费者划分为 8类消费群都市青年都市青年Self-centered Self-centered奢华的成功人士奢华的成功人士ETraditional Maximalists Traditional Maximalists E工薪阶层工薪阶层节俭主义者节俭主义者EConformists ConformistsMinimalists MinimalistsE–+–+–+–+29%R14%R13%R12%R及时行乐型及时行乐型Emotionalists EmotionalistsE专业人士专业人士Modern Performers Modern Performers E小资型小资型Progressive Maximalists Progressive Maximalists E知识分子知识分子Traditionalists TraditionalistsE–+–+–+–+9%R8%R7%R6%R 25Source: Roland Berger - Strategic Brand Development Group (China, Dec.2003, n=3.500, Population Tier 1-2 Citys 14-70 yrs., CATI)Chinese Archetypes - preliminarySEL Chinese Archetype 2003 Study Tier 1-2 Cities TMA CONF MIN MPE PMA TRA EMO1)Share in Population of Tier 1-2 Cities-1--2--3--4--6--7--8--5-29%Self-centered14%13%12%8%7%6%9%Share in Population of Tier 1-5 Cities-6--5--4--7--3--8--1--2-9%10%11%8%13%8%21%Traditionalists14%Chinese Archetype 2001 Study Tier 1-5 Cities SEL TMA CONF MIN MPE PMA TRA DIS2)26Source: Roland Berger - Strategic Brand Development Group, Gallup/ Data (China, Nov2001/Dec2003, n=5.600/3.800, Population yrs., CATI)对于特定市场，我们可以分析该市场的不同类型消费群的结构比例就具体人群的消费群结构Tsd. Persons1.889467女性 14-19E100%276–..+1,889Mio. Persons176Share in sample13824.7%R76 14.6% 9.3% 7.3% 4.0%453634 1.8%28 1.5%Advent2.4%1.9%6.5%OtherWomen 14-19自我型 SELRationalNon- Maximal Emotional Minimal Traditional Altruist conformSource: Roland Berger - Strategic Brand Development Group, Ipsos Data (UK, Aug.2001, n=1.500, Population 12-65 yrs., CATI)27并针对不同细分市场的市场规模和消费能力来判别适合的目标市场Decreasing Economic Relevance市场细分名称规模消费能力对于家电的消费倾向排序Rationalists RATMaximalists Self-centered Non-conform MAX SEL NONEmotional EMOAltruists ALTTraditionalists Minimalists TRA MIN1.18,5% 18,5%3.13,9% 13,9%5.9,3% 9,3%8.7,9% 7,9%4.12,5% 12,5%2.16,5% 16,5%7.8,4% 8,4%6.8,8% 8,8%2. 2.1. 3.6. 1.4. 4.3. 5.7. 7.5. 8.8. 6.1.2.3.4.5.6.7.8.1.) in Consumer ElectronicsSource: Roland Berger - Strategic Brand Development Group, TNS Data (Germany, March 2002, n=1.500, Population 14-65 yrs., CATI)28The 'Perception' of brands from the consumer's perspective29The difference between the aggregated value systems of brand users and non-users reveals the perceived value system of a brandE-EPassion Vitality Classic ClanningE+Thrill&Fun Consumer values that the users of Consumer values that the users of the brand most often agree with – the brand most often agree with – i.e. the most recognized value i.e. the most recognized value proposition of the brand proposition of the brandLegendProgressive hedonism patternNikeAVP - Actual Value Perception (415 vs. 1.085; zmax=12.7) maxUser Non-UserFair NatureCarefree New&CoolEPurismTranquilValue pole Value pole E = Emotional R = Rational + = More - = Less Value clusterService Smart ShoppingIntensity Precision Level 1Level 3Level 224/7 ProtechFair Consumer value, value proposition Midfield area, high degree of consensus Pro-Value Anti-Value, demarcation Warning, too much, should be less intense Warning, too weak, should be more intensePersonal Efficiency ProvenTotal Cost CustomizedR-RR+!Conflict with other valueSource: Roland Berger - Strategic Brand Development Group, Emnid Data (Germany, March 2002, n=1.500, Population 14-65 yrs., CATI)30E+E-R+ R-E R SmartShopping Total Cost Nature Fair Purism Tranquil Thrill&Fun New&Cool Carefree Vitality Clanning Passion Classic Customized PersonalEfficiency 24/7Protech Service Precision Proven Anti-minimalism pattern Anti-traditional pattern Consumer values that the users of disagree with i.e. 'aversions' that the brand might Consumer values that the users of disagree withi.e. 'aversions' that the brand might Consumer values that the users ofthe brand most often Consumer values that the users of the brand most often Progressivehedonism patternE +–R E +–R E+–RE +–R E +–R E+–RE +–R E +–RE+–RE+–RE+–RE+–R52467Carline 'S'Carline 'C'Carline 'E' 'Minimalist''Traditionalist''Luxury/ Status''Hedonist'E+–RE +–R E +–R E +–R E +–RE+ E-R+ R-E R Purism Purism Smart Shopping Smart Shopping Total Cost Total Cost Nature Nature Fair Fair Tranquil Tranquil Thrill&Fun Thrill&Fun New&Cool New&Cool Carefree Carefree Vitality Vitality Clanning Clanning Passion Passion Classic Classic Customized Customized Personal Efficiency Personal Efficiency 24/7Protech 24/7Protech Service Service Quality Quality Proven Proven E+ E-R+ R-E R Purism Purism Smart Shopping Smart Shopping Total Cost Total Cost Nature Nature Fair Fair Tranquil Tranquil Thrill&FunThrill&FunNew&Cool New&Cool Carefree Carefree Vitality Vitality ClanningClanning PassionPassion Classic Classic Customized Customized Personal Efficiency Personal Efficiency 24/7Protech 24/7Protech Service Service Quality Quality Proven Proven E+E-R+ R-E R Purism Purism SmartShopping Smart Shopping Total Cost Total Cost Nature Nature Fair Fair Tranquil Tranquil Thrill&FunThrill&Fun New&CoolNew&Cool Carefree Carefree VitalityVitality Clanning Clanning Passion PassionClassic Classic Customized Customized PersonalEfficiency Personal Efficiency 24/7Protech 24/7Protech ServiceService Quality Quality ProvenProvenNature SmartShopping Proven Customized Thrill&FunTotal Cost Fair Purism New&Cool Carefree Vitality Tranquil Quality Service Clanning Passion Classic Personal Efficiency 24/7Protech E +–RNature SmartShopping Proven Customized Thrill&Fun Total Cost Fair Purism New&Cool Carefree Vitality Tranquil Quality Service Clanning Passion Classic Personal Efficiency 24/7Protech E +–R借助Profiler 品牌战略分析工具可以明显地揭示各品牌的强势与弱势所在，以及品牌所面对的竞争环境品牌 'A' – PVP ProjectionE品牌 'B' – PVP ProjectionE 2000<Carefree> <Carefree> <Clanning> <Clanning> <Protech> <Protech>Brand 'C' 品牌 'C' – PVP ProjectionE<New&Cool> <New&Cool> <Classic> <Classic>PVP 广告分析<Classic> <Classic> <Tranquil> <Tranquil>品牌投射–+<Protech> <Protech>–+<Quality> <Quality> <SmartShop> <SmartShop>–+<Protech> <Protech>1996-98 R<SmartShop> <SmartShop>R<Proven> <Proven>R品牌 'A' – AVP PerceptionEPassion Fair Thrill&Fun Vitality Classic Carefree New&Cool品牌 'B' – AVP PerceptionEPassion Fair Nature Purism Vitality Thrill&Fun品牌 'C' – AVP PerceptionEPassion Fair Nature Purism Classic Vitality Carefree New&Cool Thrill&Fun实际认知效果分析品牌认知Nature PurismClassic social hierarchy Carefree Clanning New&CoolLower 'ranks' in消费倡导者的性格特征TranquilClanningTranquilTranquilClanning–Service Smart Shopping Quality 24/7 Protech+Personal Efficiency Proven Total Cost–Service Smart Shopping Quality 24/7 Protech+Personal Efficiency Proven–Service Smart Shopping Quality 24/7 Protech+Personal Efficiency Proven创新者的性格特征RCustomizedTotal CostRCustomizedTotal Cost 最低要求者的特征'RCustomizedSource: Roland Berger - Strategic Brand Development Group, Data from Metris (Portugal, Oct.2000, n=1.500, Population 15-65 yrs., CATI)41“节俭主义者”是品牌B 吸引的主导消费者类型，用户群结构对未来发展不利消费者基础与消费者类型分析主导的消费者类型品牌 B – AVP (年轻人)EPassion Fair Nature Purism Classic Vitality Carefree New&Cool Thrill&FunTranquilClanning–Service Smart Shopping Quality 24/7 Protech+Personal Efficiency Proven Total Cost100% 80% 60% 40% 20% 0% -20% -40% -60% -80% -100% Dev74,3% 46,0% 40,7% 37,3% 61,1%超过平均值超过平均值社会阶级层次较低!!!-31,7%-58,3%低于平均值低于平均值- 60,8% 创新者 -60,8%-52,6% 胜利者 -52,6% 传统主义者无关主义者人道主义者利他主义者节俭主义者自我抑制型 46,0% 40,7% 61,1% 37,3% 74,3% -31,7%RCustomized消费倡导者 -53,3%经济相关性不断下降!与主导的消费者类型冲突与主导的消费者类型冲突42Source: Roland Berger - Strategic Brand Development Group, Data from Metris (Portugal, Oct.2000, n=1.500, Population 15-65 yrs., CATI)品牌C 吸引的消费者类型中，消费人群较为复杂消费者基础与消费者类型分析主导的消费者类型品牌 C – AVP (年轻人)EPassion Fair Nature Purism Classic Vitality Carefree New&Cool Thrill&FunTranquilClanning–Service Smart Shopping Quality 24/7 Protech+Personal Efficiency Proven Total Cost100% 80% 60% 40% 20% 0% -20% -40% -60% -80% -100% Dev68,4% 42,8%78,6%超过平均值超过平均值48,7% 14,3%!8,3% -33,8%低于平均值低于平均值!-64,7% 创新者 42,8% 胜利者 24,6%-58,0%RCustomized消费倡导者 68,4%传统主义者无关主义者人道主义者利他主义者节俭主义者自我抑制型 -64,7% -58,0% -33,8% 48,7% 8,3% 14,3%经济相关性不断下降1.) 节俭主义者和消费倡导者/胜利者无法很好地匹配 C品牌的消费群中的节俭主义者的份额增长将有可能导致消费倡导者消费类型放弃此品牌!与主导的消费者类型冲突与主导的消费者类型冲突43Source: Roland Berger - Strategic Brand Development Group, Data from Metris (Portugal, Oct.2000, n=1.500, Population 15-65 yrs., CATI)战略品牌分析解释了市场背景情况，及品牌B 在年轻消费者市场逐渐丧失份额的背后原因品牌 'A' 品牌投射目前的品牌组成 (PVP)品牌 'B'品牌 'C'协调性品牌投射的长期效果 (PVP over time)品牌认知市场地位概况，驱动力 (AVP)消费者基础消费群类型的组成 (CBA)排名目前增长趋势2.3.1.优好，适中差44Source: Roland Berger - Strategic Brand Development Group品牌B 无法在年轻消费者市场取得成功 – 必须引入一个全新的品牌D，以避免过渡地对品牌B 进行无效品牌延伸市场特征语言，图像，文字，音效 • 可预见 • 严肃认真 • 传统 • 精准 • 可信赖 • 前/ 后 • 追求完美 • 大方端庄 • 注重产品内部细节 • 新奇有趣 • 随时自发 • 主动积极 • 缤纷多变 • 注重产品外观 • 令人惊喜 • 与众不同 • 生动活泼 • 休闲市场划分 VIP’s品牌架构 • 更注重理性价值品牌执行要求的技能'B'强势大多数为30岁以上的成功人士，阅历丰富，成熟稳重• 可靠 • 不注重感性价值 • 值得信赖 • 更注重感性价值 • 协调一致 • 不注重理性价值年轻人'B'弱势大多数为25岁以下的青年人，反叛，自我，蔑视权威品牌 ‘B’ 无法同时满足两种对立的目标消费群的不同要求因此必须引入全新的品牌D – 并且确保品牌B坚守其原有的品牌定位Source: Roland Berger - Strategic Brand Development Group45对于品牌D 的市场进入策略，有三种可选方案备选方案价格导向E Brand C主流价值导向E Brand C Brand A Brand A时尚型E Brand C目标品牌定位Brand A–+–+–+RRR主导品牌定位元素<全面成本t> <明智购物> <科技/创新><归属感> <科技> <可靠/经典> <明智购物> <质量> <服务> <简约><科技/创新> <新潮/酷> <归属感> <激情> 反对-<经典> 反对-<可靠> 反对-<简约>辅助品牌定位元素<归属感> <质量> <服务> <简约>Source: Roland Berger - Strategic Brand Development Group46采取“时尚型”的市场进入方案将为品牌D 带来更大的竞争优势，同时给品牌C 和品牌A 带来威胁品牌 ‘D’ – 时尚型定位E <新潮/酷> 要素<Classic> <Classic>品牌 'C'E 品牌C无法很好地集中在<新潮/酷>上…品牌 'A'E<Classic> <Classic>!–… 将会迫使品牌C直接对品牌A进行竞争– 规避传统主义者规避节俭主义者 R+关键驱动要素+–+… 从而迫使品牌C往回退到<经典>，并有可能最终退到<明智购物>上 R R• “时尚型”品牌定位凸显 <新潮/酷 >元素，相比较与<经典>结合，这更易令人信服 • 凸显<新潮/酷> 并弱化<经典> 能很好地吸引创新者消费群，并影响消费倡导者• 品牌C很难成功地集中在 <新潮/ 酷>上，从而降低了其可信度，无法很好地吸引“胜利者” • 品牌 ‘C’ 将被迫只集中在<经典 >上，并且最终在 <明智购物> 上• 品牌C 若集中在<经典>上，将无可避免地产生与品牌A的直接竞争 • 这将对品牌B产生好处Source: Roland Berger - Strategic Brand Development Group47通过以上策略性分析过程，导出了品牌D 的目标品牌价值定位，这将作为其整个品牌营销组合的指导原则品牌 B – AVP (年轻人)EPassion Fair Nature Purism Classic Vitality Carefree New&Cool Thrill&FunFair Nature Purism Classic品牌 D – TVP (年轻人)EPassion Vitality Carefree New&Cool Thrill&FunTranquilClanningTranquilClanningPro-Innovator Attractor–Service Smart Shopping Quality 24/7 Protech+Personal Efficiency Proven Total Cost–Smart ShoppingService Quality+24/7 ProtechAnti-Minimalist SeparatorPersonal Efficiency ProvenMobile phone EnablerTotal CostR 分析100% 80% 60% 40% 20% 0% -20% -40% -60% -80% -100% DevCustomizedPro-Innovator Customized R Attractor策略性分析过程74,3% 46,0% 61,1%above average above average目标increase increase++ +-31,7%40,7%37,3%!!!-58,3% Maximalist -53,3%below average below average- 60,8%-52,6%-Sharedecrease decreaseInnovator Succeeder Traditional Indifferent Humanist -60,8% -52,6% 40,7% 37,3% 46,0%Altruist 61,1%G.Minimal Minimalist 74,3% -31,7%Maximalist14,7%Innovator Succeeder Traditional Indifferent Humanist11,7% 8,7% 19,7% 5,7% 7,7%Altruist8,7%G.Minimal Minimalist12,5% 8,7%Distance from Market Protagonists Decreasing Economic RelevanceDecreasing Economic Relevance Distance from Market ProtagonistsSource: Roland Berger - Strategic Brand Development Group48品牌D 的营销组合必须同时满足支持其品牌拥护者并打击其品牌竞争对手的目的品牌 'D'Target Value Proposition Target Value PropositionEPassion Fair Nature Purism Classic Vitality Carefree New&Cool Thrill&FunTranquilClanning–Smart ShoppingService Quality+24/7 ProtechPersonal Efficiency Proven‘创新者'Target ProtagonistTotal Cost Customized‘节俭主义者'Target AntagonistsROKNOScale for approval产品• 开发显示 <科技> 特征的产品，如手机“个人游戏” 或“个人网络” 等价格• 制定中高档定价策略 • 5-10% 略高于竞争对手渠道• 提出反对<科技>感觉的包装和宣传品的创意 • 对代理商进行培训，吸引更多的“创新者”并将“节俭主义者”驱赶给品牌C推广• 基于TVP设计品牌标识，并进行相关的品牌宣传推广Source: Roland Berger - Strategic Brand Development Group49。

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• 中期：围绕渤海湾内港口（天津/大连）始发的远洋航线，
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红动中国_罗兰贝格PPT图表汇总

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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

Proportion of middle end market is 31.8%
P&G
Benckiser
Henkel 3%
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Resource: AC Nielson retailing audit 1999-2000 -6-
Market structure of low end (Price：<7RMB/Kg)
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• 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%

罗兰贝格经典实操手册ppt课件

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RolandBerger_StrategicBrandManagement

RolandBerger_StrategicBrandManagementStrategic Brand Management Advanced Understanding of Consumer and Brand Value – Short introduction – Roland Berger Strategic Brand Development GroupMunich, London, New York January 2002-1-The "right" or "wrong" brand strategy has immediate impact on business success, profitability and corporate value The importance of brands is ever increasing: Consumers are increasingly "bombarded" withadvertising messages and information. Due to this information overkill, a brand has become the abbreviation of all its positive and negative rational and emotional associations –brands increasingly give people orientation and identity in a "crazy" worldBrand companies are ever battling against numerous "imperfections" with regard to the strategic development of their brands– The success or failure of a particular brand strategy is often difficult to explain. Discussions about the strategic development of brands tend to be abstract and are generally subject to the emotional, subjective impressions of the people involved: the "language" is prone to misunderstandings Sales managers, marketing managers, and product developers often work in isolation from each other. As a result, the marketing mix is usually "overloaded" and not entirely mutually conclusive The results of the various players along the strategic brand developmentprocess are not compatible with each other, i.e. a huge "loss of information" between market researchers, strategists, and advertising creatives is the consequence––Thus, the strategic development of brands happens "by coincidence" in many cases The brand strategy has a direct impact on the brand's success on the market, i.e. growth, market share, price, margins, and earnings –and thus on market capitalization and corporate value-2-Source: Roland Berger Strategy ConsultantsA brand strategy must result in the implementation of a conclusive, focused and efficient marketing mix – and must be economically viableThe five key questions for the strategic development of a brand1What is the "actual" position of a brand from the consumer's perspective ?(i.e. Actual Value Perception (AVP), Actual Value Projection, Actual Consumer Base) 2What "ideal" target position should the brand take in the competitive environment ?(i.e. a Target Value Proposition (TVP) that is strategically differentiated from the competition) 3What is an optimal migration path from the "actual" to the "ideal" brand position ?(i.e. mile stones from actual to target position of a brand) 4What are corresponding measurements for the entire marketing mix ?(i.e. Projected Value Propositions (PVP) that are consistent across the entire marketing mix) 5What are the costs involved and what is the impact on the business plan ?(i.e. Cost of re-positioning, consequences for turnover, margin and profitability)-3-Strategic Brand Management by Roland Berger is a five-step processPhase 3 Detailed conception of action plan for adjustment of marketing mix "Creative Check"PVPProductrecruitsMarketing mixPhase 2 Brand strategy master plan Migration path from AVP to TVP Action plan Economic verificationPhase 4 Implementation of action plan Transformation of organizationdefinesMoment of truthTVPConsumerdefinesBrandPhase 5 Tracking Strategy reviewAVPPhase 1 Initial SituationAVP: TVP: PVP: MoT:Actual Value Perception: The perception of a brand as seen by the consumers Target Value Proposition: Future "ideal" brand position as result of the strategic process - and "direction" for entire marketing mix Projected Value Proposition: All the promises of the brand‘s marketing mix including advertising Moment-of-truth: The consumer "tests" the promises of a brand and creates/adjusts the brand‘s AVP in his or hers mind Source: Roland Berger Strategy Consultants-4-Roland Berger has developed a unique tool – the rb Profiler – to measure the Actual Value Perception of a brand as seen by the consumersSolidarityEPassionStimulationThrill&Fun Consumer needs that the users of the brand most often agree with – i.e. the most recognized value proposition of the brandNikeAVP - Actual Value Perception (828 vs. 721, zmax = 30) Consumer needs that the users of the brand most often disagree with – i.e. "aversions" that the brand might satisfyFair Nature Tranquil Purism 24/7 Service Smart Shopping Quality Proven T otal Cost P.Efficency Customized Vitality Carefree Classic Clanning New&Cool–+Legend Fair Item, Consumer need, value propositionENeeds pole E = Emotional R = Rational + = More - = Less Need cluster Midfield area, high degree of consensus Pro-Item Anti-ItemPriceRSolutionSource: Roland Berger Business Analytics, Data from Emnid (Germany, Apr.2000, n=1.500, Population 14-65 yrs.)The rb Profiler, consisting of 19 general consumer values, desires and dreams is based on extensive quantitative market research and factor analysis (1)Rational valuesSolution Cluster [R+] Price & Cost Cluster [R-]QualityNeed for durability, reliability heavy duty performance, effectiveness, orderPersonal EfficiencyDesire to make the best out of time, best possible efficiency, expecting standby solutions, just-for-me availability, willing to pay moreSmart ShoppingSystematically seeking "value for money", active bargain hunting, clever attitudeServiceNeed for competent and practical advice, uncomplicated information, need for sensitivity, respect and honestyCustomisedNeed for maximum individuality, involvement, controllable exclusivity, uniqueness, demanding flexibility and variety Total CostSystematic purchase decision governed solely by cost24/7 - ProtechNeed for fast information and access, anytime, anywhere, independent, application of new/latest technology, pro-technological orientationsProvenNeed for successful experience, maximum reliability, security, tradition, routine, discipline, perfectionismConsumers who tend toConsumers who tend toMore consumptionSource: Roland Berger Strategy Consultants, Focus groups, Expert hearing, TNS Emnid market researchLess consumption-6-The rb Profiler, consisting of 19 general consumer values, desires and dreams is based on extensive quantitative market research and factor analysis (2)Emotional valuesStimulation Cluster [E+] Solidarity Cluster [E-]CarefreeNeed for spontaneity, playful diversity lightheartedness, "Hakuna Matata", "easygoing", optimismVitalityNeed for physical and mental fitness, liveliness and mobility,freedom of movement, activity, initiativeFairDesire not to exploit people, having solidarity and responsibility, high ethical standards, readiness for sacrifice and rebellionClanningNeed to belong, warmth, team spirit, desire for acceptance in a group, spending time with friends or familyThrill&FunNatureDesire for harmony with nature, high ecological standards, holistic view, trust in the "power" of natureThrill, adventure and risk seeking, need for self definition, personal challenge, rebellious escapismNew&CoolNeed to set trends, joy of innovation, avantgardistic thinking, elitist attitude, self-differentiation from the "masses", role playing PassionNeed to live out enthusiasm, profound emotion ability for admiration, desire for admiration, "Consumerism", the cult of brands Also: showing off, narcissismTranquilNeed for calmness, peace, relaxation, slowing down, de-stressing, avoiding stress, finding inner peace, regeneration ClassicNeed for timeless elegance and style, beauty, aesthetics and design, latent sense of traditionalism Consumers who tend to PurismReduction to the essentials, simplicity, minimalism, understatementConsumers who tend toMore consumptionSource: Roland Berger Strategy Consultants, Focus groups, Expert hearing, TNS Emnid market researchLess consumption-7-The perception of the adidas brand is more "easy going", more conservative and politically more correct than the Nike brandNikeSolidarity Solidarity Fair E E Passion Stimulation Stimulation Thrill&FunadidasSolidarity Solidarity Fair E E Passion Stimulation Stimulation Thrill&FunNature Tranquil PurismClassicVitality Carefree New&CoolNature Tranquil PurismClassicVitality Carefree New&CoolClannigClannig––Price Awareness Smart Shopping Service Quality ProvenTotal Cost24/7+ +––Price Awareness Smart Shopping Service Quality24/7+ +Convenience CustomizedTotal Cost! ProvenConvenience CustomizedPrice PriceR RSolution SolutionPrice PriceR RSolution SolutionSource: Roland Berger Business Analytics, Data from Emnid (Germany, Apr.2000, n=1.500, Population 14-65 yrs.)The BMW umbrella brand is perceived as an excellent composition of [E+/R+] valuesSolidarityEPassionStimulationThrill&FunBMWAVP - Actual Value Perception all modelsFair Nature Tranquil Purism Vitality Carefree Classic Clanning New&CoolLegend Fair Item, Consumer need, value proposition–Price Awareness Smart Shopping24/7 Service Quality Proven Total Cost Convenience Customized+ENeeds pole E = Emotional R = Rational + = More - = Less Need cluster Midfield area, high degree of consensus Pro-Item Anti-ItemPriceR!ConflictSolutionSource: Roland Berger Business Analytics, Data from Emnid (Germany, Apr.2000, n=1.500, Population 14-65 yrs.)The rb Profiler offers four major applications in developing effective strategies and in managing brands successfully Analysis1.The rb Profiler reveals the strengths and weaknesses of a brand vis-à-vis the competition ? the "perception" of a brand's value propositions by consumers ? the "projection" of a brand's value propositions, i.e. in advertising ? the "composition" of a brand's value propositions ? the "strongholds" and characteristics of a brand's consumer base The rb Profiler helps develop an advanced consumer understanding and segmentation based on specific consumer values in a given marketStrategy2.3.The rb Profiler helps "engineer" an ideal value proposition that is strategically differentiated from the competition Management4.The rb Profiler helps to develop and to control a corresponding marketing mix- 10 -The strategic process in phase 2 results in a clear Target Value Proposition for the brand and an action plan for the adjustment of the entire marketing mix1Initial situation2Strategic process3Promotion Place Price Product4Implementation5Progress review "No plan survives the contact with the enemy"Set-up AVP/PVP* Measurements SWOT-Analysis Identification of potentialsTVP Strategy master plan, migration Action plan Economic validationDetailed Implemenconception f. tation in marketing adjustment mix (4P's) Marketing Mix (new PVP) Transformation process "Creativeorganization Check"Implementation in the entire marketing mix Adjustment oforganization Transformation processTrackingControlling ReviewMeasurement of Development of Development of Actual rule-breaking strategies Detailed Value Perception Conceptions and "Engineering" of for the entire Projected Target marketing mix Value Propositons Value Proposition, in the past Migration path, Checking SWOT Analysis Action plan, compliance with incl. competition Business plan strategic targetDefinition of Key Performance Indicators Tracking of dynamics Review of strategy if necessarySource: Roland Berger Strategy Consultants- 11 -The rb Scenario Generator assesses the potential "net-effect" of the Target Val ue Proposition on the brand‘s consumer base (V)EProtagonists User share 80% Brand Brand Non-User Non-User Consumer Consumer Count Count Antagonists Cons Count 400 OU 300 OU Actual consumer baseCompliance AnalysisActual SituationPhase 160%–+40% Brand Brand User User 200 FU 20% 100 IU IU Frequent User Occasional User Actual Cnsumer Base FURStrategic process0%Min 19Distance from AVP Compliance RateMax 0Intensive UserTVPiECons Share 80%"Top down" potential consumer baserb Scenario Generator2) 2) TVP net effect OUTarget ScenarioPhase 2 Topdown60%–+40% FU 20% 1) 1) IURSource: Roland Berger Strategy Consultants0%Min Max Distance from TVP 1) Consumer moving "further away " 2) Non-Consumer moving "closer"Actual Consumer BasePotential Consumer LossPotential Consumer GainPotential Consumer Base- 12 -A "bottom-up" quantification of the measures in the action plan verifies the scenario from the "top-down" process TVPiECons Share 80% "Top down" potential consumer baserb Scenario Generator2) 2) TVP net effect60%Target ScenarioPhase 2 TopDown–+40%OUFU 20% 1) 1) IUR Directions0% Min Distance from TVP Max 1) Consumer moving "further away" 2) Non-Consumer moving "closer" Actual Consumer Base Potential Consumer Loss Potential Consumer Gain Potential Consumer Bottom-up Base Bottom-up Top-down Top-down verification verification TVP turnover effect Action plan long listQuantification of measurementsTitle of Measurement 1 Description, To Do‘s T1Target ScenarioPhase 2 Bottomup1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. ......"Bottom-up" turnover effect Measurement 1 .. nTurnover net effect T1 Required net cost C1Actual TurnoverPotential TurnoverC1 C2 C3 C4 C5 C6 C7 C8 C9 C# = ? "Bottom up" cost effect of TVPSource: Roland Berger Strategy Consultants- 13 -The economic verification assesses the potential impact of the brand strategy on the "bottom line" of the brand‘s business plan prior implementation"Top down" potential consumer baseBusiness PlanTVP Target ScenarioPhase 2 TopDownTVP net effectConsumer Base Number of occasion, frequent, intensive user Average consumption per consumer type/segment Turnover per consumer type/segment (averages) per product Cost of goods ...OUFUIU Actual Consumer Base Potential Consumer Loss Potential Consumer Gain Potential Consumer BaseCost of action plan – part 1Economic VerificationGross margin I Cost of operations & administration ... Cost of action plan – part 2 Gross margin II... T1TVP turnover effectAction planPhase 2 Bottomup"Bottom-up" turnover effect Measurement 1 .. nOther costs ...Actual Turnover Potential Turnover C1 C2 C3 C4 C5 C6 C7 C8 C9 C# = ? "Bottom up" cost effect of TVPEBIT, ProfitabilitySource: Roland Berger Strategy Consultants- 14 -Strategic Brand Management by Roland Berger has been applied in some of the most dynamic and successful corporations worldwideAdidas available Aktren Aldi Allianz American Express AOL Reference Aprillia project Aral ARD Audi Bayer/ Aspirin Bang & Olufson Bayern München Bacardi Rum Bitburger BMW BP Brigitte Callya (D2) Calvin Klein CDU Citibank Chrysler CNN Coca-ColaAVP/CaseCommerzbank Compaq Consors Cross CSU D2_Privat Dallmayr Prodomo Davidoff Debitel Dell Deutsche Bank 24 Burda/ Die Bunte Die Welt Die Zeit Dresdner Bank Edding Eduscho Elle Erdinger Ericsson Escada Faber-Castell Fachinger Mineralwasser FAZ Fiat- 15 -Financial Times Focus Ford Freenet FT Deutschland Fujitsu-Siemens Computer Gabor Geha GAP Gaulloise Geha Giorgio Armani Grundig G-Star Gucci H&M (Hennes & Mauritz) Henkel/ One-a-day Handelsblatt Herta-BSC Honda Hugo Boss HypoVereinsbank IBM Jever Legend ComputersLevis L?wenbr?u Marlboro Men's Health Mercedes-Benz Mont Blanc MTV Mustang Jeans Neckermann Nike Opel Pampers Pepsi Photo Porst Pilot Porsche Skoda Sony Sparkasse Spiegel Sprite Stabilo Swatch Vodafone/ Telecel WoolworthSource: Roland Berger Strategy Consultants。

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Content
• Structure analysis • Strategy mapping • Operational opportunities analysis
– Planning process – Production process – Logistics process – Sales operation – Marketing approaches – Technical supporting process – Cost structure – Personnel capacity
interviews • In-field survey • Desk research
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Interim presentation
Restructuring concept and plan
Final presentation
Content of implementation support
• Sales operation process mapping • Sales personnel incentive scheme • Reporting system • Sales and marketing team training • Distributor network re-establishment • Process implementation • Management consulting

战略项目的流程内容与方法ppt课件

4
navigator minimum height
maximum size
弄清楚它是什么 — 初步理解行业/产品的背景知识
client logo to be positioned at the mark
内容
全面了解产品/服务的具体种类及用途
产品/服务所覆盖的市场;总体及细分市场规模;市场份额状况
这次;请假设你自己处在客户的位置上;你应该怎么做才是现实的
Roland Berger – Strategy Consultants
10
navigator minimum height
maximum size
client logo to be positioned at the mark
首先明确我们的目标是什么— 明确项目的目的;提出准确的问题
Notes Source:
Roland Berger – Strategy Consultants
7
navigator minimum height
maximum size
理解战略是什么 — 了解战略的内容和结构
client logo to be positioned at the mark
层面
业务层面
产品/服务的基本技术/原理知识;技术及应用的发展方向
了解行业的发展历程及变化
大致了解行业的研发生产营销销售和服务的运作方法
了解行业主要参与者的运作实例
Notes
Source:
5
方法
• 行业书籍，专业报刊，Chinainfobank, ISI, 专家访谈，相关网站
• 专业书刊，行业协会，Chinainfobank, ISI, 相关网站，年鉴
Roland Berger – Strategy Consultants

104罗兰贝格_咨询工具箱

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D. Matrix – Factors, comparisons

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Module und Variations_E
29
Special types of matrix – conflict/tension (2)
Module und Variations_E
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Special types of matrix – bottom up/top down (1)
• ...
1 2
Opportunities
• …
Threats
• …
• …
Threats
• …
Opportunities 3 4
Opportunities
• …
Threats
• … • …
Opportunities
• …
Threats
Module und Variations_E
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Special types of matrix – pros and cons
Module und Variations_E
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Matrix/table (Horizontal/vertical comparison of data – variations)
1 2
3
4
Module und Variations_E
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Special types of matrix – opportunities/threats
4
Guidelines 4
Comments 4
5
Guidelines 5 Comments 5
Module und Variations_E
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Module und Variations_E
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C.
Lists (2) – Factors, specific number
Module und Variations_E
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... … ... … ... … ... … ... … ... … ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...
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... … ... … ... … ... … ... … ... … ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...
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• …
Module und Variations_E
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Special types of matrix – imbalance
Module und Variations_E
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E.
Process (1) – Factors, steps
Module und Variations_E
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Processes
• xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
Industry competence
• xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
Languages
• German • xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
Updated: mm/year
Methodological competence
• xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
Module und Variations_E
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Organizational chart
Module und Variations_E
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Organizational chart (including headcount)
3 7 13 24
E. Process (1) – Factors, steps
F. Process (2) – Factors, impact G. Process (3) – Factors, interlinked Annex: Nine key changes compared to the old standards
Module und Variations_E
47
Various types of brackets (to be used instead of block arrows)
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Factor 2
Factor 3
3
Module und Variations_E
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4 factors (3a – weighted)
Factor 1
2
Factor 4
4
Factor 2
Factor 3
3
Module und Variations_E
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4 factors (3b – dynamic)
• …
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4
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Module und Variations_E
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Schedule
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Activities A.
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Activities A.
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Module und Variations_E
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Nodes/interfaces
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Module und Variations_E
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Pressure
1 2
Module und Variations_E
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Increase/decrease
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Factor 1
2 1
Factor 2
Four dynamic factors
3
Factor 4
4
Factor 3
Module und Variations_E
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6 factors (variation)
Module und Variations_E
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D.
Matrix – Factors, comparisons
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Module und Variations_E
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Process/phases
1
1 … 2 … 3 … 4 … 5 …
2
Phase 1
Phase 2
Phase 3
•
…
•
…
•
…
3
Phase 1 Phase 2 Phase 3
4
Phase 1 Phase 2 Phase 3
• …
• …
• …
• …
xxxx-xxxx xxxxxxxxxxxxxxxxxxxxxxxxxxx
Born: xxxx Professional experience
xxxx-xxxx xxxxxxxxxxxxxxxxxxxxxxxxxxx
Nationality: xxxxxxxxxxxxxxxxxxxxx Key projects
40
Hurdles
Module und Variations_E
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Resistance/obstacles
1 2 3 4
5
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7
Module und Variations_E
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Filters
1 2 3
5 4
6
Module und Variations_E
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Change of mindset/direction
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BOTTOM UP
TOP DOWN
Module und Variations_E
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Special types of matrix – bottom up/top down (2)
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• ... • ...
DOWN
BOTTOM
2
UP
Module und Variations_E
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Special types of matrix – equilibrium
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Modules and variations
New graphics guidelines Design proposals
and Berger
Hamburg, November 2001