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)
德国汉高Henkel Vision_and_Values_EN
Values Vision Vision And VAluesDear Colleagues,We have defined clear strategic priorities and ambitious targets for our company.We are in the process of establishing a “Winning Culture” at Henkel which will support us in driving our business performance, success-fully implementing our priorities and achieving our targets.A Winning Culture is characterized by an entrepreneurial spirit across the company and a constant drive for change.For our success, it is crucial that we have a common understanding of our fundamental purpose as a company. Our new vision givesus a sense of direction and destination. It captures our aspiration of being the best in everything we do. It is the basis for what we all stand as “one Henkel”. Our new values will guide the choices and decisions we make every day.Every single one of us contributes to making our vision become a reality and it is our responsibility to live our values at Henkel each and every day.Yours,Kasper RorstedChairman of the Management BoardA globAl leAder in brAnds And technologies.1. W e put our customers at the center of what we do.2. We value, challenge and reward our PeoPle.3. W e drive excellent sustainable finAnciAl performance.4. W e are committed to leadership in sustAinAbility.5. W e build our future on our fAmily business foundation.We hold our customers in the highest regard and place them at the center of all that we do. This is the only way we can offer them added value. The “customer” value is vital to our success and since not all Henkel employees are in direct contact with our customers, it is all the more important for us to understand what this value means for Henkel. In order to offer the best products, the highest quality and outstanding service, we need to understand our customers and consumers better than our competitors do. If we succeed in this, we can look forward to successful growth in all our markets.We put our customersat the center of what we do.We anticipate, respond to and meet our customers’ and consumers’ expectations by providing the best value, quality, and most innovative brands and technologies.People always make the difference. Through their creativity andk nowledge, good ideas become great business successes. They are our interface with our customers, make innovation possible, develop s uccessful strategies and give our company its unique identity. Only by valuing, challenging and r ewarding our employees will we e stablish a “Winning Culture” within Henkel. It is up to each of us to set a good example: in the way we lead our teams and in the way we take personal responsibility for our development. Together we will make H enkel a global leader in brands and technologies.We treat each other with respect and dignity and develop our capabilities. We expect everyone to take personal responsibility and perform to high standards. We rely on each other for our success as a company.We value, challenge and reward our people.We are pursuing our strategic priorities in order to achieve ourfinancial targets and make Henkel even more successful. Excellent and sustainable financial performance allows us to act more flexibly in the future. I t enables healthy growth over the long term, and will benefitnot only our shareholders but also our employees. This value influencesour decisions on investments, personnel, strategies, our teamwork and many other aspects of our daily business.We are a performance-driven company committed to growing the value of our business and providing a competitive return to our shareholders.We drive excellent sustainablefinancialperformance.A strong commitment to sustainability has always been a major driver of our performance. We take a long-term, entrepreneurial approach towards all elements of sustainability, aiming not just to comply with existing standards but also to set new ones. Henkel has always strived to create a balance between people, planet and profit. This approach brings us a clear competitive advantage and helps us achieve our full business potential – and it will provide us with a significant edge in the future competition for new talent.We are committed to leadershipin sustainability.We provide products, technologies and processes that meet the highest standards. We are committed to the safety and health of our employees, the protection of the environment and the quality of life in the communities in which we operate.We build our future on our family business foundation.The “family” value makes us unique. We build our future on a solid foundation. Since 1876, the year H enkel was founded, the Henkel f amily has shown a strong commitment to the c ompany. The family provides us the opportunity to operate in the long term. It also s upports us when we have to make difficult strategic decisions. We are committed to leading Henkel with an entrepreneurial spirit, which has been a strong characteristic since our foundation, and that is what ultimately makes the difference in the marketplace.We value the continuity of our purpose and vision based on our long history of success and a strong focus on our values. We are guided by our long-term vision which rests on a fair entrepreneurial spirit and a solid financial basis.Published byHenkel AG & Co. KGaA 40191 DüsseldorfGermany© 2010 Henkel AG & Co. KGaA For internal use。
Micropole China_EN
Micropole ChinaPRESENTATIONMicropole China Co.,Ltd is a french group holdings company, specialized in IT professional consulting, software development and implementation services. Its business scope is mainly related to Business intelligence, Performance management, CRM and CIM, e-Business, system development in demand and Computerized System Validation in Life science fields.The Group is headquartered in Paris, France. Micropole China is located in Shanghai with another two offices in Hong Kong and Beijing. With more than 50 employees all over the country, Micropole China has very experienced consultants groups and professional team of technological development and project implementation. We are expert in combing Chinese and occidental cultures together to provide our customers personalized and distinguished services in order to help them improve enterprise performance management.OUR STRATEGY：Partner European companies in their development in China by implementing high-performance applications locally, in connection with the global IS while providing the same quality of serviceAssist Chinese companies in their growth by partnering in the consulting, design and implementation of an efficient information systemOffer Chinese companies wanting to locate to Europe with IT relevant applications compliant to the expectations of European customersOUR SERVICE：DIGITALTRANSFORMATIONAn integrated offer : our Wide agency advises enterprises on their digital strategy and in their usage-geared innovation. Micropole partners them on their IS integrationo Digital Strategyo Customer knowledge and experienceo CRMo e-CRM & customer serviceso Digital Marketing & e-Commerceo Communication, Branding & e-Reputationo Social networkso Portalso Collaborative enterprise networkso Site referencingo Customer acquisition, satisfaction & loyaltyPERFORMANCE MANAGEMENTPartnering enterprises in the definition and follow-up of strategic and operational business indicators and management.o Decision-support systemso Budget development / consolidationo Simulations & predictive analyseso Variable compensation managemento Costingo Risks & Fraudo Agile BIo Data miningo Data Visualizationo Big DataPROCESS OPTIMIZATIONOptimize ERP processes for SMEso ERP for fashion, real estate, high -tech, customer services and manufacturingo Content managemento Business applicationso Enterprise Content ManagementDATA GOVERNANCEHelping enterprises to enhance their data and information to streamline costs and generate new revenue sources.oo Master Data Managemento Repository managemento Data governanceo Data qualityo IS urbanizationOUR CLIENTSOUR PARTNERS Cezanne Software, Cognos, Convertigo, Digimind, Eptica, Everteam, Exalead, Excentive, EZ Systems, Creenplum, HP Mercentive, IBM, IIOG, Informatica, Information Buiders, Initiate, Intersystems, IteSoft, Jahia, Jalios, Keyword, KTLabs,Magento,Mega International, Microsoft, MicroStrategy,Novell, NQI, Oracle, Oracle BEA, Oracle Hyperion, Orchestra Networks, Pitney Bowes Maplnfo, PolySpot, Prelytis, Progress Software, Prosodie, QAS Experian, QlickView, QlikTech, Qualiac, ReadSoft, RIM Blackberry, Sage, , SAP , SAP BusinessObjects, SAS, Selligent, Sigma RH, Sinequa, Software AGWebmethods, Sparus, SPSS, Sybase, Tablea Software, Tagetik, Talend, Teradata, Tibco, Unica, Update, VDoc, W4, Webtrends, Wedia.。
OCIMF Publications
Anchoring Systems and Procedures2nd Edition 2010 OCIMF Barge Safety (Liquefied Cargoes in Bulk)1st Edition 1999 OCIMFBest Management Practices for Protection against Somalia Based Piracy (BMP4) 2011 OCIMF and otherindustryorganisationsClean Seas Guide for Oil tankers4th Edition 1994 ICS/OCIMFCompetence Assurance Guidelines for F(P)SOs1st Edition 2009 OCIMFContingency Planning and Crew Response Guide for GasCarrier Damage at Sea and in Port Approaches3rd Edition 1999 ICS/OCIMF/SIGTTO Design and Construction Specification for Marine Loading Arms3rd Edition 1999 OCIMFDisabled Tankers - Report of Studies on Ship Drift and Towage1st Edition 1981 OCIMFDrift Characteristics of 50,000 to 70,000 DWT Tankers1st Edition 1982 OCIMFEffective Mooring3rd Edition 2010 OCIMFF(P)SO Poster1st Edition OCIMFGuide to Contingency Planning for the Gas Carrier Alongsideand Within Port Limits2nd Edition 1999 ICS/OCIMF/SIGTTOGuide to Manufacturing and Purchasing Hoses for OffshoreMoorings (GMPHOM)5th Edition 2009 OCIMFGuidelines for the Design, Operation and Maintenance of MultiBuoy Moorings (MBM)1st Edition 2010 OCIMF Guidelines for the Purchasing and Testing of SPM Hawsers1st Edition 2000 OCIMFHawser Test Report1st Edition 1982 OCIMF International Safety Guide for Inland Navigation Tank-Bargesand Terminals (ISGINTT)2010International Safety Guide for Oil Tankers and Terminals(ISGOTT)5th Edition 2006 IAPH/ICS/OCIMF Jetty Maintenance and Inspection Guide1st Edition 2008 OCIMF/SIGTTO Manifold Recommendations for Liquefied Gas Carriers1st Edition 2011 SIGTTO/OCIMFMarine Terminal Management and Self Assessment (MTMSA)1st Edition 2012 OCIMFMarine Terminal Operator Competence and Training Guide(MTOCT)1st Edition 2013 OCIMF Mooring Equipment Guidelines (MEG3)3rd Edition 2008 OCIMFOffshore Loading Safety Guidelines with special relevance toharsh weather zones1st Edition 1999 OCIMF Offshore Vessel Management and Self Assessment (OVMSA)1st Edition 2012 OCIMF Peril at Sea and Salvage A Guide for Masters (ebook only)5th Edition 1998 ICS/OCIMF Piracy and Armed Robbery Against Ships.1st Edition 2000 OCIMF Prevention of Oil Spillage Through Pumproom Sea Valves2nd Edition 1991 ICS/OCIMF Recommendations for Equipment Employed in the BowMooring of Conventional Tankers at Single Point Moorings4th Edition 2007 OCIMFRecommendations for Oil Tanker Manifolds and AssociatedEquipment4th Edition 1991 OCIMFSafe Transfer of Liquefied Gas in an Offshore Environment(STOLGOE)1st Edition 2010 OCIMF Ship to Ship Service Provider Management1st Edition 2011 OCIMFShip to Ship Transfer Guide for Petroleum, Chemicals and Liquefied Gases 1st Edition 2013 OCIMF, CDI, ICS,SIGTTOSingle Point Mooring Maintenance and Operations Guide2nd Edition 1995 OCIMFSPM Hose System Design Commentary (ebook only)2nd Edition 1993 OCIMF Survival Craft - A Seafarers' Guide1st Edition 2009 OCIMFTandem Mooring and Offloading Guidelines for ConventionalTankers at F(P)SO Facilities1st Edition 2009 OCIMFTanker Management and Self Assessment - A Best PracticeGuide for Vessel Operations2nd Edition 2008 OCIMFThe Use of Large Tankers in Seasonal First-Year Ice andSevere Sub-Zero Conditions1st Edition 2010 OCIMF。
罗兰贝格咨询(英文)
Project background
Consulting process
Project methodologies
Rolandberger Strategy Consultants All Right 20012003
Project background
Consulting process
Client Client iinniittiiaatteedsproject
reqpuriorejemcetnts requirements
Rolandberger Strategy Consultants All Right 20012003
Project proposal and presentation to client
Operation process
The client was satisfied with the project delivery
3-month project
Steering committee
Client
Roland Berger
Project manager
Client
Roland Berger
Internal analysis External analysis
Restructuring concept and plan
Implementation support
Rolandberger Strategy Consultants All Right 20012003
Project proposal and initial presentation are the selling tools for consultants
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
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Nirma\interim-rpt
A. Fierce competition from international and domestic players has imposed great challenge on Henkel
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Nirma\interim-rpt
Contents
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A. Fierce competition from international and domestic players has imposed
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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%
Roland_Berger_Tsinghuac_20110401
235 192 116 -54 -120
BRIC Japan Germany EU-27 PIIGS
> A lesson learned from the crisis – but not yet fully implemented – is that countries with strong deficits have to solve their structural problems
> Very thin line between stabilising financial markets and overregulation > Sustainable solution requires joint efforts of politics and financial industry
1
The world economy and the success of the German economic model
Prof. Dr. h.c. Roland Berger Honorary Chairman, ROLAND BERGER STRATEGY CONSULTANTS Tsinghua Seminar, March 29, 2011
Germany
5.6 4.8 5.5 4.5
Japan China Russia
5.1
4.6 3.8 2007
4.0 2008
USA
2009
Germany
2010
Japan
2011p 2012p
EU-27
EU-27
> Flexibility of German labor market paid off > Strongest challenges for PIIGS countries like Spain, Ireland and Greece
跨国企业进入中国市场英语
跨国企业进入中国市场英语In recent years, more and more multinational enterprises have entered the Chinese market. What are the reasons behind this trend? What are the challenges that these enterprises face? And what are the opportunities that they can seize?Reasons for Entering the Chinese Market:1. Large and Growing Market: With a population of over 1.4 billion people and a growing middle class, China offers enormous opportunities for businesses that can cater to the needs and preferences of Chinese consumers.2. Low Labor Costs: China has a vast pool of workers who are willing to work for lower wages than their counterpartsin developed countries, making it an attractive destination for labor-intensive industries.3. Access to Natural Resources: China is rich in natural resources, such as coal, iron ore, and rare earths, which are essential for many industries.4. Government Incentives: The Chinese government offers various incentives and subsidies to foreign businesses that invest in certain sectors or regions.Challenges Faced by Multinational Enterprises:1. Cultural Differences: China has a unique culture and business practices that may be unfamiliar to foreign businesses, making it challenging to adapt and communicate effectively.2. Regulatory Complexity: The Chinese regulatory environment is complex and constantly evolving, and foreign businesses must stay abreast of the latest rules andregulations to avoid legal problems.3. Intellectual Property Protection: Intellectual property theft is a significant problem in China, and multinational enterprises must take steps to protect their intellectual property rights.4. Competition: As more and more foreign businesses enter the Chinese market, the competition becomes more intense, making it more challenging for new entrants to establish a foothold.Opportunities for Multinational Enterprises:1. Collaborating with Chinese Companies: Multinational enterprises can collaborate with local Chinese companies to gain access to their knowledge of the local market and regulatory environment.2. Innovation and R&D: China is investing heavily in innovation and research and development, and foreign businesses can leverage this trend by establishing research and development centers in China.3. E-commerce: E-commerce is booming in China, and multinational enterprises can leverage this trend by establishing online stores and utilizing online marketplaces.4. Belt and Road Initiative: China's Belt and Road Initiative is a massive infrastructure and economic development project that includes over 70 countries, providing opportunities for foreign businesses to expandtheir operations in these regions.In conclusion, China represents enormous opportunities for multinational enterprises, but they must navigate the challenges of cultural differences, complex regulations, intellectual property protection, and competition. By collaborating with local companies, investing in research anddevelopment, leveraging e-commerce, and participating in the Belt and Road Initiative, they can mitigate these challenges and succeed in the Chinese market.。
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。
Innovating China's Wind Energy Market Via Engineering Excellence and Supply Chain Integration
Innovating China's Wind Energy Market via Engineering Excellence andSupply Chain IntegrationW. Liu1, B. Thoma2Roland Berger Strategy Consultants1watson_liu@, 2benjamin_thoma@Abstract: Recent energy policies are aiming at a more efficient approach to reduce China's energy dependency, emission output and incentivize a responsible use of fossil resources. As a result, many Sino and foreign players in wind energy are present today in China exploiting the growth potentials and contributing to some extent the industry boom of recent and coming years.This paper aims to outline ways to innovating the wind power market in China by addressing key levers for wind turbine manufacturers: engineering excellence and supply chain integration. Here, we demonstratebest-practices and case studies of Sino and foreign enterprises operating in China: Implementingdesign-to-cost and platform strategies as well as integrating the supply chain in order to lower overall lifecycle costs of wind turbines.In conclusion, we demonstrate ways forward to innovate China's wind energy market by integrating all stakeholders yielding the desired outcomes as already proclaimed in nowadays energy policies.Keywords: China wind energy market, policy development, growth drivers, engineering excellence, supply chain integration以设计卓越和供应链整合创新中国的风电市场W. Liu1, B. Thoma2罗兰·贝格国际管理咨询有限公司1watson_liu@, 2benjamin_thoma@摘要：中国目前的能源政策旨在更有效地降低对能源的依赖，减少排放和促使对化石燃料的负责任的使用。
品牌战略外文翻译
附录一During the operation of Global brand strategy, most of the MNCs are in a dilemma of Standardization and Localization. They sometimes are bigoted to standardization, sometimes are in deep love with completely localization. Neither of them is right. The authors take the case of Global brand strategy of Motorola (China) Electronics Ltd. for example and carry out an empirical study of sixty global companies operating in Chinese market. According to the shaping condition, strategy advantages, operating mode, management system of global brands and a series of problems of operation of global brand strategy of MNCs, the authors innovatively develop the strategic model of Global Standard Brand Strategy and Localization Management for MNCs.The concept of geographical brand from the angle of marketing, and points out the real reason why there is no more than 10% sale of market enterprise brands are produced by inducing the mutual model of geographical brand through demonstrative research and make up the shortage of the research on influencing factors of the assimilation of enterprise brands under the situation of mutual geographical brand. By applying demonstrative research, it shows: the extent of the legislative object which is under the protection of national appellations of origin is too wide, and the creation of technology and the development of technology will be restricted; the naming of products should avoid the appellations of origin as much as possible; if the restriction of mutual geographical brand should not be broke through, the enterprise strategy to achieve the strong brand is dangerous.On the basis of empirical data, this paper analyzes the regional differences of dominant factors that affect the brand loyalty from both macro and micro perspectives. According to the regional socioeconomic situation, the differences of perceived brand values which drive brand loyalty are examined. It is shown that the influence of functional, symbolic and experiential values on brand loyalty is various in different socioeconomic situations. Results in this paper promote the comprehension of the diversity among consumers across different regional markets, and offer meaningful reference for marketing in this newly emerging big market.By the means of Transaction Cost Analysis, the article explains how an enterprise decides appropriate marketing channel governance forms during industry lifecycle. The article points out that the major determining factors of channel governance strategy are: the level of asset specificity, environmental uncertainty and transactionfrequency. During the different stages of industry lifecycle, it is the above three factors that collectively influence the level of channel production efficiency and channel governance efficiency, which ultimately determine what channel governance form an enterprise shall adopt.This article uses the multi-method to study the phase of consumer’s experiences after their impulse buying. We are trying to investigate, when the impulse buying occurred, how the resul t of the impulse buying influenced the consumer’s buying impulsiveness and normative evaluations of the next impulse buying decision. The finding shows that, when the negative result goes to some extent, the next impulsive buying would be influenced very much. And ulteriorly, we find there is much deferent trait between the male and female consumers as well as among the consumers who have different buying impulsiveness trait. As one of general buying behaviors, impulse buying is affected by many factors. Researchers had paid attention to the effect of mood on impulsive buying, but they did not study the process of it.Through introducing the mood self-regulation motivation and browsing,the article expounded the course through which negative mood influenced the impulse buying ,considering the impossible factors during the course at the same time,and the hypotheses were verified by empirical method. Theoretical and managerial implications, as well as future research directions were also provided.Consideration set including a set of brands that a consumer will actively consider and evaluate during his buying process. Only those brands in consideration set can be bought ultimately by consumers . Consideration set has been an important research field of Western scholars for about forty years, While our domestic scholars carried through little research on this topic .This paper will test the influence of product-harm crisis and its responsing process on consumer consideration set using data from a filed experiment carried out in shanghai.Customers are likely to view the services as a bundle of attributes, which may differ in their contribution from the service evaluation and choice. In this article, we study the attributes of inpatients satisfaction. By using factor analysis and multiple linear regression, we found (1) the attributes which affect inpatients’ satisfaction include medical quality, the understanding and communication with hospital staff, environment, waiting time and additional service. (2) medical quality is the most important aspect. The second is understanding and communication. The other three attributes are not so import.Building a model of customer decision-making behaviour to the international education industry for understanding the characteristics of this kind of decision-making behaviour. The results indict that the model as cultural value—motivation—intent to study abroad gives us a good way to understand the students who intent to study abroad. The financial barriers and psychological problem will moderate the relationship between motivations and intention to study abroad. Under the current competition environment, building good relationship with high value customers is an important way for enterprises to gain competitive advantage. An approach to cluster customers and analyze their characteristics is put forward in this paper. The basic analysis process of the method consists three stages. Firstly, through querying transaction records and analyzing transaction cost, each customer’s total profit contribution to enterprise can be gained, and it is used to measure the customer value. Secondly, the k-means clustering method is used to partition customers into different clusters by their value. Lastly, a decision tree is built to reflect customer characteristics with different customer value, and help the management to develop right customer strategy.This article expands the concept of brand in theory, gives the relation and harmony theory model of enterprise innovation competence and the competitive competence of brand, and studies the multiplier effect theories of enterprise's innovation ability and brand competitiveness.Based on the theories of marketing channel behaviors and relationship marketing, by testing hypotheses, this paper explores the impact of relationship marketing orientation on a firm’s marketing channel behaviors. It found that, firstly, relationship marketing orientation has a positive effect on a firm’s exercises of noncoercive power, and has a negative moderate effect on the positive relationship between firm’s power and its exercises of coercive power. Secondly, relationship marketing orientation positively affects a firm to adopt joint-problem-resolution approach. And finally, a firm’s exercises of coercive power are positively related to the firm’s adoption of joint-planning approach, and the firm’s exercises of noncoercive power are negatively related to the firm’s adoption of joint-planning approach and positively related to the firm’s adoption of joint-problem-resolution approach.In this paper, the model of Revelation Principle in Game Theory is used into Market Segmentation. In the initial transaction, the monopolistic firm offers a menu of Marketing Strategies Portfolio designed according to the distribution o f customers’utility in order to differentiate customers based on their selected marketing strategy. In a long-term firm- customers relationship, the firm implements Market Segmentation through the information gained in the initial transaction, and get the added value by customization in product development or individualistic service. We investigated the Market Segmentation implemented through matching of product and pricing strategy and its properties, and proved similar result resulted from combination of product, pricing and promotion strategy.From: Philip kotler（2004）. Megamarketing.Various Views’ World.Harvard.Business Review.附录二在贯彻全球品牌战略的过程中，各跨国公司经常会在标准化与本土化之间处于模棱两可、进退两难的境地，有时可能陷入脱离东道国市场的盲目标准化的思路，有时又可能实行完全本土化的思路。
罗兰贝格Geberit中国的策略流程再造A解读
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SHA-4309-03690-08-age
Management Summary
A. Market environment A1. Macro business environment in China A2. Market analysis of sanitary system A3. Market analysis of piping system B. Strategy evaluation and Sales & Marketing B1. Strategy evaluation B1.1 Corporate strategy analysis B1.2 Product strategy evaluation B2. Sales & Marketing B2.1 Retail channel GSHA B2.2 Project channel GSHA B2.3 OEM channel GDAI B2.4 Marketing B2.5 Benchmarking: Kohler (China)
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123 124 138 145 146 151 157 164
D1. General options and pre-selection D2. In-depth evaluation D2.1 Equity buyout D2.2 Termination D2.3 Bankruptcy D2.4 Comparison of the alternatives D3. Feasible scenarios
segment will rise from current 20% to 35%
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SHA-4309-03690-08-15a.PPT-x
汉高以中国为中心发展亚太业务
汉高以中国为中心发展亚太业务
无
【期刊名称】《胶粘剂市场资讯》
【年(卷),期】2004(000)003
【摘要】2003年11月23-29日，德国汉高集团2003年董事局会议及亚太区管理会议在上海举行。
这是汉高集团进入中国市场15年以来，首次在中国举行如此高规格的会议，同时也是首次在欧洲以外的地区举行集团董事局会议。
【总页数】1页(P2)
【作者】无
【作者单位】无
【正文语种】中文
【中图分类】F407.7
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罗兰贝格咨询方案(英文版)(ppt 75页)
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3
Opportunities •…
Threats •…
Opportunities
4 Opportunities
•…
•…
Threats
Module und Variations_E 26
Special types of matrix – pros and cons
3
Heading • Details
Heading • Details
Heading • Details
4
Heading • Details
Heading • Details
Heading • Details
Module und Variations_E 8
Lists – vertical (variations)
Module und Variations_E 35
Processes
1
2
3
Module und Variations_E 36
Process/phases
1
1 …
2 …
3 …
4 …
5 …
2
Phase 1 •…
Phase 2 •…
Phase 3 •…
3
Phase 1 •…
Phase 2 •…
Phase 3 •…
1
•…
•…
2
•…
•…
3
•…
•…
Module und Variations_E 27
Special types of matrix – controversy
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%
罗兰贝格品牌战略咨询框架Stratgic Brand Management
Up to 8 independent approvals and executions by different standards
3
The consequence: The overwhelming majority of leading brands have little or no effect
Drift
4
Mass Active brand user base
Source: Roland Berger – German Brand Championship 2002 (TNS Emnid Data, March 2002, n=1.500, Population 14-65 yrs. CATI)
Varta
Siemens
RTL Nivea Tempo Telekom
SAT1 Tesa Uhu
ARD Dritte ZDF
Red giants
Low Black holes Gravity center Low
Best Performer Lift/ Drift Star
Hopefuls
lampeberger
lampebergerLampe Berger: A Revolution in Air Purification and FragranceIntroduction:Lampe Berger is a leading name in the world of air purification and fragrance. With a history that dates back to the 19th century, the brand has established itself as a pioneer in providing innovative and effective solutions for enhancing air quality and creating a pleasant ambiance. This document explores the origins of Lampe Berger, its unique technology, and the benefits it offers to consumers.1. The Origins of Lampe Berger:Lampe Berger was created by Maurice Berger, a French pharmacist, in the late 19th century. Initially, it was developed as a disinfectant to eliminate airborne bacteria in hospital wards. However, Berger soon realized the potential of his invention to not only purify the air but also to impart a pleasant fragrance. This marked the birth of Lampe Berger as a brand and the beginning of its iconic journey.2. The Technology:Lampe Berger utilizes an innovative technology known as the catalytic combustion process. The lamp consists of a wick, a burner, and a glass container filled with a scented liquid. The liquid is a specially formulated fragrance oil mixed with isopropyl alcohol. When the wick is ignited, it produces a catalytic flame that heats the liquid mixture. As the liquid reaches its boiling point, it creates a scented vapor that diffuses into the surrounding air, eliminating odors and bacteria along the way.3. Benefits of Lampe Berger:3.1 Air Purification:One of the primary benefits of using Lampe Berger is its ability to purify the air. The catalytic combustion process destroys up to 99% of airborne bacteria, effectively reducing the risk of respiratory illnesses. This makes it an excellent choice for those with allergies or asthma.3.2 Odor Elimination:Lampe Berger is highly effective in eliminating unpleasant odors, such as cooking smells, pet odors, and tobacco smoke. Unlike traditional air fresheners that simply mask odors, Lampe Berger neutralizes them at the molecular level, leaving behind a fresh and clean scent.3.3 Aesthetically Pleasing:Apart from its functional benefits, Lampe Berger also adds a touch of elegance to any space. With its beautiful designs and a wide range of decorative options, the lamp becomes a stylish addition to any home or office.4. Usage Tips:To get the best results from Lampe Berger, consider the following tips:4.1 Use compatible fragrances: Lampe Berger offers a wide range of fragrance oils. Ensure that the oil you choose is compatible with your lamp and wick for optimal performance.4.2 Follow instructions: It is essential to carefully read and follow the manufacturer's instructions for safe and efficient use of the lamp.4.3 Allow time for diffusion: After lighting the lamp, allow it to burn for a few minutes to heat up the liquid before extinguishing the flame. This ensures that the fragrance diffuses properly.4.4 Regular maintenance: Clean the wick and burner after every use to avoid clogging and ensure the longevity of your lamp.5. Conclusion:Lampe Berger continues to innovate and improve its products, remaining a reputable brand in the air purification and fragrance industry. With its unique technology and numerous benefits, it offers an unparalleled solution to enhance air quality and create a pleasant and inviting atmosphere. Try Lampe Berger today and experience the difference it can make in your living or working space.。
在中国的开发与品牌保护策略部署【外文翻译】
外文翻译原文Development and Deployment of Brand Protection Strategies for ChinaMaterial Source: Marketing Review St. Gallen Author:Timo Sohl Counterfeiting has become an enormous global challenge for brand owners. Companies recognize that solely legal protection measures are not sufficient to handle this problem. A comprehensive protection concept seems to be necessary to secure their future performance especially in the fast growing Asian markets. Based on experiences of Western brand owners in China, this article provides guidance for companies to develop and implement appropriate strategies to fight against Chinese counterfeiters.Global companies increasingly profit from the expanding Chinese market. Especially companies with strong brand names and innovative products achieve significant growth rates. However, these sales are threatened by a serious phenomenon: counterfeiting.According to the Counterfeiting Intelligence Bureau (CIB) of the International Chamber of Commerce (ICC), counterfeiting accounts for 5 – 7 % of world trade, worth an estimated 600 billion USD a year (Counterfeiting Intelligence Bureau 2008). In 2007, European Customs seized more than 79 million counterfeit articles and China remains the main source of brand and product piracy: 58 % of all counterfeits seized at the European border originated in China (European Commission, Taxation and Customs Union 2007).The brand, design, and technology of nearly all successful products are targets of Chinese counterfeiters. Illegal copies of electronic and textile products are most famous among Chinese and Western consumers. MP3-players, mobile phones, watches or handbags are imitated shortly after being launched; and their counterfeit pendants are offered in low cost …fake markets“ around the wor ld. However, counterfeits are not only sold in fake markets. Small Chinese retailers often blend fakes with genuine products to increase their margin. Furthermore, many fakes are such accurate copies that it is not possible to distinguish them from originals(Balfour et al. 2005).The enormous challenge leads to the obvious question: What can brand owners do to protect their brands and products from Chinese counterfeiters?Successful product innovations are major targets of counterfeiters (Balfour et al. 2005). Product innovations off er – at least temporary – competitive advantages to the innovator (Porter 1990; Grant 1999). To protect product innovations from imitation through competitors or counterfeiters, the IP owners can fi le patent applications. Patents protect inventions (new technical problem solutions) or new designs (WIPO Publication No. 895(E), p. 5). However, even properly registered intellectual property rights (IPR) are insufficient to restrain counterfeiters from copying product innovations or violate he IP holder’s rights. Among these, trademark infringement is by far the most common violation that IP holders face. Figures from the European Customs for the year 2007 show that 92 % of products seized were infringing trademark rights, only 5 % patent rights, 2 % copyrights, and 1 % design rights (European Commission, Taxation and Customs Union 2007).Moreover, the brand is regarded as the most important intangible asset (Meff ert et al. 2005, p. 15). A company`s current and future performance depends to a large extent on the reputation of its brand (Dingler 1997, p. 42).Global companies, especially those with strong brands, should develop and deploy an integrated organizational structure focusing on the global protection of the company’s IP a nd integrate brand protection as a core responsibility of their global management team (Firth 2007). Th is approach includes the establishment of a global brand protection team with dedicated assignments and training for the task in major countries aff ected by manufacturing, distribution or cross-border trading of IP infringing products. In most countries, shared headcounts up to 5 % might be suffi cient. For China, however, many companies deploy at least one full headcount for brand protection working in a team with related functions like legal, marketing, sales and general management. In practise, brand protection managers are oft en allocated to legal departments. However, other solutions, like integration into the marketing department, can also be seen. Since counterfeiting has become a global problem, it is crucial that brand owners follow a global approach as well. It is not necessary to reinvent the wheel. Brand protection tools, templates and processes should be developed globally. Th e global brand protection setup should be viewed as a learning organization where best practices and success stories are shared, and internal consultancy is provided.We found that the brand protection management can use five different levers, i.e. the legal, networking, enforcement, business, and technology aspect. Within each lever, a scope of measures can be adopted. To start with, the brand protection management should analyse the efficiency of the brand protection measures which are already in use. Secondly, the benefits of the additional measures should be evaluated. To obtain speed and decision power for implementation, processes and tools/templates should be introduced or reviewed. Since resources are limited, focus products, regions and possible alliances should be considered when developing brand protection strategies. Brand owners using purely legal measures to fight IPR infringement must realize that these legal measures are not sufficient to control counterfeiting. However, in practice, only few interviewed companies utilize comprehensive concepts and rarely exploit internal resources subsumed in the business lever for their brand protection activities in China.Lever 1: Legal MeasuresProper deployment of all possible legal measures is the precondition for preventive protection measures – IPR can only be protected as long as it is properly registered. A full set of IP Laws have been implemented by the Chinese government, including legal provisions for trademarks, invention and design patents, as well as copyrights. Registration and protection of trademarks and patents in relevant jurisdictions is a key element of any IP rights management policy. A proper trademark strategy should be very straightforward, focus on proper registration (covering all important classes), and on aggressive enforcement. IP owners can register their IP at the State Intellectual Property Office of the P.R.C (SIPO). They should register both their brands’ English and Chinese names and logos, and select the product classes in which to file (Firth 2007). Moreover, it is crucial that the IP owner records its trademarks at Customs. Recorded trademarks are added into the official Chinese Customs computer system to be shared with every Customs office in China. Even registered patents can be recorded. China Customs will alert the IP owner or representative in case suspected infringements are found crossing the border (export/ import). The IP owner or representative has to verify the products within three days. In case of IP infringements, China Customs seizes the products and imposes a penalty (Qingfa/Zhang 2007). Since counterfeiting has become a global problem, it is recommended to use this re-active measure in order to downsize the cross-border trading of counterfeit products. In addition, brand owners can apply for well-known trademark status in case the trademark is widely known tothe public and enjoys a high reputation in China. The trademark is protected in all product classes after its recognition as a well-known trademark.Lever 2: Networking MeasuresBuilding coalitions – within the industry or even with competitors – proved to be an effective and powerful move. All companies within the industry face the same problem as soon as their brands are successful. During raid activities at infringe rs’ premises or during market sweeps, many different brands are seized at the same location. Industry or competitor coalitions should be established to take joint actions against traders, manufacturers, logistics networks, wholesalers and retailers of infringing products. The benefits are tremendous: besides major budget savings through cost sharing, higher seizure quantities can be realized, resulting in higher punishment and more attention of Chinese authorities.Lever 3: Enforcement MeasuresIt is a common trend that the manufacturing and supply chain of counterfeiters has become more sophisticated during the last years. For example, production and warehousing is separated in order to make it difficult to seize high amounts of counterfeit products in factories. Labels are usually delivered separately and are applied in a late stage, often shortly before the product is distributed. Companies usually authorize external investigation agencies to carry out investigations and coordinate the enforcement activities with local authorities. criminal enforcement. One of the key elements for successful enforcement activities is training on brand awareness and product verification for investigation companies and Chinese officials, especially of AIC and Customs. Investigation companies should be managed like in-house departments. After the seizure, brand owners must follow up punishment decisions and destruction of counterfeits.Lever 4: Business MeasuresMany brand owners do not actively utilize the business lever measures. However, the usage of internal resources, usually from sales & marketing, human resources, and research & development departments proved to be quite effective. Lever 5: Technological MeasuresPopular product security technologies, like security labels, RFID chips, specialised printing ink, and holograms, shall not be discussed in detail here. The decision for using a standard or more advanced technology depends on the products and the market necessities. Technological measures are reactive, but they suit the objective to gain more transparency through information exchange across the supplychain and towards end-consumers. It has also proven useful to offer a verification hotline in combination with unique number codes to protect end-consumers from counterfeit products.在中国的开发与品牌保护策略部署资料来源:Marketing Review St. Gallen作者：Timo Sohl 对于品牌的拥有者来说，假冒已经成为一种巨大的全球性挑战。
某咨询(英文PPT18页)
Hanson Chen
Rolandberger Strategy Consultants All Right 2001-2003
1
Project background
Consulting process
Internal analysis
External analysis
Restructuring concept and plan
Implementation support
Rolandberger Strategy Consultants All Right 2001-2003
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
• Channel strategy • Sales and marketing process
• Finance process • Production process • Logistics process
Sales and marketing
Operation process
Rolandberger Strategy Consultants All Right 2001-2003
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+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
B. To achieve turnaround, Henkel should adopt an aggressive expansion strategy 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%
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
Achieving leadership in China detergent market – Project proposal –
Henkel (China) Investment Co. Ltd.
,
Roland Berger & Partners – International Management Consultants
• 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 structure of high end (Price：>10RMB/Kg)
Proportion of high end market is 11.9%
OUnilever
9%
P&G
20% 69%
Market stucture of middle end (Price：7~10RMB/Kg)
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:
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%
-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]
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