罗兰贝格-结构咨询报告(英文)
流程咨询报告模板英语
Process Consulting Report TemplateOverviewAs a process consultant, it is important to provide clear and concise reports to clients that address their specific needs. The following template provides a guideline for creating an effective process consulting report.BackgroundBefore beginning the report, it is important to provide some background information on the process being analyzed. This includes the process owner, purpose of the process, and any relevant history or context.Process AnalysisThe next step is to conduct a thorough analysis of the process. This can be done using a variety of tools and techniques, such as process mapping, flowcharts, or value stream analysis. The goal is to identify any inefficiencies, bottlenecks, or areas for improvement.FindingsBased on the analysis, key findings should be presented in a clear and concise manner. It is important to distinguish between objective facts and subjective opinions or recommendations. Specific data points or examples may be used to support the findings.RecommendationsBased on the findings, recommendations for process improvement should be provided. These may include specific changes to the process, such as eliminating unnecessary steps, automating certain tasks, or changing the sequence of steps. It may also be helpful to provide an implementation plan or timeline.ConclusionFinally, the report should conclude with a summary of the findings and recommendations, as well as any potential challenges or risks associated with the proposed changes. It is important to emphasize the potential benefits of implementing the recommended improvements.AppendixAny additional information or data that supports the analysis or recommendations may be included in an appendix. This may include process maps, flowcharts, or other supporting documentation.ReferencesAny sources used in the report should be properly cited using a standard citation format. This may include academic journals, industry reports, or other relevant publications.ConclusionAn effective process consulting report should provide a clear and concise analysis of the process, along with specific recommendations for improvement. By following this template, consultants can ensure that their reports are well-structured and easy to understand.。
罗兰贝格咨询(英文PPT18页)
• Strong sales organization • Strong distributor network • Optimum sales process
12
Project background
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
Consulting process
Project methodologies
Rolandberger Strategy Consultants All Right 2001-2003
13
Internal analysis is to find out the existing opportunities and problems within the client
罗兰·贝格咨询方法及预计结果知识战略报告
【最新资料,Word版，可自由编辑！】罗兰·贝格咨询方法及预计结果第一类：中国企业的典型问题*?对市场环境和竞争格局变化缺乏充分的认识和分析?*?盲目追逐市场热点，企业投资过度多元化?*?缺乏明确的、切合实际的战略目标?*?缺乏持续的企业长远发展规划，变化更替频率(尤其在企业最高层人事变动时)?*?企业的发展战略流于纸面形式，没有切实有效的行动计划和目标分解?罗兰·贝格的解决方法*?对市场和竞争状况作全面分析?*?全面了解和调查竞争对手?*?企业内部优势与劣势分析?*?可信的市场预测?*?对业内同类型优秀企业的比较分析和成功因素分析?*?制定可供选择的发展战略及目标?*?为企业实施发展战略提供支持?可预计的项目结果*?明确企业自身的核心竞争能力所在?*?建立明确的公司愿景和企业战略目标?*?制定相应的发展战略?*?进入或退出某些市场(不同产品或不同地域)，以及进入或退出的具体方案?*?引入新的业务管理模式(如引入电子商务战略，彻底改变业务运作模式)?*?制定战略的实施计划?第二类：中国企业的典型问题*?经营决策盲目性大，普遍缺乏科学的"专家"论证体系?*?公司治理缺少监督和管理控制功能?*?企业最高层领导难以了解下属经营单位的真实业绩?*?组织机构的建设不能快速响应业务发展的需要(部门功能、集分权等)?*?组织内的部门功能界定不明确，导致职责权不对称?*?部门设置臃肿，人员福利庞大，而真正能干的人又不多，管理费用高居不下?*?"人治"多于"法治"，管理靠本能和个人直觉，制度建设滞后"?罗兰·贝格的解决方法?*?组织核心能力的确认?*?公司业务和组织结构之间的关系分析?*?组织功能的重新定义和组织目标确认?*?公司治理结构的重新设计?*?部门设置、职责界定、人员编制和人员岗位职责设计?*?"由上而下"和"自下而上"的管理控制系统"?*?机构人员精减?*?内部管理流程的制定?可预计的项目结果?*?组织核心能力的确认?*?新的公司治理结构和组织目标?*?建立科学的经营决策机制?*?新的组织机构设置和决策体系?*?明确的部门功能职责定义?*?建立严密的管理控制体系?*?内部沟通机制和管理流程的建立?*?人员精干，效率提高，管理成本下降?第三类：中国企业的典型问题*?企业难以吸引和留住人才?*?员工缺乏工作热情，人心涣散?*?收入分配的依据不合理，不是与承担的责任/岗位要求以及工作业绩挂钩? *?缺乏对人才的长期培养机制，员工难以看到事业发展前景?*?人才的选拔、任命、晋升缺乏科学依据，主观因素太大?*?缺乏具有凝聚力的企业文化，崇尚形式主义?罗兰·贝格的解决方法?*?通过调查、访谈分析员工心态，明确人力资源管理中的问题所在?*?制定完善的岗位职责描述?*?建立和健全目标管理体系、业绩评价制度和和工资薪酬体系?*?设计长期激励方案(持股计划、期权激励等)?*?制定企业人才培训方案和职业发展计划?*?重新制定人力资料管理流程(选拔、任命、招聘等)?*?改善企业文化的方案和措施?*?提供高级人才招聘服务?可预计的项目结果?*?员工工作效率和工作热情提高?*?人才流失率下降，企业的凝聚力加强?*?建立一个激励的工作环境，有利于人才的吸引和长期发展?。
[留学生回国找工作] 罗兰贝格 summer面经
![[留学生回国找工作] 罗兰贝格 summer面经](https://img.taocdn.com/s3/m/5c42b448312b3169a451a4a9.png)
[留学生回国找工作] 罗兰贝格summer面经楼主背景：BJ target school 经管专业大三，成绩中间偏上，有咨询PTA、四大、创业等工作经历，大一大二学生活动参加的比较多。
网申：2.25网申结束前一天完成的，3.1收到了邀请面试的邮件，形式是pre-talk，包括behavioral和mini-case两部分，时间15-30分钟。
Pretalk：楼主是3.5下午1点半场次的，和同学一起所以不到1点就到了，打发时间的时候和其他候选人聊了聊，发现大部分都是我T大的…估了一下周六一天总共面试者有100来个吧。
我被HR首先带进了一个办公室，面官直接就让我用中文自我介绍一下，主要说说自己简历里面哪些值得让他继续多问一些的，于是我就着重说了3点。
后来他对我现在实习做proposal这个项目比较感兴趣，就问了一下我research当中发现了哪些不是行业专家不会知道的情况。
感觉简单聊了5、6分钟的样子，面官问我怎么看中国未来几年快递市场的发展，我花了大概半分钟在纸上列了四点，正要开始说的时候他看了一眼纸上的内容，就说不用再说了…后来他告诉我我们是校友…虽然background不错但逻辑呀还是要学习一个，多多mock学会分析的framework。
于是我就被带出了房间，我以为就这么跪了，谁知道还有第二位面官。
第二位面官坐在一个高级一些的办公室里，她问之前是用中文还是英文，我说是中文所以她说那我们来用英文吧。
于是我开始了英文的自我介绍。
正当我有开始背诵的迹象的时候她让我skip过去…直接问我是不是会全心投入到申请consulting上面，我是我非常firm。
然后就进入了market sizing部分，mini-case是要估一下如果北京没有出租车的话，政府应该颁发多少牌照。
虽然以前练过类似的，但自己回答的还不是很顺畅，面官也在方向出现偏差的时候很nice的点出了（btw market sizing部分面官说中英文都可以于是我就用了中文）。
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
清华大学 牛人 面试 经验谈
杜知恒终于克服拖延症把面经写完了来源：杜知恒的日志PART 0 写在前面边吃泡面边给壳牌的人事部老大写了一封长长的email，在表达感谢的同时也拒掉了这个近年来的最早的offer。
其实今年找工作的各种残酷和纠结都差不多在面完Mars之后结束了，但说好的面经却在一拖再拖。
点下邮件发送的那一刻我突然觉得我可能一辈子都不会忘记我此刻的心情。
既然有了冲动，现在就是动笔的最佳时机。
在正式内容开始前我还是必须要声明一句话：本文绝非炫耀贴，我也从来没有觉得自己是怎样了牛人；我只是一个勤勤恳恳想从自己的专业跳出来的清华工科男，希望我的经验和教训能够对大家有用。
首先要自我介绍一下：清华工科小本，从大一开始就希望转行，选修了经双（注：清华自己开的）；大二开始想要走出学校，真正去了解自己想干什么，也正是在这段时间我和几个超级好友创立的清华大学笃行社，做一些活动帮助别人的同时也帮助我开始去发现自己的兴趣所在（打个广告，本文始发于协会自建的求职信息网站，希望大家看到这篇文章的时候都可以去踩一脚注册个会员，算是对我的支持）；然后大二的暑假做了第一份正经的实习，是在一家外汇交易公司打杂，每天在写日报和周报中度过，不算特别有意思但也成为了找到下一份实习的基础；大三开学后找了下一份实习，在一家人力资源咨询公司度过了漫长的三个多月，期间给中国移动、电信都做过校园招聘，也给某大型央企选过全球副总裁，还蛮有意思的一段经历；在接下来去了科尔尼，再后来去了贝恩，都是PTA——不过依旧是我简历上最漂亮的部分，虽然最后没能进这两家公司，但依旧对他们充满了感激。
就这样大三一年就混完了，退了大量的课以至于大四下我得选38学分…哎，悲催！接下来就是刚刚过的这个暑假，因为系里安排了生产实习（工科孩子伤不起啊！），我没有特别用心的找实习，只投了BCG一家，然后被挂掉之后心安理得的去了成飞（我得是有多么没心没肺…）完事之后回到北京没事干的时候Booz主动来邀请我去做PTA，但我给拒绝了（我得是有多二才会说出那句我不想去啊…）然后就漫无目的的做了一份本土不知名PE的实习（后来证明对我找工作没有任何作用），还没准备好就进入了9月，轰轰烈烈的求职季就此拉开帷幕！总体战果：今年总共投了25家企业，包括11家咨询（传统三大+Monitor、ATK、RB、Booz、西门子管理咨询、LEK、韬睿惠悦、尼尔森、普华strategy），八家快消（P&G、U家、Mars、J&J、欧莱雅、百威、卡夫、高露洁），3家能源（Shell、BP、埃森克美孚），还有3家投着玩的（阿克苏诺贝尔、google、戴姆勒）。
罗兰贝格德国汉高公司进入中国市场策略项目建议书(英文版)
P&G
Benckiser
Henkel 3%
9%
13%
75% Others
Resource: AC Nielson retailing audit 1999-2000 -6-
Market structure of low end (Price：<7RMB/Kg)
Achieving leadership in China detergent market – Project proposal –
Henkel (China) Investment Co. Ltd.
,
Roland Berger & Partners – International Management Corease in earlier 1990th, annual growth of China detergent market has slowed down in these years
National market volume of laundry detergent [in Mio. tons]
Gross profitability of Whitecat regular powder
11%
1998年
3% 1999年
-5-
Nirma\interim-rpt
After having established prominent position in high end market, P&G and Unilever begin to penetrate middle and low end market
战略管理-罗兰贝格品牌战略咨询框架Stratgic Brand Management
on the market, growth, market share, price, margins, and earnings – and thus on market capitalization and corporate value
Source: Roland Berger
2
Brands are developed "by coincidence" – the strategic brand management process is fragmented
Brand Strategy
Action Approval Follow
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up ?
Product Assortment
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FF NN TT
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GJ-003-罗兰贝格咨询工具(177页)
客户企 标
客户名 客户所在地 日期
此报告仅供客户内部使用。未经蓝程咨询公司的书面许可，其它任何机构或个人不得擅自传阅、引用或复制。 本文只提供演示文稿纲要，需辅助以口头讲解和叙述。
使用指引
本工具文档包含了最常用的一些图表以帮助我们更为方便快捷地制作PowerPoint 文件 在应用这些图表之前，你需要首先在你所做的文档里应用蓝程的PPT模版，那么 所有蓝程的报告文档可以统一模式 如果你需要在你的演示中应用某图表，只需复制该图表在你的文档中，然后修改 。一般有两种复制方法: 在普通视图下，按 Ctrl-A选择所有对象，复制，然后切换到新文档中粘贴 在幻灯片浏览视图下，选择你要复制的幻灯片单页，然后复制、粘贴到新的 文档里，当然也是在浏览模式下
行间距也是预设的，不要按两次回车以增加行间距
记住，复制是最有效而准确的方式将一个对象的格式应用到另一个上。所以如果 你要插入一个新的对象如文本框，并且对格式不那么确定，请从工具文档中复制
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标题和正文在模版中已经预设，所以你只需要应用即可。应用时选择菜单中格式 中的幻灯片版式。你即可选择你需要的版式，再填入文字 按增加缩进量，文字缩进一级后字体大小和粗细或项目符号会自动改变
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[留学生找工作] 罗兰贝格 Pre-talk 面经攒人品
![[留学生找工作] 罗兰贝格 Pre-talk 面经攒人品](https://img.taocdn.com/s3/m/1e7fb4ffb8f67c1cfad6b8a9.png)
[留学生找工作] 罗兰贝格Pre-talk 面经攒人品今天下午，在纠结和不安和恐惧中去了RB进行pre-talk面试。
第一轮是一个斜分头很飘逸的gg，刚开始还是惯常英文自我介绍，因为今天一天都精神不佳，感觉说的流畅但缺乏passion。
然后我最害怕的事情发生了，又是质疑我实习都在ib但是却来consulting的原因，我回答了理由，但是对方明显不太take，问了我对于RB了解多少，我向圣母玛利亚发誓我之前是做了准备的，但是由于紧张和英文表达，很多点都忘记了，很诚实地印象是当时听宣讲的时候RB的师兄说RB比Bain等咨询公司重视人才的培养，并且能够给到你足够的opportunity去做各种阶段的工作和成长，就说了这一点。
然后他让我说十个咨询公司的名字，我只想起五个（后来出门以后又想起了三四个，sigh），于是他又问了些关于自己喜欢的课程之类的无关痛痒的问题，转向了中文的case。
是讲某企业进入市场策略的，很人性化的是他问了我的家乡，然后说你就想象这公司会进入你家乡的市场，你来说吧。
我表示我答得还是很有逻辑的，3C和4P为框架，根据我家乡的具体情况讲了很多。
最后他让我用一个词来描述总策略，我说是差异化，然后讲了几条原因，感觉case已然尽力。
然后这个gg，做了一个让我非常冷汗淋漓的总结，他说，从你的cv来看你是喜欢ib 的，又为此付出了时间和努力，人应该做自己喜欢的事情blablabla，总结起来就是我是一个完全不懂咨询跑来凑热闹的家伙……然后最后说了一句，“你明白我什么意思么”，我顶着一头汗珠说，“哦，明白了。
”然后我以为面试就这么完了，收拾大衣准备走，他却把我带到另一个区域让我等待下一轮……所以这算什么嘛摔！楼主小鹿乱撞地在waiting room里等下一轮，其间俩貌似P大的同学（其中一个貌似在RB实习过灰常自来熟灰常地头蛇状）在聊天，我灰溜溜的在一边玩手机。
然后被HR叫到带到了另一间房间进行mini case。
罗兰贝格咨询-ppt图库
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结构分析报告英文翻译
结构分析报告英文翻译Structural Analysis Report1. Introduction:The purpose of this report is to provide a detailed analysis of the structure of the building located at [address]. The report will cover various aspects of the structure, including the foundation, load-bearing elements, and overall stability.2. Foundation:The building sits on a reinforced concrete raft foundation. This type of foundation provides a stable base for the structure and distributes the load evenly across the ground. A visual inspection revealed that the foundation is in good condition with no visible signs of cracking or settling.3. Load-Bearing Elements:The main load-bearing elements of the building consist of reinforced concrete columns and beams. These elements provide support and stability to the structure. A detailed analysis of the columns and beams was conducted using structural design software, and they were found to be capable of withstanding the expected loads.4. Stability:The overall stability of the building was assessed by analyzing thelateral stability system, including the bracing and shear walls. The analysis revealed that the building has adequate lateral resistance to withstand wind and seismic loads. Additionally, the structural design incorporates measures to prevent excessive deflections and ensure occupant safety.5. Conclusion:Based on the analysis conducted, it can be concluded that the structure of the building is in sound condition and provides sufficient support and stability. No major structural deficiencies or issues were identified during the assessment. However, regular inspections and maintenance should be carried out to ensure the continued safety and functionality of the structure.In conclusion, this report provides a comprehensive analysis of the structure of the building, covering the foundation, load-bearing elements, and overall stability. The structure is deemed to be in good condition, but ongoing maintenance is recommended.。
罗兰贝格咨询PPT模板
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17
Consequences 4
13 point text • Level 1 – Level 2 - Level 3
罗兰贝格：德国队美国公司吸引力(英文版)
AmCham Germany TRANSATLANTIC Business Barometer 2018How companies rate Germany and the USas an investment locationHow Germancompanies view the US as an investment location in 2018POSITIVE EXPECTATIONS FOR 20181How will your revenue, number of employees and investments develop in 2018? [%]The US in early 2018. German companies in the US are on a growth trajectory. After positive development in 2017, a significant number of companies expect growth in revenue, and the majority also an- ticipates an increase in the number of employees and investments. Two thirds of these companies rate the US favorably. Compared with US companies in Germany, significantly more German companies in the US criticize the reliability of politics in their foreign subsidiary's investment location.Revenue Employees Investments A GOOD BUSINESS YEAR 20172How did the year 2017 turn out for your company? [%]How German companies view the US as an investment location in 2018Revenue 533512Employees39556Investment 46477GERMAN COMPANIES ARE INVESTING MORE IN THE US MARKET3Will you expand, maintain or reduce your activities in the US over the next three to four years?How German companies view the USas an investment location in 20185%plan on reducing their activities25%plan on maintain-ing their present activities70%plan on expanding their activitiesTHE US: AN ATTRACTIVE INVESTMENT LOCATION4How would you rate the current location conditions in the US?How German companies view the US as an investment location in 2018How German companies view the US as an investment location in 2018How will the location conditions in the US develop over the next three to four years?67%Very good or good46%Conditions will improve5%Less good or bad21%Conditions will worsen28%Neutral33%Conditions will stay the sameHIGH INCENTIVES, BUTCHALLENGING POLITICAL SITUATION5How would you rate the following location conditions? [%]212851Overall reliability of politics414910Economic and industrial policy 383626Predictability ofinvestment conditions 463915Energy costs 315118Labor costs464113Quality ofsupplier networks 463123Quality of infrastructure (transportation, energy, etc.)54415R&D regulatory environment6131Quality of digital infrastructure 86926Startup environment and entrepreneurship 57126Corporate taxation 351Quality of R&D 5443950Quality of employees 118413Potential as a sales market 3Increase Consistent DecreaseVery good/goodNeutralLess good/badIncrease Consistent Decrease"The US remains a key market for SAP given continued strong, dynamic growth, especially in thespectrum of innovative cloud solutions for digital transformation."HARTMUT THOMSENChief Operating Officer & Head of Cloud for Middle & Eastern Europe, SAPUS COMPANIES EXPECT A PROMISING YEAR 20181How will your revenue, number of employees and investments develop in 2018? [%]How US companies view Germany as aninvestment location in 2018Germany in early 2018. American companies in Germany are optimistic about the future. After a very successful business year in 2017, the majority of surveyed companies anticipate a further increase in revenue, employees and investments. Location conditions are also rated positively by the overwhelming majority of US companies. Exceptions are the high labor and energy costs as well as the inadequate framework conditions for the digital economy and startups.Revenue Employees Investments Increase Consistent Decrease A STRONG BUSINESS YEAR 20172How did the year 2017 turn out for your company? [%]How US companies view Germany as an investment location in 2018OPTIMISM AT A HIGH LEVELPercentage of companies that experienced an increase in revenue, investments and number of employees for the respective year (2007-2017) or anticipate this in 2018.90%75%60% 45%30%15%0%54%82%58%200720082009201320152012201020112014201620182017RevenueEmployeesInvestmentsRevenue 771310Employees 331651Investments58393US COMPANIES PLAN ONEXPANDING THEIR ACTIVITIES3Will you expand, maintain or reduce your activities in Germany over the next three to four years?How US companies view Germany asan investment location in 20183%plan on reducing their activities 2017: 3%36%plan on maintain-ing their present activities2017: 42%61%plan on expanding their activities 2017: 55%GERMANY: A TOP LOCATION WITH HIGH STABILITY4How would you rate the current location conditions in Germany?How US companies view Germany as an investment location in 2018How will location conditions in Germany develop over the next three to four years?91%Very good or good 2017: 75%28%Conditions will improve 2017: 9%17%Conditions will worsen 2017: 24%9%Neutral 2017: 25%55%Conditions will stay the same 2017: 67%5839Labor costs3How would you rate the following location conditions? [%]GREAT QUALITY, BUT HIGH COSTS5How US companies view Germany as an investment location in 2018443125Overall reliability of politics 602020Predictability ofinvestment conditions 6733Quality ofsupplier networks7723Quality of R&D928Potential as a sales market6331Corporate taxation 64346R&D regulatory environment 118111Quality of infrastructure (transportation, energy, etc.)82847Quality of digital infrastructure 253658Energy costs64132Startup environment and entrepreneurship273535Economic and industrial policy 3094Quality of employees 33Very good/goodNeutralLess good/badIncreaseConsistentDecrease。
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The general methodology is to
filter options with killer criteria
and hard criteria to screen out
restructuringPoteantialtl oeptironns atives
Procedure
Pre-selection
SHA-4309-03690-0815d.PPT-x
• Dinova • BOSCH Thermo Technik • Linde forklifter
• Whirlpool’s refrigerator JV in Beijing
• Peugeot Guangzhou • Liebherr • Siemens
investment projects
Charact
structure
– Buyout
– Sell out equity
-eristic
– Termination
– Bankruptcy
– Freezing (walk away)
Exampl es
• Bosch Siemens • Siemens • Bayer • Henkel • ABB
Turnaround
full control the board of directors
II. Equity structure
No
YesΒιβλιοθήκη YesYes• Geberit gains full control
restructuring
- Equity buyout
III. Withdrawal
(1) Sell out equity
Killer criteria
• Solve key problems • Secure future success
In-depth evaluation
General • Cost • Time • Risk
Hard criteria
Integration (GSHA-GDAI) • Sales & marketing • Management • Others
killer criteria Chinese
Partner in?
Killer criteria Solve key Secure future
Pass?
problems
success
Remarks
I.
Yes No
No
No
• It’s very hard to implement future integration and consolidation without
long-term development • Performance improvement
• Performance improvement
• Withdrawal from existing
without changing the equity
with equity structure change
罗兰贝格-结构咨询报告(英文)
D1.
General options and pre-selection
SHA-4309-03690-08-15d.PPT-x
-2-
In China, as far as foreign investment enterprise is concerned, there exist three main restructuring categories
(4) Freezing
Yes
No
No
No
• Freezing will ruin Geberit’s relation
with local government, thus causing
potential hurdle for future presence
and trouble to GDAI
Yes
No
No
No
• It’s almost impossible to find a buyer
(2) Termination
No
Yes
Yes
Yes
• It opens the way for a new start
(3) Bankruptcy
No
Yes
Yes
Yes
• It opens the way for a new start
SHA-4309-03690-0815d.PPT-x
Back -up
Buyout
Definition of some options
• To buyout the equity ownership from Chinese partner, thus turning the JV into a wholly foreign owned enterprise (WFOE)
Turnaround of JV
Restructuring of investment
projects in China
Equity structure restructuring
SHA-4309-03690-0815d.PPT-x
Withdrawal
On the basis of favorable
results of market and
competitive analysis, option
category I and II are most
commonly used for companies’ Option 1: TurnaroEuqnuditoyfsJtVruOcptutiorenr2e:structurinOgption 3: Withdrawal
Conclusion
SHA-4309-03690-0815d.PPT-x
Restructuring alternatives Implementation
At pre-selection stage,
turnaround, sell out equity and
freezing can be eliminated with Pre-selection
Terminat ion
• To cease operation and liquidate the JV
Bankrup tcy
• To file bankruptcy and liquidate the JV. If the creditor is JV’s foreign parent company, to file bankruptcy by creditor is theoretically possible but practically infeasible in China