罗兰贝格咨询(英文)
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罗兰贝格咨询-ppt图库
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罗兰贝格--咨询工具
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使用指引
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Circulation (5 factors)
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罗兰贝格的咨询工具
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Roland Berger – S"tHraetaedgey
Consulrtaanntds
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目录 页码
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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
战略项目的结果组成
整个企业的愿景是什么
整个企业的战略目标是什么
如是企业集团;则应制定集团战略;明确各业务在集团中的 定位
集团内部各业务板块的业务战略是怎样的
战略实现途径是怎样的
根据需要;提供未来几年的业务计划
Notes
Source:
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确定方法
站
r to be
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Roland Berger – S"tHraetaedgey
Consulrtaanntds
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研究咨询必备——罗兰贝格PPT图库精品文档
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Schedule
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罗兰贝格咨询德国汉高公司进入市场策略项目建议书
Proportion of low end market is 56.3%
Unilever
Henkel
6 . 0 %5 . 6 %
88.4%
Others
Nirma\interim-rpt
Market share of international players’brands in different segment
P&G P&G Henkel Henkel Benckiser
Brand
Fangcao Yunquan Sunlight Seagull Tiantian Guilin
Share Company
2.5% Unilever 0.8% Unilever 0.2% Unilever 2.9% Henkel 1.5% Henkel 1.2% Henkel
Market structure of high end (Price：>10RMB/Kg)
Market stucture of middle end (Price：7~10RMB/Kg)
Back-up
Market structure of low end (Price：<7RMB/Kg)
Brand Share
• Competition is in choas in Shandong, and distribution network is not well regulated with lots of small distributors/wholesalers competing with each other, so it is easy for Dosia to penetrate the market and cultivate its qualified disbition channel
Unilever
Henkel
6 . 0 %5 . 6 %
88.4%
Others
Nirma\interim-rpt
Market share of international players’brands in different segment
P&G P&G Henkel Henkel Benckiser
Brand
Fangcao Yunquan Sunlight Seagull Tiantian Guilin
Share Company
2.5% Unilever 0.8% Unilever 0.2% Unilever 2.9% Henkel 1.5% Henkel 1.2% Henkel
Market structure of high end (Price：>10RMB/Kg)
Market stucture of middle end (Price：7~10RMB/Kg)
Back-up
Market structure of low end (Price：<7RMB/Kg)
Brand Share
• Competition is in choas in Shandong, and distribution network is not well regulated with lots of small distributors/wholesalers competing with each other, so it is easy for Dosia to penetrate the market and cultivate its qualified disbition channel
罗兰贝格咨询(ppt 18页)(英文)
Rolandberger Strategy Consultants All Right 2001-2003
2
The client is a leading European sanitary manufacturer
Client’s operation in China
• Entered China market in 1996 • Had two independent operation
units, one wholly owned company in Ningbo, one JV in Shanghai • Employed 10 foreigner and more than 300 Chinese • Provided sanitary products and piping products • Sold through different channels nation-wide
4
The client was satisfied with the project delivery
3-month project
Steering committee
Client
Roland Berger
Project manager
Client
Roland Berger
Project team
• Channel strategy • Sales and marketing process
• Finance process • Production process • Logistics process
Sales and marketing
Operation process
Rolandberger Strategy Consultants All Right 2001-2003
罗兰贝格咨询-咨询工具箱
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Module und Variations_E 9
Schedule
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Month 2
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6 factors (variation)
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D. Matrix – Factors, comparisons
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Heading • Details
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Lists – vertical (variations)
Industry competence
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罗兰贝格管理咨询公司
罗兰贝格管理咨询公司创始人、全球监事会荣誉主席罗兰-贝格教授罗兰·贝格教授 Prof. Dr. h.c. Roland Berger罗兰贝格管理咨询公司创始人、全球监事会荣誉主席罗兰•贝格:“一个天生的创业者、一个天才的管理咨询专家” —欧洲某知名商业周刊如此定义他:从20岁还是个大学生时在慕尼黑战后人口激增而建立的一个现代居民区创办的洗衣店、到1961年冬天以“降低成本至最低”为准则而建立的打折酒商店、直到1967年在偶然进入一家国际顶级咨询公司并在短短五年内成为全球合伙人后创办以他名字命名的咨询公司--罗兰•贝格对创新和卓越的追求从未停止过。
“是的,他做到了。
”这是德国前总统赫斯特•科勒对罗兰•贝格的评价。
无论是作为创业者、还是管理咨询专家、或者是政府事务顾问、社会慈善家,罗兰•贝格对自己每一个角色都投入了全身心的激情、智慧与能量。
罗兰•贝格先生1937年出生于德国柏林,幼时的他目睹了父亲在希特勒统治时期受到的不公正待遇,因此也塑造了他后来坚韧而乐观的个人性格和职业特征。
大学时代,罗兰•贝格先生在学习经济和工商管理的过程中尝试了白手起家的创业经历,并从中获得了满意的商业回报。
但是,他并未就此满足,因为他一直试图寻找一个可以作为“一生”的职业。
一个偶然的机会,他被介绍到一家国际知名的咨询公司担任咨询顾问,并在短短的五年内晋升为全球合伙人。
天生的创业精神促使他放弃了已经建立的稳定工作和生活环境,1967年,在欧洲经济还处在动荡时,他创立了的以自我名字命名的咨询公司。
如今,罗兰贝格公司已经从当年的一个创始人发展到了目前在全球25个国家拥有36个办公室,员工人数超过了两千人。
罗兰•贝格先生不仅仅创立了一家欧洲最早的咨询公司,更是因为他,咨询这个行业逐渐为德国广泛接受。
可以说,在欧洲罗兰•贝格的名字就是这个行业的代名词。
从创建公司至今的四十多年历史中,罗兰•贝格先生和他的公司经历了多次的经济起伏和政治环境的变化:如德国的统一、互联网行业的泡沫、“9.11”事件、以及近几年全球最严重的经济危机等,而他总是能带领公司在低迷的市场环境中把握时机、需求机会并实现稳定持续的发展,这也是得益于他对政治及经济环境的了解和参与。
罗兰贝格咨询报告
福建移动通信有限责任公司营销战略规划–项目建议书–中国北京2002年2月目录页数A.罗兰•贝格战略咨询公司简介03B.罗兰•贝格战略咨询公司的价值取向15C.项目理解与思考23D.项目安排39E.项目组织和时间安排49F.罗兰•贝格战略咨询公司的项目介绍52 This document was created for the exclusive use of our clients. It is not complete unless supported by the underlying detailed analyses and oral presentation. It must not be passed on to third parties except with the explicit prior consent of Roland Berger Strategy Consultants.A.罗兰•贝格公司简介Roland BergerStrategy Consultants罗兰•贝格公司简介•罗兰•贝格是一家领先的全球性高级管理咨询服务公司。
2001年的咨询费收入逾5.1亿欧元，在世界各地22个国家拥有32个办事处和1100多名专业咨询顾问。
它以欧洲为始创地，形成了强有力的欧洲、美洲、亚洲三位一体结构，活跃在国际商业舞台上，并已成为源于欧洲的最大管理咨询公司。
•罗兰•贝格以增强客户长期竞争优势、提高其创利能力、辅助客户成长壮大为宗旨。
通过发展新战略、新结构、新系统，企业再造和制定针对客户整体、部分以及不同层次功能的方案来达到服务目的。
罗兰•贝格的客户包括跨国公司，各个领域国营和私营的大中型制造、服务以及销售公司。
在企业整体评估，东西方国营企业民营化以及有关市场调研和高级人才网罗的一系列管理咨询服务方面，罗兰•贝格能为客户提供丰富的经验。
•罗兰•贝格的长处体现在为个人与公司提供特殊咨询方案、建议以及具体实施办法。
世界咨询公司排名(前50名)
44StrategicDecisionsGroup?3.944??50PaloAlto,CA
45OC&CStrategyConsultants??????????3.890??46NewYork,NY/London
46HuronConsultingGroup??????????????????3.880??NRChicago,IL
27Capgemini凯捷咨询公司4.64630NewYork,NY/Paris
28ZSAssociatesZS咨询公司4.64424Evanston,IL
29LECG4.62635Emeryville,CA
30ArthurD.Little理特咨询公司4.57532Boston,MA
31NavigantConsulting,Inc.4.51345Chicago,IL
12MarakonAssociates5.49110NewYork,NY
13IBMGlobalBusinessServicesIBM咨询公司5.38813Armonk,NY
14A.T.Kearney科尔尼咨询公司5.28614Chicago,IL
15Accenture埃森哲咨询公司5.26620NewYork,NY
19KatzenbachPartnersLLC卡岑巴赫咨询公司5.04918NewYork,NY
20TowersPerrin韬睿咨询公司5.02919Stamford,CT
21WatsonWyattWorldwide华信惠悦咨询公司4.97825Arlington,VA
22NERAEconomicConsulting美国国家经济研究协会经济咨询公司4.94723WhitePlains,NY
16Gartner,Inc.高德纳咨询公司5.25617Stamford,CT
45OC&CStrategyConsultants??????????3.890??46NewYork,NY/London
46HuronConsultingGroup??????????????????3.880??NRChicago,IL
27Capgemini凯捷咨询公司4.64630NewYork,NY/Paris
28ZSAssociatesZS咨询公司4.64424Evanston,IL
29LECG4.62635Emeryville,CA
30ArthurD.Little理特咨询公司4.57532Boston,MA
31NavigantConsulting,Inc.4.51345Chicago,IL
12MarakonAssociates5.49110NewYork,NY
13IBMGlobalBusinessServicesIBM咨询公司5.38813Armonk,NY
14A.T.Kearney科尔尼咨询公司5.28614Chicago,IL
15Accenture埃森哲咨询公司5.26620NewYork,NY
19KatzenbachPartnersLLC卡岑巴赫咨询公司5.04918NewYork,NY
20TowersPerrin韬睿咨询公司5.02919Stamford,CT
21WatsonWyattWorldwide华信惠悦咨询公司4.97825Arlington,VA
22NERAEconomicConsulting美国国家经济研究协会经济咨询公司4.94723WhitePlains,NY
16Gartner,Inc.高德纳咨询公司5.25617Stamford,CT
罗兰贝格咨询(英文PPT 18页)
• Leverage synergy • Optimize
organization structure and process
Final recommendation
Rolandberger Strategy Consultants All Right 2001-2003
10
Restrucutring strategy was formulated after an extensive analysis internally and externally
3
The client is a leading European sanitary manufacturer
Client’s operation in China
• Entered China market in 1996 • Had two independent operation
units, one wholly owned company in Ningbo, one JV in Shanghai • Employed 10 foreigner and more than 300 Chinese • Provided sanitary products and piping products • Sold through different channels nation-wide
Project schedule
Internal analysis
• Strategy • Organization • Process
• Market • Competition • Trend
External analysis
Strategy formulation
• Strategic focus on core products and core markets
organization structure and process
Final recommendation
Rolandberger Strategy Consultants All Right 2001-2003
10
Restrucutring strategy was formulated after an extensive analysis internally and externally
3
The client is a leading European sanitary manufacturer
Client’s operation in China
• Entered China market in 1996 • Had two independent operation
units, one wholly owned company in Ningbo, one JV in Shanghai • Employed 10 foreigner and more than 300 Chinese • Provided sanitary products and piping products • Sold through different channels nation-wide
Project schedule
Internal analysis
• Strategy • Organization • Process
• Market • Competition • Trend
External analysis
Strategy formulation
• Strategic focus on core products and core markets
罗兰贝格国际管理咨询公司工作方法简介
2
市场定位
3
1. 罗兰?贝格国际管理咨询公司 – 使命描述
> 市场领先的、受尊敬的、提供专业咨询服务的全球战略咨询公司 > 我们致力于帮助客户获得可持续的竞争优势，进而获得持续的增
长、回报和股东价值
>
我们通过独特的竞争力和创新性实现差异化
>
我们仍然是一家中立的专业咨询公司
>
我们为业界精英提供开放的、宽松的工作环境
疗
医
务
和
服
药械 共
医器 公
业 事 通用 交公
公司战略
公司金融
IT/ 电子商务 营销/ 销售
Consultant teams
Consultant teams
Consultant teams
Consultant teams
Consultant teams
Consultant teams
Consultant teams
Consultant teams
营运战略
公司管理 公司重组
Consultant teams
Consultant teams
Consultant teams
Consultant teams
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2. 我们是一家市场领先的战略管理咨 询公司
在22个国家有31个分公司 超过1500名员工 4亿美元的销售额
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3. 许多全球领先的企业是我们的客户
客户举例
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4. 我们是唯一一家源自欧洲的战略咨 询公司
罗兰?贝格2000年的市场地位
全球
咨询公司
市场 份额
McKinsey & Co.
23%
A.T. Kearney
市场定位
3
1. 罗兰?贝格国际管理咨询公司 – 使命描述
> 市场领先的、受尊敬的、提供专业咨询服务的全球战略咨询公司 > 我们致力于帮助客户获得可持续的竞争优势，进而获得持续的增
长、回报和股东价值
>
我们通过独特的竞争力和创新性实现差异化
>
我们仍然是一家中立的专业咨询公司
>
我们为业界精英提供开放的、宽松的工作环境
疗
医
务
和
服
药械 共
医器 公
业 事 通用 交公
公司战略
公司金融
IT/ 电子商务 营销/ 销售
Consultant teams
Consultant teams
Consultant teams
Consultant teams
Consultant teams
Consultant teams
Consultant teams
Consultant teams
营运战略
公司管理 公司重组
Consultant teams
Consultant teams
Consultant teams
Consultant teams
14
4
2. 我们是一家市场领先的战略管理咨 询公司
在22个国家有31个分公司 超过1500名员工 4亿美元的销售额
5
3. 许多全球领先的企业是我们的客户
客户举例
6
4. 我们是唯一一家源自欧洲的战略咨 询公司
罗兰?贝格2000年的市场地位
全球
咨询公司
市场 份额
McKinsey & Co.
23%
A.T. Kearney
罗兰贝格咨询公司工作方法介绍共18页文档
3%
Mercer Managem. Cons. 2%
Others
37%
欧洲
咨询公司
市场 份额
McKinsey & Co.
20%
A.T. Kearney
9%
Roland Berger
8%
Boston Consulting Group 8%
Arthur D. Little
7%
Bain & Co.
6%
Booz-Allen & Hamilton
汽车 化工和石油 消费品和零 售 工程产品和 高科技 金融服务 信息 医药和医疗 器械 公共服务 交通 公用事业
行业 CC
功能 CC 公司战略
公司金融 IT/ 电子商务 营销/ 销售 营运战略
公司管理
公司重组
Consultant teams
Consultant teams
Consultant teams
罗兰•贝格国际管理咨询公司 Roland Berger – Strategy Consultants 工作方法简介
1
市场定位
2
1. 罗兰•贝格国际管理咨询公司 – 使命描述
> 市场领先的、受尊敬的、提供专业咨询服务的全球战略咨询公司 > 我们致力于帮助客户获得可持续的竞争优势，进而获得持续的增
长、回报和股东价值
docin/sanshengshiyuan doc88/sanshenglu
>
我们通过独特的竞争力和创新性实现差异化
>
我们仍然是一家中立的专业咨询公司
>
我们为业界精英提供开放的、宽松的工作环境
3
2. 我们是一家市场领先的战略管理咨 询公司
罗兰贝格-结构咨询报告共35页PPT资料
• To buyout the equity ownership from Chinese partner, thus turning the JV into a wholly foreign owned enterprise (WFOE)
Killer criteria
Solve key problems
Secure future success
No
No
II. Equity structure
No
Yes
Yes
restructuring
- Equity buyout
III. Withdrawal
(1) Sell out equity
Yes
Examples
• Bosch Siemens • Siemens • Bayer • Henkel • ABB
• Dinova • BOSCH Thermo Technik • Linde forklifter
• Whirlpool’s refrigerator JV in Beijing
• Peugeot Guangzhou • Liebherr • Siemens
No
No
(2) Termination
No
Yes
s
(3) Bankruptcy
No
Yes
Yes
(4) Freezing
Yes
No
No
Pass? No
Yes
No Yes Yes No
Remarks
• It’s very hard to implement future integration and consolidation without full control the board of directors
Killer criteria
Solve key problems
Secure future success
No
No
II. Equity structure
No
Yes
Yes
restructuring
- Equity buyout
III. Withdrawal
(1) Sell out equity
Yes
Examples
• Bosch Siemens • Siemens • Bayer • Henkel • ABB
• Dinova • BOSCH Thermo Technik • Linde forklifter
• Whirlpool’s refrigerator JV in Beijing
• Peugeot Guangzhou • Liebherr • Siemens
No
No
(2) Termination
No
Yes
s
(3) Bankruptcy
No
Yes
Yes
(4) Freezing
Yes
No
No
Pass? No
Yes
No Yes Yes No
Remarks
• It’s very hard to implement future integration and consolidation without full control the board of directors
罗兰贝格品牌战略咨询框架Stratgic Brand Management
advertising messages and information. As a consequence of this information overkill, a brand has become the abbreviation of all its positive and negative rational and emoti onal associations – brands increasingly give people orientation and identity in a "crazy" world
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
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
罗兰贝格美国旅游行业咨询策划全案(英文版)
Travel and Tourism - 2003
America’s 3rd Largest Retail Sales Industry – $555 billion total expenditures – $95 billion in tax revenue for federal, state and local governments
% Change 2003/2000
-14% -16 -37 -34 -37 -53 -72
Source: Office of Travel and Tourism Industries
Recovery to 2000 Expected 2007 2006 Beyond 2007 Beyond 2007 Beyond 2007 Beyond 2007 Beyond 2007
Airline Turbulence
Domestic air travel up 5% over 2003, but still 10% below 2000. International is up 14% over 2003, but better yet, up 5% over 2000. Exchange rates make U.S. even more of a bargain US Air, United and ATA in bankruptcy Airline losses $8 billion in 2004; $23 billion between 2001 - 2003
Travel Policies – Air Business Travelers 2004 and 2002
Percent of Air Business Travelers
罗兰贝格咨询解读
Project manager
Client Roland Berger
• Downsizing and management localization
• Market repositioning as a technology provider
Project team
Client Roland Berger
Corporate strategy • Market positioning • Product strategy • JV partnership handling
Organization • Corporate structure • Organization capability
Restructuring strategy
Project methodologies
Rolandberger Strategy Consultants All Right 2001-2003
2
Project background
Consulting process
Project methodologies
Rolandberger Strategy Consultants All Right 2001-2003
A restructuring project – case presentation
How consulting works
Roland berger Strateg y Consul tants All Right 20012003
Hanson Chen
1
Project background
Consulting process
Rolandberger Strategy Consultants All Right 2001-2003
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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
Corporate strategy
Organization
• Market positioning • Product strategy • JV partnership
handling
• Corporate structure • Organization cRestrucutring strategy was formulated after an extensive analyPsroijesctisnchteedrunleally and externally
• Entered China market in 1996 • Had two independent operation
units, one wholly owned company in Ningbo, one JV in Shanghai • Employed 10 foreigner and more than 300 Chinese • Provided sanitary products and piping products • Sold through different channels nation-wide
Rolandberger Strategy Consultants All Right 20012003
Disappointing business results
• Sluggish sales • High operation cost • Increasing loss
The project is to develop China market business restructuring strategy
Project methodologies
Rolandberger Strategy Consultants All Right 20012003
The client is a leading European sanitary manufacturer
Client’s operation in China
Project team
Client
Roland Berger
… …
Rolandberger Strategy Consultants All Right 20012003
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 background
Consulting process
Project methodologies
Rolandberger Strategy Consultants All Right 20012003
Consulting process overview
Project acquisition
• Channel strategy • Sales and marketing process
• Finance process • Production process • Logistics process
Sales and marketing Rolandberger Strategy Consultants All Right 20012003
• Project content • Project methodology • Project organization • Project schedule • Project fee and
payment terms • Reference of
experience
Client selected consulting firms
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
Corporate strategy
Organization
• Market positioning • Product strategy • JV partnership
handling
• Corporate structure • Organization cRestrucutring strategy was formulated after an extensive analyPsroijesctisnchteedrunleally and externally
• Entered China market in 1996 • Had two independent operation
units, one wholly owned company in Ningbo, one JV in Shanghai • Employed 10 foreigner and more than 300 Chinese • Provided sanitary products and piping products • Sold through different channels nation-wide
Rolandberger Strategy Consultants All Right 20012003
Disappointing business results
• Sluggish sales • High operation cost • Increasing loss
The project is to develop China market business restructuring strategy
Project methodologies
Rolandberger Strategy Consultants All Right 20012003
The client is a leading European sanitary manufacturer
Client’s operation in China
Project team
Client
Roland Berger
… …
Rolandberger Strategy Consultants All Right 20012003
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 background
Consulting process
Project methodologies
Rolandberger Strategy Consultants All Right 20012003
Consulting process overview
Project acquisition
• Channel strategy • Sales and marketing process
• Finance process • Production process • Logistics process
Sales and marketing Rolandberger Strategy Consultants All Right 20012003
• Project content • Project methodology • Project organization • Project schedule • Project fee and
payment terms • Reference of
experience
Client selected consulting firms