笔意资迅策划类(ppt 119页).pptx

n nSolution to problem 3Solution to problem 1Solution to problem 2Solution to problem 4China is a market of great potential for GeberitChina is a market of great potential for GeberitFavorable macro-economic environmentRB&P expects a sales revenue of more than 150 million for Geberit China by year 20051):Economist Intelligence UnitDriven by continued strong fixed investment growth,the real annual GDP growth will be maintained at above 7%Product concept&standardBrand new product concept New industry standards and regulations are coming out to replace or modify the old onesBusiness opportunities for concealed cistern will be generated because of fat-growing medium to high end sanitary marketFirst mover advantagePromising market for concealed cisternEncouraging market potential for piping productsConstruction industry will undergo a strong annual growth rate of 8%,which presents potential for Geberits piping productsAs a short-term cash-cow,more public products are expected As a short-term cash-cow,more public products are expected to be sole in contributing to the early break evento be sole in contributing to the early break evenProject selling onlyPurely import Doesnt take up much corporate capacityHigh unit priceHigh profit marginShort-term sales-up potentialStrong Swiss brand with original import conceptCurrent sales of public products account for 38%of Geberit gross sales turnoverSource:Geberit,RB&P analysisLong-term prospectThe market size for public products itself is limited and shrinkingLimited number of targeted high-end hotels and buildings for GeberitMany competitors within the industryLack of one-set solutionCombined selling approach is becoming difficult(e.g.Kohler to whom Geberit used to provide electronic produces and sell in projects has launched its own electronic productsMarket size for Geberit public Market size for Geberit public products is limitedproducts is limitedBooz-Ball tables should be clean and organized,all of the Booz-Ball tables should be clean and organized,all of the same color,and individual circles should not be too largesame color,and individual circles should not be too largeBreadth and Depth of FunctionalityStrength of ArchitectureAbility to SupportEase of ImplementationOverall Strength of SolutionACNielsenInformation Resources,Inc.KenosiaInteractive EdgeDemantraMercariRW3 TechGraph Title,Time PeriodSubtitleHighLowKey:Stacked bar graphStacked bar graph2135408454Axis TitleAxis TitleTitle,Time PeriodSubtitle100%100%stacked bar graphstacked bar graphAxis TitleAxis TitleTitle,Time PeriodSubtitleColumn 1Column 2Column 3Column 4Column 5KeyStacked column graphStacked column graph2135408454CAGR1995-1999Total xx%Axis LabelAxis LabelDataset 5 xx%Dataset 4 xx%Dataset 3 xx%Dataset 2 xx%Dataset 1xx%Title,Time PeriodSubtitle100%100%stacked column graphstacked column graphAxis LabelAxis LabelCAGR1995-1999Dataset 5 xx%Dataset 4 xx%Dataset 3 xx%Dataset 2 xx%Dataset 1xx%Title,Time PeriodSubtitleWaterfall chart,double stepWaterfall chart,double stepAxis TitleAxis TitleTitle,Time PeriodSubtitleDataset 1Dataset 2Tornado chart:back-to-back bar graphsTornado chart:back-to-back bar graphsAxis TitleCategory ACategory BCategory CCategory DCategory FAxis TitleCategory ETitle,Time PeriodSubtitleTornado chart:horizontal stacked chartTornado chart:horizontal stacked chartAxis TitleCategory ACategory BCategory CCategory DCategory ECategory FCategory GCategory HTitle,Time PeriodSubtitleCombination line and column graph:dual-axisCombination line and column graph:dual-axisAxis TitleAxis TitleDataset 1Dataset 2Axis TitleTitle,Time PeriodSubtitleArea graph:data labels insideArea graph:data labels insideAxis LabelAxis LabelTitle,Time PeriodSubtitlePie graph:labels on outsidePie graph:labels on outsideTitle,Time PeriodTotal=xx millionOrder the pieces from largest to smallest,unless some other order is logically more appropriate.In general,the angle of the first slice should be set to zero degrees.Initial Project Timeline(In Weeks)Gantt chart/timeline diagramGantt chart/timeline diagramActivities12345678Refine ApproachDevelop HypothesesConduct Marketscape ScansInterviews&Internal AssessmentIdentify Business Model OpportunitiesDevelop Opportunity ProfilesDevelop Path ForwardKey MilestonesTimelineTimeline3rd Quarter,1998Stockholders vote to donate money to charity2nd Quarter,2000Millennial riots and Y2K bug cause market shutdownStartups go on sale and Company collects$200 million in bailout19981999200020011st Quarter,1998Company posts net profit of$20M for 19972nd Quarter,1999Bill Gates initiates hostile takeover of companyCompany develops pie in face strategy4th Quarter,2001“20 Acres and a Digital Superhighway”program wins stock blue-chip status2002Chart TitleIf Company leverages profits to enter new markets,it could emerge as an industry leader by 2002.Porters five forcesPorters five forcesThreat of New EntrantsThreat ofSubstitutesBargainingPowerof SuppliersBargainingPowerof BuyersIndustry RivalryThree interlocking circlesThree interlocking circlesLabel 1Label 2Label 3Label ALabel BLabel C Note:You can check“Semi-transparent”in the“More Fill Colors”dialog box to create the overlapping color effect(used on the Label A,B,C section).Four-piece puzzle(assembled)Four-piece puzzle(assembled)Focusing on revenue/profitability oriented business models Focusing on revenue/profitability oriented business models have significant implications for supply chain designhave significant implications for supply chain designTraditional Supply Chain DesignsTraditional Supply Chain DesignsSupply Chain Design InnovationsSupply Chain Design InnovationsOverall logistics costsChannel service levelsDo it yourselfFocus on getting stuff out the doornCustomer-level revenue/profitabilitynCustomer-level service standardsnCollaborate with supply chain partnersnFocus on creating customer valueOur Evolutionary Masters have deftly managed supply chain Our Evolutionary Masters have deftly managed supply chain complexity and relationships over the last decadecomplexity and relationships over the last decadeManaging RelationshipsnIntegrate technologies to extend into suppliers and customersnBuy,build&borrow new capabilities from the best companiesnSupply chain human performance-engaging your peoplenBuild demand chain synchronization capabilitiesManaging ComplexitynIntegrate and continuously improve:operational excellencenCompress the supply chain to eliminate wasted time and inventorynCreate new reserves to allow flexible response to the unexpectedAbility to Manage Supply Chain RelationshipsIntegrationCollaborationSynchronizationValue Creator PositioningFunctionalComplexityEnterpriseComplexityValue ChainNetworkComplexityAbility toManageSupply ChainComplexity=B2B web based worldWe believe that success in the new economy lies in a We believe that success in the new economy lies in a seamless combination of capabilities across the extended seamless combination of capabilities across the extended supply chainsupply chainThe Supply Chain ContinuumRelationships along the Supply ChainScope of ImpactIncreasing Capabilities,Increasing BenefitsWithinBusinessActivitiesTraditionalOptimizationIntegrationIntegratedStep 1:Integrate functions of theexisting supply chainBetweenBusinessFunctionsWithCustomers&SuppliersCollaborationCollaborativeStep 2:Improve collaboration and control with vendors,customersAcrossAlliancePartnersSynchronizationeSynchronizationStep 3:Virtually Synchronize the supply chain across players into one logical enterpriseWeb-Based EntrantsLeader in the New EconomyOur vision of winning new business models in supply chain Our vision of winning new business models in supply chain leverage the emerging exchange space,integrated with leverage the emerging exchange space,integrated with innovative supply chain planning and execution capabilitiesinnovative supply chain planning and execution capabilitiesProcurementProcurementSupply Supply ChainChainPlanningPlanning3rd Party 3rd Party Partners/Alliances/Partners/Alliances/VenturesVentureseFulfillmenteFulfillmentCollaborative Collaborative ManufacturingManufacturingeCRMeCRMVirtual SynchronizationeSupporteSupportService/Service/Support/Support/MaintenanceMaintenanceMaterial/procurement exchanges/auctionsIP/product development exchangesCapability/service exchangesSupply Chain EcosystemeDesigneDesigneCommerce eCommerce CapabilitiesCapabilitiesWhat is a business model,anyway?Its an organizations What is a business model,anyway?Its an organizations core logic for creating valuecore logic for creating valueWhat are the Companys Revenue Streams?What are the Companys Revenue Streams?Operating RevenueOperating RevenueWhat does it sell?To whom?Why do customers choose this company over others?How does the company communicate distinctively with customers?How does it price distinctively?What are the Companys value propositions?Non-Operating RevenueNon-Operating RevenuenHow does it attract financial resources?nHow does it maximize the value of its financial assets?How does the Company manage its finances distinctively?How does the company make a profit?How does the company make a profit?nWhat role does it play in the value chain?nHow is its cost structure distinctive?nWhat distinctive resources,assets,and capabilities does it leverage?nWhat distinctive relationships does it enjoy?nHow does it structure and leads its organization to achieve world class performance?Successful business models are driven by two key concepts Successful business models are driven by two key concepts revenue and profitability revenue and profitabilityBusiness Model Design ConceptsDesign ConceptsThink Global;Act LocalCustomer Revenue and ProfitabilityCustomerServiceRequirementsChannelAssetLeverageCollaborativeValue CreationRevenue/ProfitabilityServiceGlobal OptimaCustomer(1)Customer(2)Customer(3)要想影响硬数据要想影响硬数据必须管好软数据必须管好软数据盖洛普路径盖洛普路径由此进入由此进入识别优势识别优势因才适用因才适用优秀经理优秀经理敬业员工敬业员工忠实顾客忠实顾客持续发展持续发展实际利润增长实际利润增长股票增值股票增值SOME ARGUMENT PATTERNS部部 分分 逻逻 辑辑 论论 证证 模模 式式 Success requires X需 有 X 才 能 成 功 Success requires X需 要 X 才 能 成 功 You are pursuing X你 正 朝 X 发 展 You thought X was a problem你 认 为 X 是 问 题 Performance is not as expected绩 效 不 如 预 期 You are not equipped to do X你 无 法 作 到 You are not focusing on X你 的 重 心 不 在 XY would be better但 Y 比 较 有 利 Further investigation shows it Y但 调 查 显 示 Y 才 是 问 题 Underlying cause is X问 题 出 在 XTherefore,develop capability for X因 此，建 立 作 X 的 能 力 Therefore,shift focus to X因 此，转 移 重 心 到 X Therefore,change direction to Y因 此，转 向 Y 前 进 Therefore,shift focus to Y因 此，转 移 重 心 到 YTherefore,take steps to fix X因 此，设 法 解 决 X成本降低-23%供货时间减少-75%车辆的利用率提高+15%可获得性提高+9%库存水平降低-23%以及其它许多非常良好的结果以及其它许多非常良好的结果战略规划的基本框架战略规划的基本框架市场细分市场细分客户需求客户需求关键成功因素关键成功因素竞争分析竞争分析市场如何细分？各细分市场的规模、增长率和毛利率如何？各细分市场的集中度如何？各细分市场的产品生命周期处于哪个阶段？目标客户群体有哪些独特的需求？目标客户群体中谁是购买决策关键人？目标客户群体有什么样的购买行为？行业中有哪些不同的成功模式？这些模式各自的关键成功因素是什么？哪个是对我们最有利的成功模式？服务、创新还是效率？我们与竞争对手在这些关键因素上相比有什么优势和劣势？我们要培养什么核心竞争力？我们建立什么样的竞争优势？细分市场定位客户定位价值定位价值定位盈利模式盈利模式产品战略价格战略渠道战略促销战略竞争战略核心竞争力规划战略规划战略规划何时采用什么图形？何时采用什么图形？线图线图建议采用图形建议采用图形时间序列和多重数据、标准相比较两组数据的相关性频率不同数据的比较整体的一部分其他其他水泡水泡水平柱水平柱垂直柱垂直柱饼图饼图要表达的数据和信息要表达的数据和信息流程：线性流程：线性TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText流程流程:圆周式圆周式TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText TextTextTextTextTextTextTextTextTextText影响因素：影响因素：Text TextTextTextTextTextGoalTextTextTextTextTextText互动互动/相互制约：相互制约：TextTextTextTextTextTextTextTextTextTextText整体整体/部分：部分：TextTextTextTextTextTextTextLabel ALabel B原因原因-结果：结果：TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText矛盾：矛盾：TextTextTextTextTextTextText TextTextTextTextTextText障碍障碍/阻力：阻力：TextTextTexttexttexttext食用油项目各环节均以项目管理机制运行团队分工程序计划控制 项目发起人 项目指导委员会 项目领导小组 项目各工作组项目联络人 明确团队各级成员的分工 明确各工作组分工 明确小组长职责和联络人职责 向谁负责获得授权信息交流程序如何汇总任务细分关键路径时间计划交付物要求责任人项目会议 偏差分析计划调整资源再分配行业研究立项报告尽职调查投资计划投资实施立项报告简介棉油市场定位棉油市场定位未来有品牌、渠道扩张潜力未来有品牌、渠道扩张潜力竞争策略竞争策略行业有空间、有机会行业有空间、有机会2002年全行业销售收入800亿，2005年将达到950亿近7年年均增长率为7.7%,今后20年的年均增长率为6%国家政策有利于介入前二十大企业占24%市场份额，行业集中度低，存在整合机会;培育持久的低成本原料控制能力以规模生产形成低成本优势排名前十位的品牌企业的市场占有率为10%，存在品牌扩张的空间。产品直接面向终端消费者，有利于品牌和渠道的建设；目标市场为新疆、甘肃、四川、陕西、山西等五省的居民消费以低价格赢得客户投资计划书简介原料原料规模生产规模生产单线规模单线规模开工天数开工天数低成本低成本出油率提高出油率提高产品品质稳定产品品质稳定综合消耗下降综合消耗下降竞争优势形成持久的低成本原料控制能力哪里有原料原料在谁手里如何获取持续低成本获取在食用油行业，原料控制能力是KSF，”获得了原料，就获得了利润“立项报告回答了行业价值问题，投资计划书要回答运营的核心问题原料德农种业战略规划应用工具实例购买行为德农种业战略规划应用工具实例购买行为售前的示范推广和售后的指导栽培服务是目标客户持续购买的关键 产量（特性和适应性）；整齐度（种子纯度）；长势和穗大小等（品种特性）。评估 购买地点以乡镇农技站为主；同一品种有85以上农户习惯购买同一公司产品；先少购买一点看表现而定者占70，大规模购买换种者占5，别人种我才种者占25；对价格无所谓者占65，认为新品种比老品种价格高者占35。购买 经销商推荐；媒体的宣传；周围农户种植该品种的情况。认知 提供技术资料和培训；购买时简单讲解；出事故能尽快妥善处理;不再购买的原因：质量达不到占71，售后服务跟不上占22。售后需求农户需求满足过程销售示范推广服务分析框架分析框架关键关键步骤：步骤：l了解和评估当前的业务状况l确定企业核心能力l制定企业发展的财务目标l确定可能实现增长的各种发展机会l衡量各个机会对企业发展的影响l了解行业/市场发展状况l确定行业主要影响因素及关键成功因素l结合自身的核心能力，制定战略方案选择标准l根据影响的大小来排出战略方案的优先次序l能力/差距分析l确定企业发展战略l确定战略实施的资源及风险l制定战略实施计划成果：成果：l理由充分的企业发展远景目标l实现企业增长的候选方案l改进方案的衡量标准l企业发展战略l实施计划12345制定实制定实施计划施计划企业现状评估企业现状评估和目标制定和目标制定确定机会与最终确确定机会与最终确定发展战略定发展战略确定战略方确定战略方案选择标准案选择标准找出发展机会并进找出发展机会并进行初步筛选行初步筛选制订战略规划的方法制订战略规划的方法全过程全过程制定战略规划的第一步是评估企业当前的业务状况，确定企业的远景目标12345分析框架分析框架核心竞争力核心竞争力业务状况业务状况财务目标与限财务目标与限制条件制条件l评估核心竞争力和可被利用的能力及资源l理解当前的业务状况l确定财务目标、预期的业务表现及企业发展的限制条件制定实制定实施计划施计划企业评估企业评估和制定目标和制定目标确定机会与最终确确定机会与最终确定发展战略定发展战略确定战略方确定战略方案选择标准案选择标准找出发展机会并进找出发展机会并进行初步筛选行初步筛选第二步确定战略方案的选择标准12345分析框架分析框架行业行业/市场市场事实分析事实分析企业自身竞争企业自身竞争能力评估能力评估对于企业成对于企业成功的主要市功的主要市场影响因素场影响因素和关键成功和关键成功因素因素l市场规模l市场增长l产品生命周期l竞争状况l资源需要l利润率l市场进入的难易l市场份额l产品线l成本优势l公司形象l管理能力制定实制定实施计划施计划企业评估企业评估和制定目标和制定目标确定机会与最终确定机会与最终确定发展战略确定发展战略确定战略方确定战略方案选择标准案选择标准找出发展机会并进找出发展机会并进行初步筛选行初步筛选德农种业战略规划应用工具实例企业成长曲线德农种业战略规划应用工具实例企业成长曲线准备期准备期成长期成长期高速成长期高速成长期成熟发展期成熟发展期中国种业的领导者中国种业的领导者世界种业十强世界种业十强玉米玉米 2 2水稻水稻 0.18 0.18西甜瓜西甜瓜 2.1 2.100/0500/05，公司成立，公司成立00/0900/09，收购赤峰种，收购赤峰种业业00/1000/10，组建郑隆，组建郑隆01/0101/01，收购华西，收购华西01/0301/03，收购正成、，收购正成、万丰万丰01/0601/06，收购三元，收购三元01/0901/09，收购武禾，收购武禾玉米玉米 6.3 6.3水稻水稻 5.1 5.1西甜瓜西甜瓜 3.2 3.202/0902/09，玉米线重，玉米线重组合并，并与华冠组合并，并与华冠科技交易；科技交易；玉米玉米 25 25水稻水稻 30 30水稻业务分拆上水稻业务分拆上市市玉米玉米 13.3 13.3水稻水稻 17.6 17.6控股设立黑龙江德控股设立黑龙江德农种业农种业华西、郑隆与玉米华西、郑隆与玉米公司合并；剥离三公司合并；剥离三元元投资整合阶段投资整合阶段产品经营阶段产品经营阶段品牌经营阶段品牌经营阶段经过三个阶段的发展，德农将成为世界种业十强德农种德农种业战略业战略调整年调整年34.680.4147.9196234.8289.6345.9400.0国内钾肥用量的年均增长率为10.4%国内钾肥产量的年均增长率为26.3%进口85%国产15%国内钾肥市场国内钾肥市场增长情况增长情况国内钾肥市场容量增长很快，其中硫酸钾仅占国内总容量的国内钾肥市场容量增长很快，其中硫酸钾仅占国内总容量的11%国内钾肥实物量使用比例按照换算养分比较，国内硫酸钾施用量只占钾肥总量的5.5%（国际的平均水平为7%）国内硫酸钾市场容量约国内硫酸钾市场容量约60-75万吨，近万吨，近10年硫酸钾的国产化率不断升高年硫酸钾的国产化率不断升高以用户中阿公司所在地秦皇岛为准，使用地销售价比较，罗钾运到秦皇岛运费为280元/每吨罗钾青上公司10601550-16501550盐田法曼海姆法硭硝法不同工艺技术的使用地成本低321900南风集团山西钾肥公司（亏损经营）俄罗斯进口硫酸钾到岸成本美国海岸进口硫酸钾到岸成本俄罗斯进口美国进口1600-16501480200014051089罗钾项目投资计划及形成的生产规模、销量罗钾项目投资计划及形成的生产规模、销量形成优质资源、成本优势、规模效益、营销通道四大资源的共生共享形成优质资源、成本优势、规模效益、营销通道四大资源的共生共享德隆复合肥产业德隆复合肥产业年销售额：129亿元年利润：10亿元罗布迫钾盐公司罗布迫钾盐公司年销售额：12.2亿元年利润：0.9亿元农资超市公司农资超市公司年销售额：45.6亿元年利润：1.4亿元农资超农资超市项目市项目德隆德隆银行银行其他股东其他股东复合肥复合肥项目项目罗钾项罗钾项目目未来3年销售额的增长将主要依靠新购买的品种，预计为3.4亿元，占销售额总增长量的65；而依托新品种，营销网络拓展可实现利润贡献1.9亿元，占35。财务目标玉米万元如购买新品种不成功，销售额只能维持在2亿元左右，而利润只有2000万元左右。德农水稻业务战略规划图示4 类 客 户 需 求品种质量技术服务购买便利新出现的品种让更多客户知道德农的品种存在质量提高空间存在技术服务提高空间销售