咨询管理战略组织项目麦肯锡工具评估 Proposal-II.PDF

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1、Roland Berger & Partner GmbH International Management ConsultantsBarcelona Beijing Berlin Brussels Bucharest Budapest Buenos Aires Delhi Detroit DsseldorfFrankfurt Hamburg Kiev Kuala Lumpur Lisbon London Madrid Milan Moscow MunichNew York Paris Prague Riga Rome So Paulo Shanghai Stuttgart Tokyo Vien

2、na ZurichImplementation Support for Geberit China Proposal Geberit ChinaShanghai, December 6th, 2000- 2 -ContentsPageA.Project background and objectives 3B.Contents, scope and methodology 4C.Project organization 6D.Time schedule 6E. Consulting fee 7F. Terms of payment 7G. Confidentiality 7- 3 -A. Pr

3、oject background and objectivesRoland Berger ( Shanghai ) International Management Consultants Ltd (here-afterrefered to as Roland Berger) has conducted a 3-month-project commencing from August,2000 for Geberit. In this project Roland Berger reviewed Geberits current businessoperation in China and d

4、eveloped a concept to restructure Geberits two operations(GSHA & GDAI ) in order to achieve the turnaround by 2002. The corner stones of therestructuring concept include:? Negotiation for termination of JV to turn GSHA into WFOE ( via buyout withobligation to take over Lida employees by the Chinese

5、partner )? Production stop in Shanghai for 23 years? Closure of Ningbo office, transfer of operation to Shanghai? Reorganization / merger of operations? Optimization of product portfolio Restructuring of sales organization into 3 business units (channel - orientation)? Massive downsizing (from 285 t

6、o 126 employees)? Reduction of expatriates from 8 to 3? Review of Daqu in 23 years, consideration of Shanghai as production location for fitting? Break even by the end of 2002In order to speed up the restructuring process, Roland Berger is asked to support Geberitin the immediate implementation. Sin

7、ce the key issues of the restructuring depend to alarge extent on the outcome of the negotiation with the Chinese partner, the projectproposed here is focused on the restructuring of the Marketing & Sales function whichneeds to be reorganized rather independently of the negotiation. Thus, the key ob

8、jectivesare:? To fine-tune the new structure of the Marketing & Sales function consisting of threechannel based business units for OEM, piping and sanitary products? To design the sales processes for the piping and sanitary business units? To develop the reporting and controlling system for the thre

9、e sales business units? To formulate the job description of the key positions of Marketing & Sales? To develop a performance based salary system for Marketing & Sales? To evaluate the existing distributors in Shanghai, Guangzhou and Beijing andidentify potential new distributors. Based on these, rec

10、ommendation for Geberit tostrengthen the distributor network is to be worked out? To support Geberit in the negotiation with the Chinese partner on an on-demandbase- 4 -B. Contents, scope and methodologyRoland Berger proposes to structure the project into 3 fields:1. Marketing & Sales restructuring2

11、. Distributor assessment3. On-going negotiation support1. Marketing & Sales restructuring Processes in Marketing & SalesBased on the organizational framework described in the final report, RolandBerger will finalize the organizational restructure for Marketing & Sales jointly withGeberit. Thereafter

12、, the detailed sales processes for the piping and sanitarybusiness units will be designed. Roland Berger will focus on the key processes ofMarketing & Sales, including:? Acquisition of new distributor? Identification of potential projects? Selling process? Monitoring of distributor performance? Proj

13、ect implementation (order fulfillment)? After-sales service? Review of project completed? Performance assessment of sales personnelReporting and controlling systemRoland Berger will develop a tailor-made reporting and controlling system for Marketing & Sales. This includes budgeting, reporting and r

14、eview processes.Each process will be described according to the initiator, standard forms,frequency, person in charge and actions to be taken if irregularities arise.Salary and incentive systemsTo develop a performance based competitive salary and incentive system,Roland Berger will analyze the exis

15、ting system used at GSHA and GDAI tounderstand the structure of the current system. In addition, face to face interviewswill be conducted with top and mid level managers as well as sales personnel inorder to draw a picture of their opinions and suggestions. Since each company is- 5 -facing a competi

16、tive environment, Geberits current system will be thenbenchmarked with direct and indirect competitors from construction relatedindustries.Based on the internal and external assessment Roland Berger will develop a newsalary and incentive system which has a clear performance orientation and morepower

17、ful retention component. As a result Roland Berger will deliver a ready-to-implement system with detailed suggestions concerning salary groups and levels,performance indicators and performance evaluation system, calculation schemeof bonus, key components of the retention system and suggestions for t

18、heimplementation.Job descriptionFor the key positions of Marketing & Sales a detailed job description will bedeveloped. The positions to be described include Business Unit Manager, SalesEngineer, Application Engineer, Project Manager, Account Manager andmarketing staff.The job description itself wil

19、l cover the overall roles, responsibilities, authorities,performance measurement and requirements on the position holder.2. Distributor assessmentThe distributor assessment will be carried out in Shanghai, Guangzhou andBeijing to evaluate the existing distributors and to identify potential newdistri

20、butors.The existing distributors will be assessed according to:? Historical performance record? Company background and financial status? Credit worthiness? Image in the market? Number of showrooms and geographic coverage? Management quality and corporate culture? Business infrastructure (office, war

21、ehouse, delivery vehicles etc.)? Cooperation with Geberit up to nowIn addition Roland Berger will identify potential new distributors in these threecities. We will start with the screening of all major distributors for piping and- 6 -sanitary products by using Roland Bergers in-house database, onlin

22、e research,interviews with industry experts and industry associations. They will thenassessed by the same criteria as used for the existing distributor. The mostpromising ones will be contacted to ensure that they are interested in cooperationwith Geberit.The assessment described above will be condu

23、cted by our consultants,supported by Geberits local sales personnel. The relevant information on theexisting distributors should be provided as complete and accurate as possible byGeberit. To ensure the accuracy of our assessment, Roland Berger will cross-check the result of our second research with

24、 on-side investigation and individualinterviews as much as possible. In case of identifying potential new distributorsRoland Berger will only disclose the name of Geberit upon its approval inadvance.3. On-going negotiation supportRoland Berger will support Geberit in the negotiation with the Chinese

25、 partnerfocusing on negotiation strategy and tactics, negotiation scheduling andpreparation, support during the negotiation and recommendation concerning auditand law firms.Due to the importance of these activities, Mr. Jian Xu will personally participate inthe negotiations if required by and agreed

26、 with Geberit.C. Project OrganizationAccording to the significance of the project, Mr. Jian Xu, the Managing Partner of RolandBerger in China will take the overall responsibility of this project. He will be supported byMr. Hanson Chen and Mr. Lin Bo. Both of them have made essential contributions to

27、 thedevelopment of the restructuring strategy for Geberit in the first project and possessextensive knowledge on Geberits operations and the competitive environment in China.D. Time ScheduleConsidering the coming Christmas, New Year and Chinese Spring Festival on one sideand the immediate implementa

28、tion of the restructuring on the other side, Roland Berger iswilling to adapt the time schedule according to Geberits requirement. As agreed RolandBerger will finish the part of sales processes, reporting and controlling system, and jobdescription by the end of December, 2000. The salary and incenti

29、ve system and thedistributor assessment will be completed by the end of January, 2001. The on-going- 7 -negotiation support offered in this proposal covers the period up to the end of January,2001.E. Consulting feeOur consulting fee is calculated on the basis of the scope of the project and the man-

30、daysneeded. For the project proposed here the consulting fee will be USD 71,000 (seventyone thousand US dollar).In addition we will charge 20% out-of-pocket expenses for travel within China,accommodation, telecommunication, database research and graphic service. Themandatory business tax amounts to

31、5% and will be charged together with the total fee.F. Terms of paymentInvoice will be made out at the beginning of the project (30%), after the delivery of the firstreport by the end of December, 2000 (40%), and at the end of this project (30%). Invoicewill be made out in USD and are due immediately

32、, without discounts, to one of ouraccounts to be announced to you at a later stage.G. ConfidentialityAll information related to this project will be treated as strictly confidential. All company-specific data and results collected by Roland Berger & Partners during this project will betreated in strict confidentiality with respect to third parties.