咨询管理战略组织项目麦肯锡工具评估 middle size airline reposition.pdf

《咨询管理战略组织项目麦肯锡工具评估 middle size airline reposition.pdf》由会员分享，可在线阅读，更多相关《咨询管理战略组织项目麦肯锡工具评估 middle size airline reposition.pdf（17页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、- 0 -FRA-0220-97098-02-21FRA-0220-97098-02-21160220-Goedekingx1515015400702210Remarks:Doc.Controlling: Client:Project number:Project title:Project start:Branch office:Partner/Competence Center:Documentation title:Type of document (e.g. workshop):Date of issue/of presentation:Place where hard copy is

2、 filed:Resp. for preparation:Resp. for graphic:MusterZeile zum Ausfllen der Daten und Kopieren in das SammeldokumentMUC-0043-00000-00-00a430043-HeidingsfelderX1206040100251120544240 document INFOrmation One-doc.Seiten:Korrekturen:Planung: Arbeitstage Doc.Code No.:Cost centre +Project manager:KWjanei

3、nange-meldetneuerstelltalteber-nommenver-wendetKDLneueSeitenKDLKDLnachPrs.Kor-rekt.zeit(Min.)zw.Anmeld.+Abgabezw. Fer-tig-stell.+ Prs.Produk-tionVerzugs-zeit(Min.)Automatische Trennung:Dokument zu-letzt geffnet am:Donnerstag, 5. November 1998 - 19:55 UhrEinAusVorlagen:gutschlechtFaxFMGA 97000.220.98

4、.01FRAVogelStrategic repositioning of a medium-sized European airportBusiness caseApril 1998Sekr. PavlovicDeprosseGrafik FRATextfeldx?x?- 1 -FRA-0220-97098-02-21Roland Berger & Partner GmbH - International Management ConsultantsBarcelona - Beijing - Berlin - Brussels - Bucharest - Budapest - Buenos

5、Aires - Dsseldorf - Frankfurt - Hamburg - Helsinki - Hong Kong - Kiev - Lisbon - LondonMadrid - Milan - Moscow - Munich - New York - Paris - Prague - Riga - Rome - So Paulo - Shanghai - Stockholm - Stuttgart - Tel Aviv - Tokyo - ViennaStrategic repositioning of alarge European Airport Business Case

6、Frankfurt, April 1998- 2 -FRA-0220-97098-02-21Objective: Adoptation to new strategic framework conditions and lasting posi-tioning amongst Top-10 airports of EuropeAviationNon aviationAviation servicesBusiness systemairportAdditional trafficDevelopment Non aviationDriver:MovementsDriver:PassengerOnl

7、y in close cooperation with the home carrier, the airport is able to position itself as Euro-pean hub and realize the neces-sary growth of movements and passengersAircraft handling needs to be made fit for competiton by dra-stically reducing cost/increasing productivity already before the beginning

8、of liberalizationNon aviation business needs to be developped to become a second core business of the air-port1.2.3.Liberalisation,peaky trafficprofileSource: Roland Berger & PartnersMain recommendations- 3 -FRA-0220-97098-02-21Changing strategic framework conditions cause the need for a strategic r

9、epo-sitioningChanges in externalframework conditions Liberalization of EU air travel market Loss of the traditional monopoly in ramp hand-ling activities (effective 1998) Abolition of the intra-european duty free busi-ness (effective 1998)IncreasingCompetition Hub & Spoke systems lead to competition

10、 between airports New products- High speed trains- Video conferencing- endanger the market seg-ment of business travel-lersIncreasing relevane ofnon aviation business Non-aviation businesses grow faster than traditio-nal aviation businesses Non-aviation businesses have higher returns Increasing rele

11、vance of non-aviation businesses because of high growth rates of transfer passen-gersNegative results High financing cost (depreciation and interests) for major invest-ment Inefficient processes (low productivity) High amount of over-heads Source: Roland Berger & PartnersBack-up- 4 -FRA-0220-97098-0

12、2-21Only in close cooperation with the home carrier, the airport is able to position itself as European hub1.Initial situation/problems Comparably low connectivity Insufficient bank structure Home carrier still insufficiently present, no possible second home carrier to be seen for the next years Onl

13、y few possibilities to influence airlines traffic/route decisionsApproaches Increased positioning as European hub in close cooperation with home carrier Establishment of a modified and differentia-ted promotional concept for a targeted development of the bank profile Active policy of small steps to

14、safeguard the hubbing strategy- 5 -FRA-0220-97098-02-21Despite its competitive MCT, the airport has only a comparably low connecti-vitySource: Roland Berger & Partners1.1) Connectivity = number of meaningful outbounds per inbound within defined hit-window02468101214161817,016,815,614,714,011,09,79,4

15、8,56,24,4Connec-tivity1)4545456030604545356060ABCDEFGHXIJBack-upMinimumConnectingTime (min.)- 6 -FRA-0220-97098-02-21With some 75 additional daily outbounds of the home carrier, the airport can step up to the majorsCharacteristics of European airlines at their hub1)1) including alliance partnersJJJJ

16、JJJJJJ02468101214050100150200250300ConnectivityD 100daily outboundsD 75daily outboundsmajor hubsmedium-sized hubs medium-sized hubs major hubsX1.Back-updailyoutboundsSource: Roland Berger & Partners- 7 -FRA-0220-97098-02-21Aircraft handling needs to be made fit for competiton by drasticallyreducing

17、cost2.Initial situation/problemsApproaches Initiating measures to reach a competitive cost structure 10% reduction of unit costs per annum over the next three years transfer of aircraft handling into an inde-pendant profit center possibly corporatization as independent subsidiary In case of insuffic

18、ient realization of cost saving measures, a possible exit strategy needs to be evaluated Strong competition in aircraft handling likely as of 1998 Private service providers are able to offer far lower prices Airlines push hard on cost reduction The traffic profile with peaks increases the cost press

19、ure on the airportSource: Roland Berger & Partners- 8 -FRA-0220-97098-02-21Unit costs in aircraft handling need to be reduced drastically over the next years19980100125150175200Best Case scenario2.DM mio.1999200020012002200320042005Total costTurnover27%Profit gapca. DM 50 mio.ConsequencesSource: Rol

20、and Berger & PartnersBack-up Reaching and safeguarding a profitable operation in aircraft handling in the con-text of liberalization requires immediate and sustainable reduction of unit costs at least 10 % p.a. over the next 3 years- 9 -FRA-0220-97098-02-21Major levers to reach the necessary reducti

21、on of unit costs in aircraft handling are personnel cost and productivityReduction of personnel cost Reduction of additional payments and bonusses above tariff Exit from public tariff if possibleRealization of existing optimization potential Absenteeism planning Flexibilization of capacity planning

22、and deployment Increase of part time staff Reduction of matching days etc.Implementation of further cost savings Reengineering of aircraft handling processes on the apron Optimization of airport internal services on a competitive levelBack-upat least 27%reduction ofunit costswithin 3 yearsExit fromA

23、ircrafthandling?2.Source: Roland Berger & Partners- 10 -FRA-0220-97098-02-21A major reduction of personnel cost while at the same time increasing produc-tivity are required to become competitive2.Back-upReduction ofpersonnel cost10%20%30%40%10%20%30%40%50%Productivity increasesMost Likely Case1)Best

24、 Case1)maximum possible reduction ofpersonnel costProfitabilityLossesnecessary increasesof productivity50%60%Source: Roland Berger & Partners1) Scenarios regarding market development- 11 -FRA-0220-97098-02-21Especially retail and catering need to be developed as second core business of the airportIn

25、itial situation/problems Architecture of existing terminal badly suited for retail/restauration activities Product range only partly adapted to the needs of the different customer groups Abolishment of intra-european duty free business as of 1999 as additional threatApproachesExisting terminal: Conc

26、entration on core product range Differentiation of product range in the dis-tinct areas of the airport building Establishment of theme-oriented islesNew terminal: No isolated but continous areas for retail and restaurants in the center of passenger flows Focus of retail areas especially in the air-s

27、ide areas Establishment of additional offers such as office center or multimedia mall3.Source: Roland Berger & Partners- 12 -FRA-0220-97098-02-21 Office cells in the airside waiting areas Additional office services and catering trade services possible 50100 office cells, 4 square meters each Isolate

28、d cells with furniture, telecommunication and EDP connections Utilization of office cell at a fee of $ 3 Telecommunication fees at least on public level Service provider Airport operator, possibly including outsourcing of some areas to service providersObjectiveOfferPrice levelOperatorAn office cent

29、er is a suitable offer especially for business travellersCharacteristics of an office center conceptExample3.Source: Roland Berger & Partners- 13 -FRA-0220-97098-02-21ObjectiveOfferPresentationFocussing on high-technology supports the innovation-orientated image of the airportCharacteristics of a mu

30、ltimedia mallOperator Siemens CompuServe Telecom, BT Compaq AT & T Novell Netscape Microsoft1) POI = Point of Information; POS = Point of Sale3.ExamplesInteractive presentation center Cyberspace Videogames Touch Screens Pay-TV-Offers Internet cafe Flight simulatorCommunikation centerInformation on .

31、 Databases E-Mail/E-Publishing Networks Video conferences POI/POS1)-systemsSource: Roland Berger & PartnersExample Multimedia world in the landside area for computer-nerds Communication area for EDP-providers to get into contact with business customers in the airside area Interactive presentation an

32、d communication center with purchase/order possibility Communication area between 30 and 50 square meters per company Interactive presentation areas for multimedia products and offers, between 500 and 1000 square meters in total- 14 -FRA-0220-97098-02-21Further recommendations targeted the organizat

33、ional structure and the initia-tion of efficiency increasesOrganizational structure Separation of an airport property com-pany and an airport operations com-pany to make sure that capital cost of public properties dont debit the airport operation full capital cost of operating properi-ties debit the

34、 airport operation airport management has clear respon-sibilities and objectives regarding the bottom lineEfficiency Additionally to strategic measures, a strict cost savings programme has to be launched increasing efficiency of operations reducing direct costs reducing overheads(benchmark results:

35、30%)Source: Roland Berger & Partners- 15 -FRA-0220-97098-02-21Summary: The new strategy is based on traffic and non aviation segments to balance the decline in handlingSource: Roland Berger & PartnersAviationNon aviationAviation servicesBusiness systemairportAdditional trafficDevelopment Non aviatio

36、nThe airport has to drastically reduce its cost of operationsThe airport needs aboveave-rage growth regarding move-ments and transfer passengersNot only airlines, but as well passengers need to be seen as major revenue source of airport operation1.2.3.Main recommendationsDriver:MovementsDriver:Passe

37、ngerLiberalisation,peaky trafficprofile- 16 -FRA-0220-97098-02-21rb-AdressenRoland Berger & PartnerInternational Management ConsultantsARGENTINARoland Berger & Asociados S.A.International Management ConsultantsTte. Gral. J.D. Peron 346 - Piso 51038 Buenos AiresPhone +54-1-3 42 14 98/9381/9270/9916Fa

38、x +54-1-3 45 57 58AUSTRIARoland Berger & Partner Ges.mbHInternational Management ConsultantsFreyung 3/2/10A-1010 ViennaPhone +43-1-53 60 20Fax +43-1-5 36 02 60BELGIUMRoland Berger & PartnerInternational Management Consultants100, Boulevard du SouverainB-1170 BrusselsPhone +32-2-6 79 01 70Fax +32-2-6

39、 72 92 22BRAZILRoland Berger AssociadosConsultoria Internacional Ltda.Rua Alexandre Dumas, 2220-5 andar04717-004 So Paulo / S.P.Phone +55-11-5 24 83 66Fax +55-11-5 24 69 19CHINARoland Berger & Partner GmbHInternational Management Consultants72 Xing Guo Road3F Business BuildingShanghai 200052 , P.R.C

40、.Phone: +86-21-62 12 64 11Fax/Phone: +86-21-62 12 74 71Roland Berger & Partner GmbHInternational Management ConsultantsChina World Trade Center2630 China World TowerNo. 1 Jianguomenwai AvenueBeijing 100004, P.R.C.Phone +86-10-5 05 21 96 5 05 22 88-26 30Fax +86-10-5 05 54 84CZECH REPUBLICRoland Berge

41、r & Partner spol. s.r.o.International Management ConsultantsJungmannova 34CS-11121 Prague 1Phone +422-24 22 48 76Fax +422-24 22 48 77FINLAND (Representation)Kalevi KaivolaKasarmikatu 34 DFIN-00130 HelsinkiPhone +358-0-65 07 48Fax +358-0-66 06 48FRANCERoland Berger & Partner GmbHInternational Managem

42、ent Consultants16, avenue George VF-75008 ParisPhone +33-1-53 67 03 20Fax +33-1-53 67 03 75GERMANYRoland Berger & Partner GmbHInternational Management ConsultantsArabellastr. 33D-81925 MunichPhone +49-89-92 23-0Fax +49-89-92 23-202Alt Moabit 101aD-10559 BerlinPhone +49-30-3 99 27-50Fax +49-30-3 99 2

43、7-303Georg-Glock-Strae 3D-40474 DsseldorfPhone +49-211-43 89 01Fax +49-211-438 91 40Bockenheimer Landstrae 42D-60323 FrankfurtPhone +49-69-17 00 91-0Fax +49-69-17 00 91 20Stadthausbrcke 7D-20355 HamburgPhone +49-40-37 63 1-0Fax +49-40-37 63 11 02Lffelstrae 40D-70597 StuttgartPhone +49-711-76 73-0Fax

44、 +49-711-76 73-401GREAT BRITAINRoland Berger & Partner Ltd.International Management Consultants12 Stratford PlaceGB-London W1N 9AFPhone +44-171-4 91 95 92Fax +44-171-4 99 99 38HONG KONG (Representation)Roland Berger & Partner GmbHInternational Management ConsultantsGPO Box 3193 37/F New World Tower1

45、6-18 Queens Road CentralHong KongPhone +852-8 43 04 00Fax +852-25 26 81 38HUNGARY (Representation)Roland Berger & Partner GmbHInternational Management ConsultantsDek Ferenc utca 10/7/708H-1051 BudapestPhone +36-1-1 17 80 08Fax +36-1-1 17 86 13ISRAELRoland Berger Ltd.International Management Consulta

46、ntsDizengoff Tower, 50 Dizengoff St.,Tel Aviv 64332Phone +972-3-5 25 74 74Fax +972-3-5 25 04 88ITALYRoland Berger & Partner s.r.l.International Management ConsultantsVia Sirtori, 32I-20129 MilanPhone +39-2-29 50 11Fax +39-2-29 52 48 37/29 52 49 40Via Nizza, 53I-00198 RomePhone +39-6-88 41 20 2Fax +3

47、9-6-84 12 14 3JAPANRoland Berger & Partner Ltd. International Management ConsultantsARK Mori Building 22nd Floor12-32, Akasaka 1-chomeMinato-ku, Tokyo 107Phone +81-3-35 87 22 71Fax +81-3-35 87 25 19LATVIA Roland Berger & Partner GmbHInternational Management ConsultantsBasteja Blvd. 12LV-1050 RigaPho

48、ne +371-7 21 20 68Fax +371-7 21 69 38PORTUGALRoland Berger & Partner Lda.International Management ConsultantsEdificio MonumentalAv. Fontes Pereira de Melo, 51-4 EP-1050 LisbonPhone +351-1-3 52 43 61/2/3/4Fax +351-1-3 52 43 60ROMANIARoland Berger & Partner s.r.l.International Management ConsultantsSt

49、r. Ion Dragalina 8, Sect. 5RO-70109 BucharestPhone +40-1-4 20 20 77Fax +40-1-4 10 03 29RUSSIARoland Berger & Partner GmbHInternational Management Consultantsul. Trofimova 16RF-109432 MoscowPhone +7-095-9 58 88 55Fax +7-095-9 58 96 93SPAINRoland Berger S.A.International Management ConsultantsPaseo de

50、 la Castellana 140E-Madrid 28046Phone +34-1-5 64 73 66Fax +34-1-5 64 72 75Diagonal 618, 6th FloorE-Barcelona 08021Phone +34-3-2 01 49 22Fax +34-3-2 00 60 76SWEDEN (Representation)Roland Berger & Partner ABInternational Management ConsultantsBox 7S-10120 StockholmPhone +46-8-28 66 24Fax +46-8-28 43 2