某咨询帮三星对haier的分析

1、White Goods Competitor Assessment Haier Samsung Electronics China (SEC China)August, 2001CONFIDENTIALThis report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKi

2、nsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.Samsung010620BJ-HaierCONTENTS 1. Background informationLocationStarting yearIPO date Number of employeesBrand valueMarket shareSales revenue Equity structur

3、eEra analysis4. Value chain strategy5. Organization and ownership6. Financial performanceFocus onMarketing, advertising and promotionDistribution (channel and sales force)Organization structureSales Profit 2. Strategy 3. Product/market Corporate strategyKey product offeringsMarket position Key custo

4、mersValue propositionGeographic focusPricing1Samsung010620BJ-HaierCONTENTS 1. Background informationLocationStarting yearIPO date Number of employeesBrand valueMarket shareSales revenue Equity structureEra analysis4. Value chain strategy5. Organization and ownership6. Financial performanceFocus onMa

5、rketing, advertising and promotionDistribution (channel and sales force)Organization structureSales Profit 2. Strategy 3. Product/market Corporate strategyKey product offeringsMarket position Key customersValue propositionGeographic focusPricing2Samsung010620BJ-HaierBACKGROUND INFORMATION Source: An

6、nual report; analyst reports; web site; Yuegang Information Daily Location: QingdaoStarting year: 1984IPO date: Listed refrigerator business in November, 1993Brand value (2000): RMB 30 billionMarket share: Refrigerator: 31%; Washing machine: 29%; Air Conditioner: 20%; Microwave: 2%Number of employee

7、s: 30,000Equity structure:Key shareholdersPercentageHaier GroupHaier Electronic International Co,. Ltd 31.44%17.93%Sales Revenue (2000): RMB 40.6 billion3Samsung010620BJ-HaierHAIERs DEVELOPMENT WENT THROUGH THREE STAGESSource: Haiers website, literature searchBrandingDiversification and expansionGlo

8、balization1984 - 19911992 - 19981998 - Key initiativeBuilt a strong brand name in refrigerators through a well deve-loped TQC systemDiversified the product portfolio to avoid having all the com-panys eggs in one basket through mer-gers and acquisitionsTo build an international brand name Aspires to

9、become fortune 500Key resultsWon the first prize in the most favorite light industry products refrigerators” 5 years in a rowWon the state prize for quality managementPresented with the customer satisfaction cup by Chinas customer satisfaction movement congressAcquired 14 enterprises under the eatin

10、g dormant fish strategy. Successfully turned these businesses around by leveraging Haiers brand and introducing Haiers OEC managementExpanded product portfolio from 1 product to over 9,000 products in 42 categoriesSold products to over 160 countries and regions and established more than 38,000 sales

11、 outlets across the world4Samsung010620BJ-HaierHaiers brand value in 2000: RMB 30 billionHAIERs BRAND BECAME TREMENDOUS INTANGIBLE ASSETSource: Literature search, web siteExamples of Haiers successful investment with its brandAcquired Qingdao Red Star Electronic Company and changed its washing machi

12、nes brand into Haier. With the help of OEC management, quickly turned the company into a profitable business. Haier became the No. 1 brand for washing machine the next year and enjoyed the highest market shareAcquired controlling shares of Shunde Washing Machine Factory with Haier brand and quickly

13、turned around the businessTook controlling shares of Hangzhou Haier Electronic Company with Haier brand and developed Haier series of color TV5Samsung010620BJ-Haier Source: WebsiteKitchen appliances RefrigeratorFreezerMicrowaveGas range Small appliances Electric ironVacuum cleaner Ventilating applia

14、ncesAir conditionerRange hoodAir purifier Cleaning appliancesWashing machineElectric water heater HAIER OFFERS BROAD RANGE OF PRODUCTS Haiers key product offerings Mobile handset Telecommunications Brown goods Color TVVCDTelephonePCPDA IT6Samsung010620BJ-HaierHAIER HAS SUCCESSFULLY EXPANDED INTO GLO

15、BAL MARKETSource: Annual reportDevelop global distribution network62 distributors and around 38,000 outlets across the worldSet up production facilities overseasSet up plants in Indonesia, Philippines, Malaysia, East Europe, US1999 exportsRefrigerator: 568,000 unitsAir conditioner: 200,000 unitsWash

16、ing machine: 190,000 unitsRefrigerator market share in US (2000) 124 L: 30.1%183 - 266L: 35.88%7Samsung010620BJ-HaierCONTENTS 1. Background informationLocationStarting yearIPO date Number of employeesBrand valueMarket shareSales revenue Equity structureEra analysis4. Value chain strategy5. Organizat

17、ion and ownership6. Financial performanceFocus onMarketing, advertising and promotionDistribution (channel and sales force)Organization structureSales Profit 2. Strategy 3. Product/market Corporate strategyKey product offeringsMarket position Key customersValue propositionGeographic focusPricing8Sam

18、sung010620BJ-HaierHAIERs STRATEGIC FOCUS IN 2001 Source: Haiers annual report Value war instead of price warFocus on improving technical contents in products Produce individualized productsGlobal competitive advantageArrange all business processes around order flow Build competitive advantage in qua

19、lity, cost and lead time through OEC management Product development Develop products that are tailored for different countries and regions Improve technology in large capacity refrigerators and network refrigerators Improve production capability for special refrigerators Human resource Provide rigor

20、ous trainings to employees and develop them into industry experts and management experts ServiceBuild extensive and exclusive service network to ensure strong reputation of being a service leader9Samsung010620BJ-HaierCONTENTS 1. Background informationLocationStarting yearIPO date Number of employees

21、Brand valueMarket shareSales revenue Equity structureEra analysis4. Value chain strategy5. Organization and ownership6. Financial performanceFocus onMarketing, advertising and promotionDistribution (channel and sales force)Organization structureSales Profit 2. Strategy 3. Product/market Corporate st

22、rategyKey product offeringsMarket position Key customersValue propositionGeographic focusPricing10Samsung010620BJ-HaierHAIERSs KEY WHITE GOODS OFFERING Source: Literature searchWhite goods Wide range of typesSide-by-side Refrigerator Washing machine Air conditioner Microwave Product type Double cham

23、berDrum Pulsator WindowSplit Packaged Central airGrill and non-grillMechanic and electronic11Samsung010620BJ-HaierHAIER WHITE GOODS MARKET SHARE, 2000 Refrigerator Washing machine Air conditioner Percent Source: LIICMicrowave3129210.212Samsung010620BJ-Haier* Rongsheng and Kelon combined Source: SINO

24、-MR, GfK, LIIC100%=1998Others 1999200037.432.435.75.728.030.912.38.610.08.826.1Samsung Electrolux Meiling Kelon*Haier Siemens Haier and Kelon are the leading players. However, their market shares are decreasing Although latecomers to the market, Electrolux and Siemens ar

25、e quickly building up their positions by focusing on mid-to high-end and high-end markets Compared to other MNC players, Samsungs growth in the market is rather slow Millions units, percent Refrigerator market share of major players in major cities4.5-6.215.6270.7101.23.9-6.9-5.0CAGR(98-00)PercentSa

26、msungHaier/Kelon/Meiling Siemens/Electrolux0.7HAIER IS A LEADING PLAYER IN MOST OF WHITE GOODS MARKETSREFRIGERATOR EXAMPLE13Samsung010620BJ-Haier* Kelon and Rongsheng combined Source: SINO-MR, GfK, LIIC100%=North China Others Samsung Electrolux Meiling Kelon*Haier Siemens Electrolu

27、x and Siemens are doing particularly well in Southwest Apart from Southwest, MNC players are doing better in east China and South China, relatively more affluent areas Samsung is relatively strong in East China and South China North East East China Central South South West North West 32.011

28、.1.730.836.65.90.421.926.031.010.53.324.420.411.09.820.833.8Refrigerator market share in major cities by geography, 2000Million units, percentSamsungHaier/Kelon/Meiling Siemens/ElectroluxHAIER HAS DEMONSTRATED STRENGTH

29、 IN MOST GEOGRAPHIC REGIONSREFRIGERATOR EXAMPLE14Samsung010620BJ-Haier* Another Kelons brand Source: SINO-MR, GfK, LIIC100%= 4,0002.01.92.017.819.624.80016.04.145.713.828.310.01.318.736.32.03.82.919.326.09.40.44.70.348.10.312.5Ron

30、gsheng*0Refrigerator market share in major cities by price band, 2000Million units, percentElectroluxKelon/RongshengSiemensSamsungHAIERS PRODUCTS COVER ALMOST ALL PRICE SEGMENTSREFRIGERATOR EXAMPLE15Samsung010620BJ-Haier* Another Kelons brand Source: SINO-MR, GfK, LIIC100%= 100LOthers Samsung Electr

31、olux Meiling Kelon*Haier Siemens 0.21.00.7Haier is leading in most markets Electrolux and Siemens have strong position in mid-to-large capacity markets Samsung is very strong in small capacity ( 300L2.60.03Rongsheng* 40.47.8051.213.401.49.602.821.424.80.813.7

32、29.735.511.010.12.91.17.834.45.013.730.4019.00.20Refrigerator market share in major cities by product type, 2000SamsungHaier/Rongsheng/Kelon Siemens/ElectroluxHAIERS PRODUCTS COVER BROAD RANGE OF TYPESREFRIGERATOR EXAMPLE16Samsun

33、g010620BJ-HaierCONTENTS 1. Background informationLocationStarting yearIPO date Number of employeesBrand valueMarket shareSales revenue Equity structureEra analysis4. Value chain strategy5. Organization and ownership6. Financial performanceFocus onMarketing, advertising and promotionDistribution (cha

34、nnel and sales force)Organization structureSales Profit 2. Strategy 3. Product/market Corporate strategyKey product offeringsMarket position Key customersValue propositionGeographic focusPricing17Samsung010620BJ-HaierAPART FROM STRONG BRAND, HAIERS KEY STRENGTHS LIE IN STRONG ATTENTION TO R&D, S

35、UCCESSFUL SUPPLY CHAIN AND LOGISTICS MANAGEMENT, WIDE DISTRIBUTION NETWORKS AND QUALITY AFTER-SALES SERVICES Key strengths R&DLeading technologies in high efficiency, inverter, energy-saving, environmental protection, etc. Strong R&D resource (R&D spending accounts for 45% of revenue)Qui

36、ck commercialization of new technologies (75% commercialization rate)Product design reflecting individualization Founded Haier Central Institute of Research with partners from US, Japan, Germany, etc. Set up 48 R&D entities world wide Set up new product experiment center in each key business uni

37、t Build technology alliance with 15 research institutes including Philips, C-Mold and Netscreen Recent development Logistics Sophisticated supply chain management and highly efficient logistics management Launched “I design my own refrigerator marketing strategy Built ERP, BPP and CRM systems Built

38、Chinas largest and most advanced logistics center in Qingdao Sales and marketing Strong brand recognition Invested RMB 0.5 billion in A&P Distribution Highly efficient distribution network (42 distribution centers, and over 9,000 sales outlets)Improved delivery time to 8 hours in hub cities, 24

39、hours in surrounding areas, 4 days anywhere in the country After-sales service Strong reputation in offering excellent after-sales service Continue promote the concept customers are always right18Samsung010620BJ-HaierHAIER LOGISTICS HAS GAINED RICH EXPERIENCE IN SOPHISTICATED SUPPLY CHAIN MANAGEMENT

40、 Source: Literature researchOptimized supply chain managementHaiers operating objectiveZero inventoryZero distanceZero working capitalHaier logistics management model: “one-flow and three-net”One flow: order information flowThree netGlobal supplier resource networkGlobal customer resource networkIT

41、networkCurrent capabilitiesHaiers order flow6,000 orders/month15,000 sourcing partsSupplier base978 supplier (58% lower than before)20% international suppliers include GE, Emmerson, etc.Internet usage 100% purchasing orders online20% online paymentPurchasing lead time 3 days comparing with 10 days b

42、efore19Samsung010620BJ-HaierHAIERs DISTRIBUTION CENTER HAS A LARGE GEOGRAPHY COVERAGE IN CHINAHaiers distribution networkHaier logistics center (Qingdao)42 distribu-tion centers1,550 specialty stores and 9,000 sales outletsDistribution network in ChinaInternational presence: DG for air-con related p

43、roducts at Hamburger Harbor, Germany, partnering with HHLAShanghaiBeijingWith established network, Haier has promised a competitive time of delivery8 hours within core cities24 hours in adjacent areas of core cities4 days for nationwide distributionTransportation equipment: over 10,000 trucks in Chi

44、na Haiers facilities20Samsung010620BJ-HaierHAIER HAS A DISTINCTIVE DISTRIBUTION APPROACH WHICH IS HEAVILY FOCUSING ON DIRECT RETAIL SALES FOR BASE AND HUB CITIES. Source: Field interview; McKinsey analysisSpecialty shoresFirst tier citySecond tier cityThird tier cityHaier shop-in-shopsRetailers in f

45、irst tier cities Retailers in some large second tier cities Specialty store Haier shop in shops Retailers in second tier cities Specialty store Haier shop in shops Retailers in third tier cities Specialty storesHaier A/C sales Co.Haier sales branches in small second tier citiesWholesales in some thi

46、rd tier citiesHaier sales center in first tier citiesHaier sales center in some large second tier citiesHaier sales centers in first and second tier citiesHaier sales branches in big third tier citiesEast regionNorth regionWest regionSouth region21Samsung010620BJ-HaierCONTENTS 1. Background informat

47、ionLocationStarting yearIPO date Number of employeesBrand valueMarket shareSales revenue Equity structureEra analysis4. Value chain strategy5. Organization and ownership6. Financial performanceFocus onMarketing, advertising and promotionDistribution (channel and sales force)Organization structureSales Profit 2. Strategy 3. Product/market Corporate strategyKey product offeringsMarket position Key customersValue propositionGeographic focusPricing22Samsung010620BJ-HaierHAIERS ORGANIZATION