英语课件 Strategy evaluationPPT

1、- 80 -SHA-4309-03690-08-15b.PPT-xB. Strategy evaluation and Sales & Marketing- 81 -SHA-4309-03690-08-15b.PPT-xB1. Strategy evaluation- 82 -SHA-4309-03690-08-15b.PPT-xB1.1 Corporate strategy analysis- 83 -SHA-4309-03690-08-15b.PPT-xGeberits corporate strategy in China is to promote exposed, and c

2、oncealed cisterns and tank fitting productsVision StrategyShanghaiDaishanAims at being the leading brand and supplier of high quality water-saving and maintenance-free plumbing products and being the market leader in concealed plumbing technologyAims at being the leading brand and supplier of flushi

3、ng products with superior quality and being the market leader in flushing technologyConcentrate sales and marketing resources to promote exposed and concealed cisternsConcentrate sales and marketing resources to promote tank fitting productsGeberits corporate strategyPenetrate into China market prom

4、oting exposed, concealed cisterns and tank fitting products- 84 -SHA-4309-03690-08-15b.PPT-xAlthough GSHA developed a strategy when founded, strategic objectives havent been achievedUpper endStrategy as originalDe-facto situationPositionProductChannelBrandChantier, concealed cisternFocus on retail c

5、hannel, complemented by selected projectsPremium brandNot clearly defined Public products, concealed cistern, Chantier, BWO & Traps, HDPE & Pluvia1)Mainly through projects (around 70%)2)Not a well-recognized brand yet1) By order of sales performance: 2000 (1-7)2) Roland Berger & Partners

6、 analysis- 85 -SHA-4309-03690-08-15b.PPT-xIn general, GDAIs strategy is more simple and in the right directionPositionProductChannelBrandMedium to high endTank fitting productsOEM channelPremium brandStrategy as originalDe-facto situationHigh end achieved, medium end in developmentIncomplete product

7、 range in the medium end segmentThrough OEM selling to ceramic providersHigh reputation among industry- 86 -SHA-4309-03690-08-15b.PPT-xThe vision of GSHA is neither shared within the company, nor is it communicated“I have no idea what our company aims at in China “ one regional sales manager “Geberi

8、t is doing its business without any direction “ one department manager “We dont know what Geberit is, is it a sanitary product provider or sanitary accessory producer?” one distributor in Shanghai“We seldom know what the top management s development target is, nor do we understand our companys goal

9、“ one department manager Comment- 87 -SHA-4309-03690-08-15b.PPT-xThe core competence of Geberit Europe has not been successfully transferred to Geberit China123456Core competence (Europe)Advanced technologySuperior qualityGood pre and after sales servicesGood technical supportBrand / reputationStrat

10、egic relationship with distributors and influencers (e.g. installers, architects, etc.)High technologyHigh qualityHavent been well set upPoor technical supportNot establishedNot establishedCore competence (China)- 88 -SHA-4309-03690-08-15b.PPT-xThe differentiation strategy that could be applied to G

11、eberit Europe cant be successfully implemented in ChinaPremium technology& innovationPremium qualityPremium customer servicesPremium brand & reputationDifferentiation strategy(High pricing)Geberit (Europe)Geberit (China)Technology is considered as advancedQuality is regarded as reliableCusto

12、mer services are not satisfactoryBrand awareness is low+- 89 -SHA-4309-03690-08-15b.PPT-xB1.2 Product strategy evaluation- 90 -SHA-4309-03690-08-15b.PPT-xThe current product portfolio is unbalanced. Long-term strategic focus should be on concealed cistern, tank fittings, Pluvia and HDPE instead of a

13、dding ChantierMarket potentialHighCompetitivenessLowHighTank fittingsPluviaConcealed cisternHDPE/MeplaPublic productsTraps & BWOChantierSource: Roland Berger & Partners analysisCurrent Geberit product strategic focus- 91 -SHA-4309-03690-08-15b.PPT-xB2 Sales & Marketing- 92 -SHA-4309-0369

14、0-08-15b.PPT-xThe central region sales account for more than half of all Geberit region sales and concealed cistern and public products account for more than 60% of current salesSales turnover by region1)Sales turnover by product1)52%38%10%CentralNorthSouth9%6%36%38%11%Concealed cisternHDPE & Pl

15、uvia Public productsBWO & Traps Chantier1) 2000 1-7- 93 -SHA-4309-03690-08-15b.PPT-xGeberits products are sold through 3 channels: retail and project sales through distributors and OEMExisting sales channelGeberitGSHAGDAIDistributorProjectDistributor owned retail outletsSub-distributorsProjectSu

16、b-distributor owned retail outletsOEMCeramic providers- 94 -SHA-4309-03690-08-15b.PPT-xEach of Geberits distributors has its own channel orientation, focusing on retail business or project salesProjectRetailGegerits top 10 distributorsXiamen Hai ShengShanghai SECGuangzhou Hua RunShenzhen Xin YueShan

17、ghai Zhong XinNanjing Jin LinBeijing Jie Xin Te30%70%Retail ProjectNational channel sales structureSource: Roland Berger & Partners analysis- 95 -SHA-4309-03690-08-15b.PPT-xB2.1 Retail channel GSHA- 96 -SHA-4309-03690-08-15b.PPT-xThe core process of Geberit retail sales should be divided into fo

18、ur steps: targeting of retail coverage; coverage execution, retail performance and after sales servicesProcessPhase IPhase IIPhase IIITargeting of retail coverageCoverage executionRetail performancePhase IVAfter sales services OwnershipGeberitDistributorRetailerGeberit and distributorsContentRegion

19、and city selection priorityNumber of retail outlets etc.Product distribution targetSub-distributor network development Product distribution targetsProduct displayPricingMerchandiser trainingProduct combinationInstallationWarranty / maintenance- 97 -SHA-4309-03690-08-15b.PPT-xGSHA has no clear retail

20、 coverage target Geberit lacks clear planning of retail network development Product distribution target is missing (sell what product to which distributor according to their strength and weaknesses Regional practice varies significantly, both in terms of retail coverage and product distributionProbl

21、emOutcome- 98 -SHA-4309-03690-08-15b.PPT-xThere are significant differences among different regions with regard to retail coverageShanghaiBeijingGuangzhouShenzhenNortheast(Dalian & Shenyang)Northwest(Xian)Southwest(Chongqing & Chengdu & Kunming)Jiangsu(NanjingWuxi & Suzhou)Zhejiang,

22、(Hangzhou & Ningbo)Retail coverageYYYYYYYYYNumber of outletroduct soldChantierDuofixBWO / TrapsChantierDuofixBWO / TrapsChantierDuofixBWO / TrapsChantierDuofixBWO / TrapsChantierDuofixBWOTrapsBWO ChantierDuofixBWO / TrapsChantierDuofixBWO / TrapsChantierDuofixBWO / Traps- 99 -SHA-43

23、09-03690-08-15b.PPT-xGeberit has neither intention nor leverage to monitor distributors network operations and there are no guiding policies in setting up sub-distributor network“GSHA only sets sales volume target, we can not influence our distributors” one regional sales manager of Geberit“Unlike K

24、ohler, Geberit has no distribution network development policies to guide us ” one distributor in Nanjing, Jiangsu province“Geberit Shanghai only cares about sales figure. They have no clear planning ” one distributor in Guangdong province- 100 -SHA-4309-03690-08-15b.PPT-xThere are a number of factor

25、s affecting Geberits retail salesFactors affectingSignigicant differences from region to region GSHA does not provide enough display board, lighting boxes and product catalogue to distributorsGeberit image shop/counter concept hasnt been implemented (initiated by Mr. Schuette)Poor marketing supportF

26、or same products, there are noticeable differences among distributors even in the same city, along the same street Certain products pricing too high (Chantier, BWO&Traps)Geberit distributiors have limited knowledge of Geberit product know-how, installation and application technologyIntensive tra

27、ining is a must The selection of toilet bowl to combine with Duofix or Chantier varies region by regionDistributors select toilet bowls themsleves Product display Pricing Merchandiser trainingProduct combination (Chantier, Duofix)- 101 -SHA-4309-03690-08-15b.PPT-xDistributors in different sales regi

28、ons select ceramics by themselvesExampleExample: DuofixRegionCeramic provider for DuofixShanghaiDuravitBeijingLaufenGuangzhouCasero, SwellShenzhenDuravit, Laufen VitraSouthwestSiu Fong, Swell, Casero, Amerian StandardHangzhouAmerican StandardNanjingSwell, Casero- 102 -SHA-4309-03690-08-15b.PPT-xAs t

29、o ceramic provider selection, there exist disparate responses both within and outside the organization“Geberit should not choose Swell as the partner. Swell is a low end brand” one regional sales manager of Geberit“If only you promote Geberit as a leading plumbing technology provider, it doesnt matt

30、er with whom you are combined to sell ” another regional sales manager of Geberit“In selecting Swell, Geberit has made a mistake. As a leading premium brand, Geberit should go for Laufen, Duravit etc. ” one distributor in Shanghai “Given the stock shortage of Europe-imported wall-hung toilets and la

31、ck of ceramic ourselves, we dont have many options. With the aid of Swell, we could increase market influence. ” one distributor in SichuanExampleExample: Duofix- 103 -SHA-4309-03690-08-15b.PPT-xB2.2 Project channel GSHA- 104 -SHA-4309-03690-08-15b.PPT-xThe core process of Geberit project sales cons

32、ists of four main steps that Geberit should followStepsProject initiationProject designProject construction/installation/decorationProject completion and ongoingProcessProject owner and developer obtain governments approval and set conditions, project scope etc.Design institute run for project desig

33、n bidding. If successful, design institute then work out the design drawing including engineering drawing of waste drainage system and roof drainage systemConstruction companies run for project construction bidding. The winner will carry out the construction and installation work. The following work

34、 is to be finished by decoration companyProject is approved and qualification license will be issued. Next step is on-going maintenanceOwnershipProject owner and developerDesign instituteConstruction companyDecoration companyProject approval related institutionsDistributor and Geberit (after sales s

35、ervices)GeberitSell - in stage1)Decision makerInfluencerPipingDuofixProject owner or developerDesign institutePublic productsChantierProject owner or developerInstallation companyDecoration company1): The earlier to get in, the more opportunities Geberit will have to win the tenderPhase IPhase IIPha

36、se IIIPhase IV- 105 -SHA-4309-03690-08-15b.PPT-xA number of bottlenecks do exist hindering project sales business, with Duofix and piping system in particularCurrent bottlenecks to project salesApplication and installation is not in the same line with current industry habits (Duofix)Lack of industri

37、al standard for siphonic roof drainage system (Pluvia and HDPE)Incompetence of application and services department personnel both in terms of technical knowledge and technical supportBoth distributors and sales staff lack technical knowledge and product know-how to carry out the businessPoor managem

38、ent commitment on Pluvia businessApplication and installation standardTechnical competenceProduct know-howManagement commitment- 106 -SHA-4309-03690-08-15b.PPT-xThe fact that both staff and distributor lack technical know-how and receive poor technical support from GSHA application and services depa

39、rtment leads to difficulties in selling Pluvia“Geberits technical engineers cant even answer my questions. How can I handover big project to these inexperienced people ” one design architect in Xian, Northwest China“I feel very disappointed with application and services department of GSHA. I have sp

40、ent more than thirty thousand RMB on building-up relationship, and I lost the tender just because XX couldnt give design drawing to architect on time” one distributor of Geberit in Nanjing , Jiangsu province“I have never seen a company who refused doing such kind of big business. I dont understand ”

41、 one distributor in Shenzhen, South China“Frankly speaking, I dont understand Pluvia and personally I do think it will be difficult for me to be in charge of Pluvia selling ” one sales staff in South regionExampleExample: Pluvia- 107 -SHA-4309-03690-08-15b.PPT-xB2.3 OEM channel GDAI- 108 -SHA-4309-0

42、3690-08-15b.PPT-xTypical OEM sales channel falls into four phasesPhase IPhase IIPhase IIIPhase IVProcessTargeting of clientsAccount penetrationSell-inAfter-sales serviceOwnershipGeberitGeberitGeberitGeberitContentTargeting market segmentSelected client focusUnderstand deeply customers needsAcquisiti

43、onCustomizationTechnical support e.g. Product developmentPricingWarrantyOn-going technical support- 109 -SHA-4309-03690-08-15b.PPT-xThere are a number of factors hampering current sales operations of GDAICurrent problemsDo not understand clearly customers needsUnsatisfactory product development/cust

44、omisationSlow market responsivenessHigh price hinders salesLack of communications between Geberit sales staff and OEM clients- 110 -SHA-4309-03690-08-15b.PPT-xB2.4 Marketing- 111 -SHA-4309-03690-08-15b.PPT-xUnclear marketing strategy and improper marketing functions lead to low marketing results and

45、 brand awarenessCurrent marketing operationMarketing department has no clear planningThe so-called marketing department does not perform its functions except organizing very few seminars and providing display board and lighting boxesRegional sales get almost no support from GSHA marketing department

46、Most of the time sales staff in different regions conduct marketing operations according to their own preferences (duct display, advertising)Unclear marketing strategyImproper marketing structure and functionLow market awarenessDifferent product image in different marketsHigh personnel turnov

47、er rateHigh marketing cost- 112 -SHA-4309-03690-08-15b.PPT-xB2.5 Benchmarking: Kohler (China)- 113 -SHA-4309-03690-08-15b.PPT-xAlthough Kohler and Geberit came into China around the same time (1997), business achievements of Geberit lag behind KohlerKohler (China)Geberit (China) RMB 400 Million1)RMB

48、 20.16 Million1)Sales turnoverHigh end High endPositionCeramic Faucet BathtubFlushing productsChantier, Duofix, BWO&Traps Product rangePremium brand Not established yetBrandUnique product design Reliable qualityGood technical support/pre and after sales servicesStrategic relationship with distri

49、butors and influencersAdvanced technology Reliable quality Core competenceThree factories Foshan BeijingTwo factories Daishan ShanghaiOverall competitionManufacturing plants Shanghai* Year 1999- 114 -SHA-4309-03690-08-15b.PPT-xUnlike Kohler who centralizes sales and marketing functions, Geberit divi

50、des sales and marketing into two separate parts without achieving synergyKohlerFoshan plant for ceramicShanghai plant for bathtubBeijing plant for faucetKohler China sales and marketing company (Shanghai) GeberitPurchasingIndependent production operationDelivery to customerBusiness planningSales and

51、 marketing operationCentral customer service centre (CCSC)PricingCustomer order processingDeliveryAfter sales serviceAround 50 authorised distributors nation-wideDistributor networkGSHAGDAISales and marketingSales and marketingCeramic providers OEMDistributor networkCCS- 115 -SHA-4309-03690-08-15b.P

52、PT-xKohlers distribution channel strategy is divided into four stages with retail market sales as the strategic focus for the futureContentContentFocus on project sales in five star hotels in ChinaIn co-operation with two distributors - one in Shanghai, one in HongkongDominate high end hotel sanitar

53、y market (around 90% of market share )High brand awareness in hotel IndustryProject sales stageIProject sales stage IIProject/retail salesIIIRetail/project sales IVExpand into four star hotels, government institution buildings, business buildingsSet up national distribution networkIncreasing brand a

54、wareness and reputationIncreasing market shareSignificant efforts put into development of retail distribution network (due to shrinking project business )Projects on-goingIncreasing brand awareness among end usersFocus on retail market salesGrab more market shareOutputOutputCurrent stageFuturePastPa

55、st- 116 -SHA-4309-03690-08-15b.PPT-xHaving successfully set up distribution network focusing on project sales, Kohler is extending retail network massivelyKohlers distribution networkKohler wholly depends on distributors to do business - has set up strong business partnership with distributorsAround

56、 50 authorised distributors in Kohlers national distribution networkKohler has spent lots of effort on developing sub-distributor network and increasing retail outletsKohler China adopts regional protective policies to help local distributors win projects- Local sales staff will provide support in p

57、roject bidding- If distributors other than local one also attend bidding, Kohler will offer preferential project price of less than 5% of origional one to local didtributorsAround 70% of Kohlers current sales volume is achieved through projectsKohler product: Unlike Geberit, Kohler can provide one-s

58、et solution to customersDistributors work has been mainly project - oriented, however, strategic focus has been switching to retail sales- 117 -SHA-4309-03690-08-15b.PPT-xCustomer services of Geberit lag far behind that of Kohler ChinaAnalysisKohler (China)Geberit (China)Kohler (China) requires its

59、distributors to employ Kohler Technical Specialist (KTS) to deal with pre-and-after sales servicesKohler (China) provide KTS with technology training and relevant supportIn addition, technical staff from Kohler sales representative office will further support KTSServices functions are not clearly de

60、fined Practice differs region by region Mostly covered by regional sales staff themselves In case of technical problems that cant be solved, sales staff turn to application and services department for assistanceTraining from GSHA is far from enoughCustomer service comparisonCustomer servicesImpactHigh service levelHigh customer satisfactionReputation built up both fo