笔意资迅策划类-课件

nSolutiontoproblem3Solutiontoproblem1Solutiontoproblem2Solutiontoproblem4nSolutiontoproblem3Solution笔意资迅策划类-课件ChinaisamarketofgreatpotentialforGeberitFavorablemacro-economicenvironmentRB&Pexpectsasalesrevenueofmorethan150millionforGeberitChinabyyear20051):EconomistIntelligenceUnitDrivenbycontinuedstrongfixedinvestmentgrowth,therealannualGDPgrowthwillbemaintainedatabove7%Productconcept&standardBrandnewproductconceptNewindustrystandardsandregulationsarecomingouttoreplaceormodifytheoldonesBusinessopportunitiesforconcealedcisternwillbegeneratedbecauseoffat-growingmediumtohighendsanitarymarketFirstmoveradvantagePromisingmarketforconcealedcisternEncouragingmarketpotentialforpipingproductsConstructionindustrywillundergoastrongannualgrowthrateof8%,whichpresentspotentialforGeberit’spipingproductsChinaisamarketofgreatpotAsashort-termcash-cow,morepublicproductsareexpectedtobesoleincontributingtotheearlybreakevenProjectsellingonlyPurelyimportDoesn’ttakeupmuchcorporatecapacityHighunitpriceHighprofitmarginShort-termsales-uppotentialStrongSwissbrandwithoriginalimportconceptCurrentsalesofpublicproductsaccountfor38%ofGeberitgrosssalesturnoverSource:Geberit,RB&PanalysisLong-termprospectThemarketsizeforpublicproductsitselfislimitedandshrinkingLimitednumberoftargetedhigh-endhotelsandbuildingsforGeberitManycompetitorswithintheindustryLackofone-setsolutionCombinedsellingapproachisbecomingdifficult(e.g.KohlertowhomGeberitusedtoprovideelectronicproducesandsellinprojectshaslauncheditsownelectronicproductsMarketsizeforGeberitpublicproductsislimitedAsashort-termcash-cow,moreBooz-Balltablesshouldbecleanandorganized,allofthesamecolor,andindividualcirclesshouldnotbetoolargeBreadthandDepthofFunctionalityStrengthofArchitectureAbilitytoSupportEaseofImplementationOverallStrength

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FocusongettingstuffoutthedoorCustomer-levelrevenue/profitabilityCustomer-levelservicestandardsCollaboratewithsupplychainpartnersFocusoncreatingcustomervalueFocusingonrevenue/profitabilOurEvolutionaryMastershavedeftlymanagedsupplychaincomplexityandrelationshipsoverthelastdecade…ManagingRelationshipsIntegratetechnologiestoextendintosuppliersandcustomersBuy,build&borrownewcapabilitiesfromthebestcompaniesSupplychainhumanperformance-engagingyourpeopleBuilddemandchainsynchronizationcapabilitiesManagingComplexityIntegrateandcontinuouslyimprove:operationalexcellenceCompressthesupplychaintoeliminatewastedtimeandinventoryCreatenewreservestoallowflexibleresponsetotheunexpectedAbilitytoManageSupplyChainRelationshipsIntegrationCollaborationSynchronizationValueCreatorPositioningFunctionalComplexityEnterpriseComplexityValueChainNetworkComplexityAbilitytoManageSupplyChainComplexity=B2BwebbasedworldOurEvolutionaryMastershaveWebelievethatsuccessintheneweconomyliesinaseamlesscombinationofcapabilitiesacrosstheextendedsupplychainTheSupplyChainContinuumRelationshipsalongtheSupplyChainScopeofImpactIncreasingCapabilities,IncreasingBenefitsWithinBusinessActivitiesTraditionalOptimizationIntegrationIntegratedStep1: Integratefunctionsofthe existingsupplychainBetweenBusinessFunctionsWithCustomers&SuppliersCollaborationCollaborativeStep2: Improvecollaborationandcontrolwithvendors,customersAcrossAlliancePartnersSynchronizationeSynchronizationStep3: VirtuallySynchronizethesupplychainacrossplayersintoonelogicalenterpriseWeb-BasedEntrantsLeaderintheNewEconomyWebelievethatsuccessintheOurvisionofwinningnewbusinessmodelsinsupplychainleveragetheemergingexchangespace,integratedwithinnovativesupplychainplanningandexecutioncapabilitiesProcurementSupplyChainPlanning3rdPartyPartners/Alliances/VentureseFulfillmentCollaborativeManufacturing

eCRMVirtualSynchronizationeSupportService/Support/MaintenanceMaterial/procurementexchanges/auctionsIP/productdevelopmentexchangesCapability/serviceexchangesSupplyChainEcosystemeDesigneCommerceCapabilitiesOurvisionofwinningnewbusiWhatisabusinessmodel,anyway?It’sanorganization’scorelogicforcreatingvalueWhataretheCompany’sRevenueStreams?OperatingRevenueWhatdoesitsell?Towhom?Whydocustomerschoosethiscompanyoverothers?Howdoesthecompanycommunicatedistinctivelywithcustomers?Howdoesitpricedistinctively?WhataretheCompany’svaluepropositions?Non-OperatingRevenueHowdoesitattractfinancialresources?Howdoesitmaximizethevalueofitsfinancialassets?HowdoestheCompanymanageitsfinancesdistinctively?Howdoesthecompanymakeaprofit?Whatroledoesitplayinthevaluechain?Howisitscoststructuredistinctive?Whatdistinctiveresources,assets,andcapabilitiesdoesitleverage?Whatdistinctiverelationshipsdoesitenjoy?Howdoesitstructureandleadsitsorganizationtoachieveworldclassperformance?Whatisabusinessmodel,anywSuccessfulbusinessmodelsaredrivenbytwokeyconcepts–revenueandprofitabilityBusinessModelDesignConceptsDesignConceptsThinkGlobal;ActLocalCustomerRevenueandProfitabilityCustomer

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部分逻辑成本降低-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成本降低-23%供货时间减少-75%车辆的利用率提高+15%战略规划的基本框架市场细分客户需求关键成功因素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的基本框架市场细分客户需求关键成功因素竞争分析市场如何时采用什么图形？线图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水泡水平柱垂直柱饼图要表达的数据和信息何时采用什么图形？线图建议采用图形时间序列和多重数据、标准相流程：线性TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText流程:圆周式TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText流程：线性TextTextTextTextTextTextTTextTextTextTextTextTextTextTextTextTextTextTextTextText影响因素：Text

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TextTextTextTextTextText障碍/阻力：TextTextTextTextText矛盾：TextTextTextTextTetexttexttexttexttexttext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

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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立项报告简介棉油市场定位未来有品牌、渠道扩张潜力竞争策略行业有空间、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立项报告简介棉油市场定位未来有品牌、渠道扩张潜力竞争策略行业投资计划书简介原料规模生产单线规模开工天数低成本出油率提高产品品质稳定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－－原料投资计划书简介原料规模生产单线规模开工天数低成本出油率提高产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分析框架关键

步骤：了解和评估当前的业务状况确定企业核心能力制定企业发展的财务目标确定可能实现增长的各种发展机会衡量各个机会对企业发展的影响了解行业/市场发展状况确定行业主要影响因素及关键成功因素结合自身的核心能力，制定战略方案选择标准根据影响的大小来排出战略方案的优先次序能力/差距分析确定企业发展战略确定战略实施的资源及风险制定战略实施计划成果：理由充分的企业发展远景目标实现企业增长的候选方案改进方案的衡量标准企业发展战略实施计划12345制定实施计划企业现状评估和目标制定确定机会与最终确定发展战略确定战略方案选择标准找出发展机会并进行初步筛选制订战略规划的方法——全过程分析框架关键

步骤：了解和评估当前的业务状况确定可能实现增长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分析框架核心竞争力业务状况财务目标与限制条件评估核心竞争力和可被利用的能力及资源理解当前的业务状况确定财务目标、预期的业务表现及企业发展的限制条件制定实施计划企业评估和制定目标确定机会与最终确定发展战略确定战略方案选择标准找出发展机会并进行初步筛选制定战略规划的第一步是评估企业当前的业务状况，确定企业的远景第二步确定战略方案的选择标准12345分析框架行业/市场事实分析企业自身竞争能力评估对于企业成功的主要市场影响因素和关键成功因素市场规模市场增长产品生命周期竞争状况资源需要利润率市场进入的难易市场份额产品线成本优势公司形象管理能力制定实施计划企业评估和制定目标确定机会与最终确定发展战略确定战略方案选择标准找出发展机会并进行初步筛选第二步确定战略方案的选择标准12345分析框架行业/市场企业德农种业战略规划应用工具实例－企业成长曲线准备期成长期高速成长期成熟发展期中国种业的领导者世界种业十强玉米2％水稻0.18％西甜瓜2.1％00/05，公司成立00/09，收购赤峰种业00/10，组建郑隆01/01，收购华西01/03，收购正成、万丰01/06，收购三元01/09，收购武禾玉米6.3％水稻5.1％西甜瓜3.2％02/09，玉米线重组合并，并与华冠科技交易；玉米25％水稻30％水稻业务分拆上市玉米13.3％水稻17.6％控股设立黑龙江德农种业华西、郑隆与玉米公司合并；剥离三元投资整合阶段产品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业战略调整年德农种业战略规划应用工具实例－企业成长曲线准备期成长期高速成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%）34.680.4147.9196234.8289.6345.国内硫酸钾市场容量约60-75万吨，近10年硫酸钾的国产化率不断升高国内硫酸钾市场容量约60-75万吨，近10年硫酸钾的国产化率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32％1900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年销售额：12.2亿元年利润：0.9亿元农资超市公司年销售额：45.6亿元年利润：1.4亿元农资超市项目德隆银行其他股东复合肥项目罗钾项目形成优质资源、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①②③万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。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网络要贴近客户5类潜在机会购买品种合约科研机构聘请育种家建立亲本提纯复状体系建优质基地加强田间生产管理提高后加工质量完善示范体系农技专家现场咨询分发技术指导手册选择农技员做零售商在空白地区新建销售网络或提高覆盖率寻找当地最强的经销商和零售商13类可采取的行动销售额和利润02030405德农水稻业务战略规划图示4类客笔意资迅策划类-课件市场细分客户需求竞争分析主机业务定位关键成功因素92年日立、富士通同样性能的大型机价格是IBM的30％－40％，抢夺了市场到92年IBM市场占有率下降到40％以下可靠性高优良服务和技术支持价格合理技术先进忠实的客户群技术领先竞争力强的成本包括软件、应用、网络、信息等在内的全面服务能力客户端服务器大型主机超大型主机及配套的服务机会/问题最大的大型机客户群体，希望有稳定、可靠、技术全面的供应商价格差别太大时，客户会转向竞争对手新的技术方案可能会使成本大规模降低市场规模受到小型机的冲击客户普遍对IBM不满市场细分客户需求竞争分析主机业务定位关键成功因素92年日立、PC机业务定位市场细分客户需求及购买行为竞争分析关键成功因素进入门槛低市场竞争激烈市场主流是围绕WINTEL模式外观设计个性化主流硬件按摩尔定律更新应用软件需求导向WINTEL模式的结合程度以低成本、低价格提供较高的配置核心技术的研发能力台式机笔记本电脑兼容机机会/问题随着Internet的发展，pc机的需求将迅速增长便携式笔记本电脑将有更大的发展，毛利较高PC机业务定位市场细分客户需求及购买行为竞争分析关键成功因素单位：10亿美元销售收入单位：10亿美元净利润单位：10亿美元销售收入单位：10亿美元净利润创造股东价值并使之最大化行业研究战略规划并购整合核心竞争力战略投资理念创造股东价值并使之行业研究战略规划并购整合核心竞争力战略投资战略投资理念－并购整合－汽车及零部件行业整合案例产业结构升级火花塞刹车盘汽车内饰变速箱/车桥重型车汽车金融服务整车核心总成一级配套二级配套、其他第四阶段（2003－2005）第三阶段（2001－2002）第二阶段（1998－2000）第一阶段（1993－1997）发动机/驾驶室轿车汽车金融服务刹车盘进入新业务退出业务活塞销汽车空调园林机械园林机械越野车客车丝网栏杆丝网栏杆1.25亿15亿39亿200亿销售收入小型汽车零配件大型汽车零配件和整车汽车和服务、国际化1997年底德隆进入战略投资理念－并购整合－汽车及零部件行业整合案例产业结构升级IdentifyBuyerValueSegmentsMarketResearch&VisioningConceptualDesignDetailedDesign&PilotImplementation(phased)SystemsDevelopment/EnhancementSituationAssessmentHypothesisListDevelopmentSurveyCollectionDataCodingandUtilityCalculationInstrumentDesignandTestingFieldAdministrationPreparationSampleQuotaDesignandListPullDataAnalysisUnderstandingbuyervalueshelpsproveordisprovecurrenthypothesesaswellasgeneratestrategysolutions.IdentifyBuyerValueSegmentsMOrganizationalbeliefsandstrategyalternativesidentifiedinthesituationassessmentaretranslatedintohypothesesfortesting.SituationAssessmentHypothesisListDevelopmentSurveyCollectionDataCodingandUtilityCalculationInstrumentDesignandTestingFieldAdministrationPreparationSampleQuotaDesignandListPullDataAnalysisOrganizationalbeliefsandstrIdentifyingBuyerValue-Basedsegmentscreatesthefoundationforcreatingthedistributionchannelstrategyanddesign.IdentifyBuyerValueSegmentsWhatdoconsumersvalue?Howcanwesegmentconsumersbasedonthesevalues?DevelopConceptualStrategyDesignBasedonwhatconsumersvalue,whatisourstrategicdirection?Conceptually,whattypesofproductsdowewanttooffer?Conceptually,whatchannelsdowewantconsumerstouse?DevelopMigrationStrategyHowdowecommunicatethesechangestoourkeystakeholders?Howdoweprepareourconsumersandemployeesforthesechanges?Howdoweactuallygettowherewewanttobe?PilotPlanRoll-OutPlanEstimateAnticipatedCustomerBehaviorTowhichchannelswillcustomersmigrate?DevelopProduct/PricingStrategyWhatproductsshouldweoffer?Howshouldtheybepriced?DetermineDistributionNetworkHowdowechangeourbranchandATMnetworks?Howmany?Whereshouldtheybelocated?MinimizeBusinessDecisionRiskHowwillconsumersreact?Howwillthisaffectourbottomline?DevelopDataMiningOpportunitiesHowdoweexploitbuyervalueinsightstobettertargetmarketsegments?iterativePlanImplementationDevelopDetailedStrategyDesignDevelopConceptualStrategyDesignUnderstandValuePropositionsCustomerMigrationStrategyIdentifyingBuyerValue-BasedValuebasedsegmentstrategiescanproduceincrementalrevenuesof$700millionandreducecostsupto$150million.IdentifyBuyerValueSegments-QuantifiableBenefits-Thesecostsavingswillbeoffsetbythe$52millionincreaseincentraldeliveryunitcosts...By1999,evenafterabsorbingsignificantimplementation/infrastructurecosts,projectcancontributeover$700millionpre-taxannually...$493$670$309Theshareholdervalueeffectcanbesignificant.YearILLUSTRATIVEBranchandCityAdministrationannualoperatingcostswillbereducedbynearly$200million...$MMValuebasedsegmentstrategiesItscriticaltodefinewhatfactorsor“attributes”areimportantwhenconsumersdecidetopurchasefromoneproviderversusanother.—AutomotiveExample—

AProductistheSumofitsAttributesReliability:AirbagsSteelconstructionRollbarSpeed:HorsepowerAccelerationPrice:PurchasepriceMaintenancecostsInsuranceStyle:BodystyleColorImageComfort:LeatherinteriorStereosystemLegroomItscriticaltodefinewhatfaWithtraditionalresearch,whenyouaskhowimportantanyparticularfeatureisindividually,consumerstendtosayeachisveryimportant.1 2 3 4 5 6 7 8 9 10StylingPriceSpeedReliabilityNotatallimportantVeryimportantWithtraditionalresearch,wheBasedonanswerstothetradeoffquestions,buyervaluesarecalculatedandrespondentsaregroupedby“like”valuestohelpidentifytargetsegments.

HighLowHighLow....................................................................................................................................—BuyerValueSegments—..................................................ChannelistsRate/SpeedNote: 1) Eachdotrepresentsthousandsofconsumers2) Analyseswererunforallpossiblecombinationstoidentifythebestgroupingofconsumersandtheirvalues ...............Speed..................................................Liquidity/Access...

....

....PerformancePriceILLUSTRATIVECaseStudyBasedonanswerstothetradeoThesegroupsorsegmentsofconsumersnotonlyhavedifferentprofitpotentials...—InvestmentBuyerValueSegments—%ofMarket(Consumers)—InvestmentBuyerValueSegments—%ofMarket($)—AverageInvestmentBalancePerValueSegment—Source:AndersenConsultingNationalBuyerValuesStudyforRetailFinancialServicesConsumersValueSegmentChannelRate/SpeedLiquidity/AccessSensitiveSpeedAvg..InvestmentBalance$77,725$92,264$96,335$68,212CaseStudyChannelistsSpeedLiquidity/AccessSensitive34%Rate/SpeedSensitive16%SpeedLiquidity/AccessChannelRate/SpeedThesegroupsorsegmentsofco$Insummary,usingvaluebasedsegmentationisapowerfultooltoimproveaclient’sbottomline.CreatesRevenueOpportunitiesRetainmostprofitablecustomersImproveprofitabilityofothercustomersbyfulfillingtheirvalueswithlowercoststructuresGeneratenewbusinessIdentifyrevenueenhancementopportunitiesSimplifyandincreaseeffectivenessofclient’stargetmarketactivitiesIdentifiesSubstantialCostReductionBettermanageutilizationofclient’sdeliverynetworkFocusondeliveryonrequiredservicethresholdsStripcostsfromnon-valueaddedprocessesDon’thavetobuildonedeliveryoptionthatfitsallBetterPositionsRelativetoClient’sCompetitionIncreasedcustomersatisfactionduetofulfilledvaluesetsOrganizationclearlyunderstandsgoalsanddeliveryexpectationsSetsstageforadaptableorganizationbetterabletorespondtocompetitivechange$Insummary,usingvaluebasedBasedonAndersenConsulting’sinvestigationofthetargetmarkets,thereisidentifiablechangeinbuyerpreferencesfromwindowtosplitandcabinetairconditioners.--Product--YesterdayTodayFuturetrendsWindowandsplitaccountforthemajorityoftheairconditionerspossessionbefore1996.Splitairconditionersaccountforthemajorityofsales.Cabinetssalesbegintoincreaseandwindowsshareofthemarketbegintodecline(Fromdistributorsperspective)Cabinetairconditionerswillcontinuetogrowcabinetairconditionersshowstronggrowthduetoincreasingsizeofhomesandpricecuts.FuturesalesgrowthwillcontinuewithimprovementsinresidentialpowerSomecustomersegments(especiallyrural)regardairconditionersasatypeofhigh-endfurniture(whosesecondarypurposeistocool).Cabinets,bestmeetthistypeofcustomer’sbuyervalueandwillgrowwiththissegment.Splitwillremainstable,andevendeclineinsomeareasSplitswillkeepthesamemarketshareComparedtothecabinets,itwilldeclineslightlyinsomeareasbecauseofinstallationdifficultiesGenerally,windowairconditionerswilldecreasedramatically,butstillaccountforacertainproportionactingasatransitionproductforpriceconsciousbuyersinhotareasBecauseofthisincomelimitation,windowairconditionerswillstillaccountforalargeproportionofsalesineconomicallydevelopingmarkets(i.e.ChangshaandChongqing)WindowswillcontinuetosellwellinmarketssuchasHangzhouastransitionproductsforpeoplewhoarewaitingtomoveintonewhousingGrowthinMiniCentralandCeilingairconditionersMini-centralorresidentialusedceilingoneswillgaininpopularityamongstpeopleinlargeapartmentsandhouses(especiallyasmarketawarenessofproductavailabilitygrows).Breakdownofdifferenttypesofairconditioners(Before1996)Currentpurchasepreferences(1996-1998)Window48%Split48%Cabinet9%Window26%Split53%Cabinet21%BasedonAndersenConsulting’sCompetitionTodayLocalChinesemanufacturersupgradeproductiontechnologytoofferqualitylevelsonparwithJVoperationsLocalChinesemanufacturersdevelopmarketingcapability/expertiseJVoperations,crippledbyabilitytounderstandmarketandoperatewithinlocalbusinessculture’sdropinpositionJVsbegintocompetemoreonpriceasperceptionofaddedvaluedifferentiationdisappears.Overthelastthreetofouryears,localairconditionermanufacturershavebeenabletorepositionthemselvessuccessfullythroughcombinedadvancesinqualityandmarketing…PerceivedAddedValuePriceLowLowHighHighLowLowHighHighMeidiKelonChunlanGreePerceivedAddedValuePriceNationalMitsubishiSharpHitachiChunlanGreeNationalMitsubishiHitachi--Yesterday----Today--CompetitionYesterdayLocalandJVmanufacturerstargettwodifferentmarketsegmentsseparatedbyprice/qualitytradeoffJVoperationstargetqualityconsciousupperendofmarketwhilelocalmanufacturerstargetbottomendLocalmanufacturerslimitedintermsofproductionqualitycapabilityandmarketingexperienceCompetitionTodayOverthelastConsolidatedresultsforthemarkets-fromamarketattractivenessperspective.-i.e.lookingatmarketsize,growth,competition,marketentry(i.e.distributionopportunity)fromacurrentandfutureperspective.EntryPriorityHighMedium-HighMediumMedium-LowLowBeijingNanjingHangzhouJinanChangshaChongqingMarketSizeStrategicViewDistributionOpportunityCompetitionMarketGrowthSource:ACmarketinvestigationsConsolidatedresultsforthemFromthesalesofficesandwarehousesestablishedintheseseveralmarkets,strategicnodescanbeestablishedtoallowaccesstonearbymarkets.HighPriorityMediumtoHighPriorityMediumPriorityMediumtoLowPrioritylCitiestobecoveredCitiesRequiring

InvestigationYearOneBeyondYearOneBeijingJinanNanjingShanghaiHangzhouChangshaShenzhenChongqingTianjinll

ShijiaZhuang(Hebei)Zhengzhou(Henan)lQingdaolHefei(Anhui)l

SuzhouChengdull

Shantoul

XiamenWuhan

Xi’an(Shaanxi)l

ZhanjiangGuiyangllKunmingSource:ACmarketinvestigationsFromthesalesofficesandwar项目模块评估战略目标主要任务与“XX-XXX”市场销售人员讨论，初步确定未来目标区域市场和主要客户类型对主要未来目标市场作实地调查了解进行实地访谈，对象主要包括建材公司、建筑公司、重大基建项目负责部门、混凝土搅拌站、相关政府部门、其他水泥公司等；包括“XX-XXX”目前主要客户和非“XX-XXX”客户总结主要发现项目阶段性成果X省水泥市场概况和未来发展趋势--各主要标号水泥需求量、增长趋势及地域范围根据需求不同划分的客户类别及其购买考虑因素竞争对