笔意资迅策划类

nSolutiontoproblem3Solutiontoproblem1Solutiontoproblem2Solutiontoproblem4ChinaisamarketofgreatpotentialforGeberitFavorablemacro-economicenvironmentRB&Pexpectsasalesrevenueofmorethan150millionforGeberitChinabyyear20051):EconomistIntelligenceUnitDrivenbycontinuedstrongfixedinvestmentgrowth,therealannualGDPgrowthwillbemaintainedatabove7%Productconcept&standardBrandnewproductconceptNewindustrystandardsandregulationsarecomingouttoreplaceormodifytheoldonesBusinessopportunitiesforconcealedcisternwillbegeneratedbecauseoffat-growingmediumtohighendsanitarymarketFirstmoveradvantagePromisingmarketforconcealedcisternEncouragingmarketpotentialforpipingproductsConstructionindustrywillundergoastrongannualgrowthrateof8%,whichpresentspotentialforGeberit’spipingproductsAsashort-termcash-cow,morepublicproductsareexpectedtobesoleincontributingtotheearlybreakevenProjectsellingonlyPurelyimportDoesn’ttakeupmuchcorporatecapacityHighunitpriceHighprofitmarginShort-termsales-uppotentialStrongSwissbrandwithoriginalimportconceptCurrentsalesofpublicproductsaccountfor38%ofGeberitgrosssalesturnoverSource:Geberit,RB&PanalysisLong-termprospectThemarketsizeforpublicproductsitselfislimitedandshrinkingLimitednumberoftargetedhigh-endhotelsandbuildingsforGeberitManycompetitorswithintheindustryLackofone-setsolutionCombinedsellingapproachisbecomingdifficult(e.g.KohlertowhomGeberitusedtoprovideelectronicproducesandsellinprojectshaslauncheditsownelectronicproductsMarketsizeforGeberitpublicproductsislimitedBooz-Balltablesshouldbecleanandorganized,allofthesamecolor,andindividualcirclesshouldnotbetoolargeBreadthandDepthofFunctionalityStrengthofArchitectureAbilitytoSupportEaseofImplementationOverallStrength

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Waterfallchart,doublestepAxisTitleAxisTitleTitle,TimePeriodSubtitleDataset1Dataset2Tornadochart:back-to-backbargraphsAxisTitleCategoryACategoryBCategoryCCategoryDCategoryFAxisTitleCategoryETitle,TimePeriodSubtitleTornadochart:horizontalstackedchartAxisTitleCategoryACategoryBCategoryCCategoryDCategoryECategoryFCategoryGCategoryHTitle,TimePeriodSubtitleCombinationlineandcolumngraph:dual-axisAxisTitleAxisTitleDataset1Dataset2AxisTitleTitle,TimePeriodSubtitleAreagraph:datalabelsinsideAxisLabelAxisLabelTitle,TimePeriodSubtitlePiegraph:labelsonoutsideTitle,TimePeriodTotal=xxmillionOrderthepiecesfromlargesttosmallest,unlesssomeotherorderislogicallymoreappropriate.Ingeneral,theangleofthefirstsliceshouldbesettozerodegrees.InitialProjectTimeline(InWeeks)Ganttchart/timelinediagramActivities12345678RefineApproachDevelopHypothesesConductMarketscapeScansInterviews&InternalAssessmentIdentifyBusinessModelOpportunitiesDevelopOpportunityProfilesDevelopPathForwardKeyMilestonesTimeline3rdQuarter,1998Stockholdersvotetodonatemoneytocharity2ndQuarter,2000MillennialriotsandY2KbugcausemarketshutdownStartupsgoonsaleandCompanycollects$200millioninbailout19981999200020011stQuarter,1998Companypostsnetprofitof$20Mfor19972ndQuarter,1999BillGatesinitiateshostiletakeoverofcompanyCompanydevelopspieinfacestrategy4thQuarter,2001“20AcresandaDigitalSuperhighway””programwinsstockblue-chipstatus2002ChartTitleIfCompanyleveragesprofitstoenternewmarkets,itcouldemergeasanindustryleaderby2002.Porter’sfiveforcesThreatofNewEntrantsThreatofSubstitutesBargaining

PowerofSuppliersBargaining

PowerofBuyersIndustryRivalryThreeinterlockingcirclesLabel1Label2Label3LabelALabelBLabelCNote:Youcancheck“Semi-transparent”inthe“MoreFillColors”dialogboxtocreatetheoverlappingcoloreffect(usedontheLabelA,B,Csection).Four-piecepuzzle(assembled)Focusingonrevenue/profitabilityorientedbusinessmodelshavesignificantimplicationsforsupplychaindesignTraditionalSupplyChainDesignsSupplyChainDesignInnovationsOveralllogisticscostsChannelservicelevelsDoityourselfFocusongettingstuffoutthedoorCustomer-levelrevenue/profitabilityCustomer-levelservicestandardsCollaboratewithsupplychainpartnersFocusoncreatingcustomervalueOurEvolutionaryMastershavedeftlymanagedsupplychaincomplexityandrelationshipsoverthelastdecade…ManagingRelationshipsIntegratetechnologiestoextendintosuppliersandcustomersBuy,build&borrownewcapabilitiesfromthebestcompaniesSupplychainhumanperformance-engagingyourpeopleBuilddemandchainsynchronizationcapabilitiesManagingComplexityIntegrateandcontinuouslyimprove:operationalexcellenceCompressthesupplychaintoeliminatewastedtimeandinventoryCreatenewreservestoallowflexibleresponsetotheunexpectedAbilitytoManageSupplyChainRelationshipsIntegrationCollaborationSynchronizationValueCreatorPositioningFunctionalComplexityEnterpriseComplexityValueChainNetworkComplexityAbilitytoManageSupplyChainComplexity=B2BwebbasedworldWebelievethatsuccessintheneweconomyliesinaseamlesscombinationofcapabilitiesacrosstheextendedsupplychainTheSupplyChainContinuumRelationshipsalongtheSupplyChainScopeofImpactIncreasingCapabilities,IncreasingBenefitsWithinBusinessActivitiesTraditionalOptimizationIntegrationIntegratedStep1:IntegratefunctionsoftheexistingsupplychainBetweenBusinessFunctionsWithCustomers&SuppliersCollaborationCollaborativeStep2:Improvecollaborationandcontrolwithvendors,customersAcrossAlliancePartnersSynchronizationeSynchronizationStep3:VirtuallySynchronizethesupplychainacrossplayersintoonelogicalenterpriseWeb-BasedEntrantsLeaderintheNewEconomyOurvisionofwinningnewbusinessmodelsinsupplychainleveragetheemergingexchangespace,integratedwithinnovativesupplychainplanningandexecutioncapabilitiesProcurementSupplyChainPlanning3rdPartyPartners/Alliances/VentureseFulfillmentCollaborativeManufacturingeCRMVirtualSynchronizationeSupportService/Support/MaintenanceMaterial/procurementexchanges/auctionsIP/productdevelopmentexchangesCapability/serviceexchangesSupplyChainEcosystemeDesigneCommerceCapabilitiesWhatisabusinessmodel,anyway?It’’sanorganization’scorelogicforcreatingvalueWhataretheCompany’’sRevenueStreams?OperatingRevenueWhatdoesitsell?Towhom?Whydocustomerschoosethiscompanyoverothers?Howdoesthecompanycommunicatedistinctivelywithcustomers?Howdoesitpricedistinctively?WhataretheCompany’’svaluepropositions?Non-OperatingRevenueHowdoesitattractfinancialresources?Howdoesitmaximizethevalueofitsfinancialassets?HowdoestheCompanymanageitsfinancesdistinctively?Howdoesthecompanymakeaprofit?Whatroledoesitplayinthevaluechain?Howisitscoststructuredistinctive?Whatdistinctiveresources,assets,andcapabilitiesdoesitleverage?Whatdistinctiverelationshipsdoesitenjoy?Howdoesitstructureandleadsitsorganizationtoachieveworldclassperformance?Successfulbusinessmodelsaredrivenbytwokeyconcepts–revenueandprofitabilityBusinessModelDesignConceptsDesignConceptsThinkGlobal;ActLocalCustomerRevenueandProfitabilityCustomerServiceRequirementsChannelAssetLeverageCollaborativeValueCreationRevenue/ProfitabilityServiceGlobalOptimaCustomer(1)Customer(2)Customer(3)要想影响硬硬数据必须管好软软数据盖洛普路径径由此进入识别优势因才适用优秀经理敬业员工忠实顾客持续发展实际利润增长股票增值SOMEARGUMENTPATTERNS部分逻逻辑论论证模模式SuccessrequiresX需有X才能成成功SuccessrequiresX需要X才能成成功YouarepursuingX你正朝朝X发展YouthoughtXwasaproblem你认为为X是问题题Performanceisnotasexpected绩效不不如预预期YouarenotequippedtodoX你无法法作到到YouarenotfocusingonX你的重重心不不在XYwouldbebetter但Y比较有有利FurtherinvestigationshowsitY但调查查显示示Y才是问问题UnderlyingcauseisX问题出出在XTherefore,developcapabilityforX因此，，建立立作X的能力力Therefore,shiftfocustoX因此，，转移移重心心到XTherefore,changedirectiontoY因此，，转向向Y前进Therefore,shiftfocustoY因此，，转移移重心心到YTherefore,takestepstofixX因此，，设法法解决决X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%…以及其它它许多非常常良好的结结果战略规划的的基本框架架市场细分客户需求关键成功因因素竞争分析市场如何细细分？各细分市场场的规模、、增长率和和毛利率如如何？各细分市场场的集中度度如何？各细分市场场的产品生生命周期处处于哪个阶阶段？目标客户群群体有哪些些独特的需需求？目标客户群群体中谁是是购买决策策关键人？？目标客户群群体有什么么样的购买买行为？行业中有哪哪些不同的的成功模式式？这些模式各各自的关键键成功因素素是什么？？哪个是对我我们最有利利的成功模模式？服务务、创新还还是效率？？我们与竞争争对手在这这些关键因因素上相比比有什么优优势和劣势势？我们要培养养什么核心心竞争力？？我们建立什什么样的竞竞争优势？？细分市场定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力规划战略规划何时采用什什么图形？？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流程：线性性TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText流程:圆周式TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText影响因素：：Text

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TextTextTextTextTextText障碍/阻力：TextTextTexttexttexttext食用油项目各各环节均以项项目管理机制制运行团队分工程序计划控制项目发起人项目指导委员员会项目领导小组组项目各工作组组项目联络人明确团队各级级成员的分工工明确各工作组组分工明确小组长职职责和联络人人职责向谁负责获得授权信息交流程序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立项报告简介介棉油市场定位位未来有品牌、、渠道扩张潜潜力竞争策略行业有空间、、有机会2002年全全行业销售收收入800亿亿，2005年将达到950亿近7年年均增增长率为7.7%,今后后20年的年年均增长率为为6%国家政策有利利于介入前二十大企业业占24%市市场份额，行行业集中度低低，存在整合合机会;培育持久的低低成本原料控控制能力以规模生产形形成低成本优优势排名前十位的的品牌企业的的市场占有率率为10%，，存在品牌扩扩张的空间。。产品直接面向向终端消费者者，有利于品品牌和渠道的的建设；目标市场为新新疆、甘肃、、四川、陕西西、山西等五五省的居民消消费以低价格赢得得客户投资计划书简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低成本原料控控制能力哪里有原料原料在谁手里里如何获取持续低成本获取在食用油行业业，原料控制制能力是KSF，”获得了原料，，就获得了利利润“立项报告回答答了行业价值值问题，投资资计划书要回回答运营的核核心问题－－－原料德农种业战略略规划应用工工具实例－购购买行为售前的示范推推广和售后的的指导栽培服服务是目标客客户持续购买买的关键产量（特性和和适应性）；；整齐度（种子子纯度）；长势和穗大小小等（品种特特性）。评估购买地点以乡乡镇农技站为为主；同一品种有85％以上农农户习惯购买买同一公司产产品；先少购买一点点看表现而定定者占70％％，大规模购购买换种者占占5％，别人人种我才种者者占25％；；对价格无所谓谓者占65％％，认为新品品种比老品种种价格高者占占35％。购买经销商推荐；；媒体的宣传；；周围农户种植植该品种的情情况。认知提供技术资料料和培训；购买时简单讲讲解；出事故能尽快快妥善处理;不再购买的原原因：质量达达不到占71％，售后服服务跟不上占占22％。售后需求农户需求满足足过程销售示范推广服务分析框架关键

步骤：：了解和评估当当前的业务状状况确定企业核心心能力制定企业发展展的财务目标标确定可能实现现增长的各种种发展机会衡量各个机会会对企业发展展的影响了解行业/市市场发展状况况确定行业主要要影响因素及及关键成功因因素结合自身的核核心能力，制制定战略方案案选择标准根据影响的大大小来排出战战略方案的优优先次序能力/差距分分析确定企业发展展战略确定战略实施施的资源及风风险制定战略实施施计划成果：理由充分的企企业发展远景景目标实现企业增长长的候选方案案改进方案的衡衡量标准企业发展战略略实施计划12345制定实施计划企业现状评估估和目标制定确定机会与最最终确定发展展战略确定战略方案选择标准找出发展机会会并进行初步步筛选制订战略规划划的方法———全过程制定战略规划划的第一步是是评估企业当当前的业务状状况，确定企企业的远景目目标12345分析框架核心竞争力业务状况财务目标与限限制条件评估核心竞争争力和可被利利用的能力及及资源理解当前的业业务状况确定财务目标标、预期的业业务表现及企企业发展的限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最终确定发展展战略确定战略方案选择标准找出发展机会会并进行初步步筛选第二步确定战战略方案的选选择标准12345分析框架行业/市场事实分析企业自身竞争争能力评估对于企业成功功的主要市场场影响因素和和关键成功因因素市场规模市场增长产品生命周期期竞争状况资源需要利润率市场进入的难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最终确定发展展战略确定战略方案选择标准找出发展机会会并进行初步步筛选德农种业战略略规划应用工工具实例－企企业成长曲线线准备期成长期高速成长期成熟发展期中国种业的领领导者世界种业十强强玉米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，，玉米线重组组合并，并与与华冠科技交交易；玉米25％水稻30％水稻业务分拆拆上市玉米13.3％水稻17.6％控股设立黑龙龙江德农种业业华西、郑隆与与玉米公司合合并；剥离三三元投资整合阶段段产品经营阶段段品牌经营阶段段经过三个阶段段的发展，德德农将成为世世界种业十强强德农种业战略略调整年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场容量增长很很快，其中硫硫酸钾仅占国国内总容量的的11%国内钾肥实物物量使用比例例按照换算养分分比较，国内内硫酸钾施用量只占钾钾肥总量的5.5%（国际的平均均水平为7%）国内硫酸钾市市场容量约60-75万万吨，近10年硫酸钾的的国产化率不不断升高以用户中阿公公司所在地秦秦皇岛为准，，使用地销售售价比较，罗罗钾运到秦皇皇岛运费为280元/每每吨罗钾青上公司10601550-16501550盐田法曼海姆法硭硝法不同工艺技术术的使用地成成本低32％1900南风集团山西钾肥公司（亏损经营）俄罗斯进口硫硫酸钾到岸成成本美国海岸进口口硫酸钾到岸岸成本俄罗斯进口美国进口1600-16501480200014051089罗钾项目投资资计划及形成成的生产规模模、销量形成优质资源源、成本优势势、规模效益益、营销通道道四大资源的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未来3年销售售额的增长将将主要依靠新新购买的品种种，预计为3.4亿元，，占销售额总总增长量的65％；而依依托新品种，，营销网络拓拓展可实现利利润贡献1.9亿元，占占35％。财务目标－－－玉米①②③万元如购买新品种种不成功，销销售额只能维维持在2亿元元左右，而利利润只有2000万元左左右。德农水稻业务务战略规划图图示4类类客客户户需需求求品种质量技术服服务购买便便利新出现现的品品种让更多多客户户知道道德农农的品品种存在质质量提提高空空间存在技技术服服务提提高空空间销售网网络要要贴近近客户户5类类潜潜在在机机会会购买品品种合约科科研机机构聘请育育种家家建立亲亲本提提纯复复状体体系建优质质基地地加强田田间生生产管管理提高后后加工工质量量完善示示范体体系农技专专家现现场咨咨询分发技技术指指导手手册选择农农技员员做零零售商商在空白白地区区新建建销售售网络或提提高覆覆盖率率寻找当当地最最强的的经销销商和零售售商13类类可可采采取取的的行行动动销售额额和利利润02030405市场细细分客户需需求竞争分分析主机业业务定定位关键成成功因因素92年日立立、富富士通通同样样性能能的大大型机机价格格是IBM的30％－40％，抢抢夺了了市场场到92年IBM市场占占有率率下降降到40％以下下可靠性性高优良服服务和和技术术支持持价格合合理技术先先进忠实的的客户户群技术领领先竞争力力强的的成本本包括软软件、、应用用、网网络、、信息息等在在内的的全面面服务务能力力客户端端服务务器大型主主机超大型型主机机及配套套的服服务机会/问题最大的的大型型机客客户群群体，，希望望有稳稳定、、可靠靠、技技术全全面的的供应应商价格差差别太太大时时，客客户会会转向向竞争争对手手新的技技术方方案可可能会会使成成本大大规模模降低低市场规规模受受到小小型机机的冲冲击客户普普遍对对IBM不满PC机业务务定位位市场细细分客户需需求及及购买买行为为竞争分分析关键成成功因因素进入门门槛低低市场竞竞争激激烈市场主主流是是围绕绕WINTEL模式外观设设计个个性化化主流硬硬件按按摩尔尔定律律更新新应用软软件需需求导导向WINTEL模式的的结合合程度度以低成成本、、低价价格提提供较较高的的配置置核心技技术的的研发发能力力台式机机笔记本本电脑脑兼容机机机会/问题随着Internet的发展展，pc机的需需求将将迅速速增长长便携式式笔记记本电电脑将将有更更大的的发展展，毛毛利较较高单位：：10亿美美元销售收收入单位：：10亿美美元净利润润创造股东价值并使之最大化行业研研究战略规规划并购整整合核心竞竞争力力战略投投资理理念战略投投资理理念－－并购购整合合－汽汽车及及零部部件行行业整整合案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IdentifyBuyerValueSegmentsMarketResearch&VisioningConceptualDesignDetailedDesign&PilotImplementation(phased)SystemsDevelopment/EnhancementSituationAssessmentHypothesisListDevelopmentSurveyCollectionDataCodingandUtilityCalculationInstrumentDesignandTestingFieldAdministrationPreparationSampleQuotaDesignandListPullDataAnalysisUnderstandingbuyervalueshelpsproveordisprovecurrenthypothesesaswellasgeneratestrategysolutions.Organizationalbeliefsandstrategyalternativesidentifiedinthesituationassessmentaretranslatedintohypothesesfortesting.SituationAssessmentHypothesisListDevelopmentSurveyCollectionDataCodingandUtilityCalculationInstrumentDesignandTestingFieldAdministrationPreparationSampleQuotaDesignandListPullDataAnalysisIdentifyingBuyerValue-Basedsegmentscreatesthefoundationforcreatingthedistributionchannelstrategyanddesign.IdentifyBuyerValueSegmentsWhatdoconsumersvalue?Howcanwesegmentconsumersbasedonthesevalues?DevelopConceptualStrategyDesignBasedonwhatconsumersvalue,whatisourstrategicdirection?Conceptually,whattypesofproductsdowewanttooffer?Conceptually,whatchannelsdowewantconsumerstouse?DevelopMigrationStrategyHowdowecommunicatethesechangestoourkeystakeholders?Howdoweprepareourconsumersandemployeesforthesechanges?Howdoweactuallygettowherewewanttobe?PilotPlanRoll-OutPlanEstimateAnticipatedCustomerBehaviorTowhichchannelswillcustomersmigrate?DevelopProduct/PricingStrategyWhatproductsshouldweoffer?Howshouldtheybepriced?DetermineDistributionNetworkHowdowechangeourbranchandATMnetworks?Howmany?Whereshouldtheybelocated?MinimizeBusinessDecisionRiskHowwillconsumersreact?Howwillthisaffectourbottomline?DevelopDataMiningOpportunitiesHowdoweexploitbuyervalueinsightstobettertargetmarketsegments?iterativePlanImplementationDevelopDetailedStrategyDesignDevelopConceptualStrategyDesignUnderstandValuePropositionsCustomerMigrationStrategyValuebasedsegmentstrategiescanproduceincrementalrevenuesof$700millionandreducecostsupto$150million.IdentifyBuyerValueSegments-QuantifiableBenefits-Thesecostsavingswillbeoffsetbythe$52millionincreaseincentraldeliveryunitcosts...By1999,evenafterabsorbingsignificantimplementation/infrastructurecosts,projectcancontributeover$700millionpre-taxannually...$493$670$309Theshareholdervalueeffectcanbesignificant.YearILLUSTRATIVEBranchandCityAdministrationannualoperatingcostswillbereducedbynearly$200million...$MMItscriticaltodefinewhatfactorsor““attributes”areimportantwhenconsumersdecidetopurchasefromoneproviderversusanother.—AutomotiveExample—AProductistheSumofitsAttributesReliability:AirbagsSteelconstructionRollbarSpeed:HorsepowerAccelerationPrice:PurchasepriceMaintenancecostsInsuranceStyle:BodystyleColorImageComfort:LeatherinteriorStereosystemLegroomWithtraditionalresearch,whenyouaskhowimportantanyparticularfeatureisindividually,consumerstendtosayeachisveryimportant.1 234 567 8910StylingPriceSpeedReliabilityNotatallimportantVeryimportantBasedonanswerstothetradeoffquestions,buyervaluesarecalculatedandrespondentsaregroupedby““like””valuestohelpidentifytargetsegments.HighLowHighLow....................................................................................................................................—BuyerValueSegments—..................................................ChannelistsRate/SpeedNote:1)Eachdotrepresentsthousandsofconsumers2) Analyseswererunforallpossiblecombinationstoidentifythebestgroupingofconsumersandtheirvalues...............Speed..................................................Liquidity/Access...........PerformancePriceILLUSTRATIVECaseStudyThesegroupsorsegmentsofconsumersnotonlyhavedifferentprofitpotentials...—InvestmentBuyerValueSegments—%ofMarket(Consumers)—InvestmentBuyerValueSegments—%ofMarket($)—AverageInvestmentBalancePerValueSegment—Source:AndersenConsultingNationalBuyerValuesStudyforRetailFinancialServicesConsumersValueSegmentChannelRate/SpeedLiquidity/AccessSensitiveSpeedAvg..InvestmentBalance$77,725$92,264$96,335$68,212CaseStudyChannelistsSpeedLiquidity/AccessSensitive34%Rate/SpeedSensitive16%SpeedLiquidity/AccessChannelRate/Speed$Insummary,usingvaluebasedsegmentationisapowerfultooltoimproveaclient’sbottomline.CreatesRevenueOpportunitiesRetainmostprofitablecustomersImproveprofitabilityofothercustomersbyfulfillingtheirvalueswithlowercoststructuresGeneratenewbusinessIdentifyrevenueenhancementopportunitiesSimplifyandincreaseeffectivenessofclient’stargetmarketactivitiesIdentifiesSubstantialCostReductionBettermanageutilizationofclient’sdeliverynetworkFocusondeliveryonrequiredservicethresholdsStripcostsfromnon-valueaddedprocessesDon’thavetobuildonedeliveryoptionthatfitsallBetterPositionsRelativetoClient’sCompetitionIncreasedcustomersatisfactionduetofulfilledvaluesetsOrganizationclearlyunderstandsgoalsanddeliveryexpectationsSetsstageforadaptableorganizationbetterabletorespondtocompetitivechangeBasedonAndersenConsulting’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%CompetitionTodayLocalChinesemanufacturersupgradeproductiontechnologytoofferqualitylevelsonparwithJVoperationsLocalChinesemanufacturersdevelopmarketingcapability/expertiseJVoperations,crippledbyabilitytounderstandmarketandoperatewithinlocalbusinessculture’sdropinpositionJVsbegintocompetemoreonpriceasperceptionofaddedvaluedifferentiationdisappears.Overthelastthreetofouryears,localairconditionermanufacturershavebeenabletorepositionthemselvessuccessfullythroughcombinedadvancesinqualityandmarketing…PerceivedAddedValuePriceLowLowHighHighLowLowHighHighMeidiKelonChunlanGreePerceivedAddedValuePriceNationalMitsubishiSharpHitachiChunlanGreeNationalMitsubishiHitachi--Yesterday----Today--CompetitionYesterdayLocalandJVmanufacturerstargettwodifferentmarketsegmentsseparatedbyprice/qualitytradeoffJVoperationstargetqualityconsciousupperendofmarketwhilelocalmanufacturerstargetbottomendLocalmanufacturerslimitedintermsofproductionqualitycapabilityandmarketingexperienceConsolidatedresultsforthemarkets-fromamarketattractivenessperspective.-i.e.lookingatmarketsize,growth,competition,marketentry(i.e.distributionopportunity)fromacurrentandfutureperspective.EntryPriorityHighMedium-HighMediumMedium-LowLowBeijingNanjingHangzhouJinanChangshaChongqingMarketSizeStrategicViewDistributionOpportunityCompetitionMarketGrowthSource:ACmarketinvestigationsFromthesalesofficesandwarehousesestablishedintheseseveralmarkets,strategicnodescanbeestablishedtoallowaccesstonearbymarkets.HighPriorityMediumtoHighPriorityMediumPriorityMediumtoLowPrioritylCitiestobecoveredCitiesRequiring

InvestigationYearOneBeyondYearOneBeijingJinanNanjingShanghaiHangzhouChangshaShenzhenChongqingTianjinll

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

SuzhouChengdull

Shantoul

XiamenWuhan

Xi’an(Shaanxi)l

ZhanjiangGuiyangllKunmingSource:ACmarketinvestigations项目模块评估战略目目标主要任务与“XX-XXX”市场销售人人员讨论，，初步确定定未来目标标区域市场场和主要客客户类型对主要未来来目标市场场作实地调调查了解进行实地访访谈，对象象主要包括括建材公司司、建筑公公司、重大大基建项目目负责部门门、混凝土土搅拌站、、相关政府府部门、其其他水泥公公司等；包包括“XX-XXX”目前主要客客户和非““XX-XXX”客户总结主要发发现项目阶段性性成果X省水泥市场场概况和未未来发展趋趋势--各各主要标号号水泥需求求量、增长长趋势及地地域范围根据需求不不同划分的的客户类别别及其购买买考虑因素素竞争对手的的主要状况况、分产品品标号的市市场份额水泥分销网网络、方式式和未来趋趋势目前XX-XXX产品在市场场上的地位位，核心竞竞争力、客客户意见符合实际的的XX-XXX扩展战略目目标生产、物流流和销售力力量的战略略布局第一阶段中中“评估战战略目标””的主要任任务和项目目阶段性成成果制定实施计计划分析测算结结果论证扩展模模式设计整合方方案建立财务模模型评估战略目目标确定协同效效益项目启动第一阶段第二阶段第三阶段自1998年成立以以来，XX股份取得得了迅猛的的业务发展展，目前已已成为中国国西北地区区建材行业业的龙头企企业之一单位：(百百万元)最近三年的的业绩迅猛猛增长来源：X省XX水泥股份有有限公司2000年年年报基本事实XX股份的前身身是1956年建成成的国家大大型企业公司成立于于1998年11月月，1999年初其其普通股票票在深圳证证券交易所所上市，股股票代号0877公司在2000年生生产水泥154万吨吨，销售151万吨吨。公司的的产品在X省市场上达达到40%的占有率率。XX股份是西北北地区最大大的水泥企企业，也是是全国位居居前列的大大型水泥企企业但我国水泥泥行业极度度分散，竞竞争的地域域特征浓厚厚；低标号号水泥产能能过剩，地地方保护主主义，以及及不正当竞竞争，导致致大多水泥泥企业连年年亏损进入壁垒––低（（中）行业内竞争争–激烈并呈现现强烈的地地域特色替代威胁––低中国的水泥泥企业大多多紧密依靠靠当地的矿矿产资源，，而中国的的石灰石开开采是一个个极度分散散的行业，，供应商的的力量相当当有限水泥的替代代成品由于于技术、工工艺或成本本的多方面面原因仍未未被广泛接接受由于技术成成熟度高、、产品生命命周期长、、原料相对对易得、设设备制造技技术要求低低、产品标标准化程度度高等因素素，低标号号水泥制造造制造的进进入壁垒较较低优质水泥和和特种水泥泥由于设备备投资较高高，技术工工艺要求严严格，因此此其进入壁壁垒相对较较高中国的水泥泥行业极度度分散，2000年年全国有7000多多家水泥厂厂，而排名名前25位位的厂家产产量之和不不到全国总总产量的10%中国还未出出现全国性性的水泥企企业，竞争争的地域特特色浓厚70%以上上的竞争主主要集中在在低标号产产品，低端端产品的产产能过剩，，小厂林立立，市场上上很多不正正当竞争，，行业总体体效益低下下水泥市场的的客户主要要是混凝土土生产商、、水泥制品品生产商、、建筑承包包商以及大大型工程的