德国公司进入中国市场策略项目建议书英文

AchievingleadershipinChinadetergentmarket

–Projectproposal–

Henkel(China)InvestmentCo.Ltd.

,RolandBerger&Partners–InternationalManagementConsultantsBarcelona–Beijing–Berlin–Brussels–Bucharest–Budapest–BuenosAires–Delhi–Detroit–Düsseldorf–Frankfurt–Hamburg–Kiev–KualaLumpur–LisbonLondon–Madrid–Milan–Moscow–Munich–NewYork–Paris–Prague–Riga–Rome–SãoPaulo–Shanghai–Stuttgart–Tokyo–Vienna–ZurichNirma\interim-rptContents PageA. Fiercecompetitionfrominternationalanddomesticplayershasimposed 3greatchallengeonHenkel B. Toachieveturnaround,Henkelshouldadoptanaggressiveexpansionstrategy 10C. RolandBergerwillhelpdeveloptheappropriatestrategy:projectoutline 12D. Projectorganizationandtimeframe 22E.Valueoftheproject 12F.RolandBergerisabestpartnerofHenkeltoexploitChinadetergentmarket: 12selectedreferenceAnnexA:Casestudy-Qiqiang 32AnnexB:Casestudy-P&G 42Nirma\interim-rptA.Fiercecompetitionfrominternationalanddomesticplayershasimposed

greatchallengeonHenkel Nirma\interim-rptAfterfastincreaseinearlier1990th,annualgrowthofChinadetergentmarkethassloweddownintheseyearsNationalmarketvolumeoflaundrydetergent

[inMio.tons]199319941995199619972000**EstimationSource:ChineselightIndustryYearbook(1999),RolandBerger&Partners’analysis1.92.22.82.62.72.9~3.0+8.2%p.a.2~3%p.a.Nirma\interim-rptGrossprofitabilityofWhitecatregularpowderOvercapcityindetergentindustryPricereductionofMajorbrand(RMB/Kg)OvercapacityindetergentindudstryleadstopricereductionandthusreducestheproductprofitabilityAtpresent,thereareabout150manufacturesindetergentindustrywithcapacityof3.8milliontons,buttotalmarketvolumeisabout2.7milliontons,sotheutilizationrateofcapacityisabout70%Marektentryofdetergentindustryisprettylowandthereliesalotofunregisteredfactories,Iftakingtheircapacityintoaccount,theutilizaitionratewillbefurthurreducedtoabout50%-60%11%1998年1999年3%TideOMO18.016.518.817.35.54.8Whitecat(regularpowder)1998年1999年Averagepricereductionofthewholeindustryis10%Nirma\interim-rptAfterhavingestablishedprominentpositioninhighendmarket,P&GandUnileverbegintopenetratemiddleandlowendmarketMarketstructureofhighend(Price：>10RMB/Kg)Marketstuctureofmiddleend(Price：7~10RMB/Kg)Marketstructureoflowend(Price：<7RMB/Kg)Proportionofhighendmarketis11.9%Proportionofmiddleendmarketis31.8%Proportionoflowendmarketis56.3%P&GOthersBenckiserUnileverP&GBenckiserOthersHenkelHenkelUnileverOthersResource:ACNielsonretailingaudit1999-2000Nirma\interim-rptBrandShareCompanyTide6.0%P&GAriel2.2%P&GOMO2.4%UnileverPower281.1%BenckiserPersil0.1%HenkelMarketshareofinternationalplayers’brandsindifferentsegmentBrandShareCompanyGFL2.2%P&GPanda1.9%P&GWIPP1.0%HenkelTianjin1.8%HenkelDosia1.0%BenckiserBack-upMarketstuctureofmiddleend(Price：7~10RMB/Kg)Marketstructureoflowend(Price：<7RMB/Kg)

BrandShareCompanyFangcao 2.5%UnileverYunquan0.8%UnileverSunlight0.2%UnileverSeagull2.9%HenkelTiantian1.5%HenkelGuilin1.2%Henkel

Marketstructureofhighend(Price：>10RMB/Kg)Resource:ACNielsonretailingaudit1999-2000Nirma\interim-rptNirma\interim-rptAlthoughalatecomer,BenckiserhassuccessfulpenetratednorthmarketwithDosiathroughwell-designedentrystrategyThroughacquiringdistributorsfromP&G,DosiachoseLiaoningprovinceasitsinitialentryareaInHeilongjiangandJilinprovince,competitorsarenotsostrongasthatinotherpartsofChina.localbrands,suchasTiantian,areindominantpositions,soDosiachosethesetwoprovinceassubsequentpenetrationareasCompetitionisinchoasinShandong,anddistributionnetworkisnotwellregulatedwithlotsofsmalldistributors/wholesalerscompetingwitheachother,soitiseasyforDosiatopenetratethemarketandcultivateitsqualifieddisbitionchannelInordertoguaranteethesuccess,channelpenetrationisalsobackedupbystrongadvertisementchampaignMarektshareofDosiainnorthChinaMarketentrydesignJan1999Mar1999May1999Jul1999Sep1999Nov1999Jan2000Resource:ACNielsonretailingaudit1999-2000Nirma\interim-rptSomedomesticplayersarealsomakingeffortstoachievefastgrowthandnationalpresenceMarketshareofQiqiangMarketshareofLibaiResource:ACNielsonretailingaudit1999-2000Nirma\interim-rptFastgrowthsofdomesticplayersaresupportedbytheirruralfocusstrategy,nationwidemanufacturingnetworkanddirectsalesmodelMarketpenetrationstrategytakenbyfastgrowingdomesticplayersRuralfocusstrategyNationwidemanufacturingnetworkDirectsalesmodelRuralmarketislargebutisdominantedbyweakregionalbrandsInternationalplayershaveweakperformanceinruralareaLogisticcostishighindetergentindustryaccoutingforover10%intotalvalueLongdistancetransportationinChinaisnotoonvientForanewcomer,itisnoteasytogetqualifiedlocaldistirbutorsReasonMethodResultFirstpenetrateruralmarketandtownAfterachievingstrongperfromanceinruralarea,thenpenetratecityandlargecountyAcquiringlocalplayersindifferentareas(Qiqiang)SigningOEMcontractswithlocalplayersindifferentareas(GuangdongLibai)DirectlysellingproductstolowleveldealersorretailingoutletstrongchannelpromotionAvoidingcompetingwithstrongsplayersGainingmarketsharewithcomparativelylowmarketinginvestmentAvoidingcompetingwithlocalplayersReductioninlogisticcostFastmarketpenetrationButthesalesexpenseishighandthesalesforceshouldbeverydiligentNirma\interim-rptInordertoachieveturnaround,HenkelshouldadoptanaggressiveexpansionstrategySixregionalbrandswithcomparativeweakmarketperformanceDeteriorationofmarketshareforeachbrand,defeatedbystronginternationalordomesticbrandsonebyoneAggressiveexpansionstrategyNochangeTurnaroundpointLeadershipindetergentmarketNirma\interim-rptStrategyformulationshouldbebasedonfullunderstandingofChinadetergentmarketandfullconsiderationofthreestrategicissuesStrategyformulationChoiceoffocusbrandandstrategicexpansionrouteEstablishingreliableandlowcostlogisticnetworkDevelopingruralentrymodelFullunderstandingofChinadetergentmarketNirma\interim-rptPercapitaconsumptiongraduallydecreasesfromsouthtonorthandfromeasttowestConsumptionoflaundrydetergentinChina

[kg,percapita]Source:RolandBerger&Partners’interview1.882~3kgpercapita1.7~2kgpercapita<1.7kgpercapita••••••••••••••••••>3kgpercapita1.881.881.9521.821.953.351.951.952.352.353.351.6821.681.68•2.35MuchlowareaNirma\interim-rpt2512(Shanghai)ThehighpopulationdensityislocatedintheNorthChinaplainSource:RolandBerger&Partners’interview146(Jilin)343(Hebei)586(Shandong)578(Henan)715(Jiangsu)273(Fujian)308(Hunan)392(Guangdong)108(Yuannan)362(Chongqing)471(Anhui)BackupMunicipalitypopulationdensity

(includeingsuburbarea)Shanghai 2512Beijing 738Tianjin 866Chongqing 362over500capitaper

squarekilogram276(Liaoning)866(Tianjin)738(Beijing)209(Shanxi)443(Zhejiang)201(Guangxi)326(Hubei)188(Sanxi)177(Sichuan)400~500capitaper

squarekilogram300~400capitaper

squarekilogram200~300capitaper

squarekilogram100~200capitaper

squarekilogramless100capitaper

squarekilogramNirma\interim-rptFordifferentregion,marketsegmentstructureisalsodifferentbecauseofvariousincomelevelandconsumptionhabitSegmentstructurebyregionCommentsNorthWestEastSouthLowendmarketaccountforover50%oftotalmarketandisespeciallylargeinthelowdevelopingNorthandWestofChinaMiddle-endproducttakeahighershareinEastandSouthofChinaHighendmarketiscomparativelyhigherinsouthmarketbecauseofitshighincomelevelandaccptanceofconcentratepowder50.9%56.7%57.3%40.9%45.9%30.6%31.8%39.9%9.2%11.5%12.1%13.2%Total

[,000t]778668537745High

(>10RMB/kg)Middle-end

(7~10RMB/kg)Low-end

(<7RMB/kg)Resource:ACNielsonretailingaudit1999-2000Nirma\interim-rptEastChinaisinintensecompetitionandmajorplayersareallnationalbrandsmarketvolumebyprovince

[’000ton]Briefanalysis115.7Jiangsu307.570.3224.1HenanZhejiangShanghaiAnhui60.4JiangsuandHenanhavethelargestmarketvolumeineastChinaJiamei,Whitecat,GiGEandFangcaoaretraditionalbrandswithstrongregionalmarketbasesdistributionnetworkiscomparativelymaturewithsomelargedistributorsindominanceQiqianghassuccessfullypenetrateeastChinaandestablishedleadershipwithstrongsalescampaignLibaiisplaningtopenetrateeastChinaDiaopaiisalsomakingeffortstoenlargeitsmarketsharebyofferinghighmarginincentivetodistributorsTotal:778,000tonsEastNirma\interim-rptLow-endmarketsizeinSouthChina

[’000Ton]SouthInSouth,werecommendHunanandHubeiaretargetmarketformarketentrybecauseLibaialmostcontrolthewholelow-endmarketinGuangdongCompetitivelandscape170Hunan190118179HubeiJiangxiGuangdongFujian84Libaialmostcontrolthewholelow-endmarketinGuangdongResunasaregionalbrandholdshalfofHunan’slow-endmarketOneflowerandQuanlihas30%and20%oflow-endsegmentrespectivelyinHubeiHunanandHubeiarethetargetmarketduetotheirlargemarketsizeandweakcompetitorsTotal:745,000tonsNirma\interim-rptWestregioncanonlybeNirma’spotentialmarketinthesecondstagebecauseofitslimitedmarketsizeandstrongcompetitorLow-endmarketsize

[’000ton]77Sichuan15469102GuangxiYunnanShanxiGuizhou69Qiqiangtakes44%oflow-endmarketwiththreemanufacturingsites(Sichuan,GuizhouandSanxi)P&Gtakeoveronemajorlocalbrand(Nanfeng)inchongdutoexpandlow-endmarketWhitecathassetupamanufacturingsitewith80,000toncapacityinChongqingLowpopulationdensityandpercapitaconsumptionWestregioncanonlybeNirma’spotentialmarketinthesecondstageTotal:537,000tonsWestAnalysisofopportunityChongqin65Nirma\interim-rptRegionalandlocalbrandsplaythemajorrolesintheNorthernmarketLow-endmarketsizeinNorth1andNorth2

[’000ton]Competition[volumeshare]North228%22%3%North130%37%TiantianOthers2%14%30%QiqiangYunquanMulanJialiQiqiangDeerJialiJianlongSeagullOthersSource:byHenkel(Tiantian)andUnilever(Yunquan)ExceptQiqiangfourlocalbrandsarethemajorplayersinNorth1andNorth2North1:Liaoning,Jiling,Heilongjiang458210North2:Shandong,Hebei,Shanxi,BeijingTianjing14%North16%Nirma\interim-rptShan促dong途and组Heb烦eia牧res发ugge咏sted耀as追stra名tegi尼cfo弯cus宿ine窃arly吊ent唉ryp呆erio折dmarketsizeinNorth2sub-region

[’000ton]Competition68Sha陈ndo庭ng18141.5132Hebe恋iShan额xiTia壶nji屋ngBeij跟ing35.6InSha任ndo既ng,D沫eer降an炕dJia斩lihold野s30逃%an洁d25计%of刮the束low意-end钟mar吼ket授resp膨ecti庙vely练.Bu竹twe碑akf奔inan鉴cialsre盆ngt奇hand下less描sop勺hist年icat矛edm务arke链ting知ski字llu留nder须mine盈the肝irc靠ompe莲titi宾vene疼ssInHebe山ithe检dete三rgen陆tma小rket精is占high侄lyf鹊ragm问ente悄dwi忠thQiq电ian他gwin梁nin洋gl零ess苏th芝an烂20%复ma镇rke猫ts端har怨e,滴the堡re员st依are凑in僵sig雨nif高ica碰ntInS身hand业ong岁and里Hebe仅ia品stro圾nga揭ndd暖omin撤ant瞧bran都dis我non胀-exi丛sten更tye立tTota蜜l:45铜8,00牵0to往nsNorthNir擦ma\滴int固eri崖m-r念ptConsumeracceptancePro填fil幕eo篇fm乓ajo秒rp堪rod蛮uct聪fo罢rmTrendProductfeatureAverageprice[RMB/kg]MarketshareMajor

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