罗兰贝格德国汉高公司进入中国市场策略项目建议书(英文版)
德国汉高Henkel Vision_and_Values_EN
Values Vision Vision And VAluesDear Colleagues,We have defined clear strategic priorities and ambitious targets for our company.We are in the process of establishing a “Winning Culture” at Henkel which will support us in driving our business performance, success-fully implementing our priorities and achieving our targets.A Winning Culture is characterized by an entrepreneurial spirit across the company and a constant drive for change.For our success, it is crucial that we have a common understanding of our fundamental purpose as a company. Our new vision givesus a sense of direction and destination. It captures our aspiration of being the best in everything we do. It is the basis for what we all stand as “one Henkel”. Our new values will guide the choices and decisions we make every day.Every single one of us contributes to making our vision become a reality and it is our responsibility to live our values at Henkel each and every day.Yours,Kasper RorstedChairman of the Management BoardA globAl leAder in brAnds And technologies.1. W e put our customers at the center of what we do.2. We value, challenge and reward our PeoPle.3. W e drive excellent sustainable finAnciAl performance.4. W e are committed to leadership in sustAinAbility.5. W e build our future on our fAmily business foundation.We hold our customers in the highest regard and place them at the center of all that we do. This is the only way we can offer them added value. The “customer” value is vital to our success and since not all Henkel employees are in direct contact with our customers, it is all the more important for us to understand what this value means for Henkel. In order to offer the best products, the highest quality and outstanding service, we need to understand our customers and consumers better than our competitors do. If we succeed in this, we can look forward to successful growth in all our markets.We put our customersat the center of what we do.We anticipate, respond to and meet our customers’ and consumers’ expectations by providing the best value, quality, and most innovative brands and technologies.People always make the difference. Through their creativity andk nowledge, good ideas become great business successes. They are our interface with our customers, make innovation possible, develop s uccessful strategies and give our company its unique identity. Only by valuing, challenging and r ewarding our employees will we e stablish a “Winning Culture” within Henkel. It is up to each of us to set a good example: in the way we lead our teams and in the way we take personal responsibility for our development. Together we will make H enkel a global leader in brands and technologies.We treat each other with respect and dignity and develop our capabilities. We expect everyone to take personal responsibility and perform to high standards. We rely on each other for our success as a company.We value, challenge and reward our people.We are pursuing our strategic priorities in order to achieve ourfinancial targets and make Henkel even more successful. Excellent and sustainable financial performance allows us to act more flexibly in the future. I t enables healthy growth over the long term, and will benefitnot only our shareholders but also our employees. This value influencesour decisions on investments, personnel, strategies, our teamwork and many other aspects of our daily business.We are a performance-driven company committed to growing the value of our business and providing a competitive return to our shareholders.We drive excellent sustainablefinancialperformance.A strong commitment to sustainability has always been a major driver of our performance. We take a long-term, entrepreneurial approach towards all elements of sustainability, aiming not just to comply with existing standards but also to set new ones. Henkel has always strived to create a balance between people, planet and profit. This approach brings us a clear competitive advantage and helps us achieve our full business potential – and it will provide us with a significant edge in the future competition for new talent.We are committed to leadershipin sustainability.We provide products, technologies and processes that meet the highest standards. We are committed to the safety and health of our employees, the protection of the environment and the quality of life in the communities in which we operate.We build our future on our family business foundation.The “family” value makes us unique. We build our future on a solid foundation. Since 1876, the year H enkel was founded, the Henkel f amily has shown a strong commitment to the c ompany. The family provides us the opportunity to operate in the long term. It also s upports us when we have to make difficult strategic decisions. We are committed to leading Henkel with an entrepreneurial spirit, which has been a strong characteristic since our foundation, and that is what ultimately makes the difference in the marketplace.We value the continuity of our purpose and vision based on our long history of success and a strong focus on our values. We are guided by our long-term vision which rests on a fair entrepreneurial spirit and a solid financial basis.Published byHenkel AG & Co. KGaA 40191 DüsseldorfGermany© 2010 Henkel AG & Co. KGaA For internal use。
Micropole China_EN
Micropole ChinaPRESENTATIONMicropole China Co.,Ltd is a french group holdings company, specialized in IT professional consulting, software development and implementation services. Its business scope is mainly related to Business intelligence, Performance management, CRM and CIM, e-Business, system development in demand and Computerized System Validation in Life science fields.The Group is headquartered in Paris, France. Micropole China is located in Shanghai with another two offices in Hong Kong and Beijing. With more than 50 employees all over the country, Micropole China has very experienced consultants groups and professional team of technological development and project implementation. We are expert in combing Chinese and occidental cultures together to provide our customers personalized and distinguished services in order to help them improve enterprise performance management.OUR STRATEGY：Partner European companies in their development in China by implementing high-performance applications locally, in connection with the global IS while providing the same quality of serviceAssist Chinese companies in their growth by partnering in the consulting, design and implementation of an efficient information systemOffer Chinese companies wanting to locate to Europe with IT relevant applications compliant to the expectations of European customersOUR SERVICE：DIGITALTRANSFORMATIONAn integrated offer : our Wide agency advises enterprises on their digital strategy and in their usage-geared innovation. Micropole partners them on their IS integrationo Digital Strategyo Customer knowledge and experienceo CRMo e-CRM & customer serviceso Digital Marketing & e-Commerceo Communication, Branding & e-Reputationo Social networkso Portalso Collaborative enterprise networkso Site referencingo Customer acquisition, satisfaction & loyaltyPERFORMANCE MANAGEMENTPartnering enterprises in the definition and follow-up of strategic and operational business indicators and management.o Decision-support systemso Budget development / consolidationo Simulations & predictive analyseso Variable compensation managemento Costingo Risks & Fraudo Agile BIo Data miningo Data Visualizationo Big DataPROCESS OPTIMIZATIONOptimize ERP processes for SMEso ERP for fashion, real estate, high -tech, customer services and manufacturingo Content managemento Business applicationso Enterprise Content ManagementDATA GOVERNANCEHelping enterprises to enhance their data and information to streamline costs and generate new revenue sources.oo Master Data Managemento Repository managemento Data governanceo Data qualityo IS urbanizationOUR CLIENTSOUR PARTNERS Cezanne Software, Cognos, Convertigo, Digimind, Eptica, Everteam, Exalead, Excentive, EZ Systems, Creenplum, HP Mercentive, IBM, IIOG, Informatica, Information Buiders, Initiate, Intersystems, IteSoft, Jahia, Jalios, Keyword, KTLabs,Magento,Mega International, Microsoft, MicroStrategy,Novell, NQI, Oracle, Oracle BEA, Oracle Hyperion, Orchestra Networks, Pitney Bowes Maplnfo, PolySpot, Prelytis, Progress Software, Prosodie, QAS Experian, QlickView, QlikTech, Qualiac, ReadSoft, RIM Blackberry, Sage, , SAP , SAP BusinessObjects, SAS, Selligent, Sigma RH, Sinequa, Software AGWebmethods, Sparus, SPSS, Sybase, Tablea Software, Tagetik, Talend, Teradata, Tibco, Unica, Update, VDoc, W4, Webtrends, Wedia.。
OCIMF Publications
Anchoring Systems and Procedures2nd Edition 2010 OCIMF Barge Safety (Liquefied Cargoes in Bulk)1st Edition 1999 OCIMFBest Management Practices for Protection against Somalia Based Piracy (BMP4) 2011 OCIMF and otherindustryorganisationsClean Seas Guide for Oil tankers4th Edition 1994 ICS/OCIMFCompetence Assurance Guidelines for F(P)SOs1st Edition 2009 OCIMFContingency Planning and Crew Response Guide for GasCarrier Damage at Sea and in Port Approaches3rd Edition 1999 ICS/OCIMF/SIGTTO Design and Construction Specification for Marine Loading Arms3rd Edition 1999 OCIMFDisabled Tankers - Report of Studies on Ship Drift and Towage1st Edition 1981 OCIMFDrift Characteristics of 50,000 to 70,000 DWT Tankers1st Edition 1982 OCIMFEffective Mooring3rd Edition 2010 OCIMFF(P)SO Poster1st Edition OCIMFGuide to Contingency Planning for the Gas Carrier Alongsideand Within Port Limits2nd Edition 1999 ICS/OCIMF/SIGTTOGuide to Manufacturing and Purchasing Hoses for OffshoreMoorings (GMPHOM)5th Edition 2009 OCIMFGuidelines for the Design, Operation and Maintenance of MultiBuoy Moorings (MBM)1st Edition 2010 OCIMF Guidelines for the Purchasing and Testing of SPM Hawsers1st Edition 2000 OCIMFHawser Test Report1st Edition 1982 OCIMF International Safety Guide for Inland Navigation Tank-Bargesand Terminals (ISGINTT)2010International Safety Guide for Oil Tankers and Terminals(ISGOTT)5th Edition 2006 IAPH/ICS/OCIMF Jetty Maintenance and Inspection Guide1st Edition 2008 OCIMF/SIGTTO Manifold Recommendations for Liquefied Gas Carriers1st Edition 2011 SIGTTO/OCIMFMarine Terminal Management and Self Assessment (MTMSA)1st Edition 2012 OCIMFMarine Terminal Operator Competence and Training Guide(MTOCT)1st Edition 2013 OCIMF Mooring Equipment Guidelines (MEG3)3rd Edition 2008 OCIMFOffshore Loading Safety Guidelines with special relevance toharsh weather zones1st Edition 1999 OCIMF Offshore Vessel Management and Self Assessment (OVMSA)1st Edition 2012 OCIMF Peril at Sea and Salvage A Guide for Masters (ebook only)5th Edition 1998 ICS/OCIMF Piracy and Armed Robbery Against Ships.1st Edition 2000 OCIMF Prevention of Oil Spillage Through Pumproom Sea Valves2nd Edition 1991 ICS/OCIMF Recommendations for Equipment Employed in the BowMooring of Conventional Tankers at Single Point Moorings4th Edition 2007 OCIMFRecommendations for Oil Tanker Manifolds and AssociatedEquipment4th Edition 1991 OCIMFSafe Transfer of Liquefied Gas in an Offshore Environment(STOLGOE)1st Edition 2010 OCIMF Ship to Ship Service Provider Management1st Edition 2011 OCIMFShip to Ship Transfer Guide for Petroleum, Chemicals and Liquefied Gases 1st Edition 2013 OCIMF, CDI, ICS,SIGTTOSingle Point Mooring Maintenance and Operations Guide2nd Edition 1995 OCIMFSPM Hose System Design Commentary (ebook only)2nd Edition 1993 OCIMF Survival Craft - A Seafarers' Guide1st Edition 2009 OCIMFTandem Mooring and Offloading Guidelines for ConventionalTankers at F(P)SO Facilities1st Edition 2009 OCIMFTanker Management and Self Assessment - A Best PracticeGuide for Vessel Operations2nd Edition 2008 OCIMFThe Use of Large Tankers in Seasonal First-Year Ice andSevere Sub-Zero Conditions1st Edition 2010 OCIMF。
罗兰贝格咨询(英文)
Project background
Consulting process
Project methodologies
Rolandberger Strategy Consultants All Right 20012003
Project background
Consulting process
Client Client iinniittiiaatteedsproject
reqpuriorejemcetnts requirements
Rolandberger Strategy Consultants All Right 20012003
Project proposal and presentation to client
Operation process
The client was satisfied with the project delivery
3-month project
Steering committee
Client
Roland Berger
Project manager
Client
Roland Berger
Internal analysis External analysis
Restructuring concept and plan
Implementation support
Rolandberger Strategy Consultants All Right 20012003
Project proposal and initial presentation are the selling tools for consultants
罗兰贝格——德国汉高(进入中国市场策略)项目建议书
Henkel (China) Investment Co. Ltd.
,
Roland Berger & Partners – International Management Consultants
12
selected reference
Annex A: Case study - Qiqiang
32
Annex B: Case study - P&G
42
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Nirma\interim-rpt
A. Fierce competition from international and domestic players has imposed great challenge on Henkel
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Nirma\interim-rpt
Contents
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A. Fierce competition from international and domestic players has imposed
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great challenge on Henkel
B. To achieve turnaround, Henkel should adopt an aggressive expansion strategy 10
• At present, there are about 150 manufactures in detergent industry with capacity of 3.8 million tons, but total market volume is about 2.7 million tons, so the utilization rate of capacity is about 70%
Roland_Berger_Tsinghuac_20110401
235 192 116 -54 -120
BRIC Japan Germany EU-27 PIIGS
> A lesson learned from the crisis – but not yet fully implemented – is that countries with strong deficits have to solve their structural problems
> Very thin line between stabilising financial markets and overregulation > Sustainable solution requires joint efforts of politics and financial industry
1
The world economy and the success of the German economic model
Prof. Dr. h.c. Roland Berger Honorary Chairman, ROLAND BERGER STRATEGY CONSULTANTS Tsinghua Seminar, March 29, 2011
Germany
5.6 4.8 5.5 4.5
Japan China Russia
5.1
4.6 3.8 2007
4.0 2008
USA
2009
Germany
2010
Japan
2011p 2012p
EU-27
EU-27
> Flexibility of German labor market paid off > Strongest challenges for PIIGS countries like Spain, Ireland and Greece
跨国企业进入中国市场英语
跨国企业进入中国市场英语In recent years, more and more multinational enterprises have entered the Chinese market. What are the reasons behind this trend? What are the challenges that these enterprises face? And what are the opportunities that they can seize?Reasons for Entering the Chinese Market:1. Large and Growing Market: With a population of over 1.4 billion people and a growing middle class, China offers enormous opportunities for businesses that can cater to the needs and preferences of Chinese consumers.2. Low Labor Costs: China has a vast pool of workers who are willing to work for lower wages than their counterpartsin developed countries, making it an attractive destination for labor-intensive industries.3. Access to Natural Resources: China is rich in natural resources, such as coal, iron ore, and rare earths, which are essential for many industries.4. Government Incentives: The Chinese government offers various incentives and subsidies to foreign businesses that invest in certain sectors or regions.Challenges Faced by Multinational Enterprises:1. Cultural Differences: China has a unique culture and business practices that may be unfamiliar to foreign businesses, making it challenging to adapt and communicate effectively.2. Regulatory Complexity: The Chinese regulatory environment is complex and constantly evolving, and foreign businesses must stay abreast of the latest rules andregulations to avoid legal problems.3. Intellectual Property Protection: Intellectual property theft is a significant problem in China, and multinational enterprises must take steps to protect their intellectual property rights.4. Competition: As more and more foreign businesses enter the Chinese market, the competition becomes more intense, making it more challenging for new entrants to establish a foothold.Opportunities for Multinational Enterprises:1. Collaborating with Chinese Companies: Multinational enterprises can collaborate with local Chinese companies to gain access to their knowledge of the local market and regulatory environment.2. Innovation and R&D: China is investing heavily in innovation and research and development, and foreign businesses can leverage this trend by establishing research and development centers in China.3. E-commerce: E-commerce is booming in China, and multinational enterprises can leverage this trend by establishing online stores and utilizing online marketplaces.4. Belt and Road Initiative: China's Belt and Road Initiative is a massive infrastructure and economic development project that includes over 70 countries, providing opportunities for foreign businesses to expandtheir operations in these regions.In conclusion, China represents enormous opportunities for multinational enterprises, but they must navigate the challenges of cultural differences, complex regulations, intellectual property protection, and competition. By collaborating with local companies, investing in research anddevelopment, leveraging e-commerce, and participating in the Belt and Road Initiative, they can mitigate these challenges and succeed in the Chinese market.。
罗兰·贝格 - 战略性品牌管理工具
VSVPE +R –Q !更少消费表示集中和有限的需求更少消费更多消费表示需求最大化更多消费产品和服务必须有感受的诉求，如乐趣和道德感性需求理想需求产品和服务必须满足衡量标准，如质量、价格PeopleValues寻求永恒和谐的事物，淡泊的消费欲望寻求生活乐趣，更多的生活体验节省花费，经济上的节省导向寻求绩效和效率，理性的物质选择–+ER'R n e v er 'n e v e b e u r a b l e 'b e r a b l e ' m o r e o d q u a l i t y 'm o r e d q u a l i t y ''A p r i f i t f u l f i l 'A p i f i t f u l 'W h e n b u t o t h e d i 'W h e n b t o t h e d 'I t i s r e p a i ri n g'I t i r e p a i r i n g 16个国家中70000个消费群德国–英国–巴西–墨西哥–中国–日本定性和定量分析因子分析典型消费陈述85 标准陈述多纬分析•团对精神•彼此关爱在电信行业的体现行业领先、业务全面实力雄厚、历史悠久有口皆碑、有信誉的在电信行业的体现技术突破与整合应用创新在电信行业的体现•定制化服务（我的互联星空•一对一、大客户专区在电信行业的体现•网络游戏（动作类）在电信行业的体现•生活品质的提升宽带、无线产品所带来的现代在电信行业的体现•无线空间•移动办公在电信行业的体现•网上社区•移动QQ在电信行业的体现最便宜的话机，二手机The basic orientations简约型价值区传统感性价值区现代感性价值区高尚Fair Fair激情Passion Passion Nature Nature刺激/乐趣Thrill&Fun Thrill&Fun自然• 团对精神 • 彼此关爱 • 志趣相投古典Classic Classic进取AspirationTranquil Tranquil安逸自由自在Carefree Carefree简约Purism Purism归属感Clanning Clanning活力Vitality Vitality新潮/酷New&Cool New&Cool• 活力 • 动感多变 • 积极乐观 • 身心健康 • 亲切热情 • 中肯周到 • 诚挚的 • 想客户所想 • 精准严谨 • 井井有条 • 质量稳定 • 一丝不苟CN服务• 精明 • 货比三家 • 热衷于讨 价还价Service Service创新/科技24/7 Protech 24/7 Protech明智购物Smart Shopping Smart Shopping质量Quality QualityPersonal Efficiency Personal Efficiency个人效率可靠 全面成本Total Cost Total Cost Proven Proven定制化Customized Customized价格敏感区Source: Roland Berger - Strategic Brand Development Group传统理性价值区现代理性价值区21Paul是一个现代理性价值取向较为明显的人，他追求新事物、希望获得尊重 和认可，消费意识较强，但并不太追求时尚和享乐E-E激情 自然 古典 自由自在 归属感 活力 服务E+刺激/乐趣 蓝色代表消费者在这些元 蓝色代表消费者在这些元 素上需求较高 素上需求较高Legend保罗 Paul(高尚)ICP – Individual Consumer Profile (ID 0335)Level 1Level 2 不同意 安逸进取红色表示消费者在这些元 红色表示消费者在这些元 素上需求较低 素上需求较低简约新潮/酷创新/科技Level 1 同意Fair ERE0 R0 E+ R+Consumer value 简约型价值区 价格敏感区 传统感性价值区 传统理性价值区 现代感性价值区 现代理性价值区 Midfield area, high degree of consensus Pro-Value Anti-Value, Demarcation• 25 岁 • 男性 • 单身 • 中等收入 • 中等教育 • 在职 • 4口之家明智购物质量 个人效率 可靠全面成本定制化R-RR+CN!Warning, too weak, should be more intense Warning, too much, should be less intense Conflict with other valueSource: Roland Berger - Strategic Brand Development Group, TNS Data (Germany, March 2002, n=1.500, Population 14-65 yrs., CATI)22如何利用工具来帮助我们进行市场细分 Advanced consumer segmentation24从消费者的价值取向出发我们采用多维聚类的方法将中国消费者划分为 8类消费群都市青年 都市青年Self-centered Self-centered奢华的成功人士 奢华的成功人士ETraditional Maximalists Traditional Maximalists E工薪阶层 工薪阶层节俭主义者 节俭主义者EConformists ConformistsMinimalists MinimalistsE–+–+–+–+29%R14%R13%R12%R及时行乐型 及时行乐型Emotionalists EmotionalistsE专业人士 专业人士Modern Performers Modern Performers E小资型 小资型Progressive Maximalists Progressive Maximalists E知识分子 知识分子Traditionalists TraditionalistsE–+–+–+–+9%R8%R7%R6%R 25Source: Roland Berger - Strategic Brand Development Group (China, Dec.2003, n=3.500, Population Tier 1-2 Citys 14-70 yrs., CATI)Chinese Archetypes - preliminarySEL Chinese Archetype 2003 Study Tier 1-2 Cities TMA CONF MIN MPE PMA TRA EMO1)Share in Population of Tier 1-2 Cities-1--2--3--4--6--7--8--5-29%Self-centered14%13%12%8%7%6%9%Share in Population of Tier 1-5 Cities-6--5--4--7--3--8--1--2-9%10%11%8%13%8%21%Traditionalists14%Chinese Archetype 2001 Study Tier 1-5 Cities SEL TMA CONF MIN MPE PMA TRA DIS2)26Source: Roland Berger - Strategic Brand Development Group, Gallup/ Data (China, Nov2001/Dec2003, n=5.600/3.800, Population yrs., CATI)对于特定市场，我们可以分析该市场的不同类型消费群的结构比例就具体人群的消费群结构Tsd. Persons1.889467女性 14-19E100%276–..+1,889Mio. Persons176Share in sample13824.7%R76 14.6% 9.3% 7.3% 4.0%453634 1.8%28 1.5%Advent2.4%1.9%6.5%OtherWomen 14-19自我型 SELRationalNon- Maximal Emotional Minimal Traditional Altruist conformSource: Roland Berger - Strategic Brand Development Group, Ipsos Data (UK, Aug.2001, n=1.500, Population 12-65 yrs., CATI)27并针对不同细分市场的市场规模和消费能力来判别适合的目标市场Decreasing Economic Relevance市场细分名称 规模 消费能力 对于家电的消 费倾向 排序Rationalists RATMaximalists Self-centered Non-conform MAX SEL NONEmotional EMOAltruists ALTTraditionalists Minimalists TRA MIN1.18,5% 18,5%3.13,9% 13,9%5.9,3% 9,3%8.7,9% 7,9%4.12,5% 12,5%2.16,5% 16,5%7.8,4% 8,4%6.8,8% 8,8%2. 2.1. 3.6. 1.4. 4.3. 5.7. 7.5. 8.8. 6.1.2.3.4.5.6.7.8.1.) in Consumer ElectronicsSource: Roland Berger - Strategic Brand Development Group, TNS Data (Germany, March 2002, n=1.500, Population 14-65 yrs., CATI)28The 'Perception' of brands from the consumer's perspective29The difference between the aggregated value systems of brand users and non-users reveals the perceived value system of a brandE-EPassion Vitality Classic ClanningE+Thrill&Fun Consumer values that the users of Consumer values that the users of the brand most often agree with – the brand most often agree with – i.e. the most recognized value i.e. the most recognized value proposition of the brand proposition of the brandLegendProgressive hedonism patternNikeAVP - Actual Value Perception (415 vs. 1.085; zmax=12.7) maxUser Non-UserFair NatureCarefree New&CoolEPurismTranquilValue pole Value pole E = Emotional R = Rational + = More - = Less Value clusterService Smart ShoppingIntensity Precision Level 1Level 3Level 224/7 ProtechFair Consumer value, value proposition Midfield area, high degree of consensus Pro-Value Anti-Value, demarcation Warning, too much, should be less intense Warning, too weak, should be more intensePersonal Efficiency ProvenTotal Cost CustomizedR-RR+!Conflict with other valueSource: Roland Berger - Strategic Brand Development Group, Emnid Data (Germany, March 2002, n=1.500, Population 14-65 yrs., CATI)30E+E-R+ R-E R SmartShopping Total Cost Nature Fair Purism Tranquil Thrill&Fun New&Cool Carefree Vitality Clanning Passion Classic Customized PersonalEfficiency 24/7Protech Service Precision Proven Anti-minimalism pattern Anti-traditional pattern Consumer values that the users of disagree with i.e. 'aversions' that the brand might Consumer values that the users of disagree withi.e. 'aversions' that the brand might Consumer values that the users ofthe brand most often Consumer values that the users of the brand most often Progressivehedonism patternE +–R E +–R E+–RE +–R E +–R E+–RE +–R E +–RE+–RE+–RE+–RE+–R52467Carline 'S'Carline 'C'Carline 'E' 'Minimalist''Traditionalist''Luxury/ Status''Hedonist'E+–RE +–R E +–R E +–R E +–RE+ E-R+ R-E R Purism Purism Smart Shopping Smart Shopping Total Cost Total Cost Nature Nature Fair Fair Tranquil Tranquil Thrill&Fun Thrill&Fun New&Cool New&Cool Carefree Carefree Vitality Vitality Clanning Clanning Passion Passion Classic Classic Customized Customized Personal Efficiency Personal Efficiency 24/7Protech 24/7Protech Service Service Quality Quality Proven Proven E+ E-R+ R-E R Purism Purism Smart Shopping Smart Shopping Total Cost Total Cost Nature Nature Fair Fair Tranquil Tranquil Thrill&FunThrill&FunNew&Cool New&Cool Carefree Carefree Vitality Vitality ClanningClanning PassionPassion Classic Classic Customized Customized Personal Efficiency Personal Efficiency 24/7Protech 24/7Protech Service Service Quality Quality Proven Proven E+E-R+ R-E R Purism Purism SmartShopping Smart Shopping Total Cost Total Cost Nature Nature Fair Fair Tranquil Tranquil Thrill&FunThrill&Fun New&CoolNew&Cool Carefree Carefree VitalityVitality Clanning Clanning Passion PassionClassic Classic Customized Customized PersonalEfficiency Personal Efficiency 24/7Protech 24/7Protech ServiceService Quality Quality ProvenProvenNature SmartShopping Proven Customized Thrill&FunTotal Cost Fair Purism New&Cool Carefree Vitality Tranquil Quality Service Clanning Passion Classic Personal Efficiency 24/7Protech E +–RNature SmartShopping Proven Customized Thrill&Fun Total Cost Fair Purism New&Cool Carefree Vitality Tranquil Quality Service Clanning Passion Classic Personal Efficiency 24/7Protech E +–R借助Profiler 品牌战略分析工具可以明显地揭示各品牌的强势与弱势所在， 以及品牌所面对的竞争环境品牌 'A' – PVP ProjectionE品牌 'B' – PVP ProjectionE 2000<Carefree> <Carefree> <Clanning> <Clanning> <Protech> <Protech>Brand 'C' 品牌 'C' – PVP ProjectionE<New&Cool> <New&Cool> <Classic> <Classic>PVP 广告分析<Classic> <Classic> <Tranquil> <Tranquil>品牌投射–+<Protech> <Protech>–+<Quality> <Quality> <SmartShop> <SmartShop>–+<Protech> <Protech>1996-98 R<SmartShop> <SmartShop>R<Proven> <Proven>R品牌 'A' – AVP PerceptionEPassion Fair Thrill&Fun Vitality Classic Carefree New&Cool品牌 'B' – AVP PerceptionEPassion Fair Nature Purism Vitality Thrill&Fun品牌 'C' – AVP PerceptionEPassion Fair Nature Purism Classic Vitality Carefree New&Cool Thrill&Fun实际认知效果分析品牌认知Nature PurismClassic social hierarchy Carefree Clanning New&CoolLower 'ranks' in消费倡导者 的性格特征TranquilClanningTranquilTranquilClanning–Service Smart Shopping Quality 24/7 Protech+Personal Efficiency Proven Total Cost–Service Smart Shopping Quality 24/7 Protech+Personal Efficiency Proven–Service Smart Shopping Quality 24/7 Protech+Personal Efficiency Proven创新者的 性格特征RCustomizedTotal CostRCustomizedTotal Cost 最低要求者 的特征'RCustomizedSource: Roland Berger - Strategic Brand Development Group, Data from Metris (Portugal, Oct.2000, n=1.500, Population 15-65 yrs., CATI)41“节俭主义者”是品牌B 吸引的主导消费者类型，用户群结构对未来发展不利消费者基础与消费者类型分析主导的消费者类型品牌 B – AVP (年轻人)EPassion Fair Nature Purism Classic Vitality Carefree New&Cool Thrill&FunTranquilClanning–Service Smart Shopping Quality 24/7 Protech+Personal Efficiency Proven Total Cost100% 80% 60% 40% 20% 0% -20% -40% -60% -80% -100% Dev74,3% 46,0% 40,7% 37,3% 61,1%超过平均值 超过平均值社会阶级层次 较低!!!-31,7%-58,3%低于平均值 低于平均值- 60,8% 创新者 -60,8%-52,6% 胜利者 -52,6% 传统主义者 无关主义者 人道主义者 利他主义者 节俭主义者 自我抑制型 46,0% 40,7% 61,1% 37,3% 74,3% -31,7%RCustomized消费倡导者 -53,3%经济相关性不断下降!与主导的消费者类型冲突 与主导的消费者类型冲突42Source: Roland Berger - Strategic Brand Development Group, Data from Metris (Portugal, Oct.2000, n=1.500, Population 15-65 yrs., CATI)品牌C 吸引的消费者类型中，消费人群较为复杂消费者基础与消费者类型分析主导的消费者类型品牌 C – AVP (年轻人)EPassion Fair Nature Purism Classic Vitality Carefree New&Cool Thrill&FunTranquilClanning–Service Smart Shopping Quality 24/7 Protech+Personal Efficiency Proven Total Cost100% 80% 60% 40% 20% 0% -20% -40% -60% -80% -100% Dev68,4% 42,8%78,6%超过平均值 超过平均值48,7% 14,3%!8,3% -33,8%低于平均值 低于平均值!-64,7% 创新者 42,8% 胜利者 24,6%-58,0%RCustomized消费倡导者 68,4%传统主义者 无关主义者 人道主义者 利他主义者 节俭主义者 自我抑制型 -64,7% -58,0% -33,8% 48,7% 8,3% 14,3%经济相关性不断下降1.) 节俭主义者和消费倡导者/胜利者无法很好地匹配 C品牌的消费群中的节俭主义者的份额增长将有可能导致消费倡导者消费类型放弃此品牌!与主导的消费者类型冲突 与主导的消费者类型冲突43Source: Roland Berger - Strategic Brand Development Group, Data from Metris (Portugal, Oct.2000, n=1.500, Population 15-65 yrs., CATI)战略品牌分析解释了市场背景情况，及品牌B 在年轻消费者市场逐渐丧失 份额的背后原因品牌 'A' 品牌投射目前的品牌组成 (PVP)品牌 'B'品牌 'C'协调性品牌投射的长期效果 (PVP over time)品牌认知市场地位概况，驱动力 (AVP)消费者基础消费群类型的组成 (CBA)排名 目前增长趋势2.3.1.优好，适中差44Source: Roland Berger - Strategic Brand Development Group品牌B 无法在年轻消费者市场取得成功 – 必须引入一个全新的品牌D，以避 免过渡地对品牌B 进行无效品牌延伸市场特征语言， 图像，文字，音效 • 可预见 • 严肃认真 • 传统 • 精准 • 可信赖 • 前/ 后 • 追求完美 • 大方端庄 • 注重产品内部细节 • 新奇有趣 • 随时自发 • 主动积极 • 缤纷多变 • 注重产品外观 • 令人惊喜 • 与众不同 • 生动活泼 • 休闲市场划分 VIP’s品牌架构 • 更注重理性价值品牌执行要求的技能'B'强势大多数为30岁以上 的成功人士， 阅历 丰富，成熟稳重• 可靠 • 不注重感性价值 • 值得信赖 • 更注重感性价值 • 协调一致 • 不注重理性价值年轻人'B'弱势大多数为25岁以下的 青年人，反叛， 自我，蔑视权威品牌 ‘B’ 无法同时满足两种对立的目标消费群的不同要求因此必须引入全新的品牌D – 并且确保品牌B坚守其原有的品牌定位Source: Roland Berger - Strategic Brand Development Group45对于品牌D 的市场进入策略，有三种可选方案备选方案价格导向E Brand C主流价值导向E Brand C Brand A Brand A时尚型E Brand C目标品牌定位Brand A–+–+–+RRR主导品牌 定位元素<全面成本t> <明智购物> <科技/创新><归属感> <科技> <可靠/经典> <明智购物> <质量> <服务> <简约><科技/创新> <新潮/酷> <归属感> <激情> 反对-<经典> 反对-<可靠> 反对-<简约>辅助品牌 定位元素<归属感> <质量> <服务> <简约>Source: Roland Berger - Strategic Brand Development Group46采取“时尚型”的市场进入方案将为品牌D 带来更大的竞争优势，同时给品 牌C 和品牌A 带来威胁品牌 ‘D’ – 时尚型定位E <新潮/酷> 要素<Classic> <Classic>品牌 'C'E 品牌C无法很好地集中 在<新潮/酷>上…品牌 'A'E<Classic> <Classic>!–… 将会迫使品牌C直接对 品牌A进行竞争– 规避传统主义者 规避节俭主义者 R+关键驱动 要素+–+… 从而迫使品牌C往回退到<经典>， 并有可能最终退到<明智购物>上 R R• “时尚型”品牌定位凸显 <新潮/酷 >元素，相比较与<经典>结合， 这更易令人 信服 • 凸显<新潮/酷> 并弱化<经典> 能很好地吸引创新者消费群， 并影响消费倡导者• 品牌C很难成功地集中在 <新潮/ 酷>上，从而降低了其可信度， 无法很好地吸引“胜利者” • 品牌 ‘C’ 将被迫只集中在<经典 >上，并且最终在 <明智购物> 上• 品牌C 若集中在<经典>上，将 无可避免地产生与品牌A的直接 竞争 • 这将对品牌B产生好处Source: Roland Berger - Strategic Brand Development Group47通过以上策略性分析过程，导出了品牌D 的目标品牌价值定位，这将作为 其整个品牌营销组合的指导原则品牌 B – AVP (年轻人)EPassion Fair Nature Purism Classic Vitality Carefree New&Cool Thrill&FunFair Nature Purism Classic品牌 D – TVP (年轻人)EPassion Vitality Carefree New&Cool Thrill&FunTranquilClanningTranquilClanningPro-Innovator Attractor–Service Smart Shopping Quality 24/7 Protech+Personal Efficiency Proven Total Cost–Smart ShoppingService Quality+24/7 ProtechAnti-Minimalist SeparatorPersonal Efficiency ProvenMobile phone EnablerTotal CostR 分析100% 80% 60% 40% 20% 0% -20% -40% -60% -80% -100% DevCustomizedPro-Innovator Customized R Attractor策略性分析过程74,3% 46,0% 61,1%above average above average目标increase increase++ +-31,7%40,7%37,3%!!!-58,3% Maximalist -53,3%below average below average- 60,8%-52,6%-Sharedecrease decreaseInnovator Succeeder Traditional Indifferent Humanist -60,8% -52,6% 40,7% 37,3% 46,0%Altruist 61,1%G.Minimal Minimalist 74,3% -31,7%Maximalist14,7%Innovator Succeeder Traditional Indifferent Humanist11,7% 8,7% 19,7% 5,7% 7,7%Altruist8,7%G.Minimal Minimalist12,5% 8,7%Distance from Market Protagonists Decreasing Economic RelevanceDecreasing Economic Relevance Distance from Market ProtagonistsSource: Roland Berger - Strategic Brand Development Group48品牌D 的营销组合必须同时满足支持其品牌拥护者并打击其品牌竞争对手的 目的品牌 'D'Target Value Proposition Target Value PropositionEPassion Fair Nature Purism Classic Vitality Carefree New&Cool Thrill&FunTranquilClanning–Smart ShoppingService Quality+24/7 ProtechPersonal Efficiency Proven‘创新者'Target ProtagonistTotal Cost Customized‘节俭主义者'Target AntagonistsROKNOScale for approval产品• 开发显示 <科技> 特征的产品 ，如手机“个人游戏” 或“个人网 络” 等价格• 制定中高档定价策略 • 5-10% 略高于竞争对手渠道• 提出反对<科技>感觉的包装和 宣传品的创意 • 对代理商进行培训，吸引更多 的“创新者”并将“节俭主义者”驱 赶给品牌C推广• 基于TVP设计品牌标识，并进 行相关的品牌宣传推广Source: Roland Berger - Strategic Brand Development Group49。
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+8.2% p.a.
2~3%p.a.
2.8 2.6
2.9~3.0 2.7
2.2 1.9
* Estimation
1993
1994
1995
1996
Source: Chinese light Industry Yearbook(1999), Roland Berger & Partners’ analysis
12
selected reference
Annex A: Case study - Qiqiang
32
Annex B: Case study - P&G
42
-2-
Nirma\interim-rpt
A. Fierce competition from international and domestic players has imposed great challenge on Henkel
-4-
1997
2000*
Nirma\interim-rpt
Overcapacity in detergent indudstry leads to price reduction and thus reduces the product profitability
Overcapcity in detergent industry
-1-
Nirma\interim-rpt
Contents
Page
A. Fierce competition from international and domestic players has imposed
3
great challenge on Henkel
B. To achieve turnaround, Henkel should adopt an aggressive expansion strategy 10
• Marekt entry of detergent industry is pretty low and there lies a lot of unregistered factories, If taking their capacity into account, the utilizaition rate will be furthur reduced to about 50%-60%
Gross profitability of Whitecat regular powder
11%
1998年
3% 1999年
-5-
Nirma\interim-rpt
After having established prominent position in high end market, P&G and Unilever begin to penetrate middle and low end market
Achieving leadership in China detergent market – Project proposal –
Henkel (China) Investment Co. Ltd.
,
Roland Berger & Partners – International Management Consultants
• At present, there are about 150 manufactures in detergent industry with capacity of 3.8 million tons, but total market volume is about 2.7 million tons, so the utilization rate of capacity is about 70%
Market structure of high end (Price：>10RMB/Kg)
Proportion of high end market is 11.9%
OUnilever
9%
P&G
20% 69%
Market stucture of middle end (Price：7~10RMB/Kg)
C. Roland Berger will help develop the appropriate strategy: project outline
12
D. Project organization and time frame
22
E. Value of the project
12
F. Roland Berger is a best partner of Henkel to exploit China detergent market:
Price reduction of Major brand (RMB/Kg)
18.0 16.5
18.8 17.3
1998年 1999年
5.5 4.8
OMO
Tide
Whitecat
(regular powder)
Average price reduction of the whole industry is 10%
-3-
After fast increase in earlier 1990th, annual growth of China detergent market has slowed down in these years
National market volume of laundry detergent [in Mio. tons]
Barcelona – Beijing – Berlin – Brussels – Bucharest – Budapest – Buenos Aires – Delhi – Detroit – Düsseldorf – Frankfurt – Hamburg – Kiev – Kuala Lumpur – Lisbon London – Madrid – Milan – Moscow – Munich – New York – Paris – Prague – Riga – Rome – São Paulo – Shanghai – Stuttgart – Tokyo – Vienna – Zurich