罗兰贝格咨询(英文)
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罗兰贝格咨询-ppt图库
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Special types of matrix – conflict/tension (2)
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Special types of matrix – bottom up/top down (1)
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Nationality: xxxxxxxxxxxxxxxxxxxxx
Education
Professional experience
Key projects
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Special types of matrix – conflict/tension (2)
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Special types of matrix – bottom up/top down (1)
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Nationality: xxxxxxxxxxxxxxxxxxxxx
Education
Professional experience
Key projects
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Module und Variations_E 27
Special types of matrix – controversy
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Special types of matrix – conflict/tension (1)
Common ground
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4 factors (1)
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罗兰贝格--咨询工具
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使用指引
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Circulation (5 factors)
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罗兰贝格的咨询工具
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numbe
r to be
entere
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Roland Berger – S"tHraetaedgey
Consulrtaanntds
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navigator minimum height
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client logo to be positioned at the mark
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目录 页码
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首先明确我们的目标 是什么— 明确项目的目的;提出准确的问题
战略项目的结果组成
整个企业的愿景是什么
整个企业的战略目标是什么
如是企业集团;则应制定集团战略;明确各业务在集团中的 定位
集团内部各业务板块的业务战略是怎样的
战略实现途径是怎样的
根据需要;提供未来几年的业务计划
Notes
Source:
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确定方法
站
r to be
entere
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Roland Berger – S"tHraetaedgey
Consulrtaanntds
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navigator minimum height
maximum size
client logo to be positioned at the mark
研究咨询必备——罗兰贝格PPT图库精品文档
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Various types of brackets (to be used instead of block arrows)
Common ground
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4 factors (1)
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4 factors (2)
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4 factors (3)
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Schedule
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罗兰贝格咨询德国汉高公司进入市场策略项目建议书
Proportion of low end market is 56.3%
Unilever
Henkel
6 . 0 %5 . 6 %
88.4%
Others
Nirma\interim-rpt
Market share of international players’brands in different segment
P&G P&G Henkel Henkel Benckiser
Brand
Fangcao Yunquan Sunlight Seagull Tiantian Guilin
Share Company
2.5% Unilever 0.8% Unilever 0.2% Unilever 2.9% Henkel 1.5% Henkel 1.2% Henkel
Market structure of high end (Price：>10RMB/Kg)
Market stucture of middle end (Price：7~10RMB/Kg)
Back-up
Market structure of low end (Price：<7RMB/Kg)
Brand Share
• Competition is in choas in Shandong, and distribution network is not well regulated with lots of small distributors/wholesalers competing with each other, so it is easy for Dosia to penetrate the market and cultivate its qualified disbition channel
Unilever
Henkel
6 . 0 %5 . 6 %
88.4%
Others
Nirma\interim-rpt
Market share of international players’brands in different segment
P&G P&G Henkel Henkel Benckiser
Brand
Fangcao Yunquan Sunlight Seagull Tiantian Guilin
Share Company
2.5% Unilever 0.8% Unilever 0.2% Unilever 2.9% Henkel 1.5% Henkel 1.2% Henkel
Market structure of high end (Price：>10RMB/Kg)
Market stucture of middle end (Price：7~10RMB/Kg)
Back-up
Market structure of low end (Price：<7RMB/Kg)
Brand Share
• Competition is in choas in Shandong, and distribution network is not well regulated with lots of small distributors/wholesalers competing with each other, so it is easy for Dosia to penetrate the market and cultivate its qualified disbition channel
罗兰贝格咨询(ppt 18页)(英文)
Rolandberger Strategy Consultants All Right 2001-2003
2
The client is a leading European sanitary manufacturer
Client’s operation in China
• Entered China market in 1996 • Had two independent operation
units, one wholly owned company in Ningbo, one JV in Shanghai • Employed 10 foreigner and more than 300 Chinese • Provided sanitary products and piping products • Sold through different channels nation-wide
4
The client was satisfied with the project delivery
3-month project
Steering committee
Client
Roland Berger
Project manager
Client
Roland Berger
Project team
• Channel strategy • Sales and marketing process
• Finance process • Production process • Logistics process
Sales and marketing
Operation process
Rolandberger Strategy Consultants All Right 2001-2003
罗兰贝格咨询-咨询工具箱
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Module und Variations_E 9
Schedule
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Activities A. B. C.
Month 1
Month 2
Month 3
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Activities A. B. C.
Factor 1
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Factor 2
Four dynamic factors
Factor 4
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Factor 3
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6 factors (variation)
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D. Matrix – Factors, comparisons
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Heading • Details
Heading • Details
Heading • Details
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Heading • Details
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Heading • Details
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Lists – vertical (variations)
Industry competence
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罗兰贝格管理咨询公司
罗兰贝格管理咨询公司创始人、全球监事会荣誉主席罗兰-贝格教授罗兰·贝格教授 Prof. Dr. h.c. Roland Berger罗兰贝格管理咨询公司创始人、全球监事会荣誉主席罗兰•贝格:“一个天生的创业者、一个天才的管理咨询专家” —欧洲某知名商业周刊如此定义他:从20岁还是个大学生时在慕尼黑战后人口激增而建立的一个现代居民区创办的洗衣店、到1961年冬天以“降低成本至最低”为准则而建立的打折酒商店、直到1967年在偶然进入一家国际顶级咨询公司并在短短五年内成为全球合伙人后创办以他名字命名的咨询公司--罗兰•贝格对创新和卓越的追求从未停止过。
“是的,他做到了。
”这是德国前总统赫斯特•科勒对罗兰•贝格的评价。
无论是作为创业者、还是管理咨询专家、或者是政府事务顾问、社会慈善家,罗兰•贝格对自己每一个角色都投入了全身心的激情、智慧与能量。
罗兰•贝格先生1937年出生于德国柏林,幼时的他目睹了父亲在希特勒统治时期受到的不公正待遇,因此也塑造了他后来坚韧而乐观的个人性格和职业特征。
大学时代,罗兰•贝格先生在学习经济和工商管理的过程中尝试了白手起家的创业经历,并从中获得了满意的商业回报。
但是,他并未就此满足,因为他一直试图寻找一个可以作为“一生”的职业。
一个偶然的机会,他被介绍到一家国际知名的咨询公司担任咨询顾问,并在短短的五年内晋升为全球合伙人。
天生的创业精神促使他放弃了已经建立的稳定工作和生活环境,1967年,在欧洲经济还处在动荡时,他创立了的以自我名字命名的咨询公司。
如今,罗兰贝格公司已经从当年的一个创始人发展到了目前在全球25个国家拥有36个办公室,员工人数超过了两千人。
罗兰•贝格先生不仅仅创立了一家欧洲最早的咨询公司,更是因为他,咨询这个行业逐渐为德国广泛接受。
可以说,在欧洲罗兰•贝格的名字就是这个行业的代名词。
从创建公司至今的四十多年历史中,罗兰•贝格先生和他的公司经历了多次的经济起伏和政治环境的变化:如德国的统一、互联网行业的泡沫、“9.11”事件、以及近几年全球最严重的经济危机等,而他总是能带领公司在低迷的市场环境中把握时机、需求机会并实现稳定持续的发展,这也是得益于他对政治及经济环境的了解和参与。
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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
Corporate strategy
Organization
• Market positioning • Product strategy • JV partnership
handling
• Corporate structure • Organization cRestrucutring strategy was formulated after an extensive analyPsroijesctisnchteedrunleally and externally
• Entered China market in 1996 • Had two independent operation
units, one wholly owned company in Ningbo, one JV in Shanghai • Employed 10 foreigner and more than 300 Chinese • Provided sanitary products and piping products • Sold through different channels nation-wide
Rolandberger Strategy Consultants All Right 20012003
Disappointing business results
• Sluggish sales • High operation cost • Increasing loss
The project is to develop China market business restructuring strategy
Project methodologies
Rolandberger Strategy Consultants All Right 20012003
The client is a leading European sanitary manufacturer
Client’s operation in China
Project team
Client
Roland Berger
… …
Rolandberger Strategy Consultants All Right 20012003
Roland Berger recommendations
• Buy out Chinese partnership in Shanghai • Merge of Shanghai and Ningbo’s operation • Downsizing and management localization • Market repositioning as a technology provider • Streamline and refocus product portfolio • Strategic distributor business model • Project oriented channel strategy
Project background
Consulting process
Project methodologies
Rolandberger Strategy Consultants All Right 20012003
Consulting process overview
Project acquisition
• Channel strategy • Sales and marketing process
• Finance process • Production process • Logistics process
Sales and marketing Rolandberger Strategy Consultants All Right 20012003
• Project content • Project methodology • Project organization • Project schedule • Project fee and
payment terms • Reference of
experience
Client selected consulting firms
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
Corporate strategy
Organization
• Market positioning • Product strategy • JV partnership
handling
• Corporate structure • Organization cRestrucutring strategy was formulated after an extensive analyPsroijesctisnchteedrunleally and externally
• Entered China market in 1996 • Had two independent operation
units, one wholly owned company in Ningbo, one JV in Shanghai • Employed 10 foreigner and more than 300 Chinese • Provided sanitary products and piping products • Sold through different channels nation-wide
Rolandberger Strategy Consultants All Right 20012003
Disappointing business results
• Sluggish sales • High operation cost • Increasing loss
The project is to develop China market business restructuring strategy
Project methodologies
Rolandberger Strategy Consultants All Right 20012003
The client is a leading European sanitary manufacturer
Client’s operation in China
Project team
Client
Roland Berger
… …
Rolandberger Strategy Consultants All Right 20012003
Roland Berger recommendations
• Buy out Chinese partnership in Shanghai • Merge of Shanghai and Ningbo’s operation • Downsizing and management localization • Market repositioning as a technology provider • Streamline and refocus product portfolio • Strategic distributor business model • Project oriented channel strategy
Project background
Consulting process
Project methodologies
Rolandberger Strategy Consultants All Right 20012003
Consulting process overview
Project acquisition
• Channel strategy • Sales and marketing process
• Finance process • Production process • Logistics process
Sales and marketing Rolandberger Strategy Consultants All Right 20012003
• Project content • Project methodology • Project organization • Project schedule • Project fee and
payment terms • Reference of
experience
Client selected consulting firms