罗兰贝格咨询(英文)
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
合集下载
罗兰贝格咨询-ppt图库
Module und Variations_E 29
Special types of matrix – conflict/tension (2)
Module und Variations_E 30
Special types of matrix – bottom up/top down (1)
• ...
Nationality: xxxxxxxxxxxxxxxxxxxxx
Education
Professional experience
Key projects
xxxx-xxxx xxxxxxxxxxxxxxxxxxxxxxxxxxx xxxx-xxxx xxxxxxxxxxxxxxxxxxxxxxxxxxx • xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
1
•…
•…
2
•…
•…
3
•…
•…
Module und Variations_E 27
Special types of matrix – controversy
1
2
3
4
Module und Variations_E 28
Special types of matrix – conflict/tension (1)
Common ground
Module und Variations_E 17
4 factors (1)
Module und Variations_E 18
4 factors (2)
Module und Variations_E 19
4 factors (3)
Factor 4
4
1
Special types of matrix – conflict/tension (2)
Module und Variations_E 30
Special types of matrix – bottom up/top down (1)
• ...
Nationality: xxxxxxxxxxxxxxxxxxxxx
Education
Professional experience
Key projects
xxxx-xxxx xxxxxxxxxxxxxxxxxxxxxxxxxxx xxxx-xxxx xxxxxxxxxxxxxxxxxxxxxxxxxxx • xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
1
•…
•…
2
•…
•…
3
•…
•…
Module und Variations_E 27
Special types of matrix – controversy
1
2
3
4
Module und Variations_E 28
Special types of matrix – conflict/tension (1)
Common ground
Module und Variations_E 17
4 factors (1)
Module und Variations_E 18
4 factors (2)
Module und Variations_E 19
4 factors (3)
Factor 4
4
1
罗兰贝格--咨询工具
Doc. number to be entered by "Header and Footer"
9
A.
Chapter page (after chapter point: 4 "space bars")
Action/reaction
… • … • …
…
…
…
Doc. number to be entered by "Header and Footer"
15
Balance/imbalance
Doc. number to be entered by "Header and Footer"
16
Balance/imbalance
• …
• …
Doc. number to be entered by "Header and Footer"
17
Bar chart
Doc. number to be entered by "Header and Footer"
4
使用指引
定制你的工具栏可以显著提高制作速度 在菜单中选择工具栏定制，将出现如下的对话框，选择其中常用的图标置于桌面 的工具栏上： Text Align Tools Change Font SizeFont Formatting Zoom Order tools
24
Circulation (5 factors)
…………… ……………
……………
……………
……………
……………
Doc. number to be entered by "Header and Footer"
罗兰贝格的咨询工具
Doc
numbe
r to be
entere
d by
Roland Berger – S"tHraetaedgey
Consulrtaanntds
10
Footer"
navigator minimum height
maximum size
client logo to be positioned at the mark
1
Doc numbe r to be entere
d by Roland Berger – S"tHraetaedgey
Consulrtaanntds Footer"
navigator minimum height
maximum size
目录 页码
client logo to be positioned at the mark
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:
11
确定方法
站
r to be
entere
d by
Roland Berger – S"tHraetaedgey
Consulrtaanntds
Footer"
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
... ...
... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...
...
... … ... … ... … ... … ... … ... … ... … ...
... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...
1
2
Module und Variations_E 46
Increase/decrease
1
2
3
4
5
6
7
8
Module und Variations_E 47
Various types of brackets (to be used instead of block arrows)
Common ground
Module und Variations_E 17
4 factors (1)
Module und Variations_E 18
4 factors (2)
Module und Variations_E 19
4 factors (3)
Factor 4
4
1
Factor 1
1
…
•…
…
•…
…
•…
3
…
•…
…
•…
…
•…
2
…
•…
…
•…
…
•…
4
.... .... .... .... ....
Module und Variations_E 9
Schedule
1
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
1
…
•…
…
•…
…
•…
3
…
•…
…
•…
…
•…
2
…
•…
…
•…
…
•…
4
.... .... .... .... ....
Module und Variations_E 9
Schedule
1
Activities A. B. C.
Month 1
Month 2
Month 3
1
2
3
4
5
6
7
8
9 10 11 12
2
Activities A. B. C.
Factor 1
1
2
Factor 2
Four dynamic factors
Factor 4
4
3
Factor 3
Module und Variations_E 22
6 factors (variation)
Module und Variations_E 23
D. Matrix – Factors, comparisons
3
Heading • Details
Heading • Details
Heading • Details
4
Heading • Details
Heading • Details
Heading • Details
Module und Variations_E 8
Lists – vertical (variations)
Industry competence
• xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
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。
罗兰贝格咨询报告
福建移动通信有限责任公司营销战略规划–项目建议书–中国北京2002年2月目录页数A.罗兰•贝格战略咨询公司简介03B.罗兰•贝格战略咨询公司的价值取向15C.项目理解与思考23D.项目安排39E.项目组织和时间安排49F.罗兰•贝格战略咨询公司的项目介绍52 This document was created for the exclusive use of our clients. It is not complete unless supported by the underlying detailed analyses and oral presentation. It must not be passed on to third parties except with the explicit prior consent of Roland Berger Strategy Consultants.A.罗兰•贝格公司简介Roland BergerStrategy Consultants罗兰•贝格公司简介•罗兰•贝格是一家领先的全球性高级管理咨询服务公司。
2001年的咨询费收入逾5.1亿欧元，在世界各地22个国家拥有32个办事处和1100多名专业咨询顾问。
它以欧洲为始创地，形成了强有力的欧洲、美洲、亚洲三位一体结构，活跃在国际商业舞台上，并已成为源于欧洲的最大管理咨询公司。
•罗兰•贝格以增强客户长期竞争优势、提高其创利能力、辅助客户成长壮大为宗旨。
通过发展新战略、新结构、新系统，企业再造和制定针对客户整体、部分以及不同层次功能的方案来达到服务目的。
罗兰•贝格的客户包括跨国公司，各个领域国营和私营的大中型制造、服务以及销售公司。
在企业整体评估，东西方国营企业民营化以及有关市场调研和高级人才网罗的一系列管理咨询服务方面，罗兰•贝格能为客户提供丰富的经验。
•罗兰•贝格的长处体现在为个人与公司提供特殊咨询方案、建议以及具体实施办法。
世界咨询公司排名(前50名)
44StrategicDecisionsGroup?3.944??50PaloAlto,CA
45OC&CStrategyConsultants??????????3.890??46NewYork,NY/London
46HuronConsultingGroup??????????????????3.880??NRChicago,IL
27Capgemini凯捷咨询公司4.64630NewYork,NY/Paris
28ZSAssociatesZS咨询公司4.64424Evanston,IL
29LECG4.62635Emeryville,CA
30ArthurD.Little理特咨询公司4.57532Boston,MA
31NavigantConsulting,Inc.4.51345Chicago,IL
12MarakonAssociates5.49110NewYork,NY
13IBMGlobalBusinessServicesIBM咨询公司5.38813Armonk,NY
14A.T.Kearney科尔尼咨询公司5.28614Chicago,IL
15Accenture埃森哲咨询公司5.26620NewYork,NY
19KatzenbachPartnersLLC卡岑巴赫咨询公司5.04918NewYork,NY
20TowersPerrin韬睿咨询公司5.02919Stamford,CT
21WatsonWyattWorldwide华信惠悦咨询公司4.97825Arlington,VA
22NERAEconomicConsulting美国国家经济研究协会经济咨询公司4.94723WhitePlains,NY
16Gartner,Inc.高德纳咨询公司5.25617Stamford,CT
45OC&CStrategyConsultants??????????3.890??46NewYork,NY/London
46HuronConsultingGroup??????????????????3.880??NRChicago,IL
27Capgemini凯捷咨询公司4.64630NewYork,NY/Paris
28ZSAssociatesZS咨询公司4.64424Evanston,IL
29LECG4.62635Emeryville,CA
30ArthurD.Little理特咨询公司4.57532Boston,MA
31NavigantConsulting,Inc.4.51345Chicago,IL
12MarakonAssociates5.49110NewYork,NY
13IBMGlobalBusinessServicesIBM咨询公司5.38813Armonk,NY
14A.T.Kearney科尔尼咨询公司5.28614Chicago,IL
15Accenture埃森哲咨询公司5.26620NewYork,NY
19KatzenbachPartnersLLC卡岑巴赫咨询公司5.04918NewYork,NY
20TowersPerrin韬睿咨询公司5.02919Stamford,CT
21WatsonWyattWorldwide华信惠悦咨询公司4.97825Arlington,VA
22NERAEconomicConsulting美国国家经济研究协会经济咨询公司4.94723WhitePlains,NY
16Gartner,Inc.高德纳咨询公司5.25617Stamford,CT