戰(zhàn)略性重組ppt課件

1、Roland Berger & Partners International Management ConsultantsBarcelona Berlin Brussels Bucharest Budapest Buenos Aires Detroit Dsseldorf Frankfurt Hamburg Kiev LisbonLondon Madrid Milan Moscow Munich New York Paris Prague Riga Rome So Paulo Shanghai Stuttgart Tokyo Vienna ZurichStrategic re-engineer

2、ing of Geberit China Interim report Geberit International AGContent (1)PageManagement Summary5A.Market environment 12A1.Macro business environment in China13A2. Market analysis of sanitary system 36A3. Market analysis of piping system 67B.Strategy evaluation and Sales & Marketing80B1.Strategy evalua

3、tion81B1.1Corporate strategy analysis82B1.2Product strategy evaluation89B2.Sales & Marketing91B2.1Retail channel GSHA95B2.2Project channel GSHA103B2.3OEM channel GDAI107B2.4Marketing110B2.5Benchmarking: Kohler (China)112Content (2)PageC.Financial, organization and processes analysis122C1.Financial s

4、ituation analysis123C1.1Geberit Shanghai124C1.2Geberit DaishanC2.Organization and processes145C2.1Organization structure146C2.2Management structure151C2.3Key process analysis157D.Restructuring options164D1.General options and pre-selection165D2.In-depth evaluation176D2.1Equity buyout178D2.2Terminati

5、on183D2.3Bankruptcy186D2.4Comparison of the alternatives190D3.Feasible scenarios 193Back-upAcronym listBoDCCSCJVEJVFDIFICGDAIGSHAJVKTSVGMWFOEBoard of DirectorsCompetence Center ShanghaiCo-operative Joint VentureEquity Joint ventureForeign Direct InvestmentForeign Investment CommissionGeberit Flushin

6、g Technology (Daishan) Co. Ltd.Geberit Plumbing Technology (Shanghai) Co. Ltd.Joint VentureKohler Technical SpecialistVice General ManagerWholly Foreign Owned EnterprisesManagement summary*China could be a market of strategic importance for Geberits international business(1)China is a promising mark

7、et for Geberit. We have an achievable business target of RMB 200 million revenue by year 2005, from which, 130 million comes from sanitary products and 70 million is generated by piping business. Among all the product lines, tank fittings, Pluvia and concealed cistern are the top 3 product lines wit

8、h the potential of RMB 140 million or 70% of the totalOverall Chinese macro economic development is undergoing a strong momentum. In the next 5 years, it is estimated that GDP will grow at 7% annually, the growth of fixed asset investment will increase by 8%, and housing construction will also grow

9、by 8% p.a.Chinese sanitary market is mostly a ceramic market, with an annual demand of 43 million units of sanitary ceramic products in China in 1999 which means the potential market of nearly 2 million sets for tank fittings as well as 2 million units of medium to high end cisterns sold in the mark

10、et. With the growth in the housing market, Chinese sanitary market will continue an annual growth of 68%. Furthermore, due to the rapid increase of bathroom decoration, the medium to high end segment of sanitary products will definitely lead the industry growth. By 2005, the share of medium to high

11、end segment will rise from current 20% to 35%Market environmentChina could be a market of strategic importance for Geberits international business(2)As the largest construction industry in the world, China presents an immense potential for Geberits piping products. Both HDPE and Mepla possess signif

12、icant product advantages over the currently used Chinese products. However, the significant price gap could be a serious barrier for a deep market penetration. For Pluvia, the opportunities are very attractive. Presently more than 15 roof projects, altogether 700,000 sqm are in different phases of t

13、he process of biddingBoth Geberits concealed cistern and Pluvia roof drainage system are mismatched with Chinese traditional industry habits, this can only be solved by a long-term commitment in the China market and effective marketing. Due to the Chinese consumers traditional mindset that plastic p

14、roduct are lower priced, Chantier doesnt have an optimistic market perspectiveRight now, for most of Geberits products, the competition is not so tough, which means a golden opportunity for Geberit to become a market leader in China. It also means time pressure for Geberit. Currently competitors (e.

15、g. Grohe DAL, Caroma) are gearing up and will become aggressive very soonMarket environmentOverall, the strategy of Geberit in China has not been fully achieved and sales and marketing are particularly weak(1)Strategy and sales & marketingAlthough GSHA developed a strategy when founded, the strategi

16、c objectives to penetrate into the Chinese market havent been achieved-current strategy is unfocusedThe vision of GSHA is not communicated within the organization, nor is it implementedIn comparison, GDAIs strategy is going in the right direction and is in the process of being implemented, They stil

17、l have problems to solve, such as slow market responsiveness, poor customer understanding etc.The core competence of Geberit Europe stands for advanced technology, premium quality and brand, excellent pre-and-after sales services. This has not all been transferred to Geberit ChinaCurrent product por

18、tfolio of selling Chantier, Duofix and public products is unbalanced. Strategic focus should be on concealed cistern, tank fittings and Pluvia and HDPEAs to sales and marketing operations, GSHA has no clear strategy in developing distribution networkOverall, the strategy of Geberit in China has not

19、been fully achieved and sales and marketing are particularly weak(2)Strategy and sales & marketingGeberits products are sold through 3 channels: retail sales and project sales through distributors, and OEMGeberit lacks clear planning of retail network development and has neither intention nor levera

20、ge to monitor distributors network operationsProject sales performance has been affected mainly by both poor customer services and incompatibility with current Chinese installation and application habitsThere are a number of setbacks that need to be overcome to improve OEM sales: unsatisfactory prod

21、uct development and customization, slow market responsiveness and high pricingExcept for a very few marketing related activities such as seminars and attending exhibitions, essentially marketing department doesnt perform marketing functions such as building up brand etc. Kohler has done far better c

22、ompared to Geberit in the area of sales and marketing, such as raise brand awareness, influence customers and design instituteFinancials, organization and processesThe GM of GSHA lacks leadership. His management style is self-centered. It is widely perceived that he does not trust the local staff. H

23、is personality is not accepted by employees. As a result, there is no motivating corporate culture, no trust between management team and staff, no motivation and commitment among the staff and high staff turnover. ( e.g. CCS ) The official organizational structure, which is changed frequently, is no

24、t implemented. Departments function is not clearly defined. Some functions ( e.g. HR ) are overlapping and some are not implemented. ( e.g. Marketing)The current operation process is production - oriented instead of market-oriented, leading to ignorance of market demands. The control of the whole pr

25、ocess is only on paper and is not followed in reality. Although there is no open conflicts between them, the JV partners pursue their own (personal) interests. It is particularly obvious when recruitment, promotion and lay-off are concerned.GSHA is on the brim of bankruptcy. More than 70% of product

26、s sold have negative gross profit margin, resulting in an increase of operating losses in line with increase of sales. The company cannot survive without a continuous cash injection from the parent company. Although the operating losses of GDAI have been reduced as a result of improved gross profit

27、margins and increased sales, the financial situation is still criticalThere is no leadership at GSHA. GSHA is close to bankruptcy. GDAI shows positive development trendGeberit should aim for equity buyout and consider termination or bankruptcy as fall-back positionRestructuring optionsTo separate fr

28、om the Chinese partner is a premise to secure success of restructuring Some key problems particularly affecting to HRM are related to the Chinese partnerIn addition, Lidas products are contributing to the huge loss due to their -7% gross profit margin and the sharp decline in sales volume due to shr

29、inkage of low end marketTherefore, only equity buyout, termination and bankruptcy are feasibleConsidering cost, time, risk and the potential impact on future integration and consolidation, equity buyout should be deemed as the first choice, and termination or bankruptcy as fall-back positionThe buyo

30、ut and termination options depend to a large extend on the willingness of the Chinese partner and can take a long time. Therefore, Geberit should start preparations and negotiations quicklyA. Market environment*A1. Macro business environment in China*Overall the business environment is positive for

31、Geberits investment in ChinaMacro business environment in China8% annual growth forecasted for construction industryStrong momentum for real estate market growthSteady growth for high end real estate market7% annual GDP growth estimated in the next five yearsAnother boom for FDI1) expectedAn estimat

32、ed 8% annual growth for fixed asset investment by 2005Consistent economic policies towards reform and opening upDramatic Chinese household income growth during the past 15 yearsMacro economic trendHousing supply marketGovernment policiesSocial factorsGovernments preparation for WTO entry Central gov

33、ernments effort to develop western regionThe emergence of top consumers group with strong purchasing powerSignificantly increased bathroom decoration standard and spending1): Foreign direct investmentChina is one of the fastest developing countries in Asia and the globeAnnual GDP growth in China %GD

34、P growth in Asia, 1998/1999China1) EstimateJapanMalaysiaIndonesia IndiaPhilippinesTaiwanSingaporeHong KongThailandGermany1.4%USA4.1%Source: OECD, Roland Berger & Partners analysis1)The key indicators of the first half of 2000 show a strong confidence in the Chinese macro economic trendFixed asset in

35、vestment hit RMB 754 billion in the first half of 2000, up 12.1% compared with the period of last year, among these, the investment of real estate was RMB 201 billion, up 24.1%Sales volume of the retail market reached RMB 1625 billion, up 10.1%, and the disposable income per urban resident increased

36、 by 7.7%Foreign trade volume achieved a significant growth of 37%, amounted at USD 217 billion, among these, export was USD 115 billion, up 38%, import was USD 102 billion, up 36%Key indicators in the first half of 20008.2% GDP growth achieved in the first half of 2000Source: County Information Cent

37、er36503950+8.2%Billion RMBIn the next 5 years, macro economic development will be optimistic in ChinaWTO accession will bring 1.75% more foreign investment, USD 100 billion incremental FDI per year, will boost economy growth by 1% annuallyThe fixed asset investment is estimated to grow at 8% per yea

38、rChina plans to accelerate the urbanization process by 2% per yearReal estate market will grow at 7-8% p.a. in the next five yearsThe trend of Chinas macro-economy7% annual GDP growth1) in the next five years1978 = 1001): excluding the inflation factor2): EstimationSource: China Infobank, Asian moni

39、tor, RB&P analysis2)+10.8% p.a.+7.8% p.a.+11.6% p.a.+8.1% p.a.+7% p.a.A boom for foreign investment can be expected in China in the next 510 yearsFDI growthGrowth of European Union investmentBillion USDBillion USD60.9%p.a.4.2%5.7%6.6%9.2%8.8%11.1%The weighted share of European companies investment i

40、n total FDI is increasing70.11.5% p.a.12% p.a.1)1) Estimation based on the assumption of WTO entrySource: Sate Statistics Bureau, RB&P analysis70% p.a.15.8% p.a.WFOE (wholly foreign owned enterprise) is becoming a more and more widely-accepted approach for foreign investmentComposition of FDI in Chi

41、naLegal formation of foreign investmentSource: State Statistics BureauBack-up154.856.9European UnionJapanUSATaiwanHongkongOthers23.925.624.921.5Billion USDBillion USDThe accumulation of actual foreign investment to the end of 1999Actual foreign investment of Jan. July 20009.93.0EJVWFOECJV6.8EJV: Equ

42、ity Joint Venture CJV: Cooperative Joint VentureOthersTotal: 307.6Total: 19.9The fixed asset investment is estimated to grow at 8% annually in the next 5 years, and more than 60% will be invested in construction projectThe growth of fixed asset investmentComposition of the fixed asset investment in

43、1999Source: China Statistic Yearbook 2000, RB&P analysisBillion RMB14.8%8.8%13.9%5.1%8%p.a.Billion RMB1879.3400.6Purchase of machinery equipmentConstruction and installationOthers705.3Total: 2985.3Construction industry will grow steadily at an estimated 8% annual rateGross output value of constructi

44、on industryBillion RMBGrowth of government infrastructure investmentGrowth of residential housing supplyGrowth of real estate marketGrowth of renovation market21.8%7.6%10.3%10.3%8%Source: China Statistic Yearbook 2000, National Planning Commission, RB&P analysisThe total floor space of housing suppl

45、y has experienced an average annual growth of 6.5% in the past 5 years, more than 8% growth can be expected this yearGrowth of total housing supplyAverage annual growth of urban residential supply is 12.7%, which is leading the total growth rate of 6.5%, and will continue to be the growth engineRura

46、l residential supply growth is limited due to slow farmers income growthWTO entry is expected to stimulate another high-growth period of office building supplyTrend of housing supplyBillion sqm+6.5% p.a.Urban residentialRural residentialNon-residential1.461.621.661.711.872.031)1): Projection based o

47、n the progress of the first half year of 2000Source: China Statistic Yearbook 2000, China Construction Industry Yearbook 1999, RB&P analysis+8.5%Building construction can be divided into residential buildings and non-residential buildingsBack-upBuildings classificationTotal constructionResidential b

48、uildingsNon-residential buildingsUrban residentialRural residentialIndustrial buildingsCommercial buildingsOthersManufacturing plantHotelRetail storeRestaurantEntertainmentOthersPublic buildingse.g.: airport, exhibition center, stadiumInstitutional buildingsHospitals SchoolsOthersOthersOffice buildi

49、ngsTotal housing supply in 1999 reached 1.87 billion sqm in ChinaThe floor space completedNationalShanghaiJiangsuZhejiangGuangdongResidential Urban Villas and good apartments (sold) RuralIndustrialCommercial Office Others (retailing, entertainment, catering )Others (public, institutional, hospitals,

50、 schools )Total35594.36834111223119104147187419.6015.200.554.4017.274.116.811.914.9036.8717.3213.360.393.9615.263.955.022.152.8732.58101.0428.490.3172.5639.697.7016.3164.8120.810.3044.0024.257.0810.885.585.3089.6086.0442.380.8943.6639.1113.1115.528.606.92125.14Back-upHousing supply of nat

51、ionwide and key areas 1999Million sqmSource: China Statistics Yearbook 2000, Provincial Statistics Yearbook 2000The residential floor space supply accounts for 74.3% of the total housing supply in 1999Composition of housing supply (1999)Compositions of non-residential buildings (1999)Back-up481559Ru

52、ral residential buildingsNon-residential buildingsUrban residential buildings834Million sqm119147Industrial buildingsOffice buildingsOthers111Million sqmTotal: 1874Total: 481104Other commercial buildingsThe group of commercial buildingsReal estate market is showing a strong momentum in 2000, sales o

53、f square meters up 38% from Jan. to July vs. the same period in1999Source: State Statistic Bureau, China InfobankFloor space completedMillion sqm+19.1%Housing salesMarket indication of 2000. 171999 (1-7)2000 (1-7)+38%1999 (1-7)2000 (1-7)72%84%28%16%The actual investment in real estate reached RMB 25

54、0.4 billion, up 28.6%32 million square meters of land was used for real estate development, up 23.1%Market price slightly increased by 1.9%Top cities such as Shanghai, , Guangzhou, Shenzhen are leading the growth, e.g. the private consumption in was almost tripled to 2.3 million square meters compar

55、ed with the period of the last yearPrivate buyerInstitutional buyerMillion sqm36.350.1High end real estate is on track of steady growth during the past 5 yearsGrowth of sales of villas and high end apartments*Composition of high end real estate market (1999)*: The high end real estate market is defi

56、ned by the selling price per sqm, in 1999, the criteria is above 4500 RMB per sqmGuangdongOthersShanghaiMillion sqm+15%p.a.Million sqm2.520.890.550.3942%Total: 4.36Chinese government is endeavoring to drive sustainable economic growth Open-upContinuously adopt the direction market oriented economy d

57、evelopment, the market will open furtherPrepare for WTO entry to gain more foreign investment and sell more abroadWestern region developmentTo narrow the gap of economic development between coastal area and western regionTo create extra domestic market demand by government direction settingSustainab

58、le economic growthMarket reformDomestic market demand drivenKeep the growth of governments investment in infrastructurePrioritize the market development of real estate by issuing out stimulating policies, such as housing privatization policy, tax cut of housing consumptionCreate consumption market d

59、emand by increasing the pay of government staff 50%, lowering down deposit interest etc.Keep SOE reform at the top agenda of economic development, to achieve a long-term solution for a viable SOE business, some short-term pains may be caused such as a large amount of workers laid-offProbably China w

60、ill join WTO early in 2001, which will make a tremendous impact in the Chinese macro economic environmentBoost economic developmentImpact to Geberits business in ChinaIntensify market competitionMore favorable investment environmentEasier to import Geberit European produced products to Chinese marke