罗兰贝格咨询PPT模板
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罗兰贝格咨询PPT课件
Rolandberger Strategy Consultants All Right 2001-2003
Disappointing business results
• Sluggish sales • High operation cost • Increasing loss
4
The project is to develop China market business restructuring strategy
Client
Roland Berger
… …
Rolandberger Strategy Consultants All Right 2001-2003
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 methodologies
Rolandberger Strategy Consultants All Right 2001-2003
2
Project background
Consulting process
Project methodologies
Disappointing business results
• Sluggish sales • High operation cost • Increasing loss
4
The project is to develop China market business restructuring strategy
Client
Roland Berger
… …
Rolandberger Strategy Consultants All Right 2001-2003
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 methodologies
Rolandberger Strategy Consultants All Right 2001-2003
2
Project background
Consulting process
Project methodologies
罗兰贝格咨询(英文PPT 18页)
• Channel strategy • Sales and marketing process
• Finance process • Production process • Logistics process
Sales and marketing
Operation process
Rolandberger Strategy Consultants All Right 2001-2003
6
Project background
Consulting process
Project methodologies
Rolandberger Strategy Consultants All Right 2001-2003
7
Consulting process overview
Project acquisition
ClCielienntt iinniittiaiatetsed propjreojcect trreeqquuiriermemenetsnts
Project proposal and presentation to client
• Project content • Project methodology • Project organization • Project schedule • Project fee and
• Leverage synergy • Optimize
organization structure and process
Final recommendation
Rolandberger Strategy Consultants All Right 2001-2003
咨询必备： 罗兰贝格ppt图库
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B. Lists (1) – Factors, no specific number
Lists – horizontal (variations)
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6 success factors
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Impact and result (2)
5 success factors
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Vision
Vision
Action/reaction
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Value chain
Supplier
Company
Development
Production
Sales
Distribution
E. Process (1) – Factors, steps
Processes
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Process/phases
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Phase 1 •…
Phase 2 •…
Phase 3 •…
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
罗兰贝格战略ppt模板(罗兰贝格)
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Action/reaction
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Action/reaction
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Against the tide/with the tide
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B. Chapter
1. Sub chapter 1.1 Section
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C. Chapter
1. Sub chapter 1.1 Section
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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 RittenHouse & Partners.
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Change of direction
Moment of directional change
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研究咨询必备——罗兰贝格PPT图库
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Module und Variations_E 8
Lists – vertical (variations)
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Increase/decrease
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Cycles (1) (color presentation)
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Cycles (2)
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4 Guidelines 4
Comments 4
5 Guidelines 5
Comments 5
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C. Lists (2) – Factors, specific number
罗兰贝格-结构咨询报告共35页PPT资料
• To buyout the equity ownership from Chinese partner, thus turning the JV into a wholly foreign owned enterprise (WFOE)
Killer criteria
Solve key problems
Secure future success
No
No
II. Equity structure
No
Yes
Yes
restructuring
- Equity buyout
III. Withdrawal
(1) Sell out equity
Yes
Examples
• Bosch Siemens • Siemens • Bayer • Henkel • ABB
• Dinova • BOSCH Thermo Technik • Linde forklifter
• Whirlpool’s refrigerator JV in Beijing
• Peugeot Guangzhou • Liebherr • Siemens
No
No
(2) Termination
No
Yes
s
(3) Bankruptcy
No
Yes
Yes
(4) Freezing
Yes
No
No
Pass? No
Yes
No Yes Yes No
Remarks
• It’s very hard to implement future integration and consolidation without full control the board of directors
Killer criteria
Solve key problems
Secure future success
No
No
II. Equity structure
No
Yes
Yes
restructuring
- Equity buyout
III. Withdrawal
(1) Sell out equity
Yes
Examples
• Bosch Siemens • Siemens • Bayer • Henkel • ABB
• Dinova • BOSCH Thermo Technik • Linde forklifter
• Whirlpool’s refrigerator JV in Beijing
• Peugeot Guangzhou • Liebherr • Siemens
No
No
(2) Termination
No
Yes
s
(3) Bankruptcy
No
Yes
Yes
(4) Freezing
Yes
No
No
Pass? No
Yes
No Yes Yes No
Remarks
• It’s very hard to implement future integration and consolidation without full control the board of directors
罗兰贝格咨询PPT模板
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RB_Slide_Library_for_Graphics_2009.ppt
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Consequences 2
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Process/Phases 3
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Consequences 4
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罗兰贝格咨询英文PPT
Project methodologies
Rolandberger Strategy Consultants All Right 20012003
2
Project background
Consulting process
Project methodologies
Rolandberger Strategy Consultants All Right 20012003
Internal analysis
External analysis
Restructuring concept and plan
Implementation support
Rolandberger Strategy Consultants All Right 20012003
8
Project proposal and initial presentation are the selling tools for consultants
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
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RB_Slide_Library_for_Graphics_2009.ppt
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Process/Phases 1
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罗兰•贝格
Subtitle 17 point
Bar Column X-Axis
Text
Y-Axis
text
text
Legend Notes
资料来源：罗兰•贝格分析
Legend
RB_Slide_Library_for_Graphics_2009.ppt
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2000 xx Text
ⅠⅡⅢ 罗兰•贝格
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List and conclusions 4
€ $ ￥
Graphic注： xx 8.7%
2000
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高
城 市 化
机场成熟度
更多挑战 更多机会
高
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RB_Slide_Library_for_Graphics_2009.ppt
CAGR=+11% +49%
48.1 6% 10%
05-09E CAGR
06-07 增长
44.2
32.3 轿车 2% 微货 9% 微客 36% 21% 33.7 9% 19% 27% 5% 24% 31% 36.7 5% 7%
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• 短期：抛光养晦，建立喂给天津/大连的远洋外贸支线，回避与青岛正面竞争，吸聚流失的本地箱源，积累货量 • 中期：围绕渤海湾内港口（天津/大连）始发的远洋航线，打造将烟台港打造“挂靠港”，进一步提升竞争地位 • 远期：以建设远洋航线基本港为目标
RB_Slide_Library_for_Graphics_2009.ppt
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List and conclusions 3
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List 9
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List 11
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List 7
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Process/Phases 3
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Consequences 1
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List and conclusions 2
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Consequences 3
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List 6
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RB_Slide_Library_for_Graphics_2009.ppt