营销组合策略--德国某航空公司成功创新案例分析.ppt

Appendix: Roland Berger & Partner success story: Turn-around of Lufthansa German Airlines - 1 -Restructuring LH case study: The starting point - 2 -Restructuring The critical economic situation of Lufthansa in 1991 and 1992 demanded radi- cal and lasting measures to guarantee the companys future competitiveness Since 1990 the operation profits had been negative and had continued to worsen The intensity of competition and extreme cost pressure were increasing in the aviation industry The Lufthansa board therefore decided on a radical, three-stage program to guarantee future competitiveness: down-sizing restructuring rebuilding Case study 3Restructuring The three-stage competitiveness program addressed critical short-term prob- lems first before tackling deeper restructuring Case study Three-stage program capacity reductions workforce shrinkage cost-cutting Down-sizing structural innovation process innovation Restructuring strategic innovation marketing innovation Rebuilding 4Restructuring The down-sizing and restructuring stages unfolded in three phases Case study Phase III: Process optimization Focus: Continuing service-and efficiency-improvements Means: Clear orientation towards critical success-factors, creation of employee commitment through further decentralization and business reengineering Phase II: New structure Focus: Increased market orientation throughout the entire value chain, Cultural Change Means: New structure with focus on entrepreneurship and internal customer supplier- relations Focus: Short term cost-cutting to ensure survival Means: an evenly spread cost reduction program in all departments Phase I: Turn-around down-sizingrestructuring 5Restructuring LH case study: A radical turn-around was the first priority - 6 -Restructuring Turn-around phase I was marked by short-term cost-cutting and a retreat from unprofitable markets Case study -20 % Number of staff -10 % Number of planes in operation -14 % Number of routes Turn- aroun d Phase I Consu ltant Input Evaluation of route network Coaching of top-management for personnel reduction Identification of other short term cost-cutting opportunities Cost reduction of 400 Mio. US $ achieved in 1993 7Restructuring The results of the turn-around phase: costs fell and productivity rose Case study 31 % -15 % Employee Productivity 1992-1994 (TKO/employee) Unit costs 1992-1994 (DM/TKO) However, further cost re- ductions were necessary to guarantee future survival 8Restructuring LH case study: Designing a new corporate structure was the next step - 9 -Restructuring The most important goals in the restructuring phase were: Build units which are smaller, better manageable and closer to the market Segment the organization into business units which reflect market needs and can be benchmarked Achieve balance responsibilities among the business units Build clear customer-supplier relationships within the company, the performance of which can be benchmarked Achieve a competitive cost structure Force constant internal and external benchmarking Case study 10Restructuring Phase II was marked by a market-oriented restructuring of the entire group Case study Turn- aroun d Phase II: Market - and proces s- orient ed restru cturin g Consu ltant Input Creating and evaluation organizational alternatives Implementation of customer supplier relations between business areas Restructuring and redimensioning of the new business areas Identification of additional savings potentials Cost reduction of 250 Mio. US $ Airline X Outsourced functions Technical Cargo ITN Mar- keting Sales Opera- tions plan- ning Flight Opera- tions Ground Ser- vices Cent- ral Func- tions Airline X Tech- nical Mar- keting Sales Finan- ce Person- nel Stra- tegy/ Con- trolling Flight Opera- tions = outsourced or outsourcing planned “Old” Structure “New” Structure 11Restructuring The new structure was selected according to six criteria Case study Process- and client- orientation Delegation of competence and responsibility Increased trans- parency of results and accomplish- ments Potential for mergers and alliances Increasing flexibility and responsiveness Possibility for addi- tional thirdparty business New structure 12Restructuring The new structure entailed significantly less complexity, making the company easier to manage effectively Case study Tech- nical Cargo AG Sys- tems GmbH Lufthansa AG Old Structure Central func- tions Marke- ting Tech- nical Cargo Ground Ser- vices Flight Opera- tions Sys- tems Lufthansa AG New structure Central func- tions OperationsMarketing outsourced Employees Revenues Source: Lufthansa, 1996 40.300 16 billion DM 23.750 13.410 10.4004.4501.000 2.320 3385 420 13Restructuring The project was carried out through intensive communication with manage- ment, employees and the unions Case study Management EmployeesUnions Executive board Leadership committee Business unit management frequent face-to-face- meetings TV DAG Works councils Many face-to-face meetings 14Restructuring LH case study: Phase III achieved wide-ranging process redesign and innovation - 15 -Restructuring The aim of phase III was to improve competitive differentiation and turnover/ market-share as well as to achieve further substantial cost reductions Case Study Phase 1 Clear cost cutting Phase 2 Improved customer orientation through outsourcing Phase 3 Customer focus not only on business unit level, but also on process-level increased turnover/through process based improvement of reaction-times and innovative strength Cost-reduc- tions Competitive differentiation/ market impact 16Restructuring Roland Berger & Partner was heavily involved in designing and implementa- ting Phase III at Lufthansa Case study Phase III Objectives Phase II Scope Consultant Input Intensification and anchoring of the new market orientation by carrying the structural innovations over to the process level Reengineering of multiple pro- cesses: Network Management/Marketing Processes: Scheduling Pricing Yield Management Operations Processes: Production/Operations Planning Ground Services Flight Operators Service Processes Service development Service delivery Line maintenance Network management Cargo: hubbing concepts corporate planning & controlling Intensive training of 20 client reengineering-teams Workshops and methodological support for running reenginee-ring projects as well as project management Conducting of worldwide bench-marking exercises in the aviation industry Phase III is still running at this time. Projected savings of US$ 300-500 million p.a. after project completion 17Restructuring The Lufthansa Redesign Projects have already delivered significant results, and the savings potential will continue to rise in coming years, with approxi- mately 75 % coming from revenue increases Case study * measured only until middle of 1996 Source: Lufthansa After 1999, savings/ revenue increases expected to total $ 300-500 million p.a. Savings (Mio. DM) 71,5 215,0 236,0 197,0 25 % 75 % 25 % 75 % 25 % 75 % 25,0 cost reduction 46,5 reve- nue im- provment 18Restructuring Analysis of the key processes at Lufthansa identified high revenue-improve- ment and cost-reduction potentials through greater market orientation Case study ProcessImprovement methodPotential Planning and steering (marketing) Yield management Pricing Central resource planning and controlling 11 other processes with high im -provement potential were also identified Reduction of planning expense by more effective steering Improved prognoses and greater market transparency Faster reaction-time in price-set -ting Coordination of resource planning according to long-term cost-reduc-tion High revenue potential through centralized network steering High revenue potential through more precise steering High revenue potential through better reaction to market develop- ment Cost-savings potential through better coordination 19Restructuring Process innovation a