营销组合策略-德国某航空公司成功创新案例分析.ppt

Restructuring,-1-,Appendix:RolandBerger&Partnersuccessstory:Turn-aroundofLufthansaGermanAirlines,Restructuring,-2-,LHcasestudy:Thestartingpoint,Restructuring,-3-,ThecriticaleconomicsituationofLufthansain1991and1992demandedradi-calandlastingmeasurestoguaranteethecompanysfuturecompetitiveness,Since1990theoperationprofitshadbeennegativeandhadcontinuedtoworsenTheintensityofcompetitionandextremecostpressurewereincreasingintheaviationindustryTheLufthansaboardthereforedecidedonaradical,three-stageprogramtoguaranteefuturecompetitiveness:down-sizingrestructuringrebuilding,Restructuring,-4-,Thethree-stagecompetitivenessprogramaddressedcriticalshort-termprob-lemsfirstbeforetacklingdeeperrestructuring,Restructuring,-5-,Thedown-sizingandrestructuringstagesunfoldedinthreephases,Restructuring,-6-,LHcasestudy:Aradicalturn-aroundwasthefirstpriority,Restructuring,-7-,Turn-aroundphaseIwasmarkedbyshort-termcost-cuttingandaretreatfromunprofitablemarkets,Turn-aroundPhaseI,ConsultantInput,EvaluationofroutenetworkCoachingoftop-managementforpersonnelreductionIdentificationofothershorttermcost-cuttingopportunitiesCostreductionof400Mio.US$achievedin1993,Restructuring,-8-,Theresultsoftheturn-aroundphase:costsfellandproductivityrose,Restructuring,-9-,LHcasestudy:Designinganewcorporatestructurewasthenextstep,Restructuring,-10-,Themostimportantgoalsintherestructuringphasewere:,Buildunitswhicharesmaller,bettermanageableandclosertothemarketSegmenttheorganizationintobusinessunitswhichreflectmarketneedsandcanbebenchmarkedAchievebalanceresponsibilitiesamongthebusinessunitsBuildclearcustomer-supplierrelationshipswithinthecompany,theperformanceofwhichcanbebenchmarkedAchieveacompetitivecoststructureForceconstantinternalandexternalbenchmarking,Restructuring,-11-,PhaseIIwasmarkedbyamarket-orientedrestructuringoftheentiregroup,Turn-aroundPhaseII:Market-andprocess-orientedrestructuring,ConsultantInput,=outsourcedoroutsourcingplanned,Restructuring,-12-,Thenewstructurewasselectedaccordingtosixcriteria,Process-andclient-orientation,Delegationofcompetenceandresponsibility,Increasedtrans-parencyofresultsandaccomplish-ments,Potentialformergersandalliances,Increasingflexibilityandresponsiveness,Possibilityforaddi-tionalthirdpartybusiness,New,structure,Restructuring,-13-,Thenewstructureentailedsignificantlylesscomplexity,makingthecompanyeasiertomanageeffectively,Tech-nical,CargoAG,Sys-temsGmbH,LufthansaAGOldStructure,LufthansaAGNewstructure,outsourced,Source:Lufthansa,1996,40.300,16billionDM,23.750,13.410,10.400,4.450,1.000,2.320,3385,420,Restructuring,-14-,Theprojectwascarriedoutthroughintensivecommunicationwithmanage-ment,employeesandtheunions,ExecutiveboardLeadershipcommitteeBusinessunitmanagementfrequentface-to-face-meetings,TVDAG,WorkscouncilsManyface-to-facemeetings,Restructuring,-15-,LHcasestudy:PhaseIIIachievedwide-rangingprocessredesignandinnovation,Restructuring,-16-,TheaimofphaseIIIwastoimprovecompetitivedifferentiationandturnover/market-shareaswellastoachievefurthersubstantialcostreductions,Phase1,Clearcostcutting,Phase2,Improvedcustomerorientationthroughoutsourcing,Phase3,Customerfocusnotonlyonbusinessunitlevel,butalsoonprocess-levelincreasedturnover/throughprocessbasedimprovementofreaction-timesandinnovativestrength,Cost-reduc-tions,Competitivedifferentiation/marketimpact,Restructuring,-17-,RolandBerger&Partnerwasheavilyinvolvedindesigningandimplementa-tingPhaseIIIatLufthansa,PhaseIIIObjectives,PhaseIIScope,ConsultantInput,Intensificationandanchoringofthenewmarketorientationbycarryingthestructuralinnovationsovertotheprocesslevel,Reengineeringofmultiplepro-cesses:NetworkManagement/MarketingProcesses:SchedulingPricingYieldManagementOperationsProcesses:Production/OperationsPlanningGroundServicesFlightOperatorsServiceProcessesServicedevelopmentServicedeliveryLinemaintenanceNetworkmanagementCargo:hubbingconceptscorporateplanning&controlling,Intensivetrainingof20clientreengineering-teamsWorkshopsandmethodologicalsupportforrunningreenginee-ringprojectsaswellasprojectmanagementConductingofworldwidebench-markingexercisesintheaviationindustryPhaseIIIisstillrunningatthistime.ProjectedsavingsofUS$300-500millionp.a.afterprojectcompletion,Restructuring,-18-,TheLufthansaRedesignProjectshavealreadydeliveredsignificantresults,andthesavingspotentialwillcontinuetoriseincomingyears,withapproxi-mately75%comingfromrevenueincreases,*measuredonlyuntilmiddleof1996,Source:Lufthansa,After1999,savings/revenueincreasesexpectedtototal$300-500millionp.a.,Restructuring,-19-,AnalysisofthekeyprocessesatLufthansaidentifiedhighrevenue-improve-mentandcost-reductionpotentialsthroughgreatermarketorientation,Process,Improvementmethod,Potential,Planningandsteering(marketing)YieldmanagementPricingCentralresourceplanningandcontrolling11otherprocesseswithhighim-provementpotentialwerealsoidentified,ReductionofplanningexpensebymoreeffectivesteeringImprovedprognosesandgreatermarkettransparencyFasterreaction-timeinprice-set-tingCoordinationofresourceplanningaccordingtolong-termcost-reduc-tion,HighrevenuepotentialthroughcentralizednetworksteeringHighrevenuepotentialthroughmoreprecisesteeringHighrevenuepotentialthroughbetterreactiontomarketdevelop-mentCost-savingspotentialthroughbettercoordination,Restructuring,-20-,ProcessinnovationatLufthansaoccurredinfivesub-phases,Status-quoprocessanalysis,Designofnewprocess,Implementation,Identificationofrelevantprocesses,1,2,3,4,5,Identificationofcoreprocesses(process-clientandprocess-productTwoselectioncriteria:Isthereaneedforimprovement?Wouldimprove-mentsbringsignifi-cantcompetitivead-vantages?,Process-mappingAnalysisofprocessdeficitsandcausesBest-practicebench-marking,Brain-stormingofnewprocessformsdetaileddevelopment:Objecti