某公司进入中国市场策略项目建议书英文(ppt 36页).PPT

Nirmainterim-rpt,AchievingleadershipinChinadetergentmarketProjectproposalHenkel(China)InvestmentCo.Ltd.,RolandBerger&PartnersInternationalManagementConsultantsBarcelonaBeijingBerlinBrusselsBucharestBudapestBuenosAiresDelhiDetroitDsseldorfFrankfurtHamburgKievKualaLumpurLisbonLondonMadridMilanMoscowMunichNewYorkParisPragueRigaRomeSoPauloShanghaiStuttgartTokyoViennaZurich,Nirmainterim-rpt,ContentsPage,A.Fiercecompetitionfrominternationalanddomesticplayershasimposed3greatchallengeonHenkelB.Toachieveturnaround,Henkelshouldadoptanaggressiveexpansionstrategy10C.RolandBergerwillhelpdeveloptheappropriatestrategy:projectoutline12D.Projectorganizationandtimeframe22E.Valueoftheproject12F.RolandBergerisabestpartnerofHenkeltoexploitChinadetergentmarket:12selectedreferenceAnnexA:Casestudy-Qiqiang32AnnexB:Casestudy-P&G42,A.FiercecompetitionfrominternationalanddomesticplayershasimposedgreatchallengeonHenkel,Nirmainterim-rpt,Afterfastincreaseinearlier1990th,annualgrowthofChinadetergentmarkethassloweddownintheseyears,NationalmarketvolumeoflaundrydetergentinMio.tons,1993,1994,1995,1996,1997,2000*,*Estimation,Source:ChineselightIndustryYearbook(1999),RolandBerger&Partnersanalysis,1.9,2.2,2.8,2.6,2.7,2.93.0,+8.2%p.a.,23%p.a.,Nirmainterim-rpt,Overcapacityindetergentindudstryleadstopricereductionandthusreducestheproductprofitability,Atpresent,thereareabout150manufacturesindetergentindustrywithcapacityof3.8milliontons,buttotalmarketvolumeisabout2.7milliontons,sotheutilizationrateofcapacityisabout70%Marektentryofdetergentindustryisprettylowandthereliesalotofunregisteredfactories,Iftakingtheircapacityintoaccount,theutilizaitionratewillbefurthurreducedtoabout50%-60%,11%,1998年,1999年,3%,Tide,OMO,18.0,16.5,18.8,Whitecat(regularpowder),1998年,1999年,Averagepricereductionofthewholeindustryis10%,Nirmainterim-rpt,Afterhavingestablishedprominentpositioninhighendmarket,P&GandUnileverbegintopenetratemiddleandlowendmarket,Marketstructureofhighend(Price：10RMB/Kg),Marketstuctureofmiddleend(Price：710RMB/Kg),Marketstructureoflowend(Price：10RMB/kg),Middle-end(710RMB/kg),Low-end(7RMB/kg),Resource:ACNielsonretailingaudit1999-2000,Nirmainterim-rpt,EastChinaisinintensecompetitionandmajorplayersareallnationalbrands,115.7,Jiangsu,307.5,70.3,224.1,Henan,Zhejiang,Shanghai,Anhui,60.4,JiangsuandHenanhavethelargestmarketvolumeineastChinaJiamei,Whitecat,GiGEandFangcaoaretraditionalbrandswithstrongregionalmarketbasesdistributionnetworkiscomparativelymaturewithsomelargedistributorsindominanceQiqianghassuccessfullypenetrateeastChinaandestablishedleadershipwithstrongsalescampaignLibaiisplaningtopenetrateeastChinaDiaopaiisalsomakingeffortstoenlargeitsmarketsharebyofferinghighmarginincentivetodistributors,Total:778,000tons,Nirmainterim-rpt,InSouth,werecommendHunanandHubeiaretargetmarketformarketentrybecauseLibaialmostcontrolthewholelow-endmarketinGuangdong,170,Hunan,190,118,179,Hubei,Jiangxi,Guangdong,Fujian,84,Libaialmostcontrolthewholelow-endmarketinGuangdongResunasaregionalbrandholdshalfofHunanslow-endmarketOneflowerandQuanlihas30%and20%oflow-endsegmentrespectivelyinHubei,HunanandHubeiarethetargetmarketduetotheirlargemarketsizeandweakcompetitors,Total:745,000tons,Nirmainterim-rpt,WestregioncanonlybeNirmaspotentialmarketinthesecondstagebecauseofitslimitedmarketsizeandstrongcompetitor,77,Sichuan,154,69,102,Guangxi,Yunnan,Shanxi,Guizhou,69,Qiqiangtakes44%oflow-endmarketwiththreemanufacturingsites(Sichuan,GuizhouandSanxi)P&Gtakeoveronemajorlocalbrand(Nanfeng)inchongdutoexpandlow-endmarketWhitecathassetupamanufacturingsitewith80,000toncapacityinChongqingLowpopulationdensityandpercapitaconsumption,WestregioncanonlybeNirmaspotentialmarketinthesecondstage,Total:537,000tons,Chongqin,65,Nirmainterim-rpt,RegionalandlocalbrandsplaythemajorrolesintheNorthernmarket,North2,28%,22%,3%,North1,30%,37%,Tiantian,Others,2%,14%,30%,Qiqiang,Yunquan,Mulan,Jiali,Qiqiang,Deer,Jiali,Jianlong,Seagull,Others,Source:byHenkel(Tiantian)andUnilever(Yunquan),ExceptQiqiangfourlocalbrandsarethemajorplayersinNorth1andNorth2,North1:Liaoning,Jiling,Heilongjiang,458,210,North2:Shandong,Hebei,Shanxi,BeijingTianjing,14%,16%,Nirmainterim-rpt,ShandongandHebeiaresuggestedasstrategicfocusinearlyentryperiod,68,Shandong,181,41.5,132,Hebei,Shanxi,Tianjing,Beijing,35.6,InShandong,DeerandJialiholds30%and25%ofthelow-endmarketrespectively.ButweakfinancialsrengthandlesssophisticatedmarketingskillunderminetheircompetitivenessInHebeithedetergentmarketishighlyfragmentedwithQiqiangwinninglessthan20%marketshare,therestareinsignificant,InShandongandHebeiastronganddominantbrandisnon-existentyet,Total:458,000tons,Nirmainterim-rpt,Profileofmajorproductform,Spraydry,Drymix,Agglomera-tion,TideWhitecatQiqiang,ArielWhitcat,OMOGaochao(whitecat),90%,8%,2%,7.9,11.4,18.0,HollowLowdensityFoamingHighwatersolubility,SolidHighdensityNon-foamingExcellentstainremovingefficacy,HighfluidityExcellentstainremovingefficacy,Wellacceptedinrural,Highpriceunderminesaffordabilityandconsumeracceptable,Newproduct,Spray-drytechnologydominatethelaundrypowderindustrysector,Source:RolandBerger&Partnerinterviews,Nirmainterim-rpt,Ruralconsumerpreference,Priceandmoneyvaluearetwomostimportantfactorsinfluencingruralconsumerspurchasingdecision,FoamingFragrantWatersolubilityBigpackagesize(400g,750g),Primarilythroughgroceryinvillage/townMarket/fairespeciallyweeklymarket,EffectivetooltoinducetrialduringintroductionperiodUsingdailynecessitiesasprizeiswellaccepted,Popularacceptablepriceinruralmarket:6.0RMB/kg,Source:RolandBerger&Partnersinterview,Nirmainterim-rpt,Qiqiangslowpricestrategyprovestobesuccessfulinthelow-endsegment,Relativepricecomparisoninlowendsegment(7RMB/KG)Totallowendsegment=100%,0,1,2,3,4,5,6,7,5.2,5.4,6.0,6.2,6.3,6.4,Tiantian,Resun,Yueyuehong,Fangcao,Seagull,Qiqiang,Quanli,Mianghua,Price(RMB/kg),Volumeshare,3%,3%,30%,6%,5%,3%,3%,3%,Nirmainterim-rpt,Priceisthefirstdecisionfactorforruralconsumertobuydetergentpower,PriceStainremovingEfficacyFoamingFragranceWatersolubilityWhiteningEnzymatic,+0-,PriceisthemostimportantfactortoaffectconsumerbehaviorinruralmarketTheconsumeralsopayconsiderableattentiontothestainremovingefficacyofdetergentpowderTheruralconsumeroftenevaluatethestainremovingabilitythroughthefoamingeffectofthedetergentpowderMostoftheruralconsumeralsolikethefraqrancebroughtbydeterrentpowderBecauseingeneralfakeproductcantsolubilizedinwater,thefeaturecanhelpconsumerdistinguishrealproductwithfakeproductTheruralconsumerseldomcareforthewhiteningandenzymaticabilityofdetergentproduct,Example:Decisionfactorsofruralconsumer,ThecustomerbehaviorisfitwithNirmaslowpricestrategy,Source:RolandBerger&Partnersinterview,Nirmainterim-rpt,Inordertoreducethetransportationcost,Qiqiangsetupsevenmainfacturingsitenationalwide,Source:RolandBerger&Partnersinterview,East,South,West,North,Guizhou,Benxi,Sichuan,Neimeng,Shanxi,Anhui,Xian,Nomanufac-turesite,Example:Qiqiangsmanufacturingsitevs.Marketperformance,Qiqiangsheadquarter,Nirmainterim-rpt,FocusononeregionalmarketandconcentratethemarketingresourcesatthebeginningUsingaccumulatedexperiencetoexpandnewmarket,3Asystematicexpansionstrategyshouldbeapplied,Source:RolandBerger&Partnersinterviewandanalysis,Regionalpenetration,Lowprice,Frontattack,Motivateddealer,Benefitedcustomer,Recommendedretailpriceisabout5.56.0RMB/kgHigherpriceinthebeginningtobuildupbrandimage,AllocatingstrongsalesteamtoanewmarketbyintensivemarketingandpromotionDelegatethebuiltupmarkettoaqualifieddistributortomanage,Developmentaincentivesalespolicytomotivatethedealersalongthedistributionchannel,Adoptingwell-acceptableapproachtopromoteintheruralmarket,Nirmainterim-rpt,BThetargetretailpriceforNirmashouldbelessthan6RMB/kg,6.25,Libai,7.1,5.3,6.5,Whitecat,Qiqiang,Nirma,Source:RolandBerger&Partnerssurveyandanalysis,Resun2),5.56.0,1)LibaisheadquaterisinGuangzhouanditismostlyproducedbyResuninHunan2)LocalbrandinHunanprovince,6.0RMB(0.72USD)/kgisthemostpopularacceptedpriceforruralmarketThesuggestedretailpriceforNirmais5.56.0RMB/kgThewholesellingpriceisabout80%ofretailprice,Theinitialretailpriceshouldbehigherforsettingupbrandimage,Nirmainterim-rpt,BQiqiangfastexpansionstemsfromitsappropriatemarketingstrategyandmanufacturingstrategy,12.6%,Aug.-Sep.97,7.2%,13.2%,8.3%,Dec.-Jan.98,Apr.-May.98,Aug.-Spt.98,Lowcost&lowprice-ThesalarylevelinShanxiisabouthalfofwhitecastinShanghai-raw-materialadvantageitsNa2So4has35%marketshareinChinaRetailprice:6RMB/kg-Drreetapproachlow-levelwholsaler-UsestrongpromotiontopushproductLocalmanufacture&localsales-SevenmanufacturingsitesnationalwidewithheadquaterinshanxiWellfinanced-390millionRMB(47mioUSD)wasfinancedinstockmarketinApril1997,Example:SuccessfactorsforQiqiang,Nirmainterim-rpt,DevelopcustomersandbuildupsalesnetworkDelegateareliabledistributortomanagethenetworkTheteamisassignedtoanothernewmarketBuildupalong-termagentrelationshipwiththedistributor,Example:NewmarketentryapproachinChongqing,Frontattack,Useseveralqualifiedagentstosellproductwithlong-termcreditterm(3months)Sendasalesteamtosupportagenttopromoteaswellasbuildupownknow-howTakeoverthesalesnetworkanddirectlyselltowholesellers,Jointattack,DiaopaiYuxiu,Power28(benckiser)Weibai(Henkel),EstablishownsalesbranchlocallyDirectlysellproducttowholesalersandlargeretailer,Directattack(sell),Tide(P&G)OMO(OMO)Qiqiang,Source:RolandBerger&Partners?interview,CFrontattackstrategyisrecommendedforNirmatopenetratenewmarket,Nirmainterim-rpt,Employdistributoranditsownsalesforce(about2000)toexploremarketinthemeantimeDistributorfocusonexistingchannelsandareasWhitecatsalesforcefocusonunexplorednewmarkets,BeflexibletodifferentmarketsituationLowrelianceondistributors,PossibleconflictbetweendistributorsanditsownsalesforceTherefore,distributorsmayloseinteresttoworkwithWhitecatSlowresponsetochangingmarketwithhieratialmanagement,e.g.theapprovalforapromotionplanwilllast3months,CWhitecatusesdistributoraswellasitsownsalesforcetojointlyexploremarkets,Distributor,Wholesaler,Strategy,CONS,Secondarydistributor,Retailer,Endconsumer,Whitecatregionalsalesoffice,Endconsumers,Retailer,Wholesaler,Distributor,Whitecat,Source:RolandBerger&Partners?interview,PROS,Incapabletoresponsetochangingmarketandconsumers,Nirmainterim-rpt,DispatchhugesalesforcetodirectlyapproachwholesalersandretailersSalesRep.regularlyvisitwholesalersandretailersProvideefficientlogisticssupportandservice,RapidpenetrationintoruralareaBuildfist-handmarketanconsumerknowledgeQuicklearning,Difficulttomanagehugesalesforce(about2000)Delayofmoneycollectionandpoorcredit-termmanagementHighsellingexpensesChannelconflict,CQiqiangsdistributionsystemgreatlyfacilitatesitsmarketexpansiondespiteofunprofessionalmanagement,Regularmarket/Fair*,Endconsumers,Wholesaler,Secondarywholesaler,Retailer,*Qiqiangssalesforcepromoteandsellproductinweeklymarketactivityinruralarea,Strategy,PROS,CONS,Highriskinthematurephase,Qiqiang,Source:RolandBerger&Partners?interview,Nirmainterim-rpt,CAfterpenetratingthenewmarketbyfrontattack,Nirmashouldshiftthedistributiontoaqualifieddistributor,Province,Prefecturemunicipal,Country,Town,Rural,Wholesaler,Secondary*wholesaler,Retailer,Endconsumers,Regionalsalesoffice/team,Regionalsalesoffice,First-tierdistribution,Second-tierdistribution,Wholesaler,Secondarywholesaler,Retailer,Endconsumers,*Onlypartlyexistincoastalmarket,E.g.Shandong,Source:RolandBerger&Partners?interview,LeveragedistributortomultiplesalesandcoverageS