保洁公司案例

StrategicManagementGroupProjectPresentationAnalysisofFMCGIndustryand11012135091101213548110121314311012135531101213521Group4HONGDaZHANGYue

YANSihuaZHOUShiquanLIUShuiyinContentsABriefHistoricalOverviewoftheIndustryIndustryAnalysisIntra-industryAnalysisThefutureoftheIndustryIndustryAnalysis1FirmAnalysis2ABriefHistoricalOverviewoftheFirmAnalysisofCompetitiveStrategyandPositionTheFutureoftheCompany&RecommendationsContentsABriefHistoricalOverviewoftheIndustryIndustryAnalysisIntra-industryAnalysisThefutureoftheIndustryIndustryAnalysis1FirmAnalysis2ABriefHistoricalOverviewoftheFirmAnalysisofCompetitiveStrategyandPositionTheFutureoftheCompany&RecommendationsABriefHistoricalOverviewoftheIndustryFast-movingconsumergoods

(FMCG)areretailgoodsthataregenerallyreplacedorfullyusedupoverashortperiod.Theyaresoldquicklyandatrelativelylowcost,e.g.softdrinks,

toiletries,andgroceryitems.Durablegoodsaregoods

thatdonotquicklywearoutoryield

utility

overtimeratherthanbeingcompletely

consumed

inoneuse,e.g.cars,

consumerelectronics,

furniture,sportsequipmentandetc.Sub-sectorsofFMCGIndustry:PersonalCare

Facecream,shampoo,

etc.

HouseholdCareLiquiddetergent,etc

FoodandBeverage

Milk,cookies,etc

AlcoholandTobacco

ABriefHistoricalOverviewoftheIndustryMaincharacteristicsofFMCGs:Fromtheconsumers'perspective:FrequentpurchaseLowinvolvementLowpriceFromthemarketers'angle:HighvolumesLow

marginsExtensive

distributionnetworksHigh

stockturnoverHistoricalDevelopmentofFMCGinChinaToday,FMCGindustryhasdevelopedintotheworld'slargestindustry.Foodindustry,asub-sectorsofFMCG,hadbecometheworld'slargestindustryeversince1998.China‘sretailindustrymaintainedsteadyandrapidgrowth.ThetotalannualretailsalesofChinawasonly3billionyuanin1990,becameover40billionyuanin2001andover180billionyuanin2011,anditishavinganaverageannualgrowthofnearly18%inthelast5years.TotalAmountandYearonYearGrowthRateofAnnualRetailSalesofSocialconsumergoodsinChinaDatasource:NationalBureauofStatisticsIndustryAnalysis-PESTPOLITICALECONOMICALSOCIO-CULTURALTECHNOLOGICALThepersonalincometaxamendmentwasimplementedinSeptember2011,aimingtoreducethetaxburdenonlow-incomepeople.Whendeliveringthegovernment’sworkreportof2012,PremierWenJiabaoemphasizedtheimportanceofimprovingpeople’sincome.TheseconsumptionpromotingpolicieswillnotonlyincreasetheconsumptionpowerofChinesepeople,improvesocialdemandofconsumergoods,butalsowillincreasetheunitpriceofFMCG,thusresultinginincreaseofbothvolumeandpriceofFMCGindustry.IndustryAnalysis-PESTPOLITICALTECHNOLOGYECONOMICALSOCIO-CULTURALTECHNOLOGICALDuetothelongruneffectoflastfinancialcrisisandtheimpactofcurrentEuropeancrisis,theglobaleconomicisactuallyinadownturnsituation.Besides,thecostofrawmaterials,labor,andtransportationisalsoincreasinginrecentyearsinemergingmarketcountries,includingChina.China'smacroeconomicgrowthisalsoslowingdownthisyear.Duetotheinfluenceofweakexternaldemandandthehighcompetitioninretailingchannel,thesalesgrowthrateofFMCGmarketasawholewillbesignificantlyreduced.IndustryAnalysis-PESTPOLITICALECONOMICALSOCIO-CULTURALTECHNOLOGICALThehugepopulationhasbroughtheavypressure

toChina,butithasalsobroughtgiganticconsumergroupsandhugeroomofdevelopmentforthegrowthofFMCGindustryinChina.Inaddition,theconsumergroupsandlifestyleofconsumershavealsoundergonegreatchanges,mainlyasfollows:First,youngpeople,whohaverelativelyhighincome,economicautonomyandpursuitoflifequality,willbecomethemajorconsumergroup;Second,theincreasedelderpeoplewillpromotethedevelopmentofcommunitiesconveniencestores,whichwillgraduallybecomethefirstchoicefortheseconsumers;Third,withtheacceleratedrhythmofsociallife,houseworkwillhavemorefeaturesofcommercializationandsocialization.IndustryAnalysis-PESTPOLITICALTECHNOLOGYE-commercechannelsaregrowingprettyfast.Moreandmorepurchasingarerealizedthroughonlineshoppingchannels,andthesizeofthesechannelsisgrowingataspeedofnearly50%ayear.ManyFMCGcompaniesareincreasingtheuseofdigital,whichwillenablecompaniestomanagethebusinessinrealtimeandonademand-drivenbasis,interactwithconsumers,andtoreducecostandpromoteefficiency.Ofcourse,theuseoftechnologyinFMCGindustrywillfacilitatethecompetitionanddriveoutsmallcompaniesinaevenfastspeed.ECONOMICALSOCIO-CULTURALTECHNOLOGICALIndustryAnalysis––FiveForcesNewEntrantsLOWLargecompanieshavehugecompetitiveadvantageovernewentrants,suchasestablishedeconomiesofscale,accesstodistribution,relationships,andlegalbarriersinthefavorofexistingfirmsintheindustry,whichallmakenewentrantshardtosucceed.RivalryHIGHWithhighindustryconcentration,relativelylowswitchingcosts,largeeconomiesofscalebenefits,andpossiblehighexitcosts,rivalryamongexistingfirmsinFMCGindustrytendstobehigh.SubstitutesMODERATESubstituteproductsinthepersonalproductsindustryarereadilyavailablebymuchsmalleranddifferentfirms,butduetobrandrecognitionanddevelopedrelationships,itisnotlikelythatabuyerwillswitchproducts.IndustryAnalysis––FiveForcesBuyerPowerSupplierPowerLOWAsmanyFMCGfirms,suchasP&G,setSupplierDiversityasafundamentalbusinessstrategy,thustheyhavesomepoweroversuppliers.Ifoneofthesuppliersistryingtoraiseprices,theycanjustgotoanother,sincetherearesufficientsuppliersandnoneofthemholdscarceresources.MODERATENomatterwetreatretailersorordinaryconsumersasbuyers,theycanjustvotewiththeirfeetifonecompany’’sproductdoesn’’tsatisfytheirneed.Butasamatteroffact,thenumerousbrandsweseeinmarketareactuallycontrolledbyveryfewcompanies,thussuchbargainingpowercannotbesaidtobestrong.Intra-IndustryAnalysis-ConcentrationSource:Intra-IndustryAnalysis-CompanyClassificationModelPackagingRawmaterialsManufacturingPlaceCustomersStrongbrandsWeakbrandsSource:GalaxySecuritiesPullbyBrandPushbyPlaceStep1:ProfitintheValueChainStep2:KSF(Keysuccessfulfactors)Intra-IndustryAnalysis-CompanyClassificationModelStep3:CompetitiveDimensionsPullbybrandMaotaiQingdaoBeerWuliangyeShaoxingWineHengshunVinegarZhangyuHuzhouLaojiaoYiliGuangmingYanjingBeerShuanghuiSource:GalaxySecuritiesPushbyplaceLong-termPullbybrandMaotaiQingdaoBeerWuliangyeShaoxingWineHengshunVinegarZhangyuHuzhouLaojiaoYiliGuangmingYanjingBeerShuanghuiSource:GalaxySecuritiesPushbyplaceIntra-IndustryAnalysis-CompetitiveDynamicsPullbybrandMaotaiQingdaoBeerWuliangyeShaoxingWineHengshunVinegarZhangyuHuzhouLaojiaoYiliGuangmingYanjingBeerShuanghuiSource:GalaxySecuritiesPushbyplaceTheFutureStrategiesoftheFMCGIndustryProductinnovationinnovativethinkingandsmartworking———customerbaseMultichannelB2C,merchantwebsitesandgroupbuying———onlinepresenceImprovementofsupplychaincostreductioninsupplychain———efficiencyContentsABriefHistoricalOverviewoftheIndustryIndustryAnalysisIntra-industryAnalysisThefutureoftheIndustryIndustryAnalysis1FirmAnalysis2ABriefHistoricalOverviewoftheFirmAnalysisofCompetitiveStrategyandPositionTheFutureoftheCompany&RecommendationsABriefHistoricalOverviewoftheFirmWilliamProcterandJamesGambleEstablishmentPorkopolis183718372000ABriefHistoricalOverviewoftheFirmPioneeringWork1887GivesemployeesanownershipstakeintheCompany.18372000ABriefHistoricalOverviewoftheFirmPioneeringWork1882Firsteffortatmass-marketingthroughcontinuousconsumeradvertising"soapoperas"18372000ABriefHistoricalOverviewoftheFirmPioneeringWork1924Firsttoconductdeliberate,data-basedmarketresearchwithconsumers.18372000ABriefHistoricalOverviewoftheFirmPioneeringWork1941formallyrespondtoconsumercorrespondencebyestablishingtheConsumerRelationsdepartment.18372000ABriefHistoricalOverviewoftheFirmPioneeringWork1955CollaborationwithuniversityinR&DCrestasthefirsttoothpastetocontainfluoride18372000ABriefHistoricalOverviewoftheFirmPioneeringWork1961Pampersthefirstaffordable,successfuldisposablediaper18372000ABriefHistoricalOverviewoftheFirmAchievement1984100BestCompaniestoWorkForbytheGreatPlacestoWorkInstitute.18372000ABriefHistoricalOverviewoftheFirmPioneeringWork1996theU.S.Government’sNationalMedalofTechnologyAchievement18372000ABriefHistoricalOverviewoftheFirm18372000$1millions80employeeCincinnatiSoapandcandles$4billions110,000employee80+countries26billionrevenuebrandsAnalysisofCompetitiveStrategyandPositionBusinessStrategyCorporatestrategyInnovationDifferentiationStrategyMarketing(4PsAnalysis)Product(STPAnalysis)PricePlacePromotionM&ABusinessStrategy-Innovationcustomer-centricInnovationOrganizationStructureFinancingR&D12Partner3Keyfordevelopinginnovation1.Innovationfund-VentureCapital2.Clear-cutdivisionoflabor3.PursuitofallpossibilityofcooperationBusinessStrategy-InnovationInnovation–R&D:divisionoflaborFinancing-Department

FocusDescriptionFuturefactoryRadicalinnovationThedepartmentisconsistedofseveralR&Dteams,whichtrytoimprovethetechnologythoroughlytocreatethenewdemand.NewbusinessdepartmentinsidebusinessunitSustaining&incrementalinnovationThedepartmentsinsideonecertainbusinessunit,suchasRejoice,aimtoimprovethecurrenttechnologyofthiskindofproduct.ExternalbusinessdepartmentInnovationbycooperationThedepartmentsaimtofindtheopportunityoutsidethebusinessunitandthecompanytoinnovate.InnovationhotspotsCustomerexperienceofpurchaseanduseThedepartmentsdoresearchonthebehaviorandtheexperienceofcustomerwhentheybuyandusetheproducts.BusinessStrategy-InnovationInnovation–R&D:divisionoflaborFinancing-SuccessfulexamplesforExternalbusinessdepartmentOLAYRegenerist(玉兰油新新生唤肤肤系列)BuytheAnti-agingingredientsfromasmallcompanySedermatoimprovethefunction,afterthattheycooperatetodoresearchforanti-agingingredientsBusinessStrategy-InnovationInnovation–Partner:PursuitofallpossibilityofcooperationFinancing-PartnersExamples

Retailers

CooperationwithWal-Mart,Carrefour

andsoonTheyfocusonthesupplyprocessandtheinventorymanagement.SuppliersCooperationwithBASFCorporationandsoonTheyfocusonthepolymerdevelopment,andlotsoftheinnovationhasbeenappliedinthewashingpowderTide.Competitors

Setupajointventurecompany

withCloroxThenewcompanyfocusonthenewbusinessforP&G,toresearchonthepackingmaterial.OthersTodevelopthemanagementsystemASKMEfunctionintheinternalnetworksforaskingandansweringtheproblemsfortheworkBusinessStrategy-Marketing4PsAnalysis:ProductSTPAnalysis:Segmenting,TargetingandPositioningP&G:AccuratebrandpositioningandmarketsegmentationP&Ghascoveredalmosttheentireshampoomarket.Andeachsub-brandpositioningisveryaccurateandclear.Pursuedifferencebtwbrandsofsimilarproducts,includingfeaturesandpackaging,publicity.Setbrandmanagertodoindependentaccountingandmanagement.RejoiceSmoothandmildPanteneNourishandrepairhairVSSassoonProfessionalhaircareHead&ShouldersAnti-dandruffBusinessStrategy-Marketing4PsAnalysis:PriceP&GPricingStrategy1.Mixtureuseofbothpricingisthepricingtechniqueofsettingarelativelylowinitialentryprice,oftenlowerthantheeventualmarketprice,toattractnewcustomers.isaproductpricingstrategybywhichafirmchargesthehighestinitialpricethatcustomerswillpay.Asthedemandofthefirstcustomersissatisfied,thefirmlowersthepricetoattractanother,moreprice-sensitivesegment.2.SwitchflexiblythroughpromotionPriceskimming(撇脂定价价)Penetrationpricing(渗透定价价)Penetrationforlow-endproducts&Skimmingforhigh-endproductseg1)VSSassoon>Head&Shoulders>Pantene>Rejoiceeg2)Olay:Showergel10~20RMBSkincareproduct100~200RMBBusinessStrategy-Marketing4PsAnalysis:PlaceHowtoplace?Cooperatewithretailersinshelfdisplay,promotionandotheraspects.Setup"shopinshop“.Displayalldifferentproductsofonebrandfromseparatedisplaytothepresentexhibitionbybrand.Thesalesstafffullyunderstandtheinformationonallaspectsofthebrandandcustomers’’problems.Successfulexample:P&G-Wal-MartModelEstablishmentofelectronicdatainterchangesystem,thenumberofreal-timesalesofWal-Mart,thedemandquantity,thereplenishmentquantity,time,customers'views.ShortentheorderprocessingcycleandspeedupsettlementafterWal-Martsoldproductstofinalconsumers.WorkwithBigStoreRetailersBusinessStrategy-Marketing4PsAnalysis:PromotionLargeAdvertisingInvestmenteachyearEveryproductcommitstoaneedofcustomers.MarketsegmentforeachproductUsedifferentadvertisingmessagetoconveydifferentproductcharactersandvaluestocustomersSustainedadvertisingtogenerateimpactoncustomers.Advertisingexpensesontelevision,internetandmagazinesHoldorsponsormanyactivitiestoincreasebrandawarenessSuccessfulexample:ProudSponsorofMoms.avi/v_show/id_XMzgzMTQ2OTQ4.htmlCorporatestrategy-M&ASource:Prof.SaiLan,StrategicManagementDiversificationthroughHorizontalAcquisitionAcquisitionHistory:Gillete(2005),Wella(2003),Clairol伊卡璐璐(2001),Lams(1999),Tampax丹碧丝丝(1997),MaxFactor1991)………andothernumerousunknownbrands.TheFutureoftheCompany&RecommendationsSTRENGTHSWEAKNESSESOPPORTUNITIESTHREATSContinuousInnovationBrandmanagementSensitivemarketingGoodpublicrelationshipandpublicimageHighercostLongproductlineP&GbrandnowbandedwithitssubbrandsFastgrowing2nd-tiercitiesmarketStrongEconomyinChinaCompetitionnotfierceMorevolatileanddiversifiedcustomerdemandMorecriticalonqualityandsafetySelf-mediaandsocialnetworkNegativeInternalfactorsExternalfactorsPositiveTheFutureoftheCompany&RecommendationsSWOTStrengthsInnovationBrandmanagementSensitiveMarketingGoodPublicimageOPPORTUNITIESFastgrowing2nd-tiercitiesmarketStrongEconomyinChinaCompetitionnotfierceTHREATSMorevolatileanddiversifiedcustomerdemandMorecriticalonqualityandsafetySelf-mediaandsocialnetworkTheFutureoftheCompany&RecommendationsSWOTStrengthsInnovationBrandmanagementSensitiveMarketingGoodPublicimageOPPORTUNITIESLowandmiddle-endproductGov.ProjectInvestmentinCNTHREATSEnhanceBrandCharacteristicsTransparentNewPublicRelationshipManagementTheFutureoftheCompany&RecommendationsSWOTWeaknessesHighercostLongproductlineP&GbrandnowbandedwithitssubbrandsOPPORTUNITIESFastgrowing2nd-tiercitiesmarketStrongEconomyinChinaCompetitionnotfierceTHREATSMorevolatileanddiversifiedcustomerdemandMorecriticalonqualityandsafetySelf-mediaandsocialnetworkTheFutureoftheCompany&RecommendationsSWOTWeaknessesHighercostLongproductlineP&GbrandnowbandedwithitssubbrandsOPPORTUNITIESDonothingTHREATSLowerInnovationCostQualityControlSelf-mediaandsocialnetworkNewPublicRelationshipManagementTHANKS!9、静静夜夜四四无无邻邻，，荒荒居居旧旧业业贫贫。。。。1月月-231月月-23Saturday,January7,202310、雨中中黄叶叶树，，灯下下白头头人。。。23:40:4323:40:4323:401/7/202311:40:43PM11、以我独独沈久，，愧君相相见频。。。1月-2323:40:4323:40Jan-2307-Jan-2312、故人江海海别，几度度隔山川。。。23:40:4323:40:4323:40Saturday,January7,202313、乍见翻疑梦梦，相悲各问问年。。1月-231月-2323:40:4323:40:43January7,202314、他乡生白白发，旧国国见青山。。。07一月月202311:40:43下下午23:40:431月-2315、比不了得就就不比，得不不到的就不要要。。。一月2311:40下下午1月-2323:40January7,202316、行动出成成果，工作作出财富。。。2023/1/723:40:4323:40:4307January202317、做做前前，，能能够够环环视视四四周周；；做做时时，，你你只只能能或或者者最最好好沿沿着着以以脚脚为为起起点点的的射射线线向向前前。。。。11:40:43下下午午11:40下下午午