营销组合策略-德国某航空公司成功创新案例分析

营销组合策略--德国某航空公司成功创新案例分析.pptLHcasestudy:Thestartingpoint-2-RestructuringThecriticaleconomicsituationofLufthansain1991and1992demandedradi-calandlastingmeasurestoguaranteethecompany’sfuturecompetitivenessSince1990theoperationprofitshadbeennegativeandhadcontinuedtoworsenTheintensityofcompetitionandextremecostpressurewereincreasingintheaviationindustryTheLufthansaboardthereforedecidedonaradical,three-stageprogramtoguaranteefuturecompetitiveness:down-sizingrestructuringrebuildingCasestudy3RestructuringThethree-stagecompetitivenessprogramaddressedcriticalshort-termprob-lemsfirstbeforetacklingdeeperrestructuringCasestudyThree-stageprogramcapacityreductionsworkforceshrinkagecost-cuttingDown-sizingstructuralinnovationprocessinnovationRestructuringstrategicinnovationmarketinginnovationRebuilding4RestructuringThedown-sizingandrestructuringstagesunfoldedinthreephasesCasestudyPhaseIII:ProcessoptimizationFocus:Continuingservice-andefficiency-improvementsMeans:Clearorientationtowardscriticalsuccess-factors,creationofemployeecommitmentthroughfurtherdecentralizationandbusinessreengineeringPhaseII:NewstructureFocus:Increasedmarketorientationthroughouttheentirevaluechain,CulturalChangeMeans:Newstructurewithfocusonentrepreneurshipandinternalcustomersupplier-relationsFocus:Shorttermcost-cuttingtoensuresurvivalMeans:anevenlyspreadcostreductionprograminalldepartmentsPhaseI:Turn-arounddown-sizingrestructuring5RestructuringLHcasestudy:Aradicalturn-aroundwasthefirstpriority-6-RestructuringTurn-aroundphaseIwasmarkedbyshort-termcost-cuttingandaretreatfromunprofitablemarketsCasestudy-20%Numberofstaff-10%Numberofplanesinoperation-14%NumberofroutesTurn-aroundPhaseIConsultantInputEvaluationofroutenetworkCoachingoftop-managementforpersonnelreductionIdentificationofothershorttermcost-cuttingopportunities Costreductionof400Mio.US$ achievedin19937RestructuringTheresultsoftheturn-aroundphase:costsfellandproductivityroseCasestudy31%-15%EmployeeProductivity1992-1994(TKO/employee)Unitcosts1992-1994(DM/TKO)However,furthercostre-ductionswerenecessarytoguaranteefuturesurvival8RestructuringLHcasestudy:Designinganewcorporatestructurewasthenextstep-9-RestructuringThemostimportantgoalsintherestructuringphasewere:Buildunitswhicharesmaller,bettermanageableandclosertothemarketSegmenttheorganizationintobusinessunitswhichreflectmarketneedsandcanbebenchmarkedAchievebalanceresponsibilitiesamongthebusinessunitsBuildclearcustomer-supplierrelationshipswithinthecompany,theperformanceofwhichcanbebenchmarkedAchieveacompetitivecoststructureForceconstantinternalandexternalbenchmarkingCasestudy10RestructuringPhaseIIwasmarkedbyamarket-orientedrestructuringoftheentiregroupCasestudyTurn-aroundPhaseII:Market-andprocess-orientedrestructuringConsultantInputCreatingandevaluationorganizational

alternativesImplementationofcustomer

supplierrelationsbetweenbusinessareasRestructuringandredimensioningofthenewbusinessareasIdentificationofadditionalsavingspotentials Costreductionof250Mio.US$AirlineXOutsourcedfunctionsTechnicalCargoITNMar-ketingSalesOpera-tionsplan-ningFlightOpera-tionsGroundSer-vicesCent-ralFunc-tionsAirlineXTech-nicalMar-ketingSalesFinan-cePerson-nelStra-tegy/Con-trollingFlightOpera-tions=outsourcedoroutsourcingplanned“Old”Structure“New”Structure11RestructuringThenewstructurewasselectedaccordingtosixcriteria

CasestudyProcess-andclient-orientationDelegationofcompetenceandresponsibilityIncreasedtrans-parencyofresultsandaccomplish-mentsPotentialformergersandalliancesIncreasingflexibilityandresponsivenessPossibilityforaddi-tionalthirdpartybusinessNewstructure12RestructuringThenewstructureentailedsignificantlylesscomplexity,makingthecompanyeasiertomanageeffectivelyCasestudyTech-nicalCargoAGSys-temsGmbHLufthansaAGOldStructureCentralfunc-tionsMarke-tingTech-nicalCargoGroundSer-vicesFlightOpera-tionsSys-temsLufthansaAGNewstructureCentralfunc-tionsOperationsMarketingoutsourcedEmployeesRevenuesSource:Lufthansa,1996~40.300~16billionDM23.750~13.41010.4004.4501.000~2.320~3385~42013RestructuringTheprojectwascarriedoutthroughintensivecommunicationwithmanage-ment,employeesandtheunionsCasestudyManagementEmployeesUnionsExecutiveboardLeadershipcommitteeBusinessunitmanagementfrequentface-to-face-meetingsÖTVDAGWorkscouncilsManyface-to-facemeetings14RestructuringLHcasestudy:PhaseIIIachievedwide-rangingprocessredesignandinnovation-15-RestructuringTheaimofphaseIIIwastoimprovecompetitivedifferentiationandturnover/market-shareaswellastoachievefurthersubstantialcostreductionsCaseStudyPhase1ClearcostcuttingPhase2Improvedcustomerorientation

throughoutsourcingPhase3Customerfocusnotonlyonbusinessunitlevel,butalsoonprocess-levelincreasedturnover/throughprocessbasedimprovementofreaction-timesandinnovativestrengthCost-reduc-tionsCompetitivedifferentiation/marketimpact16RestructuringRolandBerger&Partnerwasheavilyinvolvedindesigningandimplementa-tingPhaseIIIatLufthansaCasestudyPhaseIIIObjectivesPhaseIIScopeConsultantInputIntensificationandanchoringofthenewmarketorientationbycarryingthestructuralinnovationsovertotheprocesslevelReengineeringofmultiplepro-cesses:NetworkManagement/MarketingProcesses:SchedulingPricingYieldManagementOperationsProcesses:Production/OperationsPlanningGroundServicesFlightOperatorsServiceProcessesServicedevelopmentServicedeliveryLinemaintenanceNetworkmanagementCargo:hubbingconceptscorporateplanning&controllingIntensivetrainingof20clientreengineering-teamsWorkshopsandmethodologicalsupportforrunningreenginee-ringprojectsaswellasprojectmanagementConductingofworldwidebench-markingexercisesintheaviationindustryPhaseIIIisstillrunningatthistime.ProjectedsavingsofUS$300-500millionp.a.afterprojectcompletion17RestructuringTheLufthansaRedesignProjectshavealreadydeliveredsignificantresults,andthesavingspotentialwillcontinuetoriseincomingyears,withapproxi-mately75%comingfromrevenueincreasesCasestudy*measuredonlyuntilmiddleof1996Source:LufthansaAfter1999,savings/revenueincreasesexpectedtototal$300-500millionp.a.Savings(Mio.DM)71,5215,0236,0197,025%75%25%75%25%75%25,0costreduction46,5reve-nueim-provment18RestructuringAnalysisofthekeyprocessesatLufthansaiden