营销组合策略-德国某航空公司成功创新案例分析课件

Turn-aroundofLufthansaGermanAirlinesMumber：杨溯静

王小朦吴夙意胡倩1Restructuringrolandberger罗兰贝格：世界领先的国际咨询公司

罗兰贝格管理咨询公司成立于1967年，目前在全球处于领先地位。罗兰贝格在全球35个国家设有47家分支机构，共有2500多名员工，并在国际各大主要市场成功运作。罗兰贝格管理咨询公司是一家独立咨询机构，由近220名合伙人共同所有。

友情提示：rolandberger这个词在PPT里面有提到，怕同学理解上有困难，以下是对这个的介绍

2RestructuringⅠThestartingpoint3RestructuringThecriticaleconomicsituationofLufthansain1991and1992demandedradi-calandlastingmeasurestoguaranteethecompany’sfuturecompetitivenessSince1990theoperationprofitshadbeennegativeandhadcontinuedtoworsenTheintensityofcompetitionandextremecostpressurewereincreasingintheaviationindustryTheLufthansaboardthereforedecidedonaradical,three-stageprogramtoguaranteefuturecompetitiveness:down-sizingrestructuringrebuildingCasestudy4RestructuringThethree-stagecompetitivenessprogramaddressedcriticalshort-termprob-lemsfirstbeforetacklingdeeperrestructuringCasestudyThree-stageprogramcapacityreductionsworkforceshrinkagecost-cuttingDown-sizingstructuralinnovationprocessinnovationRestructuringstrategicinnovationmarketinginnovationRebuilding5RestructuringThedown-sizingandrestructuringstagesunfoldedinthreephasesCasestudyPhaseIII:ProcessoptimizationFocus:Continuingservice-andefficiency-improvementsMeans:Clearorientationtowardscriticalsuccess-factors,creationofemployeecommitmentthroughfurtherdecentralizationandbusinessreengineeringPhaseII:NewstructureFocus:Increasedmarketorientationthroughouttheentirevaluechain,CulturalChangeMeans:Newstructurewithfocusonentrepreneurshipandinternalcustomersupplier-relationsFocus:Shorttermcost-cuttingtoensuresurvivalMeans:anevenlyspreadcostreductionprograminalldepartmentsPhaseI:Turn-arounddown-sizingrestructuring6RestructuringⅡAradicalturn-aroundwasthefirstpriority7RestructuringTurn-aroundphaseIwasmarkedbyshort-termcost-cuttingandaretreatfromunprofitablemarketsCasestudy-20%Numberofstaff-10%Numberofplanesinoperation-14%NumberofroutesTurn-aroundPhaseIConsultantInputEvaluationofroutenetworkCoachingoftop-managementforpersonnelreductionIdentificationofothershorttermcost-cuttingopportunities Costreductionof400Mio.US$ achievedin19938RestructuringTheresultsoftheturn-aroundphase:costsfellandproductivityroseCasestudy31%-15%EmployeeProductivity1992-1994(TKO/employee)Unitcosts1992-1994(DM/TKO)However,furthercostre-ductionswerenecessarytoguaranteefuturesurvival9RestructuringⅢDesigninganewcorporatestructurewasthenextstep10RestructuringThemostimportantgoalsintherestructuringphasewere:Buildunitswhicharesmaller,bettermanageableandclosertothemarketSegmenttheorganizationintobusinessunitswhichreflectmarketneedsandcanbebenchmarkedAchievebalanceresponsibilitiesamongthebusinessunitsBuildclearcustomer-supplierrelationshipswithinthecompany,theperformanceofwhichcanbebenchmarkedAchieveacompetitivecoststructureForceconstantinternalandexternalbenchmarkingCasestudy11RestructuringPhaseIIwasmarkedbyamarket-orientedrestructuringoftheentiregroupCasestudyTurn-aroundPhaseII:Market-andprocess-orientedrestructuringConsultantInputCreatingandevaluationorganizationalalternativesImplementationofcustomersupplierrelationsbetweenbusinessareasRestructuringandredimensioningofthenewbusinessareasIdentificationofadditionalsavingspotentials Costreductionof250Mio.US$AirlineXOutsourcedfunctionsTechnicalCargoITNMar-ketingSalesOpera-tionsplan-ningFlightOpera-tionsGroundSer-vicesCent-ralFunc-tionsAirlineXTech-nicalMar-ketingSalesFinan-cePerson-nelStra-tegy/Con-trollingFlightOpera-tions=outsourcedoroutsourcingplanned“Old”Structure“New”Structure12RestructuringThenewstructurewasselectedaccordingtosixcriteria

CasestudyProcess-andclient-orientationDelegationofcompetenceandresponsibilityIncreasedtrans-parencyofresultsandaccomplish-mentsPotentialformergersandalliancesIncreasingflexibilityandresponsivenessPossibilityforaddi-tionalthirdpartybusinessNewstructure13RestructuringThenewstructureentailedsignificantlylesscomplexity,makingthecompanyeasiertomanageeffectivelyCasestudyTech-nicalCargoAGSys-temsGmbHLufthansaAGOldStructureCentralfunc-tionsMarke-tingTech-nicalCargoGroundSer-vicesFlightOpera-tionsSys-temsLufthansaAGNewstructureCentralfunc-tionsOperationsMarketingoutsourcedEmployeesRevenuesSource:Lufthansa,1996~40.300~16billionDM23.750~13.41010.4004.4501.000~2.320~3385~42014RestructuringTheprojectwascarriedoutthroughintensivecommunicationwithmanage-ment,employeesandtheunionsCasestudyManagementEmployeesUnionsExecutiveboardLeadershipcommitteeBusinessunitmanagementfrequentface-to-face-meetingsÖTVDAGWorkscouncilsManyface-to-facemeetings15RestructuringⅢPhaseIIIachievedwide-rangingprocessredesignandinnovation16RestructuringTheaimofphaseIIIwastoimprovecompetitivedifferentiationandturnover/market-shareaswellastoachievefurthersubstantialcostreductionsCaseStudyPhase1ClearcostcuttingPhase2Improvedcustomerorientation

throughoutsourcingPhase3Customerfocusnotonlyonbusinessunitlevel,butalsoonprocess-levelincreasedturnover/throughprocessbasedimprovementofreaction-timesandinnovativestrengthCost-reduc-tionsCompetitivedifferentiation/marketimpact17RestructuringRolandBerger&Partnerwasheavilyinvolvedindesigningandimplementa-tingPhaseIIIatLufthansaCasestudyPhaseIIIObjectivesPhaseIIScopeConsultantInputIntensificationandanchoringofthenewmarketorientationbycarryingthestructuralinnovationsovertotheprocesslevelReengineeringofmultiplepro-cesses:NetworkManagement/MarketingProcesses:SchedulingPricingYieldManagementOperationsProcesses:Production/OperationsPlanningGroundServicesFlightOperatorsServiceProcessesServicedevelopmentServicedeliveryLinemaintenanceNetworkmanagementCargo:hubbingconceptscorporateplanning&controllingIntensivetrainingof20clientreengineering-teamsWorkshopsandmethodologicalsupportforrunningreenginee-ringprojectsaswellasprojectmanagementConductingofworldwidebench-markingexercisesintheaviationindustryPhaseIIIisstillrunningatthistime.ProjectedsavingsofUS$300-500millionp.a.afterprojectcompletion18RestructuringTheLufthansaRedesignProjectshavealreadydeliveredsignificantresults,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-provment19RestructuringAnalysisofthekeyprocessesatLufthansaidentifiedhighrevenue-improve-mentandcost-reductionpotentialsthroughgreatermarketorientationCasestudyProcessImprovementmethodPotentialPlanningandsteering(marketing)YieldmanagementPricingCentralresourceplanningandcontrolling…11otherprocesseswithhighim-provementpotentialwerealsoidentified20RestructuringProcessinnovationatLufthansaoccurredinfivesub-