1、SVW has enjoyed high growth in early 90s, but the market shares keep decreasing during the past five years,Source: SVW Automobile Introduction；China Infobank；China Automobile Industry Yearbook,Production Volume(1000 units),1985 - 2000 output of Shanghai VW,Lost 4% market shares every year since 1996
2、,Although China passenger car market will grow rapidly, intensified competition is putting more pressure to keep SVW from maintaining the market leader position,Maintain market share will become more difficult,跨国汽车厂家正在为争取更大的市场份额努力,低集中度,全球化,福特和长安的合资企业代表着最后一个最具竞争力的全球汽车厂家已进入中国市场,本田积极稳步向前发展；丰田在天津紧跟其后,克莱
3、斯勒将会向北京吉普注入大量投资，近期推出3种新的SUV,并计划扩大到SUV 之外的轿车市场,宝马正在积极寻找战略伙伴，已经为华晨提供技术支持,资料来源: China inforbank; 外部访谈；科尔尼分析,SVW senior management has the vision and the determination to continually be the No.1; the key is how to align the operations improvement with the corporate strategy to achieve the vision,XX bill
4、ion,? billion,Sales in 2000,Sales in 2005,SVWs medium-to-long-term development,SVW VisionAchieve international competitiveness in quality, service, flexibility, costs, technology and keep the leading position as Car Manufacturer in ChinaSVW Mission We want to support the mobility of the society, pro
5、tect the environment and ensure corporate success in order to satisfy our shareholders and stakeholders needs,资料Source: ChinaInfobank文档检索,CAGR= 20%,SVW has invited A.T. Kearney to submit a proposal for the operation and corporate strategy alignment plan,In Phase 1, the joint project team will review
6、 and confirm the SVW development strategy,Key taskes,Investigate current businesses and market environmentConduct market segmentation and profile each segmentEvaluate SVWs current product portfolio and performanceEvaluate SVWs core competency,Analyse and forecast each segments market size and profit
7、abilityAnalyse each segments value proposition and identify KSFsDesign preliminary SVWs segmentation strategyIdentify SVWs strategic options of product portfolio according to market attractiveness and SVWs capability,Conduct revenue/profit/ investment/risk analysisCapability/gap analysisDefine SVWs
8、overall development strategy, Define SVWs segment action strategyDefine SVWs product portfolio strategy,Deliverables,Complete market databaseIn-depth understandings of each segmentEvaluate SVWs current product portfolio and core competency,Attractiveness analysis of each segmentPrelimary segmentatio
9、n strategy and product portfolio strategy,High-level corporate development strategyMarket segmentation strategyProduct portfolio strategy,1,Review and assess market environment and SVWs capabilities,3,Confirm SVWs segmentation strategy, portfolio strategy and high-level corporate strategy,2,Analyse
10、and evaluate options for market segmentation and product portfolio strategies,Step1:Check strategic fact base,Step 2: Evaluate strategic options,Step 3: Confirm strategies,*Assume that Shanghai Volkswagen has complete internal documents and will invest enough resources,To confirm the strategy, the t
11、wo basic strategic questions: “Where to compete?” and “How to compete?” need to be re-visited,Customers,Vision/Objective,Auto Business,Other Productsand Services,International Market,Domestic Market,M & A,Organic growth self-development,How to Compete?,Where to Compete?,Acquire with local companiesI
12、nternational partners,Geography,Products,Benchmark against competitors?Organic growth or Strategic alliance/partnership?,Financing,Insurance,Repairing,We will also analyse SVWs growth capacities and core competences , which will base on a set of indexes and benchmarking with the industry best practi
13、ces,Growth visionStrategic targetsMarket positionResourceCompetitivenessLeadership styleOrganization structureITCorporate culture/environmentCustomer basis,In Phase 2, we will take an unique alignment approach to optimize the selected strategic (to-down) and operational (bottom-up) measures,Strategi
14、c objectives,Operations,Activities,Provide focus on overall objectivesEnsure organizational alignmentEnsure strategy is value creating,Identify actionable drivers of strategic successIdentify success factors for optimal process performanceEnsure relevancy of measures to operations,Integrated Strateg
15、ic Measurement,We will leverage the Integrated Strategic Measurement toolkit to drive strategy to results by creating alignment, focus and insight throughout SVW operations,Focus,Insight,Alignment,Insight on performance to enable strategy course correction and future planning,Provides Insight,Focus
16、on the actions that have the greatest impact on strategy execution and value creation,Establishes Focus for Performance,Alignment of strategic objectives and operational actions,Aligns Organizational Activity,Also through the bottom-up approach, we will benchmark the best practice on other OEMs and
17、other VW business units across all functions along the value pyramid,CapitalManagement,Organization& HR,Resources,Supply Management,CustomerIntegration,Processes,Manufacturing,Direction Setting,Operations Strategy,Supply Chain Management,KnowledgeManagement,IT & ProcessTechnologies,Customer Satisfac
18、tion,Quality,Economics,Agility,Innovation,ValueCreation,Performance Results,Product Development,Performance Management,The result of Phase 2 is an integrated system of key performance metrics by which the entire organization drives towards value creation and achieving the strategic objectives,Growth
19、 in value createdEconomic earnings,Market,Operations,Resources,Value,Market ShareFunction/Feature lead time,Order fulfillment cycle time,Employee satisfactionAsset productivityInnovations,Total production cost,Market,Operations,Resources,Value,% defective product,% rework timeMachine uptime Producti
20、on cycle time,Employee satisfactionAsset productivityInnovations,Total distribution cost,Market,Operations,Resources,Value,% problem-free installs% problem free deliveries,Material throughput time% rework time,Employee satisfactionAsset productivity,SBU Dashboard,Production Department,Distribution D
21、epartment,Value Creation and Strategic Goals,The complete work of this phase will develop customized recommendations, feasible implementation plans and actual economical benefits,Strategy,Vision MissionCore valuesCore competencesDevelopment strategy,An agreed future strategy and operatoins model.,Op
22、eration drivers,Integrated measure system,Implementation plan,trainingprocessPerformance objectiveResource planImplementation team,Key steps,Program monitoring mechanism,and an implementation plan target in reaching its economic objectives,Step-by-step objectivesClarity of responsibility Performance
23、 evaluation and incentive programSteering committeeRisk managementResponsive plan,Vision/objectives,来源: 企业网站，China Infobank,In the past few years, organic growth and conservative diversification characterized the significant growth of Bright,Which strategy to focus or both?,1997-2000光明乳业销售额与利润增长,A f
24、ully integrated dairy value chain has been successfully established,Dairy-based value chain,Sales,Distribution,Production,R&D,Control /own the dairy farmsManage the quality and efficiency of milk source,Procurement,Establish independent R&D centerRecruit talented technical staff,Import advanced pack
25、aging line,Own exclusive cold chain logistic channel Start up B2B platform for online transaction,Establish +500 milk outletsProvide “door-to door” delivery Give out milk-box for free,Acquire feed plant to lower cost,Dairy products renovation,Flexible &lean production line,Convenience-store distribu
26、tion 3PL,Retailer for other groceries,Strategic Initiatives,Potential Leveraging Opportunities,Whether to take the leveraging opportunities for future growth?,在人均国民生产总值达到2000美元之前,所有的软包装饮料(包括牛奶)增长十分迅速,人均消费量(升),人均国民生产总值(美元),USD 2,000,以日本为例人均消费量与人均国民生产总值(1960-1995),示例,注: 因为日本的生水可以饮用，纯净水不包括在软饮料的范畴内来源: 日
27、本软饮料协会，日本统计年鉴，科尔尼分析,光明乳业的最佳发展机会,Needs Revision,.其利润也较为可观,零售商毛利选例,来源: 访谈，科尔尼分析,豆奶,茶,果汁,牛奶,示例,毛利,城市,平均值6%,毛利,平均值4.5%,城市,毛利,平均值6%,城市,毛利,城市,平均值7.5%,上海,北京,深圳,上海,北京,深圳,上海,北京,深圳,上海,北京,深圳,尽管其核心产品(鲜牛奶)增长迅速，利润可观，然而其在本地市场的优势将更多来自于其非核心产品的发展,中国牛奶市场产量,CAGR=9.5%,光明乳业业务发展,CAGR=50%,来源: China Infobank，中国奶业协会,单位:十亿人民币
28、,单位:千吨,Needs Revision,中国的便利超市正在飞速发展与快速整合，这更促使光明乳业急需制定明确的企业战略,中国便利超市发展-以上海为例,可的便利超市发展,来源: Acess Asia Ltd., 2002, China Inforbank,消费额（10亿人民币）,网络数量（个）,消费额（百万人民币）,网络数量（个）,Needs Revision,三元通过一系列资本运作的举措强化其三大业务的多元化经营，进一步在国内市场赢得知名度,CAGR=38%,财务影响,（三元销售额历年增长）,单位：亿元人民币,来源: China Infobank,乳品行业的关键成功因素涉及整个价值链,关键成
29、功因素,Brake-by-wire Throttle-by-wireSteer-by-wire,Sophisticated engine management systemComplex logic of gearboxAdaptive cruise control,Fleet managementOffice services and mobile multimediaMaintenance monitoring,1997 2005 Growth in Vehicle Electronics Market ($ Billions),1997,2001,2005,$83,$60,$44,CAG
30、R = 9.5%,Vehicle electronics content is expected to grow at an annual rate of 9.5% by 2005,Expected Growth Rate: 5%,Expected Growth Rate: 11% 12%,Sources:Seantek Inc; Forward Concepts; EIU Special Report, November 1999; Automotive News;A.T. Kearney analysis,Major Trends: Growing Content of Vehicle E
31、lectronics,Additionally, advanced electrical architecture will spur a new wave of growth in electronics content beyond 2005,Sources: EIU Special Report, November 1999; A.T. Kearney analysis,Advances in electrical architecture will further stimulate rampant growth of vehicle electronic content,Indust
32、ry Moving Away From 12-Volt Electrical System TowardAdoption of 42-Volt StandardsThe 42-volt systems will enableMore effective use of drive-by-wire technologies, electromagnetic valve trains, integrated starter/generatorsReduction in the overall wire bulkGreater capacity for electronics accessories,
33、Fully integrated vehicle electric/electronic systems (IVEES)Dual-voltage networks,1970 1995,1995 2004,2004 2010,E/E CentersMultiplexing networksFiber-optic harnessing,Point-to-point wire harnessingBussed Electrical Centers (BECs),Complexity of Electrical Systems Increases,Enhanced Electrical Archite
34、cture,Major Trends: Growing Content of Vehicle Electronics,Sources: Automotive News; EIU Special Report, November 1999; Automotive News; A.T. Kearney analysis,As a result, the value of electronics content is expected to reach 30 percent of total vehicle value by 2005 -2010,Value of Electronics Conte
35、nt in a Vehicle(Percent of Vehicle Components Cost),1950,0%,1960,1970,1980,1990,2000,2010,30%,LampsRadiosIndicatorsHornsDynamoStarter,Back light timersBreakerless ignitionsWiper internal/timerAlternators,Cruise controlEFIMapped ignitionLight reminder,Trip computerLamp-failure indicatorService indica
36、torElectronic ABSElectronic TCWindow controlRestraint systems,RadarConvoyingOnboard IVHSSteer-by-wireBrake-by-wireIntelligent cruise controlVoice-activated switchingNoise cancellationElectronic cam shiftHigher voltage electrical supplyProgrammable displaysTraffic information,Navigation systemIntegra
37、ted control unitMultiplex diagnostics,Fluid/wear parts controlTire pressure controlLoad-dependent service controlPark distance controlKeyless entryFull engine controlElectronic ICAdaptive suspensionAnti-theft systemsCrash sensorsTraction sensorsSeat memoryISUs,Major Trends: Growing Content of Vehicl
38、e Electronics,In particular, mobile multimedia and safety systems will experience significant growth,Adaptive cruise control Line-keeping, line-departing warningPredictive drivingCollusion avoidance,Intelligent Navigation Systems,Parking aidsFloating car dataAutomatic speed-monitoring systemElectron
39、ic map of the navigation system,Mobile Multimedia and Safety Features,Increasing number of hours people spend driving pushes demand for comfort and convenience Crowded highways increase demand for advanced safety features,Breakdown of Vehicle Electronic Value, 2005,Powertrain and Drivetrain Systems3
40、0%,Safety Systems10%,Other10%,Mobile Multimedia Systems50%,Major Trends: Growing Content of Vehicle Electronics,IP,Steering Wheel,Door Latches,Compressors,2000,2005,2010,Individual Components and Parts(43%),Modules(30%-40%),Systems(27%-17%),Super Systems (0%),TotalInterior,Airbags,Individual Compone
41、nts and Parts(20-25%),Modules(40-45%),Systems(30-35%),Super Systems (5%),HVAC,Cockpits,OPS,PASDS,ThermalSystems,Door trim,In 2010 modules and systems will account for 75%-80% of the vehicle value,Connectors,Build-to-order drives increasing requirements for speed, which can be achieved through modula
42、rity and systems supplyIn response to price pressure from continuing globalization, automakers are attempting to lower overall costs by sourcing modules rather than components.,Automakers purchases of components, modules and systems Total 1999: $508BB,The “Build-to-Order” trend, along with automaker
43、s attempts to reduce overall costs, is causing value to migrate from components to modules and systems,Power Products,Heat Exchangers,Engine Cooling Systems,Switchers,Multimedia,Sensors,Seat Belts,Climate ControlSystems,DoorModules,Note: (1) Assumes 3% annual growth from 2000 to 2010Sources: DJL Sec
44、urities, A.T. Kearney analysis,Total 2010: $683BB1,$205-$240 BB,$273-$307 BB,$136-$170 BB,Shift in OEMs Demand Requirements: Product Value Migration,Modules and systems with high electronics content will account for the greatest growth and profitability,Relative Price Insulation,Note: (1) Size of bu
45、bble is relative to total market size in 2004Sources: Goldman Sachs; Strategy Analytics; EIU; CSM Data; A.T. Kearney analysis,Customers desire for convenience and safety increases demand for electronics-driven modules and systems (i.e. multimedia, OPS, cockpits, power products)Electronics is expecte
46、d to account for more than 30% of vehicle cost by 2010Because Internet-based reverse auctions put pressure on commodity parts suppliers, components and modules with high engineering value add will have greater insulation against downward price pressure,High,Low,Low,High,Wiring Systems,Seating,Climat
47、e Control Systems,Door Module,Engine Cooling Systems,Cockpit,OPS,Product/Market Expected Growth (CAGR 1999-2004),Suspension,Engine Systems,BrakesSystems,Mobile Multimedia,Connection Systems,Power Products,Interior Trim/Consoles,Steering Wheels,Other Components,Electronics-driven modules and systems
48、Other modules and systems Individual components and parts,Shift in OEMs Demand Requirements: Product Value Migration,. and will further consolidate as it is following the path of the automotive manufacturers,years,Soft drinks,Shoe Mfrs.,Defense Electr.,Cigarette,Autom. Controls,Distillers,Shipbuilding,
