[PPT模板]科尔尼《graphic-tool》47页

A.T.Kearney70/reportdraft/jz1SVWhasenjoyedhighgrowthinearly90s,butthemarketshareskeepdecreasingduringthepastfiveyearsSource:SVWAutomobileIntroduction；ChinaInfobank；ChinaAutomobileIndustryYearbook0246810121416182022242628308586878889909192939495969798992000ProductionVolume(1000units)1985-2000outputofShanghaiVWLost4%marketshareseveryyearsince1996A.T.Kearney70/reportdraft/jz2AlthoughChinapassengercarmarketwillgrowrapidly,intensifiedcompetitionisputtingmorepressuretokeepSVWfrommaintainingthemarketleaderpositionMaintainmarketsharewillbecomemoredifficult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:Chinainforbank;外部访谈；科尔尼分析中国轿车A.T.Kearney70/reportdraft/jz3SVWseniormanagementhasthevisionandthedeterminationtocontinuallybetheNo.1;thekeyishowtoaligntheoperationsimprovementwiththecorporatestrategytoachievethevisionXXbillion??billionSalesin2000Salesin2005SVW’smedium-to-long-termdevelopmentSVWVisionAchieveinternationalcompetitivenessinquality,service,flexibility,costs,technologyandkeeptheleadingpositionasCarManufacturerinChinaSVWMissionWewanttosupportthemobilityofthesociety,protecttheenvironmentandensurecorporatesuccessinordertosatisfyourshareholders’andstakeholders’needs资料Source:ChinaInfobank文档检索SVWhasinvitedA.T.KearneytosubmitaproposalfortheoperationandcorporatestrategyalignmentplanA.T.Kearney70/reportdraft/jz4InPhase1,thejointprojectteamwillreviewandconfirmtheSVWdevelopmentstrategyKeytaskes•Investigatecurrentbusinessesandmarketenvironment•Conductmarketsegmentationandprofileeachsegment•EvaluateSVW’scurrentproductportfolioandperformance•EvaluateSVW‘scorecompetency•Analyseandforecasteachsegment‘smarketsizeandprofitability•Analyseeachsegment’svaluepropositionandidentifyKSFs•DesignpreliminarySVW‘ssegmentationstrategy•IdentifySVW’sstrategicoptionsofproductportfolioaccordingtomarketattractivenessandSVW‘scapability•Conductrevenue/profit/investment/riskanalysis•Capability/gapanalysis•DefineSVW‘soveralldevelopmentstrategy,•DefineSVW‘ssegmentactionstrategy•DefineSVW‘sproductportfoliostrategyDeliverables•Completemarketdatabase•In-depthunderstandingsofeachsegment•EvaluateSVW‘scurrentproductportfolioandcorecompetency•Attractivenessanalysisofeachsegment•Prelimarysegmentationstrategyandproductportfoliostrategy•High-levelcorporatedevelopmentstrategy•Marketsegmentationstrategy•Productportfoliostrategy1ReviewandassessmarketenvironmentandSVW‘scapabilities3ConfirmSVW‘ssegmentationstrategy,portfoliostrategyandhigh-levelcorporatestrategy2AnalyseandevaluateoptionsformarketsegmentationandproductportfoliostrategiesStep1:CheckstrategicfactbaseStep2:EvaluatestrategicoptionsStep3:Confirmstrategies*AssumethatShanghaiVolkswagenhascompleteinternaldocumentsandwillinvestenoughresourcesA.T.Kearney70/reportdraft/jz5Toconfirmthestrategy,thetwobasicstrategicquestions:“Wheretocompete?”and“Howtocompete?”needtobere-visitedCustomersVision/ObjectiveAutoBusinessOtherProductsandServicesInternationalMarketDomesticMarketM&AOrganicgrowthself-developmentHowtoCompete?WheretoCompete?•Acquirewithlocalcompanies•InternationalpartnersGeographyProductsCustomerServiceMarketingDistributionSourcingandProcurementR&Dproduction•Benchmarkagainstcompetitors?•OrganicgrowthorStrategicalliance/partnership?FinancingInsuranceRepairingA.T.Kearney70/reportdraft/jz6WewillalsoanalyseSVW’sgrowthcapacitiesandcorecompetences,whichwillbaseonasetofindexesandbenchmarkingwiththeindustrybestpracticesGrowthvisionStrategictargetsMarketpositionResourceCompetitivenessLeadershipstyleOrganizationstructureITCorporateculture/environmentCustomerbasis12345scoreHighLowSVWBestpracticeIllustrativeA.T.Kearney70/reportdraft/jz7InPhase2,wewilltakeanuniquealignmentapproachtooptimizetheselectedstrategic(to-down)andoperational(bottom-up)measuresStrategicobjectivesOperationsActivities•Providefocusonoverallobjectives•Ensureorganizationalalignment•Ensurestrategyisvaluecreating•Identifyactionabledriversofstrategicsuccess•Identifysuccessfactorsforoptimalprocessperformance•EnsurerelevancyofmeasurestooperationsIntegratedStrategicMeasurementA.T.Kearney70/reportdraft/jz8WewillleveragetheIntegratedStrategicMeasurementtoolkittodrivestrategytoresultsbycreatingalignment,focusandinsightthroughoutSVWoperationsFocusInsightonperformancetoenablestrategycoursecorrectionandfutureplanningProvidesInsightFocusontheactionsthathavethegreatestimpactonstrategyexecutionandvaluecreationEstablishesFocusforPerformanceAlignmentofstrategicobjectivesandoperationalactionsAlignsOrganizationalActivityA.T.Kearney70/reportdraft/jz9Alsothroughthebottom-upapproach,wewillbenchmarkthebestpracticeonotherOEMsandotherVWbusinessunitsacrossallfunctionsalongthevaluepyramidCapitalManagementOrganization&HRResourcesSupplyManagementCustomerIntegrationProcessesManufacturingDirectionSettingOperationsStrategySupplyChainManagementKnowledgeManagementIT&ProcessTechnologiesCustomerSatisfactionQualityEconomicsAgilityInnovationValueCreationPerformanceResultsProductD