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麦肯锡为三星中国做的项目:《标杆企业研究》nullPC Competitor Analysis: IBMPC Competitor Analysis: IBMSAMSUNG ELECTRONICS CHINA (SEC China)CONFIDENTIALThis report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client orga...

麦肯锡为三星中国做的项目:《标杆企业研究》
nullPC Competitor Analysis: IBMPC Competitor Analysis: IBMSAMSUNG ELECTRONICS CHINA (SEC China)CONFIDENTIALThis report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.Aug, 2001OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK OVERVIEW OF COMPETITOR ANALYSIS FRAMEWORK 4. Value chain strategy5. Organization and ownership6. Financial performanceFocus on Marketing, advertising and promotion Distribution (channel and sales force)Organization structure Ownership structureSales Profit 2. Strategy 3. Product/market Mission Vision Corporate strategy Market positionKey product offerings Key customers Pricing1. Background informationLocation Management team Starting yearNumber of employees Era analysisBACKGROUND INFORMATION BACKGROUND INFORMATION 1. Background informationLocation Management team Starting yearNumber of employees Era analysis4. Value chain strategy5. Organization and ownership6. Financial performanceFocus on Marketing, advertising and promotion Distribution (channel and sales force)Organization structure Ownership structureSales Profit 2. Strategy 3. Product/market Mission Vision Corporate strategy Market positionKey product offerings Key customers PricingIBM HAS GRADUALLY EXPANDED ITS PRESENCE IN CHINA IBM HAS GRADUALLY EXPANDED ITS PRESENCE IN CHINA LocationBeijing Managing directorZhou WeikunStarting year1984 (representative office) 1992 (IBM China Co. Ltd.)Number of employeesOver 3000Key milestones Set up IBM Customer Association in 1984 Opened Beijing, Shanghai, Shenzhen, Chengdu, Guangzhou, Nanjing, Xian, Chongqing offices Established customer service network covering dozens of China major cities Set up China purchasing center* in ShenzhenBackground information * IBM’s purchase in china has increased from 30M USD in 1993 to 1B USD in 1998 Source: Literature researchBACKGROUND INFORMATION BACKGROUND INFORMATION 4. Value chain strategy5. Organization and ownership6. Financial performanceFocus on Marketing, advertising and promotion Distribution (channel and sales force)Organization structure Ownership structureSales Profit 2. Strategy 3. Product/market Mission Vision Corporate strategy Market positionKey product offerings Key customers Pricing1. Background informationLocation Management team Starting yearNumber of employees Era analysisGLOBALLY, IBM HAS DECIDED TO EXIT PC BUSINESS GRADUALLY IN THE NEXT SEVEN YEARS GLOBALLY, IBM HAS DECIDED TO EXIT PC BUSINESS GRADUALLY IN THE NEXT SEVEN YEARS * IBM's PC business showed/surprising strength in revenue growth and profitability in the September quarter last year Source: Literature research * IBM’s PC business showed surprising strength in revenue growth and profitability in the September quarter last year, which would lessen the urgency to exit this business in the near term Source: Literature researchIBM KEPT ITS MARKET POSITION IN NOTEBOOK, BUT ITS DESKTOP PC BUSINESS FAILED TO CATCH UP WITH TOTAL MARKET GROWTH IBM KEPT ITS MARKET POSITION IN NOTEBOOK, BUT ITS DESKTOP PC BUSINESS FAILED TO CATCH UP WITH TOTAL MARKET GROWTH Source: IDCDesktop PC market share Percent of units shipment (m)OthersIBMGreat Wall FounderLegend 100%=4.56.6Growth rate percent44.820.313.987.6125.494.799009900Growth rate percent100%=2.94.868.524.9170.6193.5121.6128.565.018.8OthersFounder Dell Acer Legend IBMToshiba Notebook market share Percent of units shipment (m)IBM’s market sharePRODUCT/MARKET PRODUCT/MARKET 4. Value chain strategy5. Organization and ownership 6. Financial performanceFocus on Marketing, advertising and promotion Distribution (channel and sales force)Organization structure Ownership structureSales Profit 2. Strategy 3. Product /marketMission Vision Corporate strategy Market positionKey product offerings Key customers Pricing1. Background informationLocation Management team Starting yearNumber of employees Era analysisIBM IS RIGIDLY AND AGGRESSIVELY IMPLEMENTING TOTAL SOLUTION AND SERVICE PROVIDER STRATEGY IN PRODUCT OFFERING IBM IS RIGIDLY AND AGGRESSIVELY IMPLEMENTING TOTAL SOLUTION AND SERVICE PROVIDER STRATEGY IN PRODUCT OFFERING Key product offeringsSource: Literature research Product categoryProduct categoryDesktop PC NotebookNetVista commercial PC NetVista A40 NetVista A10 NetVista A20-6269BSC NetVista A20-634587C/634586C NetVista Multi-media PC NetVista X40i NetVista A60i NetVista A40i NetVista A20i-21949DC/219415C NetVista A20i-219755C/21978DC NetVista A10i ThinkPad A series ThinkPad T series ThinkPad X series ThinkPad i series Source: literature researchIBM IS PARTICULARLY STRONG IN GOVERNMENT AND SMES, BUT WEAK IN HOME AND EDUCATION, THE TYPICAL LOCAL PLAYERS’ TERRITORIESIBM IS PARTICULARLY STRONG IN GOVERNMENT AND SMES, BUT WEAK IN HOME AND EDUCATION, THE TYPICAL LOCAL PLAYERS’ TERRITORIES Source: IDCSales by customer segments Percent of units shipment (000s), 2000Small office Home 100%=IBMMarket average2646,564Small businessEducation Medium business Government Large businessSmall office Home 100%=IBM Market average83484Education Government Large businessSmall businessMedium business Desktop PC market Notebook market 2.3 2.9 3.9 3.5 3.7 4.8 IBM IS A DOMINANT HIGH-END PLAYER, GRASPING OVER 20% MARKET SHARE OF HIGH-END DESKTOP PC AND OVER 50% OF PRIMIUM NOTEBOOK MARKETIBM IS A DOMINANT HIGH-END PLAYER, GRASPING OVER 20% MARKET SHARE OF HIGH-END DESKTOP PC AND OVER 50% OF PRIMIUM NOTEBOOK MARKET Source: IDC, interviewOthers DellCompaqGreat WallIBMHPFounderLegend 2.82.82.75.32.1Low (0-1k)Medium (1-1.5k)High (>1.5k)100% = 1.8Desktop PC market, 199943.618.43.72.60.4Others DellIBMFounderLegend 0.9Low (0-2k)Medium (2-2.5k)High (2.5-3.5k)100% = Notebook market, 20000.110.120.170.73.51.40.1AcerToshiba0.08Premium (>3.5K)Price brand USD15.101.51.52.25.7IBM’s market shareSales by customer segments Percent of units shipment (M)VALUE CHAIN STRATEGY VALUE CHAIN STRATEGY 4. Value chain strategy5. Organization and ownership 6. Financial performanceFocus on Marketing, advertising and promotion Distribution (channel and sales force)Organization structure Ownership structureSales Profit 2. Strategy 3. Product/market Mission Vision Corporate strategy Market positionKey product offerings Key customers Pricing1. Background informationLocation Management team Starting yearNumber of employees Era analysisIBM HAS SET CHINA AS ONE OF KEY BASES IN ITS GLOBAL R&DIBM HAS SET CHINA AS ONE OF KEY BASES IN ITS GLOBAL R&DGlobal research bases 8 global research bases Total staff around 4,000 * Under construction Source: Literature research, interview China R&D baseEstablished in 1995 (IBM is one of the first MNCs that set up R&D center in China) Staffed over 100 people to research center and over 200 people to development center Research focuses are China specific technology such as language recognition, hand-writing input and computerized translation technology application in China-specific environment and industry solution; development focus is currently application software R&D * under construction Source: IDC, interviewIBM WILL NOT FURTHER INVEST IN BUILDING UP PC MANUFACTURING JVS IN CHINA IBM WILL NOT FURTHER INVEST IN BUILDING UP PC MANUFACTURING JVS IN CHINA Manufacturing Manufacturing base Great Wall IT products Shenzhen Co., Ltd. (IBM's sole PC production base in China) OEM efforts OEM mostly to Taiwanese players, such as AcerStrategy No future investment to setup more PC manufacturing JVs in china Emphasis on OEM approach Source: Literature research, interview Source: literature research, interviewIBM IS PUSHING TOWARD FLATTENED CHANNEL STRUCTURE AND SECOND AND THIRD TIER CITIES IN GEOGRAPHIC COVERAGE IBM IS PUSHING TOWARD FLATTENED CHANNEL STRUCTURE AND SECOND AND THIRD TIER CITIES IN GEOGRAPHIC COVERAGE Sales and distributionGuiding principles Change program Push for flattened channel structure Expand to second/third tier geographic areas Increase sales revenue by 20% in 2001“Blue star plan” Source: Literature research, interview Target 3,000 – 4,000 dealers Direct and strong channel management and control by IBM Current Over 2,000 dealers No direct channel management by IBMOver 30 cities Over 200 cities Source: literature research, interviewIBM EMPHASIZES AND FOCUSES ON TOTAL SOLUTION AND SERVICE PROVISION IBM EMPHASIZES AND FOCUSES ON TOTAL SOLUTION AND SERVICE PROVISION Total solution and service Target To be No. 1 globally as a total solution provider and service provider Initiatives “Blue V project” Started global implementation in March, 2001 Targets at NetGens, companies that conduct business mainly on the Internet platform Provides customers hardware, software, consulting, training, sales and marketing, financing, out-sourcing, and potential partnership opportunities “Hardware + Software + Service” Source: Literature research, interview "Competition in the next three years is based on the strengths in hardware and software. In the 5 years’ time, service will be another key success factor"– Zhou Weikun, Managing Director, IBM China Source: literature research, interviewORGANIZATION AND OWNERSHIPORGANIZATION AND OWNERSHIP4. Value chain strategy5. Organization and ownership6. Financial performanceFocus on Marketing, advertising and promotion Distribution (channel and sales force)Organization structure Ownership structureSales Profit 2. Strategy 3. Product /marketMission Vision Corporate strategy Market positionKey product offerings Key customers Pricing1. Background informationLocation Management team Starting yearNumber of employees Era analysisIBM FOLLOWS CHINA HEADQUARTER HOLDING P&L RESPONSIBILITY AND CUSTOMER-ORIENTATION PRACTICE IBM FOLLOWS CHINA HEADQUARTER HOLDING P&L RESPONSIBILITY AND CUSTOMER-ORIENTATION PRACTICE Source: Interview, "Virtual Team" practice by facilitates/coordination ???Key takeaways IBM China headquarter holds the P&L responsibility of all the business groups. The only exception is China Research center that reports directly to R&D global center IBM embodies customer-orientation in organization structure. The .com and telecom are to provide total solution to target customers “Virtual team” practice facilitates coordination among different business groups serving same customersOrganizationIBM China Co., ltdSMB .comTelecom IGSSoftware group PCTechno-logy groupServer Research centerSource: literature research, interviewDesktop PCNote-bookIBM HOLDS THE MAJORITY OF ITS PC MANUFACTURING JV IN CHINA IBM HOLDS THE MAJORITY OF ITS PC MANUFACTURING JV IN CHINA Ownership structure Great Wall Computer GroupIBMGreat Wall IT Products Shenzhen Co., Ltd.30%70% Source: Literature researchSource: literature research, interviewFINANCIAL PERFORMANCE FINANCIAL PERFORMANCE 4. Value chain strategy5. Organization and ownership 6. Financial performanceFocus on Marketing, advertising and promotion Distribution (channel and sales force)Organization structure Ownership structureSales Profit 2. Strategy 3. Product/marketMission Vision Corporate strategy Market positionKey product offerings1. Background informationLocation Management team Starting yearNumber of employees Era analysisIBM’S NOTEBOOK BUSINESS HAS BEEN GROWING VERY FAST, BUT DESKTOP PC HAS BEEN VERY STAGNANT FOR THE PAST THREE YEARS IBM’S NOTEBOOK BUSINESS HAS BEEN GROWING VERY FAST, BUT DESKTOP PC HAS BEEN VERY STAGNANT FOR THE PAST THREE YEARS Sales (RMB billions)Notebook Revenue19992000199898-00 CAGR Percent Source: IDCDesktop PC Revenue19992000199898-00 CAGR Percent 2.12.62.72.769.00.81.22.4IBM HAS BEEN GROWING IN REVENUE AND IMPROVING IN NET MARGINIBM HAS BEEN GROWING IN REVENUE AND IMPROVING IN NET MARGIN Source: Analyst reportProfitability PercentNet marginGrowth rate Percent Gross margin 1999200019992000Financial performance87.588.00.6Revenue USD billions893736Growth rate Percent -2.71999200012.5Source: annual report
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