战略咨询入门汽车行业行业1.ppt

Industrial goods&Automobile,Chloe 2014.02,未经CareerVenture许可，任何个人或机构不得用于商业目的,稚祝淖补谦艇麻卖园扭离袋扣萨航绪吉阻听镣辫吸悼配实本站嘲件婶之坠战略咨询入门汽车行业-行业1战略咨询入门汽车行业-行业1,1,Self introduction,Name:Chloe Employer:A.T.KearneyEducation:Fudan University Contact:,Bain&CoPTA,Roland BergerSpring PTA,L.E.K.ConsultingSummer associate,Corning corporate Strategy intern,A.T.KearneyBusiness analyst,2012.2,2012.4,2012.7,2013.2,2013.9,活温线辐苔稗爱学初害恍坐邦勉菊聂涡司票政暴囚忌当墩笑银诅殃禁吠钳战略咨询入门汽车行业-行业1战略咨询入门汽车行业-行业1,2,Content,Chemical&New material,Auto,Case in point,Summary,努友乱啮只安元首司齐嗡帮聂玛腰兄氖匠跑誊掺匙造隅磋或噪开偿白插除战略咨询入门汽车行业-行业1战略咨询入门汽车行业-行业1,General Definition of industrial goods,Used in the production of other goods include resources used in the actual production process.End user is not consumer,Industrial products,Consumer products,锰颂挝饱洒万臼珍颁失所慑狈澄森瓶蝎词慈踪潭骸惨娃椿抢病挥喧酪空劳战略咨询入门汽车行业-行业1战略咨询入门汽车行业-行业1,4,Industrial Goods:The segmentation of industrial goods,Source:CareerVenture,Market entryDuel Diligence,Operation“To buy or to make”,Profitability,角卜轿亲亭咎瘦恃檬玖品喉兄砂资巩须瘦眯架塔娶深野祸冰法垣捣篱疑呛战略咨询入门汽车行业-行业1战略咨询入门汽车行业-行业1,Industrial Goods:life cycle and Curve S,5,系鼠祝饼垫烧晒二送萤两皱釉姆吃虾览干二豆婴兴谅皿采才畔盐壶兹年幼战略咨询入门汽车行业-行业1战略咨询入门汽车行业-行业1,6,Industrial Goods:Industrial products profitability case general solution,Source:CareerVenture,帜导辨秀卉概眯灰曹愤屡眺逆斗板桐刀氓覆芽让出皇卒赏倔榷粗识霞曝陶战略咨询入门汽车行业-行业1战略咨询入门汽车行业-行业1,7,Industrial Goods:The characteristics of industrial goods,Source:CareerVenture,Heterogeneous,Homogeneous,Price,Production,Promotion,Placement,TransparentSensitive to exterior environmentfright(FOB&CIF),exchange rate,tax,economy of scale,Non-transparentPremium qualityCustomized salesHigh-margin,Generally not confined to capacityAffected by regulation,price,downstream demand,Capacity may be the glass ceilingTechonology-driven,Incentives for dealersPrice reductionsynergy,Incentives for dealersPrice reductionSynergy Incentives for clientsNew product launch,Dealerhighly price-sensitiveE-commerce,Distributor/AgentE-commerce,荧构胺剪像勃柬搔颓且抉闽戴奎空廷室氨峰推段崇贰吼儒虐装福壤旦牙枚战略咨询入门汽车行业-行业1战略咨询入门汽车行业-行业1,Case in point：Outsourcing options in China(BCG 1st round),8,触灵纤尧什倔捂同稍具柏跋件岂寝祈醉森葡帛乙庙峡呼龋陆诛挂冰岭寓立战略咨询入门汽车行业-行业1战略咨询入门汽车行业-行业1,9,Case in point：Outsourcing options in China(BCG 1st round),烧吁迟飘玫贤炒塔瓦赫犯寻色蹿惫吼澄贩撩晓戮戌辩令核卜误心啼狐鸣扯战略咨询入门汽车行业-行业1战略咨询入门汽车行业-行业1,10,Case in point：Outsourcing options in China(BCG 1st round),Main question,Key Areas to explore,Key Areas to explore,Recommendation,Other factors,Should plastics manufacturer move production into China?,Cost saving,Consumer behavior and purchase Criterion,Effect on current production capabilities,Would save$0.25(25%of current cost)At current production level would save50M in freezer bag75M in plastics plates and utensils25M in specialty plates and utensils,Quality is top purchase criterion for freezer bagsLower quality from ChinaPrice is top criterion for plastic plates and utensilsStyle is top criterion for specialty plates and utensilsHighly variable demand requires short lead time,Current plant is at capacityOutsourcing would eliminate need to build additional capacityPlastics and utensils are 50%of total productionOutsourcing may create too much extra capacity,Outsourcing plastic plates and utensils to ChinaDo not outsource specialty plates and utensilsDo not outsource freezer bags(although further analysis may be warranted),To compensate for extra capacity that would be created in current plant,could produce new product line,rent out spare capacity,or move to smaller facility,柱口彼怕夜臭联掉思矩发车熟佩错囊缸惟绢响糟拘哮召悄淮窍柄野斩皂害战略咨询入门汽车行业-行业1战略咨询入门汽车行业-行业1,11,Content,Chemical&New material,Auto,Case in point,Summary,沃笋饯鸟谜送守伶银靛募咒彭钩又萤陆偷龚涸沂挞兄脊痛军室盘塞佳锌主战略咨询入门汽车行业-行业1战略咨询入门汽车行业-行业1,General segmentation of automobile industry,12,Chinas automobile industry,Passenger Vehicle,Passenger Bus,Commercial Vehicle,Sedan Car,SUV,MPV,Premium(Vst2.6L),Middle to High(Vst2.3L),Middle(1.6LVst2.3L),Low(Vst1.6L),Large(length10m),Medium(7mlength10m),Small(length7m),Heavy-duty truck(weight14ton),Medium-duty truck(weight14ton),Light-duty truck(weight14ton),1,2,3,守傲训藐守咬蛆渣狞锣各流位燃舞鸵码降批姥讨绩释余擦邦壹嚏丢侵瘸宾战略咨询入门汽车行业-行业1战略咨询入门汽车行业-行业1,Dynamics of consumer carsPremium Auto,13,1,High-end consumer cars are enjoying great growth potentials in China Current regulations boost high price in ChinaConsumption tax TariffsEnvironmental policyKSF of luxury carsAutomobile design/performanceDistribution channelBrand positioning,Key information,Example:Different product portfolio in different part of China Promote SUV Cayenne to business and family-type consumers Good service experienceExpanded sales distribution channelIncluding second,third-tier cities,崖汝轻琳弃周攘杭亏骨西时藏笔攫友徘菇要趁允瑚建殿鸭封舟跌松獭绳蜂战略咨询入门汽车行业-行业1战略咨询入门汽车行业-行业1,Dynamics of consumer carsMiddle end cars,14,ReleaseFun,ForceVitality,AffirmationRespect,DifferentiationSelf-Esteem,Control,SecurityTranquility,Socialopenness,BelongingConfirmation,2,菜吵贷粱羊镁舒瑶炼颧蚀碰航仁咯枉涸殷柞梭阴要碉机卿魄楷拆圆枕君隅战略咨询入门汽车行业-行业1战略咨询入门汽车行业-行业1,Dynamics of commercial vehiclesTrucks,15,3,Heavy duty trucks,Light duty trucks,Market dynamics,Possible growth strategy,Light truck market is mainly focused on low-end market with excessive capacityMarket is highly consolidatedTop 4 players account for 85%share Fierce competition leads to low profitability level,Heavy-duty truck market is quite quality-drivenForeign brand holds dominant market placeMarket is highly consolidatedConsumers are less price-sensitiveProfit margin is high given hard quality standard,Marketing the brand as high-quality,wearable vehicleIncrease penetration by establishing network with SOE-owned fleetsProvide good after-service,Increase penetration by using multi-channel strategyIncrease product portfolio to satisfy customers diversified needsSeek M&A opportunities,抵勃饮拔佩歌臼仙鞭亦啪怒芒阻棒捏蔼终伪弛抬愚约锰佬镶档鬼兵锐壮螺战略咨询入门汽车行业-行业1战略咨询入门汽车行业-行业1,16,Decision process of Commercial vehicles,4,缚胃碌署品炙硫复难垦愁碗爷酿堑上确沦欧妆样呆归勘唐酵宣拍汽烤隧郝战略咨询入门汽车行业-行业1战略咨询入门汽车行业-行业1,17,Commercial vehicles demand drivers,3,Underlying industry activity,Penetration&Substitution,Required installed base,New demand,Replace-ment demand,Replace-ment circle,Actual installed base,Fleet Utilization,Annual sales,Drivers,InstalledBase,Annual Sales,Legend,Underlying industry activity(e.g.,coal output or construction volume)is the key primary driver in determining capacity needs and hence expansion demand.It is also correlated with utilization of the existing fleet which in turn drives wear and tearIn a market with accelerating underlying industry growth,utilization picks up,and more intensive use of trucks leads to trucks being replaced fasterDecelerating growth in the underlying industries decreases utilization of existing fleets,which allows trucks to be used longer before they need to be replaced,and extends the payback period of fleet owners,Comments,任页磊驶拇拾恬弄瘟挡盈溯帅弊亦盲书鸿圆为挺仲慌抒阑帕拴绿洗牧签里战略咨询入门汽车行业-行业1战略咨询入门汽车行业-行业1,Case in point：European Hydraulic Cylinder,18,Our client is the biggest manufacturer of auto parts manufacturer,which is an important and indispensable element of dump truck.Our client now face a problem of shrinking market share and it now hired us to investigate reasons and come up with strategies.,Competitor,Customer,Company,Market,Three big local players withLower priceRelatively Lower but improving qualityGrowing market shareThe largest competitor has really good relationship with major OEMsTheres a trend of body builder to have in-house hydraulic cylinder facilities,Major Customers are body builders,OEMsAll parties in supply chain have a saying in the purchasing decisionCustomers choice can be influenced by salespersonTruck users are infrastructures,coal mines and other minesBrand recognition varies differently across different regionEnd users are very scattered and price-sensitive,Price are 20%higher than competitorsUsed to be the market leader,with the most quality products and brand equityFailed to provide specific products which meets current customers needDo not have very good relationship with major body buildersBetter quality and better after-service,Market are shrinking becauseUtilization is lowerInfrastructure segmentation is growing strongly,誊鸣顷坟牵骂法浇烤敦诞局柬帚似妮色舆渔窜锄娃奢轰掖趾疹俗圾申型猿战略咨询入门汽车行业-行业1战略咨询入门汽车行业-行业1,19,Case in point：European Hydraulic CylinderCase road map,Area to probe,Problem,Underlying market potentialRoad transportationInfrastructureCoal mineImplication of market trendUtilizationReplacement cycle,Who is the customerBody builderOEMRetailerEnd userWhats their purchasing criteriaBrand recognitionPrice/discountRelationshipQuality,Who is the competitorForeign brandLocal big playerOEM inhouse MfgWhats their KSFBrand Price/discountRelationshipQuality Service,What is our productWhats is our value propBrand Price/discountRelationshipQuality ServiceHow to justify our tradeoff,Solution,Price is highQuality can not justify its high priceProduct portfolio are not diversified enough,Demand is sloppy because macro-economy is not promising enough,Multi-brand strategy,International expansion(?)Seek cost reduction potential,Provide more commission for retailer/body builderR&D together,Seek M&A potentials,Competitor is lower price Have strong connection with customer,Brand recognition is decreasing,捻法膏擂酚貌库者鸥淹练填澜葵戳熊闭碉虏牟霞财叫纷作棺墒秃沉术凰岂战略咨询入门汽车行业-行业1战略咨询入门汽车行业-行业1,Case in point,20,恬娥篇该娃睡毒闽淀之炊柏旭瞳嫩岳偷释纠磅悟腰呜搓诣瓮们拖艺便京血战略咨询入门汽车行业-行业1战略咨询入门汽车行业-行业1,21,Case in pointAnswer,瘟历散齐笑痉浚汛晰鸿疑芽卤褥冀培版盖矾碉庚噬毙搭填秩雪嚎抹锰犁孟战略咨询入门汽车行业-行业1战略咨询入门汽车行业-行业1,