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1、 RolandBerger Partners InternationalManagementConsultantsBarcelona Beijing Berlin Brussels Bucharest Budapest BuenosAires Detroit D sseldorf Frankfurt Hamburg Kiev LisbonLondon Madrid Milan Moscow Munich NewYork Paris Prague Riga Rome S oPaulo Shanghai Stuttgart Tokyo Vienna Zurich Strategicre engin
2、eeringofGeberitChina Interimreport GeberitInternationalAGShanghai Oct 22nd 2000 Content 1 Page ManagementSummary5A Marketenvironment12A1 MacrobusinessenvironmentinChina13A2 Marketanalysisofsanitarysystem36A3 Marketanalysisofpipingsystem67B StrategyevaluationandSales Marketing80B1 Strategyevaluation8
3、1B1 1Corporatestrategyanalysis82B1 2Productstrategyevaluation89B2 Sales Marketing91B2 1RetailchannelGSHA95B2 2ProjectchannelGSHA103B2 3OEMchannelGDAI107B2 4Marketing110B2 5Benchmarking Kohler China 112 Content 2 Page C Financial organizationandprocessesanalysis122C1 Financialsituationanalysis123C1 1
4、GeberitShanghai124C1 2GeberitDaishan138C2 Organizationandprocesses145C2 1Organizationstructure146C2 2Managementstructure151C2 3Keyprocessanalysis157D Restructuringoptions164D1 Generaloptionsandpre selection165D2 In depthevaluation176D2 1Equitybuyout178D2 2Termination183D2 3Bankruptcy186D2 4Compariso
5、nofthealternatives190D3 Feasiblescenarios193 Acronymlist BoDCCSCJVEJVFDIFICGDAIGSHAJVKTSVGMWFOE BoardofDirectorsCompetenceCenterShanghaiCo operativeJointVentureEquityJointventureForeignDirectInvestmentForeignInvestmentCommissionGeberitFlushingTechnology Daishan Co Ltd GeberitPlumbingTechnology Shang
6、hai Co Ltd JointVentureKohlerTechnicalSpecialistViceGeneralManagerWhollyForeignOwnedEnterprises Managementsummary ChinacouldbeamarketofstrategicimportanceforGeberit sinternationalbusiness 1 ChinaisapromisingmarketforGeberit WehaveanachievablebusinesstargetofRMB200millionrevenuebyyear2005 fromwhich 1
7、30millioncomesfromsanitaryproductsand70millionisgeneratedbypipingbusiness Amongalltheproductlines tankfittings Pluviaandconcealedcisternarethetop3productlineswiththepotentialofRMB140millionor70 ofthetotalOverallChinesemacroeconomicdevelopmentisundergoingastrongmomentum Inthenext5years itisestimatedt
8、hatGDPwillgrowat7 annually thegrowthoffixedassetinvestmentwillincreaseby8 andhousingconstructionwillalsogrowby8 p a Chinesesanitarymarketismostlyaceramicmarket withanannualdemandof43millionunitsofsanitaryceramicproductsinChinain1999whichmeansthepotentialmarketofnearly2millionsetsfortankfittingsaswel
9、las2millionunitsofmediumtohighendcisternssoldinthemarket Withthegrowthinthehousingmarket Chinesesanitarymarketwillcontinueanannualgrowthof6 8 Furthermore duetotherapidincreaseofbathroomdecoration themediumtohighendsegmentofsanitaryproductswilldefinitelyleadtheindustrygrowth By2005 theshareofmediumto
10、highendsegmentwillrisefromcurrent20 to35 Marketenvironment ChinacouldbeamarketofstrategicimportanceforGeberit sinternationalbusiness 2 Asthelargestconstructionindustryintheworld ChinapresentsanimmensepotentialforGeberit spipingproducts BothHDPEandMeplapossesssignificantproductadvantagesoverthecurren
11、tlyusedChineseproducts However thesignificantpricegapcouldbeaseriousbarrierforadeepmarketpenetration ForPluvia theopportunitiesareveryattractive Presentlymorethan15roofprojects altogether700 000sqmareindifferentphasesoftheprocessofbiddingBothGeberit sconcealedcisternandPluviaroofdrainagesystemaremis
12、matchedwithChinesetraditionalindustryhabits thiscanonlybesolvedbyalong termcommitmentintheChinamarketandeffectivemarketing DuetotheChineseconsumerstraditionalmindsetthatplasticproductarelowerpriced Chantierdoesn thaveanoptimisticmarketperspectiveRightnow formostofGeberit sproducts thecompetitionisno
13、tsotough whichmeansagoldenopportunityforGeberittobecomeamarketleaderinChina ItalsomeanstimepressureforGeberit Currentlycompetitors e g GroheDAL Caroma aregearingupandwillbecomeaggressiveverysoon Marketenvironment Overall thestrategyofGeberitinChinahasnotbeenfullyachievedandsalesandmarketingarepartic
14、ularlyweak 1 Strategyandsales marketing AlthoughGSHAdevelopedastrategywhenfounded thestrategicobjectivestopenetrateintotheChinesemarkethaven tbeenachieved currentstrategyisunfocusedThevisionofGSHAisnotcommunicatedwithintheorganization norisitimplementedIncomparison GDAI sstrategyisgoingintherightdir
15、ectionandisintheprocessofbeingimplemented Theystillhaveproblemstosolve suchasslowmarketresponsiveness poorcustomerunderstandingetc ThecorecompetenceofGeberitEuropestandsforadvancedtechnology premiumqualityandbrand excellentpre and aftersalesservices ThishasnotallbeentransferredtoGeberitChinaCurrentp
16、roductportfolioofsellingChantier Duofixandpublicproductsisunbalanced Strategicfocusshouldbeonconcealedcistern tankfittingsandPluviaandHDPEAstosalesandmarketingoperations GSHAhasnoclearstrategyindevelopingdistributionnetwork Overall thestrategyofGeberitinChinahasnotbeenfullyachievedandsalesandmarketingareparticularlyweak 2 Strategyandsales marketing Geberit sproductsaresoldthrough3channels retailsalesandprojectsalesthroughdistributors andOEMGeberitlacksclearplanningofretailnetworkdevelopmentandha
