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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 GeberitInternationalAG Content 1 Page ManagementSummary5A Marketenvironment12A1 MacrobusinessenvironmentinChina13A2 Marketanalysisofsanitarysystem36A3 Marketanalysisofpipingsystem67B StrategyevaluationandSales Marketing80B1 Strategyevaluation81B1 1Corporatestrategy
3、analysis82B1 2Productstrategyevaluation89B2 Sales Marketing91B2 1RetailchannelGSHA95B2 2ProjectchannelGSHA103B2 3OEMchannelGDAI107B2 4Marketing110B2 5Benchmarking Kohler China 112 Content 2 Page C Financial organizationandprocessesanalysis122C1 Financialsituationanalysis123C1 1GeberitShanghai124C1 2
4、GeberitDaishan138C2 Organizationandprocesses145C2 1Organizationstructure146C2 2Managementstructure151C2 3Keyprocessanalysis157D Restructuringoptions164D1 Generaloptionsandpre selection165D2 In depthevaluation176D2 1Equitybuyout178D2 2Termination183D2 3Bankruptcy186D2 4Comparisonofthealternatives190D
5、3 Feasiblescenarios193 Acronymlist BoDCCSCJVEJVFDIFICGDAIGSHAJVKTSVGMWFOE BoardofDirectorsCompetenceCenterShanghaiCo operativeJointVentureEquityJointventureForeignDirectInvestmentForeignInvestmentCommissionGeberitFlushingTechnology Daishan Co Ltd GeberitPlumbingTechnology Shanghai Co Ltd JointVentur
6、eKohlerTechnicalSpecialistViceGeneralManagerWhollyForeignOwnedEnterprises SHA 4309 03690 08 15a PPT x Managementsummary ChinacouldbeamarketofstrategicimportanceforGeberit sinternationalbusiness 1 ChinaisapromisingmarketforGeberit WehaveanachievablebusinesstargetofRMB200millionrevenuebyyear2005 fromw
7、hich 130millioncomesfromsanitaryproductsand70millionisgeneratedbypipingbusiness Amongalltheproductlines tankfittings Pluviaandconcealedcisternarethetop3productlineswiththepotentialofRMB140millionor70 ofthetotalOverallChinesemacroeconomicdevelopmentisundergoingastrongmomentum Inthenext5years itisesti
8、matedthatGDPwillgrowat7 annually thegrowthoffixedassetinvestmentwillincreaseby8 andhousingconstructionwillalsogrowby8 p a Chinesesanitarymarketismostlyaceramicmarket withanannualdemandof43millionunitsofsanitaryceramicproductsinChinain1999whichmeansthepotentialmarketofnearly2millionsetsfortankfitting
9、saswellas2millionunitsofmediumtohighendcisternssoldinthemarket Withthegrowthinthehousingmarket Chinesesanitarymarketwillcontinueanannualgrowthof6 8 Furthermore duetotherapidincreaseofbathroomdecoration themediumtohighendsegmentofsanitaryproductswilldefinitelyleadtheindustrygrowth By2005 theshareofme
10、diumtohighendsegmentwillrisefromcurrent20 to35 Marketenvironment ChinacouldbeamarketofstrategicimportanceforGeberit sinternationalbusiness 2 Asthelargestconstructionindustryintheworld ChinapresentsanimmensepotentialforGeberit spipingproducts BothHDPEandMeplapossesssignificantproductadvantagesoverthe
11、currentlyusedChineseproducts However thesignificantpricegapcouldbeaseriousbarrierforadeepmarketpenetration ForPluvia theopportunitiesareveryattractive Presentlymorethan15roofprojects altogether700 000sqmareindifferentphasesoftheprocessofbiddingBothGeberit sconcealedcisternandPluviaroofdrainagesystem
12、aremismatchedwithChinesetraditionalindustryhabits thiscanonlybesolvedbyalong termcommitmentintheChinamarketandeffectivemarketing DuetotheChineseconsumerstraditionalmindsetthatplasticproductarelowerpriced Chantierdoesn thaveanoptimisticmarketperspectiveRightnow formostofGeberit sproducts thecompetiti
13、onisnotsotough whichmeansagoldenopportunityforGeberittobecomeamarketleaderinChina ItalsomeanstimepressureforGeberit Currentlycompetitors e g GroheDAL Caroma aregearingupandwillbecomeaggressiveverysoon Marketenvironment Overall thestrategyofGeberitinChinahasnotbeenfullyachievedandsalesandmarketingare
14、particularlyweak 1 Strategyandsales marketing AlthoughGSHAdevelopedastrategywhenfounded thestrategicobjectivestopenetrateintotheChinesemarkethaven tbeenachieved currentstrategyisunfocusedThevisionofGSHAisnotcommunicatedwithintheorganization norisitimplementedIncomparison GDAI sstrategyisgoingintheri
15、ghtdirectionandisintheprocessofbeingimplemented Theystillhaveproblemstosolve suchasslowmarketresponsiveness poorcustomerunderstandingetc ThecorecompetenceofGeberitEuropestandsforadvancedtechnology premiumqualityandbrand excellentpre and aftersalesservices ThishasnotallbeentransferredtoGeberitChinaCu
16、rrentproductportfolioofsellingChantier Duofixandpublicproductsisunbalanced Strategicfocusshouldbeonconcealedcistern tankfittingsandPluviaandHDPEAstosalesandmarketingoperations GSHAhasnoclearstrategyindevelopingdistributionnetwork Overall thestrategyofGeberitinChinahasnotbeenfullyachievedandsalesandmarketingareparticularlyweak 2 Strategyandsales marketing Geberit sproductsaresoldthrough3channels retailsalesandprojectsalesthroughdistributors andOEMGeberitlacksclearplanningofretailnetworkdevelopmen
