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1、SHA-4309-03690-08-15a.PPT-x,Content (1)Page,Management Summary5 A.Market environment 12 A1.Macro business environment in China13 A2. Market analysis of sanitary system 36 A3. Market analysis of piping system 67 B.Strategy evaluation and Sales & Marketing80 B1.Strategy evaluation81 B1.1Corporate stra
2、tegy analysis82 B1.2Product strategy evaluation89 B2.Sales & Marketing91 B2.1Retail channel GSHA95 B2.2Project channel GSHA103 B2.3OEM channel GDAI107 B2.4Marketing110 B2.5Benchmarking: Kohler (China)112,SHA-4309-03690-08-15a.PPT-x,Content (2)Page,C.Financial, organization and processes analysis122
3、C1.Financial situation analysis123 C1.1Geberit Shanghai124 C1.2Geberit Daishan138 C2.Organization and processes145 C2.1Organization structure146 C2.2Management structure151 C2.3Key process analysis157 D.Restructuring options164 D1.General options and pre-selection165 D2.In-depth evaluation176 D2.1Eq
4、uity buyout178 D2.2Termination183 D2.3Bankruptcy186 D2.4Comparison of the alternatives190 D3.Feasible scenarios 193,SHA-4309-03690-08-15a.PPT-x,Acronym list,BoD CCS CJV EJV FDI FIC GDAI GSHA JV KTS VGM WFOE,Board of Directors Competence Center Shanghai Co-operative Joint Venture Equity Joint venture
5、 Foreign Direct Investment Foreign Investment Commission Geberit Flushing Technology (Daishan) Co. Ltd. Geberit Plumbing Technology (Shanghai) Co. Ltd. Joint Venture Kohler Technical Specialist Vice General Manager Wholly Foreign Owned Enterprises,SHA-4309-03690-08-15a.PPT-x,Management summary,SHA-4
6、309-03690-08-15a.PPT-x,China could be a market of strategic importance for Geberits international business(1),China is a promising market for Geberit. We have an achievable business target of RMB 200 million revenue by year 2005, from which, 130 million comes from sanitary products and 70 million is
7、 generated by piping business. Among all the product lines, tank fittings, Pluvia and concealed cistern are the top 3 product lines with the potential of RMB 140 million or 70% of the total Overall Chinese macro economic development is undergoing a strong momentum. In the next 5 years, it is estimat
8、ed that GDP will grow at 7% annually, the growth of fixed asset investment will increase by 8%, and housing construction will also grow by 8% p.a. Chinese sanitary market is mostly a ceramic market, with an annual demand of 43 million units of sanitary ceramic products in China in 1999 which means t
9、he potential market of nearly 2 million sets for tank fittings as well as 2 million units of medium to high end cisterns sold in the market. With the growth in the housing market, Chinese sanitary market will continue an annual growth of 68%. Furthermore, due to the rapid increase of bathroom decora
10、tion, the medium to high end segment of sanitary products will definitely lead the industry growth. By 2005, the share of medium to high end segment will rise from current 20% to 35%,Market environment,SHA-4309-03690-08-15a.PPT-x,China could be a market of strategic importance for Geberits internati
11、onal business(2),As the largest construction industry in the world, China presents an immense potential for Geberits piping products. Both HDPE and Mepla possess significant product advantages over the currently used Chinese products. However, the significant price gap could be a serious barrier for
12、 a deep market penetration. For Pluvia, the opportunities are very attractive. Presently more than 15 roof projects, altogether 700,000 sqm are in different phases of the process of bidding Both Geberits concealed cistern and Pluvia roof drainage system are mismatched with Chinese traditional indust
13、ry habits, this can only be solved by a long-term commitment in the China market and effective marketing. Due to the Chinese consumers traditional mindset that plastic product are lower priced, Chantier doesnt have an optimistic market perspective Right now, for most of Geberits products, the compet
14、ition is not so tough, which means a golden opportunity for Geberit to become a market leader in China. It also means time pressure for Geberit. Currently competitors (e.g. Grohe DAL, Caroma) are gearing up and will become aggressive very soon,Market environment,SHA-4309-03690-08-15a.PPT-x,Overall,
15、the strategy of Geberit in China has not been fully achieved and sales and marketing are particularly weak(1),Strategy and sales & marketing,Although GSHA developed a strategy when founded, the strategic objectives to penetrate into the Chinese market havent been achieved-current strategy is unfocus
16、ed The vision of GSHA is not communicated within the organization, nor is it implemented In comparison, GDAIs strategy is going in the right direction and is in the process of being implemented, They still have problems to solve, such as slow market responsiveness, poor customer understanding etc. The core competence of Geberit Europe stands for advanced technology, premium quality and brand, excellent pre-and-after sales services. This has not all been transferred to Geberit China Current
