-,1,-,Klicken Sie,um das Format des Titel-Masters zu bearbeiten.,Nirmainterim-rpt,*,Achieving leadership in China detergent market,Project proposal,Henkel(China)Investment Co.Ltd.,Roland Berger&Partners International Management Consultants,Barcelona Beijing Berlin Brussels Bucharest Budapest Buenos Aires Delhi Detroit Dsseldorf Frankfurt Hamburg Kiev Kuala Lumpur Lisbon,London Madrid Milan Moscow Munich New York Paris Prague Riga Rome So Paulo Shanghai Stuttgart Tokyo Vienna Zurich,Nirmainterim-rpt,ContentsPage,A.Fiercecompetitionfrominternationalanddomesticplayershasimposed3,greatchallengeonHenkel,B.Toachieveturnaround,Henkelshouldadoptanaggressiveexpansionstrategy10,C.RolandBergerwillhelpdeveloptheappropriatestrategy:projectoutline12,D.Projectorganizationandtimeframe22,E.Valueoftheproject12,F.RolandBergerisabestpartnerofHenkeltoexploitChinadetergentmarket:12,selectedreference,AnnexA:Casestudy-Qiqiang32,AnnexB:Casestudy-P&G42,Nirmainterim-rpt,A.FiercecompetitionfrominternationalanddomesticplayershasimposedgreatchallengeonHenkel,Nirmainterim-rpt,Afterfastincreaseinearlier1990th,annualgrowthofChinadetergentmarkethassloweddownintheseyears,NationalmarketvolumeoflaundrydetergentinMio.tons,1993,1994,1995,1996,1997,2000*,*,Estimation,Source:ChineselightIndustryYearbook(1999),RolandBerger&Partnersanalysis,1.9,2.2,2.8,2.6,2.7,2.93.0,+8.2%,p.a.,23%,p.a.,Nirmainterim-rpt,Gross profitability of Whitecat regular powder,Overcapcity in detergent industry,Price reduction of Major brand,(RMB/Kg),Overcapacityindetergentindudstryleadstopricereductionandthusreducestheproductprofitability,Atpresent,thereareabout150manufacturesindetergentindustrywithcapacityof3.8milliontons,buttotalmarketvolumeisabout2.7milliontons,sotheutilizationrateofcapacityisabout70%,Marektentryofdetergentindustryisprettylowandthereliesalotofunregisteredfactories,Iftakingtheircapacityintoaccount,theutilizaitionratewillbefurthurreducedtoabout50%-60%,11%,1998,年,1999,年,3%,Tide,OMO,18.0,16.5,18.8,17.3,5.5,4.8,Whitecat,(regularpowder),1998,年,年,1999,年,年,Averagepricereductionofthewholeindustryis10%,Nirmainterim-rpt,Afterhavingestablishedprominentpositioninhighendmarket,P&GandUnileverbegintopenetratemiddleandlowendmarket,Marketstructureofhighend,(Price,：,：10RMB/Kg),Marketstuctureofmiddleend,(Price,：,：710RMB/Kg),Marketstructureoflowend,(Price,：,：7RMB/Kg),Proportionofhighendmarket,is11.9%,Proportionofmiddleendmarket,is31.8%,Proportionoflowendmarket,is56.3%,P&G,Others,Benckiser,Unilever,P&G,Benckiser,Others,Henkel,Henkel,Unilever,Others,Resource:ACNielsonretailingaudit1999-2000,Nirmainterim-rpt,BrandShareCompany,Tide6.0%P&G,Ariel2.2%P&G,OMO2.4%Unilever,Power281.1%Benckiser,Persil0.1%Henkel,Marketshareofinternationalplayersbrandsindifferentsegment,BrandShareCompany,GFL2.2%P&G,Panda1.9%P&G,WIPP1.0%Henkel,Tianjin1.8%Henkel,Dosia1.0%Benckiser,Back-up,Marketstuctureofmiddle end,(Price,：,：710RMB/Kg),Marketstructure of lowend,(Price,：,：10RMB/Kg),Resource:ACNielsonretailingaudit1999-2000,Nirmainterim-rpt,Nirmainterim-rpt,Althougha latecomer,Benckiserhassuccessfulpenetrated north marketwith Dosia throughwell-designedentrystrategy,Through acquiringdistributorsfromP&G,Dosia chose Liaoning province as itsinitial entry area,InHeilongjiangand Jilin province,competitorsarenot so strongasthat in other parts of China.localbrands,suchasTiantian,areindominantpositions,so Dosia chose these twoprovinceassubsequent penetration areas,CompetitionisinchoasinShandong,and distributionnetwork is notwell regulatedwith lotsofsmalldistributors/wholesalers competingwith eachother,so it is easyfor Dosia to penetratethemarket andcultivateits qualifieddisbitionchannel,Inordertoguaranteethe success,channelpenetrationisalsobackedupbystrong advertisementchampaign,MarektshareofDosiainnorthChina,Market entry design,Jan1999,Mar1999,May1999,Jul1999,Sep1999,Nov1999,Jan2000,Resource:ACNielsonretailingaudit1999-2000,Nirmainterim-rpt,Some domestic playersare alsomaking effortstoachievefast growthandnationalpresence,MarketshareofQiqiang,MarketshareofLibai,Resource:ACNielsonretailingaudit1999-2000,Nirmainterim-rpt,Fast growthsofdomesticplayersaresupported by their rural focus strategy,nationwide manufacturingnetworkanddirect sales model,Marketpenetrationstrategytakenbyfastgrowing domestic players,Ruralfocusstrategy,Nationwide manufacturingnetwork,Directsalesmodel,Ruralmarketislargebut is dominantedbyweakregionalbrands,International playershaveweak performance in rural area,Logisticcost is highindetergent industry accoutingforover10%intotalvalue,Long distance transportation in China is notoonvient,Foranewcomer,it is noteasy to getqualifiedlocaldistirbutors,Reason,Method,Result,Firstpenetrateruralmarket andtown,Afterachievingstrong perfromance in rural area,thenpenetrate cityand large county,Acquiringlocalplayersindifferentareas(Qiqiang),Signing OEMcontractswith local playersindifferent areas(GuangdongLibai),Directlyselling products to lowleveldealers or retailingoutlet,strongchannelpromotion,Avoidingcompetingwithst