笔意资迅策划类(ppt119)(1)

nSolutiontoproblem3Solutiontoproblem1Solutiontoproblem2Solutiontoproblem4ChinaisamarketofgreatpotentialforGeberitFavorablemacro-economicenvironmentRB&Pexpectsasalesrevenueofmorethan150millionforGeberitChinabyyear20051):EconomistIntelligenceUnit–Drivenbycontinuedstrongfixedinvestmentgrowth,therealannualGDPgrowthwillbemaintainedatabove7%Productconcept&standard–Brandnewproductconcept–Newindustrystandardsandregulationsarecomingouttoreplaceormodifytheoldones–Businessopportunitiesforconcealedcisternwillbegeneratedbecauseoffat-growingmediumtohighendsanitarymarket•FirstmoveradvantagePromisingmarketforconcealedcisternEncouragingmarketpotentialforpipingproducts–Constructionindustrywillundergoastrongannualgrowthrateof8%,whichpresentspotentialforGeberit’spipingproductsAsashort-termcash-cow,morepublicproductsareexpectedtobesoleincontributingtotheearlybreakeven•Projectsellingonly•Purelyimport•Doesn’ttakeupmuchcorporatecapacity•Highunitprice•HighprofitmarginShort-termsales-uppotential•StrongSwissbrandwithoriginalimportconcept•Currentsalesofpublicproductsaccountfor38%ofGeberitgrosssalesturnoverSource:Geberit,RB&PanalysisLong-termprospect–Themarketsizeforpublicproductsitselfislimitedandshrinking–Limitednumberoftargetedhigh-endhotelsandbuildingsforGeberit–Manycompetitorswithintheindustry–Lackofone-setsolution–Combinedsellingapproachisbecomingdifficult(e.g.KohlertowhomGeberitusedtoprovideelectronicproducesandsellinprojectshaslauncheditsownelectronicproducts–MarketsizeforGeberitpublicproductsislimitedBooz-Balltablesshouldbecleanandorganized,allofthesamecolor,andindividualcirclesshouldnotbetoolargeBreadthandDepthofFunctionalityStrengthofArchitectureAbilitytoSupportEaseofImplementationOverallStrengthofSolutionACNielsenInformationResources,Inc.KenosiaInteractiveEdgeDemantraMercariRW3TechGraphTitle,TimePeriodSubtitleHighLowKey:Stackedbargraph61010241561010241535712857914101341060102030405060708090CategoryACategoryBCategoryCCategoryDCategoryEColumn1Column2Column3Column4Column52135408454AxisTitleAxisTitleTitle,TimePeriodSubtitle100%stackedbargraph61010241561010241535712857914101341060%10%20%30%40%50%60%70%80%90%100%CategoryACategoryBCategoryCCategoryDCategoryEAxisTitleAxisTitleTitle,TimePeriodSubtitleColumn1Column2Column3Column4Column5KeyStackedcolumngraph61010152461010152435781257910141346100102030405060708090CategoryACategoryBCategoryCCategoryDCategoryE2135408454CAGR1995-1999Totalxx%AxisLabelAxisLabelDataset5xx%Dataset4xx%Dataset3xx%Dataset2xx%Dataset1xx%Title,TimePeriodSubtitle100%stackedcolumngraph61010152461010152435781257910141346100%10%20%30%40%50%60%70%80%90%100%CategoryACategoryBCategoryCCategoryDCategoryEAxisLabelAxisLabelCAGR1995-1999Dataset5xx%Dataset4xx%Dataset3xx%Dataset2xx%Dataset1xx%Title,TimePeriodSubtitleWaterfallchart,doublestep20202020202020140140020406080100120140ABCDEFGHIAxisTitleAxisTitleTitle,TimePeriodSubtitleDataset1Dataset2Tornadochart:back-to-backbargraphsAxisTitle1518212426280102030CategoryACategoryBCategoryCCategoryDCategoryFAxisTitleCategoryE1518212426280102030Title,TimePeriodSubtitleTornadochart:horizontalstackedchartAxisTitle0.860.780.600.380.180.120.040.160.840.500.601.060.210.180.350.240.00.51.01.52.02.53.0CategoryACategoryBCategoryCCategoryDCategoryECategoryFCategoryGCategoryHTitle,TimePeriodSubtitleCombinationlineandcolumngraph:dual-axis01020304050EastWestNorthSouth020406080100120140160AxisTitleAxisTitleDataset1Dataset2AxisTitleTitle,TimePeriodSubtitleAreagraph:datalabelsinsideClientCompetitor1Competitor2Competitor302040608010012019951996199719981999E2000E2001E2002EAxisLabelAxisLabelTitle,TimePeriodSubtitlePiegraph:labelsonoutsideCategoryB41%CategoryC26%CategoryD15%CategoryE11%CategoryF7%Title,TimePeriodTotal=xxmillionOrderthepiecesfromlargesttosmallest,unlesssomeotherorderislogicallymoreappropriate.Ingeneral,theangleofthefirstsliceshouldbesettozerodegrees.InitialProjectTimeline(InWeeks)Ganttchart/timelinediagramActivities12345678RefineApproachDevelopHypothesesConductMarketscapeScansInterviews&InternalAssessmentIdentifyBusinessModelOpportunitiesDevelopOpportunityProfilesDevelopPathForwardKeyMilestonesTimeline3rdQuarter,1998Stockholdersvotetodonatemoneytocharity2ndQuarter,2000MillennialriotsandY2KbugcausemarketshutdownStartupsgoonsaleandCompanycollects$200millioninbailout19981999200020011stQuarter,1998Companypostsnetprofitof$20Mfor19972ndQuarter,1999BillGatesinitiateshostiletakeoverofcompanyCompanydevelopspieinfacestrategy4thQuarter,2001“20AcresandaDigitalSuperhighway”programwinsstockblue-chipstatus2002ChartTitleIfCompanyleveragesprofitstoenternewmarkets,itcouldemergeasanindustryleaderby2002.Porter’sfiveforcesThreatofNewEntrantsThreatofSubstitutesBargainingPowerofSuppliersBargainingPowerofBuyersIndustryRivalryThreeinterlockingcirclesLabel1Label2Label3LabelALabelBLabelCNote:Youcancheck“Semi-transparent”inthe“MoreFillColors”dialogboxtocreatetheoverlappingcoloreffect(usedontheLabelA,B,Csection).Four-piecepuzzle(assembled)Focusingonrevenue/profitabilityorientedbusinessmodelshavesignificanti