麦肯锡战略报告(LG)

LGElectronic010220BJ-airconditionerCopyright©2002DevelopingaWinningStrategyfortheAirConditionerBusinessinChinaFirstprogressreviewFebruary20,2001Mckinsey&CompanyCONFIDENTIALThisreportissolelyfortheuseofclientpersonnel.NopartofitmaybeCirculated,quoted,orreproducedfordistributionoutsidetheclientOrganizationwithoutpriorwrittenapprovalfromMcKinsey&Company.ThismaterialwasusedbyMcKinsey&CompanyduringanOralpresentation;itisnotacompleterecordofthediscussion.LGElectronicsTianjinAppliancesCo.McKinsey&Company1LGElectronic010220BJ-airconditionerCopyright©2002MEETINGOBJECTIVES•HighlightChina’sairconditionermarketdevelopmentandopportunitiesforLG•ReviewLG’scurrentperformanceinthemarketandimprovementopportunities•Agreeonkeydecisionstobemade•AgreeonnextstepsandworkplanforthesecondphaseMcKinsey&Company2LGElectronic010220BJ-airconditionerCopyright©2002AGENDA•Progressupdate•Marketdevelopment-Marketdemand-Tradestructure-Competition•LG’scurrentperformanceandimprovementopportunities•Nextsteps•Appendix-Keyassumptionsofdemandforecastmodel-Profilesofconsumersegmentation-ProfilesoftopA/Ccompetitors(includingprofitabilityanalysis)McKinsey&Company3LGElectronic010220BJ-airconditionerCopyright©2002THEJOINTLG/MCKINSEYTEAMHASCOMPLETEDFIRSTPHASEOFTHEPROJECTcompletedPhase1MarketdiagnosisPhase2MarketingandsalesstrategydefinitionPhase3Implementationroadmapformulation5weeks2weeks5weeks•DevelophighlevelscenariosinatopmanagementworkshopbasedoninputsofPhase1•Select2to3potentialstrategiestofostergrowthandprofitability•Developscenariosbasedonthesestrategies•Defineassessmentcriteriaforscenarios•EvaluatescenariosagainstcriteriatoselectbestoptionforLG•DiagnoseBejingsituationandcurrentactivitiesofpilotteam•Planactivitiestobetestedtoimprovesalesexecution•Launchtestactions•Marketingplantodevelopbrandpositioningtothedesiredtargetsegment•Salesanddistributionmodelstosustainthemarketingstrategy•Testedimprovementideasreadyforimplementation•Detailimplementationplan•Putinplaceresourcestoensureproperexecution•TransfermethodologyandtoolstoLGmanagement•Implementationroadmapdetailingkeyactivitiesandmilestones•LGprojectteamidentifiedtoexecutetherecommendationsKeyactivities:•Forecastpotentialmarketbysegmentthroughrefiningmarketsegmentation,understandingkeygrowthdriver,andmodelingmarketgrowth.•ConductinternaldatacollectionwithinLGE.•Developsoundunderstandingofvaluepropositionbasedonavailablemarketresearchincludingbrandingcustomersegmentation.•Developcompetitiveassessmentforair-concompetitors.•Conductinterviewwithgovernmentagenciessuppliers,distributorsandretailers.•Assesscurrentstrengthandweaknessesofmarketingsalesorganization.•Marketanalysisandforecasts•Competitoranalysis•Opportunityscan•IdentifyareasofstrategicdevelopmentEndProducts:McKinsey&Company4LGElectronic010220BJ-airconditionerCopyright©2002ALLAGREED-UPONENDPRODUCTSHAVEBEENCOMPLETEDResponsiblepersonModulesKeyendproductsStatusMckinseyLGETABranding/MarketingSegmentation•Brandpositioningstatusandrecommendations•ConsumergroupsegmentationMr.KimMr.MaoHeidiHu33•Marketdemandforecastbyregion,producttypeandcustomergroupSteveChen(JohannaHainz)3Mr.HongMr.WangMarketDemand/ForecastFrankWang(HeidiHu)Mr.Wang•Channelmixdiagnosis•ChannelKBFandchannelrecommendations•Highlevelchannelprioritization3ChannelEvolution33Mr.OhMr.QiSteveShan(JohannaHainz)•Basicinformation,financials,productportfolioandexpansionplans•Overallstrategy,especiallysalesandmarkingstrategy,includingbranding,pricing,channelmixandincentives,after-salesservicepractice•Valuechaincostanalysis•Strengthsandweaknessesandtheimplications3CompetitorProfile333•Currentorganization’sstrengthsandweaknesses•Currentprocessesandincentivesystemsstrengthsandweaknesses•HighlevelrecommendationofchangeoptionsJohannaHainz3Mr.ChoiLGETAmarketing,Salesandserviceorganization33McKinsey&Company5LGElectronic010220BJ-airconditionerCopyright©2002AGENDA•Progressupdate•Marketdevelopment-Marketdemand-Tradestructure-Competition•LG’scurrentperformanceandimprovementopportunities•Nextsteps•Appendix-KeyassumptionsofdemandforecastModel-Profilesofconsumersegmentation-ProfilesoftopA/Ccompetitors(includingprofitabilityanalysis)McKinsey&Company6LGElectronic010220BJ-airconditionerCopyright©2002FORECASTMODELAPPROACH3Forecast33IterationsBuildmodelstructureDefineapproach•Runforecastiterations-Totaldemand-Byproducttype-Bymarkettype(1sttiervs.2ndtier)•Translatedriversintomodelstructure•Definedesiredendproductsandlevelofdetail•Definekeydriversforair-conditionerdemand•Decideonkeyassumptionsdrivingdemand•Selectappropiatemethodology•Buildcorrelationbetweenpenetrationandincomepercapita•Buildmodelcurveanddeviations•Decideonbasisofstartingpointandhistoricaldataset•DecideonbenchmarkmarketssuitableforChinareferenceMcKinsey&Company7LGElectronic010220BJ-airconditionerCopyright©2002KEYASSUMPTIONS(1/2)ITEMASSUMPTIONSRATIONALE•Firsttier:Citieswhoseincomepercapitain1999wasmorethan9000RMBperyear,e.g.,Shenzhen,Guangzhou,Shanghai,Beijing•Secondtier:Citieswhoseincomepercapitain1999wasbetween5854RMB(thenationalaverageincome)and9000R