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1、Appendix:Roland Berger&Partner success story:Turn-around of Lufthansa German Airlines-1-RestructuringLH case study:The starting point-2-RestructuringThe critical economic situation of Lufthansa in 1991 and 1992 demanded radi-cal and lasting measures to guarantee the companys future competitivenessSi
2、nce 1990 the operation profits had been negative and had continued to worsenThe intensity of competition and extreme cost pressure were increasing in the aviation industryThe Lufthansa board therefore decided on a radical,three-stage program to guarantee future competitiveness:down-sizingrestructuri
3、ngrebuildingCase study3RestructuringThe three-stage competitiveness program addressed critical short-term prob-lems first before tackling deeper restructuring Case studyThree-stage programcapacity reductionsworkforce shrinkagecost-cuttingDown-sizingstructural innovationprocess innovationRestructurin
4、gstrategic innovationmarketing innovationRebuilding4RestructuringThe down-sizing and restructuring stages unfolded in three phasesCase studyPhase III:ProcessoptimizationFocus:Continuing service-andefficiency-improvementsMeans:Clear orientation towards criticalsuccess-factors,creation of employee com
5、mitmentthrough further decentralization and business reengineeringPhase II:New structureFocus:Increased market orientation throughout the entire value chain,Cultural ChangeMeans:New structure with focus on entrepreneurship and internal customer supplier-relations Focus:Short term cost-cutting to ens
6、ure survivalMeans:an evenly spread cost reduction program in all departmentsPhase I:Turn-arounddown-sizingrestructuring5RestructuringLH case study:A radical turn-around was the first priority-6-RestructuringTurn-around phase I was marked by short-term cost-cutting and a retreat from unprofitable mar
7、ketsCase study-20%Number ofstaff-10%Number of planes in operation-14%Number of routesTurn-around Phase IConsultant InputEvaluation of route networkCoaching of top-management for personnel reductionIdentification of other short term cost-cutting opportunitiesCost reduction of 400 Mio.US$achieved in 1
8、9937RestructuringThe results of the turn-around phase:costs fell and productivity roseCase study31%-15%Employee Productivity1992-1994(TKO/employee)Unit costs 1992-1994(DM/TKO)However,further cost re-ductions were necessaryto guarantee futuresurvival8RestructuringLH case study:Designing a new corpora
9、te structure was the next step-9-RestructuringThe most important goals in the restructuring phase were:Build units which are smaller,better manageable and closer to the marketSegment the organization into business units which reflect market needs and can be benchmarkedAchieve balance responsibilitie
10、s among the business unitsBuild clear customer-supplier relationships within the company,the performance of which can be benchmarkedAchieve a competitive cost structureForce constant internal and external benchmarkingCase study10RestructuringPhase II was marked by a market-oriented restructuring of
11、the entire groupCase studyTurn-around Phase II:Market-and process-oriented restructuringConsultant InputCreating and evaluation organizational alternativesImplementation of customer supplier relations between business areasRestructuring and redimensioning of the new business areasIdentification of a
12、dditional savings potentialsCost reduction of 250 Mio.US$Airline XOutsourcedfunctionsTechnicalCargoITNMar-ketingSalesOpera-tionsplan-ningFlightOpera-tionsGroundSer-vicesCent-ralFunc-tionsAirline XTech-nicalMar-ketingSalesFinan-cePerson-nelStra-tegy/Con-trollingFlightOpera-tions=outsourced or outsour
13、cing planned“Old”Structure“New”Structure11RestructuringThe new structure was selected according to six criteriaCase studyProcess-and client-orientationDelegation of competence andresponsibilityIncreased trans-parency of resultsand accomplish-mentsPotential for mergersand alliancesIncreasing flexibil
14、ityand responsivenessPossibility for addi-tional thirdpartybusinessNewstructure12RestructuringThe new structure entailed significantly less complexity,making the company easier to manage effectivelyCase studyTech-nicalCargoAGSys-temsGmbHLufthansa AGOld StructureCentralfunc-tionsMarke-tingTech-nicalC
15、argoGroundSer-vicesFlightOpera-tionsSys-temsLufthansa AGNew structureCentralfunc-tionsOperationsMarketingoutsourcedEmployeesRevenuesSource:Lufthansa,1996 40.300 16 billion DM23.750 13.41010.4004.4501.000 2.320 3385 42013RestructuringThe project was carried out through intensive communication with ma
16、nage-ment,employees and the unionsCase studyManagementEmployeesUnionsExecutive boardLeadership committeeBusiness unit managementfrequent face-to-face-meetingsTVDAGWorks councilsMany face-to-face meetings14RestructuringLH case study:Phase III achieved wide-ranging process redesign and innovation-15-R
17、estructuringThe aim of phase III was to improve competitive differentiation and turnover/market-share as well as to achieve further substantial cost reductionsCase StudyPhase 1Clear cost cuttingPhase 2Improved customer orientationthrough outsourcingPhase 3Customer focus not only on business unit lev
18、el,but also on process-levelincreased turnover/through process based improvement of reaction-times and innovative strengthCost-reduc-tionsCompetitivedifferentiation/market impact16RestructuringRoland Berger&Partner was heavily involved in designing and implementa-ting Phase III at LufthansaCase stud
19、yPhase IIIObjectivesPhase IIScopeConsultant InputIntensification and anchoring of the new market orientation by carrying the structural innovations over to the process levelReengineering of multiple pro-cesses:Network Management/Marketing Processes:SchedulingPricingYield ManagementOperations Process
20、es:Production/Operations PlanningGround ServicesFlight OperatorsService ProcessesService developmentService deliveryLine maintenanceNetwork management Cargo:hubbing conceptscorporate planning&controllingIntensive training of 20 client reengineering-teamsWorkshops and methodological support for runni
21、ng reenginee-ring projects as well as project managementConducting of worldwide bench-marking exercises in the aviation industryPhase III is still running at this time.Projected savings of US$300-500 million p.a.after project completion17RestructuringThe Lufthansa Redesign Projects have already deli
22、vered significant results,and the savings potential will continue to rise in coming years,with approxi-mately 75%coming from revenue increasesCase study*measured only until middle of 1996Source:LufthansaAfter 1999,savings/revenue increasesexpected to total$300-500 million p.a.Savings(Mio.DM)71,5215,
23、0236,0197,025%75%25%75%25%75%25,0 costreduction46,5 reve-nue im-provment18RestructuringAnalysis of the key processes at Lufthansa identified high revenue-improve-ment and cost-reduction potentials through greater market orientationCase studyProcessImprovement methodPotentialPlanning and steering(mar
24、keting)Yield managementPricingCentral resource planning and controlling11 other processes with high im-provement potential were also identifiedReduction of planning expense by more effective steeringImproved prognoses and greater market transparencyFaster reaction-time in price-set-tingCoordination
25、of resource planning according to long-term cost-reduc-tionHigh revenue potential through centralized network steeringHigh revenue potential through more precise steeringHigh revenue potential through better reaction to market develop-mentCost-savings potential through better coordination19Restructu
26、ringProcess innovation at Lufthansa occurred in five sub-phasesCase studyStatus-quo process analysisDesign of new processImplementationIdentification of relevant processesAnchoring the newprocesses12345Identification of core processes(process-client and process-productTwo selection criteria:Is there
27、 a need for improvement?Would improve-ments bring signifi-cant competitive ad-vantages?Process-mappingAnalysis of process deficits and causesBest-practice bench-markingBrain-storming of new process formsdetailed development:ObjectivesProcess flowsInfo flowsProcess controllingImplementation of immediate measuresCommunication of im-plementation planInstallation of IT-infra-structureEmployee trainingCreation of necessary organizational unitsDevelopment of a con-trolling system to measure successAnchoring the process-orientation in the corpo-rate culture20Restructuring