营销组合策略--德国某航空公司成功创新案例分析PPT课件.ppt

Turn-around of Lufthansa German AirlinesMumber：杨溯静溯静王小朦王小朦吴夙意吴夙意胡胡倩倩1RestructuringRestructuringrolandberger罗兰贝格：世界领先的国际咨询公司罗兰贝格管理咨询公司成立于1967年，目前在全球处于领先地位。罗兰贝格在全球35个国家设有47家分支机构，共有2500多名员工，并在国际各大主要市场成功运作。罗兰贝格管理咨询公司是一家独立咨询机构，由近220名合伙人共同所有。友情提示：友情提示：rolandberger这个个词在在PPT里面有提到，怕同学理解上有困里面有提到，怕同学理解上有困难，以下是，以下是对这个的介个的介绍2RestructuringRestructuring The starting point3RestructuringRestructuringThe critical economic situation of Lufthansa in 1991 and 1992 demanded radi-cal and lasting measures to guarantee the companys future competitivenessSince 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-sizingrestructuringrebuildingCasestudy4RestructuringRestructuringThe three-stage competitiveness program addressed critical short-term prob-lems first before tackling deeper restructuring CasestudyThree-stageprogramcapacity reductionsworkforce shrinkagecost-cuttingDown-sizingstructural innovationprocess innovationRestructuringstrategic innovationmarketing innovationRebuilding5RestructuringRestructuringThe down-sizing and restructuring stages unfolded in three phasesCasestudyPhaseIII:ProcessoptimizationFocus:Continuing service-andefficiency-improvementsMeans:Clear orientation towards criticalsuccess-factors,creation of employee commitmentthrough further decentralization and business reengineeringPhaseII:NewstructureFocus: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 ensure survivalMeans:an evenly spread cost reduction program in all departmentsPhaseI:Turn-arounddown-sizingrestructuring6RestructuringRestructuring A radical turn-around was the first priority7RestructuringRestructuringTurn-around phase I was marked by short-term cost-cutting and a retreat from unprofitable marketsCasestudy-20%Numberofstaff-10%Numberofplanesinoperation-14%NumberofroutesTurn-aroundPhaseIConsultantInputEvaluation of route networkCoaching of top-management for personnel reductionIdentification of other short term cost-cutting opportunitiesCostreductionof400Mio.US$achievedin19938RestructuringRestructuringThe results of the turn-around phase:costs fell and productivity roseCasestudy31%-15%EmployeeProductivity1992-1994(TKO/employee)Unitcosts1992-1994(DM/TKO)However,furthercostre-ductionswerenecessarytoguaranteefuturesurvival9RestructuringRestructuring Designing a new corporate structure was the next step10RestructuringRestructuringThe most important goals in the restructuring phase were:Build units which are smaller,better manageable and closer to the marketSegment the organization into business units which reflect market needs and can be benchmarkedAchieve balance responsibilities among the business unitsBuild clear customer-supplier relationships within the company,the performance of which can be benchmarkedAchieve a competitive cost structureForce constant internal and external benchmarkingCasestudy11RestructuringRestructuringPhase II was marked by a market-oriented restructuring of the entire groupCasestudyTurn-aroundPhaseII:Market-andprocess-orientedrestructuringConsultantInputCreating and evaluation organizational alternativesImplementation of customer supplierrelations between business areasRestructuring and redimensioningofthenewbusinessareasIdentification of additionalsavingspotentialsCostreductionof250Mio.US$Airline XOutsourcedfunctionsTechnicalCargoITNMar-ketingSalesOpera-tionsplan-ningFlightOpera-tionsGroundSer-vicesCent-ralFunc-tionsAirline XTech-nicalMar-ketingSalesFinan-cePerson-nelStra-tegy/Con-trollingFlightOpera-tions=outsourced or outsourcing planned“Old”Structure“New”Structure12RestructuringRestructuringThe new structure was selected according to six criteriaCasestudyProcess-and client-orientationDelegation of competence andresponsibilityIncreased trans-parency of resultsand accomplish-mentsPotential for mergersand alliancesIncreasing flexibilityand responsivenessPossibility for addi-tional thirdpartybusinessNewstructure13RestructuringRestructuringThe new structure entailed significantly less complexity,making the company easier to manage effectivelyCasestudyTech-nicalCargoAGSys-temsGmbHLufthansaAGOldStructureCentralfunc-tionsMarke-tingTech-nicalCargoGroundSer-vicesFlightOpera-tionsSys-temsLufthansaAGNewstructureCentralfunc-tionsOperationsMarketingoutsourcedEmployeesRevenuesSource:Lufthansa,199640.30016billionDM23.75013.41010.4004.4501.0002.320338542014RestructuringRestructuringThe project was carried out through intensive communication with manage-ment,employees and the unionsCasestudyManagementEmployeesUnionsExecutive boardLeadership committeeBusiness unit managementfrequent face-to-face-meetingsTVDAGWorks councilsMany face-to-face meetings15RestructuringRestructuring Phase III achieved wide-ranging process redesign and innovation16RestructuringRestructuringThe aim of phase III was to improve competitive differentiation and turnover/market-share as well as to achieve further substantial cost reductionsCaseStudyPhase1Clear cost cuttingPhase2Improved customer orientationthroughoutsourcingPhase3Customer focus not only on business unit level,but also on process-levelincreased turnover/through process based improvement of reaction-times and innovative strengthCost-reduc-tionsCompetitivedifferentiation/marketimpact17RestructuringRestructuringRoland Berger&Partner was heavily involved in designing and implementa-ting Phase III at LufthansaCasestudyPhaseIIIObjectivesPhaseIIScopeConsultantInputIntensification and anchoring of the new market orientation by carrying the structural innovations over to the process levelReengineeringofmultiplepro-cesses:Network Management/Marketing Processes:SchedulingPricingYield ManagementOperations Processes:Production/Operations PlanningGround ServicesFlight OperatorsService ProcessesService developmentService deliveryLine maintenanceNetwork management Cargo:hubbing conceptscorporate planning&controllingIntensive trainingof20clientreengineering-teamsWorkshops and methodologicalsupport for running reenginee-ring projects as well as projectmanagementConducting of worldwidebench-marking exercises in the aviation industryPhaseIIIisstillrunningatthistime.ProjectedsavingsofUS$300-500millionp.a.afterprojectcompletion18RestructuringRestructuringThe Lufthansa Redesign Projects have already delivered significant results,and the savings potential will continue to rise in coming years,with approxi-mately 75%coming from revenue increasesCasestudy*measured only until middle of 1996Source:LufthansaAfter1999,savings/revenueincreasesexpectedtototal$300-500millionp.a.Savings(Mio.DM)71,5215,0236,0197,025%75%25%75%25%75%25,0 costreduction46,5 reve-nue im-provment19RestructuringRestructuringAnalysis of the key processes at Lufthansa identified high revenue-improve-ment and cost-reduction potentials through greater market orientationCasestudyProcessImprovementmethodPotentialPlanning and steering(marketing)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 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 coordination20RestructuringRestructuringProcess innovation at Lufthansa occurred in five sub-phasesCasestudyStatus-quoprocessanalysisDesignofnewprocessImplementationIdentificationofrelevantprocessesAnchoringthenewprocesses12345Identification of core processes(process-client and process-productTwo selection criteria:Is there 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 culture21RestructuringRestructuringThanku4urattention.!Thanku4urattention.!22RestructuringRestructuring