营销组合策略--德国某航空公司成功创新案例分析.pptx
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1、Appendix:Roland Berger & Partner success story: Turn-around of Lufthansa German Airlines- 1 -LH case study: The starting point- 2 -The critical economic situation of Lufthansa in 1991 and 1992 demanded radi-cal and lasting measures to guarantee the companys future competitivenessSince 1990 the opera
2、tion 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-sizingrestructuringrebuildingCase
3、study3The three-stage competitiveness program addressed critical short-term prob-lems first before tackling deeper restructuring Case studyThree-stage programcapacity reductionsworkforce shrinkagecost-cuttingDown-sizingstructural innovationprocess innovationRestructuringstrategic innovationmarketing
4、 innovationRebuilding4The down-sizing and restructuring stages unfolded in three phasesCase studyPhase III:ProcessoptimizationFocus: Continuing service-andefficiency-improvementsMeans: Clear orientation towards criticalsuccess-factors, creation of employee commitmentthrough further decentralization
5、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 ensure survivalMeans: an evenly sprea
6、d cost reduction program in all departmentsPhase I: Turn-arounddown-sizingrestructuring5LH case study: A radical turn-around was the first priority- 6 -Turn-around phase I was marked by short-term cost-cutting and a retreat from unprofitable marketsCase study-20 %Number ofstaff-10 %Number of planes
7、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 19937The results of the turn-around phase: costs f
8、ell and productivity roseCase study-20-1001020304031 %-15 %Employee Productivity1992-1994(TKO/employee)Unit costs 1992-1994(DM/TKO)However, further cost re-ductions were necessaryto guarantee futuresurvival8LH case study: Designing a new corporate structure was the next step- 9 -The most important g
9、oals 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 relation
10、ships within the company, the performance of which can be benchmarkedAchieve a competitive cost structureForce constant internal and external benchmarkingCase study10Phase II was marked by a market-oriented restructuring of the entire groupCase studyTurn-around Phase II: Market- and process-oriented
11、 restructuringConsultant InputCreating and evaluation organizational alternativesImplementation of customer supplier relations between business areasRestructuring and redimensioning of the new business areasIdentification of additional savings potentialsCost reduction of 250 Mio. US $ Airline XOutso
12、urcedfunctionsTechnicalCargoITNMar-ketingSalesOpera-tionsplan-ningFlightOpera-tionsGroundSer-vicesCent-ralFunc-tionsAirline XTech-nicalMar-ketingSalesFinan-cePerson-nelStra-tegy/Con-trollingFlightOpera-tions= outsourced or outsourcing planned“Old”Structure“New”Structure11The new structure was select
13、ed according to six criteriaCase studyProcess- and client-orientationDelegation of competence andresponsibilityIncreased trans-parency of resultsand accomplish-mentsPotential for mergersand alliancesIncreasing flexibilityand responsivenessPossibility for addi-tional thirdpartybusinessNewstructure12T
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- 关 键 词:
- 营销 组合 策略 德国 航空公司 成功 创新 案例 分析
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