罗兰贝格--geberit中国的策略流程再造b(编辑修改稿)

罗兰贝格--geberit中国的策略流程再造b(编辑修改稿)内容摘要：

only you promote Geberit as a leading plumbing technology provider, it doesn‗t matter with whom you are bined to sell  ‖ — another regional sales manager of Geberit ―In selecting Swell, Geberit has made a mistake. As a leading premium brand, Geberit should go for Laufen, Duravit etc.  ‖ — one distributor in Shanghai ―Given the stock shortage of Europeimported wallhung toilets and lack of ceramic ourselves, we don‗t have many options. With the aid of Swell, we could increase market influence.  ‖ — one distributor in Sichuan Example Example: Duofix 103 Project channel GSHA 104 The core process of Geberit project sales consists of four main steps that Geberit should follow Steps Project initiation Project design Project construction/ installation/decoration Project pletion and ongoing Process Project owner and developer obtain government39。 s approval and set conditions, project scope etc. Design institute run for project design bidding. If successful, design institute then work out the design drawing including engineering drawing of waste drainage system and roof drainage system Construction panies run for project construction bidding. The winner will carry out the construction and installation work. The following work is to be finished by decoration pany Project is approved and qualification license will be issued. Next step is ongoing maintenance Ownership Project owner and developer Design institute Construction pany Decoration pany • Project approval related institutions • Distributor and Geberit (after sales services) Geberit Sell in stage1) Decision maker Influencer • Piping • Duofix • Project owner or developer • Design institute • Public products • Chantier • Project owner or developer • Installation pany • Decoration pany 1): The earlier to get in, the more opportunities Geberit will have to win the tender Phase I Phase II Phase III Phase IV 105 A number of bottlenecks do exist hindering project sales business, with Duofix and piping system in particular Current bottlenecks to project sales • Application and installation is not in the same line with current industry habits (Duofix) • Lack of industrial standard for siphonic roof drainage system (Pluvia and HDPE) • Inpetence of application and services department personnel both in terms of technical knowledge and technical support • Both distributors and sales staff lack technical knowledge and product knowhow to carry out the business • Poor management mitment on Pluvia business Application and installation standard Technical petence Product knowhow Management mitment 106 The fact that both staff and distributor lack technical knowhow and receive poor technical support from GSHA application and services department leads to difficulties in selling Pluvia ―Geberit‗s technical engineers can‗t even answer my questions. How can I handover big project to these inexperienced people  ‖ — one design architect in Xian, Northwest China ―I feel very disappointed with application and services department of GSHA. I have spent more than thirty thousand RMB on buildingup relationship, and I lost the tender just because XX couldn‗t give design drawing to architect on time ‖ — one distributor of Geberit in Nanjing , Jiangsu province ―I have never seen a pany who refused doing such kind of big business. I don‗t understand  ‖ — one distributor in Shenzhen, South China ―Frankly speaking, I don‗t understand Pluvia and personally I do think it will be difficult for me to be in charge of Pluvia selling  ‖ — one sales staff in South region Example Example: Pluvia 107 OEM channel GDAI 108 Typical OEM sales channel falls into four phases Phase I Phase II Phase III Phase IV Process Targeting of clients Account peration Sellin Aftersales service Ownership Geberit Geberit Geberit Geberit Content • Targeting market segment • Selected client focus • Understand deeply customers‗ needs • Acquisition • Customization • Technical support . – Product development • Pricing • Warranty • Ongoing technical support 109 There are a number of factors hampering current sales operations of GDAI Current problems • Do not understand clearly customers‗ needs • Unsatisfactory product development/customisation • Slow market responsiveness。