SHA-4309-03690-08-15a.pptVIP

SHA-4309-03690-08-15a.PPT-x Strategic re-engineering of Geberit China– Interim report –Geberit International AGShanghai, Oct. 22nd, 2000 Content (1) Page Management Summary 5 A. Market environment 12 A1. Macro business environment in China 13 A2. Market analysis of sanitary system 36 A3. Market analysis of piping system 67 B. Strategy evaluation and Sales Marketing 80 B1. Strategy evaluation 81 B1.1 Corporate strategy analysis 82 B1.2 Product strategy evaluation 89 B2. Sales Marketing 91 B2.1 Retail channel GSHA 95 B2.2 Project channel GSHA 103 B2.3 OEM channel GDAI 107 B2.4 Marketing 110 B2.5 Benchmarking: Kohler (China) 112 Content (2) Page C. Financial, organization and processes analysis 122 C1. Financial situation analysis 123 C1.1 Geberit Shanghai 124 C1.2 Geberit Daishan 138 C2. Organization and processes 145 C2.1 Organization structure 146 C2.2 Management structure 151 C2.3 Key process analysis 157 D. Restructuring options 164 D1. General options and pre-selection 165 D2. In-depth evaluation 176 D2.1 Equity buyout 178 D2.2 Termination 183 D2.3 Bankruptcy 186 D2.4 Comparison of the alternatives 190 D3. Feasible scenarios 193 Management summary China could be a market of strategic importance for Geberit’s international business(1) China could be a market of strategic importance for Geberit’s international business(2) Overall, the strategy of Geberit in China has not been fully achieved and sales and marketing are particularly weak(1) Overall, the strategy of Geberit in China has not been fully achieved and sales and marketing are particularly weak(2) Financials, organization and processes The GM of GSHA lacks leadership. His management style is self-centered. It is widely perceived that he does not trust the local staff. His personality is not accepted by employees. As a result, there is no motivating corporate culture, no trust between management team and staff, no motivation and commitment among the staff and high staff turnover. ( e.g.