普华永道工具库Project Gold Workshop V.pptVIP

6/30/03 16:01 Project Gold Workshop Project Gold Workshop Draft Report14 July 2003 Agenda Agenda Session one 9:00 – 13:00 The four provinces Workshop overview Structure of discussion The original scope of our work was to look at the acquisition opportunities available in the four provinces identified. This will be the focus of the morning session. However, in assessing these opportunities we also need to consider how to make the acquisitions work. We will therefore also consider what kind of organisation structure is necessary for success, and what support the parent organisations need to give to support the achievement of the strategic objectives Dimensioning levels of success Storylines – (This is not a slide for the pack. These are not stories to tell loudly on the surface of the presentation, but implicitly) Heinikin through HAKB has been in China ?? years, using a certain model. So have other breweries. There are many variables or factors in the models. These variables and factors have determined the difference in outcomes for the different brewers. These are the same factors and variables which Heinikin plans to reform in order to achieve the stated strategic objectives. They include: 1) How the FI role is played; 2) Associations (including EJV, regulatory, channel, investor); 3) Assets– How they are acquired and managed, including manufacturing, logistic, brand, and government support Planning a strategy and executing successfully in China requires immediate improvement of some things that are within Heinikin’s own control—1) strong and resilient alignment of interests and commitments in the parent corporation; 2) commitment to learning about the fundamentals and KSFs of building FMCG business in China; 3) adequate forward resourcing of quality advisors to accelerate learning and help manage complex market risks; 4) creating an HQ and local business governance structure that is agile and responsive to change This moment in China – Transitions c