烟草会议中欧讲稿.pptVIP

William A. Fischer Dimensions of Transformation Speed Fast Slow Scope Broad Narrow Doing Different Things Doing the Same Things Better Turnaround Transformation Reengineering Continuous Improvement Source: Tom Vollmann 第三十一页，共四十二页。 William A. Fischer and, changing the businesses we do 第三十二页，共四十二页。 William A. Fischer Industry Restructuring as Value Migration Market Value is a measure of the power of a business design to create and capture value. Adrian J. Slywotzky Customers make choices based on their priorities. Those choices develop potential value for the businesses from which they buy. At any given time, the pattern of those choices allocates value to various business designs. As customers?priorities change and new designs present customers with new options, they make new choices. They reallocate value. These changing priorities, and the way in which they interact with new competitors?offerings, are what trigger, enable, or facilitate the Value Migration process. Adrian J. Slywotzky 第三十三页，共四十二页。 William A. Fischer Value Migration today in China?.. The firms that are winning in the China market are those that control their value-chains, especially down-stream from manufacturing! Building brands makes the difference in competing on factors other than price: brand customer service requires value-chain discipline. National brands are being built today, as in the past, by value-chain control. 第三十四页，共四十二页。 William A. Fischer in China, value migration results in ... Focusing solely on transport costs may ignore 75% of the distribution costs. In China, nearly 2/3 of distribution costs comes in product loss damage, and the associated inventory costs. Customer service accounts receivable both benefit from value-chain control. Business China 12/07/98 第三十五页，共四十二页。 William A. Fischer Industry Restructuring Value Migration Value Migration is not new. Value migrated away Ford抯 vertically integrated, single-car-focused business design toward GM抯 price-laddered b