营销组合策略--德国某航空公司成功创新案例分析

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1、Appendix:RolandBerger&Partnersuccessstory:Turn-aroundofLufthansaGermanAirlines-1-RestructuringLHcasestudy:Thestartingpoint-2-RestructuringThecriticaleconomicsituationofLufthansain1991and1992demandedradi-calandlastingmeasurestoguaranteethecompany’sfuturecompetitivenessSince1990theoperationp

2、rofitshadbeennegativeandhadcontinuedtoworsenTheintensityofcompetitionandextremecostpressurewereincreasingintheaviationindustryTheLufthansaboardthereforedecidedonaradical,three-stageprogramtoguaranteefuturecompetitiveness:down-sizingrestructuringrebuildingCasestudy3RestructuringThethree-stage

3、competitivenessprogramaddressedcriticalshort-termprob-lemsfirstbeforetacklingdeeperrestructuringCasestudyThree-stageprogramcapacityreductionsworkforceshrinkagecost-cuttingDown-sizingstructuralinnovationprocessinnovationRestructuringstrategicinnovationmarketinginnovationRebuilding4Restructuri

4、ngThedown-sizingandrestructuringstagesunfoldedinthreephasesCasestudyPhaseIII:ProcessoptimizationFocus:Continuingservice-andefficiency-improvementsMeans:Clearorientationtowardscriticalsuccess-factors,creationofemployeecommitmentthroughfurtherdecentralizationandbusinessreengineeringPhaseII:New

5、structureFocus:Increasedmarketorientationthroughouttheentirevaluechain,CulturalChangeMeans:Newstructurewithfocusonentrepreneurshipandinternalcustomersupplier-relationsFocus:Shorttermcost-cuttingtoensuresurvivalMeans:anevenlyspreadcostreductionprograminalldepartmentsPhaseI:Turn-arounddown-siz

6、ingrestructuring5RestructuringLHcasestudy:Aradicalturn-aroundwasthefirstpriority-6-RestructuringTurn-aroundphaseIwasmarkedbyshort-termcost-cuttingandaretreatfromunprofitablemarketsCasestudy-20%Numberofstaff-10%Numberofplanesinoperation-14%NumberofroutesTurn-aroundPhaseIConsultantInputEvaluat

7、ionofroutenetworkCoachingoftop-managementforpersonnelreductionIdentificationofothershorttermcost-cuttingopportunitiesCostreductionof400Mio.US$achievedin19937RestructuringTheresultsoftheturn-aroundphase:costsfellandproductivityroseCasestudy31%-15%Em