Century legend of a brand, how to create new glories? Move the China's largest beer group development strategy to achieve the fulcrum of transition, what is it?
Qingdao Beer strategic changes
Supply Chain Management SCM as a new enterprise management information systems, often ERP, CRM linked to people's impression is a pure information technology aspects of things, and corporate growth, development strategy, what relationship? It is how to support enterprises of Qingdao Beer Group's strategic transformation of services?
Qingdao Beer Group's import supply chain to understand the background to help us understand the reasons within. Qingdao Beer Group, frequently from 97 shots in the second half of the capital mergers, from the output of less than 40 million tons, sales and production areas concentrated in Qingdao, a regional production and distribution business, with just less than three years to annex the country the more than 40 breweries.
The result is quick span of Tsingtao beer to become the largest production enterprise, production and sales distribution of the country. But in July 2000, Jin Zhiguo (current president of Tsingtao beer) when the team took over Tsingtao, Qingdao Beer has not enough capacity to do the expanded capital. Tsingtao is not the peak in 2000 after, it caught up in a very difficult state?
Both figures illustrate the answer is no, the first, the success of Tsingtao in 2003 in the form of convertible bonds in order to attract the world's largest beer group AB (Budweiser) Group 182 million U.S. dollars in strategic investments, Tsingtao's H share higher than the A-share market, Tsingtao is now the leader to lead the H shares. Second, Qingdao Beer 40 million from 2000 profits of 426 million achieved in 2003 net profit. No major expansion in the case of mergers, Tsingtao is how to do such a big change?
In fact, this is the strategic transformation of Tsingtao, the result of the introduction of supply chain management. Tsingtao introduction of supply chain management, ERP is by no means as simple as the introduction of information technology, but there is a profound and strategic level. The strategic development of the transformation is summed up in one sentence to the development model.
Growth and development
Business growth and development model which the difference? Tsingtao's success is not on the current reform of Chinese enterprises has universal significance?
Tsingtao's expansion in the year 2000 is entirely capitalized, to go through the capital operation of the incremental expansion of capital development. It is also that China's economic development model of the past 20 years. By increasing investment in fixed assets to generate new value added content, this is the result of the adverse consequences of an overheated economy, enterprises are rapidly fatten. This model has a specific early start in the economic sense, can make rapid economic output bigger, firm size has grown rapidly. However, expansion of certain economies of scale, the efficiency and output of the actual existence of a turning point, the capitalization of income to the marginal benefit of decreasing. Tsingtao Brewery's development is also evident verify the problem.
First, the extension of the expansion to internal integration
Growth and development of the first difference is the Qingdao Beer Group before taking the outward expansion method, is emphasized outreach expansion, strong emphasis on incremental capital investment. As the resources and production capacity of enterprise is related to the potential capacity output is the ideal corporate resources, but few companies are now able to fully achieve the potential production capacity. Potential production capacity is actually less of your total opportunity cost of capital, is your total capital if the number available for other capital gains. Now the domestic industry's average profit is about 30%. Simply do not reach the capital should have output capacity, so the actual capacity is less than potential production capacity.
Qingdao beer after three years, actual production capacity is constantly close to the potential production capacity. This is no expansion in the capital, where the total capital-output and net profit turned in a 6-fold reason. 2001, Tsingtao Beer Group, is an important slogan proposed that the capital investment from the simple transfer of the stock of mining.
To increase the effectiveness of internal integration must. A business can do much depends on three criteria, the first is the product capacity, the second product market there is room for a third the capacity of how strong integration of resources, the three are interrelated, each other a complete system. The actual existence of domestic enterprises have the ability to integrate external resources the problem of weak, the expansion of high risk. Merger to take into account local government policies, corporate culture, business model, quality factors such as enterprise employees, the successful merger is expected to achieve the purpose of business is minimal. Tsingtao acquisition of many businesses also have various problems, such as workers change which technological improvement of production, brand integration, and so on, and some bad business benefits continued to close out the cost is also high, and some inconsistencies in the manufacturing technique must invest heavily in technological transformation and equipment modified to produce the main brand Tsingtao.
Second, the capital M to the external acts of collaboration
Collaborative supply chain management is the greatest value, enterprise development, growth patterns, or whether the development model, eventually reach a collaborative mode. Coordination to reduce transaction costs, enhance the value of collaborative creation, collaboration to create the industry's market position.
Capital acquisitions by the external to internal trading transactions to reduce transaction costs, optimize resource allocation and production costs. But this growth pattern is not the whole and the internal behavior of the coordination is can not reach the desired result.
Conduct collaborative management by creating a set of well coordinated to achieve the standards of conduct transactions cost control, resource optimization and management integration. This advanced virtual enterprise business model, the actual behavior is a collaborative management model outside.
Tsingtao current external integration is an act to go the road of integration. Capital acquisition is a simple process, but the real difficulty is to buy the plant or company What is the purpose? Want to control behavior, to achieve internal coordination, but bought a factory does not mean that naturally control his behavior. If you can not control his production and sales of the meaning of that merger gone, and give yourself a lot of baggage.
Wal-Mart is the world's seventh largest economic entity, the world's largest supply chain, sales, bigger than many countries GDP. All of his Wal-Mart suppliers are specified under the standard production coordination. He did not plant, but the actual production plants than those with better control of the Group. As Nestle, Adidas, no self-built factory, but the behavior of all the plants under his control. Although they do not bear the risk of capital plant, and factories are all related to business practices within their control.
Domestic brands are in the real Wal-Mart, Nestle, the direction of the enterprise development and so on, by the behavior of capital controls to control the path of integration of external collaborative behavior; growth trend from simple acquisition of control of behavior, which is increased to development of the core differences.
Third, strengthen the control of stock resources
Under globalization, the competitiveness of Chinese enterprises in there? Product strength, planning ability, cost, sales force? We believe that the cost is still the general advantage of strengths and advantages of channel sales. Channel is the transfer of goods to the Chinese enterprises the main way to the end consumer, channel control, channel information management, channel capacity to face up to promote the development of changes.
Channel model, including supply procurement channels - the core business - distribution channels - the end consumer, the food and household appliance industries, the channel model is in fact a speaker model. Transparent supply chain information is not accurate, will be amplified during transmission channel is usually the bullwhip effect.
Qingdao Beer was the face of this classic effect, Qingdao beer supply is relatively simple, the raw material is mainly barley and hops, daily supplies including packaging materials, like cardboard boxes, bottle caps, labels. But the back is very complex and diversified consumer terminals, determines the distribution network complexity. Beer in bars, restaurants end consumer, you can buy household consumption, the actual is not terminal for the king, but is a channel for the king. So diversified sales model, channel organization of his decision to keep the zoom. Qingdao beer with him one dealer, two distributors, terminal sales staff, said one million sales force is not off.
Channel organization is growing, the organization continues to expand the node, but the members of the control channel does? Most companies are faced with rising sales and profits in the case of no increase in sales is rooted in control weakened.
Promotional costs such as the market completely out of control, resulting in the loss of business each year would be difficult to count. Costs of public goods, primarily through promotional channels to relocate to consumers. Buy one get one free, open bottle of prizes are to do business through the channel, but the marketing costs are not really into the market then? Estimated 50 percent of the promotional costs of all channels were missing, some are a wholesaler away, and some are secondary wholesalers and took them, and some branches away, and plenty of sales manager and took them Only 50 percent less than the cost to the market, and that 50% do not achieve the desired effect, businesses do not know.
The essence of these problems growing external resources, and effective output, but less; outside the organization expanded, but the external control over the organization continued to decline. Qingdao beer face this problem, other mass consumer packaged goods also face this problem, companies must respond to the strategy is to develop from the growth is the core of existing resources must be effectively managed. In the context of this strategy and found that supply chain management is very important to achieve a strategic transformation of the means of implementation.
Supply chain management and enterprise transformation strategy
Based on these growth and development of the model, the supply chain to support the company's strategic transformation of it? Success of the Tsingtao Brewery and abroad empirical study of supply chain enterprises, we can say that the. Enterprises and is the most powerful support of strategic transformation, from a strategic, managerial, technical level it was.
First, cross-enterprise collaborative management strategy
What is supply chain management? The current market competition is actually the chain and that chain competition, rather than business to business competition with your partners and all partners and competitors, the competition. Supply chain management is the coordination of external resources, external resources, the management of collaborative standards.
Strategic Supply chain management is to introduce strategic management tool to the external resources to conduct collaborative management. Now many companies are relying on supply chain success. Lenovo plans put forward three years ago, sales from 20 billion to 50 billion, but still remain in place today. Because dell here, but dell's model is the supply chain. Dell has no manufacturing, and no core technology, which is by the supply chain model to create value.渚涘簲閾剧鐞嗘槸涓?瀹屾暣鐨勬垬鐣ョ鐞嗘?鎯筹紝鍦ㄦ笭閬撻鍩熷埄鐢ㄤ緵搴旈摼绠＄悊锛屼笉鏄?杩囧璧勬湰鐨勫苟璐?鏄?杩囧绠＄悊鐨勪竴浣撳寲锛屽氨鏄涓氬姟琛屼负鐨勪竴浣撳寲瀹炵幇鍩轰簬鎴樼暐鐨勪緵搴旈摼绠＄悊銆?br />
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浜屻?鍗忓悓涓氬姟鏍囧噯绠＄悊
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聽聽聽 涓夈?澶栧寘绉熺敤鐨凷CM骞冲彴
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聽聽聽 渚涘簲閾剧殑鍗忓悓棰勬祴鏄熀浜庡瑙掕壊鍗忓悓鐨勶紝鍩轰簬澶氬彉閲忕殑鏉ヨ繘琛岀殑銆傞攢鍞噺棰勬祴鏄拰淇冮攢璁″垝銆佺敓浜у巶鐨勮祫婧愯兘鍔涖?娓犻亾缁忛攢鍟嗙殑娓犻亾璧勯噾鍜屽簱瀛樿兘鍔涚洿鎺ョ浉鍏崇殑锛岃?闂存帴鍥犵礌灏辨洿澶氫簡銆傚彧鏈夊熀浜庡鍙橀噺鐨勮仈鍚堥娴嬶紝鎵嶈兘瀹炵幇涓婚娴嬫暟鎹殑鍑嗙‘銆?br />
聽聽聽 浜屻?鍗忓悓浜у搧绠＄悊
聽聽聽 浼犵粺椋熷搧琛屼笟鐨勪骇鍝佺鐞嗗疄闄呬笂鏄潪甯歌鍔ㄧ殑锛屽浜у搧鐨勫簱瀛樸?娓犻亾搴撳瓨淇℃伅鎺屾彙涓嶅強鏃躲?涓嶅噯纭?涓嶇湡瀹炴槸澶氭暟椋熷搧浼佷笟鐨勫ご鐤奸棶棰樸?鑰屽鑺傛?鍐茶揣鍐查噺闂涔熸槸澶氭暟鍟ら厭浼佷笟閬囧埌杩囩殑锛屼竴鍒版湀搴曞緢澶氱粡閿?晢灏辨潵杩愯揣锛岃揣涓?嫋鍑哄幓锛岄攢鍞儏鍐佃〃鐜伴渶姹傚姞澶х敓浜э紝鐢熶骇鍘傜殑鑰佹?灏辫刀绱ч噰璐紝鎵╁ぇ涓嬫湀鐨勭敓浜ц鍒掞紝鏈?悗鍗村彂鐜版槸涓亣璞°?璐у苟娌℃湁閿?敭鍒扮粓绔紝鍙槸缁忛攢鍟嗕负浜嗗畬鎴愪换鍔￠泦涓湪鏈堝簳鍐查噺銆備絾鏄墿澶х敓浜у嵈瀵艰嚧浜嗗師鏂欏簱瀛橈紝瀵艰嚧浜嗕緵搴斿晢搴撳瓨鐨勫鍔狅紝鏈?悗瀵艰嚧鏄庢樉鐨勭墰闉晥搴斻?
聽聽聽 鑰屼緵搴旈摼绠＄悊涓婂幓鍚庢儏鍐靛彂鐢熸槑鏄剧殑杞彉锛屼竴绾ф壒鍙戝晢鍜屼簩绾ф壒鍙戝晢鐨勫簱瀛樼鐞嗗湪骞冲彴涓婂叏閮ㄦ竻妤氬彲鏌ャ?浜у搧鍦ㄦ笭閬撲笂鏄惁娴侀?涓嬪幓锛屼骇鍝佸湪娓犻亾鐨勯偅涓幆鑺傚彈闃诲洡绉垨缂鸿揣閮藉彲浠ュ湪骞冲彴涓婂彲瑙嗗寲鐨勬竻鏅版樉绀恒?
聽聽聽 涓夈?鍗忓悓璁㈠崟绠＄悊
聽聽聽 鐩墠闈掑矝鍟ら厭鍗庡崡浜嬩笟閮?0锛呯殑涓氬姟璁㈠崟绠＄悊瀹屽叏鍩轰簬骞冲彴瀹炵幇銆傝鍗曠鐞嗗疄闄呮槸浼佷笟涓氬姟鍗忓悓鐨勫熀纭?拰鏍稿績鎵?湪銆傛垜浠浼佷笟涓庝紒涓氱殑鍗忓悓鍖呮嫭寰堝琛屼负鐨勫崗鍚岋紝浣嗘槸渚涘簲閾句笉鑳界鍒版墍鏈夎涓虹殑鍗忓悓銆傜鐞嗙殑鏈川灏辨槸鎶婅涓虹畝鍗曞寲锛岀鐞嗙殑绠?崟涓嶇瓑浜庣矖閫犱笉绛変簬鏃犵煡锛岃?鏄涓氬姟闂鐨勬竻鏅板垎鏋愬涓氬姟鏈川鐨勬妸鎻°?
聽聽聽 渚涘簲閾句笂杩欎箞澶氱殑鍗忓悓琛屼负锛屽埌搴曢偅涓涓烘槸鏍稿績鐜妭锛熸槸璁㈠崟锛屽洜涓鸿鍗曟兜鐩栦簡鍗忓悓琛屼负鐨勬渶涓昏鐨勮绱犮?鍟嗕笟濂戠害瀹為檯涓婃槸璁㈠崟鏉ヤ綋鐜扮殑锛屽浜庣粡閿?晢鐨勪俊鐢ㄧ鐞嗘槸閫氳繃璁㈠崟绉疮鏉ュ疄鐜扮殑锛屼环鏍兼斂绛栨槸閫氳繃璁㈠崟鏉ヤ綋鐜扮殑锛屼績閿?斂绛栦篃鏄?杩囪鍗曟潵浣撶幇鐨勶紝鐗╂祦鐨勮蛋鍚戜篃鏄?杩囪鍗曟潵浣撶幇鐨勩?
聽聽聽 鍥涖?绮剧‘鍙帶鐨勮垂鐢ㄧ鐞?br />
聽聽聽 闈掑暏闆嗗洟浜у搧浣滀负鏃ュ父蹇?娑堣垂鍝侊紝淇冮攢绛栫暐鍜屼績閿?姏搴︾殑澶у皬寰堝ぇ绋嬪害鍐冲畾浜嗛攢鍞殑杩涘睍銆傝?鐩墠闈掑矝鍟ら厭涓庣粡閿?晢涔嬮棿鍙戠敓绾犺憶鏈?鐨勫氨鍦ㄤ笌瀵逛績閿?垂鐢ㄧ殑瀵瑰笎銆佹姤閿?笂銆傞潚鍟ゅ疄琛屼績閿?垂鐢ㄨ窡浜у搧璧扮殑鏀跨瓥锛屽緢澶氳垂鐢ㄦ敮鍑哄埌娓犻亾2绾с?3绾у悗灏遍毦浠ユ帶鍒躲?鑰屼緵搴旈摼鏈夋晥鐨勪績閿?垂鐢ㄧ鐞嗙瓥鐣ヤ娇淇冮攢璐圭敤绠＄悊鐨勫舰鎴愰棴鐜紝闈掑暏鍙互瀵硅垂鐢ㄧ殑棰勭畻銆佺敵鎶ャ?浣跨敤銆佹姤閿?繘琛屽叏绋嬬殑鎺у埗锛屽叧娉ㄧ偣鍦ㄤ笁涓叧閿鍩熶笂锛岀洰鐨勮幏寰楀璐圭敤鐨勬礊瀵燂紝鎻愰珮缁忛攢鍟嗙鐞嗗拰娓犻亾鑳藉姏鐨勬帉鎺у姏銆?br />
聽聽聽 鍏ㄧ▼淇冮攢璐圭敤淇℃伅閫忔槑锛屾牳蹇冧紒涓氫綔涓鸿垂鐢ㄧ殑鏀嚭鑰呭娓犻亾鍚勭骇淇冮攢璐圭敤淇℃伅杩涜鍏ㄧ▼鐩戞帶锛屼緵搴旈摼涓婂悇绾х粡閿?晢瀵逛績閿?垂鐢ㄨ繘琛屽熀浜庤鑹茬殑鏌ヨ锛涗紒涓氬浜庝績閿?垂鐢ㄦ湁浜嗘礊瀵熷姏锛屽缓绔嬭妭绾﹀鏍搞?瀹¤鍜屼紭鍏堟潈椤圭洰鏉ョ鐞嗚垂鐢紝鏇村杩欐牱鐨勯」鐩皢涓撴敞浜庡彂灞曠粡閿?晢绛栫暐锛岄噸鏂拌璁℃祦绋嬩互鍒╃敤涓?嚧鐨勪緵搴旈摼涓婂悎浣滀紮浼寸瓥鐣ワ紱鏉滅粷娓犻亾淇冮攢璐圭敤闈炶鍒欐敮鍑猴紝鍔犲己鏍稿績浼佷笟鐨勪績閿?垂鐢ㄦ敮鍑虹鐞嗐?
聽聽聽 鎴愭湰涓庡埄娑︾鐞嗗垎寮?紝淇冮攢璐圭敤浣滀负浼佷笟娓犻亾鎴愭湰鏀嚭锛屽拰鍟嗗搧閿?敭璐ф瀹屽叏鍒嗙锛屼娇寰椾紒涓氫笌缁忛攢鍟嗙殑瀵瑰笎鍑忓皯涓嶅繀瑕佺殑娣蜂贡銆傛垚鏈拰鍒╂鼎绠＄悊鐨勫垎绂伙紝浣垮緱浼佷笟鐨勭粡钀ョ洰鐨勫拰瀹炵幇鎵嬫鏇村姞鏈夋晥銆?br />
聽聽聽 浜斻?娓犻亾璧勬簮鐨勭疮绉?br />
聽聽聽 鍦ㄩ攢鍞鐞嗗拰渚涘簲閾剧鐞嗕笂锛屾洿閲嶈鐨勬槸涓?簺涓嶅彲璺ㄨ秺鐨勫熀纭?鐞嗭紝浣嗘槸寰堝浼佷笟鎭版伆蹇界暐浜嗚繖涓?偣銆傚熀纭?鐞嗕笉閲嶈锛屾瘮濡傛湁寰堝ソ鐨勫競鍦虹瓥鍒掞紝浣嗘槸涓?壒銆佷簩鎵广?缁堢绠＄悊涓嶅埌浣嶆槸娌℃湁鐢ㄧ殑銆傛笭閬撶殑缁勭粐缁撴瀯锛屾笭閬撲笂绠＄悊浜哄憳鐨勫熀鏈俊鎭紝杩欎簺鍩虹淇℃伅鍦ㄥ钩鍙颁笂寰楀埌绠＄悊锛屽舰鎴愬巻鍙茬殑鏁版嵁绉疮銆?br />
聽聽聽 涓氬姟鍛樼鐞嗙郴缁熸洿鏄娇寰楅攢鍞伐浣滅敱绮楁斁鏃犳硶绠＄悊鏃犳硶閲忓寲鑰冩牳锛岃蛋鍚戠瀛︾殑绠＄悊銆傞潚鍟ょ殑涓氬姟鍛樼鐞嗗彧绠＄悊鍒颁竴鎵癸紝鐜板湪瑕佹眰涓氬姟鍛樼鐞嗗埌浜岀骇鎵瑰彂鍟嗭紝绠＄悊鍒扮粓绔?涓氬姟鍛樼鐞嗘柟寮忎笂瀹炶绉诲姩绠＄悊锛岄?杩囨墜鏈烘潵瀹炵幇閿?敭宸ヤ綔鐨勭洃鎺ф満鍒躲?
聽聽聽 娓犻亾鐨勪俊鎭紝淇冮攢鏀跨瓥閫氳繃骞冲彴浠ョЩ鍔ㄧ殑鏂瑰紡鍚屾椂鍙戦?缁欎簩绾ф壒鍙戝晢銆傛笭閬撹祫婧愮殑绱Н锛岄兘杞寲鎴愬彲瀹炴柦鐨勫伐浣滄祦绋嬨?渚涘簲杩炵鐞嗗钩鍙板氨鏄竴涓浐鍖栫殑鎵ц鍔涚殑宸ュ叿銆傝鍒掔殑鍗忓悓鏄湁瑙勮寖鐨勶紝璁㈠崟鐨勫崗鍚屼篃鏄鑼冪殑锛屼績閿?垂鐢ㄧ殑瀹℃壒涔熸槸鏈夎鑼冪殑锛屾湁浜嗚鑼冪殑宸ヤ綔娴佺▼锛岃瀹氱殑鏃堕棿瑕佹眰锛屽涓氬姟绠＄悊浜哄憳鐨勫伐浣滄湁浜嗘湁鏁堢殑绾︽潫銆?br />
聽聽聽 闈掑矝鍟ら厭鏄腑鍥介潪甯稿吀鍨嬪ぇ鍨嬩紒涓氾紝浠栧湪鍙戝睍涓亣鍒扮殑闂锛屼篃鏄洰鍓嶅鏁板揩閫熸秷璐瑰搧琛屼笟锛屼箖鑷冲ぇ浼楁秷璐瑰搧琛屼笟鐨勪紒涓氶潰涓寸殑鍏稿瀷闂銆傞潚宀涘暏閰掔殑鎴愬姛锛屾槸浠ｈ〃涓?鏂扮殑浼佷笟鍙戝睍鐞嗗康鐨勬垚鍔燂紝鑰屼笖寤虹珛鍦ㄤ緵搴旈摼绠＄悊骞冲彴杩欎釜鏀偣涓婂崗鍚岀鐞嗙殑鎴愬姛銆?br />
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