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ImplementationSupportforGeberitChina–Proposal–GeberitChinaShanghai,December6th,2000RolandBerger&PartnerGmbH–InternationalManagementConsultantsBarcelona–Beijing–Berlin–Brussels–Bucharest–Budapest–BuenosAires–Delhi–Detroit–DüsseldorfFrankfurt–Hamburg–Kiev–KualaLumpur–Lisbon–London–Madrid–Milan–Moscow–MunichNewYork–Paris–Prague–Riga–Rome–SãoPaulo–Shanghai–Stuttgart–Tokyo–Vienna–ZurichContentsPageA.Projectbackgroundandobjectives3B.Contents,scopeandmethodology4C.Projectorganization6D.Timeschedule6E.Consultingfee7F.Termsofpayment7G.Confidentiality7-2-A.ProjectbackgroundandobjectivesRolandBerger(Shanghai)InternationalManagementConsultantsLtd(here-afterreferedtoasRolandBerger)hasconducteda3-month-projectcommencingfromAugust,2000forGeberit.InthisprojectRolandBergerreviewedGeberit’scurrentbusinessoperationinChinaanddevelopedaconcepttorestructureGeberit’stwooperations(GSHA&GDAI)inordertoachievetheturnaroundby2002.Thecornerstonesoftherestructuringconceptinclude:NegotiationforterminationofJVtoturnGSHAintoWFOE(viabuyoutwithobligationtotakeoverLidaemployeesbytheChinesepartner)ProductionstopinShanghaifor2~3yearsClosureofNingbooffice,transferofoperationtoShanghaiReorganization/mergerofoperationsOptimizationofproductportfolioRestructuringofsalesorganizationinto3businessunits(channel-orientation)Massivedownsizing(from285to126employees)Reductionofexpatriatesfrom8to3ReviewofDaquin2~3years,considerationofShanghaiasproductionlocationforfittingBreakevenbytheendof2002Inordertospeeduptherestructuringprocess,RolandBergerisaskedtosupportGeberitintheimmediateimplementation.SincethekeyissuesoftherestructuringdependtoalargeextentontheoutcomeofthenegotiationwiththeChinesepartner,theprojectproposedhereisfocusedontherestructuringoftheMarketing&Salesfunctionwhichneedstobereorganizedratherindependentlyofthenegotiation.Thus,thekeyobjectivesare:Tofine-tunethenewstructureoftheMarketing&SalesfunctionconsistingofthreechannelbasedbusinessunitsforOEM,pipingandsanitaryproductsTodesignthesalesprocessesforthepipingandsanitarybusinessunitsTodevelopthereportingandcontrollingsystemforthethreesalesbusinessunitsToformulatethejobdescriptionofthekeypositionsofMarketing&SalesTodevelopaperformancebasedsalarysystemforMarketing&SalesToevaluatetheexistingdistributorsinShanghai,GuangzhouandBeijingandidentifypotentialnewdistributors.Basedonthese,recommendationforGeberittostrengthenthedistributornetworkistobeworkedoutTosupportGeberitinthenegotiationwiththeChinesepartneronanon-demandbase-3-B.Contents,scopeandmethodologyRolandBergerproposestostructuretheprojectinto3fields:1.Marketing&Salesrestructuring2.Distributorassessment3.On-goingnegotiationsupport1.Marketing&SalesrestructuringProcessesinMarketing&SalesBasedontheorganizationalframeworkdescribedinthefinalreport,RolandBergerwillfinalizetheorganizationalrestructureforMarketing&SalesjointlywithGeberit.Thereafter,thedetailedsalesprocessesforthepipingandsanitarybusinessunitswillbedesigned.RolandBergerwillfocusonthekeyprocessesofMarketing&Sales,including:AcquisitionofnewdistributorIdentificationofpotentialprojectsSellingprocessMonitoringofdistributorperformanceProjectimplementation(orderfulfillment)After-salesserviceReviewofprojectcompletedPerformanceassessmentofsalespersonnelReportingandcontrollingsyst...