wuishan, 1 april 2005 edward burman. 欧盟对中小企业的界定 * apprentices or students...

Wuishan, 1 April 2005Wuishan, 1 April 2005

Edward Burman

欧盟对中小企业的界定

Type of company

职员数*

营业额 r or

Balance sheet

Medium

250

《 € 50m

《 € 43m

Small

50

《 € 10m

《 € 10m

Micro

10

《 € 2m

《 € 2m

Type of company

职员数*

营业额 r or

Balance sheet

Medium

250

《 € 50m

《 € 43m

Small

50

《 € 10m

《 € 10m

Micro

10

《 € 2m

《 € 2m

* Apprentices or students engaged in vocational training with apprenticeship or vocational training contracts are not included in the headcount.

中小企业是欧洲经济的发动机Günter Verheugen, Member of the European Commission Responsible for Enterprise and Industry

2 千 3 百万家中小企业

占全部企业数 99 %

提供了 7 千 5 百万个工作岗位

贡献了大量的卓越的企业家群体和创新成就

中国的中小企业

促进中小企业法 1st January 2003

Small Enterprises: 50-100Medium-Sized Enterprises: 101-500

占据国内企业总数 99.04 %

工业产值比重 75%

提供了 75% 的城市劳动力就业机会

Source: State Economic & Trade Commission (http://www.setc.gov.cn/)

中小企业的分类 (7-3-2003)

工业部门 : Medium-sized enterprises in this category should employ 300 or more people, with annual revenue and total assets exceeding RMB 30 million and 40 million respectively.

建筑业 : Medium-sized enterprises in this sector should employ 600 or more people, with annual revenue and total assets more than RMB 30 million and 40 million respectively.

批发与零售 : Medium-sized enterprises in this sector should employ 100 or more people, with annual revenue exceeding RMB 30 million.

交通运输 : Medium-sized enterprises in this sector should employ 500 or more people, with annual revenue exceeding RMB 30 million.

饭店餐饮 : Medium-sized enterprises in this sector should employ 400 or more people, with annual revenue exceeding RMB 30 million.

Source: State Economic & Trade Commission (http://www.setc.gov.cn/)

2000 年 : 一个全新的组合

潜在新同行候补者

竞争对手

供应商买家

Porter’s five forces波特的竞争 5 要素

Potentialnew entrants

Substitutes

Competitors

Suppliers Buyers

新的要素

意大利公司的特点

为什么选择意大利 ?

与中国的历史渊源 :

Giovanni da Pian del Carpini (1245) to Prato (2005)

纺织业、时装业、制鞋业、食品业 --- 享誉全球

典型的中小企业经济特征

Chinese companies in Prato

Source: http://www.comune.prato.it/immigra/cinesi/imprese/statoatt/gif/tsata1.gif

0

200

400

600

800

1000

1200

1400

1600

1800

1997 1998 1999 2000 2001 2002 2003

0

200

400

600

800

1000

1200

1400

1600

1800

1997 1998 1999 2000 2001 2002 2003

案例分析 : Wang Liping

1980-1989: 服装业的一普通员工

1989: 投资 $35,000 从事服装用织线，专供当地华人服装工厂2005: 开始销售服装用织线和缝纫机配件

营业额 2003: $720,000

利润 2003: $41,000 (+ 50% on 2002)

Why Italy?

Long historical links with China:

Giovanni da Pian del carpini to Prato

World leader in textiles, fashion, shoes and food

An SME economy

An SME economy

0

10

20

30

40

50

60

70

80

Italy UK US Finland

500+ employees

100-499 employees

20-99 employees

1-19 employees

0

10

20

30

40

50

60

70

80

Italy UK US Finland

500+ employees

100-499 employees

20-99 employees

1-19 employees

Source: Small Businesses, Job Creation and Growth, OECD, 1997

意大利中小型公司为主的经济特征

What matters most for Italians?

钱53.5%

休闲61.8%

工作72.8%

健康80.4%

朋友85.5%

家庭92.7%

意大利人的价值观

Armani;

Barilla;

Benetton;

Cerruti;

Ferrari;

Gucci;

Pirelli;

Stefanel;

Versace;

Zegna.

Source: ISTAT, 2001

Groups of small and medium enterprises

50% 意大利制造业（超过 50 名员工）企业组成集团

等量于其他国家的中型企业

Source: Monferrà, S. ‘I Gruppi di PMI’, Economia e Management, March 2000.

中小型公司组成集团

集团区域

Biella: 羊毛

Vigevano: 制鞋

Carpi: 毛织品

Prato: 纺织业

Faenza: 陶瓷业

BC

P

V

F

案例 1: 时装业

A Fashion “pole”

TV & Radio

Magazines

Sportswear

Newspapers

Hautecouture

Finance

时装业的行业圈子

Cultural factors

Economic factors

文化因素

经济因素

时装业体系

Economic factors

丝绸 :Cistercians (13th century) Florence (14th century) Renaissance (14th century)

羊毛 : Cistercians (13th century) Florence (14th century) Renaissance (14th century)

经济因素

Historical fashion firms

1881 - The Cerruti company founded in Biella;

1910 - Trussardi leather glove company founded;

1918 - Adele Fendi establishes a fur business in Rome;

1920 - Elsa Schiaparelli achieves instant success as a designer;

1923 - Salvatore Ferragamo opens a shoe store in Hollywood (1936 in Florence);

1948 - Ottavio Missoni meets wife and business partner Rosita;

1950 - Emilio Pucci opens his couture house;

1950 - Roberto Capucci opens a small atelier in Rome.

历史上的时装公司

Pitti:birth of modern Italian fashion

July 1952: 9 fashion houses and 16 producers of sports and boutique clothing showed in the White Room;

Florence: artistic heritage:

Giotto, Michelangelo, Leonardo, Botticelli

fashion:

Gucci, Emilio Pucci, Ferragamo, Dolce & Gabbana

比蒂 : 现代意大利时装业的发源地

The fashion industry in Italy today

企业数 : 80,000

雇员数 : 920,000;

营业额 : €81 billion

意大利时装业的今天

设计师8,178

展会41

杂志77

公关中介5,911

公司 80,000

Fashion as an integrated system

作为一套完整体系的时装业

Key Success Factors

Creativity and Italian designers

Flexible enterprises

High quality standards of the textile industry

成功的关键

创造性和意大利设计师

灵活的产业结构

高质量的面料行业

1. Have growth as objective把成长作为目标

Have growth as objective

2. Business idea as driver of growth

商业理念 - 成长的驱动因素

把成长作为目标

Innovativeproduct


Business idea as driver of growth

New production

method

Innovativeproduct



http://www.pastificiorana.com/ita/home.htm

跨国界的 Tortellini

1961: Giovanni Rana started to work with his brothers and sisters in the family’s bakery, which made bread, pasta and cakes.

Tortellini were produced to order: the filling was prepared on Thursday; tortellini were produced on Friday and Saturday; delivery was on Sunday.

1968: Giovanni Rana invented the first machine for making tortellini, raising production capacity from 50/60 kg a week to 10kg an hour.

2005: Pastificio Rana is the leader in the European fresh pasta market.



New means of

distribution

New production

method

Innovativeproduct



1965: Benetton established as family partnership;Business model:

production after orderscolour added after manufacturenetwork of manufacturers and entrepreneurs

1978: reorganized as a limited liability company; 1990s: 100 million garments sold worldwide; 7,000 franchisees;2005: 70% of production outsourced; only ‘critical’ phases of the production process are kept in-house: design, cut, dying, quality control & logistics;Benetton “builds” every collection starting from the targeted operating margin (average 20%) and moving backward to material used, product specifications, proposed price, etc.Big Charlie:

Benetton 行销体系

Big Charlie: 集约化物流中心120x 40m, 30,000 pieces a day

Source: Fréry, Frédéric, Benetton ou l' entreprise virtuelle, 1999

Logistics

Centre

(BigCharlie)

84 agents

450 outsourcers

7 joint ventures

13 factories7000

boutiques

Raw materials

2000 freelancedesigners

CUSTOMERS

保持家族制管理运营

Banks & Institutions

Other investors

Edizione Holding

Banks & Institutions

Other investors

Edizione Holding69%

11%

20%

Source: Benetton Group Annual Report 2004

Revenues: €1,858 million

Casualware: 84.9%

Units produced: 108 m

Employees : 6,949

Key operating data 2003Key operating data 2003 Ownership structure 2003Ownership structure 2003



3. Exploit business ideato the full

InternationalGrowth

全面挖掘商业理念背后的内容


商业理念 -成长的驱动因素

Gucci 古驰1923: Founded in Florence by Guccio Gucci;

Stores:

Rome (1938)

Milan (1951)New York (1953)London (1955)

Paris (1963)

Tokyo (1972)Hong Kong (1974)




InternationalGrowth


Brandextension



vodka 酒

Lt. Gen. Mikhail Kalashnikov, AK-47 的发明人 after being shot by German soldiers during World War II, 希望在他的枪上留下好名字

Promoters of Kalashnikov vodka, which is 82% proof, say it is “made from grain harvested in Russia and water drawn from Lake Ladoga north of St. Petersburg” and is best drunk with friends.

Source: Reuters, 22 September 2005




InternationalGrowth


Brandextension

Acquisitions



Drugstore.com

Pets.com

Alexia.com > A9.com

Amazon.com Visa

Focus relentlessly on our customers

http://www.amazon.com/exec/obidos/subst/home/redirect.html/ref=nh_gateway/103-8666554-3044603

http://www.amazon.com/exec/obidos/subst/misc/amazon-cobrand-cc/v3/marketing-from-permgraphic-step1.html/ref=b1_login_pgraph_home/103-8666554-3044603

http://a9.com/

http://www.drugstore.com/default.asp?catid=60&trx=28098



Exploit business ideato the full

4. Focus on growthand delegatemanagement




管理成长及授权管理

1980

1985

1990

1995

2000

Luxottica 品牌家族品牌 :

RaybanVogueKiller LoopRevoArnette

设计师品牌 :Anne KleinBrooks BrothersBulgariChanelJill SanderMiu MiuMoschinoPradaSergio TacchiniVersaceVersus

Quarterly Sales 1994-2003$US millions

Source: Luxottica Annual Report, 2004

清洁器

吸尘器

马达

高压泵

马达泵

清洁机

手推车

1977

发展历程

1977: Founded;

Internal and external growth by take-overs;

Largest producer of professional high pressure piston pumps in the world + professional cleaning equipment and professional and consumer high pressure washer sector; Turnover 2003: €501 million;

Employees: 2,300;

2005: Interpump Group, 19 companies & 30 factories.

成绩 2003

Source: Interpump Group Annual Report, 2004

What is brand?

产品或服务产生的无形和有形的收益全部的客户体验

The assets needed to communicate the experience:name;design;advertising;the product or service;distribution channel;reputation.

什么是品牌 ?

Star marketingSalvatore Ferragamo:

Gloria Swanson, Marilyn Monroe, Joan Collins, Lana Turner, Marlene Dietrich, KatherineHepburn, Greta Garbo, Rita Hayworth, Madonna.

Nino Cerruti:Jean-Paul Belmondo, Orson Welles, Gerard Depardieu, Michael Douglas, Sharon Stone, JackNicholson, Harrison Ford, Clint Eastwood, Sean Penn, Tom Cruise;

Valentino:Elizabeth Taylor, Jacqueline Kennedy, Farah Diba, Princess Margaret.

明星营销战略

经济价值的进步和提升

商品

产品

服务体验

“Experiencification”

“By this I mean that offerings are now increasingly designed to be linked also to the mental and symbolic processes of customers including the meaning and purpose of their value-creating activities.”

– Richard Normann, Reframing Business: When the Map Changes the Landscape, London: John Wiley, 2001.

体验价值取代了功能性价值

功能性价值

Characteristics(which enhance base values)

ModemRAM

Benefits(performance elements requested by customers)

Air MilesPortability

体验价值 :

Sensory

Emotional

Cognitive

Behavioural

Relational

案例 3: 一家成功执行以上战略的公司

Gucci 古驰1. The Family Company 家族企业

1923: Founded in Florence by Guccio Gucci;Stores:

Rome (1938)Milan (1951)

1945-1982: Second generation: Aldo and Rodolfo Gucci drive growth and internationalization;Stores:

New York (1953)London (1955)Paris (1963)Tokyo (1972)Hong Kong (1974)

1982-1987: Third generation: dispute and mismanagement.

Gucci 古驰2. A Private Equity Fund Controlled Company

1987-89 Investcorp: acquisition of all shares held by Aldo Gucci and his children;

1989-1993 Investcorp and Maurizio Gucci: 50/50 Joint Venture;

1992 Near bankruptcy: Gucci Group loses more than US$ 40 million;

1993 September Investcorp: acquisition of Maurizio Gucci’s 50% holding;

1995 October Investcorp: flotation of 49% on New York and Amsterdam stock exchanges.

一家私人基金控制的公司

Gucci 古驰3. A Public and Multi-Brand Company

1996: Sale of remaining 51% to public;

1997: Acquisition of Gucci Timepieces;

1999: Strategic Alliance with PPR;

1999-2001: Multi-brand strategy & acquisitions:Yves Saint Laurent and YSL Beauté (100%)

Sergio Rossi (70%)

Boucheron (100%)

Franchisee in Singapore, Australia and Malaysia (65%)

Ladies’ ready-to-wear licensee

Alexander McQueen (51%)

Bédat & Co. (85%)

Bottega Veneta (78.5%)

Di Modolo (100%)

Balenciaga (91%);

Stella McCartney (50%).

一家拥有多品牌的上市公司

The Gucci Business ModelGucci speaks a single voice worldwide……

…..from collections and advertising

to store format and Gucci website…….

...across all markets,

channels and

products under the

supervision of a

single Creative

Director

古驰商业模式

市场进入和发展的壁垒

Formal Barriers

Informal barriers

壁垒 1

关税

技术标准

产地证明

配额

壁垒 2

消费者负面意见当地政府、经销商、同行业的负面态度当地行业协会的负面态度

对策

Understand what the existing barriers and what are the likely barriers that might be raised in Europe and in particular in the most important European markets:

德国法国英国意大利

Formulate country-specific strategies to contain these actual and potential barriers.

1. Consumer preferences and market trends

2. Market segmentation

3. Positioning and competitive analysis

4. Distribution and retail plan

5. Entry strategy and organization

战略要点

6. Financial plan

Fashion and garment products have high symbolic content;

Correct balance of:

style – design - statuslifestyleprice – qualitytechnology of materials - practicality

Fashion factor the key element in determining purchasing dynamics and influences, with different effects, several segments: menswear, womenswear, childrenswear;

Operating in the fashion sector requires great creativity combined with flexibility and quick responses.

1. 消费者偏好与市场趋势

Consumers’ preferences are influenced by

general fashion trends

geographical features

Europe is not a single market:

linguistic and cultural differences

different lifestyles

different purchasing behaviours

different distributive models (retail patterns)

Analyse 4-5 European markets in terms of:

dimension

expenditure capability

consumption models and consumer behaviours (focus groups)

1.1 Consumer preferences and market trends

2. 市场细分程序

The way in which the market is segmented is a very important strategic decision:

each segment requires different competitive approaches

critical factors of success vary according to segments

In the garment market several combinations of variables have to be considered;

One approach is to segment the market and then position the main brands according to these variables:

price range

main wearing occasion

2. 1 European segmentation map

Business/special occasion

Citysportswear

Technicalsportswear

Activewear

Highprice

Medium/highprice

Mediumprice

Medium/lowprice

Designer brands

Industrialbrands

Sportswearbrands

Jeansbrands

Activewearbrands

3. 定位与竞争分析

Define the competitive arena, then

Identify the main competitors in each country

Analyse, for each competitor, the

price positioning

product characteristics

distribution policies

Analyse entry and launching policies of new entries

American competitors

European competitors

Asian competitors

4. 经销与零售计划

European countries have different distributive models

more assembled with large department stores (eg. UK)

more fragmented with a lot of small- and medium-size independent shops (eg. Germany and Italy)

mixture of department stores and small shops (eg. France and Spain)

Distribution choices and approaches might be:

to open monobrand shops, owned or in franchising

to enter multibrand shops

• large department stores (House of Frazer; Galerie Lafayette)

• large department stores specialized in sportswear

• small or medium stores

5. 进入战略与组织结构

Distribution approach

Acquisition

Own Distribution

CompanyDistributor

Distributor

Distributor

Show room

Agent

Agent

Agent

Brand Company

Less initial investment

More gradual entry

Costs and benefits of the two options should be taken into consideration

• Define the local company structure

• Define the local coordination and control structure

• Define the local sales structure

More initial investment

Faster entry

Distribution Company(or Third Party Distributor)

Outright Acquisition

• Define company profile and characteristics (positioning, size, capabilities)

• Define the local coordination and control structure

• Define the local sales structure

5.1 Entry Strategy and Organization

6. 财务规划

The European entry strategy should be evaluated with a financial plan that will consolidate:

The distribution plan

The organisational costs of:

the local branch

the local coordination and control structure

the local sales structure

The result will be the definition of the financial plan and of the financial needs for entering the european market.

进入战略小结

Fashion Design Entry Strategy Communication

Fashion/ Design Research1. Target trends & value

(man, woman, young)

Design of the European collection: smart & chic

Fashion/ Design Research2. Geographical area3. Time4. Chemical elements

Positioning Strategy1. Target trends & value2. Competitive analysis

Commercial Policy1. Geographical area2. Product range3. Price policy

Distribution Plan Policy1. Retail choice(franchise/contract/own)2. Build up distribution

Market Analysis1. Target trends & value2. Competitive analysis

Communicate Brand1. Launch in Europe2. Placing

Choice of Tools1. Business card2. Sponsorship3. Events

wuishan, 1 april 2005 edward burman. 欧盟对中小企业的界定 * apprentices or students...

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