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1、Wuishan,1 April 2005,Edward Burman,中小企业-百年经典,欧盟对中小企业的界定,*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Gnter Verheugen,Member of the European Commission Responsible for Enterprise and Indust
2、ry,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 2003Small 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:/,中小企业的分类(7-3-2003),工业部门:Medium-sized enterprises in this category should
3、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-size
4、d 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
5、 people,with annual revenue exceeding RMB 30 million.,Source:State Economic&Trade Commission(http:/,2000+:a new scenario,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,Porters five forces,波特的竞争5要素,全球化,反常规,新要素,数字化,Potentialnew entrants,Substitutes,Competitors,Suppliers,Buyers,新的要素,Companies Italian Style,意大利公司的
6、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:/une.prato.it/immigra/cinesi/imprese/statoatt/gif/tsata1.gif,案例分析:Wang Liping,1980-1989:服装业的一普通员工1989:投资$35,000 从事服装用织线，专供当地华人服装工厂2005:开始销售服装用织线和缝纫机配件营业额2003:$
7、720,000利润 2003:$41,000(+50%on 2002),Why Italy?,Long historical links with China:Giovanni da Pian del carpini to PratoWorld leader in textiles,fashion,shoes and foodAn SME economy,Why Italy?,Long historical links with China:Giovanni da Pian del carpini to PratoWorld leader in textiles,fashion,shoes a
8、nd foodAn SME economy,An SME economy,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?,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
9、集团等量于其他国家的中型企业,Source:Monferr,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,B,C,P,V,F,Case Study 1:Fashion,案例1:时装业,A Fashion“pole”,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 ce
10、ntury)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;1
11、920-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,P
12、itti: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,Botticellifashion: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
13、 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,Fashion as an integrated system,作为一套完整体系的时装业,Key Success Factors,Creativity and Italian designersFlexible enterprisesHigh 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,可持续发展-百年品牌,Innovativeproduct,New productionmeth
14、od,Innovativeproduct,商业理念-成长的驱动因素,把成长作为目标,跨国界的Tortellini,1961:Giovanni Rana started to work with his brothers and sisters in the familys 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;deli
15、very 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 ofdistribution,New productionmethod,Innovativeproduct,商业理念-成长的驱动因素,
16、把成长作为目标,1965:Benetton established as family partnership;Business model:production after orderscolour added after manufacturenetwork of manufacturers and entrepreneurs1978:reorganized as a limited liability company;1990s:100 million garments sold worldwide;7,000 franchisees;2005:70%of production outs
17、ourced;only critical phases of the production process are kept in-house:design,cut,dying,quality control 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,B
18、ig Charlie:集约化物流中心120 x 40m,30,000 pieces a day,Source:Frry,Frdric,Benetton ou l entreprise virtuelle,1999,LogisticsCentre(BigCharlie),84 agents,450 outsourcers,7 joint ventures,13 factories,7000 boutiques,Raw materials,2000 freelancedesigners,CUSTOMERS,保持家族制管理运营,69%,11%,20%,Source:Benetton Group An
19、nual Report 2004,Revenues:1,858 million Casualware:84.9%Units produced:108 mEmployees:6,949,Key operating data 2003,Ownership structure 2003,把成长作为目标,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(197
20、4),Brandextension,把成长作为目标,商业理念-成长的驱动因素,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
21、”and is best drunk with friends.,Source:Reuters,22 September 2005,Brandextension,Acquisitions,把成长作为目标,商业理念-成长的驱动因素,DP A AA Visa,Focus relentlessly on our customers,案例2：成功的发展,Luxottica 品牌,家族品牌:RaybanVogueKiller LoopRevoArnette设计师品牌:Anne KleinBrooks BrothersBulgariChanelJill SanderMiu MiuMoschinoPrada
22、Sergio TacchiniVersaceVersus,Quarterly Sales 1994-2003$US millions,Source:Luxottica Annual Report,2004,1977,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 consu
23、mer 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,品牌,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
24、service;distribution channel;reputation.,什么是品牌?,Star marketing,Salvatore 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,Jac
25、kNicholson,Harrison Ford,Clint Eastwood,Sean Penn,Tom Cruise;Valentino:Elizabeth Taylor,Jacqueline Kennedy,Farah Diba,Princess Margaret.,明星营销战略,客户体验,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 proc
26、esses 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)ModemRAMBenefits(performance elements requested by custom
27、ers)Air MilesPortability,体验价值:SensoryEmotionalCognitiveBehaviouralRelational,Case Study 3:a company that has it all,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
28、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 Investcor
29、p and Maurizio Gucci:50/50 Joint Venture;1992 Near bankruptcy:Gucci Group loses more than US$40 million;1993 September Investcorp:acquisition of Maurizio Guccis 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
30、 Company,1996:Sale of remaining 51%to public;1997:Acquisition of Gucci Timepieces;1999:Strategic Alliance with PPR;1999-2001:Multi-brand strategy Stella McCartney(50%).,一家拥有多品牌的上市公司,The Gucci Business Model,Gucci speaks a single voice worldwide.from collections and advertising to store format and Gu
31、cci website.across all markets,channels and products under the supervision of a single Creative Director,古驰商业模式,欧洲发展的壁垒与阻碍,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 t
32、hat 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.,时装行业的欧洲市场进入战略,1.Consumer preferences and market trends,2.Market segmentation,3.Positioning and competitive analysis,4.
33、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-practicalityFashion factor the key element in determining purchasing dynami
34、cs 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 bygeneral fashion trendsgeographical featuresEurope i
35、s not a single market:linguistic and cultural differencesdifferent lifestylesdifferent purchasing behavioursdifferent distributive models(retail patterns)Analyse 4-5 European markets in terms of:dimensionexpenditure capabilityconsumption models and consumer behaviours(focus groups),1.1 Consumer pref
36、erences 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 approachescritical factors of success vary according to segmentsIn the garment market several combinations of variables have to be considere
37、d;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,Design
38、er brands,Industrialbrands,Sportswearbrands,Jeansbrands,Activewearbrands,3.定位与竞争分析,Define the competitive arena,then Identify the main competitors in each countryAnalyse,for each competitor,the price positioningproduct characteristics distribution policies Analyse entry and launching policies of new
39、 entriesAmerican 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 store
40、s and small shops(eg.France and Spain)Distribution choices and approaches might be:to open monobrand shops,owned or in franchisingto enter multibrand shopslarge department stores(House of Frazer;Galerie Lafayette)large department stores specialized in sportswearsmall or medium stores,5.进入战略与组织结构,Dis
41、tribution approach,Acquisition,Own Distribution Company,Distributor,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 loca
42、l coordination and control structureDefine 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
43、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 planThe organisational costs of:the local branchthe local coordination and control structure the local sales struct
44、ure 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 Resear
45、ch2.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,
