【導讀】-122-. -123-. -124-. GeberitShanghai. -125-. Normativemisfit. Strategiccrisis. Resultscrisis. Liquiditycrisis. Geberit. Low. High. Ba. nk. ru. pt. cy. cr. isi. s. Back-up. -126-. liabilitiesare75%oftotalassets. [RMB‘000]. 4,075. 15,358. 25,352. %%75%. +522%. Source:P&LGeberit(Shanghai),RB&Panalysis. -127-. [RMB‘000]. 11,507. 14,007. 15,720. 4,075. 15,358. 25,350. 98992000(1-7). Currentratio. Quickratio. Currentassets. Currentliabilities. +37%. +522%. -128-. by37%. 4,517. 7,267. 8,644. +91%. [RMB‘000]. 44%. 11%. 6%. 11%. 11%. 10%. 7%. 26%. 8%. 18%. 2%. 13%. 9%. 21%. 7%. 4%. 26%. 10%. 10%. 8%. 18%. 8%. 15%. 0%. 15,720. 14,007. 11,507. Rawmaterials. Workinprogress. Finishedgoods. +37%. [RMB‘000]. Cash&cashequivalents. -129-. 1998~[RMB‘000]. Back-up. 1998199920xx(1-7). Fixedassets. Intangibleassets. Inventories. Accountreceivable. Cash&cashequivalent. Totalassets. Sharecapital. Retainedearnings. Netinecurrentyear. Totalprovisions&deferredrevenues. Total(liabilities). liabilities. 18,318. 587. 10. 0. 4,517. 1,862. 5,118. 30,412. 41,426. 0. 4075. 30,412. %. %. %. %. %. %. %. %. %. %. %. %. 18,996. 87. 25. 73. 7,267. 3,663. 2,979. 33,090. 41,426. 1,572. 15,358. 33,090. %. %. %. %. %. %. %. %. %. %. %. %. 18,060. 0. 234. 391. 8,644. 4,097. 2,354. 33,780. 41,426. 563. 25,350. 33,780. %. %. %. %. %. %. %. %. %. %. 75%. %. -130-. Netinelosses(~). [RMB‘000]. 5,420. 41,426. 35,677. 9669. 10177. 10411. 97(7-12)9899'00(1-9)accumulated. losses. Sharecapital. Source:P&LGeberit(Shanghai),RB&Panalysis. 86%. -131-

　　

【正文】 ? Low mitment to the pany ? Inefficient internal munication ? Unclear criteria for promotion 157 . Key process analysis 158 Currently, in GSHA the productionoriented process leads to unawareness of the market, as a result, there are no right products in the right market Production Sales Marketing HR Ramp。D Finance Logistics Aftersales service ? Corporate strategy ? Business unit strategy ? Product strategy Profits Corporate culture Morale Management capabilities Cooperation with Chinese partners 159 CCS does not have enough market information which leads to long development time and limited number of new products Product Initiation Product Development Product Launch ? No clear product development strategy, no prehensive market research, no detailed quantitative forecast and non market oriented method lead to low number of successful products and waste of resources ? Not enough manpower and technology resources and lack of cooperation and munication with other departments (. production and sales) leads to poor design and limited number of new products ? Long time tomarket leads to missed market opportunity ( especially for Daishan ) 160 In GSHA, process control in production system is inadequate, leading to high production cost Production planning Purchasing ? Imprecise sales forecast figure from sales department and too many “Daily Sales Order”lead to difficulties in arranging the production schedule and purchasing. This least to high inventory level and delivery delay ? No MIS for purchase plan leads to high amount of storage or shortage of some materials ? No evaluation of suppliers leads to high price and poor quality ? Selection and review of suppliers are all done by purchasing department which leads to difficulties for further improvement ? Frequent change of suppliers leads to unsustainable quality and high waste ( . PVC) 161 In GSHA , process control in production system is inadequate,leading to high production cost (continued ) Control of input/output Production Storage control ? CCS can not provide all the necessary technology standards for quality inspection, leading to poor quality inputs. ? The recycling materials are sold directly to outsiders without approval from QC, leading to waste of materials ? Low utilization of machinery leads to high production cost ? Oldage machinery and molds and low quality workers lead to high production waste and low productivity (esp. Lida products) ? Safety stock level is unreasonable for current situation, leading to high inventory level ? No MIS for inventory management, warehousing only checks the documents instead of the exact amount of goods with no cross check in the whole process. Finance dept is not actively involved in inventory management. This leads to high amount of storage or shortage of some materials and discrepancies between bookkeeping and real amount 162 Inefficient focus and control, as well as lack of product knowhow are the main problems for sales department in GSHA Planning Sales ? No strict requirement to achieve the plan leads to the high forecast figure ? Sales lack product knowledge, making it difficult to convince customers ? Not product/channel focused structure leads to plexity ? Not profit oriented rewarding leads to low profit margins ? Budget control is not strictly followed, leading to high sales cost ? Unclear authority and responsibility results in low service level and low customer satisfaction with high service cost ? Weak munication with sales leads to low service level and low customer satisfaction ? Lack of manpower and technology support from CCS leads to low customer satisfaction ? No incentive and necessary support to distributors leads to low motivation to service the customer, resulting in poor reputation for Geberit ? No strict budget control leads to high cost After sale service 163 In GSHA, the main problems in the process are unsuitable process structure, inefficient process control and the huge differences between documentbased process and the real process Non market oriented processes Lack of control in the whole process chain Efficient implementation of required processes Inefficient and ineffective operation + + =