Strategic re-engineering of Geberit China(ppt 79頁)（英文版）

Strategic re-engineering of Geberit China內容提要：
As the largest construction industry in the world, China presents an immense potential for Geberit’s piping products. Both HDPE and Mepla possess significant product advantages over the currently used Chinese products. However, the significant price gap could be a serious barrier for a deep market penetration. For Pluvia, the opportunities are very attractive. Presently more than 15 roof projects, altogether 700,000 sqm are in different phases of the process of bidding
Both Geberit’s concealed cistern and Pluvia roof drainage system are mismatched with Chinese traditional industry habits, this can only be solved by a long-term commitment in the China market and effective marketing. Due to the Chinese consumers traditional mindset that plastic product are lower priced, Chantier doesn’t have an optimistic market perspective
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Although GSHA developed a strategy when founded, the strategic objectives to penetrate into the Chinese market haven’t been achieved--current strategy is unfocused
The vision of GSHA is not communicated within the organization, nor is it implemented
In comparison, GDAI’s strategy is going in the right direction and is in the process of being implemented, They still have problems to solve, such as slow market responsiveness, poor customer understanding etc.
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Geberit’s products are sold through 3 channels: retail sales and project sales through distributors, and OEM
Geberit lacks clear planning of retail network development and has neither intention nor leverage to monitor distributor's network operations
Project sales performance has been affected mainly by both poor customer services and incompatibility with current Chinese installation and application habits
There are a number of setbacks that need to be overcome to improve OEM sales: unsatisfactory product development and customization, slow market responsiveness and high pricing.

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