소비재시장의 Mega Trends - DBGuide.net · 2004-10-03 · Mktg. Customer Mgmt. 막대비누 제조의 아웃소싱 Online 기법을통해신규상품 개념테스팅소요일수를

소비재시장의 Mega Trends

이성열 부사장

한국IBM Business Consulting Service

© 2004 IBM Corporation© 2004 IBM Corporation

Table of Contents

Introduction: today’s environment

2010 mega-trends: envisioning the future

Strategic imperatives in a World of Extremes

Paving the way


최근의시장환경변화는소비재기업의경영여건을어렵게만들고있음.

Recent Market Dynamics Today’s Challenges

저 인플레이션 / 마이너스 인플레이션

인구 증가율 저하

소비 패턴의 변화

정보 접근의 용이성

소비자측면

시장 포화와 합병

사업모델의 모호

Global 화된 경쟁체계경쟁측면

거시경제측면 세계 경제의 하강기류

매출성장의 답보

지역 정치적 영향

저 마진 압력

기업 운영의 복잡성 증가


거시경제 측면에서 지속적인 저 인플레이션의 영향은 전반적으로 가격상승을 억제하고있으며, 구조적으로 기업의 성장을 어렵게 만들고 있음

Historical Inflation RateAdvanced Economies1

Year-on-Year Change in the U.S. Consumer Price Index (CPI)

In a low or zero-inflation environment, consumers are especially sensitive to differences in prices.

0%

5%

10%

15%

20%

1977

1979

1981

1983

1985

1987

1989

1991

1993

1995

1997

1999

2001

2003

E-3%

-2%

-1%

0%

1%

2%

3%

4%

5%

93/94 94/95 95/96 96/97 97/98 98/99 99/00 00/01 01/02

CPIFood & Beverage CPIApparel CPI

1. Advanced economies include the U.S., Canada, Western Europe, Australia, New Zealand, Korea, Japan, Hong Kong, Taiwan and Singapore.Source: IMF World Economic Outlook – April 2003, Federal Reserve.


전세계 주요시장에서의 인구감소는 산업 성장을 어렵게 만들고 있음.

U.S. Population Growth by Decade, 1950-2010E

Europe Population Growthby Decade, 1950-2010E

Asia Population Growthby Decade, 1950-2010E

Source: Population Division of The Department of Economic and Social Affairs of the United Nations Secretariat, The 2002 Revision (Median Variant)

Japan Population Growthby Decade, 1950-2010E

0%

5%10%

15%20%

25%30%

1950-60 1960-70 1970-80 1980-90 1990-2000

2000-10E

-5%0%5%

10%15%20%25%30%

1950-60 1960-70 1970-80 1980-90 1990-2000

2000-10E

0%

5%

10%

15%20%

25%

30%

1950-60 1960-70 1970-80 1980-90 1990-2000

2000-10E

0%

5%

10%

15%20%

25%

30%

1950-60 1960-70 1970-80 1980-90 1990-2000

2000-10E


전통적 유통채널의 통합은 거래 채널에게 강력한 bargaining power를 갖게 함.

...이를통해시장지배력을강화하고있음

주요유통업체는급속히시장점유율을확대하고있음…

20% 20%24%

15%10%

23% 23%28%

17%12%

0%

10%

20%

30%

Dial Clorox Revlon P&G Kraft

2001 2002

Source: Company annual reports; New York Times, May 2003; Business 2.0, March 2002; USA Today, 29 Jan 03; Information Resources, Inc., 2002; Cannondale Associates, 2002; AC Nielsen 2000 Trade Promotions Study; “Food Retailing in Western Europe,” Retail Forward, February 2003; “Progressive Grocer Top 50,” Progressive Grocer, 01 May 2003; Hoovers.com.

Total Marketing Spend by U.S. CPG Firms Percentage of Revenues

0%

2%

4%

6%

1997 1998 1999 2000 2001 2002

Private Label National Brands

Growth of Private Labels vs. National Brands in U.S. Supermarkets

6% 5% 4% 4%1%

4% 4% 6% 5%

5%13% 13% 12%

0%

5%

10%

15%

20%

25%

1978 1996 2000 2003E

Trade Promotion

Consumer Promotion

e-Marketing

Advertising Media

15%

22% 23% 22%

72% 65% 62%

39% 36% 31%

0%

20%

40%

60%

80%

Germany France U.K. U.S. Spain Italy

Consolidation in Food RetailingAggregate Market Share of Top 5 Players, 2002

Select CPG Mfr. Sales to Wal-MartAs Percentage of Total Sales


Table of Contents




Paving the way


향후 10년간 5가지의 Mega-Trend가 시장통합을 가속화하고 고객 니즈를 다변화시킴으로써 ‘World of Extremes’의 시대가 도래할 것임.

2010 Mega-Trends IBM’s Vision – A World of Extremes

Business OperationsConsumers Industry

Competition

정보접근(Ubiquitous Access to Info)이용이해진 “Super Shopper”의등장

차별적인가치동인에근거한개인별만족극대화경향

대형유통업체와대형브랜드의지배강화

집중화된전문업자( Focused Specialist) 의성장

차별화되지않은 Mid-tier 업체의실패

실시간정보의조회성, 분석및자동화된시스템

매우효율적이고, 글로벌하게통합된기업및 Value Network

고객 Value Driver의다변화

고객과의 Interaction에대한접근제한

용이한정보접근성

대형소매업체의영역파괴

유연한 value network 체계


인구통계학적(Demographics) 분포및가치체계가변화됨으로써, 소비자의가치동인이다변화되고있음.

1 소비자가치동인의다변화

20th세기동질(Homogeneous)의

고객집단

Consumer Segments

% o

f pop

ulat

ion

연령

재산

민족성/문화

•생활무대

•생활패턴

•가족 구성원

Value System

21st세기분파화된(Fragmented)

고객집단

Consumer Segments

% o

f pop

ulat

ion

Extreme shifts in:

“표준 or 전형”은점점희박해지고있음 ; 세부고객군별니즈와구매동인을파악하기위해소비지기업은더욱깊이있는연구를해야함.

Source: IBM Institute for Business Value analysis


1기업에차별화된 Value 를요구하면서, 고객들은선택적으로양분화된구매(Trading both up and down)를수행함.

양분화된구매(Trade Up and down) 형태Historical Demand

Emerging Demand

차별화된 가치가

있다고 생각할 경

우, 고객들은

“new luxury”brands 에 대해서

고액의 프리미엄

을 주더라도 구매

함.

차별화된 가치를

감지하지 못할 경

우, 고객들은 “적당히 좋은” 품질로

최저의 가격을 추

구함. Gro

wth

Price Positioning

3-Year Sales CAGR 99/02Autos

Apparel

Grocery

Kia 24.8%

H&M 10.9%

Costco 12.2%

Chrysler -4.1%

Limited -4.6%

Albertson’s -1.7%

Mercedes C Class 10.6%

French Connection 24.4%

Whole Foods 21.7%

Source: Company Annual Reports; OneSource; Silverstein, Michael J. and Fiske, Neil, “Trading Up: The New American Luxury,” 2003


고객들은기업과의상호작용(Interaction)에대해더많은통제력을갖게됨.

2 고개과의 Interaction에대한접근제한

Taking Charge

고객정보 관리에 대한 통제 강화

신뢰에 대한 규정 수립

개인정보의 활용에 대한 분명한보상에 대한 요구

기술 및 규제의 강화

Blocking Out, Shutting Down

마케팅에 의한 정보 과다노출 및 혼란

부적절하거나, 가치가 떨어지는 메시지에대한 무시

불필요한 커뮤니케이션에 대한 적극적 봉쇄

기술 및 규제의 강화

마케팅전술은고객의구매시점의행위에 영향을미치는것에점점중점을두어야함. 그리고 브랜드의신뢰는소중하고대체할수없는자산이되었음.



2마케팅 메시지의 양이 많아질수록, 오히려 소비자들은 예외의 행동을 보일 수 있음.

하루평균미국인들이광고에노출되는횟수 (Number of Messages)

대중적인비판에따라, 세계각국정부는다양한마케팅활동에대한제재를두고있음 :특정항목에대한광고(담배, 알코올-현재, 식품, 음료-향후?)Telemarketing – “Do not call” lists, Call center 제재미국, 영국및기타 OECD 국가들의 ”spam”방지법률

3,000

5,000

1,500

1960 1990 2002

점점대중화된, DVR1서비스인TiVo사용자대상에서, 광고시청자는처음3개월후 50%, 그후 95%의감소추세를보였음.

결과적으로, 하나에집중하지않는메스마케팅기법은 효과를떨어뜨리고, 반면에구매시점의마케팅이더욱중요해졌음.- 40~50%의식료품쇼핑자가 “ almost always or frequently”식료품이외의타상품을더구매하거나, 충동구매를함.

1. Digital video recordingSource: GMA Forum, “Do We Have a Crisis in Brand Management,” Q3 2003; “Coming Soon: A Horror Show for TV Ads...,” BusinessWeekOnline, June 2003; “Britain makes sending e-mail spam a crime,” National Post, Sept 2003


정보접근에대한시간, 공간상의제약이사라짐에따라, 고객들은 “super-shoppers”가되고있음.

정보접근의용이성3

상품 지식(가격, 특징)3RD Party 의 평가 보고서(품질보고서, 대체제 평가, 사회적/윤리적 이슈)개인별 가치 등식을 최대화하기 위한 방법

Ubiquitous networking차세대모바일 Devices향상된정보미디어기술

소비재상품의기업들은새롭고독점적인오퍼링기획을통해범용상품화에대한대처를해야함.

Key Enablers

완전한정보



초대형소매기업들은상품, 지역적한계를넘어서빠르게팽창하고있고, 그에따라경쟁적인 Darwinism 가속화되고있음.

4 대형소매업체(Mega-Retailer)의영역(Boundary) 파괴


Mega-Retailers

신규지역(New

Geographies)

새로운상품영역(New categories)

새로운업태(New Formats)

새로운가격체계(New price positioning)

경쟁관계에있는소매기업들은

자신들의공급자들의선택을통해

차별성은부각시키고있음.

대형소매업체들은다수의 CP 기업들거래조건(Trade terms) 을지배함


4대형소매업체들은자신들기준의거래조건을공급자에지정함.

…그리고그 Power 를이용하여상품에대한가격하락을요구하고있음.

대형소매업체들은과거어느때보다공급자활용도를높이고있음.

매출상품의소매비용변화Indexed 1998 = 100

식료품시장의사유제조업체의시장점유율(Private Label Market Share in Grocery)

2000 vs. 200245%36%

25% 24% 22% 20%13%13%

21%21% 21%

36%

31%41%

24% 24%

0%

10%

20%

30%

40%

50%

U.K. Belgium Germany France Spain Neth. U.S. Italy

2000 2002

85

90

95

100

105

1998 1999 2000 2001 2002

Wal-Mart CarrefourOffice Depot Home DepotTarget Best Buy

월마트에대한소매상품제조사들의매출액As Percentage of Total Sales

20% 20%24%

15%10%

23% 23%28%

17%12%

0%

10%

20%

30%

Dial Clorox Revlon P&G Kraft

2001 2002

Source: “Food Retailing in Western Europe,” Retail Forward, Feb 2003; Retail Forward, 2001; Company 10-K and annual reports; Shaping Cultural Tastes at Big Retail Chains, New York Times, May 2003; “Lord of the Things,” Business 2.0, March 2002; “Wal-Mart’s Influence Grows,”USA Today, 29 Jan 03; Compustat.


기업들은자신들의사업모델에대한재검토와더불어신속하고, 유연한 Value Network 체계를확립하고있음.

소비자소비자

성공으로이끈 Value Network 관리자들은 Market Learder ship 은변화하는고객요구에신속하고효율적으로응대하는것이라고믿고있음.

Producers(e.g., manufacturing)

Functional Specialists(e.g., HR, logistics, data

analytics, IT, etc.)

Consumer Brands

Service Providers(e.g., maintenance,

financial, installation)

Brokers and Aggregators

Retailers

Universal connectivityData and systems integration Open industry standards

Process outsourcing

ENABLERSENABLERS

유연한 Value Network 으로의산업재편5



5P&G 는전통적으로네트웍화된사업모델개발에있어소매산업의선두에있음.

MRO 에대한Global e-procurement 시스템의가동

Schneider 및Exel Logistics 과의파트너쉽

= 차별요인, 핵심역량(Differentiators)

Finance/Accounting/Legal

Human Resources

Facilities/G&A Management

IT Management

Product Dev’ment

Procure-ment

Manu-facturing

Logistics/Distrib.

ConsumerMktg.

Customer Mgmt.

막대비누제조의아웃소싱

Online 기법을통해신규상품개념테스팅소요일수를주단위에서일단위로절감.

CRM 인프라, 고객접촉지원및 Global fulfillment 서비스의아웃소싱

Industry leader in trade customer collaboration and integration

신속한시장 Launch 를위해음식포장기술에대한 Clorox 와의파트너쉽

사외새로운상품 Idea 의도출을위한 “연계및개발프로그램”

회사시설관리및프로젝트관리에대한아웃소싱

컴퓨터시스템과데이터센터의아웃소싱

Global employee services 를 IBM 에아웃소싱함. (effective 1 Jan 2004) Payables 업무의아웃소싱

계획1Q04= Non-differentiators

“우리의핵심역량은개발하고상품화는것이다. 상표(Branding) 는핵심역량이다. 고객비즈니스개발이또한핵심역량이다. 우리는많은면에서제조자체가핵심이아니라고결론지었다. 그러므로, 나는사업자체의아웃소싱이필요하도록했다. 우리는 Back Room 을유지하는것이마찬가지로핵심역량이아니라고결론지었다. 당신은당신이가장잘하고, World class 를할수있는일을해야한다.”

— A.G. Lafley, Chairman and CEO, Procter & GambleSource: Sykes Enterprises Press Release, 30 Jun 03; Business Week, 7 Jul 03; Oster Dow Jones Select, 17 Jun 03; PR Newswire, 17 Jun 03;

Fast Company, Sept 03; http://www.ecom-ohio.org, July 2002; Company web sites

http://www.ecom-ohio.org/


Table of Contents




Paving the way


2010 년까지, 소매시장이상당히복잡다변해지고, 시장내의최종승자와패자가결정지어질것으로예측함.

IBM’s 2010 Vision – A World of Extremes

합병의가속화

Global vs. local 운영의복잡성개별브랜드로부터의강력한경쟁

중간층(Mid-tier) 브랜드의도태

소비재산업기업

가속화되는마

켓과

공급망의

Global 통합

Ubiquitous 정보접근이가능한“Super shoppers”다양한 Value Driver 에근거한개인만족의최대화

대형소매업체의지배

특약화된전문업자의번창

차별적이지못한 Mid-tier 경쟁업자의쇠락

소비자 소매기업

실시간정보조회및분석기술의발전


특별한것은, 지금이바로경영층이경영이념과조직을변화시켜야하는시장분기점임.

소매시장의양극화(Polarization)

경쟁스펙트럼(Competitive spectrum)

“Bell Curves”

“Well Curves”

Mass Targeted

Gro

wth

무한경쟁시대의성장을위해, 산업경쟁사들은매우특화되고적절한

Value 제공체계를보유해야함.

대형업자들은매우낮은가격의“Good Enough”상품으로빠르게우월한시장지배율을확보

소비자들은감성개입이없이기본적상품에대해자신들의구매력을

극대화하고자함.

차별화된전문업자들이독특하고, 적절한 Value 를 Target 고객군에전달함으로써수익성높은, 고성장의

Niches 시장을형성함.

소비자들은물품구매시높은감성이입으로 “personal value”를

극대화하고자함.


정보화되어 있고, Value 를 극대화하고자 하는 고객들에 대한 연관성(Relevance)을 CP 기업들이 잃을 우려가 있음.

필수품에 대한 기본적인 니즈가 감소됨 (가격 중심적 구매)개별 고객에 Value 를 제공하는 상품 및 서비스는 높은 가격(Gaining share of wallet and commanding premiums) 에도 경쟁력이 있음.

대형 소매업체들이 Game 의 룰을 변화시키고 있음. 가격정책의 퇴색

가용매대의 감소

Account 에 특정의미를 갖는 오퍼링 및 서비스의 개발이 필요함.

점점 경쟁적인 수요시장에 응대하기 위해서는 단순 대응적이고, 특화되지 않은 접근 방법으로는 층분치 못함.

대형소매기업의영역파괴

산업자체가유연한 Value Network 체계로의재편

정보통제자들에대한감시강화

정보접근의용이성

개별소비자의가치동인의(Value Driver) 다양화

이러한시장내의성공을위해, 소비재기업들은그들의관심을집중화하고, 월활히수행할수있는역량을보유해야함.

2010 Mega-Trends Key Strategic Challenge


현재의접근방법으로는 CP 기업들이자신들의개선과제를딛고성장발전할것이라고언급하기에는충분치못한점이많음.

매출성장은대단히떨어져있는상태며아직지속적약세를면치못하고있음…

Source: 1) “Crisis in CPG Brand Management,” GMA Forum, 3Q 2003; 2) GMA/Swander Pace & Company, 2003, and IBM Institute for Business Value analysis; 3) S&P Compustat; based on aggregate performance of 90 U.S. CP companies in the food, beverage, household and personal product sectors.

1.4%2.0%

0.1%

4.6%

2.9%

5.4%

3.6%3.0%

0%

2%

4%

6%

8%

98-99 99-00 00-01 01-02

Net Sales (Nominal)Net Sales (Real)

CP 기업들의중앙값순매출성장율(Median Net Sales Growth for CPG

Manufacturers 1998-2002)

5.2% 4.8%

2.9%

0.4%0%

2%

4%

6%

1964-71 1972-81 1982-91 1992-2001

Real Sales Growth in CPG, 1964-2001

0%

5%

10%

15%

20%

25%

30%

35%

2Q99

4Q99

2Q00

4Q00

2Q01

4Q01

2Q02

4Q02

2Q03

1999 2000 2001 2002 2003

…반면운영비용의절감은아직답보상태에있음.

CP 기업들의운영비용, 매출액대비(%)

By Quarter, 2Q99-3Q03


대조적으로유통업체들은고객이중요시생각하는것을이해하고있으며, 그에따른빠른성장세를지속하고있음.

CP 기업 및 소매 기업에 대한 매출 및 총 주당배분율, 1997-2002

-5%

0%

5%

10%

15%

20%

25%

30%

-15% -10% -5% 0% 5% 10% 15% 20% 25% 30%

유통업체

소비재기업

Total Shareholder Return1, 1997-2002

Ann

ualiz

edC

hang

e in

Rev

enue

s, 1

997-

2002

Notes: The companies depicted in the graph are among the largest manufacturers and retailers worldwide. They include manufacturers and retailers of food, beverage, household and personal care items, soft lines, and hard lines. 1) Total Shareholder Return is the annualized rate of return reflecting monthly price appreciation plus reinvestment of monthly dividends and the compounding effect of dividends paid on reinvested dividends.Source: S&P Research Insight

ConAgra

Wal-Mart

Unilever NV

Anheuser Busch

Best Buy

Lowe’s

P&G

Albertson’s

Walgreens

KrogerCostco

NikeVF Corp

Liz Claiborne Target

Home Depot

Kohl’s

Staples

SafewayTJX

NestleIto Yokado Sears


CP 기업을포함한많은기업의임원들은, 그들조직의변화에대한역량이아직낮은상태라고믿고있음.

IBM CEO Survey: 당신조직이과거에변화를관리해온것에대해어떻게

평가하겠느냐 ?

“우리성과치가훌륭했음에도불구하고, 우리가여기저기서그동안해왔던변화를왜계속해야하는지에대해의구심을갖는것같다. 팀은지속력이있어야할뿐더러, 책임이있어야하고, Initiative 를쥐어야할필요가있다.”

— Food company CEO

43%

47%

10%

0%

20%

40%

60%

80%

100%Very successful

Moderately successful

Unsuccessful

“우리회사는현상유지를받아들였던경험이있다. 지금은현상태를극복코자하는새로운도약의시대로뛰어들고있는데, 이것은그자체로많은사람들이도전받도록하고있다.”

— Beverage company CEO

“변화/타성에대한직원개인적인저항이주요원인이다”— Tobacco company CEO

“자율적인판매및전달조직의경우, 너무나태하고편안해졌다. 사업부서가공동센터에대해너무회의적이어서, 그결과 Shared service 가생각많큼효과적이지못했다.”

— Food company CEO

% of respondents from all industries (n=245)

Source: IBM Business Consulting Services, The Global CEO Study 2004


CP 기업들은경쟁에서이기기위한과제들을다루기위해, 전향적으로나아가야할필요가있음.

CP 기업들의필수과제

프로세스혁신의가속화및그에심오한 Insight 의가미

개별거래및점포별로, 시스템적으로새로운고객데이터소스를분석하여, On demand 에맞는향상된 Insight 및새로운상품서비스개념을개발함. 최적화된신상품개발(NPD) 프로세스및파트너연계를통해, Time-to-market 및매출성장을가속화함.

1

강력한서비스역량의개발을통한소매상품의성능향상

맞춤형 Value 가제공된서비스를통해, 상품성능을향상시키고, 선호하는공급자에대한 Status 이해(예를들어, 점포단위의상품화및고객마케팅)고객관리프로세스의전환을위한조직역량의강화(skills, metrics, alliances)

2

목적(“fit for purpose”)에부합하는제조및공급망역량

공급망네트웍의맞춤화에의해성과에대한근본적인개선을추진하고, Premium brand 에대한혁신과대응력및대중적가치상품에대한고효율성제공

3

차별적역량면에서경쟁력이있는 Benefit 의 형성및확대 ; 비차별역량에대한가장효율성을높이기위한 Route 파악새로운역량과결부하여, Flexibility 와비용효과성을재정비

4 핵심차별요인에집중할수있는조직으로의재정비

1. New Product Development (NPD)


Insight-driven

innovation1.프로세스혁신의가속화및심오한 Insight 의가미

새로운소스의데이터활용… …심도있는고객행동패턴에대한이해….

Consumer DataShopper Data

POS DataRFID Data

CP Company

Jane Consumer’sMultiple Shopping Occasions

Convenience

Replenishment Discovery

Self-Expression

Solutions


Insight-driven

innovation새로운조직으로서의역량은혁신프로세스를가속화하기위해필요함.

혁신프로세스의가속화

기존 Revenue

기존개발비용

가속화되고안정적인Revenue 에따른 30-50% 매출증가

시간절감및효율증대를통해10-40% 절감

Time to market

TimeTime

$$

1) Time-to-Market 집중을위한 Reengineering

2) 비효용을줄이기위해부서내부적인통합.

3) 업무수행과차별성확보를위해외부적으로파트너쉽형성

4) IT 역량강화를통해 PLM1 process 강화1. Product Lifecycle Management


Value-add services for

retailers2. 강력한서비스역량강화를통해소매상품성능향상

새로운서비스역량을통한 Account 특성에맞는가치제공

CP Company

Account 특성에맞는서비스Account 관리상품혁신

상품화및프로모션

주문및재고관리

고객에대한이해

Source: IBM Institute for Business Value

데이터공유

데이터현행화

POS 및마케팅효율성재고및예측

새로운조직적역량

통합된 account teams데이터중심의문화

서비스중심의 Selling 스킬

새로운프로세스역량

총체적인수요관리

Joint planning 및성과관리고객수익성에대한 Ownership

향상된고객정보

차별성향상

핵심 Benefits

유통업체


Value-add services for

retailers기존소매상품조직은, 새로운서비스중심체계로의전환이필요함.

강력한서비스역량

프로세스역량

해외고객에대한통합된수요예측및관리

Joint business plan 및스코어카드를통한브랜드단위의성과추적및 Reporting

고객수익성의극대화를위한Cross-Functional teaming

조직역량

상응하는인센티브체계하에, 세일즈와마케팅팀은제휴하여통합된단위로의 Global Account 를지원함.

세일즈팀이 Insight 와 Value 제공을할수있도록데이터중심적이며, 혁신적인문화수립

고객의비즈니스목적달성을돕기위해,맞춤형서비스를제공할수있는Selling skill

고객접촉직원에의해수행되는 “업무”는단순비즈니스수행을위한 Cost 라기보다는 CP 기업의 Value 제공을위한핵심적이고근원적인부분임.

새로운 Sales/Account 관리역량

Source: IBM Business Consulting Services


Fit-for-purpose supply chains3. 목적(“fit for purpose”) 에부합하는제조및공급망확보역량

다양한(Divergent) 비즈니스니즈에부응하는공급망네트웍의맞춤

Gro

wth

Predictable, Value-Driven

Highly Variable, Diversity of DriversConsumer Demand

“One size fits all”공급망은서로다른상품군과소매

고객의니즈에따라충족스럽게반응하지않는경향이있다.

“Mass Value”다양한고객요구에유연성및대응성극대화

높은수준의서비스와혁신을제공하면서, 고수익창출

“Sense and Respond”소매업자와고객의핵심니즈에대한충족

최저의비용으로일관성및탄력성제공


CP 기업들은어떤공급망체계가각상품, 고객및채널 Set 에적합한지를우선적으로평가해야함.

Fit-for-purpossuppl

e y chains

고객중심적공급망네트웍: Two Fundamental Models

비용을 최우선 고려

“Lights out” replenishmentContinuous Replenishment (CRP) or retailer

demand triggersSynchronization is dead – move to manufacturing

push, packaging pullSmart outsourcingManufacturing: high volume, consistent, resilient

고객에 대한 서비스 중심

High availabilityHigh packing variability Multi-channel logistics for multi-channel retail“Supplier inside” with a value focus

“Mass Value” “Sense and Respond”수요관리 최적화

Smart replenishment; planning focusComplex and unpredictable consumerdemand triggersSynchronized extended supply chain networkOutsource to de-capitalizeManufacturing: shorter, flexible production cycles, demand-driven planning

고객에 대한 서비스 중심

Complexity driven by innovation and promotionsStore and shelf focusMulti-channel logistics for multi-channel sales“Supplier inside” with focus on innovation and flexibility

For a given product set, companies must choose one or the other – mixing elements from both will lead to inefficiencies and competitive disadvantage.


Focused, aligned

organization4. 핵심차별요인에집중할수있는조직으로의재정비

…그리고그새로운 Focus 영역과연계하여조직을재정비함.

무엇이진정으로기업을차별적으로만드는지에대해결정하고, 그것을확대함…

혁신에대한 Insight

고객및채널관리

공급망

직원및성과

Technology

Finance & Accounting

차별요인:

투자증대및특약화

Business Operating

Model

Processes and Technology

Culture, Climate, and Capabilities

Decision

Making and

Information

Valu

e Ne

twor

k an

d Al

lianc

es

Physical and

Intellectual

Assets Orga

niza

tion

and

Lega

l St

ruct

ure

비차별요인:

가장효율적인관리Route 파악


Focused, aligned

organization기업들은근본적으로특정한비즈니스역량을사거나강화시킬지의여부, 강화시킨다면그방법적측면을고려해야할필요가있음.

내부또는외부 Ownership 의선택

Internal capability not unique; best-in-class partners exist in marketplaceSeek tightly integrated relationships and block competitor access

Example: Product development

The focus of the business – strive for best-in-class performanceInvest to gain unique competitive advantage

Example: Product ideation

Maximize efficiency and consistencyCannot outsource due to customization and integration with other business activities

Example: Treasury & risk mgmt.

Operate on specific service-level agreements and variable pricingUse partners with scale, low entry and switching costs, and high reliability

Example: Finance & accounting

Non-Differentiating Differentiating

Industry-Generic

Organization-Specific

EffectivenessEfficiency

Internalize

Externalize

Consolidate Achieve Superiority

Manage as Utility Leverage Specialists

Source: IBM Institute for Business Value


Focused, aligned

organization효과적으로추진되는변화에는, 조직의기본원칙에대한근본적인검토가반드시수반되어야함.

A. 활용하는 Technology 와프로세스1. What functions and processes need to be

consistent across markets?2. Where is value added versus cost added?3. Where will these functions and processes be

executed?4. What technology landscape is needed to

enable these functions and processes?

Business Operating

Model

A. 프로세스및Technology

D. 문화, 환경및역량

B.

의사결정및

정보

F.

Valu

e Ne

twor

k 및

Allia

nce

E.

물리적및지적

자산

C. 조직및

법무구조

C. 조직구성방식1. What structures support our business

strategy?2. How can we be organised and with what

roles and responsibilities?3. What legal and fiscal structure will best

support this organisation?

B. 의사결정및정보활용방법1. What decisions will be made where?2. Where is the P&L held?3. What information will be needed and

how will we deliver it?

F. 교류하는 Community1. What are the organisations that we need

to interact with?2. Who will manage these interactions?3. What sort of relationships do we want?

D. 그들의인적자산및역량1. What capabilities do we need?2. What behaviours, values and beliefs do

we want to have?3. How do we reinforce and embed these?

성과에대한기대

E. 전개된자산1. What activity is done where and how

many assets (people, plant, property etc) will it take?

2. Where will we have assets (physical and IP)?

3. How can we best support deployment of our assets?

성과전달

Source: IBM Business Consulting Services


Table of Contents




Paving the way


비록많은사람들이새로운요구사항을인지하더라도, 어떻게효과적으로수행할것인지가가장큰과제임.

무엇이 정말 중요한지에 대한 이해

Understand your true position vis-à-vis competitors, customers and consumersPrioritize on your true differentiators

명확한 변화 Agenda 설정

Drive growth by accelerating effectiveness of differentiating capabilitiesReduce costs and free up capital by offloading non-differentiating activities

조직 결집을 위한 노력

Drive change at the lowest levelEnsure all aspects of the business operating model evolve in syncMake leading and managing the changea core competency

Where is your organization today?

전통적방법에집착된비즈니스수행

다가오는위험요인에대한인식

계획에따른수행

어떻게대응할지에대한명확하고, 특화된 Vision 수립

앞서가기위한실행과제


2010 년에귀사는어디에위치할것인가 ?

Collaborative and profitable

trade relationships

Consistent top-line growth

Sustained market value growth

High consumer satisfaction and loyalty

Exceptionally strong brands

Executing to Lead in a World of Extremes

Superior operational efficiency

Market leadership


감사합니다.

Documents

소비재시장의 Mega Trends - DBGuide.net · 2004-10-03 · Mktg. Customer Mgmt. 막대비누 제조의 아웃소싱 Online 기법을통해신규상품 개념테스팅소요일수를