背景：上世纪八、九十年代，古井酒厂(Gujing Distillery)从一家默默无闻的地方酿酒厂，转型为年营业额数十亿元的古井集团(Gujing Group)。
在80年代，借助中国向市场经济转型的东风，并通过债务融资，古井实现了扩张。到1995年，古井成为中国效益第二好的白酒生产企业，税前利润达5.95亿元人民币。1996年，该公司在深圳证交所上市，成为中国第一家公开上市的白酒企业。与此同时，该公司开始进军制药、酒店等其他行业。
挑战：1997年亚洲金融危机使古井集团遭受重创。白酒及其他各项业务的投资纷纷失利，集团被指控股权分配不公，而连续的亏损，更使得上市公司面临被摘牌的危险。
昔日前途大好的古井集团面临生存危机，必须对其激进的扩张计划和多元化计划进行反思。
战略：2007年4月29日，古井贡酒股份有限公司召开特别股东大会，解雇了三名董事。年轻的新管理层走马上任，曹杰出任董事长。
古井焕发出了活力。新管理层提出"回归与振兴"发展计划，用曹杰的话来说，就是"回归主业、回归高端"。
第一，停产利润微薄的低端产品，把更多精力和资金投入推广高端产品，如"古井贡"和"古井贡酒"品牌。
第二，在壮大和完善营销队伍、强化分销网络之外，该公司重新展开市场研究，深入了解市场动态和消费者不断变化的需求。该公司希望把重点放在自己最有希望占据主导地位、并获得最大利润空间的市场。
到2008年，该公司把旗下单品数量从一年前的870多个砍到250个。
第三，古井与获得政府正式批准、负责制定行业标准的中国白酒专业委员会展开合作。作为该协会一名具有影响力的成员，古井成功地游说该协会建立了一种新的白酒品种——"淡雅香型"白酒，"古井贡"成为这类酒的标准样酒。
第四，2009年，古井集团开始脱离与其核心业务关系不大的行业，包括效益不佳、投资大的农产品加工行业、一家亏损的印刷企业和酒店行业。
第五，在吸引了更多关注之后，古井希望削减经营成本。该公司制定了75项成本削减计划，如整合采购环节，强化质量、价格投标、采购和支付等方面的内控机制，制度清晰的现金流、应收账款和库存目标，并纳入预算管理。其中还包括将采购成本削减15%左右。
与此同时，该公司成立了内部审计部，负责监督预算管理，特别侧重于现金流、应收账款、库存等等。
这些措施的总体目标，是通过把管理目标与关键绩效指标相结合，改善绩效管理和预算管理。
成果：2009年，古井贡酒股份有限公司实现利润1.66亿元人民币，比上年增长逾118%。该公司重新踏上了盈利之路。
重要教训：第一，千万不要忽略你的核心业务。第二，如果你真的没有把注意力放在自己的强项上，那么，果断行动，及时纠正，别吝惜任何部门或者重大战略决策。
在古井的案例中，这意味着处置外围业务，改善产品质量，削减成本，着重发展本业——白酒业务。
本文作者为中欧国际工商学院(Ceibs)教授丁远、张华
译者/杨远
http://www.ftchinese.com/story/001043232
The story. In the 1980s and 1990s, Gujing Distillery transformed itself from an unknown local distillery into Gujing Group, a multibillion yuan company.
In the 1980s Gujing expanded, funded by debt and helped by China's transition to a market economy. By 1995 it was the second-most profitable liquor producer in China, with pre-tax profits of 595m yuan. In 1996 it became China's first publicly listed distiller, with its listing on the Shenzhen Stock Exchange, and it began to diversify into sectors ranging from pharmaceuticals to hotels.
The challenge. The 1997 Asian financial crisis hit the group hard. Investments – both at the distillery and group level – went sour, the group was plagued by allegations of unfair distribution of stock ownership and its consecutive losses placed the distillery in danger of being delisted.
The once-promising Gujing Group was facing an existential crisis and had to rethink its aggressive expansion and its diversification plans.
The strategy. On August 29 2007, Gujing Distillery held an extraordinary meeting of shareholders and dismissed three directors. A new, young management team was appointed, headed by Cao Jie as chairman.
This kick-started Gujing Distillery. The new management put forward a "refocus and revitalisation" development plan, in which the strategy was to "refocus on the core liquor business and reoccupy the top-end market share", as Mr Jie put it.
First, it eliminated low-profit, low-end products and put more emphasis and money into marketing its top-end drinks, such as Gujinggong and Gujing Tribute Liquor.
Second, in addition to building up a bigger and better marketing team and strengthening its distribution network, the company revamped its market research to gain deeper insights into the market dynamics and consumers' changing demands. It wanted to focus on the segments in which it had the best chance to dominate and to win the biggest margins.
By 2008 it had cut the number of brands to 250, down from more than 870 just a year before.
Third, Gujing worked with the China Liquor Industry Association, the body officially sanctioned by the government to set industry standards. As a large, influential member of the organisation, It successfully lobbied to establish a new category of "light-flavoured" liquors in which Gujinggong became the default reference for standards.
Fourth, in 2009, Gujing Group began to extricate itself from enterprises that were less relevant to its core business. These included the unprofitable and investment-intensive agriproduct processing sector, a lossmaking printing business and the hotel industry.
Fifth, having achieved more focus, Gujing wanted to cut the cost of operations. It devised 75 cost-saving programmes, such as integrating the purchase function, strengthening internal control systems on quality, pricing bidding, purchase and payment, and including clear targets on cash flow, receivables and inventory levels in budget management. This included slashing procurement costs by about 15 per cent.
Meanwhile, the company established an internal audit department to oversee budget management with a special focus on cash flow, accounts receivable, inventory and so on.
The overall aim was to improve performance measurement and budget management by combining management objectives with key performance metrics.
Results. Gujing Distillery reported profits of 166m yuan in 2009, up more than 118 per cent on the year before. The company had found its way back to profitability.
Key lessons. First, do not lose sight of your core business. Second, if you do lose that focus on what you are good at, act decisively to correct it and do not spare any department or big strategic decision.
In Gujing's case, this meant focusing on its original liquor business by making disposals, improving the quality of the products and cutting costs.
The writers are professors at China Europe International Business
School (Ceibs)
没有评论:
发表评论