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,Click to edit Master title style,TRACKER,Unit of measure,1 Footnote,SOURCE:Source,Title,Unit of measure,*,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,|,TRACKER,Unit of measure,1 Footnote,SOURCE:Source,Title,Unit of measure,|,Document type,Date,CONFIDENTIAL AND PROPRIETARY,Any use of this material without specific permission of McKinsey&Company is strictly prohibited,Chloe Career Venture,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,TRACKER,Unit of measure,1 Footnote,SOURCE:Source,Title,Unit of measure,|,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,TRACKER,Unit of measure,1 Footnote,SOURCE:Source,Title,Unit of measure,|,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,TRACKER,Unit of measure,1 Footnote,SOURCE:Source,Title,Unit of measure,|,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,TRACKER,Unit of measure,1 Footnote,SOURCE:Source,Title,Unit of measure,|,Chloe Career Venture,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,TRACKER,Unit of measure,1 Footnote,SOURCE:Source,Title,Unit of measure,|,Chloe Career Venture Co-founder,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Industrial goods&Automobile,Chloe,2014.02,未经,CareerVenture,许可，任何个人或机构不得用于商业目的,Industrial goods&Automobile,1,Self introduction,Name:,Chloe,Employer:,A.T.Kearney,Education:,Fudan University,Contact:,Bain&Co,PTA,Roland Berger,Spring PTA,L.E.K.Consulting,Summer associate,Corning corporate,Strategy intern,A.T.Kearney,Business analyst,2012.2,2012.4,2012.7,2013.2,2013.9,1 Self introductionName:Chloe,2,Content,Chemical&New material,Auto,Case in point,Summary,2 ContentChemical&New materi,General Definition of industrial goods,Used in the production of other goods,include resources used in the actual production process.,End user is not consumer,Material Supplier,Intermediate,manufacturer,Assembler,Distributor/,Retailer,End-user,Industrial products,Consumer products,General Definition of industri,4,Industrial Goods:The segmentation of industrial goods,Source:CareerVenture,Market entry,Duel Diligence,Operation,“To buy or to make”,Profitability,4 Industrial Goods:The segme,Industrial Goods:life cycle and Curve S,5,Industrial Goods:life cycle,6,Industrial Goods:Industrial products profitability case general solution,Source:CareerVenture,Strategy,Batch Assemblers,Sweatshops,Bulk processors,Equipment Maker,Growth,Organic,Multi-brand strategy,Diversify revenue,Inorganic,Bolt-on acquisitions,International expansion,Profitability,Operational Excellence,Improve operational efficiency,Consolidate industry,Pricing,Premium pricing,6 Industrial Goods:Industria,7,Industrial Goods:The characteristics of industrial goods,Source:CareerVenture,Heterogeneous,Homogeneous,Price,Production,Promotion,Placement,Transparent,Sensitive to exterior environment,fright(FOB&CIF),exchange rate,tax,economy of scale,Non-transparent,Premium quality,Customized sales,High-margin,Generally not confined to,capacity,Affected by regulation,price,downstream demand,Capacity,may be the glass ceiling,Techonology-driven,Incentives for,dealers,Price reduction,synergy,Incentives for,dealers,Price reduction,Synergy,Incentives for,clients,New product launch,Dealer,highly price-sensitive,E-commerce,Distributor/Agent,E-commerce,7 Industrial Goods:The chara,Case in point,：,Outsourcing options in China(BCG 1,st,round),8,Case in point：Outsourcing opt,9,Case in point,：,Outsourcing options in China(BCG 1,st,round),9 Case in point：Outsourcing o,10,Case in point,：,Outsourcing options in China(BCG 1,st,round),Main question,Key Areas to explore,Key Areas to explore,Recommendation,Other factors,Should plastics manufacturer move production into China?,Cost saving,Consumer behavior and purchase Criterion,Effect on current production capabilities,Would save$0.25,(25%of current cost),At current production level would save,50M in freezer bag,75M in plastics plates and utensils,25M in specialty plates and utensils,Quality is top purchase criterion for freezer bags,Lower quality from China,Price is top criterion for plastic plates and utensils,Style is top criterion for specialty plates and utensils,Highly variable demand requires short lead time,Current plant is at capacity,Outsourcing would eliminate need to build additional capacity,Plastics and utensils are 50%of total production,Outsourcing may create too much extra capacity,Outsourcing plastic plates and utensils to China,Do not outsource specialty plates and utensils,Do not outsource freezer bags(although further analysis may be warranted),To compensate for extra capacity that would be created in current
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