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Identify Buyer Value Segments Approach Understanding buyer values helps prove or disprove current hypotheses as well as generate strategy solutions. Market Research & Visioning Conceptual Design Detailed Design & Pilot Implementation (phased) Systems Development/ Enhancement Instrument Design and Testing Situation Assessment Hypothesis List Development Sample Quota Design and List Pull Field Administration Preparation 附录三：Power. Point制作 具及范本 31 Survey Collection Data Coding and Utility Calculation Data Analysis

Hypothesis Development Organizational beliefs and strategy alternatives identified in the situation assessment are translated into hypotheses for testing. Instrument Design and Testing Situation Assessment Hypothesis List Development Sample Quota Design and List Pull Survey Collection Field Administration Preparation 附录三：Power. Point制作 具及范本 32 Data Coding and Utility Calculation Data Analysis

Summary —Identify Buyer Value Segments Customer Migration Strategy Identifying Buyer Value-Based segments creates the foundation for creating the distribution channel strategy and design. Develop Conceptual Strategy Design Identify Buyer Value Segments • What do consumers value? • How can we segment consumers based on these values? • Based on what consumers value, what is our strategic direction? • Conceptually, what types of products do we want to offer? • Conceptually, what channels do we want consumers to use? Plan Implementation Develop Migration Strategy Develop Detailed Strategy Design Develop Product/Pricing Strategy • What products should we offer? • How should they be priced? Estimate Anticipated Customer Behavior • To which channels will customers migrate? Determine Distribution Network iterative Understand Value Propositions • How do we change our branch and ATM networks? – How many? – Where should they be located? • How do we communicate these changes to our key stakeholders? • How do we prepare our consumers and employees for these changes? • How do we actually get to where we want to be? – Pilot Plan – Roll-Out Plan Minimize Business Decision Risk • How will consumers react? How will this affect our bottom line? Develop Data Mining Opportunities • How do we exploit buyer value insights to better target market segments? 附录三：Power. Point制作 具及范本 33

Identify Buyer Value Segments Benefits —Quantitative Value based segment strategies can produce incremental revenues of $700 million and reduce costs up to $150 million. - Quantifiable Benefits - ILLUSTRATIVE These cost savings will be offset by the $52 million increase in central delivery unit costs. . . Branch and City Administration annual operating costs will be reduced by nearly $200 million. . . $MM By 1999, even after absorbing significant implementation/infrastructure costs, project can contribute over $700 million pre-tax annually. . . The shareholder value effect can be significant. $493 $309 Year 附录三：Power. Point制作 具及范本 34 $67 0

Instrument Design Its critical to define what factors or “attributes” are important when consumers decide to purchase from one provider versus another. — Automotive Example — A Product is the Sum of its Attributes Reliability: n Air bags n Steel construction n Roll bar Comfort: n Leather interior n Stereo system n Leg room Speed: n Horsepower n Acceleration Price: n Purchase price n Maintenance costs n Insurance 附录三：Power. Point制作 具及范本 35 Style: n Body style n Color n Image

Instrument Design With traditional research, when you ask how important any particular feature is individually, consumers tend to say each is very important. Styling Reliability Not at all important Very important 1 2 3 4 5 6 Speed 附录三：Power. Point制作 具及范本 7 8 9 Price 36 10

Case Study Based on answers to the tradeoff questions, buyer values are calculated and respondents are grouped by “like” values to help identify target segments. — Buyer Value Segments — ILLUSTRATIVE High Price Channelists. . Liquidity / Access. . . . . . . Rate / Speed. Low Note: . . Speed. . . Performance 1) Each dot represents thousands of consumers 2) Analyses were run for all possible combinations to identify the best grouping of consumers and their values 37 附录三：Power. Point制作 具及范本 High

Case Study These groups or segments of consumers not only have different profit potentials. . . — Investment Buyer Value Segments — % of Market (Consumers) — Investment Buyer Value Segments — % of Market ($) Speed Rate / Speed Channelists Liquidity / Access Sensitive Liquidity / Access 34% Channel 16% Speed Rate / Speed Sensitive — Average Investment Balance Per Value Segment — Value Segment Avg. . Investment Balance Channel $77, 725 Rate / Speed $92, 264 Liquidity / Access Sensitive $96, 335 Speed $68, 212 Source: Andersen Consulting National Buyer Values Study for Retail Financial Services Consumers 38 附录三：Power. Point制作 具及范本

In summary, using value based segmentation is a powerful tool to improve a client’s bottom line. Creates Revenue Opportunities n Retain most profitable customers n Improve profitability of other customers by fulfilling their values with lower cost structures n Generate new business n Identify revenue enhancement opportunities n Simplify and increase effectiveness of client’s target market activities Identifies Substantial Cost Reduction n Better manage utilization of client’s delivery network n Focus on delivery on required service thresholds n Strip costs from non-value added processes n Don’t have to build one delivery option that fits all $ 附录三：Power. Point制作 具及范本 39 Better Positions Relative to Client’s Competition n Increased customer satisfaction due to fulfilled value sets n Organization clearly understands goals and delivery expectations n Sets stage for adaptable organization better able to respond to competitive change

Market Overview Based on Andersen Consulting’s investigation of the target markets, there is identifiable change in buyer preferences from window to split and cabinet air conditioners. -- Product -- Yesterday Today Breakdown of different types of air conditioners (Before 1996) Future trends Current purchase preferences (1996 -1998) Cabinet 21% Cabinet 9% Window 26% Window 48% Split 48% Window and split account for the majority of the air conditioners possession before 1996. 附录三：Power. Point制作 具及范本 Cabinet air conditioners will continue to grow • cabinet air conditioners show strong growth due to increasing size of homes and price cuts. Future sales growth will continue with improvements in residential power • Some customer segments (especially rural) regard air conditioners as a type of high-end furniture (whose secondary purpose is to cool). Cabinets, best meet this type of customer’s buyer value and will grow with this segment. Split will remain stable, and even decline in some areas • Splits will keep the same market share • Compared to the cabinets, it will decline slightly in some areas because of installation difficulties Generally, window air conditioners will decrease dramatically, • but still account for a certain proportion acting as a transition product for price conscious buyers in hot areas • Because of this income limitation, window air conditioners will still account for a large proportion of sales in economically developing markets (i. e. Changsha and Chongqing) • Windows will continue to sell well in markets such as Hangzhou as transition products for people who are waiting to move into new housing Split 53% Split air conditioners account for the majority of sales. Growth in Mini Central and Ceiling air conditioners Cabinets sales begin to increase • Mini-central or residential used ceiling ones will gain in popularity and windows share of the amongst people in large apartments and houses (especially as market begin to decline market awareness of product availability grows). 40 (From distributors perspective)

Market Overview Over the last three to four years, local air conditioner manufacturers have been able to reposition themselves successfully through combined advances in quality and marketing… -- Today -- -- Yesterday -High National Gree Perceived Added Value Chunlan Mitsubishi Hitachi Meidi Kelon National Mitsubishi Hitachi Sharp Gree Low Chunlan Low Price Low High Competition Today • Local Chinese manufacturers upgrade production technology to offer quality levels on par with JV operations • Local Chinese manufacturers develop marketing capability/expertise • JV operations, crippled by ability to understand market and operate within local business culture’s drop in position • JVs begin to compete more on price as perception of added value differentiation disappears. Competition Yesterday • Local and JV manufacturers target two different market segments separated by price/quality trade off • JV operations target quality conscious upper end of market while local manufacturers target bottom end • Local manufacturers limited in terms of production quality capability and marketing experience 附录三：Power. Point制作 具及范本 Price 41

Market Overview Consolidated results for the markets - from a market attractiveness perspective. - i. e. looking at market size, growth, competition, market entry (i. e. distribution opportunity) from a current and future perspective. Beijing Nanjing Hangzhou Jinan Changsha Chongqing Market Size Market Growth Competition Strategic View Distribution Opportunity Entry Priority High Medium-High Medium Source: AC market investigations 附录三：Power. Point制作 具及范本 42 Medium - Low

Market Overview From the sales offices and warehouses established in these several markets, strategic nodes can be established to allow access to nearby markets. Beijing Shijia. Zhuang (Hebei) Tianjin l l l Zhengzhou (Henan) Xi’an (Shaanxi) Medium to High Priority l Hefei (Anhui) Suzhou Shanghai Wuhan Chongqing l Medium Priority Hangzhou Chengdu Changsha Medium to Low Priority l l Kunming Guiyang Cities to be covered Year One Beyond Year One Cities Requiring Investigation l Xiamen l Shantou Shenzhen l Zhanjiang Source: AC market investigations 附录三：Power. Point制作 具及范本 Jinan Nanjing l High Priority l Qingdao 43