文档介绍：anization with New Business Model HR Director- Philips Lighting China Johnny Lu Lighting China Industrial Operations Status Hangzhou Shanghai Beijing Urumqi Lhasa Chongqing Chendu Kunming Haikou Hainan Shenzhen Guangzhou Xiamen Fuzhou Wuhan Nan Jing Tianjin Dalian Shenyang Ha’erbin Jinan Hefei Changsha Nanchang Shantou Zhengzhou Changchun HongKong Taipei Xi’an m. m. HK m. Lamps East Asia Where We Are ... FD P&Y Central Business Model Pre 1988 Import through HK traders Local sales invoiced JV’s mercial teams operate in China People Issues Different anization and HR policies Limit development space for talents Difficulty to make job rotation One more contact windows face to one dealer The Result is Low efficiency with high cost! Short term and long term Objs. For business model First Year(98): Consolidation of FD sales force Relocation of HK based China support team Dis- entanglement of HK domestics vs China import Objectives: Second year(99): Create of stockiest model Redirection of import through one Philips subsidiary pany Transfer price agreement reached between JV’s Objective: Third year(2000): Multiple supply sources but one face to customers Launch of BEST partnership program Improve business process using functional survey tool Objective: Fourth year(2001): Consolidation of P&Y sales team Supply chain integration through E- Biz Direct local outsourcing Major Activities for HR Strategic Human Resources Plan - Competencies analysis - Design anization based on new business model and people ability - Localization program Check with professionals to make sure the actions align with law Study the agreement with Chinese partner (For specific people items) List the alternative approaches for the change Build up good relationship with labor union and keep them informed