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1、IMPLEMENTING STRATEGY diagnostics医药Electronics电子Telecom电信Packaged goods包装Financial industries金融Chemicals化工Retail零售Source:Global Vantage; McKinseyEnergy能源Financial institutions金融Automotive汽 车Retail零售Packaged goods包装Electronics电子Average number of countries of operation for largest companies (1998) 国家运
2、作的大公司Note:Largest companies defined by total revenue注：公司所确定的总的收入来源 Source:Hoovers; McKinsey资料来源：Number of countries of operation for most global companiesMobil美孚140 Royal Dutch Shell壳牌130Citigroup花旗100 HSBC汇丰79Siemens西门子190 Toshiba东芝81Nestle雀巣80+ Procter Thomson Financial Securities; McKinsey analys
3、isNon-European cross-border 非欧洲跨境European cross-border 欧洲跨境Domestic 国内Growing European M汤姆森金融证券;麦肯锡分析 There is a war out there 矛盾Demand需求Flat/falling share of wallet Flat/falling prices More demanding and complex consumers Shifting lifestyle and work patternsSupply供给Overcapacity New entrants (e-tail
4、ers and retailers) Supplier consolidation Low availability/ rising cost of frontline labour Increasing real estate costsPower shifting to consumersInternet is accelerating trendsSource:McKinseyHOW WILL WE WIN? 我们将如何赢？单位/份额下降 单位/价格下跌 更为艰巨和复杂的消费者 转变生活方式和工作格局过剩 新加入者（电子零售商和零售商） 供应商整合 低可用性/成本上升的人工 越来越多的场
5、地费用权力转移给消费者互联网加速发展趋势Sweden瑞典 Most consolidated retail market in the world the BIG are already BIG 成为在世界上多数固定的零售市场中较大的 ICA owned 50% by Ahold ICA拥有AHOLD50 Ahold highly financially driven company EVA AHOLE是财务高度至上的公司EVA More pressure on ICAmore pressure on suppliers 在ICA更多的压力在供应商 Wants higher profits,
6、higher turnover, happier consumers (differentiate themselves vs. Competition) 想要更高的利润更高的营业额和更多的消费者（不同于主场迎 战竞争）HOW WILL WE WIN? 我们将如何赢？Now we know the customercan we find a sweet spot? 我们现在知道了客户我们可以找到一个最 佳的方法？ How will we win?我们将如何赢 Consumer is the BOSS Core Brands Win with winning customers- Competi
7、tive retail margins strong- Tailor Investments By Customer- Be Strong With Global Customers How will we win Sweet Spot?我们如何赢得最佳的方 法Launch a product, with unique consumer benefits, with higher customer margins, that drive total TSR for P $/unit 算：实银两承诺;元/单位 Value contribution (Brand/Product/Country):
8、 monthly Brand Profit Estimates (BPEs) 企业价值贡献（品牌/产品/国家） ：每月的品牌利润估计（ bpes ）启动两项： 1找寻消费者未满足的喜好2成长，贸易总额的盈利能力是品牌使用监控系统，以获当年得快速分布不增加现有水平和深度促销FINANCIAL FIRMPROCTER off-take high where distributed + repurchase rate high 消费者价值公式？ 是溢价过高？我们高估需求香气的产品呢？ -最有可能确定;场外采取高的地方派发+回购利率高企 Organizational capability Do we
9、have enough sales rep coverage? Does Yes have priority in sales cycle? yes, but many store owners are rejecting 组织能力我们是否有足够的推销员覆盖？确实是有优先销售周期？ 是的，但许多店家都拒绝 Commercial strategy is trade margin recommended too low? Is value for customer not clearly defined? 商业战略是交易保证金推荐太低呢？是价值，为用户没有明确界定呢？Possible explan
10、ation: store owners not clear on added value do not wish to replace products, do not have more space in store for more products, and do not want complexity of more codes in system解释：店家并不清晰附加值-不想取代产品，没有更多的空间储存更多的产品，以及不想复 杂的多码系统 Yes Aroma Launch Measurements Volume: daily shipment reports by customer
11、Shares by product and customer: Weekly /Monthly Nielsen data Sales Fundamentals by product and customer: Weekly /Monthly Nielsen data Budgets: actuals versus commitments Value contribution (Brand/Product/Country): monthly Brand Profit Estimates (BPEs) 测量 成交量：每天装运报告 股份公司的产品和客户：每周/每月尼尔森数据 销售基础产品和客户：每周
12、/每月尼尔森数据 预算：实银两承诺 企业价值贡献（品牌/产品/国家） ：每月的品牌利润估计（ bpes ） how do we reflect new forecast and what do we do? 我们应该如何反映新的预测和我们该做什么？Budget TrackingPROCTER external relations, organization国家通用汽车-企业价值贡献和流量;对外关系，组织 GBU GM P/L (incl. Production + logistics costs, all overheads), inventorygbu通用汽车- -/升（含生产+物流成本，所
13、有间接成本），存货 market planner forecast accuracy, % availability市场企划-预报准确率， 供货 brand team leader contribution, volume, shares, organization品牌团队领导人-贡献，数量，股权，组织 customer team leader volume, sales fundamentals, organization消费团队-量，销售基本面，组 PERFORMANCE TRACKING Work & Development Plans 执行追踪工作及发展计划 once per year
14、 feedback from managers, direct reports, colleagues 每年一次-反馈，向经理直接报告 How has work plan been delivered? How has person developed organization? 如何界定工作计划已经交付？如何开发人员的组织安排？ Strengths + weaknesses set development plan with manager 强项+弱点-经理设定的发展计划 Basis for promotion timings + salary level 促进时序+工资水平PERFORMA
15、NCE TRACKINGFIRMFY 99/00FY 00/01FY 01/02FY 02/03 Consumer Satisfaction & Reach SEK:US$ Exchange Rate0.11720.10250.09540.0943Net Sales P&L($MM)XXXXXXXX (Index vs. Year Ago P/L)xxxxxxxx(Index vs. Year Ago Constant Rate)xxxxxxxxVolume(MMSU)XXXXXXXX (Index vs. Year Ago)xxxxxxxxMDO Value Flow P&L Rate%MDO Value Flow Constant Rate% Volume in Tier 1 Customers%Top 4 Categories Value Share (%) Diapers% Laundry% Haircare% Fempro%Top 4 Categories Business Gaining Share L12M(%)%Local S&A(% of NOS)%1)%Productivity(NOS $MM/head)%MDA(% of NOS)%2)%MSA(% of NOS)%1-month Sales Plan Performance(mean
