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1、宝宝洁战略管理模型略管理模型ChoiceCascadetoDefinetheChoices选择级别以确定以确定选择WhatareourgoalsandAspirations?WherewillwePlay?WhatCapabilitiesmustbeinplacetowin?HowwillweWininchosenmarket?WhatManagementSystemsarerequired?我们有哪些目标和愿望我们要做些什么？我们将如何赢得市场我们需要什么样的管理系统实现双赢的需要什么样的能力ChoiceCascadetoDefinetheChoices选择级别以确定以确定选择Whatare
2、ourgoalsandAspirations?WherewillwePlay?WhatCapabilitiesmustbeinplacetowin?HowwillweWininchosenmarket?WhatManagementSystemsarerequired?我们有哪些目标和愿望我们要做些什么？我们将如何赢得市场我们需要什么样的管理系统实现双赢的需要什么样的能力Re-caponlecture1 Wherewillweplay?Wherewillweplay? TotalShareholderReturncalculationsbyGlobalBusinessUnitTotalShare
3、holderReturncalculationsbyGlobalBusinessUnit 全球范全球范围围内的股内的股东总东总回回报报率的率的计计算算 Howwillwewin?CommercialStrategyHowwillwewin?CommercialStrategy 我我们们要如何要如何赢赢？商？商业战业战略略 FocusoncorebrandsFocusoncorebrands ConsumerIsBossConsumerIsBoss WinwithwinningcustomersWinwithwinningcustomers Competitiveretailmarginsstr
4、ongCompetitiveretailmarginsstrong TailorInvestmentsByCustomerTailorInvestmentsByCustomer BeStrongWithGlobalCustomersBeStrongWithGlobalCustomers GetthevalueequationrightGetthevalueequationright KnowthecompetitorsKnowthecompetitors Whatcapabilitiesmustbeinplace?Whatcapabilitiesmustbeinplace? 能力的定位（需要什
5、么能力的定位（需要什么样样的能力定位）的能力定位） Globalmatrixstructure:GlobalBusinessUnits(GBUs)andMarketDevelopmentGlobalmatrixstructure:GlobalBusinessUnits(GBUs)andMarketDevelopmentOrganizations(MDOs)Organizations(MDOs) Individualaccountability,Work&DevelopmentPlansIndividualaccountability,Work&DevelopmentPlans专注于核心品牌消费
6、者才是老板赢得顾客零售利润率的竞争力量身打造投资客户全球客户获得价值模式了解竞争对手全球矩阵结构：全球业务单位（gbus）及市场组织（mdos）个人责任制，工作与发展计划HOMEWORK-WhatshareofshelfdoesYEShave?WhatshareofshelfdoesYEShave?-市市市市场场占有率？占有率？占有率？占有率？-Whatdoyouthinkithasinmarketshare?Whatdoyouthinkithasinmarketshare?-你怎么看市你怎么看市你怎么看市你怎么看市场场上的占有率？上的占有率？上的占有率？上的占有率？-Whatdoyoulea
7、rnfromthepricingandsizingyousee?Whatdoyoulearnfromthepricingandsizingyousee?-Whymightitbeso?Whymightitbeso?-从价格和数量上看出什么？从价格和数量上看出什么？从价格和数量上看出什么？从价格和数量上看出什么？为为什么会是什么会是什么会是什么会是这样这样呢？呢？呢？呢？-Whatinfluencestheshelfpositioning?Whatinfluencestheshelfpositioning?-是什么影响是什么影响是什么影响是什么影响产产品的定位？品的定位？品的定位？品的定位？-W
8、hatwouldyourYESstrategybe?WhatwouldyourYESstrategybe?-你的你的你的你的对应对应策略是什么？策略是什么？策略是什么？策略是什么？HOMEWORK-WhatshareofshelfdoesYEShave?WhatshareofshelfdoesYEShave?-Ca.60%Ca.60%大大大大约约6060-Whatdoyouthinkithasinmarketshare?Whatdoyouthinkithasinmarketshare?-Sameasshelfshare(60-70%)Sameasshelfshare(60-70%)占市占市占市
9、占市场场分分分分额额（60607070）-Whatdoyoulearnfromthepricingandsizingyousee?Whatdoyoulearnfromthepricingandsizingyousee?-Whymightitbeso?Whymightitbeso?为为什么会什么会什么会什么会这样这样？-Smallersizesoffer“extrabenefits,butaremoreSmallersizesoffer“extrabenefits,butaremore-expensivepr.mlexpensivepr.ml-Whatinfluencestheshelfposi
10、tioning?Whatinfluencestheshelfpositioning?- -是什么影响是什么影响是什么影响是什么影响产产品的定位品的定位品的定位品的定位-LookslikethebigbottlesareatthebottomLookslikethebigbottlesareatthebottom-看起来像一个巨大的瓶底（瓶看起来像一个巨大的瓶底（瓶看起来像一个巨大的瓶底（瓶看起来像一个巨大的瓶底（瓶劲劲效效效效应应）-WhatwouldyourYESstrategybe?WhatwouldyourYESstrategybe?- -您的策略是什么您的策略是什么您的策略是什么您的策
11、略是什么ChoiceCascadetoDefinetheChoicesWhatareourgoalsandAspirations?WherewillwePlay?WhatCapabilitiesmustbeinplacetowin?HowwillweWininchosenmarket?WhatManagementSystemsarerequired?我们有哪些目标和愿望我们要做些什么？我们将如何赢得市场我们需要什么样的管理系统实现双赢的需要什么样的能力Implementingstrategy实施策略施策略First:Understandingthecustomer第一：了解客第一：了解客户HO
12、WWILLWEWIN?RetailisstillfragmentedShareoftop50publiccompanies,1998Shareoftop50publiccompanies,199819981998年零售年零售年零售年零售业业占有率前占有率前占有率前占有率前5050家的企家的企家的企家的企业业EnergyEnergy能源能源能源能源AutomotiveAutomotive汽汽汽汽车车 Pharmaceuticals; diagnosticsPharmaceuticals; diagnostics医医医医药药ElectronicsElectronics电电子子子子TelecomTe
13、lecom电电信信信信Packaged goodsPackaged goods包装包装包装包装Financial industriesFinancial industries金融金融金融金融ChemicalsChemicals化工化工化工化工RetailRetail零售零售零售零售Source:Source:Global Vantage; McKinseyGlobal Vantage; McKinseyEnergyEnergy能源能源能源能源FinancialFinancialinstitutionsinstitutions金融金融金融金融AutomotiveAutomotive汽汽汽汽车车R
14、etailRetail零售零售零售零售PackagedPackagedgoodsgoods包装包装包装包装ElectronicsElectronics电电子子子子Average number of countries of operation Average number of countries of operation for largest companies (1998)for largest companies (1998)国家运作的大公司国家运作的大公司国家运作的大公司国家运作的大公司Note:Note: Largest companies defined by total rev
15、enueLargest companies defined by total revenue注：公司所确定的注：公司所确定的注：公司所确定的注：公司所确定的总总的收入来源的收入来源的收入来源的收入来源Source:Source:Hoovers; McKinseyHoovers; McKinsey资资料来源：料来源：料来源：料来源：Number of countries of operation Number of countries of operation for most global companiesfor most global companiesMobilMobil美孚美孚美孚美孚
16、140140Royal Dutch ShellRoyal Dutch Shell壳牌壳牌壳牌壳牌130130CitigroupCitigroup花旗花旗花旗花旗100100HSBCHSBC汇汇丰丰丰丰7979SiemensSiemens西西西西门门子子子子190190ToshibaToshiba东东芝芝芝芝8181NestleNestle雀巣雀巣雀巣雀巣80+80+Procter & GambleProcter & Gamble宝宝宝宝洁洁120120FiatFiat菲菲菲菲亚亚特特特特6060General MotorsGeneral Motors通用通用通用通用5252CarrefourC
17、arrefour家家家家乐乐福福福福2626Ahold Ahold ？2828Retailingisstilllocal零售零售业的地方性的地方性HOWWILLWEWIN?一些全球性的大公司是由国家运作的* * Only disclosed deal considerations in excess of USD 25 millionOnly disclosed deal considerations in excess of USD 25 millionSource:Source:Amdata; Thomson Financial Securities; McKinsey analysisA
18、mdata; Thomson Financial Securities; McKinsey analysisNon-European Non-European cross-bordercross-border非欧洲跨境非欧洲跨境非欧洲跨境非欧洲跨境European European cross-bordercross-border欧洲跨境欧洲跨境欧洲跨境欧洲跨境DomesticDomestic国内国内国内国内GrowingEuropeanM&AactivitiesinRetail在欧洲零售在欧洲零售业的收的收购活活动越来越多越来越多USDb,dealvolume*USDb,dealvolume
19、*使用美元使用美元使用美元使用美元b,b,交易量交易量交易量交易量* *19941994199519951996199619971997199819981999 to 1999 to SeptemberSeptember只披露交易的考虑超过美元2500万料来源：amdata;汤姆森金融证券;麦肯锡分析Thereisawaroutthere矛盾矛盾DemandDemand需求需求需求需求 Flat/falling share of Flat/falling share of walletwallet Flat/falling pricesFlat/falling prices More dema
20、nding More demanding and complex and complex consumersconsumers Shifting lifestyle Shifting lifestyle and work patternsand work patternsSupplySupply供供供供给给 OvercapacityOvercapacity New entrants New entrants (e-tailers and (e-tailers and retailers)retailers) Supplier Supplier consolidationconsolidatio
21、n Low availability/ Low availability/ rising cost of rising cost of frontline labourfrontline labour Increasing real Increasing real estate costsestate costsPower shifting Power shifting to consumersto consumersInternet is accelerating trendsInternet is accelerating trendsSource:Source:McKinseyMcKin
22、seyHOWWILLWEWIN?我们将如何赢？单位位/份份额下降下降单位位/价格下跌价格下跌更更为艰巨和复巨和复杂的消的消费者者转变生活方式和工作格局生活方式和工作格局过剩剩新加入者（新加入者（电子零售商和零售商）子零售商和零售商）供供应商整合商整合低可用性低可用性/成本上升的人工成本上升的人工越来越多的越来越多的场地地费用用权力力转移移给消消费者者互联网加速发展趋势Sweden瑞典瑞典 MostconsolidatedretailmarketintheworldtheBIGarealreadyBIGMostconsolidatedretailmarketintheworldtheBIGare
23、alreadyBIG 成成为为在世界上多数固定的零售市在世界上多数固定的零售市场场中中较较大的大的 ICAowned50%byAholdICAowned50%byAhold ICAICA拥拥有有AHOLD50AHOLD50 AholdhighlyfinanciallydrivencompanyEVAAholdhighlyfinanciallydrivencompanyEVA AHOLEAHOLE是是财务财务高度至上的公司高度至上的公司EVAEVA MorepressureonICAmorepressureonsuppliersMorepressureonICAmorepressureonsup
24、pliers 在在ICAICA更多的更多的压压力在供力在供应应商商 Wantshigherprofits,higherturnover,happierconsumers(differentiateWantshigherprofits,higherturnover,happierconsumers(differentiatethemselvesvs.Competition)themselvesvs.Competition) 想要更高的利想要更高的利润润更高的更高的营业额营业额和更多的消和更多的消费费者（不同于主者（不同于主场场迎迎战战竞竞争）争）HOWWILLWEWIN?我们将如何赢？Nowwe
25、knowthecustomercanwefindasweetspot?我我们现在知道了客在知道了客户我我们可以找到一个最可以找到一个最佳的方法？佳的方法？ Howwillwewin?Howwillwewin?我我们们将如何将如何赢赢 ConsumeristheBOSSConsumeristheBOSS CoreBrandsCoreBrands WinwithwinningcustomersWinwithwinningcustomers- -CompetitiveretailmarginsstrongCompetitiveretailmarginsstrong- -TailorInvestmen
26、tsByCustomerTailorInvestmentsByCustomer- -BeStrongWithGlobalCustomersBeStrongWithGlobalCustomers HowwillwewinSweetSpot?HowwillwewinSweetSpot?我我们们如何如何赢赢得最佳的方法得最佳的方法Launchaproduct,withuniqueconsumerbenefits,withLaunchaproduct,withuniqueconsumerbenefits,withhighercustomermargins,thatdrivetotalTSRforP&G
27、highercustomermargins,thatdrivetotalTSRforP&G 推出一个推出一个产产品，具有独特的消品，具有独特的消费费者得益，者得益，为为宝宝洁获洁获得更高的客得更高的客户户利利润润率率专注于核心品牌消费者才是老板赢得顾客零售利润率的竞争力量身打造投资客户全球客户获得价值模式了解竞争对手Havingtherightcapabilities有正确的能力有正确的能力P&GtriestomirrorhowthecustomerworksP&GtriestomirrorhowthecustomerworksWeworkinmultifunctionalteams,toad
28、dressWeworkinmultifunctionalteams,toaddresscomplexbusinessissuescomplexbusinessissuesInamatrixorganisationindividualaccountabilityInamatrixorganisationindividualaccountabilityisKEYisKEY宝洁试图像一面镜子试进行顾客服务我们的工作，在多功能团队，以解决复杂的商业问题在矩阵组织，个人责任制是关键GlobalAholdCustomerTeamOverviewAHOLD全球全球团队P&GAholdGlobal Team全
29、球团队Teamleader (VP) & MultifunctionalBased in Rotterdam总部设在鹿特丹Regional TeamsUSA, Europe, Latin America, andAsia区域小组美国，欧洲，拉丁美洲和亚洲Regional Customer HQ区域客户总部Ahold Managementin ZaandamLocal Teams-ICA/Hakon (Ahold Nordic)-Teamleader & multifunctional team当地专家队伍-ica/hakon（阿霍德北欧）-teamleader多功能团队Local Custom
30、ersICA/Hakon本地客户国际合作社联盟/hakon2024-09-1516LocalNordicTeam北欧北欧团队Sales:Teamleader,KeyaccountmanagersSales:Teamleader,Keyaccountmanagers销销售：售：teamleaderteamleader，重点客，重点客户经户经理理FinanceFinance财务财务MarketingMarketing市市场营销场营销LogisticsLogistics物流物流CustomermarketingCustomermarketing客客户营销户营销Ordergroup,backoffic
31、esupportOrdergroup,backofficesupport治安治安组组后勤支持后勤支持EveryoneontheteamknowstheirroleintheGOAL&whattheyareMEASUREDontoSUCCEED每个人清楚他们在团队中的作用，用最终目标的实现来衡量他们的成功LocalNordicTeamaccountability北欧北欧团队职责Sales:Teamleader,KeyaccountmanagersSales:Teamleader,Keyaccountmanagers Volume,Share,CosttoserveVolume,Share,Cos
32、ttoserveFinanceFinance Customerprofit,effecientspendingCustomerprofit,effecientspendingMarketingMarketing Share,basketsize,traffic,categoryshareShare,basketsize,traffic,categoryshareLogisticsLogistics Shelfavailability,perfectorders,inventoriesShelfavailability,perfectorders,inventoriesOrdergroup,ba
33、ckofficesupportOrdergroup,backofficesupport PerfectOrders,leadtimes,nooverduesPerfectOrders,leadtimes,nooverdues销售：teamleader，重点客户经理数量，共享，成本，服务财务客户利润，高效率的消费市场营销市场占有率，贸易，物流货架供货，完善订单，存货治安组，后勤支持完善的订单，交货期，没有逾期ControlSystems控制系控制系统1.FinancialFinancial2.SalesFundamentalsSalesFundamentals3.IndividualPerfor
34、manceIndividualPerformance4.ActionstepsActionsteps金融销售基本面个人业绩流程步骤Reminder:OGSM提示：提示：OGSMObjectiveObjective目的目的目的目的 GoalsGoals目目目目标标 StrategiesStrategies策略策略策略策略 MeasuresMeasures测测量量量量 What do we need What do we need to achieve ?to achieve ?我我我我们们究竟需究竟需究竟需究竟需要要要要实现实现什么什么什么什么？ Quantitative Quantitativ
35、e Target ofTarget ofProgressProgresstoward thetoward theObjective, withinObjective, withina specificallya specificallydefined timedefined timeframeframe定量定量定量定量目目目目标标进进展展展展方向方向方向方向客客客客观观的的的的界定界定界定界定时间时间计计划划划划How we willHow we willachieve ourachieve ourgoals.goals.It must makeIt must makea specifica
36、specificdecision ordecision orit is not ait is not astrategy.strategy.A really goodA really goodstrategy isstrategy isa set of one ora set of one ormore statements,more statements,each of which each of which only makesonly makesone specificone specificdecision.decision.Mechanism toMechanism toprovid
37、e theprovide thenumericalnumericalanswer whichanswer whichestablishes ourestablishes ourposition versusposition versusgoal(s)goal(s)为为消消消消费费者提供了数者提供了数者提供了数者提供了数值值答案确立了我答案确立了我答案确立了我答案确立了我们们的立的立的立的立场场与目与目与目与目标标 WordsWordsNumbersNumbersWordsWordsNumbersNumbersWhat?How?我们将会怎样实现我们的目标。它必须是一个具体决定而不只是一个战略。一
38、个真正好的策略，是一套一项或一项以上的报表，每一项都只是一个具体的决定P&GMeasures:e.g.YesAromaLaunch宝宝洁的措施：的措施： Objective:Objective:目的目的Securemarketleadershipwithinhand-dishbyofferingconsumersthebestvalueandSecuremarketleadershipwithinhand-dishbyofferingconsumersthebestvalueandbybeingthepreferredsupplierofhand-dishtoleadingcustomersb
39、ybeingthepreferredsupplierofhand-dishtoleadingcustomers争取市争取市场场的的领导领导地位，另一方面，地位，另一方面，为为提供消提供消费费者最佳的价者最佳的价值值， 并作并作为为首首选设备选设备供供应应商商 GoalsGoals( (note:notactualnumbersnote:notactualnumbers) ): :目目标标（注：非注：非实际实际数据数据） Growvolumeby5%Growvolumeby5% Deliver$1,433MofvaluecontributiontothecompanyDeliver$1,433M
40、ofvaluecontributiontothecompany Reach90%distributionin3monthsonAromaReach90%distributionin3monthsonAroma Reach80%shareofshelfReach80%shareofshelf增增长长量量5 5 交付交付14331433美元的价美元的价值贡值贡献献给给公司公司达达9090以上分布在以上分布在3 3个月内个月内达到百分之八十的份达到百分之八十的份额额P&GMeasures:e.g.YesAromaLaunch StrategiesStrategies策略策略 launchflanke
41、rswhich:launchflankerswhich: MatchunmetconsumerpreferencesMatchunmetconsumerpreferences GrowtotaltradeprofitabilityonYesbrandGrowtotaltradeprofitabilityonYesbrand increaseconsumerandcustomermarketingspendyear1tosecuretrialincreaseconsumerandcustomermarketingspendyear1tosecuretrial usedisplaystogetfa
42、stdistributionearlyinyearusedisplaystogetfastdistributionearlyinyear donotincreasecurrentlevelanddepthofpromotionsdonotincreasecurrentlevelanddepthofpromotions MeasurementsMeasurements测测量量 Volume:dailyshipmentreportsbycustomerVolume:dailyshipmentreportsbycustomer成交量：由客成交量：由客户户提供每天的装运提供每天的装运报报告告 Shar
43、esbyproductandcustomer:Weekly/MonthlyNielsendataSharesbyproductandcustomer:Weekly/MonthlyNielsendata 股份公司的股份公司的产产品和客品和客户户：每周：每周/ /每月尼每月尼尔尔森数据森数据 Marketpricesbyproductandcustomer:Weekly/MonthlyNielsendataMarketpricesbyproductandcustomer:Weekly/MonthlyNielsendata 市市场场价格是由价格是由产产品和客品和客户户：每周：每周/ /每月尼每月尼尔
44、尔森数据森数据 Budgets:actualsversuscommitments;$/unitBudgets:actualsversuscommitments;$/unit 算：算：实银实银两承两承诺诺; ;元元/ /单单位位 Valuecontribution(Brand/Product/Country):monthlyBrandProfitEstimatesValuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)(BPEs) 企企业业价价值贡值贡献（品牌献（品牌/ /产产品品/ /国家）国家） ：每
45、月的品牌利：每月的品牌利润润估估计计（bpesbpes）启动两项：1找寻消费者未满足的喜好2成长，贸易总额的盈利能力是品牌使用监控系统，以获当年得快速分布不增加现有水平和深度促销FINANCIALFIRMPROCTER & GAMBLE NORDICFinancial AnalysisHANDDISH - NORDIC VALUE CREATION PL RATENORDICActual FY01/02FIRM 02/03$M$ / ml% sales$M$ / ml% salesVolume100 105 Volume (Index vs. YA)101 105 Net Realizatio
46、n4 000 40.00 4 100 39.05 Price Reductions(25) 0.25 - (0.7%) (30) 0.29 - (0.8%) Customer Marketing(250) 2.50 - (6.7%) (300) 2.86 - (8.0%) NET OUTSIDE SALES3 725 37.25 3 770 35.90 (Index vs. YA)103.1 100.0 COST OF GOODS SOLD1 200 12.00 32.2% 1 260 12.00 33.4% GROSS MARGIN $2 525 25.25 67.8% 2 510 23.9
47、0 66.6% Marketing Expense(650) 6.50 - (17.4%) (700) 6.67 - (18.6%) Overheads(373) 3.73 - (10.0%) (377) 3.59 - (10.0%) NORDIC CONTRIBUTION1 503 15.03 40.3% 1 433 13.65 38.0% Annual Growth rate90-10%95-5%YesAromaLaunchMeasurementsMeasurements Volume:dailyshipmentreportsbycustomerVolume:dailyshipmentre
48、portsbycustomer Sharesbyproductandcustomer:Weekly/MonthlyNielsendataSharesbyproductandcustomer:Weekly/MonthlyNielsendata SalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendata Budgets:actualsversuscommitmentsBudgets:actualsversu
49、scommitments Valuecontribution(Brand/Product/Country):monthlyBrandProfitEstimatesValuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)(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/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（bpesVolumeTrackingdailyreportbycustomer/brandonintr
50、anetlookintodatabaseforshipmentsbyproductTotal Shipment days 23Act shipments days gone11Act time gone (of month)48%BRANDvs. ESTTodays OrderAvg Bal Ship to FIRMESTORDEREDArielxx %xxBoldxx %xxTotal Fabric Carexx %xxFebrezexx %xxSwifferxx %xxMr Properxx %xxYes / Fairy HD30%Yes / Fairy ADWxx %xxTotal Ho
51、me Carexx %xxF&HC Totalxx %xxNORDICVolumeTrackingNORDIC - DAILY SHIPMENTS IN SUMONTH UP TO 102-9-26 2:25 (NB! Year 100 = 2000 (program error)! T o drill to customer details, double-click total Nordic layer!6/6 reyaLICA SWEDEN80996250 YES ADW TABLET2002441 YES ADW TABLETS2004818 YES ADW 3XACTIV26819
52、YES ADW REGULAR 26828 YES ADW REGULAR 80996249 YES ADW 3XACTI2004367 YES ADW RINSE AI80968642 YES EXTRA HYG.80968641 YES EXTRA HYGI80991878 YES EXTRA HYGI80968640 YES ULTRA LEMO80991882 YES ULTRA LEMO80968636 YES ULTRA LEMO80991874 YES ULTRA LEMONEW BUS SU (BU) SHIPMENTS SU (BU) PEND ORD SU (BU) DAT
53、ED ORD SU (BU) TO BE INVOICEDSU (BU) SHIP PM SU (BU) NEW BUS NXT MTHS SU000.0781.33404.74000.0000.0000.0000.0000.0000.0710.18000.0000.403000.0325.37000.0335.4068212.241212.4214000.0000.0710.0042315.0342631.846056.8703000.671000.24611000.0023.3388000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.
54、0000.0000.0000.0000.0781.33404.74000.0000.0000.0000.0000.0000.0710.18000.0000.403000.0325.37000.0027.7368616.981212.4214000.0000.0710.0042315.0342631.846766.9513000.671000.64911000.0348.6098000.0976.5543000.0320.8222000.0000.0900.0821781.198631.846832.4311000.671000.1556000.0620.9774000.0000.0000.00
55、00.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0e.g.Aromadisplaysarenotsellingasforecastedwhy?YesAromaLaunchMeasurementsMeasurements Volume:dailyshipmentreportsbycustomerVolume:dailyshipmentreportsbycustomer Sharesbyproductandcustomer:Weekly/MonthlyNielsendataSharesbyproductandcustomer:Weekly/
56、MonthlyNielsendata SalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendata Budgets:actualsversuscommitmentsBudgets:actualsversuscommitments Valuecontribution(Brand/Product/Country):monthlyBrandProfitEstimatesValuecontribution(Bra
57、nd/Product/Country):monthlyBrandProfitEstimates(BPEs)(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/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（bpesSharesTrackingHAND DISH CLEANER.TOTAL SWEDENVOLUME SHAREJAN02 FEB02MAR02APR02MAY02JUN02JUL02AUG02MARKET (MSU)7972958374957678Versus YrAgo %3-1-210-2-
58、41-3PROCTER&GAMBLE.76.977.077.678.8H76.177.276.577.1YES.76.977.077.678.8H76.177.276.577.1YES LI CON APPLE.3.34.35.76.7H6.35.44.55.1YES LI CON FLORAL BREEZE.1.42.33.23.8H3.23.02.72.5YES LI CON LEMON.29.529.128.629.228.5L29.329.228.8YES LI CON OTHER.42.741.340.139.038.0L39.640.240.6GRUMME.4.24.24.23.6
59、L4.24.14.33.7VIPS.4.24.24.23.6L4.24.14.33.7ICA.8.17.37.66.88.07.98.6H8.0ALL OTHER BRAND.1.4H1.4H1.31.21.21.21.21.1LSKONA.6.75.96.35.66.76.87.4H6.9KF.4.44.43.9L4.64.94.24.34.9ANGLAMARK.1.41.21.1L1.92.01.1L1.1L2.1HBLA VIT.3.03.2H2.82.72.93.1NOPA.e.g.Aromaiscannibalizingasexpected.YesAromaLaunchMeasure
60、mentsMeasurements Volume:dailyshipmentreportsbycustomerVolume:dailyshipmentreportsbycustomer Sharesbyproductandcustomer:Weekly/MonthlyNielsendataSharesbyproductandcustomer:Weekly/MonthlyNielsendata SalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:W
61、eekly/MonthlyNielsendata Budgets:actualsversuscommitmentsBudgets:actualsversuscommitments Valuecontribution(Brand/Product/Country):monthlyBrandProfitEstimatesValuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)(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/每月尼尔森数据预算：实银两承诺企
62、业价值贡献（品牌/产品/国家）：每月的品牌利润估计（bpesSalesFundamentalsTrackingandalsodisplayWD,featureshare,shelfshare,etc.YES AROMA - APPLEPrice Per Unit Without Promo (SFT)P12MP6Mnovdecjanvs NGLAMARKTOTAL SWEDEN102%AXFOOD TOTAL98%AXFOOD FRANCHISE99%D&D DISCOUNT99%VIVO STOCKHOLM97%BERGENDAHL DETALJIST105%YES AROMA - APPL
63、EWeighted distribution (SFT)P12MP6Mnovdecjanvs NGLAMARKTOTAL SWEDENAXFOOD TOTAL100%AXFOOD FRANCHISE97%D&D DISCOUNT99%VIVO STOCKHOLM102%BERGENDAHL DETALJIST102%e.g.AromahashighshareswheredisplayedAnoteoncompetitionCompetitiveResponseModelingCompetitiveResponseModeling ExpectedcompetitiveresponseExpec
64、tedcompetitiveresponse Sequenceofactions+theirNPVsdetermineoptimalstrategySequenceofactions+theirNPVsdetermineoptimalstrategy 竞竞争回争回应应建模建模预预期期竞竞争反争反应应的行的行动顺动顺序序+ +他他们们npvsnpvs确定最佳确定最佳战战略略Whichgameswillweplay?Whichgameswillweplay? E.g.alwaysmatchcompetitionspromotiondepthE.g.alwaysmatchcompetitionspr
65、omotiondepth E.g.neverdoin-storecouponsE.g.neverdoin-storecoupons 哪些游哪些游戏戏我我们们可以玩？可以玩？ 例如：比例如：比赛赛的深入推广的深入推广例如：在店内消例如：在店内消费费券券PossibleExplanations Consumervalueequation?Consumervalueequation? Ispricepremiumtoohigh?DidweoverestimatedemandforAromaproducts?Ispricepremiumtoohigh?Didweoverestimatedemandfo
66、rAromaproducts?mostlikelyOK;off-takehighwheredistributed+repurchaseratehighmostlikelyOK;off-takehighwheredistributed+repurchaseratehigh消消费费者价者价值值公式？公式？ 是溢价是溢价过过高？我高？我们们高估需求香气的高估需求香气的产产品呢？品呢？ - -最有可能确定最有可能确定; ;场场外采取高的地方派外采取高的地方派发发+ +回回购购利率高企利率高企 OrganizationalcapabilityOrganizationalcapability Doweha
67、veenoughsalesrepcoverage?DoesYeshavepriorityinsalescycle?Dowehaveenoughsalesrepcoverage?DoesYeshavepriorityinsalescycle? yes,butmanystoreownersarerejectingyes,butmanystoreownersarerejecting 组织组织能力能力 我我们们是否有足是否有足够够的推的推销员销员覆盖？确覆盖？确实实是有是有优优先先销销售周期？售周期？ 是的，但是的，但许许多店家都拒多店家都拒绝绝 CommercialstrategyCommercia
68、lstrategy istrademarginrecommendedtoolow?Isvalueforcustomernotclearlydefined?istrademarginrecommendedtoolow?Isvalueforcustomernotclearlydefined? 商商业战业战略略 是交易保是交易保证证金推荐太低呢？是价金推荐太低呢？是价值值，为为用用户户没有明确界定呢？没有明确界定呢？Possibleexplanation:storeownersnotclearonaddedvaluedonotwishtoreplaceproducts,donothavemoresp
69、aceinstoreformoreproducts,anddonotwantcomplexityofmorecodesinsystem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YesAromaLaunch MeasurementsMeasurements Volume:dailyshipmentreportsbycustomerVolume:dailyshipmentreportsbycustomer Sharesbyproductandcustomer:Weekly/MonthlyNielsendataSharesbyproductandcu
70、stomer:Weekly/MonthlyNielsendata SalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendata Budgets:actualsversuscommitmentsBudgets:actualsversuscommitments Valuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)V
71、aluecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs) 测测量量成交量：每天装运成交量：每天装运报报告告股份公司的股份公司的产产品和客品和客户户：每周：每周/ /每月尼每月尼尔尔森数据森数据销销售基售基础产础产品和客品和客户户：每周：每周/ /每月尼每月尼尔尔森数据森数据预预算：算：实银实银两承两承诺诺企企业业价价值贡值贡献（品牌献（品牌/ /产产品品/ /国家）国家） ：每月的品牌利：每月的品牌利润润估估计计（bpesbpes） howdowereflectnewforecastandwhatdowe
72、do?howdowereflectnewforecastandwhatdowedo? 我我们应该们应该如何反映新的如何反映新的预测预测和我和我们该们该做什么？做什么？BudgetTrackingPROCTER & GAMBLE NORDICBudget ControlTotal MDA*SPENTBUDACTCOMSPENTvs BUD(MUSD)(MUSD)(MUSD)(MUSD)(%)Yes/Fairy HD10018183535%Yes/Fairy ADW10028285555%Febreze10046469393%Swiffer1006464128128%Total HOME40015
73、615631145%Pringles10023234646%CriticalpartindecisionwhethertocontinuestrategyLaunchbasedontighteconomics($/ml)dowecutbudgetsorincreasethemifvolumesarenotcomingin?howsensitiveistheNPV?Expectfrontspendingduringlaunch,butpossibilitiesofcuttingQ4supportFINANCIALTRACKINGBrandProfitEstimates&Reconciliatio
74、nsexplaindifferencevs.estimatebyvolume,mixeffect,budgets,exchangerates,andtradetermsavailablebyproductandcountryconsolidatedacrossGBUsandMDOsinSAPR/3tomakeourquarterlyreporttoWallStreet$M$ / mlDelta %4 000 Mix effect10 0.3%0.3%Volume effect100 2.5%Exchange Rate effect -10 -0.3%-0.2%4 100 2.5%0.0%$M$
75、 / mlDelta %3 725 Mix Effect10 0.3%0.3%Volume effect100 2.7%Exchange Rate effect-10 -0.3%-0.3%Customer budget effect-50 -1.3%0.1%Consumer budget effect-5 -0.1%0.0%3 770 1.2%0.2%Net Real ReconciliationNOS ReconciliationACTIONSTEPS:行行动步步骤E.g.SeptemberBPE例如例如9月的月的BPE Wearebelowvolumetarget.Wearebelowvo
76、lumetarget.我我们们下面的具体目下面的具体目标标 SalesfundamentalsshowthatwearelowondistributionSalesfundamentalsshowthatwearelowondistribution(priceandsharewhereinstoreontarget).(priceandsharewhereinstoreontarget). 销销售基本面表明，我售基本面表明，我们们是低的分布（价格和分享在店目是低的分布（价格和分享在店目标标） RepurchaserateishighamongconsumertheproductRepurcha
77、serateishighamongconsumertheproductworks.works. 回回购购利率是高消利率是高消费费产产品工程。品工程。 Only175ofestimated300displaysofAromahavebeenOnly175ofestimated300displaysofAromahavebeensoldstoreownersreluctanttotakeinnewproduct.soldstoreownersreluctanttotakeinnewproduct. 估估计计300300只有只有175175售出店主不愿承担新售出店主不愿承担新产产品品 Brandte
78、ammeetswithSalesteamstodiscusspossibleBrandteammeetswithSalesteamstodiscusspossibleactions.actions.品牌品牌团队团队与与销销售售团队团队交流，交流，讨论讨论可能采取的行可能采取的行动动 ACTIONSTEPS:行行动步步骤E.g.SeptemberBPE Wetakebackbudgetcommitmentswhollybasedonvolume,thisWetakebackbudgetcommitmentswhollybasedonvolume,thismoneycanbemadeavailab
79、leforre-investment.moneycanbemadeavailableforre-investment.我我们们收回收回预预算的承算的承诺诺全出全出货货量量为为基基础础，这这笔笔钱钱可以供再投可以供再投资资。 Decision:Decision:distributionandyear-1volumeisvital.Weneedtore-deploydistributionandyear-1volumeisvital.Weneedtore-deployfundsforadisplay-drive.fundsforadisplay-drive. 决定：分布和今年决定：分布和今年1 1
80、是至关重要的。我是至关重要的。我们们需要重新需要重新调调配配资资金，供金，供驱动驱动。 Tryone-timeirresistibleofferwithnewtradeleafletspecifyingTryone-timeirresistibleofferwithnewtradeleafletspecifyingrationalebehindYesAroma.rationalebehindYesAroma. 尝试尝试一次性不可阻一次性不可阻挡挡的的offeroffer Effectoncontribution:highercustomermarketingbudgets%NOS,butEff
81、ectoncontribution:highercustomermarketingbudgets%NOS,butreachcriticalvolumeandtrialinyear1.reachcriticalvolumeandtrialinyear1. 对贡对贡献：在第献：在第1 1年高年高级级客客户营销预户营销预算的数，达到算的数，达到临临界数量和界数量和试验试验 NewfinancialsarecommunicatedtoGBUviaBrandProfitEstimate.NewfinancialsarecommunicatedtoGBUviaBrandProfitEstimate.Ful
82、lreconciliationsaresentbyFinance.FullreconciliationsaresentbyFinance. 派出派出财务财务充分充分对帐对帐，将新的，将新的财务财务状况状况传传达达给给gbugbu通通过过品牌品牌获获利利预预估估PERFORMANCETRACKINGAccountabilityAccountabilityexamples:职责的例子countryGMvaluecontributionandflow;externalrelations,organization国家通用汽车-企业价值贡献和流量;对外关系，组织GBUGMP/L(incl.Product
83、ion+logisticscosts,alloverheads),inventorygbu通用汽车-/升（含生产+物流成本，所有间接成本），存货marketplannerforecastaccuracy,%availability市场企划-预报准确率，供货brandteamleadercontribution,volume,shares,organization品牌团队领导人-贡献，数量，股权，组织customerteamleadervolume,salesfundamentals,organization消费团队-量，销售基本面，组PERFORMANCETRACKINGWork&Develo
84、pmentPlans执行追踪工作及行追踪工作及发展展计划划 onceperyearfeedbackfrommanagers,directreports,onceperyearfeedbackfrommanagers,directreports,colleaguescolleagues 每年一次每年一次- -反反馈馈，向，向经经理直接理直接报报告告 Howhasworkplanbeendelivered?HowhaspersonHowhasworkplanbeendelivered?Howhaspersondevelopedorganization?developedorganization?
85、如何界定工作如何界定工作计计划已划已经经交付？如何开交付？如何开发发人人员员的的组织组织安安排？排？ Strengths+weaknessessetdevelopmentplanwithStrengths+weaknessessetdevelopmentplanwithmanagermanager 强项强项+ +弱点弱点- -经经理理设设定的定的发发展展计计划划 Basisforpromotiontimings+salarylevelBasisforpromotiontimings+salarylevel 促促进时进时序序+ +工工资资水平水平PERFORMANCETRACKINGFIRMFY
86、99/00FY00/01FY01/02FY02/03Consumer Satisfaction & ReachSEK:US$ExchangeRateNetSalesP&L($MM)XXXXXXXX(Indexvs.YearAgoP/L)xxxxxxxx(Indexvs.YearAgoConstantRate)xxxxxxxxVolume(MMSU)XXXXXXXX(Indexvs.YearAgo)xxxxxxxxMDOValueFlowP&LRate%MDOValueFlowConstantRate%VolumeinTier1Customers%Top4CategoriesValueShare
87、(%)Diapers%Laundry%Haircare%Fempro%Top4CategoriesBusinessGainingShareL12M(%)%LocalS&A(% of NOS)%1)%Productivity(NOS $MM/head)%MDA(% of NOS)%2)%MSA(% of NOS)%1-monthSalesPlanPerformance(mean absolute % error)%6-monthsSalesPlanCommitment(mean absolute % error)%MissedCases%Receivables(days outstanding)
88、xxxxxxxxDiditwork?YESCASEDoyouthinkyoucanrecognizeourstrategyintheDoyouthinkyoucanrecognizeourstrategyinthestore?store?在商店你在商店你认为认为你能你能认识认识我我们们的策略的策略吗吗？Havewesucceededinyouropinion?Havewesucceededinyouropinion?你你认为认为我我们们是否成功呢？是否成功呢？Whatcanbedonebetter?Whatcanbedonebetter?有什么可以做的更好有什么可以做的更好吗吗？Results
89、Results结结果果SUMMARY:STRATEGY&CONTROLSYSTEMSATP&G综述：述：战略与控制系略与控制系统，在宝，在宝洁Lecture1:MakingWinningStrategiesinaLargeCompanybothLecture1:MakingWinningStrategiesinaLargeCompanybothGloballyandLocallyGloballyandLocally第一第一第一第一讲讲：大公司在全球和本地，决策：大公司在全球和本地，决策：大公司在全球和本地，决策：大公司在全球和本地，决策赢赢得得得得战战略，略，略，略， ProcessToMak
90、eRightChoices(ChoiceCascade)ProcessToMakeRightChoices(ChoiceCascade) 过过程中作出正确的程中作出正确的程中作出正确的程中作出正确的选择选择（选择级选择级） FinancialFrameworkForValuation(PortfolioAnalysis,TSR)FinancialFrameworkForValuation(PortfolioAnalysis,TSR) 财财政框架估价（政框架估价（政框架估价（政框架估价（组组合分析，合分析，合分析，合分析，热热化学化学化学化学还还原反原反原反原反应应） OrganisationW
91、orkingtogethereffectively:MatrixStructureOrganisationWorkingtogethereffectively:MatrixStructure 组织组织工作，有效地工作，有效地工作，有效地工作，有效地协协同：矩同：矩同：矩同：矩阵结阵结构构构构 ASystemofindividualaccountabilityASystemofindividualaccountability 个人个人个人个人职责职责制的制度建立制的制度建立制的制度建立制的制度建立SUMMARY:STRATEGY&CONTROLSYSTEMSATP&GLecture2:Lectu
92、re2: ApplyingglobalstrategiessuccesfullyatlocallevelrequiresApplyingglobalstrategiessuccesfullyatlocallevelrequirescustomizationtoconsumer(preferences,shoppingbehavior,etc.)andcustomizationtoconsumer(preferences,shoppingbehavior,etc.)andcustomer(tradeconsolidation,profitability,collaborrativemode,et
93、c.).customer(tradeconsolidation,profitability,collaborrativemode,etc.). 第二第二第二第二讲讲： 运用全球策略成功，在地方一运用全球策略成功，在地方一运用全球策略成功，在地方一运用全球策略成功，在地方一级级，需要个性化，以消，需要个性化，以消，需要个性化，以消，需要个性化，以消费费者（喜好，者（喜好，者（喜好，者（喜好，购购物行物行物行物行为为等）和客等）和客等）和客等）和客户户（贸贸易易易易综综合性，盈利性，网上合作模式，等等）合性，盈利性，网上合作模式，等等）合性，盈利性，网上合作模式，等等）合性，盈利性，网上合作模式，
94、等等） ManagementcontrolsystemsmusttrackallaspectsofadeployedManagementcontrolsystemsmusttrackallaspectsofadeployedstrategy,andoutputofsystemsmustbeactionable.strategy,andoutputofsystemsmustbeactionable. 管理控制系管理控制系统统必必须须跟踪各方面的部署策略，并跟踪各方面的部署策略，并输输出系出系统统必必须须可可执执行行 QUESTIONS?问题Thankyou&goodluckThankyou&goodluck谢谢谢谢! !
