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1、宝洁战略管理模型宝洁战略管理模型ChoiceCascadetoDefinetheChoices选择级别以确定选择选择级别以确定选择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选择级别以确定选择选择
2、级别以确定选择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Re-caponlecture1 Wherewillweplay?Wherewillweplay? TotalShareholderReturncalculationsbyGlobalBusiness
3、UnitTotalShareholderReturncalculationsbyGlobalBusinessUnit 全球范围内的股东总回报率的计算全球范围内的股东总回报率的计算 Howwillwewin?CommercialStrategyHowwillwewin?CommercialStrategy 我们要如何赢？商业战略我们要如何赢？商业战略 FocusoncorebrandsFocusoncorebrands ConsumerIsBossConsumerIsBoss WinwithwinningcustomersWinwithwinningcustomers Competitivere
4、tailmarginsstrongCompetitiveretailmarginsstrong TailorInvestmentsByCustomerTailorInvestmentsByCustomer BeStrongWithGlobalCustomersBeStrongWithGlobalCustomers GetthevalueequationrightGetthevalueequationright KnowthecompetitorsKnowthecompetitors Whatcapabilitiesmustbeinplace?Whatcapabilitiesmustbeinpl
5、ace? 能力的定位（需要什么样的能力定位）能力的定位（需要什么样的能力定位） Globalmatrixstructure:GlobalBusinessUnits(Globalmatrixstructure:GlobalBusinessUnits(GBUsGBUs)andMarketDevelopment)andMarketDevelopmentOrganizations(Organizations(MDOsMDOs) ) Individualaccountability,Work&DevelopmentPlansIndividualaccountability,Work&Developmen
6、tPlans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- WhatWhat shareshareofofshelfshelf doesdoesYESYEShavehave? ?-市场占有率？市场占有率？市场占有率？市场占有率？-Whatdoyouthinkithasinmarketshare?Whatdoyouthinkithasinmarketshare?-你怎么看市场上的占有率？你怎么看市场上的占有率？你怎么看市场上的占有率？你怎
7、么看市场上的占有率？-Whatdoyoulearnfromthepricingandsizingyousee?Whatdoyoulearnfromthepricingandsizingyousee?-Whymightitbeso?Whymightitbeso?-从价格和数量上看出什么？为什么会是这样呢？从价格和数量上看出什么？为什么会是这样呢？从价格和数量上看出什么？为什么会是这样呢？从价格和数量上看出什么？为什么会是这样呢？-Whatinfluencestheshelfpositioning?Whatinfluencestheshelfpositioning?-是什么影响产品的定位？是什么影
8、响产品的定位？是什么影响产品的定位？是什么影响产品的定位？-WhatwouldyourYESstrategybe?WhatwouldyourYESstrategybe?-你的对应策略是什么？你的对应策略是什么？你的对应策略是什么？你的对应策略是什么？HOMEWORK- WhatWhat shareshareofofshelfshelf doesdoesYESYEShavehave? ?-Ca.60%Ca.60%大约大约大约大约6060-Whatdoyouthinkithasinmarketshare?Whatdoyouthinkithasinmarketshare?-Sameasshelfsh
9、are(60-70%)Sameasshelfshare(60-70%)占市场分额（占市场分额（占市场分额（占市场分额（60607070）-Whatdoyoulearnfromthepricingandsizingyousee?Whatdoyoulearnfromthepricingandsizingyousee?-Whymightitbeso?Whymightitbeso?为什么会这样？为什么会这样？为什么会这样？为什么会这样？-Smallersizesoffer“extrabenefits,butaremoreSmallersizesoffer“extrabenefits,butaremor
10、e-expensivepr.mlexpensivepr.ml-Whatinfluencestheshelfpositioning?Whatinfluencestheshelfpositioning?- -是什么影响产品的定位是什么影响产品的定位是什么影响产品的定位是什么影响产品的定位-LookslikethebigbottlesareatthebottomLookslikethebigbottlesareatthebottom-看起来像一个巨大的瓶底（瓶劲效应）看起来像一个巨大的瓶底（瓶劲效应）看起来像一个巨大的瓶底（瓶劲效应）看起来像一个巨大的瓶底（瓶劲效应）-WhatwouldyourYE
11、Sstrategybe?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Implem
12、entingstrategy实施策略实施策略First:Understandingthecustomer第一：了解客户第一：了解客户HOWWILLWEWIN?RetailisstillfragmentedShareoftop50publiccompanies,1998Shareoftop50publiccompanies,199819981998年零售业占有率前年零售业占有率前年零售业占有率前年零售业占有率前5050家的企业家的企业家的企业家的企业EnergyEnergy能源能源能源能源AutomotiveAutomotive汽车汽车汽车汽车 Pharmaceuticals; diagnost
13、icsPharmaceuticals; diagnostics医药医药医药医药ElectronicsElectronics电子电子电子电子TelecomTelecom电信电信电信电信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
14、源能源FinancialFinancialinstitutionsinstitutions金融金融金融金融AutomotiveAutomotive汽汽汽汽车车车车RetailRetail零售零售零售零售PackagedPackagedgoodsgoods包装包装包装包装ElectronicsElectronics电子电子电子电子Average number of countries of operation Average number of countries of operation for largest companies (1998)for largest companies (19
15、98)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 revenueLargest companies defined by total revenue注：公司所确定的总的收入来源注：公司所确定的总的收入来源注：公司所确定的总的收入来源注：公司所确定的总的收入来源Source:Source:Hoovers; McKinseyHoovers; McKinsey资料来源：资料来源：资料来源：资料来源：Number of countries of operation Number of cou
16、ntries of operation for most global companiesfor most global companiesMobilMobil美孚美孚美孚美孚140140Royal Dutch ShellRoyal Dutch Shell壳牌壳牌壳牌壳牌130130CitigroupCitigroup花旗花旗花旗花旗100100HSBCHSBC汇丰汇丰汇丰汇丰7979SiemensSiemens西门子西门子西门子西门子190190ToshibaToshiba东芝东芝东芝东芝8181NestleNestle雀巣雀巣雀巣雀巣80+80+Procter & GambleProcte
17、r & Gamble宝洁宝洁宝洁宝洁120120FiatFiat菲亚特菲亚特菲亚特菲亚特6060General MotorsGeneral Motors通用通用通用通用5252CarrefourCarrefour家乐福家乐福家乐福家乐福2626AholdAhold ？2828Retailingisstilllocal零售业的地方性零售业的地方性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 consideratio
18、ns in excess of USD 25 millionSource:Source:AmdataAmdata; Thomson Financial Securities; McKinsey analysis; 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
19、国内国内国内GrowingEuropeanM&AactivitiesinRetail在欧洲零售业的收购活动越来越多在欧洲零售业的收购活动越来越多USDb,dealvolume*USDb,dealvolume*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* *2.92.99.39.312.012.00.70.7199419941995199519961996199719971998199812.412.41999 to 1999 to SeptemberSeptember16.016.0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Ther
20、eisawaroutthere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 demanding More demanding and complex and complex consumersconsumers Shifting lifestyle Shifting lifestyle and work patternsand work patternsSupplySupply供给供给供给供
21、给 OvercapacityOvercapacity New entrants New entrants ( (e-tailerse-tailers and and retailers)retailers) Supplier Supplier consolidationconsolidation Low availability/ Low availability/ rising cost of rising cost of frontline frontline labourlabour Increasing real Increasing real estate costsestate c
22、ostsPower shifting Power shifting to consumersto consumersInternet is accelerating trendsInternet is accelerating trendsSource:Source:McKinseyMcKinseyHOWWILLWEWIN?我们将如何赢？单位单位/份额下降份额下降单位单位/价格下跌价格下跌更为艰巨和复杂的消费者更为艰巨和复杂的消费者转变生活方式和工作格局转变生活方式和工作格局过剩过剩新加入者（电子零售商和零售商）新加入者（电子零售商和零售商）供应商整合供应商整合低可用性低可用性/成本上升的人工
23、成本上升的人工越来越多的场地费用越来越多的场地费用权力转移给消费者权力转移给消费者互联网加速发展趋势Sweden瑞典瑞典 MostMost consolidatedconsolidated retailretailmarketintheworldtheBIGaremarketintheworldtheBIGarealreadyalreadyBIGBIG 成为成为在世界上多数固定的零售市场中较大的在世界上多数固定的零售市场中较大的 ICAICAownedowned50%byAhold50%byAhold ICAICA拥有拥有AHOLD50AHOLD50 AholdAhold highlyhigh
24、ly financiallyfinanciallydrivendrivencompanycompanyEVAEVA AHOLEAHOLE是财务高度至上的公司是财务高度至上的公司EVAEVA MoreMore pressurepressureononICAmoreICAmore pressurepressureonsuppliersonsuppliers 在在ICAICA更多的压力在供应商更多的压力在供应商 WantsWants higherhigherprofits,profits,higherhigher turnoverturnover, ,happierhappier consumers
25、consumers( (differentiatedifferentiate themselvesthemselvesvs.Competition)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）竞争）HOWWILLWEWIN?我们将如何赢？Nowweknowthecustomercanwefindasweetspot?我们现在知道了客户我们可以找到一个最我们现在知道了客户我们可以找到一个最佳的方法？佳的方法？ Howwillwewin?Howwillwewin?我们将如何赢我们将如何赢 Co
26、nsumeristheBOSSConsumeristheBOSS CoreBrandsCoreBrands WinwithwinningcustomersWinwithwinningcustomers- -CompetitiveretailmarginsstrongCompetitiveretailmarginsstrong- -TailorInvestmentsByCustomerTailorInvestmentsByCustomer- -BeStrongWithGlobalCustomersBeStrongWithGlobalCustomers HowwillwewinSweetSpot?
27、HowwillwewinSweetSpot?我们如何赢得最佳的方法我们如何赢得最佳的方法Launchaproduct,withuniqueconsumerbenefits,withLaunchaproduct,withuniqueconsumerbenefits,withhighercustomermargins,thatdrivetotalTSRforP&Ghighercustomermargins,thatdrivetotalTSRforP&G 推出一个产品，具有独特的消费者得益，为宝洁获得更高的客户利润推出一个产品，具有独特的消费者得益，为宝洁获得更高的客户利润率率专注于核心品牌消费者才
28、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&GP&Gtriestriestotomirrormirror howhowthethecustomercustomer worksworksWeWe workworkininmultifunctionalmultifunctionalteams,toteams,toaddressaddress complexcomplexbusinessbusinessissuesissuesInaInamatrixmatrixorganisation
29、organisationindividualindividual accountabilityaccountability isKEYisKEY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全球团队全球团队P&GAholdGlobal Team全球团队Teamleader (VP) & MultifunctionalBased in Rotterdam总部设在鹿特丹Regional TeamsUSA, Europe, Latin America, andAsia区
30、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 CustomersICA/Hakon本地客户国际合作社联盟/hakon2024-09-2416LocalNordicTeam北欧团队北欧团队Sales:Sales:TeamleaderTeamleader,Key,Keyaccount
31、accountmanagersmanagers销售：teamleader，重点客户经理FinanceFinance财务MarketingMarketing市场营销LogisticsLogistics物流CustomerCustomermarketingmarketing客户营销Ordergroup,backOrdergroup,backofficeofficesupportsupport治安组后勤支持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
32、们的成功LocalNordicTeamaccountability北欧团队职责北欧团队职责Sales:Sales:TeamleaderTeamleader,Key,Keyaccountaccountmanagersmanagers VolumeVolume, ,ShareShare, ,CostCosttoservetoserveFinanceFinance CustomerCustomerprofit,profit,effecienteffecientspendingspendingMarketingMarketing ShareShare,basket,basketsizesize, ,t
33、raffictraffic, ,categorycategory shareshareLogisticsLogistics ShelfShelf availabilityavailability, ,perfectperfectorders,orders,inventoriesinventoriesOrdergroup,backOrdergroup,backofficeofficesupportsupport PerfectPerfectOrders,Orders,leadtimesleadtimes,no,nooverduesoverdues销售：teamleader，重点客户经理数量，共享
34、，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控制系统控制系统1.FinancialFinancial2.SalesFundamentalsSalesFundamentals3.IndividualPerformanceIndividualPerformance4.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目标目标目标目标 St
35、rategiesStrategies策略策略策略策略 MeasuresMeasures测量测量测量测量 What do we need to achieve ?我们究竟需我们究竟需我们究竟需我们究竟需要实现什么要实现什么要实现什么要实现什么？ Quantitative Target ofProgresstoward theObjective, withina specificallydefined timeframe定量定量定量定量目标目标目标目标进展进展进展进展方向方向方向方向客观的客观的客观的客观的界定时间界定时间界定时间界定时间计划计划计划计划How we willachieve our
36、goals.It must makea specificdecision orit is not astrategy.A really goodstrategy isa set of one ormore statements,each of which only makesone specificdecision.Mechanism toprovide thenumericalanswer whichestablishes ourposition versusgoal(s)为消费者提供了数为消费者提供了数为消费者提供了数为消费者提供了数值答案确立了我们值答案确立了我们值答案确立了我们值答案确
37、立了我们的立场与目标的立场与目标的立场与目标的立场与目标 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宝洁的措施：宝洁的措施： Objective:Objective:目的目的Securemarketleadershipwithinhand-dishbyofferingconsumersthebestvalueandSecurem
38、arketleadershipwithinhand-dishbyofferingconsumersthebestvalueandbybeingthepreferredsupplierofhand-dishtoleadingcustomersbybeingthepreferredsupplierofhand-dishtoleadingcustomers争取市场的领导地位，另一方面，为提供消费者最佳的价值，争取市场的领导地位，另一方面，为提供消费者最佳的价值， 并作为首选设备供应商并作为首选设备供应商 GoalsGoals( (note:notactualnumbersnote:notactual
39、numbers) ): :目标（目标（注：非实际数据注：非实际数据） Growvolumeby5%Growvolumeby5% Deliver$1,433MofvaluecontributiontothecompanyDeliver$1,433Mofvaluecontributiontothecompany Reach90%distributionin3monthsonAromaReach90%distributionin3monthsonAroma Reach80%shareofshelfReach80%shareofshelf增长量增长量5 5 交付交付14331433美元的价值贡献给公司
40、美元的价值贡献给公司达达9090以上分布在以上分布在3 3个月内个月内达到百分之八十的份额达到百分之八十的份额P&GMeasures:e.g.YesAromaLaunch StrategiesStrategies策略策略 launchflankerswhich:launchflankerswhich: MatchunmetconsumerpreferencesMatchunmetconsumerpreferences GrowtotaltradeprofitabilityonYesbrandGrowtotaltradeprofitabilityonYesbrand increaseconsum
41、erandcustomermarketingspendyear1tosecuretrialincreaseconsumerandcustomermarketingspendyear1tosecuretrial usedisplaystogetfastdistributionearlyinyearusedisplaystogetfastdistributionearlyinyear donotincreasecurrentlevelanddepthofpromotionsdonotincreasecurrentlevelanddepthofpromotions MeasurementsMeasu
42、rements测量测量 Volume:dailyshipmentreportsbycustomerVolume:dailyshipmentreportsbycustomer成交量：由客户提供每天的装运报成交量：由客户提供每天的装运报告告 Sharesbyproductandcustomer:Weekly/MonthlyNielsendataSharesbyproductandcustomer:Weekly/MonthlyNielsendata 股份公司的产品和客户：每周股份公司的产品和客户：每周/ /每月尼尔森数据每月尼尔森数据 Marketpricesbyproductandcustomer
43、:Weekly/MonthlyNielsendataMarketpricesbyproductandcustomer:Weekly/MonthlyNielsendata 市场价格是由产品和客户：每周市场价格是由产品和客户：每周/ /每月尼尔森数据每月尼尔森数据 Budgets:Budgets:actualsactualsversuscommitments;$/unitversuscommitments;$/unit 算：实银两承诺算：实银两承诺; ;元元/ /单位单位 Valuecontribution(Brand/Product/Country):monthlyBrandProfitEsti
44、matesValuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates( (BPEsBPEs) ) 企业价值贡献（品牌企业价值贡献（品牌/ /产品产品/ /国家）国家） ：每月的品牌利润估计（：每月的品牌利润估计（ bpesbpes ）启动两项：1找寻消费者未满足的喜好2成长，贸易总额的盈利能力是品牌使用监控系统，以获当年得快速分布不增加现有水平和深度促销FINANCIALFIRMPROCTER & GAMBLE NORDICFinancial AnalysisHANDDISH - NORDIC VALUE CREAT
45、ION PL RATENORDICActual FY01/02FIRM 02/03$M$ / ml% sales$M$ / ml% salesVolume100 105 Volume (Index vs. YA)101 105 Net Realization4 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
46、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 23.90 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%
47、 Annual Growth rate90-10%95-5%YesAromaLaunchMeasurementsMeasurements Volume:dailyshipmentreportsbycustomerVolume:dailyshipmentreportsbycustomer Sharesbyproductandcustomer:Weekly/MonthlyNielsendataSharesbyproductandcustomer:Weekly/MonthlyNielsendata SalesFundamentalsbyproductandcustomer:Weekly/Monthl
48、yNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendata Budgets:Budgets:actualsactualsversuscommitmentsversuscommitments Valuecontribution(Brand/Product/Country):monthlyBrandProfitEstimatesValuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates( (BPEsBPEs) )测量成交量：每天装
49、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/brandonintranetlookintodatabaseforshipmentsbyproductTotal Shipment days 23Act shipments days gone11Act time gone (of month)48%BRANDvs. ESTTodays OrderAvg Bal Ship to FIRMESTORDEREDA
50、rielxx %xxBoldxx %xxTotal Fabric Carexx %xxFebrezexx %xxSwifferxx %xxMr Properxx %xxYes / Fairy HD7.913.03.930%0.3Yes / Fairy ADWxx %xxTotal Home 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 c
51、ustomer details, double-click total Nordic layer!6/6 reyaLICA SWEDEN80996250 YES ADW TABLET2002441 YES ADW TABLETS2004818 YES ADW 3XACTIV26819 YES ADW REGULAR 26828 YES ADW REGULAR 80996249 YES ADW 3XACTI2004367 YES ADW RINSE AI80968642 YES EXTRA HYG.80968641 YES EXTRA HYGI80991878 YES EXTRA HYGI809
52、68640 YES ULTRA LEMO80991882 YES ULTRA LEMO80968636 YES ULTRA LEMO80991874 YES ULTRA LEMONEW BUS SU (BU) SHIPMENTS SU (BU) PEND ORD SU (BU) DATED 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.
53、4068212.241212.4214000.0000.0710.0042315.0342631.846056.8703000.671000.24611000.0023.3388000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0781.33404.74000.0000.0000.0000.0000.0000.0710.18000.0000.403000.0325.37000.0027.7368616.981212.4214000.0000.0710.0042315.0342631.846766.
54、9513000.671000.64911000.0348.6098000.0976.5543000.0320.8222000.0000.0900.0821781.198631.846832.4311000.671000.1556000.0620.9774000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0e.g.Aromadisplaysarenotsellingasforecastedwhy?YesAromaLaunchMeasurementsMeasurements Volume:dailyshipme
55、ntreportsbycustomerVolume:dailyshipmentreportsbycustomer Sharesbyproductandcustomer:Weekly/MonthlyNielsendataSharesbyproductandcustomer:Weekly/MonthlyNielsendata SalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendata Budgets:Bud
56、gets:actualsactualsversuscommitmentsversuscommitments Valuecontribution(Brand/Product/Country):monthlyBrandProfitEstimatesValuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates( (BPEsBPEs) )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（bpesShar
57、esTrackingHAND DISH CLEANER.TOTAL SWEDENVOLUME SHAREJAN02 FEB02MAR02APR02MAY02JUN02JUL02AUG02MARKET (MSU)7972958374957678Versus YrAgo %3-1-210-2-41-3PROCTER&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
58、.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.4.24.24.23.6L4.24.14.33.7VIPS.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.4.44.4
59、3.9L4.64.94.24.34.9ANGLAMARK.1.41.21.1L1.92.01.1L1.1L2.1HBLA VIT.3.03.2H2.82.72.93.13.12.8NOPA.3.33.73.33.03.33.23.02.9Le.g.Aromaiscannibalizingasexpected.YesAromaLaunchMeasurementsMeasurements Volume:dailyshipmentreportsbycustomerVolume:dailyshipmentreportsbycustomer Sharesbyproductandcustomer:Week
60、ly/MonthlyNielsendataSharesbyproductandcustomer:Weekly/MonthlyNielsendata SalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendata Budgets:Budgets:actualsactualsversuscommitmentsversuscommitments Valuecontribution(Brand/Product/Co
61、untry):monthlyBrandProfitEstimatesValuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates( (BPEsBPEs) )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（bpesSalesFundamentalsTrackingandalsodisplayWD,featureshare,shelfshare,etc.YES AROMA - APPLEPrice
62、 Per Unit Without Promo (SFT)P12MP6Mnovdecjanvs NGLAMARKTOTAL SWEDEN35.134.934.534.734.9102%AXFOOD TOTAL35.634.434.333.533.998%AXFOOD FRANCHISE37.637.537.636.336.299%D&D DISCOUNT31.830.930.530.830.799%VIVO STOCKHOLM40.740.141.036.241.297%BERGENDAHL DETALJIST32.732.732.331.233.4105%YES AROMA - APPLEW
63、eighted distribution (SFT)P12MP6Mnovdecjanvs NGLAMARKTOTAL SWEDEN95.998.297.098.098.0AXFOOD TOTAL87.797.898.098.0100.0100%AXFOOD FRANCHISE72.095.793.090.099.097%D&D DISCOUNT81.797.2100.0100.0100.099%VIVO STOCKHOLM75.0100.0100.0100.0100.0102%BERGENDAHL DETALJIST100.0100.0100.0100.0100.0102%e.g.Aromah
64、ashighshareswheredisplayedAnoteoncompetitionCompetitiveResponseModelingCompetitiveResponseModeling ExpectedcompetitiveresponseExpectedcompetitiveresponse Sequenceofactions+theirSequenceofactions+theirNPVsNPVsdetermineoptimalstrategydetermineoptimalstrategy 竞争回应建模竞争回应建模预期竞争反应的行动顺序预期竞争反应的行动顺序+ +他们他们np
65、vsnpvs确定最佳战略确定最佳战略Whichgameswillweplay?Whichgameswillweplay? E.g.alwaysmatchcompetitionspromotiondepthE.g.alwaysmatchcompetitionspromotiondepth E.g.neverdoin-storecouponsE.g.neverdoin-storecoupons 哪些游戏我们可以玩？哪些游戏我们可以玩？ 例如：比赛的深入推广例如：比赛的深入推广例如：在店内消费券例如：在店内消费券PossibleExplanations Consumervalueequation?C
66、onsumervalueequation? Ispricepremiumtoohigh?DidweoverestimatedemandforAromaproducts?Ispricepremiumtoohigh?DidweoverestimatedemandforAromaproducts?mostlikelyOK;off-takehighwheredistributed+repurchaseratehighmostlikelyOK;off-takehighwheredistributed+repurchaseratehigh消费者价值公式？消费者价值公式？ 是溢价过高？我们高估需求香气的产品
67、呢？是溢价过高？我们高估需求香气的产品呢？ - -最有可能确定最有可能确定; ;场外采取高的地方派发场外采取高的地方派发+ +回购利率高企回购利率高企 OrganizationalcapabilityOrganizationalcapability Dowehaveenoughsalesrepcoverage?DoesYeshavepriorityinsalescycle?Dowehaveenoughsalesrepcoverage?DoesYeshavepriorityinsalescycle? yes,butmanystoreownersarerejectingyes,butmanysto
68、reownersarerejecting 组织能力组织能力 我们是否有足够的推销员覆盖？确实是有优先销售周期？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，但许多店家都拒绝是的，但许多店家都拒绝 CommercialstrategyCommercialstrategy istrademarginrecommendedtoolow?Isvalueforcustomernotclearlydefined?istrademarginrecommendedtoolow?Isvalueforcustomernotclearlydefined? 商业战略商业战略 是交易保证金推荐太低呢？是价值
69、，为用户没有明确界定呢？是交易保证金推荐太低呢？是价值，为用户没有明确界定呢？Possibleexplanation:storeownersnotclearonaddedvaluedonotwishtoreplaceproducts,donothavemorespaceinstoreformoreproducts,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:dailyshi
70、pmentreportsbycustomerVolume:dailyshipmentreportsbycustomer Sharesbyproductandcustomer:Weekly/MonthlyNielsendataSharesbyproductandcustomer:Weekly/MonthlyNielsendata SalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendata Budgets:
71、Budgets:actualsactualsversuscommitmentsversuscommitments Valuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(Valuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEsBPEs) ) 测量测量成交量：每天装运报告成交量：每天装运报告股份公司的产品和客户：每周股份公司的产品和客户：每周/ /每月尼尔森数据每月尼尔森数据销售基础产品和客户：每周销售基础产品和客户：每周/
72、/每月尼尔森数据每月尼尔森数据预算：实银两承诺预算：实银两承诺企业价值贡献（品牌企业价值贡献（品牌/ /产品产品/ /国家）国家） ：每月的品牌利润估计（：每月的品牌利润估计（ bpesbpes ） howdowereflectnewforecastandwhatdowedo?howdowereflectnewforecastandwhatdowedo? 我们应该如何反映新的预测和我们该做什么？我们应该如何反映新的预测和我们该做什么？BudgetTrackingPROCTER & GAMBLE NORDICBudget ControlTotal MDA*SPENTBUDACTCOMSPENTv
73、s BUD(MUSD)(MUSD)(MUSD)(MUSD)(%)Yes/Fairy HD10018183535%Yes/Fairy ADW10028285555%Febreze10046469393%Swiffer1006464128128%Total HOME40015615631145%Pringles10023234646%CriticalpartindecisionwhethertocontinuestrategyLaunchbasedontighteconomics($/ml)dowecutbudgetsorincreasethemifvolumesarenotcomingin?ho
74、wsensitiveistheNPV?Expectfrontspendingduringlaunch,butpossibilitiesofcuttingQ4supportFINANCIALTRACKINGBrandProfitEstimates&Reconciliationsexplaindifferencevs.estimatebyvolume,mixeffect,budgets,exchangerates,andtradetermsavailablebyproductandcountryconsolidatedacrossGBUsandMDOsinSAPR/3tomakeourquarte
75、rlyreporttoWallStreet$M$ / mlDelta %4 000 40.00Mix effect10 0.3%0.100.3%Volume effect100 2.5%Exchange Rate effect -10 -0.3%-0.10-0.2%4 100 2.5%40.000.0%$M$ / mlDelta %3 725 37.25Mix Effect10 0.3%0.100.3%Volume effect100 2.7%Exchange Rate effect-10 -0.3%-0.10-0.3%Customer budget effect-50 -1.3%-0.050
76、.1%Consumer budget effect-5 -0.1%-0.010.0%3 770 1.2%37.310.2%Net Real ReconciliationNOS ReconciliationACTIONSTEPS:行动步骤行动步骤E.g.SeptemberBPE例如例如9月的月的BPE Wearebelowvolumetarget.Wearebelowvolumetarget.我们下面的具体目标我们下面的具体目标 SalesfundamentalsshowthatwearelowondistributionSalesfundamentalsshowthatwearelowondi
77、stribution(priceandsharewhereinstoreontarget).(priceandsharewhereinstoreontarget). 销售基本面表明，我们是低的分布（价格和分享在店目标）销售基本面表明，我们是低的分布（价格和分享在店目标） RepurchaserateishighamongconsumertheproductRepurchaserateishighamongconsumertheproductworks.works. 回购利率是高消费产品工程。回购利率是高消费产品工程。 Only175ofestimated300displaysofAromaha
78、vebeenOnly175ofestimated300displaysofAromahavebeensoldstoreownersreluctanttotakeinnewproduct.soldstoreownersreluctanttotakeinnewproduct. 估计估计300300只有只有175175售出店主不愿承担新产品售出店主不愿承担新产品 BrandteammeetswithSalesteamstodiscusspossibleBrandteammeetswithSalesteamstodiscusspossibleactions.actions.品牌团队与销售团队交流，讨论
79、可能采取的行动品牌团队与销售团队交流，讨论可能采取的行动 ACTIONSTEPS:行动步骤行动步骤E.g.SeptemberBPE Wetakebackbudgetcommitmentswhollybasedonvolume,thisWetakebackbudgetcommitmentswhollybasedonvolume,thismoneycanbemadeavailableforre-investment.moneycanbemadeavailableforre-investment.我们收回预算的承诺全出货量我们收回预算的承诺全出货量为基础，这笔钱可以供再投资。为基础，这笔钱可以供再投
80、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是至关重要的。我们需要重新调配资金，供驱动。是至关重要的。我们需要重新调配资金，供驱动。 Tryone-timeirresistibleofferwithnewtradeleafletspecifyingTryone-
81、timeirresistibleofferwithnewtradeleafletspecifyingrationalebehindYesAroma.rationalebehindYesAroma. 尝试一次性不可阻挡的尝试一次性不可阻挡的offeroffer Effectoncontribution:highercustomermarketingbudgets%NOS,butEffectoncontribution:highercustomermarketingbudgets%NOS,butreachcriticalvolumeandtrialinyear1.reachcriticalvolu
82、meandtrialinyear1. 对贡献：在第对贡献：在第1 1年高级客户营销预算的数，达到临界数量和试验年高级客户营销预算的数，达到临界数量和试验 NewfinancialsarecommunicatedtoGBUviaBrandProfitEstimate.NewfinancialsarecommunicatedtoGBUviaBrandProfitEstimate.FullreconciliationsaresentbyFinance.FullreconciliationsaresentbyFinance. 派出财务充分对帐，将新的财务状况传达给派出财务充分对帐，将新的财务状况传达给
83、gbugbu通过品牌获利预估通过品牌获利预估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.Production+logisticscosts,alloverheads),inventorygbu通用汽车-/升（含生产+物流成本，所有间接成本），存货marketplannerforecastaccuracy,%avail
84、ability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&DevelopmentPlans执行追踪工作及发展计划执行追踪工作及发展计划 onceperyearfeedbackfrommanagers,directreports,onceperyearfeedbackfrommanage
85、rs,directreports,colleaguescolleagues 每年一次每年一次- -反馈，向经理直接报告反馈，向经理直接报告 Howhasworkplanbeendelivered?HowhaspersonHowhasworkplanbeendelivered?Howhaspersondevelopedorganization?developedorganization? 如何界定工作计划已经交付？如何开发人员的组织安如何界定工作计划已经交付？如何开发人员的组织安排？排？ Strengths+weaknessessetdevelopmentplanwithStrengths+we
86、aknessessetdevelopmentplanwithmanagermanager 强项强项+ +弱点弱点- -经理设定的发展计划经理设定的发展计划 Basisforpromotiontimings+salarylevelBasisforpromotiontimings+salarylevel 促进时序促进时序+ +工资水平工资水平PERFORMANCETRACKINGFIRMFY99/00FY00/01FY01/02FY02/03Consumer Satisfaction & ReachSEK:US$ExchangeRate0.11720.10250.09540.0943NetSale
87、sP&L($MM)XXXXXXXX(Indexvs.YearAgoP/L)xxxxxxxx(Indexvs.YearAgoConstantRate)xxxxxxxxVolume(MMSU)XXXXXXXX(Indexvs.YearAgo)xxxxxxxxMDOValueFlowP&LRate%MDOValueFlowConstantRate%VolumeinTier1Customers%Top4CategoriesValueShare(%)Diapers%Laundry%Haircare%Fempro%Top4CategoriesBusinessGainingShareL12M(%)%Loca
88、lS&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)xxxxxxxxDiditwork?YESCASEDoyouDoyouthinkthinkyouyoucancan recognizerecognize ouro
89、ur strategystrategyintheinthestore?store?在商店你认为你能认识我们的策略吗？在商店你认为你能认识我们的策略吗？HaveHave wewe succeededsucceededinyouropinion?inyouropinion?你认为我们是否成功呢？你认为我们是否成功呢？WhatWhat cancanbebedonedonebetter?better?有什么可以做的更好吗？有什么可以做的更好吗？ResultsResults结果结果SUMMARY:STRATEGY&CONTROLSYSTEMSATP&G综述：战略与控制系统，在宝洁综述：战略与控制系统，在
90、宝洁Lecture1:MakingMaking WinningWinning StrategiesStrategiesinaLargeCompanyinaLargeCompanybothboth GloballyGloballyandandLocallyLocally 第一讲：大公司在全球和本地，决策赢得战略，第一讲：大公司在全球和本地，决策赢得战略，第一讲：大公司在全球和本地，决策赢得战略，第一讲：大公司在全球和本地，决策赢得战略，ProcessToMakeRightChoices(ChoiceCascade)过程中作出正确的选择（选择级）过程中作出正确的选择（选择级）FinancialFr
91、ameworkForValuation(PortfolioAnalysis,TSR)财政框架估价（组合分析，热化学还原反应）财政框架估价（组合分析，热化学还原反应）OrganisationWorkingtogethereffectively:MatrixStructure组织工作，有效地协同：矩阵结构组织工作，有效地协同：矩阵结构ASystemofindividualaccountability个人职责制的制度建立个人职责制的制度建立SUMMARY:STRATEGY&CONTROLSYSTEMSATP&GLecture2:Applyingglobalstrategiessuccesfullya
92、tlocallevelrequirescustomizationtoconsumer(preferences,shoppingbehavior,etc.)andcustomer(tradeconsolidation,profitability,collaborrativemode,etc.).第二讲：第二讲：运用全球策略成功，在地方一级，需要个性化，以消费者（喜好，购运用全球策略成功，在地方一级，需要个性化，以消费者（喜好，购物行为等）和客户（贸易综合性，盈利性，网上合作模式，等等）物行为等）和客户（贸易综合性，盈利性，网上合作模式，等等）Managementcontrolsystemsmusttrackallaspectsofadeployedstrategy,andoutputofsystemsmustbeactionable. 管理控制系统必须跟踪各方面的部署策略，并输出系统必须可执行管理控制系统必须跟踪各方面的部署策略，并输出系统必须可执行 QUESTIONS?问题问题ThankThankyou&you&goodgoodluckluck谢谢谢谢! !
