宝洁公司的战略实施与控制系统.ppt

IMPLEMENTINGSTRATEGYdiagnostics,Electronics,Telecom,Packagedgoods,Financialindustries,Chemicals,Retail,Source:GlobalVantage;McKinsey,Energy,Financialinstitutions,Automotive,Retail,Packagedgoods,Electronics,Averagenumberofcountriesofoperationforlargestcompanies(1998),Note:LargestcompaniesdefinedbytotalrevenueSource:Hoovers;McKinsey,Retailingisstilllocal,HOWWILLWEWIN?,*OnlydiscloseddealconsiderationsinexcessofUSD25millionSource:Amdata;ThomsonFinancialSecurities;McKinseyanalysis,Non-Europeancross-border,Europeancross-border,Domestic,GrowingEuropeanM$/unitValuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs),FINANCIALFIRM,3.59,-,(10.0%),NORDICCONTRIBUTION,1503,15.03,40.3%,1433,13.65,38.0%,AnnualGrowthrate,90,-10%,95,-5%,YesAromaLaunch,MeasurementsVolume:dailyshipmentreportsbycustomerSharesbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataBudgets:actualsversuscommitmentsValuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs),VolumeTracking,dailyreportbycustomer/brandonintranetlookintodatabaseforshipmentsbyproduct,TotalShipmentdays,23,Actshipmentsdaysgone,11,Acttimegone(ofmonth),48%,BRAND,vs.EST,Todays,Order,AvgBalShip,toFIRM,EST,ORDERED,Ariel,xx%,xx,Bold,xx%,xx,TotalFabricCare,xx%,xx,Febreze,xx%,xx,Swiffer,xx%,xx,MrProper,xx%,xx,Yes/FairyHD,7.9,13.0,3.9,30%,0.3,Yes/FairyADW,xx%,xx,TotalHomeCare,xx%,xx,Foff-takehighwheredistributed+repurchaseratehighOrganizationalcapabilityDowehaveenoughsalesrepcoverage?DoesYeshavepriorityinsalescycle?yes,butmanystoreownersarerejectingCommercialstrategyistrademarginrecommendedtoolow?Isvalueforcustomernotclearlydefined?,Possibleexplanation:storeownersnotclearonaddedvaluedonotwishtoreplaceproducts,donothavemorespaceinstoreformoreproducts,anddonotwantcomplexityofmorecodesinsystem,YesAromaLaunch,MeasurementsVolume:dailyshipmentreportsbycustomerSharesbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataBudgets:actualsversuscommitmentsValuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)howdowereflectnewforecastandwhatdowedo?,BudgetTracking,PROCTERexternalrelations,organizationGBUGMP/L(incl.Production+logisticscosts,alloverheads),inventorymarketplannerforecastaccuracy,%availabilitybrandteamleadercontribution,volume,shares,organizationcustomerteamleadervolume,salesfundamentals,organization,PERFORMANCETRACKINGWork&DevelopmentPlans,onceperyearfeedbackfrommanagers,directreports,colleaguesHowhasworkplanbeendelivered?Howhaspersondevelopedorganization?Strengths+weaknessessetdevelopmentplanwithmanagerBasisforpromotiontimings+salarylevel,PERFORMANCETRACKING,FIRM,FY99/00,FY00/01,FY01/02,FY02/03,ConsumerSatisfaction&Reach,SEK:US$ExchangeRate,0.1172,0.1025,0.0954,0.0943,NetSalesP&L,($MM),XX,XX,XX,XX,(Indexvs.YearAgoP/L),xx,xx,xx,xx,(Indexvs.YearAgoConstantRate),xx,xx,xx,xx,Volume,(MMSU),XX,XX,XX,XX,(Indexvs.YearAgo),xx,xx,xx,xx,MDOValueFlowP&LRate,%,%,%,MDOValueFlowConstantRate,%,%,%,%VolumeinTier1Customers,%,%,Top4CategoriesValueShare,(%),Diapers,%,%,%,Laundry,%,%,%,Haircare,%,%,%,Fempro,%,%,%,Top4CategoriesBusinessGainingShareL12M,(%),%,%,%,LocalS&A,(%ofNOS),%,1),%,%,%,Productivity,(NOS$MM/head),%,%,%,%,MDA,(%ofNOS),%,2),%,%,%,MSA,(%ofNOS),%,%,%,%,1-monthSalesPlanPerformance,(meanabsolute%error),%,%,%,%,6-monthsSalesPlanCommitment,(meanabsolute%error),%,%,%,%,MissedCases,%,%,%,%,Receivables,(daysoutstanding),xx,xx,xx,xx,Diditwork?YESCASE,Doyouthinkyoucanrecognizeourstrategyinthestore?Havewesucceededinyouropinion?Whatcanbedonebetter?Results,SUMMARY:STRATEGY&CONTROLSYSTEMSATP&G,Lecture1:MakingWinningStrategiesinaLargeCompanybothGloballyandLocallyProcessToMakeRightChoices(ChoiceCascade)FinancialFrameworkForValuation(PortfolioAnalysis,TSR)OrganisationWorkingtogethereffectively:MatrixStructureASystemofindividualaccountability,SUMMARY:STRATEGY&CONTROLSYSTEMSATP&G,Lecture2:Applyingglobalstrategiessuccesfullyatlocallevelrequirescustomizationtoconsumer(preferences,shoppingb