某日用品公司的战略实施与控制系统课件(PPT 46页).ppt

IMPLEMENTINGSTRATEGYdiagnostics医药,Electronics电子,Telecom电信,Packagedgoods包装,Financialindustries金融,Chemicals化工,Retail零售,Source:GlobalVantage;McKinsey,Energy能源,Financialinstitutions金融,Automotive汽车,Retail零售,Packagedgoods包装,Electronics电子,Averagenumberofcountriesofoperationforlargestcompanies(1998)国家运作的大公司,Note:Largestcompaniesdefinedbytotalrevenue注：公司所确定的总的收入来源Source:Hoovers;McKinsey资料来源：,Retailingisstilllocal零售业的地方性,HOWWILLWEWIN?,一些全球性的大公司是由国家运作的,*OnlydiscloseddealconsiderationsinexcessofUSD25millionSource:Amdata;ThomsonFinancialSecurities;McKinseyanalysis,Non-Europeancross-border非欧洲跨境,Europeancross-border欧洲跨境,Domestic国内,GrowingEuropeanM汤姆森金融证券;麦肯锡分析,Thereisawaroutthere矛盾,Demand需求,Flat/fallingshareofwalletFlat/fallingpricesMoredemandingandcomplexconsumersShiftinglifestyleandworkpatterns,Supply供给,OvercapacityNewentrants(e-tailersandretailers)SupplierconsolidationLowavailability/risingcostoffrontlinelabourIncreasingrealestatecosts,Powershiftingtoconsumers,Internetisacceleratingtrends,Source:McKinsey,HOWWILLWEWIN?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地费用,权力转移给消费者,互联网加速发展趋势,Sweden瑞典,MostconsolidatedretailmarketintheworldtheBIGarealreadyBIG成为在世界上多数固定的零售市场中较大的ICAowned50%byAholdICA拥有AHOLD50AholdhighlyfinanciallydrivencompanyEVAAHOLE是财务高度至上的公司EVAMorepressureonICAmorepressureonsuppliers在ICA更多的压力在供应商Wantshigherprofits,higherturnover,happierconsumers(differentiatethemselvesvs.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）,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佳的方法？,Howwillwewin?我们将如何赢ConsumeristheBOSSCoreBrandsWinwithwinningcustomersCompetitiveretailmarginsstrongTailorInvestmentsByCustomerBeStrongWithGlobalCustomersHowwillwewinSweetSpot?我们如何赢得最佳的方法Launchaproduct,withuniqueconsumerbenefits,withhighercustomermargins,thatdrivetotalTSRforP$/unit算：实银两承诺;元/单位Valuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(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,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),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（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+repurchaseratehigh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OrganizationalcapabilityDowehaveenoughsalesrepcoverage?DoesYeshavepriorityinsalescycle?yes,butmanystoreownersarerejecting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Commercialstrategyistrademarginrecommendedtoolow?Isvalueforcustomernotclearlydefined?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？,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,MeasurementsVolume:dailyshipmentreportsbycustomerSharesbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataBudgets:actualsversuscommitmentsValuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(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（bpes）howdowereflectnewforecastandwhatdowedo?我们应该如何反映新的预测和我们该做什么？,BudgetTracking,PROCTERexternalrelations,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,%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&DevelopmentPlans执行追踪工作及发展计划,onceperyearfeedbackfrommanagers,directreports,colleagues每年一次-反馈，向经理直接报告Howhasworkplanbeendelivered?Howhaspersondevelopedorganization?如何界定工作计划已经交付？如何开发人员的组织安排？Strengths+weaknessessetdevelopmentplanwithmanager强项+弱点-经理设定的发展计划Basisforpromotiontimings+salarylevel促进时序+工资水平,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?在商店你认为你能认识我们的策略吗？Havewesucceededinyouropinion?你认为我们是否成功呢？Whatcanbedonebetter?有什么可以做的更好吗？Results结果,SUMMARY:STRATEGY&CONTROLSYSTEMSATP&G综述：战略与控制系统，在宝洁,Lecture1:MakingWinningStrategiesinaLargeCompanybothGloballyandLocally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）