宝洁的战略实施与系统控制ppt课件

1、IMPLEMENTING STRATEGY & CONTROL SYSTEMS AT P&G宝洁的战略实施与系统控制Agenda议程 Re-cap of previous lecture 前言 From global to local strategy-making 从全球到地域的战略决策 Strategy example: Yes hand-dish 战略例子 Management Control Systems 管控系统Choice Cascade to Define the Choices选择级别以确定选择What are our goals and Aspiration

2、s?Where willwe Play?WhatCapabilitiesmust be inplace to win?How will we Win inchosen market?WhatManagementSystems arerequired?我们有哪些目的和愿望我们要做些什么？我们将如何博得市场我们需求什么样的管理系统实现双赢的需求什么样的才干Choice Cascade to Define the Choices选择级别以确定选择What are our goals and Aspirations?Where willwe Play?WhatCapabilitiesmust be i

3、nplace to win?How will we Win inchosen market?WhatManagementSystems arerequired?我们有哪些目的和愿望我们要做些什么？我们将如何博得市场我们需求什么样的管理系统实现双赢的需求什么样的才干Re-cap on lecture 1Where will we play?Total Shareholder Return calculations by Global Business Unit全球范围内的股东总报答率的计算How will we win? Commercial Strategy我们要如何赢？商业战略Focus o

4、n core brandsConsumer Is BossWin with winning customers Competitive retail margins strong Tailor Investments By Customer Be Strong With Global CustomersGet the value equation rightKnow the competitorsWhat capabilities must be in place?才干的定位需求什么样的才干定位Global matrix structure: Global Business Units (GB

5、Us) and Market Development Organizations (MDOs)Individual accountability, Work & Development Plans专注于中心品牌消费者才是老板博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方式了解竞争对手全球矩阵构造：全球业务单位 gbus 及市场组织 mdos 个人责任制，任务与开展方案-Choice Cascade to Define the ChoicesWhat are our goals and Aspirations?Where willwe Play?WhatCapabiliti

6、esmust be inplace to win?How will we Win inchosen market?WhatManagementSystems arerequired?我们有哪些目的和愿望我们要做些什么？我们将如何博得市场我们需求什么样的管理系统实现双赢的需求什么样的才干Implementing strategy 实施战略First: Understanding the customer第一：了解客户HOW WILL WE WIN?Retail is still fragmentedShare of top 50 public companies, 19981998年零售业占有率

7、前50家的企业999995918633322616Energy能源能源Automotive汽车汽车 Pharmaceuticals; diagnostics医药医药Electronics电子电子Telecom电信电信Packaged goods包装包装Financial industries金融金融Chemicals化工化工Retail零售零售84565241319Energy能源能源Financialinstitutions金融金融Automotive汽汽车车Retail零售零售Packagedgoods包装包装Electronics电子电子Average number of countri

8、es of operation for largest companies (1998)国家运作的大公司国家运作的大公司Note: Largest companies defined by total revenue注：公司所确定的总的收入来源注：公司所确定的总的收入来源Source: Hoovers; McKinsey资料来源：资料来源：Retailing is still local零售业的地方性HOW WILL WE WIN?一些全球性的大公司是由国家运作的Non-European cross-border非欧洲跨境非欧洲跨境European cross-border欧洲跨境欧洲跨境Do

9、mestic国内国内Growing European M&A activities in Retail在欧洲零售业的收买活动越来越多USD b, deal volume*运用美圆b,买卖量*只披露买卖的思索超越美圆2500万料来源： amdata ;汤姆森金融证券;麦肯锡分析 There is a war out there矛盾Demand需求需求Supply供应供应HOW WILL WE WIN? 我们将如何赢？单位单位/份额下降份额下降单位单位/价钱下跌价钱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任务格局转变生活方式和任务格局过剩过剩新参与者电子零售商和零售商

10、新参与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/本钱上升的人工本钱上升的人工越来越多的场地费用越来越多的场地费用权益转移给消费者权益转移给消费者互联网加速开展趋势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 AholdICA拥有AHOLD50Ahold highly financially driven company EVAAHOLE是财务高度至上的公司EVAMore pressure on IC

11、Amore pressure on suppliers在ICA更多的压力在供应商Wants higher profits, 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?我们如今知道了客户我们可以找到一个最正确的方法？ How will we win?我们将如何赢 Consumer is

12、 the BOSS Core Brands Win with winning customers Competitive retail margins strong Tailor Investments By Customer Be Strong With Global Customers How will we win Sweet Spot?我们如何博得最正确的方法Launch a product, with unique consumer benefits, with higher customer margins, that drive total TSR for P&G 推出一

13、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专注于中心品牌消费者才是老板博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方式了解竞争对手Having the right capabilities有正确的才干 P&G tries to mirror how the customer works We work in multifunctional teams, to address complex business issues In a matrix organisation individual accountability is KEY宝洁试图像一面镜子试进展

14、顾客效力我们的任务，在多功能团队，以处理复杂的商业问题在矩阵组织，个人责任制是关键Global Ahold Customer Team OverviewAHOLD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 Te

15、ams-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本地客户国际协作社联盟/ hakonLocal Nordic Team北欧团队 Sales: Teamleader, Key account managers 销售： teamleader ，重点客户经理 Finance财务 Marketing市场营销 Logistics物流 Customer marketing客户营销 Order g

16、roup, back office support治安组后勤支持Everyone on the team knows their role in the GOAL & whatthey are MEASURED on to SUCCEED每个人清楚他们在团队中的作用，用最终目的的实现来衡量他们的胜利Local Nordic Team accountability北欧团队职责 Sales: Teamleader, Key account managers Volume, Share, Cost to serve Finance Customer profit, effecient spe

17、nding Marketing Share, basket size, traffic, category share Logistics Shelf availability, perfect orders, inventories Order group, back office support Perfect Orders, leadtimes, no overdues销售： teamleader ，重点客户经理数量，共享，本钱，效力财务客户利润，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Control System

18、s控制系统FinancialSales FundamentalsIndividual PerformanceAction steps金融销售根本面个人业绩流程步骤Reminder: OGSM提示：OGSMWhat do we need to achieve ?Quantitative Target ofProgresstoward theObjective, withina specificallydefined timeframeHow we willachieve ourgoals.It must makea specificdecision orit is not astrategy.A

19、 really goodstrategy isa set of one ormore statements,each of which only makesone specificdecision.decision.Mechanism toprovide thenumericalanswer whichestablishes ourposition versusgoal(s)What?How?我们将会怎样实现我们的目的。 它必需是一个详细决议而不只是一个战略。 一个真正好的战略，是一套一项或一项以上的报表，每一项都只是一个详细的决议P&G Measures: e.g.Yes Aroma

20、 Launch宝洁的措施： Objective:目的 Secure market leadership within hand-dish by offering consumers the best value and by being the preferred supplier of hand-dish to leading customers 争取市场的指点位置，另一方面，为提供消费者最正确的价值， 并作为首选设备供应商 Goals (note: not actual numbers) :目的注：非实践数据 Grow volume by 5% Deliver $ 1,433 M of v

21、alue contribution to the company Reach 90% distribution in 3 months on Aroma Reach 80% share of shelf P&G Measures: e.g.Yes Aroma LaunchStrategies战略 launch flankers which:Match unmet consumer preferencesGrow total trade profitability on Yes brand increase consumer and customer marketing spend ye

22、ar 1 to secure trial use displays to get fast distribution early in year do not increase current level and depth of promotionsMeasurements丈量Volume: daily shipment reports by customer成交量：由客户提供每天的装运报告 Shares by product and customer: Weekly/Monthly Nielsen data股份公司的产品和客户：每周/每月尼尔森数据Market prices by prod

23、uct and customer: Weekly/Monthly Nielsen data 市场价钱是由产品和客户：每周/每月尼尔森数据Budgets: actuals versus commitments; $/unit算：实银两承诺;元/单位 Value contribution (Brand/Product/Country): monthly Brand Profit Estimates (BPEs)企业价值奉献品牌/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生长，贸易总额的盈利才干是品牌 运用监控系统，以获当年得快速分布 不添加现有程度和深度促

24、销FINANCIAL FIRMPROCTER & 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 Realization4 000 40.00 4 100 39.05 Price Reductions(25) 0.25 - (0.7%) (30) 0.29 - (0.8%) Cust

25、omer 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 23.90 66.6% Marketing Expense(650) 6.50 - (17.4%) (700) 6.67 - (18.6%) Overheads(373) 3

26、.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%Yes Aroma Launch丈量成交量：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根底产品和客户：每周/每月尼尔森数据预算：实银两承诺企业价值奉献品牌/产品/国家 ：每月的品牌利润估计 bpes Volume Tracking daily report by customer/brand on intranet look into data

27、base for shipments by productTotal 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 HD7.913.03.930%0.3Yes / Fairy ADWxx %xxTotal H

28、ome Carexx %xxF&HC Totalxx %xxNORDICVolume TrackingNORDIC - 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 3XACTIV

29、26819 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 (B

30、U) DATED ORD SU (BU) TO BE INVOICEDSU (BU) SHIP PM SU (BU) NEW BUS NXT MTHS SU000.0781.33404.74000.0000.0000.0000.0000.0000.0710.18000.0000.403000.0325.37000.0335.4068212.241212.4214000.0000.0710.0042315.0342631.846056.8703000.671000.24611000.0023.3388000.0000.0000.0000.0000.0000.0000.0000.0000.0000

31、.0000.0000.0000.0000.0000.0781.33404.74000.0000.0000.0000.0000.0000.0710.18000.0000.403000.0325.37000.0027.7368616.981212.4214000.0000.0710.0042315.0342631.846766.9513000.671000.64911000.0348.6098000.0976.5543000.0320.8222000.0000.0900.0821781.198631.846832.4311000.671000.1556000.0620.9774000.0000.0

32、000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0e.g. Aroma displays are not selling as forecasted why?Yes Aroma Launch Measurements Volume: daily shipment reports by customer Shares by product and customer: Weekly /Monthly Nielsen data Sales Fundamentals by product and customer: Weekly /

33、Monthly Nielsen data Budgets: actuals versus commitments Value contribution (Brand/Product/Country): monthly Brand Profit Estimates (BPEs)丈量成交量：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根底产品和客户：每周/每月尼尔森数据预算：实银两承诺企业价值奉献品牌/产品/国家 ：每月的品牌利润估计 bpes Shares TrackingHAND DISH CLEANER.TOTAL SWEDENVOLUME SHAREJAN02 FEB02MA

34、R02APR02MAY02JUN02JUL02AUG02MARKET (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.1.42.33.23.8H3.23.02.72.5YES LI CON LEMON.29.529.128.629.228

35、.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.4.44.43.9L4.64.94.24.34.9ANGLAMARK.1.41.21.1L1.92.01.1L1.1L2.1HBLA

36、VIT.3.03.2H2.82.72.93.13.12.8NOPA.3.33.73.33.03.33.23.02.9Le.g. Aroma is cannibalizing as expected.Yes Aroma Launch Measurements Volume: daily shipment reports by customer Shares by product and customer: Weekly /Monthly Nielsen data Sales Fundamentals by product and customer: Weekly /Monthly Nielsen

37、 data Budgets: actuals versus commitments Value contribution (Brand/Product/Country): monthly Brand Profit Estimates (BPEs)丈量成交量：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根底产品和客户：每周/每月尼尔森数据预算：实银两承诺企业价值奉献品牌/产品/国家 ：每月的品牌利润估计 bpes Sales Fundamentals Tracking and also display WD, feature share, shelf share, etc.YES

38、AROMA - APPLEPrice 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 DETALJIST32.732.732.331.233.4

39、105%YES AROMA - APPLEWeighted 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

40、.0100.0100.0102%e.g. Aroma has high shares where displayedA note on competition Competitive Response Modeling Expected competitive response Sequence of actions + their NPVs determine optimal strategy 竞争回应建模预期竞争反响的行动顺序+他们npvs确定最正确战略 Which games will we play? E.g. always match competitions promotion d

41、epth E.g. never do in-store coupons 哪些游戏我们可以玩？ 例如：竞赛的深化推行例如：在店内消费券Possible ExplanationsConsumer value equation? Is price premium too high? Did we overestimate demand for Aroma products? most likely OK; 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？ -最有能够确定;场外采取高的地

42、方派发+回购利率高企Organizational capability Do we have enough sales rep coverage? Does Yes have priority in sales cycle? yes, but many store owners are rejecting组织才干 我们能否有足够的推销员覆盖？确实是有优先销售周期？ 是的，但许多店家都回绝 Commercial strategy is trade margin recommended too low? Is value for customer not clearly defined?商业战略

43、是买卖保证金引荐太低呢？是价值，为用户没有明确界定呢？Possible explanation: 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：店家并不明晰附加值-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 Vo

44、lume: daily shipment reports by customer 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) 丈量成交量：每

45、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根底产品和客户：每周/每月尼尔森数据预算：实银两承诺企业价值奉献品牌/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 & GAMBLE NORDICBudget ControlTotal MDA*SPENTBUDACTCOMSPENTvs BUD(MUSD)(MUSD)(MUSD)(MUSD)(%)Yes/Fairy HD10018183535%Yes

46、/Fairy ADW10028285555%Febreze10046469393%Swiffer1006464128128%Total HOME40015615631145%Pringles10023234646% Critical part in decision whether to continue strategy Launch based on tight economics ($/ml) do we cut budgets or increase them if volumes are not coming in? how sensitive is the NPV? Expect

47、front spending during launch, but possibilities of cutting Q4 supportFINANCIAL TRACKING Brand Profit Estimates & Reconciliations explain difference vs. estimate by volume, mix effect, budgets, exchange rates, and trade terms available by product and country consolidated across GBUs and MDOs in S

48、AP R/3 to make our quarterly report to Wall Street$M$ / 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

49、 budget effect-50 -1.3%-0.050.1%Consumer budget effect-5 -0.1%-0.010.0%3 770 1.2%37.310.2%Net Real ReconciliationNOS ReconciliationACTION STEPS: 行动步骤E.g. September BPE例如9月的BPE We are below volume target.我们下面的详细目的 Sales fundamentals show that we are low on distribution (price and share where in store

50、 on target). 销售根本面阐明，我们是低的分布价钱和分享在店目的 Repurchase rate is high among consumer the product works. 回购利率是高消费产品工程。 Only 175 of estimated 300 displays of Aroma have been sold store owners reluctant to take in new product. 估计300只需175售出店主不愿承当新产品 Brand team meets with Sales teams to discuss possible actions.

51、品牌团队与销售团队交流，讨论能够采取的行动 We take back budget commitments wholly based on volume, this money can be made available for re-investment.我们收回预算的承诺全出货量为根底，这笔钱可以供再投资。Decision: distribution and year-1 volume is vital. We need to re-deploy funds for a display-drive.决议：分布和今年1是至关重要的。我们需求重新调配资金，供驱动。Try one-time ir

52、resistible offer with new trade leaflet specifying rationale behind Yes Aroma.尝试一次性不可阻挠的offerEffect on contribution: higher customer marketing budgets % NOS, but reach critical volume and trial in year 1.对奉献：在第1年高级客户营销预算的数，到达临界数量和实验New financials are communicated to GBU via Brand Profit Estimate. Fu

53、ll reconciliations are sent by Finance.派出财务充分对帐，将新的财务情况传达给gbu经过品牌获利预估PERFORMANCE TRACKINGAccountabilityAccountability examples:职责的例子 country GM value contribution and flow; external relations, organization国家通用汽车-企业价值奉献和流量;对外关系，组织 GBU GM P/L (incl. Production + logistics costs, all overheads), invent

54、orygbu通用汽车- -/升含消费+物流本钱，一切间接本钱，存货 market planner forecast accuracy, % availability市场企划-预告准确率， 供货 brand team leader contribution, volume, shares, organization品牌团队指点人-奉献，数量，股权，组织 customer team leader volume, sales fundamentals, organization消费团队-量，销售根本面，组 PERFORMANCE TRACKINGWork & Development Plan

55、s执行追踪任务及开展方案 once per year feedback from managers, direct reports, colleagues 每年一次-反响，向经理直接报告 How has work plan been delivered? How has person developed organization? 如何界定任务方案曾经交付？如何开发人员的组织安排？ Strengths + weaknesses set development plan with manager 强项+弱点-经理设定的开展方案 Basis for promotion timings + salary level 促进时序+工资程度PERFORMANCE TRACKINGFIRMFY 99/00FY 00/01FY 01/02FY 02/03Consumer Satisfaction & ReachSEK:US$ Exchange Rate0.11720.10250.09540.0943Net Sales P&L($MM)XXXXXXXX(