宝洁公司的战略实施与控制系统英文版

IMPLEMENTINGSTRATEGY&CONTROLSYSTEMSATP&G

宝洁的战略实施与系统控制GerryKingham FinanceMgr.P&GNordic 财务经理Agenda

议程Re-capofpreviouslecture前言Fromglobaltolocalstrategy-making从全球到地区的战略决策Strategyexample:Yeshand-dish战略例子ManagementControlSystems管控系统ChoiceCascadetoDefinetheChoices

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-caponlecture1Wherewillweplay?TotalShareholderReturncalculationsbyGlobalBusinessUnit全球范围内的股东总回报率的计算Howwillwewin?CommercialStrategy我们要如何赢？商业战略FocusoncorebrandsConsumerIsBossWinwithwinningcustomersCompetitiveretailmarginsstrongTailorInvestmentsByCustomerBeStrongWithGlobalCustomersGetthevalueequationrightKnowthecompetitorsWhatcapabilitiesmustbeinplace?能力的定位（需要什么样的能力定位）Globalmatrixstructure:GlobalBusinessUnits(GBUs)andMarketDevelopmentOrganizations(MDOs)Individualaccountability,Work&DevelopmentPlans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HOMEWORKWhatshareofshelfdoesYEShave?市场占有率？Whatdoyouthinkithasinmarketshare?你怎么看市场上的占有率？Whatdoyoulearnfromthepricingandsizingyousee?Whymightitbeso?从价格和数量上看出什么？为什么会是这样呢？Whatinfluencestheshelfpositioning?是什么影响产品的定位？WhatwouldyourYESstrategybe?你的对应策略是什么？HOMEWORKWhatshareofshelfdoesYEShave?Ca.60%大约60％Whatdoyouthinkithasinmarketshare?Sameasshelfshare(60-70%)占市场分额（60－70）Whatdoyoulearnfromthepricingandsizingyousee?Whymightitbeso?为什么会这样？Smallersizesoffer“extrabenefits,butaremoreexpensivepr.mlWhatinfluencestheshelfpositioning?是什么影响产品的定位Lookslikethebigbottlesareatthebottom看起来像一个巨大的瓶底（瓶劲效应）WhatwouldyourYESstrategybe?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Implementingstrategy

实施策略

First:Understandingthecustomer

第一：了解客户HOWWILLWEWIN?Retailisstillfragmented

Shareoftop50publiccompanies,1998

1998年零售业占有率前50家的企业Energy能源Automotive汽车Pharmaceuticals;diagnostics医药Electronics电子Telecom电信Packagedgoods包装Financialindustries金融Chemicals化工Retail零售

Source: GlobalVantage;McKinseyEnergy能源源Financialinstitutions金融融Automotive汽车车Retail零售售Packagedgoods包装装Electronics电子子Averagenumberofcountriesofoperationforlargestcompanies(1998)国家家运运作作的的大大公公司司Note:Largestcompaniesdefinedbytotalrevenue注：：公公司司所所确确定定的的总总的的收收入入来来源源Source:Hoovers;McKinsey资料料来来源源：：NumberofcountriesofoperationformostglobalcompaniesMobil美孚 140RoyalDutchShell壳牌 130Citigroup花旗 100HSBC汇丰 79Siemens西门子 190Toshiba东芝 81Nestle雀巣 80+Procter&Gamble宝洁 120Fiat菲亚特 60GeneralMotors通用 52Carrefour家乐福 26Ahold？ 28 Retailingisstilllocal零售售业业的的地地方方性性HOWWILLWEWIN?一些些全全球球性性的的大大公公司司是是由由国国家家运运作作的的*OnlydiscloseddealconsiderationsinexcessofUSD25millionSource:Amdata;ThomsonFinancialSecurities;McKinseyanalysisNon-Europeancross-border非欧欧洲洲跨跨境境Europeancross-border欧洲洲跨跨境境Domestic国内内GrowingEuropeanM&AactivitiesinRetail在欧欧洲洲零零售售业业的的收收购购活活动动越越来来越越多多USDb,dealvolume*使用用美美元元b,交易易量量*2.99.312.00.71994199519961997199812.41999toSeptember16.0只披披露露交交易易的的考考虑虑超超过过美美元元2500万料料来来源源：：amdata;汤姆姆森森金金融融证证券券;麦肯肯锡锡分分析析Thereisawaroutthere矛盾盾Demand需求求Flat/fallingshareofwalletFlat/fallingpricesMoredemandingandcomplexconsumersShiftinglifestyleandworkpatternsSupply供给给OvercapacityNewentrants(e-tailersandretailers)SupplierconsolidationLowavailability/risingcostoffrontlinelabourIncreasingrealestatecostsPowershiftingtoconsumersInternetisacceleratingtrendsSource:McKinseyHOWWILLWEWIN?我们将如何赢赢？单位/份额下降单单位/价格下跌更更为艰巨和复复杂的消费者者

转变生活活方式和工作作格局过剩

新加入入者（电子零零售商和零售售商）供供应商整合低低可用性/成本上升的人人工

越来越越多的场地费费用权力转移给消消费者互联网加速发发展趋势Sweden瑞典Mostconsolidatedretailmarketintheworld––theBIGarealreadyBIG成为在世界上多数数固定的零售售市场中较大大的ICAowned50%byAholdICA拥有AHOLD50％Aholdhighlyfinanciallydrivencompany––EVAAHOLE是财务高度至至上的公司－－EVAMorepressureonICA………morepressureonsuppliers在ICA更多的压力在在供应商Wantshigherprofits,higherturnover,happierconsumers(differentiatethemselvesvs.Competition)想要更高的利利润更高的营营业额和更多多的消费者（（不同于主场场迎战竞争））HOWWILLWEWIN?我们将如何赢赢？Nowweknowthecustomer…canwefindasweetspot?我们现在知道道了客户我们们可以找到一一个最佳的方方法？Howwillwewin?我们将如何赢赢ConsumeristheBOSSCoreBrandsWinwithwinningcustomersCompetitiveretailmarginsstrongTailorInvestmentsByCustomerBeStrongWithGlobalCustomersHowwillwewin––SweetSpot?我们如何赢得得最佳的方法法Launchaproduct,withuniqueconsumerbenefits,withhighercustomermargins,thatdrivetotalTSRforP&G推出一个产品品，具有独特特的消费者得得益，为宝洁洁获得更高的的客户利润率率专注于核心品品牌

消费者者才是老板赢赢得顾客零零售利润率率的竞争力量量身打造投投资客户全全球客户获获得价值模式式

了解竞争争对手Havingtherightcapabilities有正确的能力力P&GtriestomirrorhowthecustomerworksWeworkinmultifunctionalteams,toaddresscomplexbusinessissuesInamatrixorganisationindividualaccountabilityisKEY宝洁试图像一一面镜子试进进行顾客服务务

我们的工工作，在多功功能团队，以以解决复杂的的商业问题在在矩阵组织织，个人责任任制是关键GlobalAholdCustomerTeamOverviewAHOLD全球团队P&GAholdGlobalTeam全球团队Teamleader(VP)&MultifunctionalBasedinRotterdam总部设在鹿特特丹RegionalTeamsUSA,Europe,LatinAmerica,andAsia区域小组美美国，欧洲，，拉丁美洲和和亚洲RegionalCustomerHQ区域客户总部部AholdManagementinZaandamLocalTeams-ICA/Hakon(AholdNordic)-Teamleader&multifunctionalteam当地专家队伍伍-ica/hakon（阿霍德北欧欧）-teamleader＆多功能团队队LocalCustomersICA/Hakon本地客户国国际合作社联联盟/hakon2022-12-2417LocalNordicTeam北欧团团队Sales:Teamleader,Keyaccountmanagers销售：：teamleader，重点点客户户经理理Finance财务Marketing市场营营销Logistics物流Customermarketing客户营营销Ordergroup,backofficesupport治安组组后勤勤支持持EveryoneontheteamknowstheirroleintheGOAL&whattheyareMEASUREDontoSUCCEED每个人人清楚楚他们们在团团队中中的作作用，，用最最终目目标的的实现现来衡衡量他他们的的成功功LocalNordicTeam–accountability北欧团团队－－职责责Sales:Teamleader,KeyaccountmanagersVolume,Share,CosttoserveFinanceCustomerprofit,effecientspendingMarketingShare,basketsize,traffic,categoryshareLogisticsShelfavailability,perfectorders,inventoriesOrdergroup,backofficesupportPerfectOrders,leadtimes,nooverdues销售：：teamleader，重点点客户户经理理数数量，，共享享，成成本，，服务务财财务客客户户利润润，高高效率率的消消费市市场场营销销市市场占占有率率，贸贸易，，物流流货货架供供货，，完善善订单单，存存货治治安安组，，后勤勤支持持完完善的的订单单，交交货货期，，没没有逾逾期ControlSystems控制系系统FinancialSalesFundamentalsIndividualPerformanceActionsteps金融销销售售基本本面个个人人业绩绩流流程步步骤Reminder:OGSM提示：：OGSMObjective目的

Goals目标

Strategies策略

Measures测量

Whatdoweneedtoachieve?我们究竟需要实现什么？

QuantitativeTargetofProgresstowardtheObjective,withinaspecificallydefinedtimeframe定量

目标

进展

方向客观的

界定时间

计划Howwewillachieveourgoals.Itmustmakeaspecificdecisionoritisnotastrategy.Areallygoodstrategyisasetofoneormorestatements,eachofwhichonlymakesonespecificdecision.Mechanismtoprovidethenumericalanswerwhichestablishesourpositionversusgoal(s)为消费者提供了数值答案确立了我们的立场与目标

WordsNumbersWordsNumbersWhat?How?我们将将会怎怎样实实现我我们的的目标标。它必须须是一一个具具体决决定而而不只只是一一个战战略。。一个真正好好的策略，，是一套一一项或一项项以上的报报表，每一一项都只是是一个具体体的决定P&GMeasures:

e.g.YesAromaLaunch宝洁的措施施：Objective:目的Securemarketleadershipwithinhand-dishbyofferingconsumersthebestvalueandbybeingthepreferredsupplierofhand-dishtoleadingcustomers争取市场的的领导地位位，另一方方面，为提提供消费者者最佳的价价值，并作为首选选设备供应应商Goals(note:notactualnumbers):目标（注：非实际际数据）Growvolumeby5%Deliver$1,433MofvaluecontributiontothecompanyReach90%distributionin3monthsonAromaReach80%shareofshelf增长量5％

交付付1433美元的价值值贡献给公公司

达90％以上分布布在3个月内达达到百分之之八十的份份额P&GMeasures:

e.g.YesAromaLaunchStrategies策略launchflankerswhich:MatchunmetconsumerpreferencesGrowtotaltradeprofitabilityonYesbrandincreaseconsumerandcustomermarketingspendyear1tosecuretrialusedisplaystogetfastdistributionearlyinyeardonotincreasecurrentlevelanddepthofpromotionsMeasurements测量Volume:dailyshipmentreportsbycustomer成交量：由由客户提供供每天的装装运报告Sharesbyproductandcustomer:Weekly/MonthlyNielsendata股份公司的的产品和客客户：每周周/每月尼尔森森数据Marketpricesbyproductandcustomer:Weekly/MonthlyNielsendata市场价格是是由产品和和客户：每每周/每月尼尔森森数据Budgets:actualsversuscommitments;$/unit算：实银两两承诺;元/单位Valuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)企业价值贡贡献（品牌牌/产品/国家）：：每月的品品牌利润估估计（bpes）启动两项：：1找寻消费者者未满足的的喜好2成长，贸易易总额的盈盈利能力是是品牌使使用用监控系统统，以获当当年得快速速分布不不增加现现有水平和和深度促销销FINANCIALFIRMPROCTER&GAMBLENORDICFinancialAnalysisHANDDISH-NORDICVALUECREATION@PLRATENORDICActualFY01/02FIRM02/03$M$/ml%sales$M$/ml%salesVolume100

105

Volume(Indexvs.YA)101

105

NetRealization4000

40.00

4100

39.05

PriceReductions(25)

0.25-

(0.7%)

(30)

0.29-

(0.8%)

CustomerMarketing(250)

2.50-

(6.7%)

(300)

2.86-

(8.0%)

NETOUTSIDESALES3725

37.25

3770

35.90

(Indexvs.YA)103.1

100.0

COSTOFGOODSSOLD1200

12.00

32.2%

1260

12.00

33.4%

GROSSMARGIN$2525

25.25

67.8%

2510

23.90

66.6%

MarketingExpense(650)

6.50-

(17.4%)

(700)

6.67-

(18.6%)

Overheads(373)

3.73-

(10.0%)

(377)

3.59-(10.0%)NORDICCONTRIBUTION150315.0340.3%143313.6538.0%AnnualGrowthrate90-10%95-5%YesAromaLaunchMeasurementsVolume:dailyshipmentreportsbycustomerSharesbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataBudgets:actualsversuscommitmentsValuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)测量

成交交量：每天天装运报告告

股份公公司的产品品和客户：：每周/每月尼尔森森数据销售基础产产品和客户户：每周/每月尼尔森森数据预预算：实银银两承诺企企业价值值贡献（品品牌/产品/国家）：：每月的品品牌利润估估计（bpesVolumeTrackingdailyreportbycustomer/brandonintranetlookintodatabaseforshipmentsbyproductTotalShipmentdays23Actshipmentsdaysgone11Acttimegone(ofmonth)48%BRANDvs.ESTTodaysOrderAvgBalShiptoFIRMESTORDEREDArielxx%xxBoldxx%xxTotalFabricCarexx%xxFebrezexx%xxSwifferxx%xxMrProperxx%xxYes/FairyHD7.913.03.930%0.3Yes/FairyADWxx%xxTotalHomeCarexx%xxF&HCTotalxx%xxNORDICVolumeTrackingNORDIC

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SU000.0781.33404.74000.0000.0000.0000.0000.0000.0710.18000.0000.403000.0325.37000.0335.4068212.241212.4214000.0000.0710.0042315.0342631.846056.8703000.671000.24611000.0023.3388000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0781.33404.74000.0000.0000.0000.0000.0000.0710.18000.0000.403000.0325.37000.0027.7368616.981212.4214000.0000.0710.0042315.0342631.846766.9513000.671000.64911000.0348.6098000.0976.5543000.0320.8222000.0000.0900.0821781.198631.846832.4311000.671000.1556000.0620.9774000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0e.g.Aromadisplaysarenotsellingasforecasted–why?YesAromaLaunchMeasurementsVolume:dailyshipmentreportsbycustomerSharesbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataBudgets:actualsversuscommitmentsValuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)测量

成交交量：每天天装运报告告

股份公公司的产品品和客户：：每周/每月尼尔森森数据销售基础产产品和客户户：每周/每月尼尔森森数据预预算：实银银两承诺企企业价值值贡献（品品牌/产品/国家）：：每月的品品牌利润估估计（bpesSharesTrackingHANDDISHCLEANER.TOTALSWEDENVOLUMESHAREJAN02FEB02MAR02APR02MAY02JUN02JUL02AUG02MARKET(MSU)7972958374957678VersusYrAgo%3-1-210-2-41-3PROCTER&GAMBLE.76.977.077.678.8H76.177.276.577.1YES.76.977.077.678.8H76.177.276.577.1YESLICONAPPLE.6.7H5.1YESLICONFLORALBREEZE.3.8H3.23.02.72.5YESLICONLEMON.29.529.128.629.228.5L29.329.228.8YESLICONOTHER.42.741.340.139.038.0L39.640.240.6GRUMME.3.6L3.7VIPS.3.6L3.7ICA.6.88.07.98.6H8.0ALLOTHERBRAND.1.4H1.4HLSKONA.7.4H6.9KF.L4.34.9ANGLAMARK.L1.92.01.1L1.1L2.1HBLAVIT.3.03.2HNOPA.3.02.9Le.g.Aromaiscannibalizingasexpected.YesAromaLaunchMeasurementsVolume:dailyshipmentreportsbycustomerSharesbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataBudgets:actualsversuscommitmentsValuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)测量

成交交量：每天天装运报告告

股份公公司的产品品和客户：：每周/每月尼尔森森数据销售基础产产品和客户户：每周/每月尼尔森森数据预预算：实银银两承诺企企业价值值贡献（品品牌/产品/国家）：：每月的品品牌利润估估计（bpesSalesFundamentalsTracking…andalsodisplayWD,featureshare,shelfshare,etc.YESAROMA-APPLEPricePerUnitWithoutPromo(SFT)P12MP6MnovdecjanvsÄÄNGLAMARKTOTALSWEDEN35.134.934.534.734.9102%AXFOODTOTAL35.634.434.333.533.998%AXFOODFRANCHISE37.637.537.636.336.299%D&DDISCOUNT31.830.930.530.830.799%VIVOSTOCKHOLM40.740.141.036.241.297%BERGENDAHLDETALJIST32.732.732.331.233.4105%YESAROMA-APPLEWeighteddistribution(SFT)P12MP6MnovdecjanvsÄÄNGLAMARKTOTALSWEDEN95.998.297.098.098.0AXFOODTOTAL87.797.898.098.0100.0100%AXFOODFRANCHISE72.095.793.090.099.097%D&DDISCOUNT81.797.2100.0100.0100.099%VIVOSTOCKHOLM75.0100.0100.0100.0100.0102%BERGENDAHLDETALJIST100.0100.0100.0100.0100.0102%e.g.AromahashighshareswheredisplayedAnoteoncompetitionCompetitiveResponseModelingExpectedcompetitiveresponseSequenceofactions+theirNPVsdetermineoptimalstrategy竞争回应应建模预预期竞竞争反应应的行动动顺序+他们npvs确定最佳佳战略Whichgameswillweplay?E.g.alwaysmatchcompetition’spromotiondepthE.g.neverdoin-storecoupons哪些游戏戏我们可可以玩？？例例如：比比赛的深深入推广广

例如如：在店店内消费费券PossibleExplanationsConsumervalueequation?Ispricepremiumtoohigh?DidweoverestimatedemandforAromaproducts?–mostlikelyOK;off-takehighwheredistributed+repurchaseratehigh消费者价价值公式式？是是溢溢价过高高？我们们高估需需求香气气的产品品呢？-最有可能能确定;场外采取取高的地地方派发发+回购利率率高企OrganizationalcapabilityDowehaveenoughsalesrepcoverage?DoesYeshavepriorityinsalescycle?yes,butmanystoreownersarerejecting组织能力力我我们是否否有足够够的推销销员覆盖盖？确实实是有优优先销售售周期？？是是的，，但许多多店家都都拒绝Commercialstrategyistrademarginrecommendedtoolow?Isvalueforcustomernotclearlydefined?商业战略略是是交易保保证金推推荐太低低呢？是是价值，，为用户户没有明明确界定定呢？Possibleexplanation:storeownersnotclearonaddedvalue––donotwishtoreplaceproducts,donothavemorespaceinstoreformoreproducts,anddonotwantcomplexityofmorecodesinsystem解释：店店家并不不清晰附附加值-不想取代代产品，，没有更更多的空空间储存存更多的的产品，，以及不不想复杂杂的多码码系统YesAromaLaunchMeasurementsVolume:dailyshipmentreportsbycustomerSharesbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataBudgets:actualsversuscommitmentsValuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)测量

成交交量：每天天装运报告告

股份公公司的产品品和客户：：每周/每月尼尔森森数据销销售基础产产品和客户户：每周/每月尼尔森森数据预预算：实银银两承诺企企业价值值贡献（品品牌/产品/国家）：：每月的品品牌利润估估计（bpes）howdowereflectnewforecastandwhatdowedo?我们应该如如何反映新新的预测和和我们该做做什么？BudgetTrackingPROCTER&GAMBLENORDICBudgetControlTotalMDA*SPENTBUDACTCOMSPENTvsBUD(MUSD)(MUSD)(MUSD)(MUSD)(%)Yes/FairyHD10018183535%Yes/FairyADW10028285555%Febreze10046469393%Swiffer1006464128128%TotalHOME40015615631145%Pringles10023234646%CriticalpartindecisionwhethertocontinuestrategyLaunchbasedontighteconomics($/ml)–dowecutbudgetsorincreasethemifvolumesarenotcomingin?howsensitiveistheNPV?Expectfrontspendingduringlaunch,butpossibilitiesofcuttingQ4supportFINANCIALTRACKINGBrandProfitEstimates&Reconciliationsexplaindifferencevs.estimatebyvolume,mixeffect,budgets,exchangerates,andtradetermsavailablebyproductandcountryconsolidatedacrossGBUsandMDOsinSAPR/3tomakeourquarterlyreporttoWallStreet$M$/mlDelta%400040.00Mixeffect100.3%0.100.3%Volumeeffect1002.5%ExchangeRateeffect-10-0.3%-0.10-0.2%41002.5%40.000.0%$M$/mlDelta%372537.25MixEffect100.3%0.100.3%Volumeeffect1002.7%ExchangeRateeffect-10-0.3%-0.10-0.3%Customerbudgeteffect-50-1.3%-0.050.1%Consumerbudgeteffect-5-0.1%-0.010.0%37701.2%37.310.2%NetRealReconciliationNOSReconciliationACTIONSTEPS:行动步骤E.g.SeptemberBPE例如9月的BPEWearebelowvolumetarget.我们下面的的具体目标标Salesfundamentalsshowthatwearelowondistribution(priceandsharewhereinstoreontarget).销售基本面面表明，我我们是低的的分布（价价格和分享享在店目标标）Repurchaserateishighamongconsumer–theproductworks.回购利率是是高消费－－产品工程程。Only175ofestimated300displaysofAromahavebeensold–storeownersreluctanttotakeinnewproduct.估计300只有175售出－店主主不愿承担担新产品BrandteammeetswithSalesteamstodiscusspossibleactions.品牌团队与与销售团队队交流，讨讨论可能采采取的行动动ACTIONSTEPS:行动步骤E.g.SeptemberBPEWetakebackbudgetcommitmentswhollybasedonvolume,thismoneycanbemadeavailableforre-investment.我们收回预预算的承诺诺全出货量量为基础，，这笔钱可可以供再投投资。Decision:distributionandyear-1volumeisvital.Weneedtore-deployfundsforadisplay-drive.决定：分布布和今年1是至关重要要的。我们们需要重新新调配资金金，供驱动动。Tryone-timeirresistibleofferwithnewtradeleafletspecifyingrationalebehindYesAroma.尝试一次性性不可阻挡挡的offerEffectoncontribution:highercustomermarketingbudgets%NOS,butreachcriticalvolumeandtrialinyear1.对贡献：在在第1年高级客户户营销预算算的％数，，达到临界界数量和试试验NewfinancialsarecommunicatedtoGBUviaBrandProfitEstimate.FullreconciliationsaresentbyFinance.派出财务充充分对帐，，将新的财财务状况传传达给gbu通过品牌获获利预估PERFORMANCETRACKINGAccountabilityAccountabilityexamples:职责的例子子countryGM–valuecontributionandflow; externalrelations,organization国家通用汽汽车-企业价值贡贡献和流量量;对外关系，，组织GBUGM–P/L(incl.Production+logisticscosts, alloverheads),inventorygbu通用汽车---/升（含生产产+物流成本，，所有间接接成本），，存货marketplanner–forecastaccuracy,%availability市场企划-预报准确率率，％供供货brandteamleader–contribution,volume,shares,organization品牌团队领领导人-贡献，数量量，股权，，组织customerteamleader––volume,salesfundamentals,organization消费团队-量，销售基基本面，组组PERFORMANCETRACKINGWork&DevelopmentPlans执行追踪工工作及发展展计划onceperyear–feedbackfrommanagers,directreports,colleagues每年一次-反馈，向经经理直接报报告Howhasworkplanbeendelivered?Howhaspersondevelopedorganization?如何界定工工作计划已已经交付？？如何开发发人员的组组织安排？？Strengths+weaknesses––setdevelopmentplanwithmanager强项项+弱点点-经理理设设定定的的发发展展计计划划Basisforpromotiontimings+salarylevel促进进时时序序+工资资水水平平PERFORMANCETRACKINGFIRMFY99/00FY00/01FY01/02FY02/03ConsumerSatisfaction&ReachSEK:US$ExchangeRate0.11720.10250.09540.0943NetSales@P&L($MM)XXXXXXXX(Indexvs.YearAgo@P/L)xxxxxxxx(Indexvs.YearAgo@ConstantRate)xxxxxxxxVolume(MMSU)XXXXXXXX(Indexvs.YearAgo)xxxxxxxxMDOValueFlow@P&LRate%%%MDOValueFlow@ConstantRate%%%%VolumeinTier1Customers%%Top4CategoriesValueShare(%)Diapers%%%Laundry%%%Haircare%%%Fempro%%%Top4CategoriesBusinessGainingShareL12M(%)%%%LocalS&A(%ofNOS)%1)%%%Productivity(NOS$MM/head)%%%%MDA(%ofNOS)%2)%%%MSA(%ofNOS)%%%%1-monthSalesPlanPerformance(meanabsolute%error)%%%%6-monthsSalesPlanCommitment(meanabsolute%error)%%%%MissedCases%%%%Receivables(daysoutstanding)xxxxxxxxDiditwork?YESCASEDoyouthinkyoucanrecognizeourstrategyinthestore?在商店你你认为你你能认识识我们的的策略吗吗？Havewesucceededinyouropinion?你认为我我们是否否成功呢呢？Whatcanbedonebetter?有什么可可以做的的更好吗吗？Results结果SUMMARY:STRATEGY&CONTROLSYSTEMSATP&G综述：战战略与控控制系统统，在宝宝洁Lecture1:MakingWinningStrategiesinaLargeCompanybothGloballyandLocally第一讲：：大公司司在全球球和本地地，决策策赢得战战略，ProcessToMakeRightChoices(ChoiceCascade)过程中作作出正确确的选择择（选择择级）FinancialFrameworkForValuation(PortfolioAnalysis,TSR)财政框架架估价（（组合分分析，热热化学还还原反应应）OrganisationWorkingtogethereffectively:MatrixStructure组织工作作，有效效地协同同：矩阵阵结构ASystemofindividualaccountability个人职责责制的制制度建立立SUMMARY:STRATEGY&CONTROLSYSTEMSATP&GLecture2:Applyingglobalstrategiessuccesfullyatlocallevelrequirescustomizationtoconsumer(preferences,shoppingbehavior,etc.)andcustomer(tradeconsolidation,profitability,collaborrativemode,etc.).第二讲：：运运用全球球策略成成功，在在地方一一级，需需要个性性化，以以消费