麦肯锡公司演讲PPT-看看老外的PPT是如何制作的

Driving

innovationthrough

theprivate

brandorganizationUS

consumers

still

feel

pressured

38%Are

having

a

hardtime

making

ends

meet

45%

Are

somewhat

or

very

worriedabout

losing

a

job

42%

Are

living

paycheck

to

paycheck

57%

Are

makingsignificant

lifeplan

changes

because

of

declining

asset

values

Cutting

BACKPENNY

pinchingConsumer

response

to

the

downturn

that

has

created

a“new

normal”…

Changing

HABITSTrading

DOWN

Shifting

CHANNELSkeep

behavior…and

consumers

say

these

behaviors

will

stick

Percent

changing

Percent

intending

toBehaviorPurchase

high-enddesigner/luxury

brands

lessShop

at

club

stores

moreShop

at

mass

merchantsmoreShop

at

dollar

stores

morePurchase

private

brand/store

brand

products

moreGo

out

to

eat

lessbehavior

45

35

50

40

50

60

89

88

84

81

80

7124%19%025201510

53008

10E

12E

14E

16E0604$40

B▪

Retail

economics

continue

to

make

PL

investment

difficult▪

No

external

shocks

occurProjected

private

brand

dollar

sharePercent

Higher

growth

assumptions▪

Consumers

increasingly

embrace

PL▪

Retailers

like

Walmart,

Target,

and

Costco

continue

to

grow

PL▪

Additional

retailers

expand

PL

offering

to

differentiate

and

compete▪

Retailer

consolidation

continuesFlat

growth

assumptions▪

Market

has

reached

the

equilibrium

level

of

PL

share

at

current

levels▪

Manufacturers

provide

a

stronger

value

proposition

for

consumers

and

retailers

that

curbs

PL

attractivenessAs

a

result,

US

private

brand

share

has

thepotential

to

reach

24

percentHigh

growth

assumption2010

revised

base2007

baseOrganization

is

more

than

just

structure

–

each

elementplays

an

important

role

in

driving

innovation

Style

SkillsSystemsStrategy

Staff

Shared

valuesStructureSophistication

Improve

value

perception

to

win

the

weekly

grocery

tripEnhanceprofitability

Penetration

drive

trips,

buildbaskets

andcement

loyalty“The

private

brand

journey”STRATEGYThere

is

no

„one

size

fits

all‟

answer

-

the

right

organizationdepends

on

what

you

are

trying

to

achieve

Differentiate

to11

Supplier

development

IdentifyDevelop

MarketSource

1

2

3

4

5

6

7

8

910

Customer

intelligence

and

trend

identification

Product

innovation

Product

development

Quality

assurance

Category

management

Project

managementBrand

management

Packaging

Marketing

and

merchandising

Supplier

selection

and

negotiationMeasure14Performance

management1213Supply

chain

optimizationInventory

managementSKILLSSeveral

key

capabilities

are

required

-

the

importance

of

eaccapability

depends

on

what

you

are

trying

to

achieveTesco

uses

customer

intelligence

and

trend

identification

totailor

ranges

and

products

to

different

customer

segmentsSKILLS4x440mL4x450mL

thoughtfully

designed

category

architectures

Best

Tesco

Strong

Bitter

£3.98

4x440mL

Good

Tesco

Value

Lager

£0.92

Private

brandBestCarlsbergSpecial

Brew£4.724x450mLGoodHofmeisterLager£2.24SKILLSTheir

strong

category

management

skills

result

inBetterTesco

DutchExport

Lager£1.784x500mL▪▪1,000

reformations,and

500

newproducts,

all

testedand

approved

bycustomersIn-store

signageand

merchandisingreinforce

emphasison

customer

input,with

significantspace

dedicated

toprivate

brand

items

SKILLSTo

re-launch

core-tier,

ASDA

leveraged

existing

and

builtseveral

new

capabilities,

including

product

developmentThey

also

enhanced

its

customer

insightcapabilities

to

test

products

with

consumersSKILLSbecomes

more

sophisticated

and

developed

Increasing

PB

penetration

and

sophisticationMerchan-disingTechnicalQABrandmgmtDesignProductdevelop-

mentMarketin

g

Privatebrands

teamPrivatebrandsteamBrandmgmtProductdevelop-

mentMerchan-

disingTechnical

QAMarketingPrivatebrandsteamBrandmgmt

Productdevelop-

mentTechnical

QAVendorMarketingILLUSTRATIVE

Current

merchandising

organizationWhen

it

is

appropriate▪

Organization

is

fully

aligned▪on

the

role

of

private

brand–

part

of

culturePrivate

brands

at

maturity▪

Cross-category

innovation▪(e.g.,

Tesco

Finest)Focus

on

rapidlyexpanding

private

brand▪

Focused

on

buildingcore

range

andenhancing

profitabilitySTRUCTUREThe

right

organization

structure

evolves

as

private

brand▪

Large

dedicated

team

of

~350

employees

focused

on

rapidly

building

out

tiers

and

largely

new

items▪

Large

dedicated

team

with

limited

integration

with

merchants▪

Integrated

into

merchant

organization▪

Small

dedicated

team

for

brand

management

and

innovation▪

Increased

integration

and

collaboration

with

merchants

(though

not

fully

integrated

like

Tesco)STRUCTUREThese

retailers

have

evolved

their

models

over

time

Increasing

penetration

and

sophistication

BrandManagementBuying

ProductDevelopmentTechnicalBusiness/Customer

Planning

Buying

Office;

sourcing

hubs,sourcing

supportCategory

Category

DirectorDirector

(s)STRUCTURE:Although

Tesco

has

integrated

private

brand

into

itsmerchandising

organization,

a

central

team

stilldrives

cross-category

innovation

Commercial

and

Trading

Director

InternationalExamples

Category

Manager

Merch

Planning

Analyst(dedicated)Pricing

andPromotions

Analyst

(shared)Marketing

Analyst(shared)

SupplyChainAnalyst(shared)SpacePlanning/Analyst(shared)

Own

Brand

Analyst

(shared)STRUCTURECo-locating

the

Own

Brand

team

with

Merchantsensures

alignmentMerchant-led

category

team

structureDifferentiatorsGood

hygiene383863505088100100381521

38

38355615445674

75Exclusive

packagingCRM-based

tacticsExclusive

productsNew

shopper

marketingprogramsAvailability

improvementsSupply

chainimprovementsExpanded

AssortmentNew

merchandisingstrategyNew

promotional

strategyNew

pricing

strategyTypes

of

collaboration

effortsPercentage

of

respondentsWinnersOthersSYSTEMS

–

PROCESSESA

„national

brand-like‟

top-to-top

process

could

help

setprivate

brand

strategies

and

drive

innovation7580Product

AProduct

BProduct

CClient

product

Country

origin

3100

90Country

origin

1Country

origin

2Fruit

juice

exampleBase

100SYSTEMS

–

PROCESSESA

competitor

formulation

breakdown

process

often

createunprecedented

transparency

and

identifies

cost

savings

DISGUISED

PRODUCT

EXAMPLEFast

follower

apparel

retailers

clearly

identify

who

they

arefollowing

and

have

processes

to

track

trendsSYSTEMS

-

PROCESSESUK

restaurantsNicheproducts

inNorth

AmericaRestaurantsin

urbanmarketsUK

C/LSYSTEMS

-

PROCESSESThe

same

systematic

approach

can

be

applied

in

foodExample:

Indian

food

in

the

mass

market

Private

branddevelopmentKPIs

need

to

be

tailored

to

the

organization

andwhere

it

is

in

the

private

brand

journey

▪

Overall

category

profitability

(rate

and

$)

▪

Private

brand

profitability

–

overall

and

penny

profit

relative

to

national

brand

▪

Private

brand

SKU

efficiency

(i.e.,

sales

per

PL

SKU)

▪

Private

brand

penetration

by

category▪

Growth

in

private

brand

penetration,

with

targets

assigned

to

category

and

private

brand

teams▪

Private

brand

market

share

and

share

of

growth▪

Percentage

of

sales

from

new

private

brand

items▪

Private

brand

brand

value

perception

(from

customer)▪

Number

of

private

brand

SKUs

vs.

competitors▪

Number

of

new

items

launched▪

Private

brand

health

(quality,

value,

and

innovation)NOT

EXHAUSTIVESYSTEMS

-

MEASUREMENTFoundationalmetricsGrowth

andinnovationmetricsFinally,

highly

visible,

senior-level

commitment

to

privatebrand

is

required

to

deliver

a

differentiated

programPrivate

brandpenetration

grew

over

15points

during

Leahy’s

termas

CEOPrivate

brand

isembedded

in

severalareas

of

the

“steeringwheel”

that

is

used

tomeasure

performanceand

guide

decisionmakingSHARED

VALUESAt

Loblaw,

both

Dave

Nichol

and

more

recently

GalenWeston

have

successfully

championed

private

brandDave

Nichol

created

a“control

brand

culture”when

he

launched

andbuilt

out

the

PC

and

NoName

brand.In

more

recent

years,Chairman

Galen

Westonhas

championed

privatebrand

and

commitmentremains

strongSHARED

VALUESStrategy

Skills▪▪▪How

well

has

the

organization

definedits

aspirations

for

private

brand

and

isthere

alignment

on

these

aspirations?What

skills

does

your

organization

excel

attoday

and

how

can

you

better

leveragethese

to

drive

innovation

and

growth?What