宝洁公司的战略实施与控制系统42661

1、IMPLEMENTING STRATEGY diagnostics医药,Electronics电子,Telecom电信,Packaged goods包装,Financial industries金融,Chemicals化工,Retail零售,Source:Global Vantage; McKinsey,Energy能源,Financialinstitutions金融,Automotive汽车,Retail零售,Packagedgoods包装,Electronics电子,Average number of countries of operation for largest companies

2、 (1998) 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 Source:Hoovers; McKinsey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,*Only disclosed deal considerations in excess of USD 25 million Source:Amdata; Thomson Financial Securities; McKinsey analysi

3、s,Non-European cross-border 非欧洲跨境,European cross-border 欧洲跨境,Domestic 国内,Growing European M汤姆森金融证券;麦肯锡分析,There is a war out there矛盾,Demand需求,Flat/falling share of wallet Flat/falling prices More demanding and complex consumers Shifting lifestyle and work patterns,Supply供给,Overcapacity New entrants (

4、e-tailers and retailers) Supplier consolidation Low availability/ rising cost of frontline labour Increasing real estate costs,Power shifting to consumers,Internet is accelerating trends,Source:McKinsey,HOW WILL WE WIN? 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

5、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,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 Ahold ICA拥有AHOLD50 Ahold highly financially driven company EVA AHOLE是财务高度至上的公司EVA More pressure on ICAmore pressure on suppliers 在ICA更多的压力在供应商 Wants higher

6、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?我们现在知道了客户我们可以找到一个最佳的方法？,How will we win?我们将如何赢 Consumer is the BOSS Core Brands Win with winning customers

7、Competitive retail margins strong Tailor Investments By Customer Be Strong With Global Customers How will we win Sweet Spot?我们如何赢得最佳的方法Launch a product, with unique consumer benefits, with higher customer margins, that drive total TSR for P $/unit 算：实银两承诺;元/单位 Value contribution (Brand/Product/Count

8、ry): monthly Brand Profit Estimates (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,FINANCIAL FIRM,3.59,-,(10.0%),NORDIC CONTRIBUTION,1 503,15.03,40.3%,1 433,13.65,38.0%,Annual Growth rate,90,-10%,95,-5%,Yes Aroma Launch,Measurements Volume:

9、 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),测量成交量：每天装运报告

10、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,Volume Tracking,daily report by customer/brand on intranet look into database for shipments by product,Total Shipment days,23,Act shipments days gone,11,Act time gone (of month),48%,BRAND,vs. EST,Todays,Order,Avg Bal

11、 Ship,to FIRM,EST,ORDERED,Ariel,xx %,xx,Bold,xx %,xx,Total Fabric Care,xx %,xx,Febreze,xx %,xx,Swiffer,xx %,xx,Mr Proper,xx %,xx,Yes / Fairy HD,7.9,13.0,3.9,30%,0.3,Yes / Fairy ADW,xx %,xx,Total Home Care,xx %,xx,F 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？ -

12、最有可能确定;场外采取高的地方派发+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 Commercial strategy is trade margin recommended too low? Is value for customer not clearl

13、y defined? 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？,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,Yes Aroma Launc

14、h,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 data Budgets: actuals versus commitments Value contribution (Brand/Product/Country): monthly Brand Profit Estimat

15、es (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 ） 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 Tracking,PROCTER external relations, organization 国家通用汽车-企业价值贡献和流量; 对外关系，组织 GBU GM P/L (incl. Production + logistic

16、s costs, all overheads), inventory gbu通用汽车- -/升（含生产+物流成本，所有间接成本），存货 market planner forecast accuracy, % availability 市场企划-预报准确率， 供货 brand team leader contribution, volume, shares, organization 品牌团队领导人-贡献，数量，股权，组织 customer team leader volume, sales fundamentals, organization 消费团队-量，销售基本面，组,PERFORMANC

17、E TRACKINGWork & Development Plans执行追踪工作及发展计划,once per year feedback from managers, direct reports, colleagues 每年一次-反馈，向经理直接报告 How has work plan been delivered? How has person developed organization? 如何界定工作计划已经交付？如何开发人员的组织安排？ Strengths + weaknesses set development plan with manager 强项+弱点-经理设定的发展计划 B

18、asis for promotion timings + salary level 促进时序+工资水平,PERFORMANCE TRACKING,FIRM,FY 99/00,FY 00/01,FY 01/02,FY 02/03,Consumer Satisfaction & Reach,SEK:US$ Exchange Rate,0.1172,0.1025,0.0954,0.0943,Net Sales P&L,($MM),XX,XX,XX,XX,(Index vs. Year Ago P/L),xx,xx,xx,xx,(Index vs. Year Ago Constant Rate),xx

19、,xx,xx,xx,Volume,(MMSU),XX,XX,XX,XX,(Index vs. Year Ago),xx,xx,xx,xx,MDO Value Flow P&L Rate,%,%,%,MDO Value Flow Constant Rate,%,%,%,% Volume in Tier 1 Customers,%,%,Top 4 Categories Value Share,(%),Diapers,%,%,%,Laundry,%,%,%,Haircare,%,%,%,Fempro,%,%,%,Top 4 Categories Business Gaining Share L12M

20、,(%),%,%,%,Local S&A,(% of NOS),%,1),%,%,%,Productivity,(NOS $MM/head),%,%,%,%,MDA,(% of NOS),%,2),%,%,%,MSA,(% of NOS),%,%,%,%,1-month Sales Plan Performance,(mean absolute % error),%,%,%,%,6-months Sales Plan Commitment,(mean absolute % error),%,%,%,%,Missed Cases,%,%,%,%,Receivables,(days outstan

21、ding),xx,xx,xx,xx,Did it work? YES CASE,Do you think you can recognize our strategy in the store? 在商店你认为你能认识我们的策略吗？ Have we succeeded in your opinion? 你认为我们是否成功呢？ What can be done better? 有什么可以做的更好吗？ Results 结果,SUMMARY:STRATEGY & CONTROL SYSTEMS AT P&G综述：战略与控制系统，在宝洁,Lecture 1: Making Winning Strategies in a Large Company both Globally and Locally 第一讲：大公司在全球和本地，决策赢得战略， Process To Make Right Choices (Choice Cascade) 过程中作出正确的选择（选择级） F