寶潔的戰(zhàn)略實施與系統(tǒng)控制PPT45頁

1、Gerry KinghamFinance Mgr. P&G Nordic財務(wù)經(jīng)理What are our goals and Aspirations?Where willwe Play?WhatCapabilitiesmust be inplace to win?How will we Win inchosen market?WhatManagementSystems arerequired?我們有哪些目標(biāo)和愿望我們要做些什么？我們將如何贏得市場我們需要什么樣的管理系統(tǒng)實現(xiàn)雙贏的需要什么樣的能力What are our goals and Aspirations?Where willw

2、e Play?WhatCapabilitiesmust be inplace to win?How will we Win inchosen market?WhatManagementSystems arerequired?我們有哪些目標(biāo)和愿望我們要做些什么？我們將如何贏得市場我們需要什么樣的管理系統(tǒng)實現(xiàn)雙贏的需要什么樣的能力專注于核心品牌消費者才是老板贏得顧客零售利潤率的競爭力量身打造投資客戶全球客戶獲得價值模式了解競爭對手全球矩陣結(jié)構(gòu)：全球業(yè)務(wù)單位（ gbus ）及市場組織（ mdos ） 個人責(zé)任制，工作與發(fā)展計劃 70）-What are our goals and Aspiratio

3、ns?Where willwe Play?WhatCapabilitiesmust be inplace to win?How will we Win inchosen market?WhatManagementSystems arerequired?我們有哪些目標(biāo)和愿望我們要做些什么？我們將如何贏得市場我們需要什么樣的管理系統(tǒng)實現(xiàn)雙贏的需要什么樣的能力HOW WILL WE WIN?999995918633322616Energy能源能源Automotive汽車汽車 Pharmaceuticals; diagnostics醫(yī)藥醫(yī)藥Electronics電子電子Telecom電信電信Packa

4、ged goods包裝包裝Financial industries金融金融Chemicals化工化工Retail零售零售Source: Global Vantage; McKinsey84565241319Energy能源能源Financialinstitutions金融金融Automotive汽汽車車Retail零售零售Packagedgoods包裝包裝Electronics電子電子Average number of countries of operation for largest companies (1998)國家運(yùn)作的大公司國家運(yùn)作的大公司Note: Largest compani

5、es defined by total revenue注：公司所確定的總的收入來源注：公司所確定的總的收入來源Source: Hoovers; McKinsey資料來源：資料來源：Number of countries of operation for most global companiesMobil美孚美孚140Royal Dutch Shell殼牌殼牌130Citigroup花旗花旗100HSBC匯豐匯豐79Siemens西門子西門子190Toshiba東芝東芝81Nestle雀巣雀巣80+Procter & Gamble寶潔寶潔120Fiat菲亞特菲亞特60General M

6、otors通用通用52Carrefour家樂福家樂福26Ahold ？28HOW WILL WE WIN?一些全球性的大公司是由國家運(yùn)作的* Only disclosed deal considerations in excess of USD 25 millionSource: Amdata; Thomson Financial Securities; McKinsey analysisNon-European cross-border非歐洲跨境非歐洲跨境European cross-border歐洲跨境歐洲跨境Domestic國內(nèi)國內(nèi)2.99.312.00.7199419951996199

7、7199812.41999 to September16.0只披露交易的考慮超過美元2500萬料來源： amdata ;湯姆森金融證券;麥肯錫分析 Demand需求需求Flat/falling share of walletFlat/falling pricesMore demanding and complex consumersShifting lifestyle and work patternsSupply供給供給OvercapacityNew entrants (e-tailers and retailers)Supplier consolidationLow availabilit

8、y/ rising cost of frontline labourIncreasing real estate costsPower shifting to consumersInternet is accelerating trendsSource: McKinseyHOW WILL WE WIN? 我們將如何贏？單位單位/份額下降份額下降單位單位/價格下跌價格下跌更為艱巨和復(fù)雜的消費者更為艱巨和復(fù)雜的消費者轉(zhuǎn)變生活方式和工作格局轉(zhuǎn)變生活方式和工作格局過剩過剩新加入者（電子零售商和零售商）新加入者（電子零售商和零售商） 供應(yīng)商整合供應(yīng)商整合低可用性低可用性/成本上升的人工成本上升的人工越來

9、越多的場地費用越來越多的場地費用權(quán)力轉(zhuǎn)移給消費者權(quán)力轉(zhuǎn)移給消費者互聯(lián)網(wǎng)加速發(fā)展趨勢HOW WILL WE WIN? 我們將如何贏？專注于核心品牌消費者才是老板贏得顧客零售利潤率的競爭力量身打造投資客戶全球客戶獲得價值模式了解競爭對手寶潔試圖像一面鏡子試進(jìn)行顧客服務(wù)我們的工作，在多功能團(tuán)隊，以解決復(fù)雜的商業(yè)問題在矩陣組織，個人責(zé)任制是關(guān)鍵P&GAholdGlobal Team全球團(tuán)隊Teamleader (VP) & MultifunctionalBased in Rotterdam總部設(shè)在鹿特丹Regional TeamsUSA, Europe, Latin America,

10、andAsia區(qū)域小組美國，歐洲，拉丁美洲和亞洲Regional Customer HQ區(qū)域客戶總部Ahold Managementin ZaandamLocal Teams-ICA/Hakon (Ahold Nordic)-Teamleader & multifunctional team當(dāng)?shù)貙＜谊犖?ica/hakon （阿霍德北歐） - teamleader 多功能團(tuán)隊Local CustomersICA/Hakon本地客戶國際合作社聯(lián)盟/ hakonEveryone on the team knows their role in the GOAL & whatthey

11、are MEASURED on to SUCCEED每個人清楚他們在團(tuán)隊中的作用，用最終目標(biāo)的實現(xiàn)來衡量他們的成功銷售： teamleader ，重點客戶經(jīng)理數(shù)量，共享，成本，服務(wù)財務(wù)客戶利潤，高效率的消費市場營銷市場占有率，貿(mào)易，物流貨架供貨，完善訂單，存貨治安組，后勤支持完善的訂單， 交貨期 ，沒有逾期金融銷售基本面?zhèn)€人業(yè)績流程步驟What?How?我們將會怎樣實現(xiàn)我們的目標(biāo)。 它必須是一個具體決定而不只是一個戰(zhàn)略。 一個真正好的策略，是一套一項或一項以上的報表，每一項都只是一個具體的決定啟動兩項： 1找尋消費者未滿足的喜好 2成長，貿(mào)易總額的盈利能力是品牌 使用監(jiān)控系統(tǒng)，以獲當(dāng)年得快速分

12、布 不增加現(xiàn)有水平和深度促銷PROCTER & 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%) Custo

13、mer 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.

14、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%測量成交量：每天裝運(yùn)報告股份公司的產(chǎn)品和客戶：每周/每月尼爾森數(shù)據(jù)銷售基礎(chǔ)產(chǎn)品和客戶：每周/每月尼爾森數(shù)據(jù)預(yù)算：實銀兩承諾企業(yè)價值貢獻(xiàn)（品牌/產(chǎn)品/國家） ：每月的品牌利潤估計（ bpes daily report by customer/brand on intranet look into database for shipments by productT

15、otal 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 Home Carexx %xxF&HC Totalxx

16、 %xxNORDICNORDIC - 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 reyaLICA SWEDEN80996250 YES ADW TABLET2002441 YES ADW TABLETS2004818 YES ADW 3XACTIV26819 YES ADW REGULAR 26828 YES ADW REGULAR 809

17、96249 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 (BU) DATED ORD SU (BU) TO BE INVOICEDSU (BU) SHIP

18、 PM SU (BU) NEW BUSNXT MTHS S000.0781.33404.74000.0000.0000.0000.0000.0000.0710.18000.0000.403000.0325.37000.0335.4068212.241212.4214000.0000.0710.0042315.0342631.846056.8703000.671000.24611000.0023.3388000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0781.33404.74000.0000.0

19、000.0000.0000.0000.0710.18000.0000.403000.0325.37000.0027.7368616.981212.4214000.0000.0710.0042315.0342631.846766.9513000.671000.64911000.0348.6098000.0976.5543000.0320.8222000.0000.0900.0821781.198631.846832.4311000.671000.1556000.0620.97740.00.00.00.00.00.00.00.00.00.00.00.00.00.0e.g. Aroma displa

20、ys are not selling as forecasted why?測量成交量：每天裝運(yùn)報告股份公司的產(chǎn)品和客戶：每周/每月尼爾森數(shù)據(jù)銷售基礎(chǔ)產(chǎn)品和客戶：每周/每月尼爾森數(shù)據(jù)預(yù)算：實銀兩承諾企業(yè)價值貢獻(xiàn)（品牌/產(chǎn)品/國家） ：每月的品牌利潤估計（ bpes HAND DISH CLEANER.TOTAL SWEDENVOLUME SHAREJAN02 FEB02MAR02APR02MAY02JUN02JUL02AUG02MARKET (MSU)7972958374957678Versus YrAgo %3-1-210-2-41-3PROCTER&GAMBLE.76.977.077

21、.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.29.529.128.629.228.5L29.329.228.8YES 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.

22、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 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.測量成交量：每天裝運(yùn)報告股份

23、公司的產(chǎn)品和客戶：每周/每月尼爾森數(shù)據(jù)銷售基礎(chǔ)產(chǎn)品和客戶：每周/每月尼爾森數(shù)據(jù)預(yù)算：實銀兩承諾企業(yè)價值貢獻(xiàn)（品牌/產(chǎn)品/國家） ：每月的品牌利潤估計（ bpes and also display WD, feature share, shelf share, etc.YES AROMA - APPLEPrice Per Unit Without Promo (SFT)P12MP6Mnovdecjanvs NGLAMARKTOTAL SWEDEN35.134.934.534.734.9102%AXFOOD TOTAL35.634.434.333.533.998%AXFOOD FRANCHISE3

24、7.637.537.636.336.299%D&D DISCOUNT31.830.930.530.830.799%VIVO STOCKHOLM40.740.141.036.241.297%BERGENDAHL DETALJIST32.732.732.331.233.4105%YES AROMA - APPLEWeighted distribution (SFT)P12MP6Mnovdecjanvs NGLAMARKTOTAL SWEDEN95.998.297.098.098.0AXFOOD TOTAL87.797.898.098.0100.0100%AXFOOD FRANCHISE72

25、.095.793.090.099.097%D&D DISCOUNT81.797.2100.0100.0100.099%VIVO STOCKHOLM75.0100.0100.0100.0100.0102%BERGENDAHL DETALJIST100.0100.0100.0100.0100.0102%e.g. Aroma has high shares where displayedPossible explanation: store owners not clear on added value do not wish to replace products, do not have

26、 more space in store for more products, and do not want complexity of more codes in system解釋：店家并不清晰附加值-不想取代產(chǎn)品，沒有更多的空間儲存更多的產(chǎn)品，以及不想復(fù)雜的多碼系統(tǒng) PROCTER & GAMBLE NORDICBudget ControlTotal MDA*SPENTBUDACTCOMSPENTvs BUD(MUSD)(MUSD)(MUSD)(MUSD)(%)Yes/Fairy HD10018183535%Yes/Fairy ADW10028285555%Febreze1004

27、6469393%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 front spending during launch, but

28、 possibilities of cutting Q4 support 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 SAP R/3 to make our quarterly report to Wall Street$M$ / mlDelta %4 000 40.00Mix effect10 0.3%0.1

29、00.3%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 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 ReconciliationAccountability examples:職責(zé)的例子 country GM value contribution and flow; external relations, organization國家通用汽車-企業(yè)價值貢獻(xiàn)和流量;對外關(guān)系，組織 GBU GM P/L (incl. Production + logistics co