某公司的戰(zhàn)略實(shí)施與管控系統(tǒng)英文版

IMPLEMENTINGSTRATEGY&CONTROLSYSTEMSATP&G

寶潔的戰(zhàn)略實(shí)施與系統(tǒng)控制GerryKingham FinanceMgr.P&GNordic 財(cái)務(wù)經(jīng)理Agenda

議程Re-capofpreviouslecture前言Fromglobaltolocalstrategy-making從全球到地區(qū)的戰(zhàn)略決策Strategyexample:Yeshand-dish戰(zhàn)略例子ManagementControlSystems管控系統(tǒng)ChoiceCascadetoDefinetheChoices

選擇級別以確定選擇WhatareourgoalsandAspirations?WherewillwePlay?WhatCapabilitiesmustbeinplacetowin?HowwillweWininchosenmarket?WhatManagementSystemsarerequired?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(shí)現(xiàn)雙贏的需要什么樣的能力ChoiceCascadetoDefinetheChoices

選擇級別以確定選擇WhatareourgoalsandAspirations?WherewillwePlay?WhatCapabilitiesmustbeinplacetowin?HowwillweWininchosenmarket?WhatManagementSystemsarerequired?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(shí)現(xiàn)雙贏的需要什么樣的能力Re-caponlecture1Wherewillweplay?TotalShareholderReturncalculationsbyGlobalBusinessUnit全球范圍內(nèi)的股東總回報(bào)率的計(jì)算Howwillwewin?CommercialStrategy我們要如何贏？商業(yè)戰(zhàn)略FocusoncorebrandsConsumerIsBossWinwithwinningcustomersCompetitiveretailmarginsstrongTailorInvestmentsByCustomerBeStrongWithGlobalCustomersGetthevalueequationrightKnowthecompetitorsWhatcapabilitiesmustbeinplace?能力的定位（需要什么樣的能力定位）Globalmatrixstructure:GlobalBusinessUnits(GBUs)andMarketDevelopmentOrganizations(MDOs)Individualaccountability,Work&DevelopmentPlans專注于核心品牌

消費(fèi)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(jià)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(gè)人責(zé)任制，工作與發(fā)展計(jì)劃HOMEWORKWhatshareofshelfdoesYEShave?市場占有率？Whatdoyouthinkithasinmarketshare?你怎么看市場上的占有率？Whatdoyoulearnfromthepricingandsizingyousee?Whymightitbeso?從價(jià)格和數(shù)量上看出什么？為什么會是這樣呢？Whatinfluencestheshelfpositioning?是什么影響產(chǎn)品的定位？WhatwouldyourYESstrategybe?你的對應(yīng)策略是什么？HOMEWORKWhatshareofshelfdoesYEShave?Ca.60%大約60％Whatdoyouthinkithasinmarketshare?Sameasshelfshare(60-70%)占市場分額（60－70）Whatdoyoulearnfromthepricingandsizingyousee?Whymightitbeso?為什么會這樣？Smallersizesoffer“extrabenefits,butaremoreexpensivepr.mlWhatinfluencestheshelfpositioning?是什么影響產(chǎn)品的定位Lookslikethebigbottlesareatthebottom看起來像一個(gè)巨大的瓶底（瓶勁效應(yīng)）WhatwouldyourYESstrategybe?您的策略是什么

ChoiceCascadetoDefinetheChoicesWhatareourgoalsandAspirations?WherewillwePlay?WhatCapabilitiesmustbeinplacetowin?HowwillweWininchosenmarket?WhatManagementSystemsarerequired?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(shí)現(xiàn)雙贏的需要什么樣的能力Implementingstrategy

實(shí)施策略

First:Understandingthecustomer

第一：了解客戶HOWWILLWEWIN?Retailisstillfragmented

Shareoftop50publiccompanies,1998

1998年零售業(yè)占有率前50家的企業(yè)Energy能源Automotive汽車Pharmaceuticals;diagnostics醫(yī)藥Electronics電子Telecom電信Packagedgoods包裝Financialindustries金融Chemicals化工Retail零售

Source: GlobalVantage;McKinseyEnergy能源Financial

institutions金融Automotive汽車Retail零售Packagedgoods包裝Electronics電子Averagenumberofcountriesofoperationforlargestcompanies(1998)國家運(yùn)作的的大公司Note: Largestcompaniesdefinedbytotalrevenue注：公司所所確定的總總的收入來來源Source:Hoovers;McKinsey資料來源：：NumberofcountriesofoperationformostglobalcompaniesMobil美孚 140RoyalDutchShell殼牌 130Citigroup花旗 100HSBC匯豐 79Siemens西門子 190Toshiba東芝 81Nestle雀巣 80+Procter&Gamble寶潔 120Fiat菲亞特 60GeneralMotors通用 52Carrefour家樂福 26Ahold？ 28 Retailingisstilllocal零售業(yè)的地地方性HOWWILLWEWIN?一些全球性性的大公司司是由國家家運(yùn)作的*OnlydiscloseddealconsiderationsinexcessofUSD25millionSource:Amdata;ThomsonFinancialSecurities;McKinseyanalysisNon-Europeancross-border非歐洲跨境境Europeancross-border歐洲跨境Domestic國內(nèi)GrowingEuropeanM&AactivitiesinRetail在歐洲零售售業(yè)的收購購活動越來來越多USDb,dealvolume*使用美元b,交易量*2.99.312.00.71994199519961997199812.41999toSeptember16.0只披露交易易的考慮超超過美元2500萬

料來源源：amdata;湯姆森金融融證券;麥肯錫分析析Thereisawaroutthere矛盾Demand需求Flat/fallingshareofwalletFlat/fallingpricesMoredemandingandcomplexconsumersShiftinglifestyleandworkpatternsSupply供給OvercapacityNewentrants(e-tailersandretailers)SupplierconsolidationLowavailability/risingcostoffrontlinelabourIncreasingrealestatecostsPowershiftingtoconsumersInternetisacceleratingtrendsSource:McKinseyHOWWILLWEWIN?我們將如何何贏？單位/份額下降單單位/價(jià)格下跌更更為艱巨巨和復(fù)雜的的消費(fèi)者轉(zhuǎn)轉(zhuǎn)變生活活方式和工工作格局過剩

新加加入者（電電子零售商商和零售商商）供供應(yīng)商整合合

低可用用性/成本上升的的人工越越來越多的的場地費(fèi)用用權(quán)力轉(zhuǎn)移給給消費(fèi)者互聯(lián)網(wǎng)加速速發(fā)展趨勢勢Sweden瑞典Mostconsolidatedretailmarketintheworld––theBIGarealreadyBIG成為在世界上多多數(shù)固定的的零售市場場中較大的的ICAowned50%byAholdICA擁有AHOLD50％Aholdhighlyfinanciallydrivencompany––EVAAHOLE是財(cái)務(wù)高度度至上的公公司－EVAMorepressureonICA………morepressureonsuppliers在ICA更多的壓力力在供應(yīng)商商Wantshigherprofits,higherturnover,happierconsumers(differentiatethemselvesvs.Competition)想要更高的的利潤更高高的營業(yè)額額和更多的的消費(fèi)者（（不同于主主場迎戰(zhàn)競競爭）HOWWILLWEWIN?我們將如何何贏？Nowweknowthecustomer……canwefindasweetspot?我們現(xiàn)在知知道了客戶戶我們可以以找到一個(gè)個(gè)最佳的方方法？Howwillwewin?我們將如何何贏ConsumeristheBOSSCoreBrandsWinwithwinningcustomersCompetitiveretailmarginsstrongTailorInvestmentsByCustomerBeStrongWithGlobalCustomersHowwillwewin––SweetSpot?我們?nèi)绾乌A贏得最佳的的方法Launchaproduct,withuniqueconsumerbenefits,withhighercustomermargins,thatdrivetotalTSRforP&G推出一個(gè)產(chǎn)產(chǎn)品，具有有獨(dú)特的消消費(fèi)者得益益，為寶潔潔獲得更高高的客戶利利潤率專注于核心心品牌消消費(fèi)者才是是老板贏贏得顧客零零售利潤潤率的競爭爭力

量身身打造投資資客戶全全球客戶獲獲得價(jià)值值模式了了解競爭對對手Havingtherightcapabilities有正確的能能力P&GtriestomirrorhowthecustomerworksWeworkinmultifunctionalteams,toaddresscomplexbusinessissuesInamatrixorganisationindividualaccountabilityisKEY寶潔試圖像像一面鏡子子試進(jìn)行顧顧客服務(wù)我我們的工工作，在多多功能團(tuán)隊(duì)隊(duì)，以解決決復(fù)雜的商商業(yè)問題在在矩陣組組織，個(gè)人人責(zé)任制是是關(guān)鍵GlobalAholdCustomerTeamOverviewAHOLD全球團(tuán)隊(duì)P&GAholdGlobalTeam全球團(tuán)隊(duì)Teamleader(VP)&MultifunctionalBasedinRotterdam總部設(shè)在鹿鹿特丹RegionalTeamsUSA,Europe,LatinAmerica,andAsia區(qū)域小組美美國，歐歐洲，拉丁丁美洲和亞亞洲RegionalCustomerHQ區(qū)域客戶總總部AholdManagementinZaandamLocalTeams-ICA/Hakon(AholdNordic)-Teamleader&multifunctionalteam當(dāng)?shù)貙＜谊?duì)隊(duì)伍-ica/hakon（阿霍德北北歐）-teamleader＆多功能團(tuán)團(tuán)隊(duì)LocalCustomersICA/Hakon本地客戶國國際合作作社聯(lián)盟/hakon2022-12-2417LocalNordicTeam北歐團(tuán)隊(duì)Sales:Teamleader,Keyaccountmanagers銷售：teamleader，重點(diǎn)客戶戶經(jīng)理Finance財(cái)務(wù)Marketing市場營銷Logistics物流Customermarketing客戶營銷Ordergroup,backofficesupport治安組后勤勤支持EveryoneontheteamknowstheirroleintheGOAL&whattheyareMEASUREDontoSUCCEED每個(gè)人清楚楚他們在團(tuán)團(tuán)隊(duì)中的作作用，用最最終目標(biāo)的的實(shí)現(xiàn)來衡衡量他們的的成功LocalNordicTeam–accountability北歐團(tuán)隊(duì)－職職責(zé)Sales:Teamleader,KeyaccountmanagersVolume,Share,CosttoserveFinanceCustomerprofit,effecientspendingMarketingShare,basketsize,traffic,categoryshareLogisticsShelfavailability,perfectorders,inventoriesOrdergroup,backofficesupportPerfectOrders,leadtimes,nooverdues銷售：teamleader，重點(diǎn)客戶經(jīng)經(jīng)理

數(shù)量，，共享，成本本，服務(wù)財(cái)財(cái)務(wù)

客戶利利潤，高效率率的消費(fèi)市市場營銷市市場占有率，，貿(mào)易，物流流

貨架供貨貨，完善訂單單，存貨治治安組，后勤勤支持

完善善的訂單，交交貨期，，沒有逾期ControlSystems控制系統(tǒng)FinancialSalesFundamentalsIndividualPerformanceActionsteps金融

銷售基基本面

個(gè)人人業(yè)績

流程程步驟Reminder:OGSM提示：OGSMObjective目的

Goals目標(biāo)

Strategies策略

Measures測量

Whatdoweneedtoachieve?我們究竟需要實(shí)現(xiàn)什么？

QuantitativeTargetofProgresstowardtheObjective,withinaspecificallydefinedtimeframe定量

目標(biāo)

進(jìn)展

方向客觀的

界定時(shí)間

計(jì)劃Howwewillachieveourgoals.Itmustmakeaspecificdecisionoritisnotastrategy.Areallygoodstrategyisasetofoneormorestatements,eachofwhichonlymakesonespecificdecision.Mechanismtoprovidethenumericalanswerwhichestablishesourpositionversusgoal(s)為消費(fèi)者提供了數(shù)值答案確立了我們的立場與目標(biāo)

WordsNumbersWordsNumbersWhat?How?我們將會怎樣樣實(shí)現(xiàn)我們的的目標(biāo)。它必須是一個(gè)個(gè)具體決定而而不只是一個(gè)個(gè)戰(zhàn)略。一個(gè)真正好的的策略，是一一套一項(xiàng)或一一項(xiàng)以上的報(bào)報(bào)表，每一項(xiàng)項(xiàng)都只是一個(gè)個(gè)具體的決定定P&GMeasures:e.g.YesAromaLaunch寶潔的措施：：Objective:目的Securemarketleadershipwithinhand-dishbyofferingconsumersthebestvalueandbybeingthepreferredsupplierofhand-dishtoleadingcustomers爭取市場的領(lǐng)領(lǐng)導(dǎo)地位，另另一方面，為為提供消費(fèi)者者最佳的價(jià)值值，并作為首選設(shè)設(shè)備供應(yīng)商Goals(note:notactualnumbers):目標(biāo)（注：非實(shí)際數(shù)數(shù)據(jù)）Growvolumeby5%Deliver$1,433MofvaluecontributiontothecompanyReach90%distributionin3monthsonAromaReach80%shareofshelf增長量5％

交付1433美元的價(jià)值貢貢獻(xiàn)給公司達(dá)達(dá)90％以上分布在在3個(gè)月內(nèi)

達(dá)到到百分之八十十的份額P&GMeasures:e.g.YesAromaLaunchStrategies策略launchflankerswhich:MatchunmetconsumerpreferencesGrowtotaltradeprofitabilityonYesbrandincreaseconsumerandcustomermarketingspendyear1tosecuretrialusedisplaystogetfastdistributionearlyinyeardonotincreasecurrentlevelanddepthofpromotionsMeasurements測量Volume:dailyshipmentreportsbycustomer成交量：由客客戶提供每天天的裝運(yùn)報(bào)告告Sharesbyproductandcustomer:Weekly/MonthlyNielsendata股份公司的產(chǎn)產(chǎn)品和客戶：：每周/每月尼爾森數(shù)數(shù)據(jù)Marketpricesbyproductandcustomer:Weekly/MonthlyNielsendata市場價(jià)格是由由產(chǎn)品和客戶戶：每周/每月尼爾森數(shù)數(shù)據(jù)Budgets:actualsversuscommitments;$/unit算：實(shí)銀兩承承諾;元/單位Valuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)企業(yè)價(jià)值貢獻(xiàn)獻(xiàn)（品牌/產(chǎn)品/國家）：每每月的品牌利利潤估計(jì)（bpes）啟動兩項(xiàng)：1找尋消費(fèi)者未未滿足的喜好好2成長，貿(mào)易總總額的盈利能能力是品牌使使用用監(jiān)控系統(tǒng)，，以獲當(dāng)年得得快速分布不不增加現(xiàn)現(xiàn)有水平和深深度促銷FINANCIALFIRMPROCTER&GAMBLENORDICFinancialAnalysisHANDDISH-NORDICVALUECREATION@PLRATENORDICActualFY01/02FIRM02/03$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)測量

成交量量：每天裝運(yùn)運(yùn)報(bào)告

股份份公司的產(chǎn)品品和客戶：每每周/每月尼爾森數(shù)數(shù)據(jù)銷售基礎(chǔ)產(chǎn)品品和客戶：每每周/每月尼爾森數(shù)數(shù)據(jù)

預(yù)算：：實(shí)銀兩承諾諾

企業(yè)價(jià)值值貢獻(xiàn)（品牌牌/產(chǎn)品/國家）：每每月的品牌利利潤估計(jì)（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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成交量量：每天裝運(yùn)運(yùn)報(bào)告

股份份公司的產(chǎn)品品和客戶：每每周/每月尼爾森數(shù)數(shù)據(jù)銷售基礎(chǔ)產(chǎn)品品和客戶：每每周/每月尼爾森數(shù)數(shù)據(jù)

預(yù)算：：實(shí)銀兩承諾諾

企業(yè)價(jià)值值貢獻(xiàn)（品牌牌/產(chǎn)品/國家）：每每月的品牌利利潤估計(jì)（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)測量量成成交交量量：：每每天天裝裝運(yùn)運(yùn)報(bào)報(bào)告告股股份份公公司司的的產(chǎn)產(chǎn)品品和和客客戶戶：：每每周周/每月月尼尼爾爾森森數(shù)數(shù)據(jù)據(jù)銷售售基基礎(chǔ)礎(chǔ)產(chǎn)產(chǎn)品品和和客客戶戶：：每每周周/每月月尼尼爾爾森森數(shù)數(shù)據(jù)據(jù)預(yù)預(yù)算算：：實(shí)實(shí)銀銀兩兩承承諾諾企企業(yè)業(yè)價(jià)價(jià)值值貢貢獻(xiàn)獻(xiàn)（（品品牌牌/產(chǎn)品品/國家家））：：每每月月的的品品牌牌利利潤潤估估計(jì)計(jì)（（bpesSalesFundamentalsTracking…andalsodisplayWD,featureshare,shelfshare,etc.YESAROMA-APPLEPricePerUnitWithoutPromo(SFT)P12MP6Mnovdecjanvs??NGLAMARKTOTALSWEDEN35.134.934.534.734.9102%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)P12MP6Mnovdecjanvs??NGLAMARKTOTALSWEDEN95.998.297.098.098.0AXFOODTOTAL87.797.898.098.0100.0100%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競爭爭回回應(yīng)應(yīng)建建模模預(yù)預(yù)期期競競爭爭反反應(yīng)應(yīng)的的行行動動順順序序+他們們npvs確定定最最佳佳戰(zhàn)戰(zhàn)略略Whichgameswillweplay?E.g.alwaysmatchcompetition’’spromotiondepthE.g.neverdoin-storecoupons哪些些游游戲戲我我們們可可以以玩玩？？例例如如：：比比賽賽的的深深入入推推廣廣例例如如：：在在店店內(nèi)內(nèi)消消費(fèi)費(fèi)券券PossibleExplanationsConsumervalueequation?Ispricepremiumtoohigh?DidweoverestimatedemandforAromaproducts?–mostlikelyOK;off-takehighwheredistributed+repurchaseratehigh消費(fèi)者價(jià)價(jià)值公式式？是是溢溢價(jià)過高高？我們們高估需需求香氣氣的產(chǎn)品品呢？-最有可能能確定;場外采取取高的地地方派發(fā)發(fā)+回購利率率高企OrganizationalcapabilityDowehaveenoughsalesrepcoverage?DoesYeshavepriorityinsalescycle?yes,butmanystoreownersarerejecting組織能力力我我們是否否有足夠夠的推銷銷員覆蓋蓋？確實(shí)實(shí)是有優(yōu)優(yōu)先銷售售周期？？是是的，，但許多多店家都都拒絕Commercialstrategyistrademarginrecommendedtoolow?Isvalueforcustomernotclearlydefined?商業(yè)戰(zhàn)略略是是交易保保證金推推薦太低低呢？是是價(jià)值，，為用戶戶沒有明明確界定定呢？Possibleexplanation:storeownersnotclearonaddedvalue––donotwishtoreplaceproducts,donothavemorespaceinstoreformoreproducts,anddonotwantcomplexityofmorecodesinsystem解釋：店店家并不不清晰附附加值-不想取代代產(chǎn)品，，沒有更更多的空空間儲存存更多的的產(chǎn)品，，以及不不想復(fù)雜雜的多碼碼系統(tǒng)YesAromaLaunchMeasurementsVolume:dailyshipmentreportsbycustomerSharesbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataBudgets:actualsversuscommitmentsValuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)測量成成交量：：每天裝裝運(yùn)報(bào)告告

股份份公司的的產(chǎn)品和和客戶：：每周/每月尼爾爾森數(shù)據(jù)據(jù)

銷售售基礎(chǔ)產(chǎn)產(chǎn)品和客客戶：每每周/每月尼爾爾森數(shù)據(jù)據(jù)

預(yù)算算：實(shí)銀銀兩承諾諾

企業(yè)業(yè)價(jià)值貢貢獻(xiàn)（品品牌/產(chǎn)品/國家）：：每月月的品牌牌利潤估估計(jì)（bpes）howdowereflectnewforecastandwhatdowedo?我們應(yīng)該該如何反反映新的的預(yù)測和和我們該該做什么么？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:行動步驟E.g.SeptemberBPE例如9月的BPEWearebelowvolumetarget.我們下面的具具體目標(biāo)Salesfundamentalsshowthatwearelowondistribution(priceandsharewhereinstoreontarget).銷售基本面表表明，我們是是低的分布（（價(jià)格和分享享在店目標(biāo)））Repurchaserateishighamongconsumer–theproductworks.回購利率是高高消費(fèi)－產(chǎn)品品工程。Only175ofestimated300displaysofAromahavebeensold–storeownersreluctanttotakeinnewproduct.估計(jì)300只有175售出－店主不不愿承擔(dān)新產(chǎn)產(chǎn)品BrandteammeetswithSalesteamstodiscusspossibleactions.品牌團(tuán)隊(duì)與銷銷售團(tuán)隊(duì)交流流，討論可能能采取的行動動ACTIONSTEPS:行動步驟E.g.SeptemberBPEWetakebackbudgetcommitmentswhollybasedonvolume,thismoneycanbemadeavailableforre-investment.我們收回預(yù)算算的承諾全出出貨量為基礎(chǔ)礎(chǔ)，這筆錢可可以供再投資資。Decision:distributionandyear-1volumeisvital.Weneedtore-deployfundsforadisplay-drive.決定：分布和和今年1是至關(guān)重要的的。我們需要要重新調(diào)配資資金，供驅(qū)動動。Tryone-timeirresistibleofferwithnewtradeleafletspecifyingrationalebehindYesAroma.嘗試一次性不不可阻擋的offerEffectoncontribution:highercustomermarketingbudgets%NOS,butreachcriticalvolumeandtrialinyear1.對貢獻(xiàn)：在第第1年高級客戶營營銷預(yù)算的％％數(shù)，達(dá)到臨臨界數(shù)量和試試驗(yàn)NewfinancialsarecommunicatedtoGBUviaBrandProfitEstimate.FullreconciliationsaresentbyFinance.派出財(cái)務(wù)充分分對帳，將新新的財(cái)務(wù)狀況況傳達(dá)給gbu通過品牌獲利利預(yù)估PERFORMANCETRACKINGAccountabilityAccountabilityexamples:職責(zé)的例子countryGM––valuecontributionandflow; externalrelations,organization國家通用汽車車-企業(yè)價(jià)值貢獻(xiàn)獻(xiàn)和流量;對外關(guān)系，組組織GBUGM–P/L(incl.Production+logisticscosts,alloverheads),inventorygbu通用汽車---/升（含生產(chǎn)+物流成本，所所有間接成本本），存貨marketplanner––forecastaccuracy,%availability市場企劃-預(yù)報(bào)準(zhǔn)確率，，％供貨brandteamleader–contribution,volume,shares,organization品牌團(tuán)隊(duì)領(lǐng)導(dǎo)導(dǎo)人-貢獻(xiàn)，數(shù)量，，股權(quán)，組織織customerteamleader––volume,sales fundamentals,organization消費(fèi)團(tuán)隊(duì)-量，銷售基本本面，組PERFORMANCETRACKINGWork&De