宝洁公司的战略实施与控制系统PPT通用课件

1、IMPLEMENTING STRATEGY & CONTROL SYSTEMS AT P&G宝洁的战略实施与系统控制Gerry KinghamFinance Mgr. P&G Nordic财务经理Agenda议程Re-cap of previous lecture前言From global to local strategy-making从全球到地区的战略决策Strategy example: Yes hand-dish战略例子Management Control Systems管控系统Choice Cascade to Define the Choices选择级别以确定选择What are

2、our goals and Aspirations?Where willwe Play?WhatCapabilitiesmust be inplace to win?How will we Win inchosen market?WhatManagementSystems arerequired?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Choice Cascade to Define the Choices选择级别以确定选择What are our goals and Aspirations?Where willwe Play?W

3、hatCapabilitiesmust be inplace to win?How will we Win inchosen market?WhatManagementSystems arerequired?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-cap on lecture 1Where will we play?Total Shareholder Return calculations by Global Business Unit全球范围内的股东总回报率的计算How will we win? Commercial St

4、rategy我们要如何赢？商业战略Focus on core brandsConsumer Is BossWin with winning customers Competitive retail margins strong Tailor Investments By Customer Be Strong With Global CustomersGet the value equation rightKnow the competitorsWhat capabilities must be in place?能力的定位（需要什么样的能力定位）Global matrix structure:

5、 Global Business Units (GBUs) and Market Development Organizations (MDOs)Individual accountability, Work & Development Plans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HOMEWORK What share of shelf does YES have ?市场占有率？ What do you think it has i

6、n market share ?你怎么看市场上的占有率？ What do you learn from the pricing and sizing you see?Why might it be so ?从价格和数量上看出什么？为什么会是这样呢？ What influences the shelf positioning ?是什么影响产品的定位？ What would your YES strategy be?你的对应策略是什么？HOMEWORK What share of shelf does YES have ?Ca. 60%大约60 What do you think it has i

7、n market share ?Same as shelf share (60-70%)占市场分额（6070） What do you learn from the pricing and sizing you see?Why might it be so ?为什么会这样？Smaller sizes offer “extra benefits, but are more expensive pr. ml What influences the shelf positioning ?是什么影响产品的定位Looks like the big bottles are at the bottom看起来

8、像一个巨大的瓶底（瓶劲效应） What would your YES strategy be?您的策略是什么 Choice Cascade to Define the ChoicesWhat are our goals and Aspirations?Where willwe Play?WhatCapabilitiesmust be inplace to win?How will we Win inchosen market?WhatManagementSystems arerequired?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

9、力Implementing strategy 实施策略First: Understanding the customer第一：了解客户HOW WILL WE WIN?Retail is still fragmentedShare of top 50 public companies, 19981998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Packaged goods包装Financial industries金融Chemicals化工Retail零售Sourc

10、e:Global Vantage; McKinseyEnergy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 (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：Number of countries of opera

11、tion for most global companiesMobil美孚140Royal Dutch Shell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60General Motors通用52Carrefour家乐福26Ahold ？28Retailing 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 o

12、f USD 25 millionSource:Amdata; Thomson Financial Securities; McKinsey analysisNon-European cross-border非欧洲跨境European cross-border欧洲跨境Domestic国内Growing European M&A activities in Retail在欧洲零售业的收购活动越来越多USD b, deal volume*使用美元b,交易量*2.99.312.00.71994199519961997199812.41999 to September16.0只披露交易的考虑超过美元25

13、00万料来源： amdata ;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 walletFlat/falling pricesMore demanding and complex consumersShifting lifestyle and work patternsSupply供给OvercapacityNew entrants (e-tailers and retailers)Supplier consolidationLow availability/ rising cost of fron

14、tline labourIncreasing real estate costsPower shifting to consumersInternet is accelerating trendsSource:McKinseyHOW 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 a

15、lready BIG成为在世界上多数固定的零售市场中较大的 ICA owned 50% by AholdICA拥有AHOLD50Ahold highly financially driven company EVAAHOLE是财务高度至上的公司EVAMore pressure on ICAmore pressure on suppliers在ICA更多的压力在供应商Wants higher 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

16、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 BOSSCore BrandsWin with winning customers Competitive retail margins strong Tailor Investments By Customer Be Strong With Global CustomersHow will we wi

17、n 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&G推出一个产品，具有独特的消费者得益，为宝洁获得更高的客户利润率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Having the right capabilities有正确的能力P&G tries to mirror how the customer worksWe work in

18、 multifunctional teams, to address complex business issuesIn a matrix organisation individual accountability is KEY宝洁试图像一面镜子试进行顾客服务我们的工作，在多功能团队，以解决复杂的商业问题在矩阵组织，个人责任制是关键Global Ahold Customer Team OverviewAHOLD全球团队P&GAholdGlobal Team全球团队Teamleader (VP) & MultifunctionalBased in Rotterdam总部设在鹿特丹Regiona

19、l TeamsUSA, Europe, Latin America, andAsia区域小组美国，欧洲，拉丁美洲和亚洲Regional Customer HQ区域客户总部Ahold Managementin ZaandamLocal Teams-ICA/Hakon (Ahold Nordic)-Teamleader & multifunctional team当地专家队伍-ica/hakon （阿霍德北欧） - teamleader 多功能团队Local CustomersICA/Hakon本地客户国际合作社联盟/ hakon7/11/202217Local Nordic Team北欧团队Sa

20、les: Teamleader, Key account managers销售： teamleader ，重点客户经理Finance财务Marketing市场营销Logistics物流Customer marketing客户营销Order group, back office support治安组后勤支持Everyone on the team knows their role in the GOAL & whatthey are MEASURED on to SUCCEED每个人清楚他们在团队中的作用，用最终目标的实现来衡量他们的成功Local Nordic Team accountabil

21、ity北欧团队职责Sales: Teamleader, Key account managersVolume, Share, Cost to serveFinanceCustomer profit, effecient spendingMarketingShare, basket size, traffic, category shareLogisticsShelf availability, perfect orders, inventoriesOrder group, back office supportPerfect Orders, leadtimes, no overdues销售：

22、teamleader ，重点客户经理数量，共享，成本，服务财务客户利润，高效率的消费市场营销市场占有率，贸易，物流货架供货，完善订单，存货治安组，后勤支持完善的订单， 交货期 ，没有逾期Control Systems控制系统FinancialSales FundamentalsIndividual PerformanceAction steps金融销售基本面个人业绩流程步骤Reminder: OGSM提示：OGSMObjective目的 Goals目标 Strategies策略 Measures测量 What do we need to achieve ?我们究竟需要实现什么？ Quantit

23、ative Target ofProgresstoward theObjective, withina specificallydefined timeframe定量目标进展方向客观的界定时间计划How we willachieve ourgoals.It must makea specificdecision orit is not astrategy.A really goodstrategy isa set of one ormore statements,each of which only makesone specificdecision.Mechanism toprovide t

24、henumericalanswer whichestablishes ourposition versusgoal(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?我们将会怎样实现我们的目标。 它必须是一个具体决定而不只是一个战略。 一个真正好的策略，是一套一项或一项以上的报表，每一项都只是一个具体的决定P&G Measures: e.g.Yes Aroma Launch宝洁的措施：Objective:目的Secure market leadership within hand-dish by offering consume

25、rs the best value and by being the preferred supplier of hand-dish to leading customers争取市场的领导地位，另一方面，为提供消费者最佳的价值， 并作为首选设备供应商Goals (note: not actual numbers) :目标（注：非实际数据）Grow volume by 5%Deliver $ 1,433 M of value contribution to the companyReach 90% distribution in 3 months on AromaReach 80% share

26、of shelf 增长量5 交付1433美元的价值贡献给公司达90 以上分布在3个月内达到百分之八十的份额P&G Measures: e.g.Yes Aroma LaunchStrategies策略 launch flankers which:Match unmet consumer preferencesGrow total trade profitability on Yes brand increase consumer and customer marketing spend year 1 to secure trial use displays to get fast distrib

27、ution early in year do not increase current level and depth of promotionsMeasurements测量Volume: daily shipment reports by customer成交量：由客户提供每天的装运报告 Shares by product and customer: Weekly/Monthly Nielsen data股份公司的产品和客户：每周/每月尼尔森数据Market prices by product and customer: Weekly/Monthly Nielsen data 市场价格是由产

28、品和客户：每周/每月尼尔森数据Budgets: actuals versus commitments; $/unit算：实银两承诺;元/单位 Value contribution (Brand/Product/Country): 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 FIRMPROCTER & GAMBLE NORDICFinancial Ana

29、lysisHANDDISH - 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%) Customer Marketing(250) 2.50 - (6.7%) (300) 2.86 - (8.0%) N

30、ET 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) 3.73 - (10.0%) (377) 3.59 - (10.0%) NORDIC CONTRIBUTION1

31、 503 15.03 40.3% 1 433 13.65 38.0% Annual Growth rate90-10%95-5%Yes Aroma LaunchMeasurementsVolume: daily shipment reports by customerShares by product and customer: Weekly /Monthly Nielsen dataSales Fundamentals by product and customer: Weekly /Monthly Nielsen data Budgets: actuals versus commitmen

32、tsValue contribution (Brand/Product/Country): monthly Brand Profit Estimates (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 Volume Tracking daily report by customer/brand on intranet look into database for shipments by productTotal Shipment days

33、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 %xxNORDICVolume Tracki

34、ngNORDIC - DAILY SHIPMENTS IN SUMONTH UP TO 102-9-26 2:25 (NB! Year 100 = 2000 (program error)! To drill to customer details, double-click total Nordic layer!6/6 reyaLICA SWEDEN80996250 YES ADW TABLET2002441 YES ADW TABLETS2004818 YES ADW 3XACTIV26819 YES ADW REGULAR 26828 YES ADW REGULAR 80996249 Y

35、ES 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 PM SU

36、(BU) NEW BUS NXT MTHS SU000.0781.33404.74000.0000.0000.0000.0000.0000.0710.18000.0000.403000.0325.37000.0335.4068212.241212.4214000.0000.0710.0042315.0342631.846056.8703000.671000.24611000.0023.3388000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0781.33404.74000.0000.0000.0

37、000.0000.0000.0710.18000.0000.403000.0325.37000.0027.7368616.981212.4214000.0000.0710.0042315.0342631.846766.9513000.671000.64911000.0348.6098000.0976.5543000.0320.8222000.0000.0900.0821781.198631.846832.4311000.671000.1556000.0620.9774000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.

38、0000.0e.g. Aroma displays are not selling as forecasted why?Yes Aroma LaunchMeasurementsVolume: daily shipment reports by customerShares by product and customer: Weekly /Monthly Nielsen dataSales Fundamentals by product and customer: Weekly /Monthly Nielsen data Budgets: actuals versus commitmentsVa

39、lue contribution (Brand/Product/Country): monthly Brand Profit Estimates (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 Shares TrackingHAND DISH CLEANER.TOTAL SWEDENVOLUME SHAREJAN02FEB02MAR02APR02MAY02JUN02JUL02AUG02MARKET (MSU)7972958374957678V

40、ersus YrAgo %3-1-210-2-41-3PROCTER&GAMBLE.76.977.077.678.8H76.177.276.577.1YES.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.42.741.340.139.038.0L39.640.2

41、40.6GRUMME.4.24.24.23.6L4.24.14.33.7VIPS.4.24.24.23.6L4.24.14.33.7ICA.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.

42、g. Aroma is cannibalizing as expected.Yes Aroma LaunchMeasurementsVolume: daily shipment reports by customerShares by product and customer: Weekly /Monthly Nielsen dataSales Fundamentals by product and customer: Weekly /Monthly Nielsen data Budgets: actuals versus commitmentsValue contribution (Bran

43、d/Product/Country): monthly Brand Profit Estimates (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 Sales Fundamentals Tracking and also display WD, feature share, shelf share, etc.YES AROMA - APPLEPrice Per Unit Without Promo (SFT)P12MP6Mnovdecjan

44、vs NGLAMARKTOTAL SWEDEN35.134.934.534.734.9102%AXFOOD TOTAL35.634.434.333.533.998%AXFOOD FRANCHISE37.637.537.636.336.299%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

45、NGLAMARKTOTAL SWEDEN95.998.297.098.098.0AXFOOD TOTAL87.797.898.098.0100.0100%AXFOOD FRANCHISE72.095.793.090.099.097%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 displayedA note on com

46、petitionCompetitive Response ModelingExpected competitive responseSequence of actions + their NPVs determine optimal strategy竞争回应建模预期竞争反应的行动顺序+他们npvs确定最佳战略Which games will we play?E.g. always match competitions promotion depthE.g. never do in-store coupons哪些游戏我们可以玩？ 例如：比赛的深入推广例如：在店内消费券Possible Expla

47、nationsConsumer value equation? Is price premium too high? Did we overestimate demand for Aroma products? most likely OK; 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？ -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 Y

48、es 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 clearly 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 v

49、alue 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 LaunchMeasurementsVolume: daily shipment reports by customerShares by product and customer: Weekly /Mont

50、hly Nielsen dataSales Fundamentals by product and customer: Weekly /Monthly Nielsen data Budgets: actuals versus commitmentsValue contribution (Brand/Product/Country): monthly Brand Profit Estimates (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

51、） 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 TrackingPROCTER & GAMBLE NORDICBudget ControlTotal MDA*SPENTBUDACTCOMSPENTvs BUD(MUSD)(MUSD)(MUSD)(MUSD)(%)Yes/Fairy HD10018183535%Yes/Fairy ADW10028285555%Febreze10046469393%Swiffer1006464128128%Total HOME40015615631145%P

52、ringles10023234646% 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 possibilities of cutting Q4 supportFINANCIAL TRACKING

53、Brand Profit Estimates & Reconciliations 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

54、%0.100.3%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%Ne

55、t Real ReconciliationNOS ReconciliationACTION STEPS: 行动步骤E.g. September BPE例如9月的BPEWe are below volume target.我们下面的具体目标Sales fundamentals show that we are low on distribution (price and share where in store on target).销售基本面表明，我们是低的分布（价格和分享在店目标）Repurchase rate is high among consumer the product works

56、.回购利率是高消费产品工程。Only 175 of estimated 300 displays of Aroma have been sold store owners reluctant to take in new product.估计300只有175售出店主不愿承担新产品 Brand team meets with Sales teams to discuss possible actions.品牌团队与销售团队交流，讨论可能采取的行动 ACTION STEPS: 行动步骤E.g. September BPEWe take back budget commitments wholly

57、based on volume, this money can be made available for re-investment.我们收回预算的承诺全出货量为基础，这笔钱可以供再投资。Decision: distribution and year-1 volume is vital. We need to re-deploy funds for a display-drive.决定：分布和今年1是至关重要的。我们需要重新调配资金，供驱动。Try one-time irresistible offer with new trade leaflet specifying rationale

58、behind Yes Aroma.尝试一次性不可阻挡的offerEffect on contribution: higher customer marketing budgets % NOS, but reach critical volume and trial in year 1.对贡献：在第1年高级客户营销预算的数，达到临界数量和试验New financials are communicated to GBU via Brand Profit Estimate. Full reconciliations are sent by Finance.派出财务充分对帐，将新的财务状况传达给gbu

59、通过品牌获利预估PERFORMANCE TRACKINGAccountabilityAccountability examples:职责的例子 country GM value contribution and flow; 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 + logistics costs, all overheads), inventorygbu通用汽车- -/升（含生产+物流成本，所有间接成本），存货 market planner forecast a

60、ccuracy, % 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 PERFORMANCE TRACKINGWork & Development Plans执行追踪工作及发展计划once per year feedback from managers, direct report