某日用品公司的戰(zhàn)略實施與控制系統(tǒng)課件

IMPLEMENTINGSTRATEGY&CONTROLSYSTEMSATP&G

寶潔的戰(zhàn)略實施與系統(tǒng)控制GerryKingham FinanceMgr.P&GNordic 財務(wù)經(jīng)理第一頁，共四十六頁。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)第二頁，共四十六頁。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)實現(xiàn)雙贏的需要什么樣的能力第三頁，共四十六頁。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)實現(xiàn)雙贏的需要什么樣的能力第四頁，共四十六頁。Re-caponlecture1Wherewillweplay?TotalShareholderReturncalculationsbyGlobalBusinessUnit全球范圍內(nèi)的股東總回報率的計算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)展計劃第五頁，共四十六頁。HOMEWORKWhatshareofshelfdoesYEShave?市場占有率？Whatdoyouthinkithasinmarketshare?你怎么看市場上的占有率？Whatdoyoulearnfromthepricingandsizingyousee?Whymightitbeso?從價格和數(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？第六頁，共四十六頁。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看起來像一個巨大的瓶底（瓶勁效應(yīng)）WhatwouldyourYESstrategybe?您的策略是什么

第七頁，共四十六頁。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)實現(xiàn)雙贏的需要什么樣的能力第八頁，共四十六頁。Implementingstrategy

實施策略

First:Understandingthecustomer

第一：了解客戶HOWWILLWEWIN?第九頁，共四十六頁。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;McKinsey第十頁，共四十六頁。Energy能源Financial

institutions金融Automotive汽車Retail零售Packaged

goods包裝Electronics電子Averagenumberofcountriesofoperationforlargestcompanies(1998)國家運(yùn)作的大公司

Note: Largestcompaniesdefinedbytotalrevenue注：公司所確定的總的收入來源 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)的地方性HOWWILLWEWIN?一些全球性的大公司是由國家運(yùn)作的第十一頁，共四十六頁。 * OnlydiscloseddealconsiderationsinexcessofUSD25million Source: Amdata;ThomsonFinancialSecurities;McKinseyanalysisNon-Europeancross-border非歐洲跨境Europeancross-border歐洲跨境Domestic國內(nèi)GrowingEuropeanM&AactivitiesinRetail

在歐洲零售業(yè)的收購活動越來越多

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

第十二頁，共四十六頁。Thereisawaroutthere

矛盾

Demand需求Flat/fallingshareofwalletFlat/fallingpricesMoredemandingandcomplexconsumersShiftinglifestyleandworkpatternsSupply供給OvercapacityNewentrants

(e-tailersandretailers)SupplierconsolidationLowavailability/risingcostoffrontlinelabourIncreasingrealestatecostsPowershiftingtoconsumersInternetisacceleratingtrends

Source: McKinseyHOWWILLWEWIN?

我們將如何贏？單位/份額下降

單位/價格下跌

更為艱巨和復(fù)雜的消費(fèi)者

轉(zhuǎn)變生活方式和工作格局過剩

新加入者（電子零售商和零售商）

供應(yīng)商整合

低可用性/成本上升的人工

越來越多的場地費(fèi)用權(quán)力轉(zhuǎn)移給消費(fèi)者互聯(lián)網(wǎng)加速發(fā)展趨勢第十三頁，共四十六頁。Sweden瑞典Mostconsolidatedretailmarketintheworld–theBIGarealreadyBIG成為在世界上多數(shù)固定的零售市場中較大的

ICAowned50%byAholdICA擁有AHOLD50％Aholdhighlyfinanciallydrivencompany–EVAAHOLE是財務(wù)高度至上的公司－EVAMorepressureonICA……morepressureonsuppliers在ICA更多的壓力在供應(yīng)商Wantshigherprofits,higherturnover,happierconsumers(differentiatethemselvesvs.Competition)想要更高的利潤更高的營業(yè)額和更多的消費(fèi)者（不同于主場迎戰(zhàn)競爭）HOWWILLWEWIN?

我們將如何贏？第十四頁，共四十六頁。Nowweknowthecustomer…canwefindasweetspot?

我們現(xiàn)在知道了客戶我們可以找到一個最佳的方法？Howwillwewin?我們將如何贏ConsumeristheBOSSCoreBrandsWinwithwinningcustomersCompetitiveretailmarginsstrongTailorInvestmentsByCustomerBeStrongWithGlobalCustomersHowwillwewin–SweetSpot?我們?nèi)绾乌A得最佳的方法Launchaproduct,withuniqueconsumerbenefits,withhighercustomermargins,thatdrivetotalTSRforP&G推出一個產(chǎn)品，具有獨(dú)特的消費(fèi)者得益，為寶潔獲得更高的客戶利潤率專注于核心品牌

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

獲得價值模式

了解競爭對手第十五頁，共四十六頁。Havingtherightcapabilities

有正確的能力P&GtriestomirrorhowthecustomerworksWeworkinmultifunctionalteams,toaddresscomplexbusinessissuesInamatrixorganisationindividualaccountabilityisKEY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)鍵第十六頁，共四十六頁。GlobalAholdCustomerTeamOverview

AHOLD全球團(tuán)隊P&GAholdGlobalTeam全球團(tuán)隊Teamleader(VP)&MultifunctionalBasedinRotterdam總部設(shè)在鹿特丹RegionalTeamsUSA,Europe,LatinAmerica,andAsia區(qū)域小組

美國，歐洲，拉丁美洲和亞洲RegionalCustomerHQ區(qū)域客戶總部AholdManagementinZaandamLocalTeams-ICA/Hakon(AholdNordic)-Teamleader&multifunctionalteam當(dāng)?shù)貙＜谊犖?/p>

-ica/hakon（阿霍德北歐）

-teamleader＆多功能團(tuán)隊LocalCustomersICA/Hakon本地客戶

國際合作社聯(lián)盟/hakon2023-04-2017第十七頁，共四十六頁。LocalNordicTeam北歐團(tuán)隊Sales:Teamleader,Keyaccountmanagers銷售：teamleader，重點(diǎn)客戶經(jīng)理Finance財務(wù)Marketing市場營銷Logistics物流Customermarketing客戶營銷Ordergroup,backofficesupport治安組后勤支持EveryoneontheteamknowstheirroleintheGOAL&whattheyareMEASUREDontoSUCCEED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

第十八頁，共四十六頁。LocalNordicTeam–accountability

北歐團(tuán)隊－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)理

數(shù)量，共享，成本，服務(wù)

財務(wù)

客戶利潤，高效率的消費(fèi)

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，沒有逾期第十九頁，共四十六頁。ControlSystems

控制系統(tǒng)FinancialSalesFundamentalsIndividualPerformanceActionsteps金融

銷售基本面

個人業(yè)績

流程步驟第二十頁，共四十六頁。Reminder:OGSM提示：OGSMObjective目的

Goals目標(biāo)

Strategies策略

Measures測量

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

QuantitativeTargetofProgresstowardtheObjective,withinaspecificallydefinedtimeframe定量

目標(biāo)

進(jìn)展

方向客觀的

界定時間

計劃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第二十一頁，共四十六頁。P&GMeasures:

e.g.YesAromaLaunch

寶潔的措施：Objective:目的Securemarketleadershipwithinhand-dishbyofferingconsumersthebestvalueandbybeingthepreferredsupplierofhand-dishtoleadingcustomers爭取市場的領(lǐng)導(dǎo)地位，另一方面，為提供消費(fèi)者最佳的價值，并作為首選設(shè)備供應(yīng)商Goals(note:notactualnumbers):目標(biāo)（注：非實際數(shù)據(jù)）Growvolumeby5%Deliver$1,433MofvaluecontributiontothecompanyReach90%distributionin3monthsonAromaReach80%shareofshelf

增長量5％

交付1433美元的價值貢獻(xiàn)給公司

達(dá)90％以上分布在3個月內(nèi)

達(dá)到百分之八十的份額第二十二頁，共四十六頁。P&GMeasures:

e.g.YesAromaLaunchStrategies策略

launchflankerswhich:MatchunmetconsumerpreferencesGrowtotaltradeprofitabilityonYesbrandincreaseconsumerandcustomermarketingspendyear1tosecuretrialusedisplaystogetfastdistributionearlyinyeardonotincreasecurrentlevelanddepthofpromotionsMeasurements測量Volume:dailyshipmentreportsbycustomer成交量：由客戶提供每天的裝運(yùn)報告Sharesbyproductandcustomer:Weekly/MonthlyNielsendata股份公司的產(chǎn)品和客戶：每周/每月尼爾森數(shù)據(jù)Marketpricesbyproductandcustomer:Weekly/MonthlyNielsendata市場價格是由產(chǎn)品和客戶：每周/每月尼爾森數(shù)據(jù)Budgets:actualsversuscommitments;$/unit算：實銀兩承諾;元/單位Valuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)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）啟動兩項：

1找尋消費(fèi)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)年得快速分布

不增加現(xiàn)有水平和深度促銷第二十三頁，共四十六頁。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%)

NORDICCONTRIBUTION150315.03

40.3%

143313.65

38.0%

AnnualGrowthrate90-10%95-5%第二十四頁，共四十六頁。YesAromaLaunchMeasurementsVolume:dailyshipmentreportsbycustomerSharesbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataBudgets:actualsversuscommitments Valuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)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第二十五頁，共四十六頁。VolumeTracking

dailyreportbycustomer/brandonintranetlookintodatabaseforshipmentsbyproductTotalShipmentdays23Actshipmentsdaysgone11Acttimegone(ofmonth)48%BRANDvs.ESTTodaysOrderAvgBalShiptoFIRMESTORDEREDArielxx%xxBoldxx%xxTotalFabricCarexx%xxFebrezexx%xxSwifferxx%xxMrProperxx%xxYes/FairyHD7.913.03.930%0.3Yes/FairyADWxx%xxTotalHomeCarexx%xxF&HCTotalxx%xxNORDIC第二十六頁，共四十六頁。VolumeTrackingNORDIC

-

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

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

PM

SU

(BU)

NEW

BUS

NXT

MTHS

SU000.0781.33404.74000.0000.0000.0000.0000.0000.0710.18000.0000.403000.0325.37000.0335.4068212.241212.4214000.0000.0710.0042315.0342631.846056.8703000.671000.24611000.0023.3388000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0781.33404.74000.0000.0000.0000.0000.0000.0710.18000.0000.403000.0325.37000.0027.7368616.981212.4214000.0000.0710.0042315.0342631.846766.9513000.671000.64911000.0348.6098000.0976.5543000.0320.8222000.0000.0900.0821781.198631.846832.4311000.671000.1556000.0620.9774000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0e.g.Aromadisplaysarenotsellingasforecasted–why?第二十七頁，共四十六頁。YesAromaLaunchMeasurementsVolume:dailyshipmentreportsbycustomerSharesbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataBudgets:actualsversuscommitments Valuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)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第二十八頁，共四十六頁。SharesTrackingHANDDISHCLEANER.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.第二十九頁，共四十六頁。YesAromaLaunchMeasurementsVolume:dailyshipmentreportsbycustomerSharesbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendata

Budgets:actualsversuscommitments Valuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)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第三十頁，共四十六頁。SalesFundamentalsTracking

…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.Aromahashighshareswheredisplayed第三十一頁，共四十六頁。AnoteoncompetitionCompetitiveResponseModelingExpectedcompetitiveresponseSequenceofactions+theirNPVsdetermineoptimalstrategy競爭回應(yīng)建模

預(yù)期競爭反應(yīng)的行動順序+他們npvs確定最佳戰(zhàn)略Whichgameswillweplay?E.g.alwaysmatchcompetition’spromotiondepthE.g.neverdoin-storecoupons哪些游戲我們可以玩？

例如：比賽的深入推廣

例如：在店內(nèi)消費(fèi)券第三十二頁，共四十六頁。PossibleExplanationsConsumervalueequation?Ispricepremiumtoohigh?DidweoverestimatedemandforAromaproducts?–mostlikelyOK;off-takehighwheredistributed+repurchaseratehigh消費(fèi)者價值公式？

是溢價過高？我們高估需求香氣的產(chǎn)品呢？

-最有可能確定;場外采取高的地方派發(fā)+回購利率高企OrganizationalcapabilityDowehaveenoughsalesrepcoverage?DoesYeshavepriorityinsalescycle?yes,butmanystoreownersarerejecting組織能力

我們是否有足夠的推銷員覆蓋？確實是有優(yōu)先銷售周期？

是的，但許多店家都拒絕Commercialstrategyistrademarginrecommendedtoolow?Isvalueforcustomernotclearlydefined?商業(yè)戰(zhàn)略

是交易保證金推薦太低呢？是價值，為用戶沒有明確界定呢？Possibleexplanation:storeownersnotclearonaddedvalue–donotwishtoreplaceproducts,donothavemorespaceinstoreformoreproducts,anddonotwantcomplexityofmorecodesinsystem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)第三十三頁，共四十六頁。YesAromaLaunchMeasurementsVolume:dailyshipmentreportsbycustomerSharesbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataBudgets:actualsversuscommitments Valuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)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）

howdowereflectnewforecastandwhatdowedo?我們應(yīng)該如何反映新的預(yù)測和我們該做什么？第三十四頁，共四十六頁。BudgetTrackingPROCTER&GAMBLENORDICBudgetControlTotalMDA*SPENTBUDACTCOMSPENTvsBUD(MUSD)(MUSD)(MUSD)(MUSD)(%)Yes/FairyHD10018183535%Yes/FairyADW10028285555%Febreze10046469393%Swiffer1006464128128%TotalHOME40015615631145%Pringles10023234646%

CriticalpartindecisionwhethertocontinuestrategyLaunchbasedontighteconomics($/ml)–dowecutbudgetsorincreasethemifvolumesarenotcomingin?howsensitiveistheNPV?Expectfrontspendingduringlaunch,butpossibilitiesofcuttingQ4support第三十五頁，共四十六頁。FINANCIALTRACKING

BrandProfitEstimates&Reconciliations

explaindifferencevs.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%NetRealReconciliationNOSReconciliation第三十六頁，共四十六頁。ACTIONSTEPS:行動步驟

E.g.SeptemberBPE

例如9月的BPEWearebelowvolumetarget.我們下面的具體目標(biāo)Salesfundamentalsshowthatwearelowondistribution(priceandsharewhereinstoreontarget).銷售基本面表明，我們是低的分布（價格和分享在店目標(biāo)）Repurchaserateishighamongconsumer–theproductworks.回購利率是高消費(fèi)－產(chǎn)品工程。Only175ofestimated300displaysofAromahavebeensold–storeownersreluctanttotakeinnewproduct.估計300只有175售出－店主不愿承擔(dān)新產(chǎn)品

BrandteammeetswithSalesteamstodiscusspossibleactions.品牌團(tuán)隊與銷售團(tuán)隊交流，討論可能采取的行動第三十七頁，共四十六頁。ACTIONSTEPS:

行動步驟E.g.SeptemberBPEWetakebackbudgetcommitmentswhollybasedonvolume,thismoneycanbemadeavailableforre-investment.我們收回預(yù)算的承諾全出貨量為基礎(chǔ)，這筆錢可以供再投資。Decision:distributionandyear-1volumeisvital.Weneedtore-deployfundsforadisplay-drive.決定：分布和今年1是至關(guān)重要的。我們需要重新調(diào)配資金，供驅(qū)動。Tryone-timeirresistibleofferwithnewtradeleafletspecifyingrationalebehindYesAroma.嘗試一次性不可阻擋的offerEffectoncontribution:highercustomermarketingbudgets%NOS,butreachcriticalvolumeandtrialinyear1.對貢獻(xiàn)：在第1年高級客戶營銷預(yù)算的％數(shù)，達(dá)到臨界數(shù)量和試驗NewfinancialsarecommunicatedtoGBUviaBrandProfitEstimate.FullreconciliationsaresentbyFinance.派出財務(wù)充分對帳，將新的財務(wù)狀況傳達(dá)給gbu通過品牌獲利預(yù)估第三十八頁，共四十六頁。PERFORMANCETRACKING

AccountabilityAccountabilityexamples:職責(zé)的例子countryGM–valuecontributionandflow; externalrelations,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GBUGM–P/L(incl.Production+logisticscosts, alloverheads),inventorygbu通用汽車---/升（含生產(chǎn)+物流成本，所有間接成本），存貨marketplanner–forecastaccuracy,%availability市場企劃-預(yù)報準(zhǔn)確率，％供貨brandteamleader–contribution,volume,shares, organization品牌團(tuán)隊領(lǐng)導(dǎo)人-貢獻(xiàn)，數(shù)量，股權(quán)，組織customerteamleader–volume,sales fundamentals,organization消費(fèi)團(tuán)隊-量，銷售基本面，組第三十九頁，共四十六頁。PERFORMANCETRACKING

Work&DevelopmentPlans

執(zhí)行追蹤工作及發(fā)展計劃onceperyear–feedbackfrommanagers,directreports,colleagues每年一次-反饋，向經(jīng)理直接報告Howhasworkplanbeendelivered?Howhaspersondevelopedorganization?如何界定工作計劃已經(jīng)交付？如何開發(fā)人員的組織安排？Strengths+weaknesses–setdevelopmentplanwithmanager強(qiáng)項+弱點(diǎn)-經(jīng)理設(shè)定的發(fā)展計劃Basisforpromotiontimings+