某公司的战略实施与控制系统课件.ppt

1、Gerry KinghamFinance Mgr.P&G NordicWhat are our goals and Aspirations?Where willwe Play?WhatCapabilitiesmust be inplace to win?How will we Win inchosen market?WhatManagementSystems arerequired?What are our goals and Aspirations?Where willwe Play?WhatCapabilitiesmust be inplace to win?How will we Win

2、 inchosen market?WhatManagementSystems arerequired?What are our goals and Aspirations?Where willwe Play?WhatCapabilitiesmust be inplace to win?How will we Win inchosen market?WhatManagementSystems arerequired?HOW WILL WE WIN?999995918633322616EnergyAutomotivePharmaceuticals;diagnosticsElectronicsTel

3、ecomPackaged goodsFinancial industriesChemicalsRetailSource:Global Vantage;McKinsey84565241319EnergyFinancialinstitutionsAutomotiveRetailPackagedgoodsElectronicsAverage number of countries of operation for largest companies(1998)Note:Largest companies defined by total revenueSource:Hoovers;McKinseyN

4、umber of countries of operation for most global companiesMobil140Royal Dutch Shell130Citigroup100HSBC79Siemens190Toshiba81Nestle80+Procter&Gamble120Fiat60General Motors52Carrefour26Ahold 28HOW WILL WE WIN?*Only disclosed deal considerations in excess of USD 25 millionSource:Amdata;Thomson Financial

5、Securities;McKinsey analysisNon-European cross-borderEuropean cross-borderDomestic2.99.312.00.71994199519961997199812.41999 to September16.0DemandFlat/falling share of walletFlat/falling pricesMore demanding and complex consumersShifting lifestyle and work patternsSupplyOvercapacityNew entrants(e-ta

6、ilers and retailers)Supplier consolidationLow availability/rising cost of frontline labourIncreasing real estate costsPower shifting to consumersInternet is accelerating trendsSource:McKinseyHOW WILL WE WIN?HOW WILL WE WIN?P&GAholdGlobal TeamTeamleader(VP)&MultifunctionalBased in RotterdamRegional T

7、eamsUSA,Europe,Latin America,andAsia Regional Customer HQAhold Managementin ZaandamLocal Teams-ICA/Hakon(Ahold Nordic)-Teamleader&multifunctional teamLocal CustomersICA/HakonEveryone on the team knows their role in the GOAL&whatthey are MEASURED on to SUCCEEDWhat do we need to achieve?Quantitative T

8、arget ofProgresstoward theObjective,withina specificallydefined timeframeHow 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 thenumericalanswer whiches

9、tablishes ourposition versusgoal(s)What?How?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%

10、)Customer 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)3.73-(10.0%)(377)3.

11、59-(10.0%)NORDIC CONTRIBUTION1 503 15.03 40.3%1 433 13.65 38.0%Annual Growth rate90-10%95-5%daily report by customer/brand on intranet look into database for shipments by productTotal Shipment days 23Act shipments days gone11Act time gone(of month)48%BRANDvs.ESTTodays OrderAvg Bal Ship to FIRMESTORD

12、EREDArielxx%xxBoldxx%xxTotal Fabric Carexx%xxFebrezexx%xxSwifferxx%xxMr Properxx%xxYes/Fairy HD7.913.03.930%0.3Yes/Fairy ADWxx%xxTotal Home Carexx%xxF&HC Totalxx%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 t

13、otal 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 YE

14、S 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 SU000.0781.33404.74000.0000.0000.0000.0000.0000.0710.18000.0000.403000.0325.37000.0335.4068212.241212.4214000.0000.0710.0042315.03

15、42631.846056.8703000.671000.24611000.0023.3388000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0781.33404.74000.0000.0000.0000.0000.0000.0710.18000.0000.403000.0325.37000.0027.7368616.981212.4214000.0000.0710.0042315.0342631.846766.9513000.671000.64911000.0348.6098000.0976.5

16、543000.0320.8222000.0000.0900.0821781.198631.846832.4311000.671000.1556000.0620.9774000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0e.g.Aroma displays are not selling as forecasted why?HAND DISH CLEANER.TOTAL SWEDENVOLUME SHAREJAN02 FEB02MAR02APR02MAY02JUN02JUL02AUG02MARKET(MSU

17、)7972958374957678Versus 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.42.741.340.1

18、39.038.0L39.640.240.6GRUMME.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

19、.03.33.23.02.9Le.g.Aroma is cannibalizing as expected.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 FRANCHISE37.637.537.636.336.299%D&D DISCOUN

20、T31.830.930.530.830.799%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 FRANCHISE72.095.793.090.099.097%D&D DISCOUNT81.797.

21、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 more space in store for more products,and do n

22、ot want complexity of more codes in systemPROCTER&GAMBLE NORDICBudget ControlTotal MDA*SPENTBUDACTCOMSPENTvs BUD(MUSD)(MUSD)(MUSD)(MUSD)(%)Yes/Fairy HD10018183535%Yes/Fairy ADW10028285555%Febreze10046469393%Swiffer1006464128128%Total HOME40015615631145%Pringles10023234646%Critical part in decision w

23、hether 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 support explain difference vs.estimate by volume,mix effect,budgets,exchange r

24、ates,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%0.100.3%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 Effec

25、t10 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:country GM value contribution and flow;external relations,organi

26、zation GBU GM P/L(incl.Production+logistics costs,all overheads),inventory market planner forecast accuracy,%availability brand team leader contribution,volume,shares,organization customer team leader volume,sales fundamentals,organizationFIRMFY 99/00FY 00/01FY 01/02FY 02/03Consumer Satisfaction&Rea

27、chSEK:US$Exchange Rate0.11720.10250.09540.0943Net Sales P&L($MM)XXXXXXXX(Index vs.Year Ago P/L)xxxxxxxx(Index vs.Year Ago Constant Rate)xxxxxxxxVolume(MMSU)XXXXXXXX(Index vs.Year Ago)xxxxxxxxMDO Value Flow P&L Rate%MDO Value Flow Constant Rate%Volume in Tier 1 Customers%Top 4 Categories Value Share(

28、%)Diapers%Laundry%Haircare%Fempro%Top 4 Categories Business Gaining Share L12M(%)%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

29、ding)xxxxxxxxLecture 1:Process To Make Right Choices(Choice Cascade)Financial Framework For Valuation(Portfolio Analysis,TSR)Organisation Working together effectively:Matrix Structure A System of individual accountability Lecture 2:Applying global strategies succesfully at local level requires customization to consumer(preferences,shopping behavior,etc.)and customer(trade consolidation,profitability,collaborrative mode,etc.).Management control systems must track all aspects of a deployed strategy,and output of systems must be actionable.