最新宝洁战略模型培训资料课件.ppt

1、宝洁战略管理模型What 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力What are our goals and Aspirations?Where willwe Play?WhatCapabilitiesmust be inpla

2、ce 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）-What are our goals and Aspirations?Where willwe Play?WhatCapabilitiesmust be

3、 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HOW WILL WE WIN?999995918633322616Energy能源能源Automotive汽车汽车 Pharmaceuticals;diagnostics医药医药Electronics电子电子Telecom电信电信Packaged goods包装包装Financial industries金融金融Chemical

4、s化工化工Retail零售零售Source:Global Vantage;McKinsey84565241319Energy能源能源Financialinstitutions金融金融Automotive汽汽车车Retail零售零售Packagedgoods包装包装Electronics电子电子Average number of countries of operation for largest companies(1998)国家运作的大公司国家运作的大公司Note:Largest companies defined by total revenue注：公司所确定的总的收入来源注：公司所确定的

5、总的收入来源Source:Hoovers;McKinsey资料来源：资料来源：Number of countries of operation for most global companiesMobil美孚美孚140Royal Dutch Shell壳牌壳牌130Citigroup花旗花旗100HSBC汇丰汇丰79Siemens西门子西门子190Toshiba东芝东芝81Nestle雀巣雀巣80+Procter&Gamble宝洁宝洁120Fiat菲亚特菲亚特60General Motors通用通用52Carrefour家乐福家乐福26Ahold？28HOW WILL WE WIN?一些全球性

6、的大公司是由国家运作的*Only disclosed deal considerations in excess of USD 25 millionSource:Amdata;Thomson Financial Securities;McKinsey analysisNon-European cross-border非欧洲跨境非欧洲跨境European cross-border欧洲跨境欧洲跨境Domestic国内国内2.99.312.00.71994199519961997199812.41999 to September16.0只披露交易的考虑超过美元2500万料来源：amdata;汤姆森金

7、融证券;麦肯锡分析 Demand需求需求Flat/falling share of walletFlat/falling pricesMore demanding and complex consumersShifting lifestyle and work patternsSupply供给供给OvercapacityNew entrants(e-tailers and retailers)Supplier consolidationLow availability/rising cost of frontline labourIncreasing real estate costsPowe

8、r shifting to consumersInternet is accelerating trendsSource:McKinseyHOW WILL WE WIN?我们将如何赢？单位单位/份额下降份额下降单位单位/价格下跌价格下跌更为艰巨和复杂的消费者更为艰巨和复杂的消费者转变生活方式和工作格局转变生活方式和工作格局过剩过剩新加入者（电子零售商和零售商）新加入者（电子零售商和零售商）供应商整合供应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来越多的场地费用越来越多的场地费用权力转移给消费者权力转移给消费者互联网加速发展趋势HOW WILL WE WIN?我们将如何赢？专注于核心

9、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P&GAholdGlobal Team全球团队Teamleader(VP)&MultifunctionalBased in Rotterdam总部设在鹿特丹Regional 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 Te

10、ams-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/hakonEveryone 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销售：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

11、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，没有逾期金融销售基本面个人业绩流程步骤What?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PROCTER&GAMBLE NORDICFinancial AnalysisHANDDISH-NORDIC VALUE CREATION PL RATENORDICActual FY01

12、/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%)NET OUTSIDE SALES3 725 37.25 3 770 35.90 (Index vs.YA)103.1 100.0 COST OF GOODS SOLD1 2

13、00 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 503 15.03 40.3%1 433 13.65 38.0%Annual Growth rate90-10%95-5%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/

14、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 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 FIRMESTORDEREDArielxx%xxBoldxx%xxTotal Fabric Carexx%xx

15、Febrezexx%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 total Nordic layer!6/6 reyaLICA SWEDEN80996250

16、 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 Y

17、ES 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 SU000.0781.33404.74000.0000.0000.0000.0000.0000.0710.18000.0000.403000.0325.37000.0335.4068212.241212.4214000.0000.0710.0042315.0342631.846056.8703000.671000.24611000.0023.338

18、8000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0781.33404.74000.0000.0000.0000.0000.0000.0710.18000.0000.403000.0325.37000.0027.7368616.981212.4214000.0000.0710.0042315.0342631.846766.9513000.671000.64911000.0348.6098000.0976.5543000.0320.8222000.0000.0900.0821781.198631.

19、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?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 HAND DISH CLEANER.TOTAL SWEDENVOLUME SHAREJAN

20、02 FEB02MAR02APR02MAY02JUN02JUL02AUG02MARKET(MSU)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

21、.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.4.24.24.23.6L4.24.14.33.7ICA.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.1.41.21.1L1.92.01.1L1.1L2.1H

22、BLA 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.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 and also display WD,feature share,shelf share,etc.YES AROMA-APPLEPrice Per Unit Without Promo(SFT)P12MP6M

23、novdecjanvs 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)P12MP6Mnovdec

24、janvs 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 displayedPossible

25、 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 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 PROCTER&GAMBLE NORDICBudget ControlTotal MDA*SPENTBUDACTCOMSPENTvs BUD

26、(MUSD)(MUSD)(MUSD)(MUSD)(%)Yes/Fairy HD10018183535%Yes/Fairy ADW10028285555%Febreze10046469393%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 a

27、re 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 rates,and trade terms available by product and country consolidated across GBUs and MDOs in SAP R/3 to make our q

28、uarterly 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 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.

29、1%Consumer budget effect-5-0.1%-0.010.0%3 770 1.2%37.310.2%Net Real ReconciliationNOS ReconciliationAccountability 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-

30、/升（含生产+物流成本，所有间接成本），存货 market planner forecast accuracy,%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 FIRMFY 99/00FY 00/01FY 01/02FY 02/03Consumer Satisfaction&ReachSEK

31、: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(%)Dia

32、pers%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 outstanding)xxxxxxxx此课件下载可自行编辑修改，仅供参考！此课件下载可自行编辑修改，仅供参考！感谢您的支持，我们努力做得更好！感谢您的支持，我们努力做得更好！谢谢谢谢!