宝洁的战略实施与系统控制PPT45页通用PPT课件

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,Slide Title,Body Text,Second Level,Third Level,Fourth Level,Fifth Level,IMPLEMENTING STRATEGY & CONTROL SYSTEMS AT P&G,宝洁的战略实施与系统控制,Gerry Kingham,Finance 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 our,goals and,Aspirations,?,Where will,we Play?,What,Capabilities,must be in,place to win?,How will we,Win in,chosen market?,What,Management,Systems are,required?,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 will,we Play?,What,Capabilities,must be in,place to win?,How will we,Win in,chosen market?,What,Management,Systems are,required?,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 1,Where 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 Strategy,我们要如何赢？商业战略,Focus on core brands,Consumer Is Boss,Win with winning customers,Competitive retail margins strong,Tailor Investments By Customer,Be Strong With Global Customers,Get the value equation right,Know the competitors,What capabilities must be in place?,能力的定位（需要什么样的能力定位）,Global matrix structure: 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 in 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 in market share ?,Same as shelf share (60-70%),占市场分额（,60,70,）,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 Choices,What are our,goals and,Aspirations,?,Where will,we Play?,What,Capabilities,must be in,place to win?,How will we,Win in,chosen market?,What,Management,Systems are,required?,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,Implementing strategy,实施策略,First: Understanding the customer,第一：了解客户,HOW WILL WE WIN?,Retail is still fragmented,Share 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,Source:Global Vantage; McKinsey,Energy,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 operation for most global companies,Mobil,美孚,140,Royal Dutch Shell,壳牌,130,Citigroup,花旗,100,HSBC,汇丰,79,Siemens,西门子,190,Toshiba,东芝,81,Nestle,雀巣,80+,Procter & Gamble,宝洁,120,Fiat,菲亚特,60,General Motors,通用,52,Carrefour,家乐福,26,Ahold,？,28,Retailing 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 of USD 25 million,Source:Amdata; Thomson Financial Securities; McKinsey analysis,Non-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,*,2.9,9.3,12.0,0.7,1994,1995,1996,1997,1998,12.4,1999 to September,16.0,只披露交易的考虑超过美元,2500,万料来源：,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 wallet,Flat/falling prices,More demanding and complex consumers,Shifting lifestyle and work patterns,Supply,供给,Overcapacity,New entrants (e-tailers and retailers),Supplier consolidation,Low availability/ rising cost of frontline labour,Increasing real estate costs,Power shifting to consumers,Internet is accelerating trends,Source:McKinsey,HOW 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 already BIG,成为,在世界上多数固定的零售市场中较大的,ICA owned 50% by Ahold,ICA,拥有,AHOLD50,Ahold highly financially driven company EVA,AHOLE,是财务高度至上的公司,EVA,More 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 BOSS,Core Brands,Win with winning customers,Competitive retail margins strong,Tailor Investments By Customer,Be Strong With Global Customers,How will we win 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 works,We work in multifunctional teams, to address complex business issues,In 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&G,Ahold,Global Team,全球团队,Teamleader (VP) & Multifunctional,Based in Rotterdam,总部设在鹿特丹,Regional Teams,USA, Europe, Latin America, and,Asia,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 Management,in Zaandam,Local 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 Customers,ICA/Hakon,本地客户国际合作社联盟,/ hakon,11/27/2024,17,Local Nordic Team,北欧团队,Sales: 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 & what,they 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,accountability,北欧团队职责,Sales: Teamleader, Key account managers,Volume, Share, Cost to serve,Finance,Customer profit, effecient spending,Marketing,Share, basket size, traffic, category share,Logistics,Shelf availability, perfect orders, inventories,Order group, back office support,Perfect Orders, leadtimes, no overdues,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,Financial,Sales Fundamentals,Individual Performance,Action steps,金融销售基本面个人业绩流程步骤,Reminder: OGSM,提示：,OGSM,Objective,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？,Quantitative,Target of,Progress,toward the,Objective, within,a specifically,defined time,frame,定量目标进展方向,客观的界定时间计划,How we will,achieve our,goals.,It must make,a specific,decision or,it is not a,strategy.,A really good,strategy is,a set of one or,more statements,each of which,only makes,one specific,decision.,Mechanism to,provide the,numerical,answer which,establishes our,position versus,goal(s),为消费者提供了数值答案确立了我们的立场与目标,Words,Numbers,Words,Numbers,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,P&G Measures: e.g.Yes Aroma Launch,宝洁的措施：,Objective:,目的,Secure market leadership within hand-dish by offering consumers 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 company,Reach 90% distribution in 3 months on Aroma,Reach 80% share 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 Launch,Strategies,策略,launch flankers which:,Match unmet consumer preferences,Grow total trade profitability on Yes brand,increase consumer and customer marketing spend year 1 to secure trial,use displays to get fast distribution early in year,do not increase current level and depth of promotions,Measurements,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; $/unit,算：实银两承诺,;,元,/,单位,Value contribution (Brand/Product/Country): monthly Brand Profit Estimates (BPEs),企业价值贡献（品牌,/,产品,/,国家） ：每月的品牌利润估计（,bpes,）,启动两项：,1,找寻消费者未满足的喜好,2,成长，贸易总额的盈利能力是品牌使用监控系统，以获当年得快速分布不增加现有水平和深度促销,FINANCIAL FIRM,PROCTER & GAMBLE NORDIC,Financial Analysis,HANDDISH - NORDIC VALUE CREATION PL RATE,NORDIC,Actual FY01/02,FIRM 02/03,$M,$ / ml,% sales,$M,$ / ml,% sales,Volume,100,105,Volume (Index vs. YA),101,105,Net Realization,4 000,40.00,4 100,39.05,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 SALES,3 725,37.25,3 770,35.90,(Index vs. YA),103.1,100.0,COST OF GOODS SOLD,1 200,12.00,32.2%,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 CONTRIBUTION,1 503,15.03,40.3%,1 433,13.65,38.0%,Annual Growth rate,90,-10%,95,-5%,Yes Aroma Launch,Measurements,Volume: daily shipment reports by customer,Shares by product and customer: Weekly /Monthly Nielsen data,Sales Fundamentals by product and customer: Weekly /Monthly Nielsen data,Budgets: actuals versus commitments,Value 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 product,Total Shipment days,23,Act shipments days gone,11,Act time gone (of month),48%,BRAND,vs. EST,Todays,Order,Avg Bal Ship,to FIRM,EST,ORDERED,Ariel,xx %,xx,Bold,xx %,xx,Total Fabric Care,xx %,xx,Febreze,xx %,xx,Swiffer,xx %,xx,Mr Proper,xx %,xx,Yes / Fairy HD,7.9,13.0,3.9,30%,0.3,Yes / Fairy ADW,xx %,xx,Total Home Care,xx %,xx,F&HC Total,xx %,xx,NORDIC,Volume Tracking,N,O,R,D,I,C,-,D,A,I,L,Y,S,H,I,P,M,E,N,T,S,I,N,S,U,M,O,N,T,H,U,P,T,O,1,0,2,-,9,-,2,6,2,:,2,5,(,N,B,!,Y,e,a,r,1,0,0,=,2,0,0,0,(,p,r,o,g,r,a,m,e,r,r,o,r,),),!,!,!,T,o,d,r,i,l,l,t,o,c,u,s,t,o,m,e,r,d,e,t,a,i,l,s,d,o,u,b,l,e,-,c,l,i,c,k,t,o,t,a,l,N,o,r,d,i,c,l,a,y,e,r,!,!,!,6,/,6,r,e,y,a,L,I,C,A,S,W,E,D,E,N,8,0,9,9,6,2,5,0,Y,E,S,A,D,W,T,A,B,L,E,T,2,0,0,2,4,4,1,Y,E,S,A,D,W,T,A,B,L,E,T,S,2,0,0,4,8,1,8,Y,E,S,A,D,W,3,X,A,C,T,I,V,2,6,8,1,9,Y,E,S,A,D,W,R,E,G,U,L,A,R,2,6,8,2,8,Y,E,S,A,D,W,R,E,G,U,L,A,R,8,0,9,9,6,2,4,9,Y,E,S,A,D,W,3,X,A,C,T,I,2,0,0,4,3,6,7,Y,E,S,A,D,W,R,I,N,S,E,A,I,8,0,9,6,8,6,4,2,Y,E,S,E,X,T,R,A,H,Y,G,.,8,0,9,6,8,6,4,1,Y,E,S,E,X,T,R,A,H,Y,G,I,8,0,9,9,1,8,7,8,Y,E,S,E,X,T,R,A,H,Y,G,I,8,0,9,6,8,6,4,0,Y,E,S,U,L,T,R,A,L,E,M,O,8,0,9,9,1,8,8,2,Y,E,S,U,L,T,R,A,L,E,M,O,8,0,9,6,8,6,3,6,Y,E,S,U,L,T,R,A,L,E,M,O,8,0,9,9,1,8,7,4,Y,E,S,U,L,T,R,A,L,E,M,O,N,E,W,B,U,S,S,U,(,B,U,),S,H,I,P,M,E,N,T,S,S,U,(,B,U,),P,E,N,D,O,R,D,S,U,(,B,U,),D,A,T,E,D,O,R,D,S,U,(,B,U,),T,O,B,E,I,N,V,O,I,C,E,D,S,U,(,B,U,),S,H,I,P,P,M,S,U,(,B,U,),N,E,W,B,U,S,N,X,T,M,T,H,S,S,U,0,0,0,.,0,7,8,1,.,3,3,4,0,4,.,7,4,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,7,1,0,.,1,8,0,0,0,.,0,0,0,0,.,4,0,3,0,0,0,.,0,3,2,5,.,3,7,0,0,0,.,0,3,3,5,.,4,0,6,8,2,1,2,.,2,4,1,2,1,2,.,4,2,1,4,0,0,0,.,0,0,0,0,.,0,7,1,0,.,0,0,4,2,3,1,5,.,0,3,4,2,6,3,1,.,8,4,6,0,5,6,.,8,7,0,3,0,0,0,.,6,7,1,0,0,0,.,2,4,6,1,1,0,0,0,.,0,0,2,3,.,3,3,8,8,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,7,8,1,.,3,3,4,0,4,.,7,4,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,7,1,0,.,1,8,0,0,0,.,0,0,0,0,.,4,0,3,0,0,0,.,0,3,2,5,.,3,7,0,0,0,.,0,0,2,7,.,7,3,6,8,6,1,6,.,9,8,1,2,1,2,.,4,2,1,4,0,0,0,.,0,0,0,0,.,0,7,1,0,.,0,0,4,2,3,1,5,.,0,3,4,2,6,3,1,.,8,4,6,7,6,6,.,9,5,1,3,0,0,0,.,6,7,1,0,0,0,.,6,4,9,1,1,0,0,0,.,0,3,4,8,.,6,0,9,8,0,0,0,.,0,9,7,6,.,5,5,4,3,0,0,0,.,0,3,2,0,.,8,2,2,2,0,0,0,.,0,0,0,0,.,0,9,0,0,.,0,8,2,1,7,8,1,.,1,9,8,6,3,1,.,8,4,6,8,3,2,.,4,3,1,1,0,0,0,.,6,7,1,0,0,0,.,1,5,5,6,0,0,0,.,0,6,2,0,.,9,7,7,4,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,0,0,0,.,0,e.g. Aroma displays are not selling as forecasted why?,Yes Aroma Launch,Measurements,Volume: daily shipment reports by customer,Shares by product and customer: Weekly /Monthly Nielsen data,Sales Fundamentals by product and customer: Weekly /Monthly Nielsen data,Budgets: actuals versus commitments,Value 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 Tracking,HAND DISH CLEANER.,TOTAL SWEDEN,VOLUME SHARE,JAN02,FEB02,MAR02,APR02,MAY02,JUN02,JUL02,AUG02,MARKET (MSU),79,72,95,83,74,95,76,78,Versus YrAgo %,3,-1,-2,10,-2,-4,1,-3,PROCTER&GAMBLE.,76.9,77.0,77.6,78.8H,76.1,77.2,76.5,77.1,YES.,76.9,77.0,77.6,78.8H,76.1,77.2,76.5,77.1,YES LI CON APPLE.,3.3,4.3,5.7,6.7H,6.3,5.4,4.5,5.1,YES LI CON FLORAL BREEZE.,1.4,2.3,3.2,3.8H,3.2,3.0,2.7,2.5,YES LI CON LEMON.,29.5,29.1,28.6,29.2,28.5L,29.3,29.2,28.8,YES LI CON OTHER.,42.7,41.3,40.1,39.0,38.0L,39.6,40.2,40.6,GRUMME.,4.2,4.2,4.2,3.6L,4.2,4.1,4.3,3.7,VIPS.,4.2,4.2,4.2,3.6L,4.2,4.1,4.3,3.7,ICA.,8.1,7.3,7.6,6.8,8.0,7.9,8.6H,8.0,ALL OTHER BRAND.,1.4H,1.4H,1.3,1.2,1.2,1.2,1.2,1.1L,SKONA.,6.7,5.9,6.3,5.6,6.7,6.8,7.4H,6.9,KF.,4.4,4.4,3.9L,4.6,4.9,4.2,4.3,4.9,ANGLAMARK.,1.4,1.2,1.1L,1.9,2.0,1.1L,1.1L,2.1H,BLA VIT.,3.0,3.2H,2.8,2.7,2.9,3.1,3.1,2.8,NOPA.,3.3,3.7,3.3,3.0,3.3,3.2,3.0,2.9L,e.g. Aroma is cannibalizing as expected.,Yes Aroma Launch,Measurements,Volume: daily shipment reports by customer,Shares by product and customer: Weekly /Monthly Nielsen data,Sales Fundamentals by product and customer: Weekly /Monthly Nielsen data,Budgets: actuals versus commitments,Value 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,Sales Fundamentals Tracking,and also display WD, feature share, shelf share, etc.,YES AROMA - APPLE,Price Per Unit Without Promo (SFT),P12M,P6M,nov,dec,jan,vs NGLAMARK,TOTAL SWEDEN,35.1,34.9,34.5,34.7,34.9,102%,AXFOOD TOTAL,35.6,34.4,34.3,33.5,33.9,98%,AXFOOD FRANCHISE,37.6,37.5,37.6,36.3,36.2,99%,D&D DISCOUNT,31.8,30.9,30.5,30.8,30.7,99%,VIVO STOCKHOLM,40.7,40.1,41.0,36.2,41.2,97%,BERGENDAHL DETALJIST,32.7,32.7,32.3,31.2,33.4,105%,YES AROMA - APPLE,Weighted distribution (SFT),P12M,P6M,nov,dec,jan,vs NGLAMARK,TOTAL SWEDEN,95.9,98.2,97.0,98.0,98.0,AXFOOD TOTAL,87.7,97.8,98.0,98.0,100.0,100%,AXFOOD FRANCHISE,72.0,95.7,93.0,90.0,99.0,97%,D&D DISCOUNT,81.7,97.2,100.0,100.0,100.0,99%,VIVO STOCKHOLM,75.0,100.0,100.0,100.0,100.0,102%,BERGENDAHL DETALJIST,100.0,100.0,100.0,100.0,100.0,102%,e.g. Aroma has high shares where displayed,A note on competition,Competitive Response Modeling,Expected competitive response,Sequence 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 depth,E.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 Explanations,Consumer 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 Yes 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 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,Yes Aroma Launch,Measurements,Volume: daily shipment reports by customer,Shares by product and customer: Weekly /Monthly Nielsen data,Sales Fundamentals by product and customer: Weekly /Monthly Nielsen data,Budgets: actuals versus commitments,Value 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,）,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 Tracking,PROCTER & GAMBLE NORDIC,Budget Control,Total MDA*,SPENT,BUD,ACT,COM,SPENT,vs BUD,(MUSD),(MUSD),(MUSD),(MUSD),(%),Yes/Fairy HD,100,18,18,35,35%,Yes/Fairy ADW,100,28,28,55,55%,Febreze,100,46,46,93,93%,Swiffer,100,64,64,128,128%,Total HOME,400,156,156,311,45%,Pringles,100,23,23,46,46%,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 support,FINANCIAL TRACKING 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,$M,$ / ml,Delta %,4 000,40.00,Mix effect,10,0.3%,0.10,0.3%,Volume effect,100,2.5%,Exchange Rate effect,-10,-0.3%,-0.10,-0.2%,4 100,2.5%,40.00,0.0%,$M,$ / ml,Delta %,3 725,37.25,Mix Effect,10,0.3%,0.10,0.3%,Volume effect,100,2.7%,Exchange Rate effect,-10,-0.3%,-0.10,-0.3%,Customer budget effect,-50,-1.3%,-0.05,0.1%,Consumer budget effect,-5,-0.1%,-0.01,0.0%,3 770,1.2%,37.31,0.2%,Net Real Reconciliation,NOS Reconciliation,ACTION STEPS:,行动步骤,E.g. September BPE,例如,9,月的,BPE,We 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.,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 BPE,We take back budget commitments wholly based on volume, this money can be made available