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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,11/7/2009,#,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
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