kok电子竞技

IMPLEMENTINGSTRATEGY&CONTROLSYSTEMSATP&G

宝洁的战略实施与系统控制GerryKingham FinanceMgr.P&GNordic 财务经理Agenda

议程Re-capofpreviouslecture前言Fromglobaltolocalstrategy-making从全球到地区的战略决策Strategyexample:Yeshand-dish战略例子ManagementControlSystems管控系统ChoiceCascadetoDefinetheChoices

选择级别以确定选择WhatareourgoalsandAspirations?WherewillwePlay?WhatCapabilitiesmustbeinplacetowin?HowwillweWininchosenmarket?WhatManagementSystemsarerequired?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ChoiceCascadetoDefinetheChoices

选择级别以确定选择WhatareourgoalsandAspirations?WherewillwePlay?WhatCapabilitiesmustbeinplacetowin?HowwillweWininchosenmarket?WhatManagementSystemsarerequired?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-caponlecture1Wherewillweplay?TotalShareholderReturncalculationsbyGlobalBusinessUnit全球范围内的股东总回报率的计算Howwillwewin?CommercialStrategy我们要如何赢？商业战略FocusoncorebrandsConsumerIsBossWinwithwinningcustomersCompetitiveretailmarginsstrongTailorInvestmentsByCustomerBeStrongWithGlobalCustomersGetthevalueequationrightKnowthecompetitorsWhatcapabilitiesmustbeinplace?能力的定位（需要什么样的能力定位）Globalmatrixstructure:GlobalBusinessUnits(GBUs)andMarketDevelopmentOrganizations(MDOs)Individualaccountability,Work&DevelopmentPlans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HOMEWORKWhatshareofshelfdoesYEShave?市场占有率？Whatdoyouthinkithasinmarketshare?你怎么看市场上的占有率？Whatdoyoulearnfromthepricingandsizingyousee?Whymightitbeso?从价格和数量上看出什么？为什么会是这样呢？Whatinfluencestheshelfpositioning?是什么影响产品的定位？WhatwouldyourYESstrategybe?你的对应策略是什么？HOMEWORKWhatshareofshelfdoesYEShave?Ca.60%大约60％Whatdoyouthinkithasinmarketshare?Sameasshelfshare(60-70%)占市场分额（60－70）Whatdoyoulearnfromthepricingandsizingyousee?Whymightitbeso?为什么会这样？Smallersizesoffer“extrabenefits,butaremoreexpensivepr.mlWhatinfluencestheshelfpositioning?是什么影响产品的定位Lookslikethebigbottlesareatthebottom看起来像一个巨大的瓶底（瓶劲效应）WhatwouldyourYESstrategybe?您的策略是什么

ChoiceCascadetoDefinetheChoicesWhatareourgoalsandAspirations?WherewillwePlay?WhatCapabilitiesmustbeinplacetowin?HowwillweWininchosenmarket?WhatManagementSystemsarerequired?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Implementingstrategy

实施策略

First:Understandingthecustomer

第一：了解客户HOWWILLWEWIN?Retailisstillfragmented

Shareoftop50publiccompanies,1998

1998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Packagedgoods包装Financialindustries金融Chemicals化工Retail零售

Source: GlobalVantage;McKinseyEnergy能源Financial

institutions金融Automotive汽车Retail零售Packagedgoods包装Electronics电子Averagenumberofcountriesofoperationforlargestcompanies(1998)国家运作的的大公司Note: Largestcompaniesdefinedbytotalrevenue注：公司所所确定的总总的收入来来源Source:Hoovers;McKinsey资料来源：：NumberofcountriesofoperationformostglobalcompaniesMobil美孚 140RoyalDutchShell壳牌 130Citigroup花旗 100HSBC汇丰 79Siemens西门子 190Toshiba东芝 81Nestle雀巣 80+Procter&Gamble宝洁 120Fiat菲亚特 60GeneralMotors通用 52Carrefour家乐福 26Ahold？ 28 Retailingisstilllocal零售业的地地方性HOWWILLWEWIN?一些全球性性的大公司司是由国家家运作的*OnlydiscloseddealconsiderationsinexcessofUSD25millionSource:Amdata;ThomsonFinancialSecurities;McKinseyanalysisNon-Europeancross-border非欧洲跨境境Europeancross-border欧洲跨境Domestic国内GrowingEuropeanM&AactivitiesinRetail在欧洲零售售业的收购购活动越来来越多USDb,dealvolume*使用美元b,交易量*2.99.312.00.71994199519961997199812.41999toSeptember16.0只披露交易易的考虑超超过美元2500万

料来源源：amdata;汤姆森金融融证券;麦肯锡分析析Thereisawaroutthere矛盾Demand需求Flat/fallingshareofwalletFlat/fallingpricesMoredemandingandcomplexconsumersShiftinglifestyleandworkpatternsSupply供给OvercapacityNewentrants(e-tailersandretailers)SupplierconsolidationLowavailability/risingcostoffrontlinelabourIncreasingrealestatecostsPowershiftingtoconsumersInternetisacceleratingtrendsSource:McKinseyHOWWILLWEWIN?我们将如何何赢？单位/份额下降单单位/价格下跌更更为艰巨巨和复杂的的消费者转转变生活活方式和工工作格局过剩

新加加入者（电电子零售商商和零售商商）供供应商整合合

低可用用性/成本上升的的人工越越来越多的的场地费用用权力转移给给消费者互联网加速速发展趋势势Sweden瑞典Mostconsolidatedretailmarketintheworld––theBIGarealreadyBIG成为在世界上多多数固定的的零售市场场中较大的的ICAowned50%byAholdICA拥有AHOLD50％Aholdhighlyfinanciallydrivencompany––EVAAHOLE是财务高度度至上的公公司－EVAMorepressureonICA………morepressureonsuppliers在ICA更多的压力力在供应商商Wantshigherprofits,higherturnover,happierconsumers(differentiatethemselvesvs.Competition)想要更高的的利润更高高的营业额额和更多的的消费者（（不同于主主场迎战竞竞争）HOWWILLWEWIN?我们将如何何赢？Nowweknowthecustomer……canwefindasweetspot?我们现在知知道了客户户我们可以以找到一个个最佳的方方法？Howwillwewin?我们将如何何赢ConsumeristheBOSSCoreBrandsWinwithwinningcustomersCompetitiveretailmarginsstrongTailorInvestmentsByCustomerBeStrongWithGlobalCustomersHowwillwewin––SweetSpot?我们如何赢赢得最佳的的方法Launchaproduct,withuniqueconsumerbenefits,withhighercustomermargins,thatdrivetotalTSRforP&G推出一个产产品，具有有独特的消消费者得益益，为宝洁洁获得更高高的客户利利润率专注于核心心品牌消消费者才是是老板赢赢得顾客零零售利润润率的竞争争力

量身身打造投资资客户全全球客户获获得价值值模式了了解竞争对对手Havingtherightcapabilities有正确的能能力P&GtriestomirrorhowthecustomerworksWeworkinmultifunctionalteams,toaddresscomplexbusinessissuesInamatrixorganisationindividualaccountabilityisKEY宝洁试图像像一面镜子子试进行顾顾客服务我我们的工工作，在多多功能团队队，以解决决复杂的商商业问题在在矩阵组组织，个人人责任制是是关键GlobalAholdCustomerTeamOverviewAHOLD全球团队P&GAholdGlobalTeam全球团队Teamleader(VP)&MultifunctionalBasedinRotterdam总部设在鹿鹿特丹RegionalTeamsUSA,Europe,LatinAmerica,andAsia区域小组美美国，欧欧洲，拉丁丁美洲和亚亚洲RegionalCustomerHQ区域客户总总部AholdManagementinZaandamLocalTeams-ICA/Hakon(AholdNordic)-Teamleader&multifunctionalteam当地专家队队伍-ica/hakon（阿霍德北北欧）-teamleader＆多功能团团队LocalCustomersICA/Hakon本地客户国国际合作作社联盟/hakon2022-12-2417LocalNordicTeam北欧团队Sales:Teamleader,Keyaccountmanagers销售：teamleader，重点客户户经理Finance财务Marketing市场营销Logistics物流Customermarketing客户营销Ordergroup,backofficesupport治安组后勤勤支持EveryoneontheteamknowstheirroleintheGOAL&whattheyareMEASUREDontoSUCCEED每个人清楚楚他们在团团队中的作作用，用最最终目标的的实现来衡衡量他们的的成功LocalNordicTeam–accountability北欧团队－职职责Sales:Teamleader,KeyaccountmanagersVolume,Share,CosttoserveFinanceCustomerprofit,effecientspendingMarketingShare,basketsize,traffic,categoryshareLogisticsShelfavailability,perfectorders,inventoriesOrdergroup,backofficesupportPerfectOrders,leadtimes,nooverdues销售：teamleader，重点客户经经理

数量，，共享，成本本，服务财财务

客户利利润，高效率率的消费市市场营销市市场占有率，，贸易，物流流

货架供货货，完善订单单，存货治治安组，后勤勤支持

完善善的订单，交交货期，，没有逾期ControlSystems控制系统FinancialSalesFundamentalsIndividualPerformanceActionsteps金融

销售基基本面

个人人业绩

流程程步骤Reminder:OGSM提示：OGSMObjective目的

Goals目标

Strategies策略

Measures测量

Whatdoweneedtoachieve?我们究竟需要实现什么？

QuantitativeTargetofProgresstowardtheObjective,withinaspecificallydefinedtimeframe定量

目标

进展

方向客观的

界定时间

计划Howwewillachieveourgoals.Itmustmakeaspecificdecisionoritisnotastrategy.Areallygoodstrategyisasetofoneormorestatements,eachofwhichonlymakesonespecificdecision.Mechanismtoprovidethenumericalanswerwhichestablishesourpositionversusgoal(s)为消费者提供了数值答案确立了我们的立场与目标

WordsNumbersWordsNumbersWhat?How?我们将会怎样样实现我们的的目标。它必须是一个个具体决定而而不只是一个个战略。一个真正好的的策略，是一一套一项或一一项以上的报报表，每一项项都只是一个个具体的决定定P&GMeasures:e.g.YesAromaLaunch宝洁的措施：：Objective:目的Securemarketleadershipwithinhand-dishbyofferingconsumersthebestvalueandbybeingthepreferredsupplierofhand-dishtoleadingcustomers争取市场的领领导地位，另另一方面，为为提供消费者者最佳的价值值，并作为首选设设备供应商Goals(note:notactualnumbers):目标（注：非实际数数据）Growvolumeby5%Deliver$1,433MofvaluecontributiontothecompanyReach90%distributionin3monthsonAromaReach80%shareofshelf增长量5％

交付1433美元的价值贡贡献给公司达达90％以上分布在在3个月内

达到到百分之八十十的份额P&GMeasures:e.g.YesAromaLaunchStrategies策略launchflankerswhich:MatchunmetconsumerpreferencesGrowtotaltradeprofitabilityonYesbrandincreaseconsumerandcustomermarketingspendyear1tosecuretrialusedisplaystogetfastdistributionearlyinyeardonotincreasecurrentlevelanddepthofpromotionsMeasurements测量Volume:dailyshipmentreportsbycustomer成交量：由客客户提供每天天的装运kok电子竞技告Sharesbyproductandcustomer:Weekly/MonthlyNielsendata股份公司的产产品和客户：：每周/每月尼尔森数数据Marketpricesbyproductandcustomer:Weekly/MonthlyNielsendata市场价格是由由产品和客户户：每周/每月尼尔森数数据Budgets:actualsversuscommitments;$/unit算：实银两承承诺;元/单位Valuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)企业价值贡献献（品牌/产品/国家）：每每月的品牌利利润估计（bpes）启动两项：1找寻消费者未未满足的喜好好2成长，贸易总总额的盈利能能力是品牌使使用用监控系统，，以获当年得得快速分布不不增加现现有水平和深深度促销FINANCIALFIRMPROCTER&GAMBLENORDICFinancialAnalysisHANDDISH-NORDICVALUECREATION@PLRATENORDICActualFY01/02FIRM02/03$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%)NORDICCONTRIBUTION150315.0340.3%143313.6538.0%AnnualGrowthrate90-10%95-5%YesAromaLaunchMeasurementsVolume:dailyshipmentreportsbycustomerSharesbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataBudgets:actualsversuscommitmentsValuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)测量

成交量量：每天装运运kok电子竞技

股份份公司的产品品和客户：每每周/每月尼尔森数数据销售基础产品品和客户：每每周/每月尼尔森数数据

预算：：实银两承诺诺

企业价值值贡献（品牌牌/产品/国家）：每每月的品牌利利润估计（bpesVolumeTrackingdailyreportbycustomer/brandonintranetlookintodatabaseforshipmentsbyproductTotalShipmentdays23Actshipmentsdaysgone11Acttimegone(ofmonth)48%BRANDvs.ESTTodaysOrderAvgBalShiptoFIRMESTORDEREDArielxx%xxBoldxx%xxTotalFabricCarexx%xxFebrezexx%xxSwifferxx%xxMrProperxx%xxYes/FairyHD7.913.03.930%0.3Yes/FairyADWxx%xxTotalHomeCarexx%xxF&HCTotalxx%xxNORDICVolumeTrackingNORDIC

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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?YesAromaLaunchMeasurementsVolume:dailyshipmentreportsbycustomerSharesbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataBudgets:actualsversuscommitmentsValuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)测量

成交量量：每天装运运kok电子竞技

股份份公司的产品品和客户：每每周/每月尼尔森数数据销售基础产品品和客户：每每周/每月尼尔森数数据

预算：：实银两承诺诺

企业价值值贡献（品牌牌/产品/国家）：每每月的品牌利利润估计（bpesSharesTrackingHANDDISHCLEANER.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.YesAromaLaunchMeasurementsVolume:dailyshipmentreportsbycustomerSharesbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataBudgets:actualsversuscommitmentsValuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)测量量成成交交量量：：每每天天装装运运报kok电子竞技告股股份份公公司司的的产产品品和和客客户户：：每每周周/每月月尼尼尔尔森森数数据据销售售基基础础产产品品和和客客户户：：每每周周/每月月尼尼尔尔森森数数据据预预算算：：实实银银两两承承诺诺企企业业价价值值贡贡献献（（品品牌牌/产品品/国家家））：：每每月月的的品品牌牌利利润润估估计计（（bpesSalesFundamentalsTracking…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.AromahashighshareswheredisplayedAnoteoncompetitionCompetitiveResponseModelingExpectedcompetitiveresponseSequenceofactions+theirNPVsdetermineoptimalstrategy竞争争回回应应建建模模预预期期竞竞争争反反应应的的行行动动顺顺序序+他们们npvs确定定最最佳佳战战略略Whichgameswillweplay?E.g.alwaysmatchcompetition’’spromotiondepthE.g.neverdoin-storecoupons哪些些游游戏戏我我们们可可以以玩玩？？例例如如：：比比赛赛的的深深入入推推广广例例如如：：在在店店内内消消费费券券PossibleExplanationsConsumervalueequation?Ispricepremiumtoohigh?DidweoverestimatedemandforAromaproducts?–mostlikelyOK;off-takehighwheredistributed+repurchaseratehigh消费者价价值公式式？是是溢溢价过高高？我们们高估需需求香气气的产品品呢？-最有可能能确定;场外采取取高的地地方派发发+回购利率率高企OrganizationalcapabilityDowehaveenoughsalesrepcoverage?DoesYeshavepriorityinsalescycle?yes,butmanystoreownersarerejecting组织能力力我我们是否否有足够够的推销销员覆盖盖？确实实是有优优先销售售周期？？是是的，，但许多多店家都都拒绝Commercialstrategyistrademarginrecommendedtoolow?Isvalueforcustomernotclearlydefined?商业战略略是是交易保保证金推推荐太低低呢？是是价值，，为用户户没有明明确界定定呢？Possibleexplanation:storeownersnotclearonaddedvalue––donotwishtoreplaceproducts,donothavemorespaceinstoreformoreproducts,anddonotwantcomplexityofmorecodesinsystem解释：店店家并不不清晰附附加值-不想取代代产品，，没有更更多的空空间储存存更多的的产品，，以及不不想复杂杂的多码码系统YesAromaLaunchMeasurementsVolume:dailyshipmentreportsbycustomerSharesbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataBudgets:actualsversuscommitmentsValuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)测量成成交量：：每天装装运kok电子竞技告

股份份公司的的产品和和客户：：每周/每月尼尔尔森数据据

销售售基础产产品和客客户：每每周/每月尼尔尔森数据据

预算算：实银银两承诺诺

企业业价值贡贡献（品品牌/产品/国家）：：每月月的品牌牌利润估估计（bpes）howdowereflectnewforecastandwhatdowedo?我们应该该如何反反映新的的预测和和我们该该做什么么？BudgetTrackingPROCTER&GAMBLENORDICBudgetControlTotalMDA*SPENTBUDACTCOMSPENTvsBUD(MUSD)(MUSD)(MUSD)(MUSD)(%)Yes/FairyHD10018183535%Yes/FairyADW10028285555%Febreze10046469393%Swiffer1006464128128%TotalHOME40015615631145%Pringles10023234646%CriticalpartindecisionwhethertocontinuestrategyLaunchbasedontighteconomics($/ml)–dowecutbudgetsorincreasethemifvolumesarenotcomingin?howsensitiveistheNPV?Expectfrontspendingduringlaunch,butpossibilitiesofcuttingQ4supportFINANCIALTRACKINGBrandProfitEstimates&Reconciliationsexplaindifferencevs.estimatebyvolume,mixeffect,budgets,exchangerates,andtradetermsavailablebyproductandcountryconsolidatedacrossGBUsandMDOsinSAPR/3tomakeourquarterlyreporttoWallStreet$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%NetRealReconciliationNOSReconciliationACTIONSTEPS:行动步骤E.g.SeptemberBPE例如9月的BPEWearebelowvolumetarget.我们下面的具具体目标Salesfundamentalsshowthatwearelowondistribution(priceandsharewhereinstoreontarget).销售基本面表表明，我们是是低的分布（（价格和分享享在店目标））Repurchaserateishighamongconsumer–theproductworks.回购利率是高高消费－产品品工程。Only175ofestimated300displaysofAromahavebeensold–storeownersreluctanttotakeinnewproduct.估计300只有175售出－店主不不愿承担新产产品BrandteammeetswithSalesteamstodiscusspossibleactions.品牌团队与销销售团队交流流，讨论可能能采取的行动动ACTIONSTEPS:行动步骤E.g.SeptemberBPEWetakebackbudgetcommitmentswhollybasedonvolume,thismoneycanbemadeavailableforre-investment.我们收回预算算的承诺全出出货量为基础。獗是煽梢怨┰偻蹲首。Decision:distributionandyear-1volumeisvital.Weneedtore-deployfundsforadisplay-drive.决定：分布和和今年1是至关重要的的。我们需要要重新调配资资金，供驱动动。Tryone-timeirresistibleofferwithnewtradeleafletspecifyingrationalebehindYesAroma.尝试一次性不不可阻挡的offerEffectoncontribution:highercustomermarketingbudgets%NOS,butreachcriticalvolumeandtrialinyear1.对贡献：在第第1年高级客户营营销预算的％％数，达到临临界数量和试试验NewfinancialsarecommunicatedtoGBUviaBrandProfitEstimate.FullreconciliationsaresentbyFinance.派出财务充分分对帐，将新新的财务状况况传达给gbu通过品牌获利利预估PERFORMANCETRACKINGAccountabilityAccountabilityexamples:职责的例子countryGM––valuecontributionandflow; externalrelations,organization国家通用汽车车-企业价值贡献献和流量;对外关系，组组织GBUGM–P/L(incl.Production+logisticscosts,alloverheads),inventorygbu通用汽车---/升（含生产+物流成本，所所有间接成本本），存货marketplanner––forecastaccuracy,%availability市场企划-预报准确率，，％供货brandteamleader–contribution,volume,shares,organization品牌团队领导导人-贡献，数量，，股权，组织织customerteamleader––volume,sales fundamentals,organization消费团队-量，销售基本本面，组PERFORMANCETRACKINGWork&DevelopmentPlans执行追踪工作作及发展计划划onceperyear–feedbackfrommanagers,directreports,colleagues每年一次-反。蚓砝碇苯觡ok电子竞技Howhasworkplanbeendelivered?Howhaspersondevelopedorganization?如何界定工作作计划已经交交付？如何开开发人员的组组织安排？Strengths+weaknesses–setdevelopmentplanwithmanager强项+弱点-经理设定的发发展计划Basisforpromotiontimings+salarylevel促进时序+工资水平PERFORMANCETRACKINGFIRMFY99/00FY00/01FY01/02FY02/03ConsumerSatisfaction&ReachSEK:US$ExchangeRate0.11720.10250.09540.0943NetSales@P&L($MM)XXXXXXXX(Indexvs.YearAgo@P/L)xxxxxxxx(Indexvs.YearAgo@ConstantRate)xxxxxxxxVolume(MMSU)XXXXXXXX(Indexvs.YearAgo)xxxxxxxxMDOValueFlow@P&LRate%%%MDOValueFlow@ConstantRate%%%%VolumeinTier1Customers%%Top4CategoriesValueShare(%)Diapers%%%Laundry%%%Haircare%%%Fempro%%%Top4CategoriesBusinessGainingShareL12M(%)%%%LocalS&A(%ofNOS)%1)%%%Productivity(NOS$MM/head)%%%%MDA(%ofNOS)%2)%%%MSA(%ofNOS)%%%%1-monthSalesPlanPerformance(meanabsolute%error)%%%%6-monthsSalesPlanCommitment(meanabsolute%error)%%%%MissedCases%%%%Receivables(daysoutstanding)xxxxxxxxDiditwork?YESCASEDoyouthinkyoucanrecognizeourstrategyinthestore?在商店你认为为你能认识我我们的策略吗吗？Havewesucceededinyouropinion?你认为我们是是否成功呢？？Whatcanbedonebetter?有什么可以以做的更好好吗？Results结果SUMMARY:STRATEGY&CONTROLSYSTEMSATP&G综述：战略略与控制系系统，在宝宝洁Lecture1:MakingWinningStrategiesinaLargeCompanybothGloballyandLocally第一讲：大大公司在全全球和本地地，决策赢赢得战略，，ProcessToMakeRightChoices(ChoiceCascade)过程中作出出正确的选选择（选择择级）FinancialFrameworkForValuation(PortfolioAnalysis,TSR)财政框架估估价（组合合分析，热热化学还原原反应）OrganisationWorkingtogethereffectively:MatrixStructure组织工作，，有效地协协同：矩阵阵结构ASystemofindividualaccountability个人职责制制的制度建建立SUMMARY:STRATEGY&CONTROLSYSTEMSATP&GLecture2:Applyingglobalstrategiessuccesfullyatlocallevelrequirescustomizationtoconsumer(preferences,shoppingbehavior,etc.)andcustomer(tradeconsolidation,profitability,collaborrativemode,etc.).第二讲：运运用全全球策略成成功，在地地方一级，，需要个性性化，以消消费者（喜喜好，购物物行为等））和客户（（贸易综合合性，盈利利性，网上上合作模式式，等等））Managementcontrolsystemsmusttrackallaspectsofadeployedstrategy,andoutputofsystemsmustbeactionable.管理控制系系统必须跟跟踪各方面面的部署策策略，并输输出系统必必须可执行行QUESTIONS?问题Thankyou&goodluck谢谢!