寶潔公司的戰(zhàn)略實施與控制系統(tǒng)PPT參考課件

1、2021/3/10gerry kinghamfinance mgr. p&g nordic2021/3/102021/3/10what are our goals and aspirations?where willwe play?whatcapabilitiesmust be inplace to win?how will we win inchosen market?whatmanagementsystems arerequired?2021/3/10what are our goals and aspirations?where willwe play?whatcapabilit

2、iesmust be inplace to win?how will we win inchosen market?whatmanagementsystems arerequired?2021/3/102021/3/102021/3/102021/3/10what are our goals and aspirations?where willwe play?whatcapabilitiesmust be inplace to win?how will we win inchosen market?whatmanagementsystems arerequired?2021/3/10how w

3、ill we win?2021/3/10999995918633322616energyautomotivepharmaceuticals; diagnosticselectronicstelecompackaged goodsfinancial industrieschemicalsretailsource: global vantage; mckinsey2021/3/1084565241319energyfinancialinstitutionsautomotiveretailpackagedgoodselectronicsaverage number of countries of o

4、peration for largest companies (1998)note: largest companies defined by total revenuesource: hoovers; mckinseynumber of countries of operation for most global companiesmobil140royal dutch shell130citigroup100hsbc79siemens190toshiba81nestle80+procter & gamble120fiat60general motors52carrefour26ah

5、old 28how will we win?2021/3/10* only disclosed deal considerations in excess of usd 25 millionsource: amdata; thomson financial securities; mckinsey analysisnon-european cross-bordereuropean cross-borderdomestic2.99.312.00.71994199519961997199812.41999 to september16.02021/3/10demandflat/falling sh

6、are of walletflat/falling pricesmore demanding and complex consumersshifting lifestyle and work patternssupplyovercapacitynew entrants (e-tailers and retailers)supplier consolidationlow availability/ rising cost of frontline labourincreasing real estate costspower shifting to consumersinternet is ac

7、celerating trendssource: mckinseyhow will we win?2021/3/10how will we win?2021/3/102021/3/102021/3/10p&gaholdglobal teamteamleader (vp) & multifunctionalbased in rotterdamregional teamsusa, europe, latin america, andasia regional customer hqahold managementin zaandamlocal teams-ica/hakon (ah

8、old nordic)-teamleader & multifunctional teamlocal customersica/hakon2021/3/10everyone on the team knows their role in the goal & whatthey are measured on to succeed2021/3/102021/3/102021/3/10what?how?2021/3/102021/3/102021/3/10procter & gamble nordicfinancial analysishanddish - nordic v

9、alue 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%) customer marketing(250) 2.50 - (6.7%) (300) 2.86 - (8.0%) net outside sales3 725 37

10、.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) 3.59 - (10.0%) nordic contribution1 503 15.03 40.3% 1 433 1

11、3.65 38.0% annual growth rate90-10%95-5%2021/3/102021/3/10 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

12、fabric carexx %xxfebrezexx %xxswifferxx %xxmr properxx %xxyes / fairy hd7.913.03.930%0.3yes / fairy adwxx %xxtotal home carexx %xxf&hc totalxx %xxnordic2021/3/10nordic - daily shipments in sumonth up to 102-9-26 2:25 (nb! year 100 = 2000 (program error)! t o drill to customer details, double-cli

13、ck total 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 lemo8099188

14、2 yes 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

15、.0710.0042315.0342631.846056.8703000.671000.24611000.0023.3388000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0781.33404.74000.0000.0000.0000.0000.0000.0710.18000.0000.403000.0325.37000.0027.7368616.981212.4214000.0000.0710.0042315.0342631.846766.9513000.671000.64911000.034

16、8.6098000.0976.5543000.0320.8222000.0000.0900.0821781.198631.846832.4311000.671000.1556000.0620.9774000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0e.g. aroma displays are not selling as forecasted why?2021/3/102021/3/10hand dish cleaner.total swedenvolume sharejan02 feb02mar02

17、apr02may02jun02jul02aug02market (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.29.529.128.629.228.5l

18、29.329.228.8yes 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.1.41.21.1l1.92.01.1l1.1l2.1hbla vit

19、.3.03.2h2.82.72.93.13.12.8nopa.3.33.73.33.03.33.23.02.9le.g. aroma is cannibalizing as expected.2021/3/102021/3/10 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

20、.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)p12mp6mnovdecjanvs nglamarktotal sweden95.998.297.098.098.0axfood total87.797.89

21、8.098.0100.0100%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 displayed2021/3/102021/3/10possible explanation: store owners not clear on adde

22、d 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 system2021/3/102021/3/10procter & gamble nordicbudget controltotal mda*spentbudactcomspentvs bud(musd)(musd)(musd)(musd)(%)yes/fairy hd10018183535%yes/fairy adw

23、10028285555%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 are not coming in? how sensitive is the npv? expect front spen

24、ding during launch, but possibilities of cutting q4 support2021/3/10 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$m$ / mldelta

25、%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%-0.050.1%consumer budget effect-5 -0.1%-0

26、.010.0%3 770 1.2%37.310.2%net real reconciliationnos reconciliation2021/3/102021/3/102021/3/10accountability examples: country gm value contribution and flow; external relations, organization gbu gm p/l (incl. production + logistics costs, all overheads), inventory market planner forecast accuracy, % availability brand team lea