某公司的戰(zhàn)略實施與管控系統(tǒng)英文版

IMPLEMENTINGSTRATEGY&CONTROLSYSTEMSATP&G

寶潔的戰(zhàn)略實施與系統(tǒng)控制GerryKingham FinanceMgr.P&GNordic 財務經(jīng)理Agenda

議程Re-capofpreviouslecture前言Fromglobaltolocalstrategy-making從全球到地區(qū)的戰(zhàn)略決策Strategyexample:Yeshand-dish戰(zhàn)略例子ManagementControlSystems管控系統(tǒng)ChoiceCascadetoDefinetheChoices

選擇級別以確定選擇WhatareourgoalsandAspirations?WherewillwePlay?WhatCapabilitiesmustbeinplacetowin?HowwillweWininchosenmarket?WhatManagementSystemsarerequired?我們有哪些目標和愿望我們要做些什么？我們將如何贏得市場我們需要什么樣的管理系統(tǒng)實現(xiàn)雙贏的需要什么樣的能力ChoiceCascadetoDefinetheChoices

選擇級別以確定選擇WhatareourgoalsandAspirations?WherewillwePlay?WhatCapabilitiesmustbeinplacetowin?HowwillweWininchosenmarket?WhatManagementSystemsarerequired?我們有哪些目標和愿望我們要做些什么？我們將如何贏得市場我們需要什么樣的管理系統(tǒng)實現(xiàn)雙贏的需要什么樣的能力Re-caponlecture1Wherewillweplay?TotalShareholderReturncalculationsbyGlobalBusinessUnit全球范圍內(nèi)的股東總回報率的計算Howwillwewin?CommercialStrategy我們要如何贏？商業(yè)戰(zhàn)略FocusoncorebrandsConsumerIsBossWinwithwinningcustomersCompetitiveretailmarginsstrongTailorInvestmentsByCustomerBeStrongWithGlobalCustomersGetthevalueequationrightKnowthecompetitorsWhatcapabilitiesmustbeinplace?能力的定位（需要什么樣的能力定位）Globalmatrixstructure:GlobalBusinessUnits(GBUs)andMarketDevelopmentOrganizations(MDOs)Individualaccountability,Work&DevelopmentPlans專注于核心品牌

消費者才是老板

贏得顧客

零售利潤率的競爭力

量身打造投資客戶

全球客戶

獲得價值模式

了解競爭對手全球矩陣結(jié)構(gòu)：全球業(yè)務單位（gbus）及市場組織（mdos）

個人責任制，工作與發(fā)展計劃HOMEWORKWhatshareofshelfdoesYEShave?市場占有率？Whatdoyouthinkithasinmarketshare?你怎么看市場上的占有率？Whatdoyoulearnfromthepricingandsizingyousee?Whymightitbeso?從價格和數(shù)量上看出什么？為什么會是這樣呢？Whatinfluencestheshelfpositioning?是什么影響產(chǎn)品的定位？WhatwouldyourYESstrategybe?你的對應策略是什么？HOMEWORKWhatshareofshelfdoesYEShave?Ca.60%大約60％Whatdoyouthinkithasinmarketshare?Sameasshelfshare(60-70%)占市場分額（60－70）Whatdoyoulearnfromthepricingandsizingyousee?Whymightitbeso?為什么會這樣？Smallersizesoffer“extrabenefits,butaremoreexpensivepr.mlWhatinfluencestheshelfpositioning?是什么影響產(chǎn)品的定位Lookslikethebigbottlesareatthebottom看起來像一個巨大的瓶底（瓶勁效應）WhatwouldyourYESstrategybe?您的策略是什么

ChoiceCascadetoDefinetheChoicesWhatareourgoalsandAspirations?WherewillwePlay?WhatCapabilitiesmustbeinplacetowin?HowwillweWininchosenmarket?WhatManagementSystemsarerequired?我們有哪些目標和愿望我們要做些什么？我們將如何贏得市場我們需要什么樣的管理系統(tǒng)實現(xiàn)雙贏的需要什么樣的能力Implementingstrategy

實施策略

First:Understandingthecustomer

第一：了解客戶HOWWILLWEWIN?Retailisstillfragmented

Shareoftop50publiccompanies,1998

1998年零售業(yè)占有率前50家的企業(yè)Energy能源Automotive汽車Pharmaceuticals;diagnostics醫(yī)藥Electronics電子Telecom電信Packagedgoods包裝Financialindustries金融Chemicals化工Retail零售

Source: GlobalVantage;McKinseyEnergy能源Financial

institutions金融Automotive汽車Retail零售Packagedgoods包裝Electronics電子Averagenumberofcountriesofoperationforlargestcompanies(1998)國家運作的的大公司Note: Largestcompaniesdefinedbytotalrevenue注：公司所所確定的總總的收入來來源Source:Hoovers;McKinsey資料來源：：NumberofcountriesofoperationformostglobalcompaniesMobil美孚 140RoyalDutchShell殼牌 130Citigroup花旗 100HSBC匯豐 79Siemens西門子 190Toshiba東芝 81Nestle雀巣 80+Procter&Gamble寶潔 120Fiat菲亞特 60GeneralMotors通用 52Carrefour家樂福 26Ahold？ 28 Retailingisstilllocal零售業(yè)的地地方性HOWWILLWEWIN?一些全球性性的大公司司是由國家家運作的*OnlydiscloseddealconsiderationsinexcessofUSD25millionSource:Amdata;ThomsonFinancialSecurities;McKinseyanalysisNon-Europeancross-border非歐洲跨境境Europeancross-border歐洲跨境Domestic國內(nèi)GrowingEuropeanM&AactivitiesinRetail在歐洲零售售業(yè)的收購購活動越來來越多USDb,dealvolume*使用美元b,交易量*2.99.312.00.71994199519961997199812.41999toSeptember16.0只披露交易易的考慮超超過美元2500萬

料來源源：amdata;湯姆森金融融證券;麥肯錫分析析Thereisawaroutthere矛盾Demand需求Flat/fallingshareofwalletFlat/fallingpricesMoredemandingandcomplexconsumersShiftinglifestyleandworkpatternsSupply供給OvercapacityNewentrants(e-tailersandretailers)SupplierconsolidationLowavailability/risingcostoffrontlinelabourIncreasingrealestatecostsPowershiftingtoconsumersInternetisacceleratingtrendsSource:McKinseyHOWWILLWEWIN?我們將如何何贏？單位/份額下降單單位/價格下跌更更為艱巨巨和復雜的的消費者轉(zhuǎn)轉(zhuǎn)變生活活方式和工工作格局過剩

新加加入者（電電子零售商商和零售商商）供供應商整合合

低可用用性/成本上升的的人工越越來越多的的場地費用用權(quán)力轉(zhuǎn)移給給消費者互聯(lián)網(wǎng)加速速發(fā)展趨勢勢Sweden瑞典Mostconsolidatedretailmarketintheworld––theBIGarealreadyBIG成為在世界上多多數(shù)固定的的零售市場場中較大的的ICAowned50%byAholdICA擁有AHOLD50％Aholdhighlyfinanciallydrivencompany––EVAAHOLE是財務高度度至上的公公司－EVAMorepressureonICA………morepressureonsuppliers在ICA更多的壓力力在供應商商Wantshigherprofits,higherturnover,happierconsumers(differentiatethemselvesvs.Competition)想要更高的的利潤更高高的營業(yè)額額和更多的的消費者（（不同于主主場迎戰(zhàn)競競爭）HOWWILLWEWIN?我們將如何何贏？Nowweknowthecustomer……canwefindasweetspot?我們現(xiàn)在知知道了客戶戶我們可以以找到一個個最佳的方方法？Howwillwewin?我們將如何何贏ConsumeristheBOSSCoreBrandsWinwithwinningcustomersCompetitiveretailmarginsstrongTailorInvestmentsByCustomerBeStrongWithGlobalCustomersHowwillwewin––SweetSpot?我們?nèi)绾乌A贏得最佳的的方法Launchaproduct,withuniqueconsumerbenefits,withhighercustomermargins,thatdrivetotalTSRforP&G推出一個產(chǎn)產(chǎn)品，具有有獨特的消消費者得益益，為寶潔潔獲得更高高的客戶利利潤率專注于核心心品牌消消費者才是是老板贏贏得顧客零零售利潤潤率的競爭爭力

量身身打造投資資客戶全全球客戶獲獲得價值值模式了了解競爭對對手Havingtherightcapabilities有正確的能能力P&GtriestomirrorhowthecustomerworksWeworkinmultifunctionalteams,toaddresscomplexbusinessissuesInamatrixorganisationindividualaccountabilityisKEY寶潔試圖像像一面鏡子子試進行顧顧客服務我我們的工工作，在多多功能團隊隊，以解決決復雜的商商業(yè)問題在在矩陣組組織，個人人責任制是是關(guān)鍵GlobalAholdCustomerTeamOverviewAHOLD全球團隊P&GAholdGlobalTeam全球團隊Teamleader(VP)&MultifunctionalBasedinRotterdam總部設(shè)在鹿鹿特丹RegionalTeamsUSA,Europe,LatinAmerica,andAsia區(qū)域小組美美國，歐歐洲，拉丁丁美洲和亞亞洲RegionalCustomerHQ區(qū)域客戶總總部AholdManagementinZaandamLocalTeams-ICA/Hakon(AholdNordic)-Teamleader&multifunctionalteam當?shù)貙＜谊犼犖?ica/hakon（阿霍德北北歐）-teamleader＆多功能團團隊LocalCustomersICA/Hakon本地客戶國國際合作作社聯(lián)盟/hakon2022-12-2417LocalNordicTeam北歐團隊Sales:Teamleader,Keyaccountmanagers銷售：teamleader，重點客戶戶經(jīng)理Finance財務Marketing市場營銷Logistics物流Customermarketing客戶營銷Ordergroup,backofficesupport治安組后勤勤支持EveryoneontheteamknowstheirroleintheGOAL&whattheyareMEASUREDontoSUCCEED每個人清楚楚他們在團團隊中的作作用，用最最終目標的的實現(xiàn)來衡衡量他們的的成功LocalNordicTeam–accountability北歐團隊－職職責Sales:Teamleader,KeyaccountmanagersVolume,Share,CosttoserveFinanceCustomerprofit,effecientspendingMarketingShare,basketsize,traffic,categoryshareLogisticsShelfavailability,perfectorders,inventoriesOrdergroup,backofficesupportPerfectOrders,leadtimes,nooverdues銷售：teamleader，重點客戶經(jīng)經(jīng)理

數(shù)量，，共享，成本本，服務財財務

客戶利利潤，高效率率的消費市市場營銷市市場占有率，，貿(mào)易，物流流

貨架供貨貨，完善訂單單，存貨治治安組，后勤勤支持

完善善的訂單，交交貨期，，沒有逾期ControlSystems控制系統(tǒng)FinancialSalesFundamentalsIndividualPerformanceActionsteps金融

銷售基基本面

個人人業(yè)績

流程程步驟Reminder:OGSM提示：OGSMObjective目的

Goals目標

Strategies策略

Measures測量

Whatdoweneedtoachieve?我們究竟需要實現(xiàn)什么？

QuantitativeTargetofProgresstowardtheObjective,withinaspecificallydefinedtimeframe定量

目標

進展

方向客觀的

界定時間

計劃Howwewillachieveourgoals.Itmustmakeaspecificdecisionoritisnotastrategy.Areallygoodstrategyisasetofoneormorestatements,eachofwhichonlymakesonespecificdecision.Mechanismtoprovidethenumericalanswerwhichestablishesourpositionversusgoal(s)為消費者提供了數(shù)值答案確立了我們的立場與目標

WordsNumbersWordsNumbersWhat?How?我們將會怎樣樣實現(xiàn)我們的的目標。它必須是一個個具體決定而而不只是一個個戰(zhàn)略。一個真正好的的策略，是一一套一項或一一項以上的報報表，每一項項都只是一個個具體的決定定P&GMeasures:e.g.YesAromaLaunch寶潔的措施：：Objective:目的Securemarketleadershipwithinhand-dishbyofferingconsumersthebestvalueandbybeingthepreferredsupplierofhand-dishtoleadingcustomers爭取市場的領(lǐng)領(lǐng)導地位，另另一方面，為為提供消費者者最佳的價值值，并作為首選設(shè)設(shè)備供應商Goals(note:notactualnumbers):目標（注：非實際數(shù)數(shù)據(jù)）Growvolumeby5%Deliver$1,433MofvaluecontributiontothecompanyReach90%distributionin3monthsonAromaReach80%shareofshelf增長量5％

交付1433美元的價值貢貢獻給公司達達90％以上分布在在3個月內(nèi)

達到到百分之八十十的份額P&GMeasures:e.g.YesAromaLaunchStrategies策略launchflankerswhich:MatchunmetconsumerpreferencesGrowtotaltradeprofitabilityonYesbrandincreaseconsumerandcustomermarketingspendyear1tosecuretrialusedisplaystogetfastdistributionearlyinyeardonotincreasecurrentlevelanddepthofpromotionsMeasurements測量Volume:dailyshipmentreportsbycustomer成交量：由客客戶提供每天天的裝運報告告Sharesbyproductandcustomer:Weekly/MonthlyNielsendata股份公司的產(chǎn)產(chǎn)品和客戶：：每周/每月尼爾森數(shù)數(shù)據(jù)Marketpricesbyproductandcustomer:Weekly/MonthlyNielsendata市場價格是由由產(chǎn)品和客戶戶：每周/每月尼爾森數(shù)數(shù)據(jù)Budgets:actualsversuscommitments;$/unit算：實銀兩承承諾;元/單位Valuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)企業(yè)價值貢獻獻（品牌/產(chǎn)品/國家）：每每月的品牌利利潤估計（bpes）啟動兩項：1找尋消費者未未滿足的喜好好2成長，貿(mào)易總總額的盈利能能力是品牌使使用用監(jiān)控系統(tǒng)，，以獲當年得得快速分布不不增加現(xiàn)現(xiàn)有水平和深深度促銷FINANCIALFIRMPROCTER&GAMBLENORDICFinancialAnalysisHANDDISH-NORDICVALUECREATION@PLRATENORDICActualFY01/02FIRM02/03$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)測量

成交量量：每天裝運運報告

股份份公司的產(chǎn)品品和客戶：每每周/每月尼爾森數(shù)數(shù)據(jù)銷售基礎(chǔ)產(chǎn)品品和客戶：每每周/每月尼爾森數(shù)數(shù)據(jù)

預算：：實銀兩承諾諾

企業(yè)價值值貢獻（品牌牌/產(chǎn)品/國家）：每每月的品牌利利潤估計（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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成交量量：每天裝運運報告

股份份公司的產(chǎn)品品和客戶：每每周/每月尼爾森數(shù)數(shù)據(jù)銷售基礎(chǔ)產(chǎn)品品和客戶：每每周/每月尼爾森數(shù)數(shù)據(jù)

預算：：實銀兩承諾諾

企業(yè)價值值貢獻（品牌牌/產(chǎn)品/國家）：每每月的品牌利利潤估計（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)測量量成成交交量量：：每每天天裝裝運運報報告告股股份份公公司司的的產(chǎn)產(chǎn)品品和和客客戶戶：：每每周周/每月月尼尼爾爾森森數(shù)數(shù)據(jù)據(jù)銷售售基基礎(chǔ)礎(chǔ)產(chǎn)產(chǎn)品品和和客客戶戶：：每每周周/每月月尼尼爾爾森森數(shù)數(shù)據(jù)據(jù)預預算算：：實實銀銀兩兩承承諾諾企企業(yè)業(yè)價價值值貢貢獻獻（（品品牌牌/產(chǎn)品品/國家家））：：每每月月的的品品牌牌利利潤潤估估計計（（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競爭爭回回應應建建模模預預期期競競爭爭反反應應的的行行動動順順序序+他們們npvs確定定最最佳佳戰(zhàn)戰(zhàn)略略Whichgameswillweplay?E.g.alwaysmatchcompetition’’spromotiondepthE.g.neverdoin-storecoupons哪些些游游戲戲我我們們可可以以玩玩？？例例如如：：比比賽賽的的深深入入推推廣廣例例如如：：在在店店內(nèi)內(nèi)消消費費券券PossibleExplanationsConsumervalueequation?Ispricepremiumtoohigh?DidweoverestimatedemandforAromaproducts?–mostlikelyOK;off-takehighwheredistributed+repurchaseratehigh消費者價價值公式式？是是溢溢價過高高？我們們高估需需求香氣氣的產(chǎn)品品呢？-最有可能能確定;場外采取取高的地地方派發(fā)發(fā)+回購利率率高企OrganizationalcapabilityDowehaveenoughsalesrepcoverage?DoesYeshavepriorityinsalescycle?yes,butmanystoreownersarerejecting組織能力力我我們是否否有足夠夠的推銷銷員覆蓋蓋？確實實是有優(yōu)優(yōu)先銷售售周期？？是是的，，但許多多店家都都拒絕Commercialstrategyistrademarginrecommendedtoolow?Isvalueforcustomernotclearlydefined?商業(yè)戰(zhàn)略略是是交易保保證金推推薦太低低呢？是是價值，，為用戶戶沒有明明確界定定呢？Possibleexplanation:storeownersnotclearonaddedvalue––donotwishtoreplaceproducts,donothavemorespaceinstoreformoreproducts,anddonotwantcomplexityofmorecodesinsystem解釋：店店家并不不清晰附附加值-不想取代代產(chǎn)品，，沒有更更多的空空間儲存存更多的的產(chǎn)品，，以及不不想復雜雜的多碼碼系統(tǒng)YesAromaLaunchMeasurementsVolume:dailyshipmentreportsbycustomerSharesbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataBudgets:actualsversuscommitmentsValuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)測量成成交量：：每天裝裝運報告告

股份份公司的的產(chǎn)品和和客戶：：每周/每月尼爾爾森數(shù)據(jù)據(jù)

銷售售基礎(chǔ)產(chǎn)產(chǎn)品和客客戶：每每周/每月尼爾爾森數(shù)據(jù)據(jù)

預算算：實銀銀兩承諾諾

企業(yè)業(yè)價值貢貢獻（品品牌/產(chǎn)品/國家）：：每月月的品牌牌利潤估估計（bpes）howdowereflectnewforecastandwhatdowedo?我們應該該如何反反映新的的預測和和我們該該做什么么？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:行動步驟E.g.SeptemberBPE例如9月的BPEWearebelowvolumetarget.我們下面的具具體目標Salesfundamentalsshowthatwearelowondistribution(priceandsharewhereinstoreontarget).銷售基本面表表明，我們是是低的分布（（價格和分享享在店目標））Repurchaserateishighamongconsumer–theproductworks.回購利率是高高消費－產(chǎn)品品工程。Only175ofestimated300displaysofAromahavebeensold–storeownersreluctanttotakeinnewproduct.估計300只有175售出－店主不不愿承擔新產(chǎn)產(chǎn)品BrandteammeetswithSalesteamstodiscusspossibleactions.品牌團隊與銷銷售團隊交流流，討論可能能采取的行動動ACTIONSTEPS:行動步驟E.g.SeptemberBPEWetakebackbudgetcommitmentswhollybasedonvolume,thismoneycanbemadeavailableforre-investment.我們收回預算算的承諾全出出貨量為基礎(chǔ)礎(chǔ)，這筆錢可可以供再投資資。Decision:distributionandyear-1volumeisvital.Weneedtore-deployfundsforadisplay-drive.決定：分布和和今年1是至關(guān)重要的的。我們需要要重新調(diào)配資資金，供驅(qū)動動。Tryone-timeirresistibleofferwithnewtradeleafletspecifyingrationalebehindYesAroma.嘗試一次性不不可阻擋的offerEffectoncontribution:highercustomermarketingbudgets%NOS,butreachcriticalvolumeandtrialinyear1.對貢獻：在第第1年高級客戶營營銷預算的％％數(shù)，達到臨臨界數(shù)量和試試驗NewfinancialsarecommunicatedtoGBUviaBrandProfitEstimate.FullreconciliationsaresentbyFinance.派出財務充分分對帳，將新新的財務狀況況傳達給gbu通過品牌獲利利預估PERFORMANCETRACKINGAccountabilityAccountabilityexamples:職責的例子countryGM––valuecontributionandflow; externalrelations,organization國家通用汽車車-企業(yè)價值貢獻獻和流量;對外關(guān)系，組組織GBUGM–P/L(incl.Production+logisticscosts,alloverheads),inventorygbu通用汽車---/升（含生產(chǎn)+物流成本，所所有間接成本本），存貨marketplanner––forecastaccuracy,%availability市場企劃-預報準確率，，％供貨brandteamleader–contribution,volume,shares,organization品牌團隊領(lǐng)導導人-貢獻，數(shù)量，，股權(quán)，組織織customerteamleader––volume,sales fundamentals,organization消費團隊-量，銷售基本本面，組PERFORMANCETRACKINGWork&De