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1、宝洁战略管理模型ChoiceCascadetoDefinetheChoices选择级别以确定选择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-caponlecture1 Wherewillweplay?Wherewillweplay?T
2、otalShareholderReturncalculationsbyGlobalBusinessUnitTotalShareholderReturncalculationsbyGlobalBusinessUnit 全球范围内的股东总回报率的计算全球范围内的股东总回报率的计算 Howwillwewin?CommercialStrategyHowwillwewin?CommercialStrategy 我们要如何赢？商业战略我们要如何赢？商业战略 FocusoncorebrandsFocusoncorebrands ConsumerIsBossConsumerIsBoss Winwithwinn
3、ingcustomersWinwithwinningcustomers CompetitiveretailmarginsstrongCompetitiveretailmarginsstrong TailorInvestmentsByCustomerTailorInvestmentsByCustomer BeStrongWithGlobalCustomersBeStrongWithGlobalCustomers GetthevalueequationrightGetthevalueequationright KnowthecompetitorsKnowthecompetitors Whatcap
4、abilitiesmustbeinplace?Whatcapabilitiesmustbeinplace?能力的定位（需要什么样的能力定位）能力的定位（需要什么样的能力定位）Globalmatrixstructure:GlobalBusinessUnits(GBUs)andMarketDevelopmentGlobalmatrixstructure:GlobalBusinessUnits(GBUs)andMarketDevelopmentOrganizations(MDOs)Organizations(MDOs)Individualaccountability,Work&Development
5、PlansIndividualaccountability,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HOMEWORK-WhatshareofshelfdoesYEShave?WhatshareofshelfdoesYEShave?-市场占有率？市场占有率？市场占有率？市场占有率？-Whatdoyouthinkithasinmarketshare?Whatdoyouthinkithasinmarketshar
6、e?-你怎么看市场上的占有率？你怎么看市场上的占有率？你怎么看市场上的占有率？你怎么看市场上的占有率？-Whatdoyoulearnfromthepricingandsizingyousee?Whatdoyoulearnfromthepricingandsizingyousee?-Whymightitbeso?Whymightitbeso?-从价格和数量上看出什么？为什么会是这样呢？从价格和数量上看出什么？为什么会是这样呢？从价格和数量上看出什么？为什么会是这样呢？从价格和数量上看出什么？为什么会是这样呢？-Whatinfluencestheshelfpositioning?Whatinflu
7、encestheshelfpositioning?-是什么影响产品的定位？是什么影响产品的定位？是什么影响产品的定位？是什么影响产品的定位？-WhatwouldyourYESstrategybe?WhatwouldyourYESstrategybe?-你的对应策略是什么？你的对应策略是什么？你的对应策略是什么？你的对应策略是什么？HOMEWORK-WhatshareofshelfdoesYEShave?WhatshareofshelfdoesYEShave?-Ca.60%Ca.60%大约大约大约大约6060-Whatdoyouthinkithasinmarketshare?Whatdoyout
8、hinkithasinmarketshare?-Sameasshelfshare(60-70%)Sameasshelfshare(60-70%)占市场分额（占市场分额（占市场分额（占市场分额（60607070）-Whatdoyoulearnfromthepricingandsizingyousee?Whatdoyoulearnfromthepricingandsizingyousee?-Whymightitbeso?Whymightitbeso?为什么会这样？为什么会这样？为什么会这样？为什么会这样？-Smallersizesoffer“extrabenefits,butaremoreSmal
9、lersizesoffer“extrabenefits,butaremore-expensivepr.mlexpensivepr.ml-Whatinfluencestheshelfpositioning?Whatinfluencestheshelfpositioning?-是什么影响产品的定位是什么影响产品的定位是什么影响产品的定位是什么影响产品的定位-LookslikethebigbottlesareatthebottomLookslikethebigbottlesareatthebottom-看起来像一个巨大的瓶底（瓶劲效应）看起来像一个巨大的瓶底（瓶劲效应）看起来像一个巨大的瓶底（瓶劲效
10、应）看起来像一个巨大的瓶底（瓶劲效应）-WhatwouldyourYESstrategybe?WhatwouldyourYESstrategybe?-您的策略是什么您的策略是什么您的策略是什么您的策略是什么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
11、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实施策略实施策略First:Understandingthecustomer第一：了解客户第一：了解客户HOWWILLWEWIN?RetailisstillfragmentedShareoftop50publiccompanies,1998Shareoftop50publiccompanies,199819981998年零售业占有率前年零售业占有率前年零售业占有率前年零售业占有率前5050家的企业家的企业家的企业家的企业EnergyEnergy能源能源能源能源AutomotiveAutomotive汽
12、车汽车汽车汽车 Pharmaceuticals;diagnosticsPharmaceuticals;diagnostics医药医药医药医药ElectronicsElectronics电子电子电子电子TelecomTelecom电信电信电信电信Packaged goodsPackaged goods包装包装包装包装Financial industriesFinancial industries金融金融金融金融ChemicalsChemicals化工化工化工化工RetailRetail零售零售零售零售Source:Source:Global Vantage;McKinseyGlobal Vant
13、age;McKinseyEnergyEnergy能源能源能源能源FinancialFinancialinstitutionsinstitutions金融金融金融金融AutomotiveAutomotive汽汽汽汽车车车车RetailRetail零售零售零售零售PackagedPackagedgoodsgoods包装包装包装包装ElectronicsElectronics电子电子电子电子Average number of countries of operation Average number of countries of operation for largest companies(19
14、98)for largest companies(1998)国家运作的大公司国家运作的大公司国家运作的大公司国家运作的大公司Note:Note:Largest companies defined by total revenueLargest companies defined by total revenue注：公司所确定的总的收入来源注：公司所确定的总的收入来源注：公司所确定的总的收入来源注：公司所确定的总的收入来源Source:Source:Hoovers;McKinseyHoovers;McKinsey资料来源：资料来源：资料来源：资料来源：Number of countries of
15、 operation Number of countries of operation for most global companiesfor most global companiesMobilMobil美孚美孚美孚美孚140140Royal Dutch ShellRoyal Dutch Shell壳牌壳牌壳牌壳牌130130CitigroupCitigroup花旗花旗花旗花旗100100HSBCHSBC汇丰汇丰汇丰汇丰7979SiemensSiemens西门子西门子西门子西门子190190ToshibaToshiba东芝东芝东芝东芝8181NestleNestle雀巣雀巣雀巣雀巣80+8
16、0+Procter&GambleProcter&Gamble宝洁宝洁宝洁宝洁120120FiatFiat菲亚特菲亚特菲亚特菲亚特6060General MotorsGeneral Motors通用通用通用通用5252CarrefourCarrefour家乐福家乐福家乐福家乐福2626Ahold Ahold？2828Retailingisstilllocal零售业的地方性零售业的地方性HOWWILLWEWIN?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 millionOnly disclosed
17、deal considerations in excess of USD 25 millionSource:Source:Amdata;Thomson Financial Securities;McKinsey analysisAmdata;Thomson Financial Securities;McKinsey analysisNon-European Non-European cross-bordercross-border非欧洲跨境非欧洲跨境非欧洲跨境非欧洲跨境European European cross-bordercross-border欧洲跨境欧洲跨境欧洲跨境欧洲跨境Domes
18、ticDomestic国内国内国内国内GrowingEuropeanM&AactivitiesinRetail在欧洲零售业的收购活动越来越多在欧洲零售业的收购活动越来越多USDb,dealvolume*USDb,dealvolume*使用美元使用美元使用美元使用美元b,b,交易量交易量交易量交易量*2.92.99.39.312.012.00.70.7199419941995199519961996199719971998199812.412.41999 to 1999 to SeptemberSeptember16.016.0只披露交易的考虑超过美元2500万料来源：amdata;汤姆森金融证
19、券;麦肯锡分析Thereisawaroutthere矛盾矛盾DemandDemand需求需求需求需求 Flat/falling share of Flat/falling share of walletwallet Flat/falling pricesFlat/falling prices More demanding More demanding and complex and complex consumersconsumers Shifting lifestyle Shifting lifestyle and work patternsand work patternsSupplySu
20、pply供给供给供给供给 OvercapacityOvercapacity New entrants New entrants(e-tailers and(e-tailers and retailers)retailers)Supplier Supplier consolidationconsolidation Low availability/Low availability/rising cost of rising cost of frontline labourfrontline labour Increasing real Increasing real estate costses
21、tate costsPower shifting Power shifting to consumersto consumersInternet is accelerating trendsInternet is accelerating trendsSource:Source:McKinseyMcKinseyHOWWILLWEWIN?我们将如何赢？单位单位/份额下降份额下降单位单位/价格下跌价格下跌更为艰巨和复杂的消费者更为艰巨和复杂的消费者转变生活方式和工作格局转变生活方式和工作格局过剩过剩新加入者（电子零售商和零售商）新加入者（电子零售商和零售商）供应商整合供应商整合低可用性低可用性/成
22、本上升的人工成本上升的人工越来越多的场地费用越来越多的场地费用权力转移给消费者权力转移给消费者互联网加速发展趋势Sweden瑞典瑞典 MostconsolidatedretailmarketintheworldtheBIGarealreadyBIGMostconsolidatedretailmarketintheworldtheBIGarealreadyBIG 成为在世界上多数固定的零售市场中较大的成为在世界上多数固定的零售市场中较大的 ICAowned50%byAholdICAowned50%byAhold ICAICA拥有拥有AHOLD50AHOLD50 Aholdhighlyfinanc
23、iallydrivencompanyEVAAholdhighlyfinanciallydrivencompanyEVA AHOLEAHOLE是财务高度至上的公司是财务高度至上的公司EVAEVA MorepressureonICAmorepressureonsuppliersMorepressureonICAmorepressureonsuppliers 在在ICAICA更多的压力在供应商更多的压力在供应商 Wantshigherprofits,higherturnover,happierconsumers(differentiateWantshigherprofits,higherturnov
24、er,happierconsumers(differentiatethemselvesvs.Competition)themselvesvs.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）竞争）HOWWILLWEWIN?我们将如何赢？Nowweknowthecustomercanwefindasweetspot?我们现在知道了客户我们可以找到一个最我们现在知道了客户我们可以找到一个最佳的方法？佳的方法？Howwillwewin?Howwillwewin?我们将如何赢我们将如何赢 Consumeris
25、theBOSSConsumeristheBOSS CoreBrandsCoreBrands WinwithwinningcustomersWinwithwinningcustomers-CompetitiveretailmarginsstrongCompetitiveretailmarginsstrong-TailorInvestmentsByCustomerTailorInvestmentsByCustomer-BeStrongWithGlobalCustomersBeStrongWithGlobalCustomers HowwillwewinSweetSpot?HowwillwewinSw
26、eetSpot?我们如何赢得最佳的方法我们如何赢得最佳的方法Launchaproduct,withuniqueconsumerbenefits,withLaunchaproduct,withuniqueconsumerbenefits,withhighercustomermargins,thatdrivetotalTSRforP&Ghighercustomermargins,thatdrivetotalTSRforP&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
27、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Havingtherightcapabilities有正确的能力有正确的能力P&GtriestomirrorhowthecustomerworksP&GtriestomirrorhowthecustomerworksWeworkinmultifunctionalteams,toaddressWeworkinmultifunctionalteams,toaddresscomplexbusinessissuescomplexbusinessissuesInamatrixorganisationindividualaccountabilityIna
28、matrixorganisationindividualaccountabilityisKEYisKEY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GlobalAholdCustomerTeamOverviewAHOLD全球团队全球团队P&GAholdGlobal Team全球团队Teamleader(VP)&MultifunctionalBased in Rotterdam总部设在鹿特丹Regional TeamsUSA,Europe,Latin America,andAsia区域小组美国，欧洲，拉丁美洲和亚洲Regional C
29、ustomer HQ区域客户总部Ahold Managementin ZaandamLocal 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 CustomersICA/Hakon本地客户国际合作社联盟/hakon2022-11-2715LocalNordicTeam北欧团队北欧团队Sales:Teamleader,KeyaccountmanagersSales:Teamleader,Keyaccountmanagers销售：tea
30、mleader，重点客户经理FinanceFinance财务MarketingMarketing市场营销LogisticsLogistics物流CustomermarketingCustomermarketing客户营销Ordergroup,backofficesupportOrdergroup,backofficesupport治安组后勤支持EveryoneontheteamknowstheirroleintheGOAL&whattheyareMEASUREDontoSUCCEED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LocalNordicTeamaccountabi
31、lity北欧团队职责北欧团队职责Sales:Teamleader,KeyaccountmanagersSales:Teamleader,Keyaccountmanagers Volume,Share,CosttoserveVolume,Share,CosttoserveFinanceFinance Customerprofit,effecientspendingCustomerprofit,effecientspendingMarketingMarketing Share,basketsize,traffic,categoryshareShare,basketsize,traffic,cate
32、goryshareLogisticsLogistics Shelfavailability,perfectorders,inventoriesShelfavailability,perfectorders,inventoriesOrdergroup,backofficesupportOrdergroup,backofficesupport PerfectOrders,leadtimes,nooverduesPerfectOrders,leadtimes,nooverdues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
33、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ControlSystems控制系统控制系统1.FinancialFinancial2.SalesFundamentalsSalesFundamentals3.IndividualPerformanceIndividualPerformance4.ActionstepsActionsteps金融销售基本面个人业绩流程步骤Reminder:OGSM提示：提示：OGSMObjectiveObjective目的目的目的目的 GoalsGoals目标目标目标目标 StrategiesStrategies策略策略策略策略 MeasuresM
34、easures测量测量测量测量 What do we need to achieve?我们究竟需我们究竟需我们究竟需我们究竟需要实现什么要实现什么要实现什么要实现什么？Quantitative Target ofProgresstoward theObjective,withina specificallydefined timeframe定量定量定量定量目标目标目标目标进展进展进展进展方向方向方向方向客观的客观的客观的客观的界定时间界定时间界定时间界定时间计划计划计划计划How we willachieve ourgoals.It must makea specificdecision or
35、it is not astrategy.A really goodstrategy isa set of one ormore statements,each of which only makesone specificdecision.Mechanism toprovide thenumericalanswer whichestablishes ourposition versusgoal(s)为消费者提供了数为消费者提供了数为消费者提供了数为消费者提供了数值答案确立了我们值答案确立了我们值答案确立了我们值答案确立了我们的立场与目标的立场与目标的立场与目标的立场与目标 WordsWords
36、NumbersNumbersWordsWordsNumbersNumbersWhat?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&GMeasures:e.g.YesAromaLaunch宝洁的措施：宝洁的措施：Objective:Objective:目的目的Securemarketleadershipwithinhand-dishbyofferingconsumersthebestvalueandSecuremarketleadershipwithinhand-dishbyoffering
37、consumersthebestvalueandbybeingthepreferredsupplierofhand-dishtoleadingcustomersbybeingthepreferredsupplierofhand-dishtoleadingcustomers争取市场的领导地位，另一方面，为提供消费者最佳的价值，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并作为首选设备供应商 GoalsGoals(note:notactualnumbersnote:notactualnumbers):目标（目标（注：非实际数据注：非实际数据）Growvolumeby5
38、%Growvolumeby5%Deliver$1,433MofvaluecontributiontothecompanyDeliver$1,433Mofvaluecontributiontothecompany Reach90%distributionin3monthsonAromaReach90%distributionin3monthsonAroma Reach80%shareofshelfReach80%shareofshelf增长量增长量5 5 交付交付14331433美元的价值贡献给公司美元的价值贡献给公司达达9090以上分布在以上分布在3 3个月内个月内达到百分之八十的份额达到百分
39、之八十的份额P&GMeasures:e.g.YesAromaLaunch StrategiesStrategies策略策略 launchflankerswhich:launchflankerswhich:MatchunmetconsumerpreferencesMatchunmetconsumerpreferences GrowtotaltradeprofitabilityonYesbrandGrowtotaltradeprofitabilityonYesbrand increaseconsumerandcustomermarketingspendyear1tosecuretrialincre
40、aseconsumerandcustomermarketingspendyear1tosecuretrial usedisplaystogetfastdistributionearlyinyearusedisplaystogetfastdistributionearlyinyear donotincreasecurrentlevelanddepthofpromotionsdonotincreasecurrentlevelanddepthofpromotions MeasurementsMeasurements测量测量 Volume:dailyshipmentreportsbycustomerV
41、olume:dailyshipmentreportsbycustomer成交量：由客户提供每天的装运报成交量：由客户提供每天的装运报告告 Sharesbyproductandcustomer:Weekly/MonthlyNielsendataSharesbyproductandcustomer:Weekly/MonthlyNielsendata 股份公司的产品和客户：每周股份公司的产品和客户：每周/每月尼尔森数据每月尼尔森数据 Marketpricesbyproductandcustomer:Weekly/MonthlyNielsendataMarketpricesbyproductandcu
42、stomer:Weekly/MonthlyNielsendata 市场价格是由产品和客户：每周市场价格是由产品和客户：每周/每月尼尔森数据每月尼尔森数据 Budgets:actualsversuscommitments;$/unitBudgets:actualsversuscommitments;$/unit 算：实银两承诺算：实银两承诺;元元/单位单位 Valuecontribution(Brand/Product/Country):monthlyBrandProfitEstimatesValuecontribution(Brand/Product/Country):monthlyBrand
43、ProfitEstimates(BPEs)(BPEs)企业价值贡献（品牌企业价值贡献（品牌/产品产品/国家）国家）：每月的品牌利润估计（：每月的品牌利润估计（bpesbpes）启动两项：1找寻消费者未满足的喜好2成长，贸易总额的盈利能力是品牌使用监控系统，以获当年得快速分布不增加现有水平和深度促销FINANCIALFIRMPROCTER&GAMBLE NORDICFinancial AnalysisHANDDISH-NORDIC VALUE CREATION PL RATENORDICActual FY01/02FIRM 02/03$M$/ml%sales$M$/ml%salesVolume1
44、00 105 Volume(Index vs.YA)101 105 Net Realization4 000 40.00 4 100 39.05 Price Reductions(25)0.25-(0.7%)(30)0.29-(0.8%)Customer Marketing(250)2.50-(6.7%)(300)2.86-(8.0%)NET OUTSIDE SALES3 725 37.25 3 770 35.90 (Index vs.YA)103.1 100.0 COST OF GOODS SOLD1 200 12.00 32.2%1 260 12.00 33.4%GROSS MARGIN$
45、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 13.65 38.0%Annual Growth rate90-10%95-5%YesAromaLaunchMeasurementsMeasurements Volume:dailyshipmentreportsbycustomerVolume:dailysh
46、ipmentreportsbycustomer Sharesbyproductandcustomer:Weekly/MonthlyNielsendataSharesbyproductandcustomer:Weekly/MonthlyNielsendata SalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendataSalesFundamentalsbyproductandcustomer:Weekly/MonthlyNielsendata Budgets:actualsversuscommitmentsBudgets:actu
47、alsversuscommitments Valuecontribution(Brand/Product/Country):monthlyBrandProfitEstimatesValuecontribution(Brand/Product/Country):monthlyBrandProfitEstimates(BPEs)(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（bpesVolumeTrackingdailyreportbycustomer/bra
48、ndonintranetlookintodatabaseforshipmentsbyproductTotal Shipment days 23Act shipments days gone11Act time gone(of month)48%BRANDvs.ESTTodays OrderAvg Bal Ship to FIRMESTORDEREDArielxx%xxBoldxx%xxTotal Fabric Carexx%xxFebrezexx%xxSwifferxx%xxMr Properxx%xxYes/Fairy HD7.913.03.930%0.3Yes/Fairy ADWxx%xx
49、Total Home Carexx%xxF&HC Totalxx%xxNORDICVolumeTrackingNORDIC-DAILY SHIPMENTS IN SUMONTH UP TO 102-9-26 2:25(NB!Year 100=2000(program error)!T o drill to customer details,double-click total Nordic layer!6/6 reyaLICA SWEDEN80996250 YES ADW TABLET2002441 YES ADW TABLETS2004818 YES ADW 3XACTIV26819 YES
50、 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 LEMO80991882 YES ULTRA LEMO80968636 YES ULTRA LEMO80991874 YES ULTRA LEMONEW BUS SU(BU)SHIPMENTS SU(BU)PEND ORD SU(BU)DATED ORD SU