领导胜任力模型

Contributors:OlivierSibonyisaPrincipalinMcKinsey’sParisOffice.AileenO’MalleyisanAssociatePrincipalinMcKinsey’sDublinOffice.UdoKopkaisanAssociatePrincipalinMcKinsey’sHamburgOffice.PeterFreedmanisaDirectorinMcKinsey’sLondonOfficeandHeadoftheEuropeanPackagedGoodsPracticeGettingoutoftheBoxInvestors–whetherintheNewEconomyortheOld–arelookingforstronggrowthpotential.Asaresult,manyhavemovedawayfromtheFMCGsector,wheregenerallysluggishsalesgrowthfallsfarshortoftheirexpectations.CanFMCGcompaniesgrowfaster?Wethinktheycan,buttheymayneedtolookbeyondtheconfinesof‘thebox’.Packagedgoodscompaniesareclearlystrugglinginthebattleforconsumers'spending.Indeed,their‘shareofconsumerwallet’hasbeensteadilydeclining.Inthepast,FMCGcompaniesfocusedlargelyonbattlingformarketshareagainstotherpackagedgoodsfirms,withinawell-definedsetofproductcategories.Butnow,consumershavesomuchmoretochoosefrom.Ontheonehand,technologyiscreatingvastnewproductcategories,suchasmobilephones,PersonalDigitalAssistants,andDVDplayers.Ontheother,consumersareincreasinglybuyingservicesand‘experiences’ratherthantheirconstituentparts.Thebattlegroundhasexpanded.AsmallbutgrowingnumberofFMCGcompanieshavebeguntorespondbythinking'outofthebox'–literally.Webelievethesecompanieswillfindlargeandattractiveopportunitiesinprovidingnotjustproductstoconsumers,butalsoservicesand‘experiences’.And,contrarytoconventionalwisdom,thecapabilitiesandskillsofmostleadingconsumergoodscompanieswillequipthemwelltopursuesuchopportunities.1Theconstraintsimposedby‘thebox’Formuchofthetwentiethcentury,packagedgoodsplayedaprominentroleinconsumers'perceptionsofprogress.Frompackagedfreshfoodstodisposablediaperstopreparedmeals,innovationsinFMCGtrulychangedpeople'slives,makingthemsafer,easierandmoreexciting.However,consumersinthedevelopedworldhavemovedon.Inarecentsurvey,weaskedrespondentswhichproductsandserviceshadmadeasignificantpositiveimpactontheirlivesinthepastthreeyears.Veryfewmentionedaconsumerpackagedgood.Mostcitedinnovationsinotherindustries,frommediaandtelecommunicationstoentertainmentandretailing.FMCGcompanieshavemovedmoreslowlythanconsumers.Mostcompaniestodaywouldstilldefinetheircorebusinessasthemanufactureandmarketingofbrandedconsumergoods.FordecadesaftertheSecondWorldWar,thisbusinessdefinitionmadeeminentsense–consumershadunmetneedsforinnovative,life-enhancingproducts.Butoverthepastfewdecades,innovationsinconsumergoodshavelostthepowertoexciteconsumers.FMCGcompanieshavetriedtocompensateforthislossbyestablishingpowerfulbrands.Atfirst,thesesucceededinwinningthehearts(andthewallets)ofconsumers.Butduringthepastdecade,thistrendtoohasreversed.Ofthetop20brandslistedinInterbrand'sbrandvaluesurveyin2000,onlyfourwerefromFMCGcompanies:Coca-Cola,Disney,MarlboroandGillette.ToppingthechartswerenameslikeMicrosoft,IBM,IntelandNokia.Notsurprisingly,thesetrendsshowupinconsumerspending.Twentyyearsago,consumerpackagedgoodsconstitutedtwothirdsofallhouseholdspendinginEurope,withservicesaccountingfortheremainder.Attheendofthe1990s,thepatternwasalmostreversed–servicesaccountedforalmost60%(Exhibit1).ButithasbeeneasyforFMCGcompaniestooverlookthischange:totalconsumerspendinghasbeengrowingfast,soabsolutespendingonpackagedgoodshascontinuedtorise–butonlyjust.23Examinedclosely,thisstronggrowthinspendingonserviceshashadtwodistinctcomponents.Atfirst,serviceofferingssimplyreplacedproducts.Forinstance,peopleincreasinglywentoutformealsinsteadofbuyingfoodtocookathome.Morerecently,anewtypeofvalue-addedservicehasemerged–wecallitan'experience'–forwhichconsumersarepreparedtopaymore.Intheholidayindustry,forexample,themajorityofmid-marketholidaymakerscannowbuyacompletepackageoftravelandentertainmentfromClubMed,whilenicheoperatorsdeliverexperiencestailoredtothedesiresofnumeroussmaller,moredefinedsegments.Experienceproviderslikethesenotonlyspareconsumersthetroubleofassemblingapackagefromseparatecomponentsbutalsoensurethattheexperiencehasaconsistentthemeandqualitythroughout.Thistrendtowardsdeliveringacompleteexperienceisvisibleinmanyotherindustries–fromfoodservice(e.g.,McDonald'sbirthdaypartiesandthemedrestaurantssuchasHardRockCafé)tocars(whichcannowbeleasedinpackagesthatincludemaintenanceandservice)1.1Foracompletediscussionof‘experience’versusplainservice,seePineandGilmore,TheExperienceEconomy,19994MappingtheconsumerexperienceuniverseProvidingpackagedproductsalone,therefore,missesoutonhugeamountsofconsumerspend.Wehavedevelopedafairlysimpletool–TheExperienceUniverseMap(EUMap)–toquantifyjusthowmuch.Tousethemap,youneedtoidentifythethreedifferenttypesofoccasiononwhichproductsareconsumedinmostFMCGcategories.ŸSelf-madeoccasions:Theconsumerbuysasetofingredientstoconsumesomewhereelse.Forexample,packagedcoffeeisboughttoconvertintoacupofcoffeeathome.ŸReady-madeoccasions:Theconsumerpurchasesaready-to-consumeproduct,suchasacupofcoffeefromavendingmachine.ŸExperienceoccasions:Theconsumerisinterestedinmorethanthetangibleproductandwantstoacquireacompleteexperience,suchasenjoyingacupofcoffeeintheenvironmentofacafe.TakeasanexamplethecoffeemarketinGermany.We