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IMPLEMENTINGSTRATEGY&CONTROLSYSTEMSATP&G宝洁的战略实施与系统控制GerryKinghamFinanceMgr.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-caponlecture1•Wherewillweplay?–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–Focusoncorebrands–ConsumerIsBoss–Winwithwinningcustomers–Competitiveretailmarginsstrong–TailorInvestmentsByCustomer–BeStrongWithGlobalCustomers–Getthevalueequationright–Knowthecompetitors•Whatcapabilitiesmustbeinplace?•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HOMEWORK-WhatshareofshelfdoesYEShave?-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？HOMEWORK-WhatshareofshelfdoesYEShave?-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,butaremore-expensivepr.ml-Whatinfluencestheshelfpositioning?-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?RetailisstillfragmentedShareoftop50publiccompanies,19981998年零售业占有率前50家的企业999995918633322616Energy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;McKinsey84565241319Energy能源Financialinstitutions金融Automotive汽车Retail零售Packagedgoods包装Electronics电子Averagenumberofcountriesofoperationforlargestcompanies(1998)国家运作的大公司Note:Largestcompaniesdefinedbytotalrevenue注：公司所确定的总的收入来源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？28Retailingisstilllocal零售业的地方性HOWWILLWEWIN?一些全球性的大公司是由国家运作的*OnlydiscloseddealconsiderationsinexcessofUSD25millionSource:Amdata;ThomsonFinancialSecurities;McKinseyanalysis2.912.12.34.19.07.00.71.02.22.90.10.73.04.70.50.1Non-Europeancross-border非欧洲跨境Europeancross-border欧洲跨境Domestic国内GrowingEuropeanM&AactivitiesinRetail在欧洲零售业的收购活动越来越多USDb,dealvolume*使用美元b,交易量*2.99.312.00.71994199519961997199812.41999toSeptember16.0只披露交易的考虑超过美元2500万料来源：amdata;汤姆森金融证券;麦肯锡分析Thereisawaroutthere矛盾Demand需求•Flat/fallingshareofwallet•Flat/fallingprices•Moredemandingandcomplexconsumers•ShiftinglifestyleandworkpatternsSupply供给•Overcapacity•Newentrants(e-tailersandretailers)•Supplierconsolidation•Lowavailability/risingcostoffrontlinelabour•IncreasingrealestatecostsPowershiftingtoconsumersInternetisacceleratingtrendsSource:McKinseyHOWWILLWEWIN?我们将如何赢？单位/份额下降单位/价格下跌更为艰巨和复杂的消费者转变生活方式和工作格局过剩新加入者（电子零售商和零售商）供应商整合低可用性/成本上升的人工越来越多的场地费用权力转移给消费者互联网加速发展趋势Sweden瑞典•Mostconsolidatedretailmarketintheworld–theBIGarealreadyBIG•成为在世界上多数固定的零售市场中较大的•ICAowned50%byAhold•ICA拥有AHOLD50％•Aholdhighlyfinanciallydrivencompany–EVA•AHOLE是财务高度至上的公司－EVA•MorepressureonICA……morepressureonsuppliers•在ICA更多的压力在供应商•Wantshigherprofits,higherturnover,happierconsumers(differentiatethemselvesvs.Competition)•想要更高的利润更高的营业额和更多的消费者（不同于主场迎战竞争）HOWWILLWEWIN?我们将如何赢？Nowweknowthecustomer…canwefindasweetspot?我们现在知道了客户我们可以找到一个最佳的方法？•Howwillwewin?我们将如何赢–ConsumeristheBOSS–CoreBrands–Winwithwinningcustomers-Competitiveretailmarginsstrong-TailorInvestmentsByCustomer-BeStrongWithGlobalCustomers•Howwillwewin–SweetSpot?我们如何赢得最佳的方法Launchaproduct,withuniqueconsumerbenefits,withhighercustomermargins,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•P&Gtriestomirrorhowthecustomerworks•Weworkinmultifunctionalteams,toaddresscomplexbusinessissues•InamatrixorganisationindividualaccountabilityisKEY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P&GAholdGlobalTeam全球团队Teamleader(VP)&Multifunct