寶潔的戰(zhàn)略實(shí)施與系統(tǒng)控制(已修改)
2024-10-30 13:50 本頁面
【正文】 IMPLEMENTING STRATEGY amp。 CONTROL SYSTEMS AT Pamp。G 寶潔的戰(zhàn)略實(shí)施與系統(tǒng)控制 Gerry Kingham Finance Mgr. Pamp。G Nordic 財(cái)務(wù)經(jīng)理 Agenda 議程 ? Recap of previous lecture ? 前言 ? From global to local strategymaking ? 從全球到地區(qū)的戰(zhàn)略決策 ? Strategy example: Yes handdish ? 戰(zhàn)略例子 ? Management Control Systems ? 管控系統(tǒng) Choice Cascade to Define the Choices 選擇級(jí)別以確定選擇 What are our goals and Aspirations? Where will we Play? What Capabilities must be in place to win? How will we Win in chosen market? What Management Systems are required? 我們有哪些目標(biāo)和愿望 我們要做些什么？ 我們將如何贏得市場(chǎng) 我們需要什么樣的管理系統(tǒng) 實(shí)現(xiàn)雙贏的需要什么樣的能力 Choice Cascade to Define the Choices 選擇級(jí)別以確定選擇 What are our goals and Aspirations? Where will we Play? What Capabilities must be in place to win? How will we Win in chosen market? What Management Systems are required? 我們有哪些目標(biāo)和愿望 我們要做些什么？ 我們將如何贏得市場(chǎng) 我們需要什么樣的管理系統(tǒng) 實(shí)現(xiàn)雙贏的需要什么樣的能力 Recap on lecture 1 ? Where will we play? – Total Shareholder Return calculations by Global Business Unit – 全球范圍內(nèi)的股東總回報(bào)率的計(jì)算 ? How will we win? Commercial Strategy ? 我們要如何贏？商業(yè)戰(zhàn)略 – Focus on core brands – Consumer Is Boss – Win with winning customers – Competitive retail margins strong – Tailor Investments By Customer – Be Strong With Global Customers – Get the value equation right – Know the petitors ? What capabilities must be in place? ? 能力的定位（需要什么樣的能力定位） – Global matrix structure: Global Business Units (GBUs) and Market Development Organizations (MDOs) – Individual accountability, Work amp。 Development Plans 專注于核心品牌 消費(fèi)者才是老板 贏得顧客 零售利潤(rùn)率的競(jìng)爭(zhēng)力 量身打造投資客戶 全球客戶 獲得價(jià)值模式 了解競(jìng)爭(zhēng)對(duì)手 全球矩陣結(jié)構(gòu)：全球業(yè)務(wù)單位（ gbus ）及市場(chǎng)組織（ mdos ） 個(gè)人責(zé)任制，工作與發(fā)展計(jì)劃 HOMEWORK What share of shelf does YES have ? 市場(chǎng)占有率？ What do you think it has in market share ? 你怎么看市場(chǎng)上的占有率？ What do you learn from the pricing and sizing you see? Why might it be so ? 從價(jià)格和數(shù)量上看出什么？為什么會(huì)是這樣呢？ What influences the shelf positioning ? 是什么影響產(chǎn)品的定位？ What would your YES strategy be? 你的對(duì)應(yīng)策略是什么？ HOMEWORK What share of shelf does YES have ? Ca. 60%大約 60％ What do you think it has in market share ? Same as shelf share (6070%)占市場(chǎng)分額（ 60－ 70） What do you learn from the pricing and sizing you see? Why might it be so ?為什么會(huì)這樣？ Smaller sizes offer “extra benefits, but are more expensive pr. ml What influences the shelf positioning ? 是什么影響產(chǎn)品的定位 Looks like the big bottles are at the bottom 看起來像一個(gè)巨大的瓶底（瓶勁效應(yīng)） What would your YES strategy be? 您的策略是什么 Choice Cascade to Define the Choices What are our goals and Aspirations? Where will we Play? What Capabilities must be in place to win? How will we Win in chosen market? What Management Systems are required? 我們有哪些目標(biāo)和愿望 我們要做些什么？ 我們將如何贏得市場(chǎng) 我們需要什么樣的管理系統(tǒng) 實(shí)現(xiàn)雙贏的需要什么樣的能力 Implementing strategy 實(shí)施策略 First: Understanding the customer 第一：了解客戶 HOW WILL WE WIN? Retail is still fragmented Share of top 50 public panies, 1998 1998年零售業(yè)占有率前 50家的企業(yè) 999995918633322616Energy能源 Automotive汽車 Pharmaceuticals。 diagnostics醫(yī)藥 Electronics電子 Tele電信 Packaged goods包裝 Financial industries金融 Chemicals化工 Retail零售 Source: Global Vantage。 McKinsey 84565241319Energy能源 Financial institutions金融 Automotive汽車 Retail零售 Packaged goods包裝 Electronics電子 Average number of countries of operation for largest panies (1998) 國(guó)家運(yùn)作的大公司 Note: Largest panies defined by total revenue注：公司所確定的總的收入來源 Source: Hoovers。 McKinsey資料來源： Number of countries of operation for most global panies Mobil美孚 140 Royal Dutch Shell殼牌 130 Citigroup花旗 100 HSBC匯豐 79 Siemens西門子 190 Toshiba東芝 81 Nestle雀巣 80+ Procter amp。 Gamble寶潔 120 Fiat菲亞特 60 General Motors通用 52 Carrefour家樂福 26 Ahold ？ 28 Retailing is still local零售業(yè)的地方性 HOW WILL WE WIN? 一些全球性的大公司是由國(guó)家運(yùn)作的 * Only disclosed deal considerations in excess of USD 25 million Source: Amdata。 Thomson Financial Securities。 McKinsey analysis 2 . 91 2 . 12 . 34 . 19 . 07 . 00 . 71 . 02 . 22 . 90 . 10 . 73 . 04 . 70 . 50 . 1NonEuropean crossborder 非歐洲跨境 European crossborder 歐洲跨境 Domestic 國(guó)內(nèi) Growing European Mamp。A activities in Retail 在歐洲零售業(yè)的收購(gòu)活動(dòng)越來越多 USD b, deal volume* 使用美元 b,交易量 * 1994 1995 1996 1997 1998 1999 to September 只披露交易的考慮超過美元 2500萬 料來源： amdata 。湯姆森金融證券 。麥肯錫分析 There is a war out there 矛盾 Demand需求 ?Flat/falling share of wallet ?Flat/falling prices ?More demanding and plex consumers ?Shifting lifestyle and work patterns Supply供給 ?Overcapacity ?New entrants (etailers and retailers) ?Supplier consolidation ?Low availability/ rising cost of frontline labour ?Increasing real estate costs
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