【正文】 Individual accountability, Work amp。IMPLEMENTING STRATEGY amp。 Development Plans 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 HOMEWORK What share of shelf does YES have ? 市場占有率？ What do you think it has in market share ? 你怎么看市場上的占有率？ What do you learn from the pricing and sizing you see? Why might it be so ? 從價格和數(shù)量上看出什么？為什么會是這樣呢？ What influences the shelf positioning ? 是什么影響產(chǎn)品的定位？ What would your YES strategy be? 你的對應策略是什么？ 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%)占市場分額（ 60－ 70） What do you learn from the pricing and sizing you see? Why might it be so ?為什么會這樣？ 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 看起來像一個巨大的瓶底（瓶勁效應） 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 Implementing strategy 實施策略 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。 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家運作的 * Only disclosed deal considerations in excess of USD 25 million Source: Amdata。湯姆森金融證券 。G Ahold Global Team全球團隊 Teamleader (VP) amp。 它必須是一個具體決定而不只是一個戰(zhàn)略。 $/unit – 算：實銀兩承諾 。GAMBLE. YES. YES LI CON APPLE. YES LI CON FLORAL BREEZE. YES LI CON LEMON. YES LI CON OTHER. GRUMME. VIPS. ICA. ALL OTHER BRAND. SKONA. KF. ANGLAMARK. BLA VIT. NOPA. . Aroma is cannibalizing as expected. Yes Aroma Launch ? Measurements – Volume: daily shipment reports by customer – Shares by product and customer: Weekly /Monthly Nielsen data – Sales Fundamentals by product and customer: Weekly /Monthly Nielsen data – Budgets: actuals versus mitments – Value contribution (Brand/Product/Country): monthly Brand Profit Estimates (BPEs) 測量 成交量：每天裝運報告 股份公司的產(chǎn)品和客戶：每周 /每月尼爾森數(shù)據(jù) 銷售基礎(chǔ)產(chǎn)品和客戶：每周 /每月尼爾森數(shù)據(jù) 預算：實銀兩承諾 企業(yè)價值貢獻（品牌 /產(chǎn)品 /國家） ：每月的品牌利潤估計（ bpes Sales Fundamentals Tracking … and also display WD, feature share, shelf share, etc. YES AROMA APPLE Price Per Unit Without Promo (SFT) P12M P6M nov dec jan vs 196。D DISCOUNT 99% VIVO STOCKHOLM 102% BERGENDAHL DETALJIST 102% . Aroma has high shares where displayed A note on petition ? Competitive Response Modeling – Expected petitive response – Sequence of actions + their NPVs determine optimal strategy – 競爭回應建模 預期競爭反應的行動順序 +他們 npvs確定最佳戰(zhàn)略 ? Which games will we play? – . always match petition’s promotion depth – . never do instore coupons ? 哪些游戲我們可以玩？ 例如：比賽的深入推廣 例如：在店內(nèi)消費券 Possible Explanations ? Consumer value equation? – Is price premium too high? Did we overestimate demand for Aroma products? – most likely OK。 Reconciliations ? explain difference vs. estimate by volume, mix effect, budgets, exchange rates, and trade terms ? available by product and country ? consolidated across GBUs and MDOs in SAP R/3 to make our quarterly report to Wall Street $M $ / ml Delta % 4 000 Mix effect 10 % % Volume effect 100 % Exchange Rate effect 10 % % 4 100 % % $M $ / ml Delta % 3 725 Mix Effect 10 % % Volume effect 100 % Exchange Rate effect 10 % % Customer budget effect 50 % % Consumer budget effect 5 % % 3 770 % % Net Real Reconciliation NOS Reconciliation ACTION STEPS: 行動步驟 . September BPE 例如 9月的 BPE ? We are below volume target.我們下面的具體目標 ? Sales fundamentals show that we are low on distribution (price and share where in store on target). ? 銷售基本面表明，我們是低的分布（價格和分享在店目標） ? Repurchase rate is high among consumer – the product works. ? 回購利率是高消費－產(chǎn)品工程。 ? Try onetime irresistible offer with new trade leaflet specifying rationale behind Yes Aroma. ? 嘗試一次性不可阻擋的 offer ? Effect on contribution: higher customer marketing budgets % NOS, but reach critical volume and trial in year 1. ? 對貢獻：在第 1年高級客戶營銷預算的％數(shù)，達到臨界數(shù)量和試驗 ? New financials are municated to GBU via Brand Profit Estimate. Full reconciliations are sent by Finance. ? 派出財務充分對帳，將新的財務狀況傳達給 gbu通過品牌獲利預估 PE