【正文】 yes, but many store owners are rejecting ? Commercial strategy – is trade margin remended too low? Is value for customer not clearly defined? Possible explanation: store owners not clear on added value – do not wish to replace products, do not have more space in store for more products, and do not want plexity of more codes in system 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) ? how do we reflect new forecast and what do we do? Budget Tracking PROCTER amp。A (% of NOS) % 1) % % % Productivity (NOS $MM/head) % % % % MDA (% of NOS) % 2) % % % MSA (% of NOS) % % % % 1month Sales Plan Performance (mean absolute % error) % % % % 6months Sales Plan Commitment (mean absolute % error) % % % % Missed Cases % % % % Receivables (days outstanding) xx xx xx xx Did it work? YES CASE ? Do you think you can recognize our strategy in the store? ? Have we succeeded in your opinion? ? What can be done better? ? Results SUMMARY: STRATEGY amp。G Lecture 1: Making Winning Strategies in a Large Company both Globally and Locally ? Process To Make Right Choices (Choice Cascade) ? Financial Framework For Valuation (Portfolio Analysis, TSR) ? Organisation Working together effectively: Matrix Structure ? A System of individual accountability SUMMARY: STRATEGY amp。 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: . September BPE ? We are below volume target. ? Sales fundamentals show that we are low on distribution (price and share where in store on target). ? Repurchase rate is high among consumer – the product works. ? Only 175 of estimated 300 displays of Aroma have been sold – store owners reluctant to take in new product. ? Brand team meets with Sales teams to discuss possible actions. ACTION STEPS: . September BPE ? We take back budget mitments wholly based on volume, this money can be made available for reinvestment. ? Decision: distribution and year1 volume is vital. We need to redeploy funds for a displaydrive. ? Try onetime irresistible offer with new trade leaflet specifying rationale behind Yes Aroma. ? Effect on contribution: higher customer marketing budgets % NOS, but reach critical volume and trial in year 1. ? New financials are municated to GBU via Brand Profit Estimate. Full reconciliations are sent by Finance. PERFORMANCE TRACKING Accountability Accountability examples: ? country GM – value contribution and flow。HC Total xx % xx NORDIC Volume Tracking N O R D IC D A IL Y S H IP M E N T S I N S U M O N T H U P T O 1 0 2 9 2 6 2 : 2 5 ( N B ! Y e a r 1 0 0 = 2 0 0 0 ( p r o g r a m e r r o r ) ) ! ! ! T o d r i l l t o c u s t o m e r d e t a i l s , d o u b l e c l i c k t o t a l N o r d i c l a y e r ! ! ! 6 / 6 re y a L I C A S W E D E N 8 0 9 9 6 2 5 0 Y E S A D W T A B L E T 2 0 0 2 4 4 1 Y E S A D W T A B L E T S 2 0 0 4 8 1 8 Y E S A D W 3 X A C T I V 2 6 8 1 9 Y E S A D W R E G U L A R 2 6 8 2 8 Y E S A D W R E G U L A R 8 0 9 9 6 2 4 9 Y E S A D W 3 X A C T I 2 0 0 4 3 6 7 Y E S A D W R I N S E A I 8 0 9 6 8 6 4 2 Y E S E X T R A H Y G . 8 0 9 6 8 6 4 1 Y E S E X T R A H Y G I