【正文】 Reach SEK:US$ Exchange Rate Net Sales Pamp。 what they are MEASURED on to SUCCEED Local Nordic Team accountability ? Sales: Teamleader, Key account managers – Volume, Share, Cost to serve ? Finance – Customer profit, effecient spending ? Marketing – Share, basket size, traffic, category share ? Logistics – Shelf availability, perfect orders, inventories ? Order group, back office support – Perfect Orders, leadtimes, no overdues Control Systems 1. Financial 2. Sales Fundamentals 3. Individual Performance 4. Action steps Reminder: OGSM Objective Goals Strategies Measures What do we need to achieve ? Quantitative Target of Progress toward the Objective, within a specifically defined time frame How we will achieve our goals. It must make a specific decision or it is not a strategy. A really good strategy is a set of one or more statements, each of which only makes one specific decision. Mechanism to provide the numerical answer which establishes our position versus goal(s) Words Numbers Words Numbers What? How? Pamp。 CONTROL SYSTEMS AT Pamp。G Ahold Global Team Teamleader (VP) 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。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。 $/unit – Value contribution (Brand/Product/Country): monthly Brand Profit Estimates (BPEs) FINANCIAL FIRM PROCTER amp。 Development Plans HOMEWORK What share of shelf does YES have ? What do you think it has in market share ? What do you learn from the pricing and sizing you see? Why might it be so ? What influences the shelf positioning ? What would your YES strategy be? HOMEWORK What share of shelf does YES have ? Ca. 60% What do you think it has in market share ? Same as shelf share (6070%) What do you learn from the pricing and sizing you see? Why might it be so ? Smaller sizes offer “extra ben