【正文】 good luck 謝謝 ! 。 CONTROL SYSTEMS AT Pamp。 CONTROL SYSTEMS AT Pamp。L Rate % % % MDO Value Flow Constant Rate % % % % Volume in Tier 1 Customers % % Top 4 Categories Value Share (%) Diapers % % % Laundry % % % Haircare % % % Fempro % % % Top 4 Categories Business Gaining Share L12M (%) % % % Local Samp。 Reach SEK:US$ Exchange Rate Net Sales Pamp。 ?對外關(guān)系，組織 ? GBU GM – P/L (incl. Production + logistics costs, all overheads), inventory ?gbu通用汽車 /升（含生產(chǎn) +物流成本，所有間接成本），存貨 ? market planner – forecast accuracy, % availability ?市場企劃 預(yù)報準確率， ％供貨 ? brand team leader – contribution, volume, shares, anization ?品牌團隊領(lǐng)導(dǎo)人 貢獻，數(shù)量，股權(quán)，組織 ? customer team leader – volume, sales fundamentals, anization ?消費團隊 量，銷售基本面，組 PERFORMANCE TRACKING Work amp。 ? 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(yù)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(wù)充分對帳，將新的財務(wù)狀況傳達給 gbu通過品牌獲利預(yù)估 PERFORMANCE TRACKING Accountability Accountability examples:職責(zé)的例子 ? country GM – value contribution and flow。 ? Decision: distribution and year1 volume is vital. We need to redeploy funds for a displaydrive. ? 決定：分布和今年 1是至關(guān)重要的。 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。場外采取高的地方派發(fā) +回購利率高企 ? Organizational capability – Do we have enough sales rep coverage? Does Yes have priority in sales cycle? – yes, but many store owners are rejecting – 組織能力 我們是否有足夠的推銷員覆蓋？確實是有優(yōu)先銷售周期？ 是的，但許多店家都拒絕 ? Commercial strategy – is trade margin remended too low? Is value for customer not clearly defined? – 商業(yè)戰(zhàn)略 是交易保證金推薦太低呢？是價值，為用戶沒有明確界定呢？ 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 解釋：店家并不清晰附加值 不想取代產(chǎn)品，沒有更多的空間儲存更多的產(chǎn)品，以及不想復(fù)雜的多碼系統(tǒng) 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(yù)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 ） ? how do we reflect new forecast and what do we do? ? 我們應(yīng)該如何反映新的預(yù)測和我們該做什么？ Budget Tracking PROCTER amp。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(yīng)建模 預(yù)期競爭反應(yīng)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。D DISCOUNT 99% VIVO STOCKHOLM 97% BERGENDAHL DETALJIST 105% YES AROMA APPLE Weighted distribution (SFT) P12M P6M nov dec jan vs 196。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