宝洁战略管理模型教学讲义.pptVIP

宝洁战略管理模型 ;Re-cap on lecture 1;HOMEWORK;HOMEWORK;Choice Cascade to Define the Choices;Implementing strategy 实施策略First: Understanding the customer第一：了解客户;Retail is still fragmentedShare of top 50 public companies, 19981998年零售业占有率前50家的企业;Energy能源; * Only disclosed deal considerations in excess of USD 25 million Source: Amdata; Thomson Financial Securities; McKinsey analysis;There is a war out there矛盾;Sweden瑞典;Now we know the customer…can we find a sweet spot?我们现在知道了客户我们可以找到一个最佳的方法？;Having the right capabilities有正确的能力;Global Ahold Customer Team OverviewAHOLD全球团队;Local Nordic Team北欧团队;Local Nordic Team – accountability北欧团队－职责;Control Systems控制系统;Reminder: OGSM提示：OGSM;PG Measures: e.g.Yes Aroma Launch宝洁的措施：;PG Measures: e.g.Yes Aroma Launch;FINANCIAL FIRM;Yes Aroma Launch;Volume Tracking;Volume Tracking;Yes Aroma Launch;Shares Tracking;Yes Aroma Launch;Sales Fundamentals Tracking;A note on competition;Possible Explanations;Yes Aroma Launch;Budget Tracking;FINANCIAL TRACKING Brand Profit Estimates Reconciliations;ACTION STEPS: 行动步骤E.g. September BPE例如9月的BPE;ACTION STEPS: ?行动步骤E.g. September BPE;PERFORMANCE TRACKINGAccountability;PERFORMANCE TRACKINGWork Development Plans执行追踪工作及发展计划;PERFORMANCE TRACKING;Did it work? YES CASE;SUMMARY:STRATEGY CONTROL SYSTEMS AT PG综述：战略与控制系统，在宝洁;SUMMARY:STRATEGY CONTROL SYSTEMS AT PG;QUESTIONS?问题