IMPLEMENTING STRATEGY & CONTROL SYSTEMS AT P&GGerry KinghamFinance Mgr. P&G NordicAgendaRe-cap of previous lectureRe-cap of previous lectureFrom global to local strategy-makingFrom global to local strategy-makingStrategy example: Yes hand-dishStrategy example: Yes hand-dishManagement Control SystemsManagement Control SystemsChoice Cascade to Define the ChoicesWhat are our goals and Aspirations?Where willwe Play?WhatCapabilitiesmust be inplace to win?How will we Win inchosen market?WhatManagementSystems arerequired?Choice Cascade to Define the ChoicesWhat are our goals and Aspirations?Where willwe Play?WhatCapabilitiesmust be inplace to win?How will we Win inchosen market?WhatManagementSystems arerequired?Re-cap on lecture 1 Where will we play?Where will we play? Total Shareholder Return calculations by Global Business UnitTotal Shareholder Return calculations by Global Business Unit How will we win? Commercial StrategyHow will we win? Commercial Strategy Focus on core brandsFocus on core brands Consumer Is BossConsumer Is Boss Win with winning customersWin with winning customers- - Competitive retail margins strong Competitive retail margins strong- - Tailor Investments By Customer Tailor Investments By Customer- - Be Strong With Global Customers Be Strong With Global Customers Get the value equation rightGet the value equation right Know the competitorsKnow the competitors What capabilities must be in place?What capabilities must be in place? Global matrix structure: Global Business Units (Global matrix structure: Global Business Units (GBUsGBUs) and Market Development ) and Market Development Organizations (Organizations (MDOsMDOs) ) Individual accountability, Work & Development PlansIndividual accountability, Work & Development PlansHOMEWORK- WhatWhat shareshare of of shelfshelf doesdoes YES YES havehave ? ?- What do you think it has in market share ? What do you think it has in market share ?- What do you learn from the pricing and sizing you see? What do you learn from the pricing and sizing you see?-Why might it be so ?Why might it be so ?- What influences the shelf positioning ? What influences the shelf positioning ?- What would your YES strategy be? What would your YES strategy be?HOMEWORK- WhatWhat shareshare of of shelfshelf doesdoes YES YES havehave ? ?-Ca. 60%Ca. 60%- What do you think it has in market share ? What do you think it has in market share ?-Same as shelf share (60-70%)Same as shelf share (60-70%)- What do you learn from the pricing and sizing you see? What do you learn from the pricing and sizing you see?- Why might it be so ? Why might it be so ?-Smaller sizes offer “extra benefits, but are more Smaller sizes offer “extra benefits, but are more -expensive pr. mlexpensive pr. ml- What influences the shelf positioning ? What influences the shelf positioning ?-Looks like the big bottles are at the bottomLooks like the big bottles are at the bottom- What would your YES strategy be? What would your YES strategy be?Choice Cascade to Define the ChoicesWhat are our goals and Aspirations?Where willwe Play?WhatCapabilitiesmust be inplace to win?How will we Win inchosen market?WhatManagementSystems arerequired?Implementing strategy First: Understanding the customerHOW WILL WE WIN?Retail is still fragmentedShare of top 50 public companies, 1998Share of top 50 public companies, 1998EnergyEnergyAutomotiveAutomotivePharmaceuticals; diagnosticsPharmaceuticals; diagnosticsElectronicsElectronicsTelecomTelecomPackaged goodsPackaged goodsFinancial industriesFinancial industriesChemicalsChemicalsRetailRetailSource:Source:Global Vantage; McKinseyGlobal Vantage; McKinseyEnergyEnergyFinancialFinancialinstitutionsinstitutionsAutomotiveAutomotiveRetailRetailPackagedPackagedgoodsgoodsElectronicsElectronicsAverage number of countries of operation Average number of countries of operation for largest companies (1998)for largest companies (1998)Note:Note: Largest companies defined by total revenueLargest companies defined by total revenueSource:Source:Hoovers; McKinseyHoovers; McKinseyNumber of countries of operation Number of countries of operation for most global companiesfor most global companiesMobilMobil140140Royal Dutch ShellRoyal Dutch Shell130130CitigroupCitigroup100100HSBCHSBC7979SiemensSiemens190190ToshibaToshiba8181NestleNestle80+80+Procter & GambleProcter & Gamble120120FiatFiat6060General MotorsGeneral Motors5252CarrefourCarrefour2626AholdAhold 2828Retailing is still localHOW WILL WE WIN?* * Only disclosed deal considerations in excess of USD 25 millionOnly disclosed deal considerations in excess of USD 25 millionSource:Source:AmdataAmdata; Thomson Financial Securities; McKinsey analysis; Thomson Financial Securities; McKinsey analysisNon-European Non-European cross-bordercross-borderEuropean European cross-bordercross-borderDomesticDomesticGrowing European M&A activities in RetailUSD b, deal volume*USD b, deal volume*2.92.99.39.312.012.00.70.7199419941995199519961996199719971998199812.412.41999 to 1999 to SeptemberSeptember16.016.0There is a war out thereDemandDemand Flat/falling share of Flat/falling share of walletwallet Flat/falling pricesFlat/falling prices More demanding More demanding and complex and complex consumersconsumers Shifting lifestyle Shifting lifestyle and work patternsand work patternsSupplySupply OvercapacityOvercapacity New entrants New entrants ( (e-tailerse-tailers and and retailers)retailers) Supplier Supplier consolidationconsolidation Low availability/ Low availability/ rising cost of rising cost of frontline frontline labourlabour Increasing real Increasing real estate costsestate costsPower shifting Power shifting to consumersto consumersInternet is accelerating trendsInternet is accelerating trendsSource:Source:McKinseyMcKinseyHOW WILL WE WIN?SwedenMostMost consolidatedconsolidated retailretail market in the world the market in the world the BIG are BIG are alreadyalready BIG BIGICA ICA ownedowned 50% by 50% by AholdAholdAholdAhold highlyhighly financiallyfinancially driven driven companycompany EVA EVAMoreMore pressurepressure on on ICAmoreICAmore pressurepressure on on supplierssuppliersWantsWants higherhigher profits, profits, higherhigher turnoverturnover, , happierhappier consumersconsumers ( (differentiatedifferentiate themselvesthemselves vs. vs. CompetitionCompetition) )HOW WILL WE WIN?Now we know the customercan we find a sweet spot?How will we win?How will we win? Consumer is the BOSSConsumer is the BOSS Core BrandsCore Brands Win with winning customersWin with winning customers- - Competitive retail margins strong Competitive retail margins strong- - Tailor Investments By Customer Tailor Investments By Customer- - Be Strong With Global Customers Be Strong With Global CustomersHow will we win Sweet Spot?How will we win Sweet Spot? Launch a product, with unique consumer benefits, with higher Launch a product, with unique consumer benefits, with higher customer margins, that drive total TSR for P&Gcustomer margins, that drive total TSR for P&GHaving the right capabilitiesP&G P&G triestries to to mirrormirror howhow the the customercustomer worksworksWeWe workwork in in multifunctionalmultifunctional teams, to teams, to addressaddress complexcomplex business business issuesissuesIn a In a matrixmatrix organisation organisation individualindividual accountabilityaccountability is KEYis KEYGlobal Ahold Customer Team OverviewP&GAholdGlobal TeamTeamleader (VP) & MultifunctionalBased in RotterdamRegional TeamsUSA, Europe, Latin America, andAsia Regional Customer HQAhold Managementin ZaandamLocal Teams-ICA/Hakon (Ahold Nordic)-Teamleader & multifunctional teamLocal CustomersICA/Hakon2024-09-2017Local Nordic TeamSales: Sales: TeamleaderTeamleader, Key , Key accountaccount managers managersFinanceFinanceMarketingMarketingLogisticsLogisticsCustomerCustomer marketing marketingOrder group, back Order group, back officeoffice support supportEveryone on the team knows their role in the GOAL & whatthey are MEASURED on to SUCCEEDLocal Nordic Team - accountabilitySales: Sales: TeamleaderTeamleader, Key , Key accountaccount managers managers VolumeVolume, , ShareShare, , CostCost to serve to serveFinanceFinance CustomerCustomer profit, profit, effecienteffecient spending spendingMarketingMarketing ShareShare, basket , basket sizesize, , traffictraffic, , categorycategory shareshareLogisticsLogistics ShelfShelf availabilityavailability, , perfectperfect orders, orders, inventoriesinventoriesOrder group, back Order group, back officeoffice support support PerfectPerfect Orders, Orders, leadtimesleadtimes, no , no overduesoverduesControl Systems1.FinancialFinancial2.Sales FundamentalsSales Fundamentals3.Individual PerformanceIndividual Performance4.Action stepsAction stepsReminder: OGSMObjectiveObjectiveGoalsGoalsStrategiesStrategiesMeasuresMeasuresWhat do we need to achieve ?Quantitative Target ofProgresstoward theObjective, withina specificallydefined timeframeHow we willachieve ourgoals.It must makea specificdecision orit is not astrategy.A really goodstrategy isa set of one ormore statements,each of which only makesone specificdecision.Mechanism toprovide thenumericalanswer whichestablishes ourposition versusgoal(s)WordsWordsNumbersNumbersWordsWordsNumbersNumbersWhat?How?P&G Measures: e.g.Yes Aroma LaunchObjective:Objective:Secure market leadership within hand-dish by offering consumers the best Secure market leadership within hand-dish by offering consumers the best value and by being the preferred supplier of hand-dish to leading value and by being the preferred supplier of hand-dish to leading customerscustomersGoals Goals ( (note: not actual numbersnote: not actual numbers) ) : : Grow volume by 5%Grow volume by 5% Deliver $ 1,433 M of value contribution to the companyDeliver $ 1,433 M of value contribution to the company Reach 90% distribution in 3 months on AromaReach 90% distribution in 3 months on Aroma Reach 80% share of shelfReach 80% share of shelfP&G Measures: e.g.Yes Aroma Launch StrategiesStrategies launch flankers which:launch flankers which: Match unmet consumer preferencesMatch unmet consumer preferences Grow total trade profitability on Yes brandGrow total trade profitability on Yes brand increase consumer and customer marketing spend year 1 to secure trial increase consumer and customer marketing spend year 1 to secure trial use displays to get fast distribution early in year use displays to get fast distribution early in year do not increase current level and depth of promotions do not increase current level and depth of promotions MeasurementsMeasurements Volume: daily shipment reports by customerVolume: daily shipment reports by customer Shares by product and customer: Weekly/Monthly Nielsen dataShares by product and customer: Weekly/Monthly Nielsen data Market prices by product and customer: Weekly/Monthly Nielsen data Market prices by product and customer: Weekly/Monthly Nielsen data Budgets: Budgets: actualsactuals versus commitments; $/unit versus commitments; $/unit Value contribution (Brand/Product/Country): monthly Brand Profit Value contribution (Brand/Product/Country): monthly Brand Profit Estimates (Estimates (BPEsBPEs) )FINANCIAL FIRMPROCTER & GAMBLE NORDICFinancial AnalysisHANDDISH - NORDIC VALUE CREATION PL RATENORDICActual FY01/02FIRM 02/03$M$ / ml% sales$M$ / ml% salesVolume100 105 Volume (Index vs. YA)101 105 Net Realization4 000 40.00 4 100 39.05 Price Reductions(25) 0.25 - (0.7%) (30) 0.29 - (0.8%) Customer Marketing(250) 2.50 - (6.7%) (300) 2.86 - (8.0%) NET OUTSIDE SALES3 725 37.25 3 770 35.90 (Index vs. YA)103.1 100.0 COST OF GOODS SOLD1 200 12.00 32.2% 1 260 12.00 33.4% GROSS MARGIN $2 525 25.25 67.8% 2 510 23.90 66.6% Marketing Expense(650) 6.50 - (17.4%) (700) 6.67 - (18.6%) Overheads(373) 3.73 - (10.0%) (377) 3.59 - (10.0%) NORDIC CONTRIBUTION1 503 15.03 40.3% 1 433 13.65 38.0% Annual Growth rate90-10%95-5%Yes Aroma LaunchMeasurementsMeasurements Volume: daily shipment reports by customerVolume: daily shipment reports by customer Shares by product and customer: Weekly /Monthly Nielsen dataShares by product and customer: Weekly /Monthly Nielsen data Sales Fundamentals by product and customer: Weekly /Monthly Nielsen data Sales Fundamentals by product and customer: Weekly /Monthly Nielsen data Budgets: Budgets: actualsactuals versus commitments versus commitments Value contribution (Brand/Product/Country): monthly Brand Profit Estimates Value contribution (Brand/Product/Country): monthly Brand Profit Estimates ( (BPEsBPEs) )Volume Tracking daily report by customer/brand on intranet look into database for shipments by productTotal Shipment days 23Act shipments days gone11Act time gone (of month)48%BRANDvs. ESTTodays OrderAvg Bal Ship to FIRMESTORDEREDArielxx %xxBoldxx %xxTotal Fabric Carexx %xxFebrezexx %xxSwifferxx %xxMr Properxx %xxYes / Fairy HD7.913.03.930%0.3Yes / Fairy ADWxx %xxTotal Home Carexx %xxF&HC Totalxx %xxNORDICVolume TrackingNORDIC - DAILY SHIPMENTS IN SUMONTH UP TO 102-9-26 2:25 (NB! Year 100 = 2000 (program error)! T o drill to customer details, double-click total Nordic layer!6/6 reyaLICA SWEDEN80996250 YES ADW TABLET2002441 YES ADW TABLETS2004818 YES ADW 3XACTIV26819 YES ADW REGULAR 26828 YES ADW REGULAR 80996249 YES ADW 3XACTI2004367 YES ADW RINSE AI80968642 YES EXTRA HYG.80968641 YES EXTRA HYGI80991878 YES EXTRA HYGI80968640 YES ULTRA LEMO80991882 YES ULTRA LEMO80968636 YES ULTRA LEMO80991874 YES ULTRA LEMONEW BUS SU (BU) SHIPMENTS SU (BU) PEND ORD SU (BU) DATED ORD SU (BU) TO BE INVOICEDSU (BU) SHIP PM SU (BU) NEW BUS NXT MTHS SU000.0781.33404.74000.0000.0000.0000.0000.0000.0710.18000.0000.403000.0325.37000.0335.4068212.241212.4214000.0000.0710.0042315.0342631.846056.8703000.671000.24611000.0023.3388000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0781.33404.74000.0000.0000.0000.0000.0000.0710.18000.0000.403000.0325.37000.0027.7368616.981212.4214000.0000.0710.0042315.0342631.846766.9513000.671000.64911000.0348.6098000.0976.5543000.0320.8222000.0000.0900.0821781.198631.846832.4311000.671000.1556000.0620.9774000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0e.g. Aroma displays are not selling as forecasted why?Yes Aroma LaunchMeasurementsMeasurements Volume: daily shipment reports by customerVolume: daily shipment reports by customer Shares by product and customer: Weekly /Monthly Nielsen dataShares by product and customer: Weekly /Monthly Nielsen data Sales Fundamentals by product and customer: Weekly /Monthly Nielsen data Sales Fundamentals by product and customer: Weekly /Monthly Nielsen data Budgets: Budgets: actualsactuals versus commitments versus commitments Value contribution (Brand/Product/Country): monthly Brand Profit Estimates Value contribution (Brand/Product/Country): monthly Brand Profit Estimates ( (BPEsBPEs) )Shares TrackingHAND DISH CLEANER.TOTAL SWEDENVOLUME SHAREJAN02 FEB02MAR02APR02MAY02JUN02JUL02AUG02MARKET (MSU)7972958374957678Versus YrAgo %3-1-210-2-41-3PROCTER&GAMBLE.76.977.077.678.8H76.177.276.577.1YES.76.977.077.678.8H76.177.276.577.1YES LI CON APPLE.3.34.35.76.7H6.35.44.55.1YES LI CON FLORAL BREEZE.1.42.33.23.8H3.23.02.72.5YES LI CON LEMON.29.529.128.629.228.5L29.329.228.8YES LI CON OTHER.42.741.340.139.038.0L39.640.240.6GRUMME.4.24.24.23.6L4.24.14.33.7VIPS.4.24.24.23.6L4.24.14.33.7ICA.8.17.37.66.88.07.98.6H8.0ALL OTHER BRAND.1.4H1.4H1.31.21.21.21.21.1LSKONA.6.75.96.35.66.76.87.4H6.9KF.4.44.43.9L4.64.94.24.34.9ANGLAMARK.1.41.21.1L1.92.01.1L1.1L2.1HBLA VIT.3.03.2H2.82.72.93.13.12.8NOPA.3.33.73.33.03.33.23.02.9Le.g. Aroma is cannibalizing as expected.Yes Aroma LaunchMeasurementsMeasurements Volume: daily shipment reports by customerVolume: daily shipment reports by customer Shares by product and customer: Weekly /Monthly Nielsen dataShares by product and customer: Weekly /Monthly Nielsen data Sales Fundamentals by product and customer: Weekly /Monthly Nielsen dataSales Fundamentals by product and customer: Weekly /Monthly Nielsen data Budgets: Budgets: actualsactuals versus commitments versus commitments Value contribution (Brand/Product/Country): monthly Brand Profit Estimates Value contribution (Brand/Product/Country): monthly Brand Profit Estimates ( (BPEsBPEs) )Sales Fundamentals Tracking and also display WD, feature share, shelf share, etc.YES AROMA - APPLEPrice Per Unit Without Promo (SFT)P12MP6Mnovdecjanvs NGLAMARKTOTAL SWEDEN35.134.934.534.734.9102%AXFOOD TOTAL35.634.434.333.533.998%AXFOOD FRANCHISE37.637.537.636.336.299%D&D DISCOUNT31.830.930.530.830.799%VIVO STOCKHOLM40.740.141.036.241.297%BERGENDAHL DETALJIST32.732.732.331.233.4105%YES AROMA - APPLEWeighted distribution (SFT)P12MP6Mnovdecjanvs NGLAMARKTOTAL SWEDEN95.998.297.098.098.0AXFOOD TOTAL87.797.898.098.0100.0100%AXFOOD FRANCHISE72.095.793.090.099.097%D&D DISCOUNT81.797.2100.0100.0100.099%VIVO STOCKHOLM75.0100.0100.0100.0100.0102%BERGENDAHL DETALJIST100.0100.0100.0100.0100.0102%e.g. Aroma has high shares where displayedA note on competitionCompetitive Response ModelingCompetitive Response Modeling Expected competitive responseExpected competitive response Sequence of actions + their Sequence of actions + their NPVsNPVs determine optimal strategy determine optimal strategyWhich games will we play?Which games will we play? E.g. always match competitions promotion depthE.g. always match competitions promotion depth E.g. never do in-store couponsE.g. never do in-store couponsPossible ExplanationsConsumer value equation?Consumer value equation? Is price premium too high? Did we overestimate demand for Is price premium too high? Did we overestimate demand for Aroma products?Aroma products? most likely OK; off-take high where distributed + repurchase rate most likely OK; off-take high where distributed + repurchase rate highhighOrganizational capabilityOrganizational capability Do we have enough sales rep coverage? Does Yes have priority in Do we have enough sales rep coverage? Does Yes have priority in sales cycle?sales cycle? yes, but many store owners are rejecting yes, but many store owners are rejecting Commercial strategy Commercial strategy is trade margin recommended too low? Is value for customer not is trade margin recommended too low? Is value for customer not clearly defined?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 complexity of more codes in systemYes Aroma LaunchMeasurementsMeasurements Volume: daily shipment reports by customerVolume: daily shipment reports by customer Shares by product and customer: Weekly /Monthly Nielsen dataShares by product and customer: Weekly /Monthly Nielsen data Sales Fundamentals by product and customer: Weekly /Monthly Nielsen data Sales Fundamentals by product and customer: Weekly /Monthly Nielsen data Budgets: Budgets: actualsactuals versus commitments versus commitments Value contribution (Brand/Product/Country): monthly Brand Profit Estimates Value contribution (Brand/Product/Country): monthly Brand Profit Estimates ( (BPEsBPEs) ) how do we reflect new forecast and what do we do?how do we reflect new forecast and what do we do?Budget TrackingPROCTER & GAMBLE NORDICBudget ControlTotal MDA*SPENTBUDACTCOMSPENTvs BUD(MUSD)(MUSD)(MUSD)(MUSD)(%)Yes/Fairy HD10018183535%Yes/Fairy ADW10028285555%Febreze10046469393%Swiffer1006464128128%Total HOME40015615631145%Pringles10023234646% Critical part in decision whether to continue strategy Launch based on tight economics ($/ml) do we cut budgets or increase them if volumes are not coming in? how sensitive is the NPV? Expect front spending during launch, but possibilities of cutting Q4 supportFINANCIAL TRACKING Brand Profit Estimates & 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$M$ / mlDelta %4 000 40.00Mix effect10 0.3%0.100.3%Volume effect100 2.5%Exchange Rate effect -10 -0.3%-0.10-0.2%4 100 2.5%40.000.0%$M$ / mlDelta %3 725 37.25Mix Effect10 0.3%0.100.3%Volume effect100 2.7%Exchange Rate effect-10 -0.3%-0.10-0.3%Customer budget effect-50 -1.3%-0.050.1%Consumer budget effect-5 -0.1%-0.010.0%3 770 1.2%37.310.2%Net Real ReconciliationNOS ReconciliationACTION STEPS: E.g. September BPE We are below volume target.We are below volume target. Sales fundamentals show that we are low on distribution Sales fundamentals show that we are low on distribution (price and share where in store on target).(price and share where in store on target). Repurchase rate is high among consumer the product Repurchase rate is high among consumer the product works.works. Only 175 of estimated 300 displays of Aroma have been Only 175 of estimated 300 displays of Aroma have been sold store owners reluctant to take in new product.sold store owners reluctant to take in new product. Brand team meets with Sales teams to discuss possible Brand team meets with Sales teams to discuss possible actions.actions.ACTION STEPS: E.g. September BPE We take back budget commitments wholly based on We take back budget commitments wholly based on volume, this money can be made available for re-volume, this money can be made available for re-investment.investment. Decision:Decision: distribution and year-1 volume is vital. We need distribution and year-1 volume is vital. We need to re-deploy funds for a display-drive.to re-deploy funds for a display-drive. Try one-time irresistible offer with new trade leaflet Try one-time irresistible offer with new trade leaflet specifying rationale behind Yes Aroma.specifying rationale behind Yes Aroma. Effect on contribution: higher customer marketing budgets Effect on contribution: higher customer marketing budgets % NOS, but reach critical volume and trial in year 1.% NOS, but reach critical volume and trial in year 1. New financials are communicated to GBU via Brand Profit New financials are communicated to GBU via Brand Profit Estimate. Full reconciliations are sent by Finance.Estimate. Full reconciliations are sent by Finance.PERFORMANCE TRACKINGAccountabilityAccountability examples: country GM value contribution and flow; external relations, organization GBU GM P/L (incl. Production + logistics costs, all overheads), inventory market planner forecast accuracy, % availability brand team leader contribution, volume, shares, organization customer team leader volume, sales fundamentals, organizationPERFORMANCE TRACKINGWork & Development Plansonce per year feedback from managers, direct once per year feedback from managers, direct reports, colleaguesreports, colleaguesHow has work plan been delivered? How has How has work plan been delivered? How has person developed organization?person developed organization?Strengths + weaknesses set development plan Strengths + weaknesses set development plan with managerwith managerBasis for promotion timings + salary levelBasis for promotion timings + salary levelPERFORMANCE TRACKINGFIRMFY 99/00FY 00/01FY 01/02FY 02/03Consumer Satisfaction & ReachSEK:US$ Exchange Rate0.11720.10250.09540.0943Net Sales P&L($MM)XXXXXXXX(Index vs. Year Ago P/L)xxxxxxxx(Index vs. Year Ago Constant Rate)xxxxxxxxVolume(MMSU)XXXXXXXX(Index vs. Year Ago)xxxxxxxxMDO Value Flow P&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 S&A(% of NOS)%1)%Productivity(NOS $MM/head)%MDA(% of NOS)%2)%MSA(% of NOS)%1-month Sales Plan Performance(mean absolute % error)%6-months Sales Plan Commitment(mean absolute % error)%Missed Cases%Receivables(days outstanding)xxxxxxxxDid it work? YES CASEDo you Do you thinkthink you you cancan recognizerecognize ourour strategystrategy in the in the store?store?HaveHave wewe succeededsucceeded in your opinion? in your opinion?WhatWhat cancan be be donedone betterbetter? ?ResultsResultsSUMMARY:STRATEGY & CONTROL SYSTEMS AT P&GLecture 1: MakingMaking WinningWinning StrategiesStrategies in a Large in a Large Company Company bothboth GloballyGlobally and and LocallyLocally Process To Make Right Choices (Choice Cascade)Financial Framework For Valuation (Portfolio Analysis, TSR)Organisation Working together effectively: Matrix StructureA System of individual accountability SUMMARY:STRATEGY & CONTROL SYSTEMS AT P&GLecture 2:Applying global strategies succesfully at local level requires customization to consumer (preferences, shopping behavior, etc.) and customer (trade consolidation, profitability, collaborrative mode, etc.).Management control systems must track all aspects of a deployed strategy, and output of systems must be actionable.QUESTIONS?ThankThank you & you & goodgood luckluck