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联合利华创新管理.pptx

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精编227 联合利华创新管理资料

精编227 联合利华创新管理资料
– starting a project – managing a project in Inoplan – viewing projects in Inoplan
• Post Launch Evaluation procedure • IPM support (network; Info & Feedback) ----------------------------------------------------------------
launch/relaunch activity – the funnels and the 8Q Activity Plans are electronically linked – as a result authorised viewers can access excellent information
- for all Operating Companies
1. There are regular - preferably monthly - Gate Meetings at which all strategic decisions on company projects are made.
2. The Gate Meeting is chaired by the Chairman/MD (or by exception other Board Director) and all relevant Board Directors/functional heads are in attendance.
• For fuller definitions of each refer to IPM Documentation under Info & Feedback database

227 联合利华创新管理-75页PPT资料

227 联合利华创新管理-75页PPT资料

91 %
20
GOLD
0 1 5 4 5 11 3 0 0 0 2
GREY
SPECIAL
STATUS
Coded Uncoded
0
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171
81%
138
31
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9
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Inoplan & IPM IT Toolset
• Innopad (HPC and Foods)
launch/relaunch activity – the funnels and the 8Q Activity Plans are electronically linked – as a result authorised viewers can access excellent information
Business
IT
2019 Development
Definition of the IPM process
Development of the IT tool
2019 Implementation
Training & Projects coding
Enabling IT infrastructure
2019
Digestion of
Wider & more
Institutionalisation discipline/embedding sophisticated IT

联合利华-PPT

联合利华-PPT
OMO 晶杰 Comfort Sunlight
Knorr
Lipton
Walls
Food
Skippy
Company structure
dual headquarters
The Unilever Group
Americas region
European Region
Asian-African Region
In September 2, 1929
A company that deal in consumer goods
Unilever in China
POND' SLUX Dove CLEAR
Hazeline
Personal care products
பைடு நூலகம்
Household cleaning products
Concentrated strategy
International strategy
Divestiture strategy
Differentiation strategy
Merger & Acquisition
Megamerger
Diversification strategy
Future development in China
Finance Personnel
Food Commodity
company strategy
Every day, we are committed to creating a better future.
Unilever's mission is to add vitality to life and help people feel good, look good and get more out of life.

227 联合利华创新管理-精品文档

227 联合利华创新管理-精品文档

6
A bit of history -
What has happened/will happen
Business IT
2019 Development
2019 Implementation 2019 Institutionalisation
Definition of the M Mandatories
- for all Operating Companies
1. There are regular - preferably monthly - Gate Meetings at which all strategic decisions on company projects are made. The Gate Meeting is chaired by the Chairman/MD (or by exception other Board Director) and all relevant Board Directors/functional heads are in attendance. There is a formal process for monitoring risk. Original innovation projects which involve substantive capital and/or market place investments must bring Simulated Test Market evidence to Launch Gate. INOPLAN to be installed in all Unilever Companies. All projects to be entered into INOPLAN and managed via INOPLAN.

联合利华ppt-PPT精选

联合利华ppt-PPT精选

完美生活。
一
• 每一天，都致力于创造更美好的未来。
提问时间
问题
问题
老师：
宝洁和联合利华在 公司战略上的差别 有哪些？
同学：
联合利华有哪几个 集中化战略？
13364062 杨洪珍 13364063 杨雁深 13364064 辛晓航 13364066 周秋曼 13364074 曹丹阳
联合利华
联合利华简介---国际
公司历史
1929年， 组建Unilever (联 合利华) 公司。现 成为了世界上最大 的日用消费品公司 之一，在全球100 个国家和地区拥有 163,000名雇员。2 009财政年度，公 司全年销售额约39
8亿欧元。
2009年投资近8.91 亿欧元于英国、荷 兰、美国、印度和 中国的全球六大研 发中心，革新产品 的新技术和新理念 。作为世界最大的 广告主之一，联合 利华每年的全球广 告营销总支出超过
产品方面 产品更加贴近中国消费者习惯，例如在 冰淇淋中加入红豆
职能方面 以研发为例，2019年2月在上海成立了 全球第六个研发中心，投入1.66亿美元 ，在此工作的中国科研人员达150人
themegallery
产品集中化
专攻家庭及个人 护理用品，食品 及饮料和冰淇淋 等三大优势系列
企业集中化
2019年，把14个独 立的合资企业合并为 4个由联合利华控股 的公司，使经营成本 下降了20%，外籍管 理人员减少了3/4。
Positive
1.强有力的竞争者
External factors
2.国家出台相关支持本
土企业发展的政策
3.本土企业的发展
Negative
未来策略
我们要建立成功的可持续的企业

227 联合利华创新管理资料教程

227 联合利华创新管理资料教程
• Learnings Archives and General Archives • Toolbox (HPC only)
– storehouse of Brand success (technical, marketing, packaging, claims)
12
Structure of Inoplan
Business
IT
1997 Development
Definition of the IPM process
Development of the IT tool
1998 Implementation
Training & Projects coding
Enabling IT infrastructure
- for all Operating Companies
1. There are regular - preferably monthly - Gate Meetings at which all strategic decisions on company projects are made.
2. The Gate Meeting is chaired by the Chairman/MD (or by exception other Board Director) and all relevant Board Directors/functional heads are in attendance.
launch/relaunch activity – the funnels and the 8Q Activity Plans are electronically linked – as a result authorised viewers can access excellent information

联合利华创新管理

6. All projects to be entered into INOPLAN and managed via INOPLAN.
launch/relaunch activity – the funnels and the 8Q Activity Plans are electronically linked – as a result authorised viewers can access excellent information
– including 2213 already brought to market – plus around 2390 ideas in Innopad
• 1450 Brands- currently
5
A bit of history -
What has happened/will happen
– no priority or focus – fragmented – unambitious
Unilever P&G
3
UEC commit to common Unilever IPM
On July 31st 1997 the UEC 'unanimously and enthusiastically' committed to adopting a single common IPM across the whole of Unilever. This will become a normal way of working for all of us. It's essential components are
1999
Digestion of
Wider & more

联合利华创新管理


Unilever P&G
4
UEC commit to common Unilever IPM


On July 31st 1997 the UEC 'unanimously and enthusiastically' committed to adopting a single common IPM across the whole of Unilever. This will become a normal way of working for all of us. It's essential components are – all Unilever Companies will establish and gatekeep a funnel – funnels contain innovation projects of all kinds – the funnels contain the sum of all Unilever innovative and brand launch/relaunch activity – the funnels and the 8Q Activity Plans are electronically linked – as a result authorised viewers can access excellent information on innovation projects of relevance to them – transparent, global project information will flow.
KEY STATISTICS
CRITERIA NOTE % ACHIEVED ACCREDITED Implementation Completed AND Company meets all Unilever IPM Mandatories. IPM has become an ongoing process for managing Innovation. Accreditation Nomination received, reviewed in detail, AND formally approved. 138/171 Implementation Completed (full portfolio of projects visible in BG Portfolio with good data). 31/171 Implementation Started but NOT Completed (some but not all projects visible in BG Portfolio; and/ or data not clean). 0/171 Implementation Not Started (no projects visible in BG Portfolio)
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– starting a project – managing a project in Inoplan – viewing projects in Inoplan
• Post Launch Evaluation procedure • IPM support (network; Info & Feedback) ----------------------------------------------------------------
Innovation Process Management (IPM)
Louise Travers
1
So the main objectives of this training are...
• Brief history and background of IPM • Lotus Notes • Explain how to use IPM IT Tools (Inoplan)
3. There is a formal process for monitoring risk. 4. Original innovation projects which involve substantive capital and/or
market place investments must bring Simulated Test Market evidence to Launch Gate. 5. INOPLAN to be installed in all Unilever Companies.
– all Unilever Companies will establish and gatekeep a funnel – funnels contain innovation projects of all kinds – the funnels contain the sum of all Unilever innovative and brand
– including 2213 already brought to market – plus around 2390 ideas in Innopad
• 1450 Brands- currently
6
A bit of history -
What has happened/will happen
- for all Operating Companies
1. There are regular - preferably monthly - Gate Meetings at which all strategic decisions on company projects are made.
2. The Gate Meeting is chaired by the Chairman/MD (or by exception other Board Director) and all relevant Board Directors/functional heads are in attendance.
Business
IT
1997 Development
Definition of the IPM process
Development of the IT tool
1998 Implementation
Training & Projects coding
Enabling IT infrastructure
launch/relaunch activity – the funnels and the 8Q Activity Plans are electronically linked – as a result authorised viewers can access excellent information
On July 31st 1997 the UEC 'unanimously and enthusiastically' committed to adopting a single common IPM across the whole of Unilever. This will become a normal way of working for all of us. It's essential components are
on innovation projects of relevance to them – transparent, global project information will flow.
5
Inoplan: Current Statistics
• 176 Companies using Inoplan • 7558 projects in the Inoplan system
1999
Digestion of
Wider & more
Institutionalisation discipline/embedding sophisticated IT
culture
tools
Maximisation of Benefits
(now onwdatories
• Project Management (Jane Turner) • Risk Management (Mike Trevethan, Yalin Xu)
2
The Unilever IPM - The Goal
B“ ig, bold ,consumer-relevant innovations -
rolled out fast”
3
Innovation in Unilever
• Historically
– poorly managed process
– no priority or focus – fragmented – unambitious
Unilever P&G
4
UEC commit to common Unilever IPM