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HUSA Case Study_FINAL

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HUSA Case Study_FINAL

  1. 1. Performance Management at Heineken USAPerformance Management at Heineken USAPerformance Management at Heineken USAPerformance Management at Heineken USA FP&A for CPG Summit Federico Reyes Senior Director, Finance May 22, 2013 1
  2. 2. 2 Source:understandinguncertainty.org Nightingale’s RoseNightingale’s RoseNightingale’s RoseNightingale’s Rose
  3. 3. ♦ Share how we changed the systemhow we changed the systemhow we changed the systemhow we changed the system and ideas you can take away for aideas you can take away for aideas you can take away for aideas you can take away for a similar implementationsimilar implementationsimilar implementationsimilar implementation ■ Who is Heineken USA? ■ Why did we start on the journey? ■ What is the new process? ■ How did we implement it? ■ What were the main enablers? 3 ObjectiveObjectiveObjectiveObjective
  4. 4. Brand PortfolioBrand PortfolioBrand PortfolioBrand Portfolio 4
  5. 5. 5 ON Premise Grocery Liquor C-Store Other OFF OFF ON 17 600 Breweries Points of Entry Demand Points Distributors Retailers 7 Heineken USAHeineken USAHeineken USAHeineken USA 6
  6. 6. Industry ChangeIndustry ChangeIndustry ChangeIndustry Change FROM TO 6
  7. 7. Starting PointStarting PointStarting PointStarting Point •Qualitative plans •Not grounded to metrics Link to planning •Different metrics for every function & level •Bonus metrics not linked to plan objectivesMetrics •260-page company results deck •Prepared manually each month Scorecards •Discussions on results, not actions •No follow-up Meetings 7
  8. 8. 2. Develop2. Develop2. Develop2. Develop and Automateand Automateand Automateand Automate ScorecardsScorecardsScorecardsScorecards 1.1.1.1. Develop InitiativesDevelop InitiativesDevelop InitiativesDevelop Initiatives and Metricsand Metricsand Metricsand Metrics 3. Hold Monthly3. Hold Monthly3. Hold Monthly3. Hold Monthly Meeting DrumbeatMeeting DrumbeatMeeting DrumbeatMeeting Drumbeat • CEO develops Initiatives and Metrics • Shares with MT; they develop theirs • MT aligns cross-functionally • MT shares theirs with their teams (MT-1); they develop theirs • Process continues to MT-2 for some functions (mostly Sales & Marketing) • MT-2 teams discuss progress vs plan • Team leader prepares for own meeting with peers • MT-1 teams discuss progress vs plan • Process rolls up to the MT meeting. CEO prepares for own discussion. Reprioritize initiatives if necessary Performance Management ProcessPerformance Management ProcessPerformance Management ProcessPerformance Management Process 8
  9. 9. 1. Develop Initiatives and Metrics1. Develop Initiatives and Metrics1. Develop Initiatives and Metrics1. Develop Initiatives and Metrics InitiativesInitiativesInitiativesInitiatives MetricsMetricsMetricsMetrics Subset of initiatives; merit & career discussions Subset of metrics; bonus purposes Inputs Outputs Business Performance Management People Performance Management Eg: Restructure the financial close process (1Q) Eg: % OTIFNE 9
  10. 10. 2. Develop and Automate Scorecards2. Develop and Automate Scorecards2. Develop and Automate Scorecards2. Develop and Automate Scorecards • Focused on plan Metrics • Every level looking at the same KPIs • Consistent calculations • Prepared automatically each month 10
  11. 11. 3. Hold Monthly Meeting Drumbeat3. Hold Monthly Meeting Drumbeat3. Hold Monthly Meeting Drumbeat3. Hold Monthly Meeting Drumbeat a. What? •Peeling the onion •Tool: heat maps •Peeling the onion •Tool: heat maps b. Why? •Why? Why? Why? Why? Why? •Tool: drivers fishbone •Why? Why? Why? Why? Why? •Tool: drivers fishbone c. Actions? •Flow from the Why •Tool: DAL •Flow from the Why •Tool: DAL 11
  12. 12. Above National Premise Trend Moderately Below National Premise Trend Significantly Below National Premise Trend YTD Volume Growth vs. TargetYTD Volume Growth vs. TargetYTD Volume Growth vs. TargetYTD Volume Growth vs. Target (Brand/Region/Premise Illustration)(Brand/Region/Premise Illustration)(Brand/Region/Premise Illustration)(Brand/Region/Premise Illustration) ONONONON West OFFOFFOFFOFF Central Southeast Northeast 3%3%3%3% 3%3%3%3% 3333%%%% 14%14%14%14% 3%3%3%3% 20%20%20%20% 4%4%4%4% 20%20%20%20% National TrendNational TrendNational TrendNational Trend (10%)(10%)(10%)(10%) 5%5%5%5% 15%15%15%15% 3.a. Heat Maps3.a. Heat Maps3.a. Heat Maps3.a. Heat Maps Keep peeling!Keep peeling!Keep peeling!Keep peeling! 12
  13. 13. 3.b. Drivers Fishbone3.b. Drivers Fishbone3.b. Drivers Fishbone3.b. Drivers Fishbone Quantify!Quantify!Quantify!Quantify! WhyWhyWhyWhy are we behind target for the brand / pack/ region / zone / premise / channel ?Pricing? Margins? Visibility? Sampling? Features? Ads? Displays? People? Brand health? Distributor or retailer issues? Competitor actions? 13
  14. 14. 3.c. Decisions and Actions List3.c. Decisions and Actions List3.c. Decisions and Actions List3.c. Decisions and Actions List Discipline, not rocket science!Discipline, not rocket science!Discipline, not rocket science!Discipline, not rocket science! 14
  15. 15. ♦ Co-develop with stakeholders ♦ Develop effective but simple tools ♦ Spend the time on training sessions ♦ Model with example in communications ♦ Complement with HPT dynamics ImplementationImplementationImplementationImplementation 15
  16. 16. ♦ Lock the commitment from the top ♦ Staff and define champions ♦ Analyze if consultants are needed ♦ Evaluate repository tools EnablersEnablersEnablersEnablers 16
  17. 17. ♦ Start rightStart rightStart rightStart right: Lock the support from the top and co-develop with stakeholders ♦ Make it airtightMake it airtightMake it airtightMake it airtight: Cascade effectively ♦ Make everyone’s life easyMake everyone’s life easyMake everyone’s life easyMake everyone’s life easy: Automate ♦ Don’t cut cornersDon’t cut cornersDon’t cut cornersDon’t cut corners: Invest the time to train ♦ Remember the roseRemember the roseRemember the roseRemember the rose: Why????? 17 Key TakeawaysKey TakeawaysKey TakeawaysKey Takeaways 17

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