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03.09.2010
Controlling Herausforderungen und Entwicklungstendenzen in der Praxis
10. Controlling Innovation Berlin
Berlin, 18.September 2010
Dr. Ralf Eberenz
Planning
03.09.2010
Agenda
2
Practical Implementation of a Controlling Approach that matters
Organizational Development in Controlling
Effective and efficient Information Management
New Controlling Areas
Did the Crisis change anything?
03.09.2010
Three roles of a controller
Think visionary, but act entrepreneurial
Implement recommendations proactively
Project management
“We focus on the
future business
success”
Combine methodological know-how with business sense
Recognize need for decisions, proactively identify alternatives
& business recommendations
“We take care of
sound & informed
decisions”
Standardized financial systems & processes
Few, but reliable, KPI„s & financial instruments
Planning, reporting & forecasting
“We provide
financial stability &
transparency”
03.09.2010
Three roles of a controller contribute to add value
„We focus on the future business
success”
“We provide financial stability &
transparency”
„We take care of sound &
informed decisions”
Added value Challenge
Comfortzone
„Advisor“
„Controller“
„Accountant“
03.09.2010
Agenda
5
Practical Implementation of a Controlling Approach that matters
Organizational Development in Controlling
Effective and efficient Information Management
New Controlling Areas
Did the Crisis change anything?
03.09.2010
Required skill set differs according to the controller’s role
„Advisor“
„Controller“
Added value Challenge
Comfortzone
Project &
soft skills
Methodical
skills
„Accountant“
03.09.2010
Increasing demand for project & soft skills
Project &
soft skills
Methodical
skills
Project skills
Differentiation project vs. task
Project management competence
Act in diverse project roles (esp. project lead &
controlling)
Competence for pragmatic implementation
Soft skills
Targeted & comprehensive communication (across
hierarchies, divisions & cultures)
Creation & use of networks
Balance between Functional & Controlling
perspective
Achievement of acceptance due to alignment with
business processes
Drive to develop beyond defined objectives & tasks
Methodical knowledge
Controlling concepts & instruments
Finance & Accounting know how
IT know how
03.09.2010
How to increase efficiency?
8
03.09.2010
Role Model Orientation might help…
9
03.09.2010
…to capture efficiency potentials
10
Planning
Ste
eri
ng
Pro
ce
ss
es
P
roje
cts
O
pera
tin
g
Forecasting
Budgeting.
Marketing Subs. China
Growth Initiatives
Others
Strategic Planning
KPI
Portfolio Management
WoC
Transfer Pricing
Subsidiary Controlling
Tools
Corporate Controlling
Functional Controlling
Corporate Controlling
Unit Controlling
Policy Consulting Production
Decentral
Controlling
Affiliate, Division Activities
03.09.2010
Agenda
11
Practical Implementation of a Controlling Approach that matters
Organizational Development in Controlling
Effective and efficient Information Management
New Controlling Areas
Did the Crisis change anything?
03.09.2010
“We provide financial stability & transparency”
Example: Integrated accounting system
One reporting for external and internal requirements
One common financial language
Standard terms: Statement of Income, one sales term and cost of manufacturing
One IT-System for external and internal requirements
One organizational unit for Accounting and Controlling on corporate level
03.09.2010
P&L Statement
“We provide financial stability & transparency”
Example: Identical external and internal accounts
SAP FI SAP CO
“Cost allocation” “Cost origin”
Statemt. of Income
Financial Reporting (HGB) Management Accounting
and Group reporting (IFRS)
SAP SD SAP MM
03.09.2010
“We provide financial stability & transparency”
Example: Financial Information System CIS
Corporate Information System (CIS):
Information system of BDF financial data (affiliate & headquarter data as a basis for
internal analyses & external reporting)
Including balance sheet, statement of income, working capital…
03.09.2010
Agenda
15
Practical Implementation of a Controlling Approach that matters
Organizational Development in Controlling
Effective and efficient Information Management
New Controlling Areas
Did the Crisis change anything?
03.09.2010
16
„We focus on the future business success”
Example: Controlling and Risk Management
Strategic Monitoring
Standard Reporting &
Forecasting
Operative Planning
Cornerstone 1: Superior Brands
xxx
xxx
xxx
xxx
xxx
xxx
actual Target 2010
Brands on track withBrands Portfolio
Launch/RelaunchProjects on track
Number of BNRs(dev. vs. 12/2004)
Cornerstone 1: Superior Brands
xxx
xxx
xxx
xxx
xxx
xxx
actual Target 2010
Brands on track withBrands Portfolio
Launch/RelaunchProjects on track
Number of BNRs(dev. vs. 12/2004)
Cornerstone 2: Superior Supply Chain
xxx
xxx
xxx
xxx
xxx
xxx
actual Target 2010
Working Capital in % of NS
Supply Chain Costsin % of NS
Service Level in %
Cornerstone 2: Superior Supply Chain
xxx
xxx
xxx
xxx
xxx
xxx
actual Target 2010
Working Capital in % of NS
Supply Chain Costsin % of NS
Service Level in %
Cornerstone 3: Clear Geographical Focus
xxx
xxx
xxx
xxx
xxx
xxx
actual Target 2010
Growth in regions on track
W. Europe Growthabove Market
Growth in CRBI
Cornerstone 3: Clear Geographical Focus
xxx
xxx
xxx
xxx
xxx
xxx
actual Target 2010
Growth in regions on track
W. Europe Growthabove Market
Growth in CRBI
Cornerstone 4: Superior Talent in Lean Orga
xxx
xxx
xxx
xxx
xxx
xxx
actual Target 2010
Admin. Headcount in % of Total
Talent Recruiting/ Develop. Rating
Acquisitions:Net Sales acquired
Cornerstone 4: Superior Talent in Lean Orga
xxx
xxx
xxx
xxx
xxx
xxx
actual Target 2010
Admin. Headcount in % of Total
Talent Recruiting/ Develop. Rating
Acquisitions:Net Sales acquired
Objectives
Net Sales Growth
Return on Sales
Worldwidemarket share
Key projects
on track
xxx
xxx
xxx
xxx
xxx
xxx
actual Target 2010
xxxxxx
Objectives
Net Sales Growth
Return on Sales
Worldwidemarket share
Key projects
on track
xxx
xxx
xxx
xxx
xxx
xxx
actual Target 2010
xxxxxx
Annual
Business
Plan
(ABP)
Annual
Business
Plan
(ABP)
Product
Marketing
Plan
(PMP)
Product
Marketing
Plan
(PMP)
Supply
Chain
Plan
(SCP)
Supply
Chain
Plan
(SCP)
Identify Evaluate Steer Risk
Management
03.09.2010
17
Integrated Risk Reporting
„Sitzung Ressortleitung“
„Sitzung Hauptfunktion“
Risk Report Functions
Board
Risk Report Beiersdorf AG
Reporting Cycle: Quarter
Corporate Risk Management „Risikoboard“
Management Units
Regional Controlling Responsible
Boardmember
Risk Report Regions*)
*) Integral Part of Standard Report
03.09.2010
„We focus on the future business success”
Example: Financial Scenario Modeling
Objective: Integration of growth and profit initiatives and additional strategic
plans into comprehensive financial model (2008 – 2015) for the entire BDF
Consumer Business
Growth
Work Packages
Profit
Work Packages
Enabling
Work Packages
Scenario
Modeling
Organi-
zational
Develop-
ment
Selective Business
Pharmacy Business
Mass Market Business
"Growth Focus“ Regions
"Profitable Growth“ Regions
"Profit Focus“ Regions
World Market
Share
Strategy Work packages
03.09.2010
Project result: Integrated financial model
Countries … Margin I
Net Sales growth
Face Body Decor. Cosm… Men … Hair
…
Net Sales
2008-2015
Categories
Time
Collection of strategic and
financial plans for categories
and countries
Development of integrated
financial model to simulate
impact of various initiatives
and parameters on an
ongoing basis
Integration of strategic plans
into comprehensive financial
model 2008-2015. Focus:
SOI
Strategy assessment and
decision support
03.09.2010
BI tool and model characteristics
Professional BI tool for simulation
Combination of market data and Beiersdorf
data
Data consistency along parallel hierarchies
(e.g. board regions and geographic regions)
Splashing of e.g Net Sales to countries and
brands
Exchange rate effects
> 200 subsidiaries
> 20 categories
> 100 brand groups
Periods: 2006 – 2015
Domestic, export and total sales
03.09.2010
Pressure test Scenarios
FC M&S and Admin
with 50% instead of
80 % of NS growth
Higher raw material
prices
Grow according to
current Country
Portfolio
Lower BDF product
prices, but constant
cost level
Grow with market
Reference case
NS & EBIT
case
Only EBIT case
Strong €
Weak €
03.09.2010
Integrated approach for strategic scenario development
and financial evaluation
Scenario simulation
based on different
parameters
Overview of financial
conflicts/trade-offs
between Strategic
initiatives or with
financial targets
Potential resolution of
conflicts leading to
plausible overall
strategy
Business Portfolio
Quantify Strategy
Develop Strategy
O n g o i n g B u s i n e s s
Reference
Case
03.09.2010
Agenda
23
Practical Implementation of a Controlling Approach that matters
Organizational Development in Controlling
Effective and efficient Information Management
New Controlling Areas
Did the Crisis change anything?
03.09.2010
Did the Crisis change anything?
24
Macroeconomic situation remains difficult
C+T Market Growth remains slow
Consumers want more for less (Private Label!)
Customers continue to adapt structures drastically
Competition is further increasing
03.09.2010
Did the Crisis change anything?
25
Hopefully!!!