Bijlagen Directie L’Oréal NL Figuur 11,

(1)

Bijlagen

Directie L’Oréal NL

Figuur 11, organogram L’Oreal NL

Managing Director Divisie Directeur Professionele producten Hoofdafdeling Finance and Controlling Legal & Purchasing

Scientifique Hoofd afdeling Facility and Services Hoofd afdeling HR Marketing Divisie Directeur Consumenten producten

Verkoop Controlling Category

management PR and

(2)

Figuur 12, organogram afdeling Marketing, divisie Consumentenproducten

Marketing Manager Merk R t/m Z Marketing Manager Merk A t/m Q Marketing Manager Merk AA + AB Product Manager Merk R + S Product Group Manager Merk A t/m D Product Group Manager Merk E Presentation Manager Merk E Presentation Manager Merk AB Product Manager Merk T + U Product Manager Merk X + Y + Z Product Manager Merk AB Product Manager Merk N + O + P + Q Product Manager Merk C + D Product Manager Merk B Product Manager Merk A Product Manager Merk F + G Product Manager Merk J + K + L + M Product Manager Merk E Product Manager Merk H + I Product Manager Merk V + W Product Manager Merk AA Divisie Directeur Consumenten producten

(3)

Bedragen in 1=1000

Gross Sales

100.000 Discounts, rebates and allowances

57.609 Consolidated net sales

42.391 Standard Cost of Sales

10.548 Environmental contribution & Royalties

2.827 Total

13.375 Product contribution

29.016 Pure Media (TV, magazines etc.)

5.763 Coop Advertising

132 Samples

543 Other Advertising

1.505 Total Advertising

7.942 Consumer relation marketing

231 Promotion / Animation

2.106 Pre-pack displays

1.357 Other POS advertising

1.973 Total POS advertising

3.330 Other marketing expenses

1.256 Obsolete / Slow movers / Returns

265 Total

15.131 Marketing contribution

13.885 Sales Costs

1.787 Logistic Costs

1.539 Fixed costs

2.615 Total operating costs

5.942 Amortization & exchange gains & loss.

32 Reserve

448 Net gain/loss

417 Profit before TAX

7.527

(4)

Hoog

Inlvoed op financieel resultaat

Laag

Laag Complesxiteit van de markt / toeleveringsrisico Hoog

Figuur 13, de inkoop – en leveranciersportfolio van Kraljic

1

1_{Uit: Weele, Prof. Dr. A. J. van, Inkoop in strategisch perspectief, Alphen aan den Rijn, Kluwer bv, 2005}

Hefboomproducten

• Alternatieve leveranciers beschikbaar • Substitutie mogelijk

Concurrentiestelling

Strategische producten

• Moeilijk om te wisselen van leverancier

• Kritisch voor kostprijs en levering Samenwerking

Routineproducten

• Groot aanbod

• Grote diversiteit aan producten • Bewerkelijk

Systems contracting + elektronisch bestellen

Knelpuntproducten

• Monopolistische markt • Hoge entreebarrières

Veiligstellen levering + ontwikkelen alternatieven

(5)

Market based pattern Bureaucracy based pattern

Trust based pattern Contact phase Competive bidding Preselection of potential

suppliers; bidding procesures; detaled selection criteria

Trust. stemming from friendship, former

contractual relationships or reputation

Contract phase No detailed contractng: payment based on standardized activities or output Detailed and comprehensive contracting; payment based on real activities or output

International contracting; framework contracts; contractual trust; loose links between payment and activities and output

Execution phase Periodical, ex post competitive bidding Supervision: performance measurement and evaluation; detailed ex post information processing; direct intervention

Personal consultation and coordination; development of competence trust and goodwill trust; process oriented and culture based control mechanisms

Tabel 22, de Management Control patronen bij relaties tussen organisaties

Market based pattern Bureaucracy based pattern

Trust based pattern Transaction

characteristics

Low asset specifity; high repetition; measurability of activities and output; short to medium term contract

Medium to high asset specifity which can be protected by contractual rules; low to medum repetition; measurability of activites or output based on contractual rules; medium to long term contract

High asset specifity; low repetition; activities or output cannot be measured well; long term contract

Transaction enviroment characteristics

May potential transaction parties; market price contains all the market information; social embeddedness and institutional factors are not relevant

Future contingencies are more or less known; medium to high market risks; institutional factors influence the contractual rules

Future contingencies are unknown; high market risks; social embeddedness; institutions; factors influence the relation

Party

characteristics

Not important, because there are many parties with the same characteristics due to which switching costs are low

Competence reputation; medium risk sharing attitude; asymmetry in bargaining power

Competence reputation; experience in networks; experience with contracting parties; risk sharing attitude; no asymmetry bargaining power