Transforming end-to-end budgeting, planning, and reporting

00:00:08Groupe SEB is the world reference in small domestic appliances. Talking about brands now. So we have close to 30 iconic brands. You will recognize some of them. We have Lagostina, WMF, KRUPS, EMSA also.

00:00:28Now, we will have a few words about our strategy planning application. We call it "strategy orientations". To do so, I need to briefly present you with some simplified organization shots of the Group.

00:00:44Now we are going to initialize the exercise, which is a simulation exercise - the end result will be this five year business plan. It's important to have a consistent view of the past to plan the coming five years. The Coporate initialize it. If they have specific assumptions regarding the growth of the expenses of the Group, they input it. They can also frame the organic growth of the sales. Then it is the SBUs who, given their R&D pipe on the products they are about to launch, give their own view of their sales; of their business across the geographies, and in the end it is the continents who take the lead and who end the process.

00:01:31These three versions are separate. Each one can see the versions of the others, and has to input its own data based on what the others did. So it's a collaborative and iterative process. To sum up - it is a bit of a heavy slide - but first of all you have, as I said, a baseline P&L which is created. This is the base for extrapolation, the main axes, are products and markets but you also have secondary axes. You can work by brand, by production site, by marketing or product development responsibility. Not everyone has to follow this, it is your pick the way you want to work.

00:02:19If you have a specific issue to mention by production site or, depending on your brand, you are going to use these underlying axes. So, in the end, it is consistent because Board brings it down to the lowest level and each user can manage the tool as he wishes. Can be top-down, bottom-up, by product, by geography. So this is very smart and very much appreciated by all the users. Because we didn't change the processes, with this tool we have enabled them to work as they did in the past.

00:02:55Then - maybe you want one small comment to finish - is that if you first work on those sales, on the gross margin for instance, your OpEx will follow in terms of percentage - so you will keep the same operating profit as a percentage of operating margin and then you will fine-tune your OpEx, depending on the growth you generate.

00:03:16Some screens about the application, we follow here the process. We start with the sales screen, which can be managed in volume, in value. You also have the gross margin in the screens. Then you follow specifically the advertising because, of course, to sustain the growth you need to you need to communicate and in the end, and of course we way have hidden data which is a bit sensitive, we have over all the P&L. And there you can also play on the operating expenses and you see there you must fill in the ownership, or I will say the user only has access to his own ownership. You can see the global P&L but he will be only able to change the expenses on there in his own responsibility.

00:04:07We added this year a new feature. We have a logic of versioning from our app, so we start with 80% of the need of the specification and then year after year we intend to grow the base of the app.