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Sales report

Sales report. Introduction. In the last few months we realized we are far from where we should be. There is a lot of change and effort required. The question is: How to do it? Better? Or… Different?. There must be a better way. 2. You get what you measure. 1. Transparency. 3. Hands on.

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Sales report

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  1. Sales report

  2. Introduction • In the last few months we realized we are far from where we should be. • There is a lot of change and effort required. • The question is: How to do it? • Better? • Or… Different?

  3. There must be a better way.

  4. 2. You get what you measure 1. Transparency 3. Hands on 4. New resources 5. Team spirit 2005 Strategies Main question: What are we going to do in order to deliver? • Speak loud and straightforward of what we have to achieve and what we have to do as to meet our goals. • Set a set of standards and KPIs; measure, action, implement, control (MAIC). • Be in the field, together with the RSMs and distributors, to see their problems and find solutions together. • Get people and money needed for ‘low hanging fruits’ projects that will bring us immediate and measurable sales results. • Synergise efforts of the entire sales team through team motivation actions and team results measurements. Celebrate and reward successes.

  5. 2. You get what you measure 1. Transparency 3. Hands on 4. New resources 5. Team spirit 0. Current status Key Findings • The April-May retail audit shows no progress in numerical distribution numbers, and decreases in weighted distribution. Still, Company distribution numbers (numerical and weighted) are above competitors for the majority of products • Some of these results are because our poor performance in replenishment and fighting against OOS • We lost shelf space and image against Competitor, following a range of (their ) successful in –store promotions • Our distributors performance vary over a big range (see the ‘penetration = consumption / capita’ numbers) • We are still behind in terms of leading the market in initiatives, and quality of implementation of our promotions • We still don’t have a clear picture of our sales force performance – we lack a consistent set of KPIs to be measured and awarded • Easy volume gains (in the first half of 2005) hindered structural improvement needs

  6. 0. Current status RETAILSales 2005 vs.. 2004 (estimate) • Company has grown in line with the market (Although numerical and weighted distribution numbers decreased, our shares follow the market trends (increase 11%); • First 6 months results in 2005 are 24% (value) above the same period of 2004

  7. 0. Current status RETAILSales 2005 vs.. PLAN • However, we are still 5% behind the 2005 plan • Based on the recent marketing moves and feed-back from the field, we feel we are on track to get the right numbers for 2005

  8. 0. Current status TOOLSSales 2005 vs.. 2004 • Getting better, but not good enough • 17% above the same category 2004 results

  9. 0. Current status TOOLS (scule) Sales 2005 vs. plan • For the ‘Tools’ category, for 2005, we are behind 19% planned numbers • We’ve introduced new pre-set multiple SKUs kits, on sale already to the market; therefore we believe we can recover in the second half

  10. 0. Current status BTBSales 2005 vs. 2004 • New manager for B2B + a lot of focus • First 6 months results in 2005 are 33% (value) above the same period of 2004

  11. 0. Current status BTBSales 2005 vs. plan • …However, still 15% less than our initial predictions; • Now the new dedicated RSMs are kicking in: we feel good about it, it’ll be a good year.

  12. performance AMBIENT PRO CASA PROGER HARD FEPO VASION APICOM TEX MET SIMSONS BULCAMP ARABESQUE CONNEXIONS SERSTILL SIPEX T DURABIL MURA SIPEX B VIPA DEDEMAN VEGA size Opportunity analysis Asterix Hercules FOCUS! Losers Obelix • Obviously, the name of the game is better performance, not increased territories: • There are the Obelix-es (big greens with clay feet) that need the most focus and attention; • Nice surprises might come from Asterix-es (Harry Potters).

  13. 2. You get what you measure 1. Transparency 3. Hands on 4. New resources 5. Team spirit Strategy 1: Transparency Speak loud and straightforward of what we have to achieve and what we have to do as to meet our goals. Actions • Clear trade terms • Clear expectations from the distributors and sales personnel • Clear KPIs • Feed-back (both verbal & in written) – everybody (RSMs) copied • Feed-back to the distributors • Shared reports • ‘Advertised’ rewards and punishments • Success models, reapplied

  14. 2. You get what you measure 1. Transparency 3. Hands on 4. New resources 5. Team spirit Strategy 2: Set a set of standards and KPIs; measure, action, implement, control (MAIC). Actions • New job description and reports for the RSMs • Transfer of responsibilities in the regions where we have 2 RSMs (1 BTB, 1 retail) • Develop reports to show: distribution numbers, sales in the A&B stores, recommended priced SKUs vs.. total SKUs listed, Standard merchandising -% clients with StM vs. all covered (for A&B) • KPIs • Select efficiency KPI’s for the sales force and distributors KPI’s and measure them on an on-going basis • Improve product-mix for the Top 15% accounts by: • Listing all new launched SKU’s • Improving targets (Changing volume weight between products/ SKU’s) for the RSMs • Setting target volume growth by category and products/SKU’s • Promotional effectiveness through excellence in execution • Written reports from RSMs, detailing the implementation and results of each promotion • Numerical measurements associated to each promotional activity • Re-design processes to improve promotion management • Clear launch dates and deadlines

  15. 2. You get what you measure 1. Transparency 3. Hands on 4. New resources 5. Team spirit Strategy 3: Hands on Be in the field, together with the RSMs and distributors, to see their problems and find solutions together. Actions • Calendar for the SM for the next 3 months • Improve time efficiency, and organize trips & office mix management and feed-backs • Mix of pre-announced and ‘on the spot’ in field trips • Improve in store presence, numeric distribution / coverage through direct observation and checking • Introduce reporting from RSMs, each time a pre-announced visit is done • Discussions and dinners with distributors • Feed-back + ‘carrot & stick’ model • Written feed-back after each visit (copied all the RSMs) • Congratulations (in written) for good results & findings, letters of warning with recommendations and next steps for lack of satisfaction / meeting of standards • Up to territorial cuts (see recent Sipex action) • Track results and launch new standards / models deployed to the rest of distributors as soon as possible

  16. 2. You get what you measure 1. Transparency 3. Hands on 4. New resources 5. Team spirit Strategy 4: New resources Get people and money needed for ‘low hanging fruits’ projects that will bring us immediate and measurable sales results. Actions • Return at hypermarkets / MKA • directly served by Company those potential is much bigger than our current distributors • Recommend hiring a team of merchandisers: implement it • Superweiss promotion in Metro in July + final season promotion in Metro with posting in a special catalogue for constructions • Separate B2B, Retail and KA teams • Much better focus • New contacts, more contacts and contracts • Playing actively in the B2B field

  17. 2. You get what you measure 1. Transparency 3. Hands on 4. New resources 5. Team spirit Strategy 5: Team spirit. Synergise efforts of the entire sales team through team motivation actions and team results measurements. Celebrate and reward successes. Actions • New individual target (higher targets) and new bonus system • Rewarding individual performance, but also the team performance • Performances measured at the end of the year (such way avoiding peaks and valleys in revenues, and minimizing the risks of not hitting the company targets) • Special projects • Each RSM will be accountable (deadlines, results) for a specific special project, such enhancing their skills and helping them contribute to the team effort

  18. 2. You get what you measure 1. Transparency 3. Hands on 4. New resources 5. Team spirit Next Steps NEXT STEPS What we are going to deliver (in the near future) • July & August: recover 200m out of the difference vs.. plan • 12 distributors checked (JA) – in field trips • Finish listings of Product ready mix in all MKA (this week) • Hire and basic in-section training for the last two regions without B2B RSMs: Timisoara & Cluj • The new merchandisers team for the MKA • First fully-fledged (with dedicated managers) B2B planning meeting – setting up the plan for 2005 and 2006 • Evaluation of the big 3s with problems: Mura, Sipex, and Arabesque. Investigate alternative solutions

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