Cl m-final-2-smart com

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Cl m-final-2-smart com

  1. 1. Dmitry Chechulin<br />Eugenia Slivko<br />SerafimaKrasnonosova<br />Victoria Meos<br />Unilever Russia turnover×2 by 2014via Field Sales reorganization<br />Moscow 2010<br />
  2. 2. SmartCom team<br />SerafimaKrasnonosova<br />PhD student, MGTU Bauman<br />2<br />Dmitry Chechulin<br />Student of 5th year, MESI<br />EvgeniaSlivko<br />Graduated HSE, KPMG consultant<br />Victoria Meos<br />Graduated MSU, KPMG consultant<br />
  3. 3. Agenda<br />Growth and Field Sales structure<br />Implementation timeline<br /><ul><li>Regional priorities
  4. 4. HR policies
  5. 5. Communication of changes</li></ul>Financials<br />3<br />
  6. 6. The main growth drivers are the portfolio of goods shipped,volumes of goods shipped per customer and customers quantity<br /><ul><li>Turnover structure</li></ul>Average price per product<br />Avgvol of goods shipped per customer/year<br />Quantity of customers<br />4<br /><ul><li>Actions to bring incremental turnover by 2014
  7. 7. Ensure strong presence in opening modern trade POPs
  8. 8. Cover yet unreached traditional trade POPs
  9. 9. Refine cooperation with Distributors
  10. 10. Unite Sales Force management
  11. 11. Streamline “get-to-market” time
  12. 12. Decrease bureaucracy
  13. 13. Increase the amount of “expensive” products shipped</li></ul>+ 15-20%<br />+30-45%<br />+ 10-15%<br />55-80%<br />10-12% (Market growth) +<br />= 65-92%by 2014<br />
  14. 14. The reorganization purpose is to increase efficiency of execution “in fields” and place special focus on refining the relations with distributors<br />5<br />NSD<br /><ul><li>Do not unite Food and HPC business units:
  15. 15. No clear result in turnover growth
  16. 16. Significant number of layoffs
  17. 17. Strong fluctuations in work with partners
  18. 18. Raise effectiveness of SF management
  19. 19. PDA usage</li></ul>RSM<br />TSM<br />SCSS<br />CDE<br /><ul><li>Reinforce Modern trade unit to ensure strong positions in new outlets
  20. 20. Align activities between SS and Channel Development</li></ul>MTE<br />CSS<br />CDAE<br />MTAE<br />DS<br />TTE<br /><ul><li>Refine cooperation with distributors:
  21. 21. Payment optimization
  22. 22. Special initiatives
  23. 23. Streamline “get-to-market”</li></ul>Sales Force<br />Trade outlets<br />Distributors<br />
  24. 24. Defining the prior regions to start reorganization via analysis of Unilever sales and POPs covered in the region<br />— Efficient regions<br />— Normal regions<br />— Ineffective regions<br />— N/A<br />* Difference between % of Unilever of sales at the region and % of POPs covered<br />
  25. 25. Restructuring involves a number of coordinated HR activities including evaluation, training and hiring of employees. <br />training: - training center<br />meeting: - territory<br /> - SCSS<br /> - CME<br /> - Key Accounts<br /> - regional<br />training: <br /><ul><li>DS competence
  26. 26. with distributors and SF
  27. 27. MTAE competence </li></ul>survey – training<br /><ul><li>development focus
  28. 28. train SCSS </li></ul>RSM<br /><ul><li> training on site and training center
  29. 29. meeting: CDE, SCSS, </li></ul>regional, territory<br />training: - training center<br /> - with MTE & CDAE<br />meeting: - territory<br /> - CDE<br /> - CME<br /> - regional<br />TSM<br />SCSS<br />CDE<br />Evaluation:<br />-initial survey <br /><ul><li>turnover by one employee
  30. 30. quantity of sales</li></ul>Evaluation:<br />-initial survey <br />-KPI results <br />-sales volume <br />promotion<br />CSS<br />MTE<br />TTE<br />DS<br />MTAE<br /><ul><li> hire new people based on need
  31. 31. transfer on area demand</li></ul>7<br />
  32. 32. Communication of changes aimed at creating a clear picture of ongoing changes among all stakeholders<br />Message<br />- reasons, plan and benefits of the reorganization<br />- methods and time frame of reorganization<br /><ul><li>training schedule
  33. 33. new Orgchart
  34. 34. new remuneration policy
  35. 35. results and effects of reorganization
  36. 36. feedback collection</li></ul>@<br />@<br />@<br />@<br />@<br />@<br />@<br />@<br />@<br />Field Sales<br />Related Departments<br />Customers<br />Adaptation period<br />Active phase<br />January-March 2010<br />
  37. 37. Reorganization active phase will take ~ 1,8 year and will consist of consecutive centralized trainings and localized field reorganization<br />Project phases<br />2011<br />2012<br />2013<br />2014<br />2015<br />2016<br />Pre-phase<br />1<br />- Communication of changes<br />- Employees assessment<br />- Development of trainings<br />Reorganization<br />2<br />F<br />HPC<br />Zone 1<br />Zone 2<br />Zone 3<br />Functional<br />trainings<br />HPC<br />F<br />Functional<br />trainings<br />HPC<br />F<br />Post- restructurization control <br />3<br /><ul><li>KPI control
  38. 38. Post-resructurization communication
  39. 39. Revising the mistakes</li></ul>9<br />
  40. 40. Financials<br />Project completion criteria<br />Costs 2011 – 2013 include, mln rub:<br /><ul><li>Organizational restructuring is completed
  41. 41. Adaptation of staff is completed
  42. 42. 65%or moreof planned growth of every driver is achieved</li></ul>10<br />
  43. 43. Summary<br />Turnover growth of 65-92% can be achieved by 2014:<br />More expensive product mix<br />Streamlining the relationships with distributors effectiveness<br />Concentration on developing strong presence in emerging modern trade outlets<br />Time for reorganization ~ 2 years<br />To double the turnover Unilever conduct additional initiatives – Acquisition of an FMCG company proposed.<br />11<br />
  44. 44. Thank you for attention!Q&A<br />12<br />

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