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Cl m-final-2-smart com Cl m-final-2-smart com Presentation Transcript

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