Cl m-final-casemonsters

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Cl m-final-casemonsters

  1. 1. Rollout Plan<br />November 26th 2010<br />Moscow<br />Casemonsters<br />
  2. 2. Doubling company’s sales requires increase of efficiency in 3 areas <br />Target: 100 % growth in 3 years<br />
  3. 3. Proposed solutions will constitute in 80% of sales increase over 3 years<br />Problem overview<br />Solution<br />Reason<br />Impact<br /> Bad shelf layout<br /><ul><li>High level of out-of-stocks
  4. 4. Low shelf share
  5. 5. Perfect shelf layout
  6. 6. Misbalanced function and responsibility distribution between different level of managers
  7. 7. Ambiguity in 420 full time employees and 25 positions descriptions
  8. 8. All managers in different areas act on their own</li></ul>40%<br /><ul><li>Marketing strategy adjusted to area specifics
  9. 9. Slow new product distribution
  10. 10. Weak logistic system
  11. 11. Slow management/marketing internal communication
  12. 12. Short-sightedness in elaborating marketing program in centralized way for all the regions
  13. 13. Lack of information technology for management and learning purposes</li></ul>20%<br /><ul><li>Excellent rapport with customers (stores)
  14. 14. Low number of additional/special layout places in stores
  15. 15. Lack of flexibility and creativity of marketing and sales force
  16. 16. Weak relationships with stores
  17. 17. Duplicated organizational structure
  18. 18. Absence of </li></ul>20%<br />
  19. 19. Proposed solutions will constitute in 80% of sales increase over 3 years<br />Goals<br />Solution<br />KPI<br /><ul><li>To train manager to spend more time:
  20. 20. in fields
  21. 21. on customer relationship development
  22. 22. on coaching
  23. 23. To train merchandiser to focus on:
  24. 24. time spent in field
  25. 25. elimination of out-of-stocks
  26. 26. target shelf share
  27. 27. To introduce new clear quick new joiners training program
  28. 28. To establish best practices exchange
  29. 29. To set regional and country standards
  30. 30. Perfect shelf layout
  31. 31. Number of visits to stores per week
  32. 32. Index of shelf share and on-shelf-availability
  33. 33. Number of Sales Representatives passed attestation
  34. 34. Number of visits per day
  35. 35. On-shelf-availability ( (1-Number of SKU in out-of-stock)/(Number of SKUs in matrix)
  36. 36. Shelf share length
  37. 37. Attestation in 2 first weeks
  38. 38. Number of BP shares/Number customers
  39. 39. Execution of standards (%)</li></li></ul><li>Duplicated Unilever’s organizational structure<br />
  40. 40. TSM centralized field sales organizational structure<br />TSM<br />CSM*<br />*Customer Sales Manager<br />CSSS<br />*Customer Sales Senior Supervisor<br />CSS*<br />FOOD<br />HPC<br />SR*<br />SR*<br />*Sales Representative<br />Merchandiser<br />Merchandiser<br />
  41. 41. Current Unilever’s organizational structure<br />Territory Sales Manager:<br /><ul><li> 5 different positions under management
  42. 42. up to 100% of work time spent on </li></ul>negotiations<br />
  43. 43. TSM centralized field sales organizational structure<br />
  44. 44. FOR DISCUSSION<br />
  45. 45. Unilever 6% natural annual growth of sales<br />Russian market annual growth projection- ~5%<br />Natural market share annual growth - ~1%<br />Unilever’s market share growth<br />
  46. 46. Field sales Structure reorganization by region<br />Tactics<br />Employee rotation, benchmarking, best practices exchange, delegation to inferior levels <br />
  47. 47. Proposed country implementation road map<br />FOR DISCUSSION<br />2011<br />2012<br />2013<br />2014<br />2015<br />Areas/Other steps<br />Set up of project team<br />Preparation activities<br />Implementation<br />Feedback gathering<br />Process improvement<br />Project overview/planning<br />STAGE 1 (Yaroslavskaya area)<br />3/1/11 - 10/22/11<br />Employee rotation<br />Moscow implementation<br />Milestone meeting<br />West region implementation<br />Final stage meeting<br />STAGE 2 (West region)<br />11/1/11 - 7/21/12<br />Employee rotation<br />East region implementation<br />Milestone meeting<br />South region implementation<br />Final project meeting<br />STAGE 3 (East and South region)<br />8/5/12 - 5/4/13<br />5/5/13 - 5/25/13<br />Unilever's sales<br />forecast<br />
  48. 48. CVs Casemonsters<br />
  49. 49. Questions<br />Casemonsters<br />
  50. 50. Our approach<br />We made a sophisticated research in retailing<br />We used pyramid based solving method<br />We identified top and weak performers, identified what weak lack and top have<br />
  51. 51. TSM centralized field sales organizational structure<br />TSM<br />CSM*<br />*Customer Sales Manager<br />CSSS<br />*Customer Sales Senior Supervisor<br />CSS*<br />FOOD<br />HPC<br />SR*<br />SR*<br />*Sales Representative<br />Merchandiser<br />Merchandiser<br />

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