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A Trade Marketing module in modern trade

A Trade Marketing module in modern trade

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    Fmcg training modules-bfg Fmcg training modules-bfg Presentation Transcript

    • SALES MANAGEMENT SYSTEM
    • CONSUMER INDUSTRY ( TOTAL CHANNEL APPROACH ) “ IMMEDIATE PLANS FOR LONG TERM RESULTS “• Develop More Distribution Area & Convert- Business Unit• Assistance Programs- Business Unit Development• Building Competitive Edge – Marketing & Sales• System Application – Sales Management System• Skills Enhancement Program – Merchandising Principles & BCP.
    • GENERAL TRADE ( Distribution Account Group ) “ DISTRIBUTION AREAS TO BUSINESS UNIT“• 35 BY THE YEAR END.• STRUCTURED “ BOTTOM LINE” MANAGEMENT. (CCS )• STRENGHTENING MARKET EXPANSION DRIVE – ALIGNMENT OF KEY ACCOUNTS MANAGEMENT – DOWNLINE OPERATION ON MULTI-LINE APPROACH• TAILOR – FIT BUSINESS DEVELOPMENT PROGRAMS
    • GENERAL TRADE (Distribution Account Group ) “ IMMEDIATE PLANS FOR LONG TERM RESULTS “• Develop More Distribution Area & Convert- Business Unit• ASSISTANCE PROGRAMS- Business Unit Development - Public Market Saturation Drive - Wholesalers Development Program - HRI Development Program - Truck Subsidy Programs - ADM Supports Programs
    • GENERAL TRADE ( Distribution Account Group ) “ IMMEDIATE PLANS FOR LONG TERM RESULTS “• Develop More Distribution Area & Convert- Business Unit• Assistance Programs- Business Unit Development• Building Competitive Edge – Marketing & Sales – SKU Rationalization – Product Fit Approach – Segmentation & RPS – Customized Trade Marketing Programs – Short Term to Long Duration – Deals or Discount ( Sales Catalysts ) – Reinforced Merchandising : POS/POP Materials, Displays – Localized Programs-Channel Focused
    • GENERAL TRADE ( Distribution Account Group ) “ IMMEDIATE PLANS FOR LONG TERM RESULTS “• Develop More Distribution Area & Convert- Business Unit• Assistance Programs- Business Unit Development• Building Competitive Edge – Marketing & Sales• System Application – Sales Management System – Call Card – Transaction Based – Computerized/Systematic Routing System – Load Management – Stock-Weight Selling – Market Forces Analysis – Productivity & Efficiency : Chillers, Gondolas, Merchandisers, Calls/Visit/Productivity Analysis, Truck Load Factor
    • GENERAL TRADE ( Distribution Account Group ) “ IMMEDIATE PLANS FOR LONG TERM RESULTS “• Develop More Distribution Area & Convert- Business Unit• Assistance Programs- Business Unit Development• Building Competitive Edge – Marketing & Sales• System Application – Sales Management System• SKILLS ENHANCEMENT PROGRAMS: ( Room & OJT) – Back To Basic Approach – BCP ( Booking & Ex-Truck ) – Merchandising Principles & BCP – Channel Development Programming
    • GENERAL TRADEBACK TO BASICS APPROACH COMMON TERMINOLOGIES - USED
    • Definition of Common (FMCG) Industry TerminologiesNUMERIC DISTRIBUTION RATIO OF NUMBERS OF OUTLETS COVERED/SERVICED vs TOTAL CENSUS. IT IS EXPRESS IN PERCENTAGE ( % ) OR ABSOLUTE VALUE.NUMERIC IN-STOCK RATIO OR MEASUREMENT OF OUTLETS WITH AVAILABLE STOCKS DURING THE TIME OF VISIT/SERVICING vs. TOTAL CENSUS OR ROUTE LISTED ACCOUNTS.REACH MEASURES OR RATIO OF OUTLETS COVERED vs. TOTAL OUTLETS IN UNIVERSE.COVERAGE MEASURES OR RATIO OF OUTLETS COVERED/SERVICED PENETRATED vs. TOTAL CENSUS.BRAND PENETRATION MEASURES OR RATIO OF OUTLETS PLACED WITH BRAND(S) vs. TOTAL ROUTE CENSUS.CALL FREQUENCY SERVICE RATIO OF SALES MEASURE IN TERMS OF NUMBER OF VISIT OR CALLS MADE W/IN THE CYCLE.CALL RATE MEASURES THE LEVEL OF DISCIPLINE & EFFICIENCY IN CONDUCTING THE SALES ROUTE IN ACCORDANCE WITH ROUTE PLAN SCHEDULE. ie. # of Sked Calls actually made in accordance w/ the Route during the period (cycle) versus No. of Sked Calls in the Route for the Period ( Cycle ).HIT RATE MEASURES THE RATIO OF SUCCESSFUL SALES CALLS VERSUS ALL THE CALLS MADE. ie… No. of successful Sales Call during the Period ( Cycle ) versus No. of Sales Calls actually made for the Period.
    • Definition of Common (FMCG) Industry TerminologiesSALES FORCE MANAGEMENT SYSTEM MANAGEMENT OF SALES BASED ON SEVERAL KPIS RATHER THAN SALES TARGET DRIVE AS IN SALES MANAGEMENT SYSTEMSTOCK COVER QUANTITY OR LEVEL OF STOCKS IN TERMS OF WEEKS OR MONTHS VIS-A VIS OFF TAKE AND INVENTORY LEVELSTOCK WEIGHT QUANTITY IN ABSOLUTE VALUE , SIMILAR OR RELATIVE TO OFF TAKE.INVENTORY CONTROL OBJECTIVE ( ICO ) ADEQUATE STOCKING SYSTEM, SKEWING BASED ON OFFTAKE PER SKU RELATIVE TO SERVICING MODE JUST IN TIME OR BASED ON SAFETY STOCKS LEVEL AS FOLLOWED BY OUTLETS.ON - SHELF DISPLAY BRAND(S) OR PRODUCTS ON FREE ENTREPRISE DISPLAYED ON REGULAR SHELF IN THE POINT OF OF PURCHASE DISPLAY PROFITABILITY MERCHANDISING DICTATES THE SPACE, SIZE , FACINGS, SHARE OF SHELF, POS - POINT OF SALES ( CHANNELS OR STORES ), POP-POINT OF PURCHASE (SELLING AREA)OFF- SHELF DISPLAY BRANDS OR PRODUCTS ON EXCLUSIVE BASIS DISPLAYED IN ANOTHER STRATEGIC LOCATION USING MODULAR OR GONDOLAS. IT CAN BE AT THE END OF SHELF AS END-GONDOLA OR FRONT OF SHELF AS IN FRONT GONDOLAOR SPECIAL LOCATION AS IN ISLAND OR IN BETWEEN SHELVES OR ALONG AISLE. DISPLAY WITH PAY OR RENTALS
    • Definition of Common (FMCG) Industry TerminologiesCROSS MERCHANDISING POSITIONING STRATEGY IN DISPLAYING ANY BRANDS OR PRODUCTS OUTSIDE OF REGULAR SHELF-AREA AS A NICHE OUT OF CATEGORY MANAGEMENT WHERE BRANDS CAN BE POSITIONED TO MATCH OTHER CATEGORYFORWARD STOCKS LEVEL OF DISPLAYS IN THE SELLING AREA(S) PLUS VOLUME DISPLAYED IN OTHER MODE OR AREAS. IN THE STORE LEVEL AS IN CATMAN- FORWARD STOCKS SHALL BE EQUAL TO % SHARE IN MARKET.CUT-CASE DISPLAYS DISPLAYS USUALLY NOT IN THE REGULAR SHELVES AND CONSIDERED AS OFF AND ON HARD FILE IN CASES AIM TO CALL TO ACTION VISIBILITY CAMPAIGN, CREATE IMPULSIVE & MASSIVE APPEARANCE. TEMPORARY BASISCATEGORY MANAGEMENT A MERCHANDISING CAMPAIGN BASED ON ; PRODUCT/BRAND CATEGORY, BRANDING, MARKET SHARE, OFF-TAKE LOCAL OR IMPORTED OR QUALITY, USAGE, PACKAGING, (DPM) DISPLAY PROFITABILITY MERCH. AND OTHERSSPACE MANAGEMENT STRATEGY TO MEET CONSUMER DEMAND FOR PRODUCTS BY HAVING THE RIGHT RANGE AND STOCKS AVAILABLE FOR PURCHASE. FITTING THE RIGHT RANGE OF PRODUCTS INTO FIXED SPACE- THE STORE, THE CATEGORY.
    • NESTLÉ WATERS PHILIPPINES, INC.BACK TO BASICS
    • Chapter 1: Definition of SellingChapter 2: Definition of Selling SkillsChapter 3: The Role of a SalesmanChapter 4: Sales Force Management CycleChapter 5: Daily RoutineChapter 6: Sales Call Procedure
    • DEFINITION OF SELLING SELLINGRefers to persuading people to make a favorable decision relating to a product or aservice, that is perceived to be profitable to both parties
    • DEFINITION OF SELLING SKILLS SELLING SKILLS Selling skills refer to the ABILITIES involved in THE PROCESS OF HELPING THECUSTOMER BUY as effective and successful as possible for both you and the customer.
    • THE ROLE OF THE SALESMAN The Ultimate Role of a Salesman is to INFLUENCE customers’ decision-making, thusdelivering the Company’s Business Objectives.
    • SALES FORCE Route Plan MANAGEMENT CYCLE Call Cards Category Driven Channel Sales Call Focused Sales ManagementPro-Active Planning Call Performance Sales Performance Sales Order Key Reports Account OfftakeDistribution Focus Reporting(Management By Exception) Service Performance Sales Order Processing Call Card Reports Call Cards Data Entry
    • DAILY ROUTINE SALES CALL PROCEDURE
    • DAILY ROUTINE Follow these steps in your daily routine and the activities that take place.START OF THE DAY PREPARATION TRADE COVERAGECLOSING OF THE DAY** CYCLE PLANNING ** QUARTERLY PLANNING (** A “MUST” ACTIVITY FOR EACH GROUPEND OF THE DAY
    • Follow these steps in your daily routine and the activities that take place. CLOSING OF THE DAY • Complete Reports • Reconcile Coll. / Deposits • Review Performance • Daily Plan for Next Day TRADE COVERAGE CYCLE PLANNING • First Call Coverage QUARTERLY PLAN • Sales Call Management • Store Check PREPARATION • Conduct Competitive Act • Review Work Plans / Load forEND OF THE DAY the Day • Check VehicleSTART OF THE DAY • Check Sales Tools • Submit /Receive Call Cards Invoice / Collections
    • SALES CALL PROCEDURE 1. PRE-CALL PLANNING It is a MUST that Call Cards should be used at all times so you can check the ff: data P Products you sold during your last call (Invoices, Orders, Delivery) R Recall what transpired during your last conversation and/or transaction O Opportunities to convince the customer to carry additional products B Best time to call the particular customer / outlet so your call will not be wasted I Initiate in making a sales plan to make your presentation more organized N New ideas should be explored to get the customer’s interest and increase business G Gather all selling, merchandising, equipment, resale materials needed for the call
    • SALES CALL PROCEDURE 2. GREET CUSTOMER Consider the following guidelines for this step : G GREET customers warmly and with a A firm handshake indicates your enthusiasm. U ULTIMATE motive is to get their attention and interest on what you’re about to give them. Note, don’t over-react. It should fit your personality. E ELIMINATE negative comments or questions like “How’s Business?”; create a positive atmosphere that’s appealing to them. S STATE your name, the co., and the products if you’re new. If you’re familiar already give them the Respect they deserved. T TELL customer with enthusiasm that you are bringing a very profitable business and great news to them.
    • SALES CALL PROCEDURE 3. STORE CHECK The Store Check is essentially linked to inventory count/check. There will always be opportunities to move products to the display area. S SIZE & SKUs of products carried. Distribution of brands and size must align with the PLAN-O-GRAM P PRICING Structure. Always check if your products are properly priced. SRO must be followed at all times. Also, check if your price is competitive against leading brand. E EXISITING shelf displays. Brands carried must have a fair share of shelf space and displayed as plan-o-grammed. E EXISTING Off-Shelf Displays. Always suggest enough buffer stocks to replenish shelf displays. Compute for display turn-over according to economy of scale. D DISPLAY Opportunities. Always look for new display areas/ space to further improve visibility & increase awareness product off-take.
    • SALES CALL PROCEDURE 4. INVENTORY COUNT/CHECK This is a vital step in every call. This is where you finalize your volume plan while considering the following factors : STOCK MOVEMENT SPECIAL PROMOTIONAL EVENT STOCKS-ON-HAND STOCK EXPIRY DATES / F I F O Your responsibilities vis-à-vis the importance of this step. TO THE OUTLET- provide them with the service that will enable them to save time in writing an order in line with their requirements. To advice them on stock mgt., I.e. FIFO, infestations, flooding, leaks & others to prevent damage / bad stocks. TO THE COMPANY- provide information about outlet’s stock position level and offtake, balance promo packs, stocking level of competitors and their activities in the store.
    • SALES CALL PROCEDURE 5. PLAN ORDER What you need for an effective immediate, one time planning A ll you need is a review of your c us tomer call c ards and all data needed for an effec tive, immediate, one time planning are there. A lways us e the C all C ards on every c all,not at home after work. Fill-up all pertinent data required in acc omplis hing your daily call c ards .
    • SALES CALL PROCEDURE 6. PERSUASIVE SELLING PRESENTATION 5 Steps of Persuasive Selling Presentation: Step 1. Summarize the Situation Understanding the Outlet’s & Company’s Situation Step 2. State the Idea. Give Practical Suggestions. Step 3. Explain How It Works. Make the outlet understand your suggestion. Step 4. Reinforce Key Benefits. Make the outlet realize the features and benefits. Step 5. Close. Make the outlet easy to agree with your plan.
    • 6.1. PERSUASIVE SELLING PRESENTATION What you need for an effective PresentationUNDERSTANDING - the outlet’s & co’s situation & make them understand your suggestionPLANNED ORDER- make the dealer realize the benefits using a home made / company supplied organizerKNOWLEDGE- of the customer’s needs. Should have a S.M.A.R.T. (Specific, Measurable Attainable, Realistic, Time- bounded) suggestionsANSWER- to possible questions for more information & to clarify issues for better understanding & approval. ABILITY TO: A- Arouse their attention I- Get their INTEREST D- Stimulate DESIRE to buy and sell our products A- make them ACT positively on your planned orderPERSISTENCY- the more persuasive you are, the more sales and distribution you will makeCONFIDENCE/ FLUENCY- the greater amount of confidence and fluency you have, the more convincing your presentation will be.
    • 6.2. PERSUASIVE SELLING PRESENTATION What you need for an effective PresentationEFFECTIVE CLOSING TECHNIQUE- asking for customer’s approval on yourplanned order. Present your sales plan/order with complete qty., pricing &notations for their confirmation.METHODS OF CLOSING:ALTERNATIVE CLOSE- gives the buyer a choice of 2 positive situation, either one should give you the order ex. “Let’s book 20 cases or better 30 cases so you don’t ran out-of-stocks”.SIMILAR SITUATION CLOSE- refers to previous purchases made by the customer on a particular product or situation ex. “Just like last wk. You ordered 20 cases, this time let’s increase it to 30 cases to avoid OOS.”THIRD PARTY REFERENCE- refers to the other customer’s orders ex. “ All thestores in this area have made an advance booking. Let’s place one now.”OBJECTION CLOSE- after overcoming an objection, close the sale.DROP DEAD CLOSE- bluff them that you placed their orders already and to be shipped on a particular date ex. “ I took the liberty of placing your order due to urgency of the situation.”
    • 6.3. PERSUASIVE SELLING PRESENTATIONWhat you need for an effective PresentationWHEN TO CLOSE: CLOSE AS OFTEN AS POSSIBLE WHENEVER YOU THINK THEY ARE READY TO BUY AFTER STRONG POINTS IN YOUR PRESENTATION AT THE END OF YOUR PRESENTATIONHANDLING OBJECTIONS:SALES OBJECTIONS - these are not necessarily stumbling blocks but are signsof interest. The key to handling objections successfully is, KNOWLEDGE - of your products, of your promotional opportunity, of the customer’s profile & personality , of yourself (strengths / weaknesses)*** COMMON ANSWERS TO OBJECTIONS CAN BE DERIVED FROM HIGLIGHTING THEBENEFITS OR THE TESTIMONIALS OR YOUR NEXT COVERAGE
    • SALES CALL PROCEDURE 7. RECORDS & REPORTS Accomplish the following records & reports during the call : SALES ORDER FORM CUSTOMER CALL CARDS DAILY FIELD REPORTS OTHERS AS NEEDED When you summarize your sales transactions, make sure that the leader understands RFM’s terms and let the dealer sign the sales oder / issue a PO to confirm their order.
    • SALES CALL PROCEDURE 8. MERCHANDISING ACTIVITY What is Merchandising? It is the art of presenting RFM Branded Foods products in a creative & innovative way to: > Persuade the Outlets to purchase > Attract the consumers to buy PRIORITIES IN MERCHANDISING RANGE - R SPACE - S VISIBILITY - V PROMOTION - P
    • SALES CALL PROCEDURE 8.1. MERCHANDISING ACTIVITY ACTIVITIES IN MERCHANDISING DISPLAY - Characteristics of a good display - it is in prominent or high traffic location - it is attractive enough to command attention - it includes a price & a reason to buy SHELF SPACE & POSITION - ensure that each of our brands, varieties & sizes carried by the outlet has a reserved space on the shelf in a position where it is visible to consumer, customer and helpers alike. USE OF DISPLAY MATERIALS - 3 TYPES - Promotional Materials - Brand Materials - Standard Materials IMMEDIATE DISPLAY & RESALE WORK ON PROMOTED PACKS - ensure that the price of the product displayed is clearly conveyed to the consumer and the trade
    • SALES CALL PROCEDURE 8.2. MERCHANDISING ACTIVITY GUIDES TO EFFICIENT MERCHANDISING At every visit, check the shelf displays. Always try to sell extra facing / additional SKU Plan merchandising displays carefully Remember the merchandising V I S A V - Visibility I - Impact S - Stability A - Appeal Eye level is BUY Level Make waiting time productive - MERCHANDISE Act as merchandising consultants to our customers Check stock positions so you can plan properly according to stock depth of your display as well as warehouse / stock room buffer stocking.
    • SALES CALL PROCEDURE 9. DELIVERY & PAYMENT It is of utmost importance that you always get the payments before leaving the call. As much as possible, do not accept personal checks unless you are allowed to extend term payments and knew the customer for a long time. REMEMBER! “ A SALE IS NOT A SALE unless COLLECTED”
    • SALES CALL PROCEDURE 10. TRADE RELATIONS How to develop Goodwill in the trade : Be HONEST, not just dealing with the money & goods but also in statements and claims. Be FAIR. Give all customers in similar circumstances, similar considerations and treatments. Show genuine concern for the outlet’s business by regular coverage, responsible advice on pricing, proper handling of stocks and merchandising support in proportion to his volume potential and by not overloading nor underselling. TELL CUSTOMER NEXT COVERAGE. • In this step, tell customer your next coverage before you leave the call. This will enable the dealer to prepare a budget for purchasing of stocks on your next call according to product turn-over.
    • SALES CALL PROCEDURE 11. POST-CALL ANALYSIS As you move on the next call, analyze the outcome of the recently concluded call. Ask yourself the following questions: HOW AM I DOING? WHY? WHAT AM I GOING TO DO ABOUT IT? If you were successful, determine the approach responsible for the success so you can use it in other calls. Conversely, try to discover the reason for failure so you can avoid it in the next call. Take time to determine how best you can overcome your weakness and improve your strong points; apply the lesson learned from each call to succeeding calls. The selling cycle now begins again. Repeat the Sales Call Procedure for your next call. “The THING that COUNTS is not what we KNOW but the ABILITY to use what we KNOW”
    • SALES CALL logical & progressive sequence : These 11 steps must be followed in PROCEDURE POST-CALL GREET ANALYSIS PRE-CALL CUSTOMER PLANNINGDELIVERY & STORE CHECK PAYMENT INVENTORY COUNT/CHECKTRADE RELATIONSMERCHANDISING ACTIVITY PERSUASIVE SELLING PRESENTATION PLAN ORDERRECORDS &REPORTS
    • SALES CALL PROCEDURE These steps must be followed in logical and progressive sequence : 1. PRE-CALL PLANNING 2. GREET CUSTOMER 3. STORE CHECK 4. INVENTORY COUNT / CHECK 5. PLAN ORDER 6. PERSUASIVE SELLING PRESENTATION 7. RECORDS & REPORTS 8. MERCHANDISING ACTIVITY 9. DELIVERY & PAYMENT 10. TRADE RELATIONS 11. POST-CALL ANALYSIS
    • NESTLÉ WATERS PHILIPPINES, INC. THE END VIC RAMIL H. RAMIL
    • NESTLÉ WATERS PHILIPPINES, INC.BASIC CALL PROCEDURES FOR BOOKING ACCOUNTS
    • Chapter 1: Definition of SellingChapter 2: Definition of Selling SkillsChapter 3: The Role of a SalesmanChapter 4: Sales Force Management CycleChapter 5: Daily RoutineChapter 6: Sales Call Procedure
    • DEFINITION OF SELLING SELLINGRefers to persuading people to make a favorable decision relating to a product or aservice, that is perceived to be profitable to both parties
    • DEFINITION OF SELLING SKILLS SELLING SKILLS Selling skills refer to the ABILITIES involved in THE PROCESS OF HELPING THECUSTOMER BUY as effective and successful as possible for both you and the customer.
    • THE ROLE OF THE SALESMAN The Ultimate Role of a Salesman is to INFLUENCE customers’ decision-making, thusdelivering the Company’s Business Objectives.
    • SALES FORCE MANAGEMENT Route Plan Call Cards CYCLE Category Driven Channel Sales Call Focused Sales ManagementPro-Active Planning Call Performance Sales Performance Sales Order Key Reports Account OfftakeDistribution Focus Reporting(Management By Exception) Service Performance Sales Order Processing Call Card Reports Call Cards Data Entry
    • DAILY ROUTINE SALES CALL PROCEDURE
    • DAILY ROUTINE Follow these steps in your daily routine and the activities that take place.START OF THE DAY PREPARATION TRADE COVERAGE CLOSING OF THE DAY** CYCLE PLANNING ** QUARTERLY PLANNING (** A “MUST” ACTIVITY FOR EACH GROUP)END OF THE DAY
    • Follow these steps in your daily routine and the activities that take place. DAILY CLOSING OF THE DAY • Complete ReportsROUTINE • Reconcile Coll. / Deposits •Submit /Receive Call Cards Invoice/Collections • Review Performance • Daily Plan for Next Day TRADE COVERAGE CYCLE PLANNING • First Call Coverage • Sales Call Management QUARTERLY PLAN • Store Check PREPARATION • Conduct CompetitiveEND OF THE DAY • Review Work Plans / Load Activity for the day •Review Objectives(Sales,START OF THE DAY Distribution, Merchandising) •Check Vehicle •Check Sales Tools
    • SALES CALL PROCEDURE 1. PRE-CALL PLANNING It is a MUST that Call Cards should be used at all times so you can check the ff: data P Products you sold during your last call (Invoices, Orders, Delivery) R Recall what transpired during your last conversation and/or transaction O Opportunities to convince the customer to carry additional products B Best time to call the particular customer / outlet so your call will not be wasted I Initiate in making a sales plan to make your presentation more organized N New ideas should be explored to get the customer’s interest and increase business G Gather all selling, merchandising, equipment, resale materials needed for the call
    • SALES CALL PROCEDURE 2. GREET CUSTOMER Consider the following guidelines for this step : G GREET customers warmly and with a A firm handshake indicates your enthusiasm. U ULTIMATE motive is to get their attention and interest on what you’re about to give them. Note, don’t over-react. It should fit your personality. E ELIMINATE negative comments or questions like “How’s Business?”; create a positive atmosphere that’s appealing to them. S STATE your name, the co., and the products if you’re new. If you’re familiar already give them the Respect they deserved. T TELL customer with enthusiasm that you are bringing a very profitable business and great news to them.
    • SALES CALL PROCEDURE 3. STORE CHECK The Store Check is essentially linked to inventory count/check. There will always be opportunities to move products to the display area. S SIZE & SKUs of products carried. Distribution of brands and size must align with the PLAN-O-GRAM P PRICING Structure. Always check if your products are properly priced. SRP must be followed at all times. Also, check if your price is competitive against leading brand. E EXISITING shelf displays. Brands carried must have a fair share of shelf space and displayed as plan-o-grammed. E EXISTING Off-Shelf Displays. Always suggest enough buffer stocks to replenish shelf displays. Compute for display turn-over according to economy of scale. D DISPLAY Opportunities. Always look for new display areas/ space to further improve visibility & increase awareness product off-take.
    • SALES CALL PROCEDURE 4. WAREHOUSE CHECK This is a vital step in every call. This is where you finalize your volume plan while considering the following factors : STOCK MOVEMENT SPECIAL PROMOTIONAL EVENT STOCKS-ON-HAND STOCK EXPIRY DATES / F I F O Your responsibilities vis-à-vis the importance of this step. TO THE OUTLET- provide them with the service that will enable them to save time in writing an order in line with their requirements. To advice them on stock mgt., i.e. FIFO, infestations, flooding, leaks & others to prevent damage / bad stocks. TO THE COMPANY- provide information about outlet’s stock position level and offtake, balance promo packs, stocking level of competitors and their activities in the store.
    • SALES CALL PROCEDURE 5. PLAN ORDER What you need for an effective immediate, one time planning A ll you need is a review of your c us tomer call c ards and all data needed for an effec tive, immediate, one time planning are there. A lways us e the C all C ards on every c all,not at home after work. Fill-up all pertinent data required in acc omplis hing your daily call c ards . Us e S .O. Form with S ugges ted Order per S KU bas ed on the s tore’s requirement.
    • SALES CALL PROCEDURE 6. COLLECTION It is utmos t importanc e that you always follow- up collec tion s tatus of your res pec tive outlets . A lways c heck s tatus and make regular follow- ups to fac ilitate immediate proc es s ing of invoices . If problem/s exis ts , work your way/initiate proper reconc iliation to avoid cas es of “ HOLD ORDE RS ” . Remember: “ A S A LE IS NOT A S A LE UNLE S S C OLLE C TE D”
    • SALES CALL PROCEDURE 7. PERSUASIVE SELLING PRESENTATION Review Call Objectives (Sales, Promotions,Merchandising,Pricing) Talk to the decision maker Present the following using the Persuasive Selling Format • Promotions, New Products, Sales Orders Merchandising, Price Change and other pertinent business • Tell customer what he needs • Highlight on the benefits • Close the sale whenever possible
    • SALES CALL PROCEDURE7. PERSUASIVE SELLING PRESENTATION 5 Steps of Persuasive Selling Presentation: Step 1. Summarize the Situation Understanding the Outlet’s & Company’s Situation Step 2. State the Idea. Give Practical Suggestions. Step 3. Explain How It Works. Make the outlet understand your suggestion. Step 4. Reinforce Key Benefits. Make the outlet realize the features and benefits. Step 5. Close. Make the outlet easy to agree with your plan.
    • Persuasive Sales PresentationS ale s Id e a: You r wife wants to vis it h e r p are nts tonigh t.A m ovie you wante d to s e e is on its las t d ay in th eth e atre . H ow d o you p e rs u ad e h e r to watch th e m ovie Step 1: “I understand you want to see your parents tonight. But the movie we’ve been planning to see is on its last night in the theatre.” Step 2: “Why don’t we invite your parents to watch the movie with us”. Step 3: “You can tell them not to cook dinner for us. We’ll pick them up at 5:30 p.m., watch the movie, then have dinner at 8:00 p.m. at the nearby restaurant.” Sales 4:” This way we get to see your parents and we also get to watch the movie! As for your parents they will surely be delighted” Step 5: “Why don’t you call them up to inform them, here’s the phone.”
    • Persuasive Sales PresentationS ale s Id e a: S e ll in a ne w p rod u ct to a ne w cu s tom e r Step 1: “Due to the consumer demand for such a product, our company has researched and developed this new product.” Step 2: “This product will give you more business” Step 3: “For your initial purchase you will be given an off- invoice 10% price discount. The display material will be delivered to your store at the same time with the stocks...” Sales 4:” Your customer will be excited with this introductory promotion….…Product advertisement will boost demand…..” Step 5: “You can place your order now!”
    • SALES CALL PROCEDURE7. PERSUASIVE SELLING PRESENTATION What you need for an effective Presentation UNDERSTANDING - the outlet’s & co’s situation & make them understand your suggestion PLANNED ORDER- make the dealer realize the benefits using a home made / company supplied organizer KNOWLEDGE- of the customer’s needs. Should have a S.M.A.R.T. (Specific, Measurable Attainable, Realistic, Time- bounded) suggestions ANSWER- to possible questions for more information & to clarify issues for better understanding & approval. ABILITY TO: A- Arouse their attention I- Get their INTEREST D- Stimulate DESIRE to buy and sell our products A- make them ACT positively on your planned order PERSISTENCY- the more persuasive you are, the more sales and distribution you will make CONFIDENCE/ FLUENCY- the greater amount of confidence and fluency you have, the more convincing your presentation will be.
    • SALES CALL PROCEDURE 7.PERSUASIVE SELLING PRESENTATION What you need for an effective Presentation EFFECTIVE CLOSING TECHNIQUE- asking for customer’s approval on your planned order. Present your sales plan/order with complete qty., pricing & notations for their confirmation. METHODS OF CLOSING: ALTERNATIVE CLOSE- gives the buyer a choice of 2 positive situation, either one should give you the order ex. “Let’s book 20 cases or better 30 cases so you don’t ran out-of-stocks”. SIMILAR SITUATION CLOSE- refers to previous purchases made by the customer on a particular product or situation ex. “Just like last wk. You ordered 20 cases, this time let’s increase it to 30 cases to avoid OOS.” THIRD PARTY REFERENCE- refers to the other customer’s orders ex. “ All the stores in this area have made an advance booking. Let’s place one now.” OBJECTION CLOSE- after overcoming an objection, close the sale. DROP DEAD CLOSE- bluff them that you placed their orders already and to be shipped on a particular date ex. “ I took the liberty of placing your order due to urgency of the situation.”
    • SALES CALL PROCEDURE 7. PERSUASIVE SELLING PRESENTATIONWhat you need for an effective PresentationWHEN TO CLOSE: CLOSE AS OFTEN AS POSSIBLE WHENEVER YOU THINK THEY ARE READY TO BUY AFTER STRONG POINTS IN YOUR PRESENTATION AT THE END OF YOUR PRESENTATIONHANDLING OBJECTIONS:SALES OBJECTIONS - these are not necessarily stumbling blocks but are signsof interest. The key to handling objections successfully is, KNOWLEDGE - of your products, of your promotional opportunity, of the customer’s profile & personality , of yourself (strengths / weaknesses)*** COMMON ANSWERS TO OBJECTIONS CAN BE DERIVED FROM HIGLIGHTING THEBENEFITS OR THE TESTIMONIALS OR YOUR NEXT COVERAGE
    • SALES CALL PROCEDURE 8. RECORDS & REPORTS Accomplish the following records & reports during the call : SALES ORDER FORM CUSTOMER CALL CARDS DAILY FIELD REPORTS OTHERS AS NEEDED When you summarize your sales transactions, make sure that the leader understands Distributor’s terms and let the dealer sign the sales order / issue a PO to confirm their order.
    • SALES CALL PROCEDURE 9. MERCHANDISING ACTIVITY What is Merchandising? It is the art of presenting RFM Branded Foods products in a creative & innovative way to: Persuade the Outlets to purchase Attract the consumers to buy PRIORITIES IN MERCHANDISING RANGE - R SPACE - S VISIBILITY - V PROMOTION - P
    • SALES CALL PROCEDURE 9. MERCHANDISING ACTIVITY ACTIVITIES IN MERCHANDISING DISPLAY - Characteristics of a good display - it is in prominent or high traffic location - it is attractive enough to command attention - it includes a price & a reason to buy SHELF SPACE & POSITION - ensure that each of our brands, varieties & sizes carried by the outlet has a reserved space on the shelf in a position where it is visible to consumer, customer and helpers alike. USE OF DISPLAY MATERIALS - 3 TYPES - Promotional Materials - Brand Materials - Standard Materials IMMEDIATE DISPLAY & RESALE WORK ON PROMOTED PACKS - ensure that the price of the product displayed is clearly conveyed to the consumer and the trade
    • SALES CALL PROCEDURE 9. MERCHANDISING ACTIVITY GUIDES TO EFFICIENT MERCHANDISING At every visit, check the shelf displays. Always try to sell extra facing / additional SKU Plan merchandising displays carefully Remember the merchandising V I S A V - Visibility I - Impact S - Stability A - Appeal Eye level is BUY Level Make waiting time productive - MERCHANDISE Act as merchandising consultants to our customers Check stock positions so you can plan properly according to stock depth of your display as well as warehouse / stock room buffer stocking.
    • SALES CALL PROCEDURE 10. TRADE RELATIONS How to develop Goodwill in the trade : Be HONEST, not just dealing with the money & goods but also in statements and claims. Be FAIR. Give all customers in similar circumstances, similar considerations and treatments. Show genuine concern for the outlet’s business by regular coverage, responsible advice on pricing, proper handling of stocks and merchandising support in proportion to his volume potential and by not overloading nor underselling. TELL CUSTOMER NEXT COVERAGE. • In this step, tell customer your next coverage before you leave the call. This will enable the dealer to prepare a budget for purchasing of stocks on your next call according to product turn-over.
    • SALES CALL PROCEDURE 11. POST-CALL ANALYSIS As you move on the next call, analyze the outcome of the recently concluded call. Ask yourself the following questions: HOW AM I DOING? WHY? WHAT AM I GOING TO DO ABOUT IT? If you were successful, determine the approach responsible for the success so you can use it in other calls. Conversely, try to discover the reason for failure so you can avoid it in the next call. Take time to determine how best you can overcome your weakness and improve your strong points; apply the lesson learned from each call to succeeding calls. The selling cycle now begins again. Repeat the Sales Call Procedure for your next call. “The THING that COUNTS is not what we KNOW but the ABILITY to use what we KNOW”
    • SALES CALL logical & progressive sequence : These 11 steps must be followed in PROCEDURE POST-CALL GREET ANALYSIS CUSTOMER PRE-CALL PLANNING STORE CHECK TRADE RELATIONS WAREHOUSE CHECKMERCHANDISING ACTIVITY RECORDS & REPORTS PRESENTATION COLLECTION PLAN ORDER
    • SALES CALL PROCEDURE These steps must be followed in logical and progressive sequence : 1. PRE-CALL PLANNING 2. GREET CUSTOMER 3. STORE CHECK 4. WAREHOUSE CHECK 5. PLAN ORDER 6. COLLECTION 7. PRESENTATION 8. RECORDS & REPORTS 9. MERCHANDISING ACTIVITY 10. TRADE RELATIONS 11. POST-CALL ANALYSIS
    • NESTLÉ WATERS PHILIPPINES, INC. THE END VIC RAMIL H. RAMIL
    • GENERAL MODEL MODEL-CHANNEL DEVELOPMENT % Class % Vol CHARACTERISTICS-UNIQUENESSMODE OF POSITIOINGTarget Segment: Segments Contibution MARKET IMPORTANCE PLACEMENT Strategically Located Matching & FlankingHigh End Free Enterprise Channels Display-Off &On Shelves ABC-LowerC 2% 37% Product Exposure-CatMan ICO Driven-DSA S/mkets Impulsive Market-Battle Field Full Range-Massive Upscale 1% 5% Specialty Outlets. Synergy ApproachCaptive Market HB/PC/DS Captive Market Full Range-Massive Retail to Wholesale Matching-Product FitLow End CDE 10% 28% Huge in population Pricing Srat/VFM Grocery Market for CDE Promotional Placement CDE Dynamic Market-Clustering Placement-Image Bldg.Mixed/Devtal CVS 85% 26% High Potential vs Census Right SKU to Right Outlet PMS/WS Revenue Driven Pricing ConsiderationOn Premise INSTL 2% 4% Initial Trials & Awareness - UAI Single to Group Usage Hierarchy of Importance
    • PRODUCT POSITIONINGStrategy Concept and Principles: • This aims to give consumer wide range of selection from all available products or brands; giving consumers same products or brands w/ varying size, price & variants (PLS) • This is normally done by arranging or showcasing our brands to occupy a clear, distinctive, competitive and desirable place in the point of sale vs. Competition • Serving all lifestyles and walks of life. • Our Job is to develop a distinct competitive edge and create awareness in the mind of consumers. Internally, it also gives us opportunity to protect our turf & fast moving as catalyst for slow moving. • Creating a barrier for a new entrants in the market.
    • PRODUCT POSITIONING Target Segment: Channel Home Care Confectionery Alcoholic Beverages Snack Choco Milk Type H&B Beverages NAB Foods Drinks IFFOHigh End S/Market Push & Pull Push & Pull Cross merchCross Merch ABC-LowerC Class A Full Range Full Range Full Range Full Range Full Range Full Range Full Range S/mkets Class B Full Range Full Range Full Range Full Range Full Range Full Range Full Range AB-Upper C HB/PC Full Range Optional Optional Product Fit Product Fit OptionalCaptive Market HB/PC/DS DS/Dept Str Full Range Optional OSPS Optional Optional Optional Grocery Selective/FM Full Range Selective/FM Full Range Full Range Full Range Full RangeLow End CDE Mini Mart Selective/FM Full Range Selective/FM Sales Mix- Full Range Product Fit Full Range Grocery Product Fit CDE Convnce Str Selective/FM Full Range Full Range Sales Mix- Full Range Full Range Full RangeMixed/Devtal CVS/PM Public Mkts Selective/FM Full Range-Sel. FM Size/Packs Popular Size Full Range Product Fit Full Range WS/Instl Wsaler Selective/FM Selective/FM FM Size/Packs Full Range FM Size/Packs Fit Product Fit ProductOn Premise HORECA Optional FM Size/Packs Full Range Product Fit FM Size/Packs Fit Product Fit Product Hierarchy of Importance
    • PROMOTION STRATEGYStrategy Concept: • Aim to drive Brand Equity Building-Create Brand Awareness, top of mind consistent to selling activities & programs. Develop brand switching. • Supports like category cluster or promotional with premiums as in pack banding, bundling, free goods, promo contest will increase mileage and in line with value for money. • Price-off is situational as it may not result to brand switching but more on forward buying from current users. In store programs, I.e. merchandising contest, off-shelf appearance, store in house sell-out programs are temporary need continuity. • Strategy must develop and result to brand pull, product preference and differentiation.
    • PROMOTION STRATEGY Target Segment: Channel Home Care Confectionery Alcoholic Beverages Snack Choco Milk Type H&B Beverages NAB Foods Drinks IFFOHigh End S/Market Tactical Sell-In to Sell-Out Tactical Tactical Tactical Tactical Tactical ABC-LowerC Class A Promo Girls Price Off Price Off Display Contest Price off Sell-In to Sell-Out Merch Contest S/mkets Class B Promo Girls Bundling Promo Contest Lote Packing Bundling Bundling AB-Upper C HB/PC Pack Banding Bundling Tactical Tactical Tactical TacticalCaptive Market HB/PC/DS DS/Dept Str Promo Contest Trade Disct Trade Disct Grocery Lote Packing Sell-In to Sell-Out Sell-In to Sell-Out Sell-In to Sell-Out Lote Packing Price Off Price OffLow End CDE Mini Mart Lote Packing Sell-In to Sell-Out Price Off Price Off In-Pack Band Bundling Bundling Grocery Price Off Volume Incentive Promo Contest Bundling CDE Convnce Str Bundling Bundling Bundling Lote Packing Bundling Bundling BundlingMixed/Devtal CVS/PM Public Mkts Lote Packing Volume Incentive Bundling Lote Packing Price Off Bundling Price Off WS/Instl Wsaler Vol Incentive Volume Incentive Bundling Volume Incentive Lote Packing Bundling Volume IncentiveOn Premise Horeca Price Off Price Off Price Off Price Off Price off Price Off Price Off Hierarchy of Importance
    • BEST FIT PROGRAMS Channel Targeted Scope Durn. Objectives Best Fit Program Key Performance Index Type Segments Expected ResultsA. Suprmrkets Create Mass Appeal Price -Off Upper Trade ABC Top Accts USL Increase off-take. Sell-out > bundling Sales Volume before vs post prog 1-mo Move out Inventory In-Case/Pack banding % Growth vs prior period. Top Accts Incease stock depth/weight Volume discount Stock cover is 2X call freq. Trade Dealer Incentive Shelf space inc by 20%. Product Positioning- Tactical - Programs % Brand Penetration. New & Existing Brands -Sampling, Push Girls Brand availability 1-Cyc Complete & Full Range Trade Dealer Incentive Sku listing indeces. to Placement Trade Discount Ratio of total sku vs sku listed. 1QTR Special Credit Term Salesforce Incentive Brand Equity Bldg / Brand Image Merchandising Contest Massive on-shelf displays. Develop top of mind awareness Disers Incentives Creation of additonal displays Brand Pull Consumer Rebates Cross Merchandising. Brand Switching Banding/Price Off/Rebates Off Take increase Create Mass Appeal Sampling &Push Girls Induce trials Promo Contest-Raffle Lower Trade CDE Selective Long Outlets Development-Support Wholesale Program Increase in wholesale volume Durn in Wholesale. Peddlers Incentive sales by 50% Bridging the Gaps-Distn & Pene Lote Packing Wider reach & penetration Selective Increase off-take. Sell-out > bundling Sales Volume before vs post Move out Inventory In-Case/Pack banding program % Growth vs prior pd. Create Mass Appeal/TMAware Price -Off/consumer rebate Sales Volume before vs post Move-out of Inventory Sell-out > bundling program % Growth vs prior pd. Brand Equity Bldg / Brand Image Merchandising Contest Massive on-shelf displays. Develop top of mind awareness Disers Incentives Creation of additonal displays Brand Pull Consumer Rebates Cross Merchandising. Cross Merchandising.
    • BEST FIT PROGRAMS Channel Targeted Scope Durn. Objectives Best Fit Program Key Performance Index Type Segments Expected ResultsB. Specialty Stores ABCDE All 1-QTR Brand Penetration Tactical Display Rental % Brand Penetration vs prior pd.Health & Beauty Teens/ Brand Positioning Modular Display Forward Stock higher than % MS.Personal Care Yuppies Outlets Push Drive TDI or Discount Volume Growth All SKU Listing for New Categories Intro Discount Listed Brand/categories/skusCaptive Market SKU Listing for Existing Sampling /In-store Create Traffic-Awareness Tactical Programs Salesforce Incentive All Short Brand Equity Bldg Stores Staff Support Top of awareness Term Brand Pull Consumer Rebates Consumers Response/Fdbcks All 1-Mo Brand Switching Banding/Price Off/Rebates Off Take increase Sampling &Push Girls Sales Improvement by __% Flyers Prog/ POSMs Induce trials Promo Contest-Raffle
    • BEST FIT PROGRAMS Channel Targeted Scope Durn. Objectives Best Fit Program Key Performance Index Type Segments Expected ResultsC.PopuLar Channel Selective 1-QTR Brand Penetration Salesforce Incentive % Variance in Brand pene vs priorGrocery Type CDE Right SKU to Right Outlets Value for Money period.Low-End Segment CuriousPopular Channel Buyers Increase Stock depth Volume Incentive 80:20 ratio for Fast to slow moving Trials Lote PackingD. Developmental Transient Increase Distribution Depth / Trade Dealer Incentive % Variance in selling outlets vs. Trade Channel Yuppies Reach Alternative Distn Mode non-selling vs prior period.Convenience Stores Switchers Selective Long Influence outlets to push Wholesale/Peddlers Inctive % Growth in sales vs prior period.Public Market Stalls Durn Lote PackingWholesalers Massive Display/Impulsive Tactical disers deployment Display-Power Block appearance.On Premise Accts :High End Tourists All to Cyc Create Demand Price Off % Improvement vs SKU placement AB Selective Brand Switching Promo Contest % Off Take Improvement upper C Top Mind Awareness Special Events Support % Sales Growth Off Take incentive ProgramsLow End 80-20 15 dys Create Demand Promo Contest % Improvement vs SKU placement CD Pareto 30 dys Brand Switching Dealer Aid % Off Take Improvement Top Mind Awareness Incentive Scheme % Sales Growth Motorists Off Take Price Off Call To Action Visibility Campaign
    • CUSTOMER CONTRIBUTION STATEMENT SAMPLE FORMAT
    • CUSTOMER / CHANNEL / SALES AREA CONTRIBUTION STATEMENTCUSTOMER: MAGICSTORESCATEGORY: BEVERAGES CURRENT YEAR PLAN % % Amount NPS Amount NPS (Mio (Mio Euro) Euro) GROSS PROCEEDS OF SALES 111 120Less: General Price Reductions 11 12 100.0 100.0 NET PROCEEDS OF SALES 100 % 108 %Less: Performance Trade Expenses Space 0.5 0.5% (of which) Listing Fees 0.1 0.1% Trade Promotional Activities 3 3.0% Specific Target Incentives Total Performance Trade Expenses 3.6 3.6% Non Performance Trade Expenses Ad-Hoc Expenses 1 1.0% On-going Expenses 2 2.0%
    • C USTOME R F OC US C ONC E PT GE NE RA L TRA DE “ MOHIC A N “
    • RFM BRANDED FOOD GROUPC US TOME R F OC US MOD U LE VIC RAMIL H. RAMIL
    • A dapt ing Cust omer FocusO b j ctive s : e To acknowle d ge th e im p ortance of you r work to as p e cific cu s tom e rs / s tom ize d . cur To introd u ce focu s on th e cu s tom e r as th e d rivingp rincip le of cu s tom e r s e rvice .t To s h are with you wh at cu s tom e rs re gard asim p ortant, accou nt or ou tle t s p e cific.n To introd u ce th e cu s tom e r inte raction cycle andgive you p ractice in u s ing its s u p p orting s kills . VIC RAMIL H. RAMIL
    • C reating C us tomer Focus cont’d. To h e lp you u nd e rs tand and e m p ath ize withcu s tom e rs .r To e m p h as ize th e im p ortance of te am work. To s tre s s th e im p ortance of re cove ring fromm is take s .p To b u ild you r confid e nce in h and ling cu s tom e rs . VIC RAMIL H. RAMIL
    • WHAT IS CUSTOMER FOCUS? Total Organization engaged in delivering tocustomers the highest quality products andservice.g Value is measured extent to whichTerms meetthe organization); the in Customers’ you (notthe organization); the extent to which you meetthe needs and expectations of Customers. VIC RAMIL H. RAMIL
    • WHY IS CUSTOMER FOCUS IMPORTANT?F To maintain and build a competitive edge & advantage.. Do better in market place.k Growth in profit margins. To be leaders in the field or trade. VIC RAMIL H. RAMIL
    • What do C ustomers C are A bout?R eliability: ability to perform the promised service dependably and accurately.Assurance: knowledge and courtesy of employees and their ability to convey trust and confidence.T angibles: physical facilities, equipment, appearance of personnel, reports, invoices, and so on.E mpathy: caring, individualized attention.R esponsiveness: willingness to help customers and provide prompt service. VIC RAMIL H. RAMIL
    • THE C USTOME R INTE RA C TION C YC L E Receiving • Be Ready • Welcome Keeping Understanding• Check for Satisfaction • Listen• Thank • Ask• Bridge • Restate• Follow up Helping • Offer information and Options • Set expectations • Set Agreement VIC RAMIL H. RAMIL
    • C USTOME R FOC US FOR C USTOME R SA TISFA C TION BUSINESS BUILDING BUILDINGCOST EFFECTIVE BUSINESS PROGRAM ALLIANCE TAILOR-FIT ACTIVITIES-PRACTICES CUSTOMIZED VIC RAMIL H. RAMIL
    • K E Y E L E M E N TSBusiness Building• Synergy of Activities• Adapt Best Practices• Support & Reinforce Plans / Programs,• Introduce New Ideas, Ways & Means.• Develop & Manage New Ways• Develop Competitiveness• Accounts, Outlets, Channel Specific. VIC RAMIL H. RAMIL
    • K E Y E L E M E N TSBuilding Business Alliance • Support move to cut down Cost of Non-Conformances. (CONCS) • Win-Win Programs Application • Alignment of Plans & Programs between Business Partnership • Open Communication & Coordination VIC RAMIL H. RAMIL
    • K E Y E L E M E N TSTailor-Fit Activities / Dove Tail • Performance Review / Analysis ( N. A.) • Specify Facts & Apply Cause & Effect • Resolve Critical Issues • Plan Out Best Fit Programs • Allocate Funding ( TM SUPPORTS ). • Monitor Results Periodically. VIC RAMIL H. RAMIL
    • K E Y E L E M E N TS Cost Effective-Efficient Programs• Mutually Agreed Programs ( Scope & Duration)• Maximization of Resources deployed for Optimum Results.• Brand Equity Building, Off-take generating or Build Trade Confidence.• Cost-Benefit Analysis. VIC RAMIL H. RAMIL
    • B U S IN E S S B U IL D IN G SIGNIFICANT COMPONENTS:• COMPARATIVE SALES ( Trending ) > Previous Periods,Per SKU/Per Month• TRADE SUPPORT EXTENDED• TRADE MKTG PROGRAMS APPLIED• INCREMENTAL SALES AS DERIVATIVES• SALES FORECAST ( Per SKU/Per Month )• PLANNED SUPPORTS/PROGRAMS• RATIO OF TTS vs. SALES RESULTS. VIC RAMIL H. RAMIL
    • B u s in e s s P la nTOTAL CATEGORY ( PESOS) S a m p le 0YEAR 2005 ( PROJECTIONS )TOTAL CATEGORY ( PESOS) PROJECTED GROW TH #DIV/0! EXPENSES-YR 2005TRADE PROMO ACTIVITIESDISCOUNT ( LESS 10,LESS 5 ) 0DEALSFREE GOODSTOTAL TRADE SPENDINGDISPLAY RENTAL-SPACE MASS DISPLAY SHELF RENTAL ADDITIONAL DISPLAYNON-PERFORMING TRADE EXPENSES LISTING FEE INTRODUCTION DISCOUNT/FEE ANNIVERSARY SUPPORT SPECIAL EVENTSIN-STORE PROMOTIONAL ACTIVITIES SELL-IN SELL-OUTSPECIFIC TARGET INCENTIVESOTHERS: SPECIFYTOTAL SELLING EXPENSESCOST TO SALES RATIO EXPENSES-YR 2003TRADE PROM O ACTIV ITIESDISCOUNTDE LS AFRE GOODS ETOTAL TRADE SPENDINGDISPLA Y RENTA L-SP CE A M SS DISP A LA Y VIC RAMIL H. RAMIL
    • B u s in e s s P la n EXPENSES-YR 2003 S a m p leTRADE PROMO ACTIVITIESDISCOUNTDEALSFREE GOODSTOTAL TRADE SPENDINGDISPLAY RENTAL-SPACE MASS DISPLAY SHELF RENTAL ADDITIONAL DISPLAYCHILLER SPACE RENTAL NWPI CHILLER (UNITS) REQTS NWPIS CHILLER IN-HOUSE CHILLERNON-PERFORMING TRADE EXPENSES LISTING FEE INTRODUCTION DISCOUNT/FEE ANNIVERSARY SUPPORT SPECIAL EVENTSIN-STORE PROMOTIONAL ACTIVITIES SELL-IN SELL-OUTSPECIFIC TARGET INCENTIVESOTHERS: SPECIFYTOTAL SELLING EXPENSESCOST TO SALES RATIO VIC RAMIL H. RAMIL
    • E f f e c t iv e n e s s a sACCOUNTS /TRADE NAME E f f ic ie n c y OUTLINES NEGOTIATION OF KEY POINTS / HIGHLIGHTS TIMING DURATION RANGE PRICE POINT PROMOTIONS RUSTANS SELL-IN SELL-OUT IN-STORE SUPPORT FACING / SPACE MERCHANDISING DISPLAY AREAS COMMENTS :ACCOUNTS / OUTLINES OFTRADE NAME NEGOTIATION KEY POINTS / HIGHLIGHTS RANGE PRICE POINT PROMOTIONSSHOE MART SELL-IN SELL-OUT IN-STORE SUPPORT FACING / SPACE MERCHANDISING DISPLAY AREAS COMMENTS :ACCOUNTS / OUTLINES OFTRADE NAME NEGOTIATION KEY POINTS / HIGHLIGHTS RANGE PRICE POINT PROMOTIONS MAKRO SELL-IN SELL-OUT IN-STORE SUPPORT FACING / SPACE MERCHANDISING DISPLAY AREAS COMMENTS : VIC H. RAMIL
    • Nestlé Waters Philippines, Inc.
    • TRAINING OBJECTIVES : 1. To provide our Merchandising Force with the specific information on information on basic merchandising standards, principles, and philosophies. 2. To provide our Merchandising Force with ample knowledge about the brands, its competitiveness, consumer acceptance & needs for trade push and pull creation. 3. To give regular merchandisers a refresher course on merchandising. 4. To know, learn and understand the Role, Task, Responsibilities and Accountabilities of a merchandiser.
    • EXPECTATIONS :1. COC’S ( CHECK OUT COUNTERS DISPLAY, PAPAANO ?2. PLAN O GRAM3. MASS DISPLAY - WHY & TYPES.4. SHARE OF SHELF5. INCREASE- FACING OR SPACE6. SUGGESTED ORDERING – OFF TAKE7. MAXIMUM CAPACITY PER SHELF ?
    • First Part - Basic Merchandising Skills: Chapter 1 : Words of the Experience Chapter 2 : What is Merchandising? Chapter 3 : Display Arrangement & Building Chapter 4 : Merchandising Objectives Chapter 5 : Merchandising & Display Facts Chapter 6 : What is Displaying? Chapter 7 : What is a Good Display? Chapter 8 : Communications in Selling Chapter 9 : Merchandising Call Procedure Chapter 10: Reports (Inventory, Offtake, Planogram, Competitive)
    • Second Part - Consortium Merchandising Chapter 12 : Merchandisers Key Results Area Chapter 13 : Merchandisers Responsibility
    • The Words of the Experience “ The secret of my success is that I look at a coin. On one side, it reminds me that without sales, there is no merchandising. On the other side, it reminds me that without a good and proper merchandising job, there is no sales or poor sales at my next call. So I realized that SA L E S and ME RC HA NDISING are two sides of the same coin.”
    • The Words of the Experience A display can give you a bigger sales increase thatany other marketing tool; more than promotion andmore than media. Display space and siting is difficult to obtain BUTeasy to loose. So, once you have got it, retain andimprove on it. It is easiest thing in this world to get a NO, however,it makes much more fun to get a YES.
    • What is Merchandising?The ART of presenting RFM’s products in a CREATIVEand INNOVATIVE way to :  PERSUADE the outlets to purchase.  ATTRACT consumers to buy.  Call to Action  Make products appear as MARKET LEADERS  To display latest POINT OF SALE material and remove outdated, faded or damaged material  Create NEW DISTRIBUTION POINTS.
    • What is Merchandising?  GENERATE and MAINTAIN the largest possible shelf space. Improve OFFTAKE for all products.  STIMULATE and MOTIVATE placement of orders. Ensure display at ABOVE STANDARD foroptimum sales and product appearance
    • Display Arrangement & BuildingDisplay Types:  On Shelf Display or Primary Shelf Display These are products normally displayed on the gondola shelf or shelves of the supermarket. Products are normally grouped together according to its category.  Off Shelf Display These are products displayed outside of the gondola shelves. Some are displayed massively, some are displayed using promotional racks or tiers and still some on the checkout counters.
    • Display Arrangement & Building On Shelf Display or Primary Shelf Display
    • Display Arrangement & Building Types of Off Shelf Displays1. Mass Display / Island Displays2. Gondola End Displays3. Promotional Displays 4. Check-out Counter Displays 5. Dump Bin Displays 6. Perimeter Wall / Front Window Displays
    • Display Arrangement & BuildingTypes of Off Shelf Displays1. Mass Display / Island Displays2. Gondola End Displays
    • Display Arrangement & BuildingTypes of Off Shelf Displays3. Promotional Displays
    • Display Arrangement & BuildingTypes of Off Shelf Displays4. Dump Bin Displays5. Perimeter Wall / Front Window Displays
    • Display Arrangement & BuildingTypes of Off Shelf Displays6. Check-out Counter Display / Counter TopDisplay
    • Merchandising Objectives  AVAILABILITY  ACCESSIBILITY  VISIBILITY  FRESHNESS
    • Merchandising Objectives  AVAILABILITYAchieve multiple distribution points in eachoutlet
    • Merchandising Objectives ACCESSIBILITYEnable consumers to see, reach, and touch ourproducts at the point of sale.
    • Merchandising Objectives  VISIBILITY Make our product look dominant in each category. Achieve display dominance and / or fair share ofspace.
    • Merchandising Objectives  VISIBILITY Multiface “topsellers” whenever possible Group products together whenever possible.
    • Merchandising Objectives  VISIBILITY Use shelf talkers / signs whenever possible Arrange products so that our brand name / logo faceconsumers.
    • Merchandising Objectives FRESHNESS Ensure we have the right products in correctquantities in the shelf at all times.  Ensure First In-First Out basis.
    • Merchandising & Display Facts Offtake of consumers products react dramaticallyto changes in shelf facings, locations & the use ofshelf signs / talkers. + 40% -48% -58%
    • What is DISPLAYING? Displaying refers to how products are presentedat points of sale. The quality of display is a direct result of themerchandising work and is judged according tolocation, type, product availability, accessibility,visibility, and the use of supporting promotionalmaterials.  More displays improve product offtake.
    • What is a GOOD DISPLAY? Eye Catcher Make product appear as market leader. Increases brand awareness / image createimpact. Maximizes Product Impact. Merchandisers products at eye level. Contains only clean products and properlypriced.  Merchandise products in “BLOCK” position.
    • Communications in Selling Sight - 85% Taste, Touch, Smell - 10% Hearing - 5%
    • MERCHANDISING CALL PROCEDUREWhy do we Merchandise? To build brand awareness / loyalty. To encourage trial consumption. To encourage repeat purchase To increase sales / profit of company & trade To give consumers value for money To make outlets accept new products. To ensure product, company and trade success.
    • MERCHANDISING CALL PROCEDURE 1. PRE-CALL / POST CALL ANALSIS 2. GREET7. TRADE RELATIONS CUSTOMER 3. CHECK INVENTORY &6. EXECUTE ACTIVITIES / MERCHANDISE OBJECTIVES 5. PLAN 4. RECORDS ACTIVITIES & REPORTS
    • MERCHANDISING CALL PROCEDURE1. PRE-CALL ANALYSIS Review Master Call Plan / Call Card  No. of outlets to be visited for the day.  Route Plan / schedule  Call Card (distribution; OOS, facings, promotions, competitive activities, others) Check the Merchandiser Kit  Price labelers; label tapes  Cutter / cutter blades  Marking Pens; POSMs; POPs; scotch tapes, rugs
    • MERCHANDISING CALL PROCEDURE1. PRE-CALL ANALYSIS2. GREET CUSTOMER G - Greet warmly with a smile. U - Ultimate motive is to get his/her attention. E - Eliminate negative comments like “How’s business?” S - State your name and the company you are representing T- Tell customer that you ready to render your services
    • MERCHANDISING CALL PROCEDURE1. PRE-CALL ANALYSIS2. GREET CUSTOMER3. CHECK INVENTORY & MERCHANDISE Product availability - determine what products available. Is it properly displayed? Stocks Inventory - does the outlet have sufficient stocks? What variants do I have to replenish? Pricing- is the price correct? Is it clear?  Distribution Points - replenish all shelves and off- shelves displays.  Merchandising Materials - Do I need to replace old POSMs? What improvement to do.
    • MERCHANDISING CALL PROCEDURE1. PRE-CALL ANALYSIS2. GREET CUSTOMER3. CHECK INVENTORY & MERCHANDISE4. RECORDS & REPORTS  Update inventory folders & inventory forms Record out of stocks & notify salesman afterwards.  Check competitive activities  List down current facings.  List down additional product distribution points.
    • MERCHANDISING CALL PROCEDURE1. PRE-CALL ANALYSIS2. GREET CUSTOMER3. CHECK INVENTORY & MERCHANDISE4. RECORDS & REPORTS5. PLAN ACTIVITIES  Time management is the most important tool in this step. Make sure that you only plan what you can finish within a call. Facing Objectives BO accomplishment  POSMs installation / Planogram replacement Clean display Offshelf display
    • MERCHANDISING CALL PROCEDURE1. PRE-CALL ANALYSIS2. GREET CUSTOMER3. CHECK INVENTORY & MERCHANDISE4. RECORDS & REPORTS5. PLAN ACTIVITIES6. EXECUTE ACTIVITIES / OBJECTIVES  Once you have listed your activities for a particular call, execute them one by one with tact, care & presence of mind.  You should not sacrifice quality when executing an activity or an objective.
    • MERCHANDISING CALL PROCEDURE1. PRE-CALL ANALYSIS2. GREET CUSTOMER3. CHECK INVENTORY & MERCHANDISE4. RECORDS & REPORTS5. PLAN ACTIVITIES6. EXECUTE ACTIVITIES / OBJECTIVES7. TRADE RELATION & LEAVE CALL  Be honest when dealing with store personnel.  Show genuine concern for the outlet’s business by working productively and providing important feedback in operational issues / problems.  Be courteous. Avoid unsolicited remarks about other products and other people.
    • MERCHANDISING CALL PROCEDURE1. PRE-CALL ANALYSIS2. GREET CUSTOMER3. CHECK INVENTORY & MERCHANDISE4. RECORDS & REPORTS5. PLAN ACTIVITIES6. EXECUTE ACTIVITIES / OBJECTIVES7. TRADE RELATION & LEAVE CALL8. POST-CALL ANALYSIS  As you go to your next call, analyze outcome of your previous call and ask yourself… How am I doing? Why? What am I going to do about it? How can I improve my activities?
    • Merchandising Key Result Areas (KRAs) KRAs PERFORMANCE PERFORMANCE OBJECTIVES STANDARDS1. Stock Availability  To ensure 100%  0 Stock out replenishment of all SKUs at all times.2. Share of Space  To maximize &  Depends on expand product product standards facings against (50:50 ratio is competition ideal) > % MS.3. Product Visibility  To install point of  100% sale materials implementation according to plan.  To implement set  100% planogram. implementation  To attain display  100% dominance. implementation
    • Merchandising Key Result Areas (KRAs) KRAs PERFORMANCE PERFORMANCE OBJECTIVES STANDARDS4. Freshness  No expired products  0 incidence of expiry are on the shelves. products on display.  Maintain new and clean  Timeliness of POSMs & POPs all the POSMs & POPs time. installation.  Minimize bad order  Must be maintained “BO” at <1.0% of sales per outlet.  Shelves and product  100% of the time cleanliness. clean product & display.5. Pricing  To ensure correct and  100% of the time legible pricing product pricing is correct.
    • Merchandising Key Result Areas (KRAs) KRAs PERFORMANCE PERFORMANCE OBJECTIVES STANDARDS6. Trade  Establish good  0% complaints fromRelations relationship with outlets. trade personnel7. Management  Prepare & submit  100% accurate,Reports reports as may be complete & up-to- required by date submission of management. reports.
    • MERCHANDISERS Major Responsibility The merchandiser is responsible for the activitiesperformed at the point of sale which ensure thedisplay of our products according to the company’srules which stimulate the placement of orders. The purposes are to: optimize product freshnessand to support sales through increasing consumerawareness.
    • MERCHANDISERS Attitude  Always keep a positive attitude.  Be aggressive without being impolite.  Be loyal and honest to your company and to the product you represents.  Be responsible and accountable in all the things you do.  Always strive to SUCCEED and NEVER GIVE UP!“The THING that COUNTS is not what we KNOW but the ABILITY to use what we KNOW” KNOW
    • NESTLÉ WATERS PHILIPPINES, INC. THE END VIC RAMIL H. RAMIL
    • SALES DRIVERS “ MIX AND MATCH “AGGRESSIVE DISTRIBUTION MODE
    • FILIPINAS WATER BOTTLING CO.,INC. CHANNEL DRIVEN – TACTICAL MIX & MATCH  SUPERMARKETS  R-S-V-P + P ( HORIZONTAL – VERTICAL )  GROCERY TYPE  R-S-V + P ( HORIZONTAL – VERTICAL )  HORECA  TACTICAL SATURATION DRIVE  TRADE MARGIN/REVENUE AS SELLING POINT  HIGH TRAFFIC AREAS  COMMANDO-TACTICAL : VISIBILITY & PRICING  DOWNLINE CHANNELS:  PENETRATION DRIVE : BREAK CASE SELLING  ALTERNATIVE DIST’N MODE : SUB-D, JOBBING….  PROFITABILITY APPROACH :  APPLY “ LITER SELLING “  OPPORTUNITY SELLING – K-I-L-L
    • FILIPINAS WATER BOTTLING CO.,INC. Objectives * PLACEMENT * AVAILABILITY * VISIBILITY Key Strategies • Aggressive pipelining • Competitive Trade deals : 5 + 1 DEAL • LISTING FEE / or INTRO DISCOUNT Supermarkets / Big Grocery/ Drug Store Chain
    • FILIPINAS WATER BOTTLING CO.,INC. Objectives * PLACEMENT * AVAILABILITY * VISIBILITY Key Strategies • Aggressive pipelining - Channel Focus : • Supermarkets • Grocery Types / Wholesalers • Convenience Stores • Drug Stores • Other Downline Channels- Bakery, SSS,PMS,Canteen
    • Objectives* PLACEMENT* AVAILABILITY 330 ml* VISIBILITY 600 ml 1.0 GalKey Strategies 1.5 Lit 1.5 Gal • Full RANGE Placement: ( Vertical Distribution ) • Right SKU to the Right Outlet ( Product Fit Approach) • DEPTH Driven Sell In : • Stock Weight & Cover – ( Stock Pressuring ) • SPACE for Impulsive Display: • In-Store Presence, Merchandising & POPs/POSM’s.
    • FULL RANGE & SKU’S :330 ml 1.0 Liter 1.5 Gallons 600 ml 1 Gallon
    • OUR FULL PRODUCT RANGE : 5 GALLONS
    • Objectives* PLACEMENT* AVAILABILITY* VISIBILITYKey Strategies • VISIBILITY(AGGRESSIVE BTL ACTIVITIES) • STREET SELLING – High Traffic • POP’S & POSM’S – Call To Action • SPECIAL EVENT PARTICIPATION – Interfacing w/ BFG • RESORT PROGRAM – Key Areas
    • PRICE POSITIONING – 330 ML120 116100 110 105 103 109 100 80 94 84 9.00 60 8.50 7.75 6.50 7.25 8.45 8.15 40 8.00 20 0 Wilkins Absolute Nature Spring Summit Hidden Spring Viva NPL AQUA BLUE
    • PRICE POSITIONING ( 600 ML)160 500 ML140 154 500 ML120 121 116 119100 113 97 102 100 80 60 40 20 0 Wilkins Absolute Nature Spring Summit Hidden Spring Viva NPL AQUA BLUE
    • PRICE POSITIONING ( 1.5 lit )140 1.0 LIT 136120 116 113 116100 97 103 100 80 60 74 40 20 0 Wilkins Absolute Nature Spring Summit Hidden Spring Viva NPL AQUA BLUE
    • RETAIL PERFORMANCE STANDARD : Channel Type 330 ml 600 ml 1.5 lit 1.0 gal 1.5 gal 5 gal TCA QLP IDM MooSupermarkets X X X X X X X X X XGrocery X X X X X X X X X XCVS X X X X X X X XSSS X X X X XPMS X X X X XDrug Stores X X X X X X XGas Station X X X X X X XCanteen X X X X XSports Club X XBakery X X X optional X X X XWholesalers X X X X X X XBus Terminals X X X X X XStreet Vendors X X XInstitutional X X X X XPRODUCT FIT APPROACH –”Right SKU to the Right Outlet”
    • Negosyo Mula Sa 330 mlAqua Blue…… 600 ml
    • 330 ml ADDITIONAL INCOME :Aqua Blue…… 600 ml
    • SATURATION – VISIBILITY DRIVE BORACAY ISLAND DECEMBER 2004- APRIL 2005
    • FILIPINAS WATER BOTTLING CO.,INC..Objectives• Availability – Visibility Drive – High Traffic Areas: • Boracay IslandKey Strategies • On Site Distribution Operation ( OSDO ). • Saturation Drive • Merchandising Blitz
    • FILIPINAS WATER BOTTLING CO,INC..Objectives• Availability – Visibility Drive – High Traffic Areas: • Boracay IslandKey Strategies • On Site Distribution Operation ( OSDO ). • SATURATION DRIVE : – Outlet Penetration/Placement » 2 Contractual Salesmen – Delivery & Account Servicing » Distributor’s Depot in Boracay
    • FILIPINAS WATER BOTTLING CO,INC.Objectives• Availability – Visibility Drive – High Traffic Areas: • Boracay IslandKey Strategies • On Site Distribution Operation ( OSDO ). • MERCHANDISING BLITZ : – POP’S & POSM’S Installation » 2 Contractual Salesmen cum Merchandisers – Dealer Aid Support » On-Premise & Volume Accounts
    • FILIPINAS WATER BOTTLING CO,INC. 330 ml 5 + 1 deals P 157.50 ( 10% ) SRP  P 10.00 P 6.08/bot 6.56/bot 600 ml 5 + 1 deals P 157.50 ( 10% ) SRP  P 15.00 P 7.57/bot 8.33/bot SUB-D’S/ CDAVS JOBBERS OUTLETS BIG - C INCOME/REVENUE: 7% - 10% 52 % ( 330 ml ) 80% ( 600 ml)
    • FILIPINAS WATER BOTTLING CO,INC.Distributors/Dealers Support:• Trading Term : – 5 + 2 Deals ( 301 cs +++) – 2% on COD or 30 days Term• Two ( 2 ) Salesmen cum Disers• S/Men Incentive Scheme• One unit PedicabTrade / Outlet Support : • 5+1 Deals ( Pass On ) • Merchandising : • POPM’s : Streamers, Posters, Bannerettes • POSM’s : On – Premise : Chillers ( 5)/ Ice Coolers, Coaster Pads, Napkin Holder. Off – Premise : POPM’s
    • FILIPINAS WATER BOTTLING CO,INC.Distributors/Dealers Support:• Trading Term : – 5 + 2 Deals ( 301 cs +++) – 2% on COD or 30 days Term• 5+1 Pass – On Support• Merchandising Representative• Chillers – 50 cases +++/month• Electrical Assistance : P 200.00/mo – 20 cs +++/ month• Pedi-cab ( when needed)• Ice Coolers & Vending Bags
    • FILIPINAS WATER BOTTLING CO.,INC Projected Manpower Costs : Basic Pay : Salesman 1 : Php 250 X 26 days = PHP 6,500.00 Salesman 2 : Php 250 X 26 days = 6,500.00 Transportation/Meals: Salesman 1 : PHP 35 X 26 days = 910.00 Salesman 2 : PHP 35 X 26 days = 910.00 Total ( fixed ) = PHP 14,820.00 Commission / Incentive : Basis : Sales Volume : 2,000 cs Outlets Opened/Retained : 400 Rate/Cs Comm: Php 1.00, = Php 2,000.00 Outlet Opened/retained : Php 3.00 = Php 1,200.00 Grand Total / Mo. = PHP 18,020.00 Grand Total ( 5 mos): = PHP 90,100.00 % Cost To Sales : 5%
    • FILIPINAS WATER BOTTLING CO.,INC REGALO KO PARA NIMO : P 2.00 / KADA KAHON INCENTIVE MAY – JUNE : SALE TO TRADE JULY & ONWARDS  MORE SUPRISES