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Netherlands 3/3

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  • 1. MILAN JULY 2010 - CROSS FERTILIZATION INTERNATIONAL LAB “ SPOTTING & SHARING KEY ACCOUNT MANAGEMENT BEST IDEAS & PRACTICES” OUR SALES MODEL
  • 2. Dutch working style
    • Modern, Professional and flexibel organization
      • Nr 1 position ‘Industributie’* award for groceries (2008 en 2009)
      • Nr. 1 in account management in general (2007, 2008, 2009)
        • Industribution award: leading award in Netherlands. Measurement by all trade partners to evaluate the general performance of the manufacturer/distributor. All functional areas (logistics/sales/marketing) are valued
    • Effective sales organization
      • Retail - Wholesale - Catering
      • Sales support and Promotional support
      • Trade Marketing
      • Supply Chain and Customer Service integrated
    • Local Marketing knowledge and expertise
      • Brand Management and Project Management
      • Advertising, PR, Retail & Consumer research
  • 3. Senior Advisor M. Jol F. De Beer Key Account Manager NL M. Kloosterman M. Berkhout (90%) Junior Brand Manager R. Hietbrink Junior Brand Manager L. Koning Supply Chain & Customer Service Director F. van Wijk Financial Manager R. Buurman (90%) Managing Director O. Brokke Sales Director G. Satink Trade Marketing/Account Office Manager M. Ekelschot (70%) GI Brands Senior Brand Manager M. Klijberg (80%) Key Account Manager Belgium/Luxembourg 50% B2B Manager North Europe 50% Marketing Director H. Voorschuur Financial Director/HR Business Partner L. Hosta Directors Assistant C.Swart Supply Chain & Customer Service Coordinators F. Hofland P. Walter E. Hoffmann R. de Groot Region Account Manager M. Kuiper W. Boonstra A. van den Donker J. van Kuik Trade Marketeer S. Lau Account Office D. Witte S. Van Horssen (70%) C. Trommel (50%) GI Brands Brand Manager N. Magnee Distribution Brands Brand Manager E. Lautenschutz Account Manager J. van den Dries (Foodservice) Job opening (Retail) Sales Support B. De Konink (48%) L. Kromhout (60%) N. Balm (50%) Administration P. Gijzen C. van Heck (64%)
  • 4. Sales Director G. Satink Trade Marketing/Account Office Manager M. Ekelschot (70%) Sales Support B. De Konink (48%) L. Kromhout (60%) N. Balm (50%) F. De Beer Region Account Manager M. Kuiper W. Boonstra A. van den Donker J. van Kuik Key Account Manager NL M. Kloosterman M. Berkhout (90%) Account Manager J. van den Dries (Foodservice) Job opening (Retail) Key Account Manager Belgium/Luxembourg 50% B2B Manager North Europe 50% Trade Marketeer S. Lau Account Office D. Witte S. Van Horssen (70%) C. Trommel (50%)
  • 5. Accountteam Accountteam AH KAM M. Berkhout AM Job Open Acc. Office S. v Horssen TM M. Ekelschot Suppl.Chain P.Walter Off.Support C. Swart Storelevel Reg.Acc.Man Accountteam Bijeen KAM M. Berkhout KAM M. Kloosterman AM Job Open Acc. Office S. v Horssen TM M. Ekelschot Suppl.Chain F. Hofland Off.Support L. Kromhout Storelevel Reg.Acc.Man Accountteam Superunie KAM M. Kloosterman AM Job Open Acc. Office C.Trommel/D.Witte TM S. Lau Suppl.Chain R. de Groot Off.Support L. Kromhout/B.de Konink Storelevel Reg.Acc.Man Accountteam Belgium KAM F. de Beer Acc. Office D. Witte TM S. Lau Suppl.Chain P.Walter Off.Support L. Kromhout Storelevel Reg.Acc.Man Accountteam Foodservice AM J. vd Dries Acc. Office C. Trommel Suppl.Chain E. Hofmann Off.Support N. Balm Storelevel Reg.Acc.Man
  • 6. Process Brandplan Promotional Plan Accountplan Volume Budget
  • 7. Process Accountplan Distribution Promotional Plan Sales Forecast Forward Buying Control Category Management 1 2 3 4 5 6
  • 8. Process Accountplan Distribution Promotional Plan Sales Forecast Forward Buying Control Category Management 1 2 3 4 5 6
  • 9. Distribution
    • White spots tracking
    • Assortment per account
      • based on account formula
    • Number of brands
    • Number of items per range
    • Weighted distribution per item
  • 10. Process Accountplan Distribution Promotional Plan Sales Forecast Forward Buying Control Category Management 1 2 3 4 5 6
  • 11. Category Management
    • Trade Marketing
    • Market data
      • Total market
      • Individual accounts
    • Shopper research
    • Shelving (Spaceman)
    • Fair share
    • Category Management projects
    • Cooperation with accounts
    • Account strategy
    • Data sharing
    • Shelf plan
    • Margins (pricing, relaunches)
    • Cross selling
  • 12. Process Accountplan Distribution Promotional Plan Sales Forecast Forward Buying Control Category Management 1 2 3 4 5 6
  • 13. Promotional Plan
    • Investments per account
    • Growth target (volume, value, WD)
    • Year deals
    • Bonus
    • Promotional strategy (frequency, products,
    • mechanism, planning, tailor made, etc.)
    • Trade support
    • Discounts
    • Process
    • Weekly update promotional plan
    • Promotional offers based on points above
    • Confirmation
    • Contract in system
  • 14.  
  • 15.  
  • 16.  
  • 17.  
  • 18. Process Accountplan Distribution Promotional Plan Sales Forecast Forward Buying Control Category Management 1 2 3 4 5 6
  • 19. Sales Forecast
    • Volumes per account
    • Each sku per month (season)
    • Regular sales (actual figures from last 6
    • months)
    • Promo sales (coming from promotional plan)
    •  All individual accounts are summed up to a total Sales Forecast which results in:
    • Rolling Forecast (budget monitoring)
      • Versus OB + last year
      • Monthly report (R&O)
    • Purchase Forecast
  • 20.  
  • 21.  
  • 22. Process Accountplan Distribution Promotional Plan Sales Forecast Forward Buying Control Category Management 1 2 3 4 5 6
  • 23. Forward Buying
    • How to manage Forward Buying
    • Level with account about volume (history)
    • Managing deliveries during activity
      • Alarm when volume is exceeded
    • Scanning figures
    • Activities invoiced based on scanning
    • Less items per activity if necessary
    • Constant process:
    •  evaluate every activity
    •  evaluate together with account
  • 24. Forward Buying 14% less Forward buying  saves: € 150.000
  • 25. Process Accountplan Distribution Promotional Plan Sales Forecast Forward Buying Control Category Management Monthly Project based Daily Monthly Daily
  • 26.
    • Decrease Forward Buying
    • Procedures
      • Internal
      • External (f.e. Supply Chain)
    • Control in general
    • Management reports
    • Account development
    • Total budget
    • Total spendings
  • 27. Key customers
    • Grand’Italia versus other distribution brands
    • Tailor made approach per account
    • More contact persons per account
    • PL as strategic tool
      • To control the category
      • Hurt competitors
      • Increase partnership
  • 28. Key customers
  • 29. GFK summer report 2010 Low service High service Relative expensive Relative inexpensive Discount Middle
  • 30. Key customers - NL
      • AH
        • Full service supermarket
        • Innovator
        • High fair share in GF due to consumer profile
        • Procedures
          • Npd
          • Logistics
          • GS1, etc.
        • Co-partnership
        • Contact on different levels
        • Franchisers and own stores
        • Private Label
        • Category management projects
  • 31. Key customers - NL
    • Superunie
      • Buying office for 15 retailers (members)
      • Members different formulas
      • Contact with several Buyers and Category managers
      • Contact on different levels (SU and members)
      • Procedures:
        • First commitment SU.
        • Then per individual member
      • Franchisers and own stores
      • Direct deliveries / X-dock
      • Category management projects
      • PL
    29,6 %
  • 32. Key customers NL - Superunie members
    • Plus
    • 6% marketshare
    • Service supermarket
    • Franchisers
    • Category management projects
  • 33. Key customers NL - Superunie members
    • DetailResultgroep
    • 5,8% marketshare
    • Own stores
    • 2 head offices:
      • Detailconsult with 3 formulas (Dirk, Digros, Bas)
      • Dekamarkt with 1 formula
    • Each formula has its own Category managers
    • Category management projects
  • 34. Key customers NL - Superunie members
    • Sligro Food Group
    • Foodservice and Retail organization
    • 2,6% marketshare Retail
    • Franchise and own stores
    • 2 formulas (end of 2010  1 formula: Em-Te)
      • Category management projects
    • Sligro Foodservice:
    • Biggest Foodservice organization in Holland
    • 45 own wholesalers
    • 8 distribution points for delivery individual foodservice clients
      • Buying office for the Foodservice assortment
  • 35. Key customers NL - Superunie members
    • Coop Supermarkten
    • 2,4% marketshare
    • Franchisers and own stores
    • 3 formulas
    • Category management projects
  • 36. Key customers NL - Superunie members
    • Spar
    • 2,3% marketshare
    • Franchisers
    • Organization with 700 shops
    • 4 formulas
    • Category management projects
  • 37. Key customers NL – Remaining Superunie members
    • 9 remaining organizations
    • Each organization with a head office
    • In general the same working process
    • Category management projects
  • 38. Key customers - NL
    • BIJEEN
      • Buying office for 2 retailers (3 formulas)
      • Different formulas
        • Jumbo: EDLP
        • SdB: Full service
        • C1000: Mid segment
      • Contact with several Buyers and Category managers
      • Contact on different levels (BIJEEN and members)
      • Procedures:
        • First commitment members.
        • Then buying organization
      • Franchisers and own stores
      • Direct deliveries
      • Category management projects
      • PL
    23,1 %
  • 39. Key customers NL - BIJEEN members
    • Jumbo Holding
    • 11,4% marketshare
    • Franchisers and own stores
    • Jumbo bought Super de Boer in 2009
    • Formula Super de Boer will be integrated mid 2012 in the formula Jumbo
    • Jumbo: innovator, EDLP formula ( only one in Holland), highest assortment
    • 2 head offices;
        • Jumbo: formula Jumbo
        • Super de Boer: formula Super de Boer
      • Contact with several Category managers for each formula
      • Contact on different levels
      • Category management projects.
        • Intensive project for Jumbo
        • complete sharing of all data, shopper investigations, shelving per size of Jumbo stores
  • 40. Key customers NL - BIJEEN members
    • C1000
    • 11,7% marketshare
    • Franchisers and own stores
    • Mid segment in price
    • Mid segment in assortment
    • Mid segment in positioning
    • Contact on different levels
  • 41. Key customers - BE
    • Full service hard discounter  Lowest prices of Belgium
    • Central Buying for group (Colruyt, Spar, Alvo and Okay)
    • Each group member has category manager/Buyer
    • Every category has his own buyer (sauces, pasta, tomato base products,etnic, juices, alcoholic etc.)
    • Colruyt: Own stores
    • OKAY, ALVO and SPAR: franchisers
    • No EDI
    • Promoplan and timing is fixed in year deal
  • 42. Key customers - BE
    • Full service supermarkets
    • Innovator
    • Delhaize Le Lion Supermarkets: Own stores
    • AD Delhaize, Delhaize Proxy, Delhaize to GO: Franchisers
    • NPD procedure:
      • presenting to buyer > buying committee > Vendor Portal (logistical info)> Store introduction
    • Every category has his own buyer (sauces, pasta, tomato base products,etnic, juices, alcoholic etc.)
  • 43. Key customers - BE
    • Full service supermarkets and hypermarkets
    • Hypermarkets: Own stores
    • Other formules: 65% Franchiser, 35% own stores
    • Food and Non-Food
    • NPD procedure
      • presenting to negotiator > Marketing department > If ok, logistical forms info> Store introduction
    • Every category has his own negotiator (sauces, pasta, tomato base products,etnic, juices, alcoholic etc.)
    Champion Mestdagh
      • Full service supermarkets
      • Family business, but part of Carrefour Group Belgium
  • 44. Key customers - BE
    • Central buying office by Provera Belux
    • Each member has category manager/Buyer
    • CORA: Hypermarkets Food and Non-Food: Own stores
    • Match: Full service supermarkets: Franchisers
    • Louis Delhaize (Delfood): Proximity stores: Franchisers
    • Every category has his own buyer
  • 45. Strenghts and Weaknesses
    • Strenghts
    • Team spirit
    • Hands on mentality (flat organization – short lines)
    • High experienced employees
    • Steady sales group
    • Cooperative smart attitude
    • Responsibility driven
    • High productivity per FTE
    • Weaknesses
    • Workload for a small group
    • Only 1 KAM for Belgium
    • Low investment ATL / BTL versus competitors (Unilever, Nestle, Heinz, Dr. Oetker)
    • AH fair share in GF turnover
    • Third brand business (distribution brands) may come and go
  • 46. AND FINALLY…. What you should know
    • The “secrets” of our success in future business development
    • Trade behaviour
    • Total ambience between trade partners
      • New years reception
      • Herring party
      • National Food congress
      • Industribution award event
      • Network clubs
    • Our behaviour
    • Be different then the rest
    • Image of small player among multinationals
    • Attitude to accounts (flexible and quick)
    • Think in solutions
    • Evaluate Forward Buying
    • ‘ NO’ is no answer
  • 47. WE WOULD LIKE TO BE LIKE …
  • 48.  
  • 49. WE WOULD LIKE TO BE LIKE … http://www.youtube.com/watch?v=vxvyYP0ulYc
  • 50. QUESTIONS?

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