Retail Sales Technique


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Suggested Sales Technique to enhance sale of Central Kitchen

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Retail Sales Technique

  1. 1. SALES STR TEG O D SH A Y F I C TR EN AL K TC EN I H A NEW WAY FORWARD!!!! Presented by: Anshul Agarwal-01 Ashish Bansal-03 Aditi Bihani-05 Vikram Bothra-06 Molshree Gattani-11 Rahul Goyal-12 Vandana Jalan-14 Anuj Karwa-15 Rahul Rathi-21 Gaurav Surana-30
  2. 2. 2, 000 t o 20, 000- How t o achi eve??? Let us see how Dish central can Achieve it……………
  3. 3. B N APPETI TE! ! ! ! ! O  Catering is not only about appealing to the taste buds of the individual but also to all the other five senses of a human being  With the right atmosphere, it is possible to appeal to all of these senses making the occasion unforgettable  Of course, beautifully prepared food can alone do this, but now-a- days, caterers want to reach out to the customers in all possible ways and bowl them over. • The venue • The menu • The décor  Whatever may be the occasion; a bachelor’s party or the annual meeting of a corporate; deeply satisfying the guests is the sole aim
  4. 4. C er i ng I ndust r y- at O The catering industry is a staggering $5 bn with around  ver vi ew 10,000 companies operating but no companies dominate  It is highly fragmented: top 50 companies account for less than 15% of industry revenue  Demand is driven by corporate profits & consumer income  The industry is labor-intensive: average annual revenue per worker for a typical company is just over $40,000  Major services include:  On-premises catering: meals prepared, re-cooked & served at the customer’s location  Off-premises catering: food prepared away from the premises where it’s served (in a central kitchen)  Off-site catering represents 45% whereas On-site catering enjoys 40% of the market. The remaining services include alcohol sales & facility rentals ( Source:
  5. 5. CATER N I N U I G D STRY…C N … O TD  Worldwide big players in this segment are Centerplate, Compass Group USA, Wolfgang Puck catering, Sodexo USA, etc.  The profitability of individual companies depends on cost controls and effective marketing  Large companies have advantages in offering expanded services such as facilities management, room rental, and entertainment  But small companies can compete effectively by serving small groups and offering personalized service
  6. 6. I N I AN C D ATER N I N U I G D STRY  Catering industry in India is worth about Rs 50,000 crore and is growing at more than 20 per cent annually  Food catering industry in India is dominated by more of unorganized players  National, Regional & Local players are present in the level-playing field  Organized players form a very insignificant part- around 3%
  7. 7. I N I AN C D ATER N I G INUD STR . C Y. ont d…  Players like RKHS, Shivas Hoteliers & Caterers, Mars Hospitality Group have a stronghold in the unorganized sector  But due to the dynamic nature of the industry, big MNC players gobble up the local players & thereby create economies of scale- RKHS being acquired by Sodexo Inc.
  8. 8. D SH C TR I EN AL K TC EN I H  A Wadhwan Holdings Group company specialized in food catering industry  It has a world-class dedicated central kitchen in Andheri(E),Mumbai  A kitchen that spans over 16,000 sq.ft., and is capable of churning out 20,000 meals per day  A professional team comprising of top brass chefs, and a team of nutritionists  An R&D kitchen for conceptualizing new recipes that tantalize the taste buds while adhering strictly to nutritional standards  A fully equipped testing lab with a dedicated microbiologist and hygiene specialist  They have been awarded HACCP certification & ISO 22000
  10. 10. OFFER N S I G • Dish Central offers:  Regular offerings- Breakfast/Lunch/Dinner  Executive meals for Senior Management  Outdoor Catering  Corporate gifting/Festive Orders  Confectionaries  Food Fests  Customized banquets- special orders  Shape Cakes & Cookies
  11. 11. Tar get G oups r • Corporate and organizations – Diamond market BKC – BPOs – KPOs – Govt. Offices – Corporate Headquarters (BKC, Nariman Point etc) • Day Boarding Schools • Airlines • Hospitals • Restaurants & Coffee Shops – Local Bakeries (CCD- strategic customer)
  12. 12. Cust om C assi f i cat i on er l
  13. 13. SW T AN O ALYSI S
  15. 15. TH “ D E AI AS” PERSPEC VE TI Securing Attention The company can promote its offerings through: • Corporate Parties/ events/ gathering • Outdoor catering : Wedding, Festivals, New year parties, Ring ceremonies, Birthday Parties • College / School Fests • Food Festivals & Trade Fairs • Clubs & Associations • Tie ups with Banquet Halls & food facility providers
  16. 16. Secur i ng At t ent i on  Spread awareness- If you differentiate you need to make your customers aware  Outdoor catering  Food Fests  Direct Mailers  Communicate about their certifications and standards.  Own Website of Central Kitchen and online catering to customers
  17. 17. C por at e and or O gani zat i ons r  Client Counselling- one to one selling  Telecommunication  Corporate Parties  Trade Fairs and seminars  Direct Mailers
  18. 18. Day Boar di ng School s  9 to 7 Schools which provide day meals to the students  Tie-ups with such institutions to cater to the students  Spread awareness in school fests and events
  19. 19. Hospi t al s  The administration staff and the patients  A general customized menu for patients to provide them hygienic and nutritious food  Tie-ups with various hospitals for catering  Special attention to calorie level & nutrition-level of the food
  20. 20. C eat i ng I nt er est / r K ndl i ng D i esi r e • Offering a visit to Central Kitchen • Customized offerings • Spot offerings at events / fairs • Promotional parties by DHPL • Regular Follow ups • Extensive work on sales lead • Regular communication about new developments and products & offerings
  21. 21. I nduci ng Act i on  Negotiation  Deal finalization  Closing of sales lead  References  Start Serving !!!
  22. 22. B l di ng Sat i sf act i on ui  Continuous feedbacks  Improvisation :Designing special recipes as per customer demands if possible
  23. 23. Theor i es of Sel l i ng  Right set of circumstances “Everything was right for that sale” – Can target schools and colleges because induced buying. It drives the customers to buy. The salesperson can drive the customers to buy. e.g.The company official should make the students aware of “healthy living” and nutritious food and thus telling them about central kitchen and its offerings. Also communicating about their hygiene standards by organizing kitchen tours
  24. 24. Buyi ng For m a ul  The need is there but the buyer is not sure that he should buy or not…he is the salesman should be good enough to turn the prospective buyer into an actual buyer.  Cash-can be done at the point of in case of colleges ,day boarding schools, hospitals where the buyer is not sure of the purchase of the product.  Credit- in case of corporates who are looking for caterers but are confused about whom to pick among the many options or the white-gloves service
  25. 25. Buyi ng For m a: ul under st andi ng need/ pr obl ems  for existing: Their needs should be understood and met with.(can be done through constant feedback)  For potential customers: give them the best offerings based on the information provided by them.
  26. 26. Buyi ng For m a: ul Pr oduct / Ser vi ces  Should have wide variety in the offerings provided by the kitchen.
  27. 27. Buyi ng For m a: Pur chase ul and Sat i sf act i on  one stop solution for the buyers(right from meals to snacks to beverages)  Should be in constant touch with the client and any complaints regarding the offering should be adhered to.
  28. 28. Behavi or al Equat i on  Drives:  Innate drives: Provide variety in the offerings to satisfy the innate drives  Learned Drives: With the help of state-of- art R&D, new and better offerings should be made available to the clients to maintain their interest and satisfy the learned drives.  Cues:  Product Cues: The meals should look attractive to eat and also they can harp on the “Hygienic Attribute” of the meals  Information Cues: Increasing Visibility: through attractive advertisements ,direct mailers and website.  Response: At the slightest hint of a negative response from the customer the offerings should be changed in a way that the customer finds it difficult to refuse.
  29. 29. Pr ospect i ng  Prospect definitions: Customers with bulk order requirements  Searching out potential accounts: By doing a survey of the market, narrowing down on the prospective customers  Qualifying prospects and determining probable requirements: By interacting with the customers and finding their needs. Helps in further zeroing down on prospective customers  Relating company products to each prospect’s requirement: Customizing the meals as per the prospective customers.
  30. 30. Sal es Resi st ance  Obstacles to sales :  Financial Obstacle: if the client budget does not permit him to take the deal you can offer him some discounts based on the order size.  Fixed Mindsets: Prospective customers are too reluctant to change the caterer.  Sales objections  Unattractive “Menu”: not providing enough variety in the menu  Not Value for Money food: the customers does not feel that the offerings is worth the money paid.  Recommendation: the salesperson should be tactical to handle any such situation.
  31. 31. C osi ng Sal es l  Low pressure sales: Intrinsic Customers  High pressure sales: Extrinsic and strategic value customers. The salesperson leads the customer to close the sale.
  32. 32. B MD - O EL O D SH C TR F I EN AL
  33. 33. Tar get G oups C r apt ur ed For Anal ysi s  Corporate  Hospital  Schools  Colleges  Production Houses  Parties  Corporate  Banquet Hall
  34. 34. Pr i ce O f er i ng f (Rs. Per m ) eal
  35. 35. Targetting Approx 500 members in a company as a whole Wherein corporate house being 50% - 55% of CK’s target
  36. 36. Targeting 5 Hospitals with an average customer base of 500 Low Calorie Food will be served to the patients
  37. 37. Targeting approx 7 Colleges with 250 daily Consumers setting up a sort of canteen where in confectionary items can also be looked upon. Day Boarding School will also be an approach where food is provided by the institute itself.
  38. 38. 150 people per production house targetting 5 production house as a whole
  39. 39. Catering Type D and having 4 parties each per Sunday Tie-Up with Banquets Credit Site
  40. 40. FI N C AL M D AN I O EL
  42. 42. For ecast i ng: speci f i c pr oduct & t ar get  Why forecast sales?  Compare proposed changes to current results  Help set budgets  Provide basis for monitoring results  Aid in production planning
  43. 43. C onsi der at i ons i n f or ecast i ng  Customer behavior (past & future)  Competitors’ behavior (past & future)  Environmental trends  Product strategies
  44. 44. C ust om behavi or er ( fMore and more extrinsic customer are converted into  ut ur e) intrinsic customer  As Brand Awareness increases the Brand loyalty will also increase  Availing to choose the full Menu online make the process faster with better forecast  Giving Access with client wise classification on website helps customer to be more informed about the products they are looking  Providing menu templates for different occasions speed up the process  On line chat interface for better service (also helps in getting feed back )  Creating a image as health conscious and environmental conscious caterer
  45. 45. C pet i t or s’ behavi or om ( f ut ur e)  The main competitors are unorganized caterers like Radhakrishna , Shiv Sagar caterers  They can also go for HACCP certification and ISO 22000 certification  Tendency of price war to generate high competition  Also there will be more stiff competition in terms of client acquisition  Finding a new USP will be a key aspect for the future market.
  46. 46. Envi r onm al t r ends ent  Changing FDA norms should be considered  New measures of consumption of fuels  Adhering to the norms of department of environment government of India  Perusing to get clean environment certification from local and international authorities  Preparing food according to seasonal changes  Finding new roots for transportation with better efficiencies
  47. 47. Pr oduct st r at egi es  Developing food with high nutritious value (in the R&D center) and making that a USP  Creating a cross selling strategy by bundling of product offering (Combos)  Creating schemes like product of the day
  48. 48. M hods of f or ecast i ng et  Judgment based  Sales extrapolation  Customer based  Model based
  49. 49. Judgm - based f or ecast i ng: ent qual i t at i ve  Jury of expert opinion (most common)  Naïve extrapolation / opinion (2nd most common)  Sales force composite (3rd most common)
  50. 50. Sal es ext r apol at i on: quant i t at i ve  Assumes future will follow on past  Moving average (most common quantitative method)  Average of three period sales over time  Average of change in three period sales over time  Exponential smoothing  Alternative method to smooth data  Regression analysis Forecast sales = a intercept + b slope (time)
  51. 51. Cust om - based f or ecast i ng er m hods et  Does not assume future will follow on past  Market testing  Market surveys  Can be fed into forecasting model
  52. 52. Model - based f or ecast i ng m hods et  Regression with other factors  Sales = a intercept + b (advertising) + c (price)  Develop model on half of past data  Test model on other half of data `
  53. 53. For ecast i ng pr oduct s w t h i new f eat ur es  Show basic product  Ask what they would pay  This price may be arbitrary  Add feature: e.g., An added dish  Ask what they would pay  Follow-up prices are coherent  Add another feature: e.g., An added drink  Ask what they would pay  Add another feature: e.g., An added dessert  Ask what they would pay  Add another feature: e.g., Another customized product
  54. 54. SALES & O ATI O S PER N JDs
  55. 55. O gani zat i onal C r har t of DK C
  56. 56. Sal es Team  The most important team for a venture like Central Kitchen where our primary aim is to increase sales  They are the boundary spanners i.e. representatives of the company to the clients  Responsible for all selling activities and getting new orders for the company  Integral to increasing the sales
  57. 57. O at i ons Team per  Continuous improvement on the basis of the feedback brought in by the sales personnel and the review of the sales manager  Seek Continuous Improvement by-  Maintaining and improving kitchen standards and food quality  Deploying advanced quality control techniques to ensure the quality of food is always good  Work in tandem with the sales and logistics department to implement the continuous improvement policy  The well equipped in-house R&D team should come out with innovative and delicious recipes to keep the taste buds satisfied  Smooth flow of kitchen functions  Appointment of well trained kitchen staff and good shefs
  58. 58. Logi st i cs Team  Inbound Logistics- Should ensure timely availability of raw materials, in proper quantity at the right place so that the kitchen is enabled to fulfill all orders and while doing so ensure that there is minimal waste  Co-ordinate with the sales forecasting team and order the right quantities at the right time  Ensure proper storage and warehousing  Minimize waste and pilferage by keeping a track of all incoming inventory, segregating them, weighing them, and sending them to the location where they can be used with minimal lead times  Source good quality materials without comprising on the quality at the best prices
  59. 59. O - bound Logi st i cs ut  Out-bound Logistics- Concerned with the delivery of the cooked food at the premises of the client at the right time and in the right shape, quality and minimal time so that the consumers are satisfied  Achieve its objective by  Proper co-ordination with the sales personnel who get the order who would direct them to the client’s premises  Ensure timely delivery of the food and thereby ensure customer satisfaction  Co-ordinate with the operations department to facilitate timely packaging and forwarding of the meals
  60. 60. Sal es Job Descr i pt i on  A job description clearly defines what the job is about and what can be expected from the job, and so it benefits both the employer and employee to be clear as to what the job will entail.  A portfolio of job descriptions for each job within the organisation helps to prevent task clashes.
  61. 61. •Recruiting and Training Sales staff •Supervising, Motivating and Monitoring team performance •Allocating areas to sales team •Setting budgets and targets •Reporting back to senior managers •Assist in making database of both existing and prospective clients •Co-ordinate with the departments to ensure a smooth workflow •Maintaining good relations and communication with clients giving them prompt service. •Engage in customer retention activities •Evaluation of performance of the sales team
  62. 62. Job D escr i pt i on of t he Sal es t eam  Details covered in within a job description would be: the job title who is accountable for the employee the location of the job a brief description of what the job entails a list of duties and responsibilities hours of work working conditions and pay.
  63. 63. Job Descr i pt i on  On the sales front- (for institutional clients)  Make a database of prospect clients  Take leads and make calls to clients and seek their appointment for interview  Meet the client to brief him about the product  Arrange for a visit to the Kitchen premises for the decision taker  Negotiate and explain company policies on price and credits  Get the order  Report to the sale manager  Flexible working hours on the basis of number of appointments per day
  64. 64. Job Descr i pt i on  On the sales front- (promotional activities)  Observe corporate party happenings and seek orders from them  Get orders for special marriages and outdoor catering/look for tie ups with special banquet halls  Arrange for putting up stalls at various fests
  65. 65. Job Descr i pt i on  On the service front-  Continuous feedback from clients  Handle credit requests and payments  Take complaints and grievances if any and convey them to the department concerned to improve upon them  Co-ordinate with the logistics department to ensure timely delivery of meals to the respective clients
  66. 66. R R I TM TS EC U EN  Should recruit highly skilled and experienced sales managers.  The sales team could comprise high school drop outs with a fluent grasp of english, and can speak hindi and the local language used  The boundary spanners should have a pleasant personality since they would represent the company  Can tie up with some B-schools to hire management students on project basis.  Should try and lure competitors sales staff by providing better incentives
  67. 67. Tr ai ni ng of Sal es Per sonnel - “ M AC EE” Appr oach  Aim  The primary objective would be develop better communication and negotiation skills within the sales candidate in order to render him presentable and an active order getter  Identify training needs according to the job specification, individuals background and experience  Train sales team in sync with the marketing and sales policies of the company  Identify continuing training needs
  68. 68.  Content  Extensive knowledge about the kitchen facilities and standards  Detailed knowledge about the diet features(product knowledge)  The markets and target groups to be catered  Company information  Skill development and communication enhancement modules
  69. 69.  Method  Training method should be pragmatic and practical.  Hybrid of the traditional training model i.e. lectures demonstrations etc with a focus on communication development through debates, role play, demonstrations etc.  Trainees can accompany sales team member while going for client counseling to gain field experience.  Use of media should be exploited to improve communication skills. Workshops for skill development should be organized
  70. 70.  Execution  In-house training wing tailored to train the individuals as per the needs of the organization should be set-up.  Arrangements should be made for practical exposure of the candidate and a module of continuous improvement to be followed  The training personnel should themselves be well trained  The company can also outsource its training facilities to a third party training team
  71. 71.  Evaluation  Can be done on a performance basis the key indicator being the number of orders which the trained individual can extract within a particular time frame,  or the number of client visits he/she can arrange to the kitchen premises.  Session reviews should be done on a reward basis
  72. 72. Sal es C pensat i on Pl an om  Would be based on the company’s general compensation structure Simple ranking Classification or grading Point system Factor-comparison method Job Evaluation and sales positions  A performance linked variable component which forms the major part of the compensation  Use of Bonuses would keep employees motivated  More focus on commission with a small amount of fixed remuneration
  73. 73. M i vat i ng and D r ect i ng ot i Sal es Per sonnel  Motivation  Regular reporting and performance appraisal  Reward the best sales person of the month. Reward would be apart from the commission  Maintain harmony within the sales team so that they work in sync without any conflicts. This would increase performance. This would be the task of the sales manager  Define clear localities for the sales people to avoid internal conflicts which could be detrimental to the sales
  74. 74. Cont r ol l i ng Sal es For ce  Establishing performance standards.  Call frequency ratio  Calls per day  Order call ratio  Number of client visits to kitchen  Number of orders  Recording performances  Field Sales reports  Territorial sales  Evaluating performance against the standards by comparing the actual performance with the standard target  Taking action
  75. 75. TH K YO ! ! ! AN U AN Q ESTI O S! ! ! Y U N