The document outlines a Specifier Selling Program (SSP) aimed at converting major end user customers in healthcare, manufacturing and mining to increase sales and profits. The program will target "high volume" customers through tailored presentations of XXXXX Distribution's customer care model. It establishes criteria for selecting target prospects, outlines the sales process, and identifies key performance indicators and risks to monitor the program's success. The goal is to create a "Golden Pipeline" of large customers generating $20 million in annual sales with a 20% conversion rate.

1. Get back to basics –
The Art of Selling
to National
Customers
SPECIFIER
SELLING
PROGRAM (SSP)

2. Definition
A coordinated sales program targeting and converting healthcare, manufacturing and
mining end user companies, who value cost reductions and inventory management.
This will be achieved by the tailored introduction and presentation of XXXXX
Distribution (incorporating the customer care model; Product, Distribution and
Service) to end user personnel involved in inventory consistency across their business.
This develops into a program of national business development and end user
management, which has not previously existed within XXXXX Distribution. Initially
this program will be run in Queensland with a view to expanding nationally as
appropriate.
The End Game
Increase product revenue and EBIT through the conversion of major end user
customers by capitalising on XXXXX Distribution expertise in Product, Distribution
and Service. This will enhance XXXXX Distribution position as Australia’s leading
non-food distributor and will also develop National Corporate Accounts in the sales
approach.
Create a “Golden Pipeline” of major end user customers with a minimum annualised
potential value of $20m in total and a new business conversion rate of 20%, or $4m.
This equates to a Year 1 new business value of $4m.
The Opportunity
To sell Customer Care Model targeting ‘High Volume’ customers. The development
of this program will be sequential and progress in priority order according to our
current strengths, as follows:
 Food Manufacturing
 Healthcare
 Industry
 Commercial
In the first half of 2010, the priority will be ‘food manufacturing’, focusing on the
following sectors:
 Food Processors
 Abattoirs
 Construction
 Automotive manufacturing
The XXXXX Distribution ‘Customer Care Model’ is defined as a methodology
which drives product offering, distribution and service excellence in a tailored supply
programme. It embraces XXXXX Distribution capability of providing end-users with
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3. tailor made solutions, through our supplier networks, scale of operations, and our
unique Customer Care Model.
Target Prospects
The criteria for selecting a target prospect, is as follows:
 Multiple sites spread within and/or across state boundaries
 Where XXXXX Distribution currently has a relationship in a number of sites
transcending state boundaries
 Within the targeted market sectors
 Corporate recognition of the importance of product consolidation.
The following table identifies initial organisations identified for the SSP. (TBA)
Profiles will be developed for each targeted specifier to understand key stakeholders
and business operations. (See Appendix 1 as an example)
The End User Sales Process
Pre-Planning
 Identify target list of approximately 20 end user prospects
 These prospects will collectively be known as “The Golden Pipeline”
 Produce a profile for each prospect, including:
o Structure of business activities
o No. of employees (by site)
o Product usage segmentation
o Potential value
o Business principles
o Existing practices & competitor products in use
o Geographical presence vs. XXXXX Distribution coverage
o Contact names (HO and by state)
 Prospects to be prioritised according to size of opportunity
 When all information is available, a tailored presentation programme for each
prospective end user will be produced that will identify any “killer facts”; this
will allow for the development of the ‘pitch’ in readiness for presentation at
HO level.
Establishing Contact
 Identify the target specifiers within the prospect, who are likely to be:
o Operations Managers
o Purchasing Managers
 Make contact with target specifiers by:
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4. o Using existing contacts in the organisation to gain access to the target
specifiers
o Creating a new contact directly with the target specifiers using the
sales pitch agreed
 The contact process will be managed by Michael Obstoj.
Personalised Presentation
Once the contact has been made, objective is to arrange for XXXXX Distribution to
make a presentation. The presentations will be produced by Michael Obstoj. and
structured as follows:
 Our Profile and Mission Statement
 Our Advantage – Why Choose Us
 Introduce the “killer facts” specific to each prospect
o All claims need to be supportable with evidence which will be used in
the presentation as appropriate
 How we provide your solution
(Need to strongly visualise what makes XXXXX Distribution stand out from
the rest and the benefits to be gained in a supply partnership with XXXXX )
 Our ‘Customer Care Model’
 Our Supply Partners
 Our E-Procurement Capabilities
 Customer Service
 Our Key Performance Indicators
 The next step – build a partnership with XXXXX Distribution
Outcomes
‘Specifier selling’ is a sales process and the outcomes must be sales orientated, as
follows:
 Sales objectives, in order of priority
o Gain an order – it is highly unlikely that a specifier presentation will
result in this outcome in the first instance, but the mind-set has to be
that we are in a selling process
o Obtain a recommendation for all sites to purchase from XXXXX
Distribution
o Agreement to further auditing and verification
o Agreement to follow-up meeting
o Referral to National Corporate Accounts
 Other objectives
o Case study for use with other sites and organisations
o Testimonials
o ‘Brag’ list
o Reports resulting from product evaluation
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5. Management and Development of the SSP
The SSP will be managed as follows:
 MO to be responsible for overall sales programme and manage ‘The Golden
Pipeline’
 MO to be responsible for all head office contacts and be involved in all
presentations i.e. not required for ‘NCA’ product presentations
 MO to circulate monthly ‘KPI Activity Report’ to NCA, Replenishment
Divisions
 Activities relating to the SSP to be top priority for Michael Obstoj.
Management Information
The availability of quality management information is vital in being able to monitor
and control the SSP. One of the primary tools will be the creation of “The Golden
Pipeline” database, which will be set up and administered by Michael Obstoj..
This will include the top 20 prospects identified and contain all information about
each prospect. It will provide full visibility of activities and status for each prospect,
so that progress can be easily monitored.
Monthly Reporting
MO will be required to provide a monthly update of activities in relation to Golden
Pipeline prospects.
KPI Activity Report
Using the information recorded on the database, an automatic monthly KPI Activity
Report will be issued to NCA and Replenishment by Michael Obstoj. along with
appropriate commentary. The KPI’s will be as follows:
 No. of new specifier presentations conducted in month
 No. of Audits set-up in month
 No. of new proposals / offers in month (Information provided by NCA)
 No. of new conversions in month (Information provided by NCA)
o Estimated first order value
o Estimated annualised value
 No. of new rejections in month
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6. These KPI’s will need to be seen in total for “The Golden Pipeline” and also broken
down for each prospect.
The Issues & Risk Factors
Sales Resource
 Variable skills, focus & knowledge exist in each state / branch
 Incorporate ‘Site Auditing’ into all XXXXX Distribution branches
Support Available
 Level of support (product) does vary by branch
End-User Information / buy-In
 The quality of information input defines the quality of information output
 End-User existing contracts / supplier relationships
E-procurement
 Need to ensure the XXXXX Distribution E-Procurement capability meets the
requirements of large end-user purchasing systems.
Management Buy-In
 NCA/Replenishment need to actively buy-in to the SSP
 NCA/Replenishment to be main point of contact for End-User handed-in
 NCA/Replenishment will need to be prepared to spend time supporting the
programme
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7. These KPI’s will need to be seen in total for “The Golden Pipeline” and also broken
down for each prospect.
The Issues & Risk Factors
Sales Resource
 Variable skills, focus & knowledge exist in each state / branch
 Incorporate ‘Site Auditing’ into all XXXXX Distribution branches
Support Available
 Level of support (product) does vary by branch
End-User Information / buy-In
 The quality of information input defines the quality of information output
 End-User existing contracts / supplier relationships
E-procurement
 Need to ensure the XXXXX Distribution E-Procurement capability meets the
requirements of large end-user purchasing systems.
Management Buy-In
 NCA/Replenishment need to actively buy-in to the SSP
 NCA/Replenishment to be main point of contact for End-User handed-in
 NCA/Replenishment will need to be prepared to spend time supporting the
programme
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