ARTof.HR 2 Conference presentations.

1. Sales Skills Empowerment
in Orbico Group

3. Objective
BUILD WORLD CLASS DISTRIBUTOR
CAPABILITY
To develop competitive advantage of Orbico Group

4. Steps of SSE Project
SSE Project introduction
STEP 1
Competencies
assessment
STEP 2
Training Management
STEP 3
Training assessment
STEP 4
Evaluation of
participants
STEP 5
Coaching and mentoring
STEP 6
Competencies
assessment after SSE
STEP 7
Key learning of SSE
Project
New competencies to
develop
STEP 8 STEP 9

5. Step 1: SSE Project introduction
 Presented on meetings on Group & Local level
 GM defined as sponsor of the Project
 HRM organize all activities
 First sales content: Key Account Management
 Trainings to be done in 1,5 year

6. Step 2: Competencies assessment
SKILL Basic - 1 Proficient - 2 Advanced - 3 Mastery - 4
True Scorecard &
Joint Business
Planning
• Creates a True Scorecard with the customer.• Builds Joint
Business Plans that ensure value is created for both parties •
Participates in the business planning process when directed,
or upon customer request •Generally understands the
business planning process,
as well as the actions and resources necessary to develop,
implement and monitor plans •Properly positions distributor
offerings to ensure plans are actionable • Rigid in dealing
with customer push-back, and provides either limited
flexibility to customers or little-to-no transparency; Tends to
“fall back” on distributor
policies
• Creates a process where the True
Scorecard becomes the annual way of doing business at the
customer. The Scorecard drives customer-centric plans that are
mutually beneficial to distributor and the customer • Creates
systems for joint information sharing with the customer • Leads
and drives the business planning process by generating customer
involvement and commitment; Establishes joint ownership of
plans and results • Where appropriate, goes beyond buying and
merchandising planning to include all supplyand demand-side
activities • Knows distributor’s principles,
programs, and policies – helping the customer and distributor
mutually achieve their goals within these boundaries • Works
within policies and boundaries to create alternatives
• The True Scorecard creates a process where multi Year business
planning is accomplished. Both the customer and distčributor
look forward to these sessions as a way to build business. •The
process that is used differentiates distributor from all
competitors within the customer. • Proactively identifies key
areas of opportunity with the customer; Acts as a thought leader
and partnčer with the customer in business planning efforts,
providing advice throughout; Guides customer’s vision toward
distributor’s objectives with a perception of partnership • Creates
plans that are always possible to implement and operationalize
(e.g., good in theory and in practice); Conducts a thorough
examination of plans prior to implementation and presentation •
Creates plans that are consistently successful in meeting
objectives for both the customer and distributor – creating
independency betweečn the parties •Uses business planning to
create new business opportunities with the customer – does not
just optimize current opportunities • Maintains a complete
understanding of distributor’s principles, programs, and policies
and capably supports tčhe customer in finding ways to achieve
their goals within these boundaries • Fully enrolls multifunctional
team members in developing and executing plans
• Is seen and recognized as an expert on how to work with
customer via the True Scorecard. Uses the scorecard to deliver
volume, share, NOS and costs that are well above average.
•Approaches Business Planning as a perpetual process,
considering both short- and long-term plans; Always considers
a complete view of the issues and opportunities, including the
Company, consumer, competition and customer issues • Sets
the standard within distributor and is recognized as an expert
in develčoping innovative and highly effective plans, which
drive results and serve as an čexample for others within
distributorč • Is able to aggregate the total value of distributor
to the customer across multiple businesses and functions
•Guidečs and coaches others within distributor on business
planning •Identifies and leverages new opportunities in
unforeseen events; Turns challenges into opportunities
 Easy to understand: clear system of evaluation:
1 - Basic; 2 - Proficient; 3 - Advanced; 4 - Mastery
 Consisting of two elements:
1. self-evaluation; 2. supervisor evaluation
 Personal meeting with supervisor to align the score

7. Step 3: Training Management
 Preparation of yearly training calendar for each position,
addressing competency gaps
 Selection of Group trainers – 9 Group Trainers
 Selection of local trainers – 52 Local trainers
 1045 sales employees to be trained

8. Step 3: Training Management
 »Train the trainer« education for Trainers
 Group trainers prepared the content
 Group trainers transfer the training to local trainers
 Local trainers adopt training based on local needs
 Setting objectives for the training – 1 to 1 Individual/Manager

9. Step 4: Training assessment
Evaluation of the training/trainers by participants

10. Step 5: Evaluation of participants
 Status of knowledge before and after training – 1 to 1
 Development areas for next months

11. INDIVIDUAL COACHING PLAN FOR : xxx yyy
SKILL WHAT HOW
Strategic thinking and
Market/Shopper Analysis
Identifying the Customer’s target shopper segments, gaps, and
opportunities
1/Q on Customer call,
during 1to1 1/Month
Financial Acumen Verifying all financial measures of the Customer during 1to1 1/Month
TS and JBP
Identify non-product/price-related value options that enhance the
proposition
Analysis, MFT
involvement
Execution
Track whether programs have met or exceeded shopper needs and
opportunities In-store visits 1/Q
Communication Implement call structure for phone calls
Be present during
customer phone call
1/Q
Step 6: Coaching & Mentoring

12.  Training Activities done by defined time plan
 Trainers Assessments
 Sales turnover at biggest KA in each Company
 Individual Development plan implementations
 Competency Assessments after the trainings
Key Performance Indicators
of the SSE training Process

13.  Implement training as a part of on boarding process
 The best trainers – future Group Education Ambassadors
 Enable Group Ambassadors to further develop sales
competencies on the Group level
 Implement experiences for further development on sales
and leadership skills
 Develop and implement e-training platform
Next steps

14. HR & Sales = Partners
HR needs to understand:
sales strategy of the Group
the company’s products/services
market conditions
how various roles within the sales departments
work together