The document proposes solutions to double a company's sales over 3 years by increasing efficiency in 3 areas. It will constitute an 80% sales increase. The first proposed solution is to improve shelf layouts, reduce out-of-stocks, and increase shelf share by 40%. The second is to improve marketing strategies tailored to specific areas and strengthen logistics by 20%. The third is to obtain additional store space and improve flexibility and relationships with stores by 20%. Goals, solutions, and key performance indicators are outlined to train managers and merchandisers. The organizational structure will also be changed and implemented in stages by region between 2011-2015.

1. Rollout Plan November 26th 2010 Moscow Casemonsters

2. Doubling company’s sales requires increase of efficiency in 3 areas Target: 100 % growth in 3 years

4. Low shelf share

5. Perfect shelf layout

6. Misbalanced function and responsibility distribution between different level of managers

7. Ambiguity in 420 full time employees and 25 positions descriptions

9. Slow new product distribution

10. Weak logistic system

11. Slow management/marketing internal communication

12. Short-sightedness in elaborating marketing program in centralized way for all the regions

14. Low number of additional/special layout places in stores

15. Lack of flexibility and creativity of marketing and sales force

16. Weak relationships with stores

17. Duplicated organizational structure

18. Absence of 20%

20. in fields

21. on customer relationship development

22. on coaching

23. To train merchandiser to focus on:

24. time spent in field

25. elimination of out-of-stocks

26. target shelf share

27. To introduce new clear quick new joiners training program

28. To establish best practices exchange

29. To set regional and country standards

30. Perfect shelf layout

31. Number of visits to stores per week

32. Index of shelf share and on-shelf-availability

33. Number of Sales Representatives passed attestation

34. Number of visits per day

35. On-shelf-availability ( (1-Number of SKU in out-of-stock)/(Number of SKUs in matrix)

36. Shelf share length

37. Attestation in 2 first weeks

38. Number of BP shares/Number customers

40. TSM centralized field sales organizational structure TSM CSM* *Customer Sales Manager CSSS *Customer Sales Senior Supervisor CSS* FOOD HPC SR* SR* *Sales Representative Merchandiser Merchandiser

42. up to 100% of work time spent on negotiations

43. TSM centralized field sales organizational structure

44. FOR DISCUSSION

45. Unilever 6% natural annual growth of sales Russian market annual growth projection- ~5% Natural market share annual growth - ~1% Unilever’s market share growth

46. Field sales Structure reorganization by region Tactics Employee rotation, benchmarking, best practices exchange, delegation to inferior levels

47. Proposed country implementation road map FOR DISCUSSION 2011 2012 2013 2014 2015 Areas/Other steps Set up of project team Preparation activities Implementation Feedback gathering Process improvement Project overview/planning STAGE 1 (Yaroslavskaya area) 3/1/11 - 10/22/11 Employee rotation Moscow implementation Milestone meeting West region implementation Final stage meeting STAGE 2 (West region) 11/1/11 - 7/21/12 Employee rotation East region implementation Milestone meeting South region implementation Final project meeting STAGE 3 (East and South region) 8/5/12 - 5/4/13 5/5/13 - 5/25/13 Unilever's sales forecast

48. CVs Casemonsters

49. Questions Casemonsters

50. Our approach We made a sophisticated research in retailing We used pyramid based solving method We identified top and weak performers, identified what weak lack and top have

51. TSM centralized field sales organizational structure TSM CSM* *Customer Sales Manager CSSS *Customer Sales Senior Supervisor CSS* FOOD HPC SR* SR* *Sales Representative Merchandiser Merchandiser