SlideShare a Scribd company logo
SALES MANAGEMENT SYSTEM
CONSUMER INDUSTRY
 ( TOTAL CHANNEL APPROACH )

     “ IMMEDIATE PLANS FOR LONG TERM RESULTS “
• Develop More Distribution Area & Convert- Business Unit
• Assistance Programs- Business Unit Development
• Building Competitive Edge – Marketing & Sales
• System Application – Sales Management System
• Skills Enhancement Program
   – Merchandising Principles & BCP.
GENERAL TRADE
   ( Distribution Account Group )

     “ DISTRIBUTION AREAS TO BUSINESS UNIT“

• 35 BY THE YEAR END.
• STRUCTURED “ BOTTOM LINE” MANAGEMENT. (CCS )
• STRENGHTENING MARKET EXPANSION DRIVE
  – ALIGNMENT OF KEY ACCOUNTS MANAGEMENT
  – DOWNLINE OPERATION ON MULTI-LINE APPROACH
• TAILOR – FIT BUSINESS DEVELOPMENT PROGRAMS
GENERAL TRADE
    (Distribution Account Group )

    “ IMMEDIATE PLANS FOR LONG TERM RESULTS “
• Develop More Distribution Area & Convert- Business Unit

• ASSISTANCE PROGRAMS- Business Unit Development
     - Public Market Saturation Drive
     - Wholesalers Development Program
     - HRI Development Program
     - Truck Subsidy Programs
     - ADM Supports Programs
GENERAL TRADE
   ( Distribution Account Group )

     “ IMMEDIATE PLANS FOR LONG TERM RESULTS “
• Develop More Distribution Area & Convert- Business Unit
• Assistance Programs- Business Unit Development
• Building Competitive Edge – Marketing & Sales
   – SKU Rationalization
   – Product Fit Approach – Segmentation & RPS
   – Customized Trade Marketing Programs
   – Short Term to Long Duration – Deals or Discount ( Sales
   Catalysts )
   – Reinforced Merchandising : POS/POP Materials, Displays
   – Localized Programs-Channel Focused
GENERAL TRADE
   ( Distribution Account Group )

     “ IMMEDIATE PLANS FOR LONG TERM RESULTS “
• Develop More Distribution Area & Convert- Business Unit
• Assistance Programs- Business Unit Development
• Building Competitive Edge – Marketing & Sales
• System Application – Sales Management System
   – Call Card – Transaction Based
   – Computerized/Systematic Routing System
   – Load Management
   – Stock-Weight Selling
   – Market Forces Analysis
   – Productivity & Efficiency : Chillers, Gondolas, Merchandisers,
   Calls/Visit/Productivity Analysis, Truck Load Factor
GENERAL TRADE
   ( Distribution Account Group )

     “ IMMEDIATE PLANS FOR LONG TERM RESULTS “
• Develop More Distribution Area & Convert- Business Unit
• Assistance Programs- Business Unit Development
• Building Competitive Edge – Marketing & Sales
• System Application – Sales Management System
• SKILLS ENHANCEMENT PROGRAMS: ( Room & OJT)
   –   Back To Basic Approach
   –   BCP ( Booking & Ex-Truck )
   –   Merchandising Principles & BCP
   –   Channel Development Programming
GENERAL TRADE
BACK TO BASICS APPROACH


  COMMON TERMINOLOGIES - USED
Definition of Common (FMCG) Industry Terminologies
NUMERIC DISTRIBUTION
      RATIO OF NUMBERS OF OUTLETS COVERED/SERVICED vs TOTAL CENSUS.
      IT IS EXPRESS IN PERCENTAGE ( % ) OR ABSOLUTE VALUE.

NUMERIC IN-STOCK
      RATIO OR MEASUREMENT OF OUTLETS WITH AVAILABLE STOCKS DURING THE TIME
      OF VISIT/SERVICING vs. TOTAL CENSUS OR ROUTE LISTED ACCOUNTS.

REACH
         MEASURES OR RATIO OF OUTLETS COVERED vs. TOTAL OUTLETS IN UNIVERSE.

COVERAGE
      MEASURES OR RATIO OF OUTLETS COVERED/SERVICED PENETRATED vs. TOTAL CENSUS.

BRAND PENETRATION
       MEASURES OR RATIO OF OUTLETS PLACED WITH BRAND(S) vs. TOTAL ROUTE CENSUS.

CALL FREQUENCY
       SERVICE RATIO OF SALES MEASURE IN TERMS OF NUMBER OF VISIT OR CALLS MADE W/IN THE CYCLE.

CALL RATE
       MEASURES THE LEVEL OF DISCIPLINE & EFFICIENCY IN CONDUCTING THE SALES ROUTE IN
       ACCORDANCE WITH ROUTE PLAN SCHEDULE.
       ie. # of Sked Calls actually made in accordance w/ the Route during the period (cycle) versus No. of Sked Calls
            in the Route for the Period ( Cycle ).

HIT RATE
       MEASURES THE RATIO OF SUCCESSFUL SALES CALLS VERSUS ALL THE CALLS MADE.
       ie… No. of successful Sales Call during the Period ( Cycle ) versus No. of Sales Calls actually made for the Period.
Definition of Common (FMCG) Industry Terminologies

SALES FORCE MANAGEMENT SYSTEM
       MANAGEMENT OF SALES BASED ON SEVERAL KPI'S RATHER THAN SALES TARGET DRIVE AS
       IN SALES MANAGEMENT SYSTEM

STOCK COVER
       QUANTITY OR LEVEL OF STOCKS IN TERMS OF WEEKS OR MONTHS VIS-A VIS OFF TAKE
       AND INVENTORY LEVEL

STOCK WEIGHT
      QUANTITY IN ABSOLUTE VALUE , SIMILAR OR RELATIVE TO OFF TAKE.

INVENTORY CONTROL OBJECTIVE ( ICO )
       ADEQUATE STOCKING SYSTEM, SKEWING BASED ON OFFTAKE PER SKU RELATIVE TO SERVICING
       MODE JUST IN TIME OR BASED ON SAFETY STOCKS LEVEL AS FOLLOWED BY OUTLETS.

ON - SHELF DISPLAY
        BRAND(S) OR PRODUCTS ON FREE ENTREPRISE DISPLAYED ON REGULAR SHELF IN THE POINT OF
        OF PURCHASE DISPLAY PROFITABILITY MERCHANDISING DICTATES THE SPACE, SIZE , FACINGS,
        SHARE OF SHELF, POS - POINT OF SALES ( CHANNELS OR STORES ), POP-POINT OF PURCHASE
        (SELLING AREA)

OFF- SHELF DISPLAY
       BRANDS OR PRODUCTS ON EXCLUSIVE BASIS DISPLAYED IN ANOTHER STRATEGIC LOCATION USING
       MODULAR OR GONDOLAS. IT CAN BE AT THE END OF SHELF AS END-GONDOLA OR FRONT OF SHELF
       AS IN FRONT GONDOLAOR SPECIAL LOCATION AS IN ISLAND OR IN BETWEEN SHELVES OR ALONG AISLE.
       DISPLAY WITH PAY OR RENTALS
Definition of Common (FMCG) Industry Terminologies

CROSS MERCHANDISING
      POSITIONING STRATEGY IN DISPLAYING ANY BRANDS OR PRODUCTS OUTSIDE OF
      REGULAR SHELF-AREA AS A NICHE OUT OF CATEGORY MANAGEMENT
      WHERE BRANDS CAN BE POSITIONED TO MATCH OTHER CATEGORY

FORWARD STOCKS
      LEVEL OF DISPLAYS IN THE SELLING AREA(S) PLUS VOLUME DISPLAYED IN OTHER MODE OR AREAS.
      IN THE STORE LEVEL AS IN CATMAN- FORWARD STOCKS SHALL BE EQUAL TO % SHARE IN MARKET.

CUT-CASE DISPLAYS
       DISPLAYS USUALLY NOT IN THE REGULAR SHELVES AND CONSIDERED AS OFF AND ON HARD FILE
       IN CASES AIM TO CALL TO ACTION VISIBILITY CAMPAIGN, CREATE IMPULSIVE & MASSIVE APPEARANCE.
       TEMPORARY BASIS

CATEGORY MANAGEMENT
      A MERCHANDISING CAMPAIGN BASED ON ; PRODUCT/BRAND CATEGORY, BRANDING, MARKET SHARE,
      OFF-TAKE LOCAL OR IMPORTED OR QUALITY, USAGE, PACKAGING, (DPM) DISPLAY PROFITABILITY MERCH.
      AND OTHERS

SPACE MANAGEMENT
       STRATEGY TO MEET CONSUMER DEMAND FOR PRODUCTS BY HAVING THE RIGHT RANGE AND
       STOCKS AVAILABLE FOR PURCHASE. FITTING THE RIGHT RANGE OF PRODUCTS INTO FIXED SPACE-
       THE STORE, THE CATEGORY.
NESTLÉ WATERS PHILIPPINES, INC.




BACK TO BASICS
Chapter 1: Definition of Selling

Chapter 2: Definition of Selling Skills

Chapter 3: The Role of a Salesman

Chapter 4: Sales Force
           Management Cycle
Chapter 5: Daily Routine


Chapter 6: Sales Call Procedure
DEFINITION OF SELLING
          SELLING
Refers to persuading people to
  make a favorable decision
   relating to a product or a
service, that is perceived to be
   profitable to both parties
DEFINITION OF SELLING
        SKILLS
      SELLING SKILLS
    Selling skills refer to the
   ABILITIES involved in THE
  PROCESS OF HELPING THE
CUSTOMER BUY as effective and
 successful as possible for both
    you and the customer.
THE ROLE OF THE
    SALESMAN
 The Ultimate Role of a
     Salesman is to
 INFLUENCE customers’
  decision-making, thus
delivering the Company’s
   Business Objectives.
SALES FORCE
  Route Plan MANAGEMENT CYCLE
  Call Cards
                                                             Category
                                                             Driven Channel
                               Sales Call                    Focused Sales
                                                             Management

Pro-Active Planning



                                                            Call Performance
        Sales Performance
                                                            Sales Order Key
        Reports
                                                            Account Offtake
Distribution Focus Reporting
(Management By Exception)


               Service Performance          Sales Order Processing Call Card
               Reports Call Cards                     Data Entry
DAILY ROUTINE
  SALES CALL
 PROCEDURE
DAILY ROUTINE
 Follow these steps in your daily routine
    and the activities that take place.
START OF THE DAY

 PREPARATION
  TRADE COVERAGE
CLOSING OF THE DAY

** CYCLE PLANNING
 ** QUARTERLY PLANNING

   (** A “MUST” ACTIVITY FOR EACH GROUP

END OF THE DAY
Follow these steps in your daily routine
            and the activities that take place.
                         CLOSING OF THE DAY
                         • Complete Reports
                         • Reconcile Coll. / Deposits
                         • Review Performance
                         • Daily Plan for Next Day

                                                           TRADE COVERAGE
                   CYCLE PLANNING                          • First Call Coverage

                   QUARTERLY PLAN                          • Sales Call Management
                                                           • Store Check
                          PREPARATION
                                                           • Conduct Competitive Act
                          • Review Work Plans / Load for
END OF THE DAY
                            the Day
                          • Check Vehicle
START OF THE DAY
                          • Check Sales Tools
                          • Submit /Receive Call Cards
                          Invoice / Collections
SALES CALL PROCEDURE
         1. PRE-CALL PLANNING
 It is a MUST that Call Cards should be used at all times so you can check the ff: data
  P          Products you sold during your last call
             (Invoices, Orders, Delivery)
  R          Recall what transpired during your last
             conversation and/or transaction
  O         Opportunities to convince the customer to
            carry additional products
  B         Best time to call the particular customer /
            outlet so your call will not be wasted
  I          Initiate in making a sales plan to make
             your presentation more organized
  N          New ideas should be explored to get the
             customer’s interest and increase business
  G         Gather all selling, merchandising,
            equipment, resale materials needed for the call
SALES CALL PROCEDURE
         2. GREET CUSTOMER
  Consider the following guidelines for this step :
  G         GREET customers warmly and with a
            A firm handshake indicates your
            enthusiasm.
  U         ULTIMATE motive is to get their attention
            and interest on what you’re about to give
            them. Note, don’t over-react. It should fit your
            personality.
  E         ELIMINATE negative comments or
            questions like “How’s Business?”; create a
            positive atmosphere that’s appealing to
            them.
  S          STATE your name, the co., and the products if
             you’re new. If you’re familiar already give them
             the Respect they deserved.
  T         TELL customer with enthusiasm that you are bringing a
            very profitable business and great news to them.
SALES CALL PROCEDURE
                 3. STORE CHECK
     The Store Check is essentially linked to inventory count/check. There will always
     be opportunities to move products to the display area.
 S          SIZE & SKUs of products carried.
            Distribution of brands and size must align
            with the PLAN-O-GRAM
 P          PRICING Structure. Always check if your
            products are properly priced. SRO must be
            followed at all times. Also, check if your price
            is competitive against leading brand.

 E         EXISITING shelf displays. Brands carried
           must have a fair share of shelf space and
           displayed as plan-o-grammed.
 E          EXISTING Off-Shelf Displays. Always
            suggest enough buffer stocks to replenish shelf
            displays. Compute for display turn-over
            according to economy of scale.
 D          DISPLAY Opportunities. Always look for new display
            areas/ space to further improve visibility & increase
            awareness product off-take.
SALES CALL PROCEDURE
 4. INVENTORY COUNT/CHECK
  This is a vital step in every call. This is where you finalize your volume plan while
  considering the following factors :

          STOCK MOVEMENT
          SPECIAL PROMOTIONAL EVENT
          STOCKS-ON-HAND
          STOCK EXPIRY DATES / F I F O
 Your responsibilities vis-à-vis the importance of this step.

          TO THE OUTLET- provide them with the service that will
          enable them to save time in writing an order in line with their
          requirements. To advice them on stock mgt., I.e. FIFO,
          infestations, flooding, leaks & others to prevent damage / bad
          stocks.
          TO THE COMPANY- provide information about outlet’s stock
          position level and offtake, balance promo packs, stocking level of
          competitors and their activities in the store.
SALES CALL PROCEDURE
             5. PLAN ORDER
  What you need for an effective immediate,
  one time planning
       A ll you need is a review of your c us tomer call
       c ards and all data needed for an effec tive,
 immediate, one time planning are there.


       A lways us e the C all C ards on
 every c all,not at home after work.


        Fill-up all pertinent data required in
 acc omplis hing your daily call c ards .
SALES CALL PROCEDURE
 6. PERSUASIVE SELLING PRESENTATION
 5 Steps of Persuasive Selling Presentation:

 Step 1.   Summarize the Situation
           Understanding the Outlet’s & Company’s Situation

 Step 2.   State the Idea. Give Practical Suggestions.


 Step 3.   Explain How It Works. Make the outlet
           understand your suggestion.


 Step 4.   Reinforce Key Benefits. Make the outlet
           realize the features and benefits.


 Step 5.   Close. Make the outlet easy to agree with your plan.
6.1. PERSUASIVE SELLING
         PRESENTATION
 What you need for an effective Presentation
UNDERSTANDING - the outlet’s & co’s situation & make them understand your
                suggestion
PLANNED ORDER- make the dealer realize the benefits using a home
                       made / company supplied organizer
KNOWLEDGE-           of the customer’s needs. Should have a S.M.A.R.T.
                     (Specific, Measurable Attainable, Realistic, Time-
                     bounded) suggestions
ANSWER-              to possible questions for more information & to clarify issues
                     for better understanding & approval.
 ABILITY TO:
 A- Arouse their attention
 I- Get their INTEREST
 D- Stimulate DESIRE to buy and sell our products
 A- make them ACT positively on your planned order
PERSISTENCY-         the more persuasive you are, the more sales and
                     distribution you will make

CONFIDENCE/ FLUENCY- the greater amount of confidence and fluency
               you have, the more convincing your presentation will be.
6.2. PERSUASIVE SELLING
                PRESENTATION
 What you need for an effective Presentation
EFFECTIVE CLOSING TECHNIQUE- asking for customer’s approval on your
planned order. Present your sales plan/order with complete qty., pricing &
notations for their confirmation.
METHODS OF CLOSING:

ALTERNATIVE CLOSE- gives the buyer a choice of 2 positive situation, either one
        should give you the order ex. “Let’s book 20 cases or better 30
       cases so you don’t ran out-of-stocks”.
SIMILAR SITUATION CLOSE- refers to previous purchases made by the
                  customer on a particular product or situation ex. “Just like last
       wk. You ordered 20 cases, this time let’s increase it to 30 cases to
       avoid OOS.”
THIRD PARTY REFERENCE- refers to the other customer’s orders ex. “ All the
stores in this area have made an advance booking. Let’s place one now.”

OBJECTION CLOSE- after overcoming an objection, close the sale.

DROP DEAD CLOSE- bluff them that you placed their orders already and to be
              shipped on a particular date ex. “ I took the liberty of placing your
              order due to urgency of the situation.”
6.3. PERSUASIVE SELLING
           PRESENTATION
What you need for an effective Presentation
WHEN TO CLOSE:
  CLOSE AS OFTEN AS POSSIBLE
   WHENEVER YOU THINK THEY ARE READY TO BUY
   AFTER STRONG POINTS IN YOUR PRESENTATION
   AT THE END OF YOUR PRESENTATION


HANDLING OBJECTIONS:

SALES OBJECTIONS - these are not necessarily stumbling blocks but are signs
of interest. The key to handling objections successfully is,

         KNOWLEDGE - of your products, of your promotional
         opportunity, of the customer’s profile & personality , of yourself
         (strengths / weaknesses)
*** COMMON ANSWERS TO OBJECTIONS CAN BE DERIVED FROM HIGLIGHTING THE
BENEFITS OR THE TESTIMONIALS OR YOUR NEXT COVERAGE
SALES CALL PROCEDURE
        7. RECORDS & REPORTS
 Accomplish the following records & reports during the call :

          SALES ORDER FORM

          CUSTOMER CALL CARDS

          DAILY FIELD REPORTS


          OTHERS AS NEEDED

 When you summarize your sales transactions, make sure that the leader
 understands RFM’s terms and let the dealer sign the sales oder / issue a PO
 to confirm their order.
SALES CALL PROCEDURE
 8. MERCHANDISING ACTIVITY
 What is Merchandising?
        It is the art of presenting RFM Branded Foods products   in a
        creative & innovative way to:
            > Persuade the Outlets to purchase
            > Attract the consumers to buy


       PRIORITIES IN MERCHANDISING

        RANGE             -        R
        SPACE             -        S
        VISIBILITY        -        V
        PROMOTION         -        P
SALES CALL PROCEDURE
  8.1. MERCHANDISING ACTIVITY
 ACTIVITIES IN MERCHANDISING
  DISPLAY - Characteristics of a good display
          - it is in prominent or high traffic location
          - it is attractive enough to command attention
        - it includes a price & a reason to buy
  SHELF SPACE & POSITION
          - ensure that each of our brands, varieties & sizes carried by the outlet
  has a reserved space on the shelf in a position where it is visible to consumer,
  customer and helpers alike.
  USE OF DISPLAY MATERIALS - 3 TYPES
         - Promotional Materials
         - Brand Materials
         - Standard Materials
 IMMEDIATE DISPLAY & RESALE WORK ON PROMOTED PACKS
         - ensure that the price of the product displayed is clearly conveyed to the
           consumer and the trade
SALES CALL PROCEDURE
  8.2. MERCHANDISING ACTIVITY
 GUIDES TO EFFICIENT MERCHANDISING
  At every visit, check the shelf displays.
  Always try to sell extra facing / additional SKU
  Plan merchandising displays carefully
  Remember the merchandising V I S A
         V - Visibility
             I - Impact
            S - Stability
            A - Appeal
 Eye level is BUY Level
 Make waiting time productive - MERCHANDISE
 Act as merchandising consultants to our customers
 Check stock positions so you can plan properly according to stock depth of your
 display as well as warehouse / stock room buffer stocking.
SALES CALL PROCEDURE
       9. DELIVERY & PAYMENT
 It is of utmost importance that you always get the payments
 before leaving the call. As much as possible, do not accept
 personal checks unless you are allowed to extend term
 payments and knew the customer for a long time.


 REMEMBER!


       “ A SALE IS NOT A SALE
             unless COLLECTED”
SALES CALL PROCEDURE
        10. TRADE RELATIONS
 How to develop Goodwill in the trade :

 Be HONEST, not just dealing with the money & goods but also in statements
 and claims.

 Be FAIR. Give all customers in similar circumstances, similar
 considerations and treatments.

 Show genuine concern for the outlet’s business by regular coverage, responsible
 advice on pricing, proper handling of stocks and merchandising support in
 proportion to his volume potential and by not overloading nor underselling.


 TELL CUSTOMER NEXT COVERAGE.

      • In this step, tell customer your next coverage before you leave the
      call. This will enable the dealer to prepare a budget for purchasing of
      stocks on your next call according to product turn-over.
SALES CALL PROCEDURE
      11. POST-CALL ANALYSIS
  As you move on the next call, analyze the outcome of the recently concluded call.
  Ask yourself the following questions:
                                  HOW AM I DOING?
                                  WHY?

                                  WHAT AM I GOING TO DO ABOUT IT?
 If you were successful, determine the approach responsible for the success so you
 can use it in other calls. Conversely, try to discover the reason for failure so you can
 avoid it in the next call.

 Take time to determine how best you can overcome your weakness and improve
 your strong points; apply the lesson learned from each call to succeeding calls.

 The selling cycle now begins again. Repeat the Sales Call Procedure for
 your next call.

 “The THING that COUNTS is not what we KNOW but
 the ABILITY to use what we KNOW”
SALES CALL logical & progressive sequence :
  These 11 steps must be followed in
                                     PROCEDURE

             POST-CALL                          GREET
             ANALYSIS     PRE-CALL            CUSTOMER
                          PLANNING
DELIVERY &                                    STORE CHECK
 PAYMENT



                                     INVENTORY COUNT/CHECK
TRADE RELATIONS

MERCHANDISING
  ACTIVITY
                         PERSUASIVE SELLING
                            PRESENTATION      PLAN ORDER
RECORDS &
REPORTS
SALES CALL PROCEDURE
   These steps must be followed in logical and progressive sequence :
   1.       PRE-CALL PLANNING
   2.       GREET CUSTOMER
   3.      STORE CHECK
   4.      INVENTORY COUNT / CHECK
   5.      PLAN ORDER
  6.       PERSUASIVE SELLING PRESENTATION
  7.       RECORDS & REPORTS
  8.       MERCHANDISING ACTIVITY

  9.       DELIVERY & PAYMENT
 10.       TRADE RELATIONS
 11.       POST-CALL ANALYSIS
NESTLÉ WATERS PHILIPPINES, INC.




    THE END



                            VIC RAMIL H. RAMIL
NESTLÉ WATERS PHILIPPINES, INC.




BASIC CALL PROCEDURES FOR BOOKING ACCOUNTS
Chapter 1: Definition of Selling

Chapter 2: Definition of Selling Skills

Chapter 3: The Role of a Salesman

Chapter 4: Sales Force
           Management Cycle
Chapter 5: Daily Routine


Chapter 6: Sales Call Procedure
DEFINITION OF SELLING

          SELLING
Refers to persuading people to
  make a favorable decision
   relating to a product or a
service, that is perceived to be
   profitable to both parties
DEFINITION OF SELLING
        SKILLS
      SELLING SKILLS
    Selling skills refer to the
   ABILITIES involved in THE
  PROCESS OF HELPING THE
CUSTOMER BUY as effective and
 successful as possible for both
    you and the customer.
THE ROLE OF THE
     SALESMAN
 The Ultimate Role of a
     Salesman is to
 INFLUENCE customers’
  decision-making, thus
delivering the Company’s
   Business Objectives.
SALES FORCE MANAGEMENT
 Route Plan
 Call Cards
            CYCLE
                                                             Category
                                                             Driven Channel
                               Sales Call                    Focused Sales
                                                             Management

Pro-Active Planning



                                                            Call Performance
        Sales Performance
                                                            Sales Order Key
        Reports
                                                            Account Offtake
Distribution Focus Reporting
(Management By Exception)


               Service Performance          Sales Order Processing Call Card
               Reports Call Cards                     Data Entry
DAILY ROUTINE
  SALES CALL
 PROCEDURE
DAILY ROUTINE
 Follow these steps in your daily routine
    and the activities that take place.
START OF THE DAY
 PREPARATION
 TRADE COVERAGE
 CLOSING OF THE DAY

** CYCLE PLANNING
 ** QUARTERLY PLANNING

   (** A “MUST” ACTIVITY FOR EACH GROUP)

END OF THE DAY
Follow these steps in your daily routine
            and the activities that take place.
 DAILY                  CLOSING OF THE DAY
                        • Complete Reports

ROUTINE                 • Reconcile Coll. / Deposits
                        •Submit /Receive Call Cards
                         Invoice/Collections
                        • Review Performance
                        • Daily Plan for Next Day          TRADE COVERAGE

                   CYCLE PLANNING                          • First Call Coverage
                                                           • Sales Call Management
                   QUARTERLY PLAN
                                                           • Store Check
                          PREPARATION
                                                           • Conduct Competitive
END OF THE DAY            • Review Work Plans / Load
                                                             Activity
                            for the day
                          •Review Objectives(Sales,
START OF THE DAY            Distribution, Merchandising)
                          •Check Vehicle
                          •Check Sales Tools
SALES CALL PROCEDURE
         1. PRE-CALL PLANNING
 It is a MUST that Call Cards should be used at all times so you can check the ff: data
  P          Products you sold during your last call
             (Invoices, Orders, Delivery)
  R          Recall what transpired during your last
             conversation and/or transaction
  O         Opportunities to convince the customer to
            carry additional products
  B         Best time to call the particular customer /
            outlet so your call will not be wasted
  I          Initiate in making a sales plan to make
             your presentation more organized
  N          New ideas should be explored to get the
             customer’s interest and increase business
  G         Gather all selling, merchandising,
            equipment, resale materials needed for the call
SALES CALL PROCEDURE
       2. GREET CUSTOMER
 Consider the following guidelines for this step :
 G         GREET customers warmly and with a
           A firm handshake indicates your
           enthusiasm.
 U         ULTIMATE motive is to get their attention
           and interest on what you’re about to give
           them. Note, don’t over-react. It should fit your
           personality.
 E         ELIMINATE negative comments or
           questions like “How’s Business?”; create a
           positive atmosphere that’s appealing to
           them.
 S          STATE your name, the co., and the products if
            you’re new. If you’re familiar already give them
            the Respect they deserved.
 T         TELL customer with enthusiasm that you are bringing a
           very profitable business and great news to them.
SALES CALL PROCEDURE
               3. STORE CHECK
     The Store Check is essentially linked to inventory count/check. There will always
     be opportunities to move products to the display area.
 S          SIZE & SKUs of products carried.
            Distribution of brands and size must align
            with the PLAN-O-GRAM
 P          PRICING Structure. Always check if your
            products are properly priced. SRP must be
            followed at all times. Also, check if your price
            is competitive against leading brand.

 E         EXISITING shelf displays. Brands carried
           must have a fair share of shelf space and
           displayed as plan-o-grammed.
 E          EXISTING Off-Shelf Displays. Always
            suggest enough buffer stocks to replenish shelf
            displays. Compute for display turn-over
            according to economy of scale.
 D          DISPLAY Opportunities. Always look for new display
            areas/ space to further improve visibility & increase
            awareness product off-take.
SALES CALL PROCEDURE
     4. WAREHOUSE CHECK
    This is a vital step in every call. This is where you finalize your volume plan while
    considering the following factors :

          STOCK MOVEMENT
          SPECIAL PROMOTIONAL EVENT
          STOCKS-ON-HAND
          STOCK EXPIRY DATES / F I F O
 Your responsibilities vis-à-vis the importance of this step.

          TO THE OUTLET- provide them with the service that will
          enable them to save time in writing an order in line with their
          requirements. To advice them on stock mgt., i.e. FIFO,
          infestations, flooding, leaks & others to prevent damage / bad
          stocks.
          TO THE COMPANY- provide information about outlet’s stock
          position level and offtake, balance promo packs, stocking level of
          competitors and their activities in the store.
SALES CALL PROCEDURE
            5. PLAN ORDER
  What you need for an effective immediate,
  one time planning
       A ll you need is a review of your c us tomer call
       c ards and all data needed for an effec tive,
 immediate, one time planning are there.

       A lways us e the C all C ards on
 every c all,not at home after work.

        Fill-up all pertinent data required in
        acc omplis hing your daily call c ards .

        Us e S .O. Form with S ugges ted Order per S KU bas ed
        on the s tore’s requirement.
SALES CALL PROCEDURE
         6. COLLECTION
  It is utmos t importanc e that you always follow-
  up collec tion s tatus of your res pec tive outlets .
  A lways c heck s tatus and make regular follow-
  ups to fac ilitate immediate proc es s ing of
  invoices . If problem/s exis ts , work your
  way/initiate proper reconc iliation to avoid cas es
  of “ HOLD ORDE RS ” .

        Remember:

       “ A S A LE IS NOT A S A LE
           UNLE S S C OLLE C TE D”
SALES CALL PROCEDURE
          7.    PERSUASIVE SELLING
                 PRESENTATION
 Review Call Objectives (Sales, Promotions,Merchandising,Pricing)
 Talk to the decision maker

 Present the following using the Persuasive
 Selling Format
       • Promotions, New Products, Sales Orders
         Merchandising, Price Change and other pertinent
          business
        • Tell customer what he needs
       • Highlight on the benefits
       • Close the sale whenever possible
SALES CALL PROCEDURE
7.    PERSUASIVE SELLING PRESENTATION
 5 Steps of Persuasive Selling Presentation:
 Step 1.   Summarize the Situation
           Understanding the Outlet’s & Company’s Situation
 Step 2.   State the Idea.
           Give Practical Suggestions.
 Step 3.   Explain How It Works.
           Make the outlet understand your suggestion.

 Step 4.   Reinforce Key Benefits.
           Make the outlet realize the features and benefits.

 Step 5.   Close.
           Make the outlet easy to agree with your plan.
Persuasive Sales
                 Presentation
S ale s Id e a: You r wife wants to vis it h e r p are nts tonigh t.
A m ovie you wante d to s e e is on its las t d ay in th e
th e atre . H ow d o you p e rs u ad e h e r to watch th e m ovie
 Step 1: “I understand you want to see your parents tonight. But the
 movie we’ve been planning to see is on its last night in the theatre.”
 Step 2: “Why don’t we invite your parents to watch the movie
 with us”.
 Step 3: “You can tell them not to cook dinner for us. We’ll pick
 them up at 5:30 p.m., watch the movie, then have dinner at
 8:00 p.m. at the nearby restaurant.”
 Sales 4:” This way we get to see your parents and we also get
 to watch the movie! As for your parents they will surely be
 delighted”
 Step 5: “Why don’t you call them up to inform
 them, here’s the phone.”
Persuasive Sales
                 Presentation
S ale s Id e a: S e ll in a ne w p rod u ct to a ne w cu s tom e r

 Step 1: “Due to the consumer demand for such a product, our company
 has researched and developed this new product.”
 Step 2: “This product will give you more business”
 Step 3: “For your initial purchase you will be given an off-
 invoice 10% price discount. The display material will be
 delivered to your store at the same time with the stocks...”
 Sales 4:” Your customer will be excited with this introductory
 promotion….…Product advertisement will boost demand…..”

 Step 5: “You can place your order now!”
SALES CALL PROCEDURE
7. PERSUASIVE SELLING PRESENTATION
 What you need for an effective Presentation
 UNDERSTANDING - the outlet’s & co’s situation & make them understand your
                      suggestion
 PLANNED ORDER- make the dealer realize the benefits using a home
                        made / company supplied organizer
 KNOWLEDGE-           of the customer’s needs. Should have a S.M.A.R.T.
                      (Specific, Measurable Attainable, Realistic, Time-
                      bounded) suggestions
 ANSWER-              to possible questions for more information & to clarify issues
                      for better understanding & approval.
  ABILITY TO:
  A- Arouse their attention
  I- Get their INTEREST
  D- Stimulate DESIRE to buy and sell our products
  A- make them ACT positively on your planned order
 PERSISTENCY-         the more persuasive you are, the more sales and
                      distribution you will make

 CONFIDENCE/ FLUENCY- the greater amount of confidence and fluency
                you have, the more convincing your presentation will be.
SALES CALL PROCEDURE
     7.PERSUASIVE SELLING PRESENTATION
 What you need for an effective Presentation
 EFFECTIVE CLOSING TECHNIQUE- asking for customer’s approval on your
 planned order. Present your sales plan/order with complete qty., pricing &
 notations for their confirmation.
 METHODS OF CLOSING:

 ALTERNATIVE CLOSE- gives the buyer a choice of 2 positive situation, either one
         should give you the order ex. “Let’s book 20 cases or better 30
        cases so you don’t ran out-of-stocks”.
 SIMILAR SITUATION CLOSE- refers to previous purchases made by the
                   customer on a particular product or situation ex. “Just like last
        wk. You ordered 20 cases, this time let’s increase it to 30 cases to
        avoid OOS.”
 THIRD PARTY REFERENCE- refers to the other customer’s orders ex. “ All the
 stores in this area have made an advance booking. Let’s place one now.”

 OBJECTION CLOSE- after overcoming an objection, close the sale.

 DROP DEAD CLOSE- bluff them that you placed their orders already and to be
               shipped on a particular date ex. “ I took the liberty of placing your
               order due to urgency of the situation.”
SALES CALL PROCEDURE
      7. PERSUASIVE SELLING PRESENTATION
What you need for an effective Presentation
WHEN TO CLOSE:
  CLOSE AS OFTEN AS POSSIBLE
   WHENEVER YOU THINK THEY ARE READY TO BUY
   AFTER STRONG POINTS IN YOUR PRESENTATION
   AT THE END OF YOUR PRESENTATION


HANDLING OBJECTIONS:

SALES OBJECTIONS - these are not necessarily stumbling blocks but are signs
of interest. The key to handling objections successfully is,

         KNOWLEDGE - of your products, of your promotional
         opportunity, of the customer’s profile & personality , of yourself
         (strengths / weaknesses)
*** COMMON ANSWERS TO OBJECTIONS CAN BE DERIVED FROM HIGLIGHTING THE
BENEFITS OR THE TESTIMONIALS OR YOUR NEXT COVERAGE
SALES CALL PROCEDURE
        8. RECORDS & REPORTS
 Accomplish the following records & reports during the call :

          SALES ORDER FORM

          CUSTOMER CALL CARDS

          DAILY FIELD REPORTS


          OTHERS AS NEEDED

 When you summarize your sales transactions, make sure that the leader
 understands Distributor’s terms and let the dealer sign the sales order /
 issue a PO to confirm their order.
SALES CALL PROCEDURE
           9. MERCHANDISING
                 ACTIVITY
 What is Merchandising?
       It is the art of presenting RFM Branded Foods products in a
       creative & innovative way to:
            Persuade the Outlets to purchase
            Attract the consumers to buy


        PRIORITIES IN MERCHANDISING

        RANGE              -        R
        SPACE              -        S
        VISIBILITY         -        V
        PROMOTION          -        P
SALES CALL PROCEDURE
              9. MERCHANDISING
                   ACTIVITY
 ACTIVITIES IN MERCHANDISING
   DISPLAY - Characteristics of a good display
           - it is in prominent or high traffic location
           - it is attractive enough to command attention
        - it includes a price & a reason to buy
  SHELF SPACE & POSITION
          - ensure that each of our brands, varieties & sizes carried by the outlet
  has a reserved space on the shelf in a position where it is visible to consumer,
  customer and helpers alike.
  USE OF DISPLAY MATERIALS - 3 TYPES
          - Promotional Materials
          - Brand Materials
          - Standard Materials
 IMMEDIATE DISPLAY & RESALE WORK ON PROMOTED PACKS
         - ensure that the price of the product displayed is clearly conveyed to the
           consumer and the trade
SALES CALL PROCEDURE
              9. MERCHANDISING
                      ACTIVITY
 GUIDES TO EFFICIENT MERCHANDISING
  At every visit, check the shelf displays.
  Always try to sell extra facing / additional SKU
  Plan merchandising displays carefully
  Remember the merchandising V I S A
         V - Visibility
             I - Impact
            S - Stability
            A - Appeal
 Eye level is BUY Level
 Make waiting time productive - MERCHANDISE
 Act as merchandising consultants to our customers
 Check stock positions so you can plan properly according to stock depth of your
 display as well as warehouse / stock room buffer stocking.
SALES CALL PROCEDURE
                                10. TRADE
                              RELATIONS
 How to develop Goodwill in the trade :
  Be HONEST, not just dealing with the money & goods but also in statements
  and claims.

 Be FAIR. Give all customers in similar circumstances, similar
 considerations and treatments.

  Show genuine concern for the outlet’s business by regular coverage, responsible
  advice on pricing, proper handling of stocks and merchandising support in
  proportion to his volume potential and by not overloading nor underselling.


  TELL CUSTOMER NEXT COVERAGE.

       • In this step, tell customer your next coverage before you leave the
       call. This will enable the dealer to prepare a budget for purchasing of
       stocks on your next call according to product turn-over.
SALES CALL PROCEDURE
      11. POST-CALL ANALYSIS
  As you move on the next call, analyze the outcome of the recently concluded call.
  Ask yourself the following questions:
                                  HOW AM I DOING?
                                  WHY?

                                  WHAT AM I GOING TO DO ABOUT IT?
 If you were successful, determine the approach responsible for the success so you
 can use it in other calls. Conversely, try to discover the reason for failure so you can
 avoid it in the next call.

 Take time to determine how best you can overcome your weakness and improve
 your strong points; apply the lesson learned from each call to succeeding calls.

 The selling cycle now begins again. Repeat the Sales Call Procedure for
 your next call.

 “The THING that COUNTS is not what we KNOW but
 the ABILITY to use what we KNOW”
SALES CALL logical & progressive sequence :
      These 11 steps must be followed in
                                         PROCEDURE
                POST-CALL                           GREET
                ANALYSIS                          CUSTOMER
                            PRE-CALL
                            PLANNING             STORE CHECK


   TRADE RELATIONS


                                              WAREHOUSE CHECK


MERCHANDISING ACTIVITY

    RECORDS &
    REPORTS         PRESENTATION       COLLECTION PLAN ORDER
SALES CALL PROCEDURE
   These steps must be followed in logical and progressive sequence :
   1.       PRE-CALL PLANNING
   2.       GREET CUSTOMER
   3.      STORE CHECK
   4.      WAREHOUSE CHECK
   5.      PLAN ORDER
  6.       COLLECTION
  7.        PRESENTATION
  8.       RECORDS & REPORTS

  9.       MERCHANDISING ACTIVITY
 10.       TRADE RELATIONS
 11.       POST-CALL ANALYSIS
NESTLÉ WATERS PHILIPPINES, INC.




    THE END



                            VIC RAMIL H. RAMIL
GENERAL MODEL
             MODEL-CHANNEL DEVELOPMENT
                                            % Class    % Vol CHARACTERISTICS-UNIQUENESSMODE OF POSITIOING
Target Segment:                            Segments Contibution       MARKET IMPORTANCE                 PLACEMENT
                                                                 Strategically Located           Matching & Flanking
High End                                                         Free Enterprise Channels        Display-Off &On Shelves
                          ABC-LowerC          2%        37%      Product Exposure-CatMan         ICO Driven-DSA
                          S/mkets                                Impulsive Market-Battle Field   Full Range-Massive
                          Upscale             1%        5%       Specialty Outlets.              Synergy Approach
Captive Market            HB/PC/DS                               Captive Market                  Full Range-Massive
                                                                 Retail to Wholesale             Matching-Product Fit
Low End                      CDE              10%       28%      Huge in population              Pricing Srat/VFM
                               Grocery                           Market for CDE                  Promotional Placement
                                CDE                              Dynamic Market-Clustering       Placement-Image Bldg.
Mixed/Dev'tal                   CVS           85%       26%      High Potential vs Census        Right SKU to Right Outlet
                                 PMS/WS                          Revenue Driven                  Pricing Consideration
On Premise                      INSTL         2%        4%      Initial Trials & Awareness - UAI Single to Group Usage
                 Hierarchy of Importance
PRODUCT POSITIONING

Strategy Concept and Principles:
   • This aims to give consumer wide range of selection from all
   available products or brands; giving consumers same
   products or brands w/ varying size, price & variants (PLS)

   • This is normally done by arranging or showcasing our
   brands to occupy a clear, distinctive, competitive and
   desirable place in the point of sale vs. Competition

   • Serving all lifestyles and walks of life.

   • Our Job is to develop a distinct competitive edge and create
   awareness in the mind of consumers. Internally, it also gives
   us opportunity to protect our turf & fast moving as catalyst for
   slow moving.

   • Creating a barrier for a new entrants in the market.
PRODUCT POSITIONING

 Target Segment:                                Channel       Home Care Confectionery Alcoholic         Beverages Snack Choco                   Milk
                                                  Type            H&B                  Beverages            NAB       Foods Drinks             IFFO
High End                                       S/Market                              Push & Pull       Push & Pull             Cross merchCross Merch
                             ABC-LowerC        Class A       Full Range Full Range Full Range          Full Range Full Range Full Range Full Range
                             S/mkets           Class B       Full Range Full Range Full Range          Full Range Full Range Full Range Full Range
                             AB-Upper C        HB/PC         Full Range Optional                       Optional Product Fit Product Fit Optional
Captive Market               HB/PC/DS          DS/Dept Str   Full Range Optional                       OSPS         Optional Optional Optional
                                               Grocery       Selective/FM Full Range Selective/FM      Full Range Full Range Full Range Full Range
Low End                        CDE             Mini Mart     Selective/FM Full Range Selective/FM      Sales Mix- Full Range Product Fit Full Range
                                Grocery                                                                Product Fit
                                  CDE           Conv'nce Str Selective/FM Full Range Full Range        Sales Mix- Full Range Full Range Full Range
Mixed/Dev'tal                     CVS/PM        Public Mkts Selective/FM Full Range-Sel. FM Size/Packs Popular Size Full Range Product Fit Full Range
                                      WS/Inst'l Wsaler       Selective/FM Selective/FM FM Size/Packs Full Range FM Size/Packs Fit Product Fit
                                                                                                                               Product
On Premise                                      HORECA Optional           FM Size/Packs Full Range     Product Fit FM Size/Packs Fit Product Fit
                                                                                                                               Product
               Hierarchy of Importance
PROMOTION STRATEGY

Strategy Concept:
   • Aim to drive Brand Equity Building-Create Brand Awareness,
   top of mind consistent to selling activities & programs.
   Develop brand switching.

   • Supports like category cluster or promotional with premiums
   as in pack banding, bundling, free goods, promo contest will
   increase mileage and in line with value for money.

   • Price-off is situational as it may not result to brand switching
   but more on forward buying from current users. In store
   programs, I.e. merchandising contest, off-shelf appearance,
   store in house sell-out programs are temporary need
   continuity.

        • Strategy must develop and result to brand pull, product
        preference and differentiation.
PROMOTION STRATEGY

   Target Segment:                             Channel Home Care Confectionery                   Alcoholic         Beverages             Snack         Choco               Milk
                                                Type          H&B                              Beverages              NAB               Foods          Drinks             IFFO
High End                                     S/Market      Tactical       Sell-In to Sell-Out Tactical          Tactical           Tactical        Tactical          Tactical
                                 ABC-LowerC Class A        Promo Girls Price Off             Price Off          Display Contest Price off          Sell-In to Sell-Out Merch Contest
                                 S/mkets     Class B       Promo Girls Bundling              Promo Contest Lote Packing            Bundling                          Bundling
                                 AB-Upper C HB/PC          Pack Banding Bundling                                Tactical           Tactical        Tactical          Tactical
Captive Market                   HB/PC/DS    DS/Dept Str                                     Promo Contest                         Trade Disct     Trade Disct
                                             Grocery       Lote Packing Sell-In to Sell-Out Sell-In to Sell-Out Sell-In to Sell-Out Lote Packing   Price Off         Price Off
Low End                           CDE        Mini Mart     Lote Packing Sell-In to Sell-Out Price Off           Price Off          In-Pack Band    Bundling          Bundling
                                   Grocery                 Price Off      Volume Incentive Promo Contest Bundling
                                     CDE     Conv'nce Str Bundling        Bundling           Bundling           Lote Packing       Bundling        Bundling          Bundling
Mixed/Dev'tal                        CVS/PM Public Mkts Lote Packing Volume Incentive Bundling                  Lote Packing       Price Off       Bundling          Price Off
                                    WS/Inst'l Wsaler       Vol Incentive Volume Incentive Bundling              Volume Incentive Lote Packing      Bundling          Volume Incentive
On Premise                                   Horeca        Price Off      Price Off          Price Off          Price Off          Price off       Price Off         Price Off
                 Hierarchy of Importance
BEST FIT PROGRAMS
     Channel     Targeted Scope    Durn. Objectives                          Best Fit Program          Key Performance Index
      Type       Segments                Expected Results
A. Suprmrkets                            Create Mass Appeal                  Price -Off
   Upper Trade   ABC     Top Accts USL   Increase off-take.                  Sell-out > bundling        Sales Volume before vs post prog
                                   1-mo Move out Inventory                   In-Case/Pack banding       % Growth vs prior period.
                         Top Accts       Incease stock depth/weight          Volume discount            Stock cover is 2X call freq.
                                                                             Trade Dealer Incentive     Shelf space inc by 20%.
                                           Product Positioning-              Tactical - Programs        % Brand Penetration.
                                             New & Existing Brands            -Sampling, Push Girls     Brand availability
                                     1-Cyc Complete & Full Range             Trade Dealer Incentive     Sku listing indeces.
                                     to    Placement                         Trade Discount             Ratio of total sku vs sku listed.
                                     1QTR                                    Special Credit Term
                                                                             Salesforce Incentive
                                           Brand Equity Bldg / Brand Image   Merchandising Contest      Massive on-shelf displays.
                                           Develop top of mind awareness     Disers Incentives          Creation of additonal displays
                                           Brand Pull                         Consumer Rebates          Cross Merchandising.
                                           Brand Switching                   Banding/Price Off/Rebates Off Take increase
                                           Create Mass Appeal                Sampling &Push Girls
                                           Induce trials                     Promo Contest-Raffle
  Lower Trade    CDE     Selective Long    Outlet's Development-Support      Wholesale Program          Increase in wholesale volume
                                   Durn    in Wholesale.                     Peddlers Incentive         sales by 50%
                                           Bridging the Gaps-Dist'n & Pene   Lote Packing                Wider reach & penetration
                         Selective         Increase off-take.                Sell-out > bundling        Sales Volume before vs post
                                           Move out Inventory                In-Case/Pack banding       program % Growth vs prior pd.
                                           Create Mass Appeal/TMAware        Price -Off/consumer rebate Sales Volume before vs post
                                           Move-out of Inventory             Sell-out > bundling        program % Growth vs prior pd.
                                           Brand Equity Bldg / Brand Image   Merchandising Contest      Massive on-shelf displays.
                                           Develop top of mind awareness     Disers Incentives          Creation of additonal displays
                                           Brand Pull                         Consumer Rebates          Cross Merchandising.
                                                                                                        Cross Merchandising.
BEST FIT PROGRAMS

     Channel       Targeted Scope   Durn.   Objectives                       Best Fit Program            Key Performance Index
      Type         Segments                 Expected Results


B. Specialty Stores ABCDE     All   1-QTR   Brand Penetration                Tactical Display Rental     % Brand Penetration vs prior pd.
Health & Beauty     Teens/                  Brand Positioning                Modular Display             Forward Stock higher than % MS.
Personal Care       Yuppies                 Outlet's Push Drive              TDI or Discount             Volume Growth
                              All           SKU Listing for New Categories   Intro Discount              Listed Brand/categories/sku's
Captive Market                              SKU Listing for Existing         Sampling /In-store
                                            Create Traffic-Awareness         Tactical Programs
                                                                             Salesforce Incentive
                              All   Short   Brand Equity Bldg                Store's Staff Support       Top of awareness
                                    Term    Brand Pull                       Consumer Rebates            Consumers' Response/Fdbcks
                              All   1-Mo    Brand Switching                  Banding/Price Off/Rebates   Off Take increase
                                                                             Sampling &Push Girls        Sales Improvement by __%
                                                                             Flyers Prog/ POSM's
                                            Induce trials                    Promo Contest-Raffle
BEST FIT PROGRAMS
      Channel        Targeted Scope Durn. Objectives                           Best Fit Program             Key Performance Index
        Type         Segments                  Expected Results
C.PopuLar Channel              Selective 1-QTR Brand Penetration               Salesforce Incentive         % Variance in Brand pene vs prior
Grocery Type         CDE                       Right SKU to Right Outlets      Value for Money               period.
Low-End Segment      Curious
Popular Channel      Buyers                    Increase Stock depth            Volume Incentive             80:20 ratio for Fast to slow moving
                     Trials                                                    Lote Packing
D. Developmental     Transient                 Increase Distribution Depth /   Trade Dealer Incentive       % Variance in selling outlets vs.
   Trade Channel     Yuppies                     Reach                          Alternative Dist'n Mode      non-selling vs prior period.

Convenience Stores Switchers Selective Long      Influence outlet's to push    Wholesale/Peddlers Inctive   % Growth in sales vs prior period.
Public Market Stalls                   Durn                                    Lote Packing
Wholesalers                                      Massive Display/Impulsive     Tactical disers deployment   Display-Power Block
                                                  appearance.

On Premise Accts :

High End             Tourists    All to    Cyc   Create Demand                 Price Off                    % Improvement vs SKU placement
                     AB          Selective       Brand Switching               Promo Contest                % Off Take Improvement
                     upper C                     Top Mind Awareness            Special Events Support       % Sales Growth
                                                 Off Take                      incentive Programs

Low End                          80-20    15 dys Create Demand                 Promo Contest                % Improvement vs SKU placement
                     CD          Pareto   30 dys Brand Switching               Dealer Aid                   % Off Take Improvement
                                                 Top Mind Awareness            Incentive Scheme             % Sales Growth
                     Motorists                   Off Take                      Price Off
                                                 Call To Action                Visibility Campaign
CUSTOMER CONTRIBUTION
     STATEMENT
     SAMPLE FORMAT
CUSTOMER / CHANNEL / SALES AREA CONTRIBUTION STATEMENT
CUSTOMER: MAGIC
STORES
CATEGORY: BEVERAGES


                                                                      CURRENT YEAR              PLAN



                                                                                    %                   %
                                                                      Amount       NPS     Amount      NPS


                                                                       (Mio                 (Mio
                                                                       Euro)                Euro)



                      GROSS PROCEEDS OF SALES                            111                  120
Less:                 General Price Reductions                             11                   12
                                                                                   100.0               100.0
                      NET PROCEEDS OF SALES                              100          %       108         %


Less:                 Performance Trade Expenses
                      Space                                               0.5      0.5%
                          (of which) Listing Fees                         0.1      0.1%
                      Trade Promotional Activities                             3   3.0%
                      Specific Target Incentives
                      Total Performance Trade Expenses                    3.6      3.6%


                      Non Performance Trade Expenses
                      Ad-Hoc Expenses                                          1   1.0%
                      On-going Expenses                                        2   2.0%
C USTOME R F OC US
    C ONC E PT


        GE NE RA L TRA DE
          “ MOHIC A N “
RFM BRANDED FOOD
       GROUP


C US TOME R F OC US
   MOD U LE
             VIC RAMIL H. RAMIL
A dapt ing Cust omer Focus
O b j ctive s :
     e

   To acknowle d ge th e im p ortance of you r work to a
s p e cific cu s tom e rs / s tom ize d .
                           cu
r To introd u ce focu s on th e cu s tom e r as th e d riving
p rincip le of cu s tom e r s e rvice .
t To s h are with you wh at cu s tom e rs re gard as
im p ortant, accou nt or ou tle t s p e cific.
n To introd u ce th e cu s tom e r inte raction cycle and
give you p ractice in u s ing its s u p p orting s kills .
                                       VIC RAMIL H. RAMIL
C reating C us tomer Focus cont’d.

   To h e lp you u nd e rs tand and e m p ath ize with
cu s tom e rs .
r To e m p h as ize th e im p ortance of te am work.
   To s tre s s th e im p ortance of re cove ring from
m is take s .
p To b u ild you r confid e nce in h and ling cu s tom e rs .



                                         VIC RAMIL H. RAMIL
WHAT IS CUSTOMER FOCUS?
    Total Organization engaged in delivering to
customers the highest quality products and
service.


g Value is measured extent to whichTerms meet
the organization); the
                       in Customers’
                                     you
                                         (not
the organization); the extent to which you meet
the needs and expectations of Customers.


                              VIC RAMIL H. RAMIL
WHY IS CUSTOMER FOCUS
         IMPORTANT?

F To maintain and build a competitive
      edge & advantage.
.   Do better in market place.
k   Growth in profit margins.
    To be leaders in the field or trade.

                                  VIC RAMIL H. RAMIL
What do C ustomers C are A bout?

R eliability: ability to perform the promised service
      dependably and accurately.
Assurance: knowledge and courtesy of employees
      and their ability to convey trust and confidence.
T angibles: physical facilities, equipment, appearance
      of personnel, reports, invoices, and so on.
E mpathy: caring, individualized attention.
R esponsiveness: willingness to help customers and
      provide prompt service.

                                    VIC RAMIL H. RAMIL
THE C USTOME R INTE RA C TION
                  C YC L E
                               Receiving
                               • Be Ready
                               • Welcome

         Keeping                                           Understanding
• Check for Satisfaction                                     • Listen
• Thank                                                      • Ask
• Bridge
                                                             • Restate
• Follow up

                                   Helping
                      • Offer information and Options
                      • Set expectations
                      • Set Agreement               VIC RAMIL H. RAMIL
C USTOME R FOC US FOR C USTOME R
              SA TISFA C TION
                 BUSINESS
                 BUILDING


                                       BUILDING
COST EFFECTIVE
                                       BUSINESS
  PROGRAM
                                       ALLIANCE




                  TAILOR-FIT
             ACTIVITIES-PRACTICES
                 CUSTOMIZED
                                VIC RAMIL H. RAMIL
K E Y E L E M E N TS
Business Building
•   Synergy of Activities
•   Adapt Best Practices
•   Support & Reinforce Plans / Programs,
•   Introduce New Ideas, Ways & Means.
•   Develop & Manage New Ways
•   Develop Competitiveness
•   Accounts, Outlets, Channel Specific.


                             VIC RAMIL H. RAMIL
K E Y E L E M E N TS
Building Business Alliance
 • Support move to cut down Cost of
   Non-Conformances. (CONCS)
 • Win-Win Programs Application
 • Alignment of Plans & Programs
   between Business Partnership
 • Open Communication & Coordination


                         VIC RAMIL H. RAMIL
K E Y E L E M E N TS
Tailor-Fit Activities / Dove Tail
 •   Performance Review / Analysis ( N. A.)
 •   Specify Facts & Apply Cause & Effect
 •   Resolve Critical Issues
 •   Plan Out Best Fit Programs
 •   Allocate Funding ( TM SUPPORTS ).
 •   Monitor Results Periodically.


                              VIC RAMIL H. RAMIL
K E Y E L E M E N TS
 Cost Effective-Efficient Programs
• Mutually Agreed Programs ( Scope & Duration)
• Maximization of Resources deployed for
  Optimum Results.
• Brand Equity Building, Off-take generating or
  Build Trade Confidence.
• Cost-Benefit Analysis.



                              VIC RAMIL H. RAMIL
B   U S IN E S S
           B   U IL D IN G
 SIGNIFICANT COMPONENTS:
• COMPARATIVE SALES ( Trending )
   > Previous Periods,Per SKU/Per Month
• TRADE SUPPORT EXTENDED
• TRADE MKTG PROGRAMS APPLIED
• INCREMENTAL SALES AS DERIVATIVES
• SALES FORECAST ( Per SKU/Per Month )
• PLANNED SUPPORTS/PROGRAMS
• RATIO OF TTS vs. SALES RESULTS.

                         VIC RAMIL H. RAMIL
B u s in e s s P la n
TOTAL CATEGORY ( PESOS)  S a m p le      0

YEAR    2005 ( PROJECTIONS )


TOTAL CATEGORY ( PESOS)

    PROJECTED GROW TH
                               #DIV/0!

     EXPENSES-YR 2005
TRADE PROMO ACTIVITIES
DISCOUNT ( LESS 10,LESS 5 )              0
DEALS
FREE GOODS
TOTAL TRADE SPENDING
DISPLAY RENTAL-SPACE
  MASS DISPLAY
  SHELF RENTAL
  ADDITIONAL DISPLAY




NON-PERFORMING TRADE EXPENSES
   LISTING FEE
   INTRODUCTION DISCOUNT/FEE
   ANNIVERSARY SUPPORT
   SPECIAL EVENTS
IN-STORE PROMOTIONAL ACTIVITIES
   SELL-IN
   SELL-OUT
SPECIFIC TARGET INCENTIVES
OTHERS: SPECIFY
TOTAL SELLING EXPENSES
COST TO SALES RATIO




        EXPENSES-YR 2003
TRADE PROM O ACTIV ITIES
DISCOUNT
DE LS
  A
FRE GOODS
   E
TOTAL TRADE SPENDING
DISPLA Y RENTA L-SP CE
                   A
  M SS DISP
   A       LA Y                              VIC RAMIL H. RAMIL
B u s in e s s P la n
        EXPENSES-YR 2003
                         S a m p le
TRADE PROMO ACTIVITIES
DISCOUNT
DEALS
FREE GOODS
TOTAL TRADE SPENDING
DISPLAY RENTAL-SPACE
 MASS DISPLAY
 SHELF RENTAL
 ADDITIONAL DISPLAY
CHILLER SPACE RENTAL
 NWPI' CHILLER (UNITS) REQT'S
 NWPI'S CHILLER
 IN-HOUSE CHILLER
NON-PERFORMING TRADE EXPENSES
 LISTING FEE
 INTRODUCTION DISCOUNT/FEE
 ANNIVERSARY SUPPORT
 SPECIAL EVENTS
IN-STORE PROMOTIONAL ACTIVITIES
 SELL-IN
 SELL-OUT
SPECIFIC TARGET INCENTIVES
OTHERS: SPECIFY
TOTAL SELLING EXPENSES
COST TO SALES RATIO



                                  VIC RAMIL H. RAMIL
E f f e c t iv e n e s s a s
ACCOUNTS /
TRADE NAME
                 E f f ic ie n c y
                OUTLINES
                NEGOTIATION
                           OF
                                KEY POINTS / HIGHLIGHTS
                                                                    TIMING
                                                                   DURATION
             RANGE
             PRICE POINT
             PROMOTIONS
 RUSTANS       SELL-IN
               SELL-OUT
             IN-STORE SUPPORT
             FACING / SPACE
             MERCHANDISING
             DISPLAY AREAS
                  COMMENTS :


ACCOUNTS /      OUTLINES   OF
TRADE NAME      NEGOTIATION     KEY POINTS / HIGHLIGHTS
             RANGE
             PRICE POINT
             PROMOTIONS
SHOE MART      SELL-IN
               SELL-OUT
             IN-STORE SUPPORT
             FACING / SPACE
             MERCHANDISING
             DISPLAY AREAS
                  COMMENTS :


ACCOUNTS /      OUTLINES   OF
TRADE NAME      NEGOTIATION     KEY POINTS / HIGHLIGHTS
             RANGE
             PRICE POINT
             PROMOTIONS
  MAKRO        SELL-IN
               SELL-OUT
             IN-STORE SUPPORT
             FACING / SPACE
             MERCHANDISING
             DISPLAY AREAS
                  COMMENTS :
                                                    VIC H. RAMIL
Nestlé Waters Philippines, Inc.
TRAINING OBJECTIVES :

 1. To provide our Merchandising Force with the
 specific information on information on basic
 merchandising standards, principles, and philosophies.

 2. To provide our Merchandising Force with ample
 knowledge about the brands, its competitiveness,
 consumer acceptance & needs for trade push and pull
 creation.

 3. To give regular merchandisers a refresher course on
 merchandising.

 4. To know, learn and understand the Role, Task,
 Responsibilities and Accountabilities of a
 merchandiser.
EXPECTATIONS :

1. COC’S ( CHECK OUT COUNTERS DISPLAY, PAPAANO ?
2. PLAN O GRAM
3. MASS DISPLAY - WHY & TYPES.
4. SHARE OF SHELF
5. INCREASE- FACING OR SPACE
6. SUGGESTED ORDERING – OFF TAKE
7. MAXIMUM CAPACITY PER SHELF ?
First Part - Basic Merchandising
              Skills:
        Chapter 1 : Words of the Experience
        Chapter 2 : What is Merchandising?
        Chapter 3 : Display Arrangement & Building

        Chapter 4 : Merchandising Objectives

        Chapter 5 : Merchandising & Display Facts

        Chapter 6 : What is Displaying?

        Chapter 7 : What is a Good Display?

        Chapter 8 : Communications in Selling

        Chapter 9 : Merchandising Call Procedure
        Chapter 10: Reports (Inventory, Offtake,
        Planogram, Competitive)
Second Part - Consortium
    Merchandising
   Chapter 12 : Merchandisers Key Results Area

    Chapter 13 : Merchandisers Responsibility
The Words of the Experience


   “ The secret of my success is that I look at a
   coin. On one side, it reminds me that without
  sales, there is no merchandising. On the other
    side, it reminds me that without a good and
  proper merchandising job, there is no sales or
   poor sales at my next call. So I realized that
  SA L E S and ME RC HA NDISING are two sides
                  of the same coin.”
The Words of the Experience

 A display can give you a bigger sales increase that
any other marketing tool; more than promotion and
more than media.

 Display space and siting is difficult to obtain BUT
easy to loose. So, once you have got it, retain and
improve on it.

 It is easiest thing in this world to get a NO, however,
it makes much more fun to get a YES.
What is Merchandising?

The ART of presenting RFM’s products in a CREATIVE
and INNOVATIVE way to :

    PERSUADE the outlets to purchase.
    ATTRACT consumers to buy.
    Call to Action

    Make products appear as MARKET LEADERS
    To display latest POINT OF SALE material and
      remove outdated, faded or damaged material
    Create NEW DISTRIBUTION POINTS.
What is Merchandising?

  GENERATE and MAINTAIN the largest
      possible shelf space.

 Improve OFFTAKE for all products.

  STIMULATE and MOTIVATE placement of
       orders.

 Ensure display at ABOVE STANDARD for
optimum sales and product appearance
Display Arrangement & Building

Display Types:

    On Shelf Display or Primary Shelf Display
      These are products normally displayed on the
      gondola shelf or shelves of the supermarket.
      Products are normally grouped together
      according to its category.
    Off Shelf Display
      These are products displayed outside of the
      gondola shelves. Some are displayed
      massively, some are displayed using
      promotional racks or tiers and still some on the
      checkout counters.
Display Arrangement & Building
 On Shelf Display or Primary Shelf Display
Display Arrangement & Building
 Types of Off Shelf Displays
1. Mass Display / Island Displays
2. Gondola End Displays
3. Promotional Displays
 4. Check-out Counter Displays
 5. Dump Bin Displays
 6. Perimeter Wall / Front Window Displays
Display Arrangement & Building
Types of Off Shelf Displays
1. Mass Display / Island Displays
2. Gondola End Displays
Display Arrangement & Building
Types of Off Shelf Displays
3. Promotional Displays
Display Arrangement & Building
Types of Off Shelf Displays
4. Dump Bin Displays




5. Perimeter Wall / Front
       Window Displays
Display Arrangement & Building
Types of Off Shelf Displays
6. Check-out Counter Display / Counter Top
Display
Merchandising Objectives

    AVAILABILITY

    ACCESSIBILITY

    VISIBILITY

    FRESHNESS
Merchandising Objectives
  AVAILABILITY
Achieve multiple distribution points in each
outlet
Merchandising Objectives
 ACCESSIBILITY
Enable consumers to see, reach, and touch our
products at the point of sale.
Merchandising Objectives
  VISIBILITY
 Make our product look dominant in each category.
 Achieve display dominance and / or fair share of
space.
Merchandising Objectives
  VISIBILITY
 Multiface “topsellers” whenever possible
 Group products together whenever possible.
Merchandising Objectives
  VISIBILITY
 Use shelf talkers / signs whenever possible
 Arrange products so that our brand name / logo face
consumers.
Merchandising Objectives
 FRESHNESS


 Ensure we have the right products in correct
quantities in the shelf at all times.

  Ensure First In-First Out basis.
Merchandising & Display Facts
 Offtake of consumers products react dramatically
to changes in shelf facings, locations & the use of
shelf signs / talkers.


                                      + 40%



                                       -48%



                                        -58%
What is DISPLAYING?

 Displaying refers to how products are presented
at points of sale.

 The quality of display is a direct result of the
merchandising work and is judged according to
location, type, product availability, accessibility,
visibility, and the use of supporting promotional
materials.

  More displays improve product offtake.
What is a GOOD DISPLAY?
 Eye Catcher
 Make product appear as market leader.
 Increases brand awareness / image create
impact.
 Maximizes Product Impact.
 Merchandisers products at eye level.
 Contains only clean products and properly
priced.
  Merchandise products in “BLOCK” position.
Communications in Selling




           Sight - 85%

     Taste, Touch, Smell - 10%


           Hearing - 5%
MERCHANDISING CALL PROCEDURE
Why do we Merchandise?

 To build brand awareness / loyalty.
 To encourage trial consumption.
 To encourage repeat purchase

 To increase sales / profit of company & trade

 To give consumers value for money

 To make outlets accept new products.

 To ensure product, company and trade success.
MERCHANDISING CALL PROCEDURE



                          1. PRE-CALL /
                           POST CALL
                             ANALSIS                 2. GREET
7. TRADE RELATIONS                                  CUSTOMER




                                          3. CHECK INVENTORY &
6. EXECUTE ACTIVITIES /
                                               MERCHANDISE
      OBJECTIVES


                    5. PLAN          4. RECORDS
                    ACTIVITIES       & REPORTS
MERCHANDISING CALL PROCEDURE
1. PRE-CALL ANALYSIS
 Review Master Call Plan / Call Card
   No. of outlets to be visited for the day.
    Route Plan / schedule
    Call Card (distribution; OOS, facings,
   promotions, competitive activities, others)
 Check the Merchandiser Kit
    Price labelers; label tapes
    Cutter / cutter blades
    Marking Pens; POSMs; POPs; scotch tapes, rugs
MERCHANDISING CALL PROCEDURE
1. PRE-CALL ANALYSIS
2. GREET CUSTOMER

  G - Greet warmly with a smile.

  U - Ultimate motive is to get his/her attention.

  E - Eliminate negative comments like “How’s
         business?”
  S - State your name and the company you are
       representing
  T- Tell customer that you ready to render your
        services
MERCHANDISING CALL PROCEDURE
1. PRE-CALL ANALYSIS
2. GREET CUSTOMER
3. CHECK INVENTORY & MERCHANDISE
  Product availability - determine what products
  available. Is it properly displayed?
  Stocks Inventory - does the outlet have sufficient
  stocks? What variants do I have to replenish?
  Pricing- is the price correct? Is it clear?

   Distribution Points - replenish all shelves and off-
  shelves displays.
  Merchandising Materials - Do I need to replace old
 POSMs? What improvement to do.
MERCHANDISING CALL PROCEDURE
1. PRE-CALL ANALYSIS
2. GREET CUSTOMER
3. CHECK INVENTORY & MERCHANDISE
4. RECORDS & REPORTS
   Update inventory folders & inventory forms

  Record out of stocks & notify salesman afterwards.

   Check competitive activities

   List down current facings.

   List down additional product distribution points.
MERCHANDISING CALL PROCEDURE
1. PRE-CALL ANALYSIS
2.    GREET CUSTOMER
3.   CHECK INVENTORY & MERCHANDISE
4.    RECORDS & REPORTS
5.    PLAN ACTIVITIES
      Time management is the most important tool in this
     step. Make sure that you only plan what you can finish
     within a call.
     Facing Objectives          BO accomplishment
      POSMs installation /      Planogram
     replacement
                                 Clean display
     Offshelf display
MERCHANDISING CALL PROCEDURE
1. PRE-CALL ANALYSIS
2.   GREET CUSTOMER
3.   CHECK INVENTORY & MERCHANDISE
4.   RECORDS & REPORTS
5.   PLAN ACTIVITIES
6.   EXECUTE ACTIVITIES / OBJECTIVES

      Once you have listed your activities for a particular
     call, execute them one by one with tact, care &
     presence of mind.
      You should not sacrifice quality when executing an
     activity or an objective.
MERCHANDISING CALL PROCEDURE
1. PRE-CALL ANALYSIS
2.   GREET CUSTOMER
3.   CHECK INVENTORY & MERCHANDISE
4.   RECORDS & REPORTS
5.   PLAN ACTIVITIES
6.   EXECUTE ACTIVITIES / OBJECTIVES
7. TRADE RELATION & LEAVE CALL
      Be honest when dealing with store personnel.
      Show genuine concern for the outlet’s business by
     working productively and providing important
     feedback in operational issues / problems.
      Be courteous. Avoid unsolicited remarks about
     other products and other people.
MERCHANDISING CALL PROCEDURE
1. PRE-CALL ANALYSIS
2.   GREET CUSTOMER
3.   CHECK INVENTORY & MERCHANDISE
4.   RECORDS & REPORTS
5.   PLAN ACTIVITIES
6.   EXECUTE ACTIVITIES / OBJECTIVES
7. TRADE RELATION & LEAVE CALL

8. POST-CALL ANALYSIS
      As you go to your next call, analyze outcome of
     your previous call and ask yourself… How am I doing?
     Why? What am I going to do about it? How can I
     improve my activities?
Merchandising Key Result Areas (KRAs)
        KRAs              PERFORMANCE             PERFORMANCE
                           OBJECTIVES              STANDARDS
1. Stock   Availability    To ensure 100%         0 Stock out
                            replenishment of
                            all SKUs at all
                            times.
2. Share of Space          To maximize &          Depends on
                            expand product          product standards
                            facings against         (50:50 ratio is
                            competition             ideal) > % MS.
3. Product Visibility      To install point of    100%
                            sale materials          implementation
                            according to plan.
                           To implement set       100%
                            planogram.              implementation
                           To attain display      100%
                            dominance.              implementation
Merchandising Key Result Areas (KRAs)

    KRAs         PERFORMANCE              PERFORMANCE
                  OBJECTIVES               STANDARDS
4. Freshness    No expired products       0 incidence of expiry
                 are on the shelves.        products on display.
                Maintain new and clean    Timeliness of
                 POSMs & POPs all the       POSMs & POPs
                 time.                      installation.
                Minimize bad order        Must be maintained
                 “BO”                       at <1.0% of sales
                                            per outlet.
                Shelves and product       100% of the time
                 cleanliness.               clean product &
                                            display.
5. Pricing      To ensure correct and     100% of the time
                 legible pricing            product pricing is
                                            correct.
Merchandising Key Result Areas (KRAs)

     KRAs        PERFORMANCE          PERFORMANCE
                  OBJECTIVES           STANDARDS
6. Trade         Establish good       0% complaints from
Relations         relationship with     outlets.
                  trade personnel
7. Management    Prepare & submit     100% accurate,
Reports           reports as may be     complete & up-to-
                  required by           date submission of
                  management.           reports.
MERCHANDISERS Major Responsibility

 The merchandiser is responsible for the activities
performed at the point of sale which ensure the
display of our products according to the company’s
rules which stimulate the placement of orders.


 The purposes are to: optimize product freshness
and to support sales through increasing consumer
awareness.
MERCHANDISERS Attitude
      Always keep a positive attitude.
      Be aggressive without being impolite.

      Be loyal and honest to your company and to the
     product you represents.

      Be responsible and accountable in all the things
     you do.
      Always strive to SUCCEED and NEVER GIVE UP!

“The THING that COUNTS is not what we KNOW but
       the ABILITY to use what we KNOW”
                                  KNOW
NESTLÉ WATERS PHILIPPINES, INC.




    THE END


                            VIC RAMIL H. RAMIL
SALES DRIVERS

  “ MIX AND MATCH “
AGGRESSIVE DISTRIBUTION
        MODE
FILIPINAS WATER BOTTLING CO.,INC.
  CHANNEL DRIVEN – TACTICAL MIX & MATCH

   SUPERMARKETS
      R-S-V-P + P ( HORIZONTAL – VERTICAL )
   GROCERY TYPE
      R-S-V + P ( HORIZONTAL – VERTICAL )
   HORECA
      TACTICAL SATURATION DRIVE
      TRADE MARGIN/REVENUE AS SELLING POINT
   HIGH TRAFFIC AREAS
      COMMANDO-TACTICAL : VISIBILITY & PRICING

   DOWNLINE CHANNELS:
      PENETRATION DRIVE : BREAK CASE SELLING
      ALTERNATIVE DIST’N MODE : SUB-D, JOBBING….
   PROFITABILITY APPROACH :
      APPLY “ LITER SELLING “
      OPPORTUNITY SELLING – K-I-L-L
FILIPINAS WATER BOTTLING CO.,INC.

  Objectives

  * PLACEMENT
  * AVAILABILITY
  * VISIBILITY

  Key Strategies
   • Aggressive pipelining
      • Competitive Trade deals : 5
                           + 1 DEAL
      • LISTING FEE / or INTRO DISCOUNT
         Supermarkets / Big Grocery/ Drug Store Chain
FILIPINAS WATER BOTTLING CO.,INC.
  Objectives
  * PLACEMENT
  * AVAILABILITY
  * VISIBILITY

 Key Strategies
  • Aggressive pipelining - Channel Focus :
     • Supermarkets
     •   Grocery Types / Wholesalers
     •   Convenience Stores
     •   Drug Stores
     •   Other Downline Channels- Bakery, SSS,PMS,Canteen
Objectives

* PLACEMENT
* AVAILABILITY
               330 ml
* VISIBILITY
                         600 ml            1.0 Gal
Key Strategies     1.5 Lit                                 1.5 Gal
 • Full RANGE Placement: ( Vertical Distribution )
     • Right SKU to the Right Outlet ( Product Fit Approach)
 • DEPTH Driven Sell In :
     • Stock Weight & Cover – ( Stock Pressuring )
 • SPACE for Impulsive Display:
     • In-Store Presence, Merchandising & POPs/POSM’s.
FULL RANGE & SKU’S :




330 ml
                  1.0 Liter              1.5 Gallons


         600 ml               1 Gallon
OUR FULL PRODUCT RANGE :




    5 GALLONS
Objectives

* PLACEMENT
* AVAILABILITY
* VISIBILITY


Key Strategies
 • VISIBILITY(AGGRESSIVE BTL ACTIVITIES)
    •   STREET SELLING – High Traffic
    •   POP’S & POSM’S – Call To Action
    •   SPECIAL EVENT PARTICIPATION – Interfacing w/ BFG
    •   RESORT PROGRAM – Key Areas
PRICE POSITIONING – 330 ML

120
            116
100                 110                    105 103 109
                                                       100
 80                                94
                            84
             9.00
 60                  8.50                                        7.75
                            6.50
                                   7.25                   8.45
                                            8.15
 40                                                8.00




 20

 0
  Wilkins            Absolute             Nature Spring   Summit
  Hidden Spring      Viva                 NPL             AQUA BLUE
PRICE POSITIONING ( 600 ML)
160                                            500 ML

140         154                500 ML

120
                  121                   116          119
100                                           113
                          97   102                          100
 80
 60
 40
 20
  0
  Wilkins          Absolute          Nature Spring      Summit
  Hidden Spring    Viva              NPL                AQUA BLUE
PRICE POSITIONING ( 1.5 lit )
140                                             1.0 LIT
            136
120
                   116                 113            116
100
                           97   103                           100
 80
 60                                            74

 40
 20
  0
  Wilkins           Absolute          Nature Spring       Summit
  Hidden Spring     Viva              NPL                 AQUA BLUE
RETAIL PERFORMANCE STANDARD :
      Channel Type   330 ml   600 ml   1.5 lit   1.0 gal    1.5 gal   5 gal   TCA   QLP   IDM   Moo

Supermarkets           X        X        X          X         X        X      X     X     X     X

Grocery                X        X        X          X         X        X      X     X     X     X

CVS                    X        X        X                             X      X      X     X    X

SSS                    X        X                                              X     X    X

PMS                    X        X                                              X     X    X

Drug Stores            X        X        X          X         X               X           X

Gas Station            X        X        X                                     X     X    X      X

Canteen                         X                                              X     X    X      X

Sports Club                     X                                      X

Bakery                 X        X        X       optional                      X     X    X      X

Wholesalers            X        X                                      X      X     X     X     X

Bus Terminals          X        X                                              X     X    X      X

Street Vendors         X                                                       X     X

Institutional                   X                                      X       X     X           X


PRODUCT FIT APPROACH –”Right SKU to the Right Outlet”
Negosyo Mula Sa
    330 ml
Aqua Blue……



    600 ml
330 ml
              ADDITIONAL INCOME   :
Aqua Blue……



   600 ml
SATURATION – VISIBILITY DRIVE
     BORACAY ISLAND
 DECEMBER 2004- APRIL 2005
FILIPINAS WATER BOTTLING CO.,INC..
Objectives
• Availability – Visibility Drive
   – High Traffic Areas:
      • Boracay Island



Key Strategies
 • On Site Distribution Operation ( OSDO ).
    • Saturation Drive
    • Merchandising Blitz
FILIPINAS WATER BOTTLING CO,INC..
Objectives
• Availability – Visibility Drive
   – High Traffic Areas:
      • Boracay Island



Key Strategies
 • On Site Distribution Operation ( OSDO ).
    • SATURATION DRIVE :
        – Outlet Penetration/Placement
           » 2 Contractual Salesmen
        – Delivery & Account Servicing
           » Distributor’s Depot in Boracay
FILIPINAS WATER BOTTLING CO,INC.
Objectives
• Availability – Visibility Drive
   – High Traffic Areas:
      • Boracay Island



Key Strategies
 • On Site Distribution Operation ( OSDO ).
    • MERCHANDISING BLITZ :
        – POP’S & POSM’S Installation
           » 2 Contractual Salesmen cum Merchandisers
        – Dealer Aid Support
           » On-Premise & Volume Accounts
FILIPINAS WATER BOTTLING CO,INC.
                                330 ml
           5 + 1 deals          P 157.50 ( 10% )        SRP  P 10.00

           P 6.08/bot                6.56/bot
                                600 ml
           5 + 1 deals          P 157.50 ( 10% )        SRP  P 15.00

           P 7.57/bot                8.33/bot

                         SUB-D’S/
   CDAVS
                         JOBBERS
                                         OUTLETS            BIG - C




 INCOME/REVENUE:          7% - 10%                 52 % ( 330 ml )

                                                   80% ( 600 ml)
FILIPINAS WATER BOTTLING CO,INC.
Distributors/Dealers Support:
• Trading Term :
   – 5 + 2 Deals ( 301 cs +++)
   – 2% on COD or 30 days Term
• Two ( 2 ) Salesmen cum Disers
• S/Men Incentive Scheme
• One unit Pedicab
Trade / Outlet Support :
 • 5+1 Deals ( Pass On )
 • Merchandising :
    • POPM’s : Streamers, Posters, Bannerettes
    • POSM’s :
       On – Premise : Chillers ( 5)/ Ice Coolers, Coaster Pads,
                       Napkin Holder.
       Off – Premise : POPM’s
FILIPINAS WATER BOTTLING CO,INC.

Distributors/Dealers Support:
• Trading Term :
    – 5 + 2 Deals ( 301 cs +++)
    – 2% on COD or 30 days Term
•   5+1 Pass – On Support
•   Merchandising Representative
•   Chillers – 50 cases +++/month
•   Electrical Assistance : P 200.00/mo
    – 20 cs +++/ month
•   Pedi-cab ( when needed)
•   Ice Coolers & Vending Bags
FILIPINAS WATER BOTTLING CO.,INC
  Projected Manpower Costs :
    Basic Pay :
  Salesman 1 : Php 250 X 26 days          = PHP 6,500.00
  Salesman 2 : Php 250 X 26 days          =     6,500.00
    Transportation/Meals:
  Salesman 1 : PHP 35 X 26 days           =       910.00
  Salesman 2 : PHP 35 X 26 days           =       910.00
                   Total ( fixed )        = PHP 14,820.00
    Commission / Incentive :
  Basis : Sales Volume : 2,000 cs
          Outlets Opened/Retained : 400
  Rate/Cs Comm: Php 1.00,                  =   Php 2,000.00
  Outlet Opened/retained : Php 3.00        =   Php 1,200.00
  Grand Total / Mo.                        =   PHP 18,020.00
  Grand Total ( 5 mos):                    =   PHP 90,100.00
  % Cost To Sales : 5%
FILIPINAS WATER BOTTLING CO.,INC


  REGALO KO PARA NIMO :


  P 2.00 / KADA KAHON




                 INCENTIVE
  MAY – JUNE : SALE TO TRADE

  JULY & ONWARDS  MORE SUPRISES

More Related Content

What's hot

B2B Branding
B2B BrandingB2B Branding
B2B Branding
Ashutosh Agrawal
 
Sales management fmcg_presentation
Sales management fmcg_presentationSales management fmcg_presentation
Sales management fmcg_presentation
Shyam_k
 
Saffola
Saffola Saffola
Shoppers Stop Merchandising Assortment
Shoppers Stop   Merchandising AssortmentShoppers Stop   Merchandising Assortment
Shoppers Stop Merchandising Assortment
Kunal Agrawal
 
Retail
RetailRetail
Retail
rajeev roy
 
Store layout
Store layoutStore layout
Store layout
MaeMe Kulyapha
 
Sales, Sales Management, Sales Strategy
Sales, Sales Management, Sales StrategySales, Sales Management, Sales Strategy
Sales, Sales Management, Sales Strategy
Brian Halligan
 
Marketing Strategy Amul Milk
Marketing Strategy Amul MilkMarketing Strategy Amul Milk
Marketing Strategy Amul Milk
SwastiJain22
 
Pulse candy
Pulse candyPulse candy
Pulse candy
alishajain342
 
Selling skills
Selling skillsSelling skills
Selling skills
Ayushi Mittal
 
Retail Analysis: Shoppers Stop
Retail Analysis: Shoppers StopRetail Analysis: Shoppers Stop
Retail Analysis: Shoppers Stop
Deepali Agarwal
 
Product Positioning
Product PositioningProduct Positioning
Product Positioning
Anuradha Sridharan
 
Aaker Brand Equity Model
Aaker Brand Equity Model Aaker Brand Equity Model
Aaker Brand Equity Model
Pawan Negi
 
Category management ppt
Category management pptCategory management ppt
Category management ppt
Divya Singh
 
Pharmaceutical Sales Skills
Pharmaceutical Sales SkillsPharmaceutical Sales Skills
Pharmaceutical Sales Skills
sghosh71190
 
Marketing mix - Lifestyle vs Shoppers stop
Marketing mix - Lifestyle vs Shoppers stopMarketing mix - Lifestyle vs Shoppers stop
Marketing mix - Lifestyle vs Shoppers stop
Aashiya Khan
 
Category Management
Category Management Category Management
Category Management
JOMALYN V. TILETILE
 
Merchandising Training
Merchandising TrainingMerchandising Training
Merchandising Training
dwightrauch
 
Kellogg's Marketing Case Study
Kellogg's Marketing Case StudyKellogg's Marketing Case Study
Retail merchandising
Retail merchandisingRetail merchandising
Retail merchandising
Prithvi Ghag
 

What's hot (20)

B2B Branding
B2B BrandingB2B Branding
B2B Branding
 
Sales management fmcg_presentation
Sales management fmcg_presentationSales management fmcg_presentation
Sales management fmcg_presentation
 
Saffola
Saffola Saffola
Saffola
 
Shoppers Stop Merchandising Assortment
Shoppers Stop   Merchandising AssortmentShoppers Stop   Merchandising Assortment
Shoppers Stop Merchandising Assortment
 
Retail
RetailRetail
Retail
 
Store layout
Store layoutStore layout
Store layout
 
Sales, Sales Management, Sales Strategy
Sales, Sales Management, Sales StrategySales, Sales Management, Sales Strategy
Sales, Sales Management, Sales Strategy
 
Marketing Strategy Amul Milk
Marketing Strategy Amul MilkMarketing Strategy Amul Milk
Marketing Strategy Amul Milk
 
Pulse candy
Pulse candyPulse candy
Pulse candy
 
Selling skills
Selling skillsSelling skills
Selling skills
 
Retail Analysis: Shoppers Stop
Retail Analysis: Shoppers StopRetail Analysis: Shoppers Stop
Retail Analysis: Shoppers Stop
 
Product Positioning
Product PositioningProduct Positioning
Product Positioning
 
Aaker Brand Equity Model
Aaker Brand Equity Model Aaker Brand Equity Model
Aaker Brand Equity Model
 
Category management ppt
Category management pptCategory management ppt
Category management ppt
 
Pharmaceutical Sales Skills
Pharmaceutical Sales SkillsPharmaceutical Sales Skills
Pharmaceutical Sales Skills
 
Marketing mix - Lifestyle vs Shoppers stop
Marketing mix - Lifestyle vs Shoppers stopMarketing mix - Lifestyle vs Shoppers stop
Marketing mix - Lifestyle vs Shoppers stop
 
Category Management
Category Management Category Management
Category Management
 
Merchandising Training
Merchandising TrainingMerchandising Training
Merchandising Training
 
Kellogg's Marketing Case Study
Kellogg's Marketing Case StudyKellogg's Marketing Case Study
Kellogg's Marketing Case Study
 
Retail merchandising
Retail merchandisingRetail merchandising
Retail merchandising
 

Similar to Fmcg training modules-bfg

Operation Management Chapter 2
Operation Management Chapter 2Operation Management Chapter 2
Operation Management Chapter 2
kamelliachaichi
 
Channel Economics Overview: Construction & Agriculture Equipment Dealers
Channel Economics Overview: Construction & Agriculture Equipment DealersChannel Economics Overview: Construction & Agriculture Equipment Dealers
Channel Economics Overview: Construction & Agriculture Equipment Dealers
Channel Economics
 
Sales Performance for Microsoft Dynamics CRM
Sales Performance for Microsoft Dynamics CRMSales Performance for Microsoft Dynamics CRM
Sales Performance for Microsoft Dynamics CRM
Heath Turner
 
The Sales Process
The Sales ProcessThe Sales Process
The Sales Process
Timothy Brown
 
Controlling the sales force
Controlling the sales forceControlling the sales force
Controlling the sales force
Gurjit
 
Helping Your Field Force Achieve the Perfect Store (RAO) Accelerating Retail ...
Helping Your Field Force Achieve the Perfect Store (RAO) Accelerating Retail ...Helping Your Field Force Achieve the Perfect Store (RAO) Accelerating Retail ...
Helping Your Field Force Achieve the Perfect Store (RAO) Accelerating Retail ...
Global Creative Group, Inc
 
How to Build a Large Format CDIT / Specialty Store business
How to Build a Large Format  CDIT /  Specialty Store business How to Build a Large Format  CDIT /  Specialty Store business
How to Build a Large Format CDIT / Specialty Store business
PESHWA ACHARYA
 
Sales management
Sales managementSales management
Sales management
vantageap
 
How do you measure up? A crowd-sourced, cross-pollinated discussion on evalua...
How do you measure up? A crowd-sourced, cross-pollinated discussion on evalua...How do you measure up? A crowd-sourced, cross-pollinated discussion on evalua...
How do you measure up? A crowd-sourced, cross-pollinated discussion on evalua...
ProductCamp Boston
 
041.011 kurt salmon retail white paper
041.011 kurt salmon retail white paper 041.011 kurt salmon retail white paper
041.011 kurt salmon retail white paper
Kurt Salmon
 
Sales management slides for professional
Sales management slides for professionalSales management slides for professional
Sales management slides for professional
MinaFam6
 
Sales Pipeline Acceleration Achieving Enhanced Business Performance
Sales Pipeline Acceleration Achieving Enhanced Business PerformanceSales Pipeline Acceleration Achieving Enhanced Business Performance
Sales Pipeline Acceleration Achieving Enhanced Business Performance
Randy Pilkenton
 
Zed-Sales™ - a flagship product of Zed-Axis Technologies Pvt. Ltd.
Zed-Sales™ - a flagship product of Zed-Axis Technologies Pvt. Ltd.Zed-Sales™ - a flagship product of Zed-Axis Technologies Pvt. Ltd.
Zed-Sales™ - a flagship product of Zed-Axis Technologies Pvt. Ltd.
Rakesh Kumar
 
Distil Info - Platform solutions Retail
Distil Info - Platform solutions RetailDistil Info - Platform solutions Retail
Distil Info - Platform solutions Retail
Distil Information
 
Marketelligent Capabilities & Offerings for Sales Analytics
Marketelligent Capabilities & Offerings for Sales AnalyticsMarketelligent Capabilities & Offerings for Sales Analytics
Marketelligent Capabilities & Offerings for Sales Analytics
Marketelligent
 
Law of sales Growth
Law of sales GrowthLaw of sales Growth
Law of sales Growth
Tan Nguyen
 
Binod_Updated
Binod_UpdatedBinod_Updated
Binod_Updated
binod7751
 
Implementing Marketing Analytics Business Practices
Implementing Marketing Analytics Business PracticesImplementing Marketing Analytics Business Practices
Implementing Marketing Analytics Business Practices
Senturus
 
Sigma B2 B Analytics Intro 4 10
Sigma B2 B Analytics Intro 4 10Sigma B2 B Analytics Intro 4 10
Sigma B2 B Analytics Intro 4 10
cmodze
 
Sdm ch4
Sdm ch4Sdm ch4
Sdm ch4
Sivaraj Kumar
 

Similar to Fmcg training modules-bfg (20)

Operation Management Chapter 2
Operation Management Chapter 2Operation Management Chapter 2
Operation Management Chapter 2
 
Channel Economics Overview: Construction & Agriculture Equipment Dealers
Channel Economics Overview: Construction & Agriculture Equipment DealersChannel Economics Overview: Construction & Agriculture Equipment Dealers
Channel Economics Overview: Construction & Agriculture Equipment Dealers
 
Sales Performance for Microsoft Dynamics CRM
Sales Performance for Microsoft Dynamics CRMSales Performance for Microsoft Dynamics CRM
Sales Performance for Microsoft Dynamics CRM
 
The Sales Process
The Sales ProcessThe Sales Process
The Sales Process
 
Controlling the sales force
Controlling the sales forceControlling the sales force
Controlling the sales force
 
Helping Your Field Force Achieve the Perfect Store (RAO) Accelerating Retail ...
Helping Your Field Force Achieve the Perfect Store (RAO) Accelerating Retail ...Helping Your Field Force Achieve the Perfect Store (RAO) Accelerating Retail ...
Helping Your Field Force Achieve the Perfect Store (RAO) Accelerating Retail ...
 
How to Build a Large Format CDIT / Specialty Store business
How to Build a Large Format  CDIT /  Specialty Store business How to Build a Large Format  CDIT /  Specialty Store business
How to Build a Large Format CDIT / Specialty Store business
 
Sales management
Sales managementSales management
Sales management
 
How do you measure up? A crowd-sourced, cross-pollinated discussion on evalua...
How do you measure up? A crowd-sourced, cross-pollinated discussion on evalua...How do you measure up? A crowd-sourced, cross-pollinated discussion on evalua...
How do you measure up? A crowd-sourced, cross-pollinated discussion on evalua...
 
041.011 kurt salmon retail white paper
041.011 kurt salmon retail white paper 041.011 kurt salmon retail white paper
041.011 kurt salmon retail white paper
 
Sales management slides for professional
Sales management slides for professionalSales management slides for professional
Sales management slides for professional
 
Sales Pipeline Acceleration Achieving Enhanced Business Performance
Sales Pipeline Acceleration Achieving Enhanced Business PerformanceSales Pipeline Acceleration Achieving Enhanced Business Performance
Sales Pipeline Acceleration Achieving Enhanced Business Performance
 
Zed-Sales™ - a flagship product of Zed-Axis Technologies Pvt. Ltd.
Zed-Sales™ - a flagship product of Zed-Axis Technologies Pvt. Ltd.Zed-Sales™ - a flagship product of Zed-Axis Technologies Pvt. Ltd.
Zed-Sales™ - a flagship product of Zed-Axis Technologies Pvt. Ltd.
 
Distil Info - Platform solutions Retail
Distil Info - Platform solutions RetailDistil Info - Platform solutions Retail
Distil Info - Platform solutions Retail
 
Marketelligent Capabilities & Offerings for Sales Analytics
Marketelligent Capabilities & Offerings for Sales AnalyticsMarketelligent Capabilities & Offerings for Sales Analytics
Marketelligent Capabilities & Offerings for Sales Analytics
 
Law of sales Growth
Law of sales GrowthLaw of sales Growth
Law of sales Growth
 
Binod_Updated
Binod_UpdatedBinod_Updated
Binod_Updated
 
Implementing Marketing Analytics Business Practices
Implementing Marketing Analytics Business PracticesImplementing Marketing Analytics Business Practices
Implementing Marketing Analytics Business Practices
 
Sigma B2 B Analytics Intro 4 10
Sigma B2 B Analytics Intro 4 10Sigma B2 B Analytics Intro 4 10
Sigma B2 B Analytics Intro 4 10
 
Sdm ch4
Sdm ch4Sdm ch4
Sdm ch4
 

Recently uploaded

2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf
2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf
2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf
Cambridge Product Management Network
 
Kalyan Chart Satta Matka Dpboss Kalyan Matka Results
Kalyan Chart Satta Matka Dpboss Kalyan Matka ResultsKalyan Chart Satta Matka Dpboss Kalyan Matka Results
Kalyan Chart Satta Matka Dpboss Kalyan Matka Results
Satta Matka Dpboss Kalyan Matka Results
 
Kanban Coaching Exchange with Dave White - Example SDR Report
Kanban Coaching Exchange with Dave White - Example SDR ReportKanban Coaching Exchange with Dave White - Example SDR Report
Kanban Coaching Exchange with Dave White - Example SDR Report
Helen Meek
 
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...
Niswey
 
一比一原版(lbs毕业证书)英国伦敦商学院毕业证如何办理
一比一原版(lbs毕业证书)英国伦敦商学院毕业证如何办理一比一原版(lbs毕业证书)英国伦敦商学院毕业证如何办理
一比一原版(lbs毕业证书)英国伦敦商学院毕业证如何办理
eaqmokn
 
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing
➒➌➎➏➑➐➋➑➐➐  Satta Matka Dpboss Matka Guessing➒➌➎➏➑➐➋➑➐➐  Satta Matka Dpboss Matka Guessing
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing
➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
 
Enhancing Adoption of AI in Agri-food: Introduction
Enhancing Adoption of AI in Agri-food: IntroductionEnhancing Adoption of AI in Agri-food: Introduction
Enhancing Adoption of AI in Agri-food: Introduction
Cor Verdouw
 
Discover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling ServiceDiscover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling Service
obriengroupinc04
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 
MECE (Mutually Exclusive, Collectively Exhaustive) Principle
MECE (Mutually Exclusive, Collectively Exhaustive) PrincipleMECE (Mutually Exclusive, Collectively Exhaustive) Principle
MECE (Mutually Exclusive, Collectively Exhaustive) Principle
Operational Excellence Consulting
 
High-Quality IPTV Monthly Subscription for $15
High-Quality IPTV Monthly Subscription for $15High-Quality IPTV Monthly Subscription for $15
High-Quality IPTV Monthly Subscription for $15
advik4387
 
L'indice de performance des ports à conteneurs de l'année 2023
L'indice de performance des ports à conteneurs de l'année 2023L'indice de performance des ports à conteneurs de l'année 2023
L'indice de performance des ports à conteneurs de l'année 2023
SPATPortToamasina
 
japanese language course in delhi near me
japanese language course in delhi near mejapanese language course in delhi near me
japanese language course in delhi near me
heyfairies7
 
IMG_20240615_091110.pdf dpboss guessing
IMG_20240615_091110.pdf dpboss  guessingIMG_20240615_091110.pdf dpboss  guessing
欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】
欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】
欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】
concepsionchomo153
 
CULR Spring 2024 Journal.pdf testing for duke
CULR Spring 2024 Journal.pdf testing for dukeCULR Spring 2024 Journal.pdf testing for duke
CULR Spring 2024 Journal.pdf testing for duke
ZevinAttisha
 
Stainless Steel Conveyor Manufacturers Chennai
Stainless Steel Conveyor Manufacturers ChennaiStainless Steel Conveyor Manufacturers Chennai
Stainless Steel Conveyor Manufacturers Chennai
ConveyorSystem
 
AI Transformation Playbook: Thinking AI-First for Your Business
AI Transformation Playbook: Thinking AI-First for Your BusinessAI Transformation Playbook: Thinking AI-First for Your Business
AI Transformation Playbook: Thinking AI-First for Your Business
Arijit Dutta
 

Recently uploaded (20)

2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf
2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf
2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf
 
Kalyan Chart Satta Matka Dpboss Kalyan Matka Results
Kalyan Chart Satta Matka Dpboss Kalyan Matka ResultsKalyan Chart Satta Matka Dpboss Kalyan Matka Results
Kalyan Chart Satta Matka Dpboss Kalyan Matka Results
 
Kanban Coaching Exchange with Dave White - Example SDR Report
Kanban Coaching Exchange with Dave White - Example SDR ReportKanban Coaching Exchange with Dave White - Example SDR Report
Kanban Coaching Exchange with Dave White - Example SDR Report
 
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...
 
一比一原版(lbs毕业证书)英国伦敦商学院毕业证如何办理
一比一原版(lbs毕业证书)英国伦敦商学院毕业证如何办理一比一原版(lbs毕业证书)英国伦敦商学院毕业证如何办理
一比一原版(lbs毕业证书)英国伦敦商学院毕业证如何办理
 
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing
➒➌➎➏➑➐➋➑➐➐  Satta Matka Dpboss Matka Guessing➒➌➎➏➑➐➋➑➐➐  Satta Matka Dpboss Matka Guessing
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing
 
Enhancing Adoption of AI in Agri-food: Introduction
Enhancing Adoption of AI in Agri-food: IntroductionEnhancing Adoption of AI in Agri-food: Introduction
Enhancing Adoption of AI in Agri-food: Introduction
 
Discover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling ServiceDiscover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling Service
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 
MECE (Mutually Exclusive, Collectively Exhaustive) Principle
MECE (Mutually Exclusive, Collectively Exhaustive) PrincipleMECE (Mutually Exclusive, Collectively Exhaustive) Principle
MECE (Mutually Exclusive, Collectively Exhaustive) Principle
 
High-Quality IPTV Monthly Subscription for $15
High-Quality IPTV Monthly Subscription for $15High-Quality IPTV Monthly Subscription for $15
High-Quality IPTV Monthly Subscription for $15
 
L'indice de performance des ports à conteneurs de l'année 2023
L'indice de performance des ports à conteneurs de l'année 2023L'indice de performance des ports à conteneurs de l'année 2023
L'indice de performance des ports à conteneurs de l'année 2023
 
japanese language course in delhi near me
japanese language course in delhi near mejapanese language course in delhi near me
japanese language course in delhi near me
 
IMG_20240615_091110.pdf dpboss guessing
IMG_20240615_091110.pdf dpboss  guessingIMG_20240615_091110.pdf dpboss  guessing
IMG_20240615_091110.pdf dpboss guessing
 
欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】
欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】
欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】
 
CULR Spring 2024 Journal.pdf testing for duke
CULR Spring 2024 Journal.pdf testing for dukeCULR Spring 2024 Journal.pdf testing for duke
CULR Spring 2024 Journal.pdf testing for duke
 
Stainless Steel Conveyor Manufacturers Chennai
Stainless Steel Conveyor Manufacturers ChennaiStainless Steel Conveyor Manufacturers Chennai
Stainless Steel Conveyor Manufacturers Chennai
 
AI Transformation Playbook: Thinking AI-First for Your Business
AI Transformation Playbook: Thinking AI-First for Your BusinessAI Transformation Playbook: Thinking AI-First for Your Business
AI Transformation Playbook: Thinking AI-First for Your Business
 

Fmcg training modules-bfg

  • 2. CONSUMER INDUSTRY ( TOTAL CHANNEL APPROACH ) “ IMMEDIATE PLANS FOR LONG TERM RESULTS “ • Develop More Distribution Area & Convert- Business Unit • Assistance Programs- Business Unit Development • Building Competitive Edge – Marketing & Sales • System Application – Sales Management System • Skills Enhancement Program – Merchandising Principles & BCP.
  • 3. GENERAL TRADE ( Distribution Account Group ) “ DISTRIBUTION AREAS TO BUSINESS UNIT“ • 35 BY THE YEAR END. • STRUCTURED “ BOTTOM LINE” MANAGEMENT. (CCS ) • STRENGHTENING MARKET EXPANSION DRIVE – ALIGNMENT OF KEY ACCOUNTS MANAGEMENT – DOWNLINE OPERATION ON MULTI-LINE APPROACH • TAILOR – FIT BUSINESS DEVELOPMENT PROGRAMS
  • 4. GENERAL TRADE (Distribution Account Group ) “ IMMEDIATE PLANS FOR LONG TERM RESULTS “ • Develop More Distribution Area & Convert- Business Unit • ASSISTANCE PROGRAMS- Business Unit Development - Public Market Saturation Drive - Wholesalers Development Program - HRI Development Program - Truck Subsidy Programs - ADM Supports Programs
  • 5. GENERAL TRADE ( Distribution Account Group ) “ IMMEDIATE PLANS FOR LONG TERM RESULTS “ • Develop More Distribution Area & Convert- Business Unit • Assistance Programs- Business Unit Development • Building Competitive Edge – Marketing & Sales – SKU Rationalization – Product Fit Approach – Segmentation & RPS – Customized Trade Marketing Programs – Short Term to Long Duration – Deals or Discount ( Sales Catalysts ) – Reinforced Merchandising : POS/POP Materials, Displays – Localized Programs-Channel Focused
  • 6. GENERAL TRADE ( Distribution Account Group ) “ IMMEDIATE PLANS FOR LONG TERM RESULTS “ • Develop More Distribution Area & Convert- Business Unit • Assistance Programs- Business Unit Development • Building Competitive Edge – Marketing & Sales • System Application – Sales Management System – Call Card – Transaction Based – Computerized/Systematic Routing System – Load Management – Stock-Weight Selling – Market Forces Analysis – Productivity & Efficiency : Chillers, Gondolas, Merchandisers, Calls/Visit/Productivity Analysis, Truck Load Factor
  • 7. GENERAL TRADE ( Distribution Account Group ) “ IMMEDIATE PLANS FOR LONG TERM RESULTS “ • Develop More Distribution Area & Convert- Business Unit • Assistance Programs- Business Unit Development • Building Competitive Edge – Marketing & Sales • System Application – Sales Management System • SKILLS ENHANCEMENT PROGRAMS: ( Room & OJT) – Back To Basic Approach – BCP ( Booking & Ex-Truck ) – Merchandising Principles & BCP – Channel Development Programming
  • 8. GENERAL TRADE BACK TO BASICS APPROACH COMMON TERMINOLOGIES - USED
  • 9. Definition of Common (FMCG) Industry Terminologies NUMERIC DISTRIBUTION RATIO OF NUMBERS OF OUTLETS COVERED/SERVICED vs TOTAL CENSUS. IT IS EXPRESS IN PERCENTAGE ( % ) OR ABSOLUTE VALUE. NUMERIC IN-STOCK RATIO OR MEASUREMENT OF OUTLETS WITH AVAILABLE STOCKS DURING THE TIME OF VISIT/SERVICING vs. TOTAL CENSUS OR ROUTE LISTED ACCOUNTS. REACH MEASURES OR RATIO OF OUTLETS COVERED vs. TOTAL OUTLETS IN UNIVERSE. COVERAGE MEASURES OR RATIO OF OUTLETS COVERED/SERVICED PENETRATED vs. TOTAL CENSUS. BRAND PENETRATION MEASURES OR RATIO OF OUTLETS PLACED WITH BRAND(S) vs. TOTAL ROUTE CENSUS. CALL FREQUENCY SERVICE RATIO OF SALES MEASURE IN TERMS OF NUMBER OF VISIT OR CALLS MADE W/IN THE CYCLE. CALL RATE MEASURES THE LEVEL OF DISCIPLINE & EFFICIENCY IN CONDUCTING THE SALES ROUTE IN ACCORDANCE WITH ROUTE PLAN SCHEDULE. ie. # of Sked Calls actually made in accordance w/ the Route during the period (cycle) versus No. of Sked Calls in the Route for the Period ( Cycle ). HIT RATE MEASURES THE RATIO OF SUCCESSFUL SALES CALLS VERSUS ALL THE CALLS MADE. ie… No. of successful Sales Call during the Period ( Cycle ) versus No. of Sales Calls actually made for the Period.
  • 10. Definition of Common (FMCG) Industry Terminologies SALES FORCE MANAGEMENT SYSTEM MANAGEMENT OF SALES BASED ON SEVERAL KPI'S RATHER THAN SALES TARGET DRIVE AS IN SALES MANAGEMENT SYSTEM STOCK COVER QUANTITY OR LEVEL OF STOCKS IN TERMS OF WEEKS OR MONTHS VIS-A VIS OFF TAKE AND INVENTORY LEVEL STOCK WEIGHT QUANTITY IN ABSOLUTE VALUE , SIMILAR OR RELATIVE TO OFF TAKE. INVENTORY CONTROL OBJECTIVE ( ICO ) ADEQUATE STOCKING SYSTEM, SKEWING BASED ON OFFTAKE PER SKU RELATIVE TO SERVICING MODE JUST IN TIME OR BASED ON SAFETY STOCKS LEVEL AS FOLLOWED BY OUTLETS. ON - SHELF DISPLAY BRAND(S) OR PRODUCTS ON FREE ENTREPRISE DISPLAYED ON REGULAR SHELF IN THE POINT OF OF PURCHASE DISPLAY PROFITABILITY MERCHANDISING DICTATES THE SPACE, SIZE , FACINGS, SHARE OF SHELF, POS - POINT OF SALES ( CHANNELS OR STORES ), POP-POINT OF PURCHASE (SELLING AREA) OFF- SHELF DISPLAY BRANDS OR PRODUCTS ON EXCLUSIVE BASIS DISPLAYED IN ANOTHER STRATEGIC LOCATION USING MODULAR OR GONDOLAS. IT CAN BE AT THE END OF SHELF AS END-GONDOLA OR FRONT OF SHELF AS IN FRONT GONDOLAOR SPECIAL LOCATION AS IN ISLAND OR IN BETWEEN SHELVES OR ALONG AISLE. DISPLAY WITH PAY OR RENTALS
  • 11. Definition of Common (FMCG) Industry Terminologies CROSS MERCHANDISING POSITIONING STRATEGY IN DISPLAYING ANY BRANDS OR PRODUCTS OUTSIDE OF REGULAR SHELF-AREA AS A NICHE OUT OF CATEGORY MANAGEMENT WHERE BRANDS CAN BE POSITIONED TO MATCH OTHER CATEGORY FORWARD STOCKS LEVEL OF DISPLAYS IN THE SELLING AREA(S) PLUS VOLUME DISPLAYED IN OTHER MODE OR AREAS. IN THE STORE LEVEL AS IN CATMAN- FORWARD STOCKS SHALL BE EQUAL TO % SHARE IN MARKET. CUT-CASE DISPLAYS DISPLAYS USUALLY NOT IN THE REGULAR SHELVES AND CONSIDERED AS OFF AND ON HARD FILE IN CASES AIM TO CALL TO ACTION VISIBILITY CAMPAIGN, CREATE IMPULSIVE & MASSIVE APPEARANCE. TEMPORARY BASIS CATEGORY MANAGEMENT A MERCHANDISING CAMPAIGN BASED ON ; PRODUCT/BRAND CATEGORY, BRANDING, MARKET SHARE, OFF-TAKE LOCAL OR IMPORTED OR QUALITY, USAGE, PACKAGING, (DPM) DISPLAY PROFITABILITY MERCH. AND OTHERS SPACE MANAGEMENT STRATEGY TO MEET CONSUMER DEMAND FOR PRODUCTS BY HAVING THE RIGHT RANGE AND STOCKS AVAILABLE FOR PURCHASE. FITTING THE RIGHT RANGE OF PRODUCTS INTO FIXED SPACE- THE STORE, THE CATEGORY.
  • 12. NESTLÉ WATERS PHILIPPINES, INC. BACK TO BASICS
  • 13. Chapter 1: Definition of Selling Chapter 2: Definition of Selling Skills Chapter 3: The Role of a Salesman Chapter 4: Sales Force Management Cycle Chapter 5: Daily Routine Chapter 6: Sales Call Procedure
  • 14. DEFINITION OF SELLING SELLING Refers to persuading people to make a favorable decision relating to a product or a service, that is perceived to be profitable to both parties
  • 15. DEFINITION OF SELLING SKILLS SELLING SKILLS Selling skills refer to the ABILITIES involved in THE PROCESS OF HELPING THE CUSTOMER BUY as effective and successful as possible for both you and the customer.
  • 16. THE ROLE OF THE SALESMAN The Ultimate Role of a Salesman is to INFLUENCE customers’ decision-making, thus delivering the Company’s Business Objectives.
  • 17. SALES FORCE Route Plan MANAGEMENT CYCLE Call Cards Category Driven Channel Sales Call Focused Sales Management Pro-Active Planning Call Performance Sales Performance Sales Order Key Reports Account Offtake Distribution Focus Reporting (Management By Exception) Service Performance Sales Order Processing Call Card Reports Call Cards Data Entry
  • 18. DAILY ROUTINE SALES CALL PROCEDURE
  • 19. DAILY ROUTINE Follow these steps in your daily routine and the activities that take place. START OF THE DAY PREPARATION TRADE COVERAGE CLOSING OF THE DAY ** CYCLE PLANNING ** QUARTERLY PLANNING (** A “MUST” ACTIVITY FOR EACH GROUP END OF THE DAY
  • 20. Follow these steps in your daily routine and the activities that take place. CLOSING OF THE DAY • Complete Reports • Reconcile Coll. / Deposits • Review Performance • Daily Plan for Next Day TRADE COVERAGE CYCLE PLANNING • First Call Coverage QUARTERLY PLAN • Sales Call Management • Store Check PREPARATION • Conduct Competitive Act • Review Work Plans / Load for END OF THE DAY the Day • Check Vehicle START OF THE DAY • Check Sales Tools • Submit /Receive Call Cards Invoice / Collections
  • 21. SALES CALL PROCEDURE 1. PRE-CALL PLANNING It is a MUST that Call Cards should be used at all times so you can check the ff: data P Products you sold during your last call (Invoices, Orders, Delivery) R Recall what transpired during your last conversation and/or transaction O Opportunities to convince the customer to carry additional products B Best time to call the particular customer / outlet so your call will not be wasted I Initiate in making a sales plan to make your presentation more organized N New ideas should be explored to get the customer’s interest and increase business G Gather all selling, merchandising, equipment, resale materials needed for the call
  • 22. SALES CALL PROCEDURE 2. GREET CUSTOMER Consider the following guidelines for this step : G GREET customers warmly and with a A firm handshake indicates your enthusiasm. U ULTIMATE motive is to get their attention and interest on what you’re about to give them. Note, don’t over-react. It should fit your personality. E ELIMINATE negative comments or questions like “How’s Business?”; create a positive atmosphere that’s appealing to them. S STATE your name, the co., and the products if you’re new. If you’re familiar already give them the Respect they deserved. T TELL customer with enthusiasm that you are bringing a very profitable business and great news to them.
  • 23. SALES CALL PROCEDURE 3. STORE CHECK The Store Check is essentially linked to inventory count/check. There will always be opportunities to move products to the display area. S SIZE & SKUs of products carried. Distribution of brands and size must align with the PLAN-O-GRAM P PRICING Structure. Always check if your products are properly priced. SRO must be followed at all times. Also, check if your price is competitive against leading brand. E EXISITING shelf displays. Brands carried must have a fair share of shelf space and displayed as plan-o-grammed. E EXISTING Off-Shelf Displays. Always suggest enough buffer stocks to replenish shelf displays. Compute for display turn-over according to economy of scale. D DISPLAY Opportunities. Always look for new display areas/ space to further improve visibility & increase awareness product off-take.
  • 24. SALES CALL PROCEDURE 4. INVENTORY COUNT/CHECK This is a vital step in every call. This is where you finalize your volume plan while considering the following factors : STOCK MOVEMENT SPECIAL PROMOTIONAL EVENT STOCKS-ON-HAND STOCK EXPIRY DATES / F I F O Your responsibilities vis-à-vis the importance of this step. TO THE OUTLET- provide them with the service that will enable them to save time in writing an order in line with their requirements. To advice them on stock mgt., I.e. FIFO, infestations, flooding, leaks & others to prevent damage / bad stocks. TO THE COMPANY- provide information about outlet’s stock position level and offtake, balance promo packs, stocking level of competitors and their activities in the store.
  • 25. SALES CALL PROCEDURE 5. PLAN ORDER What you need for an effective immediate, one time planning A ll you need is a review of your c us tomer call c ards and all data needed for an effec tive, immediate, one time planning are there. A lways us e the C all C ards on every c all,not at home after work. Fill-up all pertinent data required in acc omplis hing your daily call c ards .
  • 26. SALES CALL PROCEDURE 6. PERSUASIVE SELLING PRESENTATION 5 Steps of Persuasive Selling Presentation: Step 1. Summarize the Situation Understanding the Outlet’s & Company’s Situation Step 2. State the Idea. Give Practical Suggestions. Step 3. Explain How It Works. Make the outlet understand your suggestion. Step 4. Reinforce Key Benefits. Make the outlet realize the features and benefits. Step 5. Close. Make the outlet easy to agree with your plan.
  • 27. 6.1. PERSUASIVE SELLING PRESENTATION What you need for an effective Presentation UNDERSTANDING - the outlet’s & co’s situation & make them understand your suggestion PLANNED ORDER- make the dealer realize the benefits using a home made / company supplied organizer KNOWLEDGE- of the customer’s needs. Should have a S.M.A.R.T. (Specific, Measurable Attainable, Realistic, Time- bounded) suggestions ANSWER- to possible questions for more information & to clarify issues for better understanding & approval. ABILITY TO: A- Arouse their attention I- Get their INTEREST D- Stimulate DESIRE to buy and sell our products A- make them ACT positively on your planned order PERSISTENCY- the more persuasive you are, the more sales and distribution you will make CONFIDENCE/ FLUENCY- the greater amount of confidence and fluency you have, the more convincing your presentation will be.
  • 28. 6.2. PERSUASIVE SELLING PRESENTATION What you need for an effective Presentation EFFECTIVE CLOSING TECHNIQUE- asking for customer’s approval on your planned order. Present your sales plan/order with complete qty., pricing & notations for their confirmation. METHODS OF CLOSING: ALTERNATIVE CLOSE- gives the buyer a choice of 2 positive situation, either one should give you the order ex. “Let’s book 20 cases or better 30 cases so you don’t ran out-of-stocks”. SIMILAR SITUATION CLOSE- refers to previous purchases made by the customer on a particular product or situation ex. “Just like last wk. You ordered 20 cases, this time let’s increase it to 30 cases to avoid OOS.” THIRD PARTY REFERENCE- refers to the other customer’s orders ex. “ All the stores in this area have made an advance booking. Let’s place one now.” OBJECTION CLOSE- after overcoming an objection, close the sale. DROP DEAD CLOSE- bluff them that you placed their orders already and to be shipped on a particular date ex. “ I took the liberty of placing your order due to urgency of the situation.”
  • 29. 6.3. PERSUASIVE SELLING PRESENTATION What you need for an effective Presentation WHEN TO CLOSE: CLOSE AS OFTEN AS POSSIBLE WHENEVER YOU THINK THEY ARE READY TO BUY AFTER STRONG POINTS IN YOUR PRESENTATION AT THE END OF YOUR PRESENTATION HANDLING OBJECTIONS: SALES OBJECTIONS - these are not necessarily stumbling blocks but are signs of interest. The key to handling objections successfully is, KNOWLEDGE - of your products, of your promotional opportunity, of the customer’s profile & personality , of yourself (strengths / weaknesses) *** COMMON ANSWERS TO OBJECTIONS CAN BE DERIVED FROM HIGLIGHTING THE BENEFITS OR THE TESTIMONIALS OR YOUR NEXT COVERAGE
  • 30. SALES CALL PROCEDURE 7. RECORDS & REPORTS Accomplish the following records & reports during the call : SALES ORDER FORM CUSTOMER CALL CARDS DAILY FIELD REPORTS OTHERS AS NEEDED When you summarize your sales transactions, make sure that the leader understands RFM’s terms and let the dealer sign the sales oder / issue a PO to confirm their order.
  • 31. SALES CALL PROCEDURE 8. MERCHANDISING ACTIVITY What is Merchandising? It is the art of presenting RFM Branded Foods products in a creative & innovative way to: > Persuade the Outlets to purchase > Attract the consumers to buy PRIORITIES IN MERCHANDISING RANGE - R SPACE - S VISIBILITY - V PROMOTION - P
  • 32. SALES CALL PROCEDURE 8.1. MERCHANDISING ACTIVITY ACTIVITIES IN MERCHANDISING DISPLAY - Characteristics of a good display - it is in prominent or high traffic location - it is attractive enough to command attention - it includes a price & a reason to buy SHELF SPACE & POSITION - ensure that each of our brands, varieties & sizes carried by the outlet has a reserved space on the shelf in a position where it is visible to consumer, customer and helpers alike. USE OF DISPLAY MATERIALS - 3 TYPES - Promotional Materials - Brand Materials - Standard Materials IMMEDIATE DISPLAY & RESALE WORK ON PROMOTED PACKS - ensure that the price of the product displayed is clearly conveyed to the consumer and the trade
  • 33. SALES CALL PROCEDURE 8.2. MERCHANDISING ACTIVITY GUIDES TO EFFICIENT MERCHANDISING At every visit, check the shelf displays. Always try to sell extra facing / additional SKU Plan merchandising displays carefully Remember the merchandising V I S A V - Visibility I - Impact S - Stability A - Appeal Eye level is BUY Level Make waiting time productive - MERCHANDISE Act as merchandising consultants to our customers Check stock positions so you can plan properly according to stock depth of your display as well as warehouse / stock room buffer stocking.
  • 34. SALES CALL PROCEDURE 9. DELIVERY & PAYMENT It is of utmost importance that you always get the payments before leaving the call. As much as possible, do not accept personal checks unless you are allowed to extend term payments and knew the customer for a long time. REMEMBER! “ A SALE IS NOT A SALE unless COLLECTED”
  • 35. SALES CALL PROCEDURE 10. TRADE RELATIONS How to develop Goodwill in the trade : Be HONEST, not just dealing with the money & goods but also in statements and claims. Be FAIR. Give all customers in similar circumstances, similar considerations and treatments. Show genuine concern for the outlet’s business by regular coverage, responsible advice on pricing, proper handling of stocks and merchandising support in proportion to his volume potential and by not overloading nor underselling. TELL CUSTOMER NEXT COVERAGE. • In this step, tell customer your next coverage before you leave the call. This will enable the dealer to prepare a budget for purchasing of stocks on your next call according to product turn-over.
  • 36. SALES CALL PROCEDURE 11. POST-CALL ANALYSIS As you move on the next call, analyze the outcome of the recently concluded call. Ask yourself the following questions: HOW AM I DOING? WHY? WHAT AM I GOING TO DO ABOUT IT? If you were successful, determine the approach responsible for the success so you can use it in other calls. Conversely, try to discover the reason for failure so you can avoid it in the next call. Take time to determine how best you can overcome your weakness and improve your strong points; apply the lesson learned from each call to succeeding calls. The selling cycle now begins again. Repeat the Sales Call Procedure for your next call. “The THING that COUNTS is not what we KNOW but the ABILITY to use what we KNOW”
  • 37. SALES CALL logical & progressive sequence : These 11 steps must be followed in PROCEDURE POST-CALL GREET ANALYSIS PRE-CALL CUSTOMER PLANNING DELIVERY & STORE CHECK PAYMENT INVENTORY COUNT/CHECK TRADE RELATIONS MERCHANDISING ACTIVITY PERSUASIVE SELLING PRESENTATION PLAN ORDER RECORDS & REPORTS
  • 38. SALES CALL PROCEDURE These steps must be followed in logical and progressive sequence : 1. PRE-CALL PLANNING 2. GREET CUSTOMER 3. STORE CHECK 4. INVENTORY COUNT / CHECK 5. PLAN ORDER 6. PERSUASIVE SELLING PRESENTATION 7. RECORDS & REPORTS 8. MERCHANDISING ACTIVITY 9. DELIVERY & PAYMENT 10. TRADE RELATIONS 11. POST-CALL ANALYSIS
  • 39. NESTLÉ WATERS PHILIPPINES, INC. THE END VIC RAMIL H. RAMIL
  • 40. NESTLÉ WATERS PHILIPPINES, INC. BASIC CALL PROCEDURES FOR BOOKING ACCOUNTS
  • 41. Chapter 1: Definition of Selling Chapter 2: Definition of Selling Skills Chapter 3: The Role of a Salesman Chapter 4: Sales Force Management Cycle Chapter 5: Daily Routine Chapter 6: Sales Call Procedure
  • 42. DEFINITION OF SELLING SELLING Refers to persuading people to make a favorable decision relating to a product or a service, that is perceived to be profitable to both parties
  • 43. DEFINITION OF SELLING SKILLS SELLING SKILLS Selling skills refer to the ABILITIES involved in THE PROCESS OF HELPING THE CUSTOMER BUY as effective and successful as possible for both you and the customer.
  • 44. THE ROLE OF THE SALESMAN The Ultimate Role of a Salesman is to INFLUENCE customers’ decision-making, thus delivering the Company’s Business Objectives.
  • 45. SALES FORCE MANAGEMENT Route Plan Call Cards CYCLE Category Driven Channel Sales Call Focused Sales Management Pro-Active Planning Call Performance Sales Performance Sales Order Key Reports Account Offtake Distribution Focus Reporting (Management By Exception) Service Performance Sales Order Processing Call Card Reports Call Cards Data Entry
  • 46. DAILY ROUTINE SALES CALL PROCEDURE
  • 47. DAILY ROUTINE Follow these steps in your daily routine and the activities that take place. START OF THE DAY PREPARATION TRADE COVERAGE CLOSING OF THE DAY ** CYCLE PLANNING ** QUARTERLY PLANNING (** A “MUST” ACTIVITY FOR EACH GROUP) END OF THE DAY
  • 48. Follow these steps in your daily routine and the activities that take place. DAILY CLOSING OF THE DAY • Complete Reports ROUTINE • Reconcile Coll. / Deposits •Submit /Receive Call Cards Invoice/Collections • Review Performance • Daily Plan for Next Day TRADE COVERAGE CYCLE PLANNING • First Call Coverage • Sales Call Management QUARTERLY PLAN • Store Check PREPARATION • Conduct Competitive END OF THE DAY • Review Work Plans / Load Activity for the day •Review Objectives(Sales, START OF THE DAY Distribution, Merchandising) •Check Vehicle •Check Sales Tools
  • 49. SALES CALL PROCEDURE 1. PRE-CALL PLANNING It is a MUST that Call Cards should be used at all times so you can check the ff: data P Products you sold during your last call (Invoices, Orders, Delivery) R Recall what transpired during your last conversation and/or transaction O Opportunities to convince the customer to carry additional products B Best time to call the particular customer / outlet so your call will not be wasted I Initiate in making a sales plan to make your presentation more organized N New ideas should be explored to get the customer’s interest and increase business G Gather all selling, merchandising, equipment, resale materials needed for the call
  • 50. SALES CALL PROCEDURE 2. GREET CUSTOMER Consider the following guidelines for this step : G GREET customers warmly and with a A firm handshake indicates your enthusiasm. U ULTIMATE motive is to get their attention and interest on what you’re about to give them. Note, don’t over-react. It should fit your personality. E ELIMINATE negative comments or questions like “How’s Business?”; create a positive atmosphere that’s appealing to them. S STATE your name, the co., and the products if you’re new. If you’re familiar already give them the Respect they deserved. T TELL customer with enthusiasm that you are bringing a very profitable business and great news to them.
  • 51. SALES CALL PROCEDURE 3. STORE CHECK The Store Check is essentially linked to inventory count/check. There will always be opportunities to move products to the display area. S SIZE & SKUs of products carried. Distribution of brands and size must align with the PLAN-O-GRAM P PRICING Structure. Always check if your products are properly priced. SRP must be followed at all times. Also, check if your price is competitive against leading brand. E EXISITING shelf displays. Brands carried must have a fair share of shelf space and displayed as plan-o-grammed. E EXISTING Off-Shelf Displays. Always suggest enough buffer stocks to replenish shelf displays. Compute for display turn-over according to economy of scale. D DISPLAY Opportunities. Always look for new display areas/ space to further improve visibility & increase awareness product off-take.
  • 52. SALES CALL PROCEDURE 4. WAREHOUSE CHECK This is a vital step in every call. This is where you finalize your volume plan while considering the following factors : STOCK MOVEMENT SPECIAL PROMOTIONAL EVENT STOCKS-ON-HAND STOCK EXPIRY DATES / F I F O Your responsibilities vis-à-vis the importance of this step. TO THE OUTLET- provide them with the service that will enable them to save time in writing an order in line with their requirements. To advice them on stock mgt., i.e. FIFO, infestations, flooding, leaks & others to prevent damage / bad stocks. TO THE COMPANY- provide information about outlet’s stock position level and offtake, balance promo packs, stocking level of competitors and their activities in the store.
  • 53. SALES CALL PROCEDURE 5. PLAN ORDER What you need for an effective immediate, one time planning A ll you need is a review of your c us tomer call c ards and all data needed for an effec tive, immediate, one time planning are there. A lways us e the C all C ards on every c all,not at home after work. Fill-up all pertinent data required in acc omplis hing your daily call c ards . Us e S .O. Form with S ugges ted Order per S KU bas ed on the s tore’s requirement.
  • 54. SALES CALL PROCEDURE 6. COLLECTION It is utmos t importanc e that you always follow- up collec tion s tatus of your res pec tive outlets . A lways c heck s tatus and make regular follow- ups to fac ilitate immediate proc es s ing of invoices . If problem/s exis ts , work your way/initiate proper reconc iliation to avoid cas es of “ HOLD ORDE RS ” . Remember: “ A S A LE IS NOT A S A LE UNLE S S C OLLE C TE D”
  • 55. SALES CALL PROCEDURE 7. PERSUASIVE SELLING PRESENTATION Review Call Objectives (Sales, Promotions,Merchandising,Pricing) Talk to the decision maker Present the following using the Persuasive Selling Format • Promotions, New Products, Sales Orders Merchandising, Price Change and other pertinent business • Tell customer what he needs • Highlight on the benefits • Close the sale whenever possible
  • 56. SALES CALL PROCEDURE 7. PERSUASIVE SELLING PRESENTATION 5 Steps of Persuasive Selling Presentation: Step 1. Summarize the Situation Understanding the Outlet’s & Company’s Situation Step 2. State the Idea. Give Practical Suggestions. Step 3. Explain How It Works. Make the outlet understand your suggestion. Step 4. Reinforce Key Benefits. Make the outlet realize the features and benefits. Step 5. Close. Make the outlet easy to agree with your plan.
  • 57. Persuasive Sales Presentation S ale s Id e a: You r wife wants to vis it h e r p are nts tonigh t. A m ovie you wante d to s e e is on its las t d ay in th e th e atre . H ow d o you p e rs u ad e h e r to watch th e m ovie Step 1: “I understand you want to see your parents tonight. But the movie we’ve been planning to see is on its last night in the theatre.” Step 2: “Why don’t we invite your parents to watch the movie with us”. Step 3: “You can tell them not to cook dinner for us. We’ll pick them up at 5:30 p.m., watch the movie, then have dinner at 8:00 p.m. at the nearby restaurant.” Sales 4:” This way we get to see your parents and we also get to watch the movie! As for your parents they will surely be delighted” Step 5: “Why don’t you call them up to inform them, here’s the phone.”
  • 58. Persuasive Sales Presentation S ale s Id e a: S e ll in a ne w p rod u ct to a ne w cu s tom e r Step 1: “Due to the consumer demand for such a product, our company has researched and developed this new product.” Step 2: “This product will give you more business” Step 3: “For your initial purchase you will be given an off- invoice 10% price discount. The display material will be delivered to your store at the same time with the stocks...” Sales 4:” Your customer will be excited with this introductory promotion….…Product advertisement will boost demand…..” Step 5: “You can place your order now!”
  • 59. SALES CALL PROCEDURE 7. PERSUASIVE SELLING PRESENTATION What you need for an effective Presentation UNDERSTANDING - the outlet’s & co’s situation & make them understand your suggestion PLANNED ORDER- make the dealer realize the benefits using a home made / company supplied organizer KNOWLEDGE- of the customer’s needs. Should have a S.M.A.R.T. (Specific, Measurable Attainable, Realistic, Time- bounded) suggestions ANSWER- to possible questions for more information & to clarify issues for better understanding & approval. ABILITY TO: A- Arouse their attention I- Get their INTEREST D- Stimulate DESIRE to buy and sell our products A- make them ACT positively on your planned order PERSISTENCY- the more persuasive you are, the more sales and distribution you will make CONFIDENCE/ FLUENCY- the greater amount of confidence and fluency you have, the more convincing your presentation will be.
  • 60. SALES CALL PROCEDURE 7.PERSUASIVE SELLING PRESENTATION What you need for an effective Presentation EFFECTIVE CLOSING TECHNIQUE- asking for customer’s approval on your planned order. Present your sales plan/order with complete qty., pricing & notations for their confirmation. METHODS OF CLOSING: ALTERNATIVE CLOSE- gives the buyer a choice of 2 positive situation, either one should give you the order ex. “Let’s book 20 cases or better 30 cases so you don’t ran out-of-stocks”. SIMILAR SITUATION CLOSE- refers to previous purchases made by the customer on a particular product or situation ex. “Just like last wk. You ordered 20 cases, this time let’s increase it to 30 cases to avoid OOS.” THIRD PARTY REFERENCE- refers to the other customer’s orders ex. “ All the stores in this area have made an advance booking. Let’s place one now.” OBJECTION CLOSE- after overcoming an objection, close the sale. DROP DEAD CLOSE- bluff them that you placed their orders already and to be shipped on a particular date ex. “ I took the liberty of placing your order due to urgency of the situation.”
  • 61. SALES CALL PROCEDURE 7. PERSUASIVE SELLING PRESENTATION What you need for an effective Presentation WHEN TO CLOSE: CLOSE AS OFTEN AS POSSIBLE WHENEVER YOU THINK THEY ARE READY TO BUY AFTER STRONG POINTS IN YOUR PRESENTATION AT THE END OF YOUR PRESENTATION HANDLING OBJECTIONS: SALES OBJECTIONS - these are not necessarily stumbling blocks but are signs of interest. The key to handling objections successfully is, KNOWLEDGE - of your products, of your promotional opportunity, of the customer’s profile & personality , of yourself (strengths / weaknesses) *** COMMON ANSWERS TO OBJECTIONS CAN BE DERIVED FROM HIGLIGHTING THE BENEFITS OR THE TESTIMONIALS OR YOUR NEXT COVERAGE
  • 62. SALES CALL PROCEDURE 8. RECORDS & REPORTS Accomplish the following records & reports during the call : SALES ORDER FORM CUSTOMER CALL CARDS DAILY FIELD REPORTS OTHERS AS NEEDED When you summarize your sales transactions, make sure that the leader understands Distributor’s terms and let the dealer sign the sales order / issue a PO to confirm their order.
  • 63. SALES CALL PROCEDURE 9. MERCHANDISING ACTIVITY What is Merchandising? It is the art of presenting RFM Branded Foods products in a creative & innovative way to: Persuade the Outlets to purchase Attract the consumers to buy PRIORITIES IN MERCHANDISING RANGE - R SPACE - S VISIBILITY - V PROMOTION - P
  • 64. SALES CALL PROCEDURE 9. MERCHANDISING ACTIVITY ACTIVITIES IN MERCHANDISING DISPLAY - Characteristics of a good display - it is in prominent or high traffic location - it is attractive enough to command attention - it includes a price & a reason to buy SHELF SPACE & POSITION - ensure that each of our brands, varieties & sizes carried by the outlet has a reserved space on the shelf in a position where it is visible to consumer, customer and helpers alike. USE OF DISPLAY MATERIALS - 3 TYPES - Promotional Materials - Brand Materials - Standard Materials IMMEDIATE DISPLAY & RESALE WORK ON PROMOTED PACKS - ensure that the price of the product displayed is clearly conveyed to the consumer and the trade
  • 65. SALES CALL PROCEDURE 9. MERCHANDISING ACTIVITY GUIDES TO EFFICIENT MERCHANDISING At every visit, check the shelf displays. Always try to sell extra facing / additional SKU Plan merchandising displays carefully Remember the merchandising V I S A V - Visibility I - Impact S - Stability A - Appeal Eye level is BUY Level Make waiting time productive - MERCHANDISE Act as merchandising consultants to our customers Check stock positions so you can plan properly according to stock depth of your display as well as warehouse / stock room buffer stocking.
  • 66. SALES CALL PROCEDURE 10. TRADE RELATIONS How to develop Goodwill in the trade : Be HONEST, not just dealing with the money & goods but also in statements and claims. Be FAIR. Give all customers in similar circumstances, similar considerations and treatments. Show genuine concern for the outlet’s business by regular coverage, responsible advice on pricing, proper handling of stocks and merchandising support in proportion to his volume potential and by not overloading nor underselling. TELL CUSTOMER NEXT COVERAGE. • In this step, tell customer your next coverage before you leave the call. This will enable the dealer to prepare a budget for purchasing of stocks on your next call according to product turn-over.
  • 67. SALES CALL PROCEDURE 11. POST-CALL ANALYSIS As you move on the next call, analyze the outcome of the recently concluded call. Ask yourself the following questions: HOW AM I DOING? WHY? WHAT AM I GOING TO DO ABOUT IT? If you were successful, determine the approach responsible for the success so you can use it in other calls. Conversely, try to discover the reason for failure so you can avoid it in the next call. Take time to determine how best you can overcome your weakness and improve your strong points; apply the lesson learned from each call to succeeding calls. The selling cycle now begins again. Repeat the Sales Call Procedure for your next call. “The THING that COUNTS is not what we KNOW but the ABILITY to use what we KNOW”
  • 68. SALES CALL logical & progressive sequence : These 11 steps must be followed in PROCEDURE POST-CALL GREET ANALYSIS CUSTOMER PRE-CALL PLANNING STORE CHECK TRADE RELATIONS WAREHOUSE CHECK MERCHANDISING ACTIVITY RECORDS & REPORTS PRESENTATION COLLECTION PLAN ORDER
  • 69. SALES CALL PROCEDURE These steps must be followed in logical and progressive sequence : 1. PRE-CALL PLANNING 2. GREET CUSTOMER 3. STORE CHECK 4. WAREHOUSE CHECK 5. PLAN ORDER 6. COLLECTION 7. PRESENTATION 8. RECORDS & REPORTS 9. MERCHANDISING ACTIVITY 10. TRADE RELATIONS 11. POST-CALL ANALYSIS
  • 70. NESTLÉ WATERS PHILIPPINES, INC. THE END VIC RAMIL H. RAMIL
  • 71. GENERAL MODEL MODEL-CHANNEL DEVELOPMENT % Class % Vol CHARACTERISTICS-UNIQUENESSMODE OF POSITIOING Target Segment: Segments Contibution MARKET IMPORTANCE PLACEMENT Strategically Located Matching & Flanking High End Free Enterprise Channels Display-Off &On Shelves ABC-LowerC 2% 37% Product Exposure-CatMan ICO Driven-DSA S/mkets Impulsive Market-Battle Field Full Range-Massive Upscale 1% 5% Specialty Outlets. Synergy Approach Captive Market HB/PC/DS Captive Market Full Range-Massive Retail to Wholesale Matching-Product Fit Low End CDE 10% 28% Huge in population Pricing Srat/VFM Grocery Market for CDE Promotional Placement CDE Dynamic Market-Clustering Placement-Image Bldg. Mixed/Dev'tal CVS 85% 26% High Potential vs Census Right SKU to Right Outlet PMS/WS Revenue Driven Pricing Consideration On Premise INSTL 2% 4% Initial Trials & Awareness - UAI Single to Group Usage Hierarchy of Importance
  • 72. PRODUCT POSITIONING Strategy Concept and Principles: • This aims to give consumer wide range of selection from all available products or brands; giving consumers same products or brands w/ varying size, price & variants (PLS) • This is normally done by arranging or showcasing our brands to occupy a clear, distinctive, competitive and desirable place in the point of sale vs. Competition • Serving all lifestyles and walks of life. • Our Job is to develop a distinct competitive edge and create awareness in the mind of consumers. Internally, it also gives us opportunity to protect our turf & fast moving as catalyst for slow moving. • Creating a barrier for a new entrants in the market.
  • 73. PRODUCT POSITIONING Target Segment: Channel Home Care Confectionery Alcoholic Beverages Snack Choco Milk Type H&B Beverages NAB Foods Drinks IFFO High End S/Market Push & Pull Push & Pull Cross merchCross Merch ABC-LowerC Class A Full Range Full Range Full Range Full Range Full Range Full Range Full Range S/mkets Class B Full Range Full Range Full Range Full Range Full Range Full Range Full Range AB-Upper C HB/PC Full Range Optional Optional Product Fit Product Fit Optional Captive Market HB/PC/DS DS/Dept Str Full Range Optional OSPS Optional Optional Optional Grocery Selective/FM Full Range Selective/FM Full Range Full Range Full Range Full Range Low End CDE Mini Mart Selective/FM Full Range Selective/FM Sales Mix- Full Range Product Fit Full Range Grocery Product Fit CDE Conv'nce Str Selective/FM Full Range Full Range Sales Mix- Full Range Full Range Full Range Mixed/Dev'tal CVS/PM Public Mkts Selective/FM Full Range-Sel. FM Size/Packs Popular Size Full Range Product Fit Full Range WS/Inst'l Wsaler Selective/FM Selective/FM FM Size/Packs Full Range FM Size/Packs Fit Product Fit Product On Premise HORECA Optional FM Size/Packs Full Range Product Fit FM Size/Packs Fit Product Fit Product Hierarchy of Importance
  • 74. PROMOTION STRATEGY Strategy Concept: • Aim to drive Brand Equity Building-Create Brand Awareness, top of mind consistent to selling activities & programs. Develop brand switching. • Supports like category cluster or promotional with premiums as in pack banding, bundling, free goods, promo contest will increase mileage and in line with value for money. • Price-off is situational as it may not result to brand switching but more on forward buying from current users. In store programs, I.e. merchandising contest, off-shelf appearance, store in house sell-out programs are temporary need continuity. • Strategy must develop and result to brand pull, product preference and differentiation.
  • 75. PROMOTION STRATEGY Target Segment: Channel Home Care Confectionery Alcoholic Beverages Snack Choco Milk Type H&B Beverages NAB Foods Drinks IFFO High End S/Market Tactical Sell-In to Sell-Out Tactical Tactical Tactical Tactical Tactical ABC-LowerC Class A Promo Girls Price Off Price Off Display Contest Price off Sell-In to Sell-Out Merch Contest S/mkets Class B Promo Girls Bundling Promo Contest Lote Packing Bundling Bundling AB-Upper C HB/PC Pack Banding Bundling Tactical Tactical Tactical Tactical Captive Market HB/PC/DS DS/Dept Str Promo Contest Trade Disct Trade Disct Grocery Lote Packing Sell-In to Sell-Out Sell-In to Sell-Out Sell-In to Sell-Out Lote Packing Price Off Price Off Low End CDE Mini Mart Lote Packing Sell-In to Sell-Out Price Off Price Off In-Pack Band Bundling Bundling Grocery Price Off Volume Incentive Promo Contest Bundling CDE Conv'nce Str Bundling Bundling Bundling Lote Packing Bundling Bundling Bundling Mixed/Dev'tal CVS/PM Public Mkts Lote Packing Volume Incentive Bundling Lote Packing Price Off Bundling Price Off WS/Inst'l Wsaler Vol Incentive Volume Incentive Bundling Volume Incentive Lote Packing Bundling Volume Incentive On Premise Horeca Price Off Price Off Price Off Price Off Price off Price Off Price Off Hierarchy of Importance
  • 76. BEST FIT PROGRAMS Channel Targeted Scope Durn. Objectives Best Fit Program Key Performance Index Type Segments Expected Results A. Suprmrkets Create Mass Appeal Price -Off Upper Trade ABC Top Accts USL Increase off-take. Sell-out > bundling Sales Volume before vs post prog 1-mo Move out Inventory In-Case/Pack banding % Growth vs prior period. Top Accts Incease stock depth/weight Volume discount Stock cover is 2X call freq. Trade Dealer Incentive Shelf space inc by 20%. Product Positioning- Tactical - Programs % Brand Penetration. New & Existing Brands -Sampling, Push Girls Brand availability 1-Cyc Complete & Full Range Trade Dealer Incentive Sku listing indeces. to Placement Trade Discount Ratio of total sku vs sku listed. 1QTR Special Credit Term Salesforce Incentive Brand Equity Bldg / Brand Image Merchandising Contest Massive on-shelf displays. Develop top of mind awareness Disers Incentives Creation of additonal displays Brand Pull Consumer Rebates Cross Merchandising. Brand Switching Banding/Price Off/Rebates Off Take increase Create Mass Appeal Sampling &Push Girls Induce trials Promo Contest-Raffle Lower Trade CDE Selective Long Outlet's Development-Support Wholesale Program Increase in wholesale volume Durn in Wholesale. Peddlers Incentive sales by 50% Bridging the Gaps-Dist'n & Pene Lote Packing Wider reach & penetration Selective Increase off-take. Sell-out > bundling Sales Volume before vs post Move out Inventory In-Case/Pack banding program % Growth vs prior pd. Create Mass Appeal/TMAware Price -Off/consumer rebate Sales Volume before vs post Move-out of Inventory Sell-out > bundling program % Growth vs prior pd. Brand Equity Bldg / Brand Image Merchandising Contest Massive on-shelf displays. Develop top of mind awareness Disers Incentives Creation of additonal displays Brand Pull Consumer Rebates Cross Merchandising. Cross Merchandising.
  • 77. BEST FIT PROGRAMS Channel Targeted Scope Durn. Objectives Best Fit Program Key Performance Index Type Segments Expected Results B. Specialty Stores ABCDE All 1-QTR Brand Penetration Tactical Display Rental % Brand Penetration vs prior pd. Health & Beauty Teens/ Brand Positioning Modular Display Forward Stock higher than % MS. Personal Care Yuppies Outlet's Push Drive TDI or Discount Volume Growth All SKU Listing for New Categories Intro Discount Listed Brand/categories/sku's Captive Market SKU Listing for Existing Sampling /In-store Create Traffic-Awareness Tactical Programs Salesforce Incentive All Short Brand Equity Bldg Store's Staff Support Top of awareness Term Brand Pull Consumer Rebates Consumers' Response/Fdbcks All 1-Mo Brand Switching Banding/Price Off/Rebates Off Take increase Sampling &Push Girls Sales Improvement by __% Flyers Prog/ POSM's Induce trials Promo Contest-Raffle
  • 78. BEST FIT PROGRAMS Channel Targeted Scope Durn. Objectives Best Fit Program Key Performance Index Type Segments Expected Results C.PopuLar Channel Selective 1-QTR Brand Penetration Salesforce Incentive % Variance in Brand pene vs prior Grocery Type CDE Right SKU to Right Outlets Value for Money period. Low-End Segment Curious Popular Channel Buyers Increase Stock depth Volume Incentive 80:20 ratio for Fast to slow moving Trials Lote Packing D. Developmental Transient Increase Distribution Depth / Trade Dealer Incentive % Variance in selling outlets vs. Trade Channel Yuppies Reach Alternative Dist'n Mode non-selling vs prior period. Convenience Stores Switchers Selective Long Influence outlet's to push Wholesale/Peddlers Inctive % Growth in sales vs prior period. Public Market Stalls Durn Lote Packing Wholesalers Massive Display/Impulsive Tactical disers deployment Display-Power Block appearance. On Premise Accts : High End Tourists All to Cyc Create Demand Price Off % Improvement vs SKU placement AB Selective Brand Switching Promo Contest % Off Take Improvement upper C Top Mind Awareness Special Events Support % Sales Growth Off Take incentive Programs Low End 80-20 15 dys Create Demand Promo Contest % Improvement vs SKU placement CD Pareto 30 dys Brand Switching Dealer Aid % Off Take Improvement Top Mind Awareness Incentive Scheme % Sales Growth Motorists Off Take Price Off Call To Action Visibility Campaign
  • 79. CUSTOMER CONTRIBUTION STATEMENT SAMPLE FORMAT
  • 80. CUSTOMER / CHANNEL / SALES AREA CONTRIBUTION STATEMENT CUSTOMER: MAGIC STORES CATEGORY: BEVERAGES CURRENT YEAR PLAN % % Amount NPS Amount NPS (Mio (Mio Euro) Euro) GROSS PROCEEDS OF SALES 111 120 Less: General Price Reductions 11 12 100.0 100.0 NET PROCEEDS OF SALES 100 % 108 % Less: Performance Trade Expenses Space 0.5 0.5% (of which) Listing Fees 0.1 0.1% Trade Promotional Activities 3 3.0% Specific Target Incentives Total Performance Trade Expenses 3.6 3.6% Non Performance Trade Expenses Ad-Hoc Expenses 1 1.0% On-going Expenses 2 2.0%
  • 81. C USTOME R F OC US C ONC E PT GE NE RA L TRA DE “ MOHIC A N “
  • 82. RFM BRANDED FOOD GROUP C US TOME R F OC US MOD U LE VIC RAMIL H. RAMIL
  • 83. A dapt ing Cust omer Focus O b j ctive s : e To acknowle d ge th e im p ortance of you r work to a s p e cific cu s tom e rs / s tom ize d . cu r To introd u ce focu s on th e cu s tom e r as th e d riving p rincip le of cu s tom e r s e rvice . t To s h are with you wh at cu s tom e rs re gard as im p ortant, accou nt or ou tle t s p e cific. n To introd u ce th e cu s tom e r inte raction cycle and give you p ractice in u s ing its s u p p orting s kills . VIC RAMIL H. RAMIL
  • 84. C reating C us tomer Focus cont’d. To h e lp you u nd e rs tand and e m p ath ize with cu s tom e rs . r To e m p h as ize th e im p ortance of te am work. To s tre s s th e im p ortance of re cove ring from m is take s . p To b u ild you r confid e nce in h and ling cu s tom e rs . VIC RAMIL H. RAMIL
  • 85. WHAT IS CUSTOMER FOCUS? Total Organization engaged in delivering to customers the highest quality products and service. g Value is measured extent to whichTerms meet the organization); the in Customers’ you (not the organization); the extent to which you meet the needs and expectations of Customers. VIC RAMIL H. RAMIL
  • 86. WHY IS CUSTOMER FOCUS IMPORTANT? F To maintain and build a competitive edge & advantage. . Do better in market place. k Growth in profit margins. To be leaders in the field or trade. VIC RAMIL H. RAMIL
  • 87. What do C ustomers C are A bout? R eliability: ability to perform the promised service dependably and accurately. Assurance: knowledge and courtesy of employees and their ability to convey trust and confidence. T angibles: physical facilities, equipment, appearance of personnel, reports, invoices, and so on. E mpathy: caring, individualized attention. R esponsiveness: willingness to help customers and provide prompt service. VIC RAMIL H. RAMIL
  • 88. THE C USTOME R INTE RA C TION C YC L E Receiving • Be Ready • Welcome Keeping Understanding • Check for Satisfaction • Listen • Thank • Ask • Bridge • Restate • Follow up Helping • Offer information and Options • Set expectations • Set Agreement VIC RAMIL H. RAMIL
  • 89. C USTOME R FOC US FOR C USTOME R SA TISFA C TION BUSINESS BUILDING BUILDING COST EFFECTIVE BUSINESS PROGRAM ALLIANCE TAILOR-FIT ACTIVITIES-PRACTICES CUSTOMIZED VIC RAMIL H. RAMIL
  • 90. K E Y E L E M E N TS Business Building • Synergy of Activities • Adapt Best Practices • Support & Reinforce Plans / Programs, • Introduce New Ideas, Ways & Means. • Develop & Manage New Ways • Develop Competitiveness • Accounts, Outlets, Channel Specific. VIC RAMIL H. RAMIL
  • 91. K E Y E L E M E N TS Building Business Alliance • Support move to cut down Cost of Non-Conformances. (CONCS) • Win-Win Programs Application • Alignment of Plans & Programs between Business Partnership • Open Communication & Coordination VIC RAMIL H. RAMIL
  • 92. K E Y E L E M E N TS Tailor-Fit Activities / Dove Tail • Performance Review / Analysis ( N. A.) • Specify Facts & Apply Cause & Effect • Resolve Critical Issues • Plan Out Best Fit Programs • Allocate Funding ( TM SUPPORTS ). • Monitor Results Periodically. VIC RAMIL H. RAMIL
  • 93. K E Y E L E M E N TS Cost Effective-Efficient Programs • Mutually Agreed Programs ( Scope & Duration) • Maximization of Resources deployed for Optimum Results. • Brand Equity Building, Off-take generating or Build Trade Confidence. • Cost-Benefit Analysis. VIC RAMIL H. RAMIL
  • 94. B U S IN E S S B U IL D IN G SIGNIFICANT COMPONENTS: • COMPARATIVE SALES ( Trending ) > Previous Periods,Per SKU/Per Month • TRADE SUPPORT EXTENDED • TRADE MKTG PROGRAMS APPLIED • INCREMENTAL SALES AS DERIVATIVES • SALES FORECAST ( Per SKU/Per Month ) • PLANNED SUPPORTS/PROGRAMS • RATIO OF TTS vs. SALES RESULTS. VIC RAMIL H. RAMIL
  • 95. B u s in e s s P la n TOTAL CATEGORY ( PESOS) S a m p le 0 YEAR 2005 ( PROJECTIONS ) TOTAL CATEGORY ( PESOS) PROJECTED GROW TH #DIV/0! EXPENSES-YR 2005 TRADE PROMO ACTIVITIES DISCOUNT ( LESS 10,LESS 5 ) 0 DEALS FREE GOODS TOTAL TRADE SPENDING DISPLAY RENTAL-SPACE MASS DISPLAY SHELF RENTAL ADDITIONAL DISPLAY NON-PERFORMING TRADE EXPENSES LISTING FEE INTRODUCTION DISCOUNT/FEE ANNIVERSARY SUPPORT SPECIAL EVENTS IN-STORE PROMOTIONAL ACTIVITIES SELL-IN SELL-OUT SPECIFIC TARGET INCENTIVES OTHERS: SPECIFY TOTAL SELLING EXPENSES COST TO SALES RATIO EXPENSES-YR 2003 TRADE PROM O ACTIV ITIES DISCOUNT DE LS A FRE GOODS E TOTAL TRADE SPENDING DISPLA Y RENTA L-SP CE A M SS DISP A LA Y VIC RAMIL H. RAMIL
  • 96. B u s in e s s P la n EXPENSES-YR 2003 S a m p le TRADE PROMO ACTIVITIES DISCOUNT DEALS FREE GOODS TOTAL TRADE SPENDING DISPLAY RENTAL-SPACE MASS DISPLAY SHELF RENTAL ADDITIONAL DISPLAY CHILLER SPACE RENTAL NWPI' CHILLER (UNITS) REQT'S NWPI'S CHILLER IN-HOUSE CHILLER NON-PERFORMING TRADE EXPENSES LISTING FEE INTRODUCTION DISCOUNT/FEE ANNIVERSARY SUPPORT SPECIAL EVENTS IN-STORE PROMOTIONAL ACTIVITIES SELL-IN SELL-OUT SPECIFIC TARGET INCENTIVES OTHERS: SPECIFY TOTAL SELLING EXPENSES COST TO SALES RATIO VIC RAMIL H. RAMIL
  • 97. E f f e c t iv e n e s s a s ACCOUNTS / TRADE NAME E f f ic ie n c y OUTLINES NEGOTIATION OF KEY POINTS / HIGHLIGHTS TIMING DURATION RANGE PRICE POINT PROMOTIONS RUSTANS SELL-IN SELL-OUT IN-STORE SUPPORT FACING / SPACE MERCHANDISING DISPLAY AREAS COMMENTS : ACCOUNTS / OUTLINES OF TRADE NAME NEGOTIATION KEY POINTS / HIGHLIGHTS RANGE PRICE POINT PROMOTIONS SHOE MART SELL-IN SELL-OUT IN-STORE SUPPORT FACING / SPACE MERCHANDISING DISPLAY AREAS COMMENTS : ACCOUNTS / OUTLINES OF TRADE NAME NEGOTIATION KEY POINTS / HIGHLIGHTS RANGE PRICE POINT PROMOTIONS MAKRO SELL-IN SELL-OUT IN-STORE SUPPORT FACING / SPACE MERCHANDISING DISPLAY AREAS COMMENTS : VIC H. RAMIL
  • 98.
  • 100. TRAINING OBJECTIVES : 1. To provide our Merchandising Force with the specific information on information on basic merchandising standards, principles, and philosophies. 2. To provide our Merchandising Force with ample knowledge about the brands, its competitiveness, consumer acceptance & needs for trade push and pull creation. 3. To give regular merchandisers a refresher course on merchandising. 4. To know, learn and understand the Role, Task, Responsibilities and Accountabilities of a merchandiser.
  • 101. EXPECTATIONS : 1. COC’S ( CHECK OUT COUNTERS DISPLAY, PAPAANO ? 2. PLAN O GRAM 3. MASS DISPLAY - WHY & TYPES. 4. SHARE OF SHELF 5. INCREASE- FACING OR SPACE 6. SUGGESTED ORDERING – OFF TAKE 7. MAXIMUM CAPACITY PER SHELF ?
  • 102. First Part - Basic Merchandising Skills: Chapter 1 : Words of the Experience Chapter 2 : What is Merchandising? Chapter 3 : Display Arrangement & Building Chapter 4 : Merchandising Objectives Chapter 5 : Merchandising & Display Facts Chapter 6 : What is Displaying? Chapter 7 : What is a Good Display? Chapter 8 : Communications in Selling Chapter 9 : Merchandising Call Procedure Chapter 10: Reports (Inventory, Offtake, Planogram, Competitive)
  • 103. Second Part - Consortium Merchandising Chapter 12 : Merchandisers Key Results Area Chapter 13 : Merchandisers Responsibility
  • 104. The Words of the Experience “ The secret of my success is that I look at a coin. On one side, it reminds me that without sales, there is no merchandising. On the other side, it reminds me that without a good and proper merchandising job, there is no sales or poor sales at my next call. So I realized that SA L E S and ME RC HA NDISING are two sides of the same coin.”
  • 105. The Words of the Experience  A display can give you a bigger sales increase that any other marketing tool; more than promotion and more than media.  Display space and siting is difficult to obtain BUT easy to loose. So, once you have got it, retain and improve on it.  It is easiest thing in this world to get a NO, however, it makes much more fun to get a YES.
  • 106. What is Merchandising? The ART of presenting RFM’s products in a CREATIVE and INNOVATIVE way to :  PERSUADE the outlets to purchase.  ATTRACT consumers to buy.  Call to Action  Make products appear as MARKET LEADERS  To display latest POINT OF SALE material and remove outdated, faded or damaged material  Create NEW DISTRIBUTION POINTS.
  • 107. What is Merchandising?  GENERATE and MAINTAIN the largest possible shelf space.  Improve OFFTAKE for all products.  STIMULATE and MOTIVATE placement of orders.  Ensure display at ABOVE STANDARD for optimum sales and product appearance
  • 108. Display Arrangement & Building Display Types:  On Shelf Display or Primary Shelf Display These are products normally displayed on the gondola shelf or shelves of the supermarket. Products are normally grouped together according to its category.  Off Shelf Display These are products displayed outside of the gondola shelves. Some are displayed massively, some are displayed using promotional racks or tiers and still some on the checkout counters.
  • 109. Display Arrangement & Building  On Shelf Display or Primary Shelf Display
  • 110. Display Arrangement & Building Types of Off Shelf Displays 1. Mass Display / Island Displays 2. Gondola End Displays 3. Promotional Displays 4. Check-out Counter Displays 5. Dump Bin Displays 6. Perimeter Wall / Front Window Displays
  • 111. Display Arrangement & Building Types of Off Shelf Displays 1. Mass Display / Island Displays 2. Gondola End Displays
  • 112. Display Arrangement & Building Types of Off Shelf Displays 3. Promotional Displays
  • 113. Display Arrangement & Building Types of Off Shelf Displays 4. Dump Bin Displays 5. Perimeter Wall / Front Window Displays
  • 114. Display Arrangement & Building Types of Off Shelf Displays 6. Check-out Counter Display / Counter Top Display
  • 115. Merchandising Objectives  AVAILABILITY  ACCESSIBILITY  VISIBILITY  FRESHNESS
  • 116. Merchandising Objectives  AVAILABILITY Achieve multiple distribution points in each outlet
  • 117. Merchandising Objectives  ACCESSIBILITY Enable consumers to see, reach, and touch our products at the point of sale.
  • 118. Merchandising Objectives  VISIBILITY  Make our product look dominant in each category.  Achieve display dominance and / or fair share of space.
  • 119. Merchandising Objectives  VISIBILITY  Multiface “topsellers” whenever possible  Group products together whenever possible.
  • 120. Merchandising Objectives  VISIBILITY  Use shelf talkers / signs whenever possible  Arrange products so that our brand name / logo face consumers.
  • 121. Merchandising Objectives  FRESHNESS  Ensure we have the right products in correct quantities in the shelf at all times.  Ensure First In-First Out basis.
  • 122. Merchandising & Display Facts  Offtake of consumers products react dramatically to changes in shelf facings, locations & the use of shelf signs / talkers. + 40% -48% -58%
  • 123. What is DISPLAYING?  Displaying refers to how products are presented at points of sale.  The quality of display is a direct result of the merchandising work and is judged according to location, type, product availability, accessibility, visibility, and the use of supporting promotional materials.  More displays improve product offtake.
  • 124. What is a GOOD DISPLAY?  Eye Catcher  Make product appear as market leader.  Increases brand awareness / image create impact.  Maximizes Product Impact.  Merchandisers products at eye level.  Contains only clean products and properly priced.  Merchandise products in “BLOCK” position.
  • 125. Communications in Selling Sight - 85% Taste, Touch, Smell - 10% Hearing - 5%
  • 126. MERCHANDISING CALL PROCEDURE Why do we Merchandise?  To build brand awareness / loyalty.  To encourage trial consumption.  To encourage repeat purchase  To increase sales / profit of company & trade  To give consumers value for money  To make outlets accept new products.  To ensure product, company and trade success.
  • 127. MERCHANDISING CALL PROCEDURE 1. PRE-CALL / POST CALL ANALSIS 2. GREET 7. TRADE RELATIONS CUSTOMER 3. CHECK INVENTORY & 6. EXECUTE ACTIVITIES / MERCHANDISE OBJECTIVES 5. PLAN 4. RECORDS ACTIVITIES & REPORTS
  • 128. MERCHANDISING CALL PROCEDURE 1. PRE-CALL ANALYSIS  Review Master Call Plan / Call Card  No. of outlets to be visited for the day.  Route Plan / schedule  Call Card (distribution; OOS, facings, promotions, competitive activities, others)  Check the Merchandiser Kit  Price labelers; label tapes  Cutter / cutter blades  Marking Pens; POSMs; POPs; scotch tapes, rugs
  • 129. MERCHANDISING CALL PROCEDURE 1. PRE-CALL ANALYSIS 2. GREET CUSTOMER G - Greet warmly with a smile. U - Ultimate motive is to get his/her attention. E - Eliminate negative comments like “How’s business?” S - State your name and the company you are representing T- Tell customer that you ready to render your services
  • 130. MERCHANDISING CALL PROCEDURE 1. PRE-CALL ANALYSIS 2. GREET CUSTOMER 3. CHECK INVENTORY & MERCHANDISE Product availability - determine what products available. Is it properly displayed? Stocks Inventory - does the outlet have sufficient stocks? What variants do I have to replenish? Pricing- is the price correct? Is it clear?  Distribution Points - replenish all shelves and off- shelves displays.  Merchandising Materials - Do I need to replace old POSMs? What improvement to do.
  • 131. MERCHANDISING CALL PROCEDURE 1. PRE-CALL ANALYSIS 2. GREET CUSTOMER 3. CHECK INVENTORY & MERCHANDISE 4. RECORDS & REPORTS  Update inventory folders & inventory forms Record out of stocks & notify salesman afterwards.  Check competitive activities  List down current facings.  List down additional product distribution points.
  • 132. MERCHANDISING CALL PROCEDURE 1. PRE-CALL ANALYSIS 2. GREET CUSTOMER 3. CHECK INVENTORY & MERCHANDISE 4. RECORDS & REPORTS 5. PLAN ACTIVITIES  Time management is the most important tool in this step. Make sure that you only plan what you can finish within a call. Facing Objectives BO accomplishment  POSMs installation / Planogram replacement Clean display Offshelf display
  • 133. MERCHANDISING CALL PROCEDURE 1. PRE-CALL ANALYSIS 2. GREET CUSTOMER 3. CHECK INVENTORY & MERCHANDISE 4. RECORDS & REPORTS 5. PLAN ACTIVITIES 6. EXECUTE ACTIVITIES / OBJECTIVES  Once you have listed your activities for a particular call, execute them one by one with tact, care & presence of mind.  You should not sacrifice quality when executing an activity or an objective.
  • 134. MERCHANDISING CALL PROCEDURE 1. PRE-CALL ANALYSIS 2. GREET CUSTOMER 3. CHECK INVENTORY & MERCHANDISE 4. RECORDS & REPORTS 5. PLAN ACTIVITIES 6. EXECUTE ACTIVITIES / OBJECTIVES 7. TRADE RELATION & LEAVE CALL  Be honest when dealing with store personnel.  Show genuine concern for the outlet’s business by working productively and providing important feedback in operational issues / problems.  Be courteous. Avoid unsolicited remarks about other products and other people.
  • 135. MERCHANDISING CALL PROCEDURE 1. PRE-CALL ANALYSIS 2. GREET CUSTOMER 3. CHECK INVENTORY & MERCHANDISE 4. RECORDS & REPORTS 5. PLAN ACTIVITIES 6. EXECUTE ACTIVITIES / OBJECTIVES 7. TRADE RELATION & LEAVE CALL 8. POST-CALL ANALYSIS  As you go to your next call, analyze outcome of your previous call and ask yourself… How am I doing? Why? What am I going to do about it? How can I improve my activities?
  • 136. Merchandising Key Result Areas (KRAs) KRAs PERFORMANCE PERFORMANCE OBJECTIVES STANDARDS 1. Stock Availability  To ensure 100%  0 Stock out replenishment of all SKUs at all times. 2. Share of Space  To maximize &  Depends on expand product product standards facings against (50:50 ratio is competition ideal) > % MS. 3. Product Visibility  To install point of  100% sale materials implementation according to plan.  To implement set  100% planogram. implementation  To attain display  100% dominance. implementation
  • 137. Merchandising Key Result Areas (KRAs) KRAs PERFORMANCE PERFORMANCE OBJECTIVES STANDARDS 4. Freshness  No expired products  0 incidence of expiry are on the shelves. products on display.  Maintain new and clean  Timeliness of POSMs & POPs all the POSMs & POPs time. installation.  Minimize bad order  Must be maintained “BO” at <1.0% of sales per outlet.  Shelves and product  100% of the time cleanliness. clean product & display. 5. Pricing  To ensure correct and  100% of the time legible pricing product pricing is correct.
  • 138. Merchandising Key Result Areas (KRAs) KRAs PERFORMANCE PERFORMANCE OBJECTIVES STANDARDS 6. Trade  Establish good  0% complaints from Relations relationship with outlets. trade personnel 7. Management  Prepare & submit  100% accurate, Reports reports as may be complete & up-to- required by date submission of management. reports.
  • 139. MERCHANDISERS Major Responsibility  The merchandiser is responsible for the activities performed at the point of sale which ensure the display of our products according to the company’s rules which stimulate the placement of orders.  The purposes are to: optimize product freshness and to support sales through increasing consumer awareness.
  • 140. MERCHANDISERS Attitude  Always keep a positive attitude.  Be aggressive without being impolite.  Be loyal and honest to your company and to the product you represents.  Be responsible and accountable in all the things you do.  Always strive to SUCCEED and NEVER GIVE UP! “The THING that COUNTS is not what we KNOW but the ABILITY to use what we KNOW” KNOW
  • 141. NESTLÉ WATERS PHILIPPINES, INC. THE END VIC RAMIL H. RAMIL
  • 142. SALES DRIVERS “ MIX AND MATCH “ AGGRESSIVE DISTRIBUTION MODE
  • 143. FILIPINAS WATER BOTTLING CO.,INC. CHANNEL DRIVEN – TACTICAL MIX & MATCH  SUPERMARKETS  R-S-V-P + P ( HORIZONTAL – VERTICAL )  GROCERY TYPE  R-S-V + P ( HORIZONTAL – VERTICAL )  HORECA  TACTICAL SATURATION DRIVE  TRADE MARGIN/REVENUE AS SELLING POINT  HIGH TRAFFIC AREAS  COMMANDO-TACTICAL : VISIBILITY & PRICING  DOWNLINE CHANNELS:  PENETRATION DRIVE : BREAK CASE SELLING  ALTERNATIVE DIST’N MODE : SUB-D, JOBBING….  PROFITABILITY APPROACH :  APPLY “ LITER SELLING “  OPPORTUNITY SELLING – K-I-L-L
  • 144. FILIPINAS WATER BOTTLING CO.,INC. Objectives * PLACEMENT * AVAILABILITY * VISIBILITY Key Strategies • Aggressive pipelining • Competitive Trade deals : 5 + 1 DEAL • LISTING FEE / or INTRO DISCOUNT Supermarkets / Big Grocery/ Drug Store Chain
  • 145. FILIPINAS WATER BOTTLING CO.,INC. Objectives * PLACEMENT * AVAILABILITY * VISIBILITY Key Strategies • Aggressive pipelining - Channel Focus : • Supermarkets • Grocery Types / Wholesalers • Convenience Stores • Drug Stores • Other Downline Channels- Bakery, SSS,PMS,Canteen
  • 146. Objectives * PLACEMENT * AVAILABILITY 330 ml * VISIBILITY 600 ml 1.0 Gal Key Strategies 1.5 Lit 1.5 Gal • Full RANGE Placement: ( Vertical Distribution ) • Right SKU to the Right Outlet ( Product Fit Approach) • DEPTH Driven Sell In : • Stock Weight & Cover – ( Stock Pressuring ) • SPACE for Impulsive Display: • In-Store Presence, Merchandising & POPs/POSM’s.
  • 147. FULL RANGE & SKU’S : 330 ml 1.0 Liter 1.5 Gallons 600 ml 1 Gallon
  • 148. OUR FULL PRODUCT RANGE : 5 GALLONS
  • 149. Objectives * PLACEMENT * AVAILABILITY * VISIBILITY Key Strategies • VISIBILITY(AGGRESSIVE BTL ACTIVITIES) • STREET SELLING – High Traffic • POP’S & POSM’S – Call To Action • SPECIAL EVENT PARTICIPATION – Interfacing w/ BFG • RESORT PROGRAM – Key Areas
  • 150. PRICE POSITIONING – 330 ML 120 116 100 110 105 103 109 100 80 94 84 9.00 60 8.50 7.75 6.50 7.25 8.45 8.15 40 8.00 20 0 Wilkins Absolute Nature Spring Summit Hidden Spring Viva NPL AQUA BLUE
  • 151. PRICE POSITIONING ( 600 ML) 160 500 ML 140 154 500 ML 120 121 116 119 100 113 97 102 100 80 60 40 20 0 Wilkins Absolute Nature Spring Summit Hidden Spring Viva NPL AQUA BLUE
  • 152. PRICE POSITIONING ( 1.5 lit ) 140 1.0 LIT 136 120 116 113 116 100 97 103 100 80 60 74 40 20 0 Wilkins Absolute Nature Spring Summit Hidden Spring Viva NPL AQUA BLUE
  • 153. RETAIL PERFORMANCE STANDARD : Channel Type 330 ml 600 ml 1.5 lit 1.0 gal 1.5 gal 5 gal TCA QLP IDM Moo Supermarkets X X X X X X X X X X Grocery X X X X X X X X X X CVS X X X X X X X X SSS X X X X X PMS X X X X X Drug Stores X X X X X X X Gas Station X X X X X X X Canteen X X X X X Sports Club X X Bakery X X X optional X X X X Wholesalers X X X X X X X Bus Terminals X X X X X X Street Vendors X X X Institutional X X X X X PRODUCT FIT APPROACH –”Right SKU to the Right Outlet”
  • 154. Negosyo Mula Sa 330 ml Aqua Blue…… 600 ml
  • 155. 330 ml ADDITIONAL INCOME : Aqua Blue…… 600 ml
  • 156.
  • 157. SATURATION – VISIBILITY DRIVE BORACAY ISLAND DECEMBER 2004- APRIL 2005
  • 158. FILIPINAS WATER BOTTLING CO.,INC.. Objectives • Availability – Visibility Drive – High Traffic Areas: • Boracay Island Key Strategies • On Site Distribution Operation ( OSDO ). • Saturation Drive • Merchandising Blitz
  • 159. FILIPINAS WATER BOTTLING CO,INC.. Objectives • Availability – Visibility Drive – High Traffic Areas: • Boracay Island Key Strategies • On Site Distribution Operation ( OSDO ). • SATURATION DRIVE : – Outlet Penetration/Placement » 2 Contractual Salesmen – Delivery & Account Servicing » Distributor’s Depot in Boracay
  • 160. FILIPINAS WATER BOTTLING CO,INC. Objectives • Availability – Visibility Drive – High Traffic Areas: • Boracay Island Key Strategies • On Site Distribution Operation ( OSDO ). • MERCHANDISING BLITZ : – POP’S & POSM’S Installation » 2 Contractual Salesmen cum Merchandisers – Dealer Aid Support » On-Premise & Volume Accounts
  • 161. FILIPINAS WATER BOTTLING CO,INC. 330 ml 5 + 1 deals P 157.50 ( 10% ) SRP  P 10.00 P 6.08/bot 6.56/bot 600 ml 5 + 1 deals P 157.50 ( 10% ) SRP  P 15.00 P 7.57/bot 8.33/bot SUB-D’S/ CDAVS JOBBERS OUTLETS BIG - C INCOME/REVENUE: 7% - 10% 52 % ( 330 ml ) 80% ( 600 ml)
  • 162. FILIPINAS WATER BOTTLING CO,INC. Distributors/Dealers Support: • Trading Term : – 5 + 2 Deals ( 301 cs +++) – 2% on COD or 30 days Term • Two ( 2 ) Salesmen cum Disers • S/Men Incentive Scheme • One unit Pedicab Trade / Outlet Support : • 5+1 Deals ( Pass On ) • Merchandising : • POPM’s : Streamers, Posters, Bannerettes • POSM’s : On – Premise : Chillers ( 5)/ Ice Coolers, Coaster Pads, Napkin Holder. Off – Premise : POPM’s
  • 163. FILIPINAS WATER BOTTLING CO,INC. Distributors/Dealers Support: • Trading Term : – 5 + 2 Deals ( 301 cs +++) – 2% on COD or 30 days Term • 5+1 Pass – On Support • Merchandising Representative • Chillers – 50 cases +++/month • Electrical Assistance : P 200.00/mo – 20 cs +++/ month • Pedi-cab ( when needed) • Ice Coolers & Vending Bags
  • 164. FILIPINAS WATER BOTTLING CO.,INC Projected Manpower Costs : Basic Pay : Salesman 1 : Php 250 X 26 days = PHP 6,500.00 Salesman 2 : Php 250 X 26 days = 6,500.00 Transportation/Meals: Salesman 1 : PHP 35 X 26 days = 910.00 Salesman 2 : PHP 35 X 26 days = 910.00 Total ( fixed ) = PHP 14,820.00 Commission / Incentive : Basis : Sales Volume : 2,000 cs Outlets Opened/Retained : 400 Rate/Cs Comm: Php 1.00, = Php 2,000.00 Outlet Opened/retained : Php 3.00 = Php 1,200.00 Grand Total / Mo. = PHP 18,020.00 Grand Total ( 5 mos): = PHP 90,100.00 % Cost To Sales : 5%
  • 165. FILIPINAS WATER BOTTLING CO.,INC REGALO KO PARA NIMO : P 2.00 / KADA KAHON INCENTIVE MAY – JUNE : SALE TO TRADE JULY & ONWARDS  MORE SUPRISES