Презентация для «Philip Morris Ukraine»

BUSINESS BUILDER EXECUTION EXCELLENCE STANDARDS
START

PLANNING & PREPARATION
BEFORE AVISIT / DURING AVISIT
AFTER AVISIT
TERRITOR
YKNOWLEDGE&
ANALYSIS
BUILDIN
GCOOPERATIVERE
LATIONS
ROUTEPLAN
NINGANDTIMEM
ANAGEMENT
TERRITORYDEV
ELOPMENTPLAN/
PLANPERSHOP
AC
TIVITIESEXECUTIN
GMONITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK

MAIN
MENU
DEFINITION:
Is familiar with actual information about
situation within assigned territory in
amount necessary to define territory
BP/OWATTS aligned with national
objectives and commercial plan.
CORRELATED LOMINGER COMPETENCIES
Action Oriented
Learning on the fly
Problem Solving
Priority Setting
Standing Alone
TERRITOR
YKNOWLEDGE&A
NALYSIS
BUILDIN
GCOOPERATIVERE
LATIONS
ROUTEPLAN
NINGANDTIMEM
ANAGEMENT
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
AC
TIVITIESEXECUTIN
G
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
TERRITORY KNOWLEDGE & ANALYSIS
POS &TERRITORY POTENTIAL CONSUMER SEGMENTS TRADE CHANNELS INFRASTRUCTURE. PRODUCT FLOW

BASIC:
Knows POS selling cigarettes within his/her territory
(General trade + KA (incl. Local)):
contacts of people who make decisions on operational management
of tobacco category and POS business
roles, duties and profile of retail personnel and owners
history and details of relationship with PM, suppliers, competitors;
is able to evaluate POS financial status
POS and consumer`s profile in covered CSU
volume and dynamics of PMU Brands` sales, sales indexes, shares of
PMU and main competitors as well as dynamics of changes
recommended Brand portfolio and current level of its handling
with the support of the direct supervisor, defines POS BP/OWATTS
Knows and follows the principles and requirements of
PMU Product Merchandising Guideline
ADVANCED:
Knows plans for business development of key customers (according to 3D
segmentation), understands principles of trade and communication
channels development within assigned territory
Independently defines BP/OWATTS of each POS
MASTER:
Defines territory BP/OWATTS as well as sets priorities defining Plan per
each shop based on its potential and contribution into territory strategy
realization (Territory BDP)
INEFFECTIVE BEHAVIOR:
Doesn`t allocate time on collecting and analyzing
of information about his/her territory
Doesn`t have enough information to define territory potential
MAIN
MENU
TERRITORY
KNOWLEDGE &
ANALYSIS
POS &TERRITORY POTENTIAL
TERRITOR
YKNOWLEDGE&A
NALYSIS
BUILDIN
GCOOPERATIVERE
LATIONS
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
AC
TIVITIESEXECUTIN
G
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
Action Oriented
Learning on the fly
Problem Solving
Priority Setting
Standing Alone

BASIC:
Knows demography and consumers` profiles
within his/her territory
Defines which one of consumers` segments dominates in POS
Knows places of purchasing and communicating
with consumers from different segments
ADVANCED:
Uses Consumer segments knowledge in territory
analysis and defining the action plan
MASTER:
Rapidly reacts on changes of adult smokers` behavior, makes changes
into territory development plan and, based on this, adapts the Brands
activation tools that are in use
Is not able to recognize the importance of consumers segmentation for
development of sales within a territory
Doesn`t spend time on studying, analyzing, understanding and using the
data about consumers` segments
CONSUMER SEGMENTS
TERRITOR
YKNOWLEDGE&A
NALYSIS
BUILDIN
GCOOPERATIVERE
LATIONS
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
AC
TIVITIESEXECUTIN
G
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
Action Oriented
Learning on the fly
Problem Solving
Priority Setting
Standing Alone
MAIN
MENU
TERRITORY
KNOWLEDGE &
ANALYSIS

BASIC:
Knows:
product flow within his/her territory
retail`s structure, sizes and differences/
specifics of trade channels
sales dynamics within his/her territory over the last week
Wholesale DSD structure within assigned territory
structure of sub-wholesale and their contacts
within assigned territory
ADVANCED:
Defines problems, opportunities and main tendencies in the changes of
trade channels` infrastructure within his/her territory
MASTER:
Rapidly reacts on changes of trade channels` infrastructure and channels
for communicating with adult consumers within his/her territory, makes
changes into territory development plan and, based on this, adapts the
Brands activation tools that are in use
Doesn`t allocate time on studying of territory specifics in details
TRADE CHANNELS INFRASTRUCTURE. PRODUCT FLOW
MAIN
MENU
TERRITORY
KNOWLEDGE &
ANALYSIS
TERRITOR
YKNOWLEDGE&A
NALYSIS
BUILDIN
GCOOPERATIVERE
LATIONS
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
AC
TIVITIESEXECUTIN
G
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
Action Oriented
Learning on the fly
Problem Solving
Priority Setting
Standing Alone

BUILDIN
GCOOPERATIVERE
LATIONS
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
AC
TIVITIESEXECUTIN
G
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
MAIN
MENU
DEFINITON:
Identifies key factors and resources
needed to address BP/OWATTS. Defines
an action plan aligned with territory and
national priorities to achieve business
objectives and maximizes "gets" from
his/her actions.
Customer Focus
Organizational agility
Problem Solving
Priority Setting
Standing Alone
TERRITOR
YKNOWLEDGE&
ANALYSIS
TERRITORYDEV
ELOPMENTPLAN/
PLANPERSHOP
TERRITORY DEVELOPMENT PLAN/ PLAN PER SHOP

BASIC:
Knows the territory (see "Territory Knowledge & Analyses" skill)
Knows key tools that influence the growth of business results in Points of sale within
assigned territory (visibility, availability/handling, consumer activation etc.)
Knows priorities and goals ofTerritory BDP
Understands principles of resource allocation
With the support of the direct supervisor, defines BP/OWATTS of each POS and
creates Plans per Shop
With the support of the direct supervisor, creates territory development plan using
the knowledge ofTouch Points segmentation (3D segmentation), РМWay of building
brand and Brand Adoption Model (BAM)
ADVANCED:
With the support of the direct supervisor, defines territory BP/OWATTS and
creates territory development plan, proving the effectiveness of
appropriate resources/ tools selected
Territory development plan takes into account each Point`s of sale
potential according to its long-term development plan
Defines priorities and plans activities to achieve the objectives constantly
increasing the effectiveness of allocated resources utilization
MASTER:
Independently defines territory BP/OWATTS and creates territory development
plan, proving the effectiveness of appropriate resources/ tools selected
Effectively uses territory development plan to achieve the highest possible
results with optimal time resources, correcting the action plan in time
Fully realizes territory potential to make required contribution to achievement
ofTerritory BDP`s goals
Effectively utilizes the allocated resources
Works without setting KPIs for territory, POS and
consumer activation
Sets objectives that don`t meet business goals and
territory BP/OWATTS
TERRITORY
DEVELOPMENT PLAN
/ PLAN PER SHOP
BUILDIN
GCOOPERATIVERE
LATIONS
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
AC
TIVITIESEXECUTIN
G
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
TERRITOR
YKNOWLEDGE&
ANALYSIS
TERRITORYDEV
ELOPMENTPLAN/
PLANPERSHOP
Customer Focus
Organizational agility
Problem Solving
Priority Setting
Standing Alone
MAIN
MENU

BUILDIN
GCOOPERATIVERE
LATIONS
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
AC
TIVITIESEXECUTIN
G
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
TERRITOR
YKNOWLEDGE&
ANALYSIS
DEFINITION:
Builds and maintains relations of
effective cooperation with external
partners in order to achieve competitive
advantage for PMU.
Standing Alone
Composure
Managerial Courage
Directing Others
Customer Focus
Problem Solving
Listening
BUILDIN
GCOOPERATIVERE
LATIONS
BUILDING COOPERATIVE RELATIONS
COLLABORATIONWITH 3RD PARTIES RETAIL PARTNERSHIP
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
MAIN
MENU

BUILDIN
GCOOPERATIVERE
LATIONS
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
AC
TIVITIESEXECUTIN
G
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
TERRITOR
YKNOWLEDGE&
ANALYSIS
BUILDIN
GCOOPERATIVERE
LATIONS
TERRITORYDE
VELOPMENTPLAN/
PLANPERSHOP
BASIC:
Knows 3rd party personnel:
Consumer activation agency: structure, contacts, presence of correct
information about schedule of consumer activation activities in
Points of sale within assigned territory etc.With the support of the
direct supervisor, formsTouch Points coverage
Suppliers of PMU products: contacts of DSD supervisors and DSD
agents, their routes of visiting Points of sale
Third party technical personnel: contacts, mechanics for registration
of applications for work and process administration
Provides informational exchange necessary for business objectives
execution with all third party personnel that works within
his/her territory
Knows opportunities and restrictions of cooperating with the 3rd
party personnel
ADVANCED:
Cooperation with Consumer activation agency:
independently formsTouch Points coverage
if necessary, together with the agency provides monitoring of hostesses` work
using the knowledge about principles of cooperation with third party,
forms propositions on optimization of this resource usage (work schedule etc.)
Cooperation with PMU products suppliers:
provides formation of optimal orders made by DSD agents in a way of building
constructive partner relationship with them
consults the personnel of delivery service on effective work with PMU brands, if necessary
Cooperation with 3rd party technical personnel:
provides with necessary information and resources
effectively uses all available tools in order to manage performance
MASTER:
Independently uses the influence on external partners as an important tool of achieving
PMU goals, providing effective objectives` execution within territory development plan
Doesn`t influence external and internal partners
Doesn`t use the influence on partners for PMU goals
achievement
BUILDING
COOPERATIVE
RELATIONS
COLLABORATIONWITH 3RD PARTIES
MAIN
MENU
Standing Alone
Composure
Managerial Courage
Directing Others
Customer Focus
Problem Solving
Listening

BUILDIN
GCOOPERATIVERE
LATIONS
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
AC
TIVITIESEXECUTIN
G
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
TERRITOR
YKNOWLEDGE&
ANALYSIS
BUILDIN
GCOOPERATIVERE
LATIONS
TERRITORYDE
VELOPMENTPLAN/
PLANPERSHOP
BASIC:
Correctly defines a person in each POS who is responsible for decision-making and uses his/her
needs to obtain the consent
Knows the names and contact data of POS personnel
Follows the agreements in relations with retailers, executes his/hers commitments
Correctly defines potential of POS personnel for conducting consumer activation activities
ADVANCED:
Influences the owner and personnel in a way of conducting a dialogue about situation in
POS. Educates the client how to manage the tobacco category. Increases willingness of the
client to sell PMU cigarettes in a way of demonstrating the potential benefits of our Brands
Understands the key business and personal needs of Point`s of sale personnel and uses in
achieving the objectives of mutually beneficial partnership
Gives recommendations on business management to retailer which he/she considers
MASTER:
Plans common development of the client`s and PMU businesses,
fully utilizes the potential of Point of sale. Fully understands
financial mechanisms of the retail business
Provides the analysis of PMU activities and shows their impact on
client`s business both now and in perspective
Works more with ""shelves"" than with the client (owner, personnel).
Emphasizes on PMU Brands and doesn`t communicate with a client
Doesn`t execute his/her obligations to the customers
Gives the partners promises which are deliberately impossible to execute
and/or doesn`t make any efforts to achieve them
RETAIL PARTNERSHIP
BUILDING
COOPERATIVE
RELATIONS
MAIN
MENU
Standing Alone
Composure
Managerial Courage
Directing Others
Customer Focus
Problem Solving
Listening

BUILDIN
GCOOPERATIVERE
LATIONS
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
AC
TIVITIESEXECUTIN
G
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
DEFINITION:
Alignes a route plan with commercial
objectives and plans. Effectively manages
his/her working time to achieve
competitive advantage for PMU.ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
ROUTE PLANNING ANDTIME MANAGEMENT
ROUTE PLAN TIME MANAGEMENT
Action Oriented
Learning on the fly
Priority Setting
Problem Solving
Standing Alone
MAIN
MENU
TERRITOR
YKNOWLEDGE&
ANALYSIS

BASIC:
Route plan prepared by the beginning of a field period considers
the following factors:
objectives of field periods
dynamics of sales of key Brands
schedule of activities in territory systems for planning
Point`s of sale working hours, rush hours
distance between Points of sale within a territory
time of presence of responsible people in Points of sale
additional factors which assist in increasing the effectiveness of the route
plan (routes and schedule of DSD`s visits, quantity of selected Points of sale
in order to achieve business results etc.)
Creation of the route plan requires active involvement of the direct
supervisor.
ADVANCED:
Independently develops a route plan taking into account both tactical
objectives of the field period and long-term territory development objectives
MASTER:
Creates and quickly adapts the route plan according to changes of situation
within a territory
Flexibly manages the frequency of visits providing the effective use of
resources for territory development plan execution
The route of visiting clients leads to ineffective time or other company`s
resources expenditures
The route plan doesn`t meet priorities of business objectives and/or changes
of a situation within a territory
ROUTE
PLANNING
ANDTIME
MANAGEMENT
ROUTE PLAN
BUILDIN
GCOOPERATIVERE
LATIONS
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
AC
TIVITIESEXECUTIN
G
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
TERRITOR
YKNOWLEDGE&
ANALYSIS
MAIN
MENU
Action Oriented
Learning on the fly
Priority Setting
Problem Solving
Standing Alone

BASIC:
Has all the necessary materials and documents to execute the
objectives of a day/visit
Starts working in time agreed with a supervisor and follows the approved route
plan.Time of the first visit to Point of sale of the current route plan is 9 a.m.
Comes to agreement with the direct supervisor about divergence from visiting plan
in advance (time schedule and order of visiting of Points of sale a day)
Duration of a visit meets the quantity of time required by objectives
Time planning for executing of all objectives requires involvement of the direct
supervisor
ADVANCED:
Independently defines and plans time necessary to execute all objectives
during a field period
MASTER:
Effectively allocates time resources and executes both planed and new
objectives within the territory development plan, Plan per Shop and
objectives of the field period in time
Doesn`t execute the planned work in time
TIME MANAGEMENT
ROUTE
PLANNING
ANDTIME
MANAGEMENT
BUILDIN
GCOOPERATIVERE
LATIONS
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
AC
TIVITIESEXECUTIN
G
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
TERRITOR
YKNOWLEDGE&
ANALYSIS
MAIN
MENU
Action Oriented
Learning on the fly
Priority Setting
Problem Solving
Standing Alone

BUILDIN
GCOOPERATIVERE
LATIONS
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
TERRITOR
YKNOWLEDGE&
ANALYSIS
DEFINITION:
Executes activities following a route plan
and optimizing time with biggest
opportunities.
AC
TIVITIESEXECUTIN
G
ACTIVITIES EXECUTING
CALLOBJECTIVES
NEEDSANALYSIS.QUESTIONSSTRUCTURE DEALCLOSING CALLSUMMARY.ACTIONPLANNING
CONSUMERACTIVATIONACTIVITY(CA) CALLANALYSIS OBJECTIVESFORNEXTCALL
COMMERCIALPROPOSITION.FAB OBJECTIONSHANDLING
CALLPLAN INTROTOCALL("ICE-BREAKING") STOREANDSTOCKCHECK.INFORMATIONCOLLECTION.CALLOBJECTIVESREVIEW
Self Knowledge
Directing Others
Interpersonal Savvy
Managerial Courage
Customer Focus
Action Oriented
Composure
Listening
Problem Solving
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
MAIN
MENU

BASIC:
Employee has objectives for each visit that meet the following criteria:
objectives for each visit meet objectives of a field period or territory
development plan and Plan per Shop
objectives meet the needs of trade partners
by form, objectives meet SMART criteria
the objectives are set in the order of priority:
1) availability/ handling
2) visibility
3) consumer activation programs
ADVANCED:
Independently defines objectives for each visit which realize step-by-step
execution of Plan per shop to fully utilize Point`s of sale potential
MASTER:
Forms objectives for step-by-step change of situation in Point of sale taking
into account the timeliness and effectiveness of the resources used
Has only intentions without indicating the objective or doesn`t
have any objective at all
Objectives don`t satisfy all SMART criteria and/or are incorrectly prioritized
Objectives don`t take into account Plan per Shop
ACTIVITIES
EXECUTING
CALL OBJECTIVES
BUILDIN
GCOOPERATIVERE
LATIONS
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
TERRITOR
YKNOWLEDGE&
ANALYSIS
AC
TIVITIESEXECUTIN
G
CALLOBJECTIVES
Self Knowledge
Directing Others
Interpersonal Savvy
Managerial Courage
Customer Focus
Action Oriented
Composure
Listening
Problem Solving
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
MAIN
MENU

BASIC:
Takes into account the results of previous visits and the history
of relationship with Point of sale
Prepares a visit scenario to achieve objectives set taking into account the profile/
specifics of a client, choosing communication style and behavior
The visit scenario includes needs analysis and commercial proposition (FAB)
Defines potential objections and ways of their handling
ADVANCED:
Has different variants of visit scenarios depending from the objective:
availability/handling, visibility, consumer activation programs etc. which are connected
with Point`s of sale profile and potential according to Plan per shop
Uses a visit to analyze client`s business not only in tobacco category but even beyond it
spending time on collecting the information about key factors which influence
relationship building and Point`s of sale potential realization for PMU
MASTER:
Has negotiations plan with the wide list of acceptable alternatives
Negotiations plan takes into account all expenditures and benefits in
perspective for the client and territory development plan realization
Prepares a package offer in exchange for certain benefits, if necessary
Plans a visit not having SMART objectives
Doesn`t review the last visit`s outcomes
Uses relationship with the client as the only source of influencing
without taking into account the role of POS as well as the client`s and
consumer`s profiles
Doesn`t plan negotiations, expecting to understand the needs in process
CALL PLAN
ACTIVITIES
EXECUTING
BUILDIN
GCOOPERATIVERE
LATIONS
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
TERRITOR
YKNOWLEDGE&
ANALYSIS
AC
TIVITIESEXECUTIN
G
CALLOBJECTIVES
Self Knowledge
Directing Others
Interpersonal Savvy
Managerial Courage
Customer Focus
Action Oriented
Composure
Listening
Problem Solving
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
MAIN
MENU

BASIC:
Always welcomes POS personnel, establishes the emotional contact and creates an
atmosphere of trust. Uses salutation options according to the situation -
the new retailer or the old one etc. Uses the following logical steps at the beginning:
- salutation
- introduce him-/herself and the Company (if necessary)
- clarify the name of the interlocutor (if necessary) and when meeting the client
for a second time, call him/her by name
- specify the presence of responsible people (if necessary)
- interest in the following conversation
- introduce the Mission of visiting (if necessary)
- after checking a POS, ask the client about opportunity to pay him/her the
necessary time for talking (if necessary)
ADVANCED:
Actively uses the different methods that create a positive atmosphere at
the beginning of a visit
MASTER:
Point`s of sale personnel always positively reacts on a visit, understanding
its impact on their business development
Uses personal and business needs of the retailer as well as history of
relationship in order to create an atmosphere of trust
Doesn`t make any efforts to create a positive atmosphere
Uses template phrases and methods
The applied methods do not contribute to establishment of partner relations
INTROTO CALL ("ICE-BREAKING")
ACTIVITIES
EXECUTING
BUILDIN
GCOOPERATIVERE
LATIONS
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
TERRITOR
YKNOWLEDGE&
ANALYSIS
AC
TIVITIESEXECUTIN
G
CALLOBJECTIVES
Self Knowledge
Directing Others
Interpersonal Savvy
Managerial Courage
Customer Focus
Action Oriented
Composure
Listening
Problem Solving
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
MAIN
MENU

BASIC:
In order to evaluate POS business, considers the current situation in POS by checking:
- availability of PMU Brands, competitors` Brands and their prices
- state and situation of PMU products and POSM according to PMU Merchandising Guideline
- competitors` activities
- situation in other product categories
Specifies the current sales volumes and Point`s of sale stocks taking into account the frequency of
purchasing, comparing the real situation in POS with the one forecasted
Checks the correspondence of Point of sale with trade program conditions and fixes the results
in the proper documents/systems for reporting
Collects and clearly and correctly enters all the necessary information in the system for reporting (Call Card).
Provides correspondence of data about Point of sale (POS profile, Retailer`s profile, Consumer`s profile) in
PMU data base (SMS)
Compares the real situation in POS with the supposed, if necessary, corrects the objectives
ADVANCED:
Prioritizes objectives corrected taking into account Plan per shop and
objectives of a field period
MASTER:
Fully takes into account all the information collected, defines new
opportunities and corrects visit`s objectives in order to realize Point`s of
sale potential in terms of long-term territory development plan
Makes mistakes in collecting and entering the information
Collects a limited volume of information
Is not able to properly define how to use the information collected to
correct objectives
STORE AND STOCK CHECK. INFORMATION COLLECTION. CALL OBJECTIVES REVIEW
ACTIVITIES
EXECUTING
BUILDIN
GCOOPERATIVERE
LATIONS
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
TERRITOR
YKNOWLEDGE&
ANALYSIS
AC
TIVITIESEXECUTIN
G
CALLOBJECTIVES
Self Knowledge
Directing Others
Interpersonal Savvy
Managerial Courage
Customer Focus
Action Oriented
Composure
Listening
Problem Solving
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
MAIN
MENU

BASIC:
Based on the available information about POS, forecasts the possible problems and opportunities
that could be solved by executing the visit objective
Supplements the information collected earlier by combining the open and closed questions in order to find out
or specify the existence of problems/opportunities which can be decided by PMU commercial proposition.
Possible areas for research are the following: sales dynamics, consumers` concentration and preferences,
Brands` effectiveness, suppliers, competitors, principles of forming the assortment, merchandising and
attracting of customers etc.
Finds out in which way the client plans to address the need/opportunity determined.
Having analyzed how commercial proposition meets/supplements client`s plans, he/she summarizes the
situation moving to the commercial proposition
In case if no problems and opportunities are indicated or the commercial proposition doesn`t meet
the client`s plans, he/she finds out the opportunity to realize the commercial proposition about
cooperation by using of open and/or closed questions
ADVANCED:
Accurately forecasts the situation based on the information collected
Correctly defines the areas for research asking the necessary questions which help to
find out client`s plans/attitude to deciding the revealed problems that significantly
simplifies client`s understanding of the following commercial proposition
In case of absence of problems and opportunities or when commercial proposition
doesn`t meet client`s plans (needs) makes the client interested in his/hers
commercial proposition based on understanding of personal needs and long-term
partner relationship
MASTER:
Uses needs analyses skills as an effective instrument of defining POS BP/OWATTS
and forming a package commercial proposition
Conducts a complex analysis of client`s needs for common creation of Plan per shop
according to the long-term territory development plan priorities
Forms the commercial proposition without taking into account all
the necessary information
Asks questions which cause a negative reaction of the client
Doesn`t take into account the client`s answers ("doesn`t listen")
for defining the needs and making the following commercial
proposition
NEEDS ANALYSIS. QUESTIONS STRUCTURE
ACTIVITIES
EXECUTING
BUILDIN
GCOOPERATIVERE
LATIONS
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
TERRITOR
YKNOWLEDGE&
ANALYSIS
AC
TIVITIESEXECUTIN
G
CALLOBJECTIVES
Self Knowledge
Directing Others
Interpersonal Savvy
Managerial Courage
Customer Focus
Action Oriented
Composure
Listening
Problem Solving
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
MAIN
MENU

BASIC:
Uses the commercial proposition which is directly linked with client`s needs
found out during the visit
This proposition is simple, clear and short
Uses the visual materials (trade programs presentations, calculations,
photos etc.) as well as other examples
Explains the features and propositions following the principle Features -
Advantages - Benefits (FAB)
ADVANCED:
The arguments (FAB) used in the commercial proposition arouse an active
support and interest of the client in its realization
MASTER:
The client is actively engaged in realization of commercial proposition
The client doesn`t have any objections
Uses arguments and/or benefits, that do not relate to the real situation in POS
Causes a negative reaction (argument, refusal, unwillingness to listen etc.)
Incorrectly selects terminology and communication style
COMMERCIAL PROPOSITION. FAB
ACTIVITIES
EXECUTING
BUILDIN
GCOOPERATIVERE
LATIONS
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
TERRITOR
YKNOWLEDGE&
ANALYSIS
AC
TIVITIESEXECUTIN
G
CALLOBJECTIVES
Self Knowledge
Directing Others
Interpersonal Savvy
Managerial Courage
Customer Focus
Action Oriented
Composure
Listening
Problem Solving
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
MAIN
MENU

BASIC:
Concretizes the objections, determines and confirms their real reasons.
Copes with objections in a way of specifying misunderstandings or
shows the commercial proposition in perspective or proposes
compensatory benefits
Doesn`t step back from achieving the goal set before indicating
objective reasons
ADVANCED:
Interprets objections as the opportunity to understand the client better. Asks
questions and listens to a client attentively
Tends to fully understand objections in order to make sure that they are
important for the client and except misunderstanding
MASTER:
Is able to cope with every objection in a way of using different techniques and
achieves the agreement with the client on the basis of the information got
additionally
Always agrees with the retailer aiming to decide his/her requests
without taking into account aftereffects for PMU
Argues with the client
Avoids discussing the objections
OBJECTIONS HANDLING
ACTIVITIES
EXECUTING
BUILDIN
GCOOPERATIVERE
LATIONS
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
TERRITOR
YKNOWLEDGE&
ANALYSIS
AC
TIVITIESEXECUTIN
G
CALLOBJECTIVES
Self Knowledge
Directing Others
Interpersonal Savvy
Managerial Courage
Customer Focus
Action Oriented
Composure
Listening
Problem Solving
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
MAIN
MENU

BASIC:
Knows techniques of completion of the deal that correspond the
situation: direct, alternative, HALF NELSON, actionable
(demonstrating the result)
Indicates purchase signals and moves to completion of the deal
ADVANCED:
Identifies purchase signal and moves to completion of the deal
in the most effective way
MASTER:
Identifies the first verbal or non-verbal signal of purchase and moves to
completion of the deal in the most effective way according to the current
situation
Passes purchase signals continuing the trade presentation, causing a negative
reaction of a client
Uses the incorrect methods of completion of the deal
DEAL CLOSING
ACTIVITIES
EXECUTING
BUILDIN
GCOOPERATIVERE
LATIONS
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
TERRITOR
YKNOWLEDGE&
ANALYSIS
AC
TIVITIESEXECUTIN
G
CALLOBJECTIVES
Self Knowledge
Directing Others
Interpersonal Savvy
Managerial Courage
Customer Focus
Action Oriented
Composure
Listening
Problem Solving
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
MAIN
MENU

BASIC:
At the end of a visit informs the client about the work done connecting
it with benefits which the client will obtain
Gets the client`s agreement on following the action plan until the next
visit discussed with him/her
Specifies the date of the next purchase, the volume of request of traget
Brands. If necessary, recommends the optimal stock
Coordinates the actions between supplier and Point`s of sale personnel.
ADVANCED:
Summarizes everything using the most important visit`s outcomes emphasizing
the obvious benefits for the client and connecting them with long-term plan for
cooperation (Plan per shop)
MASTER:
Actively engages the client in summarizing the work done.
The client consciously accepts the obligation to follow the agreed action plan executing a
common long-term Plan per shop
Doesn`t summarize the outcomes of the work done
Doesn`t create the action plan for the next visit
Doesn`t get the client`s agreement to follow the plan discussed
Doesn`t pay the proper attention to providing of optimal stock of PMU brands
CALL SUMMARY. ACTION PLANNING
ACTIVITIES
EXECUTING
BUILDIN
GCOOPERATIVERE
LATIONS
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
TERRITOR
YKNOWLEDGE&
ANALYSIS
AC
TIVITIESEXECUTIN
G
CALLOBJECTIVES
Self Knowledge
Directing Others
Interpersonal Savvy
Managerial Courage
Customer Focus
Action Oriented
Composure
Listening
Problem Solving
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
MAIN
MENU

BASIC:
Uses an opportunity to communicate with adult
consumers to discuss their preferences
During the contact with adult smoker uses the skills of
effective communication
Summarizes consumer`s feedback in an appropriate
form and provides it upon request
Explains to the Point`s of sale personnel the reason to
communicate with adult consumers about PMU brands
Provides the information about PMU brands for further
activation of adult consumers by Point`s of sale personnel
ADVANCED:
Actively seeks the opportunity to communicate with adult smokers with the aim to understand their preferences
Adapts the style of communication with the adult smoker for maintaining the dialogue and clear conveying
the message about the Brand
Has the information about consumers` preferences in all segment of tobacco products (price, taste, format etc.)
based on his/hers own experience of communicating with consumers
Can make the Point`s of sale personnel interested in conducting of consumer activation
Can consult the Point`s of sale personnel about the most effective methods of communication with the adult smoker
MASTER:
Uses the understanding of consumers` preferences for choosing the right tools of influencing in Plan per shop
Effectively uses Points` of sale personnel and consumer activation resources for executing territory development
plan objectives
Doesn`t communicate with the adult smokers
While communicating with a consumer doesn`t use the
skills of effective communication
Doesn`t engage the Point`s of sale personnel in
communication with a consumer
Is not able to interest and consult Point`s of sale personnel
CONSUMER ACTIVATION ACTIVITY (CA)
ACTIVITIES
EXECUTING
BUILDIN
GCOOPERATIVERE
LATIONS
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
TERRITOR
YKNOWLEDGE&
ANALYSIS
AC
TIVITIESEXECUTIN
G
CALLOBJECTIVES
Self Knowledge
Directing Others
Interpersonal Savvy
Managerial Courage
Customer Focus
Action Oriented
Composure
Listening
Problem Solving
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
MAIN
MENU

BASIC:
Analyses visit`s results in comparison with objectives and can specify factors of
both effective and ineffective behavior during different stages of a visit
With a support of a direct supervisor creates an individual plan of professional
skills development
ADVANCED:
Independently defines his/hers strengths which led him/her
to the successful outcome
Defines the areas of skills development which allow achieving the outcome in a
more effective way and creates their development plan
MASTER:
After each visit, correctly evaluates his/her professional skills after each visit as
the stage of executing of Individual development plan (fixed in MAP form) as
well as corrects the plan if necessary
Doesn`t keep in mind details of the visit
Is not able to define examples of successful and ineffective behavior
Looks for reasons of failures in actions of others deliberately
omitting his/her role
CALL ANALYSIS
ACTIVITIES
EXECUTING
BUILDIN
GCOOPERATIVERE
LATIONS
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
TERRITOR
YKNOWLEDGE&
ANALYSIS
AC
TIVITIESEXECUTIN
G
CALLOBJECTIVES
Self Knowledge
Directing Others
Interpersonal Savvy
Managerial Courage
Customer Focus
Action Oriented
Composure
Listening
Problem Solving
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
MAIN
MENU

BASIC:
Is able to determine what to do in Point of sale during the next visit on the basis
of Plan per shop
ADVANCED:
Defines objectives for the next visit and corrects the
Plan per shop, if necessary
MASTER:
Objectives for the next visit are based on the long-termTerritory
development plan
Uses visits` outcomes in order to identify new opportunities
for PMU and the client
Doesn`t set objectives for the next visit
Objectives for the next visit don`t meet Plan per shop
OBJECTIVES FOR NEXT CALL
ACTIVITIES
EXECUTING
BUILDIN
GCOOPERATIVERE
LATIONS
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
MON
ITORING&MEASU
RING
RE
PORTING/ FEEDBA
CK
TERRITOR
YKNOWLEDGE&
ANALYSIS
AC
TIVITIESEXECUTIN
G
CALLOBJECTIVES
Self Knowledge
Directing Others
Interpersonal Savvy
Managerial Courage
Customer Focus
Action Oriented
Composure
Listening
Problem Solving
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
MAIN
MENU

BUILDIN
GCOOPERATIVERE
LATIONS
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
MON
ITORING&MEASU
RING
TERRITOR
YKNOWLEDGE&
ANALYSIS
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
DEFINITION:
Effectively manages information
and provides its availability by
communicating it internally.
RE
PORTING/ FEEDBA
CK
REPORTING/ FEEDBACK
ADMINISTRATION INTERNAL COMMUNICATION
Comfort Around Hig
her Management
Integrity &Trust
Peer relationships
Standing Alone
MAIN
MENU
AC
TIVITIESEXECUTIN
G

BASIC:
Makes changes in plans on the basis of information got during a visit (visit`s
objectives, Plan per shop, territory development plan, individual development plan,
forms of in-field coaching , MAP form etc. )
Registers the applications to technical personnel on installation, maintenance,
dismantlement of the equipment
Manages trade programs documentation (compliance forms, contracts,
annexes, acts of acceptance, tax invoices)
Processes the business correspondence (e-mail etc.)
Provides extracting and writing-off of the tangible assets
(TPOSM, PPOSM, premiums etc.)
Administers the transport reports
All administrative documents and systems for reporting mentioned above meet the
real situation within a territory, requirements of PMU principles and practices on
management of business documents, information safety and confidentiality
ADVANCED:
Optimally plans the time for administrative work executing without damage
to fulfilling of business objectives
MASTER:
Supports the less experienced colleagues in optimization of administrative
work management
Makes propositions on optimization of administrative processes
on different levels
Leaves administrative work "for later", and "later" does not come
Regularly doesn’t execute the timing of reporting
The quality of reports doesn`t meet the required level
REPORTING/
FEEDBACK
ADMINISTRATION
BUILDIN
GCOOPERATIVERE
LATIONS
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
MON
ITORING&MEASU
RING
TERRITOR
YKNOWLEDGE&
ANALYSIS
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
RE
PORTING/ FEEDBA
CK
Comfort Around Hig
her Management
Integrity &Trust
Peer relationships
Standing Alone
MAIN
MENU
AC
TIVITIESEXECUTIN
G

BASIC:
Shares the most important visits` outcomes with the direct supervisor, colleagues and
other PMU stakeholders
Shares the information collected during the field work: sales dynamics, customers`
behavior, feedbacks about PMU activities and activities of other tobacco companies,
retail development, competitors, clients, suppliers
Regularly publishes the facts mentioned above in systems for electronic communication
as well as via other tools for informational exchange in PMU
ADVANCED:
Actively shares his/hers successful experience with the colleagues
Watches the reaction and evaluates the need in information
MASTER:
Regular publications make a positive effect both on other PMU employees`
actions and growth of business outcomes
Doesn`t react on request of information
Only reacts, but doesn`t initiate the internal exchange
of information and knowledge
Doesn`t use the available tools for internal communication
Prefers to provide information to management of the unit only
INTERNAL COMMUNICATION
REPORTING/
FEEDBACK
BUILDIN
GCOOPERATIVERE
LATIONS
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
MON
ITORING&MEASU
RING
TERRITOR
YKNOWLEDGE&
ANALYSIS
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
RE
PORTING/ FEEDBA
CK
Comfort Around Hig
her Management
Integrity &Trust
Peer relationships
Standing Alone
MAIN
MENU
AC
TIVITIESEXECUTIN
G

BUILDIN
GCOOPERATIVERE
LATIONS
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
TERRITOR
YKNOWLEDGE&
ANALYSIS
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
AC
TIVITIESEXECUTIN
G
DEFINITION:
Monitors activities and measures
achieved result vs objectives/KPIs and
sets proper objectives for the following
period accordingly.
MON
ITORING&MEASU
RING
MONITORING & MEASURING
Self Knowledge
Learning on the fly
Managerial Courage
Priority Setting
Problem Solving
Standing Alone
MAIN
MENU
RE
PORTING/ FEEDBA
CK

BASIC:
Knows and applies the Guideline on Management and Performance Evaluation (MAP)
Territory development plan meets the annual objectives in MAP form
With the support of a supervisor makes changes into territory development plan,
Plans per Shop as well as corrects an individual development plan according to the
results of activities
ADVANCED:
Regularly monitors the results of implementing of territory development plan
as well as individual development plan and provides their full execution with
the minimum support of the supervisor
MASTER:
Independently defines the need in correcting the territory
development plan and individual development plan, initiates
their review according to the results
Compares the outcome obtained with the resources spent. Develops corrective
actions for the return of PMU`s investment
Doesn`t spend time on measuring the results
Doesn`t react on changes of the situation within a territory
Doesn`t pay any attention to professional development
Doesn`t have objectives that can be measured
MONITORING
ACTIVITIES &
MEASURING
RESULT
BUILDIN
GCOOPERATIVERE
LATIONS
TERRITORYDEVE
LOPMENTPLAN/
PLANPERSHOP
TERRITOR
YKNOWLEDGE&
ANALYSIS
ROUTEPLA
NNINGANDTIMEMA
NAGEMENT
AC
TIVITIESEXECUTIN
G
MON
ITORING&MEASU
RING
Self Knowledge
Learning on the fly
Managerial Courage
Priority Setting
Problem Solving
Standing Alone
MAIN
MENU
RE
PORTING/ FEEDBA
CK

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Презентация для «Philip Morris Ukraine»