This document outlines an agenda to discuss business strategies between a company and its distributor. It includes reviewing 2011 performance, discussing 2012 growth plans, the distributor's market position, and introduces a Strategic Advantage Partnership Program. The program offers incentives like discounts, rebates, and strategic incentives up to 29% in total for commitments to aggressive growth, information sharing, new accounts, and supporting new LPS products.
Nestle is the world's largest food and beverage company founded in 1867 in Switzerland. It employs over 250,000 people globally and has operations in almost every country. Nestle operates under a decentralized model where each country manages its own business. In India, Nestle sells a wide range of products from milk and nutrition to chocolate and coffee. It uses a multi-layered distribution network of distributors, super stockists, wholesalers and retailers to supply its products across India from its 7 manufacturing plants. Nestle provides training and incentives to motivate its channel partners.
The document presents findings from a study on the effect of the 2008 financial crisis on investors' investment patterns in India. The study found that while the crisis impacted some sectors more than others, investors remain optimistic about the long-term growth prospects of both the Indian and US economies. Most preferred future investment sectors included services and savings accounts.
The document provides tips for promoting events via social media. It recommends creating Facebook, Twitter, LinkedIn, and YouTube accounts for the event and posting regular updates about speakers, topics, and other details. It suggests engaging attendees by asking questions and encouraging sharing photos and posts tagged with the event hashtag. The document also promotes using hashtags, videos, and shared posts to spread awareness and encourage attendance.
Strategic management mba final project dec 2021RaMyMoHamed77
Dollar General was considering expansion plans in 2011 to open 625 new stores, add 6,000 employees, and remodel 550 existing stores. They hoped this would help increase their market share from 41% to 59% and take advantage of economic growth. However, management recognized increased debt from expansion could negatively impact the business. After analyzing their financials, market position, and strategies, it was recommended that Dollar General continue their growth strategy through international expansion, market development, and pursuing opportunities in the healthcare industry through partnerships.
Business Development Strategy For Any Organization PowerPoint Presentation Sl...SlideTeam
Business Development Strategy For Any Organization PowerPoint Presentation Slides is appropriate for entrepreneurs to showcase ways to expand business horizons. Our business strategy PPT theme helps you to outline marketing, customer, product, geographic, distribution, service, pricing, sales, and other strategies. Demonstrate the perfect growth strategy formula and its components by the means of this strategic business development plan PowerPoint template deck. Represent the product use cases, product dimensions that need improvement, and with the help of this business expansion PPT slideshow. The impactful data visualization tools of business growth plan PowerPoint theme help you to elucidate product, process, position, and paradigm innovation. The concise tabular format included in our corporate development plan PPT template assists you in analyzing your product against the competitors. Explain your target market and ways to strengthen the target market using the eye-catching graphical layouts of development planning PowerPoint presentation. So, download this company growth strategies PPT deck and create a captivating presentation within moments. https://bit.ly/37vZeVK
Business Development Strategy For Any Organization Powerpoint Presentation Sl...SlideTeam
"You can download this product from SlideTeam.net"
Business Development Strategy For Any Organization PowerPoint Presentation Slides is appropriate for entrepreneurs to showcase ways to expand business horizons. Our business strategy PPT theme helps you to outline marketing, customer, product, geographic, distribution, service, pricing, sales, and other strategies. Demonstrate the perfect growth strategy formula and its components by the means of this strategic business development plan PowerPoint template deck. Represent the product use cases, product dimensions that need improvement, and with the help of this business expansion PPT slideshow. The impactful data visualization tools of business growth plan PowerPoint theme help you to elucidate product, process, position, and paradigm innovation. The concise tabular format included in our corporate development plan PPT template assists you in analyzing your product against the competitors. Explain your target market and ways to strengthen the target market using the eye-catching graphical layouts of development planning PowerPoint presentation. So, download this company growth strategies PPT deck and create a captivating presentation within moments. https://bit.ly/3nt3o8E
Nestle is the world's largest food and beverage company founded in 1867 in Switzerland. It employs over 250,000 people globally and has operations in almost every country. Nestle operates under a decentralized model where each country manages its own business. In India, Nestle sells a wide range of products from milk and nutrition to chocolate and coffee. It uses a multi-layered distribution network of distributors, super stockists, wholesalers and retailers to supply its products across India from its 7 manufacturing plants. Nestle provides training and incentives to motivate its channel partners.
The document presents findings from a study on the effect of the 2008 financial crisis on investors' investment patterns in India. The study found that while the crisis impacted some sectors more than others, investors remain optimistic about the long-term growth prospects of both the Indian and US economies. Most preferred future investment sectors included services and savings accounts.
The document provides tips for promoting events via social media. It recommends creating Facebook, Twitter, LinkedIn, and YouTube accounts for the event and posting regular updates about speakers, topics, and other details. It suggests engaging attendees by asking questions and encouraging sharing photos and posts tagged with the event hashtag. The document also promotes using hashtags, videos, and shared posts to spread awareness and encourage attendance.
Strategic management mba final project dec 2021RaMyMoHamed77
Dollar General was considering expansion plans in 2011 to open 625 new stores, add 6,000 employees, and remodel 550 existing stores. They hoped this would help increase their market share from 41% to 59% and take advantage of economic growth. However, management recognized increased debt from expansion could negatively impact the business. After analyzing their financials, market position, and strategies, it was recommended that Dollar General continue their growth strategy through international expansion, market development, and pursuing opportunities in the healthcare industry through partnerships.
Business Development Strategy For Any Organization PowerPoint Presentation Sl...SlideTeam
Business Development Strategy For Any Organization PowerPoint Presentation Slides is appropriate for entrepreneurs to showcase ways to expand business horizons. Our business strategy PPT theme helps you to outline marketing, customer, product, geographic, distribution, service, pricing, sales, and other strategies. Demonstrate the perfect growth strategy formula and its components by the means of this strategic business development plan PowerPoint template deck. Represent the product use cases, product dimensions that need improvement, and with the help of this business expansion PPT slideshow. The impactful data visualization tools of business growth plan PowerPoint theme help you to elucidate product, process, position, and paradigm innovation. The concise tabular format included in our corporate development plan PPT template assists you in analyzing your product against the competitors. Explain your target market and ways to strengthen the target market using the eye-catching graphical layouts of development planning PowerPoint presentation. So, download this company growth strategies PPT deck and create a captivating presentation within moments. https://bit.ly/37vZeVK
Business Development Strategy For Any Organization Powerpoint Presentation Sl...SlideTeam
"You can download this product from SlideTeam.net"
Business Development Strategy For Any Organization PowerPoint Presentation Slides is appropriate for entrepreneurs to showcase ways to expand business horizons. Our business strategy PPT theme helps you to outline marketing, customer, product, geographic, distribution, service, pricing, sales, and other strategies. Demonstrate the perfect growth strategy formula and its components by the means of this strategic business development plan PowerPoint template deck. Represent the product use cases, product dimensions that need improvement, and with the help of this business expansion PPT slideshow. The impactful data visualization tools of business growth plan PowerPoint theme help you to elucidate product, process, position, and paradigm innovation. The concise tabular format included in our corporate development plan PPT template assists you in analyzing your product against the competitors. Explain your target market and ways to strengthen the target market using the eye-catching graphical layouts of development planning PowerPoint presentation. So, download this company growth strategies PPT deck and create a captivating presentation within moments. https://bit.ly/3nt3o8E
The document provides an overview of marketing strategies and the role of the marketing manager. It discusses key concepts like the marketing concept, developing a value proposition, competitive advantages, product positioning, and how marketing strategies should be tailored based on a product's stage in the life cycle. The focus is on understanding the elements of a complete marketing strategy and how the job of a marketing manager involves implementing strategies to meet business objectives.
This document discusses territory management in sales. It covers defining territories based on customer grouping rather than just geography. It also discusses different types of accounts like major accounts and direct accounts. The document outlines territory activities and factors to consider in designing sales territories such as workload, product lines, competition, and sales potential. It provides a model for territory management involving planning, implementation, and control. Prioritizing activities for existing territories focuses on customer feedback while prospecting involves identifying target accounts through existing customers and referrals.
The top 10 challenges for product managers are: improving innovation, sharpening segmentation, managing portfolios more effectively, leveraging data/machine learning for insights, developing market/customer focus skills, adopting a commercial mindset, keeping ahead of technology changes, breaking down barriers to adoption, managing stakeholders online, and potentially breaking up the product manager role into specialized skillsets.
Setting goals & managing the sales force's performanceSaad Elhalafawy
Sales goals are important for guiding and motivating a sales force. There are different types of goals, including input-based goals focusing on activities and output-based goals focusing on results like sales volumes. Choosing the right metrics and time period is important. Goals should be specific and difficult but achievable to improve performance. Factors like market conditions may require adjusting goals. Sales managers must set clear expectations and help reps develop skills to achieve their goals.
The document discusses strategies for MAP to accelerate inclusive growth through its portfolio. It aims to:
1) Take stock of progress to date by reviewing MAP offers and comparing expected vs. actual results to formulate a scale-up plan.
2) Formulate a 12-month scale-up plan by assessing drivers for scale, identifying strategic options to accelerate it, and setting targets for more system breadth and depth.
3) Provide guidance on framing effective offers by considering who the offer is aimed at, why actors should want it, what they would get, and what MAP expects to get in return.
Secrets to Revolutionizing Enterprise Sales Growth with End-to-End RevOps wit...saastr
We are amidst the emergence of a new enterprise buyer era, where customers have the power and are engaging in more places than ever before. Companies need to reassess their business models, which requires best-in-breed solutions to drive adoption and accelerate growth. This is an age where the first vendor to respond to the customer wins. It’s a world where Gartner predicts that 75% of the highest growth companies will need to deploy revenue operations by 2025.
In this session, Calendly Chief Revenue Officer Kate Ahlering will advocate for embracing an accelerated sales strategy to support faster company growth and what this looks like. She will share insights into the end-to-end enterprise sales processes, playbooks, and tools to lead competitive revenue operations in the new world of work.
Company Pitch Deck - Supply Chain Collaboration & Visibility In The Cloud For The Global Hardwood Lumber Industry.
- SaaS
- Vertical Integration
- Market Exchange
- Private Trade Networks
Writing Business Plan
What Is a Business Plan?
Why do You need?
Table of contents
Describe
Introduce
Products or Services
Unique selling points
Management
Marketing
Marketing Mix
Promotional Strategy
Future Growth and Expansion
Key Success Factors
Financial documents Mistake to avoid
The document discusses a consumer research study conducted by ICICI Lombard to understand opportunities for cross-selling motor insurance to their existing health insurance customers. Key findings from surveying 200 health insurance customers include that 79% had not been approached for motor policies and most prefer WhatsApp for communication. There is an opportunity to cross-sell motor policies as current penetration is only 12%. The document proposes segmenting customers based on demographics and holdings to identify the most receptive targets. It also suggests building a predictive model to identify which health insurance customers will be interested in motor insurance.
This document provides an overview and resources related to venture capital topics. It begins with an introduction and table of contents. Then it covers the following sections in detail: Sourcing & Due Diligence, Product-Market Fit, KPIs and Unit Economics, Market Sizing, Valuation, Term Sheets & Financing, VC Exits, and Fund Operations. For each section, it provides a high-level summary and lists relevant article and podcast resources for further learning. The goal of the Harlem Capital Syllabus is to synthesize common VC topics and share helpful resources for those seeking to learn more about venture capital.
Summary of Blue Ocean Strategy and tools. To be used as a quick reference of the concepts and tools. Not a replacement to reading the book (www.blueoceanstrategy.com)
Marketing Plans for Vacation Rental ManagersAmy Hinote
This document outlines an agenda for a vacation rental marketing planning workshop. The workshop will guide participants through developing a written marketing plan, including setting objectives, analyzing their market and competitors, determining budgets, identifying target demographics, and selecting marketing tactics and evaluation metrics. Participants will work in groups to complete exercises on various aspects of developing a marketing plan over the course of the afternoon workshop.
The document provides guidelines for creating an effective startup pitch deck to present to angels and venture capitalists. It outlines the core components that should be included in the deck, such as the elevator pitch, team, solution, traction, competition, business model, financials, and ask. The guidelines recommend keeping the deck concise with clean slides, showing results instead of just telling about them, and practicing the pitch. It also provides tips for preparing for the pitch meeting, such as researching the investors and checking fit beforehand.
This document outlines best practices for creating an effective startup pitch deck. It recommends including core slides that introduce the problem, solution, team, traction, business model, financials, and capital request. Additional slides can provide more details on the market, competition, marketing strategy and financial projections. Key advice includes showing qualitative and quantitative validation, telling a clear story, addressing the big problem and opportunity, and focusing on the essential information. The goal is to grab attention, prove fit and potential, and get to the next meeting.
This document provides guidance on setting marketing goals and creating a marketing plan for 2016. It recommends assessing performance from last year, identifying strengths, weaknesses, opportunities and threats. The planning process involves setting objectives, strategies and tactics. Key elements to include in the plan are initiatives, pricing, sales, markets, customers, and promotion activities. The plan should have SMART goals and be implemented through promotion as a sales funnel.
This presentation is by Professor Joe Hines, professor of marketing at Concordia, Fullerton College, Whittier College, and Cal State Fullerton. Joe also owns a content marketing practice called A-Cubed Marketing in Orange County, California.
Strategic Planning for Financial ServicesJenny Cavnar
The document discusses strategic planning and minimizing execution risk. It provides examples of strategic planning processes and components that work well, such as conducting planning sessions to establish a common fact base and agreeing upon a clear, shared vision and future direction. It also discusses evaluating opportunities and options at the business segment level to identify the best path to long-term value. Examples are provided of high performing community banks that effectively convert opportunities through customer-focused strategies and rigorous planning and execution processes.
oGIP Tier 2 structures and L&D for increased LC performanceAIESEC
The document discusses strategies for structuring teams and building capacity for growth in the oGIP programme. It recommends:
1. Picking focus learning communities (LCs) for oGIP growth based on the organizational development (OD) model and using business intelligence to identify challenges and drive productivity increases.
2. Planning team capacity using talent planning tools and conducting optimized short-term recruitments to address any gaps.
3. Developing an OD model to structure LCs and balance growth across oGIP and oGCDP based on factors like the number of LCs and whether there are expansion initiatives. The model recommends splitting focus between programs or having hybrid/support roles.
The key strategies
This presentation will help you understand how to:
Develop short- mid- and long-term business, sales and marketing goals and related objectives
Prepare your corporate Mission and Vision statement
Understand brand positioning and its importance
Recognize ideal target clients
Determine competitive factors that affect your market position
Define the elements that will shape your marketing budget
The document provides an overview of marketing strategies and the role of the marketing manager. It discusses key concepts like the marketing concept, developing a value proposition, competitive advantages, product positioning, and how marketing strategies should be tailored based on a product's stage in the life cycle. The focus is on understanding the elements of a complete marketing strategy and how the job of a marketing manager involves implementing strategies to meet business objectives.
This document discusses territory management in sales. It covers defining territories based on customer grouping rather than just geography. It also discusses different types of accounts like major accounts and direct accounts. The document outlines territory activities and factors to consider in designing sales territories such as workload, product lines, competition, and sales potential. It provides a model for territory management involving planning, implementation, and control. Prioritizing activities for existing territories focuses on customer feedback while prospecting involves identifying target accounts through existing customers and referrals.
The top 10 challenges for product managers are: improving innovation, sharpening segmentation, managing portfolios more effectively, leveraging data/machine learning for insights, developing market/customer focus skills, adopting a commercial mindset, keeping ahead of technology changes, breaking down barriers to adoption, managing stakeholders online, and potentially breaking up the product manager role into specialized skillsets.
Setting goals & managing the sales force's performanceSaad Elhalafawy
Sales goals are important for guiding and motivating a sales force. There are different types of goals, including input-based goals focusing on activities and output-based goals focusing on results like sales volumes. Choosing the right metrics and time period is important. Goals should be specific and difficult but achievable to improve performance. Factors like market conditions may require adjusting goals. Sales managers must set clear expectations and help reps develop skills to achieve their goals.
The document discusses strategies for MAP to accelerate inclusive growth through its portfolio. It aims to:
1) Take stock of progress to date by reviewing MAP offers and comparing expected vs. actual results to formulate a scale-up plan.
2) Formulate a 12-month scale-up plan by assessing drivers for scale, identifying strategic options to accelerate it, and setting targets for more system breadth and depth.
3) Provide guidance on framing effective offers by considering who the offer is aimed at, why actors should want it, what they would get, and what MAP expects to get in return.
Secrets to Revolutionizing Enterprise Sales Growth with End-to-End RevOps wit...saastr
We are amidst the emergence of a new enterprise buyer era, where customers have the power and are engaging in more places than ever before. Companies need to reassess their business models, which requires best-in-breed solutions to drive adoption and accelerate growth. This is an age where the first vendor to respond to the customer wins. It’s a world where Gartner predicts that 75% of the highest growth companies will need to deploy revenue operations by 2025.
In this session, Calendly Chief Revenue Officer Kate Ahlering will advocate for embracing an accelerated sales strategy to support faster company growth and what this looks like. She will share insights into the end-to-end enterprise sales processes, playbooks, and tools to lead competitive revenue operations in the new world of work.
Company Pitch Deck - Supply Chain Collaboration & Visibility In The Cloud For The Global Hardwood Lumber Industry.
- SaaS
- Vertical Integration
- Market Exchange
- Private Trade Networks
Writing Business Plan
What Is a Business Plan?
Why do You need?
Table of contents
Describe
Introduce
Products or Services
Unique selling points
Management
Marketing
Marketing Mix
Promotional Strategy
Future Growth and Expansion
Key Success Factors
Financial documents Mistake to avoid
The document discusses a consumer research study conducted by ICICI Lombard to understand opportunities for cross-selling motor insurance to their existing health insurance customers. Key findings from surveying 200 health insurance customers include that 79% had not been approached for motor policies and most prefer WhatsApp for communication. There is an opportunity to cross-sell motor policies as current penetration is only 12%. The document proposes segmenting customers based on demographics and holdings to identify the most receptive targets. It also suggests building a predictive model to identify which health insurance customers will be interested in motor insurance.
This document provides an overview and resources related to venture capital topics. It begins with an introduction and table of contents. Then it covers the following sections in detail: Sourcing & Due Diligence, Product-Market Fit, KPIs and Unit Economics, Market Sizing, Valuation, Term Sheets & Financing, VC Exits, and Fund Operations. For each section, it provides a high-level summary and lists relevant article and podcast resources for further learning. The goal of the Harlem Capital Syllabus is to synthesize common VC topics and share helpful resources for those seeking to learn more about venture capital.
Summary of Blue Ocean Strategy and tools. To be used as a quick reference of the concepts and tools. Not a replacement to reading the book (www.blueoceanstrategy.com)
Marketing Plans for Vacation Rental ManagersAmy Hinote
This document outlines an agenda for a vacation rental marketing planning workshop. The workshop will guide participants through developing a written marketing plan, including setting objectives, analyzing their market and competitors, determining budgets, identifying target demographics, and selecting marketing tactics and evaluation metrics. Participants will work in groups to complete exercises on various aspects of developing a marketing plan over the course of the afternoon workshop.
The document provides guidelines for creating an effective startup pitch deck to present to angels and venture capitalists. It outlines the core components that should be included in the deck, such as the elevator pitch, team, solution, traction, competition, business model, financials, and ask. The guidelines recommend keeping the deck concise with clean slides, showing results instead of just telling about them, and practicing the pitch. It also provides tips for preparing for the pitch meeting, such as researching the investors and checking fit beforehand.
This document outlines best practices for creating an effective startup pitch deck. It recommends including core slides that introduce the problem, solution, team, traction, business model, financials, and capital request. Additional slides can provide more details on the market, competition, marketing strategy and financial projections. Key advice includes showing qualitative and quantitative validation, telling a clear story, addressing the big problem and opportunity, and focusing on the essential information. The goal is to grab attention, prove fit and potential, and get to the next meeting.
This document provides guidance on setting marketing goals and creating a marketing plan for 2016. It recommends assessing performance from last year, identifying strengths, weaknesses, opportunities and threats. The planning process involves setting objectives, strategies and tactics. Key elements to include in the plan are initiatives, pricing, sales, markets, customers, and promotion activities. The plan should have SMART goals and be implemented through promotion as a sales funnel.
This presentation is by Professor Joe Hines, professor of marketing at Concordia, Fullerton College, Whittier College, and Cal State Fullerton. Joe also owns a content marketing practice called A-Cubed Marketing in Orange County, California.
Strategic Planning for Financial ServicesJenny Cavnar
The document discusses strategic planning and minimizing execution risk. It provides examples of strategic planning processes and components that work well, such as conducting planning sessions to establish a common fact base and agreeing upon a clear, shared vision and future direction. It also discusses evaluating opportunities and options at the business segment level to identify the best path to long-term value. Examples are provided of high performing community banks that effectively convert opportunities through customer-focused strategies and rigorous planning and execution processes.
oGIP Tier 2 structures and L&D for increased LC performanceAIESEC
The document discusses strategies for structuring teams and building capacity for growth in the oGIP programme. It recommends:
1. Picking focus learning communities (LCs) for oGIP growth based on the organizational development (OD) model and using business intelligence to identify challenges and drive productivity increases.
2. Planning team capacity using talent planning tools and conducting optimized short-term recruitments to address any gaps.
3. Developing an OD model to structure LCs and balance growth across oGIP and oGCDP based on factors like the number of LCs and whether there are expansion initiatives. The model recommends splitting focus between programs or having hybrid/support roles.
The key strategies
This presentation will help you understand how to:
Develop short- mid- and long-term business, sales and marketing goals and related objectives
Prepare your corporate Mission and Vision statement
Understand brand positioning and its importance
Recognize ideal target clients
Determine competitive factors that affect your market position
Define the elements that will shape your marketing budget
2. Agenda
Understanding Each Other’s Business
1. Discuss and Review 2011
2. Discuss your Company’s 2012 Growth Strategies
3. Discuss LPS’ 2012 Growth Strategies
4. Introduce LPS’ 2012 Strategic Advantage Partnership Program
2
3. 2011 Business Review
• 2011 Sales to 2010
• 2011 Events (Product Training, Vendor Show, etc.)
• What was good? What could be better?
• LPS MRO Audits / Opportunities
• How many were completed? How many were presented?
• How many were sold, lost, and are still pending?
• Other End-user Notable Sales Results
• New Product Sales
• What could we have done better in our “pull-through” sales strategy?
• 2011 Promotions
• What was successful? How can we do better?
3
4. Distributor’s 2012 Strategy
• Salesforce
• How are you strategically structuring your salesforce? (Inside & Outside)
• Do you plan on adding to your salesforce head count?
• How are you incentivizing your salesforce for growth? (Commission, Gross Margin)
• Sales Strategies
• Do you have a defined sales process? What is it?
• What new markets and sales channels are you planning to enter?
• Are you using any new sales enablement tools? (CRM)
• Markets and Accounts
• What new accounts are you targeting?
• Are you noticing any specific “emerging markets” in your operating area?
• How do you differentiate yourself from your competitors – Local, Regional, and National.
4
5. LPS Market Position
• Rank in Sales / Market Share
• Where does LPS rank in terms of your MRO Chemical Sales?
• If we are not your #1 MRO Chemical supplier, which Companies are ahead of us?
• What is LPS’ approximate Market Share percentage of the MRO Chemicals you sell?
• How can we increase our Market Share with you?
• Margins
• How does LPS’ Gross Margin percentage compare to your other MRO Chemical lines?
• How does LPS’ Gross Margin percentage compare against other MRO suppliers?
• LPS
• How can we better serve you as a supplier?
• What do we do well?
• Are there things we can improve upon?
• What are your Best Suppliers doing that LPS is not doing?
5
6. LPS 2012 Strategy
• Organic Growth*
• Innovation & New Product Development
• LPS and all ITW companies are getting closer to
the customer
• What are the unmet needs of the End User?
• What are the unmet needs of the Distributor?
• Employee Development
• Investing in Training
*Note: Organic Growth for the Distributor may not be Organic Growth for LPS
6
7. LPS 2012 Strategic Advantage Program
Distributor Commitments:
• Aggressive Growth Plan
• Information and Resource Sharing
• MRO Chemical Conversions
• Quarterly Review Meetings - LPS Regional Sales Manager
& Distributor Principals
Benefits:
• Preferred Partner Status
• Flat Pricing
• Aggressive Marketing Performance Fund
• LPS Sales Training
7
8. LPS 2012 Strategic Advantage Program
LPS Commitment
• Flat Pricing – Any Quantity (15% off)
• Distribution Center Shipments
• Branch Shipments: 15 cases = 15% off and Freight Paid
• Drum Drop Ship Program to End Users = 5% off (1st Column Pricing)
and Freight Paid
• Selective Discounts
• Competitive Opportunities
• Volume Business
• High Profile End User Accounts
• Special Terms: 2% 30, Net 31
8
9. Advantage Program to Strategic Program
• Strategy – a plan, method, or series of maneuvers for
obtaining a specific goal or result
• Partnership – the state or condition of being a partner;
participation; association; joint interest.
• Incentive – something that incites or tends to incite to
action or greater effort, as a reward offered for
increased productivity
9
10. LPS Sales and Marketing Support
Sales Training
• Minimum of 3 Training Sessions are Required to Qualify for Flat
Pricing
• Inside Sales People - 1 Session
• Outside Sales People - 2 Sessions
• 1 Training Session for Q1 will be Determined by Sign-up
• Additional 2 Training Sessions will be Scheduled by Q1 Review
Marketing Performance Funds – 3% of 2011 Purchases
• LPS pays out 100% • Flyers
(Not 50%/50% Co-Op) • Trade Shows
• Open Houses
• Customized Growth Incentive • Displays
Programs (SPIFFs) • Catalogs
• Headers
• Pre-approval by the LPS Regional • Point of Purchase
Sales Manager is Required
10
11. LPS 2012 Strategic Advantage Program
GROWTH AND REBATE* INCENTIVES
TO QUALIFY PURCHASES MUST EXCEED 2011
PURCHASES BY 8.0%
% GROWTH OVER 2011 % REBATE
8.0% - 11.99% 1%
12.0% - 15.99% 2%
16.0% + 3%
*Rebates back to $1
11
12. Strategic Incentives
Distributor’s “Who Bought LPS” Reports = 1%
• Discuss the Purchase of LPS Products
• Identify Opportunities for Growth
• Potential to Go “Wider and Deeper” and Sell more LPS to
Existing LPS End Users
• Provide Quarterly with End Users, SKUs, and Distributor Sales
Person Information
• Above information for Q1, Q2, and Q3 in the Excel File and
Format Provided by LPS
12
13. Strategic Incentives
Competitive “Who Bought What” MRO Chemical Reports = 1%
1. What other MRO Chemical Lines are you purchasing with
combined purchases over $5,000?
2. Provide in Q1 and Update in Q3 with End Users, SKUs, Selling
Prices, and Distributor Sales Person Information in and Excel
File and Format Provided by LPS
13
14. Strategic Incentives
Convert Competitive Chemical Product(s) to LPS = 1%
• At the Distributor’s Inventory Level
• Must be over $5,000
• Must be Pre-Approved by the LPS Regional Sales Manager
• Competitive Product Line Target will be Identified on Sign-up Sheet
• Line must also be Reported on “Who Bought What” reports to Verify
Opportunity
Note: This is a contingent upon completing a Competitive “Who Bought What” Report.
14
15. Strategic Incentives
Convert 4 New Target End Users to LPS = 1%
• Each End User must be over $5,000 (Distributor Sales Volume)
• List of End User Targets must be Submitted during Sign-up in the
Format Provided by LPS
• Each Must be Pre-Approved by the LPS Regional Sales Manager
• A List of 10+ Targets must be Provided by March 1st in the Format
Provided by LPS
Note: Competitive Chemical Products and Target End Users must be Independent of each other.
No Double Dipping.
15
16. Strategic Incentives
Promote LPS Products in 2012 = 1%
A. Must do at least 2 promotions in 2012
B. You can only promote the products that are shown here. No Exceptions.
C. All items promoted must be stocked prior to the start of the promotion or training.
D. Distributors must provide proof of promotion and utilization of marketing funds.
16
17. Coordinated Media Schedule
2012 National Advertising
• IMPO – Industrial Maintenance and Plant Operations
• NED – New Equipment Digest
• Industrial Supply – Industrial Supply Magazine
17
18. Strategic Incentives
New LPS Market Expansion Products = 1%
Stock and Support all New LPS Products introduced in 2010, 2011 & 2012.
Minimum 2 cases per product.
• Guaranteed Sales – LPS “Pull-Through” Sales Strategy
• 2 cases of each product must be purchased by the end of Q1 (even if purchased in 2011)
• For additional product launches, distributor must purchase 2 cases within quarter
launched
• Clear Penetrating Grease • T-91® Non-Solvent Degreaser
(06716) (06328, 06301, 06305, 06355)
• Food Grade Anti Seize • ThermaPlex® Bio Green™ Bearing Grease
(06508, 06510) (70714, 70706)
• KB 88 Ultimate Penetrant (trigger) • ThermaPlex® CS Moly Bearing Grease
(02322) (70814, 70806)
• SA-X X-Treme Degreaser
(06828, 06801, 06805, 06855)
18
19. Strategic Incentives
LPS Product Approval = $$
1. Secure an LPS Product Certification, Specification, or Approval
at a Major End User
• Automotive • Military •Transit Authority
• Aviation • Railroad • Utilities
• Food
2. Assist LPS in securing an industry recognized certification,
specification or approval and LPS will incentivize up to 5%
of the total volume of the approved product. (Must be
Pre-Approved by LPS Sales Management)
19
20. LPS 2012 Strategic Advantage Program
% GROWTH OVER % REBATE
2011
Level 1 8.0% - 11.99% 1%
Level 2 12.0% - 15.99% 2%
Level 3 16.0% + 3%
*Rebates back to $1
20
21. LPS 2012 Strategic Advantage Program
Incentives Summary
Discounts and Rebates Percentage
Flat Pricing 15%
Special Terms 2%
Aggressive Marketing Funds 3%
Growth Rebate 1%, 2%, or 3%
Strategic Incentives Percentage
Distributor’s “Who Bought LPS” Reports 1%
Competitive “Who Bought What” MRO Chemical Reports 1%
Convert Competitive Chemical Product(s) to LPS 1%
Convert 4 New Target End Users to LPS 1%
Promote LPS Products 1%
New LPS Market Expansion Products 1%
Secure Specifications, Certifications, or Approvals TBD
Total Strategic Incentives Potential 6%+
21 Grand Total Potential Incentives 29%+
Editor's Notes
In addition to this presentation, there should be a “Note Sheet” and a “Work Sheet” to be used in conjunction with the presentations. Also, if you are presenting to an AD Affiliate please use the AD 2-slide addendum. The foundation for this program is built upon three key words that should be stressed throughout your meetings – STRATEGY, PARTNERSHIP, AND INCENTIVE. These three words are the keys – the drivers – that you should memorize and fully understand the meanings of these three words as noted below: Strategy – a plan, method, or series of maneuvers for obtaining a specific goal or resultPartnership – the state or condition of being a partner; participation; association; joint interestIncentive – something that incites or tends to incite to action or greater effort, as a reward offered for increased productivity
As the Sales Manager for your specific region – your franchise – the way you conduct these meetings with your key accounts will determine the outcome. You want to be “engaged in a conversation” with the key principals and management of these “supporting” LPS customers. With this in mind, please plan on an hour to two hours for your meetings so that full discussions can take place regarding the partnership and how to strategize for sales growth in 2012.
The first slide refers to a BUSINESS REVIEW which should be done FIRST before the 2012 Program is shared. You need to bring copies of the Usage Reports and Usage & Allocation Reports for 2011. This conversation should include: 2011 sales to 2010 – the ups and downs. In fact, I would encourage all of you to go back 3 years to show a true picture of the account’s LPS business.Discuss the “events” that were completed; such as, product training, vendor shows, etc. and talk about what was good and what could be better.Review the audits you completed and presented in 2011.Where do they stand in terms of sold – RESULTS?Where do they stand in terms of closing?What happen to the ones that “we” did not win?Get into the End-users RESULTS – other than audits – to illustrate what other key sales took place.Give credit where credit is due. Cite those LPS Champions that have helped to achieve these RESULTS.Talk about New Product Sales – successful or not? What could we have done better in our “pull-through” sales strategy?2011 Promotions? The good (What was successful?), the bad (What to improve?), the ugly (Why weren’t there any done in 2010?). These questions are all important to have answers to – to help YOU and US become better at what we do. The answers may also help you to determine the course of the discussion as you get into the 2012 Strategic Advantage Program.
Prior to this meeting, review and reference any notes from the previous year’s meeting.
For 2012, the “base” minimal performance required for a distributor to be on this program is built on two things: Provide $25K in annual purchases; and, Provide three product training sessions in 2012. (Ideally, you want to secure the Training Dates during your meeting.) The incentive for the account is the “flat pricing” program. I must say, however, if that is all we can get from a “supporting” customer – then, we may reconsider any program offerings in 2013. Afterall, what you want is a partner – who can see the “Advantages” of the various offerings in the program. Someone who can realize the potential earnings from the incentive rebates in 2012 – AND, who can visualize beyond the next year for continued sales growth into the future. Above the base minimum required, all other incentives are activity-driven and based upon performance and productivity for these partnering accounts.
Lead with asking SA Partner how many training session you can perform with them. Remember, three is a minimum.
Discuss how you will confirm the success of this initiative.
Discuss how you will confirm the value and success with your SA Partner.
Discuss the total promotion plan with your SA Partner. (i.e. products will have stocked inventory, training, promotion type, incentive, results expected)Conduct a post promotion review to discuss accomplishment.