Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

Final

No description
by

Dmitry Kovalenko

on 29 April 2011

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Final

Internal
Customer Management Director
National KC
International KC
Group manager
Key account mngr (Lenta)
Key account mngr (5ka)
Key account mngr (itd)
Key account mngr (itd)
Group manager
Key account mngr (Auchan)
Key account mngr (Metro)
Customer development dept.
Key accounts
Customer marketing
Capability building
CD operations
CD finance
Vice president
Business Heads
KAs
Sales Operations and Trade Marketing Managers
Marketing
Logistics
Commercial departments
National sales director
Regional sales director
(West)
(East)
(South)
Territory sales manager * 5
Customer Marketing Executive (CME)
Modern Trade Executive (MTE)
Modern Trade Executive (MTE)
Distribution Supervisor (DS)
Channel Development Activation Executive (CDAE)
Senior Customers Sales Supervisor (SCSS)
Customers Sales Supervisor (CSS) /
Modern Trade Activation Executive (MTAE)
customer marketing director (NPC)
Regional strategy
Coaching
Distributors relationships
Sales forecasting, pricing
Cost management
Employees mangement
Sales PM
Sales representative
6
The same duties with restrictions
(territory, brands,...)
Operational management
Additional activities: advertising,
accounting,...
30
5
59
6
82
100
32
Project management
Outlet management
Product and campaign launching
Promo actions
Advertising
Merchendizing and sales reps management
Motivation system development
Product launching
Promotion
Budgeting
POS
Visiting outlets
Workflow
Personally promote KA sales
Organize and control promotion
Coordinate national promo activities for KA
Sales development
Merchendizing/sales reps control
SKU list
Universe database management
Visiting outlets
Negotiations
HR management
Workflow
IOP(KPI)
Product matrix
Pricing
Promo actions
Retail sales channel development
Coordination of agencies conducting promo activities
Budget control of national promotion campaign
Long-term relationships with distributors
SCU list
Key accounts
aaccounting
merchendizing
training programs
special program for distributiors
competitors management
38
2
Field sales(HPC)
How to change strctre
Exclude modern trade activation executive (his duties intersects with others)
Exclusive and non-exclusive sales reps., merchandisers and supervisers: do we need them and in which cases?
Unite HPC and FOOD units
Customer Sales Supervisor and Senior Customer Sales Supervisor - do we need them both?
organizing trade promotion activities in accordance with the sales targets of different categories. Currently there is centralized planning and management of all company‟s activities in the region. In order to carry out a promotion activity a territorial manager takes the initiative from the head office and realizes it in the region he‟s responsible for.
customer marketing executive
customer marketing director (FOOD)
Problems of old structure
New structure
Why increasing revenues
If you read that, you reach the truth
Field sales(FOOD)
National sales director
West
East
South
InLack of flexibility
- universal solutions from the center. But they are too far from customers. Thus, no exclusive promotion offers, which are expected by customers. (p.1)
- It’s also about quick decisions. Not to fall behind the rivals!

Discordance
– What is to be done by whom? (p.1)

Relations between the factory and a retailer
- developed through a distributor. Change his role or even avoid.

Avoid duplication (FOOD/HPC; West/East/South????; International KC/National KC????)

Weak correspondence between Territory Sales Managers

Need for inventarization and increase in stucturing in Customer Sales Supervision

Increase sales share through modern trade channels

Lack of promotion, merchandising events - inability to influence execution of Moscow-developed promo-actions

Increase the list of Key Accounts

Process of establishing relations with Key Accounts should be improved

Decline in food sales 2009-2010
Field Sales
Customer Development
Agenda
Field Sales
Unilever Medium Managers Pool
1
3
15
Increase sales share through modern trade channels


Lack of promotion, merchandising events - inability to influence execution of Moscow-developed promo-actions

Increase the list of Key Accounts

Process of establishing relations with Key Accounts should be improved

Decline in food sales 2009-2010
1
3
Problems
Lack of flexibility

Slow responce

Discordance

Duplication
Field Sales
Growth Structure
Implementation
We hope you've enjoyed the presentation!!
Questions?
Red Eyes Team
GSOM: 1st year Master students
Vera Lazarenko
Artem Chepurnoy
Dmitry Kovalenko
Alexey Kotkov
Problems
Solution
Implementation
Growth analysis
Forcefield analysis
Pushing
New addition
Resisting
Main risks
Sneer
Restructuring problems

Forcefield analysis
Pushing
New addition
Resisting
Main risks
Sneer
Restructuring problems

Forcefield analysis
Pushing
New addition
Resisting
Main risks
Sneer
Restructuring problems

Forcefield analysis
Pushing
New addition
Resisting
Main risks
Sneer
Restructuring problems

There is CME at every territory unit. They
report to TSM
are more independent than earlier
have more authority
have more resources
Growth analysis
Lack of flexibility and quickness in local marketing activities. Customers expectations aren't satisfied.

Duplication of identical functions (FOOD/HPC)

Discordance. It's not often clear: "What is to be done by whom?"

Bad process of establishing relations with new Key Account Customers

Weak correspondence between Territory Sales Managers
Main troubles
Presence of CME in TSM team improves local marketing activities and interaction with customers
Customer Development department
The functions are complicated and duplicated
Structure simplification disposes complexity and ambiguity
Constantly looks for new customers to Key Accounts list, using reports of RSDs
New duty:
Problems
Lack of flexibility in marketing activities

Duplication (Food/HPC)

Discordance between employees' duties

Bad process of establishing relationships with new KA customers
Problems
Integration of FOOD and HPC sales divisions into one breaks off duplication functions and simplify customer relations
Outplacement program
Skills examine
Presentation skills training
Promotion
Stress management
Compensation

Total cost: $2.5 mln

Lack of flexibility in marketing activities

Duplication (Food/HPC)

Discordance between employees' duties

Bad process of establishing of relations with new KA customers
Problems
Old structure
New structure
The structure:
solves the problems
doesn't require dramatical changes
Positions at the old structure
Positions at the new old structure
Personal movement
Implementation stages
Solution
Low efficiency in some regions
Low efficiency in some regions
Full transcript