Live Case Presentation[1] (2)

Live Case PresentationRESTRUCTURING THE SALES TEAM

Implementation of push pull modelUnilever food Solution

BackgroundUnilever Food SolutionsUnilever Food Solutions helps chefs serve

tasty, wholesome meals that keep guests coming back for more. We create ingredients that save precious prep time in the kitchen, without compromising on flavour, quality or flair. And constantly provide ideas and inspiration that keep your menu fresh and exciting.

BrandsBest FoodsKnorrRafhan Carte DorLiptonSupreme

National Reach

Legacy sales strategyConventional selling Single sales person responsible for Both primary and secondary salesROI deliveryDistribution managementClaims PreparationBusiness Development (Grip, Grab, Grow)DSRs ManagementRegular Market Visits

New sales StrategyTransition from conventional sales to push n pull

modelMore focused approach with clear job responsibilities to

deliver robust growth.PUSH:

Responsible for Primary Sales. Responsible to build stronger and sustainable Route to

Marketing (RTM) Manage Distributor Sales Reps. Ensure company policy compliance for all distributors Responsible for implementation of PTP (Pull through Push) Responsible to manage all operational issues of distributors. Availability of stock at distributors Coordination with the internal supply chain

New sales StrategyPULL:

GripBringing new customers

GrabPenetration of product in existing customers

Growincrease the usage of the product in existing customers

Distribution ChannelsModern tradeWhole sellersDistributors

CaseReview of Push and Pull strategy

implemented 2010Analysis of distribution Channel and its

implication on ToplineDistribution feedbackEmployee FeedbackExecution VS PlanningImprovement areasFuture

Focus GroupJameel Anwar (CEO Venus Pakistan)Shabzada Shah Khalid (Al-Qadeer

Corporation)Amir Tagar (ASM Pull UFS)Saeed Ahmed (ASM Push UFS)

Al–Qadeer (Interview)Impact of Push & pull on distributor :

Order booking

Scheduling

•Sales cycle

logistics Invoice recovery

• No Organizational change• Compatibility btw Company and distributor

increased

Pros of pull strategy Dedicated Skilled resource assignment to

distributors Filled the Communication gap Enhanced relationship management with

customers.Company trained DSRs for the distributor

Areas of conflict ( Con’s of pull strategy)Sales order taken by TM of company

whereas recovery done by distributor Different KPI’s for TM’s and DSR .TM’s are more trained /skilled than DSR’s.Control issues > order taken by TM’s but

recovery by DSR.

Pros for push strategyDistributors claims/invoices are properly

followedFocus on SOPsRelaxation to resources dedicated for pull

marketing Dedicated employee to carryout demand

supply planning After focusing the sales were doubled in

last two years.

Challenges/Mitigation Modern Trade ( Metro /Makro )

Diversified product portfolio On the Shelf margins greater than distributors

Credit Terms enhanced Relationships strengthened with customersValued Services provided(Speedy Delivery,Customization)

In order to overcome the challenges distributor play with their strengths

Types of Sales organization In Theory

Geographic Sales Organization Sales rep’s given geography promotes all of

company’s products to all of company’s customers in the territory.

Product Sales Organization Sales rep having an expertise in some specific

category of technically complex product. It helps avoiding duplication of sales calls

Customer groups Sales Organization Structured based on the customer segments sales

reps serve. Better understanding of customer needs & buying behavior

Sales force Opportunity Grid

Sales Effort Allocation In TheoryAssignment of sales reps to territories,

products and specific accounts requires analytical ability.

Proper allocation decision determine efficiency of sales operation and extent to which objectives are achieved.