GROWING#SALES#AND#MARKETSHARE#PROFITABLY#c.ymcdn.com/sites/ · STORE SELL SHIP SUPPLY CHAIN PLANNING SUPPORT ... Industry trends analysis Competitive analysis ... SWOT Analysis Current

ID PROGRAM

GLOBAL STUDY ABROAD

Abroad

© 2015 All Rights Reserved ó Texas A&M University

GROWING SALES AND MARKETSHARE PROFITABLY

Business Processes Process Metrics Finance Elements Financial Drivers

DISTRIBUTOR PROFITABILITY FRAMEWORKLinking Business Processes and Shareholder Value

STORE

SELL

SHIP

SUPPLYCHAIN

PLANNING

SUPPORTSERVICES

SOURCE

STOCK

Gross Margin

Days Payable Outstanding

Cash-To-Cash Cycle Time

Working Capital

Inventory Turnover

GMROII

Total Asset Turnover

Revenue Growth

Cash-To-Cash Cycle Time

Working Capital

Inventory Turnover

GMROII


Revenue Growth

Gross Margin

BUSINES

S

PROCESSES

SHAREHOLDER

VALUE

http://supplychain.tamu.edu© 2008 Supply Chain Systems Laboratory, Texas A&M University

SHAREHOLDER VALUE

GROWTH PROFITABILITY ASSETEFFICIENCY

CASHFLOW

BUSINESSPROCESSES

FINANCIALDRIVERS

SOURCE STOCK STORE SELL SHIP

SUPPLY CHAIN PLANNING

SUPPORT SERVICES

Days Sales Outstanding

Gross Margin


Revenue Growth

EBITDA

Supplier Management(Strategic Sourcing)

Fleet Management

Dispatch Management

3PL / Carrier Management

Customer Order Fulfillment

Sales Management

Pricing Management

Marketing Management

Warehouse Fulfillment (Inbound)

Warehouse Management

Inventory Management

Supply Chain Optimization

Information Technology

Finance Management

Human Resource Management

Product ReceivingProduct Put-Away

Product PlacementLocation TypeLocation IdentificationProduct Storage

Cycle Counting

Sales Force StratificationMapping Customers & Sales Force

Customer StratificationCost To Serve AssessmentNew Customer Identification

Pricing Optimization

Voice Of CustomerNew Product Introduction Market Selection & Target StrategyCustomer Portfolio Management

Fleet Capacity ManagementFleet Cost Assessment

Routing OptimizationLoading Optimization

Carrier Selection & Performance

Product PickingOrder Delivery

New Facility Location

Network OptimizationResource & Asset Alignment(Supplier - Inventory - Customer)Service Level Optimization

System Integration

Credit Management

Training & Development

Recruitment & RetentionCompensation Design

Total Landed Cost

Payment Terms

Quality & Flexibility

Lead Time & Variability

Fill Rate

Growth Potential

Data Integrity

Invoice Accuracy

Past Due Tracking Efficiency

Training Effectiveness (Benefit-To-Cost Ratio)

Time & Cost To Hire

Retention Rate

Accuracy & Efficiency

Space Utilization

Item & Location Accuracy

Sales Force Mix

Customer Mix

Cost-To-Serve & Right Price

Time-To-Market

Qualified Leads Per Marketing Activity

Asset Utilization

On-Time Delivery

Accuracy & Efficiency

Cost Of Goods Sold

Accounts Payable

Inventory

Revenue

Inventory

Revenue

Cost Of Goods Sold

Accounts Receivable

Revenue

Marketing Expenses (Payroll, Promotion, Media)

Fixed Assets (Plant, Property, Equipment)

Transportation Expenses

Warehouse Payroll

Revenue

GROWTH

PROFITABILITY

CASH FLOW


Working Capital

Inventory Turnover

EBITDA

Revenue Growth

Working Capital


Account Receivable Turnover

EBITDA

Revenue Growth

ASSETEFFICIENCY

GROWTH

PROFITABILITY

CASH FLOW

ASSETEFFICIENCY

GROWTH

PROFITABILITY

CASH FLOW

ASSETEFFICIENCY

GROWTH

PROFITABILITY

CASH FLOW

ASSETEFFICIENCY

GROWTH

PROFITABILITY

CASH FLOW

ASSETEFFICIENCY

GROWTH

PROFITABILITY

CASH FLOW

ASSETEFFICIENCY

GROWTH

PROFITABILITY

CASH FLOW

ASSETEFFICIENCY

Supplier SelectionSupplier PerformanceSupplier StratificationSupplier Relationship

Inventory Stratification

What to Forecast?Demand ClassificationForecasting Method

When to Order? (Re-Order Point)How much to Order? (Order Quantity)Replenishment Policy

Inventory Mix

Forecast Accuracy

Fill Rate

Total Landed Cost

Revenue

Warehouse Payroll

Warehouse Rent

Inventory Write-Off


Revenue Growth

EBITDA


EBITDA

Revenue Growth

Fixed Assets (Plant, Property, Equipment)

Inventory

Operating Expenses (Transportation & Warehouse)

Revenue

Inventory

Accounts Receivable

Additional IT Expenses

Bad Debt (Write-Offs)

Hiring & Training Cost

Revenue

Optimal Network Location

Optimal Resource Deployment

Optimal Service Level

Profitability Framework – Concept

Business Process

• Inventory Stra2fica2on

Process Metric

• % of slow-‐moving inventory

Financial Element

• Inventory

Financial KPI

• GMROII

Financial Driver

• Profitability

Shareholder Value

• Increased ROI

1

Business Process

• Supplier Performance

Process Metric

• LT Variability

Financial Element

• Inventory

Financial KPI

• GMROII

Financial Driver

• Profitability

Shareholder Value

• Increased ROI

Business Process

• Customer Stra2fica2on

Process Metric

• Cost-‐to-‐serve

Financial Element

• Revenue, A/R

Financial KPI

• GM & DSO

Financial Driver

• Profitability & Cash Flow

Shareholder Value

• Increased ROI

GENERATING GROWTH - BEST PRACTICESHow do we generate growth opportunities?

COUNCIL F R RESEARCHON DISTRIBUTOR BEST PRACTICESAn Alliance of the NAW Institute & Texas A&M University

CRDBP

www.naw.org/crdbp http://supplychain.tamu.eduwww.nawpubs.org

MetricsGrowth Strategy Best Practices

LEVERAGEAccount Penetration - Existing customers

GrowthMechanism

GROWTH

PROFITABILITY

CASH FLOW

ASSETEFFICIENCY

PENETRATEMarket penetration - New Customers

BROADENNew Products and Services

ADDSales & Marketing Channels

REACH OUTGeography

EXPANDMarket Segments

BUILDNew Platform (multiple drivers)

INNOVATEValue Proposition Innovation

DIVERSIFYLine of Trade & Value Chain Function

GROWTHDRIVERS

IndustryDynamics

CustomerRelationships

SupplierRelationships

Sales &MarketingStrategy

Sales ForceEffectiveness

Account gap analysisCustomer stratificationSales force effectivenessRetention strategyValue proposition update

Market gap analysisSupplier collaborationCompetitive value propositionSales force performance managementSelling process

Growth mapping core customer andstrategic supplierIndustry trends analysisCompetitive analysis

Customer feedbackPain point analysisGrowth mapping core customer and strategic supplierProduct & service portfolio management

Market mappingTechnology developmentsCustomer need/convenience

Market mappingIndustry trends analysisCompetitive analysis

Growth mapping core customer andstrategic supplierMapping key competitorsSupply chain network optimization

Market segmentationSupplier growth inputsCompetitive analysisIndustry trends analysis

Customer feedbackSupplier inputsValue chain analysisCross-industry best practices

Core customer retention rateCore customer conversion rateShare of walletBalance revenue reliance (risk)

New customer acquisition rateRevenue from new (core) customersNew customer retention rate

Growth pipeline run rateGrowth from new platformsChange in competitive advantage

Growth from new products and services Value proposition leverageBalance over-dependency

Growth from new channelsChange in competitive advantage

Change in competitive advantageRisk managementGrowth from diversification

Growth from new territories Value proposition leverage(national accounts)

Growth from new market segmentsDegree of variety in end markets(risk factors)

Number of innovative effortsGrowth from innovate opportunitiesChange in competitive advantage

OrganicDevelopment

Acquisition

Merger

Strategic Alliance

Growth Drivers

© 2011 Global Supply Chain Laboratory

Strategic Planning Process Process Metrics Financial Elements Financial Metrics

SALES AND MARKETING FRAMEWORKLinking Sales and Marketing Processes to Shareholder Value & Customer Service

SHAREHOLDER

VALUE

CUSTOMER SERVICE

BUSINESS DEVELOPMENT (Markets, Products & Services)

New market segment development

New products and services development

Existing products and services management

Existing market segment management

SALES FORCE DESIGN, DEVELOPMENT AND MANAGEMENT

PERSONAL SELLING (SALES FORCE)

MARKETING COMMUNICATIONS

Customer mix - customer stratification Product & services mix Geographic mix Number of identified opportunities (leads, new customers, etc.) Number of realized opportunities Opportunity-to-sales ratio

Chargeback / rebate by supplier Returns trend by supplier Quality index by supplier Warranty Issues - frequency & resolution (time and cost) Safety / regulation compliance Customer satisfaction index

Customer’s product & service needs (voice of customer) Number of new products introduced Coordination with promotion, sales, purchasing & vendors Training & demo programs completed Customer satisfaction index

Number of new market segments Identified Segment attractiveness (potential) Segment competitiveness Coordination with vendors, sales and potential customers Potential core customer profiling Qualified leads

Alignment with sales force Synergy among media mix Effectiveness metrics Efficiency metrics

Qualified customer complaints Qualified sales force complaints Ease of coordation and control

Voice of customer Sales people complaints & morale Sales turnover Sales or GM per salesperson Cost of sales

Qualified customer complaints Qualified sales force complaints Patterns in quota attainment Alignment with sales strategy

Goal achievement Alignment with company objectives and customer needs Simplicity, consistency, ease of implementation, results and reward relationship Sales force satisfaction (engagement and pay variation)

Average training hours Training frequency Training content mix Training method mix

Degree of consensus in the sales system Alignment with sales strategy Relevance to selling environment

Sales force efficiency Sales force effectiveness

Level of integration with sales process Source of value for sales force Complexity & flexibility of tools Coordination between sales and IT

Sales force retention or attrition rate Percentage of low performers Quality of hire Sales force satisfaction index

Incremental revenue Operating expenses (cost-to-serve) Accounts receivables

Operating expenses (cost-to-serve) Outstanding credit - rebate / chargeback / Volume discount Impact on revenue

Revenue by product Revenue by market segment Operating expenses (cost-to-serve)

Incremental revenue Advertising / promotion expenses (payroll, media, services)

Revenue Selling expenses Operating expenses (cost-to-serve)


Recruiting and hiring Cost

Revenue

Operating expenses (cost-to-serve) Training expenses


Revenue Growth

EBITDA

Days Chargeback Outstanding


Market Share

An Alliance of the NAW Institute & Texas A&M University

COMPANYOBJECTIVES

SALES FORCEPRIORITIES

CUSTOMERNEEDS

Value

Pro

posit

ion Sales Process

Sales Management

IdentifyLeads

InterviewPotentialCustomer

DiscoverPotential

Presentto Customer

DesignSolution

Follow-up & Close the Sale

DeliverProducts &

Services

Post-SalesSupport

Negotiatewith Customer

VALUE POSITIONING

SALES AND MARKETING STRATEGYCross Functional Team

MARKET SEGMENTATION

MARKETSEGMENTATION

1

2

3

TARGETMARKET SELECTION

VALUEPOSITIONING

SUPPLY CHAINPLANNING

STOCK

Warehouse Fulfillment Warehouse Management Number of Locations

Inventory Stratification Forecasting Replenishment Policies

STORE

Strategic Sourcing Supplier Management

SOURCE SHIP

Information Technology Finance Management Human Resource Management

SUPPORTSERVICES

COMPANY

VISI

N

&

MISSION

Sales & Marketing Strategy Sales & Marketing Processes

What is the market?1

Market Analysis (Supplier & Customer-focused) Competition Analysis Economy & Political Impact Technological & Social Change

Where are we?2

SWOT Analysis Current Performance 4 Stakeholders - Shareholder, Customer, Employee & Supplier

Where do we want to be?3

Shareholder Value Expectation Customer Needs Company Objectives / Goals Benchmarking

Why should customersdo business with us?

5

Core Competence Value Proposition Competitive Advantage

How do we get there?4

Market Penetration (New) Product and Service Development (New) Market Development Diversification

COMPANYOBJECTIVES

(Shareholder Value Goals)

COMPANYSTRATEGY

FUNCTIONALOBJECTIVES

Communication Objectives

Target Audience

Communication Budget

Message (value proposition)

Media Mix

Performance Evaluation

SELL

Products (Brand) Inventory Availability Breadth and Depth (Capital) Market Coverage (Exclusivity) Price (Supplier Driven)

Value-add Services (Capability) Delivery (Capability) Facilities (Capability) Market Coverage (Capability) Cost (Cost-to-serve Driven)

Direct Sales Force (Market / Industry Knowledge & Selling Skills) Technical Support (Product & Application Knowledge) Price (Market Driven)

Credit Terms (Capital) Customer Service (Order Management) Market Presence & Experience (Knowledge & Relationship) Value-add Services (Capability)

SOURCE & STOCK

SELLSUPPORTSERVICES

STORE, SHIP &SUPPLY CHAIN

PLANNING

VALUEPROPOSITION

CREATE VALUE PROPOSITION DELIVER VALUE PROPOSITION SUSTAIN VALUE PROPOSITIONCOMMUNICATE VALUE PROPOSITION

DiversificationProduct &Services

Development

MarketDevelopment

MarketPenetration

BUSINESSDEVELOPMENT

CATALOG &LINE CARDS

WEBSITE DIRECTMAIL

SOCIAL MEDIA& PR

EMAILCAMPAIGN

TRADESHOW

ADVERTISING(ONLINE &OFFLINE)

CUSTOMERSERVICE

REP

FIELD SALESFORCE

SPECIALIST

CUSTOMER

Sales Process

Sales Force Structure

Sales Force Size

Sales Force Deployment

Sales Force Compensation

Sales Force Recruitment

Sales Force Training

Sales Force Culture

Sales Management

Sales Support Tools

Hit rate or conversion rate Completeness of sales process

Revenue Growth

Market Share

EBITDA"EBITDA

Revenue Growth

Market Share

EBITDA

EBITDA"Return on Marketing Spending(Advertising & Promotion)

www.naw.org/crdbphttp://id.tamu.edu

Created by Senthil Gunasekaran, Pradip Krishnadevarajan and Barry Lawrence

www.nawpubs.org

Revenue Growth

Market Share

EBITDA"Gross Margin


EBITDA


Revenue Growth

Market Share

EBITDA"Gross Margin


EBITDA


GROWTH

PROFITABILITYASSET

EFFICIENCY

SELL

FUNCTIONALSTRATEGY

Fleet Management Dispatch Management 3PL/Carrier Management Customer Order Fulfillment

CASH FLOW

© 2012 Global Supply Chain Lab, Texas A&M University

1

2

4

3

Market Macro Segments

ClusteredMicro Segments

MicroSegments

A

B

E

C

D

F

Customer Stra,fica,on Model

1

•  High Profitability •  No Rela2onship •  Low Cost to Serve •  Low Volume

Opportunis2c Customers

• High Profitability •  Sustained Rela2onship •  Low Cost to Serve • High Volume

Core Customers

•  Low Profitability •  No Rela2onship •  High Cost to Serve •  Low Volume

Marginal Customers

•  Low Profitability •  Sustained Rela2onship • High Cost to Serve • High Volume

Service Drain Customers

Customer Loyalty (Life)

Custom

er Profitab

ility

Customer Buying Power

Cost-‐To-‐Serve (CTS)

•  # Customers: 5-‐10% •  Revenue: 60% • NP: 80%

•  # Customers: 5% •  Revenue: 5% • NP: <10%

•  # Customers: 5-‐10% •  Revenue: 30% • NP: <10%

•  # Customers: 70-‐75% •  Revenue: 5-‐10% • NP: <5%

MANAGING GROWTH - BEST PRACTICESHow do we manage profitability while growing?

COUNCIL F R RESEARCHON DISTRIBUTOR BEST PRACTICESAn Alliance of the NAW Institute & Texas A&M University

CRDBP

www.naw.org/crdbp http://supplychain.tamu.edu

© 2011 Global Supply Chain Laboratory

www.nawpubs.org

Profitability Drivers ProcessGroups Growth ForcesGrowth Challenges Best Practices

Supplier proliferationProduct mix Supplier's channel strategyChannel power balanceChannel visibility

Competency GapTalent attractivenessTechnology and applications infrastructureLeadership gapLack of coordination, control & synergiesOrganizational mobility

Margin pressure from growing customersLack of pricing strategy (value proposition)Competency gapLack of support toolsSub-optimal market mix

SKU proliferationProduct portfolio / mixCost Vs service trade-offFill rate challengesSupplier performance

Sales force capacity vs customer coverageLack of sales-support productivity toolsMisaligned sales force incentives

Warehouse capacityOperating cost challengesCustomer service (accuracy & efficiency)

Ownership typeAccess to growth fundingInvestor attractiveness

Transportation capacityTransportation cost (routing & cubing / loading)Customer service (on-time delivery)

Credit requests from growing customers“New Normal” challenges

Credit, return and rebate policies forproduct expansion growth strategies

Supplier stratification & relationship strategyOptimizing channel compensationChannel growth strategy alignmentLeverage supplier performance

Customer stratificationPricing optimizationIn-built mechanism for early warningsActive adaptation of value propositionMarket segmentation

Inventory stratificationFocused forecastingDynamic replenishmentInventory network optimizationCompetency development

Sales force size & structureSales force productivity (support tools)Sales force compensationAligning customer, company and sales force

Operations (inbound & outbound) productivity - LeanEconomy of scaleBest practices sharingInternal benchmarking

Human capital developmentInformation capital readinessStrategic awareness and alignmentCustomer-centricGrowth mindset Creative leadershipStrategy & structure match

Financial fitness through free cash flow andoperating productivityInvestor confidence

Routing and loading optimizationEconomy of scaleSupply chain network optimization (Transportation vs Inventory)

Customers Human andIT Capital

Suppliers Shareholders

GROWTHFORCES

Customized terms based on customer stratificationIn-built mechanism for early warningsActive adaptation of value proposition

Optimizing channel compensation throughstrategic supplier relationshipLeverage supplier performance

GM%

CTS

DSO

DOI

DPO

OPPORTUNITY

CAPABILITY

> HUMAN CAPITAL> INFORMATION CAPITAL> ORGANIZATION CAPITAL

> FINANCIAL CAPITAL

OPERATINGMARGIN

CASHCONVERSION

CYCLE

SUPPORTSERVICES

STORE

SELL

SELL

SOURCE

STOCK

SUPPLYCHAIN

PLANNING

SOURCE

SHIP

BUSINESSMODEL

GROWTH

PROFITABILITY

CASH FLOW

ASSETEFFICIENCY

ECONOMICDRIVERS

RESOURCEDRIVERS

>> Shareholders>> Leadership

>> Human Capital>> Information Capital>> Organization Capital

>> Supplier>> Purchasing Workforce

>> Supplier>> Customer>> Cross-functional Workforce

>> Supplier>> Sourcing Workforce

>> Customer>> Sales Force

>> Customer>> Operations Workforce

>> Customer>> Sales Force

© 2015 All Rights Reserved Texas A&M University Global Supply Chain Lab

Sales Process

Lead Generation

Potential Data Sources

Phone & Internet

Business Development

Analyst

Lead Generation Tool

# Qualified leads

Prospecting

Customer contact –

understand pain points

Face-to-face

Sales force

Sales pipeline tool (~CRM)

Success Rate

Estimate potential

Face-to-face

Sales force

Sales pipeline tool (~CRM)

Success Rate

Selling

Design solution

Face-to-face

Sales force & Specialist

Value Proposition

Builder

Conversion Rate

Present/Demo to customer

Face-to-face

Sales force & Specialist

Value Proposition

Documentation

Success Rate

Negotiate & Close the sale

Face-to-face

Sales force

Sales management support tools

Success Rate

Post-sales

Order Management

Phone & Internet

CSR

Order Management System (~ERP)

Success Rate

Sustain relationship &

Retain

Face-to-face, Phone & Internet

Sales force, Business

Development & CSR

Opportunity Management Analytics Tool

Retention Rate

Sales Process

Activity

Channel

Role

Tools

Metrics

Drivers

$hareholder Value & Customer Service

3

Sales Force Stratification Framework

•  High Profitability •  Effec2ve Rela2onships •  Resists New Business •  Developed Skill Set

Farmers • High Profitability •  Effec2ve Rela2onships • Business Development • Developed Skill Set

Entrepreneurs

•  Low Profitability •  Weak Rela2onships •  Resists New Business •  Undeveloped Skills

Defenders

•  Low Profitability • Weak Rela2onships • Busness Development •  Innate Skills

Hunters

Produc2vity

Efficien

cy

Opportunity

Skill Develop

men

t

Developing Capabili.es while growing

Process Groups Growth Challenges Best Prac.ces

Growth Forces Financial Metrics

1 2 3

4 5

Texas A&M University ó Industrial Distribu7on Program 1

naw.org

2827

Professional Development Certificate Programs

Number 1 Industrial Distribution program in the world.

24 InstructorsAverage teaching

experience

of at least 16 years

Learn secrets to implement key best practices in

3-6 Months10 unique topics

that will boost your firm’s bottom line.

Proven methods driven by

cutting edge research for over

55 yearsOver 950

business professionals attend our workshops every year

Program duration is

1-5 Days

Help more than 265 companies each year to create competitive advantage

Distributor Profitability

Channel Compensation

Sales & Marketing

Inventory Management

Customer Service

Distributor Competitive Advantage

CustomerManagement

Growth and Marketshare

Distribution Manager Essentials

CompanySpeCifiC

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openenrollment programS

Pricing

Why Work With us?

our oFFEriNGs

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WHO SHOULD ATTENDExecutive and Senior Management

High Potential Candidates

for Management

Strategic Managers

Regional Profit Center Heads

Business Development Managers

“We are impressed with the material and its potential impact on our profitability. Truly informational and education for the times.” - Gary McKillican, President and CEO, McKillican International, Inc.

ACHIEVING COMPETITIVE GROWTH - how to generate growth while achieving competitive advantage?

Generating Growth Opportunities• Growth Framework• Growth Drivers and Strategies• Growth Mechanisms

SUSTAINING COMPETITIVE GROWTH - how to sustain growth while sharpening competitive advantage?

Sustaining and Growing Margins – Pricing Optimization• Primary Drivers – What are the key variables that should drive a pricing decision?• Analytics – How to analyze each variable?• Optimization – Developing and building pricing rules• Execution – Roadmap for success

MANAGING COMPETITIVE GROWTH - how to manage profitability while growing?

Optimizing Distributor Profitability• Business Process Framework• Financial Framework• Optimizing Profitability – The Five-Step Methodology• Double EBITDA and Triple RONA

Building Competitive Advantage• Sales and Marketing Strategy• Market Segmentation• Target Market Selection• Competitive Value Proposition

DAY

1

DAY

2

DAY

3

Sales and Marketing Processes• Customer Stratification• Sales Force Design, Development and Management• Marketing Communications

Sustaining Growth – How to sustain profitable growth against strategic risk?• Growth Barriers• Blind spots – Opportunity & Capability• Risk Management• Competitive Value Proposition

Executive Session on Distributor Competitive Advantage In Pursuit of Competitiveness

3 DAYS

31

Programs on texas a&m Campus Duration DatesIntensive Customer Stratification 4 Days March 9-12, 2015Distribution Manager Certificate 5 Days April 13-17, 2015Executive Session on Distributor Competitive Advantage 3 Days May 19-21, 2015Intensive Inventory Management 5 Days September 7-11, 2015

El Salvador - Central america Programs Duration DatesInventory Management 2 Days March 16-17, 2015Customer Stratification and Pricing Optimization 2 Days April 13-14, 2015Inventory Management and Forecasting Techniques 2 Days August 18-19, 2015Best Practices - Operations Excellence 2 Days October 26-27, 2015 Panama - Central america Programs Duration DatesInventory Management 2 Days March 19-20, 2015Customer Stratification and Pricing Optimization 2 Days April 16-17, 2015Inventory Management and Forecasting Techniques 2 Days August 20-21, 2015Best Practices - Operations Excellence 2 Days October 29-30, 2015 mexico Programs Duration DatesInventory Management 2 Days March - August 2015Customer Stratification and Pricing Optimization 2 Days April 2015Lean Supply Chain Management 2 Days March - August 2015The New Science of Customer Service 2 Days March - August 2015Machining for Profit 2 Days March - August 2015Advanced Statistical Tolerancing 3 Days March - August 2015

CuStom PRogRamS Duration whereOptimizing Distributor Profitability 1-3 Days On-Campus or On-SiteSales and Marketing Optimization 1-3 Days On-Campus or On-SiteOptimizing Growth and Market Share 1-3 Days On-Campus or On-SitePricing Optimization 1-3 Days On-Campus or On-SiteOptimizing Channel Compensation 1-3 Days On-Campus or On-SiteIntensive Customer Stratification 1-4 Days On-Campus or On-SiteDistribution Manager Certificate 1-5 Days On-Campus or On-SiteExecutive Session on Distributor Competitive Advantage 1-5 Days On-Campus or On-SiteIntensive Inventory Management 1-5 Days On-Campus or On-Site

PROGRAM CALENDAR 2015 Professional Development Certificate Programs


Inventory Management & Forecasting Technique Panama, August 2014

Customer Stratification & Pricing Optimization El Salvador, May 2014

Supply Chain Management India, December 2013

Documents

GROWING#SALES#AND#MARKETSHARE#PROFITABLY#c.ymcdn.com/sites/ · STORE SELL SHIP SUPPLY CHAIN PLANNING SUPPORT ... Industry trends analysis Competitive analysis ... SWOT Analysis Current