Upload
abid-sahi
View
56
Download
0
Embed Size (px)
Citation preview
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.