2_management day two presentation

8/6/2019 2_Management Day Two Presentation

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CONFIDENTIAL

Document

Date

This report is solely for the use of client personnel. No part of it may be

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organization without prior written approval f rom McKinsey & Company.This material was used by McKinsey & Company during an oral

presentation; it is not a complete record of the discussion.

Working DraftLast Modified 1/30/2007 6:54:40 AM Central Standard Time

Printed 1/16/2007 11:23:06 AM Central Standard Time

Customer Excellence:Ensuring the right number of people are focused on the highestvalue activities to improve customer and CCE performance


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Internal Document Not to be shared with customer

AGENDA: DAY 2

20 min

180 min

10 min

30 min

30 min30 min

10 min

60 min

90 min

Recap from yesterday

Change Agent Workshop

Break

Management Preparation Logistics

LunchManagement Preparation: Content

Closing

Breakouts

Merchandising Productivity Exercise

Function-specific breakouts


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RECAP FROM YESTERDAY

What did you learn yesterday that will changehow you do things after ?

How do you plan to support the success of

Customer Excellence?

How will today help you take CustomerExcellence back to your teams? What are your

learning goals and objectives for todays

sessions?


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RECAP OF FREQUENTLY ASKED CUSTOMER

QUESTIONS

How are youimproving your order

writing process?

What determines how

much merchandising

service we will receive

in a given week?

How are you going to

ensure your product

will fit in existing

back-room space?

What is thedifference between

replenishment and

maintenance visits?

Does this mean allof my stores will

receive weekend

order writing?

You will receive FAQ handouts

today for your reference

RECAP OF FREQUENT Y ASKED CUSTOMER


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RECAP OF FREQUENTLY ASKED CUSTOMER

QUESTIONS

If I have an issue

whom do I contact?

How can fewer

deliveries help keep

me in stock?

How does receiving

less frequent

deliveries benefit

me?

How are you

improving the quality

of your

merchandising?


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In what ways are you improving your order writing process? Weekend order writing we are dedicated to writing orders when it is most valuable for you and

to minimizing time between order generation and order delivery More robust processes, technology, and training with improved reporting capabilities and

coordinated outlet volume improvement plans, we will ensure order writing accuracy and optimized

inventory mix

Does this mean every one of my stores will receive weekend order writing? We will conduct weekend order writing at stores that have the weekend demand to justify it

Help me understand the difference between a replenishment visit and maintenance visit? We will determine merchandising hours for your stores based on how shopped your shelves will be

each day. To align our hours to your shopper demand, we will make one of two types of visits: Replenishment visits, complete store restocking, are based on volume and ad activity. We ensure

no out-of-stock emergencies, fill/face cold points and IC at beginning/end of visit, fill/face all warm

points and maintain backroom Maintenance visits are based on ad activity and high-value immediate consumption volume. They

occur between replenishment visits to ensure no out-of-stock emergencies and fill/ face cold points

What determines how much merchandising service I am going to receive in a particular week? Hours will be based on weekly forecasted store level volume, promotional activity and in-store

merchandising locations Key focus of merchandising will be to ensure most profitable Immediate Consumption packages are

cold and in-stock

RECAP OF FAQ ANSWERS


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RECAP OF FAQ ANSWERS

How are you going to ensure your product will fit in existing backroom space? With our improved order-writing capabilities, we will make sure that your Day Sales of Inventory is

optimized and consistent across SKUs. You will require fewer deliveries to meet your stores demand Our longer replenishment visits and improved training will enable us to more effectively manage

backroom space

What improvements are you making to the quality of merchandising service I will receive? Our improved technology and training will help us ensure we are in your stores, on the right days,

keeping you in-stock

How does receiving less frequent deliveries benefit me? New targets allow system to eliminate unproductive deliveries, and allow more flexibility to increase

productive deliveries as needed based on weekly volume and promotional activity

How can fewer deliveries help keep me in stock? Reducing unproductive visits for delivery/merchandising functions will enable us to spend more time

focused on replenishing shelves and keeping you in-stock

If I have an issue whom do I contact? You can call me for selling and delivery issues and your merchandising manager for merchandising

issues. In the future we will be moving to a having one centralized resource for all your service

issues


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Change Management Workshop

Helping People To DeliverResults Through Change


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How to make the most of the workshop

How to Make Most of The Workshop

Be open: Embrace change with enthusiasmand patience

Participate 100%

Work together: Today is all about interactingwith your peers to help each other learn

Have fun!

Todays questions and activities are not a test;they

are designed to help us learn!



The Goals of this Workshop

Understand the CCE Change Management

Methodology, its importance and benefits

Enabling change facilitators to implement

the sequential steps of successful change

management and the importance of your

role in managing transition

Establish the key levers for effectively

managing change

Provide you with the knowledge, skills, and

tools needed to help you and your people

deliver results through change and

transition.



Drivers for Change

It is not the strongest of

the species that survives,

nor the most intelligent,

but the one most

responsive to change.

Charles Darwin

Successful adaptation tochange is as crucial within an

organization as it is in our

everyday lives.

Just like plants and animals,

organizations and the

individuals in them inevitably

encounter changing conditions

that they are powerless to

control.

The more effectively you deal

with change, the more likely you

are to thrive.



Kick Off Activity: Mini Cases

Read through the Mini Scenario

Sheet your table has been

provided with

Answer the questions on your Mini

Scenario Sheet

Be prepared to quickly introduce

to your scenario

Time: 10 minutes



Debrief Mini Cases

What is change in your own terms?

What are the reasons for change?

How would you describe its urgency?

What threatens this change to besuccessful?



14

Why do Change Initiatives Fail?

Time: 5 minutes

Activity: Why do Change Initiatives fail?

C f ?*



15

Why do Change Initiatives fail?*

Pitfall #1 Not establishing a greatenough sense of urgency

>50% of observed companies

Underestimate how hard it is to drivepeople out of their comfort zone

Pitfall #2 Not creating a powerfulenough guiding coalition

Producing change is underestimated

Pitfall #3 Lacking a vision Focus is on plans, directives, manualsand programs

Pitfall #4 Under-communicating thevision by a factor of ten

Communication is not credible, and notenough

The hearts & minds of the troops are

not captured

*Source: Leading Change: Why Transformation Efforts Fail. ByJohn P. Kotter. Harvard Business Review. Jan 2007.

Wh d Ch I iti ti f il?*



16

Why do Change Initiatives fail?*

Pitfall #5 Not removing obstacles tothe new vision

Organizational structures, narrow jobdescriptions, personal attitude keep

change from happening

Pitfall #6 Not systematically planningfor, and creating, short-termwins

Not meeting and celebrating short-termgoals endangers momentum along thechange journey

Pitfall #7 Declaring victory too soon Temptation to declare victory with thefirst signs of performance improvement

BUT: Until changes sink in deeply intothe companys culture, new approachesare fragile

Pitfall #8 Not anchoring changes inthe corporations culture

No conscious attempt to show peoplehow new behaviours, approaches andattitudes have helped improveperformance

*Source: Leading Change: Why Transformation Efforts Fail. ByJohn P. Kotter. Harvard Business Review. Jan 2007.

Th P i M d l


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Chan e Mana ement Worksho Facilitation slides. Co ri ht 2007 BTS N.V. All ri hts reserve17

The Prosci Model

Where do you think CCE is on the Prosci Model?

Wh Ch M t M th d l ?


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Why a Change Management Methodology?

If you dont know where you are going, you will

definitely end upsomewhere else.

Chinese proverb

Wh a Change Management Methodolog ?


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Why a Change Management Methodology?

Today

T

heDestination

Change Plan

Our journey during this session is to

Understand the Power of A Well Designed Change

Approach and Change Management Methodology

The EngageMap


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The EngageMap

Activity 1A: The Change Management Process


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Activity 1A: The Change Management Process

Team Guide, p. 3: Read through the Process Cards provided and

arrange them in the correct sequence along thecentre of the EngageMap.

Write them into your Team Guide.

Learning Objective:

Explore the CCE 5-stepchange management process

Time: 10 minutes

Debrief Activity 1A


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Debrief Activity 1A

4. Execute the plan; report status,

milestones, and issues; and revise

the plan when necessary

3. Comprehensively consider all elementsthat must be planned to include

resources, communication, prioritized

actions, potential mid-course

corrections, and measurement strategy

and tactics

2. Ensure commitment of influential

and impacted stakeholders by

effectively communicating why

there is a need to change,

explaining how were going to

change, and what is expected in

the future

1. Document current and future state and

identify the gap between the two; build a

Case Study / project platform with factual

internal and external data that supports theneed to close the gap; summarize this

information into a high-impact message

5. Align the people, processes,

and technology to support the

change; Reinforce new

behaviors with the right

measurements; and Integrate

project into management

routines


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CCE Methodology CHANGE Model Kotters 8 steps Lewins 3steps

Ulrichs 7 steps Evans andSchaffers 10

tasks

1.Build The BurningPlatform

1.Challenge thecurrent state

1.Establish a senseof urgency

Unfreeze

1.Lead change 1.Appreciate thesituation

2.Harmonise andalign leadership

2.Create the guidingcoalition

3.Develop a visionand a strategy

2.Create a sharedneed

3.Shape a vision

2.Develop strategicalignment

3.Evoke Changeleadership

2.Ensure Awareness andUnderstanding

3.Activatecommitment

4.Communicate thechange vision

Movement

4.Mobilise acommitment

4.Expandunderstanding and

commitment

5.Analise processes

3.Plan For the Change

4.Nurture andformalise design

5.Empower broadbased action

5.Change systemsand structures

6.Design processwork and boundaries

7.Planimplementation

8.Establish metrics

4.Implement the Change 5.Guideimplementation

6.Gerate short termwins

Refreeze

6.Monitor progress 9.Manage transitions

5.Ensure Commitmentand Sustainability

6.Evaluate and

institutionalisechange

7.Consolidate gains

and produce morechange

7.Make change last 10.Contiuouslearning and

The Operating Framework


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The Operating Framework

All change initiatives must be anchored in the

Operating Framework to ensure alignment with

CCE strategy.

The S-Curve


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The S-Curve

Activity 1B&C: Companies in Change


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Activity 1B&C: Companies in Change

Team Guide, p. 5:

Learning Objectives: Understand a corporations life-cycle (s-curve) and

the importance of change in the continuous effort todrive growth

Understand CCEs current state in the life-cycle and

create a sense of urgency around the need forchange

Time: 15 minutes

Debrief Activity 1: Companies in Change


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Debrief Activity 1: Companies in Change

What are the reasons for the changes affecting ourb i ?


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Discuss with your team and explore the 5 areas that affectour business. Also, assess how important each one of them is

a) in general and

b) on your specific project.

Distinguish between opportunities and threats or between

aspects under or out-of-control of CCE.

Company (CCE)

Consumer

Customer

Competition

Country (Political/Economical/Social/Technology).

Time: 5 minutes

business?

Activity 2: Perceptions of change


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Team Guide, p. 6.

A. Pick one specific character from the clip andobserve it. Describe the characters perception

of change. Take notes.

Learning Objectives: Explore different mindsets towards change and be

able to identify these

Understand your own mindset towards change

Discuss ways to overcome individual barrierstowards change



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y p g

Team Guide, p. 6:

B. Some people see change as positive. Others viewit as negative. In your team identify four additionalcharacteristics for each view.

C. In your team identify the main factors influencingpeoples mindsets in times of change.

D. What are your barriers to change and which ways

can you identify to overcome them?

Time: 20 minutes

Debrief Activity 2: Perceptions of Change


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y p g

How do you perceive change? Give examples.

What are the main factors influencing peoples

mindsets in times of change.

Debrief Perceptions of change


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p g

Normal and expected People grow and organizations grow naturally Change will occur, change happens all the time

New and exciting

Change means growth and new beginnings Change is an adventure and opportunity-rich

Difficult and worthwhile It is not easy to change but no pain, no gain Things are better for change

Daunting but necessary It will be hard work to change Change is still required if people want to change

What is Transition?


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Its not the changes that do you in its the

transitions William Bridges

The Transition Model and Behaviors towards change


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* Source: Developed based on William Bridges:Mana in Transitions: Makin the Most of Chan e.

Why Transition?


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Research has shown that 70% of all

Change Projects fail to realize there

project objectives because they fail to

win the hearts and minds of the people

Of those that were successful 90% state

that their success can be attributed to

how they managed the transition ofpeople

What is Transition?


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To make the form, nature, content, future course something

different from what it is or from what it would be if left alone.

Change happens when something moves from one situation,

to another. Change has a project timeline

Change Definitions..

Change

Event

Something as

was

Something as

new

What is Transition?


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Change

Event

Something as

was

Individual Internal Journey

Something as new

An internal, three-phase psychological re-orientationthat people go through as they come to terms with a

change

Transition Definition

Three Phases of Transition


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Endings

Loss

Letting Go

Closure Saying Goodbye

Neutral Zone

In between

Chaos

Confusion Limbo

New Beginnings

Renewal

New competence

Experimentation Behaving in a new

way

The Marathon Effect


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The higher the level of management or the

closer an individual is to the change, the

sooner their journey starts and ends.

The 4 Behavioral Types during the Transition Journey*


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Denial A defense mechanism whereby we avoid

acknowledging the change.

Resistance We have acknowledged the change, but we have

not accepted it.

Exploration

We begin to find ways to accomplish the change.

Commitment We are fully aligned with the change.

* Source: Developed based on Elisabeth Kbler-Ross: On Grief and

Grieving: Finding the Meaning of Grief Through the Five Stages of

Loss. 1969.

Activity 3: The Journey of Transition


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Team Guide, p. 7:A. Match the diagnose cards to the appropriate phase

in the Transition Model. Use the blanks to entermore quotations you come up with yourself.

B. Discuss the questions provided in the guide.

Learning Objectives: Explore the transition model and how it helps

understanding human reaction during change

Identify key players in change and their individualagendas/priorities throughout the change process

Time: 20 minutes

Debrief Activity 3: The Journey of Transition (1/3)


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Denial Wish it was like in the good old days! (Nostalgia) It will never happen. (Ignoring the change) Why do we need to do this! (questioning the assumptions)

Resistance

They dont know what they are doing. (Lack of trust)

My role has changed and I miss the flexibility in decision-making Ihad. (Grief)

Exploration

Now I understand. (Acceptance) I need more information on this. (Curiosity)

Commitment I did it! (Satisfaction) I want to help others understand. (Desire to Share) This really is better. (Pride)



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Denial

Resistance

Exploration

Commitment



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Whatelse have you got? (These are some samples from the testing phase)

Denial There isnt a problem! What a dumb idea! Weve tried it before and it didnt work.

Resistance What if I cant do this? But we are different! I dont have time for this. Been there, done that.

Why do we need to do this! (Lack of understanding)

Exploration

I want to know more about it. Lets try it!

Commitment Lets do it together! I will do this the best way I can.

The 3 Ls help analyze perceptions of change


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Looks and Listens appear throughout the journey oftransition. Look

Behaviors people exhibit

What you can see and observe

Listen

Chat, rumors and gossip people tell each others

Things you hear

Losses are what people feel they have to let go Things people can Lose following the change

They can be perceived or real

They are losses for the individual

Reactions to Change


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Innovators make up 2.5% and are the first to embrace change. They are adventurousand proud of it.

Early Adopters make up 13.5% and like to take on new challenges. They are trendsetters who like to stay informed and are generally influential members of organisations.

Early Majority 34% of all individuals , are thoughtful about change initially and becomepositive based on observation. They become deliberate acceptors of the change.

Late Majority 34% of population who are sceptical about change. They may change dueto peer pressure.

Laggers includes the 16% of all individuals who hold onto the past and resist change.This becomes a problem if they reject the change completely. These are the CAVE

dwellers Colleagues Against Virtually Everything!

Change Acceptance


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2.5%

16%

50%

84%

100%

0

10

20

30

40

50

60

70

80

90

100

Innovators Early Adopters Early Major i ty Late Major ity Laggers

Time

%ofP

eop

l e

The Many Moods of Transformation


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Source: June 2006 McKinsey Quarterlyglobal survey of business executives, p. 8.

Activity 4: Managing Transition


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Team Guide, p. 8: Place each of the transition navigator cards in the

Transition model to indicate where you think thisbest practice is most effective.

Identify specific actions for how to support eachborder crossing from one stage of the Transition

Model into the next

Learning Objectives: Navigating people through transition Identify best practices and actions to support

people to come from 1 to another stage in transition

Time: 20 minutes

Debrief Activity 4: Managing transition


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Denial to Resistance Communicate honestly and openly to build trust; dont

make promises you cant keep. Share information so people know what is expected of

them; be visible and respond to questions.

Resistance to Exploration Listen actively, build support, and address concerns in the

moment. Recognize and acknowledge that resistance is normal and

may be coming from a fear of failure or a feeling ofpersonal loss.

Exploration to Commitment Plan for success; set short-term SMART goals. Encourage people to improve their skills and build (or

rebuild) teams.

Debrief Activity 4: Managing transition


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What are additional actions?

Discuss in your team some more actions youcan implement in order to lead people throughtransition.

Take notes in your group.

Time: 10 minutes

Communication Golden Rules


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Repeat the message

Vary the medium

Ensure two- way

communication

Consider timing

Ensure consistency

People trust behaviour over

words

Understanding is more

important than

agreement

Listening is twice asimportant as talking

Tell them the truth - good

news and bad

People usually complainbefore they create

e certainty of misery is better than the misery of uncertainty.Dr. Alan Zimmerman

Communication basics

Introduction to the Change Management Toolkit


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Purpose of the Change Management Toolkit:

Providing change facilitators with a practical toolkit

to effectively managing change

Establish structure and standards to the planning,

communication and implementation approaches to

change management

Activity 7: Call to Action


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Team guide, p. 14:

Learning objectives: Transfer the learning of the CCE change methodology

and the Change Management Toolkit to business reality

Review an existing change project (small or large) withregards to applying the change concepts and toolkit in

order to improve the effectiveness of managing thechange

Time: 15 minutes

Your Two Take-Aways


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12

Activity 8: Ensure commitment and sustainability


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Team guide, p. 15: Apply the Debrief tool from the Change

Management Toolkit to the workshop experience

Learning objectives: Explore the structure and benefits of the Debrief

tool

Capture the lessons learned from the workshop

Provide feedback for improving the workshop

Time: 15 minutes

Wrap Up Discussion


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Your Questions and Remarks

Unit of measure

AGENDA: DAY 2


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20 min

180 min

10 min

30 min

30 min

30 min

10 min

60 min

90 min



Break


Lunch

Management Preparation: Content

Closing

Breakouts



Unit of measure

PREPARING FOR NEXT WEEK: LOGISTICSPLANNING SESSION


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Role you will playManage administrative preparation (Logistics

handout for this activity)

Invite training participants to attend

Facilitate Merchandiser/Driver sessions

Facilitate training for all new hires (AMs,ADM/BDMs, Merchandisers, Drivers)

Tools you will needFacilitator Guide for sessions

EngageMaps and supplemental materials

Customer Excellence DVD ( CE Video,

Presentation slides, Forms)

Unit of measure

Train the trainer program

Facilitated centrally at facility or off-site

Mem/LR TRAINING TIMELINE


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Monday Thursday FridayTuesday

Merchandiser/DriverTraining

Location: Facilities Time: (choice) Facilitators: SCM, MM, MS

ADM, BDM, KADMTraining

Location: Jackson Hilton Time: 8am-5pm Facilitators: BUVPOP,

MUOPSM, SM

Wednesday

Merchandiser/Driver Training Location: Facilities Time: (choice) Facilitators: SCM, MM, MS

ADM, BDM, KADMTraining

Location: Location A Time: 8am-5pm Facilitators: BUVPOP,

MUOPSM, SM

Merchandiser/Driver Training Location: Facilities Time: (choice) Facilitators: SCM, DM, DS

AM/ADM/BDM/KADM

Training Location: Location A Time: 8am-3pm Facilitators: SOVP, MUVP,

SCM

Management training (DSM,MS, DS, SM, DM, MM, etc.)

Location: Location A Time: 8am-5pm

Train the trainer programfor SCMs, MUVP, etc.

Location: Jackson SalesCenter

Time: 8:30am-4:30pm Facilitators: CE team

Management training(DSM, MS, DS, SM, DM,

MM, etc.)

Location: Regency Hotel Time: 8am-5pm


Location: Facilities Time: (choice) Facilitators: SCM, DM,

DS

Facilitated centrally at facility or off site

Facilitated at sales center

AM/ADM/BDM/KADM

Training Location: Location A Time: 8am-5pm Facilitators: SOVP, MUVP,

SCM


Location: Facilities Time: (choice) Facilitators: SCM, DM,

DS

Unit of measure

SAMPLE INVITATION


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Unit of measure

DETAILS FOR MERCH AND DRIVER TRAINING


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Each driver and merchandiser will go through two 1.5 hour sessions (3 hrs total) over the

course of 2 days, OR one 3 hour session on 1 day If you choose to break the materials into two days, each day will include 2 identicalsessions, 1 in the morning and 1 in the afternoon

You will need to ensure that each merchandiser attends training and record theirparticipation: one 3 hr session or 2 sessions

You will need to ensure that each driver attends training and record their participation:one 3 hr session or 2 sessions

Critical Logistics for each session

Materials to secure: Facilitator Guide Customer Excellence EngageMaps and

supplemental materials

Customer Excellence DVD video andPresentation slides

Evaluation / feedback forms Skill-Building Participant Roster Reorder Instructions (materials)

Room setup:

Setup large round tables or side-by-siderectangular tables to create tables of 8

(see following pages for examples)

Arrange for adequate food / drink (e.g.coffee and donuts for morning sessions,

snacks and soft drinks for afternoons)

Ensure / acquire necessary equipment(laptop, projector, screen, speakers)

Unit of measure

How To Retrieve the Training from the DVD!


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DEMO


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Unit of measure

MEDIUM FACILITY LAYOUT


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X X

X X

X

X

X

X

X X

X X

X

X

X

X

X X

X X

X

X

X

X

X X

X X

X

X

X

X

Screen

Computer

Projector

Unit of measure

SMALL FACILITY LAYOUT


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X X

X X

X

X

X

X

X X

X X

X

X

X

X

Screen

Computer

Projector

Unit of measure

AGENDA FOR MERCHANDISER AND DRIVERSESSIONS


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20 min

15 min

20 min

35 min

25 min

25 min

15 min

10 min

5 min

Introduction: video and case for change

Activity 1: Operating income

Activity 2: Improvement opportunities

Activity 3: Executing with excellence

(Break for 10 minutes or Break until Day Two)

Activity 4: Playing to win

Activity 5: Tools for the trade

Activity 6: Our winning destination

Activity 7: Role Play

Wrap-up and call for action

Unit of measure

ACTIVITY: LOGISTICS GAME PLAN


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1. Plan how your Sales Center training dayswill run and record on the Logistics

worksheet

Will you use the two-day format or oneday?

Who has what responsibilities (e.g.,

obtaining equipment)?

1. Plan how you will facilitate thepresentation and record on Logistics

worksheet

What parts of the presentation contentwill each co-facilitator own?

Unit of measure

AGENDA: DAY 2


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20 min

180 min

10 min

30 min

30 min

30 min10 min

60 min

90 min



Break


Lunch

Management Preparation: Content

Closing

Breakouts



Unit of measure

PREPARING FOR NEXT WEEK: CONTENTPLANNING SESSION


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What are the objectives for the session?

Create alignment throughout the organization regarding the need for astandardized process for serving our customers needs more

effectively and efficiently

Clarify new roles and responsibilities and the changes in behaviour

required to realize the benefits for the company and our customers

Create a sense of excitement and ownership around this new model

How will I achieve those objectives? Make the session fun for participants! They will learn more

Maintain the pace, make eye contact as you present, and encourage

participants to speak up. They will stay more engaged

Reinforce the purpose of the sessions: Participants do not have tocomplete a set of tasks. They are to understand and discuss CCE and

their role in CCE

Unit of measure

ACTIVITY: TRAINING DAY TRIAL RUN


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30 min

30 min

10 min

10 min

1. As a group, prepare a Facilitator worksheet for eachsection of Training Day. Group members should ownthe worksheet for their specific activities: record the

plans the group discusses and hold on to the worksheet

for use on Training Day

2. Review Facilitator Guide and make any modifications toyour personal facilitator outline

3. Review the overall flow of the training session as a teamof co-facilitators

Review high-level points in each section and ensure

key messages are clear Discuss best way to transition between co-facilitators

1. Anticipate questions you may receive and discuss/practice your responses

Unit of measure

DEBRIEF: TRAINING DAY TRIAL RUN


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What key message should participants walkaway with for each activity?

What sections will be new for participants?

Which build on prior skills?

What questions do you anticipate participantsto have? What questions will you ask them to

foster discussion?

Unit of measure

AGENDA: DAY 2


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20 min

180 min

10 min

30 min

30 min

30 min10 min

60 min

90 min



Break


Lunch

Management Preparation: ContentClosing

Breakouts



Unit of measure

MERCHANDISING PRODUCTIVITY EXERCISE

OBJECTIVES


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Understand how many cases can bemerchandised in a controlled test

environment and illustrate the cases per hour

potential against 3 specific SKUs

Compare potential against your BU sales

center historic performance

Understanding that the activity was done in avery controlled environment, discuss how we

can make our performance in the field more

like our performance today

Unit of measure

EXERCISE DEBRIEF


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Were you surprised by cases merchandised per hour fordifferent packaging? How does your sales center

perform against this standard?

In which inactive-time activities can we find the greatestefficiencies?

What learnings should you emphasize when conductingthis activity with your teams?

How can you change the way your team operates tobetter meet the goals for your Sales Center?

Unit of measure

GOAL OF MERCHANDISING PRODUCTIVITY

EXERCISE


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Where wewant to go!

Commitment

Courageous

Leaders

Compliance

Discovery

Anger

Denial

Unit of measure

AGENDA: DAY 2


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8:00 8:20

8:20 10:50

10:50 11:00

11:00 11:30

11:30 12:00

12:00 1:201:20 2:20

2:20 3:50

3:50 4:00



Break


Lunch

Management Preparation: ContentMerchandising Productivity Exercise


Closing

2_management day two presentation

Documents