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SALES MANAGEMENT SYSTEM
CONSUMER INDUSTRY( TOTAL CHANNEL APPROACH )
“ IMMEDIATE PLANS FOR LONG TERM RESULTS “• Develop More Distribution Area & Convert- Business Unit• Assistance Programs- Business Unit Development• Building Competitive Edge – Marketing & Sales• System Application – Sales Management System• Skills Enhancement Program
– Merchandising Principles & BCP.
GENERAL TRADE( Distribution Account Group )
“ DISTRIBUTION AREAS TO BUSINESS UNIT“
• 35 BY THE YEAR END.• STRUCTURED “ BOTTOM LINE” MANAGEMENT. (CCS )• STRENGHTENING MARKET EXPANSION DRIVE
– ALIGNMENT OF KEY ACCOUNTS MANAGEMENT– DOWNLINE OPERATION ON MULTI-LINE APPROACH
• TAILOR – FIT BUSINESS DEVELOPMENT PROGRAMS
GENERAL TRADE(Distribution Account Group )
“ IMMEDIATE PLANS FOR LONG TERM RESULTS “• Develop More Distribution Area & Convert- Business Unit
• ASSISTANCE PROGRAMS- Business Unit Development - Public Market Saturation Drive
- Wholesalers Development Program- HRI Development Program- Truck Subsidy Programs- ADM Supports Programs
GENERAL TRADE( Distribution Account Group )
“ IMMEDIATE PLANS FOR LONG TERM RESULTS “• Develop More Distribution Area & Convert- Business Unit• Assistance Programs- Business Unit Development• Building Competitive Edge – Marketing & Sales
– SKU Rationalization– Product Fit Approach – Segmentation & RPS – Customized Trade Marketing Programs– Short Term to Long Duration – Deals or Discount ( Sales Catalysts )– Reinforced Merchandising : POS/POP Materials, Displays – Localized Programs-Channel Focused
GENERAL TRADE( Distribution Account Group )
“ IMMEDIATE PLANS FOR LONG TERM RESULTS “• Develop More Distribution Area & Convert- Business Unit• Assistance Programs- Business Unit Development• Building Competitive Edge – Marketing & Sales• System Application – Sales Management System
– Call Card – Transaction Based– Computerized/Systematic Routing System– Load Management– Stock-Weight Selling– Market Forces Analysis– Productivity & Efficiency : Chillers, Gondolas, Merchandisers, Calls/Visit/Productivity Analysis, Truck Load Factor
GENERAL TRADE( Distribution Account Group )
“ IMMEDIATE PLANS FOR LONG TERM RESULTS “• Develop More Distribution Area & Convert- Business Unit• Assistance Programs- Business Unit Development• Building Competitive Edge – Marketing & Sales• System Application – Sales Management System• SKILLS ENHANCEMENT PROGRAMS: ( Room & OJT)
– Back To Basic Approach– BCP ( Booking & Ex-Truck )– Merchandising Principles & BCP– Channel Development Programming
GENERAL TRADE
BACK TO BASICS APPROACH
COMMON TERMINOLOGIES - USED
NUMERIC DISTRIBUTION RATIO OF NUMBERS OF OUTLETS COVERED/SERVICED vs TOTAL CENSUS.IT IS EXPRESS IN PERCENTAGE ( % ) OR ABSOLUTE VALUE.
NUMERIC IN-STOCKRATIO OR MEASUREMENT OF OUTLETS WITH AVAILABLE STOCKS DURING THE TIMEOF VISIT/SERVICING vs. TOTAL CENSUS OR ROUTE LISTED ACCOUNTS.
REACHMEASURES OR RATIO OF OUTLETS COVERED vs. TOTAL OUTLETS IN UNIVERSE.
COVERAGEMEASURES OR RATIO OF OUTLETS COVERED/SERVICED PENETRATED vs. TOTAL CENSUS.
BRAND PENETRATIONMEASURES OR RATIO OF OUTLETS PLACED WITH BRAND(S) vs. TOTAL ROUTE CENSUS.
CALL FREQUENCYSERVICE RATIO OF SALES MEASURE IN TERMS OF NUMBER OF VISIT OR CALLS MADE W/IN THE CYCLE.
CALL RATEMEASURES THE LEVEL OF DISCIPLINE & EFFICIENCY IN CONDUCTING THE SALES ROUTE IN ACCORDANCE WITH ROUTE PLAN SCHEDULE.ie. # of Sked Calls actually made in accordance w/ the Route during the period (cycle) versus No. of Sked Calls in the Route for the Period ( Cycle ).
HIT RATEMEASURES THE RATIO OF SUCCESSFUL SALES CALLS VERSUS ALL THE CALLS MADE.ie… No. of successful Sales Call during the Period ( Cycle ) versus No. of Sales Calls actually made for the Period.
Definition of Common (FMCG) Industry TerminologiesDefinition of Common (FMCG) Industry Terminologies
Definition of Common (FMCG) Industry TerminologiesDefinition of Common (FMCG) Industry Terminologies
SALES FORCE MANAGEMENT SYSTEMMANAGEMENT OF SALES BASED ON SEVERAL KPI'S RATHER THAN SALES TARGET DRIVE AS IN SALES MANAGEMENT SYSTEM
STOCK COVER QUANTITY OR LEVEL OF STOCKS IN TERMS OF WEEKS OR MONTHS VIS-A VIS OFF TAKE AND INVENTORY LEVEL
STOCK WEIGHTQUANTITY IN ABSOLUTE VALUE , SIMILAR OR RELATIVE TO OFF TAKE.
INVENTORY CONTROL OBJECTIVE ( ICO )ADEQUATE STOCKING SYSTEM, SKEWING BASED ON OFFTAKE PER SKU RELATIVE TO SERVICINGMODE JUST IN TIME OR BASED ON SAFETY STOCKS LEVEL AS FOLLOWED BY OUTLETS.
ON - SHELF DISPLAY BRAND(S) OR PRODUCTS ON FREE ENTREPRISE DISPLAYED ON REGULAR SHELF IN THE POINT OFOF PURCHASE DISPLAY PROFITABILITY MERCHANDISING DICTATES THE SPACE, SIZE , FACINGS,SHARE OF SHELF, POS - POINT OF SALES ( CHANNELS OR STORES ), POP-POINT OF PURCHASE (SELLING AREA)
OFF- SHELF DISPLAYBRANDS OR PRODUCTS ON EXCLUSIVE BASIS DISPLAYED IN ANOTHER STRATEGIC LOCATION USINGMODULAR OR GONDOLAS. IT CAN BE AT THE END OF SHELF AS END-GONDOLA OR FRONT OF SHELF AS IN FRONT GONDOLAOR SPECIAL LOCATION AS IN ISLAND OR IN BETWEEN SHELVES OR ALONG AISLE.DISPLAY WITH PAY OR RENTALS
Definition of Common (FMCG) Industry TerminologiesDefinition of Common (FMCG) Industry Terminologies
CROSS MERCHANDISING POSITIONING STRATEGY IN DISPLAYING ANY BRANDS OR PRODUCTS OUTSIDE OFREGULAR SHELF-AREA AS A NICHE OUT OF CATEGORY MANAGEMENTWHERE BRANDS CAN BE POSITIONED TO MATCH OTHER CATEGORY
FORWARD STOCKSLEVEL OF DISPLAYS IN THE SELLING AREA(S) PLUS VOLUME DISPLAYED IN OTHER MODE OR AREAS.IN THE STORE LEVEL AS IN CATMAN- FORWARD STOCKS SHALL BE EQUAL TO % SHARE IN MARKET.
CUT-CASE DISPLAYSDISPLAYS USUALLY NOT IN THE REGULAR SHELVES AND CONSIDERED AS OFF AND ON HARD FILE IN CASES AIM TO CALL TO ACTION VISIBILITY CAMPAIGN, CREATE IMPULSIVE & MASSIVE APPEARANCE.TEMPORARY BASIS
CATEGORY MANAGEMENTA MERCHANDISING CAMPAIGN BASED ON ; PRODUCT/BRAND CATEGORY, BRANDING, MARKET SHARE,OFF-TAKE LOCAL OR IMPORTED OR QUALITY, USAGE, PACKAGING, (DPM) DISPLAY PROFITABILITY MERCH.AND OTHERS
SPACE MANAGEMENTSTRATEGY TO MEET CONSUMER DEMAND FOR PRODUCTS BY HAVING THE RIGHT RANGE AND STOCKS AVAILABLE FOR PURCHASE. FITTING THE RIGHT RANGE OF PRODUCTS INTO FIXED SPACE- THE STORE, THE CATEGORY.
BACK TO BASICS
NESTLÉ WATERS PHILIPPINES, INC.
Chapter 5: Daily Routine
Chapter 4: Sales Force Management Cycle
Chapter 3: The Role of a Salesman
Chapter 2: Definition of Selling Skills
Chapter 1: Definition of Selling
Chapter 6: Sales Call Procedure
DEFINITION OF SELLING
SELLINGSELLINGRefers to persuading people to make a favorable decision
relating to a product or a service, that is perceived to be profitable to both parties
DEFINITION OF SELLING SKILLS
SELLING SKILLSSELLING SKILLSSelling skills refer to the ABILITIES involved in THE PROCESS OF HELPING THE
CUSTOMER BUY as effective and successful as possible for both you and the customer.
THE ROLE OF THE SALESMAN
The Ultimate Role of a Salesman is to
INFLUENCE customers’ decision-making, thus
delivering the Company’s Business
Objectives.
SALES FORCE MANAGEMENT CYCLERoute Plan
Call Cards
Sales Call
Category Driven Channel Focused Sales Management
Call Performance
Sales Order Key Account Offtake
Sales Order Processing Call Card Data Entry
Service Performance Reports Call Cards
Sales Performance Reports
Distribution Focus Reporting (Management By Exception)
Pro-Active Planning
DAILY ROUTINE SALES CALL PROCEDURE
DAILY ROUTINEFollow these steps in your daily routine
and the activities that take place.START OF THE DAY
PREPARATION
TRADE COVERAGE
CLOSING OF THE DAY
** CYCLE PLANNING
** QUARTERLY PLANNING
(** A “MUST” ACTIVITY FOR EACH GROUP
END OF THE DAY
CLOSING OF THE DAY• Complete Reports• Reconcile Coll. / Deposits• Review Performance• Daily Plan for Next Day
TRADE COVERAGE
• First Call Coverage
• Sales Call Management
• Store Check
• Conduct Competitive ActPREPARATION
• Review Work Plans / Load for the Day
• Check Vehicle
• Check Sales Tools
• Submit /Receive Call Cards Invoice / Collections
START OF THE DAY
QUARTERLY PLAN
END OF THE DAY
CYCLE PLANNING
Follow these steps in your daily routine and the activities that take place.
SALES CALL PROCEDURE1. PRE-CALL PLANNING
It is a MUST that Call Cards should be used at all times so you can check the ff: data
P Products you sold during your last call (Invoices, Orders, Delivery)
R Recall what transpired during your last conversation and/or transaction
O Opportunities to convince the customer to carry additional products
B Best time to call the particular customer / outlet so your call will not be wasted
I Initiate in making a sales plan to make your presentation more organized
N New ideas should be explored to get the customer’s interest and increase business
G Gather all selling, merchandising, equipment, resale materials needed for the call
SALES CALL PROCEDURE2. GREET CUSTOMER
Consider the following guidelines for this step :
G GREET customers warmly and with a
A firm handshake indicates your enthusiasm.
U ULTIMATE motive is to get their attention and interest on what you’re about to give them. Note, don’t over-react. It should fit your personality.
E ELIMINATE negative comments or questions like “How’s Business?”; create a positive atmosphere that’s appealing to them.
S STATE your name, the co., and the products if you’re new. If you’re familiar already give them the Respect they deserved.
T TELL customer with enthusiasm that you are bringing a very profitable business and great news to them.
SALES CALL PROCEDURE3. STORE CHECK
The Store Check is essentially linked to inventory count/check. There will always be opportunities to move products to the display area.
S SIZE & SKUs of products carried. Distribution of brands and size must align with the PLAN-O-GRAM
P PRICING Structure. Always check if your products are properly priced. SRO must be followed at all times. Also, check if your price is competitive against leading brand.
E EXISITING shelf displays. Brands carried must have a fair share of shelf space and displayed as plan-o-grammed.
E EXISTING Off-Shelf Displays. Always suggest enough buffer stocks to replenish shelf displays. Compute for display turn-over according to economy of scale.
D DISPLAY Opportunities. Always look for new display areas/ space to further improve visibility & increase awareness product off-take.
SALES CALL PROCEDURE4. INVENTORY COUNT/CHECKThis is a vital step in every call. This is where you finalize your volume plan while considering the following factors :
STOCK MOVEMENTSPECIAL PROMOTIONAL EVENT
STOCKS-ON-HAND
Your responsibilities vis-à-vis the importance of this step.
TO THE OUTLET- provide them with the service that will enable them to save time in writing an order in line with their requirements. To advice them on stock mgt., I.e. FIFO, infestations, flooding, leaks & others to prevent damage / bad stocks.
STOCK EXPIRY DATES / F I F O
TO THE COMPANY- provide information about outlet’s stock position level and offtake, balance promo packs, stocking level of competitors and their activities in the store.
SALES CALL PROCEDURE5. PLAN ORDER
What you need for an effective immediate, one time planning
All you need is a review of your customer call cards and all data needed for an effective, immediate, one time planning are there.
Always use the Call Cards on every call,not at home after work.
Fill-up all pertinent data required in accomplishing your daily call cards.
SALES CALL PROCEDURE6. PERSUASIVE SELLING PRESENTATION5 Steps of Persuasive Selling Presentation:
Step 1. Summarize the SituationUnderstanding the Outlet’s & Company’s Situation
Step 2. State the Idea. Give Practical Suggestions.
Step 3. Explain How It Works. Make the outlet understand your suggestion.
Step 4. Reinforce Key Benefits. Make the outlet realize the features and benefits.
Step 5. Close. Make the outlet easy to agree with your plan.
6.1. PERSUASIVE SELLING PRESENTATION
What you need for an effective Presentation
UNDERSTANDING - the outlet’s & co’s situation & make them understand your suggestion
PLANNED ORDER- make the dealer realize the benefits using a home made / company supplied organizer
KNOWLEDGE- of the customer’s needs. Should have a S.M.A.R.T. (Specific, Measurable Attainable, Realistic, Time-bounded) suggestions
ABILITY TO:A- Arouse their attentionI- Get their INTERESTD- Stimulate DESIRE to buy and sell our productsA- make them ACT positively on your planned order
PERSISTENCY- the more persuasive you are, the more sales and distribution you will make
ANSWER- to possible questions for more information & to clarify issues for better understanding & approval.
CONFIDENCE/ FLUENCY- the greater amount of confidence and fluency you have, the more convincing your presentation will be.
6.2. PERSUASIVE SELLING PRESENTATION
What you need for an effective Presentation
EFFECTIVE CLOSING TECHNIQUE- asking for customer’s approval on your planned order. Present your sales plan/order with complete qty., pricing & notations for their confirmation.METHODS OF CLOSING:
ALTERNATIVE CLOSE- gives the buyer a choice of 2 positive situation, either one should give you the order ex. “Let’s book 20 cases or better 30 cases so you don’t ran out-of-stocks”.
THIRD PARTY REFERENCE- refers to the other customer’s orders ex. “ All the stores in this area have made an advance booking. Let’s place one now.”
OBJECTION CLOSE- after overcoming an objection, close the sale.
SIMILAR SITUATION CLOSE- refers to previous purchases made by the customer on a particular product or situation ex. “Just like last
wk. You ordered 20 cases, this time let’s increase it to 30 cases to avoid OOS.”
DROP DEAD CLOSE- bluff them that you placed their orders already and to be shipped on a particular date ex. “ I took the liberty of placing your order due to urgency of the situation.”
6.3. PERSUASIVE SELLING PRESENTATION
What you need for an effective PresentationWHEN TO CLOSE:
CLOSE AS OFTEN AS POSSIBLE
WHENEVER YOU THINK THEY ARE READY TO BUY
AFTER STRONG POINTS IN YOUR PRESENTATION
AT THE END OF YOUR PRESENTATION
SALES OBJECTIONS - these are not necessarily stumbling blocks but are signs of interest. The key to handling objections successfully is,
KNOWLEDGE - of your products, of your promotional opportunity, of the customer’s profile & personality , of yourself (strengths / weaknesses)
HANDLING OBJECTIONS:
*** COMMON ANSWERS TO OBJECTIONS CAN BE DERIVED FROM HIGLIGHTING THE BENEFITS OR THE TESTIMONIALS OR YOUR NEXT COVERAGE
SALES CALL PROCEDURE7. RECORDS & REPORTS
Accomplish the following records & reports during the call :
SALES ORDER FORM
CUSTOMER CALL CARDS
DAILY FIELD REPORTS
OTHERS AS NEEDED
When you summarize your sales transactions, make sure that the leader understands RFM’s terms and let the dealer sign the sales oder / issue a PO to confirm their order.
SALES CALL PROCEDURE8. MERCHANDISING ACTIVITY
What is Merchandising?
It is the art of presenting RFM Branded Foods products in acreative & innovative way to:
> Persuade the Outlets to purchase > Attract the consumers to buy
PRIORITIES IN MERCHANDISING
RANGE - R
SPACE - S
VISIBILITY - V
PROMOTION - P
SALES CALL PROCEDURE8.1. MERCHANDISING ACTIVITY
ACTIVITIES IN MERCHANDISING
DISPLAY - Characteristics of a good display- it is in prominent or high traffic location- it is attractive enough to command attention- it includes a price & a reason to buy
SHELF SPACE & POSITION
- ensure that each of our brands, varieties & sizes carried by the outlet has a reserved space on the shelf in a position where it is visible to consumer, customer and helpers alike.USE OF DISPLAY MATERIALS - 3 TYPES
- Promotional Materials
- Brand Materials
- Standard Materials
IMMEDIATE DISPLAY & RESALE WORK ON PROMOTED PACKS
- ensure that the price of the product displayed is clearly conveyed to the consumer and the trade
SALES CALL PROCEDURE8.2. MERCHANDISING ACTIVITY
GUIDES TO EFFICIENT MERCHANDISING
At every visit, check the shelf displays. Always try to sell extra facing / additional SKU Plan merchandising displays carefully Remember the merchandising V I S A
V - Visibility
I - Impact
S - Stability
A - Appeal
Eye level is BUY Level
Make waiting time productive - MERCHANDISE
Act as merchandising consultants to our customers
Check stock positions so you can plan properly according to stock depth of your display as well as warehouse / stock room buffer stocking.
SALES CALL PROCEDURE9. DELIVERY & PAYMENT
It is of utmost importance that you always get the payments before leaving the call. As much as possible, do not accept personal checks unless you are allowed to extend term payments and knew the customer for a long time.
R E M E M B E R !
“ A SALE IS NOT A SALE
unless COLLECTED”
SALES CALL PROCEDURE10. TRADE RELATIONS
How to develop Goodwill in the trade :
Be HONEST, not just dealing with the money & goods but also in statements and claims.
Be FAIR. Give all customers in similar circumstances, similar considerations and treatments.
TELL CUSTOMER NEXT COVERAGE.
• In this step, tell customer your next coverage before you leave the call. This will enable the dealer to prepare a budget for purchasing of stocks on your next call according to product turn-over.
Show genuine concern for the outlet’s business by regular coverage, responsible advice on pricing, proper handling of stocks and merchandising support in proportion to his volume potential and by not overloading nor underselling.
SALES CALL PROCEDURE11. POST-CALL ANALYSIS
As you move on the next call, analyze the outcome of the recently concluded call. Ask yourself the following questions:
HOW AM I DOING?WHY?
WHAT AM I GOING TO DO ABOUT IT?
Take time to determine how best you can overcome your weakness and improve your strong points; apply the lesson learned from each call to succeeding calls.
The selling cycle now begins again. Repeat the Sales Call Procedure for your next call.
If you were successful, determine the approach responsible for the success so you can use it in other calls. Conversely, try to discover the reason for failure so you can avoid it in the next call.
“The THING that COUNTS is not what we KNOW but the ABILITY to use what we KNOW”
SALES CALL PROCEDURE
POST-CALL ANALYSIS PRE-CALL
PLANNING
GREET CUSTOMER
STORE CHECK
INVENTORY COUNT/CHECK
PLAN ORDERRECORDS & REPORTS
PERSUASIVE SELLING PRESENTATION
MERCHANDISING ACTIVITY
These 11 steps must be followed in logical & progressive sequence :
TRADE RELATIONS
DELIVERY & PAYMENT
SALES CALL PROCEDUREThese steps must be followed in logical and progressive sequence :
1. PRE-CALL PLANNING
2. GREET CUSTOMER
3. STORE CHECK
4. INVENTORY COUNT / CHECK
5. PLAN ORDER
6. PERSUASIVE SELLING PRESENTATION
7. RECORDS & REPORTS
8. MERCHANDISING ACTIVITY
9. DELIVERY & PAYMENT
10. TRADE RELATIONS
11. POST-CALL ANALYSIS
NESTLÉ WATERS PHILIPPINES, INC.
THE ENDTHE END
VIC RAMIL H. RAMIL
NESTLÉ WATERS PHILIPPINES, INC.
BASIC CALL PROCEDURES FOR BOOKING ACCOUNTS
Chapter 5: Daily Routine
Chapter 4: Sales Force Management Cycle
Chapter 3: The Role of a Salesman
Chapter 2: Definition of Selling Skills
Chapter 1: Definition of Selling
Chapter 6: Sales Call Procedure
DEFINITION OF SELLING
SELLINGSELLINGRefers to persuading people to make a favorable decision
relating to a product or a service, that is perceived to be profitable to both parties
DEFINITION OF SELLING SKILLS
SELLING SKILLSSELLING SKILLSSelling skills refer to the ABILITIES involved in THE PROCESS OF HELPING THE
CUSTOMER BUY as effective and successful as possible for both you and the customer.
THE ROLE OF THE SALESMAN
The Ultimate Role of a Salesman is to
INFLUENCE customers’ decision-making, thus
delivering the Company’s Business
Objectives.
SALES FORCE MANAGEMENT CYCLERoute Plan
Call Cards
Sales Call
Category Driven Channel Focused Sales Management
Call Performance
Sales Order Key Account Offtake
Sales Order Processing Call Card Data Entry
Service Performance Reports Call Cards
Sales Performance Reports
Distribution Focus Reporting (Management By Exception)
Pro-Active Planning
DAILY ROUTINE SALES CALL PROCEDURE
DAILY ROUTINEFollow these steps in your daily routine
and the activities that take place.START OF THE DAY
PREPARATION
TRADE COVERAGE
CLOSING OF THE DAY
** CYCLE PLANNING
** QUARTERLY PLANNING
(** A “MUST” ACTIVITY FOR EACH GROUP)
END OF THE DAY
DAILY ROUTINE
CLOSING OF THE DAY• Complete Reports• Reconcile Coll. / Deposits•Submit /Receive Call Cards Invoice/Collections• Review Performance• Daily Plan for Next Day TRADE COVERAGE
• First Call Coverage
• Sales Call Management
• Store Check
• Conduct Competitive
Activity
PREPARATION
• Review Work Plans / Load for the day•Review Objectives(Sales, Distribution, Merchandising)•Check Vehicle•Check Sales Tools
START OF THE DAY
QUARTERLY PLAN
END OF THE DAY
CYCLE PLANNING
Follow these steps in your daily routine and the activities that take place.
SALES CALL PROCEDURE1. PRE-CALL PLANNING
It is a MUST that Call Cards should be used at all times so you can check the ff: data
P Products you sold during your last call (Invoices, Orders, Delivery)
R Recall what transpired during your last conversation and/or transaction
O Opportunities to convince the customer to carry additional products
B Best time to call the particular customer / outlet so your call will not be wasted
I Initiate in making a sales plan to make your presentation more organized
N New ideas should be explored to get the customer’s interest and increase business
G Gather all selling, merchandising, equipment, resale materials needed for the call
SALES CALL PROCEDURE2. GREET CUSTOMER
Consider the following guidelines for this step :
G GREET customers warmly and with a
A firm handshake indicates your enthusiasm.
U ULTIMATE motive is to get their attention and interest on what you’re about to give them. Note, don’t over-react. It should fit your personality.
E ELIMINATE negative comments or questions like “How’s Business?”; create a positive atmosphere that’s appealing to them.
S STATE your name, the co., and the products if you’re new. If you’re familiar already give them the Respect they deserved.
T TELL customer with enthusiasm that you are bringing a very profitable business and great news to them.
SALES CALL PROCEDURE3. STORE CHECK
The Store Check is essentially linked to inventory count/check. There will always be opportunities to move products to the display area.
S SIZE & SKUs of products carried. Distribution of brands and size must align with the PLAN-O-GRAM
P PRICING Structure. Always check if your products are properly priced. SRP must be followed at all times. Also, check if your price is competitive against leading brand.
E EXISITING shelf displays. Brands carried must have a fair share of shelf space and displayed as plan-o-grammed.
E EXISTING Off-Shelf Displays. Always suggest enough buffer stocks to replenish shelf displays. Compute for display turn-over according to economy of scale.
D DISPLAY Opportunities. Always look for new display areas/ space to further improve visibility & increase awareness product off-take.
SALES CALL PROCEDURE4. WAREHOUSE CHECKThis is a vital step in every call. This is where you finalize your volume plan while considering the following factors :
STOCK MOVEMENTSPECIAL PROMOTIONAL EVENT
STOCKS-ON-HAND
Your responsibilities vis-à-vis the importance of this step.
TO THE OUTLET- provide them with the service that will enable them to save time in writing an order in line with their requirements. To advice them on stock mgt., i.e. FIFO, infestations, flooding, leaks & others to prevent damage / bad stocks.
STOCK EXPIRY DATES / F I F O
TO THE COMPANY- provide information about outlet’s stock position level and offtake, balance promo packs, stocking level of competitors and their activities in the store.
SALES CALL PROCEDURE5. PLAN ORDER
What you need for an effective immediate, one time planning
All you need is a review of your customer call cards and all data needed for an effective, immediate, one time planning are there.
Always use the Call Cards on every call,not at home after work.
Fill-up all pertinent data required in accomplishing your daily call cards.
Use S.O. Form with Suggested Order per SKU based on the store’s requirement.
SALES CALL PROCEDURE6. COLLECTION
It is utmost importance that you always follow- up collection status of your respective outlets. Always check status and make regular follow- ups to facilitate immediate processing of invoices. If problem/s exists, work your way/initiate proper reconciliation to avoid cases of “HOLD ORDERS”.Remember:
“ A SALE IS NOT A SALE
UNLESS COLLECTED”
SALES CALL PROCEDURE7. PERSUASIVE SELLING
PRESENTATION
Review Call Objectives (Sales, Promotions,Merchandising,Pricing)Talk to the decision maker
Present the following using the Persuasive Selling Format
• Promotions, New Products, Sales Orders Merchandising, Price Change and other pertinent business• Tell customer what he needs
• Highlight on the benefits
• Close the sale whenever possible
SALES CALL PROCEDURE7. PERSUASIVE SELLING PRESENTATION
5 Steps of Persuasive Selling Presentation:Step 1. Summarize the Situation
Understanding the Outlet’s & Company’s Situation
Step 2. State the Idea.
Give Practical Suggestions.
Step 3. Explain How It Works.
Make the outlet understand your suggestion.
Step 4. Reinforce Key Benefits.
Make the outlet realize the features and benefits.
Step 5. Close.
Make the outlet easy to agree with your plan.
Persuasive Sales Presentation
Sales Idea: Your wife wants to visit her parents tonight. A movie you wanted to see is on its last day in the theatre. How do you persuade her to watch the movieStep 1: “I understand you want to see your parents tonight. But the movie we’ve been planning to see is on its last night in the theatre.”Step 2: “Why don’t we invite your parents to watch the movie with us”.Step 3: “You can tell them not to cook dinner for us. We’ll pick them up at 5:30 p.m., watch the movie, then have dinner at 8:00 p.m. at the nearby restaurant.”Sales 4:” This way we get to see your parents and we also get to watch the movie! As for your parents they will surely be delighted”Step 5: “Why don’t you call them up to inform them, here’s the phone.”
Persuasive Sales Presentation
Sales Idea: Sell in a new product to a new customerStep 1: “Due to the consumer demand for such a product, our company has researched and developed this new product.”
Step 2: “This product will give you more business”Step 3: “For your initial purchase you will be given an off-invoice 10% price discount. The display material will be delivered to your store at the same time with the stocks...”Sales 4:” Your customer will be excited with this introductory promotion….…Product advertisement will boost demand…..”Step 5: “You can place your order now!”
SALES CALL PROCEDURE7. PERSUASIVE SELLING PRESENTATION
What you need for an effective PresentationUNDERSTANDING - the outlet’s & co’s situation & make them understand your
suggestion
PLANNED ORDER- make the dealer realize the benefits using a home made / company supplied organizer
KNOWLEDGE- of the customer’s needs. Should have a S.M.A.R.T. (Specific, Measurable Attainable, Realistic, Time-bounded) suggestions
ABILITY TO:A- Arouse their attentionI- Get their INTERESTD- Stimulate DESIRE to buy and sell our productsA- make them ACT positively on your planned order
PERSISTENCY- the more persuasive you are, the more sales and distribution you will make
ANSWER- to possible questions for more information & to clarify issues for better understanding & approval.
CONFIDENCE/ FLUENCY- the greater amount of confidence and fluency you have, the more convincing your presentation will be.
SALES CALL PROCEDURE7.PERSUASIVE SELLING PRESENTATION
What you need for an effective PresentationEFFECTIVE CLOSING TECHNIQUE- asking for customer’s approval on your planned order. Present your sales plan/order with complete qty., pricing & notations for their confirmation.METHODS OF CLOSING:
ALTERNATIVE CLOSE- gives the buyer a choice of 2 positive situation, either one should give you the order ex. “Let’s book 20 cases or better 30 cases so you don’t ran out-of-stocks”.
THIRD PARTY REFERENCE- refers to the other customer’s orders ex. “ All the stores in this area have made an advance booking. Let’s place one now.”
OBJECTION CLOSE- after overcoming an objection, close the sale.
SIMILAR SITUATION CLOSE- refers to previous purchases made by the customer on a particular product or situation ex. “Just like last
wk. You ordered 20 cases, this time let’s increase it to 30 cases to avoid OOS.”
DROP DEAD CLOSE- bluff them that you placed their orders already and to be shipped on a particular date ex. “ I took the liberty of placing your order due to urgency of the situation.”
SALES CALL PROCEDURE7. PERSUASIVE SELLING PRESENTATION
What you need for an effective PresentationWHEN TO CLOSE:
CLOSE AS OFTEN AS POSSIBLE
WHENEVER YOU THINK THEY ARE READY TO BUY
AFTER STRONG POINTS IN YOUR PRESENTATION
AT THE END OF YOUR PRESENTATION
SALES OBJECTIONS - these are not necessarily stumbling blocks but are signs of interest. The key to handling objections successfully is,
KNOWLEDGE - of your products, of your promotional opportunity, of the customer’s profile & personality , of yourself (strengths / weaknesses)
HANDLING OBJECTIONS:
*** COMMON ANSWERS TO OBJECTIONS CAN BE DERIVED FROM HIGLIGHTING THE BENEFITS OR THE TESTIMONIALS OR YOUR NEXT COVERAGE
SALES CALL PROCEDURE8. RECORDS & REPORTS
Accomplish the following records & reports during the call :
SALES ORDER FORM
CUSTOMER CALL CARDS
DAILY FIELD REPORTS
OTHERS AS NEEDED
When you summarize your sales transactions, make sure that the leader understands Distributor’s terms and let the dealer sign the sales order / issue a PO to confirm their order.
SALES CALL PROCEDURE9. MERCHANDISING
ACTIVITYWhat is Merchandising?
It is the art of presenting RFM Branded Foods products in acreative & innovative way to:
Persuade the Outlets to purchase Attract the consumers to buy
PRIORITIES IN MERCHANDISING
RANGE - R
SPACE - S
VISIBILITY - V
PROMOTION - P
SALES CALL PROCEDURE9. MERCHANDISING
ACTIVITYACTIVITIES IN MERCHANDISING DISPLAY - Characteristics of a good display
- it is in prominent or high traffic location- it is attractive enough to command attention- it includes a price & a reason to buy
SHELF SPACE & POSITION
- ensure that each of our brands, varieties & sizes carried by the outlet has a reserved space on the shelf in a position where it is visible to consumer, customer and helpers alike.USE OF DISPLAY MATERIALS - 3 TYPES
- Promotional Materials
- Brand Materials
- Standard Materials
IMMEDIATE DISPLAY & RESALE WORK ON PROMOTED PACKS
- ensure that the price of the product displayed is clearly conveyed to the consumer and the trade
SALES CALL PROCEDURE9. MERCHANDISING
ACTIVITYGUIDES TO EFFICIENT MERCHANDISING
At every visit, check the shelf displays. Always try to sell extra facing / additional SKU Plan merchandising displays carefully Remember the merchandising V I S A
V - Visibility
I - Impact
S - Stability
A - Appeal
Eye level is BUY Level
Make waiting time productive - MERCHANDISE
Act as merchandising consultants to our customers
Check stock positions so you can plan properly according to stock depth of your display as well as warehouse / stock room buffer stocking.
SALES CALL PROCEDURE10. TRADE
RELATIONSHow to develop Goodwill in the trade :
Be HONEST, not just dealing with the money & goods but also in statements and claims.
Be FAIR. Give all customers in similar circumstances, similar considerations and treatments.
TELL CUSTOMER NEXT COVERAGE.
• In this step, tell customer your next coverage before you leave the call. This will enable the dealer to prepare a budget for purchasing of stocks on your next call according to product turn-over.
Show genuine concern for the outlet’s business by regular coverage, responsible advice on pricing, proper handling of stocks and merchandising support in proportion to his volume potential and by not overloading nor underselling.
SALES CALL PROCEDURE11. POST-CALL ANALYSIS
As you move on the next call, analyze the outcome of the recently concluded call. Ask yourself the following questions:
HOW AM I DOING?WHY?
WHAT AM I GOING TO DO ABOUT IT?
Take time to determine how best you can overcome your weakness and improve your strong points; apply the lesson learned from each call to succeeding calls.
The selling cycle now begins again. Repeat the Sales Call Procedure for your next call.
If you were successful, determine the approach responsible for the success so you can use it in other calls. Conversely, try to discover the reason for failure so you can avoid it in the next call.
“The THING that COUNTS is not what we KNOW but the ABILITY to use what we KNOW”
SALES CALL PROCEDURE
POST-CALL ANALYSIS
PRE-CALL PLANNING
GREET CUSTOMER
STORE CHECK
WAREHOUSE CHECK
PLAN ORDERRECORDS & REPORTS PRESENTATION
MERCHANDISING ACTIVITY
These 11 steps must be followed in logical & progressive sequence :
TRADE RELATIONS
COLLECTION
SALES CALL PROCEDUREThese steps must be followed in logical and progressive sequence :
1. PRE-CALL PLANNING
2. GREET CUSTOMER
3. STORE CHECK
4. WAREHOUSE CHECK
5. PLAN ORDER
6. COLLECTION
7. PRESENTATION
8. RECORDS & REPORTS
9. MERCHANDISING ACTIVITY
10. TRADE RELATIONS
11. POST-CALL ANALYSIS
NESTLÉ WATERS PHILIPPINES, INC.
THE ENDTHE END
VIC RAMIL H. RAMIL
GENERAL MODELGENERAL MODEL
% Class % VolSegments Contibution
Strategically Located Matching & Flanking High End Free Enterprise Channels Display-Off &On Shelves
ABC-LowerC 2% 37% Product Exposure-CatMan ICO Driven-DSAS/mkets Impulsive Market-Battle Field Full Range-MassiveUpscale 1% 5% Specialty Outlets. Synergy Approach
Captive Market HB/PC/DS Captive Market Full Range-Massive Retail to Wholesale Matching-Product Fit
Low End CDE 10% 28% Huge in population Pricing Srat/VFM Grocery Market for CDE Promotional Placement CDE Dynamic Market-Clustering Placement-Image Bldg.
Mixed/Dev'tal CVS 85% 26% High Potential vs Census Right SKU to Right Outlet PMS/WS Revenue Driven Pricing Consideration
On Premise INSTL 2% 4% Initial Trials & Awareness - UAI Single to Group Usage
MODEL-CHANNEL DEVELOPMENTCHARACTERISTICS-UNIQUENESSMODE OF POSITIOING
Hierarchy of Importance
PLACEMENTMARKET IMPORTANCE Target Segment:
PRODUCT POSITIONINGPRODUCT POSITIONING
Strategy Concept and Principles:Strategy Concept and Principles:• This aims to give consumer wide range of selection from all available products or brands; giving consumers same products or brands w/ varying size, price & variants (PLS)
• This is normally done by arranging or showcasing our brands to occupy a clear, distinctive, competitive and desirable place in the point of sale vs. Competition
• Serving all lifestyles and walks of life.
• Our Job is to develop a distinct competitive edge and create awareness in the mind of consumers. Internally, it also gives us opportunity to protect our turf & fast moving as catalyst for slow moving.
• Creating a barrier for a new entrants in the market.
PRODUCT POSITIONINGPRODUCT POSITIONING
Channel Home Care Confectionery Alcoholic Beverages Snack Choco MilkType H & B Beverages NAB Foods Drinks IFFO
High End S/Market Push & Pull Push & Pull Cross merchCross MerchABC-LowerC Class A Full Range Full Range Full Range Full Range Full Range Full Range Full RangeS/mkets Class B Full Range Full Range Full Range Full Range Full Range Full Range Full RangeAB-Upper C HB/PC Full Range Optional Optional Product Fit Product Fit Optional
Captive Market HB/PC/DS DS/Dept Str Full Range Optional OSPS Optional Optional OptionalGrocery Selective/FM Full Range Selective/FM Full Range Full Range Full Range Full Range
Low End CDE Mini Mart Selective/FM Full Range Selective/FM Sales Mix- Full Range Product Fit Full Range Grocery Product Fit CDE Conv'nce Str Selective/FM Full Range Full Range Sales Mix- Full Range Full Range Full Range
Mixed/Dev'tal CVS/PM Public Mkts Selective/FM Full Range-Sel. FM Size/Packs Popular Size Full Range Product Fit Full Range WS/Inst'l Wsaler Selective/FM Selective/FM FM Size/Packs Full Range FM Size/PacksProduct Fit Product Fit
On Premise HORECA Optional FM Size/Packs Full Range Product Fit FM Size/PacksProduct Fit Product Fit
Target Segment:
Hierarchy of Importance
PROMOTION STRATEGYPROMOTION STRATEGY
Strategy Concept:Strategy Concept:• Aim to drive Brand Equity Building-Create Brand Awareness, top of mind consistent to selling activities & programs. Develop brand switching.
• Supports like category cluster or promotional with premiums as in pack banding, bundling, free goods, promo contest will increase mileage and in line with value for money.
• Price-off is situational as it may not result to brand switching but more on forward buying from current users. In store programs, I.e. merchandising contest, off-shelf appearance, store in house sell-out programs are temporary need continuity.
• Strategy must develop and result to brand pull, product preference and differentiation.
PROMOTION STRATEGYPROMOTION STRATEGY
Channel Home Care Confectionery Alcoholic Beverages Snack Choco MilkType H & B Beverages NAB Foods Drinks IFFO
High End S/Market Tactical Sell-In to Sell-Out Tactical Tactical Tactical Tactical TacticalABC-LowerC Class A Promo Girls Price Off Price Off Display Contest Price off Sell-In to Sell-Out Merch ContestS/mkets Class B Promo Girls Bundling Promo Contest Lote Packing Bundling BundlingAB-Upper C HB/PC Pack Banding Bundling Tactical Tactical Tactical Tactical
Captive Market HB/PC/DS DS/Dept Str Promo Contest Trade Disct Trade DisctGrocery Lote Packing Sell-In to Sell-Out Sell-In to Sell-Out Sell-In to Sell-Out Lote Packing Price Off Price Off
Low End CDE Mini Mart Lote Packing Sell-In to Sell-Out Price Off Price Off In-Pack Band Bundling Bundling Grocery Price Off Volume Incentive Promo Contest Bundling CDE Conv'nce Str Bundling Bundling Bundling Lote Packing Bundling Bundling Bundling
Mixed/Dev'tal CVS/PM Public Mkts Lote Packing Volume Incentive Bundling Lote Packing Price Off Bundling Price Off WS/Inst'l Wsaler Vol Incentive Volume Incentive Bundling Volume Incentive Lote Packing Bundling Volume Incentive
On Premise Horeca Price Off Price Off Price Off Price Off Price off Price Off Price Off
Target Segment:
Hierarchy of Importance
Channel Targeted Scope Durn. Objectives Best Fit Program Key Performance IndexType Segments Expected Results
A. Suprmrkets Create Mass Appeal Price -Off Upper Trade ABC Top Accts USL Increase off-take. Sell-out > bundling Sales Volume before vs post prog
1-mo Move out Inventory In-Case/Pack banding % Growth vs prior period.Top Accts Incease stock depth/weight Volume discount Stock cover is 2X call freq.
Trade Dealer Incentive Shelf space inc by 20%.Product Positioning- Tactical - Programs % Brand Penetration. New & Existing Brands -Sampling, Push Girls Brand availability
1-Cyc Complete & Full Range Trade Dealer Incentive Sku listing indeces.to Placement Trade Discount Ratio of total sku vs sku listed.1QTR Special Credit Term
Salesforce IncentiveBrand Equity Bldg / Brand Image Merchandising Contest Massive on-shelf displays.Develop top of mind awareness Disers Incentives Creation of additonal displaysBrand Pull Consumer Rebates Cross Merchandising.Brand Switching Banding/Price Off/Rebates Off Take increaseCreate Mass Appeal Sampling &Push GirlsInduce trials Promo Contest-Raffle
Lower Trade CDE Selective Long Outlet's Development-Support Wholesale Program Increase in wholesale volume Durn in Wholesale. Peddlers Incentive sales by 50%
Bridging the Gaps-Dist'n & Pene Lote Packing Wider reach & penetrationSelective Increase off-take. Sell-out > bundling Sales Volume before vs post
Move out Inventory In-Case/Pack banding program % Growth vs prior pd.Create Mass Appeal/TMAware Price -Off/consumer rebate Sales Volume before vs post Move-out of Inventory Sell-out > bundling program % Growth vs prior pd.Brand Equity Bldg / Brand Image Merchandising Contest Massive on-shelf displays.Develop top of mind awareness Disers Incentives Creation of additonal displaysBrand Pull Consumer Rebates Cross Merchandising.
Cross Merchandising.
BEST FIT PROGRAMSBEST FIT PROGRAMS
BEST FIT PROGRAMSBEST FIT PROGRAMS
Channel Targeted Scope Durn. Objectives Best Fit Program Key Performance IndexType Segments Expected Results
B. Specialty Stores ABCDE All 1-QTR Brand Penetration Tactical Display Rental % Brand Penetration vs prior pd.Health & Beauty Teens/ Brand Positioning Modular Display Forward Stock higher than % MS.Personal Care Yuppies Outlet's Push Drive TDI or Discount Volume Growth
All SKU Listing for New Categories Intro Discount Listed Brand/categories/sku'sCaptive Market SKU Listing for Existing Sampling /In-store
Create Traffic-Awareness Tactical ProgramsSalesforce Incentive
All Short Brand Equity Bldg Store's Staff Support Top of awarenessTerm Brand Pull Consumer Rebates Consumers' Response/Fdbcks
All 1-Mo Brand Switching Banding/Price Off/Rebates Off Take increaseSampling &Push Girls Sales Improvement by __%Flyers Prog/ POSM's
Induce trials Promo Contest-Raffle
BEST FIT PROGRAMSBEST FIT PROGRAMS
Channel Targeted Scope Durn.Objectives Best Fit Program Key Performance IndexType Segments Expected Results
C.PopuLar Channel Selective 1-QTR Brand Penetration Salesforce Incentive % Variance in Brand pene vs priorGrocery Type CDE Right SKU to Right Outlets Value for Money period. Low-End Segment CuriousPopular Channel Buyers Increase Stock depth Volume Incentive 80:20 ratio for Fast to slow moving
Trials Lote PackingD. Developmental Transient Increase Distribution Depth / Trade Dealer Incentive % Variance in selling outlets vs. Trade Channel Yuppies Reach Alternative Dist'n Mode non-selling vs prior period.
Convenience Stores Switchers Selective Long Influence outlet's to push Wholesale/Peddlers Inctive % Growth in sales vs prior period.Public Market Stalls Durn Lote PackingWholesalers Massive Display/Impulsive Tactical disers deployment Display-Power Block
appearance.
On Premise Accts :
High End Tourists All to Cyc Create Demand Price Off % Improvement vs SKU placementAB Selective Brand Switching Promo Contest % Off Take Improvementupper C Top Mind Awareness Special Events Support % Sales Growth
Off Take incentive Programs
Low End 80-20 15 dys Create Demand Promo Contest % Improvement vs SKU placementCD Pareto 30 dys Brand Switching Dealer Aid % Off Take Improvement
Top Mind Awareness Incentive Scheme % Sales GrowthMotorists Off Take Price Off
Call To Action Visibility Campaign
CUSTOMER CONTRIBUTION STATEMENT
SAMPLE FORMAT
CUSTOMER / CHANNEL / SALES AREA CONTRIBUTION STATEMENT
CUSTOMER: MAGIC STORES
CATEGORY: BEVERAGES
CURRENT YEAR PLAN
Amount %
NPS Amount %
NPS
(Mio Euro)
(Mio Euro)
GROSS PROCEEDS OF SALES 111 120
Less: General Price Reductions 11 12
NET PROCEEDS OF SALES 100100.0
% 108100.0
%
Less: Performance Trade Expenses
Space 0.5 0.5%
(of which) Listing Fees 0.1 0.1%
Trade Promotional Activities 3 3.0%
Specific Target Incentives
Total Performance Trade Expenses 3.6 3.6%
Non Performance Trade Expenses
Ad-Hoc Expenses 1 1.0%
On-going Expenses 2 2.0%
Total Non Performance Trade Expenses 3 3.0%
Cash Discount (Settlement Discount) 2 2.0%
Total Deals, Allowances and Payments 8.6 8.6%
REVENUE, AFTER TRADE FUNDS 91.4 91.4% 108100.0
%
Bad Debts
Bad Goods (Sales accountability) 1 1.0%
GROSS CUSTOMER / CHANNEL / SALES AREA CONTRIBUTION 90.4 90.4% 108
100.0%
Less: Other direct Customer related Expenses and Allowances
(specifically attributable) :
Distribution Costs, Allowances & Expenses
Distribution Costs 4 4.0%
Distribution Allowances
Selling Expenses
KAM Team / Trade Marketing 0.5 0.5%
Field Sales Force 2 2.0%
Cost of Other Selling Activities
Commissions to Agents / Sales Persons
Merchandising Expenses and / or Allowances
Costs of Sales Support Fixed Assets (Depreciation, M+R)
Cost of Credit
Product Customisation Costs
CUSTOMER / CHANNEL / SALES AREA CONTRIBUTION 83.9 83.9% 108100.0
%
Less: Variable Cost of Goods Sold 50 50.0%
=NET CUSTOMER / CHANNEL / SALES AREA CONTRIBUTION 33.9 33.9% 108
100.0%
CCUSTOMERUSTOMER FFOCUS OCUS CONCEPTCONCEPT
GENERAL TRADE“ MOHICAN “
CCUSTOMER USTOMER FFOCUSOCUSMODULEMODULE
RFM BRANDED FOOD GROUP
VIC RAMIL H. RAMILVIC RAMIL H. RAMIL
Objectives:Objectives:
To acknowledge the importance of your work to a specific customers/customized. To introduce focus on the customer as the driving principle of customer service. To share with you what customers regard as important, account or outlet specific. To introduce the customer interaction cycle and give you practice in using its supporting skills.
Adapting Customer Adapting Customer FocusFocus
VIC RAMIL H. RAMILVIC RAMIL H. RAMIL
To help you understand and empathize with customers. To emphasize the importance of teamwork. To stress the importance of recovering from mistakes. To build your confidence in handling customers.
Creating Customer Focus cont’d.
VIC RAMIL H. RAMILVIC RAMIL H. RAMIL
WHAT IS CUSTOMER FOCUS?
Total OrganizationTotal Organization engaged in engaged in delivering to customers the highest delivering to customers the highest quality products and service.quality products and service.
Value is measured in Value is measured in Customers’ Customers’ TermsTerms (not the organization); the (not the organization); the extent to which you meet the needs extent to which you meet the needs and expectations of Customers.and expectations of Customers.
VIC RAMIL H. RAMILVIC RAMIL H. RAMIL
WHY IS CUSTOMER WHY IS CUSTOMER FOCUS IMPORTANT?FOCUS IMPORTANT?
To maintain and build a competitive To maintain and build a competitive
edge & advantage.edge & advantage.
Do better in market place.Do better in market place.
Growth in profit margins.Growth in profit margins.
To be leaders in the field or trade.To be leaders in the field or trade.
VIC RAMIL H. RAMILVIC RAMIL H. RAMIL
What do Customers Care What do Customers Care About?About?
RReliabilityeliability: ability to perform the promised service : ability to perform the promised service dependably and accurately.dependably and accurately.
AAssurancessurance: knowledge and courtesy of employees : knowledge and courtesy of employees and their ability to convey trust and confidence.and their ability to convey trust and confidence.
TTangiblesangibles: physical facilities, equipment, appearance : physical facilities, equipment, appearance of personnel, reports, invoices, and so on.of personnel, reports, invoices, and so on.
EEmpathympathy: caring, individualized attention.: caring, individualized attention.
RResponsivenessesponsiveness: willingness to help customers and : willingness to help customers and provide prompt service.provide prompt service.
VIC RAMIL H. RAMILVIC RAMIL H. RAMIL
THE CUSTOMER THE CUSTOMER INTERACTION CYCLEINTERACTION CYCLE
ReceivingReceiving• Be ReadyBe Ready• WelcomeWelcome
UnderstandUnderstandinging• ListenListen• AskAsk• RestateRestate
HelpingHelping• Offer information and Offer information and OptionsOptions• Set expectationsSet expectations• Set AgreementSet Agreement
KeepingKeeping• Check for Check for SatisfactionSatisfaction• ThankThank• BridgeBridge• Follow upFollow up
VIC RAMIL H. RAMILVIC RAMIL H. RAMIL
CUSTOMER FOCUS FOR CUSTOMER CUSTOMER FOCUS FOR CUSTOMER SATISFACTIONSATISFACTION
BUSINESSBUSINESSBUILDINGBUILDING
BUILDINGBUILDINGBUSINESSBUSINESSALLIANCEALLIANCE
TAILOR-FITTAILOR-FITACTIVITIES-ACTIVITIES-PRACTICESPRACTICES
CUSTOMIZEDCUSTOMIZED
COST EFFECTIVECOST EFFECTIVEPROGRAMPROGRAM
VIC RAMIL H. RAMILVIC RAMIL H. RAMIL
KEY ELEMENTS KEY ELEMENTS Business BuildingBusiness Building
VIC RAMIL H. RAMILVIC RAMIL H. RAMIL
• Synergy of Activities• Adapt Best Practices• Support & Reinforce Plans / Programs,• Introduce New Ideas, Ways & Means.• Develop & Manage New Ways • Develop Competitiveness • Accounts, Outlets, Channel Specific.
KEY ELEMENTS KEY ELEMENTS Building Business AllianceBuilding Business Alliance
VIC RAMIL H. RAMILVIC RAMIL H. RAMIL
• Support move to cut down Cost of Non-Conformances. (CONCS)• Win-Win Programs Application• Alignment of Plans & Programs between Business Partnership• Open Communication & Coordination
KEY ELEMENTS KEY ELEMENTS Tailor-Fit Activities / Dove TailTailor-Fit Activities / Dove Tail
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• Performance Review / Analysis ( N. A.) • Specify Facts & Apply Cause & Effect• Resolve Critical Issues• Plan Out Best Fit Programs• Allocate Funding ( TM SUPPORTS ).• Monitor Results Periodically.
KEY ELEMENTS KEY ELEMENTS Cost Effective-Efficient Programs Cost Effective-Efficient Programs
VIC RAMIL H. RAMILVIC RAMIL H. RAMIL
• Mutually Agreed Programs ( Scope & Duration) • Maximization of Resources deployed for Optimum Results.• Brand Equity Building, Off-take generating or Build Trade Confidence.• Cost-Benefit Analysis.
BUSINESS BUILDING BUSINESS BUILDING SIGNIFICANT COMPONENTS: SIGNIFICANT COMPONENTS:
VIC RAMIL H. RAMILVIC RAMIL H. RAMIL
• COMPARATIVE SALES ( Trending ) > Previous Periods,Per SKU/Per Month• TRADE SUPPORT EXTENDED• TRADE MKTG PROGRAMS APPLIED• INCREMENTAL SALES AS DERIVATIVES• SALES FORECAST ( Per SKU/Per Month )• PLANNED SUPPORTS/PROGRAMS• RATIO OF TTS vs. SALES RESULTS.
Business Plan SampleBusiness Plan Sample
VIC RAMIL H. RAMILVIC RAMIL H. RAMIL
TOTAL CATEGORY ( PESOS) 0
YEAR 2005 ( PROJECTIONS )
TOTAL CATEGORY ( PESOS)
PROJECTED GROWTH#DIV/0!
EXPENSES-YR 2005TRADE PROMO ACTIVITIESDISCOUNT ( LESS 10,LESS 5 ) 0DEALSFREE GOODSTOTAL TRADE SPENDINGDISPLAY RENTAL-SPACE MASS DISPLAY SHELF RENTAL ADDITIONAL DISPLAY
NON-PERFORMING TRADE EXPENSES LISTING FEE INTRODUCTION DISCOUNT/FEE ANNIVERSARY SUPPORT SPECIAL EVENTSIN-STORE PROMOTIONAL ACTIVITIES SELL-IN SELL-OUTSPECIFIC TARGET INCENTIVESOTHERS: SPECIFYTOTAL SELLING EXPENSESCOST TO SALES RATIO
EXPENSES-YR 2003TRADE PROMO ACTIVITIESDISCOUNTDEALSFREE GOODSTOTAL TRADE SPENDINGDISPLAY RENTAL-SPACE MASS DISPLAY
Business Plan SampleBusiness Plan Sample
VIC RAMIL H. RAMILVIC RAMIL H. RAMIL
EXPENSES-YR 2003TRADE PROMO ACTIVITIESDISCOUNTDEALSFREE GOODSTOTAL TRADE SPENDINGDISPLAY RENTAL-SPACE MASS DISPLAY SHELF RENTAL ADDITIONAL DISPLAYCHILLER SPACE RENTAL NWPI' CHILLER (UNITS) REQT'S NWPI'S CHILLER IN-HOUSE CHILLERNON-PERFORMING TRADE EXPENSES LISTING FEE INTRODUCTION DISCOUNT/FEE ANNIVERSARY SUPPORT SPECIAL EVENTSIN-STORE PROMOTIONAL ACTIVITIES SELL-IN SELL-OUTSPECIFIC TARGET INCENTIVESOTHERS: SPECIFYTOTAL SELLING EXPENSESCOST TO SALES RATIO
Effectiveness as Effectiveness as EfficiencyEfficiency
VIC H. RAMIL VIC H. RAMIL
OUTLINES OF TIMINGNEGOTIATION DURATION
RANGEPRICE POINTPROMOTIONS SELL-IN SELL-OUTIN-STORE SUPPORTFACING / SPACEMERCHANDISINGDISPLAY AREAS
COMMENTS :
OUTLINES OFNEGOTIATION
RANGEPRICE POINTPROMOTIONS SELL-IN SELL-OUTIN-STORE SUPPORTFACING / SPACEMERCHANDISINGDISPLAY AREAS
COMMENTS :
OUTLINES OFNEGOTIATION
RANGEPRICE POINTPROMOTIONS SELL-IN SELL-OUTIN-STORE SUPPORTFACING / SPACEMERCHANDISINGDISPLAY AREAS
COMMENTS :
MAKRO
SHOE MART
RUSTANS
KEY POINTS / HIGHLIGHTS
KEY POINTS / HIGHLIGHTS
KEY POINTS / HIGHLIGHTS
TRADE NAME
ACCOUNTS /TRADE NAME
ACCOUNTS /TRADE NAME
ACCOUNTS /
Nestlé Waters Philippines, Inc.
1. To provide our Merchandising Force with the specific information on information on basic merchandising standards, principles, and philosophies.
2. To provide our Merchandising Force with ample knowledge about the brands, its competitiveness, consumer acceptance & needs for trade push and pull creation.
3. To give regular merchandisers a refresher course on merchandising. 4. To know, learn and understand the Role, Task, Responsibilities and Accountabilities of a merchandiser.
TRAINING OBJECTIVES :TRAINING OBJECTIVES :
1. COC’S ( CHECK OUT COUNTERS DISPLAY, PAPAANO ? 2. PLAN O GRAM3. MASS DISPLAY - WHY & TYPES. 4. SHARE OF SHELF5. INCREASE- FACING OR SPACE6. SUGGESTED ORDERING – OFF TAKE7. MAXIMUM CAPACITY PER SHELF ?
EXPECTATIONS :EXPECTATIONS :
Chapter 9 : Merchandising Call Procedure
Chapter 8 : Communications in Selling
Chapter 7 : What is a Good Display?
Chapter 3 : Display Arrangement & Building
Chapter 4 : Merchandising Objectives
Chapter 5 : Merchandising & Display Facts
Chapter 6 : What is Displaying?
Chapter 2 : What is Merchandising?
First Part - Basic Merchandising Skills:
Chapter 1 : Words of the Experience
Chapter 10: Reports (Inventory, Offtake, Planogram, Competitive)
Chapter 13 : Merchandisers Responsibility
Chapter 12 : Merchandisers Key Results Area
Second Part - Consortium Merchandising
“ “ The secret of my success is that I The secret of my success is that I look at a coin. On one side, it look at a coin. On one side, it
reminds me that without sales, reminds me that without sales, there is no merchandising. On the there is no merchandising. On the
other side, it reminds me that other side, it reminds me that without a good and proper without a good and proper
merchandising job, there is no merchandising job, there is no sales or poor sales at my next call. sales or poor sales at my next call.
So I realized that SALES and So I realized that SALES and MERCHANDISING are two sides of MERCHANDISING are two sides of
the same coin.”the same coin.”
The Words of the Experience
A display can give you a bigger sales increase that any other marketing tool; more than promotion and more than media.
Display space and siting is difficult to obtain BUT easy to loose. So, once you have got it, retain and improve on it.
It is easiest thing in this world to get a NO, however, it makes much more fun to get a YES.
The Words of the Experience
The ART of presenting RFM’s products in a CREATIVE and INNOVATIVE way to :
PERSUADE the outlets to purchase. ATTRACT consumers to buy. Call to Action
What is Merchandising?
Make products appear as MARKET LEADERS To display latest POINT OF SALE material and
remove outdated, faded or damaged material Create NEW DISTRIBUTION POINTS.
What is Merchandising?
GENERATE and MAINTAIN the largest possible shelf space.
Improve OFFTAKE for all products.
STIMULATE and MOTIVATE placement of orders.
Ensure display at ABOVE STANDARD for optimum sales and product appearance
Display Types:
On Shelf Display or Primary Shelf DisplayThese are products normally displayed on
the gondola shelf or shelves of the supermarket. Products are normally grouped together according to its category.
Display Arrangement & Building
Off Shelf DisplayThese are products displayed outside of the
gondola shelves. Some are displayed massively, some are displayed using promotional racks or tiers and still some on the checkout counters.
Display Arrangement & Building On Shelf Display or Primary Shelf Display
Display Arrangement & BuildingTypes of Off Shelf Displays1. Mass Display / Island Displays2. Gondola End Displays3. Promotional Displays
4. Check-out Counter Displays5. Dump Bin Displays
6. Perimeter Wall / Front Window Displays
Display Arrangement & BuildingTypes of Off Shelf Displays1. Mass Display / Island Displays2. Gondola End Displays
Display Arrangement & BuildingTypes of Off Shelf Displays3. Promotional Displays
Display Arrangement & BuildingTypes of Off Shelf Displays4. Dump Bin Displays
5. Perimeter Wall / Front Window Displays
Display Arrangement & BuildingTypes of Off Shelf Displays6. Check-out Counter Display / Counter Top Display
Merchandising Objectives
AVAILABILITY
ACCESSIBILITY
VISIBILITY
FRESHNESS
Merchandising Objectives AVAILABILITYAchieve multiple distribution points in each outlet
Merchandising Objectives
Enable consumers to see, reach, and touch our products at the point of sale.
ACCESSIBILITY
Merchandising Objectives
Make our product look dominant in each category. VISIBILITY
Achieve display dominance and / or fair share of space.
Merchandising Objectives
Multiface “topsellers” whenever possible VISIBILITY
Group products together whenever possible.
Merchandising Objectives
Use shelf talkers / signs whenever possible VISIBILITY
Arrange products so that our brand name / logo face consumers.
Merchandising Objectives
Ensure we have the right products in correct quantities in the shelf at all times.
Ensure First In-First Out basis.
FRESHNESS
Merchandising & Display Facts Offtake of consumers products react dramatically to changes in shelf facings, locations & the use of shelf signs / talkers.
+ 40%+ 40%
-48%-48%
-58%-58%
What is DISPLAYING? Displaying refers to how products are presented at points of sale.
The quality of display is a direct result of the merchandising work and is judged according to location, type, product availability, accessibility, visibility, and the use of supporting promotional materials.
More displays improve product offtake.
What is a GOOD DISPLAY? Eye Catcher Make product appear as market leader. Increases brand awareness / image create impact. Maximizes Product Impact. Merchandisers products at eye level. Contains only clean products and properly priced. Merchandise products in “BLOCK” position.
Communications in Selling
Sight - 85%
Taste, Touch, Smell - 10%
Hearing - 5%
MERCHANDISING CALL PROCEDUREWhy do we Merchandise?
To build brand awareness / loyalty. To encourage trial consumption. To encourage repeat purchase
To increase sales / profit of company & trade
To give consumers value for money
To make outlets accept new products.
To ensure product, company and trade success.
1. PRE-CALL / POST CALL ANALSIS 2. GREET
CUSTOMER
3. CHECK INVENTORY & MERCHANDISE
5. PLAN ACTIVITIES
4. RECORDS & REPORTS
MERCHANDISING CALL PROCEDURE
7. TRADE RELATIONS
6. EXECUTE ACTIVITIES /OBJECTIVES
MERCHANDISING CALL PROCEDURE1. PRE-CALL ANALYSIS Review Master Call Plan / Call Card
No. of outlets to be visited for the day. Route Plan / schedule
Call Card (distribution; OOS, facings, promotions, competitive activities, others)
Price labelers; label tapes Cutter / cutter blades Marking Pens; POSMs; POPs; scotch tapes, rugs
Check the Merchandiser Kit
MERCHANDISING CALL PROCEDURE1. PRE-CALL ANALYSIS
G - Greet warmly with a smile.
U - Ultimate motive is to get his/her attention.
E - Eliminate negative comments like “How’s business?”
T- Tell customer that you ready to render your services
S - State your name and the company you are representing
2. GREET CUSTOMER
MERCHANDISING CALL PROCEDURE1. PRE-CALL ANALYSIS
3. CHECK INVENTORY & MERCHANDISE Product availability - determine what products available. Is it properly displayed?Stocks Inventory - does the outlet have sufficient stocks? What variants do I have to replenish?
2. GREET CUSTOMER
Pricing- is the price correct? Is it clear?
Distribution Points - replenish all shelves and off-shelves displays.
Merchandising Materials - Do I need to replace old POSMs? What improvement to do.
MERCHANDISING CALL PROCEDURE1. PRE-CALL ANALYSIS
3. CHECK INVENTORY & MERCHANDISE
Update inventory folders & inventory forms
2. GREET CUSTOMER
Record out of stocks & notify salesman afterwards.
Check competitive activities
List down current facings.
4. RECORDS & REPORTS
List down additional product distribution points.
MERCHANDISING CALL PROCEDURE1. PRE-CALL ANALYSIS
3. CHECK INVENTORY & MERCHANDISE
Time management is the most important tool in this step. Make sure that you only plan what you can finish within a call.
2. GREET CUSTOMER
Facing Objectives POSMs installation / replacementOffshelf display
4. RECORDS & REPORTS5. PLAN ACTIVITIES
BO accomplishmentPlanogram
Clean display
MERCHANDISING CALL PROCEDURE1. PRE-CALL ANALYSIS
3. CHECK INVENTORY & MERCHANDISE
6. EXECUTE ACTIVITIES / OBJECTIVES
2. GREET CUSTOMER
Once you have listed your activities for a particular call, execute them one by one with tact, care & presence of mind. You should not sacrifice quality when executing an activity or an objective.
4. RECORDS & REPORTS5. PLAN ACTIVITIES
MERCHANDISING CALL PROCEDURE1. PRE-CALL ANALYSIS
3. CHECK INVENTORY & MERCHANDISE
6. EXECUTE ACTIVITIES / OBJECTIVES
2. GREET CUSTOMER
Be honest when dealing with store personnel.
Show genuine concern for the outlet’s business by working productively and providing important feedback in operational issues / problems.
4. RECORDS & REPORTS5. PLAN ACTIVITIES
7. TRADE RELATION & LEAVE CALL
Be courteous. Avoid unsolicited remarks about other products and other people.
MERCHANDISING CALL PROCEDURE1. PRE-CALL ANALYSIS
3. CHECK INVENTORY & MERCHANDISE
6. EXECUTE ACTIVITIES / OBJECTIVES
2. GREET CUSTOMER
8. POST-CALL ANALYSIS
As you go to your next call, analyze outcome of your previous call and ask yourself… How am I doing? Why? What am I going to do about it? How can I improve my activities?
4. RECORDS & REPORTS5. PLAN ACTIVITIES
7. TRADE RELATION & LEAVE CALL
Merchandising Key Result Areas (KRAs)KRAs PERFORMANCE
OBJECTIVES PERFORMANCE
STANDARDS 1. Stock Availability To ensure 100%
replenishment of all SKUs at all times.
0 Stock out
2. Share of Space To maximize & expand product facings against competition
Depends on product standards (50:50 ratio is ideal) > % MS.
3. Product Visibility To install point of sale materials according to plan.
To implement set planogram.
To attain display dominance.
100% implementation
100%
implementation 100%
implementation
Merchandising Key Result Areas (KRAs)
KRAs PERFORMANCE OBJECTIVES
PERFORMANCE STANDARDS
4. Freshness No expired products are on the shelves.
Maintain new and clean POSMs & POPs all the time.
Minimize bad order “BO”
Shelves and product
cleanliness.
0 incidence of expiry products on display.
Timeliness of POSMs & POPs installation.
Must be maintained at <1.0% of sales per outlet.
100% of the time clean product & display.
5. Pricing To ensure correct and legible pricing
100% of the time product pricing is correct.
Merchandising Key Result Areas (KRAs)
KRAs PERFORMANCEOBJECTIVES
PERFORMANCESTANDARDS
6. TradeRelations
Establish goodrelationship withtrade personnel
0% complaints fromoutlets.
7. ManagementReports
Prepare & submitreports as may berequired bymanagement.
100% accurate,complete & up-to-date submission ofreports.
MERCHANDISERS Major Responsibility
The merchandiser is responsible for the activities performed at the point of sale which ensure the display of our products according to the company’s rules which stimulate the placement of orders.
The purposes are to: optimize product freshness and to support sales through increasing consumer awareness.
MERCHANDISERS Attitude Always keep a positive attitude. Be aggressive without being impolite.
Be loyal and honest to your company and to the product you represents.
Be responsible and accountable in all the things you do.
Always strive to SUCCEED and NEVER GIVE UP!
“The THINGTHING that COUNTSCOUNTS is not what we KNOWKNOW but the ABILITYABILITY to use what we KNOWKNOW”
NESTLÉ WATERS PHILIPPINES, INC.
THE ENDTHE END
VIC RAMIL H. RAMIL
SALES DRIVERS
“ MIX AND MATCH “AGGRESSIVE
DISTRIBUTIONMODE
FILIPINAS WATER BOTTLING CO.,INC.
CHANNEL DRIVEN – TACTICAL MIX & MATCH
SUPERMARKETS R-S-V-P + P ( HORIZONTAL – VERTICAL )
GROCERY TYPE R-S-V + P ( HORIZONTAL – VERTICAL )
HORECA TACTICAL SATURATION DRIVE TRADE MARGIN/REVENUE AS SELLING POINT
HIGH TRAFFIC AREAS COMMANDO-TACTICAL : VISIBILITY & PRICING
DOWNLINE CHANNELS: PENETRATION DRIVE : BREAK CASE SELLING ALTERNATIVE DIST’N MODE : SUB-D, JOBBING….
PROFITABILITY APPROACH : APPLY “ LITER SELLING “ OPPORTUNITY SELLING – K-I-L-L
Key Strategies• Aggressive pipelining
• Competitive Trade deals : 5 + 1 DEAL• LISTING FEE / or INTRO DISCOUNT Supermarkets / Big Grocery/ Drug Store Chain
Objectives
* PLACEMENT * AVAILABILITY* VISIBILITY
FILIPINAS WATER BOTTLING CO.,INC.
FILIPINAS WATER BOTTLING CO.,INC.
Key Strategies• Aggressive pipelining - Channel Focus :
• Supermarkets• Grocery Types / Wholesalers• Convenience Stores• Drug Stores • Other Downline Channels- Bakery, SSS,PMS,Canteen
Objectives* PLACEMENT * AVAILABILITY* VISIBILITY
Key Strategies• Full RANGE Placement: ( Vertical Distribution )
• Right SKU to the Right Outlet ( Product Fit Approach)
• DEPTH Driven Sell In :• Stock Weight & Cover – ( Stock Pressuring )
• SPACE for Impulsive Display:• In-Store Presence, Merchandising & POPs/POSM’s.
Objectives
* PLACEMENT * AVAILABILITY* VISIBILITY
330 ml
600 ml
1.5 Lit1.0 Gal
1.5 Gal
FULL RANGE & SKU’S :
1 Gallon
1.5 Gallons1.0 Liter
600 ml
330 ml
OUR FULL PRODUCT RANGE :
5 GALLONS
Key Strategies• VISIBILITY(AGGRESSIVE BTL ACTIVITIES)
• STREET SELLING – High Traffic• POP’S & POSM’S – Call To Action• SPECIAL EVENT PARTICIPATION – Interfacing w/ BFG• RESORT PROGRAM – Key Areas
Objectives
* PLACEMENT * AVAILABILITY* VISIBILITY
PRICE POSITIONING – 330 ML
116110
8494
105 103 109100
0
20
40
60
80
100
120
Wilkins Absolute Nature Spring SummitHidden Spring Viva NPL AQUA BLUE
9.008.50
6.50 7.25 8.15 8.008.45
7.75
PRICE POSITIONING ( 600 ML)
154
12197 102
116 113 119100
020406080
100120140160
Wilkins Absolute Nature Spring SummitHidden Spring Viva NPL AQUA BLUE
500 ML
500 ML
PRICE POSITIONING ( 1.5 lit )
136
11697 103
113
74
116100
020406080
100120140
Wilkins Absolute Nature Spring SummitHidden Spring Viva NPL AQUA BLUE
1.0 LIT
RETAIL PERFORMANCE STANDARD :
Channel Type 330 ml 600 ml 1.5 lit 1.0 gal 1.5 gal 5 gal TCA QLP IDM Moo
Supermarkets X X X X X X X X X X
Grocery X X X X X X X X X X
CVS X X X X X X X X
SSS X X X X X
PMS X X X X X
Drug Stores X X X X X X X
Gas Station X X X X X X X
Canteen X X X X X
Sports Club X X
Bakery X X X optional X X X X
Wholesalers X X X X X X X
Bus Terminals X X X X X X
Street Vendors X X X
Institutional X X X X X
PRODUCT FIT APPROACH –”Right SKU to the Right Outlet”
Negosyo Mula Sa Aqua Blue……
330 ml
600 ml
ADDITIONAL INCOME : Aqua Blue……
330 ml
600 ml
SATURATION – VISIBILITY DRIVEBORACAY ISLAND
DECEMBER 2004- APRIL 2005
FILIPINAS WATER BOTTLING CO.,INC..
Key Strategies• On Site Distribution Operation ( OSDO ).
• Saturation Drive• Merchandising Blitz
Objectives• Availability – Visibility Drive
– High Traffic Areas:• Boracay Island
FILIPINAS WATER BOTTLING CO,INC..
Key Strategies• On Site Distribution Operation ( OSDO ).
• SATURATION DRIVE :– Outlet Penetration/Placement
» 2 Contractual Salesmen– Delivery & Account Servicing
» Distributor’s Depot in Boracay
Objectives• Availability – Visibility Drive
– High Traffic Areas:• Boracay Island
FILIPINAS WATER BOTTLING CO,INC.
Key Strategies• On Site Distribution Operation ( OSDO ).
• MERCHANDISING BLITZ :– POP’S & POSM’S Installation
» 2 Contractual Salesmen cum Merchandisers– Dealer Aid Support
» On-Premise & Volume Accounts
Objectives• Availability – Visibility Drive
– High Traffic Areas:• Boracay Island
FILIPINAS WATER BOTTLING CO,INC.
CDAVS SUB-D’S/JOBBERS OUTLETS BIG - C
5 + 1 deals P 157.50 ( 10% ) SRP P 10.00 P 6.08/bot 6.56/bot
INCOME/REVENUE: 7% - 10% 52 % ( 330 ml )
80% ( 600 ml)
5 + 1 deals P 157.50 ( 10% ) SRP P 15.00 P 7.57/bot 8.33/bot
330 ml
600 ml
FILIPINAS WATER BOTTLING CO,INC.
Trade / Outlet Support :• 5+1 Deals ( Pass On )• Merchandising :
• POPM’s : Streamers, Posters, Bannerettes• POSM’s :
On – Premise : Chillers ( 5)/ Ice Coolers, Coaster Pads, Napkin Holder.Off – Premise : POPM’s
Distributors/Dealers Support:• Trading Term :
– 5 + 2 Deals ( 301 cs +++)– 2% on COD or 30 days Term
• Two ( 2 ) Salesmen cum Disers• S/Men Incentive Scheme• One unit Pedicab
FILIPINAS WATER BOTTLING CO,INC.
Distributors/Dealers Support:• Trading Term :
– 5 + 2 Deals ( 301 cs +++)– 2% on COD or 30 days Term
• 5+1 Pass – On Support• Merchandising Representative• Chillers – 50 cases +++/month• Electrical Assistance : P 200.00/mo
– 20 cs +++/ month• Pedi-cab ( when needed)• Ice Coolers & Vending Bags
FILIPINAS WATER BOTTLING CO.,INC
Projected Manpower Costs : Basic Pay :Salesman 1 : Php 250 X 26 days = PHP 6,500.00Salesman 2 : Php 250 X 26 days = 6,500.00 Transportation/Meals:Salesman 1 : PHP 35 X 26 days = 910.00Salesman 2 : PHP 35 X 26 days = 910.00 Total ( fixed ) = PHP 14,820.00 Commission / Incentive :Basis : Sales Volume : 2,000 cs Outlets Opened/Retained : 400Rate/Cs Comm: Php 1.00, = Php 2,000.00 Outlet Opened/retained : Php 3.00 = Php 1,200.00Grand Total / Mo. = PHP 18,020.00Grand Total ( 5 mos): = PHP 90,100.00 % Cost To Sales : 5%
FILIPINAS WATER BOTTLING CO.,INC
REGALO KO PARA NIMO :
P 2.00 / KADA KAHON
INCENTIVEMAY – JUNE : SALE TO TRADE
JULY & ONWARDS MORE SUPRISES