"Success comes from Good JudgementGood Judgement comes from ExperienceExperience comes from Bad Judgement"

Schatte for Sale

Passion for People

Ishida is World leader in design, manufacture and installation of and line

solutions

Vision: Sales Force as benchmark for Packaging Industry.

Mission: Increase in scale on existing markets

1893: Ishida Co Ltd established in Japan

1959: Produced he world's first automatic weighing machine

1972: Ishida launched the revolutionary .

2006: Creation of “The Ishida Sales Methodology”.

Ishida’s USP’s

- extensive product testing in our purpose-built trials area

- tailored operater training on-site or at Ishida

- dedicated after-sales resoures

- spares warehousing facilities across Europe

- 24 hour telephone helpline

- partnership

- understand customers needs unique soluions

- rapid response: R&D in Europe

Ishida SWOT Analysis

StrenghtStructure- corporation (technical advice/financial support)- strong management - good references- presence in the marketplace- Flat managment structure

Strategy- focus on existing clients- Strong in niche markets- Handling multilingual projects in short timeframes- Project management

WeaknessStructure

- internal organisation

- function descriptions not clear to all

- organization chart unclear

- progress reviews not shared with all

- organization is not “lean and mean”

Strategy

- no real focus and communicated strategy, vision and mission

- only product orientated

- organisation does not grow with new potential markets

- weak in development of new markets

Oppertunities

- developing new markets- focus on development markets op Germany and

England- providing solutions to customers: turn key solutions- scale enlargement in current niche market- become a lean and mean structured organisation- integration of new vision by sales people: - • market coverage

• solutions• global coverage to 20 global customers

(Key Account Development)- selling more in highly competitive markets

the Ishida method of selling: be the Best!!

Threads- bureaucracy: no control of local resource in order to

achieve customer satisfaction

- world player in too small market

- organisation and implementation of global coverage

- adaptation of sales force to new requirements is time-consuming

- global coverage to master key accountsdevelopment

- competition to develop niche markets stronger

Commercial Vision Ishida

??

Schatte for Sale & ACS

Questions to be asked

1. WHAT will it take to create a superior sales and marketing organisation?

2. WHY doesn’t the old way of selling work anymore?

3. HOW can we ensure that our sales and marketing organizations are aligned with our customers’needs and buying patterns?

4. HOW can we add value to our customers’business?

5. HOW can we focus everyone in the Ishida Organization on providing value to the customer: the Ishida Methodology

6. HOW can Schatte for Sale help Ishida achieving its goals

Schatte for Sale’s experienced will create Ishida’s Sales Methodology following 5 rules

• “Everything is meaningless except the things to which you give meaning”

• “Radical decisions inspire”• “In der Beschränkung zeigt sich der Meister.”

“Less is more.”• “If you know the enemy and know yourself, you need

not to fear the result of a hundred battles” (Sun Tzu, the Art of War)

• “If you don’t have a cometitive advantage, don’t compete,” – Jack Welch

Our Team

- has International Sales Experience as Sales Manager or Director

- has over 6 years experience in Training & Coaching Sales

- speaks at least Dutch, German and Englisch, as well as Arabic, French, Spanisch, Italian and other languages

- has a “Shadow Team” for maximum guaranted continuity

- trained Companies as: Philips, Rabobank, ABB, Panasonic, Centerparcs

To build Total Sales Effectiveness we have to impact all companies

of Ishida at 3 levels

1. Organizational Selling Effectiveness

2. Team Selling Effectiveness

3. Individual Selling Effectiveness

Address Weakness+

Quality & Address weakness

*Ishida Cultural Analysis*first analysis of ACS: measuring of acceptance oftraining method

- Interviews with staff- How strong is the weakness of Ishida- Is there one best way of selling? (best practice)- What accents can we define per country?- Defining best way of selling & communicate to country’s

of EMEA

Propsition enrolment program EMEA

Focus of consultative sales training in 3 area’s

1 Geographical markets

2 Application markets

3 Key accounts

Dimensions in 4 area’s

- function: team related

- Training material: international/global

- Language: English adapted to land & culture

- Results: key performance indicators

Focus UK + Germany + other Country’s in

1 Mast & Poultry

2 Ready Meals & Salads

3 Snacks

Prioritise activities

Management + CEO in Consultancy Project

Desk research & tests defining

a 8 management roles

b culture

c sales culture

d noses in the same direction?

Outcome: ok: development of trainings programme

Outcome: not ok: reformulating assignment to come to:

The Ishida method of selling

Time schedule

Oct-dec 2006 Management Consultancy & Desk Research

Jan 2007 Intake & Sales Cultural Analysis

Feb 2007 Development Training Programme

Mrt 2007 Train the Trainer Programme

Apr 2007 Train the Manager as Coach

Mei 2007 Start Ishida Methodology of Selling Programme

Oct 2007 First evaluation, ongoing evaluation

Nov 2008 End of programme

Asses & Measure progressTraining Effect Monitor

The Training Effect Monitor is based on the following model of return on Training Investment:

Level 0:

Accep-tance

Level 1:

Evalu-ation

Level 2:

Learning impact

Level 3:Beha-vioral

change

Level 4:Organiza-

tional change

Level 5:

KPI’s

Insight in resistance and willingness to change

Evaluation of the quality of the program

Insight in transfer of skills to practise

Quantifying competency development of

participants

Clarifying drivers and barriers in the organization

Defining ROI in terms of success rates, turnover

and margin growth

The model explains how the 6 levels of the Training Effect Monitor interact to determine Return on Investment

Peer Pres-sure

Expe-rience

Timing

Commu-nication

Comple-xity

Work conse

quences

Commitment

Urge

Program Success

Willing-ness

Emotions

Percei-vedvalue

Org. Drivers/ barriers

= motivational forces

= pushing forces

= control forces

An example of a personal competency profile is depicted below

At level 4 insight is gained in the drivers and barriers in the organization that support or hinder sales performance. This evaluation is based on seve key factors:

1 Shared vision

2 Strategy

3 Structure

4 Systems

5 Staff

6 Skills

7 Style

Support of change process:ACS

Ishida Europe has a:

- Need for Progress:

Sales Force as benchmark for Packaging Industry

- Need for Solidarity:

team spirit: Ishida’s European Commercial Vision

- Need for Adventure:

new markets, new way of selling

- Need for Own Advantage:

creating concrete results, higher turnover

- Need for Ease:

turn key, one stop shopping, central support

- Need for Enjoyment:

Fun working for customers and with colleagues

- Need for Security:

concrete results, global coverage

- Need for Exclusivity:

benchmark for the packaging industry

Key factors for success for Ishida to reach the goal of € 150m

1. Passion for the Customer2. Market Coverage:

- know every opportunity- quote for every opportunity- win 2/3 of all quotes- happy high performing associates

3 Providing Solutions4 Leverage global coverage5 Be the Best: by working with the Ishida Sales

Methodology

Key factors for work successfully with Schatte for Sale

1. International European/Global Experience: we speak the language know the culture, see the difference and the match

2. International background: work local, act global3 Continuity: a team of experienced international

trainers4 Flexible, involved, reliable with a huge international

network5 Be the Best: working with Ishida brings out the

best in us!

Conclusion:There is a perfect match for a

longlasting copperation between Ishida Europe

AndSchatte for Sale!

Your investment in the Sales Development Program

Management Consultancy & Desk Research: 10 days @ € 2.500 € 25.000,-

January 2007: Intake & Sales Cultural Analysis: 5 days @ € 1.500 € 7.500,-

Februari 2007: Development Training Programma: 10 days @ € 1.500 € 15.000,-

March 2007: Train the Trainer Programme: 5 days x 5tr @ € 1.500 € 37.500,-

April 2007: Train the Manager as Coach: 2 days per manager 6 x 2 = 12 € 18.000,-

The Sales Director Mr. Girard can be included in one of those sessionsDevelopment of The Training Program: 20 days @ € 1.300 €

26.00,-

Development Training Manuals “Ishida Sales Methodology” 10 days € 13.000,-

Printing costs/manuals/sending invitations/materials/memory kits € 10.000,-

Start Ishida Methodology of Selling programme:- Kick off meeting for all Ishida Staff: 158 people two days in week-end

Exluding accommodation etc. 5 trainers = € 25.000,-

- Kick off Sales Development Programme 43 people € 15.000,-

- 10 Days Training Program pp for total Sales force of 43 salespeoplein teams of 10 = 10 x 4: = 40 x 3 (years) = 12- days x € 1500 €180.000,-

- Two days training for supporting staff, distributors, back office & technical staff € 7.500,-

- Travel time @ € 1300,- per day per trainer + travel costs (hotel/transportation)

- Costs of telephone/fax etc.

Total estimated costs Sales Development Program Ishida 2006-2008 €379.500,-

End of programme: November 2008

Measurable results

Running the project

Who fails in this preparation prepares his failure(Schatte for)Sales skills are only a rumour until they’re in in Ishida’s muscle

Success is in the Company’s that want know IshidaNot in the ones that Ishida already knows

Most customers are sooner ready to buy from you . . .Than your Sales Organisation is to sell to them

Are we at Ishida ready to sell to our customers??Let’s show them “Precisely the Solution”

“Winning isn’t everything.It’s the ONLY thing.”

Robin Schattefor

Schatte for Sale

Paris, 26the April 2006