Post on 30-May-2018
8/9/2019 Management of Current Distributors
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Management of Current Distributors
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Management of current Distributors
Objectives
To increase profitable business through Distributors by leveragingefficiency and effectiveness
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Management of current Distributors
Competencies
Delivers sustained competitive advantage at the Point of Purchasethrough distributors
Works effectively across all interfaces to deliver mutually beneficial
solution
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Management of current Distributors
Programme
Day One Setting theScene Distributor roles
and responsibilities,
role of distributormanager
Understandingdistributorfinancials and salesteams
Day Two Setting theDirection The distributor
plan, setting and
monitoringdistributorperformanceindicators,motivatingdistributors
Day Three - Settingthe Relationship
Early warningsigns, managing
distributormeetings,managing thedistributorrelationship,dealing withconflict
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Management of current Distributors
Organisation
Criteria for selection
Duration
Language
Group size
Location
Preparation
Attendance of the FoundationModules
3 days
Various
8-12 (1 trainer), 13-24(2 trainers)
Prework pack sent to delegates
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Pictorial agenda
Distributor
Role And
Responsibilities
The Importance OfWinning In The General Trade
Role Of The
Distributor
Manager
Setting The Scene
Distributor
Financials
Setting The Direction
Distributor
Business
Planning
Developing The
Relationship
Early Warning
Signs
Managing
Distributor
Performance
Motivating
Distributor
Personnel
Managing
Distributor
Meetings
Distributor
Relationship
Behaviours
Distributor
Health Check
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Distributor roles and responsibilities- The context
A Distributor should be seen as a strategic partner ofFrieslandCampinawith the FrieslandCampina standards
and the FrieslandCampina approach
They are effectively an extension of FrieslandCampina ownsales and distribution capability to either complement, or in
certain circumstances fully replace the FrieslandCampinadirect sales force in a country or geographical area
In order to manage a Distributor effectively and efficientlya Distributor Manager should understand the general roleof a Distributor and the specific role of their Distributors
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FrieslandCampina key challenges
MarketExploration
and/orinitial
presence
Market Entry
Growth
Maturity
Traditional
Distribution ROI Product Profitability Local Capability Consumer Understanding Route Into Market
Outlet Segmentation Weighted Distribution Product Range Local Capability Consumer Understanding
Outlet Segmentation Weighted Distribution Product Range Development Local Capability Training
Consumer/Shopper Insights Production Facilities?
Outlet Segmentation Product Range Development Local Capability Training Consumer/Shopper Insights
Mixed
TT Distribution ROI MTTrading Terms Media Costs Consumer Understanding Route Into Market
TT Distribution ROI MTTrading Terms Media Costs Range & Category Planning Consumer Understanding
Channel Planning POP Activation MT/TT Trade Investment Planning Category Based Launches Customer Partnerships Consumer/Shopper Insights Production Facilities?
Channel Planning POP Activation MT/TT Trade Investment Planning Category Based Launches Customer Partnerships Consumer/Shopper Insights Production Facilities
Developed
MTTrading Terms Media Costs Consumer Understanding NPD Development/ USP Shopper Marketing Route Into Market Category Based Launches
MTTrading Terms Media Costs Consumer Understanding Shopper Marketing Range & Category Planning Category Based Launches
Channel/Customer Planning POP Shopper Activation Trade Investment conditions Category Based Launches Customer Partnerships Consumer/Shopper Insights Production Facilities?
Channel/Customer Planning POP Shopper Activation Trade Investment conditions Category Based Launches Customer Partnerships Consumer/Shopper Insights Production Facilities
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(Co) Managing
Key Accounts
PortfolioManagement
Distributor File
Maintenance
ConductingReview and
DevelopmentMeetings
Presenting
Plans
Managing the Distributor
MonitoringPerformance
MotivatingDistributor
ManagementAnd - Sales
Teams
DevelopingAnnual
BusinessPlans
Selling And
Negotiating
BusinessPropositions
Key Activities
ProblemSolving
AnalyzingSales Data
(CDIS)
Supply ChainSupport
(Warehousepractice etc.)
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What does a motivated salesteam look like?
A professional sales force that consistently gives full commitment to selling our
products through the excellent implementation of our Brands activities and that
constantly seeks additional opportunities to sell more of our products in the right
channels in line with the Friesland Campina agreed strategies and objectives
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Follow - Up
Preparation
Introduction
Performance Review
Development Activity
Summary And Close
PreMeeting
The Meeting
Post Meeting
Distributor Review MeetingsFormat
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Ensure the two organizationsare aligned to one another
Developgenuinepersonal
relationships
The three relationship dimensions
Satisfyingthe
Distributorsprimarybusiness
needs