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| Case Studies (With permission from clients) | | | | FMCG (Fast moving consumer goods) Irish grocery trade | | | Business Overview:
Business size €45,000,000, selling consumer goods ranging across three trade areas: Ambient, Chilled, Frozen. Three trade channels: multiples, convenience wholesale and foodservice. Total sales team covered all three channels. Twenty sales team members, two area managers and one national sales manager. Sales manager looked after the key accounts and dotted line into marketing. The business was growing in some sectors, but overall was static. |
Spent one day office based and one day field based and attended one sales meeting. The business issues were as follows: | | | | a. | Not enough focus at head office levels, due to trade consolidation, pressure on trading agreements and processes the national sales manager could not handle and had not changed with the trends | | b. | The three trade channels have different sales processes. Each sales person had some experience in some areas. | | c. | The large multiples selling had changed from the original order capture to centrally delivered orders. The team tended to avoid accounts where they no longer counted and took orders, resulting in the sales team not calling on 60% of the business. | | d. | Execution, planning and review | | e. | No sales process, varied throughout the team | | f. | No investment in training for eight years |
| | | | | | Set targets to measure training: | | | | a. | Create channel plans and implement | | b. | Review resources for the head office channels | | c. | Create specific sales channel processes for each sector | | d. | Review budgeting process | | e. | Implement comprehensive training programme across the team | | f. | Target to hit budget for the year and margin contribution |
| | | | | | Results: | | | | Conducted on line assessments of the whole team. Proposed and was accepted that the National Sales Manager become the Sales Director. Through our Profile Xt identified two National Account managers from the existing team and put in place a training programme to up skill them. This saved at least €40,000 in recruitment fees alone. These two individuals were then allocated key accounts with the top two still remaining under the direct control of the sales director. | | | Reallocated trade journey plans and created three teams. Team A focused solely on Foodservice, with two sales team members and one area manager
A second team focused on the non-order capture business, reporting into the field sales manager. We also created a very tight measurable process around product validity.
A third team was created with a field sales manager liaising with a new contracted team who did not work for the business but reported into the company. Three sales team members took voluntary redundancy. Total savings to the business were €150,000.
Implemented trade budgeting plans, tighter controls and reporting structures. Ongoing training process with the team was put into action.
Business hit plan +2.6% , but was slightly behind on margin -0.25% due to no price increases. However if the restructuring had not happened, a number of principles would have moved distributors and the margin figure would have been significantly lower.
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