Cl m-final-2-smart com
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This document discusses Unilever Russia's plan to reorganize its field sales structure to double turnover by 2014. The reorganization will streamline sales force management, improve cooperation with distributors, focus on modern trade outlets, and decrease bureaucracy. It will be implemented over two years through regional priorities, HR training programs, and communication efforts. The financial projections estimate costs of 2011-2013 to be several million rubles and project that achieving over 65% growth in key drivers like product price and volume per customer will result in the targeted 65-92% overall turnover growth.
Cl m-final-2-smart com
- 1. Dmitry ChechulinEugenia SlivkoSerafimaKrasnonosovaVictoria MeosUnilever Russia turnover×2 by 2014via Field Sales reorganizationMoscow 2010
- 2. SmartCom teamSerafimaKrasnonosovaPhD student, MGTU Bauman2Dmitry ChechulinStudent of 5th year, MESIEvgeniaSlivkoGraduated HSE, KPMG consultantVictoria MeosGraduated MSU, KPMG consultant
- 3. AgendaGrowth and Field Sales structureImplementation timelineRegional priorities
- 4. HR policies
- 6. The main growth drivers are the portfolio of goods shipped,volumes of goods shipped per customer and customers quantityTurnover structureAverage price per productAvgvol of goods shipped per customer/yearQuantity of customers4Actions to bring incremental turnover by 2014
- 7. Ensure strong presence in opening modern trade POPs
- 8. Cover yet unreached traditional trade POPs
- 9. Refine cooperation with Distributors
- 10. Unite Sales Force management
- 13. Increase the amount of “expensive” products shipped+ 15-20%+30-45%+ 10-15%55-80%10-12% (Market growth) += 65-92%by 2014
- 14. The reorganization purpose is to increase efficiency of execution “in fields” and place special focus on refining the relations with distributors5NSDDo not unite Food and HPC business units:
- 15. No clear result in turnover growth
- 16. Significant number of layoffs
- 17. Strong fluctuations in work with partners
- 18. Raise effectiveness of SF management
- 19. PDA usageRSMTSMSCSSCDEReinforce Modern trade unit to ensure strong positions in new outlets
- 20. Align activities between SS and Channel DevelopmentMTECSSCDAEMTAEDSTTERefine cooperation with distributors:
- 23. Streamline “get-to-market”Sales ForceTrade outletsDistributors
- 24. Defining the prior regions to start reorganization via analysis of Unilever sales and POPs covered in the region— Efficient regions— Normal regions— Ineffective regions— N/A* Difference between % of Unilever of sales at the region and % of POPs covered
- 25. Restructuring involves a number of coordinated HR activities including evaluation, training and hiring of employees. training: - training centermeeting: - territory - SCSS - CME - Key Accounts - regionaltraining: DS competence
- 26. with distributors and SF
- 27. MTAE competence survey – trainingdevelopment focus
- 28. train SCSS RSM training on site and training center
- 29. meeting: CDE, SCSS, regional, territorytraining: - training center - with MTE & CDAEmeeting: - territory - CDE - CME - regionalTSMSCSSCDEEvaluation:-initial survey turnover by one employee
- 30. quantity of salesEvaluation:-initial survey -KPI results -sales volume promotionCSSMTETTEDSMTAE hire new people based on need
- 31. transfer on area demand7
- 32. Communication of changes aimed at creating a clear picture of ongoing changes among all stakeholdersMessage- reasons, plan and benefits of the reorganization- methods and time frame of reorganizationtraining schedule
- 33. new Orgchart
- 34. new remuneration policy
- 35. results and effects of reorganization
- 36. feedback collection@@@@@@@@@Field SalesRelated DepartmentsCustomersAdaptation periodActive phaseJanuary-March 2010
- 37. Reorganization active phase will take ~ 1,8 year and will consist of consecutive centralized trainings and localized field reorganizationProject phases201120122013201420152016Pre-phase1- Communication of changes- Employees assessment- Development of trainingsReorganization2FHPCZone 1Zone 2Zone 3FunctionaltrainingsHPCFFunctionaltrainingsHPCFPost- restructurization control 3KPI control
- 40. FinancialsProject completion criteriaCosts 2011 – 2013 include, mln rub:Organizational restructuring is completed
- 41. Adaptation of staff is completed
- 42. 65%or moreof planned growth of every driver is achieved10
- 43. SummaryTurnover growth of 65-92% can be achieved by 2014:More expensive product mixStreamlining the relationships with distributors effectivenessConcentration on developing strong presence in emerging modern trade outletsTime for reorganization ~ 2 yearsTo double the turnover Unilever conduct additional initiatives – Acquisition of an FMCG company proposed.11
- 44. Thank you for attention!Q&A12