Management of Current Distributors

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 Management of current Distributors

Objectives
½ Ôo increase profitable business through Distributors by leveraging
efficiency and effectiveness


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 Management of current Distributors

Competencies
½ Delivers sustained competitive advantage at the Point of Purchase
through distributors

½ Works effectively across all interfaces to deliver mutually beneficial

solution

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 Management of current Distributors

Programme
 Day One ± Setting the  Day Ô o ± Setting the  Day Ôhree - Setting
Scene Direction the Relationship
 Distributor roles  Ôhe distributor  Early arning
and responsibilities, plan, setting and signs, managing
role of distributor monitoring distributor
manager distributor meetings,
 Understanding performance managing the
distributor indicators, distributor
financials and sales motivating relationship,
teams distributors dealing ith
conflict

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 Management of current Distributors

Organisation
ΠCriteria for selection ΠAttendance of the Foundation
Modules

ΠDuration Π0 days

ΠLanguage ΠVarious

ΠGroup size Π8-1 (1 trainer), 10-

( trainers)

ΠLocation

ΠPreparation ΠPre ork pack sent to delegates

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 Pictorial agenda
The Importance Of
Winning In The General Trade

Setting The Scene

Role Of The
Distributor Distributor
Role And Manager
Responsibilities

Distributor
Financials

Distributor Managing Motivating

Setting The Direction Business Distributor Distributor
Planning Performance Personnel

Managing Distributor
Developing The Early Warning Distributor Relationship Distributor
Relationship Signs Meetings Behaviours Health Check

Î
 Distributor roles and responsibilities
- Ôhe context

A Distributor should be seen as a strategic partner of

FrieslandCampina ith the FrieslandCampina standards
and the FrieslandCampina approach

Ôhey are effectively an extension of FrieslandCampina o n

sales and distribution capability to either complement, or in
certain circumstances fully replace the FrieslandCampina
direct sales force in a country or geographical area

In order to manage a Distributor effectively and efficiently

a Distributor Manager should understand the general role
of a Distributor and the specific role of their Distributors

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 FrieslandCampina key challenges
Ôraditional Mixed Developed

½ MÔ Ôrading Ôerms
Market ½ Distribution ROI
½ ÔÔ Distribution ROI ½ Media Costs
Exploration ½ Product Profitability
½ MÔ Ôrading Ôerms ½ Consumer Understanding
and/or ½ Local Capability
½ Media Costs ½ NPD Development/ USP
initial ½ Consumer Understanding
½ Consumer Understanding ½ Shopper Marketing
presence ½ Route Into Market
½ Route Into Market ½ Route Into Market
½ Category Based Launches

½ MÔ Ôrading Ôerms
Outlet Segmentation ½ ÔÔ Distribution ROI
½ ½ Media Costs
Weighted Distribution ½ MÔ Ôrading Ôerms
Market Entry ½ ½ Consumer Understanding
Product Range ½ Media Costs
½ ½ Shopper Marketing
Local Capability ½ Range & Category Planning
½ ½ Range & Category Planning
Consumer Understanding ½ Consumer Understanding
½ ½ Category Based Launches

½ Channel Planning ½ Channel/Customer Planning

½ Outlet Segmentation
Gro th ½ Weighted Distribution
½ Product Range Development
½ Local Capability Ôraining
½ Consumer/Shopper Insights
½ Production Facilities?
½ POP Activation MÔ/ÔÔ
½ Ôrade Investment Planning
½ Category Based Launches
½ Customer Partnerships
½ Consumer/Shopper Insights
½ Production Facilities?
½ POP Shopper Activation
½ Ôrade Investment conditions
½ Category Based Launches
½ Customer Partnerships
½ Consumer/Shopper Insights
½ Production Facilities?

½ Channel Planning ½ Channel/Customer Planning

½ POP Activation MÔ/ÔÔ
Maturity ½ Outlet Segmentation
½ Ôrade Investment Planning
½ Product Range Development
½ Category Based Launches
½ Local Capability Ôraining
½ Customer Partnerships
½ Consumer/Shopper Insights
½ Consumer/Shopper Insights
½ Production Facilities
½ POP Shopper Activation
½ Ôrade Investment conditions
½ Category Based Launches
½ Customer Partnerships
½ Consumer/Shopper Insights
½ Production Facilities

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 Managing the Distributor
Supply Chain
Support
Key Activities (Warehouse
practice etc.)

Selling And
Negotiating (Co) Managing
Key Accounts
Business
Distributor File Propositions
Maintenance
Analyzing
Sales Data
Conducting
(CDIS)
Revie and Portfolio
Development Management
Meetings Developing
Annual
Business
Monitoring Plans Problem
Performance Solving
Motivating
Presenting
Distributor
Plans
Management
And - Sales
Ôeams

w
 What does a motivated sales
team 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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 Distributor ³Revie Meetings´
Format

Preparation PreȸMeeting

Introduction

Performance Revie

Ôhe Meeting
Development Activity

Summary And Close

Follo - Up Post Meeting

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 Ôhe three relationship dimensions
Ensure the t o organizations
are aligned to one another

Develop
genuine
personal
relationships
Satisfying
the
Distributors¶
primary
business
needs

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