Sept 12
Sales Training
Context...
Our dynamic business will throw various challenges Needless to say, problems should be resolved quickly to effectively
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team who is in the system for last 2 years and is having 4 TSOs reporting to him. Anil is one
of the TSO in his team who is very energetic and want to earn more incentives. Hari handles a cluster business of 8 lacs out of which Anil has been given a target of 1.25 lacs. Since the time company is driving for 30 PC Hari is conveying the same to his TSOs. Anil has an avg PC of 17 and 80% of his POB is executed however he is struggling to increase PC, during joint work with SO his PC goes up but again while working alone he is not able to do 30 PC and hence ends up with 70% of target ach. When ABM did joint work along with Hari he observed him speaking to his TSO over phone asking why everyday PC is low and is telling him to start work early, dont miss any outlets, do effective call, do effective visibility
activities and your PC will improve. Anil is frustrated and shares with ABM that he do not
know how to increase PC but his SO tells him to do 30 PC everyday. What do you think is the problem? What will you discuss with Hari to help his TSO to increase his PC
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Knowledge(of Problem)
STEP 1
Read the Case Study & write down, according to you What is the problem?
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Knowledge(of Goal)
STEP 1 Cont. You will agree that we should start with end in mind
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Analyze
Prioritize
Sign-off
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Analysis of Problem
STEP 2
What is the problem Why the stated objective is not happening currently?
Should we only manage Symptoms OR understand the Root Cause & resolve it?
Symptom - Stomach Pain
Symptom Head Ache
Root Cause Root Cause Bad food Eye sight Problem Dont take painkillers; get eyes checked up
Professor Ishikawa
Measurement
People
5th Why
Process
1st Why
Effect
Material
Equipment
Environment
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Process
2nd Why
1st Why
Effect
Material
Equipment
Environment
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Issue
POB execution 80% Last order not supplied Last order supplied late Machine (technology), No F/U with DB for POB execution Route plan not Method aligned to(process), DB
6Ms
Policy Is TC 50? IF TC is <50, Is DVL complete? Is he starting market work late? Is OL sequence right
5Ps
Planning & F/U Before starting the market ,has he planned brand wise PC During the day has he checked the progress of plan?
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STEP 2
Use Why?
Once you list down various causes for defined problem statement, Ask Why is this cause?
You should continue to ask Why? till you get real reason
for this cause
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Issue
Therefore
Why 1?
Therefore
Why 2?
Therefore
Why 3?
These retailers brought stocks from other DB as the supply was 5 days late
Therefore
Why 4?
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Analyze
POB execution 80% Last order not supplied Last order supplied late No F/U with DB for POB execution Route plan not aligned to DB TSO capability Why is he unable to book? VAF communication? Low CTP placement & performance Poor relations with retailer Route plan adherence?
Policy Is TC 50? IF TC is <50, Is DVL complete? Is he starting market work late? Is OL sequence right
Planning & F/U Before starting the market ,has he planned brand wise PC During the day has he checked the progress of plan?
Prioritize
Sign-off
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Prioritize
STEP 3
List down root cause as identified in step-2
Pareto Principle
20% of the process characteristics cause 80% of the problem In other words Major problems are caused by very few reasons
Reasons
1. _______
Effort
H/M/L
Impact
H/M/L
Score
Effort*Impact Eg. L*H=LH
2. ________
H/M/L
H/M/L
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Analyze
POB execution 80% Last order not supplied Last order supplied late No F/U with DB for POB execution Route plan not aligned to DB TSO capability Why is he unable to book? VAF communication? Low CTP placement & performance Poor relations with retailer Route plan adherence?
Policy Is TC 50? IF TC is <50, Is DVL complete? Is he starting market work late? Is OL sequence right
Planning & F/U Before starting the market ,has he planned brand wise PC During the day has he checked the progress of plan?
Prioritize
Action Plan Poor CTP Communication 80% POB execution Effort H/M/L H/M/L Impact H/M/L H/M/L Score
Sign-off
H/M/L
H/M/L H/M/L
H/M/L
H/M/L H/M/L
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Sign Off
STEP 4
Prepare time bound action plan & the person responsible for each action
Prepare time bound action plan Who will be owner of the activity
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Analyze
POB execution 80% Last order not supplied Last order supplied late No F/U with DB for POB execution Route plan not aligned to DB TSO capability Why is he unable to book? VAF communication? Low CTP placement & performance Poor relations with retailer Route plan adherence?
Policy Is TC 50? IF TC is <50, Is DVL complete? Is he starting market work late? Is OL sequence right
Planning & F/U Before starting the market ,has he planned brand wise PC During the day has he checked the progress of plan?
Prioritize
Action Plan Poor CTP Communication Little F/U on POB execution Improper beat alignment DB No brand wise plan for the day No checking of PC during the day Effort H/M/L OR 3/2/1 H/M/L OR 3/2/1 H/M/L OR 3/2/1 H/M/L OR 3/2//1 H/M/L OR 3/2/1 Impact H/M/L OR 3/2/1 H/M/L OR 3/2/1 H/M/L OR 3/2/1 H/M/L OR 3/2//1 H/M/L OR 3/2/1 Score
Sign-off
Action Plan Asks him to Meet DB understand his Beat plan & align the days Direct TSO to check POB execution on daily basis Morning call to TSO to help him plan his days brandwise target & ask him to keep tracking the progress 1-2 times in a day Build communication skills thru mock calls, demo Ow ner Responsi bility Target Date
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Every ZHRE will be applied 1 case per Quarter Every ABM will be present 1 case per month during MRM
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Thank You
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