RESTRUCTURING THE SALES TEAM Implementation of push pull model Unilever food Solution

Background
Unilever Food Solutions
Unilever Food Solutions helps chefs serve tasty,

wholesome meals that keep guests coming back for more. We create ingredients that save precious prep time in the kitchen, without compromising on flavour, quality or flair. And constantly provide ideas and inspiration that keep your menu fresh and exciting.

Brands
Best Foods
Knorr Rafhan

Carte Dor
Lipton Supreme

National Reach

Legacy sales strategy

Conventional selling Single sales person responsible for Both primary and secondary sales ROI delivery Distribution management Claims Preparation Business Development (Grip, Grab, Grow) DSRs Management Regular Market Visits

New sales Strategy

Transition from conventional sales to push n pull model More focused approach with clear job responsibilities to deliver robust growth. PUSH:
Responsible for Primary Sales. Responsible to build stronger and sustainable Route to Marketing (RTM) Manage Distributor Sales Reps. Ensure company policy compliance for all distributors Responsible for implementation of PTP (Pull through Push) Responsible to manage all operational issues of distributors. Availability of stock at distributors Coordination with the internal supply chain

New sales Strategy

PULL:

Grip Bringing new customers Grab Penetration of product in existing customers Grow increase the usage of the product in existing customers

Distribution Channels
Modern trade
Whole sellers Distributors

Case
Review of Push and Pull strategy implemented 2010
Analysis of distribution Channel and its implication

on Topline Distribution feedback Employee Feedback Execution VS Planning Improvement areas Future

Focus Group
Jameel Anwar (CEO Venus Pakistan)
Shabzada Shah Khalid (Al-Qadeer Corporation) Amir Tagar (ASM Pull UFS)

Saeed Ahmed (ASM Push UFS)

AlQadeer (Interview)
Impact of Push & pull on distributor :
Sales cycle
Order booking Scheduling logistics Invoice recovery

No Organizational change Compatibility btw Company and distributor increased

Pros of pull strategy

Dedicated Skilled resource assignment to distributors
Filled the Communication gap Enhanced relationship management with customers.

Company trained DSRs for the distributor

Areas of conflict ( Cons of pull strategy)

Sales order taken by TM of company whereas recovery

done by distributor Different KPIs for TMs and DSR . TMs are more trained /skilled than DSRs. Control issues > order taken by TMs but recovery by DSR.

Pros for push strategy

Distributors claims/invoices are properly followed
Focus on SOPs Relaxation to resources dedicated for pull

marketing Dedicated employee to carryout demand supply planning After focusing the sales were doubled in last two years.

Challenges/Mitigation
Modern Trade ( Metro /Makro ) Diversified product portfolio On the Shelf margins greater than distributors

In order to overcome the challenges distributor play with their strengths

Credit Terms enhanced Relationships strengthened with customers Valued Services provided(Speedy Delivery,Customization)

Types of Sales organization In Theory

Geographic Sales Organization

Sales reps given geography promotes all of companys products to all of companys customers in the territory.
Sales rep having an expertise in some specific category of technically complex product. It helps avoiding duplication of sales calls Structured based on the customer segments sales reps serve. Better understanding of customer needs & buying behavior

Product Sales Organization

Customer groups Sales Organization

Sales force Opportunity Grid

Sales Effort Allocation In Theory

Assignment of sales reps to territories, products and

specific accounts requires analytical ability. Proper allocation decision determine efficiency of sales operation and extent to which objectives are achieved.