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1、Unilever HPC China,联合利华中国HPC,World ClassSales Forceby end2005,How will we do this?,我们怎样达成我们的目标？,使我们的销售队伍在2005年底达到世界级水准！,AvailabilityVisibilityEverywhereEverydayProfitably,These 5 words drive everything we do!,这5个词组可以推动我们所做的每一件事！,任何时间任何地方使我们的产品随处有售陈列最佳并创造利润,The Unilever China Sales Strategy,Availabil
2、ity,Visibility,Everywhere,Everyday,Profitably,Develop our Skills and Capabilities that will allow us to maximise our Availabilityand Visibility of Unilever China Products,Everywhere and Everyday within theChina Retailing Market,Profitably.,联合利华中国的销售策略,任何时间，任何地方，使我们的产品随处有售，陈列最佳，并创造利润,发展我们的 技能 和 能力，我们
3、将更好地做到使联合利华的产品在中国的零售市场中任何时间，任何地方，随处有售，陈列最佳，并创造利润。,The Unilever China Sales Strategy,Availability,Visibility,Everywhere,Everyday,Profitably,We will do this through developing the widest possible reach for our products,throughInnovative and Leading Customer and Distributor Management Processes andTech
4、niques,improved Price Control,the best Merchandising,the best execution ofPromotion and Consumer Activities,the best use of our Resources,and most of all,we will do this by Being the Best that we can Be.,我们将通过以下方法来达成我们的目标：发展更广泛的分销；不断地创新，优异的客户，分销商管理体系和技巧；改良的价格控制；最佳的陈列；更好地完成通路及消费者促销；最优化地利用我们的资源；最重要的是-
5、我们应尽最大所能做到最好。,任何时间，任何地方，使我们的产品随处有售，陈列最佳，并创造利润,联合利华中国的销售策略,The Unilever China Sales Strategy,Availability,Visibility,Everywhere,Everyday,Profitably,Develop our Skills and Capabilities that will allow us to maximise our Availabilityand Visibility of Unilever China Products,Everywhere and Everyday with
6、in theChina Retailing Market,Profitably.,We will do this through developing the widest possible reach for our products,throughInnovative and Leading Customer and Distributor Management Processes andTechniques,improved Price Control,the best Merchandising,the best execution ofPromotion and Consumer A
7、ctivities,the best use of our Resources,and most of all,we will do this by Being the Best that we can Be.,联合利华中国的销售策略,发展我们的 技能 和 能力，我们将更好地做到使联合利华的产品在中国的零售市场中任何时间，任何地方，随处有售，陈列最佳，并创造利润。,任何时间，任何地方，使我们的产品随处有售，陈列最佳，并创造利润,我们将通过以下方法来达成我们的目标：发展更广泛的分销；通过不断地创新，优异的客户，分销商管理体系和技巧；改良的价格控制；最佳的陈列；更好地完成通路及消费者促销；最优化地
8、利用我们的资源；最重要的是-我们应尽最大所能做到最好。,BALANCE,Improve the way wedo Business,Strengthenthe Front Line,平衡,改进我们做生意的方法,加强销售第一线,Trade Marketing,Skills Development,Systems&Information,Structure&Resource,Distributors,A/B Stores,Communication,POSM,A WinningTeam,沟通,技能的发展,通路行销,A/B 店,结构&资源,店头宣传品,系统&信息,分销商,一支获胜的队伍,Trade
9、Marketing,通路行销,Translate the Brand Strategies into actionable Guidelines for Sales(must be followed)把品牌销售策略转变为可供销售员操作的指导方针(必须执行)Adopt a refined Category Structure and use the Unilever Category Management Process采用精确的产品类别结构并使用联合利华产品类别管理程序Plan 12 months in advance,focus next 6 months,implement next 3
10、months12个月预先制定计划，6个月重点关注，3个月确保执行,Trade Marketing,通路行销,Adopt Regional Strategies and allocate budgets to improve implementation and speed of response采用区域性的策略和预算分配来提高执行和反应的速度Focus on Value Adding Activities,simplify and evaluate专注于增加价值的活动，简单化，并进行评估Need a clear strategy on what to do,how to do,who to d
11、o需要一个清晰的策略-做什么，怎样做，谁去做,Structure&Resource,结构&资源,Evolve to a 3 Channel Strategy as we take control of A/B Stores.Develop Integrated 2 Channel Service Strategy.A/B店直供后，逐步改进为3条通路策略。发展一体化的2条通路的服务策略。All ASMs will prepare a“Resource Plan”for their areas.(Map the Customers&USSC to service them)所有的ASM都要为各自的
12、地区准备一份“资源计划”。(在地区地图上标出客户位置，以及USSC怎样提供服务)Move to Customer Based Structure centered in Shanghai and allocate store operations to Regions实行以客户为基础的结构，由上海为控制中心，由各区域执行各店的运作。,Structure&Resource-Key Accounts,结构&资源-主要客户,Plan Promotions and Activities 12 months in advance,submit 3-6 monthly预先制定12个月的促销活动计划，3-6
13、个月确保实施Implement Quarterly Business reviews with Forward Looking Focus每个季度对业务进行回顾，以确定下一步工作的重点Prepare Joint Customer Development Plans with Ownership on both sides同客户协商制定互惠互利的发展计划Conduct regular Top to Top meetings with Key Customers to build relationships在主要客户中实行高层对高层常规会议，以建立良好的业务关系,Structure&Resourc
14、e,结构&资源,Adapt Training,Trade Marketing&Sales Commercial Reporting at different stages of development使培训、通路行销和销售商务适应不同的发展阶段Adapt revised Category Structure to provide relevant focus on each category and region适应修改后的产品类别结构，根据不同的类别和区域提供有针对性的方案Develop Strategy for implementing non category specific Prom
15、otions&Merchandising Resource(2700 Promoter Merchandisers in Top 1800 Stores Nationally plus KA)执行非产品类别的促销和陈列发展策略(在全国前1800家店内设2700名促销员/理货员),POSM,店头宣传品,Trade Marketing to take control of POSM development,design and implementation由通路行销部门负责POSM的发展、设计和执行。Focus on“Core”POSM for each brand,complimented wi
16、th activity based add-ons专注于各品牌“核心”的POSM，并以活动为基础附以与之相关的宣传品Simplify the key message of POSM to the Core Brand Property根据品牌的主要特性使POSM上的主要信息简单化Develop practical&Common merchandising Standards through POSM and Spaceman通过店头宣传品和货架管理发展实用的一致的陈列标准,POSM,店头宣传品,Through Synergy of Design,quantity and simplificat
17、ion,we will produce improved quality materials通过在设计、数量和简化方面的共同改进，我们将开发出具有高品质的宣传品Develop relevant and useable POSM that wont sit in warehouses发展相关的和可用的POSM，而不是让它们睡在仓库里Focus the use of our POSM on maximising the Visibility of our Brands by reducing clutter要注意减少POSM的混乱使用，以使我们品牌的可见度最大化,Systems&Informati
18、on,系统&信息,Evaluate and select the appropriate Distributor Management System and implement in 2002对分销商管理系统进行评估并选择适宜的系统，在2002年实施Accurate Secondary Sales Data is a“pre-requisite”for being a Distributor,not an option!作为分销商，准确的二级销量数据是“首要”条件，是勿庸置疑的！Develop optimum and simplistic reports for the regions,tha
19、t are relevant and useable为区域设计最适宜的最简化的报表，报表应该是相关的有用的,Systems&Information,系统&信息,Standardise the way we present data and information to the Sales Force and the business把我们提供给销售队伍和业务集团的数据和信息标准化SIS is a useful tool!Its“power”will come from the spread and application of its use.(Scandata)SIS是非常有用的工具！它的“
20、力量”将从推广它的使用中体现出来(店内实际销售数据)We need to collect accurate Retail Price Data from the field,across regions and channels我们要从各区域和通路中收集准确的零售价信息Investigate affordable IT options for ASMs,to become“connected”to the business.调查可提供给ASM使用的IT选项，使他们与业务“可连接”,Communication,沟通,Utilise the Regional Meeting Structure f
21、or information,training,forward planning利用区域会议传递信息、培训和计划Introduce the“Sales Folder”system of priority and activity briefing引进“销售文件夹”系统来下达优先任务和活动All Sales Management will attend a quarterly planning meeting in Shanghai on a quarterly basis每个季度所有的销售管理人员都要到上海参加季度计划会议Use Workshops and Syndicates to brie
22、f people and gain feedback on issues,competitors and policies 利用工作小组和研讨会的形式进行沟通，并就工作中存在的问题、竞争对手信息和政策方面进行反馈,Skills Development,技能的发展,Develop a“Vision”for Training people.Build“menu”of training formats.Speed of skill development.拓宽培训人员的“视野”。建立培训手册。加速技能的发展。Revisit Job Descriptions,align Skills Profile
23、to deliver the job requirement.(based on structural changes)回顾工作职责说明，使技能符合工作的要求。(以调整后的结构为基础)Identify the“gap”in our skills and knowledge and assume no-one knows it all!明确在我们的技能和知识中存在的差距，人无完人！Rebuild basic skills-Selling,Merchandising,Product Knowledge(many new people)重新开展基础技能培训-销售、陈列和产品知识(有很多新进人员),A
24、/B Stores,A/B 店,Develop and implement standard,transparent and equitable Trading Terms for all Direct Accounts发展和实施的标准、透明度及对所有直供客户平等的贸易条款Build relevant and“Value Adding”Promotion and Activity Plans for all Direct Accounts,to support theNational&Regional Brand Sales Strategies在全国和区域品牌销售策略提供支持的前提下，为所有
25、直供客户建立相关的及“增值的”促销活动计划，Develop One on One Business Plans with each Direct Account,to gain mutual commitment to growth针对每个直供客户制定一对一的业务计划以获得共同的承诺和发展Transparent Payment and Credit Terms that deliver optimal Cash Flow for Unilever(manage stock toacceptable and affordable limits,linked to credit and payme
26、nt)制定透明的付款和信用条件使联合利华资金周转最优化(管理库存结构使之合理化，与信用额和付款挂钩),A/B Stores,Grow.Grow.Grow!增长.增长.再增长！,A/B 店,Implement quickly.Take control of as many as possible before June 2002迅速实施，尽可能2002年6月前开始执行Current target is 1800 stores,representing 35%of business.(Not all A/Bs will go direct)目前指标是1800家店，占业务的35%。(并非所有的A/B
27、店都可成为直供客户)Understand Retailer Margins and Profitability to maximise our use of Terms and TPR了解零售商的利润和收益率，我们要用足相关条款和TPR,Distributors,Build a sustainable,motivated and profitable Distributor Network to deliver growth建立起一个可持续的、有动力的及有利润的分销商网络以谋求增长Conduct a detailed ROI analysis on a range of Distributor
28、s to determine“Break-Even”Point为分销商进行详细的投资汇报率分析，以决定收支平衡点Revisit the existing structure and rewrite the rules for being a Unilever Distributor回顾现有的结构，重新制定成为联合利华分销商的标准The existing DSR Subsidy will finish at end December.This cost is linked to the Distributor size.现有的DSR补贴到12月底结束。此费用将与分销商的规模挂钩。,分销商,Dis
29、tributors,Implement STAR in 2003 to manage all Distributors on a common framework.(5 Point Program)从2003年起以统一的框架对所有分销商实施星级管理。(5星计划)Map all customers in the Top 3 Cities(KA down to Mom&Pop)在头3个城市的地图中标注所有的客户(从主要客户到到小店)Build the business and financial ability of our people to effectively manage our Dis
30、tributors,with a starting point being stocks at 2 weeks cover.发展我们销售人员的业务及财务方面的能力以更有效地管理分销商，首先把库存控制在2周作为起点。,分销商,Quality Instore Service(BCP),店内服务质量(标准拜访程序),有竞争性的价格,陈列位置,分销,货架位置,陈列的质量,货架陈列面,促销宣传品的使用,库存周期,覆盖网点(PJPs),陈列标签,货架标签,WORLD CLASS CUSTOMER MANAGEMENT TEAM BY END 2005-,到2005年底达到世界级客户管理标准,Get the Basics Right,确保做好以下基础工作,We cannot spellS CCESSwithout,We cannot spellS CCESSwithout,YOU!,
