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A Case Study of Developing Top Sales Talent for the FMCG Sector

Posted by Vy Huynh on Oct 17, 2014 10:30:00 AM

The article today will share with you a case study of developing top sales talent for the FMCG sector. This case study was shared at the “2nd International Talent Assessment and Development Conference 2014” by Ms. Tran Thi Diem Khue from Unilever

Six areas were covered in her presentation: the organisational model, effective sales management drivers, an effective team management framework, the distributor organisation model, case study and the four-methodology team management model.

First, Khue illustrated her sales organisation model, which is divided into strategy/planning field execution and support functions. These categories are divided again into six sub-categories: category management, channel marketing, traditional trade, modern trade, capability building and sales operation. All of these work closely together to build an effective model for the FMCG industry.

 

In this model, the organisation is separated into company (what) and distributor (how). These two categories have different roles and functions; however, they work closely and provide two-way support to each other in order to operate smoothly.

Along with the working model, Khue introduced five drivers for effective sales management. These are availability visibility, profitability, and everyday and everywhere drivers.

In addition, Khue laid out the framework for an effective market execution. It’s divided into four categories: traditional trade structure, geography wise deployment, channel wise deployment and category wise deployment.

Khue shared with the audience the distributor organisation. In the model below, the company representative works closely with the operations manager to deal with the merchandising team leader, market team leader, logistic leader and chief accountant to ensure that final goods will be delivered on time.

 

As for the case study, Khue suggested the audience set out the context before making any sales execution. First, business challenges, the reality and business expectations must be identified to gain an overview of the situation. Then, gaps and opportunities should be clearly investigated. This can lead to a perfect sell-out in store and a perfect culture in sales execution at the end of the chain.

Before finishing her presentation, Khue introduced the four-methodology team-management model.

 

In this model, four factors—knowledge and skills, enablers, engagement and motivation, and working process—make up a four-methodology team-management model. These factors work closely and are dependent on each other for the purpose of managing teams more effectively.

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Topics: sales, manage sales team

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