Interest Area Volume

Actions Overpassing Volume Objectve -125 MSU

Measures 1.Add opportunistic volume at new C&C customer.

Timing May '01

Resources KAM,IC UM KAM,Specific tools KAM, UM ,VSS KAM,Cust. Card KAM,Cust. Card KAM,Cust. Card KAM,Specific tools KAM,Specific tools KAM,Specific tools KAM , PSF KAM , PSF

2. BDF with 5 customers. End FY 3. Find a WS who will cover former Z customers from Ian.'01 Distributor database. 4. Reduce OOS on shelf at max. 10% between calls,at 80% Dec.'00 from customers. Distribution sold Increase sold distribution at 65 SKU average 1. Min. 60 SKU's sold ,as average, to first 90% of customers. Ian.'01 2. Determine optimal stock movement between calls. Pricing Keep recommended price on shelf or in 1.TPR's faster response on shelves - 80% within 7 days line with competition 2. Recomanded prices or below at customers who sales over 90% of section volume. 3. Implementing ''Special Offer'' Concept at over 20% of customers. Obtain shelf space same with market 1. C&C customer with second point of sales for min. 6 share or in store leadership. Build SKU's all time. displays 2.Concepual selling of displays implemented in 50 % from A stores. 3. Obtaining min. 30% extra shelf space or supplementary display to customers , after every launch. 4. Identify and apply ways to get the shelf space proportional with market shares. Receivable - 5 days Strictly receivable control 1. Identify ways to improve Metro payment procedure . 2. Keep all customers in our standard payment procedure. On going Dec.'00 On going Apr.'01 On going On going

Shelving / Merchandising

Mar.'01

KAM , Specific tools

Apr.'01 Dec.'01 On going

KAM , CM facts KAM , PC Operators KAM , Specific tools

177336078.xls.ms_office

CBD Central Romania Action Plan 2000 - 2001 Volume Objective: 750 MSU
CBD Vision CBD Balkans builds competitive advantage for P&G brands by winning at retail. We build a retail environment where P&G brands are clearly #1 in all retail stores versus competition, all the time. We help our distributors and customers leverage our brands to build their business and succeed in the marketplace by providing tools that build our mutual business. Our customers prefer our brands and we are the clear choice at retail for consumers. CBD Strategies Strategy 1- Build in-store leadership for our brands Strategy 2- Develop synergistic trade channel strategies Strategy 3- Build a winning sales organization
Strategy Actions 1 Achieve DPSM objectives in all stores Measures -60 SKU's sold to first 90% of KAM customers -45 SKU's sold to first 60 customers / VSR -TPR's faster response on shelves -80% within 7 days -10% more customers with cash on delivery & discount reflected on shelves -special offer big tag to be used by at least with 15% of customers -receivables control; less than 5 DOC. -shelf space >= market share on core categories -racks 100% OK and 100% as 2-nd POS -more displays than competition -conceptual selling of displays (pyramids) -5 customers / VSR to be developed based on CM principles. -CM recommendations by KAM's in all BDF stores. Min 50% to implement CM projects. -DPSM objective -Measurable merchandising objectives -Monthly examples - Z customers reduced to 10% -PSR's in Sibiu, Pitesti, Ploiesti & M. Ciuc -Push girls in wholesale centers to drive volume and trial with new company initiatives. -determine 1 wholesaler/branch to actively cover droped Z customers. -KAM efficient coverage and workload allocation Anticipate market changes and insure the right plans are in place to leverage all opportunities Leverage programs in selling processes, systemic improvements, and infrastructure cost reduction that lead to better volume for our brands Identify top wholesaler in each region and develop their capability. 3 Quarterly Unit meetings Use specific training available for the organization W&DP used as working document Clear Objectives & Expectations deployed to organization Recognition system Encourage ownership and intelligent risk taking 750 MSU 750 MSU -Tailored OGSM for top Wholesaler / KAM section -use coupled orders only to consolidate wholesalers capacity -Standard training plans based on W&DP -training sessions for Distributor's organization -Clear, measurable work plans Quarterly updates VSR of the year contest. / monthly contests. Best VSR/ quarter invited at Unit meeting. -Motivating Reward &Recognition system UM, KAM KAM UM UM, KAM UM, VSS UM, KAM UM, VSS UM, VSS UM KAM, NA UM DM, CMO, DO Sep-00 DM, HR DM, DO Sep-00 DM, HR quarterly DM end FY DM DM, VSS
177336078.xls.ms_office

Owners KAM VSR, VSS, UM UM, KAM, VSS,VSR UM, KAM, VSS,VSR UM, KAM, VSS,VSR UM, KAM, VSS,VSR UM, KAM, VSS,VSR UM, KAM, VSS,VSR UM, KAM, VSS,VSR UM, KAM, VSS,VSR VSS, VSR UM, KAM UM UM, VSS UM UM, VSS UM, VSS UM, KAM UM, KAM UM, KAM

Timing Resources Dec-00 KAM, UM, Specific tools Dec-00 VSS, UM, Specific tools on-going UM, DM, CMO end FY Feb-01 on going March. 01 CMO, UM, DM Dec-00 end FY VSS,KAM, CMO on going UM, VSS, CMO June 01 June 01 Jan .01 Nov. 00 end FY VSS, UM, Specific tools CMO, DM, Specific tools VSS,CMO DM, CMO KAM DM, DO CMO Nov.00 Jan .01 DM, DO DM, UM PSF, CM, UM

Build displays as 2-nd POS Leverage share data to sell Category Management principles to win in store.

Build VSR-Merchandiser synergy in merchandising Share&Reapply retail breakthrough results across the organization Efficient VAN, KAM and PSR coverage