4Ps Exellence in Execution Trainer File

GLOBAL SALES
ACADEMY
Welcome
WHY WE ARE TRAINING
ROLE OF SALES IN RB
BIGGER PICTURE
2
Introductions
YOURSELF TO
THE GROUP
INTRODUCE Your name
PLEASE
Role and Location, Customer
outlet types
Your Commercial experience
What you want to get out of
this training
Something unique about you
(the others might not know …)
3
Learning Objectives
As a result of this training, you will be able to:
PLAN, PROPOSE and EVALUATE structured sales calls
Ask questions to, DEFINE the customer’s current state, IDENTIFY needs and
opportunities and DETERMINE the benefits of your offer
CLOSE, MAINTAIN, and GROW business
IMPROVE your PRODUCTIVITY and COMMERCIAL RESULTS
DEVELOP your PERSONAL SKILLS and KNOWLEDGE

4
The Working Example
Thank you for bringing a ‘customer’ situation with you. The pre work asked for a real
customer of yours who you would like to do more with, where there is potential and
growth opportunities, which, for whatever reason we currently do not enjoy
Throughout this workshop we will ask you to return back to this situation and work
on it as a ‘live’ case study. Concluding in role plays.
5
Timing
Day 1 Day 2
8.30 – 9.00 • Arrival & introductions 8.30 – 9.00 Day 1 recap
• Introduction and objectives • Offer development
• RB Values and Vision BREAK
• The Structured Approach • Selling Business
• Planning & Preparation Propositions
BREAK • Objection Handling
• Outlet Check LUNCH
• 4 x Ps in action • Role play
• POP optimisation • Administration & wash up
9.00 - 17.30 9.00 - 17.00
LUNCH • Post call considerations
• POP optimisation REVIEWING
• Review and Prioritise • Course Summary, Next
BREAK Steps, Close
• Proposal and agreement to
activation
• Structured Selling Approach
6
Vision Statement
RECKITT BENCKISER IS ABOUT

PASSIONATELY DELIVERING BETTER
SOLUTIONS IN HOUSEHOLD, HEALTH &
PERSONAL CARE TO CUSTOMERS AND
CONSUMERS, WHEREVER THEY MAY BE,
FOR THE ULTIMATE PURPOSE OF
CREATING SHAREHOLDER VALUE
7
The RB DNA
EXECUTION
AVAILABLE
EXECUTION
VISIBLE
EXECUTION
ACCESSIBLE
8
Sales Team = the Difference Between
Us Visiting Outlets or Not ?
CREATE
PROFITABLE
CHANGE
13
The Role of Sales
MARKETING
The role of the Sales function is to optimise

SHOPPER
customer relationships, to ensure that no matter

where shoppers are around the globe, they can
find RB products (PRESENCE), on
CUSTOMER
the best shelf position

(PLACEMENT),
PROMOTED and PRICED to
SHOPPER
ensure that we win the shopper at the Point of

Purchase; “Win in Store
14
Exercise
• To explore the ideal sales call

PURPOSE • Share our ideas and experiences
• In your pairs / teams list all the activities

involved with preparing, conducting and
METHOD reviewing the ideal sales call.
• Record these activities one on each post it
note, then put those in order .... On a flip chart
• Be ready to explain and present your flip

SUMMARY
chart of post it notes back to the whole group
• Time = 30 minutes in your pairs / teams. 15
The Steps of Sales Call Excellence
BEFORE
CALL
THE
PLANNING &
PREPARATION
2 3 4 5
DURING
CALL
THE
PROPOSAL &
STOP... REVIEW & AGREEMENT TO
OUTLET CHECK POP VISIBILITY PRIORITISE ACTIVATION
6 7
AFTER
CALL
THE
ADMINISTRATION POST CALL
WASH UP CONSIDERATION
16
BEFORE
CALL
THE
PLANNING &
PREPARATION
2 3 4 5
DURING
CALL
THE
PROPOSAL &
6 7
AFTER
CALL
THE
17
Why is Planning so Commercially Important?
The better you plan & sell, the less you need to negotiate
TOMORROW
TODAY
NEGOTIATING only starts if you do not close

SELLING is the process of matching your
the sale. It is the process of exchanging
customers needs with your proposal
variables 18
What is included here ?
WHAT YOU WANT
WHAT YOU NEED
INFORMATION TO ACHIEVE IN THIS
FOR THE CALL
CALL
CUSTOMER RECORDS,
PROPOSAL, TOOLS /
THE MARKET & RB THE CALL OBJECTIVE.
EQUIPMENT.
PRIORITISED ACTIVITY
19
Information
CUSTOMER
RECORDS:
THE
MARKET:
RB
PRIORITISED
ACTIVITIES:
20
Customer Records ... WHO ?
• OWNER & OPERATOR / FAMILY

MAKERS;
DECISION
• SMALL STAFF TEAM

INDEPENDENT • THEIR BUSINESS NEEDS
TRADE
• AREA MANAGERS & STORE MANAGERS

DECISION
MAKER;
• SECTION MANAGERS & THEIR TEAM

ORGANISED • THEIR BUSINESS NEEDS
TRADE
• OWNER & OPERATOR

• SMALL STAFF TEAM
DISTRIBUTOR • THEIR BUSINESS NEEDS
NETWORK
21
Then Consider the Different Decision-making
Roles
IMPLEMENTER:
INFLUENCER:
A person whom
Final approval for Individuals
has credibility with
the decision, responsible for
the decision
authorises the implementing the
makers and willing
release and use of solution (executing
to support you to
OWNER:
funds with veto your agreement)

gain the sale or
power over the Probably at the
implement your
others POP
plan
22
Exercise
• To examine the personnel within your

customer
PURPOSE
• Identify what more you need to find out
• Individually consider your own customer and

the personnel within that.
METHOD • Who is formally or informally performing the
roles?
• How does that effect you?
• Be ready to present your worksheet to the

SUMMARY
group
• Time = 15 minutes individually 23
Know the Team
Gathering all you know about the customer, scope out the information below;
INDEPENDENT
SECTION STAFF / TEAM AT
KEY POSITIONS STORE MANAGER OWNER /
MANAGER THE POP
OPERATOR
Name
Roles &
Responsibilities
How can this

information help
me to achieve
the objectives
24
Customer Records... Performance
UNDER
OVER PERFORMANCE!
PERFORMANCE!
• WHAT IS THE PERFORMANCE? PRODUCT, SEGMENT, • WHAT IS THE PERFORMANCE?
CATEGORY?
• UNDER WHAT CONDITIONS HAS THIS HAPPENED?
• UNDER WHAT CONDITIONS HAS THIS HAPPENED?
• WHAT IS DIFFERENT OR NEW?
• WHAT IS DIFFERENT OR NEW?
• WHO ARE THE SHOPPERS?
• WHO ARE THE SHOPPERS?
• WHEN WE KNOW WHY IT IS OVER PERFORMING, CAN WE
• WHAT ARE ASSOCIATED CATEGORIES PERFORMING REPLICATE THAT IN OTHER CATEGORIES / SEGMENTS?
LIKE?
• WHAT CAN WE SUGGEST TO ACTIVATE AND CAPITALISE
• WHAT WORKS WELL IN OTHER SIMILAR SITUATIONS? ON THIS GROWTH?
• WHAT CAN WE SUGGEST TO ACTIVATE GROWTH?
25
Market & RB Priorities and Activity ...
CUSTOMER KEY
4P BRAND ACTIVITY
ACCOUNTS COVERAGE PLAN
RECOMMENDATIONS PLANS
INSTRUCTION
CYCLE ACTIVITY STOCK AVAILABILITY SALES MANAGER

INSTRUCTIONS REPORTS COMMUNICATION
Think about the targets that must be achieved by the end of the day/week/cycle
Consider what you need to achieve those and the tools needed to carry out your plans
26
RB Top Priorities
1
The 4 RB top priorities for an account should consume about 80% of your time in the
store
2
Review your previous call
• Identify opportunities that you Noted on the previous visit
• Align these opportunities with the current priorities and activities
3
Build your rapport with the store staff
• Allocate some time during each call to enhance the relationship with the important
members of the store staff
• Ensure that you consider the timing (i.e. date and day and time of call) in building
the relationships
KNOW THE STAFF… THOSE THAT CAN ADD VALUE AND MAKE THE SALE EASIER
27
Objective Setting Drives Performance
OBJECTIVES
PECIFIC AND MEASURABLE
ALL YOUR
M OTIVATING
A CHIEVABLE
R ELEVANT
T RACKABLE AND TIME-BOUND
28
Objective Setting Drives Performance
S M A R T
• Define the
expected result in
• Has clear numeric
success criteria
• Stretching the
person
• Relevant to:
– You
• When
a clear and – Your • Follow Up

unambiguous way • Performance • Stretching the Team
emphasis business – Company • Review
• No – Customer
Misunderstanding • Helps appraisals • Motivational • Next steps
• Not too easy /
• Employee and • Sense of difficult
employer are achievement
clear • Aligned with
broader customer
• Common approach
standard helps
measurement
29
SMART Objectives: Examples? Or not?
INCREASE SALES
LIST 4 NEW SKUS OF RB
OF THE XXX PRODUCTS IN A
RANGE YEAR
GAIN AGREEMENT
TODAY FOR XXXX
DISPLAYS
BY 3RD NOVEMBER
2016
30
Exercise
• To decide on your objective for your own role play

situation
PURPOSE • Practice writing a SMART objective
• Individually consider what you would like to gain agreement

to in your role play.
• Consider the amount of time you will have to sell and gain
METHOD agreement for your proposal.
• Make that ambition into a sentence.
• Check that sentence is ‘clean’ by checking against S M A R T
criteria
• Be ready to present your role play objective back to the

SUMMARY
group
• Time = 10 minutes individually
31
SMART Objectives
CUSTOMER OBJECTIVE S M A R T
WRITE THE OBJECTIVE IN FULL
TICK EACH BOX TO INDICATE

WHETHER THE OBJECTIVE IS
SMART
32
Do you have all the tools you need to achieve
your objective?
PRESENTERS
SAMPLES HARD COPIES
GRAPHICS SOFT COPIES
ATL EXAMPLES PICTURES
ANTICIPATED QUESTIONS
CODES
POS MATERIALS
TIMINGS
PLANOGRAMS
ORDERING
TIMINGS
WASTAGE/DAMAGES
33
The Benefits of effective Planning &
Preparation
YOU
ACHIEVING A MORE
SATISFIED PROFESSION
YOUR
CUSTOMERS, IMPROVED ABILITY TO AL
OBJECTIVES
SHOPPERS DEAL WITH CUSTOMER APPROACH
AND QUESTIONS &
CONSUMERS OBJECTIONS
REDUCED IMPROVED
CHANCES OF FLEXIBLE IN
‘SURPRISES’ THE CALL AND INCREASED
IN THE CALL CONVERSATION SUCCESS AND
RESULTS ....
WORTH SPENDING TIME ON? 34

Break
BEFORE
CALL
THE
PLANNING &
PREPARATION
2 3 4 5
DURING
CALL
THE
PROPOSAL &
6 7
AFTER
CALL
THE
36
Outlet Check
This provides a thorough understanding of the
CURRENT SITUATION at a customer’s outlet
It identifies possible OPPORTUNITIES and

“MUST DO” tasks
37
Exercise
• To discuss and nominate good practice during the outlet

check
PURPOSE • Share your experiences with the team
• In pairs / teams discuss the activities that happen in this

phase ... Outlet check. Outside and inside.
METHOD • What works well for you ?
• What is easy to miss ?
• List your findings as a pair / team on a flip chart.
• Be ready to present your role play objective back to the

SUMMARY
group
38
ADVERTISING
NEAR THE STORE
CORPORATE AND
BRAND SIGNS
PRODUCT / BRAND
DISPLAYS
External Outlet Check
WINDOW/DOOR
DRESSING POS
SHOPPER TYPE
POTENTIAL?
SHOPPER MISSION
TYPE
39
Internal Outlet Check
( not ... ‘your own products only check’ !)
WHAT’S GOING ON ACROSS THE OUTLET ?

Identify activities being implemented by other suppliers in other categories,
particularly the big popular categories with lots of activation .... Beverages,
personal care, confectionary etc...
Gather new ideas for your selling proposition
Gather intelligence for your support functions such as trade marketing
New category planograms, new store development, refurbishments, new
services, staff deployments, new operating procedures
check competitor activities (such as new lines, new initiatives/concepts,
promotional activities)
40
Warehouse or Stockroom Check where
Appropriate
POTENTIAL?
Find stock to fill shop floor shelves and displays
Check that the last order has arrived
Count warehouse stock to calculate the order
Identify any problem stock e.g. high stock levels, unsalable stock damaged or expired / near expired stocks
Identify competitor activity
New launches
Large stockholding just before promotions
New Point of Sale Materials waiting to be put on POP
41
Summary... Outlet Check
External Check:
Signage, Competitor Activities, Promotions, New Customer Offers,
Shoppers
Internal check: Store, Category, Segment, Product....

Brand visibility for RB & Competitor brands
Stock levels
Equipment / POS check / Price labelling
Competitor activities
Discussions with staff
Visual clues to customer needs ?
Why do we need to do it ?
Thorough understanding of the whole Outlet, updated and current…
Identification of possible opportunities
Identification of “must do” tasks 42
BEFORE
CALL
THE
PLANNING &
PREPARATION
2 3 4 5
DURING
CALL
THE
PROPOSAL &
6 7
AFTER
CALL
THE
43
Please Find the Green Square
44
Easy, wasn´t it?
BUT WHERE
WERE THE
BLUE
TRIANGLES?
45
Either side of the green square
46
POP Visibility ...Why is this so important?
THE STORE IS 95% AWARE

WHERE SALES
ARE MADE
CONVERTING 60% CONSIDER
SHOPPERS TO
PURCHASE IS 27% PURCHASE
CRITICAL
47
Why is this important?
TOTAL TARGET MARKET
AWARE
UNDERSTAND
BELIEVE
WANT
FIND
BUY
LIKE
PREFER
48
Point of Purchase Drivers
PRODUCT
TARGET
PROMOTION MARKET
PRICE
PLACE
49
The 4 P’s – RB Link to the Consumer
1 PRESENCE
SUCCESS MODELS
PLATFORMS & LOCAL
CATEGORY GROWTH
COMPANY‘S
IN LINE WITH THE
2 PLACEMENT
3 PRICE
4 PROMOTION 50
Typical Steps of the Shoppers Purchasing
Behaviour
.... Can you see yourself?
1 PLANNING &
PRE-
DETERMINATI
ON
2 LOCATION ON
SHELF
3 COMPARISON
OF PRODUCTS
ATTRIBUTES
4 SELECTION OF
ACTUAL
PURCHASE
Association with the

Shopper mindset before Category section demand messages...
Winning arguments
shopping visibility is key competition between
brands
RB MUST BE AVAILABLE, VISIBLE & EASY TO CHOOSE

51
Presence
AIM: To ensure that the right assortment of RB products is available for
consumers to buy when they shop in any store with the right priority
“MUST STOCK” OR PRIORITY 1 ARE SKU’S THAT USUALLY ACCOUNT FOR 80% OF RB’S SALES
/ PROFIT
IF IT’S NOT RANGED… IT WILL

NOT BE CONSIDERED!
52
Placement
AIM: To get the best shelf and secondary placements
“THE MOST IMPORTANT COMMODITY ANY RETAILER HAS AT HIS DISPOSAL IS…
SPACE 53
Placement
To best serve the shopper and eliminate out of stocks.....
Space to volume sales, do the SKUs have the correct space to keep
up with their rate of sale ?
Layout to segmentation, does the layout follow the planogram , which
is a reflection of how shoppers shop ?
If either of these are absent or wrong....poor shopper service, out of
stocks etc will happen
54
Price – Responsibilities at the POP
The PRICE must be visible
Helps shoppers to decide & make a purchase
Shoppers don’t like searching for price...
The PRICE should be recommended

because of shopper evidence
Recommended retail price, that can be supported with research and
evidence from shoppers & consumers
Customers set the retail price by law, we can only recommend with our
evidence and shopper findings 55
Promotion
AIM: our Brands and

SKUs must be
supported by the most
efficient and effective
promotion to win the
shopper at the point of
purchase
56
Promotion - Visible, Accessible and Available
P SKUs that delivers to our objectives e.g. high turnover

WHAT MAKES AN
PROMOTION: RESENCE products will bring the biggest volume lift
P
EFFECTIVE
the right location e.g. high traffic spots with the right display –
LACEMENT dress it with the best point of sale material
P RICE
the right price point and make the shoppers aware i.e. your
promotion price posters, price tag
P ROMOTION
simplicity in execution for the staff and for the shoppers
Measure the results of your promotions: always inform the store/Department manager of:
• the sales uplift (in cases, value)
• the happy shoppers and the store staff
• the promotion stock residual and your actions to sell them thru
57
Promotion = to Raise Awareness .....
NON
MECHANIC
MECHANIC
58
Know What You are Trying to Leverage...
PENETRATION NEW OR RETURNING USERS / BUYERS
WEIGHT OF THOSE WHO ALREADY BUY, TO BUY

PURCHASE MORE, EITHER IN AMOUNT OR VALUE
OR BOTH
( AWOP OR BASKET)
FREQUENCY OF THOSE WHO ALREADY BUY TO BUY

PURCHASE MORE OFTEN
59
TRIAL, SAMPLE,
NEW OR INTRODUCTORY PRICE,
PENETRATION RETURNING USERS BANDED PACK, ETC =
/ BUYERS LOWER ENTRY/RISK FOR
SHOPPERS
THOSE WHO 3 4 2, EXTRA FILL, BIGGER

WEIGHT OF ALREADY BUY, TO PACKS, NEW USAGE,
PURCHASE BUY MORE, EITHER RECIPES, ETC = LARGER
IN AMOUNT OR QUANTITY OR VALUE
( AWOP OR BASKET) VALUE OR BOTH QUALITY
FREQUENCY OF THOSE WHO

ALREADY BUY TO
NEW OCCASIONS, GIFTING,
PURCHASE BUY MORE OFTEN
EVENTS, HABITS, ETC
60
Exercise
• To discuss and nominate good practice during the outlet

check / POP optimisation
PURPOSE • Share your experiences with the team
• In pairs / teams discuss the effective and ineffective POP

activations in your customer base
METHOD • What works well for you ?
• List your findings as a pair / team on a flip chart.
• Be ready to present back to the whole group your flip chart

SUMMARY
findings
• Time = 20 minutes in pairs / teams
61
Lunch
Energisers
63
Tourist Attractions
64
AYERS ROCK MOAI STONE STATUES CHRIST THE REDEEMER
TAJ MAHAL
(ULURU) (EASTER ISLAND) (RIO DE JANEIRO)
NIAGRA FALLS ALCATRAZ ISLAND K2 DEAD SEA

65
Exercise
• Fast exercise to explore the POP and the customers

control of that
PURPOSE • Share your ideas with the team
• In two teams , list all the things you would like the customer to
METHOD do, in an ideal world, at the POP
• Then, mark on the list those that are realistic in the real world
• Be ready to present back to the other team your flip chart

SUMMARY
findings
• Time = 15 minutes in teams
66
Point of Purchase Drivers
PRODUCT
TARGET
PROMOTION MARKET
PRICE
PLACE
67
P
• Depth • How many of RB lines (SKUs)?
• Breadth • Is it there, on shelf where it is supposed to be?
RESENCE • Availability • Must-stock SKUs
• Siting
• Where is the category sited in-store? What are the adjacencies?
• Space / Facings
• Does the category / product need more space?
P
• Layout / Signage
• Does the flow help the shopper? Is segmentation clear? What is
• Brand blocking
the best place on the shelf?
LACEMENT • Theatre
• How interesting does it look? Are there blind spots?
• Visibility and Display
• Do RB products have a fair share of space and clear visibility?
• Secondary siting
Display ends?
(how many and where)
P
• Does the price offer value to the shopper?
• Retail Price
• Is the price clearly visible to the shopper?
RICE • Cost Price
• What contribution do we make to Customer profitability?
P
• Have you offered the right promotions: Price, added value or
• Appropriateness of offer
display - so they meet RB / Customer / shopper needs?
• Type of offer, Depth of
ROMOTION • What drives purchasing in this category?
offer
• Have you maximised returns by the level of offer? 68
BEFORE
CALL
THE
PLANNING &
PREPARATION
2 3 4 5
DURING
CALL
THE
PROPOSAL &
6 7
AFTER
CALL
THE
69
STOP Review & Prioritise
THIS STAGE:
Confirming primary objective(s) and review corrective actions
NEED TO DO HAPPENS IN
WHAT
Consider any changes to constructive actions
Reviewing and developing SMART objectives
Preparing to sell
SMART objectives for confirmed opportunities

WHY DO WE
Readiness to sell
IT:
Confidence
Dramatically increased likelihood of achieving objectives
1. Be flexible: Are objectives still the same after your Site check and Brand Visibility
activities?
2. If it has changed: What is the new objective (SMART) and can I prepare for it?
70
Break
BEFORE
CALL
THE
PLANNING &
PREPARATION
2 3 4 5
DURING
CALL
THE
PROPOSAL &
6 7
AFTER
CALL
THE
72
Break
Structured Selling – The 5 E’s
Exercise
• Demonstrate selling
PURPOSE • Observe the application of selling
• In teams, study the product you have be issued

METHOD • Decide how to approach the trainer to sell them this product
• Work out what should be done and by whom in the team
SUMMARY • Be ready to role play as a team, roles allocated.

• Time = 10 minutes to prepare, 10 minutes to role play
75
Structured Selling – Defined
STRUCTURED Selling is matching the

BENEFITS of your product, (proposition or
plan) with the NEEDS of your customer
(contact) and putting them together in a
reasoned COMMERCIAL
ARGUMENT
76
EXPLORE THE NEEDS:
Summarise The Situation
ESTABLISH THE INTEREST:

State The Big Idea
EXPLAIN THE DEAL:

Explain How It Works
EMPHASISE THE KEY BENEFITS:

Reinforce Key Benefits
EXECUTE THE NEXT STEPS:

Close
YES 77
Structured Selling
• QUESTIONING & EXPLORE THE NEEDS: • ESTABLISH RAPPORT
• LISTENING Summarise The Situation • PERSONALITY
PROFILING
• HIERARCHY OF NEEDS THE LINK • BODY LANGUAGE
• BIG NUMBER £
ESTABLISH THE INTEREST: • BENEFIT OF YOUR
State The Big Idea • BIG IDEA?
• F►B • F►B
EXPLAIN THE DEAL: • F►B • F►B
Explain How It Works • F►B • F►B
• THINK CUSTOMER
• BENEFIT
EMPHASISE THE KEY BENEFITS: • BENEFIT
Reinforce Key Benefits • BENEFIT
• ALTERNATIVE
• FEAR / 3RD PARTY EXECUTE THE NEXT STEPS: • GAIN AGREEMENT AND
NEXT STEP
• DIRECT Close
YES 78
Explore the Needs – You and Your Customer
LISTENING
QUESTIONING AND
THROUGH EFFECTIVE
CUSTOMERS NEEDS
UNCOVER YOUR
Understand what is important
to the customer and how you
can describe your proposal
against those important things
= BENEFITS TO THE
CUSTOMER, SHOPPER /
CONSUMER AND RB
79
EXPLORE THE NEEDS:

State The Big Idea
EXPLAIN THE DEAL:



Close
YES 80
What You Should Know About Your Customer
Competitors Country
Category Channel Company
Customer Consumer
81
Exercise
• Identify what information we have

• Spot any competitive edge information we have that the
PURPOSE competitor does not
• In teams, list all that we have and use on the given C area
• In addition identify of that list, what is unique to RB or that RB
interpret better than the competitor
METHOD • Make your lists on flip chart
• When you have finished swap with the other team to read
their list and add to it
SUMMARY
• Time = 40 minutes in teams and swapping
82
What You Should Know About Your Customer
7 C’s of Knowledge :
Know your stuff...
Competitors Country
Their business intimately
Their values
Their missions, visions and
Category Channel Company
beliefs
Their critical numbers
Their hot topic news
Customer Consumer
Their key people
Their Concerns
83
ompetitors ountry ompany onsumer ustomer ategory hannel
 Influences from  Annual report  Annual reports  Definition  Demographics  Annual reports  Definition
– Political  History  Ownership – Category  Class profile  Strategies – Category
– Economic  Structure  Historical – Sub-segments  Buying habits  Promotions – Segments
– Social scenes  Personnel hierarchy performance data  Size  Location of  Trade  Competition
 Industry  Responsibilities  Mission and – Segments purchase relationships  Role
background  Financial position strategies – Value/Volume  Historic sales  Terms  Size
 Heritage companies  Customer base  Needs of their  Principles brands  Future trends  Salesforce profile – Segments
within industry  Market position by business – By channel  Buying influences  Brands – Value
– Key players channel  People, roles and – By geography  Customer consumer – Size – Volume
– Brands  Mission responsibilities  Size / share profile – Share  Trends
– Structure  Strategies  Store profile – Principle  Brand consumer – Packaging  Regionality
– Strategies  Forward plans  Purchaser profile brands profile – Pricing  Key Brands
 Legislation – Volume  Trading profile – Segment  Category consumer – Support  Own Label
 Trade structure – Revenue  Knowledge about – Channel profile – Plans  Key channels
 Market – Profit your situation with  Winner / losers  Customer consumer  SWOT  Point of purchase
– Size – Activity the customer  Promotion regionality  Initiatives objectives
– Dynamics  Policies /  Trading Agreement mechanics  Press coverage
– Trends procedures  Customer Plans  Your brands  Background and
 Current News  Historical  Volumes – Size, Share, history
performance  Profit Units
 Global reach  Budget – Production
 Distribution processes
 Display details – Strategies
 Equipment Detail – Pricing
 Contact Reports – Demographic
profile
– Plans and NPD
 Trends
 Initiation
84
PRIMARY NEED CUSTOMER:
PROFIT
SUPPORTING NEEDS
BUSINESS
UNIQUE NEEDS
PERSONAL
BUYER'S
PERSONAL
NEEDS
85
This requires us to truly get under the skin of the customer
SUPPLY AND
SEASONAL RANGE PROMOTION PLAN CUSTOMER ADVICE
EFFECTIVENESS
DEFINITION DEFINITION DEFINITION DEFINITION
MEASURE MEASURE MEASURE MEASURE
TARGET TARGET TARGET TARGET
86
PROFIT
Sell same
SUPPORTING NEEDS Sell more volume at Increase
volume higher price margin
BUSINESS
Provide best prices
– authoritative Provide quality Provide quality
position goods & services goods & services
UNIQUE NEEDS
Expand footprint both Build own brand to Create one store – Fund inventory
internally & 30% of sales – warehouse, through payment
domestically continue in innovate eCommerce terms
PERSONAL
Drive efficiency through, Vol purchasing, reduced
BUYER'S Keep the warehouse safe and be in stock -
handling fee’s, shorter retail hours and efficient
PERSONAL always
NEEDS distribution
87
Exercise
• Scope out your customers situation

PURPOSE • Acknowledge gaps in knowledge of needs
• Individually working on your own situation, but working and

talking with others, complete 6 to 8 Unique needs, with
METHOD definition, measure and target...where you can
• Note any gaps in knowledge you have
SUMMARY • Be ready to present back to the main group id required

88
SUPPORTING NEEDS
BUSINESS
UNIQUE NEEDS
PERSONAL
BUYER'S
PERSONAL
NEEDS
89
Exploring the Needs
EXPLORE THE NEEDS:

State The Big Idea
EXPLAIN THE DEAL:



Close
YES 90
Exercise
AM
WHO I
91
Questioning
TYPE PURPOSE EXAMPLE
• ENCOURAGE • WHO • WHEN
CUSTOMER TO TALK • WHAT • WHY
OPEN
• WHERE • HOW
• INFORMATION
• USED TO CHECK • DID YOU

FACTS ‘YES’ OR ‘NO’ • COULD WE
CLOSED
ANSWER • WAS IT
• IS THERE
• CONFIRMATION • WILL YOU
92
Questioning Flow
GENERAL
OPEN
OPEN
CREATE A OPEN
FUNNEL FOR OPEN
EACH CATEGORY
CLOSED
OF QUESTIONS
SPECIFIC
(PROCESS, CLOSED
SAFETY,
CLOSED
SUPPLIER…) TO
THOROUGHLY
INVESTIGATE
SUMMARIZE
EACH AREA
ASK: “IS THERE ANYTHING ELSE?” 93

Asking Questions
GATHERING
INFORMATION IS
EXTREMELY WHAT QUESTIONS GAIN
IMPORTANT IN RICH AND INFORMATIVE
THE ANSWERS?
SUCCESSFUL
CAREER OF A
SALESPERSON.
KNOWING WHAT WHAT ARE YOU
TO ASK AND FAVORITES ?
WHEN TO ASK IT
ARE CRITICAL.
ASKING PERSUADES MORE
EFFECTIVELY THAN TELLING 94
High Involvement Questions
• Think, Evaluate, Analyze, Express opinions
HIQS
ARE OPEN- SUPPOSE / HOW WOULD
IF YOU COULD…?
YOU…?
ENDED
QUESTIONS
THAT REQUIRE
THE CUSTOMER WHAT DO YOU THINK
TO: ABOUT…?
95
High Involvement Questions - Examples
Why do you feel that way?
In your judgment, what’s most important?
I'd be very interested in your opinion about
that.
What kind of experience have you had with
that?
How would you evaluate success on this
project?
What would be ideal ?... what would you
want to happen?
What additional challenges do you foresee
in the future? 96
Questioning Flow
GENERAL
OPEN
OPEN
CREATE A OPEN
FUNNEL FOR OPEN
EACH CATEGORY
CLOSED
OF QUESTIONS
SPECIFIC
(PROCESS, CLOSED
SAFETY,
CLOSED
SUPPLIER…) TO
THOROUGHLY
INVESTIGATE
SUMMARIZE
EACH AREA
ASK: “IS THERE ANYTHING ELSE?” 97

Listening
How do you show that you’re listening?
EYE CONTACT KEEP ASKING FOR FEEDBACK
TAKE NOTES PAY ATTENTION TO BODY LANGUAGE
RESTATE OR PARAPHRASE LISTEN FOR WHAT IS NOT SAID
DON’T INTERRUPT OR RUSH PEOPLE SILENCE
SUMMARIZE, THEN ASK…..? “IS THERE ANYTHING ELSE?” 98

Almost there
Action Plan
FOCUS AREA KEY LEARNING NEXT STEPS TIMING
PLANNING &
PREPARATION
OUTLET CHECK
POP
OPTIMISATION
STOP REVIEW &

PRIORITISE
VALUE
SELLING
SRUCTURE
VOICE OF THE
CUSTOMER
6XCS
CUSTOMER
NEEDS
100
See you tomorrow
Welcome Back!
4P’s Excellence in Execution
Day 2
Energisers
103
104
SANTA’S LITTLE
DROOPY LASSIE GROMIT
HELPER
ROOBARB MILOU/ SNOWY TOTO HOOCH 105

Reflection
Timing
Day 1 Day 2
8.30 – 9.00 • Arrival & introductions 8.30 – 9.00 Day 1 recap
• Introduction and objectives • Offer development
• RB Values and Vision BREAK
• The Structured Approach • Selling Business
• Planning & Preparation Propositions
BREAK • Objection Handling
• Outlet Check LUNCH
• 4 x Ps in action • Role play
• POP optimisation • Administration & wash up
9.00 - 17.30 9.00 - 17.00
LUNCH • Post call considerations
• POP optimisation REVIEWING
• Review and Prioritise • Course Summary, Next
BREAK Steps, Close
• Proposal and agreement to
activation
• Structured Selling Approach
107
BEFORE
CALL
THE
PLANNING &
PREPARATION
2 3 4 5
DURING
CALL
THE
PROPOSAL &
6 7
AFTER
CALL
THE
108
BEFORE
CALL
THE
PLANNING &
PREPARATION
2 3 4 5
DURING
CALL
THE
PROPOSAL &
6 7
AFTER
CALL
THE
109
Structured Selling
• QUESTIONING & EXPLORE THE NEEDS: • ESTABLISH RAPPORT
• LISTENING Summarise The Situation • PERSONALITY
PROFILING
• HIERARCHY OF NEEDS THE LINK • BODY LANGUAGE
• BIG NUMBER £
ESTABLISH THE INTEREST: • BENEFIT OF YOUR
State The Big Idea • BIG IDEA?
• F►B • F►B
EXPLAIN THE DEAL: • F►B • F►B
Explain How It Works • F►B • F►B
• THINK CUSTOMER
• BENEFIT
EMPHASISE THE KEY BENEFITS: • BENEFIT
Reinforce Key Benefits • BENEFIT
• ALTERNATIVE
• FEAR / 3RD PARTY EXECUTE THE NEXT STEPS: • GAIN AGREEMENT AND
NEXT STEP
• DIRECT Close
YES 110
EXPLORE THE NEEDS:

State The Big Idea
EXPLAIN THE DEAL:



Close
YES 111
Exercise
• Practice the questioning and listening we discussed

yesterday
PURPOSE • Experience being asked the questions
• In pairs, take your own situation Hierarchy of needs

worksheet from yesterday and play that customer.
METHOD • Your partner then plays ‘you’ and asked questions to retrieve
the need on your hierarchy
• Then swap over
SUMMARY • Be ready to offer observations and feedback to the group

• Time = 30 minutes in total
112
Explain the Deal
EXPLORE THE NEEDS:

State The Big Idea
EXPLAIN THE DEAL:



Close
YES 113
Addressing the Needs
A product or a A customer
FEATURES service has has
- FEATURES Selling:
NEEDS “Translating” NEEDS
- the features into
BENEFITS BENEFITS to
satisfy the needs
114
Retailers Buy Benefits, not Features
RETAILERS DON’T BUY: RETAILERS DO BUY:
New brands Increased turnover

New products Increased profit
Display units More customers coming
New fixture layouts into my store
Price increases Higher spending per
Colourful packaging customer
On-pack offers Reduced labour costs
115
Matching the Value of your Offer to your
Customer’s Needs
YOUR CUSTOMER´S
NEEDS
SNAP
VALUE BENEFITS
OF YOUR OFFER
116
Customers Considerations
CONSUMER Proposition SHOPPER Proposition CUSTOMER Proposition
(Why the customer should ACCEPT the
(Why people will USE the Idea) (Why People will BUY the Idea)
Idea) Including numbers
• Product related: Easy to use, • Product related: easy to carry, • Product related: incremental
Better performance; Eco easy to find on shelf, sales, average basket size
friendly • Display related: impulse worth around £xxx
• Display related: Attractive purchase • Display related: sales,
design, • Promotion related: value for penetration to the estimated
• Promotion related: “Price money value of £xxx
reduction”, • Support: I am buying a leader • Promotion related: traffic.
• Support: TV, billboards, brand Average basket size by around
magazines. BTL – in-store £xxx
demos, internet… • Support: incremental sales to
the estimated value of £xxxx 117
Exercise
• Scope out your proposal

PURPOSE • Deliberately use features to match needs = benefits
• Individually, but working alongside others, start to scope out

your proposal, what features will you use to make a match
METHOD with the needs from your customer ?
• What benefit statements will you make as a result ?
• Be ready to offer your work as an example to the whole

SUMMARY
group
• Time = 30 minutes
118
Customers Considerations - Worksheet
CUSTOMER Proposition
CONSUMER Proposition SHOPPER Proposition (Why the customer should
(Why people will USE the Idea) (Why People will BUY the Idea) ACCEPT the Idea) Including
numbers
119
Explain the Deal
EXPLORE THE NEEDS:

State The Big Idea
EXPLAIN THE DEAL:



Close
YES 120
Establish the Interest: State the Big Idea
is the big hook that is
IDEA ..
going to capture the
The BIG
customers interest and
attention. They will want
to listen to your
explanation
And normally includes a

reference to profit, cash,
margin , the items at the
very top of the hierarchy
of needs
121
Exercise – Productivity Measures
RETAIL PRICE (INC. VAT)*** 3.23
RETAIL PRICE (EX. VAT)
COST 1.63
GROSS PROFIT/UNIT
GROSS MARGIN %
UNIT MOVEMENT/WK 18
GROSS PROFIT/WK
GROSS PROFIT/YR. 992.16

FULL SHELF INVENTORY 30
DAYS OF SUPPLY
INVENTORY ( AT RETAIL)
UNIT MOVEMENT/YR.
TURNS
122
Exercise – Productivity Measures
RETAIL PRICE (INC. VAT)*** 3.23
RETAIL PRICE (EX. VAT) 2.69
COST 1.63
GROSS PROFIT/UNIT 1.06
GROSS MARGIN % 39.4
UNIT MOVEMENT/WK 18
GROSS PROFIT/WK 19.08
GROSS PROFIT/YR. 992.16

FULL SHELF INVENTORY 30
DAYS OF SUPPLY 10
INVENTORY ( AT RETAIL) 80.7
UNIT MOVEMENT/YR. 936
TURNS 31.2
123
Conventional Profitability Gross Profit / Margin
GROSS PROFIT/UNIT GROSS MARGIN % GROSS PROFIT / WEEK
SELLING PRICE GROSS PROFIT/

EX. SALES TAX
2.00 GROSS PROFIT 0.50 UNIT
0.50
MINUS DIVIDED BY MULTIPLIED BY
10 /
SELLING PRICE MOVEMENT /
COST 1.50 EX. SALES TAX
2.00 WK
UNITS /
WK
EQUALS EQUALS EQUALS
GROSS GROSS PROFIT 5.00 /

GROSS PROFIT 0.50 25%
MARGIN % / WK WK
124
Developing the Big Idea
SIMPLE
• Meets the customer’s explicit need
• What is the main benefit you are bringing?
CONCISE CLEAR
• Not YOUR objective
• Short statement of the idea

• What's in it for them - €€€!
NUMBER / MEASURE BASED BENEFIT IF POSSIBLE

128
EXPLORE THE NEEDS:

State The Big Idea
EXPLAIN THE DEAL:



Close
YES 129
Explain the Deal
EXPLAIN HOW IT WORKS, lays out the plan in detail on how we are going to
deliver the BIG IDEA
The details of the plan need to clearly address the needs of the buyers
What is different Ensure Use Feature &

or better about it understanding, Benefits related
use check steps to needs
“How does it
sound for you so
far?”
130
The Flow
HIGHLIGHT / CLARIFY THE
WHY ARE WE DOING IT?
OPPORTUNITY
HOW WE ARE DETAILS / PROMOTIONAL SUPPORT

SUPPORTING IT? / TIMING / TRAINING / LOGISTICS
MEETING
FEATURES – LINK PHRASES – NEEDS
CUSTOMER BENEFITS BENEFITS
BENEFITS TO NEEDS
THE COMMERCIAL WHAT’S IN IT FOR THE CUSTOMER

IMPACT EXPRESSED IN VALUE
131
Understand Reinforce Key Benefits
What are the 2 or 3 things that are going to persuade the buyer to
support the idea?
All the way through the buyer will consider “What’s in it for me?”
We should have been linking these elements to benefits through
our proposition and matching needs
However it is useful to summarize the key benefits before we ask
for the order
The more complex your proposition the more important
this step becomes 132
EXPLORE THE NEEDS:

State The Big Idea
EXPLAIN THE DEAL:



Close
YES 133
Execute - Close The Sale
SEEK AGREEMENT FROM
MEASURE YOURSELF
THE BUYER TO PROCEED
AGAINST THE ORIGINAL
WITH THE IDEA…
SMART OBJECTIVE
OR NEXT STEPS
134
What types of closes could you use?
TRIAL AGREEMENT
“If we can agree on dates today,
we should be able to get product in CHECK IF YOUR CUSTOMER
IS READY TO AGREE
all of your stores by…”
SUMMARY AGREEMENT
“So to summarise the Key Points
from this offer… “Have I missed anything? SUMMARISE THE KEY POINTS FROM
Well, in which case, I suggest...” INTERVIEW AND RECOMMEND ACTION
ASSUMED AGREEMENT
“In view of our discussions, I'll arrange for
(CONFIDENT)
AFTER THE PRESENTATION, ATTEMPT
the new product to be delivered next AGREEMENT STRAIGHT AWAY
week” 135
What types of closes could you use?
ALTERNATIVE AGREEMENT
“Would you like to start with 1,000 packs or
1,500 packs?” GIVE THE CUSTOMER A CHOICE
SPECIAL
“If you agree today, I will organise for
logistics to prioritize your new painters for MAKE THE CUSTOMER FEEL LIKE A KING
the launch”
SILENCE - CONCESSION
“Instead of 4 weeks, why don’t we plan to get a listing for the new product in all of your
stores in 6 weeks”
FEAR
“If you don’t list Vanish Gold, you will miss a significant opportunity” 136
Most Common Types of Customer Questions or
Objections
TIME
EFFORT
ADDITIONAL
MONEY
SPACE
137
RIO is our Method to Help Overcome Objections
THE ART OF OBJECTION HANDLING
138
RIO to ARIO
If we can anticipate objections, we should address them in the
commercial proposition
A ANTICIPATE
R RESTATE
I ISOLATE
O OVERCOME
139
Potential Outcomes ?
YES ! YES ... BUT

YOU
CLOSE
NO
... QUESTION
OR
OBJECTION
140
Negotiation
Commitment in principle but no to the detail, signals the move into a negotiation....
“yes I like the product but I am not taking 4 variants”...customer says
If you have to negotiate, make sure you first understand their position ?
“What were you thinking?” you say...customer says “I was thinking 3”
Then you can trade ( swap) thing to get to an agreement
“OK if you take the 4 plus do an off shelf display, I will give you 2 free cases of stock worth
£xxx at retail to you, and we can agree today”
Know what you can and cannot trade and ask for
If in doubt or confusion, call a break , go and think or use your phone in the corner
Make sure the balance of the trading is ok and you can justify what has been traded and gain
more
BUT NOT IDEAL ... SELL FIRST TIME EVERY TIME ...
141
BEFORE
CALL
THE
PLANNING &
PREPARATION
2 3 4 5
DURING
CALL
THE
PROPOSAL &
6 7
AFTER
CALL
THE
142
Merchandising Post Proposition
BEFORE WE EXIT ACTIVATE ANY IN ANY STAFF
THE CALL, OUTLET ORDERING, BRIEFING,
IMPLEMENT ALL OF MERCHANDISING, PLANOGRAM
THE CORRECTIVE, 4 X PS ETC SHARING /
AGREED EXPLANATIONS ETC
ACTIVATION AND
OTHER DETAILS
THAT HAVE BEEN
PROPOSED AND
AGREED
143
After The Proposal
It is essential to record:
What exactly was agreed
What are the next steps/Timeline
In addition:
What went well?
What didn’t? What new opportunities are there
with this customer, possibly for the next call?
What will be done differently next time?
Immediately after the call is the best time to complete this:

Everything is fresh in the mind and your notes will make
sense. If anything needs clarifying, you could possibly
check again 144
Administration and Wash Up
There are usually 4 objectives attached to carrying out routine administration
procedures efficiently
To communicate information
To measure / monitor performance  link to SMART objective
To assist in the organisation of the sales executive's business
To maintain reliable records
145
Post Call Considerations
What happens in this stage:
Review the success or failure of the call
Defining areas of improvement:
how can I do better next time?
Can I use this elsewhere?
Planning the SMART objective for
the next call
Why do we need to do it:
More efficient use of time
Reduce chances of surprises in the next call
A more professional impression
Dramatically increase the likelihood of achieving
objectives in future calls
Increase job satisfaction
Reduce stress
146
BEFORE
CALL
THE
PLANNING &
PREPARATION
2 3 4 5
DURING
CALL
THE
PROPOSAL &
6 7
AFTER
CALL
THE
147
Role Play
Exercise
• To practice delivering your proposition

PURPOSE • Observe your colleagues propositions
• Individually, but working alongside others, Prepare your role

play ... To deliver your proposal as a result of the needs you
have uncovered.
METHOD • Starting with a summary of the needs work through V A L U E
in role play with the facilitator
• Observe your colleagues as they do the same and provide
feedback as requested
SUMMARY • Time = 20 minutes in role play 15 minutes receiving

feedback
149
Action Plan
FOCUS AREA KEY LEARNING NEXT STEPS TIMING
PLANNING &
PREPARATION
OUTLET CHECK
POP
OPTIMISATION
STOP REVIEW &

PRIORITISE
VALUE
SELLING
SRUCTURE
VOICE OF THE
CUSTOMER
6XCS
CUSTOMER
NEEDS
150
Action Planning
Within the next 30 days, can you please
follow the 7 steps of Sales Call Excellence
with one of your customers, utilizing
Sales Call Planner

SMART objective
Hierarchy of Needs
and the workbook you used in the training
Please be prepared to review that case with

your Line Manager and share your
experience in one of the next team meetings
151
Kantar Consulting

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GLOBAL SALES

WHY WE ARE TRAINING

PLAN, PROPOSE and EVALUATE structured sales calls

CLOSE, MAINTAIN, and GROW business

IMPROVE your PRODUCTIVITY and COMMERCIAL RESULTS

DEVELOP your PERSONAL SKILLS and KNOWLEDGE

RECKITT BENCKISER IS ABOUT

The role of the Sales function is to optimise

customer relationships, to ensure that no matter

the best shelf position

ensure that we win the shopper at the Point of

• To explore the ideal sales call

• In your pairs / teams list all the activities

• Be ready to explain and present your flip

NEGOTIATING only starts if you do not close

• OWNER & OPERATOR / FAMILY

• SMALL STAFF TEAM

• AREA MANAGERS & STORE MANAGERS

• SECTION MANAGERS & THEIR TEAM

• OWNER & OPERATOR

funds with veto your agreement)

• To examine the personnel within your

• Individually consider your own customer and

• Be ready to present your worksheet to the

How can this

• WHAT CAN WE SUGGEST TO ACTIVATE GROWTH?

CYCLE ACTIVITY STOCK AVAILABILITY SALES MANAGER

T RACKABLE AND TIME-BOUND

a clear and – Your • Follow Up

• To decide on your objective for your own role play

• Individually consider what you would like to gain agreement

• Be ready to present your role play objective back to the

WRITE THE OBJECTIVE IN FULL

TICK EACH BOX TO INDICATE

WORTH SPENDING TIME ON? 34

It identifies possible OPPORTUNITIES and

• To discuss and nominate good practice during the outlet

• In pairs / teams discuss the activities that happen in this

• Be ready to present your role play objective back to the

WHAT’S GOING ON ACROSS THE OUTLET ?

Check that the last order has arrived

Count warehouse stock to calculate the order

Identify competitor activity

Large stockholding just before promotions

New Point of Sale Materials waiting to be put on POP

Internal check: Store, Category, Segment, Product....

THE STORE IS 95% AWARE

Association with the

RB MUST BE AVAILABLE, VISIBLE & EASY TO CHOOSE

IF IT’S NOT RANGED… IT WILL

The PRICE should be recommended

AIM: our Brands and

P SKUs that delivers to our objectives e.g. high turnover

PROMOTION: RESENCE products will bring the biggest volume lift

PENETRATION NEW OR RETURNING USERS / BUYERS

WEIGHT OF THOSE WHO ALREADY BUY, TO BUY

FREQUENCY OF THOSE WHO ALREADY BUY TO BUY

THOSE WHO 3 4 2, EXTRA FILL, BIGGER

FREQUENCY OF THOSE WHO

• To discuss and nominate good practice during the outlet

• In pairs / teams discuss the effective and ineffective POP

• Be ready to present back to the whole group your flip chart

NIAGRA FALLS ALCATRAZ ISLAND K2 DEAD SEA

• Fast exercise to explore the POP and the customers