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Sustaining Customer Excellence: Reinforcement Sessions (On-Premise)

Sustaining Customer Excellence: Reinforcement Sessions (On-Premise). STLMU On Premise Agenda – April 23. 9:00 Opening & Introductions 9:30 CE Reinforcement Module 1 – Overview of Selling Process 10:30 10 Minute Break 10:40 CE Reinforcement Module 2 – Brand & Package Mix 11:40 Lunch (30 min)

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Sustaining Customer Excellence: Reinforcement Sessions (On-Premise)

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  1. Sustaining Customer Excellence:Reinforcement Sessions(On-Premise)

  2. STLMU On Premise Agenda – April 23 9:00 Opening & Introductions 9:30 CE Reinforcement Module 1 – Overview of Selling Process 10:30 10 Minute Break 10:40 CE Reinforcement Module 2 – Brand & Package Mix 11:40 Lunch (30 min) 12:10 CE Reinforcement Module 3 – Cost to Serve 1:10 10 Minute Break 1:20 ADM BOSS Review / BDM Breakout 2:30 Questions / Comments 3:00 Adjourn

  3. OBJECTIVES FOR THE REINFORCEMENT TRAINING • At the end of the 6 week curriculum, the entire sales team should • Understand the selling process of “Prepare, Sell, Follow-up” and the activities performed in each step • Be comfortable using the tools to diagnose, identify, and track OI-improvement opportunities in each outlet • Have the ability to apply selling tips and tactics to “sell” the customer on OI-improvement actions ü ü ü

  4. Overview • Understanding the selling process: Prepare, Sell, Follow-up • Review of the tools introduced during Customer Excellence launch • Reading the different sections of the OPR • 5 categories of selling opportunities • Using BOSS Week 1 • Mix • Deep dive on the selling opportunities in Mix (M) category • How to identify opportunities using the OPR • How to identify/confirm opportunities through store walk-through • How to sell-in and execute identified opportunities Week 2 • Cost-to-serve • Deep dive on the selling opportunities in cost-to-serve (C) category • How to identify opportunities using the OPR • How to identify/confirm opportunities through store walk-through • How to sell-in and execute identified opportunities Week 3 • Programs and Initiatives • Price • Deep dive on the selling opportunities in Programs and Initiatives (PI) and Price (P) categories • How to identify opportunities using the OPR • How to identify/confirm opportunities through store walk-through • How to sell-in and execute identified opportunities • Merchandising / space quality • Deep dive on the selling opportunities in Merchandising/Space Quality (MS) category • How to identify opportunities using the OPR • How to identify/confirm opportunities through store walk-through • How to sell-in and execute identified opportunities Week 5 Week 4 • CCE Selling • Developing skills to help deliver the sell-in story to the customer • Review of 7-step call process including: prepare for the call, provide opening statement, question and listen, explore customer needs, present solutions, handle objections, close and conclude Week 6 THIS IS THE BEGINNING OF A 6-WEEK PROGRAM TO ACCOMPLISH THESE OBJECTIVES Topic Details

  5. BREAKDOWN OF CCE OPERATING INCOME FOR ONE 20 OZ. BOTTLE • Retail Price • $1.19 • Retailer margin, taxes, and other deductions • $0.55 • CCE Net Revenue (DNNSI) • $0.64 • Cost of goods sold (COGS) • $0.23 • Current success measure • DNGP (Gross Profit) • $0.41 • Selling and order taking costs • $0.05 • Merchandising costs • $0.01 • Depreciation (equipment capital expense) • $0.04 • Total operating expenses = $0.25, just as large as • Cost of Goods Sold! • Equipment service costs • $0.02 • Delivery and warehousing costs • $0.10 • General and administrative costs • $0.03 • $0.16 • Operating income (OI) • The new success measure REVIEW FROM CUSTOMER EXCELLENCE LAUNCH • What is the new success measure for CCE? • What are some of the action steps that we can take to improve this metric? • Do these action steps include items beyond incremental sales?

  6. Prepare • Before you go • Prepare • Before you go • Sell • In the outlet • Follow-up • After you leave 1 Outlet Profitability Report • Report by outlet showing profitability indicators and brand / package mix • Updated through BOSS monthly • Review outlet profitability report (OPR) and consider selling opportunities • Develop recommendations and record using BOSS • Set up call (if necessary) Selling Opportunities • Categorized list of ideas to help improve OI in each outlet (includes sell-in story for each opportunity) • Accessible through BOSS Channel Guides • Profile for each channel including key messages for the customer and package/brand recommendations • Accessible through BOSS BOSS • Online system to access selling tools • N/A Call tree • List of key contact points for getting things done • Distributed by your DSM THE SELLING PROCESS 2 3 1 • Steps • Activities • Review outlet profitability report (OPR) and consider selling opportunities • Develop recommendations and record using BOSS • Set up call (if necessary) • Record call/visit results using BOSS • Implement recommendations • Follow-up with customer (if necessary) • Confirm opportunities through outlet walk-around • Provide opening statement • Question and listen • Explore customer needs • Present solutions • Handle objections • Close and conclude • Support tools • Description • How you will get it • This standard, simple selling process will allow us to diagnose, identify, track, and execute OI-improvement opportunities in the outlets. • (This page available on your Day 1 readiness card distributed at the launch meeting)

  7. PREPARATION: RECALL THE 5 SELLING OPPORTUNITY CATEGORIES • What does each one of these categories mean? • How could levers in each one of these categories positively affect operating income?

  8. GUIDELINES FOR USING THE OUTLET PROFITABILITY REPORT • The outlet profitability report should be utilized to plan for every sales call • These reports are extremelyconfidential and should not be shared with the customer or left in the outlet • Your DSM will be your go-to resource for questions about how to use and interpret this report

  9. SMALL STORE EXAMPLE THE OUTLET LEVEL PROFITABILITY REPORT PROVIDES LOTS OF DETAILED OUTLET INFORMATION . . . This box gives a rank of this outlet’s OI in the channel Find your OI bottom line How much of your volume came from each package See details on this outlet Rough estimate of how much OI could improve See how your pack pricing compares to the channel Which brands are most popular at this outlet? See how this outlet’s OI stacks up against other stores of similar size See your equipment count by asset type Make notes here about opportunities in this outlet See how this outlet’s cost to serve compare to other stores

  10. SMALL STORE EXAMPLE . . . WHICH CAN BE USED TO IDENTIFY OPPORTUNITIES TO INCREASE OI BY LOOKING AT PACKAGE MIX . . . Indicates the average volume breakdown for the top 10% most profitable outlets in the channel Indicates the average volume breakdown for the channel Indicates the % of volume from each package type for this outlet (e.g. 91.6% from BIB) Indicates the % of volume from each package type for this outlet (e.g. 23.0% from 20oz) Indicates the average volume breakdown for small, medium, and large outlets in the channel (size is determined by volume) From the data shown, what is the average volume breakdown of 12 oz cans in the channel? Green shading highlights an opportunity to improve outlet profitability by changing package mix (i.e. shift mix from 2 L to 20 oz) Other packages include: 10 oz, 11.5 oz, 1.5L, 32 oz, and 64 oz Other packages include: 10 oz, 11.5 oz, 1.5L, 64 oz, cups, lids

  11. SMALL STORE EXAMPLE . . . THE BRAND/CATEGORY MIX . . . Indicates the average volume breakdown for the channel Indicates the average volume breakdown for the channel Indicates the average volume breakdown for the channel Indicates the average volume breakdown for the channel Indicates the average volume breakdown for the channel Indicates the average volume breakdown for the channel Indicates the average volume breakdown for the channel Indicates the average volume breakdown for the channel Indicates the % of volume from each brand type for this outlet (e.g. 37.1% for regular CSD) Indicates the % of volume from each brand type for this outlet (e.g. 37.1% for regular CSD) Indicates the % of volume from each brand type for this outlet (e.g. 37.1% for regular CSD) Indicates the % of volume from each brand type for this outlet (e.g. 34.2% for regular CSD) Indicates the % of volume from each brand type for this outlet (e.g. 37.1% for regular CSD) Indicates the % of volume from each brand type for this outlet (e.g. 37.1% for regular CSD) Indicates the % of volume from each brand type for this outlet (e.g. 57.9% for regular CSD) Indicates the % of volume from each brand type for this outlet (e.g. 37.1% for regular CSD) Indicates the % of volume from each brand type for this outlet (e.g. 34.2% for regular CSD) Indicates the average volume breakdown for the top 10% most profitable outlets in the channel Indicates the average volume breakdown for the top 10% most profitable outlets in the channel Indicates the average volume breakdown for the top 10% most profitable outlets in the channel Indicates the average volume breakdown for the top 10% most profitable outlets in the channel Indicates the average volume breakdown for the top 10% most profitable outlets in the channel Indicates the average volume breakdown for the top 10% most profitable outlets in the channel Indicates the relative profitability of brands for this outlet; OI margin = operating income / DNNSI Indicates the relative profitability of brands for this outlet; OI margin = operating income / DNNSI Indicates the relative profitability of brands for this outlet; OI margin = operating income / DNNSI Indicates the relative profitability of brands for this outlet; OI margin = operating income / DNNSI Indicates the relative profitability of brands for this outlet; OI margin = operating income / DNNSI Includes Sprite, Barqs, Fanta, Fresca, Mello Yello Includes Sprite, Barqs, Fanta, Fresca, Mello Yello Includes Sprite, Barqs, Fanta, Fresca, Mello Yello From the data shown, what is the channel average for % of NCB in this channel? Includes Bravo and Seagram’s Includes Bravo and Seagram’s Green shading highlights an opportunity to improve outlet profitability by addressing a gap in key emphasis brands (e.g. water or energy) Green shading highlights an opportunity to improve outlet profitability by addressing a gap in key emphasis brands (e.g. water or energy) Green shading highlights an opportunity to improve outlet profitability by addressing a gap in key emphasis brands (e.g. water or energy) Green shading highlights an opportunity to improve outlet profitability by addressing a gap in key emphasis brands (i.e. increase energy and water) Indicates volume breakdown between carb / non-carb Indicates volume breakdown between carb / non-carb Indicates volume breakdown between carb / non-carb

  12. SMALL STORE EXAMPLE . . . COST-TO-SERVE METRICS FOR THE OUTLET . . . Average volume per delivery (larger is better) Equipment service cost per case and per asset; reduce by decreasing equipment service calls Depreciation cost per case; reduce by increasing volume sold per asset Average number of deliveries per week for outlet Average DNNSI per delivery (larger is better) Returns / BD&L hurt OI Indicates the relative size of your outlet in the channel From the data shown, How big is the average drop size in the largest stores in this channel? Delivery cost per case; reduce by increasing volume per delivery or reducing delivery frequency Merchandising cost per case; reduce by ensuring that merchandising service is aligned with demand and not over-servicing account Order-taking cost per case; reduce by decreasing order frequency or switching outlet to CDC

  13. SMALL STORE EXAMPLE . . . AND THE PACKAGE PRICING AND PROFITABILITY INFORMATION FOR THE OUTLET Indicates the average DNNSI / case for this channel Indicates the average DNNSI / case for this channel Indicates the DNNSI / case for this outlet Indicates the DNNSI / case for this outlet Indicates the relative profitability of packages for this outlet; OI margin = operating income / DNNSI From the data shown, what is the OI margin for 20 oz. bottles in this outlet? Opportunities could exist where the average DNNSI / case in the channel exceeds the DNNSI / case for this outlet

  14. ACTIVITY: PRACTICE USING THE TOOLS TO PREPARE FOR A VISIT (PART A) • Instructions: With a partner, use the following process to prepare for a visit: • Review the categories of selling opportunities and give one example of a specific action step within each category • Analyze one of your outlet’s OPR to identify opportunity areas • For the OPR that you analyzed earlier, develop specific action steps using the selling opportunities • Record recommended action steps using BOSS • Choose one high-priority opportunity and develop a sell-in story to present to the customer Time: 10 minutes

  15. SO NOW WHAT? Let’s develop action steps to address these OI-improvement areas that you have identified using the OPR. . . To do this, let’s dig deeper into the selling opportunities . . .

  16. Once the opportunity is identified, think about specific action steps to take to address the opportunity PREPARATION STEP B: IDENTIFY SPECIFIC SELLING OPPORTUNITY TO ADDRESS IMPROVEMENT AREAS

  17. EXAMPLE OPPORTUNITY FROM PACKAGE MIX: INCREASE BOTTLE / CAN PENETRATION IN EAT / DRINK • Description • Sell-in story to customer • Implementation steps • Increasing bottle / can penetration in eat / drink serves the need of on-the-go occasions, particularly in the QSR channel • Your customers prefer beverages in bottles for their on-the-go needs • By adding the 20 oz package, ~6% more of your customers will purchase a beverage (according to our Eat/Drink channel survey), increasing your overall profits • Confirm the opportunity with the customer • Arrange for placement of the cooler with Red Desk • For CDC outlets: Use BOSS to notify the CDC of the change • For F2F: call the F2F order-taker for the outlet to change order mix How will executing this opportunity improve operating income? • Example analysis: Universal Grill – QSR Hamburger • This outlet currently sells 100% of volume in Postmix • The most profitable outlets in this channel, sell 91% in 20 oz instead • This is an opportunity to add 20 oz availability

  18. In your BOSS training, you have learned how to track the opportunities that you have identified • As part of your preparation process, you should take time to use this feature to help stay organized and focuses, as well as let the CDC know which opportunities you are currently looking to address in each outlet PREPARATION STEP B: DOCUMENT YOUR RECOMMENDATIONS USING BOSS

  19. ACTIVITY: PRACTICE USING THE TOOLS TO PREPARE FOR A VISIT (PART B) • Instructions: With a partner, use the following process to prepare for a visit: • Review the categories of selling opportunities and give one example of a specific action step within each category • Analyze one of your outlet’s OPR to identify opportunity areas • For the OPR that you analyzed earlier, develop specific action steps using the selling opportunities • Record recommended action steps using BOSS • Choose one high-priority opportunity and develop a sell-in story to present to the customer Time: 10 minutes

  20. ACTIVITY DEBRIEF • Questions: • What specific opportunities were you able to identify? Which ones do you think are the highest priority? • What specific element of OI will be impacted with these action steps? • How will you make time to prepare for these visits by reviewing your OPRs and using BOSS to track your actions?

  21. KEY TAKEAWAYS ON PREPARING • Drive improved operating income in your outlets through this standardized selling process • Apply the opportunity frameworkevery time you plan for an outlet visit • Mix • Cost-to-serve • Programs / initiatives • Merchandising / space quality • Price • Learn and utilizethe selling tools available to you • Outlet profitability report • Selling opportunities • BOSS

  22. PUT THIS LEARNING INTO PRACTICE! • Next steps: • Take time this week to analyze the OPR, develop specific action steps, and use BOSS to plan for at least 10 of your accounts. • With your identified opportunities and sell-in stories, start to talk to your customers about executing.

  23. 10 Minute Break

  24. Sustaining Customer Excellence:Reinforcement Session Two(On-Premise)

  25. Overview • Understanding the selling process: Prepare, Sell, Follow-up • Review of the tools introduced during Customer Excellence launch • Reading the different sections of the OPR • 5 categories of selling opportunities • Using BOSS Week 1 • Mix • Deep dive on the selling opportunities in Mix (M) category • How to identify opportunities using the OPR • How to identify/confirm opportunities through store walk-through • How to sell-in and execute identified opportunities Week 2 • Cost-to-serve • Deep dive on the selling opportunities in cost-to-serve (C) category • How to identify opportunities using the OPR • How to identify/confirm opportunities through store walk-through • How to sell-in and execute identified opportunities Week 3 • Programs and Initiatives • Price • Deep dive on the selling opportunities in Programs and Initiatives (PI) and Price (P) categories • How to identify opportunities using the OPR • How to identify/confirm opportunities through store walk-through • How to sell-in and execute identified opportunities • Merchandising / space quality • Deep dive on the selling opportunities in Merchandising/Space Quality (MS) category • How to identify opportunities using the OPR • How to identify/confirm opportunities through store walk-through • How to sell-in and execute identified opportunities Week 5 Week 4 • CCE Selling • Developing skills to help deliver the sell-in story to the customer • Review of 7-step call process including: prepare for the call, provide opening statement, question and listen, explore customer needs, present solutions, handle objections, close and conclude Week 6 THIS IS THE BEGINNING OF A 6-WEEK PROGRAM TO ACCOMPLISH THESE OBJECTIVES Topic Details

  26. III THIS WEEK’S FOCUS IS THE MIX CATEGORY • What are four specific action steps in the mix category?

  27. M • For each of the these opportunities: • Describe specifically how you could execute each action step • When is it appropriate to execute each action step in an outlet? • How will you identify when each action step is applicable? Which tools can you use? III DEEP DIVE ON MIX SELLING OPPORTUNITIES • Potential action steps • 1 • Package • Match package mix to channel best practice • Increase 20 oz availability (in place of cans or 2L) • Increase bottle/can availability in Eat/Drink channels • Mix • 2 • Brand/category • Match brand/category mix to consumer profile of outlet • Optimize brand assortment/facings to match demand • Increase availability of key emphasis and new brands where appropriate (Vault, Coke Zero, Dasani, PowerAde, Energy)

  28. III BEFORE YOU GO: REVIEW OPR FOR PACKAGE MIX Indicates the average volume breakdown for the top 10% most profitable outlets in the channel Indicates the average volume breakdown for the channel Indicates the % of volume from each package type for this outlet (e.g. 91.6% from BIB) Indicates the % of volume from each package type for this outlet (e.g. 23.0% from 20oz) Indicates the average volume breakdown for small, medium, and large outlets in the channel (size is determined by volume) Green shading highlights an opportunity to improve outlet profitability by changing package mix (i.e. shift mix from 2 L to 20 oz) Other packages include: 10 oz, 11.5 oz, 1.5L, 32 oz, and 64 oz Other packages include: 10 oz, 11.5 oz, 1.5L, 64 oz, cups, lids

  29. III BEFORE YOU GO: REVIEW OPR FOR BRAND/CATEGORY MIX Indicates the average volume breakdown for the channel Indicates the average volume breakdown for the channel Indicates the average volume breakdown for the channel Indicates the average volume breakdown for the channel Indicates the average volume breakdown for the channel Indicates the average volume breakdown for the channel Indicates the average volume breakdown for the channel Indicates the average volume breakdown for the channel Indicates the % of volume from each brand type for this outlet (e.g. 57.9% for regular CSD) Indicates the % of volume from each brand type for this outlet (e.g. 37.1% for regular CSD) Indicates the % of volume from each brand type for this outlet (e.g. 37.1% for regular CSD) Indicates the % of volume from each brand type for this outlet (e.g. 37.1% for regular CSD) Indicates the % of volume from each brand type for this outlet (e.g. 37.1% for regular CSD) Indicates the % of volume from each brand type for this outlet (e.g. 37.1% for regular CSD) Indicates the % of volume from each brand type for this outlet (e.g. 34.2% for regular CSD) Indicates the % of volume from each brand type for this outlet (e.g. 37.1% for regular CSD) Indicates the % of volume from each brand type for this outlet (e.g. 34.2% for regular CSD) Indicates the average volume breakdown for the top 10% most profitable outlets in the channel Indicates the average volume breakdown for the top 10% most profitable outlets in the channel Indicates the average volume breakdown for the top 10% most profitable outlets in the channel Indicates the average volume breakdown for the top 10% most profitable outlets in the channel Indicates the average volume breakdown for the top 10% most profitable outlets in the channel Indicates the average volume breakdown for the top 10% most profitable outlets in the channel Indicates the relative profitability of brands for this outlet; OI margin = operating income / DNNSI Indicates the relative profitability of brands for this outlet; OI margin = operating income / DNNSI Indicates the relative profitability of brands for this outlet; OI margin = operating income / DNNSI Indicates the relative profitability of brands for this outlet; OI margin = operating income / DNNSI Indicates the relative profitability of brands for this outlet; OI margin = operating income / DNNSI Includes Sprite, Barqs, Fanta, Fresca, Mello Yello Includes Sprite, Barqs, Fanta, Fresca, Mello Yello Includes Sprite, Barqs, Fanta, Fresca, Mello Yello Includes Bravo and Seagram’s Includes Bravo and Seagram’s Green shading highlights an opportunity to improve outlet profitability by addressing a gap in key emphasis brands (i.e. increase energy and water) Green shading highlights an opportunity to improve outlet profitability by addressing a gap in key emphasis brands (e.g. water or energy) Green shading highlights an opportunity to improve outlet profitability by addressing a gap in key emphasis brands (e.g. water or energy) Green shading highlights an opportunity to improve outlet profitability by addressing a gap in key emphasis brands (e.g. water or energy) Indicates volume breakdown between carb / non-carb Indicates volume breakdown between carb / non-carb Indicates volume breakdown between carb / non-carb

  30. M • Mix III IN THE OUTLET: KEY QUESTIONS TO IDENTIFY MIX OPPORTUNITIES DURING THE WALK-THROUGH • While walking the store • Implications • Do I have the right products and packages to meet the occasion needs of these consumers (e.g. at home, on the go)? • Is my SKU mix balancing profit and volume? Are there ways to introduce more high-OI packages into the mix? • What packages/brands are out-of-stock? Which packages/brands sell down the quickest? • Are all key emphasis and new brands available at this outlet? • M1A, M2A: Add or remove the packages or brands from outlet • M1B, M1C: Shift emphasis away from low-profitability packages such as cans or 2L, increase bottle/can penetration • M2B: Adjust the space to sales to better match the demand of the consumer • M2C: Authorization permitting, introduce brand (may mean removing a low emphasis brand from the mix)

  31. IV ACTIVITY A: IDENTIFYING MIX OPPORTUNITIES IN YOUR OUTLETS • Instructions: • With a partner, discuss two of your outlets and identify mix action steps. Be sure to address the following questions for each outlet: • What is the area of opportunity (brand and package)? • How did you identify this opportunity? • What specific action step will you use to address this area? • (If possible, choose outlets so that all multiple specific action steps are discussed in each group) • Time: 10 minutes

  32. + • Science • Art V BUT KNOWING WHAT TO PRESENT IS ONLY HALF OF THE EQUATION • Selling is both a science and an art… • Knowing how to use the tools to identify OI-improvement opportunities • Understanding what to present to the customer • Applying skills, such as listening and questioning, to more effectively communicate • Understanding how to present to the customer

  33. Sell • In the outlet V STANDARD 6-STEP SELL PROCESS ALLOWS FOR EFFECTIVE CUSTOMER COMMUNICATION 2 This week, let’s focus on opening our conversations with a bang! • Confirm opportunities through outlet walk-around • Provide opening statement • Question and listen • Explore customer needs • Present solutions • Handle objections • Close and conclude

  34. The importance of an effective opening statement • The three parts of an opening statement V OPENING STATEMENTS LAY THE FOUNDATION FOR PRODUCTIVE CONVERSATIONS • Purpose • Informs the customer of why you are there • Benefit • States the value the customer will receive • Check • Asks if the customer agrees on the purpose of the discussion and is willing to go ahead • Aligns expectations • Gains the customer’s approval for the purpose of the call • Shows that you are organized • Shows concern for using customer’s time wisely • Opens up communication • Increases customer’s ownership of interaction • Demonstrates customer focus; builds trust • Helps you earn right to advance Opening Statements are designed to do all of the above. It helps you to be more productive by engaging the customer from the start.

  35. VI ACTIVITY B: PRESENTING POWERFUL SELL-IN STORIES TO YOUR CUSTOMERS • Instructions: • For one of the opportunities you identified in Activity A, prepare a sell-in story • Ensure that you and your partner have not chosen the same opportunity • Take time to develop a powerful opening statement • With a partner, role-play your customer interaction to sell-in the action step • Each partner will be the customer once - 2 role plays in total • As a customer, be sure to test the ADM (some potential objections are listed on the next slide) • Time: 15 minutes

  36. VI ROLE PLAY OBJECTIONS/QUESTIONS TO CONSIDER • PACKAGE MIX • “I can’t commit to that space.” • “I don’t see why consumers would want a bottled drink rather than out of the fountain.” • “Adding another dump bin is going to disrupt the flow of traffic in my store.” • “What’s in it for me?” • “I’ve already given you everything that’s in the CMA agreement.” • “Why are you putting that package on display, it isn’t on the ad?” • “Those stacks in the aisle make it look cluttered.” • “No one buys that energy stuff.” • “My customer won’t be able to access the 2L when you put those 8 oz cans in front.” • BRAND/CATEGORY MIX • “This doesn’t match the planogram.” • “But my customers love that brand, we need to keep them happy.” • “That stuff doesn’t sell! We can’t replace anything in the cooler with that.” • “Why are you reducing my availability?” • “No, I can’t give you more space, it wouldn’t be fair to the other vendors.” • “People won’t buy that. I’ve heard it doesn’t taste good.” • “In this neighborhood, energy won’t sell.” • “I already have 4 other kinds of waters.” • “How will this product make me more money?”

  37. VI ACTIVITY DEBRIEF • Questions: • How did you present “win-win” cases for each of the action steps? • What specific element of OI will be impacted with these action steps? • What were some of the most common objections? How were you able to address these issues? • How were the opening statements from the customer perspective? What are creative ways to provide a powerful opening statement?

  38. KEY TAKEAWAYS ON MIX • Apply the selling opportunities every time you plan for an outlet visit and make a visit • In Mix specifically, ask if you have the right package and brand/category mix in each outlet • Store walk-throughs needed to confirm opportunity areas identified during preparation • While the outlet profitability report reveals where opportunity areas exists, familiarity with the store is necessary to plan specific, tangible action steps • Selling is both science and art • Understanding how to talk to customers is just as important as knowing what to say to customers

  39. PUT THIS LEARNING INTO PRACTICE! • Next steps: • Focus on the selling opportunities in the mix category this week. While preparing for your visits and walking the stores, identify action steps that will positively impact operating income. • With your identified opportunities, develop sell-in stories and share them with your customers, paying close attention to practice your opening statements.

  40. 30 Minute Lunch

  41. Cost-to-Serve • Mix • Programs and Initiatives • Merchandising / space quality • Price • Sell • In the outlet • Follow-up • After you leave • Prepare • Before you go 2 3 1 • Package • Brand/Category • Aligns expectations • Gains the customer’s approval for the purpose of the call • Shows that you are organized • Shows concern for using customer’s time wisely • Opens up communication • Increases customer’s ownership of interaction • Demonstrates customer focus; builds trust • Helps you earn right to advance II REVIEW FROM WEEKS 1-2 • What are the three steps of the selling process? • What are the five categories of selling opportunities? • Fill in the blank: in the mix category, opportunities deal with both _______________ mix ______________________ mix. • What are some benefits of a strong opening statement?

  42. Sustaining Customer Excellence:Reinforcement Session Three(On-Premise)

  43. Overview • Understanding the selling process: Prepare, Sell, Follow-up • Review of the tools introduced during Customer Excellence launch • Reading the different sections of the OPR • 5 categories of selling opportunities • Using BOSS Week 1 • Mix • Deep dive on the selling opportunities in Mix (M) category • How to identify opportunities using the OPR • How to identify/confirm opportunities through store walk-through • How to sell-in and execute identified opportunities Week 2 • Cost-to-serve • Deep dive on the selling opportunities in cost-to-serve (C) category • How to identify opportunities using the OPR • How to identify/confirm opportunities through store walk-through • How to sell-in and execute identified opportunities Week 3 • Programs and Initiatives • Price • Deep dive on the selling opportunities in Programs and Initiatives (PI) and Price (P) categories • How to identify opportunities using the OPR • How to identify/confirm opportunities through store walk-through • How to sell-in and execute identified opportunities • Merchandising / space quality • Deep dive on the selling opportunities in Merchandising/Space Quality (MS) category • How to identify opportunities using the OPR • How to identify/confirm opportunities through store walk-through • How to sell-in and execute identified opportunities Week 5 Week 4 • CCE Selling • Developing skills to help deliver the sell-in story to the customer • Review of 7-step call process including: prepare for the call, provide opening statement, question and listen, explore customer needs, present solutions, handle objections, close and conclude Week 6 THIS IS PART OF A 6-WEEK PROGRAM TO ACCOMPLISH THESE OBJECTIVES Topic Details

  44. III THIS WEEK’S FOCUS IS THE COST-TO-SERVE CATEGORY • What are the two subcategories to consider in the cost-to-serve category?

  45. C • For each of the opportunities: • Describe specifically how you could execute each action step • When is it appropriate to execute each action step in an outlet? • How will you identify when each action step is applicable? Which tools can you use? III DEEP DIVE ON COST-TO-SERVE SELLING OPPORTUNITIES • Potential action steps • 1 • Delivery • Reduce delivery frequency by increasing back-stock • Increase back-stock for low volume SKUs to reduce miss-deliveries from out-of-stocks • Reduce returns / BD&L by replacing low performing SKUs with higher performing SKUs • Enforce the minimum order quantity • Cost-to-serve • 2 • Equipment • Optimize equipment location to higher traffic areas or to first position in shared outlets • Add equipment in high traffic areas when it will pay back • Assess equipment type for product volume

  46. III BEFORE YOU GO: REVIEW COST-TO-SERVE METRICS FOR THE OUTLET Average volume per delivery (larger is better) Equipment service cost per case and per asset; reduce by decreasing equipment service calls Depreciation cost per case; reduce by increasing volume sold per asset Average number of deliveries per week for outlet Average DNNSI per delivery (larger is better) Returns / BD&L hurt OI Indicates the relative size of your outlet in the channel Delivery cost per case; reduce by increasing volume per delivery or reducing delivery frequency Merchandising cost per case; reduce by ensuring that merchandising service is aligned with demand and not over-servicing account Order-taking cost per case; reduce by decreasing order frequency or switching outlet to CDC

  47. C • Cost-to-serve III IN OUTLET: QUESTIONS TO IDENTIFY COST-TO-SERVE OPPORTUNITIES DURING THE WALK-THROUGH • While walking the store • Implications • C2A: optimize equipment location to higher traffic areas • C2B: When it makes sense (i.e. when it will earn a positive return on investment), introduce new equipment • C1C: Eliminate number of facings of low-performing SKUs • C1B: Adjust order writing to better match store needs, reducing off-day deliveries • C1A: Optimize delivery frequency, ensuring right product at the right time • C2C: Assess equipment type for product volume • C1D: Enforce MOQ to reduce the number of deliveries • How are my locations/positions in this store? Are they 1st position? How would the consumer walk the outlet? • Are there opportunities to profitably place new equipment? • Do I consistently have out-of-date product that needs to be returned? • Do I have the right products in the backroom? Are orders accurate? • Does this store really need X deliveries each week? • Is this the right piece of equipment for the amount of volume that it sells? • Is the store receiving deliveries that are smaller than the minimum order quantity?

  48. IV ACTIVITY A: IDENTIFYING COST-TO-SERVE OPPORTUNITIES IN YOUR OUTLETS • Instructions: • With a partner, discuss two of your outlets and identify cost action steps. Be sure to address the following questions for each outlet: • What is the area of opportunity (delivery, equipment, returns)? • How did you identify this opportunity? • What specific action step will you use to address this area? • (If possible, choose outlets so that specific action steps are discussed only once in each group) • Time: 10 minutes

  49. V NOW THAT YOU’VE IDENTIFIED THE OPPORTUNITIES, LET’S COMMUNICATE TO THE CUSTOMER • EXAMPLE Detailed selling opportunity pages (available for some opportunities) include tips to develop sell-in stories

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