Improve sales effectiveness with a common language
and renewed confidence
Nestlé Professional Consultative Selling Programme
The Client
Nestlé Professional is part of the world’s largest food and beverage company Nestlé group dedicated
to build an ever closer working relationship with their foodservice customers. Nestlé Professional has
15 foodservice factories and 10,000 employees in 97 countries.
The Case for Change
In order to drive profitable growth and succeed, developing the Nestlé Professional’s sales force was
seen as the key in reaching that goal. Sales effectiveness has become ever more challenging due to
an increasingly competitive environment with unfavourable market conditions. The need to raise the
game to meet those challenges, and also to address some shortcomings identified in a number of
reviews, prompted the Nestlé Professional organisation in the Netherlands to launch a development
programme to revitalise the necessary capabilities to win in the market, and to restore the pride and
self-confidence of the sales force.
The Krauthammer Solution
Nestlé Professional approached Krauthammer to assist in the planning and implementation of the
programme. The following activities were undertaken:
1. A series of sales visits to observe the sales capabilities of the sales force, resulting in a gap
assesment.
2. The (co-) design and delivery of the development programme to close the capability gaps identified.
3. An evaluation of steps undertaken by the sales force to close that gap by an exam and
assessments linked to the “performance management system” cycle of Nestlé Professional.
Phase 1
The first phase aimed to provide a detailed assessment of the skills and capabilities of the sales force.
This resulted in three focus areas of the development programme:
 Increase the rate of acquiring new customers.
 A shift of mind from product to market focus (from product to solutions).
 Revitalisation of the basic sales skills.
Other areas that needed to be addressed were also identified: The need for a common corporate
language, synchronisation of sales management and sales force development and integration of
learning objectives into the performance appraisal cycle.
Phase 2
The second phase focussed on a Nestlé Professional specific training programme which provided a
pragmatic hands-on set of skills and associated behaviours. Lessons learned were embedded in the
sales force by frequent coaching sessions with sales managers. The synchronisation of sales
management and sales force capabilities provided the necessary means to ensure clarity of goals, a
common language and an increase of collaboration on all levels.
Phase 3
The third phase aimed to ensure the active pursuit and putting in practice of the desired skills and
behaviours. Exams were executed six months after the roll out of the development programme to
ensure the sustainability of the programme. Assessments with concrete implications for personal
development plans and outcomes of performance appraisals sent a strong signal to the sales force
that this strategic shift was of a permanent nature.
The Result – The impact
There was and is a very strong determination to increase the sales effectiveness, with clear support
and encouragement at all levels in the organisation. The programme was not a quick fix and results
will gradually became available over the next quarters. Once the capability issues were addressed, the
living performance
organisation was able to tackle sales effectiveness with a common language and with renewed
confidence, and is now able to deliver on the strategic growth promises made.
Ingredients of the Success
“In this aggressive market it’s a must to be sharp and result driven constantly. That’s why our own
drive to change and win is essential.” Says André Hendriks, Regional Business Manager Nestlé
Professional North-West Europe.
After the roll out a joined evaluation was conducted, the following factors were critical ensuring the
success of the programme:
1. Role modelling of the desired mindset and behaviours by André Hendriks and his management
team.
2. Active participation of Nestlé Professional in the design and implementation of the programme:
 Plenary sessions beside the training days and continuous close contact with the trainers.
 Sales- and field management never neglected their coaching responsibilities: They have built
a sustainable internal coaching process to assure long-term results.
 The training method is dynamic, positively confronting and challenging.
 The programme has a high level of pragmatism with no escape for the sales force.
 The training cases are real-life exercises; action-based learning is the key.
3. A solid connection between training and coaching and performance management:
 Behavioural development is measured and part of the appraisal system. Underlying process:
end of year sales competence assessment > development plan > midyear follow up.
 Sharing lessons learned and best practices is integrated in working sessions.
Programme structure
Nestlé Professional and Krauthammer in the mix
Boosting development
Certificate A
Basics
Kick-off session
 Calibration
 Preparation instructions
Individual learning goals
 361º assessment
 Intake with participant, coach,
trainer
4 training days
 Focus: prospecting, framing,
proposing
 Themes: opening doors, cold
calling, analyzing needs,
making the proposal
 Interval 4 weeks: putting ideas
into action
 Every day mandatory report
back and action planning
 No theories: pragmatic real
roleplays
 Exams at day 4
Certificate B
Deepening
Taking stock meeting
 One month after training
 Coach and participant take stock
of development
 Create practical assignment to
continue development
Ongoing coaching
 Coach is field or sales manager
 Monthly sessions
 Coaching on the job
 Assessments for PE/PDG
Kick out session
 6 months after training
 All participants, trainers and sales
management present
 Exam: Presenting and defending
the results of the practical
assignment
 Final evaluation by jury (Nestlé
management and Krauthammer)
3 coaching sessions
 Coach is sales or field
manager
 During intervals
 Action result focused
Certificate C Under construction
Follow-up
Kick-off session
 Same approach as certificate A
3 training days
 Focus: proposing, closing,
accompanying
 Themes: presenting proposals,
closing, account management
 Same approach as training
certificate A
Assignments
 Individual assignments linked to
learning goals
 Participants will accompany a
sales representative of a nonNestlé company
 Mandatory sharing best
practices (Krauthammer will
open her network)
Ongoing coaching
 Same approach as certificate B
Kick-out session
 Same approach as certificate B
For more information
Lidi van Dessel, lidi_van_dessel@krauthammer.com
Office: Hoofddorp, the Netherlands
Telephone: +31 23 55 84 400
Visit us on
www.krauthammer.com
living performance