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Nestlé Sales Competencies DEVELOPMENT GUIDE FOR LINE MANAGERS Purpose To provide line managers with a practical tool to support consistent everyday coaching of the Nestlé sales competencies. Coach & Develop 2 What is in this guide? This development guide includes: A recap on Nestlé Everyday Coaching. Sales competency specific content to help you coach individuals on each of the sales functional competencies: • A summary of the key models in each sales competency. • Evidence statements of the standards to look for. • Reality identifying questions. Powerful G.R.O.W. coaching questions - to complement the sales competency specific content. Note: the tools provided in this guide are to be adjusted to the specific situation being discussed with the coachee and respective role (please refer also to the job success profiles). 3 Agenda The role and importance of coaching Recap – The Nestlé Everyday Coaching model A great coach is someone who… A great coach uses the G.R.O.W. model G.R.O.W. example questions Use the competency guides alongside universal G.R.O.W. questions Development Guides by Sales Competency • How to use each sales competency development guide page • Drive category and shopper knowledge • Drive channel/customer knowledge • Establish winning sales strategy On the job development through for e.g.: • increased job scope, complexity in role • Job change / rotation, • Relocation • Special project • Cross-functional assignments • Teaching others Relationship based development through actions such as: • Coaching • Mentoring • Role models • Ongoing feedback • Networking • Family and friends Education based development through actions such as: • Training • Conferences / seminars • E-learning • Blended learning • Reading • Integrated customer relationships and collaboration • Drive sustainable profitable growth • Effective business planning • Effective selling • Effective negotiation • Drive excellence in execution 4 The role and importance of coaching Provides a deeper form of learning and is a step on from education (the 20 in the 70-20-10 approach). Helps consolidate the learning of individuals and make sense of their experiences. Focuses on what people actually do and how that can be improved and developed. Builds trust and confidence between the manager and the Drives engagement and a greater level of commitment to improve performance. Provides a key way to delegate and empower people. team member. 5 Re-cap - The Nestlé Everyday Coaching model ”Coaching is a way to unlock your own potential in a sustainable manner and optimize your performance” 6 A great coach is someone who… Uses the right role when required… TEACHER Someone who provides knowledge or skill and gives instruction GUIDE Someone who shows the way FACILITATOR Someone who makes progress easier. Draws out others’ understanding and knowledge …and uses these skills __________________________ LISTENING Pay attention and actively listen __________________________ QUESTIONING Open, probing, clarifying, linking and encouraging __________________________ FEEDBACK Acknowledge the positive and be fact based on development areas __________________________ CHALLENGE Encouraging people to see things differently or in a new way 7 A great coach uses the G.R.O.W. model G R O W GOALS REALITY OPTIONS Way Forward What do they want to achieve? What is the current situation? What can they do? What action has been committed to? Helping the coachee through each piece of the puzzle. Examples of powerful G.R.O.W. questions to complement the sales competency development guides can be found in next slides of this booklet. 8 G.R.O.W – Example questions G GOAL REALITY What would you like to achieve? What/when/how is happening at the moment? Is this challenging enough? R Be precise if possible. What does success look like? What effect does this have? How will you know when you have achieved it? What other factors are relevant? Is your goal positive, challenging, attainable? Who else is involved? How will you measure it? What is their perception of the situation? What have you done about this so far? Results? O OPTIONS WAY FORWARD What could you do to change the situation? What are you going to do about it? What alternatives are there to that approach? What approach/actions have you seen used, or used yourself, in similar circumstances? W What will you commit to doing? What are your next steps? When are you going to start? Who might be able to help? Will these actions meet your goal? What are the benefits and pitfalls of each option? What might get in the way? Which option are you going to act upon? What support do you need? When will you enlist that support? On a scale of 1 – 10 how committed are SOURCE: Coaching for Performance – John Whitmore you to taking this action? 9 Use the competency development guides alongside powerful G.R.O.W. questions GOAL To complement the powerful G.R.O.W. questions, the sales competency development guides help to: GOAL REALITY Set out the standards to help identify the goals in the key models and evidence statement sections. Contains competency specific questions to help the individual identify their reality. Please adjust the tense of each question to the situation being discussed with the coachee. GOAL REALITY The questions for options and what next are universal. OPTIONS WAY FORWARD 10 The definition of the sales competency Sales Competency A behavior common to all sales areas of expertise for the sales competency GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE Examples of what great looks like to help identify what the coachee needs to achieve in each area. A re-cap on the key models from the Nestlé approach that the coachee should be using to achieve their goal. REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES HOW TO USE EACH SALES COMPETENCY PAGE Example questions that you can ask to help the coachee identify their current situation. 11 Ensures shopper focus and champions category thought leadership within Nestlé commercial plans and processes Drive Category and Shopper Knowledge Understands shoppers and leverages insights GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE Identifies shopper opportunities (recommended tools: growth equation, conversion rates, trip missions). HOW do shoppers currently behave? Identifies how shoppers currently behave in relation to the opportunity (e.g. shopper task, key questions, shopper decision tree, shopper connection). 3. WHY do shoppers behave this way? Understands why shoppers behave this way and identifies ways to influence them to behave differently (e.g. launch pad). 4. WHAT solution will positively change their behavior? Develops shopper solutions to positively shift buying behavior (e.g.decision grid, brand engagement pilot, insight to action bridge, etc.). 1. WHERE is the opportunity? 2. SHOPPER EXCELLENCE PYRAMID REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES What are the primary shopper profiles within your account / channel / category (e.g. ethnicity, household income)? What are the primary behaviors for each of these shopper profiles? What actions are being done to capitalize on the various shopper segments? What have you done or what are you planning to do to capitalize on the various shopper segments? Have you contacted key parties within Nestlé (e.g. CCSD, shopper marketing) for recommendations on creating shopper focused platforms? Have you integrated the insights as part of MBS and ICP processes (within category strategy definition)? 12 Ensures shopper focus and champions category thought leadership within Nestlé commercial plans and processes Drive Category and Shopper Knowledge Understands the category dynamics and is an ambassador for it GOAL – KEY MODELS Delivering Category Growth 12 Steps GOAL – WHAT GREAT LOOKS LIKE Able to identify the level of alignment between Nestlé’s strategy and the customer’s strategy. Can assess the category by performing targeted deep dives to locate performance opportunities and causal factors. Utilizes the deep dive analysis to quantify the category growth drivers for the customer and Nestlé. Can execute a business plan based upon the category drivers that delivers category growth and is aligned with both Nestlé and the customers strategies. REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES Delivering Category Growth is about developing and growing categories to the benefit of all stakeholders. What are your customer’s key category strategies? Did you involve customer manager? How does your customer’s category strategies align with Nestlé’s? When was the last time that you conducted a deep dive analysis on your customer’s category? How did it look compared to the remaining market? What are your customer’s KPIs? Do they align with Nestlé’s? What does your CCSD say that your category priorities should be and why? Have you shared this data with your customer? Do you have a detailed plan for category growth? Have you included the element of category dynamics into MBS/ICP? 13 Consistently improves channel / customer knowledge and applies it inside the organization to guide customer management Drive Channel/ Customer Knowledge Knows the channel / customer / distributor / outlet and leverages understanding internally GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE Understands that channel / customer knowledge is the starting point for any customer management activity and can represent a competitive advantage. Understands the big picture that links the facts together; is not lost in the detail. Understands that channel / customer knowledge is to be shared internally. Uses templates and platforms to store such knowledge. Uses multiple tools, sources and perspectives (internal and external). Understands that it is a proactive and on-going process. Appreciates that knowledge develops with challenge and inquiry. Understands the key needs of the external stakeholders (customers, distributors, store managers) across the relevant four areas of corporate, category, operational and personal. REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES In what tasks are customer / channel knowledge important and why? At what point does information transform to knowledge? Describe in a few words what the story is in channel / customer A? What are the most appropriate sources (people and tools) to collect customer / channel knowledge? How often do you do it? How do you go about sharing such knowledge? What stakeholders do you share with? What platforms, tools, do you use? How did you react when ‘person A’ challenged you? Describe a situation where a key piece of knowledge would have unlocked the challenge we faced? 14 Ability to develop and internally align effective category / channel / customer strategy for sustainable profitable growth Establish Winning Sales Strategy Establishes a solid internally aligned strategy GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE Understands the current and future landscape at category / channel / customer level by using relevant sources of information. Identifies priorities across the category / channel / customer portfolio to set expectations and mobilize resources. Ensures that the sales strategy is consistent with the overall business strategy (MBS). Drives effective implementation of the sales strategy through internal and external alignment. REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES WHERE we want to go HOW we will do it WHAT we want to do What do you need to do to build a solid strategy and what support do you require? What information sources have you considered to understand the current and future landscape? How will you use the information to prioritize? What are the implications of your prioritization? How have you included the MBS in your thinking when building your strategy? How will you communicate and cross-functionally align your strategy? 15 Ability to establish and maintain influential relationships between Nestlé and the customer Integrated Customer Relationships and Collaboration Develops collaborative networks to drive integration across Nestlé and the customer GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE Ensures that there is clarity within the organization on how we should engage with customers / distributors cross-functionally and what is the desired relationship. Establishes cross-functional engagement based on an aligned customer / distributor contact framework. Works cross functionally to identify, prioritize and develop commercial initiatives that meet the needs of the consumer, shopper, customer, distributor and Nestlé. Leads the communication across all cross-functional stakeholders, internally and externally. REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES What are the functional strategies of both your customer / distributor and Nestlé? What are the category, brand and channel priorities? What insights do you have on your / your distributor customer’s shopper? What contacts beyond the primary contact do you have at the customer / distributor? What is the right frequency to meet with each contact? What is required to lead the cross-functional teams? 16 Ability to establish and maintain influential relationships between Nestlé and the customer Integrated Customer Relationships and Collaboration Is able to influence key stakeholders to establish a strong Nestlé sales agenda GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE Champions the Nestlé market business strategy (MBS), category strategy and the customer’s / distributor’s strategy and harnesses long-term relationships that drive competitive advantage for Nestlé. Manages the Top to Top relationships between the customer / distributor and key Nestlé senior managers. Is able to partner in the joint business planning (JBP) process by collaborating where appropriate with the customer / distributor to develop and establish mutually agreed business objectives and plans with shared responsibility. Strengthens the key stakeholder relationships required to gain support for Nestlé. Joint Business Planning Framework 1. Agree the Opportunity Information gathering Identify issues & opportunities Build aligment 4. Continuously Improve 2. Build the JBP Track & adapt Develop vision & SMART objectives Evaluate & learn Develop action and investment plan Share learnings to improve Sign off the JBP 3. Execute Communicate the Plan REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES How do you convey our strategies to the customer / distributor? How have you established a joint vision and strategy for growth and development? How can you ensure full KPI alignment between Nestlé and the customer / distributor? What steps have you taken to align your business practices and transparency of data (e.g. common way of looking at forecasting, share key timelines, regularly scheduled meetings)? How pro-actively do you manage your key stakeholder network? Mobilise all relevant stakeholders IIMplement 17 Grows the business and optimizes resources ensuring Nestlé meets sales and profit objectives over time Drive Sustainable Profitable Growth Optimizes value and return when creating plans in the short and long term GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE Understands what sustainable profitable growth means. Understands the financial goals and measures relevant for Nestlé and Nestlé’s customers. Uses appropriate sales and profit levers (e.g. product mix, pricing, promotional strategy, customer mix and differentiation) to create value for both Nestlé and the customer. Actively looks for opportunities to optimize the trade investment and improve ROI. REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES How does the sales function support the Nestlé model? What is your understanding of sustainable profitable growth? Who can provide you with information on key financial goals and metrics of your customers? When did you last discuss your customer’s financial goals and measures with them? How effectively do you use the CCS to make better decisions? If not who could help you? When do you review the ROI on activities? How do you use this ROI information? 18 Develops plans that leverages Nestlé internal resources to deliver agreed results Effective Business Planning Ensures the sales plans are always consistent with the overall strategy GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE Appreciates that the sales plan is the roadmap showing how the strategy will be executed to deliver expected business results. Develops the sales plan by defining clear objectives and tactics that are aligned to the integrated commercial plan (ICP). Can explain how investment will be used to generate sustainable profitable growth by optimizing all four POP drivers. Sales Plans are the bridge to ensure execution is aligned with strategy Is capable of explaining related assumptions behind numbers & is not afraid to highlight any misalignment with category, brand and channel plans with solid rationale, if any. Has identified and evaluated additional opportunities. Shares continuously the progress of the plan execution with MBP, leverages learnings in yearly plans as well as in MBS / ICP process. REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES Sales Strategy Execution Please explain your current sales plan and how it fits within the overall strategy. What are the main opportunities and risks in your current sales plan and how do you want to address them? How have you been able to consider all of the different strategies within your sales plan? How does each of the four POP drivers contribute to your sales plan? Are there any additional opportunities with your customer to improve our branding presence? How could you activate these? 19 Develops plans that leverages Nestlé internal resources to deliver agreed results Effective Business Planning Ability to leverage Nestlé internal resources to deliver results GOAL – WHAT GREAT LOOKS LIKE Makes sales plans visible to key stakeholders and ensures alignment. Uses MBP to share plans. Understands the actual situation versus expected results and identifies any significant gaps versus target. Is capable of taking corrective action to address the gap within the scope of responsibility and is not afraid to escalate in a timely manner if required. Keeps the plan up-to-date by reflecting any latest knowledge and revised assumptions and shares this with appropriate stakeholders. Provides visibility of executional details for point of purchase activities within agreed timeframe(s) to relevant stakeholders. Proactively communicates the impact of significant events over and above ‘normal’ expectations. Carefully prepares for and monitors in-outlet execution and immediately coordinates corrective actions with appropriate stakeholders, if any. REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES Who should have visibility to your plans? Why? How frequently do you communicate with them? Is your plan up-to-date? What are your revised assumptions? Are the appropriate stakeholders aware of these changes? Are you on track to achieve your target? If not, what is the gap and what will you do to address it? Who will you involve? How do you know you will have the right support to execute your plan? How do you prepare for and track the in-outlet execution? What do you do if things aren’t going as expected? 20 Ability to engage and influence all decision makers in strong execution of plans Effective Selling Distinguishes between selling and negotiation GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE Appreciates that selling and negotiation are different competencies. Understands that selling must always take place before negotiating. Knows that selling is achieving “yes” through matching the benefits of your proposition to the distinct needs of the customer. Uses a structured four step selling process (4C-Selling) to influence the customer. Always knows where they are within the selling or negotiating process and is aware that skills and behaviors required for selling and negotiation are different. Knows that commercial negotiation is where the buyer wants to buy, the seller wants to sell and the basis of the business needs agreeing. REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES When do you sell and when do you negotiate? At what point would the sell move to a negotiation? How will you manage the change over? How have you prepared for both? How have you structured your sell? Describe your approach to the negotiation? 21 Ability to engage and influence all decision makers in strong execution of plans Effective Selling Identifies and plans how to engage the key decision makers GOAL – WHAT GREAT LOOKS LIKE Identifies the decisions to be taken that enable achievement of the sell. Always identifies the size and opportunity cost for each decision – in SMART format. Knows the critical path for the decision making process in the customer. Identifies the best plan for who, how and where to sell using Nestlé resources. Ensures all Nestlé people involved are aligned to the key messages. REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES How will the customer make this decision? Who is involved in the decision to say yes? Who influences the decision maker? What criteria will they base their decision on? Who executes the decision and what impact could they have on the decision? Who from Nestlé do you need to help you make this sell? How have you decided the sequencing of who needs to be contacted and when? 22 Ability to engage and influence all decision makers in strong execution of plans Effective Selling When selling, confirm needs first GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE Understands the key needs of the external stakeholders (customers, distributors, store managers) across the four areas of corporate, category, operational and personal. All needs are quantified and prioritised. Continuously seeks and identifies new customer needs. Uses open and closed questions to achieve in-depth understanding. Probes answers and closes funnels through confirmation, e.g. “apart from this, is there anything else?” Summarises to accurately capture, replay and gain agreement to what has been said. REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES What kind of needs come under corporate (category, operational or personal)? Why do you need to understand each of the four types of need? How confident are you that we have understood all of the customer’s needs? When did you last confirm them? Where are the gaps in your understanding and what questions have you planned in order to fill them? What questions do you plan to ask the customer in your next meeting with them? What are the customer’s big priorities and how are these quantified? How will you prioritize the customer’s needs? How will you validate the customer’s needs? 23 Ability to engage and influence all decision makers in strong execution of plans Effective Selling Sets SMART objectives for the sell GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE Sets a SMART objective for all selling proposals. Understands the importance of setting objectives to ensure that each sell is suitably challenging to deliver the optimum outcome for Nestlé and there is clarity on what success looks like. Always calculates the cost and benefit to Nestlé for each SMART objective. Includes a clear call to action on at least one of the four POP drivers in each SMART objective. Specific Measurable Ambitious Realistic Timed REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES How SMART is your objective? What specifically are you asking the customer to say “yes” to? How does the skill and will of the customer to work with Nestlé impact on what we want them to agree to? How have you made the SMART objective relevant to both Nestlé and the customer? What is the cost and benefit to Nestlé of your SMART objective? What is the opportunity cost to Nestlé and the customer if the customer does not agree? 24 Ability to engage and influence all decision makers in strong execution of plans Effective Selling Ability to effectively convey the customer opportunity and commercial proposal GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE Communicates a motivational and commercial reason for the customer to listen. Always translates features into advantages and customer benefits throughout the sell. Uses a clear structure and story through the proposal. Is creative when developing the proposal. Includes a positive consumer or shopper opportunity to change or take advantage of in the commercial proposal. Effectively communicates Nestlé’s solution to respond to the opportunity. Clearly recommends what the customer needs to do. Always tailors the proposal to the interpersonal style of the audience to make it engaging. REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES What do you need to do to make the customer sit-up and listen to the opportunity? What is the logical flow and story in the sell? How does your proposal meet the specific needs of the customer? If there are three key messages you want the audience to take away – what would they be? How strongly do they come through in your sell? How are you going to bring the content and key messages of your proposal to life through great delivery? How would you describe the interpersonal style of the customer? What will you do to tailor the sell to them? 25 Ability to engage and influence all decision makers in strong execution of plans Effective Selling Always summarizes and gains commitment to action and follow up GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE Effectively summarises the benefits, closes and gains commitment to next steps. Uses a close that meets the interpersonal style of the customer contact and the situation. Ensures that there is a clear evaluation and follow-up plan that has actions for both Nestlé and the customer. REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES How can you make your summary more compelling? What type of "close" works best with your contact? How will you follow-up on what was agreed after the sell? 26 Ability to engage and influence all decision makers in strong execution of plans Effective Selling Is able to handle objections GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE Anticipates objections in advance and responses are incorporated in the selling proposition. Recognises and acknowledges any objections, at whatever point in the meeting. Uses probing questions to clarify the real objection. Restates an accurate definition of the objection and confirms if there are any other concerns preventing progression. Isolates the objection to understand if there are any other concerns preventing the customer from proceeding. Takes ownership of handling objections and manages the move to negotiation if they are unresolved. REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES L P •Listen and acknowledge •Probe D •Define O •Overcome What objections have you anticipated? How do you know that you have understood all of the objections? What types of question will you use to help you understand the objections? How will you determine which objections need to be addressed for the customer to say “yes”? What will you do to overcome the objections within Nestlé parameters? How do you respond to a “maybe”? What happens if you can’t overcome the objections? 27 Reaches mutually acceptable agreements with customers that develop value Effective Negotiation Distinguishes between selling and negotiation GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE Appreciates that selling and negotiation are different competencies. Understands that selling must always take place before negotiating. Knows that selling is achieving “yes” through matching the benefits of your proposition to the distinct needs of the customer. Always knows where they are within the selling or negotiating process and is aware that skills and behaviors required for selling and negotiation are different. Knows that commercial negotiation is where the buyer wants to buy, the seller wants to sell and the basis of the business needs agreeing. REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES When do you sell and when do you negotiate? At what point would the sell move to a negotiation? How will you manage the change over? How have you prepared for both? Describe your approach to the negotiation? 28 Reaches mutually acceptable agreements with customers that develop value Effective Negotiation Understands the importance of preparation GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE Understands all the facts available before entering into negotiations. Understands other party's position and the balance of power. Values and costs all trading variables for both Nestlé and the customer. Understands the value of being able to set pre-conditions to benefit Nestlé. REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES What have you found out in the research phase that was new news to you and how have you used this in your planning? What has happened in the relationship in the past that could effect this negotiation? How have you allowed for this? How will the customer approach this negotiation and why? How would you describe the balance of power between Nestlé and the customer? What is the value of each variable to Nestlé and the customer? What are your proposals, your movements and rationale? Where can you compromise if necessary? Which compromise is most important to the customer? What can you ask for in return? What are the break points for Nestlé and the customer? How have you been able to pre-condition the negotiation to date? 29 Reaches mutually acceptable agreements with customers that develop value Effective Negotiation Recognises different buyer tactics, behaviours and motivations and leads the agenda GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE Maintains self-control, manages discomfort and time, does not allow sense of fairness to influence behavior. Recognizes the customer’s negotiation style, and can adapt behavior as appropriate to the circumstances of the negotiation. Can understand the perspective of the customer and can anticipate and plan for negotiation behaviors and tactics. Is able to define the balance of power in the relationship but is not overly influenced by it. Questions and listens actively to understand the other party’s position. REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES How will you drive the agenda? What tactics and behaviors will the customer use? What are their motivations in this negotiation? How will the customer react to our proposal and why? Where does the balance of power lie for this negotiation and why? How can we take another Nestlé person to the meeting to observe their behavior? What questions will help you discover more in the negotiation? How will you demonstrate that you are actively listening? 30 Reaches mutually acceptable agreements with customers that develop value Effective Negotiation Effectively manages the negotiation and promotes sustainable agreements through strong compliance and a high level of trust to develop partnerships GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE Regularly summarizes to capture progress. Always conditionally trades concessions - "If you... then we...”. Makes trades in ever decreasing amounts. Captures commitment to what is agreed. Can demonstrate effective communication and follow through on all negotiations, including holding customers to account for their commitments. Promotes trust by effectively following through on Nestlé commitments. REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES How have you made all of your proposals conditional? How will you keep a track of the negotiation progress? How will you close the negotiation? How will you ensure that the agreement is followed up on? Describe the commercial relationship. What action do you need to take to build trust with the customer if required? 31 Delivers a sustained competitive advantage by facilitating superior execution across Nestlé and the customer Drive Excellence in Execution Has a clear view on what great execution looks like and is able to communicate it internally and externally GOAL – WHAT GREAT LOOKS LIKE Sets SMART objectives for the execution to achieve the “Picture of Success”. Knows how to prioritize. Outlines the steps needed to succeed. Able to identify key decision makers. Able to identify the resources needed. REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES How will you prioritize all the things you need to do? How will you set up the objectives and timelines? Who and what are needed to make this happen? What is plan B? 32 Delivers a sustained competitive advantage by facilitating superior execution across Nestlé and the customer Drive Excellence in Execution Facilitates execution by communicating effectively action plans required GOAL – WHAT GREAT LOOKS LIKE All stakeholders are informed and are clear on what they need to do and when to do it by. Uses MBP. There is a strong level of commitment or buy-in from all stakeholders. All stakeholders are updated on the progress. REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES What potential barriers based on past experience have you anticipated? How have you informed and aligned all people in the value chain? What are the clear milestone checks? 33 Delivers a sustained competitive advantage by facilitating superior execution across Nestlé and the customer Drive Excellence in Execution Ensures the resources are available to support execution GOAL – WHAT GREAT LOOKS LIKE All resources are identified to ensure success. Ensures that all timelines are kept on the arrival of resources agreed upon. Tracks the location of the resources. REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES What resources are needed to succeed? When are the resources needed? Who is responsible for each resource? How will you keep in touch to ensure that the resources arrive on schedule? 34 Delivers a sustained competitive advantage by facilitating superior execution across Nestlé and the customer Drive Excellence in Execution Review progress and applies learnings to continuously improve GOAL – WHAT GREAT LOOKS LIKE Keeps a learning log and regularly looks back to improve planning and execution. Knows what went well and what did not. Identifies the areas for improvement. Identifies steps to take to avoid the same issues. REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES How are successes and failures recorded? What analysis can be done to help improve? What can be done better to improve the execution? Why did the execution happen the way it did? 35 Notes GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES 36 Contact Page Maria Garcia Training and Learning - Sales & Marketing (Corporate T&L) +41 21 924-2244 / Maria.Garcia@nestle.com Rive-Reine | Route de Saint-Maurice 54, CH-1814 La Tour-de-Peilz, Switzerland John Rinaldi Capability Building and Strategy Development (Customer and Sales Unit) +41 21 924-4158 / John.Rinaldi@nestle.com Nestlé 55, Vevey, CH-1800 Switzerland 37
