fmcg joint business plan template

Joint Business Plans: Top Tips for Successful Retail Collaboration

Our top tips on how to develop a joint business plan with your retail partner..

Aug 21, 2023

Joint Business Plans (JBPs) are strategic collaborations between suppliers and retailers to drive mutual growth and achieve shared business objectives. These plans outline the joint activities, goals, and strategies that both parties will undertake to grow retail sales, enhance profitability, and improve the overall performance of the partnership.

JBPs are usually negotiated once a year, at the start of the retailer's financial year. Most things that happen in that year such as distribution changes and promotional space offered are usually dictated by the JBPs; that doesn’t mean that changes not specified in the JBP won’t happen but in general, they influence the year’s decisions.

Here's a few of our top tips to developing Joint Business Plans:

1. understand the retailer's business objectives:.

Gain a deep understanding of the retailer's overall business strategy, goals, and priorities. 

2. Align with retailer's strategy:

Ensure your business objectives align with the retailer's strategy. Identify areas where your brand or product can contribute to the retailer's goals.

3. Gather data and insights:

Collect relevant data and insights to support your JBP. This includes market research, consumer trends, sales data, and shopper behaviour analysis. 

4. Develop strategies and action plans:

Work together with the retailer to develop strategies and action plans that will help achieve your defined goals. 

5. Communicate and review:

Maintain open and regular communication channels with your buyer throughout the JBP implementation. Schedule periodic meetings to review progress, share insights, discuss challenges, and make any necessary adjustments. 

6. Accountability & Conditionality:

Within the JBP it’s likely you’ll have invested in the retailer to gain additional space or get new products listed etc. Ensure you only pay investment that was linked to changes once that change has been completed by the retailer; this is referred to as conditionality.

Conclusion:

Remember, a successful Joint Business Plan requires strong collaboration and a focus on mutual growth. By aligning goals, strategies, and resources, suppliers and retailers can create a powerful partnership that drives sustainable business success.

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Everything About FMCG Business Plan

The fast-moving consumer goods, or FMCG, are everyday items that the average consumer uses regularly. Most of these products are very cheap to buy and include products like shampoo, soap, and coffee. FMCG products are much in demand, and the industry is estimated to be worth almost $5 trillion.

As the industry grows at a steady pace, it is predicted to reach $7 trillion in 2025. FMCG segments are believed to be among the most competitive segments in this market. In the FMCG sector, multiple big companies, such as PepsiCo, Hindustan Uniliver, and P&G, have been dominating for decades.

Products like these are fast-moving because they are a necessity in everyday life for most people and are typically consumed quickly. As a rule, FMCG products have very thin profit margins, but their sales volume is very high. Various business models are used to distribute FMCG products, including wholesalers, retailers, and distributors. We will provide you with a brief explanation of the FMCG business plan in this article and also discuss how it works.

Also Read: Implementing A Drug Store Business Plan In 2021

What Are Fast-Moving Consumer Goods or FMGC?

FMCG stands for “fast-moving consumer goods”; these are consumer goods with a high turnover and are shipped quickly. FMCG products include cooking oils, toothbrushes, beverages, milk, and almost any other product you can find in a typical Kirana Store or other dedicated stores.

FMCG products are categorized into three general categories. These categories are durables, non-durables, and services. Durable products can last for more than three years from the date of manufacture, meaning they can still be consumed afterward.

Non-durable products have a shelf life of a maximum of three years, and they generally expire after that. In addition, services such as repair work also fall under the consumer goods section which is the third category of FMCG.

Also Read: Business Plan For Mobile Store

Here are Few FMCG Business Ideas

The market offers a wide range of fast-moving consumer goods. FMCG is a huge market that consists of different types of goods. FMCG products can be categorized into 9 different types, and we will describe each one in detail below.

• Processed Foods – These are foods that are cooked or canned for sale in markets. These foods include pasta, cheese, ready-made sandwiches, etc.
• Office Supplies – These items also fall under the FMCG category. This category of FMCG includes items like pens, pencils, and staplers.
• Beverages – FMCG products of this type include regular drinks, juices, and energy drinks that are mainly consumed during the summer months.
• Medicines – The pharma products fall into the category of FMCG products. Some examples of such are paracetamol, saridon, Aspirin, etc.
• Cleaning Products – These products include all the regular items used for cleaning, such as floor cleaners, window cleaners, glass cleaners, etc.
• Cosmetics & Toiletries – All cosmetic products are included in this section, including make-up kits, concealer, and foundation. Other products included in the toiletries section are soaps, shampoo, and shower gel.
• Baked Goods – This category of FMCG includes all products baked by local businesses or manufactured by large corporations. Breads, cakes, croissants, cookies, etc. are among these products. Unlike most other FMCG products, these products have a shorter shelf life.
• Fresh, Frozen, and Dry Foods- These types of products include frozen corn and peas, frozen fruits, frozen vegetables, and frozen meats.
• Baby Care Products – The baby care industry is on the rise, and there’s a strong need for essentials like diapers, wipes, and baby lotions. You can jump into this market by either making these items yourself or launching your own line of baby care products.
• Pet Care products – The pet care industry is booming, and pet owners are ready to invest in top-notch products for their furry friends. If you’re thinking of joining in, consider making pet food, grooming items, and other things for pets. A smart move is to create natural and organic pet care products since many people want healthier options for their pets. You could also look into making products using local ingredients, as these are gaining popularity among pet owners. There’s a great opportunity for entrepreneurs in the growing world of pet care.

Also Read: Agriculture Business Plan

What are the different types of FMCG business plans ?

A large supply chain is involved in the FMCG business model before the goods reach the consumer. FMCG business opportunities exist in every part of the supply chain. However, there are primarily 4 types of FMCG business plans , which we will discuss in detail below:

1- Manufacturers: This is the first part of the FMCG wholesale business model. Manufacturers are the ones who produce the products in bulk from raw materials, then send them from their side for consumption.

2- Distributors : A distributor is one who is partnered with a specific manufacturer such as Nestle, P&G, or ITC. Distributors buy huge quantities of products directly from manufacturers and then distribute them further to wholesalers.

3- Wholesalers: Wholesalers purchase various products from distributors and then sell them in small quantities to retailers. The profit margin between distributors and wholesalers is typically between pennies, but this part of the supply chain has the highest volume of sales.

4-Retailers: The retailers buy products directly from wholesalers according to demand and sell the products directly to the consumers. The retailers are part of this supply chain following a B2C (business to consumer) model. All the other parties involved in the supply chain follow the B2B model (business to business).

Also Read: Petrol Pump Business Plan

Latest Trends in FMCG Industry:-

• Healthy Choices: People want FMCG products that are good for their health, made with natural stuff, and don’t have harmful chemicals.
• Online Shopping Boom: Since many people now buy things online, FMCG products that can be sold on the internet are really popular. Starting an FMCG business online can be a smart move for growth.
• Store Brand Products: Products with the store’s own brand name, not big established brands, are getting popular. It’s a chance for new businesses to do well in the FMCG market.
• Personalized Products: FMCG items that can be personalized, like custom scents or personalized nutrition plans, are getting more attention.
• Eco-Friendly Packaging: Customers are asking for FMCG products that use packaging that’s good for the environment and creates less waste.

We conclude this article with the observation that the FMCG business, along with urbanization and transportation development in India, is growing. Every part of India is covered by the FMCG network, even the remotest areas.

 In addition, the FMCG business sector is anticipated to reach a 7 trillion dollar market size by 2025, which is tremendous. The FMCG industry is relatively easy to break into and succeed in, as long as one prepares a good FMCG business plan .

The FMCG business sector, where margins range from 4% to 25%, is cited as having low margins by many. Nevertheless, we must acknowledge that this segment has the highest volume of sales which creates a great opportunity for doing business in this sector.

FAQs Related To FMCG Business Plan

Is the fmcg business profitable.

In terms of profit margins, the FMCG business has a very thin margin overall. Profit margins can range from 2% to 25%. Due to the numerous steps the products go through before reaching the store and the customer, the profit margin in this industry is very low.

Despite this, the volume of sales in the FMCG sector is large, which indirectly covers part of the less profit margin given. Additionally, we would like to point out that the competition for FMCG products is very high.

Which type of FMCG product has the highest profit margin?

In the FMCG industry, all products have very slim profit margins. Nevertheless, baby care products, cosmetics, bakery, and frozen foods have the highest profit margins, ranging from 10% to 25% at most.

Which FMCG business plan would be easier to adopt?

It completely depends on your capital. You can opt for distributorship of any FMCG company if you have huge investment plans. As an alternative, you can go into wholesaling with mediocre investment, or you can become a retailer if you do not wish to invest much and prefer to sell directly to consumers.

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FMCG Company Business Plan

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Fast Moving Consumer Goods, or commonly known as FMCG is the term used to refer to those products with a short life by default made by continuous or seasonal mass production. If you work for a company for this kind of goods and you want to present your next business plan, let’s present it with this cool template! The design is so dynamic and colorful to match the energy of these fast-paced products! Catchy, attractive, colorful, moving… These are some adjectives that might describe these slides, as well as this business strategy you want to present!

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What Is a Joint Business Plan (JBP)? Benefits & Best Practices

By 8th & Walton | on October 2, 2022

From small businesses to large corporations, the most successful companies begin and stick with a clear business plan. When a company defines its goals, lays out a path to meet objectives, and agrees on financial spending and expectations, it creates a shared vision and accountability to succeed.

Many businesses experience greater growth when partnering with another business. In the supplier and retailer relationship, both parties working independently would be detrimental. To create a mutually beneficial partnership, they must begin by defining each company’s responsibilities, expectations, and needs in a joint business plan.

What Is a Joint Business Plan?

A joint business plan (JBP) is the collaborative process of planning between a retailer and a supplier in which both companies agree on short-term and long-term objectives, financial goals, growth, and shared business initiatives for profitability.

Joint business planning focuses on agreeing on common objectives and aligning on a single goal or set of goals. The companies in the joint business plan must work together to accomplish a shared vision.

What Is the Purpose of a Joint Business Plan?

For retailers and suppliers, having a joint business plan can create a win-win strategy in growing consumer sales. An effective JBP allows suppliers to build stronger relationships with their retailers so both parties can mutually support and benefit from each other.

When a retailer and supplier recognize each others’ needs and agree on common goals, they can share insights to support each other and improve sales, customer growth, and processes.

How Does a Joint Business Plan Work?

Two companies can come together with a joint business plan because they have one thing in common: a shared shopper . Whether it is a supplier partnering with a retailer or a children’s clothing company partnering with a toy manufacturer, having the same target audience is the first element that brings the companies together.

The companies considering a joint business venture should then share their individual business plans and discuss their mutual growth opportunities. This is where the general goals and areas of support can be defined. Specific tactics and category strategies can also be fleshed out in early discussions before moving to the formal process.

Once both companies are in agreement that the partnership will be mutually beneficial, the joint business plan can be created. Formal contracts are drawn up, approved, signed, and the plan is ready to be executed. Periodic reviews and necessary adjustments to the JBP are recommended as needed.

Benefits of Joint Business Planning

Why enter into a joint business plan with another company? The benefits can be not only financial but educational as well:

• Aligning goals.  For a retailer/supplier joint business plan, being aligned on goals creates clarity on all other areas of the business. Defining expectations on all areas from marketing to supply chain to sales goals leaves minimal area for questions. Agreeing on goals, no matter how and when they are measured, keeps both parties accountable and benefits both to meet expectations.
• Shared resources and exposure. Partnering with another company can bring a new audience and a new platform. In a simple retailer/supplier joint business plan, the retailer can introduce the supplier’s product to its core shoppers. At the same time, shoppers loyal to the supplier’s product or brand can be introduced to the retailer’s store and website for the first time.
• Greater return on investment.  By partnering with another company with a shared vision, the benefits above will provide a better ROI when the plan is executed correctly.

Joint Business Planning Best Practices

How can companies ensure their joint business plan is a good fit for both parties? These are some best practices to include in preparation for entering into the partnership:

1. Align Internally First

Before entering into a joint business plan with another company, all members of the business must agree on the benefits of the partnership. Recognizing the advantages and seeing the bigger picture is key. When employees are in alignment within the company, it will be easier to align with the partnering company on the shared vision of the joint business plan.

2. Create the Plan Together

When two businesses enter into a partnership, the joint business plan should not be built by only one. A company sending another a complete plan or just a form to fill out is not collaborative. Both companies need to build the plan from the ground up. Collaborating in the development of the joint business plan is just as important as executing the plan itself.

3. Set Specific Goals

Expectations for success in the partnership need to be specific. “We need to grow sales” or “production costs will decrease” are good goals, but too general. Keep specifics in your plan that are as specific as they are realistic. If one company wants to grow sales by 40% in the next quarter, this should be spelled out in the joint business plan so get early support or push back from the other company.

4. Assign a Metric to Each Goal

Putting a metric with a goal keeps the company accountable to the mission of the joint business plan. For example, if the goal is to grow sales by 40% in the next quarter, it would be wise to assign a weekly growth metric. If the metric is too low over a few weeks, the plan shows that action needs to be taken immediately in order to meet the 40% sales growth goal for the quarter.

5. Communicate Responsibility and Accountability

The joint business plan is the place to eliminate all guesswork. If Company A is responsible for providing labels to Company B, be very specific about the responsible parties. Clarify that the packaging coordinator of Company A will mail the labels to the warehouse manager of Company B on the first of the month.

6. Include Risks and Solutions

Planning for setbacks is key to planning for success. The joint business plan should include any possible risks or obstacles foreseen by either company. Having solutions in place for multiple scenarios makes the plan easier to execute.

7. Constantly Evaluate the Relationship

Joint business plans work better with trust, mutual respect, and a great working relationship. Keeping the relationship healthy between the companies and individuals relying on each other brings more success to the overall plan. Monitor the relationship periodically and work to resolve conflicts as they arise.

Joint Business Plans at Walmart

Walmart works with its suppliers to create plans for sales and category growth. The company relies on suppliers to bring insights to the table to spot trends and get in front of potential gaps in the business.

Back in 2011, Walmart created a joint business plan with Proctor and Gamble to pick up lost sales in air fresheners. This category was down over 2% across the chain, but P&G brought insights to Walmart on how consumers were purchasing throughout the industry.

Consumers had no problem going to Walmart for aerosol sprays for under a dollar, but would then go to specialty stores to purchase expensive candles in the same scent. Through communicating through the joint business plan, Walmart was able to create excitement around higher price-point items and show the shared shopper they could purchase the extra items in one store.

Positive business collaborations can be extremely beneficial in growing retail sales. Two companies sharing a common vision can build on each other’s best practices and support each other to mutually win at the register.

Suppliers looking for support in their Walmart business have found great collaboration with 8th & Walton. Our team of experts supports suppliers to improve reporting, analytics, supply chain, accounting, and more. To begin a great collaboration with us, request a free 15-minute consultation this week.

About the Author

8th & Walton consists of retail industry experts with a combined 200+ years of Walmart and Walmart supplier experience. Having helped hundreds of CPG companies in their efforts to be better supplier partners to the world's most influential retailer, the 8th & Walton editorial team prides itself on being a go-to resource for Walmart supplier news and insights.

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JBP: The Brave Approach to Writing a Joint Business Plan

Written By:

How you can take the Brave Approach to Writing a Joint Business Plan – JBP – with a UK Supermarket:

Writing a Joint Business Plan (JBP), creating Joint Business plans, JBPs, or terms negotiations, as they can be known, are all relatively new phenomena in the world of supermarkets and suppliers. Whilst some supermarkets and suppliers, particularly the brands, have talked about joint business planning for some time, it is only in the last few years that it has become ‘business as usual’. Now featured in industry news and some Joint Business Plans are published online – This JBP is for Tesco and Nestle in Poland.

The first moves towards a JBP were made when Category Management and ECR made an appearance in the 1990s with tools like the Category Scorecard. Hard-nosed buyers and sceptical account managers reluctantly dipped their toes in the water of true collaboration. Though, as Stephen Covey writes in Habit 4 win:win, the only way forward is together for mutual benefit. The definition of joint business planning is to work with a collaborative mindset towards mutual goals agreed upon for the benefit of the supermarket, supplier and shopper.

The Brave Approach to Writing a Joint Business Plan with a UK Supermarket is about helping UK supermarket suppliers to identify their true business objectives . Also, to understand what is strategic planning, identify the business terms and create a business plan that is worth having for both parties. Here are 7 brave moves that should be taken in The Brave Approach to Writing a Joint Business Plan with a UK Supermarket. This is because a supplier that does, will be best in class:

1. Stating the Blindingly Obvious – A Joint Business Plan is All About Trust

In Accenture’s free report on joint business planning, they talk of a change in mindset for both parties to achieve ‘Increased trust among parties’. And, of course, Accenture is right that trust is absolutely essential for a joint business plan to be effective. Plus, the IGD industry survey on Category Management Capability and Partnership of 2014, said that ‘Too often trust is the biggest barrier to putting any proposal into action’.

The challenge is that trust is hard to build and even harder to understand, particularly for people representing two large companies, where the aim is to make as much money as you can, usually by giving the other party less.

Discussing trust can be a sensitive topic and a brave topic to raise. Doing so provides a solid foundation to build upon. The simple choice is to either raise these issues now or to become frustrated when nothing happens. Better now because both parties are wanting to build a future together.

Action: Add ‘Building further trust’ as an early agenda point in your joint business planning meeting.

2. KISS is the Route that Succeeds Most with Joint Business Plans

KISS is a mnemonic that is often said and rarely used. In joint business planning the watch out is not to write a joint business plan together where people spend days locked away in darkened rooms solving the vision, the big category problems, discussing shopper switching, the next range review, why promotions don’t work, and the ‘kitchen sink’. The challenge and the brave approach is to work on less to achieve more.

Scoping what both parties want to achieve is essential and then identifying the 80:20 of those items. The objectives will be easily identified and usually around, ‘To write a joint business plan that delivers x growth/market share/sales by <date>’. The scope is hard. The important part because it might be just to complete a simple one-page document showing:

• Category Targets
• Category Measures
• Enabling Big Projects
• Project Milestones
• Ways of Working

This document could be just one page. But it is a bought-in, thrashed and motivating page. A page that both parties agree to start with and then review in 3 months. An 18-month plan is about the right timescale to tackle a joint business plan. There are those that will advocate 3 years and even 5-year business plans are needed. The challenge is that most supermarket buyers will not be in place beyond 18 months, and many account managers too.

Action: Agree on the scope of the joint business plan. Divide a page into two, headed up with the scope and then 2 columns; In and Out. Agree on what is in scope, e.g. Discussions that are big picture and what is out of scope, e.g. The day-to-day detail.

3. Naming the Big Project Outcomes is the Key to Success

In our Time Management Training course we talk with the learners about the importance of having a project list and describe the daily to-do list as the wheels of a car, and the project list as the steering wheel. Those without a project list fail to steer towards their KPIs and KRAs , preferring to work on the day-to-day, refusing to acknowledge the big stuff and claiming that they are ‘too busy’.

The same is true of joint business plans and the key is to define the outcome. Instead of writing ‘Promotions Project’, change it to a project outcome title, which could be ‘Promotions Adding Sales of £5m p.a.’. Whilst a subtle change, the difference is that if no traction is made the impact is obvious – £5m lost. Plus, it is less likely that the person will remove the project when the outcome is obvious, and the project owner can genuinely begin with the end in mind – £5m sales to identify.

Making traction on the big projects is essential to see early progress on joint business planning. For each big project, the collaborators need to agree on the first 3 practical and simple actions. These 3 actions will get the project moving. Even if those actions are to get together for 1 hour to brainstorm. Maybe brainstorm how to achieve £5m additional sales from promotions. It is imperative that these debates are not tackled at the Business Planning meeting. This is because it is ‘scope creep’. Which means that it is against the scope that was agreed. Plus, the meeting will achieve very little because too much is trying to be achieved.

Action: Change project titles to project outcomes and agree on the first 3 practical and simple steps for each project.

4. A Simple Dashboard Every 2 Weeks to Keep Things Moving

The experience of most people is that business plans are built with love and sit on a shelf with hate. Their examples have taught them that joint business planning is a necessary evil and ultimately achieves very little.

The brave move is to change your mindset. Get out of the self-fulfilling prophecy, by doing Joint Business Plans differently to the last 10 times. Helping to achieve that is a simple dashboard showing the Category Targets, Category Measures, Enabling Big Projects, Project Milestones, & Ways of Working and most importantly, the progress, with a short commentary. Ideally, on one page, the dashboard is published every 2 weeks. Fortnightly because 1 week is not long enough to see progress and one month is too long if progress is going off-course.

By having a dashboard the joint business plan is kept alive.

Action: Propose a simple dashboard that is to be published every 2 weeks, for the group to approve.

Free Download: JBP Template

Please contact us if you have any questions, 5. reviewing the joint business plan quarterly together.

A smaller team is a brave move. This is because, during the landing of Category Management and ECR in the 90s, the supermarket team and the supplier team would be around 12 people each.

Whilst this was more a demonstration of collaboration and ‘equalling the fight’ than anything else, progress was slow. Nowadays a smaller team can achieve more if they accept that their accountability is to get the information, persuade the other departments, and basically make progress, not being able to cite every other department in their company as the reason for not achieving the required progress.

A smaller team should meet every quarter with the only point on the agenda to discuss the joint business plan. These dates need to be diarised for the full 18 months. Again, the scope is important because the temptation will be to discuss the other 100 issues that need addressing. But bravely accepting that the joint business plan, if delivered, will achieve everyone’s goals, then this is the only topic of discussion.

Beginning with a refresh of what the joint business plan looks like, the agenda should look like this:

• Refresh the joint business plan.
• Ways of Working – Have these been adhered to? What else needs to be done?
• Performance Vs the agreed targets.
• Project progress Vs the agreed milestones.
• Discuss the usefulness of the dashboard, not being tempted to make it too onerous.
• Run through the actions stating what, who and when very clearly and emailed before everyone leaves. Our top tip is to capture actions on email as the meeting progresses. Not afterwards because each one is likely to be re-debated.
• Agree on the date of the next meeting.

Action: Propose dates for the next 18 months and a suggested agenda.

6. Strategic Thinking is the Essential Skill

In the most recent IGD trading survey both suppliers and supermarkets ranked ‘strategic alignment’ and ‘long term planning’ as important now and even more important in the future. The supermarkets said that having these skills was what a supermarket would expect from a ‘best in class’ supplier. Strategic Thinking , as well as being one of those overly used terms and mystifying skills, has now become essential to joint business planning. So much so that job advertisements are asking for applicants to have joint business planning experience. Strategic thinking, strategic planning, and having strategic objectives are about being able to see the big picture, identify insights with high impact and make them happen. The skills of joint business planning are the same, as well as an effective use of some negotiation skills.

The brave move would be to initiate a joint business plan with the supermarket and begin to implement this roadmap to category growth. Action: Read this post on strategic thinking and consider an executive coach to prepare you for your next JBP so that you are the best version of yourself when you negotiate, share your big-picture thoughts and discuss trust.

7. These Critical Meetings are ‘Must Win Meetings’ for Any Supermarket Supplier

Initiating, or being invited to a Joint Business Plan meeting, is pivotal to every supplier because, of course, terms are negotiated and the outcome will have a high impact on the supplier’s annual performance, but also a Joint Business Plan meeting is an opportunity to demonstrate ‘best in class’. Best in class for category understanding, shopper understanding, supermarket understanding, possible solutions, and how to manage these plans to make them work.

For these reasons, the preparation for a must-win meeting must be to achieve the old adage of ‘sweat in training, no need to bleed in battle’. Role plays are an undervalued tool for preparing and for getting the heads-up on those things that could not be predicted and are yet to happen. When millions of pounds can be at stake for one meeting, it pays to be prepared, and ask the experts for help to be the very best version possible.

Action: Book a role play with a suitable colleague/s so that you can sweat in training, or contact us for help. See our Fyffes testimonial for how we supported them.

A Summary of the 7 Brave Moves 

Here is a summary of the 7 brave moves that should be taken in The Brave Approach to Writing a Joint Business Plan with a UK Supermarket because a supplier that does, will be best in class:

• Stating the blindingly obvious – It’s all about trust.
• KISS is the route that succeeds most with joint business plans.
• Naming the Big Project Outcomes is the Key to Success.
• A Simple Dashboard Every 2 Weeks to Keep Things Moving.
• Reviewing the Joint Business Plan Quarterly Together.
• Strategic Thinking is the Essential Skill.
• JBP Meetings are ‘Must Win Meetings’ for Any Supermarket Supplier.

What is your top tip for writing a JBP? Please share your view by commenting at the end of this article.

Creating a JBP that Includes the Required Elements of the Groceries Code Adjudicator 

Only 1 in 2 Suppliers has a written supply agreement according to research by the Groceries Code Adjudicator (Slide 16). A written supply agreement is often a joint business plan. Therefore here is a checklist of often-forgotten items that should form part of the written supply agreement/JBP:

• Payment terms
• Marketing costs, e.g. artwork, packaging, consumer research, or hospitality
• Payments for wastage

A Must Win Meeting Masterclass is only £750+vat for up to 12 people (£62.50 per person). Contact us to book.

Feel free to get in touch. Simply fill out the form below or email us at  [email protected] , and we will be happy to get back to you with further information.

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How do we take a Sales or RtM Strategy (Plan) and transform it to Operational Execution?

This is a question we are often asked, and one that many are facing right now. We are at the start of a new year; we have some grand sales and distribution plans, and we need to figure out how to achieve them. There is no one correct direction to take, but for me, I like to break it down into a much easier to handle, step by step approach.

I recommend this approach in all areas of RtM Strategy, whether transforming your entire approach, or specifically looking at one area.

Here we will focus on the challenge of how to improve the performance of FMCG Distributors. You can use this approach to train FMCG RtM or Distributor Managers, to drive and improve the performance of individual distributors and to implement a new FMCG company approach to Distributor Partner (DP) development.

We call this approach the Distributor Partner (DP) Development Programme.

The programme has eight modules:

• Producer RtM Strategy - Ability to translate Producer RtM goals into localised DP capabilities and actions.
• Model Distributor - Understand and define what Geo-specific Best-in-Class distribution looks like.
• Distributor Assessment - Ability to identify and rank the best DPs.
• Distributor Partnership - How to build a joint approach for sales and profit growth.
• Planning & Logistics - How to improve DP operations.
• Finance & Back Office - Understand credit risk & financial health of DPs.
• Sales Management - How to drive DP sales performance.
• Execution - Part 1 Joint Business Plan (JBP) and Part 2 Joint Action Plan (JAP) - How to harness the best in DP execution.

Module 1 - Producer RtM Strategy

We must have the ability to translate all Producer RtM goals into localised DP capabilities and actions. To do this, it is essential to understand all elements of the producer RtM Strategy before we can choose or manage FMCG DPs. We must understand exactly where we want to play, how we are going to play there, and what exactly success will look like for all parties involved.

Module 2 - Model Distributor

A Model Distributor is the definitive picture of what an ideal distribution partner could look like for your organisation, in your industry and target market. The desired outcome of this module is a clear understanding and definition of what Industry and geo-specific Best in Class distribution looks like. To define your Model Distributor, you must understand the general principle of what excellence in distribution looks like, taking into account your geography and your specific industry requirements and sensitivities.

Module 3 - Distributor Assessment

Distributor Assessments provide the ability to identify and rank the best DPs. Distributor Assessments tend to be conducted at two levels, Macro (usually conducted first, taking a top line market view of DPs you are not partnered with) and Micro (often conducted after Macro, involving detailed assessments of DPs, including current and potential future partners).

Module 4 - Distributor Partnership

Building Distributor Partnerships is all about open and honest collaboration to clearly set out the joint approach to building sales and profit growth for the long term. In this module, we lay the foundation upon which the DP relationship will be built and successfully managed from.

To get the most out of Distributor Partnerships we must adhere to the following: have transparent Trading Terms & Conditions, be consistent, have jointly agreed targets and make joint investments for growth. Clearly define the coverage areas and the relationship management rules, agree data management expectations, put a service level agreement in place, have clear customer service guidelines and be open, adaptable & flexible.

Module 5- Planning & Logistics

To improve DP Planning & Logistics we are focusing on the detailed processes and standards around activities such as, inventory planning, management, and ordering, including minimising theft. We are focusing on fleet management, OTIF performance (On Time In Full delivery), routing, and how producer products are received and stored in warehouses, to name a few. The specific areas to focus on will depend on the results of the DP Assessments in Module 3.

Module 6 - Finance & Back Office

Put simply, we must ensure that our DPs are financially secure and have the financial resources to support growth in our business. We simply cannot afford to partner with financially vulnerable enterprises. Here we are focusing on the building blocks of FMCG DP success. We need to have a partner with a good business planning process, one who sets targets and is used to achieving and exceeding them. We need to have a partner who can measure and assess credit risk, a DP who is in strong financial health, and has the resources to invest for growth. We need a partner who measures and reviews performance and shares this data. To do all this, any partner needs to have the right systems in place to capture, measure, drill down and analyse the data.

Module 7 - Sales Management

https://supplychain.enchange.com/fmcg-essentials-to-improve-distributor-sales-rtm-executionNow we need to look externally at how the DPs can deliver exellence in RtM execution and how we can help them to do so. The specific areas that we will focus on for each DP will very much depend on what was found out during the DP Assessments. The characteristics of a DP with Excellence in Sales Execution should include a well-trained Field Team, which must have an appropriate structure, decent staff retention, a good reward programme and an ability to gain new business. They must have an effective Trade Toolkit, equipped for outlet activation, for example, and with clear rules in place.

The DP should understand their outlets universe, ideally by conducting a Trade Census, segment the outlets based on Producer agreed criteria, and divide them into effective sales territories, with appropriate routes and call frequency. DPs must have Scorecards in place measuring KPIs for each DP sales rep/territory, which support the overall key strategic, tactical, and operational requirements of the Producer, including investment and margin (front & back). The DPs must demonstrate a drive for Continuous Improvement, through participation in, and delivery of, relevant training programmes, as well as a desire for sharing of data and market intelligence.

Module 8  – Part 1 Joint Business Plan (JBP) and Part 2 Joint Action Plan (JAP)

Now we must bring all the above together as we commence execution. We combine the detailed components of the previous Seven Modules into two jointly built plans. These plans must be easy to understand, be regularly reviewed with the DP and the Producer, with both parties jointly and openly committing to their delivery.

The final Module of the DP Development Programme is anchored by these two crucial plans, a Joint Business Plan (JBP) and a Joint Action Plan (JAP). A JBP should be strategic in nature focusing on long term goals, and a JAP should be operational in nature focusing on how to achieve those long-term goals.

The JBP and JAP represent the gold standard of RtM execution. These are the standards that we should aim for as RtM practitioners. However, we don’t always live in a gold standard world. Having worked in Asia, Africa, the US, Eastern Europe and across Western Europe, I can say that no two distributors are the same. 

However, having brought dozens of DPs and clients through this Distributor Partner (DP) Development Programme, no matter what base they have started from, no matter where they are in the world, there is always an improvement in sales, execution, relationship, etc., that can be achieved. That improvement is nearly always significant. Regardless, it is always worth doing and normally pays back tenfold. 

If you believe that this programme is too detailed or covers too many areas, remember this, for RtM Excellence, it is better to be 80% improved than 100% I just didn’t try.

What should you do now?

• Download our 8 Steps to Drive FMCG Distributor Excellence  Implementation Guide which will give you the tools necessary to enter a market, to train Rt M teams and to improve the performance of your FMCG Distributors.

Further help and resources

• If you need specific help on any RtM issue, please  reach out to us.
• Use our  20 Steps to Route to Market Excellence model to guide you on your RtM journey.
• Use the  Enchange Supply Chain House to help with your Supply Chain Transformation.
• As we always say at  Enchange , NOW is the time to be reviewing, building and/or transforming your RtM Strategy and Execution to reap the rewards. Do not wait. Feel free to use our  20 Steps to Route to Market Excellence Implementation Guide to help you.

Tags: FMCG , Route to Market , Traditional Trade , RTM , Ross Marie , RtM Strategy , 20 Steps to RtM Excellence

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A Step-By-Step Guide to Set up a Company in the FMCG Sector

The fast-moving consumer goods (FMCG) sector is the 4th largest sector of the Indian economy. Considering this, the Indian government also approved 100% foreign direct investment (FDI) in the FMCG market, bringing even more opportunities for future entrepreneurs. 

Promising Future of the FMCG Market in India

The recent shift in people’s lifestyles is linked directly to the 16% increase in the growth of the FMCG industry. Despite the countrywide lockdowns of 2020 and highly-priced staples, the industry saw consumption-led growth through and through.

Higher incomes lead to better living standards, and the consumption of FMCG goods skyrocketed in rural areas. People have become aware of the multiple brands available in the market and are choosing products more consciously. A report on the FMCG sector states that household and personal care products make up 50% of the FMCG revenue in India, whereas foods and beverages have a 19% share of the market, and healthcare products account for 31% of the industry.

There has not been a better time to set up a company in the FMCG sector in India. The market is growing rapidly, and all other parameters hint at the industry’s bright future.

However, setting up a business in the FMCG sector presents its unique challenges. Let’s look at the things you need to have in place when you want to set up a company in the FMCG sector.

A 6-Step Guide to Set up a Company in the FMCG Sector

You can capitalise on the timely growth of the FMCG sector and set up a company by following a few simple steps.

1. Achieve Product-Market Fit

Thorough market research can help you identify your target customers and achieve product-market fit . Ask yourself who you want to sell to and where the ideal customer might go looking for your product. In the process, you may be able to uncover a neglected customer need.

Market research can help uncover customer pain points and decide your value proposition. The next step would be to create a minimum viable product (MVP) and test the market response by showing the product to a small group of potential customers. Remember to consider both urban and rural markets, unless your product is only for a certain niche / section of the society.

Consider the feedback and suggested changes and incorporate those after considering costs and other factors. Repeat this until you see more positive responses to your product and can take it to market.

2. Make a Viable Business Plan

You need to do proper research along the following aspects to create a solid business plan:

1. Supply against current and future demand

2. Market potential of exporting goods

3. Raw material requirements and availability (imported or home-sourced)

4. Decide the scale of your business–retail store, mini-supermarket, mass brand, or providing logistic support to others

5. Appropriate location for setting up production plants or outlets

6. Manpower requirement and availability

7. Required funding for the project

3. Identify Competitors

You will likely have existing competitors in the same niche. Although your business’s value proposition and unique selling point (USP) can attract customers, it is also crucial to be mindful of the competitors’ USPs. To stay ahead, you can keep a tab on their changing strategies and improvise your own whenever needed.

4. Register Your Business and Acquire Appropriate Licences

Register your business with the Ministry of Corporate Affairs (MCA) for incorporation. Afterward, apply for GST registration, complying with the standard guidelines issued by the MCA.

Now, depending on whether your business deals with a single category of products or multiple products simultaneously, you will need licences to operate legally. Remember, different products will need different licences.

For instance, businesses that deal with food products must apply for a licence issued by the Food Safety and Standards Authority of India (FSSAI).

You must furnish the following information, along with a duly-filled form , for authorities to issue the licence:

1. The location of the company

2. Detailed list of equipment and machinery

3. Company’s statutory documents, like the register of directors

5. Raise Funding

In case you have everything else — great idea, functioning team, effective business plan, and vigour & grit – except for the funds, you should reach out to venture capitalists (VCs) or angel investors from a reliable network . You can conduct several funding rounds if the seed rounds don’t yield the desired outcome.

6. Have a Good Marketing Strategy

A good marketing plan can put your business in front of the right customers and drive sales. For a B2C or retail outlet, consider promoting launch dates, offers, and other business details through local communities, social media, ad campaigns, etc.; if you are in a B2B space, try reaching out to potential clients.

7. Determine the Distribution Process

Even if the product is excellent, it is doomed to perform poorly if there is an issue with product distribution. Consumers prefer readily available brands. You should aim for a pan-India outreach when it comes to the distribution process.

It is important to register on eCommerce platforms to expand your business’s reach since more consumers are leaning towards online purchasing. Total FMCG revenue via e-commerce platforms is expected to increase by 11% by 2030. In addition, it is crucial to find prime spots for physical stores while ensuring they are easily accessible. For example, a grocery store performs well in a local market compared to an isolated corner of an enclosed society.

Anyone who wishes to start a business will need help along the way. A mentorship session with seasoned professionals can do wonders for you and your company. Consider putting yourself out there and networking with the right people. This can help increase your business outreach and help you find potential investors.

Being a part of a growing community of like-minded people has advantages like professional guidance, investment opportunities, and even psychological support that can help you set up a company.

With Scalix you can network with, meet, and learn from founders and experienced individuals who can contribute to your startup's growth. Reach out to us to know more.

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Retail Best Practice Joint Business Planning

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• Best Practice Joint Business Planning

Joint Business Planning is mission critical for today’s consumer products retailers and suppliers. The consumer products and retailing industry is very competitive and companies are seeking advantage. Companies with a well-defined JBP process are able to formulate win-win plans and execute more effectively and efficiently by focusing their resources to areas of highest returns.

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Joint Value Creation

• Value Chain Optimization
• Best Practice JBP Pilots

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TPG’s multi-functional Joint Business Planning Program helps manufacturers and retailers transform the relationship, the value chain and business results through aligned strategies and a collaborative execution plan. The key inputs for success are:

• Shared insights to develop strategies and initiatives
• Dedicated cross-functional resources
• Joint investment to drive demand or reduce cost
• Assessment: Help Suppliers understand their gaps versus JBP Best Practices
• JBP Process/Template/Tool Development: Using our Best Practice methodology, help develop the “Supplier Way” of JBP along with the templates/tools needed to activate
• JBP Training: Help train the entire multi-functional organization on the new way of working
• Facilitation: Help facilitate the JBP process with key Retail Partners, including the development of the JBP Materials needed by the Supplier as well as the facilitation of the actual Retailer meetings and follow up
• Shopper Understanding: Assess the current Shopper Insights and help develop improvements to the insights that help drive JBP Plan development and activation
• 3 Year and Annual Plan: Help develop the long range strategic plan and the 12 month plan of activation
• Value Chain Analysis: Assess and identify opportunities for improvement across all elements of the Value Chain
• Execute: Design and implement a multi-functional execution and monitoring process that is fully integrated across functions, work streams and companies, including joint KPI’s and balanced Scorecard. Identify issues and take corrective action as needed

What Is Joint Business Planning?

Executive Vice President and Chief Merchandising Officer , Sam’s Club (Walmart)

Tectonic Shifts in the Retail Environment

The symbiotic relationship between retailer and Consumer Packaged Goods (CPG) companies has, till now, been able to support steady growth based on demand alone. Now, as the Consumer Goods (CG) industry continues to shift away from organic expansion, the need to reach more customers and engage new audiences is more important than ever.

Let’s dive in to some of the key shifts our customers are seeing in the retail environment:

• Competition: Authentic challenger brands are continually entering the market. According to a recent survey carried out by McKinsey, 30-40% of consumers have been trying new brands and products during the pandemic. Of these consumers, 12% expect to continue to purchase the new brands after the pandemic. More competition = more difficulty obtaining or retaining market share.
• Price Pressures: Global supply chain stress has created a multitude of issues for companies seeking to keep costs down. Disruptions in labour markets have seen  15% of companies  with insufficient labour for their facilities to keep up with increases in demand, leading to inflation re-emerging as a significant problem for the first time since the 1970s.
• Regulations: Changing consumer needs are not only encouraging the rise of new, healthier alternative brands but also instigating real legislative change. For example, in October 2022, HFSS (High in Fat, Salt & Sugar) regulations  will see a crackdown on promotions for unhealthy food and drinks, which will have serious repercussions for both suppliers and retailers.

Traditional Account Management Is Obsolete

Retail, Wholesale & Distribution Leader , Deloitte Global

These shifts have caused retailers to change the way they do business; the traditional playbook needs to be thrown out and rewritten. The diversification we have seen in channels, models and store formats means that retailers’ expectations for suppliers have changed. And, as increasing numbers of authentic challenger brands come to market, competition has never been higher. 

For both retailers and suppliers, Key Account Management (KAM) needs to be revisited. A culture of test & learn in real time needs to be applied to contend with these new market entrants and, with “key accounts contribut[ing] between 40% to 80% of revenue for a branded supplier” in developed markets as indicated by   this article by Bain & Company , the time to reinvent is now.

Major incentives for change can be distilled into these three points:

Negotiation Can Feel Like a Zero-Sum Game

In the past, the CPG industry power dynamic has often favoured the supplier, but this is no longer the case.   Only 3% of retailers   are in an exclusive relationship with just one supplier in a given category, indicating the clout they hold to sway access to consumers is higher than ever before. With   a number of Consumer Goods companies   falling prey to a one-size-fits-all to their global business models, they have been losing valuable ground to more specialised, relevant competitors.

For CPG companies, visibility at point-of-sale for their products is vital. For retailers, getting the product in-store   to   sell is their business. Having retailers being ‘on-side’ and aligned is game-changing for suppliers. 

But, as indicated in the name, Joint Business Plans need to be exactly that: Joint. If the manufacturers arrive at the table with a railroad agenda, offering little to no agency to the retailer, it will be too one-sided and off balanced. If retailers have unrealistic expectations, e.g broad assortments or 24-hour delivery, from certain suppliers, the equilibrium of the plan will be thrown off from the outset. This is where the value of insight-sharing cannot be understated;   IGD asserts   that both sides must ‘be prepared to share information with each other’ to achieve success.

Both CPG companies and retailers need to be able to influence the plan and offer respective insights to avoid creating a zero-sum atmosphere.

How Can Joint Business Planning Be Achieved?

For companies collaborating on Joint Business Plans, certain proactive steps need to be taken to fit the plan to benefit both parties. Bain & Company have set out   five key steps   that they have seen Consumer Goods companies take to achieve ‘more trustful and productive’ relationships and provide significant value.

1. Understand the Retailer’s Economics as Well as Your Own

Entering into a business relationship, such as a JBP, with a full understanding of where a potential partner is in the market is pivotal to a successful collaboration. Being aware of any weaknesses provides the opportunity to address them before they become an issue and impact your business. 

In turn, a complete understanding of your own business’ strengths and weaknesses before embarking on any external partnership is equally important. A Joint Business Plan can only be successful if it truly brings benefit to both the retailers and CPG companies; without this, joint commitment can’t be assured. 

This demands the creation of an environment where retailers and CPG companies can offer total visibility into their data, thereby enabling creation of target audiences and consumer journeys. As indicated by an   IGD Industry Survey , ‘Too often trust is the biggest barrier to putting any proposal into action’. Data transparency reduces the possibility of down-the-line surprises and potential derailing of the plan.

2. Differentiate Your Joint Business Plan and Align It With Your Retailer’s Strategy to Target Shoppers

While keeping costs down may be   advantageous, it is vital not to lose sight of the top priority; understanding the target customer segments. 

Customer data extracted through the collaborative JBP can help maintain product stock levels, illustrate demand and identify trends in product distribution. Without this information, even a theoretically perfect Joint Business Plan will fail. Understanding who the customers are and what they are buying better enables CPG companies and retailers to produce and distribute – keeping the customer’s needs at the crux of their strategy.

It’s important to note that Joint Business plans are not one-size-fits-all; it may take more time to differentiate a plan to make it more tailored to a specific relationship, but the benefits can outweigh the expense.

3. Have Teams on the Ground Executing Key Customer Touchpoints and Confirming Compliance

Research by POI illustrates that   58% of CPG companies   are struggling with retailer aligned compliance for store-level promotion execution. Clearly, there is a concerted need to ensure in-real time that assured promotions are being carried out, but   27% of CPG companies   do not get   any   real-time insights into retailer compliance, forcing them to wait until the end of a cycle to make any significant changes.

While promotion compliance isn’t a new issue in the Consumer Goods industry, it can be a major roadblock to a JBP. With teams in the field, far more regular compliance checks can be performed and the information shared much wider, much faster. 

4. Maintain Year-Round Contact With Customers at Multiple Levels and Functions

The dialogue between each party needs to continue beyond initial negotiations and agreements. Regular meetings provide opportunities to correct mid-cycle issues, where the retailer and CPG company can align on real-time results and solutions. 

Without clearly defined and tracked performance metrics, the success of the JBP is uncertain. Both parties need to agree on what data sources are going to be reviewed. Expectations must be laid out internally and externally, to establish what each side hopes to get out of the arrangement. This will prevent potential disappointment if or when unaired expectations aren’t met. 

It is also important to have discussed and agreed upon the terms and investment in the JBP. Going into a project aware of the value that each business is adding to the other and being able to quantify the ROI is fundamental to a successful Joint Business Plan.

5. Use the Most Advanced Tools and Insights to Stay on Top of Your Joint Numbers

As shown in the recent Promotion Optimization Institute (POI)   State of the Industry Report , 64% of manufacturers have challenges when looking for data from retailers. When data is such a foundational element to gainful retailer partnerships, it needs to be shared. The ideal is to involve teams from across the company including distribution, sales, finance and marketing. Siloed internal communication can negatively impact information sharing and lead to failure of a JBP.

CPG companies need to leverage real-time insights pulled from a range of commercial data sources that allow them to optimize strategies based on their business goals and current supply and promotion constraints. This maximises the value of every dollar invested in trade spend.

Aforza & Joint Business Planning

Closely aligned with the tenets of   Bain’s Key Account Management Commercial Excellence   framework, Aforza drives Joint Business Planning with an end-to-end platform of core functionalities:

• Account 360° View : Gain a complete view of an account’s hierarchies and key relationships, as well as visibility into all engagement activity across channels.
• Real-time Data & Insights on Account Performance:   Get real-time insights, from a range of commercial data sources, across all aspects of your key account performance.
• Integrated Trade Promotions:   Optimize trade spend  and   target key customers   by displaying a real-time view into promotion performance, inventory levels, sales order insights, budgets & funds, plans & objectives.
• Retail Execution   Checks from Field Sales Teams:   Leverage your teams in the field to check key account compliance and take promotion-based order capture with penny-perfect pricing on mobile;   online or offline .
• Digital Asset Management :   Ensuring all important business documents are centralised and accessible against the account, such as contracts and Joint Business Plans.

Check out this demo from Aforza’s Chief Product Officer, Nick Eales, as he showcases how leading Consumer Goods companies are leveraging Aforza to create productive account collaborations that unlock revenue potential like never before:

With industry-leading innovations and capabilities, the Aforza cloud & mobile solution continues to help consumer goods companies sell more and grow faster. Take the first steps now and create productive account collaborations that unlock revenue potential like never before.

Join Aforza

Explore exciting opportunities to join the Aforza team and drive innovation in the consumer products industry.

Joint Business Planning

Build an understanding of how to develop and execute a best-in-class joint business plan.

KEY OBJECTIVES:

1. Understand the need for a joint value creation approach & what this entails 2. Be able to align Strategically with Retailers and identify what is most important in a JBP. 3. Understand how Revenue Management can improve Supplier & Customer growth & profitability. 4. Understand how to create a great JBP that connects and executes Category Strategies & opportunities. 5. Understand how to engage & sell the JBP. 6. Understand how to track, measure & review the JBP.

Relevant and Ready for Action

The Australian Grocery Academy programs have been designed specifically for FMCG, with real FMCG case studies and the latest Australian and global insights and practices.

MODULE STRUCTURE

Attend this 1-day program at one of our Open House Joint Value Creation Bootcamps or opt for an In-House session for groups of 10+ at a location of your choice, either as a full day, or split over consecutive days. Contact us to discuss your needs.

• FMCG DISTRIBUTOR MANAGEMENT
• latest blog
• Distributor Management

What is FMCG and Why are FMCG Products Important?

How FMCG Organization Increase Their Profits?

FMCG Distributor Management

FMCG Distributors play a very important role in establishing a brand in the market. They are the last mile connectivity to the market. To ensure that the distributors stay with the FMCG company and keep performing, they have to be managed well. In this blog we discuss the various aspects of FMCG Distributor Management. Our Online Training course on Distributor Management covers everything that you need to know about this topic.

FMCG Distribution Management can be divided into four major parts , for easy understanding of the content we are describing the classification below:

• Company’s expectation from the distributor
• Distributors’ expectations of the company
• Managing distributor’s life cycle
• Joint business plan

These categories are of importance and can help you in choosing which distributor to appoint and when to appoint.

1. Company’s expectations from a distributor

When a company gets a distributor then there are certain expectations that a company desires or wants from its distributor. Below is a list of some of the expectations.

• Finances: This is the main requirement of a company from their Distributor. This includes the amount of fund required by the distributor to run the business.
• Infrastructure: The company expects a complete infrastructure from their distributors to ensure good service to the market
• Compliance with policies: Every company has certain policies in place for the smooth functioning of tasks, the expectation is that distributors respect these policies and be compliant with them.

All these expectations will be discussed in detail in the sales training program. Some of the other expectations are –  Involvement in business, sales, services, etc.

2. Distributors' Expectations from the company

Just like companies have expectations from the distributors, there are certain expectations of the distributors from the company which should be met to create a win-win situation. Here we have mentioned a few of the major ones

• Fast Moving Products: Distributors want to deal in products that has high demand and sells out quickly from the retail stores.
• Healthy ROI: A Distributor is basically an investor who invests in a FMCG company to earn certain returns. A FMCG distributor expects high volumes along with higher returns.
• Sales support: A distributor also expects sales support from the company and is mostly dependent on the company for such support.

Apart from these, there are other expectations also such as the quick resolution of the issues, these will be discussed deeply in the course.

3. Managing Distributors life

Managing a distributor’s life cycle consists of 5 key areas with each holding its key importance in the process.

• Distributors profile: Before appointing the distributor, note down the desired profile of the distributor.
• Distributor selection: There are several steps in the Distributor selection process. Following proper process helps in the right selection that is beneficial for both – Distributor and company.
• Distributors operation: Setting up a distributor’s operation is important for enabling good and timely service to the market.
• Distributor Induction: Proper Distributor induction is also very important as it sets the platform for desired results.
• Distributor Evaluation: Periodic evaluation of the distributors helps in understanding the gaps and taking appropriate actions to improve performance.

Finally, distributor exit, all these will be explained in-depth in the online FMCG distributors training program for better understanding and action.

4. Joint Business Plan

This is a fairly new process in distributor management, it helps in getting the ownership of the Distributor. It has various sub-processes and formats.

• Process : A step-by-step approach in making the Joint Business Plan should be adopted to ensure are key elements starting from business development to market servicing and basic market hygiene is taken care of.
• Formats: The JBP format aids the FMCG company in executing it effectively.

This course is full of practical knowledge and execution tools that will help you in implementing the process in your daily work.

There are a whole lot of calculations involved in Distributors management which is tricky and tough to understand but with the guidance provided in the course module, one can easily access them and understand them better. For example, calculating distributors infra for business, ROI and many more.

If you have any queries or questions regarding DB management, then this course from skilltowill FMCG consulting company , is the best place to find answers and solutions. With a team of experienced professionals, skilltowill is committed to making every business venture a success. Having good DB management can help with increasing efficiency and reduction in operation costs.

If you are a company owner who has little or no knowledge about Distributor management then enrolling in this program can be your very first step. Handling Distributors carefully can make your company grow effectively while maintaining all the company values and policies.

skilltowill

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• EFEKTIIVNE REAGEERIMINE TARBIJA VAJADUSTELE (ECR)
• EFEKTĪVA PATĒRĒTĀJU VAJADZĪBU NOVĒRTĒŠANA (ECR)
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• RTI standardization: Estover affirms that standardised reusable delivery solution for food items is profitable. (Latviski)
• Preses relīze: Kā mazumtirgotājam veiksmīgi attīstīties, kad ar zemu cenu vairs nevar konkurēt?

This is to remind that Retail Rewired: A Masterclass in Retail & Consumer Culture and the Strategic Implications Ken Hughes - World’s leading consumer & shopper behaviouralist  will take place on 25 th of April in Riga, Latvia. Start at 10:00 – 16:30 in English. On site tickets available at EUR 398. Tickets: https://www.bezrindas.lv/en/seminari-lekcijas-un-kursi/retail-rewired-a-masterclass-in-retail-consumer-culture-and-the-strategic-implications

The Event address: Port of Riga Authority Building, Kalpaka bulvāris 12, Centra rajons, Rīga, LV-1010  https://goo.gl/maps/6rVwKon2vJK2 the building is in the Kronvalda park next to the Congress Hall, see visuals of the event place: https://www.bezrindas.lv/en/venues/rigas-brivostas-parvalde

PARKING: We suggest to use underground parking next to Congress Hall  https://goo.gl/maps/khPEP8XsXEA2 (Official address of the parking: Krišjāņa Valdemāra iela 5A, Centra rajons, Rīga, LV-1010 with the entrance from Kalpaka bulvāris), all day ticket costs EUR 12 or street parking nearby at 2.00 - 2.50 EUR/HOUR.

10:00 - 10:30 Registration and welcome coffee

10:30 Opening. Edgars Pentjuss, ECR Baltic 10:35 - 11:00 Shopper marketing showcase by Giedrius Oliškevičius, General Manager, Sorbum Group

11:00 - 11:15 Intro for Baltic retail trends by Anda Daliņa, Senior Retailer Services Executive, Latvia Nielsen

11:15 - 12:00 Retail Digital Strategy masterclass with Ken Hughes

• The Changing World & Consumer Implications
• The 6 Consumer Generations
• Consumer Value over Enabling Technology
• Sociological Consumer Value Shifts
• The Always On Consumer

12:00 - 13:00 Lunch break

13:00 - 14:30

• The Instant Consumer
• Hyper-Personalisation
• Contextual Retail Communication
• Authenticity, Peer to Peer and Story Telling
• Experiential Retail

14:30 - 14:50 Coffee break

14:50 - 16:20

• Emotive Engagement
• Surprise & Delight
• A Possible Future: Implications for Retail Branding and Operations

16:30 Wrap up and closure

Got lost, please Call/SMS +37126546645 [email protected]

NEED TRANSLATION TO LATVIAN? / SINHRONĀ TULKOŠANA PASĀKUMA LAIKĀ NO ANGĻU UZ LATVIEŠU VALODU!

SVARĪGI: NEAIZMIRSTIET PAŅEMT AUSTIŅAS!  Lai izmantotu tulkošanu neaizmirstiet paņemt līdzi uzlādētu telefonu vai planšeti/datoru ar AUSTIŅĀM. Tulkojums tiks nodrošināts izmatojot applikāciju INTERACTIO vai pieslēdzoties lokālajam WiFi tīklam! Skat. instrukciju zemāk:

Have not made your mind, look who have joined:

NEW PARTICIPANTS FROM:

Galvenais atbalstītājs | main sponsor:

Daudzi vietējie pārtikas un nepārtikas preču mazumtirgotāji un ražotāji pašlaik saskaras ar problēmu. Ierastie, iedarbīgie mārketinga rīki, piemēram, cenu atlaides un akcijas vairs nedod gaidīto efektu tāpēc,  ka  jākonkurē ar  interneta veikaliem.  Savukārt mazumtirdzniecības milžu  - zemo cenu līderu ienākšana Latvijas tirgū, ko ar bažām gaida vietējie mazumtirgotāji un  ražotāji, visticamāk, pamatīgi satricinās  tirgu, un  daudziem mazumtirgotājiem var kļūt par ... 

Lasīt vairāk!

* Ievadā, Nielsen pastāstīs par mazumtirzniecības tendencēm Baltijas valstīs!

** Tiks nodrošināts sinhronais tulkojums latviešu valodā!

INFO LATVISKI  ( *.pdf ) | IN ENGLISH  ( *.pdf )

This is to invite you to register for free webinar on 18th of April:  Measuring the Impact of RFID: Key Lessons from 10 retailer case studies 

The ECR Shrink and On Shelf Availability Group has partnered with GS1 UK to undertake a landmark report into the use of RFID in retail.  Drawing on the first-hand experiences of 10 retailers using the technology, the independent report reveals the good and bad of RFID implementations and provides a valuable guide to help other retailers get it right  Join us at 1pm (GMT) on the 18th of April for a webinar hosted by report author; Professor Adrian Beck of the University of Leicester.  Professor Beck will discuss the key findings of the report including;  • The business case for RFID  • How to start your RFID journey  • The results from the early adopters  • Key challenges and how to avoid them  • Future developments 

In case you would like to receive the copy of the research, please email request to [email protected] +37126546645 

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