How To Develop Persuasive Presentations

Transcription

How To Develop Persuasive Presentations
Russell Baker –
VP, Sales Capability COE, Small Store Channel Strategy & Marketing
[email protected]
The
Way of Shopper Marketing
Classified - Internal use
COLLABORATING FOR VALUE
A collaborative approach for creating value with customers.
STATEMENT OF RIGHTS
The contents of this book, including without
limitation, associated tools, are the properties of
The Coca-Cola Company (the “Company”) and/
or other proprietary owners and made for use by
employees of the Company and its Bottlers (the
“Coca-Cola system”) only. These materials contain
proprietary and confidential information and may
not be disclosed to any party outside the Coca-Cola
system without the express prior written permission
of the Company. By accepting these materials, the
user agrees not to copy, duplicate, or otherwise
reproduce such materials without the Company’s
prior written consent. The user also agrees to
safeguard these materials and return them to
the Company upon its request.
Copyright owned by The Coca-Cola Company,
unless otherwise indicated in the individual section.
COLLABORATING FOR VALUE
W
orking in partnership with our customers is part of our heritage. We know something about what it takes to establish and maintain
effective customer partnerships — and we know customer collaboration is never a simple process.
The customer landscape is changing every day. Our customers are becoming more complex and raising the bar for performance. We must
expect more of ourselves to meet these growing demands.
When we achieve our goals for customer leadership, it will be because we were not content with the status quo — because we refuse to
simply accept the opportunities that come our way. Genuine customer collaboration means aiming beyond what is comfortable — to plan
more boldly, to move more nimbly, to innovate more quickly and to execute more vigorously.
We have met similar challenges in the past, and we have learned from our successes. We have developed methods and tools
that will help us become more disciplined and comprehensive in our approach. Now we can take our performance to a new
level by sharing and leveraging our knowledge.
Collaborating for Value is a collection of global best practices that provides a roadmap and a common vocabulary that can
help you create measurable value with our customers and our System.
By committing to building value with our customers and being disciplined with our leadership activities — we can build on
our heritage and move into an exciting new era with our customers. Together we can build a platform for world class
customer leadership that will drive results AND win the respect, trust and loyalty of our customers.
Please take time to familiarize yourself with this customer leadership approach so you can put this into action
locally. Thank you for all you do, and...
Continued Success!
Jerry S. Wilson
Senior Vice President, The Coca-Cola Company
Chief Customer and Commercial Officer
© 2009 The Coca-Cola Company | INTERNAL USE
COLLABORATING FOR VALUE |
3
WHY Collaborate for Value?
VISION 2020
is our system’s roadmap for
winning together. “Being
Collaborative Customer
Relationship Model Vision
the most preferred and trusted beverage partner” is one of the
key goals in our plan.
While customers are unique in their approach, at the
most basic level, all of our customers need to accelerate profitable growth, to improve the efficiency and effectiveness of their supply chain, and to differentiate
their offering in the marketplace. The objectives of the
Coca-Cola system are to expand the size and value of
the beverage category and capture the growth.
Our system-wide ability to collaborate,
or “work together toward common objectives,”
is key to our success.
When you put these agendas side by side, you can see
that the common intersection is our effort to work together to maximize shopper value, one store at a time.
Collaborating For Value provides a roadmap for our system approach to work effectively with customers to create
the most impactful engagement with the shopper in their
outlet. Together, we can leverage this approach to accelerate
our growth and differentiate this great Coca-Cola system from
any competitor in the world.
Collaborating for Value brings
CCRM to life in the marketplace.
4
WHY Collaborate for Value
| CONTINUED |
STEPS OF COMMITMENT
STRATEGIC PARTNERSHIP
T
he intensity and level of resources
we apply to this collaborative
effort will depend on the willingness
and ability of our system and the
customer to collaborate effectively
together. As we practice Collaborating
For Value we will see more and more
customer relationships progressing
from a foundation level, to a
collaborative level, and ultimately
to a strategic partnership. Our goal
is to advance the quality of our
relationship with each customer.
Collaborating For Value
AVO`SR/US\RO
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COLLABORATION
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FOUNDATION
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OBJECTIVES
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have discovered independently or with competitor.
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values shared equitably by both partners.
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demonstrate the value of partnership.
:WabS\W\U
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WHY This process is important…
Focuses on customer’s needs or objectives
Increases chance of sales success
Based on best practices
Utilizes field-proven tools
Enables high-performers
5
Collaborating for Value AN
OVERVIEW
The Coca-Cola approach to Creating Value with customers
CONNECT
CREATE
THE VALUE
PROPOSITION
ALIGN
THE
STAKEHOLDERS
EXECUTE
> > > K EY PR AC T I CE S < < <
> > > KEY P R ACTICES < < <
> > > KEY PR ACTIC E S < < <
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WITH THE
CUSTOMER
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FOR
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> > > TOO LS < < <
> > > TO OLS < < <
> > > TO OL S < < <
> > > TOO L S < < <
Meeting Plan
Meeting Report
Customer Connection Bank
Value Proposition
Negotiating Blueprint
Influencing Plan
Team Input Worksheet
Execution Plan
Program Evaluation
The key to beginning an effective collaboration
is understanding the customer’s business and
identifying objectives that we can pursue together.
A strong Value Proposition defines a specific
opportunity from the perspective of the customer
and positions a solution in terms that are most
relevant and meaningful to their business.
Influencing, and even negotiating, are important
parts of the collaborative process to move from
ideas to actions that create results.
Execution is where real, tangible value is created.
Our credibility is either enhanced or diminished by
the quality of our execution.
When customers perceive that you are aware
of and sensitive to their purposes, concerns,
and circumstances you are on the road to an
effective collaboration.
The strength of your Value Proposition will usually
determine the success of your collaborative effort.
Getting “buy-in” from the stakeholders in a particular decision is key to secure adoption and alignment of resources for execution.
6
TABLE OF CONTENTS
1
CONNECT
with the Customer
2
CREATE
the Value Proposition
3
ALIGN
the Stakeholders
Listening, Questioning, and
Sharing . . . . . . . . . . . . . . . . . . . . 10
4Ò[W\UbVS1cab][S`¸a
=^^]`bc\Wbg
Dimensionalizing the Gap . . . 28
2SdSZ]^W\UO\7\ÀcS\QW\U>ZO\
Key Elements of an
Influencing Plan . . . . . . . . . . . .37
Adapting to Different
Thinking Styles . . . . . . . . . . . . . 12
Motivation and Criteria
for Success . . . . . . . . . . . . . . . 29
Team Input Sessions . . . . . . . . 41
Effective Meeting Preparation
and Follow-Up . . . . . . . . . . . . . . 14
Operating Business Model . . . 17
5S\SÒbW\UA]ZcbW]\a . . . . . . . 30
Stakeholder Roles and Decision
Making . . . . . . . . . . . . . . . . . . 20
The Personal Profile . . . . . . . . 21
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Stewardship Routines . . . . . . 23
-Routine Stewardship
Communication
Presentation Structure. . . . . . 42
-Generating Alternative
Options and Trades
Storyboarding . . . . . . . . . . . . . 44
/aaSaaW\UbVSDOZcS
>`]^]aWbW]\ . . . . . . . . . . . . . . . 34
-Elements of a Strong
Value Proposition
B]]ZaT]`1`SObW\U
Value Proposition. . . . . . . . 63-64
Negotiating Blueprint . . . . 65-66
EXECUTE
for Results
3fSQcbW]\>ZO\\W\U . . . . . . . . . 49
AgabS[1][[c\WQObW]\ . . . . . 50
3fSQcbW]\/cRWba . . . . . . . . . . . . 51
3dOZcObW]\]T@SacZba . . . . . . . 52
-Brainstorming
-Generating Solutions
Customer Strategies. . . . . . . . . 19
4
B]]ZaT]`3fSQcbW\U
Execution Plan . . . . . . . . . . . . . 70
Program Evaluation . . . . . . . . . . 71
Pre-Selling . . . . . . . . . . . . . . . . 45
Closing . . . . . . . . . . . . . . . . . . . 47
Handling Objections . . . . . . . 47
B]]ZaT]`/ZWU\W\U
Influencing Plan . . . . . . . . . 67-68
Team Input Worksheet. . . . . . . 69
-Senior Management
Engagements
Developing A Coverage
Plan . . . . . . . . . . . . . . . . . . . . . 25
-Account Manager Coverage Plans
-Senior Management Coverage Plans
-Key Events
B]]ZaT]`1]\\SQbW\U
Meeting Plan . . . . . . . . . . . 59-60
Meeting Report . . . . . . . . . . . . . 61
Customer Connection Bank . . . 62
TOOLS & TRAINING
Collaborating for Value
BÒW\W\U@Sa]c`QSa
Customer Portal . . . . . . . . . 54
Training Options . . . . . . . . 55
Recommended Reading . . 57
Tools . . . . . . . . . . . . . . . . . 59-71
7
CONNECT
with the Customer
T
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TOOLS
Meeting Plan
Meeting Report
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C o l l a b o r a t i n g f o r Va l u e
CONNECT WITH THE CUSTOMER
1: Quote: Mickey Connelly, Conversant Solutions, LLC.
8
COLLABORATIVE
CONVERSATIONS
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Intersection model © Conversant Solutions, LLC — adapted with permission
9
PRACTICE
COLLABORATIVE CONVERSATIONS
Listening, Questioning and Sharing
TOP 10 Listening Watch-Outs
6
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POWERFUL CONNECTIONS
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1
EVALUATION
FEAR
This is the tendency to evaluate
what a speaker is saying and decide
if they are right or wrong before they
have completed the statement.
2
7
3
8
THE CLOSED MIND
The listener’s refusal to hear
things that contradict with long held
beliefs.
LACK OF ATTENTION
4
EXCESSIVE TALKING
To be in “love” with the sound of
one’s own voice!
5
LACK OF HUMILITY
The belief that a person can’t
have anything to say that makes
listening worthwhile!
ACTIVE
LISTENING
TIPS
JUMPING TO
CONCLUSIONS
Where the listener fills in the
blanks and draws the incorrect conclusions.
OTHERS THINK LIKE ME
Many people think three or four
times faster than they speak — sometimes their attention wanders.
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The fear that by listening to
another view you may have to
change your own.
The belief that others have
the same convictions!
9
WISHFUL THINKING
Often after a meeting, there are
different versions of what was agreed
at the meeting from people who
attended – obviously the listeners
heard what they want to hear.
10
SEMANTICS
The words and inflexions may
have different meanings to
the listener.
Take note (or notes) of what is said —
Do not ignore or disregard it.
Check your understanding by playing
back what you think you heard!
Listen to understand, not to contradict.
10
PRACTICE
Listening, Questioning and Sharing
| CONTINUED |
The art of
QUESTIONING
WHY
EXAMPLES
TYPE OF QUESTION
USE SPECIFIC TYPE OF QUESTIONS
OF QUESTIONING TECHNIQUES
OPEN QUESTIONS
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CLOSED QUESTIONS
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LEADING & RHETORICAL
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11
PRACTICE
Adapting to Different Thinking Styles
TO BETTER CONNECT
with a customer or colleague…
WHO PREFERS BLUE…
BVS6S``[O\\
0ÒW\2][W\O\QS
7\ab`c[S\b® (HBDI®)
WHO PREFERS GREEN…
REMEMBER…
use Whole Brain® Thinking.
Everyone has a vocabulary in ALL FOUR Quadrants
We just use them differently, in varying
frequencies and intensities.
No quadrant is better than another.
You need all four quadrants involved to get
the best thinking and solutions.
You can learn more about your own thinking styles
by completing the HBDI® online survey and
e-learning simulation module (see page 56).
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materials and references
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or notes (they may take notes)
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what, where, when, how
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and communication
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going in your communication
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as examples
© 2001-2009 Herrmann International; The 4-color 4-quadrant symbol is a trademark of Herrmann International.
For a minimal fee you
can complete the 120
question HBDI® online
survey and receive your
own HBDI Profile Report. Herrmann International can also provide you feedback via
an e-learning simulation
experience to help you
better understand your
own thinking styles and
how it affects your interactions with others. See
page 56 for additional
Herrmann resources that
are available.
Each person sees and approaches things in a
unique way. The Herrmann Brain Dominance
Instrument (HBDI®) research in Whole Brain®
Thinking has proven that when we understand
our own thinking styles, we see how they influence the way we perceive things around us, what
we decide to pay attention to, how to respond,
and the way we communicate with others.
Likewise, others have their own unique thinking styles too. Understanding and adjusting for
the differences in thinking styles of others can
have a dramatic influence on how effectively we
connect to collaborate.
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your position
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people involved
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12
PRACTICE
Adapting to Different Thinking Styles
| CONTINUED |
TRY TO AVOID
with a customer or colleague…
© 2001-2009 Herrmann International; The 4-color 4-quadrant symbol is a trademark of Herrmann International.
WHO PREFERS BLUE…
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or goals
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methods
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the big picture
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with current trends
To gain insight to a person’s thinking styles, listen for
PHRASES OR SPEECH PATTERNS
in each quadrant…
P re f e
WHO PREFERS RED…
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all at once
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the entirteeamwork with
team.”
- Uses
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- Asks fr
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questio
about th
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product way the
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© 2001-2009 Herrmann International
13
PRACTICE
Effective Meeting Preparation and Follow-Up
T
VS Meeting Plan Wa O b]]Z b] VSZ^ g]c
^ZO\O^`]RcQbWdS[SSbW\UO\RSTTSQbWdS
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`SZSdO\b O\R STTSQbWdS T]` bVS a^SQW¿Q
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A Meeting Plan eWZZ OZa] VSZ^ g]c Q]]`RW
\ObS`]ZSaeVS\bVS`SO`S]bVS`1]QO1]ZO
Oaa]QWObSaObbS\RW\UeWbVg]c
What is the purpose of this meeting?
?
What agreements and action steps are desired?
?
Why will the customer want to attend?
?
What are the things you want to learn more about?
?
What are the customer’s current assumptions about the agreements & actions
you hope to achieve?
?
What are the key points you need to communicate to achieve
the agreements and actions you desire?
?
What issues or objections do you expect
the customer may raise? How will you respond
to these issues or barriers?
Find out more
about the Meeting Plan Tool on pages 59-60 .
You can also download a Meeting Plan
template from the…
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tter
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14
PRACTICE
Effective Meeting Preparation and Follow-Up
| CONTINUED |
T
he Meeting Report allows you to communicate with the customer and Coca-Cola
system associates to confirm the progress
you have made with each discussion. This
can be one of the most important tools to
build your relationship and success with
your customer over time. Constructing a
rough draft of the Meeting Report with the
customer at the end of the meeting can be
an effective way to summarize and confirm
your progress.
/Meeting Report should include a very brief recap of the key items — not a repetition
of everything presented and discussed on a call.
BVST]`[ObQO\PSORO^bSRb]Q`SObSO\S[OWZ]`ZSbbS`b]bVSQcab][SÒaO^^`]^`WObS
BVSaSQbW]\a]TOMeeting Report include:
³>c`^]aS]TbVS;SSbW\U
³/bbS\RSSa
³/`SOa]T/U`SS[S\b
³/QbW]\7bS[a
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BVSQcab][SÒ\ROaa]QWObSaObbS\RW\UbVS[SSbW\UO\R]bVS`YSgabOYSV]ZRSàaV]cZR
receive a copy of the meeting report.
A Pos
t-M
A Meeting Report…
Confirms the areas where you and the
customer are aligned and in agreement.
Demonstrates that you have listened
to the customer’s issues and concerns.
Find out more about the
Meeting Report Tool on page 61 You
.
can also
download a Meeting Plan template from the…
Communicates your commitment to
implementing the action items needed
to move forward.
eeting
A bri
Revie
e
meet f discussi
w
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f
w
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ticipa
llowin
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la pa
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prog
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This w
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nd
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effort
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of wh uld includ
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and w t worked e discussi
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15
BUILDING CUSTOMER
KNOWLEDGE
C
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Ob bVS abÒbSUWQ ZSdSZ bVS ]^SÒbW\U ZSdSZ O\R bVS ^Sà]\OZ ZSdSZ
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WPWZWbg RS[]\abÒbSa W\bS`Sab O\R Q]\QS`\ T]` bVS PcaW\Saa O\R W\
Q`SOaSabVSQcab][S`¸aW\bS`SabO\ReWZZW\U\Saab]S\UOUSW\RWOZ]UcS
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eSPcWZR]c`[]abSTTSQbWdSO\RabÒbSUWQÔ`b\SàVWâ
16
PRACTICE
0C7:27<51CAB=;3@9<=E:3253
Operating Business Model
U
\RSàbO\RW\UV]eg]c`Qcab][S`[OYSa
[]\SgWaSaaS\bWOZb]Q`SObW\UdOZcST]`bVS
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O\]^SÒbW\U[]RSZ
7RS\bWTgW\UbVSa^SQW¿QPcaW\SaaR`WdSàbVObbVS
Qcab][S`caSab]U`]ebVSW`^`]¿beWZZPSO`WQV
a]c`QS]T]^^]`bc\WbWSaT]`Q]ZZOP]ÒbW]\
G]cQO\Q`SObSO\]^SÒbW\UPcaW\Saa[]RSZ
T]`g]c`Qcab][S`bVObWRS\bW¿SabVSW`[]RSZ
T]Ù`]eW\UbVSW`PcaW\Saa
17
PRACTICE
0C7:27<51CAB=;3@9<=E:3253
Operating Business Model
| CONTINUED |
3 WAYS a retailer can increase profitability
1 7\Q`SOaSAOZSa
27[^`]dSBVS;Wf
! Develop new shoppers – increase traffic
and build loyalty by targeting shoppers
and meeting their needs.
37[^`]dS5`]aa;OÙW\a
! Plan and monitor the promotional mix
! Identify your target shoppers
! Focus on high-turn / high-profit items
! Increase the basket size - encourage
existing shoppers to spend more!
3T¿QWS\bO\R^`]RcQbWdSÒ\US
AbW[cZObS`SZObSRWbS[^c`QVOaSa
BÒRSaV]^^Sàc^b]µVWUVS`bWQYSb¶WbS[a
3fÔ\RQ]\ac[^bW]\]TSfWabW\U^`]RcQba(
- Promote items that expand consumption
- Increase quantity of each use....
sell bigger sizes
- Increase frequency of use
- Add uses for additional occasions
- Find new uses (cooking, flavoring,
desserts, etc.)
! Don’t compete on price only...
Look for opportunities to add value
! Monitor sub-categories and items
to ensure they contribute the average
margin of the category
! Be aware of trends... Be first
! Support new items
! Don’t force a shopper to buy the
on-sale item by not having other
brands available
! Re-examine all items that are selling
at destructively low margins
! Take advantage of buy-ins, deals, etc.
! Use technology to constantly
monitor sales performance —
watch the “contribution to margin”
! Increase the loyalty of your shoppers —
loyal shoppers offer higher margins
! Be aware of break-even points
and variable costs
! Remember, it’s dollars that run
the business, not percentages
—RETAIL MATH 101—
Retailers tend to be very focused on the Gross Margin achieved by selling a product.
Gross Margin
((Price-Cost) / Price) X 100/1
Gross margin is always
expressed as a percentage
%
Gross Margin does not have
a real meaning to the retailer
until the product is sold,
and then it becomes
PRICE - COST
expressed in currency
$€£¥
You can find e-learning
modules to help improve
your knowledge of how
customers make money
on the customer portal.
18
PRACTICE
0C7:27<51CAB=;3@9<=E:3253
Customer Strategies
Customers often have clearly defined strategies for growth at the corporate, brand, and category
levels, with specific strategies for beverage merchandising and marketing.
Understanding your customer’s strategies will help you identify opportunities to use Coca-Cola
capabilities to create value in the most meaningful ways.
STRATEGIES
E xa m p l e s o f…
CORPORATE STRATEGIES
- Grow store count
(Domestic and International)
- Re-build/Protect/Market the XX Brand
- Re-energize the XX private brands
- Fill in the distribution gaps
- Communicate more effectively
and efficiently
- Work more closely with our partners to
grow sales
- Leverage the Institute to educate our stores
BRAND STRATEGIES
Brand Vision —
our goal is to build a recognized brand
that consumers trust.
XX Brand Personality —
Local community/ home town, folksy,
friendly, been around forever and reliable,
seen as an integral part of the community
XX is the preferred grocery
shopping experience, better
than any chain store
BEVERAGE STRATEGIES
2SZWdSÒ`SZSdO\baV]^^W\USf^S`WS\QS
and the right beverage solutions
=TTS`bVSPSdSÒUSdO`WSbg
shoppers seek
1]\\SQbeWbVbVS`WUVb]QQOaW]\a
2SZWdSàV]ÔPWZWbgeWbVµ^]W\ba
of inspiration” in store
2`WdSW\Q`S[S\bOZ^c`QVOaSa
sales and retail profits
19
PRACTICE
0C7:27<51CAB=;3@9<=E:3253
Stakeholder Roles and Decision Making
F
or any given decision your customer will make, it is likely that there are established roles that different members of the organization will play in that decision.
Understanding who plays what role in each key decision will help you know who to engage in your collaborative effort.
Decision
Maker
3dOZcOb]`
Individual who weighs all
information and options and
makes the final decision.
3abOPZWaVSa^`W]`WbWSa
Individual(s) or group that the
decision maker may involve to
evaluate a proposal.
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1O\aOgµgSa¶SdS\WT]bVSàO`SaOgW\Uµ\]¶
1O\aOgµ\]¶SdS\WT]bVSàO`SaOgW\UµgSa¶
1O\[OYS`SQ][[S\RObW]\a
;OgPSOPZSb]aOgµ\]¶b]g]cPcbQO\\]baOgµgSa¶
without approval
;OgPSW\d]ZdSROb`S_cSab]TRSQWaW]\[OYS`³
“what do you think?”
User
Individual(s) who “use” or
implement the “yes” decision.
CacOZZgbOYSaObOQbWQOZdWSedSàcaOabÒbSUWQ]\S
7aQ]\QS`\SRV]e^`]RcQbaO\RaS`dWQSaOTTSQbbVS[
;OgPS[]`SW[^ZS[S\bObW]\]`WS\bSR
1]OQV
Gatekeeper
Individual(s) with high knowledge
and credibility in the customer
organization that is motivated to
help you align the stakeholders.
7aOPZSO\ReWZZW\Ub]aVO`SW[^]`bO\bW\T]`[ObW]\O\RW\aWUVba
with you
Restricts access to other
key players.
1O\PZ]QYg]càbÒbSUgO\RZW[Wbg]c`STTSQbWdS\Saa
EO\bag]cb]acQQSSR
1O\PSSWbVSàcPbZS]`]dS`bO\RO\bOU]\WabWQ]`T`WS\RZg
20
PRACTICE
0C7:27<51CAB=;3@9<=E:3253
The Personal Profile
PERS
ONA
B
cWZRW\U^Sà]\OZ^`]¿ZSaT]`SOQV]TbVS
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L PR
OFIL
ES
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What
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al int
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lation
ship
with
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hey g
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ical,
once
or re
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lation
, ana
ship
lytica
orien
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ted i
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ir
with
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this
s and
You can download a
Personal Profile template from the…
21
STEWARDSHIP
AND RELATIONSHIP
BUILDING ROUTINES
abSeO`RaVW^(stü-әrd-ship) noun
µBVSQ]\RcQbW\Uac^S`dWaW\U]`bOYW\UQO`S]Ta][SbVW\U)especially:
bVSQO`STcZO\R`Sa^]\aWPZS]dSàWUVb]Ta][SbVW\US\b`cabSRb]]\S¸aQO`S¶
22
PRACTICE
STEWARDSHIP AND RELATIONSHIP BUILDING ROUTINES
Y
]cY\]ebVObg]ce]`YVO`RT]`
bVSacQQSaa]Tg]c`Qcab][S`¸a
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b][S`¸a]ÙO\WhObW]\O`S\¸bOeO`S
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bOYS\O\R`SacZbaQ`SObSR]\bVSW`
PSVOZT7bbOYSaO\]\U]W\UO\R
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Qcab][S`]TbVSW[ÔQbg]c
O`SVOdW\U]\bVSPcaW\Saa
Regular stewardship communication can be as simple as starting each meeting with a brief
discussion of actions taken on items discussed at the last meeting. It could be a review of the
results of a program that was implemented recently. Or it could be a formal meeting between senior
management to review our progress and relationship.
In each of these cases we demonstrate to the customer that we have listened and understand their
purposes, concerns, and circumstances; we make and meet commitments; and we implement solutions that create value for their business. We also uncover issues and can address them before they
damage the relationship. Stewardship builds trust with each individual in the customer’s organization
over time and is a powerful driver of enduring relationships and competitive advantage.
Stewardship is ongoing — at every opportunity, formal to informal. It occurs at multiple levels and
involves cross-functional team members. Stewardship should occur with every relationship, but, be
unique to the needs of each.
C
ustomers may be unaware of the things we do for them that impact
their business. Just as a little tag on your dry cleaning may point
out a “free service” provided of replacing a button — we should let
our clients know how we have listened and supported their
business goals.
23
PRACTICE
Stewardship Routines
@]cbW\SAbSeO`RaVW^1][[c\WQObW]\
AS\W]`;O\OUS[S\b3\UOUS[S\b
Most customers appreciate starting a meeting with a
recap of the progress that has been made on the topics
discussed on your last contact. These could include
resolution of important issues, results of a program we
have just implemented, or follow-up on a personal item.
This is an important step in building credibility and trust
in our commitments.
Meetings between senior management of the customer and Coca-Cola
are important opportunities for stewardship. A review of the recent progress
and results, followed by discussion of initiatives going forward, gives you an
opportunity to demonstrate the value we have created together and to surface questions and concerns about our performance and future actions. Good
questions are essential to a successful stewardship effort at any level. This is an
opportunity to “sell” the value we have delivered. But, most important, it is an
opportunity for us to hear how the customer feels about the relationship and
where they see opportunities for improvement.
24
PRACTICE
Developing A Coverage Plan
T
VSQ]dSÒUS^ZO\VSZâcac\RSàbO\ReV]eSaV]cZRPSQ]\\SQbW\UeWbVW\bVSQcab][S`¸a]ÙO\WhObW]\O\RV]eb]OZZ]QObS]c`bW[SO\R
]bVS``Sa]c`QSaOUOW\abbVOb^ZO\
/QQ]c\b;O\OUS`
1]dSÒUS>ZO\
AS\W]`;O\OUS[S\b
1]dSÒUS>ZO\
This identifies the call points (locations)
and people the account manager needs to
interact with on a regular basis to influence
key decisions regarding our business
with the customer.
This identifies how we can best connect
the senior management of the customer
and our system to enhance communication,
demonstrate the importance of the customer
to our overall business, and demonstrate
the focus and resources we are applying to
ensure their success. An important part of
this plan is assignment of a “Peer Executive”
in your management team for each of the
customer’s key senior managers. This is
the person in our system who will take
responsibility to connect personally with
that customer so they feel that they have a
senior level contact who is easily accessible
and understands and cares for their business.
This powerful connection between senior
managers is invaluable in times when major
decisions or issues arise.
You can download Coverage Plan
templates from the…
9Sg3dS\ba
These are the events through the course of
the year where our system engages with the
customer and provides a plan to activate key
relationships. These may include business
reviews, senior management meetings,
support of key customer events, and
relationship building activities.
You can download a
Key Events template from the…
25
CREATE
T
VSDOZcS>`]^]aWbW]\RS¿\SaOa^SQW¿Q]^
^]`bc\WbgT`][bVS^Sà^SQbWdS]TbVSQca
b][SÒ\R^]aWbW]\aOa]ZcbW]\W\bS`[abVObO`S
[]ab`SZSdO\bO\R[SO\W\UTcZb]
VWaPcaW\Saa
/ab`]\UDOZcS>`]^]aWbW]\WaSaaS\bWOZ
T]ÒacQQSaaTcZQ]ZZOP]ÒbW]\
93G>@/1B713A
4Ò[W\UbVS1cab][S`¸a=^^]`bc\Wbg
5S\SÒbW\UA]ZcbW]\a
/aaSaaW\UA]ZcbW]\a
TOOLS
Value Proposition
CREATE THE VALUE PROPOSITION
26
FRAMING THE
CUSTOMER’S
OPPORTUNITY
F
Ò[W\UbVS]^^]`bc\WbgPSUW\abVSRSdSZ]^[S\b]TOa^SQW¿Q
^ZO\^`]UÒ[]`^`]^]aOZeWbVbVSQcab][SÈVWZSbVS1]\\SQb
abS^]TbVS^`]QSaaWaOZZOP]cbPcWZRW\U]cÙS\SÒZY\]eZSRUS]T
bVSQcab][SÒ\RVWaPcaW\SaaVS`SeSO`SWRS\bWTgW\UOa^SQW¿Q
]^^]`bc\Wbgb]^càcS=\S]TbVS[]abRWT¿QcZbbVW\Uab]R]Wab]Z]]Y
ObbVSaS]^^]`bc\WbWSabV`]cUVbVS^Sà^SQbWdS]TbVSQcab][S`0cbWb
WaW[^]`bO\bbVObeSc\RSàbO\RSOQV]^^]`bc\WbgbV`]cUVbVSSgSa]T
bVSQcab][S`b]ORR`SaaWbSTTSQbWdSZg
27
PRACTICE
4@/;7<5B631CAB=;3@¸A=>>=@BC<7BG
Dimensionalizing the Gap
1`SObS5OÂbObS[S\ba
/\SSRWaOUO^PSbeSS\bVSQcab][S`¸a^`SaS\b
state and the desired state.
G]c^ZOgO\W[^]`bO\b`]ZSW\VSZ^W\UQcab][Sà
clearly identify their gaps — the more you know,
the more value you can add.
1cab][Sà;Og<SSRb]¬
7\Q`SOaS(Revenues, Traffic, Return on
Investment, Productivity
2SQ`SOaS(Costs, Employee Turnover,
Waste, Complaints
1`SObW\U1ZSO`5OÂbObS[S\ba
DOUcS>`]PZS[(
Need to improve sales
1ZSO`5OÂbObS[S\b(
Need to increase sales per square foot by 25%
3f^Z]`W\U7[^ZWQObW]\a]T
1Z]aW\UO5O^
1V]]aSOUO^b]Sf^Z]`S
3f^Z]`SbVS\SUObWdSW[^ZWQObW]\a]T\]bQZ]aW\U
the gap
3f^Z]`SbVS^]aWbWdSW[^ZWQObW]\a]TQZ]aW\U
the gap
28
PRACTICE
4@/;7<5B631CAB=;3@¸A=>>=@BC<7BG
Motivation and Criteria for Success
How important is this opportunity
to the customer?
What will it take
to motivate the customer’s organization to take action against this
opportunity?
What criteria
would the customers use to
judge the success of a solution
that addresses this opportunity?
29
GENERATING
SOLUTIONS
T
VS`SO`S[O\gOa^SQba]T]c`^`]RcQbaO\R
aS`dWQSabVObeSQO\ZSdSÒUSb]US\S`
ObSa]ZcbW]\aOUOW\abOQcab][S`]^^]`bc\Wbg
G]c`PÒ\RO\RQVO\\SZW\WbWObWdSaQO\OR
R`Saa[O\g]TbVS]^^]`bc\WbWSaT]Ù`]ebV
2S^S\RW\U]\bVSÀSfWPWZWbg]TbVS^`]UÒ[
a][SSZS[S\ba[WUVbPSbOWZ]`SRb][SSbbVS
a^SQW¿Q\SSRa]Tg]c`Qcab][S`
Collaborative Customer Relationship Model
Product and Services Framework
More information about the Collaborative Customer
Relationship model is available on the…
30
PRACTICE
GENERATING SOLUTIONS
Generating Solutions
SO M E O F THE CAPABILIT IES
YO U C A N L E V E R AG E F O R
G E N E R AT I N G S O L U T I O N S
r
e
p
p
o
h
S
s
t
h
g
i
s
In
Supply Chain,
Merchandising,
and Distribution
Shopper
Marketing
a
Revenue G nd
Managemreowth
nt
and
Pricing
ance
m
r
o
f
r
Pe
lytics
a
n
A
d
Spen
Retailer and
Competitive
Knowledge
Category
Analytics
and Planning
n
o
i
t
a
v
Inno
31
PRACTICE
4@/;7<5B631CAB=;3@¸A=>>=@BC<7BG
Generating Alternative Options and Trades
0`W\UW\U]\S¿fSRa]ZcbW]\b]ORR`SaaO\]^^]`bc\WbgWaÒ`SZgbVSPSabO^^`]OQV
3f^Z]`W\UOZbS`\ObWdSa]ZcbW]\a]`SZS[S\ba]TbVSa]ZcbW]\UWdSag]cOPSbbS`
QVO\QS]T¿\RW\UOU]]R¿bT]`bVSQcab][S`¸aPcaW\Saa
BVWaUWdSag]cbVSÀSfWPWZWbgb]`SOQbO\RORXcabb]WaacSaO\RQ]\QS`\aÒWaSRPg
bVSQcab][S`
BVSStrategic Negotiationsb]]Z^`]dWRSaOU]]R
TÒ[Se]`YT]`bVW\YW\UbV`]cUVbVSaS]^bW]\a
O\RV]ebVSge]cZRPSdOZcSRPgbVSQcab][S`
O\R]càgabS[
Find out more
about the Strategic Negotiations Tool
on pages 65-66. You can also download a
Negotiating for Value template from the…
32
ASSESSING THE
VALUE PROPOSITION
C
ÒTbW\UOQ][^SZZW\UDOZcS>`]^]aWbW]\WaOQ`WbWQOZabS^b]VSZ^Qcab][Sà
c\RSàbO\Rg]cà]ZcbW]\O\RV]eWbeWZZRSZWdS`dOZcSW\bS`[abVObO`S
W[^]`bO\bb]bVS[O\RbVSW`PcaW\SaaBVWa`S_cW`SaOU]]Rc\RSàbO\RW\U]T
V]ebVSa]ZcbW]\W[ÔQbaaV]^^S`PSVOdW]Ò\RQ]abaObbVS]cbZSbZSdSZb]
R`WdS`SacZbaT]`bVSQcab][SÒ\R]càgabS[
33
PRACTICE
ASSESSING THE VALUE PROPOSITION
Elements of a Strong Value Proposition
TS
BENEFIive (hard)
ES
R
FEATU
our
ts of y
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ed
propos e customer
t
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Find out more about the
Value Proposition Tool on pages 63-64.
You can also download a Value Proposition template from the…
fh
r
you
ed
r ne
et t
m
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ell
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or o
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34
ALIGN
the Stakeholders
S
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OZZ]QObS`Sa]c`QSaT]`SfSQcbW]\
93G>@/1B713A
2SdSZ]^W\UO\Influencing Plan
TOOLS
Influencing Plan
ALIGN THE STAKEHOLDERS
35
DEVELOPING AN
INFLUENCING PLAN
7\ÀcS\QSWaO\W[^]`bO\bÔ`b]TbVSQ]ZZOP]ÒbWdS^`]QSaa
@SaSO`QVaV]eabVObSTTSQbWdSW\ÀcS\QSàOQbWdSZgZ]]YT]`[cbcOZPS\S¿ba
O\Rb`gb]Q][[c\WQObSV]ebVSW`^]aWbW]\eWZZQ`SObSOeW\T]`SdS`g]\S
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R]W\Ua][SbVW\UbVObWa\]bU]]RT]`bVS[7bWa
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]TWRSOaVSO`W\UeVObbVSgVOdSb]aOg
ZWabS\W\UO\RaVO`W\Ug]c`]e\WRSOa
36
PRACTICE
DEVELOPING AN INFLUENCING PLAN
Key Elements of an Influencing Plan
T
VSInfluencing Plan eWZZVSZ^g]cWRS\bWTg^S]^ZS
eV]\SSRb]PSW\ÀcS\QSRT]ÒÔ`bWQcZO`RSQWaW]\
O^^`]OQVSag]cQO\bOYSb]W\ÀcS\QSbVS[]`V]eg]c
QO\[]RWTgg]c`^`]^]aOZb][OYSWb[]`SOQQS^bOPZS
b]bVS[
%93G3:3;3<BA of an Influencing Plan
A;/@B=PXSQbWdS
An objective that is
Specific, Measureable,
Actionable, Realistic, and
Time bound will help direct
your influencing effort.
Specific
Measurable
Actionable
Realistic
Timed
7\ÀcS\QS;O^
An Influence Map will help
you identify the people who
will be most influential in shaping the thinking of the decision
maker. The strength of each
relationship and the relative
power of each individual will
guide your efforts to influence.
37
PRACTICE
| CONTINUED |
4]Qca
The focus of each
individual should help you
identify their motivation
to support the initiative. If
these individuals are not
significantly motivated to
act, you will need to work
with them to position the
gap or opportunity in a
more compelling way.
38
PRACTICE
| CONTINUED |
/aac[SR6027®
BVW\YW\UAbgZS
Understanding your customers’
thinking styles will help you
identify the best way
to communicate and
position your proposal
with each person.
(For more information about
The HBDI® Whole Brain®
Thinking see pages 12-13.)
2`WdW\U4]`QSaO\R@SabÒW\W\U4]`QSa
Identifies features, benefits, or
other consequences of your proposal
that are perceived by this person as
favorable and “driving” them to support it or “restraining” them from
accepting it. Consider each person’s strategic, operating and
personal objectives and interests
and how
they might perceive them to
be affected by this proposal.
@SZObW]\aVW^]`3f^S`bWaS5Oâ
Identifies where you need to
secure assistance from someone with
a stronger relationship or to provide
expertise or information in a
particular area to assist in
gaining agreement.
Find out more about the Influencing
Plan Tool on pages 67-68.
You can also download an
Influencing Plan template from the…
39
PRACTICE
| CONTINUED |
1][[]\5`]c\RBOQbWQa
The following are approaches you can use to leverage the driving forces, minimize the
restraining forces, or increase the customer’s motivation to take action on a proposal.
✔ 7[^`]dSg]c`DOZcS
>`]^]aWbW]\(Your Influencing Plan will often help you
identify opportunities to
improve your Value Proposition to better match the
needs of the individuals
you are influencing.
✔ Ab`Saa[cbcOZPS\S¿ba(
Focus on mutual benefits
and gains of your proposal.
✔ /^^SOZb]RSS^dOZcSa(
Attach your proposal to the
deeply held values of those
you are trying to influence.
✔ 4]Qca]\bVSQ]aba]T
\]bOQbW\U( Emphasize
the potential costs of not
adopting your proposal.
✔ <ScbÒZWhS`SXSQbW]\a( Ask
for more than you’re likely to
get and, then, if a rejection
comes, settle for what you
really want. Doing this helps
clarify for the person you’re
influencing what he or she
should really want as well
(if you’ve identified this in
a genuinely mutual way).
✔ 4Ò[Sg]c`^]aWbW]\(
Downplay the weakest
parts of your position by
framing your proposal as
a stand-alone decision that
is not dependent on other
decisions. Play up the
strongest parts of your
position by connecting to
other, important decisions.
✔ 7\Q`SOaSbVSaQ]^S(
Broaden the range of issues
by including ones that matter to the individual.
✔ 2SÀSQbRO\US`]caWaacSa
c^T`]\b( Straight off, set
aside for later consideration
issues that can derail your
influencing effort, or ease
anxieties around these
issues by being explicit
about how you intend to
deal with them.
✔ 6SOR]TTZWYSZgQ]c\bS`
OÙc[S\ba( Offer the
arguments you expect
to hear and refute them
before they are raised
by the customer.
✔ :SdSÒUSg]c`W\ÀcS\QS(
Formulate your position
so that it not only convinces
those you are currently
trying to influence, but
can also be used by them
to convince others.
40
PRACTICE
Team Input Sessions
Y
]cÒaa]QWObSaQO\caSbVSW`Y\]eZSRUSO\RSf^S`WS\QS
b]VSZ^g]cW[^`]dSbVS_cOZWbg]Tg]c`DOZcS>`]^]
aWbW]\Influencing Plan]`Qcab][S`^`SaS\bObW]\SdS\
bV]cUVbVSg[OgVOdSdS`gZWbbZSRS^bV]TW\T]`[ObW]\]\
g]cà^SQW¿QQcab][S`]àWbcObW]\BVWaWaOQQ][^ZWaVSR
bV`]cUVOab`cQbc`SRPÒW\ab]`[W\UaSaaW]\ZSRPgbVSOQ
Q]c\b[O\OUS`BVS]cb^cbW\QZcRSaWRS\bW¿QObW]\]T\Sfb
abSâO\RW\T]`[ObW]\\SSRSRb]VSZ^g]cT]Qcag]c`
W[[SRWObSSTT]`ba[]ab^`]RcQbWdSZg
55 MINUTE Team Input Sessions
PROCESS
/aaS[PZSObSO[]T $Oaa]QWObSab]OaaWabg]cW\
a structured input session.
>`]dWRS^`S`SORW\U[ObS`WOZab]PSRWaQcaaSRW\bVS
session (i.e. the Value Proposition, the Influencing Plan
and/or the presentation).
>]abOÀW^QVO`baWhSQ]^g]TbVSTeam Input Worksheet
to capture input during the discussion.
ASZSQbO[]RSÒb]`b]VSZ^bVSU`]cÔRVS`Sb]
the process and timing.
AGENDA
Find out more about the Team Imput Tool
on page 69. You can also download a
Team Input template from the…
5 minutes:
Brief the team on the agenda and
ground rules for the session
5 minutes:
Highlight key points of the work to be
discussed. (i.e. the Value Proposition or
Influencing Plan)
10 minutes:
Answer questions from team members
15 minutes:
Brainstorm possible strengths, weaknesses, and additional information
needed (5 minutes each)
10 minutes:
Brainstorm ideas for solutions and action steps
10 minutes:
Account manager identifies the ideas
and action steps that they believe will
be most valuable in advancing their
work on this proposal.
B7>(During brainstorming the
key “rules” are: No questions, no
explanations. This will ensure the
session doesn’t drift into “problem
solving” mode.
<=B3(Brainstorming is NOT a
time for questions or discussion
regardless of how tempting it is
to discuss each idea or get more
background information to assess
if your idea is useful. This will
dramatically reduce the success
of this process!
The quality of the ideas is not
important at this stage. We are
trying to get as much divergent
thinking as possible. The moderator should capture each idea as
quickly as possible and move to
the next idea. Trust the process
and you will be rewarded with
a very effective way to tap the
expertise of your associates.
B]bOZ( ##[W\cbSa
41
PERSUASIVE
PRESENTATIONS
T
VSO`b]T^SàcOaW]\VOaPSS\abcRWSRT]`QS\bc`WSaO\ReVWZSSdS`gaWbcObW]\Wa
c\W_cSbVS`SWaOeSZZ^`]dS\O^^`]OQVbVObg]cQO\caSW\[O\g^`SaS\bObW]\
aWbcObW]\ab][]dSg]cÒcRWS\QSb]eO`RaOQQS^bO\QS]TO^`]^]aOZBVSÔbVg]c
b]]Yb]O\OZghSO\Ra]ZdST]ÒUO^]`]^^]`bc\WbgWa\SdS`bVSaO[SÔbVg]ceO\b
b]bOYSb]Q][[c\WQObSO\RPcWZRac^^]`bT]`g]cà]ZcbW]\
G]ceO\bb]Q`SObSS\SÙgO`]c\ROUO^]`]^^]`bc\Wbg
eWbVOQ][^SZZW\UQOaST]`bOYW\UOQbW]\OUOW\abWb
G]c`WRSOaV]cZRPSQZSO`ZgO\RaW[^ZgabObSR
T]ZZ]eSRPgbVSYSgSZS[S\ba]TV]eWbe]`Ya
4W\OZZgg]cac[[O`WhSbVSPS\S¿baO\RWRS\bWTgbVS
OQbW]\abVObeWZZ[]dSbVSWRSOb]W[^ZS[S\bObW]\
1cab][Sà^`STS`cab]PSQ`Wa^QZSOÒ\Rb]bVS
^]W\bW\]c`Q][[c\WQObW]\:Sb¸aPSY\]e\T]`
P`WSTVWUVW[ÔQb^`SaS\bObW]\abVOb[]bWdObS
]c`Qcab][Sàb]bOYSOQbW]\
42
PRACTICE
PERSUASIVE PRESENTATIONS
Persuasive Presentation Structure
BVWaWabVSQ`WbWQOZaSQbW]\bVObQ`SObSaOQ][^SZZW\U
QOaST]ÒQbW]\
Ab`S\UbVaeSOY\SaaPO``WSà
1c``S\bQ]\RWbW]\adaRSaW`SRabObS
CaSabVSQcab][S`¸a]e\ZO\UcOUSO\RTOQba
AW[^ZSQZSO`Q]\QWaS2]SaWb[SSbbVS\SSRa2]SaWbacUUSabOQbW]\2]SaWbQ][[c\WQObSbVSQ][^SZZW\UPS\S¿bEV]R]SaeVObeVS\eVS`S
5WdSOaacÒ\QSbVObWb¸a^ÒQbWQOZ
/\bWQWÔbS_cSabW]\aO\R]PXSQbW]\a
3\ac`Sc\RSàbO\RW\U
EVObWaRWTTS`S\b]`PSbbSÒP]cbWb>OQY^`WQSac^^]`b
@SW\T]`QSbVObbVSWRSOUWdSabVS[eVObbVSg\SSR
=TTSÒQV]WQS
5SbORSQWaW]\
AcUUSaba][SbVW\UeSQO\R]
CaSaWZS\QS
43
PRACTICE
Storyboarding
Ab]`gP]O`RW\UWaO^]e
S`TcZbSQV\W_cSb]PcWZR
O^SàcOaWdS^`SaS\bO
bW]\
STEP ONE is writing headlines that
tell your story. Post your slides on
a wall to see how the story flows.
You should be able to scan your
headlines and walk away with the
key ideas in the presentation.
AB3>BE=is to select the details
to support each headline: proof
points, facts, illustration,
or examples.
AB3>B6@33is to develop a simple and clear visual that supports
your headline and the points you
are making.
44
PRACTICE
Pre-Selling
T
hroughout your engagement with the customer, you want to
be testing your ideas and communication to get feedback
on what best fits the situation and what resonates most with
each person. This is often an informal one-on-one discussion
so ideas can be exchanged freely without the pressure of a big
audience. You will often get insights that will dramatically
improve your Value Proposition and communication.
7b QO\ PS bVS []ab W[^]`bO\b ^VOaS ]T g]c` Q]ZZOP]ÒbW]\
In the best cases, you will walk into a group presentation
with 100% confidence that each of the attendees is ready to
support your proposal. Your final presentation will confirm
the consensus you have built with the audience
members and move you quickly to the
implementation phase.
>@3A3::>:/<A
Pre-Sell Plans identify
the next steps to advance
your proposal.
Consider…
Information you need to obtain.
Barriers you need to address or
resolve.
Coaching sessions you need
to schedule with customer or
Coca-Cola associates to improve
your position.
Contacts you need to make to
advance your initiative.
Associates or other people in the
customer’s organization you can
leverage to advance your position.
Actions you can take to improve
your Value Proposition.
45
PRACTICE
Closing
CLOSE TYPES
TRIAL CLOSE
Check if customer is ready to buy: “If we can agree on delivery dates today,
we should be able to meet your deadlines for your…”
SUMMARY CLOSE
Summarize the key points and recommend action:
“So to summarize the Key Points from this proposal…”
“Have I missed anything? Well, in which case, I suggest…”
ASSUMED CLOSE
After the presentation, close (confident) straight away:
“In view of our discussions, I’ll arrange for two pallets to be delivered...”
ALTERNATIVE CLOSE
Give the customer a choice: “…will it be implemented this month or next?”
SPECIAL
“If you order today, it will be at pre-increase prices.”
PRESSURE
“If you do not order today, I cannot guarantee delivery.”
THIRD PARTY
Remember…
Reference the competition: “Redz on High Street have listed it.”
Offer a choice
CONCESSION
Get a decision
“Instead of four displays, I’ll order two per store.”
SILENCE
Need we say more?
Suggest something we can do
Use silence
46
PRACTICE
Handling Objections
/\]PXSQbW]\WaOQbcOZZgO\
]^^]`bc\Wbgb][]dSbVS
aOZST]èO`R
TECHNIQUES for handling objections…
LISTEN
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Misconicism
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Real c
PROBE
CaSTc\\SZW\U_cSabW]\ab]c\RSàbO\RbVSWaacS
and determine others
RESTATE
@SabObSbVS]PXSQbW]\(
“So what you are saying is...”
OVERCOME
;Wac\RSàbO\RW\U! overcome
@SOZ]PXSQbW]\! outweigh
CLOSE
CaSbVSQZ]aW\UbSQV\W_cSa
/:E/GA933>1/:;
47
EXECUTE
for Results
W
VWZS[O\g^S]^ZSO`SW\d]ZdSRW\
bVSSfSQcbW]\]TO^ZO\^`]UÒ[
]`^`]^]aOZg]cVOdSOYSg`]ZSW\SfSQcbW]\
ZSORSàVWÔ\ROQQ]c\bOPWZWbg3fSQcbW\UT]`
@SacZbaQO\\SdS`PSbOYS\T]ÙÒ\bSRW\bVWa
PcaW\SaaeVS`S]^SÒbW]\aO`Sa]Q`WbWQOZT]`
P]bVbVSQcab][SÒ\R]càgabS[
93G>@/1B713A
3fSQcbW]\>ZO\\W\U
AgabS[1][[c\WQObW]\
3fSQcbW]\/cRWba
3dOZcObW]\]T@SacZba
TOOLS
Execution Plan
Program Evaluation
EXECUTE FOR RESULTS
48
PRACTICE
EXECUTE FOR RESULTS
Execution Planning
S
ome programs require very little attention from you for
execution planning because they are standard programs
with well developed systems in place for execution. Place
the order, and the system takes care of the rest!
Many programs do require careful attention to planning
and communicating the details for execution. Point of
sale materials need to be developed, approved, produced,
distributed, and installed. Merchandising equipment needs
to be customized, purchased, and delivered. Special displays need to be designed and built. This will require careful
attention to project management.
>`]UÒ[RSaQ`W^bW]\(Everyone who touches a part of the
program will need to have an understanding of how their
component fits into the overall program.
AcQQSaaTOQb]à(What will success look like for the system
and the customer? What is our sales target? What timing
considerations are important? What are the cost and quality
expectations?
2SZWdSÒPZSa(What are the key elements that need to be
developed to execute this program?
;WZSab]\Sa(What are the key
steps to create each deliverable?
Who is responsible for each step?
What is the expected timing?
Remember…
Good communication of your execution plan to those
involved in delivering the program will improve your
productivity as a team and make it easier to deliver
a successful result for the customer and the system.
Find out more
about the Execution Plan Tool on
page 70. You can also download a
Execution Plan template from the…
49
PRACTICE
EXECUTE FOR RESULTS
System Communication
G
reat execution requires timely and thorough communication to everyone involved in getting it right at the point of sale.
This is the moment of truth for creating value with the shopper and for the customer.
THE BEST COMMUNICATION INCLUDES THREE KEY ELEMENTS:
The message to the right people
Answers the key questions
A “picture of success”
It is critical to understand how your program will be
executed in the system. Who will be involved? What
task are they responsible for? What is the best channel of communication to reach them? How does this
communication need to be coordinated with other
execution communication they are receiving? What
role is the customer committed to play in completing the execution? What is the customer’s process
for execution communication? How can you use that
process to help you be more effective?
People want to know Who, What, How, When,
Where, and Why. Making sure your communication
covers all of these details will improve their understanding of what needs to be done and how it will
impact the business. That will help them give it the
attention it deserves in the face of the many things
they need to accomplish on an outlet visit.
A visual gives the person responsible for execution a
clear picture of what successful execution looks like.
Great execution is all about attention to detail, and a
good visual can communicate the details in a quick
and efficient way. It also helps associates understand
how the program fits in with the other elements in
the outlet.
50
PRACTICE
EXECUTE FOR RESULTS
Execution Audits
T
he age old maxim is “Inspect what
you Expect”. Execution audits can
be as simple as a store visit to observe
how the execution of your program
looks under normal market conditions.
You can learn a lot from talking to shoppers, customers, and system personnel
about how it is working, how shoppers
are responding, and what ideas they
have to improve future efforts.
Many markets have implemented our global process, RED or Right Execution
Daily. In those markets, the
execution audit is a formal
part of everyday business
and provides invaluable
data on the level of execution for key initiatives or
execution elements across
the markets. Reports generated from the RED process
can be used to identify gaps and
make immediate corrections in the market.
When the execution results are combined with
business results, the value of each execution
element can be clearly demonstrated. RED is
a powerful tool to improve execution in a systematic approach.
Your time in the market is an important opportunity to look beyond execution of your
specific program and scan the environment
for new opportunities for your customer or our
system in the marketplace.
Some questions to consider:
What opportunities can you see from a
shopper or consumer perspective?
What strategies and tactics appear to be working or not working?
What are the threats or risks to our business?
How effective is our route
to market in supporting
our execution goals?
Remember…
The insights you will get from
those on the front lines will be
invaluable in building your understanding of what worked and
what could be improved.
51
PRACTICE
EXECUTE FOR RESULTS
Evaluation of Results
W
e often miss one of our most important opportunities to build trust and elevate our relationship with our customers! That is the opportunity to make
them aware of the results of our programs and the value
created for their business. Evaluating results, and
sharing those results with the customer, is one of the highest
leverage activities in Collaborating for Value. This is how we
demonstrate that we meet our commitments and bring meaningful value to their business.
How did our execution measure up against the
criteria for success that we established at the
beginning of our program?
What results were created, both in “hard” metrics
and the “soft” benefits, against the operating and
strategic needs?
What did we learn in the process? What would we
do differently to improve execution and results?
Find out more
about the Program Evaluation Tool on
page 71. You can also download a
Program Evaluation template from the…
Remember…
If this sounds like “Stewardship,” that’s because
it is. This is one of the most important stewardship
responsibilities we have. And it will separate you
from your competition in a very meaningful way.
52
TOOLS AND
TRAINING
for Collaborating for Value
/dO`WSbg]Tb]]ZaO\RbÒW\W\UO`SOdOWZOPZSb]VSZ^g]cW[^ZS[S\bCollaborating For Value eWbVg]c`
Qcab][SàBVS[]abacQQSaaTcZW[^ZS[S\bObW]\T]ZZ]eaO^`]dS\O^^`]OQV(
1
4
2
5
Implementation is by team or operating units
so that the customer managers in these groups
are all operating on the same system.
Customer Management Leaders become subject matter experts on Collaborating for Value
and are active in teaching, leading, and reinforcing implementation.
A variety of training resources — including
classroom training, on-line resources, and
books — are used by each associate to master
each of the practices in Collaborating For Value.
Teams set aside time periodically to practice
key skills to maintain a high level of proficiency.
3
The tools are integrated into the regular operating processes and management routines
for each customer team so they become part of
how your group does business on a day in and day
out basis.
53
SECTION
TOOLS & TRAINING
RESOURCE
Customer Portal
Find more
information
online at
ko.com/customerportal
54
SECTION
TOOLS & TRAINING
RESOURCE
Comprehensive and Flexible Training Options
T
he comprehensive
training curriculum
follows the Collaborating
for Value four-step process
and is organized into nine
modules.
Training modules have
been built from best practice sources, including
existing and new material, which will be tailored
to meet different market
needs and customer situations.
CONNECT
CREATE
the Stakeholders
ALIGN
EXECUTE
"4Ò[W\UbVS1cab][S`¸a
=^^]`bc\Wbg
%2SdSZ]^W\UO\
7\ÀcS\QW\U>ZO\
'3fSQcbW]\:SORSàVW^
O\R/QQ]c\bOPWZWbg
#5S\SÒbW\UA]ZcbW]\a
&>SàcOaWdS>`SaS\bObW]\a
with the Customer
0cWZRW\U1cab][S`
9\]eZSRUS
!AbSeO`RaVW^@SZObW]\aVW^
0cWZRW\U@]cbW\Sa
$/aaSaaW\UbVSDOZcS
>`]^]aWbW]\
TOOLS COVERED
TOOLS COVERED
Meeting Plan
Meeting Report
Connection Bank
Value Proposition
Negotiation Worksheet
TOOLS COVERED
Influencing Plan
for Results
TOOLS COVERED
Execution Plan
Program Evaluation
Each training event will
cover the fundamental
process and teach the
suite of tools outlined in
this book. Training events
are two-to-four days,
depending on
content selected.
55
SECTION
TOOLS & TRAINING
RESOURCE
Additional Training and Resources
3f^S`bBÒW\W\U=^bW]\a
Ac^^]`bW\UCollaborating for Value
6S``[O\\0ÒW\2][W\O\QS7\ab`c[S\b®
(HBDI®O\REV]ZS0ÒW\®BVW\YW\UAbgZSa
Learn more about your own Thinking Style by
completing the 120 question HBDI® online survey.
Herrmann International
will provide a quick on-line
diagnostic and e-learning
simulation experience to
help you better understand your own thinking
styles and how they affect
our interactions with others. Certified consultant-led
workshops are available to give
you and your team in-depth experience in applying Whole Brain® thinking to working with your customers and
within your own group.
1]QO1]ZOC\WdSàWbg Training for Account Managers
3:SO`\W\U
E]`YaV]â
=dS`dWSeb]1]ZZOP]ÒbW\UeWbV1cab][Sà
1cab][S`0caW\Saa>ZO\\W\U
0OaWQ1cab][S`;ObV
AV]^^S`2`WdS\1ObSU]`g;O\OUS[S\b
/RdO\QSR1cab][S`;ObV
>`]TSaaW]\OZAOZSa1OZZ
@SbOWZS`3Q]\][WQa
7\=cbZSb/QbWdObW]\
/RdO\QSR@SbOWZS`3Q]\][WQa
1][[S`QWOZ@5;AW[cZObW]\
;D71cab][S`1OaSAbcRWSa
4]c\RObW]\a]T<SU]bWObW]\a
AbÒbSUWQ<SU]bWObW]\a
/RRWbW]\OZW\T]`[ObW]\]\bVSe]`YaV]â
O\R3:SO`\W\UWaOdOWZOPZS]\bVS¬
1]ZZOP]ÒbW]\AYWZZaeWbV
1]\dSàO\bA]ZcbW]\a::1
Conversant Solutions, LLC. is a world class resource in effective collaboration and negotiations.
Customized workshops can help you learn how to
engage your customer effectively to learn about
their purposes, concerns, and interests and to optimize your capability to handle a variety of negotiating situations effectively.
Contact your human resources or Coca-Cola University representative for assistance in
accessing these resources.
56
SECTION
TOOLS & TRAINING
RESOURCE
Recommended Reading
CONNECT with the Customer
BVS1][[c\WQObW]\
Catalyst
by Mickey Connolly and
Richard Rianoshek, Ph.D.
1]\QS^bcOZASZZW\U
by Stephen Heinman and
Diane Sanchez
BVSEV]ZS0ÒW\
Business Book
by Ned Herrmann
CREATE the Value Proposition
AbÒbSUWQ<SU]bWObW]\
by Brian J. Dietmeyer
ALIGN the Stakeholders
AbÒbSUWQASZZW\U
by Stephen Heiman
and Tad Tuleja
EXECUTE for Results
3fSQcbW]\BVS2WaQW^ZW\S
]T5SbbW\UBVW\Ua2]\S
by Larry Bossidy and
Ram Charan
A^SOYO\R5Sb@SacZba
by Sandy Linver
;ORSb]AbWQY
by Chip Heath and
Dan Heath
0Sg]\R0cZZSb>]W\ba
by Cliff Atkinson
57
TOOLS FOR
BVSCollaborating For Value b]]ZaO`SRSaWU\SRb](
Help you learn and apply the key concepts
in each step.
Provide a reminder of things to consider in
working on specific customer situations.
Help you plan and communicate with other
system associates and your manager.
Use your judgement to apply each tool where and
when needed to get the job done.
58
SECTION
TOOLS & TRAINING
TOOL
Meeting Plan
E6G7B¸A7;>=@B/<B
The Meeting Plan will
help you plan a productive meeting and effective communication
with your customer. It will
also help you coordinate
the meeting plans
when there are other
Coca-Cola associates
with you. It will help you
identify how you can
advance your collaboration in a way that is most
relevant and effective
with the specific people
you are meeting.
WHEN TO USE IT
You should use the
Meeting Plan for any
customer meeting to
prepare you and your
associates for a productive discussion.
MORE INFORMATION
See page 14 for more
information about
preparing and using
a Meeting Plan.
Download a Meeting Plan
MEETING PLAN B==:7<1:C23A(
A31B7=<(>c`^]aS]T;SSbW\U
A
B
A
B
C
D
E
F
EVObWabVS^c`^]aST]`bVWa[SSbW\U-
How does it help you advance our business and relationship
with this customer?
EVgeWZZbVSQcab][SèO\bb]ObbS\RbVWa[SSbW\U-
It is important to plan our meetings to address issues that are
important and of interest to our customers. This will ensure that
they look forward to your meeting and commit the time needed
to make it successful.
C
EVObOU`SS[S\baO\ROQbW]\abSâO`SRSaW`SR-
What is a realistic expectation for agreements or commitments you plan to secure from the customer at this meeting?
Are you looking for agreement about a need or opportunity? The
results of a program that was implemented? Input to a proposal
for a new program? What actions do you want them to agree to
take at the end of the meeting? This will focus your meeting on
making reasonable progress toward advancing the collaboration
with the customer.
D
EVObR]g]ceO\bb]ZSO`\-
G
Every call is an opportunity to learn more about the customer’s business, needs and opportunities, attitudes toward our
support for their business, and other items. This is where you identify the things you need to know more about to advance your
objective with the customer.
SECTION (1cab][S`/bbS\RSSa
E
0cgS`@]ZS@SZObWdSb]bVSOU`SS[S\bag]c
RSaW`ST`][bVWa[SSbW\U
Identify the role of each attendee relative to the specific initiative
you are advancing at this meeting. This can be decision maker,
user, evaluator, gate keeper, or coach. This will influence the kind
of discussion you want to have in the meeting. (See page 21 for
more information.)
F
1cab][S`¸a1c``S\b/aac[^bW]\aT]`;SSbW\U
What are the customer’s current assumptions about the discussion topic or agreements you will be seeking from this meeting?
SECTION !(1]QO1]ZO/bbS\RSSaO\R@]ZSa
G
/bbS\RSS¸a@]ZSa
For calls with multiple attendees, it is helpful to coordinate the
role each will play in the meeting. What topics will each person lead
in the presentation and discussion? Who will be responsible to probe
for each of the things you hope to learn? Who will be responsible for
reinforcing key points with further examples, experiences, etc.? This
gives each attendee a clear role in making the meeting a success.
Use a number (from Customer Attendee section) to indicate the
customer that each Coca-Cola attendee should have primary responsibility for covering during the meeting.
59
SECTION
TOOLS & TRAINING
TOOL
Meeting Plan
| CONTINUED |
SECTION "(9Sg1][[c\WQObW]\>]W\ba
O\R;SSbW\U4Z]e
H
This is your outline of the key topics and communication points you want
to make in the meeting. What do you need to communicate to reach consensus on the agreements and action steps you desire from this meeting?
SECTION #(>]aaWPZS1cab][S`=PXSQbW]\a
I
1cab][S`\SSR]`^]W\b]TdWSe
J
>]aaWPZS`Sa^]\aSa
H
What issues or objections do you expect your customer may raise during the discussion about
your proposal?
How will you respond to these issues or barriers?
SECTION $(7bW\SÒ`g:]UWabWQa
9
This is a place to capture the logistical details to make sure that everyone understands where to be to support the meeting.
I
J
9
60
SECTION
TOOLS & TRAINING
TOOL
Meeting Report
E6G7B¸A7;>=@B/<B
The Meeting Report allows you to communicate
with the customer and the Coca-Cola system associates to confirm the progress you have made with
each discussion. It communicates that you have
listened to the customer’s issues and concerns.
It confirms the areas where you and the customer
are aligned and in agreement. And it communicates
your commitment to implementing the steps needed to move forward.
This can be one of the most important tools to
build your relationship and success with your
customer over time. Your customer and your
associates will appreciate the clear communication
of responsibilities and timing for action items.
WHEN TO USE IT
The Meeting Report should be used after every
discussion with the customer. It should be a very
brief recap of the key items and not a repetition
of everything presented and discussed on a call.
The format of the report can be adapted to create
an email or letter to the customer as appropriate.
MORE INFORMATION
See page 15 for more information
about preparing and using a
Meeting Report.
Download a Meeting Report
MEETING REPORT
7<1:C23A(
/`SOa]T/U`SS[S\b
This section captures
the key points of agreement from your discussion
with the customer. This
could include key points
from your presentation or
points the customer raised
that you support. This
is important to capture
the progress in your collaboration. Of course, key
customer or Coca-Cola
commitments (i.e
acceptance of a proposal
or agreement to provide
specific levels of support)
are also captured here.
A
A
B
C
B 7aacSab]/RR`Saa
This is a place to capture issues related to the disIdea...
Use the Meeting
Report format to
create a letter or
email to your
customer for a
more personal
communication.
cussion where additional work or investigation is required. Usually, these issues will have some immediate
actions identified to address them in the action items.
C /QbW]\7bS[a
This section identifies the actions (what, who,and
by when) that will begin implementation behind agreements or resolution of issues. This is not a repetition
of the prior sections, but the specific actions required
to advance.
61
SECTION
TOOLS & TRAINING
TOOL
E6G7B¸A7;>=@B/<B
The Customer Connection Bank helps us gather
information about the
customer’s business and
organization to better
understand their strategies, how they make
money, and who we need
to connect with to work
effectively with that organization.
WHEN TO USE IT
Update the Customer
Connection Bank regularly as your customer’s
business or organization
evolves. This is especially
helpful as a first step in
the development of business plans.
CUSTOMER CONNECTION BANK
7<1:C23A(
Executive Briefing
Customer Snapshot
9Sg4OQba
=^SÒbW]\a
9SgAV]^^S`7\aWUVba
AOZSa
Overview of
Business Model
Financial Model
Customer Strategy
1]`^]ÒbSAbÒbSUWSa
0Ò\RAbÒbSUWSa
;O`YSbW\UO\R;S`QVO\RWaW\UAbÒbSUWSa
Customer’s View of Coca-Cola
1cab][S`¸a3f^SQbObW]\a
9=Ab`S\UbVa
9=ESOY\SaaSa
9Sg7aacSa
Customer Organization
=ÙO\WhObW]\1VO`b
1OZZ>]W\ba
Buyers and Roles
Account Manager
Coverage Plan
Senior Manager
Coverage Plan
Key Meetings & Events
Download a
Customer Contacts
Personal Profile
Sheets
62
SECTION
TOOLS & TRAINING
TOOL
Value Proposition
E6G7B¸A7;>=@B/<B
The Value Proposition
worksheet is designed
to help you identify and
analyze actual customer
needs and evaluate your
proposed solution.
WHEN TO USE IT
This worksheet should be
used as you are developing a proposal to address
a specific customer need
or when you are reviewing a proposed program
for system alignment.
VALUE PROPOSITION B==:7<1:C23A(
A
1cab][S`\SSR]^^]`bc\Wbg]ÙO^
What need or opportunity have you
identified with the customer or through
your assessment? (Page 29)
B
EVObeWZZ[]bWdObSbVSQcab][S`
b]bOYSOQbW]\OUOW\abbVWa\SSR-
C
/ZbS`\ObWdS]`Q][^SbWbWdS
a]ZcbW]\aPSW\UQ]\aWRS`SR
This information helps us determine what
conditions have to be met to get the customer to
make a decision on a proposal related to this need or
opportunity. (Page 30)
What other solutions is the customer
considering related to this opportunity?
Is there likely to be a competitive offer?
D
CÙS\Qgb]¿ZZbVWa\SSR-
E
1cab][S`Q`WbS`WOT]Ò
acQQSaaTcZa]ZcbW]\
F
7aacSa]``WaYab]Q]\aWRS`
How important is this particular need or opportunity to the customer? This will be important to help
understand how motivated the customer will be to act
on a solution.
How does the customer define the success of the
proposal in meeting this need? Are there specific
measures and values (e.g., X% margin) that will be
considered?
What will the customer gain by
implementing this solution? What are
the hard costs and benefits? The soft
costs and benefits?
Download a
Value Proposition Worksheet
from the…
A
G
3f^SQbSR[WZSab]\SaT]`Qcab][S`¸a
RSQWaW]\[OYW\UO\RW[^ZS[S\bObW]\
B
C
E
F
D
G
Note any time requirements or specific steps that the
customer has identified for developing and finalizing
agreement to a solution (e.g., executive committee
meeting, request for proposal, sales meeting).
63
SECTION
TOOLS & TRAINING
TOOL
Value Proposition
| CONTINUED |
MORE INFORMATION
See page 41 for
more information
about solution
assessments.
H
2SaQ`W^bW]\]Ta]ZcbW]\
Write a brief, specific summary of the
solution you are proposing. This follows the
same guidelines as “the big idea” found in the
persuasive presentation outline. (Page 45)
I
J
H
4SObc`Sa
These are the specific elements of your proposed solution – what the customer will get.
0S\S¿ba
Describe the quantitative (hard) and qualitative (soft) benefits the customer is likely to
realize from implementing your solution. These
should address
factors that are important to the customer like
profitability, value of their brand, etc.
9
6]eR]SabVWaa]ZcbW]\[ObQVbVS
Qcab][S`¸aQ`WbS`WOT]àcQQSaa-
L
DOZcSb]1]QO1]ZO
This is your assessment of how well your
proposal
fits with the criteria that your customer has
for a
successful solution. Strengths are areas where
your
solution meets or exceeds these criteria.
Weaknesses are areas that fall short.
I
J
9
L
These are the hard and soft benefits of
this proposal for the Coca-Cola system. This
includes the revenue, volume, profit, market
share, or other variables that are important to
success for our system.
M
6]eR]SabVWaa]ZcbW]\Q][Ô`Sb]
Q][^SbWbWdSOZbS`\ObWdSa-
M
This is a comparison of the value created by
your proposal to the competitive alternatives
the customer may be considering. It is important to view this through the eyes of your
customer to determine how well your proposal
will compare to these alternatives.
64
SECTION
TOOLS & TRAINING
TOOL
A
E6G7B¸A7;>=@B/<B
Understanding the options you have to create
a successful solution for
your customer enhances
your chances for success.
WHEN TO USE IT
Use this blueprint to help
you develop alternative
value propositions that
will align stakeholders
on the best fit for their
needs.
B
NEGOTIATING BLUEPRINT
B==:7<1:C23A(
A
1]\aS_cS\QSa]T\]OU`SS[S\b
T]`ca
If we don’t reach agreement with the customer,
what consequences will we face?
6O`RQ]abaO\RPS\S¿ba
What is the dollar value of the “hard costs and
benefits” to us of losing this deal?
A]TbQ]abaO\RPS\S¿ba
What is the value of the “soft costs and benefits”
to us of losing this deal (for example, risk, relationships, politics, quality)?
B
BÒRSa³]càWRS
List items, in order by priority that we would
like to gain from this negotiation, or that we can
use as trades. Indicate why we want these items,
including any underlying interests we have. Indicate the range in value of these items. Title each
MEO to be meaningful to the customer.
Consider all terms, conditions, products, and services that could be elements of a solution?
C
;cZbW^ZSS_cOZ]TTSà;3=
Identify multiple equal offers that create value for both sides. Multiple equal offers are offers
that are of approximately equal value to you, but
provide varying value to the other side. Title each
offer and list the items included. Attach a separate
sheet if you need space for more than three offers.
Be sure your offers exceed each side’s consequences of no agreement.
Download a
from the…
C
THE NEGOTIATING BLUEPRINT TOOL CONTINUES
ON THE NEXT PAGE
<=B3(The Negotiating BlueprintQ]\bS\bO\RZOg]cbWa^`]^S`bg]TBVW\Y7\Q &BVW\Y7\Q
Making copies without written permission of the copyright owner is prohibited.
65
SECTION
TOOLS & TRAINING
TOOL
| CONTINUED |
D
D
>`W]`WbWhSR7bS[abÒRSa
T]`bVS[
E
;cZbW^ZSS_cOZ]TTSà;3=
E
List items, in order by priority that the
customer would like to gain from this
negotiation, or that might be used as
trades. Indicate why the customer wants these items,
including any underlying
interests you believe exist. Indicate the range in value
of these items.
Identify multiple equal offers that create value
for both sides. Multiple equal offers are offers that
are of approximately equal value to you, but provide
varying value to the other side. Title each offer and
list the items included. Attach a separate sheet if you
need space for more than three offers. Be sure your
offers exceed each side’s consequences of no agreement.
<=B3(The Negotiating BlueprintQ]\bS\bO\RZOg]cbWa^`]^S`bg]TBVW\Y7\Q &BVW\Y7\Q
Making copies without written permission of the copyright owner is prohibited.
66
SECTION
TOOLS & TRAINING
TOOL
Influencing Plan
E6G7B¸A7;>=@B/<B
This will help you identify people who can be
influential in a particular
decision and approaches
you can take to influence
them.
WHEN TO USE IT
The Influencing Plan can
be used for any situation
where you are trying to
align one or more stakeholders to a specific
proposal.
INFLUENCING PLAN TOOL
7<1:C23A(
SECTION 1(7\ÀcS\QS;O^
A
A
A;/@B=PXSQbWdS(Page 37)
What specific objective do you
want to accomplish with this sale to
the customer?
S: Specific
M: Measurable
A: Actionable
R: Realistic
T: Time bound
B
B
7\ÀcS\QS;O^ (Page 37)
Identify the people in the customer’s
organization who are involved in evaluating, approving, and using this solution, as
well as other individuals who are likely to
influence thinking on this proposal. Add/
delete boxes for names as needed. Draw
solid or dotted lines between each of
these individuals to describe the degree
or level of influence between each of
these individuals. Position individuals
higher or lower on the page to illustrate
their relative power in this decision.
A31B7=< (AbOYSV]ZRS`
/aaSaa[S\bO\R/QbW]\>ZO\
C
<O[Sa
List the customer contacts who
are most involved in the decision making
process for your proposed solution.
C
D
D
Download an
Influence Plan template
from the…
@]ZSa (Page 20)
Specify each buyer’s role in making
this decision:
2SQWaW]\[OYS`
3dOZcOb]`
CaS`
1]OQV
5ObSYSS^S`
67
SECTION
TOOLS & TRAINING
TOOL
Influencing Plan
| CONTINUED |
E
E
4]Qca (Page 38)
How does each person perceive the gap or opportunity you are addressing? (Note: An individual takes action when a perceived performance
gap exists, your solution closes or eliminates this gap, and the individual
benefits by taking this action to close the gap.)
F
G
Growth: Your solution is perceived to accelerate business results. Comments with action verbs like better, faster, or increasing often indicate an
individual with a Growth focus.
H
Trouble: Your solution is perceived to fix a problem or eliminate a barrier.
An individual reaching this conclusion is generally most receptive to taking immediate action to eliminate the trouble source.
I
J
Stay the Course: Your solution is not perceived to be compelling enough
for the key player maker to take action at this time. An individual in Stay
the Course is resistant to change and unless a gap is identified, no action
will be taken.
9
Over Confident: Your solution is perceived as a deterrent and could impede progress or create problems. This may be a defense posture taken
by an individual to avoid taking action and requires effective listening.
F
G
H
I
/aac[SRBVW\YW\UAbgZS(Pages 12-13)
Specify the predominant thinking style of each buyer:
1]\QS^bcOZ(Idea oriented
>ÒQbWQOZ(Action oriented
/\OZgbWQOZ(Fact oriented
@SZObW]\OZ(People oriented
2`WdW\UT]`QSa(Page 39)
What forces will influence this buyer to favor your proposal?
Consider the strategic, operating, and personal objectives and interests.
@SabÒW\W\UT]`QSa
What forces will influence this buyer to resist accepting your proposal?
@SZObW]\aVW^]`3f^S`bWaS5Oâ
What experts or credible sources of information are needed to add credibility to your proposal for this buyer?
Do you need to develop a stronger relationship or engage someone with a
stronger relationship with this buyer to assist in influencing him or her?
J
1][[]\5`]c\RBOQbWQa(Page 40)
Which common ground tactics will be most relevant to influencing this buyer?
7[^`]dSg]c`DOZcS>`]^]aWbW]\
4Ò[Sg]c`^]aWbW]\
Ab`Saa[cbcOZPS\S¿ba
7\Q`SOaSbVSaQ]^S
/^^SOZb]RSS^dOZcSa
2SÀSQbRO\US`]caWaacSac^T`]\b
4]Qca]\Q]aba]T\]bR]W\U 6SOR]TTZWYSZgQ]c\bSÒÙc[S\ba
<ScbÒZWhS`SXSQbW]\a :SdSÒUSg]c`W\ÀcS\QS
9
/QbW]\O\R>`SASZZ>ZO\a
What are the next steps to advance your proposal with the customer? Consider:
7\T]`[ObW]\g]c\SSRb]]PbOW\
0O``WSàg]c\SSRb]ORR`Saa]``Sa]ZdS
1]OQVW\UaSaaW]\ag]c\SSRb]aQVSRcZSeWbVSWbVS`bVSQcab][S`]`1]QO1]ZO
associates to improve your position.
;SSbW\UaO\R^`SaS\bObW]\ab]PcgSàbVObeWZZORdO\QSg]c`W\WbWObWdS
/aa]QWObSa]`]bVS`^S]^ZSW\bVSQcab][S`¸a]ÙO\WhObW]\g]cQO\ZSdSÒUS
to advance your position.
68
SECTION
TOOLS & TRAINING
TOOL
E6G7B¸A7;>=@B/<B
Your associates can use
their knowledge and
experience to help you
improve the quality of
your Value Proposition, Influencing Plan, or
customer presentation,
even though they may
have very little depth of
information on your specific customer or situation. This is accomplished
through a structured
brainstorming session led
by the account manager.
The output includes identification of next steps
and information needed
to help you focus your
immediate efforts most
productively.
MORE INFORMATION
information about Team
Input Worksessions.
WHEN TO USE IT
Use it with a team of
associates at any point
in the development of
a Value Proposition,
Influencing Plan, or
presentation to help you
get ideas to improve your
chances for success.
Download a
Team Input template
from the…
69
SECTION
TOOLS & TRAINING
TOOL
Execution Plan
E6G7B¸A7;>=@B/<B
A written plan will ensure
that your solution is implemented and executed
according to plan and
as smoothly as possible.
It is in execution where
credibility is either enhanced or destroyed.
A
B
WHEN TO USE IT
Use the Execution Plan
when you are planning
the key steps for successful execution and
for communicating to
other associates working
on the program.
C
MORE INFORMATION
information about
Execution Plans.
EXECUTION PLAN TOOL INCLUDES
Download an
Execution Plan
A
B
7\WbWObWdS2SaQ`W^bW]\
Brief description of the initiative and key execution elements.
9SgAcQQSaa4OQb]à
What measures will be used to judge the success of the
execution of this initiative? Be sure to consider both the customer
and system points of view.
C
>ZO\2SZWdSÒPZSa
List the key deliverables and/or work streams that need to
be managed to execute the project. One might be sales center
communication. Another could be point of sale material development. For each deliverable or work stream, indicate the key steps or
milestones leading to completion, the person responsible, budget,
and completion date.
70
SECTION
TOOLS & TRAINING
TOOL
Program Evaluation
E6G7B¸A7;>=@B/<B
The Program Evaluation
is important to understand the effectiveness
of the program in creating value and providing stewardship to the
customer and others
involved in the execution.
A
WHEN TO USE IT
Use it after every key
program execution.
B
MORE INFORMATION
See page 52 for additional information about the
Program Evaluations.
C
D
PROGAM EVALUATION TOOL INCLUDES
Download a
Program Evaluation
A
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B
EVObE]`YSR
List the customer and Coca-Cola System success criteria
for this initiative and the actual performance achieved through
implementation.
List the elements of the program or actions taken that
were important in the success of the program.
C
D
EVObe]cZRg]cW[^`]dS-
List areas you would change in future programs of this
type to improve performance and customer satisfaction.
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What actions will you take to communicate the value created for the customer and the system from this program? Are
there best practices to be shared with our system? Is feedback
to a functional support group appropriate?
71
C O L L A B O R AT I N G F O R VA L U E
© 2008 The Coc a -Cola Com pa ny | Co py ri g ht ow ned by The Co c a - Co l a Co mp a ny, unl ess o t herw i s e i n di cate d i n t h e i n di vi du al se ct i o n .
1=< 4 72 3 < B 7/ : 4 =@7< B 3 @< / : C A 3
This collection contains certain contents that are subject to third parties’ copyright or other intellectual property rights restrictions.
If you intend to use the contents for purposes other than internal use, please contact the author for approval.
THANK YOU
For additional information please visit the Shopper/Customer Marketing
Community at www.KOSCMarketing.com
The
Way of Shopper Marketing
Classified - Internal use

How To Develop Persuasive Presentations

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