The business of sales in mass consumption products in supermarkets (large and medium-sized stores) has evolved towards more and more Portugal Email List categorical expertise. Distributors expect salespeople to have in-depth knowledge of the products they sell but also of the markets to which they are attached, of consumption trends and of developments in distribution. The needs of department managers have also evolved; they expect more support in their daily actions to keep the shelves well, which explains the strong development of the Sector Manager (RS) / Promoter model. The RS sells and the Promoter sets up. We also note that the profession continues to evolve towards a field of action, taking up the 4P in an ever broader way.

Historically, the RS had to reference the products now we expect, in addition, that he is able to recommend the Merchandising organization of the department, to set up event POs to boost turnover and to advise a PMC (Maximum Recommended Price ) adapted to the catchment area. What challenges are your teams facing? The main challenge is the time granted by customers. Large-scale distribution tends to tighten its workforce and the time allocated to salespeople is therefore constrained. The salesperson must more than ever arrive prepared to be able to understand the needs of his client and convince him of the value of his proposal . In mature markets like those in which we operate, there is also a specific challenge for independent brands in which any new listing must be the subject of a specific store-by-store sale.

How do you see the commercial in the coming decades?

For example, in the charcuterie market there are local salaisonniers in all the departments of France that the stores will often help by referencing them. This can complicate matters even for a brand with a national dimension, each allocated location having to be justified by satisfactory sell-out performance. How do you adapt your management to the new generations to increase their strength and retain them? The first thing that comes to my mind when we approach this subject is that I think that we are doing too much about the alleged difficulty in managing the new generations and particularly the generation Z (born after 1995). I am appalled by certain articles dealing with the subject which describe us young people in companies allergic to hierarchy, unable to follow procedures or having to be permanently over-used in order not to fall into boredom.

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I have the impression that we are being made a caricature based on the worst behaviors observed. We have many young employees in our teams and they do not pose any difficulty in integrating. Basically I think that their aspirations correspond quite appreciably to those of previous generations and that we just have to evolve with the times by adopting amodern management based on information sharing, giving meaning to missions by explaining the ins and outs, empowerment and autonomy of teams, an investment by managers in individualized coaching of team members to promote the rise in skill as well as a less staid style than before… My vision is that the effects will be beneficial for all members of the team and not just those of Generation Z.

Do you encourage the use of new tools within your teams?

Do you encourage the use of new tools within your teams? Yes completely. I deeply believe that detox mail is a source of performance at work. Twenty years ago emails were still a bit new and we were happy to receive one, whereas now any new email no longer generates appetite but rejection. The new tools make it possible to facilitate exchanges. When I took up my post 2 years ago, this was one of the projects that we opened and prioritized. We therefore decided to do a big update to 2.0 in one go. In the end, we installed a modern reporting tool so that the RSs no longer have to send heavy Excel files that are difficult to compile, created an off-line argu database so that they have all their sales documents up to date and available even outside.

connections and set up Yammer, a Company Social Network (CSR) which allows them to report live competition information, to share their achievements and to monitor quality. All of this streamlines and facilitates headquarters/field communication and helps to break down inter-department barriers. We have also put an end to interminable telephone meetings and replaced them with Skype meetings which allow you to work more efficiently and share documents live. ow, do you see the commercial in the coming decades? Always more expert, always more in touch with the specific needs of each client and always more connected …extremely limited and many players.

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