and marketing analysis
Concerning the structure it looks
Management economy and chain
updatesInfluence on market
Project team and it plans
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Russia: development of new horizons
Содержание
- 1. Russia: development of new horizons
- 2. STRUCTUREGeographical interpretationSome macro values and prime analysesProblem
- 3. Russia - key in the expansion of
- 4. Structure of sales regions in Russia and
- 5. Dependency between Russian gdp and fmcg market volume
- 6. * Pearson's product-moment coefficient between Russian GDP
- 7. Russian FMCG market growth forecastIMF forecast“Paradox” forecastAverage growth: 16% per year
- 8. Russian FMCG market growth forecast5 years growth forecast210%
- 9. In the enemy camp2008 - restructuring
- 10. BUT…To achieve 210% growth after 5 yearsYou Need to Remain Competitive
- 11. Unilever RUSSIA Reforms or regeneration?
- 12. Unilever RUSSIA Reforms or regeneration?Compromise: Regeneration through Reforms
- 13. Regeneration through Reforms How is it possible?The
- 14. National sales director (Field Manager)Regional Sales manager West FoodRegional levelTerritory levelTop levelRegional centerThe chain of command
- 15. National sales director (Field Manager)Regional Sales manager
- 16. Problem of functional doubling is: Congestion of
- 17. Congestion of managerial staff Increasing costs
- 18. Problem of marketing centralization is: Weak power
- 19. Concerning the structure it looks :Reorganization at
- 20. Concerning the structure it looks :Reorganization at
- 21. Management economymanagermanagermanagerWage economy = 40%!FoodHPCFood& HPCBefore50% 50% After60 %
- 22. Concerning the structure it looks :Top levelAt
- 23. Concerning economy it looks:6 RSM+30 TSM+5 MTAE
- 24. The chain of command - ManagmeNt UPDATE
- 25. Influence on demandMore active marketing policy more
- 26. Influence on supplyMore complicated stuff no posts,
- 27. Representatives of all the company’s departmentsCustomer Development
- 28. Using principles of International Uniliver Talent manager
- 29. 01.03.11- 01.07.1101.07.11- 01.12.1101.01.12- 01.04.1201.04.12- 01.11.12
- 30. A bit about the developersCatherine ChudinovaThe motivator
- 31. Thank you for attention!
- 32. Скачать презентанцию
STRUCTUREGeographical interpretationSome macro values and prime analysesProblem of functional doubling and marketing analysisConcerning the structure it looksManagement economy and chain updatesInfluence on marketProject team and it plans
Слайды и текст этой презентации
Слайд 2STRUCTURE
Geographical interpretation
Some macro values and prime analyses
Problem of functional doubling
and marketing analysis
updatesInfluence on market
Project team and it plans
Слайд 3Russia - key in the expansion of the eastern market
Priority status: 5 year growth plan
Increased capabilities in Moscow
Step-up in marketing investmentReorganize to efficiency
Maximize local marketing
Слайд 4Structure of sales regions in Russia and CIS Food &
HPС, 2009
43%
27%
29%
West:
the most sales volume
the biggest number
of retail outletsthe place for retail and key accounts clients management
enterprises – international importers
the ruling top
East:
big length of the region
the key region in the Uniliver’s strategy of expansion to the eastern countries
remoteness from the management centre
South:
low competition on the market
high percent ofcompany’s sales
consist of two parts: season market and permanent market
low transports costs
high percent of year growth
Moscow
Samara
Novosibirsk
Слайд 6* Pearson's product-moment coefficient between Russian GDP and FMCG market
volume. Data: 2000-2007 in the prices of 2000.
Dependency between Russian
gdp and fmcg market volume
Слайд 7Russian FMCG market growth forecast
IMF forecast
“Paradox” forecast
Average growth: 16% per
year
Слайд 9In the enemy camp
2008 - restructuring businesses in Russia,
buying minority stakes in companies - sales growth of 4-5%
2009
– restructuring sales – local management improvement – market share growth 2-3%2008 – restructuring Russian production companies- start of east export politics
Слайд 13Regeneration through Reforms
How is it possible?
The new structure is formed
without taking the old one into account
Aspiration to maximal efficiency
Lack
of affection for the old schemesAnalysis of current structure. Clearance of inefficient and useless units
Current structure is optimized as if there is a process of smooth reforming
Structure becomes facile and flexible
Determination of necessary steps for the full transition from the old structure to the new one
Слайд 14National sales director (Field Manager)
Regional Sales manager West Food
Regional level
Territory
level
Top level
Regional center
The chain of command
Слайд 15National sales director (Field Manager)
Regional Sales manager West Food
Regional level
Territory
level
The chain of command
Top level
Regional center
Problem of functional doubling and
centralization of marketing decisionsWhy is it dangerous?
Слайд 16Problem of functional doubling is:
Congestion of managerial staff
Increasing
costs on personnel wages
Degradation of documents circulation and data
exchangeInefficient use of highly productive human resources
Lack of system’s dynamics and flexibility
Barriers to company’s expansion on the market
About 10 “different functional” sales managers at the regional level ( Food and HPC)
Growth of doubling in case of market’s expansion
Congestion with unnecessary instances
Redundancy of regional problems solved at the territory level prevents from concentrating on real local problems
Lim {utility} -> 0 per each new person
Difficulties with localization of marketing programs under conditions of severe competition between different regions
Слайд 17 Congestion of managerial staff
Increasing costs on personnel wages
Degradation of documents circulation and data exchange
Inefficient use of
highly productive human resourcesLack of system’s dynamics and flexibility
Barriers to company’s expansion on the market
About 10 “different functional” sales managers at the regional level ( Food and HPC)
Growth of doubling in case of market’s expansion
Congestion with unnecessary instances
Redundancy of regional problems solved at the territory level prevents from concentrating on real local problems
Lim {utility} -> 0 per each new person
Difficulties with localization of marketing programs under conditions of severe competition between different regions
In other words
Слайд 18Problem of marketing centralization is:
Weak power of territory and
regional promotion managers
Lack of direct relations between marketing departments
of different levelsInflexible system of good’s localization
Geographic distraction of key managers in the regions
Inefficient distribution of marketing budget, poor local strategic planning, MACRO view at regional marketing
Poor data exchange, data loss, needs of lower levels are not taken into account
Inflexible marketing system and poor data exchange conflict with:
A) Promotion of Russia (Moscow) as a key point in east market expansion *
B) Uniliver ‘s international policy of good’s localization
* International program “Uniliver Local Roots”
The lack of real representation in some of the managers about local problems entrusted to them in the region
Слайд 19Concerning the structure it looks :
Reorganization at the Field Sales
level
Territory level
Base units
Marketing cosulting Volgograd
Local
Adaptation Manager ( LAM)
Reports to:
Territory Sales Manager Department / unit: Territory Sales Manager, Territory N
Responsibilities and tasks: control and adaptation of sales programs and conceptions, relations with local retailers, registration of the market conditions at the territory level
Interrelation: Regional Marketing Department, Channel Development and Modern Trade Account
Why is this replacement necessary?
There is a small effort at the territory level but multifunctionality is necessary
Flexibility of decentralization programs is guaranteed
Does the work of 3 units
Controls the situation, has advantages of “close relation with the market”
Replacement is justified by the successful experience of such international companies as Nestle, P&G, KraftFood , etc.
From 80 000 to120 000 rub.
From 78 000 to 112 000 rub.
from 50 000 to 89 000 rub.
From 90 000 to 15 000 rub.
Information about wages - http://www.headhunter.com/
Economy
from 118 000
to 206 000 rub.
Слайд 20Concerning the structure it looks :
Reorganization at the Field Sales
level
Regional level
Regional Sales manager
Trade connections specialist
Uniliver usually works with the
major retailers and retail chains, that is why transactions are mostly closed in the Moscow head office – KEY ACCOUNTS CLIENTSInformation about the major retailers working with Unilever look up at the Attachment
Direct relation
Сustomer Marketing Directors ( Food& HRC)
– Customer Marketing Executive ( Regional) –
Local Adaptation Managers
Flexible promotion
Corresponds with the international Unilever’s program of local market’s adaptation
Reports to: Regional Sales Manager
Department / unit : Regional Sales Department, Territory N
Responsibilities and tasks : manages the development of the key clients: international, local (including chains), outlets in the all cities of current region
Interrelation : Territory Sales Managers, Regional Sales Managers, Key Account Department
Why is this replacement necessary?
Peculiarities of development of Russian FMCG market requires not only traditional European modern trade relationships but also work with traditional markets – striking example is the east region
Positioning of Uniliver Russian as a junction of cluster for company’s expansion to the east market needs the consolidation of sales on both directions
From 111 000 to130 000 rub.
From 143 000 to 168 500 rub.
Economy
from 76 000
to 88 000 rub.
Information about wages - http://www.headhunter.com/
From 108 000 to 127 000 rub.
Слайд 21Management economy
manager
manager
manager
Wage economy = 40%!
Food
HPC
Food& HPC
Before
50%
50%
After
60 %
Слайд 22Concerning the structure it looks :
Top level
At the top level
management reorganization of Field Sales means integration of Food &
HPC departments. However, marketing departments should be left divided.Regional Sales Manager (Food)
Regional Sales Manager (HPC)
Same
Same
Same
Customer Development Regional Council
Слайд 23Concerning economy it looks:
6 RSM
+
30 TSM
+
5 MTAE
+
59 MTE
+
6 DS
+
82 SCSS
+
100
CSS
+
32 CDAE
=
20928333 rub./month
15 TSM
+
5 TCS
+
27 MTE
+
3 DS
+
52 SCSS
+
63 CSS
+
16
CDAE=
11318333 rub./month
Wage Economy – 9 mln.
rubbles in a month
Слайд 24The chain of command - ManagmeNt UPDATE
Local
Adaptation Manager
( LAM)
Trade connections specialist
Regional Sales manager
Regional Sales Manager (Food)
Regional Sales
Manager (HPC)Same
Same
Same
Customer Development Regional Council
Territory level
Regional level
Top level
Слайд 25Influence on demand
More active marketing policy
more consumers want to
buy a brand
sales growth
Faster distribution
consumer always can find
the good in the store brand become more popular sales growth
The effect of known changes people can see, how company deal with workers, notice the company brand in the mass media
sales growth
Слайд 26Influence on supply
More complicated stuff
no posts, where people doing
the same work
costs degree
prime cost decrease
sales growth
Geographical
position regional centres located in same regions
logistic costs degree
prime cost decrease
sales growth
More powerful medium management
local management make local decisions
company need less top managers
costs degree
prime cost decrease
sales growth
Слайд 27Representatives of all the company’s departments
Customer Development Department
Supply Chain Department
Strategic
Brand Development Department
Brand Building Department
HR Department
Finance and IT Department
Legal Department
PR
DepartmentSupply Chain Department
Corporate Affairs Department
Foodsolutions Department
Representatives of key clients
Psychologists
Invitees from BRIC&CIS countries 5 potential markets experts
Project realization Team
Directions leaders
11 specialists
5 key clients representatives
optional
21 different and engaged specialists
Слайд 28Using principles of International Uniliver Talent manager program
Local
VS consultants
11 locals managers + 5 foreign experts
Nationality
Russia -
great opportunities to multicultural viewGender differentiation
10 women – 11 men
Internal vs. external
11 internal – 10 external
Project team’s working plan
CIS
East
South
West, head
2 month, team forming
01.01.2011-01.03.2011
01.03.11- 01.07.11
01.07.11- 01.12.11
01.01.12- 01.04.12
01.04.12- 01.11.12
01.11.12- 01.12.12
Less than 3 years
Слайд 30A bit about the developers
Catherine Chudinova
The motivator and analyst
E-mail: ekaterinachude@gmail.com
Artem
Kozhemyakin
The designer and technical Supporter
Ivan Lashin
The analyst of makroproblems
and creative tasksMaria Zhalova
The translator and corrector
E-mail: xenus.t@gmail.com
E-mail: myerto@mail.ru
E-mail: zhalovamaria@rambler.ru
ParaDoX
Special thanks to National Research University Higher Scholl of Economics.
