百事WAT介绍

(Oct17,2002)SZWATShenzhenPepsi-colaCo.,Ltd.2Sales1.Background深圳市背景及深圳百事系统现状简介2.WhyWAT?选择WAT系统的原因3.WATWorkFlowWAT运作流程4.WATDevelop.JourneyWAT系统执行旅程5.ResultsandSOM近年来主要销售业绩/市场份额6.ChallengesEncounteredDuringWATDevelopmentJourney&ActionTakenWAT执行中所碰到的挑战及解决办法7.SalesManagementNextSteps销售管理下一步8.FieldVisit实地参观相关安排Agenda议程ShenzhenPepsi-colaCo.,Ltd.3Sales•深圳市是一个以年轻人为主、人均收入相对较高的移民城市•传统渠道是SZ的主要渠道，占重要地位，且百事领先于对手MarketShareOthers8%PCI57%CCI35%Majorcompetitors主要竞争对手CCI可口Kangshifu/President/Vita康师傅/统一/维他Localbrand：Jianlibao本地品牌：健力宝Districts行政区6Popln.人口7000MArea面积2021Sq.kmIncome人均年收入RMB25MSZCityProfile城市概况MarketMake-up客户结构WHS2#1.2MTTOutlets35MMTOutlets1.5MEateries10M45-54Yr12%35-44Yr20%15-24Yr28%25-34Yr30%55-64Yr10%Age年龄LG8LG2YTLHFTNSBA5BA3PBIplant百事厂ShenzhenPepsi-colaCo.,Ltd.4Sales2Principles根据两个原则:1.250-400AP/WAT客户数为250个至400个2.B/EVPO/mo880csB/E=保本点(880箱)以上Divideinto105WATs划分为105个小片区TerritorySetup销售片区划分LHBA5LG2/YTNSFTBA3LG8HTLShenzhenPepsi-colaCo.,Ltd.5SalesFMEMFMKTGTDMTDMTDMTDMKATFHRAdmin.CRUMTDM协作二批TDMWATTDSWATTDSDSDTDSCRADRCRCRCRCRCR协作二批协作二批协作二批协作二批SalesOrganizationChart销售架构图WATTDSWDRCRFMRTDMWATTDSShenzhenPepsi-colaCo.,Ltd.6SalesWhyWAT?为什么选择WAT销售系统?批发商WHS零售点OutletWhichSellingSystemmostsuitable?选择哪一个系统来服务最合适、最有效?Aroutemap上图为某一路线图区域情况•售点多但VPO低•士多的仓库小，进货频繁需多次拜访•大货车进不了市区，小货车早晚高峰期禁止进入市区•停车不方便•士多店新开、关闭频繁•附近现有多个批发商ShenzhenPepsi-colaCo.,Ltd.7Sales综合评估结果ConclusionDisadvantage劣势•Useahybridsystem两种模式并存•SelectivelyuseDSD根据竞争性及客户的特性，部分重点客户用DSD•OthersuseWAT余下传统售点用WATWATAdvantage优势•Lowcost/cs单箱成本低•Nocreditrisk无坏帐风险•WATsareactive协作批发商积极性高•Speedydelivery送货速度快•Qualitysalesservice销售服务质量好•Tightercontroloverpromos促销监控更强•Tightercontroloverpricing有效价格执行•Okaydeliveryservice送货服务质量一般•Lesscontrolonpricing价格执行有一定困难•Lesscontrolonpromos促销监控难度大•Partnership/Systemstability协作批发商不合作及倒闭的风险•Hicosts/cs低，单箱成本高•Largecapitalinvestment投资大•Parking/Vehiclesmgmt交通/停车等运输问题•Creditrisks/信用风险WhichSellingSystemmostsuitable?选择哪一个销售系统最合适？DSDShenzhenPepsi-colaCo.,Ltd.8SalesRouteplanning划分路线1WAT=1CRWATselection选择协作批发商FormulateOperatingProcess制定运作流程图WATWorkFlow批发协作队伍运作流程SignWATcontract与协作批发商签署合作协议MgmtToolsImplementation有针对性制定系统管理工具ProblemSolving解决实际存在问题Followup执行跟进Preparation前期准备Execution执行*Tobediscussed接下来会讨论ShenzhenPepsi-colaCo.,Ltd.9SalesDCWHSExclusively愿意100%履行百事专卖协议24-hrDelivery收到订单24小时内送达客户TerritoryIntegrity愿意按指定销售区域销售产品Pepsi=Top3supplier百事是其前三名供货商Safetystock&promoexecutioncompliance安全库存，愿意严格执行百事促销Criteria选择的基本原则WATSelection如何选择协作批发商?Enoughdeliveryvehicles&people有足够的送货工具和人员产品配送Experiencedinretailtrade,beverageexperiencepreferred拥有零售客户网络和饮料业经验Healthy&trust-worthy经营状况和信誉均良好Otherfactors其它考虑因素ShenzhenPepsi-colaCo.,Ltd.10SalesDCWHSCRbringingordersCR帮助协作批发商增加生意PBImgmttools/System提供专业经营理念RoutePromo线路促销支持ExclusiveSKUforWAT提供特别包装供应PBIsupport支持PBISupport百事提供哪些支持给协作批发商ShenzhenPepsi-colaCo.,Ltd.11SalesTrad’lwholesalersProductFlow产品流向图Consumers（850）Trad’lwholesalers（105）WATPlantDSD（2）COBODC（850）（105）WATPlantDSD（6）3rdPartyConsumersShenzhenPepsi-colaCo.,Ltd.12Sales2copies1份交至1copy1份交至Outlets售点CRTCWATCRorder下订单送货后一联交与,一联自留Afterdelivery,1copyforCR1copyforWATfileDCPepsiplantOrdertwice/wkDatainput输单OrderingProcess协作批发流程图*Comment:CR每周两次根据库存/跟进表帮协作批发商下单CRClerkorder送货确认ShenzhenPepsi-colaCo.,Ltd.13SalesSZWATDevelopJourney深圳协作批发成长旅程•80WATs80个协作二批•Almostnoexclusivity未专售2001年20012000年1月Jan20002000年2月Feb2000•Pepsiexclusivity20%专售20%•WATturnover50%流失率50%•WATincreasedto102协作二批增加到102个•Providedperformanceincentivescheme签署了《合作协议》及《奖励协议》•Pepsiexclusivity60%专售60%•WATTurnover25%流失率25%•AllWATinvitedtovisitPepsiplant邀请所有协作二批到工厂参观•Contractsrenewed续签《合作协议》•Pepsiexclusivity100%专售100%•WATturnover8%流失率8%2002年9月Sept2002ShenzhenPepsi-colaCo.,Ltd.14Sales近年来深圳市主要销售业绩表现Results251761640417424201401999200020012002单位：原箱rcs38452836258611681999200020012002单位:千原箱Mrcs增长%+6%+16%+25%增长%+45%+10%+36%133171324513465146381999200020012002205001751016230147361999200020012002增长%(1%)+2%+9%增长%+10%+8%+18%年线均销量FYvol/Route年协作批发商销量FYWATVolTT渠道销量深圳市销量SZCityVol单位：千标箱M8oz单位：千标箱M8ozShenzhenPepsi-colaCo.,Ltd.15Sales20002001200228%49%PBI1999CCI可口百事百事百事可口可口47%28%PBICCI54%26%PBICCI59%23%PBICCISZTTSOM近年来深圳TT市场份额ShenzhenPepsi-colaCo.,Ltd.16Sales20002001200239%37%PBI1999CCI可口百事百事百事可口可口42%32%PBICCI50%35%PBICCI57%35%PBICCISZOverallSOM近年来深圳市市场份额ShenzhenPepsi-colaCo.,Ltd.17Sales挑战I协作批发商之间相互杀价Priceunder-cuttingamongwholesalers挑战II怎么确定CR订单是否准时送出？Howtoensurethatordersgetdelivered&ontime?挑战III怎么监控促销是否真实有效？Howtoensurethatpromosarestrictlyexecuted?挑战IV协作批发商断货造成损失订单WAToutofstock挑战V协作批发商执行专售的困难PepsiExclusivityofWATW.A.T执行中所碰到的挑战ChallengeEncounteredDuringWATDevelopmentJourneyShenzhenPepsi-colaCo.,Ltd.18Sales我们的解决方法ActionsTaken挑战I协作批发商之间相互杀价Priceunder-cuttingamongWATs•不向捣乱市场价格的协作批发商供货Stopsupplyingtonon-complyingwholesalers•终止拜访规模过小及服务不合格的批发商。批发户从1100个减至838个Withdrawsalescoverageonexcessive,unqualifiedwholesalers;therebyreducingwholesalerbasefrom1100to838ShenzhenPepsi-colaCo.,Ltd.19Sales样板我们的解决方法ActionsTaken挑战II怎么确定CR订单是否准时送出？Howtoensurethatordersgetdelivered&ontime?•实行《协作批发商送货跟踪表》Instituteadeliverytrackingprocedure•TC抽查Telephoneconfir