Trade marketing

In-store promotion activities had been going on for a long time managed by sales. Resources moved from one customer to another without prior planning, objectives and agenda. Operation was expensive and the results could not be measured.

Increased requirements from customers and tough competition forced us to do something different. I made a plan about how to achieve dominance in the distribution channel. Existing resources were run down and service providers invited to a tender with new requirements. With the new selected partner a powerful regional model was built. Our quantitative resources were doubled with lower investment level. Careful selection and training of staff increased overall quality and customer satisfaction very quickly. This also resulted a strong growth in sales and market share.

New trade management model secured committed countersales staff, improved sales skills and blocked the competition for several years ahead.

In-store promotion activities had been going on for a long time managed by sales. Resources moved from one customer to another without prior planning, objectives and agenda. Operation was expensive and the results could not be measured.

Increased requirements from customers and tough competition forced us to do something different. I made a plan about how to achieve dominance in the distribution channel. Existing resources were run down and service providers invited to a tender with new requirements. With the new selected partner a powerful regional model was built. Our quantitative resources were doubled with lower investment level. Careful selection and training of staff increased overall quality and customer satisfaction very quickly. This also resulted a strong growth in sales and market share.

New trade management model secured committed countersales staff, improved sales skills and blocked the competition for several years ahead.

In-store promotion activities had been going on for a long time managed by sales. Resources moved from one customer to another without prior planning, objectives and agenda. Operation was expensive and the results could not be measured.

Increased requirements from customers and tough competition forced us to do something different. I made a plan about how to achieve dominance in the distribution channel. Existing resources were run down and service providers invited to a tender with new requirements. With the new selected partner a powerful regional model was built. Our quantitative resources were doubled with lower investment level. Careful selection and training of staff increased overall quality and customer satisfaction very quickly. This also resulted a strong growth in sales and market share.

New trade management model secured committed countersales staff, improved sales skills and blocked the competition for several years ahead.