Operations

Sales – Prospection

Sensing Demand - Outlet Prospection & Creation  

Priority :    0

Capability :    0

Statement

Prospecting starts with qualifying customer (including digital, brick & mortar stores) candidates based on potential and attributes criteria for desired business results - Includes all the activities necessary to identify and capture new customers, new segments and new channels in a geography, market or country. This also includes technologies, tools and systems necessary to support prospecting. The potential customer base has been analyzed and segmented to identify opportunities to build consumption of System brands through net new outlets growth.

Score

Low - Basic

Medium - Advanced

High - Expert

.

Outlet mapping & prospection capability is low with little understanding of the outlet universe and ability to identify channels (including digital). Outlets map to grow business horizontally, increasing the number of net new outlets that sell our products and receive service is set.

Understands outlet universe with ability to segment outlets into channels offering service policies by channel.New channel (including digital) identification and outlet mapping to drive segmented prospection of potential customers and opportunities inside existing customers. Data review process is in place to review and update the outlet information and keep up to date with changes in market dynamics.

Understands outlet universe and is able to identify channels (including digital) and segments. Leading to a high capability to segment outlets and offer tailored service policies by outlet to deliver upon the prospecting strategy, and outlet-retention strategy. Potential customer base has been analyzed and segmented to identify opportunities to expand consumption of System brands through net new outlets growth at an optimized cost-to-serve approach.

Issues / Implications

Horizontal expansion implicates RTM service models and infrastructure leading to increased cost. In addition to developing new brands and packages, there may be many opportunities to leverage the existing portfolio of brands and packages even harder through wider availability and higher quality distribution that optimize cost to serve.

Evidence / Clarification

Horizontal expansion of outlets both traditional and non-traditional increasing availability within the identified outlet universe. Growing our business horizontally, increasing the number of net new outlets that sell our products and receive service from our bottlers. The process of prospecting covers opportunity sizing of NARTD to establish size of prize on which to base RTM initiatives. Qualifying customer candidates for prospection is based on potential and attributes criteria for desired business results.

Action It Leads To

Expanding the outlet base and identifying new outlets and new opportunities for growth, supports segmentation and clustering of outlets to offer segmented service packages. New channel identification and outlet mapping to drive segmented prospection of customers and opportunities inside existing customers.

KPI / Directions

Indicator: Net New Outlets Growth. Directions: KOmobile Survey – EDS (Every Dealer Survey Module) Tool.

Operations

Sales – Order Management

Sensing Demand - Order Gathering and Processing  

Priority :    0

Capability :    0

Statement

Activities performed physically or digitally to place an order with a customer, shopper or consumer. Includes inventory check instore, recommendation for the order and order confirmation. The System operates a segmented ordering process with customers - aligned volume, revenue and profitability objectives in addition to agreed-upon approach - from face-to-face to electronic data interchange and salesforce automation.

Score

Low - Basic

Medium - Advanced

High - Expert

.

Low level of suggested & automated ordering tools and compromised data integrity. No process in place to analyse data. Order process criteria for our retail customers and how that order is generated are defined – Face-To-Face, Pre-Sell or Conventional, Tel-Sell, Online, Electronic Data Interchange.

Good penetration of perpetual inventory / suggested & automated ordering tools across all channels with selective data analysis capability. Segmented customer ordering methods are in place to optimize costs and improve in-outlet efficiency - eg in-outlet time, focused initiatives.

Artificial intelligence, suggested & predictive ordering, perpetual inventory, EDI, auto-replenishment ordering tools with strong integrity on data management. Capability to link retailers and customers to inventory and ordering processes. The System operates an optimized segmented ordering process with customers - aligned volume, revenue and profitability objectives in addition to agreed-upon approach.

Issues / Implications

Poor order management systems lead to OOS in stores and across the distribution network leading to low customer satisfaction. Lack of alignment and focus undermines System growth potential. For customers like Wal-Mart, this includes the capability to mine category sales and profit data at store level and develop revenue creating solutions based on it. Understanding current level of technology & salesforce automation available.

Evidence / Clarification

How the order is generated for our retail customers and online buyers – face-to-face pre-sell or conventional, tel-sell, online, artificial intelligence suggested ordering / perpetual inventory, EDI / auto-replenishment, etc. Customer integration capabilities around ordering and supporting availability metrics (out-of-stocks, on-shelf-availability).

Action It Leads To

Segment customer ordering methods to optimize costs and eliminate OOS and to improve in-outlet efficiency - eg in-outlet time, focused initiatives.

KPI / Directions

Indicator: Salesforce Effectiveness – Efficiency KPIs. Directions: Salesforce Automation (SFA), KOmSurvey (Time & Motion Module) and Channel P&L (CHAMPS RTM Module & System Economics) Tools.

Operations

Sales – Account Development

Sensing Demand – Customer Management / Selling  

Priority :    0

Capability :    0

Statement

Ability to develop an account, by sensing consumer touchpoints and activating relevant levers to match the opportunity guided by the PicOS including eCommerce channels. The current customer base has been analyzed and segmented to identify opportunities to build consumption of System brands through new points of interaction in existing outlets.

Score

Low - Basic

Medium - Advanced

High - Expert

.

Limited dedicated account development activities are visible. Establish RTM opportunity corridors for new / existing products by customer. Sales team is trained for vertical in-outlet growth across channels.

PicOS is in place and available to front end sales staff. Front End Sales staff are trained to implement the PicOS and commercial strategy. There is an established process to grow our business vertically in order to increase volume, revenue, profit and transactions in existing outlets. This is really the "selling" element of RTM.

PicOS is well segmented across channels and categories. Customer Service Policy accounts for Time spent in outlet. Front line staff are well trained and capable to execute against the Commercial Strategy. Current customer base is segmented to address opportunities to build consumption of portfolio across categories through new points of interaction in existing outlets.

Issues / Implications

Applicable customer services are required to execute the required PicOS and impacts Time In outlet. Establish customer opportunity corridors for new / existing services. Bigger opportunities on account development from RTM standpoint revolve around sensing and shaping demand across operations including eCommerce channels.

Evidence / Clarification

Unlocking growth and evidence of incremental sales, improved margins with sustainable category and portfolio growth in current and new outlets. Growing our business vertically to increase the volume, revenue, profit and transactions per outlet in existing outlets and eComm channels. This is really the "selling" element of RTM.

Action It Leads To

Leads to the improvement of the PICOS and Commercial Strategy using RGM levers to maximize profitability. Train the sales team - traditional and modern channel. RTM methodologies and tools to address frequency & routines for assessing and building RTM capabilities.

KPI / Directions

Indicator: Customer Satisfaction. Directions: KOmobile Survey (Time & Motion and Customer Value Drivers Modules) Tool.

Operations

Sales – Customer Service Policies

Sensing Demand - Customer Service Policies Review and Design  

Priority :    0

Capability :    0

Statement

The necessary processes and systems are in place to build effective customers service policies that address customers value drivers and priorities at the right customer level to maximize customer satisfaction. A full assessment versus competition, based on their RTM strategies and value chain, is completed as part of the evaluation of the Systems current and potential customer service systems.

Score

Low - Basic

Medium - Advanced

High - Expert

.

Limited ability to understand and analyse customer satisfaction levels. In developing new RTM solutions, competitive assessment is used to respond and determine whether differentiated and valuable consumer and customer propositions can be established and maintained.

Ability to understand customer value drivers through a customer value drivers survey or other processes. The plan to add, delete or change existing customer services need are reviewed for robustness versus current and potential competitors.

Integrated customer feedback on regular basis used to support the design of customer service policies. A developed process of receiving feedback on key customer value drivers is in place. Competitive advantage assessment provides the foundations for RTM strategies and value chain is completed as part of the evaluation of the current and potential customer service systems.

Issues / Implications

Influences system growth initiatives, vertical growth in store and competition activities and initiatives. Reviewing retention/churn, outsourcing, growth vs potential would make it more concrete. Also need to call out balance of growth, satisfaction and cost to serve.

Evidence / Clarification

High Level of Customer Satisfaction across the primary customer value drivers. The plan to add, delete or change existing customer services need to be reviewed for robustness versus current and potential competitors.

Action It Leads To

Execution of route to market strategy and customer service programs aligned to build value for the customer resulting in a high level of satisfaction. Competitive advantage assessment methodologies and tools.

KPI / Directions

Indicator: Customer Service Analysis. Directions: KOmobile Survey – (Time & Motion and Customer Value Drivers Surveys Modules) Tool.

Operations

Digital RTM – Development & Forecasting

Digital RTM & Route-To-Consumer Modeling & Forecasting  

Priority :    0

Capability :    0

Statement

Sensing, shaping and servicing demand with a combination of digital shopper engagement, automated ordering and physical delivery via A-RTM / managed wholesalers / A-RTC (alternative route-to-consumer). Current and potential E-commerce platforms (Pureplay, FSA, QSR, B&M.com, B2B) have been analyzed to generate forecasts and identify tailored opportunities to build consumption of Coca-Cola and other System brands.

Score

Low - Basic

Medium - Advanced

High - Expert

.

Sensing - Digital RTM and forecasting are not fully explored to optimal potential. E-commerce platforms are limited to modern trade EDI (Electronic Data Interchange).

Shaping - KO products are available on digital platform but not managed to drive customer engagement and end-to-end consumer response.

Service – Fully integrated route-to-consumer pipeline is available as part of a routine process. Automated systems to drive innovation and consumer end-to-end logistics from Digital RTM platform and forecasting to integrated distribution network.

Issues / Implications

Lack of digital RTM implies a missed opportunity to engage with new purchase / shopper behavior to sensing, shaping and servicing demand.

Evidence / Clarification

Wider availability and higher quality distribution in developing new brands and packages across the digital space. Opportunities to leverage the existing portfolio of brands and packages through e-commerce.

Action It Leads To

Digital-enabled RTM and forecasting capabilities development and new channels identification. Digital RTM Creation & Development.

KPI / Directions

Indicator: Digital Forecasting. Directions: Digital RTM platform, Salesforce Automation (SFA), Channel P&L (CHAMPS RTM Module & System Economics) Tools.