CCUNEGORAINING家乐福采购内训手册PPT课件.ppt

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1、12009 NEGOTIATIONPrepare,Lead and Follow-up negotiationsMASS MARGINMASS MARGINX X=SALESSALESContractContractSIMPLE EQUATIONCheck outCashier TG,CoolersDisplayDisplayMain promotion displaySecondary display TG+TG Podium Promotion Table On-shelf promotion Mini stand Auto walk Sidekick Pillar Cross Merch

2、andisingOnly%FixFix or%FEES TRANSFER FOR ALL SUPPLIERSPROFITABLEGROWTHPARTNERSHIPSALES FOCUSOFFENSIVE4 Priority on sales and CM Margin value increasePriority on sales and CM Margin value increaseo 2009 ambitious investments plan will accelerate sales growtho Accelerated Sales Growth will bring addit

3、ionnal Mass of Margin Simplification of national contract is requiredSimplification of national contract is requiredo Focus on%rebates is requiredo Negotiation strategy must be adapted to supplier cluster Good preparation is key for successGood preparation is key for successo The preparation of nego

4、tiation will bring more professionalism in our demando The application of training will allow us to better anticipate the suppliers reactionsIntro:Key points of the 2009 negotiation Intro:Key points of the 2009 negotiation projectproject5Identification of Supplier ClusterProfitabilitySales SharePART

5、NERSHIPPROFITABLE GROWTHFOCUS ON SALES GROWTH OFFENSIVE BM NEGOIdentification of Supplier ClusterTOP 10 LIAONING-SUNDRY7Supplier relations StrategySupplier relations StrategyJBP:“Win Win”:Sales and Mass TargetAll initiatives focused on sales(VIP Items,specific promotion mechanism,shortages follow-up

6、,etc.)Traditional Nego for improvement of “Back Margin”2009 Nego approach/JBP is possiblePROFITABLEGROWTHPARTNERSHIPSALES FOCUSOFFENSIVE.8NEGO CLUSTER 1TG FEES TRANSFER+IMPROVEMENT OF BM PRIOR TO ANY SALES DEVELOPMENT DISCUSSIONSBASIC OFFENSIVE NEGOPROFITABLEGROWTHPARTNERSHIPSALES FOCUSOFFENSIVE9NEG

7、O CLUSTER 2Market shareMarket shareCarrefour Carrefour supportsupportNegotiationSupplier BookNegotiating levers:Negotiating levers:TG FEES TRANSFER IN%PROFITABLEGROWTHPARTNERSHIPSALES FOCUSOFFENSIVELevel of Level of profitabilitprofitability yDelivery Delivery ServicesServicesCOMPETITION between SUP

8、PLIERS10NEGO CLUSTER 3TG FEES TRANSFER+IMPROVEMENT OF CAT.PROFITABILITY MIXPROFITABLEGROWTHPARTNERSHIPSALES FOCUSOFFENSIVE11NEGO CLUSTER 4STILL NEGO BUT LESS TIME IN NEGO,MORE ON SALES FOCUSFOCUS ON SALES AND MASS MARGIN APPROACH100(CM of last year)Sales GrowthFEES SYSTEMNo impact of sales for more

9、CM ValueCM Value=120100(LY)MASS MARGIN APPROACHCM Value coming from add.salesNEGO IN%NEED FOR MORE SALES TO GET MORE MASS MARGINFocus on FEESNEGONEGO%Still Nego but in%Sales Growth3020CM Value=130PROFITABLEGROWTHPARTNERSHIPSALES FOCUSOFFENSIVE12VALIDATION OF 2008 LANDING13Objective:Identify the basi

10、s of 2009 NegotiationValidation of 2008 Landing:clear base for 2009 Nego252008 Purchases Landing forecastsAppending/TG Fees landing(the supplier speak first)2009 Development plan of supplier:listen to supplier25Market evolution,trend,Market share objectives,innovations to come etcBusiness plan expec

11、ted with Carrefour:assortment,DM,Purchase prices evol.,etc2009 Sales and purchases forecast?Expectation2009 Carrefour Strategy 10 Reminder of Total MASS margin approach,Fees transferExpansion plan confirmationReal Nego will start during following meeting the week afterReal Nego will start during fol

12、lowing meeting the week after142009 CONTRACT REQUEST15Objective:Clear Request with justificationSupplier makes its first proposal 30CRF raises and explain its request for 2009 business 30Reminder of Carrefour Services excellence2009 Purchases forecasts,big picture of potential business plan2009 Oper

13、ating costs increase/No other choice than increase of Unc.RBReminder of Total MASS margin approach,Fees transferPoints agreed and to be further negotiated 30 THANK YOUSUCCESS2023/2/1516可编辑17Typical progression of a negotiation with a Typical progression of a negotiation with a suppliersupplierLandin

14、g 08 validation+Supplier 2009 Business plan orientationWeek 1:Meeting 1Week 1:Meeting 1Terms proposals from supplierAnd CRFCounter-argument of the supplier W3 W3 M3 M3OutputOutputIntensification of the position of Carrefour by new calculated arguments-Level of TG%transfered must be validated at this

15、 stageThe supplier has to redefine a proposition Lead the negotiationsLead the negotiationsW2 W2 M2 M2Supplier revised proposition W4 W4 M4 M4OutputOutput-Contract should be concluded at this stageSigning the contractORNegativescenario 3418Supplier Final proposalW6 W6 M5 M5OutputOutput-Presentation

16、of the FINAL proposition of the supplier-Contract conclusionOR-Implication of Top ManagementThe Supplier leaves with a final compromise proposalOrT2T MeetingT2T MeetiingW7 W7 M6 M6OutputOutputConclusion of the agreement (contract)OR-SAP/NO CNY planificationSigning the contract ORSAPTypical progressi

17、on of a negotiation with a Typical progression of a negotiation with a suppliersupplierLead the negotiationsLead the negotiations19Conducting negotiations:Conducting negotiations:Key sucess factorsKey sucess factors PREPARATIONPREPARATION Being adequately preparedBeing adequately prepared:-Having ma

18、ximal knowledge of the supplier -Communicating coherently the key points of a file to the supplier Mastering Carrefour different leversMastering Carrefour different levers -Preparing alternative scenarios(positive/negative)-Preparing a strategy with some compromise -Use efficiently the time by not w

19、aiting too long for supplier answers -Planning the next meeting at the end of previous oneCOMMUNICATIONCOMMUNICATION Show strong determination and no room for hesitation Show confidence in Carrefour strategy Acting in a gentle,patient and smooth manner but with determination Have clear ideas when pr

20、esented to supplier Good Listening to the other party(will give new nego ideas)Asking questions:learning about the supplier20NEGOTIATION SHEETNEGOTIATION SHEETUPDATEDUPDATEDGUARANTEEDNON G.21THE NET NETNET NET PURCHASE APPROACH22Price Increase Renegotiation 10%10%BMBM9%9%BMBMWHICH RETAILER IS MORE P

21、ROFITABLE FOR P&G?WHICH RETAILER IS MORE PROFITABLE FOR P&G?23Price Increase Renegotiation 10%10%BMBM9%9%BMBMWHICH RETAILER IS MORE PROFITABLE FOR P&G?WHICH RETAILER IS MORE PROFITABLE FOR P&G?NPP=10NPP=10NPP=9NPP=924Price Increase Renegotiation 10%10%BMBM9.009.00RMB8.198.19RMBNET NPPNET NPPNET NPPN

22、ET NPP9%9%BMBMMargin value=1.0Margin value=0.81NPP=10NPP=10NPP=9NPP=925Price Increase Renegotiation IMPACT OF PRICE INCREASE ON OUR PROFITABILITYIMPACT OF PRICE INCREASE ON OUR PROFITABILITY10%10%BMBMPrice Increase:+10%+10%NPP=10NPP=10New NPP=11New NPP=1111%11%BM=+1ptBM=+1ptMargin value=1.0Margin va

23、lue=1.21WHO GETS MORE VALUE FROM PRICE INCREASE?WHO GETS MORE VALUE FROM PRICE INCREASE?26Price Increase Renegotiation IMPACT OF PRICE INCREASE ON OUR PROFITABILITYIMPACT OF PRICE INCREASE ON OUR PROFITABILITY10%10%BMBM9.009.00RMBPrice Increase:+10%+10%NPP=10NPP=10New NPP=11New NPP=11NET NPPNET NPP1

24、1%11%Margin value=1.0Margin value=1.21BM=+1ptBM=+1pt27Price Increase Renegotiation IMPACT OF PRICE INCREASE ON OUR PROFITABILITYIMPACT OF PRICE INCREASE ON OUR PROFITABILITY10%10%BMBM9.009.00RMBPrice Increase:+10%+10%NPP=10NPP=10New NPP=11New NPP=119.799.79RMBNET NPPNET NPPNew NET NPPNew NET NPPREAL

25、 VALUEREAL VALUE SHARING SHARING11%11%0.210.79CarrefourCarrefourSupplierSupplierMargin value=1.0Margin value=1.21BM=+1ptBM=+1pt28Price Increase Renegotiation WITH A FAIR SHARE of WITH A FAIR SHARE of 50%50%OF VALUE CREATEDOF VALUE CREATED 10%10%BMBM9.009.00RMBPrice Increase:+10%+10%NPP=10NPP=10New N

26、PP=11New NPP=119.509.50RMBNET NPPNET NPPNew NET NPPNew NET NPPREAL VALUEREAL VALUE SHARING SHARING13.6%13.6%New BM=+3.6 ptNew BM=+3.6 pt0.50.50.50.5CarrefourCarrefourSupplierSupplierMargin value=1.0Margin value=1.502009 NEGOTIATIONS POTENTIAL2009 NEGOTIATIONS POTENTIAL%Price increase:+6%Share50%+3.0

27、0%+3.00%Paper increase:+20%Operating cost/m2:+10%General DiscountCost=0.50%+1.50%+1.50%Cost=1.00%30ConclusionsConclusions Success of our negotiations is linked to:Success of our negotiations is linked to:Good preparation Efficient timing Competition among suppliers Mass Margin approach is not only a

28、 commitment for Sale growth from Mass Margin approach is not only a commitment for Sale growth from Carrefour but also for Profitability growth from the SuppliersCarrefour but also for Profitability growth from the Suppliers Keep in mind the key message of our President to the suppliers:Keep in mind the key message of our President to the suppliers:“We want the same:Sales and Profitability We want the same:Sales and Profitability”THANK YOUSUCCESS2023/2/1531可编辑