CCU NEGO TRAINING11 家乐福采购内训手册.pptx

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1、12009 NEGOTIATIONPrepare,Lead and Follow-up negotiationsMASS MARGINX=SALESContractSIMPLE EQUATIONCheck outCashier TG,CoolersDisplayMain promotion displaySecondary display TG+TG Podium Promotion Table On-shelf promotion Mini stand Auto walk Sidekick Pillar Cross MerchandisingOnly%FixFix or%FEES TRANS

2、FER FOR ALL SUPPLIERSPROFITABLEGROWTHPARTNERSHIPSALES FOCUSOFFENSIVE4 Priority on sales and CM Margin value increaseo 2009 ambitious investments plan will accelerate sales growtho Accelerated Sales Growth will bring additionnal Mass of Margin Simplification of national contract is requiredo Focus on

3、%rebates is requiredo Negotiation strategy must be adapted to supplier cluster Good preparation is key for successo The preparation of negotiation will bring more professionalism in our demando The application of training will allow us to better anticipate the suppliers reactionsIntro:Key points of

4、the Intro:Key points of the 2009 negotiation project2009 negotiation project5Identification of Supplier ClusterProfitabilitySales SharePARTNERSHIPPROFITABLE GROWTHFOCUS ON SALES GROWTH OFFENSIVE BM NEGOIdentification of Supplier ClusterTOP 10 LIAONING-SUNDRY7Supplier relations StrategySupplier relat

5、ions StrategyJBP:“Win Win”:Sales and Mass TargetAll initiatives focused on sales(VIP Items,specific promotion mechanism,shortages follow-up,etc.)Traditional Nego for improvement of “Back Margin”2009 Nego approach/JBP is possiblePROFITABLEGROWTHPARTNERSHIPSALES FOCUSOFFENSIVE.8NEGO CLUSTER 1TG FEES T

6、RANSFER+IMPROVEMENT OF BM PRIOR TO ANY SALES DEVELOPMENT DISCUSSIONSBASIC OFFENSIVE NEGOPROFITABLEGROWTHPARTNERSHIPSALES FOCUSOFFENSIVE9NEGO CLUSTER 2Market shareCarrefour supportNegotiationSupplier BookNegotiating levers:TG FEES TRANSFER IN%PROFITABLEGROWTHPARTNERSHIPSALES FOCUSOFFENSIVELevel of pr

7、ofitabilityDelivery ServicesCOMPETITION between SUPPLIERS10NEGO 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)

8、Sales GrowthFEES SYSTEMNo impact of sales for more 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 FOCUSOFFENSIVE12VALI

9、DATION OF 2008 LANDING13Objective:Identify the basis 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 ob

10、jectives,innovations to come etcBusiness plan expected 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 me

11、eting 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 Operating cos

12、ts increase/No other choice than increase of Unc.RBReminder of Total MASS margin approach,Fees transferPoints agreed and to be further negotiated 30 16Typical progression of a negotiation with a supplierLanding 08 validation+Supplier 2009 Business plan orientationWeek 1:Meeting 1Terms proposals from

13、 supplierAnd CRFCounter-argument of the supplier W3 M3OutputIntensification of the position of Carrefour by new calculated arguments-Level of TG%transfered must be validated at this stageThe supplier has to redefine a proposition Lead the negotiationsLead the negotiationsW2 M2Supplier revised propos

14、ition W4 M4Output-Contract should be concluded at this stageSigning the contractORNegativescenario 3417Supplier Final proposalW6 M5Output-Presentation of the FINAL proposition of the supplier-Contract conclusionOR-Implication of Top ManagementThe Supplier leaves with a final compromise proposalOrT2T

15、 MeetingT2T MeetiingW7 M6OutputConclusion of the agreement (contract)OR-SAP/NO CNY planificationSigning the contract ORSAPTypical progression of a negotiation with a supplierLead the negotiationsLead the negotiations18Conducting negotiations:Conducting negotiations:Key sucess factors PREPARATION Bei

16、ng adequately prepared:-Having maximal knowledge of the supplier -Communicating coherently the key points of a file to the supplier Mastering Carrefour different levers -Preparing alternative scenarios(positive/negative)-Preparing a strategy with some compromise -Use efficiently the time by not wait

17、ing too long for supplier answers -Planning the next meeting at the end of previous oneCOMMUNICATION 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 presented to suppl

18、ier Good Listening to the other party(will give new nego ideas)Asking questions:learning about the supplier19NEGOTIATION SHEETNEGOTIATION SHEETUPDATEDGUARANTEEDNON G.20THE NET NET PURCHASE APPROACH21Price Increase Renegotiation 10%BM9%BMWHICH RETAILER IS MORE PROFITABLE FOR P&G?22Price Increase Rene

19、gotiation 10%BM9%BMWHICH RETAILER IS MORE PROFITABLE FOR P&G?NPP=10NPP=923Price Increase Renegotiation 10%BM9.00RMB8.19RMBNET NPPNET NPP9%BMMargin value=1.0Margin value=0.81NPP=10NPP=924Price Increase Renegotiation IMPACT OF PRICE INCREASE ON OUR PROFITABILITY10%BMPrice Increase:+10%NPP=10New NPP=11

20、11%BM=+1ptMargin value=1.0Margin value=1.21WHO GETS MORE VALUE FROM PRICE INCREASE?25Price Increase Renegotiation IMPACT OF PRICE INCREASE ON OUR PROFITABILITY10%BM9.00RMBPrice Increase:+10%NPP=10New NPP=11NET NPP11%Margin value=1.0Margin value=1.21BM=+1pt26Price Increase Renegotiation IMPACT OF PRI

21、CE INCREASE ON OUR PROFITABILITY10%BM9.00RMBPrice Increase:+10%NPP=10New NPP=119.79RMBNET NPPNew NET NPPREAL VALUE SHARING11%0.210.79CarrefourSupplierMargin value=1.0Margin value=1.21BM=+1pt27Price Increase Renegotiation WITH A FAIR SHARE of 50%OF VALUE CREATED 10%BM9.00RMBPrice Increase:+10%NPP=10N

22、ew NPP=119.50RMBNET NPPNew NET NPPREAL VALUE SHARING13.6%New BM=+3.6 pt0.50.5CarrefourSupplierMargin value=1.0Margin value=1.502009 NEGOTIATIONS POTENTIAL2009 NEGOTIATIONS POTENTIAL%Price increase:+6%Share50%+3.00%Paper increase:+20%Operating cost/m2:+10%General DiscountCost=0.50%+1.50%Cost=1.00%29C

23、onclusionsConclusions Success of our negotiations is linked to:Good preparation Efficient timing Competition among suppliers Mass Margin approach is not only a commitment for Sale growth from Carrefour but also for Profitability growth from the Suppliers Keep in mind the key message of our President to the suppliers:“We want the same:Sales and Profitability”