1. SALES STR TEG O D SH
A Y F I
C TR
EN AL K TC EN
I H
A NEW WAY FORWARD!!!!
Presented by:
Anshul Agarwal-01
Ashish Bansal-03
Aditi Bihani-05
Vikram Bothra-06
Molshree Gattani-11
Rahul Goyal-12
Vandana Jalan-14
Anuj Karwa-15
Rahul Rathi-21
Gaurav Surana-30
2. 2, 000 t o 20, 000- How t o
achi eve???
Let us see how Dish central can
Achieve it……………
3. B N APPETI TE! ! ! ! !
O
Catering is not only about appealing to the taste buds of
the individual but also to all the other five senses of a
human being
With the right atmosphere, it is possible to appeal to all
of these senses making the occasion unforgettable
Of course, beautifully prepared food can alone do this,
but now-a- days, caterers want to reach out to the
customers in all possible ways and bowl them over.
• The venue
• The menu
• The décor
Whatever may be the occasion; a bachelor’s party or the
annual meeting of a corporate; deeply satisfying the
guests is the sole aim
4. C er i ng I ndust r y-
at
O The catering industry is a staggering $5 bn with around
ver vi ew
10,000 companies operating but no companies dominate
It is highly fragmented: top 50 companies account for
less than 15% of industry revenue
Demand is driven by corporate profits & consumer
income
The industry is labor-intensive: average annual revenue
per worker for a typical company is just over $40,000
Major services include:
On-premises catering: meals prepared, re-cooked & served at the customer’s location
Off-premises catering: food prepared away from the premises where it’s served (in a central
kitchen)
Off-site catering represents 45% whereas On-site
catering enjoys 40% of the market. The remaining
services include alcohol sales & facility rentals
( Source: www.hoovers.com)
5. CATER N I N U
I G D STRY…C N …
O TD
Worldwide big players in this segment are Centerplate,
Compass Group USA, Wolfgang Puck catering, Sodexo
USA, etc.
The profitability of individual companies depends on cost
controls and effective marketing
Large companies have advantages in offering expanded
services such as facilities management, room rental, and
entertainment
But small companies can compete effectively by serving
small groups and offering personalized service
6. I N I AN C
D ATER N I N U
I G D STRY
Catering industry in India is worth about Rs
50,000 crore and is growing at more than 20 per
cent annually
Food catering industry in India is dominated by
more of unorganized players
National, Regional & Local players are present
in the level-playing field
Organized players form a very insignificant part-
around 3%
7. I N I AN C
D ATER N
I G
INUD STR . C
Y. ont d…
Players like RKHS, Shivas Hoteliers & Caterers,
Mars Hospitality Group have a stronghold in the
unorganized sector
But due to the dynamic nature of the industry,
big MNC players gobble up the local players &
thereby create economies of scale- RKHS being
acquired by Sodexo Inc.
8. D SH C TR
I EN AL K TC EN
I H
A Wadhwan Holdings Group company specialized in food
catering industry
It has a world-class dedicated central kitchen in
Andheri(E),Mumbai
A kitchen that spans over 16,000 sq.ft., and is capable of
churning out 20,000 meals per day
A professional team comprising of top brass chefs, and a
team of nutritionists
An R&D kitchen for conceptualizing new recipes that
tantalize the taste buds while adhering strictly to nutritional
standards
A fully equipped testing lab with a dedicated microbiologist
and hygiene specialist
They have been awarded HACCP certification & ISO 22000
15. TH “ D
E AI AS” PERSPEC VE
TI
Securing Attention
The company can promote its offerings through:
• Corporate Parties/ events/ gathering
• Outdoor catering : Wedding, Festivals, New year
parties, Ring ceremonies, Birthday Parties
• College / School Fests
• Food Festivals & Trade Fairs
• Clubs & Associations
• Tie ups with Banquet Halls & food facility
providers
16. Secur i ng At t ent i on
Spread awareness- If you differentiate you
need to make your customers aware
Outdoor catering
Food Fests
Direct Mailers
Communicate about their certifications and
standards.
Own Website of Central Kitchen and online
catering to customers
17. C por at e and
or
O gani zat i ons
r
Client Counselling- one to one selling
Telecommunication
Corporate Parties
Trade Fairs and seminars
Direct Mailers
18. Day Boar di ng School s
9 to 7 Schools which provide day meals to the
students
Tie-ups with such institutions to cater to the
students
Spread awareness in school fests and events
19. Hospi t al s
The administration staff and the patients
A general customized menu for patients to
provide them hygienic and nutritious food
Tie-ups with various hospitals for catering
Special attention to calorie level &
nutrition-level of the food
20. C eat i ng I nt er est /
r
K ndl i ng D
i esi r e
• Offering a visit to Central Kitchen
• Customized offerings
• Spot offerings at events / fairs
• Promotional parties by DHPL
• Regular Follow ups
• Extensive work on sales lead
• Regular communication about new
developments and products & offerings
21. I nduci ng Act i on
Negotiation
Deal finalization
Closing of sales lead
References
Start Serving !!!
22. B l di ng Sat i sf act i on
ui
Continuous feedbacks
Improvisation :Designing special recipes as
per customer demands if possible
23. Theor i es of Sel l i ng
Right set of circumstances
“Everything was right for that sale” – Can target
schools and colleges because induced buying.
It drives the customers to buy.
The salesperson can drive the customers to buy.
e.g.The company official should make the students
aware of “healthy living” and nutritious food and
thus telling them about central kitchen and its
offerings. Also communicating about their hygiene
standards by organizing kitchen tours
24. Buyi ng For m a
ul
The need is there but the buyer is not sure that
he should buy or not…he is contemplating..so
the salesman should be good enough to turn the
prospective buyer into an actual buyer.
Cash-can be done at the point of sale..as in case
of colleges ,day boarding schools, hospitals
where the buyer is not sure of the purchase of
the product.
Credit- in case of corporates who are looking for
caterers but are confused about whom to pick
among the many options or the white-gloves
service
25. Buyi ng For m a:
ul
under st andi ng need/ pr obl ems
for existing: Their needs should be
understood and met with.(can be done
through constant feedback)
For potential customers: give them the best
offerings based on the information provided
by them.
26. Buyi ng For m a:
ul
Pr oduct / Ser vi ces
Should have wide variety in the offerings
provided by the kitchen.
27. Buyi ng For m a: Pur chase
ul
and Sat i sf act i on
one stop solution for the buyers(right from
meals to snacks to beverages)
Should be in constant touch with the client
and any complaints regarding the offering
should be adhered to.
28. Behavi or al Equat i on
Drives:
Innate drives: Provide variety in the offerings to satisfy the
innate drives
Learned Drives: With the help of state-of- art R&D, new and
better offerings should be made available to the clients to
maintain their interest and satisfy the learned drives.
Cues:
Product Cues: The meals should look attractive to eat and
also they can harp on the “Hygienic Attribute” of the meals
Information Cues: Increasing Visibility: through attractive
advertisements ,direct mailers and website.
Response: At the slightest hint of a negative response from
the customer the offerings should be changed in a way that
the customer finds it difficult to refuse.
29. Pr ospect i ng
Prospect definitions: Customers with bulk order
requirements
Searching out potential accounts: By doing a survey
of the market, narrowing down on the prospective
customers
Qualifying prospects and determining probable
requirements: By interacting with the customers and
finding their needs. Helps in further zeroing down on
prospective customers
Relating company products to each prospect’s
requirement: Customizing the meals as per the
prospective customers.
30. Sal es Resi st ance
Obstacles to sales :
Financial Obstacle: if the client budget does not permit him to
take the deal you can offer him some discounts based on the
order size.
Fixed Mindsets: Prospective customers are too reluctant
to change the caterer.
Sales objections
Unattractive “Menu”: not providing enough variety in
the menu
Not Value for Money food: the customers does not feel
that the offerings is worth the money paid.
Recommendation: the salesperson should be
tactical to handle any such situation.
31. C osi ng Sal es
l
Low pressure sales: Intrinsic Customers
High pressure sales: Extrinsic and strategic value
customers. The salesperson leads the customer
to close the sale.
35. Targetting Approx 500 members in a company as a whole
Wherein corporate house being 50% - 55% of CK’s target
36. Targeting 5 Hospitals with an average customer base of 500
Low Calorie Food will be served to the patients
37. Targeting approx 7 Colleges with 250 daily Consumers setting up a sort of
canteen where in confectionary items can also be looked upon.
Day Boarding School will also be an approach where food is provided by the
institute itself.
38. 150 people per production house targetting 5 production house as a whole
39. Catering Type D and having 4 parties each per Sunday
Tie-Up with Banquets
Credit Site
42. For ecast i ng: speci f i c
pr oduct & t ar get
Why forecast sales?
Compare proposed changes to current results
Help set budgets
Provide basis for monitoring results
Aid in production planning
43. C onsi der at i ons i n
f or ecast i ng
Customer behavior (past & future)
Competitors’ behavior (past & future)
Environmental trends
Product strategies
44. C ust om behavi or
er
( fMore and more extrinsic customer are converted into
ut ur e)
intrinsic customer
As Brand Awareness increases the Brand loyalty will also
increase
Availing to choose the full Menu online make the process
faster with better forecast
Giving Access with client wise classification on website
helps customer to be more informed about the products
they are looking
Providing menu templates for different occasions speed
up the process
On line chat interface for better service (also helps in
getting feed back )
Creating a image as health conscious and environmental
conscious caterer
45. C pet i t or s’ behavi or
om
( f ut ur e)
The main competitors are unorganized caterers
like Radhakrishna , Shiv Sagar caterers
They can also go for HACCP certification and ISO
22000 certification
Tendency of price war to generate high
competition
Also there will be more stiff competition in terms
of client acquisition
Finding a new USP will be a key aspect for the
future market.
46. Envi r onm al t r ends
ent
Changing FDA norms should be considered
New measures of consumption of fuels
Adhering to the norms of department of
environment government of India
Perusing to get clean environment certification
from local and international authorities
Preparing food according to seasonal changes
Finding new roots for transportation with better
efficiencies
47. Pr oduct st r at egi es
Developing food with high nutritious value (in
the R&D center) and making that a USP
Creating a cross selling strategy by bundling
of product offering (Combos)
Creating schemes like product of the day
48. M hods of f or ecast i ng
et
Judgment based
Sales extrapolation
Customer based
Model based
49. Judgm - based f or ecast i ng:
ent
qual i t at i ve
Jury of expert opinion (most common)
Naïve extrapolation / opinion (2nd most common)
Sales force composite (3rd most common)
50. Sal es ext r apol at i on:
quant i t at i ve
Assumes future will follow on past
Moving average (most common quantitative method)
Average of three period sales over time
Average of change in three period sales over time
Exponential smoothing
Alternative method to smooth data
Regression analysis
Forecast sales = a intercept + b slope (time)
51. Cust om - based f or ecast i ng
er
m hods
et
Does not assume future will follow on past
Market testing
Market surveys
Can be fed into forecasting model
52. Model - based f or ecast i ng
m hods
et
Regression with other factors
Sales = a intercept + b (advertising) + c (price)
Develop model on half of past data
Test model on other half of data `
53. For ecast i ng pr oduct s w t h
i
new f eat ur es
Show basic product
Ask what they would pay
This price may be arbitrary
Add feature: e.g., An added dish
Ask what they would pay
Follow-up prices are coherent
Add another feature: e.g., An added drink
Ask what they would pay
Add another feature: e.g., An added dessert
Ask what they would pay
Add another feature: e.g., Another customized
product
56. Sal es Team
The most important team for a venture like
Central Kitchen where our primary aim is to
increase sales
They are the boundary spanners i.e.
representatives of the company to the clients
Responsible for all selling activities and
getting new orders for the company
Integral to increasing the sales
57. O at i ons Team
per
Continuous improvement on the basis of the feedback
brought in by the sales personnel and the review of the sales
manager
Seek Continuous Improvement by-
Maintaining and improving kitchen standards and food
quality
Deploying advanced quality control techniques to ensure
the quality of food is always good
Work in tandem with the sales and logistics department to
implement the continuous improvement policy
The well equipped in-house R&D team should come out
with innovative and delicious recipes to keep the taste buds
satisfied
Smooth flow of kitchen functions
Appointment of well trained kitchen staff and good shefs
58. Logi st i cs Team
Inbound Logistics- Should ensure timely availability
of raw materials, in proper quantity at the right place
so that the kitchen is enabled to fulfill all orders and
while doing so ensure that there is minimal waste
Co-ordinate with the sales forecasting team and order the
right quantities at the right time
Ensure proper storage and warehousing
Minimize waste and pilferage by keeping a track of all
incoming inventory, segregating them, weighing them, and
sending them to the location where they can be used with
minimal lead times
Source good quality materials without comprising on the
quality at the best prices
59. O - bound Logi st i cs
ut
Out-bound Logistics- Concerned with the delivery of
the cooked food at the premises of the client at the
right time and in the right shape, quality and
minimal time so that the consumers are satisfied
Achieve its objective by
Proper co-ordination with the sales personnel who get the
order who would direct them to the client’s premises
Ensure timely delivery of the food and thereby ensure
customer satisfaction
Co-ordinate with the operations department to facilitate
timely packaging and forwarding of the meals
60. Sal es Job Descr i pt i on
A job description clearly defines what the job
is about and what can be expected from the
job, and so it benefits both the employer and
employee to be clear as to what the job will
entail.
A portfolio of job descriptions for each job
within the organisation helps to prevent task
clashes.
61. •Recruiting and Training Sales staff
•Supervising, Motivating and Monitoring team performance
•Allocating areas to sales team
•Setting budgets and targets
•Reporting back to senior managers
•Assist in making database of both existing and prospective
clients
•Co-ordinate with the departments to ensure a smooth
workflow
•Maintaining good relations and communication with clients
giving them prompt service.
•Engage in customer retention activities
•Evaluation of performance of the sales team
62. Job D escr i pt i on of t he
Sal es t eam
Details covered in within a job description
would be:
the job title
who is accountable for the employee
the location of the job
a brief description of what the job entails
a list of duties and responsibilities
hours of work
working conditions and pay.
63. Job Descr i pt i on
On the sales front- (for institutional clients)
Make a database of prospect clients
Take leads and make calls to clients and seek their
appointment for interview
Meet the client to brief him about the product
Arrange for a visit to the Kitchen premises for the
decision taker
Negotiate and explain company policies on price and
credits
Get the order
Report to the sale manager
Flexible working hours on the basis of number of
appointments per day
64. Job Descr i pt i on
On the sales front- (promotional activities)
Observe corporate party happenings and seek
orders from them
Get orders for special marriages and outdoor
catering/look for tie ups with special banquet halls
Arrange for putting up stalls at various fests
65. Job Descr i pt i on
On the service front-
Continuous feedback from clients
Handle credit requests and payments
Take complaints and grievances if any and convey
them to the department concerned to improve
upon them
Co-ordinate with the logistics department to
ensure timely delivery of meals to the respective
clients
66. R R I TM TS
EC U EN
Should recruit highly skilled and experienced
sales managers.
The sales team could comprise high school drop
outs with a fluent grasp of english, and can speak
hindi and the local language used
The boundary spanners should have a pleasant
personality since they would represent the
company
Can tie up with some B-schools to hire
management students on project basis.
Should try and lure competitors sales staff by
providing better incentives
67. Tr ai ni ng of Sal es
Per sonnel - “ M
AC EE” Appr oach
Aim
The primary objective would be develop better
communication and negotiation skills within the
sales candidate in order to render him presentable
and an active order getter
Identify training needs according to the job
specification, individuals background and
experience
Train sales team in sync with the marketing and
sales policies of the company
Identify continuing training needs
68. Content
Extensive knowledge about the kitchen facilities
and standards
Detailed knowledge about the diet
features(product knowledge)
The markets and target groups to be catered
Company information
Skill development and communication
enhancement modules
69. Method
Training method should be pragmatic and practical.
Hybrid of the traditional training model i.e. lectures
demonstrations etc with a focus on communication
development through debates, role play,
demonstrations etc.
Trainees can accompany sales team member while
going for client counseling to gain field experience.
Use of media should be exploited to improve
communication skills. Workshops for skill
development should be organized
70. Execution
In-house training wing tailored to train the
individuals as per the needs of the organization
should be set-up.
Arrangements should be made for practical
exposure of the candidate and a module of
continuous improvement to be followed
The training personnel should themselves be well
trained
The company can also outsource its training
facilities to a third party training team
71. Evaluation
Can be done on a performance basis the key
indicator being the number of orders which the
trained individual can extract within a particular
time frame,
or the number of client visits he/she can arrange
to the kitchen premises.
Session reviews should be done on a reward basis
72. Sal es C pensat i on Pl an
om
Would be based on the company’s general
compensation structure
Simple ranking
Classification or grading
Point system
Factor-comparison method
Job Evaluation and sales positions
A performance linked variable component which
forms the major part of the compensation
Use of Bonuses would keep employees
motivated
More focus on commission with a small amount
of fixed remuneration
73. M i vat i ng and D r ect i ng
ot i
Sal es Per sonnel
Motivation
Regular reporting and performance appraisal
Reward the best sales person of the month.
Reward would be apart from the commission
Maintain harmony within the sales team so that
they work in sync without any conflicts. This
would increase performance. This would be the
task of the sales manager
Define clear localities for the sales people to avoid
internal conflicts which could be detrimental to
the sales
74. Cont r ol l i ng Sal es For ce
Establishing performance standards.
Call frequency ratio
Calls per day
Order call ratio
Number of client visits to kitchen
Number of orders
Recording performances
Field Sales reports
Territorial sales
Evaluating performance against the standards by
comparing the actual performance with the standard
target
Taking action