2. In order to formulate a strategic sales plan, one has to take the following into
account: core values, vision, mission, business objectives, unique selling
propositions, competitor analysis, target market analysis, product offering and
availability. This presentation will only serve as a framework and its contents
WILL CHANGE after a more in depth analysis of the current situation and
market conditions of the Redespresso brand.
“Off the Cuff”
3. “Regardless of your view of the world, in good times or in bad, your brand is your
company’s most valuable asset. Understanding how your brand creates value
for you is key to establishing and maintaining market leadership and sales
growth”.
RED is the new Black
4. Current Situation
• In the process of creating a global brand
• Highly competitive market
• Need to expand South African footprint , strong focus on market development
• Still the world’s first Tea Expresso , pioneerd brand new beverge category - need to remind the
consumer that redespresso was the first tea expresso and the best on the market.
• Need to increase sales volumes in all 4 channels ( Retail, Wholesale, Food services & Exports)
• Need to increase brand awareness at point of purchase
5. Sales Strategy
Sales Objectives
Push & Pull approach
People ( Sales team, agents and distributers)
Price
Promotion
Product offering
Product Placement
Packaging
Process
Track & Control
Target Market
Blue-Sky scenario
Positive impact on BOTTOM LINE
6. Sales Objectives
• To be available in all identified distribution outlets (Listings) – market development “mapping”
• Increase sales to current customer base (positive sales growth) target %
• Measure “forward shares” per region and per distribution channel (targets) - identify competitor/s
to be targeted.
• Customer trading agreements to be put into place or revised – this include rebates, settlement
discount, payment terms or promotional activity scheduled
• Implement sales budgets per product, per channel, per customer and per distribution/sales agent –
taking into account plant capacity (day shift & night shift)
• Improve on national footprint
• DC vs. Dropshipment accounts to be investigated (Retail)
• In-depth market analysis to be done or revised (current situation)
• Competitor Analysis (Local and international players) market shares
• Key Account strategies ( sales strategy per distribution channel)
• Sales strategy per target market will be identified
• Brand activation will form an integral part in creating the sales pull
• Identify customer “hit list” per distribution channel – key focus stores – strategic areas (A,B & C
clients) Drive volume through these stores, price promotions and display stands to be used in
these stores –Aggressive brand activation to be incorporated in these stores
7. Push & Pull approach
• Push • Pull
• Available in all identified distribution channels 2. In store Brand activation - Promotions
• In store deals 3. Display stands
• JAB order through DC’s 4. Below the Line advertising
• Consistent Product Quality 5. In-store & online competitions
• Excellent Service levels (sales, merchandising 6. POS material
and distribution) 7. Aggressive merchandising
8. Strong online presence (current & active)
8. Sales team, agents & distributers (People)
• Audit all current contracts and sales history with sales agents & distributors
• Look at Sales force structure (organogram)
• Measures of performance and reporting
• Key tasks and responsibilities
• Sales targets to be determined
• Product training
• Motivation ( sales incentives)
• Retail & Wholesale planograms
• Service levels ( sales, distribution & merchandising)
• Trade photo albums compiled
• Analyze customer enquiries & complaints
• Implement Enquiry system (ISO) – measurements of control
9. Price
• Determine or re-evaluate the Price differential and Price strategy per distribution channel
• Ensure each area & channel has different pricing depending on the distribution cost, trading
agreement and high demand areas
• What is the current and ideal price positioning in the national and international market place?
• Negotiate selling price with buyers /owners (Control RSP!)
• Who do we compare ourselves against when it comes to pricing
• Price promotions (Value packs & bulk buys) – pamphlet promotions and on-line specials
• Seasonal price promotions- HOT vs. Cold vs. Bold (winter& summer) Food service industry
• Price increase strategy - % on annual basis (Communicated in time)
• Direct to the public “ wholesale to the public”
• Re-evaluate trading terms with Key Accounts ( Rebates , current cycle deals and settlement
discounts)
• Re-evaluate margin per product line ( Retail vs. Wholesale vs. Foodservice)
10. Price cont...
• Incorporate bargaining power to distributers and agents
• What is the Budget for openings deals &free-stock ( new-accounts)
• Monthly price surveys on national scale
• Discuss price strategy in monthly management reviews
• “Ruby Tuesdays” – half price on “red” drinks (staff to wear redespresso shirts – “red is the new
black” – particular to the foodservice industry, which can be pulled through to a national campaign
communicated through radio and print media.
– Panarottis &Cape town fish market
• Retail & Wholesale driven theme promotions
– Pamphlets & Condola-ends (displays) – cross merchandising with complimentary products
11. Promotion
• Increase brand awareness through in-store activations, product trial ( model to be formulated, tested and
trialled)
• Promotional schedule per annum to be developed and approved (Budget to be determined, including
events, festivals and top 20 customers) 80/20 rule applies
• Communication material (POS) developed and cloned per region and channel ( consistent branding
essential)
• The use of stylish branded display stands to be investigated
• Road shows - Promotional vehicle (mobile advertising) “redespresso on the GO” – events, festivals, school
functions and sport occasions.
• Strong online presence to be perfected ( ordering online) Specials and competitions
• Social media – top of mind awareness (FB, twitter ect.)
• Branded giveaways like the “twister” , t-shirts, caps and tea-cups
• Sponsorships and social responsibilities – expresso show on SABC 3, “Green” initiatives ect...
• Customer surveys to be done in support of product trial (trends documented and evaluated)
• Training of promotional staff to become knowledgeable, professional and efficient
• Store planograms to be set-up
• Merchandising is KEY – cross merchandising with complementary products like honey and cinnamon
• Collectable promotional packaging – tins
12. Product offering (Unique selling points)
•Wholesale and retail pack
•World’s first tea espresso
•Award winning
•Healthy alternative
• Richer in flavour, darker in colour
vs. regular rooibos tea
•Revolutionising and stylish
•No preservatives, colourants or
preservatives
•More antioxidants than green tea
•Exceptional rawmaterial quality
15. Packaging
• Stylish striking up-market packaging
• Two pack sizes available (Wholesale & retail pack)
• Resealable for convenience
• Excellent use of packaging as communication medium
• Metalized polyester as packaging material keeps product fresher for longer
• Easily merchandised in retail outlets
Suggestions
• Smaller retail packs
• Look at “green” packaging - possibility of recyclable component/barrier
• Promotional packs (collectables) – Tins
• Value packs (Buy the retail pack and receive an extra 50g free)
• Complementary products as add-ons: Honey stick or Cinnamon pouch to initiate product trial
• On-Pack competitions
16. Process
• The Value-added services that differentiate the product from the competition (e.g. after-
sales service and product training)
• The professional manner in which our brand activation is handled (promotions and in-store
activation)
• Value chain management – partnerships with buyers, owners and suppliers (TEAM effort)
• Strategic management of agents and distributors
17. Track and Control
• Track and control External • Track and control Internal
2. Monthly mini reviews with store buyer - 2. Weekly report back at Sales meetings
Reps (Progress, action vs. Budget by store) – Sales
3. Quarterly review with national buyers and overview, Highlights, Setbacks and Action
head buyers (progress, actual vs. target by plans
store) 3. Call and delivery hit ratio
4. Monthly sales meetings with agents & 4. Weekly trade visits
distributers 5. Measure forward shares
5. Customer Enquiries 6. Look at incorporating SAP or greatplains as a
sales management system
7. Promotional impact (Actual spent vs. sales
growth)
8. Enquiries
18. Target Market
• Absolute Niche market – the question is how to expand this market?
• Differentiated target market strategies will be developed per focus group
• Foodies; café hoppers; DIY market
• The “finer "things in life
• Health conscience
• “green lovers”
• TEA lovers
19. Blue-SKY scenario
• Ready to drink “red” drinks ( Ice teas; Late’s and espresso’s ect.)
• Caffeine infused redespresso??? “giving red the kick”
