I can't imagine the merchandising team working without technology, regardless structure. We must have pinpoint accuracy with costs, and without the support of technology it's impossible to get to this level.
Anderson SchierTrade Marketing Manager - Condor
For Condor, having that 90% minimum means visiting customers, identifying and avoiding out-of-stocks, withdrawing order suggestions, that means that the relationship in the store is very important to ensure the sale at the end of the day.
Carol RochaDirector of Operations – Agência Café
The largest brush factory in Latin America and an integrated communication agency join forces to combat the lack of effectiveness and visibility of the results of the execution. On the one hand, Condor, an industry with 90 years in the market. And on the other, Agência Café, which specializes in actions for the point of sale and execution strategies.
A quick talk on the scenario that was lived until 2015 shows that the deficiency in monitoring directly affected the motivation of the team, which until then was divided between internal and subcontracted teams.
Among the greatest difficulties are effectively measuring the workload of each professional and foreseeing the service per point of sale. The lack of visibility that affected the results and motivation of the field team began to attract Condor's attention.
By outsourcing 100% of the field team and bringing technology into its operation, Condor opened the doors to data culture and today achieves, on average, 93% compliance with the tasks performed.
The total outsourcing of the external team and the implementation of Agile Promoter took place in 2015. The first stage of the work was devoted to the review and planning of the indicators that guide the field team.
As the company's trade marketing manager, Anderson Schier, states, "real-time information helped the company overcome inertia and do something different in the field”.
The paradigm shift was closely followed by Café, which is considered an extension of the industry of São Bento do Sul, a city located in the north of Santa Catarina, in southern Brazil.
Currently, Condor is moving towards another level of intelligence: by evaluating the points of improvement in its service and the quality of the service provided by the field team with Agile Promoter, the industry is able to measure the efficiency of sales reps anywhere in Brazil and also forecast the 'Cost of Serving', which is the indicator used by Condor to track the impact of the cost of merchandising on the operation.
Achieving 93% compliance indicates, among other things, that Condor is well positioned at the point of sale. A continuous work, supported by the interpretation of the reports and, above all, by adopting actions based on the information recorded by the sales representatives.
"The daily and constant surveys with a support tool allowed us to reduce the out-of-stocks and follow-up of KPIs, going far beyond the simple replacement of goods," Schier says.
The executive also states that the sales negotiation with customers was transformed after 2015. These changes contributed to the company's double-digit growth in 2017.
The result is directly due to the good relationship and motivation of the field team, which now receives regular feedbacks. These practices, which can be related, for example, to the reduction of the turnover rate to 2%, are supported by information from Agile Promoter.
"I can't imagine the merchandising team working without technology, regardless of the size of the team. I didn't expect to get to such a detailed level in the construction of Cost of Serving. Today we have a customer level vision to get to a quick decision making. We know how to direct merchandising efforts in real time," Anderson remarks.