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GROW- Agree dept priorities for 2021 as early as possible...SMART
..for Central and RM team..how do we change ways of working to deliver...how do we find time in a busy schedule to deliver priorities and keep up BAU

Coaching- do you deal with this on specific issues and target solutions or more general training

Where does Harvest fit in priorities- high priority for RMs

Post Covid outlook

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Revisit POAP strategic plan for Brand and include ATL coaching throughout.
Ensure ATL Coaching is part of the new CRM tool - will then become a way of working.
How  - Develop a coaching approach that matches each of the teams needs -
7 coaching sessions per RM per year = 35 sessions...
How - on going measurement of performance growth..

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Provide varying sources and circumstance
Ensure it’s two way. Both are being coached.
Allow the space for it.
Key Considerations for all;
Frame our role
Understand the need across the 3 customers
Make clear The retailer responsibility
Get agreement on what’s happening next and at least deliver or side
Use the tools.
Build the skill base and knowledge

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Revert to using 6 coaching questions
Recap on 6 step coaching framework
Agree with team how we are going to making coaching real
Make the regional growth plan relevant and live
Build into sales app

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Covid affect on regions
New retailers
New competition
Consumer insights will shape our plans
Potential banking issues

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Limit the audience to Dan/TOM-
v stressful to present to wider audience- limited value in it

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Set time aside to plan and review
Set timeline for the year
Get RMs to present at tooling up on any topic to get used to presenting and help take fear away from presenting the regional growth plan

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Good template, process works. Structure is good. Plan for every store. Transferable/handover between RMs works

Consistent approach amongst RMs

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Make sure this process is aligned with new CRM tool to incl live info

Provide a guidance note on best practise to drive consistency of approach and collaberative approach

Tailored presentation approach depending on RM

Scheduling and lead times (part of plan for Q1 incl prioritisation) ..

Aligned to
PDR process; mark vs regional growth plan

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Scoring and leaving the room
Starting from scratch - it’s an update

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Continue using tools, profiling of retailers, swot, pestle, low performers, low potential

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Dan and mike
Continue doing feedback and presentation session
Building on previous completion
Make sure it links into the 1/4 sales plan - The plan for the store

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How do we make the growth plans live/not being put away for full year? Use summary at mid year review?

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Reduce the audience

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1. Set up sessions, time required and the map for the year
2. Reduce the audience
3. Remove the scoring
4. Circulate best practice
5. Examine RM sharing (extractions from RGP) and general best practice / successes, at the tooling up sessions
6. Link the RGP commitments to the quarterly sales planning, aligned the the KPIs

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Scenario
Retailer lot of unresolved claims- repeated rejections- do Musgrave not trust me- cost/time etc

Situation
How long going on?
What is your standard process on claims?
When was first complaint? and to who?
What has changed here?

Problem
What is value of the issue?
What feedback have you gotten so far from Supply chain?
Are your claims through shortage or damage
Can you walk me through your process so I can understand...
Is there common to your claims or the rejections?

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Dan Mike Niall
Challenge on offer at 2 for 20.
Acknowledge - I hear you saying Sv price is and your concern is.
Probing - What’s your understanding  of the reason why they’ve moved. What’s your stock situation. What’s your understanding of our plan year to go?

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1. Agree the prioritisation level for coaching within the dept.

2. Relaunch - next Tooling workshop

3. Select the coaches for each RM

4. Contracting meeting with each RM

5. Set time for coaching ie every 6 weeks.

6. Agreed the schedule an time.

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Formalise into agendas & diaries
Recontract as a group
Outline 2 way coaching both learning
Agree coaching structure & way of working (to include central team contributing to coaching in their leadership style)
Set objective of coaching session