# data[].attributes.body
Time lines need to put in place from relevant departments ref NPD /SEASONAL

Business Development and other departments need to be aligned

Overcome the barrier with the retailers and support from other areas of the business

Full buy-in from retailers

Admin Time

Correct data provided

Team Support

Getting right stores in the right categories

Grow Retail sales /wholesale sales /loyalty

# data[].attributes.body
Firefighting -other departments need to take ownership

Need to ensure that retailers are aware and on board with changes

Loyalty challenges and relationships

Getting Buy-in from Customers

Time to allow for preparation

Ah hoc meetings -diary bombs

Ah hoc sales initiatives- timings

Not the model that has been sold to Retailers

Brand selling - total new way of working

Approach to change needs to be handled differently with certain retailers

Cat B retailer will still want a weekly call as sold to them

# data[].attributes.body
1. Defines a way of working with the retailer
2. Helps business understand growth areas
3. Helicopter view of opportunity in region
4. Future investment/return identified
5. Able to identify the needs/support required for each retailer
6.  Platform to open discussion with line managers - decision making

# data[].attributes.body
A new of way of working that makes me better at what I do, more appreciated for what I do, but ultimately benefits me, my customer and the business as a whole together.

# data[].attributes.body
an improved professional focused way of working

# data[].attributes.body
A better understanding of how I can be more effective within my role

# data[].attributes.body
Better time MGT
Better Organized
New ways of working
Job satisfaction - of job well done

# data[].attributes.body
My words on Menti where intrigued as I am to see what and how Harvest will bring to make things better. I am happy that we are on this journey and I am engaged to follow the journey and deliver new ways of working for the better.

# data[].attributes.headline
be up skilled - learn new ideas of how to drive RT sales and wholesale sales

# data[].attributes.subject
be up skilled - learn new ideas of how to drive RT sales and wholesale sales

# data[].attributes.body
a simple guide and way of working to be effective to benefit my region and retailers

# data[].attributes.body
be open minded, listen , engage, and be willing to embrace change

# data[].attributes.body
Learning new techniques which will benefit myself and the wider team.

# data[].attributes.body
New learnings, ideas, help to utilize and develop my full potential

# data[].attributes.body
To be engaged, part of a team, listen , learn

# data[].attributes.body
Engagement in the session, sharing ideas and insights - open minded

# data[].attributes.headline
be open minded - listen and learn and take on new ideas

# data[].attributes.subject
be open minded - listen and learn and take on new ideas

# data[].attributes.body
Alistair

# data[].attributes.body
Improve my ways of working
Make better use of time spent instore which benefits both retailer, myself and Musgrave.

# data[].attributes.body
An improved sales focus with Retailers and Musgrave seeing the benefits and understanding the value add that this new focus brings. Sales team recognition for the value they bring to the business.

# data[].attributes.body
To enhance and develop myself and help support The MACE Team on the Training programme

# data[].attributes.body
By engaging with the team on the programme, benefiting from everyone sharing their knowledge and experience combined with the learnings of the programme.

# data[].attributes.body
To listen , be fully engaged , share experience and learn

# data[].attributes.body
Be present and engaged.
Open minded to everything
Sharing ideas
Problem solving - Sharing experiences

# data[].attributes.body
Be full on, open minded, engaged and take part with enthusiasm.

# data[].attributes.body
Open minded approach to the next 3 days of training and too in turn use new learnings to improve all aspects of store visits.

# data[].attributes.body
By contributing and engaging in the session and more importantly bringing what I learn to life in my Role going forward

# data[].attributes.body
plan, positive, prepared, professional, knowledge,
expertise and effort
goal and figure driven
passionate
team player
managing expectations and don't babysit
listening and have an appropriate mindset with particular retailers,
self motivated,
delegate issues and queries, learn quickly and know when to escalate
maintain control of the situation.

# data[].attributes.body
Preparation is key this leads to success

Retailer takes on board what you say and they see it as valuable

Relationship is key to success, building it to a personal and open conversation

Ear of the business - when you have an internal query you have a credibility that your colleagues listen and act on your feedback

Open and direct

Desire to be driven to meet the KPIS of the business and the stores

Outputs - how the stores perform

Personal Development performance leading to a better RM - do you have the attitude to develop

Cross functional working throughout the team, departments leading to better success for all - your the go to person

Time management - ensuring your time is managed effectively giving the best productivity for your time

The time you spend doing something is adding value by ensuring your being effective with the visit, meeting, audit etc

Resilience - having the right mindset for growth

understanding the needs of your retailer

Desire to be the best

Start to finish - completing the task from start to finish

The ability to get under the skin and develop the relationship to deliver the most for your customer

# data[].attributes.body
Need to have clear outline, agenda of store visit e.g. facts & figures / pros & cons
Honest & direct approach
Provide the insight / stats but gave them space to make the decision
lower risk - longer journey
Structured approach to outstanding issues

# data[].attributes.body
Cut to the chase with topic
Focus on the 'bigger picture'
Be energetic about topic matter - have belief in topic matter
Talk to customer in 'their language' - 'at their level'
Knowledge of each customer at how we can speak to them.

# data[].attributes.body
Controlling

Preparation

setup meeting, clear agenda sent before meeting

understand retailer  mood of the day

manage the meeting and use the time productively

knowing your audience at the meeting

# data[].attributes.body
Supporting

Set time and agenda

bite size chunks

managing expectations

understanding their capabilities

retailer tends to be content

longer time for them to be react to actions

need to show them the benefit, almost taking them by the hand

need to give them more support

they need more time to make decisions

baby sitting more often to gain buy in

more need to take them on a journey

# data[].attributes.body
Store visit calendar

store visit planning and agreed meeting format

I auditor consistency of information

information on i auditor for the store visit reviews

# data[].attributes.body
Consistency of the reports that are generated via i-auditor

Clear vision on what the company requires from monthly sales meeting - Key agenda points

Store visit calendar via teams that supports the visits generated via i-auditor

Regular catch up sessions twice a week with any key updates

# data[].attributes.body
New retailers may need more support than others ie new stores

Light touch visits need agreed approach and information which is relevant to each brand and format ie hic need impulse info more than tins of beans

Retailer requests - making sure we tie that in as a light touch visit ie retailer request to discuss refit plans

# data[].attributes.body
Currrent call cycle - in some cases some stores are pushed out to a 2 weekly call cycle.
Management of call cycle with retailers, (flexibility) times that suit them to spend time with myself.

# data[].attributes.body
Feels like there is a strong one team approach and high support

# data[].attributes.body
Relationships with Retailers
I auditor
Better Organized
Planning of visits

# data[].attributes.headline
A P - Relationship with retailers ,Journey Plan ,Line of one within the Mace Team  

# data[].attributes.subject
A P - Relationship with retailers ,Journey Plan ,Line of one within the Mace Team  

# data[].attributes.body
1. Uniformity of approach across all visits from the sales team
2. Same communication received and passed on  - one message to our retailers
3.  Frequency of visits
4. Building relationships with our retialers

# data[].attributes.body
Region sizes and Geographic Areas
Sales Advisors relationship with Retailers
Wholesales and Hallmark performance
Store Retention
Strong Team

# data[].attributes.body
New stores  - facilitation plan - its not just a handover its a continued journey

Trading information is categories and broke down by brand and format with relevance to each brand more specifically - can start to see this now with more info on impulse as an example

Light touch visit - if its a refit meeting its recorded as that and you revisit to complete the key info or if not possible the light touch information is concise and understandable as a support document anyway

# data[].attributes.body
Call cycle/agenda
Access to sales reports/trackers
Flexibility with call cycle to suit retailer needs

# data[].attributes.body
Diary Bombs
All having to build i Auditor
Different degrees of Retailers

# data[].attributes.body
I auditor-Store agenda consistency

Store communications re agreed visits

Topics covered

Alignment of team on key business/store focus areas and visit agenda's

# data[].attributes.body
Light touch visits - Expectation's from retailers

Key info from the wider business is correct (ie listing summary / NPD's / Product code changing etc accurate)

Availability of products from the warehouse

Ad-hoc meeting requests

# data[].attributes.body
New retailers will need additional support - review the facilitation process. SVC team be clearer at challenging the handover issues i.e. sales, margin, layout. RM to review NSA after the facilitation team have completed

NSA reports that need completed - solution would be to put these in diary so they are planned

Potential Barrier in our heads of store visit flexibility - SVC team to take control of managing your diary to meet the needs of the business and your retailer

Diary bombs - the business needs to understand that we have times and dates i.e. sales meetings to have information presented.

Retailer levels - SVC team manage the time accordingly to make the time effective with the relevant retailers

Store visits what the format is - a new i auditor document which is formatted for each brand and format for each level standard and light

Ownership in the wider internal team - we will not be able to resolve this however we follow the guidelines as in log with customer services

Time for self development - what time is there for training and how does the business plan to develop the SVC team

Business development - what is the expectation and how do we plan that in time for our wow - ultimately we make our diaries

I auditor builds - do we have the correct tool for the process. can we have a tool that has all the relevant information for the store visit

Internal colleagues - the wider internal team have to understand when we have admin days and time for meetings not always diary bombing

# data[].attributes.body
Retailer relationship and trust in me
Experience and work history in the brand
Retailer expectation of the support and commitment I have to their business
always being available to advise and give guidance sometimes out of hours /annual leave.

# data[].attributes.body
Reports on I auditor - could these be built centrally

# data[].attributes.body
Firefighting issues from stores
Need to ensure that our retailers are aware and on board with potential change to call cycle.
Time to allow us to prepare adequately.
Ad hoc meetings - short notice
Ad hoc sales initiatives - tight deadlines

# data[].attributes.body
1. Ad hoc retailer demands
2. Communication of new visit programme to retailer's - managing their expectations.
3. Time management in light touch visits

# data[].attributes.body
I-auditor reports

Info built centrally

Light Report Developed

Report by Format

Agreed Admin Day

BD store visits - time for

Retailer Communication Plan

Internal Alignment

Meeting

Information required - Timelines (NPD / Seasonal)

Attending sales meetings

New WOW

Ownership, alignment & accountability

Ownership

# data[].attributes.body
Retailer Communication Plan

Contractual

How to support the retailer

Internal Alignment

Meeting schedule

Align BD Team of changes

Information required - Timelines (NPD / Seasonal)

Attending sales meetings

New WOW

Ownership, alignment & accountability

Joint Visits - other functions

BD Time

Admin Time

Data & Internal support for Focus meetings

# data[].attributes.headline
AP - Retailer becomes disloyal , lose the relationship that has been build up , Not the model that has been sold to retailer 

# data[].attributes.subject
AP - Retailer becomes disloyal , lose the relationship that has been build up , Not the model that has been sold to retailer 

# data[].attributes.body
More Info from Trading - rely on sales meeting only for info - sometimes key depts dont attend and sometimes rushed

# data[].attributes.body
Agree to an admin day from which all ad-hoc meeting requests from the business can be filtered to a time in this agreed day.

Be clear with the retailers on what to expect from the  light touch visits and how this change will help the overall performance for their business.

# data[].attributes.body
Managing and embracing change
Expectation of Retailers
Getting buy in from the customer (adding value to their business)

# data[].attributes.body
planning for success
Shrink audit once per year ?  the Healthcheck would follow this up ?
Retailers dictating the agenda
Being nimble enough to react to issues /events but stay on plan
Training self and reviewing in shops inc development plans

# data[].attributes.body
Changing retailer mindset to store visit(additional time instore required)
Approach to change needs to be handled differently with certain retailers.
Cat B retailers will still want a weekly call as sold to them.

# data[].attributes.body
Needs of business-diary disruption

Resolving business issues for wider business-Logistics/trading/availability/finance

Retailer input/needs

Managing Business/retailer expectations

# data[].attributes.body
1. Set time for admin/planning so rest of the week is not effected
2. Clear communication to our retailers on the new process - setting out our stall inters of what it looks like (agenda and time)

# data[].attributes.body
Challenges from retailers regarding supply, transport, but really no barriers except for me to refresh my approach to store owners , listen, prioritize my call cycle

# data[].attributes.body
Share insights/best practice
Additional support from other depts ie facilitation, FTG
Added value, results will drive retailer behaviour

# data[].attributes.headline
AP New WOW with BD on how model is sold - New WOW with other dept to help process CS, Trading etc 

# data[].attributes.subject
AP New WOW with BD on how model is sold - New WOW with other dept to help process CS, Trading etc 

# data[].attributes.body
Choose my attitude
Work with trust respect and integrity
Listen / filter and reset when needed
Ability to steer round the BS
Be flexible/nimble
High priority /low prioirty stores

# data[].attributes.body
Full buy in from other departments reference Ad hoc meetings / sales initiatives 'respect for my time'
Full buy in and understanding from our customers
Understanding and support from line manager reference time for admin etc.
Correct data provided e.g. category reviews

# data[].attributes.body
Improved Diary planning

Focus on Value add (Understand from Retailer and Business point of view)

Communicate new WOW effectively both at retail and internal levels

# data[].attributes.body
Look for solutions
Engagement with Retailers to keep them informed
Sell the advantages of the new WOW

# data[].attributes.body
the support of the Mace team is invaluable to sharing challenges and solutions , a more focused approach to Category A stores with the most potential in retail sales growth and increased wholesale income for the business.

# data[].attributes.body
I Auditor build -
Support - Info located in one area so that it can be extracted delivering a 360 approach in relation to NPD's / Listing summary update / PA brochures etc..

# data[].attributes.body
SPIN -Asking the correcting type of question, open question 'remain at the top' if possible.  Take time to step back and question further depending on conversations.

APAC - Acknowledge the problem / issue, asking the correct open question for probe and gather facts reference the issue - look to fully understand this issue

# data[].attributes.body
1. Systematic approach
2. More control / keeping agenda on point
3. Gets to the route cause of issues
4. Builds a better understanding
5. Will lead to satisfied customers / relationships

# data[].attributes.body
Getting to the root cause of the issue/issues.
Better positioned to find a solution.
Controlling the situation.

# data[].attributes.body
By utlising SPIN & APAC its like auto hold in your car. its stops you rolling down the hill or falling into the pit, answering a problem with what your perception of the answer will be when in fact you haven't asked the correct questions to begin

it makes you think before you speak, pause before you answer

learn to take notes to help provide the feedback

It could lead to you developing better relationships with your customer by getting to heart of the real problems and being able to create real solutions

# data[].attributes.body
simple structured approach
removes any noise if followed
supports to get to the desired outcome
can help build trust

# data[].attributes.body
Spin
Start with the end in mind
Handling objectives
Needs vs wants
listen and question

APAC
Preparation in gathering all the facts
Ask lots of relevant and probing questions
Remain calm and in control
Offering solution and support

# data[].attributes.body
It gives a structure to the relationship, challenge, and provides key pillars to understanding the issue / issues with the right questions asked. There is more emphasis on listening which in turn gives you a clearer path to finding solutions. slow the pace down a little, probing and asking the right questions can often uncover underlying issues the customer has.

# data[].attributes.body
Getting a birds eye view of a situation

Able to get the full picture and not part - through probing

Collaboration and agreement of overall outcome

Building confidence and trust with each other

# data[].attributes.body
>Makes you slow down and think out - probe for route cause
>Then can suggest alternatives to fix issue
>Listen more
>Ask right type of questions
>Acknowledge

# data[].attributes.headline
Alastair - Spin - get the situation and fully under stand the problem before you go into Solution mode - ACPAC - Acknowledge the problem ask open questions and made sure you get to the root of the problem - 

# data[].attributes.subject
Alastair - Spin - get the situation and fully under stand the problem before you go into Solution mode - ACPAC - Acknowledge the problem ask open questions and made sure you get to the root of the problem - 

# data[].attributes.body
SPIN allows you to become more consultative with your customers - think how much would they pay me for this approach?  By listening to our customers we can identify their real challenges and needs and then we can unlock the opportunity to provide solutions that work for us both

APAC is a good model to gain a deeper understanding of the issues through probing questions and offering solutions to resole the issues

# data[].attributes.body
Why Have a growth plan?

Help the business plan

it supports other departments

ie transport may need to change based on volume

it helps give direction

helps set a structure to deliver the budget

supports delivery of the business vision

helps support stores development

helps develop and plan buying power

builds the brand

drives confidence with retailer

drives the retailer business forward and their success

# data[].attributes.body
To drive sales for both Retailer and Musgrave

To have a clear understanding of how to achieve the end results

We have an understanding of what the plans is from the point of view of the retailer and the Business

Achieving the overall Business Goals

# data[].attributes.body
1.  Focus on priorities within the region - visits etc.
2. Clarity on agenda/structure
3. Identifies cross functional support for both RM and retailer
4.

# data[].attributes.body
New approach to business plan

Helps us plan and stop it being by exception

The SWOT/PESTEL - helps bring to the forefront events, ie new housing, road works etc that are happening in the area

helps to box the retailer and develop how we manage them

understand any future developments of the store that the retailer is considering

Cross functional working - line of one

# data[].attributes.body
Giving a more formalized structured approach to store visits

Prioritize the same.

Gives the retailer confidence that we are interested in their business and ultimately adding value.

Increasing business will help the growth in terms of future contract terms and wholesale sales

More support with top potential retailers where we know we will achieve growth

# data[].attributes.body
Implementation

feedback

Review / check in

retailer survey

results

delivers on budget both retail and wholesale

new stores

refurbs

retailer investment

# data[].attributes.body
1. Adapting to a new way of working
2. Being disciplined / organised / time management
3. High priority / low priority / high support / low support - managing retailers expectations of where they are
4.     It allows us to give the right support and result in the best return for investment for the retailer
5. Tailored approach for each retailer

# data[].attributes.body
Categorizing the stores vs potential

Agree plan of works

Plan needs to be measured

Support from other departments

# data[].attributes.body
Delivers a focused plan/ approach
Identifies when stakeholder support is needed
Sense check

# data[].attributes.body
Sets out a clear detailed plan to get results

# data[].attributes.body
Helps create direction

makes you pause to look at bigger picture

helps remind you of the things we are good at

supports turning threats into opportunities

# data[].attributes.body
Clear overview of region  (Helicopter view)

Structure / focus on plan

# data[].attributes.body
allows you to analyze your area and form a plan based on that

# data[].attributes.body
Understanding Threats/Weakness and plan around
Understands support
Clear organized plan

# data[].attributes.body
Sets out the key challenges and opportunities to help create a focused and realistic plan

# data[].attributes.body
- Calls out key issues  - strengths/weaknesses etc
- Focused territory plan
- Drive efficiencies/results