Delta ManagementDelta Managementconsulting firmconsulting firm

Company presentation

2

Company Statement:

Delta Management is a

Russian consulting firm with

focus on development and execution of

effective and competitive

sales and marketing strategiesWho

we

are

Who

we

are

3

Delta Management missionDelta Management mission

To provide considerable business growth to our clients in Russia and CIS through:

sales and marketing strategy development and optimization

development of most competitive business processes, sales policies and procedures

building an effective sales & marketing complex

Who

we

are

Who

we

are

4

StaffStaff

15 consultants* at different levels

Great combined work experience in

multinational and Russian companies

Last job positions of some consultants: AT-Trade, Inc., – Dobrovolski D., – General Director

Severstalmash group of companies, CJS “PeterStar”

(Metro Media Group), – Rytikov A.,– Partner

Mobile Telecom Systems, – Vetrova T., – Research

Director

Who

we

are

Who

we

are

5

Our client listOur client list

Crystall Group - (vodka brands “Gzhelka”, “Russian White Gold” etc.) - 60% of

Moscow vodka market building regional distribution system

sales structure optimization

Rosman Publishing house – (Harry Potter project in Russia) building efficient sales and marketing system

PEZ-Haas (PEZ-Haas product range) competitive analysis

SD-Foods, largest Mars distributor in Russia product category research

Demiurg Group of companies (“Smolenka” butter & mayonnaise brands,

“Smolenskoe”, “Krestyanskoe zastolie”) building efficient sales and marketing system

competitive product category analysis

business partner commercial audit

Who

we

are

Who

we

are

6

Our client listOur client list (continuation)

RosBuilding Group of companies product category research

A-T Trade (coffee brand “Luxor”, tea brand “Edwin”, fruit drink “Fruting” etc.) competitive analysis commercial audit and assessment of distribution companies in CIS

Tver Mill complex (premium flour brand “Tverskoe MKB”) building efficient sales and marketing system

BelEconomBank – investment project “Ramensky Konditer” (croissant brand

“Mont Blanc”) competitive analysis

building regional distribution system

search for strategic partner – Frito Lay of PepsiCo became distributor as of 01/01/04

ARMI PharmAssociation of Produces of Disposable Medical Articles competitive analysis

building efficient sales and marketing system

Who

we

are

Who

we

are

7

Our productsOur products

1. Selection of distributors for manufacturing companies

2. Allocation of teams of sales and marketing professionals for

investment projects

3. Building and optimization of effective sales systems (re-structuring

of sales and marketing departments)

4. Introduction and implementation of changes in structural units –

transfer of knowledge, skills and sales techniques / teaching

client’s personnel

5. Sales structure expenditures optimization

Who

we

are

Who

we

are

8

AdvantagesAdvantages

Company’s specializationCompany’s specialization provides high level of expertise

Successful work experienceSuccessful work experience of our consultants in leading positions in largest Russian and multinational companies

Full introduction and implementationFull introduction and implementation of solutions developed

Who

we

are

Who

we

are

As an example, on the next few slides we give our detailed approach to the project of

building an effective sales system

10

Project scheme – effective sales system Project scheme – effective sales system setupsetup

Alg

orith

m o

f our

wor

kA

lgor

ithm

of o

ur w

ork

Audit

Internal External

Existing business processes assessment

Distribution channels

Timing of main operations execution

Org chart

Sales policy

Main employee manualsand regular KPI procedures

Staff policy

Introduction and building knowledge in structural units –transfer of knowledge and technology of work to staff

Main policies:•assortment•client•pricing•credit

I II

11

Mandatory blocks within sales Mandatory blocks within sales efficiency projectefficiency project

Who

we

are

Who

we

are

Sales policy

Assortment policy Client policy

Main businessprocesses in S&M

Functional duties

Pricing policy Credit policy

Business processesin Sales

Functional dutiesin Sales

12

Optional blocks within sales efficiency Optional blocks within sales efficiency projectproject

Who

we

are

Who

we

are

Sales policy

PlanningPrice and distribution

monitoring

MerchandisingNew channelsopening

Key performanceindicators (KPI) and motivation

Business processesin marketing

Functional dutiesin Marketing

Enteringnew markets

Managementcoaching

Sales structureexpendituresoptimization

Commercial auditPlanning budget

systems

13

Approach to problemApproach to problem

Alg

orith

m o

f our

wor

kA

lgor

ithm

of o

ur w

ork

AUDIT

STRATEGY DEVELOPMENTAND SELECTION

S&M DEPARTMENT ACTIVITYOPTIMIZATION

EXECUTION OF CHANGES

14

Building an effective Building an effective sales and marketing system sales and marketing system

Pro

ject

pla

nP

roje

ct p

lan

3-4 weeks 2-4 weeks 4-6 weeks 8-12 weeks 12 months

       Follow-upconsulting

     Executionof changes

 

   S&M department

activityoptimization

   

 Strategy

developmentand selection

     

Companyaudit

       

Stage #1 Stage #2 Stage #3 Stage #3 Stage #5

15

Audit. Stage #1Audit. Stage #1

External: Market / category Competition Distribution channels

Internal: Company’s objectives and strategy Portfolio assessment Org chart and existing business processes

The

seq

uenc

e of

sta

ges

The

seq

uenc

e of

sta

ges

16

Audit. Stage #1.Audit. Stage #1.Results – what client receivesResults – what client receives

Product category Competitors’ goals and conditions of work Client’s sales strategy Correspondence of client’s sales strategy to client’s general

strategy Assessment of effectiveness of:

assortment portfolio client segmentation price structure credit policy

Internal business processes reconstruction Existing org chart primary assessment Project goals correction and finetuning

The

seq

uenc

e of

sta

ges

The

seq

uenc

e of

sta

ges

17

Development and selection of Development and selection of sales strategy. Stage #2sales strategy. Stage #2

Selection of optimum portfolio

Geography of sales

Distribution channels

Promotion means

The

seq

uenc

e of

sta

ges

The

seq

uenc

e of

sta

ges

18

Sales strategy. Stage #2.Sales strategy. Stage #2.ResultsResults

Optimum product portfolio

Existing and new markets analysis

Geography of sales, order for entering new markets

Distribution channels corresponding to client’s strategic

goals

Recommendations on selection of promotion programs

The

seq

uenc

e of

sta

ges

The

seq

uenc

e of

sta

ges

19

S&M department activity S&M department activity optimization. Stage #3optimization. Stage #3

Org chart

Functional duties

Sales policy – general issues

Processes and procedures– development of detailed

provisions of sales policy

Planning

Personnel

Key performance indicators (KPI)

The

seq

uenc

e of

sta

ges

The

seq

uenc

e of

sta

ges

20

Functional duties. Stage #3Functional duties. Stage #3

Place in org chart

Field of responsibility

Tasks and areas of reporting

Rights and responsibilities

Performance assessment

Administrative provisions

The

seq

uenc

e of

sta

ges

The

seq

uenc

e of

sta

ges

21

Sales policy. Stage #3Sales policy. Stage #3

Assortment/ SKU policy

Client policy

Pricing policy

Credit policy

The

seq

uenc

e of

sta

ges

The

seq

uenc

e of

sta

ges

22

Sales policy. Stage #3. ResultsSales policy. Stage #3. Results

1. Developed and formalized sales policy:

a. balanced assortment portfolio

b. segmented client list

c. developed price list and discount system

d. credit policy

2. Corrected / developed and formalized business processes

and procedures

The

seq

uenc

e of

sta

ges

The

seq

uenc

e of

sta

ges

23

Sales policy. Stage #3. Results Sales policy. Stage #3. Results (continued)(continued)

3. Developed org chart which corresponds to the tasks of:

a. strategic goals solution

b. chosen distribution channels cover

c. S&M department work efficiency

4. Developed and formalized documents on org chart:

a. functional duties

b. key performance indicators (KPI)

c. KPI methodology and frequency of control

d. motivation program and personnel development (upon request)The

seq

uenc

e of

sta

ges

The

seq

uenc

e of

sta

ges

24

ContactsContacts

How

to r

each

us

How

to r

each

us

Address: 226 office, Sokolnicheskii val str. 1B buildig 2, Moscow, 107113, Russia

Phone: +7 (495) 638-56-60

E-mail: dobrovolski@delta-management.ru

Web-site: www.delta-management.ru