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CONFIDENTIAL
Document
Date
This report is solely for the use of client personnel. No part of it may be
circulated, quoted, or reproduced for distribution outside the client
organization without prior written approval f rom McKinsey & Company.This material was used by McKinsey & Company during an oral
presentation; it is not a complete record of the discussion.
Working DraftLast Modified 1/30/2007 6:54:40 AM Central Standard Time
Printed 1/16/2007 11:23:06 AM Central Standard Time
Customer Excellence:Ensuring the right number of people are focused on the highestvalue activities to improve customer and CCE performance
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AGENDA: DAY 2
20 min
180 min
10 min
30 min
30 min30 min
10 min
60 min
90 min
Recap from yesterday
Change Agent Workshop
Break
Management Preparation Logistics
LunchManagement Preparation: Content
Closing
Breakouts
Merchandising Productivity Exercise
Function-specific breakouts
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RECAP FROM YESTERDAY
What did you learn yesterday that will changehow you do things after ?
How do you plan to support the success of
Customer Excellence?
How will today help you take CustomerExcellence back to your teams? What are your
learning goals and objectives for todays
sessions?
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RECAP OF FREQUENTLY ASKED CUSTOMER
QUESTIONS
How are youimproving your order
writing process?
What determines how
much merchandising
service we will receive
in a given week?
How are you going to
ensure your product
will fit in existing
back-room space?
What is thedifference between
replenishment and
maintenance visits?
Does this mean allof my stores will
receive weekend
order writing?
You will receive FAQ handouts
today for your reference
RECAP OF FREQUENT Y ASKED CUSTOMER
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RECAP OF FREQUENTLY ASKED CUSTOMER
QUESTIONS
If I have an issue
whom do I contact?
How can fewer
deliveries help keep
me in stock?
How does receiving
less frequent
deliveries benefit
me?
How are you
improving the quality
of your
merchandising?
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In what ways are you improving your order writing process? Weekend order writing we are dedicated to writing orders when it is most valuable for you and
to minimizing time between order generation and order delivery More robust processes, technology, and training with improved reporting capabilities and
coordinated outlet volume improvement plans, we will ensure order writing accuracy and optimized
inventory mix
Does this mean every one of my stores will receive weekend order writing? We will conduct weekend order writing at stores that have the weekend demand to justify it
Help me understand the difference between a replenishment visit and maintenance visit? We will determine merchandising hours for your stores based on how shopped your shelves will be
each day. To align our hours to your shopper demand, we will make one of two types of visits: Replenishment visits, complete store restocking, are based on volume and ad activity. We ensure
no out-of-stock emergencies, fill/face cold points and IC at beginning/end of visit, fill/face all warm
points and maintain backroom Maintenance visits are based on ad activity and high-value immediate consumption volume. They
occur between replenishment visits to ensure no out-of-stock emergencies and fill/ face cold points
What determines how much merchandising service I am going to receive in a particular week? Hours will be based on weekly forecasted store level volume, promotional activity and in-store
merchandising locations Key focus of merchandising will be to ensure most profitable Immediate Consumption packages are
cold and in-stock
RECAP OF FAQ ANSWERS
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RECAP OF FAQ ANSWERS
How are you going to ensure your product will fit in existing backroom space? With our improved order-writing capabilities, we will make sure that your Day Sales of Inventory is
optimized and consistent across SKUs. You will require fewer deliveries to meet your stores demand Our longer replenishment visits and improved training will enable us to more effectively manage
backroom space
What improvements are you making to the quality of merchandising service I will receive? Our improved technology and training will help us ensure we are in your stores, on the right days,
keeping you in-stock
How does receiving less frequent deliveries benefit me? New targets allow system to eliminate unproductive deliveries, and allow more flexibility to increase
productive deliveries as needed based on weekly volume and promotional activity
How can fewer deliveries help keep me in stock? Reducing unproductive visits for delivery/merchandising functions will enable us to spend more time
focused on replenishing shelves and keeping you in-stock
If I have an issue whom do I contact? You can call me for selling and delivery issues and your merchandising manager for merchandising
issues. In the future we will be moving to a having one centralized resource for all your service
issues
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Change Management Workshop
Helping People To DeliverResults Through Change
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How to make the most of the workshop
How to Make Most of The Workshop
Be open: Embrace change with enthusiasmand patience
Participate 100%
Work together: Today is all about interactingwith your peers to help each other learn
Have fun!
Todays questions and activities are not a test;they
are designed to help us learn!
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The Goals of this Workshop
Understand the CCE Change Management
Methodology, its importance and benefits
Enabling change facilitators to implement
the sequential steps of successful change
management and the importance of your
role in managing transition
Establish the key levers for effectively
managing change
Provide you with the knowledge, skills, and
tools needed to help you and your people
deliver results through change and
transition.
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Drivers for Change
It is not the strongest of
the species that survives,
nor the most intelligent,
but the one most
responsive to change.
Charles Darwin
Successful adaptation tochange is as crucial within an
organization as it is in our
everyday lives.
Just like plants and animals,
organizations and the
individuals in them inevitably
encounter changing conditions
that they are powerless to
control.
The more effectively you deal
with change, the more likely you
are to thrive.
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Kick Off Activity: Mini Cases
Read through the Mini Scenario
Sheet your table has been
provided with
Answer the questions on your Mini
Scenario Sheet
Be prepared to quickly introduce
to your scenario
Time: 10 minutes
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Debrief Mini Cases
What is change in your own terms?
What are the reasons for change?
How would you describe its urgency?
What threatens this change to besuccessful?
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Why do Change Initiatives Fail?
Time: 5 minutes
Activity: Why do Change Initiatives fail?
C f ?*
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Why do Change Initiatives fail?*
Pitfall #1 Not establishing a greatenough sense of urgency
>50% of observed companies
Underestimate how hard it is to drivepeople out of their comfort zone
Pitfall #2 Not creating a powerfulenough guiding coalition
Producing change is underestimated
Pitfall #3 Lacking a vision Focus is on plans, directives, manualsand programs
Pitfall #4 Under-communicating thevision by a factor of ten
Communication is not credible, and notenough
The hearts & minds of the troops are
not captured
*Source: Leading Change: Why Transformation Efforts Fail. ByJohn P. Kotter. Harvard Business Review. Jan 2007.
Wh d Ch I iti ti f il?*
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Why do Change Initiatives fail?*
Pitfall #5 Not removing obstacles tothe new vision
Organizational structures, narrow jobdescriptions, personal attitude keep
change from happening
Pitfall #6 Not systematically planningfor, and creating, short-termwins
Not meeting and celebrating short-termgoals endangers momentum along thechange journey
Pitfall #7 Declaring victory too soon Temptation to declare victory with thefirst signs of performance improvement
BUT: Until changes sink in deeply intothe companys culture, new approachesare fragile
Pitfall #8 Not anchoring changes inthe corporations culture
No conscious attempt to show peoplehow new behaviours, approaches andattitudes have helped improveperformance
*Source: Leading Change: Why Transformation Efforts Fail. ByJohn P. Kotter. Harvard Business Review. Jan 2007.
Th P i M d l
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The Prosci Model
Where do you think CCE is on the Prosci Model?
Wh Ch M t M th d l ?
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Why a Change Management Methodology?
If you dont know where you are going, you will
definitely end upsomewhere else.
Chinese proverb
Wh a Change Management Methodolog ?
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Why a Change Management Methodology?
Today
T
heDestination
Change Plan
Our journey during this session is to
Understand the Power of A Well Designed Change
Approach and Change Management Methodology
The EngageMap
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The EngageMap
Activity 1A: The Change Management Process
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Activity 1A: The Change Management Process
Team Guide, p. 3: Read through the Process Cards provided and
arrange them in the correct sequence along thecentre of the EngageMap.
Write them into your Team Guide.
Learning Objective:
Explore the CCE 5-stepchange management process
Time: 10 minutes
Debrief Activity 1A
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Debrief Activity 1A
4. Execute the plan; report status,
milestones, and issues; and revise
the plan when necessary
3. Comprehensively consider all elementsthat must be planned to include
resources, communication, prioritized
actions, potential mid-course
corrections, and measurement strategy
and tactics
2. Ensure commitment of influential
and impacted stakeholders by
effectively communicating why
there is a need to change,
explaining how were going to
change, and what is expected in
the future
1. Document current and future state and
identify the gap between the two; build a
Case Study / project platform with factual
internal and external data that supports theneed to close the gap; summarize this
information into a high-impact message
5. Align the people, processes,
and technology to support the
change; Reinforce new
behaviors with the right
measurements; and Integrate
project into management
routines
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CCE Methodology CHANGE Model Kotters 8 steps Lewins 3steps
Ulrichs 7 steps Evans andSchaffers 10
tasks
1.Build The BurningPlatform
1.Challenge thecurrent state
1.Establish a senseof urgency
Unfreeze
1.Lead change 1.Appreciate thesituation
2.Harmonise andalign leadership
2.Create the guidingcoalition
3.Develop a visionand a strategy
2.Create a sharedneed
3.Shape a vision
2.Develop strategicalignment
3.Evoke Changeleadership
2.Ensure Awareness andUnderstanding
3.Activatecommitment
4.Communicate thechange vision
Movement
4.Mobilise acommitment
4.Expandunderstanding and
commitment
5.Analise processes
3.Plan For the Change
4.Nurture andformalise design
5.Empower broadbased action
5.Change systemsand structures
6.Design processwork and boundaries
7.Planimplementation
8.Establish metrics
4.Implement the Change 5.Guideimplementation
6.Gerate short termwins
Refreeze
6.Monitor progress 9.Manage transitions
5.Ensure Commitmentand Sustainability
6.Evaluate and
institutionalisechange
7.Consolidate gains
and produce morechange
7.Make change last 10.Contiuouslearning and
The Operating Framework
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The Operating Framework
All change initiatives must be anchored in the
Operating Framework to ensure alignment with
CCE strategy.
The S-Curve
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The S-Curve
Activity 1B&C: Companies in Change
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Activity 1B&C: Companies in Change
Team Guide, p. 5:
Learning Objectives: Understand a corporations life-cycle (s-curve) and
the importance of change in the continuous effort todrive growth
Understand CCEs current state in the life-cycle and
create a sense of urgency around the need forchange
Time: 15 minutes
Debrief Activity 1: Companies in Change
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Debrief Activity 1: Companies in Change
What are the reasons for the changes affecting ourb i ?
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Discuss with your team and explore the 5 areas that affectour business. Also, assess how important each one of them is
a) in general and
b) on your specific project.
Distinguish between opportunities and threats or between
aspects under or out-of-control of CCE.
Company (CCE)
Consumer
Customer
Competition
Country (Political/Economical/Social/Technology).
Time: 5 minutes
business?
Activity 2: Perceptions of change
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Activity 2: Perceptions of change
Team Guide, p. 6.
A. Pick one specific character from the clip andobserve it. Describe the characters perception
of change. Take notes.
Learning Objectives: Explore different mindsets towards change and be
able to identify these
Understand your own mindset towards change
Discuss ways to overcome individual barrierstowards change
Activity 2: Perceptions of change
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y p g
Team Guide, p. 6:
B. Some people see change as positive. Others viewit as negative. In your team identify four additionalcharacteristics for each view.
C. In your team identify the main factors influencingpeoples mindsets in times of change.
D. What are your barriers to change and which ways
can you identify to overcome them?
Time: 20 minutes
Debrief Activity 2: Perceptions of Change
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y p g
How do you perceive change? Give examples.
What are the main factors influencing peoples
mindsets in times of change.
Debrief Perceptions of change
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p g
Normal and expected People grow and organizations grow naturally Change will occur, change happens all the time
New and exciting
Change means growth and new beginnings Change is an adventure and opportunity-rich
Difficult and worthwhile It is not easy to change but no pain, no gain Things are better for change
Daunting but necessary It will be hard work to change Change is still required if people want to change
What is Transition?
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Its not the changes that do you in its the
transitions William Bridges
The Transition Model and Behaviors towards change
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* Source: Developed based on William Bridges:Mana in Transitions: Makin the Most of Chan e.
Why Transition?
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Research has shown that 70% of all
Change Projects fail to realize there
project objectives because they fail to
win the hearts and minds of the people
Of those that were successful 90% state
that their success can be attributed to
how they managed the transition ofpeople
What is Transition?
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To make the form, nature, content, future course something
different from what it is or from what it would be if left alone.
Change happens when something moves from one situation,
to another. Change has a project timeline
Change Definitions..
Change
Event
Something as
was
Something as
new
What is Transition?
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Change
Event
Something as
was
Individual Internal Journey
Something as new
An internal, three-phase psychological re-orientationthat people go through as they come to terms with a
change
Transition Definition
Three Phases of Transition
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Endings
Loss
Letting Go
Closure Saying Goodbye
Neutral Zone
In between
Chaos
Confusion Limbo
New Beginnings
Renewal
New competence
Experimentation Behaving in a new
way
The Marathon Effect
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The higher the level of management or the
closer an individual is to the change, the
sooner their journey starts and ends.
The 4 Behavioral Types during the Transition Journey*
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Denial A defense mechanism whereby we avoid
acknowledging the change.
Resistance We have acknowledged the change, but we have
not accepted it.
Exploration
We begin to find ways to accomplish the change.
Commitment We are fully aligned with the change.
* Source: Developed based on Elisabeth Kbler-Ross: On Grief and
Grieving: Finding the Meaning of Grief Through the Five Stages of
Loss. 1969.
Activity 3: The Journey of Transition
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Team Guide, p. 7:A. Match the diagnose cards to the appropriate phase
in the Transition Model. Use the blanks to entermore quotations you come up with yourself.
B. Discuss the questions provided in the guide.
Learning Objectives: Explore the transition model and how it helps
understanding human reaction during change
Identify key players in change and their individualagendas/priorities throughout the change process
Time: 20 minutes
Debrief Activity 3: The Journey of Transition (1/3)
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Denial Wish it was like in the good old days! (Nostalgia) It will never happen. (Ignoring the change) Why do we need to do this! (questioning the assumptions)
Resistance
They dont know what they are doing. (Lack of trust)
My role has changed and I miss the flexibility in decision-making Ihad. (Grief)
Exploration
Now I understand. (Acceptance) I need more information on this. (Curiosity)
Commitment I did it! (Satisfaction) I want to help others understand. (Desire to Share) This really is better. (Pride)
Debrief Activity 3: The Journey of Transition (2/3)
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Denial
Resistance
Exploration
Commitment
Debrief Activity 3: The Journey of Transition (3/3)
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Whatelse have you got? (These are some samples from the testing phase)
Denial There isnt a problem! What a dumb idea! Weve tried it before and it didnt work.
Resistance What if I cant do this? But we are different! I dont have time for this. Been there, done that.
Why do we need to do this! (Lack of understanding)
Exploration
I want to know more about it. Lets try it!
Commitment Lets do it together! I will do this the best way I can.
The 3 Ls help analyze perceptions of change
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Looks and Listens appear throughout the journey oftransition. Look
Behaviors people exhibit
What you can see and observe
Listen
Chat, rumors and gossip people tell each others
Things you hear
Losses are what people feel they have to let go Things people can Lose following the change
They can be perceived or real
They are losses for the individual
Reactions to Change
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Innovators make up 2.5% and are the first to embrace change. They are adventurousand proud of it.
Early Adopters make up 13.5% and like to take on new challenges. They are trendsetters who like to stay informed and are generally influential members of organisations.
Early Majority 34% of all individuals , are thoughtful about change initially and becomepositive based on observation. They become deliberate acceptors of the change.
Late Majority 34% of population who are sceptical about change. They may change dueto peer pressure.
Laggers includes the 16% of all individuals who hold onto the past and resist change.This becomes a problem if they reject the change completely. These are the CAVE
dwellers Colleagues Against Virtually Everything!
Change Acceptance
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2.5%
16%
50%
84%
100%
0
10
20
30
40
50
60
70
80
90
100
Innovators Early Adopters Early Major i ty Late Major ity Laggers
Time
%ofP
eop
l e
The Many Moods of Transformation
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Source: June 2006 McKinsey Quarterlyglobal survey of business executives, p. 8.
Activity 4: Managing Transition
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Team Guide, p. 8: Place each of the transition navigator cards in the
Transition model to indicate where you think thisbest practice is most effective.
Identify specific actions for how to support eachborder crossing from one stage of the Transition
Model into the next
Learning Objectives: Navigating people through transition Identify best practices and actions to support
people to come from 1 to another stage in transition
Time: 20 minutes
Debrief Activity 4: Managing transition
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Denial to Resistance Communicate honestly and openly to build trust; dont
make promises you cant keep. Share information so people know what is expected of
them; be visible and respond to questions.
Resistance to Exploration Listen actively, build support, and address concerns in the
moment. Recognize and acknowledge that resistance is normal and
may be coming from a fear of failure or a feeling ofpersonal loss.
Exploration to Commitment Plan for success; set short-term SMART goals. Encourage people to improve their skills and build (or
rebuild) teams.
Debrief Activity 4: Managing transition
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What are additional actions?
Discuss in your team some more actions youcan implement in order to lead people throughtransition.
Take notes in your group.
Time: 10 minutes
Communication Golden Rules
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Repeat the message
Vary the medium
Ensure two- way
communication
Consider timing
Ensure consistency
People trust behaviour over
words
Understanding is more
important than
agreement
Listening is twice asimportant as talking
Tell them the truth - good
news and bad
People usually complainbefore they create
e certainty of misery is better than the misery of uncertainty.Dr. Alan Zimmerman
Communication basics
Introduction to the Change Management Toolkit
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Purpose of the Change Management Toolkit:
Providing change facilitators with a practical toolkit
to effectively managing change
Establish structure and standards to the planning,
communication and implementation approaches to
change management
Activity 7: Call to Action
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Team guide, p. 14:
Learning objectives: Transfer the learning of the CCE change methodology
and the Change Management Toolkit to business reality
Review an existing change project (small or large) withregards to applying the change concepts and toolkit in
order to improve the effectiveness of managing thechange
Time: 15 minutes
Your Two Take-Aways
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12
Activity 8: Ensure commitment and sustainability
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Team guide, p. 15: Apply the Debrief tool from the Change
Management Toolkit to the workshop experience
Learning objectives: Explore the structure and benefits of the Debrief
tool
Capture the lessons learned from the workshop
Provide feedback for improving the workshop
Time: 15 minutes
Wrap Up Discussion
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Your Questions and Remarks
Unit of measure
AGENDA: DAY 2
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20 min
180 min
10 min
30 min
30 min
30 min
10 min
60 min
90 min
Recap from yesterday
Change Agent Workshop
Break
Management Preparation Logistics
Lunch
Management Preparation: Content
Closing
Breakouts
Merchandising Productivity Exercise
Function-specific breakouts
Unit of measure
PREPARING FOR NEXT WEEK: LOGISTICSPLANNING SESSION
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Role you will playManage administrative preparation (Logistics
handout for this activity)
Invite training participants to attend
Facilitate Merchandiser/Driver sessions
Facilitate training for all new hires (AMs,ADM/BDMs, Merchandisers, Drivers)
Tools you will needFacilitator Guide for sessions
EngageMaps and supplemental materials
Customer Excellence DVD ( CE Video,
Presentation slides, Forms)
Unit of measure
Train the trainer program
Facilitated centrally at facility or off-site
Mem/LR TRAINING TIMELINE
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Monday Thursday FridayTuesday
Merchandiser/DriverTraining
Location: Facilities Time: (choice) Facilitators: SCM, MM, MS
ADM, BDM, KADMTraining
Location: Jackson Hilton Time: 8am-5pm Facilitators: BUVPOP,
MUOPSM, SM
Wednesday
Merchandiser/Driver Training Location: Facilities Time: (choice) Facilitators: SCM, MM, MS
ADM, BDM, KADMTraining
Location: Location A Time: 8am-5pm Facilitators: BUVPOP,
MUOPSM, SM
Merchandiser/Driver Training Location: Facilities Time: (choice) Facilitators: SCM, DM, DS
AM/ADM/BDM/KADM
Training Location: Location A Time: 8am-3pm Facilitators: SOVP, MUVP,
SCM
Management training (DSM,MS, DS, SM, DM, MM, etc.)
Location: Location A Time: 8am-5pm
Train the trainer programfor SCMs, MUVP, etc.
Location: Jackson SalesCenter
Time: 8:30am-4:30pm Facilitators: CE team
Management training(DSM, MS, DS, SM, DM,
MM, etc.)
Location: Regency Hotel Time: 8am-5pm
Merchandiser/DriverTraining
Location: Facilities Time: (choice) Facilitators: SCM, DM,
DS
Facilitated centrally at facility or off site
Facilitated at sales center
AM/ADM/BDM/KADM
Training Location: Location A Time: 8am-5pm Facilitators: SOVP, MUVP,
SCM
Merchandiser/DriverTraining
Location: Facilities Time: (choice) Facilitators: SCM, DM,
DS
Unit of measure
SAMPLE INVITATION
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Unit of measure
DETAILS FOR MERCH AND DRIVER TRAINING
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Each driver and merchandiser will go through two 1.5 hour sessions (3 hrs total) over the
course of 2 days, OR one 3 hour session on 1 day If you choose to break the materials into two days, each day will include 2 identicalsessions, 1 in the morning and 1 in the afternoon
You will need to ensure that each merchandiser attends training and record theirparticipation: one 3 hr session or 2 sessions
You will need to ensure that each driver attends training and record their participation:one 3 hr session or 2 sessions
Critical Logistics for each session
Materials to secure: Facilitator Guide Customer Excellence EngageMaps and
supplemental materials
Customer Excellence DVD video andPresentation slides
Evaluation / feedback forms Skill-Building Participant Roster Reorder Instructions (materials)
Room setup:
Setup large round tables or side-by-siderectangular tables to create tables of 8
(see following pages for examples)
Arrange for adequate food / drink (e.g.coffee and donuts for morning sessions,
snacks and soft drinks for afternoons)
Ensure / acquire necessary equipment(laptop, projector, screen, speakers)
Unit of measure
How To Retrieve the Training from the DVD!
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DEMO
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Unit of measure
MEDIUM FACILITY LAYOUT
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X X
X X
X
X
X
X
X X
X X
X
X
X
X
X X
X X
X
X
X
X
X X
X X
X
X
X
X
Screen
Computer
Projector
Unit of measure
SMALL FACILITY LAYOUT
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X X
X X
X
X
X
X
X X
X X
X
X
X
X
Screen
Computer
Projector
Unit of measure
AGENDA FOR MERCHANDISER AND DRIVERSESSIONS
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20 min
15 min
20 min
35 min
25 min
25 min
15 min
10 min
5 min
Introduction: video and case for change
Activity 1: Operating income
Activity 2: Improvement opportunities
Activity 3: Executing with excellence
(Break for 10 minutes or Break until Day Two)
Activity 4: Playing to win
Activity 5: Tools for the trade
Activity 6: Our winning destination
Activity 7: Role Play
Wrap-up and call for action
Unit of measure
ACTIVITY: LOGISTICS GAME PLAN
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1. Plan how your Sales Center training dayswill run and record on the Logistics
worksheet
Will you use the two-day format or oneday?
Who has what responsibilities (e.g.,
obtaining equipment)?
1. Plan how you will facilitate thepresentation and record on Logistics
worksheet
What parts of the presentation contentwill each co-facilitator own?
Unit of measure
AGENDA: DAY 2
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20 min
180 min
10 min
30 min
30 min
30 min10 min
60 min
90 min
Recap from yesterday
Change Agent Workshop
Break
Management Preparation Logistics
Lunch
Management Preparation: Content
Closing
Breakouts
Merchandising Productivity Exercise
Function-specific breakouts
Unit of measure
PREPARING FOR NEXT WEEK: CONTENTPLANNING SESSION
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What are the objectives for the session?
Create alignment throughout the organization regarding the need for astandardized process for serving our customers needs more
effectively and efficiently
Clarify new roles and responsibilities and the changes in behaviour
required to realize the benefits for the company and our customers
Create a sense of excitement and ownership around this new model
How will I achieve those objectives? Make the session fun for participants! They will learn more
Maintain the pace, make eye contact as you present, and encourage
participants to speak up. They will stay more engaged
Reinforce the purpose of the sessions: Participants do not have tocomplete a set of tasks. They are to understand and discuss CCE and
their role in CCE
Unit of measure
ACTIVITY: TRAINING DAY TRIAL RUN
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30 min
30 min
10 min
10 min
1. As a group, prepare a Facilitator worksheet for eachsection of Training Day. Group members should ownthe worksheet for their specific activities: record the
plans the group discusses and hold on to the worksheet
for use on Training Day
2. Review Facilitator Guide and make any modifications toyour personal facilitator outline
3. Review the overall flow of the training session as a teamof co-facilitators
Review high-level points in each section and ensure
key messages are clear Discuss best way to transition between co-facilitators
1. Anticipate questions you may receive and discuss/practice your responses
Unit of measure
DEBRIEF: TRAINING DAY TRIAL RUN
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What key message should participants walkaway with for each activity?
What sections will be new for participants?
Which build on prior skills?
What questions do you anticipate participantsto have? What questions will you ask them to
foster discussion?
Unit of measure
AGENDA: DAY 2
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20 min
180 min
10 min
30 min
30 min
30 min10 min
60 min
90 min
Recap from yesterday
Change Agent Workshop
Break
Management Preparation Logistics
Lunch
Management Preparation: ContentClosing
Breakouts
Merchandising Productivity Exercise
Function-specific breakouts
Unit of measure
MERCHANDISING PRODUCTIVITY EXERCISE
OBJECTIVES
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Understand how many cases can bemerchandised in a controlled test
environment and illustrate the cases per hour
potential against 3 specific SKUs
Compare potential against your BU sales
center historic performance
Understanding that the activity was done in avery controlled environment, discuss how we
can make our performance in the field more
like our performance today
Unit of measure
EXERCISE DEBRIEF
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Were you surprised by cases merchandised per hour fordifferent packaging? How does your sales center
perform against this standard?
In which inactive-time activities can we find the greatestefficiencies?
What learnings should you emphasize when conductingthis activity with your teams?
How can you change the way your team operates tobetter meet the goals for your Sales Center?
Unit of measure
GOAL OF MERCHANDISING PRODUCTIVITY
EXERCISE
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Where wewant to go!
Commitment
Courageous
Leaders
Compliance
Discovery
Anger
Denial
Unit of measure
AGENDA: DAY 2
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8:00 8:20
8:20 10:50
10:50 11:00
11:00 11:30
11:30 12:00
12:00 1:201:20 2:20
2:20 3:50
3:50 4:00
Recap from yesterday
Change Agent Workshop
Break
Management Preparation Logistics
Lunch
Management Preparation: ContentMerchandising Productivity Exercise
Function-specific breakouts
Closing