Nestlé Sales Competencies

DEVELOPMENT GUIDE FOR LINE MANAGERS

Purpose

To provide line
managers with a
practical tool to
support consistent
everyday coaching
of the Nestlé sales
competencies.
Coach & Develop

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What is in this guide?

This development guide includes:

 A recap on Nestlé Everyday Coaching.
 Sales competency specific content to help you coach
individuals on each of the sales functional competencies:
• A summary of the key models in each sales competency.
• Evidence statements of the standards to look for.
• Reality identifying questions.
 Powerful G.R.O.W. coaching questions - to complement the
sales competency specific content.

Note: the tools provided in this guide are to be adjusted to the

specific situation being discussed with the coachee and respective
role (please refer also to the job success profiles).

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Agenda

 The role and importance of coaching

 Recap – The Nestlé Everyday Coaching model

 A great coach is someone who…

 A great coach uses the G.R.O.W. model

 G.R.O.W. example questions

 Use the competency guides alongside universal

G.R.O.W. questions Relationship based Education based

On the job development
through for e.g.: development through development through
 Development Guides by Sales Competency • increased job scope, actions such as: actions such as:
complexity in role • Coaching • Training
• How to use each sales competency development
• Job change / rotation, • Mentoring • Conferences / seminars
guide page
• Relocation • Role models • E-learning
• Drive category and shopper knowledge • Special project • Ongoing feedback • Blended learning
• Cross-functional • Networking • Reading
• Drive channel/customer knowledge assignments • Family and friends
• Establish winning sales strategy • Teaching others

• Integrated customer relationships and collaboration

• Drive sustainable profitable growth
• Effective business planning
• Effective selling
• Effective negotiation
• Drive excellence in execution

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The role and importance of coaching

Provides a deeper form of learning Helps consolidate the learning of

and is a step on from education individuals and make sense of their
(the 20 in the 70-20-10 approach). experiences.

Focuses on what people actually Builds trust and confidence

do and how that can be improved between the manager and the
and developed. team member.

Drives engagement and a greater Provides a key way to delegate and

level of commitment to improve empower people.
performance.

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Re-cap - The Nestlé Everyday Coaching model

”Coaching is a way to unlock your own potential in a sustainable

manner and optimize your performance”

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A great coach is someone who…
Uses the right role
when required…
 TEACHER
Someone who provides knowledge
or skill and gives instruction
 GUIDE
Someone who shows the way
 FACILITATOR
Someone who makes progress
easier. Draws out others’
understanding and knowledge
…and uses these skills
__________________________
LISTENING
Pay attention and actively listen
__________________________
QUESTIONING
Open, probing, clarifying, linking
and encouraging
__________________________
FEEDBACK
Acknowledge the positive and be fact
based on development areas
__________________________
CHALLENGE
Encouraging people to see things
differently or in a new way
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A great coach uses the G.R.O.W. model

G O
R W

GOALS REALITY OPTIONS Way Forward

What do they want to What is the current What can they do? What action has been
achieve? situation?
committed to?

Helping the coachee through each piece of the puzzle.

Examples of powerful G.R.O.W. questions to complement the sales competency
development guides can be found in next slides of this booklet.

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G.R.O.W – Example questions
GOAL
 What would you like to achieve?
G R
 Is this challenging enough?
 What does success look like?
 How will you know when you have achieved it?
 Is your goal positive, challenging, attainable?
 How will you measure it?
OPTIONS
 What could you do to change the situation?
O  What alternatives are there to that approach?
W
 What approach/actions have you seen used,
or used yourself, in similar circumstances?
 Who might be able to help?
 What are the benefits and pitfalls of each option?
 Which option are you going to act upon?
SOURCE: Coaching for Performance – John Whitmore
REALITY
 What/when/how is happening at the moment?
 Be precise if possible.
 What effect does this have?
 What other factors are relevant?
 Who else is involved?
 What is their perception of the situation?
 What have you done about this so far? Results?
WAY FORWARD
 What are you going to do about it?
 What will you commit to doing?
 What are your next steps?
 When are you going to start?
 Will these actions meet your goal?
 What might get in the way?
 What support do you need?
 When will you enlist that support?
 On a scale of 1 – 10 how committed are
you to taking this action?
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Use the competency development guides alongside powerful G.R.O.W. questions

GOAL

GOAL
To complement the powerful G.R.O.W. questions, the sales
competency development guides help to:
REALITY

 Set out the standards to help identify the goals in the key
models and evidence statement sections.

 Contains competency specific questions to help the

individual identify their reality. Please adjust the tense of
each question to the situation being discussed with the
coachee.
GOAL REALITY

The questions for options and what next are universal.

OPTIONS WAY
FORWARD

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 The definition of the sales competency Sales
Competency

A behavior common to all sales areas of expertise for the sales competency

GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE

Examples of what great looks like to help identify what

the coachee needs to achieve in each area.
A re-cap on the key models from the Nestlé
approach that the coachee should be using to
achieve their goal.
REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES

HOW TO USE EACH SALES

COMPETENCY PAGE
Example questions that you can ask to help
the coachee identify their current situation.

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 Ensures shopper focus and champions category thought leadership within
Drive
Nestlé commercial plans and processes Category
and Shopper
Knowledge

Understands shoppers and leverages insights

GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE

 Identifies shopper opportunities (recommended tools: growth equation, conversion rates,

1. WHERE is the opportunity? trip missions).

2. HOW do shoppers currently behave?  Identifies how shoppers currently behave in relation to the opportunity (e.g. shopper task,
key questions, shopper decision tree, shopper connection).
3. WHY do shoppers behave this way?  Understands why shoppers behave this way and identifies ways to influence them to
behave differently (e.g. launch pad).
4. WHAT solution will positively change their behavior?
 Develops shopper solutions to positively shift buying behavior (e.g.decision grid, brand
engagement pilot, insight to action bridge, etc.).

SHOPPER EXCELLENCE PYRAMID REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES

 What are the primary shopper profiles within your account / channel / category
(e.g. ethnicity, household income)?
 What are the primary behaviors for each of these shopper profiles?
 What actions are being done to capitalize on the various shopper segments?
 What have you done or what are you planning to do to capitalize on the various shopper
segments?
 Have you contacted key parties within Nestlé (e.g. CCSD, shopper marketing) for
recommendations on creating shopper focused platforms?
 Have you integrated the insights as part of MBS and ICP processes (within category
strategy definition)?

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 Ensures shopper focus and champions category thought leadership within
Nestlé commercial plans and processes
Understands the category dynamics and is an ambassador for it
GOAL – KEY MODELS
Delivering Category Growth
12 Steps
Delivering Category Growth is about developing and
growing categories to the benefit of all stakeholders.
Drive
Category
and Shopper
Knowledge
GOAL – WHAT GREAT LOOKS LIKE
 Able to identify the level of alignment between Nestlé’s strategy and the customer’s
strategy.
 Can assess the category by performing targeted deep dives to locate performance
opportunities and causal factors.
 Utilizes the deep dive analysis to quantify the category growth drivers for the customer
and Nestlé.
 Can execute a business plan based upon the category drivers that delivers category
growth and is aligned with both Nestlé and the customers strategies.
REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES
 What are your customer’s key category strategies? Did you involve customer manager?
 How does your customer’s category strategies align with Nestlé’s?
 When was the last time that you conducted a deep dive analysis on your customer’s
category? How did it look compared to the remaining market?
 What are your customer’s KPIs? Do they align with Nestlé’s?
 What does your CCSD say that your category priorities should be and why?
Have you shared this data with your customer?
 Do you have a detailed plan for category growth?
 Have you included the element of category dynamics into MBS/ICP?
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Consistently improves channel / customer knowledge and applies it inside the
organization to guide customer management Drive
Channel/
Customer
Knowledge

Knows the channel / customer / distributor / outlet and leverages understanding internally

GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE

 Understands that channel / customer knowledge is the starting point for any customer
management activity and can represent a competitive advantage.
 Understands the big picture that links the facts together; is not lost in the detail.
 Understands that channel / customer knowledge is to be shared internally.
 Uses templates and platforms to store such knowledge.
 Uses multiple tools, sources and perspectives (internal and external).
 Understands that it is a proactive and on-going process.
 Appreciates that knowledge develops with challenge and inquiry.
 Understands the key needs of the external stakeholders (customers, distributors, store
managers) across the relevant four areas of corporate, category, operational and personal.

REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES

 In what tasks are customer / channel knowledge important and why?

 At what point does information transform to knowledge?
 Describe in a few words what the story is in channel / customer A?
 What are the most appropriate sources (people and tools) to collect customer / channel
knowledge?
 How often do you do it?
 How do you go about sharing such knowledge? What stakeholders do you share with? What
platforms, tools, do you use?
 How did you react when ‘person A’ challenged you?
 Describe a situation where a key piece of knowledge would have unlocked the challenge we
faced?

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Ability to develop and internally align effective category / channel /
customer strategy for sustainable profitable growth Establish
Winning
Sales
Strategy

Establishes a solid internally aligned strategy

GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE

 Understands the current and future landscape at category / channel / customer level by
using relevant sources of information.
 Identifies priorities across the category / channel / customer portfolio to set expectations
and mobilize resources.
 Ensures that the sales strategy is consistent with the overall business strategy (MBS).
 Drives effective implementation of the sales strategy through internal and external
alignment.

REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES

WHERE  What do you need to do to build a solid strategy and what support do you require?
we want to go  What information sources have you considered to understand the current and future
landscape?
HOW  How will you use the information to prioritize?
we will do it
 What are the implications of your prioritization?
WHAT  How have you included the MBS in your thinking when building your strategy?
we want to do  How will you communicate and cross-functionally align your strategy?

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Ability to establish and maintain influential relationships between Nestlé
Integrated
and the customer Customer
Relationships
and
Collaboration

Develops collaborative networks to drive integration across Nestlé and the customer

GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE

 Ensures that there is clarity within the organization on how we should engage with
customers / distributors cross-functionally and what is the desired relationship.
 Establishes cross-functional engagement based on an aligned customer / distributor
contact framework.
 Works cross functionally to identify, prioritize and develop commercial initiatives that
meet the needs of the consumer, shopper, customer, distributor and Nestlé.
 Leads the communication across all cross-functional stakeholders, internally and
externally.

REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES

 What are the functional strategies of both your customer / distributor and Nestlé?
 What are the category, brand and channel priorities?
 What insights do you have on your / your distributor customer’s shopper?
 What contacts beyond the primary contact do you have at the customer / distributor?
 What is the right frequency to meet with each contact?
 What is required to lead the cross-functional teams?

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 Ability to establish and maintain influential relationships between Nestlé
Integrated
and the customer Customer
Relationships
and
Collaboration

Is able to influence key stakeholders to establish a strong Nestlé sales agenda

GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE

 Champions the Nestlé market business strategy (MBS), category strategy and the
customer’s / distributor’s strategy and harnesses long-term relationships that drive
Joint Business Planning Framework competitive advantage for Nestlé.
 Manages the Top to Top relationships between the customer / distributor and key Nestlé
senior managers.
 Is able to partner in the joint business planning (JBP) process by collaborating where
1. Agree the appropriate with the customer / distributor to develop and establish mutually agreed
Opportunity business objectives and plans with shared responsibility.
Information gathering  Strengthens the key stakeholder relationships required to gain support for Nestlé.
Identify issues &
opportunities
Build aligment
4. Continuously Improve 2. Build the JBP
REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES
Track & adapt Develop vision & SMART
objectives
Evaluate & learn Develop action and  How do you convey our strategies to the customer / distributor?
investment plan
Share learnings to
improve Sign off the JBP  How have you established a joint vision and strategy for growth and development?
3. Execute
 How can you ensure full KPI alignment between Nestlé and the customer / distributor?
Communicate the Plan
 What steps have you taken to align your business practices and transparency of data
Mobilise all relevant (e.g. common way of looking at forecasting, share key timelines, regularly scheduled
stakeholders meetings)?
IIMplement
 How pro-actively do you manage your key stakeholder network?

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Grows the business and optimizes resources ensuring Nestlé meets sales
and profit objectives over time Drive
Sustainable
Profitable
Growth

Optimizes value and return when creating plans in the short and long term

GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE

 Understands what sustainable profitable growth means.

 Understands the financial goals and measures relevant for Nestlé and Nestlé’s customers.
 Uses appropriate sales and profit levers (e.g. product mix, pricing, promotional strategy,
customer mix and differentiation) to create value for both Nestlé and the customer.
 Actively looks for opportunities to optimize the trade investment and improve ROI.

REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES

 How does the sales function support the Nestlé model?

 What is your understanding of sustainable profitable growth?
 Who can provide you with information on key financial goals and metrics of your
customers?
 When did you last discuss your customer’s financial goals and measures with them?
 How effectively do you use the CCS to make better decisions? If not who could help you?
 When do you review the ROI on activities?
 How do you use this ROI information?

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 Develops plans that leverages Nestlé internal resources to deliver agreed results
Effective
Business
Planning

Ensures the sales plans are always consistent with the overall strategy

GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE

Sales Plans are the bridge to ensure execution
is aligned with strategy
 Appreciates that the sales plan is the roadmap showing how the strategy will be executed
to deliver expected business results.
 Develops the sales plan by defining clear objectives and tactics that are aligned to the
integrated commercial plan (ICP).
 Can explain how investment will be used to generate sustainable profitable growth by
optimizing all four POP drivers.
 Is capable of explaining related assumptions behind numbers & is not afraid to highlight
any misalignment with category, brand and channel plans with solid rationale, if any.
 Has identified and evaluated additional opportunities.

 Shares continuously the progress of the plan execution with MBP, leverages learnings in
yearly plans as well as in MBS / ICP process.

REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES

Sales Strategy Execution  Please explain your current sales plan and how it fits within the overall strategy.
 What are the main opportunities and risks in your current sales plan and how do you want
to address them?
 How have you been able to consider all of the different strategies within your sales plan?
 How does each of the four POP drivers contribute to your sales plan?
 Are there any additional opportunities with your customer to improve our branding
presence? How could you activate these?

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 Develops plans that leverages Nestlé internal resources to deliver agreed results
Effective
Business
Planning

Ability to leverage Nestlé internal resources to deliver results

GOAL – WHAT GREAT LOOKS LIKE

 Makes sales plans visible to key stakeholders and ensures alignment. Uses MBP to share plans.
 Understands the actual situation versus expected results and identifies any significant gaps versus target.
 Is capable of taking corrective action to address the gap within the scope of responsibility and is not afraid to escalate in a timely manner if required.
 Keeps the plan up-to-date by reflecting any latest knowledge and revised assumptions and shares this with appropriate stakeholders.
 Provides visibility of executional details for point of purchase activities within agreed timeframe(s) to relevant stakeholders.
 Proactively communicates the impact of significant events over and above ‘normal’ expectations.
 Carefully prepares for and monitors in-outlet execution and immediately coordinates corrective actions with appropriate stakeholders, if any.

REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES

 Who should have visibility to your plans? Why?

 How frequently do you communicate with them?
 Is your plan up-to-date?
 What are your revised assumptions? Are the appropriate stakeholders aware of these changes?
 Are you on track to achieve your target? If not, what is the gap and what will you do to address it? Who will you involve?
 How do you know you will have the right support to execute your plan?
 How do you prepare for and track the in-outlet execution?
 What do you do if things aren’t going as expected?

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Ability to engage and influence all decision makers in strong execution of plans
Effective
Selling

Distinguishes between selling and negotiation

GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE

 Appreciates that selling and negotiation are different competencies.
 Understands that selling must always take place before negotiating.
 Knows that selling is achieving “yes” through matching the benefits of your proposition to
the distinct needs of the customer.
 Uses a structured four step selling process (4C-Selling) to influence the customer.
 Always knows where they are within the selling or negotiating process and is aware that
skills and behaviors required for selling and negotiation are different.
 Knows that commercial negotiation is where the buyer wants to buy, the seller wants to
sell and the basis of the business needs agreeing.

REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES

 When do you sell and when do you negotiate?

 At what point would the sell move to a negotiation? How will you manage the change
over?
 How have you prepared for both?
 How have you structured your sell?
 Describe your approach to the negotiation?

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 Ability to engage and influence all decision makers in strong execution of plans
Effective
Selling

Identifies and plans how to engage the key decision makers

GOAL – WHAT GREAT LOOKS LIKE

 Identifies the decisions to be taken that enable achievement of the sell.

 Always identifies the size and opportunity cost for each decision – in SMART format.
 Knows the critical path for the decision making process in the customer.
 Identifies the best plan for who, how and where to sell using Nestlé resources.
 Ensures all Nestlé people involved are aligned to the key messages.

REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES

 How will the customer make this decision?

 Who is involved in the decision to say yes?
 Who influences the decision maker?
 What criteria will they base their decision on?
 Who executes the decision and what impact could they have on the decision?
 Who from Nestlé do you need to help you make this sell?
 How have you decided the sequencing of who needs to be contacted and when?

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Ability to engage and influence all decision makers in strong execution of plans
Effective
Selling

When selling, confirm needs first

GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE

 Understands the key needs of the external stakeholders (customers, distributors, store
managers) across the four areas of corporate, category, operational and personal.
 All needs are quantified and prioritised.
 Continuously seeks and identifies new customer needs.
 Uses open and closed questions to achieve in-depth understanding.
 Probes answers and closes funnels through confirmation, e.g. “apart from this, is there
anything else?”
 Summarises to accurately capture, replay and gain agreement to what has been said.

REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES

 What kind of needs come under corporate (category, operational or personal)?

 Why do you need to understand each of the four types of need?
 How confident are you that we have understood all of the customer’s needs?
 When did you last confirm them?
 Where are the gaps in your understanding and what questions have you planned in order
to fill them?
 What questions do you plan to ask the customer in your next meeting with them?
 What are the customer’s big priorities and how are these quantified?
 How will you prioritize the customer’s needs?
 How will you validate the customer’s needs?

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Ability to engage and influence all decision makers in strong execution of plans
Effective
Selling

Sets SMART objectives for the sell

GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE

 Sets a SMART objective for all selling proposals.

 Understands the importance of setting objectives to ensure that each sell is suitably
challenging to deliver the optimum outcome for Nestlé and there is clarity on what
success looks like.
 Always calculates the cost and benefit to Nestlé for each SMART objective.
 Includes a clear call to action on at least one of the four POP drivers in each SMART
objective.

Specific REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES

Measurable  How SMART is your objective?

 What specifically are you asking the customer to say “yes” to?
Ambitious  How does the skill and will of the customer to work with Nestlé impact on what we want
them to agree to?
 How have you made the SMART objective relevant to both Nestlé and the customer?
Realistic
 What is the cost and benefit to Nestlé of your SMART objective?
 What is the opportunity cost to Nestlé and the customer if the customer does not agree?
Timed

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Ability to engage and influence all decision makers in strong execution of plans
Effective
Selling

Ability to effectively convey the customer opportunity and commercial proposal

GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE

 Communicates a motivational and commercial reason for the customer to listen.

 Always translates features into advantages and customer benefits throughout the sell.
 Uses a clear structure and story through the proposal.
 Is creative when developing the proposal.
 Includes a positive consumer or shopper opportunity to change or take advantage of in
the commercial proposal.
 Effectively communicates Nestlé’s solution to respond to the opportunity.
 Clearly recommends what the customer needs to do.
 Always tailors the proposal to the interpersonal style of the audience to make it engaging.

REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES

 What do you need to do to make the customer sit-up and listen to the opportunity?
 What is the logical flow and story in the sell?
 How does your proposal meet the specific needs of the customer?
 If there are three key messages you want the audience to take away – what would they
be? How strongly do they come through in your sell?
 How are you going to bring the content and key messages of your proposal to life through
great delivery?
 How would you describe the interpersonal style of the customer? What will you do to
tailor the sell to them?

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Ability to engage and influence all decision makers in strong execution of plans
Effective
Selling

Always summarizes and gains commitment to action and follow up

GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE

 Effectively summarises the benefits, closes and gains commitment to next steps.
 Uses a close that meets the interpersonal style of the customer contact and the situation.
 Ensures that there is a clear evaluation and follow-up plan that has actions for both Nestlé
and the customer.

REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES

 How can you make your summary more compelling?

 What type of "close" works best with your contact?

 How will you follow-up on what was agreed after the sell?

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Ability to engage and influence all decision makers in strong execution of plans
Is able to handle objections
GOAL – KEY MODELS
L •Listen and
acknowledge
P •Probe
D •Define
O •Overcome
Effective
Selling
GOAL – WHAT GREAT LOOKS LIKE
 Anticipates objections in advance and responses are incorporated in the selling
proposition.
 Recognises and acknowledges any objections, at whatever point in the meeting.
 Uses probing questions to clarify the real objection.
 Restates an accurate definition of the objection and confirms if there are any other
concerns preventing progression.
 Isolates the objection to understand if there are any other concerns preventing the
customer from proceeding.
 Takes ownership of handling objections and manages the move to negotiation if they are
unresolved.
REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES
 What objections have you anticipated?
 How do you know that you have understood all of the objections?
 What types of question will you use to help you understand the objections?
 How will you determine which objections need to be addressed for the customer to say
“yes”?
 What will you do to overcome the objections within Nestlé parameters?
 How do you respond to a “maybe”?
 What happens if you can’t overcome the objections?
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Reaches mutually acceptable agreements with customers that develop value
Effective
Negotiation

Distinguishes between selling and negotiation

GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE

 Appreciates that selling and negotiation are different competencies.

 Understands that selling must always take place before negotiating.
 Knows that selling is achieving “yes” through matching the benefits of your proposition to
the distinct needs of the customer.
 Always knows where they are within the selling or negotiating process and is aware that
skills and behaviors required for selling and negotiation are different.
 Knows that commercial negotiation is where the buyer wants to buy, the seller wants to
sell and the basis of the business needs agreeing.

REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES

 When do you sell and when do you negotiate?

 At what point would the sell move to a negotiation? How will you manage the change
over?
 How have you prepared for both?
 Describe your approach to the negotiation?

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Reaches mutually acceptable agreements with customers that develop value
Effective
Negotiation

Understands the importance of preparation

GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE

 Understands all the facts available before entering into negotiations.

 Understands other party's position and the balance of power.
 Values and costs all trading variables for both Nestlé and the customer.
 Understands the value of being able to set pre-conditions to benefit Nestlé.

REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES

 What have you found out in the research phase that was new news to you and how have
you used this in your planning?
 What has happened in the relationship in the past that could effect this negotiation?
How have you allowed for this?
 How will the customer approach this negotiation and why?
 How would you describe the balance of power between Nestlé and the customer?
 What is the value of each variable to Nestlé and the customer?
 What are your proposals, your movements and rationale?
 Where can you compromise if necessary?
 Which compromise is most important to the customer?
 What can you ask for in return?
 What are the break points for Nestlé and the customer?
 How have you been able to pre-condition the negotiation to date?

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Reaches mutually acceptable agreements with customers that develop value
Effective
Negotiation

Recognises different buyer tactics, behaviours and motivations and leads the agenda

GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE

 Maintains self-control, manages discomfort and time, does not allow sense of fairness to
influence behavior.
 Recognizes the customer’s negotiation style, and can adapt behavior as appropriate to the
circumstances of the negotiation.
 Can understand the perspective of the customer and can anticipate and plan for
negotiation behaviors and tactics.
 Is able to define the balance of power in the relationship but is not overly influenced by it.
 Questions and listens actively to understand the other party’s position.

REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES

 How will you drive the agenda?

 What tactics and behaviors will the customer use?
 What are their motivations in this negotiation?
 How will the customer react to our proposal and why?
 Where does the balance of power lie for this negotiation and why?
 How can we take another Nestlé person to the meeting to observe their behavior?
 What questions will help you discover more in the negotiation?
 How will you demonstrate that you are actively listening?

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Reaches mutually acceptable agreements with customers that develop value
Effective
Negotiation

Effectively manages the negotiation and promotes sustainable agreements through strong
compliance and a high level of trust to develop partnerships

GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE

 Regularly summarizes to capture progress.

 Always conditionally trades concessions - "If you... then we...”.
 Makes trades in ever decreasing amounts.
 Captures commitment to what is agreed.
 Can demonstrate effective communication and follow through on all negotiations,
including holding customers to account for their commitments.
 Promotes trust by effectively following through on Nestlé commitments.

REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES

 How have you made all of your proposals conditional?

 How will you keep a track of the negotiation progress?
 How will you close the negotiation?
 How will you ensure that the agreement is followed up on?
 Describe the commercial relationship. What action do you need to take to build trust with
the customer if required?

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 Delivers a sustained competitive advantage by facilitating superior execution
across Nestlé and the customer Drive
Excellence
in Execution

Has a clear view on what great execution looks like and is able to communicate it
internally and externally

GOAL – WHAT GREAT LOOKS LIKE

 Sets SMART objectives for the execution to achieve the “Picture of Success”.
 Knows how to prioritize.
 Outlines the steps needed to succeed.
 Able to identify key decision makers.
 Able to identify the resources needed.

REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES

 How will you prioritize all the things you need to do?
 How will you set up the objectives and timelines?
 Who and what are needed to make this happen?
 What is plan B?

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 Delivers a sustained competitive advantage by facilitating superior execution
across Nestlé and the customer Drive
Excellence
in Execution

Facilitates execution by communicating effectively action plans required

GOAL – WHAT GREAT LOOKS LIKE

 All stakeholders are informed and are clear on what they need to do and when to do it by.
 Uses MBP.
 There is a strong level of commitment or buy-in from all stakeholders.
 All stakeholders are updated on the progress.

REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES

 What potential barriers based on past experience have you anticipated?

 How have you informed and aligned all people in the value chain?
 What are the clear milestone checks?

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 Delivers a sustained competitive advantage by facilitating superior execution
across Nestlé and the customer Drive
Excellence
in Execution

Ensures the resources are available to support execution

GOAL – WHAT GREAT LOOKS LIKE

 All resources are identified to ensure success.

 Ensures that all timelines are kept on the arrival of resources agreed upon.
 Tracks the location of the resources.

REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES

 What resources are needed to succeed?

 When are the resources needed?
 Who is responsible for each resource?
 How will you keep in touch to ensure that the resources arrive on schedule?

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 Delivers a sustained competitive advantage by facilitating superior execution
across Nestlé and the customer Drive
Excellence
in Execution

Review progress and applies learnings to continuously improve

GOAL – WHAT GREAT LOOKS LIKE

 Keeps a learning log and regularly looks back to improve planning and execution.
 Knows what went well and what did not.
 Identifies the areas for improvement.
 Identifies steps to take to avoid the same issues.

REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES

 How are successes and failures recorded?

 What analysis can be done to help improve?
 What can be done better to improve the execution?
 Why did the execution happen the way it did?

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Notes

GOAL – KEY MODELS GOAL – WHAT GREAT LOOKS LIKE

REALITY – QUESTIONS TO HELP WITH COMMON CHALLENGES

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Contact Page

Maria Garcia

Training and Learning - Sales & Marketing (Corporate T&L)

+41 21 924-2244 / Maria.Garcia@nestle.com

Rive-Reine | Route de Saint-Maurice 54, CH-1814 La Tour-de-Peilz, Switzerland

John Rinaldi

Capability Building and Strategy Development (Customer and Sales Unit)

+41 21 924-4158 / John.Rinaldi@nestle.com

Nestlé 55, Vevey, CH-1800 Switzerland

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