OBJECTIVE SETTING - Rémy Cointreaucorporate.remy-cointreau.com/myway/Individual Objective Setting... · Service & drinking rituals/POS Bring innovation & pragmatism in the ... Build

OBJECTIVE SETTING

Examples of individual objectives

Game Changer

Transversal Contributions

Operational Excellence

Development

Example – Domains of contribution - Sales

Competitive watch

Service & drinking rituals/ POS

DSO/Cash management Sales planning PR events

Negotiation : Reinforce the

promotion efficiency in the

off-premise

Team management (ex : Regional sales director or

national sales etc)

Business planning (ex : sales rep)

Team work (ex : all field sales team

members)

Training : Ensure right

communication of prescriptors

towards the consumers

Improve ROI of our sales

investments

Reinforce the premium

visibility of our brands in the

outlets

Ensure that brand activation

programs are properly put in

place

Be a true ambassador of RC in the trade

Domains of contribution for function SALES: Game Changer

Game Changer



Development

? ?

Linked to business, projects, delivery targets, collective issues…

Determined according to the SMART methodology

Linked to brands / clients processes, guidelines, incl. adaptation to the individual perimeter

Precision of methodologies, tools to use (ex : Academies)

(smart and measurable) numbers and ratios, Outside-in feedbacks clients, other functions, peers, team members,

Manager,…

Competitive watch Be aware of the new business practices & AVA tools of our competitors or customers

• Collect pictures of competitors Products, POS & Events in the outlets

• Provide commercial proposals from competitors to his/her hierarchy,…

• Structured, regular and updated information sent to sales & marketing teams

• Reinforced business relationships with their customers

Which results are expected?

Which individual contributions are critical to achieve the results?

How “we” will see it is achieved ?

Service & drinking rituals/POS Bring innovation & pragmatism in the development of new drinking /service

rituals

• Contribute to transversal workshops organized by Marketing team

• Be selected for the workshops

• Implement the new rituals in the outlets

New Business Opportunities Identify new distribution channels or new trends and define an action Plan for this.

• Collect information to detect opportunities (economic, technology watch)

• Collect information on the business potential of a new opportunity

• Prepare a Business Plan to tackle this opportunity

• New potential distribution channels are identified

• Associated Business Analysis is provided, for decision on installing this new channel (ROI, business potential, brand image impact analysis, etc.)

• If decision is taken, action plan is set up

Domains of contribution for function SALES: Transversal contribution

Game Changer



Development

? ?






Manager,…

DSO/Cash management Improve our cash management, reduce the DSO and the credit risk

• Together with the accounting team, implement the company policy for his /her customers portfolio

• Agree on actions like stopping the delivery, collecting cash in advance, negotiating specific credit terms in the annual agreements…

• DSO reduction

• Reduction of risk exposure




Sales planning Improve the accuracy of the sales forecast to reduce risks of over stocks and/or out of stock

• Review the shipment plan & sales forecast of a distributor

• Validate sales actions to rejuvenate the depletion of a slow-moving SKU

• Reduction of the average stocks levels in the market

• Reduction of the days of out of stock

• Reduction of the slow moving SKU’s stocks

PR events Contribute to the choice of the location for a PR Event Ensure the Presence of selected Trade Guests

• Upstream: work with the PR team to negotiate the right location with the right counterparts

• Downstream: select the right guests and ensure the follow up of their attendance

• The outlets where PR events are organized become RC partners

• Get the right audience and sales benefits of PR events

Domains of contribution for function SALES: Operational Excellence

Game Changer



Development

? ?






Manager,…

Improve the ROI of our sales investments

• Provide and implement annual business plans for each key account of his/her portfolio (80/20 rule)

• Sales investments are in line with budget

• AVA objectives are met / exceeded




Reinforce the premium visibility of our brands

in the outlets

• Implement tailor made visibility in the targeted outlets (Rémy Martin back bar, Mount Gay shelf talkers…)

• Position the POSM in the right outlets (Mount Gay double pot still in exclusive bars) : do we have the right POS? Are they implemented in the right outlets?

• Turn targeted outlets in RC flagships

Ensure that brand activation programs are

properly put in place

• Be actively present before and during the activation in his outlets (preparation, discussions w/ clients…)

• Provide a ten-sentence written feedback to the marketing team after each event.

• On going improvement of the RC activations

• Increase business counterparts for RC activations

Be a true ambassador of RC in the trade

• Respect the dress code policy highlighted in the “Art of Selling” academy (regionally defined)

• Behave according to RC policy

• The trade will identify the RC sales community to the premium positioning of the RC portfolio (message consistency)

Domains of contribution for function SALES: Operational Excellence

Game Changer



Development

? ?






Manager,…

Negotiation Reinforce the promotion

efficiency in the off-premise

• Analyze the sell-in & sell-out results of key promotions

• Negotiate sell-out based fees rather than sell-in

• Invest in more effective promotion mechanics




Training Ensure the right

communication of our prescriptors on our brands

towards the consumers

• Organize and lead 2 trainings per month in key outlets

• Animate 15 Tasting sessions with HNWI in the targeted outlets

• Names and number of participants in the training sessions

• Min. 100 additional HNWI contacts

Domains of contribution for function SALES: Development

Game Changer



Development

? ?

Team management (ex : Regional sales director or national

sales etc) Improve the skills of his/her team Ensure strategic alignment at all levels

• Regular Business Review with each member of the team

• Adequate level of feedback to his/her teams members (clear messages on axes of improvement and energizing towards these goals, support on how to improve, ability to set the feasible and challenging improvement level)

• Joint Preparation of key account meetings & feedback

• Better Monitoring of the sales Performance

• Improved skills of the sales force as Brand Builders

• Team members got appropriate feedback and have improved on their axes of development

Which Development

domains to prioritize ?

What does it mean ?


Business planning (ex : Sales rep)

Provide optimized business plans per key account Reinforce the Business counterparts

• Attend successfully the Art of Selling Academy

• Attend « finance for the non-financials » module

• Ability to integrate plan beyond sales growth in Planning, integrating other aspects, such as : bottom line, impacts on stock management and cash management, connection with brand building strategy on XXX and objective of reliance on Cognac in China

• Business Plans for the 80/20 Key Accounts of his/her universe, in which new economic aspects / a more sophisticated approach have been integrated. This leads to a more efficient / useful Business Planning, both for the sales rep in his/her daily business steering and his/her management

Team work (ex : All field sales team members) Develop best practice sharing among the sales team

• Create at least 4 posts on “On-the-Field” (on-line internal platform where to post, comment & share best practices), with positive feedbacks from the sales team on their relevance (i.e. useful for other regions, innovative)

• Updated and live content shared within “OTF” Social Network.

Game Changer



Development

Example – Domains of contribution - Marketing

Environment inspired

innovation

Innovation “Delivery”

Corporate + Brand integration Equip network Deploy CRM

Launch execution Sponsorship management Consumption strategy

Team Spirit Financial mindset

Digital innovation Consumer focus

Build a global Marketing community

Curiosity mindset

Core Militants

Domains of contribution for function MARKETING: Game Changer

Game Changer



Development

? ?





(smart and measurable) numbers and ratios, Outside-in feedbacks

clients, other functions, peers, team members, Manager,…

Innovation “Delivery” Generate a healthy & relevant flow

of innovations (product & activation) on a yearly basis

• Drive innovation workshop(s) associating brands, markets & other departments

• Elaborate innovation projects according to two fundamental criteria: differentiation & relevance vs. brand idea

• Rationalize selection among innovations by establishing a clear numerical ambition through scoring methods & financial simulations

• Number AND relevance of innovations presented at the funnel review & BGF (Focus on the right ones rather than do too many)




Digital innovation Accelerate the digital shift: from

thinking to acting digital daily

• Systematize the integration of digital component to any projects (merchandising, product launch, PR…)

• Have at least one game changing / breakthrough digital program per year

• For launch events bloggers invited…

Environment inspired innovation

Benchmark more systematically vs. best practices of other industries

• 360° daily curiosity • Identify the right partners to fuel information, develop

curiosity, and filter relevant best practices to be inspired by • Identify ideal partners in other business fields to develop brand

awareness.

• Regularity & relevance of the benchmarks (blogs, magazines, networks, competitors activities,…)

Consumer focus Establish a direct dialog from brand

to consumer

• Define needs and opportunities in each key market based on target knowledge

• Define a roadmap for the next 3 years by zone in term of brand services/content/engagement that we can offer to consumers

• Vision & Roadmap defined by zone • Relational contract defined and agreed for the

brand key players. • COMEX commitment on vision

Domains of contribution for function MARKETING: Game Changer

Game Changer



Development

? ?







Core Militants Identify Core Militants strategy by

key brand & key zone




• Define core militant target and develop an activation plan per zone/market.

• Relevance, creativity and business impact of core militant programs.

• Capacity of core militants to “spread the word”

Game Changer



Development

Domains of contribution for function MARKETING: Transversal Contribution

? ?







Corporate & Brand integration Be a key contributor to the on-

trade programs of the group

• Management by cooperation, « Art of Selling Academy » values, creativity

• Integrate markets & other Departments (Finance/Packaging/…) when designing the projects

• Creativity, excellence and relevance of group on-trade programs

• Feedback from customers • Respect of each brand identity




Deploy CRM Each key countries per zone commit to a CRM pilot

for at least one brand with a target of 10% of the core consumer by 3 years

• Countries commitment leaded by central team

• Common teamwork between central and local team

• Clear role and contribution defined (including others departments, IT, HR..)

• Team assigned in countries and centrally with clear responsibilities

• Budget investment validated according to central objectives

• Roadmap, planning , business plan to cover 10% of the target in 3 years, KPI’s

Equip network Irrigate in the distribution network specific brand

culture & best practices

• Transmit knowledge: Onboard new ambassadors on the brand identity & history

• Select and share best practices (photos,…)

• Brand induction programs • Newcomers knowledge and feed-back • Field products presentations

Build a global Marketing community

• Instigate a marketing team culture among the brands and key people in the salesforce, share best practices, latest innovations and plans between brand teams

• Brand inductions no matter the team new employees integrate

• Organize informal exchanges among brand team members

Domains of contribution for function MARKETING: Operational Excellence

Game Changer



Development

? ?







Launch execution Succeed the global launch of Louis

XIII Rare Cask in India

• Rigor, organization, creativity, agency management abroad

• Timely launch, quality of execution, respect of the budget, feed-back of attendees, XM€ in media coverage




Consumption strategy Re-invent the

drink strategy on Passoa

• Generate creativity through barmen, network & Angers R&D • Identify existing drink recipes within the network

• Buy-in of markets, output simple & aspirational: at least 1 long drink, 1 shot, 1 cocktail

Celebrity management Find the successor to

Dita von Teese

• Talent agency management, celebrity steering, global contract supervising

• On-boarding of a « A » celebrity caliber, fitting the brand values, the market needs and the budget

Launch execution Implement globally the proper

launch of Mount Gay Black Barrel and the focus switch to more

premium expressions

• Capacity to adapt the global guidelines and engage with the right selected partners locally, trade and consumers to spread the message with the right tone and vibe

• Use of the proper brand universe, implementation of the central programs for global consistency with local twist

Domains of contribution for function MARKETING: Development

Game Changer



Development

? ?

Team Spirit Develop a more « team spirit attitude »

• Integrate team members, other departments representatives in project

• Management by influence & cooperation, empathy, understanding others constraints

• Market feedback

• Capacity to develop & drive common projects

Which Development


What does it mean ?


Financial mindset Develop a more « financial » approach

of the managed perimeter

• Better understanding & integration in projects of company & distribution financial ratio

• Negotiation skills

• Capacity to manage & respect a budget

• A more results / business oriented attitude

• More regular integration of financial parameters in project / zone management

Curiosity mindset

• Establish in each team / department a “think tank” process

• Generate a continuous flow of ideas / benchmarks at work / out of work in work related fields as well as non-related fields esp. culture

• Flow of ideas directly / indirectly linked to brand problematic

• Out of the box mindset

Game Changer



Development

Example – Domains of contribution - IT

Innovation in IT

Go from reporting to steering tools

Documentation Helpdesk

Internationalization Digital knowledge

ROI

Domains of contribution for function IT: Game Changer

Game Changer



Development

? ?






Clients, other functions, peers, team members, Manager,…

ROI Increase ROI culture in the

IT function

• IT projects: challenge business owner requests : • should include full costs analysis (including internal) vs. impact

for the business (added value) • Prioritize projects taking into account added value for business

growth • Enhancement requests: request systematic ROI analysis

• IT projects: Improvement of the ratio number/budget of strategic projects conducted vs. overall number/budget of projects

• Enhancement requests: ratio between “number of validated requests” vs. “total number of requests” decreases




Innovation Be an innovation pole in the IT field for other functions

• Spend time on benchmark and technology watch

• Allocate resources to work on new technology (mobile, digital, big data..) that can support business objectives

• Concrete initiatives started during the year (3 or 4/ year)

• Every 6 month, formal presentation to the business

Domains of contribution for function IT: Transversal contribution

Game Changer



Development

? ?







Go from reporting to steering tools

Improve the reporting philosophy and move to a dashboard culture

and alert monitoring culture

• Select the most appropriate external partners to support change management on business intelligence

• Ensure a pre study on current RC Business Intelligence landscape and roadmap definition

• Business intelligence focus has to be integrated in each project launch based on business needs

• Deliver Business Intelligence roadmap and validate it with the business

• Start 2 or 3 business intelligence initiatives / year

• Usage of Business Intelligence tools (if measurable) increases (#connections, editions, feedbacks). Improvement loops foreseen if usage rate to be increased




Domains of contribution for function IT: Operational Excellence

Game Changer



Development

? ?






Clients, other functions, peers, team members, Manager,…

Documentation Improve business & IT documentation updates

• Centralize in a unique place all documentation related to IT

projects and settings

• Use a common documentation template for all projects

• Consolidate system modification follow up documentation

• Ensure traceability of the IT request process

• 100% of projects are formalized in a common tool

• All requests are traceable

• Feedbacks among stakeholders caught on improvement in searching / finding information




Helpdesk Transform IT helpdesk to

IT global support (helpdesk, training) in order

to increase global users knowledge

• Improve knowledge database to accelerate problem resolution

• Be proactive on issue communication

• Improve training of end users

• Quality of knowledge database

• Level of knowledge of end users

Domains of contribution for function IT: Development

Game Changer



Development

? ?

Internationalization Best practice sharing and common process with international teams

• Improvement of English speaking level

• Involvement in international IS projects

• Regular worldwide IS meetings

• A common way of working in France and overseas

• Same level of service everywhere

• Full understanding of SAP environments (French & international)

Which Development


What does it mean ?


Digital knowledge Improvement of Digital knowledge

• Share experience on Digital initiative with all teams

• Participate to new technology seminar, webinar, …

• Being able to implement Digital solution on several domains

• Support business initiatives on Digital

• Demonstrate our know-how in Digital

Game Changer



Development

Example – Domains of contribution - Operations

Propose new design processes

for packaging development

Reduce the risk of accidents

Quality control of operational

execution (production)

Search for Performance

Design an innovative « Manufacture Louis XIII », vs.

current approach

Capricorn project

Improve the reliability of a

packaging line

Rigor & Quality (focus on safety)

Improve the reliability of

communication between the company and its environment

Control the Customer service

rate

Team Management (coaching technical experts

towards Project management)

Identify and implement fix costs reduction solutions

Domains of contribution for function OPERATIONS : Game Changer

Game Changer



Development

? ?



Linked to brands / clients processes, guidelines, incl. adaptation to the individual perimeter Precision of methodologies, tools to use (ex : Academies)

(smart and measurable) numbers and ratios,

Outside-in feedbacks clients, other functions, peers, team

members, Manager,…

Propose a new design process for packaging development

Reduce project completion time for pack development Reduce the current period of 9 months to 7 months, maintaining a good level of project management

• Benchmark, research for innovative methods, design / adaptation of project management methods to reduce the time of implementation, rethink the organization of pack development teams, incl. geographical organization

• Example: implementation of a PERT planning model, allowing the control and optimization of implementation time, “implementation of design thinking" development methodology




Design an innovative « Manufacture Louis XIII »,

vs. current approach Improve quality of execution on Louis XIII (no critical defect, major defects <0,5% vs. 40% today) Improve productivity on Louis XIII : « MOD » reduction by 10%

• Set up and facilitate a transverse working group to define organization and technologies/equipment, as to achieve the new targets (quality and productivity), while keeping current security level • Benchmark other industries (ex : laser engraving on Crystal) • Reorganize the organization aspect (critical), the process, the material flow, the way of

working, the packaging process • All this within a short time frame (deadline in 12 months)

• Method / organizational changes are successfully formalized and deployed on at least one major project in the fiscal year 14/15

• General presentation of changes to be implemented in May 2014 for approval by the management committee

• First estimation for June 2014 and details for December 2014

• Detailed target organization finalized in October 2014 for phased implementation by December 2015

Identify and implement

fix costs reduction solutions Reduce by 5%/ year (during at least 3 years) energy / inputs related costs (water / gas / electricity / fuel), de-correlated from climate effects

• Set up and facilitate a working group within the team and external partnership(s), as to: • Analyze the detailed structure of energy / inputs related costs • Identify sources of energy / inputs related cost savings (covering all aspects : price,

contract design, volume reductions, consumption strategy, co-generation, etc.) • Set up and implement cost saving actions

• Energy / inputs related costs are reduced by 5% in 14/15 vs. 13/14

• An action plan + associated saving estimations is set up for the coming 2 years

Domains of contribution for function OPERATIONS: Transversal contribution

Game Changer



Development

? ?







Reduce the risks of accidents Reducing work accidents on our sites KPIs: frequency rate / severity rate Calculated per site, not by department, including partners and people outside the company. Actions to be taken beyond the scope of a service.

• Active participation in the identification of risky situations within its own scope but also within the scope of other services and external stakeholders

• Participation and coordination of interdepartmental meetings for risk prevention

• Example: Responsible for maintenance, but not responsible for bottling. I attend a format change and identify within their working method that they expose themselves to a risk. I note the point in this case and I will act to facilitate the problem solving process in order to ameliorate the situation

• Reduction in the frequency and severity rate of accidents at work in 14/15 versus 13/14 (shared objective between those in charge on a site)

• Number of preventive actions proposed and implemented (individual goal)




Capricorn project Ensure the success of the Capricorn project which aims to develop the benchmark within the group, including between different departments or activities

• Formalize and explain to other employees his/her business, his/her objectives and constraints (cross-presentation)

• Understand the constraints of his colleagues and implement actions in order to reduce them (sharing of best practices and benchmarks)

• Amount and relevance constraints overcome for his colleagues

• Feedback from colleagues on the relevance of the proposals

Improve the reliability of communication between the company and its environment

Mastering external communication. Dissemination of confidential information is controlled, the information given is reliable and not contradictory, the distribution channels are fluid

• Define transversal rules (processes and good reflexes / the right attitude to have) the dissemination of information: who, what, how, where, with validation steps if necessary

• Dissemination and explanation of these rules to all employees which are concerned + to support the application of these rules (simulations) to key players

• Reducing by half the communication incidents with the external environment. Requires the capacity to enumerate (e.g. sales administration).

Domains of contribution for function OPERATIONS: Operational Excellence

Game Changer



Development

? ?







Quality control of operational execution (production)

To improve the level of delivered quality to the targets defined, in maximum number of acceptable defects (“NQA”), effect on brand image (LT).

• Implementation of measurement tools for NQA • Analysis of quality drifts • Implementation of associated improvement action plans, for

which the link with the elimination / reduction of the drift is shown afterwards

• Compliance with the target for defects (NQA). Relevant action plans and regularly coordinated in order to reduce major defects on all packaging lines as well as outsourced operations




Improve the reliability of a packaging line

Increase the Overall Equipment Effectiveness (OEE) (“TRS”, “Taux de rendement synthétique”) from 25 to 50%, respecting the security objectives and the quality of execution

• Lead a working group to improve the control of usage and maintenance of the equipment (including training, qualification of employees, effective dissemination and explanation of instructions), more reliable equipment and reduce and control the time for format changes

• This is mainly about the ability to make a large number of small actions to achieve the result

• Gradual increase in the OEE and reaching an OEE of 50% on average over the last month of the fiscal year 14/15

Control the Customer service rate Increase the PRR (Planning Realization Rate) from 95 to 97%

• Define rules for production reactivity and maintenance for optimal use of resources to ensure that orders are carried out

• Establish a daily animation with the flow team allowing more precise control

• Improved control of production time by product range • This is mainly about the ability to achieve a large number of small

actions to achieve the result

• PRR 14/15 achieved of 97% • Means of implementation: animation of daily meetings, dashboards, visual management, etc.

Domains of contribution for function OPERATIONS: Development

Game Changer



Development

? ?

Search for Performance Budget control. Identification and implementation of fix cost savings.

• Understand and monitor the budget situation in real time. Constantly seek potential sources of savings and implement them

• Fix costs 14/15 are controlled through monthly reports, reliable and completed on time.

• The “LE” and the budget 15/16 are built in a controlled manner.

Which Development


What does it mean ?


Rigor & Quality (focus on safety)

Focus on Rigor regarding Safety (respect of rules, vigilance), both for the incumbent and his/her team

• Ensure rules are understood by the team, regularly check the understanding and appropriate behavior, tell the ‘why’ of the rules

• Reduction in # observed deviations vs. guidelines, within the team

Team Management (coaching technical experts

towards Project management) Grow the team in terms of project management skills

• For one or two team members (technical experts with expectations in acquiring project manager responsibilities), train, coach and empower those team members in “manageable” projects, on the following aspects : budget management, resource management, planning and respect of schedule, quality of delivery and quality of interfaces / relationships with internal / external stakeholders

• Success of the projects managed by the selected team members, on the budget / planning / delivery aspects

• Feedback from team members on their skills improvement

• Feedbacks from team members’ stakeholders on team members project management

Documents

OBJECTIVE SETTING - Rémy Cointreaucorporate.remy-cointreau.com/myway/Individual Objective Setting... · Service & drinking rituals/POS Bring innovation & pragmatism in the ... Build