Mr. Michel CAILLET GEODIS WILSON France

Transcription

ORSINI Carole
Student number: 719710
GEODIS WILSON France
Gare d’Arenc
14, rue d’Anthoine
13002 Marseille
Phone : +334.91.39.19.41
Fax : +334.91.91.97.52
Placement supervisor: Mr. Roël KALKWIJK
Coach Company: Mr. Michel CAILLET
WORD OF THANKS
I would like to thank all people of the agency Geodis in Marseille for their welcome,
patience and availability and all personal with which I am working.
Essentially, I thank the sale service for my own job training and their sympathy.
Also, I thank the sale manager Mr Caillet, and the junior commercial, Miss Grille for
their advices and their explanations and their support.
I thank Mr Kalkwijk for his patience and his comprehension and his advices.
ILO Graduation Assignment 2007-2008
Carole ORSINI
2
SUMMURY
WORD OF THANKS....................................................................................................................................... 2
SUMMURY....................................................................................................................................................... 3
INTRODUCTION............................................................................................................................................ 5
EXECUTIVE MANAGEMENT........................................................................................................................ 6
PROBLEMATIC: “HOW TO IMPROVE THE SALE FORCE RESOURCES IN A FORWARDING
AGENCY?”........................................................................................................................................................ 6
TO ANSWER TO THIS PROBLEMATIC, I PRESENT THE PROCESS TO SORT OUT THIS ISSUE.. 6
FIRST OF ALL, I PRESENT THE MULTINATIONAL GEODIS WILSON, ONE OF THE 10 TOP
WORLDWIDE FORWARDING AGENCIES. IT IS DIVIDED ON SEVERAL ACTIVITIES: SUPPLY
CHAIN MANAGEMENT, DISTRIBUTION, FULL TRUCKLOADS, AIR AND SEA. IN THE CURRENT
OVERSEAS DIVISION, THE 2006 TURNOVER IS ABOUT 3 MILLIONS EURO. MY ANALYSIS IS
FOCUSED ON THE MARSEILLE AGENCY WHERE I WORKED DURING ONE YEAR IN THE
SALES SERVICE IN AIR AND SEA FREIGHT. GEODIS OVERSEAS HAS MERGED IN 2007 WITH
TNT MANAGEMENT AND THE HEADQUARTERS ARE FINALLY LOCATED IN AMSTERDAM.
THE CULTURE IS CONSEQUENTLY MOVING FROM A FRENCH TO A DUTCH CULTURE.
BEFORE THIS MERGE, GEODIS HAD ALREADY MERGED WITH OTHERS IDENTITIES LIKE
ROLDE & LIESENFIELD TO REINFORCE HIS POSITIONS IN SOUTH AMERICA, ASIA...THESE
MERGE HAVE CAUSED A CHANGE OF THE GLOBAL ORGANISATION AND CONSEQUENTLY
DEVELOPED THE GLOBAL MARKET........................................................................................................ 6
I PRESENT THE GLOBAL VIEW OF THE THEORIES MARKET FOCUSED ON DIFFERENT
MODELS AND CRITERIA OF THE SALES FORCE. THROUGH THIS THEORIES ANALYSIS, I
DEVELOP THE SWOT ANALYSIS OF THE MARSEILLE AGENCY. THIS ANALYSIS GIVES A
PICTURE OF THE NEED OF INTERNAL ORGANISATION AND OF THE NEED OF THE GROWTH
OF THE SALES FORCE. IT ALSO SHOWS THAT THE OPPORTUNITY OF NEW MARKETS
(THANKS TO TNT MANAGEMENT), THE GLOBAL SERVICE OFFERS, THE CONQUEST ON
BIGGER BUSINESSES AND THE CENTRALISATION OF THE SALES FORCE INVOLVE A NEED
TO RECRUIT NEW COMMERCIALS............................................................................................................ 6
AN AGENCY IN THIS CONTEXT HAS TO FIND AN ANSWER TO THE FOLLOWING QUESTION:
HOW TO IMPROVE THE SALE FORCE RESOURCES IN THIS FORWARDING AGENCY?................6
AFTER THIS ANALYSIS, I DESCRIBE THE COMMERCIAL FUNCTION SHOWING THE
IMPORTANCE OF MOTIVATION AND SATISFACTION. THE SYSTEM OF DRIVING OF THIS
POSITION WORKS THROUGH AN EVALUATION OF COMPORTMENTS AND RESULTS. WE ARE
ON A HYBRID SYSTEM AND THE ROLE OF SALE MANAGER IS CRUCIAL.......................................7
CHAPTER I: PRESENTATION OF THE GROUP GEODIS........................................................................ 8
I THE GROUP.................................................................................................................................................. 8
II GEODIS OVERSEAS................................................................................................................................. 10
III PROBLEM DEFINITION........................................................................................................................ 11
Carole ORSINI
3
CHAPTER II.................................................................................................................................................. 12
I THEORIES MARKET DEFINITION........................................................................................................ 12
II SWOT ANALYSIS...................................................................................................................................... 23
III DEFINITION FUNCTIONS.................................................................................................................... 28
CHAPTER III................................................................................................................................................. 31
I FUNCTION ANALYSIS METHOD............................................................................................................ 31
II GEODIS MARSEILLE FUNCTIONS ANALYSIS.................................................................................... 35
III THEORIES COMPETENCES /MOTIVATION..................................................................................... 42
IV WELCOME, INDUCTION AND RETAIN.............................................................................................. 48
CHAPTER IV: SOLUTIONS......................................................................................................................... 51
I TYPES OF RECRUITMENT...................................................................................................................... 52
II WELCOME, INDUCTION AND RETAIN............................................................................................... 53
III TRENDS.................................................................................................................................................... 61
CHAPTER V: RECOMMANDATIONS........................................................................................................ 63
CONCLUSION................................................................................................................................................ 67
BIBLIOGRAPHY........................................................................................................................................... 68
APPENDICES................................................................................................................................................ 69
PRESENTATION GEODIS........................................................................................................................... 70
I THE GROUP................................................................................................................................................ 70
II GEODIS OVERSEAS................................................................................................................................. 72
Carole ORSINI
4
INTRODUCTION
After my placement in DHL Overseas during 3 months, I will present you Geodis
Overseas.
Geodis is a European group with an international network of 23,800 employees in 120
countries. Ranking among the top 5 European logistics companies, it is recognised for its
multi business experience and its capacity to control all or part of the supply chain:
distribution (bulking and express), logistics, full & part loads, air and sea freight, and reverse
logistics.
Working in commercial service like sales assistant, I would explain my hire and have
and trying to improve my-self induction on the whole organization, I want to remove the issue
of “improving the sale force on this design organization” in Marseille agency.
The plan of this GA is running « From business expectations to business satisfaction
through human capital rotation ».
To introduce the subject, I will present you in first party the company GEODIS which
is just merging with TNT and Rhode & Field (South America). Through its objective and
SWOT analysis, its related commercial organization is reviewed. This organization is
analysed regarding two paradoxes: specialization/ coordination and flexibility/ reliability.
The second paragraph describes the analysis of previous organization providing
competencies expectations. After introducing a functional analysis tool, I design the dedicated
competencies required by each commercial function. From this analysis, a “development
ladder” is developed with advantages and constraints.
Finally, we can show alternatives on hiring and development processes, which are developed.
The solutions are evaluated in order to present recommendations including an action plan.
Carole ORSINI
5
EXECUTIVE MANAGEMENT
Problematic: “How to improve the sale force resources in a forwarding agency?”
To answer to this problematic, I present the process to sort out this issue.
First of all, I present the multinational Geodis Wilson, one of the 10 top worldwide
forwarding agencies. It is divided on several activities: supply chain management,
distribution, full truckloads, air and sea. In the current overseas division, the 2006 turnover is
about 3 millions euro. My analysis is focused on the Marseille agency where I worked during
one year in the sales service in air and sea freight. Geodis Overseas has merged in 2007 with
TNT Management and the headquarters are finally located in Amsterdam. The culture is
consequently moving from a French to a Dutch culture. Before this merge, Geodis had
already merged with others identities like Rolde & Liesenfield to reinforce his positions in
South America, Asia...These merge have caused a change of the global organisation and
consequently developed the global market.
I present the global view of the theories market focused on different models and
criteria of the sales force. Through this theories analysis, I develop the SWOT analysis of the
Marseille agency. This analysis gives a picture of the need of internal organisation and of the
need of the growth of the sales force. It also shows that the opportunity of new markets
(thanks to TNT Management), the global service offers, the conquest on bigger businesses
and the centralisation of the sales force involve a need to recruit new commercials.
An agency in this context has to find an answer to the following question: How to
improve the sale force resources in this forwarding agency?
I focus on the responsibilities on each function and their requested competences within the
sales force service. I concentrate also my research on the criteria of selection of new
applicants and the content and evaluation of the training and induction programme.
In order to understand and analyse this problematic, I design the function of
commercial. Crozier and Schmitt describe this function as an intermediary between two
environments: the organisation and the market. This implies that the more commercials there
are, the more different markets can be multiplied. These theories are based on analysis tools
holding on required competencies. The analysis model is founded on five abilities (knowledge
and skills, reasoning and information processing, time management ability, ability to
communicate, autonomy and responsibility ability) for four functions of sale services
(assistant commercial, junior commercial, senior commercial and commercial manager). Due
Carole ORSINI
6
to this describing analysis of commercial status, I build a progress ladder for each function,
which enables to compare the competencies and attitudes required.
After this analysis, I describe the commercial function showing the importance of
motivation and satisfaction. The system of driving of this position works through an
evaluation of comportments and results. We are on a hybrid system and the role of sale
manager is crucial.
The company has already a quality manual about the competencies management, which is not
actually appropriated to the local management. The scheme analysis evaluates a global view
of the firm’s situation about welcoming, retaining and induction.
There are several types of recruitment. The process of recruitment can be different
according to the context of the agency, for instance according to the level of exigency and
urgency. There are also several forms of integration like the binomial integration - already
applied on the agency with the junior and senior commercial - or like the recourse to a junior
commercial who does in turns with theories and work field. On the process of recruitment,
there are different types of formation on intern or extern on the firm. For example, Geodis
Marseille has a specific training for junior commercial and develops others ones. We can see
it exists four phases for a commercial (depends on age).
I finish demonstrating the need of new commercial on this agency by the trends for a
commercial profile. The four principal functional domains - the conquest of clients, the
development of clients and of projects, the development of international activities, the
development of partners-, and his evolution of profile, and of sale technical, and his evolution
in term of carrier are describing.
My recommendations are a mix of hiring solutions based on the abilities identified through
the analysis. Three points are developed on the process: move the current job description to
function analysis, train the manager to recruitment skills, and use psychologist to measure
candidates potential. For the welcoming, induction and retaining scheme, I do recommend no
to upgrade in parallel each item, like usual, but some processes are more prioritized and some
not be changed yet. One of issue could be reinforce with a binomial approach. Another one is
to add meeting with new employees within the company to reinforce their membership and
build up their own network. Also, integrate an early development plan is recommended.
Training program should alternate formal training and field exposure. The key issue of
success is definitively the upgrading of managerial resources within the firm.
With the merge, the new culture of the firm, the management will be more pragmatic,
straightforward and enhances a centralisation system of sales force and perform tools of work.
Geodis Marseille will involve on a good way to improve his business.
Carole ORSINI
7
CHAPTER I: PRESENTATION OF THE GROUP GEODIS
I THE GROUP
GEODIS is a European group with an international network of 23,800 employees in
120 countries. Ranking among the top 5 European logistics companies, it is recognised for its
multi-business experience and its capacity to control all or part of the supply chain:
distribution (bulking and express), logistics, full & part loads, air and sea freight, reverse
logistics.
1) Worldwide presence:
To assist the customers around the globe, Geodis relies on our own strengths as well as those
of reliable partners. Thus Geodis customers can work with a nearby contact able to meet their
most specific requirements.
Geodis have a worldwide multinational offer with 3 millions m2 of logistics warehouses. And,
the quality indicator is on constant follow-up.
Geodis like their competitors have a strong position by:
•
•
•
•
•
.
Strong, steady growth in the air and sea freight forwarding market
Increasing importance of freight forwarding in the international development of the
supply chain
One of the world’s leading freight forwarders
Its own global network of offices
Quality operations with a solid management team
A brand that remains recognised in the industry: “Wilson
2) Geodis Key figures 2006
- The net sales is around 3, 8 Billion
- Operating income is of 85.4 M euro
- Net income: 32.3 M euro (group share)
- 70000 customers
3) Networks and partners
The agreements with Elix and with Rohde & Liesenfeld, signed in 2002 and implemented
immediately, reinforce our presence in Europe and worldwide. (Developing on annex).
Carole ORSINI
8
4) Well known commercial brands, dedicated to Geodis’ different activities:
5) Global logistics chain operator
Services proposed by Geodis are:
Carole ORSINI
9
Supply Chain Management
Inbound ingénierie & optimisation
Control of execution
End to end flows management
Reverse Logistics
Collection & transport
Sourcing - treatment
Containers management
Recovering processes
Air & Sea
Air Freight
Sea Freight
Customs
Industrial projects
Distribution
Groupage
Express
Chartering
Logistics
Inbound logitics
Production logitics
Outbound logistics
Added value services
Full Truck Loads
Full loads
Distribution on request
Specialised distribution
Multimodal
II GEODIS OVERSEAS
1) Key figures:
 Turnover 2006: 345 371 905 EURO
 654 employees
 4 300 clients
 181 664 shipments- year
 One of the 3 active branches of Geodis Group:
International logistics
Bulking and express
Full Truck Road
2-3-4) On appendix, we find our Multi Job, our traffic, our know- how description.
Carole ORSINI
10
5) The agencies in the PACA region:
Airfreight operations are situated in Marignane and Montpellier.
Sea freight agencies are located in Marseille, Fos sur Mer and also Montpellier.
In Marignane agency, there are 8 employees in charge of 4000 files each year with a customer
service recently.
I n Montpellier, there are 6 employees in charge of 1900 files each year in Airfreight; also,
they employed a new commercial 3 months ago who develops this area.
In sea freight, there are 6 employees also with 2600 files in charge each year.
In Marseille agency, we are 50 employees in charge of 20 000 files each year and with 15000
customs formalities.
In Fos- sur- Mer agency, 3 employees are in charge of customs service on the Fos sur Mer
port with 5000 customs formalities.
In appendix, the organigram of Marseille agency is described.
So after presenting the firm, I choose to develop a problematic within the firm
III PROBLEM DEFINITION
1) Problem definition
How to improve the sale force resources in this forwarding agency?
With the new merging of multinational firm and my new employment, I am interested by
processes of the firm and new possible change of organisation. Discovering the sales force
service, I am focused on the responsibilities on each function and the competences required.
A clear objective: A profile of staff members in the sales department, showing an overview of
all competences.
Also, I am interesting about how to select new applicants and what do we have to do in their
training/induction programme.
2) Research objectives
After describing and analysing the situation of firm, the problematic is focused on the
new sales force organisation with the perspective to employ new commercials. The merging
with TNT Management allows lot of all change of processes and the vision of the general
business. Recruitment needs to analyse each function of service. For that, I would describe the
commercial aspects like competences, attitudes…for this; I choose 2 methods based on
“development ladder”. We will demonstrate that there are several possible solutions.
Carole ORSINI
11
3) Scope of research
Studies are completed and decision has to be taken.
Due to a growing business, agency of Marseille decides to develop their part of market
on this business. For that, the need to recruit a new employee in sale force is evident.
4) Research methodology
Based on:
- Interviews
- Literature
- Methods of analysis: SWOT, market analysis, analysis of function, processes of
induction, training of new employee.
CHAPTER II
I THEORIES MARKET DEFINITION
To understand the organization of a firm it is important to have a general view of the
different existent segmentation of markets and how the firm could be competitor on this
global international market (due to strategic organization choice). So after this theories
description, I will establish the SWOT analysis including the merging with WILSON and
R&L. Also, we could assess the impact on the centralization or decentralization system,
especially in Marseille agency.
At the end of the paragraph, the functions of sale service will be describing to understand the
following analysis.
In first time, we have to analyse the market of the firm in term of client targets (in volume and
in value), and then allow the firm to adapt marketing politic of size and repartition adequate.
The client management: analysing tools of heterogeneous market
We define what the market of the firm is, and then we will present a method of segmentation
to share the market.
1) Definition and delimitation of client market
For all types of products or services, the purchasing act corresponds to the notion of the first
and second needs of satisfaction. The firm, by the intermediary of the sale force, offers its
clients a product, a solution in reply to their needs.
Carole ORSINI
12
The clients will define the market of a firm, but this definition is too restrictive.
Effectively, the market of the firm is more spreading. The market integrates also the potential
clients.
We can define the market like the global of “publics” susceptible to exercise an influence on
sales of one product. (MERCATOR, 6TH edition, Lindrevie, Lindon)
This definition takes in consideration all the dimension of the client market. It defines the
market by the totality of people who was or are or will be an influence on the consummation
and useful of the product of the firm.
This market is not homogeneous and we can decompose on 3 categories:
- The real market (or actual)
- The effective market (or potential)
- The global market
The real market registers all actual clients of the firm, who consume and who use the product.
The effective market (or potential) measures all consumers and users possible.
It registers the actual consumers of the firm, and in other part the no consumers who, by in
adaptation of price or lack of recognition, don’t bought or don’t consume the product but they
are susceptible to modify their comportment in case of modification of MIX (for example the
modification of distribution politic).
The global market represents the totality of potential market (real market, effective market)
but also the absolute no consumers, consumers who, by their physical, religious, cultural
incapacity, don’t consume the product.
The following schema represents the notions defined before:
No absolute consumer
Actual consumers
No relative consumer
Real Market
Effective Market
Global Market
A firm at national or international level proposes products and services on global territories
and on global of market but the firm will also identify their clients. It is the case of Geodis,
like others forwarding agent which manage the clients by territories.
There are several consumer needs to meet, that’s why it is necessary to adapt a sales structure
to the heterogeneity of the market.
Carole ORSINI
13
The objective is to work proprietarily on the real market, to search all-important
characteristics and common of individual teams, which enables to manage them by an
appropriated sales force.
It is necessary, before structuring / organizing a sales force, to search to identify the clients
who compose the real market, and to gather, in a homogeneous manner in the segments of
market, the most different.
2) The client market: segmentation and types profiles:
There are several manners to manage the market of client:
- Mass marketing
- “One to One”: individualized marketing
- Or face on both approaches: the segmentation or segmented marketing
The segmentation of market and no the segmentation of the product or others is: “the global
methods having for object to share the market on homogeneous segments and distinct”.
MERCATOR
A segment regroups the consumers depending on their expectations, their demographics,
economics characteristics, and their purchasing comportments.
4 steps constitute the general scheme of the segmentation:
-
Choice of segmentation criteria
Description of characteristics of each segment
Choice of the segments
Definition of the politic to adopt for each segment
3) Decision of the dimension and affection of resources
The segmentation and establishment of profile types of clients are indispensable formalities
but are not enough to release the act of purchasing for the clients.
The essential manner of action is the sale force.
The client segmentation or market segmentation is only a technical, which allows us to
identify the types of clients and then to inform us about the possibilities to structure our sale
force.
The different appellations given by the norm XS0-660 of AFNOR of sale force are established
on 2 dimensions: the first depends on responsibility (sale or support) and the second “a
professional activity which of the exercise needs a specific learning scholarly or experience”.
The sale force of the firm is composed on persons who have, as their principal function to sell
or to make the products being sold on the firm with direct contacts…
Carole ORSINI
14
This sale force constitutes a privileged link between the firm and the client. For most of the
firm’s clients, the sales representative represents the firm.
The sales representative needs a support of an efficient structure to bring a service of quality.
In some cases, the sale force is limited by only one person, and can account several
commercials. The importance and the cost of the sale force are considerable, and it is better to
analyse and manage two important steps of set up: the structure and the size of sale force.
4) The structure of sale force: different models:
Several shares are possible; which depends of the strategy adopted.
If the firm doesn’t sell a product to different homogeneous clients, the firm will adopt a
structure by sector, and if a lot of products or markets are sold, an organization by market (or
client), by product or by activity will be preferred.
* The geographical sector:
The structure by geographic sector is the most simple. On this mode of organization, each
manager works in one geographic sector where he sells the products or services of the firm.
This sector may be only one or several French departments or many cities…
The commercial is placed under the hierarchic responsible of sector or of regional director.
(ANNEX A1)
This structure represents advantages and disadvantages:
Geographical
Organization
For the firm

Advantages


Disadvantages


Each commercial is
responsible of his sector
More global approach of
client relationship
No ambiguity in
relationship with clients
Limited travel costs
When the range of product
is too large, the
commercial don’t know
well all products
Carole ORSINI
For the clients



Unique interlocutor who
knows well the needs
Commercials closer to the
clients
The national clients will be
in contact with several
commercials. Nobody can
bring a global solution.
15

The commercial has to
adapt him to all categories
of clients. The commercial
can’t focused on market
line because they have to
recover an area and no a
type of client. Nerveless, if
the commercial is
specialised on market line,
the client will be more
secure because we will
know how to ship their
products and have an
important contact with
specialized shippers
(example: group agreement
with shippers specialised
on foods and health
freezing)
(Depends on structure and
organization of firm).
The share of territories has several imperatives:


The sectors must be simple to manage, their potential simple to calculate, and the cost
of travels limited
Each sector must insure each commercial a potential of sale equitably well sharing.
There are two different ways of determining the size of the sectors: the first is the creation
of sectors with equal potential; and the second tries to equalize the charge at work.
In creating sectors with equal potentials, each represent would be having the same gain.
The regular differences observed between the sales realized in the sectors shows the
spread of capacities or of work. One such approach encourages the commercials to give
the best of them.
The other systems adopted for the share of sectors consists on standardize the charge of
work of representative. This system would be permitting for the commercials to assume
his sector on satisfy manner. But it leads to different important potentials but they absorb
in paying a commission rate lowest than commercials beneficing on sectors with higher
potentials.
A geographic or generalist structure corresponds on sale force basic.
Nevertheless, certain clients are preoccupied on the price, others ones on a quality
service… Divers needs need a sale structure able to adapt itself to the heterogeneous.
When the products of the firm are too much diversified to be sold by one and it
commercial in a sector, we can think on product’s organization.
Carole ORSINI
16
* Structure by product
Some societies sell lot of diversified products.
Just for one commercial is difficult to sell a spread range; in this case of organization, the
commercials are specialized by products family: (Annex A1).
The specialization of the sale force by product is judicious when the products are
technically complexes, heterogeneous…
It existed also a third mode of organization of sale force: the organization by type of
client.
* Structure by client or by market
All clients are not the same needs, the same profiles. Some generate important sales but
not frequently. Some are few orders but offers important perspectives of turnover. And
some are a few quantities to order but it is regular.
So, the firm sets up an organization in which the commercials are specialized by types of
client. The commercial managing a category of client’s needs particular doing- knowledge
like administration, local’s communities, key accounts, and purchasing centre…
The clients can be classified by sector of activity, the size, the volume of purchasing…
Such structure enables the representative to know well the needs of clients, because they
are specialized and not polyvalent.
This structure presents several advantages and disadvantages:
Organization by client
For the firm
Advantages


Best knowledge of decisional process of the client
Best adaptation on exigencies of price and service
Disadvantages

Difficulty of recruitment of collaborators strategically
important for the firm
Heavy responsible

Carole ORSINI
17
* Structure by activity or by missions
The conclusion of sale cycle needs to different phases: conquest of clients, negotiation of
contract, and loyalty. In this case, certain commercials will, for example, take in charge
the proposition of new clients (named “hunters”), others ones of the negotiation and of the
price of orders (named “grower”), others specialized on the loyalty.
Nevertheless, the firm is not linked to theses 4 types of organization and can combine
them on the best efficacy.
* Mix structure
When the firm is selling a diver range of products for a lot of types of clients in the spread
geographical area, the firm structures his sale force in combining several modes of
organization.
In this case, the representatives can be specialised by couple of sector/ product, sector/
client, client/ product, or by triad sector/ product/ client.
After the choice effectuated on the sale force between these different models, the phase
the most delicate and the most important is the establishment of sales sectors.
5) The establishment of sectors of sale:
To obtain a best efficacy of the sale force, it is essential to determinate how many
commercials are necessary for the commercial activity and then to elaborate a share
pertinent of sectors.
* Size of sale force
After having chosen his strategy and his structure, the firm can fix the size of the sale
force. It constitutes an advantage among of the most productive and also the most
expensive.
However, the definition of the size of sale force is not the only criterion of cost.
The principle wants that the choice of commercial number find a general equilibrium
between:
- Too much commercials: the profitability of commercials action will be questioned and
the cost by commercial increases face on a low potential of turnover.
- Few commercials: there is a risk of lose on part of market
To establish the size of a sale force, an approach is privileged:
Carole ORSINI
18


Approach founded on charge of work
Approach founded on the manager’s efficiency …
* Share and Repartition of sectors:
The characteristics of sale sectors:
- The sector of sale:
Territory affected to one commercial by his firm to commercialise their products. The territory
must be clearly defined geographically; in term of potential of sale, of type of clients visited,
of products to commercialise.
- The region of sale:
It represents the territory on which operate several salespersons under a responsibility of
commercial responsible or chef of region…An area regroups several sectors.
* The qualities of a good sector:
With particularities of the area, of products, clients, the commercial responsible will be
attentive to delimitate the equilibrium sectors:
- Equal in potential: assure the equality between commercials
- Reasonable size: allows regular visits of clients and limits the costs of travel
- Sufficient size: assures the productivity and the motivated revenues
- Well defined and attributed to one commercial: enables on client to identify their
interlocutor and to avoid the conflicts between commercials
* The criteria of sharing sectors
Two criteria are important:
- Geographic criteria:
Principles: The sharing of territory is done in function of geographic barriers: limits of area,
natural obstacles…
Advantages: the sectors are clearly defined for commercials
Limits: The risk to have no equal sectors in potential on turnover, and so risk of feeling of no
equality between salespersons and possible conflicts.
- Potential criteria of market:
Principles: The potential will be measured by the analysis of prospecting/clients (who, how
much) and measured by the analysis of competitors (who, how much, part of market?)
Advantages: allows to orient better the work of commercials on theirs sectors, and to share
equally the charge of work.
Limits: criterion and organization which needs a frequent re actualisation because there can
have wastage of potential in certain sector.
Carole ORSINI
19
To combine different criteria on the best manner is difficult. In the reality, this combination
should be done on different levels:
For a firm, which begins his business on the new territory, his proprietary is the geographic
criterion. The firm will exercise his prospecting in the proximity space of his place of
implantation and will determinate his sectors by department or by others area
When a firm is yet presented on a sale territory; one of their principal preoccupations will be
to know if it covers this territory of optimal manner. If it is not the case, it will share again the
sectors, in function of potential, which is not exploited sufficient. So it is most important than
geographical considerations.
6) Geodis organisation market of agency:
Geodis shares their offers in multi job like overseas, express, logistics solution…so this firm
organizes the segmentation by services. Also they share on the same important clients named
“key account”. The politics is different, depends on the activity of client. They manage them
by territories and services but the client is attached on the same commercial that has success
to bring this client on his business.
For example, a client who has a business with our service (overseas in air and sea shipment)
will have also a business in Europe for road transport. So we will advice us to manage directly
with our other branch Calberson. For sure, this client keeps a strong link on our service. For
his client is better to deal directly and have no more margins. Also, it enables to work in
collaboration with all multi jobs and know well the market and the potential client for our
specific job.
Also, Geodis focus some of our sales efforts on selected vertical markets, like: aviation,
marine, industrial, automotive, oil & gas, hi tech, retail, pharmaceutical and healthcare.
In Marseille agency, in overseas activity, there are 3 types of clients: key accounts (compared
to PARETO theory, theirs clients represent 80% of the turnover), “shared” clients (with the
network) and irregular clients. There are 3 commercials, two seniors (including the manager)
and one junior. Currently, they are shared the clients by area. Also, both seniors are more or
less specialised by market lines one of them manages clients working in automotive, the other
one is more specialised in essential oil transportation with hazardous products…And for a
junior, even if the segmentation by territory is done, his strategy is to prospect and develop the
SME, the territory segmentation is not settled. The scale of sale service is more focused on
competencies rather than on hierarchical approach.
That’s why is it important to have a sale force management to improve and develop the
business. For that I am explaining the sale management process, which is divided into two
main components: planning, Performance evaluation and Control. These components have to
be seen as a continuous and interdependent process:
Carole ORSINI
20
7) Sale force management
* Planning:
All planning must begin by forecasting market demand. The level of sale a company can
except can only be derived from an analysis of the market as a whole: the achievable sales
potential must be compatible with the company’s goals, capabilities and resources.
The budgeting provides a tool with which a company plans for profits by anticipating revenue
and expenditure in order to enhance predictability:
 Management attempts to guide operations to a given level of profit on a certain
volume of operations
 A budget forces planners to confront reality: Can the strategic and operational plans be
financially quantified? Can the plan be profitable realized?
 If expenses are kept within planned levels, final operations will come out as planned.
* Quotas
Sales quotas translate planning activities into work planning goals and assignments. 3 general
approaches are usually used to set quotas:
1. Quotas are set in conjunction with territorial potential
2. Quotas are set in relation to the company’s forecast or market potential estimate for
the total market. Territorial estimates have not been prepared.
3. Quotas are set independent of any consideration of sales or market potentials:
- On the basis of past sales
- By “executive judgment” alone
- In relation to compensation plan
- By sales people themselves
Ensuring that a quota plan is realistically attainable, objectively accurate, flexible and fair will
increase effectiveness, as well as ensuring its acceptance by the sales force.
The structure for sales force incentives contains financial incentives, subdivided into direct
payment such as company- financed insurance, and non-financial compensation, such as the
opportunity to advance in the job or other benefits. A firm must determine both the level and
the method of paying its sales force.
The job description should serve as the starting point for designing a sales compensation plan:
what services and abilities is the company paying for?
Although plans will be different for individual firms, four broad objectives should be common
to all plans:
- Attract and keep competent sales people
- Control sales people’s activities
Carole ORSINI
21
-
Correlate rewards with results
Ensure proper treatment of customers
* Order processing
The following information is vital for accurate and timely order fulfilment:
- Order number, delivery date and address
- Product name and number, quantity and unit price of product
- Customer number, address and industry branch
- Sales conditions and credits
- Seller and sales territory
- Means of transport, freight costs
- Special instructions, where necessary
A company’s order processing system should seek to avoid unnecessary written documents
and repetition of the same information processing activities. Moreover, it should achieve a
rapid flow of information to the point from which the flow of goods is realized. All stages in
order processing must be reviewed to ensure accurate and timely order fulfilment.
Order transmission includes several steps:
The transmission of an order depends largely on the methods of order placement employed. A
typical method is to fill out standardized, pre printed forms with the customer. Long term,
repeat customers may be supplied with pre printed order forms, on which only the number of
units ordered needs to be filled out. Not using or altering order forms necessitates an extra
transcription step. This creates additional processing costs and an additional potential source
of errors.
Once received, the transmitted order must be adapted to the selling company’s internal
requirements. Here preparation means checking for missing or incomplete information,
checking price conditions, delivery modes and the customer’s paying ability. Preparation also
comprise planning concerning the logistics system: it is necessary to check whether the
requested product is available in stock Within the transcription, order information is used to
prepare order confirmation and internal processing documents, including order delivery and
shipping papers.
The preparation and transcription of the order is followed by the selection of the required
units in the warehouse and their shipment. Selection includes the organization of products for
shipment according to order information (product number, number of units, delivery date…)
contained in the transcribe document. These documents can be supplemented with additional
information after selection, such as weight, positioning and packaging. Shipping comprises
the completion of shipping papers with freight, transport and time data, and the subsequent
loading and transport of products triggered by this step.
Invoicing may be completed either after shipment preparation or in parallel with preparations
for shipping. The most important factors here are that the invoice should reflect the correct
type and number of units selected and shipped, so that orders may proceed without delay to
the warehouse, and that the time required for the paperwork should not be so long as to delay
Carole ORSINI
22
shipment. Sending the invoice along with the shipping goods saves time and postage costs.
Transport can be done either by the company’s transport system or can be subcontracted to a
haulage firm.
The time required for order processing is a significant portion of delivery cycle time. Thus
rationalization of order transmission and order processing can provide substantial
opportunities to reduce costs and delivery times.
We can show on annex 1 the supply chain of operation of our agency.
II SWOT ANALYSIS
After describing the theories part about the structure of sale management, I present you the
SWOT analysis of Geodis Overseas and also explain the reasons and consequences of the
merging this year with other integrators logistics:
STRENGHTS
-
Network geographical enlarge
(more than 223 countries)
Manage goods and information
flows (especially DOM TOM,
Asia…)
Operational and Financial
Synergy
Global offers
Global strategic vision
One of first to work with the
French army
Integrated tools Development
100 desks of customs in
France: on of biggest
Geodis: target of SME
Carole ORSINI
WEAKNESSES
-
-
Culture firm: French based
Difficult of certain countries
(organization, time of reply…):
Spain, Brazil and Italia
Surcharge of work for express
service (1st position in France)
Miss of worldwide HUB in
certain capitals
Need of an important
investment (example: new
service gas and oil in local
agency)
Purchasing department poor in
local agency
French management
Personal training
Poor Quality management
Productivity: lost of time in
23
intern
OPPORTUNITIES
THREATS
* Merging with TNT allows to have
another culture firm (Dutch)
& Also new markets (more territories)
More competitive/ more agencies
* Top of 10 integrator logistics
* Market growth in our area
* Conquest of part of market
* Large tools investment: E service,
cross selling, e tools (CRM: customer
reporting manager / freight planner /
freight monitor)
* Training enhancement
* TNT products: offer of globalise
services
* Organisation is more complex
because the agency develops more
services (global offers)
* Centralisation sales force
* More presence (agencies) in South
America with the emerging of Rohlde
& Field
* Well known and better image with
the name Geodis Wilson
* Development of purchasing team
* More industrial projects
* With WILSON, their target is GE
* Creation of new branch: GGS
(Geodis global solutions): key
accounts with multi job offers
* Head quarter: Amsterdam with TNT
managers
* Market line more concentrated
(luxurious and retails retired)
* Difficult to manage a complex
organisational (locals)
* Size more and more critical by the
higher growth
* Merging process (intercultural,
senior management competition, major
clients management redundancies)
* Disinter mediation
1) Current situation: strengths and weaknesses
Carole ORSINI
24
Currently, Geodis has already an enlarge network with a worldwide presence in 223
countries. Geodis is specialized in certain offers. Well known for the express courier, and in
overseas well developed for DOM TOM, Asia traffic. Geodis has all aspects of multi
international firm with an operational and financial synergy. The global strategy vision is
common for each agency. Adapted faces on the competitors, integrated tools allow a better
reactivity (for the customs, operational, and sales: tools quotation for example). Also, Geodis
has concentrated his target on SME and not allowed to be on the top of worldwide
competitors.
The management is based on French culture. Also the intercultural values are difficult to be
harmonized, essentially without a really quality management. For example for a personal
training, the induction on the firm is done by his self.
Some countries will need to be more organized to be cost effective like Spain, Italia and
Brazil agencies. There is a miss of worldwide HUB. Also, the productivity (with a lost of time
in certain processes in intern) is faulty. Also, a lack of strong purchasing team in Marseille
agency doesn’t help to be more competitive. The creation of a gas and oil service on 2007 has
involved an important investment.
2) Opportunities and threats
With this new merging with TNT, Geodis will know lot of change: new dimensions,
technologies and commitments. In first, the change of culture value which becomes Dutch
culture. And a head quarter is situated in Amsterdam. This merge allows having growth
market and more presence on worldwide. Geodis Wilson is on top of 10’competitors
worldwide. With a stronger presence in South Africa, the presence is enlarging. The image of
Geodis Wilson knows a success, by this marketing name. Complementarily, Wilson is more
based on the big firms, where the business is more important.
With this fusion, in January the commercial management and process will change.
The TNT directors will manage the supervision. By this fact, the reorganisation takes a time
to set up in all agencies and be accepted by employees and managers. The size is growing and
is more complex to manage all process to harmonize all of them.
A new tool of process will be applied (to allow obtaining a better harmonization to have a
centralized system of control). All quantitative and qualitative information are accessible by
all commercial services (each agency).
Also, new training for commercial and sale assistant will be proposed in 2008.
Now our HUB will be also an operational centre and not profit centre. So, the price will be
cheaper and allows us to be more competitive on this market.
The traffic between Asia and America is poor, and we lost a part of market. So the new
objective is to develop this trade. Also, the merging with Rohlde & Field allows to develop
our business in others territories.
New e services will be in place and allows efficiency work and useful by the clients who want
to manage nearly their traffic. There are 3 important e- services integrated on 3 levels: freight
planer, freight monitor and e management.
Also, with the growing market, Geodis Marseille offers more services. This
organisation is more complex to manage. Also, our agency wants to growth their part of
market. For that, it is interesting to understand the need to develop the sale force by others
Carole ORSINI
25
commercials. (It is for these principals’ reasons; I treat this problematic about recruitment
involving competences analysis, formations…)
Also, R&L merging with Geodis Wilson has allowed lots of positive change.
His merging begins on 28 Sept 2007 Geodis S.A signed the Sale and Purchase Agreement
(SPA) to acquire Rohde & Liesenfeld (R&L), a German-based international transport logistics
company. The completion of the deal is expected in January 2008.
Together with R&L, Geodis Wilson will take new positions in growth markets like South
Africa, where R&L is a market leader and Latin America, where there is a perfect geographic
match with the Geodis Wilson network.
There is reinforcement in strategic zones:
- Germany,
- Largest economy in Europe
- The gateway to Eastern Europe
- Arabic Gulf (U.A.E, Qatar, Kuwait)
- Australia
- Enhance our current Industrial Projects offer
Also, this merging with R&L and Wilson has enabled to change the system of control. For
example, the sale service has been managed under a decentralization system under Geodis
Overseas, and will be now managed under a centralized system. I will develop in this below
paragraph the advantages and limits of each type of control.
Also, with this merging and the evolution on the global market, I would like to develop the
two systems of control existing.
3) System of control centralized and decentralized
The field of decisions and initiatives of commercials to accomplish theirs tasks more or less
important in function on the decision of the firm to make in place centralized or decentralized
controls. (Annex3).
Under a system of control higher centralized, the direction tries to exercise a direct influence
on activities or results of commercials. Consequently, the direction chooses to give the
commercials instructions and objectives in order to limit at its maximum the field of
decisions. The centralized decision is essentially based on direct authority, which the direction
exercises on the commercials. For example, the commercial direction can give each
commercial a clear objective of sale action to reach each client.
At the extremely, in a system of decentralized control, the firm offers a determinate “contract”
in sort of when the commercial has a comportment to satisfy his proper interests, he optimises
in the same time the objectives of the firm. In this case, the contract has no precise objectives:
for example, the contract offers commissions on the brut margins which involve the
commercial, desiring to maximize his commissions, to allocate his efforts in the way of a
strategy of gain for the firm…
Carole ORSINI
26
In this case, the control is not exercise by the way of direct authority, but indirectly:
allocations decisions of his effort are entirely under his responsibility. He keeps a decisional
field largest. The direction checks only at the beginning if the commercial is susceptible to
take decisions appropriated to the firm, in the cadre of instructions given by the direction to
the commercial.
That’s why a firm is questioned to choose a system of control more or less centralized or
decentralized, where resides essentially in the quality of knowledge’s base and in the quality
of the dashboard.
Like this, for a firm will be susceptible to choose a levier of centralized system (for example
sales detailed quota, or presentation of standardized sale), the firm will have to a good
knowledge functions of reply (to determinate in this example the quota correspondent of
maximum efforts that one commercial can produce). The firm will be also susceptible to
choose a control based on comportments or results, depends on ratio quality/ costs of
dashboard, which is the most favourable.
Contrary, for a firm will be choosing a levier of decentralized system (for example different
commissions on the sale of diverse product lines), the firm will have to a good knowledge of
reactions of commercials on elements of control chosen (in this case, commercials search to
maximize their commissions).
Nevertheless, by the multitude of objectives followed by the management, it is possible that
the elements of control constituting the dashboard and the elements playing on the role of
control’s levier will be based on comportments and on results. This is a system of hybrids
control.
To drive efficacy the sale force, a commercial director will ideally combine different levels of
control constitute by 3 fundamentals characteristics of drive systems: systems of control
centralized or decentralized, systems based on elements of control on the quality but also on
the quality of commercials efforts, and/ or on the results or on the comportments. (Annex 3
shows if the control is concentrated on results or on behaviours).
That’s why it is susceptible to use several systems of control with different characteristics. For
example, a firm will be use a system of sale’s quota (control centralized based on objective
result) and impose also their commercials the useful of presentation of sale standardized (a
control centralized on the comportment evaluated subjectively) for a better control.
And, characterize the systems of control by their 3 dimensions can allow the commercial
direction to identify clearly the necessary information to elaborate a drive system efficient.
The possibility to obtain this information, all procedures involving to do it, and all costs, has
to constitute important considerations during the elaboration of drive system of the sale force.
For example, plan of sale quota is used, even if the direction has no lot of information on the
functions of reply on territories face to the efforts of each commercial. That’s why the plans
loose, because the commercial that get more information in this domain than the direction,
can make in cause the link funded on sale quota which there are allowed. (Annex 4).
To drive efficacy a sale force, the firm must necessary harmonize a control of systems which
it disposes: sale quota, presentation of sale standardized, commissions on sales,
remunerations…
Currently, Geodis has a decentralization system with a sale quota, a presentation of sale
standardized, remuneration…The drive system, complex to manage, is often reviewed to be
actualised on the context (often in development and change). That’s why with new merging,
Carole ORSINI
27
managers think about the new elaboration of control system, may be more centralized for the
sale service.
After presenting the SWOT analysis, I will define the selling functions and his role:
III DEFINITION FUNCTIONS
1) Definition of selling
Selling plays a vital role in the economic system, it can:
- Introduce innovation to markets
- Facilitate consumption
- Convey information
- Act as a communication channel
- Help solve customer’s problem
Selling is a marketing task that usually involves face-to-face contact with a customer.
Unlike other component of the marketing mix, such an advertising and promotion, personto-person selling means direct interaction between buyer and seller.
This two-way communication means that the seller can identify the buyer’s specific need
and tailor the sale presentation in the light of his knowledge. Thus, effective sales force
management can help the firm to make the necessary quantum leap from the current
production- based management to a customer- value based management by providing:
- A means of increasing customer awareness of firms’ product
- A tool of discovering and reacting to customers’ real needs
- An important communication channel between the firm and the market
- A vital of information for marketing and derivative product development
The current trend of increasing competition means that companies must face up to seven
challenges where sells are concerned:
- The necessity to have a good idea of the customer’s business
- The ability to put together groups of products to construct a business solution
- The ability to sell to educated buyers
- The need to master the art of consultative selling
- The ability to add value trough service
- The need to capitalize on the advantages their own products have over the competition
- The ability to manage a team- based selling approach
2) Schmitt & Crozier
In the “Manuel of firm organization”, SCHMITT establish a list of all functions in the firm
but he proposed a first definition: sale function. Hazardous? No. First of operational function
Carole ORSINI
28
in the organization, the sale function “ works toward directly at the realisation of products” in
collaboration with production, logistics, research and development, and quality function.
This function regroups “strategy, intuition, and state of permanent waking”, it is the only to
analyse and detect the needs of market and by which the returns of the firm comes back.
Daily, the firm spends a part of capital in production, research and development,
communication… to create a turnover, the firm have to “sell”, obtain with their clients a
compensation of their expenses. But nothing guarantees the perenity of the stability between
offers products and the remuneration found on the market. The demand evolves and the
competitors don’t stay inactive. The firm has to reply to theirs evolutions, but the commercials
have to bring information to the firm because he keeps close to both systems (clients and
firm).
Not totally integrant on the environment, not be along totally at his organisation, the
commercial is a “secant marginal” (CROZIER And SCHMITT “The actor and the system”).
By his function, he has an intermediary role, of contact, of coordination between two
environments, specially the organisation in which he is fasted and the market in which he
develops himself. But, against the current of his evolution, through in several different
directions of their systems, he is individual. He is the point of cross indispensable to the
stability of the firm. “Any organisation can’t exist without to establish a relation with his
environment. Because it depends doubly: one part to obtain materials and humans resources
necessary of the operating and other part to sell his product”.
This environment is a zone of doubt and of perturbation on the intern process and people able
to control this uncertainly zone and by their capital of relations benefits of a considerable
power in this one. The commercial owns of a power of “marginal secant” and becomes,
consequently, the intermediary indispensable of both systems, a relay between the
organisation and his customers. He has this situation of blackmail no negligible on the
organisation that uses it to obtain by this one a lot of advantages in return. In others terms,
like all members of one organisation, “commercials will always deal their capacity to reduce
the uncertainty”.
3) Profile: The commercial
“Motivate, dynamic, creative, autonomous, good dealer, with the sense of relation, with
formation BAC +2 to +5, in possession of a professional experience on the sale function”, this
is a typical description of the employment bid in the commercial function. But describe
exactly the type of profile of a good commercial is not really simple. The qualities requested
depend on sector of service on the firm and on the statue of the commercial. Consequently, a
profile’s type of commercial exists really?
Some qualities requested by the professional are the same for all sectors. Also, the qualities
requested are developed during the professional life, with experience. But others qualities are
indispensable on the origin and can’t be acquired:
- The resistance of the stress and moral: the commercial will be in good wealth
- The dynamism: activity and enthusiasm
- The combatively; the resistance of nervous tensions and of the failure is necessary
for the people who the results are generally gone back
- The curiosity: essential quality to have an abundant knowledge and a best
understanding of people
Carole ORSINI
29
-
The general culture: necessity I n the life of commercial. He has to impregnate
with mentalities, habitudes of people who he is communicated
The adaptability: the environment is fluctuant, the communicators change, the
commercial must be adaptable of all types of situation
The autonomy: more and more, the firms request their commercials to be
autonomous, independent, so they can have a capacity if reactivity on their
territories
The listening: he has to listen the clients, of their needs for convince better, He has
to follow up, reformulate to find a best solution to the problem of the client
(persuasion force, capacity of communication, contact with client)
The sense of organisation and management: the rigor is necessary (respect of
engagement.)
The sense of work in equips: the commercial don’t work alone, and have to take a
conscience that the work in equip is necessary.
The crossing of their qualities is not evident, the products and clients being of nature and
temper different, the veritable qualities of the job, the real knowledge is to be discover itself
on the site.
So, the commercial has to known well the product: having a technical knowledge, learn to
decode the market in other terms to know the tendencies, the choices of clients to anticipate
their needs.
It is necessary to cultivate an ethic in the job, to avoid the sale force.
A profile type of good commercial is generally young, and has a good experience of the site.
4) His function:
* Presentation
The salesman presents the products or services and convinces the prospect about its
advantages. It should focus on customer benefits rather than actually on product feature.
Many firms have been successful in using prepared sales presentations, which provide the
salesman with a step-by-step plan for a sales contact. The additional use of demonstration
allows the customer to see the product in operation and involves the customer in the selling
process. They can be a means for moving the customer towards a purchase.
* Objections:
Prospects raise objections in nearly every presentation. The secret of dealing with objections
lies in handling the emotional aspects. It is obviously necessary to have a substantial
knowledge of product and of the prospect’s need. To minimize the risks inherent to the
emotional aspect, the salesperson has to listen without interrupting and should employ the
“agree- and- counter” technique. Interruption denies buyers the kind of respect they are
entitled to receive and may lead to a misunderstanding of the real substance behind the
objection. The buyer will appreciate the fact that the salesperson is taking the problem
seriously and the salesperson will gain by having a clear and full understanding of what the
problem really is. The “agree- and-counter” technique means that the salesperson agrees with
Carole ORSINI
30
the buyer’s viewpoint and then puts forward an alternative argument. The objective is to
create a climate of agreement rather than of conflict, and to show clearly that the salesperson
respects the buyer’s opinion, thus avoiding loss of face.
*Conclusion a sale
Throughout the selling process, the salesman has one goal in mind: to secure the order. The
key of concluding a sale is to look for specific verbal buying signals. These can be statements
by buyers giving indication on their interest in buying, such as: “That looks fine”, “When
could the product be delivered?
CHAPTER III
I FUNCTION ANALYSIS METHOD
At this point, I would like to start to introduce a dedicated method of function analysis in
order to go deeper in this organization. This model has been developed by Solmer (ArcelorMittal) twenty years ago and is still used in a large range of Companies.
First of all the concept of competency has to be clarified. We can find in the literature a lot of
definitions. I suggest for that an operational definition builded- up through Prahalad & Hamel
and Le Botterf.
“The competence is the capacity to adapt his knowledge and skills in any context. This
adaptative process is based on the abilities.”
Carole ORSINI
31
This definition could be described with the following scheme:
BEING COMPETENT
Operating activities
In a dedicated work
situation (context)
Knowledge requirements
Adaptability requirements
Necessary and sufficient
knowledge and skills to face
each function’s activities
Four kinds of abilities:
Reasoning (problem solving)
Comm unic ati on (ha ndle
relationship)
Organisation (timemanagement, random
treatment)
- Autonomy (control
management)(
To answer to function’s aims (adding value)
The most adaptative criteria are shown on the figure. They are not exhaustive but are
necessarily critical.
Carole ORSINI
32
The proposed methodology is based on a cybernetic system. Basically a function is
considered as an information treatment “black box”. The following figure shows the process:
FUNCTION ANALYSIS CYBERNETIC SHEMA
Function requires:
To get upstream information
to act
i.e.: - Supervisor giving an
instruction
Criteria internal/ external
communication
To treat information
Criteria reasoning/
treatment
To have knowledge/ skills:
To detect and treat upstream
information
Criteria knowledge skills
To communicate
necessary downstream
information to enable
others to acts
Criteria internal/
external communication
To organise and manage time:
To quick reply to short issues
Criteria time organisation
To self control the quality of
his work and to evaluate it
Criteria autonomy / responsibility
Carole ORSINI
33
Six discriminated criteria related to our definition are taken in account. The associated
definitions are:
1- SA: Knowledge and Skills
This first criteria is the most known. It is obvious that knowledge and skills are requested to
perform an activity. The complexity is linked with the depth of knowing and the various area
of knowing.
Five abilities are developed for this model: they cannot be arbitrary and change with
evaluator’s fantasy.
Thus "home criteria” with strong morals are not acceptable, because they are not justifiable
with facts. The employee does not recognize them.
The only indisputable criteria are those that apply to everyone, whatever the work situations,
occupations, business organizations.
However, for several years, those criteria have been validated for small business. They are
"invariant" and have the characteristics of being:
- Undisputed therefore legitimate,
- Observable from facts, so recognized by the evaluator, as assessed by. The employee.
2 – RT: reasoning and information processing.
Each activity, in each function, from the simplest to the most complex, requires reasoning
ability to solve the kinds of problems related to the activity. This may be elementary level
(comparison of standards) to the most complex (combination of diagnoses).
In addition, these reasoning levels should not be confused with the levels of skills.
3 – OG: time management ability
Any work, any activity takes place in a space-time, which is determined by the requirements
of the activity.
Indicators are constraints of time and random issues.
Again, we note that this criterion cannot be disputed as well and is one of the components that
determine the employee adaptation in his office or at his workstation.
Each activity is necessarily related to a level of demand on this criterion, the more "simple":
activities in normal times, without random issues up to activities with high demands, in real
time, with large random issues.
4; 5 – RI; RE: ability to communicate (internal and external to the company).
Any activity requires communication and therefore relations upstream and downstream of the
activity, with internal and external interlocutors. Of course, the requirements will vary
depending on the nature of the activity from implementation of the simplest (exchange of
information with peers, usual type of work colleagues) to the most complex (steering
relationship or negotiation with interlocutors variables or unusual).
Faced to the current requirements, the damage of "bad communicators" is particularly heavy
within the company. (For example, damage to the efficiency, confidence and motivation of
staff, the company's image, etc).
Carole ORSINI
34
6 –AR: autonomy and responsibility ability
Autonomy in an activity is defined by the requirement for self-delegation to the holder of the
activity.
Being "autonomous" means to assume the quality obligation to in our activities, which means
to assess the consequences of any errors.
In fact, according to the organization and activity, the human operator is more or less
controlled by the company and his management.
Determining the level of demand in this criterion for each activity means to measure the
"freedom to act" assigned to the holder.
This approach helps to objectify the concept of "responsibility" and avoid too arbitrary
notions of "trust", "professionalism", and “serious" in the workplace, which are known to be
heavily influenced by the system value or prejudices of the evaluator.
For each criterion a four steps scale has been developed. This scale is grading the level of
requirements for each major activity of a function. The scales are presented in annex #6.
Activities are the major aims of the function or in other words the permanent objectives.
I have not developed the associated tasks. They don’t bring any additional information to be
used in our analysis.
II GEODIS MARSEILLE FUNCTIONS ANALYSIS
The Agency has job descriptions, but they are limited to tasks and do not hi-light the activities
and the responsibilities.
Four functions have been designed and analysed thought this methodology. The presentation
is moving from Assistant to Manager in a continuing upgrading process.
Carole ORSINI
35
Function Analysis:
Sales Assistant
Activities
N°
Level of Competencies Requirements
N°
SA
RT
OG
RI
RE
AR
Quotation and follow-up
1
2
2
3
2
2
2
Transfer Orders to Operations
2
1
1
2
2
1
2
Design and review of the SOP and Company broadcasting
3
1
1
1
2
1
1
Collecting and maintaining data for client and prospect
4
1
1
1
1
1
1
Phoning prospecting
5
1
2
1
1
2
1
Sales Leads broadcating and records
6
1
1
1
2
1
1
Orientate customer request throuth the global organization and inform on changes (pricing, economics and social
7 events
1
….)
1
2
2
1
1
8
9
10
Function Profle
Niv
4
3+
32+
21
Knowledge and Skills
Incotherm
Geography
Transport Operations
English
SA
RT
OG
RI
RE
AR
x
x
x
x
x
x
VA
13
9
7
6
8
7
8
0
0
0
Function Analysis:
Junior Commercial
Activities
N°
1 Propect small and medium size local companies
_ Local Market analizis
_ direct prospection
_ Dalight
2 Direct Sales to identifed companies
_ tecnical concelling
_ building and close-up proposition
_ transfer instructions to opretaions
3 Develop curent small and medium size clients
_ additional services
_ building-up specifc procedures (external and internal)
4 Steady fow and follow-up
5 Purchasing - dedicated purchase complementing the National Purchasing Manager
N°
1
2
3
4
5
6
7
8
9
10
SA
RT
OG
RI
RE
AR
2
2
1
2
2
2
2
2
2
2
3
2
2
3
1
2
3
2
2
2
2
2
2
2
2
2
2
1
3
2
VA
11
13
13
12
12
0
0
0
0
0
Function Profle
Niv
4
3+
32+
21
SA
RT
OG
RI
X
X
X
X
RE
AR
X
X
Knowledge of Air and Sea Freight
Sales Knowledge
Carole ORSINI
37
Function Analysis:
Senior Commercial
Activities
N°
1 Propect local companies
_ Local Market analizis
_ direct prospection
_ invitation to tender ????
_ Dalight
2 Direct Sales to identifed companies
_ tecnical concelling
_ building and close-up proposition
_ transfer instructions to opretaions
3 Develop curent clients
_ additional services
_ building-up specifc procedures (external and internal)
4 Steady fow and follow-up
5 Purchasing - dedicated purchase complementing the National Purchasing Manager
N°
1
2
3
4
5
6
7
8
9
10
SA
RT
OG
RI
RE
AR
2
2
1
2
2
2
2
3
2
2
3
3
2
3
1
2
3
3
2
2
2
2
2
2
2
2
2
1
3
2
VA
11
15
14
12
12
0
0
0
0
0
Function Profle
Niv
4
3+
32+
21
SA
RT
OG
RI
RE
AR
X
X
X
X
X
X
Sales Knowledge
Carole ORSINI
38
Function Analysis:
Sales Regional Manager
Activities
N°
Departement Management
_ objectives Midlle Term
_ Sales Employees Management
_ reporting (SOP, RO, SL)
Sales
_ Direct Sales to Major Local Clients
_ Optimize wordwilde Sales (inter-regional)
Purchasing - dedicated purchase complementing the National Purchasing Manager
N°
1
2
3
4
5
6
7
8
9
10
SA
RT
OG
RI
RE
2
3
4
3
2
AR
3
2_3
3
4
2
4
3
2
2
2
1
3
2
RI
RE
X
AR
VA
17
0
0
0
0
0
16
0
0
12
Function Profle
Niv
4
3+
32+
21
SA
RT
OG
X
X
X
X
X
Sales Knowledge
Management Skills
Carole ORSINI
39
For each function, I focus on the following results:
- The most important activities in terms of adding value
- And the most requested abilities.
For the Assistant Function, the most important activity is the quotation. This result shows that
the job is more focused on the logistic technical aspects.
The most requested ability is the OG. The assistant has to deal with two requirements:
- Time management for his own work and for his bosses,
- Facing the various random
For the Junior Function, the most important activities are direct sales to identify companies
and to develop small and medium size clients.
The most requested abilities are the reasoning ability (RT) and the negotiation ability (RE)
For the Senior Function, the most important activities are the same as the junior position with
larger clients.
The most required abilities are RE (as Junior) and a broad autonomy (AR).
For the Manager Function, the most important activities are the Department management and
Sales for major local clients.
The most required abilities are autonomy / responsibility and the team time management.
I have tried to figure out a progression ladder. One development hypothesis I would detail in
Chapter 3 is the opportunity to get a continuous progression for new hired people.
Progression Ladder
Level
SA
RT
4
OG
RI
SRM
3+
SRM
2+
SC-JC
2-
ASS
SC-JC
SC
ASS
SRM
SC-JC
SC-JC-ASS
ASS
AR
SRM
SRM
3-
RE
SRM-SC
JC
JC
ASS
ASS
1
This analysis shows that: necessarily abilities have to be detected at any level in order to
success in this scheme
SA – The knowledge required is continuous. The Assistant needs to have a logistics
background. Junior and Senior need to get commercial knowledge and skills. At the end the
Manager has to be seriously train in people management.
RT – There is a huge step between Assistant and Commercial positions. Those positions need
the ability to build a hypothetical deductive problem solving process.
OG – The assistant needs to face more random situations. The required ability is higher than
required for commercial positions. The manager has to drive the whole time management of
his team.
RI – The expected ability is the same for Assistant and Commercial positions. For the
Manager this ability is key to manage the team.
RE – There is a huge step between Assistant and Commercial positions. The ability required is
to be able to negotiate.
AR – There is a single progression between assistant and junior. But there is a serious step
between Junior and Senior (and Manager).
Carole ORSINI
41
We see that is we want to use the assistant position as first step developing commercial
resources; it is necessary to make sure that candidates have the potential specifically about
two abilities:
- RT: being able to construct an hypothetic – deductive process,
- RE: being able to negotiate.
On the same way, there is a huge discrepancy on the AR (autonomy criteria) for moving from
junior to senior positions. This ability has to be detected on candidate’s potential.
The following chapter will introduce this recruitment hypothesis and the associated
development process and other alternatives in order to provide Geodis Marseille with several
recommendations.
III THEORIES COMPETENCES /MOTIVATION
1) Their expectations
The choice of this function is not innocent. But what they search trough this function?
To be commercial, requires their own skills and own qualities. But it is people in search of
grateful perpetually. People are affective and they need to be reassured. They need to be
reassured that they are the best actor and managers are really integrating this fact. They have
to take in charge the commercials: “A commercial has needed of consideration because he is
always in search (unconscious) of compliments and support. This affective people are needed
to be reassured”.
In the second time, the commercial searches the turnover. Theirs objectives are a daily stress,
which they accept it without restraints. That’s why they want to do more. The reward? His pay
could double the next month. The remuneration is a principal criterion of people who has
chosen this carrier. Composed of fix and variable pay, the pay is a resource of motivation. The
managers play with this pay to keep their best elements in the firm.
This function enables to be mobile. Most of time, they are outside of the firm, they can
manage/spend their time like they want. The only restriction is to reach their objective
involving a stress and consequently an energy source. Be in other environment of the firm
allows to develop their knowledge and consequently to be recognize by the most of people.
But, the collaborators of the firm meet them few time and reproach to not consider their
relation in intra firm.
Several profiles types of commercials can dress us. So some authors are studied this question.
So, 4 psychological profiles exist. The firm has to choose the best strategy.
From recruitment to remain, lot of complicated steps to realize:
Carole ORSINI
42
In the objective to optimise the choice of commercial, the firm has to realize a recruitment
depends on theirs needs and of theses candidates. He is essential to operate a follow up;
evaluations and a process of remain indispensable to success.
Today, methods of recruitment are evolved and some firm externalise this function of human
resources or to use new technical like a personality test or graphology…
But all of theses technical, olds or news, don’t involve enough the turnover important at the
commercial function. Advantage or disadvantage depends on firm; the turnover will be
limited by taking in charge a commercial in upstream or downstream of the recruitment
process.
2) Satisfaction client:
The satisfaction of commercial trough their job is another factor linked to the rotation of the
sales force. Unhappily commercial will be less motivated (so less efficient), that’s why they
try generally to leave their job to find a more satisfy job.
The satisfaction at work presents several aspects and depends directly of certain decisions and
characteristics of the firm. So, a commercial will be more or less satisfied depends on sales
politics, on style of supervision and on the organization culture. Their factors of satisfaction
trough their work and the most pertinent concern the promotions, formations and
remuneration, establishment of quota and control.
The link between the rotation and the intrinsic satisfactions (satisfaction accomplished
trough the work) and extrinsic satisfaction (satisfaction trough awards by the direction) exists.
Several studies are examined the impact of the others factors on the turnover of the
sales force by the effect of the satisfaction trough their work. For example, we have found that
the stress at work (ambiguity, surcharges of work…) is linked to the rotation.
3) Performance at work:
A level of commercial’s performance will be also an impact on the rate of rotation: efficient
commercials are more susceptible to give up because they have offering often a promotion in
the firm or in others firms.
The dysfunctional rotation will be the result of voluntary departure of commercials the most
efficient.
Also, the firm will start the process of departure by giving up commercials that are not
efficient.
It is necessary to set on the performance and on the satisfaction of collaborators to keep us in
the firm. Of this implication depends the mobilization of people trough their work and
identification to their professional role.
The performance is evaluated on procedures and rules on the organization, and a feedback is
given at the individual actor by a system of award and sanction. An actor, who does his own
evaluation of performance, brings face to face with the organizational evaluation. So, emerges
on this situation a satisfaction. The system is on the beginning closed out because this
satisfaction will determinate a motivation and future performance. (Annex 5)
It is necessary for the firm to act on the different concepts of the schema of the motivation:
Carole ORSINI
43
4) The satisfaction:
Being used 50 years by the psychological worker, this concept signifies: “an emotional state
positive resulting on the evaluation done by the people at work or by their work experiences”.
The satisfaction corresponds to an emotional state face at work, state resulting on the
realization of conscious and unconscious expectations trough the work. Their expectations
will be of different nature: needs, desires will of group conformity…
The fact to satisfy their needs or desires is not a factor to act, like prejudge “satisfied workers
who work well”. Yes, the dissatisfaction is not propitious to commitment on work and there is
a really link of causality. Also, we know satisfied workers and being not really dynamic: they
are happy to produce only the minimum required.
5) The motivation:
This term is used to indicate the degree of commitment of collaborator in the realization of
one proposed action by one tier (generally the organization).
The motivation will be depend on positively of satisfaction’s sentiment of worker during the
realization of this action. It will depend also on a degree of adhesion (or implication) on the
organization (firm, equip). But the motivation can’t be identified by the satisfaction or
implication.
6) The implication:
This concept concerns the link between the individual and with not a particular work
(motivation), or with expected gratifications (satisfaction) but with a group of appurtenance.
So there is a distinction between the term of implication significant of a relation between the
individual and the organization and the term commitment significant the link individual/
occupied employ. We can estimate the implication constitutes a sort of generalization, the
commitment setting the global actions done by the worker to execute his employ; moreover
the motivation concerns the degree of commitment in a particular action.
Also, we can define the commitment like an identification sentiment of the individual in the
organization traducing for him by:
 Acceptation of values and goals of the organization
 The will to exercise efforts for the organization’s profit
 The intention to continue to be part of the organization
The organizations search to develop the commitment by the way of different incitation,
because from the incitation depends the mobilization of individuals trough their work, and the
identification at their professional work. So, the organizational commitment of commercials,
like an adhesion with organizational goals and values, is generally judge like a condition
dependant of the firm’s success.
The period of integration of a new collaborator is primordial, because it enables this new actor
to get involved in the organizational value and culture, which are key factors of commitment
success in the firm.
Carole ORSINI
44
Even if the three options satisfaction/ motivation/ commitments are different, there are also
dependants. There is in relation of circular causality without consideration that each
determinates the others.
Generally, the satisfaction is due to a successful action, which depends directly of the actor’s
motivation.
If the satisfaction doesn’t determinate automatically, oppositely the dissatisfaction does not
motivate. The same for a hard commitment creates a positive climate to the motivation, but
without guarantee of the activation. And the satisfaction, when it is stable, consolidates the
commitment.
Most of sales directors would like to manage the problems of rotation allocated their
sales force efficiently. But, few firms seem to have good politics defined or good scheduled
programs to directly control this rotation.
Effectively, there is a lack of pertinent information on commercials that leaves the
sales force. Few organizations reply to these simple questions:
What are the characteristics of commercial who decides to leave? What are the effective
causes of decisions to stop the sales force?
It is rare to collect or to analyse systemically information about the turnover. Lot of time, the
managers considers that the commercial rotation is an impossible fatality to get around. But
some viewers notify that commercial directors attribute themselves the causality of falling
rate of rotation at managerial decisions (like a better recruitment or a better following up of
commercials).
Also, we forget the most of time that the problem of sales force’s rotation will be not
resolve on satisfy manner if the problem is located like an isolate phenomena.
So, to act on the rotation, there are others aspects of management to consider of the sales
force, like principally of drive system of the firm, which will allow obtaining the most
efficacies working of the sale force.
7) The system of driving:
Control consists for an organization to have global procedures to check, evaluate and
remunerate their employees.
Point of view managerial, the problem of drive of sales force is in this term: which are
indicators that the sale directors have to observe? And which actions of management that he
has to obtain of their commercials for they reach the best their objectives and goals of the
organization?
In fact, the control of sales force is exercised by the way of all managerial actions, and we can
conceive that the formation, the motivation, the supervision, the management and the
remuneration of commercials is in part of driving and control of sales force. For the
management, drive a sales force consists to define essentially and take in place the
mechanism of commercials influence the most efficient.
Carole ORSINI
45
8) Control on the results/ on the comportments
Some particular positions encourage a firm to choose a system of control based on
comportments or on the results.
So, a system of control based on the results involves a minimum management of commercials
by the direction, the useful of simple performance’s measures to evaluate the commercials and
the useful of remuneration’s plan like commissions plans which support risks of commercials.
Inversely, the system of control based on the comportments need a close supervision of
commercials, the intervention of management in activities of commercial and on the more
complex methods and the more subjective of evaluation of the commercial’s performance.
This system of control will be linked positively and significantly at effectively states (like
commitment trough the organization, acceptation of authority, cooperation in a sale team,
acceptation of evaluation and aversion of risk) and at intrinsic motivations of salespersons.
But, it seems not linked by strategies of sale used by commercials and not linked by their
performances.
All system of control involves objectives to realize. But, generally in sales force function, the
objectives are multiple.
Effectively, the firms follow a multitude of objectives which necessity the complex
systems of control of sales force. These objectives will be in short term like a realization
during one semester of sale volume, of profits and part of market. More and more, general
objectives of sales force are missions in long term, like a development of durable relation with
clients. These objectives will be clearly goals (like to realize a certain of sale volume), or
simply define a direction (reach the best level of possible satisfaction of the client). By nature,
commercials objectives always concern on performances to reach.
A system of control can’t be unique and it is constituted of under systems, each one
accomplishes a proper function, and all complete each other’s.
So, certain of these under systems can be based on the comportment and others on he results,
=> hybrids systems observed in practical.
For example, it is not indispensable that a commercial director assures a follow up
management of their commercials (controls based on their comportments) and he imposes a
quota of sales (control based on their performances).
To drive the sale force through the realization of their objectives, a commercial
director will have to “plan” and estimate more or less formally which will be the
comportments of commercials to reach their objectives.
This estimation can’t do only on the base of knowledge (more or less perfect) that the
manager has on function of reply about sale territories face to the activities of commercials
(“program character of task” or “information on reply’s functions”).
There functions are affected by economics and competitors conditions prevailing over
sale territories, by the sale potential and the penetration rate of the firm in their territories, also
on their aptitudes and competences of the sale responsible of each territory. To influence
commercials activities by appropriated actions, the commercial director can in certain case
Carole ORSINI
46
use his knowledge (most of time imperfect) which he disposals on the reaction of each
commercial face to several levier of control at his disposition.
A control to be efficacy has to be viewed like an exchange of information between the
commercial and his hierarchy. The global good working needs circulation of flows between
both parties. The commercial analyses the market and also takes advantage of the team’s
experience, of the follow up, in order to situate his action in a global perspective and to better
know the market mechanisms.
Of course, the choice of control’s elements by the direction depends on all particular
conditions on the firm situation and on the environment. In particular, this choice is
influenced by the way of the comportments and results are foreseeable, and measurable, by
the availability of information on the functions of reply and of commercial’s reactions and
also on costs associated at the collect of information. (Annex 15).
9) A system of management, essential element of drive:
The manager has a principal place in the setting up on such a system, because his role
to convince his team to the well funded procedure of control: this is not only an additional
work, or survey, but it enables to bring a support, to improve the efficiency of solutions. The
fact that the teams benefit of positive feedbacks (follow-up, advice, training…) is the best
guarantee of adhesion for commercials and the success of control.
Nevertheless, the role of supervision will be ambivalent, it may be responsible of
failure like of the excellence of commercial: a strict control, too much directive can interfere
the work quality of commercial, and supervision too much poor will influent negatively on
the performance.
The management will be so find equilibrium between autonomy waited by the commercial
and the drive exercise of sale force, adapting at the individual.
We can define 4 principal attitudes to adopt for a better management:
 In face of efficient people, motivate and faith, the good attitude is to be delegate; an
efficient individual, able to be autonomy will be not motivate by a management too
much directive.
 An employee efficient and insecure with lack of loyal himself, he will need to be
encouraging (importance of relation). In the contrary case, he will be stress, the fear to
check and the risk to set up a mechanism of avoidance of flight about the task to do.
 A case of employee poor efficient and not motivates: an important effort will be done
about supervision and about directive, of increase the competences, that this person
isn’t paralysed because she doesn’t know how to do.
Another case could be presented: motivation and poor competences. In waiting that this
person increases both elements, the attitude is to be directive: explains what and how to do,
with clear objectives. This type of person has to understand his role and his tasks, she has an
impact on equip.
Carole ORSINI
47
IV WELCOME, INDUCTION and RETAIN
We can’t motivate some one, but we can create an atmosphere, which foster individuals to
growth, as they need.
The Company has already designed a very structured quality manual dedicated to
Competencies Management. This quality chapter includes all the necessary processes:
- Welcome and induction of new hired person,
- Personal appraisal and development process,
- Staffing reviews.
In fact, this nice process is not really appropriated by the local management. I would like to
evaluate the current status of the agency. The following scheme provides this information:
Carole ORSINI
48
Welcome, Induction and Retain Levels of Practice
Level 1
Level 2
Level 3
Level 4
Opportunist recruitment, subjective Recruitment made by management, Same as level 2 + rating objective Recruitment
"investment"
with
selection
advise of supervisor
skills
function analysis and assesment
WELCOME (hiring)
Random
welcome
management availability.
regarding Welcome and information
management.
Presentation
supervisor.
by Dedicated welcome for any hired Same as level 3 + formalized process
to person with targeted r™leassigned to and supports.
mangers and supervisors. Possible
mentor.
No details on the job. No appropriate Some information on the job. No Every one is responsible for Follow-up
by
management.
welcome.
formalized welcome procedure.
welcome.
Existing
proczdure Supervisor is fully responsible.
(formalized or not).
Empirically induction management Follow-up
New hired employee train "on the available".
job".
by
supervisor
"when Same as level 2 + justified Same as level 3 + selection and
(formalised or not) procedure training of supervisors and mentors
clarifying the role of supervisor / in charge of induction.
mentor.
Subjective assesment by supervisor Periodic assesment by supervisor.
INDUCTION
at the end of the probatory period.
(probatory period or
training)
No follow-up procedure.
Validation by management at the end Training program. Follow-up
of the probatory period.
supevisor.
Economic gratification basesd on "Rules og the game" published.
"merit"
under
pressure
of
supervision.
RETAINING
Plan assesments to measure progress. Formalized
procedure. Regular
Validation by management.
assesment of competencies progress.
Formalized competencies assesment Same as level 3 + systematic hiring
procedure. Periodic assesment with and training of supervisors able to
feedback to employee.
manage.
Subjective assesmentof skills. No Subjective assesment but collegial. Indivdual development plan.
specific criteria. No feedback to Validated by management. Possible
employee.
discussion with senior management.
Random
opportunities.
individual training plan.
by Indiviidual
report document :
assesment
of
training
and
competencies development.
No Occasional use of training to face Compensation policy based
shortfalls of competencies.
competencies assesment.
Formalized process of Competencies
and Potential Assesment. Individual
and
collective
competencies
development plan.
on Use assesments to validate potential
for promotion or re-orientation inhouse.
Apparently some changes appear due to the change of the Agency Manager.
CHAPTER IV: SOLUTIONS
In this chapter, solutions to the global issue are provided. Then, I present recommendations
regarding the current context of the Company and the Agency.
Geodis is in phase of development currently, and they need new commercials to improve their
sale force. So, the question of type of commercial recruited and developed is relevant.
Carole ORSINI
51
I TYPES OF RECRUITMENT
This chart presents advantages and limits of each type of recruitment for a commercial:
ADVANTAGES
Vertical ladder (same service)
-
Technical and clients
and internal process
and employees
knowledge
Competences known
Enhancing internal
promotion
Smooth development
(results)
-
Technical and clients
and internal process
and employees
knowledge
- Competences known
- Enhancing internal
promotion
- Bring up clients
- Technical and market
knowledge
- Easier prognostic though
well know back ground
-
-
-
Horizontal ladder (different
services)
LIMITS
-
Potential evaluation
company abilities
Sales knowledge
-
Retain
Salary inflation
Cultural adaptability
Sales competences
More
global
perspective approach
Good knowledge of
the market if he
worked like client
before
-
Technical back ground
Market not know well
Internal acceptation by
others
Accurate sales
abilities (potential)
- Quick corporate
induction
- Accurate modelling
- Quick learning
Carole ORSINI
-
Technical and sales
knowledge
Local induction
difficulties
Elitist attitude
Academy to set up
52
Extern firm: in same activity
Extern firm: commercial in
other activity
-
-
D i ffi c ul t y t o q u i t
assistant attitudes
Up grading assistant
abilities expectations
-
Corporate young graduate
development program:
-
-
This chart shows that some types of recruitment have more or less advantages.
The Agency is going to recruit two new senior commercials. It has been decided to hire those
persons from concurrency companies through Head Hunting. Previously, one junior has been
recruited as assistant and he is still developing his commercial skills.
II WELCOME, INDUCTION AND RETAIN
I present the act in downstream of recruitment to retain the collaborators
1) Integration:
Between 29 000 to 37 000 euro: it is the cost for the firm when there is a premature departure
of a new collaborator paid 40 000 euro in brut annual. This figure, from SYNTEC (Syndicate
of advice in recruitment and head-hunter) covers the costs of recruitment, the salary plus
charges, plus time of formation…
The firm has all interest to be careful on the success of their integration program and
more exactly about their process of formation.
First rule which experts agree: the implication at all levels of the firm, to beginning by which
of the general direction. The best consists that the general direction welcomes itself the new
employees.
A meeting allows new employees to know the firm better and the others employees.
This responsibility will be present in the management: nothing, in the success of the
integration, is more important than the quality of management of direct hierarchic responsible
and his implication in the process of formation.
2) Create a binomial
The hierarchic responsible will be participate at the definition of pedagogic program,
with the formation service, and after implicate directly and personally in the set up. It is also
advising to have an “objectives contract” qualitative and quantitative with each new
individual.
This moral contract, depending on the results and also on the comprehension of process of the
firm and of the market, spend in time until 6 months (depend on the date on the function of
the collaborator). Without the implication of the general direction and of the direct
management, the formation will be businesses of all people implicated in the supervision,
which may be intervene on the formation program of new young employees of the sale force.
Carole ORSINI
53
So, the marketing direction, financial, research and development will be in contribution to
help the news on their department, their organization or their missions.
In integrating the new employees, the confirmed collaborators look after another mission:
transmit the culture of firm.
Second rule, generally accepted by every expert: the set up of binomial composed on a
junior and an experimented commercial situated on the same hierarchical level. There are
coach, mentors, tutors…Anyway; the principal is they are nominated officially. Their
missions? To be the most closed to their new collaborator: explain and re- explains if
necessary, the process and tools of help to sell, procure the good addresses to find
information…
These collaborators free their employ of time of manager which even if will be monopolizing
by the support work. For sure, both prognostics of this support of proximity (manager and
tutor) work in collaboration. The manager has to fix the objectives of work at each tutor who
follows one junior commercial.
The tutorial also enables to valorise the confirmed commercials and to get prepared to
future managerial responsibilities. But, before entrusting collaborators, managers and tutors,
with this main phase of formation of new employees, the general direction has to validate, in
upstream, their aptitudes to manage this mission.
3) Alternate the theory and the work on field
Third rule: alternate sequences of theory formation and their applications on the field, because
the programs of short intensive on one month are not really formatters.
So, it is good to transmit, the first week, the package of theory base, which enables to
be efficient in the firm: knowing the market, the products, and the competitors… Then, during
2 or 3 months, the new employees have to experiment the field. They will be under the control
of their tutor or manager, and will evolve depending on terms of plan of personal action,
conceive by the manager and made in application by the tutor.
A feedback can be after done: formation on sale technical, management of project or complex
negotiations…).
The program will be more pragmatic; the commercials react from of their proper experience.
This week of learning will close the knowledge and the life experience. The commercial
comes back with a new personalized plan of action of 3 months.
The advantage of such a formula is double: one part, the firm limits the massif investments, in
upstream, about some candidates who leave the firm in few weeks. So, the most expensive
modules are delivered at the end of 6 months for a really interested public, which enables to
get a return on investments. Moreover, the alternation enables to avoid the “cultural” shock
between the theory and the experience. Then, it is important to evaluate the programs, via
some QCM (question multiple choices), some tests…
Carole ORSINI
54
Carole ORSINI
55
4) Different type of formation
Different type of formation exists depends on the politic of the firm. Some enterprises prefer
to externalise the formation; and others one prefers to have an intern formation.
FIRM
CHARACTERISTICS
ADVANTAGES
The formation service or the The commercials follow up a
commercial manager of the formation managed by a
firm manage the formation of specialized organism.
all the sale service



LIMITS
SPECIALIZED
ORGANISM


Well knowledge of
products, of clients,
and commercials for
the formatters
Cost cheaper
Adaptation easier of
contain and of the
form

Pedagogic
competences may be
insufficient
Av a i l a b i l i t y n o t
assured of the
supervision

INTERN
FIRM
CHARACTERISTICS
ADVANTAGES




Large choice of
adapted placement
depends on needs
Specialization of
certain organisms in
some special sectors
Best qualification of
intervenient
Programs not adapted
all the time depends
on specifics needs
Cost expensive for the
participation
Not knowledge
eventually about
products or sector
EXTERN
FIRM
The commercials of different The formation is only for
f i r m s f o l l o w t h e s a m e commercial of the same firm
formation
*

Cost cheaper
G e ne r al l y us e b y
SME
*
Attractive exchange
Carole ORSINI

Good adaptation /
needs,
and
specificities of the
firm
56
LIMITS
with commercials of
others firms (team
experience)

Risk of divulgation of
commercial strategy
for the competitors
No control of the
formation by the firm
Risk of no adaptation
for the firm problems






Possibility to do a
personal follow up
Creation of dynamic
in the commercial
team
Expensive cost when
the firm has not lot of
commercials
Miss of exchange
with commercials of
other firm
Geodis has setting up training for junior commercial. It is intern preparation theories, specific
to Geodis integrating all multi- jobs. This training is a technical placement in three steps
(time). The first one, they learn to structure an interview and the rules of behaviour.
Specific to the politics of Geodis, the training have to allow for participants to be able to
success a render- vous by phone, to prepare a visit, to present the firm, to discover a client, to
argument, to propose solutions and to conclude. The pedagogic methods are simulation, group
work, case studies, individual thinking, and exchange experience between the junior
commercial (different agencies and divisions). After three months of practice, junior
commercials begin the second step of this training. The commercial will be able to manage
the “agreement analyse”: analyse success and difficulties, introduce and present the society,
and the “agreement analyse” of conquest, of development and retain. The methods used are
intensive practice to obtain automatism, the practice cases, analyse of strong and weakness
points, and the reconstruction and validation. The third step is based on how to treat the
objections
5) To act on the motivation
To motivate a commercial, we have to need their needs, their resources of motivation and to
give him the necessary means to help it. In the spirit of the commercial, generate the turnover
is the faster mean to provide for their needs. But the needs of commercial are not limit on the
money. We can compare with the pyramid of Maslow. (Annex 20).
For an American psychologist, the substitution of a need at one other is effectuated
when the need situates under the inferior rang is already satisfy. And, is it vain to pretend
mobilizes by the setting up of superior need if we have no guarantee in first a minimum of
security of employ and a respectable pay.
Carole ORSINI
57
6) The stimulation:
The motivation is an operation of management in long term, contrarily to the stimulation,
which is punctual, specific at one particular expectation (launch of product, growth of part of
market…).
The manners of stimulation use several methods:
* The quota is the objectives of sale fixed in quantity or in value, in percentage of growth
compare of sales realized before.
* The competitions, challenges, which try to mobilize the efforts of commercials around a
commercial objective specific by the promise of exceptional gratification (financial
recompense…). This motivation technique allows reinforcing the competition of employees
and to reinforce the emulation between commercials with new challenges (enables to stop the
routine).
* The materials supports and divers documents make the work of commercial easier: product
files, argumentations, manual of sale, are tools necessary on the stimulation of commercials…
* The information and intern formations concerning projects, the evolution and the
functioning of the firm, the products, the competitively, the market enables the commercials
to feel encouraged in their activities and reinforce the general motivation.
7) Management
To reduce the high turnover of sale force, it is necessary for commercial directors to
not be indifferent face to problems of rotation and to understand better the causes. Some
meeting with commercials, at the moment where they leave the firm, and some inquiries on
their aptitudes will be done on the systematic base.
It is also advising to adopt a style of management more axed on the communication
(management “open door”) to encourage the commercials to explain their thinking and causes
of their eventually dissatisfaction: it is better to be sensible on all problems linked at the work,
and not only at remuneration problem.
The direction will be also organized some audits in regular interval, to identify
eventual causes of dissatisfaction in the sale force, and to question frequently the commercials
about their perceptions of their work.
The age influencing directly on the rotation of commercials, this characteristic can
constitute an interesting base of segmentation of same force. The commercials owning on
different level of age might need some managerial programs and actions different to reduce
this rotation.
Effectively, the performance, the satisfaction, the motivation, the commitment and more
generally the attitudes or comportments of the commercial seem variant depends on the cycle
of carrier. So, in each step of the carrier of the sale force, the direction will have to adapt his
management politic, to privilege some tools.
Carole ORSINI
58
4 phases exists during a cycle of commercial’s carrier:
1 ) The phase of preparation or exploration, situated between 20 and 30 years old, is the
period when the commercial wonders about the choice of his carrier.
It is essentially for the commercial, a phase of learning and formation: he discovers his
activity (the services to sell, the clients, the competitors…), his collaborators, and the firm
where he works.
The junior commercials begin with an intuitive approach, quasi instinctive of the sale. It is
imperative to tell them the methods, to give them a support (represented by someone who
already knows them) that they allow exceeding this intuitive phase. It is the role of the
formation, which concerns the services, the sale technical, the organization, and the
management of time…
2) The phase of development, around generally 30 years old, is a step of carrier since the
commercial has been productive and has been investigating hardly on his professional
activity.
Some commercials will pass at some control and supervision job, the others stay
commercials.
A politic of efficient promotion will be set up to satisfy the desire of carrier evolution on
certain employees and to avoid them leaves the firm for a better work with more
responsibilities.
3) The phase of maturity, around 45 years old, has consequently the “rationalization of the
activity”.
The commercial is more passive and wishes maintain and consolidate their level of
performance. Some frustrations linked at some unsuccessful promotional can initiate
stagnation or a regression of results of certain commercials.
The direction will propose to set up a politic of stimulation and of motivation to manage this
phase: it is fundamental to offer the carrier’s perspectives motivating at some individuals who
can’t progress on the hierarchical.
4) The phase of decline, situated around 60 years old, is synonym of no commitment.
A constant retreat of the commercial that prepares his retreat characterizes this phase. This
decline, not linked at a crease of intellectual capacity, results more of attitude that tends to
reduce the motivation and the capacities of work, in which is added an eventual crease of
physical and moral resistance, (don’t arrive to manage the stress, pressure…)
We don’t control and don’t manage on the same manner a debutant commercial or confirmed:
the competences are not the same, the manner to be organized in the work is different, and
each sees the authority on different view…
Lot of characteristics, specificities is to take in consideration to manage efficacy the sale force
on the firm:
More experience is high and less the commercials are the sentiment to have recourse
of affective support’s role and instrumental of manager.
The commercials can consider traditional forms of management and control like obstacles of
the efficiency. In the case of the commercial has a high level of expertise; he wishes to obtain
a high level of autonomy in the exercise of their function. This level of autonomy has been
Carole ORSINI
59
becoming more reticent of directives of support. This resistance will may be providing of the
indifference face of control actions and of support drive. Anyway, that is for a commercial, a
lost of control in his activity and a professional incertitude results on. This incertitude
produces stress. It is advising to judge a confirmed commercial on his results because he
disposes normally of the doing knowledge necessary to exercise his activity of manner
autonomy, with more liberties and responsible.
* A new collaborator in the firm, with professional experience, will be appreciated on their
comportment in the group, on the degree of integration, on the adhesion at the firm culture,
and on results.
From the fact of this recent integration in the firm, the management will be implicated on the
integration of the new employee to transmit the fundamental values of the organization and to
know the “specificities of home” and to facilitate the adaptation of his new mission and at his
domain of work.
* The youngest, debutants in the profession feel not married on the firm, finished the fissional
attitude, they are given- given: “I am implicated if I have received something in exchange”.
It is better to offer them a clear contract, the objectives well defined, a result to reach, and let
them act on their perimeter of responsibilities.
The young generation agrees to commitment them with all energy, if they are recognized for
their actions.
To be interest at each action of each individual, encourage each member of team, felicitate
him or advice us about the possible amelioration.
With the juniors, the reporting will be more frequent, more rigorous than the confirmed
commercials. So, the necessity to set up a veritable system of feedback on daily, because
without capacity to specify the expectations of this person, and without appreciate objectively
the results, there is no work of team. This system of reporting is not to control absolutely the
team, but to help it to progress. Why? Because when it sets up tools of follow up, it enables to
encourage the collaborators to do some tasks.
The essential is to know creating a faith and collaboration climate.
The other characteristic of debutants, it is the need to be reassured, to feel of faith climate:
the manager will be present all the time and particularly during difficult moments, or doubts
or checks. His role is to assure that the firm continues to accord his faith.
The manager has to spend a time, lot of time, to guide them in sale meeting, and
analyse after the meetings. The coaching of proximity is really important, and generally
negligee: it will be operated 3 times by week minimum. The junior needs attention each
instant: the manager has to question them all the time, and at each new problem, to discuss
and reform with examples and exercises like support.
Also, a debutant in the profession will be evaluated on the manner to work, on the
qualities of necessary base for a commercial, then only on the results and his degree of
integration in the team and in the firm.
Carole ORSINI
60
III TRENDS
1) 4 functional domains:
The nomenclatures of commercial work and the content of post afferent have not lot of
change during some years. For team manager, 4 functional domains emerge:
* The conquest of clients:
The number of firms is more and more important to search “hunters”: the able collaborators to
prospect new customers. In slow growth, these profits are appreciated in the sector of
advertising, of technology and services (informatics…).
* The development of clients and of projects:
The profits of “elevators” are always appreciated; especially on industrial sector which
solicits few clients but require important business recurrences. It is the case of telecom sector.
* The development of international activities:
The globalisation on markets and exchanges open the new perspectives of growth for lot of
firms. Also, the commercials functions know a certain quantitative and qualitative
transformation: the effectives are growing. Parallel, there is an export strategy (sale of
products or services in others countries) to an international strategy (creation of activities
development and international projects). This mutation allows for the collaborators to drive
veritable centres of profit: support of marketing team, management (profits and loss
statements)…
* The development of partners:
In upstream of the commercial function, appears the works linked at development businesses.
Their mission is to prepare the future growth by the conclusion of strategic partners,
capitalistic, technical or commercial partners. This work, in expansion since recent time on
certain environment sectors (informatics, telecom, internet, new technologies…) is
nevertheless menaced by both facts: the identity of work is difficult to define because the
limits are blurred, and the future of this work is uncertain during economic slow periods
because the “business developer” has no mission to bring immediately revenue.
2) Evolutions of profits:
The recruiters of commercial cadres define criteria of research more and more exigent. We
can see a higher level of initial qualification for the most of this function’s work. 3 systems of
selection continue to cohabit:
* The first school has a priority the identification of commercial qualities of the individual, in
abstraction of the level of initial formation.
* The second valorises the knowledge on products and on technical by the candidate. So, an
experience in the domain of activity or/ and of ingenious formation may be constitute in this
case an advantage.
* The third takes in consideration the degree of the complexity growing of commercial works
and the high level of formations, in particular which of dispensed by the business schools. The
Carole ORSINI
61
bet is also the combination between superior formation and commercial experience, which
constitutes the motor for an evolution of future carrier.
Since few years, the third school has been wining lot of adepts.
3) Evolution of sale technical:
The evolution of commercial work is in amelioration of sale technical, in particularly
an automation of relation client’s management. The important growth of CRM (Customer
relation client is automated) favours the exercise of commercial function, which enables for
commercials a segmented approach of clients, adapted at their potential of turnover. In
parallel, the societies search commercials not only able to sell a product, but also a service
rendered on the clients. Both principal clients explain this evolution:
 The client doesn’t search only to obtain a good but to resolve a problem: the
commercial will be able to answer at his expectation in proposing a solution.
 The competition growing involves the firms to fight them on the prices; the annexes
services for selling allow generally winning a business in ameliorating the margin.
For example, in the informatics sector, the material sale is following by contract of
maintenance and extension of guarantee.
So in the sales service in Geodis, the commercial has not only a technical reply on the
customer but also a solution of advice, which enables to have an added value and creates a
margin.
This trend has for consequence to complexity the role of commercial. Without the
listen qualities and the sense of the negotiation, the commercial cadre will have both groups
of competences and manage the financial technical more and more exacts:
* In intern, he works with collaboration of the controller of management to validate the
profitability of the sale. The commercial objective is not selling the most, but to have a
positive margin on the business.
* In external, he must be able to detail the sell price, and eventually offer a financial solution
and calculate the return of investment for the client. This demarche is more and more
developed on software editors.
The commercial must to have also a perfect knowledge of his firm, and of the logistics.
Effectively, the pressure of the delivery lead-time is really more important when the suppliers
are the constraints of stoking by their clients. In this case and for the following of client
information, the commercial dispose of tools (mobile phone, let top…) equipped on SFA
application (sales force automation) ting him, from at the client place to consult in real time
the stocks and transmits the order.
Carole ORSINI
62
4) Evolution in term of carrier:
Since several years, the image of commercial works has been ameliorating. During a long
time, it is associated at the promises of high remuneration, the work of commercial represents
others attracts today. Theses works seem more diversify.
The rehabilitation of this function is following of a better valorisation of the
commercial experiences trough potential employers.
With an increase number of activity’s sectors, a commercial experience is an element
motor in the professional development. Of this fact, the evolution of study from a commercial
work has been more number since 10 years.
* A vertical canal allows to progress hierarchically in the business channel: the passage of
particular clients to a clientele of little size firm, the evolution to the development of key
account (important clients), and the accession to support posts then of direction correspond on
the traditional channel.
* A horizontal canal consists on use of commercial passport to change of function and to joint
another work situated sensibly at the same hierarchic level. Lot of commercials would like to
evolve to the marketing function. This way is more practical than the past because the
proximity between the commercial and marketing are more closed to. Lot of enterprises
considers a commercial post like an opportunity for a carrier of a young certified. The success
of commercial and the knowledge of the field compose two motors of carrier evolution. Also,
the hardening of market of employment doesn’t help the candidates to use this way, except an
intern promotion.
A diagonal channel, audacious, allows commercial managers to progress hierarchically in
changing of function in the same time. Legitimate by theirs commercial functions and use of
their best image of their job, certain commercial managers success to use their anterior
functions like a trampling to accede of general direction functions or of management
functions (direction of activities, marketing, creation of own firm…).
CHAPTER V: RECOMMANDATIONS
My recommendations are to provide the agency with a mix of hiring solutions. This pragmatic
approach is linked with the current restricted labour market and in order to bring diversity in
the Agency.
Several solutions could work if basics already herewith developed are strictly followed.
The basics are the abilities clearly identified in the previous chapter.
For that, the Agency needs definitively to adopt a clear recruitment process. To make sure the
process will be under control three points have to be developed:
- Move the current job description to function analysis,
- Train the manager to recruitment skills,
- Use psychologist to measure candidates potential.
Carole ORSINI
63
For the welcome, induction and retain the key is not to upgrade each item separately but to try
to upgrade on a consistent approach all the items (in a parallel way).
If we go back to the general scheme the upgrading approach is shown on the following chart:
Carole ORSINI
64
Welcome, Induction and Retain Levels of Practice
Level 1
Opportunist
subjective selection
WELCOME
(hiring)
INDUCTION
(probatory period
or training)
Level 2
recruitment, Recruitment
management,
supervisor
made
advise
Level 4
Recruitment "investment" with
function analysis and assesment
Random
welcome
regarding Welcome and information
management availability.
management.
Presentation
supervisor.
Same as level 3 + formalized
process and supports.
No details on the
appropriate welcome.
by Dedicated welcome for any hired
to person
with
targeted
rôle
assigned
to
mangers
and
supervisors. Possible mentor.
No Some information on the job. No Every one is responsible for
formalized welcome procedure.
welcome.
Existing proczdure
(formalized or not).
Follow-up
by
management.
Supervisor is fully responsible.
Empirically
induction Follow-up by supervisor "when Same as level 2 + justified
management
New
hired available".
(formalised or not) procedure
employee train "on the job".
clarifying the role of supervisor /
mentor.
Subjective
assesment
by Periodic
assesment
by Plan assesments
to measure
supervisor at the end of the supervisor.
progress.
Validation
by
probatory period.
management.
Same as level 3 + selection and
training of supervisors
and
mentors in charge of induction.
No follow-up procedure.
job.
Formalized
assesment
progress.
procedure. Regular
of
competencies
Validation by management at the Training program. Follow-up by Indiviidual report document :
end of the probatory period.
supevisor.
assesment
of training
and
competencies development.
Economic gratification basesd "Rules og the game" published.
on "merit" under pressure of
supervision.
RETAINING
Level 3
by Same as level 2 + rating objective
of skills
Formalized
competencies
assesment procedure. Periodic
assesment
with feedback to
employee.
Subjective assesmentof
skills. Subjective
assesment
but Indivdual development plan.
No specific criteria. No feedback collegial.
Validated
by
to employee.
management.
Possible
discussion with senior
Random
opportunities.
No Occasional use of training to Compensation policy based on
individual training plan.
face shortfalls of competencies.
competencies assesment.
Same as level 3 + systematic
hiring
and
training
of
supervisors able to manage.
Formalized
process
of
Competencies
and
Potential
Assesment.
Individual
and
collective competencies
Use assesments
to validate
potential for promotion or reorientation in-house.
Recommendations are in green. Regarding the current context, I do recommend not to move
in a parallel way as usual: some processes are to be prioritised; some have not to be changed
yet.
The first issue regarding recruitment has been sorted out in previous paragraph.
The second issue could be reinforced with binomial approach. Mentors are necessary for a
while, due to poor current management.
The third issue could add meeting with new employees within the Company to reinforce their
membership and to build-up their own network.
The sixth issue could integrate an early development plan. New hired employee should work
from the beginning on their first development priorities. Training program should alternate
formal training and field exposure. Formal training programs are already in place within the
Company.
Management has to be fully involved in those processes. The key issue of success is
definitively the upgrading of managerial resources within the agency. New commercial
managers have better to be removed from other Geodis Location. At least, Managers should
be more evaluated on their ability to promote their employees rather than commercial
performance. Systematic management training has to be settled as mentoring program.
CONCLUSION
After describing analyse segmentation of market and the SWOT of GEODIS, I have
better understood the context of the forwarder. Due to this report, I have learnt the working of
the type of organisation. Also, it allows me to take a distance face on my job and understand
my role on such organisation.
Also, I discovered the important role of sale force and all aspects, which involve a
complex organisation. Analysing all function of the sale has allowed understanding the
competencies and attitudes required for each one. The goal is to reach an improvement of sale
force. So, to reach a new function step- by- step is not easy. And to success this evolution, a
recruitment of new commercials could be really thinking depending on certain criteria.
The new merging with TNT Management and GEODIS involves lot of change on the
organisation and allows being on the 10 tops forwarder on worldwide. Each agency is touched
by this new change. This merge brings solutions on the same way of my recommendations.
The management becomes Dutch; it is a management more pragmatic, straightforward. It
involves a centralisation system of sale force and ads perform ant tools of work. So, Geodis
Wilson is on the good way to improve his business. The Company has all the resources to
succeed.
ILO Report Placement 2007
Carole ORSINI
BIBLIOGRAPHY
BOOKS














Manual on sale practices: how to improve the efficiency of your sale force / edited by
the Tacis Technical Dissemination Project
Gestion et Management de la force de vente by Carole Hamon, Pasvale Lezin ; 3td
edition
Du recrutement à la fidélisation : a new force of sale difficult to manage of Sire
Carole, Francezon Marjorie
Marketing and sale action : Guy Audigier
L’optimisation de la force de vente: taille et repartition of Etienne Savin
Mercator ; 6 th edition , Palloz
Le management client, Franc C.Hogg
Le marketing management 5th edition , Publiunion
Manuel d’organisation de l’entreprise de JP Schmitt, edition PUF
Manager avec le social, G.Donnadieu, collection entreprise et carrières, edition
LIAISONS
Force de vente : Réalités et perspectives, JJ CROUTSCHE, edition ESKA
Guide des conseils de recrutement 2003 de R.ULMAN ; collection LERCOMM
Gary Hamel & C.K. Prahalad : Competing for the future 1994 Harvard Business
Scholl Pres.
Le Boterf : De la compétence essais sur un attractuer étrange 1994 Les
Editions d'Organisation
ARTICLES
-
le pilotage des forces de vente : état de l’art et modèle conceptuel, RY DARMON,
magazine Recherche et applications en marketing
la rotation des vendeurs : de la théorie à la pratique, RY DARMN
Guerre des talents, l’arme du marketing RH, S FRANCHET, magazine entreprise et
carrières
INTERNET
-
apec.fr
cyborg.fr
commerciaux.fr
www.syntec.com
Carole ORSINI
APPENDICES
Annex 1: Presentation Geodis
Annex 2: Management continue amelioration
Annex 3: Hierarchical objectives
Annex 3: centralized and decentralized driving system
Annex 4: commercial objectives and driving systems
Annex 5: Wheel of the performance
Annex 6: SA, RT, OG, RI, RE, AR
Carole ORSINI
ANNEX 1
Presentation Geodis
I THE GROUP
2) Geodis Key figures 2006
GEODIS grew its turnover by 6.7% in 2005, with like-for-like growth of 5.5%. GEODIS increased its turnover in the fourth quarter of 2005 by
8.6% relative to the fourth quarter of 2004 (6.3% comparable, like-for-like organic growth excluding changes in exchange rates).
Several partners divide the shareholders area:
Common stock distribution as of 04.02.2005 is shared between SNCF (43% of participation), SALVEPAR (5, 85%), AGF- Vie (5, 02%), FCPE
Geodis Shareholders (5, 06%), their own participation (0, 77%) and others shareholders (40, 2%).
3) Networks and partners
* FOCUS on Rohde & Liesenfeld
The company will reinforce GEODIS' expertise in overseas markets and will improve our coverage in the United States, Australia, South Africa
and South America, where the partnership ensures the continuity of the Group's services.
Subject to the approval of the competition authorities, the transaction will be completed in the beginning of 2008.
* FOCUS on Phoenix
Today, Phoenix International is the largest privately owned, full-service international freight forwarder, NVOCC, and Customs broker
headquartered in the United States that why this partnership reinforce Geodis' expertise in overseas markets especially in the United States of
America with 86 sites.
* TFM Acquisition (TNT Freight Management: WILSON)
The acquisition of TNT Freight Management (TFM), TNT's freight forwarding division, which was unveiled on 16 November 2006, can be
considered a strategic move for the Group for a number of different reasons.
* R&L merging GEODIS WILSON
On 28 Sept 2007 Geodis S.A signed the Sale and Purchase Agreement (SPA) to acquire Rohde & Liesenfeld (R&L), a German-based
international transport logistics company.
Completion of the deal is expected in January 2008
5) Global logistics chain operator
Services proposed by Geodis are:
Supply Chain Management: Management and optimisation of flows
Distribution: Bulking and express parcels (domestics and international)
Reverse Logistics: Managing current and end-of-life products
Logistics: Warehousing, stock management, value added services
Full Trucks Loads: Part and full loads
Air & Sea freight: Intercontinental multimodal (air and sea) transport
Carole ORSINI
II GEODIS OVERSEAS
2) Our Multi Job:
Geodis is involved in several activities, the principals are:
-Multimodal freight forwarding
-International freight forwarding
-Door-to-door services
-Industrial projects
-Intercontinental logistics / France.
3) Traffic:
Geodis Overseas is organized in 10 areas, for a national traffic near their customers.
The organization is centralized in Paris where the head office is.
In 2007, the PACA area has shared by divisions: Bulking, Express, Logistics and Overseas Air and Sea. This area is divided in 7 regions.
4) Our know how
On the following process shows the flows of activities about sea and airfreight organisation with our global offers:
Our Global Bid OVERSEAS: in Airfreight and Sea freight:
-
Import and export from a simple package to a full container
Pick up and delivery from our area, France, Europe and worldwide
Carole ORSINI
-
Optimisation of handling plans
Structure core carriers
Tracing and POD
Airfreight
Aerodis Premium: for your
urgent shipments
Aerodis Sea/air: combined
Aerodis Expedite: your
transport
shipments are consolidated
Aerodis Charter
Aerodis Expert: for
Aerodis Door to Door
dangerous goods
Airport
Transit/customs/
documentation
Transit via a handling
warehouse (airfreight) or a
consolidation platform CFS
(sea freight) before loading.
Hub
Origin
Tariffs customs
nomenclature
Certificates of origin
Import license
5) Organigram Marseille agency
Carole ORSINI
Port
Sea freight
FCL (Full Container Load):
LCL (Less than a Container Load)
LCL/FCL
FCL/LCL
Consignee
Destination
Customs consultant
(technical and financial
aspects)
Customs clearance
Warehousing
Distribution
REGIONAL DIRECTOR
REGIONAL DIRECTOR
CIL/V2000 STC
S.SELLAMI
PATRICE - VIGNON
ACCOUNTNG
ADMINISTRATITION
EVELYNE LE SOMMIER
N. GIALLO
V. LACERENZA
C. SEBASTI
NETWORKS
EXPORT
JEAN.YVES MIRACOLO
Agences
Divers I /E
P.HURTEBIZE
M.PRIEM
N.CORNETTE
Imp/Exp
LYON
S.NANUS
S.NANUS
C.BOLUFER
C.BOLUFER
J.LALANNE
J.LALANNE
C.PIERRE
C.PIERRE
BEZ
BEZ
FLOW
Matériel Roulant
Périssable/Algérie
AM MIRACOLO
A.GORRAT
C.MICHEL
WORLDWID
E
BULKING
BULKING
C.JARDI
JL.
AFONSO
C.JARDI
V.GAY
V.GAY
M.ABDELDJE
LIL
Carole ORSINI
Maghreb
F.DUCAT
M.FABRE
F.BETTON
IMPORT
JEAN-PIERRE NOREN
COMMERCIAL
MICHEL
CAILLET
C. SARREMEJEANNE
J. ARNAUD
B.CATUOGNO
L.CARENO
C.DEBAVELAERE
E.LOMBART
A.MARINI
CUSTOMERS X
H.GRILLE Commercial
M.MARTIN
Commerciale
C.DARTAYRE Sales
assistant
C. ORSINI Sales
assistant
CUSTOMS
RICHARD BAUDE
P.PERRIER
B.ANDONIAN
D.COUSIN
L.LUBRANO
J.PHILIBERT
F.POTTIER
C.SCIAMANN
A
FOS S/MER
A.MORANA
A.DI ENEDETTO
C.SILVESTRE
ANNEX 1
ANNEX 2
MANAGEMENT CONTINUE AMELIORATION
Supervision of informatics
STC
Collaborat
ors
Requirement
s
Human
ressourc
es
Informati
on
Treatment
litiges
STC Client
Admistrative and Financial
Export seafreight FCL/ LCL
Expectation
s and
exigencies
of clients
Satisfactio
n
clients
Customs
Import seafreight FCL/ LCL
Commercial Process
Export airfreight FCL/ LCL
Regulation
Exigencies
Respect of
Regulation
Customs
Import airfreight FCL/ LCL
Supervision of purchassing
and locals services
Carole ORSINI
Management of HUB
Selection and evaluation of
companies
ANNEX 3
Carole ORSINI
ANNEX 4
Carole ORSINI
ANNEX 5
COMMERCIALS OBJECTIVES
* Horizon of time ( short or long term)
* Precize and directionals goals
SYSTEM OF DRIVING/
CONTROL OF SALE FORCE
STRUCTURE
* Base of knowledge
* Dashboard
* Leviers of control
CHARACTERISTICS
* Centralized/ Decentralized
* Based on results or comportments
* Qualitative/ Quantitative
CHARACTERISTICS OF THE SITUATION
COMMERCIAL RESULTS
More or less predictible
More or less view
More or less measurable
COMPORTMENTS/ ACTIVITIES OF COMMERCIALS
More or less predictible
More or less view
More or less measurable
INFORMATION MORE OR LESS COMPLETE AND FIABLE
* Functions of reply of territories on activities of the commercial
* Functions of commercial's reaction face on levier of control
Carole ORSINI
ANNEX 6
Wheel of the performance
Commitment
Implication
Motivation
Commercial
Performance
Appropriation
Satisfaction
Managerial
dispositive
EXTERN DIAGNOSTICS
Remuneration, materials
manners...
INTERN DIAGNOSTICS
Coaching, following,
personal development
ANNEX 7
2.1 - KNOWLEDGE AND SKILLS
.
Level 1
Level 2
Level 3
Level 4
Activities required know how practice
skills in the same job
Activities required the technology control
of one speciality or inter speciality
manual multi skilling
Activities required the technology
processing on differents domains
Activities of conception and
of transposition. Theorical models and
technology processing
Requirement
Requirement
Requirement
Requirement
By instructions, set up some specialized
know- how
To control the specialized logic/ of
one process
To combine some domains obeing to
different logics
To control the theoritical of one domain
and application methods
Examples
Examples
Examples
Examples
* All manual activity of execution
* Data entry ( simple process)
* A technical study (quoationsÉ)
* Preparation of working place
* Analytic accounting
* "Managerial' activity
* Conception activity required technical
methodology and commercial logic
* Activity of search applicated
* Strategic activity
2.2 - REASONING & PROCESSING
.
Level 1
Activity required an analogue reasoning
Level 2
Level 3
Level 4
Activity required a reasoning of spread 's
evaluation with regards to variables norms
Acitivity required an analysis of type
diagnostics linking independant
information
Activity required a combinaison of
diagnostics before decision and action
Requirement
Requirement
Requirement
Requirement
To conduct correctly teh process
" Detection- Action"
To adjust execution processes face
To set up a type "hypotheticodeductive" reasoning system
To combine diagnostics on different
domains
Examples
Examples
Examples
Examples
* All acitivity of driving
* Some chain work acitivy
* A technical study for "usual"
estimates
* All activity of "specialized" conception
* Medical diagnostics
In general, all strategic activity
of identification and of comparaison
with regards to fixed norms
Carole ORSINI
on variation of information
or face on the treatment of the object
2.3 - ORGANISATION - TIME MANAGEMENT
.
Level 1
Level 2
Prommagable activity in normal lead time
without randoms
Prommagable activity in normal lead time
but with some occasional urgences
Requirement
Requirement
.
To respect lead time of Level
the program
1
Level 3
Activity in "real time" with urgences
and severals randoms
2.4 - INTERN RELATIONSHIPS
Planification actualised of his activities
and which of his collaborators
( operational organisation)
Requirement
previsible radom
Communication with usual perons but
of different work/domain, without
link of subordination
To optimize his priorities
Leveland
4 which of his
collaborators (deleguations)
with the necessity to do choices prioritary
Hierarchic relationship or of formation Idem 3, but with persons appurtenant
with persons appurtenant on the same
on different domains of activity.
domain of activity
Examples
Examples
Examples
Examples
* All activity planificated where
information to treat are on disposition of
holder
* All activities planificated, but required
reprogrammations during the execution
* All activity required to treat an random
information
* All activity of supervisory personnel
and subject to the requirements
of the level 2 (manage randoms)
Communication with usual persons
of a work unity
(service/EquipÉ)
To adjust his work program
Levelin2function of
Requirement
Level 4
To take quick decisions
under3the pressure
Level
Requirement
Requirement
Requirement
Requirement
Well relationships with this others
employees
To adapt his language and his behaviour
face on people of different level
socio- cultural
To justify, to explain, to adapt his
instructions, to control the execution
To get work in team people of different
level socio- cultural
(management N+2)
Examples
Examples
* All activity of supervision "in direct"
of same domain or activity of
* " Operational" direction on different
services, or activity of extern advices
ExamplesGEODIS WILSON France Examples
Carole ORSINI
* All activity required a stable team work
* All activity involving "horizontals"
communications inter service
specialised training
2.5 - EXTERN RELATIONSHIPS
.
Level 1
Level 2
Level 3
Level 4
Communication with usual persons
of same job (or domain)
Communication with usual perons but
of different work/domain
Communication with persons of same
domain with requirements of:
. Supervising
. Training
. Negociation
Communication of level 3, but with
variables interlocutors (all levels socio
cultural)
Requirement
Requirement
Requirement
Requirement
To maintain a well relationship with
extern partners
To adapt his language and his behaviour
face on interlocutors of different level
socio- cultural
To adapat his strategy of communication
to etablish an "operational"
agreement
Idem 3+ the necessity to get over
Examples
Examples
Examples
Examples
* All communication between people
of same job, with a common language
but depend on different firms
* All communication with people of different
language for cutlural or technical reasons
* All activity of negociation required
a result, a benefit
Idem 3,but necessity to success a
negociation with people of different
Carole ORSINI
the differences of cultur and status
languages and values
. Intersyndical negociation.
.A negociation of market with
a new client
2.6 - AUTONOMY - RESPONSABILITY
.
Level 1
Level 2
Level 3
Level 4
Activity controled restrospectively
consequent of an error, or just a lost
of time, without economics damage.
Activity with aleatory control with
possiblity of irreversibility of certain
errors, not adjustable, with a minor
economics consequence
Activity with aleatory control and deferred
on time: error is irreversible and can
involve a economic damage or major
human damage
Acitivity without nothing intern control
of the firm: error can involve the lost
of whole or a part of the firm
Requirement
Requirement
Requirement
Requirement
Engagement of conformity's control of his
work by the holder, for the final task
Engagement to optimize his operational
control dependant on error's consequences
Self control by the holder of the whole
work program
Self surveillance of holder on activities/
strategics decisions
Examples
Examples
Examples
Examples
Autonomous of execution on short time:
activity that the holder is controled on
"the end of cycle"
All activity delegated in case of
cumulated errors involving a disturbing on
the others functions of technical service.
All activity fully delegated of market
negociation:
. All activity of control able to jeopardise
human lives
. Chirurgical act
Some activities of the manager of firm:
financial mangement; investment
Carole ORSINI

Mr. Michel CAILLET GEODIS WILSON France

Transcription

Similar documents

FOR-WORD - Fortec Distribution

FOR-WORD - Fortec Distribution

Video GameMercials

CityFLO F-101 Voodoo Figter Jet

Wilson and Fourteen Points

all about banz

Playing the Best Variety of the 60`s and 70`s

spot on $750.00 package