Journey as Management Trainee

As an MT in Danone Waters Indonesia, I am assigned to Greater Jakarta — Region 2 Team which covers South Jakarta and West Jakarta. The company will put an MT candidate to some projects that will be assessed whether they will continue to the next job position or not. In the Sales & Business Development Department, there are 9 MT candidates that will be evaluated quarterly in one year then they can get a fixed job position in the company. To pass the first quarter assessment MT review, there will be specific roles that I would have to act in, which are acting as preseller then acting as supervisor. Currently, I have three projects for three months which are Preseller role observation, GESIT implementation and Merchandising and Visibility Project.

For the first project, I started by tandeming all presellers in TVIP Bintaro then I chose one of the pre-sellers that I want to improve in terms of performance and behavior. I decided to act as a preseller by peering with a salesman named Andri. Andri has been working for five months, he has good basic call procedures implementation in outlet as well as advance in maintaining the relationship with them. However, he was the least performed preseller in TVIP Bintaro because he is less active in acquiring more customers and he has problems in coordinating with the delivery team. In my project I planned to improve his number of customers or outlets since from my observation he has an unstandardized number of outlets on his visit schedule as well as motivate him to get more outlets.

To overcome the operational problems that happened on Andri, I did some actions. I started by validating the real condition of the outlet listed in Andri’s visit schedule. Andri has 182 outlets listed, but the truth was only 54% of total outlets existed while the rest were closed, double counting, double in other’s preseller list or not found. Another main problem was the way he did his execution on those existing outlets, he didn’t do good basic call procedures which are not bringing posters and doing light merchandising for chillers or regular racks. In addition, sometimes bad service of delivery time also happened since Andri’s doesn’t have a dedicated driver and helper. Therefore, he got the lowest performance and didn’t have a Perfect Store.

Since the number of outlet registered will really affect preseller’s performance to meet their KPI, I decided to replace the non-existing outlet with the outlet database which was not covered by other pre sellers and as the result I succeeded to replace 60 outlets which were near Andri’s area coverage which affected in improving his performance regarding the Effective Call Rate (ECR) from 85% to 90%. I also did knowledge refreshment and coaching for Andri in order to motivate him to do better execution. Besides, I coordinate with the delivery team, especially the supervisor, to put more attention on Andri’s delivery order to maintain his service level. By all these actions that have been done, it results in good availability and visibility of our brand in Andri’s registered outlet. It also improves the service level from 69% to 75%; likewise, it minimizes the deviation of undelivered order.

Intermediary sellers project supervision

The second project was acting as a supervisor which was divided into two stages. The first was being a supervisor in the same distributor where I had a team of four presellers, named Abdul, Saif, Murjani and M Toha. Besides, supervising the team, the goal of this project was also rolling out the GESIT Project implementation. It started by focusing on standardizing the fundamentals including; KPI-Incentives, routine and working hours, meeting, on route execution and monitoring tools. This roll out was going well because we can see from the result that there was some improvement for each fundamental aspect. Some actions and steps were taken in order to make this project successful , such as communicate and deliver value to team, create new habit and routine in DEPO, train the preseller supervisor and the preseller team, implement 3–2–1 Sales Activities, monitor performance and program absorption, and weekly team review and strategy evaluation. In order to make this program be well implemented, coordination with stakeholders such as head of distributor, supervisor and other parties is necessary to do regularly.. We believe good behavior and habit will create good business execution.

GESIT Implementation indirectly impacts preseller performance. It can be seen by looking at the number of sales volume achievement and fundamentals performance which are ECR CPR from April to May. All this improvement comes as a result of good teamwork that we try to develop together in TVIP Bintaro. In addition, tight monitoring and 321 Sales Activity is also the key that helps me as supervisor to lead and develop my team better, especially regarding their knowledge and attitude.

However, there were some challenges to make this project sustainable. One of the keys to make this project sustainable is the supervisor. Good supervisor will know how to lead his team and monitor them for better execution and performance. Therefore, it is necessary to enhance preseller supervisor performance and review their skills matrix. SSV involvement also needed in monitoring preseller supervisor capabilities. In addition training and knowledge refreshment for the preseller team should be held at least bimonthly to keep them on track to the GESIT Goals, Team SOE from Danone Waters better make a schedule to audit gesit implementation on DEPO.

The last I was assigned to act as a supervisor for the SMD JKT-1 Team. Sales Merchandiser is a project aimed to get more business insight from monitoring Aqua’s indirect outlet performance and potential. The key objectives are to expand horizontally which is maximizing in outlet coverage , increasing garuda store number and dominant in brand availability and visibility and accelerating star outlet volume. My roles in this project are to increase work effectiveness, monitor perfect store execution, and align with the greater Jakarta team regarding field’s problems and opportunities. The challenges of this project were manpower, internal price war, and covid19. However, there were some opportunities which the company could win more in share of stock and market share if the information and data were well converted to strategy. The data collected by SMD also can help business development teams to read the potential in terms of SKU for certain areas. This project can be a successful project with good coordination and collaboration between all lines.

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