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- Global Sales and Operations Planning at Newell Rubbermaid (Slides)
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These slides—from a 2010 presentation by Andrew Downard, supply chain director, and Diana Mark, supply chain manager, at Newell Rubbermaid—explain how Newell Rubbermaid implemented sales and operations planning (S& ...
Type: Presentations Topics: Business Excellence, Business Transformation, Process, Sales and Operations Planning, Supply Chain Management, Supply Chain Planning, Change Management, Organization and Management, Process Design, Inventory Management, Logistics, Sales Management, Sales and Marketing Processes: 1.3 Manage strategic initiatives, 1.0 Develop Vision and Strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4 Manage change, 3.3.1 Develop sales forecast, 3.0 Market and Sell Products and Services, 3.3 Develop sales strategy, 4.1.1 Develop production and materials strategies, 4.0 Deliver Products and Services, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.2 Manage demand for products and services, 4.1.2.6 Evaluate and revise forecasting approach, 4.3 Produce/Manufacture/Deliver product, 4.5 Manage logistics and warehousing Industry: Consumer Products/Packaged Goods, Durable Goods, Rubber & Plastics- Relevance: 55%
- Member Price: FREE
- Global Sales and Operations Planning at Newell Rubbermaid
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Andrew Downard, supply chain director, and Diana Mark, supply chain manager, explain how Newell Rubbermaid implemented sales and operations planning (S&OP) throughout the entire global organization.
Type: Presentations Topics: Business Excellence, Business Transformation, Process, Sales and Operations Planning, Supply Chain Management, Supply Chain Planning, Change Management, Organization and Management, Process Design, Inventory Management, Logistics, Sales Management, Sales and Marketing Processes: 1.3 Manage strategic initiatives, 1.0 Develop Vision and Strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4 Manage change, 3.3.1 Develop sales forecast, 3.0 Market and Sell Products and Services, 3.3 Develop sales strategy, 4.1.1 Develop production and materials strategies, 4.0 Deliver Products and Services, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.2 Manage demand for products and services, 4.1.2.6 Evaluate and revise forecasting approach, 4.3 Produce/Manufacture/Deliver product, 4.5 Manage logistics and warehousing Industry: Consumer Products/Packaged Goods, Durable Goods, Rubber & Plastics- Relevance: 54%
- Member Price: FREE
- Newell Rubbermaid's Transformation through Sales and Operations Planning
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In 2008, Newell Rubbermaid, a global marketer of consumer and commercial products, decided to combat high levels of working capital, low levels of forecast accuracy, and a growing disconnection between sales and ...
Type: Case Studies Topics: Business Excellence, Business Transformation, Process, Sales and Operations Planning, Supply Chain Management, Supply Chain Planning, Strategic Planning, Organization and Management, Demand Management, Production Management, Manufacturing, Change Management, Logistics, Production Management, Process Design, Inventory Management, Process Management, Sales Management, Sales and Marketing, Warehousing, Materials Management Processes: 4.0 Deliver Products and Services, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1.3 Set performance targets, 12.1.1 Create enterprise measurement systems model, 12.4 Manage change, 12.4.1 Plan for change, 12.4.2 Design the change, 12.4.3 Implement change, 3.5 Develop and manage sales plans, 3.0 Market and Sell Products and Services, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.1 Develop production and materials strategies, 4.1.2 Manage demand for products and services, 4.1.2.6 Evaluate and revise forecasting approach, 4.1.2.7 Measure forecast accuracy, 4.1.3 Create materials plan, 4.2.1.3 Develop inventory strategy, 4.2 Procure materials and services, 4.2.1 Develop sourcing strategies, 4.2.1.4 Match needs to supply capabilities, 4.5.3.1 Track inventory deployment, 4.5 Manage logistics and warehousing, 4.5.3 Operate warehousing Industry: Consumer Products/Packaged Goods, Durable Goods, Rubber & Plastics- Relevance: 54%
- Member Price: FREE
- Nonmember Price: $50.00
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- Trends in Sales Tools and Structures
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Leading sales organizations work to integrate the latest IT tools into their sales processes.
Type: Best Practices and Business Drivers Topics: Business Excellence, Information Systems, Knowledge and Information Management, Information Technology, Sales Management, Sales and Marketing, Salesforce Automation Processes: 3.1.1.1.1 Understand consumer needs and predict customer purchasing behavior, 3.1.1 Perform customer and market intelligence analysis, 3.1.1.1 Conduct customer and market research, 3.5.1.2 Identify leads, 3.5 Develop and manage sales plans, 3.5.1 Generate leads, 3.5.2.2 Manage customer relationships, 3.5.2 Manage customers and accounts- Relevance: 49%
- Member Price: FREE
- Salesforce Effectiveness
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APQC's perspective on metric data from APQC's custom benchmarking research on Salesforce Effectiveness.
Type: Best Practices and Business Drivers Topics: Sales Management, Sales and Marketing, Sales Training Processes: 3.3 Develop sales strategy, 3.0 Market and Sell Products and Services, 3.5.4 Manage sales orders, 3.5 Develop and manage sales plans- Relevance: 46%
- Member Price: FREE
- Sales Organizational Framework Secondary Research Summary
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A summary of secondary research providing organization examples, trends, best approaches and insights. Further information may be found within the articles cited.
Type: Articles and White Papers Topics: Sales Management, Sales and Marketing, Organization Structures, Organization and Management Processes: 3.2 Develop marketing strategy, 3.0 Market and Sell Products and Services- Relevance: 44%
- Member Price: FREE
- Field Sales Enablement Secondary Research Summary
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A summary of secondary research providing organization examples, trends, best approaches and insights. Further information may be found within the articles cited.
Type: Articles and White Papers Topics: Sales Management, Sales and Marketing Processes: 3.5.4 Manage sales orders, 3.0 Market and Sell Products and Services, 3.5 Develop and manage sales plans- Relevance: 43%
- Member Price: FREE
- Improving Growth and Profits Through Relationship Marketing (Best Practices Report)
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Discover best practices for the strategy, alignment, and measurement of relationship marketing in Improving Growth and Profits Through Relationship Marketing .
Type: Reports and Books Topics: Marketing, Sales and Marketing, Sales Management Processes: 2.0 Develop and Manage Products and Services, 3.0 Market and Sell Products and Services- Relevance: 43%
- Member Price: FREE
- Nonmember Price: $295.00
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- Motivating a Sales Force
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APQC has found that many successful organizations make individual assessments of performance and then provide multiple incentives to encourage the sales force to exceed expectations set by performance measures.
Type: Articles and White Papers Topics: Incentive Plans, Human Capital Management, Rewards and Recognition Programs, Sales Management, Sales and Marketing Processes: 6.3.2 Manage employee performance, 6.0 Develop and Manage Human Capital, 6.3 Develop and counsel employees, 6.4 Reward and retain employees- Relevance: 43%
- Member Price: FREE
- Sales Managers: Roles and Competencies - Secondary Research Summary
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A summary of secondary research on the roles and competencies of sales managers and how they differ from those needed for a salesperson. The summary provides an overview of trends as well as company examples.
Type: Articles and White Papers Topics: Career Development/Pathing, Human Capital Management, Performance management and evaluation, Sales Management, Sales and Marketing, Leadership Development, Employee Training & Development Processes: 6.3.5 Develop and train employees, 6.0 Develop and Manage Human Capital, 6.3 Develop and counsel employees- Relevance: 43%
- Member Price: FREE
