DISTRIBUTION

Financial management: Relationship with distributors

Financial management: Relationship with distributors
Largest sales company for catalogs of varieties with more than 10 million customers in Brazil, operating in the market since 1942. It operates through direct sales with 500 thousand resellers throughout Brazil, sales via internet.
The company had a large loss of resellers and the commercial investment tied to these.
The challenge was to minimize the loss of resellers that negatively impacted sales.

• JRM Contribution

We analyze the reasons for the reseller's exit and develop contact and retention methodologies.
We have developed various strategies and relationship tools (SMS, ura, email, letter, call center, search and location)
We operate with differentiated strategies; We operate with monthly volume of 7500 resellers leaving;
Average recovery of 30% of resellers; 6500 contacts / month
Good relationship and service of the JRM team with the debtors and with the internal teams helped in the success of the good results.

Process management: Purchase orders

Multinational, large distributor who works with distributors or companies for cleaning products.
Purchase orders are received by the sales department. After manual validations, available inventory check, delivery deadline, etc., orders must be entered within the SAP system.
The growth of the business implied a significant increase of attendants and of errors due to the increasing complexity.
They have searched for a system that can automate these tasks and can easily interconnect with the SAP used.

• JRM Contribution

After analyzing the process together with the departments involved, a solution was developed that allowed the recognition of the fields of the orders and entering them into the SAP system. Automatic business rules have also been developed to increase the security of treatments and productivity of attendants.

Process Management: Call Center
One of the largest banks in Brazil with a Call Center to support customers in Brasilia, more than 500 attendants. Service and productivity were not as expected.

• JRM Contribution

We have reviewed all the scripts and processes over 900. Our staff spotted the problem points and made the recommendations. We then implemented and managed the Bank's HELPDESK (Technical Support).
We were able to improve the indices such as: SLA (minimum 80% of attendances without waiting and 3% of maximum abandonment). Monthly average volume of 200 thousand calls.

Strategic Management: Team of Sellers

International group in the book publishing and distribution sector set up a branch office in Brazil. He wanted to develop sales at universities, schools in Brazil.
It needed to make a large team of specialized representatives in this field quickly. This development was risky and the group did not want to create an internal team.

• JRM Contribution

JRM analyzed and defined with the client the profile of the representatives: experience, location, etc.
Based on these definitions, JRM sought candidates in defined regions. Then he made the team available to the client. She followed the team's performance weekly.
This provision allowed the client to define where to act and with which representatives. In the end, the client hired part of the team.