At a Glance
- An FMCG distributor in Southeast Asia engaged Renoir to improve its sales and distribution network amidst fierce market competition.
- Renoir worked with their staff to implement best practices, focusing on areas such as route management, salesforce productivity, and merchandising.
- At the end of the project, the company recorded a 4.5% increase in sales volume, generating an additional US$2.4 million in revenue.
BackgroundÂ
Fast Moving Consumer Goods (FMCG), also known as Consumer Packaged Goods (CPG) includes both durable and non-durable products such as food and beverages, personal health, and home care products.Â
The global FMCG market is expected to reach over US$18,939 billion by 2031, with a compound annual growth rate of 5.1% from 2022 to 2031. One of the main factors driving the growth of global FMCG market is the increase in the world’s population, which is directly proportional to the increase in consumption of consumer goods. Â
The FMCG market is not only large but also highly competitive. Companies are under intense pressure from a number of factors, including fierce price competition, intense marketing and promotional strategies, and rapid product innovation, making it challenging for brands to maintain visibility. Â
The success of FMCG companies depends heavily on having an efficient and effective distribution network, with distributors acting as intermediaries in the supply chain. Our client is a distribution company that operates a robust distribution network in Southeast Asia, acting as an intermediary between manufacturers and 400,000 direct sales outlets across the country. This extensive network ensures efficient delivery of food and beverage products throughout its home market. Â
The ChallengeÂ
The current fierce competition in the Southeast Asian FMCG market has given our client additional impetus to improve and grow, and to capitalise on the growing economy through better sales and distribution processes and management. Â
They engaged Renoir for a project focused on implementing industry best practices and improving their distribution management, processes, and control to help grow their sales volumes. Â
AnalysisÂ
We used observational studies, process and control process mapping, brown paper studies and brainstorming sessions during the analysis. We identified the following key actionable opportunities:Â
- Route management, including outlet classification
- Vehicle stock demand planning
- Salesforce productivity
- Sales call effectiveness
- Merchandising effectiveness
- Field promotion effectiveness
Following the analysis, which identified key opportunities for improvement such as optimising route management and improving lead conversion, our client engaged Renoir for an implementation project. This was to be achieved by focusing on the use of best-in-class management and sales tools such as dashboards and data-driven reviews.
Project Approach
A Management Action Team (MAT) was established to facilitate project delivery and ensure smooth integration into the business environment. This team, consisting of part-time staff from our client’s office, played a critical role in managing system implementation, monitoring progress, and reporting to the Steering Committee.
Additionally, a Task Force was also set up. They were trained in change management techniques, were involved in all project phases and were responsible for rolling out the changes to the company’s branches.
The 50-week project commenced with Renoir’s proprietary Focus Process®. This eight-week period involved the design and development of performance improvement solutions, tailored to the opportunities identified in the initial analysis.
The Focus Process concluded with a Strategic Integration Meeting (SIM) where the MAT leader presented the identified opportunities, solutions, and the implementation plan to the Steering Committee. Following the SIM, the MAT and Task Force worked together to implement the solutions across the company’s branches.
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ImplementationÂ
The implementation phase focused on improving performance monitoring through structured and standardised meetings, reporting, improved planning and enriched sales visit content. Â
Several key elements of the management system elements were used to achieve this, including:Â Â
- Outlet segmentationÂ
- Key Performance Indicator (KPI) dashboardÂ
- Visit effectiveness dashboardÂ
- Standardised meeting agendas and reportsÂ
- Monthly catalogues to drive up-selling and cross-selling Â
These elements significantly empowered sales supervisors with improved performance monitoring capabilities, ultimately driving revenue growth. Â
The first phase of the implementation covered 30 branches, most of which had one or more satellite distribution points. Installation took between two and four weeks per branch. During this phase, management system elements were fine-tuned and rolled out to 24 branches. Â
Task Force members delivered training and ongoing support to branch management. A rotating Task Force member visited a branch each week to provide behavioural coaching, system support, and re-training where necessary. Supervisors were trained to conduct joint visits twice a week, resulting in the review and correction of ineffective routes and visits. Â
The segmentation system was also integrated into the outlet database, routes and future visit frequency planning. Sales productivity was monitored through an internally developed dashboard and reports. Â
Both the MAT and the Steering Committee received regular updates on sales productivity and effectiveness, ensuring that the focus remained on the key performance indicators that were driving the required volume increase. Â
Results
Achieved +4.5% increase in sales volume in project branches compared to control branches, equivalent to US$2.4 million in revenue within the project period
Implemented new outlet segmentation process to capitalise on identified outlet potential
Implemented new branch management control system, including tools and supervision routines
Improved sales routes, visit plan completion rate and conversion rate
The objectives set for the implementation project were fully achieved, resulting in a significant increase in sales. In addition to these measurable results, key change management skills were transferred to the Task Force, enabling our client to continuously improve the effectiveness of the sales processes as the business evolves. With best-in-class sales management control systems in place, the company is now fully prepared to meet the challenges of this competitive market.
Increase revenue by optimising sales processes and distribution channels.
*We have intentionally omitted client-specific details to uphold strict confidentiality.  
