Strategy Compliance Reveals Condor’s Success at POS

The review and planning of the operation indicators were carried out under a partnership between Condor, Café and Involves Stage.

I can’t imagine the merchandising team working without technology, regardless structure. We must have pinpoint accuracy with costs, and without the support of technology it’s impossible to get to this level.

Anderson Schier – Trade Marketing Manager – Condor

Regarding Condor, having a 90% minimum rate implies that their customers are being attended, their sales reps identify and avoid out-of-stocks, they take order suggestions, improving then the relationship in the store to ensure the sale at the end of the day.

Carol Rocha – Director of Operations – Agência Café

The largest brush factory in Latin America and an integrated communication agency joined forces to fight the lack of effectiveness and visibility of the results of their execution. On the one hand, Condor, an industry with 90 years in the market. And on the other, Agência Café, an expert in actions towards the point of sale and execution strategies.

During a brief discussion about the scenario they experienced until 2015, they’ve noticed that the deficiency in monitoring affected directly the motivation of their team, which until then was divided between internal and subcontracted teams.

Among the greatest difficulties were effectively measuring the workload of each professional and foreseeing the service per point of sale. The lack of visibility that affected the results and motivation of the field team began to attract Condor’s attention.

By outsourcing 100% of the field team and bringing technology into its operation, Condor embraced data culture and today achieves an average of 93% compliance with their performed tasks.

The total outsourcing of their external team and the implementation of Involves Stage took place in 2015. The first stage of the work was devoted to the review and planning of their field team’s indicator guidelines.

As the company’s trade marketing manager, Anderson Schier, states that “real-time information helped the company overcome inertia and do something different in the field”.

This paradigm shift was closely followed by Café, which is considered an extension of the industry of São Bento do Sul, a city located in the north of Santa Catarina, in southern Brazil.

Currently, Condor is moving towards another level of intelligence: by evaluating the points of improvement in their service and the quality of the service provided by their field team via Involves Stage, the industry is able to measure the effectiveness of sales reps anywhere in Brazil and also forecast the ‘Cost of Serving’, an indicator used by Condor to track the impact of the merchandising cost on their operation.

Achieving 93% compliance indicates, among other things, that Condor is well positioned at the point of sale. A continuous work, supported by the interpretation of their reports and, above all, by adopting actions based on the information registered by their sales representatives.

“The daily and constant surveys with a support tool allowed us to reduce the out-of-stocks and monitor our KPIs, going far beyond the simple replacement of goods,” Schier says.

The executive also states that the sales negotiation with customers changed after 2015. These changes contributed to the company’s double-digit growth in 2017.

This result is directly related to the good relationship with the field team and their motivation, which now receive regular feedbacks. These practices, which can be related, for example, to the decreasing of the turnover rate to 2%, were supported by the data from Involves Stage.

“I can’t imagine the merchandising team working without technology, regardless of the size of the team. I didn’t expect to get to such a detailed level in the construction of Cost of Serving. Today we have a customer level vision to get to a quick decision making. We know how to direct merchandising efforts in real time,” Anderson remarks.