Plaza Provision

In collaboration with London Consulting Group, Plaza Provision Company implemented a transformation project aimed at strengthening its commercial structure, improving productivity and increasing profitability in its wholesale operations.

With a solid track record in Puerto Rico as one of the leading wholesale distributors of mass consumer products, Plaza Provision sought to consolidate its business model with a greater focus on results and operational efficiency.

CHALLENGES

IDENTIFYING THE CHALLENGES

Lack of a commercial structure oriented to key performance indicators (KPI's).
Limited standardization of sales and commercial management processes.
Need to improve sales force focus and productivity.
Lack of a robust key account management (KAM) model.
Opportunities for improvement in the execution of strategies by sales channel.
Low visibility of performance by customer, product and channel.

01 Restructuring of the business model
02 Development of a commercial management platform
03 Implementation of analytical tools for decision making
04 Redesign of the visitation and territorial coverage model
05 Strengthening of commercial planning and forecasting processes
06 Development of a more personalized customer service model
07 Intensive training of the sales team and supervisors
08 Establishment of control routines and management coaching

RESTRUCTURING OF THE BUSINESS MODEL

Focused on clear and measurable objectives. Differentiated work structures were established for the management of Key Accounts, traditional and institutional channels, allowing for greater specialization and strategic focus.

DEVELOPMENT OF A COMMERCIAL MANAGEMENT PLATFORM

Supported by key indicators (KPI's), such as sales volume, profitability per customer, productivity per sales representative, route coverage and commercial effectiveness. This made it possible to establish a culture of continuous performance monitoring and control.

IMPLEMENTATION OF ANALYTICAL TOOLS FOR DECISION MAKING

Including sales dashboards, profitability analysis by line and customer, and consumer trend tracking. These tools strengthened the analytical capabilities of commercial leaders, facilitating data-driven decision making.

REDESIGN OF THE VISITATION AND TERRITORIAL COVERAGE MODEL

Adjusting frequencies, zones and visit objectives to maximize the productivity of the sales teams. Incorporated criteria of customer potential, purchase history and development opportunities.

STRENGTHENING OF COMMERCIAL PLANNING AND FORECASTING PROCESSES

Aligning sales projections with logistical and supply capabilities, which allowed us to improve product availability, reduce breakage and minimize lost sales.

DEVELOPMENT OF A MORE PERSONALIZED CUSTOMER SERVICE MODEL

With value propositions differentiated by channel. This included the redefinition of commercial conditions, catalogs by segment and joint growth strategies with key accounts.

INTENSIVE TRAINING OF THE SALES TEAM AND SUPERVISORS

In topics such as consultative sales techniques, portfolio analysis, time management, negotiation and objection handling. We sought to empower the team to operate under higher performance standards.

ESTABLISHMENT OF CONTROL ROUTINES AND MANAGEMENT COACHING

With periodic meetings to review results, identify deviations and establish corrective action plans. This process institutionalized the culture of continuous improvement.

Optimized profitability

Significant increase in commercial profitability by focusing efforts on higher value customers and adjusting commercial conditions.

Strengthened productivity

Improved sales team productivity through more efficient territorial coverage and defined targets.

Reduced costs

Reduction of operating expenses by eliminating inefficiencies and optimizing processes in the sales force.

Increased effectiveness

Increased conversion rates, average ticket and performance by product category.

Scalable model

Flexible commercial structure, ready to adapt to growth and market opportunities.

DEVELOPING A MORE PROFITABLE AND

PLAZA PROVISION