Best Practices Winning New Business Welcome Session Objectives

Best Practices – Winning New Business

Welcome

Session Objectives By the end of this session, you will be able to: • Identify Winning New Business best practices you can apply to your role • Describe how these best practices will help your on-thejob performance • Recommend at least one best practice you currently use • Identify key areas of your role you would like to learn more about

Winning New Business How do you identify a new business opportunity?

Winning New Business How do you identify a new business opportunity? • Does the POC sell a lot of volume? What is the Labatt share? • What is your level of influence? • How many suppliers do they have on tap? • Is there a lot of competitive activity? • Which POCs are you loosing the most volume and share in? why? • How is the competitors support/service? • What are your customers needs?

Winning New Business How do you plan for success?

Winning New Business How do you plan for success? • Ensure you are talking to the ‘Key Decision Maker’ • Work on building strong relationships with the key decision maker and the staff • Gather key information about each one of your POCs (e. g. , clientele, order days, brand performance etc. ) • Gather information on the history of the account • Develop an activity grid that is win-win for both the customer and Labatt • Make sure all tools are available • Have a strong understanding of your numbers and any issues that may arise • Run and analyze different reports (e. g. , share and volume loss ranking reports)

Winning New Business What challenges do you encounter when trying to win new business?

Winning New Business What challenges do you encounter when trying to win new business? 1. At corporate stores there a couple levels of management that needed to approve the switch 2. Menu’s are set for a year in advance 3. Past relationship issues with Labatt (e. g. , lack of service) 4. Planning and presenting a proposal without really understanding the business 5. Owner has a strong relationship with the competition 6. Level of investment is lower than other brewers 7. A lot of POCs will carry Labatt’s top two brands (Keith's & Stella) but are not interested in the rest of the portfolio

Winning New Business How do you overcome these challenges?

Winning New Business Objection How to overcome? 1. At corporate stores there a couple levels of management that needed to approve the switch The Account Plan presentation allowed the GM to remember key points to let Corporate office know 2. Menu’s are set for a year in advance We pushed for them to re-print the menu’s using new price points to help drive profitability 3. Past relationship issues with Labatt (e. g. , lack of service) Over deliver on your services and executions to show what we are capable of doing. 4. Planning and presenting a proposal without really understanding the business Take the time to understand their business, talk to staff members and meet with the managers and owners before presenting your proposal. 5. Owner has a strong relationship with the competition Ensure you know what the POC focuses on, is it draft or package, food and beer? If you are constantly involved with your customer it is less likely time they will spend talking to our competition. 6. Level of investment is lower than other brewers Provide customer with a lot of industry insight and pricing/profitability, which other brewers do not spend the time discussing with their customers. 7. A lot of POCs will carry Labatt’s top two brands (Keith's & Stella) but are not interested in the rest of the portfolio Sell in Brand Programming, Three Tier Pricing and Profitability, Media Support, Third Party References and Brand Performance.

Winning New Business What is the key to your success when winning new business? (List three things you do)

Winning New Business What is the key to your success when winning new business? (List three things you do) • Out service the competition and constantly talk about the benefits of our brands • Be strategic. Know your numbers for their total business, not only their beer number, but their liquor, wine and cooler numbers, competitive account , busy times and days. • Leverage the value of our brand paid kits to free up variable resources for new business • Entertain good relations: it will allow you to really know your clients, know what they are good at, what they are not good at and what their goals are • Give the customer time to make a decision but continue to put a little pressure on them • Actively listen to the Manager’s concern about switching • Be prepared for any questions your customer might ask, and the time it might take to complete the deal • Be patient but aggressive: Doing a good mix of short, medium and long-term plans • Hold your customer to their commitments • DO WHAT YOU SAY YOU WOULD, EXECUTE!

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