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Management Et Gestion Des Activites Commerciales MANAGEMENT ET GESTION DES ACTIVITES COMMERCIALES Cas numéro 6 : PANZANI REGIA Alix TALANDIER - Jean-Claude BORDICHINI FORMAPLACE.ORG ÉDITIONS Copyright c 2017 Jean-Claude BORDICHINI EDITÉ PAR FORMAPLACE.ORG EDITIONS WWW.FORMAPLACE.ORG / WWW.FORMAPLACE.EU La loi du 11 mars 1957 interdit les copies ou reproductions destinées à une utilisation collective. Toute représentation ou reproduction intégrale ou partielle faite par quelque procédé que ce soit, sans le consentement de l’auteur, est illicite et constitue une contrefaçon sanctionnée par les articles 425 et suivants du Code pénal. Première édition, septembre 2016 Table des matières I SUJET ET REFERENTIEL 1 REFERENTIEL DE MGAC ................................7 1.1 Finalité et objectifs7 1.2 Contenu7 1.3 Critères d’évaluation8 1.4 Modalités d’évaluation8 1.5 Composition de la commission de correction8 2 CAS "PANZANI REGIA", 2015 ...........................9 2.1 Composition du cas d’entreprise9 2.2 Présentation de PANZANI REGIA9 2.3 DOSSIER 1 Le recours à une force de vente additionnelle 11 2.4 DOSSIER 2 : La mise en place d’une opération promotionnelle 11 2.5 DOSSIER 3 L’organisation de la tournée des vendeurs 12 2.6 DOSSIER 4 La gestion du parc automobile 13 2.7 ANNEXES 14 II CORRIGE ET COURS ASSOCIES AU CAS 2.8 BAREME FORME 31 2.9 BAREME CONTENU 31 Jean-Claude Bordichini –CAS PRATIQUE 3 CORRIGE DE PANZANI REGIA, 2015 .................... 33 3.1 DOSSIER 1 : Le recours à une force de vente additionnelle. 33 3.2 DOSSIER 2 : La mise en place d’une opération promotionnelle. 35 3.3 DOSSIER 3 : L’organisation de la tournée des vendeurs. 36 3.4 DOSSIER 4 : La gestion du parc automobile. 36 4 COURS ASSOCIES AU CAS ............................ 41 4.1 L’analyse de marché 41 1. REFERENTIEL DE MGAC E5 - MANAGEMENT ET GESTION D’ACTIVITÉS COMMERCIALES (Coef. 4) 1.1 Finalité et objectifs L’objectif est de vérifier les aptitudes du candidat à : – Analyser des situations commerciales réelles, – Rechercher et proposer des solutions réalistes et cohérentes en vue de résoudre le ou les problèmes énoncés, – Mobiliser les savoirs associés 1.2 Contenu L’unité U5 est validée par le contrôle de l’acquisition des compétences relevant des fonc- tions suivantes du référentiel de certification : C2 Organiser, planifier et gérer l’activité commerciale – C21 Délimiter le cadre organisationnel – C22 Organiser son activité commerciale et celle de son équipe C4 Prendre des décisions commerciales – C42 Prendre une décision Elle nécessite la mobilisation des savoirs et savoir faire associés suivants : S4 Mercatique – S42 Le contexte de l’action du commercial – S44 L’adaptation des solutions commerciales aux cibles prospects/clients S5 Gestion commerciale – S51 Gestion des marges de manœuvre dans la négociation – S52 La gestion de la rentabilité et du risque client – S53 La gestion de l’action commerciale S6 Management commercial Jean-Claude Bordichini –CAS PRATIQUE 8 Chapitre 1. REFERENTIEL DE MGAC S7 Communication-négociation – S73 La communication dans la relation managériale S8 Technologies commerciales – S81 Environnement technologique du commercial – S82 Technologies commerciales opérationnelles : S823 Organisation de la prospection - S824 Gestion du temps - S826 Travail collaboratif - S827 Formation commerciale 1.3 Critères d’évaluation La commission de correction apprécie : - La compréhension du contexte commercial ou managérial proposé - Un diagnostic organisationnel, méthodologique ou humain pertinent - La prise en compte des objectifs et le respect des contraintes (budget, temps. ) - Un choix adapté des méthodes et outils d’organisation à utiliser - Des propositions d’organisation pertinentes, réalistes et cohérentes - Une détermination des coûts, l’utilisation de tableaux de bord et de ratios adaptés - La production de conclusions - La conception d’outils pertinents d’évaluation 1.4 Modalités d’évaluation Cette épreuve ne se passe que sous forme ponctuelle. Il s’agit d’une épreuve écrite d’une durée de 5 heures s’appuyant sur un ou plusieurs cas concrets présentant chacun une situation commerciale réelle et son environnement. De nature synthétique, les cas proposés : - ont pour objet une ou plusieurs situations de gestion d’une clientèle identifiée, quelle que soit son origine et dans toutes ses dimensions, telles qu’elles sont décrites dans le référentiel des activités professionnelles, - portent sur les fonctions suivantes dans lesquelles intervient un technicien supérieur en Négociation et relation client pour agir : fonction 3 “ Organisation et management de l’activité commerciale ” – fonction 4 “ Mise en œuvre de la politique commerciale ” – partiellement la fonction 1 “ Exploiter et partager l’information commerciale ” - peuvent mobiliser des connaissances économiques et juridiques. La situation professionnelle décrite pourra être accompagnée des documents ressources destinés à permettre une analyse de la situation commerciale et de son environnement. 1.5 Composition de la commission de correction La correction de chaque copie est assurée conjointement par deux professeurs : l’un enseignant le management de l’équipe commerciale, l’autre la gestion de clientèles ou la relation client, dans des sections préparant au brevet de technicien supérieur Négociation et relation client. Jean-Claude Bordichini –CAS PRATIQUE 2. CAS "PANZANI REGIA", 2015 Cas conçu et rédigé par Alix Talandier et Jean-Claude Bordichini. FIGURE 2.1 – Session 2015 – Durée : 5 heures – Coefficient : 4 2.1 Composition du cas d’entreprise Ce cas comporte quatre dossiers : – Dossier 1 : Le recours à une force de vente additionnelle – Dossier 2 : La mise en place d’une opération promotionnelle – Dossier 3 : L’organisation de la tournée des vendeurs – Dossier 4 : La gestion du parc automobile RECOMMANDATIONS IMPORTANTES Le candidat peut traiter chaque dossier de manière indépendante. 2.2 Présentation de PANZANI REGIA Définition 2.1 — Définition du contexte. En France, un plat de pâtes sur deux est servi avec une sauce, qu’elle soit bolognaise, napolitaine, carbonara, a l’arrabiata, faite maison ou achetée prête à être consommée a. Le CERED b de la division Regia travaille sur la texture de pâtes qui ne laisseraient pas filer la sauce au fond de l’assiette mais qui offriraient au contraire une texture, une forme et un dessin susceptibles de la retenir le mieux possible. La dégustation toucherait alors à la perfection ! En 2011, les tests réalisés révèlent que le produit est prêt. Jean-Claude Bordichini –CAS PRATIQUE 10 Chapitre 2. CAS "PANZANI REGIA", 2015 Le lancement de cette innovation spécialement conçue pour accrocher la sauce avec une texture rugueuse se fera avec la gamme Spécial Sauce de Panzani. Toutefois, la direction générale décide d’intégrer cette innovation dans les produits Panzani et pas pour le « food service » Regia. Ainsi en 2012, c’est la marque Panzani qui fera profiter ses linéaires des rayons "Pâtes et Sauces" en grande distribution, de son innovation. Le lancement de cette innovation spécialement conçue pour accrocher la sauce avec une texture rugueuse se fera avec la gamme Spécial Sauce de Panzani. Pour créer cette nouvelle gamme, Panzani a donc utilisé les moules en bronze c tradi- tionnellement réservés aux pâtes haut de gamme de Regia. Cette nouvelle gamme Panzani Spécial Sauce comportera 3 références : les Penne Rigate, les Coquillettes et les Spaghetti Spécial Sauce. Suivront les Tagliatelles et Fusilli en avril 2014. a. Étude Ipsos 2012 sur la cuisine des féculents. b. Le CERED : Centre de Recherche et Développement de Regia-Panzani pour les pâtes fraîches, les sauces, les plats cuisinés frais et ambiants. c. La pression sur le moule a été ajustée pendant le process de fabrication afin de donner à la texture des pâtes Spécial Sauce cette rugosité particulière. FIGURE 2.2 – Le Fusilli spécial sauce Lors d’un stage effectué dans l’entreprise en qualité d’étudiant(e) en BTS NRC, Monsieur Bertrand DUGUET-KLEIN, avait apprécié votre capacité d’analyse et votre approche clientèle. Deux ans plus tard, c’est en toute confiance qu’il a sélectionné votre candidature pour un poste de commercial dans la région Est. Cette année, il vous a nommé manageur des commerciaux chargés de prospecter les distributeurs de la région Ouest. Vous êtes Dominique VANDENDRIESSCHE, votre mission consiste, aujourd’hui, à étu- dier quatre dossiers axés sur les thèmes suivants : Dossier 1 : Le recours à une force de vente additionnelle. Dossier 2 : La mise en place d’une opération promotionnelle. Dossier 3 : L’organisation de la tournée des vendeurs. Dossier 4 : La gestion du parc automobile. Jean-Claude Bordichini –CAS PRATIQUE 2.3 DOSSIER 1 Le recours à une force de vente additionnelle 11 2.3 DOSSIER 1 Le recours à une force de vente additionnelle La Division couscous REGIA a reçu les résultats du marché test de sa nouvelle gamme « Couscous à poêler 1». Ceux-ci sont particulièrement positifs et laissent penser que le lancement au niveau national donnera des résultats satisfaisants, le test ayant été réalisé à Angers, ville jugée représentative des tendances nationales quant à la structure et au comportement d’achat de sa population. La réussite de ce lancement suppose bien sûr un démarchage auprès des centrales d’achat de la part des vendeurs pour faire connaître la nouvelle gamme et les convaincre de l’intérêt de la référencer. Sachant qu’ils ont un emploi du temps bien rempli, la négociation et la promotion sur le lieu de vente de la nouvelle gamme « Couscous à poêler » risque de leur occasionner un surplus de travail. Pour éviter cette situation, il est envisagé de recourir à une force de vente additionnelle, appelée aussi supplétive. Elle se composerait de deux équipes, l’une chargée de rencontrer les chefs de rayons afin qu’ils respectent les accords de référencement et l’autre d’animer les surfaces de vente. Cinq annexes à étudier : Document 2.1 : De l’entreprise REGIA au haut de gamme PANZANI. Document 2.2 : Les forces de vente additionnelles. Document 2.3 : Mapa Spontex : forces de vente supplétives, souplesse et maniabilité. Document 2.4 : Le plan mercatique de l’entreprise.
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