Find out what is your fundamental Department

 Do you have competitive advantage in any sector? 

Don't think how to defend it, exploit it and, while your competitors are investing to reach you,  concentrate your efforts to create another comfort area in the competitive arena for your brand/products. 

Hamletic choice: Do I have to work for a new product or a new need or to create a new competitive arena repositioning my assets? Be open mind to all three opportunities!

How? Start a project involving your best human resources of different departments, but pay attention don't involve those departments are carring out ordinary activities.

So, to exploit  a competitive advantage you have to involve the following departments: Sales, Customer Service, Logistics,  Trade Marketing, Procurement.

Instead, to set a strategy for  a new product or a new need or a new competitive arena, you have to involve: R&D, Marketing,  Trade Marketing, Production, Legal.

So ... Trade Marketing is a key department for strategy, execute, success both on tactical or long term actions .

Do you agree?

 

Amazing Team

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Sisma Team

SISMA 

COTONEVE

FACEBOOK 

WEBSITE

COTONEVE, WHAT ELSE?

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NEW LINE COTTON STICKS

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SISMA GROUP

 

NO MinD BorderS

Often we try to explain what surrounding us describing it by highlighting insignificant details.

Surely we have to know the mindset and convinctions of people to whom we are speaking.
 
Maybe we should explain why it exists and how it impacts on us and influences our decisions.

So .. NO MinD  BorderS

irrationality: a method to lead your ideas

All I know it's what my common sense of discipline in the pursuit of perfection isn't enough to cover all range of the human irrationality.

To every action does not correspond an unique reaction but a deep list leaded by a glance in the wrong direction and a thinking towards inauspicious implications.

So let your instinct guides your analysis using your own experiences to delete impossible solutions and your expertise to choose more reasonable others.

At the end of the process you will have at least three options: that more courageous it's that right!

WE'RE HIRING ONly thOse who lOve challEnges!

Sisma Group is the leading company in the production and marketing of items in the field of personal care and hygiene, medical care, aperitifs, parties, as well as household care and cleaning.

www.sismagroup.com

Sisma group’s hygiene products and accessories range from cosmetic applicators, absorbent cotton, cotton pads and cotton buds, to products for  personal hygiene such as bath sponges, and of course all the household cleaning products: Sisma, indeed, sells household disposable rubber gloves, cleaning cloths, freezer and trash bags, as well as sponges and ironing board covers.     


Innovation and quality are always pursued by Sisma Group and by the group’s brands: Cotoneve, Farmacotone, Samurai and Logex.





To strengthen our Sales Force, we're looking for: 
-Key Account Lombardia area  -- CLOSED
-Key Account Lazio area  -- CLOSED
-Key Account Trentino area 
-Area Manager North Italy -- CLOSED


 We are hiring!

ARE YOU READY TO CHANGE YOUR MIND?

WEB SITE SISMAGROUP

free to express hiMself

Freedom is an attitude!
 
To evaluate how is great this conquer it would be useful for everyone experiencing a momentary lack of freedom.

We must always defend our ideas, only in this way we can protect our souls and our bodies.

Thanks N.M.

it.linkedin.com/in/armentanoraco/

mY wisHing well abOut an inSpired joB

I love to think that people around me can be my first resource and my desire to have a positive impact on others can be my first ally.

I like to measure continuously my potential by facing complex projects but to do this I need to work for companies that are willing to invest in process innovation, to test  new  approaches to markets and customers, to set and pursue a long term strategy. 


Does a similar company exist?
On paper many, in facts few.

Maybe today it would be more simple to work for myself... if only I had start-up capital!

My public profile on LinkedIn 

What is TodaY the bEst busineSs StrategY for f&b itAlian marKet?

The easiest answer is: 
don't invest in the traditional channel, too complicated and in heavy financial difficulty, and concentrate on private label for GDO and HD.

It makes sense!

The easiest answer, but superficial.

It depends on your products' category, their brand awareness, leadership and if you have done a selective channel strategy until now or massive penetration in every channel to catch your consumer everywhere (I can continue but I know that you are experts)...

Normally, traditional channel gives an higher profitability than the others, especially if you can supply directly the point of sales without using distributors or wholesalers. Obviously the fixed costs are huge and can be supported only by huge sales volumes.

But let me to do an example in case a company already operates  both in GDO and in Normal Trade.
The choise to not invest in NT must consider the WD/ND ratios, but the consideration of the penetration of the channel is enough as first step. 
Not many companies have a coverage above 40% of total points of sales of the traditional channel. 

This simply means that is always possible to conquer new point of sales and to carry out added turnover.

How?
- Stimulating your direct sales force by appropriate incentives
- Giving new mandates to new agents for not covered areas
- A closer cooperation with the wholesaler by bonus to his salesmen, training on products and techniques, lasting agreement ...
- Exploit existing sales force of another company , expecially if off-truck sale, to reach unprofitable points of sales....
- Focus on service as added value for the point of sales both logistic than financial
And so on...

At the end, if is true that in the next years in Italy for the GDO/HD channels will increase the private label's market share, it is also true that the traditional channel will have his weigth still for a long time. 

So a Branded Company shall defend today his value to not lose it tomorrow, it shall be present everywhere his consumers will go shopping.

Therefore the best strategy could be summarized as:
Take a look to the highest profitability of traditional channel, especially for branded company, and provide yourself efficent technology and lean organization to produce PL. 

Maybe you should create two business units completely indipendent, one for branded product and another for private label or unbranded product... but this is another story.

CertaintieS

I firmly rely on

what I know

but I am constantly looking for

what I still don't know...

tOo maNy taSkS, nO reSult

... how to say "to ensure a result you must assure the right focus".

Well,  the next question is "how many tasks can  we manage at the same time with success?"

Only two!

The first task is "execute" and the second is "control" to assure the achievement of the goal.

Maybe we can add another task: "adjust" the process to achieve the goal.
This phase can be repeated "n" times until we'll obtain the desired result. to be continued

Who is at work now?

Who doesn't inhibit the desire to be creative  ...
It isn't important where you are or what you are doing,  but how your mind is continuously creating links between experiences, imagination, vision, information, deductions and intuitions.

HOw yOu can say "NO" to your BOss

Typical situation
Boss: ".... do it!"
Collaborator: "Ok, but ..."
Boss: "No discussion, do it!"
Collaborator: "I don't want to discuss, I want to advise you on potential threats..."
Boss: "I already know all that can be usefull, execute it!"
Collaborator: " Ok, I'm executing your request but...."

A way to say NO
Boss: "..... do it!"
Collaborator: "Ok Boss, I do it soon!" ... " I have a doubt: Did you decide to change our roles in the company organization?"
Boss: "What?"
Collaborator: "If I execute your request we'll spend next days trying to solve the related problems." "We aren't a customer service dept., we are the sales dept.". "Who will take care of our clients?"
Boss: "Maybe you are right. Do you have another solution?"
Collaborator: "First of all we have to stop the process then we ........."

Another way
Boss: "..... do it!"
Collaborator: "Ok Boss, I do it soon!" ... "Sorry, It's hardly possible to do it?"
Boss: "What?"
Collaborator: "If I execute your request we'll lose our  incentives". "I need that money!"
Boss: "am I loosing my bonus?". Do you have another solution?"
Collaborator: "First of all we have to stop the process then we have to analyze  ........."


Obviously these are only three examples, they don't coverage all situations but they want to suggest you that, if you want to say "NO" to your boss, you have to attract his attention on interesting arguments for him such as his "money", his "role", who is the "decision maker" and so on.

In this way he will pay attention to your advices indeed he will ask you some suggestions.

fiVe possible Ways to make accepTable an hard TargeT

1) Motivational statement
Do you have the right incentive to do your best? Well, I'm sure that the target is an optional, it will be easily reached!

2) Dictat statement
You have to achieve this target, you must do it!

3) Awareness statement
I know this target is hardly possible, but if there is someone able to achieve it  he is in front of me today!

4) Neutral statement
Do this target, do it for yourself...

5) Emotional statement
When I think about the huge benefits linked to our target I feel proud and honoured to share them with you.

hOt summer Of the italian ecOnOmics

The economic results of a great number of companies will be linked to the number of collaborators with huge wish to relaunch their own carrier.

This simply means that winning companies must have a long term vision, supported by an extensively shared strategy and a clear positioning towards consumers.

The strongest incentive to give the best is the possibility to work with a scenario well defined in its layout ("shared strategy") where the actors have the awareness that their efforts can change the scenario and influence the final result.

In some companies it will be necessary bringing new ideas, new approaches, new schemes through the hiring of managers or by relocating current managers and involving them in new challenges.

In fine, we don't forget the role of the company towards retailers, distributors and any kind of commercial partner.

Only companies that manage the business as a partnership with the aim to create value and than share the profit with counterparts will be able to enlarge the base of the own market or conquer, penalizing competitors, shares of market.

Do you agree with me?

attitudE vs unExpEctEd EvEnt

Have you never thought how to adjust your attitude in case of unexpected event?

Probably No!

It's a situation that you don't manage when it occurs, you should have a priori the right attitude!
So the best way to face unexpected event is to train yourself in managing a large variety of unworkable events. 

Suggestion: 
-keep calm
-creativity
-think of three options
-choose the best fit
-execute

To do nothing would already be a sure defeat!

WaitinG ArT - the delay without beginning and ending

Many companies trust in the possibility to regain the lost time working hard. 

In some cases it's true, but time is a scarce resource and it's relative to living beings.

So the sum of every single delay of every single living being in every single action can be considered the reason of  loss of a potential development.
At the same way, every single delay can provide the chance to another action to generate an innovative process that without the delay it would never occurred.

The endless delay of an already expected beginning sounds as " I'm going to buy time in the drugstore ". Isn't it so?

3 Simple tips to GaiN your bOss's TrusT

1) Execution of your tasks: 
stay in the outlined task, respect the deadline, give your point of view only if it adds value, don't talk in negative way bringing out only problems on execution without a solution.

2) Behaviour in your working team: 
don't complaining about collegues but explain or suggest how it is possible to interact with them keeping a professional approach, don't tell on them!

3) Reliability: 
always tell the truth especially if you made a mistake, in this way your boss can become your defender and ally, but above all he can give you solutions, training and vision.

it.linkedin.com/in/armentanoraco

Is tHere any differences between a pHarmacy and a delicatessen?

It depends on what you decide to examine.

So if you look at point of sales you can argue how much larger is  or where is located in urban area or how many pos you can find in a town.
You can examine the laws that rule the matter or the specific qualify of who works for them.

Well, if we look at the point of sales as a public area where consumers go to satisfy a specific need in that case we can find a lot of points in common.

Focusing attention on over-the-counter drugs we can analyze the figure of the pharmacist and delicatessen owner: both are considered as a consultants.
Both manage their point of sales with the aim to loyalize customers, obviously the final goal is to maximize the profit.

Now we try to examine the rapport with their suppliers.

What  will they expect? 
Effective logistic services? low costs? payment extension? promotions? trade or consumer loader? excellent and well known products? high margins? problem solving? a unique referent for each supplier always at their disposal?

YES!

Maybe in a different priority order, but more o less the same want list.
I can continue, but make your further considerations...

RenT your brain

We're running towards the complete loss of the identification between employee and company. 

As it happens in sports or in real life , a union isn't forever!
 In sport it doesn't exist the "flag-man" that identify himself and his career with the colours of only one team, in life it doesn't exist a devoted wife such as Penelope that wait for her Ulisse, the only man in her life.

Ability in retention and attractiveness are two faces of the same medal for a successfull company. 

The techniques and strategies in pursuing these models of human resource management are quite similar and they find their foundations on the ability to value immaterial assets.

I will give you a point of view on which you can reflect:
In long term, what is the less expensive or more effective approach?

Attractiveness? Included search costs, training costs, a top salary, an immaterial cost of integration ....

Retention? ability in creating new incentives, in giving qualified training, in exploiting experience and knoledge of the company processes ...