Presentation Ishida Worldwide

1. "Success comes from Good Judgement
Good Judgement comes from Experience
Experience comes from Bad Judgement"
Schatte for Sale
Passion for People

2. Ishida is World leader in design,
manufacture and installation of and line
solutions
Vision: Sales Force as benchmark for Packaging
Industry.
Mission: Increase in scale on existing markets
1893: Ishida Co Ltd established in Japan
1959: Produced he world's first automatic
weighing machine
1972: Ishida launched the revolutionary .
2006: Creation of “The Ishida Sales
Methodology”.

3. Ishida’s USP’s
- extensive product testing in our purpose-built trials area
- tailored operater training on-site or at Ishida
- dedicated after-sales resoures
- spares warehousing facilities across Europe
- 24 hour telephone helpline
- partnership
- understand customers needs unique soluions
- rapid response: R&D in Europe

4. Ishida SWOT Analysis
Strenght
Structure
- corporation (technical advice/financial support)
- strong management
- good references
- presence in the marketplace
- Flat managment structure
Strategy
- focus on existing clients
- Strong in niche markets
- Handling multilingual projects in short timeframes
- Project management

5. Weakness
Structure
- internal organisation
- function descriptions not clear to all
- organization chart unclear
- progress reviews not shared with all
- organization is not “lean and mean”

6. Strategy
- no real focus and communicated strategy, vision and
mission
- only product orientated
- organisation does not grow with new potential
markets
- weak in development of new markets

7. Oppertunities
- developing new markets
- focus on development markets op Germany and
England
- providing solutions to customers: turn key solutions
- scale enlargement in current niche market
- become a lean and mean structured organisation
- integration of new vision by sales people:
- • market coverage
• solutions
• global coverage to 20 global customers
(Key Account Development)
- selling more in highly competitive markets
the Ishida method of selling: be the Best!!

8. Threads
- bureaucracy: no control of local resource in order to
achieve customer satisfaction
- world player in too small market
- organisation and implementation of global coverage
- adaptation of sales force to new requirements is
time-consuming
- global coverage to master key accounts
development
- competition to develop niche markets stronger

9. Commercial Vision Ishida
??

10. Schatte for Sale & ACS

11. Questions to be asked
1. WHAT will it take to create a superior sales and
marketing organisation?
2. WHY doesn’t the old way of selling work anymore?
3. HOW can we ensure that our sales and marketing
organizations are aligned with our customers’needs
and buying patterns?
4. HOW can we add value to our customers’business?
5. HOW can we focus everyone in the Ishida
Organization on providing value to the customer: the
Ishida Methodology
6. HOW can Schatte for Sale help Ishida achieving
its goals

12. Schatte for Sale’s experienced will create
Ishida’s Sales Methodology following 5 rules
• “Everything is meaningless except the things to which
you give meaning”
• “Radical decisions inspire”
• “In der Beschränkung zeigt sich der Meister.”
“Less is more.”
• “If you know the enemy and know yourself, you need
not to fear the result of a hundred battles”
(Sun Tzu, the Art of War)
• “If you don’t have a cometitive advantage, don’t
compete,” – Jack Welch

13. Our Team
- has International Sales Experience as Sales Manager
or Director
- has over 6 years experience in Training & Coaching
Sales
- speaks at least Dutch, German and Englisch, as well as
Arabic, French, Spanisch, Italian and other languages
- has a “Shadow Team” for maximum guaranted continuity
- trained Companies as: Philips, Rabobank, ABB,
Panasonic, Centerparcs

14. To build Total Sales Effectiveness
we have to impact all companies
of Ishida at 3 levels
1. Organizational Selling Effectiveness
2. Team Selling Effectiveness
3. Individual Selling Effectiveness

15. Address Weakness
+
Quality & Address weakness
*Ishida Cultural Analysis
*first analysis of ACS: measuring of acceptance of
training method
- Interviews with staff
- How strong is the weakness of Ishida
- Is there one best way of selling? (best practice)
- What accents can we define per country?
- Defining best way of selling & communicate to country’s
of EMEA

16. Propsition enrolment program EMEA
Focus of consultative sales training
in 3 area’s
1 Geographical markets
2 Application markets
3 Key accounts

17. Dimensions in 4 area’s
- function: team related
- Training material: international/global
- Language: English adapted to land &
culture
- Results: key performance indicators

18. Focus UK + Germany +
other Country’s in
1 Mast & Poultry
2 Ready Meals & Salads
3 Snacks

19. Prioritise activities
Management + CEO in Consultancy Project
Desk research & tests defining
a 8 management roles
b culture
c sales culture
d noses in the same direction?

20. Outcome: ok: development of trainings programme
Outcome: not ok: reformulating assignment to come to:
The Ishida method of selling

21. Time schedule
Oct-dec 2006 Management Consultancy & Desk
Research
Jan 2007 Intake & Sales Cultural Analysis
Feb 2007 Development Training Programme
Mrt 2007 Train the Trainer Programme
Apr 2007 Train the Manager as Coach
Mei 2007 Start Ishida Methodology of Selling
Programme
Oct 2007 First evaluation, ongoing evaluation
Nov 2008 End of programme

22. Asses & Measure progress
Training Effect Monitor
The Training Effect Monitor is based on the following
model of return on Training Investment:
Level 0:
Accep-tance
Level 1:
Evalu-ation
Level 2:
Learning
impact
Level 3:
Beha-vioral
change
Level 4:
Organiza-
tional change
Level 5:
KPI’s
Insight in resistance and
willingness to change
Evaluation of the quality
of the program
Insight in transfer of skills
to practise
Quantifying competency
development of
participants
Clarifying drivers and
barriers in the
organization
Defining ROI in terms of
success rates, turnover
and margin growth
The model explains how the 6 levels of the Training Effect Monitor
interact to determine Return on Investment

23. Peer
Pres-sure
Expe-
rience
Timing
Commu-
nication
Comple-
xity
Work
conse
quences
Commit
ment
Urge
Program
Success
Willing-
ness
Emotions
Percei-ved
value
Org.
Drivers/
barriers
= motivational forces
= pushing forces
= control forces

24. An example of a personal competency profile is depicted below

25. At level 4 insight is gained in the drivers and barriers in
the organization that support or hinder sales performance.
This evaluation is based on seve key factors:
1 Shared vision
2 Strategy
3 Structure
4 Systems
5 Staff
6 Skills
7 Style

27. Support of change process:ACS

28. Ishida Europe has a:
- Need for Progress:
Sales Force as benchmark for Packaging Industry
- Need for Solidarity:
team spirit: Ishida’s European Commercial Vision
- Need for Adventure:
new markets, new way of selling
- Need for Own Advantage:
creating concrete results, higher turnover

29. - Need for Ease:
turn key, one stop shopping, central support
- Need for Enjoyment:
Fun working for customers and with colleagues
- Need for Security:
concrete results, global coverage
- Need for Exclusivity:
benchmark for the packaging industry

30. Key factors for success for Ishida to
reach the goal of € 150m
1. Passion for the Customer
2. Market Coverage:
- know every opportunity
- quote for every opportunity
- win 2/3 of all quotes
- happy high performing associates
3 Providing Solutions
4 Leverage global coverage
5 Be the Best: by working with the Ishida Sales
Methodology

31. Key factors for work successfully with
Schatte for Sale
1. International European/Global Experience: we
speak the language know the culture, see the
difference and the match
2. International background: work local, act global
3 Continuity: a team of experienced international
trainers
4 Flexible, involved, reliable with a huge international
network
5 Be the Best: working with Ishida brings out the
best in us!

32. Conclusion:
There is a perfect match for a
longlasting copperation between
Ishida Europe
And
Schatte for Sale!

33. Your investment in the Sales
Development Program
Management Consultancy & Desk Research: 10 days @ € 2.500 € 25.000,-
January 2007: Intake & Sales Cultural Analysis: 5 days @ € 1.500 € 7.500,-
Februari 2007: Development Training Programma: 10 days @ € 1.500 € 15.000,-
March 2007: Train the Trainer Programme: 5 days x 5tr @ € 1.500 € 37.500,-
April 2007: Train the Manager as Coach: 2 days per manager 6 x 2 = 12 € 18.000,-
The Sales Director Mr. Girard can be included in one of those sessions
Development of The Training Program: 20 days @ € 1.300 € 26.00,-
Development Training Manuals “Ishida Sales Methodology” 10 days € 13.000,-
Printing costs/manuals/sending invitations/materials/memory kits € 10.000,-

34. Start Ishida Methodology of Selling programme:
- Kick off meeting for all Ishida Staff: 158 people two days in week-end
Exluding accommodation etc. 5 trainers = € 25.000,-
- Kick off Sales Development Programme 43 people € 15.000,-
- 10 Days Training Program pp for total Sales force of 43 salespeople
in teams of 10 = 10 x 4: = 40 x 3 (years) = 12- days x € 1500 €180.000,-
- Two days training for supporting staff, distributors,
back office & technical staff € 7.500,-
- Travel time @ € 1300,- per day per trainer + travel costs
(hotel/transportation)
- Costs of telephone/fax etc.
Total estimated costs Sales Development Program Ishida 2006-2008 €379.500,-
End of programme: November 2008

35. Measurable results

36. Running the project
Who fails in this preparation prepares his failure
(Schatte for)Sales skills are only a rumour until they’re
in in Ishida’s muscle
Success is in the Company’s that want know Ishida
Not in the ones that Ishida already knows
Most customers are sooner ready to buy from you . . .
Than your Sales Organisation is to sell to them
Are we at Ishida ready to sell to our customers??
Let’s show them “Precisely the Solution”

37. “Winning isn’t everything.
It’s the ONLY thing.”
Robin Schattefor
Schatte for Sale
Paris, 26the April 2006