DIAGEO SELLING

STANDARDS
DELIVERING PEFORMANCE THROUGH
RIGOUR, DISCIPLINE & CONTINUOUS IMPROVEMENT
 INTRODUCTION

To beat the competition we must win through improved

commercial performance that can only be fully delivered by
growing ourselves. For this purpose, Diageo is committed
to raising commercial standards through a disciplined
approach to operational excellence.

The Diageo Way of Selling is a concept that was first created in 2000 and was known as
The Diageo Way of Brand Building with Customers. It is the Diageo commercial capability
programme that supports our commercial operating standards.

The Diageo operating standards for sales is designed to provide you with a reference
to the way that we sell to our customers in both the On and Off-Trade.

The purpose of this document is to:

• Provide an overview for new starters
• Remind us all what the standards are
• Support sales managers with a quick reference when required
• Provide other people at Diageo with a snapshot of the selling process
and the language and skills that our sales teams employ

The Global Learning Team

02
 INTRODUCTION

OUR VALUES

We’re passionate about consumers. Our curiosity and consumer

insights drive growth. We care deeply for our brands. We’re courageous
in pursuing their full potential. We’re innovative, constantly searching for
new ideas that drive growth, and re-applying them across our business.
And we’re willing to take risks. Not all our ideas, however rigorously
tested, work. When we make mistakes we’re not afraid to say so. But most
importantly, we learn from them.

We give ourselves and each other the freedom to succeed because this
fosters an entrepreneurial spirit. We trust each other, and always assume
positive intent. We’re open, and we’re challenging. Above all, we always
behave as a team whether we’re together, or apart.

We’re proud of what we do. We act sensitively and with the highest
standards of integrity and social responsibility. We enjoy and benefit from
diversity across our employees, and across all our key stakeholder groups.

And we want to be the best. As an organisation we are never complacent.

We are restless, always seeking to learn and keen to improve. We
constantly set high standards and then try hard to exceed them. We
win where we compete, and we celebrate our successes.

And we believe in valuing each other – we seek and benefit from

diverse people and perspectives. We strive to create mutually fulfilling
relationships and partnerships.

03
 INTRODUCTION

INTRODUCTION: COMMERCIAL CAPABILITIES

The Diageo Way of Selling is the way we build our commercial capability
with world-class tools and processes to deliver Diageo’s commercial vision
in a consistent manner.

All of the commercial programmes that sit as part of the sales academy
are designed to improve performance by focusing on 5 global sales
capabilities.

While there are many inter-linkages across the

1. UNDERSTAND commercial teams our role in sales means that
THE COMMERCIAL managing relationships through having
OPPORTUNITY 2. DEVELOP brilliant sales capabilities is the key area for us:
STRATEGY &
PLAN EXECUTION The Diageo Selling Standards are designed to
provide you with a reference to the way that we
There are 5 Global Sales sell to our customers.
TAKE Capabilities:
LEARNING The Diageo Selling Standards will drive clarity
1. Understand the for you in what we expect you to be if we are to
BACK INTO
STEP 1
SALES Commercial Opportunity achieve our performance ambition and be truly
CAPABILITIES 3. EXECUTE
2. Develop Strategy and trusted and respected.
Plan Execution
3. Execute The purpose is to:
4. Manage Performance
5. Measure and Evaluate • Provide an overview for new starters
5. MEASURE Sitting underneath these • Support Line Managers with a quick
& EVALUATE global sales capabilities are reference when required
4. MANAGE the competencies which
PERFORMANCE make up the sales iDevelop • Provide all other personnel at Diageo with
framework (please refer to a snapshot of the selling process, language
p.43) and skills that our sales teams employ

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 MENU

CLICK TO GO TO RELEVANT SECTION

SALES FORCE EXECUTION DWS

EFFECTIVENESS STANDARDS STRUCTURED CALL

COACHING ACCREDITATION iDEVELOP

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 DIAGEO SELLING STANDARD

SALES FORCE
EFFECTIVENESS
 SALES FORCE EFFECTIVENESS

WHY?
Sales force effectiveness refers to our ability as sales people to grow our
business and brand penetration by extending our route to the consumer,
selling the right brands, in the right outlets at the right time and doing so in
the most efficient way.

The purpose of sales force effectiveness metrics is ‘to track & measure and
subsequently manage individual and team performance against the proven
drivers of sales performance’.

If building commercial capabilities is all about giving people the right

skills and processes to perform effectively in the market and in doing so
hitting targets and beating the competition, then Sales force effectiveness
metrics are in support of this outcome. They allow individuals and line
managers to track and measure the key performance drivers so that we
combine the power of knowledge and skills with the right level of focus
and discipline to drive business performance in the most effective and
efficient way.

BENEFITS
• Understand how each individual is performing vs their individual
targets
• Identify opportunities at an individual, team, regional or market level
• Identify gaps in performance at an individual, team, regional or
market level
• These metrics provide a deeper understanding of the salesperson’s
performance than can be gauged by his or her total sales numbers
• Identify where to focus coaching and support

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 SALES FORCE EFFECTIVENESS

HOW?

DISTRIBUTION TIME IN CALL

The outlets brand assortment should be aligned to your Be effective with your time by following the 8 Steps of the
market execution standards and outlet segmentation, to DWS structured call, the 6 selling tools and being aware
ensure we have the right brands in the right outlets. of what you are there to achieve. It is easy to become
distracted and spend more time than required on a call.
SALES
You are given sales targets at the start of each financial STRIKE RATE OR CALL EFFECTIVENESS
year and these will be broken down into monthly or The percentage of productive calls made vs total plan
quarterly targets. They may be volume or value based, calls. A call is considered productive when all sales
measured in whole numbers or as a percentage, or year objectives have been achieved.
on year.
STANDARDS
EFFECTIVENESS
This is measuring the calls you make on a given day
against a pre-set plan for your sales territory, a journey • Calls per day
planning adherence of 100% means that you are • Strike rate (call effectiveness)
operating in a most efficient and effective way. • % of outlets achieving assortment standards
• % of outlets achieving activation standards
CALL RATE
This is the metric of how many customer calls should be • Coaching day vs target (line manager only)
made in a day. The number of calls per day will be set by • Retention rate % staff retained (line manager only)
the markets and by role.

What’s the difference between Journey Planning

adherence and call rate? SALES FORCE EFFECTIVNESS:
The difference is that you could have a target of 12 calls Review your targets each month so you can
today and you do 12 calls, but of the 12 calls only 9 of TOP identify what is working and where you may
them were on your Journey Plan and therefore your
Journey Planning adherence is only 75%. TIPS need additional coaching or support.

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DIAGEO SELLING STANDARD

EXECUTION
STANDARDS
 EXECUTION STANDARDS

EVERYDAY EXECUTION STANDARDS

AND SEASONAL STANDARDS

WHY? WHAT IS THE DIFFERENCE BETWEEN 365 ESSENTIALS AND QDVPPP? 365 ESSENTIALS
By improving our execution standards, • We start with the occasion because
we can deliver transformational results 365 essentials QDVPPP
occasion determines consumer and
and beat the competition at the point Describes how we execute. Describes what we execute. shopper behaviour when selecting an
of purchase. Recruitment only happens outlet and drink
2 sets of pillars (On Trade and Off Diageo’s Sales drivers:
when someone buys one of our brands. In • Consumers will buy Diageo brands
order to drive recruitment at the point of
Trade) consisting of activities which Quality, Distribution, Visibility, Price,
when they can find our brands, when
purchase/consumption we need to ensure are proven to drive sales. Promotion & Persuasion.
there’s an occasion and when we are
that we have Brilliant Physical Availability. The intelligence to QDVPPP. Sales drivers are used when describing relevant and in their repertoire for that
Physical availability is achieved by having activities within the 365 essential pillars. occasion.
our brands in the right outlet, visible • The biggest occasions are identified
Define what sales teams focus on 365 What action or activity to do at the
and distinctive, with the right offer for in market, we link our portfolio to the
consumers and shoppers, relevant for the
days a year to drive rate of sale. point of purchase or consumption.
occasions and identify the priority 365
occasion that takes place. Incorporates shopper insights. Elements that will influence consumer essentials
or shopper decision making. • Next we create the execution standards
EXECUTION Reviews customer feedback. for every outlet segment (Occasion
STANDARDS: based Outlet Segment) and tier (Gold,
Measurement & evaluation - learnings Silver, Bronze)
Ensuring the right sales from past executions.
TOP drivers are executed
in outlet will enable a
TIPS business to grow.

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 EXECUTION STANDARDS

365 ESSENTIALS OFF TRADE - INSPIRATION PERMANENT TIME-BOUND

WINNING AT RETAIL If shoppers aren’t inspired by us, they won’t
In the Off Trade, many shoppers shop at the consider buying us. Globally brands have to
same store every week, and follow the same work harder to be more relevant and more EASE REACH EDUCATION INSPIRATION OCCASIONS
path - they are running on autopilot. It is engaging to a more demanding shopper.
important that we interrupt their pattern of It’s important that we tell our brand stories,
behaviour through great visibility, distribution immerse shoppers in our brand worlds and
of brands, education and with inspiring stories. create beautiful and engaging shopping
experiences to ensure that we are relevant.
EASE
If shoppers can’t find our brands, they can’t OCCASIONS
buy them. Ensure our brands are easy to shop, There are specific times in the year when
through their location on shelf, the product we will have activity with key brands or
they sit next to or the bottle size they’re categories: St Patricks Day/Guinness, Johnnie
supplied in. Help shoppers find and pick up Walker Black Label/Formula One, gifting for
our brands first. Chinese New Year or Christmas or creating an
experience to celebrate the arrival of summer
REACH with great cocktails. This activity is managed
If shoppers can’t see our brands, they won’t OPTIMISE THE INCREASE EDUCATE ON TELL BRAND MAXIMISE
through Customer Marketing and will be RANGE NUMBER OF CATEGORY STORIES PROMOTIONAL
even consider them. Find ways to disrupt different by region and market. PERMANENT BENEFITS TOUCHPOINTS
shoppers during their routine shop to INCREASE SHARE TOUCHPOINTS SHOWCASE THROUGH:
encourage them to consider us for their OF SPACE DEMONSTRATE CATEGORY
MOVE HOW TO MAKE WORLDS • OCCASION
occasion. ORGANISE CATEGORY AND SERVE SOLUTIONS
MERCHANDISING TO HIGH DRINKS EXHIBIT
EDUCATION & LAYOUT FOOTFALL ICONIC BRAND • GIFTING
If shoppers don’t understand our product, INTUITIVELY LOCATION TRAIN AND DISPLAY SOLUTIONS
INCENTIVISE
they won’t buy us. Staff play a key role in IMPLEMENT STAFF TO DEFINE • BRAND
educating shoppers on how to make and CREATIVE CONSULT AND RESERVE EXPERIENCES
serve our drinks. We have to play a role in NAVIGATION SAMPLE SPACES
educating shoppers about our categories for
example; What is a stout? What is a gin or a
cream liqueur?

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 EXECUTION STANDARDS

ON-TRADE There are 4 pillars within the On-Trade 365 essentials.

In the On-Trade, many They are: 365 E SSE NTIAL S
consumers are far more focused
on having a great time than QUALITY
choosing a drink. A great looking and great tasting drink in a format that
meets consumers’ needs in a particular outlet. Draught
Outlet Execution is the single products are served in branded glassware, packaged
most important way to products served cold and our mixers and spirits are
influence them to purchase and created with lots of ice, good quality of mixers and
to make sure they choose Diageo garnishes and served in a distinctive glass to ensure
QUA LIT Y S TAFF 1S T DRINK RITUAL S
brands over the competition! consumer satisfaction and repeat orders.
R I G HT SERV E FO R TH E KNOWLEDGE OF BRANDS M E N U S W I T H E VO C AT I V E D I S RU PT I V E V I S I B I L I T Y
The Execution standards in the STAFF O CC A SI O N AND CATEGORIES S E RV E S
on trade include 365 essentials, Great category & brand knowledge, the skills to make LOTS O F I CE - CO LD F RO N T O F B A R T H E AT RE
T H E AT RE TO AT T RAC T
SKILLS TO MAKE GREAT T H E H E RO
distribution of brands, pricing great drinks and offer good quality of service creates DRINKS
CHI LLED MI X ER S V I S I B I L I T Y W H E RE O RD E R
and pouring. memorable experiences and allows recommendation TA K E S PL AC E
CO M M U N I O N W I T H
SERVICE FOR MEMORABLE F RI E N D S T H RO U G H
and upselling from bartenders and serving staff. FR ESH GA R N I SHES EXPERIENCES S H A RI N G
C A L L TO AC T I O N
365 ESSENTIALS: DI SRUP TI V E G LA SS WA RE M E S SAG E
SOLUTIONS FOR BUSINESS S I M PL E A N D
RAISE THE BAR IN THE FIRST DRINK TA P P I N G O N THE HEALTH & SUSTAINABLE PO S S T RO N G A S SCALABLE
O CC A SI O N
ON-TRADE Win the 1st drink of the night through focused and GROWTH A DV E RT I S I N G
365 Essentials in the On-Trade targeted messaging where the order takes place,
focus on Quality, Visibility and namely on the bar and at the tables.
Persuasion (Distribution & Price • Distribution of brands, variants and formats for each outlet segment is clearly identified at
should be in place). RITUALS market level
Allow consumers to interact with our brands on a • Pouring opportunities are identified
personal or group level and it becomes part of the • Pricing index of the brands is understood within the context of your market
culture and way the brand is consumed, whilst keeping
it simple and practical. Sales Execution Standards will be market dependent.

PROMOTIONS To know more about your markets sales execution standards, 365 Essentials and seasonal
Occasion Time Bound Activities = standards, please talk to Customer Marketing.
Customer Marketing Activities.

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 EXECUTION STANDARDS

MINIMUM EXECUTION STANDARDS SEASONAL EXECUTION STANDARDS

• I know the everyday minimum execution • These are shared as part of the Briefing
standards for the channels and/or Cycle
customers I work with • They are defined by Segment/sub-
• I understand the 365 Essentials principles segment
and how they translate into execution • As they are seasonal it is a temporary
standards for the product assortment for execution and will have a limited life span
the outlet I am calling on ie Gifting at Chinese New Year, St Patricks
• Outlet execution standards are achieved Day, Cinqo de Mayo
or available 365 days of the year • There are clear activation guidelines
• I understand that an outlets product against specific Sales Drivers
choices are defined by the segment/ • Seasonal execution standards are normally
sub-segment brand activations or innovation launches
• I know that each segment will consist of
Product Assortment by SKU To understand more about 365 Essentials
• SKU distribution standards to cover at go to:
least 80% of Diageo value within the
segment https://diageo.sharepoint.com/sites/365%20
• Promotional Standards/Targeted Essentials/Pages/default.aspx
Seasonal Standards defined by segment
as part of Cycle Briefs
• There are a minimum of two sales drivers
to be executed per outlet
• I understand how my market measures
the execution standards of distribution
and rate of sales in the On or Off-Trade

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 DIAGEO SELLING STANDARD

DWS
STRUCTURED CALL
 DWS STRUCTURED CALL

THE STRUCTURED CALL

The structured call is our selling process and set of tools which help you
to achieve your objectives with customers.

THE PROCESS THE SIX SELLING TOOLS

PRE - Planning & preparation

- Sales driver check

- Review of objectives PEN COMMERCIAL SALES
IN - Persuasive selling LANGUAGE PRESENTER
- Close
- Sales driver activation

- Administration
POST - Evaluation

SAMPLE/ CALL CUSTOMER FILE/

POINT OF SALE OBJECTIVE RECORD CARD

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 DWS STRUCTURED CALL

PLANNING & PREPARATION

STANDARDS
WHY DO WE PLAN AND PREPARE? WHEN AND WHAT DO WE PLAN
Each call made by a sales person represents AND PREPARE?
SALES TOOLS PRESENTATION
a considerable investment on the part of Monthly:
• All necessary sales equipment and POS • Presentation prepared for each call
Diageo. The cost of an unsuccessful sales call is • Journey plan
available and in good condition to achieve all objectives and tailored
getting increasingly higher. It’s important that • Seasonal objectives
to maximise local opportunities
we maximise our opportunities against ever • Sales targets / budgets
VEHICLE • All presentations to follow the
increasing competition. • Samples / point of sales materials
• Vehicle is clean persuasive selling process
• Sales presentations
• All equipment is tidy and accessible and
It is therefore critically important that sales STRATEGIC FIT
serviced to manufacturers’ requirements
people ‘PLAN FOR SUCCESS’. Make planning The night before the call: • Demonstrates a clear understanding
part of your routine, update your manager • Journey plan sequence of business strategy & objectives and
PERSONAL ORGANISATION
regularly of your plans and seek feedback. • Selling tools can link their role to overall strategy
• All relevant outlet information to
• Call objectives • Has an in-depth knowledge of the
hand. Journey plan completed and
The benefits are: • Review call history / records drinks industry
communicated to relevant personnel
• Reduces the chances of surprises • Sales presentations • Fully understanding the minimum
• Appointments made as appropriate
in the call execution standards and the 365
• Creates a professional impression Immediately before the call: essentials for the market’s priority brands
SMART OBJECTIVES
• Optimises the chances for success • Review call objectives
S Specific
with Sales Drivers • Review planned call approach ATTITUDE AND APPEARANCE
M Measurable
• Increases job satisfaction • Check sales tools / equipment • Is always positive, courteous and
A Ambitious and achievable
• Reduces stress • Check personal appearance loyal to the company: projecting
R Realistic and Relevant
• Review minimum execution standards a business image
T Timebound
for this outlet • Has self-motivation and accepts
• SMART objectives for each outlet, responsibility for results within
PLANNING & PREPARATION: Post Call: tailored to meet sales objectives their territory
It takes 21 days to form a • Review success vs. objectives
TOP habit. Make planning a habit
by practising for the next
• Review knowledge gained for other calls
• A maximum of 3 planned objectives
per call
• Is open to coaching and responds
positively to feed back
TIPS working month.
• Plan objectives for next call • Uses feedback to measure personal
performance

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 DWS STRUCTURED CALL

SALES DRIVER CHECK

On arriving at the outlet, the Sales Driver Check enables a review

of the call objectives, to check the relevance.
QDVPPP
Improving presentation and experience
QUALITY of the brand to shopper and consumer.

Ensuring the right brands and SKU’s, are

DISTRIBUTION available in all the right channels & outlets
to meet shopper and consumer needs.

Look at the outlet as if it is the

Making our brands (and brand messages)
VISIBILITY visible where the purchase decision is made.
first time you have been there.

CONSUMER There are 4 components:

1. External Check
& SHOPPER 2. Internal Check
The pricing objective within the
PRICE competitive set in the marketplace. 3. Recording Information
4. Finding Opportunities

Giving the shopper/consumer brand

PROMOTION building offers which drive sales.

Motivating outlet staff to recommend

PERSUASION and support Diageo brands.

TOP TIPS SALES DRIVER CHECK:

Always make sure you are checking the sales drivers that are part of the minimum sales standards for the outlet you are in.

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 DWS STRUCTURED CALL

SALES DRIVER DEFINITIONS

STANDARDS
EXTERNAL CHECK • What promotions are being run?
Exterior checked to note promoted lines, PRICING
The external Sales Driver check may enable • What merchandising opportunities
business opportunities, competitors activity • Notices opportunities for additional
you to assess the demographics and profile are there?
and POS. It may also give an indication to display or enhancing pouring status
of the surrounding area.
Look at Quality of drinks served. the ownership of the outlet.
PROMOTION
Are the correct execution standards in place?
What else is happening in the area? • Check the retail prices are in line with
INTRODUCTION
KEY CONSIDERATIONS competitive set and so not to hinder
• Seeks out decision-maker and
What type of other entertainment is on • Sales Drivers - what works in this outlet? rate of sale
appropriate staff and make
offer for the consumers (these are potential • Consumer/Shopper profile/type
introductions in a courteous, PERSUASION
competitors to your customer)? • Where is the Decision corridor?
positive business like manner • Identifies promotional opportunities
• Product Layout / Shelf facings / Displays /
What our competitors are doing? in line with customer and company
Stock levels / Promotions
DISTRIBUTION objectives
• Store room stocks
• Checks Diageo and competitor • Observes staff in outlet and seeks
INTERNAL CHECK (IN OUTLET) • Competitor activity
products stocked. Looks for distribution opportunities
Ensure that your customer is comfortable • 365 essentials
opportunities. Establishes status for key
with you doing the outlet check (if necessary ACTIVITY
RECORDING INFORMATION brands in outlet
call it a store report). • Notices competitor activity and records
Accurate completion of your call
QUALITY amends presentation accordingly and
Gain his/her permission and educate them achievements and associated notes in line
• Makes observations of the quality of communicates details with all relevant
that this is our approach to improve the with your markets guidelines.
drinks offered in outlets and samples personnel
quality of the sales call for both of us. Use the information to identify and address brands as directed for brand quality SEGMENTATION
opportunities. objectives
Look at the outlet as if you were a consumer. • Gathers information to correctly
FINDING OPPORTUNITIES • Date codes and temperature notes segment the outlet
From the information you have just gathered may also be made
• Are our brands positioned in the best MINIMUM EXECUTION STANDARDS
locations? are there opportunities, is the situation what
VISIBILITY • Understand the minimum execution
• Do our brands have the correct pricing? you expected?
• Checks display status in line with standards for each of the priority
• Do we have a fridge? Is it in the best Distribution status / Low/high stock levels brands in that outlet and seeks
outlet agreements
location? Display positions / Hot Spots Promotions compliance to this agenda
• What brands are being poured? Merchandising Opportunities.

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 DWS STRUCTURED CALL

REVIEW OBJECTIVES
STANDARDS
Having completed your Sales Driver check, We should then compare the notes made
you should consider the following points: during the outlet check with our pre-call
ANALYSIS STOCK AND ORDER
objectives and review them to re-establish
• Analyses information gathered • Documents a suggested stock / order in
Review if your SMART objective is still valid. our priorities.
• Tailors findings and uses them to review line with account / company objectives
objectives and to consistently amend • Minimum outlet execution standards are
Have you seen anything that changes your Then finalise your persuasive sell, the
the presentation in place for all relevant market priority
original objective? content/sequence of the presentation,
brands
anticipate potential objections and ensure
UPDATE RECORDS
Has a more urgent issue arisen? that all the relevant selling tools are available.
• In line with market guidelines REVIEW PERSUASIVE SELL/
• Communicates findings to any relevant PRESENTATION
Do you have to adjust your persuasive sell? Make sure any changes of objectives are
personnel after the call is made • Establish final content and sequence
recorded.
of presentation, ensuring account
What other issues have arisen that I can
REVIEW SMART OBJECTIVES requirements and company goals
address today?
• Reviews pre-call planning in the light are met
of outlet findings • Ensures all applicable selling tools are
Are your selling tools in order to meet your
• Adjusts objectives and presentation available and anticipates objections
revised objective?
to achieve maximum Sales Driver
(QDVPPP) potential
Are the minimum execution standards in
place?
REVIEW OBJECTIVES:
When reviewing objectives we should refer Fixing out of stock issues is
to the brand priorities and the minimum
execution standards for priority brands
TOP a priority objective. With
no product consumers can’t
in order to adjust our persuasive sell TIPS enjoy their favourite brands.
accordingly.

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 DWS STRUCTURED CALL

THE PRESENTATION

When we present to customers we use the 1. SUMMARISE THE SITUATION:

Persuasive Selling process. • Customer Goals & Objectives
• Ask questions to understand the customers needs
WHY DO WE USE PERSUASIVE SELLING? • Macro-changes or insights that create opportunity/issue
• Customer-specific opportunities/issues/needs being
IT HELPS US TO: addressed
Match the benefits of our proposals with the needs of
your customer and bring these together into a compelling 2. STATE THE IDEA
selling story. • Headline (picture) of the solution/proposal
• Opportunity size: “WIIFM” (What’s in it for me?)
WHAT IS IT? 3. EXPLAIN HOW IT WORKS
It is the way that we craft disruptive, compelling insight-led • Detail of solution or proposition
selling stories. • Commercial headlines
• Reasons to believe it will work
An organised sequence of events that ensures: • Execution headlines
• Customer needs are identified
• Benefits match needs 4. REINFORCE THE KEY BENEFITS
• Summarise Customer benefits
Satisfies customer commercial requirements. • Link proposal back to goals, needs, opportunities of STS
5. THE CLOSE
• Call to action
Can be used in many different commercial situations
PRESENTATION:
with customers.
When sharing new ideas or brands
remember this is the first time the WHEN DO WE USE PERSUASIVE SELLING?
TOP customer will see it. Be explicit with In all face to face meetings and always before any
TIPS the customer commercial benefits as
you share the features.
negotiation. The Diageo way is always to persuasively
sell first.

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 DWS STRUCTURED CALL

USE YOUR CORE SELLING SKILLS

STANDARDS
Understand the Customer Needs through INTRODUCTION EXPLAIN HOW IT WORKS
great Questioning and Listening. Then
SUMMARISE THE SITUATION summarise the Customer’s Needs, wants
• Always open the persuasive sell with a • This is the HOW to the WHAT delivered
confident and interesting statement/fact in State the Idea
and desires in the customers language. instantly gaining the contact’s attention • Clear communication of detail feature
link benefit match needs, commercial
SUMMARISE THE SITUATION argument as appropriate
STATE THE IDEA State the idea using clear Features. • Clearly sets the scene and conveys • Simple explanation of who does what
the key background facts to your where when
proposition
• Asks open/closed/probing/rhetorical REINFORCE THE KEY BENEFITS
questions to identify/confirm and • Summary of key issues and how
Describe the idea using Features and
EXPLAIN HOW IT WORKS create needs benefits address issue
matching them to the Customer’s Needs.
• Clarifies the situation back to the • Reinforces commercial arguments
customer

Reinforce the Benefits of the idea STATE THE IDEA

REINFORCE KEY BENEFITS relating to the Customer’s Needs, • Able to fluently link the summary to
use the customer language. thestatement, tailoring it to the account
and includes a numeric benefit to the
customer
• Statement is Simple, Clear & Concise
• Remember the ‘state the idea’ is where
you clearly articulate the WHAT of your
proposal

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 DWS STRUCTURED CALL

THE CLOSE
STANDARDS
A confident well timed Close will Very useful after Reinforce the “We agreed a technician will come WELL TIMED
ensure that you get agreement Key Benefits. and check the Guinness font, I will • Able to read body language and hears the buying signals
from the customer to your bring some Pimms glassware from
proposition. ASSUMPTION CLOSE my car, I am going to position REALISTIC
After the presentation, close some Pimms tentcards in the bar • Is always able to explain any proposal
As you finish your presentation, straight away. now and we will place an order POSITIVE
there are numerous ways to
for two cases of Pimms ready for • Close is positive and introduced when the opportunity arises
move the conversation towards “In view of our discussions I will
this hot sunny weekend that is
agreement and action. You can arrange your order for ten cases APPROPRIATE CLOSES
coming”.
ask a simple question to the to be sent.” • Is able to apply a range of closing techniques
customer: “What do you think?” STATUS CLOSE
Allow them time to share with ALTERNATIVE CLOSE HANDLES OBJECTIONS
Refer back to a satisfied AN
you their thoughts, questions Give the customer a choice or an • KLARDOC is how you remember the techniques to overcome an objection. Using
Other customer.
and ideas. There are other option. open questions to probe and really understand the “No”, “yes but….” will enable you
different types of close, select “Well Customer X implemented to suggest a solution. You will use the core skills to navigate an objection:
“...will it be purchased this week or the Sales Driver and if their
the one that best meets your K Keep Cool and Calm
next week?” success was repeated here you
needs in the particular situation. Take a breath if you are caught off-guard. It will re-centre you.
After closing, remain silent. “shall I rearrange the shelves would see an increase in the L Listen & Learn
As a technique, silence moves today or tomorrow?” category of 15%.” Ask probing open questions to understand the objection and what the customer needs.
the decision pressure to the A Acknowledge
customer and is more likely to SPECIAL BENEFIT CLOSE CONCESSION CLOSE Nod in understanding.
result in a positive outcome for “If you order today, it will be at pre Suggest a result bigger or higher R Refine and Isolate the Objection
the salesperson. increase prices.” than is wanted and then agree, Summarise all the objections heard, using the customers language.
gracefully to reduce the target. Ask which one is the priority.
SUMMARY CLOSE FEAR CLOSE
Summarise the key points from “If you do not order today, I D Define the Objection
The contact will then feel they Ask more open questions to define the objection.
the meeting and recommend cannot guarantee you stock.”
have influenced the decision. O Overcome or Outweigh
action:
MINOR POINT CLOSE Using the new information you can suggest an alternative solution using features
“So to summarise the Key Points Through the conversation you “Shall we say 3 cases per outlet and benefits.
from this proposition...” have agreed on minor points, and 4 in the larger outlet?’’ C Close the Sale
recap these before the final ask.
“Have I missed anything? Well, in The theory is that the customer ‘’No, that is too much.’’
which case, I suggest...” is in a positive, head nodding TOP THE CLOSE: When faced with an objection it may be tempting to tell the
customer all the reasons why they should buy your idea. Pause, take a
mindset and will be more open
to the final recommendation.
’OK let’s settle for 2 and 3.’’
TIPS breath and ask some open questions to understand why they said ‘no’.

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 DWS STRUCTURED CALL

SALES DRIVER ACTIVATION

STANDARDS
What are the actions that need to happen to How can I improve the space allocation to
ensure the minimum execution standards and maximise the impact of Diageo brands?
ACTION IMPLEMENTATION STOCK DISPLAY
365 essentials are in place for your market’s
• Agreements with Customer’s actions • All displays are replenished before
priority brands? Are our displays well stocked and is there
are implemented prior to leaving leaving the call
sufficient stock available on hand?
where possible
Do everything in your power to make it
POS/PROMOTION KITS
happen now! What type of Sales Drivers are our competitors
INCREMENTAL DISPLAY • Consistently uses current POS and
using?
• Consistently achieves incremental Promotion Kit material; takes action
If you can do it now, do it!
display opportunities and enhances to repair, replace or clean POS and
How will consumers see the displays?
pouring status Promotion Kits as appropriate
Don’t leave it to someone else or another
• Places POS and Promotion Kit material
time…
SIMPLE in outlet decision corridor and other
SALES DRIVER ACTIVATION: S Siting prime positions
Ask yourself what has changed as a result of
By offering to rearrange a I Impact
making the call?
TOP fridge or shelf you are helping
the customer to grow profit
M Message
P Price
What is the difference in the outlet that you
have made that will impact our consumers?
TIPS and saving them time too. L Life
E Ensure Safety
When looking for activation opportunities,
STOCK LEVELS
assume you are in the outlet for the first time
• All out of stocks are corrected before
– imagine this is your first visit and look for
leaving the call
opportunities.
• Any additional promotional stock
level requirements have a planned
Where are the hot spots within the
delivery time
decision corridor?

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 DWS STRUCTURED CALL

ADMINISTRATION
STANDARDS
WHY? - 4 KEY REASONS:
COMPLETING DOCUMENTS
TO COMMUNICATE Ensures all administration is completed
INFORMATION / ISSUES 1. IMPORTANT FROM BUSINESS promptly both internally and externally.
ORGANISATION PERSPECTIVE TO • Updates Customer Record
• Identifies and records future call
TO MEASURE / DISCOVER VALUABLE INSIGHTS objectives
MONITOR PERFORMANCE SPREAD THE • Ensures same day processing of
WORD CROSS all orders

TO MAINTAIN RELIABLE RECORDS FUNCTIONALLY ACCURACY

2. IMPORTANT FROM A PERSONAL • All records are accurate

TO REMAIN ORGANISED AND ACHIEVE ORGANISATION PERSPECTIVE

YOUR PERSONAL OBJECTIVES TOO!

Administration is one of the most important steps of the call.

ADMINISTRATION:
If it is not done, communication breaks down and important action points Complete administration as you go
are ignored. TOP through your day. You will remember
what you agreed to and it creates more
It brings a lot of information about what you do in your territory to the business TIPS time for you in the evening.
and it also helps you organise your territory, to plan and to achieve objectives.

Most of all, it is a way of you measuring your own performance.

Make sure your Customer Records are up to date at all times – this is valuable
company information.

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 DWS STRUCTURED CALL

EVALUATION
STANDARDS
WHY? - 3 KEY REASONS:
CALL EVALUATION
If you always do what you’ve always done you’ll always get what
• Analyses the call, reviews achievement
you’ve always got!!
of objectives, and the successfully
delivery of minimum outlet execution
Self evaluation and reflection also connects what you have
standards establishes whether
experienced in the 70% of 70:20:10.
achieved profitably and plans for
next call
Evaluating performance will ultimately lead to more objectives being
achieved and better quality objectives for your next call and beyond…
• Were the objectives SMART?
• Were they achieved?
• If not, why?
• What else did I / could I have achieved
CALL EVALUATION •
(365 essentials)?
Uses key learning for other calls and
devises future self-training objectives

SELF EVALUATION
• Can identify personal strengths and
development areas
SELF EVALUATION PERSONAL DEVELOPMENT
• Makes positive steps to improve
EVALUATION: performance based on self evaluation
As you go home reflect on what you achieved today or feedback

TOP and notice how you achieved it. Knowing you have

NEW OBJECTIVES TIPS

done all you can using all the tools and behaviours is
important to your mental well-being.

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 DWS STRUCTURED CALL

THE 6 SELLING TOOLS

The selling tools are the toolkit you have available to use with your buyer on the call. Different tools TOP CONTROL/IMPACT:
Use your documents to record brand and sales driver information.
will be needed in different situations, and are highly valuable to you during your presentation: TIPS Use to aid closing the sale & gaining agreement from customer.

STANDARDS

PEN COMMERCIAL LANGUAGE

• Focus attention Tailored product features and customer
• Used in conjunction with other selling commercial benefits:
tools to highlight /focus attention. 1. The Market in which the brand performs
Always used to reinforce points on 2. The Product itself
PEN COMMERCIAL SALES the closing documents
LANGUAGE PRESENTER 3. The Pack which contains the product
4. The Support given to create the demand
CALL OBJECTIVE 5. The Commercial Benefit (profit) the
• Control / Impact. buyer receives from selling the brand
• Defined SMART Objectives and
Customer’s details, where known. SAMPLE / POINT OF SALE
Condition
SALES PRESENTER • In pristine condition
Condition Usage
• As meets standards but always • Always demonstrates the product
updated including new information when the opportunity arises
SAMPLE/ CALL CUSTOMER FILE/ and tailored to customer
POINT OF SALE OBJECTIVE RECORD CARD CUSTOMER FILE/RECORD CARD
• Update your handheld, tablet or paper
documents after every call
TOP SALES TOOLS:
Ensure you have them with you at all times, keep them up to date with
• Ensure key outlet information is
recorded
TIPS relevant information and keep them charged, clean and tidy. • Include brand volume where available

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DIAGEO SELLING STANDARD

COACHING
 COACHING

WHY?
Diageo Sales Managers need to be great coaches. teams to maximise their skills and capabilities when
Coaching is a key part of the role of a leader in Diageo selling to our customers and support them by building
and it is an integral part of a successful Sales Manager’s meaningful and trusting relationships.
toolkit. Coaching is a powerful tool that can develop
individuals, unlock potential, grow capability and BENEFITS
retain staff. As Sales Managers we need to know how What are the benefits of coaching for the coachee?
important and effective coaching is and embrace it as
part of our day to day job. Coaching positively impacts people by helping them to:
• Establish and take action towards achieving
As Sales Managers coaching and feedback are essential business goals
tools to develop, grow and strengthen people’s sales • Become more self-reliant on the job
skills, which in turn grows organisational productivity. It • Gain more job satisfaction
is important to know the Diageo Way of Selling theory • No surprise conversations during P4Gs
and consistently support your teams to practise, give • Contribute more effectively to the team and Diageo
them feedback and improve their skills and behaviours • Take greater responsibility and accountability for
through coaching. actions and commitments
• Work more easily and productively with others
WHAT IS COACHING? (manager, direct reports, peers)
One definition is: • Communicate more effectively

“A coach is someone who tells you what you don’t The benefits to the line manager:
want to hear , who helps you see what you don’t want • Once team members can sell effectively they
to see , so you can be who you have always known refer to you less, which should give you more
you could be” opportunity and time to drive Performance with
Tom Landry (Dallas Cowboys NFL American Football other members of your team or capitalise on other
Coach 1960 – 1988) opportunities
• A motivated team will perform better
What this means to us as Sales Managers is that we • Unlock latent productivity
coach our teams through asking thought provoking • Improve people’s time management and efficiency.
questions, we use coaching models to inspire our • Increase productivity and profit

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 COACHING

HOW DO I COACH? THE DIFFERENCE BETWEEN FEEDBACK

There are multiple coaching and feedback AND COACHING?
models within Diageo. The ones listed here are
what we consider to be the best models to drive Feedback Coaching
performance within front line commercial roles. Focused on past behaviour. Focused on future
behaviour.
There are multiple models for coaching and One-way conversation. Two-way conversation.
feedback: Tell or advice giving. Inquiry based.
Reactive to a situation. Proactive towards a goal.
AID | GROW | EDIC | BOOST
Describes consequences. Explores options and
These are all frameworks and structures. They alternatives.
don’t tell you how to coach rather they guide Can increase self- Can lead to change of
you and help you when you have coaching awareness. behaviour.
conversations. You can use multiple models in a Delivered poorly it does not Can impact performance.
coaching or feedback conversation. impact performance.

The coaching conundrum is that line managers

believe that as coaches their coachees want
them to confirm their goals, provide feedback,
acknowledge talents or understand their needs.

Research shows that coachees actually want to be:

1) Stretched.
2) Supported through questioning to solve
challenges.
3) Guided by the sharing personal insights from
the Manager.

Source: Coaching Conundrum

29 BACK TO MENU
 COACHING

Our recommended feedback model is: Our recommended coaching model is:
AID GROW

ACTION GOAL
• Describe what you saw or • What specific outcome would you like?
heard happen • Ask the coachee to identify what their
objectives are. Work together to create
IMPACT S.M.A.R.T. objectives
• How you impacted me, the
business, another REALITY
• What is the reality of the current situation?
DESIRED OUTCOME • Explore with the coachee what their
• What can you do more of, perception of the situation is. What has
less of or differently? What happened? What has been achieved?
are the options for change? Who is involved?
• Feed forward planning
with the coachee. Ask OPTIONS
them to describe to you • What different options do you have to
and therefore themselves achieve your goal?
what they will do • Discuss with the coachee what they think

A.I.D. • Praise is another form of

feedback
the different ways are to achieve their goal
• Ask them to identify what they think they
AC TION | IMPAC T | DE S I R E D O U TCO M E should do vs you telling them

WHAT’S NEXT?
• Identify a clear plan for a way forward
• Summarise where you have come to in the

G .R .O. W. conversation. Allow the coachee to design

their action plan. Agree that they will write
GOA L | RE A LI T Y | O PT I ON S | WH AT ’S N EX T? it up and send it to you within a time frame

30 BACK TO MENU
 COACHING

A day in trade coaching model used at Diageo is:

EDIC

EXPLAIN
• Clearly describe what the skill, behaviour, process or
protocol is. Ask the coachee questions to check their
understanding of the subject

DEMONSTRATE
• Model the skill or behaviour you want the coachee to
imitate. This is achieved either through showing them
how to use a tool, role playing a customer conversation
together where you are the Sales Representative and they
are the customer or an alternative is for you to manage
a customer meeting with the Sales Representative
observing what you do

IMITATE
• The coachee repeats what they have seen you do either
within the context of the work place, a role play or with a
customer

CONSOLIDATE
• Review and discuss the learnings together immediately
after the event. Ask the coachee questions to understand
what they learnt and what they will do in the future
E.D.I.C . • This model is good to use when developing new skills and
behaviours with your coachee. This is optimally used in a
E XP L AIN | DEMON S T R ATE | I M I TAT E | CO NS O L I DAT E role play or when out in trade and you demonstrate how
to sell to a customer

31 BACK TO MENU
 COACHING

BOOST
Represents the behaviours and attitude which we use when coaching and giving feedback.

BALANCED
• Coaching and feedback is ideally balanced. In some
cultures we focus on being positive all the time and in
others people want to know what they should develop.
Look for a balance of both

OBSERVED
• When coaching or giving feedback ensure you have
observed and seen the behaviours or skills or the example
that you are referring to. Be objective

OWNED
• Believe and own what you say to the coachee. Be
responsible for the message you give and create joint
responsibility in finding a solution

SPECIFIC
• Avoid generalising. Give clear observed examples. Be
specific about future actions, be specific when unpacking
complex situations, be specific about linking actions to
future outcomes

B.O.O.S.T.
TIMELY
• The delivery of the coaching is timed appropriately. i.e.
BA L AN CED | OB S ERVE D | OWNE D | S P E C I FI C | TI M ELY A day in trade: coaching happens at the start of the day,
before and after a call and at the end of the day. It is not
a week after the day in trade via email (please refer to the
BOOST model)

32 BACK TO MENU
 COACHING

We have many different models in Diageo for Coaching and i. GROW - GROW should be used at the beginning and end ii. AID – AID should be used to provide feedback after every
Feedback. We have introduced four to use that we believe will of a trade accompaniment. At the beginning of a trade customer call
be transformational in driving knowledge, understanding and accompaniment use GROW to ensure you understand the
iii. EDIC – EDIC can be used alongside AID after every sales call
performance within your teams. All of these models can be goals (Business &/or Personal) of the coachee, the situations
so that you as the coach ensure clarity within the coachee
deployed in any teaching/coaching situation whether you are they face, the options they have planned to use today to
on the “what” and the “how” of performance.
in the office or in trade. deliver their goals and how you should work together.
At the end of the day use the GROW model to understand iv.  BOOST – All feedback and coaching irrespective of model
One question that we are often asked is “How should I use achievement against the objectives you set at the beginning should conform to the BOOST model
these models/approaches during a trade accompaniment?”. of the day as well as exploring future goals and ways
The infographic below will show you how you can use these of working.
models/approaches during a day in-trade.

CALL CALL CALL CALL CALL CALL CALL

1 2 3 4 5 6 7&8

START OF DAY END OF DAY

G.R.O.W. E.D.I.C. / A.I.D. E.D.I.C. / A.I.D. E.D.I.C. / A.I.D. E.D.I.C. / A.I.D. E.D.I.C. / A.I.D. E.D.I.C. / A.I.D. E.D.I.C. / A.I.D. G.R.O.W.

B.O.O.S.T.

33 BACK TO MENU
 COACHING

BEHAVIOURS TOOLS
A key element of coaching and feedback is the Coaching the seller accompaniment form (formally STANDARDS
behaviours that you use. Within Diageo we expect known as 2-in-a-car accompaniment form): to be used • The global recommendation is 60% of the sales manager time is in
our managers to adopt an adult to adult style of during a day when you coach a sales representative in field coaching
conversation vs a parent/child style. trade. • Coaching the seller accompaniment form – (2-in-a-car
accompaniment form) will be used to capture observations and
To know more about this concept please refer to the COACHING THE COACH ACCOMPANIMENT FORM an action plan for field sales representatives
Situational Leadership model (Ken Blanchard). (formally known as 3-in-a-car accompaniment form): • The global recommendation is 40% of the regional manager/field
To be used during a day when you observe a sales sales director time is in field coaching
Questions: manager coaching in trade. • Coaching the coach accompaniment form (3-in-a-car
A list of open questions to enable you to fully accompaniment form) will be used to capture observations and
understand the situation. an action plan for the Sales Manager
• A coaching conversation will utilise the GROW model including
Communication style: open questions to understand the situation
Know what your preferred communication style is, • The coachee should be talking the majority of the time (80:20 rule)
know what the different communication styles of your • The coaching conversation will have a clearly defined learning
team are and learn to flex. objective for the coachee created by the coachee
• It will be a balanced conversation, giving developmental actions
Silence: if required as well as positive observations
This can be effectively used throughout a coaching • The coaching is based on actions or behaviours that you have
conversation. As managers, we may have the COACHING:
observed yourself. You own the coaching that you give another
solution to the coachee’s problem or the answer to
their question. It is beneficial to ask questions and
TOP It takes practice to coach effectively.
Ensure you coach someone once a
i.e. A day in trade: coaching happens at the start of the day, before

sometimes remain silent and allow the coachee to TIPS week.

and after a call and at the end of the day. It is not a week after the
day in trade via email
explore the answers for themselves. • The coaching will relate to sales skills, behaviours, Diageo values or
Diageo processes and protocols (ie code of business conduct)
• AID is the model used to deliver feedback. It is balanced, owned,
observed, specific and timely
• EDIC is the model used when explaining skills, behaviours and
processes

34 BACK TO MENU
 DIAGEO SELLING STANDARD

ACCREDITATION
 MENU

CLICK TO GO TO RELEVANT SECTION

SALES SALES
MANAGER REPRESENTATIVE

36
 ACCREDITATION

SALES REPRESENTATIVE
THE BENEFITS
YOUR LEARNING JOURNEY • Creating a consistent
Your learning journey whilst in approach to selling
sales is composed of self-learning, will improve business
workshops, coaching and time performance
with your peers. Your learning • Continuous learning will
journey starts before entering happen on the job, in the
any workshops as you spend classroom and when learning
time in trade with your sales alone
manager, talking to your peers or • Understand where the gaps
completing e-modules on Diageo are in your capabilities and
Academy. where you can grow
• This process will support your
Post the face to face workshop of learning of the Diageo Way of
License to sell, you will complete Selling
a series of actions. These actions • Remember you get what you
are designed to give the you the measure. Measuring how
opportunity to re-engage with good we are at selling as a
the learning content, refresh your business will enable us to
thinking and practise. make proactive choices and
decisions on where and how
This approach fits with the we support the development
principle of 70:20:10. Each and growth of our teams
year your learning journey will
conclude with an accreditation
which is what Diageo understands
and you as an individual are
able to demonstrate that you
are operating, behaving and
delivering to the right standard.

37 BACK TO MENU
 ACCREDITATION

HOW? PRE- ANNUAL

As you can see in the diagram PRE-WORK DEEP DIVE EMBEDDING ACCREDITATION
ACCREDITATION ACCREDITATION
there are multiple steps before
the accreditation day. Your sales
manager will confirm with you Programme Getting Ready for Sign Off Core Selling Structured Call
LTS 2 day LTS Interactive Accreditation
what the plan is for you and your Explanation & Delegate
Workshop Toolkit
Video
Day in Trade
Skills Video Video
market this year. Expectations Learning TV Learning TV Learning TV

Trade Accompaniment Getting Ready Coaching

Persuasive Selling Video Coaching Conversation
with LM x1 for Sign Off Conversation
Learning TV with LM
Learning TV with LM

Structured call Persuasive

Structured Call Video Accreditation LTS Interactive
eLearning (Bronze) Selling Video
Learning TV Check List Toolkit
Learning TV

Persuasive Selling Trade

Core Selling Skills Accreditation
eLearning Accompaniment
Video Learning TV Day in Trade
with LM

Retail Maths Trade Accompaniment

eLearning with LM x1

Trade Accompaniment
with LM x1

LINE MANAGER COACHING

38 BACK TO MENU
 ACCREDITATION

STANDARDS

PRE-WORK EMBEDDING
• A minimum of 1 day in trade with your line manager • You will have a conversation with your line manager
learning about the trade, how to use the Diageo 8x6, reviewing the commitments and expectations from the
Persuasive Sell and Core Selling Skills License to Sell workshop
• Your line manager will use the ‘coaching the seller’ • Build an action plan designed to see you successfully
accompaniment form to understand your performance pass the accreditation
through the day and provide feedback and coaching • You will spend a minimum of two days in trade (min. 5
• You will complete 3 e-modules: Structured Call (Bronze), sales calls) with your line manager, practising what you
Persuasive Sell and Retail Maths have learned and experienced during the workshop
• Prior to attending the License to sell workshop you will • Your line manager will use the ‘coaching the seller’
have a conversation with your line manager about their accompaniment form to understand your performance
expectations for you during the workshop, what you through the day and provide feedback and coaching
should focus on and practise • Watch or complete the learning nuggets on Diageo
Academy. The topics you must cover are: Structured
DEEP DIVE Call, Persuasive Selling, Core Selling Skills
• You will attend a two-day workshop called License • Use the License to Sell Interactive kit
to Sell
• During the workshop you will complete an action log PRE-ACCREDITATION
and write commitments indicating how you plan to • Watch the ‘Getting ready for sign-off’ video on Academy
adjust or change your behavior and embed new skills/ TV. This video helps you to understand what happens
learning as part of attending this workshop on an accreditation day and how you can get ready and
be fully prepared to be successful
• Have a coaching conversation with your Line Manager
to discuss any concerns, review your sales skills, practise
some customer conversations or to understand more
about the Accreditation process
• Read the accreditation check-list (this can be
downloaded from the Diageo Academy as part of your
License to Sell curricula)

39 BACK TO MENU
 ACCREDITATION

STANDARDS

ACCREDITATION ANNUAL ACCREDITATION

• You will spend a day in trade with a manager • Every year you will be expected to demonstrate your
demonstrating that you are capable of the functional capability to sell using the Diageo Way of Selling
competencies and can articulate and achieve the approach
assortment and execution standards • To support this process you are encouraged to watch
• The manager accrediting you will use the ‘coaching the Academy TV: Core Selling skills, Persuasive Selling and
seller’ accompaniment form to understand and score Structured Call
your performance through the day • Use the Licence to Sell interactive kit
• You will spend a minimum of one day in trade with your
PASSING THE ACCREDITATION line manager (minimum five sales calls) supported with
You need to achieve a mark of 75% to have passed the coaching conversations
accreditation • You will spend one day in trade with a line manager
• >75% = Pass who will assess your sales capabilities using the
• 65%-75% = Developing ‘coaching the seller’ accompaniment form
• You will be provided with detailed feedback on areas
of strength and areas that you need to demonstrate UPDATING YOUR RECORDS IN DIAGEO ACADEMY
improvement on • Update your training records on Diageo Academy
• You will have a period of weeks (suggest 2-4), to post Accreditation
practice this feedback before completing another
accreditation sign off event
• <65% = Fail
• You will need to complete the training again paying
particular attention to areas of development
highlighted through the accreditation sign off event
• You will have an opportunity to participate in a future
event to achieve sign off

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 ACCREDITATION

SALES MANAGERS

YOUR LEARNING JOURNEY THE BENEFITS

Your learning journey whilst in • Creating a consistent approach
sales is composed of self-learning, to selling or coaching will
workshops, coaching and time improve overall business
with your peers. Your learning performance
journey starts before entering any • This process will support your
workshops as you spend time in learning of the Diageo Way of
trade with your manager or Sales Selling
director, talking to your peers or • Continuous learning will
completing e-modules on Diageo happen on the job, in the
Academy. classroom and when learning
alone
Post the face to face workshop • Understanding where the gaps
of Licence to Sell and Licence are in our capabilities and
to Coach, you will complete a where we can grow ourselves
series of actions. These actions • This process will support
are designed to give the you the the overall performance
opportunity to re-engage with management of your team
the learning content, refresh your • Benchmarking our teams via
thinking and practise. consistent coaching will ensure
we grow our talent
This approach fits with the • Remember you get what you
principle of 70:20:10. Each measure. Measuring how
year your learning journey will good we are at selling as a
conclude with an accreditation business will enable us to
which is what Diageo understands make proactive choices and
and you as an individual are able decisions on where and how
to demonstrate that you are we support the development
operating, behaving and before and growth of our teams
delivering to the right standard.

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 ACCREDITATION

PRE- ANNUAL
HOW? PRE-WORK DEEP DIVE EMBEDDING ACCREDITATION
This is the learning journey that ACCREDITATION ACCREDITATION
you will take as a line manager. It
is expected that you know and
understand DWS 8x6, Persuasive Programme Trade Core Selling Getting Ready for Sign Off Structured Retail Maths
LTS 2 day Accreditation
Explanation & Delegate Accompaniment Skills Video Video Call (Silver) (Off Trade Silver)
Selling, and Core Selling Skills Expectations
Workshop
with LM x1 Learning TV Learning TV
Day in Trade
eLearning eLearning
before learning to become a coach.
Trade Accompaniment SMART Persuasive Getting Ready Coaching
Coaching Conversation
with LM x1 Objective Video Selling Video for Sign Off Conversation
with LM
Learning TV Learning TV Learning TV with LM

Structured call Coaching 8x6 Coaching Retail Maths

Accreditation LTS Interactive
eLearning (Bronze) Models Series Essentials (On Trade Silver)
Check List Toolkit
Video Video eLearning

Persuasive Selling Trade Trade

LTC Interactive Accreditation
eLearning Accompaniment Accompaniment
Toolkit Day in Trade
with LM x1 with LM

Retail Maths
eLearning

LINE MANAGER COACHING

42 BACK TO MENU
 ACCREDITATION

STANDARDS

PRE-WORK EMBEDDING ON-GOING COACHING

• One day in trade with your line manager • You will have a conversation with your • The manager accrediting you will use the • The global recommendation is 60%
learning about how to observe the DWS line manager reviewing the commitments coaching the coach accompaniment form of the field sales manager time is in
8x6, Persuasive Sell and Core Selling Skills, and expectations from the Licence to to understand and score your performance field coaching
how to coach in the field and practise your Coach workshop through the day • Coaching the seller accompaniment
own coaching conversations • You will spend a minimum of two form – (previously known as 2-in-a-car
• Your line manager will use the coaching days in trade with your line manager, PASSING THE ACCREDITATION accompaniment form) will be used to
the coach accompaniment form to practising your coaching observations and Delegates need to achieve a mark of 75% to capture observations and an action
understand your performance through the conversations have passed the accreditation: plan for field sales representatives
day and provide feedback and coaching • Your line manager will use the coaching • >75% = Pass • The global recommendation is 40% of
• You will complete 3 e-modules: Structured the coach accompaniment form to • 65%-75% = Developing. the regional manager/field sales director
Call (Bronze), Persuasive Sell and Retail understand your performance through the • You will be provided with detailed time is in field coaching
Maths day and provide feedback and coaching feedback on areas of strength and • Coaching the coach accompaniment
• Prior to attending the Licence to coach • Watch or complete the learning nuggets areas that you need to demonstrate form (previously known as 3-in-a-car
workshop you will have a conversation on Diageo Academy: SMART objectives, improvement on accompaniment form) will be used
with your line manager about their Structured Call, Persuasive Selling, Core • You will have a period of weeks (suggest to capture observations and an action
expectations of you during the workshop, Selling Skills, DWS 8x6 Coaching Essentials 2-4), to practice this feedback before plan for the sales manager
what you should focus on and practise and Coaching Models completing another accreditation sign
• There is an interactive Licence to Coach kit off event
DEEP DIVE which is available for you to use • <65% = Fail
• You will attend a 2 day workshop called • You will need to complete the training
License to Coach PRE-ACCREDITATION again paying particular attention to areas
• During the workshop you will complete • You will spend a day in trade with a of development highlighted through the
an action log and write commitments manager demonstrating that you can accreditation sign off event
indicating how you plan to change your recognise the functional competencies • You will have an opportunity to participate
behaviour and embed new skills/learning of a sales person and the assortment and in a future event to achieve sign off
as part of attending this workshop execution standards
• You are able to coach using the Diageo
coaching frameworks and models

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DIAGEO SELLING STANDARD

iDEVELOP
 iDEVELOP

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45 BACK TO MENU
 iDEVELOP

WHY?
We have the leadership standard and • Each job role level within its job role family
commercial capability frameworks so that you is benchmarked against a specific set of
can clearly identify which capabilities you need competencies
to focus on, or build and develop as part of your • It is clear what is expected within each role
job. By learning what the capabilities are about to be successful
and the competencies within them you are
putting yourself in the best position to achieve WHEN
your aspirations in your current role as well as The framework can be used in coaching
identifying your stretch and preparing yourself conversations with your Sales manager or
for future roles. They are the principles which during P4G reviews.
underpin Diageo’s Performance Ambition.

WHAT? STANDARDS
• The iDevelop tool is designed to support • Complete the iDevelop assessment
your personal growth and development at annually before your P4G
Diageo • Identify the two big opportunities for
• To complete the questionnaire it is assigned growth to be built into your personal
to you on the Diageo Academy LMS development plan based on iDevelop
• It is an electronic tool which askes you a outcomes
number of questions specific to your job role • Review your development plan
• Once the questionnaire is completed it will regularly with yourself and with your
identify your strengths and development line manager
areas
• Your line manager will validate your answers
via an alignment conversation with you
• The frameworks clearly identify the You own the development
competencies expected within each conversations with your line
capability TOP manager, be proactive and ask
your line manager for some
• Each competency is defined and structured
in three levels: Essential, Advanced and TIPS coaching.
Mastery

46 BACK TO MENU