Before I go can somebody please tell me why about a year ago everything changed in our work patterns? For my 10 years with Kelloggs at least 2 tsrs(kms) were assigned to the same Rep and territory to merchandise the same stores which resulted with good rapport and familiarity with all locations of hutches backrooms, balers etc. Then we were sent up to 4 different territories not familiar with them and sometimes working for a Rep who did not appreciate us and criticizing and telling us we missed 1 or 2 or 27 cases of backstock! Was it just to inconvenience us to the point of almost quitting? I really would like to know the logic behind that change so if anybody can answer that i would greatly appreciate it. Thanks!
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Wow great post re: territories with stores that were closed in '16. Explains the rush and reactive nature of the Project W launch. It's so funny because I believe Kelloggs leadership thinks DSD team are borderline imbeciles. That we won't figure these things out. Clear from month one Project Wilson meant to fail to "prove" DSD non viable.
I am truly glad I am part of the Kelloggs family.
Just to confirm that Project Wilson was set up to fail. I got to see a map with store listing for the new territories once we are completely warehouse. The map and store listing still had stores listed that were closed between May and July of 2016.
The exit of DSD was clearly being planned shortly after Project Wilson was implemented.
On a side note and purely speculation, I think they named it Wilson based off the character from the TV show Home Improvement. You only ever saw Wilson's eyes. The rest of him was masked behind a fence. Perfect analogy for Kelloggs and their stance of "full transparency".
Nah, simply we were set up to fail to allow leadership to prove that DSD doesn't work.
Nothing else makes sense. Large territories failed the last time. Fact. Plus I'm sure DSD had no champions. Project W rushed into place. Barely 6 months into project W leadership negotiating with ChinaMart. Project W was born dead and was never meant to succeed. On the contrary, I think leadership would have been bummed if it succeeded.
Simply put leadership wanted DSD gone well before Project W and they were successful. It failed. It was meant to fail.
It created the narrative leadership was looking for . Reason to end DSD.
I would say quantity over quality or the philosophy of doing more with less