3 "Outstanding feature of sales representative should be sincerity" Spanish barley for Albert thanks to El Aguila Ibecor training centre in Zaïre Heineken Belgium sends out its invoices J.H. Dello, Head of Catering Sales for Rotterdam district; Building site More interesting For a man who says he has 'ants in his pants' he's certainly remained loyal to one employer for a long time. For 32 years now Mr. J.H. Dello has been working for Heine ken in Holland and all that time in the catering sector. First as a catering trade representative, later as leader of the district sales team and since 1979 as head of sales for the bars, hotels and restaurants trade in the Rotterdam district. All Heineken customers receive bills for the goods delivered to them. The same is true of the customers of Heineken Belgium. But there used to be one difference: the (Belgian) customers were invoiced by Heineken Holland.This situation changed on 1st January this year. From then on Heineken Belgium has been invoicing its customers itself. And, according to Mr. Vertonghen, head of the accounts department at Heineken Belgium, that's "a great improvement". "Previously, Heineken Holland sent out invoices to our customers. All goods, return packs and advertising materials were specified on separate invoices. A separate invoice was even sent out for each product type. So the customer received a whole stack of bills for just one delivery. That had to be changed, as it was troublesome for the customers. Now our customers receive one single invoice direct from Heineken Belgium. Heineken Holland then invoices Heineken Belgium.The new system is much more efficient, for now we can soon see for ourselves what the position is as regards deliveries and amounts outstanding", says Mr. Vertonghen. Right from the very first day the Belgian invoicing system worked flawlessly. Heineken Belgium had already gained experience of its own invoicing system for deliveries of spirits such as Jagermeister, Coebergh blackcurrant gin, Hoppe liqueurs and Bokma genevas. The 'Vega de Nervion' from Bilbao docks at the malting plant to deliver the first 2,500 tonnes of barley. The very wet and cold summer in Central and Northern Europe has had an adverse effect on the barley harvest in these regions. Harvesting had to be delayed by three weeks. It was not until mid-September that the British barley was brought in, whilst farmers in Denmark were then still waiting to start harvesting. But the Albert malting plant in Ruisbroek (Belgium), in cooperation with El Aguila in Spainhad already found an answer to possible supply problems. Spain's accession to the E.C. means that the Albert malting plant has an extra possibility of purchasing its barley within the Common Market. In anticipation, a study of the quality of Spanish barley had already been made in the spring. Thanks to the help of El Aguila, the Albert malting plant was able to buy in Spanish-grown barley. The first ship, carrying some 2,500 tonnes of Spanish barley, docked alongside the malting plant at the end of August. In the second half of September a second batch of the same size was supplied. !wV From left to right: Messrs. Welmers (general managerDe Bruyn (production manager) and Janssens inspecting the first shipment of Spanish barley. To get ahead as a business yo'u have to invest. Not only in machines and buildings, but also in your employees, for instance by giving them the opportunity to attend training courses. A training centre has been opened in Kinshasa, the capital of Zaïre, especially for the African breweries. Technicians as well as commercial and accounting employees can boost their practical skills in this centre. Our photo shows a group of salesmen from Zaire, Burundi and Rwanda during a training session at the new centre. In the 1950s many pub-goers in Limburg still had to be convinced of the good taste of Heineken beer. "People in those days all drank Dutch gin (geneva).They'd been put off drinking beer because of the wartime brews which had not been really pleasant-tasting. When I went into a pub in those days, I'd offer a glass of Heineken to the people at the bar. I let them discover for themselves that the beer tasted good, whilst I clearly showed how much I enjoyed drinking it and told them how good it was. The method had excellent results." To expand the number of customers it was important thirty years ago to respond quickly when a new pub was being built. "Once a pub had signed a contract with another brewery you were not allowed (until the early 'sixties) to try to persuade that business to start selling your products. So, when we saw a building site for a retail business, we always went along and asked what sort of business it would be. If it was a pub, you had to contact the owner at top speed and convince him that Heineken beer was the best choice. Nowadays the system is completely different. The owner of the licenced premises comes along to the brewery and asks 'What have you got to offer me?" This big change has made the job even more interesting, Mr. Dello feels. "A representative has to maintain good contacts by providing the catering business with sound advice. For instance, if a representative has a poor knowledge of management and financial affairs, the customer's feeling will be: 'I'm getting no help with my problem', and that's terrible. It's the representative's task to chivvy the businessman along, to encourage him to run his establishment as efficiently as possible and to help him to obtain the resources that he needs to run that business." What makes a good representative? Mr. Dello ponders for quite a while and chooses his words carefully: "A good representative is a man with a big personality. He has to have a compelling presence, but without being arrogant. His outstanding feature should be his sincerity, which means that he has to have a sympathetic ear for the problems of the businessman.The representative's wishes are not important. Everything revolves around the customer." Mr. Dello is someone who has put in 100% effort for Heineken during those 32 years, including the past twenty years in Rotterdam. Shortly he will be moving to Maastricht, the city where he was born. At the De Ridder Brewery he will act as an adviser for the catering sector. "I hope that the knowledge I have built up, plus my Maastricht background, will help me to carve out commercial openings there for the sale of Ridder beer". It was 1955 when Mr. Dello completed his accountancy study and discovered that his ambitions lay more in the commercial field. An advertisement for a job with "a concern in the foods sector" caught his eye: that company (Heineken) was looking for a catering trade representative for Limburg Province. Mr. Dello did not meet two of the requirements (aged at least 30 and with a driving licence), but his studies had given him a thorough grounding in financial and economic matters. The upshot was that Mr. Dello became Heineken's youngest catering sales representative. In 1972 he was promoted to district team leader for the Rotterdam catering area, followed seven years later by his appointment to his present post. "As a representative you don't visit the customers simply to jot down their orders. You must try to build up a relationship and keep it going. You do that by giving the proprietor advice about running his business and by providing him with service.Those are the essential duties of a J. H. Dello is taking his leave of Rotterdam after twenty years and going back to his home town of Maastricht where he will be advising the catering trade sales department. representative. If your advice and your service are good, you know that that customer will stick with you."

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Heineken International Magazine | 1987 | | pagina 3