APPENDIX I – PROCESS FOR BUILDING THE MODELS - FLOWCHART APPENDIX II – SALES MODEL PREVIEW APPENDIX III – EXAMPLE OF THE NOTORIETY MODEL REPORT APPENDIX IV – KEY LEARNINGS AND BELBIN ANALYSIS

Work Project presented as part of the requirements for the Award of a Master Degree from NOVA

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School of

Business and Economics

Consulting project for the marketing oil department of Galp Energia

APPENDIX

Consulting Lab carried out under the supervision of:

Professor Constança Monteiro Casquinho

Professor Fábio Santos

January 8

_{, 2016}

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APPENDIX I

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PROCESS FOR BUILDING THE MODELS - FLOWCHART

APPENDIX II

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SALES MODEL PREVIEW

APPENDIX III

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EXAMPLE OF THE NOTORIETY MODEL REPORT

APPENDIX IV

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KEY LEARNINGS AND BELBIN ANALYSIS

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EVERY PROJECT HAD REGULAR SYNDICATION AND TESTING UNTIL THE DELIVERED VERSION WAS BUILD

APPENDIX I

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PROCESS FOR BUILDING THE MODELS - FLOWCHART

PROJECT START EXTERNAL ANALYSIS INTERNAL ANALYSIS

1ST_{DRAFT OF}

MODEL STRUCTURE DEFINING CLEAR

GOALS AND KEY DELIVERABLES APPROVED? APPROVED? DATA COLLECTION AND PREPARATION

TESTING THE 1st DRAFT-MODEL

APPROVED? 1st_{DRAFT MODEL}

DEVELOPMENT MODEL DEVELOPMENT DATA COLLECTION AND PREPARATION TESTING THE MODEL WORK SHOP FINALIZING THE MODEL PROJECT END SYNDICATION BETWEEN TEAM AND

CLIENT

SYNDICATION BETWEEN TEAM AND

USERS

SYNDICATION BETWEEN TEAM AND

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APPENDIX I

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PROCESS FOR BUILDING THE MODELS - FLOWCHART

APPENDIX II

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SALES MODEL PREVIEW

APPENDIX III

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EXAMPLE OF THE NOTORIETY MODEL REPORT

APPENDIX IV

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INDIVIDUAL REPORTS

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 Mapa de Campanhas - This sheet is where the user inputs the details of the campaign being evaluated. Every square in blue needs to be filled in order to make all computation onwards.

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 Códigos de produtos –in here the user has to input all data relative to the products that are affected by the marketing campaing being evaluated. The ID code, category where the product belongs as well as its contribution margin per unit.

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 Vendas mensais por posto e produto - Last but not least, the use has to fill in this sheet with all data relative to the sales performance in units per gas station and product.

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 All data is reorganized automatically into pivot tables that, with the help of a powerful excel add-in that will make this workbook similar to SQL based database. This add-in, the PowerPivot for Excel, enables the user to import millions of rows of data from multiple data sources into a single Excel workbook. This way, the user can see every detail of each campaign being analyzed in detail, either by units, margins, revenues, station and product.

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 Análise de Campanha –The output of this model is the last spreadsheet of the excel file which gives all the performace analysis per campaign individually

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APPENDIX I

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PROCESS FOR BUILDING THE MODELS - FLOWCHART

APPENDIX II

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SALES MODEL PREVIEW

APPENDIX III

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EXAMPLE OF THE NOTORIETY MODEL REPORT

APPENDIX IV

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KEY LEARNINGS AND BELBIN ANALYSIS

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APPENDIX III

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EXAMPLE OF THE NOTORIETY MODEL REPORT

Relatório

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Report that is automatic filled with the final conclusions

Ficha de Campanha

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Form to be filled by the user with campaign details

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APPENDIX I

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PROCESS FOR BUILDING THE MODELS - FLOWCHART

APPENDIX II

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SALES MODEL PREVIEW

APPENDIX III

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EXAMPLE OF THE NOTORIETY MODEL REPORT

APPENDIX IV

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INDIVIDUAL REPORTS

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THE BELBIN TEST COULD EXPLAIN THE DIFFERENT ROLES OF MEMBERS WITHIN A TEAM

APPENDIX IV

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INDIVIDUAL REPORT

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BELBIN RESULTS

Top 3

Bottom 3

INTELLECTUAL

FINISHER

MONITOR

 During this project, I was able to confirm my top 3 roles within the team

 Due to be a team project, I could verify my capacity of being a team player. Always ready to help my colleagues with enthusiasm, which I consider really important for the success of the team and of the project

 At the same time, sometimes I had the president role especially when I had the role of project leader. I always tried to clarify the objective, to define the priorities and to make working plans in order to get to the final goals

 Finally, operational role was showed in the practical side of our project, when we had to implement our models evaluating actual campaigns

 On the other side, during this project, I could verify the roles that do not fit me in a team work. A possible justification for this is the fact that I am an extrovert person

 Due to the fact that I am not a creative and imaginative person, it is quite hard to me to take the intellectual position

 I truly believe that the fact of being an operational person is the cause of lack of perfectionism and, therefore it is hard to me to take the finisher role

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THIS EXPERIENCE WAS EXTREMELY ENRICHING TO MY PERSONAL AND PROFESSIONAL DEVELOPMENT

APPENDIX IV

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INDIVIDUAL REPORT

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KEY LEARNINGS

PERSONALLY

PROFESSIONALLY

Working for the first time with two people with different backgrounds enable me to improve team works skills, which I consider fundamental nowadays

TEAM PLAYER SKILLS

Sometimes the work doesn’t have the pace that you desire and the motivation could fail. Managing work expectations it is

really important to keep the motivation in order to get the objectives MANAGING EXPECTATIONS

Having the opportunity to talk with clients in consistent meetings, improved my communication skills COMUNICATION SKILLS

Having consistent feedback is the most important thing in a consultancy project. The client should feel part of the project, surprises should not exist

SYNDICATION

This is one of the main learning in the consulting lab, we should always under promise to give low expectations to the client and in the end give something that is much better than what they were expected

UNDER PROMISING AND OVER DELIVERING

When there is a workshop or a meeting, which there are some decision to be taken, preparation is everything. This also applies for presentations that suddenly had to be shortened

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BELBIN MODEL SUGGESTS THAT THE “DIFFERENCE BETWEEN SUCCESS AND FAILURE FOR A TEAM WAS NOT DEPENDENT ON

FACTORS SUCH AS INTELLECT, BUT MORE ON BEHAVIOUR”

APPENDIX IV

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INDIVIDUAL REPORT

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BELBIN RESULTS

The Belbin results could not be more precise and alligned with my behaviour as a consultant. I truly believe that I am a “stable, extroverted and not very dominatingperson”(characteristics of the Team Worker Psychological role) who knows how to listen and encourage every team mate to get the best performance out of the group. Fortunately enough I had an amazing team backing me up all the way until the end of this project which made it an unforgettable experience.

Regarding my Operational and Monitor side, I am clearly a person with more interest in “practical things than abstract ideas”. I prefer to work methodically and efficiently towards a well-defined objective goal. Any deviation from that path will most certainly make me feel uncomfortable. Project objectives and tasks must be clear, concise and specific to be fully achieved.

Taking into consideration the characteristics of my bottom 3 team roles I agree with this result entirely. Both President and Prospector make total sense not only because I am usually not the person who coordinates and defineseveryone’stask within a team, but also for the reason that I am not the one that took initiative to approach people we needed to get in touch within the company.

As far as the Strategist role goes I do believe that when, as a team, we are brainstorming about ideas that are a little bit more abstract I lack the capacity to give them “form and coherence in order to put them in effect through strategic objectives”. Taking initiative in leadership roles as well as developing efficient and clear communications skills are definitely things that I have to work on to succeed in my future professional career.

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AN UNFORGETTABLE EXPERIENCE THAT FORCED ME TO THINK OUTSIDE THE BOX AND TO STEP OUT OF MY CONFORT ZONE

APPENDIX IV

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INDIVIDUAL REPORT

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KEY LEARNINGS

PERSONALLY

PROFESSIONALLY

Everything may change from a minute to another and one must be flexible enough to adapt to that FLEXIBILITY

We do not have access to everything we need whenever we need it. One must be patient and have a positive mindset at all times in order to keep the group focused on the ultimate goal

PATIENCE

Even the most robust models fail to take into account some kind of factors that cause results to be off track. The important thing is to test, predict, compare against results, and keep improving the methodology to get us gradually closer to the holy grail

THE PERFECT MODEL DOES NOT EXIST

After this hands-on-approach experience I truly believe that syndication is a powerfull tool that needs to be reckon. Building strong professional relations and networks within a company is key to suceed throughout a consulting project. Giving constant feedback to the client allowed us to work more efficiently

SYNDICATION

Never promise something that you are not 100 per cent sure you will be able to deliver. Managing client expectations is key to never let him down. When you under promise something the probability of over delivering is extremely higher

UNDER PROMISING AND OVER DELIVERING

Which 20 per cent of work produces 80% of the result? This is a key question that every consultant needs to ask himself before embracing a new challenge. When we are dealing with big databases, deadlines are tight and the client is eager to see results this rule is a life saver

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THE BELBIN TEST IS A TOOL TO HELP UNDERSTANDING THE ROLES IN A TEAM. IF HELPS RECOGNIZING OUR STRENGHTS AND POINTS

FOR IMPROVEMENT

APPENDIX IV

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INDIVIDUAL REPORT

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BELBIN RESULTS

Top 3

Bottom 3

Throughout the current project I can resemble to different moments where president, intellectual and finisher characteristics (according to the Belbin test) stood out in my behaviour.

Sometimes the situation asked for clarification and structure, and I promoted definition and coordination of tasks and priorities. At the same time, I tried to make the most out of each team member skills, which became easier as we got to know each other better. I also recognize that when a group does not know me yet well, I need to try to not come across as dominant and therefore I compensate with more flexibility and more easy-going posture. Often when adopting president characteristics, I also demonstrate intellectual and finisher traits. Intellectual, when problems need to be redefined and new solutions are needed–then I become more creative–and finisher, when there is some urgency, usually due to approaching deadlines. I believe that the merge of these characteristics helped maintaining the group and work on track, avoiding last minute over-work peaks and supporting the delivery of a high-quality solution to the client. All in all, I am grateful to have over-worked with this amazingproject’steam as they helped balancing moments of impatience with moments of creativity and relaxation.

According to the Belbin analysis, the less prominent roles describing me are: monitor, strategist and prospector. In several aspects I can relate to a monitor behaviour, when I expect a certain standard of performance from my team. However, the test may have revealed this as a weak trait, for two reasons: I have been having the pleasure of working with talented people; and I learned how to bring out the best out of people (a characteristic from the president team role).

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THE LAST 4MONTHS EXPOSED US TO NEW SITUATIONS THAT, WITH THE CORRECT GUIDANCE, MADE US GROWTH AS INDIVIDUALS AND PROFESSIONALLY

APPENDIX IV

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INDIVIDUAL REPORT

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KEY LEARNINGS

PERSONALLY

PROFESSIONALLY

Looking for praise is only good to our egos. Instead, when we seek for constructive, real feedback we are given the opportunity for improvement. Having someone asking“why”and“how”is a privilege that guides us to always do better

LOOK FOR CONSTRUCTIVE FEEDBACK

Coming from a technical background I realized throughout my management master and, specially, during my master thesis how differently people thing and understand. Communication is key, and learning to reach more people was a great achievement

DIFFERENT WAYS OF EXPRESSING IDEAS

Even though I had the pleasure to work with an amazing team, each has different personalities. Having a daily exposure to different personal traits provided a great environment do develop on soft skills

MANAGEMENT OF DIFFERENT PERSONALITIES

Syndication is the key work of the experience. It expresses the importance of constant feedback and no surprises, that revealed to be essential to improve our solutions and precisely answer theclient’sneeds, without compromising any relation

SYNDICATION

Because often reality differs from what is planned, it is important to leave room for extra work, thus not to over promise. Besi-des, we always impress when over delivering, but disapoint when delivering below expectations. The first alternative is the best

UNDER PROMISING AND OVER DELIVERING

Secretaries are (hopefully always!) nice people whom we meet regularly at a company. They master client’s schedules and habits and can make our work easier by helping with small, yet important, details, such as arranging 5 minutes for syndication