Shopper&Trademarke.ngconsul.ng

La.nAmerica2015

enjoy shopping!

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Mondelez:Promo-onROIanalysis

2

Thechallenge

Increasebusinessprofitabilitythroughtheimplementa.onofaPromo.onROIanalysisprocessthatcouldhelpgeneratemoresales

withlowerinvestments

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Mondelez:Promo-onROIanalysis

3

Whatwedid

•  AlignedTradeMarke.ngandSalesFinanceobjec.vestowardsthedefini.onofastandardizedprocess

•  Consulted Trade Marke.ng managers regionally (La.n America) to validatecurrentprocessesandprac.ces

•  Quan.fied necessary .me lapses to: analyze sales targets, calculate Promo.oncosts,calculatesalesliSs,definelogis.cs,measureandanalyzeresults

•  RedefineROIcalcula.onprocessandstartedregisteringpreandpostPromo.onvalues/projec.ons

•  CreatedaPromo.onDataBaseandadjusted logis.csoneveryPromo.onbasedonactualresults/learnings

•  Reportedachievementsandsharedthenewprocessacrosstheregion.RecognizedasaLABestPrac.ceandawardedassuch

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Mondelez:Promo-onROIanalysis

4

Resultsobtained

•  IncreasedPromo.onROIfrom0to+60%in12months

•  Generatedmore than 2MMUS$ in budget efficiencies used to increase bo`omlineprofitability

•  CreatedaPromo.onDataBasewithmorethan45entriesforfuturereference

•  Contributedto improveSales&Opera.onPlanningthroughaccurateforecas.ngofPromo.onbuildingblocks.

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Mondelez:TridentStaradapta-on

5

Thechallenge

Adaptaregionalstandardizedmerchandisingmaterialtolocalneedswhileensuring

incrementalShopperConversion

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Mondelez:TridentStaradapta-on

6

Whatwedid

•  Analyzedregionalbestprac.ceresults(BeldentWheel,Argen.na)andsolicitedasampletoverifydimensions

•  Run a survey among retailers to validate acceptance rate and/or adjustmentsnecessary

•  DefinednewdisplayblueprintandadaptedWheelto localproductspecifica.onsandretailersnecessi.es

•  Pilot tested 10 units in key outlets to validate “hot zones” in order to increaseShopperConversion.Run5Smeasurementsfor2straightweeks

•  Verified results and defined a clear execu.on guideline for the Sales Force tou.lizewhileexecu.ng:in-storeloca.on,productassortment,pricedisplay

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Mondelez:TridentStaradapta-on

7

Resultsobtained

•  100%displayimplementa.oninlessthan3months(500unitsna.onwide)

•  21%increaseinShopperConversionforTridentbrand

•  1MMUS$inincrementalRevenueforthecompany

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Mondelez:TridentStaradapta-on

8

Resultsobtained

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6

SantaTeresaRum:PerfectStoreOffTrade

9

Thechallenge

Definetheexecu.onguidelinesfortheen.reSaleForce,ineveryRetailEnvironment,along

theOffTradeChannel

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SantaTeresaRum:PerfectStoreOffTrade

10

Whatwedid

•  Went through all available research studies. Gather key data and outlinedshoppinghabitsandmissions,relevanttoourmodel

•  Analyzed sta.s.caldata to verifymarket trends.Combinedwith researchesandcreatedacustomersegmenta.onmodel(RetailEnvironments)basedonShoppingMissions

•  DefinedCategoryRole&StrategyforeveryRetailEnvironment(RE)

•  Defined Category Tac.cs/5P’s for every RE: Product Assortment, ProductPlacement,Pricepoint,POP&Promo.ons

•  Designed the printed tool (Execu.on Manual) and finally distributed it amongsalesmen

•  Conducted more than 15 trainings na.onwide to introduce the new execu.onculture. This project was awarded by Santa Teresa as one of their top 3 keyini.a.vesof2014

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SantaTeresaRum:PerfectStoreOffTrade

11

Resultsobtained

•  +15trainingsessionsna.onwide.Morethan110people trained inPerfectStoreprinciples

•  Plausible change in company’s culture towards execu.on. Recognized by CEO(Alberto Vollmer) as one of the most important gains in sales prac.ces incompany’shistory

•  ProvenincreaseinShopperConversionaSertheimplementa.onofPerfectStore(GranReserva+9pp&Linaje+2pp).Measurementsmadein5PointsofPurchase

•  Incorpora.onofTradeMarke.ng5P’saskeyperformanceindicatorsformonthlybusinessrevisions.Eleva.onofTradeMarke.ngDepartmentfromatac.calteamtoamorestrategicone.Incorpora.onofPointofPurchaseindicatorstoBusinessScorecard

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SantaTeresaRum:PerfectStoreOffTrade

12

Resultsobtained

5%#6%#7%#7%#8%#8%#9%#

37%#

PAMPERO#CACIQUE#500#

LINAJE#CACIQUE#LEYENDA#

CARTA#ROJA#SUPERIOR##

SANTA#TERESA#1796#GRAN#RESERVA#

ANTES&DE&TIENDA&IDEAL& DESPUES&DE&TIENDA&IDEAL&

ELEG

IR&

7%#

8%#

11%#

13%#

14%#

46%#

CACIQUE#ESTANDAR#

SUPERIOR##

CARTA#ROJA#

SANTA#TERESA#1796#

LINAJE#

GRAN#RESERVA#

MOSTRA

R&INTERE

S&

5%#

7%#

8%#

8%#

9%#

44%#

DIPLOMATICO#

SUPERIOR##

CARTA#ROJA#

LINAJE#

SANTA#TERESA#1796#

GRAN#RESERVA#

5%#

7%#

10%#

11%#

12%#

53%#

SANTA#TERESA#1796#

CACIQUE#ESTANDAR#

LINAJE#

SUPERIOR##

CARTA#ROJA#

GRAN#RESERVA#

9%#

4%#

7%#

9%#

2%#

4%#

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SantaTeresaRum:PerfectStoreOffTrade

13

Resultsobtained

Execu.onManual On-linetraining

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SantaTeresaRum:PerfectStoreOnTrade

14

Thechallenge

Definetheexecu.onguidelinesfortheen.reSaleForce,ineveryRetailEnvironment,along

theOnTradeChannel

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SantaTeresaRum:PerfectStoreOnTrade

15

Whatwedid

•  Used market data to define consump.on trends in whole Spirits Category inVenezuela.AnalyzedRumCategory consump.on trendsand iden.fied switchingtrendsduetoeconomicsitua.on

•  Performed 10 field trips and observa.on journeys to generate insights. U.lizedresearchdata(IPSOS)tosegmentconsumers

•  Combinedconsump.onpa`ernsbasedonage,energyandsocioeconomic level.Definedasegmenta.onmatrix

•  Recognized categoriesplaying inevery segmentanddefinedRumCategoryRoleforeachone.DefinedCategoryTac.csand5P’saswell

•  Established customer segmentsbasedon consumermatrix anddefined typesofinvestmentsandac.vi.es

•  PresentedprojecttoSantaTeresa.Pendingapproval

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SantaTeresaRum:PerfectStoreOnTrade

16

Resultsobtained

•  Unified execu.on criteria along every channel: Off Trade + On Trade. Oneumbrellaforeveryini.a.veimplemented

•  PerfectStore(Off+On)contributedtoconnectMarke.ng-TradeMarke.ng-Saleseffortsintoasinglestrategicprogram(eliminated“siloeffect”)

•  Aligned trade investmentcriteriaanddefinedaclearguideline forevery typeofcustomer.HelpedpreparetheSalesForcebeforeeverybusinessplannego.a.on

•  Connected customer behaviors with brand efforts in order to influenceconsump.onandmul.plyin-storeexperience

•  Expectedtogeneratebudgetefficienciesduetoimprovedresourcealloca.on(tobemeasured)

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SantaTeresaRum:PerfectStoreOnTrade

17

Resultsobtained

Canal

Plan en pareja o entre amigos cercanos. Lamo4vaciónesconversar,disfrutardeunacomidao relajarseenunambiente tranquiloyconpocoruido. La bebida no es un elemento importanteenlaocasión.

Elgrupoaumenta, lasparejasvandisminuyendoencan4dady losnivelesdeac4vidadcomienzanasubir.Hayunbalanceentreconversacionesdealto volumen en mesas y gente de pie. Lasbebidassonelcentrodelaocasión.

Elgruposocialsepotenciaaligualqueelniveldeac4vidad.Bailarydrenarenergíasseconvierteenla prioridad. Las bebidas seleccionadas debenjugarafavordela“ac4vación”.

Definición

Restaurantes

Cafés

Hoteles

Bares/Tascas

NiveldeEnergía(NDE)

- +

Discotecas

Portafolio

Planrelajado Tomarnosalgo Rumbaac4va

Perfiles Relax/Discernment Sociability/Belonging/Status/Display Release/Independence

WC V R VWC V R VW

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ExcelsiorGammaS/M:CategoryManagement

18

Thechallenge

ImproveSpiritsCategoryprofitabilityin3keystores,throughabe`erassortmentand

placementcombina.on

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ExcelsiorGammaS/M:CategoryManagement

19

Whatwedid

•  Analyzed24monthsofsalesdatainselectedstores(LaCalifornia,Vizcaya&SantaFé)

•  Applied “RDA” methodology to recommend assortment per store, categorizingSKUsaccordingto:profitability,seasonality,turnoverandproductshrinkage

•  DefinedCategoryRoleforeachone.Redefinedspacepercategorybasedonsamecriteria.Calculatedweightedprofitabilitytoensuremarginincrease

•  Designednewstorelayoutbasedonnumericalresults

•  WorkedalongwithCrea.veAgencytocreate“concept”anddefinenewambiance

•  Approvedbycustomer.La`ercancela.onduetoVenezuelancrisis

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ExcelsiorGammaS/M:CategoryManagement

20

Resultsobtained

•  1ppcalculatedmarginincreasebasedonnewassortmentandspacedistribu.on

•  Management of Out of Stocks through the crea.on of a “new arrivals” corner.FocusonstableSKUs(80%ofsalesand<5%OOS)

•  Store layout and planograms built according to Spirits Category decision tree,ensuringabe`ershoppingexperience

•  Be`erspaceusage,increasing9%thenumberofavailablefacings

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ExcelsiorGammaS/M:CategoryManagement

21

Resultsobtained

11%# 6%# 6%# 5%# 9%# 6%# 6%# 5%#7%#

7%# 9%# 9%# 7%# 8%# 11%# 10%#

9%# 12%# 6%# 5%# 6%# 7%#10%# 10%#

11%#4%# 6%# 6%# 10%# 5%#

5%# 7%#

9%#10%# 9%# 12%#

11%# 14%#15%# 19%#

28%# 35%# 36%# 33%# 30%# 34%# 28%# 24%#

25%# 26%# 29%# 29%# 27%# 26%# 24%# 26%#

Q4'12# Q1'13# Q2'13# Q3'13# Q4'13# Q1'14# Q2'14# Q3'14#

Aperi4vos,#Diges4vos#y#Mezclas# Bebidas#blancas# Cervezas#

Espumantes# Rones# Vinos#

Whisky#

0"

10"

20"

30"

40"

50"

60"

70"

0"

100"

200"

300"

400"

500"

600"

Q4'12" Q1'13" Q2'13" Q3'13" Q4'13" Q1'14" Q2'14" Q3'14"

Aperi1vos,"Diges1vos"y"Mezclas" Bebidas"blancas"

Cervezas" Espumantes"

Vinos" Rones"

Whisky"

827.888%

487.540%

718.409%

1.023.530%

2.255.643%

1.099.344%

1.346.238%

1.999.207%860%

603% 601%551%

589%

503%543%

579%

0%

100%

200%

300%

400%

500%

600%

700%

800%

900%

1.000%

0%

500.000%

1.000.000%

1.500.000%

2.000.000%

2.500.000%

Q4'12% Q1'13% Q2'13% Q3'13% Q4'13% Q1'14% Q2'14% Q3'14%

Margen%absoluto% Ac=vacion%

La#California.#

Período: Octubre 2012 – Septiembre 2014

!  Oferta de licores más concentrada versus el resto de las tiendas, con comportamiento estable entre 2013 y 2014.

!  Rones eleva su oferta y gana en participación acercándose al ingreso generado por Vinos.

!  Whisky recupera lentamente su disponibilidad aunque pierde relevancia y cede espacio a Bebidas Blancas, Espumantes y Rones.

#SKU activados por trimestre Mezcla de categorías por trimestre

Total SKU activados versus margen absoluto Neveras de lácteos

Entrada

Utensilios de fiesta

Nevera de cerveza

Celebración

Ron

Whisky

Columna

Whisky / Rones

Whisky / Rones

Celebración

Vinos Espum

antes

ADM

BB Celebración

Celebración

9 pa

sos

2 pa

sos

4 pasos

13 p

asos

5

paso

s

Shopper&Trademarke.ngconsul.ng

La.nAmerica2015

enjoy shopping!