VP, Sales Strategy - AB InBev
VP, Sales Strategy
50 ‘Countries’ within a Country500 Wholesalers500,000 Retail Accounts across 10 ChannelsDiverse Brand & SKU PortfolioCompeting in all SegmentsDiverse Shopper ProfilesDiverse Retail Environments27,000 Sales Force
50 ‘Countries’ within a Country500 Wholesalers500,000 Retail Accounts across 10 ChannelsDiverse Brand & SKU PortfolioCompeting in all SegmentsDiverse Shopper ProfilesDiverse Retail Environments27,000 Sales Force
50 ‘Countries’ within a Country500 Wholesalers Strong Infrastructure Common PlatformDiverse Brand & SKU Portfolio Strategic Planning across 10 ChannelsDiverse Shopper Profiles 2-way CommunicationCompeting in all Segments500,000 Retail Accounts Disciplined Execution27,000 Sales Force Management SystemsDiverse Retail Environments
50 ‘Countries’ within a Country500 Wholesalers Strong Infrastructure Common PlatformDiverse Brand & SKU Portfolio Strategic Planning across 10 ChannelsDiverse Shopper Profiles 2-way CommunicationCompeting in all Segments500,000 Retail Accounts Disciplined Execution27,000 Sales Force Management SystemsDiverse Retail Environments
ChannelPlansPriority 1 (BIG BET)Priority 2Priority 3
ChannelPlansPriority 1 (BIG BET)PREMIUMLIGHTPREMIUMPriority 2Priority 3
DATA AND INSIGHTSMODELING (BIG DATA)RECOMMENDATIONS BY POC
200kAccountsJohn’s Grocery StoreBUSINESS PLAN INCLUDESDisplaysAssortmentTrade ProgramsSpace Targets
EXECUTION DASHBOARDRESULTSWHOLESALER SCALE UP% of Wholesalers Implemented90%70%3.3 million90% 1.4%Lift30%2012APT Applied Predictive Technologies20132014
GroceryOn PremiseConveniencePackage Liquor
GroceryGroceryCHANNEL quorOnPremisePackage LiquorSPECIFIC OBJECTIVESOn PremiseFLAWLESS EXECUTION
SEGMENTATION MODELIDENTIFYING OPTIMAL ROUTESDecision Tree MethodGEOGRAPHICACCOUNT SPLITBASIC(LEVEL 1)CHANNEL BASE(LEVEL 2)CHANNEL BASE(TURBO LEVEL 3)GroceriesGroceriesOff-PremiseC-Store ChainHigh DensityC-Store IndyPLSegmentedPackage n-PremiseOn-Premise-TurboNon-SegmentedSales Force SimulatorSegmentComboLow Density
EXECUTION DASHBOARDRESULTSC-StoreOn PremiseGroceryPackageLiquorRegion 1000 7Region 2 38 3 150Region 3 27 6 19 1Region 4 26 14 16-2Region 5 17 18 6 18Region 600 1 1Region 7 140 2-3Region 8 24 2 22-4Total 146 43 81 18% Change 29% 9% 26% 18%RegionAPT Applied Predictive TechnologiesWHOLESALER SCALE UP% of Wholesalers Implemented85%55% 3.4%Lift12%201220132014
IntroductionA 360 approach to the management of sales teams Routines7:00 AM7:15 AM7:30 AM7:45 AM8:00 AM8:15 AM8:30 AM8:45 AM9:00 AM9:15 AMMondayBegin in fieldOperational ControlMeetingVolume- 50%Volume- 50%Components % of VariableIn OfficeConference CallFrequency ofFrequency of Categories Sub CategoriesCategories Sub BudweiserBudweiserMegaMegaExecution- 50%Execution- port to officeTargeting Setting ProcessMonthly salerKPI/BudgetStrategicObjectivesApply aChallengeTargetsMonthlyMonthlyWholesalerSales DirectorTeam LeaderSales RepCommentsCommentsVolumedown toto 44 subsetssubsetstotoVolume brokenbroken downalignAOE KPIs:KPIs:align withwith wholesalerwholesaler AOETotalvolume(15%)Total volume (15%)BudMega (15%)(15%)Bud LightLight MegaBudweiser Mega (10%)(10%)High End nGameKPI11KPIX%X%HistoricalPerformanceSegment MeetingsWeekly PlanningMeetingComponents % of VariableFixedFixedX%X%TotalThursdayBegin in fieldGeneral Session Meeting3:45 PM4:00 PM4:15 PM4:30 PM4:45 PM5:00 PM5:15 PMCompensationTuesdayWednesdayBegin in fieldBegin in fieldMorning Team MeetingsAOE KPIsAOEKPIsKPI 2KPI 2Fixed PortionFixed PortionChoose upup toto 22 KPIsChooseKPIs perper segment:segment:Share ofof CasesShareCases onon DisplayDisplayShareofDisplayLocationsShare of Display LocationsShare of TapsShare of TapsBase DistributionBase DistributionGame Plan ExecutionGame Plan ExecutionSALES PROCESS PLAYBOOKSALES PROCESS PLAYBOOKSales Strategy – WOD DepartmentSales Strategy – WOD Department11
From Game Plan To POC Planning To POC Level Execution
OBJECTIVES CASCADING9mm Objectives500 Wholesalers27 k Sales Reps500k POCs
DASHBOARD KPIsVolume PerformanceShare of DisplaysBase DistributionShare of Taps
85.0%% of Objectives Executed with100% AccuracyYTD 2013:543,000SCORE THE STORE80.0%75.0%Lime A Rita70.0%Jan Feb Mar Apr May JunJul Aug SepConvenienceGroceryPackage LiquorOn Premise
SKU’s/POC10.310.820112012Share of Displays 16.5% 2.5pp69.7%12.02013Source: BudNET. Total US.67.2%67.5%201120122013Source: Mobility. Total US. 0.8ppShare of SpaceShare of Features47.4%46.6%46.6%2011201227.2%2013Source: Shelf Planning Plus. Total US. Off Premise Accounts 1.9pp201128.5%29.1%20122013Source: Feature Vision. Total US.*Share of Features YTD September (Feature Vision)
CATEGORY LEADERSHIPREVENUE MANAGEMENTSALES EXECUTIONTRADE MARKETING
SALES PROCESS PLAYBOOK Sales Strategy t WOD Department Introduction 1 SALES PROCESS PLAYBOOK Sales Strategy t WOD Department ïòì } Z } Z u vP u v }( o u Y Targeting Setting Process Monthly Targets Wholesaler Sales Director Team Leader Sales Rep Historical Performance Whole
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Press release - 25 February 2021 - 4 ab-inbev.com Modelo in Mexico and Michelob ULTRA in the US. Differentiate the core & smart affordability: Our core brands also delivered healthy volume growth in 2H20, demonstrating consumer trust in our unparalleled portfolio.
beginnings in the Belgian company Interbrew founded in 1987, which in 2004 merged with Brazilian brewer AmBev to form InBev. Then, in 2008 acquired the largest U.S. company, Anheuser-Busch, who had 50% of the shares of Grupo Modelo and Ab InBev was formed having annual income of 39, 758 million dollars.
ab-inbev.com Press release - 24 February 2022 - 1 1 Anheuser-Busch InBev Reports Fourth
Dresdner Kleinwort Frankfurt April 2008. 2 Consistent beer volume growth Revenue growth ahead of volume growth Improved cost management Margin expansion Enhanced cash flow management InBev – the first 3 years Progress Update. 3 26.1% 34.6% 31.9% 28.6% 0 5 000 10 000 15 000 20 000
information by certain large undertakings and groups, AB InBev has included in this Annual Report a non-financial statement reporting on corporate social responsibility matters. 1.3.6. Diversity The company strives to make AB InBev a community where everyone is included and respected. The company believes that a diverse team
Unit-V Generic competitive strategy:- Generic vs. competitive strategy, the five generic competitive strategy, competitive marketing strategy option, offensive vs. defensive strategy, Corporate strategy:- Concept of corporate strategy , offensive strategy, defensive strategy, scope and significance of corporate strategy
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