A variety of analytical tools provided fact-based insights into the drivers of performance which in turn drove significant RTM & RGM decisions
Innovation lead beverage industry practice
AC segmentation model; moving from “forcing” almost 240K customers into pre-defined clusters and delivering a PicOS customized to their individual realities
Machine learning model Suggesting order quantity by SKU by outlet by visit to reduce OOS based on audits and historical sales data
The Pick n’ Mix initiative was based on consumer insights of cross shopping behavior and multi purchase behavior
Driving sales and teen recruitment through an innovative; digitally-enabled customer & commercial integration
Revenue Growth Management
Redefined strategy with a focus on ensuring long term sustainable growth; minimizing short term impact in volume & strengthening competitive position
REDESIGNED OUR AT-HOME SSD ARCHITECTURE - to drive frequency via better fitting to Occasions and to Optimize Revenue
Cross functional system team tasked with deploying RGM 2.0 through the 10 step methodology
Tipping points of the success were via being ALWAYS : Affordable; Invest; Competitive; Agile; "One System"Mindset
4 level mitigation scenarios to convert crises into opportunity: Volume Uplift Mix Improvement; Trade Promotion; Consumer Promo; RSP increase
How to capture more value in a highly developed market without risking losing competitiveness?
Segmentation
Groundbreaking “Outside-in” approach using digital data to enrich and grow outlet universe
Connected CDE placements deliver clear productivity; effciency and promo benefits
Segmented Placement and Execution
Route-To-Market
"Ice Age "focused on 4 core pillars: Consumers; Market; Process; People
Implementation of "OOS Command Centre" that consistently reduced the OOS for Coca-Cola Brand
A fast; dedicated AfH Salesforce; operating brand specific was built: Hybrid model German business unit & Bottler (CCEAG) & wholesaler
Retake IC transactions growth AFH sustainably by focusing on 3 pillars
Coca-Cola @Work Business Model considering the weaknesses we must overcome and the opportunities we must exploit
The big idea was to leverage existing Dealer Own Cooler (DOC) to drive IC within Still Beverage Category
5 big bets: Reset of SSD OBPPC & PicOS; Accelerated RGM; Best in class customer collaboration; Step-change in commercial execution; “one team & one culture”
Partner Business Management System (PBMS) - “Engine of Growth” : Direct-Store-Service (DSS); SFA System; Integrated Platform; Customer Engagement Tool
Andina Argentina; long term IC Growth model: Achieving Exponential Growth through planned IC Coolers Investment
Forecasted “Future purchase rate”; “Anticipated spending” and “Move away rate (Defection)” for each shoppe
Digitalizing and Innovating our RTM to execute faster and accurately our consumer centric strategy in our Key Channels
Accomplishing two goals in this year: Encompassing the pillars of People; Processes; Technology (SFA) and Sales Models; Grow The National Execution Index (INE)
“Coca-Cola en tu hogar” (Home delivery) and a new category; Milk Santa Clara; we unlock the channel and brand potential with Troya plan delivering milk door to door
Provide a point of differentiation for 7-Eleven in Japan. The aging population meant that together;recruiting younger shoppers into 7-Eleven
Right Execution Daily
Be the most prefer partner by delivering a Tailor-made execution solution (Picture of Success) to each relevant customer cluster
New RED – keep the best of RED ideology and make it work through new technology
Drive Volume with RED through; Increasing Coverage; Increasing RED Score; Improving RED Volume Impact; + Optimizing Project Investment
Portfolio with MOST VALUABLE PRODUCTS while augmenting OUTLET BASE by: PicOS Compliance; Space Growth; CDE Penetration; Portfolio Availability; Outlet Growth
Incorporating and digitalising every touchpoint; process and tools provided to the Field Teams; all designed to develop Sales Entrepreneurs of the Future