new retail segmentation v2_indonesia_2015_understand your retailer.pdf

8/16/2019 New Retail Segmentation v2_Indonesia_2015_Understand Your Retailer.pdf

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An aff il iate of Phi l ip Morr is Internat ional

Indonesia New Retail Segmentation

1


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CONFIDENTIAL, for HMS PMID internal purposes only

Agenda

2

1. Case for Change

2. Project Objective & Deliverables3. Project Scope

4. Project Approach

5. Indonesia New Retail Segmentation

6. Case Study


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Agenda

3

1. Case for Change


4. Project Approach


6. Case Study


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Case for Change

4

1. Different segmentation for different retail channels, no holistic perspective on

where to invest and how much

STARInvestment co st 2012 = USD 1.1/000 stick s

1

2

3

4

5

RRO

1

2

3

4

5

I n d u s t r y V o l u m e A B

Space for CE

KAUSD 0.7/000 sticks

I n d u s t r y V o l u m e

Outlet Potential


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Case for Change

5



2. No/less information to justify strategic resources allocation

1

2

3

4

5

I n d u s t r y V o l u m

e A B

Space for CE

Where to deploy?• PPOSM

• Call cycle decision

• Retail Platform (SRC)


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Case for Change

6



2. No/less structured information to justify strategic resources allocation

3. No structured information on which brand(s) and mechanic to be activated at a

particular outlet

• >80% of commercial initiatives deployed at 1A and 2A regardless brand and mechanic

• Trade program scale in terms of participant number is predominantly big (>300

outlets) and lacking consumer reach information


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Case for Change

7



2. No/less structured information to justify strategic resources allocation

3. No structured information on which brand(s) and mechanic to be activated at a

particular outlet

4. Information from National Customer Survey 2010 was not incorporated to

segmentation and not fully utilized for commercial initiatives decisions

• Some areas did update the

information through ad-hoc surveys

(11 areas in 2011, 26 areas in 2012, 8

areas in 2013)

• Attributes are more on outlet qualityrather than capability/potential



Agenda

8

1. Case for Change


4. Project Approach


6. Case Study



Project Objective & Deliverables

9

Develop a new p rog ressive retai l segmentat ion encom passing retai ler, out let , and

consum er prof i les which wi l l enable us to al locate the r ight resources/r ight comm erc ial

in i t iat ives wi th the r igh t brand at the r ight touch point at the r ight t ime

Project Objective:

• Retail’s Commercial Drivers to be leveraged by HMS.

• Segmentat ion fo r al l retai l channels (RRO, IMO, KA, STAR, HOP) for m ore focus ,

ef fect ive & eff ic ient strategic resou rces al locat ion.

• Targeted commerc ia l in i tiative wi th the r ight b rand or mul t ibrands at the r igh t t ime

through st ructured informat ion f i l ter ing by not on ly Field Sales & Sales Promo Dept

but also b y Field Market ing, Trade Market ing, KA and Brand Management

• Consumer reach inform at ion for m ore eff ic ient deployment l ink ing to b rand

BPWATTS/BAM.

Project Deliverables:



Agenda

10

1. Case for Change


4. Project Approach


6. Case Study



Project Scope

11

• Mandatory Channels : RRO, STAR, Convenience, IMO, Spm/Hpm & HOP

• Additional Channels : EZD Downline, Strategic Marketing Outlets

• Project Area : Nationwide

Project Scope:


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Agenda

13

1. Case for Change


4. Project Approach


6. Case Study



Project Approach

14

1. Inspired by OC’s Leveraging the Trade concept but tailored to Indonesia market

dynamics, legal environment and business workload

Project Approach:

DevelopRetailer ValueProposition

Educationand

Activation

DevelopRetailer ValueProposition

Educationand

Activation

Define whatdrives mybusiness

PrioritizeChannel

AllocateResourcesand Deploy

Define what

drives mybusiness

Define

Channel Roleand Prioritize

Allocate

Resourcesand Deploy

Develop

Retailer ValueProposition

Education

andActivation

Leveraging the Trade Framework from OC

Indonesia Retai l Segmentat ion Framewo rk

Out of ScopeTailored



Project Approach

15

2. In other words, this is not a rocket science. This is simply combining and

enhancing information from current segmentation and National Customer Survey

and make a full use of it for resource allocation and commercial initiatives

deployment

Project Approach:

1

2

3

4

5

A B

+=Enhanced

Segmentation

Enhanced

NCS



Project Approach

16

3. Use current Sales System & Tool (iSMS with Handheld) to collect data

Project Approach:

• Attrib utes are mo re relevant for restricted

markets

• Requires heavy custom ization (t ime & cost) for

Indonesia

• Futur e Developm ent for IPAD (Field IQ)



Project Approach

17

4. Use OC’s Trade Segmentation Tool & Brand Plan Deployment Tool to plot the

outlets to segmentation grids and to filter outlets for a particular commercial

initiative (zero cost and no customization is required)

Project Approach:

Brand Plan Deployment Tool

Trade Segmentation Tool



Agenda

18

1. Case for Change


4. Project Approach


6. Case Study



19

Changing our commercial approach to optimize the allocation of

resources: Money, People and Time

Indonesia New Retail Segmentation

What drives my business?

Do I have the resources to grow up the business?

Am I allocating my resources efficiently?



20

B2B Framework

Define whatdrives mybusiness

PrioritizeChannel

AllocateResources and

deploy

Education andActivation

Adult smoker journey



Agenda

21

1. Case for Change


4. Project Approach


a. Workshop 1(i) Define What Drive My Business

(ii) Prioritize Channel

b. Field Survey

c. Workshop 2

(i) Strategic Resources Allocation

(ii) 3D Deployment Filter

6. Case Study



Agenda

22

1. Case for Change


4. Project Approach




b. Field Survey

c. Workshop 2



6. Case Study


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23

Commercial Drivers

1. Commercial Drivers determined based on external environment such as market

dynamics, commercial issues/opprtunities and brand BPWATTS

Brand BPWATTS &

Strategies

Market Dynamics

Commercial

Issues & Opportunities COMMERCIAL DRIVERS


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24

Commercial Drivers



2. Based on the external environment, commercial drivers have many variation start

from fundamental drivers to market spesific drivers

Handling AvailabilityProduct

VisibilityPOS

Comm.

Consumer

EngagementPricing

Retailer

AdvocacySpeed To

Market

CA

Support

Consumer

Data…

MARKET SPECIFICFUNDAMENTAL


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25

Commercial Drivers



2. Based on the external environment, commercial drivers have many variation start

from fundamental drivers to market spesific drivers

3. Based on all relevant factors in Indonesia, 5 commercial drivers and their

weighting already defined as follow :

POS Communication Ability to put POS material at optimum place 15% 5%

Consumer Engagement Ability, willingness and opportunities to interact

directly with adult smokers for trial and adoption10% 15%

Retailer AdvocacyRetailer’s capabilities to communicate product / brand

message to adult smoker20% 25%

Product Visibility Ability to display packs (i.e. facings, planogram, etc.)

including product staging25% 25%

Availability & HandlingNumber of SKUs listed at touch point, SKUs to be

available at touch, eliminating OOS Incidence 30% 30%

Commercial Drivers WeightingDefinition

Current Future


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26

Commercial Drivers

4. In order to elaborate and measure Commercial Drivers at touch point level,

attributes to translate the Commercial Drivers were identified as follow :

CommercialDrivers

Weighting Attributes Relevance LowCapability : 1

MidCapability : 2

HighCapability : 3

Availability &

Handling30%

Number of SKU Handling 20% 0-10 SKU 11-25 SKU > 25 SKU

OOS Incidence major brand

(HMS & Competitor) based on

survey - pack selling

5%less than 60% of

SKU available

60 - 80% of

SKU available

more than 80% of

SKU available

OOS Incidence HMS major brand

based on KSI - pack selling in t

he last 3 months

5%less than 60% of

SKU available

60 - 80% of

SKU available

more than 80% of

SKU available

Product

Visibility25%

Cigarette Display Location 10% HiddenFar from

Selling Point

At Selling

Point

Product Display 10% No Display Sleeping Pack Front Pack Facing

Space for Facing 5%Small (40 pack facing)

Retailer

Advocacy20% Active Communication 20% passive active influencer

POS

Communication15%

Visual impact 7.5% Less Moderate Vocal Point

Space for POS Comm 5%TPOSM / POC

onlyTPOSM & TTD Full Package

Owner Compliance of Execution 2.5% No Yes

Consumer

Engagement10%

Willingness 5% No Yes Initiative

Open Space 3% 0 - 5 m2 6 - 25 m2 >25 m2

Consumer Habit 2% Come & Go Hang Out


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27

Commercial Drivers

• Age

• Occupation• Open / Close Neigborhood

• Consumer Decision Making

• Regular / Iregular Consumer

• Consumer Reach• Peak Hours

• Peak Days

• Buying Frequency to Upline

• Distance to Upline (Time)

• Upline Name

• Payment Method to Upline

• Retailer Smoking Status

• Personal Interest

• Industry Volume

• Location vs Surrounding

• Opening Hours

• Building Type (Permanent / Non)

• Building Status (Owned / Rent)

• POS Indoor / Outdoor Regulation

• Registered by Cigarette Company

• Store Width

• % Business to End Consumer

ConsumerProfile

Retailer

Profile

Touch Point

Profile

4. In order to elaborate and measure Commercial Drivers at touch point level,

attributes to translate the Commercial Drivers were identified as follow :

5. To support Commercial Initiatives Deployment, it needs to collect additional

attributes by considering 3D parameter (consumer profile, retailer profile and

touch point profile) as listed below :


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Agenda

28

1. Case for Change

2. Project Objective & Deliverables

3. Project Scope

4. Project Approach




b. Field Survey

c. Workshop 2



6. Case Study


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29

After Commercial Drivers have defined, it needs to assessing the capabilities of each

channel to support brands by following 3 analyses :

1. Channel GETS Analysis

2. Competition Gap Analysis

3. Channel Profitability Analysis

Prioritize Channel


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1. Channel GETS Analysis – Current Condition

Prioritize Channel

Market

Relevance

Channel

Capabilities Scale of 1 to 3

Availability & Handling

Channel Gets Index

Commercial Drivers

RRO

2.5

2.08

STAR

2

1.68

IMO

2.5

2.38

CVS

3

2.88

SPM/HPM

2

1.55

HOP

1

1.60

Product Visibility 2 1 2.5 3 2 1

Retailer Advocacy 2 2 2.5 3 1 1.5

POS Communication 1.5 1.5 2 2.5 1 3

Consumer Engagement 2 2 2 2.5 1 3

30%

25%

20%

15%

10%

P i iti Ch l


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31



1. Channel GETS Analysis – Future Condition

Prioritize Channel

Market

Relevance

Channel

Capabilities Scale of 1 to 3

Availability & Handling

Channel Gets Index

Commercial Drivers

RRO

2.5

2.43

STAR

2

2.03

IMO

2.5

2.70

CVS

3

2.93

SPM/HPM

1

1.00

HOP

1

1.60

Product Visibility 2.5 1.5 3 3 1 1

Retailer Advocacy 2.5 2.5 3 3 1 2

POS Communication 1 1 1.5 2.5 1 2

Consumer Engagement 2.5 2.5 2.5 3 1 3

30%

25%

25%

5%

15%

P i iti Ch l


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32




2. Competition Gap Analysis – Channel RRO

Prioritize Channel

P i iti Ch l


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33





3. Channel Profitability Analysis – Channel STAR

Prioritize Channel

16,932

3,938

12,351

493 15

-

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

Gross Revenue Operation-RelatedSpendings

Trade-RelatedSpending

DME & TradeExpense

Net Profit

In ‘000 USD

Sales Volume (mio sticks) 249Total Customer 49,569

Net Profit (USD / ‘000 Sticks) 16.4

% Net Profit to Gross Revenue 24%

4,073

P i iti Ch l


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(9.1)

(19.4)

16.4

10.2

18.4 19.2 18.7

RRO SRC STAR HOP IMO CVC SPM/HYP

34





3. Channel Profitability Analysis – Summary

Prioritize Channel

Net Profit (USD / ‘000 Sticks)

A d


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Agenda

35

1. Case for Change


3. Project Scope

4. Project Approach




b. Field Survey

c. Workshop 2(i) Strategic Resources Allocation


6. Case Study

Fi ld S


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36

Field Survey

Channel Fact Sheet


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37

Channel Fact Sheet

By putting this (GETS Index, Competition Gap and Channel Profitability Analysis)

together combined with other elements for all channels, we compile the channel

fact sheets which become key document that is shared for strategic decisions

across the commercial organization to secure the necessary alignment and focus.

Channel Fact Sheet


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38

By putting this (GETS Index, Competition Gap and Channel Profitability Analysis)

together combined with other elements for all channels, we compile the channel

fact sheets which become key document that is shared for strategic decisions

across the commercial organization to secure the necessary alignment and focus.

Channel Fact Sheet

Agenda


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Agenda

39

1. Case for Change


3. Project Scope

4. Project Approach




b. Field Survey

c. Workshop 2(i) Strategic Resources Allocation


6. Case Study

Workshop 2 Objective


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40

Channel Segmentation and

Strategic Resources Allocation

Deploying 3-D Filtering

1

2

Workshop 2 Objective

Supporting Tools

Trade Segmentation

Tools

Brand Plan Deployment

Tools

What are the differences ?


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41


Trade Segmentation Tools Brand Plan Deployment Tools

• Call Cycle

• Sales Force Allocation

• Outlet Replacement

• Time Spent Allocation

• POSM Re allocation

• Brand Focus Availability Each Cluster

• etc

• Stick Selling

• Stock Management

• Visibility

• DST Deployment

• Mobile Entertainment

• Small Event

• etc

Strategic Resources Allocation Top Level Perspective

Non Related to Brand

Commercial InitiativesBudget Spending

Touch Point Granularity

Brand Related



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Trade Segmentation Tools

• Call Cycle

• Sales Force Allocation

• Outlet Replacement

• Time Spent Allocation

• POSM Re allocation

• Brand Focus Availability Each Cluster

• etc

Strategic Resources Allocation Top Level Perspective

Non Related to Brand

Example : POS Plotting and Segment Creation


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Example : POS Plotting and Segment Creation

1.0 1.4 1.8 2.2 2.6 3.0

* Below Break Even Point and low Get Potential

Industry

Volume

POS

Gets Index

Potential

C3

EXPLORE

*MINIMIZE INVESTMENT

C5

C1

INVESTDEFEND

C2

OPTIMIZE

C4

Score Card from Segmentation Tool


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Score Card from Segmentation Tool

Channel RRO


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Channel RRO

45

Y axis determined refers to current NCC approach :

– Bottom threshold : use threshold of class 4 (150 ppw) which is considered as less activity

cluster

– Top threshold : use class 1 threshold = 750 ppw

2.1 2.5

150

750

I n

d u s t r y V o l u m e

GETS Index

Commercial Drivers Wtd Capability GETS Capability GETS

Availability and Handling 30% 3 0.9 3 0.9

Product Visibility 25% 3 0.75 3 0.75

Retail Advocacy 20% 1 0.2 3 0.6

POS Communication 15% 1 0.15 1 0.15

Consumer Engagement 10% 1 0.1 1 0.1

Value of Threshold 100% 2.1 2.5

X Axis 1st threshold 2nd threshold

investexplore

explore

defend

minimize

Trade Segmentation Score Card (RJKI)


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Score Cards

Trade Segmentation Score Card (RJKI)

EXPLOREINVESTSegment Facts DEFEND MINIMIZE

# POS

Avg. Volume/Store

(Pack/Week)

Avg. Gets Index

Potential

1,085

1,844

2.6

4,703

1,460

2.4

27,661

723

1.9

310

124

1.8

Industry Volume

(mio stick/month)152 521 1,517 3

New Trade Segmentation Utilization (RJKI)


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Directions / Initiative

PM Strategic

Decision

Call Cycle (weekly)

PPOSM Investment

Planogram

Compliance

Availability

(Core Brand)

OOS

(Core Brand)

OOS

(Pot Brand)

Current Future Current Future Current Future Current Future

78% 69% 55% 36%

63% 36% 11% 10%

98% 98% 98% 94%

100% 100% 100% 100%

0.0% 0.0% 0.0% 1.0%

2% 3% 7% 17%

EXPLOREINVEST DEFEND MINIMIZE

Availability

(Pot Brand) 100% 99% 96% 88%



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PM Strategic

Decision

Visibility

Core Brand

VisibilityPot Brand

SOM


95% 84% 72% 67%

87% 68% 45% 38%

61% 60% 59% 60%


Trade Program

Shop Sign

Stand Alone

TTD

Stand Alone

SRC

- - - -

30% 12% 2% 2%

37% 26% 9% 9%

24% 8% 1% 1%



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PM Strategic

Decision

HMS

Carry Product

DJR

Carry Product

BAT

Carry Product


61% 33% 9% 10%

7% 6% 2% 1%

7% 6% 5% 6%


GG

Carry Product4% 4% 3% 3%


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Regional Outer Jakarta

Trade Segmentation Score Card (RJKO)


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Score Cards

Trade Segmentation Score Card (RJKO)


# POS

Avg. Volume/Store

(Pack/Week)

Avg. Gets Index

Potential

1,812

2,018

2.6

6,316

1,591

2.4

26,046

762

2.0

580

120

1.9

Industry Volume

(mio stick/month)277 762 1,506 5

New Trade Segmentation Utilization (RJKO)


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PM Strategic

Decision

Call Cycle (weekly)

PPOSM Investment

Planogram

Compliance

Availability

(Core Brand)

OOS

(Core Brand)

OOS

(Pot Brand)


81% 66% 38% 33%

68% 38% 11% 8%

99% 99% 99% 100%

100% 100% 100% 100%

0.0% 0.0% 0.0% 1.0%

3% 5% 11% 17%


Availability

(Pot Brand)99% 98% 94% 89%


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g ( )


PM Strategic

Decision

HMS

Carry Product

DJR

Carry Product

BAT

Carry Product


57% 30% 8% 4%

13% 9% 4% 2%

7% 7% 5% 2%


GG



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Area Retail Jakarta Barat

Trade Segmentation Score Card (Jakarta Barat)


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Score Cards

g ( )


# POS

Avg. Volume/Store

(Pack/Week)

Avg. Gets Index

Potential

191

1,897

2.6

891

1,405

2.4

5,403

718

1.9

145

123

1.9

Industry Volume

(mio stick/month)27 95 294 1



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g ( )


PM Strategic

Decision

Call Cycle (weekly)

PPOSM Investment

Planogram

Compliance

Availability

(Core Brand)

OOS

(Core Brand)

OOS

(Pot Brand)


85% 66% 41% 30%

60% 37% 10% 9%

98% 96% 97% 91%

100% 100% 100% 100%

0.0% 0.0% 0.0% 1.0%

2% 4% 8% 13%


Availability

(Pot Brand)100% 99% 97% 93%



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g ( )


PM Strategic

Decision

Visibility

Core Brand

Visibility

Pot Brand

SOM


94% 81% 64% 68%

87% 68% 41% 42%

57% 56% 57% 59%


Trade Program

Shop Sign

Stand Alone

TTD

Stand Alone

SRC

- - - -

29% 14% 3% 2%

38% 28% 8% 8%

23% 8% 1% 1%



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PM Strategic

Decision

HMS

Carry Product

DJR

Carry Product

BAT

Carry Product


60% 36% 9% 9%

6% 5% 2% 1%

6% 5% 3% 2%


GG



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Area Retail Bogor

Trade Segmentation Score Card (Bogor)


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Score Cards


# POS

Avg. Volume/Store

(Pack/Week)

Avg. Gets Index

Potential

533

2,021

2.6

1,697

1,581

2.4

4,918

797

1.9

64

121

1.9

Industry Volume

(mio stick/month)82 204 297 1

New Trade Segmentation Utilization (Bogor)


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PM Strategic

Decision

Call Cycle (weekly)

PPOSM Investment

Planogram

Compliance

Availability

(Core Brand)

OOS

(Core Brand)

OOS

(Pot Brand)


86% 64% 33% 8%

60% 29% 8% 5%

100% 99% 99% -%

100% 100% 100% 100%

0.0% 0.0% 0.0% 1.0%

2% 5% 10% 13%


Availability

(Pot Brand)100% 99% 97% 95%



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PM Strategic

Decision

Visibility

Core Brand

Visibility

Pot Brand

SOM


92% 82% 68% 80%

88% 69% 45% 44%

60% 60% 59% 65%


Trade Program

Shop Sign

Stand Alone

TTD

Stand Alone

SRC

89 76 61 31

29% 10% 2% 2%

100% 100% 100% 100%

16% 4% 1% 0%



64/89



PM Strategic

Decision

HMS

Carry Product

DJR

Carry Product

BAT

Carry Product


61% 29% 7% 0%

6% 7% 3% 0%

10% 6% 4% 5%


GG


Channel STAR


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65

Channel STAR has same approach and threshold with RRO

2.1 2.5

150

750


GETS Index

Commercial Drivers Wtd Capability GETS Capability GETS

Availability and Handling 30% 3 0.9 3 0.9

Product Visibility 25% 3 0.75 3 0.75

Retail Advocacy 20% 1 0.2 3 0.6

POS Communication 15% 1 0.15 1 0.15

Consumer Engagement 10% 1 0.1 1 0.1

Value of Threshold 100% 2.1 2.5

X Axis1st threshold 2nd threshold

investexplore

explore

defend

minimize

Channel STAR


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66

Score Cards


PM Strategic

DecisionCurrent

# POS

Avg. Volume/Store

Avg. Gets Index

Potential

Call Cycle (weekly)

PPOSM Investment

Future Current Future Current Future Current Future

130

1,426

2.6

1,419

800

2.4

28,064

346

1.9

7,116

109

1.7

0.5 *****

- ***

0.6 *****

- **

0.6 ***

- *

0.7 *

-

Channel Convenience


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CONFIDENTIAL, for HMS PMID internal purposes only 67

Commercial Drivers Wtd Threshold

Availability and Handling 30% 3 0.90

Product Visibility 25% 3 0.75

Retail Advocacy 20% 1 0.20

POS Communication 15% 3 0.45

Consumer Engagement 10% 3 0.30

Value of Threshold 100% 2.60

Y axis determined based on :

– Bottom threshold : same approach to RRO/STAR (150 ppw)

– Top threshold : average selling out account Indomaret (represent national spread of CVS)

= 666 ppw

investdefend

exploreoptimize

minim ize investment X Axis

Retailer Advocacy considered to be dynamic variabel

due to vary type of retailer advocacy degree of each

touch point which is very important to develop our

brand

2.6

666

150

Channel Spm/Hpm


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Commercial Drivers Wtd Threshold

Availability and Handling 30% 3 0.90

Product Visibility 25% 3 0.75

Retail Advocacy 20% 1 0.20

POS Communication 15% 3 0.45

Consumer Engagement 10% 1 0.10

Value of Threshold 100% 2.40

Y axis determined based on :

– Bottom threshold : same approach to Convenience (150 ppw)

– Top threshold : average Industry/outlet based on Nielsen survey = 618 ppw

investdefend

exploreoptimize

minim ize investment

X Axis

Basic commercial drivers needed to Spm/Hpm is

• Availability & Handling

• Product Visibility

• Consumer Engagement

2.4

618

150


GETS Index

Trade Segmentation Tools Application


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1 x 1

1 x 1

1 x 1

1 x 2

1 x 2

RRO

RRO

RRO

RRO & STAR

STAR

Cover

Cover

Cover

Cover

Replace

1st Priority

2nd Priority

2nd Priority

3rd Priority

No PPOSM Investment

Call Cycle Sales Force Allocation

Outlet Replacement PPOSM Investment

Trade Segmentation Tools Application


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Very Intensive

More Intensive

More Intensive

Maintain

Less Priority

All Brands

Min 13 brands

Miin 13 brands

Core and Potential Brands

Core Brands

Time Spent Allocation Brand Focus Availability

DO

Have

AnyIdea

? Y O

U



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Brand Plan Deployment Tools

• Stick Selling• Stock Management

• Visibility

• DST Deployment

• Mobile Entertainment

• Small Event

• etc

Commercial InitiativesBudget Spending

Touch Point Granularity

Brand Related

Brand Plan Deployment Tool


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Analysis & Assessment work

# targeted touch point

T a r g e t e d 3 - d i m e n s i o n a

l l y I n i t i a t i v e s Consumer

Profile

Retailer

Profile

Touch Point

Profile

Commercial Initiatives – Jakarta Zone


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Commercial Initiative Brief

B P W A T T S

Despite continued strong volume growth A Mild is facing increased competition challenging its

leadership of innovation and quality in the key, fast growing SKM LTLN segment, resulting in

slowing SOS growth

• Strengthen emotional link with existing smokers through increased LAMP/HOP platform

• Reinvigorate product perception for LA-29 smokers with product enhancement

• Leverage MLD12 as alternative choice for smoker LTLN in segment middle price

Target Consumer Source Brands Male LA-29

Brotherhood

SES A,B Awareness

Trial

Purchase

Smoker

BAM Focus

Penetrate

DRIVERS

Availability&

Handling

Product Visibility

Retail Advocacy

POSCommunication

ConsumerEngagement

S T R A T E G Y

Increase SoM MLD16 0.3

Objective

Commercial Initiatives – Jakarta Zone


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3D Filtering – Multi Brand Single Initiatives


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3D Deployment A Mild U Mild

Consumer Profi Consumer decision making (Smoker) Consumer decision making (Smoker)

Retailer Profile Retailer Smoking Status (Smoker) Retailer Smoking Status (Smoker)

Active Communication (Influencer &

Active)


Active)

Touch Point Profile %Business to end consumer (>80%) %Business to end consumer (>80%)

Brand Over Index Competitor (DJ

Super, FIM, Clas Mild, Dunhill Mild)

Brand Over Index Competitor (Pro Mild,

Clas Mild)

Initiatives : Stick Selling


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3D Filtering – Single Brand Multi Initiatives


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3D Deployment Stick Selling DST

Consumer Profile Consumer decision making (Smoker) Peak Days (Friday – Sunday)

Peak Hour ( > 18.00)

Consumer decision making (Smoker)

Retailer Profile Retailer Smoking Status (Smoker)Willingness to Consumer Engagement

(Initiatives, Yes)


Active)

Touch Point Profile %Business to end consumer (>80%) %Business to end consumer (>80%)





Brand : A Mild


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Flow of Thinking


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Top Down Budget

Bottom Up

Prioritization

Zone Region Area

Budget allocation for 500 touch points

Targeted 650 touch points Targeted touch point

Prior i t izat ion

Tools Governance


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Trade Segmentation

Tools

Brand Plan Deployment

Tools

HQ Channel Retail

HQ ZoneHSO Analyst

Regional Analyst

HQ Trade Marketing

HQ Consumer Engagement

HQ Channel Retail

HQ Zone

HSO Analyst

HQ Trade Marketing

HQ Consumer EngagementRegional Analyst (Sales & Marketing)

Area Analyst (Sales & Marketing)

Area Supervisor (Sales & Marketing)

Agenda


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1. Case for Change


3. Project Scope

4. Project Approach


6. Case Study


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Filtering outlet program

SRC & Klub Juara

New Retail Segmentation Utilization


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3D Deployment KLUB JUARA DSS COMBI

Consumer Profile

• Age (25-35, > 35)

• Occupation

(Buruh/Nelayan/Petani/Sopir &

Karyawan/Wiraswasta

• Regular consumer

Touch Point Profile

• % Business to end consumer (>

80%)

• Space for POS Communication

(TTD & Full Package)

• Visual Impact (Vocal Point)

• Building Type (Permanent)

• Area Surounding, Perumahan,

Industry, Terminal

Retailer Profile

• Owner Compliance of Execution

(Yes)

• Outlet good communication

• Selling Out GG Fim & Dj Super 12

Over Index (som > 23%)

SRCCurrent

SRC

Result

Filtering

# Outlet 86 60

# SRC match Filtering 13

CC 858

Klub JuaraCurrent

Klub Juara

Result

Filtering

# Outlet 100 184

# Klub Juara match

Filtering9

CC 545

3D Deployment SRC A MILD

Consumer Profile

• Age (18 – 35)

• Occupation (Karyawan/Wiraswasta/

Profesional & Mahasiswa)

• Regular consumer

Touch Point Profile

• % Business to end consumer (> 80%)

• Space for POS Communication (Full

Package)

• Visual Impact (Vocal Point)

• Building Type (Permanent)

• Building Status (Owned)

Retailer Profile

• Owner Compliance of Execution (Yes)

• Owner Communication to consumer

(Active)

• Owner willingness of Consumer

Engagement (Yes & Initiative)

• Total Volume >350 ppw

Area Retail Jakarta Selatan Area Retail Depok

New Trade Segmentation Utilization


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List Outlet SRC A Mild (Filtering NRS match with Panel Outlet) Area Jakarta Selatan

List Outlet Klub Juara (Filtering NRS match with Panel Outlet) Area Jakarta Selatan)


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Top 10 upline ws beserta jumlah

total downline masing2 ws

Top Ten WS Downline


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Jakarta Barat

Bogor

No Code # downline WS Name Cluster

1 BOG0003729 205 SUBUR JAYA PS. ANYAR ROYALCROWN2 BOG0000235 142 SINAR INTAN GRANDE

3 BOG0002491 135 SEKAR WANGI GRANDE

4 BOG0008031 110 1001 PREMIERE

5 BOG0002057 108 JAGO 3 GRANDE

6 BOG0005738 104 LESTARI MAKMUR GRANDE

7 BOG0001497 93 YUDI GRANDE

8 BOG0000494 92 SUKASARI II GRANDE

9 BOG0006662 84 ESKA GRANDE

10 BOG0005645 79 DEDE GRANDE

No Code # downline WS Name Cluster

1 JK30011577 167 TOKO ERY EXECUTIVE

2 jk30003417 164 TOKO CUNG GRANDE

3 JK30000579 146 TOKO AMOY EXECUTIVE

4 JK30001313 144 TOKO BUYUNG GRANDE

5 JK30002767 141 TOKO BARU GRANDE

6 JK30000904 121 UD. TRI WIJAYA GRANDE

7 jk30006153 121 PD. JAYA MAKMUR EXECUTIVE

8 JK30003379 97 TOKO SURYA ABADI GRANDE

9 JK30006608 97 TOKO KENCANA GRANDE

10 JK30011482 89 TOKO ILHAM EXECUTIVE

Thank You


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new retail segmentation v2_indonesia_2015_understand your retailer.pdf

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