Total 249 words used.
Entities involved in the project are a global premium brand with retail roots and a local business built upon private label and value brands in foodservice. Such merger with contrasting models required tremendous effort for a seamless match. Rather than a one dimensional approach, the solution was a network of sales initiaves closely tied together, each addressing a different angle of 360 agenda. Integrated commercial strategy was crafted through the following workfronts:
Market Sizing
Both globally and locally, foodservice suffers from the scarcity of market data. For an accurate sizing and targeting, multiple internal and external sources such as Euromonitor and Deliveryhero were used to generate CDI (Consumption Distribution Index)
Distributor Network
Heinz had only 2 master distributors with weight distribution focus whereas Assan had 102 distributors focusing on numeric distribution. Network was optimised based on distributor assessments to cover whitespaces and increase distributor efficiency.
Hospitality Model
To capture growing hotel opportunity, segmentation was conducted to cluster each region based on their volume potential. This was followed by assigning specialized distributors and hiring hospitality development executives.
Gross-to-Net Model
After network optimization, existing gross-to-net model was revisited and transformed with a more profitable approach. Pay-for-performance program was introduced to as a key driver for Heinz penetration.
Sales Structure & Sales Tech
Comprehensive changes in sales strategy required a reformed sales structure with new roles and hires addressing each growth lever. Aside from structural changes, sellout data automation and perfect store program were introduced for data-based high-impact actions.
Nomination Title: Bosphorus Go-to-Market Project
