head of vodka pub & head of futures brazil
TRANSCRIPT
Premium spirits leader – production & distribution
Present in 180 countries
33k employees
THIS IS DIAGEO
WHISKY Johnnie Walker
Buchanan’s
J&B
Logan
Old Parr
White Horse
Black & White
Bell’s
Cardhu
Bulleit
BRANDS IN BRAZIL
RUM Zacapa
TEQUILA Don Julio
VODKA Cîroc
Smirnoff 21
Ketel One
CACHAÇA Nêga Fulô
Ypióca
BEER Guinness
SAKE Jun Daiti
READY TO DRINK Smirnoff Ice
GIN Tanqueray
Tanqueray Ten
Gordon’s
LIQUEUR Baileys
READY TO DRINK SERVE
Smirnoff X1
STRUCTURE & PRESENCE IN PUB
4 Offices: São Paulo (SP), Messejana (CE), Montevideo (UY) e Assunção (PY)
5 Distribution Centers: Vinhedo (SP), Jaboatão dos Guararapes (PE), Rio de Janeiro (RJ), Itajaí (SC) e Maracanaú (CE)
Diageo PUB : 1.100 direct employees
“From nothing Dollar Shave Club had built a 1 per cent
market share in just three years” (Mar ‘17)
“Since being founded in 2011, the Honest Company has
grown annual revenues to $300m” (Mar ‘17)
The traditional CPG & retail business model is being disrupted
globally by emerging, digitally native tech companies…
…and Brazil isn´t different
Highly Confidential
Traditional Model
Production
Supply Chain
Distribution
Retail
Marketing
Inform product development and portfolio with purchase data
Customise and personalise product through the supply chain
Track products through the chain in real time
Build their companies around authentic marketing & real-time customer service
Control every aspect of the purchase and product experience
A direct relationship
with the consumer, and
agile supply chain, allows
Digitally Native companies to…
These new entrants are using operational advantages to
take market share from established companies…
Digitally native advantages
Highly Confidential
Consumer Centric Route to Consumer Innovative Marketing Personalisation
Digitally Native Features
Company cultures set up to solve problems for the customer and challenge industry behaviours
Brand driven by differentiation in the product or service
Vertical integration of supply chain creates cost savings, control of experience and full data capture
Control of delivery allows for a better customer purchase experience
‘Growth hack’ strategies are cross functional and data driven
Brand typically driven by guerrilla/viral marketing
Intimate understanding of individuals drives hyper-personalised interactions
Offer customers targeted rewards to drive loyalty and lifetime value
Highly Confidential
Subscription
P&G launched a subscription razor service in April 2014 in response
to start-up services winning market share
Product Personalisation Launched Nike ID enabling
customers to fully customise their Nike shoes
via online portal
Data Monetisation
Kraft have released their recipe database as an API for third party developers to build apps and services
Direct to Consumer
Unilever acquired direct-to-consumer razor
business Dollar Shave Club for $1bn
Product Personalisation
Mondelez launched a direct to consumer Oreo
eCommerce portal where consumers could
personalise the product colour and packaging
Crowdsourced Workforce
Wholefoods announced a partnership with Instacart to offer 1 hour delivery of
all of their products in Sept 2014
B2B Marketplace
Heineken launched a B2B wholesale marketplace
allowing their customers to purchase other
beverage products e.g. Coca Cola
Direct to Consumer
Nestle’s Nespresso has been a highly successful
venture, locking in a large number of shoppers to the Nespresso brand
Forcing/Inviting big corporations to acquire, partner, develop their
own disruptive innovation project
Highly Confidential
MUSCLE OF A CORPORATE
SOUL OF A STARTUP
Industry knowledge
Trustworthy brand
Financial power
Existing customer base
Customer centric
Out-of-box thinking
Bold decisions
Rapid execution
CORPORATE GROWTH FACTORY
Highly Confidential
“Ironically, most Corporate Innovation leaders had more challenges with internal culture –rather than combating disruptive startups from the outside”
Highly Confidential
Highly Confidential