new retail segmentation v2_indonesia_2015_understand your retailer.pdf
TRANSCRIPT
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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
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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
2. Project Objective & Deliverables3. Project Scope
4. Project Approach
5. Indonesia New Retail Segmentation
6. Case Study
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Case for Change
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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
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1. Different segmentation for different retail channels, no holistic perspective on
where to invest and how much
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
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1. Different segmentation for different retail channels, no holistic perspective on
where to invest and how much
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
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1. Different segmentation for different retail channels, no holistic perspective on
where to invest and how much
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
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Agenda
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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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Project Objective & Deliverables
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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:
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Agenda
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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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Project Scope
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• 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
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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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Project Approach
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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
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Project Approach
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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
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Project Approach
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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)
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Project Approach
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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
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Agenda
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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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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?
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B2B Framework
Define whatdrives mybusiness
PrioritizeChannel
AllocateResources and
deploy
Education andActivation
Adult smoker journey
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Agenda
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1. Case for Change
2. Project Objective & Deliverables3. Project Scope
4. Project Approach
5. Indonesia New Retail Segmentation
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
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Agenda
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1. Case for Change
2. Project Objective & Deliverables3. Project Scope
4. Project Approach
5. Indonesia New Retail Segmentation
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
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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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Commercial Drivers
1. Commercial Drivers determined based on external environment such as market
dynamics, commercial issues/opprtunities and brand BPWATTS
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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Commercial Drivers
1. Commercial Drivers determined based on external environment such as market
dynamics, commercial issues/opprtunities and brand BPWATTS
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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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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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
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1. Case for Change
2. Project Objective & Deliverables
3. Project Scope
4. Project Approach
5. Indonesia New Retail Segmentation
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
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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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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 – 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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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 – 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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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 – Channel RRO
Prioritize Channel
P i iti Ch l
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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 – 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
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 – Summary
Prioritize Channel
Net Profit (USD / ‘000 Sticks)
A d
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Agenda
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1. Case for Change
2. Project Objective & Deliverables
3. Project Scope
4. Project Approach
5. Indonesia New Retail Segmentation
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
Fi ld S
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Field Survey
Channel Fact Sheet
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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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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
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1. Case for Change
2. Project Objective & Deliverables
3. Project Scope
4. Project Approach
5. Indonesia New Retail Segmentation
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
Workshop 2 Objective
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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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What are the differences ?
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
What are the differences ?
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What are the differences ?
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
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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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New Trade Segmentation Utilization (RJKI)
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%
New Trade Segmentation Utilization (RJKI)
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New Trade Segmentation Utilization (RJKI)
Directions / Initiative
PM Strategic
Decision
Visibility
Core Brand
VisibilityPot Brand
SOM
Current Future Current Future Current Future Current Future
95% 84% 72% 67%
87% 68% 45% 38%
61% 60% 59% 60%
EXPLOREINVEST DEFEND MINIMIZE
Trade Program
Shop Sign
Stand Alone
TTD
Stand Alone
SRC
- - - -
30% 12% 2% 2%
37% 26% 9% 9%
24% 8% 1% 1%
New Trade Segmentation Utilization (RJKI)
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New Trade Segmentation Utilization (RJKI)
Directions / Initiative
PM Strategic
Decision
HMS
Carry Product
DJR
Carry Product
BAT
Carry Product
Current Future Current Future Current Future Current Future
61% 33% 9% 10%
7% 6% 2% 1%
7% 6% 5% 6%
EXPLOREINVEST DEFEND MINIMIZE
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)
EXPLOREINVESTSegment Facts DEFEND MINIMIZE
# 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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New Trade Segmentation Utilization (RJKO)
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
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%
EXPLOREINVEST DEFEND MINIMIZE
Availability
(Pot Brand)99% 98% 94% 89%
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New Trade Segmentation Utilization (RJKO)
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g ( )
Directions / Initiative
PM Strategic
Decision
HMS
Carry Product
DJR
Carry Product
BAT
Carry Product
Current Future Current Future Current Future Current Future
57% 30% 8% 4%
13% 9% 4% 2%
7% 7% 5% 2%
EXPLOREINVEST DEFEND MINIMIZE
GG
Carry Product9% 7% 4% 5%
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Area Retail Jakarta Barat
Trade Segmentation Score Card (Jakarta Barat)
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Score Cards
g ( )
EXPLOREINVESTSegment Facts DEFEND MINIMIZE
# 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
New Trade Segmentation Utilization (RJKO)
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g ( )
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
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%
EXPLOREINVEST DEFEND MINIMIZE
Availability
(Pot Brand)100% 99% 97% 93%
New Trade Segmentation Utilization (RJKO)
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g ( )
Directions / Initiative
PM Strategic
Decision
Visibility
Core Brand
Visibility
Pot Brand
SOM
Current Future Current Future Current Future Current Future
94% 81% 64% 68%
87% 68% 41% 42%
57% 56% 57% 59%
EXPLOREINVEST DEFEND MINIMIZE
Trade Program
Shop Sign
Stand Alone
TTD
Stand Alone
SRC
- - - -
29% 14% 3% 2%
38% 28% 8% 8%
23% 8% 1% 1%
New Trade Segmentation Utilization (RJKO)
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Directions / Initiative
PM Strategic
Decision
HMS
Carry Product
DJR
Carry Product
BAT
Carry Product
Current Future Current Future Current Future Current Future
60% 36% 9% 9%
6% 5% 2% 1%
6% 5% 3% 2%
EXPLOREINVEST DEFEND MINIMIZE
GG
Carry Product6% 7% 5% 1%
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Area Retail Bogor
Trade Segmentation Score Card (Bogor)
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Score Cards
EXPLOREINVESTSegment Facts DEFEND MINIMIZE
# 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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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
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%
EXPLOREINVEST DEFEND MINIMIZE
Availability
(Pot Brand)100% 99% 97% 95%
New Trade Segmentation Utilization (Bogor)
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Directions / Initiative
PM Strategic
Decision
Visibility
Core Brand
Visibility
Pot Brand
SOM
Current Future Current Future Current Future Current Future
92% 82% 68% 80%
88% 69% 45% 44%
60% 60% 59% 65%
EXPLOREINVEST DEFEND MINIMIZE
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%
New Trade Segmentation Utilization (Bogor)
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Directions / Initiative
PM Strategic
Decision
HMS
Carry Product
DJR
Carry Product
BAT
Carry Product
Current Future Current Future Current Future Current Future
61% 29% 7% 0%
6% 7% 3% 0%
10% 6% 4% 5%
EXPLOREINVEST DEFEND MINIMIZE
GG
Carry Product13% 10% 5% 5%
Channel STAR
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65
Channel STAR has same approach and threshold with RRO
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 Axis1st threshold 2nd threshold
investexplore
explore
defend
minimize
Channel STAR
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66
Score Cards
EXPLOREINVESTSegment Facts DEFEND MINIMIZE
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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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
I n d u s t r y V o l u m e
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
What are the differences ?
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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 Communication (Influencer &
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 Communication (Influencer &
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 (DJ
Super, FIM, Clas Mild, Dunhill Mild)
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
2. Project Objective & Deliverables
3. Project Scope
4. Project Approach
5. Indonesia New Retail Segmentation
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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