draught beer system aimed at lower volume on-trade outlets,
installing more than 5,000 machines including a major
launch in Portugal. This brings the total number of markets
in which the David system is now available to nearly 100.
Capability building
Investing in brands requires a deep understanding of
consumers, customers and marketing techniques and
channels. Maintaining a world-leading portfolio demands
that we also continually invest in training, development
and competency building for our people.
In 2009 we successfully executed the roll out of the new
commercial competency model along with supporting tools,
and documentation. We trained 50 of our senior commercial
managers in 'train-the-trainer' sessions. In turn, these trainers
have now introduced the competency requirements and
the personal development planning (PDP) process to
approximately 1,000 managers in commerce around
the business.
As a company, we have always valued, encouraged and
rewarded excellence in execution. 2009 saw us introduce
a new Distributor Management model, which will help us
to implement our plans better and faster through Africa's
unique distributor landscape. Seven key businesses in
Africa are now using this new model.
We also made it clear at the end of 2008 that we would
increase our performance with regard to delivering more
effective and efficient marketing and promotional activities.
At the start of 2009, we ensured that more than half our
commercial managers worldwide had part of their personal
objectives targeted on one of our key efficiency measures -
GP Net - gross profit net of sales and marketing costs. Across
the business, we have considerably improved our
performance on this essential indicator.
Managing our world-leading portfolio
The Heineken brand is unique in its global distribution
and recognition and hence is a clear differentiator for our
business. However, beer continues to be essentially a locally
driven industry. Eighty-five per cent of our Group Beer
Volume is driven by local and sometimes regional brands
such as Amstel, Zlaty Bazant or Primus. Therefore,
understanding how to grow and manage portfolios has to
be a core skill of our marketing teams around the world.
The same approach was adopted for Trade Marketing in
our Central and Eastern Europe region where we launched
a new Trade Marketing framework, focusing on channel
segmentation and on building winning-channel strategies.
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Annual Report 2009 - Heineken N.V. 15
