WINNING PARTNERSHIPS
and Sales
Beer Category
The beer category has work to do to replicate this success.
"Shoppers currently spend an average of ten seconds in
the beer aisle. That doesn't suggest excitement!" notes
Ghislaine. "Category Vision and the six growth drivers
will steer all commercial functions within HEINEKEN,
from innovation to branding, and merchandising to
promotions. It ensures that every department is working
in the same direction towards a shared goal, resulting
in a strong, clear message to consumers about how our
products can enhance their lives.
"For example, if we want a brand to appeal to men
watching football with their friends at home, this has to
be reflected not only in brand activations such as the
recent Heineken® Champions League Star-Player app,
but also through innovations such as the DraughtKeg,
relevant packaging, in-store displays, merchandising and
cross-promotions with other products that are consumed
on such occasions. Basically, every consumer touchpoint
should demonstrate congruency."
During trials with both the on- and off-trade, a focus on
these six growth drivers resulted in augumented sales,
happier consumers and an increased collaboration with
our customers.
Building Excitement Around Beer
"These growth drivers will make the entire beer category
more relevant for consumers. We want them to be
excited to buy beer and drink it," explains Ghislaine
Prins, Senior Manager Global Sales Capability. To explain
Category Vision in concrete terms, she refers to the pet
food industry, which has already benefited from this
transformation. "The whole sector shifted from creating
functional 'animal food', such as tinned or dried food, to
more emotionally led pet-care products.
"Through relevant innovations and a complete revamp
of the pet-food section in supermarkets, the industry
successfully developed higher value propositions that
consumers were engaged by and happy to
spend money on."
Driving Activation
Workshops are currently being held within HEINEKEN,
together with key business partners in specific markets,
to develop activation platforms that will bring the
six growth drivers to life. Each market is expected to
have its own local interpretation of these platforms
based on what is most relevant for its consumers and
customers. In one market, for example, a growth driver
that addresses health concerns has been adapted into
focusing on communicating naturalness, whereas in
other markets more emphasis has been put on pairing
beer with food.
Once markets have developed the activation platforms
to support each growth driver, they match each
platform with the most appropriate brands and develop
short, medium and longer-term business plans together
with key business partners and for their key channels.
But we need to make sure that the basics are right first,
and that relevant brands are available and visible in the
right channels.
Edition 1 2013 World of HEINEKEN 39
