Revenue Management Fabricio Zonzini VP Disruptive Growth APAC - - PowerPoint PPT Presentation

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Nov 20, 2022 153 likes •266 views

Revenue Management Fabricio Zonzini VP Disruptive Growth APAC Connection with Strategy Personal Introduction Revenue management is a driver of both revenues and market share in a sustainable way. Grow NR/HL ahead of CPI Allocate resources for

SLIDE 1

Revenue Management

Fabricio Zonzini VP Disruptive Growth APAC

SLIDE 2

Connection with Strategy

SLIDE 3

Personal Introduction

SLIDE 4

CPI NR/HL

Maximize revenue potential in comparison to

CPI

Growth Index Evolution

Drive aggressive expansion plan while still

maintaining a strong revenue management agenda

Volume Share Evolution

12.3% 13.4% 15.0% 17.5% 1

0.9

0.3

0.1

Org var

Share 2011 2012 2013 2014

Revenue management is a driver of both revenues and market share in a sustainable way.

Grow NR/HL ahead of CPI Allocate resources for market share expansion

2012 2013 2014 2015 100 127 106

SLIDE 5

Promotion Contract

NL AB

White Areas Stage 1 (Early) Stage 1 (Late) Stage 2 (Early) Stage 2 (Late) Stage 3 Consolidate

NL AB Top CD /TT KA

100% 100% 100% 100% 100% 30% 50% 50% 100% 100% 20% 30% 30% 100% 100% Premium 5%< ---

5-20% ---
20-35% ---
>35% ---
>35% 15-30% ---

>35% >30% --- >35% >30% >25% Core+ Core 100% 100% 100% 100% 100% 100% 100% 100%

Distribution and

investment type align with channel focus

Align with distribution

expansion approach

Strengthen controls in
rder to build

competitiveness in portfolio, channel and geographic coverage

+9%

Rate: 10% Mix: 90%

Key mechanism for supporting

trade up and mix strategy.

Rate increase coupled with strict

investment controls.

NR/HL CAGR

1H12-1H15

Revenue Management – Strategic Priorities

Mix Designed for Trade-Up Right portfolio/price in the right channel Support Market Share Expansion Centralization & Process Control

TT CD

SLIDE 6

Portfolio built with clear

price architecture

Harbin Budweiser

Build PTC laddering to facilitate trading up
Revenue management to support share

gains through penetration and/or frequency

Super Premium Premium Premium + Core++ Core/Core- Core+

Build PTC laddering to facilitate trading up
Continuously lifting the premium ceiling

premiumness through innovation and pricing

90% 90%

Mix contribution to Net revenue / Hectoliter growth

(Actual 1H12 – 1H15)

Strategic Priorities – Mix designed for Trade-up

Mix Designed for Trade-Up

SLIDE 7

NL AB CD TT

Product placement and investment guidelines by channel to protect premiumization

bjectives

BRAND

(communication)

PACK

(lead)

Promotional pricing

(Y/N)

Alum. bottle

Small Bottle Big bottle Big bottle Cans

NO NO YES YES

Distribution and investment type align with channel focus

Strategic Priorities – Right portfolio/price in the right channel

Right portfolio/price in the right channel

SLIDE 8

Resource allocation to support right brand growth

NO PRESENCE HIGHLY DISTRIBUTED

NL/KA AB CD TT

Expansion direction Investment Level CHANNELS

Strategic priorities – Support market share expansion

Support Market Share Expansion

SLIDE 9

Core Segment Requires clear pricing strategies

Pricing strategy specific to segment and brand positioning

Premium Image Commands Premium Price 19% 27% 50% 80% 0% 50% 100% 2012 2013 2014 2015

Rate as % of CPI

(H1 all years)

10%

Rate contribution to Net revenue / Hectoliter growth

(Actual 1H12– 1H15)

Investment Guideline Centralized pricing Commercial Process Platform Enablement

AB iPrice

AB iTarget

i i

AB iInvest

Discount Declining

(% of revenue)

2013 2014 2015H1

Strategic priorities – Centralization and process control

Centralization & Process Control

SLIDE 10

COMPLEX CENTRALIZED OPERATIONAL DE-CENTRALIZED

1 2 3 4

SUB-OPTIMIZATION CONFUSION VALUE CREATION CONTROL

2010 2012 2015 FUTURE