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CARLSBERG

Sales territory planning, customer insight, category management

‘The provision of pen personas for online customers now enables us to monitor how our different customer segments respond to online activity, helping us to more effectively shape future strategic online marketing decisions.’ – Head of Marketing, The National Gallery

The Brief

As one of the world’s leading drinks manufacturers and distributors, Carlsberg was looking to maximise the distribution and volume sales of its range of beers, such as Carlsberg Lager, Tetley Bitter, Holsten Pils, Somersby Cider and San Miguel, by focusing on free trade licensed outlets and geographical locations which offered the greatest potential return.

The analysis of customers that Carlsberg trades with, focusing on identifying core draught distribution gaps, would allow for much improved targeting by individual sales person.

Creation of clear and quick views on the free trade sites and their location’s external geo-demographic composition would also aid the identification of which brands will drive new business uplift.

Action

Using our data mapping, reporting and analysis tool, Map2stats, we analysed the free trade estate status around each outlet’s location to assess the size and consumer opportunity of residents and daytime workers which best matched Carlsberg’s brand profiles. This was then used to drive the relevancy and activation of Carlsberg’s grow and maintain segmentation model to help understand where sales resource and promotions can be used to greatest effect.

The analysis model was based on looking at each outlet’s location and daytime footfall opportunity, which includes both residents but also the population pulled into an area during working hours.

Location is a key factor in many urban areas as footfall opportunity is also heavily influenced by the presence of proximity drivers such as transport links, universities, sports venues and levels of competition.

Recommendations for premium and non-premium ranging by site type was created around outlets with similar potential, based on the external demographics of daytime population, affluence and household composition.

Result

The restructuring of the sales team is on-going but the allocation of people and resources has been increasingly focused on licensed premise outlets and locations of greatest potential in driving range, distribution, merchandising and return on investment.

Carlsberg is now much better informed on prioritising sales force effectiveness at both a national and localised level. Central marketing planning and execution is also more efficient in focusing on areas of greatest potential return.