This reality is not different at BEES, where our hive is obsessed with using technology to enhance our customers’ businesses and to deliver incremental, meaningful growth, for all members of the ecosystem we empower through the platform we created.

Last week, as AB InBev and Ambev announced their Q1 2021 results, we were very proud as we received a strong indication that we are going the right direction.

On May 6, 2021 AB InBev announced Q1 2021 results which included revenue growth of +17.2%, comprised of 13.3% volume growth and 3.7% revenue per hectoliter. It represented +2.8% beer volume growth vs Q1 2019, which is a baseline that excludes any impact from COVID-19. In the press release, it was announced that “BEES generated incremental revenue growth through a combination of accelerated growth of our base business and expanding into new offerings through the platform.”

+2.8% +3.7% +17.2%

           Q1 2019                               Q1 2021                              Q1 2021          

    Revenue Growth            Revenue Growth            Volume Growth

In the earnings call that followed, 40% of analysts asked AB InBev management a total of 5 specific questions regarding BEES to better understand how BEES captures opportunities for incremental growth and improves execution in the local markets. Carlos Brito explained that the BEES platform brings AB InBev closer to its customers and uses billions of data points to optimize pricing, assortment, promotion, execution, inventory, and customer service as sales reps evolve into business development agents to enhance customer performance. “And as we get to know our customer better, we offer them things that are more relevant to their business and make them more successful. As they grow, we’ll grow as well,” Brito concluded. That’s exactly the win-win growth proposition that we all seek!

On the same day, at Ambev’s Q1 earnings call, Jean Jereissati, CEO, said: “We believe that BEES has been important to deliver a strong commercial performance as it digitizes our route to market, enables our customers to place an order in 3 clicks at any time of the day and offers assortment selections to POCs using algorithms. On top of that, BEES offers other services, such as financial services, scheduled delivery, rewards programs, and other products via marketplace, providing a full e-commerce experience to our customers.

“Nearly every company is talking about digital transformation these days.”

Since our decision last year to launch BEES in Brazil, we managed to roll it out to all our Direct Distribution Centers and wholesalers. As a result, we now reach more than 65% of our active customers in Brazil via BEES, accounting for over 550,000 customers.”

In a report following AB InBev’s results, one sell-side analyst highlighted the “magic” of how the BEES platform can help our company to manage complexity in its business, better understand customer and consumer preferences, and leverage the firm’s relationship with millions of customers to deliver higher ROI and future growth. Another one highlighted the fact that AB InBev is currently a top performer in global market-share even when comparing against market leaders from different categories, which makes us even more confident.

“Our hive is obsessed with using technology to enhance our customers’ businesses and to deliver incremental, meaningful growth”

Nearly every company is talking about digital transformation these days. At BEES we believe in data, not hype; we believe in concrete and scalable improvement. And thanks to the tireless work of our BEES colleagues and local AB InBev teams around the world, we can now see the real, quantitative impact our transformation journey is beginning to have on AB InBev’s business.

During the quarter, BEES reached the following milestones:

• Live in 11 countries – 7 in which BEES already captures more than    50% of net revenue
• BEES customer Net Promoter Score (NPS) grew 10pts compared to    2020
• >1.5 million Monthly Active Users (MAU)
• >$3 billion Gross Merchandise Value (GMV)

These milestones speak to rapid customer adoption which is possible only because the solution we provide is truly customer centric and solves real pain points for small and medium retailers today. As AB Inbev CEO Brito said about our BEES platform, “They’re adopting (our customers) because it makes their life easier, their business more successful, because it’s more relevant to them.”

Sounds like a sweet spot to me!

What has given me confidence is that most executives at CPG companies themselves also have a personal preference on how they buy that are similar to customers:

• • They don’t like to receive telemarketing calls on their personal cell     phones;
• • They are accustomed to ordering online (especially in Covid               times) for personal purposes;
• • They like how e-commerce saves them lots of time to do other         things;
• • They like the ability to see a wide range of products, reviews and,       most importantly, the pricing transparency.
•  

So, the question is: why is it that most CPG companies stick to their existing models rather than a superior experience for their customers, the small and medium sized retailers that connect their products to their consumers?

Here, at BEES, we do our best to allow our B2B customers, the retailers, to enjoy the same positive e-commerce experiences that delight us as consumers in our own day to day.

We develop applications and integrate systems to ensure that our customers won’t need a person visiting or calling to have their weekly orders collected. They can place the orders themselves!

It sounds simple, but it’s revolutionary for both our customers and for us.

For our customers, it is revolutionary because they become fully empowered to buy what they want, whenever they want, with transparent pricing & promotions, and limited risk of missing good opportunities.

For us, it is revolutionary because it not only enables but forces us to do much more for our customers. By converting our sales representatives into Business Developers, we make their jobs much more meaningful and about our customers’ success.

“The act of selling products to retailers in traditional ways is in its last days”

 

 

Instead of counting inventory or persuading customers to buy a few extra cases (which probably won’t turn and will mean less sales on the next visit), they are actually discussing ideas to help retailers sell more to consumers and in doing so, they improve our great portfolio of brand’s engagement and relevance with customers and consumers.

We are just at the beginning of a new era, but for all of us connected in the BEES Universe, it’s clear that the age of traditional sales, so well represented by morning meetings, war chants, predominantly male environments and sales representatives praised for being aggressive (rather than collaborative) and closing unnecessarily big orders in detriment of customers’ cash flow, is completely over.

“Traditional sales” is the new DVD. It had its place in time and will now become part of history.

If the description above reflects your job or you are in a business that pays lots to tech companies that sell products to “enhance your sales capabilities”, while entangling your company in a platform with ever-rising costs… beware. Your job may be at risk and your large investment may be on a technology that is soon to become obsolete.

“Our BEES community wishes to inspire all of you to not fear this new era”

Also, if you work with tech, think twice before investing your time designing applications or creating algorithms to help traditional salespeople sell “more” or “better”. Sometimes I receive e-mails from start-ups promising to improve commercial performance by embedding AI and machine learning into applications to be used by our sales representatives. I smile at them. They are trying to sell me a Blu-Ray, when we are already streaming”.

Our BEES community wishes to inspire all of you to not fear this new era, but rather to see it as a new opportunity for development and accelerated growth for companies and retailers.

CPGs… Welcome to the (true) age of the Customer!

And remember, if you are still selling to your customers, instead of supporting, educating, engaging, rewarding, while they place their own orders… you are not there yet.

Therefore, as we are living the years when “Traditional Sales” is becoming obsolete, it’s our role to alert all members of the Sales community to this new, quickly approaching reality and share our learnings on how to adapt our teams to what will become the “new normal” in Sales. This will not only enable the Sales world to welcome change, but to become a transformation leader.

First things first. Many people ask me: “In this new online Marketplace era, is there even a place for Sales Representatives, people who make a living from visiting customers and collecting their orders?” There is no easy answer to this question depending on your time horizon, but at least for the near future it seems clear that the presence of a company’s representative will still be highly valued by customers.

Then, the next question seems natural: “But if the Sales Representatives are no longer responsible for sales… then what are they going to do?” In fact, there’s still a lot to be done and companies can still benefit largely from a physical visit to a customer. The only thing is that the purpose of the visit will be redirect to the sell-out of the products, instead of the sell-in as it is today.

For those who work with Sales, this fact brings a few points of attention:

First, not all individuals who are considered the best of the pack today will thrive in the new reality. In the book “Sales Acceleration Formula”, Mark Roberge identifies that with the shift of power that happens after the creation of digital Marketplaces, customers become less tolerant to sales representatives that try to force an unwanted SKU in an aggressive, high-pressure manner. They become much more open to those who present their ideas and proposals in a win-win, helpful, smart way.

“The future of Sales is finally arriving”

 

 

At AB Inbev, we are already driving the change in our team’s profile through our own BEES Academy. Our sales teams are being assessed and trained with a different set of skills which will ensure their effectiveness after the implementation of the BEES platform. Capabilities in areas like customer service, proactivity, familiarity with technology, creative sell-out, negotiation and resilience are the characteristics we found most correlated with helping retailer’s performance.

Second, your sales representative doesn’t need to be a tech expert, but needs to be a confident user and an avid learner. Customers will expect that any company representative that visits their store will have a good understanding about how the BEES platform works and to be able to give them good advice on how to extract the most value from the features. That is only possible through constant training and the use of emulators that will allow the teams to practice an interaction with a customer in a controlled environment.

One must always remember that in this new reality, software is frequently upgraded, and new features are being constantly added to the platform. Therefore, knowledge must be continuously updated and spread much more frequently than most companies do today.

Third, the sales professional and every person who interacts with a customer will need a new set of tools. This is almost demanded because the amount of data that is created by the customer interacting with the platform combined with the fact that AI can be used to trigger optimal tasks based on these interactions drives a myriad of possible decisions.

Creating a valuable and positive experience during each interaction with your customer requires that Sales, Delivery and Customer Service teams are equipped with tools that help them understand not only how your customers make purchases, but also how they are interacting with the platform and what issues, if any, the customers have – all in near real time.

“At BEES, we believe that over the next five years the retail world will migrate from the current “push model” to a digitally enabled “pull model””

Today, most companies are obsessed with tracking KPIs, but are still struggling to understand the true benefits a digital transformation can unlock. Most applications used by sales representatives look like an airplane cockpit designed by multiple generations of managers who believe that by putting all types of metrics in the hands of their sales teams, they will be able to not only collect orders but also identify the priorities of each visit, for each customer, all of which needs to be done in only a matter of minutes.

At BEES, we designed a proprietary Tasking Algorithm that will increase the effectiveness of every sales visit by ten-fold. The BEES Tasking Algorithm, which is based on relevant customer data points coupled with the time available for each visit, identifies the right tasks that should be prioritized for each specific visit. It also optimizes the visit by considering how many minutes each customer may need and which personalized tasks should be executes at each retailer. This tool simplifies the visit for our Business Developer and helps the retailer get what they need from Bees.

Finally, we must all acknowledge that this is just the beginning and that there’s no technological advance without People. One of the best testimonials we have ever collected comes from a customer in Brazil that emphasizes how much the BEES app saves her enough time to develop a stronger relationship with her assigned Business Developer as one of the great benefits of the platform.

The evolution of sales representatives into Business Developers is a key element of the transformation, and ensures a smooth transition between the “push” and the “pull” models, as we make their jobs much more meaningful and centered around customer’s success.

The content above targets professionals of companies which invest heavily in distribution and rely on a traditional sales model to reach their customer. For companies without a direct reach to the market and who have low visibility about how their products reach customers and end consumers, this new world brings even more possibilities to accelerate growth as access to the small retailer will be facilitated by the rise of the digital marketplaces.

The future of Sales is finally arriving, and it is incredibly exciting to see the changes ahead for consumers, customers, companies, and professionals. We hope to inspire people to see the transformation that is already happening as a unique opportunity for personal development and widespread growth.

Picture yourself at the comfort of your home on a cold and rainy Friday night. Your week has been intense, and you have been working a lot in the last few days. Your only wish is to open a beer, eat a tasty meal and watch a good movie on. Nothing else. Of course, you are too tired to cook something, so you decide to order food from one of your favorite restaurants.

You pick up your smartphone, open the food delivery app and there you go: your order is being prepared and should be at your place in just forty minutes – plenty of time to take a shower and choose the motion picture of the evening.

One hour and half go by, and you are still waiting for your meal (not so patiently anymore). Finally, almost two hours later, the food arrives. Surprisingly, the order is not correct – the restaurant forgot to send the dessert you were craving for. “Frustration” is written all over your face and your weekend was off to a bad start.

Have you ever been in that position? Have you ever ordered food or something else on a delivery app and got frustrated by not receiving what you asked? In the expected time? I know I have. And more than once.

    

These rather frequent experiences got my Bee brain thinking that the problems that infuriate us as consumers mostly likely infuriate clients of companies such as ours. We should be empathetic and realize that, as a consumer goods company, we must excel at serving our clients. After all, service quality can be a decisive factor when it comes to future purchase decisions. It generates not only immediate satisfaction but also less risk of losing the customer to another supplier.

“problems that infuriate us as consumers mostly likely infuriate clients of companies such as ours”

So, how can we improve the way we measure and evaluate the progress of services?

The most complete metric that is commonly used to assess service level is NPS, or Net Promoter Score. The NPS is an acid test that determines how many promoters or detractors a company has. It’s one of the most important metrics to follow and an excellent thing to be focused on, as it aligns the whole organization to the objective of turning customers into ambassadors. At ABI, we all have NPS improvement targets, even Michel, our CEO.

But, from a more pragmatic approach, considering both customer and service provider standpoints, the metric I found lately to be the most challenging and highly correlated to NPS is On-Time, In-Full (OTIF).

For the ones new to this vocabulary, OTIF is the metric that indicates customer satisfaction from an order fulfillment point of view. Basically, this is a supply chain indicator that measures a supplier’s ability to comply with its delivery promises, meaning a customer receives exactly what was ordered, in the amount requested, at a correct location, and within the timeframe agreed upon. A curious note: according to research, Walmart created the concept of OTIF to track supplier performance, implement store improvements and, of course, increase customer satisfaction.

Companies invest a huge amount of money in marketing, sales, solutions to accelerate and augment demand – new digital tools, product innovations, creative campaigns, all of which draw clients’ attention and drive them to purchase products. Yet, the elephant in the room is: are these efforts worth it if our client doesn’t get the goods? If we can’t deliver what we just sold? I don’t think so. As I mentioned in the introduction of this article, any customer can switch from excitement to frustration in a short period of time, if fair expectations are not materialized as a consequence of a poor last mile execution.

    

Taking care of the final delivery involves focus and discipline – the sort of job that is less glamourous and almost invisible when compared with the launch of a new product or an outstanding digital media campaign, for instance. Let’s not forget, though, that “what is essential is invisible to the eye”, meaning that an excellent final delivery is what guarantees that gross investment in innovative solutions and publicity is paying off to the business and to the customer.

My invitation today is to put yourselves in the shoes of our customers and spend time and effort measuring and taking their experience up to a full satisfaction level. Let’s make 100% OTIF a true North Star and our new, coolest, obsession!