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- 1. Transition Timing: • Feb 2012 – June 2012 Program Purpose: • Design department, structure, WOW, RACI, and Program development, implementation and measurement. Customer Marketing: Design and Direction PROJECT SUMMARY HOW IT WORKED Program Objective: Design the Customer Marketing Dept Department Development: Design with BAIN consulting group the right structural assignments to deliver on commercial priorities. The Wiring: Develop project flow and program development from the brief to the recap/measurement of a program and all steps in between. Align a RASCI model that supports project flow through the departments of marketing: brand/channel/trade/field and sales through to execution in outlet. Responsibility Assignment Matrix: Develop project RACI for all types of programs including but not limited to Below the Line tools such as VAPS, display enhancers, bar tools, etc. as well as Advocacy, agency management, sampling & promotion, execution measurement, and commercial KPIs. Picture of Success: Implement insights-based brand standards & segment priorities by channel. Role • Customer Marketing Department director • Only non VP included in route to market and departmental design taskforces. • Hiring of all department positions including counterparts and team members. Responsibilities • Design RASCI model by program and activity (example above for BTL activity). • Manage BUSA largest investment and strategic partner: TEAM ENTERPRISE. • Establish agency WOW and briefing/timeline process for program development. • Manage communication flow of projects to the field, POS development with procurement, and integration with key projects in the workflow process such as operations, insights, etc. • Build channel strategy and programs for both premises using insights, business opportunities tacit knowledge, market intel and business & consumer objectives. • Establish metrics of measurement and evaluation on key programs. • Developed account segmentation and Picture of Success (KPIs/standards).
- 2. Transition Timing: • May 2012 – June 2012 Program Purpose: • On Premise Director: Develop account segmentation and Picture of Success (outlet objectives) Customer Marketing: Picture of Success PROJECT SUMMARY HOW IT WORKED Program Objectives: define “What Good Looks Like” Account Segmentation: Establish a commercially relevant segmentation for both channels that can be easily translated for outlet execution, consumer target & need-state, and measurable in business performance. Insights Management: Utilized consumer shopper studies and need state studies as well as conducted independent research (MSS Bartender study, Envirosell, and Technomic Independent Consumer Habits studies) to measure, track and prioritize consumer in outlet shopping influences. Picture of Success: Develop Picture of Success metrics with standards that include segment insights, consumer outlet hot zones, etc. KPI development: Key Performance Indicators based off of in outlet expectations with different value levels. KPIs include brand distribution expectations, visibility expectations, display locations, menu priorities, etc. Role • Co-Project Leader • Developed Picture of Success standards with Channel Director counterpart • Utilized insight studies published such as Technomic, Nielsen, MSS bartender, or internal BUSA studies previously conducted such as consumer need state and usage occasion study, etc. • Conducted independent research focused on consumer habits in outlet using companies such as MSS, Technomic, and Envirosell. KPI areas of focus • KPIs established used a 100 point scoring system by segment. • KPIs included all activities in outlet • Retail: SKUs and shelf standards, display standards, POS priorities, cold-box priorities, etc. • On Trade: Brand priorities, back bar and well expectations, menu priorities, visibility hot zones and merchandising standards, etc. • All supported with consumer insights and research with intent to drive rate of sale.
- 3. Employment Timing: • May 2004 – Present High Performing Team: Competency Development GENERAL SUMMARY Areas of Focus Organizational Accolades and Promotions: Market Manager: 2004 - 2007 BAT Sales MVP South Central Division: 2005 re: Market growth and performance award National High Performance Team Award: 2006 & 2007 re: Customer Performance Award: Oasis re: Customer Performance Award: Trudy’s Field Marketing Manager: 2007 - 2011 National High Performance Team Award: 2009 re: Marketing Excellence Award: In the Mix HPT Trainer and Mentor Field Marketing Director: 2011 - 2012 Markstrat StratX Team Award Bacardi Marketing Way Markstrat StatX Individual MVP Award: BMW Channel Marketing Director: 2012 -2014 Global Award of Excellence re: Picture of Success Regional Manager: 2014 – Present BAT Sales Awards for performance 2014 re: Programming Excellence shoppability re: Programming Excellence Certified Spirits Specialist from Society of Wine Educators Performance Competencies • Nine box categorization • Human Resource classification has been Rising Talent and Top Talent since implementation in BUSA (2007) • Competencies of strength: Teamwork, Developing Direct Reports, Command skills, Business Acumen, Drive for Results, & Action-oriented. • Competencies of continued development: Patience, Work-Life balance, and some functional/technical skills. Management Summary • High Performance Team Leader • BUSA Career (16) direct reports • Promoted: 8 employees to other positions within BUSA • Released: 3 employees for performance related issues. • Remaining: 2 employees and left the organization 3 employees for other opportunities. • Established advanced Competency Development Profile tool for supporting HR process year round to increase skill development and strengthen alignment for review process.
- 4. Program Timing: • Memorial Weekend Thru Labor Day 2009-2010 Program Purpose: • Expand the consumer at home Bacardi rum usage using edutainment to amplify our brand message. BACARDI: “In The Mix Recap” PROGRAM SUMMARY HOW IT WORKED Program Objectives: M I X Message: Communicate Bacardi’s heritage and brand quality while branding the Original Bacardi Mojito. Influence: Establish a unique, educational experience that directly communicates with target consumers the 4 step process of making the Bacardi Mojito. X-factor: Deliver accelerated seeding of parties through the use of a social tree method. Build a CRM database of consumers (that experienced Bacardi In the Mix firsthand) for future correspondence. Educate at least 50,000 consumers in 1,000 intimate home and office parties or special events. By the Numbers • Executed 1,200 parties and live interception of over 80k consumers. • Exceeded event target by 20% and consumer target by +62%. • Program remained within budget of $325k ($4 Cost Per Intercept vs $6.5 planned). Respondents (22,456) • 46% of consumers were LDA – 30; 36% multicultural consumers. • 98.6% program approval rating from consumers regarding experience and activation. • 74% of consumers made a Bacardi Mojito for the first time. • 85% had a Bacardi Mojito post the In the Mix event they attended. • 61% made a mojito for others post the ITM event / 93% said they used Bacardi rum. • Step 1: Filter and select parties using key campaign objectives; work with host prior to party to ensure success. • Step 2: Educate consumers in-home about how to make the perfect BACARDI mojito; organically integrate BACARDI’s heritage story and brand messaging in the presentation. • Step 3: Leave the tools (lime, mint, muddler, simple syrup, and club soda) with the host to continue making BACARDI mojitos post event. • Step 4: Gather and analyze consumer data for program effectiveness, feedback, and improvements. Measure success! https://www.youtube.com/watch?v=vFNFJa6P1Ns Select Parties “Mix it up” with party host and guests Leave tools with host to continue “Mix” Follow up and feedback
- 5. Transition Timing: • Dec 2012 – Feb 2013 Program Purpose: • Project Leader: Integrate new acquisition of St Germain elderflower liqueur into the Bacardi USA portfolio. ST GERMAIN: Portfolio Integration PROJECT SUMMARY HOW IT WORKED Program Objectives: Full integration Commercially Commercial: Integration included inventory management with distributors, distributor days on hand, distributor transitions in select markets and route to market alignment nationally. Program/Pricing: Re-establish with each Region Director & Managing Director pricing structures and key customer programs including National Accounts investments into the BUSA portfolio structure. Development: All POS creation (ranging from paper to display tools (such as St Germain bikes, racks, and VAPs) integrate into the BUSA SAP while addressing costs and offerings. Agency: BUSA full organization training and integrate Cooper Spirits ambassador structure into the market level activity by region. Role • Co-Project Leader • Led all US integration elements commercially • Pivot for all dealings with Cooper Spirits • Only aspect of integration outside of responsibility: harvest sourcing, bottling, and product supply management. Activities • Established strategic teams for integration using BUSA department leads and key personnel • Strategic teams established also known as the Welcoming Committee: Commercial Sales, Trade/Customer Marketing, Agency Mgmt & Education, and a review team. • Commercial Sales: manage distributor route to market and pricing & programming • Trade/Customer Marketing: POS and brand program review and integration. • Agency & Education: integrate 14 ambassadors into the BUSA agency structure, train the organization, and create adoption into the organization. • Review team consisted of NAM President, SVP Sales, CMO, MM, RM, RD, and a Brand Manager to allow for different perspectives on the transition, review status updates and operate as a sound board for all integration activity.