2. Key FY 10/11 Messages
• LADMAR is transforming FMOT into a competitive advantage
– SBD Turnaround (80X MIS & 30X GM) to win in Modern retail
– 118 IYA Golden Store visibility and +5pp ND in HFS
– 400IX FMOT Execution & Capabilities Improvement
• Trial is a corporate priority
– Expanding to other categories besides HC
– 66% of NOS growing penetration (161 IYA) and 131 IYA in Trial!!
– Leveraging scale to maximize ROI
• Integrating and Consolidating new Pillars & Capabilities to our plans
– Influencer Marketing fully consolidated within BO, with Annual Planning
– Leading BIC results on Digital Marketing efforts
– Strengthening Media capabilities: analysis, digital and new geographies
– 130 IYA on W*Mart Shopper Marketing activities
• LADMAR Suppliers Base and Processes Consolidation
– 12 Pillars consolidated (400 IYA), 2MM value creation
– Strengthened 360 ideas
4. FMOT – Key Achievements
FMOT consistent improvement:
•Stronger/Fewer & Bigger Initiatives
•More Countries and Categories being served
•50% Reduced waste of materials
•Improved Planning and Execution
•RFMOT 3X adoption (lead & reapply)
CY09 CY10 CY11 CY11 vs. CY09 CY11 vs. CY10
Total Projects 15 13 10 (67) (77)
Total Volume 320 411 612 (191) (149)
Total Weighted coverage 72% 71% 71% (99) (100)
Countries Managed 6 8 10 (167) (125)
Categories Managed 4 6 7 (175) (117)
RFMOT lead MDO n/a 1 2 NA (200)
RFMOT execution 1 3 5 (500) (167)
Execution @ M1 n/a 43% 73% NA (170)
**NPI M3 ($M) n/a 141 71 NA (50)
** recorded only for 39% of initiatives
5. • New Execution process implemented
–CBD 100% owners of in-store materials
–Bi weekly detailed by store tracking shared to the organization.
• Faster execution response
–Logistic operator model (48 hours to 5)
4X Execution IMPROVEMENT!!
Before
POSM
OND JFM
FMOT Execution 17% 68% 74%
Ix vs. Before POSM 400% 434%
Total Ladmar M1 execution
400%
improvement
in execution
6. Key Messages
• FMOT Corporate annual Plan
– 6 categories with Annual FMOT spaces Mapped (per store)
– Leveraging Shopper Spectrum (premium materials on experiential consumer)
• LADMAR Leading LA D-Max implementation
– 4 D-Max executed initiatives (early win: savings stands @70% for Grooming)
• Capabilities Improvement at every FMOT stage
– Design (briefing)
– Production (Prototyping pilot)
– Delivery (new process)
• Innovation at POS
– FuturAD Panama: TV End caps in HC (13% Incr. vol. & 8 ROI)
Awarded and recognized as a BIC
application of Shopper Spectrum
tool by the LA CMK team
7. Annual FMOT Plans
Strong benefits across FMOT Annual planning
– Annual negotiations with vendors and clients
– Coverage increase for FY11/12 @ 87% (+16pts vs. PY)
– Better granularity for FMOT plans (clear plans per store)
Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12
H&S
Pantene
HE
Grooming SuperMega TBC
Oral Care
MBCI Guadalajara
Starship
Olympics
Olympics
TMS Enlightenment
Thor
Baron AshlerLotus Leverage
Pina Colada
11. ISMT BIC results (ISMT):
•Stopping power: 255 Ix vs. average vehicle
•Holding power: 205 Ix vs. average vehicle
•Closing power: 507 Ix vs. control.
•Claim: 54DWB CO & 31DWB MX (higher
than Glade)
RFMOT Avalanche
Winner of POPAI to prize in
Brazil (Global association
for MKT at Retail)
16. FY 11/12 Challenges & Plans
• Improve P&G brand building through quality vehicles
– Production quality assurance through prototyping and in store audits
• Achieve 100% materials execution in M1
– Annual planning, proactive execution and improved tracking
– Implementing fully i-Toolfox and FMOT-Ion
• Continuously simplify FMOT operations
– Adapt to different execution models (UY and PY)
• Annual plan 100% execution
– Engage MSP and CBD with all the benefits of having a corporate FMOT plan
18. FY10/11 Shopper Based Design
Key 10/11 Highlights:
• 80X Make It simple Projects in ½ the time!!
• 30X Guide Me Projects in ½ the time!
• 424 stores with MIS and 198 with GM in record time.
• Annual SBD planning in core categories and customers.
Beginning FY 10/11 Objective FY 10/11
Total
Universe MIS GM MIS GM MIS GM
Hair Care 456 2 2 176 121 201 78
Laundry 436 0 0 93 58 139 38
Grooming 456 3 3 76 76 84 82
5 5 345 255 424 198
End FY 10/11
MR LADMAR
MR excluding WM
Total
19. FY10/11 Shopper Based Design
End FY 10/11
SBD 1 SBD 2 SBD 1 SBD 2 SBD 1 SBD 2
Panama 34 34 9 9 35 35
Costa Rica 19 19 3 3 15 3
Guatemala 42 0 0 0 5 0
El Salvador 84 5 37 37 84 0
Meykos 20 20 20 20 0 0
Ecuador 2 0 2 0 0 0
Nicaragua 0 0 13 13 0 0
Total New Projects Objective 201 78 84 82 139 38
HAIR CARE GROOMING LAUNDRY
20. MIS Guide Me MIS Guide Me
Hair Care 6% 0% 13% 7%
Laundry 21% 1% 27% 4%
Grooming 1% 0% 9% 5%
Numerical Distribution
Beginning FY 2010/11 End of FY 2010/11
MIS Guide Me MIS Guide Me
Hair Care 14% 2% 30% 21%
Laundry 31% 4% 44% 9%
Grooming 2% 0% 27% 17%
Weighted Distribution
Beginning FY 2010/11 End of FY 2010/11
STRONG Results in WD in all categories, mainly in Hair Care!
- 5X in MIS projects.
- 9X in Guide Me WD through all categories.
FY10/11 Shopper Based Design
21. FY 10/11 Key SBD Success Drivers
• CATMAN Coordinator linking CBD and FMOT resources
• Alliance with Nielsen, leveraging business knowledge.
• Annual SBD planning across 3 main categories and customers, with end
to end CPS for MIS and Guide Me
• Synergy and engagement between CATMAN, BO & CBD team, including
SBD objectives in all TL´s and MS&P´s action plan.
22. FY 10/11 SBD Implementation Snapshots
Machetazo Male Aisle:
• 15% growth in P&G categories
• Superior shopping experience acknowledged by customers.
• Improved relationship with customer management.
• Extra visibility negotiated to improve ROI (BIC LA)
23. FY 11/12 Key Challenges and Plans
•Having an stable SBD structure and resources in each region, including a
CATMAN coordinator (now inexistent):
•CATMAN Coordinator BII
•CATMAN CA North BI
•CATMAN South BI
•Distributor CATMAN EC/BO
•SBD as priority
•SBD maintenance and on-going category review with main customers.
Grow 2x in FY 11/12!!
SBD1 SBD 2 MIS Guide Me MIS Guide Me
Hair Care 560 407 24% 18% 54% 40%
Laundry 815 216 35% 9% 60% 23%
Grooming 307 295 13% 13% 36% 29%
Weighted Distribution
Objective FY 2011/12
Numerical DistributionNumber of Projects
Objective FY 2011/12Objective FY 2011/12
25. FY11/12 Ecuador Plans
• Not included in FY 11/12 recommendation due to lack of staffing
• Will be included as an addendum as soon as a new CATMAN is hired.
• 90 SBD projects (45 Hair Care and 45 Grooming)
• Focused on:
• Santa María,
• Super Maxxi (pilot project)
• Mi Comisariato
• Fybeca
27. +6.9
ND
Numeric Distribution Power SKUs
SO 2010 ND 2010 JF 2011 DYA
GT 37.3 36.6 37.4 +3.2
SV 42.4 43.6 43.9 +8.1
HN 36.7 36.9 37.6 +5.7
NI 40.6 39.6 40.4 +3.3
CR 28.0 28.0 28.5 +1.1
PA 36.9 38.2 39.3 +8.9
Total 37.0 37.2 37.8 +5.0
• Excluding CR: ND 39.7 (+6.9)
• LADMAR´s ND has grown 5pp vs. YA
• EC & BO not included due to no data.
FY 11/12 ND Growing in HFS
28. SO 2010 ND 2010 JF 2011 DYA
Arg 17.8 17.7 17.3 +1.8
Bra 14.3 14.2 14.5 +1.8
Chi 30.4 31.4 30.6 +1.5
LADMAR 37.0 37.2 37.8 +5.0
Ven 20.4 20.0 18.9 +0.6
Col 33.8 34.5 34.7 +3.4
Per 45.6 47.3 49.2 +0.1
Mex 26.7 27.1 27.1 +2.9
ND Growth Leader in LA!!
Numeric Distribution Power SKUs LA
29. FY 10/11 Golden Stores Progress
Distributor
Coverage
GS
Installed
GS
Coverage
Total GS Coverage
(Nielsen 335M)
FY 09/10 154M 97M 63% 29%
FY 10/11 176M 115M 65% 34%
• Distributor Coverage: 114 IYA
• Golden Stores Index: 118 IYA
• Installation rate 28% faster than distributor coverage growth.
• FY10/11 Installation Includes:
• GT and NI expansion
• Full GS Maintainance
• 4M BO New Stores
OTAs
Installed
Countries
126M 6
57M 7
30. Key Messages
• Training Model/Module Improvement
• Video/Objection Management Exercises/ Exam and Presentation
• Distributor Involvement
• Installation Teams
• Ownership of Project
• Sales Incentive Pilot
• Reward installation
• Ensure complete installment in time frame
• Census & weekly tracking system
• Clear definition of stores
• Golden Stores Accountability
• Standardized tracking across executions
31. FY 11/12 Challenges
• Increase ND 20ppts in HFS Power SKU’s (4pp from GS/16pp Gana Gana)
•100% GS Installation on stores with direct distribution.
• Flawless Installation and maintainance
• Launch GANA GANA: Unified 3 Pillar Program to win in HFS:
-Storeowner
-Sales Force
-Consumers
32. JAS OND JFM AMJ
GT 30M - - -
SV - - 21M -
HN - 18M - -
CR - - 7M -
PA 6M - - -
EC 12M - - -
BO - 8M - -
• 102M Installations (including maintenance*)
FY 11/12: Continue HFS GS Installation
Distributor
Coverage
GS
Installed
GS
Coverage
Total GS Coverage
(Nielsen 335M)
FY11/12 209M 157M 75% 47%
+4
ND
*cenefa and counter sticker is contemplated for all stores.
33. • Objective:
– Disproportionatelly grow P&G business in HFS.
– Win in Numerical Distribution, sales, Loyalty, and Trial.
• Reward each HFS key player for their
incremental support to PG brands.
– Consumer, Store Owner, & 2nd Sales Force
Gana Gana Corporate HFS Program
Store Owner
• Corporate Trade Plan to drive distribution of
low performance Power SKUs
• Bundle Packs defined by CMK Promo
Evolution
34. Sales Force
• Corporate Sales Incentive Program.
• 100% sales participation.
• Reward increase ND and sales.
Gana Gana Corporate HFS Program
• Objective:
– Disproportionatelly grow P&G business in HFS.
– Win in Numerical Distribution, sales, Loyalty, and Trial.
• Reward each HFS key player for their
incremental support to PG brands.
– Consumer, Store Owner, & 2nd Sales Force
35. Consumer
• Product Exchange
• Correlates with SO & SF Efforts
Gana Gana Corporate HFS Program
• Objective:
– Disproportionatelly grow P&G business in HFS.
– Win in Numerical Distribution, sales, Loyalty, and Trial.
• Reward each HFS key player for their
incremental support to PG brands.
– Consumer, Store Owner, & 2nd Sales Force
38. • Discount Checkouts (GT & CR)
– 100% Stores (240)
– 135 Ix vs SPYA!!
– Oral Care Big Winner!! but …W*M
removed after 6M.
• Isla del Hombre
– Offshelf exhibitions @ X-Mas
• 16 4Ways vs. 0 in Trade Plan
– 100% Hiper stores implemented (16)
– CR Hiper POS Data:
• Gillette 118 Ix vs SPYA
• H&S 110 Ix vs SPYA
• Old Spice 154 Ix vs SPYA
SBD Projects
39. • PAMPERS BABY GYM
– Boosting Pampers launch with Festival
Infantil via Baby Gym’s
– Extra Awareness & Trial
– Over 2000 contacts participating
– Shipments 110 Ix vs booklet.
• SEMANA NATURAL (CORA, LOTUS,
GENESIS)
– 30% Incr. Off-shelf visibility for 3 brands.
– In Store Demos w/ “BE Samples”
• 55M contacts with consumers
– POS Sales:
• CORA Pantene: 132 Ix!!
• Genesis: Pert 174 Ix!!
• Lotus H&S: 168 Ix!!
Initiative Maximization
40. • World Cup MBCI
– Todos ganan con los campeones (WC– WM
Exclusive)
• High visibility and support
• +15% Incr. free additional spaces at
Hiper Format
• High traffic in store.
• 114 POS Sales Ix vs SPYA.
• Wal-Mart Opening Event
– El Tornado Regalón
• May/June in 15 Stores
• Best Ever P&G Brand Visibility in High Traffic
Lobbies
• 21M Contacts!!!
• 9 P&G Brands!!!
• Target 120 off-shelf spaces!!! ~$120M
• 8 per store!!!
• 15 MSU (8% Incr.) - $244M NOS!!
Themed Merchandising Events
41. Themed Weeks
• Consiente a Papá
– Category innovation – Mach3
Sensitive
– Drive Trial (H&S for Men & Old Spice)
– Drive System usage (Male Grooming
= Head, Face, Body)
– +100M contacts
– 30 secondary locations @ Top 15
WM stores
42. • Expo Wal-Mart 2011
– Fair to introduce key initiatives under a joint
concept (Inspirados por la Naturaleza)
• Genesis / Cora / Lotus / Thor
• High Customer Engagement
• “Great to try the product of the initiative we are
launching in our stores” W*M Ops
• Seasonal Promotions
– 13 MSUs incr. volume!!!
– Free secondary locations ($45M savings)
• Mothers Day (Hair Care)
• Festival de la Belleza (Hair Care)
• Christmas (Hair Care)
• Festival de Limpieza (Fab)
• Back to School (Ariel Liquid and Downy)
Customer Support
43. • Period impacted by WM´s internal transitions:
– Walmart Central America integration.
– Walmart Mexico & Central America merge and EDLP Model.
• Shopper Marketing strengthening commercial and strategic relationship
with WM
• Delivering solid business results in all core P&G categories. i.e. best in
class initiative executions by standardizing WM Mktg FMOT approval.
• Shopper Marketing became an integrated part of BO Pillars and MOTs
planning for Walmart.
FY 10/11 Messages:
44. • Overcome major changes in W*Mart
– P&G Brands visibility in Wal-Mart’s clean stores policy?
– Organization and Format re-structure (Mexico & Central America).
– Leverage category captaincies for SBD.
– Agile and flexible Bundles Solution.
• Leverage P&G scale via sustainable MBCI platform
– Develop Annual Plan focused on WM´s key seasons and format strategies
• Include top brands
• Focus on system/regime usage
• Strengthen analysis on business oportunities for core categories.
– Engage with MOTs on key initiatives from start up.
– Capitalize on Imports and WMs drive for these products.
– WM specific plans attacking specific shopper oportunities.
FY 11/12 Challenges & Focus Areas
46. Expanding Trial Capabilities to other categories:
• Historically focused on HC, now ATPs cover: HC, Gillette and Laundry.
• ATP covering 66% of MDO NOS 161 IYA.
• Winning big in trial 133 IYA (+16 pp vs. YA).
• Learning year for Gillette & FC (3 new vehicles qualified)
• Efficiencies in investment
FY 10/11 Trial Perspective
FY 0910 FY 1011 Ix vs YA
# Brands w/ATP 4 7 175
% NOS with ATP 41% 66% 161
# vehicles qualified 14 17 121
Reach per year 4,576,450 4,664,650 102
Investment $ M 2,001,649 1,900,000 95
Trial (%) 48% 64% 133
47. Key Messages
• Expansion of Trial Capabilities
– ATP’s covering: HC, Gillette and FC
– Leverage in scale in HC: maximization of multi-brand vehicle “Belleza
Express”, improving ROI (190 IYA) & Reach (178 IYA)
• Strenthen Trial Matrix
– 2 new Trial vehicles qualified for Gillette and Laundry (highest ROI matrix
opportunities)
– 17 qualified vehicles
• Synergies to Maximize Trial Efforts
– 100% of Integration with CBD/Distributors
– Leverage Digital to build in communication consistency across touch points
• “Door to Door Sell of sample” will become a source of volume and trial
for LADMAR reapplying successfull DTC model from Peru.
48. Multibrand LIC Central Location Sampling
Trial – Hair Care
Improving ROI (190 IYA) & Reach (178 IYA)
49. OBJECTIVE: Zero logistic cost vehicles to improve ROI.
Trial – B&R
CAU International Coverage: Guatemala, Panama & Costa Rica
25M contacts
ROI 3.3
Cines Coverage: PA, CR & GT [Cinepolis]; EC [Multicines &
Supercines]
SOS: June 2011
125M contacts
ROI 3.0
Western Union Coverage: PA, CR, GT, SV, NI & HN Western Union
Locations
SOS: May/June 2011
96M contacts
ROI 3.0
50. Door to Door Sell or Sampling
• In a DTDSS we go house by house in the different cities, knocking the doors
and offering our products in a bundle with a special promotion.
• Execution Flow
• D2D Program is the BIC Trial Vehicle executed by Peru´s MDO, is a payout
proposition for the MDO (Corporate ROI is 5).
Trial – Laundry
Identify the
brand
Sale the
product,
education
speech
If she does not
buy: sample
52. • FY10/11 – PHASE 1
• Door to Door in Fabric
• 235M Contacts
• It will be tested with CMK to measure its effectiveness.
Trial – Laundry
• FY11/12 – PHASE 2
• Door to Door Expansion
• 600M Contacts
53. FY11/12 Challenges & Plans
•Increase reach 186 IYA & Incremental NOS (238 IYA)
• ATP objectives 100% compliance
•DTDSS expansion
• Integrated ATP planned & executed according CIB learnings
(more scientific)
• Trial matrix strenghtening with more qualified vehicles for
Gillette and FC.
FY 1112 Ix vs YA
# Brands w/ATP 7 100
% NOS with ATP 66% 100
# vehicles qualified 18 106
Reach per year 8,670,000 186
Investment $ M 4,276,930 225
Incremental NOS 16,070,000 238
Countries managed 10 125
55. FY10/11 Key Facts & Achievements
• Making each MBCI bigger each time
….but:
• Low engagement
• Insufficient funds & presence
• Lack of believability from organization
• Regional materials delivered late & low quality
Special Olympics Pink
Incr NOS $ 1.8 2.5
Incr Vol MSU 92 142
Investment $ M 512 792
56. FY11/12 Plans & Challenges
Guadalajara MBCI Vol & NOS projection bigger than the
sum of all previous MBCIs
• BIC Execution
• Strong engagement across all organization & distributors
• Strong CBD support at store level
• Sufficiency of funds for London in AMJ’11
SO+Pink Guadalajara London GDLJ+London
Incr NOS $ 4.3 5.2 5.2 10.4
Incr Vol MSU 234 321 321 642
Investment $ M 1,304 2,005 2,005 4010
FY 11-12
58. FY10/11 Strong results on Digital
FY08-09 FY09-10 FY10-11
Agencies LOCAL LOCAL GLOBAL
GBS Resources NO NO YES
BO Resources NO NO YES
Countries 6 8 9
Brands 3 3 4
Projects 3 3 4
Investment $100M $200M $400M
Vs PY 667 200 200
Current
Digital is becoming a strategic choice for LADMAR brands
BIC results on executed Digital efforts
Before
Only tactical efforts with no corporate support
No BO resources dedicated
59. FY 10/11 LADMAR Playing Strong in Digital
4. Using Digital as a Trial booster.
5. Digital & Media fully integrated!!!
1. #2country in BC visits in LA,
driving 20% of total visits in
spite of lowest penetration
(15%).
2. #1 in HE and H&S after our
Digital Efforts.
+54
+18
+8
3. #1 in online BC consumers reach vs. the rest of LA
(12%, when average is 4%).
60. HERBAL ESSENCES “Look de Portada”
• #1 Site for HE in LA (representing 82% of LA visits!!.
• # 2 site in number of web visits for BC in LA (only below Brasil ).
62. H&S “Relax”
Driving purchase via Digital efforts!!
http://www.headandshoulders.com.gt/es-GT/index.jspx
72M visits In 6 weeks:
• 2.5X site visits vs. P10M
• 2M Registered (1200 Ix
vs. previous)
• 3% Immediate purchase
63. FY11/12 Challenges & Plans
1. Drive Digital expertise
2. Develop Who driven BIC Projects
3. Focus in Digital Fundamentals Search and I-Media for core brands
4. Continue driving purchase via Digital Efforts
5. Standardization of measures and benchmarks
FY09-10 FY10-11 FY11-12
Countries 8 9 9
Brands 3 4 4
Brands with
Annual Plan
0 0 4
Investment $200M $400M $800M
IYA 200 200 200
66. FY 10-11 Key Media Measures Results:
• Above Regional Objectives and vs. YA!
• Optimized GRPs/Reach!
Regional Objective FY 1011 Index
GRPS > 90% 96% 107
REACH > 90% 91% 101
Overspend 0 0% 100
Payments On Time > 95% 99% 104
Media plans in MAS 100% 100% 100
Media Plans on time > 95% 100% 105
CSA 6 6 100
67. 69
Media Evolution
#1 in LA on Media plans Complexity
Other Countries Resources
Media
Plans Plans/PP
Andean 7 48 6.9
Mexico 5 39 7.8
LADMAR 1 144 144
Actual Structure
FY 0809 FY 0910 FY 1011 IDX
Countries 6 8 8 133
Media Plans 58 92 144 248
Categories 6 7 9 150
TV Networks 11 18 21 191
Budget $MM 11 15 17 155
PO 27 45 75 278
Resources 1 1 1 100
3X media Plans
20X plans per
person Vs.
Region
68. FY 10/11 Key Highlights:
1) Media Analysis capability to strengthen media plans:
• Media Reviews (Semestral/Annual)
• CIB Analysis (Quartely)
• Score Card (Bi-monthly)
2) LADMAR HU media model being reapplied across LA
next FY 11/12 (8w vs. 12W)!!
69. FY 10/11 Key Highlights:
3) Media Optimization
* Regional Pay TV
• +8% reach & US$250M savings!
• DR & Caribbean without any extra payment.
* Digital Integration
* OOH Annual Plans
• Annual planning
• -15% Cost Reduction
• +29% Investment increased FY 1011
* P&G – Western Union Alliance
• 3MM consumers reach
• 1MM contacts on Annual Trail Plan
• Fully integrated to Media communication plans.
• Increased investment (FY 10/11 4%)
• Improved negotiation costs due to scale
70. 72
FY 11/12 Key Challenges and plans
- Integrate New Businesses to current process.
- Ensure Annual Media Plans sufficiency by brand in all countries
- TOM -GRP´S –REACH
- Strengthen analysis to continue optimized media model investment
- Continuously simplify Media process
- Resources to manage GDM and new categories/geographies.
Actual New Structure with DR New Structure with PY - UY
FY 1011 FY 1112 IDX FY 1112 IDX
Countries 8 11 138 13 118
Media Plans 144 197 137 215 149
Categories 9 14 156 14 156
TV Networks 21 30 143 35 167
Budget $MM 17 20 118 22 129
PO 75 90 120 96 128
Resources 1 2 ? 3 ?
72. 74
Criteria FY08-09 FY 09-10 FY 10-11 IYA
Initiatives 4 6
(150 IYA)
6 * 100
Executions 17 27 31 115
MDO CA
5 countries
CA
5 countries
LADMAR
8 countries
160
Investment 104 168M USD 380M USD 226
Impressions 200 stories 13MM 21 MM 162
ROI 2:1 1.7:1 2:1 118
* Premium Initiatives + 2 annual plans
• IM Pillar consolidation
• Improving IM measures
• 31 IM executions with 1 resource (2X vs. Arg & 7X vs. Mx)!!
FY 10/11 IM Achievements:
73. IM pillar consolidation as part of BO, consistently
improving our support!!!
• Shifting from tactical executions to strategic communication
planning:
- 2 annual plans for core brands (Pantene and H&S)
- Focus to win ESOV among key editors.
- Monitoring agency for CA to start tracking.
- Improving execution alignment with initiative launches.
• Strengthening relations with key media influencers.
- 1:1 Contacts with top local magazines for core countries
- Becoming a source of information for Hair Care
FY 10/11 Highlights
74. • FY 10/11 Pantene’s IM Annual Plan
• 95 PR stories (146 IYA)
41 prints, 16 radios spots, 13 TV mentions and 25 web articles
• 4MM printed impressions (141 IYA)
• US$137.5M of free publicity for 4.2:1 ROI (210 IX vs. objective / 2:1 target)
• FY 10/11 H&S IM Annual Plan
– 115 PR stories (107 IYA)
49 print, 21 radios spots, 14 TV mentions and 31 web articles
– 6.1MM impressions (221IX vs. obj. and 120 IYA)
– US$140M of free publicity (83% vs. obj / 1.7:1 in glide path to reach target 2:1)
FY 10/11 Annual Plans
* Results by Apr’11
79. • Continue developing capabilities in agencies for BIC
execution:
– Improve agencies structure to expand IM capacity due to lack
of internal resources.
– Build integrated communications to strengthen annual plans
and MBCI
• Expand long term relations with influencers
• Continue maximizing synergy between BO pillars to
make BIC ideas leveraging IM.
– Align RBU deliveries of toolkits to better meet SIMPL timings
FY 11/12 Key Challenges
80. • ANNUAL PLANS
Strengthen annual plans to improve share of voice among
key media:
- Hair Care: Pantene; Head & Shoulders (DR launch)
- Baby Care: Pampers
• Premium Initiatives
Oral-B Starship
• MBCI
Touch more consumer lives. Brand and corporate reputation
- OLYMPICS : GUADALAJARA, LONDON
FY 10-11
7*
(140IYA)
9 countries
(113 IYA)
730M USD
(192 IYA)
27MM
impressions
(128 IYA)
FY 11/12 Plans
82. FY 10/11 LADMAR Suppliers base consolidation
to deal with business challenges:
•12 Pillars consolidated!!!
•400 IYA (+8 Pillars), in a wider LADMAR!!
•Print, ATL , Media and BTL also for Caribbean!!
•13 Agency evaluations (325 IYA)
•2MM Value Creation & 1.4MM Savings!!!
83. FY 11/12 Key Challenge: Consolidate All Pillars
•17 Pillars in FY 11/12
•Complete Caribbean & GDM
•Samples, Audit Agencies, Logistic Operator, IM
Monitoring, Celebrities & Alliances, Digital and
Customization Bundles
•Expand to UY & PY
85. FY 10/11 New Initiative Process to Improve
Initiative Quality!!!
NOW:
•NEW Briefing Process to align Brand Strategies and P2P
•Single BO Briefing session across Agencies
•Integrated Communication across touchpoints, FULL BO INTEGRATION
•Integrated CPS across BO Pillars
•LOCOPAM to align 360° with MOT’s prior to TT
•IMPROVED 360 across Pillars: STRENGTHENED IDEAS!!
BEFORE:
•Not clear Briefing process, Timings & CPS
•BO Pillars working separately in silos
•Separated, non-integrated, not complete plans at TT
86. Strenthening Planning, Analysis and Stewardship!!!
NOW:
•Annual Plans across 9 BO Pillars (FMOT, Trial, IM, MBCI, Digital,
CATMAN, HFS SMKT, WM SMKT, Media) (900 IYA)
•Annual and on-going BR across 9 BO Pillars (300 IYA)
•IC Training & tools to BO and all LADMAR MKT for compliance.
•Full BO Audit per Pillar on initiative binders
•Single BO on-going Budget Tracking Consolidated, visible to MOT’s.
BEFORE:
•Annual Planning on Trial Pillar and Annual Business Review on
FMOT, Trial & IM
•Not standard stewardship process
88. Key FY 10/11 Messages
• LADMAR is transforming FMOT into a competitive advantage
– SBD Turnaround (80X MIS & 30X GM) to win in Modern retail
– 118 IYA Golden store visibility and +5pp ND in HFS
– 400IX FMOT Execution & Capabilities Improvement
• Trial is a corporate priority
– Expanding to other categories besides HC
– 66% of NOS growing penetration (161 IYA) and 131 IYA in Trial!!
– Leveraging scale to maximize ROI
• Integrating and Consolidating new Pillars & Capabilities to our plans
– Influencer Marketing fully consolidated within BO, with Annual Planning
– Leading BIC results on Digital Marketing efforts
– Strengthening Media capabilities, analysis, digital and new geographies
– 130 IYA on W*Mart Shopper Marketing activities
• LADMAR Suppliers Base and Processes Consolidation
– 12 Pillars consolidated (400 IYA), 2MM value creation
– Strengthened 360 ideas
