2. Nutreco background & figures
• Revenue in 2010 of EUR 4.9 billion
• Over 120 production and processing plants in 30 countries
• Multinational workforce of approximately 10,000 employees
Since 1899
Since 1931
Formation Initial Animal Nutrition
Public Offering & Fish feed
Since 1937 (1994) (1997) (2004) (2011)
Since 1968
Family Part of Private Closer to the Rebalancing Become
Businesses BP Nutrition Equity Consumer for Growth Global Leader
(1975) (1997) Since 1954
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Since 1961
3. Nutreco: a global player in animal nutrition and fish feed
• Nutreco ranks the top 3 of the global animal nutrition industry in revenues
• Leading local positions in compound feed industry
• Market shares Nutreco: Canada 23%, The Netherlands 13%, Spain 13%
• Premix and feed specialties industry is more consolidated
• 4 global players with a joint global market share of about 50%
• Nutreco’s Trouw Nutrition has a global number 2 position in premix with a 12% market
share
• Global salmon feed industry is concentrated: top 3 >90%
• Nutreco’s Skretting is the number 1 salmon feed producer with 36% market share
• Leading position in fish feed for other species in developed markets
Nutreco’s main brands
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4. Customers & Business model
• Customer segments:
• Farmers, distributor, integrators & retailers
• 4 business models: 'Raw material supplier' 'Full range marketer'
• Strong focus on: 'Consultant' 'Product specialist'
• Innovations;
• Order to cash process (ERP);
• Service/ after sales process (Manage a Farm applications)
• Consolidating markets and market situation drives the need for
segmentation and CRM strategy
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5. CRM evolution Nutreco: 3 different Divisions, 3 different
approaches
BU Hendrix
• No clear Go live
Blueprint “SMS”
Go live
strategy or
local strategy ‐Central
• Fragmented Trouw Nutrition support,
or no CRM develop‐
application(s) Pilot ment and
Strategy & Release
• No central Pilot “SMS” organisation
version rollout
0.1 1.0
support or
steering
Skretting
Migrate outdated
software
2008 2009 2010 2011
MS Dynamics CRM Migration to
standard for Nutreco version 2011
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6. Part of S&M roadmap: Global CRM solution
Internal External Customer
focus focus Excellence
Culture
Best in class
in S&M
Company wide S&M processes
(e.g. Include marketing, logistics Phase 2:
Improve local & service) “Commercial Excellence”
sales processes 2012‐2015
Process
•Increased customer
efficiency & profitability
•Partnership with key
accounts
Global sales approach Standardized
Phase 1: internal &
“Sales Excellence” external
2010 ‐2011 platforms
Benefits
•Increased sales efficiency
•Decreased costs by better internal
communication
Global sales language, Standard CRM solution
local sales approach with bottom up
requirements
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8. CRM implementation planning:
Enter/ Organize ‐>Use‐>Share
Customer
Excellence
Culture
Best in class
in S&M
Commercial Level 4
Excellence Towards Customer
2012‐2015 Excellence
Process
Level 3
Implement Commercial
Excellence
Collaborative CRM
Sales Level 2
Excellence Transition phase
2010 ‐2011 Implement analytical
Benefits
CRM
Level 1
Implement basic solution
Operational CRM
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9. Rollout approach: the agile/“menu” approach
• From initial demo to go live with 150 users < 6 months
• Inspire by implementing best practice/ proven functionality (Mobility,
email marketing)
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10. Lessons learned
• When top management is not involved ‐> don’t start
• Find and use the ambassadors and “savvy” users
• Need for strategy and governance
• Think of and describe change management process
• Start simple
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11. Challenges & next steps
• (Re) Define segmentation & CRM strategy
• Marketing Automation
• Role based training and development: “what is in it for me”
• IT should work
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13. Appendix: Animal nutrition & product range Nutreco
Basic FA Macro minerals Protein Energy
e.g. vitamins e.g. feed phosphates e.g. soya e.g. grain
FA
e.g. health products
Pure/blended Feed Additives
Global
0.3%*
High concentrate premix
0.1‐
5%
1-
Premix/Farm minerals
*
10%*
Concentrates
5‐
100%
Complete feed
Local
*
1% 5% Volume 10% 100%
* Inclusion rate: percentage of inclusion in final product
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