1994-1997CINZANO NMC.Grand Metropolitan/IDV Italian subsidiary: 118 Mio €. As Sales Director, I radically changed and improved the salesforce way of working through the adoption of several new tools:
I introduced a new study, which provided on a monthly base direct contribution figures by sales channel and by customer. Each breakdown took into account promotional investments, overheads and cash flow performance. The new tool provided a clear perspective of the return on investments and influenced our decision to concentrate our efforts on profitable activities. The 96/97 good results, despite a very negative environment, were mostly due to this strategy: Trading Profit +4,2%.
I hired a team of 7 On-Trade Managers to carry out the following activities: identification of leading edge on-trade outlets in Italy, concentration of consumer investments (party nights, tasting, contests etc., etc.) on opinion leaders and key outlets. On the average, the volume growth within the channel was 30% per year.
Key Account Management.
During fiscal year 95-96 I led the introduction of new training programs centrally developed with Glendinning (IDV consultant) support. The programs included sessions on several subjects: Category Management, Route to Market, Listening and Questioning, Presentation Techniques, Persuasive Selling, Customer Plans, ECR. I also introduced new appraisal procedures, selecting and promoting the best people and hiring new sales representatives. In two years I replaced almost 90% of the positions.
1992 –1993CINZANO NMC.
As Marketing Director, I defined a new strategy for the Company after the merger between Cinzano, Buton and Dateo, integrating them within IDV Europe. I was responsible of huge sales and marketing investment: 25 Million €. I revitalised J&B brand through a communication strategy based on a new commercial that leveraged on the product strengths against the main competitor and substantially improved brand image. I also implemented a new marketing mix, including a different price positioning at Christmas. On the whole, J&B increased its market share by 14%. I concentrated all the Asti Cinzano media investments on a TV consumer promotion called “Gold in the Cork”. Consequently the brand recovered its leadership within the market. Cinzano NMC trading profit increased from 5% up to 19% on turnover.
1990 –1992CINZANO S.A. BARCELONA.
Turnover: 6 Mio Pesetas, 135 employees. As Marketing Director for Spain, I supported the very good Company performance (net profit after tax +28) with a spectacular growth of the main brands: Smirnoff Vodka market share increased from 30 to 40% thanks to the sponsorships of rock concerts in TV and 500 party nights per year. Granpecher/Granpomier (fruit liqueurs) showed a 35% volume growth and almost 2 million bottles sold thanks to the new strategy implemented: alcohol strength was reduced to 20 degrees in order to make TV media available. An effective commercial for both brands was produced and went on air in 1991.
1988 – 1989CINZANO S.p.A. Torino.
112 Bio Lire of turnover, 200 employees. As Marketing Manager, I identified the opportunity of achieving the sparkling wines sector leadership through concentrating marketing investments on few brands (Asti, Pinot Chardonnay) The overall Cinzano performance was very good: contribution after M&P increased by 30% and profit after tax by 45%.