The year’s solid results were possible thanks to the strengthened organizational structure of the marketing area, standardized and efficient execution, and strict rendering of accounts.
We formed a team dedicated to negotiation with supermarket and price club channels, enabling us to increase the market share of our brands. The Nestlé® ice cream wholesale points of sale were integrated into the national marketing area, which improved the effectiveness of the routes and increased the number of outlets visited.
Our experience in the wholesale channel allowed us to focus on better serving customer needs, with regional negotiations and specific requirements in each location. In the supermarket channel, we directed efforts to shelf redesign and optimizing the in-store shopping experience, elements which underpinned annual performance.
An example of shelf redesign and shopping experience was the development of assembled displays with consumption ideas in the pasta category, which increased sell-out by 74%. Similarly, in-store cooking classes doubled Barilla® sales. In addition, we made close contact with end consumers with the sale of dishes from our food truck and through the sale of pastas on e-commerce platforms.
We reinforced our leadership in the institutional channel with synergies with major customers, ongoing training of the salesforce and the success of the advertising concept “It’s a pleasure to serve you,” all of which contributed to an 18% growth in sales.
The McCormick® TeaTrucks initiative helped consolidate our leadership in the tea category with tastings in high-traffic areas such as supermarkets, shopping malls, concerts, offices, parks and universities. Meanwhile, for Nestlé® ice cream, the traditional channel grew to double digits, thanks to a more robust and efficient portfolio, while the relaunch of Danesa 33® in the supermarket channel, with new flavor combinations and formats, was also a successful strategy.
