Profile: Roberto Torres, Perfect Stores & Hot Zone Senior Manager, Mondelez International

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Profile: Roberto Torres, Perfect Stores & Hot Zone Senior Manager, Mondelez International

By Erika Flynn - 05/01/2019

Experience in market: More than 15 years

My job: “My area is responsible for the 5P’s strategy definition for all of our categories in every retail environment where we have our products. We define Perfect Stores targets, assess the biggest ‘closing the gaps’ opportunities, convert insights into action, and provide capabilities to our team and customers in order to influence and leverage superior execution at the point-of-sale.”

Shopper behavior: “Although shoppers vary by category, a typical shopper in our market is a woman (nearly 70%) who buys twice a month and is within middle income. Shopper behavior has dramatically changed in three significant ways: 1) they are being more multi-retail environment, jumping from five to eight retail environments in the last five years; 2) they are more tech-driven, finding the best deals using smartphones and even choosing which store to go to based on what they find on retail apps; and 3) likely to grow in the future is the use of services such as Rappi, which would reduce the number of ‘real’ shoppers in the store, impacting our impulse-driven categories’ sales.”

The store-within-a-store trend: “We could see industry leaders segmenting their categories’ products according to decision tree hierarchies and then creating a more pleasant environment through fancy POS materials. We have seen this with wine, coffee, health & beauty and craft beers. We’ve made our own attempts, such as segmenting chocolates by consumption occasion (for me, for us, for them). This had promising results in the pilot (the growth was two times faster) and has been rolled to more than 300 stores. All of these initiatives are to create a more pleasant shopping trip and to reduce shopper leakage to other retail environments.”

External technologies: “Retail apps are really the ones having the biggest impact on the path to purchase. Shoppers choose what and each brand to buy before being at the point-of-sale based on their promotions. Sometimes, they even choose which retail store to visit.”

Collaboration: “It depends on the initiative. In general, [retailers] are collaborative. There are many examples of collaborative initiatives, such as category management, exclusive shopper campaigns, joint business plans, etc. However, since the country has been in a recession for a few years now, customers are becoming more tactical and a bit less open to initiatives that do not have a quick return on results.”

Successful activity: “Our biscuits team put together a strong campaign behind Oreo. To be eligible, the shopper had to buy Oreo products and subscribe on a website to participate in a contest to win trips to South Africa and a variety of other prizes weekly. To execute this campaign there was a POS execution incentive, artistic tabloids (leaflets), digital communications and PR media. The full communication plan enabled superior execution at the POS, leading to an increase in sales, record market share, better distribution and more extra spaces during the campaign period. All of this with a positive ROI (+1.7%).”

Keeps you up at night: “Bringing some innovative analysis/vision that might create a WOW effect on my peers.”

E-commerce: “It has developed significantly, with most larger retailers having their operations. All of them started with electronics and appliances, but now also have grocery. However, e-commerce still represents too little in our categories (less than 2%). The main challenge here is finding ways of leveraging sales online for products that are impulse-driven.”