Trade Marketing Innovation in the Belgian Beer Market

Academic year 2014-2015Student Number: R0481969

Trade marketing innovation in the Belgian beer marketCase study – Anheuser-Busch Inbev

Bachelor in Business Management – Marketing across Europe2BME

Supervisor: SVEN CERULUS

1 | P a g e Trade marketing innovation in the Belgian beer market – Tim Strik

Table of contentsTable of contents....................................................................................................................................................2

Introduction............................................................................................................................................................2

1 Company description; Anheuser-Busch InBev...........................................................................................4

2 Source material.........................................................................................................................................7

2.1 Definition trade marketing............................................................................................................................7

2.2 Trade marketing plan....................................................................................................................................9

2.2.1 Context research study...........................................................................................................................9

2.2.2 Inventory of opportunities, Gaps.............................................................................................................9

2.2.3 Quantify the gaps..................................................................................................................................10

2.2.4 Analysis of the increases from activations............................................................................................10

2.2.6 Tactical plan..........................................................................................................................................11

2.2.7 Action ranking.......................................................................................................................................11

2.2.8 Balance of results from actions and integrated P&L with all actions.....................................................12

2.3 Point of sales...............................................................................................................................................12

3 Project.....................................................................................................................................................15

3.1 Top point of sale..........................................................................................................................................15

3.1.1 Advanced predictive technology...........................................................................................................15

3.1.2 Top point of sale strategy......................................................................................................................18

3.2 Innovative point of sales material...............................................................................................................20

3.2.1 Unique best practices............................................................................................................................21

3.2.2 Reusable point of sale displays.............................................................................................................22

3.2.3 Digital point of sale material.................................................................................................................23

4 Conclusion...............................................................................................................................................26

5 Reference List..........................................................................................................................................27

6 Appendix.................................................................................................................................................29

Appendix 1. Organization chart, Trade marketing Benelux............................................................................29

Appendix 2. Sticker procedure relevant departments....................................................................................30

Appendix 3. Leffe tasting APT results.............................................................................................................31

Appendix 4: Toblerone Innovative point of sale material...............................................................................33

Appendix 5: Real-Eye Technology explanation...............................................................................................34


Introduction

This management report is part of the work resulting from an internship at Anheuser-Busch Inbev (AB-Inbev), during which the author, as part of a team of trade marketers, developed several promotional activities for Leffe, Hoegaarden and Cubanisto. The process of developing a promotional activity (activation) consists of the following steps. First, the team receives a date for a specific promotional activity in a particular month. Then they will need to brief an external creative agency to design the visual artwork for the promotional tools used during the activation. An activation within trade marketing is considered to be the execution of the promo mechanics within a point of sale. When the artwork is ready, the trade marketer will start the internal sticker procedure to receive the feedback and approval of all concerning parties on the visual artwork (see appendix 2.). After approval from all in-house involved parties, the production of the promotional material can start and also the planning of the logistic aspects.

In this paper, the possibilities for innovation of AB-InBev’s trade marketing will be investigated regarding points of sale in the Belgian market.

The report is divided in two main segments: the first section provides a theoretical framework in which important concepts are defined and explained, like trade marketing, a trade marketing plan, and a point of sale. In the project section, the methodology and the findings of the research are described. This section also elaborates on the insights regarding the top points of sale, new businesses, and communication results. Strategic recommendations for the company will be discussed in the concluding section.

The research described in this report is relevant. It offers AB-InBev’s, and any other companies, trade marketers insights that could increase the effectiveness of their promotional activations. The current trade department of AB-InBev is aware that it needs innovation to boost sales in Belgian stores. When the research is completed successfully, it could create a boost in awareness of gaps in trade marketing efforts and demonstrate the innovational needs of the company. This could in turn provide the trade marketing department with information about ways to innovate in the Belgian market. The scope of this


research is trade marketing within the Belgian market. Trade marketing is the most logical choice because the internship was in the trade marketing department of AB-InBev. For this paper the focus is on Belgium, the Netherlands and Luxembourg are excluded.

1 Company description: Anheuser-Busch InBev


AB-InBev is a publicly traded company based in Leuven, Belgium, with American Depositary Receipts on the New York Stock Exchange. It is the leading global brewer and one of the world’s top five consumer products companies. Beer, “the original social network”, has been bringing people together for thousands of years and AB-InBev’s portfolio of well over 200 beer brands continues to forge strong connections with its consumers.

AB-InBev’s beer brands include the global brands Budweiser®, Corona® and Stella Artois® and the international brands Beck’s®, Leffe®, and Hoegaarden®. Its local champions are Bud Light®, Skol®, Brahma®, Antarctica®, Quilmes®, Victoria®, Modelo Especial®, Michelob Ultra®, Harbin®, Sedrin®, Klinskoye®, Sibirskaya Korona®, Chernigivske®, Cass®, and Jupiler®.

AB-InBev’s dedication to heritage and quality originates from the Den Hoorn brewery in Leuven, Belgium dating back to 1366 and the pioneering spirit of the Anheuser & Co brewery, with origins in St. Louis, USA since 1852. Geographically diversified with a balanced exposure to developed and developing markets, AB- InBev leverages the collective strengths of its approximately 155,000 employees based in 25 countries worldwide. In 2013, AB-InBev realized 43.2 billion USD in revenue. The company strives to be the Best Beer Company ‘Bringing People Together for a Better World’ (AB Inbev, 2014) .

In the first quarter of 2015, AB-Inbev had a total growth of its revenues of +6,2% on a global scale. The revenue growth per hectoliter measured +7.5 % on a constant geographic basis. Nevertheless, the total volumes lost about 1.2 % on a global scale. Within the global market Budweiser grew with 6.2 % in the United States of America, Brazil, and China because of great performances. Corona grew by 2.7 % driven by the growth in Australia, Canada, Italy, and Mexico. Stella Artois grew with 1.2 % , mainly caused by its growth in the United States of America and the “Buy a Lady a drink” marketing campaign. Within the Belgian market, Jupiler gained market share.

In the Benelux, AB-Inbev focusses on innovation with the launch of Hoegaarden Radler, the Leffe Royale range and Cubanisto. Every department within AB-InBev aims to boost awareness for these new products. Within the marketing department there are several large marketing campaigns to boost brand visibility. Trade marketing (on-trade) pushes Cubanisto in the bars and


discotheques, organizing specific Cubanisto events that boost awareness and thus sales. In off-trade the focus lies in placing all the innovations in the stores and creating awareness by promotional activations, tastings, and try-out promotions.

In the Belgian beer market, AB-Inbev in 2013 was responsible for 56% of the entire beer market. It is important to consider the different types of beer to exactly determine the relevancy of the completion. The lager beer market is the largest within Belgium. Here AB-Inbev provides the brands Jupiler and Stella Artois. Next to the lager beer market, the abbey beer plays a large role in Belgium. Leffe is AB-InBev’ representing this beer category. Leffe is the current market leader in the abbey beer category. This market knows multiple smaller brands that provide quality abbey beers but do not represent major chunks in the market. Duvel Moortgat is one of the larger national competitors. Next to AB-Inbev being the market leader there are several global and national competitors that compete in the Belgian beer market. Duvel Moortgat has a large variety of products that compete directly with AB-Inbev brands. Heineken and Carlsberg are the largest global competitors AB-Inbev has to compete with in its home market. In the Lager beer market the three most popular brands are Jupiler, Stella Artois and Maes. The Heineken group bought Maes in 2008 resulting in being the third most popular lager beer in the Belgian market. Carlsberg represents a minor part of the Belgian lager beer market. Worldwide Belgium is known for its beers. This is represented by the variety of small breweries. Belgium knows about 160 active breweries, all brewing beers that are in the market.

AB-InBev has a vertical hierarchical level structure (see appendix 1.). Within the company there are several levels of employees. Levels are determined by an employee’s role within a department and these levels determine responsibilities, privileges, and, of course, also income. Within Trade marketing1 there are four levels of employees. The top level is held by Bennoit Bronckart. He currently holds the position of trade marketing and tech sales director at AB-Inbev. He is level four within AB-Inbev and is in charge of the whole trade marketing team and tech sales. Directly beneath Bennoit Bronckart, for the trade marketing team Belgium, is Isabel Pinho, level five and head of activation BELUX. She only deals with the Belgian and Luxembourg market regarding activations. Level six is held by Jiri Sevick and John Gielen, who are the line managers for the off- and on trade 1 Appendix 1: Organisational chart, trade marketing Benelux


department within trade marketing. They can be seen as the team leaders of their dedicated consumer activation executives. In the Belgian off-trade, trade marketing department there are four consumer activation executives. Two are in charge of handling Jupiler and the remaining two manage the three specialty brands: Leffe, Hoegaarden and Cubanisto. The consumer activation executive has, apart from their designated brand, also a specific customer group (e.g., Delhaize or Carrefour).

The research in this report was conducted as part of a project in the trade marketing department. This department within AB-Inbev deals mainly with the communication between marketing and sales and this department provides management with materials for the sales and push sales activities in supermarket chains and bars. Off-trade mainly handles promotional activations in supermarket chains for specific brands to push sales. On-trade provides costumer activation in bars, restaurants.

During my mandatory internship, I conducted this research while working closely together with Denis Verstraeten (Consumer Activation Executive Off-Trade BE) and Edouard Grison (Consumer Activation Executive Off-Trade BE). They served as my company mentors. As consumer activation executives, they handle all the off-trade, trade marketing promotional activities for the brands Leffe, Cubanisto and Hoegaarden. Each of them is also responsible for all the tailor-made promotional activations for one of the two largest Belgian supermarket chains, Carrefour and Delhaize. Aside these two company mentors, there were two other team members who worked in the same department: Nele Somers (Consumer Activation Executive Off-Trade BE) and Michel De Landsheere (Consumer Activation Executive Off-Trade BE). The whole team is led by Jiri Sivick (Activation manager Off-Trade BE).

2 Source material

In this segment of the management report, a general overview is presented of all the research that was conducted and support the findings in the project segment. The information shown below originates from several sources.


2.1 Definition trade marketing Trade marketing works in a soft spot within a business cycle. Trade Marketing creates and manages marketing activities for business to business sales purposes. The trade marketing department within a company is responsible to create promotional materials that can be placed in stores, bars, and clubs. The purpose of these materials is to communicate the brand itself and the promotional activation that is going on for that brand. The marketing messages target not only the physical stores but could also target consumers online.

Within trade marketing a store, bar, club, or petrol station are called a point of sale. Trade marketers see these points of sale as locations where the end consumer interacts with the brand in AB-InBev’s costumer’s store or establishment. Ideally, trade marketers try to optimize their visibility in these point of sale in their customers stores. The goal of trade marketing is to increase the volumes of beer that is sold by organizing promotional activations and creating better visibility, also of these activations, in the stores. A visual of the location of trade marketing in the marketing approach of a company is presented below (the

star). In the visual trade marketing is the spot where the company, the costumer and the consumer connect. Trade marketers seeking to create the best visibility for their in-store trade marketing also have to respect the company’s vision and mission and take both costumer (stores, bars, clubs) and consumer’s needs into account. In other words: trade marketers have to make promotional materials


CompanyTopline Growth &

Brand Equity

ConsumerNeedstate, Occasion

& Benefit

CostumerPlace of connection

Key account managers

Wholesaler

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Bron vermelden “soft spot”heb je ergens vandaanMoet je business to business nog uitleggen?

that will improve visibility in the point of sales while considering company, customer, and consumer perspectives. The trade marketing department in this beer company are divided in two departments: Off-trade and On-trade. Off-trade marketing mainly focusses on all the retailers in Belgium. For retailers, they focus on in-store communication, providing point of sale materials. On-trade on the other hand focusses on the hospitality industry: on trade executives manage bars, restaurants, and other hospitality services. Here they provide hospitality points of sale with interesting, competitive contracts and visibility materials. Visibility is often offered in the form of glasses, parasols and cloths. Another segment of on-trade is business to business communication, informing the points of sale about the activities concerning the products or brands.

Off-trade trade marketing components can be categorized into three groups (consumer activation executives, key account managers and category managers)based on the type of action done and the person responsible. The three groups might differ slightly in different companies, but the general divisions remain the same in strategic and operational groups. Strategic are focused on generating sales and achieving sustainable competitive advantages. Trade marketing mainly includes the different activities in the field that handle the analysis of a company and the formulation, evaluation, and selection of the direct market-oriented strategies. Another factor that has to be considered is the customer’s approval.

For Trade marketers the points of sale are vital. These are provided by the customers in the business to business setting. In off-trade these costumer are a few large players that are managed by a key account managers (KAM) in a company. A KAM actively communicates with the customers to keep satisfaction high. Other than the customer relationship management done by key account managers, there are several important tasks that have to be executed by the category management department. They work for the industry as a whole, not for a specific brand. Here they investigate the possibilities to boost the whole industry. When the industry grows, the brands will grow too. Large companies like Heineken, AB-Inbev, and Devos & Lemmens often use different teams to handle the research.


A trade marketer mainly works operational. He or she manages all the activations and insures that all the deadlines are met and that any issues are resolved. This is considered sales and operational planning. Operational management could imply handling the designing and controlling the process of production and redesigning business operations in the production of goods or services. It also includes the responsibility of communicating the needs and the progress of the action. The trade marketer manages what needs to be done to optimize the activations and following up on their progress.

2.2 Trade marketing planThe trade marketing department has its own plan: the trade marketing plan. On company level this trade marketing plan is integrated with all other plans and can thus be implemented in the business cycle. The trade marketing plan describes the steps trade marketing teams follow when executing promotional activations. There are ten steps.

2.2.1 Context research studyIn order to create a successful promotional activation a trade marketer has to be aware of a number of key points. A trade marketer has to be aware of the general strategy the company follows (mission and vision). It is important to take the company values into consideration while evaluating the market and to create marketing activities with company ideals in mind. Other than company and market insights, a trade marketer also has to be conscious of competition. Knowing what kind of materials, advertising, and commercials the competition uses, a trade marketer can improve the companies’ trade marketing strategies.

Because of its placement in the business cycle, it is important for trade marketers to stay in close contact with the costumers. KAMs are representatives of a large customer within a company. When a trade marketer has to determine what kind of promotional activity he would like to use, a trade marketer has to look first at the desires and needs of the consumer and costumer. These needs and desires have to be aligned with the marketing plan and have to be in line with the brands guidelines.

2.2.2 Inventory of opportunities, Gaps


It is important to make a good inventory of the opportunities and gaps in the market before starting to plan marketing activities. The trade marketing department makes this inventory based on research and lists opportunities according to relevant themes. Channel opportunities are important to investigate because they are part of the analysis of opportunities and gaps. Gaps are the opportunities to boost the brand’s presence in sales channels, for example supermarkets and the hospitality chains. These gaps fall between periods of high sales. Often larger companies do not work according to gaps, but they also work on boosting their products during peak periods to increase the sales and awareness.

A trade marketer also has to investigate shopper’s opportunities. These focus on increasing the shopper’s awareness and thus the shopper’s conversion from other brands in the category towards the company brand. An increase of shopper awareness is achieved by creating visibility, bonus points, promotions, and price strategies. Furthermore, a trade marketer has to research how to increase trade marketing efficiency. This can be done by fully utilizing the same resources, for instance, or by sales incentives, variable remuneration, structure, and cargo (D'andrea, 2012). A constant concern in efficiency analyses is the traditional dilemma: do it yourself versus outsourcing. Often larger companies outsource tasks and logistics.

Trade marketers often use external agencies to generate ideas, for instance about best practices. A best practice is the optimal way the promotional activation can be executed, a maximum standard of performance for a trade marketing activity. A best practice normally means that all the available point of sale materials are used or that visibility is optimized by placing point of sales materials and products in a top spot the store. As a way of increasing the efficiency of the trade efforts.

2.2.3 Quantify the gapsThis step mainly focusses on understanding the opportunities, calculating the financial opportunities from a macro vision. During this step, a trade marketer has to estimate what the potential uplift will be. If there is no profit, market


share- or sales increase, the opportunity should not be contemplated in the trade marketing plan. Often large companies like AB-Inbev use reduction strategies. They observed that reductions are the most efficient way to increase sales. Calculations need to be made to estimate the optimal reductions.

2.2.4 Analysis of the increases from activations This step is dedicated to analyzing the sales predictions and estimate the outcomes. For example: a popular way to use reduction is via coupons. Coupons can give a direct price reduction, a percentage reduction, or a free product coupon. The coupons set a predetermined loss that has to be included in the budget of the activation.

2.2.5 Analysis of operational viability and prioritizationThis step is dedicated to aligning the promotional action with the brand of the product. Often, when a trade marketer creates visuals, displays, or gadgets, the activities are handled by different departments. At this point a trade marketer should consult the marketing department to check if the plan is aligned with the standards set for the brand. Also, the legal department should be consulted. When creating a gadget, it should be checked that no propriety items are used. Intellectual property should be checked when, for instance, giving a new name to a gadget.

It is important to set fixed criteria in both the analysis of viability and in that of prioritization. The top management of the company often uses four analytical requisites (with factoring scores). These will facilitate guidelines for the trade marketing department. Each action is evaluated and scored. The resulting score will help the decision-making and selection of action to be implemented into the trade plan. To increase the feasibility of the action getting funded, the score should be high enough.

2.2.6 Tactical planThe tactical plan is a detailed plan of all the actions that have been previously selected. There are two types of actions when managing a promotional activation. The reoccurring promotional activations are standardized actions that only need yearly maintenance and update the visuals but the promo mechanic


remains the same. These standard actions serve all clients and have proven their efficiency. These characteristic mean that there is no room for changes. The other type of actions are highly customized actions that need personal follow-up by the trade marketer. 2.2.7 Action rankingAnother way to investigate the feasibility of the action is to investigate the return on investment (ROI). Generally when a promotional activation is too complex, the return of investment is not calculable. Return of investment is a profitability measurement that evaluates the performance of a business by a ratio that considers net profit and net worth. To calculate ROI, the benefit ROI is divided by the cost of the investment; the result is expressed as a percentage or a ratio. The ROI will help management of the company to decide which actions to activate.

The ability of sales to execute actions in the field is restricted, however. The trade marketing plan should be feasible for the salespeople. From a feasibility perspective, the trade marketing strategy will only come to realization when the sales team can successfully execute it in the field. The company’s plan, the plans of the customers and the capacity of the sales force should be contemplated when creating the trade marketing plan. Doing so, the prioritization is the key to profitable growth of mass consumer goods companies.

2.2.8 Balance of results from actions and integrated P&L with all actionsBalance of results from actions are made after the execution of the actions. The results of each trade marketing action have to be calculated. This should include how results were achieved and presented with the metrics of success of the proposal. Integrated P&L with all actions are important to create a promotional plan with all the actions for 1 particular brand. This will provide a good overview for the line manager to see the impact of the actions.

2.3 Points of saleWithin trade marketing everything is handled within a business to business environment. A trade marketer will only sell their products to their customers, even though the materials are designed for promotions that are intended for the end consumer. The costumer uses the provided point of sale material in their store or establishment. It is important for a trade marketer to understand the


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dynamics of the points of sale and understand the difference between several types of points of sale. In the current practice of trade marketing the difference in points of sale is not often clear. Recently larger companies start to develop different strategies for different types of points of sale.

Below, you will find a model of the different types of points of sale. Basic points of sale are the cash cows of the business. They have a large scale and hold sustainable business. In these points of sale a trade marketer is certain that the basic promotional activation is approved and that it will generate sales. In the Belgian market about 80% of the points of sale can be considered basic points of sale.

Winning points of sale are appreciated by their customers to have better quality and services. These are the favorite stores, bars, and clubs people go too often. A trade marketer could use the loyalty of consumers to sustain sales and use new and innovative best practices to increase execution standards. Influential points of sale, on the other hand, are the most known and visited places in their associated industry. When a well-known bar, store, or club presents innovative, new concepts, it often will be copied by other points of sale in the related industry. This is called the lighthouse effect.

From one central point, a trade marketer could provide high-end materials to show their brand in influential points of sale. The focus in these points of sale is not sales but is visibility. A trade marketer could invest in the influential points of sale and in return associate the brand with a great experience and credibility.


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I know we have discussed it before, but just to be sure: do not forget caption and reference.

The main issue with the division in points of sale is that until recently there was no clear way to investigate the differences in points of sale.

Point of sale material is the official name for all the materials that are designed for communicating the promotional action in a point of sale. Point of sale material is displayed where the consumer can find the products, for instance in supermarkets and bars. The materials are made to increase the visibility of the products in the store. The point of sale material comes in many ways and forms and can sometimes be dependent on the individual points of sale.

There are two major communication topics addressed by point of sale materials: brand communication and call to action communication. It is important to sell the brand, and companies want sufficient space to communicate specific brand characteristics and selling points. Call to action communication is needed to explain the mechanics of the promotion. This can be done with a range of tools, from a simple sticker or coupons to detailed leaflets and invitation competitions.

Standardized displays are the most used materials in trade marketing. This tool is often placed in shops to showcase the gadget, promotional packets, and innovation. These displays are developed by external agencies specialized in creating point of sale displays. Displays are often the key in the consumer communication. Generally the displays are clearly seen in the supermarket. There are several different types of displays that can be used to showcase products. They are often differentiated by size, communication capability, and quantity of the item, accessibility and set-up time.

Displays can be divided in two types: pop-up displays and standard displays. Pop-up displays are displays that the field team can set up in a matter of seconds. In this way they reduce overall cost of the promotional activation. Standard displays have be constructed, filled and transported. This will often be done by a third party resulting in additional fees and logistics costs.

Apart from displays, other point of sale materials are used by trade marketers. Often these are combined with displays. The purpose of this extra material is to bring attention to the product at the point of sale where 80% of the consumer buying decisions are made. The most commonly used point of sale material


(apart from displays) are: crate posters, A2 posters, competition urns, totems, stickers, Brand Lights, and wobblers. Wobblers are simple carton based communication boards that are connected to the aisles border. These materials are used by almost every company who works in trade marketing. Finding new and better ways to communicate are needed to obtain an advantage.

3 Project

In this segment there are several subsections concerning innovations for trade marketing departments. Each of the three sections provide a company with relevant information about the collection and use of specific information.

3.1 Top point of saleBecause of the current need to improve their marketing strategies, trade marketers look for different ways to innovate their points of sale. To put the lighthouse effect (new behavior in popular points of sale is copied throughout the


industry) into practice, it is relevant for a trade marketer to determine in which point of sale they should invest. There are several analytical programs that analyze points of sale to determine their profitability.

3.1.1 Advanced predictive technology Advanced predictive technology (APT) is software that provides country bound, Cloud-based tools that enable large, consumer-focused businesses to analyze large quantities of data. Triangulating between business strategy, algorithmic math, and large databases this software provides the opportunity to improve strategic trade marketing decision making (predictivetechnologies.com, 2015). The APT analysis provided three ideas that will help a trade marketer enhance uplift and visibility. When the idea works, it can be tailored for maximum effectiveness and it can be targeted, by location, by market, or by customer, for maximum impact. In order to successfully run this tool there are several data that AB-Inbev (or another company) should provide. In the analysis conducted for this research the focus was on two specific in-store tasting periods in 2014. The tastings were executed for the brand Leffe. Leffe is a premium and authentic brand, popular in Belgium.

Site name Sales After (HL)Expected sales

after (HL) Uplift in % Estimated29067543 -

CARREFOUR 458 10,76 4,83 122,93 5,9329062578 -

CARREFOUR 606 5,36 2,78 93,06 2,5829064132 - GB SUPER

PARTNER 507 - 5,68 2,98 90,52 2,70

29094281 CARREFOUR 7,03 3,76 87,18 3,2729058007 -

CARREFOUR 686 5,53 3,06 80,89 2,4729067565 -

CARREFOUR 691 8,90 5,25 69,40 3,6529066503 -

CARREFOUR 645 5,80 5,36 8,13 0,4429062364 -

CARREFOUR 669 5,51 5,37 2,66 0,1429062722 -

CARREFOUR 694 3,59 3,54 1,47 0,0529062339 -

CARREFOUR 624 4,16 4,38 -4,99 -0,2229004289 -

CARREFOUR 664 5,27 6,10 -13,63 -0,83Because of the focus on innovation in the Belgian beer market, it is important to research the possibilities of best practices and invest according to outcomes of


this research. Because of the complexity of best practices it is often not feasible to have innovative best practice in place for all points of sale in Belgium. Often the sales representative will aim to provide a setting close to the best practice, but often it can only done for about 90%. APT can help to choose which points of sale have the highest success rate and uplift. When the preference list is built for Leffe it can be reflected across the enterprise, and used to execute the best practices.

The analysis is the result of gathering information. With the results of the analysis a trade marketer can make a preference list, showing the points of sale that are most successful, considering these influential point of sale, where the lighthouse effect can be implemented by introducing innovations there.

The table above shows a simple cut made after the tastings for Leffe. On the 27 th

of May 2015, AB-Inbev planned Leffe tastings in 40 different points of sale. Afterwards 23 of the 40 points of sale were analyzed to investigate the profitability per point of sale. This represents 57 % of the total points of sales analyzed. The table shows the top five points of sale and five least successful points of sale.

To compare the results with the estimates, the APT analysis uses several determining factors: sales of the previous 90 days, the expected sales, and the sales seven days after the tasting event. A tasting event is a trigger for consumers to try the product and buy the product, with or without a reduction.

Carrefour 458 shows the best result with an uplift of 122.93 % in sales after the tasting event. This means that in total about six hectoliters beer were sold in excess of the previous estimation. The difference between Carrefour 458 and Carrefour 606 is in size, accessibility, and other factors. No points of sales are alike, they differ in size, location, audience group and other factors. All of these factors are taken under consideration when estimating the expected sales. Higher estimated sales often reflect a large point of sale with more visibility and space.

Carrefour 664 had the second largest estimated sales, the store itself is a Carrefour hyper. These stores have more possibilities for best practices than


smaller stores like Carrefour express. Carrefour 664 is one of the largest Carrefour in Belgium but had the lowest uplift out of the 23 analyzed point of sales. This could mean that Carrefour 664 is a non-preferred point of sales to invest in. On the other hand, there are more determining factors that have to be taken under consideration when using such an analysis. It could be possible, for instance, that during the week after the tastings, this Carrefour had no more Leffe to sell.

Another possibility could be that the sales person was not doing his job correctly. In order to create a better list of preferred point of sales, AB Inbev has to analyze more points of sale. This will create a better base line for a white list and a black list of points of sale to invest in. For the research for this project the company limited itself to two tasting periods in 2014, only for Leffe. To obtain all the information needed regarding the different points of sale to complete the analysis, a trade marketer has to wait several months after the event, when the information is shared about the points of sale.

In 2014, the tasting events were centralized around one specific date and there were various events going on simultaneously. In 2015 Leffe took another approach. Now there are less tastings around one specific date. AB-Inbev chose to spread the tastings to different dates over a longer period of time. When this information is shared, it will be interesting to determine the impact of date, weather, time, and other factors. The more information can be analyzed, the better the basis will be for decision making concerning top points of sale.

Now the place on the list of top points of sale is only determined by the percentage of uplift after an event. This is a start to determine a top point of sales, but there are other factors that have to be determined too. A large grocery store provides the space to create big best practices. The downside of these large stores are that the general feeling of the store is industrial, practical, and not perceived as nice and welcoming. On the other hand, there are small grocery stores. These are often smaller and have a customized setting. It is harder to set big best practices in these stores but they are often perceived as more inviting and more premium.


When the focus of the brand is determined, a trade marketer choses the best fitting point of sale feeling. For example, Jupiler is often widely available and is drank by mainly men. Men are often impressed with large settings of beer and Jupiler is thought to be better sold in a large Carrefour. Leffe, on the other hand, is more appreciated as a quality, premium beer that is sold in smaller quantities than Jupiler. In essence, Leffe would not need as much space as Jupiler but would benefit more from being associated with a top point of sale that is warm, authentic and welcoming.

3.1.2 Top point of sale strategyThe top point of sale strategy consists of the following three aspects. Intrigue at the front of the store, discover out of category and reward at shelf. To be intrigued at the front of the store, a consumer views the shop without having the intention to buy the brand. A trade marketer should create point of sale material that opens communication with the consumer. These point of sale material attract a consumer by introducing the brand with an emotional hook. The point of sales material are placed in a low dwell-time areas. Dwell time is the amount of time the customer spends waiting in a queue, waiting in line or looking around in the aisle. Point of sales material that can be used in the environment is mainly brand communication, not promotion specific communication. These can be located on the sides of the building, trolley bays and trolleys. Discover out of category is based in the store but outside the brands category. Within the general setting of the store, the point of sale material should be placed in medium dwell-time areas. Shoppers are in other categories and dwell there in a mindset that favors consideration. With exposure to the brand, a trade marketer can increase awareness within the store and transform the emotional hook into a functional benefit, for example, a consumer gets introduced to AB-InBev social drink Cubanisto. Cubanisto is often associated with partying, social gartering, being unique. This emotional hook can be communicated to the consumer and transformed in the consumer wanting to experience this feeling. Optimally, a non-purchase mind-set starts to change into a purchase mind set after constant exposure to the communicated brand. The point of sale material that could be used for out of category in store areas could be clear banners, floor media, etc. The main concern of a trade marketer has to be that the point of sale material is not disturbing the consumer in their general shopping experience.


Reward at shelf occurs when the consumer reaches the aisle where the communicate brand is shelved. Here the dwell-time is high, consumer will wander around and investigate the new brand. Due to the emotional connection they started to develop, they are genuinely interested in the brand and pay attention to details. For this area in the store specific point of sale material can be used. These could be wobblers, shelf strips, displays, crate posters. These will provide the consumer with the correct trigger to make a purchase decision by providing a reason to believe the product’s functional benefit.

The difference between the first stage and the last stage of the point of sale strategy is the level of detail of the point of sale that is used. To spark the genuine interest of the consumer, a trade marketer has to first create awareness and interest for the brand. When people are interested in the brand they will devote more attention to detail when they pass the product in the store. When they pass the product they will be able to find point of sale material with more information regarding the product and even potential promotional activations. Within trade marketing the main focus lies on the last phase of the point of sale strategy. When a trade marketer develops a promotional activation within AB-Inbev, the main focus lies on creating point of sale material to communicate the call to action. Although a trade marketer should be focused on the call to action, it would be interesting to investigate the stores possibilities. Perhaps the development of point of sale material that is linked to the brand for a specific store could be an interesting investment. Within larger companies like AB-Inbev, this should be aligned with the KAM for the desired store.

An example of point of sales material for stores: the application of marketing communication on shopping carts or shopping baskets. Most shops in Belgium either use shopping carts or shopping baskets. These means of transport are often unbranded and plain, in essence ideal communication space for companies. Shopping carts would fall underneath the first and second stage of the point of sales strategy. The communication should be focused on brands and therefor can be visuals, catchphrases of the brand, not promotional specific. These shopping cart communications will be an investment but can be used in-and outside a promotional activation to boost the general visibility of the brand. The main benefit of this type of communication is that it won’t disturb the shoppers


shopping experience. This example needs to be further developed towards what the exact restrictions are from the store owners.

3.2 Innovative point of sales materialAt this moment in time the point of sales material is stagnated in the previous mentioned division. It is key to involve the end consumer in the material you develop. From the consumer psychology perspective a trade marketer can determine the relevancy of point of sales material. The standard point of sales material like display, wobbler and crate posters are widely used and have built an sedated mind with the end-consumer. Most consumers grown custom to these point of sales material. Several companies like AB Inbev is trying to find new, effective point of sales material. These can be more diverse and expensive. In preferred stores, a trade marketer could use premium point of sales material to enhance the awareness. These materials are often seen as an investment with a low return on investment.

3.2.1 Unique best practicesAt this moment in time, the development of point of sales materials stagnates in the trade marketing division. It is key to involve the end consumer in the material the department develops. From the consumer psychology perspective a trade marketer can determine the relevancy of point of sale material. The standard point of sale materials like display, wobbler and crate posters are widely used and their effect on the end-consumer seems to have lessened. Most consumers have grown accustomed to these point of sale materials.

Several companies like AB Inbev are trying to find new, more effective point of sale materials. The idea is that these materials should be more diverse and expensive. In preferred stores, a trade marketer could use premium point of sale material to enhance brand awareness. The additional materials are often seen as an investment with a low return on investment.


The first aspect companies like AB Inbev could focus on for preferred retail stores is unique best practices. These best practices, however, can only be executed in a few stores and with extensive cooperation of the management of the store. This means that a trade marketer would cooperate with the sales representative and store manager to arrange a specific space in the store. This activation will have a great impact in the participating stores. For the end consumers it creates an “in your face” feeling. This feeling will invite people to come and discover the activation and remember it. Toblerone often works with these kinds of large exhibitions. Here the focus is visibility. In this store people are invited to walk around in a Toblerone setting.

The Toblerone Displays are heavily customized for the location and purpose. The pictures in appendix 4 show how Toblerone presents its world promo. A large setting was made to promote their brand and introduce their new product. These displays and props were specifically made for this kind of setting. Toblerone triumphs with a selection of display solutions which will act as signposts for the entire confectionery category. The comprehensive range of Toblerone merchandising units provides these point of sale materials to retailers in airports, ferries, and border shops as a powerful vehicle for increasing sales. These extensive point of sale materials are mainly used within airports because of their size and the space available in these important points of sale.

Lately, sales show a growth in larger stores like Carrefour planet and super Delhaize. These point of sales provide sufficient space to execute large exhibitions. There are several concerns regarding the cost and ROI of heavily customized exhibitions within stores. The current goal of a trade marketer is to develop promotional activations that show a positive ROI or effectively boost the visibility of the brand. These activations are mostly executed nationwide in stores or for one of AB-InBev specific customers (for instance Carrefour or Delhaize). The execution of top point of sale activations is not bound to a specific costumer but can supports an entity for national promotional activations.

3.2.2 Reusable point of sale displaysAB-Inbev’s catchphrase is: “bringing people together for a better world”. For AB-InBev it is important to look at sustainable, environment friendly solutions within trade marketing. In trade marketing a lot of displays are needed that will only be


used for short periods of time. These displays are fully build out of carton. The carton that is during the promotional activations is considered useless afterwards and needs to be discarded. Working with displays is not environment friendly and is a point of concern that can be ameliorated. AB Inbev is currently working on reusable pop-up displays for stores. These displays are still made of the same material, but after a promotion they can be taken down and stored for later use.

The reusability of display materials is considered as an investments and can provide a return of investment when handled with care. The main concern with these reusable point of sale material is that they are normally printed with a generic message. During most promotional activations, point of sale material is custom created to communicate a call to action for a specific promotion. With reusable point of sales displays you can only define brands but not a specific promotional activity.

The current design of the reusable point of sale displays allows AB Inbev to simply swap out the top cards. Top cards are generally used to communicate a call to action during promotional activations. This method improves efficiency. In a normal flow of creating a display, several suppliers had to be contacted, briefed, checked, and consulted before having satisfying end results. Due to the two standard sizes of reusable point of sales display, a trade marketer can provide the specific artwork to the supplier for the top card. Afterwards the suppliers can just manufacture these top cards without having to deal with alterations and reworks.

A remark that arises when researching these types of innovations is the brand identity. The use of mass branding or repetitive branding can be seen as a negative aspect of the brand by the end consumer. A trade has to be made between innovation and efficiency. It is a good idea for a trade marketer to create a criteria list with its relevant weighting for each promotional activation. For smaller tailor made activations, a trade marketer can consider utilizing reusable point of sale materials. When a trade marketer has to develop a nationwide promotional activation, he should consider to still develop custom point of sale displays.


Apart from the range of the promotional activation, the type of activation has to be chosen with care. Price reductions and free products can be considered easier promotional activations. These activations do not require the development of space for a gadget. When a promotional activation includes a gadget, however, these gadgets often have different sizes and need a point of sale display that can display and store them. Therefor it is not advisable to develop reusable point of sales displays for promotional activations that include gadgets. Price reduction and free product activations only utilize one product and have to communicate different types of promotional mechanics. These can be communicate through the top card in standardized point of sale materials.

3.2.3 Digital point of sale material Because of the constant evolving technology capabilities and the need for premium product show casings several products are developed, trying to fulfill the market needs. During the research phase of these project two digital communication tools were chosen because of its innovation and accessibility: the Real-Eye 3D screen and the Perch platform.Real-Eye 3D screen is being developed for AB-Inbev and in its first phases. Real-Eye 3D screen is a large poster screen that showcases one three dimensional image without the use of tools to see depth. The desired image seems to float in front of the screen, the space seems to continue forever (see picture below and appendix 5).

The common 3D display technology, used in cinemas, requires special glasses to achieve these effects. Real-Eye brought these innovative, next generation

screens to the market in 2011. Recently AB-Inbev invested in testing these screens to estimate their potential reach. For a trial period, the screen was placed in an AB-Inbev marketing department in order to investigate if people would notice and look at its image. The screen was located at the end of the


corridor near the entrance to the toilets. As expected, most employees became aware of the showcasing on the screen within one day. They stopped and investigated the screen and were amazed about the three dimensional image. The outcome of this small test round resulted in positive feedback of the marketing department: the Real-Eye 3D screen was considered new, innovative, and effective in inviting people to investigate and talking about the images.

There are several downsides, however, a trade marketer has to consider when investing in 3D screens. The screens are innovative and built using technology with property rights, so the costs are high. The development of the tailor-made image also costs: the 2D image used for the 3D screen first needs to be remodeled by Real-Eye into a 3D image. This process takes an extensive amount of time because it has to be custom layered by a designer to create the three dimensional effect. A trade marketer can decide to utilize these screens in top point of sale to intrigue the customer. AB-Inbev is currently developing a first 3D image and waiting for the result. When this process is done, the in-store trial can start to study the reactions of the end consumers. A trade marketer must determine if an expensive and innovative point of sale material like the 3D Real-Eye screen will be worth the investment.

The second technologically improved point of sales material in consideration is an interactive tablet screen that is being developed for use in points of sale. The Perch Company developed several different types of interactive tablets for in-store purposes. Perch based their platform on research, stating that touching a product makes end-consumers 40% to 60% more likely to purchase it. Perch provides platforms to expand a consumer’s shopping experience. Perch focusses on making their platforms captivating, playful and immersive.

The stimulation of sales is done with three simple key steps. First the platform has to attract the end consumer. Perch acts as a dynamic product display. These engage the consumers’ attention from a distance with sounds and engaging visuals. During the second step the product is to engage the consumer with this product. Perch brings a brick and mortar presentation (i.e., physical presence of what is marketed) by associating the product with visuals that tell a story about the product and the brand. The Perch product not only engages the consumer but also informs them about the product. The possibilities vary from showcasing the different varieties of the Leffe Range to giving a detailed history of its origins.


With this tool a consumer can pick a variety, and information and a mood board would appear. The engagement with the Leffe brand and its various beers is expected to increase the sales potential.

After the research conducted regarding the brands, it became clear that a beer like Leffe has a rich background story that should be communicated to the end consumer. When a consumer gets a visual representation of the brand they have shown to become more engaged and willing to investigate the brand. The perch platform is still considered something new and has not been seen in the Belgian market. Therefor AB-Inbev could be the first to create this digital engagement with the consumer.

Because of the uniqueness of the product Perch provides, the propriety technology that is been used will not be cheap. AB-Inbev has to first start a trial period and then invest in a sample product to see the potential advantages. While doing the research into this product, there are several opportunities to

consider how AB-Inbev could utilize this product. Giving consumers a product with which they can interact with the brand is expected to be beneficial in different channels. The application in grocery stores can later be extended to bars, discotheques, fairs, and other public events.


4 Conclusion

AB-Inbev is a multi-million company with various brands that are well established in the Belgian market. It seems nearly impossible to bring major changes within one of AB-Inbev’s brands. Although it might not be necessary to change the brand to fit the consumers’ needs, it could be relevant for AB-Inbev to create deeper emotional connections between the brand and the consumer. Because of the complexity of the beer market and the growing interest in unique small brewery beers, AB-Inbev needs to do research into ways to communicate that the beers they provide are as unique as these small brewery beers.

During the research done for this report, it became clear that some groups of end-consumer are indeed unwilling to consume beers that are brewed by large companies like AB-Inbev. This problem should be taken as an impuls to study how the company could create a genuine, lasting interest in the various brands by the end-consumer.

In 2015, AB-Inbev focusses on innovation, expecting their new range of products will succeed in the Belgian market with its current channels. To increase the potential of success, there are opportunities to study in depth and new strategies to invest in. From this project arose various suggestions for research and two recommendations for future investment.

First, it would be a good idea for AB-Inbev to research the influencial points of sale possibilities. The lighthouse effect is a market mechanism that has proven its value. The focus on creating an example that can be copied throughout the Belgian market could be applied in the trade marketing department (off-trade


and on-trade). If AB-Inbev can determine which points of sale are considered unique and representing a large pool of consumers and stores, they can invest in creating the best brand setting possible. When they succeed consumers will be more engaged with the brand and communicate their preference to others, influencing the whole market. This could provide AB-Inbev with a better brand identity and an overall good brand image.

Apart from investigating the top points of sales AB-Inbev could start using new, innovative point of sale materials. In the current off-trade, trade marketing department the materials that are developed seem set in stone. AB-Inbev could consider clearing budget for developing new point of sale materials. Environmental friendly and reusable materials, and Digital point of sale materials will create a positive feeling and recognition with end consumers.

As discussed, AB-Inbev has several ways to improve sales by working on their representation in points of sale and promotional stategy. Even though a company and its brands are well established in the market, it remains important to study the opportunities and gaps. Improvements take time, people, and money, but its seems important to invest continually to take advantages of the opportunities for innovation that are presented in this report. For a company like AB-Inbev, it is worth spending resources to enhance their long lasting market position in the Belgian and global market.


5 Reference List

AB InBev. (2014). Our Company. Available: http://www.ab-inbev.com/media/our-company.html. Last accessed 10th March 2015.Balasesc S., (2013). Marketing Promotion in the Consumer Goods Retail Distribution Process. Economic Sciences. 6 (55), 1-20.Brownsell A. (2010). The Off-trade switch. Marketing. 1 (1), p14-15.Belch, M. (2003). Advertising and Promotion: an Integrated Marketing Communications Perspective. Canada: MA Belch. 1-100.D'Andrea, R. (2012). The Ten Steps to Successful Trade Marketing Planning. Available: http://rafaeldandrea.com.br/the-ten-steps-to-successful-trade-marketing-planning/. Last accessed 11th April 2015.Fabio M. (2012). Technology in Marketing Channels: Present and Future Drivers of Innovation. International Journal of Applied Behavioral Economics. 41 (1), 41-51. Entrepeneur S., (2015). Return on Investment (ROI). Available: http://www.entrepreneur.com/encyclopedia/return-on-investment-roi. Last accessed 21th March 2015.Mosumi M. (2012). Innovation in In-store promotions: Effects on Consumer Purchase Decision. European Journal of Business and Management. 4 (9), p36-45.


6 Appendixes

Appendix 1. Organization chart, Trade marketing Benelux

32 | P a g e Trade marketing innovation in the Belgian beer market – Tim Striksource 1 Ab-Inbev Administration office

Sven, 08-05-15,

Please use the official caption and provide me with a source.

Sven, 23-05-15,

What is "source 1 Ab-Inbev Administration office"? If it is the reference: please do not mention 'source', but use the guidelines which you find in the Harvard Reference Style Guide (see Toledo > Academic writing).

Appendix 2. Sticker Procedure relevant departments Legal: It is important that the materials and products developed by the

trade marketer are developed with the legal expect in mind. For example; within the scope of beer it is vital not to show any children or adolescents drinking beer. Even though the legal drinking age is 16 it is illegal to show minor’s (below 18) on any promotional material drinking.

Intellectual properties: trade marketers often use gadgets to boost the sales of a product. Sometimes curtained products can be patented and a company would have to pay royalty or ask the owner of this particular intellectual property in question.

Marketing: Often when a trade marketer creates a gadget it has to fall under the mood or scope of a curtained brand. When choosing a gadget it has to be relevant to brand. For example: When the trade marketer for Leffe wants to create a gadget, he has to look at food gadgets like a Cheese knife or a special type of plate. Jupiler on the other hand should look towards something associated with barbeque. Both brands have a different target group and association that creates a curtained type of gadget.


Sven, 23-05-15,

Provide a caption, e.g. Appendix 2: [insert title] for each appendix. Also mention the reference.

Appendix 3. Leffe Tasting APT results

Test name: DV - Leffe Tastings - 27/05/2014 Time frame:

[Pre] 90 days ;ends 1 day before launch --[Point of

salest] 7 days ;begins 0 days after launch

Metric: BEL - Sum of HL - (Sell Out) - (Weekly) Outliers:95% test (remove lift outliers) & control

(remove lift outliers)Category: LEFFE Filters: Outlier

Sites analyzed: 23 of 40 sites (57%)Avg./site/week:

Estimated Impact: 1,565797732 % > Control: 91,3%Wtd.Avg. % Lift: 35,3% Wtd.Avg. Significance: 99,9%Str.Avg. % Lift: 39,1% Str.Avg. Significance: 99,9%

23 Test sites

Site ID Site name Pre-period (avg./week)

Point of salest-period

(avg./week) in HL

ExpectedPoint of

salest-period(avg./week) in

HL % liftEstimated

impact (in HL)

2906754329067543 - CARREFOUR 458 KURINGEN -

KURINGENSTRAAT 491 3,52 10,76 4,83 122,93 5,93

2906257829062578 - CARREFOUR 606 NINOVE -

ALBERTLAAN 80 1,88 5,36 2,78 93,06 2,58

2906413229064132 - GB SUPER PARTNER 507 -

WIJKSTRAAT 37 1,86 5,68 2,98 90,52 2,70

2909428129094281 - CARREFOUR BLAUWE TOREN

- BLANKENBERGSESTEENWEG 420 3,33 7,03 3,76 87,18 3,27

2905800729058007 - CARREFOUR 686 MARCHE -

CHAUSSEE DE LIEGE 41 2,14 5,53 3,06 80,89 2,47

2906756529067565 - CARREFOUR 691 KOKSIJDE -

STRANDLAAN 19 3,67 8,90 5,25 69,40 3,65

2905969229059692 - CARREFOUR 675 -

VLINDERLAAN 1 3,19 6,64 4,50 47,66 2,1429046145 29046145 - CARREFOUR 600 GRANDS 5,41 8,27 5,92 39,74 2,35


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Compare caption in appendix 1. Font (size)?

PRES - PLACE DES GRANDS PRES 1

2906222029062220 - CARREFOUR HYPER 640

JAMBES - AVENUE PRINCE DE LIEGE 57 3,53 6,79 4,89 38,73 1,90

2906159529061595 - CARREFOUR 612 BONCELLES

- ROUTE DU CONDROZ 16 3,26 5,64 4,14 36,18 1,50

Site ID Site name Pre-period (avg./week)

Point of salest-period

(avg./week) in HL

ExpectedPoint of

salest-period(avg./week) in

HL % liftEstimated

impact (in HL)

2906237229062372 - CARREFOUR 631 SCHOTEN -

BREDABAAN 967 3,54 5,70 4,22 35,10 1,48

2905972029059720 - DELHAIZE SUPER SPL -

BERGENSESTEENWEG 65 1,36 2,70 2,04 32,23 0,66

2905968929059689 - CARREFOUR 634 -

LEUVENSESTEENWEG 31 1,60 2,98 2,27 31,48 0,71

2906107029061070 - CARREFOUR 603 LIER -

LINTSESTEENWEG 4 2,17 3,63 2,79 29,97 0,84

2905914129059141 - CARREFOUR 661 HERSTAL -

RUE BASSE CAMPAGNE 1 4,30 6,83 5,27 29,53 1,56

2905797829057978 - CARREFOUR 459 MONT-ST-JEAN - CHAUSSEE DE CHARLEROI 579 6,46 10,41 8,84 17,79 1,57

2906699629066996 - CARREFOUR 644 H-ST-PIERRE

- CHAUSSEE DE REDEMONT 21 3,28 5,06 4,45 13,83 0,61

2905970429059704 - CARREFOUR 662

DROGENBOS - PAUL GILSONLAAN 455 4,00 5,78 5,28 9,48 0,50

2906650329066503 - CARREFOUR 645 GOSSELIES -

RUE TAHON 16 3,88 5,80 5,36 8,13 0,44

2906236429062364 - CARREFOUR 669 -

WEZEMBEEKLAAN 114 5,93 5,51 5,37 2,66 0,14

2906272229062722 - CARREFOUR 694 ARLON -

RUE DE CLAIREFONTAINE 1 2,73 3,59 3,54 1,47 0,05

2906233929062339 - CARREFOUR HYPER 624

WEPION - CHAUSSEE DE DINANT 1137 3,24 4,16 4,38 -4,99 -0,22

2900428929004289 - CARREFOUR 664 OOSTAKKER

- OUDEBAREELSTRAAT 85 4,74 5,27 6,10 -13,63 -0,83


Appendix 4: Toblerone Innovative point of sale material

Toblerone PyramidThis eye-catching display unit delivers large amounts of shelf space on each of its four sides. Mini spotlights positioned above the shelves significantly increase the product appeal, while also attracting consumers into the store. And for added impact, the golden-colored display unit is topped by a large, rotating Toblerone chocolate chunk. This travel retail exclusive display is one of the most Toblerone Dumpbin

Toblerone dumpbin is a compact yet eye-catching merchandising unit, and an ideal secondary point of sale in any store. Among its most important features are a spacious display capacity and an easy-to-access storage compartment.Guaranteed to boost impulse sales, the Toblerone dumpb in is perfect for

highlighting key promotions.

Toblerone 100g Cash Till DispenserTo facilitate effective presentation of Toblerone 100g bars in an eye-catching, brand-consistent and space efficient manner, MWTR has developed a distinct Toblerone cash till dispenser. This practical merchandising unit in the iconic triangular shape requires minimal space whilst inviting consumers to

purchase the triangular chocolate specialty. Each unit holds 25 bars of Toblerone 100g Milk or any of the other delicious flavors (White, Dark or Fruit & Nut)


Appendix 5: Real-Eye Technology explanationThe innovative REALEYES 3D Displays offer a unique form of three-dimensional imaging. Objects seem to float in front of the screen, spaces become infinite. The 3D experience is amazing. The viewer believes he can actually touch objects that supposedly extend up to one meter into the room. The effect is truly fascinating and really grabs the viewer’s attention.REALEYES 3D Displays owe this amazing effect mainly to a specially developed technology. It allows to experience real 3D from an infinite number of different viewing angles.Objects extend up to one meter. The depth is infinite.Change of perspective in 3D

REALEYES 3D Displays arouse the curiosity of the viewer, encourage him to stop and invite him to interact. The viewer takes a few steps to the side – he sees a side view. He stands on tiptoes – the angle of view to the subject changes. He gets to his knees – he will see the view from below. The different levels and the immense spatial depth revealed when changing the viewing angle amount to one amazing effect. Hidden details in the background slide into view by taking a simple step to the side. If the viewer steps to the side the viewing angle of the 3D object changes.Superlatives in micro technologyUp to 30,000 calculated viewing angles and 250,000 micro-lenses per square meter create an image so real and perspective transitions so smooth and realistic, that it appears as a truly three-dimensional object. The effect is so striking that viewers think they can touch the subject.The specially developed 3D displays are manufactured by REALEYES utilizing a patented process. They are about one square meter in size (R0-Format = 1216 x 832 mm, approximately equivalent to DIN A0 or about an area of one square meter) and can be tiled to achieve larger formats. They are backlit to ensure complete independence from existing lighting conditions.Book an appointment with us and witness the amazing effect of the REALEYES 3D Displays.


Trade Marketing Innovation in the Belgian Beer Market

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