Trade Marketing Innovation in the Belgian Beer Market

1 | P a g e Trade marketing innovation in the Belgian beer market – Tim Strik
Academic year 2014-2015
Management Report presented by TIM STRIK
Student Number: R0481969
Trade marketing innovation in the Belgian beer market
Case study – Anheuser-Busch Inbev
Bachelor in Business Management – Marketing across Europe
2BME
Supervisor: SVEN CERULUS

Table of contents
Table of contents .............................................................................................................................2
Introduction....................................................................................................................................3
1 Company description; Anheuser-Busch InBev.............................................................................5
2 Source material ....................................................................................................................8
2.1 Definition trade marketing.............................................................. Error! Bookmark not defined.
2.2 Trade marketing plan.............................................................................................................. 10
2.2.1 Context research study ...................................................................................................... 10
2.2.2 Inventory of opportunities, Gaps.......................................................................................... 11
2.2.3 Quantify the gaps.............................................................................................................. 12
2.2.4 Analysis of the increases from activations.............................................................................. 12
2.2.6 Tactical plan..................................................................................................................... 13
2.2.7 Action ranking.................................................................................................................. 13
2.2.8 Balance of results from actions and integrated P&L with all actions ............................................ 13
2.3 Point of sales......................................................................................................................... 14
3 Project .............................................................................................................................. 17
3.1 Top point of sale .................................................................................................................... 17
3.1.1 Advanced predictive technology........................................................................................... 17
3.1.2 Top point of sale strategy ................................................................................................... 20
3.2 Innovative point of sales material.............................................................................................. 22
3.2.1 Unique best practices......................................................................................................... 22
3.2.2 Reusable point of sale displays ............................................................................................ 24
3.2.3 Digital point of sale material ...................................................... Error! Bookmark not defined.
4 Conclusion......................................................................................................................... 29
5 Reference List..................................................................................................................... 29
6 Appendix........................................................................................................................... 32
Appendix 1. Organization chart, Trade marketing Benelux................................................................ 32
Appendix 2. Sticker procedure relevant departments....................................................................... 33
Appendix 3. Leffe tasting APT results............................................................................................ 34
Appendix 4: Toblerone Innovative point of sale material .................................................................. 36
Appendix 5: Real-Eye Technology explanation................................................................................ 37

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
promotionalactivity in a particular month. Then they will need to brief an external
creative agency to design the visual artwork for the promotionaltools 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 awarenessfor 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
1 Appendix 1: Organisational chart, trade marketing Benelux

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
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 promotionalactivations 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
Company
Topline Growth &
Brand Equity
Consumer
Needstate,
Occasion &
Benefit
Costumer
Place of
connection Key
account
managers
Wholesaler

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 promotionalmaterials 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 operationalplanning. 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 plan
The 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 study
In 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 gaps
This 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 prioritization
This 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 plan
The 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 ranking
Another 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 actions
Balance 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 sale
Within 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 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. 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 sale
Because 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.
Because 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 27th
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.
Site name Sales After (HL)
Expected sales
after (HL) Uplift in % Estimated
29067543 -
CARREFOUR 458 10,76 4,83 122,93 5,93
29062578 -
CARREFOUR 606 5,36 2,78 93,06 2,58
29064132 - GB SUPER
PARTNER 507 - 5,68 2,98 90,52 2,70
29094281 CARREFOUR 7,03 3,76 87,18 3,27
29058007 -
CARREFOUR 686 5,53 3,06 80,89 2,47
29067565 -
CARREFOUR 691 8,90 5,25 69,40 3,65
29066503 -
CARREFOUR 645 5,80 5,36 8,13 0,44
29062364 -
CARREFOUR 669 5,51 5,37 2,66 0,14
29062722 -
CARREFOUR 694 3,59 3,54 1,47 0,05
29062339 -
CARREFOUR 624 4,16 4,38 -4,99 -0,22
29004289 -
CARREFOUR 664 5,27 6,10 -13,63 -0,83

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 strategy
The 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
promotionalactivation 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 material
At 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 practices
At 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 displays
AB-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
promotionalactivations. 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 promotionalactivations 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
source 1 Ab-Inbev Administration office

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.

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
Expected
Point of
salest-period
(avg./week) in
HL % lift
Estimated
impact (in HL)
29067543
29067543 - CARREFOUR 458 KURINGEN -
KURINGENSTRAAT 491 3,52 10,76 4,83 122,93 5,93
29062578
29062578 - CARREFOUR 606 NINOVE -
ALBERTLAAN 80 1,88 5,36 2,78 93,06 2,58
29064132
29064132 - GB SUPER PARTNER 507 -
WIJKSTRAAT 37 1,86 5,68 2,98 90,52 2,70
29094281
29094281 - CARREFOUR BLAUWE TOREN
- BLANKENBERGSESTEENWEG 420 3,33 7,03 3,76 87,18 3,27
29058007
29058007 - CARREFOUR 686 MARCHE -
CHAUSSEE DE LIEGE 41 2,14 5,53 3,06 80,89 2,47
29067565
29067565 - CARREFOUR 691 KOKSIJDE -
STRANDLAAN 19 3,67 8,90 5,25 69,40 3,65
29059692
29059692 - CARREFOUR 675 -
VLINDERLAAN 1 3,19 6,64 4,50 47,66 2,14

29046145
29046145 - CARREFOUR 600 GRANDS
PRES - PLACE DES GRANDS PRES 1 5,41 8,27 5,92 39,74 2,35
29062220
29062220 - CARREFOUR HYPER 640
JAMBES - AVENUE PRINCE DE LIEGE 57 3,53 6,79 4,89 38,73 1,90
29061595
29061595 - 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
Expected
Point of
salest-period
(avg./week) in
HL % lift
Estimated
impact (in HL)
29062372
29062372 - CARREFOUR 631 SCHOTEN -
BREDABAAN 967 3,54 5,70 4,22 35,10 1,48
29059720
29059720 - DELHAIZE SUPER SPL -
BERGENSESTEENWEG 65 1,36 2,70 2,04 32,23 0,66
29059689
29059689 - CARREFOUR 634 -
LEUVENSESTEENWEG 31 1,60 2,98 2,27 31,48 0,71
29061070
29061070 - CARREFOUR 603 LIER -
LINTSESTEENWEG 4 2,17 3,63 2,79 29,97 0,84
29059141
29059141 - CARREFOUR 661 HERSTAL -
RUE BASSE CAMPAGNE 1 4,30 6,83 5,27 29,53 1,56
29057978
29057978 - CARREFOUR 459 MONT-ST-
JEAN - CHAUSSEE DE CHARLEROI 579 6,46 10,41 8,84 17,79 1,57
29066996
29066996 - CARREFOUR 644 H-ST-PIERRE
- CHAUSSEE DE REDEMONT 21 3,28 5,06 4,45 13,83 0,61
29059704
29059704 - CARREFOUR 662
DROGENBOS - PAUL GILSONLAAN 455 4,00 5,78 5,28 9,48 0,50
29066503
29066503 - CARREFOUR 645 GOSSELIES -
RUE TAHON 16 3,88 5,80 5,36 8,13 0,44
29062364
29062364 - CARREFOUR 669 -
WEZEMBEEKLAAN 114 5,93 5,51 5,37 2,66 0,14
29062722
29062722 - CARREFOUR 694 ARLON -
RUE DE CLAIREFONTAINE 1 2,73 3,59 3,54 1,47 0,05
29062339
29062339 - CARREFOUR HYPER 624
WEPION - CHAUSSEE DE DINANT 1137 3,24 4,16 4,38 -4,99 -0,22
29004289
29004289 - CARREFOUR 664 OOSTAKKER
- OUDEBAREELSTRAAT 85 4,74 5,27 6,10 -13,63 -0,83

Appendix 4: Toblerone Innovative point of sale material
Toblerone Pyramid
This 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 Dispenser
To 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 explanation
The 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 technology
Up 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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