Previous Nominations of
SFS Team Recognition Award - Second Edition
Design, development and deployment of PMIDF Pricing Office
Design, development and deployment of PMIDF Pricing Office
Team Members:
Although there are two people who have the title of ‘Pricing Office Manager’, pricing strategy is a team effort, depth of participation and breadth of perspective lead excellence. Therefore, the team carries out all its projects with the deployment teams, commercial teams and core finance teams.
Mission:
Allowing PMIDF to be pro active in detecting pricing opportunities in the complex DF environment, securing consistency in the pricing strategy across trade channels and brands among different markets, cooperating globally with the key stakeholders and actively manage requirements based on market needs to ensure operational efficiency.
Members
Project Story
Historically PMIDF has a lower pricing variance vs. PMI Global due to a distinct footprint, a lack of central pricing focus, and cross-market reference habits of operators. A central pricing office was created towards the end of 2021 to increase focus and globally apply analytics based pricing best-practices. PMIDF aspires to narrow the pricing variance gap, i.e., achieve ~3% in 2022 and 5+% by 2025. The team managed NOR $15+mio pricing impact raising the bar from 1.1% to 2.4% in 2022. Moreover developed a solid plan for OB’23 to deliver 3.3%.
The team tried to develop good relations with all partners from the very first day. Primarily, the team focused on opportunities during the year via the strong ties they established with the deployment and commercial teams. In DF, which has large geography and area of influence, although the team primarily determined large and high recovery markets, they expanded them day by day. With more than 30 projects such as Istanbul, Dubai, Amman, Frankfurt, China and Mexico, they discussed and re-examined the whole pack-price strategy in many markets. While doing all these studies, they benefited from traditional methods and analytics. With the models developed with the data team, they focused not only on insight but also on statistics. Using customer and internal data, they took care to expand the revenue impact not only in tobacco, but also cross category basket sizes.
During the OB’23, the team seized all opportunities by examining each sub-channel of more than 150 markets one by one. They defined opportunities as low, medium and high risk and made it clear the perspective of senior management. The team, which continues to exceed the expectations via identifying lessons learned, applying various pack/price initiatives to drive overall price/mix aligned with revenue posture and doing tactical pricing actions in 2023.
Previous Nominations of
SFS Team Recognition Award - First Edition
Design, development and deployment of PMIDF Pricing Office
Design, development and deployment of PMIDF Pricing Office
Team Members:
Although there are two people who have the title of ‘Pricing Office Manager’, pricing strategy is a team effort, depth of participation and breadth of perspective lead excellence. Therefore, the team carries out all its projects with the deployment teams, commercial teams and core finance teams.
Mission:
Allowing PMIDF to be pro active in detecting pricing opportunities in the complex DF environment, securing consistency in the pricing strategy across trade channels and brands among different markets, cooperating globally with the key stakeholders and actively manage requirements based on market needs to ensure operational efficiency.
Members
Project Story
Historically PMIDF has a lower pricing variance vs. PMI Global due to a distinct footprint, a lack of central pricing focus, and cross-market reference habits of operators. A central pricing office was created towards the end of 2021 to increase focus and globally apply analytics based pricing best-practices. PMIDF aspires to narrow the pricing variance gap, i.e., achieve ~3% in 2022 and 5+% by 2025. The team managed NOR $15+mio pricing impact raising the bar from 1.1% to 2.4% in 2022. Moreover developed a solid plan for OB’23 to deliver 3.3%.
The team tried to develop good relations with all partners from the very first day. Primarily, the team focused on opportunities during the year via the strong ties they established with the deployment and commercial teams. In DF, which has large geography and area of influence, although the team primarily determined large and high recovery markets, they expanded them day by day. With more than 30 projects such as Istanbul, Dubai, Amman, Frankfurt, China and Mexico, they discussed and re-examined the whole pack-price strategy in many markets. While doing all these studies, they benefited from traditional methods and analytics. With the models developed with the data team, they focused not only on insight but also on statistics. Using customer and internal data, they took care to expand the revenue impact not only in tobacco, but also cross category basket sizes.
During the OB’23, the team seized all opportunities by examining each sub-channel of more than 150 markets one by one. They defined opportunities as low, medium and high risk and made it clear the perspective of senior management. The team, which continues to exceed the expectations via identifying lessons learned, applying various pack/price initiatives to drive overall price/mix aligned with revenue posture and doing tactical pricing actions in 2023.
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