Stage details

Heineken International

Type stage:
Geen informatie beschikbaar.

Functie omschrijving:
The role of the Project Managers is to support the local markets in their business by executing various types of projects. These projects always emerge from immediate business opportunities, and are often executed locally by a trainee/intern. This implies that the trainee/intern will at all times be working on a highly relevant, real-life business case. The trainee/intern will either be based in our Head Office in Amsterdam, or (in most cases) in one of the following markets: Nigeria, Congo Brazaville, Democratic Republic of Congo, Egypt, Rwanda, Burundi, Tunisia, Algeria, South Africa, Lebanon, La Réunion, United Arabian Emirates, or in extraordinary cases in any other country in the AME.

Bedrijfsomschrijving:

Africa Middle East (AME) is one of the five regions within Heineken International, of which the head office is located in the centre of Amsterdam. From here, a small team of Project Managers is working on a variety of projects in the AME region. To run these projects successfully interns play a crucial role. In the AME region, we distinguish between two different types of markets:

• OpCo Markets: these are markets where Heineken has an operational company. In these markets Heineken sells a full portfolio of products, ranging from Heineken beer to local mainstream products and sometimes also soft drinks. Heineken usually produces the products locally. Examples are Egypt, Congo, Sierra Leone and South-Africa.

• Export Markets: in these markets local distributors are responsible for the majority of the sales and marketing activities and import our products. Examples are Syria, Senegal, Botswana and Mozambique. The role of the Project Managers is to support the local markets in their business by executing various types of projects. These projects always emerge from immediate business opportunities, and are often executed locally by a trainee/intern. This implies that the trainee/intern will at all times be working on a highly relevant, real-life business case.

All projects are managed by the regional Project Managers and/or by the Commercial Managers of the local operating companies. We believe that it is of critical importance to these projects to staff them with passionate, eager talent who can form the core of the project. At all times, the trainee/intern will be guided and supported by regional and local management.

Verantwoordelijkheden:
All projects are managed by the regional Project Managers and/or by the Commercial Managers of the local operating companies. We believe that it is of critical importance to these projects to staff them with passionate, eager talent who can form the core of the project. At all times, the trainee/intern will be guided and supported by regional and local management.
PROJECT OVERVIEW:

A) CS&D (5/6 months)

A Channel, Sales and Distribution project is a strategic improvement project. That aims to revise the full sales strategy. The objective is to develop a fact-Based strategy in cooperation with the local operating company. The Strategy be formulated in such a way that it can easily be implemented afterwards.


B) Market Review (3/4 months)


Heineken beer is imported, and consequently distributed by a local partner, in multiple countries in the AME region. The involvement in, and knowledge of these markets is limited as we have little to no presence of our own. In order to improve the brand strength and the sales of Heineken beer, Heineken continuously wants to develop/update its knowledge on these markets. In order to do this there is a standardized study, a Market Review. In such a project we make a quick scan of the local market circumstances based on the main variables that influence the sales of our products. Afterwards an advice will be given on how to best influence these variables.

C) Distributor Reward & Compensation (3/4 months)


In the AME region, our operating companies often work with local distributors. These distributors sell our full portfolio and are responsible for the sales and distribution of our products. This means that our distributors are part of our organization and represent our brands to the client (the outlet). It is therefore essential to professionally manage the relation with the distributor and ensure that our distributors are compensated for their costs and rewarded for their performance.

D) Sales Execution (3/4 months)


This project follows the CS&D projects (see A). The outcome of this project needs to be translated into clear channel activation plans that can be executed by a (Trade) Marketing department. The local Sales people will execute these programs and connected materials into the market. To implement the CS&D projects in the Sales Organisation there is a regional solution called Perfect Execution available. Implementation of this IT tool as well as the training and change management principals are the responsibility of the trainee/intern. The role of the intern/trainee is to support the process, to look for suppliers (depending on the OpCo) and the heaviness of the assignment, build a program based on the plans.

E) Sales Kit (3/4 months)


The next step is how to let our local Sales people sell these programs into the market. For that reason we will build a Sales Kit. This toolbox of ‘Sales Arguments’ is giving the Sales People all arguments and materials they can use to support the client with their programs. The role of the intern is to guide the project team and to gather with them all information the Sales people can use as Sales Arguments, put them into the right order and present it to the Sales people in the best way possible.



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