Deloitte POV:

Future of Route-to-Market in SEA

DELOITTE CONSULTING SOUTHEAST ASIA
 Table of Contents
p. 3 SECTION 1
Introduction

p. 6 SECTION 2
RTM today

p.10 SECTION 3
Key Paradigm Shifts

p. 17 SECTION 4
RTM tomorrow

p. 33 SECTION 5
Our Capabilities

© 2021 Deloitte Consulting SEA 2

Introduction
Strategic importance of Route-to-
Market

© 2021 Deloitte Consulting SEA 3

INTRODUCTION

What is RTM
Route to Market is the commercial discipline that focuses on how to get goods/services to its target customers; sell more, gain
market share and grow profitability (EBIT)

RTM is preceded by Market & Demand Mapping, Value Proposition & Product development (Marketing/ Category Mgmt.)

‘Route to market' (RTM) is a set of capabilities used to effectively get its goods/services to its target customers.

Trade &
Targeting & Channel Licensing & Customer Field Sales
Promotion
Segmenting Management Partnering Management Management
Management

Based on market Understand available Contract & Manage Differentiated Ability to activate Coordinated planning
mapping, identify channels, sub- third parties in value approach to serve retailers with and deployment of
common attributes in channels and chain, e.g. customers to their full markdowns or incentivized sales
buying behaviour and interrelations; Omni distributors, with a (value) potential with promotions to sell executives to identify
segment on potential channel, to effectively clear strategy, SLAs services pre, during, greater volumes while and serve customers
performance monitor, analyse and and performance and post sales capturing consumer to their sales
improve channel mgmt. practice designed to enhance willingness to pay potential
performance (metrics/KPIs) the level of customer
satisfaction

RTM is followed by delivery of goods (Supply & Demand Planning & Logistics)

© 2021 Deloitte Consulting SEA 4

INTRODUCTION

Why is it important to manage RTM

Route to Market remains an important commercial discipline to capture growth opportunities in South-East Asia

• Route to Market (RTM), aka sales execution strategy, is about how to effectively get goods/services to target customers to
ensure customer satisfaction and drive sales growth

• With economic forecasts predicting SEA markets to recover and continue growth post COVID-19, RTM’s promise is to grow
market share and drive profitable and resilient growth – focusing on 4 value drivers

Improve Optimize outlet Increase Reduce

coverage portfolio share of wallet Cost to Serve1

Expand into new Select most productive Increase conversion Optimize sales
geographies to ensure channels and outlets with and drive profitable productivity, segment
demand pools greatest access to priority growth through trade alignment and reduce
are adequately served customer segments cost of last-mile

1 Often to re-invested in market share growth opportunities due to cost of labour and market trend

© 2021 Deloitte Consulting SEA 5

RTM today
What does RTM landscape look like
today and inherent challenges

© 2021 Deloitte Consulting SEA 6

 RTM TODAY

Inherent Complexities of RTM

For CPG companies, Route to Market is traditionally a challenge in SEA due to fragmented demand pools and the more complex
distribution models needed to serve them

‘Region › No single market; large difference between and within countries lead to different value Different value chain
of Coins’ chain models. Local differences and consumer demand lead to high # SKUs
models and many SKUs
› Fragmented demand pools due large income inequalities and populations across large (and makes RTM more complex
remote) geographies with challenging infrastructure
and important

Traditional › Traditional traders make up a large part of the market. These small homogenous stores have
Large part of market is
Trade limited shelf space, are difficult to segment and target with promotions
› Low maturity leads to high cost to serve; frequent store visits (relationship based) for low order
difficult to segment and
volumes. Cost to Serve leads to trade-off; market coverage vs. sales cost costly to serve

Hybrid & › Many CPGs have partnered with distributors to serve large (traditional trade) markets, organically
Multilayer growing them to large companies but often still of low maturity Many CPGs are locked
models › Multi-layer model put CPG company at a distance for the consumer and limits engagement with into partnerships that are
retail outlets. As a result, CPGs have insufficient ‘line of sight’ in the value chain and little demand immature and difficult to
data (aggravating challenges in targeting & segmenting)
manage
› Weak management systems in complex high SKU RTM multi-channel model leads limits
performance management, e.g. margin steering, and risk of channel and pricing conflicts

© 2021 Deloitte Consulting SEA 7

RTM TODAY

Common Challenges of RTM

In addition, the different dynamics and characteristics of each channel to serve customers pose additional challenges for CPG
companies to manage Route to Market

Distributor Sales Force Traditional

Trade

Supplier CPG Factories CPG Warehouse Modern Trade Modern Trade Shopper
Retail Warehouse

Direct to Direct to Last Mile

Consumer Consumer Delivery
(Brand.com) (Marketplace)

Traditional Trade Modern Trade Direct to Consumer

1. Inefficient distributor operations 6. Limited capability to manage trade 9. Insufficient understanding of consumer
2. High margin and lack of price/promo promotion journey
control 7. Pricing conflict across channels 10.Inability to provide seamless experience
3. Sub-optimal salesforce productivity 8. Limited reporting and analytics across channels
4. Limited mobility due to COVID-19 capabilities
5. Lack of POS data
© 2021 Deloitte Consulting SEA 8
 RTM TODAY

Common Challenges of RTM – Details

Ten key challenges arose from channel complexities…

• Insufficient route design

Inefficient Limited capability to • Lack of analytics tool to optimize promotion
• Inefficient WH operations
1 distributor 6 manage trade plan holistically and manage the promotion
• Poor replenishment practices
operations promotion spend effectively
• Poor liquidity management

• Inadequate allocation between fixed and

High margin and • Impact of promotions in modern trade
variable margin (low variable margin) Pricing conflict
2 lack of price/promo 7 channel or online marketplace to traditional
• No visibility on promotion discount paid across channels trade channels
control by Distributor

Sub-optimal • Lack of clear visibility on sales operations Limited reporting

• Minimal use of visualization tool due to
3 salesforce • Inefficiency in shared sales team (no 8 and analytics
partially integrated systems or data
productivity synergy with other principal’s products) capabilities

• Reduced frequency of visits to retail outlets Insufficient

Limited mobility due • Siloed multiple digital platforms for
4 due to lock downs 9 understanding of
to COVID-19 • Closure of some retail outlets
different commerce stages
consumer journey

• Difficult to segment and analyze shopper

Inability to provide
demand pattern for promotion or new
5 Lack of POS data 10 seamless experience • Lack of single view of customer for
launch
across channels personalization
• Difficult to optimize the stock level

© 2021 Deloitte Consulting SEA 9

Key
Paradigm
Shifts
Key Driving Forces making the
necessity for CPGs to evolve RTM

© 2021 Deloitte Consulting SEA 10

 KEY PARADIGM SHIFTS

Overview of Key Trends

8 mega trends from future of consumer and future of retailer will further test CPG companies’ readiness to develop future proof
competitive advantage and business models

Rise of digital
consumers across the
board and omni- Hyper connected,
shopper Young or Old Amplified effort to go
DTC by CPGs
Willing to pay more Channel Shift
and be more loyal for “Me”
personalized Consumerism
products
Future of Future of
Increasing Consumer Retailer
Preference New wave of Digitalization of
importance of “green” Shift CPG digitization Traditional Trade
and healthier
products

Role of players
Boom of On-
Stay-at-home demand Services
in the value
consumption is here chain
to stay Emergence of new
ecosystem players
Cautious and business models
Sentiment
Prudent spending
amid COVID-19
resurges

© 2021 Deloitte Consulting SEA 11

 KEY PARADIGM SHIFTS

Future of Consumer
CPG companies can no longer make the same assumption about mass-market shopping activities as consumer profiles become
diverse and ever-changing needs amid the turbulent growth outlook
Hyper connected, Young Boom of on-demand
or Old “Me” Consumerism Preference Shift services Cautious sentiment

80% of ASEAN population 19% willing to pay a 10% 80% X 4 Only 5%

(575 mil people) will be online price premium for customise of ASEAN survey respondents
by 2030 products claim they value sustainability Growth2 in online grocery of Vietnamese consumers
and have made lifestyle changes sales in Singapore for Lazada said they expect the
economy to be better (a
+60-64% Brands that offer
personalized experiences
to be eco-friendlier
1.5 times less likely to go steep drop from 70%
growth1 in Seniors (over 60s) confidence level from the
who shopped online during enjoy a 50% higher 90% of Vietnamese out in the future compared same poll in Jan 2019)
COVID-19 in Thailand and loyalty rate consumers are willing to pay to their American
counterparts even after
Indonesia more for healthy food
economies are fully 10.2% drop in Real
48% customers are reopened disposable personal income
74% of Gen Z have bought willing to wait longer for a 75% of Indonesian urban in the Philippines and 6% in
products online using a mix of personalized products population aim Malaysia in 2020
social media, shopping apps, to eat a healthier diet and
and traditional and digital media
58% want to exercise more 81 million jobs
wiped out in APAC in 2020
46% uses their phones due to COVID-19
while shopping in-store
Questions for CPG companies:
• Do we have a future proof strategy to understand what our consumers want, how they shop and how best to engage them?
• Do we have a sustainability agenda that will help support this consumption boom without taking away from the planet even more?
Note: 1) Growth from Sep-Nov 2019 to Dec – Feb 2021; Thailand observes 60% growth and Indonesia observes 64% growth; 2) Growth from early April 2020 to Jun 2020
Source: WEF, NielsenIQ, Thinkwithgoogle, Nielsen Health & Wellness report, Nikkei Asia, CNBC, iLO, Deloitte Research
© 2021 Deloitte Consulting SEA 12
 KEY PARADIGM SHIFTS

Future of Retailer
All the players, CPGs and retailers, along the value chain are increasingly facing the pressure to go digital amid the pandemic and
the disruptive forces from e-commerce giants

From To
3 2
Platform Players

Offline distributors Traditional Trade Online distributors Traditional Trade

Offline distributors
CPG Shopper CPG Shopper
Modern Trade Super Apps Modern Trade Super Apps

1
Direct to Commerce (DTC) Fulfilment DTC Fulfilment
(mostly marketplace) intermediary (brand.com and marketplace) intermediary

Existing Players Emerging Trends / Players

1 2 3
Emergence of new ecosystem
Amplified effort to go DTC by CPGs Digitization of Traditional Trade
players and business models

Questions for CPG companies:

• Are our business models able to compete for the future retail landscape?
• How should we organize ourselves to be agile and make the most out of this unprecedented opportunity?

© 2021 Deloitte Consulting SEA 13

 KEY PARADIGM SHIFTS

1 Amplified effort to go DTC

Accelerated by the online grocery shopping behavior due to COVID-19, CPG brands begin to develop their own DTC presence with
unique customer stickiness features to explore new sales revenues and tackle in-store mobility and availability challenges

Pepsi launched DTC website in May 2020 Nestle launched a DTC online shop in 2019 Heinz created its first-ever DTC business
called PantryShop.com where consumers called KitKat Chocolatory, which allows line in Apr 2020, bundling shelf-stable
can order specialized bundles containing customers to design their own premium items like beans, spaghetti, condiments,
PepsiCo’s top-selling pantry favorites and chocolate bars by picking from four types and soup for home deliveries in the UK.
choose from over 100 snack products from of chocolate and 14 ingredients. Heinz offers free delivery shipping for
a variety of brands Consumers can customize the packaging subscription of the bundles
as well, boosting the luxury, personalized
experience that has become popular in
recent years.

Creating customer stickiness by providing bundled products, personalization and subscription services
while managing the channel conflict
Source: AWS, Forbes, Corporate Websites
© 2021 Deloitte Consulting SEA 14
 KEY PARADIGM SHIFTS

2
Digitization of Traditional Trade
Digitization of traditional trade has accentuated post COVID; this ranges from end to end solutions – online platforms for mom &
pop stores to tech solutions for in-store orders

Key focus areas

Digitizing “Warungs” Removing Middlemen

Smart Kiosk Concept

Wifi enabled kiosks, smart POS Higher trust, No more dubious

system, retailer apps, digital middlemen, No more sub-optimal
orders and fulfilment SKUs
processes

Accessing Blind spots Building Communities

Live view of the traditional Creating a community impact

“indirect” coverage stores and across Warung operators
kiosks (for e.g. 60% unorganized
market in ID)

© 2021 Deloitte Consulting SEA 15

 KEY PARADIGM SHIFTS

3
Emergence of new ecosystem players and business models
The traditional supply channels of FMCG players are getting disrupted by an emergence of new ecosystems and B2B online order
aggregators
B2B E Commerce

In-house/ 3rd party logistics

FMCG Producer Distributors B2B Ecommerce GT Retailers

Products ship out from corporate warehouses

3rd party logistics

Niche Platform Provider

Online Distributors
Services:
• One-stop procurement of products on an app with no minimum order Services:
• Product purchase and helps connect between CPGs and retailers
requirement and sell digital goods (e.g. phone top up and data) • Claim to provide next day delivery
• MSME-focused financial services, including lending, installment payment and credit
• Working capital loans
line • Digital payment
Revenue Model:
• Do not own inventory Revenue Model:
• Owns inventory
• Commission for each transaction
• Price margin difference (like the offline distributor)
• Price margin difference due to bulk purchase for many retailers

Source: Secondary Research

© 2021 Deloitte Consulting SEA 16
RTM
tomorrow
How will RTM transform to be ready
for the ‘new’ world

© 2021 Deloitte Consulting SEA 17

RTM TOMORROW

RTM future digitalization

In order to solve the common challenges as well as prepare for tomorrow, CPGs are investing / planning to invest more into
digitalization of RTM
RTM 3.0 (eRTM)
Today
RTM 2.0 ERP
RTM 1.0

commerce
Digital
CRM
DMS TPM

SFA IBP

Master Data
An era of separate sales, Automated processes enabled by Real-time insights into buying
distribution, marketing and client RTM solutions such as DMS, SFA, behavior and planning capabilities,
engaging teams dependent IBP delivering efficient but coupled with advanced analytics
primarily on manual processes fragmented, leading to partially using AI and cognitive tech utilizing
and subjective/instinct-based data-driven decision making single integrated cloud platform
decision making

© 2021 Deloitte Consulting SEA 18

RTM TOMORROW

Unlocking value with RTM 3.0

And moving away from limited visibility and capability to a digital driven

FROM:
Lack of visibility on Inefficiencies in field Limited capability to Vast amount of siloed Poor manual forecast
the sales force operations to do promotion planning data to generate process;
performance of achieve sales goals and and optimization for consumer insights, Linear & sequential flow
retailers due to mobility limitation due any possible resulting in limited of product &
to COVID-19 permutations of SKU x personalization information where each
multiple layers of
account x promo step is dependent on the
distributors
attributes preceding step implying
long process

TO:

Real time sales Dynamic routing for Promotion as a Hyper- Optimal forecast and
performance higher strike rate service personalization at concurrent planning
Direct access to millions of Build smart visit plans to Fully automate the scale Understand the demand
retailers and first-hand sales manage complex route production of multi-scenario Provide the right product & drivers for faster gap
data to spot trends and planning and optimize the optimized promo calendars service to the right detection and responses;
improve performance, time to visit more retailers; and generate the key actions customers at the right time, Shorten response time to
solving the ‘black hole’ within Optimize territory for each scenario; right places through the demand fluctuations and
the traditional trade assignment to increase Continuously re-optimize the right channel at scale improve collaboration
productivity and sales plan based on the post across extended supply
revenue game analysis chain

© 2021 Deloitte Consulting SEA 19

RTM TOMORROW

How CPGs are building their future-ready capabilities

Real time sales Dynamic routing for Promotion as a service Hyper-personalization Optimal forecast and
performance higher strike rate at scale concurrent planning

• Intelligent routing • Advanced analytics • A 360-degree view of • ML/AI-driven forecast

• Digitizing B2B order; solution integrating for Trade Promotion the customer by • Concurrent planning
adapting ordering and sales goals, customer Optimization using connecting all • Profit driven S&OP
delivery processes data along with ML/AI driven demand fragmented planning with
from sales force visit constraints (e.g. modelling and customer data across scenario analysis
to digital apps timeframe, traffic and prediction and ‘what if’ platforms and systems • Predictive supply
unplanned events) simulation in real time fashion chain control tower

1 Retailer eRTM App 3 Location Intelligence 5 Next Generation TPO 6 Customer Data 7 Digital Brain and
Analytics Platform (CDP) Smart Supply Chain
2 Smart POS 4 Single View of Data
for RTM Dashboards

8 Single cloud platform for RTM

© 2021 Deloitte Consulting SEA 20
1

RTM TOMORROW

Retailer eRTM App: Overview

Retailer eRTM app is a one-stop shopping platform for the ordering, store management and other services for traditional retailer
stores to improve cost efficiency by digitizing the processes

Digital Payment
Provision of variety of payment
Inventory & Shelf Management options upon check out including
Assign the simple task like taking and mobile payments
uploading photos to do stock count and
planogram check and reward with points Rewards & Dashboard
upon task completion Able to track the reward points for
completing tasks and meeting sales target
set by the CPGs as a source of motivation
for compliance; Able to view sales
performance with total orders, buyers and
units sold

E-Ordering
Simplify online buying with Self Services & Customer Care
features specifically designed Access to the retailer education
for traditional retail stores Retailer training programs and courses;
including fast reorders, product App Providing one single digital access
assortment and upselling point for routing the inquiries / cases
recommendations, promotions to the right back-office channels;
and more resulting in better and faster
resolution and reduced involvement
of the field sales force

© 2021 Deloitte Consulting SEA 21

1

RTM TOMORROW

Use Case #1: E-Ordering

E-ordering allows the retailer to place order / re-order with very easy to navigate features and able to recommend the products for
upselling / cross selling based on the purchase history
Log In to the Suggested Order based on “Amazon-like” Order Upselling Recommendation
Account purchase history Modification upon Check Out

© 2021 Deloitte Consulting SEA 22

2

RTM TOMORROW

Smart POS : Overview

Smart POS will compliment the Retailer eRTM App to provide intelligent inventory recommendation based on the real time
transaction data

Real Time Inventory Management

Smart POS updates inventory after a transaction has been logged and
provide recommendations for inventory management (e.g.
replenishment orders)

Consumer Profiling
Analyze the transaction data and consumer behavior to generate the
precise pictures of each store’s main consumers shopping needs /
wants and responses to promotions, etc.

Intelligent Recommendations:
Provides recommendation on product assortment to carry based on
sales data and profiles and replenishment cycle

© 2021 Deloitte Consulting SEA 23

3

RTM TOMORROW

Location Intelligence Solution: Overview

Location Intelligence is the analytics of bringing in spatial (location) attributes of an organisation’s data, merging it with geographic (map) data, points of
interest (POI), demographic data as well as any forms of data that has spatial components to derive insights and enable strategic decision making. The
analytics here is beyond the traditional visualisation that is currently being done on business intelligence tools which only helps visualise the data on a map.

Location Intelligence is the art and science of bringing a variety of data with spatial attributes and understanding how your assets* placement,
operationalisation, optimisation and exit strategy as well as how to merge these assets with the e-commerce platforms.

Spatial Analytics Business Analytics Visualisation

Coverage Analytics Business Intelligence

Organisation data, • Competitive Analysis tools with maps
Footfall, IoT data Profiling • Market Entry embedded
• Performance • Google Data Studio
Organisation assets. Correlation • Profitability • Google Looker
distribution networks • Cost-to-Serve • Google Charts
Logistics operations • Cost per asset • Tableau
Clustering • Sales Coverage Gap • PowerBI
Points of Interests, • … Etc. • Qlik
Demographic data Pattern Modelling • Spotfire
• Domo
Routing • SAP
Weather, Roads, Machine Learning
• SAS
Transportation networks • Route Optimisation
• … etc.
Optimum Paths • Market opportunity
Assessment
Districts, Provinces Performance • Merchandise /
Cities, Villages, Schools Product / Services
Recommendation Map Engines
What-if • Network • Google Map Engine
Base map, Terrain, Optimisation • ArcGIS Online
Rivers, Lakes, etc. Interaction • Delivery • CartoDB
Optimisation • Mapbox
• … Etc. • … etc.
Ranking

© 2021 Deloitte Consulting SEA 24

4

RTM TOMORROW

Single View of Data for RTM Dashboards : Overview

Illustrative data architecture to leverage and develop the prioritized dashboards to business

Ingestion Compute / Analyze Visualize

Data Source
Store

Data Warehouse Power BI

Sales & Outlet Dashboards

Data

3PL External Data Data Lake

Data Staging to
Prepare Data
Call Center and apply
Data Load to
relevant Data Models
Support DW
business rules
and
calculations:
Sales Call Data Consolidated
Data

Delivery Data
Data Governance Framework
Orchestration Meta Data Access & Security
© 2021 Deloitte Consulting SEA 25
5

RTM TOMORROW

Next Generation TPO Analytics: Overview

CPGs succeeding in Revenue Growth Management & TPO are leveraging – and moving beyond – traditional technology to faster,
granular, more connected tools, providing the optimal answers not just insights

Level 1: Level 2: Level 3: Level 4: Level 4:

Spreadsheet Analysis Planning Applications Descriptive Insights Predictive Insights Cognitive Decision
Support
• Analysis often • Integrated applications • Utilise descriptive • Fit-for-purpose demand
conducted in silos and to facilitate cross- analytics to drive model based on
shared via un- functional data sharing, insights category demand
sophisticated analysis, forecasting, drivers
• Analytical post event • Utilise prescriptive
spreadsheets and trade promotion
Competitive Advantage

evaluation and analysis • Integrated insights analytics and AI to drive

(TPM) planning
• Simple relational files based on simulation, optimal pricing and
• Utilise visualisation
with manual integration • Ability to easily prediction, and promotional decisions
tools to drive insights
into core NRM structure and report on optimization
from data • Integrated end-to-end
processes data but limited
analytical capabilities • Mostly backward business optimisation
• Outputs driven by basic and decision support
looking at historical
mathematical formulas
data and performance • Alerts pushed based on
and linear relationships
deviations from
expectations
• Overlays of predictive vs • Recommendations
actual for pushed to Accounts and
understanding of Field via NLP and
effectiveness Cognitive BI

Analytical Capabilities

© 2021 Deloitte Consulting SEA 26

5

RTM TOMORROW

Use Cases Illustration

TPO solution consists of the following components which build on each other to ultimately provide user-friendly insights and
recommendations:
Understand Current
Business Performance Set TPO Objective, Targets,

1 against Strategy and

Objectives 2 Promo Guidelines and
Constraints 3 Run & Review Promo
Plan Scenarios 4 Review Key Actions and
Recommendations

Compare and Select Analyse and Evaluate

5 Optimal Scenario and

Reflect Output in TPM 6 Sell In / Execute Plan
with Retailer 7 Performance of
Promotions (PEA) 8 Continuously
Re-optimise the Plan

© 2021 Deloitte Consulting SEA 27

6

RTM TOMORROW

Customer Data Platform (CDP): Overview

CDP connects all the silos and create a 360 view of the customer, which is then made available to all downstream systems to drive
hyper-personalized experience

1 Data Ingestion 2 Profile Unification 3 Segmentation 4 Prediction 5 Prescription 6 Activation

• Data source • Record linkage • Raw feature • Machine learning

• Recommended • Connect front
integration • Deduplication extraction model based
action tagging end systems
• Event streaming • Unified customer ID • Rule engine tagging tagging

Website
Unique ID: 12345
Name: John Doe
Email: Email
jd@gmail.com Deal
Last Purchase: Seeker
11/24/2015
Gender: Chabot
Likely
Male to Buy
Loyal Customer:
Yes High Close Mobile app
Value Deal

Condo
Buyer
Sales Staff
New
Visitor
Social

Marketing

© 2021 Deloitte Consulting SEA 28

6
RTM TOMORROW

is a market-tested personalisation capability, bringing together disparate data to create connected and personal customer
experiences.

A cloud native end to end customer data

platform

Real time data ingestion & integration from

1st, 2nd and 3rd party data sources

Advanced identity resolution algorithm based

on AI and graph analytics

Build-in graph database support for complex

data modelling

Fully customizable solution build on/with

client existing software ecosystem

© 2021 Deloitte Consulting SEA 29

7

RTM TOMORROW

Next-Generation Supply Chain : Overview of the Platform

Next-generation supply chain related planning capabilities enabled by a platform like o9’s Digital Brain

1| Data Sensing 2| Knowledge Building 3| Decision Making

The o9 platform can connect to any data Over time, these data connections are captured Finally, the purpose of leveraging all this data
source like ERPs, CRM, procurement, by the platform and this creates the equivalent and the knowledge gained over time is to drive
warehouse, factory, etc. More importantly, it can of the knowledge that the human brain better decision making. The o9 Digital Brain
also connect to external sources, tapping into develops. The proprietary Enterprise Knowledge includes support for all the important supply
the consumer, market, point-of-sales, IoT, etc. Graph (EKG) is o9’s technology to enable the chain and supply-chain related planning
data that is today rarely leveraged for planning. creation of knowledge for the enterprise. activities.

Source: O9
Digital Brain Powered by Enterprise Knowledge Graph (EKG)
© 2021 Deloitte Consulting SEA
Digital Model of the Market and Operations Data & Knowledge 30
7

RTM TOMORROW

High Value Use Cases of the Digital Brain

This Digital brain enables a real time response capability towards demand and supply shifts within the RTM

Real Time Market Knowledge – Leading indicators of Demand

Consumer, customer, channel, competitor, and category data. Connect

the dots and identify risks / opportunities faster
Revenue Finance Supply Chain Machine Learning / AI Powered Forecasting - Leading indicator
driven for greater accuracy

The Digital Brain Reduce biases, second guessing, and improve productivity across
commercial, supply chain, and finance org
Real Time Supply Chain Planning – Smart response to demand
scenarios

Respond to demand changes and supply disruptions in real time with

advanced Demand / Supply Matching capabilities, analytics and
Knowledge & Analytics Powered scenario evaluation all aided by the most advanced supply chain digital
Integrated Business Planning twin in the market
Market Demand Supply Integrated Business Planning – Linked plans and scenario
Knowledge Knowledge Knowledge simulation

Bring financial, commercial and supply chain plans and forecasts

together, evaluate revenue gap closure proposals, supply chain
feasibility and cost scenarios, and make P&L optimal decisions – Run all
IBP meetings on the system for better alignment and greater
Source: O9 accountability
© 2021 Deloitte Consulting SEA 31
8

RTM TOMORROW

Cloud enabled RTM : Overview

Digital solution aggregates all data and transactions into a unified platform that simplifies multi-party collaboration while enhancing
user experience of day-to-day multi-pronged processes.

FMCG Company Route to Market Partners

Sales Planning
& Insights
Logistic Logistic
Call
Partner Partner
Centre
Brands X Y
Trade marketing and
sales planning

Finance • RTM partners’

reporting
• Overall data
visualisation Electronic data
interchange (EDI) with
RTM partners
• Core CRM platform
underpinning digital RTM MFT
solution
Managed file transfer
• Repository of master data
Supply (MFT) to ingest external
and transactional records
Chain data and reports from
Marketing RTM partners
Operations
Channel
Retailer’s Growth
Field force Retailer’s
engagement
execution’s mobile e-Commerce
platform
application portal Retailers

Field Force

© 2021 Deloitte Consulting SEA 32

Our
Capabilities
Our Expertise & Accelerators

© 2021 Deloitte Consulting SEA 33

OUR CAPABILITIES

End to end capabilities

Deloitte has strong capability to cover full spectrum of Route to Market which four key elements – (1) Commercial Strategy
formulation, (2) Advertising, Marketing and Commerce strategy, (3) Route to Market Model & Management, and (4) Supply Chain
Optimization
Advertising, Marketing & Commerce

Value Proposition Marketing

& Pricing Customer Engagement & Integrated Marketing
Customer & Experience Operations using Cloud
Marketing Planning via
Strategy based platforms
RTM Dashboards

Route to Market Digital Brain and

- Sales Execution - Smart Supply Chain
Next
Channel
Generation
Strategy Licensing &
Targeting & TPO Analytics
Partnering
Segmenting Retailer eRTM Fulfilment &
Supply & logistics
App with
Demand
Smart POS
Market Planning
Capabilities Field Sales
Mapping Management

Enabling Intelligent Tech Accelerators – Location Intelligence based Routing, DMS/SFA

Profitable Growth Revenue Management
Commercial Strategy Route to Market Supply Chain

© 2021 Deloitte Consulting SEA 34

OUR CAPABILITIES

Our RTM Experience

Our Consumer practice serves 90% of the Fortune 500 Consumer Products companies - we have particular expertise in
RTM Transformation

Our Work in RTM Illustrative Client List

• Digital RTM Transformation for a leading tobacco

player in Malaysia

• Turnaround of a non-profitable Beverage player in

Indonesia by transforming their RTM Model

• Transforming RTM structure and operations for a

leading bakery and confectionery company in Vietnam

• Enhancement of an optimum ‘fit-for-purpose’ RTM for

a leading tobacco company in Vietnam

• Defining the To-Be RTM Process & Technical landscape

for a market leader in the Beverage Industry in
Myanmar

• Transformation of salesforce routing to suit the

evolved Digital RTM model for a leading CB player

© 2021 Deloitte Consulting SEA 35

OUR CAPABILITIES

Credentials (1/2)
Our extensive experience in RTM transformation for major players in the Consumer business industry across Southeast
Asia and the capabilities developed as a result.
Capabilities:

Retailer eRTM App Location Intelligence Next Generation TPO Customer Data Digital Brain and
Analytics Platform (CDP) Smart Supply Chain
Smart POS Single View of Data
for RTM Dashboards
Single cloud platform for RTM

Case Solution Capabilities Developed

Digitally enabled RTM for a leading Tobacco Using Location Analysis to unlock insights in
player based in Malaysia Market Planning, B2B order portal for retailer
orders, single view of data was developed for
RTM dashboards

RTM transformation for a leading Nutrition Trade promotion effectiveness coupled with
player in Indonesia data assessment and CDP assessment was
undertaken

Fit-for-purpose RTM Turnaround of a non-profitable Beverage

player in Indonesia by transforming their RTM
Model

© 2021 Deloitte Consulting SEA 36

OUR CAPABILITIES

Credentials (2/2)
Case Solution Capabilities Developed

RTM Model Digitalization and Defining the To-Be RTM Process & Technical landscape
Capability Enhancement for a market leader in the Beverage Industry in
Myanmar

Intelligent Salesforce Routes Transformation of salesforce routing to suit the evolved

Digital RTM model for a leading CB player

Route to market strategy revamp Enhancement of an optimum ‘fit-for-purpose’ RTM for a

leading tobacco company in Vietnam

Distribution Management and Transforming RTM structure and operations for a

Supply Chain Model Assessment leading bakery and confectionery company in Vietnam

RTM Model Road Map and RTM Transformation for a leading Pharmaceutical
Digitalization company in Vietnam

RTM Model Rationalization Deloitte a major tobacco producer in rationalizing their

current Route to Market model for Direct selling vs.
Indirect selling and optimize resources

© 2021 Deloitte Consulting SEA 37

THANK YOU