Commercial Knowledge Sharing at Heineken in the Asia Pacific Region
“A pilot study on the development of a Commercial Excellence Knowledge Sharing Strategy for Heineken in the Asia Pacific
Region.”
January – July 2004 By
Sophie Overakker
Commercial Knowledge Sharing at Heineken in the Asia Pacific Region
“A pilot study on the development of a Commercial Excellence Knowledge Sharing Strategy for Heineken in the Asia Pacific
Region.”
Rijksuniversiteit Groningen Faculty of Management and Organization
International Business and Marketing
Hilversum, 11
thof August, 2004
Academic Supervisors at the Faculty of Management and Organization:
Prof. Dr. G.J.E.M. Sanders N. Campbell BA (Hons)., MSc.,
Corporate Supervisor at Heineken Asia Pacific in Singapore:
Christopher Chan
Author:
S.C. Overakker scoverakker@hotmail.com
© The author is responsible for the content of this thesis; the copyright belongs to the
author.
“Embracing synergies and commonalities, sharing best practices,
implementation of the right tools and talking a common language will make us win together"
11 Quote: Commercial Excellence Director Heineken Caribbean
Table of contents
Preface... 9
Management Summary ... 11
Chapter one: Situation analysis of the research environment ... 14
1.1 Introduction ... 14
1.2 Heineken Asia Pacific ... 15
1.2.1 Historical background of Heineken Asia Pacific ... 15
1.2.2 Organisational structure of Heineken Asia Pacific ... 15
1.2.3 Heineken Asia Pacific as a spider in the web ... 16
1.3 The environmental background of the required change within Heineken ... 17
1.4 Emergence of the “THttNL” change strategy ... 17
1.5 Emergence of the Commercial Excellence Initiative ... 18
1.5.1 Communication flows ... 18
1.5.2 Commercial Excellence initiatives, curriculum and phases ... 19
1.5.3 Three ambition focus points ... 20
1.5.4 The Commercial Excellence meaning; Act local and synergise global, and the three principles of the Commercial Excellence Initiative ... 21
1.6 Reasons for research; focus on the passion for learning and need for a Commercial Excellence Knowledge Sharing Strategy ... 22
1.7 Four challenges to fulfil the need for a Commercial Excellence Knowledge Sharing Strategy ... 23
Chapter two: Research Concept ... 25
2.1 Introduction ... 25
2.2 Problem Definition ... 25
2.3 Conceptual model and justification of the Research Sub Questions ... 26
2.3.1. Conceptual Model ... 26
2.3.2 Justification of Research Sub Questions ... 27
2.3.3 Research sub-questions and chapters within the research structure .... 29
2.4 Scope of the research and constraints ... 30
2.5 Problem owners and stakeholders of the research ... 31
2.6 Research approach and data collection ... 31
2.6.2 Qualitative approach: Action Research ... 32
2.6.3 Data collection methods ... 33
2.6.3.1 Data collection approach ...33
2.6.3.2 The narrative interview process ...34
2.6.3.3 Storytelling ...34
2.6.3.4 Historical analysis ...35
2.6.3.5 Dialogue session or focus group ...36
2.6.3.6 Desk and Field Research ...36
2.6.3.7 Literature Research ...37
2.6.3.8 Quantitative techniques ...37
Chapter 3: Theoretical Framework... 39
3.1 Introduction ... 39
3.2 Global integration – local responsiveness: the transnational solution ... 39
3.3 Learning ... 41
3.4 Best Practices ... 43
3.5 Success and failure stories ... 44
3.6 Knowledge Sharing Strategies ... 44
3.6.1 Knowledge as a strategic resource ... 44
3.6.2 Top-down versus bottom-up ... 45
3.6.3 Codification versus personalization ... 45
3.7 Translating strategic knowledge sharing intents into action ... 45
3.7.1 Translation of strategic knowledge sharing intentions into concrete steps ... 45
3.7.2 Managing technology and context in order to be able to share knowledge ... 46
3.7.3 Communities of practice ... 47
3.7.4 Barriers to knowledge management ... 47
3.7.5 Change intervention ... 48
Chapter 4: Benchmarking Knowledge Management in Asia... 51
4.1 Introduction ... 51
4.2 Research method ... 52
4.3 Knowledge management at Unilever Asia – Corporate Audit Asia ... 52
4.3.1 Introduction: the importance of knowledge management for Unilever Corporate Audit Asia ... 52
4.3.2 The Unilever Audit Process ... 52
4.3.3 Focus on the people network and creation of a knowledge sharing mindset ... 55
4.3.4 Information systems ... 56
4.4 Knowledge management at PWC Regional Headquarter Asia ... 56
4.5 Knowledge management at Philips Regional Headquarter Asia ... 57
4.6 Knowledge management at Diageo Australia ... 57
4.7 Knowledge management at Akzo Nobel Regional Headquarter Asia ... 57
4.8 Conclusion ... 58
Chapter 5: Corporate Commercial Knowledge Management at Heineken N.V... 61
5.1 Introduction ... 61
5.2 Research method ... 61
5.3 Corporate Commercial Knowledge Management at Heineken N.V. ... 62
5.4 Communities ... 63
5.5 Knowledge Management Infrastructure ... 63
5.6 Existing global knowledge sharing initiatives ... 64
5.7 Conclusion ... 65
Chapter 6: “Current” local commercial knowledge; best commercial practices and key commercial issues of the local Operating Companies. 67
6.1 Introduction ... 67
6.2 Research method ... 68
6.3 Analysis and comparison of the market situation of Hong Kong, Taiwan, China and South Korea in the Asia Pacific Region ... 69
6.4 Diagnosis of the differences and commonalities between the four OPCOs regarding key commercial problem areas ... 70
6.5 Diagnosis of commonalities and differences regarding the best commercial practices of the four countries and scaling based on amount of best practices ... 72
6.6 Scaling the four OPCOs based on the Commercial Excellence Curriculum ... 74
6.7 What lessons can be shared: the Dialogue Session! ... 75
6.8 Conclusion ... 78
Chapter 7: “Past” local commercial knowledge; success stories and failure stories of the local Operating Companies... 80
7.1 Introduction ... 80
7.2 Research method ... 81
7.3 The reasoning behind the capturing of success and failure stories ... 81
7.4 Short historical background Hong Kong, Taiwan, China and South Korea ... 81
7.4.1 Hong Kong history ... 81
7.4.2 Taiwan history ... 81
7.4.3 China history ... 82
7.4.4 South Korea history ... 82
7.5 Diagnosis of commonalities and differences of the success and failure stories of the four OPCOs ... 83
7.6 Final scaling of the four OPCOs ... 84
7.7 Conclusion on the behavioural level ... 85
Chapter 8: Level of motivation of the local commercial managers ... 87
8.1 Introduction ... 87
8.2 Research method ... 89
8.3 General motivational level; future ambition and need for improvements 90 8.3.1 Introduction ... 90
8.3.2 Scenario one: general motivational level score ... 90
8.4 Personal knowledge sharing attitude per OPCO ... 91
8.4.1 Introduction ... 91
8.4.2 Scenario two: score on personal motivational level ... 91
8.5 Company motivational level per OPCO ... 92
8.5.1 Introduction ... 92
8.5.2 Scenario three: score on company motivational level ... 93
8.6 Conclusion: total score on motivational level to share and learn ... 94
8.6.1 Scenario four and five ... 94
8.7 Priorities for knowledge sharing initiatives ... 96
8.7.1 Satisfaction with existing knowledge sharing initiatives and need for others ... 96
8.7.2 Priorities of four OPCOs for knowledge sharing initiatives ... 97
8.8 Conclusion on the attitudinal level ... 98
Chapter 9: Commercial Excellence Knowledge Sharing Strategy for Heineken Asia Pacific ... 100
9.1 Introduction ... 100
9.2 Main research findings at the environmental and corporate level to be integrated as pre-conditions for a knowledge sharing strategy ... 102
9.2.1 Main findings benchmark study regarding knowledge sharing in Asia ... 102
9.2.2 Main findings corporate knowledge management strategy and the implications for Heineken Asia Pacific ... 103
9.3 Main findings OPCOs’ pilot study as starting point for development of an ideal strategic commercial knowledge sharing model ... 104
9.3.1 Introduction ... 104
9.3.2 Capturing local commercial knowledge as a prerequisite to make matches ... 104
9.3.3 Making matches in order to put local knowledge into wider circulation and create commercial knowledge sharing and learning opportunities ... 105
9.3.4 Motivation to share and learn as pre-condition for actual knowledge sharing and application ... 105
9.3.5 Priorities of the four OPCOs regarding knowledge sharing initiatives 105 9.3.6 Conclusion ... 107
9.4 Ideal solution for a Commercial Excellence Knowledge Sharing Strategy ... 108
9.4.1 Introduction ... 108
9.4.2 Necessary prerequisites ... 108
9.4.3 Approach of the ideal knowledge sharing strategy ... 108
9.4.4 Explanation of the ideal Commercial Excellence Knowledge Sharing Model/Strategy ... 110
9.4.4.1Introduction ...110
9.4.4.2 What to share and apply: key commercial problems, best practices, success stories and failure stories framed within a timeline (A and B) ...110
9.4.4.3 Supply and demand structure: making the match (C) ...112
9.4.4.4 Motivation to share and learn (D) ...112
9.4.4.5 Sharing platform of Heineken Asia Pacific: how to share (E) ...112
9.4.4.6 Performance measurement integrated into a complete learning audit (F) 115 9.5 Current knowledge-sharing situation Heineken Asia Pacific ... 118
9.6 Conclusion and Recommendations for Heineken Asia Pacific ... 119
Chapter 10: Final answers and recommendations... 121
10.1 Introduction ... 121
10.2 Final answer to research question ... 121
10.3 Final recommendations for the world of science ... 122
10.4 Final recommendations for the business world ... 123
10.5 Conclusion: a short reflection ... 123
Bibliography... 124
Preface
The Faculty of Management and Organization of the University of Groningen requires students to fulfil their Graduation Project by writing their thesis on a practical problem/challenge within an organization. The thesis lying in front of you has been written during a six months internship at Heineken Asia Pacific, the Regional Heineken Headquarter, in Singapore. This thesis is a pilot study on commercial knowledge sharing in the Asia Pacific Region. The goal is to provide Heineken Asia Pacific with key ideal and actionable steps for a Commercial Excellence Knowledge Sharing Strategy.
I am extremely grateful I was able to do my Graduation Project in Asia. I have always had a special bonding with South East Asia, due to family stories in the former Dutch East Indies, which fed my curiosity for this Region in the first place. During my study I had the opportunity to experience Asia with my own eyes. Coincidently (or not?) I travelled three times to Asia; to Vietnam, Malaysia and Singapore. While doing three different projects, I was able to experience the Asian culture for the total period of one year. As a result, Asia has definitely gained a permanent place in my heart.
While writing this preface, my thoughts go back to the weekend of the ninth of August 2003. At that time, I was doing my three months internship for Lipton Ice Tea at Unilever in Kuala Lumpur, and grasped the opportunity to visit friends in Singapore. In front of Harry’s, the Heineken Star Bar at Boat Quay, I shook hands for the first time with Herman Hofhuis, the CEO of Heineken Asia Pacific. At that very moment I didn’t know yet that a few months later I would be the lucky one to do her internship at Heineken Asia Pacific. Therefore, I would like to thank Herman Hofhuis and the Commercial Team for providing me with this wonderful opportunity at Heineken Asia Pacific.
It was a great experience for me to work for a Regional Headquarter. It was very interesting to learn about the Heineken strategic branding models, the Taking Heineken to the Next Level change strategy and the Commercial Excellence ambitions. Thereby, it was challenging to combine my Graduation Project with certain business projects, which were at the same time linked to the subject of my thesis. Organising a Best Practices Sharing Competition for the Asia Pacific Region, developing a knowledge database, and the attendance of various Conferences gave me for example the opportunity to observe the process of commercial knowledge sharing not only from a scientific point of view but also from a practical point of view.
During my period in Singapore, I have been able to develop myself as an independent professional,
as I was able to practice and develop my skills in an international business environment. My
experiences during this internships and former projects have made me more determined to pursue
an international career, preferably in marketing. Apart from developing myself as a young
professional, I have also been able to enrich myself as a person during six very enjoyable,
interesting and energizing months.
I owe Heineken Asia Pacific and all the people at Heineken I have worked with a big thank you for a very interesting and enjoyable time. I would like to thank my colleague Bram Westenbrink in special for reading my thesis and his critical reflections. I would also like to thank Prof. Dr.
G.J.E.M. Sanders and N. Campbell BA (Hons)., MSc., for their helpful insights and guidance during my research process. Thereby, I would like to thank all my friends in Singapore, who made my six months very enjoyable and taught me all about their “expat life”. A special thank you goes out to Thom van Egmond and Thijs Bakker, who provided me with insights on knowledge management at Unilever and Akzo Nobel respectively. Furthermore, I am Jan-Piet and Anneke Prins extremely grateful for all their support.
Last but not least, a warm and special thank you goes out to my parents and my boyfriend for their help in every respect, and for their overseas support.
Enjoy reading the knowledge I want to share with you!!
Sophie Overakker
Hilversum, August 2004
Management Summary
Background
This thesis is part of a Graduation Project for the Faculty of Management and Organization at the University of Groningen. The project has been carried out at Heineken Asia Pacific, the Regional Headquarter of the Asia Pacific Region, from January 2004 until July 2004. In the Asia Pacific Region it is extremely important that knowledge sharing, collaboration and the creation of synergies between the different markets are stressed as extremely important, and become integrated in normal business procedures. Therefore, the commercial team of Heineken Asia Pacific acknowledged a need regarding the Commercial Excellence principle of “Passion for Learning” (see chapter 1). This was the need for a Commercial Excellence Knowledge Sharing Strategy, which stimulates the emergence of synergies and balances between the OPCOs
2situation and the Corporate Knowledge Management Strategy. From this situation the following research goal has been derived:
Research Goal
“To provide Heineken Asia Pacific with key steps for a Commercial Excellence Knowledge Sharing Strategy, which is designed to achieve a balance between the OPCOs’ current situation of key (problem) issues, best practices, success and failure stories and motivation to learn and share knowledge and the Corporate Knowledge Management Strategy, resulting in a contribution towards the autonomous growth of Heineken N.V. in the end.”
The Research Body (Chapter 4 to 8)
The research body, on which the formulation of the key steps for a knowledge sharing strategy is based, has been divided into three different levels; the environmental level, the level of Heineken N.V. (The Corporate Knowledge Management Department in Amsterdam), and the OPCOs level.
1. Environmental level: a benchmark study on knowledge sharing at other MNEs (Chapter 4)
A benchmark study on knowledge sharing has been done at Unilever, PWC, Philips, Diageo and Akzo Nobel. The key findings to take into account to make knowledge sharing successful:
•
Commitment of senior management, clear responsibilities and resources are prerequisites.
•
A sharing platform that focuses on communities of practice or networks of people is extremely important to accelerate learning and knowledge transfer.
•
Systems and Tools, like e.g. an IT infrastructure, databases, and magazines, should capture the existing knowledge and should reinforce each other. Face-to-face remains important.
•
Performance measurement and/or KPI setting are extremely important to actually drive people to share knowledge and to re-apply best practices of others.
•
Pro-active and structured knowledge sharing by matching problems with solutions of best practices’ learnings is important in order to save costs by not re-inventing the wheel.
•
The importance of sharing failure stories is being acknowledged by several Companies.
2. Heineken N.V. level: analysis of the Corporate Knowledge Management Strategy (Chapter 5)
An analysis has been done of the Corporate Knowledge Management Strategy, as Heineken Asia Pacific should balance its knowledge sharing strategy between the OPCOs level and the Corporate level. The Corporate Knowledge Management Strategy can be divided roughly into three steps, which are: the IT Infrastructure/Databases, Communities of Practice, and the Knowledge Sharing Initiatives, like Competitions, Awards, and Conferences. Heineken Asia Pacific should match its regional knowledge sharing initiatives with that of the global initiatives of the Commercial Knowledge Management Department in Amsterdam.
2 OPCO stands for operating company
3. OPCOs level: research at the behavioural and attitudinal level (Chapter 6 to 8)
At the OPCOs level a pilot study has been done at four OPCOs: Hong Kong, Taiwan, China and South Korea. This pilot study can been divided in three parts:
1. The behavioural level: existing (current/future) local commercial knowledge (key problem issues and best practices) and (past) local commercial knowledge (success and failure stories). Key findings from the diagnosis at the behavioural level are:
- Capturing local commercial knowledge (key problem issues, best practices, success and failure stories) is a prerequisite to make matches.
- Making matches between key problem issues and learnings from best practices, success and failure stories is important in order to put local knowledge into wider circulation and create knowledge sharing and learning opportunities.
2. The attitudinal level: the motivational attitude to share and learn.
Key findings at the attitudinal level are:
- Motivation to share and learn is a pre-condition for actual knowledge sharing and application.
- The total average level of motivation to share and learn of the local managers of the four OPCOs, as well as the regional total average motivation to share and learn was above average. The adoption rate of a knowledge sharing strategy is therefore expected to be successful.
- However, knowledge sharing is still merely driven by individuals, is done informally and not in a structured way.
3. The attitudinal level: priorities of the local managers regarding knowledge sharing initiatives that could be organized by Heineken Asia Pacific.
Key findings from diagnosis of the priorities are:
- The priority list regarding knowledge sharing initiatives should be taken into account while developing the content of the ideal and actionable steps for the Commercial Excellence Knowledge Sharing Strategy. The Dialogue Session/Learning Sessions were highly prioritised by the OPCOs.
The key ideal steps for a Commercial Excellence Knowledge Sharing Strategy (Chapter 9) The ideal strategic knowledge sharing model, which covers the key ideal steps for a Commercial Excellence Knowledge Sharing Strategy, has been based on the “research body”. The ideal strategic model covers various elements; the local commercial knowledge framed in a timeline (key problems, best practices, success and failure stories); a supply and demand structure that makes matches between the demand for local knowledge of OPCO X and supply of local knowledge by OPCO Y; the motivation to share and learn that determines the level of (pro-actively) knowledge sharing and application and the making of matches; the knowledge sharing platform, to be created by Heineken Asia Pacific, which covers all the knowledge sharing initiatives; a performance measurement tool, also on this platform, that should track and evaluate the progress of knowledge sharing and application, the motivation to share and learn, and business performance.
Recommendations for Heineken Asia Pacific (HAP) (Chapter 9)
Key actionable steps have been formulated for HAP, which close the gap between the current knowledge-sharing situation of HAP and the key ideal steps. These are: regional co-ordination, commitment of senior management and available resources; focus on the sharing of best practices;
next focus on the application of best practices; pro-actively sharing and application by matching with key commercial problems; use Dialogue Sessions to facilitate pro-actively sharing and application of best practices; follow-up and coaching on the use of knowledge sharing initiatives;
alignment with Corporate Knowledge Management on knowledge sharing initiatives; possibility of
taking the lead in setting knowledge sharing/application KPIs for the Asia Pacific Region.
Chapter one placed in the total research structure
“To know the world, one must construct it.”
Pavese
33 http://www.stevedenning.com/Quotations_knowledge.html
Heineken Asia Pacific
28thof June 2004 Sophie OverakkerSophie Overakker
Visual Structure of Research Structure
Research findings at the environmental level
Research findings of pilot study at Opcos’
level
Current knowledge- sharing situation HAP Research findings at the corporate
knowledge management level Starting Point: “THttNL”, CE, HAP, and focus on the Passion for Learning. Chapter 1
Ideal Knowledge Sharing Strategy for HAP: a strategic model
Key actionable steps for a Knowledge Sharing Strategy for HAP for the
coming period Based on
research findings
Theoretical Framework Chapter 3
Research Goal and Research Question
Chapter 2
Sub-question 1, Chapter 4
Sub-question 2, Chapter 5
Sub-question 3ac, Chapter 6-8
Sub-question 4, Chapter 9
Chapter one: Situation analysis of the research environment
1.1 Introduction
In this chapter the background (“Taking Heineken to the Next Level” (“THttNL”) change strategy and Commercial Excellence (CE) Initiative) and the starting point (Focus on the “Passion for Learning”) of this thesis will be set out. How chapter one is placed in the total research structure can be seen in the picture on the previous page. The elements of chapter one form the outer two layers of the below union-shaped conceptual model. The six interrelated layers cover the six main parts of this thesis. In chapter two will be dealt with this conceptual model more thoroughly. In the below conceptual model the two layers for chapter one are coloured. The other four inner layers, which represent the actual research, will be dealt with in later chapters and should be seen in the light of the two outer layers of this chapter, which inhibit the “THttNL” change strategy, the CE Initiative and the “Passion for Learning”, which is embedded in the Commercial Excellence Initiative and is the focus of the actual research.
C1. Heineken N.V.
THttNL and Commercial Excellence Initiative
C1. Passion for Learning
C4. Environment:
Benchmarking Knowledge Management
C5. Heineken N.V.
Corporate Knowledge Management
C9. Commercial Excellence Knowledge Sharing
Strategy C6-8.
OPCOs C9. HAP
Figure 1: Conceptual model and focus on the outer two layers
Firstly, the situation of Heineken Asia Pacific will be explained, as the research is being undertaken
for Heineken Asia Pacific (HAP). Secondly, the environmental background will be dealt with that
led to the formulation of the Taking Heineken to the Next Level (THttNL) change strategy. Thirdly,
the THttNL change strategy will be presented. Fourth, the Commercial Excellence initiative, which
is part of this change strategy, will be dealt with. Fifth, the focus or starting point of the research
will be set out, which is the “Passion for Learning” and how a need for research popped up. Finally, will be dealt with four research challenges to fulfil the need for a Knowledge Sharing Strategy for HAP.
1.2 Heineken Asia Pacific
1.2.1 Historical background of Heineken Asia Pacific
Heineken Asia Pacific, the Regional Office of the Asia Pacific Region has been set up only for one year ago. The final Regional Office as it exists now was a result of a process in which several initiatives came up to. These two initiatives were:
1. Setting up Regional Offices to be closer to the markets: Firstly, in the old situation both the partnership/joint ventures markets as well as the Heineken export markets where coordinated from Amsterdam by an Export Department. About one or two years ago it was initiated to be closer to the markets to gain more control. This started off with appointing Regional Directors for the joint venture markets for certain regions. This is where Heineken Asia Pacific in Singapore started.
2. Combining joint venture markets and export markets: Secondly, previously the Heineken Export markets and the Partnership markets where separately organized. There existed a corporate Heineken Export Director who coordinated the local Heineken export markets in the Asia Pacific region from the corporate HQ in Amsterdam. Thereby, a Corporate Regional Director in Amsterdam coordinated the Asian partnership markets. To gain more control over both types of markets (especially the joint-venture markets), develop synergies between the markets and facilitate an increase in the sharing of knowledge, the Export markets and the joint venture markets were put together under the governance of a Regional Head Office. For the Asian region this means that both types of markets fall under the responsibility of the Director of the Asian Pacific region.
As part of the “THttNL” change strategy, the governance structure changed and now Heineken Asia Pacific coordinates 16 key markets, of which some are Heineken export markets, some have almost fully owned Heineken breweries and some are joint venture markets (see Appendix A for a detailed description of the current market situation of the Asia Pacific Region).
1.2.2 Organisational structure of Heineken Asia Pacific
In figure 2 the organisational structure of Heineken Asia Pacific is presented. The green boxes mean that these managers are based in Singapore permanently. The yellow boxes mean that these managers are not permanently based in Singapore, but are located in Amsterdam or travelling between Amsterdam and Singapore. For this thesis, the research within Heineken Asia Pacific mainly focuses on the commercial team and most interviews within Heineken Asia Pacific are also held within this commercial team.
4The commercial team consists of the Commercial Manager, the Commercial Excellence Manager, the Brand Manager of International Brands and the Brand Activation Manager.
Thus, Corporate Marketing is split up into two specific streams: Commercial Excellence and Corporate Brands. This has been done to be closer to the market, to get deeper customer and consumer insights, to have clear responsibilities, to avoid overlaps, to strongly increase the overall efficiency and greater effectiveness of commercial spending, to improve the exchange of Best Practices leading to cost reduction and to have consistent marketing communication. However, both streams are very interactive, as they have much overlap. Much communication between the two
4 Heineken Asia Pacific interviews
functions is therefore needed. An unambiguous division of tasks between Commercial Excellence and Corporate Brands may on no account lead to the two departments no longer working together.
5Heineken Marketing has been split up into these two streams together with the launch of the
“THttNL” program and Commercial Excellence initiative. Responsibilities that fall under Corporate Brands (CB) are sponsorships, communication (advertising), and package innovation. The responsibilities that fall under Commercial Excellence (CE) are distribution management, channel development, channel support, portfolio development and management, commercial insights and commercial control. This division of CE and CB into these responsibilities will also be used for the final advise of a Commercial Excellence Knowledge Sharing Strategy for Heineken Asia Pacific (see Appendix B for a detailed definition of Commercial Excellence and Corporate Brands).
Heineken Asia Pacific Organisation structure
Secretaries (2)
Regional HR Manager
Regional Technical Manager
Regional IT Manager
Business Development Managers (2)
Trainee(s)
Commercial Excellence Programme Manager
Brand Activation Manager
Brand Manager International Brands Commercial
Manager
Analyst Finance Manager Managing Director
Figure 2: Heineken Asia Pacific Organisation Structure (Source: Heineken intranet heiway)
1.2.3 Heineken Asia Pacific as a spider in the web
Heineken Asia Pacific has to create a balance between local responsiveness (at the OPCOs’ level) and global integration (at the Heineken N.V. level). Heineken Asia Pacific is the spider in the web between these two organisational levels and should translate the corporate change strategies with all its systems and tools to the OPCOs and at the same time understand the situation of the OPCOs and customize these corporate strategies, systems and tools to the situation of the OPCOs and get the OPCOs to feed the corporate strategies, systems and tools. The main driver of Commercial Excellence is to act local and synergise global and Heineken Asia Pacific should facilitate this in the Asia Pacific Region. Heineken Asia Pacific has now the role of a translator and has a platform function, which should facilitate a dialogue between the OPCOs and Heineken Asia Pacific and between the OPCOs and Heineken N.V. This dialogue not only has to be created for the corporate change strategies and Commercial Excellence initiative, but also for commercial knowledge
5 Heineken intranet heiway: “Request for advice, Taking Heineken to the Next Level, Appendix 9, Commercial Excellence”, 13 May 2003
management and knowledge sharing, which is the focus of this research. In Appendix C the roles and responsibilities between HAP, Heineken Corporate and the OPCOs are visually presented in two figures for both the change strategy and Commercial Excellence initiative and for commercial knowledge management.
1.3 The environmental background of the required change within Heineken The threats from the environment combined with improvements that could be made internally, forced Heineken to launch a change strategy. This will be explained in the next paragraph. The background of the “Taking Heineken to the Next Level” (THttNL) change strategy and the Commercial Excellence initiative lies in the fact that Heineken is facing several challenges internally and externally.
Externally, firstly the beer category is under increased pressure, as the consumption per capita is declining and the penetration, especially among young consumers, is decreasing. Secondly, Heineken N.V. profit growth is under increased pressure, as the competition gets stronger.
Heineken’s brand growth is lacking behind global competition (e.g. Stella, Corona and Budweiser).
Factors contributing to this are the lack of a clear and/or aggressive investment policy and marketing approach towards; growth opportunities in important beer areas/markets where Heineken is not or hardly present and counter measures for markets where the relative market/segment share of Heineken declines.
6Thirdly, bridging the profit growth gap through acquisitions will be increasingly difficult, as the scale of available acquisition targets is increasing, the price levels of acquisitions are increasing and fewer funds are available for acquisitions. However, it is essential for Heineken N.V. to accelerate in organic growth.
Internally, although the Heineken brand is a great asset, they are not exploiting it to the fullest.
Namely, the execution of brand strategies in terms of sales and distribution could be improved.
Heineken as a global company always has been very good at developing strategic brand models and has a lot of strategic brand models that are being used or could be used by all the operating companies. However, the implementation of these brand strategies into commercial action, like for example advertising campaigns, sales promotions, distribution, shelf management, or the use of merchandising items can still be improved. Thereby, other companies are much better in not only sales and distribution, but also in sharing knowledge and performance measurement. There is a big gap to fill in terms of organic growth acceleration. So, if Heineken wants to accelerate its organic growth and beat its competitors, they should tackle their internal challenges.
1.4 Emergence of the “THttNL” change strategy
Thus, the mean reason for the emergence of the “Taking Heineken to the Next Level” change strategy and the Commercial Excellence initiative is the fact that Heineken is losing its competitive advantage. The Executive Board announced the “Taking Heineken to the Next Level” (THttNL) programme on the 14
thof October 2002. The “THttNL” restructuring has resulted in a formalized regional organizational structure and the creation of a Corporate Commercial Excellence Department (see Appendix D for the organisational structure of Commercial Excellence). The essential starting point of the “THttNL” change strategy is the fact that Heineken NV has to accelerate its organic growth. The “THttNL” strategic goals are:
- To be a top 3 global brewer.
- To build the most valuable beer brands portfolio with Heineken as the leading international premium brand.
- To achieve the highest quality earnings among the international brewers.
6 Heineken Brand Portal
Heineken N.V has been developing some commercial strategies, projects and tools. A Regional Office (Heineken Asia Pacific) should implement these in its Region (Asia Pacific) in order to improve the commercial skills, practices and standards in the local operating companies. The
“THttNL” program adopted both a top-down and a bottom-up approach. Namely, the program was not only rolled-out from the Corporate Office in Amsterdam, but also perspectives and initiatives from the markets were taken into account. Thereby, the commercial excellence projects are developed in collaboration with the markets and the tools will be delivered to the markets. It is thereby stressed that the “THttNL” program and the Commercial Excellence initiative are not a corporate initiative, but a company-wide change program and everybody should be part of the global network.
71.5 Emergence of the Commercial Excellence Initiative
The “THttNL” change strategy and Commercial Excellence initiative started with a learning platform. From this starting point the initiatives were translated into a program of Commercial Excellence activities. The corporate initiative of Commercial Excellence and its activities have to be facilitated in the Asian Pacific region, by implementing the commercial projects and tools in the local markets, in order to improve the commercial practices and standards resulting in an increase in Heineken’s organic growth.
8In this thesis the focus will be on one of the three principles of the Commercial Excellence Initiative and what this means for Heineken Asia Pacific, the Headquarter of the 16 markets in Asia.
1.5.1 Communication flows
Figure 3 visualizes the flow of commercial strategies, tools and projects from the Corporate Commercial Excellence Department through Heineken Asia Pacific to the local markets. There are also communication flows regarding the use of commercial tools and projects back from Heineken Asia Pacific to Amsterdam and from the local operating companies back to Amsterdam and back to Heineken Asia Pacific. Thereby, the “Taking Heineken to the Next Level” programme with the Commercial Excellence initiative especially mean that listening to the consumer and customer is very important. So, also the insights and communication from the consumers and customers should be taken into account by the local Operating Companies, Heineken Asia Pacific and Heineken N.V.
to achieve higher autonomous growth of Heineken N.V in the end.
However, it is not all about developing systems, implementing programmes and organising trainings. The Commercial Excellence Program is a continuous process of improvement. It is a mindset which should result in a better planning focus, in better implementation of tools and execution of projects, in improvement of commercial skills, in an increase of measured effectiveness and efficiencies of local operations and ultimately in an improvement of Heineken’s position and results.
The most important part of Commercial Excellence is the creation of this new mindset, which inhibits a cultural change to become an open and transparent learning organisation.
7 Quote Commercial Excellence Director at Regional Commercial Directors Meeting in Bintan, April 2004
8 Request for advice; Taking Heineken to the Next Level, appendix 9, Commercial Excellence, 13 May 2003
Figure 3: Communication flows on commercial excellence
1.5.2 Commercial Excellence initiatives, curriculum and phases
Commercial Excellence initiatives
Before the “THttNL” change strategy and the restructuring of the organisation, the Heineken Export Group was dealing from Amsterdam with the Heineken Export markets. They developed a Heineken Manual; “The Road to Commercial Excellence”. This is a tool to improve the sales and marketing activities in the markets and describes the essentials of the Heineken market approach.
They developed seven modules: Consumer Needs and the Heineken brand, Outlet Segmentation Model, Off-Premise Merchandising, Off-Premise Key Account Management, On-Premise Merchandising, On-Premise Sales Promotions, and Value Chain Analysis.
The above-mentioned modules can be transferred into the below building blocks of Commercial Excellence. The activities in the various domains of Commercial Excellence, the so-called
“Building Blocks of Commercial Excellence”, could be used as a platform of Commercial Excellence (see figure 4).
Figure 4: Building Blocks of Commercial Excellence (Source: Peter Huizing, Commercial Excellence Manager Heineken Caribbean)
Commercial Excellence Curriculum
The extent to which certain markets have done certain activities within the building blocks and to what extent the execution and implementation of these Commercial Excellence efforts have demonstrated tangible results can be tracked within a “Commercial Excellence Curriculum” (see
Heineken N.V.
Commercial Excellence Department,
Amsterdam
Heineken Asia Pacific, Singapore
4 Local Operating Companies in
Asia Pacific
Customer
Consumer
Outlet Segmentation Value Chain Analysis Sales Skills & Systems
On Premise
Implementation guidelines
& sales support materials
Off Premise
Implementation guidelines
& sales support materials
Merchandising Promotions
Merchandising Promotions Shelf Management Key Account Management
Appendix L). In this research the number of CE activities executed by a specific market reflects the stage of Commercial Excellence a specific market is in, and it reflects their level of willingness and motivation to change, improve and learn and should be taking into account when scaling the four OPCOs. In chapter six a comparison with respect to the number of CE activities within the Curriculum will be made for the four OPCOs.
Stages of Commercial Excellence
The “From Innocence-to-Excellence” stepped approach could be used as a starting point to picture the specific OPCOs in a certain stage of Commercial Excellence. (This will be done in chapter six) Most of the OPCOs are currently shifting or have already shifted from an “Innocence stage” (In which hardly awareness exists of the market situation and dynamics) to an “Awareness stage”. (In which a market has become aware of the market situation and some fundamental skills have been acquired.)
Figure 5: Stages of Commercial Excellence (Source: Peter Huizing, Commercial Excellence Manager Heineken Caribbean)
1.5.3 Three ambition focus points
The main ambition of Commercial Excellence is to make a strong contribution towards the autonomous growth of Heineken N.V by maximising the commercial synergies between OPCOs. In this it is important to act local and at the same time synergise global. Besides the ambition of organic growth acceleration, also co-creation with the OPCOs and consistency across markets are two other ambition focus points of Commercial Excellence.
Co-creation with the OPCOs means that ultimately the knowledge is in the markets, as there is no knowledge in the Head Office. Hence, everybody should work together and share knowledge.
“Heineken is not used yet to exchange knowledge”
9Consistency across markets means that Heineken has to learn faster and has to speak one language, as Heineken is losing its competitive advantage, because other companies seem to be much better in knowledge sharing, sales, distribution, measurement and translating strategies into execution.
Consistency is one of the prerequisites to be able to accelerate learning and knowledge sharing.
Thereby, consistency means Heineken should become more open and transparent.
9 Quote, Regional Directors Meeting Bintan, Presentation Peter van Campen, Commercial Excellence Director
Innocence Awareness Knowledge Competence Excellence
to have to use
Training Trade Census Value Chain SoG Project Tools & Guidelines
Outlet Segmentation Merchandising Portfolio management Sales Promotions Shelf Management Account Planning
1.5.4 The Commercial Excellence meaning; Act local and synergise global, and the three principles of the Commercial Excellence Initiative
The three ambitions of the previous paragraph are being achieved by focusing on acting locally and synergising globally
10and by focusing on three principles:
1. The realisation of maximum synergy; Act local…Synergise Global:
The contribution towards autonomous growth will be achieved by realising maximum synergy in collaboration with the OPCOs (Operating Companies). Realisation of this synergy will need to go hand in hand with the conviction that the business is ultimately ‘local’ and close to the consumer.
Commercial Excellence will achieve a significant contribution by making the commercial knowledge and experience within the worldwide Heineken organisation available to all markets. Act local…Synergise Global: Linking these two points of departure will guarantee Heineken, as an international brewer, with a strong competitive advantage and thereby allow it to contribute towards the autonomous growth of the business. Harmonisation is of great importance for creating synergies. The realisation of synergies will be achieved by: Strongly intensifying the exchange of best practices among Operating Companies, developing and harmonization of systems, standards and methods and by developing and implementing commercial programmes.
2. Three principles of Commercial Excellence:
The Ambition of Commercial Excellence is to pro-actively stimulate organic growth with the focus on 3 interrelated principles that are expected to create consistency and thus synergy across the markets. The three principles are (see figure 6):
1. Living the consumer, 2. Driving for performance 3. Passion for learning.
(See Appendix E for a detailed description of the meaning of these principles)
Figure 6: The three principles of Commercial Excellence (Source: Regional Commercial Managers Meeting, Bintan)
10 Request for advice; Taking Heineken to the Next Level, appendix 9, Commercial Excellence, 13 May 2003
•
Unlocking consumer•
Improving commercial•
Shared language•
Sharing best practices•
People exchangeDriving for performance Living the
consumer
Passion for learning
Consistency across markets
insight processes
Creating
•
Transparency•
Comparability•
AccountabilityThe following paragraph will deal with the need to focus on the “Passion for Learning” principle.
1.6 Reasons for research; focus on the passion for learning and need for a Commercial Excellence Knowledge Sharing Strategy
In figure 6 the “Passion for Learning” principle is highlighted, as the focus of this research will be on the “Passion for Learning” and commercial knowledge sharing. The need to share best practices, which actually means making the existing tacit knowledge within the markets explicit for the others, can be derived from this “Passion for Learning”. At the level of Heineken N.V. the Knowledge Management Department deals with the “Passion for Learning” and commercial knowledge management.
Especially in the Asia Pacific it is extremely important that knowledge sharing, collaboration and the creation of synergies between the markets are stressed as extremely important and become integrated in normal business procedures. This is because the Asia Pacific Region exists of a combination of Heineken owned organisations and joint ventures and knowledge sharing and sharing of best practices could improve collaboration and synergy between the different partners. At the same time this situation could be a barrier, as confidentiality reasons could prevent effective knowledge sharing.
In the second month of my attachment to Heineken Asia Pacific, the commercial team actually acknowledged the fact of not having a clear structured Commercial Excellence Strategy for the Asia Pacific region. Especially with respect to the Commercial Excellence principle of “Passion for Learning” a need popped up to get a clear structured overview and definition of a Commercial Excellence Knowledge Sharing Strategy, and how to bring this into practice. The below quote at Heineken Asia Pacific indicates that there is a real need for a clear strategy how to deal with the desired Commercial Excellence open and transparent learning mindset:
“Heineken used to manage and set up things in a ‘hap-snap’ way, which means just doing things without having it placed in a broader framework or strategy. For the current change process of the Commercial Excellence mindset a clear
strategy is needed in the field of creating synergies by learning and the sharing of best practices.”
27th of February 2004, Heineken Asia Pacific, Singapore.
Thus, actually there is a need for a clear Commercial Excellence Knowledge Sharing Strategy, which stimulates the emergence of synergies and balances between the OPCOs situation (behavioural and attitudinal) and the Corporate Knowledge Management Strategy.
For making the implementation of the Commercial Excellence Knowledge Sharing Strategy into a success, a combined bottom-up/top-down approach is needed. This means that interaction between the Heineken Asia Pacific Head Quarter and the OPCOs, between the OPCOs and Heineken Corporate, and interaction between the OPCOs is extremely important to make the end-users (the OPCOs) of the Commercial Excellence Knowledge Sharing Strategy and its systems feel part of the change process and avoid “not invented by me syndromes”. The focus should therefore be given to create a shared understanding and a common language on Commercial Excellence, sharing best practices, embracing synergies and the implementation of the right Corporate Commercial Excellence and Commercial Knowledge Management tools. So a dialogue has to be created between the local managers and Heineken Asia Pacific in order to get the local managers inspired and motivated for the Commercial Excellence Initiative and commercial knowledge management and knowledge sharing.
For the Commercial Excellence Knowledge Sharing Strategy it is not only the question of getting
the right systems, tools or projects in place, but even more important is the creation of the right
learning mindset, which inhibits a cultural change. Thus, the challenge is to achieve openness to
change, cross-cultural learning and communication between the Regional Head Office and the commercial managers of the 16 key markets of Heineken Asia Pacific. Therefore Heineken Asia Pacific has to fully understand the local context in order to improve the communication and knowledge sharing with and between the local commercial managers, to improve the level of Commercial Excellence in each of the 16 key markets, and to obtain a balance between local responsiveness and global integration.
1.7 Four challenges to fulfil the need for a Commercial Excellence Knowledge Sharing Strategy
The main challenge
Based on the above mentioned need and reasons for research, the main challenge is that Heineken Asia Pacific, as a spider in the web, should make the match between the situations of the local operating companies in the Asia Pacific Region and the corporate strategies of Heineken N.V. with respect to knowledge management by formulating a clear structured strategy for knowledge sharing in the Asia Pacific Region. However, to be able to formulate a Commercial Excellence Knowledge Sharing Strategy a clear overview of the existing local commercial knowledge (behavioural level) and the local motivational level (attitudinal level) should be obtained. For the existing local commercial knowledge one can think of best commercial practices, key commercial problem areas, commercial success and commercial failure stories. Thereby, no balance between global integration and local responsiveness can be reached in the shape of a (Commercial Excellence) Knowledge Sharing Strategy if the local commercial knowledge is not being captured. Therefore, in order to solve the main challenge, first three challenges, that take place on the level of the local Operating Companies and on the level of Heineken Corporate, should be fulfilled. The following three sub challenges should be solved in order to give an answer to the main challenge.
1. First sub challenge
Three specific challenges exist for Heineken Asia Pacific. Firstly, information is needed of the current situation of key (problem) areas, best practices and success and failure stories of the local markets. Only if knowledge on problem issues, best practices, success and failure stories will be made explicit and will be tracked over a period of time, certain patterns and insights will be able to pop up. These then could be used as starting points for spreading the knowledge within platform meetings where knowledge can be shared and can be made actionable. By knowing the situation of key (problem) areas, and by sharing best practices and success or failure stories by means of knowledge sharing global synergy between the Operating Companies can be created.
2. Second sub challenge
Secondly, there is the need to understand the current level of motivation to accept change, which inhibits the acceptance of the new mindset of commercial excellence, especially with respect to the
“Passion for learning” principle. So, the motivational attitude of the OPCOs to actually learn and share knowledge with others should be analysed.
3. Third sub challenge
Thirdly, there is a need to understand what is happening with respect to knowledge sharing at
Heineken Corporate in Amsterdam.
Chapter two placed in the total research structure
“Only when we know a little do we know anything; doubt grows with knowledge.”
Goethe
1111 http://www.stevedenning.com/Quotations_knowledge.html
Heineken Asia Pacific
28thof June 2004 Sophie OverakkerSophie Overakker
Visual Structure of Research Structure
Research findings at the environmental level
Research findings of pilot study at Opcos’
level
Current knowledge- sharing situation HAP Research findings at the corporate
knowledge management level Starting Point: “THttNL”, CE, HAP, and focus on the Passion for Learning.Chapter 1
Ideal Knowledge Sharing Strategy for HAP: a strategic model
Key actionable steps for a Knowledge Sharing Strategy for HAP for the
coming period Based on
research findings
Theoretical Framework Chapter 3
Research Goal and Research Question
Chapter 2
Sub-question 1, Chapter 4
Sub-question 2, Chapter 5
Sub-question 3ac, Chapter 6-8
Sub-question 4, Chapter 9
Chapter two: Research Concept
2.1 Introduction
Chapter one elaborated on the background situation, the research focus and research challenges. As was described in the first chapter the research environment is a changing one. The corporate initiative of “Taking Heineken to the next Level” and the Commercial Excellence Initiative inhibit an open and transparent learning mindset of striving for Commercial Excellence, which has to be facilitated by the recently set-up Regional Headquarter; Heineken Asia Pacific. Thereby, three interrelated challenges exist and a main challenge of (or prominent need for) a Commercial Excellence Knowledge Sharing Strategy, that needs more attention in order to be able to make a few steps on the road to Commercial Excellence in the Asia Pacific Region.
Chapter two presents the research concept. How chapter two is placed in the total research structure can be seen in the picture on the previous page. Coming from the in chapter one described challenging background situation, the Research Goal and the Central Research Question will be formulated in the next paragraph.
2.2 Problem Definition
There is a strong need for a Commercial Excellence Knowledge Sharing Strategy, which should balance between global marketing integration issues of Heineken Corporate and local responsiveness issues of the OPCOs and should contribute to the facilitation of the commercial excellence knowledge sharing mindset in the Asia Pacific Region. The problem definition can be divided into the research goal and the research question. The research question is being defined from the research goal. Together, the research goal and research question state exactly what is being researched and why.
12In Appendix F definitions can be found of the main concepts used in the problem definition.
From the problem description the following Research Goal can be derived:
Research Goal:
To provide Heineken Asia Pacific with key steps for a Commercial Excellence Knowledge Sharing Strategy, which is designed to achieve a balance between the OPCOs’ current situation of key (problem) issues, best practices, success and failure stories and motivation to learn and share knowledge and the Corporate Knowledge Management Strategy, resulting in a contribution towards the autonomous growth of Heineken N.V. in the end.
By answering the following Research Question the Research Goal will be reached. From the information of chapter one and the Research Goal the following Research Question can be derived:
Research Question:
What steps does Heineken Asia Pacific need to undertake to facilitate the Commercial Excellence Knowledge Sharing Strategy, which is designed to achieve a balance between the OPCOs’ current situation of key (problem) issues, best practices, success and failure stories and motivation to learn and share knowledge and the Corporate Knowledge Management Strategy, resulting in a contribution towards the autonomous growth of Heineken N.V. in the end.
The Commercial Excellence Knowledge Sharing Strategy is expected to achieve a balance between global marketing integration and local responsiveness resulting in an improvement of the
12 Verschuren, 1999
Commercial Excellence Knowledge Sharing Mindset in each of the Operating Companies of the Asia Pacific Region, which will contribute towards the autonomous growth of Heineken N.V. in the end.
Sub Questions:
To be able to answer the Research Question several Sub Questions are formulated on four levels:
I Environment level: Benchmarking Knowledge Management
1.) How do other Multinationals deal with knowledge sharing in Asia?
II Heineken N.V. or Corporate level: Corporate Knowledge Management 2.) What does the Corporate Knowledge Management Strategy look like?
III OPCOs Level: existing (current/future) local commercial knowledge (behavioural level) 3.a) What are the “best practices” and key commercial issues of the local Operating Companies and what lessons can be shared?
III OPCOs Level: existing (past) local commercial knowledge (behavioural level) 3.b) What are the success and failure stories of the local Operating Companies?
III OPCOs Level: motivational attitude (attitudinal level)
3.c) What is the level of motivation of the local commercial managers to share with and learn from others and what do they expect from Heineken Asia Pacific?
IV Heineken Asia Pacific level: Commercial Excellence Knowledge Sharing Strategy
4.) What are the key steps that should be included in the Commercial Excellence Knowledge Sharing Strategy for Heineken Asia Pacific?
In paragraph 2.3 the conceptual model will be presented and will be explained how the interrelated layers of the union-shaped conceptual model refer to the above-mentioned research sub-questions.
2.3 Conceptual model and justification of the Research Sub Questions
2.3.1. Conceptual Model
The following union-shaped conceptual model in figure 7 with six interrelated layers gives a short
visual overview of all the factors and relationships that should be taken into account to be able to
provide Heineken Asia Pacific with an answer to the main research question. The chapters that
correspondent with the layers are included in the model. Only chapter two and three are not in the
conceptual model, as chapter two is the Research Concept and chapter three is the Theoretical
Framework. The outer two layers form the background and focus of the research that led to the
formulation of the main research question and have been dealt with in chapter one. The sub-
questions can be found back in the four inner layers of the conceptual model, which inhibit the
actual research. The third blue layer in figure 7 correspondents with the first sub question and deals
with the environmental level regarding benchmarks on knowledge sharing (chapter four). The
fourth yellow layer correspondents with the second sub question and deals with the corporate level
in Amsterdam regarding the corporate knowledge management strategy (Chapter five). The fifth red
layer correspondents with the fourth sub question and deals with the regional level of Heineken
Asia Pacific in Singapore for whom key steps for a Commercial Excellence Knowledge Sharing
Strategy will be formulated (Chapter nine). The sixth green layer correspondents with sub question
three a to c and deals with the OPCOs level of the four OPCOs that form the pilot study of this
research leading towards key steps for a Commercial Excellence Knowledge Sharing Strategy
(Chapter six to eight). At this level will be dealt with the behavioural level (best commercial
practices, key commercial issues, success stories and failure stories) and the attitudinal level (the motivational level to share and learn and priorities regarding certain knowledge sharing initiatives that could be organised by Heineken Asia Pacific). The single arrow from blue layer three means that findings from the benchmark study should be taken into account by the Corporate Knowledge Management Department and by Heineken Asia Pacific in the formulation of their knowledge sharing strategy. The two double arrows between the fourth and the fifth layer and the fifth and the sixth layer represent the balance that Heineken Asia Pacific should create between global integration (Heineken N.V) and local responsiveness (the OPCOs).
C1. Heineken N.V.
THttNL and Commercial Excellence Initiative
C1. Passion for Learning C4. Environment:
Benchmarking Knowledge Management C5. Heineken N.V.
Corporate Knowledge Management
C9. Commercial Excellence Knowledge Sharing
Strategy C6-8.
OPCOs C9. HAP
Figure 7: Conceptual Model
