YouSaid · the spoken record

Pedro Earp

lines on the record: 46
first: 2020-09-25
most recent: 2020-09-25
sittings or episodes: 1
sources: podcast

Every line below is reproduced as it was said and linked to the record it came from. Nothing here is summarised or generated. Directory · Search · Corrections

“I think, you know, when I started, it was a lot about, you know, understanding the theory behind it, you know, understanding about brand building, about channel planning, about all the theoretical underpinnings and off marketing and consumer understanding. And, you know, today I think I realized that 80% it's about having tea customer obsession and a deep consumer understanding the rest, if you have that, the rest you can learn pretty quickly, but having this obsessive mindset on understanding what your consumers and what people need and how your products can achieve that, I think it's a big part of what marketers should do. Well, you know, the rest, I think it's easier to cool.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“Try to do what you love, check on whether what you love, you know, you have the genes or the capabilities to be better than average and then see if by doing that thing, you know, you are likely to go to a path that is going to make you a happy person in life. That's kind of a framework that I think is useful to think about your career choice.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, you know, going back to the books, I'm a big fan of Jim Collins, you know, Jim Collins has been, you know, close to our company for a long time. We learn a lot from him. And he has this principle and what makes companies great that I think it applies to people as well. So he says that companies that are outstanding and they last are companies that first they love, but they do. Second, they have the DNA to do that better than other people. And third, kind of, you know, what they do, you know, it's kind of a sustainable economic model, something that leads the company to a direction that it's sustainable. If you use the analogy, I think with your professional life or your life,”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“Bigger and how entrepreneurs are great at kind of creating things from zero and making them big and then how big companies can try to do both at the same time. So this is more on the innovation side. And then on the leadership side, you know, I'm kind of almost finishing the lights out, which is the story of G and what has been happening with the company recently, which is a pretty interesting story.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, so I'm reading about mainly two things, right? One thing is about innovation and agility and things like that, because again, that's kind of what we need to do to grow and have been learning about leadership to kind of trying to get better as a leader. One book that I'm reading right now, it's from a being consultant, it's called Agile Done Right. You know, there's a lot of people, a lot of companies talking about Agile, you know, and things like that. And there are a lot of pitfalls, you know, in the mean, and he's basically the expert in the practicing in bank consulting. So that's a pretty interesting book. I just read a good friend of mine, David Kidder, the new too big book. He explains a little bit how big companies are great at taking big things and making them.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, you know, Barry, kind of in the, I mean, when I joined the company, the company was. Kind of mentorship, you know, for someone that I would have like deep conversations and get some learnings from. Of course, I mean, to my, you know, my before joining the company, of course, I mean, my parents in terms of work ethics and fads, they were fundamental. But after that, if in terms of kind of learning from the outside world, I'm a big fan of reading. You know, I think the beauty of reading is that, you know, you can try to the extent possible learn with other people's mistakes instead of with your own mistakes. So I've been, you know, I've been reading quite a lot since I left Aqueous.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“All right. So, you know, Netflix, I haven't been watching too much Netflix lately, you know, the last one that I saw. And I even missed, I think the last episode was the last dance, you know, which is, of course, I mean, fascinating. But podcast, I listen a lot. I mean, I listened to the Bloomberg One. I listened, you know, you know, the CMO podcast is really great. The Scott Galloway ProfGia is really good. I try to exercise every morning. And for me, that's the ideal format in order to learn something and getting formed while trying to keep healthy.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“Again, going back to the culture, the pressure that we're having here is because we want to accomplish more as a team and as owners. It's not a pressure that comes because the boarder wants us to do something or deliver something or the CEO wants to do something and deliver something. We see ourselves and again I've been here for 20 years since this company was a small company back in Brazil and we've been behaving the same. We see ourselves as a group of people that want to accomplish things and are ready to work as owners in order to do that. So the pressure for me is much more given by our ambitions and what we want to get accomplished rather than by an external force.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“That it happened in our culture are about drinking big, right? We like people that come here with big dreams. I want to accomplish big things. I want to have a big impact. We love people that like meritocracy, you know, which is the possibility of growing profession and financially at the pace of your effort and talent. And we like to bring people that have a sense of ownership that they treat the business as their own business and they have the autonomy. So those are the main things that are heading in the culture. EZX, 85% of people that we brought to the company, they were external entrepreneurial talent. And our turnover is super low, you know, so which means that I think there is a fit between the entrepreneurial culture. And our culture.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“You know, we have a culture that is very entrepreneurial. And for me, it's hard to say that because I've been working here for 20 years. That was my first and only job. But I realized that when we set up a ZX Ventures back in 2016, because at the time we are trying to hire a lot of entrepreneurial talent to run new ventures and run new ideas. And we had a big discussion on whether we should have in ZX Ventures the same culture that we had in our main company. Or we should try to do something different. And talking to people that we brought from the outside and when they looked at our culture and understand our culture, they say, this is an entrepreneurial culture. That's exactly what entrepreneurs, they look for.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“But now we are providing them with the Bud Light that confuses different needs in different occasions than the ones that they're used to. So again, I think the important thing here always is to start from the consumer backwards and then define what brands do you need to create or partner up with and then what are the best channels and ways to communicate with them.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“We are trying to reach, right? So to give an example in 2016, we partner up with Candom Town Brewery in London, the most loved and precious craft beer in the UK today. And their consumers, you know, they are people with a high level of engagement with the brewery, with the neighborhood, with the community, and with beer. So we did very little advertising. And, you know, one of our main tools for promoting the beer was basically the events that we have on a weekly basis in the brewery and then the brew pub that we had, you know, that's kind of, of course, is like super different from the way we launch, but like seltzer, right? Which is, again, you know, a lot of people are passionate about Bud Light.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“Well, it depends a little bit. So, first and foremost, we start with a consumer, you know, and we try to map out in every market what's kind of the total addressable population that we have. And then we try to segment them and try to define what brand and what beer styles or what beverage styles are ideal to address the needs of these consumers. sometimes we even call this kind of a programmatic M&A approach because we start from the consumer lenses and then we go backwards and we define what is the perfect portfolio that we need in order to serve that consumer and then the answer on kind of how to do the marketing and how to integrate the market depends a lot on the on the type of consumer”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“Over time, right? So there is, you know, there is a different approach, of course, depending on the size of the brand and the stage that it is.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“No, there is a, you know, we kind of have kind of our process on how to build the brands and this brands, they are at different stages in different markets. So there is a very specific approach to give you an example. is of course at a much different stage than Hugaden or Shock Top, right? And whenever we start, you know, in a country with a new brand, we focus mainly on creating salience for that brand and people getting to know that brand and creating points of difference to other beers so that we entice the curiosity of people to consume the beer. Ask the brand grows, then we focus more on relevance and meaning. What does this brand do for our consumers and how we can create more of an emotional?”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“We have a lot of sponsorships. We sponsor music, we sponsor sports. We have kind of sponsored urban culture. We sponsor arts and a bunch of other things. Back in the days, we'll kind of pick one passion point like football, for example, and you'll communicate through that platform and that sponsorship to the whole population. And what these platforms really allow you to do is to understand specific passion points and then what resonates with each consumer segment and be much more surgical about your messaging.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“These platforms, they allow you to understand your audience and provide a message that is much more adequate to the audience that you are trying to reach, right? So back again, back in the days, you know, you would have to do a kind of a TV campaign and the TV campaign is for everybody. So you would pick some passion points or some sponsorships and then you would kind of blast that sponsorship to the whole population through TV. You know, today with these platforms, they allow you to do is to understand consumer segmentation, the interests of people and how many of them are there and the engagement with each one of the passion points. And then it allows you to basically communicate with them through passion points, right? So for example, In Budweiser, you know.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“The corners and with technology marketing technology became much better. And I think the other thing is, you know, today, you know, back in the days you would kind of spend the money and then you'll try to look back and use some econometric modeling and marketing mix modeling to see another that think worked or not. Today we are working much more in terms of, you know, you have a hypothesis and you have some variations of creative lines and campaigns that you want to cast and then you put that in digital and then you keep running them and seeing on a daily basis what's worse and what's not, or you may be testing and putting money behind the ones that do work. So I really believe that productivity and the returns have improved substantially for the companies that have been able to deploy. Marketing technology analytics.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, I think that phrase, I mean, of course, I mean, it's not perfect, but this phrase was very, very true probably 10, 15 years ago, where Digital and Digital Marketing was not so prevalent, where you had basically mass communication, it's very hard for you to relate the mass communication today in a lot of places, we have operations that you can leak every single dollar that you spend on advertising for the people clicking on your advertising, being led to one of our e-commerce platforms, purchasing the product and coming back. So in a way, you can calculate very well what the consumer lifetime value is and how much money you spend to acquire that customer, right? So the things have become, again, you know,”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, India was actually on the archaeologists and they know a lot of scientific evidence about that. But the story is, you know, beer exists for more than 10,000 years. And, you know, before that period, humans were basically nomads, right? They were hunter, they would gather and they will move from place to place as the resources become more scarce. And then a lot of academics were trying to explain why human beings saddle in communities in first place. And until the 1950s, the main theory was that they start settling communities to Role that B has been playing in society for the last 10,000 years. It's really to bring people together. It's very interesting to see that there is some evidence that it's been doing that for more than 10,000 years.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“And everything new that they'd go there and try, then it's hard to establish on whether there's something more sustainable or it's a fed. But when you see consumers that are more mainstream consumers, mass consumers, they're starting, then you have a huge indicator that the trend is more sustainable. That's kind of the two things that have been observed that make a difference.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“For the past few years, we had a lot of new flavors and hard soda or not a father's root beer and things like that that were, in terms of health and wellness, they were almost anti-trend, you know, because of the quantity of sugar and calories and all that. And now you have heart salt. So we actually provide the flavor, provides the variety, but it's pretty much aligned with a very strong long-term trend in terms of health and wellness. So that's kind of, you know, one indicator of the things that are more sustainable than fats. And then the second one is the kind of the consumer that you see adopting this new product. Whenever it's just, you know, an alpha consumer in the east and west coast, that it's kind of, they try everything.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, I think seeing the things that are picking up easy, right? Today with the granularity of data that you have and with social listening and Google Trends and all that, I think it's kind of easier to understand what's popping up and what's going on. I think the real question is the one that you ask, right? What are the things that you should really investigate and understand the drivers because they seem to be more long-term things and what are the feds? And I think in our experience, there are two factors that have been separating the fats from the things that are real. One of them is how this new product is really aligned with long-term trends. So to give you an example, you know, in the US, for example,”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“And it's like you would have Amazon Prime in the US. So that's kind of a dual approach. One approach is, you know, the technology in terms of marketing technology and how to measure and how to track things better. But the other one is how do you create technology, especially in e-commerce where you have better data and better management by having a direct relationship with consumers.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“There are kind of, you know, in terms of technology that are too big things that we are doing. Of course, one is more on the Martac side of things, right? Being able to track your spend, especially in digital and Azure ROI and optimize and understand consumers, segment your audiences and do all of that. I think that a lot of people are trying to do. But the other thing that we are also doing is to have more direct relationship with our consumers to really be able to measure full funnel right from people getting to know your brand all the way to making a final purchase. And we have businesses, for example, in Latin America now, in a lot of countries in Latin America that you can basically have your beer delivered to your home in Tudor.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“Carrier, but then you kind of have a more even fight. And that's a little bit what we are kind of trying to do. I think if our company really believes that with the big number but limited number of Brewmasters that we have, that we can create more beers and better beer than the thousands and thousands and thousands of craft brewers and blue masses that are all over the world today. I think they'll be naive, you know. So what we are trying to do is basically to join forces. There are a lot of people out there that are passionate about beers and about beverages or about technologies that help beverages and beer. And then, you know, what we are trying to do is to provide a platform that they could be a much more successful, you know, in their attempts and kind of trying to do something that works for both us and for other startups.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“Hundreds of pirates speedboats attacking the carrier at the same time because the carrier didn't have kind of defenses for that. And he was saying that's kind of, you know, a good analogy to what startups are kind of doing to big CPGs, you know, the big CPGs, they are usually set up for scale and to kind of compete in big markets with other big CPGs. And now you have all these people, very nimble, very fast, you know, focused on attacking niche markets and they are kind of little by little dominated big spaces dominated by the big CPGs in the past. And the way the intelligence figured out on how to preempt, prevent an attack like that is actually to also have speedboats in the big carrier and deploy speedboats as they were being attacked because then you could count on the backup and all the intelligence that you would have from the beginning.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, that's a good question there. You know what? When we started our venture capital fund, I met an entrepreneur that he had basically a homebrewing business, but he was a marine before and he used to work on intelligence. And he was explaining to me that one of the things, one of the challenges they faced for big carriers, the big carriers, they were trying to simulate what would be the best way to sink a carrier, some sort of enemy was trying to do it. And at the end, the carrier is kind of prepared to fight another carrier or to fight airplanes or to fight to see missiles and things like that. And they came to the conclusion that probably the most effective way of dominating and destroying a carrier would be to have, you know,”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“It's very hard to get somewhere else. What we've been doing for the past years has been to be a little bit more intentional about what kind of brands we advertise on Super Bowl. So in the past, we'll just advertise kind of the biggest brands that we had. And again, these brands are the ones that probably are the most known brands. So I'm not sure the eyeballs, you know, it's really what the brand needs. So we started to, for example, using more premium brands like Stella Tuil and Super Bowl, who started using more, you know, innovation like Bud Light Seltzer, you know, for Super Bowl. So we tried to be a bit more intentional on how we go about it. But I think there is a fundamental belief that an event like that with the level of engagement, the number of people, it's something that we should be doing.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“Over the years, I think we've been getting better and better at measuring kind of the returns of marketing activities. We have an analytics center in India that kind of collects everything that we do and then the consumer response and try to quantify the returns that we have. But some of the things you have to take the bet. Again, Super Bowl is like probably the biggest sporting event in the world every single year. The number of eyeballs that you have in there and that's one of the few events that you have on TV that people actually stop to watch the commercials. So of course, I mean, we're always trying to measure the return and things like that, but in a way, you know, there's a lot of belief that something like that has a very high engagement with people and the reach that you get is.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, you know, it starts with the relationships, not only the relationships with the teams, but also the relationship with other sponsors, right? In a way, We're all on the same boat, you know, the leagues, the teams, the sponsors, and everybody. And during this time, you know, the collaboration increased dramatically. You know, you were in touch, again, all over the world in all types of sports, you know, not only with the teams in the leagues, but also other sponsors and see what are the things that we can do together in order to make sure that we continue to provide our consumers with the experience they had before. From this collaboration, a lot of things like that have happened during COVID. And it's the usual thing. I think crises like this bring people together to try to figure out what to do. And that's how these things came about.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, again, I think the physical interaction and the proximity of people, it's something that, of course, everybody misses, right? And that's something that technology is trying to address. And I think it's getting better and better. So, you know, we see that the quality of the interactions that you're having to Zoom or through Microsoft Teams and other things is getting better. But again, I'm sure people in time allows and hopefully we're going to have more effective treatment and vaccines very soon. I'm sure people are going to be very eager to physically go to stadiums again.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“Something that didn't kind of occasion that didn't exist before, right? So that was kind of one example. Another example, you know, you mentioned the NBA. And what we tried to do, we teamed up with Microsoft in the US. And we are basically providing people the opportunity to watch the NBA games, right? We have a stand in the Microsoft and ourselves. And we have”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, it's the need for enjoyment and the passion for sports is still there. But again, people are having to enjoy it in different ways. So again, we've been obsessed about understanding how people are still trying to enjoy sports and see how we can help them. So to mention a couple of examples in some of our markets, we saw that people were, because they were not going to the stadiums anymore, you know, the pregame, people had more time to enjoy the pre-game. So for example, some of our teams that we sponsor in a lot of countries, we start doing live stream of the pregames in a lot of countries. So they wouldn't watch any of the pregames. They start tuning in. And we had massive audiences joining the live stream like one hour before the match or half an hour before the match.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“To leave aside a little bit the attempt to sell beer and to grow the business in the short run. And it was more about understanding what people needed and how our brands could create meaningful relationship with them by providing what they needed the most.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“That's kind of one example. Another example, it's in Brazil, we had a huge relationship with country music, singers and of course because of the crisis, a lot of shows are canceled. You know, we use the fact that we had already these relationships and we had sponsorships and things like that. And we decided to do live streams instead of having live concerts. And it was a massive, massive success. Today out of the top 10 most watched videos on YouTube of all time, five of them are for some of our live streams. You know, in Brazil, we had more than two and a half billion views on the live streams. Again, people at home locked in. They were bored, but they still wanted to kind of enjoy themselves. So, I mean, it was a period of really trying to understand how consumers were changing.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“With changing needs, and then what our brands had a role and how they could help people during the pandemic. So just to mention to you some examples, Mikola Voltrain that you asked is our balanced lifestyle brand already has like two grams of carbs and it's for people that have an active lifestyle. And at the very start of the crisis, we saw a lot of people starting to exercise at home. So we created the Mikkela Boltra movement, which every single week we had kind of home workouts, sessions that ended up with a happy hour and EJ like Steve Aoki, for example, that we had. And it was a great success. Mikcolo Boltra during the time had more engagement in views than sports and fitness apparels and things like that.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, so I mean, the first thing, of course, that we paid a lot of attention, right, is through social listening, what people are talking about. And if you're making associations or not with the beer and mainly, you know, there was little noise of association with the beer. And the associations were mainly people making fun of things related to the beer and things like that. So we really didn't have quite an impact. But we thought given the times that we should be silent for a little while with the beer brand, not to create even more confusion. So we, you know, we decided to be out for a little bit. We're coming back now with the Corona brand all over the world communication. But on all the other brands, we adapted. And I think the trick here was to stop thinking a little bit about selling beer because that was not at the forefront of people's priorities and see how concerned.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“The business like it for their own business. So it was during the crisis, all hands on back, everybody working 24-7 to adjust the plans, change the plans, you know, scrap campaigns. Internationally and globally, we own the Corona brand, right? So especially for Corona, we have to make a lot of changes. So, you know, it was tough times. But again, I think it was an opportunity for growth and the companies coming out stronger.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, I mean, in our case, it was really fast for two reasons. The first one is that we have big operations in China. We have 20% market share in China and roughly 60% of the total premium deal marketing in China. And we saw when it got started in China. So we had very early on, we had an indication of how we could look like in other places and the seriousness of the crisis. You know, as soon as you saw things start in China two weeks later, we set up a global task force, which allowed us to react much faster. And the second thing is that really, I think, the culture of the organization is a culture of ownership. Our employees really, they behave like owners and they fight.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, it varies a little bit depending on the country that you're in. In general, it has been tough for the business. So we had a tough second quarter of the year. We have a lot of exposure to emerging markets where the own trade bars and restaurants are a significant part of the business. And because of lockdown, of course, this piece of the business was truly shut down. So it's been tough for business, right? The business was under pressure in the second quarter. We have seen improvement since then, which I think is good news. And always see a lot of markets reopening. But, you know, I think it was a very tough, but a great learning experience for us. We had to really focus on people and focus on our”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“and say some silly stuff and so i convinced him on disruptive growth but in a way you know he kind of asked me to to have that title to the group because he wanted to make sure that uh the message to the organizations that this group would be disrupted even within right we'll try to do some things that maybe was not the best thing for a core business could cannibalize our core business to could create some uh you know creative disruption from within And that's why I had this kind of funny title.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“They decided to create a separate unit to be fully focused on innovation and the future. So this is kind of when we started the ZX Ventures group, which is the kind of the innovation arm of ABI. And then when I was talking to Carlos Brito, which is our CEO about the organization, he said, look, there's only one thing that I would like to ask you. You define the mandate and the areas that the guy is going to explore. But, you know, I really like your title to be, you know, the group to be called disruptive growth group. And then I said, look, I know put it disruptive growth. I mean, actually at the beginning, he didn't even say growth. It's a disruptive group. And I said, people are just going to think we're going to get in rooms, you know, keep the chairs, you know.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“So we started trying to accelerate our innovation efforts from 2006 to 2007 on, you know, until then the company relied a lot in inorganic growth and M&A. And then at some point in time, we became a very big organization. So M&A started being less accretive. And we really turned our focus into, again, growth and innovation being a big part of it. But we didn't go as fast as we wished we could go sometimes and have a big organization, especially an organization that is growing a lot, its core business. It's very hard to divert some of the focus and some of the people and some of the money to really focus on innovation. So our CEO and the board in 2000.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“To have a decision. So, in a very, very exciting time because we're expanding Latin America, a lot of things to do at the time.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source
“So I joined the company back at the Brazilian side of the company. ABI, it's a combination of Brazilian company, a Belgium company, and Hausabus in the US, Group of Model in Mexico. So it really became a global organization. But I started on the Brazilian side of the company in the year of 2000 as a trainee. And then as soon as I kind of finished my training program, they invited me to join the marketing, the M&A department. And at the time, the brewery was growing a lot, was starting to do some international expansion. So I thought it was a very good opportunity to join them in the department. And then two years later, you know, my boss ended up going to an operation. We have this about going to headquarters and also going to operations. And then I have the opportunity.”
2020-09-25 · Masters in Business · Pedro Earp on the Business of Beer (Podcast) · IDENTIFIED FROM THE TRANSCRIPT · source