There are two examples to share. With Tap King, we were looking to disrupt the beer market offering. Tap King was trying to create or recreate some of that draft beer experience at home. 80% of all beer is drunk at home or, away from venues. We looked at creating this product in a P.E.T bottle, about 3.3 litres. It was a really disruptive move at the time, and we got some fabulous support from all of the customers. It was one of the best-executed NPD for a new space, a new category that I’ve ever seen. It went ballistic when it first got into market and we actually thought this was going to be a 40-50 million litre concept. What was interesting was all the hype around it, and the fact that it recreated draft beer at home. However, the actual product itself didn’t actually live up to that. We were charging consumers about 30% more for this product. What we found is over about 9- 10 months, is that after that experience that they didn’t think it was worth that 30% more. We also had a couple of technical issues with it as well. It has been an interesting one for us because we had to put in special plant equipment to actually produce these, to fill these bottles & to put the cap the right caps on them as well. We ended up incurring quite a big write off at the end of it. We were trying to be disruptive. Yet we got some fantastic lessons out of that. You could go back through and understand what didn’t add up and why the consumers baulked at it towards the end. Or you could state, “What a disaster and we never want to talk about that again.” Natural fact, we did the latter for quite a while. We were like, what a disaster, we had to write that off. However the mantra was to focus on all the real positives here. So it was a good learning, as we haven’t had too many new products that had failed.
These learning led to one of our recent successes. Normally we would take about 12 weeks to launch NPD into the marketplace from their first order date. Selling would be done over three months. And we knew we were playing catch up because our competitor had a product exactly in the same space, absolutely flying and had been for a couple of years. We just couldn’t afford to take those 12 weeks to distribute this product. We had to do it way, way, way quicker. We turned the playbook upside down and just sat down and said, “right, if we wanted to get this in market place in one week, what do we need to do?” We worked out a massive plan, and it had much to do with the presale, so we had to get all the customers on board. Like most in Field Sales, we have a very structured journey plan. Our customers like those journey plans, they like to know when you’re going to turn up, what day it is, how long you be there for and are you going to add some value. We turned all that upside down and instead of doing a lot of this stuff face to face, we did it over the phone or on email because that’s when you can get real speed to market. And it was pretty incredible.
Right across Australia, we pretty well got 100% arranging within the first week. It was sizable too. Overnight, the product didn’t exist. A week later, you went into any bottle shop, any off premise, even in the on premise, we did, about 3000 tap points for this as well, it was there in front of you. If you can combine that through with the above the line, all of a sudden, you’re making really impact over a short period of time. So that was a great learning. For us, that was actually something that was really celebrated. We got everyone behind an achievement behaviour. It was a bit of competition, for the states who could get there first, and who could overachieve their results. We made a lot of fun about it as well. We had a very big celebration up in Queensland at a conference and awarded all of the teams and the individuals that did outstanding work in that space. But again, beautifully collaborated with the marketing team, with all of our customers, we got really good alignment across everything. So it took a huge effort. I don’t think you can do that with every NPD; you can only do that with some of the big ones. But it was a good thing to ask the question around. “If you want to do it in a week, how would you do it?” And that’s where that’s where we started that exercise.