Customer Management is the key to build long-lasting
relationship with customers. ThaiBev categorizes customers
into two segments: customers and consumers. Customers
are those that sell and distribute ThaiBev’s products.
Consumers are those that ThaiBev directly sell and
distribute products to.
Business-to-Business (B2B) model is used to manage relationship with
the customer segment. ThaiBev has implemented various programs to help
develop customer relations across all distribution channels as well as providing
trusted advice as a business consultant to help customers adjust their
work process, increase competitiveness, efficiency and sales, and improve
working relationship with ThaiBev. This will ensure sustainable profits and
customer’s satisfaction with a lasting and stable business relationship.
Business-to-Consumer (B2C) model is used to manage relationship with
the consumer segment. ThaiBev has applied technology to improve
operations with online applications to meet the changing lifestyles and the
growing needs for convenience, speed, and accuracy. An implementation
of new consumer-friendly technology keeps ThaiBev’s food business as a
This project was introduced in 2018, an extension of the
Agent’s Next Generation Development (Agent Next Gen).
The goal in 2019 is to develop capacity and efficiency of
agents in each area, including organizational management,
warehouse management, logistics, and Cash Van
Management by setting standard operating procedure and systems to increase efficiency and drive towards
results. The Triple A team pilot project with Siriwongsub
Co., Ltd., a ThaiBev distributor in Ratchaburi, has resulted
in higher satisfaction and an increase of sales. ThaiBev
has therefore expanded this project to another 10 agents
to achieve a goal set for 2019.
Agent: Siriwongsub Co., Ltd.
Wichin Khemathon, Auratsa Khemathon
and Jeerawan Khemathon (from left to right)
“After working with the ThaiBev sales support team to
improve our work processes, we have now clearly assigned
the responsibilities of each employee and ensure that they
can work interchangeably in every position. We collect and
check data on any errors for correction and improvement.
We have a more accurate accounting system applied for
monitoring errors that can reduce losses.
The Cash Van Development team has set up 3 systems,
including Dashboard, Morning Talk, and On-the-Job
Training (OJT). The Dashboard is a very important tool that has
made our team more enthusiastic and competitive, as well as
improve data collection. As for the Morning Talk system, it
has enabled the team to communicate more effectively.
They can use information from Dashboard to solve problems
and improve their work. Our team can discuss challenges
daily together, and collectively decide what parts they can
fix and improve. OJT offers sales staff intensive one-on-one
training activities. Information gleaned from the Dashboard
and Morning Talk are used to discuss how the team can
improve and increase sales.
Activities to improve our team
leaders’ capabilities also have been arranged. This enables
them to better solve problems and design clearer work
plans with specific roles and responsibilities, which they
pass on and teach our sales staff.”
“The Morning Talk activity helps our employees become
more open and communicative. Every morning, they have an
open conversation and let each other know what’s happened
the day before. This allows employees to solve real-time
problems, be-well prepared to help each other to generate
It makes everyone feel fresh every morning;
they sit down and chat before going out to sell products
with a positive attitude.”
“Help from Thai Beverage Logistics Co., Ltd. (TBL) by
warehouse management has allowed us to save time in
transporting products; and products are now arranged in a
cleaner and more orderly manner. We can count product
quantities and check on them more easily.
The efficiency of
our transportation system has been improved as well. By
conducting vehicles to pick up products directly from the
TBL warehouse, Siriwongsap has enjoyed an increase in
Previously, we would deliver products and return
empty vans to our warehouse: but now vans will drop by at
TBL to pick up products first and come back to the warehouse
This way, revenue has been increased, employees
get more work done, and time and vehicle utilization has
become more efficient.”
The Training School teaches ThaiBev’s agents to systematically
improve their skills and experience in sales, resulting in an
increase in sales potential. It also serves as a knowledge center
for new employees of ThaiBev Cash Van distribution channel,
a subsidiary of ThaiBev (Cash Van Management Co., Ltd.) There are
8 operational training schools located in all 8 ThaiBev Sales
Regions, featuring lecturers with more than ten years of sales
experience. They can annually provide 100% training required for
ThaiBev’s new sales staff (workforce has been increasing
year-by-year), and for 350-400 agents’ sales staff. The training
course covers theory and practice, including actual operations
at model shops simulated by retailers, that are set up at training
schools in each sales region.
The sales staff, who have passed the training course, have a better
understanding of their roles and perform more efficiently. This
project also monitors and evaluates trained employees, resulting
in sales and product distribution increase by at least 30%.
In 2020, ThaiBev plans to add 8 additional training schools in
each sales region (totaling 16 schools), to cover areas that are
suitable with the training program and to accommodate more
ThaiBev expects to be able to train new sales staff
and agents’ sales staff at the rate of 800-1,000 persons
annually. By 2025, ThaiBev plans to set up a comprehensive
training school for executive sales development and to raise
sales capability to international standards.
Agent: J.Sermsup Co., Ltd.
Thanthicha Piwatpacharakul, Kullawat
Piwatpacharakul, and Patthamon
Piwatpacharakul (from left to right)
“In the past, our company used to sell products in a traditional way.
We did not have a concrete plan; we would focus on generating sales
from the company’s regular clients (stores). Our company lacked good
sales techniques. However, after ThaiBev came in to advise and
support us with staff training, our employees learned better practice
and became more enthusiastic.
They know how to plan and organize
visits to retail stores. Our employees can increase sales and try to
achieve their goals. After participating in the training, the employees
feel that they have gained knowledge, met new friends and shared
work experiences. Our company believes what ThaiBev recommends or
teaches is great, and standardized. It is beneficial and can be used to
develop the organization.
We have always felt like part of the same
family, and we would like to thank ThaiBev for recognizing
the importance of sustainable organizational development.”
CVM Sales Staff, Khonburi Sales Unit
Nakhon Ratchasima Province
“I started working for Cash Van as a salesman at Khonburi Unit, Nakhon Ratchasima
Province, in June 2018. I did not have any knowledge about the sales process. When I
started, I had learned from my supervisor as well as participating in the on-the-job
training program and learning how to sell products according to the plan.
would sell products to stores that regularly buy from us, but after participation in sales
process with training practice at ThaiBev school, I have more confidence that I can
improve my performance. The training school monitors and evaluates trainees to ensure
that their performance is more consistent with ThaiBev standards. For example, a daily
sales plan helps me to work more systematically. I can increase daily sales by an average
So I am proud to be a part of ThaiBev because it has been helpful to educate
and develop my career potential. I feel I am an important part of helping ThaiBev to
grow sustainably as well.”
In order to meet high customer satisfaction level, ThaiBev has
implemented a restructured operational system for modern retail
customers, such as 7-Eleven, Tesco Lotus and Modern Trade
Management Co., Ltd. (MTM) (a subsidiary of ThaiBev), to
achieve the following:
- Increase the speed and flexibility of handling, contacting,
and serving customers engaged in modern retail trade: In the
past, ThaiBev had separately managed its product groups,
with many different sales representatives meeting with each
customer. Now, ThaiBev has restructured its sales
management team so that only one contact person
coordinates and communicates with each key account.
- Organize an annual joint business plan and business review:
This practice provides a space for ThaiBev and its customers
to share, and to exchange information in order to reduce
obstacles. It also helps increase opportunities for ThaiBev to offer
additional products and services to customers and consumers
through the customers’ retail stores so that business
relationships are expanded and developed for the future.
Dry-Food Senior General Manager, CP All Public Company Limited
Assistant General Manager, CP All Public Company Limited
“As joint strategic partners, it is necessary for ThaiBev and 7-Eleven to plan things
together. ThaiBev is able to provide key information about changing market trends,
and 7-Eleven knows the needs of their customers. So, both parties can combine
this expertise to serve the needs of their customers and consumers: it is a win-win
strategy for both companies.
With consumer satisfaction as our focus, joint
business plans can be consistently implemented throughout the year, enabling both
businesses to grow sustainably together.”