At Bergner, the Trade Marketing team is the bridge between our brands and the end consumer. With creativity, analysis and a results-oriented approach, this team transforms plans into experiences that enhance the presence of our products in the market. Day to day, they work closely with clients and business partners, ensuring that every action generates real impact and value.
What role does digitalization play in Trade Marketing and how has it changed the way we engage with customers?
Francesco Ciccarelli and Francesca Serrani: Digitalization has drastically transformed Trade Marketing, leveraging technology and data to improve strategies, optimize decision-making and strengthen customer engagement.
In your opinion, what makes a Trade Marketing strategy truly effective?
Francesco Ciccarelli and Francesca Serrani: An effective Trade Marketing strategy works best if the sales team is able to establish strong relationships with customers. From there, Trade Marketing is responsible for driving brand presence and sales through targeted and personalized initiatives.
What is the main role of the Trade Marketing team at Bergner and how does it contribute to the company's overall strategy?
Carlos Blasco, Isabel Cenjor and Andrea Hidalgo: The Trade Marketing team drives retail marketing strategies to increase product demand and sales, strengthening brand visibility and positioning products for success in a highly competitive marketplace. In addition, we foster strong relationships with partners and customers, securing access to valuable distribution channels and expanding brand reach.
What are the biggest challenges and opportunities in trade marketing today?
Carlos Blasco, Isabel Cenjor and Andrea Hidalgo: We are currently facing challenges and opportunities related to digital transformation, brand loyalty and sustainability.
Digital transformation: Since COVID-19, consumers are flocking to e-commerce, seeking convenience and availability at their fingertips.
Brand loyalty: Consumers today have more choices than ever before and can easily compare prices, features, reviews and ratings online before buying. This makes retaining loyal customers and attracting others more difficult, so we must invest in personalized offers, loyalty programs and a strong relationship with them.
Sustainability: Consumers are more aware of the environmental and social impact of their consumption decisions. We must align our trade marketing strategies with their sustainability objectives and communicate this effectively.
How does the Trade Marketing team collaborate with other departments to create a cohesive brand strategy?
Carlos Blasco, Isabel Cenjor and Andrea Hidalgo: In Trade Marketing we are in daily contact with most departments. We mainly work with Sales and Operations, but also with Design, Sourcing, Collections and Finance to plan and follow up on campaigns from conception to closure, analyzing and evaluating the results.
When an idea comes up, either in Collections or with a client/KAM, we start thinking about all the details: items and quotes with Sourcing, recommended selling prices, the necessary communication, how it will be displayed in stores and many other aspects that we plan to assess feasibility. Everything goes through Finance and Operations to turn the idea into reality and then move on to the operational part with Sales and Operations.
It is one of the most dynamic parts of our work because we are at the center of the chain, which gives us a global vision and allows us to understand the challenges and tasks of the different departments, as well as putting us in the customer's perspective.
How do you balance the global coherence of the brand with the need for local adaptation in marketing strategies?
Carlos Blasco, Isabel Cenjor and Andrea Hidalgo: In recent years, the DACH region and Eastern Europe have grown significantly thanks to our sales team, so we have had to adapt our communication strategy without losing the global coherence of the brand. We adjusted display designs -sizes and materials- and communication material. In this way we maintain the essence of the brand so that it is recognized in any market where we are present, and at the same time we align ourselves with the behavior of local consumers.
Could you share the key achievements and figures for 2024, including top growth markets, outstanding campaigns and loyalty programs?
Carlos Blasco, Isabel Cenjor and Andrea Hidalgo: We manage operations in more than 15 countries, with DACH being the fastest growing market. We also closed loyalty campaigns in El Corte Inglés and Eroski, produced thousands of POS and, although we cannot attribute the acquisition of new customers solely to Trade Marketing, collaboration with all departments has been fundamental. The biggest campaigns were Xtra at Carrefour Spain and the Masterpro testimonial campaign at Lidl across Europe. Only around 10% of our campaigns included TV, and collaborations with influencers were also limited, mainly in Lidl, Carrefour and El Corte Inglés.
In terms of loyalty programs, we launched more than 50 in 2024. The most effective were Lékué at El Corte Inglés and Eroski, as well as Xtra at Carrefour. While we do not share a specific growth percentage, these programs significantly boosted brand presence and engagement.
What are the key elements to building strong relationships with customers and partners?
Isabella Avila: To build strong relationships with customers and partners, I believe that clear and consistent communication, mutual trust and long-term value are key. In addition, flexibility to adapt to market changes and cultural empathy are vital, especially in Latam, where each country has its own dynamics.
How do you ensure that trade marketing strategies are effectively executed at the point of sale?
Isabella Avila: For strategy execution, I make sure to align initiatives with local needs, constantly monitor results and adjust tactics when necessary. In addition, continuous training of the in-store team and close collaboration with our partners and distributors are essential to ensure effective implementation.
