It was during his 20 years of experience at Danone that David Prieur nurtured strong convictions, particularly in a different management which constantly challenges Namibia Email List received ideas. He discovers new cultures and different business configurations thanks to the international and transversal dimension of his last missions within the food group. He also feeds his natural curiosity and his entrepreneurial vision by supporting start-ups within the incubator of the city of Paris. Driven by the desire to find a direct management and commercial relationship , David let himself be tempted by the challenges of the Nomad Foods merger project. As sales director of Findus France, what are your main challenges?

Due to the merger of the former Unilever / Iglo and Nestlé / Findus entities, the main challenge has been to manage the transformation and then the emergence of a new Nomad Foods culture. The latter, comparable in several aspects to a start-up (agile, lean, oriented towards the future) integrates and is also based on a strong history. This new DNA requires a lot of subtlety, especially in building and leading a team aligned with the Nomad Foods project and its new working methods. We have therefore developed our organizations and recruited new talents. In the context of a project like ours, the involvement of managers is key to giving meaning and getting the teams on board on a daily basis .

What 3 tips would you give to a new sales manager?

Because, if the merger makes sense from a business point of view, human issues are often more difficult to manage. The challenge is then to carry a profound business model transformation project while engaging the teams. From a commercial point of view, my challenge was twofold: to build the future by ensuring daily economic performance. For this, I relied on 2 strategic axes: reorganize teams to gain agility and speed. constitute and align our new commercial identity with the performance project, while preserving a conquering and combative state of mind. It is essential to find the balance between strategic vision and excellence of execution on a daily basis. Barely two years later, we can be proud because the results are already there:


sales growth and market share gain. construction of a new business model through the implementation of new skills and the rationalization of the portfolio. recognition of the performance of our organization (ranked 2 nd best performing sales organization in frozen foods according to our distributors) (according to Advantage Group). How does the attachment of the Findus group to Nomad Foods impact your commercial strategy and your commercial organization? The Nomad Foods business model remains “locally driven”: the group sets specific economic performance objectives but it is up to the local teams to put in place the strategies to achieve them. It is also a necessity because of our dual heritage (Nestlé and Unilever). Indeed, we have different brands and product portfolios per country: in UK we are called Birdseye, in France Iglo and Findus, and our brand for children Croustibat is only sold in France …

What qualities / skills are you looking for in your employees?

Only operations (production, R&D, purchases) are centralized. This strategy is all the more relevant given that eating habits are very different within Europe. The merger also gave rise to an inventory. We have thus identified the sectors with strong performance to make a difference in our market. To seize these opportunities, we have developed new areas of expertise around e-commerce and net revenue management. Thanks to our anticipation and the resources allocated, we have outperformed and exceeded our objectives. The activity now represents 11% of our business vs. 6% in our sector (see 15% for certain families) and is experiencing double-digit growth. To achieve this success and meet the challenges of this new cultural upheaval, we have recruited the best experts.

You have spent your entire career in the world of consumer goods. In your opinion, what major changes have affected this sector over the past 10 years? How did this impact the sales function and its management? The upheavals are multiple: disaffection of the hypermarket and acceleration of e-commerce and Drive. These trends are accompanied by a concentration and regrouping of purchasing distributors locally (Carrefour and Système U with Envergure) and in Europe (Leclerc and REWE in Germany with Eurelec). At the same time, we are also seeing a growing consumer distrust of big brands / large groups and a reorientation of their expectations towards “eating better” and “consuming differently”: organic, vegan, short circuits, etc. However, certain concepts / brands brick & mortar still perform well such as Action, Grand Frais or Lidl.

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