International Growth in Far Flung Places

Learning the power of people and listening

 
 
 

Background

I joined Miller International when it was in its infancy stage.  Following my stint at Molson I returned to Milwaukee to head up non-US marketing efforts as well as oversee the export operations & logistics.  What I did not know about International business would fill volumes.  But it was a great environment led by a great guy and incredible leader - Dick Strup - where we were able to move fast, experiment a lot, and get an incredible amount done in short periods of time.

Laying the foundation

We started off conducting research in Europe, Latin America and Asia to determine if there was in fact a market and tangible opportunity for American Beer, and for Miller. The research indicated that there was in fact a solid demand and opportunity in multiple countries across the globe.  From there we began to lay out the strategy.  As a startup, while the team believed there were significant volume and profit opportunities, ownership and management was not so certain.  So we set forth on a 'pay as you go' plan, where we would be for the most part, a self funding organization.  So the first filter on the plan was to find the lowest hanging profit out there... as profits could fund further expansion markets.   Every dollar had to deliver a solid return.  Early market entry was focused on close-in partners and licensing. I spent a lot of time in the UK, working with the Courage/Scottish Newcastle folks revamping Miller Lite (Pilsner) and helping launch Miller Genuine Draft with the Taunton Cider group - getting long neck bottles placed and pulled through the British Pub system.

It was a fantastic learning environment.  Trying to translate and keep consistent the core brand values, in multiple countries, with multiple partners.  Every day was a learning experience... humbling in the sense that what I thought I knew for sure was rarely a certainty in a new country and culture.   We had great partners and agencies that were incredibly patient and just great fun folks to be around.  In the UK, we ended up launching a very unique campaign for Miller Pilsner (Lite) that was eventually awarded 'Campaign of the Year' in the UK across all categories.  And it moved the Needle.

Running Asia Pacific

A year or so into the International marketing job, I was promoted to run the Asia Pacific division.  India to China, and all parts in between.  In my early 30's,  I was now commuting to all over Asia, over 225 days a year on the road.  Most of Asia was 'White Space' - untapped countries where we had no business, no sales, and minimal insights.  Building businesses in Asia was by far the most rewarding and enjoyable job for me to that point. Every country was a blank slate, and there were no rules regarding how we entered markets and built businesses.  The unwritten rule was 'mind your spending, deliver your promises, and make your profit number'.  We entered into a successful licensing arrangement with Asahi in Japan, and helped build bridges in the US market for them.  In Korea we partnered closely with the Philip Morris Korea team - They provided us space in their office, helped our 20-something GM with connections and soon we had a very profitable business.  In short order, the hottest nightclubs in Korea were selling Miller Genuine Draft for $17 a bottle, and at 7-11's for $10/bottle.

We entered the China market with a partner purchasing the 5 Star Brewery in Beijing.  We also started importing from the States into Shanghai.  We eventually had sales in, and I had personally visited 15 of the 17 regions in China where it was feasible for a consumer to buy a 'premium American beer'.  The learning curve was incredible.  We were entering into China before it was the norm. Foreigners in China were a rare sight. 

Takeaways

Overall, the 5 years in Asia taught me a number of life lessons which I believe helped set the base for future growth successes. 

  1. It is all about the people, and a single person can make a huge impact.  I had a hand in hiring over 100 team members in multiple countries.  The critical hires - the General Managers - made the businesses succeed or fail.  My main job was to help these folks succeed.  Coaching, teaching, helping them in a multitude of ways.  These guys changed me.  In my days at CPG companies in Brand Management, individuals made a difference, but when you moved from one brand to another, the next person steps in and it often felt like I was a replaceable cog.  Out here, it was apparent that talent, drive, passion and smarts - they all made a difference.  And if I lost one of these guys, the business would severely suffer.  In some countries, we only had one guy... and the business would explode.  Yongmin in Korea created $millions in business as a stand alone GM.  People and individuals really matter.
  2. It's about other people, not me.  Putting the needs of the others on the team first, second and third is powerful.  The team always knew that they would receive the recognition for work well done. No one get thrown under the bus... when things are good, give generous amounts of credit, when things go bad, take the blame.  Especially important when the team is 12 time zones from the home office, and face to face meetings with others in the organization are rare.  This truly established a strong bond of trust, and very strong relationships. Most of us in the International team would 'walk thru walls' for our boss.  We had a great leader, and he taught us a lot.  He was great about having the difficult conversations / shortcomings / development areas / screw-ups in private.          Blunt.  Honest.  Direct.  Caring.  I try hard to carry these principles forward.
  3. Listening and relationships are vital - I learned the hard way that I did not (and to this day, do not) have an exclusive on the best ideas. By giving folks time for input, they are much more engaged and have a piece of the process and results. Early on, I was pretty confident in my abilities and knowledge.  Rarely asked for others' advice and counsel.  In Asia, it was absolutely vital.  Completely foreign cultures, business practices, norms, languages, nuances...  I came to realize that the results are much stronger regardless where you are if you can follow this rule.  It is a lot more fun to be on a team where all are fully engaged and where you and your thoughts are valued.
  4. On a personal development note, I learned that I had a knack for absorbing a lot of data and info quickly, and turning it into strategy and execution plans.  I thank Strup for teaching me the 'rule of threes' helping me focus on the critical elements, and the 3 main execution elements for each plank.