Beverages
How United Breweries Built Agility in a Regulated Market
In this episode of Masters of Change, Perry Goes, former Chief Strategy Officer at United Breweries Limited, shares how one of India’s largest alco-bev companies shifted from static planning to agile, execution-led strategy. From navigating complex state regulations to leveraging RTM technology for sharper distribution and faster product launches, he breaks down what it truly takes to win in a fast-changing, highly controlled market.
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1. Introduction and Strategy Evolution
Perry, you have played a key role in shifting strategy from long, static plans to more agile, annual execution-driven models. How did you make that transition in an organisation of this scale?
Perry Goes: There is a common misconception here. In the alco-bev industry, especially in India, static plans simply do not work.
We operate across 20+ states, each with changing regulations every year. At the same time, consumer behaviour is evolving rapidly, moving from standardised choices to more diverse preferences.
Take craft beer, for example. Today, even consumers who have never travelled outside their state are aware of it.
This environment forced us to adopt a far more agile and dynamic approach to planning, one that constantly adapts to both regulatory and consumer shifts.
2. Human Change Management and Technology
Technology adoption often fails without strong change management. How do you approach this balance?
Perry Goes: I look at it through a simple analogy.Thirty years ago, we relied on landlines. Today, if you forget your mobile phone, you turn back to get it. That shift did not happen because someone forced you. It happened because you saw value.
We applied the same thinking while rolling out SFA. Initially, we made it optional. We told teams to use it only if it helped them sell better.
Over time, the benefits became obvious, and adoption followed naturally. Real change happens when people experience value, not when it is mandated.
Outside of work, what are your favourite technologies?
Perry Goes: WhatsApp and YouTube.
WhatsApp helps me stay connected with my ecosystem. Even something as simple as monitoring my parents’ health becomes easier.
YouTube has completely changed problem-solving. Whether it is fixing something at home or learning a new skill, solutions are always accessible.
3. RTM Automation and Data-Led Execution
Did RTM automation help improve distribution width or outlet-level targeting?
Perry Goes: Earlier, sales tracking relied on paper-based daily sales reports, which added effort but very little value.
With SFA, we moved to delivering customised insights directly to salespeople. Instead of generic instructions, each outlet received specific guidance.
For example, should the focus be on increasing depth, selling more of existing brands, or expanding width, introducing new ones?
These insights were pushed regularly, making execution far more targeted.
4. Product Launches and Focused Execution
How does technology support new product launches at scale?
Perry Goes: In India’s alco-bev market, the real battleground is limited to around 90,000 outlets.
We use data to identify outlets with the highest probability of success for a new product. Instead of spreading resources thin, we focus on these high-potential outlets first.
This creates what I call “cascading success”. Once a product performs well in a few outlets, adoption spreads organically.
A scatter approach, on the other hand, can dilute impact and slow down momentum.
5. Visibility and the “Cold Stock” Rule
How important is visibility in driving sales?
Perry Goes: Beer is not purely impulse-driven, but once a consumer is at the outlet, choices are flexible.
If your product is not available, not visible, or not served cold, it simply will not sell.
Technology now allows us to track these factors more effectively. AI-led image recognition can even check whether products are placed correctly in chillers or at eye level.
Ensuring availability, especially cold stock, is critical.
6. Project Planning and Accountability
What makes large transformation projects succeed or fail?
Perry Goes: Most projects fail because the basics are not clear at the start. We focused on three questions:
- Why: What are the measurable or observable benefits?
- How: How will these benefits be tracked?
- Who: Who is accountable?
Without clarity on these, even the best-looking plans remain incomplete.
7. Metrics: Measured vs Observed
What KPIs define success for RTM initiatives?
Perry Goes: While measurement is important, I prefer the term “observed”.
Not everything can be captured in a spreadsheet.
For example, in some markets, salespeople do not take orders. Their role is to influence brand preference. That impact is harder to measure but equally important.
Technology should enable continuous feedback, not just static reporting.
8. Push vs Pull Strategy
How do you balance push and pull strategies?
Perry Goes: New products require a push because consumers discover them at the point of sale.
Once the brand gains traction and velocity, the strategy should shift to pull. Knowing when to make that transition is critical.
9. Stakeholder Management and Regulation
How does technology help manage distributors and inventory?
Perry Goes: Inventory management is a constant balancing act.
Too little stock means lost sales. Too much stock leads to wastage, especially in a category like beer with a limited shelf life.
Better visibility across the supply chain helps optimise this balance.
What about regulatory complexity in India?
Perry Goes: This is a highly regulated industry. We engage with policymakers by focusing on three aspects: revenue contribution, ease of doing business, and consumer interest.
That said, unpredictability is part of the business.
10. Choosing an RTM Partner
What do you look for in an RTM technology partner?
Perry Goes:
- Flexibility to adapt to changing regulations
- Cost efficiency, given thin margins
- A strong focus on business outcomes over technical complexity
What would you prefer? Buy or build?
Perry Goes: For us, building in-house does not make sense.
We are in the business of making beer, not technology. Tech evolves much faster, and maintaining in-house systems requires heavy investment.
It is far more practical to partner with experts.
11. Cost to Serve vs Growth
Can RTM technology reduce cost to serve?
Perry Goes: It helps identify inefficiencies and leakages.
However, focusing only on cost-cutting is short-sighted. Long-term success comes from innovation and topline growth.
Many brands have failed because they exited markets that later became profitable.