Surajit Ghosh

People get to see it.

Another one would be, we have a very big, large sales force within Heineken.

So these sales reps, what they do, they go to the outlets, the bars and restaurants, and they maintain that human to human relationships with our customers.

It's super important to maintain that.

And they go solve the customer problems.

Let's say someone is out of stock, somebody is about to churn, or there's a price mismatch, something like this.

And before, they used to go like this.

Let's say a sales rep on a day-to-day job has to visit five places, A, B, C, D, E, five different outlets.

And he used to go A, B, C, D, E. Turns out, the model tells you on any given day, if you optimize taking into account the traffic conditions,

Instead of going from that linear route, you go to D first and then to B, then to C, then to E, and then to A. And the reason for doing that is the model tells you if you visit customer D first, he has the biggest problem that needs the most amount of time to be solved.

And that's how we optimize.

And also the sales reps, now they are becoming so educated with some of these AI models, they are now becoming business advisors.

So they are no longer just solving little problems.

They are having the time to say, what else can I do for you as the customer?

So that, I think, was a big change within Heineken because it impacted a lot of people that were using that.

Yeah, that's also part of, because that is super important.

I think we can build the best models.

Best algorithms, highest accuracy doesn't mean anything if it's not used the right way.

So what we do, we have within our company a pretty big

upskilling programs.