Talent Strategy Transformation for the World’s Largest Food & Beverage Company

Modernizing Sales & Marketing Talent Strategy for a Leading FMCG Organization in the Philippines

270,000+

Employee Count

$100 Bn

Revenue

FMCG

Industry

Vevey, Switzerland

Headquarters

About the Company

The organization is the world’s largest food and beverage company, with a strong market presence across categories and geographies. As consumer behavior rapidly shifts toward digital channels and modern trade, the company continues to strengthen its Sales & Marketing capabilities across brand, digital, e-commerce, consumer insights, and key account functions to sustain long-term growth. Backed by deep operating expertise and global scale, the organization remains focused on building future-ready capabilities amid evolving market and consumer dynamics.

Before Draup

1

Limited Visibility into FMCG-Ready S&M Talent

The organization lacked a market-wide, data-backed view of FMCG-relevant Sales & Marketing talent availability, maturity, and concentration across Philippine cities.

2

Rising Hiring Difficulty in Critical Roles

Key roles across Digital Marketing, E-commerce, Brand, Innovation, and Consumer Insights were becoming increasingly difficult to fill due to limited experienced supply and intense peer competition.

3

Unclear External vs. Internal Talent Trade-offs

With heavy reliance on lateral hiring, the organization needed clarity on the feasibility of cross-industry hiring versus internal mobility and upskilling from adjacent functions.

4

Limited Regional Benchmarking

There was insufficient visibility into how leading FMCG peers were addressing similar shortages through ASEAN talent hubs and diversified sourcing models.

The Core Challenges

Broad S&M talent availability, but thin FMCG-relevant pipelines in advanced and niche roles

Extreme geographic concentration in Manila, intensifying competition and hiring difficulty

Limited external supply for roles requiring deep FMCG and channel expertise, driving reliance on cross‑industry hires

Need for a defensible, long-term S&M workforce strategy balancing external hiring, internal mobility, and regional diversification

The Solution

Marketing Manager

PROFILE

LOCATION ANALYSIS

TALENT MARKET INSIGHTS

CAREER PATHS

DATA INTEGRATION

TECH STACK

Sales & Marketing Talent Supply–Demand & Risk Modeling

Assessed role-level S&M talent supply, demand, maturity, and hiring difficulty across Philippine cities to quantify structural gaps, identify high-risk roles, and inform short- and long-term workforce planning.

Capability Evolution & Skill Adjacency Assessment

Evaluated evolving digital, e-commerce, analytics, and category skills across S&M roles to distinguish FMCG-critical capabilities from adjacent skills and identify internal upskilling and mobility opportunities.

Geographic Talent
Hotspot & Competitor Benchmarking

Mapped national talent concentration by role and city, benchmarking peer hiring intensity and geographic saturation to guide location strategy, targeted sourcing, and diversification beyond Manila.

Organization, Career Pathway & Peer Benchmarking

Analyzed peer S&M role structures, career pathways, and cross-industry hiring patterns to benchmark organization design, validate internal mobility models, and support scalable, future-ready S&M capability building.

Outcome

Improved Hiring Predictability

Clear visibility into role-level talent constraints and sourcing feasibility

Optimized Talent Strategy

Data-backed guidance on when to pursue lateral hiring vs. internal development

Future-Ready Capability Planning

Identified priority upskilling areas across digital, e-commerce, analytics, and category strategy

Reduced Long-Term Talent Risk

Strategic roadmap combining early-career pipelines, internal mobility, and regional diversification

Powered by unparalleled global labor & market data

19K+

Skills

850M+

Professionals

5700+

Locations

1.6M+

Peer Group Companies

1B+

Job Descriptions

4M+

Career Paths

Data Trust & Methodology at Draup

Draup uses a structured methodology to reduce inaccuracies and prevent misleading information, with a focus on transparency and responsible data practices.

1

Data Transparency and Coverage

Draup sources data from diverse, vetted global inputs including public datasets, labor information, professional ecosystems, and industry research. Coverage varies by region and role, and we supplement limited areas with alternative sources and analyst-led modeling.

2

Profiles Behind the Numbers

All aggregate insights related to buyers, roles, skills, and locations are grounded in structured, anonymized human and organizational profiles rather than pure extrapolation. This ensures context, reliability, and protection of personal identities.

3

Data Hygiene and Integrity

We maintain a clean, accurate data environment by removing duplicates, outdated entities, and invalid records. Automated checks powered by ML models and analyst reviews work together to ensure clarity and accuracy for every entity, such as buyer, role, skill, technology, or company. Learn more

4

AI Governance and Bias Mitigation

Our governance framework combines automated evaluations with Human-in-the-Loop reviews. We use statistical checks, audits, and cross-source comparisons to reduce demographic and structural bias before insights reach the platform.

5

Compensation Guardrails

Compensation insights use blended, directional inputs such as aggregated ranges, benchmarks, modeled distributions, and market signals. We distinguish clearly between modeled and reported data and apply guardrails to prevent over-interpretation.

6

Hourly and Frontline Workforce Coverage

For hourly, frontline, and blue-collar roles where digital visibility is limited, we incorporate government datasets, localized labor information, and specialized partners to build a more complete and balanced view of workforce supply and demand.