In a home scenario of high interest rates, volatile exchange and expensive credit, Philips Walita has adopted a combination of strategies to maintain competitiveness and growth. Ahead of the company’s operation in Latin America, CEO Fernando Bueno counted on the podcast From zero to topfrom Infomoneythat the Varginha Factory (MG) has been essential to mitigate the impacts of the adverse economy.
“The exchange rate and interest rate are variables that directly impact the way we precipitate our products. We act in the premium middle segment, which usually suffers less at these times, but is still challenging,” says Bueno. He explains that local production allows the company to reduce the need to pass on consumer cost variations, especially in times of dollar.
Nevertheless, he admits that, at times, passing on some of the cost is inevitable. “Otherwise, we can’t have breath to continue investing and keeping this brand so dear to Brazilians,” he says. The portfolio diversification and the balance between products manufactured in Brazil and imported items are also part of the equation.
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Another point of attention is in retail. With Selic still high, access to credit becomes more restricted, directly impacting Philips Walita business partners. “We work very close to retailers, because their financial health is fundamental for us all to grow together,” he notes.
From volleyball to the corporate world
Before reaching Philips Walita’s command, Fernando Bueno built a long career in companies such as Johnson & Johnson, Whirlpool, Kimberly-Clark and Procter & Gamble. And despite being a chemical training engineer, he is proud to have made a career as a seller – a title he still assumes enthusiastically.
“Every CEO should be a salesman in essence, because selling is serving, understanding the consumer,” he argues. He lovingly remembers the beginning of the professional trajectory, when, with a folder full of papers and a car from the company, he left the streets of Rio de Janeiro to supply supermarkets with P&G products. “It was a pride to see my products on the shelves.”
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Although he has never exercised engineering, he recognizes the value of training as structuring his way of thinking. “Engineering helped me have logical reasoning and a generalist view, which I apply today to management.”
Difficult but necessary transition
Bueno also spoke about the move to Sao Paulo in 2001, when he took an internal function at Procter & Gamble. “It was a difficult transition. I came from Rio de Janeiro, from a lighter environment, and I came across a dense city, full of buildings. In addition, all the directors with whom I worked at the time were foreigners. The meetings were in English, with very different cultures.”
He says that despite the initial challenges, the environment helped him to mature and grow professionally. And it attributes much of his journey to the commitment to “give his best every day” and the pleasure of developing people. “There comes a time when your greatest responsibility is to develop people. And this is also a way of selling: passing knowledge, inspiring.”
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With almost 30 years of career, Fernando Bueno says he still finds motivation every day. “Sales have everything to do with passion. If I don’t wake up in love, I may be in the wrong place.”
About zero to the top
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