Example Case Studies

 

Global Alcoholic Beverages Company

The company's UK business needed to find a new approach for driving growth, as its 4 major grocery retail partners were all losing share to the discounters, Aldi and Lidl. To initiate a growth transformation, we initially ran a 3-D Modern Trade Diagnostic with the company and Tesco. This cognitive business planning product created a growth transformation plan. With improvements made to category understanding, joint business planning and supply chain execution, the company’s relationship with Tesco accelerated forward at a remarkable pace. The approach was rolled out to other UK retailers, including Asda & Coop and is now being rolled out globally.
Result
25% year on year growth with Tesco and significant growth across all other retailers. Shifted from 17th position in their category to become the top performing supplier in Total Grocery in The Advantage Group Survey.

 

Global Health & Beauty Company

Trade investments were spiralling upwards and negatively impacting on the company’s UK profitability. The business needed to get its cost pricing, terms, conditions and promotional expenditure back onto a sustainable footing. After conducting an overall review of trade spend return on investment across all brands and customers, we designed and supported the launch of defensible pricing and terms for the UK business unit and reconfigured the trade promotion calendar.
Result
7% increase in revenue and 5% increase in net margin in year 1

  

Global Non-Alcoholic Beverages Company

The Modern Trade is continuing to develop in South Africa and the company needed to improve the way its business served the needs of these customers. In order to design an improved commercial operating model, we elicited ‘Voice of the customer’ insight from executive focus interviews with the CEOs and leadership teams of the top 8 South African retailers and used this insight in combination with best practice examples to redesign the commercial structure, processes and ways of working of one of South Africa’s largest consumer goods companies.
Result
Transformation of trading relationships

  

Global Confectionery Company

The company was looking to understand how to avoid a detrimental UK trading negotiation in light of requirements to recover input cost inflation. We focused the company’s efforts away from negotiation and towards strategic collaboration with their trade customers, in order to ensure that input cost inflation recovery became a minor hurdle to overcome to delivery exceptional joint growth plans. We initially worked with Tesco to create a ‘voice of the customer’ cross-functionally top to bottom and put together a world class joint business plan to refocus the relationship on category growth. Trading plans were re-aligned to deliver profit in specific category profit pools through highly tailored activation and appropriate governance was put in place to enable strategic dialogue to continue even when day to day negotiations were fractious. The approach was rolled out across other retailers, including Asda and Sainsbury’s. Additionally we further supported the evolution of the relationship with Tesco to include a multi-functional joint operating model, changes in the role of sales, marketing, finance and supply chain interfaces, and an exceptionally ambitious growth plan.
Result
£50m of incremental profit in year 1 for the company and £22m for Tesco

  

European Food Company

Following a Private Equity firms acquisition of a major European food business form a global consumer goods player, the Belgium and Netherlands business units suffered a rapid decline in revenues and profitability. In order to reverse the decline, we ran a customer led growth turnaround. This was initiated through a series of interviews with all major Belgian and Dutch retailers, an in-depth brand review, root cause analysis from market and financial data, and a full review of all investment plans. The solution was a significant restructuring of the product portfolio, the redevelopment of trading and marketing plans and a market relaunch of the business with all major trade customers.
Result
Reversal of double digit EBITDA decline and return to growth in 3 months

  

Global Drinks Company

A US drinks brand had been launched in Europe through the major grocers. 3 years after what appeared to be a successful launch from a distribution and sell-in perspective, consumption of the brand was in significant decline. The initial brand strategy review we delivered concluded that the brand needed to be relaunched at the point of consumption – sporting occasions. Once we had worked jointly with the company to rebuild the brand architecture and re-align advertising, packaging and research agencies to delivering the new brand strategy, we then developed a breakthrough approach to opportunity sizing, channel strategy development and route-to-market organisation structure design, before programme managing the change through to sports outlet execution. The approach was initially piloted in France, before being rolled out across Europe and then globally.
Result
87% market share in the pilot market. £100m+ of incremental profit in 5 years

  

UK Food Company

The company’s relationships with a number of UK retailers were poor and the relationship with Sainsbury’s was particularly fractious and holding back overall business performance. To get the business back into growth, we created a ‘voice of the customer’ cross-functionally top to bottom from Sainsbury’s, including interfacing directly with much of Sainsbury’s C-Suite. A requirement emerged to better understand current, emerging and latent consumer demand, in order to focus the two businesses on growing together. We created a consumer need state based category vision for the company's category and used this as the foundation for a world class joint business plan that refocused the relationship on mutual category growth.
Result
12 % year on year growth with Sainsbury’s and a shift of 12 places up in The Advantage Group Survey

  

Global Food Company

The UK business was the largest business unit in Europe and significant performance improvements were required. We led a long term trade customer turnaround, which included developing a category model to use consumer and shopper data to simulate potential actions to drive growth, conducting ‘Voice of the customer’ across all major UK retailers to create an action plan for growth, and creating a compelling selling story to restructure pricing and terms to improve both supplier and retailer margin. In addition, we helped trade customers understand why the company’s unusual route-to-market operating model was of significant benefit to them too and created a strategic and better structured joint business plan to enable growth with Tesco.
Result
Sustained revenue growth and profit transformation of the UK business unit

  

Global Household Goods Company

The European President and his leadership team wanted to make the business more able to growing in partnership with major retailers and at the same time ensure better returns were realised on trade investments. After interviewing cross-functional representatives from every major retailer the company served in Europe, we initially helped redesign the commercial and supply chain operating model in several different markets to support a revised trade customer segmentation. Trade spend was then analysed in all key European markets, to identify strategic improvement opportunities. Pricing, terms and promotion investment efficiency improvements were then executed in the UK, Spain, and Italy. Sustainable capability was built through the introduction of capability models focused on country trading strategy, customer trading strategy, customer annual planning, revenue strategy, and trade funds management (promotions, pay-for-performance, pricing).
Result
£10m cut in trade spend and transformed trading relationships

  

UK Food Company

A Private Equity owned branded food company was looking to improve its business performance in order to maximise its chances of a securing an exit into new ownership. To support this process, we ran a ‘Voice of the customer’ exercise across all major UK retailers, to identify short, medium and long term actions to drive growth. One growth opportunity identified through this process was the turnaround of a major brand in the company’s portfolio. We challenged the brand architecture, help re-briefed marketing agencies and set out a different equity building plan for the brand. In addition, we dramatically reset the pack price promotion architecture, without creating any new SKUs, to drive consumers into the right packs for their needs and balance pricing and promotions across customers and channels.
Result
18% growth year on year with 70% less SKUs, transforming profitability

  

Global Non-Alcoholic Beverages Company

Trading relationships for a leading Drinks Company in Russia were becoming increasingly transactional, as major modern trade retailers dramatically grew and sought to force down cost prices amongst competing suppliers. As the market leader, X5 Retail were an essential retailer for the company to win with. However, X5 were 'tendering' for brands and a more collaborative relationship was required for the company to profitably grow. We worked jointly with the company and X5 to understand what X5 were trying to achieve and what was stopping them have a more strategic relationship that both parties could profit from. We elicited ‘Voice of the customer’ with selected members of  X5’s Board and cross-functional senior leadership to identify improvement opportunities for collaboration. In addition, we used our expert knowledge of Western European retailer’s buying practices to provide thought leadership to X5’s Board on how other retailers buy and convince X5 to change their buying process to include better consumer understanding of brands.
Result
Main competitor was delisted. The company grew 44% year on year

  

Overall Summary Of Notable Projects

  

Global Health & Wellness Company

  • Commercial due diligence for a potential European acquisition
  • 3-D Brand Diagnostic for a health & wellness brand in France in order to identify growth solutions required and inform operating model design to significantly grow the newly launched brand

Global Consumer Health Company

  • ‘Fresh eyes’ review of their redeveloped UK trade promotion planning process and tender brief for a TPM (Trade Promotions Management) software solution
  • Vendor selection support, which led to the deployment of an Integrated Demand Planning software solution in the UK

Global Drinks Company

  • Defined the mission and role of the customer and commercial leadership function globally
  • Created strategic plans for the top 17 priority Modern Trade global accounts (e.g. Walmart)
  • Developed an on-boarding programme for CEOs of retailers attending a global corporate event
  • Developed a white paper for on how the company should go about investing in and nurturing smaller brands , in order to turn them into $Bn brands
  • Created a global toolkit for a category, to capture global knowledge on category strategy, competitors, market dynamics, innovation and execution tactics
  • Developed a toolkit for the global roll out of the channel strategy and route-to-market design approach on the sports drink we had already helped turn around in Europe
  • Developed the commercial leadership strategy for each geographic region (Europe, North America, Latin America, Africa, Eurasia, Japan, Pacific)
  • Created a global best practice handbook for a category, with the specific purpose of identifying levers for growth and defining how to create value globally
  • Ran a programme of interventions in each geographic group to re-set the ambition locally for a category in order to build the right action plans for growth

European Food Company

  • Review of promotion spend in Belgium and Netherlands and the development of a revised activity calendar
  • Commercial turnaround of the Belgium and Netherlands business units, including trade customer interviews with all major retailers, an in-depth brand review, root cause analysis from market and financial data, significant restructuring of the product portfolio and the redevelopment of sales and marketing plans

Food Industry Body

  • Development of thought leadership for their membership of grocery suppliers on how they can win with Tesco
  • Workshop programme for their member suppliers on how to improve return on trade investment across all retailers and channels

Global Drinks Company

  • Development of an overall launch strategy for a new brand and product innovation
  • Creation of long range business plans for two emerging drinks brands
  • Development of a trade customer channel strategy for a brand
  • Evaluation of a range of potential assets that a brand could invest in to build brand equity e.g. sponsorships
  • Programme management of the test market launch in Switzerland
  • Development and piloting of an improved commercial leadership strategy and approach for a brand, which was initially tested in Romania & Poland, to inform how to help the brand win with shoppers and trade customers in all major markets, modern trade customers and fragmented trade channels (e.g. HORECA – hotels, restaurants & catering)

UK Food Company

  • ‘Voice of the customer’ across all major UK retailers, to identify short, medium and long terms actions to drive growth
  • Brand turnaround on a snacks brand, including the adjustment of the brand architecture and a major restructuring of the pack price promotion architecture and SKU line up

Global Confectionery Company

  • Deployment of our unique world class joint business planning process between the supplier and Tesco, to create a business plan centered around category growth and provide a mechanism to reset pricing and promotion floors for the supplier across the UK market
  • Roll-out of the world class joint business planning approach the following year across Asda and Sainsbury’s for the first time and additional support on Tesco
  • Creation of a vision for a world class operating model with Tesco, to include a change in the role of sales, marketing, finance and supply chain interfaces and the development of an exceptionally ambitious growth plan

Eastern European Drinks Company

  • Development of the short and long range business plans for all categories, brands, customers and channels across all functions to create the deliverables for the annual planning cycle
  • Full redesign of the Poland market’s business planning process and embedding the approach in the head office and 10 geographic regions
  • 3-D Modern Trade Diagnostics with Tesco & Biedronka in Poland to understand a fundamental break down in profitability and the appropriate solution roadmap going forward
  • ‘Voice of the customer’ with Russia’s largest grocery retailer, X5, and a review of the current cross-functional joint supplier/retailer operating model, in order to create a design for a collaboration platform
  • Thought leadership on world class approaches to buying used by Western European modern trade retailers that was shared with the Board of X5 to influence a change in X5’s buying process and help cement the supplier’s relationship
  • 3-D Modern Trade Diagnostic with Tesco in Hungary to understand how a fundamental break down in profitability had occurred and develop the appropriate solution roadmap going forward

Global Household Goods & Toiletries Company

  • ‘Voice of the customer’ and brand strategy definition for a UK deodorant brand in preparation for a rejuvenation of the brand to reinvigorate growth

Global Food Company

  • Developed a compelling selling story to introduce the supplier to Tesco senior management
  • Commercial due diligence for a potential acquisition in the UK

African Drinks Company

  • Review and redesign of key commercial operating processes across all African markets (e.g. demand forecasting, business planning etc) in order to improve effectiveness and efficiency
  • Overall strategy across Africa for winning with trade customers
  • Developed a commercial turnaround plan to restore growth in Nigeria
  • ‘Voice of the customer’ insight from executive focus interviews with the CEOs and leadership teams of the top 8 South African retailers and use of best practice examples to redesign the operating model for the supplier.
  • Development of a world class international trading agreement across Africa for the retailer Shoprite

Global Alcoholic Beverages Company

  • Root cause analysis and the definition of strategic options for a spirit brand, in the light of a formulation change that had a major impact on brand positioning

Global Toiletries and Household Goods Company

  • Conducted an overall review of trade spend return on investment in the UK
  • Designed and supported the launch of defensible pricing and terms in the UK
  • Provided a summary of best practice approaches to driving outstanding execution (activation, innovation) and used this insight to create a European capability building programme ‘Enabling Excellent Execution’
  • Conducted a review of trade investment efficiency across UK, France, Spain & Italy in order to identify improvement opportunities
  • Developed decision logics, data templates and research briefs for consumer & shopper research, to ensure all future research conducted across Europe will answer the right questions in the right way

European Drinks Company

  • Assessment of the information required to run the business and the systems and processes that provide it, in order to identify what needed to be visualised through a business performance dashboard to be used by the European Leadership Team
  • Review and redesign of key commercial operating processes across all European markets (e.g. demand forecasting, business planning, etc.) in order to improve effectiveness and efficiency
  • Definition of the overall strategy, capability and process required to step change the supplier’s performance on innovation
  • Creation of a detailed approach to managing ‘transitional’ innovation successfully across all functions
  • Brand turnaround across Europe for a major sports drink, including brand architecture definition, re-aligning advertising, packaging and research agencies to delivering the new brand strategy, developing a breakthrough approach to opportunity sizing, developing the channel strategy, redesigning the overall route-to-market and programme managing the change through to execution
  • Re-set the ambition for the European IT function to fulfil a broader role in partnering with other business functions to create tangible value
  • Conducted a review of previous new product launches to identify causal factors behind success and failure
  • 5 year market sizing and category strategy for all NARTD (non-alcoholic ready to drink) categories across Europe
  • Developed the channel strategy and route-to-market operating model requirements for an enhanced hydration drink in Spain
  • Provided thought leadership on portfolio strategy and helped create the overall portfolio strategy for Europe, including training European category director’s on how to make choices in their portfolio for the benefit of the business as a whole
  • Worked with the European Customer & Commercial team to manage a live negotiation with Tesco International, in order to help the supplier be supportive in response to Tesco’s request for an international trading agreement, whilst at the same time helping Tesco come to the conclusion themselves that they couldn’t make it work, removing the need for a substantial over-rider
  • Developed route-to-market design options for the branded portfolio in GB
  • Defined the strategic priorities for the Commercial Leadership function in Europe
  • Strategic operating model design for a technology enabled European consumer interaction centre

Global Health & Wellness Company

  • Initiated a programme of Sales and Marketing Excellence across all key European markets through the development of and facilitation of a new leader’s 100 day plan

Global Alcoholic Drinks Company

  • Created the channel strategy for a brand in the French on-trade

Global Household Goods Company

  • Delivered a ‘new ways of working’ programme to improve cross-functional collaboration and behaviours between different European markets and Group functions
  • Ran the a programme for Europe (in parallel to BCG running it in the US) to redesign the commercial and supply chain operating model for Europe and realign strategic customer investment choices through a revised trade customer segmentation
  • Conducted trade spend analysis for all key European markets, to identify strategic improvement opportunities
  • Executed pricing, terms and promotions investment efficiency improvements in UK, Spain, and Italy
  • Delivered a turnaround on a brand in the UK
  • Programme managed and led specific content workstreams for a major outsourcing programme in North America
  • Developed a capability building programme and tool set for category rejuvenation, for use in each European market
  • Formalised a series of change initiatives into specific capabilities modules for European roll-out, including country trading strategy, customer trading strategy, customer annual planning, revenue strategy, trade funds (promotions, pay-for-performance, pricing), etc.

UK Food Company

  • Conducted failure analysis on a crisps brand, in order to build a brand turnaround plan and avoid past mistakes being repeated
  • Supported the scoping of consumer research and new innovation ideas to build plans for a brand turnaround
  • Ran a 3-D Modern Trade Diagnostic with Tesco to create a strategic plan for growth

International Health & Wellness Company

  • Ran a 3-D Brand Diagnostic on a brand in the UK to understand appropriate growth initiatives to commence in advance of selling the brand to an acquirer

Global Petfood Company

  • Adjusted UK trade promotions plans mid-cycle across all customers to cut unproductive trade spend and better align trade promotions to delivering brand consumer behaviour objectives
  • Designed and embedded a new decision making approach and process for managing trade promotions, and reconfigured trade promotions plans across all brands, product segments and customers in the UK

Global Food Company

  • Developed a category model to use consumer and shopper data to simulate potential actions to drive UK growth
  • Worked with the European Leadership team and local market leadership teams to develop the long range European business plan
  • ‘Voice of the customer’ across all major UK retailers to improve customer relationships and create an action plan for growth
  • Created strategic plans to build a ‘competitive edge’ in each key local market i.e. UK, Benelux, France, Switzerland, Spain, Italy, Portugal and developing markets
  • ‘Voice of the customer’ across all major Italian retailers to improve customer relationships and create an action plan for growth
  • Created the case for UK trade customers for a significant cost price increase across the brand’s range, based on category and consumer pricing insight and the improvement of retail cash margin
  • ‘Voice of the customer’ and development of the overall commercial strategy, portfolio, marketing and trading plans and picture of success to turnaround the (local) brand in Netherlands after a 35% loss in market share
  • Conducted a strategic and financial analysis for retailers of the company’s current route-to-market operating model in the UK, to build the case to protect direct to store distribution
  • ‘Voice of the customer’ with a major retailer in the UK, followed by the creation of a significantly more strategic and better structured joint business plan
  • Reviewed the performance of a brand in the UK to assess opportunities and risks facing the brand in the light of changing consumer and shopper habits and disruption in the UK grocery trading environment

 Global Alcoholic Beverages Company

  • Ran 3-D Modern Trade Diagnostics with Tesco, Asda and Coop in the UK in order to develop more strategic relationships and drive growth

Global Food & Beverage Company

  • Used a toolkit of known commercial cost efficiency opportunities to help identify and action cost savings in UK commercial spend
  • Analysed past investments in trade spend to better understand future forecasts for trade spend and prevent unexpected overspend of UK budgets
  • Reviewed market, channel and trade customer profitability to inform the commercial strategy and organisation structure for an export division
  • Ran a 3-D Modern Trade Diagnostic with Tesco in the UK to understand priority focus areas for delivering growth

UK Food Company

  • Analysis of trade spend by customer, channel and product category to identify improvement opportunities
  • Development and programme management of a cross-functional turnaround for a specific food business unit
  • Created the case for trade customers for a selective cost price increase across the suppliers categories, based on category and consumer pricing insight and improvement of retailer cash margin
  • Reconfigured the trade promotions plans for a snacks brand across all trade customers

Global Consumer Health Company

  • Reviewed trade dynamics and the suppliers current approach to managing trade customers in the UK to help a relatively small supplier ‘punch above weight with customers’
  • Delivered a 3-D Traditional Trade Diagnostic for the supplier in Hungary to prioritise focus areas for growth

International Household Goods and Toiletries Company

  • Redesigned the market pricing and promotions architecture for a personal cleansing brand and built the compelling selling story to gain commitment from trade customers to executing it in market
  • Eliminated low value SKUs from the portfolio, using consumer, shopper, trade customer, financial insight and a category simulation model, in order to make the brand sustainable in-market

Global Food, Household Goods and Toiletries Company

  • Ran a 3-D Brand Diagnostic on a UK food brand, to conduct root cause analysis on areas of underperformance and identify actions for a brand turnaround
  • Ran a 3-D Modern Trade Diagnostic on a category with Tesco in the UK, to identify actions for growing the brand in Tesco (both within and outside the control of the Tesco account team)

UK Food Company

  • Developed a world class joint business plan for the Sainsbury’s business, directly engaging the CEO and Commercial/Supply Chain Executive Officers
  • Created a consumer need state based category vision for the category
  • Ran a 3-D Diagnostic for the company's business with Asda, to reverse a relationship breakdown

Our experience:

  • Albert Heijn
  • Asda
  • Auchan
  • Birds Eye Iglo
  • Boots
  • Cadbury
  • Carrefour
  • Co-op
  • Coca-Cola
  • Colgate-Palmolive
  • Delhaize
  • Diageo
  • Energizer
  • Heineken
  • Innocent Drinks
  • Kimberly-Clark
  • Kraft
  • Mars
  • McCormick Foods
  • Metro
  • Morrisons
  • Nestlé
  • PepsiCo
  • Pick n Pay
  • Procter & Gamble
  • Reckitt Benckiser
  • SSL International
  • Sainsbury's
  • Shoprite
  • Tesco
  • Unilever
  • Waitrose
  • Walmart
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