The need to develop, improve, and maintain products or services can arise at different stages of the company's life, offering a variety of grasses:
Most companies are aware of the need to focus on the end user - the importance of which is performance, delivery, money, etc. measure from the inside out. Here you can see the customer's market, shopping carts, preferences, trends, diversity opportunities, etc.
To Enter New Markets Finding and connecting with your target audience is very important to starting or starting a business. . Managers must find the right product development strategy and identify the right location of products that will contribute to sustainable and profitable growth.
Time to expand for established companies.
Is it intended to bring the right product to market? Should there be new products?
For established companies, managers will consider how the management system controls and enables innovation to remain competitive and marketable.
For companies that offer multiple categories, brand names, and SKUs, managers must overcome the challenge of adjusting and optimizing different products while getting the best results.
For companies that change their practices due to internal or external influences, it's time to consider data collection compliance along with new business opportunities to make better investments that can lead to rapid growth. in new categories.
Companies sometimes encounter multiple categories or extensive SKU lists that disrupt and impact the front-end sales team. Managers must truly understand customer and customer needs to reduce product and SKU sizes, thereby increasing cost competitiveness, reducing operational complexity, and promoting better trade and collaboration.
In these different competitions, we connect deep business analysis with processing data discussion, linking external and internal power.
Portfolio strategy and segmentation is one of many decision-making and integrations the company can envision. Every decision affects the entire organization and polarizes motivation and goals in the field (marketing, sales, operations, finance).
Taking the complexity of strategy, analysis and stakeholder management into simple, straightforward and fair decision making requires the good and good people method. Here's how we help companies achieve this:
Build a deep understanding of clients and customers through fieldwork, interviews, surveys and data analysis used to support access pressure and commitment.
We use a powerful set of analytics tools to integrate and process internal and external data in an integrated way (business size, distribution, competition, price, trends, profitability - all integrated) . SKU).
The art of creating product segments (and sweat) while defining clusters to separate requirements, customer segments, content prices, niches, volume builders, and different times and patterns for differentiation/optimization.
Total collaboration and focus in all areas involved in decision making regarding products and services, addressing all important (and often difficult) discussions such as prioritization, SKU reduction, Sub-Category retention, Investing in New Territories
Understanding the place together with the analysis and management participants supports the creation of effective and efficient plans. Here, our consultants have a wealth of knowledge and a commitment to collaborate and manage the right campaign while respecting your culture, environment and goals.
Portfolio proposals should be supported by financial simulations that estimate financial impact and the need for decision making.
All decisions and actions should be properly planned and linked by risk management mitigation and service delivery relationships for all projects.
Effective segmentation leads to a clear polarization of SKUs, price levels, categories, and customer inputs between needs and approvals, allowing companies to identify their activities, priorities and goals for their products.
Increased sales or profits are driven by the ability to tailor the product mix to suit the customer, contact centers and channels
Incentives to integrate and reduce business units
Improving efficiency and standardization
Creating clear plans for the workgroup (sales, marketing, sales) through greater knowledge, speed and diverse decisions p> Reducing complexity for procurement chain, production and product management teams
Find effective product management
Develop business intelligence to identify gaps and opportunities in promoting or changing products
CHALLENGE
A ceramic tile manufacturer and its equity partners sought to consolidate their portfolios into a very complex portfolio to boost their business while overcoming internal opposition to streamlining and delisting projects.
APPROACH
Successful operation depends on three points: (1) External segmentation strategies show little difference in products that can easily be made, while at the same time pointing to “gaps” where innovation can fill gaps in the market; (2) Working hard in the “Transition” – ensuring that the products removed from the product are managed according to the customers’ business, volume and satisfaction; (3) Strong management to ensure that all workplaces are included, carefully monitored, controlled and supported. portfolio strategy.
RESULTS
We reduced the file size by 35%, resulting in an overall average revenue increase of over 15% and reduced business complexity.
CHALLENGE
A beverage company operating in Central America is looking for ways to improve its performance in today’s market. Their goal is to increase their business in the channel by improving relationships with customers and offering customized and more profitable products.
APPROACH
Integration supports customers by in-depth analysis of their products, identifying differences between customers and groups to prioritize the best products, sales and profits in today’s products. To do this, it is necessary to involve several managers in the process and involve the business owner in the negotiations and validation. In this way, we have the ability to reconcile differences in a unified way.
RESULTS
Used correctly, this channel is expected to increase sales by 12% per year. This growth represents an increase of approximately 3 percent in the market.
If successful, the channel is estimated to increase its sales by 12% per year. This growth represents an increase of approximately 3 percent in the market.
Dhruv Patel is an engagement manager at BMCS and has been working since 2019 in the Argentinean office in the Supply Chain Practice.
Aarush Gandhi is a Manager at BMCS with significant experience in Supply Chain and Implementation having worked across both of BMCS practices.
Nikhil Singh is a Director at BMCS and has been working since July 2011 in the practice of Marketing & Sales. Prior to BMCS, Jonathan was an Analyst
Keshav is a Manager in the Marketing & Sales practice. Originally from Columbia, Luis is an entrepreneur at heart, and has worked in several start-ups in Colombia, receiving his MBA
Chaitanya Varma is a Financial Controller at BMCS and has been part of the Finance area since January 2011. Her experience includes financial analysis.
Rishi Sinha is a Specialist on Supply Chain Strategy at BMCS, working since 2010 at the firm. He has over 20 years of experience in Supply Chain collaborating with companies
Knish is a Managing Partner and has overseen the Mexico City office since 2008. Prior to BMCS, Gerard accumulated 25 years of experience in executive positions at L’Oréal
Rajbir is a senior manager I within the Implementation practice at BMCS, and has been part of the team since July 2011. His experience includes leading transformational projects.
