Customers, stores, omnichannel, brand subscriptions, products, sales - there's a lot to think about when creating a path for building the perfect store and the in-store marketing experience.
In today's security environment, where customers are more demanding than ever, a strong and diverse business is not only essential, but also essential to protection and security business growth. It's not unusual for organizations to spend millions of dollars improving their point of sale (POS), but beyond investment, we've seen our customers face many challenges across industries and regions:
Create additional actions aligned with the organization's strategy, priorities and time to increase brand clarity and awareness as you finish
Understand how customers' needs differ across the channel, and make a distribution for each activation, not a "one size fits all".
Make execution simple and pragmatic to ensure requirements are clearly defined within the sales team to maximize impact.
Make strategic choices in the business organization and apply effective management to monitor success, feedback results, and track trends. link between levers
Build your strategy keeping in mind that in any business, market reality can be different, and even in the same store, the market can have different characteristics
Using your team's knowledge, experience and field research, we support our clients in:
Segment sales channels and stores by customers
Define brand purpose for each segment, connect with marketing strategy
Identify the best data for each segment based on analysis of performance data
Institutional pricing structure and price positioning for each business segment
Identify a store and its resources based on an analysis of the impact of each behavior on each customer
Simulate the impact of a strategic or management change on sales and costs
Identify internal drivers for usage and access to buyer insights and sales intelligence
Perfect Store benefits your organization, your dealers and your customers - BMCS is building the perfect store :
Make sure the organization's strategy makes sense for all stores in the current business environment and capture opportunities grow
build buy-in from different functional areas across the organization, and monitor execution and results through a clear, robust governance
Strengthen relationships with retailers by providing best-in-class customer service that meets the unique needs of retailers. design and promote sales growth
Drive higher sales through key brand SKUs for all segments and categories, resulting in higher customer conversion rates
Investments to increase ROI and eliminate inefficiencies
Plan internal models to accommodate usage, better maintenance, and ability to adapt based on feedback from the field
Optimize data and business process capital for all sales areas to drive continuous improvement
Creating the perfect store is more than defining the right product, marketing strategy or pricing strategy. To achieve real results, your vision needs to be projected across the organization – from building strategic relationships to business goals, people selling true partners, and customer needs; effective coordination between multiple levers; and ensure enforcement standards are in place. pleased. Team support and collaboration are key to success at the right price, and organizations aiming to use a negative market should be prepared to strike a deal while considering business issues.
Every project and client has unique elements that must be understood and addressed when creating effective capture opportunities. Integration does not believe in a 'copy and paste' approach - we work closely with all areas of your business to find root cause trouble spots, create custom solutions issues that use your knowledge of the field and bring best practices, long-term planning. - Managed and managed by your team.
Our approach is divided into four phases:
Learn about customers, market details and strategic goals for each segment.
Definition of what products go to each segment, according to the objectives defined and assortment performance.
Definition of the activation levers and investment prioritization per segment
Deployment of sell-out price positioning by segment, definition of channel discounts and governance to control price & promotions.
CHALLANGE
One of the world’s largest beauty and personal care organizations has recently been named the top international hair care brand and plans to expand its footprint into its Brazilian business. The organization needs a deep understanding of the characteristics and quality of the work, as the products received represent the new group and the group works on global responses to create success.
APPROACH
To identify the winning ideas, we followed our process as follows:
We started breaking into new categories – using market research and side data, we explained the different expansion strategies that needed to be incorporated into the base.
This allows us to identify the main benefits of the product and by comparing these features with international performance (US, UK) we can build a profile to assess the fit between the target and the reality of the Brazilian economy. .
This is the basis of the mission plan and business rationale, where we define the main points for the initiative – i.
to. SKU definition, right to win and how to earn, channel activation plan and sales story etc.
These actions have been put into a successful plan with appropriate management, change management and onsite teams to ensure that the project continues to be successful after our launch.
RESULTS
This operation led to the marketing of products in new areas, creating a chosen chain halo effect, enabling the company to reach its sales target 4 months ahead of schedule.
In addition, given the company’s history of underperforming, this release laid the foundation for future success by helping the marketing team gain more space and connect with the company’s business and other internal space.
CHALLENGE
A leading consumer goods company, investing to expand in a target category, had stagnant market share and rapidly deteriorating profitability.
With negative return on their investment, the company had to reassess if they had a right to win in this category which could sustain a sizable market share and positive profitability.
APPROACH
Integration conducted a deep and comprehensive market scan, identifying strong variations in consumption per subcategory and channel when considering the market regions. This reflected strong regionalized market realities which were not accounted for in the client approach.
As a result, we adapted the portfolio assortment to meet the regional demand and revised the Go-to-Market model to optimize the cost-to-serve each region and segment. This was accompanied with changes to the pricing strategy which aimed to further expand the reach and sales of the product, grabbing market share from competitors.
RESULT
Supporting the client along the entire implementation journey we delivered over 20 p.p. EBITDA increase, sustaining the market share position.
Furthermore, the training and development initiatives which we put in place to empower the leaders to develop further continuous improvement projects are on track to deliver another 10 p.p. EBITDA increase and further topline growth in the category.
Our global business management portfolio covers many business segments and markets working with B2B and B2C companies. We understand the idiosyncrasies and facts to tailor our solutions in a way that promotes positive outcomes. Some of the businesses we work with include:
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 Integration, 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.
