To meet this challenge, a company must have a deep understanding of the market of its business, the unique needs of its different customers, and its internal capabilities to go to market strategy and to operate effectively in the market. All of these are important changes that need to be made to create successful sales.
While many organizations have found a sales model that works, unfortunately this is not a guarantee for the future. Along with the changing business and changing needs of customers, many factors can affect the company's sales strategy, making them key points for business analysis copy:
Establish actions that align with the organization's strategy, priorities, and timelines to ensure clear goals and experience when achieved.
New business changes, customer usage and customer expectations regarding service levels etc. effects.
Entry of new competitors or changes
Poor performance in certain categories, regions and/or sales
Changes in the regulatory or legal environment
New trends like digitalization or new categories.
Lack of understanding of the market dynamics in terms of categories, regional distribution and channels
Limited knowledge of the customer needs in terms of services, portfolio, commercial conditions and service level
Failure to adequately serve regional variations in a market
Unclear roles & responsibilities along the value chain
When it comes to overcoming these issues, a Go-to-Market project is the opportunity to build a successful commercial strategy. Its objective is to establish a business model that serves the market in an efficient, effective and profitable way that serves both your company’s strategy and the needs of its clients.
Our approach offers a comprehensive and structured approach to ensuring that the GTM strategy meets the critical needs of the sales force. This includes:
A market overview, taking into account its evolution in categories, regions and sales, and how it differentiates our clients' business from the competition.
The specific business segments are designed to help define the goals of each client group to be served and the company's recommendations for each client.
The business models developed for each business segment determine business decisions such as channel mix, product mix focus, business model and service level to meet the expectations available in all business segments.
Considering that GTM innovation is a change that affects the entire company, we ensured the full participation of all areas, not just the marketing team. We ensure that projects meet the goals of all stakeholders and are successful in achieving them, in order to ensure an impact plan, needs and opportunities in all areas, early and regular communication, intercultural dialogue and various trainings.
From our record of more than 400 successful projects and applications worldwide, we know that every company has a unique combination of business, product mix and landscaping. Therefore, understanding the unique circumstances the company faced when creating the GTM is a key element in creating a long-term sales strategy.
Our clients can expect several benefits when structuring their GTM , including some of the below examples:
– through increased coverage and penetration of products in the market
– through reduced marketing and sales costs
– through lower friction service model’s adherence to market needs along the entire value chain
– through improved understanding of client’s profile, their requirements and the value your products have for them
– through trade actions, merchandising, loyalty programs etc.
– through increased product availability and an optimized distribution network
– through innovation, stronger relationship with clients, M&A etc. bringing more relevance in the market
– through better use of resources for each product, channel, communication plan etc.
– through ensuring that it is appropriate to the customer segment and that the internal org. structure is designed to deliver it.
From our record of more than 400 successful projects and applications worldwide, we know that every company has a unique combination of business, product and landscape. Therefore, understanding the unique situations a company faces when developing a GTM is crucial to creating a long-term sales strategy.
Our approach to solving the problems companies face while developing GTMs generally consists of the following 6 steps:
Our way of working involves you as an expert at every step of the process keeping two main objectives in mind: (i) monitoring and using the energy absorption of your shared business knowledge to generate the best recommendations, and (ii) ensuring knowledge and knowledge transfer throughout. so your experts are free to stay at GTM at the end of the project.
CHALLENGE
The partnership supports clients in the development of dealer management, including a framework for dealer evaluation, selection and management. The organization oversaw the practical use of the system in 12 countries (Pakistan to Peru), modifying the guidelines to suit needs in training workshops and villages.
APPROACH
The partnership supports clients in the development of dealer management, including a framework for dealer evaluation, selection and management. The organization oversaw the practical use of the system in 12 countries (Pakistan to Peru), modifying the guidelines to suit needs in training workshops and villages.
RESULT
As a result of the successful implementation, sales representatives reported today’s business by 5 percentage points, while reducing their sales days by an average of 16 percent.
CHALLENGE
A leading US energy drink company went bankrupt due to intense market competition. Despite the space’s construction and signage, they asked the Partnership to help determine revenue and drive organic growth from the new concept to market.
APPROACH
We developed a three-step method: (1) First, we visited more than 50 vendors to analyze revenue and evaluated the business, specifically the competition. (2) This forms the basis of channel distribution to maintain the balance of direct and indirect in all areas, including existing channels (groceries, outlets, etc.) and new channels (restaurants, military bases, airports, etc.). ) companies. (3) We will calculate and prioritize the digital distribution for each region and channel, each store and market.
RESULT
Together with the client’s team, we agreed on a new strategy in the US, starting with services suitable for all business segments, re-establishing the distributor network and sales and marketing copy business to implement new ideas. The customer can stabilize and protect their business with more than 30% sales growth.
CHALLENGE
The global cement producer is trying to rebuild its business operations to prepare the company for the future after years of stagnation. This leads to job loss, poor performance in the service industry, below-average profit margins and reduced service to customers.
APPROACH
Integration leads a project with the client to update the business strategy and business segment to determine the impact of key business. This is creating projects to solve problems for the benefit of some customers, creating service models that match the reality of each segment, and reorganizing the sales space.
RESULT
This study allowed the company to clearly understand the principles in the field and to capture them with new sales and service models. This resulted in a 20% improvement in distribution and an approximately 30% improvement in revenue.
Our GTM approach is one of our most advanced solutions and the integration has delivered over 400 crops and fertilizers over the years).
The experience is international and includes areas such as Brazil, Canada, the United States, Russia, Mexico, Argentina, Italy, Denmark, Central America and the Caribbean. We support international companies with our GTM projects, which can be regional or national.
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.
