As channels become more fluid and markets become more competitive, securing appropriate pricing and commercial policies is critical to successful business organization and business ideas.
In this new reality, it is very common for companies to consciously or unconsciously face a negative cost due to a variety of issues:
Set the right price for the customer based on competition, the customer's willingness to pay, the customer's true value, and the experience channel in terms of information, tools, or internal updates. It's a campaign. Maintaining margins between channels while still competitive should be strong and will vary from region to region.
Create business and marketing policies to align the organization's strategy with brand goals, market share and profits are still difficult in the current context. He should have a deep understanding of the company's products and customers.
To maintain sales objectives and avoid price discrepancy among users, the product must be aligned between business and sales objectives/incentives, which is difficult to achieve.
Optimize business spend based on customer needs and resources, not actual 'feelings', it causes companies to consider selling rather than actually selling to customers
Easier said than done, and implement Information management to prevent "illegal" deals that could harm the site or profits. Businesses must improve their revenue management processes over the years. Too much assimilation is a mistake that can destroy the entire concept of product management
Consider how you will design policies to meet the diverse (sometimes conflicting) needs of stakeholders and set relevant expectations The real possibilities and limitations of money management Emerging as a force is a challenge in itself.
We support manufacturing companies and services in the following areas:
How to position your product or service from the consumer's point of view and seize the opportunity while considering your actual marketing and business strategy;
How you can improve your organization's business spend optimization return provides guidance for future business use of dividends. ;
establishing management and processes related to revenue management to monitor and adjust the results of identified costs, administrative rules, business and marketing strategies;
Evaluate the best strategies to determine how to phase out price adjustments, when to pilot them, and how to "sell" new products, taking into account the risk, impact (customers and consumers) and complexity of each change.
We are not software or research vendors, we understand the company's needs, evaluate tools in the market, and recommend investments that we believe are best for the company's time and needs.
use of inventory, cost of sales and marketing policy as a direct function of marketing and GTM holders
Maintain margins by catching good deals along the value chain and sourcing in advertising and discounts by ROI
Bring insights into business value, competitive behavior and opportunities across the value chain, identify the best way to capture and analyze data
Our approach to revenue management helps people know the truth of their own business, as we have experience applying our approach across organizations in different fields. We go through data analysis to ensure we understand the business strategy and our ability to implement our recommendations to make each project unique. We work side by side with teams across the organization, and our approach breaks down into seven steps:
We can work throughout the project – training your sales force, creating interactive documents, and/or managing the use of new systems and tools – as needed to ensure change happens as quickly as possible.
CHALLENGE
A home appliance customer turned to us to help them comply with the industry’s preventive policy by analyzing and expedite changes. From the initial review of the documents, feedback from internal interviews and visits, it became clear that the design was too complex, non-compliant, and unfair in sales and marketing.
APPROACH
We took a step back and worked with the customer to simplify the solution – market and sell ideas based on customer value and relative prices by adjusting the account to take local tax laws into account and aligning the product.
We created an expansion strategy with minimal impact as required by the new labor law, and created tools and processes that companies can use without investing in additional systems. For the first two pilots, we monitored the implementation and made changes as soon as possible based on feedback from the field.
RESULT
We support the implementation of the first 2 pilots and make the plan a success based on feedback from the sales team who see the benefits of consistent pricing, reduced customer experience conflicts, better ROI visibility and higher overall profitability. The program was expanded to all channels and regions, and as a result, the organization increased its business by 15% and profits by 30% over the next 2 years.
CHALLENGE
A large metal parts and sanitary ware manufacturer visited us to review the business policies implemented over the years and to meet the new business areas of revenue control in the company. Despite being a leader in the country, the organization has different types of recognition and business shares in different groups/regions, but all operate through a single business.
APPROACH
Once we understood the reality of our customers, we saw that the challenges went beyond the cost of the product. After adjusting the scope of the project, we performed a product analysis that took into account rare information such as stocks, competitors and customer behavior.
Through trainings with various customer groups, we quickly change solutions for differences that need to overlap and harmonize, as well as new concepts that have real value for customers.
We have developed our analysis in different regions to ensure it is relevant to different contexts and to prepare internal teams to take the application forward.
RESULT
Through this project, we created a unified pricing system with the organization’s product and GTM strategy to reduce cost conflicts across channels and region. Adjusted value chain margins have regained market share with revenue increasing 15% and revenue increasing 2% in recent years.
CHALLENGE
The US FMCG company recently terminated its partnership with a Brazilian company and is operating as a sole trader in the Brazilian market. With the new GTM strategy, the company faces the challenge of providing customers with a new product mix and increasing all assets into the new segment, including the selling price and financial support that must be provided through new fairness. distribution.
APPROACH
We analyzed the situation of each part of the supply chain from an outside perspective and made new negative decisions for revenue management law: rate adjustment, territorial adjustment, advertising rate definition, channel adjustment. We develop and implement a new management model and appropriate tools to ensure flexibility and maintenance in the future.
RESULT
The new economic policy provided 4 percentage points of revenue. and 40% of the actual cost. These results are better than expected and make the data more meaningful.
We have worked with several leading FMCG companies when they took on the challenging task of defining and implementing a revenue management strategy. This experience spans organizations in the areas of food and beverage, personal care and home care, as well as pharmacy, distribution, metal products and cleaning supplies and household appliances.
Working in all countries (South America, North America and Europe), our experts have developed a deep understanding of the market, best practices and customer needs, region and economy. This allows us to offer our clients powerful and customized solutions that take into account the internal and external environment.
Dhruv Patel is an engagement manager at Integration and has been working since 2019 in the Argentinean office in the Supply Chain Practice.
Aarush Gandhi is a Manager at Integration with significant experience in Supply Chain and Implementation having worked across both of Integrations practices.
Nikhil Singh is a Director at Integration and has been working since July 2011 in the practice of Marketing & Sales. Prior to Integration, 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 Integration 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 Integration, 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 Integration, and has been part of the team since July 2011. His experience includes leading transformational projects.
