The business environment and drivers for drinking water have changed steadily over the past few decades; for example, switching to healthy products and seeking convenience through products, times and models. To create effective growth in this new context, companies must identify and understand these new behaviors, including the characteristics of different domains. In our experience, the distribution of the right customers and models to the market ensures a balanced distribution and market operations necessary to generate Good results.
In addition to changing consumer needs, the beverage industry needs to innovate in the way it operates. From a channel perspective, new needs for internal and external connections are emerging, and so are new opportunities such as events and e-commerce. Therefore, establishing a channel strategy and optimizing the logistics network is the basis for improving performance.
We are proud of our partnership with one of the world's leading theater companies. We have supported them in more than 50 projects ranging from strategic projects such as building a road to market (RTM) for many countries to tactical campaigns such as the review of the right to trade. Our partnerships allow our clients to create competitive advantage by sharing best practices across countries and optimizing sales through multiple channels.
Our partnership with one of the world's leading beverage companies has also given us the opportunity to differentiate products worldwide with more than 60 jobs in supply chain, marketing and sales, and sustainable development. For example, we've built a successful and successful business analysis in the US market and developed a business strategy that delivers significant revenue growth.
We can provide support in all areas of business, from delivery to leadership to organization or special events such as mergers and acquisitions, acquisitions or business entry. Here are some of the projects we are working on:
We can provide support in all areas of business, from delivery to leadership to organization or special events such as mergers and acquisitions, acquisitions or business entry. Here are some of the projects we are working on:
CHALLENGE
As a global free market producer, our client has long struggled to balance its long-term and expensive production with the fast-moving and volatile nature of the market due to credit, federal tax and incentive changes.
There are many important factors that cause conflicts in short and medium planning and cause serious difficulties throughout the functioning of the supply chain. These include intense competition for market share from emerging competitors; increase the impact of e-commerce sales; intensive business negotiations and distribution with customers on the floor; large volumes of raw materials, equipment cost and luxury goods; and the big thing is the number of new products released each year in each category.
APPROACH
Together with companies, we create a new way for business planning and decide to bring short-term success. This includes efforts to improve demand and operational planning.
We improve the accuracy of demand planning by developing a system that combines (1) existing sales and marketing data, (2) external forecasting work, and (3) business under policy and strategy. Enhancement through risk estimation and planning in planning work, analysis of inventory rules, and tools and capabilities in inventory management and cost simulation reduce costs, provide short-term flexibility, and improve supply chain resilience.
RESULT
The new integrated planning process connects the best business, bottom line business data and working capital to achieve maximum in the middle of the right time and best probability in the short term.
It has become the company’s most important decision-making role, enabling the company to exceed annual revenue and product targets, leading to business disruption and supply chain resilience during the COVID-19 crisis.
CHALLENGE
Our client, a large white goods manufacturer, has identified the need to revise its business policy. They face problems in managing their income and gaining control of their clients’ investments (creating the value/progress/discount mix for the year) that affect their results.
Initially, the merger was committed to supporting the company in the implementation of the business policy recently established by another consulting firm. But this practice has faced many problems besides not only the dissatisfaction of the customers and the business team of the company.
APPROACH
Given these issues, we agreed with the user to submit the project to identify and resolve the necessary changes.
Focusing on excellence, we interviewed the business team and visited key customers from different locations and regions to learn about the day-to-day realities of the parties and identify the hotspots, conflicts and employees.
This understanding, together with the combined scientific data, will allow us to update our commercial policies and introduce new methods and tools, as well as repeating the original definition for each channel. The innovation and management process in the field of revenue management has been well received. This enables the management and design of customer capital and cost, and the relationship with other areas such as the business team, order management, marketing and chain.
RESULTS
Step-by-step training on “how to” new card and customer’s commercial policy, adoption of interior and exterior following main customer’s implementation.
So much so that the company’s leadership receives many e-mails from sales executives who are not involved in the ride asking to speed up the implementation of the customer’s sales policy.
By implementing standards and procedures, the organization can see significant improvements in customer service compliance, organization, investment visibility, and more effective and win-win ways.
CHALLENGE
Our client, an electronic equipment manufacturer, has reached its peak season, the FIFA World Cup. Despite recent good business and market performance, concerns remain about the supply chain’s ability to deliver on time to match the best-selling products to date.
The challenge is to synchronize the delivery time (including raw material delivery from China, assembly line in the north of Brazil and demand in the southeast) with the retail date, i.e. 1 to 2 days before the date of sale. The start of the World Cup. moon. The joint venture was hired as interim management and oversaw the planning, order-to-collection, warehousing and shipping process.
APPROACH
Our main mission is to give priority to all best-selling TV products and to produce and import raw materials from abroad and to complete assembly and seasonal products as soon as possible.
Doing so requires working closely with the marketing team to understand each customer’s most important SKUs, marketing priorities, and top-sell dates.
This starts the back-to-back planning process with purchasing, warehouse, factory and export planning to ensure all materials and finished products are ready on time. We can collect all the freight capacity in advance to ensure that the goods are distributed at a satisfactory price in the east before demand and competition.
RESULTS
This time is important for the business and important for the competitive market and competitive ground. The combination of these strategies allows the marketing team to take a strong position in the dialogue with all customers, meet the needs of the floor and eventually achieve their revenue goals.
Ishani Dutta is a Managing Partner at BMCS India. He brings more than 25 years of experience helping companies in diverse industries improve top- and bottom-line results through new Sales and Marketing Strategies.
Riya Kapoor is an engagement manager within BMCS India Finance & Management practice and has been working in the company since November 2017. His project experience includes go-to-market review.
Naina Singh joined BMCS India in 2011 and found his home in our Finance & Management practice. He has supported our clients in the creation Strategic Roadmaps, M&A synergy evaluations, Go-to-Market strategies
Dhruv Patel is an engagement manager in the Marketing & Sales Practice at BMCS India and has been working at the company since May 2021. Prior to BMCS India, Luis Miguel was a senior business strategist
Navya Pal is a senior manager at BMCS India. From may 2014 to jan 2018 she worked in the Finance & Management Practice, and since then has been serving the Implementation Practice as a Finance & Management
Pablo Álvarez is an engagement manager within BMCS India Supply Chain area, and has been working in the company since August 2016. His experience at BMCS India includes market scans, go-to-market
