It is true that durable products, from smartphones to televisions, from refrigerators to stoves, are generally called white goods; however, in our years of working with customers, we have learned that organizations must overcome. Competence and the challenges of competition are different from those in the FMCG industry. These include:
When you put these elements together, it's easy to imagine the complexity of complexity. fixed assets of the company. Addressing these conflicting issues can be frustrating and ineffective without clear goals, appropriate plans, and support from the leadership and organization. Skills are critical to success, but so is a team ready to support change. We are happy to support companies to bring these two important concepts together.
We make sure solutions work as we support and build teams and tools so that solutions last forever.
In many cases, our team works with the customer to support data science, decision making, communication, change management and best practices; taking advantage of the customer's knowledge from our applications.
One thing is, we have seen many important changes in the fixed goods industry take time to develop and affect results. That's why we've adjusted our methods to accelerate design and discussion, implement quickly, and tailor it to the client's reality.
We can provide support in all areas of the business, from supply chain to leadership to organisation, or in special transition situations such as mergers and acquisitions or hiring. Here are some of the projects we are working on:
CLIENTS
The integrated data set in the fixed goods industry is broad and deep. We have delivered jobs across the product range of white goods (washing machines, refrigerators and air conditioners), brown goods (microwaves, cleaning products) and electronics (TVs, laptops, electronic accessories) to large companies and businesses and retailers.
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 have developed a new method for business planning and decision making to teach short working. This includes efforts to improve demand and operational planning.
We improve the accuracy of demand planning by developing a system that combines (1) current sales and printed sales data, (2) foreign market forecast, and (3) law and strategy. In the planning process, the analysis of the rules of goods, along with the development of the tools and capabilities in the management of goods and the cost structure, opened the flexibility in the short term Shorten and resilient the supply chain through risk anticipation and reduction plans.
RESULTS
The new integrated planning process connects high-level business processes, low-level business data and operational resources to achieve maximum efficiency, half the accuracy and best performance 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 encountered problems in managing their income and gaining control of their clients’ investments (creating a value/progress/discount mix for years) that affected their results.
Initially, the merger was committed to supporting the company in the implementation of the business policy recently established by another consulting firm. However, this practice faced many problems, not just the dissatisfaction of customers and the company’s business team.
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 various locations and regions to learn about the day-to-day realities of both sides 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 products on time, best suited to retailers’ best-selling dates.
The challenge is to synchronize the delivery time (including the raw material delivery from China, the assembly line in the north of Brazil and the demand to the southeast) with the day of the store sale, which is 1 to 2 days before the delivery time. 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 focus is to manufacture all the best-selling TVs and to import raw materials from abroad and complete the assembly and season inventory 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, production and distribution planning to ensure all materials and finished products are completed 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
