Clients want to know what good looks like in spend, structure, and ways of working. Sales and Marketing Directors use our benchmarking services to identify and adopt industry best-practice.
Clients use B4P insight and data to increase effectiveness, efficiency and improve performance/prioritise the five resource classes:
Money
Time/focus
Merchandising material and equipment
Big data analytics, research and insight
People
They do this in single markets vs their competitive set; and across regions such as Asia Pacific to benchmark their own subsidiaries vs other FMCG firms.
Performance benchmarking using quantitative and qualitative data to accurately define what good looks like in FMCG structure and ways of working.
TESTIMONIALS
This research has cut through and eliminated a lot of meetings and debates about investment amounts that we would have had, and saved us a couple of years of procrastination.
Energizer
We always assumed we were being outspent by our competitors and that they had very deep pockets. In fact we now know, looking at averages and high/lows for spend across a range of indicators, that we are in fact ahead of the curve and above-average. That is a sacred cow that has held us back in many areas, that is now well and truly addressed.
British American Tobacco
We were delighted when we found that we had the fastest payback on the investment in our new Field Sales tool.
Cadbury
Traditionally, we have prided ourselves upon being very efficient in Field Sales, but in fact we had become over-bureaucratic.
Johnson&Johnson
People say that our company only knows what our company knows, and they’re right. But now we have examples from other firms to give us a wake-up call and a call to action.
Unilever
There were a couple of growth drivers that we just had not resourced accordingly. When we saw how other companies had structured and resourced to take advantage of these, it was a good wake-up call and allowed us to take mental steps together.
L’Oreal
Fifty per cent of the work streams we already had in place, but it was reassuring to learn that we had got these close to best-practice. The other 50% we had a way to go on but are now more focused and prioritised…
PepsiCo/FritoLay
We knew we were good, but we were surprised at how good we were.
GlaxoSmithKline
A much more thorough way to integrate Sales and Marketing strategy than we have seen before.
Tiger Brands
I’ve seen planning processes before but we now have a better understanding.
Phillip Morris
Got me thinking more strategically about brands and what drives innovation.
Phillip Morris
A better way of approaching strategy development.
Arnott’s Biscuits
Great processes and tools to look at all the facets that influence the brands within their category. We got a good understanding of how to assess the category and what we need to be good at to win in the categories we compete in.
Campbell’s Soups
We’ve already booked a meeting to get started on our Point of Sales Digital strategy…
Frucor
I had no idea that my role was best practice