• By david
  • Posted November 14, 2013
  • In Strategy and Structure
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NZ FGC: optimising ANZ S&M teams, budgets, activities

Nine companies from B4P client base participated (identities kept confidential) Some benchmarks used a larger sample, including companies from other B4P studies 8-15 managers (qualitative phases) interviewed per company 27-section quantitative data collected – 4,500 data points in this study Results are blind to protect confidentiality – companies are identified using identifiers rather than their […]
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  • By david
  • Posted July 24, 2013
  • In Channel and distribution
  • 0 likes

WTF is channel planning!?!?!?

“We do customer plans, the Head of Category puts them together, and then we send it off to Global for sign-off.” This is how the channel planning process was described in one recent benchmarking interview. Yet, the robust channel planning processes in best-practice are often observed in multi-channel firms such as confectionary, snacks, beverages (alcohol […]
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  • By david
  • Posted July 24, 2013
  • In Portfolio strategy benchmarking
  • 0 likes

Portfolio planning

Portfolio planning has so far been used in only a few categories of FMCG marketing, and remains a best practice opportunity for many companies. The process identified in this blog and its linked White Paper identifies and quantifies numerous opportunities for growth in the horizontal and vertical segments (read on for definitions), so it is […]
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  • By david
  • Posted July 24, 2013
  • In Strategy and Structure
  • 0 likes

Best practice in Sales and Marketing strategic planning – situation audit phase

The situation audit phase answers the question: where are we now? However, this is a big over-simplification. In fact, in a best-practice plan, the situation audit asks: Where are our opportunities to defend and grow this part of the business? Situation audits occur in all five of the functional plans in FMCG Sales and Marketing: […]
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  • By david
  • Posted July 19, 2013
  • In Strategy and Structure
  • 0 likes

Knowledge management is not the same as having a shared drive

At a recent benchmarking debrief, a client was offended when they scored low in knowledge management. Their defence was: “So if I just wrote down my plans and put them on the server, then I would be best-in-class?!” Obviously, B4P didn’t do a great job selling the idea of knowledge management and what good looks […]
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  • By david
  • Posted July 9, 2013
  • In Strategy and Structure
  • 0 likes

What does good look like in a Regional team?

“FIFO” (an acronym which we’re not going to explain here) is often applied to Regional Heads of Trade, Regional Directors of Insight, and Regional Brand Directors. In some of our clients these roles are often disliked and more labels than “FIFO” are sometimes applied to these roles/managers. Why? A recent survey of eight FMCG firms […]
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  • By david
  • Posted July 9, 2013
  • In Key customers
  • 0 likes

Satisfied FMCG customers do you no favours

Why do customers rate you, your brands, your service… highly in omnibus customer satisfaction surveys, yet show you no special favours and refuse to engage with your company? This blog looks at best-practice in evaluating customer relationships with both the modern and traditional trades, and highlights where research dollars need to flow to ensure that […]
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  • By david
  • Posted July 5, 2013
  • In Strategy and Structure
  • 0 likes

Can an FMCG company work harmoniously with resource shared and all in one country?

B4P’s 2013 trans-Tasman benchmarking research looked at Sales and Marketing strategy and resources shared between Australia and New Zealand. Many resources were in Australia, and New Zealand was wholly dependent upon them in some of the companies in the sample. These companies had some very unhappy Kiwis, in cases where New Zealand managers could not […]
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  • By david
  • Posted June 20, 2013
  • In Strategy and Structure
  • 0 likes

How to benchmark – without using Consultants

Some FMCG companies use internal benchmarking of particular functions, such as customer management, across different markets in a region and globally. This internal benchmarking is looking for best-practice in Sales and Marketing. Benchmarking tools are used by internal managers, on a project basis without Consultants. However, when companies need to learn what good looks like […]
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  • By david
  • Posted June 18, 2013
  • In Portfolio strategy benchmarking
  • 0 likes

Portfolio Brand Strategy

The word “planning” suggests best practice, is a process, not a one-off. The word “plan” suggests a template. Since 2000 in B4P’s benchmarking work, we have not seen template-based plans that deliver growth. Instead, workshopping, challenging, mentoring, and thorough preparation of data, facts and insights drive the completion of a successful plan. It is not […]
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