Maximizing route-to-market control while growing EBITDA by 14%

IMPACT

Potential increase of +10% in volume and +14% in EBITDA within the next four years thanks to the reshaping of the route-to-market model (RTM).

 

THE ISSUE

In a highly competitive market, dominated by few players, our client (a leading beverage company) requested our help to capture growth opportunities in the fragmented trade channels, highly relevant in terms of volume and profit. The client’s market penetration would improve significantly, while the logistics and the sales force structure could be further optimized to capture efficiencies and increase volume and value for the business.

APPROACH

We used different research techniques at the outlet level in order to assess client and competition level of execution. This allowed us to identify service-level requirements and consumer preferences. On the other hand, route-ridings with pre-sellers and delivery trucks helped track both efficiency and effectiveness. Finally, interviews with distributors and different management positions were conducted to map out the value chain and identify improvement opportunities. We should highlight that our client had a highly automated and mechanized warehousing and picking system that was very rigid and unable to adapt to the requirements of fragmented trade (i.e. 48h vs. 24h delivery).

 

OUTCOME

We delivered a new route-to-market model, with a segmented service level for each retailer typology, while introducing a value-added sales force position for high-value customers. Also, we optimized the distributor network, reducing their number, increasing their size, expanding their role, and laying the foundations for distribution partner development (eliminating the legacy transactional approach with distributors). Ultimately, our client would have better control of the market, a potential increase in market penetration, and a lower cost-per-case thanks to synergies generated with other complementary categories.

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