Building sustainable competitive advantage for a market leader

IMPACT

Volume increase by 10% and EBIT improvement of 15%.

THE ISSUE

A brewery with a dominant position in the
market experienced poor growth in terms of turnover and profits. The client
concentrated most sales on a single SKU with the objective of increasing
production and logistics efficiencies. In order to grow the market and improve
profitability, the client designed a segmented marketing strategy, leveraging a
broader and more premium portfolio, and realized that the existing
route-to-market did not permit implementation of the new strategy.

APPROACH

We performed an outside-in analysis including
both market analysis (outlet and wholesaler interviews) and a company analysis
(route-ridings with sales organization, delivery trucks, profitability...).
This allowed quantifying the market potential with the new marketing strategy
and identifying the limitations of the current route-to-market model for the
future strategy.

OUTCOME

A new commercial route-to-market model was
built, addressing the new market challenges: capacity for acquiring new
outlets, ability to develop sell-out, efficiency in the sell-in, and
effectiveness in managing third parties. Key elements of this model were
developed: positions, functions, sizing, tools, compensation systems, and key performance indicators.