Commercial Process = £2 Billion Go-to-Market Plan

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CHALLENGE:

Iconic brand sought to embed efficiency in its internal go-to-market processes to leverage external external commercial retail partnerships, innovation pipeline and ROI.

DELIVERY:

Annual and 5 year commercial planning process with +500 stakeholders. Key milestones ensured all stakeholders met deadlines within time & £2m budget.

IMPACT:

Aligned strategic plan by function to deliver +20% year on year ROI to EU and Global Board of Directors. Rolled out best practice in key global markets.

Store of the Future Category Strategy in 500 EU & Asia Outlets

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CHALLENGE:

$22.4 Billion global coffee franchise retailer’s aim was to stay ahead of its competitors and category trends in order to develop in emerging markets and grow share in existing ones.

DELIVERY:

Store of the future strategy focused on product innovation aligned to shopper trends, sustainability and technology.

IMPACT:

Recommendations were rolled out in 4 concept stores for a 16 week trial, and subsequently in 500 outlets in EU and Asian markets.

Joint Business Planning with £32.7 Billion Retail Partner

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CHALLENGE:

£2 Billion client had strategic relationship with the UK’s no. 1 giant retailer valued at £32.7 Billion who had lost part of their customer base to new key competitors.

DELIVERY:

By using the power of customer insight, we delivered a customer-centric plan that delivered a Joint Business Plan between the retailer and client. The strategy was executed across entire retail estate valued at over £600m.

IMPACT:

The plan contributed to +10.6% like for like sales growth. First ever JBP workshop with 25 of the retailer’s commercial and client team:

‘We have never taken this many people off their day jobs to spend the day with a supplier. We are truly committed to this process to ensure we both grow our businesses .’ Retail Commercial Director

‘Gatekeeper’ & Consumer Insight Ensures Retail Loyalty & Profit

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CHALLENGE: 

$15 Billion toy brand and retailer company was losing customers to other retailers due to their wider distribution strategy that generated profit, but left their retail outlets empty. Challenge was to bring footfall back into their branded outlets without cannibalising existing revenue streams.

DELIVERY: 

It was clear that we had to understand the insight behind the purchase drivers on two counts. Firstly, evaluate the consumer’s desire to have the product (the child) followed by the customer’s motivation to purchase it (the parent). This valuable insight helped us get clarity on the barriers and triggers to purchase and develop a global shopper marketing strategy.

IMPACT: 

The plan was targeted at customers and consumers in key flagship stores, provided education and navigation at fixture, longer dwell times in store, loyalty schemes, and new revenue streams to deliver +18% profit.



Customer Experience Raises the Bar in Hospitality = £1.25m Sales

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CHALLENGE:

A FTSE250 £2.1 Billion pub & brewer with over 500 outlets nationwide was struggling to deliver a return with its highest margin category.

DELIVERY:

Developed and implemented an outlet execution strategy by brand fascia with clear alignment to customer profiles, category needs and customer experience.

IMPACT:

Customer loyalty and greater dwell time in outlet, alignment to retail strategy, right range by outlet = £1.25million of incremental GP. 

 

Global Hotel Group opens Doors to New Customers & Occasions = +35% Sales

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CHALLENGE: 

Global hotel chain had to create differentiation for its expanding brand portfolio ranging from budget to premium offer.

DELIVERY: 

Tailored plan based on their individual brand value, client base, and unique features.

IMPACT: 

The commercial plan attracted new client base, different demographics, opened new day part opportunities that grew sales by + 35% based on shopper missions and profiling by brand.

Blue-Chip Healthcare Brand Rolled Out in 2800 Tesco Stores

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CHALLENGE:

Blue-chip consumer healthcare brand, no. 2 player in the oral care category determined to win the category captaincy away from its rival.

DELIVERY:

Developed shopper based 3 year category strategy to leverage long-term investment with Tesco to grow the overall category and share for ROI.

IMPACT:

Incremental gross profit +16% led to the execution of the Tesco’s in-store yearly event across 2800 stores. The merchandising segmentation was rolled out in over 2800 stores nationwide with a brand uplift of +13%.



Building 360° Retail & Digital Customer Experience Global Capability

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CHALLENGE:

Global alcohol giant with some of the most recognised brands in the world and highest above the line (ATL) investment was losing market share as it failed to engage shoppers at the point of purchase vs. competitive set.

DELIVERY:

Defined the global customer marketing retail and digital strategy & tools across multiple channels - Grocery, Travel Retail, Foodservice and rolled out capability training across their key EMEA markets to raise the customer experience standard to drive purchase.

IMPACT:

20 international markets executed the plan delivered +25% growth in 12 months. Embedded internal capability so that +50% of the markets could set up their own customer marketing regional functions to bring strategies to life with local retailers and customers.



+27% Online Sales via Customer Targeting

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CHALLENGE:

£5.3 Billion online retailer on the FTSE 100 sought to drive sales in 3 of its key categories. After activating various tactics such as e-vouchers and promotions – they lost share to their key competitors. How do you get into shopper’s baskets if they don’t visit different pages and restricted to their ‘favourites’ list’.

DELIVERY:

A customer strategy that targeted their customers based on insight and triggers to purchase that disrupted their ‘favourites list’.

IMPACT:

New range was added that targeted at adults and children. Incremental sales growth +27%.



Customer Journeys Deliver Experience & Profit for 8000 Outlets

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CHALLENGE: 

Global foodservice with 8000 outlets restricted to supplier agreements when selling different brands to customer base. Yet they had to find new revenue streams to drive incremental profit as part of their corporate objectives.

DELIVERY: 

We mapped out different customer journeys to understand the how, where, when, what, why behind food & beverage consumption habits. We identified new ‘On the Go’ snacking occasions and opportunities in the convenience and digital channels.

IMPACT: 

Strategic plan delivered over +25% incremental GP in: Education, defence, armed forces, hospitals, and other institutions and introduced a new Customer Experience standard based on customer needs and behaviours.

Brand Alignment to Customer Lifestyle = +26% Sales

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CHALLENGE: 

A global pharmacy with over 75 years of brand heritage behind, have always been successful in retaining market share, but as more and more competitors from the grocery channel threatened their business, they needed a customer Unique Selling Point (USP).

DELIVERY: 

A dual strategic growth plan that appealed to existing customer base and recruited ‘new’ shoppers in which we identified new routes to market, products and clear segmentation and communication for ease of shop that provided education at the point of purchase. It also reduced the need to promote, thus driving category value.

IMPACT: 

The retailer became a ‘lifestyle’ brand partner to its customer base through all the life stages vs. a commodity brand that resulted in 42% reduction in promotions and 26% growth in sales. 

'Home to High Street' Engagement = 35% Media Cost Savings

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CHALLENGE: 

One of UK’s leading bakery chains’ target was to drive shopper spend in their outlets in the middle of the double-dip recession during specific day parts.

DELIVERY:

A commercial strategy that focussed on targeting and engaging shoppers from ‘home to high street’ through various touch points and communication platforms.

IMPACT: 

The chain managed to gain market share and saved over 35% in media spend with the targeted approach.

Retail Own Label & Brand Tiering Broadens Customer Appeal

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CHALLENGE: 

One of UK’s leading high street retailers introduced new branded categories to their existing own label portfolio to attract new customers. Own label was the dominant ‘brand’ in their stores and incoming brands were the ‘underdog’ at higher price points, less promotions and little below the line marketing investment. Yet the new range had to deliver a higher margin to their existing bottom line.

DELIVERY: 

The objective of this strategy was to drive traffic to the categories via the ‘hero’ brand as entry point to the category and offering choice by creating a good/better/best tiering structure to have a wider appeal. Nationwide in store & online execution. – key objective to recruit new shoppers to ensure ROI.

IMPACT: 

Recruited new shoppers via category segmentation & introduction of branded proposition. The retailer saw a 17% rise in profits in category and product adjacency sales.




Impulse & Gifting Drives +38% Growth in Travel Retail

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CHALLENGE: 

A global luxury brand sought to drive sales in airports duty free shops and other specialty outlets across Europe. No clear strategy in place, but main tactic was to launch a broad range of premium gift packs. 

DELIVERY: 

After we identified new revenue streams by occasion and day parts, we re-designed the execution plan across all retail touch points by tapping into the customer insight that would drive purchase.

IMPACT: 

Impulse purchase grew by +23% in 4 months, and pre-order online sales grew by 38% in a year.

 

New Range drives Availability by 22% & Brings in Customers

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CHALLENGE:

Restaurant chain serving millions of meals were losing diners to grocery and fast-casual channels due to price, convenience and range.

DELIVERY:

Strategy to bring footfall back into the outlets, generate profit and drive supply chain efficiency.

IMPACT:

Plan was rolled out across 720 outlets for greater supply chain efficiency, range, and merchandising which improved menus and availability nationwide by 22% and brought new customer groups in.