In the last twenty years, the Indian consumption story has changed dramatically. From a starved consumer to the current state where she is inundated with a range of products and services. Our founding team has been privileged to have witnessed this journey.
A leading niche manufacturer of lubrication systems was part of a larger company and was struggling. In the last 5 years, the operating profit ranged from -6% to 4%. Another company made an offer to buy the business for 0.4 X Sales. The board decided to improve and then sell the business and put capital to better use. We worked with the President of the business to realize that the company was in too many markets and was better suited as part of a larger lubrication player. We developed a plan to focus on three markets, pruned product offerings and introduced newer lines of products. In about 3 years, the operating profits were improved from 4% to 13% and business was sold at 1.4 X Sales.
The fabric market is a degrowing or at best stagnant market given the growth of the readymade apparels. This player is planning to double the market share through review of its product portfolio, marketing, branding, sales, retail & distribution strategies, processes and systems. There are a number of impactful strategic, process & technology improvement initiatives which have been prioritized to catapult the company into the growth trajectory. The project entails a deep and wide research to gather the intelligence as a foundation for a robust plan.
This team wanted the traditional channel (kirana stores) to grow and modernize in the backdrop of the entry of the modern players in the country. We created and implemented a training /certification program with the aim of facilitating the change and incorporate modern techniques of retailing on planogramming, promotions, customers management, inventory management etc. This was the first of its kind program and created impactful different among the sales team and the channel partners
One of the leading FMCG company’s juice brand was struggling in modern trade despite doing vert well in general trade. The modern trade being the emerging channel was growing extensively and the company did not want to lose on this opportunity.
We carried out a systematic assessment of the root causes of its low performance across several aspects- consumer perception, placement in the shelf, point of sales activations, modern trade strategy and the organization structure and skills. The comprehensive assessment resulted in practical roadmap which the organization implemented with impactful results.