Do you strive towards increased internal engagements? Or plan to develop new channel strategies? Your company or brand plan to enter new markets? Increased internal engagement? Develop channel strategies? Evaluation of new market? Often it starts with a question, which grows into a larger area with different components where a challenge is linked to other issues. It is a challenge we really get involved in. Below you will find some concrete examples of cases we have assisted within.
The client, a leading e-commerce retailer in the Nordics, wanted to become more relevant as the go-to specialist for its customer segment. While business had been built on large assortment, no personalization, pricy campaigns and no loyalty among its consumers, the parent company wanted to have an external take on the business model.
It all cooked down to the question of how to create further scale and increased efficiency, without diluting gross margin. The company consists of several banners and shops.
We created a new long-term vision out of the owner's objectives and took a deep dive into the market development and consumers' changing behaviors and habits. We studied competitors' positions and internal strengths and weaknesses. The conclusions covered multiple actions and opportunities such as:
International expansion through proven specialist segments at identified key markets.
Modernize the consumer experiences, improve key category presentations at the front-end, and implement personalized offers for existing and new consumers.
Less focus on generalist tracks, take ownership of designated and proved positions and create enhanced relevance for the consumers. Lead to increased relevance for key suppliers.
Enhance internal ownership and mandate within category management. Through data-driven decisions; build supply chain structures out of set KPIs.
An edgy, active, and sustainable forward-thinking brand wanted to improve its European presentation and distribution, and through partners in key markets quickly expand its retail network, distribution, and community.
We took on the challenge and made a European distribution analysis and mapping. We some of our conclusions we then implemented
With a new brand promise, a new distribution hub and improved category presentation, the core markets were analyzed and identified.
A European market development assessment was made and potential candidates were approached with a new company and brand presentation.
A completely new exclusive distribution agreement was structured to emphasize long term commitment and partner investments, making the partnership a win-win over time.
As a result, several brand, distribution and financially beneficial agreements have been signed with new partners at every key market in the EU, covering B2B and D2C structures.
The client in the textile industry faced challenges to retain customers after projects were finalized. What would it take to create more lasting relations and business, and how to structure such an updated value proposition? And how to utilize further the core competencies in the company?
We made a proposal covering multiple opportunities after workshops and client interviews lifting concerns like:
How do the existing value proposition and business offer reflect today’s sourcing and production and sourcing challenges?
Also; what is the joint view and analysis of what the future would bring around supply chain disruptions, consumer behaviors, economical impact and clients internal capacities and problems?
As a result, we presented and agreed on a tactical plan with the client involving multiple short- and long term initiatives around educational programs, project facilitation, sustainability, cost structures, circular economy implementation processes, mentorship and more. The value proposition has clearly become wider, yet more sharp.