Technology Landscape And Partner Identification – Mincemeat Alternatives

The Challenge

A global frozen food player had redesigned its Go-to-Market (GTM) strategy to launch its products into a new region where deep changes in purchasing power, distribution channels, commercial structure, consumer behaviours, and social strata were observed, although, they faced the difficult task of implementing it.

Business objective

The Client wanted our support in redesigning their GTM strategy and conducting strategic roadshows in the targeted region to understand the tipping points in terms of customer acquisition across the product segments and to plan delicate negotiations with distributors, retailers, and sales representatives.

Approach

  • Managing sell-in & sell-out strategy, revenue, and discount management, key performance indicators, and dashboards.
  • IEBS went on roadshows from city to city with the Client’s teams to validate the consumer perceptions, consumer tastes & preferences, distribution channels network, and product segment portfolio with local distributors who knew the market reality.

Client’s success details

This engagement helped the Client to understand the business impact of the GTM model. The following benefits and outcomes were delivered to the Client:

  • The implementation model enabled the company to gain regional opportunities along with the capability to capture the frozen foods & snacks market through an innovative sales strategy.
  • Market share increased by 60% in various consumer categories and ~20% growth in frozen foods categories.
  • New geography expansion proved lucrative as its sales grew to represent 30% of overall revenues in just 3 years.
  • Reshaped the distributor network/channel and the sales & marketing department to deliver the new business strategy efficiently.

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