Takeaway 1: Customer-centricity means more than just delivering an excellent customer experience. It represents a fundamental reorientation on your most valuable consumers (the end-consumer who uses your products or services), with your most valuable shoppers (who purchases your products or services) and your most valuable customers (the retailer who sell your products or services) across all functions of the business. If joined-up processes are crucial to delivering growth and competitive advantage, then joined-up, customer-centric business planning is the pivot point. Please refer to blog: IBP Is The Key To Customer Experience
Takeaway 2: It has become clear that the boundaries between sales and marketing have blurred without people in organisations having realized it. Lots of organisations have tried to bring their sales and marketing functions closer together, but mostly all good intentions fail at the execution stage. Which instead of being addressed normally gets a rebuke from the CEO: ‘just get along team.’ We are not at war. We are just going through the teething stages of alignment. Please refer to blog: Are Sales And Marketing Really At War?
Takeaway 3: Critical to the success of your business is the ability to develop robust, powerful commercial strategies. Strategies that successfully grow the business and defend against risk, in ways that maximize your profitable revenue. The Superior Integrated Way is the framework that will help you make the key commercial choices, needed to develop these winning strategies. Please refer to blog: Welcome To The Superior Integrated Way
Takeaway 4: Where to play is one of the most important decisions a business makes. It is here that the senior leadership takes responsibility for the direction of the business over the next 3-5 years. They define where in the market there is value to be captured and how we can put our assets to work to best capture the value. Every choice made here filters down to the rest of the business; making it imperative that we get this right. Please refer to blog: Where To Play
Takeaway 5: Finding Value is complex. Our markets are made up of an intricate system of consumers, shoppers and customers. Changing behavior of each can create value in different ways. Some of these are larger, more profitable or winnable than others and are likely to change as the market evolves. It is essential that our business leaders be empowered to make the complex choice by having access to the right data and trends so that they can ‘cut to the chase’ and identify the most attractive sources of value, in terms of both volume and profitability. Please refer to blog: Ranking Your Opportunities
Takeaway 6: Building a strong, integrated portfolio means coordinating all of our assets (brands, customer relationships, innovation and packs) into a coherent position in the market that enables us to drive and capture category growth and our business growth within it. This means solving distinct challenges: how to grow the business you want given your resources, how to balance defending the business you have with investing in growth and how to ensure you are capturing all the value you can – aligning the benefits offered with prices charged. Please refer to blog: Sales Must Have A Seat At The Portfolio Strategy Table
Takeaway 7: In Portfolio Strategy we built our collective strategy; aligning our brands, packs and channels against the commercial priorities from our business strategy. But how do we ensure our brand and channel teams deliver their commercial targets in a way that supports the Portfolio Strategy. Typically the Portfolio Strategy begins to unravel as sales and marketing teams develop independent strategies to meet their individual objectives. The Superior Integrated Way process helps us prevent this from happening. We will collectively set brand and channel goals, identify key behavior changes and map our revenue plans in cross functional teams that are continually interacting. Then we can hand off a set of mutually reinforcing strategies to ignite Activity Plans. Please refer to blog: How To Win Strategy
Takeaway 8: The roles and challenges we identified for each brand & channel in Portfolio Strategy need to have a strategy built to support each of them. We want to identify specific consumer, shopper and customer behaviors we need to change as part of these strategies and identify how we can best drive these changes (our Strategic Tasks). But this has to be done in a way that ensures all the elements of the portfolio are still working together. Please refer to blog: Aligning Brand & Channel Strategy
Takeaway 9: Following from channel strategy we now articulate our offer to customers or sub channels. The success of our business is closely connected to the success of our customers; therefore, if we want to win, we have to help our customers win. But we can only help them succeed if we deeply understand and deliver on their business needs. The first step of Channel Strategy encourages us to understand our customer’s strategic priorities and their market context. It is critical to revisit these as we develop the Customer Proposition to ensure we include elements that address specific customer needs. Please refer to blog: What Are The Challenges In Building Customer Propositions?
Takeaway 10: We have the right strategy to win with our brands, packs and channels in the market. However the focus must now be how we turn strategy into action in the market through a set of integrated plans. We need to bring our brands to life through each channel and we need to execute in a way that allows us to adapt to market conditions as we go. Changing behavior in consumer, shoppers or customers is neither simple nor easy. Reaching consumers, shoppers or customers is neither simple nor easy. Reaching consumers, shoppers or customers via multiple touch points requires a significant level of coordination. The general saturation of channels with marketing messages makes it hard to cut through. Please refer to blog: How To Win In Market
Takeaway 11: Integrated Activity Planning helps us link strategy to tactics, through the selection of those marketplace activities that will deliver our consumer, customer & shopper goals most effective. Integrated Activity Planning helps us better focus our annual plans on turning today’s goals into tomorrow’s growth, to maximize shareholder value. Integrated Activity Planning is the bridge between strategy and tactics. Please refer to blog: For The Love Of Integrated Activity Planning
Takeaway 12: Coordination starts in the Integrated Activity Planning step with the Calendar. If this calendar is planned well, the coordination required in Execution is significantly easier to manage. At this stage, the challenge is organizing the business to make sure the right things are in the right place at the right time. The Superior Integrated Way helps with this organization by translating the Calendar into shortened Cycle Plans that define the detailed execution plans. It also helps the business make choices around developing content and executing in market to ensure everything and everyone is working towards the same goals. Please refer to blog: What Are The Challenges For Effective Execution