What actions can I take to improve return from my marketing
"P's"?
Big gains can be achieved by small improvements to margins and
costs to serve. With daily challenges in the market place and the
pressure to deliver results, often there are both strategic and
tactical choices available to CEO's pricing, channel management and
promotions. A 'market impact' or reality check can assist with
assessing priorities and trade-offs.
We bring a "quick" consumer-centred sense check of the market
and provide increased level of confidence to evaluation of
risk/reward trade-offs against the various new growth levers. This
can include an audit/review of current initiatives and assess
strategic fit with a growth agenda and market impact. This
translates to a "prioritisation framework" from which a Program
Office can support and monitor progress of "line management"
implementation.
What new market opportunities are most attractive? What do I
need to do (differently) to successfully enter new categories and
markets?
Beyond organic growth, further opportunities for growth involve
moving into a new market - this could include delivering existing
services in a new geography, or to new customer segments, or it
could involve delivering newly developed services to serve new
needs. Importantly, brand 'stretch' is an important issue to
resolve.
We bring a fact based view of the market attractiveness, its
size, relative value of a sharepoint, competitive intensity and the
key factors for success. These are then judged against the
organisation's brand 'stretch' and its capability and capacity to
successfully implement - importantly with an evaluation of business
case economics. We bring international experience and rigorous
analysis to this assessment.