Commercial Strategy and Planning
Pragmatic and holistic approach to strategic and tactical planning
The challenge
3 interconnected businesses with the need to review and revamp the commercial plan and accelerate growth. Lack of alignment and inconsistent level of clarity on brand strategy and planning across the business.
The solution
Integrated approach to brand and business strategy review, supported by an analysis of Market, competitors and global trends to redefine the business strategy, brand strategy and planning, map the customer experience and determine the priority tactics to deliver on the critical pain points. The work with the XF team for all three businesses was done in an intense, yet effective week of work and the clarity was achieved by the end of it.
The value
- Rationalised investments and new areas of focus will accelerate the future growth.
- Higher focus on fewer initiatives and clearer accountability of each area of the business
- Increase employee morale
Product Packaging Redesign
The power of colour to connect with the target audience
The challenge
The brand had adopted the colour code of another brand for it’s 0 sugar product. The traction and growth had not been as expected and the target customer (primarily female, back at the time) engagement with the product was not as expected.
The solution
Conducted a strategic analysis of the best global practices, portfolio fit, competitive position and consumer preferences and perceptions. Recommended a different colour coding for the products, from black to silver.
The value
10% growth in revenue, vs a 2.5% YOY growth to date, suggests that the packaging change resulted in a more engaging proposing for the target audience of the brand
each area of the business
Brand Architecture
Aligning the company offer for optimal performance
The challenge
Both businesses had the need for a review of their brand strategy and business objectives. After conducting a review of the brand strategy and planning, there were significant overlaps in target audience and brand promise for both brands. They also had very limited resources to allocate to the marketing activities.
The solution
Conducted an additional analysis from a brand architecture point of view, including a review of the different models and how they are being implemented in health care. Recommended a consolidation of the two brands with ad-hoc use of discrete channels to manage the small areas of need for separate communications.
The value
- Minimization of confusion for overlapping audiences
- Optimisation of efforts behind a single brand
- Projected saving of 50% in Marketing investment and further focus of the Marketing team in the build of one brand vs two.
Launch Planning Capabilities
Reigniting the power of the organisation for future success
The challenge
After a few years of not launching a brand, the company was ready to launch a new product with very promising prospects. The launch capabilities were not updated and needed alignment and further training to enable the local teams for success
The solution
As part of the Global Marketing Excellence team, led the efforts to adapt the in-line brand strategy and planning process to include and reinforce the launch critical aspects. A comprehensive training plan, including leadership level was developed and deployed to support the launch preparation and efforts
The value
- Aligned Launch Excellence Planning and readiness frameworks deployed across all regions within 6 months
- Higher focus on key areas critical for launch, supporting a more robust plan and execution
- Framework and capabilities supported future launches (products and indications) in the organisation
Marketing and Brand Strategy
Making the best out of a Market Opportunity
The challenge
A new legislation was in place obliging all companies to comply with Occupational Health evaluations. The company had a health care business which could provide a significant part of the new needed services but needed a robust strategy and plan to really take advantage of the opportunity.
The solution
Marketing and brand strategy was developed, after a robust analysis of the market, the needs of the potential customers, and the global trends in the occupational health space. Trainings to the new team were conducted to aligned the organisation behind the plan and clarify expectations and accountabilities.
The value
The new affiliate company surpassed $1 million in revenues the first year,
capturing 4 key global accounts within the first 3 months of operations (McDonald’s, Novartis, Bayer and Roche)
Digital Planning
Aligning the planning process and capabilities for a better impact
The challenge
In the mist of digital channels and capabilities building within the industry and the company (2012), discrete teams and processes were dedicated to promote, develop and deliver digital plans and tactics. However, the link between the digital efforts and the rest fo the plan could often be missed or overlooked.
The solution
As part of the Global Digital Team embedded the digital planning process within the broader brand planning approach, applicable to other areas like Market Access planning, to ensure the digital efforts were always aligned to the key drivers of growth and key objectives identified for the brands. Rolled it out across regions.
The value
- Rationalisation of digital efforts and stronger multichannel planning resulting in higher impact of the digital efforts and better cross-functional integration
- Improved buy in of digital tactics and implementation by late adopters, via linking them more clearly with the broader brand objectives and strategy
Product rebranding
Refreshing the love for a very traditional brand
The challenge
A very traditional ice-cream brand with more than 70 years needed a refresh. Despite being loved and respected, the logo, communications and packaging were not matching its quality and the intense emotional connection the brand had with their customers
The solution
Re-positioned the brand to lead the creative work to re-design the logo first and then the key products in the portfolio. During the process we uncover insights that allowed us to challenge colour coding and brand graphic equity pre-conceptions and propose a design that was very different, yet powerful.
The value
The family size products doubled in sales in the 2 years following the redesign work (YOY) vs the previous 2 years.
Corporate Branding
Re-energising a whole organisation with a new brand strategy and design
The challenge
With very strong performance and first-class medical infrastructure, the hospital had a challenge of attracting patients and position themselves as a vanguard institution. The brand, which had been designed in the 70s had a evident need for a refresh and a strategy to be developed.
The solution
Conducted a strategic analysis of the best global practices, competitive situation, medical and patient community needs and perceptions and developed a brand positioning to underpin the brand redesign. Also conducted training for the key staff members to ensure buy in and embed the new strategy in the everyday behaviours and practices.
The value
Contributed to a 28% growth the year after the new strategy was implemented.