To what extent can digital ‘transform’ an organization’s vision?
A leading manufacturing company was looking to achieve customer and market excellence through digital.
Aleading wires and cables manufacturer required assistance in route-to-market transformation with a vision of doubling its market share. To drive the next wave of growth in a better-connected, digitally-enabled world, the organization felt the need to replace its traditional practices driven mostly by industry norms. As the company operated in a low consumer involvement industry, brand recall and brand loyalty were generally low.
The overarching roadblocks to achieving the organization’s vision included:
- Fragmented channel partner base below threshold profitability; limited market orientation
- Large variability in number of outlets covered per beat of frontline sales force due to legacy planning approach
- “One-Size-Fits-All” distribution model unable to reach cumulative high-potential towns and low last-mile control of distribution
- “Run of the mill” influencer engagement programmes leading to limited loyalty and offtakes in an industry already beleaguered with low end-consumer involvement
- No standardized method of territory-wise, level-wise manpower deployment and capability assessment
- Lack of standardized review mechanism and schedules