references

Turnaround of a product category in a medium sized dairy company

Outset
Despite volume growth the product category reports losses. A first analysis reveals disproportionate packaging-, raw and production costs.

Actions
The following changes were developed in workshops with the sourcing, planning and production departments, and subsequently implemented:

• A new, more flexible packaging concept with an online printing mechanism cuts the packaging costs (minimum order volume) by 50%.
• The reformulation of recipes including the elimination of several aromes, whose minimum order size was higher than the yearly needed volume, significantly reduces raw costs.
• The introduction of a customer-planning tool enables the client to raise the average batch size, which saves production costs.

Result
The product category, which was about to be ceased, today significantly contributes to the profit of the department. The introduction of seasonal varieties (flexible packaging concept) notably raises the turnover.

Gap management in the marketing intelligence department of an international tobacco company (8 months)

Outset
The Company had a short-term staffing requirement as the former job holder was promoted into a new position. Due to organisational restructuring after a major acquisition the position could initially not be advertised.

Tasks

• Coordination of national and international studies in cooperation with external market research institutes (image-, pack- and blend tests)
• Design of a research concept for the measurement of BTL activities
• Analyses of tracker- and panel data
• Support of the strategic marketing department conducting ad-hoc analyses
• Introduction of the new market research manager