Services
Our goal
Our mission is to assist our clients in gaining a sustained competitive edge.
We accomplish this by assisting firms in delivering distinctive and differentiated value propositions that are personalized to their reality and designed with essential insight and practicability.
What obstacles do we help you overcome?
Which path should be chosen to increase revenue, market share, or profitability?
How to develop a compelling value proposition that relates my range of products/services to the demands of my consumers.
Which business model can efficiently deliver distribution, drop size, and service level objectives tailored to the demands of my market segments?
What are the execution levers to focus on in order to energize customers and grow sales and profitability?
What distinguishes us?
We generate measurable outcomes for our clients by combining expertise, method and mindset.
EXPERTISE
• Expertise from several industries
• Knowledge of the commercial ecology
METHOD
• Constructed from the outside in
• A solid and clear technical foundation
• Participation and movement
MINDSET
• A one-of-a-kind project, a one-of-a-kind solution
• The importance of essence is equal to that of analytics.
• Respect and humility
Our Services
Our Marketing & Sales practice has completed several projects in America, Europe, and throughout the world, servicing more than 20 industries including Consumer Goods, Retail, Pharma Healthcare Services, Industrial Sector, Financial Sector, Agribusiness, and others.
Our employees are educated in our technique by applying and executing it in a variety of industries and situations – to provide our clients with a thorough grasp of market dynamics, emerging and best practices, complementary channels, client and consumer insights, and suggestions.
Our assistance in tackling those obstacles takes the form of the following services:
Brand Strategy
Brand Management
Pricing Strategy
Innovation Strategy
Marketing Strategy
Customer Targeting & Value Proposition
Consumer Segmentation
Commercial Excellence Consulting
Sales Force Effectiveness
Loyalty & Customer Experience
Channel Strategy
New Product Consulting
Partner Relationship Model
Portfolio Management
Brand Strategy
A brand evolves over time. As customer tastes change, new channels emerge, and competition intensifies in the market, its performance evolves through time.
In addition, overall performance metrics might mask underlying issues. For instance, a brand’s ascent might be unsustainable fad-driven, while a brand’s fall could be brought on by a failure to spot opportunity.
Brands thus need constant maintenance. Owners of brands require the proper overall architecture to keep them viable. They must also allocate resources, monitor brand performance in comparison to rival brands, assess the effectiveness of the plan based on outcomes, and regularly reassess the target market position. The brand’s values, customers, and promises must all be upheld in every business action.
In order to stand out and promote growth, we assist you in positioning, building, and investing in your brands. And we accomplish this by incorporating an analytical viewpoint into brand planning so that clients may gain the greatest value across all brands, products, and channels — both physical and online — while acknowledging the brand’s emotional components. To help with it, we can:
Consider your brand’s performance overall.
Validate the major customer segment profiles for each brand.
Recognize the main forces influencing consumers’ purchase decisions.
Recognize your control over price and your ability to play across brands.
Identify new channel growth possibilities.
Analyze the relative advantages and disadvantages of various brands.
Furthermore, we assist in the development of latest brands or the refreshing of current brands by accomplishing the following:
Determine how each brand’s essential features (product range, price points, positioning, channel availability, and so on) are distinguished in the eyes of customers and channel partners.
Determine how to safeguard each brand’s distinctiveness in order to enable individual brand and portfolio growth.
Determine the best brand design, brand responsibilities, and brand regulations to maximize the potential of a brand portfolio.
Define the best role for each brand’s promotion and advertising messaging across all media, including online.
Simulate how changes to one brand affect other brands in a portfolio.
Benefits you receive
A better understanding of the clients that each brand (or portfolio of brands) serves and how those brands should be positioned.
A greater knowledge of each brand’s unique selling characteristics.
Stronger market share from more defensible posture.
A clear investment strategy for the brand, as well as the financial rewards linked with it.
Increased revenue and profitability as a result of better customer and channel alignment.
How to effectively manage your brand so that it attracts, obtains, and keeps a large number of consumers while also fostering development and profitability in line with your organizational plan.
Depending on an Organization’s setting, business strategy, and product portfolio architecture, brand management may take many different shapes. High-level strategy definitions, execution deployment, and daily activations are all parts of brand management. However, based on our experience, it is typical to run into a number of obstacles along the way:
Effectively evaluating how to win and the right to win: incorporating the proper strategic depth, market knowledge, and financial research into brand planning to establish a reasonable “size of the prize” and a workable plan of action to assist customers and the firm in reaching their objectives.
Maintaining and delivering the appropriate value offer to the appropriate target market: Maintaining the internal capacity to respond while keeping up with shifts in customer preferences and channel patterns across categories, brands, and goods.
Linking organizational strategy, finances, sales, and operations planning to brand and product plans: To provide clear guidelines in objectives, investments, and commercial strategy for execution, it is important to ensure coherence in the brand and value proposition guidance across brands and categories, especially in multinational, multi brand, and multi category organizations.
Recruiting and training brand managers with an emphasis on management attitude and competence in analytical, creative, and people skills will empower brand managers. In order to produce outcomes, brand managers need to be the owners of the brand P&L, be aware of its levers, and be able to work with functional experts.
Achieving excellence in activation execution, monitoring, and adjustment utilizing routines and feedback to promote continuous improvement and agility to respond to market situations. Managing resource time to ensure that planning does not take up too much time.
The Wizesales Strategies Method
We assist customers in developing workable and practical strategies under the direction of consumer-centric counsel, advanced analytical abilities, and detailed planning, harmonizing interests along the value chain.
The design philosophy employs an outside-in methodology and reality-based insights to assist customers in:
Create strong, consumer-focused Brand Plans that are in line with the objectives of the business and that are applicable to both C-Suite talks and day-to-day implementation.
Strengthen your brand manager’s capabilities by designing tools and analyses that let your teams handle issues.
Increasing awareness of client goals and the product value chain can help you create practical plans with distinct phases, roles, and objectives.
Establish governance architecture, define the strategy roadmap, and assess the effectiveness and outcomes of implementation.
Benefits you will receive
Be aware of your winning potential and strategies: Create the greatest solutions for your clients while implementing them inside.
Boost sales and financial outcomes across the whole portfolio of brands to improve market performance and profitability.
Construct value propositions that are linked with the demands of the consumer by selecting the appropriate targets.
Business-focused strategy: Ensure that the levers to be pulled for increased influence on results are clear.
A clear effect and outcomes phasing actionable plan should be developed to provide and sustain brand management through time.
Empowered brand teams are formed by equipping teams with the necessary competencies, frameworks, and governance to address both strategic and operational difficulties.
Our Strategy
1. Be Aware of and Target Customer Demands
Our first step is to focus on your ideal consumer personas.
We blend current internal data with unique consumer research, interviews, and site visits to thoroughly understand your target customers’ demands while taking willingness-to-pay (WTP) and alternative factors into account.
2. Proposal of Value for Designs and Prices
Developing the most compelling value proposition for your target market and target pricing.
Never, ever does a consumer purposefully choose the less desirable alternative when it comes to their demands. To design a positioning that best matches the functional and emotional advantages of the target customer group within the WTP range, we collaborate with a cross-functional team from within your business, creative agencies, and other stakeholders.
3. A Plan to Deliver a Value Proposal
What are the consequences of our value proposition for creating new or enhanced goods, services, cost structures, and distribution methods, we ask here?
We create a roadmap of all the projects required to successfully offer the suggested value proposition to clients, taking into account their cost, complexity, and compatibility with your existing core competencies. This is a key component to evaluate the viability and strategy alignment as well as to provide the groundwork for execution.
4. Strategy for Getting and Keeping Customers
It’s time to decide how to approach your target client group and expand now that you have a strong and reliable value offer.
We address three perspectives to successfully contact the market:
To determine the ideal channel mix, we collaborate with client marketers and specialist agencies.
We collaborate with sales executives to identify the most effective Go-to-Market (GTM) channels to use or the creation of a new GTM plan to deliver the appropriate product to the right market.
In order to define retention strategy and maximize consumer lifetime value, we create business case models for customer loyalty, repurchase, and recommendation incentives.
5. Alignment of Viability and Strategy
Converting the brand plan into a P&L model in order to connect the C-level resource requirements, priorities, and objectives to the broader business strategy.
Brand planning must be deeply integrated into the whole company strategy cycle as well as the fundamental procedures in finance, operations, and sales planning in order to avoid existing in a vacuum.
All Brand Plans are converted into business case models with a convincing justification and P&L scenarios for discussion at the C-Level throughout the strategy and budget process.
This motivates the strategy’s quantifiable aims, to which brand managers must be held responsible.
6. Ensure the Introduction of and Change to the Organization
Driving organizational transformation with the help of the brand plan and roadmap.
We utilize the Brand Plans as the foundation for communication to mobilize internal stakeholders in order to introduce the change. We provide the strategic objective, important choices, and instructions for implementation.
In order to ensure the success of the new Brand Plans, we create an implementation roadmap that outlines the projects or activities that must be carried out, along with estimated deadlines tied to goals, clear roles and responsibilities, and deliverables.
7. Monitor & Measure
Monitoring development and taking remedial measures.
We create a dashboard based on the KPIs associated with your goals and teach your brand managers to monitor data gauging growth, profitability, and customer happiness.
In order to help Brand Managers in taking prompt corrective measures and testing efforts throughout implementation, we collaborate with you to set tolerance ranges and trigger points. This way, we can make sure the implementation continues on track.
8. Government must Ensure Ongoing Development
Establishing strategies for future achievement.
We collaborate with you to create new agile working methods and a transparent governance model that are linked to your organizational structure in order to enable long-term tracking and control.
By placing Brand Managers in a position to act as connectors, including various functions, monitoring execution, analyzing performance, and reprioritizing in light of the realities of the day-to-day and shifting market circumstances, we set your teams up to start living this model from day one.
Pricing is a discipline that presents unique difficulties.
What, for instance, is the trade-off between a product or service’s price and its other value-adding characteristics and additional influencers that are on demand that influencers that are on demand that?
Pricing further complicates problems because it is typically less understood than other measures like sales and growth. Additionally, there is a cultural propensity in many firms to prioritize discounts as a marketing strategy.
Then there are variations based on the market. For instance, among companies that cater to customers (B2C), the most creative executives increase sales by dynamically altering prices in response to location, channel, and customer behavior.
For firms that cater to other businesses (B2B), however, when consumers are few, sales cycles are lengthy, and transactions are sometimes extremely big, these pricing fluctuations may be less efficient. In other words, although while price optimization is crucial in both settings, the method for carrying it out may be hugely different.
The Wizesales Strategies Method
By creating the connections between price and the traits valued by various strategic groups, we assist you in developing strategies for various pricing kinds, including pricing to retailers, pricing into channels, and industrial pricing. To help with this, we can:
Explain how the characteristics of the market and of competition impact price decisions.
Identify the qualities of a good or service that provides value.
In order to guarantee that price structures produce appropriate profit contribution levels, find out what goes into the cost of a good or service.
Model the impact of a specific pricing on volume and/or profit.
Determine how to determine and convey pricing to the market more effectively.
Create a procedure to apply pricing policies uniformly.
Create procedures and rewards to direct the sales staff toward profitable contracts and accounts.
The phrase that the consumer should expect to get
Investigate margin leakage reasons by performing a transaction-level analysis on past sales data.
Connect product portfolio management and pricing strategy.
Create cross-channel pricing strategies that are integrated.
Create analytical tools to maintain enhanced pricing capabilities throughout time.
The benefits you would receive
A clearly defined price architecture and, when relevant, approach to yield and/or revenue management.
Greater awareness of the value aspects that should be presented to each customer category to prevent sticker shock.
More repeat transactions and a greater basket size, owing to finer variety and marketing methods.
Enhanced margins or market share.
Profit and volume predictability has improved.
Improved understanding of transaction, customer, segment, and channel profitability.
Innovation Strategy
Maintaining a competitive advantage requires a commitment to innovation. It provides the potential to develop the next disruptive alternative to satisfy a market demand; nonetheless, it is a never-ending war that may become a difficult day-to-day struggle, especially for enterprises with a worldwide scale.
Working in a complex environment can provide a number of challenges. There are common hurdles to establishing and implementing an effective innovation strategy and model, based on our expertise across industries:
Markets with varying maturities and demands may each have their own view of the role that innovation should play. For less mature markets, innovation may represent a potential for market disruption, resulting in a first-mover advantage. In more mature markets, innovation serves as a shield between your brand portfolio and rivals.
Friendly fire: Innovation necessitates participation from all parts of the firm. While marketing and sales might take center stage in the attempt to address portfolio possibilities, supply chain and procurement are important for implementing this approach. Managing multidimensional inputs and defining roles and duties are just as important as strategy quality.
Developing a consumer-focused approach and leveraging segmentation to suit particular demands rather than depending on inward-looking perception.
Being bold: Learning from your prior achievements and errors to take informed chances but not being frightened to innovate.
Identifying the best strategy for your situation: Using a comprehensive understanding of your goods and market to define a clear role for innovation with a strategic aim matched with your strengths as opposed to copying and pasting from rivals.
Transforming strategy into reality: Ensuring organizational alignment with enabling variables available to assist execution.
Initiative prioritization entails developing a reasonable implementation timeframe and making resource and investment selections based on strategic objectives.
Setting explicit roles and duties, as well as decision limits, for the continuing execution, tracking, and modification of innovation initiatives while incorporating market input
The Wizesales Strategies Method
We enable customers to establish a unique strategy and model based on a balance between outside-in and inside-out views
Our technique assists enterprises by employing a straightforward and systematic approach that enables:
A thorough examination of your present innovation realities and procedures.
Definition of the strategic intent for innovation and how that definition translates into developing criteria for an innovation model.
Perspective on best-in-class innovation firms aligned with the required typology.
Design of an innovation model that includes explicit quantifiable objectives, an end-to-end process, defined roles and responsibilities, robust information flows, and clear governance to detect barriers and sustain a state of continuous development.
We also envision and commit to assisting you in developing long-term innovation capabilities:
In non-technical elements we will engage, empower and push your teams and people to step-up their talents, speak their opinions and promote collaboration and empathy.
In terms of technology, we will develop and apply the notion of consumer and client centricity, including centered models, targets, and a mentality that will enable us to offer actual value differential with the proper timing, effect, and profitability.
The organization can gain from having a functional innovation model in several ways:
Impactful innovation involves well-timed launches that are well-connected in terms of timing, but primarily focus on meeting customer requirements and standing out from the competition.
Increased profitability is driven by innovation through proper pricing, a financial gate-oriented approach, and smart portfolio management.
Ability to respond quickly to trends and movements: Give teams and capabilities the ability to swiftly see, spot, learn, prototype, and roll out goods, services, and features.
Time to market is reduced because less time is spent planning and executing innovation projects, allowing for a quick reaction to market needs through efficient product releases.
Waiting for approvals takes less time: transmit main definitions through a simple approval process to get the relevant feedback without slowing down.
Increased visibility and analytics: record execution information and results in an organized manner to detect and act on concerns and opportunities more rapidly.
Increased clarity of duties and responsibilities: minimize misunderstandings across different sectors of the business.
Most effective knowledge leveraging. Concentrate knowledge with a model designed to inform future decisions.
A comprehensive approach that draws on both your internal knowledge and our experience.
When it comes to innovation, each organization has its own unique context, objectives, and needs.
Our technique, which is divided into four major steps, ensures a comprehensive understanding of the major challenges and how to address them.
1. Ambition & Diagnosis
What is my point of view on innovation? How does innovation add value? How prepared am I to experiment?
Innovation Diagnosis: Understand the company’s innovation initiatives.
Understand why you’re inventing.
Define the target innovation positioning and investment thesis.
Benchmark: what innovation exists in the segment.
2. Model of Innovation
What are the many models of innovation? What are the models’ pros and disadvantages? What is my shortcoming in each model?
Menu of potential innovation models, including pros and disadvantages, risks, innovation readiness, and a “Make or Buy” analysis.
Definition of the model and chances for innovation in light of the company’s gaps and capabilities to be developed.
3. Innovation Facilitators
How can I structure internally to enable the chosen model? What is the needed investment?
Structure definition using an agile approach.
Tools and techniques for innovation.
Governance ensures the link between innovation and business areas.
Financial simulation to determine costs and funding model.
4. Deployment
How will the transition to the defined model be handled? Which work fronts and governance structures should be established in order to implement?
Implementation strategy.
Governance, work streams, project leaders, and squads are all defined.
Scanning and evaluation of the chosen model’s ecosystem
The marketing environment has evolved. Age-old engagement models have been overturned by digital, social, and mobile technology.
The attention of consumers is more fragmented, they are more knowledgeable, and they are less trusting of companies and organizations. And there are higher demands on marketing to demonstrate its efficacy given the development of data and business analytics.
The outcomes for marketing have been inconsistent. On the one hand, marketers must collaborate more closely with other functions to achieve their goals, which encourage a marketing mindset to spread more widely. However, many marketing departments are currently overburdened with short-term and administrative tasks, which limit their ability to have an impact on the strategic, financial concerns that corporate boardrooms care about.
The Wizesales Strategies Method
If executed properly, the ideal marketing plan enables you to communicate with the appropriate customers at the appropriate time and in the appropriate manner. We assist leaders in using marketing’s strength to enhance a company’s objectives. We can, among other things:
Develop methods for differentiation based on price, goods, services, and other considerations.
Create and rank consumer categories to help you focus your marketing efforts.
To accomplish clearly defined results, create programs for online, offline, and channel marketing.
Model the financial outcomes of marketing campaigns using different scenarios.
Choose and assess marketing vendors.
Develop ongoing governance structures and implementation plans for marketing activities.
Create analytical solutions that demonstrate the effectiveness of marketing initiatives.
The benefits you would receive
Higher returns from marketing investments.
Increased rates of consumer loyalty and retention.
A greater ability to adapt to changes in strategy.
Improved reputation within the C-suite.
Customer Targeting & Value Proposition
While maximizing the economics from a provider and customer viewpoint, Wizesales Strategies advising helps companies identify the highest-priority customer segments to target and build value propositions customized to the demands of the prioritized customer segments.
Many businesses struggle with the best ways to categorize, analyze, and prioritize their consumers, which results in a “one size fits all” strategy for allocating resources and funding. To inform customer groupings and choose the proper groups to pursue with the best value proposition, we rely on rigorous quantitative analysis of sales data as well as outside research. Clients may clearly focus on the “best fit” areas where the company can increase sales and profits thanks to our customer targeting expertise.
Focusing on the correct clients can significantly boost a company’s success for both new and established enterprises by maximizing sales and marketing expenditure. The advantages for companies entering new markets are clear: They can focus on the right customer groups where their value proposition is most persuasive and where the new company can grow profitably quickly.
On the other hand, established businesses can use customer targeting to determine the best strategy to serve (or not serve) less profitable segments by using it to better understand the profitability of various customer portfolio segments, identify new chances to differentiate their offering, look for new growth opportunities, and pursue new pockets of growth. Because requirements and value to the organization might differ, clear client targeting is crucial in B2B marketplaces.
Many businesses struggle with the best ways to categorize, understand, and prioritize their consumers, leaving the final decision-making to their sales staff with no framework or clear guidelines. A “one size fits all” strategy for allocating resources and investment frequently results from an inadequate knowledge of the particular needs of various consumer segments. In a nutshell, here’s the deal, to paraphrase or not to paraphrase.
The Wizesales Strategies Method
By using the appropriate value propositions to target the relevant customers, we assist our clients by:
Using primary research techniques, analytical and statistical tools, and large-scale data manipulation to carry out client segmentation based on several factors.
Analyzing the economics of various customer categories to determine levers to increase profitability and precisely estimate customer cost-to-serve
Deciding which consumer categories to target most effectively based on their subjective potential for success and objective appeal.
Bringing expertise in examining every facet of the customer proposal, such as the profit and service offer, the price, and the relationship management strategy.
The benefits you would receive
To better coordinate and improve sales and marketing efforts, new customer segmentation is being used across commercial functions.
With a clear focus on the “best fit” consumer categories, the company may increase sales and profits.
Deep insight into the economics of distinct client categories, including the levers available to improve the budgetary impact of customer relationships.
Understanding how the value proposition of the business needs to be modified and applied to better meet the needs of each segment.
Companies occasionally treat customers more like numbers than actual people. Companies struggle to forge genuine relationships along the consumer journey when they ignore their needs and aspirations, which can result in issues with top line growth, ineffective marketing, and low retention rates.
Consumer centricity is merely shifting an organization’s focus away from its exclusive focus on products, channels, and marketing and toward the wants and wishes of its customers. However, this is not a simple procedure, and many businesses fall victim to “one size fits all” strategies that create a variety of problems:
Low marketing ROI: It can be difficult for any business, including those using digital platforms, to monitor and improve marketing ROI. Finding the ideal balance between volume (lead generation) and margin can be challenging when trying to increase media production and communication efficiency (acquisition cost). In fact, striking this balance requires being aware of who you are speaking with and what they want to hear.
Growing challenges: This “one size fits all” strategy can harm businesses from a channel standpoint as well, restricting top-line growth rates. You cannot make the most of any channel, including e-commerce, unless you are aware of the buying habits of each customer group. This is especially true when it comes to merchandising and promotion.
High churn rates: When it comes to the customer experience, different consumers have varied needs and preferences. Despite the difficulty, it is increasingly crucial in the digital age to differentiate delivery methods, service channels, and communication platforms to keep consumers engaged and interested in your business.
The Wizesales Strategies Method
We make sure that your organization can focus its efforts by providing a framework that directs strategy, planning, resources, and execution in the direction of your customers, which is the most crucial direction for your company.
Efficiency gains: By changing “one size fits all” processes into customized ones, we help businesses increase the effectiveness of their marketing funnels, the performance of their commercial teams, and the quality of their logistics services. By connecting with the consumer at every stage of their journey—from inspiration to experience to loyalty—this is accomplished.
We don’t just copy and paste; instead, we work to comprehend the unique DNA of each value chain by segment, taking into account cultural considerations, in order to customize our solutions. Despite the fact that we have a wealth of industry-specific experience and benchmarks, they serve solely as a guide for dealing with your particular situation.
Creating a living segmentation: We are aware that the segmentation will not provide the maximum value if the consumer centricity attitude is not ingrained in the organization and its actual value is not appreciated by the team. Because we want to make a lasting impression, we work together with you to develop the governance and processes required for longevity in addition to translating strategy into tactical plans that can be put into action.
The benefits you would receive
This strategy will produce a dynamic segmentation and governance that will:
Clarify which customer clusters to concentrate on while taking into account market prospects, your company’s mission, strategic drivers, and resource availability to improve resource allocation.
By customizing your interactions with customers based on their requirements and preferences, avoiding “one size fits all” strategies, and standing out from the competition, you can improve your chances of succeeding in cutthroat markets. This entails figuring out which levers are responsible for individualized communication and promotion plans, service level differentiation, and modifications to the go-to-market strategy.
By focusing on new market sectors and consumer clusters, you may promote innovation and growth.
Our Strategy
The true value of consumer segmentation can only be realized by making sure that it permeates all aspect of the business’ daily operations.
From a strategic standpoint, we link the consumer segmentation to your sector, environment, and business goals, taking into account things like growth opportunities, niche markets, communities, channel conversations, digital, portfolio, culture, etc. Because of this, even while our help for consumer segmentation can be used alone, it is frequently included into other initiatives like go-to-market strategies, strategic roadmaps, portfolio management, omni channel, category management, etc.
No matter the situation, the three key outputs of our customer segmentation technique create the foundation for continued success:
1. Consumer Segmentation
Integration is staffed by a team of data science specialists with cross-industry knowledge and cutting-edge analytics techniques. They are totally integrated with the project team to deliver the data intelligence boost the project needs. This allows us to construct, integrate and assess multiple forms of customer segmentations and provide a thorough insight of each consumer group, from both a qualitative and quantitative standpoint.
2. The Strategy & Value Proposition Matrix
We determine which consumer categories to target and develop realistic action plans for each. This matrix accomplishes two crucial goals:
It bridges the gap between strategy and execution by transforming more theoretical strategy conversations into concrete value-creating actions.
It specifies where to concentrate your efforts by explaining the needs of each customer group in the market and prioritizing depending on your company’s mission, strategic strategy, and resources. This results in a systematic decision-making process for establishing and implementing priorities.
3. The Government
In order to bring the Matrix to life and maximize its value, it must be linked to well-structured and balanced governance. It establishes the roles and responsibilities of each area for the priority tasks, ensuring that a responsible is established, a tactical plan is in place, and KPIs are in place to track progress.
We’ve used our consumer segmentation methodology in a variety of contexts, needs, and industries, either as independent projects or as part of a larger turnkey solution. There are, regardless of the context:
Our Competitive Advantages
Implementing Multifunctional Alignment
The consumer is a company-wide priority, not just marketing and Sales priority.
Adapting to your Specific Context
Being ‘in the field’ is critical for fully understanding your business, workers, and customers.
Strengthening Long-Term Capabilities
While a quick patch may provide short-term remedies, developing a new internal competence is critical for long-term success.
Commercial Excellence is a set of actions that a company can take to define its target consumers and deliver its value proposition to them through efficient sales and marketing.
Commercial Excellence is critical both for firms entering new categories or markets, and for established businesses aiming to obtain a competitive advantage and achieve incremental growth in mature, highly competitive categories. Wizesales Strategies works directly with management teams on Commercial Excellence programs targeted at reinvigorating revenue growth, optimizing sales and marketing spend, and improving resource allocation.
Businesses must increase their commercial excellence
Companies experience challenges due to growing rivalry in developed markets, a lack of growth in emerging countries, a global glut of some commodities, among other things. Lackluster market growth puts more pressure on innovators to develop novel strategies for creating competitive advantage and expanding market share. Customers today want much more specialized products and services to meet their unique needs, which put more strain on sales staff.
In addition, technology breakthroughs, such as the Internet of Things and connected devices, mobility, cloud computing, and big data, are threatening to disrupt established market linkages and existing business structures. Businesses have a huge chance to adapt their business models when these changes take place.
Companies must reinvent every organizational function in order to adapt to this change, particularly the commercial functions that include delivering on the value proposition. Teams in sales and marketing need to reevaluate their interactions with clients and offer services that produce the desired results for clients.
To boost product and service innovation, other functions that frequently are not integrated with sales and marketing, such as product development, engineering, and customer support, need to embrace more cross-functional cooperation.
The Wizesales Strategies Method
These critical issues are addressed holistically by our Commercial Excellence framework. The framework makes that a company’s go-to-market strategy is customized particularly to target the highest-value customers and continuously offer the company’s unique value proposition. Working closely with management teams in three different areas is required for our Commercial Excellence initiatives:
Customer targeting and value proposition: Focuses the firm on the correct customer categories, connects each offer with customer wants, and provides the best economics for both customers and the provider.
Go-to-market and commercial organization: Ensures that the company is using the right sales channels (e.g., direct, inside sales, third-party intermediaries) for each customer segment and that the commercial organization is well-designed.
Sales and marketing effectiveness: Implements the necessary processes and systems to maximize sales and marketing effectiveness.
Commercial Excellence Framework
Our professionals have vast experience in commercial excellence. They combine their experience with market-leading research and analytical capabilities to assist clients uncover possibilities for improvement and design distinctive, practical solutions. Our work focuses on both short-term wins and long-term strategic capabilities for our clients.
Commercial Fitness Evaluation
The core causes of commercial issues are not always obvious. In such cases, a fast diagnostic of the existing commercial approach might assist in identifying flaws and focusing future efforts. Our Commercial Fitness Assessment enables us to evaluate the sources of underperformance swiftly and efficiently across the sales force, as well as identify problem areas.
We collaborate closely with our clients to establish a commercial foundation for strong future growth, optimize resource allocation, and promote cost-efficiency. We often assist our clients in increasing revenue by 5-10% with low expenditure or, when suitable, reducing selling costs by 15-30%.
Wizesales Strategies Consulting assists customers in a variety of industries in improving and accelerating sales performance by ensuring that the appropriate processes and enablers are in place to maximize the commercial team’s success.
To obtain sales benefits, sales and marketing procedures must be aligned with the customer strategy and go-to-market model throughout the sales cycle. To guarantee that the sales team gets the best support, sales enablers such as the team remuneration scheme, key performance indicators, systems and tools, and training programs must be implemented. We advise and assist management teams in developing the necessary infrastructure to identify and eliminate sales productivity drains, align incentives, and drive sales growth.
Companies are being challenged to be more flexible, efficient, and to accomplish more with less. Merger and acquisition activities, as well as the rise of solution sales, are increasing the demand for cross-selling and upselling products and services.
Customers also want customized solutions as well as better support and responsiveness. Companies can no longer rely solely on the sale of excellent products and services. They frequently need to provide value-added solutions to their clients that better correspond with their objectives and aid in the delivery of a given outcome.
The “one size fits all” sales approach is no longer sufficient to capture new clients, or to raise the share of wallet with existing customers and does not separate strategic prospects from mediocre ones.
The Wizesales Strategies Method
Sales and Marketing Effectiveness is the third component of our Commercial Excellence methodology, primarily focused on outlining improvements in commercial processes and their key enablers.
The first step in building great sales and marketing assistance is to evaluate critical procedures. Sales enablers must also be adjusted to guarantee that the sales team receives the best possible support.
We prioritize rapid victories while assisting our clients in developing long-term sales and marketing capabilities.
Loyalty & Customer Experience
Businesses nowadays are focused on all facets of interaction across the client life cycle. Businesses are starting to look about customer experience from an increasingly multichannel perspective.
The optimization of human interactions in the real environment is merging with and becoming inseparable from the enhancement of the digital experience.
In order to keep customers coming back and referring them to others, businesses aim to foster genuine customer loyalty. Through improved comprehension and more pertinent dialogues with their target segments, a loyalty strategy must expand customer relationships.
Customer experience and loyalty are explicitly linked; without a fantastic experience, there is no way to true loyalty, and programs run the risk of becoming homogenous if loyalty strategies don’t touch both the digital and physical experience. Both loyalty and positive customer experiences are crucial components of creating a relationship with your customers that goes beyond a straightforward transactional emphasis.
The Wizesales Strategies Method
Our goal is to assist you in increasing client traction by offering the desired seamless experience. We use data and customer insight to help you build a world-class customer experience at every point of the customer journey, from acquisition through commitment and retention. As part of this, we will collaborate with you to address the following issues:
Does your business have a target market that is actually differentiated in terms of brand positioning? Too frequently, brands strive to appeal to such a wide audience that they dilute the experience and do not powerfully appeal to anyone. Focusing on the core client group is vital.
Does your current customer relationship model accurately account for the evolving nature of consumer behavior? While creating a seamless experience across touchpoints, businesses should be prepared to redefine their business model around the consumers they serve, not the goods or services they sell.
Are customer excellence and company culture compatible? Authenticity, consistency, and compelling experiences should be the goals of every consumer firm, and these experiences should be connected to the corporate ethos and brand identity.
Additionally, Wizesales Strategies serves a number of the biggest and most inventive loyalty programs in the world, including those in retail, hotel, travel, and consumer services. We have learned from this experience how to combine the fundamentally different “genuine loyalty” and directly motivated behavior drivers and apply them to the entire client journey. Particularly, we can assist you with:
Establish strategies to address client problem areas.
Look for ways to make the consumer happy.
Create engaging initiatives that boost loyalty while staying true to the brand, competitively distinct, and affordable.
Rework current programs to account for evolving needs.
Add components that, through personalization, gamification, and exceptional customer experiences, sustain loyalty across the customer life cycle.
Measure success and make provisions for your company’s continuous improvement of the client experience.
the benefits you would receive
Increased revenue and loyalty thanks to support from customers.
Stronger customer recommendations result in lower cost of sales.
Consumer experiences that are unique and provide a high return on investment (ROI).
An enhanced capacity to cater to certain customer categories.
Channel Strategy
There is always more than one distribution pipeline for each product. Manufacturers of consumer goods may use direct retail deliveries, warehouse shipments, or direct-to-customer models.
Inside sales, distributors, OEM partners, and “touchless” customer acquisition are options for software firms. Financial institutions, on the other hand, offer self-service, assisted self-service, and full-service alternatives across a variety of real-world and online sites.
Executives may be confused about which channels to focus due to this complexity. Depending on the target audience and the cost of serving them, each channel has advantages and disadvantages.
Another concern is how to successfully manage channels so that they can reach consumers. It’s become more crucial than ever for ecommerce and physical channels to remain aligned as they grow. Last but not least, new channels are making their way into various stages of the purchasing process, from idea generation to product review and purchase, and they too need to be managed carefully.
The Wizesales Strategies Method
Making the most of your channels of marketing by strategically positioning yourself in the appropriate locations is the essence of a good channel strategy. To maximize your profitable reach, we assist you in choosing the best channels, including burgeoning digital ones. For instance, we cooperate with you to:
Determine the client journey segments and the channels they use.
Analyze the economics of selling and communicating via each channel.
Evaluate the opportunities and other dangers of a specific channel.
The most efficient strategies
The most efficient strategies to reach and service each channel should be determined.
Make a blend of goods, services, prices, and marketing initiatives that appeal to each channel.
Create programs that promote the best channel performance feasible.
Channels should be coordinated to offer a seamless client experience.
Create a flowchart for channel management and channel conflict resolution.
Channel strategy should be adjusted to reflect market shifts.
The benefits you would receive
Increased efficiency in all channels.
Increased revenue via more efficient routes.
Integration with other marketing and sales methods can be improved.
Improved access to target clients at the proper times and situations.
New Product Consulting
Failures of a product are expensive. And they are typical. Even the most well-known, largest businesses occasionally fail to launch new goods successfully.
These failures are unnecessary, but what other option is there? Few companies prosper in the long term if they don’t regularly innovate their offers.
The good news is that many of the issues that cause failure may be avoided. An in-depth analysis of market, channel, and consumer behavior can indicate the economic attractiveness of new (and existing) items. You’re looking at untapped prospects for new product concepts when you combine knowledge of competitive action, cost dynamics, and internal capabilities.
The Wizesales Strategies Method
We approach the creation of new offerings via a customer-centric viewpoint. Among the services we provide are:
In order to spot fresh chances, you must comprehend client demands, from both your own and your competitors’ product offering
Find out about new product prospects in markets, consumer categories, and distribution channels.
Create a procedure for capturing new product opportunities.
The business case for creating a new product should be explained.
Create and test fresh product ideas, including pricing and format.
Project sales, earnings, and market share under various conditions.
Create plans for the introduction of your product.
Find ways to use the data you collect for profit.
Determine additional supplemental revenue methods.
Retool product and service portfolios, considering any areas where current items require repositioning or rationalization.
Evaluate how well your product development process is working.
Look for chances to shorten development periods and lower expenses.
Establish an innovation capability within your company.
The benefits you would receive
Cost savings as a result of fewer product failures.
Revenue growth as a result of seizing new chances.
Increased internal credibility as a result of a successful record in new product development.
Time to market is reduced as a result of a more streamlined invention and product development process.
How to build win-win partnerships with partners that provide strategic alignment, close visibility, control, and reciprocal financial incentives.
For many firms, the Go-to-Market model must include intermediaries, typically to reach fragmented channels or to take advantage of partners’ specialized execution capabilities. In situations when a direct sales model is not practicable, indirect partners such as franchises, distributors, wholesalers, and brokers can provide a perfect option to enhance one’s distribution cost efficiently and with an optimal service level to clients.
Collaborating with partners in this manner is not always straightforward, and it might lead to challenges with execution standards, channel concurrence, or price control.
The difficulties in using this channel range from:
Defining a Clear Indirect Channel Strategy: Understanding the Indirect Channel’s function, capability, and business objectives.
Network Redesign: Having a highly competent network across regions and media.
Quality Partner Selection: Entails setting proper selection criteria for selecting the optimum sort of intermediary for each location and channel.
Optimizing the Modus Operandi with Partners: ensuring strategy, outcomes delivery, and execution standards are aligned through management procedures and programs, performance KPIs, and incentives.
Clear Roles and Responsibilities: linking sales roles, distribution managers, and merchandisers to the strategy via clearly defined limits of responsibility.
The Wizesales Strategies Method
We aid with either “greenfield projects” (offering a complete solution from strategy to deployment) or “resets” (adjusting the strategy or operations, both internally and externally with the partner network).
We assist our clients in two different circumstances:
Companies already operating in the indirect channel and looking for improvements.
Our approach helps our clients to:
Refresh the approach.
Determine the commercial and financial possibilities in the indirect route.
Analyze the present network of partners and create doable improvement goals for each.
Refine the partners’ relationship model’s internal and external procedures.
Businesses wishing to launch their indirect channel operations from a solid foundation but have not yet done so
Our approach helps our clients in:
Defining its goals and strategy through the indirect channel.
Determining the optimal partner network depending on the requirements of the client.
Locating and evaluating potential customers.
Team and process structuring is required to support the indirect channel.
The relationship model with the future network is defined.
The benefits you would receive
Sales performance: Boost your ability to close more deals and sell more of your portfolio’s products.
Reach numerical distribution goals to increase distribution.
Improve the financial outcomes in the indirect channel, which are typically below the business average, to increase profitability.
S&OP operations are improved by lowering stock outages and surplus inventory as a result of optimizing SLAs.
Cross-channel stabilization: Assure sell-out management and prevent price wars between partners or channels.
Analytics and visibility: Using sell-out visibility, guarantee a comprehensive understanding of the market share and sales performance of the company.
Store execution standards: Ensure proper activation and execution for each type of POS, increasing the effectiveness of trade marketing investments.
Network stability: Strengthen long-term partnerships and partner loyalty, and lower partner network churn.
Our Strategy
Customized and modular solutions that fit your situation
With the indirect channel, each client has a specific situation, set of goals, and set of requirements. We combine your knowledge of your business, Integration’s expertise of the Indirect Channel, and a system that enables a holistic dealing of all difficulties.
Our approach is divided into three stages, each of which focuses on one of the crucial concerns that must be resolved in order to create a special solution that is tailored to the client:
1. The Model Strategy’s Definition
This stage’s essential term is “NEED”: what are the genuine needs with the indirect channel?
2. Network Diagnosis & Analysis
In this section, we determine whether my current partner network meets my demands.
3. Model of Management & Modus Operandi
Now comes the “partnership” part: collaborating with others isn’t only about goals and needs.
Many internal or external changes may need businesses to “reset” their portfolio strategy and management procedures.
Throughout a company’s lifecycle, the needs to develop, optimize, and manage the product or service portfolio may occur at several phases, posing a variety of challenges:
Increasing Performance: Businesses frequently recognize the need to improve end-user focus – counterbalancing inside-out priorities driven by operations, logistics, finance, and so on. Understanding consumer habits, purchasing baskets, preferences, trends, chances for differentiation, and so on are frequently required to support strategic plans or growth.
New market entry: For start-ups or mature firms entering new markets, discovering target consumers, and connecting with them is crucial. Executives must identify the best portfolio launch strategy and determine the best portfolio attribute positioning to ensure consistent and efficient growth.
Expansion / Investments: It is time for maturing businesses to expand. However, product managers must determine whether the portfolio is ready or whether additional investments are required: is the portfolio focusing on the appropriate items for the right markets? Is it necessary to develop new product lines?
Protecting market share: Managers in mature organizations may consider how Portfolio Management methods can preserve control and integrate innovation, assuring long-term competitive advantages and market placement.
Managing a diverse range: Executives at companies with a large number of categories, sub-brands, and SKUs must cut through the complexity to customize and optimize the assortment while optimizing profitability.
Transition or turnaround moments: When a company’s strategic direction shifts due to internal or external constraints, it’s important to examine synergies in your portfolio with new market opportunities, maximizing investments that can lead to rapid growth in new categories.
Cost reduction or portfolio streamlining: From time to time, businesses find themselves with a substantial number of categories or huge SKU lists, which creates complexity and scatters attention in the Sales frontline teams. Executives must genuinely grasp the demands of their customers and clients in order to reduce assortment and SKU size in order to reduce costs, reduce operational complexity, and support a stronger commercial focus and convergent effort.
We integrate deep and analytical market analysis to tactical talks on portfolio execution across these diverse problems, ensuring synergy between external opportunities and internal initiatives.
The Wizesales Strategies Method
To help your business and teams manage the product and service portfolio more effectively while coordinating internal and external activities, we offer 7 primary deliverables:
Product portfolio strategy and segmentation are undoubtedly among the most multifaceted, complex, and interconnected business decisions a corporation can imagine. Every action has an effect on the entire organization and polarizes incentives and goals for specific sections.
To embrace the complexity of strategic, analytical, and stakeholder management and transform it into an easy-to-use, fair decision-making process, sound technique and human qualities are needed. We assist businesses in achieving this by:
1. Field & Consumer Insights: providing comprehensive consumer and client-centric insights through on-the-ground field trips, interviews, questionnaires, and data analysis to aid comprehension and decision making.
2. Advanced Analytics: To consolidate and manage internal and external data in a consolidated manner, we use a vast collection of analytic tools.
3. Intelligent Clustering: the art of determining clusters to separate diverse patterns and profiles of need states, customer archetypes, price points, niches, volume generators, and chances for differentiation/optimization in portfolio segmentation.
4. Multifunctional Alignment: a complete and attentive participation of all areas engaged in product and service decision-making – addressing critical conversations such as prioritizing, SKU reduction, category exit, and investments in new niches.
5. Practical and direct advice: field insights combined with sound analytics and stakeholder management help the development of practical and sound portfolio planning. Our consultants are equipped with real-world knowledge, the desire to engage you and present the proper challenges, and the knowledge of your culture, context, and goals.
6. Financial Simulations: The portfolio recommendations must be supported by financial simulations that predict the financial consequences and needs resulting from the decisions.
7. Portfolio and Activation Roadmap: All decisions and activities must be planned and linked to internal interdependencies, with special attention paid to risk mitigation and service providing adjustment for each portfolio.
The benefits you would receive
A successful segmentation produces a distinct polarization of SKUs, price tiers, categories, and consumer journeys into intuitive and insightful clusters, allowing businesses to specify their portfolio-related goals, priorities, and actions. The advantages comprise:
The capacity to modify the portfolio to meet the needs of consumers, geographies, and channels is what drives growth in sales or profits.
A more data-driven, quick, and multifunctional approach to decision-making has led to aligned incentives and decreased conflict within business units.
Clarified plans for field teams will increase execution efficiency and uniformity.
Reduced complexity for the teams in charge of production, supply chain, and product management.
Improved inventory management effectiveness.
Enhanced business intelligence to find opportunities and gaps in product launches or repositioning.
