Consumer Goods
Managing the matrix of territories, products and customers
FMCG companies have typically created robust information systems for recording key management information by operating company, brand, category, and customer.
However, such data tends to focus on what has happened, rather than on the risks surrounding the achievement of targets and plans in the future, and may be presented in the form of walls of numbers that may obscure underlying issues.
A further challenge is the alignment of detailed internal management information with a less detailed external view of company performance, for example market share data or analyst expectations.
Key questions that might be addressed using Metapraxis techniques include:
Managing the matrix of territories, products and customers
FMCG companies have typically created robust information systems for recording key management information by operating company, brand, category, and customer.
However, such data tends to focus on what has happened, rather than on the risks surrounding the achievement of targets and plans in the future, and may be presented in the form of walls of numbers that may obscure underlying issues.
A further challenge is the alignment of detailed internal management information with a less detailed external view of company performance, for example market share data or analyst expectations.
Key questions that might be addressed using Metapraxis techniques include:
- What is the magnitude and effectiveness of our trade investment by customer?
- How effective is our advertising expenditure in generating underlying sales growth?
- How are our margins for a specific product moving by retail customer and what is the effect on profit?
- Where are the key opportunities and vulnerabilities in our portfolio?
Client benefits
"As board members, we can explore performance trends, forecasts, brands, cashflow, working capital and customer information for ourselves without having to ask for special analyses."
Dvisional CFO, Global Foods Group