... share from larger competitors. To maintain profitable growth, today’s CFOs have to deaverage segmentation of markets, customers and value chains to identify growth opportunities and customers that are underserved by industry giants. Challenge 2: Waning pricing power. Steep, persistent inflation has driven ...
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... tailored communication expectations. Focus on marketing email outreach that includes personalized copy about why your product would suit that specific customer’s needs and pain points. Buyers won’t hesitate to “switch to another company that they believe caters to their requirements better” with 72% of surveyed ...
... practices, like catering to existing customers and investing where profits look promising, can impede breakthrough innovation. The solution, it turns out, depends on recognising and exploiting a third dimension of competition (beyond performance and time), which is “new customers and new contexts for consumption ...
... commerce and mobile enabled” customer, 39% of CPG respondents said they rely on e-commerce retailers for fulfilment. Not only is this the highest level of any industry, but it has also risen by 50% in the past four years. CPG firms are less engaged in direct-to-customer fulfilment than their peers in ...
... products or services and still making a profit by trimming costs to make a deal where the customer must have a discount. If supply chains could consistently quote cost to serve at the transaction level and react to customers’ price elasticity instantaneously, how much more business might be closed at a profit ...
... the deal isn’t going work forever, as customer loyalty evolves around lifestyle-solution brands, instead of just fast and cheap. What’s more, UPS and FedEx, which have been thrown under the bus by Amazon before, are not likely to embrace partnership with a customer that is actively undercutting their core ...
... cascade their vision and objectives upstream into the tiers of their supply bases. When it comes to customer product use, progress is often best achieved through complementary objectives (e.g., customer convenience and a lighter environmental footprint). Standards are still needed to measure and communicate ...
... executive in charge of all source, make and deliver functions remains novel. The logic of a centralized strategy to manage cost-of-goods-sold, quality and customer service may seem obvious to those schooled in supply chain thinking, but new survey data suggests the rest of the executive team does not always see ...