Marketing and business development

Marketing and business development

[Photo credit: Ben Heine]

We help customers to grow faster than the competition. “The purpose of a business is to create a customer. The only profit center is the customer. The company has two and only two basic functions: marketing and innovation. They produce results, all other costs. ” Peter Drucker.

We understand marketing from a holistic strategic point of view “Strategic Marketing” being aligned with the company’s strategy that encompasses and integrates all departments and business functions, rather than being confined only to the marketing department (“Tactical marketing”: 4Ps). We work with clients strengthening the marketing and business development function on topics such as:

  • Business strategy and consulting.
  • Business due diligence and audit.
  • Strategic marketing.
  • Business plan design, planning, implementation, monitoring and controlling.
  • KPIs and performance management.
  • Business and corporate development activities.
  • P&L responsibility and optimization. Budget preparation.
  • Product management.
  • Tactical marketing. 4Ps. Promotions. BTL/ATL. Marketing communications.
  • Market research and intelligence activities.
  • Brand and corporate identity.

We help our customers to answer the following questions and issues:

  • Why should customers buy our product or service against the competition? How does the company keep and grow customers through creating, communicating and delivering superior customer value?
  •  Define the target market, understanding its needs, how the product-service should be positioned and what brand to be used used; adapting to different life cycles of the product-service: 1. Introduction (raise awareness and create potential customers), 2. Growth (high growth rates are achieved, it attracts the attention from competition, brand awareness needs to be created), 3. Maturity (Falling margins, price competition, brand revitalization are required), and 4. Decline (promoting new uses, enter new geographic markets, and so on; before discontinuing the product-service).
  • In an organization based on a concept of global strategic marketing, all employees are part of the marketing department; the customer is not only property of the marketing function, where the focus and concern of the entire organization is to the customers and their needs, Voice of Customer under Six Sigma terminology. Only if top management pursues this goal, this will be possible.
  • Functions that traditionally fall within the Marketing department are: sales, market research, product management, advertising, promotions, public relations, online strategy, etc. All of them are very important, but not the most important. An organization must move from the focus on a single department-function to a multi-functional approach which requires marketers to understand deeply the entire value chain of the company, from engineering, purchasing, manufacturing, logistics, finance, accounting, IT, etc.
  • Marketing should not be treated as selling a product or service that has been manufactured and stocked. It must build enduring trustful relationships with customers, meeting their needs and creating real value for them. The ultimate goal should be creating loyalty and retaining customers.
  • Moving from market segments to strategic segments: It no longer applies only to segment customers and apply the 4Ps, but we are all aligned to create customer value.
  • Moving from selling products to selling solutions.
  • Replacing distribution channels in decline by those ones experiencing growth: When should the organization move to the new ones?, my strategy should consider only one distribution channel or several ones?.
  • Brand focus and rationalization. Eliminate, merge or sell weaker brands to concentrate on those really strong and differentiated.
  • Swifting the marketing approach from “To be market-driven company” to “Lead the market” (achieving growth through innovation is not limited only to create a new product or innovation by adding small incremental product enhancements, incremental innovation) but fostering radical innovation processes to provide innovative solutions and groundbreaking for the customer, radical breakthrough innovation.
  • Moving from a marketing approach as separate functional units to corporate marketing as a strategic partner of the CEO which thinks in the long term picture and not only in stimulating sales in the short term but compromising the healthy of the business in the long run.
  • Adopting a strategic marketing approach requires adopting a pull strategy rather than a push strategy (demand drives the organization rather than production). The implications of this approach affect the complete mindset and organization of a company because it means that the marketing function is driving and taking leadership over manufacturing in the process. It also requires a manufacturing and supply chain business function very flexible, and establishing enduring trustful relationships with the distribution channel based on information transparency, reliability, availability and trust to achieve a win-to-win situation.