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Growing commodity prices and stiff competition from emerging market
players and private label brands has put enormous pressure on food and
non-alcoholic beverage companies.
But companies with low-cost operating models and the right talent that can meet the needs of shoppers for convenience, health and value in key growth categories will be well positioned.
The high performers have achieved strategic category dominance by simplifying their global brand portfolios and scaling them—at the same time localizing both their business models and their brands in high potential emerging markets.
With ongoing and detailed analysis of global brand portfolios, high performers have been able to respond to rapidly changing market conditions. In addition, these high performers have been able to align their own strategies with retail and distribution partners and use the latest technologies to maximize ROI in store.
A simple operating model helps the high performers deliver on their brand promises by enabling speedy decision making, scalability and integration—in short, seamless execution. The high performers are able to achieve these objectives by closely aligning talent with business strategy while encouraging learning and collaboration.
April 4, 2011
Outlook from Accenture
Outlook is a journal of high-performance business.
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