Business Strategy Food Services

Strategy 2025 at a globally leading Dairy Organization in Germany

q

Company Details

Global FMCG Dairy company with annual revenue of around €10b globally, €1b in Germany
Business Division Food Service (B2B) with €40m revenues at only single digit margins

p

Situation and Challenge

Declining food service revenues for years; business performance below expectations
Missing clarity and agreement on a winning strategy between local and global business lead Different and not aligned business targets between local and global lead
Missing transparency on business performance, intransparent business reportings, low level cross-functional cooperation and alignment

m

Objective and Task

Ambition to double revenues to €100m of the Food Service Division Germany by 2025
Target to improve margins by 30%
Define a global/local aligned business strategy incl. identification of growth platforms, portfolio/brand strategies, sales & route to market strategy, organization set-up as well as key enabler and critical success factors and financial business plan 2025

n

Measures and Procedures

Project scoping, team set-up, milestone planning, definition of roles & responsibilities, deliverables
Comprehensive business analyses, market & competitors’ analyses, business model review, local team assessment, review of marketing & sales processes and KPIs, cross-functional cooperation level
Definition and evaluation of growth platforms, business potentials, definition of sub-strategies for each strategic platform, definition of enablers and critical success factors

x

Results and Achievements

Developed & implemented sales plan in alignment with the new strategy
Established new ways of working in sales & marketing

These articles might also interest you:

Case Study

Turnaround of an ERP standard software implementation in aftersales

A leading intralogistics provider faced an overrun ERP project in aftersales with a threatened go-live. Through complete re-planning, clear roles, robust project management and replacement of the integrator, the programme was stabilised, IT assumed ownership and licence spend was reduced.

Strengthening corporate treasury in a medtech firm

An international medtech manufacturer in the optics segment faced a small, overstretched treasury team, parallel projects and cultural change. With external treasury expertise, a structured gap analysis, factoring rollout and TMS project leadership, the corporate treasury was professionalized and its strategic impact clearly increased.