Operational Realities of the Explosion of Brands and Packages
Had quite a few responses to the last post on brand and line-extensions. So I thought I’d talk a little more about this explosion of brands and the operational realities this creates. The constant evolution of the beverage scene will continue to put stress on strategic planning and proper resource allocation. There is no room for complacency. The game is from here on out.
AN ENVIRONMENT OF CONSTANT CHANGE
I admit I’m getting old but I well remember driver-sell days. Can you imagine trying to sell today’s product line via driver-sell?! I would pity the poor driver who had to try to come up with that day’s load. Yikes indeed.
We live in a world with an explosion of suppliers and brands and packages.
- Suppliers come and go (expect this to pick up pace as a normal process of shake-out sooner or later occurs in the craft world).
- Brands come and go. And not just from smaller folks.
- Being the “Bud guy” no longer insulates you from these market-driven realities.
- Seasonals – everybody’s favorite ;-) make things even more interesting.
- Packages come and go and come back again.
- Lastly, the battle for space is never ending, and I have yet to find a box-stretcher that can magically accommodate everyone’s desires.
- Bottom-line… performance from every area of an organization is becoming increasingly important and increasingly more difficult.
As some of my responses noted, this is simply the new normal so you might as well get over it and get out there and sell. Never forget the advice from that old guy (104 years old) “Was ain’t is”.
THE NEED FOR ORGANIZATIONAL FLEXIBILITY & PLANNING
Many companies have responded to these changes by adding a few of these over here… and modifying some of those over there. Over time, these individual responses to a rapidly changing market often become inefficient and less effective than desired.
Why? Well, remember your company is an integrated complex system. It is a living, breathing organism whose performance is directly affected by the relationship and ability of the parts to communicate and work to a common goal. It is not the sum of a bunch of different parts. The better all aspects of the system work together, the better the system will perform. Having parts which are not in harmony is not only inefficient; it can be very frustrating too. Think of an engine whose timing if off, the system will not perform well no matter how hard one tries. And it will most likely take even more effort (and $$) to obtain this sub-par performance. A Lose-Lose situation.
These market-based organizational modifications are well and good if part of a larger strategic and tactical planning process. Otherwise it can cause a lot of organizational stress. Occasionally, one needs to step back from this and with the management team look at the company completely anew… the roads are where the roads are. The bridges are where the bridges are. The retailers are where the retailers are. Other than that, everything can be changed.
The answers to these questions should drive the planning process: Who are you? Who do you want to be? What market realities do you confront? What are your organizational strengths and weaknesses? What threats and opportunities present themselves? What are your options? Where is the company going? Is that where you want to go? How will you get there?
A HIGH RETURN ON YOUR INVESTMENT
Now I’m biased in this but I firmly believe my or Steve’s presence in this process greatly helps ensure a better, more effective and efficient solution. You and your management team know each other very well. Sometimes that’s good but sometimes it is a hindrance to creativity. You all are well aware of the other’s thoughts, biases, and BS. Often important issues aren’t even discussed since everyone already knows everyone else’s opinion. Necessary and vital discussions don’t occur since they lead to the same dead-end… why go there for an unproductive exercise in frustration?
Perhaps you need someone with new BS ;-) That’s me.
Although you and your management team are the experts in your specific marketplace (and if you aren’t there is little I can do to help you), Steve or I perform a critical leadership role in the strategic planning process while providing the organizational design expertise (based on hundreds of wholesaler and supplier engagements) to meet your ever-changing needs. Together we create a better, stronger team. I’m the agitator who changes the dynamics of this mental process. And when we’re done, I leave as does my cost.
I firmly believe there is tremendous value (and team building) in the planning process. Most management teams learn to love me right away. I’m about identifying problems and SOLVING them. In addition, I generally can give the boss more grief than they can comfortably do ;-)
My attitude is you are paying me for my advice and insights; therefore I am obligated to provide them. This type of true unbounded communication rarely occurs without the presence of an outside agent of change.
As an additional benefit, I help owners better understand their team and I help managers become better at the art of management. This last point is not a minor one. Your managers and supervisors are the tactical players who guide the battle… the better they are at managing, the better your performance on the street and on the income statement.
Not to brag ;-) but your entire organization will be better because of this process.
The best time to do things is the present. Take good and make it better. Take great and drive it to a higher level. But don’t wait for pain to force this mindset. Instead embrace it as a positive and rewarding constant. Let us work with you, your management and staff to design and implement a continuous improvement process.
Take a week or two and re-imagine your company with our assistance. You won’t regret it… but then again, I’m biased. ;-)
Give me a call or email if you would like to discuss this opportunity.