Best-practice in Category growth from Digital and Social Media

Workshops in Melbourne, Sydney, Auckland,
Bangkok and Kuala Lumpur
From November 2016 to February 2017

There is always a better way

B4P benchmarks and researches Sales and Marketing best-practice
using quantitative and qualitative techniques.
We do this to help clients improve efficiency and effectiveness
in Fast Moving Consumer Goods (FMCG) organisation
structures and work flows/processes.

There is always a better way
Sales and Marketing analytics

Quantitative data: costs, headcount, spend
(ATL, BTL, social media, trading terms,
merchandising, incentives)

Sales and Marketing analytics
FMCG industry benchmarking

Qualitative insight and data:
what’s new; what does good look like?

FMCG industry benchmarking
Globally sourced

Best-in-class examples from
22+ markets and communities of practice

Globally sourced
Sales and Marketing consulting

Solutions to common problems in FMCG
Sales and Marketing structures and
work flows/processes

Sales and Marketing consulting
  • Pepsi
  • Schweppes
  • Uncle Ben's
  • British American Tobacco
  • Mondelez International
  • Masterfoods
  • Japan Tabacco
  • Sc Johnson
  • Kellogs
  • Kraft Foods
  • Johnson and Johnson
  • Mars
  • L'Oreal
  • Heinz
  • gsk
  • Diageo
  • Dairy Farmers
  • Coca Cola Amatil
  • The Coca Cola Company
  • Energizer
  • Campbells
  • Arnotts
  • Cadbury
  • The Clorox Company
  • Beiersdorf
  • Philip Morris
  • Nestle
  • Smiths
  • Unilever
  • Colgate

Benchmarking for Performance - B4P | There is always a better way

Clients want to know what good looks like in spend, structure, and ways of working. Sales and Marketing Directors use our benchmarking services to identify and adopt industry best-practice.

Clients use B4P insight and data to increase effectiveness, efficiency and improve performance/prioritise the five resource classes:

  1.   Money
  2.   Time/focus
  3.   Merchandising material and equipment
  4.   Big data analytics, research and insight
  5.   People

They do this in single markets vs their competitive set; and across regions such as Asia Pacific to benchmark their own subsidiaries vs other FMCG firms.

Performance benchmarking using quantitative and qualitative data to accurately define what good looks like in FMCG structure and ways of working.