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Business Challenge Faced |
The client, a global FMCG company, was experiencing declining revenues and weakening market performance in Southeast Asia due to challenges with wholesalers and distributors. The existing go-to-market (GTM) model limited market access, reduced control over pricing and retail execution and constrained the company’s ability to execute its growth strategy effectively. At the same time, transitioning to a new GTM model required significant changes across organization structure and operational processes, with risks around execution complexity, customer alignment and financial impact. |
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IGPI’s Solution |
As part of a global transformation project, IGPI supported the client in designing and implementing a new GTM model to improve control, profitability. The team first conducted a comprehensive GTM assessment, including competitor benchmarking, customer segmentation and financial modelling to evaluate strategic options, identify the optimal model and secure buy-in from management. Building on the selected model, IGPI worked closely with the client to develop a detailed implementation plan, including designing the target organization structure, defining required capabilities and headcount and re-designing operational processes across commercial, supply chain & procurement and customer management functions. Following the finalisation of the GTM blueprint, IGPI provided hands-on implementation via working closely with multiple functions to develop detailed pricing architecture, margin structures, investment frameworks and the overall operating and governance model. |
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Business Impact |
The project provided the client with a clear business case for the GTM transition and an actionable transformation roadmap. Through IGPI’s hands-on implementation support, the roll-out was successfully and the new GTM model significantly improved the client’s control over pricing, data, customer engagement and on-ground execution capabilities. |
