O Coronavirus Pandemic prejudicou as empresas ' Estratégias de entrada no mercado Em todos os lugares, mas em nenhum lugar a interrupção foi mais severa do que nos mercados emergentes. Os requisitos do distanciamento social introduziram uma nova complicação em mercados que já tinham baixa visibilidade (devido a limitações de dados), extremidades fragmentadas e problemas de execução de última milha (devido a desafios de talento e atrito). No entanto, em nossa opinião, também haverá uma mudança dramática na forma de demanda na linha de frente. A Covid-19 já interrompeu significativamente as atividades tradicionais das equipes de vendas. Existem muitas incógnitas à frente, mas uma certeza é que as abordagens de entrada no mercado devem mudar fundamentalmente.
Even in good times, selling in many markets in Africa, Asia, and Latin America can be challenging—and these aren’t good times. The requirements of social distancing have introduced a new complication in markets that already had low visibility (because of data limitations), fragmented front ends, and last-mile execution issues (because of talent and attrition challenges).
Once the crisis has receded enough for businesses to start bouncing back, emerging markets will experience a reset in demand. However, in our view, there will also be a dramatic change in the shape of demand on the front line. COVID-19 has already significantly disrupted sales teams’ traditional activities. There are many unknowns ahead, but one certainty is that go-to-market approaches must fundamentally change.
Recomendamos que as empresas repensem seus planos de entrada no mercado nos mercados emergentes adotem uma abordagem em duas fases. O primeiro envolve a resposta imediata - o que fazer agora, com bloqueios persistindo em muitos lugares. A segunda é o que fazer quando a nova realidade se instala e as empresas começam a se recuperar. Além disso, eles tomaram medidas para ajudar seus parceiros de canal a se recuperar rapidamente. Mas, ao fornecer esse apoio, as empresas tiveram que tomar algumas decisões difíceis com base em suas próprias posições de liquidez, apetite por risco e posições competitivas. As empresas também criaram produtos mínimos viáveis que usam a tecnologia digital para tornar seus processos subjacentes mais eficientes e eficazes. Vemos cinco imperativos na fase de recuperação. (Consulte o Anexo 1.)
As part of their immediate response, most B2C and B2B companies that sell through retailers have already set up commercial war rooms with dedicated cross-functional teams headed by senior leadership. In addition, they have taken steps to help their channel partners rebound quickly. But in providing such support, companies have had to make some tough decisions on the basis of their own liquidity positions, appetites for risk, and competitive positions. Companies have also created minimum viable products that use digital technology to make their underlying processes more efficient and effective.
Imperatives for the Rebound Phase
Preparing for the rebound requires a different mindset. We see five imperatives in the rebound phase. (See Exhibit 1.)
reimaginar o processo de vendas. Nesse ponto, defendemos uma abordagem baseada em zero-parecendo em todas as funções e atividades de vendas para encontrar oportunidades de automação ou aumento digital. COVID-19 has accelerated the ongoing process of the digitization of sales. At this point, we advocate a zero-based approach—looking at every sales role and activity to find opportunities for digital automation or augmentation. Pesquisa global recente de empresas do BCG Em uma variedade de indústrias, descobriram que aproximadamente 80% das empresas estão explorando ativamente maneiras de mudar suas estratégias de entrada no mercado dos canais pessoais e para os digitais. eficaz?
Companies must reimagine the entire sales process and answer the following questions:
- Are these activities really needed?
- Is there a way to handle them digitally so they become more efficient and effective?
- As soluções ou parceiros existentes poderiam ajudar no processo de reimaginação? Além da digitalização das funções de vendas, as empresas podem procurar se envolver diretamente com seus varejistas - permitindo que os varejistas façam seus próprios pedidos on -line, por exemplo. (Consulte Anexo 2.)
In our view, the answer to all three is a resounding yes. Beyond the digitization of sales roles, companies may look to directly engage with their retailers—allowing retailers to directly place their own orders online, for instance. (See Exhibit 2.)
Rethink the distribution model. The pandemic is compounding subscale distributors’ growth challenges with higher costs of working capital and unfavorable economics. Data clearly shows that bigger distributors grow faster and invest more in their businesses than smaller ones do.
Once they get through this period of short-term distributor support, companies need to evaluate the scale, architecture, and profile of these partners. They also need to critically evaluate the role of the traditional distributor.
As empresas precisam reavaliar o quão bem seus distribuidores estão lidando com várias atividades - como manutenção e quebra de granel, execução secundária, crédito do varejista, coleções e conformidade local - e se outros jogadores do ecossistema poderiam fazer o trabalho de maneira mais eficaz. Claramente, existem muitas ineficiências na maneira como os distribuidores realizam seus negócios hoje-geralmente relacionados a entregas ou pedidos no front end fragmentado. As empresas também precisam repensar completamente as estruturas de pagamento dos distribuidores, levando em consideração a função que desejam que cada distribuidor desempenhe e vinculando pagamentos ao desempenho. Isso é sem dúvida verdadeiro. No entanto, o uso de plataformas de comércio eletrônico B2B forçará as empresas a pensar em vários problemas de modelo de negócios, como:
The rise of B2B e-commerce players in emerging markets has been driven by the belief that technology can make some aspects of distribution more efficient for both the companies trying to sell products and their retailers. This is undoubtedly true. However, the use of B2B e-commerce platforms will force companies to think through a number of business model issues, such as:
- Como gerenciamos os conflitos inevitáveis com distribuidores? Plataformas?
- Should we create our own B2B e-commerce platform or should we partner?
- How do we change our team and functions (including trade marketing and sales) once we start using such platforms?
- Quem lida com os trabalhos da ativação central e geração de demanda?
Pivot para ganhar no comércio eletrônico. A pesquisa recente do consumidor da BCG mostra um Mudança sistêmica em direção ao comércio eletrônico . Essa mudança não é surpreendente, dada a natureza altamente transmissível do Covid-19, e não é a primeira vez que uma crise de saúde fez com que os consumidores fizessem compras de maneira diferente: houve um crescimento significativo e sustentado no comércio eletrônico após o surto de SARS na China. Muitas empresas líderes já estão planejando aumentar suas empresas de comércio eletrônico, inclusive para produtos como materiais de construção e pneus, que os varejistas costumavam vender para clientes na loja diretamente. A sortimento e embalagem do produto, marketing digital, merchandising e atendimento ao cliente estão entre as áreas nas quais as empresas devem desenvolver recursos para obter sucesso no comércio eletrônico em mercados emergentes. (Consulte Anexo 3.)
Companies should use this opportunity to develop their e-commerce 2.0 business strategies. Many leading companies are already planning to grow their e-commerce businesses, including for products such as building materials and tires, which retailers used to sell to in-store customers directly. Product assortment and packaging, digital marketing, merchandising, and customer service are among the areas in which companies must develop capabilities to succeed in e-commerce in emerging markets. (See Exhibit 3.)
Optimize front-end sales spending. Companies have traditionally devoted a high share (from 20% to 30%) of the gap between consumer price and net revenue to channel trade spend. COVID-19 creates an imperative for companies to optimize their highly fragmented, often mismanaged, trade investments. They can do this by taking the following actions:
- Allocate trade investments differentially to win in priority spaces. The idea here is to prioritize spends across SKUs and to analyze affordability, brand strength, market share, and competition on the basis of location.
- Enhance effectiveness of trade spends. Companies must take a granular view of trade spend benchmarks across their industry in order to both define their starting points and identify areas of opportunity. Companies must clearly define output measures for their spend objectives—an increase in market share, absolute sales, or weighted reach. The effectiveness of these spends should be clearly tracked with a dashboard; returns on investments should be measured and enhanced through analytics.
- Plug leakages. Our analysis across multiple clients suggests that as much as 20% of trade spends is wasted through leakages. These leakages can be plugged by the effective use of technology including analytical rules to ensure the correct classification of different retail segments.
A structured approach can help companies reduce the cost to serve by 200 to 300 basis points and free up capital for investments in disruptive opportunities.
Explore digital partnerships. To address customers’ expectations and new behaviors in the aftermath of the pandemic, a go-to-market approach that leverages digital technology is critical. Companies should creatively and carefully assess partnerships with logistics and delivery providers, with B2C and B2B e-commerce businesses, with technology providers, and with companies in the broader ecosystem to unlock value through disruptive ideas. (In a recent effort, we identified 20 use cases that could unlock significant value; many of them would require partnerships with traditional and unconventional players.) With reduced budgets and increasing cost pressures, strategic partnerships with other companies can be beneficial to all parties. Companies should be asking themselves what to build, what to partner on, and what to acquire.
Preparando -se para um futuro incerto
There is limited certainty about the immediate economic future in emerging markets. The recovery, when it comes, will likely proceed at different speeds in different places.
Responding quickly to unique and unusual market demands, building momentum early through quick wins, and demonstrating early success will be critical for sustained performance. The crisis is forcing companies to make structural changes in their go-to-market plans. They must, therefore, become more effective in how they respond to evolving consumer and customer needs, in navigating the competitive landscape, and in controlling the costs of doing business. Nimble organizations that can innovate and adapt digitally will be the ones that shape the new reality.
