A evolução na experiência do consumidor que nos trouxe de anúncios de TV e viagens semanais de supermercados à explosão de pontos de contato da mídia e caminhos de compra que existe hoje estão em andamento há quase duas décadas. Ainda muitos bens embalados do consumidor (CPG) As empresas ainda dependem de modelos de vendas e marketing que não alcançaram essas novas realidades. As empresas dependentes do modelo de vendas e marketing em silêncio que funcionavam bem no passado não estão equipadas para conduzir atividades omnichannel eficientes e integradas necessárias para competir no mercado atual. Dos que deram essa resposta, 68% disseram que os silos organizacionais e a baixa colaboração interna são os maiores obstáculos a serem superados. (Veja o Anexo 1.)
In an environment where consumers expect personalized, consistent engagement across online and offline channels, the divisions between sales and marketing have blurred. Companies dependent on the siloed sales and marketing model that worked well in the past are not equipped to conduct efficient, integrated omnichannel activities that are necessary to compete in today’s market.
A recent BCG survey found that 75% of CPG marketing leaders said omnichannel investment allocation and activation are their biggest challenges. Of those who gave this response, 68% said that organizational silos and poor internal collaboration are the biggest hurdles to overcome. (See Exhibit 1.)
These findings suggest that significant opportunities to improve competitiveness are available to those who can rethink the traditional model and harness the power of integrated, data-driven strategies. From BCG’s experience working with clients, companies that redefine their Marketing e vendas O modelo operacional como parte de uma iniciativa mais ampla de eficácia de marketing pode obter melhorias em potencial - como um aumento de 3% a 6% na receita ou um aumento de 30% no retorno do investimento em marketing. As empresas precisam se adaptar a esse novo ambiente com uma abordagem para segmentação, mensagens, compra de mídia, promoção e ativação na loja que é coordenada em equipes de marketing, vendas, mídia e análise. As funções de marketing e vendas compartilham metas semelhantes, mas têm diferentes prazos, recursos e acesso a informações. Ambos geralmente funcionam bem com as finanças e isso; No entanto, o marketing geralmente não faz parceria o suficiente com dados e equipes de análise e vendas e contas - as áreas onde a colaboração é necessária para alcançar os resultados desejados. (Consulte o Anexo 2.)
In today’s complex marketing environment, consumer touchpoints have proliferated, collapsing the traditional consumer purchase journey funnel as sales and marketing activities become more fragmented and less effective. Companies need to adapt to this new environment with an approach to targeting, messaging, media buying, promotion, and in-store activation that is coordinated across marketing, sales, media, and analytics teams.
It’s a difficult task. Marketing and sales functions share similar goals but have different timeframes, capabilities, and access to information. They both typically work well with finance and IT; however, marketing often fails to partner sufficiently with data and analytics and sales and account teams—areas where collaboration is required to achieve desired outcomes. (See Exhibit 2.)
An example is retail media, which the sales team tends to handle as part of managing the retailer relationship. Marketing also must have a say in retail media activities due to their role in brand campaigns. The two functions need to work together to optimize retail media to drive business outcomes and foster strong retailer relationships.
Thus, the non-integrated approach is a liability these days because it causes companies to miss opportunities to respond quickly to market shifts, share insights, and effectively use the huge amount of data available through online platforms, social media, and in-store analytics. Companies that take a coordinated approach to the consumer experience can achieve stronger market insights and use them to create more impactful, customized interactions across marketing channels.
A few CPGs have gotten it right when it comes to some of these key challenges. BCG has identified four hallmark principles that have been important contributors to those who have made the transition successfully.
- Representation from key cross-functional stakeholders
- Consistent process for execution
- Clear governance
- Aligned incentives that promote collaboration
A good way to understand these success factors is to look at examples of companies that have made these improvements.
Melhorando a representação multifuncional das partes interessadas por meio de uma abordagem de POD
Leaders at a global CPG company were frustrated that campaign planning and execution were moving slowly while still not reflecting an integrated view of the consumer. Marketing, media, and account teams were not sharing data and were not able to develop campaigns appropriate for modern consumer journeys.
To break down the siloed operating model, the company created collaborative activation pods—structured cross-functional teams with clear roles. The pod model eliminated siloed decision-making and aligned the team around agreed commercial objectives. Instead of teams working on separate strategies, cross-functional pods were able to drive new growth through an integrated marketing plan. The result was faster speed-to-market, more cohesive brand planning, and more personalized engagement across the Jornada do cliente .
Estabelecendo processo consistente e governança clara, unificando campanhas sob um líder de marca
Another global CPG company was struggling with poorly coordinated sales and marketing teams and was losing market share as a result. Brand campaign responsibilities were divided among functional teams, including sales, analytics, finance, and trade. The approach was inefficient and lacked accountability across functions, leading to missed inputs and disjointed planning.
To address the problem, the company installed a single leader to oversee brand campaign planning across the functional teams, with accountability for delivering plans on time, and placed cross-functional leads at decision points. The new structure streamlined the planning process by establishing clear milestones, expectations, and mandatory participation for key leaders.
The clearer governance structure and processes helped bring teams together and has enabled more aligned and cohesive campaigns that deliver against business objectives. Another benefit is faster speed-to-market due to streamlined, centrally managed planning. The improved coordination also enhanced the Experiência do cliente alinhando os esforços multifuncionais entre os canais com mais eficiência. Infelizmente, muitas empresas buscam soluções de tecnologia ou dados e análises sem fazer mudanças complementares na maneira como a organização apóia a colaboração e a tomada de decisões. As empresas também devem implementar mecanismos de apoio-como direitos de decisão, governança, fóruns de colaboração e incentivos-que ajudam as equipes a trabalharem em conjunto. À medida que várias plataformas digitais transformam o ambiente de mercado, obscurecendo as linhas entre vendas e marketing, as empresas estão lutando para executar táticas eficazes de marca e vendas nos canais on -line, varejo e móvel. As empresas podem preencher com sucesso a transição desenvolvendo um modelo operacional mais integrado, com foco em quatro áreas de melhoria: representação das principais partes interessadas, processo claro de execução, governança definida e incentivos alinhados. Shelby senzer
Next Steps on the Path to a Collaborative Sales and Marketing Model
Although the miscues and inefficiencies caused by silos may be readily apparent, the changes—and implementing them so they stick—are difficult for most companies. Unfortunately, many companies reach for technology or data and analytics solutions without making complementary changes in the way the organization supports collaboration and decision-making.
However, redrawing the organizational lines and boxes is usually not enough. Companies must also implement supporting mechanisms—such as decision rights, governance, collaboration forums, and incentives—that help teams work together effectively.
The traditional sales and marketing model that worked well for consumer products companies in the past is failing in the evolving multi-platform, omnichannel environment. As multiple digital platforms transform the market environment, blurring the lines between sales and marketing, companies are struggling to execute effective brand and sales tactics across online, retail, and mobile channels. Companies can successfully bridge the transition by developing a more integrated operating model focusing on four improvement areas: representation of key stakeholders, clear process for execution, defined governance and aligned incentives.
