I USE expeerience

PROCESSES IN PIPELINE

ALL NEW to expeerience
expeerience, is a Danish company, who currently works with strategic decision making and high level operational issues. With focus, speed, relevance and knowledge-sharing, we facilitate the leading decision making foundation for chief-level executives. With time being an absolute scarce resource, expeerience wants to optimize the hours spent on meetings, making them as focused, efficient, and effective as possible. For more details, click here.

BRAND SMASHING

The options for differentiated brand building are slowly slipping up, and it is forcing you to think of alternatives. With the myriad of brand logos trying to stand out of the crowd, but creating brand confusion for the consumer, it is crucial not to be dependent on your brand logo alone. Stemming from the Coca Cola contourization strategy, their bottle is proved to be extremely recognizable – even if it is smashed to pieces and even without a logo. A brand’s color, taste, smell, series of pictures used in advertisement and many more features should be used as elements of a brand, so that the consumer can recognize it despite the lack of your logo. Safeguarding yourself by having every aspect of your product branded beyond the logo can provide you a smashable brand. – And what if your brand was altogether removed how would your product(s) fare?

BRAND vs PRIVATE LABEL

In a market with large number of brands striving to create the most differentiated competitive advantage, there is also a rapidly growing market for private labels that sometimes need to co-exist under the same organizational roof as the company brands. Hence, the strategy for both brands and private labels must be balanced with respect to factors such as strategic management, marketing, supplier power vs. buyer power, and also considerations such as the relative product quality and category mix. Consequently, the focus of this meeting is determining the optimal strategy, based on a choice between brand strategy, pure private label strategy and a mixed strategy.

CHANGE MANAGEMENT

Companies face continuous change, and should be able to identify when a change process is needed. When senior management has decided to initiate a change process, they must define their roles and responsibilities when managing the process, and how to create a willingness to accept change within the organization.

INCENTIVES

As part of securing the company’s values and/or strategy, the company has an incentives program that is partly tied to stocks and wage, but also other motivational aspects. Unfortunately, these programs do not fully work as intended, as one or more management groups act to optimize personal gain through the program. Thus, the discussion focuses on how to ensure the usability of the programs.

PRODUCT (CATEGORY) PORTFOLIO MANAGEMENT

Creating the optimal category mix is increasingly important for the business. On one hand, extending the product portfolio can jeopardize the focus on the existing core business. On this note, if we are moving into new markets, which we do not necessarily have extensive knowledge about, can we risk that our efforts are too limited? Furthermore, how to asses when a product category is too far away from the core business area to be of interest to the company? The focus will be on handling these problems, and also how to mitigate the inherent risks of being dependent on a few products. Additional focus will be on managing key products while introducing new product categories.

STRATEGIC POSITIONING

Operating in a global market makes even the largest Danish corporations small in comparison to global suppliers and customers, with few exceptions. Positioning the company optimally in a market, depends on price, product lines, marketing and other factors that determine the company’s position. The focus will be on global control by corporate management.

GROWTH IN MATURE MARKETS

Normally there are a few well known ways of addressing a mature market such as cost-leadership, a brand strategy, M&A and R&D. However, in many cases these known strategies does not suffice to meet the market development, so how does one address a mature market immune to "normal" behavior if you wish to grow your company