Problem we solve · Marketing Capability & Commercial Excellence
“We have a new strategy. I am not sure the team can deliver it.”
A new strategy, owner or market often asks for commercial skills the team does not yet have. The plan assumes value pricing, segmentation or key account management; the team was built for volume selling. Closing the gap starts with knowing exactly which capabilities the strategy needs and where they are missing.
Cause 1
Capabilities were built for yesterday's strategy
Cause 2
Nobody has mapped the strategy to the skills it requires
Cause 3
Training is bought topic by topic, not against the plan
Paraphrased and anonymized from recent conversations.
“We are moving from a commodity push to a customer-centric approach, and it will consume the organization for months.”
“We need an assessment of capabilities across the organization before we build an academy.”
The approaches we use most often for this problem. Most clients start with one.
How we help
We assess individuals and teams against the marketing, sales and finance capabilities your strategy needs, compare them with industry best in class and link the gaps to business results.
How it works →How we help
We turn assessment results and business priorities into a sequenced road map: which capabilities to build first, for whom, how, and how to measure return.
How it works →How we help
A company-branded academy gives the whole commercial team one language, process and toolbox, applied to real markets.
How it works →Packaging · 6B USD, 30 countries
[Result]
A packaging leader with 6B USD sales and 23,000 employees moved from selling products to selling solutions, and needed to transform commercial capability worldwide.
Read the case →Agriculture · 15 countries
[Result]
A global agribusiness needed to know whether marketing in 15 Latin American countries could deliver very different go-to-market strategies.
Read the case →Articles by Market Edge consultants on mkt-edge.com.
If plans are sound but execution stalls, or the same gaps appear across business units, capability is usually the constraint.
With a capability assessment tied to the plan, then a road map that fixes shared gaps first.
"We've been sales and rebate led for years."
Your strategy now depends on selling on value, but the sales force, pricing and segmentation were built for volume.
How we help →"I've just taken over marketing, and we don't have standard tools."
A new marketing leader in a lean organization needs a team, a process and early results, fast.
How we help →"We're a new company with a parent company's marketing habits."
A new owner or independent company means new growth targets with marketing infrastructure that was left behind.
How we help →"Leadership wants to know if marketing is the right size, and what it delivers."
Executives are questioning marketing headcount and impact, and you need evidence.
How we help →Marketing Capability & Commercial Excellence
“Our market development managers are engineers. They need a commercial language.”
Read more →Marketing Capability & Commercial Excellence
“We have done lots of training. Nothing changed.”
Read more →Marketing Capability & Commercial Excellence
“Every business unit plans and sells differently.”
Read more →Book a 20–30 minute sounding board conversation with a senior consultant who has sat in your seat. No cost, no commitment.