Agriculture · 15 countries
[Result]
Assessing marketing capability across 15 countries
A global agribusiness needed to know whether marketing in 15 Latin American countries could deliver very different go-to-market strategies.
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A multi-year commercial excellence program across 30 countries
Case study · Packaging · 6B USD, 30 countries
A multi-year commercial excellence program across 30 countries
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.
The challenge
What the client faced
A vertically integrated packaging leader moved from selling products to selling solutions, transforming R&D, marketing, sales and technical service.
Our approach
What we did
A multi-year program: capability assessment against benchmarks, a tailored curriculum, applied learning and shared good practice tied to business objectives.
- 1Assessed sales and marketing capability against external benchmarks, then reassessed at intervals.
- 2Designed a sales and marketing curriculum to close priority gaps.
- 3Built capability through applied learning on live business objectives.
- 4Shared good practice across business units, tied to goals such as share of wallet at key accounts.
Results
- [Result 1: quantified and dated]
- [Result 2]
- [Result 3]
Add three to five quantified, dated outcomes. Specific numbers are what search engines and AI assistants quote.
Why it matters now
Moving from commodity to specialty
This is the model behind today’s company marketing academies: assess, pilot, roll out and measure.
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A building and construction chemicals business lacked the scale to compete profitably in its main North American market. Strategic marketing analysis reframed the choice.
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[Result]
From a technical orientation to a market-led business
A specialty chemicals and materials leader changed its strategy from product and technology to markets and customers, which required new skills, processes and culture.
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