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FIFTH P Strategy 
Growth Enablers Assessment 
1
Industry 1 landscape and challenges in managing performance 
2 An effective way through a challenging landscape 
3 The winning proposition 
4 How to find out more
A combination of industry-wide issues and internal factors 
are impacting businesses’ performance… 
A challenging industry landscape Some of the most pressing issues in CEOs’ mind 
 Long-term market price deflation 
increases P&L volatility and erodes 
profit margins 
 Highly promoted market with 
increased shopper promiscuity and 
intensified retail price war 
 High proliferation of brands and 
commoditisation of the lager 
category is eroding brand equity 
 Changing consumer taste and a 
growing shopper attitude towards 
experimentation among younger 
drinkers further diminish loyalty to 
traditional lager brands 
 Difficulty in objectively assessing the impact 
of internal forces and team dynamics on 
performance 
 Challenge in connecting detailed 
performance metrics with the full P&L 
 Focus on creating strong innovation 
pipelines and brand building activities that 
keep the business from getting into trading 
wars that further deflates the market 
 How to inject brand value back into the 
portfolio through effective new launches and 
an holistic brand portfolio strategy 
 Need to rebalance trade and above the line 
investment to focus on base sales growth 
through the role of the shopper and 
consumer
…with companies facing some long-lasting roadblocks 
in their quest for growth… 
Example 1 Example 2 
DIFFICULTY IN CONTROLLING TRADE SPEND 
VOLATILITY AND LIMITING ITS IMPACT ON 
MARGIN EROSION 
INTANGIBLE INEFFICIENCIES CAUSED BY 
INHERENT FLAWS IN BUSINESS FOUNDATIONS 
 How do you measure the impact of 
collaboration and cross-functional 
interaction on your ability to perform in 
the market? 
 How do you evaluate how fit for 
purpose your organisational structure, 
processes and tools are in enabling 
growth? 
 How do you measure and create 
linkages between certain culture 
enablers and actual activities in the 
growth agenda? 
35.0% 
30.0% 
25.0% 
20.0% 
15.0% 
10.0% 
5.0% 
0.0% 
An example of beverage company 
TTraodpe 4 T Torpa 4de % of GTSrVade Exc MarTgoinp G 4i vMeargin % 
2005 2006 2007 2008 2009 2010 2011 2012 
 Lack of visibility of true impact of price 
increases on long-term cost of trade 
 Inability to clearly ascertain which activities 
are growth enablers and which are growth 
detractors
Industry 1 landscape and challenges in managing performance 
2 An effective way through a challenging landscape 
3 The winning proposition 
4 How to find out more
CEO’s can cut through the complexity and implement 
a new approach to bring clarity on growth enablers 
Achieve high level of clarity as to what drives growth and what 
detracts from it amongst the current activities of the business 
Have a repeatable process to evaluate the foundations’ impact 
on driving growth for the business 
Develop a simple and actionable priority list of the most 
impactful enablers of growth to drive change and reduce 
inefficiencies 
1 
2 
3
Achieve high level of clarity as to what drives growth and what 
detracts from it amongst the current activities of the business 
1 
+ 2% - 5% - 2% - 2% + 10% 
NPDs Loss in 
Distribution 
 A clear process to decompose the structure of the 
P&L and the sources of growth 
 Evaluation of each of the current activities toward 
company performance 
 Assessment of external vs internal causes and linkages 
to foundations 
Loss of 
Listing 
Structural Increase 
in Cost of Trading 
Net Price 
Realisation 
WHAT MAKES OR BREAKS GROWTH? 
- 3% 
Brand 
Loyalty
2 
Have a repeatable process to evaluate the foundations’ impact on 
driving growth for the business 
Alignment of 
PEOPLE’s skills 
with business 
Ability to requirements 
constantly 
monitor the 
COMMERCIAL 
ENVIRONMENT 
Best 
ORGANISATIONAL 
STRUCTURE for 
cross-functional 
collaboration 
Cohesive 
CULTURE and 
WAYS OF 
WORKING to 
retain talent 
Fit for Purpose 
ASSETS & 
CAPABILITIES to 
support growth 
Perceived agenda 
strength of 
VALUE 
PROPOSITION in 
the market 
A combination of impartial 
assessment of capabilities 
coupled with qualitative 
statements extraction from 
within the teams (via interviews 
and targeted workshops) to 
arrive at a fair and holistic 
overview of the impact of each 
of these pillars on growth, 
benchmarked against industry 
peer group and best-in-class 
EXAMPLE OF KEY ORGANISATION’S PILLARS AFFECTING GROWTH
3 
Develop a simple and actionable priority list of the most impactful 
enablers of growth to drive change and reduce inefficiencies 
A clear overview of the most 
critical external and internal 
material issues based on their 
impact on financial performance 
that provides the ability to 
effectively prioritise future 
actions and subsequent 
improvement programmes 
EXAMPLE OF SCORECARD TO IMPLEMENT AND MONITOR 
IMPROVEMENT PROGRAMMES 
Red: 
Severe Problems 
exist or future 
problems may arise 
Yellow: 
Business foundations 
can be improved to a 
healthier level to 
contribute towards 
achieving growth 
Green : 
‘healthy’ components 
for the time being 
CULTURE & 
WAYS OF 
WORKING
Industry 1 landscape and challenges in managing performance 
2 An effective way through a challenging landscape 
3 The winning proposition 
4 How to find out more
What is the most effective way to achieve this? 
 LOW COST 
 RAPID ASSESSMENT 
 LOW IMPACT ON BAU & RESOURCES 
 ACTIONABLE OUTCOME 
 OUTSIDE-IN THINKING AND OBJECTIVITY
Industry 1 landscape and challenges in managing performance 
2 An effective way through a challenging landscape 
3 The winning proposition 
4 How to find out more
Interested? How to find out more… 
+44 (0) 20 3735 5762 
info@fifth-p.com 
We are Fifth P. Since 2011, we’ve worked with our clients in the FMCG & consumer product industries across 
Europe to create growth strategies that sustain long-term growth & leave lasting legacies
STRATEGY CONSULTING 
LEGACY • EXPERTISE • AGILITY • PASSION 
www.fifth-p.com

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Growth Enablers - Fifth P Industry Viewpoint

  • 1. FIFTH P Strategy Growth Enablers Assessment 1
  • 2. Industry 1 landscape and challenges in managing performance 2 An effective way through a challenging landscape 3 The winning proposition 4 How to find out more
  • 3. A combination of industry-wide issues and internal factors are impacting businesses’ performance… A challenging industry landscape Some of the most pressing issues in CEOs’ mind  Long-term market price deflation increases P&L volatility and erodes profit margins  Highly promoted market with increased shopper promiscuity and intensified retail price war  High proliferation of brands and commoditisation of the lager category is eroding brand equity  Changing consumer taste and a growing shopper attitude towards experimentation among younger drinkers further diminish loyalty to traditional lager brands  Difficulty in objectively assessing the impact of internal forces and team dynamics on performance  Challenge in connecting detailed performance metrics with the full P&L  Focus on creating strong innovation pipelines and brand building activities that keep the business from getting into trading wars that further deflates the market  How to inject brand value back into the portfolio through effective new launches and an holistic brand portfolio strategy  Need to rebalance trade and above the line investment to focus on base sales growth through the role of the shopper and consumer
  • 4. …with companies facing some long-lasting roadblocks in their quest for growth… Example 1 Example 2 DIFFICULTY IN CONTROLLING TRADE SPEND VOLATILITY AND LIMITING ITS IMPACT ON MARGIN EROSION INTANGIBLE INEFFICIENCIES CAUSED BY INHERENT FLAWS IN BUSINESS FOUNDATIONS  How do you measure the impact of collaboration and cross-functional interaction on your ability to perform in the market?  How do you evaluate how fit for purpose your organisational structure, processes and tools are in enabling growth?  How do you measure and create linkages between certain culture enablers and actual activities in the growth agenda? 35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% An example of beverage company TTraodpe 4 T Torpa 4de % of GTSrVade Exc MarTgoinp G 4i vMeargin % 2005 2006 2007 2008 2009 2010 2011 2012  Lack of visibility of true impact of price increases on long-term cost of trade  Inability to clearly ascertain which activities are growth enablers and which are growth detractors
  • 5. Industry 1 landscape and challenges in managing performance 2 An effective way through a challenging landscape 3 The winning proposition 4 How to find out more
  • 6. CEO’s can cut through the complexity and implement a new approach to bring clarity on growth enablers Achieve high level of clarity as to what drives growth and what detracts from it amongst the current activities of the business Have a repeatable process to evaluate the foundations’ impact on driving growth for the business Develop a simple and actionable priority list of the most impactful enablers of growth to drive change and reduce inefficiencies 1 2 3
  • 7. Achieve high level of clarity as to what drives growth and what detracts from it amongst the current activities of the business 1 + 2% - 5% - 2% - 2% + 10% NPDs Loss in Distribution  A clear process to decompose the structure of the P&L and the sources of growth  Evaluation of each of the current activities toward company performance  Assessment of external vs internal causes and linkages to foundations Loss of Listing Structural Increase in Cost of Trading Net Price Realisation WHAT MAKES OR BREAKS GROWTH? - 3% Brand Loyalty
  • 8. 2 Have a repeatable process to evaluate the foundations’ impact on driving growth for the business Alignment of PEOPLE’s skills with business Ability to requirements constantly monitor the COMMERCIAL ENVIRONMENT Best ORGANISATIONAL STRUCTURE for cross-functional collaboration Cohesive CULTURE and WAYS OF WORKING to retain talent Fit for Purpose ASSETS & CAPABILITIES to support growth Perceived agenda strength of VALUE PROPOSITION in the market A combination of impartial assessment of capabilities coupled with qualitative statements extraction from within the teams (via interviews and targeted workshops) to arrive at a fair and holistic overview of the impact of each of these pillars on growth, benchmarked against industry peer group and best-in-class EXAMPLE OF KEY ORGANISATION’S PILLARS AFFECTING GROWTH
  • 9. 3 Develop a simple and actionable priority list of the most impactful enablers of growth to drive change and reduce inefficiencies A clear overview of the most critical external and internal material issues based on their impact on financial performance that provides the ability to effectively prioritise future actions and subsequent improvement programmes EXAMPLE OF SCORECARD TO IMPLEMENT AND MONITOR IMPROVEMENT PROGRAMMES Red: Severe Problems exist or future problems may arise Yellow: Business foundations can be improved to a healthier level to contribute towards achieving growth Green : ‘healthy’ components for the time being CULTURE & WAYS OF WORKING
  • 10. Industry 1 landscape and challenges in managing performance 2 An effective way through a challenging landscape 3 The winning proposition 4 How to find out more
  • 11. What is the most effective way to achieve this?  LOW COST  RAPID ASSESSMENT  LOW IMPACT ON BAU & RESOURCES  ACTIONABLE OUTCOME  OUTSIDE-IN THINKING AND OBJECTIVITY
  • 12. Industry 1 landscape and challenges in managing performance 2 An effective way through a challenging landscape 3 The winning proposition 4 How to find out more
  • 13. Interested? How to find out more… +44 (0) 20 3735 5762 info@fifth-p.com We are Fifth P. Since 2011, we’ve worked with our clients in the FMCG & consumer product industries across Europe to create growth strategies that sustain long-term growth & leave lasting legacies
  • 14. STRATEGY CONSULTING LEGACY • EXPERTISE • AGILITY • PASSION www.fifth-p.com

Editor's Notes

  1. Not sure if this slide or slide 10 goes first. Personal opinion is this one, as don’t think you necessarily need to go down into the details on meeting one – these give sufficient detail to talk around, but should have the full case studies of these examples in appendix at least, if not as the next slide… Maybe need 2 X these slides Case study snapshot rules The pithy one-liner (orange text) A la Accenture ads, a pithy one-line summation of the project, ensuring £££ / % is detailed – one line overview of why we did it The Brief One line statement of issue Company logo Our Approach The three key things that we did, succinctly, clearly, using as little technical / etc. jargon as possible – i.e. make it accessible Lasting Impact Three key benefits to the approach – succinct, tangible, believable Will need input from you guys and Sahaj to refine the case studies in this format. Equally, will need to choose the right ones for Suntory