Commerce & Marketing

Almost every company runs into rough weather at some point. The causes are many , from poor economical circumstances in general to the disappearance of a valuable market or simple breakdowns in internal processes. All too often attention is focused entirely on the cost aspects and methods of recovering from the associated losses. We look at things differently, focusing on opportunity: is it possible to readjust the product/market combinations, for example by penetrating a new market segment, or rediscovering the firm's customers and their needs. In other words, the emphasis with these assignments is generally on the marketing aspects of the business in question, so that attention is turned to the outside.

Areas in which Custom Management are particularly active include fast moving consumer goods, business to business, wholesale & trace, retail and service provision.

Case histories of our successful involvement in our client's businesses are detailed below.

General Manager of a Purchasing Centre in the interior decoration sector. The problem: business structured as a cooperative, festering conflict with the former Director led to administrative stagnation.  CM's involvement: activities and strategy were analysed and adjusted, hobby projects suspended, conflicts with various stakeholders resolved, long-term accommodation secured. Internal organisation reinforced. Outcome: everybody is singing from the same song-sheet, and the centre is running more smoothly than ever before.

General Manager of an A brand sustainable consumer product. The problem: despite a strong brand, a systematic decline in turnover and falling results. CM's involvement:  repositioning in retail channels, development of own retail outlets and new sales concepts. Also an emphasis on the core products, streamlining of processes and active product innovation. Outcome: renewed growth and a return to profitability achieved within 19 months.

General Manager with a multinational subsidiary. The problem: years of losses, neglect of clients and internal organisation, partly due to changes in top management. CM's involvement:  client communications processes were modified and restructured, account plans drawn up and the internal organisation provided with an improved structure. Outcome: improvements in client relations, longer-term contracts agreed with customers and internal and external trust in management restored.

Sales Director with an independent subsidiary of a multinational. CM's brief: to determine how a unique, self-developed product should be marketed. CM's involvement:  a strategic marketing plan was developed and a suitable communications strategy implemented, the distribution policy was matched to the target group and a shop-in-shop concept rolled out in collaboration with internationally renowned retailers.

Marketing Director with a major dealer  handling an iconic brand. CM's brief: use strategic reorientation to exploit the brand and allow the dealer to benefit from "brand power". Outcome: a professional marketing department was set up, and customers approached via an innovatory, non-traditional marketing strategy.