A breakthrough segment-based foodservice strategy accelerates growth
Case Study
Author: Mike Holcomb | 5 minute read
The Opportunity
Foodservice inside a retail led business is usually run as an account list rather than a channel. There are customers, there is revenue, and there is no definition of what a segment is, so there is no way to say which parts of the channel the company is choosing to win and which it is merely serving. Without segment definitions, there is nothing to set a measure against, and foodservice ends up sized by whoever answered the phone.
The Approach
TPG’s approach covered the following:
- Profiled the landscape: profiling the landscape covered customers, outlets, consumers and trends together, because a foodservice segment is defined by the operator and the eating occasion at once, not by trade class alone.
- Built the segmentation model: the segmentation model came with implications by function. A segmentation that does not tell marketing, sales and operations what changes for them is an academic exercise.
- Wrote the strategy and plan by segment: the strategy was written by segment and tied back to brand plans, which is the connection that was missing. Foodservice priorities that do not link to the brand plan lose every resourcing argument.
- Formalized the scorecard and resourcing: a scorecard and resourcing model were formalized so delivery continues after the strategy is signed off.
The Outcome
- Strategies and plans by segment
- An operational roadmap with owners
- List Item measures, and prioritization that survives the next planning cycle
