Case Study
Author: Liz Mayer | 5 minute read
The Opportunity
A global strategy arriving in a large local market usually survives translation and dies in application. The strategy is sound, the market team agrees with it, and then customer planning carries on the way it always has, because the planning process was never rebuilt to carry the new strategy.
The tell is informal planning: strong relationships, good instincts, and no shared artifact, so the growth story that leadership approved never actually reaches the buyer.
The Approach
TPG led a JBP-CBP Business Planning project for a global foods company, rooted in the following steps:
- Evaluated processes and collaboration together, recognizing that informal planning is fundamentally a collaboration challenge before it becomes a process challenge.
- Designed and built revised tools, templates, and training materials rather than selecting off-the-shelf solutions, ensuring the process aligned with the market's actual customer portfolio and business needs.
- Piloted the new process with teams serving three of the largest U.S. retailers, deliberately sequencing deployment to the highest-stakes accounts to demonstrate effectiveness and build organizational credibility.
- Trained and enabled the broader organization to adopt the process, resulting in the top ten customer teams operating under a single, standardized process with customer-level key performance indicators aligned across teams.
Designed to Deliver
One planning process across the top ten customer teams, aligned measures at customer level, and a growth story that now reaches the buyer.
TPG trained their teams to go from tactical (all the time) to strategic (to plan) and tactical (to execute).
Joint Business Results
Distribution
Incremental Revenue
