Adjusting the right levers in pricing can achieve an EBIT increase of 1 to 1.5 percentage points in a short time. This is demonstrated by numerous reference projects in the construction supply, medical, or retail industry.
The discipline of marketing has seemingly been in a perpetual phase of exploration and repositioning for decades. Despite many factors working in favor of marketing over the years, such as the measurability brought about by digitization and the acknowledged need for businesses to become more customer-centric (with “customer data is the new gold,” etc.), classical marketing disciplines have barely benefited from these developments.
The first major e-com crisis is a good time to adjust the business model and strategy
Google search returns close to 3 billion results for the keyword “strategy,” Amazon offers several 100,000 books and podcasts on “strategy,” nearly everything from chess play to war and sports right up to orchestra has been used to illustrate (or demonstrate)what (great) strategy looks like.
SDGs, ESG, 3Ps, CSR, CSRD, CO2, SBTi, DNK, GRI … WTF? What sounds more like a reprise of the Fanta 4 hit “MfG” triggers many question marks for companies that are starting to deal with their sustainability strategy.
Covid-19 was a turbo-catalyst in that many retailers introduced “omni-channel” virtually with a crowbar. Suddenly, tools and processes for online appointments were launched, curbside pickup was made possible, live shopping advice was introduced, and even the handling of QR codes, which had previously been unpopular and unused in Europe, became a matter of course.
It is difficult to imagine modern companies without the new world of work, which is much more flexible, self-determined and characterized by home office and digital working.