Advisory

Sales & Marketing

Marketing Strategy

Accelerating profitable growth through innovative marketing strategies is a key initiative for high growth companies. Companies capable of innovating in marketing strategies have the potential to unlock enormous value and create leadership in the industries. Their success reflects an insightful response to new customer behaviour as well as an ability to capture the potential of new business opportunities.

At Sinclair Adamson our experience has shown that marketers need to build on traditional marketing approaches that focus solely on functional benefits such as quality or reliability with the need to develop more enhanced marketing planning processes and customer relationship tools which identify, anticipate and satisfy customer needs through a fully comprehensive market orientation approach.

We advocate to our business partners that this approach, at times, means you revisit the drawing board and start again by addressing the deep and underlying needs of the customer: current and emerging! Our unique position on the board of our business partners across numerous industries provides us with unique insights into customer needs and how they are changing.

At the same time, Sinclair Adamson’s relationships with leading research institutions provides specific insights into emerging needs and supports our development of innovative customer-driven strategies. We also draw on our in-depth understanding of key marketing levers to ensure we help craft creative yet readily implemented marketing strategies.

Branding

Sinclair Adamson advocates that the most powerful brands deliver more than just a product or even an image; they deliver a coherent customer experience. We encourage our business partners to enter into the hearts and minds of their customers to develop an “experience”. When the experience is the brand, brand management touches nearly every aspect of the company. We work with key resources to develop a carefully coordinated approach to make sure our business partner’s operations are aligned with its brand promise. We call this approach “complete brand management” and is a key driver to maximising revenue and profitability.

Furthermore classic brand management is destroying value by failing to take into account the level of overall portfolio performance. Given that growing companies can concurrently manage numerous brands, it has become critical to actively manage inherently complex brand portfolios in order to maximize performance. Our experience has shown that optimizing a brand portfolio can increase earnings growth by 10 to 20 percent. We have developed an approach to help our business partners to more effectively manage portfolios and capture these values through efficient and effective marketing spend. We work closely with operational level staff to ensure we gain more for less. We further ensure budgets are allocated in a manner which do not impact brand performance and long-term brand equity. We advocate that managing your brand through an all encompassing framework becomes a profitable investment and not a cost.

Customer Insight

Sinclair Adamson aims to create a business which is able to translate market knowledge into profitable business solutions. We achieve this by assisting in the formulation of effective strategies across a range of marketing disciplines which include:

By harmonising the above with intelligence from a range of sources internal and/or external to the business allows an organisation to begin developing broad insights into customers and their needs. Our professional resources combine expertise in understanding complex business issues with an ability to arrive at tailored customer insights that lead to a deep understanding of customers. We relentlessly develop and apply leading-edge capabilities, including theoretical and technical applications, to uncover these insights.

Our starting point is a broad understanding of our business partner’s business and the particular challenges that they confront. By better understanding these issues, Sinclair Adamson’s resources are more suitably positioned to apply their skills. Through this we establish clear objectives that align with business realities, review the businesses existing research to assess the need for new work, and then determine which research approaches, designs, and analyses will generate the most actionable insights for the current business challenge.

Our research may include in-depth qualitative observational study, focus groups, or a major quantitative conjoint or choice study. In developing customer insights, we may also apply tailored, state-of-the-art processes to address specific issues, such as structural equation modelling for brand strategy.

Once the research data is in hand, we work with our business partners to interpret and synthesise data to generate and disseminate intelligence which can lead to actionable projects. Our expertise, along with our familiarity with both our business partner’s business and the marketplace, enable us to cull the most actionable insights from the research data generated. We provide a tailored solution that directly addresses the specific business objectives.

Customer Loyalty

Our deeply ingrained experience of driving profitability growth through improved customer loyalty has led to substantial increases in performance for our business partners. Our experience has shown that improving customer loyalty has clear, quantifiable benefits. Improving customer migration can bring up to four times the financial returns typically achieved by reducing attrition rates alone.

Yet as attitudes change, new competitors enter, and technology evolves, customer loyalty is declining across a broad range of industries. To meet this challenge, we work with our business partners in all sectors to develop high-impact approaches to boosting customer loyalty that will drive profitable growth. We achieve this by targeting the right source of customers through an improved loyalty program which refines and enhances the most powerful levers. To identify growth levers, we take a broad but measurable view of loyalty, focusing on patterns of customer migration and the change in customer value over time. Our unique approach contributes effectively to our business partner’s continued growth plans.

Our experience has shown that the factors that lead customers to migrate downward to lower-value products and services vary significantly across industries and from company to company. We work with our business partners to understand the primary drivers of downward migration in their customer base and identify the customers who offer the greatest opportunity for enhanced value.

A targeted customer loyalty program, one which addresses multiple profit levers, can reduce the value lost to downward migration by 20 to 30 percent. This translates into significant top- and bottom-line growth.

Customer Relationship Management

At Sinclair Adamson we advocate the need to win the battle of acquiring and retaining high-valued customers. One way of winning this battle is through CRM. We view CRM as a paradigm through which customer experience is managed to deliver high value. It is not a solution driven by technology despite the facts that technology is often an enabler towards the benefits that accrue from a well-crafted customer strategy, superior analytics, and innovative programs.

Over the years our specialist resources have worked with business partners to convert information about customers into a rich asset for performance improvement. The more complete an understanding our business partner has of its customer base, the more opportunity there is to use analytics to implement customer-facing initiatives in targeted ways that achieve measurable impact.

Building these strategic insights builds and translates a path of management focus within various areas of the business especially sales, marketing, and operations. For some of our business partners, managing customer attrition will be a strategically important economic lever; while for others, customer acquisition may be supreme. Our observation is that our business partners can better understand the customer behaviours and needs that drive economic improvement in those priority areas and formulate effective programs that create real value. High-impact program design begins with a body of experience, and is most effective when businesses employ a test-and-learn approach, using analytics and real results to improve program performance over time.

Effective CRM initiatives require management and discipline. As a result, we advocate that a business must invest in people and organisational processes along a broad range of distinct capabilities. They must also wisely employ cost effective technology solutions that enable, rather than encumber, effective customer relationship management.

Sinclair Adamson’s way is to understand the customer, design programs and deliver on the details by making sound business decisions.

We believe that successful CRM starts with intensive data analysis. We work with our business partner resources to highlight the value of different customer segments and the underlying drivers of that value by conducting a value-based segmentation. With the strategic insights from the customer analysis in hand, the next step is developing sales and marketing programs or customer experiences at the point of sales or service that generate economic impact with key target segments by crafting innovative programs focusing on customer acquisition, cross-sell, retention, loyalty, and customer service, based on deep customer insights, a rich body of experience, and industry best practices.

Since CRM programs can be complicated to implement, we help our business partners shape their marketing organizations and design processes to support and sustain successful programs. We also take the lead in selecting, implementing, and managing the technology platforms that support CRM. The information from a CRM program can often guide better operational business decisions at many levels of the organization. The key is to gather customer information at a broader set of touch points, perform in-depth analysis, and make critical information available to relevant stakeholders. CRM-based information can help shed light on marketing spending effectiveness, for example, or improve category management.

Marketing Organisation & Capability Building

The rapidly changing marketing environment is making it harder than ever for marketers to compete effectively in the SME sector. Many traditional approaches to organising the marketing function result in a group that can’t respond to evolving market complexity. Whether you are start up or a growing company our experience has stressed the importance of organising your marketing function to embrace growth. The winners in today’s market are able to rapidly identify and mobilise their assets and resources to capture new growth opportunities which link directly with their strategic objectives. At Sinclair Adamson our professional expertise enables our business partners to create a marketing organisation that contribute directly to growth.

Our approach generally begins with an analysis of the company’s strategic and profit goals. We work with senior management to dissect the business into relevant strategic business units and assign realistic profit goals; these elements help define the structure, skills, and style required for the new organisation. Rather than build generic capabilities, we build precision marketing capabilities designed to achieve targeted marketing and business goals.

Our programs can be grouped into three broad areas:

Integrated marketing capability building programs

Companies facing a discontinuity in their industry or a major strategic repositioning often need to significantly upgrade their overall marketing capability. We identify the two or three marketing skills a company must excel in to achieve its business objectives and develop a comprehensive program to pinpoint the talent, build the capabilities, and design the organisational processes and metrics required.

Process Driven Marketing Organisations

We help companies change their organisational approach to accommodate the greater complexities of on-line and off-line channels and keep ahead of market pace. This involves moving away from rigid structures to a team-based organisation that is process driven and is able to evolve rapidly. We focus on developing accelerated decision making processes and a more fluid structure. With enhanced processes and structures in place, our business partners are able to anticipate and build the specialized capabilities they need to drive pace ahead of the competition.

Functional skill development

When companies need to rapidly enhance a particular skill – pricing, CRM, branding, or sales and channel management, for example – we design a skill building program to help develop a world-class capability.

Sales & Channel Management

With the proliferation of new sales channels and technology-enabled selling, most companies now have the opportunity to transform the approach to selling. A lower-cost sales platform and improved customer service can actually drive incremental revenue. Through our experience we have developed leading-edge approaches to diverse sales challenges. We combine traditional Sinclair Adamson expertise in business strategy and customer profitability with a deep understanding of our business partner’s fundamental sales and channel issues: rapidly changing customer needs, evolving technology, selling models, multiple channel management, sales force and manager skill building, compensation and organisational issues, and innovative go-to-market strategies.

Strategies that Drive Profit

Our typical approach to strategy design involves equal focus on customer needs and the needs of the business. Understanding both customer segment needs and the business’s cost-to-serve requirements ensures profitability. We then work with operational resources to develop go-to-market strategies tailored for each customer segment. These strategies frequently involve selecting the right mix of selling models (consultative versus transactional) and selling methods (face-to-face versus technology-enabled).

In conjunction with the go-to-market strategy, we design a robust implementation plan that takes into account the roles, skills, capabilities, performance evaluation, and compensation changes required for business success. Using this approach, we have helped our business partners across a variety of industries achieve lasting improvements with their sales and channel strategies and infrastructures.