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In the consumer industry, the sales channels are diverse and each type of store plays a specific role in defining the distribution and sale strategy. A correct retail classification of existing stores in a country is key to developing an optimal Route to Market (RTM) strategy, the definition of the ideal assortment by channel and store, the definition of the trade marketing strategy and budget by commercial channel, and even the development of programs relationship and customer incentives by channel. Here we describe a typical retail classification of mass consumption stores in Latin America. Hypermarkets They are even larger than supermarkets and offer a more extensive range of products, including appliances, clothing, other household items, and a full selection of food products. Size: They are the largest, with surfaces that often exceed 2,500 square meters, reaching 10,000 square meters or more. Variety of products: They offer a wide range of products that not only include food and beverages, but also appliances, clothing, electronics, and household items. The offer is extensive in almost all product categories. Additional services: Hypermarkets often include services such as cafeterias, food courts, banks, pharmacies, and ample parking. Its focus is on providing a comprehensive shopping experience where the consumer can purchase all the necessary products in one place. Originally from France, Carrefour is one of the largest and most well-known hypermarkets in the world. It offers a wide variety of products including food, electronics, clothing and household items. In addition, many of its locations include additional services such as gas stations, banks and pharmacies. Discount stores (Hard Discount) The concept of "hard discount" refers to a type of retail store that focuses on offering extremely low prices on a limited range of products, often private label or lesser-known brands. This business model is based on reducing operating costs and simplifying operations in order to offer lower prices than traditional supermarkets and stores, often because products are close to their expiration date, are in excess stock or have damaged packaging. Limited Product Variety: They offer a limited assortment of items, often between 1,000 and 2,000 SKUs (stock-keeping units), compared to the 20,000 to 30,000 SKUs that can be found in traditional supermarkets. Private Label: Much of the inventory consists of private label or exclusive brands, which helps keep prices low. Smaller Store Format: Stores are generally smaller than conventional supermarkets and are simply designed, with minimalist decor and basic shelving. Pricing Strategy: They focus on offering the lowest possible prices, sacrificing the variety and presentation of the products. Reduced Service: They minimize service costs, offering fewer employees per store and fewer additional services. Aldi is a classic example of a hard discount chain originating in Germany. Aldi focuses on keeping operating costs low and offers a limited selection of products, mostly private or exclusive brands. Their stores are smaller and with very basic decoration, focused on offering low prices. Discount Clubs / Wholesale They are large establishments that sell products in high-volume formats or in multiple packages, generally at reduced prices. They are aimed at both consumers who want to save by purchasing in large quantities and small businesses and restaurants. A prominent example of a discount club is Costco , based in the United States. Costco operates under a membership model and specializes in selling products in large quantities and in bulk, often at very competitive prices. In addition to food and everyday consumer products, Costco also sells electronics, furniture and jewelry, among others. Supermarkets They are large establishments that offer a wide variety of food and non-food products. Supermarkets usually include sections for fresh, frozen, packaged products, as well as hygiene and cleaning products. Size: Generally, supermarkets are smaller in size than hypermarkets, ranging between 400 and 2,500 square meters. Variety of products: Although they also offer a variety of products, supermarkets focus more on food, drinks and everyday products, including cleaning and personal care products. The selection of non-food products is more limited compared to hypermarkets. Additional services: They may include some additional services such as pharmacies or lottery outlets, but to a lesser extent than hypermarkets. Their focus is on convenience and accessibility for daily or weekly shopping. In the United States, Kroger is a typical example of a supermarket. It offers a wide range of products, from fresh and packaged foods to pharmaceutical products. Its stores are medium in size and are designed to provide a complete but more localized shopping experience than a hypermarket. Minimarkets Minimarkets or larger convenience stores occupy an intermediate place between supermarkets and grocery stores or neighborhood stores in terms of size, variety of products and services offered. Mini markets are ideal for consumers who are looking for more variety than what a grocery store can offer without the need to go to a larger supermarket. Their size and offering make them convenient for everyday or small purchases, and they are strategically located to serve specific communities with accessibility and extended hours. Size: Mini markets usually have a size that varies between 100 and 400 square meters. They are larger than a supermarket but smaller than most supermarkets. Variety of products: They offer a wider selection than grocery stores, including a reasonable variety of foods, drinks, personal hygiene and cleaning products, but without reaching the diversity or quantity that supermarkets handle. They often have a limited fresh produce section such as fruits, vegetables, and sometimes meats and dairy. Additional services: They can offer some basic services such as mobile phone recharging, sale of public transport cards or even small cafes or fast food areas. They are typically located in residential areas or near offices, offering convenience for quick purchases or outside of typical business hours. In Costa Rica, a good example of a minimarket is the AMPM chain. This type of establishment combines the characteristics of a convenience store with some elements of a small supermarket, offering a practical and quick solution for daily or emergent purchases. Open markets or fairs These markets can be daily or weekly and are usually outdoors or in semi-permanent structures. They offer fresh products directly from producers, including fruits, vegetables, meats, and dairy products. Supplies or Neighborhood Stores The term "supply", "bodega" or "neighborhood store" refers to small commercial establishments that sell essential products for daily consumption, such as food, drinks and some personal hygiene and cleaning items. These stores are typically operated by individuals or families and are located within residential communities, providing quick access for every day or last-minute purchases. Size: Supplies are much smaller, generally less than 400 square meters, often not exceeding 100 square meters. Variety of products: Its offer is mainly limited to essential and rapidly consumed products, such as basic foods, beverages, and some cleaning and personal care products. They do not usually have a wide range of brands or specialized products. Additional services: Supplies generally do not offer additional services. Its main advantage is proximity and convenience for quick or last-minute purchases. Throughout Latin America, this type of store is usually called by different names such as Almacenes (Argentina, Uruguay, Chile), Abarrotes or Changarros (Mexico), and Pulpería (Central America). Convenience stores They are smaller stores than supermarkets, often located at gas stations or in dense urban areas, and are designed for quick and convenient shopping. These stores are usually open for longer hours than traditional supermarkets, offering a limited range of fast-moving products. 7-Eleven is best known as a convenience store that in many locations operates out of service and fuel stations, offering a variety of basic foods, beverages, and other essential products, along with additional services such as ticket sales, payment of bills and phone recharges. Specialized stores They include bakeries, butcher shops, cheese shops, and others that specialize in a particular type of product. These stores offer high-quality products that are often locally produced or artisanal. Organic and health food stores Specializing in organic, natural, ecological, sustainable products free of chemical additives, these stores attract a segment of consumers concerned about health, well-being, and environmental sustainability. e-commerce It includes marketplaces, online supermarkets, and food delivery services that allow consumers to make their purchases from home and have them delivered to their doorstep. This modality has gained popularity and expanded rapidly in recent years. Conclusion In conclusion, the correct classification of stores in the mass consumption industry is essential to maximize the efficiency and effectiveness of commercial operations. By understanding and differentiating the various types of stores, companies can tailor their products, marketing, and distribution strategies more precisely for each channel. This not only optimizes inventory management and logistics but also improves the consumer's purchasing experience, strengthens business relationships, and increases the ability to adapt to market changes. Ultimately, proper store classification contributes significantly to the success and sustainability of companies in the competitive mass-consumption environment.

In the fast-paced consumer industry, strategic business planning is essential for survival and growth. Two critical components of these strategic frameworks are Go to Market (GTM) and Route to Market (RTM) strategies. While they may appear similar, their functions and impacts on business are clearly different. This article aims to explain the differences and how they interact to drive business success. What is Go to Market (GTM)? A Go to Market (GTM) strategy is essentially a plan that defines how a company will reach and deliver value to its customer segments. This strategy covers all aspects of the marketing and commercialization processes, from knowledge of the consumer and their needs, identification of the target market, positioning and communication strategy of the brands to the promotion, distribution and sale of the products. For example, a beverage company might use a GTM strategy to decide whether to focus on a premium product line for upscale restaurants or an economy line for supermarkets. The GTM strategy is crucial as it sets the direction and tactics of how the product will be introduced and sold in the market. GTM is essentially the roadmap that guides a company from the conception of a product to its launch. What is Route to Market (RTM)? Route to Market (RTM), on the other hand, focuses specifically on the distribution strategy and supply chain needed to get products from the manufacturer to the end consumer. RTM addresses fundamental questions such as how to physically reach the market, what distribution and marketing channels and delivery models to use, and how to efficiently manage logistics and inventory. This strategy deals with optimizing distribution channels, improving logistics efficiency and building strong partnerships with retailers or distributors. For example, a cosmetics company's RTM might focus on whether to distribute its products through salons, retail stores, or direct online sales. The RTM strategy ensures that once a customer decides to purchase, the product is available in the right place at the right time. It is the operational infrastructure that allows the GTM strategy to be carried out successfully. For a consumer company, Trade Marketing actions or initiatives or success photos (assortment, merchandising, display or sales drive, etc.) are fundamental aspects of RTM. Key differences between GTM and RTM: While both strategies aim to improve market reach and profitability, they focus on different stages of customer engagement. The GTM strategy consists of defining what will be offered to the market, to whom and how. In contrast, RTM strategy deals with execution, ensuring that once the market strategy is defined, logistics are aligned to meet those objectives efficiently. For example, a technology company may have a GTM strategy that focuses on selling through online platforms, while the RTM strategy would ensure logistics setup for express delivery services like Amazon or drop shipping. Specifically, we can see the following differences: Strategic Focus : GTM focuses on overall marketing strategy, including market segmentation, product positioning, pricing, and promotion. On the other hand, RTM focuses on the practical execution of that strategy, ensuring that the Products reach customers through the appropriate distribution channels efficiently and profitably. Scope: GTM covers a broader range of activities, from market research and product development to advertising and sales. RTM is mainly limited to supply chain management and physical distribution of products. Flexibility: GTM is more flexible and strategic as it can adapt to different markets, customer segments and competitive conditions. On the other hand, RTM tends to be more structured and operational, as it focuses on the practical implementation of the distribution strategy. Relevance for FMCG companies: In the context of FMCG companies, both GTM and RTM are critical to business success. A strong GTM strategy allows the company to identify market opportunities, differentiate its products, and effectively reach target customers. On the other hand, an efficient RTM strategy ensures that products are available in the right places, at the right time and in the right quantities to meet market demand. How GTM and RTM complement each other Despite their differences, GTM and RTM strategies are far from isolated; They are interdependent and must be aligned for effective market penetration. A well-designed GTM strategy will fall short without an equally strong RTM strategy that ensures products are accessible and deliverable as promised. For example, Apple's launch of a new iPhone benefits greatly from a synchronized GTM and RTM strategy, in which the hype is aligned with global availability in stores and online, ensuring that customers can buy the device as soon as it is launched. We are going to use two practical examples to illustrate the differences between Go-to-Market (GTM) and Route-to-Market (RTM) strategies, focusing on a consumer electronics company and a snack brand. These examples will help clarify how each strategy plays a different role in a company's market strategy. Example 1: Consumer electronics company GTM Strategy: GTM's strategy focuses on how the smartwatch is presented and perceived to potential customers, with the goal of creating demand through targeted marketing and clear value communication. Product: A new smart watch with advanced health monitoring functions. Target Audience: Health-conscious consumers ages 25-40 who already use or are interested in fitness technology. Value Proposition: Offers unique features such as blood pressure monitoring, sleep quality analysis, and integration with multiple fitness apps. Sales and Marketing Plan: The launch campaign includes online ads targeting fitness forums and social media, collaborations with health influencers, and demos in tech stores. RTM Strategy: The RTM strategy ensures that, once demand is created, the product is readily available and accessible to consumers, handling the practical aspects of product distribution and availability. Distribution channels: Mainly sold through online platforms such as Amazon, the company's own website, and large electronics retailers. Logistics: Partner with a logistics company to manage inventory and ensure next-day delivery capabilities, improving customer satisfaction. Retail Partnerships: Enter into agreements with major electronics retailers to provide space for product demonstrations, staff training to explain product features effectively, and promotional displays during the launch period. Example 2: Snack brand In this example, the GTM strategy is to communicate the benefits and unique selling points of organic potato chips to spark interest and create demand in the market: Product: A new line of organic gluten-free potato chips. Target Audience: Health-conscious snackers and consumers with gluten intolerance. Value Proposition: A tasty and healthier alternative to traditional snacks, made with all-natural and non-GMO ingredients. Sales and marketing plan: Use point-of-sale promotions, free samples at grocery stores, and social media campaigns focused on health and wellness lifestyle. The RTM strategy ensures that these chips are physically available where your target customers shop, focusing on the best ways to physically get the product to these customers and maintain quality and freshness: Distribution channels: Available in organic food stores, conventional supermarkets and online grocery platforms. Logistics: Develop partnerships with distributors who specialize in organic products to ensure wide availability and maintain product freshness. Retail Partnerships: Secure prime shelf space in high-traffic areas of stores, particularly those known for a larger selection of health-focused foods. Conclusion These examples show that, while the GTM strategy consists of defining and communicating the product's market proposition to generate demand, the RTM strategy focuses on the operational and logistical aspects necessary to satisfy this demand efficiently. Both strategies must be well coordinated to ensure successful market entry and sustainable sales performance. Understanding the nuances between marketing and route-to-market strategies is key to the success of any company in the consumer industry. Both Go to Market (GTM) and Route to Market (RTM) are critical components of a consumer goods company's marketing and distribution strategy. While GTM sets the overall strategic direction, RTM provides the operational infrastructure necessary to bring that strategy to reality. Understanding the differences between these two concepts is essential to designing a comprehensive strategy that maximizes success in a competitive and constantly evolving market. The TMC Consultores team can help you evaluate and/or redesign your company's Route to Market, to guarantee the success and long-term sustainability of the business.

What is business process optimization? Business process optimization refers to improving the efficiency and effectiveness of how a company carries out its daily operations. This involves identifying areas that can be improved , eliminating unnecessary steps, and streamlining procedures to achieve faster and higher quality results. It is essential in the context of international expansion, as it helps a company adapt and grow more efficiently in new markets. Benefits of business process optimization Business process optimization has a significant impact on a company's operational efficiency. By improving the way daily tasks are carried out, the time required to complete them can be reduced, which in turn increases productivity. Additionally, process optimization helps minimize errors and redundancies, leading to a smoother and more profitable operation. Some key benefits of process optimization include : Reduction of operating costs Increase in the quality of the product or service Improvement in customer satisfaction Creating a competitive advantage Maintaining consistent quality in business processes is key to ensuring your company runs smoothly across international markets. This translates into reliable products and services that satisfy customers anywhere in the world. Process optimization helps you identify areas of improvement and implement changes that make your company more efficient and effective. By focusing on improving quality and consistency, you will be strengthening the foundation for your international expansion. If you are looking to expand your business, process standardization is key to reducing costs and times, and to guarantee that the quality of your product or service is not lost. By improving the efficiency of your operations, you can save money and complete tasks faster. Some advantages of optimization are the elimination of unnecessary processes, the identification of areas for improvement, and the efficient allocation of resources. Don't underestimate the positive impact it can have on your expansion! Steps to implement process optimization Following a step-by-step approach to process optimization is essential for several reasons. First, it provides a structured framework that helps avoid omissions and errors. By following a roadmap, all relevant aspects of the process are addressed, from identifying areas for improvement to implementing solutions. Additionally, a systematic approach allows for greater clarity and understanding of the entire process, facilitating informed decision making. It also helps identify bottlenecks and inefficient areas, which is essential to achieving significant improvements. Identification : Start by identifying a specific process that requires improvement. Ask yourself about the end goal of the process, the activities involved, the related departments and officials, and the information that flows between the steps. Reassessment : Map the process and consider how the steps are performed. Examines details such as resource usage (paper, time), the total duration of the process, and points where stops or errors occur. Optimization : Look for ways to improve. Is there a more efficient way to carry out the process? How can you reduce the time wasted on corrections and resumes? Implementation : Apply the identified improvements and evaluate their impact on the process. Continuous monitoring : Process optimization is not a one-time event; you must continue to evaluate and adjust to maintain efficiency over time What are common mistakes when optimizing processes? When optimizing processes, it is essential to avoid certain common mistakes to achieve effective results. Some of these errors include: Not clearly defining objectives and processes : It is crucial to establish clear objectives before starting any optimization. Without clear direction, it's difficult to know what to improve and how to achieve it. Ignore process automation : Automation can streamline repetitive tasks and free up human resources for more strategic activities. Ignoring this possibility can limit optimization potential. Don't involve the entire team : Process optimization should be a collaborative effort. Involving all stakeholders, from employees to management, is essential to identify areas for improvement. Not measuring and evaluating results : Without monitoring and evaluation, we will not know if the improvements are working. It is important to establish key performance indicators and regularly monitor results. Not being open to change : Resistance to change can hinder optimization. It is essential to be willing to adapt and modify processes as necessary. Not training the team : Optimization involves changes in the way of working. Training the team to understand new processes is essential for success If you need help optimizing your business processes, do not hesitate to write to us at Contacto@tmcconsultores.com

A Buyer Persona is a semi-fictional representation of your ideal customer based on real data and some educated guesses. Include details such as demographics, behavior, motivations, and goals. It is more than just a customer profile, as it focuses on the why behind consumer decisions. The Buyer Persona is an essential tool for any company that wants to better understand its customers and offer them products and services that meet their needs. In an increasingly competitive world, companies that understand and effectively apply the Buyer Persona concept will have a significant advantage. Despite the fact that more than half of the global Marketing investment is going through Sales Channels, companies continue to invest much more in market research related to Consumption and Brand Image and Communication and very little in relation to who and how purchasing decisions are made in physical and digital stores. That is, companies know a LOT about their Consumers and very little about their Shoppers. The importance of the Buyer Persona The Buyer Persona is a powerful tool for mass consumption manufacturing companies and retailers for several reasons: Deep customer understanding : Allows companies to better understand their customers, their needs, wants and behaviors. This can help companies create products that meet their customers' needs more effectively. Market segmentation : Helps companies segment their market more effectively and direct their marketing and sales efforts to the most relevant customer groups. Personalization : Allows companies to personalize their communication and offers for different Buyer Personas, which can result in a higher conversion rate and customer loyalty. Product Development : Helps companies identify opportunities for new products or improvements to existing products based on the needs and wants of their Buyer Personas. Who do you want to buy your brand? They may be the same person you want to consume your product, but they must be considered from different perspectives, because while the Consumer shows consumption habits, the buyer has purchasing habits and by crossing both information we can have surprising findings. The understanding of the Target Shopper goes from the most general related to the category to the most particular. We must know not only how and when it buys the brands of a category, but also what other categories it buys, -complementary categories- (rum and cola is one of my favorites) or, on the contrary, are there substitute categories? In a recent study we determined that in one of our clients' markets, rice and pasta were substitutes for a certain profile of Shoppers, especially when given the opportunity to compare prices. Both our client and the Retailers were very happy with this find! Our obvious recommendation that generated a positive impact on sales was to put the two categories in different aisles. How to build the Buyer Persona for your category or brand? Creating a Buyer Persona involves a series of steps that require research, analysis and creativity. Here is a step-by-step process to create a Buyer Persona: Research : The first step is to gather information about your current and potential customers. This can include demographics, purchasing behaviors, needs and wants. You can obtain this information through surveys, interviews, sales and marketing data analysis, and other market research sources. Analysis : Once you have collected the information, the next step is to analyze it to identify patterns and trends. This will help you better understand your customers and identify the different segments of your market. Creating profiles : Based on your analysis, you can start creating profiles for each of your Buyer Personas. Each profile should include details such as age, gender, location, income level, interests, purchasing behaviors, motivations, and goals. Validation : Once you have created your profiles, it is important to validate them with real data. This may involve comparing your Buyer Personas to your current customers to see if they match, or conducting further research to confirm your assumptions. Implementation : Finally, you can start using your Buyer Personas in your marketing and sales strategies. This may involve personalizing your messages and offers for each Buyer Persona, segmenting your marketing and sales campaigns, and developing new products that meet the needs of your Buyer Personas. Remember, Buyer Personas are dynamic tools. You should review and update your Buyer Personas regularly to ensure they remain relevant and useful. I hope this helps you create your own Buyer Personas! If you have more questions, don't hesitate to ask. We are here to help you!

Importance of business process optimization in emerging markets Optimizing business processes in emerging markets is crucial to improving the efficiency and competitiveness of companies in developing environments. By focusing on process optimization, organizations can reduce costs, increase the quality of their products or services, and meet changing market demands more effectively. Additionally, this practice encourages innovation and business agility, which is essential for quickly adapting to constantly evolving market conditions. Staying agile and efficient is the key to success in emerging markets! Identification of areas for improvement To identify areas for improvement in business processes in emerging markets, it is key to conduct a thorough evaluation of all current operations and procedures. Here are some important points to keep in mind: Closely observe each stage of existing processes and detect possible bottlenecks or inefficiencies. Analyze relevant data and metrics to identify areas where improvements can be made. Gather feedback from employees and customers to get a complete view of weaknesses and opportunities for improvement. Implement monitoring and control systems to constantly monitor the performance of processes. Be open to the innovation and changes necessary to continually optimize your business processes in emerging markets. Analysis and evaluation of current processes To analyze and evaluate your business's current processes in growing markets, it is essential to understand what stage they are at. Some important keys to consider are: Identify processes that are working efficiently and those that require improvement. Evaluate the effectiveness of existing processes in terms of productivity and quality. Determine if established procedures are being followed or if there are deviations that affect performance. Analyze how processes align with the company's objectives and goals. Perform continuous evaluation to ensure processes remain optimized and relevant in a dynamic business environment. Implementation of technology in optimization To achieve effective optimization of business processes in emerging markets, the implementation of technology is essential. Here are some important keys to consider: Technology can help streamline processes and improve the overall efficiency of your business. Automating repetitive tasks using specialized software can save you time and resources. Proper training for your team in the use of technology is crucial to maximizing its benefits. It is important to conduct a regular evaluation of the technology implemented to ensure that it remains effective. Technology can provide valuable data that will help you make informed decisions for the continuous optimization of your processes. Staff training and development In emerging markets, staff training and development is crucial to the success of companies. Here are some important keys to keep in mind: Invest in training: Providing learning opportunities to your employees helps them improve their skills and performance in their roles. Promotes development: Encouraging professional growth within the company motivates employees to achieve their goals and contribute more effectively. Set clear goals: Defining specific, measurable objectives helps guide employees in their progress and focus. Offer constructive feedback: Effectively communicating achievements and areas for improvement helps employees grow and develop. Encourage teamwork: Encouraging collaboration and communication between team members strengthens cohesion and effectiveness at work. Measurement of results and necessary adjustments Measuring results is crucial to knowing if your changes are working. You must analyze metrics such as efficiency, quality and customer satisfaction. If you notice that something is not right, don't hesitate to make adjustments. Remember, continuous improvement is key! Success stories in emerging markets Before making decisions in your business, it is useful to know success stories in emerging markets. Studying how other companies have succeeded can give you ideas to improve your own process. See how these companies have managed to grow and adapt to the challenges of emerging markets. Learning from the successes of others can give you an advantage on your path to optimization! Tools and software for process optimization Process optimization is facilitated with specialized tools and software. Some common options include: Business management software: Helps coordinate different parts of a business. Automation tools: Simplify repetitive tasks and save time. CRM Systems: They facilitate customer relationship management. Project management platforms: They allow better organization and monitoring of tasks. These tools are essential to improve efficiency and productivity in emerging markets. Importance of adaptability in changing environments Adaptability in changing environments is crucial to the success of businesses in emerging markets. It allows companies to quickly adjust to new situations and stay competitive. When companies are adaptable, they can respond effectively to market changes, customer demands, and emerging trends. The ability to adapt translates into flexibility and agility to make the right decisions in times of uncertainty. By being adaptable, a company can: Identify opportunities for improvement and adjust your processes quickly. Respond quickly to changing customer needs. Stay updated with the latest market trends. Promote continuous innovation in your operations. Achieve sustainable competitive advantages in volatile environments. Adaptability is not only desirable, but essential to survive and thrive in constantly evolving business environments. Summary and next stages To summarize, in emerging markets, business process optimization is crucial to success. Identify areas for improvement and set clear objectives. Implement appropriate technologies and train your team to maximize efficiency. Be sure to measure results and adjust as necessary. In the next stages, we will delve into specific strategies and practical examples to apply these concepts in your business environment. Move forward with confidence!

What is business innovation? Business innovation refers to the creation of new ideas, products or processes within a company to improve its operation and stand out in the market. It may involve developing new products, implementing advanced technologies, optimizing internal processes, or adopting innovative strategies to achieve success. Business innovation is essential to stay competitive in a constantly evolving business environment and to meet changing customer needs. The role of operational excellence in global success Operational excellence is key to the overall success of a business. It is about optimizing processes, reducing costs and improving the quality of products or services. By implementing operational excellence, companies can achieve greater efficiency in their operations, allowing them to compete more effectively globally. Some benefits of operational excellence include : Costs reduction Quality improvement Productivity increase Greater customer satisfaction Greater agility to adapt to market changes In short, by prioritizing operational excellence, companies can better position themselves for success in an increasingly globally competitive business environment. The impact of consulting on operational excellence Operational excellence consulting can have a significant impact on the performance and efficiency of a business. By implementing improved practices and processes, companies can reduce costs, increase productivity and the quality of their products or services. In addition, operational excellence consulting provides organizations with the necessary tools to adapt to an increasingly competitive and globalized business environment. Benefits of business transformation Business transformation can improve the efficiency of your business and its ability to adapt to market changes. Some key benefits include: Increased productivity and profitability Improvement in customer satisfaction Greater agility and response capacity in unexpected situations Greater competitiveness in the global market These benefits can help your business achieve global success by adapting to the changing demands of today's business environment. Strategies to implement innovation and operational excellence To implement innovation and operational excellence in your business, it is crucial to work on effective strategies. Here are some key tips to achieve this: Establish a work team dedicated to innovation and continuous improvement. Foster a company culture that values creativity and innovative thinking. Invest in technology and tools that drive operational efficiency. Train your staff in new methodologies and operational practices. Stay up to date with the latest market trends and adapt your business accordingly. Examples of companies that have been successful with transformation Large companies like Amazon, Microsoft, and Google are prime examples of companies that have achieved great success by transforming their processes. These companies have demonstrated how innovation and operational excellence can drive global success. Key steps to optimize internal processes To optimize your business's internal processes and achieve operational excellence, it is essential to follow certain key steps. Here are some actions you can take: Identify areas for improvement: Analyze your current internal processes to identify possible inefficiencies. Set clear objectives: Define specific goals that you want to achieve by optimizing your processes. Implement technology: Use technological tools that can automate tasks and simplify the operation. Staff training: Provide your team with the necessary training to adapt to new processes and technologies. Measure and monitor: Set key performance indicators to measure the success of your improvements and constantly track them. Measuring progress and results Measuring progress and results is essential to evaluate whether the strategies implemented are working. By tracking key performance indicators, you can determine if the actions taken are generating the desired results. Some common ways to measure progress include sales analysis, customer satisfaction, and operational efficiency. This data provides valuable information to continually adjust and improve your business operations toward overall success. Tools and technologies to drive operational excellence To drive operational excellence in your business, it is essential to use specialized tools and technologies. Some effective options include: Business management software that optimizes processes and increases efficiency. Automation systems to speed up repetitive tasks and reduce errors. Data analysis tools that provide valuable information to make informed decisions. Real-time tracking technologies that allow performance to be monitored and deviations proactively corrected. Collaboration platforms that facilitate communication and coordination between work teams. By implementing these tools and technologies effectively, you can transform your business and lead it to global success. Summary and final advice In short, innovation and operational excellence are crucial to the overall success of your business. Here are some final tips you can put into practice: Prioritize continuous innovation to keep your business relevant in a constantly evolving market. Foster a culture of continuous improvement among your employees to drive operational excellence. Invest in technology and training to keep your company up to date with the latest trends and business practices. Stay flexible and open to change to quickly adapt to new market conditions. Regularly measure and evaluate your processes and results to identify areas for improvement and growth opportunities. Remember that innovation and operational excellence are the key to transforming your business and achieving global success!

Observing the purchasing behavior of your target customers is a very useful resource to optimize the assortment, the store layout, design planograms, adjust operational processes, improve the quality of customer service and the shopping experience in the store. One of the greatest experts on microexpressions and body language is Paul Ekman, an American psychologist who has dedicated his career to studying the relationship between emotions and facial expressions. Ekman developed a system to classify microexpressions into seven universal categories: joy, sadness, anger, disgust, surprise, fear, and contempt. According to Ekman, these emotions are innate and manifest similarly in all cultures and contexts. Ekman's work has had a great influence in the business field, especially in the entertainment and tourism sector. For example, Disney has applied its principles to optimize the customer experience at its theme parks, hotels and shows. By observing visitors' microexpressions and body language, Disney employees can detect their needs, preferences and expectations, and offer them personalized, quality service. Thus, Disney manages to create an emotional connection with the customer and build customer loyalty. Other companies that have used Ekman's techniques to improve customer experience include Apple, Microsoft, Coca-Cola, Hilton, Starbucks and Amazon. These companies have implemented facial recognition and voice analysis systems to measure consumers' emotions and adapt their offers, products and services to their tastes and demands. In this way, companies can increase customer satisfaction, trust and loyalty, and generate more revenue and profits. Uses of behavioral observation to increase sales Observing customer behavior in the store can be done with the naked eye or with the use of cameras, sensors and other technologies that allow you to record and analyze consumers' movement, attention and purchasing patterns in greater detail. The analysis of behavior patterns in the store will allow you, among other things: 1-Maximize income from the sale of communication spaces in stores: Identify the most visited, traveled and profitable areas per store, as well as the areas that generate less interest or are underutilized by day of the week and time of day. Our Machine Learning algorithm allows you to automatically adjust the communication price by corridor or store sector during the day according to the traffic and relevance of the category in the purchase mission. 2-Increase the effectiveness of promotional activities, new product launches, and in-store communication: Know the profile, preferences, needs and consumption habits of the different customer segments that come to each store, and decide to buy your category and/or your brand. Evaluate the impact of promotions, offers, discounts, launches, exhibitions and other commercial actions on customer behavior and purchasing decisions, to learn for the future. Define the best location in the store for the communication and display of each category. Break with the automatic purchasing behavior of brands considered “source of business”, positively surprising the Shopper with a stimulus from your brand. Adapt the communication style and tone of voice to the client's emotional state. 3-Increase customer satisfaction and loyalty to the store: Reduce time in lines and transit between categories present in the same purchasing mission. Offer personalized solutions and suggestions based on customer preferences and needs. Create a pleasant and comfortable environment that invites the customer to stay longer in the store. Generate trust and empathy with the client, showing interest, respect and honesty. 4-Improve conflict resolution and quality of customer service Use persuasion and sales closing techniques that fit the client's profile and moment. Increase customer satisfaction, loyalty and recommendation, offering a personalized, agile and pleasant shopping experience. Conclusion In conclusion, behavioral observation of the shopper is a fundamental tool for mass consumption manufacturers and store networks that want to increase their sales and profitability. By correctly interpreting customers' non-verbal cues, you can improve conflict resolution, quality of service, persuasion, closing sales, and customer satisfaction. At TMC we can give you support to evaluate the purchasing experience of your target customers. Just write to us at contacto@tmcconsultores.com

Accelerating Commercial Transformation to incorporate new capabilities into our teams has proven to be of vital importance - and even survival in some cases - to continue being competitive in this new world full of VUCA - Volatility, Uncertainty, Complexity and Ambiguity. The economic, social, and even emotional effects of the crisis of recent years have caused a tremendous impact on brand loyalty, consumption, and purchasing habits and behaviors. Additionally, the magnitude of these impacts has forced companies to generate profound changes in their business models. And those who decided not to change, or who delayed the start of the change for a long time, are unfortunately already closed today. As we said in our first article in the Business Transformation series. The true Power of Successful Companies, we often direct our commercial efforts to achieve or maintain leadership, to reach sales goals that are sometimes unattainable, to be the most efficient in our route to market model, or to make important investments. in digital transformation. We can make the biggest and best effort possible. However, if we are not able to have our sales teams adopt the new behaviors and skills required in a continuous, agile, and complete manner, competitors may pass us by. The new reality only reinforces this approach urgently! Today more than ever we will need commercial teams enabled to analyze and understand the changes and new needs and expectations of clients, consumers, and shoppers, and formulate actions and initiatives that address new threats and opportunities in the market, as soon as possible. This is fundamentally based on a Commercial Transformation: it is the ability to continuously modify and update commercial skills to sustain growth greater than the market in the long term. Consistently beating the market over time requires a high-performance sales team supported by a new wave of digital, analytical, and leadership capabilities, and also - we will not tire of saying it - the very serious commitment of the company's management. Do you feel stocked in your Transformation Process? Assuming that the organization has already made significant progress in the three initial (and shorter) phases of Transformation: Where are we and why change? Transformation Plan and Organization Design, we must accelerate Organization Activation. As we mentioned in the second article in the series How to carry out a successful Commercial Transformation?, enabling Commercial Teams with the new critical competencies, practices, and desired behaviors requires exhaustive planning and again, a lot of commitment from the leadership team and influencers. key to each discipline. We have seen many organizations progressing very well in the early phases of the model, but stalling abruptly in Organization Activation. Why do organizations fail in the early stages of Transformation? Disconnection from senior management in what they consider to be more operational phases. Big mistake. Slowness, delays and interruptions due to internal bureaucracies to carry out the different activation initiatives. Cultural characteristics of the company combined with ineffective change management plans. Training and development methodologies that are anachronistic and poorly aligned with new realities and technologies. And perhaps the most common: change in corporate and/or commercial priorities for economic, competitive, or any other reasons (example: Covid-19 Crisis). However, What can we do to accelerate and realign the organization towards established or new objectives based on the new reality? At TMC we help companies carry out objective and comprehensive diagnostic processes in order to have a better start to accelerate the Transformation. The main tips we can give you to regain the rhythm of your change implementation process are: Evaluate the level of progress If the objectives are not being met or progress is slower than required, we should review the original plan and identify factors or barriers that may be hindering progress. Here bureaucratic issues may appear, functions misaligned with objectives, insufficient resources (human, economic, etc.), inefficient change management or simply program leaders without the required leadership or capabilities. Although we have mentioned some possible factors that are affecting your Transformation process, each organization has a life of its own and you must continually evaluate and understand which ones are affecting or slowing down said process. Adjust the Plan In some cases we need to make adjustments to the plan to accelerate the process, but in most cases what is required are new actions to move or break down the barriers that are limiting change management. Reviewing the plan and established metrics allows us to look for actions that help us accelerate the process. There is no doubt that these last few years have created the need in many companies to review their strategic plan, which has generated a series of adjustments in their short, medium and long-term agendas. However, this should not necessarily mean a change in the vision and strategic transformation objectives initially proposed. Despite the changes and different market situations, companies considered winners and world leaders in their sector or category do not cut their Transformation budgets for each “crisis” that arises. On the contrary, they understand that by strengthening the team they will be in a more solid position compared to what cuts do and stop their transformation processes. Recover Vision As we have said previously, any significant Business Transformation begins with a solid corporate strategic objective and continues with a detailed plan with a clear statement of intent with a realistic vision, specific and measurable objectives, resources, people responsible and timelines. Companies that achieve robust organizational development, which ensures and maintains top performance in the industries where they compete, are consistently focused on that vision. It is not just an idea or initiative that is reviewed from time to time. It is not a “check” of the courses and programs provided. Recovering the Vision means re-engaging the Top Team in the objective and in its active participation and drive in the different initiatives of the established plan. Make capacity building a Strategic Priority. Eliminate bureaucracy and apply Agile methodologies One of the main barriers to transformation are the old bureaucratic structures and processes that have been created in the company over the years as “coordination and control” mechanisms. Additionally, we see HR support and/or training structures that do not fully understand the necessary changes or the technical commercial aspects required by the different functions. Rather than helping, they become obstacles that slow down results. If you want to accelerate the Transformation process, we recommend the creation of teams enabled with Agile methodologies. These teams must be focused on the established vision and objectives and work with a great deal of management autonomy to be able to move forward quickly and assertively. These teams must be integrated with personnel from both business operations and support. In some organizations, we have seen independent transformation teams created (only with support functions) and the results tend to be inferior. They end up being very far from the business and its results. On the other hand, operations find it difficult to accept the recommendations of independent transformation teams, since they do not feel that they understand their situation. Speed up to survive As we have also said, a deep and lasting Commercial Transformation can be a great challenge that will require a lot of leadership and courage from the management of the company, but it could be the only way not only to generate business growth in the future, but also simple survival. in some of the cases. With new crises abruptly breaking into our lives, we have no choice but to accelerate the process of change to be stronger. At TMC we have accompanied the Commercial Transformation process of a large number of companies in Latin America. We have a portfolio of success stories that we are also very proud of. Need help? Just dedicate 30 minutes of your time to explain your needs to us so we can make a job proposal for you.

Adaptation and evolution are imperative to stay competitive in the dynamic world of mass consumption. However, sometimes even the most established and successful companies face challenges that hinder their growth and performance. Identifying when the time is right to conduct an in-depth Business Assessment can make the difference between stagnation and continued success. Some key indicators that may signal the need for a strategic assessment: Stagnation or Decline in Sales: One of the most obvious indicators that a consumer company needs to reevaluate its business approach is stagnation or decline in sales. Although fluctuations in sales are normal in trading, a sustained downward trend is a clear sign that something is not working as planned. This decline could be the result of a variety of factors, ranging from changes in consumer preferences to intensifying competition. A Business Assessment would help identify the underlying causes of this trend and develop effective strategies to reverse it. Low Conversion Rate: Conversion rate, which represents the percentage of potential shoppers who ultimately make a purchase, is a critical indicator of the effectiveness of a company's sales strategies. A low conversion rate may indicate that the company is struggling to connect with its target audience or that there are significant hurdles in the buying process that deter potential customers. By conducting a Business Assessment, a company can identify problem areas in its sales funnel and take steps to improve the efficiency and effectiveness of its sales process. Inadequate Marketplace Coverage: Inadequate market coverage may indicate that the company is not reaching all channels or strategic store segments effectively. This may be due to limited geographical distribution, an underdeveloped distribution network, or a lack of presence in key sales channels. A Business Assessment can help identify gaps in market coverage and develop route-to-market strategies to expand the presence of the company's brands and reach a greater number of potential stores. Low Customer Satisfaction: The success of a business is largely dependent on the satisfaction of its customers. It is unlikely that the company can grow significantly and even begin to lose market share if customers are not satisfied with its service levels. Business Assessments can help identify areas where a company isn't meeting customer expectations and develop strategies to improve customer satisfaction and foster brand loyalty. High Operating Costs: High operating costs can undermine a company's profitability and hinder its ability to invest in growth and innovation. If operating costs are steadily increasing or if there are glaring inefficiencies in business processes, it may be necessary to conduct a Business Assessment to identify areas where improvements can be implemented and costs reduced. Low Market Share or Loss of Market Share: A decline in market share may indicate that the company is losing ground to the competition. This could be the result of the company's inability to adapt to changes in consumer preferences, a lack of innovation in products or services, or ineffective marketing strategies. A Business Assessment can help identify the underlying causes of this loss of market share and develop strategies to regain and retain market share. Lack of Innovation or New Product Development: Innovation is critical to continued growth and relevance in the market. If a company is struggling to innovate or develop new products that resonate with customers, it may be time to conduct a Business Assessment to identify market opportunities and areas where new and exciting products can be developed. Conclusion An in-depth Business Assessment can provide consumer companies with a clear understanding of their market position and help identify areas for improvement and opportunities for growth. By taking steps to address these key indicators, companies can strengthen their competitiveness and set themselves up for long-term success in a dynamic and challenging business environment. The TMC Consultants team can help you implement a Business Assessment of your company, to ensure the success and long-term sustainability of the business. Written by Juan Manuel Domínguez R. CEO of TMC Commercial Consultants. If you are interested in learning about TMC's consulting or training products in this matter, write to us at contacto@tmcconsultores.com and we will immediately contact you. If we are not yet connected on LinkedIn, it will be a pleasure to have you in my network of contacts https://es.linkedin.com/in/juanmanueldominguezr

The manufacturing sector in Mexico is a critical component of the country's economy, contributing significantly to its GDP and employment. In the context of changes in the environment, in market demand, and the technological advance of your competition, carrying out a reliable commercial assessment of your company and establishing your competitive advantages against the benchmark becomes essential. Any company valuation process typically involves a detailed evaluation of a company's financial performance, market position, and future earnings potential. However, manufacturing companies in Mexico face specific obstacles that increase investor risk. These challenges arise, for example, from the high participation of the Traditional channel in the total volume of consumer manufacturers, the clear variations in the demand for products by region of the country, and the challenges of distribution and logistics in some regions, without taking into account the influence of the USA in the country's economy. Economic fluctuations and political instability challenge any company's ability to deliver results. In 2024, Mexico is undergoing significant economic and political changes, which has implications for its governance and economy. Companies must be agile, flexible, and prepared to face the challenges arising from economic fluctuations and political instability. The commercial team's ability to anticipate and adapt to these changes will be crucial to achieving sustainable results in such a dynamic environment. Specifically, the company must be able to quickly adjust its prices, policies, supply chain and even the distribution and sales model in the event of potential protests, marches or political events in this election year that affect coverage levels and availability of products on the market. The Commercial Assessment in México includes the validation of the knowledge, processes, and tools necessary to compete and win in an omnichannel operation. The evaluation of companies from a commercial perspective also requires establishing a comparison with other manufacturers and also the main clients or key accounts since the majority have already adopted new technologies to increase the proximity of their products and services to the end consumer, improve the purchasing experience and, therefore, accelerate the growth of your sales. In 2023, the e-commerce market in Mexico reached US$74.5 billion, representing 34% growth over the previous year. Furthermore, electronic commerce in Mexico experienced sustained growth, with an increase of 24.6% compared to 2022, reaching a value of 658.3 billion pesos. This positions Mexico as the market with the greatest growth globally in the field of electronic commerce. In 2024, Mexico's technology sector is set to grow significantly, driven by advances in artificial intelligence (AI), supported by a combination of government initiatives, private sector investment, and a focus on digital transformation. The Commercial Assessment of Your Competitive Position in the Traditional Channel The universe of traditional channel stores in Mexico includes more than 1.2 million points of sale, generating approximately 2.5 million jobs. This channel is crucial for the Mexican economy, representing between 130 to 170 billion pesos in disposable income for its owners and/or employees and 155 to 175 billion pesos in taxes for the government. Sales in the traditional channel are significant for large consumer product manufacturers in Mexico, representing in some cases more than 50% of sales in product categories such as alcoholic and non-alcoholic beverages, fresh and packaged food. To dominate this channel, the manufacturer must have a solid logistics network that allows national access, either directly or through distributors and wholesalers. It is important not to underestimate the impact of evaluating logistics capabilities during commercial assessment in México. Conclusion A commercial assessment of companies in Mexico is necessary to guarantee the competitive advantages to better face a difficult year, with large economic fluctuations, political changes, monetary volatility, potential interruptions in the supply chain, and increased energy and logistics costs, among other challenges. It is essential to conduct a comprehensive analysis of the market and competition with a focus on the end customer and consumer to address these challenges. The TMC Consultores team can help you implement a Commercial Assessment of your company, to guarantee the success and long-term sustainability of the business.

Trade Marketing is a branch of marketing that focuses on increasing demand for a product at the distributor, retailer or point of sale level, rather than at the end consumer level. This strategic approach is designed to improve collaboration between manufacturers and sales channels, optimizing how a product is presented and sold in the market. At its core, Trade Marketing seeks to ensure that manufacturers and merchants work together to maximize sales and profitability. The main objective is to increase the rotation of products in the stores, building solid commercial relationships of trust with the sales channels, so that they are promoted preferentially to the Shoppers or Buyers of the stores. This, in turn, helps manufacturers ensure better market positioning, greater brand visibility, and increased sales. Trade Marketing began to take shape in the 1960s when manufacturers sought more effective ways to collaborate with retailers to influence the presentation and sale of their products. At this time, mass production had increased competition on store shelves, and manufacturers needed to ensure their products stood out. Starting in the '80s, Trade Marketing was formalized as a "distinct" discipline within marketing departments. Manufacturers began to recognize the importance of adapting their strategies not only to consumers but also to retailers, and other distribution channel partners. Specific strategies were developed to manage the relationship with retailers, optimize product placement, and improve promotions and merchandising at the point of sale. Relationship between Category Management and Trade Marketing Yes, Category Management is a key function within Trade Marketing. It is a process that involves the management of product categories as strategic business units, to maximize sales and profitability. This practice is closely aligned with the objectives of Trade Marketing since both seek to optimize the product offering at points of sale and improve collaboration between manufacturers and retailers. With the rise of information technology and electronic commerce, Trade Marketing began to use data and analysis to improve decision-making, and the concept of Category Management flourished in the early 2000s. Collecting and analyzing data on sales, consumer behavior, and promotional effectiveness allowed companies to adapt their strategies more effectively to meet the needs of retailers and consumers. Specifically, 3 key areas in common justify classifying Category Management as an area of Trade Marketing specialization: Point of Sale Focus: Both focus on improving the presentation and availability of products at the point of sale, ensuring that the right products are available at the right time and place to meet consumer demand. Store Sell-Out Data Analysis: Category Management uses data analysis to understand consumer purchasing behavior and market trends, allowing Trade Marketing companies to develop more effective and personalized strategies. Manufacturer-Retail Collaboration: At the heart of both functions is collaboration between manufacturers and retailers. Category Management often requires collaborative work to direct the definition of product assortment strategies, pricing, promotions, and in-store placements that will benefit both the retailer and the manufacturer. This joint planning process is known as a Joint Business Plan. In today's digital environment, Trade Marketing has continued to evolve, integrating digital tools and advanced analytics to create more precise and personalized strategies. Collaboration between manufacturers and retailers has intensified with the development of e-commerce platforms, omnichannel marketing, and customer relationship management (CRM) solutions. The objective is still to improve product visibility and increase sales, but with a much more integrated approach between physical and digital stores, which makes it necessary for commercial teams to develop skills in what we know as Digital Trade Marketing. In summary, Trade Marketing has gone from being a sales tactic to a comprehensive strategy that encompasses market analysis, collaboration between channels, and optimization of the purchasing experience for the end consumer. Its evolution reflects changes in the market, technology, and consumer expectations, continually adapting to improve business performance and customer satisfaction. If you also want to delve deeper into the differences between Trade Marketing and Shopper Marketing, I recommend you read our other post, available at this link.

In the current digital age, consumer manufacturers and retail chains are facing unprecedented challenges. E-commerce is rapidly growing, consumer behaviors are changing, and technology is advancing. This demands a drastic rethink of traditional business models. To not only survive but also thrive in this new landscape, companies need to innovate their business models. It is no longer an option; it's a necessity. In this article, we will explore few ideas of how consumer manufacturers and retail chains can adapt to the digital era by innovating their business models. Embracing Direct-to-Consumer (D2C) Channels One significant shift has been the move towards Direct-to-Consumer (D2C) sales channels. Traditional intermediaries are bypassed as manufacturers and brands engage directly with consumers online. This approach not only enhances customer relationships and data collection but also increases profit margins. By embracing D2C, businesses can offer personalized products and experiences, fostering brand loyalty and differentiation in a crowded marketplace. In the digital age, data is king. Consumer manufacturers and retail chains can harness the power of data analytics to understand customer preferences, behaviors, and purchasing patterns. By leveraging this information, businesses can create personalized marketing campaigns, product recommendations, and shopping experiences. Personalization not only improves customer satisfaction but also drives sales and enhances brand loyalty. However, while the shift towards D2C channels offers numerous advantages, it is not without its challenges, particularly when it comes to the potential impact on relationships with key retailers. As manufacturers navigate this new terrain, understanding and mitigating these risks is crucial. Alienating Key Retail Partners: One of the most significant risks of adopting a D2C model is the potential alienation of existing retail partners. Retailers may view the manufacturer's move to D2C as a direct threat, fearing that it undercuts their business and turns their suppliers into competitors. This perceived competition can strain relationships, leading to a reduction in shelf space, less favorable terms, or even termination of partnerships. Brand and Pricing Conflicts Manufacturing companies embarking on D2C strategies must carefully consider their pricing and branding approaches. Pricing products lower on their direct channels than what is available in retail can lead to significant friction with retail partners. Similarly, exclusive promotions or products offered only through D2C channels can alienate retailers who feel they are being bypassed or undercut, damaging long-standing business relationships. Channel Conflict and Cannibalization Channel conflict is a common concern when manufacturers sell through multiple channels. Retailers may be wary of stocking products that are also sold directly to consumers by the manufacturer, fearing cannibalization of sales. This situation can create a competitive environment between the manufacturer's channels, leading to inefficiencies and a dilution of efforts to market and sell products effectively. Logistical Challenges and Costs Expanding into D2C requires manufacturing companies to take on additional roles and responsibilities that were traditionally handled by retailers, such as customer service, fulfillment, and returns. This shift can lead to significant logistical challenges and increased costs. If not managed properly, these new responsibilities can strain the manufacturer's resources and affect the overall quality of service, potentially harming the brand's reputation. Strategic Misalignment and Resource Allocation Embracing D2C channels often requires a shift in strategy and resource allocation. Manufacturing companies must ensure that this new focus does not detract from their core business or lead to neglect of their traditional retail channels. Misalignment between D2C efforts and overall business goals can lead to fragmented strategies, confused messaging, and inefficiencies across the organization. Mitigating the Risks To mitigate these risks, manufacturing companies should adopt a balanced and strategic approach to D2C: Transparent Communication: Maintain open and honest communication with your key accounts about D2C strategies and goals to alleviate concerns and foster collaboration. Channel Differentiation: Differentiate product offerings, promotions, and pricing strategies across channels to minimize direct competition with retail partners. Invest in Relationships: Continue to invest in and support retail partnerships, ensuring that the move to D2C adds value to the overall brand and product ecosystem. Integrated Approach: Develop an integrated channel strategy that aligns D2C and retail efforts, leveraging the strengths of each to maximize overall market reach and customer satisfaction. Customer Focus: Prioritize the customer experience across all channels, ensuring consistency in service, quality, and branding. Conclusion By carefully navigating the complexities of adopting D2C channels, manufacturing companies can leverage the advantages of direct customer engagement while maintaining healthy and productive relationships with key retail partners. The digital era presents both significant challenges and opportunities for consumer manufacturers. By innovating their business models to embrace D2C channels, companies can not only survive but flourish. TMC Consultores stands ready to guide businesses through the complexities of innovation and digital adaptation, ensuring they remain competitive and resilient in the face of change.