Web
Exhibit of
Exhibit 2
Rapid Revenue Recovery is based on taking a core set of commercial actions.
Rapid Revenue Recovery is based on taking a core set of commercial actions.
Strategy Digital channels
Brand repositioning caled digital sales & services
M&A moves Ecommerce
Netored ecosystems igital mareting effectiveness
leansheet demand planning
Productivity Customer experience & Insights
Mareting efficiency ustomer experience‚customer ƒourneys
ales productivity „ersonali…ation† loyalty† & ‡M
€nside sales „roduct value propositions
atadriven performance management Analyticsdriven sales
ynamic pricing and promotion optimi…ation
Driven by data and analytics
and online search trends) to forecast growth In our experience, companies can develop clear
scenarios at a granular level. This dashboard of targets for growth and profitability in just a week.
opportunities needs to be continuously updated
(Exhibit 3). 2. Act with urgency
Once there is a granular map of prioritized
Against this view, analysis is needed of how well activities, companies need to quickly and decisively
developed the available commercial capabilities reallocate resources accordingly to capture growth.
are. A company in the advanced-industries sector, The focus should be on launching the biggest and
with low maturity in price and margin management, readiest initiatives, whether by adjusting sales-
for example, may want to reinforce measures coverage models, tailoring product features to
to avoid margin leakage, such as a shift to specific customer use cases, or shifting marketing
manual price approval to avoid low-margin sales. spend to high-performing channels. The necessity
Commercial leaders should then overlay growth of acting with urgency has allowed businesses to
forecasts on their marketing and distribution accomplish incredible things in short periods of
capabilities, product and service portfolio, and time that would have seemed impossible just six
competitive activity. months earlier. They have demonstrated the agility
of start-ups, an ability to look at their customers in
Within these calculations, commercial leaders new ways, a commitment to data-driven decisions,
should consider “now or never” moves—actions and a relentless focus on iterative execution to
that may have been too difficult to undertake continually improve.
during normal times but are now essential for
moving forward. These could include making Take one leading car-rental company with more
significant reallocations of resources or ratcheting than 5,000 locations in China. Like its competitors,
back popular but underperforming programs. the business saw its momentum come to a
32 What now? Ten actions to emerge stronger in the next normal September 2020
What Now? Page 33 Page 35