Keywords
MII-O (H62-organizacion), Directo al consumidor, bienes de consumo envasados, estrategia, implementación, Directo to consumer, Consumer packaged goods, strategy, implementation
Alternatives & implementation of DTC strategies for CPG manufacturers
Abstract
El mercado de bienes de consumo envasados (CPG) ha venido sufriendo un cambio drástico durante esta era de la revolución de internet. A medida que la tecnología avanza, los consumidores tienen un mayor número de opciones de comprar bienes que anteriormente sólo estaban disponibles en establecimientos físicos. Los productores CPG pueden decidir no aventurarse en vender directo al consumidor (DTC) o afrontar el cambio masivo que vender DTC requiere y aprovechar los beneficios que ello conlleva.
No obstante, cada compañía tiene sus propias características y, sumando distintas variantes DTC (click-and-collect, entrega a domicilio, entrega el mismo día, ...), hace que la elaboración de una estrategia DTC específica para tener éxito sea una tarea muy complicada. El objetivo de este trabajo es identificar las características más relevantes que una compañía o producto tiene para que pueda ser categorizado en grupos que deberían seguir ciertas estrategias para tener éxito al vender DTC.
Una vez las compañías saben que quieren obtener al vender DTC y cuáles son sus necesidades, pueden evitar malgastar recursos en tareas, activos o alianzas que no añadan valor y pueden empezar a desarrollar las características que proveerán un alto retorno en la inversión. Con ese fin, se han desarrollado 4 matrices para decidir que deben perseguir las compañías (dadas sus características) en términos de modelo de venta, producción, logística y diferenciación del producto; los 4 outputs más importantes para ser un "ganador" en el mercado digital.
Para poder monitorizar el adecuado progreso de cada esfuerzo DTC, se han identificado parámetros clave para que cada productor pueda validar la eficacia de su estrategia. Dichos parámetros son cruciales para poder saber cuando desinvertir (o continuar invirtiendo) en un esfuerzo DTC.
The Consumer Packaged Goods (CPG) market has been suffering a drastic change during this era of the Internet revolution. As technology advances, consumers have an increasing number of options when it comes to purchasing packaged goods that were previously only available in traditional brick-and-mortar stores. CPG manufacturers can decide not to embark on Direct to Consumer (DTC) selling or face the massive change that going DTC requires and seize all the benefits that come along. However, every company has its own unique characteristics and, in addition to several DTC variants (click-and-collect, doorstep delivery, same-day delivery, …), makes the elaboration of a specific DTC strategy to achieve success a time-consuming and difficult task. The aim of this paper is to identify the relevant characteristics that a company and/or product has so that it can be categorized into groups that should follow certain strategies to succeed when going DTC. Once companies what they want out of DTC and what their needs are, they can avoid wasting resources in non-value adding tasks, partnerships, assets, etc., and start developing those capabilities that are going to provide a high return on investment. For that end, a total of 4 matrixes have been developed in order to decide what must companies pursue (given their characteristics) in terms of sales model, manufacturing, logistics, and product differentiation; the 4 most important outputs to be a winner in the e-commerce market. In order to track the adequate progress of each DTC effort, key drivers have been identified so that each CPG manufacturer can validate the efficiency of its strategy. Such drivers are crucial in order to know when to divest (or continue investing) in a DTC effort.
The Consumer Packaged Goods (CPG) market has been suffering a drastic change during this era of the Internet revolution. As technology advances, consumers have an increasing number of options when it comes to purchasing packaged goods that were previously only available in traditional brick-and-mortar stores. CPG manufacturers can decide not to embark on Direct to Consumer (DTC) selling or face the massive change that going DTC requires and seize all the benefits that come along. However, every company has its own unique characteristics and, in addition to several DTC variants (click-and-collect, doorstep delivery, same-day delivery, …), makes the elaboration of a specific DTC strategy to achieve success a time-consuming and difficult task. The aim of this paper is to identify the relevant characteristics that a company and/or product has so that it can be categorized into groups that should follow certain strategies to succeed when going DTC. Once companies what they want out of DTC and what their needs are, they can avoid wasting resources in non-value adding tasks, partnerships, assets, etc., and start developing those capabilities that are going to provide a high return on investment. For that end, a total of 4 matrixes have been developed in order to decide what must companies pursue (given their characteristics) in terms of sales model, manufacturing, logistics, and product differentiation; the 4 most important outputs to be a winner in the e-commerce market. In order to track the adequate progress of each DTC effort, key drivers have been identified so that each CPG manufacturer can validate the efficiency of its strategy. Such drivers are crucial in order to know when to divest (or continue investing) in a DTC effort.
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