Chicago Strategy Group

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Suppose that you agree with this diagnosis. Your company has talked itself into a commodity mindset. What perspective will 21st century business leaders replace it with? We believe that the biggest, most productive departures from the status quo will be gained by starting with powerful and fresh insights into end users' needs. Find fundamentally new ways to delight end-users, then look back up the value-delivery chain and start a revolution. This is exactly the opposite of what most companies habitually do.

We submit that the most important change is often not in the marketplace. It has been in your own mind, and in the minds of your executive colleagues. Chances are your product is not a commodity. Simply, you have slipped into thinking it is, and acting accordingly. You have lost the belief that competition on any basis other than price is possible. This attitude is suffocating, and unnecessary. The good news is there are ways to step off the commodity treadmill. Fortunately, you are probably no worse off than your traditional competitors.

ONE OF THE MOST STRIKING results of the dramatic consolidation in U.S. retailing has been the significant shift in power away from traditionally strong branded consumer products manufacturers. Tensions are rising to unheard of levels in almost all product sectors as manufacturers and large, national, price-obsessed retailers battle fiercely to determine whether retail stores or product brands have the strongest grip on valuable consumer franchises.

REMEMBER BACK to those golden years when customers loved your company. Your products were widely regarded as the cream of the crop. Executives were proud to be on the management team. Competition was fun. Profitability was high. Today, everything looks somehow different. Even though your products are at least as good as ever (indeed, they are vastly improved), separating them from the competitive pack now seems next to impossible.

RESOLVING THESE CRITICAL ISSUES will help ensure success for your company as you strive to meet growth and profitability objectives. Our project work will clearly identify your core customer segments, the channel activities and service experience required to meet the needs of customers in each segment, the optimal channel structure for driving sustained growth and profitability, and create a detailed channel management and implementation action plan.

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