Secteur Food Industry Eurogroup Consulting
The agri-food industry is a key actor of the international economy and trade. All together it represents more than 5, 982 USD of value and counts a large number of transnational giants.
Following waves of consolidation, the agri-food industry is dominated by large groups, whose size exceeds a critical threshold, enabling them to act as major players in the international trade. Global companies in the sector are increasingly integrating their upstream and downstream value chain in their core business to consolidate their grip on markets. One of the main challenges of the industry is to rationalize its logistics circuits and concentrate its flows so as to reduce delivery times and increase pricing competitiveness for delivered goods.
As a result, agri-food companies seek to make economies of scale and improve their operational performance, in order to face competition-related challenges. They also have to manage a more recent phenomenon, with an unstable international commercial context, where tariff and non-tariff barriers could potentially be reinstated.
Multichannel strategies focus on the final customer. Customer knowledge is a key factor, enabling the creation of future services to generate added value and growth. The development of brands and their media impact is also proving to be a core factor in the equation since they enhance ‘pricing power’.
The agri-food industry must also respond to social issues: demographic changes, new consumer expectations and concerns related to sustainable development, regional progress and stability of purchasing power despite rising raw-material prices.
That is why we devote great effort to staying abreast of developments in the sector. It enables us to understand our clients’ problems, adapt to their culture and anticipate gradual and sudden change in order to provide the appropriate assistance.
L'offre Eurogroup Consulting - Food Industry Eurogroup Consulting
Developing your strategy and deploying your development projects
- Identifying your vision, ambitions and corporate projects.
- Producing your strategic plan and identifying your business model and plan.
- Optimising innovation, efficiency and organizational levers to achieve your ambition: Information Systems, Human Resources, Communication, etc.
- Customizing strategies for your business units and departments.
- Developing your operational plan of action for transformation.
- Mobilizing your resources to accomplish your ambition; implementing your transformation roadmap.
Successfully realizing your transformation projects, from diagnosis to implementation
- Conducting diagnosis and identifying levers for improvement.
- Optimizing performance related to the organization’s value chain:
* Commercial marketing efficacy (strategic and operational)
* Optimization of industrial performance and the supply chain
* Elaboration of a master plan and modernised IS governance
* Support-function performance
- Transformation support:
* Merger (due diligence) and post-merger support
* Transformation project support (mobilization, etc.)
Improving quality of service
- Planning and deploying ‘spirit of service’ programs (customer service-oriented operating standards and behavioural reflexes).
- Optimizing prospect and customer itineraries using a multichannel and multi-device approach with a view to improving the level and quality of service supplied.
- Service-quality management (measurement and process of ongoing improvement).