Over a period of 3-4 years, the mid-priced brands of this company crossed the psychologically convenient price-point resulting in some volume losses. The entire loss of these brands did not go to lower priced brands. In fact, more than a fair-share went to higher priced brands that are perceived to be ‘premium’. This phenomenon unnerved the sales team and the marketing team did not have any convincing answers. In short, the two teams were not on the same page. As a result, the brands did not increase their prices, even when it was due. This impacted the bottom-line of the company adversely, and, unfortunately, the brands continued on a gradual decline path.

Change Management principles were deployed and the CEO of the company decided to monitor progress closely. Significant efforts were put in to increase Collaborative working, Transparency and working towards a unified Goal.

The entire Organization was energized, brand prices were increased, some new innovative products were introduced; commensurate marketing support was also invested. It all started small, and after tasting success, the national roll-out was rapid. In a 3 year time-frame, the Profits of the company, on a very large Revenue base, increased 250%.