Meridian Consulting Group


	Client Issue:
	A $2+ billion consumer products company’s objectives to accelerate both topline revenue growth and bottom line profitability was constrained by a legacy organizational structure. It’s path to market model was complex, featuring direct, DSD, distributor and broker components, resulting in low efficiency and effectiveness. It’s resource allocation was geographic, not customer aligned and there was a lack of penetration with growth customers. It’s three non-integrated organizations (artifacts of several acquisitions) presented multiple conflicting “faces” to the customer

	Meridian Solution:
	Working with a client task force with broad representation, Meridian identified 3 key design principles to streamline and simplify the path to market into one selling organization: 1) leverage the power of the integrated portfolio to deliver “one voice” to the customer; 2) align resources against the business opportunity with growth customers: 3) build a “dynamic design” to be able to absorb both “organic growth” from the existing portfolio and “incremental growth” from planned acquisitions

	Results:
	The new, more nimble sales organization delivered higher sales growth and reduced operating costs while focusing more closely on it’s growth customers. Subsequent product acquisitions were seamlessly integrated into the force with minimal disruption to the customer. Conversion of promotion and distribution opportunities has grown for the last 6 consecutive quarters.