1、Respond, Reset and Renew March 2020 Navigating the impact of COVID-19 in Consumer Goods NOWNEXTCOVID-19: What to do Now, What to do Next COVID-19is a worldwide healthand economic disaster which willpermanently alter consumer behaviors. resulting in lasting structural changes to the consumer goods in

2、dustry. 2Respond, Reset and Renew: Navigating the impact of COVID-19 in Consumer GoodsCopyright 2020 Accenture. All rights reserved. This document summarizes the practical steps Consumer Goods Leadersshould be taking in the days, weeks and months ahead 3Respond, Reset and Renew: Navigating the impac

3、t of COVID-19 in Consumer GoodsCopyright 2020 Accenture. All rights reserved. Our simple message COVID-19 is a once in a lifetime threat to people across the planet. Its impact and repercussions will be felt by everyone. changing the way the world works and lives. It will permanently impact how and

4、what we buy, substantially accelerating the structural changes shaping our industry, and also changing the relative importance of those trends. Above all, it is a wake-up call on agility and the capability to be enduringly relevant to consumers and customers. In the near term different industry segm

5、ents have different imperatives, with AlcoBev and Beauty being hit hard in terms of demand while Food and Home & Care are seeing massive demand increases. In the long term lasting changes will drive portfolio revaluation across the industries. NOW: How we will RESPOND to the current crisis? NEXT: Ho

6、w we will RESET our relationships and ways of working? FINALLY: How we will RENEW ourselves for the new era? 01 02 03 4Respond, Reset and Renew: Navigating the impact of COVID-19 in Consumer GoodsCopyright 2020 Accenture. All rights reserved. New risksand opportunitiesin the consumer industry Transf

7、orming consumer behaviors Health awareness Channel shift Workforce and ecosystem relationships Supply chain transformation Mitigating disasters through ecosystems CONSUMER, MARKETS AND VALUE CHAIN INSIGHTS Whilst consumers are reacting to the emergency in different ways, permanent changes in consump

8、tion are emerging. Consumers are seeking enduring value in products and experiences which are more healthy, trustworthy, environmentally sensitive, and supportive of the communities in which they live and work. C-19 will intensify the level of focus on mental and physical healthof individuals, their

9、 family and friends, pets, communities and the broader planet. The current crisis is driving consumers to explore the full range of engagement and consumption options with lasting impact. The shift to eCommerce is accelerating substantiallyas is the “move to local” (i.e. buy local-shop local). Organ

10、izations will permanently reduce barriers within and across entities, and further blur the boundaries between home and the workplace. Current events have exposed the strategic importance of demand sensing and flexible manufacturing close to the consumer. This will be a vital future strategic differe

11、ntiator in the consumer goods industry. C-19 demonstrates the interconnectedness of our industry and the need to create rapid global coordination mechanisms across the industry and beyond. This will reduce the negative consequences of shocks like C-19 which are likely to be more frequent in the futu

12、re. 5Respond, Reset and Renew: Navigating the impact of COVID-19 in Consumer GoodsCopyright 2020 Accenture. All rights reserved. NOWNEXTFINALLY Stand up cross-functional Command Center with KPI tracking. Create Elastic Digital Workplace task force. Reshape marketing plan around new demand and brand

13、purpose. Build deeper understanding of new demand spaces and paths to purchase prioritizing accelerated eCommerce sales (B2B/D2C). Reallocate and repurpose resources (e.g. field salesforce). Enable the shift in product portfolio by flexible (3rd party) manufacturing and logistics. Accelerate move to

14、 intelligent data-driven operating model (to support new business model). Reprioritize enterprise investment plans for post COVID era. Scan market for M&A opportunities. How we will RESPOND to the current crisis? How we will RESET our relationships and ways of working? How we will RENEW ourselves fo

15、r the new era? Actions to take Now How should we respond 010203 6Respond, Reset and Renew: Navigating the impact of COVID-19 in Consumer GoodsCopyright 2020 Accenture. All rights reserved. HOW? Do you need to act to stabilize and grow your business WHAT? Is driving the change What, Who and How? 6. W

16、orking capital and financial performance management 4. Supply chain and flexible production 2. Enhanced customer and consumer support 3. Omnichannel and Salesforce management 9. Transformation and agility 8. Partner ecosystem 7. Portfolio evolution 1. Real-time consumer and shopper insights 10. Work

17、force protection relationship and flexible working 5. Technology stability and management Policy response Virus progression Economic impact WHAT? Workforce Consumers Customers Media and influencers Industry and ecosystems Government WHO? HOW? WHO? You need to be connected with 7Respond, Reset and Re

18、new: Navigating the impact of COVID-19 in Consumer GoodsCopyright 2020 Accenture. All rights reserved. The nextsteps 8Respond, Reset and Renew: Navigating the impact of COVID-19 in Consumer GoodsCopyright 2020 Accenture. All rights reserved. Next steps for HR Invest in digital training and knowledge

19、 systems. Equip people (digital tools and collaboration tools). Manage mental health and wellness. Put the right leadersyour most compassionate and caring out front. Stop non-essential work. Override policies. Ensure leadership are flexible working champions. Review employee benefits in light of new

20、 reality. Scale Elastic Digital Workforce. Plan ahead for workforce changes, run scenarios for workforce changes (balancing immediate needs with eye to recovery). Set-up change management activities on large scale deployments remotely. Accelerate move to intelligent operating model (to support new b

21、usiness model). Invest in new skills for the future of work. Cultivate the culture, inclusion, collaboration. Assets and Capabilities High levels of stress caused by uncertainty and the impact on personal and family well-being. Equip workforce to quickly scale, and dynamically adapt to changing busi

22、ness needs based on global and local conditions ensuring business continuity. Workers are searching for a stable connection to something bigger than the turbulence theyre experiencing and prizing companies that emphasize concern not just for their own people, but also for the community, and humanity

23、 as a whole. Elastic Digital Workplace Quickly scale and dynamically adapt to changing business needs based on global and local conditions. Workforce Planning & Scenario Modeling Build-Buy-Borrow resource planning by automating jobs, hiring workforce, reskilling existing workforce, contracting labor

24、 etc. Data Driven Operating Model Improve agility by applying the following elements: Human. Liquid. Enhanced. Living. Modular. Digital Talent Reskilling and upskilling talent through continuous learning and by redefining how work “gets done” (e.g. analytics). RESPOND RESET RENEW 9Respond, Reset and

25、 Renew: Navigating the impact of COVID-19 in Consumer GoodsCopyright 2020 Accenture. All rights reserved. ISSUES Next steps for MARKETING RESPOND RESET RENEW Reallocate macro and micro level media budgets to optimize performance where consumers are shopping (e.g. social and eCommerce ) and what they

26、 are shopping for (in-stock items) Social monitoring & responses are needed to address real time customer needs directly, as well as inform brand and communication strategies to address them more holistically Define brand actions that do something positive for the greater good during this time of ne

27、ed Understand underlying short-term and structural behavioralchange and channel impacts Radically rethink your digital shelf content for optimal discover and conversion to help consumers find what they want and need Invest in advanced digital assets such as digital twins to optimize virtual shopping

28、 experiences Ensure anti-infection efficacy attributes are clearly communicated Define and activate program purpose to ensure long-term credible trust Build your brand through new/evolving business models in both marketing and product/delivery partnerships Prepare for the battle for digital talent,

29、which will become an even greater priority both during and after the crisis Government enforced lock downs are creating a global quarantine economy which has led to a step change overnight where digital is the only channel for many for shopping and services and is likely to remain that way for a whi

30、le Consumers are now signing up in mass and building familiarity with new digital services and channels that had historically slow adoption rates, which in turn is speeding up the digital transformations timelines many brands had planned for. Marketing leaders must now rapidly evolve to optimize med

31、ia and experiences across ecommerce and social channels where consumers have migrated to and prioritize the digital shelf that for many is the only shelf left for them to compete on. Multi-disciplinary SWAT teams Flexible pods to address immediate needs for content development & curation, social med

32、ia listening, SEM & SEO analysis, market audits, and media optimization to rapidly address and respond to changing consumer needs and concerns. Digital Shelf Refresh Audit & optimization of visual content, copy, and ATF images, including the analysis of customer reviews with our proprietary AI techn

33、ology to update content to address consumers most significant questions and concerns Digital Commerce Dashboard Creating visibility & insights across and within marketplaces, eRetailers, and click & collect channels to optimize sales and brand experiences in real-time Digitally Enabled Marketing Op

34、Model Redesigning the operating model, defining and improving internal talent needed and creating the ideal ecosystem collaboration Assets and Capabilities 10 Respond, Reset and Renew: Navigating the impact of COVID-19 in Consumer GoodsCopyright 2020 Accenture. All rights reserved. ISSUES Product sc

35、arcity causing consumers to look past brand preferences as they focus on fulfilling core needs. Increased channel and retailer hopping in search of core category needs. Consumers are now avoiding busy stores in exchange for the safety of online shopping. Consumer spending is heavily focussed towards

36、 physical goods, spending on services has largely decreased. Consumers refrain from human contact so businesses that rely heavily on physical presence are impacted. Review field sales operations (safety first, adjust activities, virtual calling, remote training). Prioritize accelerated eCommerce sal

37、es (B2B/D2C). Adjust trade promotion plans and investment, and core SKU prioritization. Review stock allocation prioritization and demand planning. Build special customer service policies. Reset all RGM levers for new behaviors. Build deeper understanding of new demand spaces and paths to purchase.

38、Reappraise channel and customer strategies to diversify and de-risk. Build activity and Sales Playbook for recovery. Accelerate digital first customer sales and service models (B2B and B2B2C). Redesign distribution channels (Route to Market, Outlet Targeting and Field Sales). Digitize and automate s

39、ales processes. RESPOND RESET RENEW E-Commerce Platform and Transactions Solution Know and deliver what customers want, underpinned by three key characteristics: progressive technology & solutions, smart data analysis and customer centric architecture Revenue Growth Management Align brand, pack, pri

40、ce, mix and promotion across customers to adjust to new occasions and balance of shopper missions across channels Digital Twin Of Field Sales & Customer Contact Agent AI-powered digital twin of field sales roles and customer care agents, managing the increased number of inquiries due to the crisis A

41、ssets and Capabilities Next steps for SALES 11 Respond, Reset and Renew: Navigating the impact of COVID-19 in Consumer GoodsCopyright 2020 Accenture. All rights reserved. ISSUES Activity in manufacturing plants in the worst hit areas is declining and expected to remain depressed for months. Shift to

42、wards online channel and home delivery, with traditional channels shutting down in specific markets requires logistics execution setup. Global distribution is disrupted due to increased border controls, long waiting times due to additional HSE checks, and significant drop in available drivers and ma

43、terial. Lack of real time end-to-end visibility prevents companies to make the right decisions in the now. Scan E2E value chain performance, risks and dependencies/ correlations. Establish control tower to coordinate and move inventories between channels and secure logistics capacity to mitigate val

44、ue chain risks. Enable production shift/redirect production to other geographies. Establish pragmatic risk monitoring setup to manage key supply categories for volume assurance. Ensure demand forecast balancing to better model sudden peak and dips, but also re-baselining after initial impact. Work t

45、owards secure capacity by leveraging flexible (3rd party) manufacturing and logistics. Scan E2E value chain performance, risks and dependencies. Invest in constant risk monitoring of global suppliers. Reshape the E2E value chain to balance supply routes and have natural fallback in place. Develop mi

46、tigation capabilities and define resilient operating model. RESET RENEW Supply Chain Disruption Analyzer Evaluate risk impact and conduct quick-scan of the value chain. From raw materials to finished good product supply chains including both B2B and B2C disruption. E2E Supply Chain Control Tower Man

47、age complex supply chains by providing end-to-end visibility and analytics to optimize replenishment processes, customer satisfaction, and revenues. Products X.0 Connected Living Products and Services that evolve with customer health needs, to adaptable operations with highly agile supply chains. As

48、sets and Capabilities Next steps for SUPPLY CHAIN RESPOND 12 Respond, Reset and Renew: Navigating the impact of COVID-19 in Consumer GoodsCopyright 2020 Accenture. All rights reserved. ISSUES Disrupted value chains result in an increase in COGS and supply costs andcash constraints. Personnel product

49、ivity may decrease due to working from home, illness & restrictions on mobility. Change in consumer behaviorsas well as purchasing traits. Global economy is slowing downinterest rates and stock prices are declining. Build business continuity scenario modeling tools. Set-up enterprise functions Command Center. Develop disaster evaluation and decision making framework. Assess cash collection risks Identify and execute cost optimization opportunities. Stop non-essential work. Use freed capacity to focus on business and human resilience. Optimi