Internal Consultancy
Introduction
Background to the case study
In the early 1980’s, Robinson Mason was a long-established UK multinational with a plethora of very commonly known consumer brands, enjoying a strong presence throughout Western Europe. This ranged from fully-fledged manufacturing, marketing and distribution in some countries to local sales offices in others.
In the past each country had its own appointed general manager, this was all fine as long as the country had surpassed financial and objective targets set out. Manufacturing and packaging was also carried out at multiple sites across Europe therefore aiding with different formulae and packaging needs dependant on customer preference. However some countries contracted out packaging to sub-contractors.
The culture in Robinson Mason was one of fierce competition, factories competing with each other to obtain supply business, and where there was spare capacity they would seek trade own-label contracts.
Marketing was not coordinated between countries. There was no formal commonality of positioning, pricing or consumer proposition and it could quite often be the case that a new product was launched when the local country decided to, in what design, pack sizes and pack labels that differed in each country. Generally, each country would also develop its own unique advertising.
By the mid-1990s, the Company’s performance was beginning to falter slightly. The Regional director called a two day meeting at Heathrow airport, to share the message “Business as usual will no longer do” and how to regain dwindling market share from poor non consistent business decisions
Within the case study in relation to Robinson Mason, I am writing a memo to the Regional Director of the organisation. I am under the belief that he is very likely to ask for my feedback on a recent meeting which took place, outlining my perception of the reaction of my new colleagues and any suggestions I care to make that might contribute
Background to the case study
In the early 1980’s, Robinson Mason was a long-established UK multinational with a plethora of very commonly known consumer brands, enjoying a strong presence throughout Western Europe. This ranged from fully-fledged manufacturing, marketing and distribution in some countries to local sales offices in others.
In the past each country had its own appointed general manager, this was all fine as long as the country had surpassed financial and objective targets set out. Manufacturing and packaging was also carried out at multiple sites across Europe therefore aiding with different formulae and packaging needs dependant on customer preference. However some countries contracted out packaging to sub-contractors.
The culture in Robinson Mason was one of fierce competition, factories competing with each other to obtain supply business, and where there was spare capacity they would seek trade own-label contracts.
Marketing was not coordinated between countries. There was no formal commonality of positioning, pricing or consumer proposition and it could quite often be the case that a new product was launched when the local country decided to, in what design, pack sizes and pack labels that differed in each country. Generally, each country would also develop its own unique advertising.
By the mid-1990s, the Company’s performance was beginning to falter slightly. The Regional director called a two day meeting at Heathrow airport, to share the message “Business as usual will no longer do” and how to regain dwindling market share from poor non consistent business decisions
Within the case study in relation to Robinson Mason, I am writing a memo to the Regional Director of the organisation. I am under the belief that he is very likely to ask for my feedback on a recent meeting which took place, outlining my perception of the reaction of my new colleagues and any suggestions I care to make that might contribute