The challenge to develop local added value
A market of 31 billion euros (41 billion dollars), in which the 100 largest companies account for over 3% of the market share. These figures are very explicit: the world's second largest sector is a market fragmented by food crops, laws at various levels, difficulty in supply and the complexity of the chain. A few companies with great investment power and R&D, operate in the market alongside an endless number of SMEs specialised in local niches that fail to muster the resources that would allow them to develop further.
There are other issues that highlight the complexity of the current market and its environment:
- Several products, some of which satisfy basic needs while others may propose highly refined luxury items, not designed to meet physiological needs
- Global products, including cheese, beer and yogurt, share a shelf with regional or local food products
- The increasing cost pressure from distributors controlling the entire chain and a concentration of volumes into a small number of channels, and in parallel, an explosion of as yet unrepresentative direct forums and channels
- Legal obstacles in various fields, whether as an element enabling the provision of greater added value to the market or as a bureaucratic obstacle to protecting the market
- Low labour productivity
KLB Group: the project implementation operational unit
For KLB Group and its customers, the current difficulties are also an opportunity for growth. The opportunities are immense, both for those who are committed to excellence in costs and those who devote their efforts to providing added value. During its nearly 20 years of activity, KLB Group has supported 23% of the 100 largest companies in the industry, as well as a considerable number of local stakeholders. We have worked on all kinds of projects:
- Development of local products for wider dissemination
- Overall chain optimisation eliminating the inefficiency of relationships with suppliers and customers (B2B or B2C)
- New organisation or implementation of new logistics flows
- Increase in production
- Investing to distinguish themselves through packaging
- Aligning the organisation of the company with their strategy
- Implementing new packaging or packaging solutions in search of better productivity or a more attractive product
The projects submitted share two elements: they are operational projects and are led by KLB Group for their full implementation.
The secret? A number of active and trained collaborators who know how to combine skills, methodologies, clear objectives and the ability to understand the culture of our customers. All this in order to achieve a perfect cruising speed and results that are visible on the income statement.
For more information in this sense: email@example.com