Consumer Goods
Globally successful companies in the highly competitive, fast-moving environment of Consumer Products (CPG) react quicky and intelligently to make decisions with all available information. Constant innovation, thin margins, small differences per unit, trade support dynamics, go-to-market positioning, M&A activity, and an increasingly tight global supply chain are just some of the daily CPG market forces. World class competitive intelligence requires industry experience. Fletcher's Consumer Products team is staffed and led by people who have worked in consumer products and competitive intelligence for many years. We utilize best-in-class research techniques and industry expertise to provide hard-to-obtain insights and decision support for our clients' most challenging issues. Operations, Marketing and Sales more effectively compete with the intelligence we provide.
Services & Solutions
Client testiomonials
"Fletcher put together data no one else could, resulting in driving our business decision and winning back past clients" - SaaS sales VP
Sales Enablement
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Voice of Customer
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Competitor Pricing Analysis
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Battlecards
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Win/Loss Analysis
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Renewal Intelligence
Strategy Enablement
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M&A Due Diligence
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​Competitor Roadmap Strategy
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Competitor Monitoring
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Competitor Landscape Analysis
Product Marketing
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Competitor Deep Dives
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Product Deep Dives and Comparison
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Conference Intelligence
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Go-To-Market Analysis
Case Studies
Product Management & Private Label
A multinational health & nutrition company wanted to understand the global manufacturing and distribution capabilities of their competitors. We focused on the top six category leaders in the U.S. and Europe, including the largest PL suppliers. The project included interviews with former plant management, ingredient suppliers, contractors and purchasing managers. The intelligence gathered by plant and DC included planned CapEx improvements, capacity limitations, sourcing issues like seafood ingredients from Asia, labor issues, frequent maintenance-related production issues, and potential divestiture.
The information was key in decision-making for multiple subjects and functions, and even used to calculate estimated per unit cost (dis)advantages.
