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The world of consumer goods is undergoing a major transition: consumers looking for meaning, global competition, AI reinventing consuming modes and habits, technologies like robotization revolutionizing business models, digitalization of marketing, blockchain and 3D printing, CSR at the heart of strategies, etc.). So how can we confidently tackle the changes at stake?
We collaborate with our clients to understand the impact of the transitions and revolutions at work with confidence, by identifying distinctive know-how, defining the right playing fields and building unique strategies to contribute to the reconfiguration of their sector and their industry.
For more than 20 years, we have been assisting large groups, small and medium-sized companies, cooperatives and professional organizations operating in the food (grocery, fresh produce, ultra-fresh produce, beverages, wines and spirits), hygiene and beauty, non-food and luxury sectors on a wide range of issues:
Brand strategy and positioning
Accelerating international growth through alliances
Digitalization of marketing and sales activities
Brand “retailization”
Commercial policies
Development plans
Strategic plans
Strategic due diligences
Post-acquisition mergers
Industrial operational excellence
Implementation of new management practices on industrial and logistics sites
With a strong expertise in the Consumer Goods and Retail sectors (historical sectors since its creation in 2001), Kea & Partners is a leading consulting firm in the market. In France, these sectors represent 50% of our turnover.
The agricultural and agri-food sectors are gradually regaining the strategic role they were given at the end of the Second World War, in order for a country to regain food sovereignty. After an intense phase of productivity growth (mechanization, seeds, fertilizers, industrialization, development of mass distribution, etc.), these sectors are now facing mutations, even profound ruptures throughout the value chain.
With associated challenges:
Reinventing a more reasonable and responsible agriculture
Renewing the concept of the value chain by focusing on customer value, from farm to fork
Reconnecting farmers with consumers eager for healthy and accessible products, anywhere, anytime
Exploiting the promise of Big Data’s increased intelligence, for better & tracked practices
Kea’s mission is twofold: first, support this vast and imperative transformation, and second, connect the players in the agri-food sectors, from seed producers, chemical companies, agricultural cooperatives and traders, food manufacturers and distributors, data and digital players, to the ecosystem of stakeholders from the inter-professional sector or civil society.
Kea brings its expertise in responsible transformation, orchestrating strategic thinking, organizational intelligence, and mastery of technological levers.
We deal with General Management issues (strategy and growth) but also with Functional Management (operational competitiveness and performance, middle management and human resources, information systems strategy).
We support all the players of the agricultural and agri-food sectors:
Input suppliers, cooperatives, manufacturers, distributors
In France, for export and internationally
Key accounts, SMEs and start-ups (in conjunction with Digitalfoodlab and La Ferme Digitale)
Private players (including investment funds) and institutions (banks, interprofessions)
Based on proven methodologies in different contexts, our approaches are always built with the client, considering its assets and constraints, with an approach designed to secure the execution.
Kea, now a “Entreprise à mission”, member of the B Corp community, is also involved in disruptive initiatives to build the food model of tomorrow, like “Faire! Mieux”, a coalition of actors in the food industry engaging in a positive transformation to solve transitional challenges. Kea is also involved in causes of general interest (“Mieux Manger”) and participates in discussions to transform the food industry from the inside (Sully Committee, Open Agrifood Orléans).
Kea supported the merger process and construction of the strategic plan of the new entity, taking into account the cultural gap between the two entities. After defining the vision of the new group, we aligned the two management committees and validated the strategic axes: supply chain, rationalization of the industrial tool, international development, brand positioning and innovation
Kea implemented an action plan with cultural steering changes to ensure sustainability: in collaboration with the teams, a business review validated an EBIT recovery target of €30 million in 18 months, finally achieved in 12 months (reduction of production, purchasing, supply / pricing & margin control expenses / strategy on a co-product segment)
Luxury as a structured industry is a relatively young sector: the exponential growth of the last few decades was fueled first by the era of “conspicuous consumption” in the 1980s and 1990s, by the globalization of economies and brands (USA, Japan and China as successive territories of conquest), and the emergence of new consumer categories and countries – mostly Chinese.
The announced era of ”all data / all virtual”, of the slowbalisation, of environmental and social concerns will not necessarily signal the end of the golden age of luxury, but rather its transformation and its displacement towards new territories – geographical, symbolic and industrial. Kea’s DNA, its projects and clients, its “tailor-made haute couture” style of intervention make it one of the reference partners of the Luxury sector, from Fashion and Beauty to Tourism, including Wines and Spirits or the Home.
For Kea, transformation is a strategic discipline. Recognized by our excellence in this sector, we support players and teams of all sizes and nationalities on the major issues of the industry: the brand and the purpose, the definition and support of responsible transformation programs, or the design and deployment of innovative answers to specific business issues of the sector (creation-to-market, operationalization of the brand -relational signature-, retail and omnichannel strategy, operational models). We do so with the “Kea Touch” on systems and culture issues, in a sector where human capital is at the heart of winning models.
Kea supported the Management Committee of this luxury company, owned by an investment fund, in its growth and diversification strategy: strategic plan, management committee supervision, business planning, impact on the operational model, and management of the brand and the go-to-market, including digital and omnichannel
Kea has designed and implemented various transformation programs for several major global brands, focusing on the specific challenges of the sector: definition and deployment of relational signatures, retailization and omnichannel, innovation management, and organizational redesign at the country/region/center level
One of the jewels in the crown of the French economy, the beauty sector in the broadest sense of the word includes skincare, make-up, hygiene, and hair care products as well as perfumery. It is a pioneering market, and a territory of experimentation in several ways. Considering the fast pace of novelties, of innovation, its codes are inspired by fashion and lifestyle (seasons, trends, collections, capsules, colors, … ).
It is also inspired bythe pharmaceutical industry, with scientific R&D magnifying the consumer and the development of ”cosmeceuticals”. The last influence is the vanguard of mass consumption, with massive use of new sales channels via influencers and social media and their famous “beauty tutorials”.
These new modes of branding, influence, and sales, that sometimes go against the self-proclaimed values of diversity and ecology of the brands, have lowered the barriers to entry and made the sector an ultra-competitive field where brands emerge, grow, and die at an ultra-fast pace. Thisforces all players, whatever their size, to go through a permanent transformation, a step where Kea can bring its distinctive know-how on strategic, cultural, and technological transformation.
Responsible Transformation is our sector’s entry point. We intervene with or without a partner to address specific issues – or not – of the sector: Agile Marketing and Innovation-to-Market, evolution of operational models (“Positive Operating Models”, purchasing, traceability…), transformation of organizations and modes of governance, digitization of models and changes of influence and consumption habits.
Kea secured the implementation of the PMI plan for the Luxury division in the different markets and the switch of activity to the new headquarters; then, for the Chief Human Resources Officer, Kea designed the HR transformation for a 3-year horizon (strategy for the function across all activities and divisions, global, regional, and local reorganization, redefinition of key HR processes, design of an engagement plan for employees)
As the 2nd largest contributor to France’s trade balance, the wine and spirits market is undergoing major changes. Based on a savoir-faire and an art de vivre firmly rooted in French culture, French production reputation is an asset in a growing market. Nevertheless, companies in the sector must face deep challenges in consumption, especially the digitalization of trade, an increased international competition and strong societal expectations.
The challenge for the sector is to successfully adapt to these disruptions while preserving an image of excellence and tradition.
Our know-how and expertise in the sector allow us to support the managers of large groups or SMEs in the transformation of their economic model, to reconciliate new consumer trends, responsibility, and adaptation of their distribution: internationalization and digitalization.
We integrate into our projects the transformation pace specific to the sector, requiring a long-term vision. Any change in production, sourcing or distribution is a long-term commitment for the manager. That is why we work with our clients to identify weak signals and anticipate the tidal waves using foresight tools in order to propose resilient strategies.
We deal with a wide range of subjects by relying on the sectorial expertise of our consultants: Due Diligence, Vision and Strategic Plan, Omnichannel Distribution Strategy, Digital Acceleration, Supply Chain Excellence, Cultural Transformation and Accountability.
Kea set up a strategic dialogue process to express a new ambition for the development of the industry’s wines worldwide, before rolling it out in different dimensions (products, markets, etc.). The construction of this plan was conducted by federating the entire industry: 40 elected representatives and permanent members of the industry, 80 stakeholders and 7000 wine companies invited to contribute through a collaborative platform
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KLA Consultoria Ltda. 2023 | CNPJ 18.270.604/0001-13
