Branded Foods
Customer & Market Due Diligence Of Salty Snack Manufacturer: Understanding Market Performance And Opportunities In Value Tier And Private Label
Conducted a customer & market due diligence of a salty snack manufacturer to provide clarity on the salty snacks market outlook and the target’s positioning and growth opportunities in its categories. Gotham: conducted 33 anonymous interviews with salty snack retail category buyers to establish category and private label strategy and the target’s positioning; analyzed Nielsen data to understand the salty snack market; conducted secondary research to understand the impact of macroeconomic factors and healthy eating trends; and profiled salty snack manufacturers to establish competitive dynamics. By addressing concerns over recent market underperformance and future outlook, Gotham was able to give the client confidence to move forward in the bid process.
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Customer & Market and Operational Due Diligence of Refrigerated Mexican Food Manufacturer: Validating National Expansion Opportunity for a Regional Brand
Conducted a 2-phase due diligence to: (1) validate the national expansion opportunity in grocery, (2) validate the growth opportunity in foodservice, and (3) assess operations risks and opportunities. Gotham interviewed ~70 retail and foodservice buyers and surveyed ~4,000 consumers to establish target’s brand positioning and growth opportunity. We also leveraged Nielsen data to build an MSA-level market sizing model to establish a $2B addressable market size. To support national expansion, Gotham established second plant economics and profiled the competitive landscape to identify acquisition candidates. Our operational assessment did not reveal any significant commodity pricing margin risks and, in fact, identified material yeild and labor savings opportunities. These fact-based conclusions gave the client the conviction needed to submit an aggressive bid to win this hotly contested auction.
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Operational Due Diligence of Family-owned Branded Ethnic Foods Manufacturer: Assessing Operational Scalability to Support Targeted Growth
Built operational performance fact base and cost model for due diligence of an entrepreneurial company. Effort included: first-hand observation of operations, management interviews, data collection and synthesis, equipment condition and capex requirement assessment, food safety review, and interviews with potential co-packers. Established that: the existing plant can meet the buyer's target of growing the business 2-3X current volume; identified 5-6 viable and interested co-packers; identified opportunities to reduce cost per case by 16-17.5%; and provided a road map for improving operations. The PE firm is in process of closing the deal.
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Delivery Strategy at Leading Luxury Chocolate Company: Capturing Lost Sales Opportunities Through New Planning and Delivering Capabilities
Developed a new customer service/logistics strategy for effectively distributing high-value, perishable products to 250 company-owned stores and 5,000 DSD customers. Developed and executed 3 pilot tests that demonstrated significant improvements: 100% improvement in retail delivery performance; successful direct fulfillment of retail corporate orders; 10% reduction in inventory costs; very satisfied wholesale customers.
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Logistics Strategy at Premium Baked Goods Company: Improving Cost-to-serve
Created a new logistics strategy, including implementing a new DSD network and delivery process, developing a new transportation and warehousing strategy, and re-balancing production among plants. Over 75% of the $2.5MM in savings (from a cost base of $12MM) highlighted in the strategy was saved in the first year of implementation.
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Operations Strategy at Global Packaged Food Manufacturer: Helping Synthesize North American Supply Chain Capabilities into an Optimized System
Led study to create a North American manufacturing strategy that minimized total delivered cost, optimized the asset base, provided for future product needs, and enabled superior customer service. Structured and conducted rigorous analysis to establish comprehensive understanding of current performance within the multiple-plant network. Study results included identification of $24-46 million cost improvement opportunity and the redesign of company's capital allocation process.
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