#foodtransition

It’s our purpose to support organisations to create a future proof food value chain for people, organization and society.

At nlmtd Food & Agri Strategy / Innovation / Transformation consulting we want you to be able to become a force for good, in food production, trade and consumption.

For this reason, we help you eliminate food waste, and innovate to better match the preferences of consumers and markets. We help you adapt your sourcing and supply chain to become more transparent. More adaptive.We help you to transform digitally and achieve commercial excellence.

We can support your organization by aligning purpose, people and your organizational goals. Working together, to have you make more impact on SDG12: responsible consumption and production.

ISS Corporate Garage & Barclays – Food waste program with Winnow

Challenge

How can we innovate our traditional and commoditized facility and catering services for our global leading clients?

Approach

The Open Innovation Program brought together global leader in facility services ISS A/S, piloting food waste solutions for one of its global banking customers. ISS was introduced to Winnow, a leading pioneer in food waste prevention, that applies AI to assist professional kitchens to measure food waste, analyse its causes and extend actionable advice to prevent waste from occurring in the first place. The Winnow solution was implemented and scaled thanks to the close collaboration with ISS.

Value delivered

Marc Zornes, CEO of the selected solution Winnow said ‘The 100 Day Pilot program’ of ISS and the way of working proved very beneficial for Winnow, to contribute to the relevant challenges that ISS encountered on a global scale. Together we were able to solve these. Along the way we learned how to better drive a corporate collaboration through the program facilitation.We were all impressed by how we were able to increase our impact together’.

Global leader in food & agribusiness – lack of insights in client profitability

Challenge

Lack of insight in customer profitability. Lack of control over commercial processes, resulting in lower margins and not meeting growth targets. Global recession and smarter consumers have made effective pricing strategies more important than ever. Potential of digital technology not fully exploited

Approach

Proven 4 step approach enabled the agribusiness company to enhance customer segmentation, to improve alignment with their portfolio of solutions (products / services) and to sell these products by a more effective sales force. This ultimately leads to a significant margin improvement
Step 1. Define where to compete. Commercial strategy design- customer and market segmentation
Step 2. Define what value proposition to compete for. Align and innovate the portfolio of solutions (products and services)
Step 3. Define how to compete. Organisational and capability improvement - sales excellence development
Step 4. Define how to measure progress and performance. Performance management

Value delivered

Segments of different strategic value are defined and prioritised by comprehensive customer and market analyses Long-term improvement areas identified as well as quick-wins, annual margin increase between 5-15%.
Culture change of the commercial team towards a more value-based approach Creation of an efficient and focussed sales force organisation with an aligned global pricing model.
Development of a purpose driven innovation strategy and action agenda

Leading, sustainable agricultural innovation and technology company: develop a purpose led innovation strategy & action plan

Challenge

Company's strategy not in line with desired Purpose and sustainability image. Lack of execution power / call to action.

Approach

nlmtd helped this organization to define a Purpose that fits their core business and helped to make it practical by defining an action agenda and “call to action” shop. Defined specific areas that fit their core business and sustainability goals. Defined organization’s purpose based on design session input and new insights. Assess the fit between the organization’s (new) purpose and the current reality. Determined the resources and activities needed to implement the purpose throughout the organization determined how the impact of the (new) purpose would l be communicated and measured

Value delivered

Action agenda to act on newly developed Purpose driven innovation strategy. Increased attractiveness to talent and keep them better motivated (personal purpose in line with company purpose). More customer loyalty with improved brand position.

Professionals in the foodtransition

Caroline Loeffen

Frits Thijs

Marc Spronk