In my early days of working in transportation, I had the opportunity to work with one of the largest soap brands in the world.
They were my main logistics account for the company I worked for, and I was their point person in charge of coordinating their freight.
Because of market share losses, senior leadership wanted fresh creative ideas to stimulate business growth. Most companies of their caliber and size would limit that conversation to the sales and marketing team. This company sought out a different approach.
They ended up inviting partners from all over their supply chain as well as their general office staff to participate in a group strategy session. Participants included personnel from accounting, customer service, contract warehousing, contract transportation (me), sales, marketing and senior leadership.
The idea was to get a different perspective from individuals who had a alternate vantage point for how the business was operating. First we had a brain storming session to flesh out new ideas. Then we went in groups of two to scope out the product layout at major retailers across the city. We returned to discuss innovative ways to make product placement more appealing to shoppers.
Its no surprise that businesses, large and small, who see year over year growth are usually the ones willing to take an unorthodox approach to creating growth potential and continuous improvement planning.