Notable Work Done

Driven impactful transformations across diverse business environments—from pharma-to-FMCG transitions and e-commerce scale-ups to trade spend optimisation and field force efficiency. Our interventions have enabled business turnarounds, rural expansion, and urban retail optimisation through data-led insights. By introducing gamification for product launches, cold-chain distribution audits, and DMS automation, LBC helps organisations modernise operations, boost profitability, and build agile, performance-driven sales ecosystems

Case Study

E-Commerce Scale-Up for a Legacy FMCG Business

Company

A Large Indian MNC

Sector

FMCG

Project

Building a future-ready digital commerce business.

The company had a nascent ecommerce business and wanted to levarge the consumer shift and build a sustainable ecommerce business

COMPANY CHALLENGES

In 2018, e-commerce was still nascent within the FMCG landscape. In this company, the channel contributed less than 0.5% of total sales, lacked clear accountability, and had no defined growth roadmap. There were no differentiated portfolio strategies for online platforms, and profitability concerns limited investments due to channel conflict with general trade. The organization needed a comprehensive blueprint to structure, scale, and integrate e-commerce as a strategic growth channel.

OUR APPROACH

As Head of Alternate Channels, I led the design and execution of a two-year transformation plan to build a sustainable e-commerce business.

Built dedicated e-commerce teams, defined processes for content, assortment, and supply chain, and established performance metrics and review rhythms.
Developed a Joint Business Planning (JBP) framework with key platforms and introduced a channel partner prioritization matrix to focus on high potential partners.
Created a portfolio and pack strategy customized for platform archetypes — marketplaces, eB2B, and Beauty — aligning product formats, price ladders, and fulfilment models to consumer behaviour.
Implemented a profitability and discounting strategy to manage overlaps and minimize conflict with traditional trade.

E-commerce contribution grew from 0.5% to nearly 5% of total revenue within two years.

Built dedicated e-commerce teams, defined processes for content, assortment, and supply chain, and established performance metrics and review rhythms.

Structured engagement with priority partners improved visibility, conversion, and promotional ROI.

Introduced pack-level differentiation across marketplaces, eB2B, and Beauty channels, enabling premiumization and reduced cannibalization.

Profitability improved through disciplined discounting and contribution-based pricing governance.