The global financial crisis, having caused consumers and businesses to deleverage by paying down debt, means there is less money available to spend on C&T brands, resulting in flat line demand for the next five years in most markets. As a result, C&T companies have had to become increasingly focused on money management, especially in their dealings with customers. In contrast with a ￡500k capital investment in a factory requiring a 40 page requisition, with regular updates on actual performance against promised efficiencies, C&T trade spend budgets of a similar scale are often waived through with barely two pages of rationale, minimal compliance KPIs and with National Account Managers (NAMs) too busy on the next promotion to submit any reviews after the event.
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