Fast-moving consumer goods (FMCG) organizations have traditionally relied on sales optimization as the primary driver of business performance. Volume growth, market share expansion, and short-term revenue targets have shaped managerial priorities and organizational structures for decades. While these approaches have delivered rapid market penetration, they have also exposed structural limitations, including margin erosion, cross-functional misalignment, and vulnerability to competitive and operational shocks. This paper argues that sales optimization alone is insufficient for sustaining long-term enterprise value in contemporary FMCG environments. Adopting a business management and consultancy-oriented perspective, the study reframes performance in FMCG organizations by shifting the focus from sales-driven outcomes to enterprise-level value creation. Enterprise value is conceptualized as a multidimensional construct encompassing financial sustainability, operational coherence, managerial decision quality, and long-term strategic resilience. The paper contends that value creation emerges not from isolated sales excellence, but from the integration of sales, operations, and financial management within a coherent strategic management system. The study develops a conceptual framework that explains how strategic business management can transform sales from a dominant organizational force into a coordinated component of enterprise value creation. It examines the managerial mechanisms through which sales targets, capacity utilization, cost structures, and profitability objectives can be aligned to support long-term growth. Rather than proposing incremental improvements to sales performance, the paper emphasizes system-level managerial design as the foundation of sustainable value. This research contributes to the business management literature by challenging sales-centered management models in FMCG organizations and positioning enterprise value creation as the primary objective of strategic management. It offers theoretical insights and practical implications for managers and consultants seeking to redesign FMCG management systems beyond short-term sales optimization toward durable enterprise value.
Eyup Doruk (Fri,) studied this question.