Ram Krishnan

Thanks for the opportunity to contribute Ayandrali Dutta . The article is a good summary of emerging trends with contributions coming in from industry fraternity In good company here with Minakshi Singh , Vikram Achanta and @hemanth rao

36

1 Comment

THERE ARE INFINITE DEFINITIONS OF BEAUTY. WHAT'S YOURS? Join me in signing Coty’s petition to change the current outdated dictionary definition and examples now: https://lnkd.in/ggjrfVrd. #UndefineBeauty #CotyPride

52

2 Comments

Liz Buchanan <> The CPG View On this week's podcast, "Pioneering the Future of CPG Data," on The CPG View featuring Liz Buchanan, President, North America at NielsenIQ. Liz covers the following key points: 🎯 Leadership and Market Evolution: Liz emphasizes her transition to leading Nielsen IQ's North American business and the dynamic changes in the market, highlighting her extensive experience and the company's adaptive strategies. 🎯 Data Activation and Value: A major focus is on making data "activation ready" by ensuring it is comprehensive, granular, and useful for driving business outcomes, particularly in retail environments. 🎯 Customer-Centric Approach: Liz shares the importance of understanding and addressing customer needs through modern data access methods, personalized insights, and maintaining high standards of data stewardship and privacy. Tune in to gain insights on new data strategies, AI tools, and market trends shaping the CPG industry on The CPG View. 🚀🌟 Full Podcast Link (Apple, Spotify, Google, etc): 🎧 https://lnkd.in/eEqXpSB6 #ecommerce #digital #omnichannel #strategy #success #cro #ceo #leadership #cmo #cdo #retailecommerceclub #cpg #privateequity #playtowin #thecpgview

36

2 Comments

some insight from the linkedin algorithm

1

I really enjoyed this conversation with Mike Golden on the Radical Global Marketing podcast. Courtesy Mike and team for the key takeaways from this conversation: 1. Emphasize both the art and science of marketing to create impactful consumer interactions. 2. Adapt global brand strategies to accommodate local market nuances. Leverage digital and traditional media effectively to communicate brand ethos and offerings. 3. Collaborate closely with agencies to ensure creative consistency and adaptability across markets. 4. Utilize data and technology to improve marketing efficiency and effectiveness while maintaining a strong focus on storytelling and emotional engagement. #leadership #marketing Diageo https://lnkd.in/e58P4GFr

60

14 Comments

Kimberly-Clark: steady progress with a double top-/bottom-line beat in Q1 2024 & raised guidance Volume development especially is a stand-out considering KC country/ category footprint and the historic price elasticity of the 'paper' categories Margin recovery continues & pre-COVID profitability level is now at sight Promising. The Street took notice (+10% since release) Full details below • NR: $5.1Bn • OSG: 6%; Volume: 1%; Price/ mix: 5% • GM%: 37.1%; +390 bps vs Q1 FY23 • OP%: 16.6%; +142 bps vs Q1 FY23 • Beat analysts’ consensus for revenue as well as EPS FY24 guidance: • Raised Organic Net Sales Guidance: Expected to grow mid-single digits vs previous expectation of low-to mid-single-digit growth • Raised Adjusted Operating Profit guidance: Expected to grow at a low-teens percentage rate on a constant-currency basis vs previous expectations for high-single-digit to low-double-digit • Raised Adjusted EPS guidance: Expected to grow at a low-teens percentage rate on a constant-currency basis, vs previous expectations of high-single-digit growth Exciting year ahead for Kimberly-Clark 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀/ 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢𝘀 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #cpg #fmcg Procter & Gamble Essity Henkel Unilever Sofidel S.p.A. The Clorox Company Church & Dwight Co., Inc. https://lnkd.in/erGgByVT

58

Consumers need for convenience continues to grow and at Pernod Ricard developing consumer centric propositions is at the core of what we do such as bringing two powerhouse brands together to make the product intuitive and credible.

78

2 Comments

Interesting perspective on the challenges & opportunities faced by the CPG industry in Bains CPG Report. As consumers continue navigating high prices, profitable volume growth is much harder to find. The good news is that brands who truly have unique, relevant, compelling propositions will thrive in such an environment. In times like this, consumers are hyper-critical with each dollar they spend, which tends to expose those brands that don't offer anything unique but have maintained growth through scale. Consumers are rapidly moving to lower priced brands/private label for non-differentiated products but are still willing to pay a premium for brands offering something truly unique. This is a great environment for smaller, challenger brands that inherently tend to be closer to emerging consumer needs. Much harder for large CPG brands that are anchored down by past propositions and volume bases. Profitable growth is still out there. Having products in your portfolio that address emerging needs while partnering with retail customers that are also seeking to address such needs will keep brands out of the price competition space and position them where consumers are willing to pay extra for their offerings. Couple that with an operating model tailored to deliver on the proposition and you have successful market share expansion while maintaining profit margins. #CPG #VolumeGrowth #ConsumerInsight https://lnkd.in/gG3dhCG5

18

Why do some legacy brands— survive and some do not? Professors at The Wharton School look at why for some brands—Sears, Toys"R"Us—nostalgia is not enough to ensure survival, and how others—Apple, Nike—have stayed relevant without betraying what they stand for. - Sears was once a retailer where you could get pretty much anything, and even some brands you couldn’t get anywhere else. But retail changes and Sears became a “store that lacked any sort of distinction, and the legacy part of its story just wasn’t enough.” Kohl's, on the other hand, builds on its past success but adapts as customer needs change. They have maintained large stores in non-mall locations for easier accessibility, but they renovate, inside and out, more often than other, similar retailers, and have developed their own store brands valued by customers. - Customers now look to retailers to be curators who have vetted what goes on shelf on their behalf. Costco Wholesale is an example of a retailer trusted by customers for the quality of their products and that has developed a strong store brand that is recognized as not always the least expensive brand in the store but one that the store stands behind. Nike, Apple, and Patagonia are all brands that have stayed true to the brand values, identity and emotional connection to the consumer, but who have stayed current by keeping their products cutting edge. Barbie, aside from the huge boost afforded by the movie, has evolved as the world has, introducing inspirational likenesses of ABT dancer Misty Copeland, NASA mathematician Katherine Johnson, artist Frida Kahlo and others, and making Barbie more inclusive of body types, skin tones, and abilities. - Gillette, on the other hand, was blindsided by Dollar Shave Club and Harry's Inc., which undercut Gillette’s prices and went directly to the consumer with a story and a subscription model, breaking consumers’ habit of going to a store for razors. Gillette has since launched its own subscription service, but not before losing market share that will be difficult to gain back. Johnson's baby , used by generations of parents for its promise of “no more tears,” saw sales fall as consumers became wary of its additives, a trend that J&J missed because it wasn’t monitoring consumer chat or sales online. Campbell's soup, despite being iconic, has had a hard time capturing younger consumers who don’t have the same warm memories of the brand and are skeptical of anything that comes out of a can. - Legacy brands are now up against with a wider competitive landscape; retailers who were once a big deal are now one of many physical and online stores, and the amount and accessibility of information about them is nearly inexhaustible. Not only can you find out what is offered elsewhere but there are reviews on everything from pricing to experience to the company’s politics and ethical policies. #nostalgia #brand #branding #retail #customer #consumer

23

12 Comments

PepsiCo buying Siete Family Foods is a case study in how to scale and position a CPG brand to exit. Yesterday’s news of Siete’s $1.2B exit should open a flood of M&A in consumer which has been quietly simmering. The brand was founded a decade ago in 2014, rooted in a desire to maintain cultural food traditions while accommodating dietary restrictions. Their category offering today is broad, offering tortillas, salsas, seasonings, sauces, cookies, and snacks. They scaled rapidly yet profitably through all major classes of trade. You can find them today distributed from Walmart to Whole Foods Market. This is a signal of the brands wide and diverse consumer audience. The acquisition makes a ton of sense for PepsiCo. It represents efforts to expand its presence in the better-for-you and multicultural food segments. Siete was literally a category creator in grain-free and dairy-free Mexican-American staples. My introduction to the industry came through PepsiCo’s largest profit driver, Frito-Lay. Broad concepts like merchandising, product placement, execution, speed to market, and quality/breadth of distribution were drilled into me. Years ago, I’ve gone on market tours with Steven Williams CEO of PepsiCo Foods, evaluating stores for execution of core new innovation during key holiday windows. I know firsthand that Frito Lay execution and reach via their DSD network is unparalleled. You’re going to start see Siete in way more places than you ever had before. They have well above a 50% market share of the entire salty snack category. This is just the beginning for Siete. I said this last week. 2025 will be the biggest year of M&A in CPG in a long while. 📷 Me on a Frito Lay route training in 2017, preparing for a leadership store walk

300

35 Comments

Beverage brands—learn what top acquirers like Coca Cola are buying through their corporate transcripts   Coca Cola executive management openly share 3 key themes in how they're thinking about the brand portfolio at the CAGNY consumer conference in February '24:   1. There's still ammo to acquire 💲   --- Coca Cola plans to increase investments into its brand portfolio in 2024 up to $2.2 billion.   --- The company still sits well below its net debt leverage target of 2.5x (1.7x in 2023) => access and appetite to acquire more brands.   --- It's clear from their concurrent divesture of bottling plants that they want to double down on the asset-lite approach with brands. 2. Focus on buying fewer, more scalable brands 📈   --- The company is turning away from buying smaller brands to only fit 1 or 2 markets.   --- Management is making sure "inorganic plays have got a higher probability for a scalable impact" so that its cost base is more efficient. 3. Keep betting on sparkling beverages 🥤   --- The CEO, James Quincy, continues to stay excited about sparkling beverages and has bets across all the subcategories like caffeinated, zero sugar, and all forms of flavors.   --- He sees strong growth continuing without much in the way to stop it. Comment about a beverage category you're particularly excited about!

7

CPG industry trends in 2024: Rescuing the decade | McKinsey Megatrends impacting CPG - the highlights of which we know but - but how to deal with them is the question - interesting overview: 1) Population growth stagnation - target, focus and personalization - profitable growth pockets M&A&D work with entities that can identify the sting in the tail of too large portfolios and identify new opps - predictive AI to help generate those insights. Reinventing brand building and marketing, scaling commercial excellence across business. 2)Crop failures increasingly frequent - volatility mitigation supply chain is key. This multi-enterprise ecosystem at its core must be collaborative, connected, responsive, and innovation centric, most importantly sustainable in this green century 3)Better for you better for the planet - how we embrace and recognize the natural world and its biomass is good for the planet and good for you. 4) Prescription weight loss drugs coming - lifestyle change and healthier nutritional choices exist - an option play but not the norm.

3

1 Comment

Always interesting to see how large CPG companies evolve their portfolios. Yoplait is a really interesting case study. Once the leader in a high growth category, the brand was not able to innovate and lead the category which allowed a new disruptive brand like Chobani (and then others) to enter and lead the category with new, more consumer relevant products. Another example of how focus on a single category can even disrupt category leading brands within large CPG companies that have to fight for internal focus and resources. Will be interesting to see what Lactalis will be able to do with this strong brand equity. https://lnkd.in/gzj_uuUi

27

At the @Steward Leadership Summit 2024 last month, I joined Pamela Chng, and Sunil Puri In a fireside chat moderated by Suling Lin as we discussed the practices in the area of ethical leadership in the FMCG industry. It is little known that Amway is a pioneer in sustainable farming. As farmers, entrepreneurs and creators of one of the world’s first biodegradable multipurpose household cleaner, we have developed rigorous sustainability processes in our production, manufacturing and supply chain over the last 65 years, that contributed in part to Amway’s Nutrilite becoming the world’s #1 selling vitamins and dietary supplements brand. Our 3 core practices governing and enforcing sustainability standards at Amway are: 1. At Amway, we believe consumers deserve to understand where products come from, how they are made, and how the company treats people and planet along the way. We call this Traceability. On November 2, we launched a new platform called the Amway Tracing Tool found at NutriliteTraceability.com to provide transparency into Nutrilite and Artistry products and a level of traceability access that is exceptional in the supplement and skincare industries, certainly among our direct competitors. The tracing tool is validated by Respect Code – a global transparency solutions company that is also used by WWF. 2. Amway prioritizes vertical integration with our own organically-certified farms and Amway-owned manufacturing. However, we have a worldwide supply chain that helps meets our production demands efficiently. Amway Supplier Qualification Program ensures every raw material and component used in Amway products, even for packaging, meets our standards for manufacturing excellence, safety testing, effective nutrient levels, cleanliness, storage and handling. 3. We work alongside our farm ingredient partners to help further mature their practices through Amway’s NutriCert™ certification program. This program is for partner farms that supply plant ingredients we can’t grow on our own farms. Farms must pass a third-party audit verifying that they meet our requirements for sustainable farming and traceability practices before they can become a partner farm. As we continue our sustainability journey, we actively look for ways to refine and prioritize sustainability standards for Amway, and the partners we work with, and we aim to pioneer and lead the way in ethical business.

188

7 Comments

It’s All About The Experience At SGG and Associates, we are well into Q1 Earnings Season and our review of the 250 consumer facing companies that are competing for share of the consumer spend, loyalty and “mindset”. Especially striking is the extraordinary and growing divide between Walmart and Target. Walmart U.S. Comp Sales (x Fuel) were +3.8% while Target Total Comp Sales declined 3.7% There is no question that both retailers have broad appeal and audiences and offered a sense of value.  But their approaches to the consumer have dramatically changed. Target was always known as the “cool” big box store, with incredible designer capsule collections that created lines before store opening and sold out immediately. Walmart built their following on the promise of “always low prices” and incredible value. Their roles have changed dramatically.  Target just announced thousands of price cuts in their recent earnings report, a clear nod to the impact inflation has had on their customers, and an attempt to reverse their sales trend. A trip through Target will illuminate their almost complete shift to private labels. Walmart has introduced a balance of designer and private label brands. In their pilot “stores of the future” concept, these brands are showcased in “shops” complete with lifestyle presentations. Newness is continuously introduced into these stores. This concept test has worked and Walmart is now rolling the concept out nationally. But even more striking is the dramatic difference between Walmart and Target in the “customer experience”. At a recent visit to a newer Target store, we were greeted by an expansion of categories that were locked behind glass doors. This included everything from laundry detergent to Men’s socks and underwear. Pressing a red button on the case would supposedly summon an associate.. who never came. During the same week at several Walmart stores, associates were folding inventory, and refreshing displays. And, when asked about the location of a department, associates ( on numerous occasions) escorted us to the correct aisle. Indeed, it’s no wonder that Walmart Doug McMillon reported in last week’s earnings report that Walmart gains were coming from higher income customer. It’s not just about price.. it’s about creating a comprehensive and compelling customer experience that includes price, presentation and service. 

18

2 Comments

Some great thoughts from Jessy Stamates Uzma Rauf and Jill Valiton McIntosh on how to make sure your lower funnel Marketing is efficient and effective!

12

The Coca-Cola Company confirms its formidable pricing power & its strong revenue management capabilities with a both top and bottom line beat The sentiment is also confirmed by the positive results in some of KO key bottlers (e.g., CCHBC) Volume development, in the next quarters, will have to be closely monitored though with PPA/ promos as key adjustment variables Coca-Cola Q1 FY24 results summary: • NR: $11.3bn • OSG: +11%; Volume: -2%; Price/ mix: 13% • GM%: 62.5%; +184 bps vs Q1 2023 • Adj. OP%: 32.5%; +34 bps Results by Operating Segments: • Europe, Middle East & Africa: $ 1,973m NR; OSG: +15%; (Volume: -7%; Price/ mix: 22%) • Latin America: $ 1,527m NR; OSG: +22%; (Volume: 0%; Price/ mix: 22%) • North America: $ 4,174m NR; OSG: +7%; (Volume: 0%; Price/ mix: 7%) • Asia Pacific: $ 1,469m NR; OSG: +7%; (Volume: -1%; Price/ mix: 8%) • Global Ventures: $ 740m NR; OSG: +1%; (Volume: 2%; Price/ mix: -1%) • Bottling Investments: $ 1,817m NR; OSG: +13%; (Volume: 7%; Price/ mix: 6%) Analyst Consensus: Beat analysts’ consensus for both revenue and EPS FY24 guidance: Updated • OSG: 8% - 9% (updated) • Comparable net revenues (non-GAAP): o 4-5% currency headwind based on the current rates and including the impact of hedged positions (updated) o 4-5% headwind from acquisitions, divestitures and structural changes (no update) • Comparable EPS (non-GAAP) growth: o 7-8% currency headwind based on the current rates and including the impact of hedged positions. The majority of currency headwinds are due to currency devaluation resulting from intense inflation o Expected to include ~ 2% headwind from acquisitions, divestitures and structural changes • Comparable currency neutral EPS (non-GAAP) growth: 11-13% (updated) • Comparable EPS (non-GAAP) growth: 4-5%, vs $2.69 in 2023 (no update) 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀/ 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢𝘀 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #cpg #fmcg

57

CPG Marketing Leaders - If you use market research to try to shape consumers' purchase behavior, you may not be using your 💰money as wisely as possible. Hear me out. Something we brand marketers learn early on is that it’s really hard to change what a consumer THINKS-- let alone what they DO. But we try anyway. We WANT to believe this can happen with a lot of repetition and investment. So, we diligently craft our messages, spend the big bucks to get them out there…then cross our fingers 🤞 it will impacts business results. 👎 The bad news: changing behavior by being loud may be a long shot. 👍 The good news: it IS possible to reinvent perceptions….which can lead to new behaviors over time. Here’s what I've learned over hours of watching consumer light bulbs go on: 🔦 As humans, we don’t typically examine our own biases. While we try to be open minded, 𝙊𝙫𝙚𝙧 𝙩𝙞𝙢𝙚, 𝙩𝙝𝙤𝙪𝙜𝙝𝙩𝙨 𝙤𝙧 𝙥𝙚𝙧𝙘𝙚𝙥𝙩𝙞𝙤𝙣𝙨 𝙖𝙗𝙤𝙪𝙩 𝙖 𝙥𝙧𝙤𝙙𝙪𝙘𝙩 𝙤𝙧 𝙗𝙧𝙖𝙣𝙙 𝙜𝙚𝙩 “𝙨𝙩𝙞𝙘𝙠𝙮” and hard to overturn. 📣 𝙏𝙚𝙡𝙡𝙞𝙣𝙜 𝙨𝙤𝙢𝙚𝙤𝙣𝙚 𝙩𝙤 𝙙𝙧𝙤𝙥 𝙖 𝙗𝙚𝙡𝙞𝙚𝙛 𝙩𝙝𝙚𝙮’𝙫𝙚 𝙝𝙚𝙡𝙙 𝙛𝙤𝙧 𝙖 𝙬𝙝𝙞𝙡𝙚 𝙬𝙤𝙣’𝙩 𝙘𝙝𝙖𝙣𝙜𝙚 𝙞𝙩. Making bold claims or using sexy celebs in ads may get someone’s attention, but probably won’t drive a new purchase. 🤔 A more powerful way to 𝗱𝗶𝘀𝗰𝗿𝗲𝗱𝗶𝘁 𝗮 𝗻𝗲𝗴𝗮𝘁𝗶𝘃𝗲 𝗯𝗲𝗹𝗶𝗲𝗳 𝗶𝘀 𝗯𝘆 𝘀𝗵𝗮𝗿𝗶𝗻𝗴 𝗮 𝗽𝗼𝘀𝗶𝘁𝗶𝘃𝗲 𝗽𝗲𝗿𝘀𝗼𝗻𝗮𝗹 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲, ideally one that’s memorable and maybe a bit surprising. This is why recommendations from friends/family are always top sources of product information...and why we're fascinated by backstories! 👯 While this can and should be done ground up--via grassroots/organic efforts-- 𝙗𝙧𝙤𝙖𝙙 𝙨𝙘𝙖𝙡𝙚 𝙢𝙚𝙨𝙨𝙖𝙜𝙞𝙣𝙜 𝙞𝙨 𝙠𝙚𝙮, 𝙗𝙚𝙘𝙖𝙪𝙨𝙚 𝙞𝙩’𝙨 𝙝𝙖𝙧𝙙 𝙩𝙤 𝙚𝙫𝙤𝙠𝙚 𝙢𝙚𝙖𝙣𝙞𝙣𝙜𝙛𝙪𝙡 𝙥𝙚𝙧𝙨𝙤𝙣𝙖𝙡 𝙚𝙭𝙥𝙚𝙧𝙞𝙚𝙣𝙘𝙚𝙨 𝙖𝙩 𝙨𝙘𝙖𝙡𝙚. The strongest brands today use purpose, values and storytelling as a proxy for sharing individual personal experiences. 🎡 Impacting the stickiest perceptions takes a 𝙘𝙤𝙢𝙗𝙞𝙣𝙖𝙩𝙞𝙤𝙣 𝙤𝙛 𝙢𝙚𝙨𝙨𝙖𝙜𝙚𝙨, 𝙘𝙝𝙖𝙣𝙣𝙚𝙡𝙨, 𝙩𝙤𝙣𝙚𝙨 𝙖𝙣𝙙 𝙩𝙖𝙘𝙩𝙞𝙘𝙨. 360 marketing isn’t new, but it’s effective! So…𝙬𝙝𝙞𝙡𝙚 𝙗𝙚𝙝𝙖𝙫𝙞𝙤𝙧𝙨 𝙖𝙧𝙚 𝙨𝙩𝙪𝙗𝙗𝙤𝙧𝙣, 𝙥𝙚𝙧𝙘𝙚𝙥𝙩𝙞𝙤𝙣𝙨 𝙖𝙧𝙚 𝙢𝙤𝙧𝙚 𝙢𝙖𝙡𝙡𝙚𝙖𝙗𝙡𝙚, 𝙬𝙝𝙞𝙘𝙝 𝙘𝙖𝙣 𝙚𝙫𝙚𝙣𝙩𝙪𝙖𝙡𝙡𝙮 𝙜𝙚𝙩 𝙮𝙤𝙪 𝙩𝙤 𝙩𝙝𝙚 𝙨𝙖𝙢𝙚 𝙥𝙡𝙖𝙘𝙚. If you’d like to hear more about how to apply insights like these to change the game on your brand, Let’s Talk! 📞 𝗛𝗼𝘄 𝗵𝗮𝘃𝗲 𝘆𝗼𝘂 𝘀𝘂𝗰𝗰𝗲𝘀𝘀𝗳𝘂𝗹𝗹𝘆 𝗶𝗻𝗳𝗹𝘂𝗲𝗻𝗰𝗲𝗱 𝗽𝗲𝗿𝗰𝗲𝗽𝘁𝗶𝗼𝗻𝘀 𝗼𝗳 𝗮 𝗸𝗲𝘆 𝗮𝘂𝗱𝗶𝗲𝗻𝗰𝗲 𝗼𝗻 𝘆𝗼𝘂𝗿 𝗯𝗶𝘇? #brandstrategy #consumerinsights #instinctivemarketing

11

19 Comments

Rescuing the Decade - CPGs’ Path to Growth in a Challenging Market After years of reliable growth, the CPG industry is at a crossroads. Once a top-performer, CPGs now face stagnation in growth and pressure from shifting consumer demands, rising costs, and slowing global markets. But there's hope— CPG leaders can reignite growth and strengthen performance. Here are the top recommendations from McKinsey Transform the Portfolio    - CPGs need bold moves to reshape portfolios, focusing on high-growth categories and emerging markets.   - Embracing (M&D&A) allows companies to gain a stronger foothold in premium and high-growth segments, essential for a sustainable competitive edge. Build Operational Excellence   - Commercial and digital excellence are critical to reclaiming market share and deliver premium experiences.   - Leaning into generative AI and automation, CPGs can cut costs and create efficiencies—freeing up resources to invest in innovative marketing and rapid product development. Resilience demands change. The CPGs that invest in transformation and tackle both strategic growth and operational efficiencies will be the ones to lead in the next decade. Let's stay ahead by embracing this era’s challenges with innovation and agility! (Source: McKinsey-Rescuing the decade: A dual agenda for the consumer goods industry) #CPG #ConsumerGoods #Innovation #GrowthStrategy #Leadership

19

1 Comment