Akhil Taneja’s Post

𝗛𝗮𝘀 𝘆𝗼𝘂𝗿 𝗠𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝗙𝘂𝗻𝗰𝘁𝗶𝗼𝗻 𝗯𝗲𝗲𝗻 𝗰𝗮𝘀𝘁𝗿𝗮𝘁𝗲𝗱? Most of the growth challenges we currently see in the FMCG industry is the results of the continuous dismantlement of the Marketing Function (sometimes also self-inflicted) 𝗙𝗶𝘃𝗲 𝘀𝗶𝗴𝗻𝘀 𝘁𝗼 𝗿𝗲𝗰𝗼𝗴𝗻𝗶𝘇𝗲 𝘁𝗵𝗶𝘀 𝗰𝗮𝘀𝘁𝗿𝗮𝘁𝗶𝗼𝗻/ 𝗶𝗺𝗽𝗼𝘁𝗲𝗻𝗰𝗲: 𝟭) 𝗡𝗼 𝟰𝗣𝘀 𝗼𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽 𝘄𝗶𝘁𝗵𝗶𝗻 𝗠𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 & 𝘁𝗲𝗻𝗱𝗲𝗻𝗰𝘆 𝘁𝗼 𝗼𝘃𝗲𝗿-𝗳𝗼𝗰𝘂𝘀 𝗼𝗻 ,𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻’ & ,𝗶𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻𝘀’ 𝘁𝗼 𝘀𝗼𝗹𝘃𝗲 𝗮𝗹𝗹 𝗯𝗿𝗮𝗻𝗱𝘀 𝗽𝗿𝗼𝗯𝗹𝗲𝗺𝘀. If some 4Ps ownership, inability to tailor them per channel 𝟮) 𝗪𝗲𝗮𝗸 𝗰𝗼𝗻𝘀𝘂𝗺𝗲𝗿 𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝗶𝗻𝗴 (cat. & brand path to purchase metrics & drivers, user & non-user barriers/drivers/triggers/4Ps preferences), absence of strategic segmentation & weak ability to translate insights into 4Ps maximizing brand profit capture 𝟯) 𝗧𝗲𝗻𝗱𝗲𝗻𝗰𝘆 𝘁𝗼 𝗼𝘃𝗲𝗿-𝗳𝗼𝗰𝘂𝘀 𝗼𝗻 𝗺𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝘁𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗰𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝗶𝗲𝘀 𝗶𝗻𝗰𝗹𝘂𝗱𝗶𝗻𝗴 𝘀𝗼𝗺𝗲𝘁𝗶𝗺𝗲𝘀 ,𝘀𝗵𝗶𝗻𝘆 𝗼𝗯𝗷𝗲𝗰𝘁𝘀’ (𝗠𝗲𝘁𝗮𝘃𝗲𝗿𝘀𝗲, 𝗔𝗜,…) 𝗮𝘁 𝘁𝗵𝗲 𝗲𝘅𝗽𝗲𝗻𝘀𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗮𝗯𝗼𝘃𝗲 4) 𝗡𝗼𝘁 𝗯𝗿𝗼𝘂𝗴𝗵𝘁 𝗶𝗻 𝗯𝘆 𝘁𝗵𝗲 𝗖𝗘𝗢 𝗶𝗻 𝗜𝗻𝘃𝗲𝘀𝘁𝗼𝗿𝘀 𝗖𝗼𝗻𝗳𝗲𝗿𝗲𝗻𝗰𝗲𝘀 𝘁𝗼 𝗲𝘅𝗽𝗹𝗮𝗶𝗻 𝗵𝗼𝘄 𝘁𝗼 𝗮𝗰𝗰𝗲𝗹𝗲𝗿𝗮𝘁𝗲 𝗚𝗿𝗼𝘄𝘁𝗵 𝗯𝘂𝘁 𝗿𝗮𝘁𝗵𝗲𝗿 𝘀𝗽𝗲𝗻𝗱 𝘁𝗶𝗺𝗲 𝗮𝘁 𝘁𝗵𝗲 𝗖𝗮𝗻𝗻𝗲𝘀 𝗟𝗶𝗼𝗻𝘀 to receive awards of (too often) ineffective ads while being entertained by vendors to purchase the latest MarTech services 𝟱) 𝗪𝗲𝗮𝗸 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽: 𝗵𝗶𝗴𝗵 𝘁𝘂𝗿𝗻𝗼𝘃𝗲𝗿 𝗼𝗳 𝗺𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝗹𝗲𝗮𝗱𝗲𝗿𝘀, 𝗺𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗻𝗼𝘁 𝗯𝗲𝗲𝗻 𝗽𝗿𝗼𝗺𝗼𝘁𝗲𝗱 𝘁𝗼 𝗴𝗲𝗻𝗲𝗿𝗮𝗹 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗽𝗼𝘀𝗶𝘁𝗶𝗼𝗻𝘀 𝘄𝗶𝘁𝗵𝗶𝗻 𝘁𝗵𝗲 𝗰𝗼𝗺𝗽𝗮𝗻𝘆 (𝗮𝗻𝗱 𝗼𝘂𝘁𝘀𝗶𝗱𝗲) FMCG companies with ‘castrated Marketing’ functions can do all they want to revive growth (improve portfolio/ top-cells focus/ brand strategy/ investment…), 𝘁𝗵𝗲𝘆 𝗮𝗿𝗲 𝗰𝗼𝗻𝗱𝗲𝗺𝗻𝗲𝗱 𝘁𝗼 𝘂𝗻𝗱𝗲𝗿𝗽𝗲𝗿𝗳𝗼𝗿𝗺 𝗽𝗲𝗲𝗿𝘀 𝘂𝗻𝘁𝗶𝗹 𝘁𝗵𝗲𝘆 𝗳𝗶𝘅 𝘁𝗵𝗲𝗶𝗿 𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗮𝗹 𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗻𝗴 𝗺𝗼𝗱𝗲𝗹 𝗧𝗶𝗺𝗲 𝘁𝗼 𝗺𝗮𝗸𝗲 𝗠𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝗴𝗿𝗲𝗮𝘁 𝗮𝗴𝗮𝗶𝗻 in the FMCG industry 𝗘𝘅𝗰𝗶𝘁𝗶𝗻𝗴 𝘁𝗶𝗺𝗲𝘀 𝗠𝗼𝗿𝗲 𝗼𝗻 𝘁𝗵𝗲 𝗮𝗯𝗼𝘃𝗲 & 𝗼𝗻 𝘁𝗵𝗲 '𝗵𝗼𝘄-𝘁𝗼' 𝗶𝗻 𝗼𝘂𝗿 𝗭𝗲𝗿𝗼-𝗕𝗮𝘀𝗲𝗱-𝗚𝗿𝗼𝘄𝘁𝗵® 𝗽𝘂𝗯𝗹𝗶𝗰𝗮𝘁𝗶𝗼𝗻: FMCG CEOs: Managing Finally For Sustainable (Volume) Growth Or How To Stop Shrinking To Glory - From ZBB to ZBG® (Zero-Based-Growth) Cf. link in comment 𝗔𝗯𝗼𝘂𝘁 𝘂𝘀: FF&A solves the most complex strategic problems of the world largest FMCG companies across Corporate Strategy, Organic Growth, Digital RTM and M&A. 14 out of the world 20 largest FMCG companies are repeat Clients #fmcg #cpg PepsiCo Procter & Gamble Unilever The HEINEKEN Company Danone Henkel Reckitt Haleon Bayer | Consumer Health Kenvue Bel Mars Ferrero JDE Peet's Essity Nestlé The Coca-Cola Company

𝗛𝗮𝘀 𝘆𝗼𝘂𝗿 𝗠𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝗙𝘂𝗻𝗰𝘁𝗶𝗼𝗻 𝗯𝗲𝗲𝗻 𝗰𝗮𝘀𝘁𝗿𝗮𝘁𝗲𝗱? Most of the growth challenges we currently see in the FMCG industry is the results of the continuous dismantlement of the Marketing Function (sometimes also self-inflicted) 𝗙𝗶𝘃𝗲 𝘀𝗶𝗴𝗻𝘀 𝘁𝗼 𝗿𝗲𝗰𝗼𝗴𝗻𝗶𝘇𝗲 𝘁𝗵𝗶𝘀 𝗰𝗮𝘀𝘁𝗿𝗮𝘁𝗶𝗼𝗻/ 𝗶𝗺𝗽𝗼𝘁𝗲𝗻𝗰𝗲: 𝟭) 𝗡𝗼 𝟰𝗣𝘀 𝗼𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽 𝘄𝗶𝘁𝗵𝗶𝗻 𝗠𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 & 𝘁𝗲𝗻𝗱𝗲𝗻𝗰𝘆 𝘁𝗼 𝗼𝘃𝗲𝗿-𝗳𝗼𝗰𝘂𝘀 𝗼𝗻 ,𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻’ & ,𝗶𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻𝘀’ 𝘁𝗼 𝘀𝗼𝗹𝘃𝗲 𝗮𝗹𝗹 𝗯𝗿𝗮𝗻𝗱𝘀 𝗽𝗿𝗼𝗯𝗹𝗲𝗺𝘀. If some 4Ps ownership, inability to tailor them per channel 𝟮) 𝗪𝗲𝗮𝗸 𝗰𝗼𝗻𝘀𝘂𝗺𝗲𝗿 𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝗶𝗻𝗴 (cat. & brand path to purchase metrics & drivers, user & non-user barriers/drivers/triggers/4Ps preferences), absence of strategic segmentation & weak ability to translate insights into 4Ps maximizing brand profit capture 𝟯) 𝗧𝗲𝗻𝗱𝗲𝗻𝗰𝘆 𝘁𝗼 𝗼𝘃𝗲𝗿-𝗳𝗼𝗰𝘂𝘀 𝗼𝗻 𝗺𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝘁𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗰𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝗶𝗲𝘀 𝗶𝗻𝗰𝗹𝘂𝗱𝗶𝗻𝗴 𝘀𝗼𝗺𝗲𝘁𝗶𝗺𝗲𝘀 ,𝘀𝗵𝗶𝗻𝘆 𝗼𝗯𝗷𝗲𝗰𝘁𝘀’ (𝗠𝗲𝘁𝗮𝘃𝗲𝗿𝘀𝗲, 𝗔𝗜,…) 𝗮𝘁 𝘁𝗵𝗲 𝗲𝘅𝗽𝗲𝗻𝘀𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗮𝗯𝗼𝘃𝗲 4) 𝗡𝗼𝘁 𝗯𝗿𝗼𝘂𝗴𝗵𝘁 𝗶𝗻 𝗯𝘆 𝘁𝗵𝗲 𝗖𝗘𝗢 𝗶𝗻 𝗜𝗻𝘃𝗲𝘀𝘁𝗼𝗿𝘀 𝗖𝗼𝗻𝗳𝗲𝗿𝗲𝗻𝗰𝗲𝘀 𝘁𝗼 𝗲𝘅𝗽𝗹𝗮𝗶𝗻 𝗵𝗼𝘄 𝘁𝗼 𝗮𝗰𝗰𝗲𝗹𝗲𝗿𝗮𝘁𝗲 𝗚𝗿𝗼𝘄𝘁𝗵 𝗯𝘂𝘁 𝗿𝗮𝘁𝗵𝗲𝗿 𝘀𝗽𝗲𝗻𝗱 𝘁𝗶𝗺𝗲 𝗮𝘁 𝘁𝗵𝗲 𝗖𝗮𝗻𝗻𝗲𝘀 𝗟𝗶𝗼𝗻𝘀 to receive awards of (too often) ineffective ads while being entertained by vendors to purchase the latest MarTech services 𝟱) 𝗪𝗲𝗮𝗸 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽: 𝗵𝗶𝗴𝗵 𝘁𝘂𝗿𝗻𝗼𝘃𝗲𝗿 𝗼𝗳 𝗺𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝗹𝗲𝗮𝗱𝗲𝗿𝘀, 𝗺𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗻𝗼𝘁 𝗯𝗲𝗲𝗻 𝗽𝗿𝗼𝗺𝗼𝘁𝗲𝗱 𝘁𝗼 𝗴𝗲𝗻𝗲𝗿𝗮𝗹 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗽𝗼𝘀𝗶𝘁𝗶𝗼𝗻𝘀 𝘄𝗶𝘁𝗵𝗶𝗻 𝘁𝗵𝗲 𝗰𝗼𝗺𝗽𝗮𝗻𝘆 (𝗮𝗻𝗱 𝗼𝘂𝘁𝘀𝗶𝗱𝗲) FMCG companies with ‘castrated Marketing’ functions can do all they want to revive growth (improve portfolio/ top-cells focus/ brand strategy/ investment…), 𝘁𝗵𝗲𝘆 𝗮𝗿𝗲 𝗰𝗼𝗻𝗱𝗲𝗺𝗻𝗲𝗱 𝘁𝗼 𝘂𝗻𝗱𝗲𝗿𝗽𝗲𝗿𝗳𝗼𝗿𝗺 𝗽𝗲𝗲𝗿𝘀 𝘂𝗻𝘁𝗶𝗹 𝘁𝗵𝗲𝘆 𝗳𝗶𝘅 𝘁𝗵𝗲𝗶𝗿 𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗮𝗹 𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗻𝗴 𝗺𝗼𝗱𝗲𝗹 𝗧𝗶𝗺𝗲 𝘁𝗼 𝗺𝗮𝗸𝗲 𝗠𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝗴𝗿𝗲𝗮𝘁 𝗮𝗴𝗮𝗶𝗻 in the FMCG industry 𝗘𝘅𝗰𝗶𝘁𝗶𝗻𝗴 𝘁𝗶𝗺𝗲𝘀 𝗠𝗼𝗿𝗲 𝗼𝗻 𝘁𝗵𝗲 𝗮𝗯𝗼𝘃𝗲 & 𝗼𝗻 𝘁𝗵𝗲 '𝗵𝗼𝘄-𝘁𝗼' 𝗶𝗻 𝗼𝘂𝗿 𝗭𝗲𝗿𝗼-𝗕𝗮𝘀𝗲𝗱-𝗚𝗿𝗼𝘄𝘁𝗵® 𝗽𝘂𝗯𝗹𝗶𝗰𝗮𝘁𝗶𝗼𝗻: FMCG CEOs: Managing Finally For Sustainable (Volume) Growth Or How To Stop Shrinking To Glory - From ZBB to ZBG® (Zero-Based-Growth) Cf. link in comment 𝗔𝗯𝗼𝘂𝘁 𝘂𝘀: FF&A solves the most complex strategic problems of the world largest FMCG companies across Corporate Strategy, Organic Growth, Digital RTM and M&A. 14 out of the world 20 largest FMCG companies are repeat Clients #fmcg #cpg PepsiCo Procter & Gamble Unilever The HEINEKEN Company Danone Henkel Reckitt Haleon Bayer | Consumer Health Kenvue Bel Mars Ferrero JDE Peet's Essity Nestlé The Coca-Cola Company

Is premiumization of (cost-of-living-stressed) consumers with incremental innovations the best way to grow for #CPG players? As all #FMCG companies are doubling down on organic growth, most are accelerating their innovations machine, often with premium priced innovations. That could end up being a large resources misallocation (dilution of scarce shelf space, marketing investments, supply chain & organizational resources) & a major strategic misstep for many At a time the largest threat is de-consumption, more premium priced innovations will just not cut it The painful truth is that too many FMCG marketing organizations do not own the 4Ps and are solely focused on ‘global innovations/ marketing campaigns’. Then the organizational bias/ 'default setting' is to try to solve all brands’ problems with those two levers (global product innovations & media) In the current context, those could be deadly mistakes We continue to be amazed by the little resources that get into: i) Generally, understanding rigorously Consumers, esp. their barriers/ drivers/ triggers/ 4Ps preferences ii) Specifically understanding what: - The Heavy Consumers have in common/ try to recruit more of them - Are the addressable lapse/ non-users’ barriers iii) Leveraging strategic segmentation to identify under-served segments & craft ownable strategies to address them iv) Rethinking how to recruit/ retain Consumers with innovative marketing/ point of market entry strategies Etc… Marketing leaders need to have a holistic view on what are the levers across all the 4Ps that will drive the most disruptive return There will be no sustainable (volume) growth outperformance in many FMCG organizations without strenghtening the Marketing Function & giving them formally full 4Ps ownership. That goes against the last decade Doxa but it is essential 𝗧𝗼 𝗸𝗻𝗼𝘄 𝗺𝗼𝗿𝗲 𝗮𝗯𝗼𝘂𝘁 𝗼𝘂𝗿 𝗽𝗲𝗿𝘀𝗽𝗲𝗰𝘁𝗶𝘃𝗲 𝗼𝗻 𝗵𝗼𝘄 𝘁𝗼 𝗮𝗰𝗰𝗲𝗹𝗲𝗿𝗮𝘁𝗲 𝗼𝗿𝗴𝗮𝗻𝗶𝗰 (𝘃𝗼𝗹𝘂𝗺𝗲) 𝗴𝗿𝗼𝘄𝘁𝗵 & 𝗰𝗿𝗲𝗮𝘁𝗲 𝗶𝗻𝗰𝗿𝗲𝗺𝗲𝗻𝘁𝗮𝗹 𝗰𝗮𝘁𝗲𝗴𝗼𝗿𝘆 𝘃𝗮𝗹𝘂𝗲, 𝗿𝗲𝗮𝗱 𝗼𝘂𝗿 𝗹𝗮𝘀𝘁 𝗽𝘂𝗯𝗹𝗶𝗰𝗮𝘁𝗶𝗼𝗻: FMCG CEOs: Managing Finally For Sustainable (Volume) Growth Or How To Stop Shrinking To Glory - From ZBB to ZBG® (Zero-Based-Growth) https://lnkd.in/eG62xkNE To receive the corresponding deck, pl. leave your name in comment To get all our insights, follow us/ subscribe to our CEOs newsletter: https://lnkd.in/eR8vDpvE #strategy Frederic Fernandez & Associates

Why FMCG brands should prioritize innovation in their marketing efforts: 1. Brand Differentiation: - FMCG brands face intense competition, especially with the rise of direct-to-consumer models. - Innovative campaigns help differentiate brands, making them memorable and distinct in consumers minds. 2. Brand Equity and Emotional Connection: - FMCG brand campaigns build brand equity by creating emotional connections with consumers. - These campaigns go beyond product promotion, aiming to engage and resonate on a deeper level. 3. Short Lifespan, Immediate Impact: - FMCG brand campaigns have short lifespans, designed for immediate impact. - High-frequency messaging ensures top-of-mind awareness among consumers. 4. Revenue Growth and Customer Base Expansion: - McKinsey reports that FMCG companies with quality branding strategies experience 25% more growth and increased revenue. - Stagnancy is not an option; continuous growth and brand awareness are essential for FMCG success. #Innovation #management #digitalmarketing #technology #Entrepreneurship #markets #marketing #economy #branding #advertisingandmarketing #motivation #investing #sustainability #personalbranding #customerrelations #productivity #bigdata #analytics #data #sales #strategy #shoppingandtheretailindustry #business #artificialintelligence #datascience #fmcg #fmcgproducts #fmcgbusiness #events #networking #newproduct #marketgap #market Source: 16/05/2024 (1) FMCG Brands: How To Maximise The Impact of Brand Campaigns. https://lnkd.in/eWMySzVH. (2) Innovative FMCG Marketing Strategies for the Modern Consumer. https://lnkd.in/er7hNqvt. (3) 10 Unique Digital Campaigns Used by FMCG Brands to Engage with ... - Tada. https://lnkd.in/e-8TzWf9.

Are premium innovations all the #CPG players have to offer to (cost-of-living-stressed) consumers? At a time all #FMCG companies are doubling down on organic growth, most are accelerating their innovations machine, often with premium priced innovations. That could end up being a large resources misallocation (dilution of scarce shelf space, marketing investments, supply chain & organizational resources) & a major strategic misstep for many At a time the largest threat is de-consumption, more premium priced innovations will just not cut it The painful truth is that too many FMCG marketing organizations do not own the 4Ps and are solely focused on ‘global innovations/ marketing campaigns’. Then the organizational bias/ 'default setting' is to try to solve all brands’ problems with those two levers (global product innovations & media) In the current context, those could be deadly mistakes We continue to be amazed by the little resources that get into: i)  Generally, understanding rigorously Consumers, esp. their barriers/ drivers/ triggers/ 4Ps preferences ii) Specifically understanding what: - The Heavy Consumers have in common/ try to recruit more of them - Are the addressable lapse/ non-users’ barriers iii) Leveraging strategic segmentation to identify under-served segments & craft ownable strategies to address them iv) Rethinking how to recruit/ retain Consumers with innovative marketing/ point of market entry strategies Etc… Marketing leaders need to have a holistic view on what are the levers across all the 4Ps that will drive the most disruptive return There will be no sustainable (volume) growth outperformance in many FMCG organizations without strenghtening the Marketing Function & giving them formally full 4Ps ownership. That goes against the last decade Doxa but it is essential 𝗧𝗼 𝗸𝗻𝗼𝘄 𝗺𝗼𝗿𝗲 𝗮𝗯𝗼𝘂𝘁 𝗼𝘂𝗿 𝗽𝗲𝗿𝘀𝗽𝗲𝗰𝘁𝗶𝘃𝗲 𝗼𝗻 𝗵𝗼𝘄 𝘁𝗼 𝗮𝗰𝗰𝗲𝗹𝗲𝗿𝗮𝘁𝗲 𝗼𝗿𝗴𝗮𝗻𝗶𝗰 (𝘃𝗼𝗹𝘂𝗺𝗲) 𝗴𝗿𝗼𝘄𝘁𝗵 & 𝗰𝗿𝗲𝗮𝘁𝗲 𝗶𝗻𝗰𝗿𝗲𝗺𝗲𝗻𝘁𝗮𝗹 𝗰𝗮𝘁𝗲𝗴𝗼𝗿𝘆 𝘃𝗮𝗹𝘂𝗲, 𝗿𝗲𝗮𝗱 𝗼𝘂𝗿 𝗹𝗮𝘀𝘁 𝗽𝘂𝗯𝗹𝗶𝗰𝗮𝘁𝗶𝗼𝗻: FMCG CEOs: Managing Finally For Sustainable (Volume) Growth Or How To Stop Shrinking To Glory - From ZBB to ZBG® (Zero-Based-Growth) https://lnkd.in/eG62xkNE To receive the corresponding deck, pl. leave your name in comment To get all our insights, follow us/ subscribe to our CEOs newsletter: https://lnkd.in/eR8vDpvE #strategy Frederic Fernandez & Associates

I found this article extremely relevant. While McKinsey & Company has provided in-depth insights on the consumer industry in this article, in my experience and observation, these insights also apply to CMOs in the Enterprise tech and Software, IT services b2b industry. It is imperative in today's b2b world that CMOs operate with the twin objectives of fostering Growth and Brand Marketing together. The four pillars of marketing excellence mentioned in this article are a clear indication of what we see in the b2b industry as well to future proof your marketing organization to trailblaze growth 1. Marketing strategy and insight led growth 2. Marketing performance 3. Tech-enabled Marketing 4. Future-proofing the Marketing operating model for growth As McKinsey writes here "This mandate for change has implications for chief marketing officers (CMOs) and growth leaders. Despite facing higher expectations than ever, they’re being tasked with building strong brands and delivering growth while maximizing the efficiency and effectiveness of marketing spending. It’s a big lift. Marketing leaders are expected to apply new energy to identifying growth opportunities, bring their companies’ missions to life, build immersive and connected brand experiences, link purpose to business outcomes, capitalize on new technologies, and more. At the same time, CMOs are under increasing pressure to provide results and serve as responsible stewards of marketing resources to achieve growth agendas. They’re growth leaders whose remit continues to expand, with CMOs taking on more functional areas traditionally seen as outside the purview of marketing"..... #cmoinsights #b2bmarketing #ITservicesmarketing #EnterpriseSoftwareMarketing # https://lnkd.in/g4uPTdnx

The CPG Guys are joined in their last episode by Luke Kigel - VP of digital marketing & consumer experiences at Kimberly-Clark. Listen Here: https://lnkd.in/dJV3y73W This discussion is all about modern marketing and catering to today's digitally influenced consumer and what skillsets are required to make today's brands elite. Here's what they asked Luke : 1. Your career passes through elite brands like J&J, mediacom, Universal Mcann, OMD, Walgreens including retail media leadership. Take us through the years to KCC and what advice do you have for someone wanting to follow in your steps? 2. How have your past experiences at agencies, especially UM, shaped your plans for this role?  3. How does Kimberly-Clark approach full funnel marketing? Which one wins - upper or lower funnel? What does a full funnel marketing campaign look like? 4. How do you advocate for the perfect campaign at KCC - what constitutes a great campaign? 5. How do you help measure media success? What kind of metrics do you use and advocate for in your MMM? 6. Retail media - the crazy world that’s shaped over the last 4 years. You even have experience running an RMN in your previous role - what is going on? 7. How do you partner with brands on innovation? What is your innovation philosophy and how do you partner with retail to activate? 8. The last question is called fast forward - what’s the next evolution of the consumer and the shopper journey? What are you planning for?

Too many innovations and not enough innovation. 📌 Constant new lines, product variations and diversification, particularly during difficult financial times for consumers feels crazy to me. There's too much risk for the consumer. Better to get them to buy more/repeat purchase of what they know and love - focus on best sellers and improve brand/product loyalty.

This would be a great session! Thanks for the opportunity Juno School of Business ! Do learn all about the concepts covered in my recent launch "The Practical Marketer" which is now available for Pre order on Amazon. #thepracticalmarketer

"The consumer-packaged-goods (CPG) and retail industries are entering an era marked by a focus on growth and a search for value. The past decade has been particularly challenging, with population growth slowing and consumer attention fragmenting. To respond, companies must push an ambitious dual agenda, as McKinsey outlined in a recent article.1 They need to find new pockets of growth through portfolio management and enhance capabilities to improve performance." Lean more reading "Connecting for growth: A makeover for your marketing operating model" #connecting #growth #makeover #marketing