Bartek (Bart) Burkacki’s Post

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.

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

Is upselling (cost-of-living-stressed) consumers with premium innovations the optimal way to grow for #CPG players? 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

Is upselling (cost-of-living-stressed) consumers with premium innovations the optimal way to grow for #CPG players? 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 decline in purchasing power, 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 𝗺𝗼𝘀𝘁 𝗙𝗠𝗖𝗚 𝗺𝗮𝗿𝗸𝗲𝘁𝗲𝗲𝗿𝘀 𝗱𝗼 𝗻𝗼𝘁 𝗸𝗻𝗼𝘄 𝘁𝗵𝗲𝗶𝗿 𝗽𝗲𝗻𝗲𝘁𝗿𝗮𝘁𝗶𝗼𝗻 & 𝗳𝗿𝗲𝗾𝘂𝗲𝗻𝗰𝘆 𝗻𝘂𝗺𝗯𝗲𝗿𝘀 𝗮𝗻𝗱 𝘄𝗵𝘆 𝗶𝘁 𝗶𝘀 𝗰𝗿𝗶𝘁𝗶𝗰𝗮𝗹? Still to many FMCG marketeers are unable to precisely share penetration, frequency & basket #s on their brands/ categories & des-average them across heavy & lapse consumers Most of them ignore even how many consumers purchase their brands every year… 𝗜𝘁 𝗰𝗮𝗻 𝘀𝗲𝗲𝗺 𝗮𝗻𝗲𝗰𝗱𝗼𝘁𝗶𝗰𝗮𝗹 𝗯𝘂𝘁 𝗶𝘁 𝗶𝘀 𝗮 𝗿𝗲𝗮𝗹 𝗶𝘀𝘀𝘂𝗲 𝗮𝘀 𝗶𝘁 𝗶𝘀 𝘁𝗵𝗲 𝗳𝗼𝘂𝗻𝗱𝗮𝘁𝗶𝗼𝗻𝘀 𝗼𝗳 𝗯𝗿𝗮𝗻𝗱/ 𝗰𝗮𝘁𝗲𝗴𝗼𝗿𝘆 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 & 𝗶𝘁 𝗶𝘀 𝗲𝘀𝘀𝗲𝗻𝘁𝗶𝗮𝗹 𝗸𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲 𝘁𝗼 𝗮𝗿𝘁𝗶𝗰𝘂𝗹𝗮𝘁𝗲 𝗮 𝗵𝗶𝗴𝗵-𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗶𝗻𝗴 𝟰𝗣 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 How many brand plans include really clear penetration, frequency & basket metrics/ targets? We need to get back to basics to brand/ category management & get marketeers to own the entire 4Ps, not just doing brand equity/ innovation work It starts with a clear tone at the top from the management & with asking the right questions during brand reviews More importantly, it requires a clear CEO mandate with the corresponding organizational resources There cannot be sustainable Growth outperformance without strong integrated 4P ownership & strong category/ brand performance understanding/ expertise Time to put back the Consumer & strategic brand/ category management at the core of growth strategy Exciting times 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 #cpg #fmcg The Coca-Cola Company Nestlé PepsiCo AB InBev Unilever Procter & Gamble Mondelēz International Kraft Heinz L'Oréal Danone The HEINEKEN Company Coty JDE Peet's Kenvue Haleon Bayer Sanofi Mars Bel Ferrero Reckitt

𝗪𝗵𝘆 𝗺𝗼𝘀𝘁 𝗙𝗠𝗖𝗚 𝗺𝗮𝗿𝗸𝗲𝘁𝗲𝗲𝗿𝘀 𝗱𝗼 𝗻𝗼𝘁 𝗸𝗻𝗼𝘄 𝘁𝗵𝗲𝗶𝗿 𝗽𝗲𝗻𝗲𝘁𝗿𝗮𝘁𝗶𝗼𝗻 & 𝗳𝗿𝗲𝗾𝘂𝗲𝗻𝗰𝘆 𝗻𝘂𝗺𝗯𝗲𝗿𝘀 𝗮𝗻𝗱 𝘄𝗵𝘆 𝗶𝘁 𝗶𝘀 𝗰𝗿𝗶𝘁𝗶𝗰𝗮𝗹? Still to many FMCG marketeers are unable to precisely share penetration, frequency & basket #s on their brands/ categories & des-average them across heavy & lapse consumers Most of them ignore even how many consumers purchase their brands every year… 𝗜𝘁 𝗰𝗮𝗻 𝘀𝗲𝗲𝗺 𝗮𝗻𝗲𝗰𝗱𝗼𝘁𝗶𝗰𝗮𝗹 𝗯𝘂𝘁 𝗶𝘁 𝗶𝘀 𝗮 𝗿𝗲𝗮𝗹 𝗶𝘀𝘀𝘂𝗲 𝗮𝘀 𝗶𝘁 𝗶𝘀 𝘁𝗵𝗲 𝗳𝗼𝘂𝗻𝗱𝗮𝘁𝗶𝗼𝗻𝘀 𝗼𝗳 𝗯𝗿𝗮𝗻𝗱/ 𝗰𝗮𝘁𝗲𝗴𝗼𝗿𝘆 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 & 𝗶𝘁 𝗶𝘀 𝗲𝘀𝘀𝗲𝗻𝘁𝗶𝗮𝗹 𝗸𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲 𝘁𝗼 𝗮𝗿𝘁𝗶𝗰𝘂𝗹𝗮𝘁𝗲 𝗮 𝗵𝗶𝗴𝗵-𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗶𝗻𝗴 𝟰𝗣 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 How many brand plans include really clear penetration, frequency & basket metrics/ targets? We need to get back to basics to brand/ category management & get marketeers to own the entire 4Ps, not just doing brand equity/ innovation work It starts with a clear tone at the top from the management & with asking the right questions during brand reviews More importantly, it requires a clear CEO mandate with the corresponding organizational resources There cannot be sustainable Growth outperformance without strong integrated 4P ownership & strong category/ brand performance understanding/ expertise Time to put back the Consumer & strategic brand/ category management at the core of growth strategy Exciting times 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 #cpg #fmcg The Coca-Cola Company Nestlé PepsiCo AB InBev Unilever Procter & Gamble Mondelēz International Kraft Heinz L'Oréal Danone The HEINEKEN Company Coty JDE Peet's Kenvue Haleon Bayer Sanofi Mars Bel Ferrero Reckitt

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

More gold from FF&A. When marketers are obsessed with Market Share and not the consumer-centric measures that will drive their brands' success in the marketplace, the gap between winners and losers widens.

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