Filiberto Amati’s Post

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

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 & baskets 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

𝗜𝘁 𝘀𝗵𝗼𝘂𝗹𝗱 𝗯𝗲 𝗼𝘂𝗿 𝗼𝗻𝗹𝘆 𝗼𝗯𝘀𝗲𝘀𝘀𝗶𝗼𝗻: 𝗰𝗿𝗲𝗮𝘁𝗶𝗻𝗴 𝗶𝗻𝗰𝗿𝗲𝗺𝗲𝗻𝘁𝗮𝗹 𝗰𝗮𝘁𝗲𝗴𝗼𝗿𝘆 𝘃𝗮𝗹𝘂𝗲 At a time where all FMCG companies need to dramatically refocus on organic (volume) growth, 𝘁𝗿𝗮𝗱𝗶𝘁𝗶𝗼𝗻𝗮𝗹 𝗴𝗿𝗼𝘄𝘁𝗵 𝘁𝗮𝗰𝘁𝗶𝗰𝘀 (revenue growth management, sizing/ pricing, more promotion, another premium line extension, few more weeks on air…) & 𝘁𝗵𝗲𝗶𝗿 𝘁𝗿𝗮𝗱𝗶𝘁𝗶𝗼𝗻𝗮𝗹 𝗞𝗣𝗜𝘀 (market share) 𝘄𝗶𝗹𝗹 𝗹𝗶𝗸𝗲𝗹𝘆 𝗻𝗼𝘁 𝗰𝘂𝘁 𝗶𝘁 If our aim is to create dramatic & sustainable (volume) growth & get exceptional retailers’ support, we need to create incremental category value 𝗙𝗼𝗿 𝘁𝗵𝗶𝘀, 𝘄𝗲 𝗻𝗲𝗲𝗱 𝗮 𝗭𝗲𝗿𝗼-𝗕𝗮𝘀𝗲𝗱-𝗚𝗿𝗼𝘄𝘁𝗵® 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵 𝘁𝗵𝗮𝘁 𝗶𝘁𝗲𝗿𝗮𝘁𝗲𝘀 𝗳𝗶𝗿𝘀𝘁 & 𝗳𝗼𝗿𝗲𝗺𝗼𝘀𝘁 𝗳𝗿𝗼𝗺 𝘁𝗵𝗲 𝗖𝗼𝗻𝘀𝘂𝗺𝗲𝗿𝘀, 𝗻𝗼𝘁 𝗳𝗿𝗼𝗺 𝗖𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗼𝗿𝘀 𝗼𝗿 𝗳𝗿𝗼𝗺 𝗼𝘂𝗿𝘀𝗲𝗹𝘃𝗲𝘀. 𝗔𝗻 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵 𝘁𝗵𝗮𝘁: - Determines precisely what have in common the brand/ category ‘heavies’ (the minority that accounts for most of the value), how many they are & how to recruit more of them - Determines granularly lapse & non-users barriers/ drivers/ triggers - Leverages strategic consumer research to determine a strategic segmentation that highlights clearly actionable consumer segments with clear 4Ps implications - Prioritizes Growth initiatives that display the highest ROI (segment size, profit per consumer per year, investment required per recruited consumer) More in the slides in the below carrousel slides 𝗧𝗵𝗲𝗿𝗲 𝗶𝘀 𝗻𝗼 𝗽𝗿𝗼𝗳𝗶𝘁𝗮𝗯𝗹𝗲 𝗚𝗿𝗼𝘄𝘁𝗵 𝗦𝗰𝗮𝗿𝗰𝗶𝘁𝘆, 𝗼𝗻𝗹𝘆 𝗮𝗻 𝗶𝗻𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝘁𝗼 𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱 & 𝗮𝗱𝗱𝗿𝗲𝘀𝘀 𝗖𝗼𝗻𝘀𝘂𝗺𝗲𝗿𝘀 𝗽𝗿𝗼𝗳𝗶𝘁𝗮𝗯𝗹𝘆 In the current context, the gap between FMCG companies that creates incremental category value (and at such that will become indispensable to retailers & consumers alike) vs. the others will increase dramatically 𝗘𝘅𝗰𝗶𝘁𝗶𝗻𝗴 & 𝗱𝗲𝗰𝗶𝘀𝗶𝘃𝗲 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

𝗜𝘁 𝘀𝗵𝗼𝘂𝗹𝗱 𝗯𝗲 𝗼𝘂𝗿 𝗼𝗻𝗹𝘆 𝗼𝗯𝘀𝗲𝘀𝘀𝗶𝗼𝗻: 𝗰𝗿𝗲𝗮𝘁𝗶𝗻𝗴 𝗶𝗻𝗰𝗿𝗲𝗺𝗲𝗻𝘁𝗮𝗹 𝗰𝗮𝘁𝗲𝗴𝗼𝗿𝘆 𝘃𝗮𝗹𝘂𝗲 At a time where all FMCG companies need to dramatically refocus on organic (volume) growth, 𝘁𝗿𝗮𝗱𝗶𝘁𝗶𝗼𝗻𝗮𝗹 𝗴𝗿𝗼𝘄𝘁𝗵 𝘁𝗮𝗰𝘁𝗶𝗰𝘀 (revenue growth management, sizing/ pricing, more promotion, another premium line extension, few more weeks on air…) & 𝘁𝗵𝗲𝗶𝗿 𝘁𝗿𝗮𝗱𝗶𝘁𝗶𝗼𝗻𝗮𝗹 𝗞𝗣𝗜𝘀 (market share) 𝘄𝗶𝗹𝗹 𝗹𝗶𝗸𝗲𝗹𝘆 𝗻𝗼𝘁 𝗰𝘂𝘁 𝗶𝘁 If our aim is to create dramatic & sustainable (volume) growth & get exceptional retailers’ support, we need to create incremental category value 𝗙𝗼𝗿 𝘁𝗵𝗶𝘀, 𝘄𝗲 𝗻𝗲𝗲𝗱 𝗮 𝗭𝗲𝗿𝗼-𝗕𝗮𝘀𝗲𝗱-𝗚𝗿𝗼𝘄𝘁𝗵® 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵 𝘁𝗵𝗮𝘁 𝗶𝘁𝗲𝗿𝗮𝘁𝗲𝘀 𝗳𝗶𝗿𝘀𝘁 & 𝗳𝗼𝗿𝗲𝗺𝗼𝘀𝘁 𝗳𝗿𝗼𝗺 𝘁𝗵𝗲 𝗖𝗼𝗻𝘀𝘂𝗺𝗲𝗿𝘀, 𝗻𝗼𝘁 𝗳𝗿𝗼𝗺 𝗖𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗼𝗿𝘀 𝗼𝗿 𝗳𝗿𝗼𝗺 𝗼𝘂𝗿𝘀𝗲𝗹𝘃𝗲𝘀. 𝗔𝗻 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵 𝘁𝗵𝗮𝘁: - Determines precisely what have in common the brand/ category ‘heavies’ (the minority that accounts for most of the value), how many they are & how to recruit more of them - Determines granularly lapse & non-users barriers/ drivers/ triggers - Leverages strategic consumer research to determine a strategic segmentation that highlights clearly actionable consumer segments with clear 4Ps implications - Prioritizes Growth initiatives that display the highest ROI (segment size, profit per consumer per year, investment required per recruited consumer) More in the slides in the below carrousel slides 𝗧𝗵𝗲𝗿𝗲 𝗶𝘀 𝗻𝗼 𝗽𝗿𝗼𝗳𝗶𝘁𝗮𝗯𝗹𝗲 𝗚𝗿𝗼𝘄𝘁𝗵 𝗦𝗰𝗮𝗿𝗰𝗶𝘁𝘆, 𝗼𝗻𝗹𝘆 𝗮𝗻 𝗶𝗻𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝘁𝗼 𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱 & 𝗮𝗱𝗱𝗿𝗲𝘀𝘀 𝗖𝗼𝗻𝘀𝘂𝗺𝗲𝗿𝘀 𝗽𝗿𝗼𝗳𝗶𝘁𝗮𝗯𝗹𝘆 In the current context, the gap between FMCG companies that creates incremental category value (and at such that will become indispensable to retailers & consumers alike) vs. the others will increase dramatically 𝗘𝘅𝗰𝗶𝘁𝗶𝗻𝗴 & 𝗱𝗲𝗰𝗶𝘀𝗶𝘃𝗲 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

𝗖𝗼𝗺𝗽𝗲𝘁𝗶𝗻𝗴 𝘄𝗶𝘁𝗵 𝗽𝗿𝗶𝘃𝗮𝘁𝗲 𝗹𝗮𝗯𝗲𝗹𝘀 𝗶𝘀 𝗮 𝗿𝗮𝗰𝗲 𝘁𝗼 𝘁𝗵𝗲 𝗯𝗼𝘁𝘁𝗼𝗺 Our latest FMCG CEOs publication shows that the higher the share of private labels in a category, the more this category has seen its volume decelerating since 2020 𝗪𝗵𝘆? - Because private labels are more prevalent on low emotionally involving categories - Because those categories display a higher price elasticity - Because with the pricing taken since 2019 (on weighted average 32%), volume has decelerated the most on those private labels friendly categories 𝗪𝗵𝗮𝘁 𝘀𝗵𝗼𝘂𝗹𝗱 𝗱𝗼 𝗯𝗿𝗮𝗻𝗱𝘀 𝗼𝗻 𝘁𝗵𝗼𝘀𝗲 𝗰𝗮𝘁𝗲𝗴𝗼𝗿𝗶𝗲𝘀? - Surely not mimicking private labels but rather addressing consumer unmet needs & differentiate to create incremental category value '𝘞𝘩𝘦𝘯 𝘵𝘩𝘦 𝘸𝘪𝘴𝘦 𝘮𝘢𝘯 𝘱𝘰𝘪𝘯𝘵𝘴 𝘵𝘰 𝘵𝘩𝘦 𝘮𝘰𝘰𝘯, 𝘵𝘩𝘦 𝘧𝘰𝘰𝘭 𝘭𝘰𝘰𝘬𝘴 𝘢𝘵 𝘵𝘩𝘦 𝘧𝘪𝘯𝘨𝘦𝘳' - Chinese proverb Private Labels are often the 'finger'. Time for all FMCG companies to refocus on the 'moon': driving incremental category (volume) growth Exciting times 𝗔𝗯𝗼𝘂𝘁 𝘂𝘀: FF&A solves the most complex strategic problems of the world largest FMCG companies across Corporate Strategy, Organic Growth, Digital RTM (Ecommerce, DTC and EB2B) and M&A. 14 out of the world 20 largest FMCG companies are repeat Clients 𝗠𝗼𝗿𝗲 𝗼𝗻 𝗼𝘂𝗿 𝘃𝗶𝗲𝘄𝘀 𝘁𝗼 𝗱𝗿𝗶𝘃𝗲 𝘀𝘂𝘀𝘁𝗮𝗶𝗻𝗮𝗯𝗹𝗲 (𝘃𝗼𝗹.) 𝗴𝗿𝗼𝘄𝘁𝗵 𝘄𝗶𝘁𝗵 𝗭𝗲𝗿𝗼-𝗕𝗮𝘀𝗲𝗱-𝗚𝗿𝗼𝘄𝘁𝗵®: https://lnkd.in/eEAJ5-D9 All details in our latest publication: 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢𝘀: 𝗧𝗶𝗺𝗲 𝘁𝗼 𝘀𝘁𝗼𝗽 𝘁𝗵𝗲 𝗕𝗦 𝗮𝗯𝗼𝘂𝘁 𝗣𝗿𝗶𝘃𝗮𝘁𝗲 𝗟𝗮𝗯𝗲𝗹𝘀, 𝘁𝗼 𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱 𝘁𝗵𝗲 𝘁𝘀𝘂𝗻𝗮𝗺𝗶 𝗼𝗳 𝗱𝗲-𝗰𝗼𝗻𝘀𝘂𝗺𝗽𝘁𝗶𝗼𝗻 & 𝘁𝗼 𝗳𝗼𝗰𝘂𝘀 𝗼𝗻 𝗱𝗿𝗶𝘃𝗶𝗻𝗴 𝗶𝗻𝗰𝗿𝗲𝗺𝗲𝗻𝘁𝗮𝗹 𝗰𝗮𝘁𝗲𝗴𝗼𝗿𝘆 𝗴𝗿𝗼𝘄𝘁𝗵 https://lnkd.in/eUpsJbE7 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀 & 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #fmcg #cpg The Coca-Cola Company PepsiCo Procter & Gamble Unilever The HEINEKEN Company Danone Carlsberg Group AB InBev Henkel Reckitt Haleon Opella Bayer | Consumer Health Kenvue Bel Mars Ferrero Mondelēz International Lindt & Sprüngli JDE Peet's Keurig Dr Pepper Inc. Campbell's General Mills Kimberly-Clark Essity Diageo Pernod Ricard Campari Group L'Oréal The Estée Lauder Companies Inc. Coty Beiersdorf

𝗖𝗼𝗺𝗽𝗲𝘁𝗶𝗻𝗴 𝘄𝗶𝘁𝗵 𝗽𝗿𝗶𝘃𝗮𝘁𝗲 𝗹𝗮𝗯𝗲𝗹𝘀 𝗶𝘀 𝗮 𝗿𝗮𝗰𝗲 𝘁𝗼 𝘁𝗵𝗲 𝗯𝗼𝘁𝘁𝗼𝗺 Our latest FMCG CEOs publication shows that the higher the share of private labels in a category, the more this category has seen its volume decelerating since 2020 𝗪𝗵𝘆? - Because private labels are more prevalent on low emotionally involving categories - Because those categories display a higher price elasticity - Because with the pricing taken since 2019 (on weighted average 32%), volume has decelerated the most on those private labels friendly categories 𝗪𝗵𝗮𝘁 𝘀𝗵𝗼𝘂𝗹𝗱 𝗱𝗼 𝗯𝗿𝗮𝗻𝗱𝘀 𝗼𝗻 𝘁𝗵𝗼𝘀𝗲 𝗰𝗮𝘁𝗲𝗴𝗼𝗿𝗶𝗲𝘀? - Surely not mimicking private labels but rather addressing consumer unmet needs & differentiate to create incremental category value '𝘞𝘩𝘦𝘯 𝘵𝘩𝘦 𝘸𝘪𝘴𝘦 𝘮𝘢𝘯 𝘱𝘰𝘪𝘯𝘵𝘴 𝘵𝘰 𝘵𝘩𝘦 𝘮𝘰𝘰𝘯, 𝘵𝘩𝘦 𝘧𝘰𝘰𝘭 𝘭𝘰𝘰𝘬𝘴 𝘢𝘵 𝘵𝘩𝘦 𝘧𝘪𝘯𝘨𝘦𝘳' - Chinese proverb Private Labels are often the 'finger'. Time for all FMCG companies to refocus on the 'moon': driving incremental category (volume) growth Exciting times 𝗔𝗯𝗼𝘂𝘁 𝘂𝘀: FF&A solves the most complex strategic problems of the world largest FMCG companies across Corporate Strategy, Organic Growth, Digital RTM (Ecommerce, DTC and EB2B) and M&A. 14 out of the world 20 largest FMCG companies are repeat Clients 𝗠𝗼𝗿𝗲 𝗼𝗻 𝗼𝘂𝗿 𝘃𝗶𝗲𝘄𝘀 𝘁𝗼 𝗱𝗿𝗶𝘃𝗲 𝘀𝘂𝘀𝘁𝗮𝗶𝗻𝗮𝗯𝗹𝗲 (𝘃𝗼𝗹.) 𝗴𝗿𝗼𝘄𝘁𝗵 𝘄𝗶𝘁𝗵 𝗭𝗲𝗿𝗼-𝗕𝗮𝘀𝗲𝗱-𝗚𝗿𝗼𝘄𝘁𝗵®: https://lnkd.in/eEAJ5-D9 All details in our latest publication: 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢𝘀: 𝗧𝗶𝗺𝗲 𝘁𝗼 𝘀𝘁𝗼𝗽 𝘁𝗵𝗲 𝗕𝗦 𝗮𝗯𝗼𝘂𝘁 𝗣𝗿𝗶𝘃𝗮𝘁𝗲 𝗟𝗮𝗯𝗲𝗹𝘀, 𝘁𝗼 𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱 𝘁𝗵𝗲 𝘁𝘀𝘂𝗻𝗮𝗺𝗶 𝗼𝗳 𝗱𝗲-𝗰𝗼𝗻𝘀𝘂𝗺𝗽𝘁𝗶𝗼𝗻 & 𝘁𝗼 𝗳𝗼𝗰𝘂𝘀 𝗼𝗻 𝗱𝗿𝗶𝘃𝗶𝗻𝗴 𝗶𝗻𝗰𝗿𝗲𝗺𝗲𝗻𝘁𝗮𝗹 𝗰𝗮𝘁𝗲𝗴𝗼𝗿𝘆 𝗴𝗿𝗼𝘄𝘁𝗵 https://lnkd.in/eUpsJbE7 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀 & 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #fmcg #cpg The Coca-Cola Company PepsiCo Procter & Gamble Unilever Danone Nestlé Kraft Heinz The Hain Celestial Group The HEINEKEN Company Carlsberg Group AB InBev Henkel Reckitt Haleon Opella Bayer | Consumer Health Kenvue Bel Mars Ferrero Mondelēz International Lindt & Sprüngli JDE Peet's Keurig Dr Pepper Inc. Campbell's General Mills Kimberly-Clark Essity Diageo Pernod Ricard Campari Group L'Oréal The Estée Lauder Companies Inc. Coty Beiersdorf

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 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

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.