FulfillYN’s Post

This is how I know the industry is confined when it comes to innovation. When was the last time you walked down the chilled isle and noticed something new? There was loads of investment in new product development before Covid. For example, when plant-based products hit the stores it was amazing! People thought it was going to completely shake up the industry. Now I think companies are focusing on making small changes and improving current products. But is the industry failing to innovate and what are the barriers to NEW product development? I'd love to hear your thoughts. #Recruitment #FMCG #FoodManufacturing

🌟 Accelerating Innovation: Faster, Better, Bigger! 🌟 In a world filled with uncertainty, how do we unlock real value? At Beiersdorf, we’re pioneering a new approach to innovation, fueled by collaboration across our brands and a dedicated Early Innovation team in R&D. This initiative is a pivotal step in our journey towards a unified Beiersdorf. A special thank you to #GittaNeufang and #VincentWarnery for entrusting us with this exciting challenge! As we reflect on three years of progress, here are our top three achievements: 1️⃣ Cultivating Cross-Functional Collaboration: Our Innovation Festival and Beiersdorf Connect have fostered a vibrant environment for idea exchange, both internally and externally, leading to more relevant MVPs and concepts. 2️⃣ Leveraging Data-Driven Insights: We’ve established a strategic prioritization system that identifies and ranks key consumer pain points across our growth markets. This single source of truth empowers our teams to make informed, impactful decisions. 3️⃣ Enhancing Operational Excellence: By cascading efficiently through brands, we’ve halved our time to market. Utilizing tools leveraging intrapreneurship and Gen AI, we’ve transformed opportunities into actionable initiatives, ensuring execution is guided by performance metrics. While we’ve made significant strides, we know there’s more to accomplish. Our next focus is on integrated portfolio management, aligning our strategic goals, foresight projections, and sustainability commitments with our annual growth initiatives in a rolling 5-year plan. The biggest challenge? Shifting mindsets and overcoming the fear of losing significance. Embracing this journey is essential. Key takeaway: While strong structures are crucial, it’s the people who truly drive success. What’s next for us? Stay tuned for more exciting updates! #Innovation #Collaboration #Beiersdorf #GrowthMindset #FutureOfSkincare

Innovation in packaging isn't just a buzzword. It's a necessity. The key to success? Forward thinking engineers. Fuelling this innovation depends on strategic placements and #recruitment. Here's a suggested approach: ➡️Understand the Landscape Dive into the specifics of what your industry demands. Know the trends and challenges in packaging. ➡️Identify Forward Thinking Talent Seek #engineers who are not just skilled, but visionary. Look for those who challenge the status quo. ➡️Foster a Culture of Innovation Build #teams that thrive on collaboration and creativity. Make room for experimentation and new ideas. Encourage ongoing education and training. ➡️Leverage Cross Industry Insights Encourage engineers to learn from other sectors. Diverse perspectives can lead to ground-breaking solutions. By placing the right talent in the right roles, you can drive innovation from the ground up. Because in packaging, as in any industry, innovation is the key to staying ahead. Are there any changes you have made that you feel I've missed in the list above? (I know there are so many things to add, but I thought I'd get the ball rolling!). #energymanagement #sustainability #digitaltransformation #PackagingInnovation #ProductSuccess #FMCGUK #UKBusiness 🇬🇧

Right now, most companies are looking at what to launch over the next 12-18 months. And the brands that are winning? They’re the ones that dig into consumer behavior. Think about how brands like Danone, Impossible Foods, and Ben & Jerry's have completely shifted their markets by focusing on what their consumers really care about. In FMCG, where competition is fierce, product innovation has gone from being a “nice-to-have” to an absolute necessity. But if you’re leading an R&D team, you already know that it’s not just about collecting data. It’s about getting to the heart of what makes people tick. The more you know about your consumers' needs and desires, the more you can create products that aren’t just innovative but essential. Success lies in knowing what your consumers value—sustainability, ethics, convenience, health, and all of those things. That’s where the real opportunities are. So, keep your eyes on the consumer and build from there. R&D and Technical teams: keep driving those insights and be Spec-tacular!

Consumer Goods Industry Analysis - 2030 By 2030, the consumer goods industry is expected to experience significant growth, driven by advancements in technology, shifts in consumer preferences, and expanding global markets. The integration of AI and IoT in manufacturing and distribution will enhance efficiency and product personalization. Sustainable and ethical practices will become paramount as consumers demand transparency and environmentally friendly products. E-commerce will continue to surge, with seamless omnichannel experiences becoming the norm. Emerging markets in Asia and Africa will offer substantial growth opportunities, while mature markets will focus on innovation and premium product offerings. Companies that adapt to these trends will likely dominate the industry landscape. Top Companies in Consumer Goods Industry ➢ LG Household & Health Care DR ➢ Sportcraft ➢ Sunflare ➢ Premier Packaging, LLC ➢ Sequoia Tool and Manufacturing ➢ UGA Finance ➢ KidsHealth® ➢ Vivanti Consulting ➢ Pilot Lite ➢ @Global Market Research ➢ Star Brokerage Sales & Marketing Agency ➢ Axium Foods, Inc. ➢ Rosewill, Inc. ➢ Clear Lam Packaging ➢ ASL Print FX ➢ @Quest Products, LLC ➢ ULTRA GLOBAL TRADERS ➢ Growth Market Reports ➢ Rivers Promo ➢ Ramar Foods ➢ ITW Diagraph GmbH ➢ Spneedel Technologies, Inc. ➢ Heritage Paper ➢ The Hanson Group, LLC ➢ 3Keys ➢ @Merchandise Inc. ➢ Quality Corrections & Inspections ➢ Professional & Executive Education at Rutgers ➢ In Zone Brands, Inc. ➢ LEHVOSS - Customized Polymer Materials ➢ GP Generate, LLC ➢ Global Staffing MX ➢ High Point Artisan Brands ➢ Founders Group of Food Companies Inc. ➢ Extreme Tool and Engineering ➢ FARO LATAM HOLDING COMPANY ➢ ACT LAB ➢ Hexacomb Corporation ➢ US Standard Products ➢ Wabash Plastics, Inc. #ConsumerGoods #FMCG #Retail #Ecommerce #CPG #BrandMarketing #SustainablePackaging #ProductInnovation #SupplyChain #CustomerExperience #MarketTrends #RetailTech #SalesStrategy #DigitalTransformation #CustomerSatisfaction #BrandManagement #NewProductLaunch #ConsumerTrends #RetailSales #OmnichannelMarketing

#FMCG companies facing economic downturns must focus on effective resource allocation and portfolio management to navigate challenging conditions The past provides valuable insights into strategies that enabled companies to succeed, with Procter & Gamble transformation being a good case study going from 7 to 5 business units, from 16 to 10 categories, and from ~170 to ~65 brands while creating a dual operating model to enable growth in smaller markets 1)     Organization and portfolio streamlining: By prioritizing its core brands/ categories (Household/ Personal Care: Tide, Crest, and Pampers) while divesting non-core (Coffee: Folgers, Snacks: Pringles, Batteries: Duracell, PetCare: Iams & Ekanuba, Beauty: e.g., Covergirl…) P&G was able to reduce complexity in its portfolio which in turn freed up resources and helped the company focus on its core   The sale of these non-core brands also generated significant amounts of cash for P&G, which the company could then use to invest in growth opportunities, especially in emerging markets   2)     Dual operating model (Focus-centralized and Enterprise-decentralized markets) enabling a more empowered, agile, and accountable organization to accelerate growth and value creation, especially in developing markets If investors are looking for growth, FMCG companies must be cautious not to over-diversify their portfolios and stretch their resources too thin. Effective portfolio management requires a balance between stability and growth, and companies should be strategic in their resource allocation decision Companies need to re-learn to prioritize their source of future growth accordingly (c.f. Zero-Based-Growth in comments) #cpg #strategy Frederic Fernandez & Associates

Yesterday was National Supply Chain Day! 💓🥳 Being a Supply Chain Gal brings us so many opportunities and memories💖 From further education, to meeting new intelligent, passionate women in the field, being in supply chain allows constant self growth and creativity.🌱🤍 What is your favorite memory as a supply chain gal? Comment it below⤵️ 🏷️ #supplychain #supplychainmanagement #industrialengineering #career #college #nationalsupplychainday

Procter & Gamble at #CAGNY highlights its focus on organic growth and drastic performance improvement vs their pre-2018 transformation It displays their clear prioritisation of innovation and brand building over promotional activity, in Jon Moeller (P&G CEO) own words, “We would rather invest $1 in innovation, or $1 in brand building any day of the week before we invest in promotion”. Procter & Gamble transformation has been a good case of improving organizational effectiveness through active resource reallocation and changes to its operating model to enable growth in smaller markets with a more nimble operational framework 1) Organization and portfolio streamlining: By prioritizing its core brands/ categories (Household, Personal Care incl. Shaving and Paper), acquiring Merck's Consumer Health and divesting categories further from the core (Coffee, Snacks, Batteries, PetCare) or with where its competitive position was weaker (Beauty) P&G was able to reduce complexity in its portfolio and helped the company focus on its core The sale of these non-core brands also generated significant amounts of cash for P&G, which the company could then use to invest in growth opportunities especially in emerging markets (BRICS) 2) Dual operating model (Focus-centralized and Enterprise-decentralized markets) enabling a more empowered, agile and accountable organization to accelerate growth and value creation especially in developing markets Looking for growth, FMCG companies must be cautious not to over-diversify their portfolios and stretch their resources too thin, nor focus excessively on fighting over market share, instead of growing the market. Effective portfolio management requires a balance between stability and growth, and companies should be strategic in their resource allocation decision Frederic Fernandez & Associates #strategy #cpg

Innovating for Gen Z is a challenging bit for all the producers! They are the generation of demanding Cosumers, little loyal towards the brands, experimenting and switching between options. They are aware, declare taking informed choices, reading labels, are senstitive to environmental sustainability messages and perfectly decode brands' fake intentions. This is why making a check with them is always a good idea. At LOTTE Wedel Export we have invited a group of international Akademia Leona Koźmińskiego (Kozminski University) students to talk about the Wedel Snacks new product line for the Young that combines milk chocolate with the world of snacks so dear to Gen Z - the variants comprise Salty Crisps, Cola, Pop-Corn, Sour Lemon and Bubble Gum. Overall result: APPROVED! With preferred variants indicated (which one do you like most?), lots of insights and feedback gathered. Students could learn more about LOTTE Wedel and our approach to exports. Big thanks Rachael Komakowska and Radosław Gruszczyk for your engagement in the initiative. Today I am very excited as I am taking them to another Company where innovating for Gen Z is a hot topic. Stay tuned. #GenZ #GenerationZ

To Become a "Brainstormer" in The Digital Era It is a tradition for L'Oréal to host a brandstorm competition annually. This is not only brushing up your personal resume but also getting greater exposure towards the beauty industry. Other than getting to know more about the content of the competition, in the webinar, we can investigate deeper about the products and rationale of L'Oréal. The initial mission of L'Oréal is about providing democratize and premiumize beauty products to customers. Quality consumer brands are more important for customers these days. The variety of choices is a bonus but not a must in launching new products. The inclusion of technology and interaction with customers is also another paramount element on the way to success. Another takeaway is about how we can complete comprehensive projects in whatever area: undergoing market research, detailed analysis and examining feasibility and impacts. This framework provides a clear, step-by-step approach for tackling complex projects and shifting from a student to a professional mindset. The first step is to deeply understand the problem space through thorough market research - studying industry trends, target customers, and competition. Next, you dive into detailed analysis, asking questions to uncover insights, and applying relevant theories and frameworks to build a logical argument. Finally, you assess the feasibility and practical impacts, outlining a clear plan of action supported by financial projections and risk mitigation strategies. By methodically working through these three phases - market research, detailed analysis, and feasibility assessment - you can approach any challenging project with a comprehensive, professional approach that translates ideas into successful real-world outcomes. #lorealIgnite #weareloreal #lorealforyouth #empowered #beautytech #futureofbeauty #careergrowth #upskilling #brandstorm #projectmanagement #marketing Jade Lui alan lau Eunice Lam Vicky Lau