Filippo Catalano

In today's competitive market, Direct-to-Consumer (D2C) brands are disrupting traditional retail models. But what makes D2C so unique and powerful? It's time to dive into a real-life success story and see how Amalthea Consultancy made it happen! Meet Aarav (name changed), the visionary behind a company (ABC company), a sustainable home goods brand. Aarav’s journey from a passionate entrepreneur to a successful D2C brand owner is nothing short of inspiring. We knew his customers were highly eco-conscious, but he needed to leverage this insight effectively. So, Amalthea Consultancy stepped in and studied his brands extensively. Here's what we have suggested- 1–We helped Aarav implement data analytics tools, revealing that his audience preferred "minimal packaging" and sustainable materials. Using these insights, Aarav launched a line of "zero-waste" home essentials, tailored to his audience's preferences. This move not only boosted sales but also established it as a trusted "eco-friendly brand." 2–We understood the importance of building strong relationships with his customers, but executing it effectively was challenging. We guided Aarav in creating a direct engagement strategy and advised him to share behind-the-scenes content, ask for customer input on new products, and respond to feedback. This approach fostered a loyal community. One memorable instance was when a customer, Maya, shared her story of how the company products helped her live more sustainably, which led to a wave of positive reviews and word-of-mouth referrals. 3-We suggested hosting workshops on sustainable living, further solidifying the company's position as a leader in the eco-friendly space. 4-When a competitor launched a similar product, we helped Aarav introduce a new limited-edition line within weeks. This agility allowed the company to stay ahead of market trends and meet customer demands. 5-From the first click to the final delivery, Aarav needed to control the entire customer journey. Amalthea Consultancy helped optimize his website for smooth shopping, implement a subscription model for regular customers, and partner with reliable shipping services for quick delivery, which led to higher customer satisfaction and repeat business. In a world where consumer expectations are higher than ever, the company, with the strategic partnership of Amalthea Consultancy, is setting new standards for what it means to be customer-centric, innovative, and agile. Want to learn more about how to leverage D2C strategies for your business? Let’s connect and explore the endless possibilities with Amalthea Consultancy! #D2C #DirectToConsumer #CustomerExperience #BusinessStrategy #Innovation #Agility #CustomerData #BrandLoyalty

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Knowing where to invest, and which innovations will serve and attract consumers is key to category growth. This fuels the prosperity both of P&G and our business partners creating value for our consumers. Interesting read in @EconomistImpact reflecting the perspective of Loic Tassel how P&G is harnessing its growth potential in Europe to win consistently.

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𝗠𝗼𝗿𝗲 𝗽𝗹𝗮𝗻𝘁𝘀 𝗰𝗹𝗼𝘀𝘂𝗿𝗲 𝗮𝗵𝗲𝗮𝗱 𝗳𝗼𝗿 𝗨𝗦 𝗙𝗼𝗼𝗱 We expect the world largest food FMCG players to accelerate plants closure in a context volume keeps dropping as price elasticity materializes, especially in the US, which is the most exposed to the current de-consumption/ downtrading trend (cf. last quarters results of the world largest food FMCG companies) US Food (which is nothing less than ~25% of the global FMCG market) is the most exposed for few reasons: 1) Food has the some of the lowest gross margin in the FMCG industry so the operational deleverage (the profitability decline driven by volume decline) is there one of the most violent (it is not uncommon to see 200bps volume decline for a F&B business translating into ~80 bps profitability decline - the challenge is some US food businesses are declining 1-3% now for 2 years) meaning that on-going manufacturing footprint adjustment is critical to maintain a competitive cost-base 2) Food has recorded some of its poorest volume performance over the last 2 years in the US (cf. performance of Campbell's, General Mills, Kraft Heinz but also US entities of some of the world largest food companie - e.g. Mondelēz International) 3) The overall in a context where the average US consumer calories in-take is ~4000 calories (where it should be 2000 calories) & where GLP1 drugs penetrations (currently 13%) keep increasing The overall could objectively create a perfect storm More details in our Q1 2024 results publication: 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢𝘀: 𝗤𝟭 𝟮𝟬𝟮𝟰 𝗥𝗲𝘀𝘂𝗹𝘁𝘀 𝗜𝗻 𝗥𝗲𝘃𝗶𝗲𝘄 - 𝗧𝗵𝗲 𝗣𝗿𝗶𝗰𝗶𝗻𝗴 𝗧𝗶𝗱𝗲 𝗜𝘀 𝗡𝗼𝘄 𝗚𝗼𝗶𝗻𝗴 𝗢𝘂𝘁 https://lnkd.in/eqtWZjxV 𝗧𝗶𝗺𝗲 𝘁𝗼 𝗿𝗲𝗳𝗼𝗰𝘂𝘀 𝗳𝗼𝗿 𝗮𝗹𝗹 𝗼𝗻 𝗼𝗿𝗴𝗮𝗻𝗶𝗰 (𝘃𝗼𝗹𝘂𝗺𝗲) 𝗴𝗿𝗼𝘄𝘁𝗵 Exciting times To read our last publication on how to accelerate organic (volume) growth: 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/eV5d39VE 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀 & 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #fmcg #cpg Nestlé The Coca-Cola Company PepsiCo AB InBev Unilever Procter & Gamble Mondelēz International Kraft Heinz L'Oréal Danone The HEINEKEN Company Bel Reckitt Kenvue Sanofi Haleon Pernod Ricard Diageo General Mills Campbell's Conagra Brands The Hershey Company JDE Peet's Ferrero Mars Lindt & Sprüngli https://lnkd.in/eRRHKVXN

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Last week I gave a keynote at the Autonomous Innovation Summit on “How to use AI strategically to create value in consumer goods” (link to video recording in the comments). My key messages were : 1. The value chain in consumer goods has evolved in the last 5-10 years. From a linear step-by-step process (think a relay race) to a hyper-connected multi-nodal flow (think fast-pass quick-touch Brazilian soccer). In the past 10 years, rapid digitisation has created data-rich value chains which have been further augmented with prescriptive AI models. We now have a next inflection moment with the move from Prescriptive to Generative AI. 2. We live in a world with high AI clutter and chatter. It’s very easy for business leaders to get lost in a lot of pilots that create headlines and then don’t scale to create value for the enterprise. 3. A strategic framework is needed to create scaleable value and I shared a simple 3-step approach and some learnings from my executive and advisory roles driving AI-led transformations. - Redefine the value chain away from activities into activity systems that create impact for different audiences (consumers, customers, operators and decision-makers). - Define multiple horizons of value capture with AI (quicker/cheaper, better, new sources of competitive advantage) -Bring these together into a Value Chain Outcomes Framework and define the list of strategic outcomes that are critical for your enterprise to create value. - Create a Change Management Programme with a bold Vision and ambition that serves as the umbrella for the entire transformation programme. - Have a well-defined Governance Model led by the CEO and Executive Team. Ensure an active kill/pivot/scale programme, redefine workflows and rewards/incentives for an AI-Human hybrid work output and invest in cyber-security and responsible AI practises. I also shared lot of examples of AI usage across the modern connected value chain driving significant outcomes and also some insightful data from BCG and Infosys on the potential for value creation with AI application in consumer goods. #aiconsumergoods

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Global macro forces and deep societal changes will unearth rich opportunities and pose new challenges by 2035. In this insight, Joëlle de Montgolfier, Leah Johns, and Lyne Jaroudi break down eight areas where future consumer economies are likely to see concentrated new commercial opportunities and challenges.

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The role of a product #marketing manager #PMM is as much as a USP and a crucial intersection to product development and #customer #centricity. ⚠️ How can an industry live without customer centricity driven by marketing? ⚠️ Is that trivial? Inside out culture? Other factors? ⚠️ Does marketing need rehabilitation on customer centricity? If so: Why? ❓ What is your view on that? #marketing #customercentric #usp #turningplatform #importantrole Helia Burgunder Mimi Mollerus Sandra-Stella Triebl André Koop Cyrill Luchsinger Alexandra Daniela Z. Tom Vogt Anne-Laure Vaudan Sandro Borrelli Samuel Libis Jan-Hendrik Völker-Albert Roland Bernhard Mario Stark Daniela Corboz Glenn Oberholzer Luca Geisseler Markus Dobbelfeld

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It seems as if every company has just gone through, is going through, or is planning, a transformation. A new Boston Consulting Group (BCG) study shows that in the last 20 years, “only 26% of corporate transformations successfully created value in both the short and long terms.” BCG shares five success factors and the "lie that executives like to tell themselves.” Truth #1: Fix things before they break. Starting transformations while total shareholder return (TSR) is in line with/ahead of industry averages creates significantly more value in the mid- to long-term than initiating one after the TSR has fallen below that of their peer group. Microsoft, the most valuable company in the world, has stayed ahead of the curve under Satya Nadella by leaning into the cloud and being an early investor in AI. Truth #2: Leadership makes or breaks the transformation. Microsoft benefitted from Nadella’s ability to anticipate future trends and willingness to make the changes necessary to take the company in a different direction; Blockbuster (opted not to buy Netflix) and Kodak (didn’t pursue digital photography) did not. Ideally, leaders are willing to embrace preemptive change—leadership stability can drive long-term growth--but if not, a change in leadership during a transformation can result in higher TSR performance, even more so when it comes from outside the company. Truth #3: You can’t cut your way to greatness. In the short term, the most significant driver to value creation in a transformation is investor expectations, accounting for >2/3 of TSR outperformance in the first year of the transformation; other factors play a smaller role. In the longer-term, these drivers flip: Most of TSR outperformance is driven by revenue growth (43%), with cost cutting (32%) and investor expectations (25%), secondary. Truth #4: Transformations require a long-term orientation. Taking the long view --to cultivate an entrepreneurial culture, try out new ideas, track the right metrics, and invest in R&D and capital at above-industry levels--balances new growth with improving the existing model and generates higher TSR over five years. Truth #5: You can’t make things up as you go. Transformations have a lot of moving parts and objectives, so a formal transformation plan needs to be in place to realize improvements in TSR. And the lie: You’re special; none of this applies to you. BCG found that “at any point in the past 20 years, roughly 30% of companies significantly underperformed their sector. . . , making transformation a necessity. . . . However, successful transformations are the exception, . . . no region, sector, or size group is an outlier on transformation need and success rates. Change leaders have no reason to be overconfident, given that only half of the companies we studied employed more than two of the key success factors . . . .” #transformation #performance #successfactors #leadership #change #valuecreation #future

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eCommerce & CPG Strategy: How marketing budgets have shifted in 7 years 🔥 Great visual by the Gartner team. Key Questions: (2) ⛄️ How has marketing budget resource allocation shifted in the last 7 years? ⛄️ Are there any consistent themes (spoiler alert — retail media)? By the numbers: (4) ⬇️ Martech: 29.2% to 23.8% ⬇️ Labor: 24.5% to 22.6% ⬆️ Paid media: 23.2% to 27.9% ⬇️ Agencies: 23.0% to 22.0% Stay in touch with our newsletter: https://lnkd.in/eMx4Zh2k Ways to reach us: Pattern® The CPG View The Retail eCommerce Club #ecommerce #digital #omnichannel #strategy #cmo #cdo #ceo #cro #leadership #retailecommerceclub #cpg #privateequity #playtowin

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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.

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🚨 Thinking of using AI as your brand's creative edge? You might want to rethink that. In our latest whitepaper, the team and I delve into why AI-generated content often falls flat with consumers. As Head of Client Strategy at Catalyx, I've seen firsthand that when an advert doesn't resonate, it fails—plain and simple. The rush to integrate AI in promotions overlooks a crucial truth: consumers aren't as captivated by AI as we might hope. Curious to uncover the consumer insights and fresh perspectives from our research? Get your copy of 'Your Consumers Don't Yet Care About Generative AI' here: https://hubs.ly/Q02DTwYv0 #Catalyx #Whitepaper #NeverSettle #Newresearch #Innovation #Consumerinsights #Marketingtrends #AI #GenerativeAI #Consumercentric Special thanks to Nestlé and Kraft Heinz for the fascinating stimuli 🎈

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75% of the top 50 FMCG companies managed to improve EBIT vs previous year For gross margin, this number was 93% (the delta went mostly in A&P - and not in SG&A - that's our hypothesis considering that a minority of companies disclose full P/L details in Q1 - as the cost of marketing is still growing) 56% have now recovered their pre-COVID profitability. Last quarter it was only 30% At this game: - Outperformers remain Beauty, Consumer Health & Impulse Food & Beverage - Challengers remain generally alcoholic drinks companies & the last three years underperformers (The Estée Lauder Companies Inc. Shiseido AB InBev Kraft Heinz Edgewell Personal Care The Clorox Company Bayer | Consumer Health) We predict that by the end of 2024, >75% of FMCG companies will have recovered their pre-COVID profitability (which still does not prevent them from large scale cost cutting) More details in our Q1 2024 results publication: 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢𝘀: 𝗤𝟭 𝟮𝟬𝟮𝟰 𝗥𝗲𝘀𝘂𝗹𝘁𝘀 𝗜𝗻 𝗥𝗲𝘃𝗶𝗲𝘄 - 𝗧𝗵𝗲 𝗣𝗿𝗶𝗰𝗶𝗻𝗴 𝗧𝗶𝗱𝗲 𝗜𝘀 𝗡𝗼𝘄 𝗚𝗼𝗶𝗻𝗴 𝗢𝘂𝘁 https://lnkd.in/eqtWZjxV Time now to refocus for all on organic (volume) growth Exciting times To read our last publication on how to accelerate organic (volume) growth: 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/eV5d39VE 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀 & 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #fmcg #cpg #strategy Frederic Fernandez & Associates

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𝐄𝐥𝐞𝐯𝐚𝐭𝐞 𝐲𝐨𝐮𝐫 𝐑𝐆𝐌 𝐂𝐚𝐩𝐚𝐛𝐢𝐥𝐢𝐭𝐲 Last week we posted our view on the five maturity stages in the roadmap to RGM excellence. At each stage, we have developed 10 key enablers to help consumer packaged goods companies transition to the next stage. To give you a sneak preview, let’s have a closer look at some of the key enablers around process, people and tooling.   𝐓𝐨 𝐠𝐨 𝐟𝐫𝐨𝐦 𝐚𝐝-𝐡𝐨𝐜 𝐭𝐨 𝐞𝐦𝐞𝐫𝐠𝐢𝐧𝐠 – companies need a more deliberate approach to revenue growth management. In this stage it is essential to start building a shared RGM language (i.e. frameworks, best practices, etc).   𝐓𝐨 𝐠𝐨 𝐟𝐫𝐨𝐦 𝐞𝐦𝐞𝐫𝐠𝐢𝐧𝐠 𝐭𝐨 𝐬𝐜𝐚𝐥𝐞𝐝 – skills need to be transferred from a select group of RGM experts to dedicated RGM teams. This can be achieved by creating standardized playbooks, training & certification schemes and automated dashboards.   𝐓𝐨 𝐠𝐨 𝐟𝐫𝐨𝐦 𝐬𝐜𝐚𝐥𝐞𝐝 𝐭𝐨 𝐞𝐦𝐛𝐞𝐝𝐝𝐞𝐝 – RGM needs to be integrated into the annual business planning cycle. Here is important to create simplified RGM frameworks which can be anchored in existing business planning core deliverables.   𝐓𝐨 𝐠𝐨 𝐟𝐫𝐨𝐦 𝐞𝐦𝐛𝐞𝐝𝐝𝐞𝐝 𝐭𝐨 𝐚𝐮𝐭𝐨𝐧𝐨𝐦𝐨𝐮𝐬 – RGM needs to be integrated into the day-to-day activities of marketing & sales managers by creating modular RGM frameworks that can be used as problem solving tools during in-year business performance reviews.   No matter where you are you in your RGM journey, we can help you advance to the next stage. At RGM Consulting, we don't rely on abstract theories. We combine our extensive, on-the-ground experience as RGM practitioners with evidence-based revenue growth management tactics to help consumer packaged goods companies strengthen their RGM muscle. It's the combination of theory and deep practical experience that separates us from conventional consulting agencies. Interested to learn how we can help you, drop us a message!   #RGMConsulting #RGMFoundations #RGMPractitioners #sciencebasedrevenuegrowthmanagement

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Pricing teams know how important pricing is. But how do you "𝗕𝘂𝗶𝗹𝗱 𝘆𝗼𝘂𝗿 𝗣𝗿𝗶𝗰𝗶𝗻𝗴 𝗖𝗮𝘀𝗲 𝗳𝗼𝗿 𝘁𝗵𝗲 𝗖-𝗹𝗲𝘃𝗲𝗹"? 📣 This is the topic of my presentation at the 𝗘𝗣𝗣 𝗚𝗹𝗼𝗯𝗮𝗹 𝗥𝗲𝘁𝗮𝗶𝗹 & 𝗘-𝗰𝗼𝗺𝗺𝗲𝗿𝗰𝗲 𝗣𝗿𝗶𝗰𝗶𝗻𝗴 𝗙𝗼𝗿𝘂𝗺 𝟮𝟬𝟮𝟰 on 𝗦𝗘𝗣-𝟮𝟲 & 𝗦𝗘𝗣-𝟮𝟳 in 𝗕𝗮𝗿𝗰𝗲𝗹𝗼𝗻𝗮. 🎉 We will move from the current pricing practice in retail to the strategic benefits of modern, data-based (pricing) decision-making and learn about a methodological approach how to quantify your (business) case for your C-level. 1️⃣ 𝗦𝘁𝗮𝘁𝘂𝘀 𝗾𝘂𝗼: Learn how strongly retail, wholesale & e-commerce companies base their decision on data today (based on exclusive empirical data collected from industry executives in 2024) 2️⃣ 𝗩𝗶𝘀𝗶𝗼𝗻: Understand the competitive edge of data-based (pricing) decisions and demonstrate that pricing is the ideal use case for investments in AI 3️⃣ 𝗡𝗲𝘅𝘁 𝘀𝘁𝗲𝗽𝘀: Develop and substantiate your business case for professionalizing the pricing function based on existing data I look forward to seeing you in Barcelona (is there a better place in September 😃?). Thank you, Mariana Flores & Pol Vanaerde, for your invitation and the professional organization! #EPPRPF

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According to PwC's 2024 Digital Trends in Operations Survey, catering to consumers has always required innovation and agility. In today's fast-paced and dynamic consumer world, operational transformation is pivotal and inevitable. The research shows that 76% of CEOs have taken at least one action within the last five years that had a significant impact on their business model. This highlights the importance of continuous operational transformation. #Transformation #Change GMG https://lnkd.in/d_4yCmzJ

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It turns out the building marketing capability results in better commercial performance. Follow the link https://bit.ly/45fldwg to discover more....

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It was an absolute privilege to join Vogue Business’ Beauty Forum last month, where the topic was “Beauty across borders: Global brands, local strategies.” I enjoyed listening to speakers from across the beauty and wellness industries as they painted vivid landscapes of marketing innovation and trend evolution. I also participated in a panel to discuss how the Unilever Health & Wellbeing Collective is weaving a tapestry of local touchpoints and immersive experiences. Our goal? To reach consumers across the globe as they embark on their unique wellness odysseys. A particular point of pride is Liquid I.V.'s triumphant march into 7 new international markets this past year. Meanwhile, in China, our dedicated local teams have been cultivating a flourishing garden of brands. Nutrafol and OLLY PBC are blossoming spectacularly, with OLLY PBC now reigning as a top 5 VMS brand in the vibrant ecosystem of TikTok. The vitamins, minerals, and supplements (VMS) realm is emerging as the new frontier of wellness, a crucible where health and beauty alchemize into something greater. We're not just observers of this transformation – we're the architects, thriving at this exhilarating intersection. #wellbeing #lifestyle For those hungry for more insights, feast your eyes on the event recap from Vogue Business : https://lnkd.in/gK23-U87 Captured in time by the lens of Paolo Verzani

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By 2029, loyalty programs are projected to quadruple in value to $24BN.       This valuation reflects the stock that companies put in loyalty management. But it also speaks to the noise that consumers increasingly face, with multiple companies vying for their attention – and dollars.      This article from Newsweek looks at the state of play in US loyalty programs, with thoughts from my McKinsey colleague Emily Reasor.      It echoes our recent article (link in comments) which advocates for meaningful, personalized benefits to help brands stand out from the competition – an approach that can be unlocked by better integrating pricing with loyalty.      #CustomerLoyalty #Retail #Pricing

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𝗠𝗼𝘀𝘁 𝗰𝗮𝗽𝗶𝘁𝗮𝗹 𝘀𝗽𝗲𝗻𝘁 𝗼𝗻 𝗠&𝗔 𝗼𝗻 𝗖𝗛𝗖 𝗼𝘃𝗲𝗿 𝘁𝗵𝗲 𝗹𝗮𝘀𝘁 𝗱𝗲𝗰𝗮𝗱𝗲 𝗳𝗮𝗶𝗹𝗲𝗱 𝘁𝗼 𝗱𝗲𝗹𝗶𝘃𝗲𝗿 𝗮𝗻𝘆 𝗿𝗲𝘁𝘂𝗿𝗻 Considering the current dynamics at work on CHC with all type of key players, we expect M&A to only accelerate. To address the full potential of M&A on CHC, time for all participants to improve at: i)  Integrating all available M&A learnings in the FMCG/ CHC industry over the last 15 years ii) Finely understanding their strategic framework (ownable strengths to leverage) iii) Determining granular M&A hypotheses (where-to-play/ how-to-win choices) taking into consideration the required success drivers on each segment/ market they have strategic intent on iv) Identifying the right assets & conducting rigorous due diligences v)  Determining optimal value creation cases & corresponding integration models Exciting times for M&A on CHC More on all those points in our latest publication: 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢𝘀: 𝗕𝗿𝗲𝗮𝗸𝗶𝗻𝗴 𝗧𝗵𝗲 𝗖𝗼𝗱𝗲 𝗢𝗳 𝗢𝘂𝘁𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 𝗢𝗻 𝗖𝗼𝗻𝘀𝘂𝗺𝗲𝗿 𝗛𝗲𝗮𝗹𝘁𝗵 𝗖𝗮𝗿𝗲 (𝗖𝗛𝗖), 𝗞𝗲𝘆 𝗪𝗶𝗻𝗻𝗲𝗿𝘀 & 𝗟𝗼𝘀𝗲𝗿𝘀 𝗔𝗻𝗱 𝗦𝗲𝘃𝗲𝗻 𝗣𝗿𝗲𝗱𝗶𝗰𝘁𝗶𝗼𝗻𝘀 𝗢𝘃𝗲𝗿 𝟮𝟬𝟮𝟰-𝟮𝟬𝟯𝟬 https://lnkd.in/eeCZYWmt To get the corresponding deck, please leave your name in comment & allow us few days 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀 & 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #fmcg #cpg #consumerhealth #healthcare Kenvue Sanofi Bayer Bayer | Consumer Health Haleon STADA Group Cooper Consumer Health Karo Healthcare Procter & Gamble Nestlé Nestlé Health Science Unilever Reckitt Church & Dwight Co., Inc. Colgate-Palmolive L'Oréal Pierre Fabre Group Galderma DECIEM | THE ABNORMAL BEAUTY COMPANY The Estée Lauder Companies Inc. Beiersdorf hims & hers Liquid I.V. Nutrafol Perrigo Company plc

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