Bartek (Bart) Burkacki’s Post

Consumer Health Care (CHC): Breaking The Code Of Outperformance On CHC, Key Winners & Losers And Seven Predictions Over 2024-2030 Our new publication is now out. Probably the publication that required us the most work owing to the highly fragmented, complex & dynamic nature of the CHC vertical It provides a strategic perspective on: i) The current state of the CHC vertical per category (size, growth, key countries, channels, channels archetype, market share fragmentation...) ii) What does it takes to win on each category (success drivers, winners & losers) iii) Which strategic approach each type of CHC key players should pursue to maximize their profit capture on CHC iv) Who are the key Winners & Losers? v) What are the key strategic challenges for all key players & how best to address them (approach, capabilities, best practices)? To maximize the relevance & actionability of this publication to most CHC participants, we choose to: i) Include the following six categories in CHC: OTC, VMS, Dermo-Cosmetic (DC), Mass Oral (MO), Sport Nutrition (SN) & Weight Management (WM) ii) Cover the following six types of key players: => Global CHC pure players - Haleon, Kenvue, Sanofi CHC, Bayer | Consumer Health; => Global FMCG companies - e.g. Nestlé, Procter & Gamble, Reckitt, Unilever, Church & Dwight Co., Inc. => Regional CHC pure players - e.g. Cooper Consumer Health; STADA Group, Karo Healthcare => Dermo-Cosmetic pure players - e.g. L'Oréal, Pierre Fabre Group, Galderma => Disruptive new entrants - e.g. hims & hers, Hero Cosmetics, Liquid I.V. , Nutrafol, MaryRuth's, GHOST => Private labels - e.g. Perrigo Company plc Maybe the below quotes are the first barriers CHC players need to overcome to achieve outperformance: 'The greatest enemy of knowledge is not ignorance, it is the illusion of knowledge' - Stephen Hawking 'Face reality as it is, not as you wish it to be' - Jack Welch Exciting times ahead for CHC Full publication below. To get the corresponding deck, please leave your name in comment & allow us few days #fmcg #cpg #consumerhealth #healthcare #strategy Frederic Fernandez & Associates 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀 & 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y https://lnkd.in/dev_ATBz

#GLP1 has objectively the potential to disrupt Food & Beverage as we know it GLP1 usage is growing exponentially with 1 in 8 people in the US already using it & 15 million (!!!) currently using it The impact on F&B usage, especially the most caloric ones is expected to be dramatic. Cf. The chart below with very insightful research conducted by Morgan Stanley on GLP1 users detailing the potential impact on the different F&B categories & the snacking occasions: ⚫ -66% confectionary ⚫ -65% NARTD ⚫ -61% salty snacks ⚫ -40% snacks occasions Last but not least, a few days ago, researchers from the American Diabetes Association announced that 27 new GLP1 drugs were already in the pipe and were expected to provide faster weight loss & more holistic health benefits (liver disease, blood sugar level...) - full details at the below link: https://lnkd.in/eTw6ug-3 Some FMCG companies have already started to release GLP1-focused initiatives (cf. Nestle with its new frozen product range & an umbrella website to 'package' their existing value propositions), more will come Time will tell whether (some of) the above impact will, what is clear: not having a strategic response to GLP1 cannot be a strategy 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀 & 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #strategy #fmcg #cpg

𝗛𝗼𝘄 𝘁𝗼 𝘁𝘂𝗿𝗻𝗮𝗿𝗼𝘂𝗻𝗱 𝗮 𝗗𝗧𝗖 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 & 𝗮𝗰𝗵𝗶𝗲𝘃𝗲 𝘁𝗵𝗲 𝗳𝘂𝗹𝗹 𝘃𝗮𝗹𝘂𝗲 𝗼𝗳 𝗗𝗧𝗖 𝗮𝘀𝘀𝗲𝘁𝘀? Five thoughts: i) I𝘁 𝗶𝘀 𝗶𝗺𝗽𝗼𝗿𝘁𝗮𝗻𝘁 𝘁𝗼 𝗸𝗲𝗲𝗽 𝗶𝗻 𝗺𝗶𝗻𝗱 𝘁𝗵𝗮𝘁 𝗼𝗯𝗷𝗲𝗰𝘁𝗶𝘃𝗲𝗹𝘆 𝗼𝗻𝗹𝘆 𝗮 𝗺𝗶𝗻𝗼𝗿𝗶𝘁𝘆 𝗼𝗳 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀𝗲𝘀 𝗰𝗮𝗻 𝗱𝗲𝘃𝗲𝗹𝗼𝗽 𝗮 𝗿𝗶𝗴𝗵𝘁-𝘁𝗼-𝘄𝗶𝗻 (large, profitable) as a DTC pure-play ii) 𝗧𝗵𝗲 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻 𝗶𝘀 𝗼𝗳𝘁𝗲𝗻 𝘁𝗼 '𝗿𝗶𝗴𝗵𝘁-𝘀𝗶𝘇𝗲 𝗗𝗧𝗖' 𝘁𝗼 𝗺𝗮𝘅𝗶𝗺𝗶𝘇𝗲 𝗼𝗺𝗻𝗶𝗰𝗵𝗮𝗻𝗻𝗲𝗹 𝗮𝗯𝘀𝗼𝗹𝘂𝘁𝗲 𝗽𝗿𝗼𝗳𝗶𝘁 (what is its role, for which consumer segments, with which value propositions) 𝘄𝗵𝗶𝗰𝗵 𝗿𝗲𝗾𝘂𝗶𝗿𝗲𝘀 𝗮𝗻 𝗼𝗺𝗻𝗶𝗰𝗵𝗮𝗻𝗻𝗲𝗹 𝗹𝗲𝗻𝘀 (hard to have a DTC strategy without an omnichannel strategy) iii) 𝗚𝗲𝗻𝗲𝗿𝗮𝗹𝗹𝘆, 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗮 𝗴𝗿𝗮𝗻𝘂𝗹𝗮𝗿 𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝗶𝗻𝗴 𝗼𝗳 𝗰𝘂𝗿𝗿𝗲𝗻𝘁 & 𝗽𝗼𝘁𝗲𝗻𝘁𝗶𝗮𝗹 𝗰𝗼𝗻𝘀𝘂𝗺𝗲𝗿𝘀 (unmet needs, barriers, drivers, triggers, omnichannel/ 4Ps preferences, purchase intent & willingness to pay, omnichannel CLTV), 𝗶𝘁 𝗶𝘀 𝗶𝗺𝗽𝗼𝘀𝘀𝗶𝗯𝗹𝗲 𝘁𝗼 𝘀𝗼𝗹𝘃𝗲 𝘁𝗵𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺, hence the need to complete bespoke quant/qual consumer research iv) 𝗦𝗽𝗲𝗰𝗶𝗳𝗶𝗰𝗮𝗹𝗹𝘆, 𝗺𝗮𝘀𝘁𝗲𝗿𝗶𝗻𝗴 𝘁𝗵𝗲 𝗮𝗿𝘁 𝗼𝗳 𝗱𝗲𝗺𝗮𝗻𝗱 𝗰𝘂𝗿𝘃𝗲 & 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝘀𝗲𝗴𝗺𝗲𝗻𝘁𝗮𝘁𝗶𝗼𝗻 𝗮𝗿𝗲 𝗯𝗼𝘁𝗵 𝗰𝗿𝗶𝘁𝗶𝗰𝗮𝗹 𝗰𝗼𝗻𝘀𝗶𝗱𝗲𝗿𝗶𝗻𝗴 𝘁𝗵𝗲 𝗵𝗶𝗴𝗵 𝗰𝗼𝘀𝘁 𝗼𝗳 𝘁𝗵𝗲 𝗰𝗵𝗮𝗻𝗻𝗲𝗹 (ie. determining the exact consumer segment that has both the purchase intent & the willingness to pay the price point that maximizes absolute profit) v) 𝗙𝗿𝗼𝗺 𝘁𝗵𝗲𝗿𝗲, 𝗮 𝗴𝗿𝗮𝗻𝘂𝗹𝗮𝗿 𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝗶𝗻𝗴 𝗼𝗳 𝘁𝗵𝗼𝘀𝗲 𝘁𝗮𝗿𝗴𝗲𝘁 𝗰𝗼𝗻𝘀𝘂𝗺𝗲𝗿𝘀 𝗽𝗮𝘁𝗵-𝘁𝗼-𝗽𝘂𝗿𝗰𝗵𝗮𝘀𝗲/ 𝗰𝗼𝗻𝘀𝘂𝗺𝗲𝗿 𝗷𝗼𝘂𝗿𝗻𝗲𝘆 𝗶𝘀 𝗰𝗿𝘂𝗰𝗶𝗮𝗹 𝘁𝗼 𝗱𝗲𝘁𝗲𝗿𝗺𝗶𝗻𝗲 𝘁𝗵𝗲 𝗵𝗶𝗴𝗵𝗲𝘀𝘁 𝗥𝗢𝗜 𝘁𝗮𝗰𝘁𝗶𝗰𝘀 𝘁𝗼 𝗿𝗲𝗰𝗿𝘂𝗶𝘁 𝘁𝗵𝗲𝗺. Successful companies recruit consumers through different channels leveraging gate-keepers & partners. The objective is to identify the most effective Point Of Market Entries (POMEs) strategy 𝗕𝗮𝘀𝗲𝗱 𝗼𝗻 𝘁𝗵𝗲 𝗮𝗯𝗼𝘃𝗲, 𝘄𝗲 𝗱𝗲𝘃𝗲𝗹𝗼𝗽𝗲𝗱 𝗼𝘃𝗲𝗿 𝘁𝗵𝗲 𝘆𝗲𝗮𝗿𝘀 𝘄𝗶𝘁𝗵 𝗼𝘂𝗿 𝗖𝗹𝗶𝗲𝗻𝘁𝘀 𝗮 𝟯-𝗽𝗵𝗮𝘀𝗲𝘀/ 𝟭𝟬-𝘀𝘁𝗲𝗽𝘀 DTC turnaround 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵 (framework below) 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢𝘀: 𝟭𝟯 𝗦𝗶𝗻𝘀 𝗞𝗶𝗹𝗹𝗶𝗻𝗴 𝗔 𝗗𝗧𝗖 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 & 𝗛𝗼𝘄 𝗧𝗼 𝗦𝘂𝗰𝗰𝗲𝗲𝗱 𝗔 𝗗𝗧𝗖 𝗧𝘂𝗿𝗻𝗮𝗿𝗼𝘂𝗻𝗱 https://lnkd.in/eD8m7mHa Time for all to realize the the full value/ potential of DTC 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀 & 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #fmcg #cpg #strategy #dtc Frederic Fernandez & Associates

𝗗𝗧𝗖 𝘀𝗶𝗻 #𝟭𝟯: One (wo)man show Last one in our series on key 'sins killing DTC businesses' in the FMCG industry - Failing to say 'I don't know' & ask for help to their investors/ corporate owners - Failing to surround him/herself with the right talents complementing his/ her skillset - Most often heard verbatim: => "I am supposed to know better as the CEO of the DTC business, I cannot show vulnerability, otherwise they will fire me" Does that sound familiar? To know more about DTC failure & success drivers and how to turnaround a DTC business, refer to our last publication: FMCG CEOs: 13 Sins Killing A DTC Business & How To Succeed A DTC Turnaround https://lnkd.in/eD8m7mHa Time for all to realize the the full value/ potential Exciting & decisive times for DTC in the FMCG industry 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀 & 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #fmcg #cpg #strategy Frederic Fernandez & Associates

𝗗𝗧𝗖 𝘀𝗶𝗻 #𝟭𝟮: Failure to leverage synergies with the broader Org/ Acquirer We continue our series on key 'sins killing DTC businesses' in the FMCG industry - For the ones owned by Strategics, failing to: => either protect the key assets that made them successful => and/ or to selectively learn from their Acquirers - Most often heard verbatim: => "HQ should leave us alone, they don’t understand DTC/ Tech & we have not much to learn from them" Does that sound familiar? To know more about DTC failure & success drivers and how to turnaround a DTC business, refer to our last publication: FMCG CEOs: 13 Sins Killing A DTC Business & How To Succeed A DTC Turnaround https://lnkd.in/erzzwxqa Time for all to realize the the full value/ potential Exciting & decisive times for DTC in the FMCG industry 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀 & 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #fmcg #cpg

𝗗𝗧𝗖 𝘀𝗶𝗻 #𝟭𝟬: 𝗧𝗵𝗲 𝗷𝘂𝗺𝗽𝗶𝗻𝗴 𝗮𝗿𝗼𝘂𝗻𝗱 𝘀𝘆𝗻𝗱𝗿𝗼𝗺𝗲 We continue our series on key 'sins killing DTC businesses' in the FMCG industry - 𝗜𝗻𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝘁𝗼 𝗳𝗿𝗮𝗺𝗲 𝗮 𝗰𝗹𝗲𝗮𝗿 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗱𝗶𝗮𝗴𝗻𝗼𝘀𝘁𝗶𝗰 and hence consistently changing strategies - 𝗜𝗻 𝘀𝗲𝗮𝗿𝗰𝗵 𝗼𝗳 𝘁𝗵𝗲 ,𝗺𝗶𝗿𝗮𝗰𝗹𝗲 𝘀𝗶𝗹𝘃𝗲𝗿 𝗯𝘂𝗹𝗹𝗲𝘁’, because of a lack of patience or because of the pressure to manage short-term profit commitment - 𝗔𝗹𝗹 𝗹𝗲𝗮𝗱𝗶𝗻𝗴 𝘁𝗼 𝗯𝘂𝗿𝗻𝗶𝗻𝗴-𝗼𝘂𝘁 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻 & failing to attract/ retain talent. - Most often heard verbatim: => '𝗜𝗳 𝗶𝘁 𝗰𝗮𝗻𝗻𝗼𝘁 𝘄𝗼𝗿𝗸 𝗶𝗻 𝗳𝗲𝘄 𝘄𝗲𝗲𝗸𝘀, 𝗶𝘁 𝗱𝗼𝗲𝘀𝗻’𝘁 𝘄𝗼𝗿𝗸 𝗮𝘁 𝗮𝗹𝗹’ Does that sound familiar? To know more about DTC failure & success drivers and how to turnaround a DTC business, refer to our last publication: 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢𝘀: 𝟭𝟯 𝗦𝗶𝗻𝘀 𝗞𝗶𝗹𝗹𝗶𝗻𝗴 𝗔 𝗗𝗧𝗖 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 & 𝗛𝗼𝘄 𝗧𝗼 𝗦𝘂𝗰𝗰𝗲𝗲𝗱 𝗔 𝗗𝗧𝗖 𝗧𝘂𝗿𝗻𝗮𝗿𝗼𝘂𝗻𝗱 https://lnkd.in/eD8m7mHa Time for all to realize the the full value/ potential Exciting & decisive times for DTC in the FMCG industry 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀 & 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #fmcg #cpg

𝗗𝗧𝗖 𝘀𝗶𝗻 #𝟵: 𝗪𝗲 𝗮𝗿𝗲 𝗮 𝗧𝗲𝗰𝗵 𝗰𝗼𝗺𝗽𝗮𝗻𝘆 We continue our series on key 'sins killing DTC businesses' in the FMCG industry - Tech seen as an end in itself (and not a means to an end) with resources allocated to (too often but not always) commoditized applications that could be secured cheaper & better at arm-length - Strategy pushed by some (Tech) PE to justify higher valuation multiples - Most often heard verbatim: => 'We need to justify our valuation. we are not just like any other FMCG company’ => 'Our tech stack is a source of absolute competitive advantage' Does that sound familiar? To know more about DTC failure & success drivers and how to turnaround a DTC business, refer to our last publication: FMCG CEOs: 13 Sins Killing A DTC Business & How To Succeed A DTC Turnaround https://lnkd.in/eD8m7mHa Time for all to realize the the full value/ potential Exciting & decisive times for DTC in the FMCG industry 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀 & 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #fmcg #cpg

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

𝗗𝗧𝗖 𝘀𝗶𝗻 #8: 𝗧𝗵𝗲 '𝗗𝗧𝗖 𝗺𝘆𝗼𝗽𝗶𝗮’ & 𝘁𝗵𝗲 𝗼𝗽𝗽𝗼𝘀𝗶𝘁𝗲 𝘁𝗵𝗲 '𝗿𝗲𝘁𝗮𝗶𝗹 𝗙𝗢𝗠𝗢’ 𝘄𝗶𝘁𝗵 𝗻𝗼𝘁𝗵𝗶𝗻𝗴 𝗶𝗻-𝗯𝗲𝘁𝘄𝗲𝗲𝗻 We continue our series on key 'sins killing DTC businesses' in the FMCG industry - Absence of clear omnichannel (from retail through 3rd party ecommerce to P2P...) sales strategy - On retail specifically, when there is strategy, it has often either a low right-to-win (do not create enough value for consumers and/ or for retailers) and/ or it is poorly executed (insufficient financial bandwidth to drive rotation & stomach net working capital requirements; poor supply chain readiness; insufficient category/ shopper capabilities) - When there is an omnichannel strategy, the assortment/ value proposition is not enough differentiated & tailored to respective channel shopper profile - The overall driven by an insufficient understanding of target (& most profitable) consumers and corresponding 4Ps (starting with channels preferences) Most often heard verbatim: => From 'DTC is amazing & we will never sell anywhere else’ => To 'Let’s put the same assortment on Amazon and Target and let’s see what happens’ Does that sound familiar? To know more about DTC failure & success drivers and how to turnaround a DTC business, refer to our last publication: 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢𝘀: 𝟭𝟯 𝗦𝗶𝗻𝘀 𝗞𝗶𝗹𝗹𝗶𝗻𝗴 𝗔 𝗗𝗧𝗖 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 & 𝗛𝗼𝘄 𝗧𝗼 𝗦𝘂𝗰𝗰𝗲𝗲𝗱 𝗔 𝗗𝗧𝗖 𝗧𝘂𝗿𝗻𝗮𝗿𝗼𝘂𝗻𝗱 https://lnkd.in/eD8m7mHa Time for all to realize the full value/ potential behind DTC Exciting & decisive times for DTC in the FMCG industry 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀 & 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #fmcg #cpg #strategy Frederic Fernandez & Associates

𝗗𝗧𝗖 𝘀𝗶𝗻 #𝟳: 𝗧𝗵𝗲 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 𝗺𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝗿𝗲𝗹𝗶𝗴𝗶𝗼𝗻 We continue our series on key 'sins killing DTC businesses' in the FMCG industry - 𝗔𝗯𝘀𝗲𝗻𝗰𝗲 𝗼𝗳 𝗼𝗺𝗻𝗶𝗰𝗵𝗮𝗻𝗻𝗲𝗹/ 𝗲𝗰𝗼𝘀𝘆𝘀𝘁𝗲𝗺-𝘄𝗶𝗱𝗲 𝗰𝗼𝗻𝘀𝘂𝗺𝗲𝗿 𝗮𝗰𝗾𝘂𝗶𝘀𝗶𝘁𝗶𝗼𝗻 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝘄𝗶𝘁𝗵 𝗹𝗼𝘄 𝗖𝗔𝗖, 𝗵𝗶𝗴𝗵 𝗥𝗢𝗜 & 𝗼𝘄𝗻𝗮𝗯𝗹𝗲 𝗽𝗼𝗶𝗻𝘁 𝗼𝗳 𝗺𝗮𝗿𝗸𝗲𝘁 𝗲𝗻𝘁𝗿𝗶𝗲𝘀 (POMEs) (where/ how to recruit consumers) - 𝗜𝗻𝘀𝘂𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝘁𝗹𝘆 𝗹𝗲𝘃𝗲𝗿𝗮𝗴𝗶𝗻𝗴 𝘁𝗵𝗲 𝗽𝗼𝘄𝗲𝗿 𝗼𝗳 𝗴𝗮𝘁𝗲𝗸𝗲𝗲𝗽𝗲𝗿𝘀/ 𝗽𝗮𝗿𝘁𝗻𝗲𝗿𝘀 (aligned strategic intent, complementary value exchange) - 𝗧𝗵𝗲 𝗼𝘃𝗲𝗿𝗮𝗹𝗹 𝗱𝗿𝗶𝘃𝗲𝗻 𝗯𝘆 𝗮𝗻 𝗶𝗻𝘀𝘂𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝘁 𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝗶𝗻𝗴 𝗼𝗳 𝘁𝗮𝗿𝗴𝗲𝘁/ 𝗺𝗼𝘀𝘁 𝗽𝗿𝗼𝗳𝗶𝘁𝗮𝗯𝗹𝗲 𝗰𝗼𝗻𝘀𝘂𝗺𝗲𝗿𝘀, their barriers/ drivers/ triggers) & the corresponding optimal 4Ps - Most heard verbatim: => '𝗪𝗲 𝗱𝗼𝗻’𝘁 𝗵𝗮𝘃𝗲 𝗮 𝗺𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻, 𝘄𝗲 𝗼𝗻𝗹𝘆 𝗯𝗲𝗹𝗶𝗲𝘃𝗲 𝗶𝗻 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲/ 𝗱𝗶𝗴𝗶𝘁𝗮𝗹 𝗺𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴’ Does that sound familiar? To know more about DTC failure & success drivers and how to turnaround a DTC business, refer to our last publication: 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢𝘀: 𝟭𝟯 𝗦𝗶𝗻𝘀 𝗞𝗶𝗹𝗹𝗶𝗻𝗴 𝗔 𝗗𝗧𝗖 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 & 𝗛𝗼𝘄 𝗧𝗼 𝗦𝘂𝗰𝗰𝗲𝗲𝗱 𝗔 𝗗𝗧𝗖 𝗧𝘂𝗿𝗻𝗮𝗿𝗼𝘂𝗻𝗱 https://lnkd.in/eD8m7mHa Time for all to realize the full value/ potential of DTC Exciting & decisive times for DTC in the FMCG industry 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀 & 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #fmcg #cpg #strategy Frederic Fernandez & Associates