Not all brands are born to conquer — but all must earn their right to stay. In this second volume of Strategic Growth Management, I break down one of the most overlooked growth levers in business: portfolio role clarity. Whether you're managing brands, SKUs, countries, or channels, every element must

In today's competitive landscape, mastering the art of Go-to-Market (G2M) strategy is essential for creating unparalleled value. This article delves into the transformative power of a 2-tier G2M approach, where understanding the distinct roles of consumers, shoppers, and customers can elevate your brand's impact. By leveraging data, technology, and relationship

Distribution & Availability: So, you made your portfolio roles analyses and now very well know what part of the business to boost, what part to drive, what part to milk, with which part to defend your space and which part to part your ways unless you find a way to

Profitable growth is always possible — but never without focus. In this first volume of Strategic Growth Management, I share core lessons from my two-decade journey as a commercial executive, beginning with the concept of ‘Right-to-Win.’ It’s not just about having a great product — it’s about having the demonstrable

In today's fast-paced market, innovation is crucial for CPG companies to remain relevant and deliver long-term shareholder returns. But not all innovations are equal. This article explores the critical distinction between disruptive and incremental innovation, highlighting how disruptive innovations can create new markets and value networks, while incremental innovations enhance

Have you ever wondered why individuals with military backgrounds often excel in business? The parallels between warfare strategies and competitive business tactics are striking. In this article, we explore the challenges global companies face against agile local rivals and the importance of adapting to local markets. Discover how big players

March 14, 2018 After spending close to 20 years working in a CPG giant like P&G where you do not question time tested (for more than 180 years) business models, strategies and activity systems; these days I am having quite a start-up experience where you risk everything you do. You