We’ve been talking about health and wellness for years. There are two critical forces at play that are shifting this topic from niche to mainstream: increasingly complex needs and massive digital engagement.
Beyond in-store clinics and the traditional health care aisle of the store, a handful of departments should be top of mind for drug store retailers where more multicultural dollars are spent in comparison to non-Hispanic whites.
Africa’s vast potential is the stuff of investors’ dreams, but capitalizing on that opportunity is less about identifying or quantifying prospects and more about execution stemming from knowledge, insights and data to enable on-the-ground success.
Has the traditional planning process become obsolete? Many signs within the industry point to “yes.” So in order to succeed today, companies need to move to a new form of adaptive planning that is responsive to continuous market change.
Your kid tore his favorite pair of jeans and you need to know if your local store will be open after work so you can pick up a replacement pair. If only you had a personal shopper who could find out what time the store closes.
FMCG success today is now dependent on quality product images, solid SEO and prominent placement on e-tailer websites—far more so than simply having an abundant quantity or variety on the shelf at the local store.
While unexpected by many, the Amazon-Whole Foods linkage highlights just how profoundly consumer expectations are changing with regard to food and beverage shopping—and will continue to do so moving forward.
Unbeknownst to most consumers, tremendous thought goes into developing even the most commonplace products. As a result, product development in the FMCG industry is anything but fast-moving. But what if algorithms could help streamline the process and the outcomes?
As retailers ramp up their health and wellness offerings, and the lines between channels blurs, it’s interesting to think about the role that drug stores will play in an increasingly crowded, wellness-oriented marketplace.
It’s no surprise that more and more items are being outfitted with built-in connectivity. Consumers’ adoption of internet-enabled devices isn’t a given, however, and it’s worth exploring why acceptance has been so fragmented across categories—as well as what the industry can do to accelerate usage.
How many things can you say for certain that you're paying attention to, or even seeing, at any given moment? Our brains just aren’t good at recalling the kinds of details marketers need to evaluate their efforts in a complex world. That’s where the right neuroscience tools can help.
Companies striving for “leaner, bigger, better” innovations require realistic marketing inputs and an accurate forecast to identify their most promising initiatives. Proving that “consumers love it” without a realistic volumetric assessment simply isn’t enough.
Unconstrained by physical walls, e-commerce retailers offer a huge inventory of products in endless aisles. Unfortunately, our physical world product coding processes can’t scale to e-commerce: they’re too costly and too slow.
In the coming decades, machine learning will transform work as we know it. And unlike previous revolutions, which primarily affected blue-collar workers, the smart machine revolution has white-collar workers in its sights.
Most new product launches are “small” or “sustaining” innovations, which include the many, many brand extensions that large companies launch year after year. These launches are absolutely essential for growing existing brands and defending shelf space.
Most of the customer data companies gather about innovation is structured to show correlations rather than causations. Yet after decades of watching great companies do poorly at innovation, we’ve come to the conclusion that the focus on correlation is taking firms in the wrong direction.
We’ve become so accustomed to our fast-paced lifestyles that it’s even crept its way into how we consume food. This is especially the case when you look at breakfast. So what does the future of the most important meal of the day look like?
Brands armed with new products have always rushed to be first to market, as first movers often establish a stronghold that can be difficult for later entrants to break into. But being “first mover” at the expense of being “best mover” can often lead brands to competitive disadvantage.
Growing a brand isn’t easy, especially for those in in crowded categories. But even the most established categories change over time, and even categories that appear stable may be one critical innovation away from awarding one brand a significant long-term advantage.
For many companies, cost reduction efforts become an endless downward spiral. As soon as one cost reduction program is completed, it’s followed by another. It’s a dangerous cycle, but it’s one we know how to break.
Marketers often think of “earned” media as asymmetric marketing opportunities—they’re cheap and fast, which make them quite easy for smaller brands to exploit. But the power of earned media as an asymmetric strategy is more appearance than reality.
Mature brands will find themselves in a broader range of situations than new ones. When it becomes clear that your established brand needs investment to grow your circle of buyers, how do you know which path will work best for you?
Typically, small teams build concepts, get qualitative or quantitative feedback, refine concepts, collect another round of feedback, and so on, until they arrive at a “winning” concept. This technique works well, but it suffers from one major drawback: It often produces ideas that are good enough but not the best.
CPG companies are looking for growth. But high growth in developing markets is no longer making up for slow growth in developed markets. In such an environment, it’s tempting to consider raising prices. But should you?
In a recent survey, Nielsen asked corporate leaders and the general public to describe the current state of corporate social responsibility. The gap in perceptions between the two groups is striking. So what’s driving the gap?
The convenience offering in Asia is more relevant now than ever. But convenience stores of the future will be more than a place to pick up a beverage or quick meal. Convenience will become a way of life, and the convenience store will be a physical delivery point for an array of needs driven by the click of a mouse.
In 1990, 57% of Southeast Asia was in poverty and access to daily necessities one could afford was not to be taken for granted. Today, so much has changed that a new niche at the high end of the affordability spectrum has emerged to fan the aspirations of consumers – premiumization.
Many FMCG sales teams in emerging markets are lacking in knowledge about the traditional trade landscape. And if you don’t know the where, what and how of your market, how likely is your strategy to be successful?
By mid-century, the U.S. will be a “majority minority” nation. By 2060, fewer than five in 10 will be white non-Hispanic. This level of demographic change represents a remarkable challenge for retail real estate investors, developers, advisers and retailers. It’s also a remarkable opportunity.
Spend more than a few minutes in a conversation with someone in the CPG industry and you’ll almost inevitably find yourself discussing the spiraling cost of trade promotion. In Europe, decent returns on trade promotion spend are increasingly hard to generate. So how can we turn things around?
Any multinational looking for solid growth should be taking a hard look at India. In 2015, India’s economy will grow faster than China’s for the first time in 16 years. In fact, the IMF forecasts India’s GDP growth to expand by 7.5% this year and next.
We’ve just completed a year of transformation in the retail industry, and looking at 2015, it looks like change will remain constant. But change brings opportunity, even within the familiar. Where to begin? Look to the shelf.
Today, a company’s reputation is increasingly recognized as a business asset that is central to maintaining and growing business value. Despite this recognition, however, corporate competencies around reputation measurement often lag. So “How do you measure corporate reputation?”