Unilever injects extra €500m into marketing amid ‘digital hubs’ investment
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Solving the most complex strategic problems of the world largest FMCG companies. Strategy | Organic Growth | Digital Route-To-Market - Ecommerce, DTC, EB2B | M&A
Have we ended up castrating the Marketing Function in the FMCG industry? Have we gone too far in dismantling/ diluting 4Ps ownership for the sake of effectiveness across global/ regional/ local marketing functions but also across sales/ revenue growth management...? Have we lost sight on what is essential (who are our consumers, what are their key barriers/ drivers/ triggers, how to segment them, which segment should we focus on, how do our brands perform across Zero-First-Second-Moment-Of Truth, how best to recruit/ retain consumers, what should be then the most appropriate 4Ps to optimize sustainable profit capture...)? Have our Brand Management Operating Models become a barrier-to-growth? Our perspective on all those questions is: in most FMCG organizations, undoubtedly yes How can we be consumer-centric & deliver growth outperformance if no single organization/ team has integrated 4Ps responsibility? Organic growth acceleration is for sure the result of sharp Where-To-Play & How-To-Win choices. But it is also equally about Enablers and the most important one (yet the least often spoken about) is Brand Management Operating Model To accelerate organic growth, we need to rebuild 4Ps ownership, we need to give more responsibility (but also accountability) to the Marketing function with a clear organic growth mandate while tailoring Brand Management Operating Model to the exact need of each company The challenge is immense from organization design/ job description & exact responsibilities/ resources through capabilities/ talents to incentives but we cannot afford not to address it This is one of the fundamental enabler behind our organic growth approach: Zero-Based-Growth® (ZBG®) It is our exciting challenge, decisive times Keen to hear your perspective To learn more about ZBG®, 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/eGb4Mskk Exciting & decisive times To get the deck, pl. leave your name in comment To subscribe to our CEO newsletter: https://lnkd.in/eR8vDpvE https://lnkd.in/ezDpcUeB Nestlé The Coca-Cola Company PepsiCo Procter & Gamble Unilever Mars Mondelēz International Danone Reckitt Henkel Essity The HEINEKEN Company Haleon Kenvue Bayer L'Oréal Coty The Estée Lauder Companies Inc. Lindt & Sprüngli General Mills Kraft Heinz #cpg #fmcg #growthstrategies #ceoinsights
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Solving the most complex strategic problems of the world largest FMCG companies. Strategy | Organic Growth | Digital Route-To-Market - Ecommerce, DTC, EB2B | M&A
Have we ended up castrating the Marketing Function in the FMCG industry? Have we gone too far in dismantling/ diluting 4Ps ownership for the sake of effectiveness across global/ regional/ local marketing functions but also across sales/ revenue growth management...? Have we lost sight on what is essential (who are our consumers, what are their key barriers/ drivers/ triggers, how to segment them, which segment should we focus on, how do our brands perform across Zero-First-Second-Moment-Of Truth, how best to recruit/ retain consumers, what should be then the most appropriate 4Ps to optimize sustainable profit capture...)? Have our Brand Management Operating Models become a barrier-to-growth? Our perspective on all those questions is: in most FMCG organizations, undoubtedly yes How can we be consumer-centric & deliver growth outperformance if no single organization/ team has integrated 4Ps responsibility? Organic growth acceleration is for sure the result of sharp Where-To-Play & How-To-Win choices. But it is also equally about Enablers and the most important one (yet the least often spoken about) is Brand Management Operating Model To accelerate organic growth, we need to rebuild 4Ps ownership, we need to give more responsibility (but also accountability) to the Marketing function with a clear organic growth mandate while tailoring Brand Management Operating Model to the exact need of each company The challenge is immense from organization design/ job description & exact responsibilities/ resources through capabilities/ talents to incentives but we cannot afford not to address it This is one of the fundamental enabler behind our organic growth approach: Zero-Based-Growth® (ZBG®) It is our exciting challenge, decisive times Keen to hear your perspective To learn more about ZBG®, 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/eGb4Mskk Exciting & decisive times To get the deck, pl. leave your name in comment To subscribe to our CEO newsletter: https://lnkd.in/eR8vDpvE https://lnkd.in/ezDpcUeB Nestlé The Coca-Cola Company PepsiCo Procter & Gamble Unilever Mars Mondelēz International Danone Reckitt Henkel Essity The HEINEKEN Company Haleon Kenvue Bayer L'Oréal Coty The Estée Lauder Companies Inc. Lindt & Sprüngli General Mills Kraft Heinz
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Brand Strength! The old 4p’s (some would argue the 4 have grown) have become diluted given trade concentration. Price - price increases are hugely challenged by the large retailer globally and often limited to commodity costs. Place - distribution is is many markets concentrated to 60 to 80% ACV to the top 4 to 6 retailers. Promotion: A huge chunk of advertising and promotion (A&P) dollars are now in the “P” arena and largely given to retailers. Product: Perhaps innovation remains the lever that remains most in control of manufacturers and a big differentiator. Nonetheless, strong brands will remain the citadel for FMCC profitability. Without advertising support for brands, over time consumers will move to store brands or discount brands. #marketing #marketingandadvertising #fmcg #cpg
Solving the most complex strategic problems of the world largest FMCG companies. Strategy | Organic Growth | Digital Route-To-Market - Ecommerce, DTC, EB2B | M&A
Have we ended up castrating the Marketing Function in the FMCG industry? Have we gone too far in dismantling/ diluting 4Ps ownership for the sake of effectiveness across global/ regional/ local marketing functions but also across sales/ revenue growth management...? Have we lost sight on what is essential (who are our consumers, what are their key barriers/ drivers/ triggers, how to segment them, which segment should we focus on, how do our brands perform across Zero-First-Second-Moment-Of Truth, how best to recruit/ retain consumers, what should be then the most appropriate 4Ps to optimize sustainable profit capture...)? Have our Brand Management Operating Models become a barrier-to-growth? Our perspective on all those questions is: in most FMCG organizations, undoubtedly yes How can we be consumer-centric & deliver growth outperformance if no single organization/ team has integrated 4Ps responsibility? Organic growth acceleration is for sure the result of sharp Where-To-Play & How-To-Win choices. But it is also equally about Enablers and the most important one (yet the least often spoken about) is Brand Management Operating Model To accelerate organic growth, we need to rebuild 4Ps ownership, we need to give more responsibility (but also accountability) to the Marketing function with a clear organic growth mandate while tailoring Brand Management Operating Model to the exact need of each company The challenge is immense from organization design/ job description & exact responsibilities/ resources through capabilities/ talents to incentives but we cannot afford not to address it This is one of the fundamental enabler behind our organic growth approach: Zero-Based-Growth® (ZBG®) It is our exciting challenge, decisive times Keen to hear your perspective To learn more about ZBG®, 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/eGb4Mskk Exciting & decisive times To get the deck, pl. leave your name in comment To subscribe to our CEO newsletter: https://lnkd.in/eR8vDpvE https://lnkd.in/ezDpcUeB Nestlé The Coca-Cola Company PepsiCo Procter & Gamble Unilever Mars Mondelēz International Danone Reckitt Henkel Essity The HEINEKEN Company Haleon Kenvue Bayer L'Oréal Coty The Estée Lauder Companies Inc. Lindt & Sprüngli General Mills Kraft Heinz #cpg #fmcg #growthstrategies #ceoinsights
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Undertaking a strategic marketing plan on Oatly, a pioneering brand in the non-dairy product market, was both an enlightening and enriching experience. As a leading player in the non-milk market segment, Oatly's journey from niche product to mainstream success provided a fascinating case study in brand strategy, innovation, and market disruption. Furthermore, the strategic marketing plan outlined comprehensive strategies for market expansion and international growth. With a solid foundation in key markets such as Europe and the United States, Oatly had the opportunity to explore new markets and capitalize on the growing demand for plant-based alternatives worldwide. Entry into emerging markets, strategic partnerships with retailers and distributors, and targeted marketing campaigns were identified as essential drivers of global expansion. Overall, developing a strategic marketing plan for Oatly was a rewarding exercise that deepened my understanding of brand strategy, consumer behavior, and market dynamics. By analyzing Oatly's success story and proposing actionable strategies for future growth, the plan served as a testament to the power of innovation, differentiation, and strategic thinking in driving business success in the dynamic landscape of the non-dairy market segment.
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Interesting to see the extent to which Unilever increased its Marketing spend in the first half of 2024. How does your business determine what it spends on marketing and how well do you measure the effectiveness of that spend. If you are struggling with either of these two areas, we can help.
Unilever increased the percentage of its turnover that it spends on Marketing to 15.1% in the first half of 2024. How much does your business allocate and how do you determine your budget? https://lnkd.in/gmiS2-Ji
Unilever boosts brand and marketing spend by €700m in first half
marketingweek.com
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Brands face a pivotal crossroads: balancing purpose and profit authentically.
Following Unilever's recent strategy announcement on cooling off on purpose-led marketing for some of its brands, Campaign Asia-Pacific asked a group of marketing leaders to share their perspective on the future of brands and purpose. The overall theme? To be credible and authentic, purpose has to be more than a marketing initiative. Brands need to have a genuine commitment to social good and ensure their purpose aligns with their core identity and actions. Ed Booty, Jen Sharpe, Huiwen Tow, Josy Paul, Kiefer Casamore, Simon Wassef, and TRA's Colleen Ryan, share their thoughts on purpose-led marketing here: https://lnkd.in/gU_artsP
Is there a case for moving away from purpose-led marketing? | Analysis | Campaign Asia
campaignasia.com
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Marketers are embracing rebranding as a key strategy to navigate today’s evolving landscape. For the third year in a row, rebrands, refreshes, and repositionings are taking center stage as brands like Kraft Heinz, Unilever, and PepsiCo seek to connect more deeply with consumers and adapt to changing priorities. Learn more about how this shift is redefining brand strategies and why it’s crucial for long-term growth in the article below. https://lnkd.in/eQUevF_b
Why marketers keep refreshing brands instead of betting on splashy ads
marketingdive.com
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For the last three years we have been bringing inspiration & learning virtually through our marketing philosophy Get on the Frontline at Unilever. When everyone around me said “If it aint broke why fix it?” Well… if you don’t you will never discover what lies beyond- what could be bigger, better and brighter! This year I wanted to change gears with a vision of one marketing community coming together to accelerate our Unilever Growth Action Plan. We started with a completely blank canvas but went above & beyond our 3 years landing with a plan that brought all our marketers together. We went from a virtual programme to planning for a face to face launch in key select markets – ending with a face to face launch in every single Unilever market. On the 14th of May, 7000 marketers in 95+ Unilever markets came together face to face as one marketing community to Get on the Frontline to learn about key marketing priorities with fresh perspective to drive growth, build brands and make them unmissable! The last time a programme like this was launched for learning bringing marketers together face to face at such a scale was more than a decade ago! Grateful for the feedback pouring in from around the world: More than 90% would recommend to others and found it: ✅Actionable & useful ✅Inspiring & engaging ✅Got fresh perspectives to drive brand growth. Thank you: To each market leader/GM who supported and helped land this vision, To the marketers in each market who deployed the programme exactly as we had laid out. Landing the same run of show with same content regardless of geographic location. To our marketing leadership team, our CMOs who partnered on the content development. To our subject matter experts inside and outside of Unilever To our Get on the Frontline ambassadors who helped take part in the production To our amazing agency partners who helped us with the launch. Special shout out to Plastics for the outstanding partnership. James Dark Sarah Jenner Samantha Gunn Sara Cooper And most biggest thanks to my Get on the Frontline team- a dream team that never settles for the status quo. Emma Reynolds Caron Warner Alastair McKerrow Charlie Shore Emmanuelle Vaysse Beth Gallienne Michelle Lyons Yes, it’s a long list but there are so many partners on screen, behind the screen, in front of the screen, watching the screen that has made this magic happen! Contagious Plastic Pictures Design Bridge and Partners Robbert de Vreede Aline Santos Farhat Annemarieke de Haan Esi Eggleston Bracey Firdaous El Honsali Jason Green Julien Barraux Nuria Hernández Crespo Leandro Barreto Pawan Kumar Marella Nathan Cook Ben R. Niek de Rooij Elham Noorbakhsh Tati Lindenberg Louis Piereck (Lui) Jeet Vijan Severine Vauleon Marie Robelin Keith Sleight Kathryn Calder Alessandro Manfredi Vijay Raj Pam Hamilton Rebecca Peel David Beresford + many many more amazing people(not allowed to tag more!)
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Partner at TRA, insights thought leadership, strategist, cultural sociologist, behavioural science practitioner
If rowing back means pulling back on making disingenuous claims, puffing up social good beyond it’s real impact then customers will welcome that. Whereas authentic purpose is valued but does it have to be the spear head of marketing activity? Consumers were never naïve enough to think that doing good was at the cost of profit. They always saw it as doing the right thing, playing a part in society and helping people to feel good about their purchases. Starbucks promotes connection as the good that it does when people sit in their cafes – is that social purpose or is it what guides the way they set up their cafes? And, yes they talk about sustainable supply chains and staff diversity and inclusivity as part of their promise – does that mean they do not have profit targets? Of course not. It simply means that they recognise there is a need to do business ethically. #insights #purposedrivenbusiness #marketing
Following Unilever's recent strategy announcement on cooling off on purpose-led marketing for some of its brands, Campaign Asia-Pacific asked a group of marketing leaders to share their perspective on the future of brands and purpose. The overall theme? To be credible and authentic, purpose has to be more than a marketing initiative. Brands need to have a genuine commitment to social good and ensure their purpose aligns with their core identity and actions. Ed Booty, Jen Sharpe, Huiwen Tow, Josy Paul, Kiefer Casamore, Simon Wassef, and TRA's Colleen Ryan, share their thoughts on purpose-led marketing here: https://lnkd.in/gU_artsP
Is there a case for moving away from purpose-led marketing? | Analysis | Campaign Asia
campaignasia.com
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Maximizing Impact: Marketing Activation | Brand Partnerships | Integrated Media | Strategic Storytelling
Purpose-driven marketing faced challenges last year, causing controversies that impacted high-profile brands and led to a chilling effect in an industry dealing with economic constraints. The pressure to show short-term results, leaned heavily towards performance media, weakening brand positioning and leaving them vulnerable to misfires (Bud Light, P&G, Target, Unilever).. The lack of internal alignment on purpose, over-prioritization of performance media, and widening ideological chasm among consumers highlighted the complexity of purpose-led marketing. Despite risks, it remains crucial for brands to connect with consumers and stand for values beyond profit. As brands enter 2024, navigating purpose-driven marketing requires a strategic, well-aligned approach. When it comes to this, what are some top brands that come to mind who are doing it right???
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