Trust through innovative leadership


The challenge in any CPG business today is to define where growth can be found. To supply focus we categorise sources of growth into latent or potential opportunities.
It is only with a clear vision of the categories future and the underpinning consumer and shopper behaviour changes, that the company can develop the right balance of ‘Latent’ and ‘Potential’ growth strategies, to provide the strategic rationale to invest resources today for tomorrow success.
The journey towards growth, centres around commercial excellence and is the enabler of tomorrow’s success.


There is no doubt that retailing like many global businesses is going through complex change and that speed of change will only accelerate.
As the retail landscape adjusts to the emerging needs of the consumer and shoppers, and growth prospects become less assured, the next decade will be won by those who can quickly identify the drivers of change and evaluate the opportunities and threats they present.
Critical to success will be the ability of commercial practitioners to apply robust critical and creative thinking to their circumstances and bring more imaginative solutions to market.


Better performing businesses align their consumer strategies with their shopper and their customer development strategies.
This alignment ensures greater cooperation in investment and effort, leading to more efficiencies and greater effectiveness of commercial strategies.
Better performing businesses keep a close watch on what is happening around them and regularly reassess the relevance of the commercial strategies, their capability and development plans.


Shopper Marketing is at its most effective when it persuade shoppers to make a decision to buy and enables them to complete the purchase.
In so doing shopper marketing should enhance the brand proposition of both the supplier and the retailer whilst achieving commercial targets.
Shopper marketing should focus on influencing shopper behaviour at the point of purchase (where the decision to buy is made) and at the point of sale (where the shopper exercises the decision to purchase). Determining the “point of purchase“ for a category or a brand is critical.


To understand the customer, shopper and the consumer requires a deep dive into relevant insights and an understanding of the shopper’s journey.
Knowing the supply chain ecosystem, customer and supplier brand beliefs, and customer needs/demands creates an environment where creative solution development can be explored.
We believe it is time to reset the clock. Let’s look back to understand what has happened and look forward to ensure that we are fit for the future. It’s time to upskill for the new commercially changed world.
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