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268 pages

English

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Description

This book is a history of the some of the world's most famous brands, from humble beginnings to current exalted status, from smudged, kitchen-table pamphlets to $ multi-million ad campaigns, from backyard experiments to global research. It examines the most recent developments in these glittering trajectories and reveals the very DNA of the brands themselves. Is it mastery of absorbency, the virtuoso integration of acquisitions, developing incomparable consumer trust, the ability to think in decades? All is revealed. If you work in Retail, FMCG, Marketing or Consumer Goods, this is a must-read book.

Sujets

Marketing et communication

Market research

Operations research

Manufacturing

Informations

Publié par	First Edition Design Publishing
Date de parution	15 juillet 2014
Nombre de lectures	0
EAN13	9781622876471
Langue	English

Informations légales : prix de location à la page 0,2400€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

FMCG The Power of Fast-Moving Consumer Goods
Greg Thain and John Bradley

First Edition Design Publishing, Inc.
FMCG
The Power of Fast-Moving Consumer Goods

First Edition Design Publishing
FMCG
The Power of Fast Moving Consumer Goods
Copyright ©2014 Greg Thain and John Bradley

ISBN 978-1622-876-48-8 PRINT PBK
ISBN 978-1622-876-63-1 PRINT HC
ISBN 978-1622-876-47-1 EBOOK

LCCN 2014942766

July 2014

Published and Distributed by
First Edition Design Publishing, Inc.
P.O. Box 20217, Sarasota, FL 34276-3217
www.firsteditiondesignpublishing.com

ALL R I G H T S R E S E R V E D. No p a r t o f t h i s b oo k pub li ca t i o n m a y b e r e p r o du ce d, s t o r e d i n a r e t r i e v a l s y s t e m , o r t r a n s mit t e d i n a ny f o r m o r by a ny m e a ns ─ e l e c t r o n i c , m e c h a n i c a l , p h o t o - c o p y , r ec o r d i n g, or a ny o t h e r ─ e x ce pt b r i e f qu ot a t i o n i n r e v i e w s , w i t h o ut t h e p r i o r p e r mi ss i on o f t h e a u t h o r or publisher .
FMCG
The Power of Fast-Moving Consumer Goods

Greg Thain and John Bradley
Table of Contents

FMCG
The Power of Fast-moving Consumer Goods
Where and When?
Coca-Cola
Colgate Palmolive
Danone
Dean Foods
General Mills
Heinz
Henkel
Kellogg’s
Kimberly-Clark
Kraft
L’Oréal
Mars
Nestlé
Procter & Gamble
PepsiCo
Reckitt Benckiser
The Estée Lauder Company
Unilever
Emerging Markets
Global FMCGs:
Money, Mojo or Marketing?
FMCG – Background Reading
FMCG: What You Didn’t Know
Who are the CEOs
Financials
Authors
Acknowledgements and Thanks: Greg Thain

This was a large undertaking and we need to thank more than a few people for their help and understanding. First my co-author, John Bradley, who is always fun to work with, either across the Atlantic or from even further afield: I am writing this in the Manila Airport lounge. John’s extensive experience of the industry shines through every one of the 500 plus pages. Our editors have also had a major task, so thanks to Tim Bettsworth, but special thanks to John Varnom, who has driven the process to completion over the last few months. John amongst many other achievements was the original marketing director at Virgin,
Ekaterina Safronova and Alexander Utochkin have contributed enormously, with additional data and tireless organization. Individual thanks must also go to Ben Aris, Simon Dunlop, Marat Hasanov, Patrick Cue, Jonathan Tubb, Kim Nicholson, Simon Tyler, Anastasia Lavrenuk, Lionel Thain, Inna Stewart, Adam Duthie, Tic Nica, Dawn Smith, Lumila Belokonova, Leonid Krongauz, Jai Agarwalla, Danny Unger and Martin Cross, all of whom have given us valuable assistance in recent years. We are also very grateful to all the other team players in our offices in Monaco, Manila, Moscow, Shanghai and Dubai.
Finally as always I would thank my family, Katya, Sarah, Nick, Poppy, James and Magnolia.

Acknowledgements and Thanks: John Bradley

I would like to thank Professor Niraj Dawar of the Richard Ivey School of Business for his input and suggestions and especially my wife Audrey for her diligent copy-checking and all-round support.
E-books and Information

This is a new style e-enabled book, allowing twice-yearly updates of all information contained. For updates please see our linked web page at www.Fmcgbook.com .
For information on current books, please see www.storewars.net . Our next publication, E-Retail Zero Friction in the Digital Universe is out in July 2014. Please see our linked web page at www.eretailbook.com for further details.
FMCG
The Power of Fast-moving Consumer Goods

FMCG: Dinosaurs or Deciders?
It has become fashionable in some quarters to regard the FMCG category as old hat: a motley crew of yesterday’s manufacturers of humdrum products populating the boring centre aisles of yesterday’s bricks-and-mortar retail outlets. MBA course attendees want new and they want exciting: Apple, Amazon, Facebook, Google. Yet the biggest four companies in this book, Nestlé, Procter & Gamble, Unilever and PepsiCo, have combined revenues of more than $300 billion - neck and neck with Amazon, Facebook and Google.
OK, so these FMCG companies might still be big, but hasn’t all the power shifted to the retailers? Are not the manufacturers a collective spent force? Once again, the numbers say otherwise. Virtually all our 24 companies are enjoying record turnovers and record margins. If power is shifting to the retailers, the cash isn’t. And if the cash isn’t, the power can’t be.
The fact is that the world’s largest FMCG companies have never been more successful or more interesting. They still drive the world’s advertising industries: where would Google or Facebook be without them? And they have adapted and evolved faster than ever before to remain relevant to consumers in all corners of the globe. FMCG companies are at the forefrontof new retail developments, emerging markets, E-Retailing and online engagement. The Estée Lauder Company founded its online division in 1998 and now has over 340 web and e-Commerce sites, through which sales have grown ten-fold in a decade.

Our Choice of Companies
So how did we arrive at the list of companies profiled in this book? We began with a simple list of FMCG companies ranked by turnover. But we did not stick with this religiously. We decided to exclude three categories: tobacco, beer and spirits. We did so for two main reasons. Firstly, the retail environments in which such products are sold can differ quite dramatically around the world, which lessens the transferability to other product categories or countries of the lessons such companies can teach us. Secondly, particularly for tobacco and beer, a prolonged process of industry consolidation has drastically reduced differentiation. Scale, and the relentless pursuit of more of it, has become their predominant feature.
A further criterion we used in deciding the final list, and in excluding alcohol and tobacco conglomerates, was a subjective one: any company on our final list could quite conceivably end its days as part of any other. However, whilst it is relatively inconceivable that Nestlé or Unilever might buy SABMiller or Japan Tobacco International, we could easily envisage (ignoring family roadblocks) their acquiring Esteé Lauder, L’Oréal or even Mars Inc. There is also a spread in age: some of the businesses in this book are old, such as Procter & Gamble, which was established in 1837. Others, such as Dean Foods and Reckitt Benckiser, are surprisingly new: both assumed their current forms within the last fifteen years. We have also taken pains to include as many FMCG categories as possible. So we have Dean Foods in the chiller, whilst a couple global giants hold regally forth over on beauty.

How the Book is Organised
The structure of the book is effectively two-fold. We first take an in-depth look at eighteen of the world’s largest FMCG businesses, then undertake a less concentrated survey of nine companies based in emerging markets that one day soon might get onto, let alone buy part of, the list. Within the eighteen, there is an almost ten-fold turnover difference between the largest, Nestlé, to the smallest, Esteé Lauder. But all have something to teach us: their differences are as much to do with scope as with capability. Indeed, one of the least impressively performing companies in recent years is Procter & Gamble, now losing out to Colgate in the dental category and to L’Oréal in beauty. Yet P&G are almost twice as big as Colgate and L’Oréal put together.
To understand how this happened, we do not just look at each company’s recent performance - we leave that to the investment analysts. We, however, are essentially brand marketers. We look at our chosen companies much more deeply, going right back to their founding and their founding fathers. Despite the prevalence of management consultants sharing best practices and the ubiquity of the MBA case study, we believe each company’s performance is as much to do with the strength and uniqueness of its corporate DNA as to how well its senior executives attend to their INSEAD courses.
We are firm believers in the power of institutional knowledge to shape and direct these gigantic businesses. Indeed most companies in this book show a remarkable degree of management continuity. L’Oréal, for example, has had just four CEOs in a century. At Danone, for forty years, there were two, and they were father and son. Itinerant, heroic, parachuted-in CEOs are few and far between at the top of the FMCG food chain.

Sheer Personality
We also start each chapter by looking at how, where, when, why and by whom the company was formed and founded. This is often overlooked by students of business and even by employees in the firms themselves: a quaint bit of historical kitsch irrelevant to the titanic business struggles of today. But the often highly charismatic and driven men and women of the sometimes distant past very frequently bear a wonderfully close relationship with their modern companies’ DNA that can still be clearly perceived today. Danone’s Daniel Carasso is an excellent example, as certainly is Henkel and, of course, L’Oréal’s Eugène Schuller and Estée Lauder, all of whom defined right from the outset the character and strategy of the company and all of whom, were they to walk into head office tomorrow, would feel very much at home right now with what the company was doing and how. Remarkably, the clearest example of this kind of continuity is Mars – only the biggest confectionery company in the world. So, much insight is to be gleaned from quaint historical kitsch after all.
In other businesses, we meet insightful strategists who saw that their existing world was changing, so transformed their businesses to leapfrog the trends. General Mills’ James Ford Bell, for example, saw only doom for his regi