Unlocking Growth Through Health and Wellness

Unlocking Growth Through Health and Wellness

Unlocking Growth Through Health and Wellness

Unlocking Growth Through Health and Wellness


Food & Beverage are the primary tools for the majority of Americans to manage their overall Health and Wellness (‘H&W’). 1 in 4 Americans report using exercise to primarily manage their health and wellness, while 3 in 4 Americans do so through food.1

Unfortunately, US consumers are becoming less healthy overall. For example, 9.4% of the US population is diabetic, and another 25% is prediabetic; obesity levels continue to rise.2 Healthier eating and nutrition are widely discussed in culture, yet 2 in 3 consumers are confused about which products to choose as healthy.1

Helping consumers make better nutrition choices is clearly better for public health. It is also a critical growth strategy for brands and retailers as 2 in 3 shoppers are willing to pay a premium for healthier products.3

State of Health & Wellness1

Harnessing Health & Wellness

We believe every manufacturer can unlock growth through H&W, but it requires greater focus on truly understanding consumer H&W triggers, identifying the consumer role of H&W at retail, and engaging consumers along the purchase journey.

In this growth paper, we highlight how manufacturers can simplify H&W choices, engage shoppers along the purchase journey, and partner with retailers to grow category and brand sales.

H&W Playbook

Identify Consumer H&W Triggers

A one-size-fits-all approach won’t work as consumers have unique needs when it comes to H&W. Two segments of H&W consumers, Limiters and Seekers, are examples of how this is uniquely brought to life:

1) Limiters restrict how much unhealthy food they eat and seek physical benefits from their diet. They look for specific macronutrients and take a measured approach to support managing their body.

2) Seekers are eating natural and unprocessed foods regularly and are searching for help with holistic health and functional performance. They actively use food and beverages to enhance their physical and mental wellbeing.

Manufacturers and retailers need to understand consumer H&W motivations by segmenting and targeting consumers based on attributes and benefits they prioritize, as well as motivations and triggers that drive changes in behavior. Providing products and communication that resonates with the unique priorities of each specific segment is the foundation for growth.

Consumer Triggers

Segment H&W Customers

Manufacturers must understand the H&W development of their customer set to inform how they engage with retailers. Many retailers are looking to connect to growing H&W trends, but need help to do so in a way that is right for their shoppers.

Manufacturers should build a H&W retailer segmentation to inform how to position their portfolios and advise retail partners on how to grow through H&W. This starts with both

1) Identifying how important each H&W offer is for a retailer’s shoppers

2) Identifying how shoppers rate retailer performance on this offer

Understanding the intersection of importance vs. performance helps manufacturers prioritize investment and customize recommendations for retailers based on a shopper-first perspective.

We need MFGs to tell us what is right way for me to be a H&W leader for our shoppers.”–Leading US Retailer

Inform and Inspire H&W Shoppers

To truly unlock growth, manufacturers need a deep understanding of the role H&W plays in driving behavior along the shopper journey. Given the high degree of confusion among shoppers around which H&W products are best, brands have the opportunity to educate consumers and influence their choices.

Manufacturers also need to work with retailers to support shopper activations and evolve in-store conditions in a way that provides much needed H&W information for shoppers and drives category growth.

Through this process, manufacturers can better leverage H&W insights to inform the right distribution of items, optimize the shelf set, determine which benefits & attributes to communicate through merchandising and optimize pricing opportunities.

Shoppers are overwhelmed by the choices in the grocery store and the lack of transparency on what is actually healthy. It’s hard to know what’s good for you these days as diet trends keep changing and the ‘healthy’ options in the stores keep expanding.”4

It’s just product overload. There are tons of stuff in every single category. Everything is organic or inorganic or said to be ‘healthy.’ It’s hard to weed out what you should and shouldn’t buy.”4


To drive growth through health and wellness, manufacturers and retailers need to start with the consumer, identify their H&W needs, understand what they aren’t getting today, and let this drive decisions along the shopper journey. Those with deep H&W insight will better delight consumers, shoppers and retailers, and unlock a significant new source of growth.

The Seurat Group is an insights-driven consumer packaged goods consulting and private equity firm whose mission is to delight consumers. We help our clients and portfolio companies by artfully integrating multiple lenses of insight to unlock new perspectives & uncover new growth opportunities.

We’d love to hear from you! To discuss any of these ideas further, please contact us at info@seuratgroup.com or visit us at https://seuratgroup.com/



2 CDC.gov
3 Seurat Benchmarking 2018
4 Food Navigator and Bernstein

Challenger Brand Leadership Series: Harmless Harvest

Challenger Brand Leadership Series: Harmless Harvest

Challenger Brand Leadership Series: Harmless Harvest

Challenger Brand Leadership Series: Harmless Harvest

Ben Mand, CEO of Harmless Harvest, talks about the power of pink coconut water, constructive capitalism, and why he wants to fly his sales leaders to Thailand

This article is part of our Leadership Series.

The Seurat Group has well-documented the rise of the challenger brand within the CPG industry. We admire their ability to disrupt categories and create new segments by better meeting consumer needs. In this series, we have set out to profile successful challenger brand leaders and better understand how they challenge convention.

In each article, we focus on 3 questions:

  1. What space, practice or convention are you challenging?
  2. How are you challenging it?
  3. What has challenged you along the way?

Harmless Harvest unlocked a whole new tier of premium coconut water when it launched the first non-thermally pasteurized, perishable coconut water in the US. The brand stood out due to its elegant packaging and the distinct pink hue it takes on when antioxidants in the water interact with elements, such as light. In 2014, it became the first brand to achieve Fair for Life Certification. This designation means that Harmless Harvest is committed to paying fair prices for goods like their coconut water and supporting the wellbeing of local communities in Thailand, where they source and manufacture products. Not only is Harmless Harvest organic but they also help farmers convert to organic methods.

In 2018, the company needed to transition to a new phase of growth strategy without losing its challenger identity and mission orientation.

For Ben Mand, the decision to join the Harmless Harvest team came down to three questions:

(1) Did he believe in the brand?
He did: he felt the mission was one he could truly put his heart and soul into.

(2) Did he believe in the product?
He did: after conducting taste tests, chatting with store employees, and scouring online reviews, Mand felt that Harmless’ product was truly unparalleled.

3) Did he have the skill set to help the brand harness its full potential?
He did: Mand had built a career in the consumer goods industry, making a name for himself as a tackler of thorny problems at General Mills, and playing an instrumental role in the meteoric rise of Plum Organics (where he held many roles, including SVP of brand marketing and innovation). He believed his expertise in revenue generation, culture development and supply chain/logistics management would help take Harmless Harvest to the next level.

We were excited to talk to Mand about Harmless Harvest’s ambitious mission to challenge the very fundamentals of capitalism.

What space, practice or convention are you challenging?

Mand: This company was founded first and foremost on the principle of constructive capitalism. In traditional capitalism, the founders or investors might benefit from a company’s growth. In a constructive model, everybody along the value chain should benefit – farmers, harvesters, employees, consumers, investors – everyone.

Our founders (Justin Guilbert and Douglas Riboud) started the company with this business model in mind, but no idea what they were actually going to make. Justin and Douglas found themselves in South America, sampling different types of fruits they could commercialize as juice and bring to market. To help balance the taste, they tried blending them with coconut water, but they found all the coconut waters were nasty! They realized that despite coconut water becoming increasingly popular, no one was doing it right. The other manufacturers were all using the same factories and the same sub-optimal processes that included concentrating or thermally processing the water. This resulted in a product that was so far from what coconut water should be. Justin and Douglas knew they could do it better.

Today, we are challenging the way that business should be done and the way that consumers think about paying for products. Consumers in the US spend a smaller share of their income on food compared to any other country in the world (note: American consumers spend 6.2% of their household income on food).1 However, what we eat is so foundational to long term personal, environmental and societal health.

I believe it’s my job to help more people understand that it’s worth it to spend a little more on what they eat and drink in order to better support product quality and responsible business.

Harmless Harvest coconut water is quite a bit more expensive than shelf stable, but we are more than worth it in terms of taste, purity, and impact.

How are you challenging that convention?

For consumers, we have to prove to them that the high price is worth it. Our credentials (like Organic and Fair for Life) get us in the door – they show we are “one of the good guys”. But, it’s really about the quality of our products. When consumers try our coconut water, they immediately get that it’s dramatically different. To get people to try it, it’s not about mission-driven, it’s about celebrating taste. After they experience our product, we can share more about our story. You have to earn the chance to educate them by first providing a demonstrably better taste experience. For retailers, we need them to understand that this is a different type of business. I took a number of my leadership team members, including my head of sales, to Thailand to observe our supply chain and factories. You could argue that a head of sales doesn’t need to know how we pick our coconuts. But I felt it was important that he know how to translate what we do for our customers.

Academically, anyone can talk about responsible business, but when you go there and experience it, it becomes personal and visceral. He can use that experience in conversations with customers to help them understand how our products are different and more aligned with the needs of the new millennial consumer.

What has challenged you along the way?

One of the key challenges is to really focus not only on getting your leadership team right, but also setting your entire organization up for success. You have to understand the organization, assess the current capabilities and make sure you have the right plan in place. If not, you’re hampered in your ability to build and deliver against a bold plan. Do you have the right people, capabilities and metrics in place to support your priorities? I joined the company in July, and we delivered our strategic plan to the board in November. This gave us essentially 5 months to re-work the leadership team, assess the business and organization, determine the organizational priorities, and write the plan – all while building out the teams across the organization. It was a sprint, but it let us hit the ground running on our biggest priorities.

As we look ahead, I am most excited for this team to tackle our biggest supply chain priorities and launch our new phase of innovation. Those two areas are true unlocks from a topline and profitability standpoint.

The Seurat Group is an insights-driven consumer packaged goods consulting and private equity firm whose mission is to create the clarity to act and invest in the future. We help our clients and portfolio companies sell more, more profitably, in more places, to more people by challenging convention.



1 https://www.weforum.org/agenda/2016/12/this-map-shows-how-much-each-country-spends-on-food/.

Challenger Brand Leadership Series: The Honest Company

Challenger Brand Leadership Series: The Honest Company

Challenger Brand Leadership Series: The Honest Company

Challenger Brand Leadership Series: The Honest Company

Nick Vlahos, CEO of The Honest Company, explains how the company maintains its challenger mindset as it scales

At Seurat, we have well-documented the rise of the challenger brand within the CPG industry.

We believe that a “challenger mindset” is not defined by a specific company size or maturity; rather, it is a willingness to challenge convention. We can all learn from this ethos. To that end, we are profiling successful challenger brand leaders to better understand how they cultivate and maintain their position as challengers.

We focus on 3 main questions:

  1. What space, practice or convention are you challenging?
  2. How are you challenging it?
  3. What has challenged you along the way?

When Jessica Alba founded The Honest Company in 2012, she set out to challenge the idea that new parents had to choose between safety and efficacy in their household essentials. In doing so, she and her team built an explosive-growth household products business using a direct to consumer model to delight new parents and disrupt established categories. The result was a company that was reported to be valued at over $1B in 2015, just 3 years after its launch. In the years since, the organization has experienced its share of growing pains: item proliferation and a handful of product issues threatened its position in the market, leading to leadership changes at the company and the need for a next generation growth plan.

Nick Vlahos, formerly COO of The Clorox Company, joined The Honest Company as CEO in 2017 and was responsible for many of the shifts in strategy that are driving The Honest Company’s resurgence, including a focus on core product categories and improved R&D practices. After spending time at other values-based organizations (including building the Burt’s Bees brand at Clorox), Vlahos was personally intrigued by The Honest Company’s mission to empower people to live happy, healthy lives. We sat down with him to learn about how he has helped the brand further its purpose while evolving its Challenger mindset over the last 18 months at its helm.


What space, practice or convention are you challenging? How are you challenging it?

Vlahos: From the beginning, it was all about empowering people to live happy, healthy lives. And that mission resonates in an even bigger way today. The beauty of this mission is that it isn’t in a specific category, rather, it’s bringing the idea of “wellness” to life in the things that go on you, in you and around you. With my experience building brands domestically and internationally, I play a crucial role in helping to further our brand mission. We are fortunate to have so much room for growth given that the company is only 7 years old.

A fundamental way that we challenged the industry is around accessibility – we want
to provide products for consumers in exactly the places where they want to find them.

At its inception, the company was disruptive in that it was e-commerce first, thanks to our direct to consumer model. Traditional companies had built supply chains and retail distribution with brick and mortar retailers that were dependent on shoppers taking a car ride or a walk and navigating the store to access their products. Jessica’s vision around empowerment was not only around transparency and wellness, but also ease. How do we do things better to really help you live a happy, healthy life? Maybe you are happier without having to take a trip to the store to get the solutions you need. We disrupted an industry that was built around retail distribution and made it easier for consumers to get products delivered to their homes.

At that time, we were challenging the convention that you have to go to the store to buy household essentials. We took this convention and said no, not necessarily. We will provide those items directly to you and create a subscription model where you don’t have to think about it anymore. That model seriously disrupted traditional go-to-market norms.

Today we are challenging the conventional wisdom that is “you can be good in DTC, but can you actually be good at omnichannel presence?”.

Can anyone execute with excellence in DTC, dot coms, and brick and mortar? And do that in a way that remains authentic to the company’s mission? And can you do that consistently? And can you do that in international markets?

We believe we can. Today, we provide products wherever people want to procure them. If you’re interested in online, we are there. If you are interested in going to a store and walking, you can find us at major retailers. That’s how people want to shop today, so we need to be in a position to really disrupt there. The big players are of course trying to do this too, but we believe we can do it better by offering the right value proposition at each access point. Many of the big players started as retail businesses and now are becoming DTC. We started as DTC – with that comes the best data and authentic consumer connection. We are using these assets to our advantage as we expand into brick and mortar.

Our direct to consumer DNA gives us an edge with innovation. For example, we did a Major League Baseball diaper collection. We created unique diapers for 8 teams/cities. We introduced it through our DTC platform, and in just 60 days were able to learn which products sold, and which didn’t, and why. In 2 cities, the product just didn’t sell as fast. That enabled us to better manage our own supply chain. It also helped us with our retail partners by not putting those cities’ product on the shelf because the turns weren’t there.

By being digital first and consumer first, we can access and use consumer insights better than larger companies that were built off of a traditional model.
What has challenged you along the way?

As we continue to grow, our competition takes notice and looks to us for inspiration. There are more competitors trying to get into the natural, better for you space, so our categories get more crowded. The positive is that they raise consumer awareness – and we want people to know about better products and ingredients so that we can change the CPG industry together for the better.

As we scale, we need to maintain the performance, quality and efficacy of our products. We wanted to raise the bar in order to compete with the larger players that have robust capabilities around formulation and development. We needed to rise to meet those standards by providing products with really strong designs and by maintaining the highest levels of safety and efficacy. Finally, we needed to bring our products to market faster. To do so, we built product labs for both our beauty and personal care businesses. Now, we do product development in-house, then work with the right partners when it comes to manufacturing the product. This sets us apart and allows us to stay nimble.

There’s always been a belief that as you scale a business, quality is negatively impacted. We say “no”.

As we scale, we are looking to improve the quality of our products. At the end of the day, our customers’ health, safety and satisfaction is our highest priority, so we need to continue to provide the highest quality products on the market. Every day we are continuing to work on earning our consumer’s trust. It’s hard to gain and easy to lose. Our mission is more resonant than ever when it comes to transparency and raising the bar on safety. We want to scale our business and maintain trust by ensuring that there is never a trade-off when it comes to the efficacy, quality, safety and goodness of our products.

The Seurat Group is an insights-driven consumer packaged goods consulting and private equity firm whose mission is to create the clarity to act and invest in the future. We help our clients and portfolio companies sell more, more profitably, in more places, to more people by challenging convention.

5 Ways to Drive Big Brands in the Challenger Age

5 Ways to Drive Big Brands in the Challenger Age

5 Ways to Drive Big Brands in the Challenger Age

5 Ways to Drive Big Brands in the Challenger Age


Much has been written about the shift in consumer preferences from older, larger mass-merchandised brands to younger, smaller emerging brands. This shift has captured the attention of brand managers and C-suite executives alike, causing many

large consumer packaged goods (“CPG”) firms to focus on emerging brands within their portfolio—sometimes at the expense of the massive heritage brands upon which their firm’s success was built.

While this shift in consumer preferences merits attention, maturity and size need not be a death knell for big CPG brands. Of the 100 biggest brands in food, drug, mass and convenience, almost 40% saw growth in their most recent year-over-year revenues, with an average gain of 5.5%.1

The most successful big brands have been able to drive consistent financial and brand performance, even in the face of consumer headwinds. Oreo, for example, drove absolute dollar sales growth of 26.9%

from 2011 to 2014, despite its resistance to catering to health or gluten-free trends.2 Managed correctly, big brands can still be an engine for growth for CPG companies for decades to come. For this reason, the Seurat Group’s latest study focused on uncovering what successful big brands do differently to drive lasting growth.

In order to unearth how big, established CPG brands have maintained relevancy and growth, we have distilled learnings from successful and unsuccessful brands alike into OUR BIG BRAND PLAYBOOK, a collection of 5 ways to drive Big Brands in the Challenger Age.

Our Big Brand Playbook

“In matters of principle, stand like a rock; in matters of style, swim with the current.” – Jefferson

Successful Big Brand managers understand the delicate balance between being timeless—that is, staying true to their brand’s central value proposition—while also being timely—that is, subtly updating over time to remain fresh and modern. Key to maintaining this balance is a knowledge of a brand’s limitations, and knowing when to say no.


Refocusing brands on their core value propositions has helped several Legacy players return to success. Starbucks was able to bring itself back from the brink by reemphasizing its central value proposition: offering a truly great coffee experience.

Prior to the recession, a memo by Howard Schultz, the company’s then-Chairman, was leaked that described how growth decisions—an increased emphasis on store merchandise and non-coffee sales, the loss of the smell of roasting coffee beans in stores, new coffee machines that blocked consumers’ interactions with their barista—had “led to the watering down of the Starbucks experience.”

Store traffic and sales had already started to slow, and in 2008 the company announced plans to close 600 of its stores—around 10% of its footprint at the time—after the worst quarter in its history as a public company.

In a massive turnaround, the company focused solely on the coffee experience, divesting itself from noncore activities like book and music sales and investing in barista training.

As a result of this renewed focus on the customer experience, Starbucks saw sales increase 10% in the year following the store closures.

Since the company’s realignment around its coffee experience, performance has remained robust; as of 2015, the company had seen a 22-quarter run of same store sales growth above 5% that continually drove its stock to new all-time highs.

Similarly, for Lego, the Denmark-based toy manufacturer, deemphasizing its core product, the brick, in favor of on-trend but brand-off extensions like wristwatches, publishing, and lifestyle products had put the brand under extreme duress in the early 2000s. Believing its core product to be out of date, the company had practiced a strategy of ‘deemphasizing the brick’ throughout the 1990s; in 2003 and 2004, the brand lost 2.5 billion Kroner.7

Faced with near-bankruptcy, the brand focused entirely on its brand heritage, which it embodied in its new mission statement: to inspire and develop the builders of tomorrow.

The brand moved quickly to shed its noncore activities and to funnel its innovation into its core product line. By focusing entirely on the brick, Lego was able to satisfy its core consumer, and in 2014 the brand posted record sales ($4.5B).

Instead of looking to other marketers or industry trends, managers of successful Big Brands are those who use their core consumers to originate new innovation and product lines. Instead of fearing cannibalization, they embrace new consumer occasions that fit into their brand’s central value proposition.

Gatorade, for example, has used its core consumer target — high-performance athletes — as a continual source of insights for innovation. In developing its G Series, a new line of sports performance products, Gatorade and its scientists solicited feedback from more than 10,000 athletes and collaborated closely with high-performance professionals like Usain Bolt, Serena Williams, and Peyton Manning to develop a line of products that would support improved performance before, during, and after a workout, practice, or competition.

Similarly, Lay’s now-annual Do Us a Flavor campaign enlists thousands of consumers’ suggestions every year in order to come up with the potato chip’s next new flavor.

In 2014, the U.S. competition received more than 14 million votes from interested consumers.9 Executives have credited the campaign’s success to letting consumers take ownership through the creation of their new flavor and sharing their preferences online. “The days of focus groups—it’s over,” said Ann Mukherjee, president of PepsiCo’s global snacks group and global insights division at a recent presentation at Wharton. “It’s really about observing behavior.”

As a result of allowing consumers to directly inform its innovation, Lay’s yearly sales rose 14% after the campaign’s first deployment.10 The continuation of this campaign has actively contributed to Lay’s 12.7% absolute dollar sales growth from 2011-2014, placing it among the top performing big, established brands.

In an increasingly crowded consumer, media, and retail landscape, Big Brands must be pervasive in order to capture share of mind. In order to achieve this preemptive presence, they leverage key retailers to gain priority in distribution and display.

Nestle’s Coffee-Mate, for example, has driven brand growth by driving outsized share-of-mind during the holiday season. The brand takes care to launch its annual holiday flavors, such as Gingerbread and Pumpkin Spice, with a high level of customer support intended to capture valuable display opportunities.

By enabling an on-the-ground merchandising team to help keep the shelf tidy during the hectic holiday season, the brand is able to provide a valuable service that retail partners appreciate.

The endcaps and special holiday display sets that the brand is able to capture as a result play a large role in driving sales. This strategy, which the brand has employed for nearly a decade, has helped drive category success even in the face of movements towards plant-based milk alternatives.

Heinz, similarly, uses its strength in foodservice to help establish its positioning as America’s Favorite Ketchup. In addition to its retail business, the brand maintains a strong presence in foodservice where it uses its prowess in packaging innovation and flexibility to help test new flavors while gaining consumer share of mind.

For example, its recent spicy ketchup flavors, Sriracha and Jalapeno, were first released in foodservice in order to cater to a growing Millennial desire for hot condiments. By influencing consumers when they are inclined to try new flavors, the brand then has a greater opportunity to drive trial at retail, where these flavors were later.

In order to resist commoditization, successful Big Brands forsake degrading their product. Instead, they challenge themselves to compete on product quality with an aspirational consideration set of competitors for their consumer’s dollars.

Victoria’s Secret, for example, has maintained its primacy in the lingerie specialty retail market by continually holding itself to a set of aspirational peers. “We are concerned with niche players, like Myla, Cosabella, La Perla, and Agent Provocateur,” said Hadley Hatch, a brand strategy manager. By looking to these luxury players for trends and innovation, Victoria’s Secret can assess which niche trend is worth bringing into the mainstream market. While these High Street competitors sell at a very high premium — Victoria’s Secret’s average bra retails for approximately $30, while Agent Provocateur charges up to $1,100 — Victoria’s Secret has been able to drive impressive sales growth by using its peers’ successes and failures to drive their innovation. As a result, Victoria’s Secret sales were up 6% in the most recent fiscal year.

But considerations need not be against luxury peers in order to drive true competitiveness on quality—they just need to drive consumer preference across a broad array of products that can fulfill their consumption occasion.

As one prior marketer for Slim Jim, a leader in meat snacks, told us, “the consumer’s comparison set isn’t Jack Links – it’s snacking in convenience stores.” Products need to compete not merely with their closest brand or private label competitor but with all the products that compete for that consumer’s attention during the meal, snacking, or consumption occasion.

By striving to compete not just with products within the meat snacks category but with the broader product set available within this channel, Slim Jim has driven robust sales growth of 13.2% for the 52 weeks ending in September 2015.

No business lasts without sustained and holistic investment. In order to see Big Brands thrive in the long term, successful managers prioritize the brands they want to last even when confronting changes in market sentiment and continue to invest in marketing across multiple platforms.

While many Big Brands with mass positioning pour their funds into promotions to win short-term sales bumps, successful players continue to invest in brand-building activity for the long term.

Throughout its sixty-year history, Unilever’s Dove personal care brand has exhibited a concerted investment across a wide variety of marketing vehicles. Since 2004, its Campaign for Real Beauty has leveraged advertisements, videos, workshops, and events to provoke discussion and encourage debate around society’s definition of beauty.15 While seemingly tendentiously linked to sales of bar soap, the brand has nearly doubled in size since the campaign was inaugurated, growing to $4B in sales in 2014 from $2.5B in 2004.

Dove’s long-running Campaign for Real Beauty shows the brand’s commitment to continued support.

Similarly, P&G was able to revitalize the aging, dated Old Spice brand through thoughtful marketing and investment in brand equity. When P&G bought Old Spice, the brand’s then sixty-year-old positioning had caused sales and market share to dwindle.

But instead of optimizing the brand and selling it to the cheapest bidder, P&G invested in marketing and brand-building strategies necessary to target a new audience –Millennial women shopping for their partners. In 2010, the success of its campaign, “The Man Your Man Could Smell Like,” was a runaway success that drove a year-on-year 125% increase in sales.


Big Brands are more than just cash cows. With Big Brands still representing at least 70% of the top 5 CPG firms’ sales, managing these brands to maintain long-term relevancy and growth can reward CPG firms for years to come. But with emerging threats on the horizon, traditional brand marketing is necessary, but not sufficient, to guarantee Big Brands’ success.

Are your Big Brands set up for long-term success? The Seurat Group is a leader in using insights to drive Big Brand success in the Challenger Age. For more on the success drivers to harness today to ensure the future of your Big Brands, contact the Seurat Group (info@seuratgroup.com).

Developing a Winning Growth Strategy

Developing a Winning Growth Strategy

Developing a Winning Growth Strategy

Developing a Winning Growth Strategy

Plan for Growth
In today’s rapidly evolving consumer products environment, revenue growth and sustainable advantage are unquestionably challenging to obtain. Building a successful long range plan that guides the organization’s activities requires thoughtful choices informed by a robust fact base. Given today’s challenges, it is fair to ask, ‘what constitutes a winning growth strategy’ and ‘how do you know which strategies will lead to growth’?  We at the Seurat Group believe that understanding how to develop a winning Growth Strategy is THE difference between being a company that is in sustained growth mode,
leading from ahead, versus one that is constantly scrambling, leaning on cost models like zero-based budgeting to turn up short term profit. The difference resides in the long-term strategic planning approach, an often overlooked capability that frequently manifests in an underutilized PowerPoint presentation to guide senior-most level discussions. The following outlines 5 strategic planning best practices growth leaders use to identify pathways to sustainable and profitable growth.

Change begins with challenging your organization’s strategic planning process. This is pivotal because long-range planning represents the top of the business funnel, influencing strategic choices that drive actions, investment, personnel decisions, and the ability to win with consumers in the marketplace. The key to success is the right starting point. Organizations traditionally begin long-range planning with corporate and functional strategic planning. We believe the starting point for long-range planning should be grounded in a common Growth Strategy. The process and insight to build the Growth Strategy will inform the appropriate choices and investment in enterprise strategies and, in turn, guide the functional strategies. The Growth Strategy starts with the company’s / brand’s Mission and wires the Mission to Actions. Starting with the Mission provides purpose and commercial focus. Wiring it to Actions requires critical planning in the Where to Play and How to Win stages. This process creates the rationale and conviction to act and orient toward the biggest opportunities. The net result is a Growth Strategy that identifies clear advantage, defines the repeatable growth model and forces all long-range planning to be designed to enable growth. Configure the company to serve the Growth Strategy, not serve the Corporate Strategy.

Strategy fails for brands when the operating plan is disconnected from the core consumer. Challenger Brands are creating growth because they are connected with a consumer’s value system and community. A successful Growth Strategy is an extension of this principle by putting the consumer at the center of planning. Companies tend to migrate away from the consumer with their Corporate Strategy framework and make choices and select metrics that lose important human considerations. Today the greatest value in planning comes from deep, proprietary insight into the consumer journey with a cohesive understanding of personal experiences and category triggers. Building a Growth Strategy around the connection to consumers leads to more personalized experiences through new technology and new demand generation tools. Re-orient strategy by putting the consumer first and driving demand-centric growth.

Living the company’s or brand’s Mission (assuming it is both genuine and compelling) creates unique advantage. When the Mission is tightly tied to planning, activities become more focused as the end goal is clearly defined. A Mission driven plan continually reinforces the purpose of the company and ensures synergies across commercial activities as all communication points are consistently on message. More than ever, consumers seek mission-driven, socially responsible companies. Having an authentic, aspirational mission creates a connection with consumers that builds loyalty and increases value capture. Simply stated, living the Mission ensures that the company’s ‘why’ is clear to consumers and customers, inspiring positive perceptions and enticing desired changes in shopper and buyer behavior.

Once the Growth Strategy has shaped the forward plan, the Operating Playbook connects How to Win choices with demand generating actions. Leveraging organizational strengths identified throughout the Growth Strategy and choices made on where to unlock value across consumers, categories and customers, the Operating Playbook captures the initiatives, resources, structures, and timing necessary to drive change. Long range planning fails to gain traction when Growth Strategy choices are not tightly wired to the Operating Playbook, causing a disconnect between leadership’s direction and day to day operations.
With the Growth Strategy and Operating Playbook in place, organizations can build out Corporate Strategy with the goal of supporting, wiring and fueling demand-centric growth.

Complexity creates confusion and inaction. An organization must be able to simply articulate the shift in strategy and the implications for all employees. Often overlooked, yet of unparalleled importance, the Plan-on-a-Page becomes the narrative for a company. Easy to share and discuss, the Plan-on-a-Page highlights key areas of the long range plan in a user friendly way that everyone can engage with from executives to managers to associates to 3rd party partners. By stripping away the details that are unnecessary for everyone, the organization can focus on the necessary, prioritizing key initiatives and configuring to drive actions that will unlock the greatest value.
In Summary

As the consumer goods industry continues to evolve and becomes more competitive due to new entrants, new selling platforms, and new technologies, growth remains the #1 challenge and goal. Building a successful long range plan that guides the organization’s activities requires thoughtful choices led by a robust fact base — failing to plan is planning to fail. First things first, do you have a successful growth strategy? We at the Seurat Group recommend following the 5 Point Plan outlined in the prior pages to challenge the strategic planning process and to use planning as the tool to be an industry leading growth company.