Why managing a Consumer Brand is so hard.

By Amy Languell

What do consumers want? In a word, more.

More products. More varieties. More formats. More channels. And they want more of everything NOW.

Between multiplying product versions, increasing product line extensions, more varied retail formats and your need to competitively innovate, the number of SKUs you have to support is getting out of control.

And now you suddenly require more branding assets, more creative development and more packaging. Then there’s the need to create brand stories for new specialty markets, such as healthy eating trends (farm-to-table, anyone?), socially responsible business practices and sustainable production in nearly all CPG segments.

Combine the increasing SKUs, the brand story creation — oh, and let’s not forget a changing regulatory environment related to product information transparency — and it’s a hot mess. Don’t even get me started on local market adaptation…

Customers are awash with information about your products, and you’re awash with information about them. It’s getting harder for everyone to cut through it all — for consumers to understand your offerings and for you to understand what they want, and to keep up with the pace of change.

You’re on information overload, and you’re overworked. We understand your frustration. We see it across all of our Consumer Brands clients.

But does your senior management see it too? Or do they view managers’ requests for better tools, more staff and rational expectations as just crybabies complaining about their workload? 

Ready for some good news? Some senior management teams do understand, and they’re doing something about it.

More on that in our next post. Read on.

 

Amy Laguell

Amy Languell is a Manager who brings a wealth of first-hand consumer goods experience to all client engagements.  She has over a decade of experience in creative workflow and process optimization, digital asset management (DAM), and metadata and taxonomy design. She has additionally overseen product innovation and commercialization including designing process improvements across the areas of marketing, manufacturing, supply chain, and logistics.  Her varied experience across the lifecycle of a product allows for an in-depth understanding and successful application of information and business strategies.

Asset 7
  • Washington, D.C.
  • Berlin
  • Brussels
  • London
  • Los Angeles
  • Minneapolis
  • New England
  • New York