A gentle decline into a sedentary old age threatens the consumer products industry, requiring a powerful counterpunch. The prescription is to realign the core goals of consumer products companies and to increase leverage with retailers.
A gentle decline into a sedentary old age threatens the consumer products industry, requiring a powerful counterpunch. The prescription is to realign the core goals of consumer products companies to establish much-improved importance with consumers and to increase leverage with retailers. These are the cornerstones of the 'Play Big' approach and the impetus for the strategies by which influence can be recaptured by the industry.
There are three common characteristics of the Play Big agenda. The first is ambition. These initiatives are not for timid or fainthearted managers, since they call for drastic upheavals in the status quo. The second is a trust in the heroic, in the as-yet-unimaginable. Playing Big is grounded in a faith that very large, quasi-bureaucratic corporate entities can be charged with a thirst for change and an ability to formulate radical new missions. The last is a recognition that the hands of the clock are moving rapidly, and failure to respond, or tepid reactions to the looming crisis, could spell doom. Therein lies the choice for the consumer products industry -- take control or see growth die and retailers win.
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