With many category-leading brands like Fairy, Ariel and Pampers in its portfolio, growing categories is vital for Procter & Gamble. The company combines consumer insight, innovation, advertising and distribution to grow its highly penetrated brands and their respective markets.
Procter & Gamble’s chief financial officer hailed the company’s pipeline for innovation, expressing confidence that this would help its market-leading brands grow categories, regardless of the economic situation.
As P&G makes a “meaningful” increase to marketing spend, its leadership seeks to reassure investors it is both efficient and effective in driving growth for the business.
Recruiting new consumers to categories with high household penetration is difficult, but that doesn’t mean growth has to simply come from scraps over market share. Three marketers share their brand’s path to growth in mature categories.
Why are so many companies ditching the CMO? It’s happened before but this time around it feels like a seismic shift in how businesses view marketing leadership.
Sales, closely followed by the CEO, may be the most important relationships for marketers to nurture, but do they feel the same way?
Having joined Virgin Media O2 six months ago, tasked with overhauling O2’s brand strategy, Rachel Swift says she wants to re-establish its reason for being but won’t “change things for change’s sake”.
Three has moved from a “social-centric approach”, where two-thirds of its media budget was allocated to channels like social media, to public channels like cinema, aiming to reach a broader audience.
