The Strategy Eyesberg™
Belief+Aspiration+Choices+Ambition make a complete strategy. If you base your strategy only on what you see -> ambition, you will find yourself in an over-competed market.
The India Playbook™
The Great Indian FMCG industry needs a new playbook. Digital has unbundled supply and demand side and armed consumers with choice. Yet, the industry remains Strategy Blind™. Legacy FMCG sees a market of the past, while D2C sees the cap table.
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When companies become kingdoms, they go strategy blind™
Modern workplaces are like royal kingdoms. Leaders are like Princes, hoarding power. Employees are like courtiers, competing for Princes’ approvals. In all of this, the market remains under-served.
Why platforms are eating your margins
Until this changes, as yourself. Am I renting demand or building it?
You can't financial engineer your way into growth
Where Nestlé's Schneider went wrong and Coca Cola keeps getting right
Looks right but feels wrong: strategy vs. execution
Execution is 'seen. Strategy is 'felt' That's why the right conditions that allow for strategy to emerge are critical.
Why the stay spiky or broaden paradox of D2C is a math problem
The way out is to 'see' the underlying invisible math
The model that explains why the Great Indian FMCG industry™ feels 'stuck'
Carlotta Perez's technological revolutions thesis that the industry is mid-cycle with playbooks that are still WIP. The only way to get 'unstuck' is to grow their own playbook from the ground up
Why the Great Indian FMCG industry™ is not over competed. It's under strategised.
The four horsemen and covid disrupted old moats and unleashed the age of abundance
When the cheap layer becomes a commodity, defining the expensive layer is the strategy
Each FMCG company will need to decide which is the cheap layer they will industrialise and which is the expensive value layer they will invest behind. That will become their strategy.
HUL's de-averaged strategy to create desire at scale
Creating desire is the fundamental job in an abundant choice economy. Two traps legacy brands like HUL's run into, when they create desire.