Förvandla ett lapptäcke av lokala varumärken till ett globalt
Finish existed as a different brand in nearly every market it operated in – including as Electrasol in the US. I led the centralisation of the global innovation pipeline and built RB’s first global equity campaign, transitioning every local brand onto one platform and taking it into whitespace markets across Asia and Latin America along […]
Att omvandla ett minskande resultat och förluster till tillväxt, varumärke för varumärke
The business was losing share and losing money when I took over marketing for the Czech and Slovak Republics. I turned the P&L around top and bottom line, brought Finish, Airwick and Woolite back to growth, launched Dettol into the No. 2 share position in three months, and grew the OTC portfolio’s margin by integrating […]
Att vinna förtroende för ett varumärke som ingen förväntade sig att lita på
A tobacco company launching a health product is nobody’s first guess for a brand people will trust. I led the commercial and brand strategy for BAT’s first OTC medicinal range – from clinical positioning to public health partnerships – and got it endorsed by the UK’s own medicines regulator. BAT wanted to offer smokers a […]
Att byta namn på något som folk redan älskar
It is a challenge. Renaming a product everyone already knows – and getting them to follow you. I led the transition from Kleenex to Velvet, spent two days a week on-site at Sainsbury’s and Waitrose to negotiate shelf space, and grew market share year after year. In the UK, Kleenex wasn’t just a brand name […]
Att få en global strategi att fungera lokalt
A global beauty strategy rarely translates locally as-is. I led the EMEA teams that made it “glocal” – and rebuilt the entire organisation around consumer insight instead of hierarchy. Result: market share grew in South Africa, France and the UK. At the same time, across ten categories. On paper, Revlon’s global strategy covered everything: colour […]
Ett varumärke som riktar sig till fel målgrupp
Braun Haircare var “manligt och gammalmodigt” och riktade sig fortfarande till en äldre publik medan konkurrenterna redan hade gått vidare till yngre kvinnor. Jag byggde om hela varumärkets DNA från grunden – ny positionering, ny kommunikation, fyra produktlanseringar på arton månader. Marknadsandelen vände i Kanada, Tyskland och Storbritannien.
Från industriellt material till globalt varumärke
Velcro was, at its core, a material – not a brand. I led the shift from B2B to B2C: six new product categories in fifteen months, new markets across Asia and Latin America, and a campaign that protected the word “velcro” itself before it became generic for good. In the end, we where nominated for: […]