En global sk\u00f6nhetsstrategi \u00f6vers\u00e4tts s\u00e4llan lokalt som den \u00e4r. Jag ledde EMEA-teamen som gjorde den "glokal" \u2013 och byggde om hela organisationen kring konsumentinsikt ist\u00e4llet f\u00f6r hierarki. Resultat: marknadsandelen v\u00e4xte i Sydafrika, Frankrike och Storbritannien. Samtidigt inom tio kategorier.<\/p>\n
P\u00e5 pappret omfattade Revlons globala strategi allt: f\u00e4rgad kosmetika, h\u00e5rf\u00e4rg, hudv\u00e5rd, parfym, antiperspirant \u2013 tio kategorier f\u00f6rdelade p\u00e5 ett dussin varum\u00e4rken, fr\u00e5n Revlon sj\u00e4lvt till Almay, Mitchum, Gatineau, SinFul Colors och Charlie. I praktiken \u00f6verlever en centralt skriven strategi s\u00e4llan kontakt med en fransk apotekskedja, en brittisk livsmedelsbutik och ett italienskt varuhus samtidigt, vart och ett med sitt eget arbetss\u00e4tt \u2013 och marknadsf\u00f6ringsorganisationen i EMEA-regionen hade vuxit upp kring en lokal hierarki snarare \u00e4n kring den konsument den var avsedd att betj\u00e4na.<\/p>","protected":false},"excerpt":{"rendered":"
A global beauty strategy rarely translates locally as-is. I led the EMEA teams that made it \u201cglocal\u201d \u2013 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 […]<\/p>\n","protected":false},"author":1,"featured_media":456,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"page_builder":"","footnotes":""},"categories":[1],"tags":[],"class_list":["post-450","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-case"],"acf":{"company":"Revlon International Corp","my_role":"Regional Marketing Director, EMEA ","the_situation":"Managing the Marketing Directors across EMEA, reporting to the SVP & MD EMEA and the SVP & CMO Global, my job wasn't to write a better global strategy. Revlon already had one. My job was to make it usable \u2014 \u201cglocal\u201d rather than purely global or purely local \u2014 inside markets that didn't share a language, a retail structure, or, often, a way of making decisions.","what_we_did":"I defined and implemented a new EMEA marketing operating framework, which meant reorganising the UK, French and Italian marketing teams around how consumers actually behaved in each market, rather than around the org chart that already existed. It also meant harder conversations: I was a key member of the team restructuring the French operations, which included moving brand production to third-party manufacturers without losing momentum on supply or on the new-product pipeline already in flight \u2014 the kind of transition that's invisible when it goes well, and very visible when it doesn't.","what_happened":"Market share grew across South Africa, France and the UK, across all ten categories in the portfolio \u2014 not because the products changed, but because the organisation behind them finally matched how the business actually needed to run in each market.\r\nThe real shift was cultural as much as structural: teams stopped defending their patch of the hierarchy and started building around the same customer.","end":"