Taking a new consumer goods category from zero to 100 in no time flat

 In Australia, International, NewZealand
Branded edible oils in Sudan, soy fruit drinks in Brazil, nisotonic drinks in Indonesia. Five years ago, these categories were nbarely on the radar in these countries. By 2011, they ranged between n$400 million to $890 million in revenues in these markets, generating nsignificant profits for the companies that took the initiative to nintroduce them.


Emerging markets may be expanding at a nrecord-setting pace, but many also are undergoing rapid category nconsolidation. It’s to the point where, in many cases, the top three to nfive players now control the lion’s share of a category in any given nmarket. Consolidation can slim margins for incumbents and limit nopportunities for new players. That leads some consumer goods companies nto survey the landscape and conclude they’re locked out. But the fact nis, identifying new categories and subcategories and building them from nscratch can serve as a powerful path to growth (see Figure 1). It allowsn companies to surmount the consolidation hurdle and capture their share nof consumers’ rising disposable income. For those that understand how ton unleash its power, the category creation strategy is nothing short of an game changer, often delivering success in just a few years. Bain & Company – Read More.


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