Background
The senior management of a world-class packaged goods manufacturer felt that growth was slowing. Our client asked for help positioning the company for future growth in a mature feminine care market.

Analysis and Teamwork
We conducted a comprehensive survey of customers. In partnership with the client marketing research team and our customer insights experts, we created a new segmentation model, based on the 3-D marketing framework. We then held internal workshops to describe and evaluate the segments and brainstorm potential business opportunities to profitably serve a select number of these “new” segments.

Our team’s objective was to uncover latent process and relationship needs that the company had not been capitalizing on. The team focused its attention on two to three key segments (each likely to respond to relationship benefits) with the most actionable potential, in order to develop robust business cases. We then helped the client further refine the concepts, conduct focus groups, and develop financial projections.

Results
This effort influenced the client’s overall category strategy, as well as its branding strategy. Specifically, the company took a new approach to the overall positioning of two distinct brands within the feminine care category.

The result was a 5 percent pretax profit increase in 18 months, without any significant system or organizational changes.