A global personal care leader confronted poor product differentiation and stagnant market share
A lab-based diagnostic technology was being converted to generate strong consumer purchase intent, but a new business model was needed to capture value from it
analogy assessed all the relevant innovations in the category as well as in categories with the same “Competitive Fingerprint”. We designed a model to install the new technology in the channel and a system to drive existing skin care product sales
The approach differentiated the brand at point of sale – which is often the toughest hurdle for consumer products
Client accepted that the new model would deliver significantly higher product sales, a far superior consumer buying experience, dramatically stronger product loyalty, and a better focus for future R&D investments, because the process also included a systematic way to gather consumer feedback at point of sale
