Portfolio optimization was the dominant theme in Q3, which saw total deal value exceed US$50b for the second consecutive quarter.
Consumer products deals quarterly: Q3 14
India - a pulse on the consumer products market
Consumer Products: Capital Confidence Barometer
Luxury & cosmetics factbook 2014
Is your omni-channel supply chain fit to deliver profitable growth?
Russia — a pulse on the consumer products market
Cash on the table 2014
Delivering agile innovation
Unlocking margins in consumer products
Relentless execution to deliver sustainable value
There is a brand new order. Your customers, consumers and competitors are evolving at different speeds in different ways in different markets. In a world that’s more complex, connected and fast-moving than ever, the opportunities are massive, but so are the risks.
With uncompromising stakeholders demanding consistent growth and consumers demanding value and taking ownership of your brands, it’s time to reframe strategic choices, realign the value chain and relentlessly execute for short-term results and long term sustainability.
Our global professionals have the knowledge to help you challenge and disrupt entrenched ways of thinking. Whether you want to improve organizational agility; drive value from digital marketing spend; deploy talent effectively across markets; or re-engineer your supply chain for greater flexibility, we have the skills you need to succeed.
Understand our point of view on key issues in today’s consumer products environment:
- Adapt to the brand new order
The traditional consumer products business model is being disrupted by a changing world. There is huge potential to create value, but companies need to be prepared to disrupt old ways of thinking.
We interviewed 285 C-suite executives from leading consumer goods companies to identify what matters in this brand new order and what companies need to do differently in order to win.
- Cash on the table 2014
- Shifting from consumption to experience: winning in omnichannel retailing
- Profit or lose
- Unlocking margins in consumer products
- Moving into mobile?
- Digital retail: analyzing the effect on retailers (January 2013)
- The DNA of the CIO in the consumer products sector
- European consumer products IFRS survey (December 2012)
- New talent development model: consumer products
- Disrupt or be disrupted: creating value for brand new order
- Brand new order? The changing consumer products value paradigm
- Building profitable retail relationships (October 2011)
- This time it's personal: from consumer to co-creator (2012)
- Leverage opportunities in rapid growth markets
Rapid growth markets are key to the future growth of consumer products companies. Of the one billion people projected to enter the middle class by 2020, two-thirds will come from fast growing economies such as the BRIC grouping (Brazil, Russia, India and China) and other fast-expanding territories including Bangladesh, Indonesia, Mexico, Pakistan, Turkey, Vietnam and Africa.
With 70% of global GDP expected to be generated by fast growth markets in the next ten years, consumer products companies need to seize the opportunities and manage the complexities.
- Profit or lose
- Conserving value in a maturing Russian market
- Rapid-growth markets forecast: July 2014
- Growing beyond: innovating for the next three billion (2011)
- Growing pains: Companies in rapid-growth markets face talent challenges as they expand (2012)
- Transacting in Emerging Markets (2011)
- Growing in Africa: opportunities for consumer product businesses
Visit our Emerging Markets Center for more resources.
- Understand what’s driving consumer products transactions
Against a backdrop of ongoing economic uncertainty, merger and acquisition activity in the global consumer products sector slowed in early 2012. Despite hitting its lowest level in three years, we are optimistic that the pace of deal activity will recover through the year.
Companies are cash-rich, carrying out due diligence and keen to improve earnings and shareholder value through smaller deals, joint ventures, alliances and contracts rather than traditional M&A. Buyers have the firepower and the pipeline appears strong.
Are you interested in transactions? In the past twelve months we have acted for 95% of the top consumer product companies in the Top 500 of S&P Global 1200, so we are well placed to comment on the global transactions landscape.
- Keep up with sub-sector trends
Limited growth in established markets; challenges around realizing value in emerging economies; increasingly complex routes to market; rising and volatile costs; and constant pressure to be good corporate citizens are just some of the issues consumer products companies face in today’s multi-faceted global marketplace.
We work with companies in the food, beverage, tobacco and household and personal care subsectors to manage issues like these. Our dedicated subsector teams, supported by our 18,000 strong global consumer products network, offer insight and services that help companies to reframe strategic choices, realign the value chain and ruthlessly execute in order to drive sustainable value creation.
The consumer products industry is broad and complex. We help keep our teams and key contacts focused through our Talking series of publications, which provide a timely, succinct and unbiased update of key strategic developments in the brewing, food, personal care and tobacco sectors. Talking Brewing, Talking Food, Talking Personal Care and Talking Tobacco are each published every three to four weeks.
Connect with us
Stay connected with us through social media, email alerts or webcasts. Or download our EY Insights app for mobile devices.
Join us on 18 November for a discussion on how the new revenue recognition model will impact the industry.
Listen to the replay of our webcast to hear the inside story from Angela Cretu, Group VP Turkey & Eastern Europe, Avon
Angela graduated from The Academy of Economic Studies, Economic Cybernetics, Statistics and Informatics in Bucharest in 1997 and in 2005 from the London Business School.
In Nov 1998 began her career at AVON COSMETICS ROMANIA SRL in Sales Manager position and was awarded several National Awards for outstanding contribution in business during 3-year period.
In 2002 she took over the sales Leadership and later Country Manager position in Serbia & Montenegro, her team being recognized with Best Market Entry in Avon portfolio.
By 2005, Angela returned as General Manager of Avon Romania. Her team received three Avon Global Awards and two Regional Awards in the next 3 years for business model innovation, excellence in business results and talent development.
In 2007 Angela Cretu became the Vice-President SEE & Romania, leading a group of 10 countries and further implementing digital philosophy, Avon SEE had migrated many financial, sales, and direct selling processes online to speed up real time information reporting.
In Jan 2009 she moved to New York Avon Headquarter, as Global Vice-President of Business Model Innovation with responsibility for integrating web-enabled technologies into all components of our business-to-business and business-to-consumer operations, including online brochure functionality as well as online customer acquisition, representative digital activation and social media strategies. During this time Avon’s digital journey reached a new level: the global roll-out of internet basic infrastructure has been completed, the number of Representatives using the on-line channel has increased to 80%, and the delivery of technology innovation has accelerated with the implementation of eSales Suite key applications that help Representatives reach more customers with less effort and Leadership representatives dramatically grow their productivity
In March 2011 Angela Cretu was appointed to the position of Group Vice-President Avon Eastern Europe and GM Russia and she and her team embarked on a breakthrough multi-faceted program of strategic change, now well underway and delivering performance benefits and competitive gains against main beauty and direct selling players.
An accessible, rich in choice, relevant, exciting, omnichannel shopping experience has been developed in a highly integrated way with parallel transformations in portfolio, merchandising, creative, store experience, digital development of a B2B2C shopping, service model, all planning related process, talent and organization structure.
In February 2014 she moved in Istanbul with the role of Group Vice-President Avon Eastern Europe and GM Turkey. Her vision is to restore Avon to its rightful position as an iconic beauty brand with products that consumers love and demand, reinforce our leadership in direct sales, and continue to fulfill our mission of empowering women.
Our interviews of 30,000 consumers from 34 countries reveal new global buying journey trends, and show companies need to build trust.
Take a look at our Talking series
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