Managing Director & Senior Partner
Phillip Shinall leads Boston Consulting Group’s Corporate Finance & Strategy practice across consumer sectors globally. He has extensive experience in growth and portfolio strategy, and he has worked with clients across a number of industries.
The focus of Phillip’s recent research and client work has been on a wide variety of growth- and shareholder-value-related topics for consumer goods and retail companies. He works with CEOs, boards, and company leadership on critical strategic issues, and has led numerous projects on corporate strategy (enterprise and portfolio strategy, business unit strategy, growth strategy—both core and adjacent growth, value creation, and investor strategy), M&A (inorganic growth strategy, target search and identification, due diligence, PMI), operations and organization (cost and efficiency, org structure, operating model design), and marketing and sales (brand and category strategy, pricing and trade optimization, key account management, third-party distributor management, and go-to-market).
Prior to joining the firm, Phillip worked in finance for a software company and was also a consultant for Arthur Andersen.
Market conditions are favorable for M&A. Expect a lot of deals, and expect most to destroy value—until companies learn how to turn the tide and create value.
For decades, makers of fast-moving consumer goods have outperformed companies in most other sectors. But as market conditions get tougher, they’ll need a three-part plan to create value.
Nondurables companies seeking to deliver returns to their shareholders need to get back to fundamentals—strong brand portfolios, core capabilities, and business systems that give them an edge.
The top nondurables companies in this year’s analysis maintained strong sales growth and solid profit margins while still returning cash to shareholders.
The nondurables sector has posted solid value creation over the past five years, thanks to sales growth, an emphasis on innovation, and smart acquisitions.