Advantage Beyond the Crisis
In order to emerge stronger, companies must ensure that their response to COVID-19 is not just immediate, but also transformational.
In order to emerge stronger, companies must ensure that their response to COVID-19 is not just immediate, but also transformational.
To survive the crisis, brands need to shore up their supply chain, adjust to shifting sales channels and reset existing promotional calendars.
Although spending on paper products and food remains high, panic buying seems to have subsided.
How does a nation reopen the economy while balancing the health of its citizens? As COVID recovery develops, companies need the ability to sense micro-market changes in consumer behavior.
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.
Allergan’s Erin Russell draws on the company’s experience launching a new venture to offer some simple advice on engaging consumers: try something new and different.
Incremental reductions won’t cut it in today’s business environment. CPG companies must fundamentally change the way they manage their supply chain costs.
CPG companies may be masters at marketing, but when it comes to advanced analytics and AI, there’s room for improvement. To catch up, they need to study lessons from successful early adopters.
The test-and-learn practices of software development, which help reduce complexity and bureaucracy, travel well across industries.
Large consumers goods companies have not been winning in the marketplace. Taylor Smith explains how they can leverage AI and advanced analytics techniques to drive competitive advantage.
As the natural-products segment expands and matures, the challenge is to determine where to invest. Our research points to five opportunities for the fastest growth.
Consumers are willing to spend more on packaging that would have a less negative impact on the environment.
Danone’s Isabelle Grosmaitre on the food revolution and the crucial role of business in social transformation.
COVID-19 has exposed the high cost of inflexible CPG supply chains. Companies must act now to ensure adequate supplies and plan for greater resilience in future.
There’s no bigger uncertainly or likely risk facing consumer goods companies’ supply chains than trade policies, explains BCG’s Jeff Gell in his blog.
As demand for fresher products puts pressure on both grocery retailers and their CPG suppliers, improved collaboration can unlock improvements for all involved.
Service performance has improved recently for most CPG companies. But getting goods from plant to shelf involves more hurdles and more complexity than ever before.
