The new world of CPG (Column)

CPG marketers are turning old models on their heads as they pave new roads to keep bottom lines healthy: Matthew Diamond

Matthew Diamond is senior vice-president at AMG Canada

When I graduated from Ivey, more years ago than I care to admit, the Holy Grail as a marketer was stepping into the CPG world. If you were fortunate enough to earn an interview with the likes of P&G, Kraft, Labatt, etc., your career would likely be “made.” I was lucky enough to go through that process to eventually accept an offer from Kraft, becoming a brand manager two years later.

Despite that “highly sought-after” career path, today I find myself immersed in some of the most dynamic times CPG has ever seen. While we still revere those power house companies, we’ve also got new contenders, which simply never existed 20 years ago. Today, you can work for the tier 1 CPG companies, or you could head to the likes of Google, Facebook, LinkedIn or a host of other well-established tech giants. The digitization of our world, including ecommerce, social and the ubiquitous penetration of mobile has changed everything.

CPG marketers are turning old models on their heads as they pave new roads to keep bottom lines healthy. Big companies are evolving, too. Heinz and Kraft, Loblaws and Shoppers Drug Mart – both recently merging to increase both vantage and advantage points. Others still, like Canada Post are clearly streamlining operations in the effort to remain competitive and profitable.

Today, CPG manufacturers know that optimizing how and where they reach consumers has become a complex web that needs to be woven together in a meaningful way. The omni-disciplined marketplace is fueled by an overabundance of data, and those who can collaborate to make sense of it will triumph. The shout out is to CPG to get creative with new media because it’s impacting sales. And if you can’t, hire people who can… Now. If you have the ability to analyze and ultimately distill big data pools down to actionable points, you’re in demand.

Indeed, it is a time for new grads living their “3 screen lifestyles” to compete for the right to redefine the meaning of “optimal integration” that will help keep CPG companies relevant. And, they will be rewarded because in the new CPG world they won’t have to wait 25 years to become a VP, or simply secure a seat at the table.

For retailers, it’s not enough to compete at store-level either. Target and Future Shop learned this. Canadian Tire knows this too, having just opened doors to its second digital innovation lab with the purpose to develop the in-store and online digital tools they need to keep on top of evolving consumer behaviours. No doubt, CPG and retailers can benefit from working together to activate new and evolving category opportunities.

So, CPG needs fresh perspectives and collaborative approaches to turn new world challenges into innovative opportunities. These are definitely exciting times for the industry as we break new ground with programs we’ve never seen before.

That sounds like a world I want to be a part of. How about you?

 

 

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