01 · Context
Two pain portfolios were coming together, with two opposite ways of running brands.
One business ran its brands country by country; the other ran them from the centre. In most markets the combined portfolio rested on general pain and fever brands with little to tell them apart, and there was no shared rule for where the global team should lead.
11markets reviewed brand by brand
Top 10typical position across these markets before the work
2operating models to reconcile: local and global
02 · Key conclusion
The briefChoose between a global and a local model.
What we foundNeither: let share and market size decide how much the centre leads.
Markets were placed in three tiers. Sustain markets kept a dedicated brand team, incubate markets were built towards the first tier, and seed markets were managed tactically. Every brand then received one role: invest, support or milk.
03 · Actions
Four moves, market by market.
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Step 1
Segment the eleven markets into sustain, incubate and seed tiers by share and market size.
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Step 2
Set how much the global team leads in each tier, and adapt the organisation country by country.
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Step 3
Give every brand one role: invest, support or milk.
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Step 4
Move general pain brands towards specific ailments and need states.
04 · Transformation
From two operating models to one tiered model.
Each market had a clear answer to who leads, the centre or the country, and each brand had one clear job in the portfolio.
05 · Result
From a top-10 to a top-5 player in most markets within four to five years.
The combined business adopted the tiered model and the brand roles after the merger, and used them to decide where to invest and where to hold.
Top 5position in most markets, from top 10
4–5 yearsto make the move
11markets run on one tiered model
