The Challenge
Male usage of beauty, personal care and wellbeing products was growing – but a global FMCG leader lacked clarity on where the future value would sit. With a large portfolio of brands competing in the same space, the business needed to know which brands to back, which opportunities to prioritise, and how to maximise returns while minimising cannibalisation.
The Work
We synthesised existing data to build a segmentation of male consumer typologies and key market demands, which we then quantified. Using this as a foundation, we identified future value pools and mapped the current portfolio against them. Applying our DCV (Desirability, Credibility, Viability) framework, we developed a future-focused portfolio plan – including specific growth strategies for key brands.
The Impact
The work created a clear commercial understanding of the market opportunity, shaping both where and how the brands operate. It informed decisions to prioritise investment in certain brands and divest others. Since the strategy was embedded, the men’s portfolio has grown consistently, with the flagship brand growing 17% since 2022 to become a $610m business.
