Seven growth plays all marketers and general managers should consider for their consumer business. 1. Limited Editions / Travel Retail 2. Rituals 3. Occasions 4. International expansion 5. Route to Market 6. Re-positioning 7. Co-creation ---->>>> PDF Version Available for download at the following URL: http://www.amati-associates.com/free-reports/ In the "Free Download" Tab

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Seven Growth Plays
for your Consumer Business

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Introduction
The 7 growth plays are answers to many growth questions, but they are not a panacea for all growth challenges
7 Growth
Plays
1.Travel
Retail
2. Rituals
3. Occasions
4. International
Expansion
5. Route to
Market
6. Reposition
7. Co-
creation
• Do you have a
consumer business?
• Are your margin
under pressure?
• Do you need to
connect with lead
users?
• Do you want to tap
into new channels?
• Do you want to
optimize your line-
up?
• Do you want to build
on consumers habits?
• Does your brand lack
relevance and
credibility?
• Do you want to have
an outside-in
approach?
• Do you need a better
portfolio strategy?
• Does your innovation
pipeline need a catalyst?
• Do you need a better way
of testing your
prototypes?
• Does your brand own a
relevant and unique
territory?
• Are your consumer and
customer insights the
same used by your
competitors?
• Is your channel mix
creating value for your
firm?
• Is your brand perceived as
old-fashioned?

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Agenda
7 Growth
Plays
1.Travel
Retail
2. Rituals
3. Occasions
4. International
Expansion
5. Route to
Market
6. Reposition
7. Co-
creation

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1. Travel Retail
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1. Travel Retail
Travel Retail market represents an unique opportunity to tap into high volume, high value segments, while
showcasing limited editions: e.g. Absolut Vodka, M&M s, Clinique, …
Opportunity
Growth Play
Rationale
Implications
E.g.
It is a fast growing multi-billion Euro market, which includes diverse sub-
channels: i.e.: airports, cruise lines, border stores, in-flight, diplomatic
sales, resorts…
Use Travel Retail as a showcase and exclusive channel for more premium
limited editions
Many brands already leverage it as a source of additional volumes, as well
as to better connect with the shoppers
Develop a limited edition offering which can enhance brand equity, and
with economics that are appealing to both producers and distributors

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Agenda
7 Growth
Plays
1.Travel
Retail
2. Rituals
3. Occasions
4. International
Expansion
5. Route to
Market
6. Reposition
7. Co-
creation

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2. Rituals
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2. Rituals
Rituals are more powerful than habits, because they build on highly emotional territories
Opportunity
Growth Play
Rationale
Implications
E.g.
Developing on highly emotional pre-existing consumer habits, by also
developing new product activation ideas or lateral categories
Decline a relevant consumer ritual and develop a product strategy to tap
into it
Emotional dimension, value not in the equation, trading-up opportunity,
brand enhancing, limited cannibalization
Embrace the challenge of developing new products ideas in adjacent
categories or new categories, and/or integrating services in product
experiences

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Agenda
7 Growth
Plays
1.Travel
Retail
2. Rituals
3. Occasions
4. International
Expansion
5. Route to
Market
6. Reposition
7. Co-
creation

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3. Occasions

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3. Occasions
Consumer choices are more and more diversified depending on occasions: these depend on life stages,
seasons, events….
Opportunity
Growth Play
Rationale
Implications
E.g.
Enter in the consumer basket of choice in a more relevant and
compelling way
Develop an occasion based model to manage the brand/ product
portfolio and to identify new spaces for development
Develop a stronger more relevant offering for the ‘event’ based
consumption and shopping habits
First focus on consumer-centric design development, then on route-to-
market

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& Associates
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Agenda
7 Growth
Plays
1.Travel
Retail
2. Rituals
3. Occasions
4. International
Expansion
5. Route to
Market
6. Reposition
7. Co-
creation

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& Associates
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4. International
Expansion

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3. International Expansion
Consumers balance global brands and international heroes,
Opportunity
Growth Play
Rationale
Implications
E.g.
Increase the reach of your brand into a diverse and geographically spread
market place
Launch brand internationally by balancing top down brand vision and
bottom up local insights
Diversification, less dependence on local economic cycle, scale
Generate and embrace local insights first, pursue readiness of company’s
culture later

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Agenda
7 Growth
Plays
1.Travel
Retail
2. Rituals
3. Occasions
4. International
Expansion
5. Route to
Market
6. Reposition
7. Co-
creation

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5. Route to Market
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5. Route to Market
A well thought route to market is critical to the business survival
Opportunity
Growth Play
Rationale
Implications
E.g.
Develop a product delivery mechanism that takes in consideration of
volumes, value as well as image
Develop a sustainable value enhancing route to market
In-sourcing vs. out-sourcing, control vs. delegation, partnerships vs.
vertical integration
Align the business system to a commercial/marketing driven route to
market

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Agenda
7 Growth
Plays
1.Travel
Retail
2. Rituals
3. Occasions
4. International
Expansion
5. Route to
Market
6. Reposition
7. Co-
creation

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& Associates
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6. Re-positioning
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6. Re-positioning
Fuelling growth is also about having the right ambition for your brand
Opportunity
Growth Play
Rationale
Implications
E.g.
Re-connect with customers and consumers in a stronger and unique way
Develop a fresher, newer, brand positioning
Look ahead to future growth drivers, rather than looking back to the past
growth elements
“Walk the talk’, make sure the organization understands and follows

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Agenda
7 Growth
Plays
1.Travel
Retail
2. Rituals
3. Occasions
4. International
Expansion
5. Route to
Market
6. Reposition
7. Co-
creation

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& Associates
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7. Co-Creation
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7. Co-creation
Co-creating with consumers is not only a great source of inspiration but also a way of developing unique,
compelling and fresh ideas
Opportunity
Growth Play
Rationale
Implications
E.g.
Co-created product have higher likelihood of success, longer shelf lives,
better margins in the long run
Create marketing/product driven platform to co-create with consumers
New product development inside-out can be riskier and not effective
Prepare the organization to ‘be challenged’ by new and inspiring ideas,
new and inspiring insights

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