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'<br>They do not deserve unquestioned trust and loyalty. Many consumer products companies think it doesn't matter that they don't actually make the products they sell. Less expensive store brand products may actually come from the same factory as so-called branded products. Therefore, it's quite possible that store brand products may be of equivalent (and even better) quality than branded items. Yet they are almost always priced at a meaningful discount.[https://www.youtube.com/watch?v=-8FqAOYklC8 youtube.com] For obvious reasons, consumer products companies don't advertise these facts about branded and unbranded products. It is up to us as intelligent consumers to figure this out for ourselves--and spend our money accordingly. Companies should never be so dismissive of the intelligence of their customers that they would try to hide the fact that they outsource the manufacture of their products. Unfortunately, they occasionally are that dismissive. Never pay a premium price for a branded product unless it provides enough of a difference in quality to make it worth it to you. In a surprising number of instances, brands provide nothing more than imaginary value. Savvy consumers do not pay for imaginary value. All consumers should adopt a general mindset of brand disloyalty. If you ever hold mindless, habituated loyalty to a brand, you will be consistently separated from your money.<br><br><br>How tough is the consumer goods market these days? Almost one-third of the world’s largest public consumer goods companies experienced sales declines in 2016. Another 25 leading companies posted growth of 2.0% or less. 35 billion in net growth in the consumer goods industry over the last three years has come from traditional, large enterprise players. However, there is some good news in the fact that — at least so far —these large, traditional players aren’t quite going out of business. The more optimistic news is that this year’s results actually represent an improvement from 2016, when practically two-thirds of the companies (58 to be exact) on the Top 100 list posted negative growth. The entire list of the Top 100 CG companies from RIS' sister publication Consumer Goods Technology is available here. Below is a quick look at the top 10 on the list and their annual revenue.<br><br><br>Albert Guffanti, brand director of CGT. Other opportunities include: Free registration to attend the Retail & Consumer Goods Analytics Summit, an invitation-only event, and get real-time feedback from key executives. CG executives. Industry-wide exposure of the participants' videos through dedicated promotion by RIS News and CGT. A social media opportunity to engage stakeholders Entrants submit a brief video about their innovative solution, and a combination of crowd-sourced "likes" plus judges' votes will determine the select group of start-ups advancing to the next round. Semi-finalists will present their solutions live at the Summit in four-minute segments to retailers and consumer goods executives. The judges will select the top three finalists and the audience will vote for the 2018 Genesis Award Winner.<br><br><br>40,000). Genesis Award Program Rules and Criteria The Genesis Award program judging panel will assess each submission for its success in the following areas: Does the solution fill a practical business need? Will the solution lead to real value? Is the solution unique? Is the solution innovative, creative or advanced? About Consumer Goods Technology Consumer Goods Technology, an integrated media brand, is the leading resource for consumer goods executives using technology to enable business success. About RIS News RIS is the leading source for business intelligence, thought leadership and technology insight for retail executives who are seeking engines of innovation and rapidly adapting to market forces that are disruptive and transformational. RIS helps retailers and vendor partners connect with relevant content, exchange ideas with peers and partners, and find best-in class business solutions and strategies that lead to smarter IT and business decision.<br><br><br>The RIS media portfolio includes summit conferences, websites, thought leadership reports, benchmark studies and research, white papers, newsletters and special reports. About EnsembleIQ EnsembleIQ is a premier business intelligence resource that exists to help people and their organizations succeed. It is structured to serve the business-to-business needs of retailers, consumer goods manufacturers, technology vendors, marketing agencies and retail service providers by using its integrated network of media and information resources designed to inform, connect and provide actionable marketplace intelligence. EnsembleIQ is a portfolio company of RFE Investment Partners, a private equity investor with more than 30 years of experience investing in growth companies in partnership with strong management teams.<br><br><br>Quantitative study covering the US, Puerto Rico, and the Dominican Republic to determine what competitive products are produced in those countries and how they are promoted. Business intelligence study about the competitive environment of the cutlery market in Europe and Latin America. Field research to locate and purchase competitive coffee maker products in the UK, Spain, and Germany. Evaluation of competitive air filtering systems for consumers in Italy, France, Germany, the UK, and Spain. Competitive evaluation of air treatment products and filtering systems. Competitor profiles of major [https://utoptens.com/ consumer products] firms: their global strategy, globalization of key products, global branding successes, and failures. Competitive analysis of the R&D departments of large consumer products firms. Market intelligence study covering apparel and infant wear offerings of mass merchandisers in the retail industry. Created a competitor profile for a major consumer products firm. Global strategy competitive assessment for consumer goods and packaged foods supplier.[https://www.youtube.com/watch?v=-seEQewJM2g youtube.com] Analysis of the reorganization of a major player in the consumer products industry and its implications for the firm. In-store interviews with business owners in Chinatown, New York.<br><br><br>Consumer goods manufacturers continue to spend a significant portion of their budgets managing promotions and price reductions as a part of collaborative efforts with retail partners. CIOs have many good choices as they work with colleagues in sales and marketing to identify the best solution. ©2019 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. This publication may not be reproduced or distributed in any form without Gartner’s prior written permission. It consists of the opinions of Gartner’s research organization, which should not be construed as statements of fact. While the information contained in this publication has been obtained from sources believed to be reliable, Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartner research may address legal and financial issues, Gartner does not provide legal or investment advice and its research should not be construed or used as such. Your access and use of this publication are governed by Gartner’s Usage Policy. Gartner prides itself on its reputation for independence and objectivity. Its research is produced independently by its research organization without input or influence from any third party. For further information, see Guiding Principles on Independence and Objectivity.<br><br><br>Weddings are highly special occasions. They provide a rare occasion to connect with your near and dear ones. Alongside marking the union of two individuals for the rest of their lives, weddings also facilitate a getting together of friends and relatives. It is the cherished dream of every couple to make their wedding a special occasion and stand out in the memories of people. There are several ways in which you can achieve this. During weddings organize some fantastic events and also give away some special gifts to the attendees. Print the Pint Koozies with attractive message pertaining to the wedding and slip them on the glasses used by the guests.<br><br><br>Give them away as gifts to the guests in order to create lasting memories. Pint koozies are relevant for weddings and gatherings since they can be slipped on to the glasses in which the beverages are distributed. Hence you create an occasion for the guests to reflect on the theme and message of the event. Just imagine how nice it would be to find the pint glass koozies with the names of the bride and groom when the guests hang around the wedding venue with their beverages. Also they will certainly love to carry them as gifts and memorabilia when they go back to their homes in order to talk of the event for so long.<br><br><br>If you have decided to get custom printed pint koozies for the wedding ceremony, you have landed on a fantastic idea to make a big hit during the event. However, in this mission, the main challenge in front of you is to find the right supplier who can fulfill your dreams at the best prices and with the best output. The standard size pint koozie can house glasses from 16 ounces to 22 ounces.[https://blog.hootsuite.com/lessons-top-retail-brands-social-media/ hootsuite.com] They can preserve the temperature of the draft beer and mixed drinks supplied to your guests. The pint koozies are made for solo type plastic cups and can therefore be personalized in several ways to project the theme of the event. The suppliers can print them with the message related to the wedding event. To provide a fitting backdrop to the printed matter, you must make sure you choose the color of the koozie material accordingly.<br><br><br>You can invent some nice ideas and themes for printing on koozies tob e distributed during the wedding. The most [https://www.youtube.com/watch?v=6cotzyh5yWo popular entry] would be the names of the bride and groom coming together in the marital bond. The rest of the matter is left to your taste. You can include some nice quotes for life or a powerful or interesting message for the guests. One good idea is to go for two kinds of koozies one type for the lady guests and the other type for the men. This is because cool colors go well with ladies while fast colors are favored by men. Also, you can choose to print them in two different ways. You can get tons of ideas from the suppliers on how to customize the koozies to make the perfect gifts for the wedding. Author is a freelance writer and having successful experience in writing about Consumer products. Currently he is writing about how to purchase Growler Koozie and Solo Cup Koozie.<br><br><br>RSM understands the evolution of the consumer products industry. Shifts in consumer preferences, government regulations, the retail landscape and the world economic outlook are creating opportunities and challenges for consumer products executives across industry sectors, from apparel manufacturers to beverage distributors to restaurants and everything between. The very definition and scope of the industry has changed due to the blurring of lines among manufacturers, distributors and retailers as more branded companies sell directly to consumers through e-commerce and bricks-and-mortar stores. RSM serves more than 3,600 consumer products companies. We work with all business models across all segments of the industry---including fashion and home furnishings, retail, restaurant, food and beverage, health and beauty, entertainment, publishing, printing, household products, and more.<br><br><br>Where once multinational CPG companies dominated the market, today, new, small and fast companies are capturing consumers’ attention - and wallets. We are seeing that now more than ever, competition is between brands and not companies, with consumers increasingly drawn to the multitude of smaller players who are stealing market share from historical leaders. We have also seen disruptors expanding their place in consumer by satisfying unmet, and often unidentified, consumer wants and needs. Some CPGs have started to adapt to this new world order by building an extended ecosystem through which they can learn from their smaller counterparts. Collaborating with niche players will not only provide an invaluable opportunity to gather insights, it will also provide access to new capabilities and the opportunity to cocreate complete consumer solutions. In 2018, the number of CPGs moving in this direction will rise but there will likely be new leaders.<br><br><br>Adapting to constant change is not new. But in the connected world, the pace of change is accelerating and the effects will be felt across the spectrum. The stakes are rising, the clock is ticking and the future is here. The challenge for companies is that they will have to become adept at doing two things at the same time. There is no magic formula why disruptors are taking more than their fair share of market growth and no inherent advantage to lack of size.[https://consumergoods.com/top-50-us-retail-brands consumergoods.com] Yet despite the big players having real advantages in the form of an existing consumer base, well-established distribution, massive resources and industry expertise, we’re seeing small companies steal market share by creating and maintaining true consumer relevance.<br><br><br>It could simply be a case of getting the fundamentals right - and better than anyone else - while preserving the ability to move nimbly and at speed. Legacy CPG companies are often hampered by rigid, bureaucratic and legacy processes that can kill ideas and lengthen decision-making. At the same time, some of these small companies are going beyond the core and disrupting the industry by creating innovative new business models that drive new growth. These new business models have the potential to phase out existing markets. For the CPG companies with established brands, a long history and a strong heritage, transformation to a future-ready organization requires careful support to ensure it doesn’t lose its values, its purpose or what made it successful in the first place.<br><br><br>To succeed, change needs to start from within. Having the right capabilities in place is necessary, but not sufficient. Often, we see the skills and experiences of business leaders are mismatched with the market conditions. This means that future leaders will need to personally demonstrate a mindset of continuous learning and as well as an openness to learn from a new generation of workers. Despite global caution, the emerging markets opportunity remains a must-win for multinational market leaders. At the same time, there remains huge volume potential in serving the demand for core CPG products in the growing market of middle-class consumers who can now afford them.<br><br><br>In the near-term, there is significant value in cracking the code on route to market in traditional trade. Consumer behaviour is notoriously difficult to predict; however, consumers are increasingly willing to try out the latest, greatest, must-have innovations.[https://www.cnbc.com/2019/01/04/these-9-retail-brands-are-ones-to-watch-in-2019.html cnbc.com] Voice is the first medium in which we learn to communicate, so is it any wonder that it is now working its way into our homes through a myriad of devices? We’re seeing a fundamental shift towards the home as the battleground for consumer attention and engagement. For instance, voice ordering is giving busy consumers a level of ease and convenience they’ve never had before. Voice may be the ‘latest thing’ but it won’t be the last. Finding a way to be welcomed into the homes of consumers will be the ultimate test for CPGs in the future.<br><br><br>With huge competition from technology and e-commerce players, retailers will continue to up their game, creating compelling physical experiences that pull consumers back into stores. Creative ingenuity will be the driving force that pushes companies to explore unexpected partnerships or acquisitions, offer trendy new products and services to surprise and delight customers, and introduce new, easier ways to purchase items. We expect to see huge product-focused brands take advantage of the opportunity to drive extended and unique consumer engagement with a physical store experience. 7.[https://www.youtube.com/watch?v=zbJA0jhjdgw youtube.com] Smart use of data will support decision making and help understand the "why? Business leaders chasing the 360-degree view of their business and the market in which they operate, will increasingly rely on data to speed up decision-making and innovation. Every interaction between consumers and brands is a chance to learn.<br><br><br>This means getting both quantitative and qualitative data from a broad range of sources both internally and externally, and building an ecosystem which facilitates two-way data sharing between players. Arguably incumbents may have access to more data than start-ups, but we see a striking difference in the way in which disruptors use it to inform strategic decisions and activities. The importance of analysing data so that it becomes something actionable has also become the necessary criteria for disruptors seeking talent. Disruptors are also surprising in the degree to which top leadership directly interrogates data; the data-driven mindset is not isolated to analysts. This gap between incumbents and disruptors is widening over time.<br><br><br>To maintain a competitive edge, CPG companies must, on one hand, continue to be the experts in their category and on the other, be responsive and relevant in meeting consumers’ enduring needs. While retailers have a broad knowledge of shoppers, CPG organizations can compete on depth of knowledge and understanding around specific consumer demands. And in this scenario, knowledge and understanding is power. The challenge for CPG companies is to be outstanding at the core business, while simultaneously fostering an environment that supports the incubation, experimenting and iterating ideas as they are built and tested. No single company will be able to generate and harness the full range of innovation available from the broader ecosystem. At the same time, CPG companies need to focus on working alongside multi-channel retailers as they seek to redefine their own end-to-end experiences. Build an ecosystem of suppliers, peers, distributors, start-ups, and customers to support the expansion of the digital value chain and help widen the sources for creating and prototyping new innovative products and services. In what is an increasingly dynamic CPG landscape, speed and agility are where the battle for growth will be lost or won. This makes "moving to modern" an essential play for CPG companies.<br><br><br>Perhaps in a year like the one just passed, 13% gains are simply not inspiring. U.S. stocks finished about 25% higher for the year, and crypto-currencies including Bitcoin left all other asset classes in the dust. Die hard gold bugs enter 2018 waiting for crypto-bugs and stock bulls to see the value of precious metals. Fortunately, precious metals have served reliably both as an inflation hedge and as a safe haven for most of recorded history. It looks less and less probable investors will get through another 12 months while ignoring both inflation and market risk simultaneously. While other markets were finishing 2017 strong, the U.S. The dollar fell 10%, its worst performance in more than a decade. That weakness has yet to manifest itself as price inflation in consumer goods and services. It has instead shown up in asset prices. Consumers have yet to feel their dollars getting weaker, which may explain much about why a traditional inflation hedge like gold isn’t getting a lot of attention. That may change in the months ahead, particularly if President Donald Trump can add his debt-financed infrastructure spending program to the tax cuts recently passed. Both initiatives represent fiscal stimulus for Main Street, and a shift from Wall Street oriented monetary policy including Quantitative Easing.<br><br><br>For all the international success of Japan’s big, well-known companies, many still lag behind their global rivals in the most important markets. Why are General Motors and Volkswagen more successful in China than Honda and Toyota? Why are LG and Samsung bigger in India than Panasonic and Sony? Why is IBM larger in Japan than Fujitsu is in the United States? These questions are more than academic. Survival for many Japanese companies may depend on their ability to greatly increase overseas revenues and profits, given demographic and economic trends that suggest slower or stagnant growth in the home market. Even Japanese companies with established global businesses face stronger competition and must rejuvenate their overseas business models.<br><br><br>Building a globalized company will require many Japanese executives to think in new and unfamiliar ways about organization, marketing, and strategy. The approaches that proved successful in the past—for example, replicating practices from the Japanese market in foreign operations—have outlived their usefulness. Japanese companies are less global than peers from other countries. The good news is that the sleeping giant that is Japan Inc. has begun to awaken. There’s an uptick in international mergers and acquisitions, a new sense of urgency in boardroom discussions, and a few bold moves by Japan’s more progressive companies to use English as a global corporate language and to recruit talented non-Japanese executives. Still, as with most such awakenings, the pace is slow and the approach often opportunistic and confused rather than strategic.<br><br><br>For the past 40 years, Japanese companies achieved global leadership by dominating their home market, but no longer. Japan’s population is expected to fall from 127 million today to less than 100 million between 2040 and 2050. A declining population will almost certainly reduce the absolute level of private consumption, along with tax revenues and, potentially, overall GDP. 2.7 trillion), 59 percent of GDP. It is (optimistically) forecast to reach 293 trillion yen in 2040, with an underlying assumption of an absolute increase in GDP per capita of more than 50 percent—something that is difficult to fathom in the current deflationary environment.<br><br><br>Another economic issue is lagging productivity at home. Despite a handful of world-leading industries and companies, Japan has among the lowest labor productivity rates of any major developed country. Japanese companies are therefore generally less competitive and more vulnerable to foreign attackers at home. Japanese workers tend to be among the world’s most diligent, but they are both collectively and individually inefficient—particularly those who do not toil in factories. Meanwhile, foreign competitors have penetrated Japan’s once-insular market, taking advantage of the Japanese consumer’s enthusiasm for digital commerce and new openness to foreign products. In many ways, these consumers, long touted as unique, behave increasingly like their counterparts in Europe and the United States: what they want is value. In a Japanese context, value means products that look attractive or stylish but are nonetheless significantly less expensive than traditional offerings.<br><br><br>With a few exceptions, Japanese companies have been slow to offer such value, giving foreign competitors a chance to muscle in, especially those that have significant control of product distribution. Businesses have attracted consumers around the world by offering some combination of value and an exciting shopping experience (Costco, H&M, IKEA, Zara) or a simple, intuitive user experience (Amazon, Apple). Other companies, such as Wal-Mart, use their global footprint to bypass Japan’s multilayered distribution system and thus to introduce products at prices significantly lower than the Japanese competition’s. While the overall share of foreign competitors remains small, their growth rates often far exceed those of most larger Japanese rivals.<br><br><br>Japanese companies once were leaders in providing innovative products appealing to consumers in developed markets. But consumers in fast-growing emerging markets have different needs. Japan has found that trying to identify them in R&D labs at home—the typical approach—is a challenge. That issue is not relevant only to emerging markets; Japanese companies must get closer to their customers everywhere. The current, made-in-Japan model is insufficient. In fact, the emerging corporate-innovation model is globally collaborative, with product ideas, customer insights, money, and talent coming from all over. Procter & Gamble, for instance, reports that more than 50 percent of its innovation initiatives involve collaboration with outsiders.<br><br><br>1.7 billion. What makes traditional Japanese lab-based R&D less effective today? In short, increased competition from China, South Korea, and Taiwan; the wide availability of component parts; and an increasingly fast speed to market. Investment in research and development is often seen as a proxy for innovation, and it is true that Japan is a leader in R&D, spending 3.8 percent of GDP on it. But this view misses a crucial point: innovation across many categories once dominated by Japan now comes from outside the country. A 2010 report by the US-based National Association of Manufacturers listed Singapore and South Korea as the world’s top two countries for innovation—far ahead of Japan and even ahead of the eighth-ranked United States. Many Japanese companies should be global leaders, given their manufacturing and technological prowess and overall size and scale.<br><br><br>But they are not. We analyzed the ten largest Japanese companies in each of 16 industries to better understand their global profiles. On average, Japan’s ten largest companies in 15 of these industries—automotive is a notable exception—are less global than their overseas peers, as measured by the percentage of revenues, assets, and stock ownership outside Japan. By those measures, Japanese companies made no progress toward globalization from 2006 to 2009 (exhibit). Japanese companies are less global than peers from other countries. Averages don’t tell the whole story, and some Japanese companies are quite global even by these standards. For most, however, globalization is a work in progress. McKinsey’s experience in Japan suggests five steps—across organization, marketing, and strategy—that its companies should take to globalize successfully. Many Japanese companies understand the benefits of globalization. But their executives may lack a compelling "globalization story" for employees—global goals, aspirations, and value propositions.<br><br><br>Are these widely understood and properly communicated in a way that excites and energizes the organization while addressing the anxiety that comes with big changes in direction? Spending time and effort developing such messages may seem trivial, but a globalization effort won’t get far unless employees are on board. Shiseido illustrates some attributes of a successful case. The company’s senior executives must, for example, explain the globalization story in a way that makes it meaningful to other employees. When Shiseido’s Shinzo Maeda (now the company’s chairman) became chief executive officer, in 2005, he made globalization a top priority. Senior executives should understand a company’s distinctive strengths and capabilities clearly and ensure that they form part of its global strategy. For Shiseido, this means training and technology.<br>'