Consumer goods strategy demands more than market knowledge — it requires the discipline to make hard choices across a portfolio when every business unit believes it deserves priority. With 25+ years as a consumer goods strategy consultant across FMCG, durables, media, and traded goods, I have worked with conglomerates managing multi-brand portfolios, regional players defending market share against multinational competition, and trading organisations evaluating new product categories. My work in this sector spans competitive positioning, portfolio rationalisation, market entry, and organisation design — consistently delivered at the senior leadership level, without junior teams or hand-offs. The three sample cases showcased below span India and the Middle East and reflect the breadth of strategic challenges consumer goods businesses face.
CASE 1 : STRATEGIC PLANNING | INDIA
Consumer Goods Conglomerate
Summary – One of India’s leading consumer goods conglomerate held a strong position in luggage but was losing ground across its other product lines. With multiple businesses pulling in different directions and profitability under pressure, leadership needed clarity on where to focus and how to win. A competitive assessment across each business unit, structured options mapping, and a facilitated leadership consensus process produced clear strategy statements per product line — with explicit decisions on which to grow, stabilise, or exit. Delivered with full leadership alignment and an actionable functional roadmap.
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CASE 2 : STRATEGIC PLANNING + ORGANIZATION ASSESSMENT | INDIA
Corporate Plan & Organisation Development — News Media Group
Summary – One of India’s oldest print media groups had added newspapers, magazines, regional brands, and an early online presence — but the organisation hadn’t kept pace, leading to strained management and declining profitability. The engagement assessed each masthead’s competitive position, defined brand-specific strategies, reviewed headcount and capabilities, and redesigned the organisation structure with clear roles and reporting lines. The result was an integrated corporate strategy and a redesigned organisation built for profitable growth across the portfolio.
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CASE 3 : BUSINESS PLANNING + MARKET ENTRY | OMAN + UAE
Market Entry — Bottled Water
Summary – A large Omani trading organisation wanted to replace imported bottled water with a locally produced brand, but needed rigorous validation before committing to manufacturing and distribution infrastructure. Consumer research covered SKU preferences, packaging, and pricing sensitivity. Trade research mapped distributor and retailer dynamics. A full channel architecture was designed and a business case built covering market share scenarios, manufacturing costs, and long-term return projections — enabling a confident investment decision.
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