Finding a mature personal-care brand's next source of growth in adjacent segments
Share gains in the core category were getting more expensive, and adjacency bets were being debated on opinion rather than evidence.
Growth case- A leading hair- and skin-care brand
- Client
- Personal care
- Industry
- Growth Strategy
- Solution
- 16 weeks
- Duration
Results
- Adjacent segments prioritised
- 14 → 3
- Time to investment decision
- 9 → 3 mo
- Pilot revenue vs. plan
- 118%
The challenge
The brand led its core category, but the category was growing at low single digits. Different teams were championing men's grooming, baby care, serums and body care, each with its own numbers. Without a common fact base, the board kept deferring investment and competitors were moving first.
Our approach
How we applied the GROW Framework — from data to decisions and measurable growth.
Sized 14 adjacent segments on market size, growth, profit pool and competitive intensity, using market data, e-commerce listings and a 2,000-consumer survey.
Tested each segment for both attractiveness and right to win: consumer permission for the brand, distribution overlap and manufacturing fit. Only three passed both tests. Scalp care and body care stood out, while men's grooming was attractive but the brand had low consumer permission there.
Agreed two priority growth pools and the entry route for each (brand extension or new sub-brand), and built a phased three-year investment case the board approved.
Launched a pilot in e-commerce and modern trade across four metros, with clear stage-gates on repeat rate and margin before national rollout.
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