Ricky Rinaldy (Okkie)

Everyone loves to talk about the strategy behind M&A deals. But the thing I’ve learned watching FMCG leaders up close? Deals don’t fail because of bad strategy. They fail because of people. It’s never the financial model that breaks first — it’s leadership misalignment. I see it happen all the time in FMCG — especially in Private Equity backed environments. The model looks perfect on paper: → Acquire a few fast-growing brands → Roll them into a global portfolio → Drive efficiencies, cost synergies, market expansion But then the integration starts — and suddenly things look very different. Because what the spreadsheet doesn’t tell you is: → The founder isn’t used to quarterly board meetings with EBITDA pressure → The CMO is still running a startup playbook in a scaled organization → The CEO doesn’t align with the go-to-market model in a new geography → The commercial leaders can’t navigate two different company cultures merging overnight And this happens more than most will admit. In fact — Bain & Company data shows 70% of M&A deals underperform expectations. And culture is one of the top 3 reasons. In the FMCG space — where brands carry legacy pride and deeply embedded ways of working — leadership integration is no longer “important.” It’s non-negotiable. Great M&A outcomes today don’t just come from smart strategy. They come from: → Leadership teams that trust each other faster than the market moves → Leaders who can flex between entrepreneurial scrappiness and corporate discipline → People who know when to protect brand identity — and when to evolve it And here’s what I tell my clients: If leadership alignment is not your #1 risk mitigation strategy in M&A — you’re not just betting on growth. You’re betting on luck. The smartest investors I work with in FMCG? They’ve learned this the hard way. They’re doing culture diligence as seriously as financial diligence. They’re assessing leadership “integration readiness” before the deal closes. They’re hiring talent not just for operational excellence — but for the ability to navigate ambiguity, pressure, and transformation. Because the future of FMCG M&A won’t be won by the best strategy. It will be won by the best people. Drop me a message — I’m always up for a conversation on building high performing teams. #FMCG #ExecutiveSearch #PrivateEquity #MergersAndAcquisitions #Leadership #CultureIntegration #ConsumerGoods #HiringStrategy

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In FMCG, we spend a lot of time debating who owns growth Sales, Marketing, or Digital transformation. The truth is, growth shows up only when all three move together. The shopper doesn’t see departments. They see one brand, one price, one experience whether they are instore, on an app, or watching a reel. That’s why the best performing companies are tightening the link between teams instead of building new silos.  •  Sales teams are using shopper data to plan distribution, not just chase targets.  •  Marketing teams are making budget calls based on what actually converts, not just what trends.  •  Digital teams are sitting inside business reviews, not outside running reports. When communication, content, pricing, and availability are aligned, everything moves faster and costs less. The next leap in FMCG won’t come from more tools or more meetings. It’ll come from better rhythm between the people who already drive the business. #FMCG #CommercialExcellence #BrandGrowth #DigitalExecution #Leadership

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In FMCG, the toughest challenge is not sales. It’s cash flow. Credit-driven markets can exhaust even strong businesses. What I’ve learned over the years: • Protect your cash flow like oxygen. • Don’t get blinded by turnover alone. • Growth must be healthy, not just fast. Sometimes, survival is about discipline more than expansion.

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FMCG Customer Channel Development: Navigating the Future Executive Summary The Fast-Moving Consumer Goods (FMCG) sector is undergoing fundamental transformation. While traditional principles remain relevant, success now requires a sophisticated integration of innovation, technology, and strategic planning. This framework outlines key pillars for modern FMCG sales leadership. Strategic Distribution Excellence Market Penetration Strategy Distribution expansion must be driven by data-backed consumer insights and strategic Route to Market (RTM) planning. Key elements include: - Digital distributor management systems enabling real-time visibility and agility - Enhanced field force capabilities focused on sell-through metrics - Precision targeting of high-potential outlets based on consumer demographics Retail Execution Management Shelf Excellence Framework Successful in-store execution requires systematic implementation of: - Data-driven on-shelf availability optimization - Strategic new product deployment protocols - Channel-specific promotional strategies - Fair Share Index (FSI) monitoring and improvement Brand Value Proposition Consumer-Centric Approach Modern brand success depends on: - Deep emotional consumer connections - Integrated storytelling across touchpoints - Strategic shelf space utilization - Clear value proposition communication Market Leadership Strategy Competitive Advantage Development Sustainable market leadership requires: - Structured Joint Business Planning (JBP) with key accounts - Strategic ecosystem development in general trade - Investment in distribution quality metrics - Enhanced sales force capabilities - Strong retailer relationship management Digital Transformation Technology Integration Critical success factors include: - AI-powered decision support systems - Advanced analytics for market insights - Digital tools for operational excellence - Agile response mechanisms Implementation Framework Success in this evolved landscape demands: 1. Systematic capability building 2. Technology infrastructure development 3. Process optimization 4. Performance measurement systems 5. Continuous adaptation mechanisms Conclusion The future of FMCG sales leadership lies in balancing traditional fundamentals with modern capabilities. Organizations must embrace transformation while maintaining operational excellence to achieve sustainable growth.

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The PARETO PRINCIPLE in FMCG Sales and How it can be Optimized The Pareto Principle (80/20 Rule) states that 80% of results come from 20% of efforts. In Fast-Moving Consumer Goods (FMCG) sales, this typically means: > 80% of revenue comes from 20% of customers or products. > 80% of sales come from 20% of the sales force. > 80% of distribution success comes from 20% of retail outlets. > This does not in any way imply that the 20% should be neglected. Understanding and leveraging this principle allows sales leaders to prioritize high-impact areas, improve sales performance, and drive efficiency. ⭐ How the Pareto Principle Affects FMCG Sales Performance 1️⃣ Customer Concentration A small percentage of key accounts contribute the most to revenue. Retail chains and large distributors often drive the highest volume. 2️⃣ Product Portfolio Performance A minority of SKUs contribute the majority of sales and profitability. Overspending resources on low-performing products can reduce overall efficiency. 3️⃣ Sales Team Productivity A small portion of the sales team consistently achieves the highest targets. Uneven distribution of talent can lead to performance gaps. 4️⃣ Channel Effectiveness Some sales channels (e.g., modern trade, e-commerce) generate higher revenue than others. ⭐ Here is How Sales Leaders Can Optimize the Pareto Principle in FMCG ✓ Prioritize Key Accounts & High-Value Customers ✓ Identify the top 20% of customers contributing to revenue. ✓ Focus marketing and distribution efforts on high-revenue products. ✓ Introduce data-driven merchandising to ensure top products get prime shelf space. ✓ Identify the top-performing 20% of sales reps and analyze their strategies. Provide training and incentives to replicate their success across the team. ✓ Identify high-impact retail locations and allocate more resources to them. ✓ Optimize supply chain and logistics for high-performing regions. ✓ Leverage e-commerce and digital platforms ✓ Use Data Analytics for Decision-making ✓ Use AI and CRM tools to track customer buying patterns and optimize targeting. ✓ Implement dynamic pricing and personalized promotions based on top customers. ⭐⭐ Conclusion Applying the Pareto Principle in FMCG Sales helps sales leaders increase efficiency, maximize revenue, and enhance resource allocation. By focusing on high-impact customers, products, sales reps, and distribution channels, companies can significantly improve sales performance and profitability.

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📢 Route to Market: The Blueprint for FMCG Success. In the fast-moving consumer goods (FMCG) sector, a strong Route to Market (RTM) strategy is the foundation of growth and efficiency. It determines how products reach customers, optimizing distribution, sales, and engagement. Brands that master their RTM unlock competitive advantages, ensuring products land in the right hands at the right time. 💥Why Route to Market Matters RTM isn’t just about logistics—it’s about maximizing accessibility, efficiency, and market penetration. A well-designed RTM strategy enables brands to: ✅ Improve Market Coverage – Ensuring products are available across key retail channels ✅ Enhance Cost Efficiency– Optimizing resources for profitable distribution ✅ Strengthen Brand Positioning – Building relationships with retailers and distributors for sustained growth ✅ Adapt to Consumer Needs– Leveraging data-driven insights for better responsiveness 😍 Key RTM Models for FMCG Different industries require tailored RTM approaches. Here are the core models: 🔹 Direct-to-Retail (DTR) – Brands work directly with major retailers, improving shelf visibility and promotions. 🔹 Distributor Model – Partnering with regional distributors enhances market reach while maintaining cost efficiency. 🔹 Wholesale Channel – Mass supply ensures availability for smaller businesses and independent stores. 🔹 E-Commerce & Direct-to-Consumer (DTC)– Online platforms drive personalized engagement and convenience. 💥 Challenges in Route to Market Execution ⚡ Supply Chain Disruptions– Logistics inefficiencies can hinder timely product delivery. ⚡ Retail Competition – Gaining premium shelf space requires strong negotiation and strategic branding. ⚡ Channel Fragmentation– Managing multiple RTM pathways demands agility and precision. 📚 Optimizing Your Route to Market Strategy ✔️ Leverage Data Analytics– Understanding demand trends ensures better decision-making. ✔️ Strengthen Distributor & Retailer Partnerships** – Collaboration leads to long-term success. ✔️ Invest in Digital & E-Commerce Channels – Expanding RTM through online platforms meets evolving consumer behavior. ✔️ Build a Flexible Supply Chain– Resilience is key to managing market disruptions and adapting quickly. 📚Conclusion An effective "Route to Market" strategy is not just about distribution—it’s about ensuring your brand "wins in the marketplace" by reaching customers efficiently, driving profitability, and adapting to new industry trends. Companies that refine their RTM model gain a strong competitive edge in the dynamic FMCG landscape. 🪧 How does your business approach Route to Market strategies? Let’s discuss! 🚀 #RouteToMarket #FMCG #DistributionStrategy #RetailSuccess #ConsumerGoods

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