IE MBA application response Rahul Ghai
- 2. Personal Background Nationality Indian Education B.Eng (Honours), Mechanical Engineering, National University of Singapore, Dean’s List for Academic Achievement. Years in P&G 5.5 yrs Current Residence Singapore Life Beliefs Winning means willing, to go longer, work harder and give more. Innovation distinguishes between leading and following. TEAM – Together Everyone Achieves More. P&G Work Assignments Business Planning Manager Gillette Asia Pacific Nov 2016 – Present. Supply Chain Leader P&G Asia Pacific Perfumes Aug 2014-Nov 2016. Process Engineer P&G Children’s Safe Drinking Water Nov 2012- Aug 2014. Key Achievements Project Manager – Delivered projects to enable 10% ($40 Million) sales growth for Gillette Asia Pacific, highest growth in 10 years. Supply Chain Leader – CEO Award for top 1% of business leaders globally.
- 3. 2012-2014 – Manufacturing Operations (Process Engineer) 2014- 2016 - End-to-End Supply Chain Ownership (Supply Chain Leader) 2016- Present – Supply Chain Solutions to Enable Business Strategies (Business Planning Manager) Solid foundation in the ‘how’ aspects of FMCG. • Manufacturing • Supply Chain • Project Management
- 4. 2018-2019 (IE International MBA) – Short Term • Focus on FMCG • Business Impact Lab • Global Leadership 2019-2021 Corporate Finance (FMCG) – Short Term • Apply business fundamentals and learn to quantify success. • Assignment in Europe- industry hub and new location experience. 2021- 2023 Brand Leader at Country Level – Mid Term • Country-Level Business Owner. • Responsible for Business Growth and Profit Delivery. • Combine all skills from past career assignments and MBA. Long Term 2023- 2028 Regional Brand Manager 2028-2033 Associate Business Director 2033-2038 Global Vice President Build Knowledge in the ‘Why’ Aspects • Finance • Strategy • Brand Management Global Leadership Career Path
- 5. • Simulation of a Global Leadership Role. • Merge past supply chain experience with business knowledge from MBA. • Deliver the best value proposition and perfect the value model at a country level. What : Brand Leader for a Country • Most ‘entrepreneurial’ role in FMCG, country manager is the ‘business owner’. • Chance to innovate and create breakthroughs in top and bottom line growth. • ‘Training Ground’ For Leadership Positions at Regional and Global Level. Why : Leadership Role and Business Ownership • Leverage scale of a top industry player to connect e-commerce startups with consumer base. Grow and develop the online opportunity for FMCG. • Optimize Supply Chain, focusing on business measures instead of internal metrics. • Ensure the right product portfolio for the country and increased relevance of brand communication from a consumer’s perspective. How (Impact) : Innovation and Optimization
- 9. SUPPLIER MANUFACTURER WAREHOUSE RETAILER (ONLINE/OFFLINE) CONSUMER SEAMLESS FLOW OF PRODUCT SEAMLESS FLOW OF INFORMATION
- 11. FMCG Supply Chain Excellence Optimized Product Portfolio Balance of Base and Initiative Disruptive e-commerce Channel Consumers of the Future
- 13. GROUP VOLUME PROFIT EXAMPLES EXAMPLE STRATEGY GROUP A (TOP-TIER GOODS) HIGH HIGH LIQUID DETERGENTS STANDARD PORTFOLIO ACROSS GLOBE (TO REACH MORE COUNTRIES QUICKLY) GROUP B (NICHE GOODS) LOW HIGH FABRIC ENHANCERS NICHE, LOCAL PORTFOLIO (BEST CUSTOMER SERVICE FOR LUXURY CUSTOMERS) GROUP C (ESSENTIALS) HIGH LOW POWDER DETERGENTS, SOAP BARS KEEP A SMALL PORTFOLIO, ENCOURAGE UPGRADE TO TOP-TIER GROUP D (REDUNDANT) LOW LOW ANY OF THE ABOVE IF NOT SELLING GRADUALLY REMOVE FROM THE SHELF
- 14. FMCG Supply Chain Excellence Optimized Product Portfolio Balance of Base and Initiative Disruptive e-commerce Channel Consumers of the Future
- 15. Sales Time Since Product Launch Intiative (New Product Launch) Sales vs. Time Sales Time Since Product Launch Resulting Impact to Base Business (Existing Products) vs. time Sales Time Since Product Launch Overall Business Growth vs. Time New product launches lead to breakthrough growth in a particular segment Current business is cannibalized by new product or taken over by competitors. As a result, overall company growth remains flat in the long run • Continue marketing the base business and ensure no point of entry for competition. • Market Intelligence to estimate the right level of cannibalization, launch in different channels vs. base business. Suggested Approach ->
- 16. FMCG Supply Chain Excellence Optimized Product Portfolio Balance of Base and Initiative Disruptive e-commerce Channel Consumers of the Future
- 17. 70 10 10 10 % Share of Business by Retail Channel (2012) Hyper and Super Market (Lotte, e-mart) Warehouse Retailers (Costco) Pharmacies and Drugstores (CVS) Online (Coupang, Amazon) 50 1010 30 % Share of Business by Retail Channel (2017) Hyper and Super Market (Lotte, e-mart) Warehouse Retailers (Costco) Pharmacies and Drugstores (CVS) Online (Coupang, Amazon)
- 18. Consumers are going online faster than companies. Challenge to capture the online market. Founded in Jan 2011 $160 Million Sales - 2015 Purchased by Unilever for $ 1 billion - 2016
- 19. FMCG Supply Chain Excellence Optimized Product Portfolio Balance of Base and Initiative Disruptive e-commerce Channel Consumers of the Future
- 20. Consumers of The Future Personalized Products Why Consumers Care : Sense of identity from product purchase. How to Deliver :Innovative Customization Capability in Manufacturing Sites (Agile, Cost-effective). Value Communication Why Consumers Care : Able to check value-for-money online, information is more accessible, changing culture of Gen Y needs new communication styles How to Deliver : Clear and innovative communication of value claims and benefits to consumer. Fluctuating Tastes & Preferences Why Consumers Care : Increased availability of options. How to Deliver : Identify and define the consumer needs proactively. Lead change and drive growth with the right products to meet prevailing needs.