7 Lessons Learnt From FMCG Giants That Growth-Focused Companies Can Adopt
Debbie Morrison • October 25, 2022

Growing a business is similar to gardening. You nurture it, spend hours taking care of each plant, and do your best to ensure its survival. And just like how every plant has different needs to grow, there are different ways to grow a business.


The FMCG industry is one of the most competitive industries in the world, with a market projection of $15 Billion by 2025. To survive and thrive in such a competitive environment, growth-focused FMCG companies have to learn from the successes and failures of the industry’s biggest players.


Here are 7 of the biggest lessons in the FMCG industry.


#1 — Don’t Underestimate the Importance of Innovation

Innovation is the key driver in generating more revenue in the FMCG industries. That’s why companies must constantly develop new products and services that capture consumers’ attention. Leveraging innovation gives you with an edge in the industry by increasing your profitability, productivity, and growth.


To make your products more innovative, you can focus on the following:


  • Create products that serve a new purpose or solve a new problem
  • Improve on existing products by making them better in terms of quality, design, or packaging
  • Create products that are unique in terms of taste, scent, or appearance


Coca-Cola is a great example of an FMCG industry that uses innovation to its advantage. Over the years, Coca-Cola has developed several innovative products, such as Ginger Coke, which launched in Australia in 2016. 


The limited-edition flavour was the product of consumer research which revealed a high crossover between cola and ginger ale shoppers in Australia. Doing so helped Coca-Cola capture the attention of its Australian consumers and drive revenue growth for the company.


#2 — Prioritise Marketing Efforts

A common mistake that FMCG companies make is underestimating the importance of marketing.


The most successful FMCG brands have excelled by combining digital and social media marketing efforts. FMCG companies that don’t have a solid digital marketing strategy risk losing out on potential customers to their competitors who actually have invested in gaining a foothold.


A great example of a company that excels at marketing is Unilever. The company has over 500 brands in its portfolio, including Cheetos, Quaker Oats, and Tropicana. In 2020 alone, Unilever invested around $7 billion in marketing, against $57.942 billion in revenue.


The company is also very active on social media, with over 100 million followers across its brands’ social media accounts. Indeed, Unilever has effectively integrated its digital and social media marketing efforts, which helped them reach a wider audience and promote its products more effectively. 


#3 — Build Trust Through Transparency

Over 94% of consumers say they prefer brands that offer transparency.


To get a hold of the majority of consumers, you want them to trust your brand—and being transparent about your products and manufacturing processes is a good way to do this. Therefore, FMCG brands need to be open and honest about what goes into their products and how they manufacture them.


Doing so allows companies to build trust with consumers, leading to brand loyalty and, eventually, higher sales. PepsiCo is a great example of a company that has built trust through transparency.


The company regularly publishes reports on its progress in terms of sustainability and environmental impact. It also provides detailed information on the ingredients used in its products and the manufacturing process. This allows consumers to make informed decisions about the products they buy and whether or not they want to support PepsiCo.


PepsiCo’s transparency efforts helped the company build a strong relationship with its consumers, which resulted in higher sales and brand loyalty. As a result, in 2021, PepsiCo’s annual revenue was $79.474 billion—a 12% increase from 2020.


#4 — Dominate the Local Market

Small businesses may not be able to go toe-to-toe against large multinational companies. But there’s one arena in which huge FMCG brands can’t compete with small businesses–and that’s being a local brand.

Local brands have the advantage of being familiar to consumers and tapping into the local market. So, focusing on dominating the local market is a way to succeed.


For example, Australians love their coffee and are very loyal to local coffee brands. Case in point, Starbucks failed in Australia because they couldn’t compete with domestic brands and didn’t understand the unique needs of the existing Australian coffee culture.


In order to dominate the local market, FMCG companies have to understand the local culture. Then, they can tailor their products and marketing efforts accordingly.


#5 — Work With A Team You Can Trust

In the FMCG industry, it’s especially vital to have a team of reliable professionals because of the fast-paced nature of the industry. Companies have to be able to adapt quickly to changes in the market and the needs of consumers. And having a team that you can trust will make it easier for you to make quick decisions and implement changes effectively.


As a growth-focused company, you need a strong team that can work together and support each other. As much as it’s costly to hire professionals to be part of your team, working with experts you can trust is vital to maintain the quality of your products and services. 

The bottom line is if you want to succeed as a growth-focused FMCG company, you need to surround yourself with a team of reliable professionals who can help you achieve your goals.


#6 — Understand Your Customers

It’s true, 42% of growing companies die because they focus on solving interesting problems instead of serving an existing market need. They are too caught up in creating products they believe their customers want rather than what they actually need.

In short, you don’t want your business to be too product-centric—you need to bring your ideas back down to Earth and make them more customer-centric.

A great way to understand your customers is by constantly communicating with them. To get feedback from your customers, you can use the following:

  • Surveys
  • Social media discussions
  • Customer service channels


Make sure you listen to what they say so that you can adjust your products accordingly.


An excellent example would be Nestlé. They eschew offering a single mass marketing mix to all their customers, in favor of separate marketing plans for each of their target markets. This tailored targeting has helped propel Nestlé into the ranks of the world’s leading FMCG companies, with a revenue of $95.70 billion in 2021.


#7 — Understand Your Competitors

As the old saying goes, “Keep your friends close and your enemies closer.” In the FMCG industry, it’s vital that you’re up-to-date with what your competitors are doing and be one step ahead of them.

Some ways you can stay ahead of your competitors are by:

  • Offering similar products at lower prices
  • Creating unique products that competitors don’t sell
  • Improving customer service


You can also use your competitor’s weaknesses to your advantage. For example, if they don’t have an online presence, that’s an opportunity for you to focus on digital marketing and tap into that market.


A great example is how Fonterra, a New Zealand-based FMCG company, outcompeted its rivals by focusing on digital marketing. Fonterra was one of the first FMCG companies to launch an e-commerce platform in China and focus on selling their products online.


By understanding the growing demand among Chinese consumers for premium milk from Europe, they were able to reach a wider audience and grow their business. In 2021, Fonterra’s revenue was 20.6 billion New Zealand dollars.


Grow Your Business With The Right Strategies

Running a business in a very competitive industry like FMCG is no easy feat. But, if you want your FMCG company to succeed, there are certain lessons you can learn from the giants in the industry.


Adopting the strategies of successful companies and learning from their failures will help you create a solid foundation for your business. From there, you can start to build your FMCG empire and achieve long-term success.


It’s no secret that the ability to innovate and adapt to changes is pivotal for FMCG companies to remain competitive in the years to come. And there’s no reason why your company can’t be an industry leaderーbut only with the right people leading your business.


At ELR Executive, we’ve spent the last two decades cultivating connections with the best professionals in the FMCG industry to help you succeed in this fast-changing world. So, if you’re ready to move your way up in the industry, we can help.



Reach out today to see how we can help you find the leadership you need to succeed. 


By John Elliott June 26, 2025
You don’t hear about it on the nightly news. There’s no breaking story. No panic. No protests. Just rows of vegetables being pulled out of the ground with no plan to replant. Just farmers who no longer believe there’s a future for them here. Just quiet decisions — to sell, to walk away, to stop. And if you ask around the industry, they’ll tell you the same thing: It’s not just one bad season. It’s a slow death by a thousand margins. 1 in 3 growers are preparing to leaveIn September 2024, AUSVEG released a national sentiment report with a statistic that should have set off alarms in every capital city: 34% of Australian vegetable growers were considering exiting the industry in the next 12 months. Another one-third said they’d leave if offered a fair price for their farm. Source: AUSVEG Industry Sentiment Report 2024 (PDF) These aren’t abstract hypotheticals. These are real decisions, already in motion. For many, it’s not about profitability anymore, it’s about survival. This isn’t burnout. It’s entrapment. Behind the numbers are people whose entire identity is tied to a profession that no longer feeds them. Many are asset-rich but cash-poor. They own the land. But the land owns them back. Selling means walking away from decades of history. Staying means bleeding capital, month by month, in a system where working harder delivers less. Every year, input costs rise, fuel, fertiliser, compliance. But the farmgate price doesn’t move. Or worse, it drops. Retail World Magazine reports that even though national vegetable production increased 3% in 2023–24, the total farmgate value fell by $140 million. Growers produced more and earned less. That’s not a market. That’s a trap. What no one wants to say aloud The truth is this: many growers are only staying because they can’t leave. If you’re deep in debt, if your farm is tied to multi-generational ownership, if you’ve invested everything in equipment, infrastructure, or land access, walking away isn’t easy. It’s a last resort. So instead, you stay. You cut your hours. Delay maintenance. Avoid upgrades. Cancel the next round of planting. You wait for something to shift, interest rates, weather, prices and you pretend that waiting is strategy. According to the latest fruitnet.com survey, over 50% of vegetable growers say they’re financially worse off than a year ago. And nearly 40% expect conditions to deteriorate further. This isn’t about optimism or resilience. It’s about dignity and the quiet erosion of it. Supermarkets won’t save them, and they never planned to In the current model, supermarket pricing doesn’t reflect real-world farm economics. Retailers demand year-round consistency, aesthetic perfection, and lower prices. They don’t absorb rising input costs, they externalise them. They offer promotions funded not by their marketing budgets, but by the growers’ margins. Farmers take the risk. Retailers take the profit. And because the power imbalance is so deeply entrenched, there’s no real negotiation, just quiet coercion dressed up as "category planning." Let’s talk about what’s actually broken This isn’t just a market failure. It’s a policy failure. Australia’s horticulture system has been built on: Decades of deregulated wholesale markets Lack of collective bargaining power for growers Retailer consolidation that has created a virtual duopoly Export-focused incentives that bypass smaller domestic producers There’s no meaningful floor price for key produce lines. No national enforcement of fair dealing. No public database that links supermarket shelf price to farmgate return. Which means growers, like James, can be driven into loss-making supply contracts without ever seeing the true economics of their product downstream. But the real silence? It’s from consumers. Here’s what no one wants to admit: We say we care about “buying local.” We say we value the farmer’s role. We share those viral posts about strawberries going unsold or milk prices being unfair. And then we complain about a $4 lettuce. We opt for the cheapest bag of carrots. We walk past the "imperfect" produce bin. We frown at the cost of organic and click “Add to Cart” on whatever’s half price. We’re not just bystanders. We’re part of the equation. What happens when the growers go? At first, very little. Supermarkets will find substitutes. Importers will fill gaps. Large agribusinesses will expand into spaces vacated by smaller players. Prices will stay low, until they don’t. But over time, we’ll notice: Produce that travels further and lasts less. Fewer independent growers at farmer’s markets. Entire regions losing their growing identity. National food security becoming a campaign promise instead of a reality. And when the climate throws something serious at us, drought, flood, global supply shock, we’ll realise how little resilience we’ve preserved. So what do we do? We start by telling the truth. Australia is not food secure. Not if 1 in 3 growers are planning to exit. The market isn’t working. Not when prices rise at the shelf and fall at the farmgate. The solution isn’t scale. It’s fairness, visibility, and rebalancing power. That means: Mandating cost-reflective contracts between retailers and suppliers Enabling collective bargaining rights for growers Building transparent data systems linking production costs to consumer prices Introducing transition finance for smaller producers navigating reform and climate pressure And holding supermarkets publicly accountable for margin extraction But more than anything, it means recognising what we’re losing, before it's gone. Final word If you ate a vegetable today, it likely came from someone who’s considered giving up in the past year. Not because they don’t care. But because caring doesn’t pay. This isn’t about nostalgia. It’s about sovereignty, over what we eat, how we grow it, and who gets to stay in the system.  Because the next time you see rows of green stretching to the horizon, you might want to ask: How many of these fields are already planning their last harvest?
By John Elliott June 20, 2025
If you're leading an FMCG or food manufacturing business right now, you're probably still talking about growth. Your board might be chasing headcount approvals. Your marketing team’s pitching a new brand campaign. Your category team’s assuming spend will bounce. But your customer? They’ve already moved on. Quietly. Like they always do. The illusion of resilience FMCG has always felt protected, “essential” by nature. People still eat, wash, shop. It’s easy to assume downturns pass around us, not through us. But this isn’t 2020. Recessions in 2025 won’t look like lockdowns. They’ll look like volume drops that no promo can fix. Shrinking margins on products that no longer carry their premium. Quiet shelf deletions you weren’t warned about. The data’s already there. According to the Australian Bureau of Statistics, consumer spending is slowing in real terms , even as inflation eases. The Reserve Bank confirmed in May: household consumption remains subdued amid weak real income growth . And over 80% of Australians have cut back on discretionary food spending , according to Finder. They’re still shopping, just not like they used to. A managing director at a national food manufacturer told me recently: “We won a new product listing in April. By July, it was marked for deletion. The velocity wasn’t there, but neither was the shopper. We’d forecasted like 2022 never ended. Rookie mistake.” That one stuck with me. Because I’ve heard it before, just in different words.