Against a backdrop of slowing consumer spending in mature markets, FMCG manufacturers and retailers are now facing a series of new, complex and often unexpected challenges.
On the one hand, consumer and customer behaviours have changed dramatically, with more "responsible" and "reasoned" purchases. Increasingly "digital" and multi-informed, the consumer is also becoming less loyal and more opportunistic.
At the same time, distribution methods have changed significantly, the hypermarket format continues to suffer, and new channels are taking over increasing importance in sales: the Internet channel, Hard Discount, the Drive... all channels that make markets increasingly competitive, allow consumers and customers to compare prices, and require increased expertise to master their specific challenges.
Finally, faced with increased pressure on margins, on the one hand linked to inflation and the crisis, and on the other to pressure from shareholders, the value chain often needs to be rethought, to improve the company's profitability and rationalise the cost structure.
In this context, companies need to attract and recruit new profiles of leaders who are more agile and comfortable with complexity. These leaders should possess enhanced skills related to the transformations they often have to lead: digital proficiency, data orientation, strong leadership and teamwork capabilities, strategic management and influence skills, creativity, the ability to design novel processes, adeptness in leading change and people, and proficiency in implementing CSR policies while embodying corporate values.
