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Creating the approach to new business model exploration for a top beauty player

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Creating the approach to new business model exploration for a top beauty player

The
challenge

COTY recognised the need to evolve their process of D2C innovation and market disruption. Competition was increasing from challenger brands who were more proactive in spotting emerging consumer trends, and quickly capitalising on the opportunities they created.

The challenge


COTY recognised the need to evolve their process of D2C innovation and market disruption. Competition was increasing from challenger brands who were more proactive in spotting emerging consumer trends, and quickly capitalising on the opportunities they created.

Our Approach


In the beauty industry, smaller, challenger brands are stealing market share from the larger corporates through disruptive propositions and business models. Challenger brands are more reactively spotting emerging consumers trends and capitalising on the opportunities, leaving Coty and other large CPGs under pressure to keep up. Coty needed to evolve their process of disruption from opportunistic to a disciplined approach with better prioritisation and coordination.

We partnered with the VP of New Business Models to create a 4-stage process to help Coty convert experimentation into disruption at scale along with defined criteria to qualify the priorities. We applied the first 2 steps of that process identifying the key opportunity areas for disruption and the most relevant business models to win in each of the areas.

Our Approach


In the beauty industry, smaller, challenger brands are stealing market share from the larger corporates through disruptive propositions and business models. Challenger brands are more reactively spotting emerging consumers trends and capitalising on the opportunities, leaving Coty and other large CPGs under pressure to keep up. Coty needed to evolve their process of disruption from opportunistic to a disciplined approach with better prioritisation and coordination.

We partnered with the VP of New Business Models to create a 4-stage process to help Coty convert experimentation into disruption at scale along with defined criteria to qualify the priorities. We applied the first 2 steps of that process identifying the key opportunity areas for disruption and the most relevant business models to win in each of the areas.

The Outcome


  • Developed a focused and repeatable approach to new business model exploration
  • Prioritised 5 opportunity areas
  • Identified the size of the prize and KPIs to measure success against

The Outcome


  • Developed a focused and repeatable approach to new business model exploration
  • Prioritised 5 opportunity areas
  • Identified the size of the prize and KPIs to measure success against
Maylis Joppé, Global VP innovation, Coty

“I felt like Manifesto was part of my team. ”

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