Two stories this week show a classic fork in the road for brands. One path widens the net and hopes for scale. The other tightens the focus and earns trust. My view is simple: chasing “everyone” is a fast route to nowhere, while disciplined focus still wins.
The Problem With “All Consumers”
Diageo’s new leader hinted at a big tent message. The idea sounded sweeping and safe on the surface. It also set off alarms.
reach “all consumers”
That phrase signals risk. It blurs who the brand is for and why it matters. It tempts teams to sand off the edges that make products memorable. It leads to bland ads, mushy pricing, and frozen decision-making.
I’ve watched this play out across many categories. When a brand aims at everyone, it speaks to no one. Segment clarity beats volume dreams. Distinctive memory cues beat generic reach. Shelf space is not the same as mind space.
There is a better question than “How do we reach all consumers?” Try this: Which specific buyers drive the next 12 months of growth, and what will make them choose us twice?
What Procell Teaches
In contrast, the note about Procell’s turnaround suggests a tighter playbook. While details were thin, turnarounds usually hinge on basics. They get the core right. They stop doing things that don’t move the needle. They pick a customer and serve them completely.
Focus is a growth strategy, not a retreat. It frees resources, clarifies the story, and makes every channel work harder. The best recoveries align product, price, and place around a sharp use case. That is how repeat sales compound.
I don’t need a deck of metrics to see the pattern. Brands that choose are brands that scale. The math favors relevance over reach for reach’s sake.
But Don’t Big Brands Need Big Tents?
Yes, breadth matters at scale. The counterargument says mass players must serve many tastes. True, but not with one vague message. The answer is smart portfolio design and clear jobs for each SKU and story.
Think in layers. Hold a broad umbrella, then build sharp edges under it. Own occasions one by one. Defend price tiers with distinct benefits. Keep memory structures consistent across the house.
Mass does not mean mush. You can be large and specific at the same time. What you cannot be is generic and loved.
A Smarter Path Forward
Here is the playbook I’d back right now. It leans into focus, not flattening.
- Define the top two buyer groups by value, not vanity demographics.
- Map their repeat triggers: occasion, pack size, price point, and channel.
- Cut low-yield SKUs that confuse shelves and stretch supply.
- Double down on distinct assets: colors, shapes, taglines, rituals.
- Set one metric that proves you’re winning: repeat rate or basket mix.
These steps force clarity and speed. They also keep teams honest about what moves growth today, not in some abstract future.
What I Want From Leaders
I want courage to say no. I want honest segmentation tied to cash flow, not vibes. I want campaigns that choose a hill and take it. Leaders set that tone. Words like “all consumers” make investors nod, but they can drain the work of its edge.
Great companies scale sharp ideas, not soft ones. They let each brand or sub-brand carry a real job, with a real enemy, in a real moment of use.
The Week’s Lesson
One headline tempted breadth. Another hinted at the gains of focus. I side with the second. The market rewards clarity, repetition, and courage. It punishes hedging.
If you run a brand, pick a specific buyer and win them twice. If you advise one, push for fewer bets done better. If you invest, watch for leaders who choose. That is where durable growth lives.
Stop trying to speak to everyone. Start saying something useful to the people who matter most. That’s how turnarounds happen—and how giants stay giants.
