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These included some relatively small firms, such as Alberto-Culver Company (a US

These included some relatively small firms, such as Alberto-Culver Company (a US$1.4 billion company with a consistent track record of beating the market in shareholder returns, and that is being acquired by Unilever in 2011) and Church & Dwight Company (the $2.5 billion producer of Arm & Hammer products; the company has generated total returns far exceeding those of most other CPG companies).The value of coherence was demonstrated by other consumer products companies as well — including niche companies such as Ketel One, upstart competitors such as Starbucks, and such large, well-known companies as Coca-Cola, Pepsi Co, and P&G.Many CPG leaders have assumed that their chances of winning, in every region and every product segment, were enhanced by size.More salespeople, a bigger distribution footprint, a bigger advertising budget — these were the ingredients of success.There is some truth to this — a smaller company, especially one with a hit product, always has a better chance of showing dramatic growth because of its small revenue base.

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These included some relatively small firms, such as Alberto-Culver Company (a US$1.4 billion company with a consistent track record of beating the market in shareholder returns, and that is being acquired by Unilever in 2011) and Church & Dwight Company (the $2.5 billion producer of Arm & Hammer products; the company has generated total returns far exceeding those of most other CPG companies).

The value of coherence was demonstrated by other consumer products companies as well — including niche companies such as Ketel One, upstart competitors such as Starbucks, and such large, well-known companies as Coca-Cola, Pepsi Co, and P&G.

.4 billion company with a consistent track record of beating the market in shareholder returns, and that is being acquired by Unilever in 2011) and Church & Dwight Company (the .5 billion producer of Arm & Hammer products; the company has generated total returns far exceeding those of most other CPG companies).

The value of coherence was demonstrated by other consumer products companies as well — including niche companies such as Ketel One, upstart competitors such as Starbucks, and such large, well-known companies as Coca-Cola, Pepsi Co, and P&G.

But in reality, the industry is much more diverse and dynamic than the conventional wisdom would suggest.

Coherence seems to be particularly important in consumer products companies, where there is always a temptation to react opportunistically to changing markets, with brand extensions, new products, or acquisitions.

Why does it make such a difference to resist that temptation?

Instead, they are on par with most smaller companies and far behind a few in the important area of total shareholder returns.

(See Exhibit 1.) The history of the industry suggests that size was indeed a vital element in the past. One important factor in this was the rise of digital media.

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