{audio:0:00:01} Dominique, thank you for joining us. On the subject of building brands in Asia, you’ve had so much international experience and I wanted to ask you if we could dive into some case studies beginning, first, with Gillette, in China? Could we explore some of the lessons you learned from bringing established, Western brands into Asia and what you learned about the local consumer, in China, in that process?

{audio:0:00:42} I’ll focus, first, on Gillette, in China. China is a separate universe, even in Asia, because all the economic conditions and the ecosystems in China are a bit different, on one hand. But also very domestic; very focused on China. The interesting factor is that Gillette is a brand that has been established forever. To everybody that comes from the West, it’s relatively easy to market Gillette, because there is no awareness problem.

{audio:0:01:27} To some extent, Gillette had been in China for 30 years, as well. Having had some really good success, at some point, especially when the brand launched the first hand blades, which were plastic handles, relatively cheap, but still an example of modernity. At the time when China was opening, Gillette was one of those brands that surfed the wave of getting the best from the West and had some success with that. After a while, the market conditions had radically changed and one of the things that happened was that you could now get, today in China, a very good dry shaver, an electric shaver, which will cost you the same as a wet shaver; the same as the disposable handles that you are used to using with Gillette.

{audio:0:02:33} From an economic standpoint, the two propositions didn’t really match. The dry shaver, you can keep it for a couple of weeks, a couple of months. When it’s broken, you just dispose of it and you get a new one. It’s bad for the environment but that’s the way the economy works, today. We were struggling to position our offer. But that was only one part of the difficulty. The other part of the difficulty is that, for obvious reasons, Chinese men do not shave the same way as non-Chinese men, in general. What you have is, based on ethnicity, you will have various shaving needs. For example, I come from a mixed background, I come from the Caribbean, my dad barely shaves. I look at my mum’s brother, who is French and he shaves in the morning and if he goes out for dinner, he has to shave again, in the evening. You have these physiological differences where, in China, in particular, men don’t shave every morning or evening. Of course, there are some nuances and everything I am saying is broad strokes, to set the stage. But the reality is that the needs are not the same. The skin is not the same, in the sense that the skin, with the weather not being the same and the skin not being subject to the same type of aggression or external environment, has different needs, for softness, for care, for closeness of shave.

{audio:0:04:24} So on top of the economic hurdle that we had, we had a product barrier, because all of our products were designed in the West, tested in the West, very intensively. It’s a Catch-22. Because the Chinese market was not such a big market, it was not a market for where we would, necessarily, design the product.

{audio:0:04:49} A couple of years back, everybody sat down and thought, if we really want to crack China, we have to do things right. That started by being able to manufacture the right product, for the Chinese consumers. The P&G philosophy, I would say, is that if you have the right products that answer the true consumer need, you will not necessarily have a value problem, because you will give a lot of value to your consumers. You can price that high, in comparison to the market. The idea was, if we want to fight with price, we don’t stand a chance. If we want to fight with a poor-performing product, we don’t stand a chance. We need to have a superior product, so that we can ask the price that makes in economically viable for us to grow in China. That was the whole set up.

{audio:0:05:48} That was the product we relaunched. We started the work about two years ago. The other thing was that we realized that we couldn’t market it, based on the same functional benefits. As we discussed last time, every brand has a functional benefit that it wants to own and, in the West, it was very often this idea of the close shave; the shave that doesn’t leave any marks after and that doesn’t trigger any nicks or cuts. Your skin is perfect. You don’t get any rashes, redness or any cuts. You shave in the morning and you can go out and you’re good to go. The type of products we had engineered before were a bit too harsh on the skin and were creating more nicks and cuts than we wanted. The engineers completely redesigned the product. It is still a reusable handle, with cartridges, but the way the cartridges are being processed and manufactured is radically different.

{audio:0:07:15} Instead of pulling the hair out, it pushes the skin down, so it can give you a close cut, but without having the blades in contact with the skin. Once we had that, we realized that when we tested the product, our potential users were saying, it’s like their first skincare routine, in the morning. It is more than shaving; it’s the way they take care of their face and it’s the way they take care of their skin. Men, in general, don’t take that great a care of their skin. They have a couple of products, if they’re advanced. They will have, maybe, a moisturizer and something to protect from the sun, but that’s pretty much it.

{audio:0:08:08} Turning the act of shaving into a skincare routine was the way we decided to pitch the new product. That was positioning the brand more on skincare, than on the shave care benefit that we had established for everywhere else in the world. That type of decision creates a lot of discussion, internally, as well. Of course, you have people who have been there forever and who will tell you that this will not work, that the core of the brand is shave care and that it’s bastardizing the brand to move it to a skincare product.

{audio:0:08:55} Then you have to be relatively confident that you are doing the right thing, that you have the right input in the system and the input is the consumer information that this is the product they need, this is the product they want and this is the product they are going to pay for. Then you realize that, even within a global brand, like Gillette, what matters is that the look and feel, the personality of the brand, is locally relevant, but very consistent globally. The rest of the offering has to be totally adjusted to the local market situation. That goes from the product to the way that you market and advertise it.

{audio:0:09:42} China has seen an explosion of social commerce, where you have social platforms where you can, actually, also sell your products. Imagine Amazon, where you would go on Amazon, to be entertained and then you’d buy something on the site. This is, pretty much, Tmall today, where you have live streaming and you have viewers who stay two hours, watching a live streaming from a local celebrity, and during that show, they can also buy a product. We realized that, with Gillette, because we knew our target, we could try these new types of approaches. We decided we didn’t want to launch with a normal, national TV coverage, which costs a fortune and gives you massive awareness. We thought that we had to tackle the launch as a very progressive launch, where we would launch first, in one region, and then expand to the other regions and make sure that were hyper-targeting, each time. That we delivered the right message, to the right target, in the right circumstances.

{audio:0:10:55} We launched an agency review and we collaborated with the agency that gave us the best type of, what we called at that time, personalization at scale. Being able to talk to a 15-year-old or a 25-year-old, with the right message, at the right time, on the right platform.
{audio:0:11:16} This idea of localizing the product and then localizing the execution plan, is what made that launch very successful. It turned the tide, for the launch of a reusable, wet shave product, in China where, for the first time in many years, we had a product that could compete, that would ask a higher price point, but that would be acceptable for consumers, because it was also providing a superior experience.

{audio:0:11:51} How did you approach the execution of this localized and progressive marketing strategy?

{audio:0:12:02} We decided to handle it totally locally. We decided that we would not even try to reuse anything that already existed, elsewhere. Of course, Gillette, as a brand, has global partnerships, global tie-ins, global agreements and we decided we would use those, with very famous athletes, with very famous institutional organizations. But everything else, that was not part of a global deal, would be developed from the ground up. For instance, understanding which type of scientific body you want to talk to, because if you’re talking about skin, it’s good to talk to a skin specialist, in China. That skin specialist could be a dermatologist or it could be a beautician. Because Gillette was a masculine brand and men don’t go to beauticians much, we used the traditional dermatologist. But you could very well imagine that you would have to go the traditional Chinese medicine, as well, to partner and collaborate with some of the spokespersons, to support your claim of a skincare product.

{audio:0:13:36} When you work with a celebrity, there is some merit in having David Beckham as your global ambassador, but there is also some merit in having the cool kid, round the corner, who has a channel with 30 million followers, be your brand ambassador. You have to decide, based on the available budget, how much you want to allocate to each of the communication legs. You also have to be very humble there, because sometimes – and it was not David Beckham, obviously – even David Beckham does not have as much attractivity in a market as the local hero. You need to really rely on the knowledge of your local team, to understand what will resonate with the local target audience. Based on that, you adjust.

{audio:0:14:34} Gillette is a brand that has always worked with artists, sportsmen and the scientific community. Those pillars do not change. But what kind of artist are you going to use? It may be a pop singer; it may be live-streaming heroes. It may not be the megastar from Hollywood. When it comes to sport, you may want to have somebody who is very anchored and rooted in the local sport and, not necessarily, a Formula 1 driver. That’s a trend a lot of multi-nationals are following, these days. More and more, you go for relevance that requires that you have local executions. The challenge for a marketer is to understand what has to be local and what can be regional or global.

{audio:0:15:35} For me, having lived, travelled and worked in all the regions of the world, I would say, the first sentence I always heard, when I went to a new region or a new country was, we’re different; it will not work here. For a lot of Europeans, for instance, we all think we’re very different from each other, but the minute you set foot in Asia, you realize that there is a lot in common, with the Europeans. Our culture is so common; our history is so common. That binds us together. Advertising is just a reflection of society. It doesn’t create trends; it just surfs on the waves of the trend. You have to understand that cultural background, as well. Personally, I’m a huge proponent of understanding cultural intelligence, the CQ, and I’ve worked a lot with a company called Hofstede Insights, to really get to a professional understanding of that. China has a different cultural background and you can use that to totally localize your plan.

{audio:0:16:52} Maybe we can approach the story of Downy, within that paradigm and to look at some of the successes you experienced there, with that particular case?

{audio:0:17:11} Downy, in itself, was a bit different. When you are a marketer for FMCG, it’s very rare that you come across a new category. Downy is a fabric softener. For those who are not familiar with it, it’s the extra boost you put in your washing machine, to have either a special scent or a special softness. If you want to wash your towels in your machine and you put a bit of Downy, they will be much fluffier and they will smell better. In different markets around the world, the fabric softener business is either more directed towards scent – I want my clothes to smell good, no matter what happens in the day – or it’s more focused on softness. It’s an act of love to put fabric softener in your machine, because then it feels very comfortable. It’s a very comforting feeling to put something on in the morning and feel that you’ve been wrapped in comfort.

{audio:0:18:28} We launched Downy in China and we realized, apart from a tiny market, concentrated in the main cities and mostly relying on imports, the fabric softener market did not exist in China. Even when we’re talking about fabric softener, people do not know what we are talking about. There are two ways to go about that. You take the old playbook that you launched fabric softener with, in Europe, 50 or 60 years ago, you modernize it and you do it for your market, today. I’ve done that and it can work. You have a lot of education to do, you have to explain what the product does, how it works and what the consumer will get out of it. In China, we decided that we didn’t have the time as it’s a slow-burning activity. We decided not to launch with our base product, with our basic fabric softener, but to launch with our most sophisticated product. It was the fifth generation of fabric softeners, in Europe or US, which was little scented beads that you add to your washing machine drum and which give a scented boost to your garments.

{audio:0:19:55} The hunch was, we need to give the Chinese consumers our best existing product. We don’t have the luxury of time to build a category. But it might be, somewhere down the line, we’re going to launch the more basic product but, for now, we are going to launch with our best offer. We launched it because of the price point. We are launching it to a population that is very open to newness, that is very open to innovation, that is very open to a, kind of, hedonistic lifestyle. You find those people in tier one cities, in China. If you’ve ever been to Shanghai, you will realize that Shanghai doesn’t have anything to be jealous of, with any other city in the world. Whatever you find in New York, you’ll find it in Shanghai and will probably be bigger, shinier and newer, because it was all built in the last 30 years.

{audio:0:21:01} The idea was, let’s look for that kind of very advanced, progressive target, in cities like Shanghai and sell them our best product, but make it a fashion statement, for your garment. Not something about scent, not something very functional, but more of a fashion statement. We’ll launch the product as a little secret that had been imported, directly from Hollywood. We had a tie-in which, for me, was very disturbing, at first, I have to say. One of the propositions was to have a tie-in with the magazine Cosmopolitan and with the Victoria’s Secret annual show. Having launched or worked on fabric softeners for about 10 years, I was thinking, it has nothing to do with us. It doesn’t have a strong strategic bond. It doesn’t have a strong bond if you look at it through the filter of the functional benefit. If you look at it through the filter of the fashion statement, to use Downy beads with your party clothes, it makes total sense to be portrayed alongside a brand that stands for beauty, modernity and for the type of risqué attitude.

{audio:0:22:31} So what we did is, we sponsored the show and we also sponsored the up and coming Chinese model, who was going to take part in the show. Again, we used the Chinese platforms. We used the most relevant platforms for our target, to push our content out. We launched Downy in China, without one dollar spent in offline media. It doesn’t mean that P&G doesn’t believe in offline media; it just means, for that specific launch, for the objectives we had, we realized that we could meet the objectives with online media. More than anything else, we could track the results immediately. We could have this fantasy of real time marketing, because we could check what was working and what was not. We could readjust, we could shift the media investment from one platform, from one site, to the other, as we were going. We could also see which variant sells more or sells faster. Is it the rose scented one or is it the lavender scented one or the cotton scented one?

{audio:0:23:47} All of these dimensions made us feel very confident that we were on the right track to be a success. The launch was a massive success. At the time, we had the most successful launch, in the last 10 years, for P&G, for a major brand. It gave us enough confidence to then expand the launch, nationally and then invest the money, as we go, to make sure that we also get the awareness and the repeated awareness that we needed, for the brand to be a sustainable success.

{audio:0:24:28} If we draw out some principles here. You mentioned this concept of cultural intelligence. What can you summarize for us, on the subject of your framework, for developing and understanding cultural intelligence, that clearly, in these two cases, helped you position a product in a very relevant way, to local consumers?

{audio:0:24:58} I use that as a marketer. I am not an expert, I am not an anthropologist, I am not a scientist. I have been trained to understand the different cultural models. One of the things I realized is that the importance of the individual, as opposed to the importance of the community, varies massively from one culture to the other. Western society tends to me more individualistic, broadly. Asian societies tend to be more based on the harmony of the group. It influences the type of dynamics that you will represent in your communication.

{audio:0:26:01} If we go back to Gillette, as a brand, it was a very macho brand, I would say, full of testosterone, the guy was the hero, the best a man can be. It’s the alpha male who is leading the pack. That alpha male is what, as a Westerner, I aspire to. Whether I can verbalize it or not, I recognize the archetype and I recognize the cliché and I can understand what that amazingly good-looking guy is about. It’s all about success. The mental representation for success might be totally different in an Asian society. If you want to express success for your communication, you have to stick to what the cultural norm is, in one culture, for success. It may not be a very good-looking individual. It may not be based on an individualistic story, where the goals are achieved by one single individual. It may be more based on a story where the goals are achieved by a group, or within a group, where the hero is the leader of the group, but not isolated from the pack.

{audio:0:27:27} You have all these dimensions that you can integrate. One is this idea of relationship to self and relationship to the group. The other one is the idea of vanity; the badge value of buying one product versus the other. This also correlates quite well with the importance of the brand. You have markets where consumers are absolutely not loyal, or the idea of loyalty is irrelevant, because consumers will have a set of two to three brands, from which to tap, depending on their mood, depending on the promotion, depending on the current situation. As a marketer, you want to be part of that top two or three.

{audio:0:28:17} In some markets, where the importance of the brand is much higher, in some cultures, where the vanity relationship is much higher, you want to be known as the one who sticks to the brand, for instance. Think of it as the luxury market. The badge value of having a Cartier watch, is massive in some cultures, because even at the subconscious level, it will be recognized as a sign of success. In different markets, irrespective of whether it’s a Cartier or a Rolex, it will have to shine, because if it doesn’t shine, if it’s not in pure gold, it will not be seen as a sign of wealth or as a sign of having made it. You can still be a badged brand, with a Cartier, but you have to play it differently from one culture to another.

{audio:0:29:26} That also fits the local tastes for things. When you work, for instance, on fine fragrances or on beauty products, you realize that, sometimes, being cheap is really bad. If it’s cheap, there is, in some cultures, the belief that it will not work very well. You realize that you have markets where the dynamic of the market is that the more expensive it is, the better quality it is perceived to have. You don’t to short change those markets. You want to charge as much as you can in those markets. Otherwise, consumers will tell you, that can’t be that good, because it’s not expensive enough. You adjust that, as well.

{audio:0:30:25} Do you have examples where brands, in your experience, have got things wrong or a story of an attempt to import a successful Western concept that didn’t work and why it didn’t work?

{audio:0:30:49} As marketers, we don’t like to talk about our failures that much as if I tell you the story, people say, it was so obvious that that wouldn’t work. But I’ve worked on a couple of, I would say, not catastrophes, but I’ve worked on a couple of things that just didn’t work, because there was no need for the product, from the consumers. I have to say, we’re getting much better at it so our track record is getting much better.

{audio:0:31:33} Is it a failure to listen? Where does the chain break down, in these situations?

{audio:0:31:39} It’s a failure to listen and it’s a failure to interpret what you’re hearing. It’s what I call a good enough failure. You know the product is good enough to find a market and you assume, because it has always worked everywhere in the world, it will give you that extra 5% or 10% that the market predictions don’t give you, but you think you will need, to be successful. I’m trying to think of an example where we launched, we failed, we learned and we relaunched successfully. When I was in Latin America, we wanted to start selling the product in Brazil and the positioning that had worked, everywhere in the world, was that this pot of skincare cream will cost you as little as a fraction of the most expensive cream, but will do everything that an expensive cream does.

{audio:0:33:11} One of the lines we were using was that it was just as good as the scalpel when you go to the cosmetic surgeon. It was an alternative to cosmetic surgery, that cost you $30. We launched it like that because it had worked like that, in the whole world. We thought, don’t fix it if it’s not broken. We had test results that showed that, yes, it’s okay. Consumers understand the message, they get the right feeling for it. Remember, these qualitative test results do not really allow you to go deep inside, as to why it’s okay and are the results statistically different. So you settle for an okay result and then you forge ahead, because you are thinking, let’s build a church and then they will come. You launch with the right strategy, you know the strategy is right, you’re launching with the right positioning, you’re launching with the right go-to-market structure where there are more ladies in the supermarket. And it’s a total flop. It’s a total flop, because the one thing we have forgotten, the question that we didn’t ask, was not, do you want an alternative to cosmetic surgery, it was why do so many women, in Brazil, have cosmetic surgery. We realized, afterwards, that it was for issues, challenges or perceptions that had nothing to do with the skincare product they were using.

{audio:0:35:13} For them, it was not on the same level. If you tell me this is just as good as going to the cosmetic surgeon, I’ll tell you two things, as a consumer. One, no it cannot be that good, so I don’t believe you. Two, I’m going to the cosmetic surgeon, anyway, so I really don’t need you. In my career, that was one example that didn’t go down too well. Again, after that, we had to realize that the global menu that we had, would not fit in Brazil and we needed to find a way to take it, literally, door to door. That’s what we eventually did.

{audio:0:35:56} Back to cultural intelligence and really listening to your local customer, to drive relevance.

{audio:0:36:02} I would say, asking the right questions and being obsessed with, do we understand why they answered what they answered. One thing you learn with qualitative research is that it’s relatively easy to have consumers say yes or no. You present them with a concept board, for a new product and you ask your target audience, would you be interested in that offer; it will cost you $5? Everybody says yes. Because they haven’t had to actually give you the $5, to get your product. There is no fear of failure in that transaction.

{audio:0:36:45} The numbers that you get in a transaction like that, would you be interested in that product, at that price, could be totally irrelevant. You have the stories, from many brands that have launched, who had the back up of data saying, 75% of consumers said they would buy it, but in the end, only 25% buy. The declaration of, yes, of course I will buy it, doesn’t engage me as an individual; nobody is going to knock on my door and say, hey, you said you would buy and you didn’t. This is different from the setup where, in the research, you can actually try to sell the product and measure what the right price for the product is, and actually ask people to put some money on the table, to have some skin in the game, that if you agree to buy my product, I will give you a voucher for the next product. But I need to know that, today, you agree to put some money on the table. That, I would say, is the most radical change that I’ve seen, over the years. Today, you cannot just base a launch plan on one single piece of research that tests whether consumers love it or hate it. You have to understand why, can we fix it and can we come back with something that is better?

{audio:0:44:08} As we conclude, Dominique, is there anything that we have not touched on, that you feel is very important to communicate today, on the subject of building brands, cultural intelligence and, specifically, the Asian market?

{audio:0:44:24} There is one thing that I have seen grow in importance and I think it’s critical for the new generations. It’s to understand how to use technology for marketing. I’m not talking about technology for the supply chain or technology for deliveries, but technology for marketing. If we go back to the roots of marketing, which is to bring a product to market, for a target audience and ask for renumeration to do that, technology can help you understand to be much more granular on what the needs and desires of your audience are. But technology is also a trap. We used to say, my consumer is the 25 to 35 woman, who has a job and a family and is really split between housewife and contributor to the household. You can have more data, to tell me the color of her hair, how many times in a week she will change shoes and all that. But you still don’t know your consumers on a more intimate level.
{audio:0:45:34} Technology today can help you to get that intimate level of understanding. But not all technologies are equal. Be very cautious about the amount of data you have in your company, compared to the amount of data you are actually using. Make sure that you cross those two levels, that you are using all the data that have, but nothing more. That is when you will still keep being a marketer, still having a view on the consumer needs and desires and aspirations, but using technology for targeting to execution.

{audio:0:46:12} One of the things I’m looking at, as an individual, as a marketer is the impact of hi-tech and martech on the way we do marketing. How much more do we have to learn before we can evaluate, what is the right technology for our business. I feel very uncomfortable when I have a presentation from a start-up, I don’t understand half of what they’re saying and I don’t understand how I could use that, for my business. Sometimes, when it’s about start-ups, for instance, I go back to the founder and I tell them, explain to me, really, what your product does, what your service does and then I will see if I can match it with one of the marketing needs that I have.

{audio:0:46:59} This whole transformation, led by technology is one thing, I think, that has a lot of potential for further exploration.

{audio:0:47:07} That’s perhaps a subject for a future conversation as it’s a very rich topic.

{audio:0:47:16} This landscape keeps changing. It goes from small players to massive players. You have all these companies today, that are gathering billions and billions of data points. We need to understand, as marketers, how are we going to use that. You have GDPR in Europe, California law in the US. You’ll have more and more privacy concerns, everywhere. We have to understand what the right balance is, between what we can do and what it is ethically doable and how does that change our marketing function.

{audio:0:47:54} Just briefly, on that topic, what future do you see, in this context, for media agency business models and for the traditional WPPs of this world that are in the middle of this huge transformation, as someone who has had so many years of experience building brands? How much would you see yourself relying on these large agencies, to meet your needs?

{audio:0:48:25} I come from the agency world, so I have a lot of fondness for the agency world. I’ve seen so much great talent, in agencies, in general, from media to creative agencies. Today, you have different types of agencies, but in the creative services industry, I’ve seen an amazing amount of talent. The way I see the challenge is that that talent is not evenly distributed. If you work in an agency network, you know one of the offices is really good and the other one is really bad. I would say, the idea that one advertiser would work with one network, no matter what, because scale is more important than quality, is a thing of the past, today. It may have been the case 10 years ago. Today that’s gone. The area of the network is only relevant if the network is of a very constant quality. That’s my first vision for the future. Agencies have to be ruthless in their self-assessment of their quality.

{audio:0:49:49} The second part is the type of services you are going to give to an advertiser. There is no way, any advertiser today, can deal with the complexity of having 10 or 15 agencies to help him or her manage a brand in a market or in a region. The wider scope an agency has, the better it will be. The big question mark, which I don’t have an answer to, and which very smart and famous people, who’ve made billions in the advertising industry have expressed their vision, regarding the fate of holding companies, is data. Do agencies today need to have a handle on data? Are they too late in the game? When they are building their data coffers, you have other companies, such as the Googles of this world, the Alibabas of this world, the Tencents of this world, that are sitting on more data than we can use and that don’t need an intermediary agency to sell them data or to sell them a way to process data.

{audio:0:51:04} The challenge will be, how do you build your offer around data or should you build your offer on data, or as an agency, should you safeguard access to data, but have, in house, the capacity to handle that data? I think if you can combine those creative talents, that have always been at the core of the creative service agencies, with some level of automation and understanding of data, find that rare one, that has creative feel but can also use data and is not totally dismissive about data, I think that’s where the future is.

{audio:0:51:55} If you ask me, I would see the agency of the future being much more nimble than it is today and being focused on talent, and on talent that is curious enough to be able to go and tap the resources where they are, whether they are part of the company or not, based on the problem they are trying to solve for the advertiser. That could be an event, it could be an experience, it could be coming up with a product idea, or it could be a campaign. But I think the idea that you are only doing advertising is, today, not only irrelevant, it’s ridiculous. I haven’t seen advertisers pull out all their money. I’ve seen advertisers redistribute the money, based on who comes up with the big idea, who comes up with the factory that is going to distribute that big idea to all the platforms and to all the touchpoints. These are two different worlds. If you manage to combine both, you still have a winning proposition.

Building Great Brands: Launching P&G Products in Asia

Re-launching a brand in China: lessons from the re-launch of Gillette, adapting the product and branding for the local market

Launching a brand in China: lessons from the launch of Downy and the importance of highly specific customer targeting

The concept of ‘cultural intelligence’ and why it is a crucial part of a marketer’s toolkit

Case study on a major source of failure in launching consumer packaged goods: the failure to listen to your customer

How the needs of large advertisers like P&G are changing and what this means for media agencies like WPP

Building Great Brands: Launching P&G Products in Asia

Former Associate Brand Director - Fabric Care at P&G

inpractise.com/articles/building-great-brands-dominique-touchaud-asia

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Executive Bio

Dominique Touchaud

Former Associate Brand Director - Fabric Care at P&G

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