Focus and simplification are very \udmuch in vogue in many of the \udworld’s biggest consumer products \udcompanies. For example, Procter & \udGamble’s concentration on its largest \udbrands, largest customers and largest \udmarkets since 2000 has been a major \uddriver of growth, and Unilever has \udembarked on a similar strategy of \udfocusing on its top 50 brands.\udBut focus brings inevitable \udchallenges as well. What happens \udto the products that don’t make \udthe cut? Do you sell them off? Do \udyou run them as cash cows? Or do \udyou encourage your teams to grow \udthem without corporate support? \udAnd what about the marketing and \udresearch personnel who aren’t in the \udfocal group: do you encourage them \udto move on, or do you continue \udto look for ways to motivate and \udengage them? These are tricky \udstrategic challenges, and they require \udthoughtful managerial responses
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