Rejoice had been declining for four years. It was the smallest brand in P&G's hair care category, with the smallest budget, and most people had quietly written it off.
The market research pointed toward a full restage: new formula, new packaging across 40 SKUs in two markets, repositioning, and a 10% price increase. It was a lot to ask for a brand with limited resources and a track record of losing ground. I built the case, got leadership aligned, and pushed it through.
Getting cross-functional buy-in meant working through each team in their own terms. Finance needed to see the P&L logic before they would move. Supply chain needed a realistic timeline. Once they were on board, I coordinated five agencies executing simultaneously across TV, social, and retail.
The argument that moved the room wasn't about the brand itself. Rejoice was functioning as a cash cow that funded P&G's premium brands in the category. Framing the investment through that lens made the numbers make sense to everyone who needed to approve them.
Results
- Brand turned around in 6 months
- 10% revenue return
- P&G CEO Award: top 2% of the entire organization
- Fastest anyone in Hong Kong and Taiwan Hair Care had earned it from their start date