Innovation
On the product side, the data showed that quality, design and new-to-market innovations are the strongest purchase drivers in a market largely driven by customers who consider themselves experimental and curious about spicing things up in their love life. To develop such a new-to-market innovation, I led user, market, and financial analysis of the broader wellness and beauty market, where management decided to prioritize its investments. The exploration of various segments - from intimate hygiene and antiperspirants to body fragrances, massage oils and aphrodisiacs - uncovered a lucrative gap that aligned with the client's brand and capabilities:

The intersection between premium fragrances and intimate care products.

As the European market for intimate care products is largely commoditized, an industry-wide assumption has established itself over the years: Customers are not willing to pay a premium due to a lack of product differentiation. Another assumption was that intimate care is a low engagement category where customers only care about functionality and are oblivious to the emotional benefits.

Our hypothesis: by developing a product that challenges these assumptions, we can create an entirely new category (analog: before Red Bull, there was no category for energy drinks) where the customer can charge a higher price - creating a new revenue stream while resurrecting its role as a disruptor.