Today, I have been thinking about Olaplex and the acquisition by Henkel.
It seems to me, growth strategies still start with the wrong question: How do we win in our category? That’s a supply-side lens. And it’s limiting.
A better question is: In which moments of demand do we show up—and win?
Here’s my POV: A demand space is not a segment. It’s a contextualized need state in a specific moment, where a job needs to be done.
People don’t buy the category of haircare. They buy solutions in moments like: Fix my hair before an important event, Recover from damage after bleaching, Feel put together on a normal day. Treat myself during a self-care ritual.
Take Olaplex vs Henkel. Olaplex built dominance in one powerful demand space: repair after hair damage
High credibility. Premium pricing. Strong professional roots. But it’s an episodic moment.
Not frequent enough to sustain long-term growth on its own.
Henkel, on the other hand, plays in: everyday hair maintenance. Lower intensity, but high frequency.
So what’s the real game? Not “premium vs mass. Not even “better product vs scale.”
It’s this: Who wins more demand spaces—and more moments within them. Mats Georgson, Ph.D. calls this situations, same idea. I am just more right, haha. 😂
Olaplex’s challenge wasn’t competition. It was remaining anchored in one moment. And when they tried to break out of it, they lost it.
Henkel’s opportunity isn’t about integration. In fact, I say they integrate it, they will destroy Olaplex – kaputt.
It’s to expand across moments: from daily care to transformation to emotional uplift.
Bottom line: Categories are how companies organize the world: Demand spaces are how people live it, and how consumers organize their world around solutions for problems they have.
And growth? Comes from winning more moments, not just more market share. Read my book on: Hidden in Plain Sight: How to find your company’s Next Big Growth Strategy for more. Thank you.
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