P&G needed to develop a coherent strategy for digital partnerships with appliance manufacturers, platform operators, and technology companies — as the intersection of connected homes, smart appliances, and CPG products created new commercial opportunities that required structured partnership frameworks.
Vivaldi developed multiple models for digital and technical partnerships between P&G and appliance manufacturers — including a home remodeling competition approach that demonstrated how connected products could create value for both P&G and its platform partners. The framework provided P&G with a structured approach to evaluating and structuring digital ecosystem partnerships.
P&G received a strategic digital partnership framework that provided clear models for entering platform-driven partnerships — enabling the company to participate in the connected home ecosystem in ways aligned with its brand and commercial interests.
Procter & Gamble partnered with Vivaldi to develop a strategic digital partnership framework for the platform era, defining structured models for collaboration with appliance manufacturers, platform operators, and technology companies. The framework gave P&G a coherent approach to evaluating connected home partnerships, including a home remodeling competition that demonstrated how connected products could create joint value across the ecosystem.
Procter & Gamble (P&G) is the world’s largest consumer goods company, with revenues exceeding $82 billion and a portfolio of leading brands including Tide, Pampers, Gillette, Oral-B, Febreze, and Bounty. Founded in 1837 and headquartered in Cincinnati, Ohio, P&G sells products in approximately 180 countries and employs over 100,000 people. The company is widely regarded as a pioneer of modern marketing and brand management.
Vivaldi developed multiple models for digital and technical partnerships between P&G and appliance manufacturers, platform operators, and technology companies, including a home remodeling competition that demonstrated how connected products could generate joint value. The framework gave P&G a coherent approach to evaluating and structuring digital ecosystem partnerships, enabling participation in the connected home in ways aligned with the company’s brand and commercial interests.
The framework treated each potential partnership as a distinct commercial structure rather than applying a single template, defining the value exchange, brand role, and product integration separately for each type of partner. By building several models in parallel rather than choosing one upfront, P&G could match the right structure to each appliance manufacturer or platform operator based on category fit and consumer use case, instead of forcing every partner into the same agreement.
The intersection of connected homes, smart appliances, and consumer products is creating commercial relationships CPG companies have not traditionally managed, with appliance brands and tech platforms increasingly mediating how products get discovered, replenished, and used. Without an explicit partnership framework, CPG companies negotiate each deal one off, which produces inconsistent value exchanges, brand dilution risk, and limited ability to evaluate which partnerships are actually moving the business.
The transferable lesson is that connected home value is captured at the partnership layer, not at the product layer alone, and incumbents need explicit frameworks for evaluating partners the way they already evaluate retailers and channels. The home remodeling competition approach also shows that partnerships can be structured around joint customer experiences rather than just data or distribution access, which is what generates value for both sides rather than extracting value from one for the other.
