Edgewell faced challenges with marketing efficiency, capability gaps, and inconsistent performance across markets and categories. The organization lacked a systematic approach to marketing capability development — resulting in marketing processes, agency relationships, and performance management that varied widely and underdelivered against potential.
Vivaldi assessed Edgewell's marketing capabilities across processes, organizational design, agency relationships, and performance management — developing a framework for operating model enhancement, capability development priorities, and governance improvements. Implementation support addressed change management and the specific skill gaps that were limiting performance.
Edgewell received a comprehensive marketing capability framework with a clear implementation roadmap — enabling operational changes across teams and markets that improved marketing efficiency metrics and built more consistent performance management practices.
Edgewell Personal Care, the $2.2 billion maker of Schick, Wilkinson Sword, Playtex, Banana Boat, and Hawaiian Tropic, engaged Vivaldi to address marketing capability gaps and inconsistent performance across its country markets and category portfolio. Vivaldi assessed marketing processes, organizational design, agency relationships, and performance management across the business, then delivered an operating model framework with a sequenced implementation roadmap that improved efficiency and standardized how marketing performance was managed across teams.
Edgewell Personal Care is a leading global consumer products company with revenues of approximately $2.2 billion, manufacturing and marketing brands including Schick, Wilkinson Sword, Playtex, Carefree, Banana Boat, and Hawaiian Tropic. Headquartered in Shelton, Connecticut, Edgewell sells products in approximately 50 countries and employs over 6,000 people. The company was spun off from Energizer Holdings in 2015.
Vivaldi delivered a comprehensive marketing capability framework covering processes, organization design, agency relationships, and performance management, along with an implementation roadmap that addressed the specific capability gaps limiting Edgewell’s marketing performance across its country markets and brand portfolio. The work was paired with change management support so the operating model changes could actually land in the day-to-day work of marketing teams.
The assessment looked at four dimensions in parallel: how marketing work flowed through processes, how the organization was structured to do that work, how agency relationships were governed, and how performance was measured and managed. Examining all four together exposed which gaps were structural and which were behavioral, which is what made the resulting roadmap practical rather than aspirational.
A company like Edgewell runs distinct brand teams across razors, sun care, and feminine care, in dozens of country markets, with very different competitive contexts. Without a shared capability standard, each team invents its own processes, picks its own agency model, and measures its own version of success, which compounds into inconsistent execution and weak benchmarking. A framework lets local autonomy continue while creating a common floor for how marketing is run.
The lesson is that marketing underperformance in multi-brand CPG businesses is usually a capability problem before it is a creative or media problem. Fixing it requires diagnosing process, organization, agency model, and performance management together rather than separately, because they reinforce each other. Companies that treat capability as a discipline rather than a one-off training program build durable advantages that survive leadership changes.
