Hartmann was losing revenue and share in the German incontinence category, squeezed between premium competitors and price-focused brands without differentiation at key customer touchpoints. Vivaldi Group mapped the customer journey, prioritized target groups, defined marketing actions at specific touchpoints and modeled their revenue and share impact. The resulting action plan was projected to drive a 7.2% CAGR in sell-in and a 14 percentage point gain in market share.
Hartmann faced declining revenue and market share in the incontinence category, caught between premium competitors and price-focused brands. Without differentiation at key customer touchpoints, the business risked continued erosion.
Vivaldi built a customer journey map, prioritized target groups, defined marketing actions at specific touchpoints and modeled their revenue and market share impact. The work identified high-potential segments and new acquisition opportunities, and tailored marketing activity to improve channel effectiveness.
The action plan was projected to drive a 7.2% CAGR increase in sell-in and a 14 percentage point increase in market share, giving Hartmann an evidence-backed roadmap to reverse performance in its core incontinence business.
| Client | Paul Hartmann AG |
|---|---|
| Industry | Healthcare, incontinence care |
| Region | Germany |
| Starting point | Declining revenue and share; no differentiation at key touchpoints |
| Vivaldi scope | Customer journey mapping, target group prioritization, touchpoint marketing actions, revenue and share modeling |
| Outcome | Plan projected to deliver 7.2% CAGR in sell-in and a 14 percentage point share gain |
Hartmann’s incontinence business sat in the middle of the market: premium competitors on one side and price-focused brands on the other. Without a reason to choose it at the moments that mattered, from first need to pharmacy or care-home purchase, the brand was losing on both fronts.
Spending more across every channel would not fix that. Hartmann needed to know which customers and which touchpoints would move revenue and share, and by how much.
Vivaldi mapped the incontinence customer journey and prioritized the target groups with the highest potential, including new acquisition opportunities. Marketing actions were then defined at specific touchpoints along that journey, so each action had a clear customer and moment behind it.
Each action was modeled for its revenue and market share impact, which turned the journey map into an investment case and let Hartmann tailor activity by channel. Vivaldi’s guide to customer experience frameworks built for movement describes the approach.
Hartmann is one of the growth strategy case studies with measurable results Vivaldi has published.
Hartmann engaged Vivaldi to reverse declining revenue and market share in the German incontinence category, where the business was squeezed between premium competitors and price-focused brands. Vivaldi built a customer journey map, prioritized target groups, defined marketing actions at specific touchpoints, and modeled revenue and share impact, producing an action plan projected to drive 7.2% CAGR sell-in growth and a 14 percentage point market share gain.
Paul Hartmann AG, founded in 1818 and headquartered in Heidenheim, Germany, is a leading European manufacturer of medical and hygiene products. The company operates across wound care, incontinence management, infection prevention, and disinfection categories, serving healthcare providers and consumers across Europe and beyond.
An evidence-backed action plan projected to deliver a 7.2% CAGR in sell-in and a 14 percentage point market share gain in German incontinence care. It combined a customer journey map, prioritized target groups and touchpoint-specific marketing actions with revenue and share modeling.
By modeling each touchpoint action for its revenue and market share impact. At Hartmann the journey map identified where target groups decided, the actions defined what to do there, and the model showed which actions would move sell-in and share, turning the map into an investment plan.
Because a brand squeezed between premium and price competitors cannot win by spending evenly everywhere. It wins by being the obvious choice at the moments that decide purchase, which requires knowing exactly which customers and touchpoints matter most.
That growth plans are stronger when every marketing action has a customer, a touchpoint and a modeled outcome attached. Hartmann’s plan was built that way, which is what made the 7.2% CAGR and 14-point share projections defensible.
