You can achieve anything you want in life if

you have the courage to dream it, the

intelligence to make a realistic plan, and the

will to see that plan through to the end.

Sidney A. Friedman

The reason most people never reach their

goals is that they don't define them, learn

about them, or even seriously consider them

as believable or achievable. Winners can tell

you where they are going, what they plan to

do along the way, and who will be sharing the

adventure with them.

Denis Waitley

Inspiration

Current activities

E-Marketing Manager

• ithetis™ is the world’s smallest and most advanced implantable drug delivery device (micro IDDD)

• Developed by Antlia, in collaboration with EPFL

Web Project Manager Diploma by SAWI

• Define, develop and manage full e-strategy

from concept to maintenance including:

1. Change management and E-learning

2. Operational Management

3. Business Economics

4. ICT, new technologies

5. Internet and E-Business plan

6. Visual communication

7. E-Project Management

Key competences

• 15 years Marketing expertise in core FMCG companies

• Team and Project Management

• Innovation (NPD) Management

• Brand Management

• Consumer Understanding

• Print and on-line Communication

• Social Communities Management

• Key Account and business development

• Ability to focus on essential

• Strategic thinking and operational making

• Ability to motivate and federate people around common idea

Education & Experiences

Education:

• Confectionery Pastry Maker 1979 – 1982

• Diploma of Marketing Technician 1992 – 1994

• Personal coaching by Mercuri Urval 2001 – 2002

• Diploma of Web Project Manager 2010 – 2011

Professional:

• Leader in Confectionery products 1987 – 1996

– NPD, Quality Audit Coordinator

• Leader in Infant Nutrition 1996 – 2006

– Product Manager, Marketing Manager

• Leader in high end Ironing systems 2006 – 2009

– Global Marketing Director

• Deco and furniture Premium shop 2009 – 2010

– Business development consultant

Commitment to baby’s wellbeing

aged 0 to 36 months

Olivier Guenot Product & Marketing Manager Switzerland

1996 – 2006

Strategic objectives (KPIs)

Culture/

Values/

Talent

CapabilitiesProcesses/ Communication

Vision

Strategy

Strategic

Imperatives

Strategic Enablers

Organization

Con-

sumer

Re-

search

Supply

chain

Marke-

ting

Sales

Consumer

under-

standing

Branding Marketing,

Sales,Medical

models

External affairs

Innovation

and

Renovation

Supply

chain

R&D Emerging markets

Consumer strategy Strategic role of markets

Baby Temple driven strategyThe world's leader/

expert in Infant &

Toddler nutrition

Age

Value per capita

Premiumisation

Toddlerisation

Penetration

Objective

Premiumisation(Build value)

Toddlerisation(Build years)

• Raise "share of stomach" of older babies & toddlers through weaning food innovation & superior marketing

Penetration (Build consumption)

• Capture more than fair share of growth in most profitable segments

Strategy Top 10 Priorities

• Prebiotics

• IMF Specialties

• IMF Packaging

• Organics

• ARM

• Toddler Milks

• Toddler Foods

Strategic outline

1

3

2

• Liquid IMF

• Fruit Purees

• Liquid Cereals

• Teas/Drinks

• Increase share of premium brands through innovation & branding

Clear and Consumer focused Strategy

Consumer understanding

How

• Create consumer frameworks/models

• Consumer insights

• Quantify needs and occasions

• Anticipate trends

• Leverage new tools• Motivational segmentation

• Consumer journey and MOT

• U&A studies

• Build consumer database and expand CRM

Milupa

brands

"Every baby/toddler adores our brands"

"Every mother is loyal to our

brands"

"Every HCP

recommends our brands"

Imperatives

60% of A&P budget dedicated to CRM addressing 80% of mothers

at right MOT

Consumer Happy growth Healthy Progress

9

Reworked Infant Milk Brand Architecture

Mother

Brand

Master

Brand

Descriptor

Channel

Focus

Clinics

COOP and other retailers, pharmacies

Strong presence in clinics , strongly supported by

HCP

Regular Prevention Treatment

- 1

- 2

- 3

-Leguma

- HA 1

- HA 2

- Soya

Regular Toddler Prevention Treatment

- Pre

- 1

- 2

- 3

- 3 liquid

- Grow up milk - Pre HA

- HA 1

- HA 2

- Confort 1

- Confort 2

- AR 1

- AR 2

- PDF

- Prematil

- HN25

- MD

Treatment

- 45 - “regular”

- AS

Migros (70% sales) & other

trade retail and pharmacies

Not in clinics, supported

through baby nurses

Pharmacies

Hospitals

Strong presence

in clinics

Toddler

-Grow up

milk

Migros,

Carrefour

Not in

clinics

GES Pregomin

9

Success Swiss Organisation 2005 / 2006

40.4

44

FTE

Headcount

42.3

45

Managing Director

Marketing ManagerO. GUENOT

01/01 1 FTE

Logistics Manager

8 Medical Reps.

8.5 FTE

05 yr end1)06 yr end1)

Sales Manager

Assistant to MD HR Manager

Finance Manager

1 Trade-Marketing Manager

2 Sales Reps.

3.5 FTE

2 Product Managers

1 CRM Manager

1 Market Analyst

2 Careline Dieticians

5.5 FTE

1 Business Analyst

2 Accounting Clerks

3 Customer Service employees

6.0 FTE

2 Planning Officers

2 Warehousing employees

5 Distribution employees

8.0 FTE

1 Sales Assistant (shared)

1 Marketing Assistant

+ 3 Apprentices

Baby Food only

Services shared with Clinical

Medical Manager

Milupa engagement in key events

Permanent contact with consumers and HCP’s in key events

Strong Brand presence

Promotion

Sampling

Information and counseling

Congresses and Symposiums

Babyfood market shares

Source: ACNielsen + IHA

31.1%

33.8%

7.1%

6.7%

11.5%

6.0%

3.8%

13.5%

37.4%34.2%

10.0%

3.3% 1.6%

Results:

Milupa number 1 in IMF segment

Milupa number 2 in total Babyfood market

Infant Milk Formulae Total Babyfood market

Value share Q405 Value share Q405

How have collaborative processes

and innovative concepts

contributed to LAURASTAR

business success ?

Olivier Guenot Global Marketing Manager

2006 – 2009

Collaborative processes to drive

strategy and innovation

AOP Business Planning to drive strategy

What

1Each department to

prepare strategy

meeting

– Strategy meeting for

2008 to fix strategy and

innovation agenda

–Present global strategy

plan to subsidiary and

distributors

–Draft sales and P&L

2007 figures

–AOP Challenge and

build meeting

–Rework

–Final AOP and

presentation to GMT

–Consolidation &

Validation

– Control

•Who

All

All

O.Guenot

Subsidiary

CFO

Subsidiaries

GMT

Subsidiary

GMT

Subsidiary

GMT

GMT

11-12.07.07

23.10

30.11

QBR QBR

30.09

10.12

Jan Feb March April May June July Aug Sept Oct Nov Dec

QBR QBR

Global Marketing & Product

Developpment Director

Olivier Guenot

R&D Director

Eric Chevalier

Global Product

Manager Senior

Hervé Badan

Project Responsible

Pierre Castella

Technical R&D

Responsible labo R&D

Angelo Apperti

IP Assistant 50 %

Mirella Tramacere

Global CRM Manager

Sophie Zufferey

BT Responsible

Dominique Roulin

BT Engineer

N/A

Marketing Assistant

Aude Nicolino

Quality Engineering

David Lopez

R&D Technician

Claude Rochat

Guy Haering

Global Product Manager

Stéphane Fellay

Mechanical Engineer

Sébastien Howald

R&D Assistant 50 %

Mirella Tramacere

Development and technical support

Project leader & marketing & IP support

Building a strong marketing & R&D pool

Expert team to boost our innovation and quality agenda

14

15

FTE

Headcount

December 08

Entry Kick-off Get Real Launch Review

Idea Concept Development Roll-out Life cycleBusiness

Start thinking Making ideas more

concrete

Getting real &

serious

Facing reality Business as

usual

Getting our act

together

Feasibility

CapabilityImplementation/

LaunchStay in

market

Project team

Gate 1 Gate 2 Gate 3 Gate 4 Gate 5

Determined at

each gate by

gatekeeper

Gateway process to manage innovation/renovation

Implemented in 2006 in crisis situation, due to poor quality of new products launched in

2005 (up to 23% production failure after 7 months)

Strong focus on quality issues, COGS and respect of launch dates

Results: new product quality improvement, drops to 0.4% production failure after 7 months

New products launch with top quality

to grow market and consolidate

LAURASTAR leader position

2006 Relaunch MAGIC i-S5 with CLiiCK

Unique innovations for perfect ironing

Clear Consumer benefits

Simplicity

Speed

Less tiredness

Optimal management of the steam

Consumer Price: CHF 1’698.-

2007 Relaunch generators Evolution G4 and i-G5

Advanced technology

Water detection

Inbuilt electronic warning sound,

which indicates when the water

tank requires refilling

Consumer Price 498 CHF

Mother

Brand

Master

Brand

CLiiCK technology

Worldwide innovation

Automatic handle, which makes

the iron steam when the iron is

moving forwards

Advanced technology

Water detection

Inbuilt electronic warning sound,

which indicates when the water

tank requires refilling

Consumer Price 598 CHF

2008 Launch new MAGIC i-S6

The first lightweight professional iron

that is less tiring to use

More accessories

2 ORIGAMICOVERS (1 year

cover)

3 AQUA REFILLS (1 year water

protection)

1 POLYFER

Consumer Price: CHF 1’898.-

2008 Launch new LAURASTAR S4E

LAURASTAR S4E… MAGiiC ACTIVE TABLE

exclusive iiTM – iNTELLIGENT iNNOVATION

NEW – Button

that allows you to

change the

direction of the

fan by simply

pressing it, to

gain in efficiency

Consumer price: CHF 1’398.-

2008 Launch new LAURASTAR X1

The first lightweight professional iron that is less

tiring to use

LAURASTAR X range dedicated to

Direct sales only, high end prices

Consumer Price: CHF 1’898 – CHF 2’500.-

Source : GfK

2007 2008 2007 2008

28812

100

27439

100

12218

42,4

12023

43,8

Sales Ths. Euro

Sales Value %

7,9

63,2

15,8

8,1

10,7

64,6

14,6

7,1

2,3

69,1

8

18,1

77,1

5,5

14,9

Elta

Hailo

Kaercher

Kenwood

Laurastar

Philips

Rowenta

Trade brands

In 2008, Laurastar number 1 in all gfk markets

market share in % in ND08

TOP 3

Laurastar S4 14.2 3.7 ND

Magic i-S5 26.2 47 37.7

Magic i-S6 NEW 29.6 7.2 18.4

Source: GfK panelmarket, sales value

2007/2008, integrated boards

Launch new accessories for additional turnover

WASHING STORAGEIRONINGDRYINGLINEN

CARE

COVERS IRON EXTRAS MAINTENANCE COLLECTION

Launch of strategic products in range (X-TREMECOVER)

Additional sales and incentives for direct sales

Results: Turnover increases to MCHF 4,80 = + 8% vs 2007

2007

2007

2008

2007

Gain brand visibility through

communication high-end supports,

promotions and consumer interactivity

Dedicated global Promotions for Retail

Global promotions launched in 5 countries

Results promotion autumn 08: + 15% additional sales, 1’400 POS

participating

2005 2006 2007 2008 2009

Springs

Autumn

FASHIONCOVER – Powerful PR Tool

New concept in ironing world

Limited edition to 5’000 units

Results: 12 articles in Switzerland

FASHIONCOVER 1 – 2007 FASHIONCOVER 2 – 2008

Introducing LAURA

Limited edition of 3’000 units

Results: 14 articles in all countries

LAURASTAR X1

LAURASTAR X1

LAURASTAR S7

LAURASTAR S6

LAURASTAR S5

LAURASTAR S4

LAURASTAR S3

LAURASTAR G5

LAURASTAR G4

LAURASTAR G2

LAURASTAR G1

Mother Brand Master Brand Feature

Additional feature for:

iiTM intelligent innovations – e.g

LiiGHTTM

Part.

Replacement of MAGIC by

LAURASTAR for new product

or product upgrade

Clear and simplified brand architecture

Focus on LAURASTAR brand

Logical and declinable

Easy for consumer to understand

X Range dedicated to Export

Brand visibility through high-end communication

Premium

Modern square shape

Qualitative

Consumer benefits oriented

Brand visibility through communication in POS

Easy to implement

Dedicated to system

High visibility

Consumer benefits oriented

Premium execution

Studied for demonstration

Dedicated arrangement

places

Adaptable to each surface

High quality materials

LCD screen possibility

After sales service

Sales booster and perfect execution

Gain brand visibility in demonstration or POS

Brand visibility in key events

Gain brand visibility by participating

to key events

Create brand legitimacy

Strengthen Professional image

Comfort consumer’s and customer’s

choice

LAURASTAR as Official Ironer and Garment care of

Montreux Jazz Festival since years

“LAURASTAR fulfils a key role at the Montreux Jazz

Festival, ironing the costumes of its greatest stars”

Marcia Corban, backstage manager

Gain brand notoriety through more service

Provide a didactic support for pragmatic and simple product usage

and ironing advices

Added in each system packed in

attractive welcome pack

Reassure and guide consumer

for the first usage

Strengthen our expert image

Decrease number of complaints

due to bad manipulations and

maintenance

Redesign Laurastar Internet Website

Corporate, easy to up-date and plan for all countries

Pure

Clear

Convenient

Easy navigation

Easy to update for Webmasters

in all countries

Monthly visits

0

10'000

20'000

30'000

40'000

50'000

60'000

sept.08 oct.08 nov.08 déc.08 janv.09 févr.09

Weeks

Visits single visitors

Results:

Since launch of new website, average visits

per month has doubled

E-shop turnover in 2008 at CHF 69’200.- =

+ 28.76% vs 2007

2008 Q1

New Consumer website

Welcome gift Excellence offer

Quartely Newsletter

Q2 Q3 Q4

Q1 Q2 Q3 Q4

Fields’ harmonisation Improvements database

Database cleaning

MGM

web

Consumers

Database

Quartely NewsletterConsumers

2009

CRM program to develop consumer loyalty

Results: With “welcome gift”, “excellence” offer, development of quarterly

Newsletter => 52’000 addresses in 2008 vs 30’000 in 2007

Mailing “Illustré”

Demonstration of full Laurastar expertise

Leader & creator

Ironing experts

Best products

Best services

Results: Movie diffused on Laurastar Website, at disposal for sales reps on CD,

as POS supporting material promoted in newsletters

Other community and buzz initiatives

Results: reaching new consumers, young, addicted to new technologies.

With no costs, possibility to spread quickly information in new supports

Corporate Sales Book for all countries

Premium execution

Corporate design and

content for all countries

Strong sales support

Permanent up-date

4 languages

Characterisation program

To scientifically study the unique Laurastar

features

To compare these characteristics with the

main ironing key players

To prove the technological superiority of

LAURASTAR

To address the result of the study to different

target groups

Realized by external laboratory

Available on CD for sales representatives

and on www.laurastar.com

How to reposition a well-known decoration shop and develop new business segments

Olivier Guenot

Business Development consultant

October 2009 – June 2010

Redesign strategy and client approach

Fully redesign Point of Sale with dedicated clear universes

(decoration/floors/curtains/wall-papers) for clients well-being

Redefine all assortment with more high end Brands

Develop new services for private and professional clients

New interactive Website

www.living-interieur.ch

Easy and permanent update

Monthly special offers

Dedicated to professional and private clients

Ergonomic and « max 2 clics » access to information

1’500 visits per month vs 30 in 2008

Only 43% rebound rate = huge interest

Number 1 in search engines

Banners and Google ads campaigns

Interactive Newsletter

4’000 qualified addresses vs 400 in 2008

Sent every 2 months

Special offers to boost sales

member-get-member programs

Easy to read and consumer and professional oriented themes

Events organisation

Boost sales

Develop notoriety

Recruit new consumers

Fidelize private and Professional clients

Animate POS