Corepg

With a proven track record of delivering at least a 50% increase in sales, I lead teams in transforming retail environments through innovative marketing techniques and sales optimization strategies.

▪ Expertise in Retail Sales Boosting: Implementing data-driven approaches to identify key market opportunities and consumer trends, guaranteeing substantial sales growth with the same budget.
▪ Guaranteed Results: Dedicated to not just meeting, but significantly exceeding sales targets, offering clients peace of mind with guaranteed outcomes.
▪ Comprehensive Marketing Solutions: From in-depth market analysis to the execution of tailored marketing campaigns, I offer end-to-end solutions to invigorate retail sales.
▪ Strategic Planning and Execution: Combining creative marketing tactics with strategic planning to ensure sustainable growth and increased customer engagement in the retail sector.
▪ Collaborative Leadership: Leading cross-functional teams to synergize efforts in sales and marketing, resulting in accelerated growth and enhanced brand visibility.
▪ Client-Centric Approach: Focused on understanding unique client needs and delivering customized strategies that align with their specific retail goals.

Founder

Cadeu

Forward-thinking Managing Director with a proven track record of delivering extraordinary results in competitive markets. Specializing in crafting strategic marketing plans that have quintupled ROI and significantly increased customer lifetime value (LTV).

▪ Strategic Marketing Mastery: Expert in developing and executing comprehensive marketing strategies that resonate with target audiences and drive substantial business growth.
▪ Remarkable ROI Achievement: Successfully increased return on investment by 5 times through innovative campaigns and data-driven decision-making, setting new performance benchmarks.
▪ LTV Growth Expert: Demonstrated ability to enhance customer lifetime value by 75%, leveraging in-depth consumer insights and tailored engagement tactics.
▪ Leadership and Team Building: Lead and inspire marketing teams to achieve excellence, fostering a culture of creativity, accountability, and continuous improvement.
▪ Cross-Functional Collaboration: Excel in collaborating with sales, product development, and customer service teams to ensure a cohesive and effective market approach.
▪ Data-Driven Decision Making: Utilize advanced analytics to inform strategy, continuously adjusting to market trends and consumer behaviors for maximum impact.

Passionate about driving marketing innovation and business growth, I am dedicate

Co Managing Director

Hayran

Resourceful Sales Assistant with a knack for revolutionizing sales through innovative negotiation tactics and advanced CRM implementations. My approach combines a deep understanding of customer psychology with state-of-the-art technology, driving notable increases in sales performance.

▪ Master Negotiator: Excel in deploying sophisticated negotiation strategies that lead to successful deals, building strong relationships, and boosting sales figures significantly.
▪ CRM Implementation and Optimization: Demonstrated expertise in selecting, customizing, and managing CRM systems to streamline sales processes and enhance customer engagement.
▪ Sales Innovation: Constantly seeking and applying innovative techniques in sales to stay ahead of market trends, ensuring sustained growth and competitive advantage.
▪ Team Collaboration and Support: Act as a pivotal team member, supporting sales teams with data analysis, insightful customer insights, and administrative excellence.
▪ Results-Driven Approach: Focused on delivering tangible results, my contributions in sales strategy and customer management have consistently led to substantial increases in revenue and customer satisfaction.

Sales Specialist

Made over $20 mln for clients, i help entrepreneurs increase their sales rapidly within a month

Are your sales figures falling short of expectations? 

You might be overlooking a critical factor: your sales strategy.

In today's hyper-competitive market, it's not enough to have a great product or service. You need a razor-sharp sales approach that:

1. Cuts through the noise
2. Speaks directly to your ideal customers
3. Transforms prospects into loyal clients

But here's the harsh truth: Most businesses are stuck in outdated sales paradigms, wondering why:

- Their expensive marketing campaigns barely move the needle
- Their sales team is burning out without results
- Their revenue growth has hit a frustrating plateau

Sound familiar? You're not alone.

What if I told you there's a way to:

- Identify and exploit your unique market advantages
- Craft a sales narrative that resonates with decision-makers
- Build a scalable, repeatable sales process that drives consistent growth

It's not magic. It's strategic sales growth consulting.

As a Sales Growth Consultant, I specialize in helping businesses like yours break through sales barriers and achieve exponential growth. Through collaborative analysis, tailored strategies, and hands-on implementation, we'll transform your sales approach from the ground up.

If you want to increase your sales? Drop me a DM

If we are the right fit, we will make your company great

Sahib Sh

Georgson & Co.

Our philosophy is simple. We develop strategies that create value for our customers by helping them see themselves from the outside.We challenge the beliefs inside the company and then help structure and prioritize the strategic issues.

http://www.georgson.org/

LimeBook

We automate sustainability reporting to make it more efficient, precise and up to date.

Polygiene

Stockholm University

I worked as a part-time professor at the department of Advertising and PR at SU, where I ran courses in business and brand strategy but also psychology, consumer behaviour, media planning, market research and communications planning.

Guest professor

Sony Ericsson

Global Brand Director

Ericsson

We help companies create value for their customers by challenging their beliefs and prioritizing their strategic issues. In short, we build brands.

As a founder of this agency, I build everything I do from a scientific base, having a long academic background, yet I pride myself on also challenging "analysis paralysis". 

I have considerable experience from leading marketing teams in practice as well, yet I resist the "just work harder" mindset.

I read and enjoy all kinds of management books but I do not fall for the idea that just one of them is right and the others are wrong. 

Analyze, synthesize, then execute. Then start over. And I love it.

Mats Georgson, Ph.D.

Strategic Growth Architect. Advisor to CMOs & CEOs. Creator of Demand Point Constellations, and Rising Tide OS.

Categories don’t exist. Language does.

I have talked about this for about two years, only now do I see it gain traction. Mark Ritson recently referred to categories as "bollocks". I see pro/contra arguments taking place. I am happy. Just like with the "funnel" we will soon have a consensus that categories can be useful for analysis and planning but lack external validity with how customers think and act.

Here we go:

Marketers treat “categories” like natural laws of marketing. As if human motivations split itself neatly into coffee, energy drinks, and business software.

But that’s an illusion.

The idea of a “category” was invented to organize supermarkets, not to explain how people think. It’s a managerial convenience that crept into our strategy models and started posing as consumer psychology.

Ehrenberg-Bass tried to give it rigor by saying: a category is whatever people substitute between.

That is empirical, but it’s circular. “Brands people cross-buy are in the same category.” And it isn't even true. People cross buy Coke and milk, avocado and ham for breakfast, chocolate and Toyota Yarises. It is arbitrary where we draw the line.

In reality, people don’t buy categories. They have goals. And they think in nouns. 

Coffee and energy drinks compete when the goal is “stay awake,” not “start my morning routine".

The same person who separates them at breakfast treats them as substitutes during a late-night drive.

Cognitive science (Barsalou, Zaltman, Ratneshwar) has shown this for decades: consumers build ad-hoc, goal-derived categories. The “category” exists only while the goal is active.

So why it matters:

* Categories are arbitrary. Rule of thumb, if you can't define it, don't use it as a foundation for anything.

* Categories make markets look stable. They hide the fluidity of demand and turn dynamic systems into tidy spreadsheets.

* They trap innovation. You optimize inside the box instead of questioning why the box exists.

* They misdirect research. We focus on the already established and most mundane aspects instead of how to make the brand more rememberable, useful, desirable and where that new penetration is supposed to come from. 

Ehrenberg-Bass tells us how people buy inside categories.

Useful, but it really is telling you what to get away from. 

The bigger question is how brands can bend or erase their competitive sets by becoming the reference point for the goal itself.

So if you actually want to grow, stop asking “what category are we in?”

Start asking: “In what situations do people need us, or could need us, and how do we become the thing they think of and can reach when that moment arrives?”

If you erase the word "category" from the equation, you will see new opportunity, understand the market better, and see implications over the full scale of your business.

And grow.

The forgotten part of branding

Most discussions about branding these days are about communications, and whether or not to differentiate or merely be distinct and salient.
 
I have seen the pendulum swing from being crazy about internal culture to it being about external positioning, and from purpose and employee branding to totally external comms perspectives.

Today the external, salience perspective is predominant. So much so that I need to say this: 
 
Across multiple meta-analyses and systematic reviews, the evidence is surprisingly consistent that brand also works from the inside and out – if your own organization understands the brand, it will create competitive advantage:

1. Internal brand work reliably shifts employee attitudes.
Meta-analyses show strong, positive effects on brand knowledge, brand identification, and especially brand commitment. Commitment is the most consistent mediator between internal branding and performance outcomes.

2. Behaviour change is the real engine of value.
When employees understand and identify with the brand, they exhibit brand citizenship behaviours - the voluntary, extra-role actions that create better customer experiences, stronger service recovery, and more consistent delivery. Validated across contexts.

3. Internal branding drives organizational performance through mediators - not directly. 

Internal brand activities → knowledge → identification → commitment → citizenship behaviour → service quality, customer satisfaction, loyalty, and ultimately competitive performance.
This mechanism is confirmed across sectors and research traditions.

4. The effect is systematic, not anecdotal.
Internal branding works when it is integrated with leadership, HR, communication, training, and culture. Meta-analyses identify these operational levers as the drivers of the strongest effects.

5. The financial link is mediated but real.
While most studies stop at behavioral outcomes, large-scale analyses confirm that internal branding improves service performance and competitive advantage, both of which correlate strongly with long-term financial returns.

In short: internal brand implementation has a proven causal chain from employee understanding to customer value and business outcomes. If you are serious about brand building, don’t skimp on internal implementation.

---
Here are some heavy sources:

Mona Afshardoost, Mohammad Sadegh Eshaghi & Jana Lay-Hwa Bowden. (2021). Internal brand management, brand understanding, employee brand commitment, and brand citizenship behavior: a meta-analysis. Journal of Strategic Marketing

David Barros-Arrieta & Ernesto García-Cali, 2021. Internal branding: conceptualization from a literature review and opportunities for future research, Journal of Brand Management 

David M. Brown, Steven Pattinson, Caroline Sutherland, Currie, Mark A.P. Davies. (2025). Internal marketing and organizational performance: A systematic review and future research agenda. Journal of Business Research

I often talk about the need for strategy.

That you always have to analyze and understand, look at the whole picture and everything you can do - and not jump prematurely into creative strategy and advertising.

But. All of my stern standpoints on this may hide another thing I believe equally strongly.

Creativity matters.

I believe it is not an add-on, it needs to be with you all the way. It is not just a cherry on the cake. 

And the further out to actually marketing communications, the more you have to get your soles on the ground and really care about what eventually comes out.

There are strategists who just show their palms and say "that's not what I do". I think that is a huge mistake - I have done it myself many times. 

Sometimes, the strategy just isn't clearly formulated enough. Other times, the team who take it on don't understand it or, worse, they ignore it.

I think this is why we are not, after all, management consultants. I mean, there are a lot of suits who can do a lot of what we do - understanding business models, reading studies and analyses, holding a dialogue with key stakeholders, even understanding customer psychology.

Self-praise is icky, but I do think this is something we (Georgson & Co, as in me and present and former colleagues) excel at - we are as strategic and academic as many others, but few match us in an ability to turn that into creative output. And vice versa, of course.

Brand strategy is business strategy seen from the outside.

Strategy is nothing without execution.

A luxurious death.

Luxury firms have for years ridden a trio of rising tides: mass wealth expansion, China’s explosive luxury adoption, and social-media-enabled visibility. The global luxury goods market surpassed €1.48 trillion in 2024. 

But it seems like the party is running out of champagne. In the personal luxury goods segment, sales peaked at around €364 billion in 2024 and are forecast to decline to about €358 billion in 2025 (≈ -2%) if current exchange-rates hold. Crucially, the number of “luxury consumers” (regular buyers) has been estimated to drop from ~400 million in 2022 to ~340 million in 2025. 

From a marketing perspective, when the total market size (denominator) shrinks, the share game becomes harder. Market share fights in a shrinking pie inevitably deliver diminishing returns.

But many think these macrotrends are manifest destiny, and that there is little one can do about it. Well.

The macro tides (wealth expansion, China’s rapid growth, mass visibility mechanisms) have receded or slowed. Luxury firms cannot reliably resurrect those forces.

But, the meaning structure of the category - what consumers value, the codes of status, the form of desire - can still be influenced by strategy. Brand strategy, in fact. 

To summarize a half dozen reports, consumers are shifting from visible status to insider recognition, valuing craftsmanship, materials and longevity over logos and manufactured aspiration. They are also becoming more selective, more price aware and more influenced by resale value, which makes mass-visible luxury feel less justified and less desirable. These shifts mean that the old growth engine of broad aspiration is weakening, especially in a slowing macro environment. 

Luxury firms cannot reverse these attitudes, but there is a lot of fuel for creating desire through in a different way than before - cultural depth, product substance, craft narratives, scarcity and experiences that redefine what consumers consider valuable.

In this market, just working to be top of mind in category is of course a loser's game - even if you win, you lose. You must instead pivot to expand the reasons to want: things that can create new meaning and thus pull in demand.

Use your marketing (as in 4P - everything at your disposal) to reshape category meaning, thereby influencing not just who buys, but why they buy. This allows you to influence the size of your demand field rather than simply competing within it.

Marketers must treat the category itself, and its "rules" as something to break and move out of, not turtle up and wither away.

Oh, you are not in luxury or fashion? 

Most of this applies to you anyway. Most of your future money tomorrow comes from demand you must plan for today.

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Mats Georgson, Ph.D.

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