PODCAST: Febreze's Record-Breaking Launch in Mexico

How do you launch a revolutionary product when you're second to the market and 3 times as expensive as your competitor? 

In this episode, Alan and Darcy are joined by Jesus Balseca who shares the story of successfully breaking through barriers to launch the iconic brand Febreze in Mexico. From facing resistance to revolutionizing the category's placement in stores, this episode highlights the bold strategies employed by the team to convince both consumers and trade partners.

Join us as we discuss:

• Breaking Procter and Gamble sales records
• Getting customer buy-in with over-the-top activation campaigns.
• The thrill of racing against the clock and delivering on audacious promises

Find us on Spotify, Apple, and anywhere you listen to your favorite podcasts, or click the player below to hear this episode now!

EPISODE TRANSCRIPT:

Announcer: You're listening to CPG Launch Leaders, the show where we interview new product trailblazers. You're ready for inspiration and secrets from the front lines of CPG innovation. Now, here are our hosts, Darcy Ramler and Alan Peretz.

Allan: Welcome to CPG launch leaders. I'm Alan Peretz and I'm here with my co-host, Darcy Ramler. Today we're lucky to have Jesus Balseca on the show. Jesus is an exceptional CPG leader with a diverse background in global marketing and commercial strategy. He's a master brand builder and someone who I've personally learned a lot from over the years.

Darcy: That's right Alan. Today Jesus is sharing his story of launching Febreze in Mexico. This is one of my favorite launch stories yet. Jesus is going to tell us about how his team not only delivered, but hit it out of the park with some pretty audacious goals. Question is, how did they do this? It was by moving fast, launching with a splash, and really understanding their customer. So let's get this thing started. Hey Sus. We are beyond excited to have you here today. Thank you for joining us. We love to start each episode with one question. Currently, what new product has caught your attention in the market?

Jesus: So aside from being a beer lover, I also love the category from the marketing standpoint. And so I was really happy to see very disruptive technology a couple of weeks ago, innovation. And I saw this really cool machine, that actually ended up being a beer tap at home. So similar to what Nespresso has done, that you can actually bring the experience, of an espresso, an espresso at home. I think Heineken did an amazing thing of bringing this experience of the beer tap in new consumer occasions. They really cracked, ah, the flavor. So. Ah. I loved it. I thought it was a winning idea to actually bring a new consumer occasion with a really cool innovation in this category.

Darcy: Well, as a consumer of the category for over ten years, I will be excited to actually try that.

Jesus: You haven't tried it? I think it's amazing.

Darcy: No, but I'm trusting it's going to happen very quickly, probably this weekend.

Allan: So Jesus, we might have had it a little bit early in Belgium, so when I lived in Belgium, we actually had one of and it's, I would say it's maybe a little too convenient, but it was very nice.

Jesus: Yeah, I loved it. I actually am getting one. I saw that in my partner's home and I'm getting one, definitely.

Allan: So Jesus, you've been involved in CPG for a while. Can you tell us a little bit about your background? I know you and I worked together years ago, but before, after that.

Jesus: What have you been up to for the corporate side? I have been lucky. I worked for Proctor and Gamble. That I think is a tremendous school in leadership and marketing. I started in 1996 there. I stayed in P and G for around 18 years. All my career in fabric and homegrown products. I worked in Venezuela in the headquarters of Latin America for seven years. And then I moved to Cincinnati, probably to one of the most challenging and rewarding experiences, which was to lead a global brand, a global franchise. And finally, for my last stint in Proctor, I came back to Mexico to run the local team, the commercial team for fabric and home care categories. And almost ten years ago I left Proctor and an XP and year. A friend of mine, Miguel Mendoza, he asked me to join him. He had just started a strategy consultancy firm called Faro and an advertising agency that is now called Rock. And he asked me to join him. And I'm immensely grateful today for that invitation.

Allan: That's a big learning curve. Was it a hard transition to make?

Jesus: It was easier than I thought, actually. I was a bit concerned about not having the kind of the tangible results that you have when you actually are leading a market. But I learned very quickly that I had my own company to build. So kind of that reward came from building capability internally. And also we have had amazing clients that actually we have had long term relationship with them. So we have been being very close to their results and feel also owner of their results and I think that's been great. But I think the biggest challenge has been it I have no one to call to actually help me fix my computer. I have to fix it myself. But for the rest, it has been awesome.

Darcy: I love it. Well, I can only imagine going back to your P and G days, how many brands you probably worked on and product innovations over the years, but today you're here to share some specific ones with us today. So, launching Febreze in Mexico is the one we're going to discuss today. Can you start out by telling us a little bit about the project and the team that worked on it?

Jesus: Yeah, I really like that you like this example from, many stories that we could talk. I like this one because I think, it's a great reminder of what it drives success in the market. And I think the learnings on this one are probably ageless, and also it brought a lot of memories of the people that we work together. Actually, I called Pablo Orta he was the brand manager at the time. He's now CEO of Red Bull in Mexico. So probably you want to call him as well for a good, insightful talk.

Darcy: Absolutely.

Jesus: Yeah, he's a great guy. I was a marketing director, of, leading the go to market team in Mexico at the time, leading the commercial and marketing team. And, P and G was structured, or is structured, that we collaborated with a regional team in Panama. So, Anna Christina Restrepo. Was my peer there? She was the marketing director on the brand design portion of the team. And, Pablo was the brand manager. And Roy Car was he was, the local guy in Mexico in charge of, negotiating our in-store activiation and making it happen. And there's many more people I'm sure I'm forgetting, but it really brought me great memories to think of these guys. And the challenge was launch Febreze in Mexico. And, Febreze is an amazing brand. At the time, it was probably one of the fastest brands, in Procter and Gamble, to reach the billion dollar threshold. So it was a success story in the company. And I had the possibility to actually bring this innovation, to Mexico. When I was working in Cincinnati, I met Martin Hetich. He was a marketing director at the time, the one that brought this innovation, to life, and he made it happen. And I was very close. not very close, but I knew about this success story, and I knew the innovation, the clarity and the simplicity of the proposition, the superiority. And ah, now, Martin came to Latin America to be, the general manager for fabric and home care in Latin America. So I had the chance to work with him in this huge challenge. So I was very happy for that.

Allan: Great. So every market has different considerations. As you were looking at Mexico for Febreze, what were some of the special, considerations for the country?

Jesus: Yeah, this was not just launching another brand. This, I think why this is, a good one, because, the challenge was to explode category growth, to really grow penetration fast. the category was tiny in Mexico, almost non existent. But we saw a huge potential in Mexico to actually make this incremental business for the trade for us and to make good impact in consumers'lives. But the big challenge was to bring the consumer and the trade alongside this bold vision that we had because it was not going to be easy. We were late to the party, competitors had arrived earlier than us and our amazing proposition was priced three times more than our competition. So not 30%, not 60% three times more expensive. So it's a big challenge. We need to reframe consumers minds into what the category is. We need to change the perception of the trade into how to grow this category and we need to convince everyone that we can do it with a proposition that costs three times more. So it was not an easy one.

Darcy: Which leads me to actually the next question is with all of those things that you're pointing out how did you identify your right to win in the category? I mean obviously you could say what a challenge three times the amount that you're going into it. How did you guys really identify that?

Jesus: Yeah I had been very close to consumers in other high sensorial categories. I led ah, the detergent team and down in Mexico and Latin America so I knew already that Mexican consumers love perfume. The detergents, the hard surfers cleaners, the softeners, the perfume levels in these categories are the highest in the world. So consumers in Mexico can't have enough ah, perfume. So I knew from the start that the idea of having a new product to actually freshen the air I knew it was going to be big but it was not until we went to consumers homes and that's something that I loved about Proctor. You actually spent a lot of hours going into consumers homes to actually not only hear what they tell you but actually see what they're doing that I knew that the potential was tremendous. When you walk into consumers homes, especially from medium socioeconomic levels, and you're looking with the optic of finding opportunities for this, we realized the spaces, the more smaller spaces. And there was, the housewife cooking some fish. And, the boy was, doing homework, in the next room in an open space and someone was watching TV close to them immediately. So it was very clear that the transferability of these aromas was happening in the store as they were cooking or someone smoking and the whole house fills with these aromas and we also knew that consumers use aroma as a way to actually portray that they are clean and that they are actually good housewives. So actually they went to a lot of ordeals to actually eliminate those aromas and have the house smell very clean and with a lot of perfume so we knew there was huge potential for the category to be bigger so.

Allan: Jesus I remember there were two categories for Febreze. One, that was called a fabric refresher, which made, clothes smell better or other fabrics smell better. And the other one was air care. You're talking about both categories, right. With this launch?

Jesus: Yeah. The main focus was air fresheners, for the room, for a space. The focus, as I said, was to grow penetration because the catering was so small. So definitely fabric refreshers is an adjacent part of this category that is important. But what we learned is that in order to explode the category, consumers enter first through the sprays for the Air. And the reason for this is that the technology is superior. Ah, February has this technology that encapsulates the bad odor and eliminates it, and then adds this really soft and natural aromas competition. At a time they cut up, but at the time they mask the aroma, they did not encapsulate it. So you end up smelling fish with flowers. It was not really a good order. It was masked. So, if we actually were able to have consumers try this technology and that it truly works through the spray, they enter the category and then they expand to other adjacencies as the fabric refresher or the candles or the plugins or anything. But the key was actually to make them enter the category through the spray. So that's why the focus was on AirCare, basically. Great.

There was a competitor that came to market first, and their technology was inferior

Allan: So as he came to market, you weren't the first to launch, though, right? There was a competitor, I think, that beat you guys.

Jesus: Yeah, that was one big part of the challenge. The problem was not only that they beat us, but that their focus was not on category development. The focus for this competitor was on short term profitability, and that technology was inferior. So you ended up with two problems. First, consumers did not think that the product was so great. They, used the spray because they wanted to get some good aroma. But they knew that actually they were getting the cigarette smoke with some flowers on top. They were not really getting a really great experience. And on the other side, the trade, the go to market strategy for the trade was not right, because, as I just told you, the sprays are very important to enter the category, but also are the least profitable ones when you compare with the rest of the portfolio. So, as they were going for short term profitability, you walk into the AirCare aisle and you had all the devices, the plugins, the candles, everything like that, because they were really cute, and profitable. But really they did not drive the penetration. So we needed to actually convince them to completely change the insturvation, being the late comer. And, it was not easy. So, the challenge, it was actually twofold, that consumer and the trade.

Darcy: So with that, and obviously the competition beating you guys, how did you approach the retail buy in. Was there some of finding the white spaces or differentiation strategies that you used at that time?

Jesus: Yeah. So this probably is not going to sound very new. Obviously we need to convince them that there was a bigger vision, a much bigger category. Convince them of a vision that we can actually have a category that was ten times bigger than the one that they had was obvious. But I think what really helped us that they get alongside us with us on this challenge was I think was two things. One, the experience from the US. That we really have very clear identify the drivers for growth for the category. But to me the really big one was we told them that we were going to take risks and that we were not going to wait for a slow curve for penetration. That we were willing to actually put the money, the investment and everything to build a really fast penetration almost overnight. To really create a step change in growth in penetration. That got them excited because it was not like I'm going to start a new category and then the person that has the job after me is going to actually enjoy it. But the buyer in the retail is going to actually get the incremental business. So I think that was the big AHA to convince them of a much bigger vision that we knew how to do. And that we told them that we're going to risk building it really fast. And I think that got them excited. So what does this mean? How did we do it? what we told them is we will bring this pipeline of innovation. You will see it. But the most important thing is we will drive trial in the store really fast. And what we committed to do to them, which was really bold at the time, was we're going to transform the full modern retail in 48 hours. So in 48 hours we're going to actually rearrange completely the shelf of AirCare. We're going to move the cans up, we're going to obviously have February in there. The shelf space of cans is going to really grow because we actually believe that's the right way to drive category penetration. We're going to actually add displays in other parts of the store, in the pet aisle, in the cooking aisle, in all of the areas where consumers have other problems. And we're going to do this in 48 hours. So we will use the scale of the company. And this was also a sale for me within the company right. Because was a very small category. So convincing internally the company to use all these resources for a 48 hours plan was not easy. And we did it in 48 hours. Like 70 or 80% of modern retail was transformed overnight in 48 hours with this new vision. And that brought a lot of credibility for the trade.

Allan: I bet you were, checking the stats as every store got reset. Probably. It must have been a big deal.

Jesus: Yeah, it was, an army of us all. The team was in the stores, going in cars, checking all the stores. People were working overnight. it was a big deal, because it was probably the first time something like this was done right.

First phase of category penetration plan is to explode in modern retail

Allan: So, from a trade standpoint, you talked about modern trade. Was that your focus, or did you also focus on more independent retail as well?

Jesus: We're choiceful. What we said is we could go to some other places, but what we said is, modern retail is going to be a platform for trial, so we're going to make sure that we win here big. the conversion of the shelf was a big driver, but we also focused on some other elements, like the displaced in other categories. We ensured that we had good differentiation among retailers to get their support. Strong trade margin. So, what we said is the first phase for the category penetration plan is to explode in modern retail, and then the demand will actually start expanding into other channels. Obviously, this included supermarkets and clusters, and later we expanded to high traditional stores. But the main focus on the introduction was or the learning was be very choiceful and do it extraordinarily well in modern retail.

AD: Mike: Hi, Jesse. What brings you to the airport?

AD: Jesse: Mike? I'm off to the headquarters to share an update on the big launch.

AD: Mike: Oh, I've heard it's selling really well. Care to share your secret?

AD: Jesse: Well, just between us, it's all thanks to Bold Labs. Their exclusive digital test market research allows you to optimize your product marketing and pricing before the big launch.

AD: Mike: That sounds fantastic. How can I learn more?

AD: Jesse: Just visit www.boldlabs.com. It's all right there. This is the final call for Flight 723 to Chicago.

AD: Mike: Looks like we'd better go. Thanks for the tip, Jesse.

AD: Jesse: See you soon, Mike. And remember, Bold Labs is ready to help your product. Soar.

Darcy: So I love that you talked about the consumer research and actually going into the homes and the revelation to you that Mexican consumers were cleaning surfaces multiple times a day, not just out of pure hygiene, but also to dispense the scent of what I think that consumer research. It points out it ties back to what's perceived as clean, related very much not only to a visual, but also the smell of what was going on in the house. Obviously taking that consumer insights and then being able to leverage them and talk to the retailers, and then having to redefine where it was placed. You said, we can do this in 48 hours and have different, shelf placement and so forth. Was there any resistance that you felt that you got from the retailers or in that kind of not only reinventing a very new category, but then also reinventing where it belongs in the store.

Jesus: As you know, there was a lot of resistance. And, this is what I named, Roy Kawas earlier, because he was able to actually break all those barriers. I think that, the magic was to show to convince the retailers with the actual product and to bring the consumer in front of them. So, we actually had an activation for consumers that was really awesome. We actually had these big trucks with flat beds, and we actually put a room of the house on top of it. We built a room on top of these flat truck beds, a kitchen or a teenager's bedroom or something. And inside this room, we created an exaggerated, situation of bad odor, like a really filthy room with pizza and cigarettes and used shoes and sweaty T shirts and everything. And it has a big glass window, so, everyone could see, the crowd could see. So we use this as an activation for consumers to go outside supermarkets or something to show how the technology worked. Consumers, we would pick a consumer blindfolded, walk into this ah, space, spray Febreze, and then interview them and ask them their experience and what they were feeling. And it was really amazing how they were talking about meadows or nature when they were really in this. Everyone was seeing this. So we use this for the consumer, but also we used it with the buyers. We actually used this experience when we were facing a lot of resistance from the buyers. We actually did this, with them, with them by themselves. And when they took the blindfold off and they were saw, what they were seeing is like, they knew that this was a different type of technology. And we broke a lot of these barriers using the consumer experience.

Darcy: It's funny that you mentioned that, because my first experience I thought back when we decided to pick for Febreze and the launches, my first experience with the brand was literally I was a soccer player my whole life, all the way to college. And we all know soccer players take off their shingards, their cleats, throw them in their bag. And that bag was probably a little bit what you built for that consumer experience and retail experience. And my mom had bought me Febreze and she was like, use this. And I thought in my head, I don't want the smell of sweat and stinky mixed with this spray. I'd rather just it smell like sweat and be stinky versus the floral mixing in. And I remember she sprayed it in my bag and I literally was like, I don't smell anything. Little bit. I was probably part of your consumer research and how that went about there.

Jesus: Yeah, just an amazing technology.

Allan: So Jesus, everyone always thinks about the advertising in a big launch. Did you use a global campaign? Did you build your own campaign. How did that work?

Jesus: Yeah, the structure of P and G now is, you had local teams, as in Mexico, and then you worked with a regional team. And part of the success story of this was the amazing work that everyone did. And, the regional team developed a campaign for the region based on the learnings from the Globe expansion from the US. But, the thing that I loved about this is that it was very simple, very didactic. this thing that I'm telling you about consumers, not smelling fish with flowers, you could see it in the visualizations, very clear, like encapsulating a fish and then the flower. So it was very simple, very didactic, and tremendously superior. And we used that to actually then bring it to life. Ah, then in these activations that I was telling you with the trucks and the flatbeds, I think that, what the regional team was create a campaign that was relevant for our market for Latin America. Although it was based on a global campaign, it was very focused, for Latin consumers. And then it had enough space for us to actually maximize this locally.
40% of market share in the first week after launch

Darcy: And I know you said obviously, very bold and aggressive, go to market kind of campaigns and how you were approaching retailers. Did it take a while for you guys to see the results? How did that, after that initial launch, what was a bit of the trend that took place?

Jesus: actually, I think the president at that time of this business unit was David Taylor, who later was the CEO of the total of the entire company. And I remember he was, just amazed about, he was happy. And also, I would say, also probably a bit skeptical about our aggressiveness, but he was saying, Go, guys. But the result was we got 40% of market share in the first week that we launched. And obviously the objective was not share, was penetration, but this was a record breaking expansion around the world. No one actually grew as fast as, we did. It was a vertical growth, which is what we promised, the trade. We promised, this is not going to be a slow curve, this is going to be fast and aggressive. And remember, we cost three times more than our competitors. So we actually grew category value overnight in just one week by achieving 40% of share. And category penetration grew around 35% the first year and sustained throughout the next year. So it was really fast, which was for me, it was a big promise to the trade. This is not going to be a slow curve, category penetration story. This is going to be a disruptive growth. Ah, very fast. Unfortunately, we did it because otherwise the trade would not have been happy with.

Darcy: Me, I'm going to say, but you ended up being the favorite kid on the block, which is always a good person to be.

Jesus: Yeah, I mean I manage other categories with not that great stories, but with this one, they loved us.

Allan: So 40% share in week one is amazing. How did that sustain, over time? What were the results? Six months? Twelve months.

Jesus: The share sustained, probably it flattened a little bit around above 35, because competition didn't sit on their hands. But the share sustained on those levels, we actually were value market leaders and category penetration kept growing. I left the brand after the category after a couple of years, so I could not tell you that. But you see now in the shelves the sophistication of the category and the innovation that has kept coming and the seasonalities. So I bet that, the category has kept growing. You see also the car plugins and the category has expanded in many, many areas. So I bet it has grown.

Darcy: Well, we've talked a lot about the highlights and the high points of the launch. But if you had to look back, is there anything that you would look to change about the launch?

Jesus: This was, one of those initiatives where you feel very lucky to have been part of that team. this is where stars align. one of the biggest, learnings for me, is the synchronicity of the variables, when they align, and when you actually work in aligning, then that everything works. Magic happens. So I think, this was one of them. So it's hard for me to think of something that I would probably change into the actual launch, but probably on a more human side, I would say that probably we were on very high speed mode, and we probably didn't stop or slow down enough to actually either celebrate or capture the learning and then, probably expand what we have learned to other categories. It was super fast. We launched and after this week of, 40% share, we were thinking of week three and we were thinking of innovation pipeline. So sometimes I think when I think of that part of my career, I really think that slowing down a bit and learning and connecting and celebrating, I probably would have done more of that, honestly.

Darcy: I was going to say, no pun intended, but stop and smell the flowers. Right? Exactly.

Jesus: You got it. Exactly.

Allan: Now Jesus. I want to do a memory check on myself. I'm trying to remember the name of the molecule that made this product so special. Tell me, is it beta cyclodextrin?

Jesus: Oh yeah, exactly. You got it. That's exactly.

Allan: I absorbed the sales pitch really well. when that product came out.

Darcy: He's been taking his brain food for memory over there.

Allan: Exactly.

Jesus: I was going to tell you, I don't remember, but that's exactly it. You got to drive it. That's, an amazing technology.

Allan: So you did this, work a little over a decade ago. How would you say innovation is. Different today in 2023. I know you're involved with a lot of brands. What are the practices that might be different than what they were back in that time?

Jesus: A lot is different. there's probably, again, to the point of speed. The need for speed is huge. But I would say that the learning that this brings, it's ageless today, actually. I work with tech companies, I work, with banks, with schools. And I would say that the learning that we got from here stays, is relevant for this. I think the balance of actually not thinking that you need to compromise short term and long term. The ability to have a plan that actually is built for the long term, but makes a big impact on the short term, I think is something that we forget sometimes. We believe that, or you compromise a long term for the short term or the opposite. So I think that this plan, this experience reminded us that you can do both. If you do it right, you can actually have a strong short term and long term. The next is we forget this a lot. And I think, Proctor was a great school for this. But everything starts and ends with a consumer. And I think we were obsessed with understanding and addressing the needs of the consumer. Remember I told you that, this was three X, the cost, of our competitor. So we knew for a fact cash outlay would be a problem for some consumers because the can is going to be like 56 pesos. It was going to be too expensive to try. Once they tried it, we knew they were going to buy it. So the US had this small can for sampling for travel or something. And we said, we want that for a Bodega SKU. And the global guys told us it's impossible. We cannot bring that as a regular SKU. That's not possible. And the regional team was there with us. Yes, we can make it happen. We make it happen. So it's this obsession with actually not renouncing at what consumers need. And we actually brought it. We made it happen. And Bodega was big part of the success of the launch because we got people to try it and also making sure that everybody wins. I think that the short term pressure of big companies sometimes makes you focus only on what's going to be your result for the next quarter internally. And I think, this plan was built thinking that the consumer would win also, obviously, but also that the trade would win big time. And I think when you build these plans where everybody wins and it's not easy, it really takes hard work to make sure that, you make happen the wins for everyone. I think that's big learning.

Darcy: Absolutely.

Jesus: Yeah. And probably the biggest one for me is when I tell you that the stars aligned and that everything worked. I think it was amazing teamwork. And I think the powerful thing about this teamwork was not good collaboration and holding hands and being nice to each other. It was that actually, every member of the team did their work extraordinarily well. It's like, the person that did the copy did an amazing work. The person that actually designed the InstaVision did extremely, bold. So everyone in part of the team did the best that they can do. And I think that's also a big learning. It's like, focus and do your job. And I think that was a big learning. So despite that, today innovation works at a different speed and data, allows you to actually take decisions in a different way. I believe these lessons are ageless are important, no matter what the times are.
What advice would you give a CPG leader working on a new product launch?

Darcy: So on that note, it kind of leads me into what advice would you give a CPG leader out there working on a new product launch? If you had one bit or piece of advice to give, what would you tell them?

Jesus: I will pass, an advice that Danila Ricardi gave me. She's a very senior, executive in Proctor. She's now the CEO of Diesel or some other big company. But when I was a, ah, young assistant brand manager, she was my general manager, so I feared her a little bit and I, also respect her a lot. But, she was giving me a lesson for something that we were doing and she told me that, she says, Jesus, sometimes in marketing you will have a dream or you will have a vision. And the world around you will try to slice it down and to dilute it, because they will tell you things are not possible and you will end up compromising your vision and you don't never compromise your original dream. And I think this is true not only for initiatives like this, because things can be possible if you're persistent and you have a good team or anything, but I think it's also, a good advice for life. So I think that the times that I have listened to Daniela, I have, done well in my life. So, I think it's a good advice for others. I'll pass it along from Daniela to the rest.

Darcy: I love it.

Allan: So Jesus what are you, working on today? What's big on your radar today?

Jesus: I'm very busy, I'm very happy. I said, I left the corporate world a while ago and I partnered with a group of extraordinary people. We have amazing human beings as partners and we have, ah, a group of agencies. We have an agency on, strategy, an advertising agency that is Rock, and a media agency that is effective. And, I can't believe it's. Ten years, almost. No. But, we started, eight people, in a floor of a building. And, today we're around, 220. Very talented and generous and kind and extraordinary individuals that, we work every day to serve, many brands and businesses. So, that's what we do. I today spend my day immersing on some of the challenges from our clients and also, trying to, complete and continue building, our really talented team. it's amazing. I grew up selling detergents, only almost fabric and homegrown products, and I have the luxury now to work in, a diversity of industries in retail, dairy, beer, tech companies. So that's really exciting and amazing. And, I have the chance to talk to you again and see you again. So that's amazing.

Allan: That's been great.

Darcy: Well, Jesus, thank you so much for sharing your story of the launch of Febreze in Mexico. Stories like yours remind us to keep innovating, stay inspired, and let's continue to redefine the world of CP innovation. We appreciate you.

Jesus: It's been a pleasure. Thanks a lot for having me, and, keep it up. I love your podcast.

Allan: Well, thank you.

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