Petra Oonk - Kneipp Benelux

Kneipp has been rooted in a clear philosophy for over 135 years. Built on the principles of water, plants, nutrition, movement and balance, the brand has evolved from a traditional bath product into a broader wellbeing  proposition. In this conversation, Petra Oonk, Head of Marketing at Kneipp Benelux, shares how the company approaches brand growth through a combination of strong heritage, organisational alignment and continuous relevance in a competitive market.

A Strong Identity that Evolves with the Times

For Petra, brand growth starts with a clear understanding of what should never change and what must continuously adapt to the current zeitgeist. While growth is often measured in revenue and profit, she emphasises that the real driver sits deeper: the ability to remain relevant. “Brand growth is something you can quantify in revenue and profit, but I think it’s especially about your brand value. You have to continuously adapt to what consumers need, so your brand remains relevant in today's context.”

This distinction between identity and execution is central to Kneipp’s approach. The brand’s philosophy has remained unchanged for over a century, yet its expression evolves with the times. “Those five pillars have been there for 135 years, and they feel more relevant than ever before. But that’s not because the world moved towards us. It’s because we continuously translate them into today’s context.”

In that sense, growth is not about reinventing the brand, but about reinterpreting it. A strong, stable identity provides the foundation, while relevance ensures it continues to resonate.

“Brand growth is something you can quantify in revenue and profit, but I think it’s especially about your brand value. You have to continuously adapt to what consumers need, so your brand remains relevant in today's context.”

One Team, One Goal: Culture as a Growth Driver

Beyond brand strategy, Petra highlights organisational culture as a critical enabler of growth. At Kneipp Benelux, marketing, sales and trade marketing are not separate functions but part of a unified commercial effort. “It’s not just a marketing effort or a sales effort. It’s a commercial team effort. We work together towards one goal: bringing the brand to a higher level.”

This integration is supported by the company’s relatively compact structure, which allows for short lines of communication and faster decision-making. But Petra is clear that size alone is not enough; mindset is equally important. “There’s a shared sense of responsibility. People are not focused on their own position, but on how we can move the brand forward together. You could say there’s Kneipp blood running through the organisation.”

The result is a culture where silos are actively avoided and where collaboration becomes a natural way of working. According to Petra, this alignment is essential for maintaining consistency across all touchpoints, from innovation to communication to in-store execution.

“There’s a shared sense of responsibility. People are not focused on their own position, but on how we can move the brand forward together. You could say there’s Kneipp blood running through the organisation.”

Consistency as a Strategic Advantage

In an industry that often prioritises change, Kneipp deliberately leans into consistency. Petra believes that one of the biggest mistakes companies make is treating strategy as something short-term. “A strategy is not for two years. A strategy really is for the long term. From that, you derive your plans and tactical execution.”

This long-term mindset allows the brand to build memory structures over time, rather than constantly resetting its positioning. At the same time, the organisation remains flexible in how it executes that strategy. “We’ve managed to keep our strategy consistent, while still being flexible in how we respond to the market. That’s because everything is so well connected internally.”

Perhaps the most telling reflection of this philosophy comes in how Petra describes communication: “When we start to feel tired of our own communication, that’s when it actually starts working for the consumer. That’s when you need to keep going.” Consistency is not a lack of creativity, but a deliberate choice to build long-term effectiveness.

“When we start to feel tired of our own communication, that’s when it actually starts working for the consumer. That’s when you need to keep going.”

Driving Growth through Penetration and Innovation

While brand building provides the foundation, innovation remains a key growth lever, particularly when it supports penetration. “Penetration growth is the most important driver for long-term growth. You always need to find new buyers.”

For Kneipp, innovation serves two roles. On the one hand, it strengthens existing categories with new concepts. On the other hand, it enables the brand to expand into adjacent spaces, supporting its evolution from a bath brand to a broader wellbeing  brand. “We used to be a bath brand, but now we’re a wellbeing  brand. That opens up a much broader range of categories we can play in.”

However, Petra is realistic about the challenges that come with this approach. Entering new categories requires rapid validation and strong execution, especially in retail environments where performance is quickly assessed. “It’s a bit of a chess game. Sometimes it works, sometimes it doesn’t. But it keeps the brand dynamic and creates new growth opportunities.” Innovation is therefore not an isolated function, but closely linked to brand positioning and long-term strategy.

“Innovation is a bit of a chess game. Sometimes it works, sometimes it doesn’t. But it keeps the brand dynamic and creates new growth opportunities.”

Navigating Commercial Pressure without losing Brand Value

Operating in highly promotional retail environments adds another layer of complexity. Kneipp is active in both drugstores and supermarkets, where promotional pressure continues to rise. “The promotional pressure is increasing, and it’s a challenge for everyone. The question is always: how do you balance brand value with activation?”

For Petra, the answer lies in understanding the role of different products within the portfolio and maintaining a clear value proposition. Promotions are necessary, but over-reliance can erode brand equity. “You need activations, but you can’t overdo them. If you do, it comes at the expense of your brand value.”

This balancing act extends to partnerships with retailers. By positioning itself as an expert in the category, Kneipp is able to guide activation strategies and contribute to better outcomes for both parties. “When you have a clear vision and can support it with insights, you’re seen as an expert partner. That gives you a stronger position in the conversation.”

“You need activations, but you can’t overdo them. If you do, it comes at the expense of your brand value.”

Global Alignment with Local Entrepreneurship

As part of the international Kneipp Group, the Benelux organisation operates within a global framework while maintaining strong local influence. Petra plays an active role in the global marketing leadership team, ensuring alignment between markets. “It’s a global approach, but with strong input from local markets. We bring trends, ideas and insights,  to decide what has global  potential.”

This balance creates a system that combines scale with flexibility. Global teams provide structure and consistency, while local teams bring speed and market understanding. “We’re probably somewhere in between. Not fully agile, but also not purely top-down. It’s a combination of both worlds.” For Kneipp Benelux, this translates into a high degree of ownership, particularly in areas such as media and local execution, while benefiting from globally developed brand assets and positioning.

“It’s a global approach, but with strong input from local markets. We bring trends, ideas and insights, and together we decide what has broader potential.”

Staying in Control of the Brand

Ultimately, Petra believes that one of the most important responsibilities of a marketer is to stay in control of the brand’s direction. “If you don’t make choices, you let things happen to you. And then you become a product of the market instead of steering your brand yourself.”

This philosophy runs through every aspect of Kneipp’s approach, from long-term strategy to day-to-day decisions. It reflects a clear conviction: that strong brands are built through deliberate choices, consistent execution and a deep understanding of what the brand stands for.

“If you don’t make choices, you let things happen to you. And then you become a product of the market instead of steering your brand yourself.”