Memo的动态

The litmus test of really strong brands is ability to command a price premium, even when consumers' budgets are stretched. A lot of Brands are failing this test today. This article from today's WSJ indicates "store brands" are growing at the expense of "national brands". I don't think consumers even think of "store brands" (e.g., CostCo's Kirkland) as "store brands". Perhaps now more than ever before, Brands seeking to command price premiums vs. "store brands" -- and other lower priced competitors -- need to have and communicate a compelling value story.

Distributors: read between the lines of this article. How can you exploit your profit/loss cross-subsidies amongst both your customers and SKUs? 1.?????“Biggest brands lost more than 20% of their value” is a symptom, what are the root causes? 2.?????The author touches on a biggest cause: competition from Trader Joe’s, etc. a.?????Competitors only clone the most-popular, big-brand SKUs. b.????They design clones to be better quality than the originals. c.?????And, with drastically simpler supply-chains and no losing flavors to finance with profit winners, they sell clones profitably for 20% less. 3.?????Case: Trader Joe’s has 2 SKUs for peanut butter v 100 at full-service grocery store 4.?????Best Big-Brand solution example: in ’22, Coke dropped 50% of their brands that totaled 2% of their sales. Cost reductions for losers allowed for more competitive prices on core brands. 5.?????Distributors using profit analytics from https://lnkd.in/g3WPKkPM can rank both profit and losing customers and SKUs to then run new plays to fix losers to better focus on winners. Are your firm’s best winners being hyper-focused on by an analytically-smarter competitor? ?

"?? Daily Harvest launches at Target ?? The expansion into 250 of the mass merchant’s stores comes as the DTC food brand builds out its wholesale footprint with retailers like Costco and Wegmans. ?????? #DailyHarvest #Target #RetailExpansion #HealthyEating #DTC" by?Retail Dive about?Target

Harsh truth for early-stage alcohol and CPG brands: All revenue is NOT created equal. Here's what I mean ?? Retail revenue is a function of velocity (how quick your product sells) X points of distribution (how many doors sell your product). Velocity is really the key metric most brands should be focused on, but it's of course only half of the equation. It IS possible to brute force your way to more revenue by opening more doors. But unless you can execute incredibly well and drive high, predictable velocity across nearly all of these doors, it may be a mistake to do so. Upholding strong velocity is the key. Here's the punchline: There's a big difference between doing $1mm in a controlled number of states/points of distribution with STRONG velocity versus $1mm in a vast number of accounts with weak velocity. $1mm in less accounts with strong velocity is almost ALWAYS better. Strong, predictable velocity is a foundation for scale and growth. This is the way!?

?????? ?????????? ???? ?????????????? ??????????????????: ?? ???????????????? ???? ???????????????? ???????????? ????????????????. Have you noticed that many of your favorite products are missing from store shelves? There are powerful economic reasons for that. Hormel Foods is streamlining its product offerings, mainly focusing on its famous Hormel Pepperoni brand, to increase profit margins and improve operational efficiency. This strategy aligns with a broader trend observed across various industries, where companies reduce their product lines to enhance efficiency and profitability. Previously, many brands emphasized expanding choices for consumers, but now the focus is shifting towards simplification. Once, the mantra of many brands was to expand choices, reflecting customer desires for variety and personalization. However, the pandemic shook this foundation. In 2020, as demand surged and supply chains faltered, companies quickly shifted their focus to their top-selling items, implementing a strategy known as “SKU rationalization.” With rising costs and price sensitivities among consumers, many brands are finding that less is more. ???? ?????????????? ???????????????? ???? ???????????? ??????????????, ???????? ?????????????????? ?????? ?????????????????????? ?????????????????????????????? ????????????????, ?????????????????? ???? ???? ?????????????? ???????????? ???????????? ???????????????? ???? 0.9%. ???????????????????????? ?????????????????? ?????????? ???????????? ???????????? ?????????? ?????????? ?????? ?????????????? ?????????????????? ?????? ???????????????????????? ????????????????????. Retail giants like Levi’s and Dollar General are also embracing this trend. Levi’s has reduced its clothing options by 15%, while Dollar General plans to eliminate about 10% of its products, simplifying the shopping experience for consumers. Dollar General’s CEO, Todd Vasos, emphasized that fewer variants, such as mayonnaise, would make choices more accessible for customers while reducing restocking demands for staff. However, while reducing product lines might make business sense, it’s not without risks. Loyal consumers who miss their favorite product variations may turn to competitors or private-label alternatives. An infamous case was Taco Bell’s discontinuation of the Mexican Pizza, which led to significant backlash and prompted the company to bring it back due to customer demand. The lesson here is clear: while brands may need to trim the fat to remain profitable, they must be cautious not to alienate their core customer base. As David Garfield from AlixPartners advises, brands should apply precision in their product cuts rather than a sweeping approach.

It's not much, but I have hope that this: "The refrigerated foods department saw private label sales slip 0.7%," might signal a shift in consumer mindset about quality in certain categories. Private Label is here to stay, for sure, but grocers need more time to get the product to be at the place where brands already have them. And don't forget, there's two kinds of PL...private label and private manufactured...for simple private label, retailers will always be on the look out for manufacturers to supply them with quality products. It's a good strategy to go after PL business so it can help boost your brand's longevity by giving you another revenue stream. https://lnkd.in/gW2k2kU2 #PrivateLabel #ConsumerTrends #RetailInsights #BrandStrategy #GroceryIndustry #RetailTrends #ManufacturingPartnerships #RevenueStreams #BusinessGrowth

?? Did you know, 1 in 10 US consumers ordered #Alcohol delivery in the past six months? As #Drizly officially shuts its doors, how can alcohol brands adjust to maintain online sales? Check out our blog to learn more! ?? ?? ??

Retail Today / Retail Renaissance: How do retailers build consumer “TRUST”? #trust Newsweek takes a survey on the “most trustworthy” brands in America. #brandexperience They found three things that created trust: Customer - Investors - Employee #customer #investor #employee Sounds very familiar to the old “stakeholder” approach to business. Are we starting to fall back to “Stakeholder Capitalism”? COMPANY - ASSOCIATE - CUSTOMER - INVESTOR - COMMUNITY - ENVIRONMENT #stakeholdercapitalism Which Brands are leading the way? #brands RETAIL: #chewy #amazon #costco #tractorsupply #acehardware GROCERY: #publix #HEB #wholefoods #WinCo #kroger CLOTHING/LUXURY: #levi #underarmour #americaneagle #carters #tiffany #retail #retailtrends #retailindustry #shoppingexperience #brandbuilding #TopRetailExperts

The quality of private brands are next to the price perception the best predictor for future market share gains in grocery in Europe. Four of my colleagues outline a recipe with three ingredients for private-brand excellence Dymfke Kuijpers Ryan Drassinower Kaufman Patricio Ibá?ezAngus McOuat

US shoppers who love a grocer's private-label brand are seven times more loyal to the grocer than those who are reluctant to recommend it. Our survey of 20,000 US consumers uncovers which private-label brands stand out for value and rival national brands on quality and taste. Explore the findings here. https://bit.ly/3MFycyD