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Your Brand’s Growth Opportunity Is Not Where You Think It Is

March 23, 2023  |  an article by David Lemley

Whitespace gets its own square on the Business Buzzword Bingo card. Brand managers and C-suiters use it to describe an almost mythical place where their companies have room to maneuver at will, where their competitors can’t get a toehold.

I can assure you that whitespace is not a myth. You’re just looking for it in the wrong place.

Understand Where Opportunity Lies

The modern business concept of whitespace is usually presented as a Venn diagram with three overlapping circles representing your company, your competitors, and your audience. Conventional wisdom has it that the so-called whitespace is the piece in the middle of the overlap.

Wrong.

It’s actually northwest of that.

That piece in the middle? It’s an absolute war zone. Every other brand leader in your category is using the same Venn diagram to map the same opportunities in that same space. If you’ve thrown some new SKUs onto retail shelves and you’re wondering why a few of them win, and a bunch of them fail, it’s because everyone else is throwing darts at the same circle.

We’ve seen this kind of hit-or-miss product performance from large multinationals with extensive brand portfolios. These big players have spent the last decade realizing they are not good at innovation and disruption, but instead excel at dominance through distribution and ad spend. This has made a marketplace where companies are acquiring, not organically building, the next generation of the brand portfolio. Some have been wild successes and others have struggled and been sold off at a loss.

Perhaps it’s time to learn from this experience in order to incubate and grow organically toward whitespace.

The Retail Voodoo Whitespace Map

What if your opportunity was not in the middle, but at the intersection of what you rock at and what the consumer wants and buys? It’s hallowed ground: The place where your brand’s mission connects deeply with an audience that shares those values. What we call Beloved & Dominant brands meet important needs for their people, and do it narrowly and uniquely enough to define their category.

Pursuing opportunity within this overlap results in sharp positioning for your brand because you’re playing to both your strengths and your audience’s desires. Your brand will become virtually competition-proof, because other offerings in your space are just background noise to your core group of devotees.

When we work with brand managers seeking fail-safe, we’re-not-just-guessing-at-this opportunities, there are three paths we can follow:

1. Brand Positioning

If everyone in the category is leading with this feature or that benefit, what makes you different? Positioning is the distillation of your brand’s WHY — your promise and the way you keep it — and your audience’s needs and values.

Think of how you can extend an open invitation for people to belong to your brand, not just buy your products. Beyond product attributes — they like vanilla chai flavor — what does your brand bring to their lives? Who do they get to be when they’re with you?

Look at the outdoor outfitter REI, for example: Anything REI makes can be purchased online or even at Walmart at a lower price. But when you shop at REI, you belong (literally). And that belonging is worth driving to the mall, walking into an actual store, and knowing you’ll pay a bit more. Consumers have an elevated sense of personal responsibility that comes from their connection with the brand.

In our industry, the beverage category — alcohol, water, soda — is ripe for this kind of affinity positioning. Are you a Coke person or a Pepsi person? One is about, Life’s good! Whereas the other is about, Here’s the next cool thing! As canned colas, strictly speaking, Coke and Pepsi are commodities. But their positioning allows them to pursue opportunities based on their audience’s preference for one brand over the other. That’s capital-B Branding.

2. Product Innovation

Brands often look for whitespace when evaluating which new products to introduce. Using innovation as a portfolio management tool allows you to attract more net consumers to include your brand in their consideration set.

Again, let’s look at a massively congested category: Performance drinks. Monster is a brand that’s leveraged product innovation and line extension to find their whitespace and dominate the market. Monster used to be just three flavors of highly caffeinated drinks. If you had asked me two years ago if Monster should be in the coffee drink space, I would have said no. But now they’ve built out the portfolio in a way that all kinds of iterations make sense: the original Monster Energy plus a whole suite of subcategories like Monster Rehab (post-workout recovery drinks), Monster Muscle (protein), Monster Java, Monster Juice, and even a canned sparkling water. All of these product lines straddle a set of maxed-out categories, but together they ladder up to a bigger promise: The right energy at the right time … every time.

True product innovation is not about selling more stuff to the same people; it’s about getting more people into the brand. Monster’s leadership has thought this through and made a long-term play in a category that looks at 12-month increments, and it’s brilliant. When you walk up to a refrigerated case in a convenience store, the wall of Monster products is awe-inspiring; everything else is an also-ran.

3. Consumer Data

You probably have mountains of consumer and category data, and it’s probably languishing in a spreadsheet somewhere. What can the numbers tell you about whitespace? Plenty.

Using data as a pathway to opportunity means taking your time to gather insight into adjacent categories to see what the smart play is. Is the category still growing even if it’s crowded? Can you take a tiny part of it and win because of your larger brand story?

Usage & Attitude studies, which tell you how/when/where people are using your product, can point you to new products you haven’t yet imagined. Look at Califia. Leaders of this category-killing plant-based milk brand had data that showed that their stark-raving fans were making coffee drinks with their products. So that led them to RTD cold-brewed coffee — not just blended with plant-based milk but also straight-up coffee. The move gives the brand an opportunity to make really strategic small adjacent moves to get net new consumers, who may or may not be non-dairy milk drinkers.

Beyond Features & Benefits

The mojo of our alternative whitespace map lies in the overlap between your awesomeness and the consumer’s desires. It’s about finding an opportunity where you are not competing on features and benefits, but on something bigger: your brand’s WHY. The key to the win is claiming the emotional territory that nobody else can claim. If the brand itself doesn’t hold an emotional position, it doesn’t make sense to line-extend because you’ll get micro-incremental gains instead of charting new categories.As baseball Hall of Famer Willie Keeler said, “Keep your eye on the ball and hit ’em where they ain’t.” Play the whitespace game right, and your competitors won’t even get onto the field. If you’re on the hunt for opportunity, we can be your guide. Let’s get in touch!

David Lemley

David was two decades into a design career with a wall full of shiny awards and a portfolio of clients including Nordstrom, Starbucks, Nintendo, and REI. His rocket trajectory veered when his oldest child faced a health challenge of indeterminate origin. Hundreds of research hours later, David identified food allergy as the issue and convinced skeptical medical professionals caring for his child. Since that experience, David and Retail Voodoo have been on a mission to create a cleaner, healthier, more sustainable food system for all.

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Your Brand’s Success Depends on a Great Team Culture

February 27, 2023  |  an article by David Lemley

It’s not uncommon for CPG or FMCG brand leaders to come to us for help with an external problem such as sluggish sales, aggressive competition or disinterested retailers. However, we often find that the problem behind the problem turns out to be an internal one. Employees are disengaged from the work and disconnected from the brand’s larger mission, or perhaps there isn’t a mission at all.

Beloved & Dominant brands, the brands we help build, are grounded in a higher calling to improve people and planet, to right a wrong, to fight the good fight, to enable a big change in the world. For these highly successful companies, every decision is based on the brand’s WHY — the promises it makes and the way it keeps them.

That goes for employees, too. Brands thrive from the inside out. So the culture of shared ideology and passion you aspire to create with your most loyal buyers applies equally to your team.

Brand Strategy Work Reveals Cultural Problems

When brands can’t quite get over the hump — can’t hook an audience beyond their loyalists, can’t get into new retail channels, or can’t break through a revenue ceiling — leaders often chalk these hurdles up to strategic or tactical misfires: “Our consumer data is off” or “We’re not talking to the right people.”

When we dig into these challenges, we often find that the internal culture is in disarray. When that happens, employees can become hyper-focused on survival tactics rather than making their brand a movement. Without a movement, it’s just a company, not a brand. People don’t like to work for companies; they want to work for smart organizations that value making a difference.

It’s relatively easy to create a mission statement for your company; it’s more vital to create an actual mission for the brand. What’s the difference? A mission statement is a marketing exercise, one you’ve probably done a thousand times in your career. A true mission is the very soul of your brand, its reason for existence.

Here are 6 things a positive, mission-based internal culture can do for your brand:

1. It builds a better organization. Any company that gains momentum needs subject matter expertise, which in itself creates functional silos. Functional silos are kryptonite to culture and getting everyone on the same page. The more functional disciplines you have, the more talented people you have, the more different pages you have. Mission lowers the barriers between different areas of the business because employees see themselves as teammates serving the collective good, not as marketers vs. salespeople vs. finance people. It greases the wheels for better collaboration and information sharing.

2. It overcomes challenges. Working together toward a higher purpose keeps people rowing in the same direction when the water gets rough. They can’t let the larger movement down, so they’ll fight through, innovate, and problem solve.

3. It surfaces the best ideas. In a broken culture, employees are scared to speak up for themselves and their customers. Leaders stand above, barking orders, hoarding information, and diminishing trust. Everyone outside the C-suite becomes pessimistic about what’s possible, so they do the bare minimum and avoid rocking the boat. Keeping their heads down instead of trying new things. In a healthy culture, team members feel free to share ideas, question the status quo, and advocate for fans of the brand.

4. It facilitates decision making. When every employee embraces and works toward the same North Star, decisions become relatively easy. This internal alignment makes it easy to spot opportunities that aren’t right, identify the right kind of products to introduce, and clarifies your consumer messaging. The brand’s mission and unity around it provide a framework for decision making. Strategies are well-defined, and tactics are obvious. People may not agree with a particular decision, but they’ll support and execute on it because it’s right for the brand.

5. It becomes contagious. A powerful mission is catnip to your retail partners, and it gets your salespeople completely fired up to talk about your brand. When your marketers and comms team believe ardently in what they do, that passion and enthusiasm radiates through your advertising and social media to capture the hearts and minds of your audience.

6. It keeps the best people. Working for a company is a job. Working for a mission-driven brand is a calling. At a time when businesses are having trouble recruiting, and employees feel disaffected, a powerful mission gives them something to believe in and support. Your staff also needs to know how they fit into the system so they can meaningfully contribute to the cause.

The Intersection of Culture + Brand Strategy

Think of culture as the internal expression of your mission and brand strategy as its external expression. Both involve a clear set of promises and an agreement on the behaviors and ethics around how those promises are kept. If the brand can’t make its own world better, it can’t do that for partners or consumers.

Brand strategy can help heal a corporate culture — or amplify it. If your culture is great, it will help you move infinitely faster; if it’s broken, you can use brand strategy to build a culture that can unite the entire team.

The brand development process identifies or clarifies the WHY that elevates the brand above its competitors. And it defines the way people interact and collaborate and treat each other as colleagues. A vibrant culture is not just about having fun and creating good working relationships, it’s about joy as well. You want to go into battle with these people, you have their back and you know they have yours; you’re unafraid to take risks that advance the mission.

Ultimately, passionate employees will lead to passionate consumers. In fact, internal culture is such a determinant of a brand’s bottom-line success that we recommend it as one of the six KPIs that matter for mission-driven food, beverage, and wellness brands. Employee engagement may not be a metric you’re watching out for, but it should be.If your brand isn’t meeting expectations, it may be a culture problem, not a strategy problem. Let’s talk about it.

David Lemley

David was two decades into a design career with a wall full of shiny awards and a portfolio of clients including Nordstrom, Starbucks, Nintendo, and REI. His rocket trajectory veered when his oldest child faced a health challenge of indeterminate origin. Hundreds of research hours later, David identified food allergy as the issue and convinced skeptical medical professionals caring for his child. Since that experience, David and Retail Voodoo have been on a mission to create a cleaner, healthier, more sustainable food system for all.

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5 Consumer Research Tools & What They Tell You

January 27, 2023  |  an article by David Lemley

As we dive into a new year, we’re advising the brands we work with to make bold yet highly calculated moves for growth. Revisit your retail strategy. Upgrade your product formulations. And reach for new audiences.

Finding new consumers — without losing meaningful numbers of your longtime fans — may seem like the biggest hurdle to food, beverage, and wellness brand leaders. Why? Because you know your current audience. You understand their needs, attitudes, patterns, why they buy, how much they’ll pay, how they talk about your brand to their friends.

New consumers are like strangers on the dance floor.

And you need to not only find them, but also understand their needs, attitudes, patterns, and so on. That’s where consumer research is useful. So if you’re going to identify them and figure them out, let’s look at the different research tools you have at your disposal.

Data Types for Food & Wellness Brands

Most consumer research tells you about the current state of your brand and the people who buy your products.

Syndicated research

This is the most basic. Syndicated reports use data gathered within specific geographic markets to give you some insight into the mind of the consumer. The most commonly used syndicated research providers in the CPG space are Mintel, Ipsos, and Pew Research Center, which provide data on geography, market size, category leaders, and general demographic and psychographic information on consumers shopping the category.

SPINS (focused on the natural channel) and IRI (covering conventional grocery channel, MULO, and Club) are largely used as subscriptions by brand owners to track sales volumes per week at the national level. The advantage is that you know who is leading the category and how your brand ranks in terms of share of dollars and velocity at the store level.

Nielsen and Numerator offer consumer data collected by surveying people through consumer panels or apps where users answer questions and provide information about their purchases. This research goes beyond demographics and sales data to help marketers understand who’s buying their products (and their competitors’). Marketers can buy adhoc reports or subscribe to a never-ending stream of real-time data — which can be helpful but requires a full-time employee to mine and distill it.

Layering retail data on top of consumer data gives you a view to your brand’s performance within the competitive set. And basket affinity — what products consumers buy in addition to or instead of your products — can be important information as you look to build your audience.

On top of the raw numbers, research companies try to help marketers interpret what they mean. The intel you get, depending on the category, is based on primary school-level survey questions; because the data is pretty simplistic, the analysis can sometimes be right and sometimes wildly off.

Companies like Nielsen and Numerator also offer customers access to their databases to slice and dice in all kinds of cool ways. If you’re a data geek, this will be your jam. But there are limitations to what this kind of data can tell you. You’re only hearing from consumers who’ve opted into the survey or panel (and they may or may not be your target audience). Also, the companies’ algorithms ultimately determine the data that’s presented to you. This can be interesting but not necessarily insightful.

Usage & Attitude (U&A) studies

These research options give you a picture of how consumers interact with your brand. Who uses your products? How do they use them? U&A research typically involves surveying your existing audience by email or online (using tools like Survey Monkey or GutCheck). It’s a great way to have a conversation with your buyers, and if they are stark-raving fans they’ll likely do it gladly.

We’re fans of this kind of research, but with a caveat: Because you’re talking to people who favor your brand, it’s kind of an echo chamber. U&A studies can reinforce your brand team’s existing biases and perceptions. A smart research partner can help you find the right people to survey (including, critically, people who stopped buying your products) and the right questions to ask.

Segmentation studies

These are helpful because customer segmentation alone often doesn’t provide enough input to properly inform marketing strategy and tactics. To ensure segments are distinct, sizable, and actionable you’ll need more information. A more meaningful way to approach it is to not only understand who your audience is (demographics), but learn what they do (behaviors), and probe into why they do it (psychographics). Tools like Suzy, Nielsen NPOWER, and others help you include psychographics in your segmentation, to incorporate attitudes, aspirations, values, and emotions to identify segments based on lifestyle, personality traits, opinions, beliefs, and interests.

Trend reports

Published by organizations like New Hope and Mintel, these are written by experts who follow specific categories and markets closely. We love them and have used them for years, but because they’re so popular now and so many out there are written by less savvy, less expert sources, we’re really selective about using them. Consumer trends can inform your product innovation work by showing what kinds of ingredients, eating patterns, and flavor profiles will be popular in the next year. Trend forecasters take existing consumer preferences and behaviors and try to project forward what they’ll like and do in the future.

Proprietary research

This customized option allows marketers to directly connect the dots between consumers and their brands. Using providers like Nielsen Bases, GutCheck, and Survey Monkey, you can quickly query consumers (both current and prospective) about initiatives you have in the works like new products or new positioning: “This is what we’re trying to do, would you buy it for $4.99?” For more complicated asks, you can move into consumer-led testing (focus groups) and in-home testing. At this high level, you can develop samples or prototypes and have people take them home and use them and tell you what they think.

Custom research yields a lot of meaningful information: Their interest in your product, feelings about your brand, intent to purchase, flavor preferences, price they’re willing to pay.

Love the Data, Beware of the Data

We love data. We use data. We have thoughts on data.

The first problem we see with consumer research is confirmation bias. Most research is backward-looking and includes current customers. So brand leaders often feel smart when they look at data because it confirms what they already know about the people they already know.

The second biggest problem we see is that brands get bogged down in data. They have too much information, or it’s spread out and hidden among business units. Which is a lot like having no data at all.

Problem number three is that marketers often rely on outdated research. You can’t use 2018 data to understand how a post-pandemic consumer thinks. Data is like house guests or fish: leave it around too long and it starts to smell funny.

But the biggest problem even market-leading brands have with consumer research is that they flat-out avoid it. There’s always a risk that when you ask consumers what they want, they don’t want your products. But you should not fear bad news. Bad news points to opportunity. And you can take action toward that opportunity.

By itself, research is just a bunch of numbers. It can offer you clues, but it’s like buying a vowel on Wheel of Fortune: You still have to solve the puzzle.

It takes expertise and nerve and vision to look at data and fill in the blank spots. You have to decide where the clues lead you. Do you triple down on what you know or go to a new space? Do you stop investing dollars in an aging audience? Find new people in a different income bracket?

The real power of consumer research emerges when you gain clusters of insight within all the spreadsheets. It takes a strategic mindset among your team to translate and respond to data. Ignoring data would be foolish—but knowing what to do with it, that’s the magic.Unsure about what data you have, what you need, or how to interpret it? That’s our specialty. Let’s talk.

David Lemley

David was two decades into a design career with a wall full of shiny awards and a portfolio of clients including Nordstrom, Starbucks, Nintendo, and REI. His rocket trajectory veered when his oldest child faced a health challenge of indeterminate origin. Hundreds of research hours later, David identified food allergy as the issue and convinced skeptical medical professionals caring for his child. Since that experience, David and Retail Voodoo have been on a mission to create a cleaner, healthier, more sustainable food system for all.

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6 Growth-Oriented Strategies for Food & Beverage Brands in 2023

December 23, 2022  |  an article by David Lemley

End-of-year planning during uncertain economic times is scary for leaders in the food, beverage, and wellness categories. Marketers at multinationals are being told to “protect the core” — retreat, retrench, and ride it out.

But holiday sales results and signals from the Federal Reserve suggest that this recession isn’t gonna be deep and long. We have evidence from recent downturns that this is not the time to hole up in the basement. Instead, marketers should seize this opportunity to rebrand, reformulate, reposition, repackage, and rethink anything that isn’t defensibly different from the other players in their respective categories.

As your brand team looks ahead to the first quarter of 2023, here are six action items that should be on your to-do list.

Rebrand

Upgrade the promises you make and the way in which you keep them.

If you don’t have a solid strategic foundation for your brand, do not pass Go. Nothing else you do in 2023 will be effective without it.

Your brand’s WHY renders it recession-proof, pandemic-proof … anything-proof. Because when push comes to shove, all goods and services are commodities, even those that speak to vegans and busy moms and Keto followers.

Strategically well-positioned brands, though, aren’t commodities that a consumer can easily replace with something cheaper or newer. Beloved & Dominant brands are markers of personal identity and tribal association. So when something — like a supply chain outage or family budget crunch — disrupts how consumers choose what they buy, they’ll stick with Beloved & Dominant brands even if they’re more expensive or hard to find.

Why? Because the consumer likes the person she gets to be when she associates with the brand. She believes in what the brand stands for and feels good about connecting to its mission because it aligns with her own values. The fact that she likes the flavor or the ingredient list is a secondary consideration.

Redefine

Think about who your audience is — and could be.

Consumer behavior right now is a little confounding: The news cycle keeps harping on recession, yet people are still spending on stuff they really want. They’re back in stores big-time, and they’re looking for products and brands that help them feel good. In this climate, shoppers are open to trying new things, so you have a golden opportunity to gain new customers.

Your consumer research likely points backward, telling you who your current customers are and why they’ve bought in the past. Now is the time to look forward, using tools like a competitive audit to help you see who your future customer might be. Brand leaders often have a mistaken impression of their potential audience, failing to recognize that there’s a whole universe of people out there who could fall in love with your brand if you only spoke to them.

Reformulate

Look closely at what you’re making.

Supply chain outages two years ago likely forced you to examine your product lineup and make hard choices about the stuff you make and what you make it with. Now is the time to do this deliberately, not reactively.

Look at your ingredient deck. Is it time to get the gunk out — aim for fewer, better ingredients? Streamline your processing? Level up your sourcing? Look at your whole offering … what are you making that you shouldn’t, and what are you not making that you should?

This may translate to more cost, but it will also yield more defensible differences. When your brand — and therefore your whole innovation process — is tethered to a meaningful WHY, the ingredients you use become part of the promise you make and the way you keep it. Consumers who buy into your mission won’t trade down to competing brands with crappier ingredients.

Reposition

Expand the daylight between your brand and your competitors.

This tag-teams with your brand strategy. Positioning affects everything within and external to your organization: how you talk about the brand internally, with retail partners, with supply chain partners AND with consumers. It’s the expression of your value proposition, your reason for being, and your product offering. A focused position forces you to make deliberate choices about what you make, who you reach, and how you reach them.

Strong brand positioning builds a moat around the space you occupy in the consumer’s mind and increases the distance between you and your competitive set.

Repackage

Make sure you’re catching the consumer’s eye.

Often, we have to convince marketing leaders in the food/beverage/wellness space to pause for a beat before repackaging their product line. Brand strategy has to be rock solid before you go off tinkering with product photography and typefaces — every single time. Design always follows strategy.

But if you’re squared away on strategy (see above), then now’s a good time to refine or redesign your packaging system. Look at the whole of it: operations, fulfillment and shipping, the materials supply chain, costs, efficacy of packaging for different sales channels … and, of course, graphic design.

Rethink

Everything is on the table.

Don’t fall prey to the old-school mode of thinking about how to run a consumer product business during an economic downturn. “Conventional wisdom” (note the air quotes) says to kill your ad campaigns, slash expenses, protect the core. But there’s enough evidence to convince us that the leaders who play the long game win every time. Think of opportunity, not retrenching.

The challenge may be to convince your entire organization to embrace a forward-thinking mindset at this time. You’ll need others to help you calculate risk, come up with bold ideas, and power through.

The only thing guaranteed in life and business is change. You can be on the receiving end or participate in it, take action or feel like a victim, make it happen or feel like it’s happening to you.

Your opportunity now is to think boldly and act bravely in a time of uncertainty. If you don’t make smart moves, other brands will. We all need to get comfortable with discomfort because it’s a safe bet that there’ll be another disruption to our business sooner or later. Positioning your brand solidly now means you’ll be on better footing no matter what happens.We’re bullish on 2023. We believe in brands on a mission. And we can help you take full advantage of the opportunities that lie ahead. Let’s talk about your plans for the coming year.

David Lemley

David was two decades into a design career with a wall full of shiny awards and a portfolio of clients including Nordstrom, Starbucks, Nintendo, and REI. His rocket trajectory veered when his oldest child faced a health challenge of indeterminate origin. Hundreds of research hours later, David identified food allergy as the issue and convinced skeptical medical professionals caring for his child. Since that experience, David and Retail Voodoo have been on a mission to create a cleaner, healthier, more sustainable food system for all.

Connect with David

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Top 10 Things We Thought Were Rad About 2022

December 16, 2022  |  an article by Diana Fryc

On a personal and professional level, 2022 has been a whirlwind, and I can’t believe we’re in the final weeks of the year.

So many of our business conversations have focused on things that are broken: economic uncertainty, on-going supply chain issues and the challenges of bringing diverse voices into our organizations. But we haven’t spent a lot of time focused on the journey; things we’ve learned this year that will help us next year — like embracing the unexpected, turning roadblocks into catalysts for opportunity, discovering that we’re more the same than we are different, being relentlessly optimistic, AND having fun doing what we do.

In that spirit, I’ll share the top 10 positives I’ve seen over the past 12 months.

1. Community became really important in our industry again — or was amplified. We started to travel without restriction to visit suppliers and retail partners. Our industry trade shows started happening again, and we could build (or re-build) relationships face-to-face. I attended EXPO West in person for the first time since the start of the pandemic, and it represented all the best things about doing business in this industry. We met a lot of people in person for the first time, many of which we’d only collaborated with online and to top it off, we saw a lot of innovative products. I didn’t realize how much I missed those casual conversations where interesting ideas and connections tend to bubble up during events.

2. Across the board, the food and beverage industry is incredibly resilient and creative. Leaders just continue to take a no fear approach to trying new things and getting stuff done. This “go for it” tendency started in 2021, and became really evident in 2022 as new initiatives, products and brands came on line. As we move into 2023, I expect that we’ll continue to look forward with optimism and to make smart, bold moves that transform our businesses.

3. I didn’t know that I could learn as much as I have over the past year. My experience as a student in Seattle University’s Executive Leadership MBA program has changed me for the better and has evolved the way I see business and its potential. My professional background is in sustainability; because of that, I’d long held the view that business was a necessary evil. The way the program frames the potential of business to benefit society and the things I’ve learned from my fellow students, have been eye-opening.

4. Investors in food and beverage brands are favoring the bold rather than the me-too players. Investors don’t want to spend on brands that are meek; they’d rather have a leadership group with a badass vision for the business. They want to see brands come out swinging for the fences and ask for a bajillion dollars. Leaders of better-for-you brands often shy away from going big, which is a mistake. The world needs your brand, and you’ll never have the impact you aspire to have if you sit quietly in the back row.

5. Regenerative agriculture took the spotlight. Multinationals like PepsiCo, Unilever, Mondelez, and ConAgra are investing in sustainable agriculture practices. They’re normalizing something that was fringe in our industry a decade ago; the biggest players are re-evaluating and re-building the front end of their supply chains following shortages caused by the pandemic. Investing in agriculture gives them control (or say) over supply and production specifications. If you’re building a network of farms, why not do it sustainably? And consumers will herald these brands for taking the lead in sustainability; it’s becoming even more important than organic or non-GMO. Without soil, there is no food. We need business to take a leadership role in solving this aspect of the climate change problem, rather than waiting for government agencies to dictate the terms.

6. One of the raddest things to emerge this year is that every automaker is working on an electric vehicle. It’s the culmination of years of research and audience building, but electric vehicles have finally become mainstream. The best thing? Consumers are driving this shift, irrespective of government incentives (or disincentives). Not long ago, there was a stigma attached to driving a Prius or a Tesla — that they were either nerdy or bougie — but those characterizations didn’t stick, and now there’s a Ford Mustang electric vehicle! This gives me great hope for my kids’ future. And anything that mainstreams environmental sustainability is good for better-for-you brands.

7. Western medicine and popular culture have finally awakened to the fact that we really are what we eat, and that the standard American diet is not the answer. So many of us have discovered alternative ways of eating – like whole food diets, functional nutrition, intermittent fasting, or situational vegetarianism actually make us feel better. And doctors are getting the hint and recommending better eating habits to keep us healthy.

8. Thanks to the Gooder podcast, my weekly interview series with women in food, beverage and wellness, I’ve connected with new people in a diverse range of roles and brands. These stories are resonating with people regardless of gender, and creating a movement that elevates women in this industry. This year, I was gobsmacked to meet so many people at trade shows who knew of the podcast.

9. The podcast has also opened doors for me to take a more active role in supporting our industry. I’m in the process of helping build the Naturally Network in Seattle, an in-person networking group of investors, brand leaders, founders and marketers. This year I was also invited to be the moderator of a panel of women in CPG and to be on the judging panel for Pitch Slam at Expo East.

10. Finally, a shout-out to Geno Smith, the Seahawks’ new quarterback. I’ve been talking about him for years, so I’m super psyched that he’s doing well this season.

As the year winds down, one more thing I think was rad in 2022: the amazing group of clients and brand leaders we worked with. So, if you have interesting projects on the front burner for 2023, let’s talk about how we can help you hit the ground running in the new year.

Diana Fryc

For Diana, a fierce determination to pursue what’s right is rooted in her DNA. The daughter of parents who endured unimaginable hardship before emigrating from Eastern Europe to the U.S., she is built for a higher purpose. Starting with an experience working with Jane Goodall to source sustainably made paper, she went on to a career helping Corporate America normalize the use of environmentally responsible products and materials before coming to Retail Voodoo.

Connect with Diana

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Recession Coming? Now’s the Time to Be Bold & Smart

November 25, 2022  |  an article by David Lemley

It seems like every news outlet is full of doom and gloom: inflation, rising interest rates, a likely impending recession, global food scarcity, war. Media outlets are feeding our sense of despair — their business model is built on keeping us distressed so we tune in — and so society’s malaise is self-reinforcing.

Here’s the thing: We’ve lived through similarly tough times. Like, two years ago. Remember, in June of 2020, people were dying, businesses shut down, the whole world stayed home. But by 2021 the economy and the job market went into hyperdrive.

While corporate CEOs are bracing for recession, plenty of us in the food and beverage industry know, based on recent experience, that the next slowdown won’t last forever. We know that ultimately we will be OK. The normal ebbs and flows of our markets are just ebbing and flowing more abruptly and frequently these days.

Your leadership team may be tempted to lay low and wait this out — to “hunker down” (to borrow a phrase from 2020). But, as we recommended two years ago, now is not the time to sit idle. It’s the time to thrive.

Our advice to brands and businesses: Instead of panicing, use this time to discover, rekindle, or invent radical strategies that put daylight between you and your field of competitors. Get ready to capitalize on the opportunities that your insight and marketplace circumstances will create.

Fortune favors the bold (and well prepared). A solid brand foundation will serve you now more than ever.

This All Feels Really Familiar

The pandemic, you may recall, caused a brief recession in the first half of 2020. And, you may also recall, consumers exhibited confusing behaviors not unlike what they’re showing now. They didn’t stop spending, but shifted dollars. Experts are predicting a similarly short and shallow recession in the coming months; the key difference now is rising interest rates.

What did we learn from 2020’s mini recession? That the brands that won took their bravery pills and got to work.

Mega brands like Frito-Lay and PepsiCo exploded in every way, doubling down on product innovation and channel strategy. They got nimble in ways they hadn’t before and adopted entrepreneurial thinking — because they had to. Huge segments of their business, like restaurant and commissary sales, shut down literally overnight.

Mid-cap brands did the same. Some adjusted pack sizes, tweaked product formulations, or invested in online selling in response to shifting consumer buying habits and supply chain challenges. Massive disruption meant that anything was possible. It created the conditions for radical experimentation and breaking the old ways of doing things.

The brands that grew in sales and relevance over the last two years are the ones that took a long view of the game and started to ask, “What’s stopping us from doing X?” and “What would happen if we did Y?” They got serious about innovation and omnichannel sales, and then did the creative work to back that up. The winners had new plans, new products, and new outlets in just 3 or 4 months.

Remember? You and your team lived through this just two years ago.

So lean into the coming recession with the same mentality you adopted at the front end of the pandemic.

Take Advantage of the Uncertain Economic Picture

Whether you’re an early-career marketer or tenured enough to have led and survived at the helm of a brand in 2008 and 2020, you need to understand that this is the best time to be planning for competitive advantage (other than lower prices). It is the time to connect the dots, so your go-to-market strategy truly is omnichannel and oriented toward growth.

Brand relevancy is recession-proof.

So what are the four things food and beverage brand marketers must do now to ensure success as we move into 2023?

Understand current consumer behavior.

In our society, people want what they want when they want it — and they have enough self-confidence to figure out how to make it happen. If they want it they’ll buy it. Belt-tightening is hitting big-ticket items where rising interest rates are creating pain — major purchases like homes and cars and vacations — not so much what consumers put in their shopping carts once a week. In this time of uncertainty, consumers are using food, beverage, and wellness products to feel connected and relevant. And they’re sticking with their preferred brands. (Just look at Q3 2022 earnings in the category.)

Our recommendation is to lean into this consumer behavior. If you panic, you’ll lose the opportunity. Smart brands have learned that they can take advantage of the marketplace when it gets soft. When consumers are abstaining from larger purchases, leverage that.

Shift your messaging to meet consumers where they are today. Help them imagine how good they’ll feel when they spend time with your brand. Build a marketing plan that doesn’t go cheap or play on their pain, but that points to the hope and self-reliance and self-worth they’ll gain when they’re with you. And recognize that in this climate, shoppers are open to trial. Use packaging and point of sale to catch their attention.

Be proactive about innovation.

If the supply chain outages in 2020 prompted massive changes to your product lineup, borrow that same “what can we make now?” mindset and apply a proactive, not reactive, lens. Let your brand strategy guide your product innovation process. Look at 18-month, 36-month, and 5-year

horizons and use scenario planning to predict what your brand will be and who you’ll be for — and what you’ll need to be making for those people. Move fast and be brave.

Build a smart retail strategy.

Again, consumers are buying products that make them feel good and exploring new options. So we’re advising the brands we work with to invest strategically in placement in retailers where you know your current and prospective audiences shop. People are going back to brick-and-mortar stores and their impulse-buying habits; you have an opportunity to hold onto your current audience and gain new converts — or to lose them because you’re not paying attention and responding to their needs. Make good friends with your retail partners so you can work with them on placement and marketing; they can be your brand’s biggest advocates.

If fear and desperation drove brands to act nimbly and strategically in 2020, let bravery and intention guide you now. We tell clients all the time: When you’re making bold, visionary progress, that scale of change can feel scary to your team. So make sure your internal people fall in love with your plans — so in love that they’ll push through any obstacles they face in bringing them to fruition.

Our superpower is giving brand leaders the confidence they need to make seemingly risky moves because they’re deeply rooted in the brand’s mission and vision. If you’re looking for the right path during a time of uncertainty, we’re happy to be your team’s guide. Let’s talk about what this means for your brand.

David Lemley

David was two decades into a design career with a wall full of shiny awards and a portfolio of clients including Nordstrom, Starbucks, Nintendo, and REI. His rocket trajectory veered when his oldest child faced a health challenge of indeterminate origin. Hundreds of research hours later, David identified food allergy as the issue and convinced skeptical medical professionals caring for his child. Since that experience, David and Retail Voodoo have been on a mission to create a cleaner, healthier, more sustainable food system for all.

Connect with David

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The Importance of Having Accelerator Programs for Latino Entrepreneurs Featuring Junea Rocha, Brazi Bites

September 19, 2022  |  an article by Diana Fryc

Are you a startup struggling to achieve success? Have you thought of joining an entrepreneur accelerator program?

It is not easy to make a business viable — many barriers can take you down. That’s why Junea Rocha relied upon many people in her journey growing Brazi Bites. She now has a thriving brand and is passionate about helping others achieve success. With the launch of the Latino Entrepreneur Accelerator Program, Junea is uplifting minority entrepreneurs, giving them a network of support, and helping them reach their biggest goals.

In this episode of the Gooder Podcast, host Diana Fryc sits down with Junea Rocha, the Co-founder and CMO of Brazi Bites, to discuss how she’s helping entrepreneurs succeed through the Latino Entrepreneur Accelerator Program. Junea talks about the program, the industry gap she’s trying to reduce, how the program will help startup leaders achieve success, and the criteria for joining the program.

In this episode we learn:

  • Junea Rocha talks about Brazi Bites’ new products
  • The Latino Entrepreneur Accelerator Program Junea has developed — and the inspiration behind it
  • How Brazi Bites’ journey is connected to the template of the program
  • Junea explains the gap her program is trying to reduce
  • How the Latino Entrepreneur Accelerator Program is going to help startup leaders achieve success
  • Who can join the Latino Entrepreneur Accelerator Program, and what’s the application process like?
Gooder Podcast

The Importance of Having Accelerator Programs for Latino Entrepreneurs Featuring Junea Rocha, Brazi Bites

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About Junea Rocha

Junea Rocha is the Co-founder and CMO of Brazi Bites. Junea founded Brazi Bites with her husband in 2010 in the hopes that Americans would love Brazilian Cheese Bread (pão de queijo) as much as they did. After appearing on ABC’s Shark Tank in 2015, Brazi Bites grew a passionate, cult-like fanbase, and in the years since has expanded to thousands of freezer sections nationwide. In her time running Brazi Bites, Junea has gained experience in all areas of the business, while remaining deeply passionate about sharing their delicious creations with the world.

Guests Social Media Links: 

LinkedIn Junea Rocha: https://www.linkedin.com/in/junea-rocha-615b983a/

Website: https://brazibites.com/

Show Resources: 

This episode is brought to you by Retail Voodoo. 

Retail Voodoo has been building beloved and dominant brands in the food, wellness, beverage, and fitness CPG industries for over 30 years. They’ve served multinational companies like PepsiCo. and Starbucks, startups like High Key, and everything in between. 

Their proven process guides hundreds of mission-driven consumer brands to attract a broad and passionate fan base, crush their categories through growth and innovation, and magnify their social and environmental impact. 

So, if you are ready to find a partner that will help your business create a high-impact strategy that gives your brand an advantage, Retail Voodoo is here to help.

Visit retail-voodoo.com or email info@retail-voodoo.com to learn more.

Diana Fryc

For Diana, a fierce determination to pursue what’s right is rooted in her DNA. The daughter of parents who endured unimaginable hardship before emigrating from Eastern Europe to the U.S., she is built for a higher purpose. Starting with an experience working with Jane Goodall to source sustainably made paper, she went on to a career helping Corporate America normalize the use of environmentally responsible products and materials before coming to Retail Voodoo.

Connect with Diana

Don‘t see what you need?

Just drop us a line and we‘ll talk

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Time to Break the Cycle of Bland Branding

September 9, 2022  |  an article by David Lemley

Eighteen months or so ago, I wrote a piece that advocated for the “bland brand” trend to end. And here we are, still mired in the look, and I’m saying: Enough already.  

Enough of the clean Helvetica type and the quirky scripts. The sea of beiges, plums, and mauves. The social media feeds popping with cute yet mysterious brand-based utopias. 

The better-for-you food (BFY), beverage, and wellness marketplace is saturated with lookalike brands. It’s harder than ever to stand out. 

Or is it?

Why Bland Branding Has Stuck Around

Blanding has been around for a while now. We’re not talking about black-and-white generic packaging, but a sameness among brands with a specific look and feel tied to a demographic group. You’ll recognize the style: ample whitespace, an approachable typeface, soft pastel colors, no logo. It appeals to BFY personal care and food/beverage brands because it’s soothing and implies wellness. 

As the millennial generation grew into adulthood and gained influence and buying power, brands locked onto a design style purpose-built for this audience. This cohort likes to curate their lives to sync with what they see on social media and favor brands that echo their preferences. Millennials, especially women, latched onto a visual aesthetic that infused everything from fashion to home décor to product packaging. In 2016, writer Véronique Hyland dubbed Pantone’s Color of the Year hue Millennial Pink — and the dusky rose color and its companions (see the Lululemon colorway for inspiration) — were soon everywhere. 

And they’ve stayed. 

As a creative, I’ll concede that the bland brand look isn’t bad. Nobody will find it offensive. It’s pretty. A bland brand is one that no one will hate — as opposed to a brand that insists on a category leadership position, demands attention, implores you to join in and follow along.

My objection is the sheer volume of brands coming into the marketplace that are just using a standardized kit of parts. It’s the most reductive and least inspired approach to design: “copy-and-paste what’s popular, follow the leader, and let’s go.”

I’m not picking on design here. I’m picking on the mindlessness approach to creating a brand that is not sharp, provocative, distinguished, and willing to take a punch. The problem is that when your look and your tone are just like everyone else’s, you wind up competing on features and benefits; you become a commodity. That’s not a big idea, and it’s not sustainable.

Time for the Bland Aesthetic to Change

Aside from the look-alikeness of store shelves (browse Target’s beauty section and you’ll see what I mean), there’s an even better reason to drop the bland aesthetic. Because millennials’ dominance in the brand landscape is waning. 

Generational influence is shifting. For starters, there are enough people in the Gen Z cohort (born from 1997 to 2015) to have real cultural and buying sway. They’re rejecting everything they see that their older siblings like, including those pretty pink package designs. In their minds, it’s not cool to be millennial. They’re not into perfection or simplicity; they favor maximalism and uniqueness in everything from music to food to fashion.  

At the same time, Gen X (born from 1965 to 1980) is reclaiming its place as a group that wields cultural power. Gen Xers look askance at millennials, whom they see as disaffected and disillusioned. Xers want to work hard, play hard, be loyal, be kind, show up, and stand for something. They’re tired of their pantry and bathroom counter looking like an Instagram post.

So … Time to Update Your Packaging?

The post-Covid retail landscape is ripe for change. Blanding is the antithesis of branding as we define it: determining the promise you are going to make to the world, the way in which you will keep it, and how you want people to feel about it. Your brand should be expressive, personal, honest – and of course, different. But how?

If your products have been sporting that soft pink since 2016, it may be time to refresh your packaging. But you probably need to do some deeper work first. Because if you jumped on that trend when it emerged, you certainly don’t want to fall for whatever color and typeface happens to be hot right now. Redesigning every three to five years just to keep up with the Joneses is a silly way to spend money. 

Before you even touch design, you need to do the strategic work to nail the essentials:

· Your WHY: What does the brand stand for? What is our contribution? How do we make a difference? What is our promise?

· Your AUDIENCE: Who are we making our promise to? Who receives the bat signal that we send up into the night sky? What does our brand (not just our product lineup) mean in their lives?

· Your PRODUCTS: Do we make the right products for the people we want to reach? If not, what should we make? And what should we stop making? 

When you’ve built a strategic foundation for the brand, your packaging becomes an almost inevitable expression of your uniqueness. You won’t copy competitors’ look and feel, because that direction is not even on the table.

If, in fact, you have your brand’s mission and vision dialed in but still find your team chasing creative trends, I’d suspect that you don’t have a packaging problem but an audience problem. You may be targeting the wrong group of consumers, or misunderstanding the one you’re aiming for. 

Shelf space, mind space, and ad space are all at a premium. Nobody is sitting around waiting for you to stand out or matter. Time to declare who you are, really understand your fan base, and adopt a look that only your brand can own. 

Identifying audiences — including consumers you’re overlooking who are just waiting to fall in love with you — is our superpower. Let’s have a conversation about who you’re reaching, who you’re missing, and how to attract your people with knockout packaging.

David Lemley

David was two decades into a design career with a wall full of shiny awards and a portfolio of clients including Nordstrom, Starbucks, Nintendo, and REI. His rocket trajectory veered when his oldest child faced a health challenge of indeterminate origin. Hundreds of research hours later, David identified food allergy as the issue and convinced skeptical medical professionals caring for his child. Since that experience, David and Retail Voodoo have been on a mission to create a cleaner, healthier, more sustainable food system for all.

Connect with David

Don‘t see what you need?

Just drop us a line and we‘ll talk

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Finding Balance for Work-Life Harmony Featuring Zahira Marmar, Hrbvor

August 22, 2022  |  an article by Diana Fryc

How can you have work-life harmony even when you’re running a business?

Growing up, drinking herbal tea was a way of life for Zahira Marmar. After moving from St. Martin to New Jersey with her family, she could not find herbal tea in any store. That’s when she started to brew tea for her family, which later caught other people’s attention. Discovering that it could be a great business opportunity, she took the risk with a mission to empower families nationwide to get healthy with herbal teas. Now, Zahira shares how she overcame the challenges of running a beverage brand and gained the work-life harmony she needed.

In this episode of the Gooder Podcast, host Diana Fryc sits down with Zahira Marmar, the Founder and Chief Tea Brewer at Hrbvor, to discuss work-life harmony while running a beverage brand. Zahira talks about her herbal tea company, Hrbvor, tips for having work-life harmony, and the mistakes and lessons she learned in her entrepreneurial journey.

In this episode we learn:

  • Zahira Marmar talks about Hrbvor and how it came about
  • Where Hrbvor sources the herbs for their herbal tea
  • Zahira talks about the inspiration behind Hrbvor
  • Tips for having work-life harmony
  • Mistakes and lessons Zahira learned while running a successful beverage brand
  • What is Zahira most proud of?
  • What’s next for Hrbvor — and the trends they are focusing on
  • Other women leaders Zahira admires
Gooder Podcast

Finding Balance for Work-Life Harmony Featuring Zahira Marmar, Hrbvor

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About Zahira Marmar

Zahira Marmar is the Founder and Chief Tea Brewer at Hrbvor, a line of organic herbal teas formulated for function. She is a wife and a mom of three who’s on a mission to share the protective health benefits of herbal tea with families everywhere. Zahira was also the Co-founder of St. Maarten Garden Artists, where she designed and maintained organic vegetable and herb gardens for private clients, schools, and resorts. She has a bachelor’s degree in sociology and a master’s in community regeneration.

Guests Social Media Links: 

LinkedIn Zahira Marmar: https://www.linkedin.com/in/zahiramarmar/

Website: https://drinkhrbvor.com/

Show Resources: 

This episode is brought to you by Retail Voodoo. 

Retail Voodoo has been building beloved and dominant brands in the food, wellness, beverage, and fitness CPG industries for over 30 years. They’ve served multinational companies like PepsiCo. and Starbucks, startups like High Key, and everything in between. 

Their proven process guides hundreds of mission-driven consumer brands to attract a broad and passionate fan base, crush their categories through growth and innovation, and magnify their social and environmental impact. 

So, if you are ready to find a partner that will help your business create a high-impact strategy that gives your brand an advantage, Retail Voodoo is here to help.

Visit retail-voodoo.com or email info@retail-voodoo.com to learn more.

Diana Fryc

For Diana, a fierce determination to pursue what’s right is rooted in her DNA. The daughter of parents who endured unimaginable hardship before emigrating from Eastern Europe to the U.S., she is built for a higher purpose. Starting with an experience working with Jane Goodall to source sustainably made paper, she went on to a career helping Corporate America normalize the use of environmentally responsible products and materials before coming to Retail Voodoo.

Connect with Diana

Don‘t see what you need?

Just drop us a line and we‘ll talk

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Empowering Underrepresented CPG Founders Featuring Katrina Tolentino, Naturally Network

August 15, 2022  |  an article by Diana Fryc

Where can diverse CPG founders gain the resources and connections needed to succeed?

Diverse — and often underrepresented — groups have the power to take the industry to another level. In order to do so, there needs to be communities and networks that can support, coach, point them in the right direction, and help them access the resources they need to thrive. Through the incredible stories of brands that have already succeeded despite the barriers, Katrina Tolentino is sharing how networks in the CPG industry are working to support marginalized voices and leaders.

In this episode of the Gooder Podcast, host Diana Fryc sits down with Katrina Tolentino, the Executive Director at Naturally Network, to discuss how they help underrepresented CPG founders succeed. Katrina explains what Naturally Network does for the CPG industry, how the M/O Fellowship helps CPG brands prosper, and the partners and people she’s looking up to as advisors in the program.

In this episode we learn:

  • Katrina Tolentino talks about Naturally Network and what it does for the CPG industry
  • The journey of how Katrina became the Executive Director of Naturally Network
  • What is the M/O Fellowship, and how does it help brands succeed in the CPG industry?
  • How NielsenIQ got to partner with Naturally Network
  • What Katrina hopes Naturally Network’s program will look like in the future
  • The advisors and women leaders Katrina looks up to
  • The product trends Katrina has her eyes on
Gooder Podcast

Empowering Underrepresented CPG Founders Featuring Katrina Tolentino, Naturally Network

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About Katrina Tolentino

Katrina Tolentino is the Executive Director at Naturally Network, a national community for natural, organic, and better-for-you consumer packaged goods. Katrina creates opportunities and experiences that foster connections between diverse groups to build a stronger ecosystem. She has over 17 years of experience in launching and scaling organizations and programs through partnerships, program and experience strategy, and community engagement. Prior to Naturally Network, Katrina was the Executive Director at Naturally Austin, where she launched the M/O Fellowship, a six-month program that supports CPG founders of color.

Guests Social Media Links: 

LinkedIn Katrina Tolentino: https://www.linkedin.com/in/katrinatolentino/

Website: https://www.naturallynetwork.org/

Show Resources: 

This episode is brought to you by Retail Voodoo. 

Retail Voodoo has been building beloved and dominant brands in the food, wellness, beverage, and fitness CPG industries for over 30 years. They’ve served multinational companies like PepsiCo. and Starbucks, startups like High Key, and everything in between. 

Their proven process guides hundreds of mission-driven consumer brands to attract a broad and passionate fan base, crush their categories through growth and innovation, and magnify their social and environmental impact. 

So, if you are ready to find a partner that will help your business create a high-impact strategy that gives your brand an advantage, Retail Voodoo is here to help.

Visit retail-voodoo.com or email info@retail-voodoo.com to learn more.

Diana Fryc

For Diana, a fierce determination to pursue what’s right is rooted in her DNA. The daughter of parents who endured unimaginable hardship before emigrating from Eastern Europe to the U.S., she is built for a higher purpose. Starting with an experience working with Jane Goodall to source sustainably made paper, she went on to a career helping Corporate America normalize the use of environmentally responsible products and materials before coming to Retail Voodoo.

Connect with Diana

Don‘t see what you need?

Just drop us a line and we‘ll talk

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