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How Food and Beverage Brands Can Better Serve Consumers Nutrition Needs featuring Paula Reichel, Healthier America

Gooder Podcast featuring Paula Reichel

“When you eat the foods that are good for your health, it’s also good for the planet.” – Paula Reichel

This week on the Gooder Podcast I had the pleasure of talking with Paula Reichel, the Senior Vice President, Strategic Initiatives & Senior Advisor at Partnership for a Healthier America. We discuss the importance of improving food equity, cultural relevancy, and cultural competency in our society. We also learn about the positive impacts and changes the food industry has had on the average American diet, especially through the pandemic. Along the way, we hear the story of an innovative leader who helps set the flame on entrepreneurism in the food space.

In this episode we learn:

– A little background about Partnership for a Healthier America.
– How the CPG or consumer packaged goods relationships fit into the conversation in Partnership for a Healthier America.
– About health washing, what it is, and its implications on the food that people are eating and the food that people are also producing.
– How the lack of diet and cultural representation in the manufactured goods exacerbate the health divide.
– Opportunities in the naturals food industry that investors need to know about.

Gooder Podcast

How Food and Beverage Brands Can Better Serve Consumers Nutrition Needs featuring Paula Reichel, Healthier America

About Paula Reichel:

Paula Reichel serves as the Senior Vice President of Strategic Initiatives & Senior Advisor to the CEO at Partnership for a Healthier America. Partnership for a Healthier America is a national nonprofit founded alongside Former First Lady Michelle Obama’s Let’s Move Initiative to transform the food landscape in pursuit of health equity so that all children grow up healthy and free from obesity, heart disease, and other chronic conditions.

Paula grew up in the Midwest and experienced the effects of the toxic food environment on her, her family, and her community’s health and quality of life. Her passion propelled her to identify new ways to create access to good, nutritious food for economically disadvantaged communities through innovative programs, partnerships, and entrepreneurial ventures and systems, policy, and practice change. She has deep experience working with the private sector, the charitable food sector, and public schools and consults on organizational strategy and business development. Paula is a frequent guest lecturer and holds a Master’s degree from Cornell University where she studied education and inequality and a Bachelor’s degree in marketing from Butler University.

Guests Social Media Links:

LinkedIn: https://www.linkedin.com/in/paula-reichel/
Email: preichel@ahealthieramerica.org 
Website: https://www.ahealthieramerica.org/
Twitter: https://twitter.com/paulaereichel?lang=en
Instagram: https://www.instagram.com/preichel/?hl=en

Show Mentioned:

Let’s Move Initiative – was a public health campaign in the United States, led by then-First Lady, Michelle Obama. The campaign aimed to reduce childhood obesity and encourage a healthy lifestyle in children.

Through Veggies Early & Often, PHA is convening leaders in the industry, health professionals, and early childhood education to consolidate evidence and outline an action agenda with the goal to raise a generation of veggie lovers.

Darden Restaurants, Inc. – is an American multi-brand restaurant operator headquartered in Orlando.

Mars, Incorporated – is an American multinational manufacturer of confectionery, pet food, and other food products and a provider of animal care services, with US$33 billion in annual sales in 2015. It was ranked as the 6th largest privately held company in the United States by Forbes.

PepsiCo, Inc. – is an American multinational food, snack, and beverage corporation headquartered in Harrison, New York, in the hamlet of Purchase. PepsiCo has interests in the manufacturing, marketing, and distribution of grain-based snack foods, beverages, and other products.

Frito-Lay – is an American subsidiary of PepsiCo that manufactures, markets, and sells corn chips, potato chips, and other snack foods.

Mondelez International, Inc. – often stylized as Mondelez, is an American multinational confectionery, food, holding and beverage and snack food company based in Chicago, Illinois. Mondelez has annual revenue of about $26 billion and operates in approximately 160 countries.

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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Massive Innovation is Coming to Food and Beverage. Is Your Brand Ready?

2021 will launch more innovation at one time than we’ve seen in a while. Here’s how to prepare your brand for the competition.

By switching to a brand-driven innovation strategy, better-for-you brand owners are future-proofing their business and retooling for growth.

Download this white paper to learn how to:

  • Understand where you are in the Brand Life Cycle.
  • Capitalize on the innovation boom in food and beverage.
  • Prioritize consumer-facing communication to increase brand relevance for your best-performing products.
  • Identify two types of innovation and decide what makes sense for your brand.

Get this exclusive report brought to you by Retail Voodoo, the branding firm who has helped Essentia, KIND, Russell Stover, Sahale Snacks, HighKey, and Starbucks build brand-driven strategies that create meaningful, sustained growth.

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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When Comfort and Innovation Collide featuring Tanu Grewal, ALEN Group

Gooder Podcast featuring Tanu Grewal

“You have to be so progressive to be able to go against the norm.” – Tanu Grewal

This week on the Gooder Podcast I had the pleasure of talking with Tanu Grewal, the Vice President of Marketing, Innovation, and E-commerce for AIEn, USA. We discuss how and why a company that has traditionally targeted a conventional consumer decided to tackle green cleaning by developing the new Art of Green brand. We also learn how the brand’s innovation and marketing will target some trial and conversion issues of many of the most hesitant conventional consumers. Along the way, we learn the story of a feisty and inquisitive leader who brings a contrarian view of leadership, innovation, and life to every opportunity and conversation.

In this episode we learn:

– A little background about the newest green cleaning brand called Art of Green.
– About assumptions and missed opportunities that the green cleaning industry
should be tapping into related to consumer adoption.
– How the years of working in a parallel industry allows her to approach the
category and production innovation in a new way.
– Why aroma is a big driver of category success.
– How to extend the life of your job title beyond the magic 18-month timeframe.

Gooder Podcast

When Comfort and Innovation Collide featuring Tanu Grewal, ALEN Group

About Tanu Grewal:

Tanu is a global brand builder and strategic marketer with over 15 years of experience working in mature and emerging markets like US, EMEA, and India with companies in the CPG, durables, luxury, and hospitality industries. She is passionate about using brand purpose to help drive innovation and marketing that creates real value and emotional engagement with consumers.

Reporting to the CEO, Tanu is currently the Vice President of Marketing & Innovation at AlEn USA, a growth stage division of the global ALEN Group. One of her top achievements in this role has been the launch of a natural, green cleaning brand called ‘Art of Green’ that just won the prestigious Product of the Year award. Prior to this, Tanu has worked on iconic brands like Kohler, Maytag, and Whirlpool where she elevated commodity categories to lifestyle brands through a combination of award-winning
product design, disruptive innovation, and experiential marketing.

Starting her career with Whirlpool North America, Tanu held a variety of marketing and product development positions over 8 years including an ex-pat stint in Italy. Tanu holds an MBA degree from Rice University in Houston.

Outside of work, Tanu is passionate about creating communities that enable people to thrive. Currently, she serves on the International Student Advisory Board at Rice University and as a board member for the South Asian Women’s Professional Network.

As a public speaker, Tanu’s topics include launching and scaling a challenger brand and standing out in a crowded market through creative marketing. As an Indian woman, living in the US and working for a Mexican company (AlEn), she also speaks on navigating multicultural work and market landscapes. Tanu has been interviewed by Forbes and delivered the keynote address for Coke FEMSA’s Annual D&I conference in
Mexico City, Women’s Masters Network’s Annual Meetup 2020 and the Houston AMA’s Quarterly Luncheon.

An avid traveler and consummate foodie, Tanu lives in Houston with her husband and son.

Guests Social Media Links:

LinkedIn: https://www.linkedin.com/in/tanugrewal/
Website: http://www.alenusa.com/
Twitter: https://twitter.com/Tanu_Grewal
Personal Website: http://tanugrewal.com/

Books Mentioned:

Unfinished: A Memoir by Priyanka Chopra – From her dual-continent twenty-year-long career as an actor and producer to her work as a UNICEF Goodwill Ambassador, from losing her beloved father to cancer to marrying Nick Jonas, Priyanka Chopra Jonas’s story will inspire a generation around the world to gather their courage, embrace their ambition, and commit to the hard work of following their dreams.

Show Resources:

The Art of Green –  product line offers consumers an affordable and high-performing natural cleaning alternative that is priced for everyday use.

Kohler Co. – founded in 1873 by John Michael Kohler, is an American manufacturing company based in Kohler, Wisconsin. Kohler is best known for its plumbing products, but the company also manufactures furniture, cabinetry, tile, engines, and generators.

The Maytag Corporation –  is an American home and commercial appliance brand owned by Whirlpool Corporation after the April 2006 acquisition of Maytag.

The Whirlpool Corporation–  is a multinational manufacturer and marketer of home appliances, headquartered in Benton Charter Township, Michigan, United States.

South Asian Women’s Professional Network (SAWPN) – SAWPN was created to bring together and engage women across various industries, nationally. Our goal is to build a strong networking base to support, mentor, and celebrate successful, strong, and vibrant women across the country and within our communities.

HINT – an American beverage company based in San Francisco, California, as an alternative to soda and sugar beverages. It was started by former AOL employee Kara Goldin.

Amazon.com, Inc. – an American multinational technology company based in Seattle, Washington, which focuses on e-commerce, cloud computing, digital streaming, and artificial intelligence.

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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7 Tips to Expand Your Better-for-You Audience Without Losing Your Fans

It’s the No. 1 concern for every better-for-you company we talk to: How do we rebrand without alienating our current fans? This is an existential question — because growth always means adding new consumers to the fold, and in appealing to those new people you risk leaving your early adopters behind.

Marketers mistakenly worry that building an audience is a zero-sum game: for every new customer you lose an old one. But it’s possible to grow and retain. In a marketplace that’s moving at breakneck speed, it’s easy to lose sight of the fact that you know what you’re doing. If you do your job well as a marketer, you can’t possibly blow this. (Read on for strategies to manage a big brand change with your audience.)

Brand Changes that Consumers Care About

So what kinds of brand changes may be off-putting to your longtime fans? Let’s look at four big ones:

Identity — Particularly for “badge brands” whose logo has become a marker or status symbol for consumers, a change in graphic identity should be done with care. For positive examples, look no further than professional sports, where teams regularly update uniforms and tweak color palettes, and fans flock to team stores to buy the new versions.

Packaging — Any packaging design change other than an evolution, without any preview and explanation, make consumers wonder what else is changing (i.e., ingredients, cost, company ownership).

Formula — This is a big change, and it can be risky for brands that have anchored their positioning on a singular ingredient or flavor profile. Mission-driven brands will have an easier time altering the product itself, so long as the change upholds the larger reason for being. A compelling case study for shifting or expanding formulation is Krave Jerky, which made a logical stretch from meat-based protein snacks to include plant-based products.

Size — Even if your audience isn’t value-conscious, they’ll notice a downsize in packaging, especially if you’re the only player in your category making the change.

Avoid the arrogance of thinking, “Our consumers will figure it out; we don’t need to explain it to them.” The worst-case scenario if you pull major changes on your brand loyalists without communicating to them is that they’ll abandon you for an alternative. You may fear social media backlash, and in fact, some of your fans will call you out for changing a brand they love. That’s actually a golden opportunity, however, because you’ll hear the complaints and be able to respond and make your fans part of the solution. But without a dialog in which you acknowledge their concerns and educate them about why you’re making the change, you’ll lose them forever. The essential ingredient in any brand change is communication.

7 Considerations & Strategies for Brand Change

As you contemplate a brand change that you think may have repercussions with your loyalists, consider these points:

1) Your current consumer may not really be your real target audience. Marketing to your current consumer means you are always looking backward and inward. You probably think, mistakenly, that the customers who buy your product are just like the people leading the brand. Instead, you need research and analysis to identify future consumer needs, habits, and trends. For example, Essentia came to us with the notion that their target audience was primarily athletes and fitness buffs who needed to replenish water lost in workouts. But our research identified a whole new universe of people across all kinds of interests who wanted superior hydration to fuel their work and interests.

2) Change is easier when you’re leading. From a marketer’s perspective, the ideal opportunity to do something big is when you’ve had such consistent and tremendous success that you’re now faced with having to stay ahead. The worst time is when the brand is on life support and you know it.

3) Marketing cannot supplant change when change is necessary. You may fear you can’t do anything meaningfully different from other brands in your space, or do anything your original customers won’t like. That you have to stay in your lane and just work to out-market the competition. But you can’t out-market the competition — especially store brands — because they’re simply copying what you do at a cheaper price point and stealing your thunder.

4) It’s nearly impossible to over-communicate with your audience when you make a change. There are three platforms of the Brand Ecosystem to leverage: in-store (packaging in particular), social media, and your website.

5) Start communicating change with a bug or banner on your existing packaging. The best example of communicating change came from Chobani: They added a “new packaging coming soon” message to the inside of the lid, so it was unmissable to existing consumers.

6) Use social media to build anticipation and excitement before the change. Look at how your loyalists engage with you and tell them through that channel that change is coming. By the time it happens, no one will be surprised; in fact, if you bring them along they will embrace and advocate for the change.

7) Marketers commonly make the mistake of waiting to update the brand’s website until the change is already happening. Instead, make that your first communication platform to share the news, so that if the loyalist sees something about the change they can go to your website and understand why it’s happening.

When brand marketers and executives consider a pivot — a new mark, revised packaging, whatever it may be — they may fear a loss of share that never materializes. When fear overrides opportunity, you’ll swirl in a constant cycle of incremental tweaks instead of making great growth strides. Remember: Your original tribe will never entirely go away — as long as your brand stays true to its core values, the risk of losing your core consumer is small if they see that you’re upholding your brand promise.

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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Does Your Naturals Brand Have a Mission? Or Just a Mission Statement?

Type “how to write a mission statement” into Google’s search field, and it’ll return 434,000,000 results. Clearly, there’s a lot of advice out there for writing a mission statement.

But that’s not what we’re talking about here. We’re talking about capital-M Mission: Your brand’s true purpose.

It’s easy to have a mission statement. It’s harder to live a true Mission. If your operations team or customer service team don’t know how to do their job against your company’s Mission, you’ve got a marketing tactic, not a vision for the brand’s higher calling in the world.

The Difference Between Mission and Mission Statement

You’ve done this at some point in your marketing career, right? Been part of an internal task force to develop a mission statement for the brand. Someone on the team Googled “how to write a mission statement” and you went through the steps. Maybe you even stenciled the resulting copy on the conference room wall. Mission statements are Marketing 101.

But a mission statement without a Mission is BS. “Ensuring stakeholder value” does not a brand Mission make.

Mission, rather, is the very soul of your brand. It is your promise and the ways in which you keep it. It’s the wrong you exist to right in the world, the fight you fight, the good you do.

Why does Mission matter? Because no matter how good your product is, eventually, someone’s going to come along with a cheaper version. David outlines how this happens, inevitably, in his book Beloved & Dominant Brands.

And if you aim to rebound from One of Many to Beloved & Dominant status, then your Mission is essential. It’s the foundation of your brand strategy. Remember: People don’t buy products. They buy brands.

Mission is a Holistic Business Strategy

Your brand’s Mission doesn’t just guide how you market the product to consumers. It flows throughout the entire organization:

  • Does your corporate culture match? Do people in the organization treat each other according to your higher values?
  • Does your payroll match? Can your employees afford your products?
  • Does your decision-making match? Are the strategies and initiatives you pursue in line with your Mission?
  • Does your ops match? Is your ingredient deck as clean and natural as possible?
  • Does your philanthropy match? Do you work to solve real needs?

Every employee, from the C-suite to the folks taking customer calls and the marketers repping the brand in social channels, should understand how their work advances the Mission. It’s like the guy sweeping the floor at NASA in the 1960s, who knew that his role was essential to getting people to the moon.

When your Mission is clearly defined, it serves as magnetic north on your corporate compass; you can say no to all the stuff that falls outside the lines. Mission builds internal alignment, team trust, and momentum. If you’re working in a company that has a mission statement without a Mission, you know it: Every decision is hard, marketing campaigns don’t land, the organization is dysfunctional, and your product development is all over the map.

What a Strong Mission Looks Like

When we consult with a struggling brand, we often start by helping them identify or refine their Mission. A Mission should be a BHAG — a big, hairy, audacious goal. Furthermore, there are four key attributes to a strong Mission:

It must be an action – it leads with a verb to describe what the brand does toward the goal.

It must be specific and quantifiable – you need to have a dashboard on it so you can track how you’re delivering on your promise.

It must change lives — it’s not just about selling stuff and returning value to stakeholders.

It must avoid sentiment – you need to develop language that is not so emotional or self-focused so you can’t enroll the broadest audience both internally and externally. [Note: When you translate the mission into marketing, it can become highly personal and emotional.]

The magic happens, of course, when your Mission resonates so deeply with so many people that sales naturally follow. Consumers so thoroughly buy-in that they will stick with your brand over all others, no matter what. That’s Beloved & Dominant. (And that’s what we do!)

Organizations often write mission statements so they can check that box on the “what companies do” list. But there’s no there there.

Frankly, you can get by if you have a Mission without a catchy mission statement. But the opposite is not true. You can’t Copywrite your way out of a lack of Mission. No matter what those 400 million Google search results might suggest.

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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Naturals Brands: Is Your Charismatic Founder Helping or Hurting the Business?

We’re just gonna make a bold statement here: If the sole reason for your company’s success is the actual, physical presence of the founder — during visits with retail partners, sales meetings at trade shows, in-store demonstrations — then you have a branding problem.

Because when that charismatic founder/owner isn’t in the room, the wind goes out of your sails.

It’s a challenge that we see frequently in the natural food and beverage space, which is populated by brands launched by individuals who developed products that initially met their own needs. (Think: an avid hiker needed an energy bar to power through day-long treks; a parent with a kid with a food allergy needed a clean snack.) Typically, a brand rides to out-of-the-gate success on the back of that passionate, visionary founder.

But as the brand grows and the founder/owner can’t be everywhere at once, a few gaping holes begin to develop. While the sales team is capable of selling the brand’s offering to retailers, the product itself doesn’t match the hype. Consumers don’t see the brand as meaningfully different from competitors and choose lower-priced options. The brand loses velocity and risks discontinuation. It’s exhausting to rely on charisma, and it’s expensive to not get the sell-through you need to stay profitable.

When the Founder Becomes a Liability

In the lifecycle of a brand I describe in my book Beloved & Dominant Brands, the risk of founder-as-brand shows up when the brand tips from Beloved by Default (still riding the visionary’s coattails) to One of Many (lost in a churn of copycats).

First & Only — an innovative, world-changing newcomer

Beloved by Default — a niche brand attracting a growing audience of fans

One of Many — a once-darling brand copied by cheaper competitors

Beloved & Dominant — a category-crushing superstar so favored by consumers that it’s competition-proof

Two fundamental truths about entrepreneur-led brands are at play here: One, the founder can’t replicate herself, and as she spreads herself too thin her influence wanes. Two, and perhaps more important, the leader and her executive team assume, wrongly, that they ARE their customer. They fail to see that consumers’ needs are different, and that the product doesn’t fit as well into their lives. They think: “Everyone must love this brand as much as we do.” We see this especially in competitive categories where the barriers to entry are lower (e.g. snacks) and where look-alike products are hard for consumers to differentiate.

Faced with dipping sales, the marketing team often steps in with quick fixes: tweaks to the packaging design or sometimes even positioning. The deeper the bias of the founder or leadership about their product’s superiority (when for retailers and consumers, it’s parity) the smaller and more frustrating the moves. Marketing is often unsuccessful or merely produces a short-term bump prompted by ad campaigns or discounting. Meanwhile, the brand struggles to meet minimum velocity hurdles. Sales and marketing are doomed to fail if the brand and business are hinging on the charisma of the founder.

Separating the Brand from the Individual

So, how can marketing executives steer the brand away from the founder’s persona? Very gently.

First, it’s important to remember one definition of brand:

Brand is what they say about you when you aren’t in the room.

That’s because it’s about them, silly, not about you.

Perhaps the smartest thing you can do is to enlist an external ally to help identify the issue — the primacy of the founder/owner is creating serious branding and business problems — and to deliver the difficult news and take the heat for saying so. And yes, there’ll be some heat. (We’ve been in that chair, and we’re well-versed in sharing tough news with grace.)

Just as important, you must frame the situation not as a complaint about the founder, but as a natural, growth-related challenge that has a strategic solution.

Think of other brands pegged to an individual founder: Bob, Barbara, Justin, Annie … it’s been a long time since Bob or Barbara was in a regional retail sales meeting. But Bob and Barbara still project a halo of wisdom and a promise of quality over the brands, even those that are now owned by large multinationals.

As a spunky, entrepreneurial naturals brand grows, the role of the founder/owner must pivot away from hands-on, in-every-meeting doer to benevolent guide. The founder/owner becomes a shepherd for the brand rather than the brand itself. She shows up like a pastor or chairman emeritus; the brand stands for itself and its mission, and the individual hovers above in a sort of endorsement role. Like Justin or Annie, the founder’s presence serves as confirmation that the brand is a real thing based on real people.

Think of the founder/owner’s position like a patronus. (“Harry Potter” fans will recognize the patronus as a magically conjured apparition that guides, protects, and inspires a person in his moment of need.) The founder, then, doesn’t fight the fight, but serves as a beacon.

When we advise founder-centric brands on evolving the brand beyond the dynamic individual, we help turn the liability into a strength by involving the founder in the journey from lead warrior to champion. It often takes some coaching, but rarely have we seen the founder resist the move. Typically, he recognizes his responsibility for the business impasse, feels the pain of decreasing sales, and embraces his new role as vision-giver and mentor to the brand.

And then the whole organization breathes a sigh of relief. The overtaxed founder gets to step out of the day-to-day and focus on work that adds value. Product development responds to real market opportunity rather than the owner’s whim. Marketing moves the needle because the brand’s values align with consumers’.

Apple is often celebrated as a brand with a powerful connection to fans, and it’s also a case study in how dominant leaders can and should behave. In Apple’s darkest days, Steve Jobs was in every meeting, weighing in on every decision, driving every aspect of the business. When he stepped back to let other exceptional minds shape the company and instead became a spiritual guide and external presence at product-launch events, Apple soared.

If you’re working with an in-the-weeds Steve Jobs when you need a product-unveiling Steve Jobs, give us a call. We’ve traveled this path and can help founders find their most fulfilling and difference-making roles.

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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Leaders, Brands and the Hawaiian Value of Kuleana featuring Danielle Laubenstein, Godiva Chocolatier

This week on the Gooder Podcast I had the pleasure of talking with Danielle Laubenstein, The Director of Global Marketing for Mauna Loa. Danielle is overseeing the future and legacy of the company’s direction into becoming Hawaii’s wellness brand. She believes product development and holistic marketing looks at beauty as a combination of qualities of paradise, creating brand culture and products that empower the mind, nourishes the body, spirit, and evokes emotional health. Join us as we take a deep dive into the health and wellness industry and explore how brands should strive to serve their customers with healthy products.   

“If you’re Hawaii brand, then you’re a brand from Hawaii.” -Danielle Laubenstein

In this episode we learn:

  • About creating a brand community and how to make it be authentic.
  • The difference between a Hawaiian brand and a Hawaii brand or Hawaii owned brand.
  • How Mauna Loa is leading the naturals industry in staying true to its purpose of caring for everyone’s needs.
  • The concept of giving back and social responsibility or reciprocal responsibilities, where that comes from, and how it affects Danielle’s leadership style. 
  • About how Danielle is mentoring women, especially women of color, and why it’s important for her.
  • What the word Kuleana means and the importance it has within the Hawaiian culture.
Gooder Podcast

Leaders, Brands and the Hawaiian Value of Kuleana featuring Danielle Laubenstein, Godiva Chocolatier

About Danielle Laubenstein:

Danielle has worked in CPG Health and Wellness, as well as in the global travel luxury confectionery space for over a decade for companies such as Chocolove, Godiva and DFS. 

Guests Social Media Links:

LinkedIn:https://www.linkedin.com/in/daniellelaubenstein/

Websitehttps://www.maunaloa.com/ 

Show Resources:

Godiva Chocolatier is a Turkish-owned chocolate maker that is jointly owned by Turkish conglomerate Yıldız Holding and MBK Partners. Founded in 1926, it was purchased by the Turkish Yıldız Holding in November 2007; then MBK Partners bought a stake in 2019. 

Chocolove is a chocolate manufacturer with headquarters and a manufacturing facility in Boulder, Colorado, founded in 1995 by entrepreneur Timothy Moley. The company produces all-natural and organic chocolate bars. Chocolove imports chocolate and cocoa butter from Belgium to produce its chocolate.

DFS Group is part of the world’s largest luxury conglomerate, Moet Hennessy Louis Vuitton (LVMH), and a pioneer in luxury travel retail.

Hawaiian Host is the original chocolate-covered macadamia. Hawaiian Host is also the largest manufacturer of chocolate-covered macadamias in the world, as millions of boxes of our treats are shared all over the globe.

The Hershey Company, commonly known as Hershey’s, is an American multinational company and one of the largest chocolate manufacturers in the world.

Project Potluck is a professional community founded by People of Color with a singular mission: to help people of color build successful companies and careers.

Lei Day is a state-wide celebration in Hawaii. The celebration begins in the morning of May first every year and continues into the next day. Lei day was established as a holiday in 1929. Each Hawaiian island has a different type of lei for its people to wear in the celebration.

Siete is a Mexican-American food brand, rooted in family that makes delicious grain-free products.

Books Mentioned:

The Hero with a Thousand Faces by Joseph Campbell

The Paleo Solution by Robb Wolf

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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The RIGHT Strategic Partner for your Naturals Brand

There are times when even the smallest business decision feels like life or death. When, despite your experience, smarts, and leadership position you hear that voice that says: What if I get this wrong?

Happens all the time. We’ve seen companies delay (often for years) committing to an initiative or innovation because executives can’t make up their minds or fear making the wrong choice. The same goes for beginning a branding project or even choosing an expert partner to help with the work.

Sound familiar?

Perhaps you’re in charge of a brand and it’s clear that you and the company need to make some changes. But you’re not exactly sure what the problem is, and so you’re challenged to choose the right team. You might delay getting started, or break a big project into small chunks that don’t effectively tackle the larger issue you need to resolve. (We understand; we’ve coached marketing leaders in your chair before.)

Recognize What’s Giving You Pause

If you’re hesitant to engage a strategic partner or commit to a project, it might be helpful to first understand why. A few insights:

Some organizations are built for comfort, not for speed. Even if your brand was founded on passion, innovation, and entrepreneurship, the growth of the organization may have dampened those early risk-taking tendencies. As the company has added staffers, won fans among consumers, built retail partnerships, and grown revenue, decision making becomes more difficult. The stakes feel higher. Your butt’s on the line, and you’re afraid of making the wrong choice.

Two, growth tends to throw even upstart brands out of alignment. When your organization isn’t aligned to a common cause, personal agendas overwrite the brand’s mission and purpose. Decision making is tainted by individuals’ preferences and interests. The more people you ask for input, the harder and more confusing it is to make the right decision.

Let’s also acknowledge the immense anxiety that’s pervading society and, by extension, business right now. Uncertainty breeds fear and indecision.

What to Expect When You Engage the Right Strategic Partner

Which marketing strategist is the right group for us to partner with? Do we even need outside help? What should we hire them to do? What if we make the wrong choice?

If uncertainty is in the way of your decision, then knowing what to expect may help sweep that aside.

Imagine what is possible when the brand is surrounded by a team of internal and external experts who are passionately committed to the cause. When you bring to the table expertise that your bench doesn’t currently have and an objective point of view that your internal folks can’t possibly possess.

An outside partner — the right outside partner — will help you see the opportunities right under your nose that you’re too in the weeds to see. They’ll walk alongside your team, sharing expertise and experience, helping you make the decisions with confidence and bravery. They’ll give you tough news gently and cheer your wins enthusiastically.

When you build a team that includes both internal and external experts, you establish a think tank around you that elevates your own expertise. You have weapons and systems at your fingertips that you didn’t have before.

A strategic partner can also help you undertake challenges that your team has been struggling with for years. They can diagnose problems and prescribe solutions quickly so the organization can spring into action. In our experience, any hesitation that marketers feel about letting outside experts in the door evaporates as they see the big picture, understand what they need to do, and become hopeful instead of skeptical about the future.

When prospects make the decision to enlist our brand strategy help, they become lighthearted, relieved, open to change — frankly, they’re jacked out of their gourds. (To be clear, we’re not for everyone, and that’s okay.)

As a sign-off, I’ll share a bit of reassurance: The risk isn’t choosing the wrong outside partner. Because even if it’s not the right fit, you’ll still gain a ton of valuable insight. The risk is to not engage at all.

So …

Trust your instincts.

Reduce the number of people you’re talking to about this initiative to your mentors or closest business partners. The more you shop around a decision like this, the more conflicting opinion you’ll hear.

Be afraid and do it anyway. Any fear lies in the decision-making process, not the decision itself; you just need to get over the hump.

Understand the reality of what you can and can’t do. When you hold off making a bigger commitment to a strategic partner, you may instead try to chip away at your business problems piecemeal.

Know that in any engagement with outside expertise you’ll gain intelligence and insight, change the way you think as an organization, and start to see your blind spots. You can’t really blow this decision.

Ready? Give us a call.

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.

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Brand Slam Episode 5 – featuring Plant Works

Brand Slam 5 – Finding Your True Audience and Standing Out in a Crowded Category

Download now to watch this fun and informative webinar where we audit Plant Works’ brand ecosystem and identify gaps, highlight opportunities and help the team understand where to focus her marketing spend.

Brand Slam was created by Retail Voodoo to help CPG entrepreneurs in food, beverage, and wellness reduce their struggle with brand growth in the face of Covid-19. Using the auditing process models created by Retail Voodoo to develop Brand Ecosystems, (which we’ve used for some of the world’s most beloved brand and featured in the book Beloved & Dominant Brands,) we will benchmark Plant Works and provide strategies to help Anna, Trever and the rest of their team regain brand traction.

More About Plant Works: Being workout and protein fanatics, trying to maintain a better-for-you, more plant-centric diet, they made the switch from whey protein powders to plant protein powders. They soon grew tired of drinking terrible tasting shakes, made with low-quality proteins that lacked the right ratio of essential amino acids to help our bodies recover, so they decided to make their own. 18 months and many failed attempts later, they finally built a formula that met their goals. They combined a blend of high-quality plant proteins with super herbs, adaptogens, added BCAA’s and a few other natural ingredients to create a great tasting plant-based performance protein powder that helps the body recover, rebuild, and repeat.

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
all Insights

Brand Slam | Call For Entries for Season Two

Retail Voodoo is recruiting participants for Season 2 of Brand Slam – Episodes starting March 2021.

CPG brands spend a lot of time telling consumers how different they are. And with the brand world changing faster than ever, the fundamentals of brand building are receiving scrutiny. What is a brand anyway? A logo? An idea? An ad campaign?

We have decided to answer those questions, in real-time and have created a monthly workshop for food, beverage, health and wellness company founders looking to gain insights on how to use brand positioning, language and strategy to gain unfair advantage in the market. Learn what opportunities and details Retail Voodoo looks for when building a strong brand and how your brand must use these tools to educate consumers about it.

Our Brand Slam Brand Tune-Up will start by auditing and benchmarking your brand against competitors in your categories to develop a powerful platform for brand growth. Our goal is to help you think about building a stronger brand by giving you tools and examples from a live case study.

Each month, Retail Voodoo’s David Lemley will choose one entrepreneurial brand (maybe yours?) to showcase the lessons and strategic thinking that go into building the heart of a brand – in a live broadcast.

Are you ready for a Brand Slam?

Application Criteria

  • Must be a food, beverage, wellness, or fitness brand
  • Applicants should be $2M or less in annual revenue
  • Must be in market a minimum of 6 months
  • Must be based, and doing business, in North America

Watch Previous Episodes:

Sign Up To Apply – Deadline: January 15, 2021

We can’t wait to meet you!

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