Boston Dickerson

"Pre-rolls, The Avocado Toast of Cannabis" This analogy might sound bold, but it’s backed by data. Pre-rolls have become the fastest-growing cannabis category, hitting $4.1B in sales over the past year and outpacing other product types. Why? Because convenience is key. What critical consumer need to Pre Rolls adress? TIME! For a generation constantly on the go, pre-rolls offer a quick, reliable solution without the hassle of rolling. Millennials dominate the market, but the data shows broad appeal, with the average pre-roll buyer being 43 years old and using cannabis multiple times daily. Innovation is also driving this category forward. Infused pre-rolls now claim 44.4% of the market, with consumers willing to pay for premium touches like kief, live resin, and even glass or wood tips. It’s proof that the market is evolving to meet demands for both convenience and quality. One thing this article doesn’t talk about? Upstream, long term Pre Roll innovation - the innovation areas around smokability, flavour, irritation, air flow dynamics and filter technology we haven’t even scratched the surface of. We’re always looking to learn from trends like this. How can we continue to create products that balance ease of use with the premium experience consumers are asking for? Insights like these fuel the innovation that keeps us moving in the right, and most convenient, direction. #CannabisIndustry #CannabisInnovation #PreRolls #ConsumerTrends #Organigram

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The cannabis companies that ‘WIN’ in 2025 and beyond will have these five things in common: 1) They understand the scale that they are trying to achieve and their entire operation is appropriately focused based on that scale. -Local companies need to market and connect locally (in an extremely authentic way) while focusing on profitable, sustainable revenue streams that are mostly consumer driven. -Statewide companies need to do the hard math and modeling to understand what realistic growth means for them. Set specific growth targets based on achieveable modeling. Too many statewide brands operate, market and spend like a national brand, and it will cost them in the end. -National brands must focus on lean profitability and maintain a highly targeted approach to their spending, despite a world that may seem like it has limitless customers. 2) They don’t try to do it all. Developing mastery and economies of scale in specific sectors, while building strong partnerships in the rest of the market, is the model for success in the years to come. The great companies from 2025-Federal Legalization will seek out expansion via truly strategic partnerships (and careful aquisitions) while the mediocre companies attempt to do it all themselves. The largest, best capitalized MSOs will be buying up statewide and regional businesse with lean, focused, positive-cashflow operations, which solve specific problems in their infrastructure. 3) They are building a business that is designed for the New World of Cannabis, and the Era of Commercialization. -We aren’t trappers anymore. -Hitting licks can only take you so far. -Weed is a CPG product. -THCA is sold openly online and in gas stations. -D9 Bevs and Gummies are sold in some of the deepest red states. -Weed by mail is probably here to stay. -Mushrooms are legal in various cities and states. -Consumer trust in a brand is the most valuable asset in the industry. No matter their scale, the companies that win in the next five years will integrate themselves into the new ways consumers interact with and purchase cannabis…. (Online, DTC, Low-Dose, Mixed Nootropic, Bev, Smoke Shop/Gas Station, Mass Market, Seshes, N.A. bars/lounges, add-on dispensary licenses) 4) They build continuous feedback loops with their customers. The great brands and companies that succeed into the 2030’s will have a deep, data-based understanding of their consumers at all levels. Brands must understand the buying criteria of the stores that carry them as well as the buying criteria of the consumers that drive sell-through. The very best will encourage a rewarding consumer engagement loop that directly influences operational decision making. 5) They just don’t quit. (In fact, they continue to innovate, pivot, and understand that at the end of the day, their business is change). A lot of cannabis operators will quit in the next five years. In all business, but especially in cannabis, sometimes it’s just about being there tomorrow.

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Cannabis startups are DEF a rollercoaster - 2 wks ago I was reeling from several gut punches... but today, things are looking bright: ✅ LOTS of new products in the pipeline that I'm SO pumped about... our Live Resin Vapes drop in NY before 710 and they're 🔥 🔥 🔥 . A bunch more new stuff I can't reveal them yet too… ✅ in NY, LIVE NUGS are in almost completely sold out - with most places re-ordering after < 2 wks selling a $100+ SKU! We’re getting a ton of inbound interest - shows that innovative products that deliver real value sell. Still early, but we should 2-3X our best month ever... NY as a market feels like it’s FINALLY getting its footing (hope I’m not jinxing us here). ✅ in CA, we've signed 4 MONSTER accounts since HoF and our new SKUs (esp Live Rosin Pre-Rolls and Live Rosin Vapes) are FLYING... it's painful for our cash flow to be scaling to meet demand, but feeling very positive about the turnaround in the most challenging state. About to sign up for the next big show in Sept… ❓thinking about expansion - though it's still early (wanna make sure our foundation & processes are solid in CA / NY)... but what potential partners should we be talking to in NJ for cultivation / processing / sales & distro? HMU via DM pls... None of this would be possible without our incredible team (Martin Mills, Cirona Labs, Peter Pietrangeli, Euphoric life , Lowell Farms Inc.) and our amazing retail partners. In general, I try not to get too high or too low - but feeling immensely optimistic about the state! Gotta celebrate the wins - as tomorrow I'm fully expecting to be punched in the face again LOL. BTW, in the rollercoaster analogy - which part is “good”? I assume it’s when you’re going downhill (despite Kevin Hart’s face)?! But then when we talk about life’s ups and downs or highs and lows - it’s the opposite right? Make it make sense?!

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Michigan cannabis sales are up “only” 2.2% YoY. Prices have dropped 24.2% YoY. Lots of people are sounding the alarm, but what does this really mean? WE SOLD 35% MORE UNITS YoY! Consumers still spent the same amount on weed, they just bought (a lot) more of it. This is the same trend we’ve been seeing for years. Your margins are shrinking on a per unit basis. To maintain profitability, you’ll have to sell more units. Consumers are happy to oblige. For a cultivator with limited amount of capacity, who can’t just conjure up more units without a massive infrastructure spend, this is an issue, but there are creative ways to continue to scale without investing in more lights. No, we aren’t seeing massive top line growth, but isn’t that a good thing? At this point, wouldn’t most Michigan operators choose stability over rapid growth at the expense of per unit profit? Don’t we generally see lower prices for the consumer as a good thing? (Yes, I know every other good has gotten more expensive while cannabis hasn’t- but that’s what happens in a brand new commodity market with an agricultural supply chain that takes years to develop.) This data set was published on the same day as news that Fluresh is closing its massive cultivation facility in Adrian, Michigan- and while the closure of a facility and the loss of jobs is nothing to be celebrated - the data and the news (on top of the rapid price compression we’ve seen recently) seem to mark a turning point in the industry. Several truths will become highly evident: Strong brands and lean operators will win out- because customers have more financial freedom to choose VALUE vs PRICE. Good partnerships will dominate- becuase they are able to scale (and operate) more efficiently than standalone competitors. Distribution is everything- becuase this is a volume game. CEOs who aren’t afraid to make the hard decisions will survive- becuase hard decisions will have to be made wether we like it or not, and how fast we respond to the facts in front of us could determine the survival of our companies.

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I also support Gillian Schauer, PhD, MPH and the Cannabis Regulators Association (CANNRA) on this one. Shouldn’t a researcher, such as Jane Appleyard Allen, and an institute, such as RTI International, support the collective perspective from all “external stakeholders” in-order for our regulators to build a better intellectual model of the future (arguably the present)? I won’t even bother to defend CANNRA by pointing out that Shanita Penny has been a long time and fervent supporter of the cannabis industry, and that her committee is completely capable of separating the interests of the Coalition for Cannabis Policy, Education, and Regulation (CPEAR) from their corporate partners. I think these voices should be in the room when it comes to CANNRA’s External Stakeholder Conference for a number of reasons: 1) There are state-legal systems that permit distribution and sale of cannabis/hemp products through convenience stores and the same channels that alcohol and tobacco are sold. 2) The industry needs larger mainstream partners to amplify the voice of cannabis and accelerate legalization. We cannot continue on at the historic pace of reform. 3) Current regulations have been overly cumbersome, and we can count on these larger partners to fight for broader access and reduced taxation while upholding the need for product quality and consumer safety. 4) It was made very clear by the organizers, and it felt refreshingly upheld at the conference, that there was no influence from corporate sponsorship. 5) We’re all adults and can stand to have different voices in the room. Sorry, this post is probably longer than it needed to be, but this letter and resulting Marijuana Moment article was a bit triggering. Thanks, Amber E. Senter, for bringing it to my attention. What are your thoughts?

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Colorado's marijuana industry is stepping up its game, seeking to be treated like alcohol with public sales and consumption at events like concerts. As Chuck Smith from Colorado Leads points out, many regulations put in place a decade ago are now outdated or duplicative. I think this reflects a wider trend happening in the industry right now: Placing cannabis on the same level as alcohol. Public perception of cannabis is changing, albeit slowly, and I predict that this will drive more relaxed laws and regulations about its sales and use. Dismantling the stigma around cannabis is crucial for building a sustainable path forward in the industry. Treating it the same as other legal substances such as alcohol only makes sense as part of these efforts. #CannabisIndustry #Cannabis #Marijuana #CannabisRegulation

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"Best estimates suggest that marijuana-growing operations represent ONE PERCENT of U.S. electricity consumption" 😯 An excellent article on the Cannabis sustainability crisis in the new issue of National Geographic Folks, that is a shocking statistic for a $30B a year industry. Why are cannabis businesses struggling to be profitable? Indoor cannabis is ludicrously resource intensive and expensive to grow. 2000X or more the carbon footprint of comparable crops. S3 Genetics is on a mission to make cannabis environmentally and therefore economically sustainable. I highly recommend picking this issue up for a great overview of the current state of the plant and industry. It's a prime example of making science accessible. The editors have outdone themselves, very low bro science detected. #BetterCannabisThroughScience

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Our Take on Iowa's Cannabis Beverage Regulations: The state of Iowa has set a benchmark at 4mg of THC per can for cannabis-infused drinks. While I personally believe there's room for more flexibility, the decision reflects the current political climate. If you're not satisfied with this policy, remember, you have the power to vote for change. On another note, our Hawk drinks have been flying off the shelves, thanks to our efficient manufacturing process. This got me thinking about pricing. What should customers expect to pay for these products? We're of the opinion that the market should strive for more affordable options to meet the needs of a broader consumer base. Let's keep pushing for a balance between quality, accessibility, and affordability in the cannabis industry.

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California tax revenue from cannabis has declined each of the last two years from a peak of 2021. (Source:DCC) Where do we expect 2024 to finish? It sure seems to be a broken system, with very few profitable operators. The state is trying, and AB 2223 will be a pivotal moment for the industry. Many brands have given up, and are finding better margins and consumer access in hemp, that allow them to do basic things like make payroll. I voted in favor of prop 64. At the time, I had faith that the state supported profitable industry to boost the economy and provide jobs. I didn't believe they had altruistic motives to improve access to a beneficial plant. I didn't think the mismanagement would be so bad that the industry would already be in a decline 3 years into it. Question: How much tax revenue would we generate for the state if we had low-dose cannabis beverages accessible everywhere alcohol was? How much would we need to tax cannabis beverages to achieve their goal? Allowing adult beverage producers, distributors and retailers to freely sell low-dose cannabis beverages isn't competing for revenue from the dispensary channel. People buy beverages where they already are. Someone ordering a Coke at McDonalds or a Red Bull at a concert wasn't going to buy the same drinks at a grocery store later that day. Please tell me where I'm wrong, or your ideas to fix this decline -

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Hey #cannabisindustry, The WeedWeek newsletter is up: -- Deputy resigns at DCC as pesticide questions mount Link and lots more in the comments

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Here are five ways to improve your marketing process for a CPG product (like cannabis) without spending more money: 1) Actually develop a marketing process. Do you have an SOP for onboarding a new store? For launching a new product or strain? You probably should…. 2) Establish and maintain a feedback loop. Are you talking to retailers after product is delivered to hear what’s working, what isn’t, and why? Why not!? 3) Educate retailer staff with an info sheet inside cases of product. (Ok, this costs $.02 per…. But you get the point.) How are you ensuring retail staff knows the finer points about your product? 4) Systematically evangelize your product thoughtfully on social media. 1000 non-follower consumers seeing your post is a HUGE win. 1 non-follower b2b contact seeing your post is a HUGE win. While there is a small time investment here, if you are authentically working in your business everyday, your content (and your excitement about your product) should come out organically. Not harvesting the marketing benefit from that energy is a huge mistake. 5) Regularly audit and improve merchandising and placement in retail locations. Do you even know how your product is displayed in stores? Do you know how it’s listed on in-store menus? Do you think it could be displayed better/larger/brighter/closer to the register/etc? 6) Improve existing label and packaging messaging. You don’t need to spend more on your packaging to make it better. More importantly, (and this is its own separate post) packaging is often the START of a consumers marketing journey. It should be working for you after the sale, to get the next one. It’s how customers learn about your brand, its history, its value prop, or its how they connect to you online in order to do so. Consumers often buy for the first time on a whim. They buy again and again for a reason. Is your packaging illustrating that reason? Have you A/B tested different verbiage / imagery / layouts with your team or trusted friends? Have you run packaging designs by retail partners you are close with to get a sense on what they think will work? Each of these things is free. And yes, becuase I know some of you trolls out there will be rearing to bring it up: these things do take time, and yes, arguably, time is money. But nothing listed above is a budget item. None of it would break your bank. They would take effort, brainpower, and close cooperation. But more than anything, good marketing is a practice of consistent monitoring and iteration. The world is changing and so are consumers. Competitors are fighting for your marketshare. Each of the things I listed above requires ongoing maintenance. Ongoing care. Ongoing innovation. The SOPs never stop improving. The feedback loop never stops looping. The retailers will always need educating. The online world will always provide new eyes. The product can always be displayed better. Packaging messaging can always be more impactful. That’s the hard part.

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"Derry Brett, founder of Barney’s Farm Genetics, will lead the newly formed group as CEO, although “each company will retain its own CEO and management,” a spokesperson for the companies told MJBizDaily." Uhm...not sure why - it's not like this is a conglomerate, made up of very different businesses operating in very different categories. I don't think that can last - it adds in too many duplicate costs and it can reduce the ability to find and apply real business synergies. It might have been the only way to get one/some of them to agree to merge - they wanted a job and they wanted some level of decision-making autonomy. But that's not how aligned companies work - they have strategy and structure and staffing all cascading and connected. I don't know anything about the cannabis genetics and seed sales business, but I do understand business strategy and structure, and this one looks like it could have its head in the sand. https://lnkd.in/g-8hNYQ9

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There are good actors and there are bad actors....the difference is, the good actors are asking for regulation (including testing, chain of custody, and quality/transparency standards) and taxation - and we have effective solutions that support the hemp and marijuana industries, regulators, and consumers. Regulation > Bans #drinkcannabis #regulation #beverage #beverageindustry #winwin #compromise #solutionoriented SōRSE Technology Hemp Beverage Alliance Cannabis Beverage Association

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Now that Thailand has walked through the ring of fire - and cannabis is delisted and medical use encouraged - its time to learn from the West's mistakes. Thailand should 1. Make all non-medical cannabis a violation of regulation and 2. Make all medical weed meet high quality standards. This is how medical eats recreational: by decree!. Decree: All legal weed is medical and all medical weed is subject to rigorous testing. Then the black market is where you find all the ditch weed. There is still no special tax on legal weed in Thailand. Keep it that way. Make testing affordable and transparent. Do you think this is realistic? Remember: Thailand is not stuck with the rec vs. medical legal distinction the way the West is.....

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🚨 Insightful DEA Report: Illicit marijuana flowers average a THC potency of 16%. 🌿💨 This statistic underscores a significant advantage of purchasing from licensed dispensaries—quality and safety. Unlike the unregulated market, dispensaries offer products that are tested, compliant, and consistent in their THC content. This not only ensures a safer consumer experience but also supports the legal cannabis industry committed to high standards. Why risk the unknown? Choose quality, safety, and reliability every time with dispensary-bought cannabis. Let's advocate for more informed consumer choices and support regulations that emphasize these benefits. Stay informed and choose wisely. #CannabisIndustry #ConsumerSafety #DispensaryQuality #THCPotency #RegulatedCannabis

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