Brian Owens

Just incredible how important aligning your message with your market is for accelerating growth. In the startup world, we do it through jumping on hundreds of prospect calls trying to find the right words to communicate value. It is a painful process. Ever wondered how the biggest and most innovative companies do it every day for their products? The answer is that they use Protobrand and behavioral science. And it works like magic 🚀

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Ulta Beauty has some big plans for Holiday 2024... 🎄 What is the #1 retail beauty destination prioritizing through Q4? 🤔 🧴 Categories on the Rise - Ulta has invested in in-demand categories such as body care and wellness to ensure it remains the go-to destination for trending products. It's also positioned itself as a leader in the Gen Alpha skincare craze. 🤩 Bringing Joy to Stores - With cultural sentiment seeming to always be negative, Ulta has an initiative to bring more joy to stores, and the gifting season presents the perfect opportunity to communicate this to customers. 👂 Listening to Customers - With 44 million loyalty members, Ulta has an incredible opportunity to learn about trends and get feedback on initiatives. This enhances a sense of community and ensures that retailer continues to deliver what customers truly want. My bet is that Ulta Beauty will continue its beauty dominance through the holiday season and grow as a major retail beauty destination through 2025. #ultabeauty #beautyretail #giftingretail #beautygifts New Ground

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“We’re not collecting data just to have it ... it's a value proposition.” says Colgate-Palmolive with their Hill's Pet Nutrition brand. Colgate-Palmolive, like many other CPG brands, are going DTC and building a customer data platform and martech stack for engagement. For many, the will they/won't they deprecate third-party cookies was just the push needed to start collecting first-party data. #ecommerce #customerexperience #firstpartydata #thirdpartycookies #dtc

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5 things to trust but verify in CPG: 1. Marketing agencies who “have compliance covered” 2. Contract manufacturers who say quality is the foundation of their business 3. Consultants who say they can do XYZ 4. Any COA you receive from a supplier 5. Your own surveillance testing What would you add to this list? #quality #compliance #cpg #consulting

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Almost every CPG brand and manufacturer I've worked with has these 3 problems -lack of patience -limited technical knowledge -reliance on relationships vs data You can be patient AND move quickly if you learn how to plan and stop pretending your scrappiness is a competitive advantage You can build on technical familiarity to become a SME, if you are offered the resources and take it seriously Most client<>supplier relationships are great when its easy, has yours been challenged? Slow is steady, steady is smooth, smooth is fast In the startup environment, you have a new business every day and making decisions with incomplete information is sometimes worth the risk I get it and I agree to some extent After all, we're a startup too When you STOP being a startup, but still behave like one, you are playing with people's lives at a massive scale Take the time to do things right If you miss opportunities because you weren't prepared with data, documentation, etc., that's not the fault of your quality and compliance team in many startup environments It's the fault of your CEO for not taking those functions seriously until it's too late Patience, technical training, and data-driven decisions can save your business and maybe even a life or two And that's pretty cool #quality #compliance #manufacturing #CPGindustry #dietarysupplements #foodandbeverage #cosmetics #beautyindustry #food

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DTC/Digital Native Brands struggle to achieve scale. CPG portfolio's are stagnating. Consumers are trading down, and retailers owned brands are disproportionately growing. Target, Costco, Trader Joes, and Aldi owned brands are winning. Now Walmart has launched a formidable new elevated basics brand, BetterGoods. The best way to beat the Amazon/Temu/Shein/TikTok marketplaces is to sell products they don't have.

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🚀 Walgreens Boots Alliance (WBA) Soars! 📈 WBA shares surged over 12% after reporting Q4 earnings that exceeded expectations! 💥 While EPS fell 42% to 39 cents, revenue rose 6% to $37.54 billion, beating analyst estimates. 🔍 The chain plans to close 1,200 stores over the next three years, with around 500 closures in fiscal 2025. This strategic move is expected to enhance adjusted EPS and free cash flow. Despite a challenging year, WBA is projecting FY 2025 EPS of $1.40-$1.80, with revenue around $147B-$151B. The company is optimistic about growth in U.S. healthcare and international segments! 🌍💊 Link to Article: https://lnkd.in/exrH3bia What are your thoughts on WBA’s strategy moving forward? 🤔 #Walgreens #WBA #EarningsReport #RetailPharmacy #Healthcare #BusinessStrategy #StockMarket #Investing #FinancialResults #StoreClosures #GrowthOpportunities #Pharmacy #Revenue #EPS #MarketTrends #HealthcareInnovation #RetailTrends #InvestmentInsights #Pharmaceuticals #BusinessGrowth #FinancialForecast

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The surge in GLP-1 usage is transforming consumer habits and creating new retail opportunities, especially within supplements for weight management and side effect mitigation helping to drive newness and product innovation. This recent ECRM blog highlights several key trends and retailer opportunities. https://lnkd.in/eMi2Ujg7 1. Impact on Food Purchases: Due to appetite suppression from GLP-1s, users are purchasing fewer snacks and indulgent items, with food purchases significantly decreasing after seven months of usage. This shift particularly affects categories like deli, bakery, and snacks, although high-protein items are increasing in demand to counteract muscle loss. 2. Retail Opportunities in Supplements: Retailers and brands are capitalizing on GLP-1-related side effects by developing and positioning supplements to aid with issues like nausea, muscle loss, and GI problems. There is also demand for natural weight management options among consumers avoiding GLP-1s. 3. Sustained Interest in Weight Management: With obesity on the rise, consumer focus on weight management through both pharmaceuticals and natural alternatives continues to grow, prompting further educational events on GLP-1s and weight management in 2025. Come join ECRM at the upcoming Vitamin, Weight Management & Sports Nutrition Program where the market will come together to drive these opportunities forward. We are excited to produce the GLP1 Retail Wellness Symposium at this time. #GLP1 #Innovation #WeightLoss #Protein #Vitamins #Nutrition

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𝐀𝐧𝐨𝐭𝐡𝐞𝐫 𝐒𝐧𝐚𝐜𝐤 𝐀𝐭𝐭𝐚𝐜𝐤 The rumored interest by Mondelez in acquiring Hershey fits today’s CPG plotline: focus on core categories/capabilities, reshape the portfolio to be more growth-facing, and maintain competitive scale. The Mars / Kellanova deal set the stage, and now Mondelez is rumored to have its eye on Hershey to keep pace. Together, they would form another snacking giant at $50B annually. On the surface, there could be a fit—but not a perfect one - 𝐂𝐡𝐨𝐜𝐨𝐥𝐚𝐭𝐞 𝐒𝐲𝐧𝐞𝐫𝐠𝐢𝐞𝐬 potentially offering sourcing leverage to help ensure supply and manage inflation - 𝐂𝐨𝐦𝐩𝐥𝐞𝐦𝐞𝐧𝐭𝐚𝐫𝐲 𝐂𝐚𝐭𝐞𝐠𝐨𝐫𝐢𝐞𝐬 that combined increase scale across the store (Mondelez dominant biscuits/cookies and Hershey dominant in confectionary) - 𝐍𝐨𝐫𝐭𝐡 𝐀𝐦𝐞𝐫𝐢𝐜𝐚 𝐒𝐲𝐧𝐞𝐫𝐠𝐢𝐞𝐬 where the combined operation would bring manufacturing, distribution, and admin scale advantages - 𝐆𝐥𝐨𝐛𝐚𝐥 𝐄𝐱𝐩𝐚𝐧𝐬𝐢𝐨𝐧 𝐂𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞𝐬. It’s tough to envision Mondelez finding much value in leveraging its well-developed global presence to expand Hershey’s brands. Hershey licenses Kit Kat from Nestle, so no expansion opportunity there (in fact, Nestle would happily bring this brand home.) Hershey’s two other powerhouse brands, Reeses and Hershey, historically haven’t traveled well due to their uniquely “American” heritage and taste profiles. When you take these 3 brands off the table, there’s nothing that compares to the potential Mars has with Pringles. There is one other major factor— 𝐓𝐡𝐞 𝐇𝐞𝐫𝐬𝐡𝐞𝐲 𝐓𝐫𝐮𝐬𝐭, which holds 30% of Hershey’s shares and 80% of the voting rights. If there is a deal on the table, they will be the ones to decide if it moves forward, and their motivations are more complex. The trust uses funds from its investments to care for children in need. How this deal would serve their long-term interested is hard to assess. If the Trust does agree to sell, the Pennsylvania State Attorney can still step in to stop the deal, which is what happened in 2002 after public outcry from the Trust-approved plan to sell to Wrigley. For now, we will wait and see. #Hershey #Mondelez #CPG #FMCG #M&A #Strategy #Snacking https://lnkd.in/e_cxz5Yb

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It’s All About The Experience At SGG and Associates, we are well into Q1 Earnings Season and our review of the 250 consumer facing companies that are competing for share of the consumer spend, loyalty and “mindset”. Especially striking is the extraordinary and growing divide between Walmart and Target. Walmart U.S. Comp Sales (x Fuel) were +3.8% while Target Total Comp Sales declined 3.7% There is no question that both retailers have broad appeal and audiences and offered a sense of value.  But their approaches to the consumer have dramatically changed. Target was always known as the “cool” big box store, with incredible designer capsule collections that created lines before store opening and sold out immediately. Walmart built their following on the promise of “always low prices” and incredible value. Their roles have changed dramatically.  Target just announced thousands of price cuts in their recent earnings report, a clear nod to the impact inflation has had on their customers, and an attempt to reverse their sales trend. A trip through Target will illuminate their almost complete shift to private labels. Walmart has introduced a balance of designer and private label brands. In their pilot “stores of the future” concept, these brands are showcased in “shops” complete with lifestyle presentations. Newness is continuously introduced into these stores. This concept test has worked and Walmart is now rolling the concept out nationally. But even more striking is the dramatic difference between Walmart and Target in the “customer experience”. At a recent visit to a newer Target store, we were greeted by an expansion of categories that were locked behind glass doors. This included everything from laundry detergent to Men’s socks and underwear. Pressing a red button on the case would supposedly summon an associate.. who never came. During the same week at several Walmart stores, associates were folding inventory, and refreshing displays. And, when asked about the location of a department, associates ( on numerous occasions) escorted us to the correct aisle. Indeed, it’s no wonder that Walmart Doug McMillon reported in last week’s earnings report that Walmart gains were coming from higher income customer. It’s not just about price.. it’s about creating a comprehensive and compelling customer experience that includes price, presentation and service. 

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CPG brands: You are wrong, distributors are not the problem, nor the enemy of your brand. Quite the opposite in fact. Your problem is a lack of preparation in the necessary business understanding for working within the distribution model. Your lack of preparation and understanding of that model does not constitute blaming the distributor for the poor outcome you experienced. I can’t tell you how many brands over the years have asked me for distributor advice, (ONLY because I have a very long history working on the distribution side at multiple distributors, before ever moving to the brand side, not because I know better than any other brand owner..) My message is almost always the same & what I hear back is almost always the same. Me: “Did you adjust your pricing model to account for the fees and requirements for shipping / logistics and chargebacks that are built within the contract you received and signed?” Brand: (in some form or another of the following) “ I did not want to price myself out of my market, or have to change my pricing in my other channels… and nobody told me that all these fees would actually hit, and some of them I was not aware of” The reality is no one blindsided you. You were unprepared, you are upset and you’re looking for someone to blame. Regardless of what type of founder, entrepreneur, business owner or executive at a CPG company that you are, you must absolutely understand the contracts and financial requirements that you are dealing with AHEAD OF TIME. You don’t have to work with the distributor— in fact as we know, tons of brands work fantastic simply D2C, or direct to retail without them. But if you’re going to work with the distributor networks, be prepared to work within the model. If it helps, I’m happy to answer any questions that I might be able to answer when it comes to distributor model.. feel free to hit me up anytime if I can be of service and I’ll do my best to get back to you with information that is appropriate based on my experience. Rant over, and go have a great day! Lets sell some stuff 😎 #distribution #cpg #branding #wholesale #dietarysupplements #vmisports

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Walmart is closing all 51 of its health centers and Walmart Health Virtual Care due to a lack of profitability. The company says the decision was difficult, but that the challenging reimbursement environment and escalating operating costs made it unsustainable... and another bites the dust. Even big business isn't immune to the challenges healthcare organizations face today: profitability, rising costs, access, infrastructure, regulation.... What do you think will happen to other retailers that have expanded into healthcare? https://lnkd.in/gF_U2Au7

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CPG Marketing & Innovation Leaders: Remember when Disruption meant a call 📞 from the principal about your 6 year old’s antics at rug time? (just me?) Ahhh, such simpler times. But the 2000s tech visionaries and bros ushered in the now prevailing definition: “a radical change to an existing industry or market due to technological innovation.“ I’ll be honest—I’ve struggled with the D-word, even throughout a career in innovation with that exact lofty goal. “Disruptive” innovation in CPG happens far less frequently than in tech, carries more risk, slower time and lower odds to get to market, and requires huge investment to launch and sustain. A daunting bar to clear.🚧 So I was first curious, then energized, by this straightforward definition from SPINS, a leading analytics and insights firm: “𝘋𝘪𝘴𝘳𝘶𝘱𝘵𝘪𝘰𝘯 𝘪𝘴 𝘸𝘩𝘦𝘯 𝘦𝘮𝘦𝘳𝘨𝘪𝘯𝘨 𝘣𝘳𝘢𝘯𝘥𝘴 𝘰𝘳 𝘱𝘳𝘰𝘥𝘶𝘤𝘵𝘴 𝘸𝘪𝘵𝘩 𝘯𝘦𝘸 𝘢𝘵𝘵𝘳𝘪𝘣𝘶𝘵𝘦𝘴 𝘨𝘢𝘪𝘯 𝘮𝘢𝘳𝘬𝘦𝘵 𝘴𝘩𝘢𝘳𝘦 𝘧𝘳𝘰𝘮 𝘵𝘩𝘦 𝘵𝘳𝘢𝘥𝘪𝘵𝘪𝘰𝘯𝘢𝘭 𝘭𝘦𝘢𝘥𝘦𝘳 𝘢𝘯𝘥 𝘥𝘳𝘪𝘷𝘦 𝘮𝘢𝘳𝘬𝘦𝘵𝘱𝘭𝘢𝘤𝘦 𝘦𝘷𝘰𝘭𝘶𝘵𝘪𝘰𝘯. 𝘛𝘩𝘢𝘵 𝘱𝘢𝘵𝘩 𝘵𝘰 𝘥𝘪𝘴𝘳𝘶𝘱𝘵𝘪𝘰𝘯 𝘰𝘧𝘵𝘦𝘯 𝘤𝘰𝘮𝘦𝘴 𝘪𝘯 𝘵𝘩𝘳𝘦𝘦 𝘴𝘵𝘢𝘨𝘦𝘴: 𝘐𝘯𝘯𝘰𝘷𝘢𝘵𝘪𝘰𝘯, 𝘚𝘶𝘳𝘱𝘳𝘪𝘴𝘪𝘯𝘨 𝘎𝘳𝘰𝘸𝘵𝘩, 𝘢𝘯𝘥 𝘔𝘢𝘳𝘬𝘦𝘵 𝘱𝘦𝘯𝘦𝘵𝘳𝘢𝘵𝘪𝘰𝘯.” This was a💡 moment for me, and might be for others fighting the good innovation fight: 𝘿𝙞𝙨𝙧𝙪𝙥𝙩𝙞𝙤𝙣 𝙞𝙨𝙣’𝙩 𝙟𝙪𝙨𝙩 𝙖𝙗𝙤𝙪𝙩 𝙩𝙝𝙚 𝙣𝙚𝙬 𝙏𝙃𝙄𝙉𝙂, 𝙞t'𝙨 𝙖𝙗𝙤𝙪𝙩 𝙝𝙤𝙬 𝙩𝙝𝙚 𝙣𝙚𝙬 𝙏𝙃𝙄𝙉𝙂 𝙞𝙢𝙥𝙖𝙘𝙩𝙨 𝙩𝙝𝙚 𝙢𝙖𝙧𝙠𝙚𝙩 𝙖𝙧𝙤𝙪𝙣𝙙 𝙞𝙩 𝙤𝙫𝙚𝙧 𝙩𝙞𝙢𝙚. HOW it comes to life in market --from target insight to channel to message and activation-- is just as important as WHAT it is. You may not know it’s disruptive…until you do. I highly recommend the report, which features examples from pickles, to squeezable packaging, to marine sourced sustainable superfoods. Find it on the SPINS website/link in comments. What's an example of a disruption that surprised you, or just blew you away? #innovation #strategy #insights I'm Elizabeth, and I help consumer marketing leaders harness strategic insights to fuel brand growth and market impact. DM me to talk Trends, Strategy, and Insight-driven Innovation.

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I want to say a huge thank you to Stephen Perlowski, Jim Whitman, and Steve Anderson from National Association of Chain Drug Stores (NACDS) who have believed in Coresight Research and supported us since our inception. For an industry association in the retail health space, they are incredibly forward thinking and innovative and the entire industry benefits. For those who couldn’t join #NACDSANNUAL, the following themes were the 10 key areas of focus for the remainder or 2024: 1) PBM Reform 2) #Pharmacists and provider status 3) Adherence solutions 4) Hyperpersonalization 5) Adaptive Design 6) #RetailMedia and engaging content to drive conversion and loyalty 7) the changing #healthcare landscape and how retail via physical footprints and platforms will make a difference 8) the impact of #GenAI and the empowerment of the consumer

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Highlights video from the recent excellent ISBA President's Lunch #cmo #marketing #advertising #digital #media #content #retailmedia #retail #measurement #effectiveness #healthandbeauty #ai #socialmedia

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Great insight into what Co-Op retailers need to do in order to be successful in retail media

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