Ken Wienand CA(SA) CTP’s Post

****INVESTMENT OPPORTUNITY****   Ever since I launched Savyll in 2020, there has been lots of discussion around the incredible growth in the Low2No category. However, to date shelf space and newspaper articles have focused heavily on non-alcoholic spirits.    I’m now delighted to share that the tide is turning, with Savyll and the non-alc RTD sub-category continuing to outperform the non-alc spirits within our key retailers. -- Non-Alc RTD YoY Cash Volume Growth +94% 😀, with Savyll comprising of 50% of the category sales at a major online grocer*  -- Non-Alc Spirits YoY Cash Volume Growth -10% 😐 * This data shows why retailers are backing Savyll. We provide consumers with premium-quality flavour profiles, appealing brand aesthetics and convenient, consistent serves.   2024 is our biggest year yet and we’ve already achieved so much; including: -- Nationwide UK launch into Sainsbury's -- Launched in the USA into Mariano’s, Earth Fare, Door Dash, Avendra, 200+ independents -- 3 additional major retail listings scheduled in the USA & the UK this summer To support this exceptional growth, we are opening a funding round to those who are keen to join us on our journey.   If you’d like to learn more about our upcoming investment round, send me a direct message for details.   Please kindly share this post to help get the word out.   *Sales Data, Ocado, 52-weeks (01.03.2023 - 29.02.2024)   #investing #investmentopportunity #investment #opportunity #startup #entrepreneurship #investmentinnovation

How do C-stores differentiate in today’s local market? Many have entered the QSR space with ready-made meals, but is that the only option? Some C-store brands are exploring private or confined label products in traditional forecourt categories, but could there be a bigger opportunity? The Pantry at Sasol Rosebank in Johannesburg is a great example (I recommend their pistachio croissants). By introducing Freshmark pre-packed produce, usually seen in Checkers, they’ve shown how innovation can reshape South African forecourt retail. Franchised C-stores benefit from established retail supply chains and technical support. But what about non-franchised C-stores? There’s an untapped potential in non-traditional partnerships between big retailers, SMEs & non-franchised stores. These collaborations could give independent C-stores access to supply chains, allowing them to offer affordable products tailored to their specific format, while boosting local businesses. Mentorship from retailers could help SMEs grow, create jobs, and gain valuable real-world experience by producing under an established & trusted brand. Developing a private or confined label range is no small feat; it’s expensive, especially in smaller volumes. Although government and retailer support programs exist, corporate processes can be tough on SMEs. Overcoming these challenges would enable them to scale, while offering retailers reliable vendors and new growth opportunities, expanding their footprint in the process. Success depends on finding the right partners and aligning goals between retailers, SMEs and non-franchised C-stores. Key considerations: ·     Retailers – Would you trust your SME with your brand? Brand efficiencies would be heavily relied on to control costs. ·     SMEs – Would you be accepting of this level of mentorship & assistance or is it about your brand? You would need to comply with the required processes. ·     Independent (non-franchised) C-store owners – Would you adopt another’s brand values and maintain the expected quality and standards? This could be the chance to move beyond QSR offerings and build a unique identity but it would require a mindset shift, a financial commitment & patience. Retailers’ systems may not always support SMEs due to the volume requirements, but there are alternatives. It’s a long-term investment that can offer differentiation, local empowerment, and mutual growth opportunities. Is there appetite for such a collaboration? The potential benefits for all parties make it worth considering. Could this approach unlock new opportunities for all parties involved? #RetailInnovation #C-Stores #ForecourtRetail #SMEs #RetailPartnershipOpportunities #SupplyChain #PrivateLabel #LocalBusinessGrowth

Luckin Coffee plans large-scale expansion in Southeast Asia & USA Luckin Coffee recently opened its 20,000th store in China, but the country is becoming too small for it. Luckin plans to open stores abroad in Q4 2024 and Q1 2025. It already has 38 self-operated stores in Singapore, the first of which opened in April 2023. Luckin already planned overseas expansion in 2020, but the plans were shelved because of the fraud scandal and pandemic. Luckin now plans to use Singapore as an SEA HQ and expand in the region. Latepost also mentioned the US as a target market but did not give further details. Luckin's expansion will largely be through the franchise model Luckin used to expand into China's lower-tier cities. HQ will be responsible for growth, marketing, and the national supply chain, while franchisees will manage local stores and suppliers. Luckin also plans to use its supply chain to sell beans to small and medium-sized brands, regional companies, and individual coffee shops. Competitor Cotti Coffee, founded by Luckin's founders, who were kicked out after the fraud scandal, has already expanded to 28 countries since August 2023. These include the US, Canada, Japan and South Korea. Cotti's domestic expansion has reached its ceiling (it's been stuck at around 6,000 stores for a year). In other words, after the arrival of Chinese webshops battling for overseas consumers, we might see a battle between Chinese coffee shops outside China soon. The Coffee War story is normally one of the excursions we do during our ChinaTechTrip retail study tours and we have written about Luckin extensively on Tech Buzz China. Source: Latepost

💡I found this OLS (Outside of Life Sciences) post rather insightful! Interesting case study on #strategy, on the heels of the 🍟 McDonald's + 🍩 Krispy Kreme partnership. Among which is cited, 🚚 distribution-driven growth as a key ingredient in GTM tactics: "Having a great product is critical. But even the best of products don’t sell themselves. If you build the distribution network and create the channel partnerships that allow your product to get in front of the right customers, though, the sales become significantly easier. CEOs and CFOs, keep this in mind as you develop your go-to-market strategies and think about what your optimal uses of capital are!" #CPG #GoToMarket #Strategy #Logistics #SmartDistribution #HubAndSpokeProductivity #McDonalds #KristyKreme reposted from: Robert Sterling

I believe that launching your CPG brand in a single region with key regional grocers is the smartest strategic and financial move you can make. Here’s why I stand by this approach: 1. Distribution – Partnering with UNFI or KeHE in a focused region unlocks all the retailers there. Expanding across multiple DCs at once is expensive. Concentrating on one region lets you maximize your marketing ROI, show strong velocities in the distributor's DC, and build momentum. Launching in Gelson’s (SoCal), Central Market (Texas), and Wegman’s (NY) at the same time means juggling two distributors, three DCs, and marketing in three distinct regions—each with its own customer base. Instead, focus on three retailers using just one UNFI DC for the best results. 2. Diversification – Getting discontinued happens. By securing multiple points of distribution within a single region, you protect yourself from the risk of losing your distributor entirely if one retailer drops your product. 3. Funding – You can launch in one region with a few hundred thousand dollars. But every time you add another region, you're stacking on similar costs. 4. Product-Market Fit – Some chains will perform well with your product, and others won’t. But if they’re all in the same region, you’re dealing with a more similar customer base. 5. Supply Chain – Managing ingredients, materials, and logistics for one region is far simpler than trying to scale across multiple areas, even if the store count is the same. #CPGStrategy #ProductLaunch #RegionalGrowth #DistributionSuccess #UNFI #KeHE #RetailExpansion #SupplyChainEfficiency #BrandBuilding #ProductMarketFit #CPGMarketing #Entrepreneurship #GrocerLaunch #FoodAndBeverage #StartupGrowth #cpg

I recently chatted with Ha Le, founder and CEO of Medigo (AW#28) in Vietnam, about penetrating the burgeoning SEA market. This reminded me of a successful case in Taiwan that might shed some light on founders. In Japan, each pharmacy serves 5.8K people; in the US, it’s 5K. But in Taiwan, it’s just 2.2K. Despite this, 大樹醫藥股份有限公司 (Great Tree Pharmacy) has become Taiwan’s largest chain within 10 years in this crowded market, operating 350+ stores with an annual revenue of US$500M and a market cap of US$1B. How did they do it? Here's the scoop on their winning strategies. [Learning from Modern Retail] Despite having no medical background, founder Cheng Ming Lung, a former top real estate salesperson, revolutionized traditional pharmacy practices. He applied retail strategies by displaying medications on shelves for customers to browse, rather than keeping them behind the counter. This approach significantly enhanced the shopping experience. By its second year, the company built a robust inventory management system, categorizing products into A (essential), B (secondary), and C (optional). This allowed each pharmacy to tailor its stock based on the store size and decide which inventory to drop through data-driven analysis, boosting the inventory turnover. [Retail Partnerships and OMO Strategies] Using the first 14 pharmacies to verify unit economics, Great Tree became the first to co-open hybrid stores with Carrefour and FamilyMart, setting up pharmacist counters in supermarkets and convenience stores, quickly boosting brand exposure and coverage. It further improved the shopping experience and customer loyalty by launching a customer-centric app that integrates OMO with online purchase and membership systems, efficiently managing points, coupons, and purchase records. With a steady influx of new customers from retail partners, Great Tree turns which into highly engaged shoppers. [Pharmacist-Led Expansion through Internal Franchising] Great Tree’s pharmacists are trained not only in dispensing medication but also in procurement, logistics, inventory management, and more. By equipping them with management skills, Great Tree can rapidly expand its stores through an internal franchise model where pharmacists become franchisees. This ensures a smoother and faster transition compared to converting external parties. It's a playbook that we have seen from retail giants like 7-Eleven and McDonald's: establish a successful store model that franchisees can replicate quickly and leverage the brand network. Just like the African proverb says, “If you want to go fast, go alone; if you want to go far, go together.” By empowering pharmacists, Great Tree has built a robust network, with one-fourth of the stores operating under this internal franchise model! I hope this sharing provides some insights. If you are a founder looking to scale in the region, welcome to join our founder community at AppWorks Accelerator. 👉 https://bit.ly/3VtbQ7r

Cracking the Code: A Step-by-Step Strategy for QSR International Expansion Expanding your QSR brand internationally isn’t just about serving the same menu in a new market—it’s about understanding what makes each market unique. Here's the way to do it: 1. Pick Your Market Carefully 🔍 Data is King: Look for markets with growing urban populations, rising disposable income, and love for fast, convenient meals. 📍 Pro Tip: India’s QSR market is booming, and brands that adapt to vegetarian preferences win big. 2. Adapt Your Menu 🌎 Go Local: Add flavors that resonate with the region while keeping your core identity. 🍕 Example: Domino’s chili paneer pizza in India and seafood toppings in Japan are bestsellers. 3. Choose the Right Model 🤝 Franchise or Corporate?: Franchising is faster and cost-effective, while corporate stores give you more control. 💡 Quick Fact: McDonald’s uses a mix—corporate for core markets, franchise for fast-growing regions. 4. Leverage Technology 📱 Digital First: Launch apps for online ordering and delivery, and use data to track trends. 🚗 Domino’s Case: GPS tracking and AI delivery systems make them unbeatable in speed. 5. Test Before You Scale ⚙️ Pilot Projects: Open a few stores, refine your approach, then expand. 🎯 Fail Fast: Starbucks initially struggled in Australia but learned to adapt or pull back where needed. 6. Build Local Partnerships 🌐 Tap into Local Expertise: Partner with local suppliers, marketers, and even influencers to establish trust. 🤝 Win Together: Your franchisees are your biggest asset. 7. Consistency is Key ✔️ Global Standards: Maintain quality and service standards across all locations—no compromises. 🌟 The Goal: Every store should feel like your brand, no matter where it’s located. Going global is more than just scaling—it’s about understanding people, cultures, and opportunities. What’s your biggest takeaway?

Michael (Mike) Webster PhD talks about A! innovations in #QSRs. "Yum! Brands Brands, the parent company of Taco Bell, Pizza Hut, KFC US, and The Habit Burger Grill, is investing heavily in AI to enhance its operations. The company’s vision is to create “AI-first” restaurants where AI plays a role in every aspect of the business, from order taking to kitchen management. Yum is using generative AI to develop tools that can assist franchisees with tasks such as setting oven temperatures and ordering ingredients. The company is also exploring the use of AI for voice-activated drive-through ordering, image recognition to count cars and waiting times, and digitally linked kitchen appliances. These AI-powered tools are designed to make Yum’s restaurants more efficient and profitable. By automating tasks and providing real-time data, AI can help franchisees save time and money, and improve the customer experience. For example, the AI-powered oven temperature setting tool can help franchisees ensure that their food is cooked to perfection every time. The AI-powered ingredient ordering tool can help franchisees avoid running out of popular items, and the AI-powered drive-through ordering system can help to speed up service. Yum’s investment in AI is a sign of the changing face of the fast food industry. As AI technology continues to develop, we can expect to see even more AI-powered innovations in the years to come. Here are some of the benefits of using AI in fast food restaurants: * Increased efficiency: AI can help to automate tasks and streamline operations, which can save time and money. * Improved accuracy: AI can help to reduce errors and improve the accuracy of tasks. * Enhanced customer experience: AI can help to provide customers with a more personalized and convenient experience. Yum Brands is leading the way in the use of AI in the fast food industry. The company’s investment in AI is a sign of its commitment to innovation and to providing its customers with the best possible experience. https://lnkd.in/eQ-4FnAb #QSR #Entrepreneur #Restaurants #Franchise #Franchising #FranchiseChat Chainformation Altir Industries, Inc.Franchise Pipeline Franchise Development Outsource Ned Lyerly Joe Caruso Michael (Mike) Webster PhD Anders Hall Jonathan Martin Michael Scherr  

The CPG Circle was developed to help emerging brands navigate the brick & mortar retail landscape which can be confusing and expensive. With poor planning, the broker and distributor structure can be expensive and tricky. Export opportunities require compliance and complex logistics Who do we work with? ⭐️NEW + EXISTING BRANDS EXPANDING THEIR RETAIL AND GLOBAL FOOTPRINT ⭐️RETAILERS, WHOLESALERS AND DISTRIBUTORS LOOKING FOR NEW AND EXCITING PRODUCTS What do we do best? ⭐️COLLABORATION Built on our team of former grocery, pharmacy, distribution and brokerage experts ⭐️CONNECTIONS We know the biggest distributors, buyers and retailers. ⭐️CLOSING We help you close those deals. 📦LAUNCHING SOON: The CPG HUB - a turn key facility for co-packing, manufacturing, shared logistics, strategy sessions, sales and distribution help and so much more! Send me a DM or tag a company who could use our services. Welcome to The CPG Circle ⭕️ #cpgspace #cpgcircle #cpgmarketing #cpgbrand #branding #manufacturing #logistics #centralizedhub #copacking #copack #copackservices #emergingbrands #branding #sales #wholesale #distribution #entrepreneurship #entrepreneur

Factors Behind Shoprite's Success: Pricing and Value Focus: Shoprite's low-price strategy appeals to price-sensitive consumers, a large demographic in South Africa. Their focus on cost-efficiency allows them to pass on savings to customers. Operational Efficiency: Shoprite excels in supply chain management and inventory control. This minimizes wastage and stockouts, improving profitability. Aggressive Expansion: Shoprite's expansion into other African countries has been more successful, leading to a larger customer base and diversified revenue streams. Better Execution: Shoprite seems to often execute its overall strategy more effectively than Pick n Pay, focusing on the basics of store operations, customer service, and product availability.