Andy Heily

I think consumer feedback is often under used by emerging CPG brands… Coming from a Kraft Foods general management upbringing and then experiencing start-ups for many years, I’m often thinking about which “big company” practices could bring value to young emerging companies while not screwing up their great entrepreneurial culture and founder brilliance. The one area I continue to see a gap in is “entrepreneurial” consumer feedback/market research—the lack of fast/low cost consumer research options (or even confirmation research) discussed to prevent a low velocity SKU to get delisted, to maximize brand communication, and avoid wasted spend or lost opportunity on the back end. There are some great research companies out there, but their costs (while valid and worth it) are just not in the ballpark for what many founders want to spend for or go through the time on. Sometimes it’s a lot more natural for founders to go with their gut and not get bogged down by research. And I totally get this, and it does work in many instances.   I just wish there were more options out there to efficiently confirm purchase interest between two packages or between new innovation ideas to complement founder gut. In the end, it could save the emerging brand money…. Thought I’d reach out to the linkedin community, PLEASE not from research companies selling their research, but from founders/emerging brand marketers who have been through this dilemma and have found some consumer feedback very helpful and fitting for emerging brand bootstrap budget and speed (even if their own tools or alternative ways they’ve brought in consumers more)?  This sharing might help more companies maximize their moves in the future…so hope it helps… thanks! #ConsumerFeedback #jcbgrowth

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Great time with Elanie and Kay from the Renegade Nutrition Podcast! Their content is always so timely related to changes in the science of nutrition, it's impact on our wellness, and how we can all be better at 'biohacking'. We discussed the importance of polyphenols in the diet for longevity, data from blue zones, and Goode Health. Give it a listen (if you have an hour or listen at 1.75x speed) and follow Renegade!

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CPG Panel — “More than commerce”: 🔥 We are working on a mega panel (June 13) of CPG powerhouses right now including some of my great friends: Jamie Schwab (Colgate-Palmolive) Jamie Decker (Del Monte Foods, Inc.). We will be diving into the importance of driving direct-to-customer engagement through digital, not just commerce. Topics: (4) 1. First-party data strategies 2. Customer engagement 3. Omnichannel marketing 4. No doubt AI! We still have a few panelists spots remaining, feel free send me a DM or comment below if you may be interested or know some who would be great for this topic. #ecommerce #digital #omnichannel #strategy #cmo #cdo #ceo #cro #leadership #retailecommerceclub #cpg #privateequity #playtowin

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Who doesn't appreciate a helpful guide!? Checkout our latest resource on how to make the most of your Instacart ads! With over five years experience running Instacart campaigns, we've seen a thing or two when it comes to successfully managing them. #celeritycpg #instacartads #retailmedia

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Some very good information here for emerging brands to understand as it relates to getting their brands from the store into the consumer's shopping carts (the hard part) vs. getting their brand into the store (the easier part). Fun stuff!

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The Adult Non-Alc space is fascinating. As it evolves I think we’ll see some stratification between the functional ingredient beverages and the alcoholic beverage analogs with no functional ingredients. I think the route to market and consumer demand segment will end up being very different for these two distinct categories. I think there’s a bright future for both. What do you think?

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CPG Is Constantly Changing - Except When It's Not (part 10 in a series) The One Pro & Many Cons of OI Deals Within trade promotional spending, there are numerous tactics brands leverage to increase trial, repeat purchase and other distribution, merchandising & pricing strategies. One of these tactics is offering Off-Invoice deals to direct buying customers, primarily distributors. The 'typical' phrase bantered about is the 'quarterly 15% OI'. It sounds innocuous enough, doesn't it. Let's put it in perspective; it's pretty simply math. If I'm a million $ brand, it's $150K. a Lot of money! A $5 brand? $750K. I'm guessing any brand could certainly use a couple hundred thousand dollars right about now, no? Most I talk to could! So, what do you get for it? In terms of tangible benefits (a smiling distributor doesn't count)? After all this time, I can think of one - it's simple. Hell yeah, giving $ away is never really that hard. Without a lot of detail, here's a few negatives about OI deals: 1. It's a boatload if $ - as in a full 15% of your gross revenue. If you give it quarterly, there will 'bridge' from deal to deal, and in some cases, deduct if they didn't buy enough. 2. It seldom generates any performance (isn't that the main objective of trade spending?). 3. If you do want performance, you have to align another performance deal on top of it (more complexity - kind of kills the simple part). 4. In many cases, you could run a more aggressive, targeted event, even a semi-annual BOGO at key retailers, for less dollars (see post 3 in this series for more details). And, yes, deductions are complex. However, is giving away 15% of your gross revenue worth a little simplicity? Maybe deal with the deduction issue instead (more on that coming up). What benefits are really missing here? If your brand has value and a retailer & consumer demand, distributors need to stock it. Let's all collectively figure out the most effective ways to redeploy these funds and sell a lot more - we've proven over and over again we can! ----------------------------------------------------- For more information or to see additional posts on improving your trade promotion, visit Schroeder & Associated LLC at www.schroedercpg.com.

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Time will tell if there is any kernel of truth to these rumors about UNFI going private. The natural/organic CPG industry has been so inextricably intertwined with a publicly traded UNFI supply chain for so long, it’s hard to predict what kind of secondary/tertiary impacts this would have. Any instability on a scale this large could cause some ripple effects. A privately held company can have very different motives and KPIs from a publicly traded one. What we’ve always said at Pod Foods is that the duopolistic national supply chain needs to evolve in order for innovation to flourish. We built a national distribution model to coexist with UNFI’s (and others) not to compete with it, directly. The best approach for the industry as a whole is to diversify, away from putting too many of the eggs in one basket. Strategic National secondary distribution benefits CPG innovation, protects retailers, and maintains speed to shelf of differentiation. #cpg #innovation #diversification Flowspace Simon Huntley Wayne Bennett George Milton

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The US Beer industry landscape is changing fast. AB InBev's North America Normalized EBIT declined by over $1.3 B from 2022 to 2023. The volume market share decline (relative to Molson Coors Beverage Company and Constellation Brands) contributed to that EBIT decline by an amount of $400 Million. It has not helped that overall volumes between these three major players has declined by over 4%. It's a general sign of the headwinds facing the beer category as shopper and consumer preferences shift. For #ABInBev, that overall market decline cost them another $200M. A just less than 4% increase in Net Pricing contributed a +ve $560Million to the Normalized EBIT change, but was insufficient to mitigate the increased inflationary unit costs associated with Cost of Sales and the de-leveraging of other SG&A operating expenses. It will be interesting to track how these components of EBIT will change for 2024, given growth constraints associated with market share gains and price increase ceilings. Looks like some drastic OPEX cuts might be the only short-term remedy for now as AB InBev looks to rebuild brand equity and volume share. Send me a DM or write "send" in the comments section and I will forward you the document that also contains the related MVA operating breakdown for #MolsonCoors and #ConstellationBrands. It's interesting to see how and to what extent Molson Coors and Constellation Brands benefited from AB InBev's headwinds. You will also see why Constellation Brands might be the longer term winner here. #Beerindustry #beercategory #beerdistribution #Heineken #BeverageAlcohol #Asahi #Carlsberg #BostonBeer #beer #beverages #BudLight #MillerLite #CoorsLight #Corona #ModeloEspecial

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CPG Is Constantly Changing - Except When It's Not (part 15 in a series) The Proverbial 'Chicken & The Egg' While in a meeting the other day, someone stated in an exasperated tone. 'I wish someone had told me to get retailers first before going to a distributor'! It was a very logical comment, and an even more logical emotion. In thinking about it over the last few days, it's really not an 'either - or' situation, is it? If you get a distributor first, you're locked into their programs, requirements, fees, and whatever else comes along or is in the fine print where you need at least +2.50 reading glasses to decipher. On the other hand, securing distribution at a retailer first, may in fact, lock you into using a specific distributor before you understand what you're getting yourself into. Hence, the 'chicken & the egg'. It has to work in tandem, and like most new endeavors, it will take a bit of research. The most effective solution would be to initiate your Go to Market planning right from the start. Yep, when you start thinking about the details of the product, this process should start as well. Some initial key areas: 1. Determining some key, smaller retailers in localized markets. There are smaller chains everywhere that love partnering. They may promote on shorter lead times, provide some data that would be expensive elsewhere, have lower slotting fees, or, depending on your situation, maybe none at all. They may even have some executives in your town or neighborhood. 2. Make a list of all the distributors you can find - simply talking to folks on Linked In, or reading some posts can get you a core list of 5 or 6. Contact all of them, document the information, develop a spreadsheet of comparative costs, identify short- & long-term benefits. Align retailers with (multiple) distributor options. 3. Find a core group of experienced industry experts. Talk to anyone & everyone - one thing for certain, there are no limits on perspective in this industry. Determine who you trust and ask more questions. 4. Then, before making any final decisions, research the retailer's merchandising formats. Walk their stores, read their ads. Talk to friends, neighbors, the people at your kid's baseball games, shoppers in the stores, everyone! Know why they go there, their points of difference, how they feature & display products. 5. Contact the retailer. Ask about margin requirements, validate what you've learned. Trust me, they are not overused in these areas - too few new brands do this or even worry about a spending plan up front. 7. Put together an initial merchandising plan. Ask an expert for help. While it's a huge industry, folks are willing to assist and you're only a contact away! And, finally, if you're not having a lot of fun doing this, find something else to do - this will be your life. Finally, another proverb - 'An ounce of prevention is worth a pound of cure.'

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Top 5 tips on building and maintaining strong relationships with retailers to secure shelf space and drive sales: 1. Meeting initial item set-up timelines with incredible accuracy 2. Updating the Retailer on any changes in the supply channel 3. Once establishing the cost of the shelf space, promote and invest to drive sales. Makes no sense to say “ I don’t have enough left to fund the requested programs.” 4. Be smart and be able to frequently review ROI on any tool or program that is used to be sure you are spending marketing dollars efficiently. 5. Continuous Evaluation, Continuous Improvement: The journey doesn't end with a deal. #cpg #retail #shelfspace

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CPG Is Constantly Changing - Except When It's Not (part 8 in a series) The Role of Sales in CPG The role of sales has actually changed little since trade promotion escalated over 30 years ago - and even before then. Sales has always been charged to increase a brand's DSMP - Distribution, Shelf Position, Merchandising Support & Pricing Effectiveness to improve profitable revenue and volume. The key phrase there being 'improve PROFITABLE revenue and volume'. And trade promotion is over 25% of your gross revenue - even though a lot of it may be buried in those distributor deductions. So, what does that mean? Here are a few quick questions to ask yourselves: * Are we securing the RIGHT doors, not necessarily the most doors. * Are we finding the RIGHT everyday price point to increase profitable revenue and volume, not just what happens based on the various markups. * Have we developed the RIGHT promotional mix, not just doing what the retailer or distributor thinks is great. So, how do you get there? I constantly have heard, 'We don't want our sales folks behind a computer, we want them out selling'! Let's face it, selling in CPG requires more analytical skills than most positions. Yes, both your sales team and brokers need to be with customers, but they need a lot to most of their time developing profitable brand plans for DSMP, developing profitable customer plans, executing & revising the plans as the environment is constantly changing, and then addressing the process all over again. That's happening with fact-based analysis. And it grows progressively. So, if you're an investor, founder, owner or leader, think before suggesting your sales team needs to get out from behind a computer - instead ask them more questions on how their volume / profit mix is being addressed by brand and by customer. And on every event. Then decide.

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🔍 New Insight: The Rise of Functional Foods 🍇🔬 The mid-market food and beverage manufacturing sector in the Northeast USA is embracing the booming trend of functional foods, offering consumers more than just basic nutrition. Here’s what’s happening: 💪 Health & Wellness Focus: Companies are increasingly incorporating functional ingredients like probiotics, antioxidants, and adaptogens into their products, meeting the rising consumer demand for health-boosting foods. 🧠 Brain-Boosting Innovations: Products designed to enhance cognitive function, improve mood, and support mental clarity are gaining popularity. From beverages infused with nootropics to snacks fortified with omega-3s, the market is expanding rapidly. 🌿 Natural & Organic Ingredients: There's a strong emphasis on using natural and organic ingredients to appeal to health-conscious consumers. This aligns with the broader trend of clean labeling and transparency in the food industry. 📈 Growth Opportunities: The functional food segment is experiencing significant growth, creating new opportunities for manufacturers to diversify their product lines and capture a larger share of the health and wellness market. This vibrant sector is not just following trends—it's setting them Get ready to see more innovative, health-enhancing products hitting the shelves soon. #FoodAndBeverage #FunctionalFoods #HealthAndWellness #Innovation #MidMarket #NortheastUSA #FutureOfFood #SupportLocal #EmergingStrategy

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I'll be at 👉 (https://lnkd.in/geS8v3aq) the NielsenIQ C360 conference in Phoenix - May 13-16 as The CPG Guys. Will you be there as a senior leader to discuss today's important #cpgindustry topics? 1.) Total store optimization in a post pandemic world? 2.) What does today's truly #omnichannel shopper journey look like? Have #retailmedia networks changed full funnel #omnichannelmarketing? 3.) Of course, all about #artificalintelligence 4.) #innovation - most large brands temporarily slowed it down over the pandemic - now its back to the mayhem. Shelf space is not unlimited - who wins, who loses and who doesn't belong on the shelf in the first place. Watch Liz Buchanan (NA, president), Jamie Clarke (NA retail), Andrew Criezis (President, #ecommerce) and so much more.

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As Amazon seeks to narrow the gap with Walmart in the grocery sector, both retail giants are emphasizing their private-label brands to attract consumers. Walmart recently launched its largest private-brand food initiative in two decades, introducing budget-friendly, "chef-inspired" products. Meanwhile, despite scaling back its private-label offerings in other categories, Amazon is expanding its selection on grocery as a critical area for growth. With the battle for consumer loyalty intensifying, especially as shoppers adjust their habits in response to inflation, exploring the strategic moves of these two companies in this competitive space can offer valuable insights. Check out the full article to learn more about this ongoing rivalry between Amazon and Walmart in the grocery industry. Walmart and Amazon Expand Private Label Plays to Compete in Grocery https://bit.ly/4bt1c7i

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Reflecting on this monumental moment, I wanted to wait until the news was "official" before sharing my thoughts and feelings... Almost 7 years ago, a good friend now who started as a good client invited me to his new office in NJ to explore a plant-based protein company he was considering acquiring. That's when I first encountered OWYN. Honestly, I wasn't sure what to make of it initially. Plant-based, vegan protein drinks weren't in my usual "repertoire" of ideation and marketing. But after trying the product that day, I knew I wanted to be part of the journey. And what an incredible journey it has been! Throughout the last 7 years, in my capacity as a "strategic advisor," I've embraced a multitude of roles and responsibilities, working closely with a diverse array of talented leaders. From individuals who made significant contributions from the outset and have since moved on, to those who have ascended to leadership positions, such as CEO Mark O. and Chief Sales Officer Matt OConnell, as well as "more recent" additions like CMO Julia Perez, who came in and made an immediate and substantial impact, our collaboration has been characterized by passion, mutual respect, and an unwavering commitment to innovation. Now, fast forward to today. After countless hours of strategic discussions, meetings, and partnerships, we've achieved something remarkable. We've taken a niche brand, crafted with the finest ingredients, and found the perfect successor in our recent acquisition. If you notice, even as a "consultant" I always will refer to it as we. When I work with brands, especially from day 1, I consider myself a true part of the team. Being part of a brand from inception to this pivotal moment is incredibly special. As a matter of fact, it's been a huge goal of mine since that fateful day 7 years ago. I'm eager to see what lies ahead for OWYN and hopeful that I can continue contributing to a product and brand that means so much to me and countless others, especially our consumers. #OWYN #PlantBased #Acquisition #Journey #Gratitude #Business #CPG #SimplyGood https://lnkd.in/emY6UT2g

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Freedom Friday: The Underlying Truth Behind Closed Doors Over the last 5 years, I have learned many guiding truths within the successes and failures of CPG. This one hits home the most, and is a no-brainer. However, it is the one that if you miss, you will lose. Guaranteed. It almost took us out of the race in 2022. Truth: Product Quality 1. If your product sucks, fix it immediately. 2. If your product is not great, fix it immediately. 3. If your product is not best in category, fix it immediately. Get the point? You cannot outspend poor product quality on a product that is not best in class, thinking you will somehow, someway, find a way. You are burning money. And that is a cardinal sin. From 2020-2022, I wanted to chuck our business overboard. Because I knew, we were not a great product. 1. Our ice cream was hard out of the freezer and crumbled quickly 2. The product was not 'sweet enough' nor 'flavorful' 3. The chocolate coating on our ice cream bars cracked and fell off the bar too easily. As a team and external vendor partners, I internalized the thought that if we cannot figure this out, I do not want to be a part of it anymore. Why? Because it did not meet a standard of excellence that I knew was necessary, and the solution was outside of my scope of expertise and experience. In 2022, I spent ALL OF MY TIME in R&D labs and facilities, working with the 'Best of the Best' in the ice cream industry, putting together formulations that may improve product quality. We did things differently. We did not listen to the 'Science Jargon' of 'How to make ice cream right.' No. We did things differently. We strayed far from the rules. We invested tons of money piloting these formulations on our equipment. Some formulas worked, some did not. Fast forward to today, I sleep well. Because I go to bed and wake up in the morning, knowing that we finally cracked the code. We have the best in class products. And without that passion pursued in 2022, we would not be here today. Ever since we launched our new products formulations in the club channel, our sales have been TAKING OFF. We have only received 5-STAR REVIEWS. And my joy for the business has never been greater, as I feel I am finally adding value to people's life in a way I had not experienced before. My advice to fellow brands: Stop everything, and fix your product. You will live happily ever after. Onwards!

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AB InBev has reported a rise of 2.6% in first-quarter sales, in line with forecasts, but the impact of a roughly year-old U.S boycott of key brand Bud Light continued to hurt the brewer. AB InBev also sold slightly more beer than anticipated, with volumes falling 0.6% versus the 1% anticipated by analysts. Own beer volumes declined by 1.3%, while non-beer volumes rose by 3.5%. Read more https://lnkd.in/dCKmtukA

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To sell more beverages at retail, you gotta "get lips to the liquid," says Michael Russo, Chief Growth Officer at Wild Bill’s Craft Beverage Co. And Wild Bill's certainly knows how to do that. For more two decades the brand has been selling its nostalgic flavors of soda from taps on portable wagons at fairs, festivals and other events such as New York's Comic Con. Customers would buy a 34-ounce barrel mug with the Wild Bill's logo etched onto it (and often customized with the event logo, too), fill up, and return for unlimited refills during the event. The variety of sodas includes classic favorites like Root Beer, Black Cherry, Orange Cream, and Vanilla, as well as seasonal flavors like Rocket Pop and non-boozy Mojito in the summer. Customers would then register their mug online to receive event alerts and special promotions. However, when the pandemic shut down in-person events, Wild Bill's pivoted and launched a line of ready-to-drink beverages in cans that are now available in more than 1,300 stores. With in-person events now back in full swing, and the Wild Bill's pop-ups at 400 events each year, the brand has started leveraging these massive sampling opportunities to drive sales at retail. Brand ambassadors at these events are well-versed in which local retailers carry the RTD cans and provide coupons to drive traffic to them. In addition, since customers register their mugs online, Wild Bill's keeps them aware of new retail locations and also sends them promotions via email. For example, Wild Bill's has pop-ups at 50 events in Ohio each year, and at these events its brand ambassadors direct customers to Jungle Jim's International Market to find the RTD cans. In this video with Joseph Tarnowski, recorded at ECRM's Foodservice Session, Michael gives an overview of the company, and details on how "getting lips to liquid" at these events helps to drive sales of the RTD sodas at retail. He also discusses their plans to expand distribution at independent restaurants, so if you are a foodservice operator looking to add a bit of nostalgic flavor to your mix of beverages, you can find Wild Bill's on RangeMe or at an upcoming Foodservice Session (we'll link to it in the comments below). #beverage #foodservice #retail #restaurants #hospitality #cpg #ecrmrangeme

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