Alison Cayne
New York, New York, United States
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Kevin Rutherford
-- Podcast Teaser Alert -- "If you want to lead the consumer, you need to be the consumer." - Eric Ryan At one point, Eric Ryan and I were "frienemies". Friends personally, competitors professionally. He was the co-founder and CEO of Method Products PBC, while I led Mrs. Meyer's Clean Day. ................ But in the real world, we were always on the same team. Our collective efforts, along with the team at 7th Generation, were revolutionizing the cleaning category. At Mrs. Meyer's, our mission was clear: 'Together, we dream of a world where the better way becomes THE way.' ................ Eric Ryan shares his insights on creating method products pbc, OLLY PBC, and Welly Bandages, along with his go-to-market approach. Stay tuned for the next drop of the CEO podcast. 🎙 You won't regret it. #cultureFIRSTleadership #ceoPodcast #ChiefEternalOptimist
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Jerry Isaac
Smart Money: While many in the food and beverage space are upside down about PepsiCo recent acquisition. Ture Warrior - brands from across the hydration drinks sector are looking into new opportunities to target consumers (?) to boost sales. The rising trend, which was discussed by energy drink brands across categories, is set to see an influx of energy drink products being touted to a captive audience of consumers considered to be a relatively untapped market. The global (?) is additionally seeing a huge spike, giving rise to the sector being highly lucrative and an attractive proposition. - - - - #growth #marketshare #branding #customers #ecommerce #sports #culture #lifestyle #sales
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Bartek (Bart) Burkacki
Diageo doubles down on non-alcoholic spirits with the acquisition of Ritual Zero Proof & now owns three of the five world's largest non-alcoholic spirit brands Ritual Zero Proof was founded in 2019, and became the #1 non-alcoholic spirits player in the US after joining Diageo’s accelerator program in 2020. Five reasons why this deal makes sense: 1) Fast growing: The US non-alcoholic spirits has been the fastest growing category with +31% L5Y CAGR. 2) Incremental: 94% of non-alc buyers in the US also purchase alcoholic beverages, spending on avg $292 more than households exclusively purchasing alcohol demonstrating the incrementality of the category to beverage alcohol. 3) High Right-to-Win: Ritual is already a #1 non-alcoholic spirits player in the US, with a strong market position and tailwinds 4) Synergistic: being a #1 player globally in both alcoholic and non-alc spirits Diageo is well positioned to build on Ritual’s current success and scale it up further leveraging its GTM muscle and category expertise 5) Close to the Core: being a part of Diageo’s accelerator (Distill Ventures) since 2020, Ritual already knows what it takes to make cooperation with a spirits giant successful, limiting risks of integration challenges Exciting times for Diageo 𝗔𝗯𝗼𝘂𝘁 𝘂𝘀: FF&A solves the most complex strategic problems of the world's largest FMCG companies across Corporate Strategy, Organic Growth, Digital RTM (eCommerce, DTC, and eB2B) and M&A. 14 out of the world's 20 largest FMCG companies are repeat Clients 𝗧𝗼 𝗸𝗻𝗼𝘄 𝗺𝗼𝗿𝗲, 𝗰𝗳. 𝗼𝘂𝗿 𝗹𝗮𝘀𝘁 𝗙𝗠𝗖𝗚 𝗠&𝗔 𝗽𝘂𝗯𝗹𝗶𝗰𝗮𝘁𝗶𝗼𝗻 𝗯𝗲𝗹𝗼𝘄: https://lnkd.in/efD5RNWX 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀 & 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #fmcg #cpg #mergersandacquisitions https://lnkd.in/dXAZQ242 Pernod Ricard The HEINEKEN Company AB InBev Carlsberg Group Campari Group William Grant & Sons The Coca-Cola Company PepsiCo
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Mike Meyrick
🌱 Nutrition Transparency: A Must for the Future of Food 🌱 As consumer demand for healthier options grows, a call for consistent nutrition disclosure is louder than ever. The Access to Nutrition Initiative (ATNI) is urging manufacturers to make transparent nutrition reporting a standard practice. 📊 Despite progress, inconsistencies in how companies disclose nutrition data make it difficult for consumers and regulators to trust what’s on the label. This isn’t just about compliance—it's about trust and accountability. Brands that lead in transparency will ultimately build stronger, long-lasting consumer relationships. 🔍 So the question is: How committed is your brand to authentic transparency? #NutritionTransparency #FoodInnovation #ConsumerTrust #HealthandWellness
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Miyoko Schinner
For founders, the number of companies that will shut down after a few years shouldn't be "jaw dropping" at exit, but something that should be known or expected at the outset. I don't think this is even unique to plant based companies, but any food brand. Let's be honest: the system is not designed for all to win. Our consolidated food system is designed only for a small handful of winners, determined by how much shelf space is available, and therefore creates mostly losers. It has little to do with how good the product is (although that plays a part) but is really a numbers game. VCs know that 9 out of 10 companies will fail, and hope that one of them makes it big. This is something founders should also know. You are one of those 10 companies spinning the wheel. I liked Akua -- I participated in the crowdfunding because I liked the ingredients and wanted to support women founders (I liked many other companies as well that have disappeared). But the reality is this: over the decades, the food system has become increasingly consolidated, with big retailers largely controlling the conversation. They don't care about you, the founder, or even the product. They care about margins, efficiency, velocity. And they are only going to allocate so much shelf space to a category. So if a retailer wants to carry only 4 brands of burgers and there are 100 out there (I remember hearing from a retailer that they had been pitched by over a hundred vegan cheese brands one season), then it literally boils down to relationships, marketing, and dollars. In the "good old days," individual stores, even those that were part of a chain, had more autonomy and could order what they liked. I used to deliver my vegan cakes to stores all over the Bay Area out of the back of my Volvo stationwagon. There were also dozens of small, independent distributors that carried local or regional brands. You could actually make a living -- maybe not a killing, but a living -- with a small brand. Not now -- you have to shoot for the stars to get one of those coveted spots on the shelf. You either go big or go home. I'm not sure that's the future I want to see. I don't want to see the same brands in every part of the country. I want to taste the regional flavor (if any remains), see what small producers are doing, what variety I can find. Retailers and distributors couldn't care less about that. At the outset of the "plant based revolution," there were high hopes of quickly taking over supermarket shelves. Everyone thought they had a chance, and greedy investors partly drove the craze. We thought there would be massive expansion of shelf space, and while it has expanded, it has not kept up with the number of brands. We literally need to redesign the market if we want small producers and startups to have a chance. I have a lot more to say about this but am out of space.
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John Foraker
Two things: 1) Helena Bottemiller Evich's Foodfix is an unbelievable source of great info on food policy and what's happening behind the scenes. The subscription is essential in my view for senior leaders across food. Such great journalism, and 2) Holy smokes this lightly/un-regulated compounding of GLP-1 drugs and resulting massive availability at very low prices to consumers is something most food leaders probably probably do not fully understand. Scary from both potential health impacts from dosing and/or quality issues, AND for the potential for much wider and faster adoption of the drugs, and implications for food industry volumes. The most common push-back from industry is that because the drugs are too expensive, they will spread slow and with limited food volume impact. Nope, now you can buy this stuff from hundreds of online sources that are compounding it very openly and as a result it has the potential to spread very fast and wide, and likely already is. Food volumes seem very stubbornly stuck across many categories. Just a coincidence? I do not know, but it sure seems like an interesting question to ask and get under.
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Peter Rodriguez MBA, Chartered Marketer
Mars Inc. Expands Its Snack Kingdom: Set to Acquire Kellanova for $30 Billion – What This Means for the Consumer and The Snack Industry. This WSJ article (may be paywalled) made me reflect on how this potential acquisition can impact consumers in several ways: 1. Product Variety: Mars' acquisition of Kellanova could lead to an increased variety of products under a single corporate umbrella. Consumers might see new combinations or cross-promotions between Mars' confectionary products and Kellanova's snacks, such as Pringles and Cheez-It. 2. Product Availability: With the backing of Mars' extensive distribution network, Kellanova products might become more widely available. This can be beneficial for consumers who have limited access to certain Kellanova snack brands. 3. Pricing: The consolidation could potentially affect pricing strategies. Initially, economies of scale might allow for competitive pricing. 4. Innovation: With Mars' resources and focus on healthier snack options, there may be increased innovation in product offerings, catering to the growing demand for health-conscious snacks. 5. Marketing and Branding: Consumers may experience changes in branding and marketing strategies as Mars integrates Kellanova's products into its portfolio. This might include rebranding efforts or new marketing initiatives to leverage the strengths of both companies' products. 6. Quality and Customer Service: Consumers could potentially benefit from improved quality and customer service as the companies integrate best practices from each other. Mars' strong reputation and history in product consistency might positively affect Kellanova's offerings. Overall, the acquisition could lead to a more diversified product offering and potentially enhanced product and service quality, although the dynamics of pricing and competition will play significant roles in shaping the consumer experience. What do you think? What other consumer implications do you see in this potential acquisition? #marketing #branding #management #mentoring
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