5 Ways to Drive Big Brands in the Challenger Age

5 Ways to Drive Big Brands in the Challenger Age

5 Ways to Drive Big Brands in the Challenger Age

5 Ways to Drive Big Brands in the Challenger Age

Introduction

Much has been written about the shift in consumer preferences from older, larger mass-merchandised brands to younger, smaller emerging brands. This shift has captured the attention of brand managers and C-suite executives alike, causing many

large consumer packaged goods (“CPG”) firms to focus on emerging brands within their portfolio—sometimes at the expense of the massive heritage brands upon which their firm’s success was built.

While this shift in consumer preferences merits attention, maturity and size need not be a death knell for big CPG brands. Of the 100 biggest brands in food, drug, mass and convenience, almost 40% saw growth in their most recent year-over-year revenues, with an average gain of 5.5%.1

The most successful big brands have been able to drive consistent financial and brand performance, even in the face of consumer headwinds. Oreo, for example, drove absolute dollar sales growth of 26.9%

from 2011 to 2014, despite its resistance to catering to health or gluten-free trends.2 Managed correctly, big brands can still be an engine for growth for CPG companies for decades to come. For this reason, the Seurat Group’s latest study focused on uncovering what successful big brands do differently to drive lasting growth.

In order to unearth how big, established CPG brands have maintained relevancy and growth, we have distilled learnings from successful and unsuccessful brands alike into OUR BIG BRAND PLAYBOOK, a collection of 5 ways to drive Big Brands in the Challenger Age.

Our Big Brand Playbook

“In matters of principle, stand like a rock; in matters of style, swim with the current.” – Jefferson

Successful Big Brand managers understand the delicate balance between being timeless—that is, staying true to their brand’s central value proposition—while also being timely—that is, subtly updating over time to remain fresh and modern. Key to maintaining this balance is a knowledge of a brand’s limitations, and knowing when to say no.

 

Refocusing brands on their core value propositions has helped several Legacy players return to success. Starbucks was able to bring itself back from the brink by reemphasizing its central value proposition: offering a truly great coffee experience.

Prior to the recession, a memo by Howard Schultz, the company’s then-Chairman, was leaked that described how growth decisions—an increased emphasis on store merchandise and non-coffee sales, the loss of the smell of roasting coffee beans in stores, new coffee machines that blocked consumers’ interactions with their barista—had “led to the watering down of the Starbucks experience.”

Store traffic and sales had already started to slow, and in 2008 the company announced plans to close 600 of its stores—around 10% of its footprint at the time—after the worst quarter in its history as a public company.

In a massive turnaround, the company focused solely on the coffee experience, divesting itself from noncore activities like book and music sales and investing in barista training.

As a result of this renewed focus on the customer experience, Starbucks saw sales increase 10% in the year following the store closures.

Since the company’s realignment around its coffee experience, performance has remained robust; as of 2015, the company had seen a 22-quarter run of same store sales growth above 5% that continually drove its stock to new all-time highs.

Similarly, for Lego, the Denmark-based toy manufacturer, deemphasizing its core product, the brick, in favor of on-trend but brand-off extensions like wristwatches, publishing, and lifestyle products had put the brand under extreme duress in the early 2000s. Believing its core product to be out of date, the company had practiced a strategy of ‘deemphasizing the brick’ throughout the 1990s; in 2003 and 2004, the brand lost 2.5 billion Kroner.7

Faced with near-bankruptcy, the brand focused entirely on its brand heritage, which it embodied in its new mission statement: to inspire and develop the builders of tomorrow.

The brand moved quickly to shed its noncore activities and to funnel its innovation into its core product line. By focusing entirely on the brick, Lego was able to satisfy its core consumer, and in 2014 the brand posted record sales ($4.5B).

Instead of looking to other marketers or industry trends, managers of successful Big Brands are those who use their core consumers to originate new innovation and product lines. Instead of fearing cannibalization, they embrace new consumer occasions that fit into their brand’s central value proposition.

Gatorade, for example, has used its core consumer target — high-performance athletes — as a continual source of insights for innovation. In developing its G Series, a new line of sports performance products, Gatorade and its scientists solicited feedback from more than 10,000 athletes and collaborated closely with high-performance professionals like Usain Bolt, Serena Williams, and Peyton Manning to develop a line of products that would support improved performance before, during, and after a workout, practice, or competition.

Similarly, Lay’s now-annual Do Us a Flavor campaign enlists thousands of consumers’ suggestions every year in order to come up with the potato chip’s next new flavor.

In 2014, the U.S. competition received more than 14 million votes from interested consumers.9 Executives have credited the campaign’s success to letting consumers take ownership through the creation of their new flavor and sharing their preferences online. “The days of focus groups—it’s over,” said Ann Mukherjee, president of PepsiCo’s global snacks group and global insights division at a recent presentation at Wharton. “It’s really about observing behavior.”

As a result of allowing consumers to directly inform its innovation, Lay’s yearly sales rose 14% after the campaign’s first deployment.10 The continuation of this campaign has actively contributed to Lay’s 12.7% absolute dollar sales growth from 2011-2014, placing it among the top performing big, established brands.

In an increasingly crowded consumer, media, and retail landscape, Big Brands must be pervasive in order to capture share of mind. In order to achieve this preemptive presence, they leverage key retailers to gain priority in distribution and display.

Nestle’s Coffee-Mate, for example, has driven brand growth by driving outsized share-of-mind during the holiday season. The brand takes care to launch its annual holiday flavors, such as Gingerbread and Pumpkin Spice, with a high level of customer support intended to capture valuable display opportunities.

By enabling an on-the-ground merchandising team to help keep the shelf tidy during the hectic holiday season, the brand is able to provide a valuable service that retail partners appreciate.

The endcaps and special holiday display sets that the brand is able to capture as a result play a large role in driving sales. This strategy, which the brand has employed for nearly a decade, has helped drive category success even in the face of movements towards plant-based milk alternatives.

Heinz, similarly, uses its strength in foodservice to help establish its positioning as America’s Favorite Ketchup. In addition to its retail business, the brand maintains a strong presence in foodservice where it uses its prowess in packaging innovation and flexibility to help test new flavors while gaining consumer share of mind.

For example, its recent spicy ketchup flavors, Sriracha and Jalapeno, were first released in foodservice in order to cater to a growing Millennial desire for hot condiments. By influencing consumers when they are inclined to try new flavors, the brand then has a greater opportunity to drive trial at retail, where these flavors were later.

In order to resist commoditization, successful Big Brands forsake degrading their product. Instead, they challenge themselves to compete on product quality with an aspirational consideration set of competitors for their consumer’s dollars.

Victoria’s Secret, for example, has maintained its primacy in the lingerie specialty retail market by continually holding itself to a set of aspirational peers. “We are concerned with niche players, like Myla, Cosabella, La Perla, and Agent Provocateur,” said Hadley Hatch, a brand strategy manager. By looking to these luxury players for trends and innovation, Victoria’s Secret can assess which niche trend is worth bringing into the mainstream market. While these High Street competitors sell at a very high premium — Victoria’s Secret’s average bra retails for approximately $30, while Agent Provocateur charges up to $1,100 — Victoria’s Secret has been able to drive impressive sales growth by using its peers’ successes and failures to drive their innovation. As a result, Victoria’s Secret sales were up 6% in the most recent fiscal year.

But considerations need not be against luxury peers in order to drive true competitiveness on quality—they just need to drive consumer preference across a broad array of products that can fulfill their consumption occasion.

As one prior marketer for Slim Jim, a leader in meat snacks, told us, “the consumer’s comparison set isn’t Jack Links – it’s snacking in convenience stores.” Products need to compete not merely with their closest brand or private label competitor but with all the products that compete for that consumer’s attention during the meal, snacking, or consumption occasion.

By striving to compete not just with products within the meat snacks category but with the broader product set available within this channel, Slim Jim has driven robust sales growth of 13.2% for the 52 weeks ending in September 2015.

No business lasts without sustained and holistic investment. In order to see Big Brands thrive in the long term, successful managers prioritize the brands they want to last even when confronting changes in market sentiment and continue to invest in marketing across multiple platforms.

While many Big Brands with mass positioning pour their funds into promotions to win short-term sales bumps, successful players continue to invest in brand-building activity for the long term.

Throughout its sixty-year history, Unilever’s Dove personal care brand has exhibited a concerted investment across a wide variety of marketing vehicles. Since 2004, its Campaign for Real Beauty has leveraged advertisements, videos, workshops, and events to provoke discussion and encourage debate around society’s definition of beauty.15 While seemingly tendentiously linked to sales of bar soap, the brand has nearly doubled in size since the campaign was inaugurated, growing to $4B in sales in 2014 from $2.5B in 2004.

Dove’s long-running Campaign for Real Beauty shows the brand’s commitment to continued support.

Similarly, P&G was able to revitalize the aging, dated Old Spice brand through thoughtful marketing and investment in brand equity. When P&G bought Old Spice, the brand’s then sixty-year-old positioning had caused sales and market share to dwindle.

But instead of optimizing the brand and selling it to the cheapest bidder, P&G invested in marketing and brand-building strategies necessary to target a new audience –Millennial women shopping for their partners. In 2010, the success of its campaign, “The Man Your Man Could Smell Like,” was a runaway success that drove a year-on-year 125% increase in sales.

Conclusion

Big Brands are more than just cash cows. With Big Brands still representing at least 70% of the top 5 CPG firms’ sales, managing these brands to maintain long-term relevancy and growth can reward CPG firms for years to come. But with emerging threats on the horizon, traditional brand marketing is necessary, but not sufficient, to guarantee Big Brands’ success.

Are your Big Brands set up for long-term success? The Seurat Group is a leader in using insights to drive Big Brand success in the Challenger Age. For more on the success drivers to harness today to ensure the future of your Big Brands, contact the Seurat Group (info@seuratgroup.com).

MyClickstream: Connecting The Dots in Your Omnichannel World

MyClickstream: Connecting The Dots in Your Omnichannel World

MyClickstream: Connecting The Dots in Your Omnichannel World

MyClickstream: Connecting The Dots in Your Omnichannel World

Omnichannel Missing Link

Today, only about 1% of Consumer Packaged Goods sales are online. By 2018, that number is estimated to be 5%, with a full one-half of CPG growth estimated to be from online purchases.

Small brands are winning disproportionately online, gaining shoppers and engagement that can be parlayed into an in-store threat. For example, of the top 5 shampoos on Amazon.com, only 2 are available in brick & mortar retailers.

Winning online requires understanding the shopper’s full path-to-purchase in the increasingly omnichannel environment that shoppers are living in today.

Do you know how your shoppers are behaving online? Do you know whether those searches end up as purchases online or offline? What retailer they end up purchasing from and why? Is it better to invest in images, product detail content or in search? How does this differ between Amazon.com, Target.com, and Walgreens.com?

Manufacturers and retailers have expended significant resources toward understanding how shoppers are behaving and navigating in-store, but that same effort has lagged online.

This is because information on how to do this is limited, and manufacturers are hesitant to invest when approach and outcome are unclear.

Nevertheless, the time to understand omnichannel behavior and develop a winning strategy is now, before smaller, challenger brands take a permanent lead.

Limited Options Today

Few solutions exist today to fully understand and take targeted action against shopper behavior in order to grow brands online.

Current options rely on getting data from ecommerce platform owners, buying historical metrics from an online panel company, or conducting your own primary research by asking shoppers to recall purchase behavior and decisions.

Each one of these approaches comes with drawbacks around accessibility, flexibility, or accuracy. As a result, brands still lack the ability to develop a 360o view of their shoppers’ paths to purchase online and turn that into a truly differentiated omnichannel growth strategy.

The time is right to close this gap and begin to truly understand and anticipate shoppers’ changing needs. Doing so will provide the information needed to:

With the limited resource environment that most brands are living in, it’s critical to understand which elements online are driving shoppers to your brand.

Are they searching for your name or for your category? Are shoppers reading product content or reviews? What behaviors mark someone who buys your brand versus your competitors?

With the limited resource environment that most brands are living in, it’s critical to understand which elements online are driving shoppers to your brand.

Are they searching for your name or for your category? Are shoppers reading product content or reviews? What behaviors mark someone who buys your brand versus your competitors?

 

Find out what shoppers are searching for online and what they are browsing for that they can’t find or how they are being satisfied by your competitors.

 

Understand what shoppers react to positively and negatively online, and what marketing levers are more likely to lead to conversion or trade-up.

How to Connect the Dots in Your Omnichannel World

Closing these gaps requires the right custom data and approach to capture both what shoppers are doing in a specific category and why they are doing it.

Seurat’s myClickstream methodology gathers and integrates disaggregated data across the entire path to purchase. With this capability, we are able to answer a dizzying array of questions about shopper actions and motivations, ultimately allowing you to influence shoppers at the point of purchase by offering them the right solution in the right place at the right time.

Each of the three complementary data sets plays a unique role in understanding the shopper:

Shoppers download an app to their computer, tablet or phone, which captures every URL they click on.

These same shoppers in a panel share their purchase receipts in brick & mortar and/or online with us.

Shoppers take an attitudinal survey, allowing us to understand motivators: why they behave in the ways exhibited from passive tracking and/or purchasing data.

Through these three steps, we are able to understand
shopping missions and retailers chosen, navigation and trip missions, purchase decisions, and drivers/motivations to purchase across brick & mortar and ecommerce.

Being able to link this data at the household level enables deeper understanding of how online behaviors convert into purchases on and offline and can be used to generate actionable insights that will trigger desired shopper behaviors.  Additionally, this dataset is owned by you, enabling greater depth and flexibility of learnings.

This engine can be continuously mined to dig deeply to uncover new, compelling insights as new questions and needs arise. This ownership and deep level of detail enables you to engage in a highly customized way with your categories, your customers, and your shoppers.

The breadth of learnings achievable through myClickstream can be used to derive custom insights from the data to
arm the entire demand plan, ranging from customer and category planning to omnichannel leadership to capability development and marketing activation.

Contact us at info@seuratgroup.com or (203) 774-4900 to learn more about including MyClickstream to build your business online.

Challenger Brand Study 2015

Challenger Brand Study 2015

Challenger Brand Study 2015

Challenger Brand Study 2015

The Decade of the Challenger Brand

It is widely known that smaller, emerging consumer packaged goods (“CPG”) brands are winning the battle for consumers’ hearts, minds and wallets from larger, established CPG manufacturers. Roughly $15B in revenue1 has shifted from large to small brands to date this decade (or nearly 2.5 points of market share). Increasingly, these smaller brands are challenging convention and better responding to consumers’ needs through innovations in positioning, product, packaging, distribution, and communication—ushering in the decade of the Challenger Brand.

In order for old and new firms alike to innovate and unlock incremental growth in today’s marketplace, they will need to build brands, structure their organizations, and go to market in a whole new way. They will need to reflect the successful practices of a Challenger Brand. The purpose of this next installment of our Challenger Brand series is twofold:

1. To identify the leading Challenger brands to watch in 2015
2. To synthesize the best practices that allow these top performers to break through and position themselves for mainstream success.
Why are Challenger Brands Winning?

Simply put, Big CPG has been over-reliant on brand proliferation and is struggling to create organic growth. Strategic focus on line extensions, pack size changes, in-and-outs, and incremental flavor innovation continues without success for two reasons.

Firstly, Big CPG’s limited consumer scope prevents radical innovation, as these firms talk to the same category consumers over and over. Secondly, these firms’ organizational inflexibility stymies attempts to innovate, as they are locked into existing manufacturing processes and large systems investments and have to chase quarterly financial expectations.

Against the void of innovation from large firms, Challenger Brands are assuming the mantle of bringing true category innovation to market.

Successful Challenger Brands — those that disrupt established category dynamics and stimulate long-term growth — are able to either re-segment an existing category, as with Pretzel Chips within salty snacks, or develop new consumption occasions, such as with Plum Organics’ launch of baby food pouches.

Seurat Group’s 2015 Challenger Brands

While this dynamic exists across all of the key sectors within CPG — food and beverage, household products, beauty and personal care, pet care, and over-the-counter (“OTC”) medication/supplements — we focused our research on the most promising brands in the largest and most active CPG sector — food & beverage.

As innovation in food & beverage has risen more rapidly than in other sectors, we believe these learnings apply broadly against industries that have yet to see increased Challenger activity.

Our process included three steps to understand Challenger brands from the perspective of the manufacturer, the consumer, and the shopper/retailer:

 

We began by crowdsourcing industry contacts to develop a robust list of brands that CPG leaders identified as emerging leaders in their space.

We conducted in-depth research to understand each brand’s point of difference, its competitive advantages and disadvantages, and its brand story.

We assessed each brand’s social strength through extensive analysis across social media sites.

The result was a consumer score for each brand that broadly indicated consumers’ perception of each brand.

We conducted store and online audits to understand how each brand was activated at retail.

Our goal was to determine each brand’s at-shelf appeal to shoppers, in-aisle competitive set, and barriers to purchase.

Through this work, the following ten brands rose to the top as the most promising Challenger brands of 2015, poised for mainstream success in food & beverage.

Our ten brands span across different departments, temperature states, and brand life stages. Collectively, they exemplify the best practices for Challenger Brands today.

Exploring the 5 Best Practices of Our 2015 Challenger Brands

We investigated the strategies these brands have used to drive their success, with the goal of offering both suggestions for how to spur revenue growth by competing like Challengers as well as recommendations

around how today’s retailers can identify tomorrow’s brands to watch. The following are the five best practice principles that these brands exemplify.

Product and packaging innovation are avenues through which today’s challenger brands have created portable, single-serve snacks from former bulk or additive categories.

Chia seeds, for example, were previously a supplemental ingredient added to foods like smoothies, salads, and cereal.

Heath Warrior was the first player to convert the superfood into bar form, tapping into the exploding interest in the ingredient (Chia seed growth was tracked at 239% growth at the end of 20122), thus creating added value in the form of convenience.“ Health Warrior has made chia seeds more accessible for portable consumption.

Justin’s Nut Butters took a similar path, but focused on packaging innovation. The nut butter category has been on-trend for several years, as evident from the 34% growth it experienced between 2008 and 2013, yet line extensions have driven a large portion of innovation (37%).

Justin’s created a differentiated offer—nut butters for on-the-go—through single-serve squeezable packs. The resulting brand equity has allowed Justin’s to branch into new categories such as confections, with the introduction of Justin’s chocolate peanut butter cups. Justin’s features squeezer packs of nut butters for on-the-go protein fixes.

Health Warrior and Justin’s, among other brands, are giving larger players a run for their money by expanding consumption occasions through meeting consumers’ needs for superfoods that are more accessible and portable.

The rise of organic exemplifies consumers’ growing interest in consuming the good while avoiding the bad — GMO’s, additives, corn syrup, hormones, and chemicals.

Today’s most promising brands are able to keep up with consumers’ changing demands through manufacturing innovations and nimble supply chains.

Suja Juice, for example, developed high pressure processing, an alternative to high heat processing, to manufacture a range of juices with the good — a higher yield of vitamins, minerals, and enzymes and longer shelf lives — without the bad — the harmful bacteria sometimes found in unpasteurized juice. Suja Juice’s high pressure processing extends shelf life without sacrificing nutrients.

“Suja is making it happen with the advocacy marketing model and without the corporate oversight that doesn’t ‘get it’. They are concretely in the throes of the ‘Smart Mainstreaming’ conundrum. Co-founder and CEO Jeff Church gets it.” – Industry Expert 

Evol stands out as another brand that is able to offer consumers the good without the bad using a well-organized supply chain and sourcing transparency.

Despite the fact that frozen meals are “historically an extremely difficult category to succeed in with the powerhouse manufacturers and competitive pricing, we see traditional players like Stouffer’s, Lean Cuisine, and Banquet declining as newer, differentiated players steal share.”

Evol has modernized frozen meals by creating a “real food” offer: free-range or ranch-raised meat and non-GMO grains, vegetables, and oils. Both Suja and Evol have developed processes — manufacturing, supply chain, and marketing — to guarantee their products can keep up with ingredients consumers are demanding or avoiding, and ensure they are made aware of the unique offers. Evol has brought nutrition back to the frozen meals category.

Brand advocates have proven to be an effective strategy for driving product sampling, brand awareness, and adoption of the lifestyle surrounding a brand.

Today’s Challengers, however, are going one step further to highlight advocates who can best inspire or educate consumers, such as health professionals, store associate “experts” or professional athletes.

Vega has developed a team of ambassadors that includes Olympic medalists, a professional MMA Fighter, an Olympic water polo player, professional cyclists, MLB layers, and nationally-recognized nutritionists and yogis—not to mention in-store advocates that influence that critical last three feet to purchase. Vega enlists professional athletes as brand ambassadors.

“When we look at growth strategy, it comes down to finding the best way to inspire, educate and engage people who see clean nutrition as a support for healthy living.” – Cristina Pagnucco, Social Media and Online PR, Vega6

Health Warrior employs a similar approach to brand advocacy. Consumers are urged to join their ”tribe” of professional athletes: ultra-marathoners, NFL players, personal trainers, and product users who have prioritized diet and exercise in their lives. Anyone can enter to join the tribe by describing their personal Warrior Way, and few lucky winners are featured on the brand’s website.

Vega and Health Warrior are among many brands that have focused on improved functional performance as a key benefit of their products. In 2014, product launches targeting endurance athletes within the sports nutrition market increased 64%.7 Nevertheless, these brands have distinguished themselves from the numerous brands catering to athletes by using brand ambassadors to inspire and educate consumers around this high performance lifestyle.

Consumers’ increasing interest in protein has set in motion to a wave of product launches focused on protein content.

In fact, 6% of US food and beverage launches from 2013 to 2014 were marketed as “high-protein” or “a source of protein.” Today’s Challenger brands are using two product innovation strategies to set themselves apart from others:

1. purer protein, without toxins or additives OR

2. more protein versus the traditional category.

“Protein is hot, hot, hot. Brands like Builders (from CLIF), Pure Protein, and ProMax were killing it for a while, but their growth has slowed as consumers are looking for cleaner protein sources.” – Industry Expert

EPIC has created bars made of entirely lean animal protein, creating a new avenue to protein and a truly unique segment within a category largely focused on sweet bars.

These 100% grass-fed, paleo-friendly, gluten-free, low-sugar bars satisfy consumers’ desire for simple protein.

Fairlife Milk, similarly, has developed an ultra-filtered variety to offer consumers a product with 50% more protein and 30% more calcium, cutting directly to the nutritional benefits in demand. Fairlife Milk offers milk concerns a fortified, premium milk product.

Finally, Noosa Yoghurt has introduced an Australian yogurt to a category dominated by Greek, offering the same pure protein punch, but with a different take on texture and flavor.

These three brands offer products with a higher concentration of protein per serving but with few unnecessary extras, appealing to the demand for a simple, potent protein source.

Presence at retail is crucial to driving brand awareness and conversion. We like to say Challenger brands are made at retail, both brick & mortar, and online.

Today’s most promising up-and-comer brands have leveraged packaging innovation, strategic shelving, and stores-within-stores to ensure they stand out in both incubator and mainstream channels.

Theo Chocolate uses white packaging to differentiate its products within the busy chocolate set. The brand is usually shelved at eye-level, further increasing its ability to attract shoppers’ attention while they browse. Theo Chocolate’s white packaging stands out at shelf.

Similarly, Califia Farms, which uses uniquely shaped bottles, is more likely to disrupt shoppers as they approach the milk and dairy alternative set. Califia Farms’ pear-shaped bottles break up the shelf and draw the eye.

Vega has succeeded in standing out within the e-commerce world.

Beyond unique packaging, the brand has successfully developed a Vega Store within Amazon.com, setting themselves apart from other powdered nutrition brands sold on Amazon. Whether online or offline, consumers are more likely to notice and be drawn to more unique packages and displays. Vega’s clean, well-designed Amazon Store helped them build a thriving e-commerce business.

Conclusion

Innovation is essential to long-term success in CPG, no different from any industry. The most valuable companies are arguably the most successful innovators. Challenger Brands highlight new ways to unlock innovation in CPG, while still beginning with the consumer.

Today’s consumers, who are less influenced by traditional brand-building levers, are choosing brands that reflect their values. In turn, the Challenger Brands which we have discussed are thinking differently about their product, packaging, supply chain, and marketing to differentiate their products within a crowded CPG landscape. Despite the majority of the industry’s growth coming from Challenger Brands, many manufacturers are ill-equipped to take advantage of future growth opportunities because they are strategically, organizationally, and financially misaligned with “going small.”

Nevertheless, it is not only smaller, emerging players who can leverage this mindset. These strategies are valuable principles for any brand—small or large—pursuing success in today’s marketplace, as well as for any retailer who hopes to plan proactively for ongoing growth.

Challenger Brand Study 2016

Challenger Brand Study 2016

Challenger Brand Study 2016

Challenger Brand Study 2016

The Decade of the Challenger Brand

The only constant in the Consumer Packaged Goods (CPG) industry today is disruptive change. It can feel overwhelming, but we at the Seurat Group take comfort in our belief that the more things change, the more the foundation for success remains the same: it all starts with the consumer.

Brands are merely people that build trusted relationships with consumers. When established brands become misaligned and are not able to deepen relationships with existing consumers and attract new ones, an opportunity
arises for an emerging brand to fill that void.

Those brands that authentically connect with consumers’ needs, values and community can become Challenger Brands.

Challenger Brand
\’cha-lən-jerˈbrand\

A brand that stimulates long-term growth by disrupting the dynamics of an established category or creating
a new one.

The Decade of the Challenger Brand

We believe the Challenger Brand trend will only accelerate and become the most defining and disruptive force in CPG this decade for two primary reasons:

​Larger CPG firms have difficulty orienting towards a total category approach, beyond the positioning of their established brands, to deliver against consumers’ changing expectations within a category.

The barriers to entry for emerging brands are lessening with channel fragmentation. Retailers are hungering for new growth and greater resources available to build these brands

The 2016 Study

The goal of this year’s study is to celebrate the brands that are poised to emerge as Challenger Brands this decade and to illustrate the behaviors and practices that allow them to do so.

We believe within every brand lies a Challenger opportunity and we hope this study allows our clients to unlock their Challenger within.

This year’s study again draws upon our network of industry experts, from manufacturers and retailers to brokers and distributors, and our deep experience across categories. The big changes in this year’s study are twofold:

Our Top 10 Challenger Brands are, on average, smaller in revenue size than the brands featured last year, reflecting our belief that Challenger brands ‘get it right early’ with proof of concept and execution occurring within channels and regions.

Our Challenger Brands are found across the store, unlike last year’s brands, which were primarily focused in Food and Beverage. This demonstrates that disruption is not category specific; rather, every category is subject to disruption.

TOP 10 CHALLENGER BRANDS 2016

Brand
Product & How they are positioned to challenge

Multivitamins & Wellness Boosts

Olly’s bright, simple packaging with focus on consumer-friendly benefits (e.g., Sleep, Beauty, Bones) in a disruptive brand block at shelf allows it to break through amongst a sea of confusing, “scientific” vitamin brands, categorized alphabetically at shelf.

Plant-Based Dairy Alternatives in Cheese, yogurt, cottage cheese
The non-dairy alternative segment in Milk is nearly $2B and growing at 9% annually. Lyrical Foods, parent company of kite hill, is creating great tasting, non-dairy alternatives in cheese, yogurt and cottage cheese with simple ingredients and artisan techniques. Using Whole Foods as its incubator, the kite hill brand is poised to mainstream its portfolio across more channels in 2016.

Cosmetics & Personal Care

While many brands and retailers are hesitant to talk about ingredient safety, Beautycounter has brought the issue front and center. Bypassing traditional retail in favor of direct to consumer sales, Beautycounter sets itself apart by publishing and sticking to its “Never List” – a list of ingredients never found
in their products.

Electrolyte Tablets
Currently the top-selling electrolyte sports drink tablet in run, bike, and outdoor specialty stores, Nuun is poised to disrupt a segment of the multi-billion dollar sport and energy drink market. The tablets dissolve in tap water and deliver real performance to everyone from elite athletes to business athletes.

Men’s Shaving System

Walker and Company’s mission is to make Health and Beauty simple for people of color. The Bevel Shave System, their first line, established a strong presence online, and is now launching into Target stores. Riding this multi-cultural wave, the brand is positioned to enter multiple segments to better cater to needs experienced by people of color.

Breakfast & Dessert Mixes
Kodiak Cakes are usurping established players by offering more of what
consumers want – fiber, protein, and whole grain – and creating new segments like minute microwave muffin cups that align well with consumer needs for healthy, convenient options.

Cold-Pressed Watermelon Juice

Already making a splash with A-list celebrities, WTRMLN WTR is exploiting a new segment of the cold-pressed juice category with their raw, electrolyte and vitamin filled watermelon juice. The brand uses “damaged” melons from family owned farms, allowing farmers to make a profit from what would have previously been wasted and appealing to consumers’ needs for sustainable and traceable brands.

Ketchup, Mustard, Mayonnaise
Sir Kensington’s has established a loyal and ardent fan base by offering a line of condiments free from artificial ingredients, factory-farmed eggs, and GMOs that is more aligned with consumer values than established brands within their categories.

Single-serve entrees, chicken & beef alternatives

Similar to non-dairy alternatives, the potential of great tasting, plant-based meat alternatives in the traditional meat case is significant. The brand has aspirations to improve human and environmental health, and animal welfare by bringing meat-free to more consumers for more occasions.

 

Notebooks, pencils, folders, etc.

With support from celebrity-investor Usher and expertise from Yes To founder Ido Leffler, Yoobi is disrupting the Arts & Crafts supplies space with its “Buy 1 Give 1” model and emphasis on continually introducing fresh, fun designs.

 

Challenger Brand “Algorithm” for Growth

While our Top 10 Challenger Brands play across different spaces, they all share similar behaviors and practices that form the algorithm to accelerate growth.

We call this algorithm the Challenger Brand Accelerator curve, and have summarized each step using examples from our Top 10 Brands.

While each step is critical by itself, challenge-worthy growth occurs when they all work together seamlessly to change consumer dynamics and truly disrupt an established category.

Challenger Brand Accelerator Steps

HAVE A STORY:
Communicate a compelling, differentiated ‘reason for being’ that authentically connects with your target consumers’ needs, values and communities.

ACCELERATE CONSUMER TRENDS:
Aggressively innovate against growing consumer trends; or simply put, pour gasoline on what’s working rather than trying to fix what is not.

CURATE DEMAND THROUGH CHANNELS:
Manage channels with a view towards the demand landscape, specifically using incubator channels as a marketing vehicle to build one-to-one relationships with your target consumers.

GO BEYOND EVERYDAY AMBASSADORS:
Embrace and continuously invest in category influencers to create a tribe of ambassadors leading a groundswell movement for your brand.

WIN IN DIGITAL/E-COMMERCE:
Over-invest in ecommerce, digital, and social to establish “proof of demand” and build a platform for consumer education, insights, and engagement that cascades across the demand landscape.

STAND OUT AT SHELF:
Ensure that your brand has stopping power and communicates your “story” at shelf; most consumers will meet Challenger brands at retail.

CURATE ADD INCREMENTAL VALUE TO RETAILER:
Help retailers drive differential category growth and achieve their strategic goals in order to increase retailer engagement to brand plans.

 

How do Our Challenger Brands Bring These Strategies to Life?

 

Brand
Step & Example

1. Have a Story

Beautycounter sets itself apart from other cosmetics and personal care brands via their intense and clear focus on ingredient safety. They position themselves as pioneers of safe ingredients by providing educational resources, conducting proprietary research, and prioritizing organic, natural, and plant-derived ingredients.

2. Accelerate Consumer Trends

Though the dairy-free milk category has been disrupted hugely over the past several years, kite hill takes it a step further by expanding that successful trend into other dairy segments such as yogurt, cream cheese, and cheese spreads that have been less of a focus for recent dairy alternative entrants.

3. Curate Demand Through Channels

Sir Kensington’s built the buzz around their brand by becoming the condiment of choice in locations like the Ritz Carlton, Bareburger, and The Spotted Pig, where the most ingredient conscious, trend-forward consumers count on finding high quality, buzz-worthy brands.

4. Go Beyond Everyday Ambassadors

Nuun’s mission is to inspire healthier, happier, and more active lifestyles. To that end, Nuun partners with over 300 athletes nationwide, ranging from amateurs to Olympians, with the end goal of inspiring others to become more active, and demonstrating that optimal hydration is a must for everyone — not just elite athletes.

5. Win in Digital/E-commerce

Bevel’s website communicates not only their brand vision and product information, but their blog, “Bevel Code,” a resource for information on lifestyle and grooming trends, and lets them connect better with target consumers. After establishing success online with with direct to consumer sales, the brand is launching into physical Target stores.

6. Stand Out At Shelf

Olly’s brand block of brightly colored, consumer-friendly benefits (e.g., “Sleep,” “Beauty”), disrupts the sea of alphabetically organized, jargon-heavy vitamin and supplement bottles that shoppers are accustomed to seeing in the aisle today.

7. Add Incremental Value to Retailer

Yoobi’s “Buy 1 Give 1” model provides a dual benefit to retailers; first, by driving socially conscious shoppers to trade up from less expensive brands, and second, by creating a halo effect where retailers benefit from being seen supporting socially conscious brands.

Conclusion

No matter the size of the brand or position in a category, true revenue growth is available by unlocking the Challenger within. Take a category approach to identify where and how to deepen relationships with existing consumers and attract new ones by authentically connecting with consumers’ needs, values, and community.

Though the brands celebrated here are younger in their growth trajectory, we truly believe that every company should consider these brands’ lessons and growth algorithms as part of their annual planning in order to disrupt and drive new growth in their categories.

To learn more about Challenger Brands or the Brand Accelerator curve, please contact us at info@seuratgroup.com.

Bridging the Omnichannel Divide

Bridging the Omnichannel Divide

Bridging the Omnichannel Divide

Bridging the Omnichannel Divide

While ecommerce is recognized as one of the most exciting opportunities in the Consumer Packaged Goods industry, poised to make up 5% of industry sales by 2018,1 it is also a source of enormous anxiety for both manufacturers and retailers. Most industry players know that they need to establish a brand presence online quickly or be left behind by savvier digital competitors. Nevertheless, a lack of understanding of how to best appeal to shoppers online has stalled the development of ecommerce strategies.
Fewer than half of CPG executives feel they have a clear ecommerce strategy,2 which should come as no surprise. With only a third of ecommerce research to date addressing CPG, retailers and manufacturers are still woefully uneducated and unprepared to develop a path forward. The few players who have devoted significant resources to defining their ecommerce strategy still lack a way to think about omnichannel cohesively.
The time has come for CPG companies to get omnichannel strategy right. The time for a debate about whether ecommerce will compete with brick & mortar stores for everyday purchases has passed.

Today, the question at hand is how big online retail will become and how to best leverage its growth.

Instead of spending time speculating, manufacturers and retailers must focus not just on ecommerce, but also more broadly on providing shoppers with better omnichannel offers.

Thanks to technology, new retailer and fulfillment models are emerging every day. The winners in the industry will be those who can look ahead, place smart bets, and proactively lead with omnichannel solutions.

For these reasons, we set out to address the knowledge gap around CPG ecommerce as well as to understand how ecommerce compares to brick & mortar in the eyes of CPG shoppers. We took as our goal unlocking new learning around shifting shopping behaviors, decision drivers, and key influencers along the CPG omnichannel path to purchase.
Through multiple phases of research, our team developed a comprehensive understanding of the CPG omnichannel landscape. Our work also uncovered three omnichannel decision drivers among CPG shoppers which inform their choice of brick & mortar versus ecommerce retail. These three omnichannel decision drivers determine the winner, be it brick & mortar or online, for shoppers’ trips, wallets, and loyalty.
The key to success within this landscape is to develop a cohesive, shopper-first solution to bridge the omnichannel divide. We will explore the omnichannel landscape, focusing on each omnichannel decision driver, and share best practices that today’s CPG manufacturers can adopt to help brick & mortar and ecommerce retailer partners alike win with today’s shoppers.
The Omnichannel Divide
Fresh seafood, local microgreens, ice cream, and beer are just a few of the items previously exclusive to brick & mortar that today’s CPG shoppers can buy online. Today’s ecommerce shelf, amazingly, has evolved to offer nearly the same range of products and categories as its brick & mortar counterpart. Perishable items and temperature states no longer present a challenge for ecommerce players. Online automation and subscription service make it easy to make routine replenishment trips online, and newer retail models such as Good Eggs, make even previously niche products, like farmers’ market goods, easily accessible without shoppers leaving their couch.
While brick & mortar and ecommerce shelves now offer many of the same products, the shopping experience they offer and shopper needs to which they cater are very different. The ecommerce world remains incredibly fragmented and constantly evolving, in terms of retailer models. Ecommerce players are better able to meet shoppers’ needs across some—but not all—omnichannel decision drivers. At the same time, brick & mortar players are winning against different needs along the path to purchase. We explore the omnichannel decision drivers below.
Trip Mission
The first omnichannel decision driver concerns trip mission—for example, the extent to which shoppers are searching for new products versus replenishing products they’ve bought before. Interestingly, ecommerce wins at both ends of the spectrum.
Both shoppers who are trying something new—building their consideration set—as well as those making a routine replenishment purchase are more likely to choose an online retailer. Brick & mortar, conversely, best satisfies shoppers who are choosing from an existing consideration set.
On the left in the figure below, we see that three in ten online CPG buyers are driven by the desire to try something new — twice as many as shoppers in brick & mortar. The ecommerce shelf better meets the need for education through the broader range of information, inspiration, and reviews it can provide compared to a brick & mortar retail set.
As a result, shoppers who are trying something new spend three minutes longer on ecommerce sites, likely engaging with product information and reviews. These novelty-seekers choose a website based on its ability to inspire confidence around a new item. They are more likely to seek ratings and reviews, guidance on product use including live chat, and inspiration such as recipes or before-and-after features. Sephora.com, for example, features robust product details and images, advice and inspiration around how to use each item, brand background for each product, ratings, reviews, and the opportunity to post questions and receive answers in the reviews section. Sephora sets the bar for online personal care by being exceedingly easy to shop and confidence-inspiring.
At the same time, the rise of auto-replenishment models, such as Amazon’s Subscribe & Save, has led shoppers on routine replenishment missions to choose ecommerce as well. Knowing exactly what they want, these shoppers would rather order in advance versus take the time to make a trip to a nearby store. Two of the most important attributes in selecting a website to these shoppers are that, firstly, the site that saves personal information from prior purchases and, secondly, that the site saves prior orders. Over half of these shoppers spend fewer than five minutes making a purchase online, keeping with their desire for time-saving ecommerce automation.
While online wins at both ends of the spectrum above, brick & mortar retailers have an edge in browsing within a shopper’s pre-defined consideration set. Not only is the experience of in-store browsing enjoyable, but it also gives shoppers the opportunity to compare items package-to-package and peruse all options up close. In addition, less than a quarter of brick & mortar CPG buyers are seeking a specific flavor or variety. As a result, these buyers value the opportunity to choose the specific items to purchase from their consideration during their shopping trip.

“I do enjoy grocery shopping. I just like the selections of all the different foods you can buy and all the produce you can find. I like being able to pick up fun things off the shelf and try new types of items.”

– Shopper

“Offline, I get to browse a physical store; online is quick and specific.”

– Shopper

Urgency
On the left in the figure below, we see that three in ten online CPG buyers are driven by the desire to try something new — twice as many as shoppers in brick & mortar. The ecommerce shelf better meets the need for education through the broader range of information, inspiration, and reviews it can provide compared to a brick & mortar retail set.
Our study found that four in ten brick & mortar CPG shoppers purchased their desired item within an hour of recognizing they needed it, seeing brick & mortar as “instant gratification” for their spending. On the other hand, over half of online CPG purchasers waited a day or more to pick up or receive the item they had ordered via ecommerce. Shoppers generally see online purchases as most appropriate for items they don’t need right away.

“I use online shopping for items I know very well and can wait for, offline for everything else.”of items.”

– Shopper

Given the rapid acceleration in fulfillment times, this omnichannel decision driver will no doubt continue to shift.
Same-day ecommerce fulfillment services, such as Google Express, are putting pressure on traditional ecommerce and brick & mortar players alike by offering delivery within an hour. So far, however, penetration for these quick fulfillment services is relatively low. Time has yet to tell whether buyers will stop going to physical stores to get the items they need immediately.
Product Selection
The last major omnichannel decision driver informing the choice between brick & mortar from ecommerce CPG purchases is the divide between shoppers who want to evaluate products themselves and those who trust others to select them. Nearly six in ten shoppers value the ability to pick out an item in person in order to have more control over the purchase and to verify its quality.
This preference is especially commonplace when shoppers are buying goods such as produce, fresh meat or seafood, which they need to experience in person to see, touch, or smell. Conversely, shoppers are much more likely to forego evaluation and opt for ecommerce when buying more standardized packaged items, such as HBA, household goods, pet products, or even highly commoditized packaged perishables such as dairy.

“With online shopping you have to trust the quality of the goods you’re buying based on the merchants’ reviews versus offline shopping where you can actually see the quality of the goods you’re buying.”

– Shopper

“Going to a physical store lets me choose the items I want myself.”

– Shopper

Strategies to Succeed
Understanding the decision drivers that determine the choice between brick & mortar or ecommerce retail channels is crucial to developing an omnichannel strategy. It is clear that the way to win in today’s CPG industry is by meeting shoppers’ needs across all three: Urgency, Product Exploration, and Product Selection.
In order to arm manufacturers to better lead their retailer partners to mutual growth, we have identified three strategies to win with CPG shoppers at both the brick & mortar and ecommerce shelf:
Identify what matters to your brands’ buyers & your key retailers’ shoppers
In order to succeed in the future omnichannel landscape, manufacturers must invest in shopper and consumer insight now. The gaps in learning today are vast and slowing CPG players’ progress.
Brands need to quickly identify what is unique about their buyers, how they select channel and retailer, most important attributes, and trade-offs made at shelf. Manufacturers who can invest in uncovering these insights today have an opportunity to outpace their competition.
Define ecommerce and brick & mortar strategies and integrate to build omni-channel
Omnichannel cannot be simply an extension of the brick & mortar shelf. Rather, strategies for ecommerce and brick & mortar retail, as well as for the channels within, must be shopper-led and distinct, based on the unique experiences they offer. Manufacturers must then coordinate and integrate all strategies to create a cohesive omnichannel approach. At the moment ecommerce strategy and experience is less developed than its brick & mortar counterpart. As such, manufacturers have an opportunity to update their current offer to better meet the needs of the ecommerce shopper.
Brand landing pages, organization by segment or type, as well as customized product-finding tools are key. Manufacturers can also better satisfy their ecommerce buyers by creating a ‘browsing’ feel on their pages. Optimize site content via product images, helpful descriptions, and videos to allow shoppers to feel like they can touch and feel products through the screen. Finally, make sure products offered are the sizes (bulk or sample) and varieties that shoppers are buying online versus in-store, knowing that purchases are likely to be driven by new item discovery or quick replenishment.
Choose The Right Omnichannel Partners & Structure To Collaborate
Depending on a brand’s buyers, certain retailers will be able to fulfill needs and satisfy preferences better than others. Amazon, for example, will deliver a drastically different purchase experience than Google Express or a trip to a brick & mortar Walmart, even if a shopper is buying the same item from each retailer. Brands need to determine how retailers can win with their brand buyers, choose partners who can deliver, and guide these partners via insight-fueled thought leadership.
Furthermore, brands should structure their omnichannel team to be able to most efficiently collaborate with retailer partners. Too often, ecommerce or digital teams are disconnected from brick & mortar managers despite the fact that few shoppers buy a brand only online or only offline. Manufacturers should ensure organizational structure facilitates collaboration internally and with customers, so the right people are in the right rooms connecting.
Conclusion
CPG firms need to develop a successful omnichannel strategy today. In the coming years, ecommerce, which has already developed a unique positioning versus brick & mortar, will capture a significant share of industry sales.

The omnichannel landscape will continue to evolve as brick & mortar and ecommerce retailers adjust their strategies to best meet shoppers’ needs for urgency, product exploration, and product selection.

The winning players will be those nimble enough to adapt quickly and meet shoppers’ preferences for purchasing their category. It is our hope that these learnings will offer today’s CPG manufacturers valuable insight and that the strategies suggested here will arm them to best guide their retailer partners to incremental growth and shopper satisfaction.
Study Methodology

Our work consisted of two phases of in-depth research:

Qualitative
We conducted fieldwork interviews to develop a basic understanding of the shopper mindset as well as top questions and hypotheses among CPG players. • Manufacturer Interviews addressed existing knowledge around ecommerce, strategies to date, and knowledge gaps.
• Retailers Interviews helped us to identify omnichannel path-to-purchase hypotheses, challenges around ecommerce, and best in class ecommerce manufacturers to date. • Consumer Interviews allowed us to evaluate differences in brick & mortar versus ecommerce purchases, strengths and weaknesses of each channel, and unmet needs.
Quantitative
We fielded an online study among 1,000 shoppers who had made an online CPG purchase in the prior month to develop a quantitative knowledge base and to reveal
differences across several key spectrums (e.g., online versus brick & mortar, across different categories, across different trip missions).

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