Challenger Brand Study 2019

Challenger Brand Study 2019

Challenger Brand Study 2019

Challenger Brand Study 2019

Introduction

Our recent Challenger brand papers have highlighted the Challenger brand growth algorithm and the multiple ways these brands create a defendable moat early in their trajectory. This year, Seurat Group’s Challenger brand study examines the importance of delighting the modern consumer with consumer experience strategies that build engagement and enduring brand value.

Delighting the Modern Consumer

The next generation of consumers hold tremendous power in the consumer products industry. They represent the greatest amount of wealth transfer that has ever occurred. They yield the power to discover the brands and products most relevant for them in today’s increasingly digital landscape, the power to research a brand’s story and processes to every last detail, and the power to democratize and perpetuate their knowledge of brands via popular social media outlets, should they so choose. They also hold the power to influence other consumers in the marketplace, creating outsized impact for their preferred brands. Most importantly, these consumers have the power to engage solely with brands that truly delight them. The number of choices a consumer is faced with for any single purchase today is unprecedented. Brands must go above and beyond to differentiate themselves and engage relevantly with today’s empowered, shrewd consumer.

To do so, brands must truly delight the consumer at every stage of their consumer journey, engaging with them in unique, human and relevant ways to elevate the consumer experience. Delighting consumers can manifest in different ways for different brands. Some of the most valuable brands have prioritized the consumer experience for these reasons. Nike delights consumers by constantly evolving how consumers interact with its products. Knowing its shoppers engage digitally, Nike has trailblazed in digital innovation to elevate the shoe shopping experience. The Nike app doesn’t just allow consumers to research, learn about, and shop products; it provides customized content for overall fitness and wellbeing. Nike has a second app, SNKRS, to engage with today’s growing sneakerhead community with unique drops, giving these fans the ultimate sneakers experience. The brand also features flash sales and a “Customize” tab on their home page to engender exclusivity and personalization.

At Seurat, we believe a brand’s size does not correlate to its ability to delight its consumers. If Challenger brands can find their own authentic ways to delight, they can still outcompete category incumbents. For example, Equal Parts is a home cookware company that is equal parts products, and equal parts human interaction and education, lowering barriers to cooking at home, and thereby barriers to purchasing cookware. It does this by providing consumers on-demand guidance and inspiration via texts from an expert cooking coach, redefining DTC (direct to consumers) to DWC (direct with consumers). Through helping consumers build their intuition in the kitchen with personalized tips and techniques, Equal Parts is delighting consumers not only with products, but with the overall cooking experience.

This year, Seurat Group’s Challenger brand paper celebrates ten ways – and ten brands – that best exemplify how to delight the modern consumer.

Top 10 Challenger Brands 2019

Step 1: Start with the “Why?”

Clearly define the mission that the brand will live by.

Blueland

Blueland is on a mission to clean up the planet starting with cleaning our homes. Traditional household cleaners are sold in disposable plastic bottles and contain mostly water. Blueland is turning that paradigm on its head by selling $2 dissolvable cleaning tablets that are meant to be used with their reusable “Forever” Bottles. By switching to cleaning tablets and reusable Blueland bottles, consumers are embarking on a collective mission to eliminate 100 billion single-use plastic bottles in the US alone. It’s delightfully easy to become an everyday superhero for the environment when all you have to do is add water and drop effervescent cleaning tablets into the beautiful and sleek “Forever” bottles.

Step 2: Carve out a unique positioning

What pain point does your brand uniquely address that others cannot? What’s your true competitive edge?

Lily’s Chocolate

Made with fair trade certified chocolate and sweetened with plant-based sugar substitutes, Lily’s provides shoppers an indulgent chocolate experience without nutritional sacrifice. Delighting consumers comes by way of achieving taste parity to traditional category options, while eliminating the guilt element of fulfilling cravings. Lily’s fulfills a unique positioning that no other better-for-you category player has been able to figure out – delivering on what consumers care about most in indulgence: taste.

Step 3: Amplify the “Why”

Develop a portfolio of mission-driven products with constant messaging.

Stasher

Reusable sandwich bags may not sound like a big deal, until you think about how many plastic bags are thrown away and end up in the ocean. Stasher makes an ecosystem of food storage containers out of pure silicone that is better-for-you and the planet. Their products have a multitude of uses including oven, microwave, even sous vide cooking, and come in all shapes, forms, and colors. Stasher’s consistent messaging to consumers is to “keep it fresh, keep it together, while keeping it out of the ocean”. And consumers are delighted by this redefinition of the food storage experience, evident by +1000 reviews on Amazon and best-seller status for the reusable bags category.

Step 4: Be seamlessly omnichannel

Meet your consumer personas everywhere they are.

Soylent

Started as a meal replacement for busy techies, Soylent has aggressively expanded its consumer targets, its product offering and its omnichannel footprint. Soylent targets multiple consumer personas from the college student to busy moms through seamless omnichannel engagement. In addition to a winning online presence on Amazon (#1 grocery product on Amazon in January 2017) and DTC, Soylent has been gradually expanding its brick and mortar presence across foodservice, retail, and convenience stores while also using influencer mediums such as campus ambassadors and sponsoring bicycle rides to class. This ability to meet consumers where they are allows Soylent to delight consumers by making it easy to buy.

Step 5: Become friends with your target consumer

Friends listen and engage, your brand should too.

Ritual

Like a good friend, the reinvented women’s multivitamins company Ritual, is committed to helping their consumers develop good habits and self-care. To showcase their commitment to the modern woman and her needs, Ritual has curated a best-in-class learning center called “Our Journal.” The articles in “Our Journal” are split into four categories that curate the most candid and educational information. In addition to this informative blog, Ritual’s social engagement with their consumer base is female-to-female, friend-to-friend. On their active Instagram, frequently featured are everyday women’s success stories or iMessages with motivational reminders, much like the kind of support you’d be delighted to see from a friend.

Step 6: Pull consumers in through the right value equation

Education on brand’s value will pull consumers in. “Attainable premium” will convert them.

Cora

Made with 100% Certified Organic Cotton, Cora provides the discerning woman a natural and organic feminine care option that resonates with both personal values and desire for quality. The feminine care landscape is rapidly changing as women are taking a more hands on approach to their personal care regimens, period care included. Cora provides consumers an organic cotton option that is free of pesticides, dioxins, polyester, and fragrances. The brand’s value extends beyond the product itself; for every purchase, the company gives health education and a month’s supply of pads to a girl in need in a developing country. Cora’s efficacious, modern product provides shoppers an attainable premium trade-up option in the category.

Step 7: Drive trial through your aesthetic

Let the brand speak for itself at shelf via standout brand aesthetic to drive trial.

Recess

The founders at Recess, a sparkling CBD beverage, have “canned a feeling” of “calm, cool, and collected.” And they have the relaxing brand aesthetic reminiscent of rainbows and clouds to prove it. Each can of Recess is supposed to represent a moment to reset and rebalance. A typical consumer might not know what “hemp extract” or “adaptogen” means, but Recess can still attract and delight them via the eye-catching aesthetic. The necessary first step of a delightful consumer journey is to capture consumers’ attention for your brand. Then, you can educate them at the point of purchase or digitally.

Step 8: Inspire more usage

Cultivate more usage occasions of current offerings. Fuel exploration of broader portfolio with thoughtful expansion.

Ancient Nutrition

Ancient Nutrition is a vitamins and supplements category disruptor, restoring health, strength and vitality by providing the healthiest whole food nutrients to today’s modern landscape. This means adaptability, convenience, and personalization. Their protein products are formulated to be soluble in water, almond milk, coffee, or tea, to be enjoyed both hot and cold, and to be used one or more times a day, for different occasions. In doing so, Ancient Nutrition allows you to seamlessly incorporate their products into your routine, no matter how specific or hectic.

Step 9: Build loyalty by making your brand irreplaceable

Consumers can’t think of alternatives to your brand as it has become a part of their lifestyle.

Ellenos

Ellenos consumers aren’t going to the store to buy Greek yogurt. They’re going to the store to buy Ellenos. This Pacific Northwest family success story, incepted out of Pike Place Market, has made quite a name for itself this past year. With big distribution gains all down the West Coast, including Whole Foods, Gelson’s, and Bristol Farms, Ellenos is reconfiguring how shoppers look at the Greek Yogurt category by infusing the local, fresh, family-owned values into today’s more stagnant category environment. Their competitive edge ultimately remains rooted in taste and experience – with their loyal fans saying that their products can’t be beat.

Step 10: Continually iterate, adapt, and innovate

Make sure your brand is adapting to consumers’ everchanging needs and desires

Siete Family Foods

Siete Family Foods delights consumers wanting authentic Mexican food offerings that are clean, healthy, and delicious. What started as a grain free tortilla company has turned into a tortilla, chips, hot sauce, taco shell, and queso powerhouse of healthy Mexican food that extends far beyond the tortilla space. The team has thoughtfully expanded as consumers have proven different dietary preferences: tortillas come in different flour types (chickpea, almond, coconut, to name a few), chips come in both different flavors (sal y limon, nacho, sea salt, etc.) and pack sizes (new 6 ct now featured for on-the-go consumption). Their queso is vegan. Their bean dip is sprouted. Their chips are made with 100% avocado oil. Siete continues to adapt and keep their finger on the pulse of the health movement and consumers’ food preferences.

At the heart of delighting consumers is focusing on the consumer experience and mapping your consumers’ journey

Delighting the modern consumer is not about just optimizing the product itself, it’s about curating optimized touchpoints with the consumer at every step of their journey. How can a brand delight consumers at the point of sale through product marketing, messaging, or aesthetics? How can a brand delight consumers post purchase, ensuring continued loyalty? Successful Challenger brands put their consumers first at every step, bringing their consumers a delightful consumer experience from start to finish.

As always, we want to hear from you! If you’d like more information on any of our challenger brand studies, or want to share a brand of your own, please reach out at info@seuratgroup.com.

 

 

Great Wealth Transfer:
https://www.cnbc.com/2019/08/12/a-big-wealth-transfer-is-coming-how-to-get-younger-generations-ready.html

Nike:
https://qz.com/quartzy/1655111/nikes-snkrs-app-is-fueling-its-digital-business/
https://www.nike.com/us/en_us/c/nike-plus/nike-app

Equal Parts:
https://equalparts.com/guidance

Blueland:
https://www.forbes.com/sites/viviennedecker/2019/04/30/meet-blueland-making-single-use-plastics-a-thing-of-the-past/#4a2b40a262eb
https://www.blueland.com/pages/our-mission

Lily’s:
http://healthyfitfabmoms.com/reviews/articles/lilys-sweets-chocolate-that-tastes-way-too-good-to-be-sugar-free
https://www.amazon.com/Lilys-Chocolate-Stevia-Original-Ounce/dp/B0083CP052/ref=sr_1_1?fst=as%3Aoff&keywords=Lily%27s+chocolate+bars&linkCode=sl2&linkId=982c7a3d93b68d848ef1665fac6bab2f&qid=1570402582&refinements= p_89%3ALily%27s&rnid=2528832011&s=grocery&sr=1-1#customerReviewsref=sr_1_1?fst=as%3Aoffkeywords=Lily%27s+chocolate+bars&linkCode=sl2linkId=982c7a3d93b68d848ef1665fac6bab2f&qid=1570402582&refinements=p_89%3ALily%27s&rnid=2528832011&s=grocery&sr=1-1#customerReviews

Stasher:
Seurat Group Benchmarking
Amazon
https://www.stasherbag.com/collections/the-stasher-ecosystem

Soylent:
https://arstechnica.com/gadgets/2013/10/soylent-gets-a-1-5-million-infusion-of-venture-capital/
https://www.foodbusinessnews.net/articles/14059-soylent-expanding-reach-in-brick-and-mortar-channels
https://www.foodnavigator-usa.com/Article/2019/04/08/Soylent-goes-nationwide-with-Walmart
From Online to Omnichannel: Soylent in the Real World.
https://www.youtube.com/watch?v=KQhYJ_hE8P4
https://austinpedicab.org/2019/06/16/soylent-2017/

Ritual:
Instagram
https://ritual.com/articles

Cora:
https://cora.life/pages/applicator-tampons
https://www.forbes.com/sites/eilenezimmerman/2016/02/24/a-tampon-that-isnt-wrapped-up-in-pink/#5364cd2616c4
https://www.forbes.com/sites/clareoconnor/2017/11/06/subscription-tampon-startup-cora-raises-6m-to-launch-new-periodproducts/#
7405043e4896

Recess:
https://www.forbes.com/sites/katieshapiro/2019/01/12/the-6-best-cbd-seltzer-waters-to-save-you-during-dry-january/#7afee1a536c0
https://www.takearecess.com/pages/stockists
https://www.cnbc.com/2019/02/13/online-brand-recess-just-opened-its-first-store-to-sell-cbd-drinks.html
https://www.bonappetit.com/story/recess-cbd-drinks

Ancient Nutrition:
https://ancientnutrition.com/about/
https://www.forbes.com/sites/christinatroitino/2018/03/10/ancient-nutrition-raises-103-million-from-100-investors-to-heat-the-bone-brothmarket/#69128e7f20e2

Ellenos:
https://www.businesswire.com/news/home/20180417006730/en/Family-Led-Yogurt-Brand-Ellenos-Raises-Growth-Capital
https://ellenos.com/our-locations

Siete:
https://www.forbes.com/sites/chloesorvino/2019/02/04/why-grain-free-tortilla-maker-siete-family-foods-just-raised-90-million/#4c53338e6367
https://sietefoods.com/blogs/siete-stories/our-new-line-of-dairy-free-queso
https://sietefoods.com/pages/products

Unlocking Growth Through Health and Wellness

Unlocking Growth Through Health and Wellness

Unlocking Growth Through Health and Wellness

Unlocking Growth Through Health and Wellness

Introduction

Food & Beverage are the primary tools for the majority of Americans to manage their overall Health and Wellness (‘H&W’). 1 in 4 Americans report using exercise to primarily manage their health and wellness, while 3 in 4 Americans do so through food.1

Unfortunately, US consumers are becoming less healthy overall. For example, 9.4% of the US population is diabetic, and another 25% is prediabetic; obesity levels continue to rise.2 Healthier eating and nutrition are widely discussed in culture, yet 2 in 3 consumers are confused about which products to choose as healthy.1

Helping consumers make better nutrition choices is clearly better for public health. It is also a critical growth strategy for brands and retailers as 2 in 3 shoppers are willing to pay a premium for healthier products.3

State of Health & Wellness1

Harnessing Health & Wellness

We believe every manufacturer can unlock growth through H&W, but it requires greater focus on truly understanding consumer H&W triggers, identifying the consumer role of H&W at retail, and engaging consumers along the purchase journey.

In this growth paper, we highlight how manufacturers can simplify H&W choices, engage shoppers along the purchase journey, and partner with retailers to grow category and brand sales.

H&W Playbook

Identify Consumer H&W Triggers

A one-size-fits-all approach won’t work as consumers have unique needs when it comes to H&W. Two segments of H&W consumers, Limiters and Seekers, are examples of how this is uniquely brought to life:

1) Limiters restrict how much unhealthy food they eat and seek physical benefits from their diet. They look for specific macronutrients and take a measured approach to support managing their body.

2) Seekers are eating natural and unprocessed foods regularly and are searching for help with holistic health and functional performance. They actively use food and beverages to enhance their physical and mental wellbeing.

Manufacturers and retailers need to understand consumer H&W motivations by segmenting and targeting consumers based on attributes and benefits they prioritize, as well as motivations and triggers that drive changes in behavior. Providing products and communication that resonates with the unique priorities of each specific segment is the foundation for growth.

Consumer Triggers

Segment H&W Customers

Manufacturers must understand the H&W development of their customer set to inform how they engage with retailers. Many retailers are looking to connect to growing H&W trends, but need help to do so in a way that is right for their shoppers.

Manufacturers should build a H&W retailer segmentation to inform how to position their portfolios and advise retail partners on how to grow through H&W. This starts with both

1) Identifying how important each H&W offer is for a retailer’s shoppers

2) Identifying how shoppers rate retailer performance on this offer

Understanding the intersection of importance vs. performance helps manufacturers prioritize investment and customize recommendations for retailers based on a shopper-first perspective.

We need MFGs to tell us what is right way for me to be a H&W leader for our shoppers.”–Leading US Retailer

Inform and Inspire H&W Shoppers

To truly unlock growth, manufacturers need a deep understanding of the role H&W plays in driving behavior along the shopper journey. Given the high degree of confusion among shoppers around which H&W products are best, brands have the opportunity to educate consumers and influence their choices.

Manufacturers also need to work with retailers to support shopper activations and evolve in-store conditions in a way that provides much needed H&W information for shoppers and drives category growth.

Through this process, manufacturers can better leverage H&W insights to inform the right distribution of items, optimize the shelf set, determine which benefits & attributes to communicate through merchandising and optimize pricing opportunities.

Shoppers are overwhelmed by the choices in the grocery store and the lack of transparency on what is actually healthy. It’s hard to know what’s good for you these days as diet trends keep changing and the ‘healthy’ options in the stores keep expanding.”4

It’s just product overload. There are tons of stuff in every single category. Everything is organic or inorganic or said to be ‘healthy.’ It’s hard to weed out what you should and shouldn’t buy.”4

Conclusion

To drive growth through health and wellness, manufacturers and retailers need to start with the consumer, identify their H&W needs, understand what they aren’t getting today, and let this drive decisions along the shopper journey. Those with deep H&W insight will better delight consumers, shoppers and retailers, and unlock a significant new source of growth.

The Seurat Group is an insights-driven consumer packaged goods consulting and private equity firm whose mission is to delight consumers. We help our clients and portfolio companies by artfully integrating multiple lenses of insight to unlock new perspectives & uncover new growth opportunities.

We’d love to hear from you! To discuss any of these ideas further, please contact us at info@seuratgroup.com or visit us at https://seuratgroup.com/

 

 

2 CDC.gov
3 Seurat Benchmarking 2018
4 Food Navigator and Bernstein

Challenger Brand Leadership Series: Harmless Harvest

Challenger Brand Leadership Series: Harmless Harvest

Challenger Brand Leadership Series: Harmless Harvest

Challenger Brand Leadership Series: Harmless Harvest

Ben Mand, CEO of Harmless Harvest, talks about the power of pink coconut water, constructive capitalism, and why he wants to fly his sales leaders to Thailand

This article is part of our Leadership Series.

The Seurat Group has well-documented the rise of the challenger brand within the CPG industry. We admire their ability to disrupt categories and create new segments by better meeting consumer needs. In this series, we have set out to profile successful challenger brand leaders and better understand how they challenge convention.

In each article, we focus on 3 questions:

  1. What space, practice or convention are you challenging?
  2. How are you challenging it?
  3. What has challenged you along the way?
Introduction

Harmless Harvest unlocked a whole new tier of premium coconut water when it launched the first non-thermally pasteurized, perishable coconut water in the US. The brand stood out due to its elegant packaging and the distinct pink hue it takes on when antioxidants in the water interact with elements, such as light. In 2014, it became the first brand to achieve Fair for Life Certification. This designation means that Harmless Harvest is committed to paying fair prices for goods like their coconut water and supporting the wellbeing of local communities in Thailand, where they source and manufacture products. Not only is Harmless Harvest organic but they also help farmers convert to organic methods.

In 2018, the company needed to transition to a new phase of growth strategy without losing its challenger identity and mission orientation.

For Ben Mand, the decision to join the Harmless Harvest team came down to three questions:

(1) Did he believe in the brand?
He did: he felt the mission was one he could truly put his heart and soul into.

(2) Did he believe in the product?
He did: after conducting taste tests, chatting with store employees, and scouring online reviews, Mand felt that Harmless’ product was truly unparalleled.

3) Did he have the skill set to help the brand harness its full potential?
He did: Mand had built a career in the consumer goods industry, making a name for himself as a tackler of thorny problems at General Mills, and playing an instrumental role in the meteoric rise of Plum Organics (where he held many roles, including SVP of brand marketing and innovation). He believed his expertise in revenue generation, culture development and supply chain/logistics management would help take Harmless Harvest to the next level.

We were excited to talk to Mand about Harmless Harvest’s ambitious mission to challenge the very fundamentals of capitalism.

What space, practice or convention are you challenging?

Mand: This company was founded first and foremost on the principle of constructive capitalism. In traditional capitalism, the founders or investors might benefit from a company’s growth. In a constructive model, everybody along the value chain should benefit – farmers, harvesters, employees, consumers, investors – everyone.

Our founders (Justin Guilbert and Douglas Riboud) started the company with this business model in mind, but no idea what they were actually going to make. Justin and Douglas found themselves in South America, sampling different types of fruits they could commercialize as juice and bring to market. To help balance the taste, they tried blending them with coconut water, but they found all the coconut waters were nasty! They realized that despite coconut water becoming increasingly popular, no one was doing it right. The other manufacturers were all using the same factories and the same sub-optimal processes that included concentrating or thermally processing the water. This resulted in a product that was so far from what coconut water should be. Justin and Douglas knew they could do it better.

Today, we are challenging the way that business should be done and the way that consumers think about paying for products. Consumers in the US spend a smaller share of their income on food compared to any other country in the world (note: American consumers spend 6.2% of their household income on food).1 However, what we eat is so foundational to long term personal, environmental and societal health.

I believe it’s my job to help more people understand that it’s worth it to spend a little more on what they eat and drink in order to better support product quality and responsible business.

Harmless Harvest coconut water is quite a bit more expensive than shelf stable, but we are more than worth it in terms of taste, purity, and impact.

How are you challenging that convention?

For consumers, we have to prove to them that the high price is worth it. Our credentials (like Organic and Fair for Life) get us in the door – they show we are “one of the good guys”. But, it’s really about the quality of our products. When consumers try our coconut water, they immediately get that it’s dramatically different. To get people to try it, it’s not about mission-driven, it’s about celebrating taste. After they experience our product, we can share more about our story. You have to earn the chance to educate them by first providing a demonstrably better taste experience. For retailers, we need them to understand that this is a different type of business. I took a number of my leadership team members, including my head of sales, to Thailand to observe our supply chain and factories. You could argue that a head of sales doesn’t need to know how we pick our coconuts. But I felt it was important that he know how to translate what we do for our customers.

Academically, anyone can talk about responsible business, but when you go there and experience it, it becomes personal and visceral. He can use that experience in conversations with customers to help them understand how our products are different and more aligned with the needs of the new millennial consumer.

What has challenged you along the way?

One of the key challenges is to really focus not only on getting your leadership team right, but also setting your entire organization up for success. You have to understand the organization, assess the current capabilities and make sure you have the right plan in place. If not, you’re hampered in your ability to build and deliver against a bold plan. Do you have the right people, capabilities and metrics in place to support your priorities? I joined the company in July, and we delivered our strategic plan to the board in November. This gave us essentially 5 months to re-work the leadership team, assess the business and organization, determine the organizational priorities, and write the plan – all while building out the teams across the organization. It was a sprint, but it let us hit the ground running on our biggest priorities.

As we look ahead, I am most excited for this team to tackle our biggest supply chain priorities and launch our new phase of innovation. Those two areas are true unlocks from a topline and profitability standpoint.

The Seurat Group is an insights-driven consumer packaged goods consulting and private equity firm whose mission is to create the clarity to act and invest in the future. We help our clients and portfolio companies sell more, more profitably, in more places, to more people by challenging convention.

 

 

1 https://www.weforum.org/agenda/2016/12/this-map-shows-how-much-each-country-spends-on-food/.

2019 Top 10 Revenue Growth Ideas: Leveraging Insights to Drive Growth

2019 Top 10 Revenue Growth Ideas: Leveraging Insights to Drive Growth

2019 Top 10 Revenue Growth Ideas: Leveraging Insights to Drive Growth

2019 Top 10 Revenue Growth Ideas: Leveraging Insights to Drive Growth

Introduction

As has become tradition, we are sharing our annual top 10 revenue growth ideas with our network. This year we are using our platform to focus specifically on the role that Insights can play in unlocking growth.

We believe that the Insights function has the mandate to play a more transformative role in a company’s growth strategy. Insights should be a growth function, acting as an inspiration generator and conviction creator that empowers teams to make bold decisions.

With that in mind, we are highlighting the top 10 ways to leverage Insights for revenue growth. These concepts span all levels of the growth strategy framework, further reinforcing how Insights should be involved in every step of creating and updating a firm’s demand-generation strategy.

Top 10 Ideas: Growth Strategy Framework

Where to Play

Map for tomorrow
Develop a proprietary, predictive view of where to play that defines the consumer frame of reference, addressable market, and best opportunities to commercialize strategic choices.

Why it Matters:
A common insights foundation guides innovation and brand strategy, allowing brands to stay ahead of tomorrow’s opportunities and anticipate where to play in the future.

Role of Insights:

  • Develop a proprietary consumer definition of the category that combines learnings from leading-edge consumers, emerging trends, and other industries
  • Update and evaluate annually as a key input into annual business/strategic planning

Result:
This forward-looking market map empowers the team to plan ahead and creates the right to win.

Assess your job prospects
Expand thoughtfully by regularly assessing and re-assessing which jobs your brand can win.

Why it Matters:
Breakthrough revenue growth comes when brands successfully expand their reach into new spaces.

Role of Insights:

  • Build a deep understanding of brand resonance and consumer benefits to identify which jobs your brand will be “hired” for
  • Reconcile these potential jobs with the firm’s capacity to support expansion based on category and company dynamics

Result:
An effective insights foundation identifies the brand’s repeatable growth model and enables smart and sustainable expansion.

Create conviction
Know where to play – and just as importantly, where not to play.

Why it Matters:
As organizations grapple with big choices on how to prioritize multiple opportunities, they need the clarity to make difficult decisions, especially when that means challenging convention.

Role of Insights:

  • Actively seek new lenses of insight to inspire different outcomes
  • Arm the organization with these insights to enable teams to make, communicate, and defend difficult decisions
  • Use insight to create the case for change and future-proofing

Result:
Insights-driven decisions that build widespread support for broader organizational direction.

How to Win

Champion your leading edge
Inspire disruptive innovation by learning from the leading-edge consumer—that is, consumers other than your category’s mainstream core consumer.

Why it Matters:
Research based on today’s core results in close-in line extensions and product modifications, not forward-looking innovation that creates the right to win.

Role of Insights:

  • Identify what “leading-edge” means for your business. It may be lapsed users, ultra-heavy shoppers, younger shoppers, or the most informed shoppers
  • Understand how these shoppers use, avoid, or “hack” your focus categories
  • Connect these leading-edge behaviors to unlock growth from mainstream shoppers

Result:
Understanding the leading edge allows the team to disrupt by better meeting unmet or emerging needs.

Embrace omnichannel
Think outside the traditional channel structure when researching or planning go-to-market efforts.

Why it Matters:
The siloed “channel-first” approach fails to account for the increasingly cross-channel nature of shopper journeys. As methods to engage consumers and shoppers become more fragmented, it is critical to understand shopper journeys and key trigger points from an omnichannel perspective.

Role of Insights:

  • Reinforce a “consumer first” mindset, instead of a “channel first” approach
  • Map the end-to-end consumer journey to understand where consumers want to discover, learn and buy
  • Assess the most critical inflection points for reaching your target shopper

Result:
Insights functions can enable organizations to make go-to-market decisions and integrated demand plans through the lens of the consumer.

Spark digital transformation
Reimagine your organization’s approach to digital by placing the consumer and shopper at the center of your strategy.

Why it Matters:
Your shopper’s path to purchase increasingly involves fragmented digital touchpoints, and she expects a seamless brand experience across these points – on her terms.

Role of Insights:

  • Build the fact base and vision required to orient strategy and justify investment in digital transformation
  • Infuse digital and ecommerce perspectives into all research initiatives

Result:
Organizations can transform to align with this new consumer reality, justifying their investment with a solid fact base.

Activate the 4Es
Elevate the value equation from the traditional 4Ps to the new 4Es: Experience, Exchange, Evangelism, and Everywhere.*

Why it Matters:
Today’s consumer has more choices than ever, requiring brands to work harder to win trial and build loyalty. Consumers want to engage with brands on their own terms before “rewarding” them with a purchase.

Role of Insights:

  • Understand the consumer and shopper beyond their interactions with your product.
  • Elevate your brands’ value proposition with broader cultural and lifestyle contexts
  • Spark a mindset shift from “marketing against the 4Ps” to “providing consumer experiences”

*In the digital age, a successful brand must engage consumers through the 4Es. The Product becomes an Experience that delivers memorable moments. Price evolves to an Exchange that goes deeper than a transactional relationship with the consumer, offering value beyond price. Promotion turns into authentic, consumer-led Evangelism. And Placement becomes Everywhere: a consistent product and brand story available everywhere your consumer expects to see it.1

Result:
Mindset shift equips brands to authentically deliver against new growth levers and strengthen consumer loyalty.

How to Action

Prioritize packaging
Reimagine packaging to enable the 4Es and elevate the brand value equation.

Why it Matters:
Packaging is often under-utilized for growth but plays a vital role in unlocking new consumer engagement and distribution opportunities.

Role of Insights:

  • Consider the role of packaging in research initiatives such as leading-edge consumer research and price-pack architecture
  • Understand packaging’s ability to deliver multiple benefits, such as ecological credibility, functional benefits, new need states, superior storage, seamless fulfilment, and badge value

Result:
Full leverage of a critical growth lever.

Leverage e-commerce learning for rapid iteration
Use digital as a learning channel in addition to a sales and marketing channel.

Why it Matters:
The rapid acceleration and “failing fast” needed to win in eCommerce can fuel success in other channels, too; this is a critical part of the challenger brand playbook.

Role of Insights:

  • Use digital learnings to optimize product mix, refine messaging, and more deeply understand the consumer
  • Own coordination of insights and application across the demand landscape

Result:
Better-informed omnichannel planning and successful retail launches.

Unlock the value equation
Drive revenue growth by better elevating the consumer value equation and proactively addressing ecommerce-driven pricing challenges. If not already existent, establish a Strategic Revenue Management leadership function to guide decision-making.

Why it Matters:
Among global top-50 CPGs, two-thirds of revenue growth is driven by pricing and mix, not by volume gains. ecommerce-driven price transparency makes revenue and profit growth even more challenging.2

Role of Insights:

  • Understand consumer jobs, shopper missions, and customer needs to identify incremental opportunities
  • Pair these insights with knowledge of current price-pack architecture to build consumer-driven architecture
  • Offer unique, customer-specific architecture that delivers and captures more value

Result:
Brands can thrive across retail environments even as price transparency issues increase.

We’d love to hear from you! To discuss any of these ideas further, please contact us at info@seuratgroup.com

 

 

1 Brian Fetherstonhaugh, Ogilvy & Mather.

2 BCG: How Net Revenue Management Boosts the Top and Bottom Line.

Challenger Brand Leadership Series: The Honest Company

Challenger Brand Leadership Series: The Honest Company

Challenger Brand Leadership Series: The Honest Company

Challenger Brand Leadership Series: The Honest Company

Nick Vlahos, CEO of The Honest Company, explains how the company maintains its challenger mindset as it scales

At Seurat, we have well-documented the rise of the challenger brand within the CPG industry.
We believe that a “challenger mindset” is not defined by a specific company size or maturity; rather, it is a willingness to challenge convention. We can all learn from this ethos. To that end, we are profiling successful challenger brand leaders to better understand how they cultivate and maintain their position as challengers.

We focus on 3 main questions:

  1. What space, practice or convention are you challenging?
  2. How are you challenging it?
  3. What has challenged you along the way?
Introduction
When Jessica Alba founded The Honest Company in 2012, she set out to challenge the idea that new parents had to choose between safety and efficacy in their household essentials. In doing so, she and her team built an explosive-growth household products business using a direct to consumer model to delight new parents and disrupt established categories. The result was a company that was reported to be valued at over $1B in 2015, just 3 years after its launch. In the years since, the organization has experienced its share of growing pains: item proliferation and a handful of product issues threatened its position in the market, leading to leadership changes at the company and the need for a next generation growth plan.

Nick Vlahos, formerly COO of The Clorox Company, joined The Honest Company as CEO in 2017 and was responsible for many of the shifts in strategy that are driving The Honest Company’s resurgence, including a focus on core product categories and improved R&D practices. After spending time at other values-based organizations (including building the Burt’s Bees brand at Clorox), Vlahos was personally intrigued by The Honest Company’s mission to empower people to live happy, healthy lives. We sat down with him to learn about how he has helped the brand further its purpose while evolving its Challenger mindset over the last 18 months at its helm.

 

What space, practice or convention are you challenging? How are you challenging it?

Vlahos: From the beginning, it was all about empowering people to live happy, healthy lives. And that mission resonates in an even bigger way today. The beauty of this mission is that it isn’t in a specific category, rather, it’s bringing the idea of “wellness” to life in the things that go on you, in you and around you. With my experience building brands domestically and internationally, I play a crucial role in helping to further our brand mission. We are fortunate to have so much room for growth given that the company is only 7 years old.

A fundamental way that we challenged the industry is around accessibility – we want
to provide products for consumers in exactly the places where they want to find them.

At its inception, the company was disruptive in that it was e-commerce first, thanks to our direct to consumer model. Traditional companies had built supply chains and retail distribution with brick and mortar retailers that were dependent on shoppers taking a car ride or a walk and navigating the store to access their products. Jessica’s vision around empowerment was not only around transparency and wellness, but also ease. How do we do things better to really help you live a happy, healthy life? Maybe you are happier without having to take a trip to the store to get the solutions you need. We disrupted an industry that was built around retail distribution and made it easier for consumers to get products delivered to their homes.

At that time, we were challenging the convention that you have to go to the store to buy household essentials. We took this convention and said no, not necessarily. We will provide those items directly to you and create a subscription model where you don’t have to think about it anymore. That model seriously disrupted traditional go-to-market norms.

Today we are challenging the conventional wisdom that is “you can be good in DTC, but can you actually be good at omnichannel presence?”.

Can anyone execute with excellence in DTC, dot coms, and brick and mortar? And do that in a way that remains authentic to the company’s mission? And can you do that consistently? And can you do that in international markets?

We believe we can. Today, we provide products wherever people want to procure them. If you’re interested in online, we are there. If you are interested in going to a store and walking, you can find us at major retailers. That’s how people want to shop today, so we need to be in a position to really disrupt there. The big players are of course trying to do this too, but we believe we can do it better by offering the right value proposition at each access point. Many of the big players started as retail businesses and now are becoming DTC. We started as DTC – with that comes the best data and authentic consumer connection. We are using these assets to our advantage as we expand into brick and mortar.

Our direct to consumer DNA gives us an edge with innovation. For example, we did a Major League Baseball diaper collection. We created unique diapers for 8 teams/cities. We introduced it through our DTC platform, and in just 60 days were able to learn which products sold, and which didn’t, and why. In 2 cities, the product just didn’t sell as fast. That enabled us to better manage our own supply chain. It also helped us with our retail partners by not putting those cities’ product on the shelf because the turns weren’t there.

By being digital first and consumer first, we can access and use consumer insights better than larger companies that were built off of a traditional model.
What has challenged you along the way?

As we continue to grow, our competition takes notice and looks to us for inspiration. There are more competitors trying to get into the natural, better for you space, so our categories get more crowded. The positive is that they raise consumer awareness – and we want people to know about better products and ingredients so that we can change the CPG industry together for the better.

As we scale, we need to maintain the performance, quality and efficacy of our products. We wanted to raise the bar in order to compete with the larger players that have robust capabilities around formulation and development. We needed to rise to meet those standards by providing products with really strong designs and by maintaining the highest levels of safety and efficacy. Finally, we needed to bring our products to market faster. To do so, we built product labs for both our beauty and personal care businesses. Now, we do product development in-house, then work with the right partners when it comes to manufacturing the product. This sets us apart and allows us to stay nimble.

There’s always been a belief that as you scale a business, quality is negatively impacted. We say “no”.

As we scale, we are looking to improve the quality of our products. At the end of the day, our customers’ health, safety and satisfaction is our highest priority, so we need to continue to provide the highest quality products on the market. Every day we are continuing to work on earning our consumer’s trust. It’s hard to gain and easy to lose. Our mission is more resonant than ever when it comes to transparency and raising the bar on safety. We want to scale our business and maintain trust by ensuring that there is never a trade-off when it comes to the efficacy, quality, safety and goodness of our products.

The Seurat Group is an insights-driven consumer packaged goods consulting and private equity firm whose mission is to create the clarity to act and invest in the future. We help our clients and portfolio companies sell more, more profitably, in more places, to more people by challenging convention.