In early January, P&G announced plans to buy Billie, a subscription-based, direct-to-consumer brand focused on women razors. Female razors have long been a consistent revenue generator for CPG companies—not due to product quality—but because of a strange mix of sexism, product development and market concentration. The US female razor market is a $1 billion industry… Continue reading
Combatting counterfeit products on Amazon is one of the most significant issues facing brands today. According to a Gartner-L2 study, 1/3 of all reviews for products listed by third-party sellers contain the words “fake” or “counterfeit.” Marker recently ran an interesting article on S’well, the fashionable water bottle company. The company, which reached sales of… Continue reading
If you want to understand why small retailers struggle in modern America, you need to understand one thing: fair trade laws. Today, fair trade is typically presented in the context of international trade. Essentially, a regulation that allows producers in the developing world to compete with large multinational conglomerates who have massive scale and purchasing… Continue reading
In 2020, one of the most significant issues facing consumer packaged goods manufacturers is what they should do about Amazon. Amazon controls about 50 percent of the American online market. That means that a brand’s Amazon strategy often becomes their overall e-commerce strategy. At first glance, consumer packaged goods and Amazon seem like they should… Continue reading
Innovation is a somewhat nebulous concept in the consumer packaged goods (CPG) industry. Every company will claim innovation is a priority, but very few are good at it. In fact, I would say that most CPG companies are terrible at it. From the WSJ Gum makers are mixing everything from vitamins to candy into their… Continue reading
Reengineering Retail isn’t a bad book. It’s just…whatever. Written by Doug Stephens, Reengineering Retail tries to lay out a theory that encompasses the future of retail. The central idea is this. Digital technology has upended the traditional retail industry. The retail store is no longer a static distribution point for a product. Instead, Stephens, a self-proclaimed “consumer futurist”, sees them as “experiential media channels.” Now, throw in a bunch of business buzzwords, technology-centric case studies, and a weird 20-page diversion into innovation consulting, and you have successfully described Reengineering Retail.