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  • 1 Hour video with good perspective about honesty in business and how it makes more money…geared towards B2B sales. ow.ly/dgHCG

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  • What are arguments to sell retailers on the benefits of a manuf. engaging in direct marketing? My answer on Quora.
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From 2012_09_03_Hike_S_Platte_River

What follows is a presentation deck format for raising money from investors.  This document is an ever-evolving work that is never finished.  Think of it as your business plan.  Update it and stay close to it, even after your fundraising round.  As a rule for me, I would expect to take 3 months assembling and fine-tuning this document before it’s ready to present to investors. There is often a lot of research and financial projection work behind it, in addition to passing it around for feedback.   It takes times to get it right.  Keep the language simple that anyone can understand. Don’t assume that people will know what certain slang, jargon or buzzwords mean.  Limit the deck to a maximum of 15 slides, but around 10 is a lot better, if possible.

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  • TROUBLE IN AISLE 5’ FOR ESTABLISHED FOOD BRANDS AND TRADITIONAL GROCERY STORES ow.ly/ceOH9 Demographics driving
  • Nice article about the pervasive use of discounting in consumer products and how to get away from it. ow.ly/cexVj
  • Amazon same-day delivery: How the e-commerce giant will destroy local retail. ht.ly/ccj82 Continue Reading…

Despite the explosive growth of online e-commerce and its widespread use for buying and selling products, selling products through retailers continues to be the most important mechanism for consumer product companies to earn revenue. In 2010, Forrester Research concluded that on average, 93% of all product sales happens through brick and mortar retailers, and that number is projected to shrink only 1% to 92% by 2014.

The problem with a consumer product company selling at retail is that its getting harder and harder to get on shelf and stay on shelf. Consider the following:

  1. Innovation has exploded. Technology has made it easier, cheaper and faster to design, test and produce products. On top of that, the Internet has made it easier, cheaper and faster to get information, whether its finding out what competitors are doing, locating outsourced manufacturers to produce a product and anything in between. As a result, anyone with an idea can start a company and create superb products.
  2. Capital is relatively available. Compared to previous decades of the twentieth century, many more sources exist. Whether its personal sources such as credit cards, second mortgages, family or friends, or institutional sources such as angel investors, private equity firms and government-supported funding entities, it is far easier to raise capital than ever before, even with the great recession of 2008-2009. Crowdsourced funding is the latest interation, with the likes of Kickstarter allowing anyone with very small amounts of investment to participate in funding a company’s growth.
  3. Vertical integration is a thing of the past. Start-ups and small consumer product companies don’t need to own their entire business. They can outsource almost anything and keep that which they do best in-house.
  4. Markets are sliced into more and more niches. Marketing has fragmented by opening up more channels for reaching customers and niche groups. Think of just TV, which is not just hundreds of channels that can be further targeted to specific geographic areas, but is now being leverage with the rise of second screen marketing that allows viewers to watch TV and interact on their device about the TV program. It is getting easier to reach these niche customers with products that only appeal to them.
  5. Entrepreneurs are the new rock stars. Even since the deep recession of 2008, there is increased interest in starting your own business because people are not happy with their current work and feel starting and owning their own companies will give them more of what they want in their professional and personal lives.
  6. Retail may be shrinking in some categories. Retailers find that 80% of profits come from 20% of products, so there is a move towards smaller stores with more focused product selection (what retailers call “SKU rationalization”).
  7. Success is defined by a small group of early adopters.  I just read an interesting report, where just 1.5% of shoppers decide the success of new CPG products.  If your product marketing, packaging, pricing, features and benefits don’t hit what appears to be a pretty small target of consumers, you’re out.

Well, why not just focus online? In fact, many companies are doing that and many because they can’t get to retail. The biggest difficulty I see with online is that the competition to get your customers attention is that much more than on shelf.

For example, I was doing some retail research recently in the condiments category.  For BBQ sauce, I found 15 brands at Whole Foods to choose from and 20 brands at Safeway.  But, online for “BBQ sauce” at Amazon, and how many brands do you think will come up? I stopped counting at 50.

I love online and part of my background was doing Internet start-ups for 10 years and every consumer product company has to be there, but securing retail shelf space is still where its at.  To learn more about how to secure shelf space, check out my products page, where I have some publicly available content.

Disclosure: I have not received any compensation for writing this post. I have no material connection to brands, products or services that I have mentioned. I am disclosing this in accordance with the Federal Trade Commission’s 16 CFR, Part 255.

On the Calendar

I will be at Naturally Boulder’s Spring Fling event this Wednesday, May 23, 2012

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  • What if Your Life Could be More Engaging Than Television? ow.ly/b1uir Great friggin’ post by one of my favorite writers.
  • Our extremely low snowpack in Colorado – 11% of normal statewide. Click link to see image:ow.ly/aXTdF

Recent picture with my lovely wife

Disclosure: I have not received any compensation for writing this post. I have no material connection to brands, products or services that I have mentioned. I am disclosing this in accordance with the Federal Trade Commission’s 16 CFR, Part 255.

It was a somewhat small space and we were packed in pretty good.

I attended the Pitch Slam event last week put on by Naturally Boulder, a networking group for the organic/natural/sustainable segment. The event had 25 start-ups present their case to receive a grand prize of over $25K that included cash and services.  Pitch Slam – what a great name – started at 2:30 and ended at 5:00, followed by the dinner event that included pitches by the finalists and selection of the winner. Overall, the event was exceptionally well done and I thoroughly enjoyed it.

This article summarizes the Pitch Slam presentations, including my score on the presentation, the business idea presented, the judges score and additional notes and learnings. I have not included names of companies, just their product concept. I wrote down my scores before the judges to see how I stack up against these alleged experts.  I love attending events like this to hear other companies, not just to hear ideas, but to learn what others are doing and how they are doing it. Click here to download an excel sheet that includes scores and brief comments on all presentations.

My Top Four Picks

It was suppose to be three, but the judges chose four, so I chose four. They are as follows:

1. Breast-pad that masks leaking. This is a fantastic concept that was my number one pick. And, the judges thought so to, because it was the grand prize winner. The founder is a mother who saw a clear need from her own experience and came up with a product that solves the problem.  Because it uses sustainable materials in its production, the company has added marketing fodder to exploit in its messaging. The company has demonstrated excellent growth thus far and has a catchy name that drives attention. The target market is moms, one of my favorite markets to sell products because there is high word of mouth factor. The company had grown from 0 to over 160 retail locations worldwide in less than a year.

2. Organic remedies for first aid market/scar healer. The founders first product is a wound healing ointment that promotes healing and

I grabbed a corner chair in the back next to the window with a great view

reduces scaring, which they thought up after trying to find a product like this for their own use. They are attacking this segment with organic products, not synthetic, to help people heal from wounds. Their market can include not just health care facilities, but also the direct consumer through retail outlets. They are currently testing the product and results look as promising as hoped.

3. Organic seasonings and rubs. The founder did his research in the seasonings market by noticing that this category was rather archaic in its product offerings and had not yet been influenced by the natural/organic sustainable movement that has (and is) transforming other categories. He identified a need for organic and is filling that need with what appears to be innovative products. I also liked that the founder had previously owned CPG  company, which I think he said he sold, so there is management experience.

4. Organic humus. The founder saw an opportunity based on his experience working in grocery and getting to know the category.  He has come up with a product that is differnetiated primarily based on organic ingredients, but also flavors. He has strong sales results thus far to demonstrate success.

There is a common thread among all four: they saw a need based on direct experience and qualified that need by studying the category. The first company, the breast-pad maker,  however, is solving the need with a product that addresses serious pain (embarrassment and clothes that get soaked through) among breastfeeding women who may experience this issue, and, whose competition includes pretty dismal choices for alleviating this problem. All other companies have substitute products that, while maybe not as good, are sufficient to solve the problem, hence the pain is not as great to cause the customer to buy.

The judges top four included #1 and #4 of my list, plus a granola product, which did not make my top seven and #5 from my list below.

My Next Top Three Choices

My next top three picks I liked a lot. Here’s why:

5. Naturally-died clothing. The next wave in organic/sustainable might be clothing (and should be) and this company is riding this trend. The founder knows the products and has sources in India to make hand-made products. He has shown good early distribution that proves the concept and his model builds in providing more sustainable wages for labor.

6. Pollen/Chia Seeds/Quinoa-based sports energy food. This concept is near and dear to my heart, since I use to suck down energy foods like crazy back in my endurance event-competing days.  This company has strong repeat sales and word-of-mouth marketing results in its retail locations and through the sports events market. It is differentiated in form (it is round balls) versus all other sport foods, whose forms are bars, gooes and drinks and have been that way for a long time. Its ingredients are also new and differentiated. Loyalty can be high in this category, so customer acquisition cost is lower.

7. Quinoa-based veggy burgers.  There is good retail distribution thus far with a great tasting product that has generous margins.. In the food biz, when you have a great tasting product and great margins, you want to look closely at being in that business. They seem to me to be a solid performer that will throw off cash.

Few Comments

  1. I was surprised to hear almost no presenters talk about the online sales channel. All focused on brick and mortar retail distribution as their barometer of success.
  2. On the whole, the presentations were mediocre-to-terrible, with just a few star performers. This greatly surprised me. When you pitch for money from investors, you have to be on your game and have a rock solid presentation.  Is this not widely known? Maybe its not, but it has sure been drilled into me from my past experience raising money. I would have liked to see better presentations.

This post presents a small CPG brand that I recently met.  What follows are the facts I know about the company, its struggles and my recommendations.

Company

This company is 4 years old with the founder as sole employee.  He is also the product inventor.

 

Product Innovation

There are 6 consumer retail products that are flavor variations of its core flagship product and an additional 6 products, some which represent additional flavor variations and the rest which are entirely new product lines.  These can be moved into production fairly easily.  The products are classified as natural and healthy with supporting lab and nutritional analysis.

Production

The company outsources its production to a commercial co-packer, although the founder works on with the co-packer during production.

Logistics

The founder handles the logistics of packing/shipping product to distributors, retailers and resellers.

Marketing

The product is currently unique in the marketplace and has no direct competitors, although substitutes products are numerous.  The company relies on customer word-of-mouth and in-store product sampling as its marketing vehicles.  Its packaging is distinctive, differentiated and “pops” on shelf compared to other products in its cartegory.  The company attends tradeshows as a way to promote its product in the trade press.

Sales/Retail

With several years of sales history, the company has been able to learn from and optimize its product packaging size and price to maximize sales and product turnover on shelf.  It is in multiple small retailers and in several locations of regional and large mainstream natural products grocers.  It sells to several online resellers.

Finance

The founder has supplied all capital to date.  The company currently earns little in net income.

Founder

The owner seeks capital and personnel who can help him  grow the company faster than his current rate of growth.  With the added personnel, he wishes to be able to focus his responsibilities on product innovation, production and in-store sampling activities.

Pros:

  • The co-packer has developed experience for producing the company’s product and has capacity to increase production;
  • The product is unique in its flavors/ingredients;
  • The product has a proven track record of sales with price and product size optimized to generate maximum sales and shelf movement and there is demand for the product.

Cons:

  • The founder is not able to source additional funds for cash flow and inventory and is stuck in a slow growth pattern;
  • The founder is the sole employee and is not able to allocate more time for sales and marketing;
  • The founder has no means for paying additional personnel.

This company is not unlike many small CPG companies in the natural product segment.  They are at a virtual ceiling in their ability to grow because they do not have the funding to break through to the next level.  The next level requires a healthy six figure investment to prep the company for fast growth.  The next level is also much different from an operational and cultural standpoint because it jumps from one as a sole proprietor to one with equity/debt investors, corporate governance, personnel HR, systems and processes.

So, what plan would I recommend to the founder to help break through the virutal ceiling?

Operations

  1. Re-allocate time so that the founder can spend less in production and more in sales and marketing.  The founder has trained the co-packer to produce the product and should step away from the minutia involved in production.
  2. Hire a third party logistics (3PL) company to manage the inventory and retail shipments.
  3. Focus on larger retailers, not small ones.  They require more time but offer much more sales potential.  Its good to use small retailers when first starting out to understand how the product sells and test various in-store marketing tactics, but this company is past this stage.
  4. Forego attending expensive trade shows.
  5. Reduce sampling, as it is a very expensive, for any size company.  Rely more on the packaging to do the selling and other in-store promotions that do not require a sampling team.
  6. Make sure there is a basic website with information about the product, its benefits and the company.  Be sure to have the company website on the packaging with a call to action inviting customers to visit the website.
  7. There should be positive customer feedback in the form of online reviews posted through the online re-sellers.  If none exist, start selling the products through Amazon to get reviews in place.

Fundraising

The founder needs to get the company on a plan to interest investors.

  1. Find managers who are experienced with growing CPG brands AND fundraising;  you can’t pay them, but if you can identify them and put them on your business plan as part of the management ream, that will help with investor interest.
  2. Develop a written business plan with supporting financials and executive summary.  Get help from others if you have never done this before.
  3. Ask people for help with investor introductions.

In summary, the founder needs to re-prioritize time for sales and fundraising.  This is a somewhat simplistic view, as growth challenges are never simple, especially building a team and raising money, but any little step in this direction is a start.

Disclosure: I have not received any compensation for writing this post. I have no material connection to brands, products or services that I have mentioned. I am disclosing this in accordance with the Federal Trade Commission’s 16 CFR, Part 255.