The global consumer packaged goods (CPG) market is projected to grow by $1476.3 billion USD between 2024 and 2029, with a compound annual growth rate (CAGR) of 4.9%. Brands that prioritize innovative branding will be better positioned to capture this expanding market share and build enduring customer relationships.
In the highly competitive world of CPG, implementing robust branding strategies is crucial for ensuring long-term growth and market sustainability. This article draws directly from a recent discussion featuring Dave Korinek, Founder of MAGNETIC, and Brad Hendrickson, Chief Client Officer, hosted by the Magnetic team.
Stream this episode of Stoke Sessions on:
The story of Vizio TVs serves as a timeless example of how innovative branding can disrupt the consumer goods market. Emerging from Gateway's TV division around 20 years ago, Vizio was founded by William Wang with a focus on creating affordable, high-quality televisions. Magnetic Creative played a pivotal role in developing Vizio's brand identity, starting with a key partnership with Costco.
At the time, Costco's stores were dominated by plain brown boxes stacked on racks, resembling a wholesale warehouse rather than a retail experience. Recognizing an opportunity, the team proposed transforming Vizio's packaging into eye-catching billboards. They introduced white boxes adorned with the brand's distinctive orange swirls, standing out dramatically against the mundane brown packaging. Shoppers would approach the boxes, compare prices and features, and impulsively add them to their carts, leading to explosive sales growth.
This innovation didn't stop there. Anticipating competitors would copy the white box design, Vizio quickly transitioned to full-color billboard-style boxes. This move coincided with the rise of larger TVs, such as 55-inch and 60-inch models, making Vizio a pioneer in colorful, large-scale retail packaging. At CES that year, retailers urged others to emulate Vizio's approach, validating the strategy's impact.
Walking into Costco and seeing stacks of Vizio boxes towering above other products created free advertising and a memorable brand presence. This "purple cow" moment, inspired by Seth Godin's concept of creating something remarkable, propelled Vizio from a startup in Costa Mesa, California, to a brand often mistaken for a Sony subsidiary. Ultimately, Vizio's emphasis on "vision meets value" - delivering premium quality at reasonable prices culminated in its sale to Walmart for nearly $3 billion.
For CPG brands, Vizio's success highlights the power of packaging as a branding tool. It demonstrates how competing against industry giants like Sony and Samsung requires a mindset shift: viewing all TVs as direct competitors, regardless of price point, and focusing on differentiation through design and value.
| Time Period | Quarter | Estimated Units Sold | Percentage Growth |
|---|---|---|---|
| Pre-Redesign | Q1 2003 | 10,000 | - |
| Pre-Redesign | Q2 2003 | 12,000 | 20% |
| Post-Redesign (White Box) | Q3 2003 | 36,000 | 200% |
| Post-Redesign (Full-Color Box) | Q2 2004 | 148,000 | 4,111% |
The consumer goods market has evolved dramatically over the past 15 years, as noted by Brad Hendrickson's extensive experience in CPG. From simple retail setups like Walmart's five-and-dime stores to today's hyper-competitive environment, brands face finite shelf space and must adapt to digital alternatives. The value added in the global consumer goods market is projected to reach US$4.54 trillion in 2025, with a CAGR of 1.47% through 2029.
Key changes include the shift toward direct-to-consumer (DTC) programs, which introduce new nuances compared to traditional brick-and-mortar retail. Digital transformation, fueled by AI, enables personalized marketing at every touchpoint. Brands now curate custom offerings, ensuring authenticity and relatability to stand out in a crowded digital space.
Retailers demand strong social media strategies, evolving from basic Facebook presence to metrics like 100,000 TikTok followers. Questions from buyers now focus on merchandising on platforms, driving website traffic to stores, and improving sell-through rates. This omnichannel approach bridges online engagement with physical sales.
Innovation remains critical, with brands using technology to enhance personalization and efficiency. As competition intensifies, staying ahead requires monitoring trends and adapting quickly.
| Year | Estimated DTC Sales (USD Billion) | Annual Growth Rate (%) |
|---|---|---|
| 2020 | 100.00 | - |
| 2021 | 115.00 | 15.0% |
| 2022 | 130.00 | 13.0% |
| 2023 | 145.00 | 11.5% |
| 2024 | 161.22 | 11.2% |
| 2025 (Projected) | 178.00 | 10.4% |
Effective CPG branding fosters advocacy by addressing specific consumer needs. Brad Henderson shared the story of Skinnygirl Vodka and Margaritas, which identified a market gap for low-calorie alcoholic beverages through surveys. By creating a great-tasting product that aligned with consumer desires for healthier indulgences, the brand built rapid loyalty and was acquired by Beam Suntory.
Another example is Jack Daniel's licensed beef products, launched at a 33% premium price. Despite initial skepticism, the established brand equity ensured success, making it a category leader at Walmart and Sam's Club for over 12 years. These cases illustrate the difference between push selling (forcing products into the market) and pull selling (creating demand through audience insights).
Brands must transition from mere products to household names by building communities and badges of honor. This involves using data to avoid plateaus, ensuring repeatable business through superior experiences.
For new or struggling CPG brands, early actions are vital. Dave Kornick recommends starting with audience surveys: one for current customers to gauge perceptions and another for target audiences to validate messaging and positioning.
Key is finding the "sweet spot" by balancing what the brand believes is true about its product, competitor actions, and consumer wants. This uncovers unique selling propositions (USPs) that capture hearts, minds, and wallets.
Brad emphasizes utilizing abundant data for decisions on product innovation, customer strategies, and hiring. The web analytics market in retail and CPG is expected to reach USD 1.44 billion in 2025. Avoid data paralysis by focusing on actionable insights and interpreting data correctly.
Launch with precision: ensure products deliver on promises, adopt a targeted "sniper" approach over "spray and pray," and close the loop from strategy to sales.
| Step | Description | Key Actions |
|---|---|---|
| 1. Audience Survey | Understand current and target audience perceptions | Conduct surveys for existing customers and potential markets |
| 2. Identify USP | Define unique selling proposition | Balance brand truths, competitor actions, and consumer needs |
| 3. Data-Driven Strategy | Use insights to inform product and marketing | Analyze data to avoid paralysis, focus on actionable outcomes |
| 4. Hyper-Targeted Launch | Deliver precise messaging and product | Ensure right message, time, and place; avoid "spray and pray" |
| 5. Post-Launch Engagement | Build loyalty and advocacy | Focus on customer experience and follow-through |
Looking to 2025, CPG brands must embrace technology, with 82% of executives planning to boost AI investments in supply chains. Focus on personalization, DTC strategies, and competitive monitoring to stay ahead.
Customer experience is paramount, extending brand interactions through automated yet personalized touchpoints. Brands like Yeti succeed by knowing their audience deeply, offering premium products that justify costs through quality and care.
Adaptability is key: evolve with consumer habits, prioritize post-purchase follow-through for lifetime value, and use predictive analytics to anticipate trends.
| Year | Estimated Investment (USD Billion) | Annual Growth Rate (%) |
|---|---|---|
| 2024 | 1.44 | - |
| 2025 | 1.66 | 15.3% |
| 2026 | 1.91 | 15.0% |
| 2027 | 2.20 | 14.8% |
| 2028 | 2.53 | 14.5% |
| 2029 | 2.90 | 14.6% |
Magnetic Creative's journey from design-focused agency to comprehensive growth partner mirrors the evolution of CPG branding. With roots in successes like Vizio and expertise in strategy, content, and digital growth, we help brands achieve longevity.
Contact Magnetic Creative today to transform your CPG brand into a market leader through tailored branding and marketing solutions.
Stream this episode of Stoke Sessions on:
--------------------------------------------------------------
Below is the full transcript to the Stoke Sessions Podcast recording
--------------------------------------------------------------
Welcome to another stoke session with the magnetic team. Today, we've got Dave Korinek, founder, and Global Head of Strategy.
We've got Brad Hendrickson, the Chief Revenue Officer here at Mag.
Today, we're gonna be talking about a few different topics, mainly focused around CPG.
Consumer package goods and consumer goods, which is a huge focus for us here at Mag. I'm really excited to get into it. We've got a few fun little topics to cover today with both the guys. Super excited to have him here. So kick us off. Dave, You and I have known each other for a super long time.
I think we're coming up on, like, twenty five ish years that we've known each other.
Brother from another mother, man. I know.
Been super fun. We started working professionally about twenty years ago together, which has been super cool and One of the things that I always appreciate you is just the amount of inspiration you can fill a room with.
Your storytelling is, you know, second to none. And it's been really cool to be able to be part of those stories with you over the last twenty years.
But one of the things that I always one of the stories that I always love hearing from you, that's just like timeless is the story of, Visio TVs and kind of the impact that, you know, the design talents and the and the brand talents that we've fostered over the years, how big of an impact that's had on the consumer goods market. So I was hoping you could share that story with us and just kinda kick us off there.
And, yeah, that's a good one. Yeah, just kinda going back. That was kinda where we got our start, really. Right?
Matt William and team back in the Gateway days when they were doing basically TVs for gateway. And then gateway decided to go back to just computers. And William says, well, I wanna do my own brand, and then here came Visio. Right?
So worked with them to develop and build out this brand. And one of the I think the biggest, like, kind of pushes for us was we got a deal with Costco. And at the time, Costco was all about, brown boxes in store. I mean, if you're if you're old enough like me, to remember what Costco used to look like.
It was you walked into a bunch of rack. It's a wholesale distributor of product at large amounts and these big brown boxes were all over the shelves. And we walked in and I just said, look, I think we have a huge opportunity here to make these boxes become our billboard and really change the way that big box retail positions are packaging. And Williams, like, let's do it.
And so we built this brand out. You know, we kinda went to these white boxes with his cool orange swirls on the Visio logo that we had done and and we put them out there with all these brown boxes and was the funniest thing I were watching people walk up to the box. Look around, look at the TV, look at the prices, look at the white box, and then just put it in their cart. And sales went ballistic and went crazy.
I remember CES that year. All of the retailers were saying, you need to do what Visio has done. And the funny thing was is we had always anticipated that that would happen. And so the first thing we did, I said, if this works, William, if the white box works, we're gonna go to a full color billboard box, and we'll be like everywhere plastered with free advertising in the store, and that's basically what the white box killed it.
Sales went crazy. We replaced them when while everybody else was just catching up to the white box, we launched these full color boxes And at the time, there wasn't any fifty five inch sixty inch TVs that were fully covered in color like that in store, so it was cool to be almost like a catalyst to big box retailers kind of creating packaging at that size, at that color. And I remember one time walking into Costco and seeing they always have to stack out, you know, above all the extras, all the extra products and locking the store, and they had all these cool TVs everywhere, but then up in the background was, like, almost fifty to a hundred.
Visio TV boxes just free advertising everywhere for, like, all this cool stuff we had done. And that was a really cool moment. For me, it was about, like, creating that purple cow in the in the market, right, something seth godin really create something remarkable and memorable and that's really what we did. And that that to me, like, you know, again, it was the first time leaving out and doing magnetic on my own and starting this company, it was something that said, like, hey, we're ready for this.
Like, I I didn't know, you know, you have to test yourself and that video story really proved to me that look, you know, you have to think that way. You gotta really tackle problems from that direction. And, you know, I mean, honestly, cool story just came out this week, Visio just sold the Walmart for, you know, close to three billion dollars. So Yeah.
So it's pretty awesome to see that. And, you know, know that we were a part of that story. And, and help them get there because not all brands can do that. You know, you took a a relatively, you know, you know, Chinese manufacturing brand that was built in, you know, Costa Mesa, California, up in Orange County, and was designed there.
And we brought it to market. And people thought for a long time that it was a Sony brand that they launched underneath Sony. I don't want a huge compliment that was to build the brand that was competing with something like that. And it just reminded me one thing that I I remember talking to William about you were talking about who we compete against.
And there's a lot of brands I think struggle with this is they say, well, you know, look, we we're competing with accent and these Toshiba and these low end TVs. I said, If you're a TV, you are competing with Sony and Samsung and all the big boys. It doesn't matter. You know, you're a TV.
And so it changed the mentality of how we approached it is about making waves standing out, making a difference. And again, delivering the concept of vervision meets value, where where everybody should have high quality products for a decent price.
I don't really set the stage for where we were going as a business too, as magnetic. So, you know, we we learned a lot during that phase. And what it did, it took us from originally just being really coming from the ethos of a brand design company or a design shop you know, focused on creative and all that to building strategy and understanding that the strategy in equals great creative out. We slowly added more things as things.
I mean, come on. I'm I'm old. We're old. You know, look, when we did that, there was no social media.
We were building social media as Right? So that's the crazy part to me, like, Twitter? What's Twitter launched?
Twitter launched in the middle of that. Right? I got Twitter.
What are we doing this? What's this thing And anyway, I feel like Vince Von when he's, you know, talking about, like, yeah, what are we gonna be, we twatting about around over here? You know, nobody know nobody nobody was or how it was gonna work. But, anyway, I think learning those along the way, and then we we added in components as we started to see the value content creation became a big one, video, photography, all the assets we needed to create So we realized that we've got a great we we have quality creative design.
We know what we're doing there. If we have the right strategy and we can build the right creative assets. If we have the right creative assets and vision can build out all the content that goes with it. And the missing piece was in the last few years was adding that really the growth and digital side.
You know, taking that and saying, look, it's really now about more than anything conversion into sale. And a lot of problems that we see with, brands and agencies alike is they'll take you to a certain point on the cliff and then they'll say, well, good luck. And we realize, like, look, that's not where we're at. We have to finish it.
We have to close the loop. And, that sales part is really, again, probably to to bring Brad into the call here. Why we have a CRO at an agency to help us drive revenue for us and for our clients. And so, you know, I mean, that's that's a kind of the story of where Mag's come from and our first big client with Visio.
That was eighteen years. Just packed into three minutes. Yeah. No worries.
I I got a few more stories to go with that, but, I mean, that'll be the starting point.
Yeah. It's for your last time.
That's right. So Brad, your your background, obviously, you've got what a a decade and a half in in the CPG market or consumer goods market, tell us some of the the changes that you've seen in the market and kind of where you see things, currently with the with the market and where you see things going.
Yeah. It's a it's a pretty crazy time to be I mean, I'd say in any any market, but in consumer goods, in particular, make you think about the days of, the the Walmart five and dime and how simple it was. You put a product on a shelf at a good price and somebody walks in, they see it, and they the value is established, and they grab it and put it in their cart and leave. And now with how competitive the market is. I mean, that's something I think in the last fifteen years that hasn't changed is it's as competitive as ever.
Shelf space stays the same size. It doesn't get bigger. So that's caused a lot of companies to have to adopt that digital shelf space and build direct consumer types of programs, which has its own types of nuances and things that are just so much different than doing brick and mortar or a direct to retail types of business.
You know, I think a lot of things too when you look at that digital transformation, and I know here at Mag, it's no shortage of us hearing the buzzword AI. And what that can do for your business. And I think looking at how brands are personalizing their offering to customers at every single touch point, you know, with so many brands out there in a digital capacity, it's so important to have a curated custom offering for who your target audience is and identifying them and hitting them as hard as you possibly can, but it's being relatable and being authentic. And now with all of these technological things that we're able to incorporate into marketing mixes. I think it's really exciting to see what level of personalization a lot of brands are able to bring to the table.
I think, you know, innovation and ending are some of those things that are important as ever.
But seeing that change from, you know, a decade and a half ago when I was sitting in Walmart meetings and the buyers would ask, you know, do you have a Facebook? Does your brand have a Facebook now to where it's almost this thing where do you have at least a hundred thousand followers on TikTok?
What is your target market strategy? How are you merchandising on these platforms? How are you taking that traffic on your website? How are you driving them to our stores in our shelves and selling through improving that.
So a lot of things have changed. I think a lot of it's exciting. You know, one of the benefits of of my role in an agency, which, you know, I think Dave said it's it's relatively rare to have a a CRO at an advertising agency, but It allows me to sit in a fractional seat with so many different clients and so many brands within consumer goods and act as that full holistic person that helps them know What's the personalized marketing strategy? How does that impact price and value at the point of sale?
And then what does it mean to truly create an advocacy program for a lot of those brands and It's a ton of fun. But lots of changes and lots of stuff. I think we've gotta keep our ourselves of rest of, with the the ever changing technological climate.
Yeah. For sure. And you're one of your one of your success stories from, past life is, skinny bunny tea. Right?
No. We did skinny girl vodka and margaritas. Yeah.
You drank those.
I just saw you move some off the shelf behind you. Yeah, Matt. That's actually a really good example of defining exactly who your target audience and building a product to help fit that void. And, you know, I think a lot of times we talk about what is pull sell versus push sell and push sell as you create a product, and you try to take it to market and push it into a retailer and push it into a customer's cart.
Well, on the skinny girl side, there was a survey into the market. What are people looking for? And at the time, it was low calorie alternatives to some of the more indulgent sides of life, which booze is probably one of the highest ways that you have calorie leakage in your diet and all stuff. And Bethany and and our team identified exactly what that gap was, and we went and we built an unbelievable product.
It tasted great. I'll be honest, I a lot of it back in the day. I don't partake as much anymore. But it tasted great and that was able to to start a brand that then was able to parlay that into a lot of different types of categories and eventually selling that that, line of alcohol to beam suntory and it becoming part of the gym beam family.
But it's a a prime example of identifying your audience and speaking to them and selling to them and the importance of brand and brand advocacy. And I think a a lot of brands that are going to market now really quickly can learn from a story like that.
Oh my gosh. Yeah. I mean, one of the keys is that, you know, it's irresponsible to not use data at insights and analytics to determine your audience set to determine what product. People I think a lot of times people, and we've seen it.
Right? And actually, we've had turnarounds with companies where they come to us with a product. A product brand that they're in store, they're in a retailer, and they're like, well, we're I mean, we're selling, but we just, you know, we have we were stuck. You know, we're at this plateau, And it's a transformation between product to brand that really helps to bring them to life.
Right? We always talk about that idea of how do you become a household name? You know, it's not constantly putting your brand in their hand and having this repeatable business that's something that they come back to that creates community that creates something more, something that you're it's a badge of honor to either have that product, wear that product, use that product, share with others, you know, I think everybody's always looking for that next cool thing. And, when some brands do it really well, we're out of the gate and some just don't.
And I think that's the real true understanding is you have to look in the mirror and say, where do we need to be in order to be that? And if you're if you're if you're flailing at all, you're gonna know it really quickly, by your sales because you can sell anything for a little bit. Right? There's a flash in the pan concept where price can get you out there But if you don't build a brand to go with it, your your shelf life is gonna be, you know, limited.
So Yeah.
And it's funny. We we Oh, I was gonna say there's just another story too that I think back on from the past of we brought to market, Jack Daniels their entire licensing beef line. And when we went to market, we were the highest price item by about thirty three percent in the category. And a lot of people thought we were crazy on the price, but with the premium brand, the way that they've established themselves in the market, it's sold and continues to sell to this day.
I think it's been at market now for twelve It's a category captain at Walmart and Sam's Club. But when you have that brand and you have the messaging and the audience knows that you're putting out a product that it has that name brand on it, it's gonna be premium, it's gonna be worth it. Then you can overcome some of those initial hurdles, and you don't have to become a flash in the pan, and and you could build a sustainable business. So I look at those as just two pretty exciting examples that even though they were they were, you know, a decade ago a little more, there's still things that brands today, I think, over over look and a lot of stuff that they can learn from.
Yeah. What are what are for both of you? What are a couple of, like, early stage actions that brands can take, you know, anyone listening to this that might have a consumer goods company that's like, man, this is resonating. What are some of the first few actions that you can take as a business to start building that legacy that you're talking about?
Yeah. I would say the first thing I always recommend, especially if you're questioning certain things, is to do, like, a survey around your audience. Type. Right?
So a lot of times what we'll do is we'll say, alright. Where do we wanna grow? What what audience do we currently have? Let's talk to them.
So to understand who we think they think we are that we're already buying our product. Secondary is really looking outside of that to say who is our target audience let's run a survey directed at them and ask them questions and make sure we're positioned correctly that we're saying the right things. Do they like our marketing? Are they resonating with the messaging that we have are we is the product right for them at the right time and does it make sense?
Right? Because I think a lot of times you have to ask yourself the sweet spot, which is to me is what do you believe is inherently true about yourself and your product? What does what are the competitors saying and doing? And then what does the consumer want?
You know, in the end, if you find the balance between those higher, we different what's our unique selling proposition in the market and what do consumers want. If you find that little, you know, spot, that's your sweet spot. That's where you can own a space in people's hearts minds and ultimately if you have a share of heart and mind, you get a share of wallet. That's when they decide to make a purchase.
And so I always say the first thing to do is, like, literally strip down, like, you know, get naked in front of the mirror, like, take a look at yourself as a brand and say, Where are my flaws? Where are my faults? Where can I get better? And then work at it?
That's the first thing I definitely would suggest.
Yeah.
That's a really good suggestion, and I'll keep mine short and sweet. You know, we're living in a day of age where there's an abundance of data all around us. And if you're not utilizing that data, to help make decisions on product innovation, customer insight strategy, your hiring roadmap for your business, you're falling behind. And it's really easy to access that data. So anybody that's out there trying to do it, that's the first place I would go is try to find out where that data lives and build a story from the data.
Yeah. And I think one other thing I'll add, and I think using the data, using insights, using the surveys. The most important thing when you're putting your brand out there is to do it right. You really sometimes you only have one shot.
Right? You you have to deliver on your product. You have to make sure you it says and does what it's supposed to do. Because if you don't, there's lots of other brands out there, people can choose from.
Right? And so that's really important. And the second part of it is is it's you know, you you can't just spray and pray this idea out there. It's gotta be like a sniper approach.
Like, we really gotta know who we're trying to target. Right place, right time, right message, right product. There is no guessing anymore. It's a very expensive endeavor to just take a guess and start spraying stuff out there.
I think it's gotta be pinpointed. It's gotta be hyper targeted. And if you're not doing that, you're you're just you're just wasting money.
All super good suggestions. Yeah. I I think Brad just to to add on to the data and Dave what you're saying. Like, there's a lot of people that I'll see you that, they hear the the data, terminology. They know that there's so much. Sometimes there's there's a case of, like, data paralysis.
And a lot of people get locked up in that mode of, oh, my gosh.
I've got data coming in from my marketing team my sales team for my my, you know, CS team, and all over the place, and then, you know, add financials onto that, trying to make that into a beautiful story line that actually helps you start taking those first steps.
I think that's one of the harder things to do, but, also one of those things that's critical in building the legacy brand that everybody's looking to do.
Yeah. How do you how do you interpret the data? Right? I think that's the biggest thing people miss. Data is just data unless you figure out how to audit it under stand it, interpret it into something that you can, you know, make real. And I think that's the challenge. Right?
Analysis by paralysis can keep going and going. But I think one of the things we've built out and it's something we focus on that brand growth process that we have is there's super there's like specific inputs and outputs And as long as we have those, we're able to articulate a story out of it. And if you if you have those like pinpoint pinpointed in your business, then you can focus on what points are interesting. Not like, I don't know where to start.
I think that's the key is having a plan of set set aside. What are you trying to accomplish out of this? And then use the data points to prove it out. Not take all this data in and figure out what to do with it.
You have to know what you're trying to do with it before you take it in.
Love it. Love it. So give me give me, let's let's close this off with a few, insights. Where do you guys see the consumer goods market?
CPG going in the next two to five years. What are you guys seeing right now based on boots on the ground, real time info that's coming in? What are some of the trends? What are some of the things to look out for?
Wanna leave people with some action that they can take to, you know, their their budgets. That's their, starting to prepare for the rest of the year here in twenty four. And, again, into twenty five and twenty six.
Brad, you wanna say?
Yeah. I think one of the first things is making sure to embrace technology. There's so many things out there that having somebody in your organization that can help build a logical technological roadmap, is pretty important.
I think a hyper focus on personalization, a hyper focus on your direct to consumer strategy as that's gonna impact the metrics you're able to provide when you're going to a retailer.
And then I think just not forgetting about your competition there's a lot of people out there, a lot of different brands, and don't lose sight of what they're doing and the innovation that they're bringing to market because the moment you fall behind becomes really tough to to catch up.
Absolutely. I I think competitive or just predictive type analytics around, like, what is going on? What are the consumers wanting just like this? Well, let's go look and see what's coming, not, you know, not what's happening or what has happened.
You always gotta be looking into the future on those things. I think also, you know, Brad, you mentioned it like that customer experience is everything. Like, you know, it's so much more an extension of your brand than you even know that it is your brand. Right?
I mean, how customer services, how they're, you know, the response to something, you know, again, you had a problem with the product or you're trying to that that interaction that you get there is so critical and that's built connected to a product that you may have. You know, all of that stuff matters. How does your product function? You know, it creates my sentiment around a brand.
Right? So if it's all good and even the way that it chips and the kind of information I'd get in my inbox, that connected experience that makes me feel like I'm I'm being taken care of. That's what keeps people in the loop as a as a brand. They feel like you care about them, you know, and it can be automated.
Right? It doesn't even have to be like it's so personalized, but it should feel like it. I think, you know, one of the things in one of the blogs I wrote not too long ago talks about, like, this whole personalization. Like, you should know my name.
What kind of coffee I like and how I like my cream and sugar. Right? That's kind of the expectation these days. It's not a a nice to have.
It's an expectation by consumers out there. And so I think it's really important to really, really know your consumer at your audience specifically what you need to do to make them feel loved. Right? And I think brands that do that well.
I mean, just look at yeti. Look how yeti's done, right, with their brand. You're walking into buying premium product. I just walked into the yeti story yesterday.
Like, you know, we've got these new colors, but, you know, you're talking, you know, two ninety nine and plus type products that people are buying like no nobody's business. They don't care. Because they're great products, and they've done a great job positioning themselves. They know the audience.
They know who they're targeting.
So I think it's really just making sure that you have that connection point. And if you do that well and you and you build on it. Right? And if if things change, change with it, be adaptive as you go.
Those are the most critical things you can do as a as a product coming. Don't set yourself in stone and think this is the way it has to be forever. Adapt and and modify your plan as you see the market change and as as the product changes as consumers habits and buying trends change work with them, understand them. I think it's so important.
That's it's interesting. I always think back to, you know, so many people businesses large and small.
We'll spend so much time on the acquisition of new customers and, a lot of times forget to follow through.
And when so many people are, you know, edging for cost of acquisition and, yeah, you know, price per click, return on ad spend, all of these things.
There's so much impact to be made on the follow through after the transaction is done, getting into the lifetime value of your customers and getting into repeat purchase and getting into word of word-of-mouth.
It's a it's a huge, huge, huge world in the marketing ecosystem right now.
And it's exciting too. Right?
Yeah. It is. Oh, yeah.
You know, I think we talked about earlier, I mean, I'm Matt. You asked about Visio and all that stuff. I think one of the things on our journey was we kinda launched with Visio consumer goods brand or a consumer, you know, consumer electronics brand, and we love that connect and we took that and we used our process to build out. We worked in enterprise.
We worked in software. We worked in tech. We worked in, you know, health care. Did all those things.
And what we did is we learned that there's a lot of consistencies in it, like how you build brands and what you do and and just audiences are different. And if there was a point where we said, hey, we're agnostic to who we work with, but what we found is that what we love and what we do the best is really consumer brands because of this reason, because we really do care deeply about this interaction between a a customer and a product, and it's our ethos, it's our heritage, it's where came from, and it's where we're focused now. So as we've continued to niche back down to that, it just it and our focus is really around how do we make this the best interaction we can for consumer brands in consumers hands.
Sure. That's great. Right on. Well, I I really appreciate the time today, gentlemen. Been rad talking to you guys.
Looking forward to doing this again and getting down into some tactical conversations around consumer goods brands and, some of the the current trends in the marketing and the sales and, in the whole world. So I appreciate you both. We'll be tuning in again in the next week here for another stoke session.