Dana Southard

CPG Brand Marketing Leaders – Great evening with Chicagoland Food & Beverage Network hearing nuggets of marketing excellence from a powerhouse panel, catching up with friends old and new, and even 1 minute of sizzle reel fame (because 5 minutes is WAY too long.. link in comments 😊) Key insights from on The New Rules of Brand Management reflecting how marketing has changed (spoiler—a LOT) in the past few years: 💡𝘿𝙤𝙣’𝙩 𝙁𝙡𝙪𝙗 𝙩𝙝𝙚 𝙁𝙤𝙪𝙣𝙙𝙖𝙩𝙞𝙤𝙣: Brand fundamentals are still, well, fundamental. While the paths to market have changed, the need for sharp insights, distinctive benefits, and compelling messaging is evergreen 💡𝙈𝙚𝙖𝙨𝙪𝙧𝙚 𝙀𝙫𝙚𝙧𝙮𝙩𝙝𝙞𝙣𝙜: Attribution offers empowering performance insights, internal alignment, and the freedom to optimize as you go. But with those analytics must come nimbleness: be ready to adjust early and often, 3-yr planning horizons are SO 5 years ago. 💡𝘽𝙪𝙘𝙠𝙡𝙚 𝙐𝙥 𝙩𝙤 𝙍𝙞𝙙𝙚 𝙩𝙝𝙚 𝘾𝙪𝙡𝙩𝙪𝙧𝙖𝙡 𝙈𝙤𝙢𝙚𝙣𝙩𝙨: even if you lose some control.  While UGC may break some brand guidelines, when your brand and culture intersect in ways you can’t buy or plan for, seize and fuel those moments. 💡𝙃𝙖𝙧𝙣𝙚𝙨𝙨 𝘿𝙖𝙩𝙖 𝙞𝙣𝙩𝙤 𝙖 𝙎𝙞𝙣𝙜𝙡𝙚 𝙎𝙤𝙪𝙧𝙘𝙚 𝙤𝙛 𝙏𝙧𝙪𝙩𝙝: with unprecedented access to ocean-deep, yet fragmented data, collaboration and transparency are key to common understanding and alignment on implications 💡𝙎𝙩𝙤𝙘𝙠 𝙮𝙤𝙪𝙧 𝙑𝙞𝙙𝙚𝙤 𝘼𝙨𝙨𝙚𝙩 𝙆𝙞𝙩𝙘𝙝𝙚𝙣: Video is today’s language. Make your dollars and brand assets work as efficiently as possible with savvy production planning and batching so your content is truly on demand Which of these resonates most? What New Rule did I miss? Saverio Spontella Larry Deutsch Stephen Gaither Ashley Nazarian Findlay Jessica Barrutia Janet Garetto Tracy Hatfield #brandmarketing #brandstrategy #insights I'm Elizabeth, and I help brand marketing leaders harness consumer & market insights to fuel strategic brand growth. DM me to talk nimble, data-driven strategy to drive consumer connection.

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In a corporate shake-up that’s about as subtle as a BOGO deal on ice cream during a heatwave, Kroger is reshuffling its top brass. Stuart Aitken, the guy behind Kroger's marketing mojo and all things merchandising, is stepping down to "pursue other professional opportunities." Translation? He’s packing his desk, but not before a long holiday send-off, as he’ll stay until December 31. Enter Mary Ellen Adcock, (Adcock, maybe that's the name of my next publication) the new Chief Merchandising and Marketing Officer, who’s been with Kroger since the late '90s. She’s the quintessential insider, having climbed every corporate rung over the past 25 years. Adcock started in the manufacturing division, worked her way into the operational nerve center, and most recently managed all the moving parts for over 2,700 stores, 416,000 associates, and a mind-boggling 11 million customers per day. That’s more people than some countries. She’s not just taking over a department; she’s basically inheriting an empire. CEO Rodney McMullen is laying on the praise thick, calling #Adcock a "respected leader" and highlighting her ability to steer Kroger through the grocery gauntlet of the 2020s. And what a gauntlet it is—think Walmart breathing down Kroger’s neck, Amazon trying to reinvent grocery shopping as some kind of sci-fi utopia, and Costco making everyone question their commitment to weekly milk purchases. For Aitken, it’s a bittersweet farewell. He’s been instrumental in Kroger’s digital evolution, turning data into dollars with innovations like 84.51°—a name that sounds more like a hipster speakeasy than a data analytics powerhouse. Under his watch, Kroger sharpened its focus on customer-centric marketing, leveraging insights that turned your shopping cart into a goldmine of personalized offers. But now, he’s off to greener pastures—or at least a pasture where he’s not responsible for selling avocados in five different ripeness levels. Adcock’s promotion couldn’t come at a more turbulent time. Kroger is already in the hot seat with regulators over its planned $25 billion merger with Albertsons, and the grocery wars are nastier than ever. Walmart’s sheer scale, Amazon’s tech muscle, and Costco’s cult following leave Kroger fighting to stay relevant in an industry that’s no longer just about low prices but who can best predict whether you’ll add Oreos to your cart. Adcock’s background in operations hints at a possible shift in strategy. If Aitken’s era was all about jazzing up the customer experience and mining data gold, Adcock’s reign might focus on efficiency and operational grit—getting groceries on shelves faster, fresher, and cheaper. But will that be enough to keep the wolves at bay?

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Occasion based marketing for beverages is not a new phenominum. We just have to go back over the catalogue of historic Coca Cola ads to see how leveraging occasions has been used for decades to drive increased sales and margins for all members of the Coca Cola value chain.  “Refreshment on the Go”, “Stock Up for the holidays”, “makes food taste better”, “easy hospitality”, “Refreshing vacations” are just of few of Coca Cola’s occasion based propositions. It’s been the Coca Cola way for generations, and the basic principles from yesteryear, are still applied today. In fact, for the Coca Cola system, Occasions sit at the heart of their marketing DNA. They call it the OBPPC (Occasion, Brand, Pack, Price, Channel) process and it’s a critical element of their overall marketing. Coca Cola ensures that for each occasion, they clearly define the optimal brands to be sold, in the most appropriate packages, at the right prices, in the target channels to sell more products, at higher prices. They use occasions to pro-actively change the market dynamics in their favour by shifting the demand curve for beverages rather than simply moving along it to where the market takes them. DM me to learn more about how you can use Growth Scope to unlock your liquor market growth agenda by unlocking consumption occasions.

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#Surfside update from the annual Beer Marketer's Insights conference last week... 🏄‍♂️ 🚀 2025 is going to be wild for Stateside Brands...chains are all in! Surfside Aims High; More Than Tripling in 2024 to Near 5 Mil Cases; 25 Mil Down Road? Some years back there “was a pent-up demand for a different kind of beverage,” noted Surfside ceo Clem Pappas at Beer Insights Seminar. White Claw “was able to fill that” on malt side, but spirits based RTDs didn’t “have a track record of success at scale.” Gallo “was able to figure out” how to do this and now “floodgates are kind of open,” he added. Surfside figured tea, lemonade “should have a premium offering with a vodka base.” Timing is “key” as is “right branding, right liquid,” etc. It’s working out pretty well so far. Surfside went national rapidly in 2024 (49 states), as “we didn’t figure the opportunity would last too long. We went as fast as we could.” And co went mostly with beer distributors, which Clem called “a significant advantage in plenty of markets.” Other than its largest distrib, NJ wine and spirits distrib Fedway (“pretty much a unicorn”), Surfside frequently found spirits distribs “weren’t set up” to sell Surfside, “didn’t like the profit and volume” and it was “like pulling teeth with some of our partners.” On other hand, “when we went into beer [networks] it was plug & play.” About half of Surfside’s biz is in NJ and PA. Fedway alone is over 25% of volume. Elsewhere, its distribution network “tilts slightly towards” MC network. For example, it’s “almost totally aligned with Reyes.” But it does have some AB distribs. Surfside only launched in NY last Jun and will do about 700K cases in state, said Clem, with “a goal of more than doubling that next year.” NYC area alone close to a half mil cases, INSIGHTS hears. Surfside already has 9 or 10 states where it’s selling over 100K cases.  Co originally expected to hit 4 mil cases, up from 1.3 mil cases in 2024, its 3d yr. Instead, Surfside “on pace to finish” at 4.7-4.8 mil cases and “5 is still on the table” for 2024, said Clem. Next yr, Surfside expects to “launch more at scale” and it expects to double again. By 2027 (yr 6), it aims to sell 25 mil cases, basically following same trajectory as High Noon thru its first 6 yrs, he showed. “There’s a ton of runway,” Clem added, noting that Surfside only at 33% category weighted distribution. Compare to High Noon at 88% or Cutwater at 77%. There’s “quite a bit of opportunity to expand distribution,” according to Clem. Its velocity is 30% ahead of High Noon too, he showed, citing NIQ data. Meanwhile, about 30% of Surfside biz is on-premise so far and only 10% in chain. Those are some striking stats.

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💫 Confirmation on a launch into VONS 💫 Confirmation on five launches into DoorDash 💫 Confirmation on a launch with SEVEN SKUS into Meijer for one brand 💫 Confirmation on a launch with three SKUS into Meijer on another brand 💫 Confirmation on a launch as a CUT IN to all Harris Teeter locations 💫 Confirmation on a launch into Harmons Grocery 💫 Confirmation on a launch of another brand into Vitacost.com 💫 Confirmation on a launch into Draeger's Markets 💫 Confirmation on a launch into Good Eggs 💫 Confirmation on a launch into H-E-B 💫 Confirmation on a launch into Gelson's Markets 💫 Confirmation on a launch into Wegmans Food Markets 💫 Confirmation on a launch into UNFI and KeHE Distributors 💫 Confirmation on a launch into Hy-Vee, Inc. 🌟 Two new partnerships 🌟 ...and it's only Tuesday. 😱 It is doable if you put in the work. Our team is hungry and maybe a little drained 🤣 BUT we know how to have fun and how to get serious. I am BLESSED with the kick-ass team we have here at Jade Street Consulting Inc. 💗 #team #culture #launches #retail #partnerships #news #ceo #founder #reviews #cpg #cpgindustry #cpgbrands #food #beverage #candy #betterforyou #protein #nutritionalbars #drinks #energy #snacks #supplements #health #nutrition #hardwork #hustle #effecient #culture #bestteam

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“I thought it was absolutely essential to carve out our hard discount in a separate division” Bank told investors Thursday (Feb. 22). “I want to really operate the hard discounters as hard discounters.” Assortment strategy is one of the most important topics for CPG brands. Aldi, carries about 1400 SKUs. No Frills carries many many many more. If you don't know A) What are the two SKUs you need No Frills to carry, B) How to optimize that assortment for efficiency in labour and shoppability, 2026 might be painful. It's a long way away. But not that far away. (I have no actual knowledge on timing - but guessing that a transformation in a multitude of categories to a much more ltd assortment will take time. Some categories will likely face the pain much earlier). I'm looking forward (?) to hearing if Loblaws shares more on Hard Discount strategy at the supplier summit next week.

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Coke vs. Pepsi? Not so fast.   For the first time, Keurig Dr Pepper Inc. has now claimed the #2 soda spot in America, surpassing PepsiCo, who had held the position for over two decades. Their innovative marketing initiatives and unique blend of flavors have truly set them apart from the competition. I had the chance to discuss Dr. Pepper's remarkable rise with The Food Institute, emphasizing their strategy and how they have particularly resonated with the younger demographic, who crave diverse flavors beyond traditional cola.   In the article, I mentioned: "Dr. Pepper has distinguished itself through effective marketing campaigns that emphasize its unique flavor and individuality. This strategy resonates particularly well with younger demographics seeking alternatives to traditional cola drinks."   With Dr. Pepper's leap to the #2 position, do you think they have a shot at dethroning The Coca-Cola Company from the #1 spot? In which other categories do you think a shift like this is possible? Read the full article here: https://lnkd.in/g572y5jv   #MarketingStrategy #BeverageIndustry #Innovation #DrPepper

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Fresh off of its successful block of the Kroger-Albertson's merger, the FTC is taking action against Southern Glazers's on its pricing to Costco and Kroger. We need to be careful what we wish for with this type of enforcement of Robinson-Patman by the FTC. I'm all for supporting small businesses of all kinds, but we have to allow the laws of physics to dictate pricing in a free market economy. When I was a wine buyer for Whole Foods, I got a lower price for buying a pallet of Clos Du Bois Chardonnay than if I bought a single case. When I bought a 40 ft. container of aged Gouda, I got a better price than if I bought a pallet. When we bought a truckload of Georgia blueberries during the flush and sold them at 99 cents at Lucky's, we got a better price than if we bought a few cases. Likewise, when Costco buys many truckloads of a small number of wines from Southern Glazer, they pay less than an independent wine shop who buys single cases. This isn't unfair, and it shouldn't be illegal. Independent businesses and smaller chains can compete on great service, in house production, speed to market, local sourcing, differentiation, and exclusivities to create important niches for themselves and consumers. If we require manufacturers and distributors to deviate from the actual cost basis of delivering products and ignoring scalar economy, this will ultimately dive prices up for consumers and stifle innovation. Pod Foods #innovation #FTC #grocery

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This article is essential reading for anyone in the craft beer and broader beverage industry. Doug provides an outstanding analysis of strategies for launching new products, brands, and brand extensions. He also expertly breaks down the strategic thought process and value of various variety pack combinations. This piece offers high-level insights that will really benefit anyone looking to deepen their understanding of the industry. If you work for a brewery, or beverage brand of any kind, it's worth five minutes of your time to stop scrolling and read this.

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As the demand for high-protein, on-the-go snacks continues to surge, Conagra is positioning itself at the forefront of this enduring trend. Conagra Brands, the force behind iconic names like Slim Jim and Duke's, has strategically expanded its portfolio with the acquisition of Sweetwood Smoke & Co., makers of Fatty Smoked Meat Sticks. What makes Fatty's unique? Their meat sticks boast high protein, low sugar, gluten-free ingredients, and no MSG—exactly what today's health-conscious consumers are after. Since their major 2018 acquisition of Pinnacle Foods, Conagra has been laser-focused on strengthening their core business and managing debt, keeping acquisitions on the back burner. But when the right opportunity comes along, especially a bolt-on that aligns perfectly with market trends, they were ready to act. With the meat snack market projected to grow at nearly 7% CAGR through 2033, this acquisition is a smart move for Conagra, bolstering their position in a booming segment. At Greenwich Capital Group LLC, we anticipate a significant increase in strategic-driven M&A activity within the F&B category in the coming year, likely surpassing previous levels. Mars' recent acquisition of Kellanova underscores the growing trend of large strategic acquirers making bold moves to enhance their market presence and diversify their offerings. This acquisition is a clear signal that leading players are not just pursuing growth, but are also keenly focused on aligning with evolving consumer demands for health-conscious, innovative products. We expect to see more deals of this nature as companies seek to strengthen their positions in an increasingly competitive and dynamic market. #MergersAndAcquisitions #FoodIndustry #FoodandBeverage #ConsumerTrends #InvestmentBanking https://lnkd.in/gT4AWgMW

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An accurate take on the evolution of consumers and brand building strategies… The acceleration of FMCG/CPG startups is definitely changing the landscape and the Legacy brands will be facing a ‘change or die’ juncture! #FMCG #CPG #Consumer #Brand #Homegrown #Change

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Conagra Brands just demonstrated what true market adaptability looks like. 💯 While many companies are still navigating how to address the GLP-1 conversation, ConAgra took decisive action with their new "On Track" badge program for their Healthy Choice meals - making it insanely simple for consumers to find options that align with their changing needs. What makes this particularly impressive is the timing. With 15 million Americans using GLP-1s (and potentially 57.4 million more eligible through private insurance), they recognized this isn't just a trend - it's a fundamental shift in how millions approach their nutrition. Why this is brilliant: - They leveraged existing products that already met the requirements - Created clear, straightforward identification for GLP-1-friendly options - Moved quickly while others are still in discussion phases The speed of consumer behavior change has never been more rapid. Brands can't afford to spend months deliberating whether to acknowledge significant shifts in consumer needs. I appreciate Jill Dexter and team for breaking the potential stigma barrier and putting customer needs first. This is how you stay #relevant in 2025. Link to article in comments. Photo: Conagra Brands #Innovation #FoodIndustry #BrandStrategy #ConsumerTrends #ConAgra

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Keurig Dr Pepper Inc. has named Drew Panayiotou as its new #CMO for U.S. refreshment beverages, overseeing a $9 billion portfolio, including brands like Dr. Pepper, Snapple Group. and Canada Dr. Drew brings deep expertise in #AI-driven marketing and #ecommerce from his time at Pfizer. His appointment underscores the growing need for enterprise-wide #data standards—ensuring consistency across brand taxonomies, proactively removing bad data, unlocking actionable insights and enabling seamless collaboration. These foundations empower marketers to deliver precise, #innovative campaigns that drive results. #datastandards #datagovernance #contentsupplychain #bigdata #CPG #digitalmarketing #Claravine

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I wrote a quick guide to getting into NA craft beer recently, including breweries to check out and individual beers I recommend. Early on though, I shared general things to keep in mind if you're new to the NA space: - Don’t expect even good NA examples of a style to taste just like the “real” thing. They aren’t. They’re brewed with different processes and often different ingredients. As with any change in brewing variables, those differences are reflected in the finished beer. It’s not fair to compare these to their alcoholic versions. They can be good, but they won’t taste the same, and that’s okay. - Styles that, in their standard version, have high ABVs are going to be difficult or impossible to approximate in an NA version. Alcohol does more than get you drunk—it has an impact on flavor, aroma, and mouthfeel, and interacts with and alters the characteristics of other ingredients as well. In strong beers, these affects are amplified, and it’s pretty much impossible (for now) to replicate those dynamics in an NA beer. - Styles that, in their standard version, depend upon specific fermentation flavors are difficult to replicate in NA form. Fermentation processes in NA beer production are different than they are in standard beer, and even if a standard fermentation is completed and then alcohol is removed, this will still impact fermentation flavors. Generally, styles that derive most or all of their flavor from malt and hops will be easy to transfer to an NA version than styles that have expressive fermentation flavors. The exception is with sour beer, which we’ll get to. - Styles that, in their standard version, are light and dry bodied will generally do well as NAs. The needs of NA beer production generally dictate low starting and finishing gravities and correspondingly minimal fermentable sugar content. Styles that are light and dry to begin with have less of a gap to bridge when brewed as NAs. - Styles with additional flavor ingredients tend to do well as NAs. Those extra ingredients, such as fruit, cacao, or a spice like coriander, can help cover over what’s missing. That said, sharper spices can quickly become harsh in the light-bodied NA format, so there are exceptions. What other general things have you found to be true in this space? You can read the entire guide here: (keep in mind the recommendations are exclusively my own opinions) https://lnkd.in/eaCC7XTu

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Community Call: Whole Foods Market - Updates for Local and Emerging Brands Kristin Sherman, Principal Local Forager at Whole Foods Market, and Casey Gaston, Executive Leader of Local and Emerging Brands, join Community Call to share essential updates and strategies for local and emerging brands who want to get their products on shelf including: *Changes to how the local and emerging team operates *Current differentiation and innovation the team is looking for *Inside tips for submissions and pitching *Distribution recommendations *Pricing strategies *Special diets and macro trends of note

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Hey CPG Fam– If you know me, you know I love connecting and empowering members of this community. In that spirit, I will be regularly sharing resources and insights that other entrepreneurs have found valuable. My team and I have met with hundreds of CPG leaders to explore the benefits of equipment financing. This topic can be complex, and I've noticed many people share similar questions. Given that, I thought it would be helpful to use this forum to shed light on the ins and outs of equipment financing. I shot the video below during my weekly grocery shopping at Whole Foods Market. Walking through the aisles and seeing our clients' products on the shelves, knowing we played a part in getting them there, is always so rewarding! In this week's video, I discuss the two financing structures we offer (sale leaseback & drawdown funding) using WILDE CHIPS and Om Mushroom Superfood as examples. Check it out and let me know in the comments if you found it beneficial or if you have any other questions I can address. As always, feel free to reach out to me directly if you want to discuss your business needs one-on-one. Stay tuned for more! #CPGCommunity #ConsumerGoods #EquipmentFinancing101 #BusinessGrowth #FinanceSolutions  #IndustryInsights #WholeFoods #ClientSuccess  #FoodIndustry #RetailSuccess #FinanceTips

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I noticed cottage cheese gained distribution in my local Costco region - a real sign it's found its way worthy of space in a limited SKU environment! Once seen as outdated, cottage cheese category is +15% driven by an updated positioning as a high-protein superfood. (I eat it daily!) Key takeaways for CPG marketers: 1️⃣ Follow the trends. Cottage cheese brand managers saw a real opportunity to jump on the clean-label, high-protein wagon. 2️⃣ Make it exciting. A fresh story and good packaging can turn “meh” into “must-have.” (Kudos to the Good Culture team!) 3️⃣ Mix nostalgia with new. People love a throwback - but make it trendy with fresh packaging and relevant innovation.

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For CPG brands, transparency with buyers is critical. You need to be transparent about what your capabilities are, as well as what they ARE NOT. Promising a buyer you can do something and then not delivering on that promise is the surest way to lose their trust forever. I was reminded of the importance of transparency by the latest of Ryan Holiday's books, titled, "Right Thing, Right Now." It's part of his Stoic Virtues series, and it focuses on the value of doing good in this world. One quote from the book on this topic really stood out to me: "How many marriages would survive our spouse looking at our phone? Or our boss seeing what's in our email? How many reputations would survive a lawsuit that made it to discovery? If we are inclined to hide it, we probably shouldn't do it. If we dread the publicity, maybe we are not living or doing right. " We should strive for the opposite. We want people to see what we are doing. We want to be the city on a hill. We should be the kind of person [or brand, in this case] who the more they hear about us, the more they respect and admire us." Can your company survive being an "open book" to your buyers and consumers? If not, perhaps it's time to take a look inward. #business #smallbusiness #cpg #retail #ethics #ecrmrangeme ECRM RangeMe

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