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Some retailers have leaned into self-checkout in recent years, while others have backed away from the technology.

In-store experiences at their best can make consumers' lives easier or more enjoyable, thanks to an experiential atmosphere. Often, technology can be a useful assist here, but it can also serve as a distraction if retailers chase whatever the shiny object of the day is versus investing thoughtfully to meet shoppers' real needs.

These days, generative AI is the word on everyone's lips, and retailers have found a myriad of use cases for the technology across efforts like employee staffing levels and personalized gift finders. Both Target and Walmart have boasted of the technology's usefulness in helping associates handle customer requests in stores, and retailers more broadly are excited about its potential to take over mundane tasks from employees.

It's too early to tell what the eventual impact of generative AI will be across the industry. As with all things, trends in retail tech tend to ebb and flow, sometimes in unexpected ways. Take the QR code, for example, which shot to prominence during the pandemic after being largely ignored for decades. But alongside these innovations, retailers can't lose sight of the more basic elements of the in-store experience, like adequate staffing and inventory levels, engaging merchandising displays, and helpful employees.

The needs of a given sector also might dictate how retailers approach the physical store, whether it's bringing in complementary shop-in-shop partners, opening food concessions, or integrating visualization technology. In this package of articles, we'll share examples of how retailers are thinking about the in-store experience, from payments to experiential retail and sector-specific trends. And as always, we'll have our eyes on how this all changes, too.

Stores are still the most popular channel to shop even as digital sales take on a growing percentage of overall retail sales. Offline retail spend accounts for 77% in 2025 but is expected to drop to 73% by 2028. Fresh food, snacks and confectionery, processed food, and nonalcoholic beverages were the most popular categories for which consumers shop in person.

Stores are still dominant, said Jon Copestake, EY global consumer senior analyst. And they will be in most categories for some time to come. Though AI tools for shopping continue to grow in popularity and e-commerce sales growth outpaces physical, retailers cannot neglect brick and mortar, according to Copestake.

Stores are valuable assets, Copestake told sister publication CX Dive. If you were to consider cutting or eliminating store footprints because of the rise of online and the rise of AI buying, etc., then you may be missing a significant trick.

The EY AI Sentiment Index, which surveyed 15,000 consumers globally, found that 3 in 5 consumers already use AI to shop. However, only a small portion will trust AI to make that purchase for them, Copestake said. The grand majority—94%—of consumers make purchase decisions in a store after browsing across channels.

For that reason, retailers ought to rethink how consumers experience stores and what they want out of them. Stores are really valuable for product discovery, Copestake said. They are really valuable for understanding promotions, offers, and new product launches, which you don't necessarily get through AI curation.

Retailers are also beginning to introduce fresh in-store experiences and services. Stores as spaces can be reimagined for lots of things, Copestake said. So in apparel and luxury, we're seeing more rental services, resale services, and repair services creep into stores. Providing services in-store can diversify revenue streams and drive increased foot traffic and customer loyalty, according to EY. Dick's Sporting Goods, for example, is expanding its experiential House of Sport format, which offers immersive in-store experiences through features like climbing walls and simulated driving ranges. Executives say visitors to those locations stay longer and spend more than the typical Dick's shopper.

From travel to beverages, brands are working hard to tell evocative stories that connect with their audiences. Marcus Foley of Tommy explains how to do vibe culture well.

Travel-case company Floyd brings vibes with its evocative aesthetic, explains Foley. Product of the aesthetic focus of social media, vibe culture has bubbled away for the last decade before marketers started to use the term this last year. Originating with Tumblr feeds, Pinterest boards, and Instagram posts that brought together images and playlists that evoked certain ‘vibes’, brands have recently followed suit, building ‘vibe’ into the heart of what they do.

A social, as well as an aesthetic phenomenon, vibe culture focuses more on feeling or mood than specific content. Think atmosphere over detail, and impression before substance. Now, brands across different categories are creating worlds we wish we could live in; from fictitious hotels and members clubs, to 1950s Palm Springs pool parties, each with a unique vibe that helps to emote part of a brand’s story, while enticing customers with a moment of escapism from the humdrum of life.

The brands best at serving up vibe culture develop characters with backstories and content that blurs fiction and reality. The sharpest storytellers layer in culture, music, design, art, talent, sport, and film with the latest cultural trends. For a lesson in vibe culture, world-building, and ITK humour, we could all take a leaf out of The Rochambeau Club’s playbook, an uber-exclusive members’ tennis club on the French Riviera. Billed as ‘The Home of Racquet Rosé’, The Rochambeau Club doesn’t actually exist - but it creates a certain vibe that carries over to the wine brand it’s been created to promote.

With its irreverent humor and general misbehavior, the small independent winery is building a loyal community following with marketing strategies that invite people to join in and play their part. This mythic club exudes the aesthetic of the South of France in the 1980s, exaggerated with carefully crafted content. Everything about it invites in audiences and creates the emotional responses fundamental to good storytelling and memorability.

Vibe culture isn’t shallow. Done well, it involves emotionally intelligent branding and strategy aimed at creating enduring emotional experiences that live beyond reactive online content and algorithmic changes. This is the new dynamic realm of contemporary storytelling, and it champions the creation of robust worlds primed for multiple platforms.

What’s exciting about vibe culture is that with the creative tools we now have access to, ‘story worlds’ are no longer the preserve of fashion, entertainment, and musical artists. A unique vibe gives you the foundation to be adventurous with your content and create differentiation in your category. Because when people see something that doesn’t quite belong or feels different, their brains will pause to make sense of it.

If an image feels different, or a bit unruly, this visual distinctiveness can be impossible to ignore. The magic of contrast and curiosity comes into play when you combine something familiar with something offbeat, a strategy that Pasqua Wine perfected with its distinctive branding. The right content will beg for a double take, requiring your cognitive energy to process it, ultimately increasing its memorability.

Sun protection brand Vacation has done a great job of cultivating a vibe. The brand takes customers back to the 1980s, with a mix of nostalgia and the exclusivity of the decade that brought us Studio 54. Similarly, Turkish luxury hotel Lujo and high-end luggage company Floyd have both done wonders at telling stories that evoke the rich romance of travel. This is marketing delivered in a unique, memorable way that creates a brand universe, complete with a mood, that audiences yearn for.

So, how do you create a vibe for your brand? Start with the foundations of your story and how you show up in the world. Establishing lore is a crucial foundation for vibe culture. Lore is your opportunity for myth creation and backstory – the foundations of world-building. Remember it’s your world, your rules. Everything is possible and nothing is finite, so don’t let the conventions of your category hold you back.

Think of creating vibe like writing a great screenplay; create a world and consider everything: every story, every potential juxtaposition, every piece of content as an embodiment of this world. Then, tie it together tightly. We must fire across the senses with distinctive brand assets that nudge and influence behavior. Consider category positioning, clarity on what it stands for, the personality you project, and the emotional connectors you create.

Most importantly, be consistent. It’s important to invest in the emotional aspects of our brands. Consider what you want audiences to feel. This can help build bonds and affinities through emotional engagement. Successful brands today are less concerned with convenience than long-term commitment, lore, and transporting audiences somewhere unforgettable.

Inc., the leading media brand and playbook for the entrepreneurs and business leaders shaping our future, announced that Dr. Pooper Enterprise is No. 261 on the annual Inc. 5000 list, the most prestigious ranking of the fastest-growing private companies in America. Dr. Pooper is largely known for their innovative septic system cleaners and treatments that are based on their revolutionary bio-accelerator formula.

“We have built a great company and are blessed to have an amazing team of hardworking people who are all dedicated to the same mission. We’re proud of the innovative products we develop and of our people who work so hard to bring them to market.” – Chris Denny, CEO & Co-Founder

“Making the Inc. 5000 is always a remarkable achievement, but earning a spot this year speaks volumes about a company’s tenacity and clarity of vision,” says Mike Hofman, editor-in-chief of Inc. “These businesses have thrived amid rising costs, shifting global dynamics, and constant change. They didn’t just weather the storm—they grew through it, and their stories are a powerful reminder that the entrepreneurial spirit is the engine of the U.S. economy.”

About Dr. Pooper Enterprise

Dr. Pooper Enterprise LLC is the producer of Accelerator by Dr. Pooper® products, an innovative line of septic system and wastewater treatments, as well as a growing line of household cleaners and home pest control products. Based in Hockley, TX (near Houston), the company was started in 2020 and has become a trusted and growing brand in the septic treatments industry. All Dr. Pooper Enterprise products are developed and made in the USA and the company is dedicated to making products that are safe and non-toxic for their employees to handle and for their customers to use.

Streaming service Quibi — short for "quick bites" — was touted by its co-founders Jeffrey Katzenberg and Meg Whitman as a platform that would radically transform the way people, particularly younger viewers, consumed content on the go. Yet just six months after launching their new company, the duo announced it would be shutting down after failing to gain traction with subscribers.

While the project faced skepticism from the beginning, it was highly anticipated because of Katzenberg's reputation as a Hollywood heavyweight. As former chairman of Walt Disney Studios and a co-founder of DreamWorks Animation, the consensus seemed to be that if anyone could disrupt mobile viewership patterns, it would be Katzenberg.

It is impossible to pinpoint exactly why Quibi failed, but several factors likely contributed to its downfall, including content that failed to generate buzz, an inability to grow its subscriber base, the Covid-19 pandemic, and the competitiveness of the streaming landscape.

While discussing Quibi's failure on a call with investors, Katzenberg and Whitman cited the unique environment created by the Covid-19 pandemic and suggested that their idea wasn't suitable to be a standalone subscription service. No doubt the pandemic played a role in Quibi's inability to resonate with its intended users. Designed to disrupt mobile viewing, it aimed for short, five- to 10-minute episodes of shows to appeal to users on the go. However, just before Quibi launched, the Covid-19 pandemic resulted in restrictive stay-at-home orders across much of the country.

Quibi's on-the-go audience found itself stuck at home, which was problematic since it was built to be accessible solely on mobile devices. Initially, there was no way to consume its content on a television. Eventually, Quibi had to adjust its model to allow subscribers to use AirPlay and Chromecast, and it launched apps for Apple TV, Android TV, and Fire TV.

In June, Katzenberg stated he attributed "everything that has gone wrong to coronavirus." However, during an appearance on CNBC, he walked back those comments, saying it wasn't "fair" to place all the blame on the pandemic. He remarked that "other companies have faced the challenge of Covid and they’ve managed to find the path."

As Katzenberg conceded, the pandemic wasn't the only source of Quibi's problems. The streaming landscape it sought to disrupt is filled with powerful competitors like Netflix and Amazon, which have substantial budgets. While Quibi raised $1.75 billion from investors, it wasn't enough to compete against the financial resources of larger companies.

Whitman noted that being a startup presents challenges that established companies don't face, and launching in a big way was essential. In June, reports indicated that Quibi expected to have spent $1 billion of the $1.75 billion by the third quarter of 2020, with projections for additional fundraising to remain viable.

Quibi lacked the advantage of established subscription services like Disney+, HBO Max, and NBCUniversal's Peacock, which had extensive catalogues of already popular content. Instead, Quibi opted for original content featuring A-list stars, which required at least one massive hit to attract subscribers. Though shows with stars like Kevin Hart, Jennifer Lopez, and Steven Spielberg entertained viewers, they failed to generate the necessary growth.

Rich Greenfield of LightShed Partners expressed the difficulty for new players to break in as a subscription app without a free initial offering. While Quibi had aimed for over 7 million subscribers by its first anniversary, its initial downloads were underwhelming. Without a free tier, it offered a 90-day free trial, resulting in 2.6 million installations in its first month. Yet, as the free trial ended, paying customer numbers dropped significantly.

Quibi's subscriber total reportedly stood at just 500,000 weeks before announcing its closure. Issues arose with the app itself, such as complaints about the inability to screenshot content, which hindered sharing and generating buzz. Although the technology promised real-time switching between horizontal and vertical views, it didn't entice enough viewers. Furthermore, legal challenges regarding patent infringement indicated another hurdle.

Ultimately, Katzenberg and Whitman recognized that the "product market fit was wrong," admitting that their efforts weren't sufficient. They noted a slowdown in momentum over the summer despite various attempts to improve marketing and packaging. Whitman reflected that asking users to pay for an unfamiliar product was misguided, indicating a lack of consumer support ultimately led to Quibi's demise.

Katzenberg and Whitman are now working on winding down the company and returning money to investors.

A new documentary looks back at the discount moviegoing subscription model that went from industry disruptor to joke.

Cinephiles talk about the “MoviePass summer” with the same wistful nostalgia as hippies recalling the Summer of Love, like it’s an impossible dream so utopian that it might have been a collective hallucination.

In August 2017, the startup MoviePass announced a radical new pricing structure offering one admission a day for a paltry $9.95 each month. Moviegoers immediately realized that the service would pay for itself within a single use, and attendance soared, particularly in metropolitan markets with robust repertory scenes.

Glitches proliferated, and some showtimes simply vanished from availability, to the point that anyone with a brain surmised that management was frantically trying to jam a cork in the sinking ship. In 2019, an email blast informed subscribers that MoviePass would cease operations imminently, sealing the final failure of a company that now seems success-proof in its very premise.

The new HBO Max documentary, MoviePass, MovieCrash, recounts this odd case study in modern entertainment economics, highlighting the recklessness of private equity. The director Muta’Ali Muhammad largely missed the boat on the service’s heyday, learning about it as the company sank deeper into its chaos period.

Muhammad realized that the terms and conditions had changed so many times, she didn’t know what to tell a friend asking about the service. The rise and fall plays like The Social Network, complicated by a sour angle of racial bias. The original founders, Stacy Spikes and Hamet Watt, were ousted following a sale to Helios and Matheson.

The documentary positions “Ted & Mitch” versus “Stacy & Hamet” in a battle for the future of MoviePass. Where the original founders saw a labor of love, the new management sought a get-rich-quick scheme. As the business deteriorated, Lowe and Farnsworth fit the scapegoat role, opening themselves up to fraud investigations for depriving customers of the service they had paid to access.

The documentary concludes with a hopeful note that a Black entrepreneur might get a fairer shake this time around, illustrating the biases we hold about different demographics in the business world. Ultimately, Muhammad sees this case study as emblematic of the dynamics at play in the startup realm.

Demi Marchese, the founder and CEO of the fashion brand 12th Tribe, started her journey in 2015 with just $800. Initially working in sales for her mother during the day and packing orders at night, she had no formal fashion training but a strong desire to create something unique. Her brand's identity is built on the belief that women can establish their own rules and lifestyles.

Inspired by her travels to 11 countries while studying abroad, Demi became fascinated with expressing oneself through clothing. She began curating one-of-a-kind vintage pieces, and her first successful product was a pair of vintage Levi’s shorts, marketed as “the short you pack when you don’t know where you’re going next.” After relocating to Los Angeles, she styled girls for Coachella, gradually building an online shop where customers could purchase complete looks.

With an initial investment of only $800 and no outside funding, Demi operated mainly with support from family and friends. The brand saw quick success, particularly during festival seasons when word of mouth spread. The first cult product was Thrasher vintage shorts, leading to significant growth without external investments.

Demi emphasizes the behind-the-scenes challenges, highlighting that people often miss the sacrifices made by founders. She experienced stress and exhaustion while managing multiple responsibilities and noted the difficulties women face in leadership roles, where expectations can be conflicting.

Throughout her journey, she faced hurdles like inventory mishandling during a launch, which she navigated through transparency and strong communication with customers. This incident helped her develop a more resilient fulfillment strategy.

Today, 12th Tribe has surpassed $250 million in lifetime revenue and maintains a loyal customer base of 600,000. With double-digit annual growth and a commitment to female-founded initiatives, the brand has evolved into a lifestyle label catering to women in various life stages, including motherhood. Demi's story illustrates that success requires more than just a plan; it demands perseverance, community, and the courage to adapt.

Recovery footwear brands, long popular with athletes like runners and basketball players, are tweaking their messaging to better market to the masses and increase education around their products.

Recovery footwear, also known as post-workout or post-activity footwear, is a type of footwear designed to help one’s body recover from high-intensity exercise. Recovery shoes often have extra cushioning and breathable materials that help support feet and ankles and allow muscles to relax. They are sometimes used for relief from plantar fasciitis and other conditions. And unlike performance footwear, recovery footwear is most typically worn after — but not during — a workout.

As Darren Brown, head of marketing at the footwear brand OOFOS, put it, recovery footwear is “for the other 22 hours of the day when you want your body to be at its best.” Recovery footwear is now carried by major brands including Nike and Hoka, and it’s become a go-to for athletes pounding the pavement.

The words “recovery footwear” remain relatively unknown to many everyday consumers. However, in a trend that began during the pandemic, consumers are looking for comfortable and supportive shoes, and recovery footwear fits that bill. To reach more people, recovery footwear brands are often adjusting how they talk about and promote their products to help their products inch toward the mainstream.

One such recovery footwear brand is OOFOS, which launched in 2010. OOFOS shoes provide arch support and they absorb impact, rather than propel the body forward. OOFOS uses a proprietary foam, which it first applied to slides and sandals before branching out into sneakers. However, its closed-toe shoes look similar to other athletic footwear on the market, which can make explaining the difference to the everyday consumer “more complicated,” OOFOS’s Brown told Modern Retail.

To help with this, OOFOS has tried to get its shoes onto as many feet as possible via demonstrations at places like medical conferences. It’s introduced its shoes to physical therapists, podiatrists and other medical professionals who treat people with plantar fasciitis and mobility issues, and it’s taught its retail partners how to answer questions about its shoes. OOFOS has also gone to trade shows and asked people to take a pair of OOFOS and a pedometer and literally “walk a mile in their shoes,” Brown said.

“I can tell you ’til I’m blue in the face that we have this incredible technology and that there’s nothing like it on the marketplace,” Brown explained. “You can look at it and go, ‘OK, I get that there’s data behind it, but it sounds like marketing.’ When people put our product on and experience it, that’s when [they] fully understand. That’s when minds are typically changing.”

Another recovery footwear brand, Kane Footwear, launched in 2021 and is also “doing a lot of education” as it grows, CEO and founder John Gagliardi told Modern Retail. Kane Footwear’s shoes use a sugarcane foam and have small holes on the top and sides to let the foot breathe and expand. The brand largely caters to professional athletes like NBA players, and it holds demonstrations at marathons in New York City, Austin and Miami. Recently, though, Kane Footwear has noticed its products are being used in other settings.

“It’s evolved,” Gagliardi said. “I see a lot of parents wearing them now, just watching their kids play sports. I see people at the beach wearing them or using them as boating shoes. People are wearing them at airports. … We’re getting adoption from outside.”

Kane Footwear — which sells via its online website, as well as wholesale accounts like Dick’s Sporting Goods — is now championing those other use cases in its marketing. In fact, it’s been running two different versions of a streaming TV advertisement to cater to two different audiences. One is for the “hardcore athlete,” while the other is for the more casual user, Gagliardi explained.

In a testament to the brand’s widening popularity, Gagliardi said that the two ad spots are performing “even.” Beth Goldstein, footwear analyst at Circana, told Modern Retail that data indicates that recovery footwear is starting to catch on. An April 2024 survey by Circana found that 50% of consumers were interested in recovery footwear. Of those 50%, 67% said they were drawn to the idea of everyday comfort, while 45% cited post-workout recovery. About a third, 32%, said they were interested in recovery footwear due to standing for long periods of time.

“There’s definitely interest in what those types of shoes provide,” Goldstein said. She added that while the typical consumer may not know what “recovery footwear” means, “they do understand comfort.”

“If it’s marketed right to different audiences, I think there’s growth potential,” Goldstein said. “Maybe in sporting goods retailers, the merchandise could be by the performance footwear, but in other types of retailers, it could be on its own, and the messaging might be different.”

Ultimately, while the concept of recovery footwear is still “very, very new to consumers” today, there’s plenty of opportunity in the market, OOFOS’s Brown said. “We’ve been around for a decade-plus, but I think people are starting to finally understand recovery and this broader concept of health and wellness and holistic well-being,” Brown said.

Mini portable fans have rapidly become summer mainstays to mitigate the sweltering heat. While the gadget may be hot, experts say the reasons for the popularity are not: climate change and fast fashion. Long popular in humid climates, the mini blasters have proliferated in the West thanks to TikTok and platforms like Amazon, Shein, and Temu.

Typically under $10, the battery- or USB-powered personal fan comes in a variety of styles. Users can wear it around their necks, install it in their car, and even clip it on their handbag. Handheld fans are cropping up everywhere, from influencer posts to playgrounds. The rapid growth of affordable accessories from online retailers like Temu and Shein, where fans cost as little as $4, is a selling point particularly for cash-strapped Gen Z buyers.

The global personal fan market is set to surpass $1 billion by 2033, nearly doubling its current value. In the U.K., consumers bought 7 million portable mini fans in the past year. Google searches for portable fans have increased steadily, peaking in June. The states with the highest search interest include Louisiana, Mississippi, Alabama, Georgia, and South Carolina.

The rise of mini fans may be influencing fast-fashion trends. Some influencers have leveraged the trend to launch their own brands. The Asia-Pacific region accounted for 55% of the growth of the portable fans market, generating nearly $140 million in 2021.

At the same time, the handheld fan boom raises serious environmental concerns. Overconsumption of cheap products creates waste. The U.K.-based nonprofit Material Focus estimated that roughly 3.5 million fans have been discarded over the past year. Experts are questioning what happens to these items after summer ends.

Product reviews are a vital touchpoint in shaping consumer purchasing decisions, but also in shaping business and product development decisions as well as brand perceptions.

For businesses, reviews are an invaluable source of feedback, offering insights that can improve products, enhance customer service, bolster their brand, and ultimately drive more sales. For consumers, reviews can provide an authentic look at products from real users, empowering them to make informed decisions before hitting “buy.” Our recent study at AMC Global highlights just how important product reviews—especially verified purchaser reviews—are in building consumer confidence, particularly for high-ticket items like electronics and small appliances.

This growing trend reinforces the broader shift toward transparency and authenticity in today’s shopping experience, with consumers increasingly turning to trusted sources. So, where are they looking for these reviews? Insights from our study reveal that 68% of consumers turn to Amazon for product reviews, followed by popular platforms like social media (50%), YouTube (48%), and brand websites (47%).

These platforms have become trusted sources of information, with consumers increasingly relying on user-generated content to inform their purchasing decisions. The study also finds that two-thirds (66%) of consumers feel confident in their purchase with just 100 reviews available, emphasizing that it’s not the quantity but the quality of reviews that truly matters to shoppers.

However, a recent article from Customer Experience Dive highlights a growing issue: While reviews are essential for informed decision-making, an overwhelming number of them—especially when there is an excess of paid or incentivized reviews—can actually create confusion. This can make it difficult for shoppers to distinguish between what’s truly valuable and what’s not. As a result, it’s crucial for brands to provide concise, relevant, and verified reviews that effectively guide consumers without overwhelming them.

Product reviews are most definitely a key factor in decision-making. According to Reputation, a reputation performance management consultancy, product reviews have become one of the most powerful drivers of consumer decision-making, surpassing traditional influences like company marketing, influencer opinions, and even recommendations from friends and family. This growing reliance on reviews places them firmly at the top of the decision-making pyramid.

Whether online or in-store, reviews are often the first thing consumers check—with positive feedback fostering trust and negative comments serving as a red flag. In brick-and-mortar stores, shoppers are increasingly turning to their smartphones to read reviews, often scanning QR codes or visiting retailer and third-party websites to inform their purchases. This highlights how seamlessly reviews have become integrated into the entire shopping journey, no matter what they are shopping for at the moment.

A recent analysis from Harvard Business Review reveals that consumer reviews have the greatest influence on high-involvement products, such as electronics and appliances, where authenticity and reliability from verified purchasers are highly valued. For these products, reviews play a critical role in decision-making. And reviews have a slightly lesser impact on low-involvement or lower-ticket items, where consumers are more likely to prioritize factors like brand reputation or price.

In fact, AMC Global’s study found that 54% of consumers consider reviews essential when purchasing electronics, while 51% rely heavily on reviews for small appliances. These categories, being high-value purchases, naturally carry more weight in the research process, highlighting the importance of trusted feedback.

Reviews still influence sectors such as beauty and personal care (41% and 36%, respectively) or packaged goods (25%), but their role is somewhat less decisive compared to high-ticket items. But how those reviews are delivered matters regardless of the product category.

There is growing concern among consumers about the authenticity of online reviews. As information becomes more accessible, distinguishing between genuine and fake reviews has become increasingly challenging, and consumers are skeptical. With this growing difficulty, it is not surprising that our consumer study found a strong preference for verified purchaser reviews.

These reviews—submitted by real, verified buyers—carry far more weight than incentivized or promotional reviews, and are easier to determine whether they contain authentic feedback. Consumers trust them more, and these reviews are integral in building both brand trust and confidence in the product’s effectiveness. Verified purchaser reviews are increasingly seen as the gold standard, offering consumers the assurance that they are receiving unbiased, real-world insights into a product’s performance and quality.

Brands that can provide verified purchaser reviews are not just building a repository of feedback—they are laying the groundwork for trust and transparency. Studies show that trust is the most important factor in a consumer’s decision to make a purchase, with two-thirds of consumers saying they would avoid a brand that they perceive as untrustworthy. Verified purchaser reviews give shoppers the confidence they need, particularly when products come with a significant financial commitment.

Product reviews have evolved from a simple feature to a central component of the consumer shopping experience. As product reviews continue to strongly inform purchasing behavior, brands must ensure their review systems are transparent and authentic. The shift toward verified purchaser feedback is not just a preference—it’s a necessity for brands that want to succeed in a market driven by informed and discerning consumers.

BloomNation, dubbed ‘the Etsy for florists,’ is an online platform that modernizes the way independent florists operate their businesses. By allowing these small businesses to keep 90% of a sale, it has transformed how customers select floral arrangements. Since its inception in 2011, BloomNation has expanded to include a network of 3,500 florists across the United States and Canada, boasting an impressive average annual growth rate of 25%.

The idea for BloomNation emerged when co-founder Farbod Shoraka noticed diminishing foot traffic in brick-and-mortar florists. With consumers increasingly turning to online platforms for purchases, independent florists faced challenges from large brokers like FTD and 1-800-Flowers. These entities commanded commissions that severely reduced the revenue for local florists. With a background in finance, Shoraka sought to create a solution that empowered florists to sell directly to customers without intermediaries.

BloomNation's innovative business model not only facilitates direct sales but also provides florists with tools for managing their entire business operations. In addition, it launched a B2B arm that helps florists enhance their e-commerce capabilities, significantly boosting their sales by 30% to 40%. The company's performance-based revenue model also incentivizes florists by ensuring they retain a large percentage of sales revenues.

BloomNation remains committed to community impact by requiring its florists to be local and to provide hand-delivery of their arrangements. By keeping the emphasis local, the company highlights the multiplier effect of small business spending, where money spent within the community circulates and revitalizes local economies.

Recently, BloomNation expanded its reach by acquiring UK-based Floom, enhancing its service offerings and aligning with its mission to support florists with comprehensive tools and technology. Shoraka emphasizes the importance of unit economics for startups, inviting them to analyze profitability effectively.

Through its efforts, BloomNation exemplifies how innovative business models can successfully support small businesses in adapting to the digital landscape while promoting creative freedom and local economic strength.

In this edition of “Ask the Board,” we feature Ellen Marie Bennett, Founder and Chief Brand Officer of Hedley & Bennett, a multimillion-dollar kitchen essentials company. Ellen explains how to use your customer feedback to grow your venture.

Ellen Marie Bennett, Founder of Hedley & Bennett, embraces tough feedback from her chef customers because it tells her exactly what she needs to make her products better.

If you could create your own fantasy board of directors, who would be on it? CO— connects you with thought leaders from across the business spectrum and asks them to help solve your biggest business challenges. In this edition, we ask an entrepreneur about how to leverage customer feedback.

When she started, Ellen only had $300, the ability to trade cooking skills for business help, and a passion for making pro-grade aprons with style for pro chefs and at-home cooks. Now, she’s the founder behind a multimillion-dollar kitchen essentials company. Of course, Ellen ran into roadblocks along the way—like her landlord pocketing her rent and giving her an eviction notice! However, despite the roadblocks, Hedley & Bennett, which has never raised outside capital, currently outfits over 8,000 restaurants across the United States.

Below, Ellen shares how gathering real feedback from chefs helped her reinvent aprons, knives, and kitchen tools—and how any business can apply the same principles.

**Ask specific questions and drill down on pain points**

When I first started, I sat down with chefs and asked, “What do you love and what do you hate? What do you need and want in your aprons and what sucks about your current apron?” That one question led to SO much feedback, honest conversations, and great ideas to improve the typically terrible apron—stronger neck straps, better fabrics, location of pockets, not to mention more functional pockets. You can’t assume you know what people want. Ask them, really listen, and then make something that actually solves their problems.

**Embrace brutal honesty as it makes your product better**

Chefs are brutally honest—trust me, I’ve been on the receiving end of their feedback. But I never took it personally. When someone told me my apron’s straps were too short, we made them longer. If we messed something up, we owned it. When they said they wanted better fabric, I found the best materials out there. Your customers will tell you exactly what’s wrong if you’re willing to listen—and if you take their feedback seriously, they’ll respect you for it, creating brand loyalty in return.

**Co-create with your audience**

I didn’t just design aprons in a vacuum—I worked with the people who were actually going to wear them. I’d show chefs my prototypes and plant them in their kitchens so they could use them. They gave me insights I never would’ve thought of alone. And when we launched kitchen tools, we did the same thing—chefs came in, tested everything, and told us what needed tweaking. Your customers know what they need—let them help you make something great.

From Day One, I didn’t just want to sell aprons—I wanted to build relationships. The chefs who bought my first aprons still wear them today because we built something together.

**Stay nimble and be willing to pivot**

When the pandemic hit, everything changed overnight. Restaurants shut down, and our main customers weren’t buying. We had two choices: panic or pivot. We went all-in on direct-to-consumer, figuring out how to ship online orders as fast as possible. Was it messy? Oh yeah. But the key was listening—our customers still wanted our products, just in a different way. Business will throw curveballs at you. The brands that survive are the ones that listen and adapt fast.

**Quality and longevity matter more than trends**

I never wanted to make trendy kitchen gear—I wanted to make the best gear that would last. That’s why I am obsessed over materials, durability, and design. If I wouldn’t use it in my own kitchen, I wouldn’t sell it. This is why, for our Kitchen Tools line, we made sure to include all the tools your kitchen needs and nothing that you don’t. People respect quality. If you listen to your customers and build things that last, they’ll keep coming back.

**Take your time to get it right**

We were so close to launching our kitchen tools when we realized something was wrong—their end caps were popping off. Instead of pushing ahead anyway, we stopped everything for eight months to fix it. Was it frustrating? Yes. But launching a bad product would’ve hurt our brand and our customers way more. Sometimes, the best thing you can do for your customers is slow down and make sure you’re giving them something truly great and of course, by doing this you’re playing the long game.

**Build community, not just a customer base**

From Day One, I didn’t just want to sell aprons—I wanted to build relationships. The chefs who bought my first aprons still wear them today because we built something together. I showed up, I listened, and I made something that they could be proud of. You can’t buy that kind of loyalty with just ads. If you take the time to connect with your customers in a real way, they’ll stick with you for real.

**Talk to your customers—in person, if possible**

I never waited for people to find me. I showed up where my community was already at: farmers markets, restaurant kitchens, and food events, talking to anyone who would listen. If you had ears, I was going to tell you about my aprons! There’s something about meeting people face-to-face—you hear the truth, you see their reactions, and you build a real connection.

A Brisbane woman's "unreal" idea has left her on track to make $8 million this year with her range of sustainable swimwear.

Amber Boyers knew what it was like to feel "vulnerable half naked" on the beach in a swimsuit and wanted to address this issue, but the Millennial was also desperate to find swimmers that were sustainable. Back in 2016, she was running her own sustainable fashion account on Instagram where she would share different brands and fabrics but came up uninspired when it came to sustainable swimwear.

A few days later, Ms. Boyers started thinking up designs that were more than just "pieces of fabric to wear to the beach". In a stroke of good luck, an email landed in her inbox from her university announcing a competition to win $2000 for businesses that involved social good. She won the competition and with $2000 added from her savings, she quickly had to launch the business called Baiia Swimwear.

"To win the $2000, I had to prove I had made the business official so I had to whip up a website and took photos of myself in swimwear as I didn’t have money," she told news.com.au. "That brought it to life but I wanted to bring something to the market that didn’t already exist, which was a brand that was desirable, but pieces that were functional and more than pieces of fabric to wear to the beach." It saw the now 28-year-old pouring all the money from the three jobs she was working at the time into the new brand, apart from covering essentials like rent.

But it wasn’t instant success for Ms. Boyers, who would receive emails from potential customers telling her that while they loved the brand, they didn’t really rate the products. "It was good because having that brand and customers being vocal opened opportunities to have conversations about what they want to wear, how they want to feel and their biggest concerns," she said. "I think with swimwear, it’s closely tied to confidence and you feel like you have to have permission to show up half naked on the beach and I thought I have to find out how to make someone comfortable to wear a swimsuit."

Ms. Boyers said she felt she had a "boyish figure" and not a "lot of feminine curves" but always wore a wrap dress to make her feel sexy. This sparked the idea for Baiia Swimwear’s hero product although she admits it came about as a "mistake". She was looking at a reversible swimwear that could also be interchangeable to create "unique" pieces – something that could be worn eight different ways. But it wasn’t until she cut up her prototype that she saw the power in a wrap swimsuit that could be worn on different body shapes.

A huge marketing push through Facebook helped the brand grow and the first employee was hired in 2019. Baiia swimwear focuses on wrap-style designs that complement natural curves and beauty. Many pieces are reversible, making them highly functional.

Mid-last year, Baiia Swimwear introduced a new bikini wrap suit, which is now the brand’s new hero product with a whopping 40,000 products already sold. The Brisbane woman said while she loves playing with colour and bold prints, black remains the most popular colour. "That’s how the business started with bold, fun and experimental swimwear," she said. "But again having conversations and looking at data, I think asking a woman to step out – and some haven’t stepped out confidently for years or decades – and now they feel sexy or confident, it’s big ask to step out in a swimsuit and have bold prints that are in your face. So subtle and classic and timeless – those types of prints are bestsellers."

These include a black and coffee striped bikini and a zebra print that is reversible with just plain black. While the products weren’t originally designed for this target market, Ms. Boyers’ swimwear has also found popularity with those who have undergone a mastectomy or for mums who need extra comfort while breastfeeding. She offers tailoring services for Baiia’s swimwear where women are financially reimbursed to a certain extent.

Since Baiia Swimwear was started, it has also sold 32,500 wrapsuits and 12,500 other items such as sarongs. The business is on track to make $8 million in revenue this calendar year. "I think when you are not hitting those numbers you look at them and think how am I ever going to be able to do that? But everything happens so fast that you don’t get a moment for the dust to settle," Ms. Boyers said.

"It’s about creating the next best product. So when you do sit down and realize where I came from and how I have created a business and allowed my team to experience opportunities or give back to my family or provide to people who matter to me – that’s what the dollar amount means to me. "It feels unreal. I didn’t think I would hit it this quickly but it feels pretty cool." Ms. Boyers said she was fortunate to not have any physical stores because when the pandemic hit initially, it was kind of "apocalyptic" for a week.

"No one was buying anything but I kept going and, like, all the (other) e-commerce people we saw that (consumers) went crazy in terms of their consumption behaviour as they couldn’t spend money on travel or go to stores," she added. "I am in the business of making women feel confident and sexy and you always need to feel that, regardless of what is going on in the world and to be able to deliver products when people most needed it – allowed us to catapult and take off which I’m grateful for."

She started making a profit in 2019. Baiia Swimwear also offers beachwear like sarongs. Baiia Swimwear has also been "dabbling" in some dresses, while it sells beachwear such as sarongs and skirts. "My core beliefs is if we take resources, you need to get maximum amount of use from resources and materials, so it can’t be a piece that people will only wear for one day. It has to be worn for years and made to last," she added.

Ms. Boyers spent some of her childhood growing up in the Solomon Islands surrounded by nature and now she finds it "hurtful if the environment is in distress" – driving her sustainability mission. She believes her generation was one of the first to be raised to be more conscious about things like water consumption, environmental destruction and climate change, adding she treats the environment as the "be all and end all".

The young entrepreneur had always been interested in business – and not having a lot of money growing up – she saw it as an opportunity to make money and take her "destiny" into her own hands. At the time she launched her business, she had three jobs – working part-time at fashion brand Cue as well as the Body Shop, alongside being the marketing manager of a small business that sold eco homewares.

"It gave me a good understanding of business. People would purchase from Cue as it was ethical fashion accredited or it made items in Australia and it exposed and educated me around really well constructed garments," she said. "I loved knowing the story of the Body Shop and the business focusing on social good so early on in the 1980s and as a marketing manager I learned how to sell a product online. I didn’t have much time to myself."

In fact, Ms. Boyers has been hustling since she was six-years-old selling jewellery, before she scored a job "illegally" when she was just 12 working at a Turkish restaurant on Friday and Saturday nights for $10 an hour. She moved on to work for a cleaning contracting company when she was 15, cleaning offices before school and also had a job at Subway. "I have always been working. I have come to a point where I have attributed a lot of self-worth to productivity and I don’t feel safe if I’m not productive," she explained. "But I’ve hired an operations manager and I’m able to step back. There is so much I want to do and great ideas and products I want to deliver to women but I can’t do it now. I’m on the brink of burnout if I haven’t filled my own cup. "I’m going to step back a little bit and get inspired again.

For marketers, bold colors can be a strategic tool for grabbing attention on crowded shelves. But vibrant colors can have unintended consequences, causing consumers to waste more, save less, or even risk their health. A new Journal of Marketing study uncovers a surprising link between what consumers see and the decisions they make, showing how something as simple as color choice can have far-reaching consequences for the environment, consumer health, and sustainability efforts.

The study finds that products with highly saturated colors—vivid reds, deep blues, and vibrant greens—are consistently perceived as more potent and effective. This visual cue shapes consumer behavior in significant ways, often influencing how much of a product is used—or wasted. Across several experiments and studies, the researchers find that consumers overestimate the effectiveness of products based on color saturation—the richness, strength, or purity of a color—leading them to believe products with such colors are more potent. Consumers then use this perception of potency to infer how effective a product will be. This means that a more vivid and intense color can make a product seem more effective, even if the color has nothing to do with how well the product actually works.

People make these inferences based on the color of both the product itself and its packaging. In addition, color saturation influences perceptions of product efficacy in advertising. A more vivid and intense color can make a product seem more effective, even if the color has nothing to do with how well the product actually works. For example, in one study, the researchers showed participants images of laundry detergent bottles. Some bottles had packaging with highly saturated colors, while others had less saturated colors. People were more likely to buy the detergent with the more saturated packaging because they believed it to be more effective. Researchers found similar results when showing people work gloves with varying levels of color saturation, suggesting that the link between color saturation and perceived efficacy extends beyond consumable products to durable goods.

Color also affects how much of a product people use. When the researchers placed hand sanitizer dispensers with varying color saturation in university lecture halls, people used significantly less of a highly saturated sanitizer than a less saturated option. In another study, students used less of a highly saturated cleaner to clean their desks. Although this might seem beneficial for promoting sustainable practices, it could be problematic for products where underuse is harmful.

At the same time, the relationship between color saturation and perceived efficacy is not always straightforward. It can be influenced by other factors, such as a consumer's purchase goal. For instance, if a consumer is looking for a gentle facial cleanser, they might actually perceive a less saturated product to be more effective. This is because they associate lower saturation with gentleness, which is their desired benefit in this case. Conversely, a consumer searching for a strong facial cleanser would likely find the highly saturated product to be more appealing.

The perception of increased potency can lead to unintended consequences. For example, consumers might underdose a brightly colored disinfectant, assuming a smaller amount will suffice. Similarly, medicines with bold packaging may be viewed as overly strong, causing hesitation or improper use. So while bold colors can enhance product appeal, the fact that consumers make split-second judgments based on color can cause them to be misled when it comes to how the product should be used, which is particularly concerning for items like medications or sanitizers.

The findings highlight a tradeoff for marketers. Bold packaging colors can effectively communicate efficacy and capture consumer attention, but they must be used responsibly to avoid unintended consequences. Designing packaging isn't just about aesthetics—it's about functionality and trust. Marketers need to ensure that visual elements align with the intended use of the product, especially in categories where accuracy and safety are critical.

The study emphasizes the importance of carefully considering color saturation when designing products, packaging, and advertising: If you want to promote product efficacy, consider using highly saturated colors. If you want to encourage sustainable consumption, use highly saturated colors for products that tend to be overused. However, avoid highly saturated colors for products where underuse could be harmful. In these cases, marketers might consider providing additional information about the product's potency to offset potential biases. For example, a label could read, "same powerful formula without added dyes."

Design choices like color saturation can play a key role in promoting resource conservation. Governments and organizations are urging people to conserve resources, reduce waste, and adopt healthier habits. This research suggests marketers, regulators, and consumers can rethink product packaging to promote more sustainable and responsible behavior. The findings may also be used to help address public health campaigns, ensuring consumers use sufficient amounts of medicines or disinfectants where needed. The underuse of important products like disinfectants or medications because of misleading color perceptions could exacerbate issues during health crises or flu seasons, making this a public health issue. Color psychology can be leveraged to encourage people to use just the right amounts of products to cut down on environmental waste without sacrificing efficacy. In sum, marketers should align visual design with consumer expectations and product functionality. In a world where packaging often serves as a primary touchpoint for consumers, getting the balance right is crucial.

Comfort and warmth are becoming desirable, knocking cold and draughty floorboards off the pedestal. For the past decade or so, carpets have been ripped up and tossed out, but now carpet is making a comeback. People are keen to cover their cold and draughty floorboards and sink their feet back into something with a bit more comfort, warmth, and depth. From cut pile to shag, block colour to swirly pattern, wall-to-wall carpeting is once again smothering wooden floors. As for renters, a great rug renaissance is in full swing.

“While wall-to-wall carpets used to be passé, they are definitely having a bit of a moment now,” says Elizabeth Metcalfe, the author of "New English Interiors: At Home with Today’s Creatives." “There is a nostalgic charm, but I think they also bring cosiness and warmth to a space – a hugely appealing prospect when we’re faced with rising energy bills.” Liza Laserow Berglund, the co-founder of the Stockholm-based rug company Nordic Knots, describes a rug in a room as “the fourth wall.” “It frames a room,” she says. “People think about curtains but the floor really needs texture and warmth as well.”

One of Donald Trump’s first memos to staff was an instruction to change the Oval Office’s floor covering. As the Bidens were still packing up, the Democratic blue rug was being swapped out for a pale beige circular version, originally designed by Nancy Reagan for her husband’s time in office. Trump previously had installed it during his first term. According to White House aides, this time around, pieces of the Resolute Desk had to be disassembled so the rug could be placed underneath it.

Lorna Haigh, the creative director for Alternative Flooring, a UK-based company that sells everything from sisal to chunky wool carpets, says this year carpet is going to “take preference over hard flooring.” Ruggable, which makes machine washable rugs in tufted and shaggy styles, reports a 67% surge in website traffic. Its most popular size is a generous 185cm by 275cm. Even luxury fashion designers are championing the trend. At the recent menswear shows in Milan and Paris, the typical stripped-back catwalks were covered in plush overlay. At Prada, a giant scaffolding set jarred sharply with a tactile blue art deco-inspired carpet. It was sourced from Catherine Martin, a homeware brand owner and costume designer who has collaborated with her husband, Baz Luhrmann, on several films including "Elvis" (a carpet devotee who covered Graceland in a thick pile). Prada’s co-creative director, Raf Simons, described the carpet as “alive” and “a reaction to what a set usually is.”

Meanwhile, at Brioni, models plodded along a burnt orange shag-pile rug while at Amiri, a brand best known for its streetwear-inspired pieces, there was an 80s-esque plush fawn-coloured version.

After years of greige interiors where every listing on Rightmove has begun to blur into one, a maximalist backlash has begun. Social media is peppered with posts of floors in bold prints and saturated colours. At Ruggable, it is colour-blocking designs, nature-inspired motifs, and “AI-generated visuals” that “blur the lines between reality and fantasy” that are most popular. Metcalfe mentions rug combing, where rugs are overlapped or laid side by side to create a layered look as an emerging style. Elsewhere, the designer Henry Holland has swapped out his beige stairs for a custom-made swirly brown and white patterned runner inspired by 90s rave culture.

The Standard Hotel in London embraces the electric blue carpet, while in Claridge’s newly revamped suites, designer Bryan O’Sullivan has used floral art deco rugs. On Instagram, Alexa Chung described feeling “sick about how much I like this carpet” alongside a photo of a floral Heartsease patterned carpet at Castle Howard in North Yorkshire. Martin credits the periodic nature of fashion as fueling the trend. “Everything in life is cyclical…naturally, the fashion or the desire for a different decorating style is swinging back towards carpet.” Berglund, who has a rich honeyed colour “Leo” rug in her bedroom with a matching headboard and curtains, describes it as very soothing. “Your home is your most intimate space. It’s your safe haven. With how the world is today, it’s even more important to create something that you love coming home to.

Even billion-dollar companies can make mistakes. Hertz spent $32 million on a full digital overhaul, only to end up with broken code, missed deadlines, and a lawsuit against one of the world’s largest consultancies. For UK fintech SMBs racing to scale while staying compliant, this is a warning. This article breaks down: How Hertz’s digital transformation collapsed, why fintech leaders must stay vigilant, the most common causes of digital transformation failures, five early risk signals fintechs should watch for, and how sprint-based delivery models de-risk complex projects.

What happened in the Hertz–Accenture project? In 2016, Hertz hired Accenture to deliver a full rebuild of its website and mobile apps. The contract promised a modernised digital experience that could scale globally across platforms and devices. What followed was anything but. Key deadlines kept slipping: first in December 2017, then in January 2018, and finally in April 2018. The code delivered was incomplete, buggy, and non-responsive. Critical functionality, including tablet support and scalable branding, was missing. Testing and QA milestones were either missed or poorly executed. Hertz claimed, 'Accenture never delivered a functional website or mobile app.' By 2018, Hertz had terminated the contract and sued Accenture for damages in 2019. Accenture denied wrongdoing, but the lawsuit exposed deep flaws in delivery, governance, and accountability, despite the involvement of a top-tier consultancy.

Why does this still matter for fintech leaders in 2025? According to a McKinsey and Oxford study of over 5,400 global IT projects, 17% fail so badly they threaten the company’s survival. For fintechs, where technology is the product, the margin for error is even smaller. The Hertz disaster may feel like old news, but its lessons have only become more urgent for UK fintechs, which are under pressure to grow rapidly without compromising their stability.

Investors won’t wait for delays. They are no longer patient with blown deadlines or vague roadmaps. Every delay cuts deeper into burn rates and invites uncomfortable questions about leadership and execution.

Compliance must start on day one. Regulatory compliance isn’t something that can be fixed after launch. FCA rules, data governance, and operational resilience need to be baked into the build from day one. In fintech, there’s no room for unstable platforms.

Stability is the core of customer trust. Payments, client data, and core banking services sit at the heart of customer trust, and any cracks in that foundation can carry serious financial and reputational risk. Even billion-dollar budgets can’t save a broken delivery model. The fact that global brands with immense budgets still fail at digital delivery should be a flashing warning sign for scale-ups working with smaller teams and tighter margins. Success still depends on the delivery model itself. It’s not about how much is being spent, but how projects are structured, governed, and executed. Fintech leaders don’t have the luxury of blind trust. These failures rarely come from a single bad decision; they grow from structural gaps that can and should be caught early, before they snowball.

What causes digital transformation failures? Most digital transformation failures can be traced back to a few recurring causes. These are patterns that repeatedly break projects, regardless of company size or budget. Left unchecked, these issues don’t stay small. Minor delays turn into missed milestones. Vague requirements create rework. The budget expands, technical debt piles up, and delivery breaks down entirely. Hertz discovered that not only was the project delayed, but the code that was delivered created major security vulnerabilities and serious performance issues. These were real risks to the platform’s stability and customer data protection. For a fintech platform, these kinds of failures could mean regulatory violations, customer loss, and severe reputational damage.

Five risk factors fintechs should watch for. Fintech platforms operate under intense regulatory pressure, hold sensitive customer data, and face constant demands for the rapid delivery of features. According to BCG, nearly 70% of digital transformation failures stem from poor risk management and execution breakdowns. Spotting early warning signs is critical to protecting both growth and survival. Some of the most dangerous signals include:

Spotting these signals early can prevent millions in wasted spend and months of lost time.

How Deployflow helps fintechs de-risk digital projects. At Deployflow, the core objective is to protect fintech firms from missed deadlines, compliance risks, operational disruptions, and reputational damage. Sprint-based delivery with two-week cycles ensures that every sprint produces working, testable code. Progress is fast, visible, and controlled. Risks surface early, allowing for immediate adjustments before small issues escalate. Security-first delivery with built-in compliance ensures that FCA, GDPR, and operational resilience are integrated directly into the development pipeline from day one. Security, data privacy, and auditability are continuously enforced across all stages. Early wins through MVPs and testable features allow for working functionality to be delivered early in the project. Fintech teams validate features against business, operational, and regulatory requirements throughout development, not after full build-out.

Transparent, real-time reporting and change tracking enable leadership to have full visibility into progress, blockers, and upcoming risks through live dashboards. Reporting is continuous, eliminating blind spots and delays in decision-making. Fintech-grade cloud infrastructure is architected for financial data, high availability, and regulatory compliance. Systems scale reliably as business demands increase, without requiring later rework.

Scaling from MVP to $2B by fixing delivery first. In 2018, a fast-growing UK fintech set out to compete in the 'Buy Now, Pay Later' (BNPL) market. The product idea was clear. The risk was time. They had one month for a complex API integration; failure meant risking the company’s survival, a software project risk many fintech companies face when speed is critical. Deployflow was brought in to solve one problem and build a fintech delivery model that could move fast without breaking. Infrastructure was automated with Terraform on AWS. Delivery pipelines were optimized with Bitbucket and Octopus. A dedicated remote team was fully integrated into the company’s product cycle. Continuous QA and compliance checks were built into every sprint. This sprint-based delivery allowed them to move at speed while maintaining full visibility, compliance, and stability. The MVP launched on schedule. The delivery system scaled with the business. Today, the company is valued at over $2 billion. This is a sharp contrast to high-profile cases like the Accenture Hertz case study, where a website rebuild failure cost over $32 million and turned into a failed digital transformation.

The right delivery model turns high risk into controlled growth. Zilch’s outcome wasn’t accidental. The difference was a delivery model built for speed, control, and compliance from day one. The same risks that nearly derailed Hertz were neutralized early, not by spending more, but by structuring delivery to surface issues before they became failures. The same approach applies to any fintech building high-stakes platforms under tight timelines. Avoid delivery failures before they start. Deployflow’s DevOps service team gives fintech teams sprint-based delivery, built-in compliance, and full transparency from day one, turning high-risk digital projects into controlled, predictable execution. Fintech companies don’t need bigger budgets; they need delivery systems built to catch failures before they happen.

Frequently asked questions about digital transformation failures in fintech.

What is a digital transformation failure? A digital transformation failure happens when a technology-driven business project fails to meet its intended objectives. Projects such as website rebuilds, platform migrations, or new product development often fail due to missed deadlines, cost overruns, technical debt, and delivery breakdowns.

What went wrong in the Hertz–Accenture project? The Hertz–Accenture project failed because Accenture repeatedly missed deadlines, delivered incomplete and buggy code, ignored key functionality requirements, and introduced serious security vulnerabilities. These delivery failures ultimately forced Hertz to terminate the contract and pursue legal action for damages.

How can UK fintechs avoid a similar failure? UK fintechs can avoid these failures by adopting sprint-based delivery models that produce working software early, embedding compliance from the start, maintaining full delivery transparency, and working with vendors who take full responsibility for both execution and governance.

Milan-based Waveful, a community platform for making friends online, announces a €1.8 million Seed investment round in order to expand to the US, develop their offering, and expand their team.

Key investors include a16z Speedrun, Andreessen Horowitz’s programme dedicated to consumer and gaming apps worldwide, Italian Angels for Growth (IAG), Vento Ventures, Zest, Vesper Holding, and a selected group of Italian and American angels including Andrea Ruosi, Vito Lomele, Nick Swift, Simone Cimminelli, Tommaso Tosi, Vincenzo Alagna, Omar Bertoni, Andrea D’Aietti, and Jesse Chor.

“Being selected by a16z Speedrun as the only Italian company and becoming the startup with the highest growth within the programme was an incredible recognition, both for the team and for the vision we have built from the start,” says Steven Motta, CEO and Co-founder of Waveful. “This round provides us the resources to accelerate our expansion in the United States, invest in AI-first technology, and attract new talent. But above all, it represents a decisive step toward achieving the goal that drives us every day: becoming the number one community platform in the world.”

Founded in 2020 by Steven and Dennis Motta, Waveful is a social platform that looks to help people create authentic connections through shared passions. In a world where loneliness is increasingly widespread, Waveful aims to build digital spaces for making new friends and meaningful communities.

According to data provided by the company, in less than six months, Waveful has reportedly surpassed three million downloads, registering monthly growth over 200% in the past year and reaching over one million dollars in sales entirely through a B2C model. The raised capital will be used to further strengthen presence in the United States, aiming to reach half a million American users within twelve months and to enhance the product with new AI-based features, reinforcing Waveful’s positioning as a cutting-edge social platform.

Concurrently, the team will be expanded with the addition of 4-6 new roles over the next three months, primarily in engineering, growth, and marketing. “We believe that the next generation of social apps will shift from monetizing attention to becoming creator and fan marketplaces, where creators can monetize their efforts directly. Waveful is building this future, and we’re excited to support them on their journey forward,” commented Robin Guo, Investment Partner at a16z.

During a16z’s Speedrun programme, Waveful stood out as the fastest-growing company and the only fully Italian startup, with its Founders also being the youngest in the selected batch.

When it comes to parenting style, Alexandra Rutkay’s got it in the bag. Unwilling to forgo fab fashions for frumpy mommy gear, the Upper East Sider dreamed up a designer diaper carrier that’s now affording her the life of her dreams.

“We just made seven figures,” Rutkay, 41, married mom and founder of posh baby bag brand Citymouse, told The Post.

Rutkay and husband David, who recently left his six-figure job in luxury car sales to serve as Citymouse’s operations manager, run their literal mom-and-pop shop from their two-bedroom uptown abode. The couple pay themselves around 18% of the overall profits — reinvesting the rest back into the biz. They’ve sold more than 10,000 bags this year alone.

“We do everything from our apartment,” said Rutkay, who doubles as a makeup artist for “Law & Order: SVU” star Mariska Hargitay. “We stock inventory here, we package orders here,” she laughed. “We’re surrounded by bags.”

Rutkay tells The Post that her crossbody bags have made a big splash among moms from coast to coast.

Rutkay is among the increasing number of entrepreneurial spirits launching side hustles to keep financially afloat in the face of inflation, with egg prices surging and the cost of living on a constant climb. A March 2025 study from Academized, an online education hub, found that 52% of US millennials, workers aged 26 to 41, have taken on at least one additional job to supplement their income amid the struggling economy.

But for Rutkay, hawking haute bags to modish mamas is a labor of love. “Most moms want to regain a sense of self, a sense of their own style,” said the parent of a 5-year-old boy, whose name she asked be withheld. “And everybody needs a good functional purse.”

Her Citymouse crossbody is a sleek, chic carryall made of regenerated nylon — couture-quality recycled material used by fashion houses such as Gucci and Prada. It rises as a swanky alternative to those unbecoming bottle bags of yore — and as a budget-friendly substitute to the $20,000 totes donned by bougie Birkin moms. Instead, Rutkay’s $79 accessory offers on-the-go ladies a dash of affordable pizzazz while baby’s in tow.

Her hot commodity, which she said often sells out on TikTok Shop — the social medium’s virtual marketplace — features a 13-inch-long, 3-inch-wide and 8-inch-high sling pouch.

The bag comes with a designer strap, a changing sheet, a key lanyard, an elastic bottle or sippy cup holder, a mesh separation pocket for diapers — and credit card slots for grownups. “It can hold up to eight newborn diapers and three of the largest size diapers — it can even hold a full bottle of wine,” chuckled Rutkay, who had no previous experience in fashion construction before debuting Citymouse in late 2022.

For Rutkay, the bag’s luxe look was birthed out of “necessity and frustration” ahead of a family outing. When the brunette couldn’t squeeze all of her then-toddler son’s needs into a Louis Vuitton bucket bag, a lightbulb turned on in her head. “I stood in front of my closet and thought, ‘Why aren’t there cute bags that work as diaper bags?’” Rutkay recalled. With just a napkin, a pen and a bright idea, she doodled the prototype, then paid overseas manufacturers $36,000 to turn her dream sack into a reality.

The Citymouse seed money was cash Rutkay had made from selling T-shirt designs online during the pandemic — a mini hustle she’d kick-started shortly after discovering she had cancer.

“I was diagnosed with sarcoma, a rare Stage 3 cancer, in May 2020,” said Rutkay. At the time, she’d just welcomed her baby that February. “I went through surgery, chemotherapy, radiation,” Rutkay explained. “It was the worst thing I’d ever been through.”

Now cancer-free, she credits the life-threatening experience, as well as her son, with giving her the courage to pursue her goals. “I’d [previously] sworn off entrepreneurship, but there’s this thing called post-traumatic growth,” said Rutkay, referring to the positive psychological changes that can occur after one overcomes a major challenge. “It removed a lot of my self-doubt,” the tycoon-in-training added. “Surviving cancer makes me not really care what people think.

“I have one precious life, and I wanted to build something with a legacy for my son,” she continued. “I hope my journey teaches him that anything is possible.” It’s a message that the mother also wants her fellow side hustlers (or poly-workers) to take to heart. “I really do hope people are inspired by my story,” said Rutkay. “I’m nobody special. I just went for it, and they can, too.”

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Meal delivery is a luxury city dwellers take for granted - but more options are opening up for non-urban residents. Boasting nearly 700,000 islands collectively, Sweden, Norway, and Finland are home to the most islands in the world, their coastlines dotted by archipelagos that have shaped their history and culture. While a number of the islands are accessible by ferry and bridge to residents of the region's cities, there's one thing locals are often missing: hot food delivery to their door, a service their city cousins probably take for granted.

But Norwegian start-up Aviant wants to change that, by establishing the region's first food delivery service by drone - starting on the Swedish island of Värmdö. Värmdö is just eight miles (13 km) from Stockholm as the crow flies, and accessible by car, bus, and ferry. But its population of around 46,000 - rising to up to 100,000 in the summer - has few hot food delivery options.

During a video call, Aviant co-founder and CEO, Lars Erik Fagernæs, shows me a map of the islands closest to Stockholm. "All of the white and blue squares are where (delivery services) Foodora and Wolt have a service, and all of the black squares are where they don't," says Mr. Fagernæs, who is based in the Norwegian city of Trondheim. "As you can see on the map, there are 87,000 people who don't have access to a home delivery service. These people live in what you would call suburbs and would want to order takeaway food, but they just don't have an option."

Since February, though, residents of Gustavsberg, the main town on Värmdö, and surrounding areas, have been able to order freshly made burgers from Scandinavian chain Bastard Burgers directly to their door via drone, using Aviant's technology. The cost of delivery is comparable to that of a car or bike service, as drones eliminate the cost of the driver. At the moment, Aviant is in a "beta phase" - only delivering 10 items a week, while they check everything works. But the plan is to scale up as the year goes on.

Aviant is also set to launch a similar service on the Norwegian peninsula of Nesodden - just four miles from Oslo, but a 29-mile road journey. Mr. Fagernæs demonstrates once again on a map. "All the white is where you don't currently have a food delivery service. So it's about 100,000 people that are now going to have access to home delivery that didn't have it before," he says.

It hasn't been a straightforward process to perfect, Mr. Fagernæs admits, as several trials were needed to ensure the food stayed hot and fresh during the maximum flight time of up to 10 minutes, over a radius of up to six miles. "We have been testing this for three years, and in the beginning, there were a lot of soggy fries," he recalls. "But we have improved the isolated container the burger goes in, and now we know it arrives warm, even in the winter months.

"People go crazy for it. They call their neighbors and their grandma. They think it's like a UFO delivering their food." Mr. Fagernæs hopes the two pilot services will provide the "recipe," as he describes it, to embark on a full-scale rollout across Scandinavia, where many communities like those on Värmdö and Nesodden are beholden to their geography.

He points back to the map. "We don't have huge cities, but these areas are viable for drone delivery, where they are on the border of urban with rural, which is very hard to serve by car, and that is a lot of the population in Scandinavia," says Mr. Fagernæs. Aviant has identified around 40 bases across Scandinavia to expand to over the next two years and sees similar geography in Canada, which has over 52,000 islands, and the northeastern region of the US, characterized by lakes, mountains, and islands.

And what about the weather? Mr. Fagernæs admits high winds will ground the drones occasionally but expects the service to have 90% uptime.

As for flying drones to deliver food into really remote areas, Aviant is one of several drone firms to have tested the waters but found the numbers did not add up. Starting in 2022, Aviant delivered Thai, Italian, and sushi to residents outside of Trondheim. But that service was ended in August 2023.

Meanwhile, in 2022, a UK firm, Skyports, delivered school meals to children in the Orkney Islands, funded by Argyll and Bute Council, and temporarily ran a "fish and chip Fridays" delivery service to the wider community. Similarly, German firm Wingcopter delivered everyday goods to rural residents in 2023 as part of a government partnership. In China's eastern Zhejiang province, a local council is funding drone delivery of hot meals to elderly villagers isolated in the mountains.

But continuing these services without a government or corporate sponsor is not commercially viable. Given the distances, the cost of delivery would be prohibitive for the person ordering, and too much for the outlet providing the food to waive. And, being rural areas, there aren't enough locals to generate sufficient orders to begin with.

Skyports has been running a drone delivery service with Royal Mail across the Orkneys since 2023 and is looking at how the drones used in that can be repurposed to resurrect the hot meal delivery service, this time for all residents. "We haven't yet opened it up to other non-Royal Mail users as it's currently strictly a Royal Mail service. But absolutely, we can be looking at when those drones aren't in use, how we could be taking cargo from outlets on the mainland to the islands. We would have to look at what the premium charged would be, as it will be important to lower the cost. Today we've just been focusing on getting the service right before we look at that expansion," explains Alex Brown, Skyports director.

"You could absolutely make something like that work. The more you could utilize the drone, the better. So there are models where you have an anchor customer who's underwriting that core cost, then you can incrementally bolt on new commercial opportunities to bring in additional revenue, and then a new service for people using it." Apart from making the finances stack up, in the UK, commercial drone operators must work closely with the Civil Aviation Authority to designate a segregated airspace they can operate in, to avoid collisions with other aircraft, and minimize the risk of a crash to people on the ground. While this prioritizes safety, it makes the UK drone market far more difficult to enter than in Europe, Asia, or Australia, as Skyports' Mr. Brown notes.

Rural operators can, as he explains, make the case that they are operating in atypical airspace, or space that isn't likely to have other aircraft flying in it or many people below, as well as demonstrate that they're using high-tech navigation and hazard detection technology - options Mr. Brown says the UK government is becoming increasingly open to and is encouraging for entrepreneurs in the sector. "It is getting easier, and to give the UK government credit, they are making good progress," he says.

Young folks are desperately trying to reconnect with the world around them. The method many have chosen? “Dumbphones” — otherwise known as the millennial-era Blackberry. Ironically, Gen-Z is taking to social media — which isn’t even supported on dumbphones — to spread the word. For months now, users ranging in age from mid-20s to late teens have been demonstrating interest in “retro” technology like Walkmans, iPods, and digital cameras.

But the latest Y2K craze has older generations positively baffled. A quick TikTok search under the keyword “Blackberry” will display thousands upon thousands of videos of Gen-Zers purchasing shelved Blackberry phones off of eBay or digging them out of their parents’ closets, decorating them with rhinestones and keychains, and flaunting clicky ASMR-worthy keyboards. For many, the Blackberry craze is a continuation of 2000s nostalgia-core, a time when aesthetics like Britney Spears-esque McBling, cyberfuturism, and Frutiger Aero ruled the trends.

“We’ve come full circle,” declare dozens of comments under posts by TikTok content creators like @notchonnie, who uses her platform to show off her massive retro tech collection. “I’m so sick of Apple, I would give up just about everything for a BlackBerry!” one user wrote. Commenters also shared how they scoured sites like Facebook Marketplace, eBay, and Back Market in search of Blackberry phones to supplant their modern smartphones.

For just a few hundred dollars, these tech-tired Gen-Zers purchase peace of mind — and plenty of questions from older generations who no doubt remember the spotty service, super-small keyboards, and less-than-intuitive user interfaces. Pew Research Center reports that as of 2024, up to 95% of Gen-Z have daily access to smartphones.

Compared to the price of a new iPhone, which these days can cost upwards of a thousand dollars, and unlimited data plans that run users up to $70 a month, younger generations see the Blackberry as a no-brainer. For many, the growing anti-smartphone movement is also a way to genuinely embrace the offline world and be more mindful about content consumption.

“The smartphone is not a source of enjoyment anymore,” Pascal Forget, a tech columnist in Montreal, told CBC News. “It used to be fun, but now [people are] addicted to it, so they want to go back to simpler times using a simpler device.”

“These are supposed to be the best moments of our life, but you look around and people are scrolling,” Sammy Palazzolo, a TikTok content creator who uses a flip phone part-time, told USA Today. Though they’ve grown up in the digital age, Gen Zers, and even older members of Gen Alpha, are starting to catch on — no matter where you look these days, everyone is glued to their phone.

According to a 2024 Pew Research Center study on the subject, nearly half of teenagers today say they’re online ‘almost constantly,’ compared to ten years ago, when 24% of teens answered the same. Some have even reported feeling the phantom buzz of a smartphone notification, and others have said that tapping the ‘on’ button is now nothing less than a reflex.

“It just basically created this pattern where I was anxious, and so I’d open my smartphone, and then I would hate myself for opening my smartphone, which made me more anxious,” Charlie Fisher, a 20-year-old college student, told USA Today. In facilitating his digital detox, Fisher ditched his iPhone for a flip phone, and according to him, he hasn’t looked back since.

“I’ve been seeing things more like when I was a kid,” Fisher continued, elaborating on his newly-found phone-free lifestyle. “You really see things for how they are in the physical world, and your emotions are really attached to that.”

Flip-phones and 2000s-era tech like the BlackBerry aren’t just cheaper. According to Gen-Z, they promote spending more quality time with family and friends, exploring other hobbies outside of doomscrolling and binge-watching, and finding a healthier work-life balance, which begs the question: are the kids actually onto something?

As more beauty shoppers seek out fun-filled new textures and concepts, trend forecasting agency WGSN has called ‘Beauty Funtilities’ a key beauty trend for 2026/27. Cosmetics with sensorial textures are winning over more beauty and personal shoppers.

From peel-off lip stains and popping serums to lip jellies and milky toners, cosmetics are continuing to put the ‘fun’ into ‘function’ with innovative and interesting textures. Indulgent textures are noted as part of what WGSN refers to as ‘Beauty Funtilities’ – a key beauty trend predicted for 2026/27. The trend anticipates that consumers will use play as a tool to facilitate comfort, emotional support, and glimmers of joy during a time of economic stress and anxiety.

“Research from BAMM (a global strategy agency) shows that when US and UK consumers associate joy with a brand, they are 4.3 times more likely to purchase,” says Hannah Mauser, senior beauty strategist at WGSN. “Sensorial textures will supercharge formula functionalities while encouraging play through Strategic Joy, as consumers deal with stress, fatigue, and emotional dysregulation.” These are more than just a source of occasional pleasure; instead, consumers are incorporating these moments of micro-joy into their everyday routines.

“Beauty consumers are inviting experimental and fun textures into their grooming routines for several reasons,” explains Shiyan Zering, Senior Research Analyst at Mintel. “Firstly, these textures add an element of excitement and novelty, which can make the routine more enjoyable. The trend reflects a desire for playfulness and nostalgia, offering a refreshing escape from the stresses of everyday life and current global issues,” she said. “Many individuals are seeking ways to incorporate joy and child-like wonder into their lives, which experimental textures can provide.” It is also thought to be a response to overstimulation in our daily lives.

“Sensorial products offer a miniature ritual, creating a pause in the day that feels indulgent, playful, or grounding,” Zering continued. “This is shown by 20% of UK adults who perform beauty and grooming tasks doing so to help them relax or practice mindfulness.”

Digitally native Gen Alpha consumers – known for their love of interactivity – are said to be driving brands to be more inventive when creating new products and multisensory marketing campaigns. But could this trend for experimental texture also attract an older demographic? “While Gen Alpha’s playful, interactive nature is indeed driving cosmetic brands to innovate, the trend of experimental textures is also attracting an older demographic, particularly among Millennial women,” continues Zering. “This demographic often seeks nostalgia through make-up, as well as charms, accessories, and collectibles – for example, POPMart figurines like Labubu – all of which have grown in popularity, driven by influencers like Olivia Attwood, and showing that the desire for playful, fun elements extends beyond younger generations.”

Examples of the latest texturally stimulating products include P.Louise Bubble Burst Popping Serum, which includes playful pop-and-melt bubbles, and Dr. Altera Pure Grinding Cleansing Balm. This balm went viral on TikTok and features a pharmacy-inspired grinder and sorbet texture to bring a sensorial experience to the cleansing routine.

Many beauty brands are taking inspiration from food, with milky skin care, whipped textures, and jelly consistencies such as that of Belif Aqua Bomb Sleeping Mask entering the market. “Food trends continue to shape the beauty world, with looks like ‘strawberry girl’ and ‘olive martini’ makeup gaining traction in 2024. This influence is especially strong in fragrances, where scent and flavour naturally connect,” said Zering. She also highlighted that gourmand fragrances are reaching new heights, with scents becoming sweeter and increasingly intertwined with food-inspired flavours. “It’s no surprise that edible perfumes are emerging, further blurring the lines between fragrance and flavour. These innovative creations combine aroma with taste to deliver a truly multi-sensory experience.”

Zering also predicts that we will see more innovative and hybrid texture formulas into 2026. “From a texture perspective, NYX Professional Makeup’s US launch Smushy Matte Lip Balm brings ‘blurred matte’ lip formats into the mainstream, with playful imagery of being ‘smushy’ and ‘soft’,” she said. “The blurred matte finish is a comfortable, balm-like texture that appeals to a broader audience. This reflects a smarter approach of adapting niche formats to suit mainstream preferences.”

Products that create glass skin textures are still tipped to be in demand, too. After the buzz around Pat McGrath’s Maison Margiela ‘doll skin’, the Pat McGrath brand launched a face mask and setting spray in 2025 to help consumers achieve the look at home and was considerate to all skin types. Similarly, One/Size’s setting spray offers a glass-skin finish in a beginner-friendly format, merging trends with practicality. “These formats don’t require professional application, making them ideal for beginners, while still offering convenience to advanced users,” explained Zering.

Finally, the increasing popularity of customization could also shape texture trends. “Textures that change based on skin temperature, moisture levels, or UV exposure (e.g., heat-activated detox balms or hydrating gels that thicken in drier environments) could also be interesting textures we could see in the future – as ‘adaptive’ formulas for fluctuating skin and climate, as climate change begins to impact beauty and personal care product innovation,” Zering concluded.

Gen Z is reshaping the workforce with a preference for entrepreneurship, flexible work arrangements and trade professions over traditional career paths. Organizations risk obsolescence if they fail to adapt to Gen Z’s demand for a work-life balance that emphasizes autonomy, purpose and personal growth. Business leaders must embrace individuality, prioritize purpose-driven work and offer flexible, hybrid models to attract and retain Gen Z talent.

The workforce is undergoing a seismic shift, driven largely by Gen Z’s reimagining of what work can and should look like. This cohort, born between 1997 and 2012, is redefining traditional career paths by opting into entrepreneurial ventures, gig economy roles and trade professions — all while pushing the boundaries of what it means to work. For people leaders and organizations looking to engage with this dynamic demographic, understanding their motivations and aspirations is critical.

The opt-out mentality is the most significant trend among Gen Z: their willingness to opt out of the systems they view as outdated or misaligned with their values, like attending college or climbing the corporate ladder. This generation isn’t just rejecting rigid work structures; they’re questioning the very premise of employer power. Historically, the balance of power between employers and employees has been cyclical, influenced by economic trends and workforce supply. But Gen Z’s mindset introduces a new dimension: the freedom to walk away entirely.

Between the gig economy, remote work opportunities and digital platforms for personal branding, traditional employment is now optional. Organizations that fail to adapt risk losing relevance — not only as workplaces but also as brands, given the blending of employee and consumer identities.

Generation Z is the most entrepreneurial generation yet, with platforms and technology lowering barriers to entry for launching businesses or side hustles. Many aspire to start their own business, utilizing social media platforms like TikTok or Instagram to monetize creativity and reach global audiences with minimal upfront investment. Unlike prior generations, Gen Z doesn't view corporate jobs as the default; they are seen as one of several avenues toward financial independence and personal fulfillment.

Gen Z is the only generation that prioritizes flexibility in where and when they work over competitive benefits. The gig economy offers unparalleled flexibility, with many young professionals turning side hustles into primary income sources. This generation’s comfort with diversifying income streams reflects a broader cultural shift: the idea that work should be adaptable to life, not the other way around.

In a surprising twist, Gen Z is also showing renewed interest in trade and vocational careers. Skilled trades are increasingly seen as lucrative, stable, and entrepreneurial opportunities. Many Gen Zers see trade careers as a way to bypass the financial strain associated with traditional four-year college degrees, especially with the average total student debt above $29,000. Additionally, the trades offer a chance to build tangible, marketable skills, often leading to business ownership in fields like plumbing, electrical work or carpentry.

Business leaders should take note: Gen Z expects more from work, and meeting these expectations requires a fundamental shift in leadership strategy. Embracing individuality, redefining work culture, and prioritizing purpose over profit will be crucial. Organizations that align with Gen Z’s desire for purpose will have a competitive edge in attracting top talent.

As Gen Z continues to define work, trends may evolve further. However, one thing remains constant: Gen Z’s demand for a work-life model that prioritizes fulfillment, flexibility and autonomy. This generation is not content to wait their turn or conform to outdated norms. They are actively shaping the future of work, and understanding and adapting to Gen Z’s approach is essential for business leaders.

Subscription-based business models are experiencing significant growth in the consumer packaged goods (CPG) industry, driven by consumer demand for convenience, personalization, and value. The emergence of the subscription box is already reshaping consumer habits and is creating a new avenue for brands to secure customer loyalty and recurring revenue. Once a niche concept reserved for beauty boxes, subscription models are now a widespread phenomenon in industries ranging from food and grocery to household, to beauty and personal care.

This article will break down how subscription-based models are transforming the CPG sector, the barriers to greater adoption, examples of innovators in the space, and the actions brands can take to adapt to and thrive in the subscription economy.

A subscription-based model is a business model that allows customers to pay a monthly or annual fee for access to a product or service. In the CPG industry, this means automating regular purchases of physical goods, ensuring a steady supply while saving time. It is unique compared to one-time purchases since subscriptions generate predictable revenue and can provide deeper insights into your consumer preferences through routine data collection.

Beauty and personal care (BPC) subscription box services are nothing new, but they continue to grow in success and consumer demand. A significant 59% of US consumers have used BPC subscription services. Subscription models in the beauty industry thrive by providing discovery, cost savings, variety, and personalization, while blending luxury with aspirational value.

Replenishment subscriptions automate the delivery of specific beauty and grooming products regularly. A standout example is Dollar Shave Club, which delivers razors and related personal care products to its subscribing consumers.

Discovery or curated beauty subscription boxes, popularized by Birchbox, are revolutionizing how consumers discover new BPC products. Tailored to subscribers' preferences, these beauty subscription boxes often feature trending, full-sized samples, offering a fun, personalized experience. Birchbox set the standard by customizing boxes to individual beauty needs, while brands like Think Beauty appeal to clean beauty enthusiasts with monthly curated boxes highlighting products rated for their 'clean' ingredients.

Brands such as Beauty Pie and Thrive Market operate on a membership model where consumers pay recurring fees, granting them access to exclusive BPC products, discounts, or services such as early access to new launches, free delivery, or exclusive events.

Some beauty salons now offer service subscriptions, like unlimited haircuts or massages, often with tiered pricing similar to gym memberships. For instance, The 5 Element in the UK provides two monthly subscription plans, with men paying £40 a month for unlimited haircuts.

The food industry is experiencing a recent boom in the subscription space, providing a convenient solution for time-strapped consumers. From meal kits to recurring grocery essentials, these services meet the growing demand for reliable and fresh supply chains. It's no surprise that 62% of US consumers have used food or beverage subscription services, particularly among busy professionals and families.

Replenish services automate the purchase and delivery of specific food items, with examples including the Amazon Subscribe and Save model, which emphasizes convenience. Meal kit subscriptions, such as HelloFresh and Blue Apron, offer prepared meals or meal kits with pre-portioned ingredients and recipes to cook at home.

These subscription box services are not just a convenience; they're transforming purchasing habits. Consumers value the balance between convenience, novelty, and cost management. For demographics like younger professionals and parents, time-saving features are essential. Subscription services eliminate regular store visits, automate recurring purchases, and free up schedules. 83% of US parents consider subscription services a convenient way to shop.

Curated subscription boxes play a key role in product discovery, particularly among younger generations. Almost 80% of Gen Z Millennials say subscription services help them explore new products, compared to just 44% of Boomers. Brands can use sampling to test acceptance of new products among these exploratory generations.

Despite the benefits, some hurdles prevent wider adoption of subscriptions in CPG industries. Key barriers include cost, lack of flexibility, and quality assurance. Almost half of Brits cite rising economic pressures as a reason to cut back on subscriptions. Brands can address these concerns by communicating clear pricing strategies and offering easy opt-ins and cancellation options.

The subscription economy is projected to continue to grow, offering significant opportunities for CPG brands ready to adjust their strategies. Consumers are placing greater importance on seamless integration between online and in-store experiences. CPG brands should consider offering subscription options as part of their retail strategy to easily manage subscriptions.

Personalization is essential, allowing subscribers to customize their experiences. Addressing sustainability and environmental anxieties is also important as consumers grow increasingly concerned about these issues. Offering exclusive discounts or member perks can enhance customer loyalty in the subscription service space. To succeed, businesses must focus on providing flexible, affordable, and personalized subscription options.

Gen Z is launching a grunge revival and 90s-inspired beauty could drive more edgy innovation.

As glam-grunge makeup and pixie haircuts step back into fashion, younger beauty shoppers are looking back to the 1990s for inspiration. How will this affect future cosmetics product development?

Key takeaways include that Gen Z is embracing 90s-inspired beauty, from grunge makeup to pixie cuts. This marks a shift away from the polished ‘clean girl’ aesthetic. Brands have an opportunity to innovate with raw, expressive products and packaging. Challenger and established brands alike can evolve by tapping into this cultural moment. Individuality, rebellion, and creativity are key drivers behind this trend.

According to Johanna Augustin, CEO & Partner at Stockholm-based brand and design agency Pond Design, this marks a huge U-turn away from the ‘clean girl’ aesthetic that has dominated social media feeds for the past few years. Augustin points out that the growing interest in elements of 90s culture, such as grunge makeup looks and low-maintenance haircuts, signals a shift in consumer mindset, clearly moving away from the previous obsession with polished perfection.

“From a fixation on an almost pretentious ‘I woke up like this’ natural beauty, towards a more ‘I don’t care’, expressive, raw and individualistic style. It signals a mental shift as well as a potential change in product usage—smearing, smudging, layering rather than focusing on ‘the perfect lip’,” she said.

Augustin believes this will translate into a renewed focus on “products and campaigns that celebrate individuality and self-expression, and that chime with a growing longing for brands with edge and attitude.”

“Brands should recognise that this trend is not just about aesthetics but about attitude,” she continued. “The 90s grunge revival is rooted in a sense of rebellion and edginess. It’s playful, but not in a cute way—more in a personal, ‘anti’, alternative kind of way.”

After years of clean beauty, accompanied by minimalist and increasingly homogenised—even dull—packaging and branding, this may be a long-overdue backlash. Augustin said that while products are well-designed and super attractive, brands have fallen into the trap of taking a cookie-cutter approach, sharing colour codes, typography and overall aesthetic.

“For brands, this shift marks a return to a less polished, more alternative expression,” she said. This also presents a golden opportunity for challenger brands. “There is a chance to dial up the creativity to stand out and feed this new attitude,” she shared.

Already established beauty brands that were once basing their branding around the clean girl aesthetic also have the chance to evolve. “On the comms side, they can easily tap into this through messaging and campaigns,” Augustin continued. “On the brand assets and packaging side, they can also apply a layer of attitude to add a sense of non-pretentiousness.”

“Experiment with secondary logo types or unexpected colour combinations and materials that evoke a sense of rawness and creativity,” she shared.

Meanwhile, beauty brands that always had that edginess at their core can capitalise on its renewed relevance with fresh initiatives, pushing it further into the totally unexpected, she suggested.

One example of this is Urban Decay’s recently announced partnerships with OnlyFans star Ari Kytsya, outspoken actress Dove Cameron, and DJ Tara Yummy to help customers ‘ditch conformity and reclaim creativity’. These ambassadors are unapologetically the antithesis of the clean girl aesthetic. In the ad video, Ari Kytsya declares we are in a ‘blandemic’ and that ‘everyone looks the same’. She calls for boring makeup to be “cancelled”, denouncing “fifteen-step barely there” looks and demanding that we “bring uncensored makeup back to centre stage.”

“Brands rooted in the ‘clean girl’ aesthetic don’t necessarily need to abandon their identity but can also evolve,” said Augustin. “There will always be trends and counter-trends—consumers will always be curious and searching for the new experience. The key as a brand is to maintain your core DNA while adapting to the cultural moment.

High prices, low quality, and general distrust are not the only things putting off consumers from shopping at a brand. According to a new survey by Clutch, slow websites are a big turn-off for many shoppers. 52% of consumers actually leave the website if it takes more than 10 seconds to load—yikes! Only 29% of those surveyed said they’d wait between 5 and 10 seconds for the page to load before abandoning it. The findings reveal that the average customer today values efficiency and may not be tolerant of web design slipups. In fact, 84% of respondents said that web design definitely factored into their decision to shop with a brand. Meanwhile, 80% of shoppers would actually leave the website altogether due to poor design even if they were interested in a product. Beyond bad design, other pet peeves included high shipping charges, with 67% of respondents admitting they had actually abandoned a cart because of it, while 20% left at the checkout portal when asked to create an account by the retailer’s website.

But enough with the negatives. The survey, which included responses from 1,500 online shoppers, also looked at what actually made a customer stay on the website or complete a purchase. A secure checkout process came out as the top feature with 60% of shoppers saying they were more confident about shopping with a brand when they saw SSL encryption, trusted badges, or other security measures. Clear refund policies (48%), verified customer reviews (45%), positive media mentions (34%), and a professional-looking website (34%) were some other effective trust-builders for customers.

A new travel trend, 'noctourism,' is emerging in 2025, inviting adventurers to explore destinations after dark. It offers unique experiences like stargazing in dark-sky sanctuaries, night safaris to observe nocturnal wildlife, and exploring illuminated cityscapes. This trend allows travellers to escape daytime crowds, connect with nature and culture intimately, and appreciate destinations from a fresh perspective.

In 2025, a new travel trend called noctourism is capturing the imagination of adventurers across the globe. Unlike traditional sightseeing, noctourism encourages travellers to explore destinations after dark, discovering experiences that daylight often conceals. From wandering illuminated city streets and bustling night markets to enjoying serene stargazing at remote dark-sky locations, this trend offers a unique way to connect with both nature and culture. The night reveals a quieter, more intimate side of popular destinations, providing opportunities for adventure, reflection, and discovery. Noctourism is reshaping how people experience travel, making the night just as exciting as the day.

Discover ‘noctourism’, the exciting new travel trend after dark. Noctourism, a fusion of 'nocturnal' and 'tourism', focuses on experiencing destinations during the night. Rather than adhering to traditional daytime sightseeing, this trend invites travellers to engage in activities like moonlit safaris, celestial events, and exploring illuminated cityscapes. The appeal lies in the serenity and unique encounters that the night offers, often away from the bustling crowds of daylight hours.

Key attractions in noctourism include stargazing and dark-sky sanctuaries, wildlife encounters on night safaris, chasing the Northern lights, and exploring night markets and cityscapes. The global dark-sky movement has led to the establishment of over 200 certified sites worldwide where travellers can witness celestial wonders like meteor showers and the Milky Way in their full glory. Approximately 70% of African mammals are nocturnal, making night safaris an unparalleled experience. Regions like Iceland's Thingvellir National Park are prime spots for witnessing the aurora borealis, while urban noctourism offers vibrant night markets and illuminated landmarks.

Several factors contribute to the rise of noctourism. First, it provides escape from daytime crowds, leading to a more peaceful and intimate connection with the destination. Second, unique experiences unfold under the night sky, unveiling aspects of nature and culture that are typically inaccessible during the day. Third, the dark-sky movement promotes environmental awareness, encouraging sustainable travel practices while raising awareness about light pollution and wildlife protection. Finally, the dramatic change in ambiance after dark enriches travel experiences meaningfully.

To make the most of nocturnal travels, it’s important to research dark-sky locations, book night-specific activities, pack appropriately, and respect local customs. Noctourism offers a captivating way to experience the world, highlighting the allure and mystery of the night. Whether you’re gazing at the stars, embarking on a night safari, or exploring a city’s illuminated streets, the opportunities for adventure are vast. Embrace the night and discover the world in a new light.

A new UK-wide survey has revealed that Brits are more loyal to their local supermarkets than they are to any other type of store or service, including restaurants and pubs.

Digital gifting platform Prezzee surveyed 5,000 UK consumers to establish what drives loyalty to brands and retailers and found that the points-based rewards schemes favoured by supermarkets are a key driving factor.

The research also found that insurance has the biggest loyalty problem, with close to a third (30%) of consumers switching providers every year, with this being primarily a financial decision with two-thirds (68%) making the move to save money.

“Loyalty is hard to find, but for those that get it right, the rewards are significant. Thankfully there are plenty of options for brands to build loyalty,” Prezzee European president and head of growth, James Malia said.

“Consumers appreciate deals, but they’re less responsive to traditional discounts in loyalty programmes. Instead, they favour points-based systems that translate into tangible rewards, providing a sense of immediate gratification, as well as a reason to return.

He continued: “This subtle psychological difference suggests that offering a genuine ‘thank you’ in the form of something to spend resonates more deeply than a standard discount and those looking to build loyalty should consider the different options available.”

Poor customer service and quality of products were seen to be the two main issues that would test a consumer's loyalty, with 56% and 54% of respondents citing those factors respectively.

Jeff’s Bagel Run is on a roll. Only franchising since 2024, Jeff’s Bagel Run continues to build massive momentum, rapidly expanding from a local favorite to a formidable force in franchising. The scratch bakery brand recently landed on the 2025 Inc. 5000 list of America’s fastest-growing private companies, ranking among the top 5%. The prestigious debut follows the signing of five multi-unit agreements, set to pave the way for 24 new stores in Tennessee, Indiana, and the company's home state of Florida.

With 20 shops open across six states and a staggering pipeline of over 100 more in development, Jeff’s Bagel Run is proof that a simple idea, executed to perfection, can truly rise to the top. “Innovation and hospitality are at the heart of everything we do,” said Danielle Perera, who co-founded the company with her husband, Jeff. “This recognition by Inc. is a reflection of the passion that goes into every bagel, every store opening, and every guest interaction.”

The Pereras’ passion for New York-style bagels has fueled the brand's success from the start. During the pandemic, Jeff Perera, a former retail manager, perfected his New York-style bagel recipe from the couple’s Orlando kitchen and made delivery “runs” to family and friends. Demand exploded almost overnight, laying the groundwork for local shops and ultimately a franchise blueprint baked to scale with both quality and speed.

Today, Jeff’s Bagel Run is a masterful blend of artisanal authenticity and cutting-edge tech. Bagels are still made from scratch daily: proofed overnight in-store, then boiled and baked fresh in small batches for freshness. Behind the scenes, a sophisticated proprietary platform, dubbed Au-Dough-Mation, acts as a silent partner, streamlining operations for franchisees. The homegrown-developed tech stack optimizes inventory, reduces waste, and ensures each bagel meets the same standard of perfection as those Jeff originally made at home.

It’s a powerful combination that’s attracting a wave of high-caliber, seasoned operators ready to bring Jeff’s Bagel Run to new markets—and new heights. Among them: In Clearwater, Florida, Fresh Bagel Holdings LLC plans to open nine stores, citing the brand’s “operational simplicity” as a key advantage. Blue Dolphin LLC, a group with a proven track record in franchising, is introducing the brand to Indianapolis, with five locations. Multi-unit franchisee Eric Mueller is leveraging his tech background with uBreakiFix to launch three stores in Nashville, drawn to the model’s scalability.

Two investment groups are leading the multi-unit charge in Jacksonville, Florida: Former Taco Bell executive Shane Sizemore, of Moresize Enterprises LLC, is developing four locations, while SNP JAX has signed on for three bakeries, backed by a team with more than 50 years of combined experience in the capital markets, real estate development, and operations. “These partners are exactly the kind of franchisees we look for—passionate operators who understand the power of community and are committed to delivering an exceptional guest experience,” said Justin Wetherill, President of Jeff’s Bagel Run.

Step into any Jeff’s Bagel Run and you’ll find the vibe of a welcoming, neighborhood bakery—bakers shaping dough, ovens turning out small batches, and guests gathering over fresh coffee, mouth-watering bagels, paired with gourmet spreads. Franchisees benefit from an easy-to-own, easy-to-operate, single shift model (6:30 a.m. to 2 p.m.) that promotes efficiency and a better work-life balance.

As Jeff’s Bagel Run looks to expand its national presence, the brand seeks to grow with hands-on franchisees who are committed to the customer experience and forging strong connections in communities of all sizes. Don’t miss your chance to be part of an innovative franchise opportunity that still feels like a family-owned business. Get started today.

We are thrilled to announce that Passion to Care Home Care Georgia has earned the #226 position on the 2025 Inc. 5000 list of America's fastest-growing private companies, reflecting year-on-year increases in clients and providers, all with an unwavering commitment to client satisfaction.

The Inc. 5000 list, published annually by Inc. Business Media, represents the most comprehensive and authoritative ranking of America's fastest-growing private companies. Companies are ranked according to percentage revenue growth over a three-year period. Household-name brands like Microsoft, Meta, Chobani, Under Armour, Timberland, Oracle, and Patagonia all gained their first national exposure as Inc. 5000 honorees. Collectively, Inc. 5000 companies generated billions in revenue and created hundreds of thousands of jobs.

“Being recognized alongside some of America’s most innovative and successful businesses is both humbling and energizing and is a testament to the trust our clients place in us and the dedication of our incredible team,” said Leibel Mangel, State Director of Passion to Care Georgia. “This recognition validates our approach to home care, which centers on building genuine relationships with both our clients and the healthcare professionals who serve them.”

We couldn’t have done it without extraordinary people who make Passion to Care Georgia what it is. Our caregivers are the heart of everything we do, bringing professionalism, compassion, and genuine care into the homes of our clients every day. We’re equally grateful to our administrative team, whose behind-the-scenes work ensures that every aspect of our operation runs smoothly.

This recognition is not the destination but a launching pad for even greater impact in the communities we serve. The home care industry continues to evolve, and we’re positioned to lead that evolution in Georgia and beyond. We’re investing in new technologies, expanding our service offerings, and continuously training our team to meet the changing needs of our clients.

Most importantly, we’re staying true to the values that have brought us this far: putting people first and delivering exceptional care. The Inc. 5000 recognition is a reminder that when you combine passionate people with a clear mission and unwavering commitment to quality, remarkable things happen. We can’t wait to see what we’ll accomplish next.

Joann Fabrics and Crafts has fueled the imaginations of its loyal customers for eight decades. Regrettably, now that it has become just another moribund brand, it’s sad to think that Joann’s leadership simply lacked the insight and imagination to reshape the brand to compete and prosper in the “new world” of unified commerce. But that’s what happened, along with bankruptcy.

With the advent of unified commerce, increased labor costs, and ever tighter margins, Joann wasn’t paying attention to their pain points. Joann desperately needed “fresh eyes” and out-of-the-box thinking to stay fresh, relevant, and competitive.

The very nature of the traditional store is being challenged by ecommerce, economic conditions, supply chains, and changing demographics. Many leading retailers have learned on the fly, updating formats and embracing new technology while still prioritizing the traditional qualities of the customer engagement that built their brands. Regrettably, Joann remained knotted and tied to outdated sales and distribution formats, exacerbated by disengaged and misdirected leadership.

At the height of the pandemic about four years ago, interest in crafting surged, then sank as stay-at-home and work-from-home orders ended. Competition and massive price cutting from rivals like Hobby Lobby and Michaels, along with ecommerce retailers affected Joann’s performance. Additionally, executives, particularly at higher levels, reportedly lacked a deep understanding of their customers’ needs and how they used Joann's products.

CEO Wade Miquelon, who joined Joann Fabrics in 2016 as Executive Vice President and Chief Financial Officer and was later appointed interim CEO in 2018, became President and CEO in February 2019. Previously, Miquelon spent 16 years with Proctor & Gamble, then a short stint at Tyson Foods, before joining Walgreens in 2008. While there, he became embroiled in a partnership with the blood-testing company Theranos and continued to support Theranos founder Elizabeth Holmes even after the Wall Street Journal exposed the company as a fraud. The Theranos chapter, along with Miquelon’s lack of craft industry cred, clearly questions the Joann’s board of directors decision-making acumen.

On Miquelon’s watch, despite leading Joann’s 2021 initial public offering, the company experienced notable losses between 2020 and 2023, including revenue down 22 percent, profitability down 12 percent, and a margin reduction of a staggering 1,500 basis points from a plus 5.6 percent to a minus 9.5 percentage points. Under Miquelon’s leadership, missed revenue and adjusted forecasts became the norm. Miquelon departed Joann in May 2023, and the company filed its first bankruptcy in March 2024. It was subsequently delisted from NASDAQ in April 2024.

After Miquelon’s departure, the board drew heavy criticism for not finding a replacement CEO to right the sinking ship. Instead, it appointed Chris DiTullio, Chief Customer Officer, and Scott Sekella, Chief Financial Officer, as co-CEO leads, a questionable move at best. Now under private ownership, Joann secured $132M in new financing, which didn’t last long considering their burn rate at the time.

Once again, Joann’s actions or inactions were quite telling. In 2024, Standard & Poor’s (S&P) Global Ratings marked 34 bankruptcies in consumer discretionary and retail markets. The commonality shared by a majority of those bankruptcies was closing underperforming stores; an outlier, Joann’s did not follow that pattern. Meanwhile, the company faced significant inventory problems, including overstocking and unexpected production issues, which were exacerbated by untenable store-level labor problems severely impacting both sales and financial stability.

In June 2024, Joann named Michael Prendergast as its acting CEO while DiTullio and Sekella resumed their previous roles. A new board was named “as Joann moved forward as a stronger private company,” according to press releases. Joann’s last gasp was a “reimagined” brand campaign that repositioned JOANN as “JO-AND.” They spent Hail-Mary money on commercial spots, influencer relationships, and social media campaigns, intended to inspire the next generation of creators. Such an effort would be considered a long-range strategy, not the tactical triage Joann’s needed.

As a result, Joann filed its second Chapter 11 bankruptcy in January 2025, just nine months after their first.

An insider’s perspective on Joann’s unraveling was revealed by an anonymous former general manager; it was enlightening but not particularly surprising. The habitual (overt or accidental) communication breakdown between corporate decision-makers and store-level operations clearly played a role in Joann’s undoing. We’ve seen this movie before when a legacy brand’s “culture of caring” goes by the wayside.

The pain points described by the GM were plentiful:

Minimum hour model. In recent years, Joann’s stores were run on a “minimum hour model,” which meant they were being run with just a two-person crew in an average store size of 22,500 square feet.

Labor daze. Given the lack of labor, the most any store could do was cut fabric, check customers out, and maybe manage to return a few bolts of fabric back onto the floor. The staff was required to skip breaks, even lunch in their attempt to keep up.

Overstocked stores. With the weekly push of product, usually 200 boxes on average, storerooms were as much as three months backlogged on product that needed to get to the floor. Storerooms became borderline dangerous to walk through.

Tangled web. While the website might say a particular SKU was in stock, the shorthanded staff couldn’t possibly leave the floor and wade through boxes in the storeroom to locate an item.

Lane change. To add additional fuel to the fire, the company introduced home goods and decorations. Besides diluting the brand, it further compounded the in-store merchandising problem, adding to losses.

In my over four decades of experience as a retail planner and store designer, I’ve had the good fortune to work with many outstanding retail leaders. One quality they all shared was the need for a regular “walking around sense” of what was happening in their stores. This was despite (good or bad) data received through divisional reporting. Even retired Costco CEO Craig Jelinek was an advocate for regularly getting out of the office and onto store floors. Apparently, this was not Joann’s leadership priority.

Beyond seeing firsthand what works and what doesn’t, in an age of unified commerce and lightspeed industry change, asking questions and having “fresh eyes” on any situation is imperative to a sustaining brand.

With the advent of unified commerce, increased labor costs, and ever tighter margins, Joann wasn’t paying attention to their pain points. Joann desperately needed “fresh eyes” and out-of-the-box thinking to stay fresh, relevant and competitive. Given the sizable square footage accommodating over 100,000 SKUs across fabrics, sewing, crafts, needle arts, home décor, paper crafts, and painting supplies, the “minimum hour model” was untenable.

Legacy thinking prevailed, and there appeared to be little impetus for change. Reimagining the entire fabric display methodology could have cut costs and boosted efficiency and productivity. Giving a “boot to the bolt” by introducing changeable modular fabric display boards in the stores would have significantly reduced the amount of floor space required to display the same SKUs.

Nothing new here. Retail flooring stores morphed from showing stupendous stacks of carpet rolls to displaying small samples a half-century ago. The new display methodology (possibly augmented by take-home swatches) would have trimmed store sizes without reducing variety. More importantly, it would have freed sales associates to better serve customers. Further, removing the bulky bolts from store floors would improve site lines, resulting in a more manageable, customer-friendly environment.

Jettisoning fabric bolts from stores into small regional satellite fulfillment centers would have facilitated a more automated and accurate “cut to quantity” order processing. Eliminating duplicate product SKUs from multiple area stores and consolidating the stock into these centers would have significantly trimmed inventory and expedited processing while providing the customer “store-to-door” same-day delivery.

Satellite processing would cut down on waste while improving inventory control and margins. Also, piggybacking AI-enabled data collection further up the food chain would provide more personalization. It also opens the door to the new generation of “agentic AI” further cementing loyalty and improving customer lifetime value.

There has been an overwhelming customer outcry by the sewing and crafting community since the Joann liquidation announcement. In many ways, it has been perceived as more consequential, even traumatic, than just another well-known brand being lost. For the legions of sewers, creators, and makers, losing Joann’s meant losing a social network. Loyal customers relished coming together for in-store events and sewing classes as well as connecting and proudly sharing their latest handiwork across social media. That kind of brand equity took years, if not generations, to build. It took a relatively short amount of time for the short-term thinking and nearsighted management to rip up that precious fabric and destroy generations of loyalty and equity.

Zoe and Evana Oli, the co-founders and mother-daughter duo behind Beautiful Curly Me. At age 6, Zoe Oli asked her mom a question: "Why isn't my hair straight and pretty like my classmates'? I don't like my hair." There weren't many other Black girls at Zoe's school, and she got questions and criticism from her peers. "I was really taken aback when she came to me with that," Zoe's mother, Evana, tells CNBC Make It. "I was troubled by what she said [and] I was very sad. … I immediately went into mommy mode." Evana, 42, bought Zoe a Black doll to play with, but the doll too had straight hair — so Zoe suggested creating dolls with curls, coils and braids. "At first, my mom did not take me seriously. She kind of brushed me off," Zoe says. "And I kept on asking her, 'Mommy, when are we going to start my business?' After begging her for a couple of months, she realized that I was really serious about it." Evana, an Atlanta-based marketing consultant with over 15 years experience, withdrew $5,000 from her savings, which went toward designing a prototype and securing an affordable manufacturer, she says. It took about a year to create the physical product, an 18-inch doll with brown skin and textured hair. In 2019, when she was seven, Zoe became the CEO of Beautiful Curly Me, though she mostly handles the creative aspects of the business. Evana is responsible for most of the company's administrative operations, from setting budgets to drawing up contracts. She lets Zoe listen in on legal and financial meetings so her daughter will be prepared to run the company on her own one day. The brand now includes books, puzzles, journals and natural hair care products. In 2022, Zoe's company brought in a low six-figures in revenue, according to documents reviewed by CNBC Make It. Evana declined to share 2023 revenue. "The best part is just seeing those little girls and their smiles when they see the dolls," she says. "It's been really, really amazing." A 'very hands-on' tween CEO Zoe Oli's life is one giant balancing act, she tells CNBC Make It. The eighth-grader is a straight-A student, highly involved in extracurricular activities like tennis, track and theater, and a participant in regular sleepovers and hangout sessions at the mall. That's on top of her CEO duties: attending meetings, creating social media strategy and product development after school. Evana, who has her own marketing consulting business, says her daughter handles a lot of the work on her own, and she steps in as "mompreneur" whenever she's needed. "[Zoe's] hands are on pretty much everything unless she's in school," she says. "She's talking to the manufacturing teams [about product designs]. She's a very hands-on entrepreneur." The 12-year-old has added TEDx speaker, college lecturer, and start-up accelerator founder to her resume. Moreover, she's received several grants to help drive her business forward, including $10,000 from Verizon's Small Business Digital Ready program in 2023 and another $10,000 from Visa's She's Next Black Women-Owned Business Grant. Such a busy schedule can be a lot, she admits, but her mom makes sure she isn't spreading herself too thin. "I've learned how to prioritize my time," Zoe says. "My mom and my team really helped with that. She'll tell me when I'm working too hard." 'I definitely want to continue the business' Zoe expects to keep running and growing Beautiful Curly Me through high school and beyond. "I definitely want to continue the business. My big goal is to impact the lives of a million girls in the next five years," she says. "[I plan to] do that through new products, launching our nonprofit, offering [marketing and product development] courses … just continuing to grow our social impact." This summer, the brand introduced a line of plush dolls at Target, making Zoe the youngest CEO to launch a toy brand at the retail giant, according to a press release from Beautiful Curly Me. All of the money her company makes is put back into the business, Zoe says, and though she's in no rush to bring on outside investors, she doesn't rule out the idea. "I, personally, am a little reluctant to give up [equity] because the business is my baby," she says. "But I think we're open to it if the right one comes along." Evana's top priority is making sure Zoe enjoys her childhood to the fullest, she says. "There's a lot demanding her attention at every point in time," says Evana. "[But] it's important for the child to still be a child. I think it's very important to be intentional about making sure she still enjoys being a 12-year-old girl.

For years, I thought that I wanted my home to be neutral, calm, and quiet. But the lack of color or personality never felt very me. That's when I started leaning into something more expressive, richer, and louder. Loud luxury, the antidote to last year's quiet luxury trend, is a new interior design trend that celebrates maximalism in a refined, expensive-looking way. It's free of clutter or chaos, but fueled by rich color, decorating with pattern, art, and a layered, collected sense of soul.

This trend is all about having the confidence to choose what you truly love and include it with intention and in abundance. If you're also drawn to homes that tell a story with personality, the loud luxury trend might just be the elevated scheme for you.

So, what exactly is loud luxury? To me, it feels like the natural return to maximalist decor, only with a stronger sense of polish and, of course, luxury. It's certainly not about being over-the-top or in-your-face, but instead focuses on confident room color ideas and personality-packed schemes. Where the quiet luxury trend is understated with whisper-soft cashmere textures and subtle neutral tones, loud luxury makes a statement the moment you walk through the door.

Think plush fabrics in rich hues, dramatic lighting, high-shine finishes, sculptural furniture, and indulgent materials like marble, lacquer, and brass. 'I am, personally, very excited that quiet luxury is quietly on its way out and we are making way for bolder, more colorful and vibrant choices,' says designer Kayleigh Eppinger of Epp Interiors. 'Taking color risks, mixing patterns and textures, and covering your shelves and walls with things that speak to you, in my opinion, make for spaces that are more personally reflective, cozy, and are just more fun to design.'

'Loud luxury is giving people permission to find their own voice and express it boldly. It allows for more individuality and less copy and paste.'

Loud luxury is all about creating impact without feeling chaotic. But as bold as this trend may sound, achieving the look doesn't mean totally redecorating or spending a small fortune. It’s more about choosing the right elements – statement pieces, rich textures, and high-impact finishes that instantly elevate a space.

I've asked interior designers for their top tips for introducing some loud luxury into your home. Here's how.

If there’s one design move that instantly makes a room feel more intentional and luxurious, it’s the color drenching trend. Personally, I used to be nervous about this all-in-one color trend, but once I tried it, there was no denying the impact it creates. If you're unfamiliar, color drenching means choosing a single color and applying it to all the walls (including the ceiling and woodwork) to create a cocooning effect. It creates depth, character, and a sense of elevated drama that’s very in line with the loud luxury trend.

'There’s something quite joyful about the rise of louder, more expressive luxury – it’s about making bold choices that still feel deeply personal,' says designer Lauren Gilberthorpe. 'Hand-painted wallpapers are extraordinary, like true works of art, and I also love using the ‘fifth wall’ – the ceiling – as an opportunity to make a quiet but confident statement.'

'Paint your kitchen pink, wallpaper every room in your house, and cover your walls with the weird art you love. Whatever your thing is, show it off,' adds Kayleigh.

A lot of us can be guilty of treading too carefully around print and pattern. But while I'm not suggesting you lean fully into the pattern drenching trend, although I'd highly recommend trying stripe drenching, Lauren suggests starting with the smaller details to build up your confidence with mixing and matching.

'Curtains and cushions are a great place to introduce a little decadence – whether through a double rouché fringe, woven trim, or hand-made curtain tie-backs with embellishments,' she suggests. 'It’s these thoughtful details that bring a scheme to life.'

If color is the first step in making a room feel rich and expressive, pattern is what brings it to life. And when you really commit, it injects movement and personality. 'The antithesis of last year's quiet trend, loud luxury is, in my opinion, loads more fun to use in interiors,' adds Bethany Adams.

One of the quickest ways to make a space feel more luxurious and expressive is by swapping out a safe, neutral rug for something much bolder. A statement rug anchors a room and, in the context of loud luxury, it’s your license to play with rich color, bold pattern, and indulgent texture right from the ground up. People often underestimate just how much impact a rug can have.

While you can certainly follow current rug trends to point you in the right direction, real luxury comes with something timeless that feels like you've owned it forever – whether that's a real antique or something vintage-inspired. 'Rugs are another powerful tool,' Lauren adds. 'Ikat rugs are a new favourite, their bold pattern and rich colors create a striking focal point, while the hand-knotted texture underfoot feels like true luxury. I also love the impact of an oversized pendant or opulent chandelier; statement lighting can completely transform a space from above, too.'

Your furniture also doesn’t have to fade into the background. In fact, the pieces you choose to sit on, lean against, or gather around should command just as much attention as the small details like artwork or lighting. 'Whether your personal design style is 'quiet' or 'loud,' true luxury boils down to quality materials, artisan-level craftsmanship, and top-tier design,' explains renowned designer Kathy Kuo.

'If you want your luxurious furniture to really stand out in your living room, rather than blend in, opt for more eye-catching colors and materials,' she suggests. 'For example, a quiet luxury sofa might be in a subtle cream-colored linen slipcover, whereas a loud luxury version of the same silhouette might be upholstered in cobalt blue velvet.'

As well as statement upholstery, you can also make bold choices with hard surfaces. 'Rather than natural wood tones, go all out with lacquered paint finishes,' suggests Bethany. 'And just like with fashion, throw a few recognizable designs in there for good measure. A classic mid-century modern piece lets your guests know you know what's up.'

Since leaning into loud luxury, my home has become a space that reflects my personality, my travels, my family – and it gives me joy to surround myself with things that speak to me. And while it might not be for everyone, that’s kind of the point. If you're keen to discover what makes a home look expensive, there are plenty of ideas in our feature that will give you some interior design tips to embrace a sense of luxury.

This summer, the team behind Viv For Your V, a period-care products brand, traveled to a Whole Foods in Dallas, Texas to host demos with customers. It was like "the old-school days of being at a farmer's market," founder Katie Diasti told Modern Retail — except, instead of fruits and vegetables, there were menstrual cups and discs, and employees brought out a model of a uterus. Viv For Your V, which launched in Whole Foods in March, also gave out "buy one, get one" coupons so people could try the products at home, for themselves. "We got a lot of weird looks," Diasti said, laughing. "But in between those weird looks, we had really beautiful conversations where people said, 'I’m going to tell my friends to switch to your disc.' And just having a coupon in the store brought in such a boost in sales, especially on a high-traffic day like a Sunday."

Viv For Your V is one of a number of retail startups turning to paper coupons to raise awareness and boost revenue at a time when digital marketing costs are skyrocketing. Advertising on properties like Facebook and Instagram is getting increasingly expensive, while search and retail media are becoming more competitive. For companies with already-tight budgets, a tried-and-true, traditional media tactic like paper coupons can be an attractive bet. Today, brands are issuing physical coupons as they expand into new markets and stores and compete with household names for attention, revenue and shelf space.

Culture Pop, for instance, recently gave out coupons and free samples at a flea market in New York City near a supermarket where it’s competing with Olipop and Poppi. But brands are also giving paper coupons a refresh. Companies are using the medium in new ways, including A/B testing deals, installing unique codes on the back to track redemption and targeting certain households in much the same way that digital emails can. "The marketing space and the brand space changes so quickly that we have to constantly try different things to see how we can reach people," Karen Danudjaja, co-founder and CEO of superfood latte brand Blume, told Modern Retail. With paper coupons, she said, "We’re excited to bring back this old technique, but also to do something new and be in real life with customers, versus the digital world."

Blume, which is based in Canada, went into Whole Foods in the U.S. in 2024. But, Danudjaja explained, "The real problem in CPG is you need people to try your product. You need to activate people in store, and there are very few ways to do it. Getting on shelf is only half the battle. You have to stay there and make sure people can find you."

Blume is betting on coupons to help with this. The brand introduced its SuperBelly hydration powder into Whole Foods in 2025, and to get people to try the product, it sent coupons to 2,500 households in California, timed to the July 4 weekend. But Blume also tried something new for the brand: bundling together with other CPG companies. Blume worked with Daily Crunch, Freestyle Snacks and Nuts for Cheese on a group of coupons that mirrored the experience of a picnic, Danudjaja said. Each brand had its own coupon, either for a free product (in the case of Blume) or for at least 50% off a purchase. All coupons had to be redeemed at a Whole Foods. Blume, which spearheaded the campaign and billed the other brands for their share, sent mailers to consumers who had a history of using coupons and lived near one of four California Whole Foods locations. Blume and its partners bet that by bundling coupons together in an envelope, people would be more likely to redeem the deals. "I think if you send one random coupon that’s, like, $2 off, very few people are actually going to take that and get in their car," Danudjaja said. The experiment was also financially sound for everyone, she said. "The cost, split up between the different brands, was the equivalent of two demos where we might only sample 50 people."

While Blume is still tracking redemption for its picnic coupons, early numbers are promising, Danudjaja said. Now, it’s eager to scale the scheme in "multiple regions and multiple retailers," she said. "We already have a strong social program, and we’re already doing digital ads," Danudjaja explained. "But I think it’s really important that people hold something [like a coupon]. Even if they throw it in the bin, your open rate is 100%."

Viv For Your V — also new to Whole Foods — only recently started offering paper coupons, the brand told Modern Retail. Viv For Your V didn’t expect the medium to take off as much as it did, Diasti said. Now, she said, "Coupons are allowing us to think about where we show up and how we show up."

"We’ve done different distribution strategies with coupons, … and it’s been exciting to see," Kelly Donohue, marketing and design director at Viv For Your V, told Modern Retail. "Any time there’s an event that we’re part of, or a goodie bag that we can be included in, we’ve passed out physical coupons," she explained. "I recently spoke at Northeastern [University, in Boston] to a club. At the end, we gave out ‘buy one, get one free’ menstrual cup coupons, and the students were literally cheering."

Viv For Your V is a small team, with only a handful of employees, so it tries to figure out "how to have the biggest reach," Donohue said. Coupons are helping the brand with this goal. In April, for instance, Viv For Your V sent 500 coupons to Whole Foods managers at 45 stores across the country, in tandem with a larger Whole Foods promotion for the body-care category. Since first sending the coupons in the spring, Viv For Your V saw a 20% month-over-month lift in sales at a Whole Foods in Portland, Maine. Meanwhile, coupons lifted the brand’s sales in a Washington state Whole Foods by 36%. The coupons do not have an expiration date, and people are still redeeming them, Donohue and Diasti noted.

As retailers grapple with tariffs and implement price hikes, some consumers are being more cautious with their money. Capital One Shopping recently found that 39% of Americans would buy a new brand because of a coupon. Meanwhile, Gartner found that 33% of consumers reported using coupons last year, in response to an increased cost of living. Brad Jashinsky, retail director analyst at Gartner, told Modern Retail that he’s "definitely" seeing a rise in coupons and direct mail from brands. "Coupons are back in vogue because consumers are shopping around, and they’re looking for value," he said. But he stressed that coupons have to be alluring enough for customers to want to use them and remember to bring them to the store. "Is your deal enough to get somebody’s attention? And does it scream value?" Jashinsky asked. This pertains to both money and convenience, he said. For instance, giving out a coupon at a retailer, like a Whole Foods or a Costco, makes it easier for people to redeem a deal then and there. "The customer journey for that coupon has a lot less hurdle," Jashinsky said. Overall, Jashinsky said, "There’s been a lot more scrutinization of the deals, and we’re seeing brands continue to test coupons out to see, ‘Hey, does this offer actually resonate?'"

In today’s dynamic and digitally driven retail environment, connecting with consumers on a rational level is no longer enough. Brands are increasingly turning to emotional branding to forge meaningful relationships in the consumer packaged goods (CPG) sector. Emotional branding is becoming a strategic imperative, especially as consumers seek more than simply transactional value in their purchases. This article explores what emotional branding is, why it's gaining momentum in CPG, and how leading brands are successfully implementing emotional branding strategies to create lasting customer loyalty.

What is Emotional Branding?

At its core, emotional branding refers to the practice of forming an emotional connection in branding efforts to build lasting relationships between consumers and brands. The approach taps into feelings, values, and aspirations to shape brand perception. So, what is emotional branding in CPG? It’s a way for everyday products — from laundry detergent to food and beverage — to become part of a consumer’s identity or lifestyle through resonance, rather than just functionality. Consumers now increasingly expect brands to mirror their own priorities, whether those be sustainability, inclusivity, or joy in everyday moments. Emotional branding connects on a deeper level, enabling brands to foster trust and relevance in a highly competitive market.

Why is Emotional Branding Gaining Traction in CPG?

At Mintel, we’ve identified several factors fuelling the rise of emotional branding in the CPG space, for example, changing value perceptions, generational differences, and more. Let’s explore them in more detail below.

Value perceptions are being redefined. Traditionally, a product’s value was measured by its price and the convenience or functionality it offered. Today, however, shifting consumer perceptions mean that value increasingly encompasses whether they trust a brand and whether its moral practices align with their own beliefs, thus creating an added layer of emotional value. Consumers’ definition of value is now multidimensional, expanding beyond just price and convenience: 47% of US consumers say that emotional value is just as important as product quality and price when making future purchase decisions — a sentiment that will continue to grow. It is therefore imperative for brands to tap into the market opportunities of a successful emotional branding strategy.

Emotional fulfillment is becoming a key role in gifting. Today’s shoppers want their purchases to go beyond the transaction, aligning with personal values like sustainability, ethical practices, and social impact. Moving forward, Mintel expects that gift purchases will be all about how CPG brands build emotional connections that rely more on how products and brands resonate with buyers on a personal level. During financially uncertain times, celebrating multicultural consumers' heritage, evoking nostalgia, and emphasising trust and reliability built over time, will strengthen customer relations. For example, Flipkart has partnered up with the incense stick brand Cycle Agarbatti to bring the scents of Pongal to city commuters by transforming bus stops into nostalgia-filled spaces, evoking the cherished scents of Pongal and providing a sense of home. The campaign taps into the deep emotional connection that scents have with memory and nostalgia, reinforcing the power of sensory branding to drive customer engagement.

Experiences are emerging as loyalty rewards. Consumers want brands that deliver experiences, not just products. The impact of emotions on CPG purchase decisions is growing, driven by shoppers’ desire to feel seen, understood, and valued. Loyalty programs are a key tool for emotional branding in CPG: Traditionally, loyalty programs focus on savings as a reward for repeated purchases with a brand or retailer. A more experiential take on loyalty programs that emphasises personalised rewards and literal experiences are on the horizon for this engagement tool with shoppers.

How To Implement Successful Emotional Branding Strategies

A strong emotional branding strategy aligns storytelling, personalisation, and brand values with consumer expectations.

1. Storytelling in CPG Marketing. Storytelling remains a cornerstone of emotional branding. Whether evoking nostalgia, cultural pride, or shared values, storytelling allows brands to connect with their customers and strengthen their brand loyalty. Especially in the gifting sector, building emotional connections with shoppers helps to remove the stress associated with gifting and differentiate offerings. CPG brands that communicate how they fit into consumers’ lives and identities are more likely to stand out. However, brands should also be mindful of the pitfalls of emotional branding campaigns. If executed poorly, they risk being perceived as inauthentic. While aligning with global passions can be powerful, striking the right balance between local and global cultural nuances is essential to avoid alienating core audiences.

2. Personalisation in CPG Emotional Branding. Personalisation, enabled by AI and customer data, allows brands to tailor content, recommendations, and product experiences. This approach not only improves convenience but also makes consumers feel known and appreciated. Personalised products are already gaining traction in the beauty and personal care space with products tailored to individual skincare needs, and 50% of Germans show interest in customised beauty and prioritise personalised skincare. Loyalty programs offer opportunities to expand personalisation efforts and a way for brands to show they’re listening to consumer feedback and foster customer loyalty by offering special perks or exclusive experiences: 63% of Gen Z and Millennials say that their favourite brands are those that feel like friends to them. For example, US retailer Sephora hosted the “Rogue Celebration Event” as part of its loyalty program. It was a four-day experience featuring in-store and online activations for Sephora’s top spenders.

3. Building Brand Trust and Transparency. Trust is at the heart of emotional branding. In fact, 56% of consumers state that a brand’s values must align with their own when making a purchase. Transparency about sourcing, sustainable practices, and ethical commitments allows brands to cultivate trust and loyalty.

4. Experiential Loyalty Programs. A shift from transactional to experiential loyalty programs is a key emotional branding strategy, as offering personalised experiences instead of just discounts reinforces emotional bonds. This can happen through exclusive content, curated product recommendations, or community-driven perks.

5. Creating Shareable, Emotionally Driven Experiences. Innovative brands are incorporating gamification, nostalgia, or community-building into their strategies. For example, campaigns that invite consumers to co-create or celebrate shared moments show how brands and emotions can be intertwined to drive relevance and loyalty.

Key Takeaways for CPG Brands. Emotional branding is a powerful way to bridge the gap between product functionality and consumer identity. In an era of cautious spending, the benefits of emotional branding for consumer products lie in its ability to create relevance, trust, and differentiation. By embracing storytelling in CPG marketing, leaning into personalisation, and showcasing authenticity, brands can foster meaningful emotional connections and customer loyalty. Is your brand ready to connect with customers on an emotional level?

NEW YORK, August 15, 2025 – Inc., the leading media brand and playbook for the entrepreneurs and business leaders shaping our future, announced that 19:21 Consultants is No. 184 on the annual Inc. 5000 list, the most prestigious ranking of the fastest-growing private companies in America. The list provides a data-driven snapshot of the most successful companies within the economy’s most dynamic segment—its independent, entrepreneurial businesses. Past honorees include companies such as Microsoft, Meta, Chobani, Under Armour, Timberland, Oracle, and Patagonia.

“We built this company with a strong focus on building real relationships with clients and partners, and on being a catalyst for change in an industry that desperately needs it. Earning a spot on the Inc. 5000 list is an indicator that we’re on the right track, but it’s also a reminder that we must keep moving forward. We are really thankful for the people who have been along this journey with us,” said JJ Weeks, CEO of 19:21 Consultants.

This year’s Inc. 5000 honorees have demonstrated exceptional growth while navigating economic uncertainty, inflationary pressure, and a fluctuating labor market. Among the top 500 companies on the list, the median three-year revenue growth rate reached 1,552 percent, and those companies have collectively added more than 48,678 jobs to the U.S. economy over the past three years.

“Making the Inc. 5000 is always a remarkable achievement, but earning a spot this year speaks volumes about a company’s tenacity and clarity of vision,” says Mike Hofman, editor-in-chief of Inc. “These businesses have thrived amid rising costs, shifting global dynamics, and constant change. They didn’t just weather the storm—they grew through it, and their stories are a powerful reminder that the entrepreneurial spirit is the engine of the U.S. economy.”

Inc. will celebrate the honorees at the 2025 Inc. 5000 Conference & Gala, taking place October 22–24 in Phoenix, and the top 500 will be listed in the Fall issue of Inc. magazine.

19:21 Consultants is a Texas-based consulting firm dedicated to helping organizations work smarter through people-first human capital management solutions. With expertise spanning HR, payroll, benefits, compliance, and more, the company delivers customized strategies backed by access to over 100 carriers and vendors. Known for building genuine partnerships and removing administrative burdens for clients, 19:21 pairs best-in-class technology with real, human support. Beyond business, the company invests in the communities it serves through the 19:21 Foundation, reflecting its belief that true partnership begins with people.

Methodology Companies on the 2025 Inc. 5000 are ranked according to percentage revenue growth from 2021 to 2024. To qualify, companies must have been founded and generating revenue by March 31, 2021. They must be U.S.-based, privately held, for-profit, and independent—not subsidiaries or divisions of other companies—as of December 31, 2024. (Since then, some on the list may have gone public or been acquired.) The minimum revenue required for 2021 is $100,000; the minimum for 2024 is $2 million. As always, Inc. reserves the right to decline applicants for subjective reasons.

About Inc. Inc. is the leading media brand and playbook for the entrepreneurs and business leaders shaping our future. Through its journalism, Inc. aims to inform, educate, and elevate the profile of its community: the risk-takers, the innovators, and the ultra-driven go-getters who are creating the future of business. Inc. is published by Mansueto Ventures LLC, along with fellow leading business publication Fast Company.

WeWork filed for bankruptcy protection in a last-ditch attempt to address its massive debt load and right-size its real-estate portfolio.

WeWork’s rapid rise transformed it into one of the world’s most feted startups, valued at $47bn in 2019. Its fall has been faster. Just four years after clinching that peak valuation, the business has filed for bankruptcy.

Dressed in the cloak of a technology company, WeWork turned out to be an office rental business – one that was undone by problems of its own making and finally by forces beyond its control. During WeWork’s ascent, it spent heavily to acquire a mass of long-term leases in some of the world’s most expensive real estate markets. These commercial properties were then subdivided into smaller spaces for tenants, usually on a short-term basis. But its pitch to customers was more than cheap desks and tech. It sought to present itself at the heart of myriad utopian ideals, in pursuit of a “mission” to “elevate the world’s consciousness”.

After WeWork announced its bankruptcy filing on Monday, co-founder Adam Neumann said in a statement that the move was “disappointing”. He said that since he had been sidelined from the company since 2019, it had been “challenging” to “watch WeWork [fail] to take advantage of a product that is more relevant today than ever before”.

WeWork was driven to the brink by two crises: the end of its venture capital-fueled heyday and the upheaval of office work sparked by the pandemic. Its collapse now shifts its name towards those of Theranos and FTX, associated with an era of cheap money that fueled an array of unicorns unable to survive when the cash ran out.

“First, and most obvious, this was the pandemic,” said Anthony Sabino, a bankruptcy expert at the law firm Sabino & Sabino and a law professor at St John’s University’s Tobin College of Business. “Who anticipated that no one would be permitted to go to the office like in the old days? The pandemic not only directly caused vacant offices, it decimated the market for office space.

“It forced companies to go to remote work, and some have even embraced it. Whether voluntary or not, the result is the same: a marked decrease in the need for office space, WeWork’s sole commodity,” Sabino added.

For months, there have been signs the company has been teetering. Back in September, it engineered a reverse one-for-40 stock split in an attempt to avoid being de-listed from the New York Stock Exchange. Last month, WeWork said it would miss interest payments totaling $95m. It filed for bankruptcy protection in a last-ditch attempt to address its massive debt load and right-size its real-estate portfolio.

“Chapter 11 can provide many benefits to WeWork as it navigates a restructuring,” said Sarah Foss at Debtwire, “including the ability to reject financially burdensome leases and to use these rejection rights as leverage in negotiating more favorable lease terms.”

Once the largest leaseholder of office space in London and New York, WeWork promised nothing short of a revolution in the way companies and tens of thousands of employees worked – beer on tap, free coffee and snacks, comfy furnishings, discreet lighting, loads of socializing and other employee-friendly amenities – all for a monthly fee.

But the business started to unravel in 2019, when investors balked at its vast valuation on the eve of a stock market listing. When it ultimately went public, via a “blank cheque” merger two years ago, WeWork was valued at $9bn; less than a fifth of its private market peak. Before trading of its shares were halted in the early hours of Monday morning, it had been valued at less than $50m.

The company, which as of June maintained 777 locations across 39 countries, including 229 locations in the US, according to securities filings reviewed by the Wall Street Journal, has been buckling under $10bn in lease obligations coming due and another ($15bn starting in 2028) as the value of post-pandemic commercial real estate plummets.

A mid frantic efforts to restructure and a turnover of board members, WeWork burned through $530m during the first half of this year and had just $205m of cash on hand as of June. In August, the company warned there was “substantial doubt” it would stay in business.

WeWork – or The We Company, as it was renamed at the height of its pomp – was the brainchild of Neumann, 44, an Israeli-American entrepreneur who started his career promoting Krawlers, a line of baby clothes with sewn-in knee pads. In 2010, in the aftermath of the 2008 financial crash, Neumann and his American business partner Miguel McKelvey came up with the idea of leasing office space and renting it to freelancers and startups.

Branded as a real-life social network, WeWork set about transforming the way we work. At times, work itself appeared to be an add-on. WeWork envisaged a “WeUniverse” of gyms, co-living spaces and schools. Venture capitalists loved the play, and poured in billions. But that all came crashing down when investors started to comb through the company’s prospectus to take WeWork public on the New York Stock Exchange. It was not, they concluded, the hybrid tech company Neumann had projected, but a property company.

Soon after, Neumann was ousted amid controversy over his management style. The executive “would convince employees to take shots of pricey Don Julio tequila, work 20-hour days [and] attend 2am meetings”, according to the New York Times. “He’d convince them to smoke marijuana at work, dance to Journey around a fire in the woods on weekend excursions, smoke more pot [and] drink more tequila.”

The S-1 filing ahead of its failed IPO had also revealed how Neumann had, in fact, leased the “We” trademark to the company, along with buildings he personally owned. In the aftermath, Neumann mostly disappeared. He now lives in the Greenwich Village neighborhood of New York City with his wife and their six children.

But Neumann was not done. With a considerable remaining fortune – some $2.2bn, according to Forbes – he ploughed money from his family office into another real estate company Alfred in 2020. Another, called Flow, raised $350m in investment from Andreessen Horowitz, one of the largest VC firms in Silicon Valley, last summer.

Was WeWork ever a tech company? Soon after the business filed to go public first time around, the Harvard Business Review shot down those pretensions, arguing that it had none of the transformative hallmarks of a budding tech giant – except rapid growth and big losses of $1.6bn, on revenues of $1.8bn, in 2019 – and was instead a real estate company, albeit a “disruptive” one.

“In our opinion, a successful modern tech company can transform whole industries, achieve expansion of scale and scope at breakneck speeds, and make enormous profits, without requiring significant capital investments,” the magazine wrote. The Review listed low variable costs, low capital investment, a lot of customer data and customer intimacy, network effects and ecosystems that boost expansion with little cost as among the attributes it would expect to see in tech play. But WeWork had none.

Last week, representatives for the company declined to comment on “speculation” WeWork was about to go into Chapter 11 bankruptcy protection, telling the Journal agreements provided “time to continue in the positive conversations with our key financial stakeholders”. If WeWork was never a tech firm, but merely traded on tech’s lifestyle illusions, was the company’s idea to secure long-term leases on favorable terms and then market into a then growing demand for rentals necessarily wrong? Only when market conditions reverse does the stratagem backfire, according to Sabino.

“It’s nothing more than supply and demand, and guessing wrong, in this instance, betting that the demand for your commodity (office space) will be high and lucrative, while the price you pay for your supply (leases) is secured at a lower number,” he said. “It turned out just the opposite for WeWork: low demand for its product, and being stuck with paying on leases on space that WeWork could not rent.

This week, the mattress startup Big Fig is unveiling a brand refresh as it doubles down on its body-inclusive product offering.

Big Fig launched in 2016, when a wave of direct-to-consumer mattress brands burst onto the scene. The company still bills itself as “the cooling mattress for heavy people.” Its high-density foam mattresses are tested to hold up to 1,100 pounds, thanks to a design featuring 50% more coils than the average hybrid mattress.

As such, Big Fig has carved out a niche within the DTC mattress space by promising durable, supportive designs for bigger bodies. In the age of GLP-1 drugs, the company says it wants to redefine body inclusivity by focusing its marketing on a health and wellness message without taking a one-size-fits-all approach.

Debuting this month, the brand refresh features a redesigned logo, website, and photography. Big Fig says its updated branding and mobile-first website will offer a more accessible shopping experience. The new logo features an all-caps wordmark and a fig icon centered by its pit to symbolize strength and support, according to the company.

The company has also released two new variations on its flagship mattress and recently rolled out new digital campaigns that feature plus-sized creators and athletes, including football players.

President Jeff Brown came on board in 2019 to help turn around Big Fig, which had been losing money until that year. Brown told Modern Retail that, while Big Fig has grown at a slower pace than many mattress startups, it has managed to do so profitably over the past five years. Since turning a small profit in the second quarter of 2019, Big Fig has managed to grow its topline revenue year-over-year. The company now generates over $50 million in annual sales, with the goal to bring that to $100 million within the next two years.

Brown said the mattress category is so busy that there is constant temptation to create new products as a growth lever. “The mattress space is particularly skeevy,” Brown said. “Whenever somebody feels like their brand is running out of steam, they come up with a new technical attribute to ride that until it runs out of steam.” Big Fig wants to avoid this slippery slope by keeping its offerings focused on a niche demographic.

While its product positioning remains unchanged, Brown said the brand’s messaging is evolving to be more wellness-oriented. He also added that even though more people are taking GLP-1 drugs, they aren't necessarily losing so much weight that they don’t need plus-size products altogether. “The plus-size landscape continues to change with the advent of Ozempic and weight-loss drugs,” he said. “We’ve gone from body positivity to body neutrality to, in some cases, plus negativity.”

Brown said Big Fig wants to hold on to its niche market share as the plus-size demographic keeps changing. But, while selling luxury mattresses in cities like Los Angeles or New York is one thing, Brown said, “trying to sell mattresses in Alabama at a $2,000 price tag is tougher.” So, the company is also looking for more ways to reach a wider demographic, such as athletes and what Brown refers to as the forgotten plus-sized folks in Middle America. “These customers aren’t the typical target for luxury products,” Brown said.

Part of the challenge is that the conversation around body positivity has evolved significantly since Big Fig launched. But Brown said the company sees this refresh as a way to reposition itself more broadly in the marketplace.

The fact remains that larger sleepers typically need a mattress that can support them and won’t sag in a few months, Brown said. “We are trying to speak to this audience more directly and a little more plainly,” he said. “We’re also leaning further into working with plus advocates, fat advocates, the African American community, and the LGBTQIA+ community,” Brown said.

Big Fig’s new logo, website, and imagery more prominently showcase the way larger-sized customers can benefit from the mattress. The company also has some advantages in targeting a more niche audience. “From an SEO perspective, we get to spend our money wisely on very targeted audiences,” Brown said. “I wish I could afford the Ashley Grahams of the world,” Brown quips.

But Big Fig is increasingly working with a network of size-inclusive creators and athletes to center its products on health and fitness. For example, the company recently ran a social media campaign with several Ohio State offensive line players by having them test Big Fig mattresses’ toughness. And Brown said Big Fig is in talks with another football team to be its official mattress provider.

The company is also tweaking its mattress offerings to capture more plus-size demand. Leading up to the refresh, Big Fig added two new mattress SKUs in early 2025 to support a wider range of sleep needs, Brown said. For the first time, the company is offering an extra firm version of its classic mattress, as well as its luxe mattress, which offers a softer cushion top designed for side sleepers.

But crucially, Big Fig is also focused on maintaining healthy growth. “We don't overspend on marketing,” Brown said. The company has kept costs down by keeping overhead minimal and outsourcing. Brown said, on the corporate side, Big Fig only has 10 full-time employees, who handle marketing and customer service support. The team is also integrating more tech to keep things lean.

“We're weaving AI into our performance marketing at every turn, including email and SMS,” Brown said. “And we are not in brick-and-mortar, which is a margin killer,” Brown continued. The decision to not sell through third-party retailers has slowed the brand’s scale. “But that has also managed to keep us able to control our margins and costs,” he added.

In the last few years, Big Fig gradually moved its production to be vertically-integrated through its Ohio factory. The steel used in its coils, for example, is sourced domestically from mills in Cleveland’s Steel Valley. Big Fig still buys some raw material from abroad, such as fabrics from Mexico. “But the mattress itself is about 96% domestically sourced, with all of it assembled here in Cleveland,” Brown said.

As more brands enter the DTC mattress space, there is pressure on existing companies to continue to differentiate themselves. Shay Luo, partner in the strategic operations practice of Kearney, said mattress brands have to compete both on quality and value. Indeed, there is an advantage to being able to hyper-target a specific demographic’s sleep needs. “The global mattress market is growing steadily and is projected to continue this trajectory in the coming years, with the rising consumer awareness of sleep health,” especially among households with growing disposable incomes, Luo said.

Luo said that some of the top-tier mattress brands have to be tailored to customers’ needs to avoid price comparison and being viewed as a commodity product. For Big Fig, this revolves around a refocused attention on what it means to be size-inclusive in 2025. “We’re still loud and proud in wanting to support bigger figures,” Brown said. “We just think that the bigger figure and plus-size community is not a monolith.

Hello, friends and fellow millennials. If you’re reading this, I assume that you’re a befuddled parent like me who feels as though the tween or teen in your home speaks an entirely different and utterly incomprehensible language. Case in point: What is aura farming and why does the alien under your roof keep talking about it? Well, I interviewed my Gen Alpha kid, as well as a few of her friends to learn everything I could about this annoyingly complex trend and the myriad social contexts in which it can be referenced. Read on for what I hope is a clearer picture of aura farming—just don’t try too hard to do it yourself, OK?

In order to understand what aura farming is, you must first have a firm grasp on Gen Alpha’s use of the word aura. For starters, in Gen Alpha vernacular, aura has no color associated with it and is decidedly not a spiritual thing; in fact, the word is really just used as a way to quantify somebody’s ‘cool factor.’ If someone has so much aura, they’re really just effortlessly cool and exude some coveted social status without even trying; if the quiet kid who usually flies under the radar spills his OJ on a popular girl in the cafeteria, well, let’s just say his ‘aura points’ will take a big hit.

If you are effortless, you will be admired for your aura. You can even put effort into being effortless and get away with it most of the time. (i.e., wearing the coolest new shoe style in an Insta selfie but not mentioning it at all.) But push that strategy too far and your peers will take notice, which brings us to the concept of aura farming. If you’re hunting down aura points, flexing too hard (i.e., showing off), and inadvertently making a mockery of yourself by flaunting too much cool, chances are you’re in the business of aura farming. For us millennials, there are some more familiar phrases to describe this behavior: “so desperate,” “such a poser,” and “trying way too hard” come to mind. The terminology comes from the world of video games where “farming” refers to doing the same task over and over again to rack up points or rewards. Think: chopping wood or slaying low-level monsters for hours to get better armor. “Aura farming” borrows that concept and applies it to the social sphere. It’s the subtle (and exhausting, IMO) art of projecting a curated vibe across all aspects of your identity—online and IRL.

Now, here’s the tricky part. As with most Gen Alpha trends, there’s an inherent contradiction here—namely that aura farming isn’t always a negative thing. In fact, aura farming can win you actual aura points if you do it successfully on social media and garner a following as a result. In fact, aura farming actually originated with a kid who took his dance moves to the front of a boat in Indonesia and became the country’s tourism ambassador. Most aura farming you find on TikTok continues to be some imitation of this kid’s moves, but the idea has evolved to include other ways of being unexpectedly cool. Other examples of admirable aura farming include Michael Jackson (who many dub as “the original aura farmer”) and Timothée Chalamet as Atreides in Dune. Ultimately, the concept of aura farming is saturated with irony; it’s all about trying to be cool on social media whilst maintaining an air of randomness to your oh-so curated content.

So, is aura farming a compliment or a dig? I can’t say with any authority because my impression of this trend is that it really can go both ways. And that, friends, is precisely what Gen Alpha loves about it. From Italian brain rot to all things Ohio, Gen Alphas really likes to lean into absurdity, ambiguity and randomness. If there’s rhyme and reason to any of this, I’m decidedly too old to identify it. I do, however, know that aura farming requires a real delicate touch. Do it right and you’ll go viral and become a really big deal; do it wrong and you’re just the butt of a joke. But, hey, it’s the social stock market and anyone who goes public better be ready to take some risks.

Blumka and Borenstein invested a combined $50,000 in savings to get their side hustle off the ground. One year later, the co-founders took the business full-time and now it's on track to double annual revenue year over year. This Side Hustle Spotlight Q&A features New York City-based friends and co-founders Millie Blumka, 31, and Taylor Borenstein, 31. The pair started a side hustle in 2021 called Stakt, an adaptable workout accessories brand. Blumka was a director of brand partnerships at Showfields and Borenstein was a product implementation manager at Bloomberg when they invested about $50,000 of their personal savings into the business. The co-founders have since grown it from a two-person operation to a lucrative business on track for $10 million in revenue in 2025 as it scales across DTC and B2B channels.

Blumka and Borenstein had the idea for Stakt back in 2020 when home workouts became the norm and their old yoga mats weren’t cutting it. They needed more support and versatility for the variety of workouts they were doing, and they couldn’t find a mat that could keep up. They found inspiration through their own personal need and noticing many trainers were rolling their mat in half to get extra support, realizing there had to be a better way.

Neither had started a business before, so their first step was a lot of networking. They spoke with friends to understand how to create a product and did a lot of surveying to see if this was an issue others were facing as well. They each invested $25,000 of their savings to launch the business and have been reinvesting profits since.

Blumka noted that if she could go back, she would establish clearer roles earlier in their journey. In the beginning, they both tried to touch everything, but defining ownership made things smoother. Borenstein mentioned she wished they had hired customer service support sooner, as they spent a lot of time on customer experience when they could have focused on building the business.

Borenstein reflected on the challenges of starting a consumer brand, realizing that growing a business takes discipline, hard work, and networking beyond just having a good product. They experienced issues, such as a damaged container of inventory, but turned the situation into a marketing opportunity by donating the mats to local organizations. It was about a year before they saw consistent monthly revenue, but now they are on track to do $10 million in revenue this year, doubling what they achieved in 2024.

What they enjoy most about running the business is the blend of creativity and community. Blumka loves turning ideas into products that people connect with, while Borenstein appreciates working alongside friends and family and the rewards that come with the growth of their own business. They emphasize there is never a perfect time to start, but progress begins once you launch, and trusting one’s instincts is crucial in navigating the entrepreneurial journey.

Premium used to be easy to spot. It was the thing that cost more, looked glossier, or came with a badge of status. But in 2025, thanks to the change in channels and consumer behaviour, the rules are constantly evolving. Premium has become a feeling. And the best brands are not just commanding attention, they are creating connection.

Bain & Company reports that 74% of global consumers cite emotional reward as the main reason they opt for premium goods. That includes joy, reassurance, pride, identity, and nostalgia. In other words, they are not just buying things. They are buying how those things make them feel.

This shift has profound implications for the way premium is built and communicated. It means brands can no longer rely solely on traditional signals like price, scarcity, or luxury aesthetics. Instead, they need to cultivate emotional value. That might come from storytelling, sensory quality, ethical sourcing, or even how a product fits into a consumer’s personal rhythm.

Take the rise of beautifully designed pantry staples, or the limited-edition drink that tells a story you want to be part of. Take the scent of a hotel lobby that stays with you longer than the thread count. In all of these examples, premium is experienced, and not just purchased.

This feeling-first approach allows for a broader, more inclusive definition of quality. It invites consumers to define premium on their own terms, and it encourages brands to go deeper, not just higher. For those in food, drink, and travel, this creates space for innovation. It also creates responsibility to connect, not just convince.

The most compelling brands today are not asking: “How do we look premium?” They are asking: “How do we feel premium — at every touchpoint?” Because when you get the feeling right, the rest follows.

For years, protein has dominated the nutrition spotlight, appearing on everything from breakfast cereals to beverages. Mintel’s GNPD reveals that the percentage of global food and drink products with a high or added protein claim has doubled in the past ten years, whereas high or added fiber claims have remained relatively flat. While protein consumption gets plenty of encouragement from brands and health experts alike, fiber intake remains disappointingly low across most populations. Fiber plays a crucial role in our health, but protein’s super status often overshadows it. Yet, when looking at a healthy diet, it is not a question of protein vs fiber. In reality, a healthy diet includes a balance of protein and fiber. It is not one superfood vs another; think of them more as a dynamic duo, like Superman and Clark Kent.

Protein is like Superman — powerful, action-oriented, and always ready to build and repair. Just as Superman swoops in to save the day, protein steps in to build muscles, repair tissues, and support your immune system. Protein is the hero your body calls on when strength and recovery are needed. Fiber, on the other hand, is like Clark Kent — quiet, mild-mannered, almost unassuming, but absolutely essential. Clark Kent keeps things running smoothly behind the scenes, just like fiber supports digestion, regulates blood sugar, and keeps your gut healthy. Fiber is the less flashy persona; you might not notice it but if it is missing, you feel its impact. Fiber and Clark Kent both play important but overlooked roles. Clark Kent gives Superman much-needed balance. Just as it is not safe to be Superman all the time, it is not safe to eat only protein. Consumers, like superheroes, need balance to be healthy. We need both the bran and brawn.

Protein’s clear, versatile, and trendy positioning—combined with tangible benefits and appealing product formats—makes it an easier sell than fiber, which struggles with perception and education. Protein represents power and vitality whereas fiber represents order and dependability, ensuring balance and regularity. Protein earned its reputation by delivering clear, measurable benefits that consumers could understand and experience. Its core advantages—muscle building, satiety, and recovery support—translated easily into marketing messages that resonated with health-conscious shoppers. The protein trend succeeded because it addressed visible concerns like weight management and fitness goals. Brands capitalized on this by adding protein to unexpected categories, from snacks to beverages, creating a multi-billion dollar market around this single nutrient. This protein-first mindset has led to missed opportunities for fiber, despite a significant global fiber gap and its well-established health benefits. Many consumers are not actively seeking fiber, sometimes due to perceptions of taste or digestive discomfort, even though certain fibers can be both palatable and easy to digest. Most people consume far less than the recommended 25-30 grams of dietary fiber per day, creating a genuine nutritional gap that needs addressing.

Fiber faces several marketing hurdles that explain its slow adoption: Less Tangible Benefits: While fiber is linked to digestive health and satiety, these benefits are less immediate or visible than those of protein. Fiber’s effects are often long-term and less felt by consumers, making the benefits harder to market compellingly. Perception Issues: Fiber is sometimes associated with bland or unappetizing foods, and some consumers worry about digestive discomfort. These perceptions can make fiber-rich products less appealing. Knowledge Gap: There is a significant consumer knowledge gap about the different types of fiber and their health benefits. This makes it harder for brands to communicate fiber’s value in a way that resonates broadly.

While the protein trend continues to expand, the next phase has space for fiber to join in. A shift toward a more holistic health-conscious model creates new opportunities for fiber to tap into the wellness movement by emphasizing its complementary benefits. Brands will increasingly highlight fiber’s role in satiety, digestive health, and blood sugar control, especially as consumers become more aware of the benefits of fibers. Most people consume far less than the recommended 25-30 grams of dietary fiber per day. Unlike protein, which many consumers already get adequate amounts of, fiber deficiency represents a legitimate health concern with real consequences. The TikTok trend “Fibermaxxing” is a health-focused movement that encourages people to increase their daily fiber intake intentionally, often in creative and visually appealing ways. TikTokers are sharing recipes, meal preps, and fiber hacks to help others hit their fiber goals, some aiming for 30-40g of fiber per day. To increase fiber intakes, consumers are adding more fiber-rich foods like fruits, vegetables, legumes, whole grains, seeds, and nuts to meals while also focusing on plant diversity, color, and texture. A high-fiber diet does have health benefits, especially for gut health, blood sugar control, and weight management, but increasing fiber intake too quickly can lead to negative side effects. Rapidly increasing fiber can cause bloating, gas, cramping, and constipation, especially if water intake is low. Furthermore, excessive fiber may interfere with the absorption of key nutrients like iron, calcium, magnesium, and zinc, especially if fiber displaces other nutrient-rich foods.

As consumers learn more about fiber, they’ll need help and advice on how to help them gradually increase their fiber intake over time, such as increasing 5g of fiber per week and encouraging healthy hydration to help move fiber through the digestive system. Many US consumers are actively focusing on hydration, with 39% reporting that they are concentrating more on hydration compared to the last year. As consumers learn more about fiber in general, they will need more help understanding the different types of fiber and their benefits. Soluble fiber helps regulate blood sugar and lower cholesterol whereas insoluble fiber promotes regular bowel movements and supports colon health. Some fibers also have a prebiotic effect, meaning beneficial gut bacteria can ferment them.

Expect to see fiber follow protein’s path as the next “must-have” nutrient in better-for-you products. Fiber addresses broader health concerns that protein cannot. It supports digestive health, helps manage blood sugar, feeds beneficial gut bacteria, and contributes to cardiovascular health. Perhaps most importantly, it fills a genuine nutritional gap that exists in most modern diets. For fiber to achieve mainstream success, brands must promote relevant benefits: move beyond digestive regularity to highlight satiety and gut health. They should also identify appropriate categories for fiber, with breakfast foods and snacks offering the most logical starting points. Lastly, brands must connect fiber sources to their plant origins to strengthen appeal and transparency, further supporting consumers with a variety of fibers as a thriving gut microbiome depends on diverse fiber sources.

The live music and events industry has seen huge growth due to a post-pandemic revival and big names in the music industry going on tour, with attendance for both concerts and festivals on the rise in 2024, nearly returning to pre-pandemic levels. The increase in attendance can be attributed to inflation, rising ticket prices, and ancillary spending during the cost-of-living crisis. While major artists enjoy significant success, smaller grassroots venues are still struggling. This raises concerns about the long-term sustainability of the sector as the concert and festival market faces a 'two-tier' challenge.

Many music fans traveling abroad also wish to experience the local grassroots music scene. This highlights a trend of 'authentic discovery' in contemporary travel. Positioning small venues as essential for experiencing local music is a crucial messaging element in festival advertising. Social media is also becoming increasingly important in supporting local music scenes. Platforms can develop a localized approach to promote live events and assist struggling grassroots venues.

The market for concerts and festivals is witnessing contradictory behaviors; over half of UK fans have reduced the number of events they attend due to rising ticket prices. They are looking for flexible payment plans, and the trend toward dynamic pricing models is inflating prices on resale sites. Regulatory changes are anticipated to address issues in the secondary ticketing market. Innovative technology, such as live streaming and avatar concerts, is introducing new revenue streams and reinforcing consumer demand for genuine experiences. The success of avatar gigs follows trends like ABBA Voyage and highlights the demand for immersive experiences. As the live music market evolves, community building within concert-goers becomes increasingly vital, with shared experiences fostering connections across generations. Events not only cater to nostalgia but also offer community support, blurring lines between artists and fans through social media engagement.

You don’t need a super technical or complicated idea to start a successful business. For example, the founders of Twilla started with just a sewing machine and a desire to create more comfortable pillows. It doesn’t hurt to have an entrepreneurial sibling and a background in product design, either. Learn more about Twilla below in this week’s Small Business Spotlight.

What the Business Does
Sells unique pillows. Founders Mark and Peter Rane told Small Business Trends, “We sell adjustable sleeping pillows that are available in Queen, King, and Body sizes.”

Business Niche
Offering a simple and easy-to-use product. Rane says, “There are other adjustable pillows on the market, but none of them adjust so quickly and cleanly or offer the versatility that we do.”

How the Business Got Started
To create a product for their own use. Rane explains, “The idea for Twilla started several years ago when we were looking for a pillow for ourselves. It seemed like there were a lot of good pillows on the market, but when we tried them out, we were constantly disappointed. Being designers, we just naturally started evaluating all of the pillows and then making our own prototypes. We spent a lot of time behind the sewing machine before we thought about turning it into a brand.”

Biggest Win
Receiving endorsements from physical therapists and doctors. Rane adds, “It was huge because we didn’t pay them to talk about our brand. We gave them a sample so that they could try it out and hopefully give us feedback based on their experience and expertise. We had no expectations or pressure on them, but they came back with resounding positive feedback.”

Biggest Risk
Launching on Kickstarter. Rane says, “We had always thought that KS might be a good avenue for us, but when we were finally ready to launch, we had very little time to put everything together if we were going to hit the holiday season. We had no idea what we were getting ourselves into, but we rallied and pulled off a great launch. We put it all out there and it could have flopped, but we ended up having a very successful campaign.”

Lesson Learned
Be ready to learn as you go. Rane explains, “Instead of ignoring an aspect of the business, or saying 'we’re not good at [xyz],' we now say something closer to 'we’re excited to learn about that part of the business and become experts.'”

How They’d Spend an Extra $100,000
Spreading the word about their initial product. Rane says, “Being Product Designers, we would love to use the money to invest in a new idea that we’ve been working on. But, the best thing we could do for the business right now would be to invest in a nationwide advertising campaign to spread the word about our pillow. Being a new brand, we know how important it is to get eyes on our pillow.”

Hidden Talent
Sewing potential new products. Rane adds, “We really enjoy sewing! We can prototype so quickly and it’s always fun to come up with new ideas. Our company is still very small, so we can be flexible and try things as we think of them.”

Favorite Quote
“You can’t use up creativity, the more you use the more you have.” – Maya Angelou.

Lately, Chinese Gen Z consumers are obsessed with "CityWalk" – wanting to get to know cities more intimately through this trendy travel style. The "Trooper-Style Travel" craze that exploded post-Spring Festival also remains in focus. In the latest Mintel Report, we observed that moving into 2023, the holiday market is expected to rebound and lead the consumption recovery thanks to the easing of COVID-19 pandemic restriction, with a predicted growth rate of 91.5% compared to 2022, recovering to about 63% of the pre-COVID (2019) spending level.

CityWalks: immersive urban experiences

A leisurely CityWalk is more than just a healthy form of entertainment; it's a chance to establish a closer relationship with urban spaces and feel like a local. To cater to consumers with diverse preferences, various unique routes have been created that delve into the most vibrant aspects of the city, including culture, art, cuisine, and local lifestyle. These tailor-made experiences allow participants with similar interests to explore the city at their own pace, and engage in deeper interactions with like-minded people. This model has sparked a strong interest in this activity, ranking fifth in Little Red Book's "Top 10 Lifestyle Trends of 2022." It's also popular on social media, with the hashtag #citywalk garnering nearly one million posts. Videos related to "CityWalk" on TikTok have accumulated millions of plays, showing that CityWalks have indeed become one of the hottest travel trends.

When planning their tours, consumers have a couple of options. One option is creating their own route, connecting popular attractions, trendy vista points, distinctive shops and gourmet restaurants, which they then share their itinerary on social media for others to reference. The other is paying for organized niche tourism products, where a tour guide will arrange the CityWalk route and explain the historical, cultural, and architectural background of local neighborhoods, allowing participants to immersively experience the charm of urban evolution. Popular options include 54 Traveler's "City Player" series and Youqu Youth's "Urban slow walk" series.

Knowledgeable guides like "Walking Lao Dong" and routes with urban life and historical scene, designed by "Urban Archeo," are also well-liked. Additionally, online travel platforms, like Feizhu (Fliggy), offer products that combine boat tours and walking to enjoy night views from multiple angles.

Trooper-Style Travel: how many sites did you visit?

In addition to traditional vacations, a new type of travel exploded in popularity after this year's Spring Festival, known as "Trooper-Style Travel." Travel enthusiasts, especially Chinese college students, cram as many sightseeing spots and local restaurants as possible into a day or weekend trip, while spending relatively little. With a higher degree of freedom than strict, scheduled tours, this style falls into the 'strategy-based' or 'insider travel' category. Young consumers leverage strong planning and execution to pack 24 hours full of activities, requiring high endurance. Extreme experiences like "Hiking 5 Great Mountains (Mount Tai, Hua, Heng, Heng, Song) in 5 Days," "24 Hour Food and Attractions Guide to a City" and "Lining Up for Mount Qingcheng" have gone viral on social media.

Fresh off pandemic impacts, people are eager to reclaim more adventurous lifestyles. After bonding with their local communities, they now crave exploring and rediscovering their city. From fast-paced "Special Forces" adventures to immersive urban wanderings, diverse ways to discover new environments abound, allowing fulfilling new experiences. In the post-pandemic recovery phase, people prioritize mental health, reducing stress and restoring emotional/spiritual balance. As stressors become more fragmented, consumers seek casual, pleasurable relaxation, preferring simple yet restorative micro-getaways. Brands could bring more substantive, non-cluttered content to communications or activities, helping consumers gain new perspectives from their surroundings and find joy in everyday activities.

Generation Alpha is already making waves in the beauty industry, driven by their fascination with skincare and cosmetics. As the next cohort of consumers, this digital-first generation—born between 2010 and 2024—is influencing trends in the beauty industry and redefining consumer expectations that reflect their diverse cultural influences, heightened social and environmental awareness, and an innate connection to technology. With their spending power projected to reach an astounding $5.5 trillion by 2029, beauty brands can’t afford to ignore them.

Before diving into strategies for engaging with Gen Alpha, it’s crucial to understand the current landscape and the challenges emerging from their growing fascination with the beauty and skincare industry. Recent discussions, including insights shared on the Mintel Little Conversations Podcast by Mintel’s own Andrew McDougall and Base Beauty founder Jodi Katz, highlight a concerning trend: children are increasingly drawn to skincare products designed for adults, often to the detriment of their skin health.

This young, curious generation, sometimes referred to as “Sephora Kids,” is immersing itself in the beauty sector, purchasing luxury items marketed to an older demographic. While their enthusiasm reflects a genuine interest in self-care and aesthetics, it also underscores a lack of understanding about the products they are using. Many of these items, with claims of anti-ageing or targeted treatments, are not age-appropriate and can disrupt the delicate balance of youthful skin.

Gen Alpha’s fascination with beauty products is fuelled by admiration and aspiration. They see beauty influencers and their routines as sources of inspiration, and they want to emulate these practices. However, this acceleration into adult-oriented skincare often results in routines that prioritize appearance over health—a gap that the beauty industry must address.

The beauty industry has a significant role to play in educating and guiding Gen Alpha, shifting the focus from appearance-centric messaging like “fine lines” and “wrinkle prevention” to promoting healthy skin habits. By emphasizing essentials such as personal hygiene, sunscreen use, and gentle cleansing, brands can lay the foundation for lifelong skin health without overwhelming this impressionable audience.

Gen Alpha is eager to learn, and they respond to aspirational education and entertainment, making it crucial for brands to create engaging, age-appropriate content that empowers this young generation to care for their skin with safe and effective skincare practices.

As digital natives, Gen Alpha is comfortable with hybrid beauty shopping, combining online and offline experiences. For instance, over half of US 12-14-year-olds reported buying items online and picking them up in-store. This behavior highlights the need for beauty brands to deliver seamless experiences across platforms, with mobile-first strategies at the forefront.

Emerging technologies such as augmented reality (AR) and virtual reality (VR) are profoundly reshaping the beauty shopping landscape for Gen Alpha. Virtual try-on tools, enabled by these technologies, allow users to virtually see how makeup will look on them without physically applying them. Mintel’s research reveals that nearly a third of US 12-14-year-olds are already using augmented reality in their purchasing journey. This signals a strong interest and readiness for interactive, technology-driven solutions.

This heightened environmental concern translates into Gen Alpha's preferences and future purchasing decisions in the beauty industry. They already show signs of being mindful of how their choices impact the planet, and they are likely to specifically seek out products that align with their sustainability values in the future.

Members of Gen Alpha are emerging as one of the most socially conscious generations, placing a strong emphasis on diversity, equity, and inclusion (DEI). They are more likely to support beauty brands that authentically represent a wide array of identities and align with their values. For Gen Alpha, inclusivity won’t just be a preference but a baseline expectation.

Though still growing into their role as consumers, Gen Alpha is already reshaping the beauty industry with its emphasis on tech-led innovation, inclusivity, and sustainability. As their influence and purchasing power expand, brands must align with their demand for authenticity and socially conscious practices, ensuring they resonate with the values shaping this forward-thinking generation.

Holiday spending by U.S. consumers is projected to drop 5% year over year, based on a survey by consulting firm PwC. The sharpest drop is among Gen Z, which plans to spend an average of 23% less than the year-ago holiday season.

Tariffs have heightened consumers' awareness of rising prices, and retailers are missing the mark with younger shoppers, said Ali Furman, the U.S. consumer markets industry leader for PwC.

Holiday shoppers expect to trim the tree and their spending this upcoming season, according to a survey by consulting firm PwC. Across generations, consumers said they plan to spend an average of $1,552 on holiday gifts, travel, and entertainment — which represents a 5% drop from the planned holiday spending average in the year-ago period.

Yet the sharpest decline comes from Generation Z, whose members said they plan to spend 23% less on average than a year ago. That's the biggest drop of any generation and a significant swing from last year when they said they expected to spend 37% more. Their pullback is also contributing to the overall decline in holiday spending.

"Price is Gen Z's love language," said Ali Furman. "They've been raised in an era of rising costs. They’re laser-focused on value and cost transparency. For them, dupes aren’t a downgrade. They’re proof of smart shopping."

For retailers, Gen Z customers — who span in age from 13 to 29 and have an average age of 22 — are both an opportunity and a challenge, Furman said. As they enter adulthood, they tend to have smaller salaries, new expenses, and debt to pay down.

Plus, they are experience-driven, often prioritizing concert tickets, hotel stays, and plane trips over buying new items, and they’re feeling the pinch as those experiences cost more. "Entertainment and vacations are taking up more of their wallet than they have, and therefore they have less to spend on holiday," Furman said.

It’s also been hard for retailers to keep up with young shoppers, who "are the fastest generation to adopt trends and abandon trends," she said. For retailers, the survey’s findings highlight the uncertain backdrop for a holiday season that could be shaped, at least in part, by price sensitivity as companies debate how much to absorb and pass on higher tariff costs.

All other generations' holiday spending expectations were roughly flat compared with a year ago — with the exception of baby boomers, who plan to spend 5% more on average, according to PwC's survey, which included a representative sample of 4,000 U.S. consumers and was conducted in late June and early July.

Consumers who have already grown weary of the rising cost of living, such as higher utility bills, are also wary of potential price increases from higher tariffs, Furman said. That’s made shoppers pay closer attention to price tags and intensified their resolve to delay or shop early to get the best deal.

"It’s not necessarily the tariffs themselves that are driving sentiment and behavior," she said. "It’s the threat prices may go up, and people have a consciousness around that."

Playing dress up has been a favorite childhood activity for generations. In fact, a small team of women are now turning that tradition into a business. Read more about Let’s Dress Up and its unique offerings in this week’s Small Business Spotlight.

What the Business Does
Providing princess-themed events and experiences for kids. Co-owner Samantha Myers told Small Business Trends, “Let’s Dress Up is a fairy tale themed play and birthday party space for kids ages 3-8 with two locations in Manhattan.”

Business Niche
Creating a magical experience. The company offers both private parties and playtime for kids. They get to dress up and have tea parties — they even use real china! Myers says, “We have a reputation for being women-owned and providing a five-star customer experience. We have been a staple in the Upper East Side neighborhood for over a decade.”

How the Business Got Started
To recreate childhood magic. Myers adds, “My business partner founded the business based on her childhood memories of dressing up in her grandmother’s attic.”

Biggest Win
Expanding post-pandemic. Myers explains, “Making it through Covid was huge for us. We then were able to open a second brick-and-mortar location. We are so proud of this accomplishment and cannot wait to continue bringing our brand of magic to a whole new community.”

Biggest Risk
Investing in a new location. Myers adds, “Opening a second location has been our biggest bet to date. We are approaching our two year anniversary and it is going well so far.”

How They’d Spend an Extra $100,000
Exploring new growth opportunities. In addition to hiring a new manager and participating in more events, Myers says, “I would explore new themes and partnerships and programming for the summer slow season. And I would sleep better at night.”

Management Style
Playing to their strengths. Myers explains, “We have two owners. My partner sews embellishments on all the dresses and decorates for every season while I do email blasts and spreadsheets. It’s a match made in heaven.

Why do people spend thousands on a handbag when a much cheaper one serves the same purpose? What drives someone to wait months for a luxury watch or join exclusive member-only brand clubs? The answer lies in luxury consumer psychology – the study of how emotions, desires, and perceptions shape the buying behaviours of high-end consumers. For luxury brands, understanding this psychology is essential. High-net-worth individuals aren’t just buying products; they’re investing in experiences, status, and emotions.

In an increasingly competitive market, where there seems to be an endless number of choices, brands that tap into the deeper motivations of luxury buyers can build stronger connections, foster loyalty, and command premium prices.

Luxury consumers are individuals who prioritise quality, craftsmanship, exclusivity, and status in their purchasing decisions. But it’s not just about wealth. While affluence grants access, the true luxury buyer seeks more. They want intangible benefits like prestige, emotional fulfilment, and personal expression.

Luxury purchases aren’t random. High-end consumers make deliberate choices influenced by several key factors. Emotional connection plays a massive role, as does the social message the purchase sends. For many, it’s about signalling success. Heritage, sustainability, or innovation can resonate with personal values. The experience must be seamless and personalised, as luxury buyers expect tailored service that makes them feel valued.

Understanding what sets luxury consumers apart is about tapping into their deeper motivations. Key psychological drivers behind luxury purchases include emotional appeal, exclusivity, social status, and brand storytelling. Consumers are drawn to products that resonate with their identity, and brands that share authentic stories and legacies attract affluent buyers. By leveraging these psychological motivators, luxury brands can create deeper connections with their customers and bolster their market position.

Remember when we thought perfect skin meant piling on countless products? We'd dutifully layer our toners, serums, and moisturisers, convinced that a 10-step routine was the only way to go. Fast forward to today, and things look quite different. Between busy schedules and office deadlines, we've learned that simple, effective skin care can work just as well and save us precious morning minutes. In fact, according to Euromonitor’s Voice of the Consumer: Lifestyles Survey 2024, 21% of consumers in Asia Pacific are looking for ways to simplify their lives and 16% of them are willing to spend money to save time. Sometimes, less is really more.

Squeezing more benefits from fewer products with the pace of life picking up, many seek to streamline their beauty routines, desiring simplicity without compromising results. Multifunctional products are the hero, with skinimalism - the trend of embracing fewer, high-quality products for a simplified yet effective routine, and skip-care - a Korean beauty-inspired approach focusing on fewer steps without sacrificing results - leading the beauty revolution. This shift makes sense; consumers now invest in fewer, higher-quality products that pack multiple benefits into each formula. 32.1% of consumers in Asia Pacific would rather buy fewer, but higher-quality items. Best-in-class examples include moisturisers with built-in SPF protection, lip oils that both nourish and tint, and sunscreens that hydrate while fighting signs of ageing. The appeal lies in both efficiency and effectiveness, as beauty consumers continue to ask themselves, “Why use five products when one can deliver the same results?” About 15.2% of consumers in the Asia Pacific region were most influenced by multifunctionality when making their product purchase choices, according to Euromonitor’s Voice of the Consumer: Beauty Survey 2024. These products not only save precious bathroom shelf space but also simplify morning routines, reduce waste and often prove more cost-effective in the long run.

Brands have taken notice, developing innovative hybrid formulas that combine skin care, sun protection, and cosmetic benefits, meeting the modern consumer's demand for products that work as hard as they do. For example, Filipino brand Colourette offers multifunctional products such as its First Base Everyday Skin Tint. This versatile product provides light to medium coverage and SPF 30 while incorporating beneficial ingredients such as Azelaic Acid, Hyaluronic Acid, and Niacinamide, which help maintain healthy skin.

Consumers increasingly seek compact, versatile solutions that simplify their routines; 31% of consumers in Asia Pacific are willing to pay 10-20% more for new and innovative product formats. Mini sizes, stick applications, and spray formats have become game-changers for travellers and busy individuals who prioritise efficiency. Sun care in particular has seen remarkable transformation in packaging and application methods, recognising the critical need for convenient protection that encourages consistent use throughout the day. The evolution of beauty products reflects a deeper understanding of consumer needs, especially in categories requiring frequent reapplication such as sun protection. Spray applicators, roll-on sticks, and innovative sunscreen patches have emerged as popular alternatives for those seeking hassle-free protection, with sun care in Asia Pacific projected to grow 6% in constant terms (9% current terms) in 2024-2025, highlighting the growing market demand. These convenient formats not only address practical concerns but also appeal to consumers who want to maintain their skin care regimen without compromise, regardless of their location or schedule.

In today's saturated beauty market, product selection can feel overwhelming. With countless options available, beauty consumers are increasingly turning to AI-powered personalisation tools to simplify their skin care journey. According to Euromonitor Voice of the Consumer: Lifestyles Survey, 40% of consumers from Asia Pacific want products that are uniquely tailored to them. This trend aligns with a broader movement towards convenience and efficiency in shopping. Consumers are busy, and they appreciate when brands make it easy for them to find what they need quickly and effectively. Personalised recommendations help eliminate the guesswork from the purchasing process, reducing the likelihood of product returns and increasing customer satisfaction. Moreover, as more consumers become accustomed to personalised experiences in other areas, such as streaming services and online shopping, they expect the same level of customisation in their beauty products.

As we look at what's next for the beauty market in Asia Pacific, convenience is getting an upgrade. Beauty brands should watch for three big trends: super-powerful formulas that do multiple jobs at once; skin care apps that tell you exactly what your skin needs; and packaging you can refill instead of throwing away. The future isn't just about saving time; it's about making your skin care routine work harder and smarter for you.

It was a slow decline for the 90-year-old company, which found itself crippled by massive debt, a pandemic, supply chain issues and growing competition from start-up brands changing beauty ideals and culture. Revlon faced growing competition from celebrity and independent brands in recent years.

Revlon filed for Chapter 11 bankruptcy, following years of declining sales, supply chain issues and mounting debt. Changing consumer habits found fewer people shopping for cosmetics in drug stores while the growing number of celebrity and independent brands stole market share. Debt hindered the company’s ability to invest in digital campaigns or realise the full potential of its attempts to freshen its brand.

ColorStay, Fire & Ice and Super Lustrous lipstick are some of the most well-known makeup products and franchises of the last four decades — all created by Revlon, the cosmetics company founded by Charles Revson in 1932. That wasn’t enough. This week, the company filed for Chapter 11 bankruptcy protection, a move long anticipated within the industry following years of declining sales, supply chain issues and mounting debt (listed at $3.7 billion, according to court documents). The filing marked the latest chapter in a chaotic stretch for the storied brand, which has included multiple restructuring attempts and a 2020 snafu where Citigroup mistakenly wired $900 million to some of the company’s lenders.

The 90-year-old company, which acquired Elizabeth Arden in 2016 and also owns Almay and Mitchum, will keep its daily operations afloat with $575 million in financing from existing lenders. “By addressing these complex legacy debt constraints, we expect to be able to simplify our capital structure and significantly reduce our debt, enabling us to unlock the full potential of our globally recognised brands,” Debra Perelman, Revlon’s chief executive officer, said in a statement to The Wall Street Journal on Thursday. She maintained that demand for Revlon’s products is strong, but the company’s structure “has limited our ability to navigate macroeconomic issues in order to meet this demand.”

Revlon certainly isn’t the only legacy makeup brand struggling to return to its former glory. But unlike Esteé Lauder or Clinique, crippling debt hindered the company’s ability to invest in digital campaigns or realise the full potential of its attempts to freshen its brand. Revlon’s obligations to its lenders also kept it out of the dealmaking conversation, even as beauty giants like Coty and L’Oréal were able to snatch up brands that appealed to Gen-Z. That left Revlon exposed as a wave of start-ups, independent brands and celebrity lines undercut big, established labels that had dominated sales when consumers mostly shopped for their beauty products in department stores and drug stores. Then an industry-wide makeup slowdown impacted nearly every cosmetics brand. The pandemic caused a skin care frenzy, which rendered makeup all but useless. Revlon’s strength wasn’t in skin care, and it was unable to jump on that boom in a meaningful way.

The company also struggled to keep up with changing beauty ideals and culture, which prioritised self-expression and embracing flaws over buying the same makeup as everyone else. ”Consumers were less interested in buying acceptance or fitting in through a brand that everyone used,” said Shireen Jiwan, a brand strategist and founder of Sleuth Brand Consulting. “It suddenly was not cool.”

Ultimately, Revlon’s size, the very thing that gave the company its strength, was part of its undoing. ”It’s really hard for a giant company to suddenly learn overnight to be nimble, creative and plugged into culture and use new forms of media,” Jiwan continued. “It used to be that size could protect you ... but that’s not the case anymore.”

Revlon’s heyday covers a roughly three-decade stretch, beginning in the early 1970s when it became the first beauty brand to put a black model, Naomi Sims, in an ad campaign and launched the bestselling fragrance Charlie. 1980’s “The Most Unforgettable Women in the World” campaign, featuring supermodels like Iman, Cindy Crawford, Beverly Johnson and Christy Turlington, is considered to be one of the most iconic makeup ads of all time. In the 1990s, its advent of the first non-transfer lipstick — “ColorStay” — grew to become a major franchise spanning face, eyes and more.

Starting in the 2000s, Revlon began to fall behind. It didn’t have the financial resources to invest in a proper revival and newer, more culturally relevant brands were popping up at an accelerated pace and appealing to a generation not interested in buying large, mass brands. Revlon has tried to speak to a younger customer. In 2018, the company created its own Gen-Z-targeted line, Flesh. Despite getting some initial attention for its horny branding — “Firm Flesh Thickstick” foundation and “Fleshpot” gloss were among the product names — and distribution in over 500 Ulta Beauty stores, the line failed to gain traction.

In 2019, Revlon’s One-Step hairdryer and hot air brush, which dries and smooths and lifts hair at the same time, was one of the most talked-about beauty tools. But its success came just as makeup sales started to see steep declines, which only accelerated during the pandemic as consumers stuck at home turned their focus to skin care. Those efforts continue today. In April, Revlon introduced a collaboration with 20-year-old TikTok star Loren Gray. Last September, the brand debuted a collaboration with Megan Thee Stallion, “The Big Bad Beauty Looks Collection,” which included an eyeshadow palette, mascaras, lip liners and eye liners. In February, a semi-permanent brow ink launched, with Megan Thee Stallion and model Ashley Graham as the faces.

Viral hits on social media have been critical in the rehabbing of certain legacy brands’ images and newfound popularity among Gen-Z. TikTok has given Esteé Lauder and Clinique a boost. With its $75 Advanced Night Repair serum, Lauder managed to attract a customer who’s been alive for less than a quarter of the company’s 76-year existence. Last year, Clinique’s Black Honey lipstick, which originally debuted in 1971, went viral on the platform, quickly selling out on the brand’s site and at Sephora and Ulta Beauty. Maybelline’s Sky High Mascara also went viral on TikTok shortly after its January 2021 release.

The irony is that Revlon had a viral sensation on its hands with the One-Step hair dryer. Unfortunately, Helen of Troy has owned the license to the company’s hair tool business since 1992, and in 2020 renewed the licensing deal through 2060. A viral product can bring a brand relevance, but experts also say a presence in the burgeoning metaverse is critical — even if we don’t yet know what the return on investment will be or how it will resonate with consumers long term.

For example, Estée Lauder partnered with Decentraland’s Metaverse Fashion Week in March and offered users free, wearable Advanced Night Repair NFTs to enhance avatars’ skin. Clinique released its first NFT last fall. “They’re putting these old school products into new school modes of communication and digital commerce,” said Korinne Wolfmeyer, senior research analyst at Piper Sandler. But young people also love nostalgia — and Revlon has an opportunity to tap into that. Marie Driscoll, managing director of luxury and fashion at consultancy Coresight Research, said some of the brand’s most iconic products could benefit by coming out of retirement.

For example, Revlon could “go back to its DNA” with Charlie, which “changed the fragrance industry” when it came out in 1973 because it was the first perfume marketed to women as a gift they could buy for themselves. “That was Revlon as an innovator, changing the way women thought about themselves,” Driscoll said. “People love stories, and they love stories that circle back and then are relevant today.” It could be time to bring back Charlie. After all, Gen-Z seems to be nostalgic for just about anything that happened before they were born.

Last week Vice, the media company where I frittered away a third of my life, announced that it was essentially shutting down its editorial operations. This meant several hundred people would lose their jobs—a practically weekly occurrence in journalism these days—and that I had to spend an annoying amount of time archiving the portfolio-worthy stories I wrote or edited there. Collapsing media companies, and there are a lot of them right now, sometimes delete their websites. Vice insists it will maintain its website, but if one day it changes its mind—because maintaining even a dormant site costs considerable money—then all evidence that I did anything productive during the 2010s would disappear. That little digital archive is sitting on my computer now, a few feet away from the stacks of physical Vice magazines I worked on. These battered glossies are going to outlive the company that published them, which is ironic since Vice the company spent years running away from Vice the magazine and its sordid reputation. In my 12 years at Vice, I watched it grow up, hire people who weren’t skaters or cokeheads, and gentrify just like the Williamsburg neighborhood surrounding its office. Vice was intent on becoming a mainstream news organization, which meant an unslakable thirst for investors, comically inflated valuations, and the inevitable succession of expansions, “pivots,” and cutbacks. In hindsight, Vice’s death was foretold by that ambition. Had it remained a niche print magazine, it might still be alive today. Stories about the end of Vice tend to lump it in with other failing digital media brands. And it’s true that Vice suffered from the same ailments facing companies like BuzzFeed and G/O (formerly Gawker): an ad market that’s been in a long slump, social media traffic to news sources cratering, and overpaid, incompetent leadership. Cory Doctorow, the pioneering blogger, copyright activist, and science fiction author, portrayed Vice’s end in familiar terms: Hardworking, passionate journalists are producing incredible, important investigative work, but are betrayed by corrupt, greedy executives. Vice’s founders, he wrote, “built a massive, highly lucrative media empire on [young people’s] free labor.” Doctorow praised Vice’s tech coverage team in particular (they were pretty great), and declared, “Whatever problems Vice had, they weren’t problems with Vice’s workers—it was a problem with Vice’s bosses.” Doctorow meant to be scathing, but if anything he was too generous. Vice was only “highly lucrative” in the sense that it had a lot of money sloshing around. It had a big fancy Brooklyn headquarters, a dozen or more international offices, and hundreds of people on the payroll, some of whom would fly around the world to report from conflict zones. As it grew, it founded a record label and an ad agency, acquired smaller media companies like Refinery29 and i-D, and had TV shows on MTV and HBO before getting its own cable channel. The company even bought a bar and started brewing its own beer, called Old Blue Last, which tasted like the tail end of a long night out. During one holiday party, co-founder Shane Smith handed out envelopes to employees containing $1,500 in cash. But upon what was that excess built? It wasn’t all those award-winning journalists—they got hired, for the most part, after Vice was already on the rise. It wasn’t that Vice went through a period of gangbusters profitability—the most optimistic insiders only ever claimed “intermittent” profitability. In reality, it was bankrolled almost entirely by investors who believed that it was poised for world domination. There was such optimism among these funders that in 2017 Vice was valued at $5.7 billion, to which a reasonably plugged-in Vice employee might have responded, “with a B?” These investors believed in Vice because they believed in Smith, who had Trumpian talents of self-conviction and bluster. He sold them on the idea that Vice had a unique, unbreakable connection to millennials (who were then young people) and that it was the future of news, destined to destroy CNN. And at least when Smith started making this pitch, the thing backing him up was the reputation of the irreverent, caustic, irresistible magazine. “We do stupid smart and smart stupid” was how my first boss at Vice summed up the magazine’s ethos. It was stunt journalism, and arguably not even journalism, but it was daring and provocative. Before I got there, the staff all went to a Native American reservation and edited and wrote all the articles from there (including some by reservation residents). There was a “gross jar” that was a jar filled with gross stuff; this was a recurring column. We had a whole series where we’d give someone acid, send them somewhere weird, and film them. We dressed dogs up in bondage gear for one fashion shoot, and sent models down to Occupy Wall Street for another. We had a try-anything writer who cooked and ate her own vaginal discharge for one article, and covered herself in live raccoons for another. We published fiction and photo essays and incomprehensible screeds and things that probably shouldn’t have been published. One cover was adorned with a photo of a dildo by renowned Italian artist Maurizio Cattelan, covered by a sticker that said “DILDO.” The DOs & DON’Ts, where editors and comedians roasted people in photos submitted by readers, were both hilarious and, by today’s standards, unforgivably vicious. The magazine was stupid, and especially during the tenure of founding editor Gavin McInnes—who would go on to found the Proud Boys—it could be racist, sexist, and cruel. But it touched a chord, as did some of Vice’s early videos. If you smoked a ton of weed in the 2000s, you probably ended up in someone’s ratty apartment watching either Smith’s visit to North Korea or the Epicly Later’d skate documentaries. The coverage of Vice’s demise rarely mentions this era of the company, a convenient omission for a lot of people. The serious journalists Vice hired in droves starting around 2014 (when Vice News was launched as a standalone brand) understandably didn’t want to be associated with McInnes or magazine features like “Paintballing With Hezbollah.” The company spent years polishing its image, beginning in 2008, when it cut ties with McInnes (when it became clear that his ironic racism wasn’t all that ironic). If the company got a lot of search traffic from “How to Suck Your Own Dick”—an all-time SEO headline—the story it wanted to tell to its own employees, media reporters, and especially investors was that it was a global news organization. The change accelerated in the mid-2010s. The website and magazine were redesigned, and the fashion photo spreads—once the lavish centerpieces of every issue—were discontinued, the overworked fashion editor laid off. The weird stuff began to be marginalized. In 2018, the magazine’s frequency dropped from monthly to quarterly, ending the photo and fiction issues. A subsequent tweak to the website removed the issue-by-issue magazine archive; old articles are still online, but in most cases their formatting has degraded and the images have disappeared. You can only find the DOs & DON’Ts through Google. A skeleton crew of staffers did keep the print product going, though the magazine was barely acknowledged by the company that owned it. It even came back after a pandemic-related hiatus, producing a few issues in 2021 helmed by editorial director Kate Dries. (The last-ever issue was called “The Indulgence Issue.”) In ditching its original identity, Vice gained respectability but couldn’t make respectability work for it. How, as a former Vice executive told New York magazine in 2018, “do you scale the essence of a punk-rock magazine into a multibillion-dollar media company? There is no real answer. At some point, what got you there isn’t what you are.” If Vice needed to evolve in order to grow and attract investment, the digital media company it evolved into had serious flaws. Its in-house tech products all sucked, as anyone who ever used its CMS can attest. It was among the first companies to produce truly high-quality videos for the web, but squandered that advantage by pivoting to television and film instead of the short-form content that has since taken over social media. Its traffic numbers were inflated and sometimes outright fake. Vice journalists did great work and garnered accolades, but that was no great achievement on the company’s part—hire journalists and you’ll get journalism. Where was the business plan? In 2014, Smith predicted Vice would bring in $1 billion in revenue by 2016; in 2022, it was only earning $600 million, $100 million below its target. By then, Smith had left his CEO post following scandals involving sexual harassment and the underpayment of female employees. But his departure didn’t change the company’s downward trajectory. How could it have, when the company was built on his otherworldly powers of spin? Vice needed to change, of course, and not just for cynical, cozying-up-to-investors reasons. Misogyny, racism, and nihilism were ingrained in the magazine from the get-go. Could you have cut out the toxicity without losing what made Vice compelling to so many readers? Could the company have evolved not into a vaporware global news organization but a different kind of small, weird magazine? Maybe. Jesse Pearson, who was the editor in chief when I was an intern, quit to start a magazine called Apology (get it?) and it might not be famous, but it’s still going. The simplest way to understand Vice is not as a media company but a zero interest-rate phenomenon, a property investors made speculative bets on because they had to make bets on something. A scam, in so many words, but an unusually fruitful one. Not entirely on purpose, Vice produced some exceptional journalism. It launched careers (including mine). In its corporate era, it paid quite generous salaries to some C-suiters who couldn’t save the company (assuming they were even trying to). Smith walked away with $100 million, which is an unfathomable sum to me but not all that much money, really, given Vice’s rosy picture a decade ago. Me? I’ve got an archive of web stories on my computer desktop, and some old magazines on my shelves.

Gaurav Nigam's Tumbledry is a remarkable success story, revolutionizing the laundry industry with its innovative approach and commitment to quality service.

Gaurav Nigam, an entrepreneur with a vision, embarked on a journey that would redefine the laundry industry. His venture, TumbleDry, has become a testament to dedication, innovation, and resilience.

Early Challenges: The inception of TumbleDry was not without its challenges. Gaurav faced hurdles in establishing a niche in a competitive market. However, his unwavering determination and strategic planning laid the foundation for future success.

Innovative Solutions: Gaurav's keen eye for innovation became the driving force behind TumbleDry's success. He introduced state-of-the-art technology to automate and streamline laundry processes, setting TumbleDry apart from traditional laundromats. The implementation of eco-friendly practices also resonated with a growing environmentally conscious consumer base.

Customer-Centric Approach: One of the key pillars of TumbleDry's success was Gaurav's commitment to a customer-centric approach. He focused on enhancing the customer experience by offering convenient services, such as mobile app integration for seamless bookings and real-time updates. Personalized services and attention to customer feedback created a loyal clientele.

Strategic Partnerships: Recognizing the importance of collaboration, Gaurav forged strategic partnerships with suppliers and local businesses. These alliances not only ensured a steady supply chain but also facilitated cross-promotion, expanding TumbleDry's reach in the market.

Adapting to Market Trends: Gaurav's agility in adapting to market trends played a pivotal role in TumbleDry's sustained success. He embraced the digital era by incorporating artificial intelligence and data analytics into the business model, optimizing operations and predicting customer preferences.

Scaling Up: As TumbleDry gained traction, Gaurav focused on scaling up operations. Strategic investments in infrastructure and personnel, coupled with a well-defined expansion strategy, enabled TumbleDry to penetrate new markets successfully.

Social Responsibility Initiatives: Beyond profit margins, Gaurav championed social responsibility initiatives. TumbleDry engaged in community outreach programs and collaborated with local charities, earning the goodwill of both customers and the community.

Global Recognition: Gaurav Nigam's TumbleDry caught the attention of the global business community. The company received accolades for its innovative practices and commitment to sustainability, further solidifying its position as an industry leader.

Gaurav Nigam's journey with TumbleDry exemplifies the power of innovation, adaptability, and a customer-centric approach in the business world. From overcoming initial challenges to achieving global recognition, TumbleDry stands tall as a testament to Gaurav's entrepreneurial spirit and commitment to excellence in the laundry industry.

Chad Howard, a former marketing executive at Procter & Gamble, decided to leave his corporate job to start a portable toilet rental business, Halftime Rentals, in Charlotte, North Carolina. Despite the unconventional shift and occasional unpleasant aspects of his new role, Howard finds immense personal and professional satisfaction in being his own boss and making a tangible impact on people’s lives.

Howard's entrepreneurial journey began when his business partner, Austin Helms, encouraged him to explore business opportunities outside the corporate world. Helms, who had already transitioned from a corporate position to run a plumbing, HVAC, and electrical company, suggested that the portable toilet industry, despite its lack of formal marketing, was ripe for disruption. Intrigued, Howard spent six months researching and raising over a million dollars from various sources, including 12 South Capital Partners, a private equity firm specializing in blue-collar industries.

Launched last year, Halftime Rentals has already generated over $1.2 million in revenue. One of the keys to Halftime Rentals' rapid success is Howard's marketing approach. Unlike traditional players in the industry, he invests in dedicated salespeople and creative marketing strategies. For instance, he attends conventions like the local builders convention, where he distributes shirts emblazoned with “Gettin' Shit Done,” a memorable and effective pitch. Additionally, he leverages AI tools like ChatGPT to identify and contact potential clients for major events such as the Charlotte marathon, where he secured a contract by being the first to reach out.

Howard's new role as a small business owner isn't without challenges. On weekends, he handles direct emergency calls and has had to manage unexpected situations, such as delivering portable toilets to an event an hour away when the original provider failed to show up. This commitment often means sacrificing personal time, as Howard now avoids planning anything significant on Saturdays until after 2:00 p.m., given the high likelihood of receiving urgent requests.

The lack of a structured daily routine has also affected Howard’s health. Initially, he found himself eating poorly and gaining weight, but he has since become more mindful of his diet and fitness. Living in an RV during the month-long response to a hurricane in Asheville underscored the physical demands of the job. Despite the tough conditions, his proactive approach led to a surge of new business and 222 voicemails in a single day. This experience solidified his belief that his effort directly impacts the business’s success.

The entrepreneurial lifestyle offers Howard a unique sense of control over his destiny. In his previous corporate role, promotions were often influenced by factors beyond his control, such as personal relationships and market conditions. Now, his performance and decision-making have a clear, measurable effect on the business. For instance, his quick response during the hurricane not only helped the community but also expanded Halftime Rentals’ reach.

However, Howard faces significant decisions regarding the future of his business. He has received multiple offers to sell Halftime Rentals, raising questions about his ultimate goals. Selling to a roll-up business could mean regaining a corporate structure and potentially losing control over key aspects of the company, including the fate of his employees. Despite the financial allure, Howard is hesitant to surrender the autonomy and the personal connection he has built with his team. Industry insiders and company profiles highlight the growing trend of young entrepreneurs embracing small business ownership, particularly through targeted private equity search funds. These funds help aspiring business owners find and finance opportunities in underdeveloped markets.

Howard's story illustrates the balance between the freedoms and responsibilities of entrepreneurship, offering a candid glimpse into the realities of building and managing a successful small business. Halftime Rentals is just one example of how innovative marketing and a willingness to tackle unglamorous tasks can lead to substantial growth and fulfillment in the entrepreneurial world. Chad Howard's journey shows that the path to success can be just as rewarding as the final destination, provided you're ready to work hard and embrace the unique challenges and opportunities that come with it.

A frustrating beach trip in 2021 inspired a now-viral business idea that’s set to take Aussie shores by storm this summer.

When Jeremy Scott and Elizabeth Afrakoff went on a beach date in 2021, they struggled with a cumbersome beach umbrella. The beach date disaster, however, inspired Scott, who grew up on the beaches of Sydney and has a background in sports, and his fiancée Afrakoff, who has a background in finance, to create a compact, portable, and more stylish shade solution. Unlike the popular cabanas that have soared in popularity in recent years, they aimed to design a beach cover explicitly for solo beachgoers, addressing a clear gap in the market.

“We wanted something that not only saves space but also ensures an unobstructed view and flexibility, allowing users to set up anywhere on the beach,” the pair told news.com.au. “Our research showed that a considerable number of people still weren’t bringing any shade to the beach at all because they couldn’t find a suitable option, and we wanted to change that.”

They began to explore their idea further, spending countless hours sketching and prototyping in their backyard until they found a design that stuck. Then, they took one of their samples on holiday to Hawaii, where they put it to the ultimate test. After ensuring it was windproof and fine-tuning the measurements, colours, and materials, they were prepared to launch their business idea. In December 2024, their brand Swim Shady was founded.

The Swim Shadys come in five unique prints and weigh just 1.8 kilos, making them ideal for travel and for fitting into your beach bag. Their ultra-portable sun shades aimed to fill a gap in the market for solo beach coverings.

Their UPF 50+ diamond-shaped canopies are designed to mirror the natural shape of the body, while the pole at one end ensures that other beachgoers can still see out to the ocean. It’s also equipped with a rotating hinge that allows people to adjust the shade’s direction and angle throughout the day as the sun moves.

The brand also sells other products, including reversible, water and sand-resistant swim bags, towels, and quick-dry swim shorts, but it’s their hero product that has propelled them into the mainstream in recent months. The co-founders had the idea to start posting on TikTok, and their first video openly addressed the beach cabana debate that reignites every summer.

Over footage of Balmoral Beach in Sydney, bustling with the giant shades, the brand captioned the post, “not everyone needs a cabana” – highlighting the fact that many couples or small groups use cabanas, despite them being large enough to accommodate a large family. Their account quickly gained traction, and one of their more recent videos, showcasing the day they launched on Aussie beaches, has just reached over 2.2 million views.

“I have been searching so long for something like this,” said one commenter. “Genius,” said another, as someone else declared the idea as just “making sense.” “The entire construction of this is BRILLIANT. Not blocking anyone’s view and is functional,” said another new fan.

The couple say the response has been “incredible,” and the number of views are climbing by the second. “The viral moment has connected us with a global audience and validated our mission,” the entrepreneurs shared. “The reach has also translated to sales and introduced Swim Shady to new markets worldwide. It’s now been sold in over 20 countries. The excitement and interest from customers have been incredibly encouraging.”

Whenever something like this goes viral, users are quick to suggest new product iterations. “Any chance you’ll be looking to do a double Swim Shady for two people?” one commenter asked on TikTok. While the business is less than six months old, the founders say they will “consider everything” in the future, and exploring new products is definitely on the radar. But for the time being, their focus is on the growing international demand.

“We’d love for Swim Shady to become a must-have accessory for European travellers,” they shared. “With new laws across Europe requiring 50 per cent of beaches to remain open for public use, travellers are increasingly choosing portable shade to avoid the hefty fees charged by beach clubs.” With summer on the horizon Down Under, we think it’ll soon be a cult accessory on Aussie beaches too. Watch this space.

Online shopping brings convenience but lacks joy. Brands have many ways to make e-commerce more exciting, but they should avoid adding fluff, according to Info-Tech Research Group’s Julie Geller.

More than half of customers seek a feeling of joy when shopping online, but three-quarters say e-commerce lacks excitement, according to a survey of 6,000 consumers released earlier this month by Criteo. More than one-third of respondents say they lament the loss of unexpected finds. Consumers are more likely to make impulse purchases in store, with 36% making one in store versus 13% on a website. Digital shopping still has its perks. Three in five shoppers say they turn to online shopping for convenience, while nearly two-thirds prefer e-commerce for its efficiency compared to shopping in-store.

While brands can benefit from making online shopping experiences more compelling, they shouldn’t lose sight of the efficiency that makes the channel attractive. Delighting customers doesn’t mean adding fluff, according to Julie Geller, principal research director at Info-Tech Research Group. The process of instilling excitement into e-commerce requires understanding buyer intent, not just adding more options to click on. “If someone’s buying a BBQ, maybe they’re dreaming of an outdoor kitchen,” Geller said in an email. “Can you help them plan it? Offer ideas, not just upsells? That’s where joy lives: in relevance. But to do that, you have to know what space your brand has permission to speak into.”

The right content can make digital shopping more exciting, according to Criteo’s findings. Nearly half of respondents say they are most satisfied with their shopping experience when they’ve found something new and unexpected rather than just sticking to their list. However, companies should take care to avoid turning their websites into straight paths from the homepage to checkout, according to Geller. “Discovery is a dopamine loop, but most e-commerce experiences kill it with over-optimization and lack of true customization,” Geller said. “When every path is a funnel, there’s no room for surprise.”

“Recommended for you” options can flatten the discovery experience, according to Geller. Instead, options like interactive quizzes, community favorites, and curated bundles can offer relevance without reducing the joy of discovery.

This Scaling Digital Sports Startup Is Disrupting the Way Athletes and Fans Interact

Lockerverse is creating a new kind of fandom-fueled community hub that aims to help athletes monetize their personal brands on their own terms.

Why it matters: Fandom is an increasingly powerful driver of commercial behavior, with sports and entertainment standing to benefit most. To illustrate, fans of Taylor Swift gave a major boost to the 2024 Super Bowl broadcast. Women and men ages 18 to 24 and girls ages 12 to 17 combined for almost two million more viewers over last year's game.

Following the Supreme Court’s Name, Image and Likeness (NIL) ruling in 2021, college athletes are now allowed to benefit from their own personal brand, yielding a market of up to $1.17 billion. Lockerverse taps into these shifts with a mobile-app-based community platform where athletes at the high school, college, or professional level can monetize their own personal brand and connect with their fanbases on their own terms.

In the age of social media, our favorite celebrities and entertainers feel closer than ever. The ever-shortening gap between celebrities and their fans is shifting the fundamental nature of fandom, and in turn becoming a major driver of consumer behavior. Lockerverse, which launched in 2022, is a digital platform designed to work for both fans and the public figures they follow.

So far, Lockerverse has partnered with athletes including NFL star quarterback C.J. Stroud and Bronny James, upcoming NBA rookie and son of Lebron James; institutions including ESPN and Morehouse College; and artists like Chaka and Bianca Pastel.

Operating somewhere between Web3 (a decentralized online ecosystem based on blockchain technology, aiming to give users ownership and control over their data and interactions on the internet) and traditional social media, the platform allows athletes, musicians, and other creators to share original content with fans, sell merchandise, and organize digital and real-life experiences, all within a single platform.

Co-founder James Carlos McFall found success as a sports media and entertainment attorney, where he first interacted with major professional athletes. "That experience representing a lot of those folks was fantastic because I learned how to help them monetize their IP [intellectual property] and help them avoid some of the pitfalls that go along with just the day-to-day business deals that they're often presented with," he said. "What we started to see was that a lot of those folks did want to get closer to their fans, but there was really no place to facilitate that."

"I think what we're seeing is a new generation who understands the value of their brand and who want to have a direct connection to the people who are watching their content or purchasing products that are tied to them. It’s happening with amateur athletes … it’s happening with professional athletes, and it’s happening with TikTokers and bloggers," said McFall.

McFall’s realization coincided with the rise of the creator economy, which takes influencer marketing to the next level. The term refers to a burgeoning economic and social ecosystem where individuals leverage digital platforms to generate income by creating and sharing content, products, or services directly with their audience. It empowers creators—a loose designation that includes artists, writers, influencers, entrepreneurs, and more—to monetize their skills and passions through various channels including social media, blogs, podcasts, and online marketplaces.

McFall recognized a gap in the burgeoning creator economy for athletes. He and fellow law partner Trey McDonald mobilized to build a solution that could help athletes at all levels—not just the top-tier talent coming through his law firm. The pair tapped McFall’s former Stanford football teammate Marcus Rance, who had pursued a career in data and analytics for tech industry heavyweights like LinkedIn and Pinterest, to complete the leadership triumvirate and add Silicon Valley bona fides.

"We felt that if we built the platform and had the right athletes and brands, who really did care and were passionate about the relationship with their fans, that would facilitate the growth that we wanted in a way that was absolutely organic and sustainable," McFall said. "And it's really happened."

Lockerverse happens to have come along at a particularly opportune moment for the sports industry. Technology has revolutionized relationships between public figures and their followers, in turn shifting the nature of fandom itself. During this past NFL season, Taylor Swift’s fanbase alone demonstrated the commercial power of fandom: According to Sports Media Watch, interest in the pop star and her relationship with Kansas City Chiefs player Travis Kelce is estimated to have helped boost Super Bowl viewership among women and young people overall.

"The Travis Kelce and Taylor Swift phenomenon is just another example of the evolution of fandom," McFall said, "driven by technology and by creators and fans evolving in terms of what they want out of each other."

Lockerverse has positioned its platform as a key tool for athletes at all levels of fame to monetize their status and get a larger piece of the profits they might have once shared with third-party intermediaries. College athletes in particular, newly empowered following the U.S. Supreme Court’s Name, Image and Likeness (NIL) ruling, stand to profit from what is now estimated to be a $1.17 billion-dollar industry.

"I think what we're seeing is a new generation who understands the value of their brand and who want to have a direct connection to the people who are watching their content or purchasing products that are tied to them," McFall said. "It’s happening with amateur athletes … it's happening with professional athletes, and it's happening with TikTokers and bloggers."

Unlike other platforms with less direct connection between creator and fan, Lockerverse enables a level of intimacy and personalization that it says is not possible for creators to deliver on other social media platforms. Users can participate in real-time conversations via community channels and direct messaging. Depending on the way an individual creator uses their platform, members can also get access to an exclusive feed of video, photo, and livestream content, as well as physical merchandise.

Football quarterback C.J. Stroud is one of Lockerverse’s earliest partners, working with the platform to develop a digital collectible commemorating his performance at Ohio State. Now playing for the NFL’s Houston Texans, he has continued to work with Lockerverse to develop his digital fan community and release limited edition, exclusive physical merchandise.

"He's a person who knows the value of fandom," McFall said of Stroud. "The relationship between him and his fans is really important to him and he wants to nurture that."

Lockerverse has also teamed up with the University of Oregon to host Ducks Rising, a fan community channel with subscription revenue benefiting student athletes. The community’s highest-paying members have access to virtual and in-person events and can request personalized video content from their favorite teams or individual athletes.

The Lockerverse team is still working to refine the product as it evolves. According to McFall, the platform’s user base has grown 20% month-over-month since its beta launch in 2022. They are now focused on continuing to sustain organic growth among both fans and athlete partners.

"Our ultimate goal is to be the go-to platform for sports and culture," Rance said. "We're talking to creators every day, iterating the product and refining it and making it the best possible thing that it can be."

"We're pretty bullish about the opportunity to expand it rapidly as we continue to bring on more athletes [as] brand partners," McFall added.

The Lockerverse business model is about more than just capitalizing on the opportunity to connect fans with their favorite athletes and creators. For its three Black and Hispanic co-founders, it’s a way to offer representation to athletes, artists, and other creators who do not often see themselves reflected in the board rooms of Silicon Valley. For example, in 2022, only 1% of venture capital funding went to Black founders. "There haven’t been a lot of companies built by Black and Brown people, even though oftentimes those are the people who are athletes or creators, whose hard work goes into building these cultural trends that really captivate audiences around the world," McFall said. "There haven’t been a lot of tech companies that are built by people who look like us and with a unique insight into what it's actually like to be an athlete or an artist who's trying to break through."

Shoppers don’t just want retailers to echo their economic anxieties — they want help discovering new food and beverages, the Kearney Consumer Institute found.

Consumers still highly value low prices and promotions. But they are also looking for affordable luxuries and indulgences, and they don’t feel retailers are doing enough to provide these.

As consumers have grown increasingly price sensitive over the past few years, retailers have responded with messaging meant to show they understand their economic anxieties. Companies like Kroger, Giant Food, and Amazon Fresh have covered their stores with signs touting low prices, while others like c-store chain TXB have revamped their loyalty programs to help members earn more points and discounts. Even retailers that aren’t known for being particularly price competitive have featured in-store messaging to reassure consumers they are, in fact, a good value.

Retailers say these strategies resonate with customers. But according to recent research from the Kearney Consumer Institute, shoppers think retailers are laying it on a bit thick. “I think consumers are savvy enough that brands just simply don’t have to be that on the nose” in aggressively marketing low prices, said Katie Thomas, who leads the institute.

KCI’s latest “stress index” report found that, while shoppers are indeed carefully watching their spending and relying on promotions to save money, they’re also looking to selectively spend on fun new products and experiences. They don’t want retailers to just echo their anxieties — they want help discovering new, exciting food and beverages.

The institute’s latest report, which polled 24,000 consumers across 12 countries, noted that 68% of survey participants say they prioritize taste over price in the products they buy. The perceived quality of products factors into most purchasing decisions, with 19% saying they look for the highest-quality products and 48% saying they look for a balance of low price and quality. One-third of consumers say they look solely for the lowest-priced products when shopping.

The report noted that consumers have grown bored with shopping as retailers have focused more on low-price marketing. They are also skeptical of companies’ value claims as prices have risen in some areas of the store. Thomas said she regularly visits grocery stores as part of her research and has found the overall experience to be pretty “blah.”

“It feels like we’re just in this moment where we’ve really started to overlook the consumer,” she said.

Providing ‘small wins’ for shoppers What should grocers do? Consumers are looking for “affordable luxuries” and “small wins” throughout their days, indicating an opportunity to call out eye-catching snacks, beverages, and other treats, Thomas said. But winning over consumers may require grocers to revamp their processes.

While convenience stores do a good job with limited-time offers and driving consumer awareness of new products, grocers tend to lean heavily on weekly circulars and shelf resets that run like clockwork but struggle to generate excitement.

And while many grocers regularly add fun new private label products and trendy brands, they’ve made discovery difficult by stocking so many items in their stores. This leads to “analysis paralysis” that keeps many shoppers buying only the products they’re familiar with, she said. Promoting discovery, in other words, may require retailers to pare back their selections in addition to promoting innovative products.

Discount chains like Aldi and club retailers like Costco, for instance, make product discovery easier for shoppers because they offer a more limited selection that’s easier to peruse.

Food retailers that can promote discovery within their aisles and online will be rewarded with greater loyalty, KCI’s report noted. At the same time, shoppers are increasingly turning to social media platforms like TikTok for food inspiration, making it critical for retailers to stay up on the latest trends.

Some retailers have set strategies focused on promoting discovery. EG America, which runs several c-store chains including Cumberland Farms and Tom Thumb, recently revamped its loyalty program to provide personalized offers to members as well as a first look at new products. Sprouts Farmers Market, meanwhile, runs “innovation centers” in its stores that feature new products from niche suppliers. Baskets that contain these items are more than double the size of the grocer’s average basket, Sprouts CEO Jack Sinclair said during the specialty grocer’s most recent earnings call.

“Innovation is a cornerstone of our strategy, and our consistent launch of new products keeps our selection fresh and exciting,” he said.

Kudos diapers feature a 100% cotton liner that appeals to parents seeking natural product solutions. Why it matters: The U.S. baby diapers market totaled an estimated $7.97 billion in 2024 and is projected to grow at a 2.42% compound annual growth rate through 2029, according to Statista research. Finding eco-friendly diapers has become increasingly important for millennial parents in recent years, prompting several product innovations from both startups and national brands.

Kudos, the 2021-launched DTC subscription brand, features a 100% cotton lining—a key differentiating factor that appeals to parents seeking natural product solutions and also helped it land on Target’s shelves. Choosing the right diapers can be one of the most difficult decisions for parents of newborns and infants. Parents not only consider the baby’s comfort and health, but also the performance of the diaper and its environmental impact.

In fact, finding eco-friendly diapers has become increasingly important for parents in recent years, prompting several product innovations from both startups and national brands. Among those brands is Kudos, founded by Amrita Saigal, a former Procter & Gamble Engineer and graduate of the Massachusetts Institute of Technology. She created Kudos diapers as a product that seeks to both minimize the environmental impact of diapers and provide a more natural alternative for parents, touting its 100% cotton liner as its signature, differentiating feature in the category.

The brand, which has also expanded into a line of wipes, received a big boost from a 2023 appearance on Shark Tank, where it earned investments from both Guest Shark Gwyneth Paltrow and Shark Mark Cuban. Since then, it has raised another $3 million from a group of venture capital funds. It also gained another big boost from retailer Target, which rolled the brand out last year to 375 stores nationwide and made it available on its website.

Kudos gains insights from DTC launch. Launching as a direct-to-consumer (DTC) brand helped Kudos gather a lot of feedback from users of the product, said Moira Finicane, Head of Marketing at Kudos and one of its first employees. The company established a panel of consumer advisors early on, and Kudos consulted them on a range of topics related to their diaper purchases, from packaging to preferred brands and retail shopping habits.

“Consumers were most concerned about the parts of the diaper that came in contact with the baby’s skin,” she said. Kudos’ main target audience, millennial mothers, have increasingly sought out products that are deemed better for their health and better for the environment. The brand is “hyper-focused” on that mission when it comes to what's touching baby skin, Finicane said. “That’s what led to the 100% cotton lining.”

Another key finding has been that these core consumers tend to conduct extensive research before making a purchase. That led the company to take what she described as an “educational approach” to marketing the brand, with a focus on content that explains the benefits and an effort to present that content across the right platforms. That included extensive collaboration with the eco-friendly mom community on Instagram.

Differentiating in the $7.97 billion U.S. baby diaper market. The total U.S. baby diapers market is expected to total $7.97 billion in 2024, and is projected to grow at a 2.42% compound annual growth rate through 2029, according to Statista research. Kimberly-Clark, the parent of the Huggies Diaper brand, and Procter & Gamble, which owns Pampers, together account for about 75% of diaper sales in the United States. Private labels account for another 16% to 18%, and other brands, including Kudos, Dyper, and Hello Bello, account for just 3% to 4% but are growing their share of a sluggish diaper market overall amid relatively low birth rates.

But there’s a category bright spot. “The United States is experiencing a growing trend in eco-friendly baby diaper options, driven by increasing consumer demand for sustainable products,” the Statista report concluded. In addition, the pandemic heightened parents’ concerns around their babies’ health and increased their demand for transparency.

After a few years of growing the business and refining its brand through direct-to-consumer sales, Kudos caught the attention of a Target buyer at a trade show. Although that buyer was not responsible for the diaper category, they relayed the message to the right people at Target, and both companies realized that Kudos could potentially meet an unmet need for Target shoppers.

“Diapers are a really saturated market,” she said. “But [Target] recognized the [eco-friendly] white space because they are so consumer-obsessed in the same way we are.” Target also seeks to celebrate parents and parenting, Finicane said, which also aligns with the Kudos brand ethos. In fact, the company’s name—a synonym for “applause” or “commendation”—is meant to praise parents for their efforts.

Kudos has made a few adjustments in its transition from DTC to retail on Target’s shelves, including changes in its packaging. Kudos realized that the packaging would need to tell as much of the story as possible during a quick perusal by passing shoppers. “We knew that we had an important opportunity to catch the guests’ attention on shelf, so we were super deliberate about the packaging that we put out there, both on the messaging front and the design front,” Finicane said.

The boxes proclaim in large red letters that the product inside is “100% cotton-lined diapers. Not plastic.” With some advice from Target, Kudos also opted to lean into a single color in its packaging design. The Target and DTC offerings complement each other, Finicane explained, by allowing subscribers to use Target for fill-in purchases, for example.

Kudos also has a three-pack of high-quality, sustainable wipes, and is looking at further expanding its product line to include training pants, Finicane said. In the meantime, Kudos is also focused on ensuring that it can meet the unexpectedly strong demand that the Target rollout has generated. “We are thrilled with the success and the guest reception to Kudos that we’ve seen at Target,” Finicane said.

Two weeks before her side hustle's launch party, Olivia Cleary did the math: At five minutes per inch of fabric, she was running out of time to sew 20 polyester scarves. She started working on the scarves from 7 p.m. until midnight, and 5 a.m. to 8 a.m. — when she had to leave for her full-time architectural design job. She finished the edges of her "crappy little scarves" on a $100 sewing machine that sat atop a folding TV table in the New York apartment she shared with two roommates, she says. That was in June 2022. Today, her business — called The Clearly Collective — sells silk scarves featuring iconic architectural landmarks. It hit six figures in annual revenue for the first time in October 2023, and its sales have been relatively steady since then, according to documents reviewed by CNBC Make It.

Cleary left her full-time job in April to spend more time running the business, recently completing a startup incubator program at the University of Virginia, her alma mater, she says. The Clearly Collective has also created scarves for corporate events hosted by St. Regis Hotels, McLaren Automotive and Bacardi, and will soon add an NFL team to that list, says Cleary. Her scarves featured in donor gift bags put together by the U.S. Olympic Committee for the Paris 2024 Olympic Games. She credits her ability to whimsically highlight local communities' most iconic landmarks, from the Eiffel Tower to an archway on a college campus. "[My style] is an intersection of architecture, design and marketing," Cleary says, adding: "The designs are a translation of how I understand what a community means to people."

Cleary studied architecture at the University of Virginia, graduating in 2020. She moved in with her parents in Boston and, wanting to host friends outside during the Covid-19 pandemic, built two five-foot-long tables out of wooden pallets from a nearby garden store. When her mom's friends started asking to rent the tables, she made it a side hustle, adding placemats and glassware to her company's rental options. Cleary called her business Backyard Banquet, and took it with her when she landed an architecture job in New York that fall. Backyard Banquet wasn't easy or lucrative, she says: She had to "schlep" the tables up to her sixth-floor walkup, and didn't have enough time or funds to hire help. But the experience of running a business gave her confidence that she might be able to monetize her creative pursuits one day.

After shuttering Backyard Banquet in 2021, Cleary created a new side hustle to supplement her $45,000-a-year job. She tried painting custom designs onto white jeans, profiting about $20 per pair sold to her friends, but the project proved too time-consuming. Instead, she looked into printing her designs onto other materials. She settled on polyester scarves as a chic, unique and cost-effective alternative, and sewed the edges herself to add a little polish, she says. Cleary built a website, and launched The Clearly Collective in June 2022. The business gained traction that fall after she designed an orange scarf featuring UVA's rotunda for a friend and posted it on TikTok, she says. The post went viral, with at least 40,000 views. Over the ensuing month, her TikTok audience grew, with another video surpassing 200,000 views. Virality brought orders and pre-orders alike. "Strangers from all over the U.S." requested scarves featuring architecture from colleges like Georgetown University, Duke University and The University of North Carolina at Chapel Hill, Cleary recalls.

The pre-orders gave Cleary funds to upgrade her scarves' quality. She tested five new manufacturers before settling on one that offered silk fabric with professionally hand-rolled edges, she says. Cleary then raised her prices to reflect the luxurious new material, helping her company become profitable in late 2022. The scarves now start at $135 on her company's website, up from an initial price of $45. In February 2023, a McLaren dealership in San Francisco emailed Cleary, saying they found her on Instagram and wanted her to make scarves for guest gift bags at a car show. It wasn't her first corporate partnership, but felt like an inflection point for the business, she says. Cleary's designs showcased on a McLaren car and three scarves tied together as a dress.

Brand deals now make up about 65% of her company's revenue, Cleary estimates. She declined to share specific revenue figures for her company. The Clearly Collective's staff is small: Cleary, a contractor and an intern. Cleary says she wants to hire some part-time help, particularly to help with designing, and see how big she can grow the business as her full-time job. "When I started, I had no idea this was something I could do," Cleary says. "I'm this random girl from Boston. I have no ties to fashion, no ties to luxury. [I didn't realize someone like me] could suddenly establish themselves and say, 'I'm a luxury brand designer.'"

DSW today launched a new brand positioning, "Let Us Surprise You," which celebrates the in-store experience, as the retail chain conducts 70% of its business in person. This represents a "conscious shift" forged after months of consumer segmentation, shop-alongs, and research.

“We know that we have a fantastic transactional relationship with our consumers today, but we really wanted to move into the emotional space,” said Kelly Ballou, vice president of brand and creative at DSW. “We saw a nice opportunity to bridge that gap between our stores and developing a richer experience for consumers.”

The positioning also allows the brand, which has struggled in a tough economic climate, to reintroduce itself as a source of joy for stressed consumers. The brand platform and associated campaign is the first work produced in partnership with Crispin, the creative agency of record for DSW since last fall.

“We knew that we were looking for someone who was going to help us really elevate our marketing and sharpen those points of differentiation, because the category is extremely crowded today,” Ballou explained.

At the center of the platform is a 60-second ad that brings the excitement of finding and trying on new shoes to life through a dance routine performed by Sydney Moss. The ad was developed based on conversations with consumers who stated that trying on shoes allows them to find joy in exploring different sides of themselves.

“DSW was more than just a warehouse, it's a whole playground. We are seeing this come to life in the new brand platform strategy. It’s all about showcasing the joy, surprise, and fun of shopping in a DSW store,” said Maggie Malek, CEO of Crispin.

The spot was produced in partnership with London Alley and directed by Courtney Phillips, and will air across connected TV, over-the-top platforms, YouTube, and social media in various lengths. DSW is also collaborating with Hypebeast to target a fashion-forward audience, aiming to grow a cultural connection with consumers.

“The ‘Let Us Surprise You’ platform provides us with an opportunity to say, ‘You may think you know DSW,’ but if you could just leave your assumptions at the door… we might have something that surprises consumers,” Ballou explained.

New brand platform elements will also appear in retail locations, featuring a “vibey” playlist and a new cheerleading approach for store associates. In the newly remodeled store in Framingham, Massachusetts, DSW will have a “try-on zone” utilizing augmented reality (AR) mirrors to show consumers how to style shoes with various outfits.

“Let Us Surprise You” aims to encourage exploration through footwear. We've seen positive comparative sales in nine quarters towards the end of 2024, yet Designer Brands, DSW's parent company, struggled in 2025 due to a strained macroeconomic environment.

The marketing overhaul is designed to retain previous consumers while attracting new ones by exploring its loyalty base of 16 million and conducting research based on consumer behavior.

“The common truth we found was that shoes allow consumers to express themselves and engage with different facets of their personality, which is as true for a 24-year-old as for a 64-year-old,” Ballou explained. “Everyone could use a bit more joy in their life today, so we're trying to bring that together through this platform.”

Rinse, a San Francisco-based on-demand laundry and dry cleaning pickup and delivery app, is helping to streamline and improve how customers get their laundry done. Customers face multiple pain points when doing laundry, like inflexible laundromat hours and lack of transparency around delivery times. At the same time, local brick-and-mortar cleaners have struggled amid rising property rents. Laundry and dry cleaning pickup and delivery app Rinse offers consumers on-demand service by partnering with small business cleaners across the country, seeking to bring newfound convenience to the chore, while offering local laundromats a new revenue stream.

Few people like the regular chore of laundry. But if you live in a big metropolis, keeping clothes clean can be a major inconvenience that’s full of obstacles and frustrations. Often, it’s tricky to find a time to drop off dirty clothes when laundromats are open only during traditional business hours. It’s unclear when laundry will be ready, and it’s difficult to find a good time to pick it up. Dirty clothes can easily accumulate. College friends and business school graduates Ajay Prakash and James Joun understood these barriers well. Joun, in particular, had an inside view into the laundry industry, having grown up at his family’s dry cleaning facility in San Francisco. Prakash, for his part, lived for a period in Manhattan, where getting laundry done can be a hassle.

In 2013, Prakash left a role at a travel-related startup and was ready for a new challenge. He wanted to start a business that would bring new technologies to a traditional, established industry and remove friction for customers. Now, Prakash and Joun are the co-founders of Rinse, a San Francisco-based on-demand laundry and dry cleaning pickup and delivery app. Rinse is helping to streamline and improve how customers get their laundry done by partnering with local brick-and-mortar cleaners across the country, rather than driving them out of business, its founders said.

Over the past two years, Rinse has expanded its footprint by more than 50% into markets including Seattle, Austin, and Dallas. Now, the company’s focus as it expands into several more metro areas in the U.S. this year is simple: clean clothes and deliver excellent technology-enabled customer service. Rinse aims to offer a seamless process for customers, and also provides an opportunity for increased income for its cleaning partners.

In early 2013, Prakash and Joun started to have regular brainstorming sessions during which they exchanged business ideas and gave each other feedback. During one chat, Joun shared how his parents’ store had become less busy over the last several years. He was mulling over how to help his family. The idea for a business involving laundry started to take shape. They conducted interviews to learn about peoples’ frustrations with getting laundry done. A common theme was not having a trusted brand—many customers just used the closest service. People also lamented a lack of transparency and accountability.

In 2013, the two launched Rinse. Customers sign up with Rinse, then use the app to choose a pickup time for their dirty laundry. Rinse valets, who work as W-2 employees (so employee taxes are covered), pick up the laundry during an 8 p.m. to 10 p.m. time slot, then take it to a trusted Rinse cleaning partner. Rinse delivers the clean laundry to customers’ doorstep the next day.

For cleaners, Rinse fills unrealized capacity. Often, cleaners have a spike in demand at the start of the week, and then business peters out. Rinse sends local cleaners a predictable steady stream of business seven days a week, helping them to raise revenue. Cleaners don’t interact with customers, freeing them up to do what they do best: clean clothes. Rinse developed a five-step process for working with its cleaner partners that includes ensuring cleaners hire the best possible employees.

Now, new Rinse customers are growing more than 70% year-over-year. The coming year brings expansion plans. Prakash and Joun have their sights set on opening in five to ten other major metropolitan areas, possibly including Miami, Atlanta, Denver, and Philadelphia. Expanding internationally is on Rinse’s radar for the long term. At the same time, Rinse is focused on giving back and supporting the communities it operates in. It accepts clothing donations, and around the holidays collects gently used coats, cleaning them before they’re passed on to a new owner. Rinse is committed to reusing hangers and plastic bags and not using harmful chemicals to clean.

Anime, the once-underground Japanese art form, has burst into the mainstream—and nowhere is this more potent than in Southeast Asia. A newly released Dentsu Consumer Navigator report reveals a powerful insight: anime fandom is no longer “emerging”—it’s here, massive, and already reshaping how brands grow across Asia. According to Anime: A Growing Opportunity for Brands, nearly 1 in 3 global consumers now watch anime weekly. In Southeast Asia, especially Thailand and Indonesia, the numbers are even more striking. The region is fast becoming one of the most passionate and participatory anime fandom clusters outside Japan. But this is more than a passive viewership trend. This is identity.

SEA Youth Aren’t Just Watching—They’re Creating Culture. Anime’s appeal among SEA’s Gen Z and millennials goes far beyond the screen. Young fans aren’t merely bingeing episodes; they’re building vibrant communities around their favourite characters and storylines. Whether it’s fan fiction, cosplay meet-ups, TikTok duets, or custom art on Shopee stores, the ecosystem is alive with creativity. In Indonesia, for example, nearly 1 in 5 Gen Z fans are posting about anime on social platforms or joining anime-themed Discord communities. These are not fringe behaviours—they’re daily rituals. This makes anime not just content, but a living, breathing layer of youth culture.

Emotional Depth Meets Digital Escape. In markets like Thailand, anime serves a dual purpose: emotional resonance and digital escapism. With genres that span romance, fantasy, slice-of-life, horror and sci-fi, anime speaks to complex human emotions often untouched by traditional Western media. It’s no wonder that anime isn’t just watched, it’s felt. For a generation grappling with economic uncertainty, social anxiety, and digital overload, anime offers solace, inspiration and connection—all in one.

Fandom as Commerce: Where Feelings Become Transactions. Here’s where the commercial opportunity comes in. Dentsu’s report reveals that almost 1 in 3 Thai anime viewers have spent over US$200 on anime merchandise in the past year. Multiply that across Indonesia, Malaysia, and the Philippines, and the numbers paint a compelling story. Whether it’s keychains, apparel, skincare collabs, or food delivery tie-ins—anime-inspired purchases are exploding. The boundaries between anime, fashion, gaming, wellness, and digital identity are blurring. Just look at Uniqlo’s anime collections, or TikTok creators building entire personal brands around anime aesthetics. This is fandom meeting commerce in real time.

Why Brands Must Lean In. Brands looking to remain relevant in SEA’s consumer landscape need to start understanding anime—not just as a trend, but as a cultural framework. There is power in partnering with anime-inspired creators, developing limited-edition collabs, or even embedding anime-style storytelling in brand films. The Dentsu study makes it clear: audiences in Southeast Asia respond not to surface-level tie-ins, but to brands that understand the emotional truth of fandom. Anime allows brands to connect at a deeply personal level—whether it’s nostalgia, self-expression, belonging, or imagination. Ignore this, and risk irrelevance.

A New Kind of Influence. This shift also calls for a new kind of influencer. In the anime economy, the most trusted voices aren’t celebrities—they’re fan-artists, VTubers, micro-streamers, and Discord mods. These are the digital natives who hold sway over communities that are tight-knit, hyper-engaged, and often invisible to traditional media metrics. To break into this space, brands must move with authenticity, humility, and an understanding of the rules of the fandom game.

What This Means for Malaysian Brands. Malaysia’s anime fan base mirrors many of the trends seen in our neighbours. With a massive bilingual Gen Z population deeply immersed in anime through YouTube, Crunchyroll, TikTok, and Telegram groups, the opportunity for local brands is significant. Imagine anime-infused packaging for bubble tea chains, anime collabs for Raya fashion drops, or bank campaigns that gamify savings with popular anime IPs. Even educational brands or telcos can tap into this goldmine—with the right tone. Anime is no longer “just cartoons”. It is global storytelling, emotional resonance, and digital-native loyalty—all rolled into one. For Southeast Asia, it’s becoming the new currency of culture. As the Dentsu Consumer Navigator report rightly concludes: “The opportunity is no longer emerging. It’s here.” For marketers and brand builders in Malaysia and beyond, the message is clear. Embrace the fandom. Respect the community. And most importantly, understand the emotional code of anime before trying to unlock its commercial value. Because in 2025, the brands that truly get anime… will get the growth.

In a world where ageing is often framed as decline, Malaysians are quietly rewriting the narrative. According to the Ipsos Malaysian Attitudes Towards Ageing 2025 survey, 58% of Malaysians say they look forward to growing old – a sentiment well above the global average of 38%, and on par with the region’s most optimistic nations. The findings paint a picture that marketers and brand strategists can’t afford to ignore that ageing here is not feared, but increasingly embraced.

Malaysia’s upbeat view of ageing is rooted in more than statistics. Ipsos points to the nation’s strong cultural respect for elders, the value placed on family bonds, and a community fabric that supports intergenerational connection. In a society where older people are not sidelined but celebrated, the prospect of later life feels less like a lonely descent and more like an evolving role in the family and community story.

This optimism is not isolated. Neighbouring Indonesia tops the list with 89% looking forward to old age, while the Philippines comes in at 74%. Thailand matches Malaysia at 58%, while Singapore lags slightly at 46%. By contrast, only 30% of Japanese and a mere 10% of French respondents say they anticipate later life with enthusiasm.

Perceptions of when old age begins are shifting. In Malaysia, that milestone has moved from 56 in 2018 to 60 in 2025 – a four-year jump unique in Southeast Asia. This suggests a growing belief that vitality, productivity, and relevance extend far beyond midlife. Globally, people place the threshold even later – at 66 on average – with France seeing it as late as 72. Still, for Malaysia, the psychological shift towards a later definition of ageing is a powerful cultural signal: people expect to be active, engaged, and impactful for longer.

Malaysians expect to live to around 74 years, just shy of the actual life expectancy of 75.2. This close alignment between perception and reality suggests a grounded optimism – one that is realistic rather than rose-tinted. By comparison, in Japan, people expect to live three and a half years less than the actual average, while in many developing nations, expectations are often below reality. Interestingly, Ipsos notes a counterintuitive pattern: countries with higher life expectancy tend to be less optimistic about ageing, while nations with lower life expectancy – such as Indonesia and the Philippines – often express greater positivity.

By 2043, Malaysia will be an “aged nation,” with 14% of its population aged 65 and above. The average Malaysian will spend about 15 years in old age – years that could be marked by health, dignity, and fulfilment if investments in healthcare and social protection keep pace. For brands, this demographic shift presents both a challenge and an untapped market. Ageing consumers in Malaysia are healthier, better educated, and more connected than in past generations. They are not passive recipients of care – they are active participants in the economy, in culture, and in digital spaces.

From financial planning and wellness programmes to travel, leisure, and technology, there is a wealth of opportunity to reframe “senior” not as a label of limitation, but as a badge of freedom, wisdom, and influence. Brands that reflect this empowered vision of later life – rather than reinforcing outdated stereotypes – will win loyalty across generations. Malaysia’s relationship with ageing is a brand story in itself. It’s about resilience, community, and the belief that life after 60 can be a time of purpose and possibility. For marketers, the lesson is clear: stop marketing to age brackets, and start marketing to life stages, aspirations, and attitudes. Because if six in ten Malaysians are already looking forward to old age, the real question is – are brands ready to meet them there?

Payabli has achieved significant recognition, ranking No. 141 on the 2025 Inc. 5000 list after experiencing over 5x year-over-year revenue growth. This marks the company’s second appearance on the list, showcasing its progress as it climbed from No. 223. Additionally, Payabli secured impressive rankings, coming in at No. 8 in Miami, No. 11 in Financial Services, and No. 22 in Florida, reflecting its robust performance in various sectors. The Inc. 5000 list highlights the top independent companies that exemplify entrepreneurial spirit and dynamic growth in the economy.

Co-Founders Will Corbera and Joseph Elias Phillips expressed pride in the company’s achievements, emphasizing the role of their dedicated team and partners in fostering growth. With a vision to power the entrepreneurial economy, Payabli made significant advancements last year, including introducing its AI support agent Amigo and enhancing its product offerings. The company's innovative approach and commitment to helping software businesses integrate payments effectively position it as a leader in the fintech sector, focusing on extensive growth and sustainable development strategies.

Revive Design and Renovation has been recognized as No. 81 on the 2025 Inc. 5000 list, an annual ranking of the fastest-growing private companies in the United States. This prestigious list showcases successful independent businesses that are driving growth and creating significant impacts within their industries. Past honorees include well-known companies like Microsoft, Meta, and Oracle. Justin Caballero, President of Revive, expressed pride in this recognition, attributing the company's success to its team's exceptional craftsmanship and dedication to clients. This achievement reflects not only growth but also the trust of the homeowners served by the company.

The 2025 Inc. 5000 highlights companies that have achieved remarkable growth despite economic challenges such as inflation and high operational costs. Among the top 500 businesses, a median three-year revenue growth rate of 1,552 percent was noted, with these companies collectively adding over 48,000 jobs to the U.S. economy. Inc. will honor these companies at the annual Conference & Gala in Phoenix on October 22-24, and the top 500 will be featured in the Fall issue of Inc. magazine. Revive Design and Renovation aims to raise the standard for home renovation experiences with its dedication to luxury residential renovations.

Tupperware faces a turbulent chapter with its recent Chapter 11 filing, as shifting consumer habits and fierce competition challenge the once-revolutionary brand. However, with its deep-seated brand equity and a potential pivot towards digital innovation and sustainability, experts believe there may be a recipe for revival. Tupperware filed for Chapter 11 bankruptcy on Tuesday, and after struggling to maintain relevance due to changing consumer habits and rising competition, the company warned of significant liquidity concerns. Tupperware now carries $812 million in debt and has experienced several consecutive quarters of declining sales, leading to questions about its market dominance and future prospects.

Founded in 1946, Tupperware became a cultural symbol of postwar American life, popularized through direct-to-consumer sales parties. However, as ecommerce grew, Tupperware’s sales model lost relevance, with only 9% of consumers currently engaging in in-home parties compared to over 25% in the early 2000s. In an effort to modernize, Tupperware opened an Amazon storefront in June 2022, but its website still provides a lackluster user experience. Moreover, competition from brands like Rubbermaid and Ziploc, along with the growing demand for eco-friendly products, further complicated Tupperware’s position. Despite significant challenges, some experts believe Tupperware can turn things around by embracing digital-first strategies and eco-friendly innovations.

The American West has inspired many idioms over the years, including 'you can bet the ranch' and 'grab the bull by the horns.' This latter phrase holds a special significance for Tecovas, a decade-old boot and western-style retailer. Instead of relying on a single revenue team, Tecovas empowers all its departments to contribute to revenue generation, from marketing to corporate finance. Krista Dalton, Tecovas' CMO, emphasizes that the marketing team must view itself as part of the larger company structure, aligning closely with finance to ensure cohesion in pursuing revenue goals.

Tecovas has cleverly utilized platforms like TikTok to enhance brand recognition. Collaborating with influencers nationwide, the brand has effectively garnered millions of views on promotional content. Additionally, its partnership with the TV show Yellowstone has driven significant traffic to its website, with a spike following targeted advertising during the show's fifth season. This strategic branding has led Tecovas to shift from a direct-to-consumer (DTC) model to expanding brick-and-mortar locations in both traditional hubs and nontraditional markets, signaling aggressive growth ambitions amidst a booming western wear trend.

Despite the current popularity of western fashion, Dalton clarifies that Tecovas' retail strategy is not solely driven by trends. Instead, the company relies on extensive data analysis to inform its growth decisions, ensuring that it meets the demands of its core audience without alienating them. By opening stores, Tecovas aims to create a symbiotic relationship between physical and online shopping, which they believe ultimately benefits the customer experience and enhances overall sales performance.

Supermarkets are elevating their food offerings to replicate outside dining experiences, including via full-service, in-store restaurants. Executives report that grocery chains are making meal prep more convenient for consumers, helping them recreate restaurant-style dishes close to home. Grocery stores seek to capture an increasing share of consumers' spending by positioning themselves as convenient, high-quality, and affordable alternatives to restaurant dining. This trend is further driven by economic factors that influence consumer spending on dining out versus meal preparation at home.

In 2023, demand for supermarket deli prepared foods rose significantly as consumers continued looking for indulgent experiences. With the rise of hybrid and remote work, nearly 20% of shoppers reported consuming deli-prepared foods more often due to changes in their work situations. Grocery retailers have launched various initiatives such as SpartanNash's private-label line, Finest Reserve, offering high-quality meal solutions. Other grocery chains are also embracing concepts to provide restaurant-quality meals within their stores, focusing on customer convenience and meeting evolving consumer preferences.

Born into a fully digital world, Generation Z is emerging as a key demographic in the automotive market. Their car-buying journey starts online with configurators, virtual test drives, and influencer content, yet in-person dealership visits remain a crucial step in the purchasing process. This shift is driving investment in omni-channel strategies, highlighting the importance of blending online and offline experiences. As the first digital-native generation, Gen Z is rapidly becoming one of the most influential groups in the auto-buying landscape. Born between 1997 and 2012, this cohort has grown up with technology, influencing their preferences and expectations regarding major purchases, including cars. Gen Z values both authenticity and personal connections in their purchasing experiences, leading to a demand for an omni-channel experience that combines online research and in-person interactions.

Gen Z car buyers often begin their research online using various platforms to gather information before finalizing their purchases. Despite being the generation most immersed in online culture, they prefer to complete the buying process in-person at dealerships after thorough online research. Their desire for a click-and-mortar experience emphasizes the importance of maintaining physical touchpoints along their digital journey. According to a recent survey, 54% of Gen Z respondents indicated that owning a car is important to them, and they are willing to invest significantly more in their first cars compared to previous generations, prioritizing technology and connectivity over mere aesthetics. This younger generation's preference for omni-channel experiences has led auto dealers and manufacturers to invest heavily in digital transformation to create smoother transitions between the online and offline domains.

Fancypants Baking Co., based in Walpole, Massachusetts, has been honored as one of the Enduring Businesses in the 2024 CO—100 Awards. This women-owned bakery has celebrated two decades of success while consistently growing and adapting to changing market demands, all while remaining committed to sustainability, innovation, and excellence. Founded in 2004 by Maura Duggan, the bakery began as a home-based operation focusing on decorative cookies and has since expanded to a 25,000-square-foot facility serving customers nationwide. Their steady growth can be attributed to careful financial management and strategic decision-making, prioritizing profitability and positive cash flow.

The company emphasizes quality by using premium ingredients such as real butter, eggs, and flour with no additives or preservatives. Fancypants is also notable for its sustainability efforts, including using upcycled oat flour and maintaining a zero-waste policy. Its collaboration with King Arthur Baking Co. to create a co-branded product further reinforces its commitment to quality. The bakery's adaptability has been evident during challenges like economic downturns and the COVID-19 pandemic, where they shifted operations to meet rising online demand. Moving into 2024, Fancypants is launching a new line of indulgent cookies, aiming for sustainable growth across more than 2,500 locations.

Dwindling confidence in macroeconomic growth means consumers are more price-sensitive than ever, benefiting value-oriented brands, according to Revenue Management Solutions. Overall consumer confidence in the economy has become the primary predictor of restaurant traffic, surpassing traditional indicators such as unemployment and gas prices. RMS CEO John Oakes noted that a 10% drop in consumer confidence could result in a 2% decline in consumer traffic within two months. As consumer confidence in the U.S. decreases amidst a volatile macroeconomic policy, brands are reacting.

RMS found that many macroeconomic indicators were stable in 2025, yet restaurant traffic is declining. Consumer confidence is a strong determinant of behavior, as inflation, wages, and fuel costs still play a role. In previous traffic declines, factors included rising gas prices and high unemployment. In the COVID-19 pandemic, traffic fell 15% year-over-year due to health restrictions and inflation. Although menu price inflation has decreased, consumer perception matters more. About 75% of survey respondents believe restaurant prices are currently higher. Many consumers report spending less discretionary income, signaling a shift in dining habits. Successful brands like McDonald’s and Taco Bell are leveraging this price sensitivity through value offerings.

The use of GLP-1 weight-loss drugs such as Ozempic, Wegovy, Mounjaro, and Zepbound has surged dramatically in recent years, with approximately 15.5 million adults in the U.S. having tried them, according to recent estimates. Companies like Noom and Nestlé are adapting to this trend by offering products that cater specifically to users of these medications, like smaller portion meals and fitness programs. Analysts project that the number of individuals using GLP-1 medications could rise significantly by 2030, potentially growing the market from $10 billion to $100 billion as brands pivot to meet changing consumer demands shaped by these drugs' effectiveness and popularity. This shift presents both opportunities and challenges for companies, especially those focused primarily on processed foods, which may struggle to compete in this changing landscape.

In response to the increased usage of weight-loss drugs, companies are launching new products and services tailored for GLP-1 users. Notably, Noom has introduced tools designed to help users maintain healthy habits while taking the medication, including the GLP-1 Companion, which focuses on muscle retention and nutrition. Firms like Nestlé are also creating high-protein food options that align with the dietary needs of weight-loss medication users. This evolving market indicates a significant change in consumer behavior, prompting brands to innovate or risk obsolescence as public health trends evolve alongside these medications.

In Seoul's vibrant Seongsu neighborhood, foreign tourists crowd outside CJ Olive Young's flagship beauty concept store, eager for personalized skincare diagnostics and recommendations. A recent morning saw visitors lining up before the store opened, drawn not by product launches or celebrity appearances, but by the chance to experience K-beauty firsthand. Beauty enthusiasts, including a young woman from Hong Kong and an Indian tourist, seek immersive consultations tailored to their unique skin tones and preferences, highlighting the shift from mere shopping to comprehensive beauty experiences.

This transformation is significant, with 93% of CJ Olive Young's beauty service users being tourists. The rise in demand for personalized experiences is fueled by social media platforms like TikTok and Xiaohongshu, where influencers showcase these services. As a result, foreign visitors have made these interactive beauty experiences essential stops on their itineraries, looking for the elusive 'glass skin' aesthetic popularized by K-drama stars and K-pop idols. The beauty industry in Korea is evolving towards immersive, high-touch services that resonate deeply with international tourists, blending storytelling, data, and customization into dynamic consumer experiences.

AutoPacific conducted a study on what features new car buyers desire the most. The survey included more than 14,000 drivers, revealing a high demand for various tech advancements in vehicles. Wireless charging pads for portable devices topped the list, with 44% of respondents favoring this feature, followed closely by driver profiles, heated seats, and rain-sensing wipers among others.

Another noteworthy aspect of the study is the strong interest in features traditionally associated with electric vehicles. As automakers aim to create monthly subscription models for advanced tech features such as streaming services and automation, buyers are increasingly looking for tools that enhance comfort and functionality, irrespective of the vehicle's powertrain. The tech revolution in the auto industry is reshaping expectations—now, options like household outlets and driver profile settings are becoming more mainstream in gasoline vehicles as well.

An emergence of entrepreneurs is redefining adult drinks, introducing high-quality mimics, canned cocktails, and flavor-forward botanical alternatives. Marcos Salazar, CEO of the Adult Non-Alcoholic Beverage Association (ANBA), noted that the category has transformed significantly since the 1990s, with innovative products that emphasize quality and craftsmanship. Founded in 2021, ANBA has rapidly grown to include 150 members, reflecting a surge of interest in nonalcoholic beverages. Salazar highlighted how the market has evolved, with a notable rise in innovation over the last few years, even as nonalcoholic drinks still represent a small fraction of the overall $260 billion U.S. alcoholic beverage market.

The growth of nonalcoholic beverages is expected to continue, with IWSR projecting sales to reach $4 billion by 2027. NielsenIQ reports that retail sales of nonalcoholic beers, wines, and spirits experienced a 31% increase last year alone. As the category expands, major brands are investing more resources, but Salazar emphasized that much of the innovation is driven by smaller companies. Nonalcoholic spirits have seen remarkable growth, while beer remains the dominant segment, accounting for 85% of sales. The pandemic has also shifted consumer preferences, making nonalcoholic options more accessible and desirable in food service and hospitality settings.

Historically, search engines and social platforms acted as gateways, linking to other sites for consumers to continue reading, researching, or shopping. Now, those platforms are answering queries directly within their own ecosystems, resulting in a "zero-click search." Some 80% of consumers now rely on zero-click results in at least 40% of their searches, reducing organic web traffic by 15% to 25%, according to December 2024 data from Bain & Co. For ecommerce retailers, zero-click means fewer opportunities to capture traffic, collect data, and interact with customers on their own sites. But not all hope is lost. By rethinking how and where they engage with shoppers online, retailers can thrive in a zero-click world through several strategies.

Retailers should optimize content for direct answers to shopper questions rather than just keywords. This applies to content across a retailer’s website, including product descriptions and FAQ pages. Additionally, many platforms, such as TikTok and Instagram, emphasize high-quality imagery. Retailers can enhance their chances of being featured by optimizing product photos and leveraging short-form videos. Strengthening direct customer relationships becomes crucial as less traffic flows directly to retailer sites. This can be achieved through interactive content and personalized offers. Lastly, shifting metrics away from clicks alone to include visibility metrics tied to AI responses can provide deeper insights into consumer behavior.

Tariffs, global pressures, and shifting consumer values are changing how Canadians spend, and marketers need to take note. New research from Interac shows that Canadians are redirecting purchases toward local businesses, and that shift is reshaping the competitive landscape. Between April and July 2025, small and medium-sized businesses (SMBs) recorded 15 million more Interac Debit transactions compared to last year. This trend is not just significant for consumers; it signals a meaningful change for marketers. Local-first messaging and community-based brand building are resonating more strongly than ever.

Consumers are also shifting their dining preferences: independent restaurants have seen double the transaction growth compared to chains. Marketers who emphasize authenticity and community in their food and beverage brands will likely have the advantage. Additionally, Canadians are increasingly seeking out small luxuries that enhance their mood, such as baked goods and local produce. Furthermore, a significant 70% of Canadians check labels for Canadian origin, highlighting the importance of emphasizing local production in marketing campaigns. As Canadians express their values through spending, local-first storytelling and value-driven marketing will be crucial for building trust and loyalty.

Bold North Roofing and Contracting is an exterior restoration company in Minnesota and Wisconsin that provides roofing, siding, and window services to residential and commercial property owners. Founded in 2020, it has completed thousands of projects for property owners in the region. The company was established by CPA Erik McLaughlin and General Contractor Ryan Emmerich, who combined their expertise to bring a dynamic and thoughtful approach to the construction industry.

Bold North Roofing has earned an A+ rating with the BBB and holds the highest level of accreditations through their shingle manufacturers. They also boast a 4.9 Google Review rating across all locations. Additionally, Bold North Roofing backs all of its work with a lifetime craftsmanship warranty, providing property owners with peace of mind that they have chosen the right contractor.

Farm's Elite has been recognized as the 3rd fastest-growing company in the Food & Beverage category and 50th overall by Inc. 5000's annual list. This ranking highlights the company's significant revenue growth over the last three years, showcasing the most successful independent businesses in America. Matteo Santoni, CEO of Farm's Elite, expressed pride in this recognition, emphasizing the strides made since the company's inception in 2021 in expanding production and distribution capabilities through strategic global partnerships.

The growth of Farm's Elite is attributed to shifting U.S. consumer preferences towards healthier cooking oils, with avocado oil emerging as a preferred choice among food manufacturers. The company has strategically positioned itself to meet this demand, enabling its customers to create healthier products. Inc. Editor-in-Chief Mike Hofman noted that achieving a spot on the list reflects a company's tenacity and vision, particularly in challenging economic times, underscoring the entrepreneurial spirit's vital role in the U.S. economy.

Katerra's story is a cautionary tale about big dreams, substantial funding, and the challenges of disrupting a stubborn industry. Katerra aimed to revolutionize construction through technology, prefabrication, and vertical integration. However, by June 2021, after raising over $2 billion, mostly from SoftBank, they filed for bankruptcy. This failure highlights the pitfalls that can occur when ambitious visions do not align with operational realities.

In 2015, Michael Marks launched Katerra with the premise that construction was inefficient and outdated. He envisioned a vertically integrated company that would manage all aspects from design to assembly, akin to a Tesla for buildings. Investors were excited, given the construction industry's size and potential for innovation. Unfortunately, Katerra's ambitious model resulted in a series of failures due to unstable leadership, financial mismanagement, operational challenges, and a misunderstanding of market needs, demonstrating that innovation must be grounded in sound business practices.

A 20-year-old Australian entrepreneur has shared his reasons for purchasing a store in Sydney, along with the difficult decision he faced to make it profitable. Naythen Lindsey became the youngest franchise owner in the Kwik Kopy Network history when he bought a store in Hornsby at just 19. He was initially worried about being perceived as too young to succeed, but the franchise supported him after he secured approval. To take ownership, he invested all of his savings and even sold his car to raise $70,000, facing the immediate challenge of turning around a store that was losing money and weighed down by debt.

Upon taking over, Mr. Lindsey discovered significant financial issues, including a $40,000 debt related to printing equipment. To improve profitability, he made the difficult choice to not retain any staff from the previous owner, believing that their presence might undermine his authority as a new, young owner. He adjusted the store hours, implemented pricing changes, and focused on customer service, making personal connections to boost sales. His efforts led to impressive results, with profits increasing substantially month over month, demonstrating his dedication and passion for the business.

A young Gen Zer has identified a common issue that costs consumers more in the long run amid the ongoing cost of living crisis. Maddie Langshaw, 26, previously earned over $100,000 in a full-time role in social media and marketing before launching her slow fashion brand, Audrey Atelier. She believes that fast fashion is a deceptive practice, as it might feel cheap at first, but the relentless cycle of purchasing low-quality items leads to greater expenses, environmental damage, and mental clutter from owning unnecessary items. Maddie emphasizes that while fast fashion encourages constant consumption, it ultimately detracts from the true meaning of clothing, reducing it to mere waste.

Having experienced the downsides of fast fashion as a consumer, she has transformed her shopping habits, prioritizing quality over quantity. Currently, her wardrobe consists of 90 percent second-hand items, and when she does choose to buy new, she conducts thorough research to understand the product's origins. Maddie argues that fast fashion creates an illusion of abundance and disposability, leaving shoppers perpetually unfulfilled. Her observations have linked a shift in consumer habits toward more mindful spending on fashion, with many opting for meaningful purchases over mass-produced items. As consumers embrace this change, they seek high-quality pieces that tell a story, echoing a movement toward intentionality in fashion.

Time-pressed consumers are seeking restaurant-quality food at home, which is driving opportunities for mixes, meal starters, kits, sauces, and other shortcuts, especially those with global flavors. Due to the COVID-19 pandemic, many individuals extended their cooking skills and comfort levels, leading to experimentation in the kitchen. As life becomes hectic again, consumers desire to prepare exciting meals but lack the time for complex recipes, making convenience products more appealing.

Recent reports highlight that 64% of Americans continue to cook at home, and 81% do more than half of their meals at home. While cooking at home has decreased since its peak during the pandemic, the trend toward convenience in cooking remains strong. Ready-to-use meal starters, bases, and sauces are leading this trend, with global cooking sauce market estimates increasing significantly over the years due to rising demand for convenience and variety in home cooking.

The consumer appetite for pre-owned goods continues to accelerate, and new technologies that facilitate the buying and selling of secondhand items are boosting sales. According to ThredUp's 2025 resale report, U.S. secondhand apparel sales increased by 14% in 2024, significantly outpacing the overall apparel market growth. Retailers, particularly in sectors such as electronics and furniture, are recognizing the potential of resale to manage inventory and engage consumers. Increasingly, brands are adopting resale options to connect with new customers and enhance their relationship with existing ones, transforming resale into a strategic revenue-generating opportunity rather than just an environmental initiative. Terry Boyle, CEO of Trove, highlights a significant shift in sentiment toward resale, noting that companies are now viewing it as a profitable venture rather than merely an eco-friendly option.

Online resale purchases are rapidly gaining ground, with double-digit growth reported in the apparel market as well as an overall surge in sales. This trend is largely driven by new technology, including AI tools that simplify the process of finding secondhand goods. ThredUp has implemented features like image search, allowing consumers to find specific items easily. In addition, the ThredUp report indicates that a substantial portion of younger consumers are prioritizing secondhand apparel, further indicating a shift in purchasing habits. With this momentum, brands recognize that meeting the demand for pre-owned goods can be a lucrative strategy to increase customer engagement and loyalty, as well as to cultivate new customer bases.

Over three-quarters of shoppers say advertising influences their back-to-school purchases. The back-to-school shopping season is critical for retailers and brands, with an estimated eight million UK parents spending nearly £9 billion on school essentials ahead of the new term. Marketers who strategize effectively can gain an advantage in this lucrative shopping rush. A recent study by GumGum underscores the necessity of forming an emotional connection with cautious, price-conscious parents, revealing that 77% of shoppers acknowledge advertising's influence on their purchases, especially if relevant to their actively searched items. In light of the economic climate, most Brits are adjusting their shopping habits, with cost-saving measures that include prioritizing discounts and switching to budget-friendly brands.

The challenge for brands is to create resonance in a noisy market. Those performing best will combine empathy with timing, targeting consumers sensitively to their needs and budgetary pressures. As parents now spend significantly on big-ticket items like clothing and technology, brands leading with limited-time offers will have the upper hand. However, as consumers become more discerning, brands must focus on timely ads that respect the shopping preferences of budget-conscious parents. Ultimately, the goal is to guide shoppers toward quality and affordable purchases, fostering a creative experience that resonates with their needs.

India's creator economy is experiencing rapid growth as influencers begin to launch their own businesses. Preeti Sarkar, a content creator and owner of the clothing brand Peetizen, is one example. She started sharing YouTube videos at the age of 18 and has since built a following of approximately 1.6 million across social media platforms. Many influencers in India are taking advantage of their established fan bases to create direct-to-consumer brands, further reinforcing the trend of entrepreneurship among social media personalities. A recent report by Boston Consulting Group highlights that there are now over 2 million monetized content creators in India, with projected revenue growth for the creator ecosystem set to rise significantly in the coming years.

Sarkar emphasizes the importance of authenticity in her content and marketing strategies. She initially filmed her videos using a simple setup and decided to reveal her true self to connect with her audience genuinely. This approach has resonated with her followers, leading her to incorporate them into her brand promotions. For instance, for her clothing line, Sarkar invited her audience to apply as models, resulting in an overwhelming response. The trend of influencers stepping into entrepreneurship is still growing in India, fueled by increased digital accessibility and a shift in consumer behavior post-pandemic, making influencer-led marketing an influential force in the Indian market.

For tween millennial girls, Claire’s was a mall hot spot, its purple sign a beacon for endless trinket shopping at its floor-to-ceiling displays of hair clips, charm bracelets, and soda-scented lip balms. But times and young shoppers have changed. In its bankruptcy filing earlier this month, Claire’s referenced declining foot traffic, inflation, tariffs, competition from lower-priced retailers, and the disparity between inventory and customer demand among its challenges. Forever 21, another youth-focused retailer that peaked in the early 2000s, faced similar issues when filing for bankruptcy earlier this year. While mall shopping isn’t dead, there has been a shift; indoor malls saw a 1.3% YoY foot traffic growth in July, indicating Gen Z and Gen Alpha shoppers are still opting for in-store experiences.

Retailers targeting young consumers must adapt to meet changing needs and preferences. The old retail strategy of stacking high shelves no longer suffices as newer generations are more discerning. Customers now visit stores not just for products but for the overall experience surrounding them. If retailers fail to invest in appealing experiences for younger audiences, they risk being left behind. Successful youth-focused stores differentiate themselves through strong design capabilities and unique in-store experiences that enhance customer engagement. Understanding nostalgia while ensuring relevance to current trends is key for brands aiming to connect with today’s youth.

Despite predictions of their decline, brick-and-mortar bookstores are thriving once more. Local bookstores and revitalized major chains are attracting customers with new incentives, merchandise, and community engagement. Social media platforms such as Instagram and TikTok have propelled book influencers into the spotlight, encouraging consumers to visit physical stores. Print book sales rebounded in 2024, witnessing a 1% increase to 782.7 million units compared to 2023. Bookstores are enhancing the customer experience by partnering with local businesses, hosting events, and utilizing social media to foster a sense of community around reading.

Once teetering on the brink of extinction, brick-and-mortar bookstores, like Barnes & Noble, which is reopening stores across multiple states, are showing significant growth. Additionally, the American Booksellers Association reports an increase in membership, indicating strong interest in independent bookstores. These shops aim to create welcoming environments, offering cozy atmospheres and community connections which are highly sought after post-pandemic. They incorporate unique merchandise, strategic partnerships, and an engaging in-store experience to keep customers returning, emphasizing personal service and curated recommendations that online retailers cannot match.

A renewed interest in crafts, such as quilting, is led by Gen Z and millennials seeking ways to unplug and reconnect with others. Seventy-one percent of Americans identify as crafters, driving a $17.8 billion market, with younger consumers embracing crafting, particularly projects with low initial costs. Almost half of U.S. adults reported experiencing stress last year and are turning to leisure activities like arts and crafts to unwind. Independent merchants are seizing the opportunity as mass merchants close, providing personalized service and creating communal spaces for crafting events to draw in customers.

Wellness is an increasingly vital concept as individuals prioritize products and habits that enhance their physical, mental, and emotional well-being. The global arts and crafts market hit $44.6 billion last year and is predicted to reach $106.6 billion by 2034, with North America holding the majority of market share. Crafting not only alleviates stress but also offers social connections and cognitive benefits, which healthcare facilities are beginning to recognize and endorse for their patients. Younger crafters, while constrained by resources, are increasingly spending on accessible projects, revealing a growing trend towards crafting as a fulfilling hobby that supports mental health.

Spending on mood-boosting products and experiences is proving resilient as consumers seek a morale boost in hard and uncertain times. From the 'Lipstick Effect' to 'Treatonomics,' consumers are looking to reward themselves as life's traditional milestones become harder to achieve. They treat themselves not only with goods like makeup or affordable homewares, but also with enriching experiences. 'Treatonomics'—which encompasses spending on everyday luxuries to larger life-affirming experiences—is booming as people search for a mood boost amidst ongoing economic unease. Small-item purchases, often referred to as 'pick-me-ups,' are a well-established recession-resistant trend where consumers opt for modest personal items for comfort during tough times. This trend acts as a bellwether for consumer sentiment about the economy characterized by inflation, high interest rates, and growth concerns.

The COVID-19 pandemic led to a reevaluation of personal wellbeing, prompting a rise in 'Treatonomics.' Consumers are making sacrifices in everyday spending to indulge in memorable experiences such as concerts, sometimes spending significant sums for tickets. John Stevenson, a retail analyst, highlighted that this trend reflects a shift towards prioritizing these experiences over traditional milestones like homeownership or marriage. As life’s milestones become less attainable, consumers focus on celebrating smaller achievements, leading to the emergence of events like 'Resignation Parties' and 'Divorce Parties.' The trend continues to evolve, influenced by factors like economic uncertainty and changing social norms, suggesting that 'Treatonomics' will remain relevant for years to come.

Joseph Berriman was kidnapped, beaten, and left for dead over a decade ago. He promised himself that if he survived, he would never take life for granted again. Berriman is now a multi-millionaire living the life he always dreamt of, which includes owning a jetski. However, achieving this level of success was a long process that took him ten years. Growing up in a loving household in Newcastle, NSW, he faced financial struggles and a lack of support, which fueled his desire to succeed. He wanted the luxury of financial freedom but didn’t pursue a university education after being kicked out of school at 14. Instead, he started an apprenticeship as a carpenter, determined to become successful.

After completing his apprenticeship, Berriman moved to Western Australia to enhance his skills as an underground driller. However, he encountered difficulties, which led him to associate with the wrong crowd, resulting in a brutal kidnapping in 2013. He was beaten and left to die but miraculously survived. Three years later, he returned to Newcastle and decided to take control of his destiny. With support from a family friend, Berriman began a new chapter by starting his own construction business, which quickly flourished. Today, his property development company is valued at $10 million, and Berriman has generated significant profits, though he acknowledges that his journey is ongoing.

British high street stalwart Wilko has fallen into administration after a rescue deal failed to materialize. Experts say its demise is a warning to retailers of what could happen without proper investment in brand, marketing, and customer experience. The shuttering of Wilko’s 400 stores, with the loss of around 12,000 jobs, makes it one of the biggest retail casualties since Debenhams and McColl’s. Despite its financial losses, YouGov data points to a healthy brand, with perceptions mostly holding up since early 2022. However, the industry has expressed genuine sadness over the fallen retailer, yet it is suggested that people will quickly forget and move on, signaling that Wilko ultimately failed to secure its cultural relevance.

Rob Sellers, a retail consultant, states that modern retailers often act like traders rather than brands. He emphasizes that Wilko’s biggest failure was allowing its brand to become pointless and that it’s difficult to communicate to a large audience when a brand lacks clarity on what it stands for. The cost-of-living crisis should have been an opportunity for Wilko, but its unclear strategy led to missteps that compromised its ability to stock shelves. While there were attempts to improve customer experience, Wilko's marketing efforts fell flat without a striking brand narrative that resonated with consumers.

Retail marketing professor Barbara Kahn accurately predicted the impending failure of Bed Bath & Beyond before the retailer announced last month its closure due to Chapter 11 bankruptcy. With escalating debts and years of underperformance, the iconic company will shut down its remaining stores. Once a leader in the housewares market, Bed Bath & Beyond's decline reflects the challenge posed by the rise of e-commerce and changing consumer behavior. Kahn points out that giants like Walmart and Target swiftly adapted to online shopping, which undermined the category killer's original model of providing large assortments at competitive prices.

Significant financial errors compounded the company's issues. Kahn notes that from 2004, Bed Bath & Beyond spent nearly $12 billion to repurchase its own shares while accruing over $5 billion in debt. The decision to enter the debt market to buy back stocks marked a critical misstep, especially as declining sales forced the retailer to incur further losses. The hiring of Mark Tritton as CEO only worsened the situation when his strategy of replacing popular national brands with private-label products failed to resonate with consumers.

The fallout from eliminating their long-standing coupon system, which drove store traffic, contributed further to the decline. This case highlights the need for retailers to recognize that strategies successful in one context may not yield the same results in another. Bed Bath & Beyond's experience serves as a cautionary tale about the dynamics of retail marketing and the importance of adaptability.

Wheeler Dealers host Mike Brewer has shared how he transformed his 'ultimate man cave' and personal car collection into a thriving dealership empire. He recognized that his storage unit in Warwick was underutilized, prompting him to innovate. By leveraging his automotive knowledge and conducting extensive market research, he identified a gap in the market for commercial vehicle sales, especially in the post-Covid landscape where tradespeople were seeking new vehicles that stand out. This realization led to the launch of One Automotive, in collaboration with his friend and wife.

Based in Warwickshire, One Automotive specializes in selling used vans that are customized with body kits and exhaust trims to make them visually appealing. Mike explained that he aimed to cater to tradespeople who want their vehicles to reflect their businesses while also serving practical purposes. As the business gained traction, it attracted customers from across the country, demonstrating the importance of identifying and targeting a niche market. Mike emphasizes that understanding local demand is crucial, advising to experiment with different types of vehicles to discover what sells best.

Sales of ready meals are increasing as more Australians, pressed for time, opt for convenience over cooking. This trend is evident during lunch and dinner as consumers gravitate towards the ready meal sections of supermarkets. Ready meals have significantly evolved over the years from their earlier versions—frozen dinners and bland microwave meals—to a diverse array of options catering to various dietary preferences including low calorie, vegetarian, and gluten-free choices. Woolworths reports impressive growth in its prepared meals, particularly with family-sized options like the 2kg beef lasagne. Additionally, MyMuscleChef's microwaveable meals have also gained popularity among busy individuals.

The convenience food sector has seen remarkable growth, with Coles experiencing a 50 percent increase in sales of convenient food solutions over the last three years. As people juggle demanding work schedules, they often make meal decisions only a day in advance. Experts suggest consumers pay close attention to the nutritional labels of ready meals, noting that not all options are healthy or satisfying. The rise of ready meals in Australia began in the 1970s, prompted by more women joining the workforce and spending less time in the kitchen. It has created opportunities for brands like Lite n’ Easy, which now leads the market with a significant share, responding to the need for balanced and health-conscious meal choices.

Ordo is redefining the oral care category, aiming to disrupt the market dominated by major brands like Oral-B and Philips. The U.K. brand has made significant strides in the U.S. mass merchant and drug chain markets, introducing an affordable range of sonic and electric toothbrushes, water flossers, toothpaste, and mouthwash. Their recent U.S. expansion into Walmart has contributed to a remarkable 250% year-over-year growth since its launch in 2019, particularly targeting the under-tapped kids’, tweens’, and teens’ oral care markets. Barty Walsh, Founder and CEO, emphasizes the importance of accessibility in oral care, recognizing that proper hygiene can reverse many dental health issues, which drives Ordo's mission to provide effective products at affordable prices.

With a unique approach, Ordo stresses the simplicity of good oral hygiene: brush for two minutes, twice a day. This has led to the creation of products that combine effective cleaning with affordability. Ordo also collaborates with Squishmallows to attract younger consumers, adding emotional appeal to its products. As it enters the U.S. market, Ordo is committed to sustainability by offering recyclable packaging and a closed-loop recycling system for its brush heads. With ambitious goals to capture 10% of the kids' market in its first year and plans for further collaborations, Ordo is positioning itself as a strong competitor in a largely monopolized industry.

Two friends have been left stunned after launching their body wash brand and watching it fly off the shelves almost immediately. Georgie Gilbert and Camille Peressini invested over $100,000 to create their natural body wash brand, SOMA, now available in Woolworths nationwide. Their goal was to offer a product that feels like a luxury fragrance experience yet is priced reasonably for everyday use. Currently, it comes in three fragrances: Amber & Jasmine, Almond & Vanille, and Vetiver & Cedar.

The launch exceeded expectations, largely due to early social media exposure. The business owners were thrilled with the overwhelming response. Ms. Peressini described the experience as surreal and a dream come true, highlighting that their success is entirely self-funded, backed by their savings. They believe their product fills a gap between functional supermarket body washes and ultra-luxury offerings, aiming for affordability at just $18 per bottle. While they're still assessing their sales figures, they've already received multiple reorders from Woolworths, confirming the product's appeal.

In a world where consumer expectations are rapidly evolving, the retail industry faces a unique challenge—how to create personalized experiences that cut through the noise of a saturated market. With digital transformation accelerating the pace of change, one unexpected trend is capturing the imagination of brands and consumers alike: astrology. Once relegated to horoscopes, astrology has now emerged as a powerful tool in retail marketing, product innovation, and customer engagement. The rise of zodiac-themed strategies is reshaping the way businesses connect with their customers, driving personalized journeys and fostering deeper emotional connections.

At the core of this phenomenon is a growing consumer desire for personalization. Modern customers seek products that reflect their personalities and preferences, going beyond superficial choices. Astrological signs provide a rich framework for interpreting consumer behavior, allowing retailers to tailor experiences that make customers feel truly understood. Brands can align their messaging with consumers’ desires for authenticity and connection, as seen in successful campaigns by companies like Sephora and Spotify, which incorporate zodiac elements to resonate with their target audiences. This cosmic personalization transforms customer relationships, making them feel more intimate and impactful.

Carter’s, best known for its Carter’s and OshKosh B’Gosh brands, is a leader in baby and kids’ apparel, with over $2.8 billion in annual sales. By the end of next year, about two-thirds of its customer base will be Gen Z parents, who demand style, value, ease, and convenience. The company is reaching Gen Z moms through social media, influencers, and fashion-focused events, including showcasing its styles during New York Fashion Week. With a 160-year history, Carter’s is adapting to meet the needs of the newest generation, which has distinct shopping preferences.

Kendra Krugman, Chief Creative and Growth Officer at Carter’s, emphasized the need to change operational processes to drive speed to market and ensure exceptional value across all brands. Carter’s made a significant impact at New York Fashion Week by generating 6.6 million social media impressions, inviting influencers and members of the fashion press to showcase their latest collections. The company, founded in 1865, has growth strategies focused on brand acquisitions, store expansions, and new product lines made from sustainable materials, ensuring it remains relevant as Gen Z becomes the primary consumer demographic.

According to the latest research conducted by Snapchat in partnership with Publicis Media and NRG, 94% of Saudis use social platforms to discover and decide where to eat, shop, and travel. This research highlights a major shift in consumer behavior as social platforms are increasingly being utilized for inspiration and purchasing decisions. The study indicates that social media is becoming a fundamental channel in the path to purchase across key consumer categories such as Quick Service Restaurants, Consumer Electronics, Retail Apparel, and Travel.

The findings reveal four significant trends shaping how people shop: social platforms are becoming the standard for the shopping journey, personal connections are paramount in influencing decisions, emerging technologies like AI and AR are minimizing barriers, and creators are increasingly providing trusted recommendations. Notably, 83% of electronics shoppers and 79% of quick service restaurant customers in Saudi Arabia report making purchases through social platforms. These insights underscore the importance for brands to engage meaningfully and authentically on platforms where consumers are making purchasing decisions.

A wildly successful Australian businesswoman, Lizzie Waley, has revealed the million-dollar idea that has taken the US by storm. When she founded her brand, Sundae Body, she made one clever business move that turned it into an overnight success. The brand specializes in cruelty-free body care products that resemble whipped cream and is now available in major retailers like Woolworths, Priceline, and Coles, as well as Walmart in the US. In just four years, the brand has achieved impressive sales, averaging 14,000 products sold daily, with six items flying off the shelves every 30 seconds. In 2023, the brand was projected to generate over $4 million in revenue, showing remarkable growth over the past two years.

However, this success wasn't merely a stroke of luck. From the outset, Ms. Waley aimed to establish a business model capable of sustaining rapid growth. Recognizing that body care had become a mundane category, she sought to make it enjoyable, creating a brand that feels like a treat rather than a chore. By securing partnerships with Woolworths and Priceline before launching, she ensured her products were seen while consumers were already shopping for body care. This strategic move led to quick success, and Waley has focused on building a purpose-driven brand that prioritizes long-term growth over immediate profit-taking.

Indoor sports play a significant role in building community, acting as a bridge between people. For Al Masaood Automobiles, the official dealer of Nissan, INFINITI, and Renault in Abu Dhabi, investing in sports means investing in the city. This vision was realized through the Abu Dhabi Summer Sports, which transformed ADNEC into an indoor venue, allowing families to remain active during the heat. As the Official Automotive Partner, the company aimed not only to display vehicles but to integrate their brand into this community experience, showcasing models like the Patrol and KICKS, which resonated with the audience's ambitions and endurance.

Holistic sponsorship is vital in today's market. Al Masaood implemented digital and social media activities to enhance engagement and outreach beyond physical presence. Collaborating with sports influencers, they strengthened authenticity within Abu Dhabi’s fitness community, fostering conversations with potential customers. Interactive polls allowed audiences to engage further, creating a layered dialogue that amplified the campaign's reach. This blend of influencer advocacy and on-ground activities uniquely positioned the sponsorship to maximize impact, creating a brand experience that connected community values with commercial goals.

Ultimately, the approach yielded both emotional and commercial rewards, reinforcing Al Masaood’s role as a community partner while facilitating genuine connections with consumers. Rather than merely selling cars, they fostered relationships and conversations associated with lifestyle, mobility, and trust. The evolution of sponsorships into multi-channel experiences illustrates that true success lies in partnerships that blend cultural relevance with measurable outcomes, ensuring loyalty and engagement beyond mere brand awareness.

The hand-rolled pretzel company enjoyed a 35% increase in sales during the first few months of 2025. Demand for healthier foods is expected to help drive a 3.1% compound annual growth rate for pretzel sales over the next five years. Uncle Jerry’s Pretzels do not use any additives, oils, sugars, or preservatives, allowing it to make fist-sized pretzels that are only 90 calories each. The company is expanding into new geographic markets through direct-to-consumer sales and its retail distributor partners. Uncle Jerry’s Pretzels are full of twists and turns, which is just the opposite of the straight-and-narrow path that has led the small, family-owned company through almost four decades of success. The company makes its traditional Pennsylvania Dutch-style pretzels at its bakery in Lancaster County, Pennsylvania, and sells them in grocery stores across the country, as well as directly to consumers through its website.

Uncle Jerry's positioning as a better-for-you brand aligns with health and wellness consumer trends, which has been buoying the pretzel market overall. The U.S. pretzel market was estimated at $2.27 billion in 2024 and is projected to grow at a compound annual growth rate of 3.1% from 2025 to 2030. One of the primary reasons for this growth is the rising demand for healthy and convenient snacks. In the first few months of 2025, Uncle Jerry’s sales have increased 35% year over year, outpacing the U.S. pretzel market. Uncle Jerry’s has also expanded into several Whole Foods regions around the country and local chains such as MOM’s Organic Market and ShopRite.

Plans for the company include expanding into gluten-free options, introducing high-protein formulations, and leveraging new marketing opportunities linked to the rise of GLP-1 weight-loss drugs. The company is aiming to create better awareness of the Uncle Jerry’s brand among consumers seeking low-calorie foods. Misty Skolnick, Co-Owner of Uncle Jerry's Pretzels, emphasizes using data to inform business growth strategies and maintaining flexibility to respond to market trends and consumer preferences. Through consumer feedback and a simple operating model, the company aims to adjust quickly to meet customer demands.

Sellers want to spend their time selling, not prospecting, which leads to missed opportunities and frustrated teams. Marketing feels that sales doesn’t follow up quickly enough, while sales believes marketing sends unqualified leads. To remedy this, marketing could nurture leads longer, ensuring they are genuinely sales-ready before passing them to sales. This approach allows marketing to own more of the early-to-mid journey, leading to fewer but higher-intent leads while providing buyers with adequate time and content before engaging with sales.

To effectively implement this strategy, marketing should adopt a multi-channel approach and maintain consistent communication. This includes full-funnel retargeting, strategic gifting, and engaging all decision-makers in the buying group. Automating responses to key actions can also enhance the lead engagement process. When leads are handed off to sales, providing a full engagement history ensures a smoother transition, turning sales conversations into opportunities rather than cold starts. This approach ultimately transforms marketing from merely generating leads to actively accelerating deals, benefiting sales teams, marketers, and buyers alike.

Vaseline's summer activation brought together wellness, self-care, and social buzz to position itself in the centre of youth conversations. Vaseline Arabia hosted a three-day pop-up at Dubai’s Knot Bakehouse in July, combining beauty, wellness, and lifestyle. The event paired the brand’s Gluta-Hya bodycare range with the café’s signature matcha creations, showcasing skincare in a vibrant and youthful atmosphere. Running from July 11 to July 13, the activation highlighted the brand’s Day and Night lotions through custom matcha-based drinks that reflected these product variants, offering visitors collectible merchandise that could be personalized at a sticker station.

Ayah Alnagash, Lead PR at Unilever B&W, stated that the activation was designed to build awareness around the Gluta-Hya skincare range, recognizing the youthful crowd visiting Knot Bakehouse as an ideal audience. The venue featured immersive branding and unique matcha sleeves designed by local illustrator Danya Bayomi. Influencers and content creators amplified the experience, which demonstrated the impact of blending lifestyle and skincare in culturally relevant ways. The results showed significant engagement, with over 90 million potential reach and 135,000+ engagements generated within 72 hours, demonstrating the effectiveness of a well-executed brand experience.

The wearable tech brand has successfully integrated wellness trends to meet the growing consumer interest in precision health technology. The Oura ring is now available through major retailers like Target and Amazon, offering an interactive in-store sizing experience. This product is part of a rapidly expanding digital health market, projected to grow significantly in the coming years, as more consumers seek technology to help monitor and enhance their health. Oura's unique product combines advanced technology with a user-friendly design to provide personalized data on sleep, activity, and overall health metrics, maintaining its commitment to customized results for each user.

Since its inception in Finland in 2013, Oura has sold over 2.5 million rings, generating estimated sales between $50 million and $100 million. The brand’s growth strategy includes adapting its offerings for mass retail environments, while ensuring a personalized user experience. Recent investments in research and development focus on health and wellness trends, particularly longevity and women's health issues. By aligning with dynamic retail strategies and consumer needs, Oura positions itself for continued success in the competitive digital health landscape.

Jordan Mylius, a Melbourne entrepreneur, transformed a $700,000 investment into a $20 million haircare brand, Hairification. The inspiration struck him during the Covid-19 lockdowns while grocery shopping, where he observed successful haircare brands and felt compelled to create his own. After a successful career in sales, including serving as the global sales director for Bondi Sands, Mylius decided it was time to build something for himself that offered salon-quality products at affordable prices. He launched his brand with a shampoo and conditioner priced at $25 each although setting up the business required an investment between $700,000 and $1 million, which he financed with his own savings.

Once the products were ready, Mylius approached Coles and successfully secured shelf space. His brand does not rely on celebrity endorsements, yet it has achieved remarkable growth, generating over $20 million in revenue in less than three years. With strong roots in social media marketing and a dedicated vision, Hairification has garnered over 3 million likes on TikTok, allowing it to reach a broad market. Mylius is thrilled with the brand's success but remains focused on expanding its horizons further.

Lego has reported record sales of £4 billion as the Danish toymaker capitalizes on parents' concerns about children's smartphone usage. Sales soared by 12%, driven by the popularity of its Botanicals and Formula One grand prix-themed sets. The company's sales reached 34.6 billion Danish kroner in the first half of the year, outperforming the recovering global toy market, which saw an increase of 7%. CEO Niels B Christiansen noted that Lego's growth could stem from parents wanting to limit social media exposure for their children due to its impact on mental health.

Alongside Lego's success, Yoto, a UK-based company known for its screen-free speakers for children, nearly doubled its sales to £94.8 million last year. Christiansen commented on Lego's competition for children's attention, emphasizing the importance of providing exciting experiences that divert them from smartphones. The company is working on digital games and collaborating with trendy brands like Nike to attract tweens. Lego's net profit rose by 10% to 6.5 billion kroner, buoyed by successful launches, including partnerships with Bluey and Pokémon series.

Melbourne entrepreneur Catie O'Neill transformed her tumultuous hair journey into a successful business venture, launching Shirley's Secret, a UV protection hair mist. After experiencing frustrating hair issues, she discovered a gap in the market for hair protection products while inspired by her dermatologist's advice. The new hair mist, designed to be used daily, protects against UV damage, pollution, and daily stress, filling a niche in the beauty market for preventive care rather than just repair.

After its launch in May, Shirley's Secret saw overwhelming success, selling over 1000 units within the first 72 hours. O'Neill's strategic planning ensured she had sufficient inventory, avoiding a sellout while achieving remarkable sales figures. Despite not selling out, she is confident that her brand is on track to reach six figures within a year, signaling a promising future for her innovative product. Her entrepreneurial journey reflects her willingness to invest heavily in her ideas and the confidence she has developed over years of experience in business.

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Mark Murrell is the Founder and CEO of Get Maine Lobster, a direct-to-consumer seafood business. With a commitment to exceptional customer service, the company tripled its sales to $9 million in five years, serving 500,000 customers with fresh lobster and other seafood. The company is focusing on diversifying its product lines while preparing to scale into brick-and-mortar retail with a hybrid model that includes in-store kiosks, in addition to its strong e-commerce presence.

Murrell's passion for customer service is central to the company's success, as he believes in providing an exceptional experience to consumers. The brand has learned to market lobster as a personal indulgence rather than a gift, targeting affluent customers with a strong interest in cooking. This strategy has proven fruitful, particularly during the holiday season. Moving forward, Get Maine Lobster plans to continue its growth trajectory by exploring opportunities in food service events and developing new packaged products while ensuring quality customer service remains a priority.

In today’s world of inclusivity and instant access, it’s easy to assume that every industry must follow suit. However, when it comes to luxury, the rules should remain different. Luxury is not about reaching the most people; it’s about reaching the right people in the right way, which creates desire, aspiration, and long-term brand equity. The strongest luxury brands focus on how, where, and to whom they communicate, emphasizing meaningful impact over mass exposure, especially in regions like the Middle East where cultural nuances and heritage are integral to daily life.

Today’s luxury consumers are younger, more digital-savvy, and driven by values as much as aesthetics. However, this does not mean that luxury should abandon its essence in the rush to appeal to everyone. Effective media strategies for luxury brands prioritize restraint and selectivity to protect their value. By positioning themselves in high-impact and relevant environments, luxury brands can cultivate stronger brand affinity, proving that true luxury does not conform to a mass-market approach. Rather, it thrives by creating unforgettable experiences for those who genuinely connect with it.

Quince has emerged as a brand that blends quality and affordability, catering directly to Gen Z's desires for luxury-like products without the hefty price tags. Founded in 2018, the online DTC brand has captured attention with items such as its $50 Mongolian cashmere sweater, which exemplifies its commitment to delivering affordable essential goods. Despite being positioned outside the traditional luxury category, Quince aims to replicate the luxury experience at a price point that feels fair, addressing the unmet needs of consumers seeking both quality and ethical production practices.

The brand’s significant year-on-year revenue growth showcases its appeal among millennials and Gen Z, aided by social media platforms like TikTok, where influencer content drives consumer engagement. Quince's strategy of removing traditional retail markups and selling directly from manufacturers allows for competitive pricing without sacrificing product quality. With its focus on ethical practices and sustainability, Quince is dedicated to maintaining high standards while expanding into new markets, including Canada. This approach ensures the brand's version of luxury remains accessible to a broader audience.

Diners don’t like overcrowded restaurants or long waiting lists, but they dislike surge pricing even more. This dynamic pricing model aims to manage busy times by raising prices when demand is high and lowering them during slower periods. However, the prospect of paying more during peak hours often angers customers. In response to the backlash over plans for dynamic pricing, Wendy’s clarified that it wouldn’t implement such a strategy. A UK pub chain faced a similar backlash in 2023 when it announced increased pint prices during busy times, with 73.9% of surveyed respondents opposing the idea. Instead of raising prices, Snooze Eatery offers incentives for weekday visits through its loyalty program.

Snooze Eatery, which operates 71 breakfast and brunch locations in the US, initiated a loyalty program in 2022, rewarding diners with 100 points per dollar spent. However, customers who visit from Monday to Thursday earn 150 points, providing a strong incentive for weekday dining. Led by director Adam Porter, Snooze utilizes Punchh’s loyalty software to support this program. Although the effectiveness of this promotional strategy is somewhat unclear due to other weekday offers, Snooze knows overall member visitation is 1.5 times greater than non-members, with an average of three visits per year. The chain also tracks how long members wait for tables, offering surprise bonuses to reward patience, creating a unique experience beyond transactional loyalty.

K-Beauty has become a dominant force in the UK beauty market, with products from South Korean brands like Dr. Jart+, Glow Recipe, and Laneige gaining immense popularity. These brands have transformed practices such as double cleansing into everyday routines, with terms like 'glass skin' becoming widely recognized globally. K-Beauty's influence is not a mere trend; it represents a growing presence in the Western beauty market, having established itself over the years despite earlier challenges with market saturation. Presently, it boasts a global valuation of over £8.4 billion, offering a compelling self-care ritual that appeals to consumers seeking consistency in uncertain times.

The expansion of K-Beauty in the UK is evident through the increasing number of physical retail spaces. Major retailers like Boots and Sephora have showcased its products, but South Korean brands are now taking bolder steps by opening dedicated stores throughout the UK. The recent announcement from multi-brand retailer Pureseoul about a new flagship on Carnaby Street marks their largest UK retail space yet. Furthermore, the essence of K-Beauty lies not just in the products, but in the community it fosters. By creating immersive in-store experiences that engage consumers and reflect the online communities, K-Beauty shapes a modern retail landscape where customers can actively participate in the brand experience.

In 1991, Nadeem Bajwa immigrated to the United States from Pakistan. While attending college in Indiana, he worked a few jobs, including delivering pizza for restaurant chain Papa John's. Today, the 58-year-old has a fast food empire, being a major franchisee of Papa Johns in North America with over 270 locations. He is also the CEO of Bajco Group, which spans various sectors including construction, technology, and accounting, alongside his Papa Johns operations. Bajwa’s path to success has not been easy; he faced challenges such as culture shock and language barriers when he first arrived in the U.S.

To fund his university expenses, Bajwa took on multiple jobs. By the time he graduated in 1996, he had advanced from a delivery driver to an area manager at Papa John's. Choosing to stay in the pizza business, he opened his first store in 2002 with the help of family support and loans. Despite early challenges, including over-marketing and rapid expansion, Bajwa adapted and grew his business. By 2024, Bajco Group plans to open 50 more restaurants, aiming for 500 locations in total. Throughout his journey, Bajwa has emphasized the importance of humility and learning from mistakes as key components of his success.

The online marketplace for pre-owned furniture and home décor is well-positioned for growth, thanks to demand for vintage finds and sustainability, as well as access to tariff-free merchandise. Since its launch 12 years ago, Chairish has sold more than one million items on its vintage furniture marketplace. Tariff concerns and consumer trends are creating strong tailwinds for Chairish and driving growth. Consumer support for sustainability, concerns about price increases, and the growing popularity of vintage furniture are driving gains in sales and customer engagement. Chairish enables hundreds of consignment shops and small businesses to connect with customers around the world, without owning or warehousing the furniture it sells, showcasing curated items and connecting sellers with appropriate shipping options.

The global market for secondhand furniture is set to double over the next decade, driven by the overall growth of secondhand goods, expected to exceed $1 trillion by 2025. Chairish originally began as a peer-to-peer marketplace but has shifted to incorporate listings from professional sellers, enhancing the quality and diversity of their inventory. The marketplace has faced challenges in price discovery and shipping cost transparency, which they have overcome through relationships with shippers and a unique pricing estimation model. Amid inflation and fluctuating home sales, Chairish’s recent profitability during a tough period illustrates its potential for strong future growth. As the interest in vintage and sustainable items strengthens, especially among interior designers, Chairish is well-positioned to capitalize on these trends.

A viral $40 brown cardigan from Target is taking the internet by storm, thanks to its luxe-looking texture and budget-friendly price tag. The Lily Loves Fluffy Button Front Cardigan has been dubbed a 'dupe' for the $229 Solene Cardigan from Nadia Bartel’s designer fashion label, Henne. Gaining a cult following on TikTok for its comfortable and cozy feel, the cardigan is crafted from an ultra-soft fluffy material. With a classic crew neckline, button closure, long cuffed sleeves, and a chic cropped length, it’s a versatile piece perfect for working from home or winter outings. Available in five colors and sizes XXS to XXL, it caters to diverse fashion needs.

Carrie Kirkman, General Manager of Merchandise at Target Australia, stated that their trend and design team draws inspiration from global trends, highlighting the importance of texture this season. She shared that the collection focuses on bringing customers ‘affordable luxury’ while ensuring they feel comfortable and even a bit spoiled. Reviews on TikTok have been overwhelmingly positive, with users praising the cardigan’s quality and affordability, and many sharing how they styled it, often pairing it with jeans for a chic yet casual look. The overall sentiment indicates strong demand and excitement for this fashionable item.

Taylor Swift and Travis Kelce’s engagement has sparked a flurry of promotional activities from various restaurant brands. From heart-shaped pizzas to special onion ring deals, establishments have quickly leveraged the engagement announcement to attract attention and customers. As anticipation grew for the official announcement following two years of dating, restaurants were ready with creative promotions to celebrate the occasion.

Portillo’s, for instance, offered a free small onion ring for purchases over $1.13, referencing the number associated with Swift. Other brands like Krispy Kreme, California Pizza Kitchen, and Carl’s Jr. also rolled out themed promotions, including free donuts and special pizzas named in honor of the couple. Additionally, social media posts from restaurants like Starbucks and Buffalo Wild Wings showcased their humorous takes on the engagement.

This marketing strategy highlights how restaurants can effectively utilize trending cultural events to increase customer engagement and drive sales, emphasizing the importance of being responsive to current trends in the industry.

In 2023, Razor launched the Crazy Cart Shuffle, a non-motorized go-kart that can spin in circles, but rather than target children's media for its promotion, it opted for QVC, a platform more popular with boomers. The decision was twofold, as explained by Razor's CMO Ali Kermani: the goal was to attract grandparents who might buy the go-kart for their grandchildren or consider the larger, motorized Crazy Cart XL for themselves to enjoy alongside the kids. This reflects the concept of intergenerational play, where parents and grandparents actively participate in activities traditionally meant for younger generations. Razor is now promoting another initiative to engage kids with product assembly, which has historically been an adult task. For the upcoming 2024 holiday season, the company revamped the assembly manual for the Crazy Cart Shuffle. Gone are the dry mechanical illustrations; instead, the new manual resembles a creation from Cartoon Network, featuring colorful drawings, a maze, a word search, and coloring pages, making product assembly a fun and engaging experience for families.

Kermani's vision is clear: Razor's products should be easy enough for kids to assemble, and involving them in the process could foster shared family experiences. He notes that using the assembly manual to build the Crazy Cart Shuffle alongside his kids provided valuable learning moments, such as teaching them about tools and basic maintenance. As children understand how to care for the products they use, it ultimately benefits Razor by ensuring that they are informed about correct assembly, enhancing their overall experience. Kermani faces challenges working with Razor’s legal department to balance creativity with compliance, as initial designs triggered concerns about liability issues. His ambition is to continue reforming the instruction style to be more friendly and relatable for kids, avoiding an overwhelming jump into untested territory while taking legal considerations into account. He hopes to incorporate a secondary, approachable tone in future instructions, signaling a broader strategy for Razor's consumer engagement.

In 2025, being a pet owner in Thailand feels a lot like being a parent. A very chill, leash-carrying, toy-hoarding, subscription-box-subscribing parent. You can see it everywhere. Rooftop dog parks in condos and cat cafes that offer oat milk for both you and your feline. Airlines announcing pet-on-board seats like it’s a feature, not a favor. It’s not just a lifestyle anymore; it’s a big, growing market. Thailand’s pet care industry is now worth up to US$1.5 billion, growing at about 8-10% annually. That’s faster than many human categories. Six in 10 urban pet owners prioritize their animals’ needs over their own, showing a shift in emotional spending with real power. According to TGM Research, 53% of Thai pet owners consider their pets as family members, transforming the landscape of pet ownership across the country and the world.

Dogs still dominate among single-pet households at 52%, but in multi-pet homes, cats are more prevalent, showcasing a change in preferences. The rising demand for quality in pet food indicates a significant shift toward longevity and health benefits, with brands like Royal Canin gaining on staples like Pedigree and SmartHeart. Developers are also accommodating pet owners by adding amenities like washing stations and pet-friendly zones in new condos. Although challenges remain for pet owners outside Bangkok, the trend of treating pets as integral family members continues to reshape Thailand’s culture. For businesses, this presents both a challenge and an opportunity to include pets in their services or risk losing a substantial customer base.

Nicola Gunby, a 30-year-old entrepreneur from Nottingham, co-founded the social and community networking app Cliq after moving to London in 2021. Struggling to find meaningful connections in a large city, she realized the difficulty of forming friendships post-pandemic. Gunby explored various networking events and apps but found them lacking in authenticity and true connection. This experience motivated her and her partner, Jason Iliffe, to establish Cliq in February 2023, aiming to create a platform that genuinely connects people in real life through shared interests and hobbies, such as running, reading, and community events.

Since its inception, Cliq has successfully raised £528,900 ($646,000) in funding and garnered a user base of 100,000 worldwide, with significant interest from the U.S., Australia, and Bali. Gunby highlights the app's role in addressing the rising loneliness epidemic, as studies indicate millions face loneliness daily, exacerbated by technology and social media. According to U.S. Surgeon General Vivek Murthy, overcoming loneliness involves focusing on external relationships and community engagement, which is precisely what Cliq aims to facilitate. Gunby emphasizes that the app fosters connections based on shared activities, making the socialization process easier and more genuine for users, especially those with introverted tendencies.

An Australian woman’s frustrating personal experience while purchasing a basic item for her home inspired a $26 million business success story. Alexandra Weller quickly realized how difficult and uninspiring the process of buying a rug could be. Around the same time, her husband Aaron Weller discovered a huge volume of online searches for rugs. This prompted the couple to dig deeper, asking friends and family about their experiences purchasing rugs. They found that many shared similar stories of excitement turning into disappointment due to sizing confusion, color mismatches, and an overwhelming experience. This realization opened their eyes to a significant market gap and an opportunity to revolutionize rug shopping.

To fill this void, the couple launched their online rug retail business, Miss Amara, in 2014 with $50,000 of their life savings. The brand distinguishes itself by providing photos of their extensive range of rugs in situ, enabling customers to visualize the products in their homes. Additionally, they introduced a first-of-its-kind return service, offering free returns and full refunds if customers were not satisfied. Over the years, their commitment to customer-centricity and innovative marketing led to immense growth, with the company reaching a turnover of $26 million last financial year and operating with a team across Australia and Asia.

A young Australian mother turned her redundancy into an opportunity by building a successful business after recognizing a significant gap in the market. Racquel Ferraro, 30, faced multiple challenges during the pandemic, including losing her job as a travel consultant and navigating motherhood. Identifying a lack of sustainably made and high-quality baby clothes, she launched her brand, Cinnamon Baby, from her home. Fast-forward to 2024, her business thrived, achieving remarkable sales milestones within a short time frame.

Reflecting on her journey, Ms. Ferraro emphasized perseverance as key to her success. Despite early struggles and self-doubt, she pushed through, learning valuable lessons from her experiences. She noted that operating with humility and leaving her ego behind was essential for making sound business decisions. Her community-focused approach has built strong customer relationships, ensuring that clients feel like part of the brand, which has significantly contributed to Cinnamon Baby's growth and development.

Lee Evans Lee founded Mrs Momma Bear to fill the underserved niche of women who wanted clothes that were comfortable, functional, and stylish. Before she ever sat down to sketch a design, she lived the wardrobe gap she now designs for. Switching outfits constantly, she got tired of choosing between comfort and style, and realized there was a problem worth solving not just for herself but for other women juggling multiple roles in a day. This insight is crucial for businesses aiming to address the needs of underserved markets.

One of the best business decisions she made was engaging directly with her customers through trunk shows and fittings to gather in-person feedback. Every piece of feedback was treated as valuable, and her Love Letters collection was born entirely from customer requests. Understanding that a gap in the market often has an emotional component, she aimed to create a brand that empowered women to be confident in their bodies and embrace their femininity. This deep connection to the audience allows businesses to not only fill gaps but create movements that resonate.

Social media content creators are becoming increasingly vital to the popularity and longevity of restaurants. Many restaurant owners are also influencers who leverage their social media presence to attract customers. Public relations agency Belle Communication has developed an influencer insights tool that surveys influencers about trends they observe or want from restaurants. Four operator-influencers shared their experiences regarding how they built their audiences and the impact of their online popularity on their businesses.

Having a social media presence is no longer optional; it’s essential for visibility. Operator-influencers describe their unique journeys. Some began as content creators, while others owned restaurants before developing their online presence. According to the influencers surveyed, their online presence significantly affects their brick-and-mortar business, bringing more guests who are already fans of their content. Content creation requires commitment and investment, but it also creates opportunities for collaboration and business growth. Sharing authentic stories helps forge real-life connections, ultimately enhancing the restaurant's appeal and customer engagement.

Influencer Pia Mance launched Heaven Mayhem in 2022 with $900 to create a website and a collection of vintage pendants, eventually building a successful demi-fine jewellery business valued at $10 million. Known for its viral knot earrings, the brand recently opened a pop-up at Selfridges in London to increase visibility and showcase its offerings. Mance mentioned the rapid growth of her business, despite facing production challenges and a more competitive market post-pandemic. Although expanding her revenue targets seems daunting, she maintains an optimistic outlook for the business's growth this year.

Initially starting as a model and influencer, Mance transitioned to running her own jewellery brand when she recognized the potential for unique designs. Her first few product drops were limited due to sourcing issues, but a serendipitous find of vintage pendants enabled her to realize her vision. The brand now operates primarily through direct-to-consumer sales online, with additional wholesale partnerships. The focus remains on unique accessories that resonate with customers seeking personal expression in their fashion choices. Mance actively explores new designs to maintain engagement and avoid becoming too mainstream, all while trusting her instincts over a formal business plan.

Luxury shoppers are increasingly turning to TikTok to find product reviews, creator videos, and other relevant content that influences their buying decisions. According to a recent report commissioned by TikTok and conducted by AYTM, seven out of ten luxury shoppers have spent over 1,000 pounds (approximately $1,355) on a single fashion item after viewing peer-led content. The findings reveal that more than a third of TikTok users are more likely to discover high-end brands through user-generated content, with nearly a third finding them via creator videos. Among over 3,000 surveyed luxury shoppers from the U.K., U.S., Italy, and France, 26% wait for creators to review products before making a purchase. Furthermore, one-fourth are inspired to buy used items based on TikTok trends, and a third purchase recommended products featured in creator content.

Despite TikTok's growing popularity as a platform for high-end fashion discovery, the immediacy of purchases remains low. Only about 15% of respondents purchased a luxury item directly after seeing it on TikTok. Instead, shoppers tend to save content to revisit when they are prepared to buy. Research indicates that today's luxury purchases are more influenced by proof and peer endorsement rather than polished marketing. While some TikTok users indulge in high-end purchases, the majority spend significantly less, averaging $59 per purchase and $708 annually on the platform. With a declining positive outlook on the economy affecting luxury spending, reports indicate a potential decrease in personal luxury purchases by 2% to 5% in the coming year, though ultra-luxury items are projected to perform well.

Tariffs are affecting consumer sentiment in ways that recall the Great Recession and the early days of the pandemic, according to researcher Gartner. As the state of tariffs remains in flux, analysts warn that marketers need to be prepared to respond to a 'one-two punch' scenario regarding U.S. consumer sentiment. With the economy poised for further bumpiness ahead of the recently extended Aug. 1 deadline for negotiating trade agreements, a consistent message around value and communicating a sense of empathy could be crucial to maintaining brand trust. U.S. shoppers aren’t feeling great in 2025, with 70% making significant changes to their habits, such as cooking more at home or purchasing smaller package sizes of fast-moving goods. While many are adopting savings behaviors typical of recessionary periods, affluent consumers are maintaining a sense of normalcy despite the souring mood. This could change if the ripple effects from tariffs, like price hikes and product shortages, come into sharper focus later in the year.

Gartner recommended that marketers revisit strategies from the Great Recession to prepare for tariff tumult. Feelings of job security are low, especially among young consumers, echoing the aftermath of the 2008 financial crisis. Marketers are encouraged to focus less on outdated media plans and more on brand positioning. Many consumers are aware of U.S. trade policy and show a negative view of tariffs, with pessimism about the economy growing. Such negative sentiment could escalate if store shelves begin to empty, particularly detrimental during critical shopping periods. Marketers must remain consistent in brand messaging, as now is not the time to redefine values amidst changing market dynamics. They need to provide clarity and calm during this period of uncertainty, easing consumer anxiety around potential price changes due to tariffs.

Luxury retailers today face a pressing question: Who is their customer? As the luxury market experiences a downturn, it's clear that catering exclusively to ultra-high-net-worth individuals is insufficient for sustained profitability. This has led to a focus on the aspirational consumer—a demographic that many brands have attempted to attract. However, Mrin Nayak of Boston Consulting Group warns that the aspirational consumer, often financially insecure, represents a limited resource. Brands have expanded their reach, perhaps excessively, trying to connect with these new clients. Nayak asserts that a notable decline in luxury sales is observed among brands with a significant share of aspirational consumers, indicating they are losing ground with younger shoppers who seek engagement but feel disconnected from these brands' offerings.

Gucci exemplifies the challenges facing luxury retailers, having undergone numerous changes yet continuing to falter. In contrast, brands like Hermès have thrived despite minimal marketing efforts, maintaining allure through a strong heritage and crafted exclusivity. Nayak highlights the essential balance between exclusivity and emotional connection with consumers. Luxury brands must engage with modern cultural platforms to resonate with today’s audience while ensuring their heritage and craftsmanship maintain their identity. This has implications for both marketing strategies and product development, as maintaining relevance requires authentic engagement with both aspirational and affluent consumers through experiences that go beyond traditional luxury offerings.

Anne Mahlum, the founder and former CEO of Solidcore, transformed a mere $175,000 in personal savings into a nationwide Pilates fitness chain. In just a decade, she sold the company for $88.4 million to Kohlberg & Company. This impressive feat comes despite the staggering statistic that 81% of fitness studios fail in their first year due to fierce competition and a lack of funding. Prior to her success with Solidcore, Mahlum founded a nonprofit aimed at helping homeless individuals find jobs and housing, which laid the groundwork for her entrepreneurial journey.

Her foray into fitness began after an eye-opening Pilates session during a visit to Los Angeles. Capitalizing on the untapped Pilates market, she dedicated herself to launching Solidcore, investing her entire life savings in the venture. Through strategic marketing and a focus on community engagement, she built a loyal customer base from day one. Despite navigating challenges like a competitive fitness landscape and the COVID-19 pandemic, Mahlum's commitment and innovative approach allowed her to expand to 27 locations. As a woman entrepreneur, she faced unique obstacles but viewed them as opportunities that propelled her towards success.

Among the many challenges retailers face, shipping is a top concern. While large corporations often have the resources to absorb high international shipping costs and delays, smaller direct-to-consumer (DTC) and independent brands struggle with these expenses that impact their profits. Logistics platform Mayple Global believes it has a solution with its new service, Mayple Direct, launched in partnership with Emirates Courier Express. This partnership aims to simplify global shipping for U.S. e-commerce brands by creating an end-to-end solution, utilizing Emirates' global passenger fleet for deliveries to underserved international markets.

Mayple's approach aims to eliminate the complexity faced by smaller brands that often rely on middlemen for international distribution. By centering operations in Dubai, Mayple leverages the city’s extensive free zone network, facilitating easier movement of goods. This model allows U.S. brands to ship packages to customers in regions like the UK at competitive rates while maintaining faster delivery times of around two days. Furthermore, by bypassing traditional shipping processes, Mayple Direct helps U.S. companies navigate changing trade regulations and tariffs effectively. Brands on its platform already ship to over 80 countries, achieving average delivery times of 3.5 days and maintaining a high deliverability rate.

Life's major milestones reshape how we shop. When consumers welcome a baby or purchase their first home, their needs evolve dramatically—from the products they buy to how they make decisions. Amazon Ads helps brands build meaningful connections with consumers during these pivotal moments, creating lasting relationships that extend beyond the milestones themselves. Everyday choices, such as what to grab at the grocery store or which movie to watch after work, gain new significance during major life events like graduating college or buying a first home. These moments transform shopping behaviors, as new parents conduct thorough research on baby-safe products, while first-time homeowners explore options that fit their dream spaces.

Research indicates that 68% of consumers believe life events directly influence their spending habits, with 60% dedicating more time to product research during these transitions. The brand relationships established during these pivotal moments often last long after the initial milestone, offering companies unique opportunities to build lasting loyalty by adapting to the changing needs of consumers. As families prepare for a new baby, they prioritize physical health and family time, often leading to an increase in spending and extensive brand comparisons. This shift creates ripe opportunities for brands to engage expectant parents through targeted advertising, especially as their media consumption increases across platforms like TV and music streaming.

TikTok and Instagram suggest that Gen Z is the forever online generation. However, a new study by YouGov reveals a more nuanced picture. While online shopping is undeniably popular, younger consumers seem to prefer a balance between the digital world and physical stores. In fact, 50% of Gen Z discover new products through friends, family, or colleagues, and 46% find them while browsing in stores. Moreover, 29% notice an item online but choose to purchase it in-store, while 21% do the opposite. This indicates that retailers must embrace an omnichannel approach to meet the demands of this demographic.

While 69% of Gen Z initiate their decision-making process online, 53% still visit physical stores to browse. The findings highlight that digital retail remains crucial as Gen Z predominantly uses social media to search for products (64%) compared to 44% of older Americans. Additionally, 31% of Gen Z prefers email for customer service inquiries, in contrast to 21% of older generations. Ultimately, younger U.S. consumers value the convenience of online shopping, but the overall shopping journey continues to involve multiple platforms, making physical retail an essential component.

Jeff Fenster is the epitome of an entrepreneur. The Everbowl founder lived many lives before he started the acai bowl concept in 2016, launching and selling multiple companies. He saw an opportunity in healthy eating and became passionate about acai bowls. When he discovered that his local Smoothie King franchise was closing, he swiftly signed the lease before even having a brand name or menu. Fenster has guided Everbowl’s growth by creatively solving challenges, including launching his own construction company, WeBuild, to streamline the build-out of new locations. Today, Everbowl boasts 100 locations and has high-profile investors like Jayson Tatum, Drew Brees, and Shaquille O’Neal.

Fenster joined the latest episode of Take-Away with Sam Oches to discuss his approach to scaling businesses in the restaurant industry. He emphasized the importance of being a problem solver, recognizing that competition isn't always from businesses within your category. He shared insights on how streamlining construction processes can facilitate faster growth and the lessons learned from each new restaurant regarding location and real estate. Fenster believes that the opportunities right in front of you can act as catalysts for brand change and that a combination of hard work, determination, and passion can lead to unstoppable success.

Loren Castle did not have a certain career path in mind when she graduated from the University of Southern California in 2006. The then 22-year-old New York City native got a degree in communications and knew she liked health, wellness and business, but she had no idea what she was going to do with her life. Post-graduation, she went back to New York but planned to move to L.A. permanently. However, just months after graduating, Castle was diagnosed with stage 2 Hodgkin's Lymphoma and had to undergo six months of chemotherapy. Depressed, she began seeing a therapist who helped her see the moment as empowering, leading her to make healthier dietary choices. She started experimenting with dessert recipes using whole foods and eventually created what she believed to be the best cookie she had ever tasted.

Nearly 20 years later, Castle is the founder and CEO of Sweet Loren's, which sells vegan, gluten-free, and allergen-free refrigerated cookie dough in various flavors, and has expanded to 35,000 grocery stores nationwide with an estimated gross revenue of $97 million in 2024. After completing her cancer treatment in 2007, Castle worked in different industries while continuing to develop her cookie recipes in her kitchen. She gained recognition in a baking competition, which encouraged her to pursue her passion more seriously, leading to the establishment of her brand and the significant growth of her cookie empire.

As global diamond sales continue to decline, Botswana and De Beers have announced a strategic marketing initiative aimed at reinvigorating consumer interest in natural diamonds. This move comes amid a significant downturn in the market, with natural diamond prices falling by 26% over the past two years and lab-grown diamonds experiencing an even sharper price drop of 74% since 2020.

In response, the two entities have committed to co-investing in marketing efforts designed to protect the long-term value of natural diamonds and restore consumer confidence. The marketing campaign will focus on category marketing and other promotional efforts, agreed upon annually, to bolster the ethical and symbolic value of natural diamonds. De Beers and the Government of Botswana will share the financial responsibility for these initiatives based on their respective shares of Debswana's diamond supply.

The challenges facing the diamond industry have been underscored by De Beers' recent sales figures. In 2024, De Beers' sales of rough diamonds fell for the second time in the year, recording a provisional $315 million—down from $383 million in the previous cycle and a significant drop from $456 million at the same time in 2023. While De Beers attributed the decline to the traditionally quieter summer period, industry experts argue that the results reflect a market that remains under pressure, with demand struggling to recover. Whether this marketing initiative will be enough to counteract broader market trends remains to be seen.

Luxury retailers need to hold on to both heritage and cultural fluency to stay afloat. The question many luxury retailers face today is: Who is the customer? With luxury experiencing a downturn, it's clear that ultra-high-net-worth clients alone are insufficient for maintaining profitability. The aspirational consumer has emerged as a critical demographic that brands are eager to connect with, yet many have overlooked the fact that this group is financially vulnerable to economic changes. According to Mrin Nayak from the Boston Consulting Group, brands have potentially 'over-democratized' their offerings in efforts to attract new clients. Brands that have gained a significant share of aspirational luxury consumers are now seeing the most struggles, indicating a disconnect with younger consumers. Notably, Gucci has faced multiple changes in leadership and creative direction but continues to underperform, while heritage brands like Hermès have managed to keep consumer attention despite minimal marketing efforts. Maintaining a strong sense of exclusivity along with heritage is essential for brand relevance, as Nayak outlines the importance of strategy in this regard. Creating an emotional connection with consumers through cultural platforms is also vital, as brands should navigate the balance between accessibility and exclusivity in marketing strategies. Engaging with contemporary culture is crucial for bridging connections with both aspirational and high-net-worth customers. Retailers are turning to experiences, such as restaurants and hotels, to foster community and enhance consumer loyalty. The core lesson for luxury retailers is to identify their primary customer base and ensure they remain connected with them to avoid losing relevance in a competitive landscape.

Anne Mahlum, the Founder and former CEO of Solidcore, turned $175,000 in personal savings into a national Pilates fitness chain. In 10 years, she sold the company for $88.4 million to private equity firm Kohlberg & Company. This achievement is significant since 81% of health and fitness studios fail in their first year due to competition from larger chains and a lack of capital and brand identity. Mahlum's journey from a waitress in North Dakota to a multimillionaire is extraordinary. In the next few years, her business is projected to generate $50 million in profits from $150 million in revenues. After selling her stake in the company, her estimated net worth reached $100 million. This is especially remarkable for a woman entrepreneur, considering that women founders receive less than 2% of all annual venture capital funding. Solidcore aims to be a unique brand in the crowded fitness market, distinguishing itself with a focus on low-impact workouts that cater to all ages. Mahlum has encountered various challenges throughout her journey, but she has embraced them as opportunities for growth and success. Her commitment to fostering community and empowering others has been critical to the brand's expansion and profitability.

Among the many headaches retailers face, shipping sits near the top of the list. While big corporations often have the resources to absorb high international costs and delays, smaller DTC and independent brands are left footing the bill and feeling it in their margins. Logistics platform Mayple Global thinks it has a fix. Its new service, Mayple Direct, is launching in partnership with Emirates Courier Express, the end-to-end global integrator solution from Emirates. Through the agreement, Mayple will tap into its centralized logistics hub in Dubai, while Emirates will leverage its global passenger fleet to deliver packages to eight underserved international markets. The idea: make global shipping for US e-commerce brands as seamless as sending a package across the country. Ammar Moiz, founder and CEO of Mayple Global, explained that globally, retailers often have to go through middlemen that act as international distributors for them, which while for a “multinational conglomerate” is less of a concern, for a brand with fewer resources, it’s more complex. Mayple is also able to take advantage of Dubai’s extensive free zone network which allows goods to move in and out more easily. Retail news that keeps industry pros in the know Retail Brew delivers the latest retail industry news and insights surrounding marketing, DTC, and e-commerce to keep leaders and decision-makers up to date. Mayple Direct is also beneficial for US-based companies dealing with changing trade regulations and tariffs as it enables them to bypass the process of having a product shipped to the US from a potential manufacturing hub in Asia and then back to a different country again. The model opens up smaller markets that retailers might otherwise ignore. “We’re not expecting a US brand to set up a logistics operation just for the Kenyan market,” Moiz said. “But if you aggregate these smaller countries together, we’ve seen it make a meaningful demand base. It can generate 25%–30% of your international demand.”

Life’s major milestones reshape how we shop. When consumers welcome a baby or purchase their first home, their needs evolve dramatically, from the products they buy to how they make decisions. Amazon Ads helps brands build meaningful connections with consumers during these pivotal moments, creating lasting relationships that extend beyond the milestone itself. Milestone moments transform everyday decisions, making them carry new weight. Instead of reaching for familiar products, new parents dive deep into research about safe baby options and first-time homeowners seek out items worthy of their dream space. This shift in priorities represents more than just changes in routine; it reshapes how people connect with and choose their brands. Data shows that 68% of consumers say life events influence their spending habits, with a significant portion dedicating more time to product research during these transitions. These changes often lead to brand loyalty that lasts long after the initial milestone, presenting opportunities for brands to adapt to evolving consumer needs. From the moment a family knows a baby is coming, it's a time for active preparation—crucial items need to be purchased. Expectant parents are more likely to compare brands during life events as their priorities shift, becoming focused on health and family time. Amazon Ads facilitates brands in reaching over 80% of baby product shoppers during this phase, allowing businesses to connect meaningfully with parents-to-be. Participating in their media consumption patterns provides further chances to engage with consumers during their decision-making process. Brands must deliver the right message at the right time to effectively connect with these consumers during significant life changes. Success lies in understanding consumers’ evolving preferences across diverse media channels, engaging with expert opinions, and leveraging relevant advertising strategies.

A new study by YouGov reveals insights into Gen Z shopping habits, indicating a preference for a blend of online and in-store experiences. While 69% of Gen Z begin their purchasing decisions online, 53% still prefer to browse in physical stores, showing that both platforms hold significant value in their shopping journey. Interestingly, 50% of young consumers discover new products through friends and family, while 46% stumble upon them in stores, highlighting the importance of social interactions in the discovery process.

Moreover, the study shows that 29% of Gen Z individuals spot items online but purchase them in-store, with 21% doing the opposite. This omnichannel behavior indicates that retailers must cater to both online and in-store shopping experiences. Digital retail remains important, with 64% of Gen Z using social media to search for products compared to only 44% of older adults. This insight underscores the evolving landscape of shopping where convenience and accessibility pivot around a variety of platforms, including traditional retail.

Jeff Fenster is the epitome of an entrepreneur. The Everbowl founder lived many lives before he started the acai bowl concept in 2016, launching and selling multiple companies. Then, like a true entrepreneur, he saw an opportunity in healthy eating. Fenster was passionate about acai bowls, and when he discovered that his local Smoothie King franchise was closing, he picked up the phone and called the landlord, signing the lease before he even had a brand name or menu.

Since then, Fenster has guided Everbowl’s growth by creatively solving every challenge that has presented itself along the way. For example, when he grew frustrated with the cost and cumbersome pace of new unit construction, Fenster launched his own construction company, WeBuild, to help streamline the build-out of new Everbowl units. Today, Everbowl has 100 locations open and counts current and former professional athletes like Jayson Tatum, Drew Brees, and Shaquille O’Neal among its investors.

As global diamond sales continue to decline, Botswana and De Beers have announced a strategic marketing initiative aimed at reinvigorating consumer interest in natural diamonds. This move comes amid a significant downturn in the market, with natural diamond prices falling by 26% over the past two years and lab-grown diamonds experiencing an even sharper price drop of 74% since 2020. In response, the two entities have committed to co-investing in marketing efforts designed to protect the long-term value of natural diamonds and restore consumer confidence.

The marketing campaign will focus on category marketing and other promotional efforts, agreed upon annually, to bolster the ethical and symbolic value of natural diamonds. De Beers and the Government of Botswana will share the financial responsibility for these initiatives based on their respective shares of Debswana's diamond supply. The challenges facing the diamond industry have been underscored by De Beers' recent sales figures. In 2024, De Beers' sales of rough diamonds fell for the second time in the year, recording a provisional $315 million—down from $383 million in the previous cycle and a significant drop from $456 million at the same time in 2023. Whether this marketing initiative will be enough to counteract broader market trends remains to be seen, but it represents a clear effort to safeguard an industry that has long been a cornerstone of Botswana's economy and De Beers’ global operations.

The fastest-growing start-up in Europe has been identified and, surprise, it’s a bed-in-a-box company. Tech and reporting companies Ayden and The Next Web (TNW) made the declaration at their fifth annual Tech5 Competition celebration dinner earlier this week. The yearly match-up sees hundreds of brands from the United Kingdom, Netherlands, Germany, France, Spain and Sweden vying to be crowned as the queen supreme of the European start-up world. This year, the winner was Emma, a German-based mattress retailer founded in 2015 as the answer to the bed-in-box trend in the United States. To emerge victorious, Emma, along with all the other businesses that finished in the top ten, had to provide verified growth rate information to Ayden and TNW along with signed affidavits confirming their validity. Once all this information was compiled, it was revealed that the mattress company saw a revenue increase of 14,315%, making it the clear front-runner.

Emma currently features three different mattresses in its line-up: the flagship Emma One, the three-foam-layer Emma Original and the premium Emma Air built with special ventilated technology. These beds, starting out at just €290, are only available in Germany and the UK. Over the past decade, direct-to-consumer bedding companies have seen tremendous growth in the start-up sphere. Some attribute it to the low costs of buying and shipping online, while others credit the transparency of working with a company that makes its own beds. Many believe it reflects a growing awareness of the importance of a good night’s rest. The bed-in-a-box trend has made people more cognizant of how they sleep and how to sleep better, turning their eight hours of sleep into something truly restorative.

Marketers love to surprise and delight, and consumers do too. People are increasingly purchasing items without knowing exactly what product, or which variation of a product, they’re going to get. This year, the blind box phenomenon, which originated in Asian markets, gained significant traction among US consumers, driven by the popularity of keychain Labubu dolls and Sonny Angel figurines. Pop Mart, the brand behind Labubus and other blind-box items, generated 13.88 billion yuan ($1.93 billion) in the first half of this year. MGA Entertainment's blind-box items, like LOL Surprise dolls, have also seen a surge in demand, attributed to nostalgia and the rise of 'kidult' consumers. With adults now having spending power, nostalgia-driven purchases have increased. It's not just toy brands that are embracing this trend; Cava's marketing chief shared their decision to offer blind-box-style plushies with specific meal purchases, showing the versatility of this approach across different industries. Blind boxes not only encourage repeat purchases but also present a unique marketing opportunity to reach diverse demographics. The excitement of unboxing mystery items resonates well in social media, providing brands a chance to create viral marketing campaigns while fostering additional brand awareness online. Consumers enjoy the thrill of surprise akin to the joy of opening gifts during the holidays. Brands with higher price points can utilize blind boxes to attract customers with smaller budgets, while also appealing to collectors. With inflation driving up costs, some see blind boxes as affordable treats, offering value through potential savings. Moreover, the emotional connection and intrigue associated with blind boxes can lead to extensive user-generated content, especially on platforms like TikTok and YouTube. Cava's entry into this space has resulted in organic social media content, thrilling marketers as they witness the genuine customer engagement blind boxes can inspire.

More consumers are seeking dining experiences versus just meals. Tighter budgets are apparently causing more consumers to seek broader experiences while dining out. According to Yelp data analyzing consumer searches from January to March, diners are seeking options that prioritize entertainment and uniqueness. For example, searches for Le Petit Chef were up 509% during Yelp’s timeframe. Le Petit Chef bills itself as 'an immersive dining experience' that combines culinary arts with technology. The concept features 'the world’s smallest chef' — a 6-centimeter-tall, animated Frenchman who is brought to life on diners’ tables using 3D projection technology.

Further, 'hibachi catering' searches jumped by 55%, while searches for 'chef’s table' were up 36%, and 'popup restaurant' searches were up 14%. Medieval Times searches were up 40%. The concept has been around since 1973, featuring a dinner theater experience that transports guests to an 11th-century Medieval feast and tournament. Yelp’s data corroborates some of Technomic’s Top 500 data from 2024, in which concepts such as Cooper’s Hawk, KPOT Korean BBQ & Hot Pot, Kura Sushi, and Puttshack grew their sales significantly faster than the industry average of just above 3%.

These trends also match recent research conducted by hospitality management platform SevenRooms finding that diners have become more selective in their spending, but they’re willing to spend for experiences that feel 'premium and exclusive.' Seventy-four percent of consumers said they will return to a restaurant after a unique experience.

Brands are thinking out of the (blind) box. Caliber is reimagining how stories are created, shared, and valued by meeting audiences on their terms, in their tone, and on their time. Using insights from its own success on social media, Caliber simplifies social to move brands forward— making work that works. Marketers love to “surprise and delight.” So do consumers. People are increasingly purchasing items without knowing exactly what product, or which variation of a product, they’re going to get. This year, the phenomenon of blind boxes, or mystery boxes, which originated in Asian markets, took off with US consumers amid the growing popularity of keychain Labubu dolls and Sonny Angel figurines. Pop Mart, the brand behind Labubus and other blind-box brands, made 13.88 billion yuan ($1.93 billion) in the first half of this year alone. MGA Entertainment sells blind-box items like LOL Surprise dolls, which first launched in 2016, and CMO Josh Hackbarth said the company is seeing a current “burst” in demand, which he credits in part to nostalgia and to the rise of the “kidult” consumer. “A lot of the kids that grew up with our products and maybe some similar surprise unboxing ones now have adult money,” Hackbarth told us. It’s not just toy brands getting in on the trend. Andy Rebhun, chief marketing and experience officer of fast-casual chain Cava, told us the brand decided to give out blind-box-style pita-chip plushies with the purchase of its Hot Harissa Meal earlier this month after seeing the social media fervor for Pop Mart items. “The team decided to lean in and place a bet,” Rebhun said. “Sure enough, it was a really good bet for this moment in culture.” For brands of all kinds, blind boxes can serve to encourage repeat purchases while presenting a marketing opportunity to reach customers of different ages and budgets. Beyond that, the excitement around unboxing mystery items is ripe for social, giving brands a chance to go viral and generate additional brand awareness online. Small cost, big reward? If there’s one thing that unites people of all ages, it’s a love of opening presents. “Consumers really like the element of surprise and not knowing,” Rebhun said. “It’s like when you think about the holiday time when people unwrap a gift, it usually evokes a feeling of excitement and joy.” While LOL Surprise’s main demographic is kids, Hackbarth said the brand has seen more interest from adults, especially among collector audiences, as it’s released lines with throwback IP, like the Powerpuff Girls and Care Bears. Blind boxes can also provide an opportunity for brands with higher price points to reach customers with smaller budgets. Athleisure brand Set Active, streetwear brand Madhappy, and cookware brand Le Creuset are among the retailers that have used mystery boxes to help clear out inventory at lower price points, and luxury liquidation brands like Heat and Scarce sell mystery boxes filled with off-season, luxury fashion items at a discount. “[It’s] a very covert, easy way to get [product] out the door,” Noah Eisemann, global managing director of social and influencer at VML, told us. As inflation and tariffs push up the prices of many everyday products, some consumers may view blind boxes as mini-luxuries or affordable treats, Eisemann said. The Le Creuset Factory to Table sale, for instance, offers consumers the chance to buy a mystery box that costs $50 and promises up to $350 worth of products. LOL Surprise dolls encourage repeat purchases through a collect-them-all strategy, which sometimes involves interconnecting toys to crack a code or unlock a certain power once a set is complete. However, there are also benefits for brands that lean into the scarcity mindset to drum up product interest. For its activation, Cava set a limit of one plushie per customer across the US, Rebhun said—although he did hear of some people going back for seconds. “We appreciate that excitement,” he said. Show and tell. Whether it’s unboxing a Labubu doll or a Le Creuset mystery box, the widespread interest and emotional intrigue of a blind box is ripe for user-generated content. Unboxing content has long thrived on YouTube, with 10- to 15-minute-long episodes showing off every item detail, but in the last couple of years, Hackbarth has observed an explosion of shorter and snappier creator-led unboxing videos on platforms like TikTok and YouTube Shorts. The #BlindBox tag on TikTok alone has more than 1.3 million posts, and some creators on the platform have built enormous followings from posting unboxing content. “People want to tell others and show others what they’ve got and create that shared experience,” Hackbarth said. The influx of social content that comes from blind boxes is what inspired Cava to venture into the space, Rebhun said. In a private Instagram channel with brand superfans, Cava prompted members to share pictures of their plushies once secured, but he said most of the plushie content online has been organic, he said. “They created videos, they did Instagram static posts,” Rebhun said. “It’s really a pleasure to see that type of reaction to something like this because it’s everything that marketers and brands would want.” MGA partners with creators to produce unboxing videos, Hackbarth said, and that content has generated hundreds of millions of views, both paid and organic. ASMR-style videos, he noted, are particularly appealing to some viewers. The company is also experimenting with eventized, live unboxings, which are teased ahead of time to help build excitement and reach both kids and kidults alike. That all can add to the dopamine hit of the surprise, which users can experience secondhand through the screen. “It’s that thrill of the chase,” Hackbarth said.

Sara Schiller and Karen Robinovitz, co-founders and co-CEOs of The Sloomoo Institute, discovered the joy of slime in 2018 when Robinovitz experienced a moment of relief after a year filled with loss. This led them to explore a niche that combines sensory experiences with business. They co-created The Sloomoo Institute, an interactive slime experience that features locations across major cities, offering activities beyond just playing with slime. Visitors can engage in customizable slime stations, ASMR rooms, and enjoy immersive environments for emotional connections and sensory stimulation. With ticket prices averaging $34, they have reportedly made significant earnings through ticket sales, while slime sales also contribute to their revenue stream. Their first locations generated substantial revenue in 2023 and they maintain plans for further expansion, focusing on creating memorable experiences. The journey started at Schiller's home, where both co-founders found solace and inspiration. Together, they attended slime conferences, developed their slime recipes, and successfully launched their first location amidst overwhelming community interest. Despite challenges like the pandemic, Sloomoo adapted by selling slime online and offering virtual experiences. The founders emphasize the emotional impact of their venture, aiming to provide unique, meaningful experiences for their visitors.

There are few things more humbling than standing over a bed of live coals trying to coax a skewer into something succulent, rather than shameful. Safe to say: barbecue brings out the best intentions and the worst results, yet Honey & Co, the grill-focused restaurant group from Sarit Packer and Itamar Srulovich, found that gap between aspiration and reality and turned it into a masterclass. At their Fitzrovia site, Honey & Smoke, guests of their newly-launched BBQ masterclass are handed skewers, guided to the grill, and asked to do what most of us usually get wrong: cook meat over live flame with confidence. And, in doing so, make an arguably perfect business case for experiential dining at a time when restaurants are searching for revenue beyond dinner service.

Here is the model, smouldering in front of you—an experience that is intimate, instructive and, crucially, scalable. Packer and Srulovich aren’t dilettantes, either. Over the past decade they’ve built one of London’s most recognisable restaurant brands. Honey & Co., their original Fitzrovia café, became a cult name on the strength of feta and honey cheesecakes, fragrant Israeli stews, and a warmth of hospitality that felt imported from a different dining era. Honey & Spice, their deli, expanded the reach. Honey & Smoke, the bigger sibling on Great Portland Street, gave them a stage for the grill cooking of their childhoods. Cookbooks and supper clubs extended the brand still further, making a masterclass their natural continuation. All at once: exceptional food served with education, story, and revenue.

In 2015, Katerina Markov Schneider was newly pregnant and on the hunt for the right prenatal vitamin. There were plenty of options available on the market, but none that met her standards. She found most of them to have high levels of heavy metals and too many artificial ingredients. Schneider decided to take things into her own hands. "I knew we all deserved better, including myself," she tells CNBC Make It. "And this passion to set a new standard in this supplement industry took over." Schneider quit her job as a venture partner at Atom Factory, an entertainment company, to start Ritual. Less than 10 years later, the supplement brand has expanded far beyond prenatal vitamins and sold over 25 million bottles of supplements for daily health, better sleep, stress relief and more. In 2024, Ritual brought in more than $250 million in gross revenue. But the 39-year-old founder and CEO says building a business centered around women's health wasn't easy: "[It] was so underfunded and understudied." Here's how Schneider weathered the many "no's" she got from investors early on, stayed dedicated to changing the supplement industry and built a successful business.

Schneider's parents immigrated to the United States from Ukraine when she was around four years old. She says they've always had a holistic approach to health and wellness. "My parents were the ultimate skeptics," she says. "So, anything they were reading or anything that was in front of us, there was ultimate skepticism." In 2004, when Schneider was studying at Brown University, her mother was diagnosed with breast cancer. "It was such a dark moment in my life," she says. At the time, Schneider's mother opted out of conventional treatment like chemotherapy and radiation, and sought out care from a naturopath who gave her holistic supplements and suggested following a diet based on her blood type. Now, more than 20 years since her diagnosis, Schneider's mother is well, but does monitor her condition with a physician. Schneider says she was always influenced by her parents' approach to wellness, but it was a new chapter in her life that helped determine her own.

H&R Block is uniting its social creative and media duties under one roof through an expanded relationship with agency VaynerMedia. The tax-preparation firm is trying to push past solely being associated with tax season to position itself as a provider of trusted financial advice year-round. It is also trying to account for changes in consumer behavior while streamlining marketing decision-making. The initiative is spearheaded by H&R Block Chief Marketing and Experience Officer Jill Cress, who is applying a 'fail fast, learn fast' ethos that runs counter to traditional tax-season marketing.

Social-first marketing continues to pick up steam as legacy brands race to modernize their approach. Social ad spending has climbed steadily over time, but the H&R Block news is the latest signal that more organizations — including those in conventionally staid categories — are enacting bolder moves to orient their strategy around a channel that is essential for connecting with younger consumers and requires an always-on mindset compared to traditional ad campaigns. The deeper relationship with VaynerMedia comes as the firm tries to shed an image largely tied to tax season, which only occupies a few months of the year. The brand hopes VaynerMedia can help it push the envelope and pivot in real time to capture relevant discussions, an embrace of risk in a typically conservative field.

David Niles will go to great lengths, or depths, to save food from going to waste: Sometimes, the 63-year-old goes dumpster diving near his home in Brooklyn, New York. The far more sanitary digital version, Niles says, is an app called Too Good To Go, where retailers like restaurants and bakeries sell "surprise bags" of leftover food at discounted prices, usually between $3.99 to $9.99 apiece in the U.S. He has spent nearly $10,000 to pick up almost 2,000 surprise bags on his bicycle over the past four years. Too Good To Go, a Copenhagen-based company founded in 2015, brought in just under $162 million in revenue in U.S. dollars last year, according to documents reviewed by CNBC Make It — primarily by taking a cut of each surprise bag purchase and collecting annual membership fees from retailers. In the U.S., the company typically takes $1.79 per bag and charges an annual membership fee of $89. Publicly, Too Good To Go's mission is to help reduce global food waste, a problem that costs the world $1 trillion per year. The company has yet to enjoy a profitable year, instead reinvesting its cash flow into expanding geographically, adding new retailers to its app, and acquiring other startups. "We do want to run a profitable company," says CEO Mette Lykke, who notes that her business earned $8 million last year before subtracting one-time costs. "If we really wanted to, we could go more hardcore for profitability. But again, it’s not really why we’re here," she adds. Too Good To Go was originally founded by a group of five Danish entrepreneurs: Thomas Bjørn, Stian Olesen, Klaus Bagge Pedersen, Brian Christensen, and Adam Sigbrand. Lykke joined its first funding round in 2016 as an angel investor and later became its CEO. One of her first acts was to examine the startup's finances, which were in poor shape, leading her to reconsider the role. Lykke’s first step toward growth was a contraction, shutting down operations in four of the 10 countries it had expanded to too quickly without a solid business model. Since then, Lykke re-expanded the company to include grocery services, software for food retailers, and presently 100 million users across 19 countries. The app arrived in the U.S. in 2020 and now hosts retailers in 33 U.S. metro areas. Retailers don’t profit hugely from Too Good To Go sales, but some income is better than throwing their extra food away, and many users have become regular customers. Critics worry about the app's potential to falsely represent environmental responsibility, but estimates suggest that if every retailer used similar markdown mechanisms, they could save one million tons of food annually. A profitable, eco-friendly approach cannot guarantee Too Good To Go's future, as retailers might establish similar programs, but Lykke remains confident in the business model, emphasizing execution as key to success.

The Estée Lauder Companies-owned Canadian cosmetics brand MAC recently launched its Studio Fix cushion foundation in China. Dubbed the 24h “King of Coverage,” the foundation comes in premium black packaging. Perhaps based on the visual similarity, MAC unveiled its first collaboration with Shanghai’s premium bakery brand FASCINO. The main draw is FASCINO’s iconic “Black Blueberry Cream Cheese Bagel.” The round black shape not only resembles a blueberry but also the MAC foundation. The other reason for the collaboration is that the two products will form an “8 AM alliance” because both can be part of your morning routine.

The collaboration is called “Flawless Beginning.” There is also a Black Blueberry Custard Croissant and, of course, exclusive paper bags. In the meantime, MAC also released special co-branded beauty blenders in the shape of sourdough bread and a baguette for the campaign. MAC and FASCINO launched two pop-up beauty and bakery stores, one in Shanghai and one in Hangzhou, called the “Flawless Beauty Flagship.” The collaboration taps into China’s recent obsession with premium bakeries. The morning routine angle also speaks to young professionals craving emotional value.

Remember when brand loyalty was the thing? You bought your Colgate, drank your Milo, pumped your petrol at Shell and stayed true like a loyal spouse. Your mum used the same detergent for 20 years. Your dad only trusted one tyre shop, rain or shine. Now? Welcome to the Tinderfication of Malaysian consumerism — where every brand is just one swipe (or scroll) away from being replaced. Whether it’s Shopee, Lazada, TNG, or even your telco provider, Malaysians are jumping ship faster than you can say “voucher code.” The question is: why? And more painfully: are brands to blame?

Let’s get one thing straight: price still rules. Malaysians are practical, savvy, and slightly obsessed with value. Throw in free shipping, cashbacks, and an RM8 voucher? You’ve got yourself a customer — for this transaction. But will they come back? Only if you give them another voucher. It’s not loyalty. It’s a situationship. Consumers are no longer wooed by heritage or “Made Since 1954” claims. They want speed, savings, and maybe a bit of TikTok sass. If you can’t offer that, someone else will — by the next mega sale.

Before we shame consumers for being fickle, let’s look in the mirror. Who trained them to behave this way? It was the brands — dangling daily deals, shouting “Last Chance!” every other week, rewarding only new users and ignoring the loyal ones. Like dating someone who only surprises you in the honeymoon phase, then ghosts you till the next birthday. Loyalty died not because consumers changed but because brands stopped investing in relationships.

Avriio is rapidly making its mark across the UK and Europe, showcasing outstanding performance, remarkable consistency, and undeniable strength. From the outset, the brand set forth with a crystal-clear vision – to introduce innovative designs that redefine industry standards while maintaining a steadfast customer-first approach. This dedication to excellence has allowed Avriio to carve out a distinctive position in the market, gaining traction among consumers who appreciate cutting-edge aesthetics, superior craftsmanship, and an unparalleled user experience.

One of the key drivers behind Avriio’s successful launch has been its ability to navigate the complexities of diverse market dynamics. In an industry where trends evolve rapidly, Avriio has demonstrated an exceptional capacity to adapt, ensuring that its offerings remain not only relevant but also ahead of the curve. While adaptability is crucial, the brand’s unwavering commitment to top-tier quality has been equally instrumental in setting it apart from the competition. Every product introduced under the Avriio name reflects meticulous attention to detail, a pursuit of perfection, and a relentless drive to exceed customer expectations.

As the company continues to expand its reach and influence, the momentum gained so far serves as the bedrock for even greater achievements. Avriio is not just a fleeting trend – it is a brand built on a foundation of innovation, dedication and trust. Moving forward, the company remains fully committed to maintaining its upward trajectory, continuously pushing boundaries, and delivering products that inspire and captivate. With an exceptional team behind its success and a loyal customer base that continues to grow, the future holds limitless opportunities for Avriio. This is just the beginning of an exciting journey.

A food manufacturer says putting gravy in beer cans helped them expand from a kitchen to supermarket shelves. Potts, which has been operating in Swindon, Wiltshire, since 2007, adopted a strategy of packaging their stocks and sauces in beer-style cans in 2019. Ian Butt, one of Potts' founders, told BBC Radio 4's You and Yours programme growth had improved significantly since introducing the novel packaging - a phenomenon now being referred to as 'chaos packaging'. 'We always wanted to increase our recyclability and traditionally, products like ours are sold in plastic pouches or glass jars,' he said. 'The supermarkets are delighted. Our buyers want to help push sustainability, so it's been a good opportunity for us to challenge the current format.' Potts' gravies and cooking sauces are now stocked in all major supermarkets. They sell about 2.5m cans of gravy annually, with canned products on a whole representing about half of their business. Mr Butt said Potts was inspired by creativity in the craft beer market. 'There was a huge rise of interesting craft beer cans. That product was always stored in brown bottles with labels,' he said. 'We thought, because we make liquid products, that there must be a way to make this packaging method work.' The idea did not come without obstacles, though. Mr Butt said they quickly discovered issues with packaging thicker, liquid food products in cans. 'We had to develop a bespoke method to dispense our stocks and sauces into cans,' he said. 'The process is a world-first, as far as we are aware.' The strategy of putting a product in packaging consumers would not typically expect has been labelled 'chaos packaging'. The term was coined by California-based marketing consultant Michael Miraflor on X earlier this year, who said the technique spanned a range of industries. 'New brands are disrupting their categories by using unexpected packaging,' Mr Miraflor told the BBC. 'Savvy brands and their founders have found ways to leverage interesting and delightful, or sometimes confusing and chaotic packaging that can earn free media in the industry. That's, basically, impressions on social media. It gives consumers something to talk about and share at a relatively low cost.' Around the world, other brands are also selling their products in 'chaos packaging'. Moschino sells a perfume in a bottle mimicking a cleaning product, and an American company sells sunscreen in a bottle which looks like a can of whipped cream. Potts, when asked whether the packaging caused confusion among shoppers, said any confusion often worked in their favour by making chaos packaged products stand out from others. 'When shoppers look at it they often do a double-take and wonder if it's beer or a beverage,' he said. 'We're really lucky as we've had a few viral posts about the gravy. We have this world-first packaging, which helps drive a lot of interest without having to utilise the same size budget as the big boys.' Mr Butt said Potts now planned to expand their Swindon-based business by pushing into overseas markets. 'We're talking to major retailers in Europe, the US and Australia. There's a big focus on that now.'

Growing up with allergies to peanuts and other nuts, Amanda Sichon struggled with severe eczema her whole life—and was told to get steroid injections every two weeks. Fed up, she experimented with creating an organic skincare regime—and cured the problem in three days. “I was not okay with being on steroids my entire life,” she says. Sichon didn’t know that those challenges would lead to opportunity. After getting her BA in chemistry at New York University and an MS in cosmetic chemistry at Fairleigh Dickinson University, she became a technical manager at the Swiss fragrance company Givaudan. There, she met Seda Bilginer, a sales executive who had studied chemistry at Rutgers University. Besides their shared interest in fragrance and natural products, they discovered common bond: Both were first-generation Americans. Bilginer’s parents were immigrants from Turkey, where she had spent summers at her grandparents’ farm. Sichon’s parents had immigrated from the Philippines. They had soon come together and dreamed up Esas, a fine organic fragrance company based in Franklin Lakes, N.J. The company, staffed by the founders and three part-time employees, brings in seven-figure revenue, selling its fragrances online and through several boutiques. It has raised a total of about $2 million from investors including friends and family and the venture capital firm Crescent Ridge Partners, based in San Diego, after participating in an accelerator run by Ad Astra Ventures, in which Crescent Ridge is a partner.

“As a fund led by first-generation and immigrant women investors, supporting women founders who share that journey is deeply meaningful to us,” said Maria Gonzalez-Blanch, managing partner at Crescent Ridge, in a statement. “Amanda and Seda’s story is the American dream: using grit, expertise, and vision to transform an industry and make it better for all of us.” The brand’s unique formulations initially attracted the attention of the fund, according to Gonzalez-Blanch, who noted it was the first in the world to achieve the MADE SAFE certification — “a nearly impossible standard for this industry.” The certification process screens products for more than 15,000 banned and restricted substances before deeming them safe for human beings and the environment. “Fragrance touches our lives every day, yet most of it is made from undisclosed, petroleum-based chemicals,” Gonzalez-Blanch said. “Esas is rewriting that story with transparency, safety, and true luxury.” At a time that about one-third of the population in countries such as the U.S., the U.K., Australia, and Sweden is sensitive to fragranced consumer products, Esas is part of a very small but expanding industry. The global natural fragrances market, estimated at $16.7 million in 2024, is expected to grow to $21.6 million by 2033, with a compound annual growth rate of 2.9%, according to the research firm Market Growth Reports. The biggest categories are fruit-, flower- and spice-derived fragrances.

Esas’ founders have had to navigate many challenges since they began their early work on the company in 2017, financing it through their salaries. They went out on their own by 2020. Starting out selling “Kolonya”—moisturizing, scented hand cleaners made with hyaluronic acid—they eventually branched out to synthetic-free, all-natural scents made from botanicals, such as “Sweet Cream & Vanilla” and “Sandalwood and Citrus.” Besides perfumes, they make deodorant body sprays, room sprays and candles. Given the cost of the ingredients, these sell for more than traditional products. For instance, the deodorant body spray is $45 for 1.7 ounces. Esas markets the brand on social media, through influencers and on the company’s website, which includes a glossary of ingredients, such as grape leaf tincture from a local vineyard and Bok-choy derived chlorophyll, sourced from vertical farms. Although the founders worked in the perfume industry in corporate America, making perfumes themselves required them to start from scratch. “We had to figure out ourselves how to do everything, from raw-material sourcing to formulation to production to manufacturing to branding to reaching out to influencers,” says Bilginer. Given that they were using very different ingredients from the traditional fragrance industry, they also had to come up with their own processes.

As the company has grown, one big question they have had to address is which fragrances customers will like—a challenge given that scent is often a mood-based purchase. “The short answer is you don’t really know—there is no perfect formula,” says Bilginer. They test their concoctions with friends and family as well as with the public in places like Washington Square Park in New York City. They self-financed the business initially, a challenge given that they need to safety-test each product in a laboratory. So, as the brand picked up traction, they raised capital. “I don’t think anyone can prepare you for the financial limitations you’re going to experience when you start your own business,” says Bilginer. To keep costs down, the founders currently run the company very lean, with three part-time employees and contractors. They keep their team lean by outsourcing work such as digital marketing. They rely on a fulfillment center about an hour from their headquarters and a shipping company in Florida to get products to customers. All of this is a lot of work, but one big reward, says Sichon, is the feedback they get from fans who had sworn off perfumes because of sensitivities. “We have customers who are amazed they can wear fragrances again,” says Sichon. Gonzalez-Blanch anticipates the fragrance industry will start paying attention. “Just like organic food reshaped what we eat, I believe safe fragrance can and should become the new industry standard,” she said. “Amanda and Seda are doing what the industry said was impossible, creating clean fragrances that are safe, lasting, and beautiful. That kind of authentic innovation is exactly what we love to back.

RXBar and Hidden Valley are seeing a marketing opportunity amid the chaos of summer travel. The packaged foods brands are running separate promotions to help consumers cope with the financial burdens associated with flight cancellations and delays during a hectic travel season. RXBar is offering a $500 prepaid gift card for those whose travel plans have been disrupted, while Hidden Valley Ranch is covering checked bag fees for fans who capture their dressing on Instagram. These initiatives respond to growing consumer frustrations with travel issues this summer. U.S. airports have faced numerous challenges, including technical glitches and inclement weather, affecting customer satisfaction. RXBar is engaging consumers with the chance to receive its gift card by submitting personal information about their disrupted travel plans. The campaign aligns with RXBar's message of simplicity and transparency. Hidden Valley Ranch is also looking to ease consumer pain by addressing airport security limits on liquids and encouraging social media engagement to win a prepaid gift card. These strategies aim to foster brand loyalty during a turbulent travel season.

While some gifts keep on giving, others, as certain brands have learned, can keep on taking. Extravagant influencer trips, like Tarte’s ventures to Bora Bora and Dubai, and large-scale influencer offerings, like Poppi’s decision to loan vending machines to creators ahead of the Super Bowl, have prompted consumer backlash, causing some brand marketers to reevaluate whether big-name creators are the best recipients for lavish gifts or trips. As a result, some brands, including beauty brand Cocokind and beverage brand Vita Coco, have turned their attention to customers with community-oriented getaways and giveaways.

Last year, hydration packets brand Waterboy and makeup brand Refy took customers on trips to Mexico and Spain, respectively, and in January, Cocokind took seven customers on a trip to Napa Valley. “We found ourselves having these conversations around our [influencer] mailers and other costs and expenses while simultaneously seeing all these conversations happening around influencer trips,” Maria Maciejowski, Cocokind’s CMO, told us. “We decided to redirect the budget and create this unforgettable experience for people who’ve supported us the most over the years.” Based on the success of the initial trip, Cocokind is planning to bring a different group of customers on a trip in June, Maciejowski said. “At the end of the day, those are the people who are showing up for you every single day. They deserve equal, if not more, recognition than people who have a platform.”

For its first and second trips, Cocokind encouraged customers who regularly purchase, review, or share products to apply, regardless of their follower count. “It really wasn’t about their social presence,” Maciejowski said. “It was about seeing their authenticity and enthusiasm for the brand.” Those who were selected received a call from Cocokind’s founder and CEO, Priscilla Tsai, who picked them up from the airport and provided gifts like hand-packed lunches and necklaces once in Napa. “She was just so eager to spend as much time with them as possible,” Maciejowski said. “It really is about the connection and the one-to-one.” Attendees received released and unreleased Cocokind products and spent time with the brand’s VP of product development, who gathered feedback and insights on product features like texture and fragrance, Maciejowski said. The trip was tied to the release of the brand’s Electrolyte Water Cream moisturizer and allowed the brand to not only treat some of its most loyal customers, but also hear their insights. Cocokind used social media to promote the trip, posting content like room reactions and notes from a product concept brainstorm, which Maciejowski said was a way to show other customers that the brand values their input. Cocokind’s social team also made a point to distance itself from flashier marketing tactics, noting in posts that no yachts, caviar, or private jets were involved.

Ashley Tyrner-Dolce, founder and CEO of FarmboxRx, knows what it’s like to struggle to afford healthy food for her family. A little over a decade ago, she was a single mom relying on food stamps and Medicaid. Now, Tyrner-Dolce is the founder and CEO of FarmboxRx, which aims to deliver healthy foods to low-income Americans in food deserts through their health insurance plans. The subscription-based business brought in roughly $55 million in annual revenue as recently as 2023, according to a company spokesperson. FarmboxRx is free of cost for its users: Medicare, Medicaid, and other insurance providers pay for the grocery deliveries, as a means of preventative health care. The company became profitable in 2022, and currently partners with more than 80 different health plans, says Tyrner-Dolce, 41. In 2011, Tyrner-Dolce and her newborn daughter moved to New York from Arizona looking to start fresh. Living in the Big Apple wasn’t glamorous: She crashed with friends, relied on government assistance for food and lugged her groceries through the subways, she says. She landed a role as a business manager in the fashion industry and got off food stamps — now known in New York as Supplemental Nutrition Assistance Program (SNAP) benefits — a year later at age 25. Her living situation improved over the next few years, but her trips to the grocery store never did. Finding affordable, healthy food was difficult, as was hauling heavy bags home on her own. In 2014, she left her corporate job to launch FarmboxRx. She used three years’ worth of savings — about $80,000 originally meant to go toward buying a house, she says — to cover startup costs like branding and marketing, a warehouse, and legal fees. She cut down on her personal expenses, moving into a small, one-bedroom apartment with her daughter while reselling toys on eBay to bring in additional cash. Initially, FarmboxRx was a direct-to-consumer service: Customers subscribed and received fresh produce on their doorsteps. Tyrner-Dolce wanted to find a way for health plans to help pay for the food, but investors didn’t share her vision at first, she says. "Every VC wanted to turn us into a meal kit," says Tyrner-Dolce. But "I don’t take no for an answer. I like to say I’m a rhino. I can’t ever turn around and look back. I have to just charge forward." FarmboxRx reportedly reached $1 million in annual revenue in 2019, off those produce subscriptions. That money largely covered the business’ expenses, leaving comparatively little for payroll, including Tyrner-Dolce’s own salary, she says. But she learned something important that year: Some Medicare and Medicaid users could access discounted and free produce as part of their health plans. Tyrner-Dolce reached out to "80 to 100 health plans," hoping to land a partnership, she says. She struck up one with Vibra Health Plan, owned by Blue Cross Blue Shield, in 2020. Two years later, FarmboxRx had enough health plan partners to completely leave the direct-to-consumer market. "That’s when we became profitable," says Tyrner-Dolce, adding that her company still hasn’t taken any external funding. FarmboxRx isn’t the only business with a similar idea. Companies like Mom’s Meals and Performance Kitchen similarly sell meal kits online through health plans, and the global healthy food market is expected to reach over $890 billion this year, says a Future Market Insights report. Major retailers like Instacart, Uber Eats, Kroger, and Walmart offer nutrition-based food programs, partnerships, or grocery stipends. And the online grocery industry is projected to grow by $1.2 trillion between 2024 and 2028, according to market research company Technavio. Tyrner-Dolce says she’s confident she can keep growing her business amid increased competition. On March 18, FarmboxRx announced a social needs platform called Driver’s Health that offers a broader swath of resources and in-home delivery items, meant for other wellness-related struggles like housing and transportation. "Tackling diet-related disease is about education, affordability, and access," says Tyrner-Dolce. "You have to bring many prongs together to solve this issue." This story has been updated to reflect that FarmboxRx brought in roughly $55 million in annual revenue in 2023, according to a company spokesperson.

Fast-growing digital-first sofa brand Sofa Club says it is "rewriting the rules of furniture marketing, one scroll at a time" through short-form video, expert insight, and a focus on "real people and culture".

While traditional retailers cling to catalogues and slow-moving seasonal campaigns, Sofa Club is taking a bold, culture-driven approach, using TikTok, influencer partnerships, behind-the-scenes content, and digital PR to become a stand-out name in a crowded industry. Indeed, Sofa Club appears to have fully embraced the 'TikTokification' of marketing in an attempt to turn brand storytelling into digestible, engaging content that entertains and builds trust. From styling tips and sofa unboxings to team interviews and behind-the-scenes glimpses of HQ life, Sofa Club’s strategy isn’t just about selling products – it’s about humanising the brand and creating meaningful touchpoints with its audience. Brand director Olivia Smith comments: “We’ve never seen ourselves as just a furniture company. We’re a content brand, a culture brand, and social media gives us the tools to tell our story in a way that’s relevant, real, and ridiculously engaging.”

Cambridge-based PeroCycle, an industrial decarbonisation startup advancing closed-loop carbon recycling for steelmaking, has just announced a €4.5 million seed funding round to fund its pilot deployment and accelerate commercial growth. Investors include Cambridge Future Tech and Anglo American. "PeroCycle can reshape one of the world’s most emissions-intensive sectors. Its technology stands out for its ability to cut carbon emissions from existing steelmaking infrastructure – a rare combination. I’m thrilled to join at this pivotal stage," said CEO Grant Budge. Founded in 2024, PeroCycle is an industrial decarbonisation company transforming how heavy industries manage carbon emissions. By converting carbon dioxide into carbon monoxide during production, PeroCycle enables a circular carbon pathway that allegedly reduces reliance on fossil feedstocks. Using a perovskite-based catalyst and proprietary process and reactor system, it converts carbon dioxide into carbon monoxide, providing a closed-carbon-loop approach to deep decarbonisation within the steelmaking process.

PeroCycle is built on research by Professor Yulong Ding and Dr Harriet Kildahl. The company was spun out by the University of Birmingham and Cambridge Future Tech, a DeepTech venture builder and early investor, in collaboration with Anglo American to commercialise its novel carbon recycling technology. This announcement coincides with the appointment of Grant Budge as CEO. Grant brings 30 years of experience leading carbon capture projects and advising on decarbonisation across energy and heavy industry. He has raised public and private funding and led delivery of large-scale CCS infrastructure. His appointment signals a new phase of commercial growth for PeroCycle as it advances towards pilot-scale deployment.

The powdered green tea is appearing in a growing number of drinks and desserts. Matcha — bitter, grassy, and gritty — doesn’t stand out as an obvious candidate for a trending ingredient, but many customers have taken a shine to it for its health halo as well as the vibrant green color that makes it pop visually. The Japanese powdered tea, milled from dried premium tea leaves, is traditionally drunk hot and unsweetened, but these days it’s often mixed with different flavors and frequently consumed cold. It’s also used as an ingredient in desserts. “Our most popular matcha drinks are often indulgent, fun, and visually appealing,” said The Human Bean’s chief marketing officer, Janie Page. “Our customers really enjoy adding fruity flavors like peach and strawberry, and sweet flavors like vanilla and white chocolate.” In March, the chain introduced a lavender cold foam matcha, which incorporated the herb into the foam. “Matcha has become an increasingly important part of our beverage lineup,” she added. “Sales of matcha-based drinks at The Human Bean have grown by approximately 50% year-over-year, underscoring its strong momentum with our customer base.” Technomic Ignite data reports that mentions of matcha on menus increased by 21.6% between the first quarters of 2024 and 2025, with notable growth in nonalcoholic beverages and desserts. The Matcha Croissant at High Street in Philadelphia features an unusual shape and color, appealing to young and middle-aged adults who lean towards healthier, more adventurous choices. Matcha is considered good for you, offering antioxidants and caffeine, yet its rising popularity has caused prices to spike. Despite this, matcha pastries continue to sell out fast, indicating a strong demand among health-conscious consumers.

The 2014 hit-and-run that put a dent in Lloyd Ortuoste's 2003 Subaru WRX only caused around $1,500 in damage, but it changed his life forever. The car was Ortuoste's first big purchase as a 20-something. He loved its turbocharged engine and bright yellow paint job. He knew he wanted to get it fixed, but the person who sideswiped him didn't leave their insurance information, and the cost of the repairs was equivalent to nearly a month's pay at the time. To fund the repairs, Ortuoste got creative. He decided to sell his homemade banana pudding — already a hit with his friends — in an effort to raise the money he needed. He and his now wife Trisha Villanueva started the "Baonanas" hashtag on Instagram and quickly saw orders start to pour in. The pair realized that what was originally meant to just help them pull together a few thousand dollars had the potential to be a full business in its own right. After making enough money to repair the Subaru, Ortuoste kept going. In the decade that followed, Baonanas blossomed into a viral hit. At its peak, Baonanas boasted three brick-and-mortar locations plus a thriving wholesale and catering business. These days, Baonanas' menu features dozens of flavors ranging from classic banana pudding to more creative offerings like ube, s'mores and lychee rose. The business brings in roughly $450,000 per year from its Jersey City outpost and robust catering and wholesale operations. Ortuoste still drives his more than 20-year-old Subaru, but he's thankful to have been on the receiving end of that fateful hit-and-run. "I always say he's a silent partner, whoever hit my car," he says. "If I could meet them today, I'd owe them a lot of hugs."

Oysters are gaining popularity due to several current food trends. They are high in protein and micronutrients, environmentally friendly, an accessible luxury, and they come with intriguing stories. Bilen Gaga, co-owner of Selune, a natural wine and oyster bar in Brooklyn, New York, describes fresh oysters as a taste of the sea, evoking feelings of perfect beach days. According to Technomic’s Ignite Menu data, mentions of oysters on menus have increased by 11.9% over the past year. At Selune, they focus on Utah Beach oysters, known for their unique flavor, which derives its name from the historic bay in France. However, many operators emphasize sourcing oysters from local waterways.

Today's oyster cultivation has a significant environmental impact, as most oysters are farmed in estuaries and coastal areas. They are regenerative, filtering up to 50 gallons of water daily, and helping to restore marine ecosystems. Texas, for example, is enhancing its oyster farming, with regulations and licensing evolving since 2019. Chef Aaron Juvera, Texas's first certified oyster master, notes that local oysters are distinct, becoming popular among consumers, who are pleasantly surprised by their flavor. Restaurants nationwide are exploring different oyster varieties, leading to a diverse and rich menu appeal, while chefs often emphasize local sourcing and creativity in their preparations.

Daniel Goetz spent many late nights as a college senior cutting and blending fresh fruits, and freezing them into popsicles to sell to parched customers near the University of Texas at Austin. The advertising major fell in love with Mexican ice pops, called paletas, while visiting Mexico City with his college girlfriend. Inspired, Goetz started mocking up potential brand names and doodling logos during a class in 2009. He landed on the name "GoodPop." Today, the Austin-based organic popsicle and ice cream bar company's frozen desserts are sold in more than 10,000 locations across the U.S., including Costco, Walmart and Whole Foods Market. GoodPop brought in more than $63 million in gross sales in 2024, according to documents reviewed by CNBC Make It. It's never taken external funding, says Goetz. GoodPop has been profitable nearly every year since its launch, with 2024 as an exception. It likely won't be profitable in 2025 either, following the winding down of an unpopular product line, but is projected to return to profitability in 2026, says a company spokesperson.

Goetz, still the company's CEO, built GoodPop with extremely little experience or industry expertise. He "knew nothing" about supply chains or the consumer packaged goods market, he says, and spent years "driving a lot ... running around all over Texas, making deliveries." He spent his first four years after graduation sleeping "rent-free" on friends' couches around Austin so he could save money while trying to build GoodPop, he says. He cut fruit and froze 80 popsicles per hour, by hand, in a local paleteria that let him use its kitchen after hours. "I just knew that we had this delicious pop with lower sugar, real fruit, and there was nothing like it on the market," says Goetz, 38, adding: "Any opportunity that I could to put these products in front of Austinites, to introduce them and to see if we were on to something, I did."

Loyalty programmes strive to be a brand’s key driver of lasting customer relationships. But the truth is that most are struggling for success. For every successful loyalty programme, twelve others fail, says Playable, the gamification platform for marketers. The impact is clear: wasted potential, budget drain, and a serious hit to customer trust.

Most loyalty programmes make the same two errors. They only reward spending. The typical points-for-purchase model assumes that loyalty can be bought. But loyalty is more than that; it’s not just about transactions. It’s about emotion and interactions. Consumers want to feel recognised, understood, and appreciated. Without that emotional connection, your programme is just another card in a crowded wallet. They do not personalise. Whilst 70% of consumers say they engage more with loyalty programmes that personalise their marketing efforts, fewer than 25% of programmes offer any kind of personalised experience. In a world full of data-led business and advancing technology, this lack of relevance is a hugely missed opportunity.

Erim Kaur, founder and CEO of luxury haircare brand ByErim, made $4 million in sales after founding a hair-oil brand rooted in ancient Indian traditions. London-based Kaur has over 700,000 followers on Instagram and TikTok combined, and founded ByErim in 2019 — a luxury haircare brand known for its flagship hair growth oil containing eight pure oils, including Amla, Argan, Coconut, and Castor oil. It has raked in £3.3 million ($4.2 million) since its launch, CNBC Make It has verified.

The 30-year-old pinned the popularity of her hair growth oil on having social media savvy and building a core audience of young Indian women and men turning to her for beauty and life advice. "I think one of the strongest messages I’ve always had has been that I want to do it for girls or boys that have grown up without a mum and sisters," Kaur told CNBC Make It in an interview about the popularity of her content. Kaur was only eight when her mother died of breast cancer, and a memory she always cherished was her mother’s long hair, which she said was a defining part of her identity. Kaur recalled that her father, who was only 29 at the time, took her to the barber’s for a haircut. Those experiences formed the foundations of Kaur’s social media journey, where she shared her story of growing up without a mum, as well as how she learnt to take care of herself as a woman.

Ever wonder if you could turn a small idea into a big business? That’s exactly what Seth and Tori Bolt did. In 2021, they bought a piece of land for $237,000. Just four years later, their short-term rental business —Bolt Farm Treehouse—is worth over $32 million. They didn’t start with a big team or a fancy budget. What they had was a dream, a strong work ethic, and a creative way to stand out in the world of luxury treehouse rentals. Their story is proof that you don’t need millions to get started in short-term rental investment—just the right plan and the courage to stick with it.

Seth and Tori wanted to create a space where people could unplug, relax, and enjoy nature. They started with a single luxury treehouse on a quiet property in Tennessee. That one treehouse became the beginning of something much bigger. Today, Bolt Farm Treehouse is a resort filled with unique places to stay—treehouses, domes, and wellness-focused cabins. Guests aren’t just booking a room; they’re booking an experience. With an average nightly rate of $700 and a 93% occupancy rate, their business is thriving.

One key move that helped their business grow was skipping platforms like Airbnb. Instead, they focused on building their own website and booking system. This allowed them to keep more profits and build stronger relationships with guests. This kind of direct booking model is a smart vacation rental marketing strategy. It gives hosts full control and helps build brand loyalty. For Bolt Farm, it meant creating something people search for by name—not just another listing in a long list of rentals.

In a hyper-consumerist era of social media, flooded with product reviews and shopping haul videos, a backlash to overconsumption is brewing. More consumers are joining pledges such as the “Rule of 5” (where you limit fashion purchases to five items a year), conducting wardrobe inventories, or challenging themselves to buy nothing new in 2024 and shop their closets instead. “TikTok made me buy it” has become a common refrain for users influenced to make purchases from or on the app. Now, the hashtag #deinfluencing has been used more than 26,000 times, full of content creators working to undo some of that impulsive behaviour. “What is good for the planet is also good for our mental health and our well-being. If we buy less, but we buy more mindfully, we are happier. And the planet is going to thank us because we don’t need that much stuff,” says Katia Dayan Vladimirova, senior lecturer at the University of Geneva and founder of the Sustainable Fashion Consumption research network. She and three colleagues launched a year-long experiment for 2024, the Joyful Closet Consumption Challenge, to help participants “rethink consumption patterns” and simultaneously study what challenges people face as part of that work, what motivates them to keep going, and what benefits they see if and when they succeed in reducing their wardrobe size and their acquisition of new clothes. As public concerns around waste and climate change grow louder, the mood is shifting at the highest levels as well. At the World Economic Forum in Davos last week, calls for capitalism to evolve, or risk failing, grew louder. The head of the World Trade Organization, Dr Ngozi Okonjo-Iweala, called on world leaders to “rethink old growth models”. Where does that leave brands, whose sustainability efforts have largely focused on business practices but not transforming the business model itself? For a growing number of academics, economists, advocates, small brands, and even sustainability professionals within larger brands, the writing is on the wall: brands need to adapt. Failing to do so could be a threat to their future profitability, which today depends directly on increasing product sales every year.

Doughlicious, a British FoodTech frozen novelty brand known for its artisanal frozen cookie dough-enrobed gelato bites, announced a €4.3 million round to expand across the US, where it already has a retail presence, and internationally. The round was led by Rich Products Ventures (RPV), the corporate venture capital fund of the global, family-owned food company Rich Products, and private investor collective The Angel Group, along with participation from existing investors. "This partnership with Rich's and The Angel Group is more than an investment – it's a vote of confidence in the future of Doughlicious and our mission to redefine indulgence," said Kathryn Bricken, Founder and CEO of Doughlicious. "With their support, we're poised to grow faster, innovate smarter, and bring our crave-worthy creations to more consumers around the world." Founded in 2017, Doughlicious is a female-founded and operated startup with a mission to redefine the cookie dough experience by creating the "ultimate snackable treat". Focused on better-for-you ingredients and sustainable practices, the brand brings a fresh perspective to the frozen snack category. Doughlicious' frozen cookie dough & gelato bites are reportedly gluten-free, free from added refined sugars and white bleached flour, and contain no artificial additives or preservatives. Their products are crafted and produced in their London facility and available in over 10,000 retail stores across the US, UK and parts of Europe and the Middle East – including Target, Whole Foods, Wegmans, and GoPuff. This fundraise will help Doughlicious accelerate its expansion across the US and other international markets. "Innovation is at the core of both Rich's and RPV, and we believe in the bold ideas that are shaping the future of food," said Dinsh Guzdar, managing partner of Rich Products Ventures. "Doughlicious is a great example of a brand that is delivering on what today's consumers want – smaller portions and clean-label offerings that don't sacrifice on taste. We're excited to help Doughlicious expand its footprint throughout the U.S. and shake up the freezer section with a new concept in permissible indulgence.

Pink Palm Puff's $89 hoodies are the hot new tween status symbol. Meet the 17-year-old founder. It was summertime when Lauren Brown's daughter pleaded with her to buy an $89 hoodie. "I thought the price tag was a little steep, so I told her, maybe for her birthday," Brown told Business Insider. She kept asking for it, and that fall, for her eighth birthday, Ada got the hoodie of her dreams. The hoodie wasn't any regular sweatshirt, at least not in the eyes of Gen Alpha. It was a Pink Palm Puff — a new obsession of tween and teen girls reminiscent of the Stanley water bottle craze. "I first saw Pink Palm Puff on YouTube, and I thought they were going to be so comfy, and I loved the designs and colors," Ada Brown, 8, told BI. "My friends asked where I got them, and I told them Pink Palm Puff. I also have the pajamas now." Lily Balaisis founded Pink Palm Puff in 2023 when she was just 15 years old and living in the suburbs of Toronto. With a keen sense of the teen fashion landscape and some social marketing smarts, she helped it catch fire on YouTube and TikTok, seemingly overnight. "I feel like there's many components to a good hoodie," Balaisis told Business Insider. Comfort is key. The design is also important. It's "either on trend at the moment or has good colorways that match your outfit." The brand currently sells pastel-hued sweatshirts and matching sweatpants. A line of beachy short pajamas costing $89 per set was added in February and immediately sold out, according to Linas Balaisis, the brand's president and Lily's father. The brand's official TikTok account has amassed over 545,000 followers and 9.8 million "likes" (nearly as many as tween leisurewear icon Lululemon) and its YouTube account has 565,000 subscribers. The garments have frequently sold out over the last year, leaving some parents stymied — especially over the holidays. Mr. Balaisis declined to reveal sales numbers but said that they have exceeded expectations. One sign pointing to Pink Palm Puff's growing cultural relevance is the rise of counterfeits. Lookalike hoodies with names like "pink pom puff" that sell for under $10 have been popping up on Amazon and TikTok Shop. A handful of sites also feature similar-looking hoodies with misspellings of the brand in the URL. Lily's father, who's worked in finance and marketing, said he's proud of his daughter's success. He now manages the business's day-to-day operations full time. "I told her, just take care of demand, and I'll take care of the rest," he told BI. Pink Palm Puff took off with the hoodies shipping to customers in colorfully printed boxes with dust bags, as if they were luxury purses. Lily Balaisis got a crash course in social marketing when she launched her first product — a slime concoction — when she was 11. The idea to start a fashion line centered on hoodies seemed like a natural next move. "If you looked in my closet, there were hundreds of hoodies; I would say I would call myself a hoodie fanatic, honestly," Balaisis said. The $89 price point for the hoodies has made them somewhat vexing for the millennial and Gen X parents who remember American Apparel prices. The high price reflects the quality of the plush fabric and the cost of the embroidery. The high-end packaging plays into the overall cost, but it also serves as marketing: an unboxing moment that teens can post online. When she launched the brand, Balaisis cultivated a community of other young influencers who she identified as having a "preppy" aesthetic and gave them free sweatshirts to spread the word. The sweatshirts have a beachy motif — the most popular one has the phrase "everything comes in waves." Although Balaisis lives in Canada, she is inspired by the coastal aesthetic and loves to visit Florida. Casey Lewis, a youth consumer trend analyst, saw that Pink Palm Puff hoodies were a hot item when looking at teens' social posts about wishlists. "It's very much the Stanley tumbler effect," Lewis told Business Insider about how Pink Palm Puff spread so virally on social media. Scarcity is also an element of Pink Palm Puff's business. A Facebook group dedicated to the brand is mostly full of moms and grandmothers of young girls who are dying for a sweatshirt. What's next for Pink Palm Puff? Balaisis says she plans to add more hoodie colors and a swimsuit line and is considering opening stores. Running a business at 17 isn't easy. "I feel like I spend so much time on my business where I'll find myself even just pulling all-nighters. I do get tired, but I never get tired of it," Balaisis said. In the near future, Pink Palm Puff is adding more hoodie colors and a swimsuit line. But Balaisis has big plans for the brand's future — hiring staff, possibly having storefronts, and expanding internationally.

Dayu Dara Permata, 36, is the co-founder and CEO of the Indonesian property transaction platform Pinhome. Over the course of about five years, she went from bootstrapping the business out of her own garage to raising over $75 million to date. "Entrepreneurship is really hard. There's no instant success... You just have to be ready to fail," Permata told CNBC Make It. She emphasized that trying to avoid failure can actually hinder growth. Permata was born and raised in Indonesia, coming from a humble background. She always felt the need to achieve and succeed academically. By 23, she had already purchased her first investment property and had a successful career at Gojek, where she met her co-founder. In early 2019, they began ideating and building the business from her garage, investing about $150,000 of her own savings. Informed by her experiences as a property investor, she wanted to address the pain points in Indonesian real estate, which she found to be very manual and fragmented. After several iterations of business models, they ultimately created Pinhome, which launched in January 2020 and serves more than 3.5 million monthly active users.

When Labubu made it big in America this summer, it wasn’t just because it caught on with kids. The fuzzy little demon toys, made by Chinese company Pop Mart, also became the hottest accessory for adults, prominently displayed on designer handbags, showed off on TikTok, and spotted on many a favorite celeb. That cultural pizzazz has helped more than double the company’s revenue, according to the Wall Street Journal.

Pop Mart isn’t the first to tap into the American “kidult” audience, and it’s not likely to be the last. Brands like Barbie and Hot Wheels from toy giant Mattel have long catered to an adult audience of toy appreciators and nostalgia-seekers, and other brands are jumping in: In 2023, doll company Bratz introduced an animated series that particularly pleased grown-up fans, while Trixie Mattel’s Trixie Cosmetics debuted a campaign and makeup collection with the Teletubbies in May. The customer that possesses both childlike wonder and grown-up spending power is a key target for many brands, and it’s a market that’s poised to keep going, Juli Lennett, VP and toys industry advisor at research firm Circana, told us. “Ever since the pandemic, the adult market for toys has been the growth area for the toy industry,” Lennett said. “When there are times of stress, which it feels like we’re getting into that even now, consumers do tend to lean into when they were children and lean into toys.”

In the first quarter of 2025, toy sales for adults aged 18 or older increased 12% compared to the same time period in 2024, making them the fastest-growing age demographic for the toy industry, according to Circana. But kidults aren’t strictly aged 18+, according to Lennett. Rather, she said, Circana defines the kidult market as anyone 12 and up “who buys toys for themselves or receives toys.” This definition allows it to also examine the behavior of the 12–17 age demographic, which tends to engage with toys differently than both younger children and the 18-and-older crowd. In the case of Labubu, the appeal seems to be cross-generational, albeit for different reasons. While younger kids might attach their little furry guys to school backpacks and rely on their parents to keep track of product drops, older customers are clipping their creepy keyrings to designer bags and keeping tabs on Pop Mart’s website themselves.

Kendall Jenner’s 818 Tequila announced a social media campaign and product launch aimed at connecting with Gen Z’s interest in ‘little treat culture,’ which emphasizes small indulgences. This initiative coincides with the brand's celebration of 818 Day on August 18. The campaign, titled 'Free the Nip,' reimagines the traditional shooter as a fashionable item, drawing inspiration from Gen Z’s penchant for expressive purchases like Labubu dolls and lip gloss keychains. To support this, 818 is releasing 50ml bottles of its Reposado and Blanco products, known as 818 Minis, which will include influencer content highlighting their versatility. The brand also plans to introduce collectible bundles that hold the 818 Minis, launching on Gopuff on September 8. The approach taken by 818, according to CMO Kathleen Braine, mimics strategies typical of beauty brands, allowing for a playful interaction with the consumer market. This strategy reflects the brand's ongoing engagement with cultural trends; last year, 818 experienced a remarkable 40% growth in volume while the tequila market overall only grew 2%. Braine emphasized the importance of adapting the brand's identity to align with lifestyle rather than merely being a traditional spirits brand. The creativity of this marketing campaign illustrates the company’s intention to make alcohol consumption a fun and stylish part of social occasions.

When it comes to TikTok beauty brands, they're increasingly becoming a dime a dozen. However, some really do take off and grow, earning rave reviews and record sales. Case in point: Hair Syrup, the brand which featured on Dragons' Den and has a legion of fans. But should you invest in the brand? Here's what you need to know, from a beauty editor who's not easily impressed.

Founder Lucie Macleod has been vocal about her journey with Hair Syrup. Started in her family home when she was at university, Macleod created a number of oils for hair health after struggling to find anything to fix her own heat and bleach-damaged hair. After initially selling on Etsy, Hair Syrup grew and grew, largely with the help of its viral social media status. Despite experiencing several setbacks, including rejection from the 'Dragons' on Dragons' Den, the success of the brand has catapulted, and its reputation as one of TikTok's biggest success stories often precedes it. The brand tells me Hair Syrup is now a top-three 'small and medium haircare' business on TikTok, with over 325k products sold on the platform alone.

With a predicted sales turnover of £6.5m in 2026, brand reps tell me global domination is next, with expansion plans for the US and Australia in the works. Hair Syrup was born from the idea that pre-wash hair oils were key to hair and scalp health. It's worth mentioning that hair oiling is a 5000-year-old tradition with Ayurvedic roots. The brand first launched with its pre-wash products, which are still its most popular today. These oils combine all-natural fruit, nut and plant oils such as sweet almond, orange and macadamia, and are designed to be massaged into the scalp and smoothed into hair when it's dry. Fans on social media and in online reviews have claimed in their thousands that Hair Syrup has been responsible for saving their damaged hair, helping it grow longer, and with increased fullness. However, because of my job as a beauty editor, I am sceptical. What I can say is that with continued use, I do believe these could contribute towards healthier strands on the whole. I did get a sense of instant gratification: my hair looked shinier and softer each time I used any of the oils, and the scents linger, which I found impressive.

When Casper launched in 2014, the mattress industry was dominated by traditional retailers with decades of history. Yet, within just four years, Casper achieved a staggering $750 million in revenue. How did they do it? The answer lies in a combination of savvy marketing tactics and a keen understanding of their target audience. One of the first steps Casper took was to simplify the mattress buying process. They introduced a direct-to-consumer model, allowing customers to purchase high-quality mattresses online without the pressure of salespeople. This approach not only reduced costs but also made shopping for a mattress more convenient. Imagine being able to browse and buy a mattress from the comfort of your home, without the hassle of visiting multiple stores! Casper also invested heavily in branding and storytelling. They didn’t just sell mattresses; they sold the idea of better sleep. Their marketing campaigns often featured relatable narratives about the struggles of finding the perfect mattress and the joy of finally achieving restful sleep. This emotional connection resonated with consumers, making them feel understood and valued. Moreover, Casper leveraged social media and influencer partnerships to amplify their reach. By collaborating with popular figures and engaging with customers on platforms like Instagram, they created a community around their brand. This strategy not only increased brand awareness but also fostered trust and loyalty among consumers. As Casper continued to grow, they didn’t just stop at mattresses. They expanded their product line to include pillows, sheets, and even dog beds, all while maintaining their commitment to quality and customer satisfaction. This diversification allowed them to capture a larger share of the sleep market, ultimately leading to a valuation of $1.1 billion. One of the key elements of Casper’s marketing strategy is their focus on customer experience. They offer a 100-night trial period, allowing customers to test their mattresses risk-free. This bold move not only demonstrates confidence in their product but also alleviates the common anxiety associated with purchasing a mattress. Casper didn’t stop there. They redefined the unboxing experience, turning it into an event. Their packaging is not only functional but also aesthetically pleasing, making the unboxing feel like a celebration. This attention to detail has led to a surge in social media shares, with customers posting videos of their unboxing experiences. It’s a brilliant way to create buzz and excitement around the brand. Moreover, Casper has expanded its product line to include pillows, sheets, and even sleep accessories, creating a comprehensive sleep ecosystem. This diversification not only meets various customer needs but also strengthens brand loyalty. In conclusion, Casper’s marketing strategy is a masterclass in understanding consumer behavior, leveraging emotional connections, and creating a seamless shopping experience. Their journey from a startup to a billion-dollar valuation is not just about selling mattresses; it’s about redefining how we think about sleep and the importance of a good night’s rest.

If Dave Gilboa kept better track of his glasses, Warby Parker might not exist. In 2008, Gilboa lost a $700 pair of Prada eyeglasses on a backpacking trip just before starting an MBA program at the Wharton School of the University of Pennsylvania. There, he met classmates — Neil Blumenthal, Andy Hunt and Jeff Raider — who understood his frustration. Within months, the classmates were working on a solution that would eventually disrupt the nearly $150 billion global eyewear industry. They co-founded Warby Parker, a pioneering direct-to-consumer brand that has sold millions of pairs of glasses, both online and in 269 brick-and-mortar stores across the U.S. and Canada. Warby Parker brought in nearly $670 million in revenue last year. It currently boasts a market value of $1.79 billion, with Gilboa, 43, and Blumenthal, 44, serving as co-CEOs. For most direct-to-consumer brands, the last elusive piece of the puzzle is profitability, often due to razor-thin margins. Warby Parker is on the precipice: It's making more money from brick-and-mortar stores than online, with in-store eye exams providing additional revenue, so it plans to steadily open more locations. The simple strategy should push the company to a place of profitability and stability that has eluded so many of its compatriots, industry analysts say — probably as soon as next year.

Warby Parker launched in February 2010, when the four co-founders were still full-time students. They tapped into their savings — $30,000 from each, for a total of $120,000 — and Blumenthal used connections with eyewear manufacturers from his previous job at VisionSpring to create the company’s first inventory. “We did pour our life savings in to get the business off the ground,” says Gilboa. Bootstrapping the business meant running it out of Blumenthal's apartment instead of an office, and not taking any salaries. They hired a fashion publicist to raise awareness. Vogue and GQ wrote about its launch, with GQ referring to it as “the Netflix of eyewear.” The articles published just as Warby Parker’s website went online, and the business was quickly overrun with orders. The fledgling company hit its first-year sales targets within three weeks. Customers kept asking to visit Warby Parker’s offices to try on glasses in-person. So, after graduating and establishing headquarters in New York, the co-founders converted some of their office space into a showroom. “Suddenly, we were on track to do $3 million of [annual] sales out of our office,” says Blumenthal, calling it a “light bulb moment.” Warby Parker opened its first brick-and-mortar store in Manhattan’s SoHo neighborhood in 2013. Last year, retail stores accounted for more than two-thirds of Warby Parker’s revenue, over $440 million. The co-CEOs hope to eventually operate more than 900 locations. “This year, we’ll open 40 stores, and we can plan to continue on that cadence for years to come,” Blumenthal says.

Warby Parker’s revenue has consistently grown each year, yet the 14-year-old company remains unprofitable. Blumenthal and Gilboa point to an adjusted EBITDA figure — in Warby Parker’s case, “adjusted EBITDA” means excluding a series of non-recurring costs, charitable donations and tax-related expenses from the company’s bottom line — of $52.4 million last year as proof of financial viability. That’s actually a fair assessment, says Anthony Chukumba, managing director and analyst at Loop Capital, an investment bank and advisory firm. “The company has no debt whatsoever, and generates free cash flow so they can fund continued growth,” he says, adding: “Warby Parker will be solidly profitable, from a net income perspective, by next year.” Blumenthal and Gilboa tout plans to make Warby Parker a “holistic vision-care company” by turning stores into a “one-stop shop” for customers’ eye care needs, says Blumenthal. On a recent earnings call, Blumenthal noted that adding eye exams to retail stores helped increase Warby Parker’s average revenue per customer by more than 9% last year. Today, Warby Parker operates 269 stores and plans to open hundreds more. Active customers are up, too: The company had more than 2.3 million of them in 2023, a rise of 30% since 2019, according to a Make It analysis of SEC filings. But in comparison to the industry’s giants, Warby Parker remains small. EssilorLuxottica, the Italian-French eyewear company behind Ray-Bans and Oakley, brought in more than $28 billion in sales last year. Blumenthal insists there’s plenty of space for growth within that massive global eyewear market, which is why he doesn’t hesitate to name the company’s next ambitious goal. “We want Warby Parker to be one of the most beloved brands in the world,” he says.

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When you think of Parisian menswear, it may evoke thoughts of high luxury houses, elevated suiting and the finest accessories, with a price tag to match. But away from the high luxury market, there’s a contemporary Paris menswear label quietly bucking industry trends. Enter Lafaurie, an artsy direct-to-consumer (DTC) menswear business run by brothers Théo and Pablo Lafaurie, which opened its 14th store in France last week, on rue Vieille du Temple in the Marais. The store marks a new chapter for the label as it continues to scale at home and abroad. With contemporary pricing, Lafaurie is finding its niche as a premium, more accessible menswear player. As menswear consumers move away from luxury spending and seek high-quality clothes, Lafaurie stands out among contemporary European labels like Ami Paris or Our Legacy. The founders note that the market in Paris was polarized between luxury and fast fashion, and they aimed to position themselves in the middle with ‘smart luxury.’ Founded in 1991, Lafaurie has evolved from a series of small multi-brand stores into a brand focused on its own identity. This transformation has included developing a new creative language rooted in the art community and launching e-commerce for international consumers. Under the brothers’ leadership, Lafaurie returned to growth post-2018 and has seen its revenues rise significantly, with further projections for growth. The brand focuses on casual, designed pieces that resonate with contemporary consumers as they move away from traditional luxury styles. Additionally, with international expansion in mind, the Lafaurie brothers are solidifying their presence in the US and considering new markets, including Asia, to ensure continued growth. The new Marais store reflects their commitment to art and design, featuring curated vintage art books and collaborations with artists as part of their vision to merge retail and creativity.

Home services startup Pronto has raised $11 million in funding co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures, amid rising investor interest in on-demand home services. The funding round valued the company at $45 million, and the fresh capital will be used to onboard and train 10,000 additional professionals, invest in quality assurance systems, and roll out real-time operations technology.

Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for services like cleaning, laundry, and meal preparation. The startup operates on a shift-based model that allows for 10-minute task fulfillment while offering workers guaranteed shifts and higher earnings. Pronto plans to expand into Mumbai, Bengaluru, and other metro areas over the next 12-18 months, setting up micro-hubs for rapid service delivery. Sardana noted that each professional goes through training and verification to ensure quality service, addressing challenges related to availability and trust in the on-demand services sector.

Home services startup Pronto has raised $11 million in funding co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures, amid rising investor interest in on-demand home services. The fresh capital will be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto charges customers based on tasks completed. Pronto was valued at $45 million post the latest round. Originally domiciled in Delaware, US, the startup has flipped back to India, according to founder and CEO Anjali Sardana. Founded in April 2025, Pronto connects households in Gurugram with trained professionals for tasks such as cleaning, laundry, utensil washing, and meal preparation. The company operates on a shift-based model, enabling 10-minute fulfillment while offering workers guaranteed shifts and higher earnings, a strategy aimed at formalizing a sector long dominated by informal networks. Over the next 12-18 months, Pronto plans to expand into Mumbai, Bengaluru, and other metros, setting up micro-hubs in residential areas to ensure rapid service. Sardana mentioned that the platform’s average order value ranges between Rs 200 and Rs 300, addressing long-standing challenges of unpredictable availability and trust for households while tackling irregular incomes for workers. However, rapid expansion comes with increased costs, and demand generation will be vital for the long-term sustainability of the model.

Home services startup Pronto has raised $11 million in funding co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures, amid rising investor interest in on-demand home services. The fresh capital will be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto charges customers based on tasks completed. Pronto was valued at $45 million post the latest round. Originally domiciled in Delaware, US, the startup has flipped back to India. Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for tasks such as cleaning, laundry, utensil washing, and basic meal preparation. The company operates on a shift-based model, enabling 10-minute fulfilment while offering workers guaranteed shifts and higher earnings, aimed at formalising a sector long dominated by informal networks. Over the next 12-18 months, Pronto plans to expand into Mumbai, Bengaluru, and other metros, setting up micro-hubs in residential clusters to ensure rapid service. Sardana explained that the timing of this funding round made it optimal to relocate the company to India, to avoid capital gains tax upon exit from the US. The model addresses the long-standing challenges of unpredictable availability and lack of trust for households while tackling irregular incomes for workers. Each professional undergoes training and verification and is equipped for instant task fulfilment. However, Sardana acknowledged the increased costs associated with such rapid expansion. Demand generation will be critical for the long-term sustainability of this model, as platforms must ensure consistent workforce utilisation to balance supply and demand and control operational costs. The quick home services space is heating up, exemplified by Mumbai-based Snabbit's recent $19 million funding round.

Mind the Gap: The Founder of Mrs Momma Bear Shares How to Identify and Capitalize on Underserved Market Niches In this edition of "Ask the Board," we feature Lee Evans Lee, Founder of Mrs Momma Bear, a company that offers comfortable yet stylish clothing for women from all walks of life. Lee shares how to uncover underserved market niches and use them to grow your business. Lee Evans Lee founded Mrs Momma Bear to fill the underserved niche of women who wanted clothes that were comfortable, functional, and stylish all at once. If you could create your own fantasy board of directors, who would be on it? CO— connects you with thought leaders from across the business spectrum and asks them to help solve your biggest business challenges. In this edition, we ask the founder of a women’s clothing brand to explain how to identify and capitalize on underserved market niches. Lee Evans Lee, Founder of Mrs Momma Bear, a women’s clothing brand that offers a lineup of comfortable yet stylish apparel. Lee is a fifth-generation Texas rancher turned fashion designer who identified a gap in the women’s retail market and built Mrs Momma Bear to address unmet consumer needs and fill a hole in women’s closets. Here are her tips for how you can follow her footsteps and capitalize on underserved market niches. Live the problem before you solve it Before I ever sat down to sketch a design, I lived the wardrobe gap I now design for. I was constantly switching outfits (ranch boots by morning, heels by dinner) and I got tired of choosing between comfort and style. Nothing on the market spoke to a woman like me: someone who wanted to look powerful and polished but still be able to move, sweat, or chase after her kids and pets. That’s when I knew there was a problem worth solving not just for me, but for every woman juggling multiple roles in one day. Listen like it’s your job One of the best business decisions I ever made was going old-school: trunk shows, fittings, in-person feedback. I didn’t just take notes, but instead treated every piece of feedback like gold. If a woman told me she wanted a dress in black or a jumpsuit with a different neckline, I made it. My Love Letters collection was born entirely from customer requests. That’s how you turn underserved markets into loyal communities: you make them feel heard, because they are. I didn’t set out to start a fashion label. I set out to solve a problem for women like me. Identify the emotional component A gap in the market isn’t always obvious. Instead, it’s often emotional. For me, it wasn’t just that the clothes didn’t fit my lifestyle. It was that nothing made me feel powerful and feminine. I wanted to create a brand that said, “You can be your own Mrs,” wear your confidence, and celebrate your curves unapologetically. If you can tap into what your audience is craving on a deeper level, you don’t just fill a gap—you create a movement. Design for real life, then elevate it I knew from the start that women didn’t need more clothes—they needed better ones. Pieces that work as hard as they do. That’s why every Mrs Momma Bear piece is machine-washable, flattering across body types, and made to transition from day to night. I spent over a year developing the right fabric blend because real women deserve comfort without compromise. If you can bring practicality and polish into one product, you’ve struck gold. Let passion meet purpose I didn’t set out to start a fashion label. I set out to solve a problem for women like me. But I brought all of me to it: my ranch roots, my obsession with textiles, my love for bold silhouettes, and my belief in dressing with purpose. That’s where Mrs Momma Bear came from. The more personal your connection to the gap, the more powerfully you can fill it, because you’re not just building a brand, you’re building something you know the world needs. Do it if nobody else is When I looked around the market, I didn’t see anything like what I needed: clothes that could carry a woman from a boardroom to a barn and still make her feel like a knockout. At first, that was intimidating. But then I realized: if it doesn’t exist, that’s your green light. Creating something new always means taking a risk, but it also means leading the way. So I embraced the gap, stepped in, and never looked back. CO— aims to bring you inspiration from leading respected experts. However, before making any business decision, you should consult a professional who can advise you based on your individual situation. CO—is committed to helping you start, run and grow your small business. Learn more about the benefits of small business membership in the U.S. Chamber of Commerce. Interested in a small business membership? Find out how the U.S. Chamber of Commerce can help your company grow and thrive in today's rapidly-evolving business environment. Connect with our team to learn how a small business membership can benefit your bottom line and help you achieve your goals.

Gartner recommends marketers return to recession-era playbooks, putting focus on building “permission structures” and a sense of assurance.
Tariffs are affecting consumer sentiment in ways that recall the Great Recession, as well as the early days of the pandemic, according to researcher Gartner.
As the state of tariffs remains in flux, analysts are warning that marketers need to be prepared to respond to a “one-two punch” scenario regarding U.S. consumer sentiment.
With the economy poised for further bumpiness ahead of the recently extended Aug. 1 deadline for negotiating trade agreements, a consistent message around value and communicating a sense of empathy could be crucial to maintaining brand trust.
U.S. shoppers aren’t feeling great so far in 2025, with 70% making “significant” changes to their everyday habits, such as cooking more at home or purchasing smaller package sizes of fast-moving goods, according to Gartner research exclusively shared with Marketing Dive.
More are adopting savings behaviors typical to recessionary periods, such as paying down debt, while holding off on big-ticket items like cars and travel.
That said, people — particularly affluent consumers — are more or less consistent in their spending patterns, preserving a sense of normalcy despite the souring mood.
That picture could change if the ripple effects from tariffs, such as price hikes and product shortages, come into clearer focus in the second half.
“Right now, we’re still in an attitudes and fears and anticipation space that’s driving behavior, and then a reality on the ground is going to shift, and that’s going to change behavior as well,” said Kate Muhl, a Gartner analyst specializing in cultural and consumer insights.
“I don’t think a lot of CMOs that I’m seeing are making a lot of changes yet. I think they’ve got to get ready though because of this one-two punch I’m describing.”
Gartner recommended that marketers revisit how they tackled the Great Recession to steel themselves for tariff tumult.
Feelings of job security are low, especially among young consumers, a gloomy echo of the aftershocks of the 2008 financial crisis.
The business of marketing has changed considerably in the past 15-plus years, with more brands going digital-first.
Adding to the complexity is the recent evolution of artificial intelligence.
Given that, marketers should focus less on dusting off media plans from the late aughts and more on areas like brand positioning.
“I would say take a look at what you emphasize in your brand values, how you express that to consumers and [which] of those kinds of things were successful for you in 2008, because the conditions — the cultural conditions — are going to be similar,” said Muhl.
The current environment also bears some key distinctions from the inflationary one that’s dogged the industry in recent years, according to Muhl.
Consumers are less likely to blame individual brands for a broad downturn, and many have high awareness of U.S. trade policy, with 59% holding a negative view of tariffs and 57% expressing pessimism around the economy, per Gartner.
Pessimism could snowball into alarmism if store shelves start to thin out in the months ahead, a destabilizing image that led to some of the bigger freak outs in the early days of the pandemic.
The prospect of empty shelves could hardly arrive at a worse time, as many industries, including retail, prepare for the key back-to-school and holiday shopping windows.
“In certain categories, that may well become part of the reality soon, starting roughly in the fall and thinking about the holidays ahead,” said Muhl.
“That will potentially exacerbate a lot of the other emotions that people are having about these big shifts in trade.”
Different product categories will experience varying degrees of impact from tariffs, and some may reap more benefits than others.
Smaller companies and disruptor brands could be more agile and transparent in responding to shifting levies, as well as being firmer in their commitments to consumers.
Outdoor footwear brand Keen, which was among those highlighted by Gartner, has pledged to instate no tariff price increases in 2025, the type of stability fatigued consumers are craving.
Kitchen waste disposal maker Lomi and swimwear brand Triangl are practicing what Gartner dubbed “practical transparency,” providing detailed responses to how tariffs will affect their businesses in the form of FAQ pages and disclaimers in online shopping carts.
Such initiatives can be more difficult for sprawling multinational companies to manage, but there are other ways to offset the coming blows.
For example, if a single brand or product line is highly exposed to tariffs, costs could be spread around the portfolio to lessen the burden and prevent jarring price hikes.
Across the board, brands will need to build “permission structures” that demonstrate value beyond price to convince wary consumers, per Muhl.
Hyundai’s Assurance Program, first launched in 2009, is a model of how even high-consideration categories can approach marketing amid uncertainty.
The program, a first of its kind for automotive, allowed car buyers to return their new vehicle if they lost their job due to the recession.
Hyundai brought back the concept in 2020 in response to the pandemic.
“It’s going to be about expressing, for the right kind of product and category, a kind of empathy with the pressure consumers are feeling, and alternately, finding ways to show how buying your product or buying with your brand is not a high-risk situation,” said Muhl.
“An empathetic position, it seems counterintuitive at a time when everybody’s so price-driven.
It’s actually, I think, an important way to try to work back to a place of developing trust,” she added.
Some brands are also boasting more of their made-in-the-U.S. bona fides to differentiate from rivals that are more reliant on global suppliers and therefore prone to price increases.
A growing share of consumers do not find patriotism appealing, however.
Four in 10 consumers anticipate buying more goods made in the U.S. in the coming months, whether it’s due to patriotism, cost effectiveness or simply because there will be fewer alternatives, Gartner found.
Brands that can effectively run an American-made strategy may want to look into doing so as a contingency plan depending on how the market shifts, according to Gartner.
“A phrase like ‘Made in America’ has always been kind of loaded, but it’s even more so today, especially as consumers start to wonder about how the tariffs are going to impact prices,” said Muhl.
As usual, consistency is key when approaching brand purpose.
Consumers have grown taxed by companies jumping on hot-button issues of the day, but they’re also put off by those that are as quick to abandon their values in the face of headwinds.
“Now is not the time to change tack and begin to tell a new brand story or redefine a company’s values,” reads the Gartner report.
Staying committed to a particular positioning or tactic can feel daunting given how chaotic the implementation of tariffs has been so far, with steep levies imposed and then adjusted or paused virtually overnight.
It’s important for marketers to remember that, regardless of the final percentages attached to the levies, consumers feel adrift and will appreciate brands that can bring a sense of clarity and calm to the storm — not to mention an ease on the wallet.
“Whatever happens on July 9 or around it, uncertainty has been unleashed into the system,” said Muhl, referencing the original tariff deadline.

Luxury retailers need to hold on to both heritage and cultural fluency to stay afloat.
They say that the customer’s always right, but for most luxury retailers today, the question is: Who is the customer?
With luxury in a slump, it’s become obvious that the ultra-high-net-worth clients are not enough for a brand to continue to stay profitable.
In comes the aspirational consumer, who many retailers have been trying to court for years.
However, in their quest to stay both afloat and relevant, brands have forgotten that the aspirational consumer has limited resources and is “financially vulnerable” to economic uncertainties, Mrin Nayak, managing director and partner at Boston Consulting Group, told Retail Brew.
Citing a recent internal study, she explained that brands may have “over-democratized” and expanded their scale significantly over the past few years as they try to rope in new customers.
“What we’re really seeing is that the pullback in luxury is from this bottom- to middle-of-the-pyramid, aspirational luxury consumer versus the top of the pyramid…ultra-high-net-worth consumer and so brands that have a high share of aspirational luxury consumers are the brands that we’re seeing have the most underperformance,” she told Retail Brew.
In other words, brands that are struggling have simply lost the heat with younger shoppers.
Gucci is a prime example of a retailer that has seen several executive and creative shifts over the past few years and yet continues to decline, becoming the linchpin of underperformance for Kering.
In contrast, other heritage companies like Hermès have consistently maintained consumer interest despite little to no marketing and its infamous and almost-impossible-to-purchase Birkin and Kelly handbags.
Nayak said there are a few things that determine brand relevance and heat, starting with heritage, which remains one of the most important aspects alongside a sense of exclusivity, which the likes of Hermès have a strong hold on.
“Having a clear strategy around exclusivity and what level of accessibility you do want to maintain for your consumers start to matter,” she said.
“Of course, heritage and craftsmanship and maintaining the true luxury quality is almost like a table stake that doesn’t drive brand heat and cultural relevance…but that matters.”
And while both exclusiveness and heritage have their place in maintaining relevance, building an “emotional connection” with the consumer is also integral.
This could be through a range of cultural platforms including art, fashion, music, design, tech, etc., that consumers engage with.
“Brands that have really managed to stay on top of cultural fluency in terms of where these consumers spend time, where they engage, what other brands do they shop that you could have partnerships with and how do you have a level of newness that is culturally relevant, but at the same time not over democratized?” Nayak said.
“It’s that fine balance a lot of brands are starting to think through as they think about marketing strategies and product strategies.”
Leaning into contemporary culture is not only crucial in order to get back in touch with the aspirational consumer but also the wealthy, top-of-the-pyramid set of shoppers that is increasingly “expanding beyond just luxury products into a broader set of experiences across travel, design, art, wellness, longevity, and those categories are also benefiting from from the top-tier clients,” Nayak explained.
It’s also why so many retailers including Louis Vuitton, Ralph Lauren, Versace, and Armani among others have increasingly invested in opening up restaurants or even hotels.
In fact, Giorgio Armani also had a months-long tennis partnership with Four Seasons earlier this year.
Nayak said that this goes beyond just making revenue and is part of a strategy to “buzz engagement.”
“Some category extensions are revenue driving, but then a lot of the others are really to harness the community of customers they attract and think about ways to bring their consumers together into conversations and create an experience and a brand halo beyond just the product,” she said.
“You’re starting to see some of that happen, and with the cafés…which extend brand loyalty beyond just a product to make it a little bit more of an experience.”
The ultimate lesson, however, is that luxury retailers that want to stay profitable and relevant will need to both figure out who their core consumer is and how to stay in touch with them.
“Where brands struggle is brands that have maybe moved too far away from their core consumer or move too far away from their core product lines that they’re known for,” Nayak said.
“That’s where we see brands stuck in the middle, across the pyramid, which is not having either—not really being part of the cultural conversation, or having moved too far away from what their core consumer shopped them for.

How a Former Waitress Built the Solidcore Fitness Chain and Made $100 Million Against all odds, Anne Mahlum launched and grew one of the fastest-growing Pilates fitness chains in America thanks to her leadership acumen.
Why it matters: Solidcore founder Anne Mahlum turned $175,000 in personal savings into a national Pilates fitness chain.
In 10 years, she sold the company for $88.4 million to private equity firm Kohlberg & Company.
That expansion is remarkable since 81% of health and fitness studios fail in their first year due to competition from large chains, coupled with a lack of capital and brand identity, according to the Health & Fitness Association.
It's not every day that a former waitress from North Dakota becomes a self-made multimillionaire by following her passion.
But Anne Mahlum, the former Founder and CEO of Solidcore, a Pilates workout fitness chain, defied the odds.
In 10 years, the running and sports enthusiast grew her startup into a company expected to generate $50 million in profits based on $150 million in revenues in 2024.
Last year, she sold her stake in the company to private equity firm Kohlberg & Company for $88.4 million.
Today her estimated net worth is $100 million.
That's no small feat for a woman entrepreneur considering that women founders receive less than 2% of all venture capital funding annually, and 81% of health and fitness studios fail in their first year due to competition from large chains, coupled with a lack of capital and brand identity, according to the Health & Fitness Association.
In a candid interview, Mahlum explained how she did it and the challenges she faced along the way.
CO—: When did you get the entrepreneurial bug?
AM: I was a waitress in Bismarck, North Dakota, while I was attending high school, and later I went to St. Cloud State University in Minnesota while studying political science and communications.
But soon after I graduated and landed my first corporate job at Comcast in Philadelphia, I got an idea to start a nonprofit to help the homeless.
It happened by accident.
I was doing morning runs and passed a homeless shelter every day.
I got to know the residents, and I came up with an idea to combine running achievements with coaching, financial aid, and job training programs to help this overlooked population build self-esteem and reforge independent lives.
So, in 2007, I quit my job and founded Back on My Feet to do just that.
Since its founding, the nonprofit organization has helped 15,000 homeless people land jobs and homes.
That was my first entrepreneurial venture.
CO—: How did you get the idea for Solidcore?
AM: Six years later I went to Los Angeles to open a Back on My Feet location and attended my first Pilates class.
The experience was transformative.
The 50-minute, high-intensity, low-impact workout was tough and builds muscle strength for people of all ages.
I never saw my body respond so well to exercise, and I was amazed.
I realized no one had built a brand around the Pilates concept, so I decided to step down as CEO of the nonprofit and focus on launching a Pilates startup.
After building Back on My Feet into an organization with an operating budget of $6.5 million, I decided to do something else.
I knew I had honed the leadership and business skills necessary for such an undertaking.
CO—: Where did you get the startup capital?
AM: I invested all of my $175,000 in personal savings to launch Solidcore and bootstrapped the company after that.
I had no assets, and I didn't think I could get a bank loan or raise venture capital.
I used the startup money to pay for a lease for my first fitness studio in Washington, D.C., and then I hired and trained instructors, leased gym equipment, and began marketing the business.
I chose D.C. since it was a market with little competition from other fitness boutiques.
I developed an operating plan that could be replicated market to market, which included how to train and hire talent, recruit clients, and operate each studio profitably.
But it was a balancing act; I always had to stay in front of the eight ball to make sure the business was on track.
CO—: How did you market the business and gain a following?
AM: I focused on building a community of Pilates enthusiasts of all ages.
Luckily, there was no boutique fitness chain in D.C., so when I started classes, people were curious and came from Day 1.
They quickly spread the word about the workout and our following grew.
I also did grassroots marketing.
I passed out fliers about my studio at local running events, bought a booth at the D.C. triathlon, and demonstrated how Pilates exercise works.
People were amazed.
I also used influencers and local media to gain exposure.
In just five months I opened a second studio in D.C.
The first year I made profits of 50% — about $2 million in revenue.
I used that money to buy my first house and plow money back into the business to open more studios and expand.
Within two years of launching the business, I had 10 studios.
CO—: The fitness category is crowded with many large competitors.
How did you carve a niche for your company and grow your brand?
AM: The timing couldn't have been more perfect.
It was the beginning of small workout spaces versus big-box chain fitness studios.
My clients loved the results they got from our workouts that didn't beat up their bodies with jumping, pounding, and other high-impact exercise.
They also liked the personalized attention they received from instructors who had to know the names and goals of every student in the class.
As a result, they couldn't stop talking about us to their friends, and the buzz was our marketing tool.
It was our magic sauce.
CO—: How did you keep up with rapid expansion?
AM: It was a commitment to the vision.
I picked markets I was familiar with such as Philadelphia, Atlanta, and Bismarck, North Dakota, through my work at Back on My Feet, and I tapped private equity investors to fund expansion.
In November 2017, I raised $18 million — $6 million I received for selling some of my equity — the rest I plowed back into the business.
We grew to 27 locations.
I developed an operating plan that could be replicated market to market, which included how to train and hire talent, recruit clients, and operate each studio profitably.
But it was a balancing act; I always had to stay in front of the eight ball to make sure the business was on track.
Once the pandemic hit in February 2021, I raised $50 million in private equity from VMG, which helped the company weather shutdowns.
I waited until the economy normalized before looking to sell the business.
CO—: Why did you decide not to franchise your concept?
AM: I decided not to franchise since our economics were too good at the corporate level.
Our capital costs were very low, and our margins were high.
We achieved payback on our investment quickly.
I thought franchising would be messier and didn't make sense.
CO—: Describe the challenges you faced as a woman entrepreneur.
AM: I didn't look at any obstacles I faced as challenges; I looked at them as opportunities.
I leaned into all things that were effective.
I focused on my personality, leadership skills, and knowing my numbers.
That helped me woo investors.
A lot of women want to be amenable and are concerned about everyone liking them.
That is just impossible.
Demonstrating your business savvy and how you meet your business goals is what impresses investors and leads to success.
CO—: How did you snare a corporate buyer willing to pay nearly $90 million for your company?
AM: We hired Piper Sandler, an investment banker, to find a buyer.
We focused on telling the story about the economics of the business and the profit margins each studio had.
The business was attractive since it had a good growth trajectory with healthy returns.
CO—: How did you reward your employees through an incentive pool?
AM: I set up an incentive pool in 2018 for Solidcore employees.
Without them, the company would have no value, and I wanted to be sure they were rewarded.
All full-time employees who worked for Solidcore for a year or longer got a share of the proceeds from the sale.
CO—: Now that you are a financial success, what are your future goals?
AM: Right now, I want to be physically active and focus on my family and friends.
I have worked tirelessly over the last 17 years, and now I want to take the time to just have space and enjoy my life.
I am also focusing on my speaking career, and I plan to write a book.
CO—: What advice would you give other women thinking of launching a business in today's economic environment?
AM: First, be sure to lean into yourself and who you are.
Your skill sets and talents should match what you want to achieve as an entrepreneur.
Second, be authentic and hold true to your values.
Third, know what your end game is.
Every decision you make must be your North Star.

Among the many headaches retailers face, shipping sits near the top of the list.
While big corporations often have the resources to absorb high international costs and delays, smaller DTC and independent brands are left footing the bill and feeling it in their margins.
Logistics platform Mayple Global thinks it has a fix.
Its new service, Mayple Direct, is launching in partnership with Emirates Courier Express, the end-to-end global integrator solution from Emirates.
And yes, we do mean that Emirates—the one better known for luxury air travel.
Through the agreement, Mayple will tap into its centralized logistics hub in Dubai, while Emirates will leverage its global passenger fleet to deliver packages to eight underserved international markets.
The idea: make global shipping for US e-commerce brands as seamless as sending a package across the country.
“If you want to start a brand and sell something within the US, you could do a simple Google search, and you’ll have many 3PLs,” Ammar Moiz, founder and CEO of Mayple Global, told Retail Brew.
“They’ll say, ‘Yeah, we can pick up and pack and ship within the US and integrate into Shopify’…It’s kind of plug and play.”
He added that globally, retailers often have to go through middlemen that act as international distributors for them, which while for a “multinational conglomerate” is less of a concern, for a brand with fewer resources, it’s more complex.
“What we do is essentially a global hub-and-spoke model, so we replicate the same model, similar to a US brand that doesn’t have a warehouse in each state,” Moiz explained.
By being centered in Dubai, Mayple is also able to take advantage of the city’s “extensive free zone network” which allows goods to move in and out more easily.
“If you’re shipping something to Manchester, it would typically go to London, get sorted [by] some hub, and then get driven to Manchester and delivered to the final address,” Moiz said.
“[Instead], you can get it on a direct flight to Manchester and then get it delivered.
It is essentially cheaper, faster, better for the environment, because you’re using more direct routing, and it allows for essentially a US brand to be able to ship to a customer in the UK for under $10 and have the package delivered in two days.”
Mayple Direct is also beneficial for US-based companies dealing with changing trade regulations and tariffs as it enables them to bypass the process of having a product shipped to the US from a potential manufacturing hub in Asia and then back to a different country again.
“What we create is essentially this global hub for them where they can import inventory in and then ship it out for their international customer base, and save on the tariffs,” he added.
According to the company, brands on its platform already ship to more than 80 countries, with average delivery times of 3.5 days from checkout to doorstep and a 99%+ deliverability rate.
The model also opens up smaller markets that retailers might otherwise ignore.
“We’re not expecting a US brand to set up a logistics operation just for the Kenyan market,” Moiz said.
“But if you aggregate these smaller countries together, we’ve seen it make a meaningful demand base.
It can generate 25%–30% of your international demand.”

Life’s major milestones reshape how we shop.
When consumers welcome a baby or purchase their first home, their needs evolve dramatically, from the products they buy to how they make decisions.
Amazon Ads helps brands build meaningful connections with consumers during these pivotal moments, creating lasting relationships that last beyond the milestone itself.
Life presents millions of little choices each day: what to grab at the grocery store, how to tackle that growing to-do list, which movie to unwind with after work.
But when life’s big moments arrive—like graduating college, buying that first home, or welcoming a tiny new family member—these everyday decisions suddenly carry new weight.
These milestone moments completely transform the way people shop.
Instead of reaching for that familiar laundry detergent, new parents find themselves diving deep into research about baby-safe options.
Rather than grabbing the usual cleaning supplies, first-time homeowners seek out products worthy of their dream space.
It’s more than just daily routines getting a makeover—it’s an entire shift in how people connect with and choose their brands.
The numbers back this up: Amazon Ads partnered with market research firm Alter Agents on Life events research, which reports that 68% of consumers say life events directly influence their spending habits, and 6 in 10 people saying they dedicate more time to product research during these transitions.
These aren’t just temporary changes either.
The brand relationships formed during these pivotal moments often last long after the initial milestone, creating unique opportunities for brands to build lasting loyalty by meeting consumers’ evolving needs.
From the minute a family knows a baby is on the way, it’s go time.
There are cribs to buy, diapers to stock up on, baby care products to research, and so much more.
Amazon Ads Life events research also reports that nearly half of consumers say they’re more likely to compare brands during big life events, and expectant parents are no exception.
Why?
Their priorities shift dramatically.
Compared to other life events, expectant families are 53% more likely to prioritize physical health, 48% more likely to prioritize family time, and 23% more likely to take on more responsibility.
This mindset shift, combined with being 28% more likely to increase their spending, leaves consumers reevaluating their brand choices.
Amazon Ads can help brands reach more than 80% of baby product shoppers in the U.S. during this crucial consideration phase.
But connecting with expectant parents isn’t just about being there during shopping moments—it’s also about reaching this audience as their media consumption increases and their patterns evolve: 19% in TV streaming, 15% in music streaming, 6% in livestreaming.
This shift in media habits creates opportunities throughout the consumer journey—from building awareness during evening TV streaming to driving conversion when parents-to-be are actively researching products.
While expectant parents show these distinct patterns in media consumption and purchasing behavior, changes in habits are common across many major life milestones.
Life milestones often overlap and intersect.
Many consumers navigate multiple transitions simultaneously—welcoming a new baby while moving into a larger home, for instance.
For brands, these moments of change represent prime opportunities to reach new customers who are actively reevaluating their product choices.
Homebuyers show a clear desire for expert guidance, being 20% more likely to seek professional opinions during their purchase journey.
They’re also more engaged with media, showing a 21% increase in streaming TV consumption and a 17% increase in both music and livestreaming.
This is a great opportunity for brands to drive awareness during these transitions.
Success means partnering with industry experts while leveraging expert reviews, Q&A forums, and professional endorsements.
To effectively connect with these consumers, brands need to deliver the right message at the right time across today’s diverse media channels.
Amazon Ads connects with 86% of household shoppers, enabling brands to orchestrate tailored campaigns that resonate at specific moving milestones—precisely when consumers are establishing the product preferences that will define their household for years to come.
To help brands better serve consumers during these milestones, Amazon Ads can help brands reach specific audiences through its demand-side platform (DSP) for consumers experiencing major life events—whether they’re expecting a child, buying a first home, or starting a new job.
These audience segments are powered by Amazon’s trillions of unique shopping, browsing, and streaming signals, enabling advertisers to create meaningful connections with consumers at the right moments.
Brands can reach these audiences across Amazon’s extensive media network—from Amazon.com to IMDb, Prime Video, and Twitch, plus devices like Alexa—and beyond thanks to Amazon’s third-party supply.
In today’s dynamic environment, success means reaching consumers at the right moment with the right message.
Through Amazon Ads, brands can build relationships that drive long-term value by being there when it matters most.

While online shopping is definitely huge, younger consumers prefer somewhat of a balance between the digital and the IRL.
In fact, 50% of Gen Z actually discover new products through friends, family, or colleagues, while 46% find them browsing in stores.
Likewise, 29% spot an item online but purchase it in-store, while 21% do the reverse.
In other words, retailers can’t afford to pick a side: Omnichannel is where the action is.
While 69% of Gen Z did begin their “decision-making” process online, 53% still went to browse in stores.
Of course, the findings do not diminish the importance of digital retail as Gen Z primarily still uses social media to look for products (64%) as opposed to 44% of older American adults.
In the same vein, 31% of Gen Z opt for email for customer service related concerns compared to 21% of older generations.
Ultimately, while younger US consumers prefer the ease and convenience of the online world, the shopping journey is filled with a series of different platforms, with physical retail still being an integral part of it.

Jeff Fenster is the epitome of an entrepreneur. The Everbowl founder lived many lives before he started the acai bowl concept in 2016, launching and selling multiple companies. Then, like a true entrepreneur, he saw an opportunity in healthy eating. Fenster was passionate about acai bowls, and when he discovered that his local Smoothie King franchise was closing, he picked up the phone and called the landlord, signing the lease before he even had a brand name or menu.
Since then, Fenster has guided Everbowl's growth by creatively solving every challenge that has presented itself along the way. Case in point: When he grew frustrated with the cost and cumbersome pace of new unit construction, Fenster launched his own construction company, WeBuild, to help streamline the build-out of new Everbowl units.
Today, Everbowl has 100 locations open and counts current and former professional athletes like Jayson Tatum, Drew Brees, and Shaquille O'Neal among its investors.
Fenster joined the latest episode of Take-Away with Sam Oches to talk about how he's rethinking the standard way restaurateurs scale their businesses and why there's no replacement for hard work, determination, and love for what you do for a living.
In this conversation, you'll learn more about why:
As a restaurant leader, you should be a problem solver, not a problem seeker.
Your competition isn't necessarily in your category.
Streamlining your construction process could help you grow faster.
Every restaurant you open will teach you something about location and real estate.
The opportunities right in front of you are the catalysts for brand change.
If you love what you do and work hard toward your goals, you can be unstoppable.

Loren Castle did not have a certain career path in mind when she graduated from the University of Southern California in 2006.
The then 22-year-old New York City native got a degree in communications and knew she liked health, wellness and business, "but I had no idea what I was going to do with my life," she says.
Post-graduation, she went back to New York but planned to move to L.A. permanently to see where life took her.
Just months after graduating, however, Castle was diagnosed with stage 2 Hodgkin's Lymphoma, a cancer that attacks the immune system, and had to undergo six months of chemotherapy.
Depressed, she began seeing a therapist who helped her see the moment as empowering and an opportunity.
There were still ways in which she could take control.
One such way was her diet — she could make sure to eat healthy even after her treatment.
Castle began taking nutrition and cooking classes, but she quickly discovered something was missing: dessert.
"I have a huge sweet tooth," she says, and she couldn't find baked goods made with more whole foods that didn't use ingredients like bleached white flour, corn syrup and artificial chemicals.
So Castle started trying to make healthier desserts for herself.
She took a typical chocolate chip cookie recipe, for example, and "just started tweaking little by little," she says.
She substituted bleached white flour with whole grain flours like oat flour and refined brown sugar with cane sugar and molasses, eventually landing on a recipe that was both made with natural ingredients and "the best cookie I've ever had."
Nearly 20 years later, Castle is founder and CEO of Sweet Loren's, which sells vegan, gluten-free and allergen-free refrigerated cookie dough in an assortment of flavors as well as refrigerated puff pastries, pizza and pie crust, is sold in 35,000 grocery stores nationwide and is estimated to have brought in $97 million in gross sales in 2024.
Here's how the 40-year-old built her cookie empire.
After completing her treatment in 2007, Castle, who had to stay in New York for several years to continue regular checkups with her doctor, tried working in an assortment of industries: PR, finance, food and beverage.
By night, Castle would return home to her kitchen and continue baking, amassing a binder full of healthier cookie recipes.
"I wanted to create an oatmeal cranberry cookie," she says.
"I wanted to create a fudge brownie cookie recipe."
By 2010, having gotten positive feedback from family and friends, Castle started expanding her reach.
She entered a baking competition run by the nonprofit Lower Eastside Girls Club, for example, where judge and acclaimed pastry chef Gina DePalma told her, "you need to do something with this," she says.
That was the first time "someone that was highly regarded in the professional dessert pastry world was recognizing what I was doing."
Castle also started selling her cookies at various farmer's markets throughout the city, getting "great confirmation that people loved it."
In early 2011, she competed in another New York contest, The Next Big Small Brand for Culinary Genius contest run by a local design agency, and won both first place in the competition and the people's choice award.
For her prize, the agency helped her design her branding.
Around this time, a friend of her mother's who specializes in branding helped Castle land on the name Sweet Loren's.
In 2010, Castle started taking a business writing course teaching the basic logistics of starting a business like the cost of rent, the number of employees necessary and the importance of location.
Still regularly baking at home, she'd bring extra cookies to class and discovered a classmate worked at Whole Foods restocking shelves.
"I asked him, 'how does one even get into Whole Foods?" she says.
"And he said, 'let me talk to my boss.'"
He quickly called Castle to let her know she had a meeting with the head buyer at a Manhattan location of Whole Foods.
Castle and the buyer considered the various options for selling her cookies including packaged, baking mixes and raw cookie dough.
The latter stood out as the most interesting option.
"No one's built the next brand name that stands for natural in cookie dough," she says he told her.
And it clicked that that's what her business should be.
Using $25,000 of her own personal savings, she says, Castle spent seven months trying "to find a factory, design packaging, scale up recipes."
By January 2011, Sweet Loren's was selling at Whole Foods.
Castle took a few years to perfect her product and slowly started selling at more Whole Foods locations and hiring staff.
As she started expanding to other major supermarkets like Kroger and Publix, she got emails from customers about her cookie dough.
They'd say, "Hey, I love your concept, but my kid is nut-free or my husband is gluten-free or we're trying to be more plant based," she says.
She realized there was enough demand to try a cookie dough that's "gluten-free, dairy-free, nut-free," removing all of the major allergens, she says.
When they finally launched it in April 2017, "it became our No. 1 [cookie dough] overnight."
In 2018, all of the company's products were switched to be vegan and allergen-free.
Sweet Loren's raised the price of their cookie dough by $1 each to cover expenses, and "from that moment on, Sweet Loren's was profitable," she says.
This year, Sweet Loren's is projected to generate $120 million in sales.
Still, there have been challenges in growing the business.
Starting alone was tough.
"There were many nights that I would call my best friend or my sister just crying hysterically because it was hard," says Castle.
And finding the right supplier was tricky.
She's tried "five different factories over the years to figure out who we can trust, who can deliver always on time, who has the best quality, who can grow with us," she says.
But she's now thrilled to offer the service she was missing after getting diagnosed with cancer.
"I don't feel like we're selling another product or cookie," she says through tears.
"I really feel like we're creating a lifestyle for people that makes them feel their best, and it makes them feel heard in the food industry."

As global diamond sales continue to decline, Botswana and De Beers have announced a strategic marketing initiative aimed at reinvigorating consumer interest in natural diamonds.
This move comes amid a significant downturn in the market, with natural diamond prices falling by 26% over the past two years and lab-grown diamonds experiencing an even sharper price drop of 74% since 2020.
In response, the two entities have committed to co-investing in marketing efforts designed to protect the long-term value of natural diamonds and restore consumer confidence.
The marketing campaign will focus on category marketing and other promotional efforts, agreed upon annually, to bolster the ethical and symbolic value of natural diamonds.
De Beers and the Government of Botswana will share the financial responsibility for these initiatives based on their respective shares of Debswana’s diamond supply.
The challenges facing the diamond industry have been underscored by De Beers' recent sales figures.
In 2024, De Beers' sales of rough diamonds fell for the second time in the year, recording a provisional $315m—down from $383m in the previous cycle and a significant drop from $456m at the same time in 2023.
While De Beers attributed the decline to the traditionally quieter summer period, industry experts argue that the results reflect a market that remains under pressure, with demand struggling to recover.
The diamond industry is undergoing a profound transformation, with shifting consumer preferences and ethical considerations reshaping the market.
Lab-grown diamonds have gained traction as a seemingly sustainable alternative - although that has been greatly debated - leading to an overall decline in demand for traditionally mined diamonds.
Whether this marketing initiative will be enough to counteract broader market trends remains to be seen, but it represents a clear effort to safeguard an industry that has long been a cornerstone of Botswana’s economy and De Beers’ global operations.

The fastest-growing start-up in Europe has been identified and—surprise, surprise—it’s a bed-in-a-box company.
Tech and reporting companies Ayden and The Next Web (TNW) made the declaration at their fifth annual Tech5 Competition celebration dinner earlier this week.
The yearly match-up sees hundreds of brands from the United Kingdom, Netherlands, Germany, France, Spain and Sweden vying to be crowned as the queen supreme of the European start-up world.
This year, the winner was Emma, a German-based mattress retailer founded in 2015 as the answer to the bed-in-box trend in the United States.
To emerge victorious, Emma, along with all the other businesses that finished in the top ten, had to provide verified growth rate information to Ayden and TNW along with signed affidavits confirming their validity.
Once all this information was compiled, it was revealed that the mattress company saw a revenue increase of 14,315%, making it the clear front-runner.
Emma currently features three different mattresses in its line-up: the flagship Emma One, the three-foam-layer Emma Original and the premium Emma Air built with special ventilated technology.
These beds (starting out at just €290) are only available in Germany and the UK.
Over the past decade, direct to consumer bedding companies have seen a ton of growth in the start-up sphere.
In fact, some of the fastest-growing companies on the US online-only market these days are mattress brands (Casper, Tuft & Needle, Purple and Leesa immediately come to mind, though there are of course dozens more that also fit the bill).
So what’s with all this lightning-fast growth?
Some attribute it to the low, low costs of buying and shipping things online.
A few point to the transparency of working with a company that makes all its own beds.
And still others think it might have something to do with the kinds of playful advertisements that only a digital brand could get away with.
Here at Sleepopolis, we think it comes down to something simpler: a growing awareness of the importance of a good night’s rest.
One of the most important things the bed-in-a-box boom has done has made us all more cognizant of not only how we sleep, but how we can sleep better and turn our eight hours of shut-eye into something truly restorative.
And as the trend spreads from the US to Canada, the UK, Germany, India and beyond, it’s clear that it won’t be stopping anytime soon.

More consumers are seeking dining experiences versus just meals.
Yelp data finds that more diners are seeking options that prioritize entertainment and uniqueness.
KPOT's sales jumped 34% last year as more consumers seek experiential dining.
Tighter budgets are apparently causing more consumers to seek broader experiences while dining out.
According to Yelp data analyzing consumer searches from January to March, diners are seeking options that prioritize entertainment and uniqueness.
For example, searches for Le Petit Chef were up 509% during Yelp's timeframe.
Le Petit Chef bills itself as "an immersive dining experience" that combines culinary arts with technology.
The concept features "the world’s smallest chef" — a 6-centimeter-tall, animated Frenchman who is brought to life on diners’ tables using 3D projection technology.
Further, "hibachi catering" searches jumped by 55%, while searches for "chef’s table" were up 36%, and "popup restaurant" searches were up 14%.
Medieval Times searches were up 40%.
The concept has been around since 1973, featuring a dinner theater experience that transports guests to an 11 th century Medieval feast and tournament.
Yelp's data corroborates some of Technomic's Top 500 data from 2024, in which concepts such as Cooper's Hawk, KPOT Korean BBQ & Hot Pot, Kura Sushi, and Puttshack grew their sales significantly faster than the industry average of just above 3%.
Cooper's Hawk sales jumped 12.5% last year to finish with $605.3 million.
The concept considers itself to be a "wine-driven lifestyle brand," with a wine club featuring tastings, members-only events, and more.
KPOT, meanwhile, jumped by 34% to finish with $398 million, leveraging rising consumer demand for Korean barbecue while also allowing guests to cook their own food in an interactive, all-you-can-eat format.
Kura Sushi's revolving sushi bar attracted plenty of consumers last year, as the chain generated a 27% year-over-year increase in sales to finish with $237.8 million.
Puttshack, which combines tech-integrated mini golf with a globally-inspired menu, experienced 60.2% sales growth last year to finish with $32.2 million.
These trends also match recent research conducted by hospitality management platform SevenRooms finding that diners have become more selective in their spending, but they’re willing to spend for experiences that feel "premium and exclusive."
Seventy-four percent of consumers said they will return to a restaurant after a unique experience.

Caliber is reimagining how stories are created, shared, and valued by meeting audiences on their terms, in their tone, and on their time.
Using insights from its own success on social media, Caliber simplifies social to move brands forward— making work that works.
Marketers love to “surprise and delight.” So do consumers.
People are increasingly purchasing items without knowing exactly what product, or which variation of a product, they’re going to get.
This year, the phenomenon of blind boxes, or mystery boxes, which originated in Asian markets, took off with US consumers amid the growing popularity of keychain Labubu dolls and Sonny Angel figurines.
Pop Mart, the brand behind Labubus and other blind-box brands, made 13.88 billion yuan ($1.93 billion) in the first half of this year alone.
MGA Entertainment sells blind-box items like LOL Surprise dolls, which first launched in 2016, and CMO Josh Hackbarth said the company is seeing a current “burst” in demand, which he credits in part to nostalgia and to the rise of the “kidult” consumer.
“A lot of the kids that grew up with our products and maybe some similar surprise unboxing ones now have adult money,” Hackbarth told us.
It’s not just toy brands getting in on the trend.
Andy Rebhun, chief marketing and experience officer of fast-casual chain Cava, told us the brand decided to give out blind-box-style pita-chip plushies with the purchase of its Hot Harissa Meal earlier this month after seeing the social media fervor for Pop Mart items.
“The team decided to lean in and place a bet,” Rebhun said.
“Sure enough, it was a really good bet for this moment in culture.”
For brands of all kinds, blind boxes can serve to encourage repeat purchases while presenting a marketing opportunity to reach customers of different ages and budgets.
Beyond that, the excitement around unboxing mystery items is ripe for social, giving brands a chance to go viral and generate additional brand awareness online.
Small cost, big reward?
If there’s one thing that unites people of all ages, it’s a love of opening presents.
“Consumers really like the element of surprise and not knowing,” Rebhun said.
“It’s like when you think about the holiday time when people unwrap a gift, it usually evokes a feeling of excitement and joy.”
While LOL Surprise’s main demographic is kids, Hackbarth said the brand has seen more interest from adults, especially among collector audiences, as it’s released lines with throwback IP, like the Powerpuff Girls and Care Bears.
Blind boxes can also provide an opportunity for brands with higher price points to reach customers with smaller budgets.
Athleisure brand Set Active, streetwear brand Madhappy, and cookware brand Le Creuset are among the retailers that have used mystery boxes to help clear out inventory at lower price points, and luxury liquidation brands like Heat and Scarce sell mystery boxes filled with off-season, luxury fashion items at a discount.
[It’s] a very covert, easy way to get [product] out the door,” Noah Eisemann, global managing director of social and influencer at VML, told us.
As inflation and tariffs push up the prices of many everyday products, some consumers may view blind boxes as mini-luxuries or affordable treats, Eisemann said.
The Le Creuset Factory to Table sale, for instance, offers consumers the chance to buy a mystery box that costs $50 and promises up to $350 worth of products.
LOL Surprise dolls encourage repeat purchases through a collect-them-all strategy, which sometimes involves interconnecting toys to crack a code or unlock a certain power once a set is complete.
However, there are also benefits for brands that lean into the scarcity mindset to drum up product interest.
For its activation, Cava set a limit of one plushie per customer across the US, Rebhun said—although he did hear of some people going back for seconds.
“We appreciate that excitement,” he said.
Show and tell
Whether it’s unboxing a Labubu doll or a Le Creuset mystery box, the widespread interest and emotional intrigue of a blind box is ripe for user-generated content.
Unboxing content has long thrived on YouTube, with 10- to 15-minute-long episodes showing off every item detail, but in the last couple of years, Hackbarth has observed an explosion of shorter and snappier creator-led unboxing videos on platforms like TikTok and YouTube Shorts.
The #BlindBox tag on TikTok alone has more than 1.3 million posts, and some creators on the platform have built enormous followings from posting unboxing content.
“People want to tell others and show others what they’ve got and create that shared experience,” Hackbarth said.
The influx of social content that comes from blind boxes is what inspired Cava to venture into the space, Rebhun said.
In a private Instagram channel with brand superfans, Cava prompted members to share pictures of their plushies once secured, but he said most of the plushie content online has been organic, he said.
“They created videos, they did Instagram static posts,” Rebhun said.
“It’s really a pleasure to see that type of reaction to something like this because it’s everything that marketers and brands would want.”
MGA partners with creators to produce unboxing videos, Hackbarth said, and that content has generated hundreds of millions of views, both paid and organic.
ASMR-style videos, he noted, are particularly appealing to some viewers.
The company is also experimenting with eventized, live unboxings, which are teased ahead of time to help build excitement and reach both kids and kidults alike.
That all can add to the dopamine hit of the surprise, which users can experience secondhand through the screen.
“It’s that thrill of the chase,” Hackbarth said.

Social content is important for business owners too.
Readers who have been following this influencer series for some time likely already know that social media content creators are becoming increasingly vital to the popularity and longevity of restaurants.
But what happens when these two worlds collide?
Meet the growing group of operator-influencers: the social media content creators that also own restaurants.
Public relations agency Belle Communication has built Brilli, an influencer insights tool that surveys influencers on trends that they and their followers are seeing or want to see from restaurants and food operators.
This month, Belle Communication surveyed four operator-influencers about their dual-career journeys, how they built their audience, and the effect that Internet popularity has on their restaurant businesses.
“Guests are showing up to restaurants and saying, ‘I saw you on Instagram,’” Kate Finley, founder and CEO of Belle Communication, said.
“That’s happening more and more.
Whether it’s an operator’s own content or a local foodie sharing their experience, people are choosing where to eat based on what they see online.
Having a social media presence is no longer a nice-to-have in restaurant marketing; it’s a must for visibility and traffic.”
There is no one-size-fits-all journey to becoming an owner-influencer.
Among the content creators surveyed, there was an even split between those who began their careers as content creators before opening restaurants and those who established restaurants first before developing their social media presence.
“I was definitely a chef first: I went to cooking school at the age of 13 when there wasn’t any social media or internet,” Romain Avril (@chefromainavril) said.
“When social media was just photos, I feel everyone had this perception of me as a French Michelin background chef that was serious and arrogant and that wasn’t me at all.
So, when video was introduced, I thought ‘how can I create content that has some sort of comedic relief that is still associated to food where I can show my personality?’
And that’s how I started creating more light-hearted series like ‘Trash It.’”
Meanwhile, Lin Smith Jerome (@lin_smith_jerome) started off as a content creator before opening her first restaurant, Café Lola, in Las Vegas.
She said she opened the restaurant with “a content mindset,” and wanted to create photogenic and experiences for guests.
For Jerome, content creation is embedded into her workday as an operator, and both are just as important aspects of her business.
“I treat content creation like any other part of the business—it gets blocked into my calendar just like a construction walk-through or investor meeting,” Jerome said.
“I also batch film and repurpose wherever I can.
I’ll shoot lifestyle content during a site visit, or turn a design install into a behind-the-scenes reel.”
Every content creator surveyed said that their online presence has an offline effect on their brick-and-mortar business—from people recognizing them from Instagram to guests coming in to their restaurants because they’re a fan of their content.
“It’s a little hard to gauge, but I would say it has definitely brought in more people,” Ben Diaz (@chefbendiaz), owner of Tacos el Chapin and CBD Cuisine, said.
I constantly get a stream of guests coming in saying, ‘I came in because I saw you on Instagram/YouTube.’
It’s a bit of a strange feeling, like, is this real?”
Anthony John Scardino (@professorpizza) decided to invest more in content creation after seeing his online success boost business for his Chicago pizzerias, West Town and Old Town.
Content creation is a commitment, which means investing in the proper equipment and understanding the algorithms.
“I used to hate leaning my phone against something while trying to find the perfect angle to capture me making a pizza because it felt more like a production,” Scardino said.
“Then when I got a basic tripod, it made the process more approachable.
… Consistency is key.
The more video you can do to support the current algorithm, the better.
When I was first growing, I’d go live at the same time every day for the same amount of time.
Consistency also means using the same background or setting.
It helps build familiarity and an organic following over time.”
Content creators who are also business owners have the unique opportunity to grow a b2b following that’s not just a regular consumer audience.
Most of the influencers surveyed said that their audiences are a mix of chefs, home cooks, restaurant owners, and regular people who love following food content on social media.
“My following was male chef-heavy at the beginning, but it’s always evolving depending on what videos of mine become popular,” Avril said.
“As a French man, I have less than 1% of a French following.
A majority of my following is in America, so I have to think about what Americans will be drawn to.
Some people are there for the food and some people are there for the comedic relief.
Some are chefs and some are at-home cooks.”
One of the most important aspects to transitioning into content creation is to share your story authentically.
Jerome said that sharing her story online has translated into real-life opportunities and collaborations that she would never have run into otherwise.
“Every time we post a new buildout or launch event, we see a spike in inquiries and press, so the ROI is both measurable and long-term,” she said.

Skip Navigation Related Stories Work Amy Poehler says she's never taken sick days: 'We were sold a productivity myth' How I Made It 48-year-old quit Wall Street job to start a business—now it brings in $70M/year Earn 25-year-old quit her corporate job to teach Pilates—she earns more, is 'happier' Get Ahead 25-year-old tech consultant took unpaid time off to be on 'Love Island' Startups Startup founders share how they bounced back from failure Sara Schiller and Karen Robinovitz, co-founders and co-CEOs of The Sloomoo Institute Lanna Apisukh The day Karen Robinovitz was reintroduced to slime in 2018, she ran up to her New York apartment's rooftop with her friend's 10-year-old daughter and tried drizzling it all the way to the ground. "It turned me into a 7-year-old for four hours," says Robinovitz, 52. It was the first time she'd felt joy in a year and a half, she says. Within a nine-month span, her husband had died by suicide and her teenage cousin was killed in the Parkland high school shooting. Amid medications, support sessions and therapy, playing with slime offered Robinovitz some unexpected relief — so she bought a handful, then hundreds, of jars from TikTok creators. She'd stumbled onto a niche industry: Some small businesses, particularly on TikTok, have reported bringing in more than $1 million per year making and selling stretchy, elastic goo that you can squish and pop in your hands. But Robinovitz, who ran a talent management agency for social media influencers, and her friend Sara Schiller, founder of an event space company, saw a chance to sell more than just slime. Today, they co-run The Sloomoo Institute, an interactive slime experience — a description they prefer to "museum" or "play space" — with locations in New York, Los Angeles, Atlanta, Chicago and Houston. After buying tickets, which average $34 per person, visitors are handed a gob of slime and invited to smack it against a wall. Inside, they'll find customizable slime stations, ASMR rooms and white fiberglass vats of slime with different textures and smells. Sloomoo sells slime too, but about 85% of its revenue — up to $4.3 million per month last year, it says — comes from ticket sales. Its first four locations brought in $28.9 million in revenue in 2023, including $4.6 million in earnings before interest, taxes, depreciation and amortization (EBITDA), according to documents reviewed by CNBC Make It. The company says its full-year earnings for 2024 aren't yet finalized. "Karen and I [have] a deep belief that in tapping into your senses, you're creating an emotional connection," says Schiller, 54, adding that Sloomoo has been profitable since the day its first location opened. "That's so much more powerful than just mailing out packages of slime." Sloomoo unofficially began at one of Robinovitz and Schiller's weekly get-togethers, at Schiller's loft in Manhattan's Soho neighborhood. Both women needed emotional relief: Schiller's husband suffered brain-damaging strokes a couple years prior, making her the family's sole caretaker. Slime occupied their hands as they spoke: Such sensory-heavy activities can improve depression and anxiety symptoms, some studies show. Then, the pair watched Schiller's daughters, one of whom is nonverbal and has limited motor skills, handling the slime together — a rare way for the siblings to connect and play with each other. The two friends bought more than 900 jars of slime to study, Schiller says, then worked on their own recipes. (Always start with Elmer's glue, Robinovitz says.) They attended conferences, where they met and hired slime creators, and raised $1 million from a private investor, the co-CEOs say. They put $400,000 of their investment money aside — "If this flopped, we still had to pay rent," Schiller says — and put the other $600,000 into refurbishing a rental space near Schiller's home. They invited slime, parenting and lifestyle influencers on hardhat tours mid-construction as a marketing strategy, Schiller says. Their grand opening in October 2019 sold out — 3,000 tickets — before the duo even opened their doors, they say. "I remember this mother was crying to me, saying, 'My daughter has to come today, all her friends are here,' and I was like, 'I cannot sell you a ticket, we're at capacity,'" Robinvitz recalls. "But when I turned around, the little girl ran [in], threw off her shoes and jumped in the lake of slime." "There were lines down the block," Schiller adds. "People weren't mad they were jostled in. They couldn't believe they had an opportunity to actually get in." In its first week, Sloomoo sold $1 million worth of tickets, Robinovitz and Schiller say. Five months in, the Covid-19 pandemic arrived and the business let go of roughly 90 part-time employees, keeping just the co-CEOs, a bookkeeper and their resident slime-maker. They sold slime online, hosted virtual slime-making camps for kids, and hosted corporate workshops for companies like Google and Pfizer until fully reopening in 2021. The following year, Sloomoo raised $5.8 million in a Series A funding round led by Raptor Group, and opened its Chicago and Atlanta locations. The company took on $5 million in debt from its investors to open in Houston in 2023 and Los Angeles last year, the co-CEOs say. They've paid the money back, and their future expansion plans include more locations, physical products, leaning programs, games and even live entertainment, they note. The popularity of their central product, the slime itself, has ebbed and flowed over the decades — from the slippery, chemical-smelling slime of the 1970s to Nickelodeon's "Slime Time Live" in the early 2000s. Since today's TikTok-fueled slime popularity will probably fade eventually, Sloomoo's longevity is dependent on giving visitors memorable, unique experiences, says experience economy researcher, consultant and author Joe Pine. Experience-based businesses are successful when they're memorable, meaningful, create a sense of awe and, most elusively, change who we are, says Pine. Sloomoo's vats, walls and lakes of scented slime fulfill the first three, Pine notes. He's not 100% sold on Sloomoo's ability to transform people — but Schiller and Robinovitz say it's certainly changed the two of them, at the very least. "Karen and I could be SVPs at major companies, and we've chosen to do this because it's really meaningful to us," Schiller says. "We want people to know that you can choose to try, get out there and do something that's never been done before." "After what we've both been through, what are we going to be afraid of now?" she adds.

There are few things more humbling than standing over a bed of live coals trying to coax a skewer into something succulent, rather than shameful. Safe to say: barbecue brings out the best intentions and the worst results, yet Honey & Co, the grill-focused restaurant group from Sarit Packer and Itamar Srulovich, found that gap between aspiration and reality and turned it into a masterclass. At their Fitzrovia site, Honey & Smoke, guests of their newly-launched BBQ masterclass are handed skewers, guided to the grill, and asked to do what most of us usually get wrong: cook meat over live flame with confidence. And, in doing so, make an arguably perfect business case for experiential dining at a time when restaurants are searching for revenue beyond dinner service. Here is the model, smouldering in front of you—an experience that is intimate, instructive and, crucially, scalable. Packer and Srulovich aren’t dilettantes, either. Over the past decade they’ve built one of London’s most recognisable restaurant brands. Honey & Co., their original Fitzrovia café, became a cult name on the strength of feta and honey cheesecakes, fragrant Israeli stews, and a warmth of hospitality that felt imported from a different dining era. Honey & Spice, their deli, expanded the reach. Honey & Smoke, the bigger sibling on Great Portland Street, gave them a stage for the grill cooking of their childhoods. Cookbooks and supper clubs extended the brand still further, making a masterclass their natural continuation. All at once: exceptional food served with education, story, and revenue. The class is refreshingly unvarnished, too. There is no gimmickry or “chef’s secrets” doled out with winks, but incredibly helpful facts and opportunities to practice everything not-so-secret secret as you go. You chop, you season, you make bread, you set skewers over coals, and you watch the chefs demonstrate the difference between letting the fire work for you and fighting against it. As any of their cookbooks might teach you, but you may not have the personal resources or time to experience at such a scale, the details matter most: the way marinades cling, the moment the meat is ready, the kind of patience barbecue requires. In my own visit, I learned more in two hours than I had in years of reading cookbooks. As you’d expect, many attendees are repeat visitors from the couple’s supper clubs, who now treat the restaurants almost as a second home. Others were diehard fans who had eaten their way across the Honey & Co. portfolio and saw this as the logical next step (myself included). Others were complete newcomers and curious teens, yet even they spoke of the brand with a certain reverence. And that mix — loyalists deepening their connection, new faces being folded in — is where the business logic shines. For the restaurant, the benefits are obvious. Classes are ticketed, so they provide an additional revenue stream in a sector where margins are notoriously tight. They feed directly into loyalty. Once you’ve blistered aubergines under Honey & Smoke’s watch, you’re far more likely to buy the book, reserve a table, or drag a group of friends back for dinner. And they double as live consumer research. Watching a roomful of people react to spice mixes and grill techniques tells you more about your market than a stack of online reviews ever could. The context matters, too. British summers are warming, and the barbecue is enjoying extended cultural relevance among those of us who’d never bothered to get to grips with grilling previously. And that has a lot to teach other restaurants. Few will succeed at home — and that, ironically, is the genius. The harder the skill, the more loyal the student becomes to the teacher. As an expert in the restaurant industry, I truly believe the future of hospitality will be shaped as much by education as by service. Not all in this way, sure, but diners want to understand what they’re eating, and go home with knowledge as much as they do brilliant memories. For restaurants, that means thinking in ecosystems rather than isolated transactions. A supper club feeds into a cookbook, which feeds into a class, which feeds back into the restaurant. Each layer strengthens the next. What sets Honey & Smoke apart is its balance of authority and accessibility. Guests know they are in capable hands, but nothing ever tips into intimidation. Even as a diner, you feel part of the process, not merely an observer. That inclusivity is why it works as both theatre and business. This isn’t a global franchise with branded spice rubs in every supermarket — at least not yet — but it is a flawless case study in how to extend a restaurant brand beyond the dining room.

In 2015, Katerina Markov Schneider was newly pregnant and on the hunt for the right prenatal vitamin. There were plenty of options available on the market, but none that met her standards. She found most of them to have high levels of heavy metals and too many artificial ingredients. Schneider decided to take things into her own hands. "I knew we all deserved better, including myself," she tells CNBC Make It. "And this passion to set a new standard in this supplement industry took over." Schneider quit her job as a venture partner at Atom Factory, an entertainment company, to start Ritual. Less than 10 years later, the supplement brand has expanded far beyond prenatal vitamins and sold over 25 million bottles of supplements for daily health, better sleep, stress relief and more. In 2024, Ritual brought in more than $250 million in gross revenue. But the 39-year-old founder and CEO says building a business centered around women's health wasn't easy: "[It] was so underfunded and understudied." Here's how Schneider weathered the many "no's" she got from investors early on, stayed dedicated to changing the supplement industry and built a successful business. Schneider's parents immigrated to the United States from Ukraine when she was around four years old. She says they've always had a holistic approach to health and wellness. "My parents were the ultimate skeptics," she says. "So, anything they were reading or anything that was in front of us, there was ultimate skepticism." In 2004, when Schneider was studying at Brown University, her mother was diagnosed with breast cancer. "It was such a dark moment in my life," she says. At the time, Schneider's mother opted out of conventional treatment like chemotherapy and radiation, and sought out care from a naturopath who gave her holistic supplements and suggested following a diet based on her blood type. Now, more than 20 years since her diagnosis, Schneider's mother is well, but does monitor her condition with a physician. Schneider says she was always influenced by her parents' approach to wellness, but it was a new chapter in her life that helped determine her own. "I would say that the thing that had the most profound impact on how I thought about health and wellness was being pregnant," she says. "I never took a multivitamin before. And here I was pregnant, and I had to take prenatal vitamins. And there was nothing out there that met my standards." Katerina Schneider wanted a prenatal that could give her the nutrients she needed without heavy metals and artificial colorants. Doctors typically advise that pregnant women take prenatal vitamins to increase their intake of folic acid, iron and calcium, which are important for fetal growth and development. Schneider thought the supplements she found on the market didn't have enough of the essential nutrients she needed as an expecting mother. Instead of a standard prenatal, Schneider added magnesium, vitamin D, omega-3 and methylated folate to her daily regimen. But, she couldn't shake the idea that there must be a way for her and other expectant mothers to get the nutrients they need without all of the other junk. "I felt something so deeply inside of me. Why do I have to cobble this together? Why do I have to do the research? Why can't I make this available for other women? And it became kind of a rallying cry inside me," she says. "I was determined to start the company." These challenges almost caused her to give up on starting her business, but Schneider's husband encouraged her to stick with it. Once she was set on creating Ritual, the first step was "really investing in science," she says. To show consumers that her vitamins were different than all of the rest, Schneider wanted to have scientists in-house to lead clinical studies on the efficacy and safety of her product. But funding her vision would be costly, so Schneider began pitching investors in Los Angeles. "A lot of the feedback I got was that women's health is niche, pregnancy is niche, postpartum is niche, fertility is niche, menopause is niche," she says. She was eventually able to get investors on board, including her old boss at Atom Factory, Troy Carter, who invested $1.3 million. Schneider quit her job to focus on the business full-time. At eight months pregnant, Schneider went to a nutraceutical convention where a manufacturer displayed a vitamin in a clear capsule. The ability to see exactly what was inside the pill inspired her to take the same approach at Ritual. "I was like, 'Wow, this is what it's meant to be,'" she says. "The future of health is clear." By July 2016, just months after giving birth to her daughter, Schneider was able to raise an additional $3.5 million in funding. And this gave her a chance to build her team of scientists. She hired a chief scientific officer and created a team of 20 scientists and experts in fields like physiology and nutrition, who decided it would be more beneficial for the brand to start with a multivitamin. "When we looked at the multi industry, we saw that it contained a lot of ingredients that people were already getting from their diets," Schneider says. "But they were lacking in certain ones that people needed." Vitamins and supplements are not closely regulated by the U.S. Food and Drug Administration. "Basically anybody can go out there and start selling a vitamin supplement and putting a claim on their label," says Jen Scheinman, a registered dietician with over 30 years of experience in the field of nutrition and wellness. Schneider made the traceability of Ritual's product integral to the company's mission. The Ritual team decided to not only list every single ingredient in the multivitamin on their website, but also where each was sourced. Also, anyone can access the clinical study that tested Ritual's multivitamin on their website. "At Ritual, traceability is really the proof. It's taking transparency to the next level," Schneider says. "We have a commitment to have clinical studies on every single one of our products by 2030, really showing people the proof behind our science." Experts like Scheinman welcome Ritual's approach. "The sourcing for the supplements to me as a dietitian becomes concerning because I want to make sure that my supplements are going to be pure, clean of heavy metals and are going to actually have the effective ingredient in there," Scheinman adds. "Ritual's doing two things. Number one is they are declaring where they source their ingredients so we can trust they are clean and have the right efficacy. And the other thing is they do third-party testing, which is them confirming [they] sourced this ingredient from a high quality supplier. [It's] putting their seal of approval on that and this is something that's pretty unique to see in the supplement industry." Ritual launched the multivitamin for women ages 18+ in 2016, and for the first six years, the product was only available direct-to-consumer as a subscription service at $30 a month. "I wanted to make it easy because I felt like the industry was just so overwhelming in the amount of choice," she says. Transparency and that DTC model helped Schneider gain the trust of consumers. "For two years, we only had a multivitamin for women 18-plus," she says. "And what's amazing is that during that time, we were doing something so different in the industry that people started saying, 'Hey, when are you coming out with a prenatal vitamin?'" In 2018, Ritual launched the prenatal vitamin that started it all for Schneider. And soon, the brand added postnatal and postpartum supplements. Since Ritual's launch, the company has expanded beyond its original target demographic. Ritual now sells multivitamins for women over the age of 50, teen girls, teen boys and men. They also sell supplements for sleep, stress and gut health. In 2022, Ritual launched their product in Whole Foods stores, and two years later, expanded to Amazon, Wegmans, and Target. In stores, the vitamins typically retail for $37 to $43. To encourage other brands in the industry to embrace the same transparency they've built their own brand on, in 2023, Ritual wrote a letter to Congress asking for better regulation of heavy metals in supplements, and to require vitamin and supplement companies to conduct and share clinical trials that support their claims about the products they offer. "I have three little girls that are growing up in the world where women's health is underfunded, understudied and just has a really deep lack of investment and care," Schneider says. "It feels really exciting to be building a brand that is on the forefront of that."

H&R Block is uniting its social creative and media duties under one roof through an expanded relationship with agency VaynerMedia.
The tax-preparation firm is trying to push past solely being associated with tax season to position itself as a provider of trusted financial advice year-round.
It is also trying to account for changes in consumer behavior while streamlining marketing decision-making.
The initiative is spearheaded by H&R Block Chief Marketing and Experience Officer Jill Cress, who is applying a “fail fast, learn fast” ethos that runs counter to traditional tax-season marketing.
Brands in a number of categories are exploring more social-first tactics to engage Gen Z and account for a decline in traditional media.
Social-first marketing continues to pick up steam as legacy brands race to modernize their approach.
Social ad spending has climbed steadily over time, but the H&R Block news is the latest signal that more organizations — including those in conventionally staid categories — are enacting bolder moves to orient their strategy around a channel that is essential for connecting with younger consumers and requires an always-on mindset compared to traditional ad campaigns.
For 70-year-old H&R Block, the deeper relationship with VaynerMedia comes as the firm tries to shed an image largely tied to tax season, which only occupies a few months of the year.
The brand hopes VaynerMedia can help it push the envelope and pivot in real time to capture relevant discussions, an embrace of risk in a typically conservative field.
The partnership also aims to wed H&R’s brand-building initiatives closer to performance marketing.
“Bringing social creative and media together under one partner isn’t just operationally efficient, it’s a competitive advantage,” said Cress in a statement.
“VaynerMedia’s integrated approach fuels agility, sharpens our cultural edge, and ensures we’re building stronger connections with more customers, all year long by integrating H&R Block into daily interactions.”
H&R Block in recent years has worked to evolve its marketing and customer service, tapping into TikTok content, generative artificial intelligence and subcultures like gaming.
In February, the company launched tax-themed virtual experiences in Roblox, an online game popular with Gen Z and Gen Alpha.
The spaces were limited to users 18 and older.
The news notches another win for VaynerMedia, which was an early mover in the social-first agency space.
PepsiCo earlier this year deepened its collaboration with the shop, aligning VaynerMedia closer to its in-house agency to support beverages like Pepsi and Mountain Dew with their socially led marketing.
VaynerMedia in March was also named social agency of record for JCPenney, another legacy brand vying to recapture its edge.

David Niles will go to great lengths, or depths, to save food from going to waste: Sometimes, the 63-year-old goes dumpster diving near his home in Brooklyn, New York.
The far more sanitary digital version, Niles says, is an app called Too Good To Go, where retailers like restaurants and bakeries sell "surprise bags" of leftover food at discounted prices, usually between $3.99 to $9.99 apiece in the U.S.
He’s spent nearly $10,000 to pick up almost 2,000 surprise bags on his bicycle over the past four years, he says.
Too Good To Go, a Copenhagen-based company founded in 2015, brought in just under $162 million in revenue in U.S. dollars last year, according to documents reviewed by CNBC Make It — primarily by taking a cut of each surprise bag purchase and collecting annual membership fees from retailers.
In the U.S., the company typically takes $1.79 per bag and charges an annual membership fee of $89, a company spokesperson says.
Publicly, Too Good To Go's mission is to help reduce global food waste, a problem that costs the world $1 trillion per year, the World Bank estimates.
The company has yet to enjoy a profitable year, instead reinvesting its cash flow into expanding geographically, adding new retailers to its app, building new support offices and acquiring other startups, says CEO Mette Lykke.
"We do want to run a profitable company," says Lykke, who notes that her business earned $8 million last year before subtracting one-time costs.
"If we really wanted to, we could go more hardcore for profitability.
But again, it’s not really why we’re here," she adds.
Too Good To Go was originally founded by a group of five Danish entrepreneurs: Thomas Bjørn, Stian Olesen, Klaus Bagge Pedersen, Brian Christensen and Adam Sigbrand.
Lykke learned about the company while chatting with another woman on a bus near Copenhagen and joined its first funding round in 2016 as an angel investor.
An entrepreneur herself, Lykke co-founded a social fitness startup called Endomondo that was acquired by Under Armour for $85 million in 2015.
"I just thought [Too Good To Go] was the most genius app, and I loved the concept," she says.
In 2017, Too Good To Go's founders decided they needed a CEO who could more effectively grow the company — and they asked Lykke to take over, says a company spokesperson.
One of her first acts was to more deeply examine the startup's finances, which were in such poor shape that she went home and asked her husband if she should back out of the job, she says.
Lykke’s first step toward company growth was actually a contraction, shuttering Too Good To Go in four of the 10 countries it operated in.
The business had expanded "way too fast, way too soon" without fully figuring out its business model, she says.
Since then, Lykke has re-expanded the company to include a grocery service, a software system for food retailers and 100 million users across 19 countries in Europe, North America and Australia.
The app arrived in the United States in 2020 and already hosts retailers in 33 U.S. metro areas and counting, says a company spokesperson.
"[Food waste] a massive, massive issue, and it’s important that we solve it fast," Lykke says.
Too Good To Go, which has nearly $158 million in investment funding, isn’t the only for-profit company trying to reduce food waste.
Venture capitalists have poured more than $1 billion into the niche industry, funding businesses from online grocery delivery service Misfits Market to at-home composting system Mill, according to PitchBook data.
Retailers don’t often profit hugely from Too Good To Go sales, but some income is better than the $0 they’d get from throwing their extra food away.
And at Delish Bakery in Medford, Oregon, for example, owner Susan Prunty says that multiple of her Too Good To Go customers have become full-priced regulars.
Some app users like Niles, the dumpster diver in Brooklyn, worry that Too Good To Go "greenwashes" the issue of food waste, giving users false impressions of environmental responsibility.
But if every food retailer in the U.S. used a similar markdown mechanism, they’d save one million tons of food annually, according to calculations by Chicago-based nonprofit ReFED.
"That’s the [environmental] equivalent of about 900,000 cars coming off the road," says Dana Gunders, ReFED's president.
A profitable, eco-friendly approach can’t guarantee Too Good To Go's future success.
Retailers could cut out the middleman by launching similar programs themselves, food safety regulatory hurdles vary by country and the company will eventually run out of stores to add to its app, says PitchBook food tech analyst Alex Frederick.
Too Good To Go's future depends on faith in the long-term potential of its business model and a conviction to stay the course over time, says Lykke.
"I’m very convinced that we have a brilliant model here," she says.
"Having a great idea or concept is fantastic, but it’s really only 10% of getting there.
The rest is all about the execution."

The Estée Lauder Companies-owned Canadian cosmetics brand MAC recently launched its Studio Fix cushion foundation in China.
Dubbed the 24h “King of Coverage” (24H卷王气垫), the foundation comes in premium black packaging.
Perhaps based on the visual similarity, MAC unveiled its first collaboration with Shanghai’s premium bakery brand FASCINO.
The main draw is FASCINO’s iconic “Black Blueberry Cream Cheese Bagel” (黑金蓝莓乳酪贝果).
The round black shape not only resembles a blueberry but also the MAC foundation.
The other reason for the collaboration is that the two products will form an “8 AM alliance” because both can be part of your morning routine.
For this reason, the collaboration is called “Flawless Beginning”.
There is also a Black Blueberry Custard Croissant and, of course, exclusive paper bags.
In the meantime, MAC also released special co-branded beauty blenders in the shape of sourdough bread and a baguette for the campaign.
MAC and FASCINO launched two pop-up beauty and bakery stores, one in Shanghai and one in Hangzhou, called the “Flawless Beauty Flagship”.
The collaboration taps into China’s recent obsession with premium bakeries.
The morning routine angle also speaks to young professionals craving emotional value.

Remember when brand loyalty was the thing? You bought your Colgate, drank your Milo, pumped your petrol at Shell and stayed true like a loyal spouse. Your mum used the same detergent for 20 years. Your dad only trusted one tyre shop, rain or shine. Now? Welcome to the Tinderfication of Malaysian consumerism — where every brand is just one swipe (or scroll) away from being replaced. Whether it’s Shopee, Lazada, TNG, or even your telco provider, Malaysians are jumping ship faster than you can say “voucher code.” The question is: why? And more painfully: are brands to blame? 1. Swipe Culture: Love at First Discount Let’s get one thing straight: price still rules. Malaysians are practical, savvy, and slightly obsessed with value. Throw in free shipping, cashbacks, and an RM8 voucher? You’ve got yourself a customer — for this transaction. But will they come back? Only if you give them another voucher. It’s not loyalty. It’s a situationship. Consumers are no longer wooed by heritage or “Made Since 1954” claims. They want speed, savings, and maybe a bit of TikTok sass. If you can’t offer that, someone else will — by the next mega sale. 2. Blame It on the Brands Before we shame consumers for being fickle, let’s look in the mirror. Who trained them to behave this way? It was the brands — dangling daily deals, shouting “Last Chance!” every other week, rewarding only new users and ignoring the loyal ones. Like dating someone who only surprises you in the honeymoon phase, then ghosts you till the next birthday. Loyalty died not because consumers changed but because brands stopped investing in relationships. 3. The Curse of 11.11 Fatigue There was a time when 11.11 felt magical — a once-a-year shopathon of legendary discounts. Now? There’s 10.10, 9.9, 8.8, 7.7, 6.6, and somewhere out there… 2.2½. Consumers are exhausted. Their carts are full but their hearts are empty. Everything feels urgent but nothing feels special anymore. In this flood of sales, brand stories are drowned out by screaming discounts. You can’t build loyalty on adrenaline and price cuts. That’s not branding — that’s bribery. 4. Loyalty Programmes: Death by Boredom “Collect 18 points and get 1 miserable coffee.” Seriously? Most loyalty programmes are designed like 1998 spreadsheets. They’re clunky, slow, and feel more like a chore than a reward. Consumers have to jump through flaming hoops to get a plastic pen or an expired voucher. Meanwhile, brands still use the word “exclusive” while sending the same promotion to everyone in their database. True loyalty isn’t earned with a stamp card. It’s earned by making people feel seen — and treated better than a stranger who just walked in with a promo code. 5. How to Win Back the Malaysian Heart The good news? Loyalty isn’t dead. It’s just been ghosted. Here’s how brands can bring it back from the grave: Start with trust, not tricks. Say what you mean. Mean what you say. Malaysians value sincerity. If your brand story rings true, they’ll listen — and they’ll stay. Reward the right people. Stop obsessing over new customer acquisition. Give your regulars some real love. Birthday perks, early access, meaningful thank-you gestures. Show them they matter. Humanise your brand. Talk like a person, not a press release. Be present on the platforms where conversations happen — especially TikTok, WhatsApp, and wherever memes go viral. Ditch the one-size-fits-all. Segment your audience. Tailor your messaging. Make your customers feel like you get them. Because relevance is the new romance. Stop the promo fatigue. Pull back on the mindless discounts. Focus on value, experience, and storytelling. If every day is a sale, then no day is. Loyalty Is a Two-Way Street Consumers haven’t changed — they’ve simply adapted. In a world where brands act like commitment-phobes, consumers respond in kind. So before you accuse Malaysians of being unfaithful, ask yourself: Have you been a brand worth staying loyal to? Because in today’s market, love doesn’t come cheap. But loyalty? That’s priceless.

Avriio is rapidly making its mark across the UK and Europe, says its distributor, showcasing outstanding performance, remarkable consistency, and undeniable strength.
From the outset, the brand set forth with a crystal-clear vision – to introduce innovative designs that redefine industry standards while maintaining a steadfast customer-first approach.
This dedication to excellence has allowed Avriio to carve out a distinctive position in the market, gaining traction among consumers who appreciate cutting-edge aesthetics, superior craftsmanship, and an unparalleled user experience.
One of the key drivers behind Avriio’s successful launch has been its ability to navigate the complexities of diverse market dynamics, the brand's distributor continues: In an industry where trends evolve rapidly, Avriio has demonstrated an exceptional capacity to adapt, ensuring that its offerings remain not only relevant but also ahead of the curve.
While adaptability is crucial, the brand’s unwavering commitment to top-tier quality has been equally instrumental in setting it apart from the competition.
Every product introduced under the Avriio name reflects meticulous attention to detail, a pursuit of perfection, and a relentless drive to exceed customer expectations.
As the company continues to expand its reach and influence, the momentum gained so far serves as the bedrock for even greater achievements.
Avriio is not just a fleeting trend – it is a brand built on a foundation of innovation, dedication, and trust.
Moving forward, the company remains fully committed to maintaining its upward trajectory, continuously pushing boundaries, and delivering products that inspire and captivate.
With an exceptional team behind its success and a loyal customer base that continues to grow, the future holds limitless opportunities for Avriio.
This is just the beginning of an exciting journey.

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Ireland Politics Scotland Scotland Politics Wales Wales Politics Africa Asia China India Australia Europe Latin America Middle East In Pictures BBC InDepth BBC Verify Sport Business Executive Lounge Technology of Business Future of Business Innovation Watch Documentaries Technology Science & Health Artificial Intelligence AI v the Mind Culture Watch Documentaries Film & TV Music Art & Design Style Books Entertainment News Arts Watch Documentaries Arts in Motion Travel Watch Documentaries Destinations Africa Antarctica Asia Australia and Pacific Caribbean & Bermuda Central America Europe Middle East North America South America World’s Table Culture & Experiences Adventures The SpeciaList To the Ends of The Earth Earth Watch Documentaries Natural Wonders Weather & Science Climate Solutions Sustainable Business Green Living Audio Podcast Categories Radio Audio FAQs Video Watch Documentaries BBC Maestro Live Live News Live Sport Documentaries Home News Sport Business Innovation Culture Arts Travel Earth Audio Video Live Documentaries Weather Newsletters Watch Live 4 November 2024 Share Save Bobbi Hadgraft BBC Radio 4, You and Yours Share Save Ian Butt co-founded Potts' and has embraced a marketing strategy being referred to as "chaos packaging" A food manufacturer says putting gravy in beer cans helped them expand from a kitchen to supermarket shelves. Potts', which has been operating in Swindon, Wiltshire, since 2007, adopted a strategy of packaging their stocks and sauces in beer-style cans in 2019. Ian Butt, one of Potts' founders, told BBC Radio 4's You and Yours programme growth had improved significantly since introducing the novel packaging - a phenomenon now being referred to as "chaos packaging". "We always wanted to increase our recyclability and traditionally, products like ours are sold in plastic pouches or glass jars," he said. "The supermarkets are delighted. Our buyers want to help push sustainability, so it's been a good opportunity for us to challenge the current format." Potts' gravies and cooking sauces are now stocked in all major supermarkets. They sell about 2.5m cans of gravy annually, with canned products on a whole representing about half of their business. Mr Butt said Potts' was inspired by creativity in the craft beer market. "There was a huge rise of interesting craft beer cans. That product was always stored in brown bottles with labels," he said. "We thought, because we make liquid products, that there must be a way to make this packaging method work." The idea did not come without obstacles, though. Mr Butt said they quickly discovered issues with packaging thicker, liquid food products in cans. "We had to develop a bespoke method to dispense our stocks and sauces into cans," he said. "The process is a world-first, as far as we are aware." The strategy of putting a product in packaging consumers would not typically expect has been labelled "chaos packaging". The term was coined by California-based marketing consultant Michael Miraflor on X earlier this year, who said the technique spanned a range of industries. "New brands are disrupting their categories by using unexpected packaging," Mr Miraflor told the BBC. "Savvy brands and their founders have found ways to leverage interesting and delightful, or sometimes confusing and chaotic packaging that can earn free media in the industry. "That's, basically, impressions on social media. "It gives consumers something to talk about and share at a relatively low cost." London-based Here We Flo also uses this strategy. They sell their organic tampons in biodegradable ice cream tubs. Co-Founder Tara Chandra told BBC Radio 4 You and Yours that their packaging can cause more chaos than intended because, sometimes, people accidentally put the product in the freezer. “I, personally, really crave ice cream when I’m on my period and know that a lot of people do," said Ms Chandra. Around the world, other brands are also selling their products in "chaos packaging". Moschino sells a perfume in a bottle mimicking a cleaning product, and an American company sells sunscreen in a bottle which looks like a can of whipped cream. The founders of Swiss coffee company - No Normal Coffee - made the decision to sell their coffee in a tube, after realising that there was a gap in the market. Potts’ Partnership "Chaos packaging" refers to products packaged in an unexpected way For Potts', when asked whether the packaging caused confusion among shoppers, Mr Butt said any confusion often worked in their favour by making chaos packaged products stand out from others. “When shoppers look at it they often do a double-take and wonder if it's beer or a beverage," he said. "We're really lucky as we've had a few viral posts about the gravy. "We have this world-first packaging, which helps drive a lot of interest without having to utilise the same size budget as the big boys." Mr Butt said Potts' now planned to expand their Swindon-based business by pushing into overseas markets. "We're talking to major retailers in Europe, the US and Australia. There's a big focus on that now.

Growing up with allergies to peanuts and other nuts, Amanda Sichon struggled with severe eczema her whole life—and was told to get steroid injections every two weeks.
Fed up, she experimented with creating an organic skincare regime–and cured the problem in three days.
“I was not okay with being on steroids my entire life,” she says.
Sichon didn’t know that those challenges would lead to opportunity.
After getting her BA in chemistry at New York University and an MS in cosmetic chemistry at Fairleigh Dickinson University, she became a technical manager at the Swiss fragrance company Givaudan.
There, she met Seda Bilginer, a sales executive who had studied chemistry at Rutgers University.
Besides their shared interest in fragrance and natural products, they discovered common bond: Both were first-generation Americans.
Bilginer’s parents were immigrants from Turkey, where she had spent summers at her grandparents’ farm.
Sichon’s parents had immigrated from the Philippines.
They had soon come together and dreamed up Esas, a fine organic fragrance company based in Franklin Lakes, N.J.
The company, staffed by the founders and three part-time employees, brings in seven-figure revenue, selling its fragrances online and through several boutiques.
It has raised a total of about $2 million from investors including friends and family and the venture capital firm Crescent Ridge Partners, based in San Diego, after participating in an accelerator run by Ad Astra Ventures, in which Crescent Ridge is a partner.
Amanda Sichon and Seda Bilginer came together in a quest to create organic fine fragrances that make perfume an option for consumers sensitive to traditional products.
“As a fund led by first-generation and immigrant women investors, supporting women founders who share that journey is deeply meaningful to us,” said Maria Gonzalez-Blanch, managing partner at Crescent Ridge, in a statement.
“Amanda and Seda’s story is the American dream: using grit, expertise, and vision to transform an industry and make it better for all of us.”
The brand’s unique formulations initially attracted the attention of the fund, according to Gonzalez-Blanch, who noted it was the first in the world to achieve the MADE SAFE certification — “a nearly impossible standard for this industry.”
The certification process screens products for more than 15,000 banned and restricted substances before deeming them safe for human beings and the environment.
“Fragrance touches our lives every day, yet most of it is made from undisclosed, petroleum-based chemicals,” Gonzalez-Blanch said.
“Esas is rewriting that story with transparency, safety, and true luxury.”
At a time that about one-third of the population in countries such as the U.S., the U.K., Australia and Sweden is sensitive to fragranced consumer products, Esas is part of a very small but expanding industry.
The global natural fragrances market, estimated at $16.7 million in 2024, is expected to grow to $21.6 million by 2033, with a compound annual growth rate of 2.9%, according to the research firm Market Growth Reports.
The biggest categories are fruit-, flower- and spice-derived fragrances.
The growth has been driven by increasing use of natural ingredients in personal care, cosmetics and household products and better technology that allows for improved extraction and stabilization of natural fragrances, according to the research.
However, despite particular interest from younger consumers, there are constraints, such as the high cost and limited availability of sought-after ingredients, complex regulations, and allergen-labeling expenses, the report notes.
In contrast, the overall fragrance industry was many times larger, valued at $55.91 billion in 2024, according to the same firm’s research.
Esas sells fine fragrances made without synthetics and hormone disruptors.
Esas’ founders have had to navigate many challenges since they began their early work on the company in 2017, financing it through their salaries.
They went out on their own by 2020.
Starting out selling “Kolonya” — moisturizing, scented hand cleaners made with hyaluronic acid — they eventually branched out to synthetic-free, all-natural scents made from botanicals, such as “Sweet Cream & Vanilla” and “Sandalwood and Citrus.”
Besides perfumes, they make deodorant body sprays, room sprays and candles.
Given the cost of the ingredients, these sell for more than traditional products.
For instance, the deodorant body spray is $45 for 1.7 ounces.
Esas markets the brand on social media, through influencers and on the company’s website, which includes a glossary of ingredients, such as grape leaf tincture from a local vineyard and Bok-choy derived chlorophyll, sourced from vertical farms.
Although the founders worked in the perfume industry in corporate America, making perfumes themselves required them to start from scratch.
“We had to figure out ourselves how to do everything, from raw-material sourcing to formulation to production to manufacturing to branding to reaching out to influencers,” says Bilginer.
Given that they were using very different ingredients from the traditional fragrance industry, they also had to come up with their own processes.
“Our fragrances are so natural they have almost nothing to do with conventional fragrance,” says Sichon.
As the company has grown, one big question they have had to address is which fragrances customers will like—a challenge given that scent is often a mood-based purchase.
“The short answer is you don’t really know—there is no perfect formula,” says Bilginer.
They test their concoctions with friends and family as well as with the public in places like Washington Square Park in New York City.
They self-financed the business initially, a challenge given that they need to safety-test each product in a laboratory.
So, as the brand picked up traction, they raised capital.
“I don’t think anyone can prepare you for the financial limitations you’re going to experience when you start your own business,” says Bilginer.
To keep costs down, the founders currently run the company very lean, with three part-time employees and contractors.
They keep their team lean by outsourcing work such as digital marketing.
They rely on a fulfillment center about an hour from their headquarters and a shipping company in Florida to get products to customers.
All of this is a lot of work, but one big reward, says Sichon, is the feedback they get from fans who had sworn off perfumes because of sensitivities.
“We have customers who are amazed they can wear fragrances again,” says Sichon.
Gonzalez-Blanch anticipates the fragrance industry will start paying attention.
“Just like organic food reshaped what we eat, I believe safe fragrance can and should become the new industry standard,” she said.
“Amanda and Seda are doing what the industry said was impossible, creating clean fragrances that are safe, lasting, and beautiful.
That kind of authentic innovation is exactly what we love to back.”

RXBar, Hidden Valley see marketing opportunity in summer travel chaos.
Two packaged foods brands are running separate promotions that help cover the costs of flying and cancelled trips amid a busy season.
RXBar, the protein bar marketed by Kellanova, is offering a $500 bank-issued prepaid gift card to help cover the costs of vacation plans that have been canceled or delayed due to unforeseen circumstances this season, per a press release.
Clorox-owned Hidden Valley Ranch is assisting with checked bag fees for fans who pack a bottle of its dressing, which typically comes in containers too large for carry-ons, and snap a picture for Instagram, an announcement said.
The stunts underscore how brands are capitalizing on mounting consumer frustrations with the state of travel.
U.S. airports this summer have been plagued by technical glitches, air traffic control close calls and inclement weather — all while handling some of the busiest holidays for travel in over a decade.
The result has been plunging levels of customer satisfaction, a problem for categories like airlines but a potential opportunity for brands not endemic to travel.
RXBar and Hidden Valley Ranch are angling to grow affinity amid the chaos by lessening some of the burden for consumers, at least on the financial front.
Both are offering to comp a portion of travel costs in the gear-up for Labor Day, provided people fork over some personal information or post about their fandom online.
RXBar’s $500 gift card is available to those who fill out a form with their name, email, date of travel and reasons why their trips got hamstrung.
After a two-week period ending Sept. 4, the Kellanova snack marketer will select winners of the Get Out of Travel B.S. Free Card, which comes in a custom-branded sleeve and complemented by a five-count protein bar box.
The effort is part of RXBar’s larger platform combating B.S., which this year has tackled topics ranging from unhealthy New Year’s resolutions to mind-numbing corporate jargon.
The concept is aligned with the brand’s ethos of simplicity and transparency, embodied in bars that display a simple list of ingredients on the front of the pack.
Hidden Valley Ranch meanwhile is poking fun at another common airport headache: security limits on the amount of liquid that can be kept in carry-on bags.
Those who pack Hidden Valley Ranch in their checked bag and share a picture on Instagram between 1 p.m. ET on Aug. 29 and 11:59 p.m. ET on Sept. 1 with the hashtag #PackYourHiddenValleyRanchOffer and a @Hidden.Valley tag have the chance to receive a $35 prepaid gift card.
The Clorox brand’s offer is eligible for the first 1,000 customers who post about their ranch-ready bags.
Winners will be notified via direct messages from Hidden Valley on Sept. 2 so they can claim a reimbursement.

While some gifts keep on giving, others, as certain brands have learned, can keep on taking.
Extravagant influencer trips, like Tarte’s ventures to Bora Bora and Dubai, and large-scale influencer offerings, like Poppi’s decision to loan vending machines to creators ahead of the Super Bowl, have prompted consumer backlash, causing some brand marketers to reevaluate whether big-name creators are the best recipients for lavish gifts or trips.
As a result, some brands, including beauty brand Cocokind and beverage brand Vita Coco, have turned their attention to customers with community-oriented getaways and giveaways.
Last year, hydration packets brand Waterboy and makeup brand Refy took customers on trips to Mexico and Spain, respectively, and in January, Cocokind took seven customers on a trip to Napa Valley.
“We found ourselves having these conversations around our [influencer] mailers and other costs and expenses…while simultaneously seeing all these conversations happening around influencer trips,” Maria Maciejowski, Cocokind’s CMO, told us.
“We decided to redirect the budget and create this unforgettable experience for people who’ve supported us the most over the years.”
Based on the success of the initial trip, Cocokind is planning to bring a different group of customers on a trip in June, Maciejowski said.
“At the end of the day, those are the people who are showing up for you every single day,” she said.
“They deserve equal, if not more, recognition than people who have a platform.”
For its first and second trips (the latter of which was initially set to be held in Hawaii), Cocokind encouraged customers who regularly purchase, review, or share products to apply, regardless of their follower count.
“It really wasn’t about their social presence,” Maciejowski said.
“It was about seeing their authenticity and enthusiasm for the brand.”
Those who were selected received a call from Cocokind’s founder and CEO, Priscilla Tsai, who picked them up from the airport and provided gifts like hand-packed lunches and necklaces once in Napa.
“She was just so eager to spend as much time with them as possible,” Maciejowski said.
“It really is about the connection and the one-to-one.”
Attendees received released and unreleased Cocokind products and spent time with the brand’s VP of product development, who gathered feedback and insights on product features like texture and fragrance, Maciejowski said.
The trip was tied to the release of the brand’s Electrolyte Water Cream moisturizer and allowed the brand to not only treat some of its most loyal customers, but also hear their insights, Maciejowski said.
Cocokind used social media to promote the trip, posting content like room reactions and notes from a product concept brainstorm, which Maciejowski said was a way to show other customers that the brand values their input.
Cocokind’s social team also made a point to distance itself from flashier marketing tactics, noting in posts that no yachts, caviar, or private jets were involved.
“We really wanted everyone who wasn’t on the trip to still feel like they could appreciate those who truly deserved to win and got that opportunity,” Maciejowski said.
“The content was really not about being flashy or ostentatious…It was about, ‘Look at what we do to show how much we appreciate you.’”
Even though big follower counts weren’t required, attendees posted their own content from the trip, which also helped generate buzz, Maciejowski said.
“We’re strengthening our relationships with some of our most engaged community [members], and that really causes that ripple effect in organic content creation for the brand,” she said.
After the Napa trip, Tsai said in an Instagram post that the trip was a “materially impactful marketing strategy.”
According to Maciejowski, the brand saw a 115% increase in engagement across social channels, a 136% increase in earned media value around Cocokind’s brand values, and an “overwhelmingly positive response and sentiment.”
Other brands are looking to give back to customers on a smaller scale, like influencer Mikayla Nogueira’s beauty brand Point of View, which recently added 10 customers to its PR mailer list for the next year, or beverage company Vita Coco, which gifted its products in New York’s Washington Square Park for Valentine’s Day.
Vita Coco has handed out samples before, but the February activation, in which the brand handed out samples of its new Strawberries and Creme beverage from a metal cart on casters with a sign reading “vending machine” on top, was inspired directly by online discussions around Poppi’s Super Bowl vending-machine stunt, CMO Jane Prior told Marketing Brew.
“It was really hearing consumers say that they wanted brands to hear them and that they’re sick of influencers getting all the attention and benefiting from all of this gifting from brands,” Prior said.
“That’s the sentiment that we were responding to.”
More broadly, Vita Coco’s team had clocked social conversations “where consumers were asking brands to engage more with everyday consumers,” she said.
One TikTok video from the Vita Coco giveaway has been viewed almost 5 million times, while a behind-the-scenes video is up to nearly 1 million views.
Prior said the stunt helped drive buzz and awareness, calling it one of the “more engaging initiatives” from the brand.
Another beverage brand, Olipop, had plans to host a mocktail drive-thru to share gift boxes with customers for the first time as an alternative to influencer gifting in January, Steven Vigilante, director of strategic partnerships at Olipop, told us.
(The event was indefinitely postponed due to the LA wildfires.)
“The people who really appreciate these things are consumers more than influencers in most cases,” Vigilante said before the planned event.
Prior agreed with the sentiment.
“It’s really about sharing the love beyond influencers and celebrities, who tend to be the benefactor of many of these gifting campaigns.”
Vita Coco plans to continue gifting influencers, and Prior advised that brands approach with caution and not be “overtly over-the-top” about it.
The hardest part of quitting influencer gifting entirely, she said, is that there are few replacements for the reach that can be gained through owned and organic content.
“It’s a challenge for brands to find interesting and creative ways to be able to leverage these influencers and their audiences, but also to be able to do it in a way that doesn’t turn off the consumer, ultimately,” she said.
Vita Coco has one plan for keeping influencers in the gifting conversation.
Prior said some creators will receive empty, prepaid shipping boxes next month for them to fill with unused gifted products, which will then be donated to charity.

Ashley Tyrner-Dolce knows what it's like to struggle to afford healthy food for her family.
A little over a decade ago, she was a single mom relying on food stamps and Medicaid.
Now, Tyrner-Dolce is the founder and CEO of FarmboxRx, which aims to deliver healthy foods to low-income Americans in food deserts through their health insurance plans.
The subscription-based business brought in roughly $55 million in annual revenue as recently as 2023, according to a company spokesperson.
FarmboxRx is free of cost for its users: Medicare, Medicaid and other insurance providers pay for the grocery deliveries, as a means of preventative health care.
The company became profitable in 2022, and currently partners with more than 80 different health plans, says Tyrner-Dolce, 41.
In 2011, Tyrner-Dolce and her newborn daughter moved to New York from Arizona looking to start fresh.
Living in the Big Apple wasn’t glamorous: She crashed with friends, relied on government assistance for food and lugged her groceries through the subways, she says.
She landed a role as a business manager in the fashion industry, and got off food stamps — now known in New York as Supplemental Nutrition Assistance Program (SNAP) benefits — a year later at age 25.
Her living situation improved over the next few years, but her trips to the grocery store never did, Tyrner-Dolce says.
Finding affordable, healthy food was difficult, as was hauling heavy bags home on her own.
In 2014, she left her corporate job to launch FarmboxRx.
She used three years’ worth of savings — about $80,000 originally meant to go toward buying a house, she says — to cover startup costs like branding and marketing, a warehouse and legal fees.
She cut down on her personal expenses, moving into a small, one-bedroom apartment with her daughter while reselling toys on eBay to bring in additional cash.
Initially, FarmboxRx was a direct-to-consumer service: Customers subscribed, and received fresh produce on their doorsteps.
Tyrner-Dolce wanted to find a way for health plans to help pay for the food, but investors didn’t share her vision at first, she says.
"Every VC wanted to turn us into a meal kit," says Tyrner-Dolce.
But "I don’t take no for an answer.
I like to say I’m a rhino.
I can’t ever turn around and look back.
I have to just charge forward.
" FarmboxRx reportedly reached $1 million in annual revenue in 2019, off those produce subscriptions.
That money largely covered the business’ expenses, leaving comparatively little for payroll, including Tyrner-Dolce’s own salary, she says.
But she learned something important that year: Some Medicare and Medicaid users could access discounted and free produce as part of their health plans.
Tyrner-Dolce reached out to "80 to 100 health plans," hoping to land a partnership, she says.
She struck up one with Vibra Health Plan, owned by Blue Cross Blue Shield, in 2020.
Two years later, FarmboxRx had enough health plan partners to completely leave the direct-to-consumer market.
"That’s when we became profitable," says Tyrner-Dolce, adding that her company still hasn’t taken any external funding.
FarmboxRx isn’t the only business with a similar idea.
Companies like Mom’s Meals and Performance Kitchen similarly sell meal kits online through health plans, and the global healthy food market is expected to reach over $890 billion this year, says a Future Market Insights report.
Major retailers like Instacart, Uber Eats, Kroger and Walmart offer nutrition-based food programs, partnerships or grocery stipends.
And the online grocery industry is projected to grow by $1.2 trillion between from 2024 to 2028, according to market research company Technavio.
Tyrner-Dolce says she’s confident she can keep growing her business amid increased competition.
On March 18, FarmboxRx announced a social needs platform called Driver’s Health that offers a broader swath of resources and in-home delivery items, meant for other wellness-related struggles like housing and transportation.
"Tackling diet-related disease is about education, affordability and access," says Tyrner-Dolce.
"You have to bring many prongs together to solve this issue.
" This story has been updated to reflect that FarmboxRx brought in roughly $55 million in annual revenue in 2023, according to a company spokesperson.

Nicola Gunby, a 30-year-old entrepreneur, longed for a community of friends when she moved to London after the pandemic, but was shocked to find herself isolated in one of the biggest cities in the world.
Gunby, the co-founder of social and community networking app Cliq, hails from Nottingham in the U.K. and settled in London with her partner Jason Iliffe in 2021 after a stint in Australia.
Gunby and Iliffe were expecting to become embedded in the city's social scene but soon found that meeting people was a struggle.
"How can you be in a city of millions of people but struggle to find true connection?" Gunby said.
"It felt really impossible."
Gunby tried everything.
She attended networking events for female founders but found them too corporate.
She even turned to apps like Bumble BFF, which she found to be "super transactional," while Facebook groups were "so outdated."
Gunby and Iliffe soon realized that the issue was far bigger than themselves and started musing over the idea of a social networking platform that brought people together in real life.
After drawing up some plans, they hired an app agency to build the barebones of an app and trialed it at universities.
Cliq, which was founded in February 2023, is described as an antidote to stereotypical social media platforms.
Users can join communities focused on their interests and hobbies which can range from running, reading, Pilates, and faith-based groups.
The purpose of the communities is to arrange events so users can meet up in person and kindle friendships.
"It's just making it easy to meet people in an authentic way … and teaching people to put their phone down, which is very difficult in this day and age when our screen time is so high and we're so addicted to our phones," said Gunby.
Since its launch, Cliq has raised £528,900 ($646,000) in funding and built a base of 100,000 users worldwide, with the U.S., Australia and Bali its main markets outside of the U.K.
The creation of Cliq comes as people search for connections amid what's been described as a "loneliness epidemic."
Gallup's global loneliness poll, which collected data in 2023, showed that one in five people surveyed worldwide felt lonely "a lot of the day."
The same demographic of people were more likely to say that they felt anger or physical pain.
U.S. Surgeon General Vivek Murthy's 2023 report "Our Epidemic of Loneliness and Isolation" highlighted that loneliness is becoming a growing issue across generations and is a great risk to physical health contributing to things like dementia, stroke, or even premature death.
"It's 100% a global issue," Gunby explained.
"The pandemic made us a lot more introverted as people ... I think it made a lot of people a little bit scared to socialize again.
"That's coming out of the works now, and people are wanting that in real life, connection," she added.
The loneliness issue has also been exacerbated by technology and social media, according to Gunby.
"We feel so connected through our phones that we can see what our friends or influencers are doing constantly, but many of these people we don't actually see, so we feel like we're connected on the surface level, but when we look deeper down, we're actually really not," she said.
"The loneliness crisis is going up and up and up, and so many people are looking for connection, but none of the apps are doing anything to solve this."
U.S. Surgeon General Vivek Murthy recently told "The Oprah Podcast" that one solution to loneliness is not to focus more on ourselves, but to pay attention to the world outside us by investing in three things: relationships, service and community.
"When we focus on connecting to something bigger than ourselves, that's actually when we find joy," he told Oprah Winfrey in a January episode of her podcast.
Gunby said the reason why Cliq works is because its communities operate around a shared interest and purpose.
She described a distinction between social networking apps and social media apps.
A social networking app is less about consuming content and more about connecting with friends, Gunby said, citing the old days of Facebook as an example of this.
"The younger generation, and we speak to a lot of them … they've never really experienced what a true social network is," she said.
"Every single platform since then has been social media, so Instagram, TikTok, for example.
We're just sat consuming.
We're scrolling.
We're addicted to our phones."
"We're not actually socializing with anyone, and it's taking away that face-to-face interaction," she added.
Cliq, she said, is the middle ground between the "nice, social media feel," and making it easy to meet people.
"That's why we wanted to create a hybrid model of: you connect with people online before you connect offline," she said.
She pointed out that social events can often be difficult for more introverted personalities and it can be awkward to strike up a conversation with a random person when you have nothing in common.
With Cliq, the activity is the common interest, she added.
"So you go to a run club as a social, maybe you're really shy and you don't want to open up, but you could talk about the run.
You go to a book club. Maybe I don't want to speak about myself, but you talk about the book," Gunby said.
"If you've got that common interest with someone, or you've done that activity, or it's the community's focus around something, you have something to open with.

Fast-growing digital-first sofa brand Sofa Club says it is "rewriting the rules of furniture marketing, one scroll at a time" through short-form video, expert insight, and a focus on "real people and culture".
"While traditional retailers cling to catalogues and slow-moving seasonal campaigns, Sofa Club is taking a bold, culture-driven approach, using TikTok, influencer partnerships, behind-the-scenes content, and digital PR to become a stand-out name in a crowded industry," the brand reports.
Indeed, Sofa Club appears to have fully embraced the 'TikTokification' of marketing in an attempt to turn brand storytelling into digestible, engaging content that entertains and builds trust.
"From styling tips and sofa unboxings to team interviews and behind-the-scenes glimpses of HQ life, Sofa Club’s strategy isn’t just about selling products – it’s about humanising the brand and creating meaningful touchpoints with its audience," it continues.
Brand director Olivia Smith comments: “We’ve never seen ourselves as just a furniture company.
We’re a content brand, a culture brand, and social media gives us the tools to tell our story in a way that’s relevant, real, and ridiculously engaging.”
The brand’s recent sponsorship of influencer Perrie Sian’s new podcast is just one example of how Sofa Club is investing in partnerships that align with its audience.
And this is supported from behind the scenes, too, from day-in-the-life videos of staff, to TikTok trends featuring real employees and customers, to spotlighting the personalities behind Sofa Club’s design and customer service teams.
“People buy from people, that’s the mindset we live by,” says Olivia.
“Furniture is an emotional purchase.
It’s about comfort, style and lifestyle, and we make that come alive by showing the faces and stories behind the brand.
TikTok and Instagram have been instrumental in helping us build that connection.”
The results speak for themselves, says Sofa Club: "High engagement, viral product moments, and a loyal, style-conscious following that sees Sofa Club as more than just a furniture retailer."
Olivia continues: “We’re not afraid to try new formats or show our personality.
That’s what makes us different from so many furniture brands stuck in the past.
The future of marketing is fast, visual and interactive, and we’re here for it.”
The brand recently earned Instagram blue tick verification, cementing its place as a trusted voice in the digital interiors space.
For the Sofa Club team, the moment was deeply meaningful – particularly in honour of Louis Rose, the company’s CEO and co-founder, who recently passed away.
“Louis built this brand on energy, innovation and heart,” says Olivia.
“He believed in the power of social media before it was trendy and he would have been so proud to see us reach this milestone.
The blue tick isn’t just a symbol of authenticity, it’s a tribute to his legacy and everything he helped us build.”

Cambridge-based PeroCycle, an industrial decarbonisation startup advancing closed-loop carbon recycling for steelmaking, has just announced a €4.5 million seed funding round to fund its pilot deployment and accelerate commercial growth.
Investors include Cambridge Future Tech and Anglo American.
“PeroCycle can reshape one of the world’s most emissions-intensive sectors.
Its technology stands out for its ability to cut carbon emissions from existing steelmaking infrastructure – a rare combination.
I’m thrilled to join at this pivotal stage,” said CEO Grant Budge.
Founded in 2024, PeroCycle is an industrial decarbonisation company transforming how heavy industries manage carbon emissions.
By converting carbon dioxide into carbon monoxide during production, PeroCycle enables a circular carbon pathway that allegedly reduces reliance on fossil feedstocks.
Using a perovskite-based catalyst and proprietary process and reactor system, it converts carbon dioxide into carbon monoxide, providing a closed-carbon-loop approach to deep decarbonisation within the steelmaking process.
PeroCycle is built on research by Professor Yulong Ding and Dr Harriet Kildahl.
The company was spun out by the University of Birmingham and Cambridge Future Tech, a DeepTech venture builder and early investor, in collaboration with Anglo American to commercialise its novel carbon recycling technology.
This announcement coincides with the appointment of Grant Budge as CEO.
Grant brings 30 years of experience leading carbon capture projects and advising on decarbonisation across energy and heavy industry.
He has raised public and private funding and led delivery of large-scale CCS infrastructure.
His appointment signals a new phase of commercial growth for PeroCycle as it advances towards pilot-scale deployment.
“Recycling carbon dioxide within steelmaking infrastructure presents a scalable pathway to deep decarbonisation in one of the world’s most hard-to-abate sectors,” said Professor Yulong Ding, founding Chamberlain Chair of Chemical Engineering at the University of Birmingham.
“Advancing this technology to industrial deployment requires the right leadership and investment and this next stage puts both in place.”
The steel industry is responsible for around 8% of global CO₂ emissions, with more than 3 gigatonnes produced annually.
In the UK, the sector is grappling with rising costs and industrial restructuring, while across Europe, steelmakers face mounting emissions pressure.
Carbon recycling technologies like PeroCycle offer a route to low-carbon, commercially viable steel production – particularly as the Carbon Border Adjustment Mechanism (CBAM) begins to reshape international competitiveness.
The Seed round will support the development of PeroCycle’s first pilot unit, with a targeted capacity of 1 kilotonne of CO₂ processed per year.
With the funding, the company will also expand its technical and commercial team.
“This is a major step forward for PeroCycle’s mission to decarbonise steel from within,” said Owen Thompson, CEO and Co-founder of Cambridge Future Tech.
“From Co-founding and building the company to now investing in this round, we’ve supported its journey from the very beginning.
With Grant’s leadership and the momentum of this raise, PeroCycle is well-positioned to deliver real-world industrial impact.”
By enabling in-process carbon recycling at blast furnace-compatible temperatures, PeroCycle’s technology offers a “practical route” to decarbonisation, addressing a key need in a sector where each tonne of crude steel can emit around 2 tonnes of CO₂.
With emissions from steelmaking needing to fall within the next decade to align with net-zero pathways, scalable industrial solutions like PeroCycle’s could be critical to the global climate response.
“Anglo American is committed to working with like-minded partners to make meaningful steps toward lower-emission steelmaking.
Our investment in PeroCycle reflects our belief in the potential of carbon recycling for this purpose.
We look forward to seeing this next phase of development bring the technology closer to industrial application,” said Matt Walker, CEO of Anglo American’s Marketing business.

The powdered green tea is appearing in a growing number of drinks and desserts.
The ‘s’-shaped matcha croissant at High Street in Philadelphia draws consumers with its unusual shape and color.
Matcha — bitter, grassy, and gritty — doesn’t stand out as an obvious candidate for a trending ingredient, but many customers have taken a shine to it for its health halo as well as the vibrant green color that makes it pop visually.
The Japanese powdered tea, milled from dried premium tea leaves, is traditionally drunk hot and unsweetened, but these days it’s often mixed with different flavors and frequently consumed cold.
It’s also used as an ingredient in desserts.
“Our most popular matcha drinks are often indulgent, fun, and visually appealing,” said The Human Bean’s chief marketing officer, Janie Page, in an email.
“Our customers really enjoy adding fruity flavors like peach and strawberry, and sweet flavors like vanilla and white chocolate, either mixed within the matcha or on cold foam on top.”
In March, the chain of around 185 coffeehouses based in Medford, Ore., introduced a lavender cold foam matcha, which incorporated the herb into the foam.
Page said it performed “exceptionally well.”
“Matcha has become an increasingly important part of our beverage lineup,” she added.
“Sales of matcha-based drinks at The Human Bean have grown by approximately 50% year-over-year, underscoring its strong momentum with our customer base.”
And it’s not alone.
Technomic Ignite data reports that mentions of matcha on menus increased by 21.6% between the first quarters of 2024 and 2025.
That growth is even more pronounced in nonalcoholic beverages, mentions of which are up by 23.4%.
Matcha mentions in dessert are up by 24.4%.
One such dessert is the Matcha Croissant at High Street in Philadelphia.
Executive chef Christina McKeough forms the laminated pastry in a non-traditional shape, sort of like an ‘S’ turned on its side, so customers can see the flaky layers and the matcha colored pastry cream inside.
She also often makes brioche doughnuts filled with matcha pastry cream or topped with a combination of matcha, sugar, and a little salt.
“We try to have more of a balance between sweet and savory, and matcha is good for that,” she said.
Its color helps, too.
“It’s really nice to have different pops of color within our pastry display, as well as different shapes and sizes,” she said, adding that green attracts the eye a lot better than the usual brown of baked goods.
She said the matcha pastries tend to appeal to young and middle-aged adults — not so much children, who want chocolate, or the elderly.
She said matcha dessert buyers also tend to be “a little bit more adventurous … maybe they’ve read about it because of its antioxidants or because it’s a more health-forward ingredient.”
Matcha is, indeed, generally considered good for you, at least if it’s enjoyed without added syrups or other sweeteners.
Because the powdered tea is actually consumed rather than just steeped in water, it’s possible that the antioxidants in it provide even more benefits.
And of course, it’s also a good source of caffeine.
Regardless of the reason, McKeough’s matcha pastries sell out fast.
“We don’t make a ton, but if we make 12 a day they’ll be gone in the morning,” she said, adding that they also might be more of a morning pastry than an afternoon one.
“I think in the afternoon you’re getting things that are a little heavy, like a pecan bar, or something that’s a little sweeter.
Maybe in the morning they’re thinking, ‘I’m going to treat myself to a pastry, but it’s matcha so it’s okay.’”
It’s not a cheap ingredient, and recent shortages due to supply-chain issues and its increased popularity have caused the price to spike.
For Mark Yu, executive chef of 53, a pan-Asian restaurant in New York City operated by the Altamarea Group, that’s forced him to reevaluate its use in pastries.
He replaced his matcha ganache dessert, made with black tea crumble and black cardamom crumb, with a dessert that required less of the powdered tea.
Now on the menu is a matcha strawberry ice cream sandwich.
Technically, it’s a semifreddo, which he makes by adding matcha to heated milk, folding it into ice cream base, and adding sweetened condensed milk.
The semifreddo is layered with a strawberry-covered feuilletine — strawberry and matcha being a classic pairing and also a trendy combination this summer, he said — and sandwiching both of them between crisp mochi shells.
Matcha is also trending at 250-unit Peet’s Coffee, whose matcha latte sales are up by 40% year-to-date, according to head of retail product marketing Filipa Aguiar Loureiro.
Two-thirds of Peet’s matcha consumers are millennials or Gen Z, which she said skews younger than the chain’s average consumer.
“Additionally, we see a strong preference for iced matcha formats, which aligns well with the tastes and habits of this younger audience,” she said in an email, adding that more matcha items would be added for the fall and holiday seasons.
Starting in April, Peet’s added two more matcha drinks to its permanent menu: one made with coconut water and simple syrup, and another, called the Blushing Rose Matcha Latte, with milk, strawberry, and rose flavors.
Scooter’s Coffee offered a Strawberry Blossom Matcha at its 850 coffeehouses this spring.
It was made with matcha and milk topped with strawberry and rose-flavored foam.
The chain based in Omaha, Neb., also offers matcha lattes and smoothies, the latter of which can be combined with fruit flavors and/or added protein.
Vice president of strategy and insights Rebecca Speck said in an email that matcha appeals in particular to “Gen Z customers who are looking for alternatives to coffee with potential health benefits, including impacts to metabolism, detoxification, and concentration.
“They also love to customize matcha drinks, adding different flavorings or cold foam … whether they order a hot or iced matcha latte, or blended into a matcha smoothie,” she added.
Guests at Black Rock Coffee Bar, based in Scottsdale, Ariz., are similarly aged and health-conscious, according to chief marketing officer Jessica Wegener-Beyer, and they like it iced and with milk.
“Hands down, matcha lattes with cold foam or a top choice, especially when paired with flavors like vanilla, strawberry, or lavender,” she said in an email.
“Vanilla is the most popular, but each flavor lets our guests customize their drink to match their mood — whether they’re going for something sweet, floral, or bold, there’s a matcha combo that fits.”
Although matcha’s not Black Rock’s top seller, it does attract curious new guests and keeps the brand looking on trend, Wegener-Beyer said.
“It’s also visually striking,” she said.
“Those vibrant green drinks pop on social media, which helps us connect with a wider audience.”
Mooyah Burgers, Fries, and Shakes offered a matcha shake this past winter, blending the tea with vanilla ice cream.
The Plano, Texas-based chain’s senior director of brand & integrated marketing, Cait Dunn, said in an email that the shake was part of an effort “to expand our shake offerings into more modern and lifestyle-driven flavors.”
“While matcha wasn’t directly requested by guests, our team closely follows culinary and beverage trend forecasts, and matcha has consistently appeared on lists highlighting rising interest in functional and better-for-you ingredients,” she said.
“We saw an opportunity to lean into that excitement while still delivering indulgence in a way that felt fresh, relevant, and uniquely Mooyah.”
53 in New York City offers a strawberry matcha ice cream sandwich.
She said the wintertime launch also allowed the 73-unit chain to differentiate itself from the more wintry flavors offered by competitors.
“When we polled our guests prior to launching, they were excited about the prospect of trying a matcha shake,” she said, adding that it helped them reach a new audience segment, “and prompted great conversations on social media.”
The Coffee Bean & Tea Leaf, a chain of around 200 coffeehouses based in Los Angeles, has had matcha on the menu for more than 20 years, according to president and head of Americas Tara Hinkle, but over the past year it “has been having a major moment across the globe,” she said in an email, and at her chain matcha drinks now account for around 10% of total beverage sales on an average day.
“What’s particularly noteworthy is that this growth has occurred despite rising prices, underscoring the enduring appeal and value our customers place on high-quality matcha beverage offerings,” she said.
The chain has also been innovating in the space, with a launch last September of iced matcha lattes with a choice of strawberry or mango cream.
They also introduced a Honey & Nut Matcha Latte in the winter, and this summer’s hit has been an Iced Ube coconut Cream Latte, which, since its June 4 launch, has accounted for about one-third of all limited-time-offer purchases.
Although many matcha drinks are sweetened, its consumers do want unsweetened options.
Starbucks has had matcha on U.S. menus since the introduction of the Green Tea Latte in 2006, but in response to customer requests, it introduced an unsweetened matcha powder in January and, as mentioned in its earnings call for the second quarter, sales of matcha are up by nearly 40% this year.

In 2022, influencer Pia Mance used $900 of her own money to set up a website, buy some vintage pendants from a flea market in Los Angeles, and make a set of 20 necklaces to sell online under the label Heaven Mayhem.
Three years on, she’s built a $10 million demi-fine jewellery and accessories business, known in particular for its viral knot earrings.
This month, the brand launched a pop-up in London’s Selfridges that runs until November, aiming to boost brand awareness and demonstrate the breadth of its offering.
“It all happened really fast.
The growth has been insane,” says Mance over lunch in London a few days out from the pop-up opening.
The luxury jewellery market as a whole has been more resilient than fashion in recent years, but in the demi-fine jewellery space, which relies on increasingly discerning aspirational shoppers, growth has slowed after a post-pandemic boom.
Heaven Mayhem has also faced some headwinds, with production delays on some of its launches this year.
The LA wildfires in January had a small impact, too, as the brand manufactures its belts locally.
Mance says her initial ambition of doubling revenues to $20 million in 2025 now seems out of reach, but she remains optimistic:
“I know a lot of brands are struggling right now, and maybe we won’t grow as fast, but we’re still on track to grow a further 80 per cent this year.”
Mance started her career as a model in her native Australia, before moving to London in 2017 with her husband, Cody, co-founder of footwear label Naked Wolfe.
During Covid, Mance pivoted from modelling to influencing, creating fashion and lifestyle content on Instagram and TikTok, amassing 45,000 followers.
But when the couple moved to LA in 2022, for Cody to work on his brand, Mance decided to launch her own.
“After six months I was like, ‘I’m working every night till 10pm on boring shit and waiting for furniture to be delivered, so let’s build something.’
” She didn’t want to put “a tonne of money” into Heaven Mayhem, so she used a retro Sony digicam to capture lo-fi product content for the website.
At first, she had no clear plan for the business, though knew she ultimately wanted to design her own pieces and produce on a bigger scale.
Mance’s first four drops were small, limited by the amount of pendants she could get hold of.
But then the vintage store she was sourcing from found 180 pendants hidden away in a box.
“I bought them all, but then got to my house and they are all the wrong size, way smaller.
At that point I couldn’t waste $1, so I was like let’s just try — and that [smaller size] ended up being a bestseller.”
She sold them for $80 each, racking up $14,400 in revenue, which enabled her to travel to China to find a jewellery manufacturer — unlocking her ability to sell her own designs.
Today, Heaven Mayhem manufactures between Dongguan and Guangzhou in China, alongside LA.
Some 80 per cent of sales are direct-to-consumer (DTC) via its website, while 20 per cent are wholesale.
In addition to Selfridges, stockists include Neiman Marcus, Moda Operandi and Ounass in the UAE.
Earrings (retailing for around £80) are now the “bread and butter” of the business, says Mance, representing 50 per cent of sales, while watches (priced at around £200) represent 20 per cent.
The rest of the business is split across eyewear (which the brand launched in February this year) and other accessories like belts, jewellery storage boxes and laptop cases.
How it blew up Naturally, Mance’s influencer status helped get Heaven Mayhem off the ground.
But she also admits she bent the rules of influencing in the early days.
“I would wear [Heaven Mayhem] and tag it, but I never said ‘this is my brand’.
Then, people would like a photo on Heaven Mayhem and then I would DM them like, ‘Hey, you interested?’” she says.
Ahead of Coachella 2023, Mance gifted earrings to the likes of Summer Fridays co-founder Marianna Hewitt and It-girl Emily Ratajkowski, among other influencer friends.
Another factor in her early success was cheap Facebook ads.
“I was getting them for like $3 [per 1,000 impressions], now they’re $35.”
And then came Hailey Bieber.
Bieber’s friend, American singer-songwriter Justine Skye, was actually first to discover the earrings.
Then, after a chance meeting with the pair in LA, Mance offered to send some to Bieber, too.
The next afternoon, an assistant to Bieber’s stylist DM’ed the brand requesting some earrings for a fitting — three hours later.
“I had to drive over to [the assistant’s] house and drop them off,” recalls Mance.
It paid off.
Bieber was first spotted wearing Heaven Mayhem’s now-signature knot earrings in public in August 2023, and has worn the style several times throughout the last two years.
She didn’t tag the brand, but the uplift in site visits and press coverage was almost immediate, Mance says.
Every time Bieber wears the earrings, Heaven Mayhem is covered by scores of titles, from Vogue and Teen Vogue to Elle, Cosmopolitan and Women’s Health.
“It’s the brand awareness she [creates].
The Hailey effect is so real,” Mance says.
Does it have longevity to last beyond these influencer moments?
“The brand has a highly engaged community and brings a strong point of difference,” says Sarah Cartwright, buying manager for fine and fashion jewellery, watches, shoes and eyewear at Selfridges.
Already a stockist of the brand, Selfridges decided to host the pop-up to create some buzz around it.
The stock sold out in days, Cartwright says.
“Gen Zs want more than just product, they’re seeking experience, self-expression and exploration,” she continues.
“We’re seeing a distinct move away from seasonal trends and towards jewellery that feels expressive.
The popularity of brands like Heaven Mayhem shows a desire for individuality over trend-chasing; whether it’s their vintage-inspired, statement earrings, cotton-strand shell pieces, or playful sunglasses.
Customers want jewellery that feels like an extension of themselves, and they’re willing to explore new and emerging brands to find it.”
Becoming a go-to for accessories That said, Mance still has to navigate shifting consumer sentiment as the brand’s customer base grows.
It’s important to keep evolving the assortment, even once you’ve had a viral product like the earrings, she says, “I don’t want it to become too mass or something that’s not cool.
So I still want to keep doing niche drops that are interesting and sell out and have that special feeling.”
Every time Mance wants to launch another category, she goes on the hunt for suppliers via word of mouth, helped by her husband’s existing supplier network.
“My husband spent two years living in China.
During that time, I would visit and join him on factory visits, explore markets and meet suppliers, which gave me an early understanding of how production and sourcing worked before launching the brand.”
She has also expanded her network through trade shows like Lineapelle in Milan, where she met many of the suppliers she still works with today.
“When I decided to start my brand, those connections introduced me to factories specialising in jewellery hardware, which became instrumental in bringing the brand to life.”
When hoping to develop belts in 2023, Mance went to Downtown LA to several leather shops, before one pointed her in the right direction.
As she develops the range, Mance is trying to educate the consumer on how to style the full Heaven Mayhem collection.
“We know that they like to shop quality pieces for occasions, so we’re doing a lot of styling and trying to educate them — like these pieces you can wear every day, here’s your occasion pieces.
We want to be the go-to for accessories,” she says.
Beyond this, Mance still doesn’t have a business plan per se, preferring instead to rely on her instincts and the opportunities that come along.
Over lunch, she smiles:
“I don’t know if you believe in manifestation, but I do.
I’m figuring it out as I go.”
So far, it’s working.

The 2014 hit-and-run that put a dent in Lloyd Ortuoste's 2003 Subaru WRX only caused around $1,500 in damage, but it changed his life forever.
The car was Ortuoste's first big purchase as a 20-something.
He loved its turbocharged engine and bright yellow paint job.
He knew he wanted to get it fixed, but the person who sideswiped him didn't leave their insurance information, and the cost of the repairs were equivalent to nearly a month's pay at the time.
To fund the repairs, Ortuoste got creative.
He decided to sell his homemade banana pudding — already a hit with his friends — in an effort to raise the money he needed.
He and his now wife Trisha Villanueva started the "Baonanas" hashtag on Instagram and quickly saw orders start to pour in.
The pair realized that what was originally meant to just help them pull together a few thousand dollars had the potential to be a full business in its own right.
After making enough money to repair the Subaru, Ortuoste kept going.
In the decade that followed, Baonanas blossomed into a viral hit.
At its peak, Baonanas boasted three brick-and-mortar locations plus a thriving wholesale and catering business.
These days, Baonanas' menu features dozens of flavors ranging from classic banana pudding to more creative offerings like ube, s'mores and lychee rose.
The business brings in roughly $450,000 per year from its Jersey City outpost and robust catering and wholesale operations.
Ortuoste still drives his more than 20-year-old Subaru, but he's thankful to have been on the receiving end of that fateful hit-and-run.
"I always say he's a silent partner, whoever hit my car," he says.
"If I could meet them today, I'd owe them a lot of hugs."

The shellfish is sustainable, high in protein, and has plenty of good stories to tell.
There are many things to like about oysters that fit nicely into current food trends.
They’re high in protein and a variety of micronutrients, they’re incredibly good for the environment, they’re an affordable luxury, and there are great stories to tell about them.
“You are getting the best possible taste of the sea,” said Bilen Gaga, partner in Selune, a natural wine and oyster bar that just opened in Brooklyn, N.Y., in June.
“At the core, fresh oysters are just a small way of feeling like you are smelling and tasting the pure essence of the ocean.
Don’t they taste like the most perfect day on the beach?
I know that’s what they evoke for me.”
They’re certainly growing in popularity:
Mentions of oysters on menus have increased by 11.9% over the past year, according to Technomic’s Ignite Menu data.
At Selune the focus is on Utah Beach oysters, named for the bay in France where they grow, which is the same Utah Beach where allied forces landed to liberate Europe during the Second World War.
Many operators focus on what’s harvested from nearby waterways.
The rise of the oyster master.
These days most oysters are cultivated.
They’re farmed in estuaries or other coastal areas, and they’re not just sustainable — they’re regenerative, cleaning up the waterways where they grow.
“They filter up to 50 gallons of water a day,” said Aaron Juvera, chef de cuisine of Southerleigh Fine Food & Brewery in San Antonio, Texas, and that state’s first certified oyster master.
“One of the farmers we work with has noted that she’s seen the water change visually, and new schools of fish have come back to their bay that they hadn’t seen,” he said.
Oyster certification is new, having just been launched by the Oyster Master Guild in 2023.
Although there are four levels of certification on paper, there were only two levels available when Juvera earned his certification and he achieved the first level.
“They went deep into everything from cultivation history, the species, anatomy, techniques for shucking, impact on the environment.
... There are quite a few topics to cover.”
And the Texas oyster industry is new, too.
It takes 18-36 months for oysters to reach market size, around three inches, but Juvera already was using oysters from three farms last year — Copano Creams, Blackjack Point, and Big Tree oysters.
“They’re bright, nice, clean, almost a sea bean taste — sort of vegetal,” he said.
And they’re also different from typical Gulf of Mexico oysters, which tend to be flabbier and more suited to cooking rather than eating raw as Juvera is serving them.
And Blackjack Points, from the south side of Aransas Bay, “have a lot more flowing water and are bigger, with a sweeter finish.”
Big Trees are also on the menu at Le Calamar, which opened in Austin in May.
He has prepared them in a variety of ways, and was particularly pleased with some that he lightly poached in chicken fat, chilled, and then reheated in vermouth cream finished with tarragon oil.
“It ends up tasting like the best kosher dill pickle brine you’ve ever had.”
There are five different species of oyster that are widely consumed in the U.S., and four are found on the Pacific Coast.
All of them have great nutritional qualities, including high levels of zinc, Vitamin B12, iron, selenium, and Omega-3 fatty acids.
The appeal of merroir.
Even though oysters from Maine to the Caribbean are the same species, they can taste radically different from each other, and the term for that has come to be known as merroir — a play on terroir.
Learning that merroir can be a big part of the fun of oyster selection, said Kyle Biddy.
“As a chef, I love learning about these specific coastal areas where oysters are grown.
It gives me something that’s ever-changing for our staff to learn about as we bring in different oysters at different times of the year.”
He mostly uses East Coast oysters from North Carolina to Maine, but also uses Murder Points from Bayou La Batre in Alabama.
“They’re actually really good!” he said.
Back in New York City, chef Marc Forgione uses oysters from Widow’s Hole, from the north fork of Long Island, for a dish that reflects the restaurant’s approach to wood-fired cooking.
“We then treat that like a compound butter and mix with allium, herbs, and red wine,” he said.
The savory and fatty marrow ... and spice from the nduja are perfect compliments to the briny Widow’s Hole oyster.
“They create a perfect surf and turf moment.”
Boston’s happy hour substitute.
Boston has a unique relationship with oysters.
Not only are they prized by locals, but many restaurants offer $1 oysters as a substitute for happy hour.
Discounting drinks at specific times of day is illegal in Massachusetts, so operators discount oysters instead.
Daniel Kenney, executive chef of the Lenox Hotel in Boston, also makes his own hot sauce.
He also roasts them on a bed of rock salt — a classic method that keeps the shellfish so their liquid doesn’t leak out.
He tops them with a variety of ingredients and focuses on relationships with local oyster farmers to ensure freshness.

Daniel Goetz spent many late nights as a college senior cutting and blending fresh fruits, and freezing them into popsicles to sell to parched customers near the University of Texas at Austin.
The advertising major fell in love with Mexican ice pops, called paletas, while visiting Mexico City with his college girlfriend.
Inspired, Goetz started mocking up potential brand names and doodling logos during a class in 2009.
He landed on the name "GoodPop." Today, the Austin-based organic popsicle and ice cream bar company's frozen desserts are sold in more than 10,000 locations across the U.S., including Costco, Walmart and Whole Foods Market.
GoodPop brought in more than $63 million in gross sales in 2024, according to documents reviewed by CNBC Make It.
It's never taken external funding, says Goetz.
GoodPop has been profitable nearly every year since its launch, with 2024 as an exception.
It likely won't be profitable in 2025 either, following the winding down of an unpopular product line, but is projected to return to profitability in 2026, says a company spokesperson.
Goetz, still the company's CEO, built GoodPop with extremely little experience or industry expertise.
He "knew nothing" about supply chains or the consumer packaged goods market, he says, and spent years "driving a lot ... running around all over Texas, making deliveries."
He spent his first four years after graduation sleeping "rent-free" on friends' couches around Austin so he could save money while trying to build GoodPop, he says.
He cut fruit and froze 80 popsicles per hour, by hand, in a local paleteria that let him use its kitchen after hours.
"I just knew that we had this delicious pop with lower sugar, real fruit, and there was nothing like it on the market," says Goetz, 38, adding: "Any opportunity that I could to put these products in front of Austinites, to introduce them and to see if we were on to something, I did."
Goetz's family has a history of entrepreneurship: His great-grandfather immigrated to the U.S. from Russia over a century ago and "sold consigned ice out of a pushcart," he says.
That great-grandfather then founded a grocery supply business in Houston in 1923, which grew into an operation with multibillion-dollar annual revenue by the time Goetz's family sold their interest in 2014.
"I'm so fortunate to grow up in a family of entrepreneurs.
But, at the same time, I knew that I needed to make my own mark on this world and do it on my own," says Goetz.
With GoodPop, he spent $3,500 — money he'd saved from a lawn-mowing business he started in middle school — on signage, a pushcart of his own and produce to make and sell his first popsicles.
He sold them for $2 apiece at local music festivals and farmer's markets, bought more ingredients with his proceeds, and spent three weeks making 18,000 popsicles to sell at the annual Austin City Limits music festival in October 2009, he says.
Then, rain turned the festival into a "mud fest," he says.
"It [was] a cold, sloppy mess ... and out of those 18,000 pops, we sold four.
I thought that this was going to kickstart [the business] and change everything, and we were left with 17,996 pops that I had to figure out what to do with and [almost] no money."
Goetz rushed the popsicles to a cold storage facility, paid $50 per month to store them and returned to school "dejected," he says.
A few months later, he cut his losses and handed them out for free at Austin's annual SXSW festival.
After graduating college, Goetz couldn't shake the GoodPop idea, he says.
But the only remaining piece of the company was its website — so Goetz put his marketing skills to work, maximizing the site's search engine optimization (SEO).
Soon, "when you searched for organic frozen pops or organic popsicles, because none existed at that time, GoodPop was actually the No. 1 result," he says.
A week later, a marketing agency called Manifold asked GoodPop for a price quote for 50,000 organic popsicles with custom packaging.
Goetz put in a bid and won it: Manifold paid him $80,000 for the job, giving him half the money up front to cover his production costs.
"I hand-stamped every single pop stick," says Goetz.
The second half of the payment was pure profit for Goetz, putting GoodPop back in business.
Luck similarly gave GoodPop its first major retail partner: Goetz's roommate played recreational soccer with a Whole Foods employee, who put him in touch with a representative from the grocery chain's Southwest regional office.
Goetz brought some samples and got the representative's approval to pitch buyers at individual Whole Foods stores.
As he won buyers over — building relationships and shaking hands, he says — he spent four years sleeping on friends' couches, staying up late to make popsicles and getting up early to deliver them to Whole Foods locations and other, smaller grocery stores by 6 a.m.
"I put 212,000 miles on my Toyota, running around all over Texas, making deliveries for years," says Goetz, adding that the hands-on dedication often left him "completely exhausted."
By 2014, GoodPop's products sold well enough for Whole Foods to take over distribution for the Southwest and Rocky Mountain regions, meaning Goetz no longer had to make the deliveries himself.
That year, GoodPop brought in $1.3 million in gross sales, the company says.
In 2017, Whole Foods expanded GoodPop to national distribution.
The brand got into Walmart and Costco the following year.
The U.S. popsicle market was worth more than $1.3 billion in 2024, according to an estimate from Cognitive Market Research.
That makes GoodPop a small player in a market dominated by packaged goods giants: Unilever, the world's largest ice cream producer, brought in more than $9.5 billion in 2024 revenue from frozen dessert brands like Magnum, Ben & Jerry's and the original Popsicle.
Even among plant-based, real-fruit frozen desserts, GoodPop competes with brands like Outshine, owned by a joint venture between Nestlé and French private equity firm PAI Partners, and New York-based Chloe's, which sells low-sugar fruit pops in more than 10,000 stores nationwide, including Walmart and Wegman's.
They all face a tough road convincing more Americans to buy lower-sugar desserts.
In January, GoodPop wound down a line of low-sugar beverages — which mixed fruit juice with sparkling water — after customers said their kids didn't think the drinks were sweet enough.
"We were not willing to compromise on any added sugar or any additional sweeteners," says Goetz, adding: "We have some tough times ahead, as far as continuing to reset those taste buds.
But it's a worthwhile cause." Ultimately, Goetz's goal from college remains roughly the same: get GoodPop's desserts into as many new hands as possible.
In February, the company landed a licensing deal with The Walt Disney Company, adding "Star Wars" and Mickey Mouse-themed products to GoodPop's offerings — a new strategy for the company to catch shoppers' attention.
"The future looks like doubling down on what makes our products great," Goetz says.

Loyalty programmes strive to be a brand’s key driver of lasting customer relationships.
But the truth is that most are struggling for success.
For every successful loyalty programme, twelve others fail, says Playable, the gamification platform for marketers.
The impact is clear: wasted potential, budget drain, and a serious hit to customer trust.
So where are brands going wrong?
Two common mistakes most loyalty programmes make the same two errors.
They only reward spending.
The typical points-for-purchase model assumes that loyalty can be bought.
But loyalty is more than that; it’s not just about transactions.
It’s about emotion.
And interactions.
Consumers want to feel recognised, understood, and appreciated.
Without that emotional connection, your programme is just another card in a crowded wallet.
They do not personalise.
Whilst 70% of consumers say they engage more with loyalty programmes that personalise their marketing efforts, fewer than 25% of programmes offer any kind of personalised experience.
In a world full of data-led business and advancing technology, this lack of relevance is a hugely missed opportunity.
Despite these challenges, loyalty programmes remain one of the most effective tools to drive revenue growth.
Harvard Business Review reports that just a 5% increase in customer retention can boost profits by 25% to 95%.
Existing customers are also 50% more likely to try new products and spend 31% more than new customers.
Yet, the average customer belongs to more than ten loyalty programmes, many of which fail to deliver meaningful value.
Savvy brands must do more than simply launch a basic loyalty programme; they must design a strategic programme that truly engages their customers to drive tangible success.
This is where marketing gamification comes in.
By incorporating game mechanics and the power of play, brands can transform loyalty programmes into dynamic and engaging strategies that truly impact long-lasting relationships.
Gamification, when delivered strategically, solves both the spend-only and personalisation problems by:
Rewarding engagement, not just spend.
Customers can earn rewards for a variety of actions, opening an email newsletter, interacting with your app, referring friends, or engaging with new products, all through gamified campaigns.
This broadens the pathway to engagement and fosters a deeper emotional connection.
Creating personalised, dynamic experiences.
Proactive gamification campaigns can be a great way to gather valuable insights into your customers’ preferences and behaviours.
This data is zero, and first-party, directly and voluntarily provided by customers, not inferred or sourced from third parties.
As a result, it’s both high-quality and actionable, making it ideal for powering effective, personalised marketing strategies.
True loyalty isn’t created in a single moment, it’s built over time, across a series of meaningful interactions.
To drive long-term engagement, brands need to think in terms of a full loyalty journey, not a single transaction or sign-in.
Gamification can play a crucial role in shaping that journey from the very first touchpoint.
It begins at acquisition: interactive campaigns can attract new members and capture marketing permissions in a value-driven way.
Imagine an exciting scratch-card sign-up experience where new users reveal a welcome reward – anything from a discount, to bonus points or exclusive access to new products – simply for joining the programme.
From there, gamified experiences across email newsletters, apps, or loyalty schemes can keep members engaged and coming back.
Think monthly trivia challenges with bonus points for correct answers, in-app spin-to-win rewards after every purchase, or a product recommender to encourage the path to purchase.
Over time, these touchpoints help build rich customer profiles, enabling brands to deliver more personalised rewards and experiences.
Whether that’s tailored offers, exclusive games for top customers, or even a loyalty advent calendar that truly thanks your best customers with an element of surprise & delight in the prizes.
At every step, acquisition, engagement and retention, gamification rewards attention and interaction, not just transactions.
And that’s what lasting loyalty is really made of.

Erim Kaur, entrepreneur and influencer, made $4 million in sales after founding a hair-oil brand rooted in ancient Indian traditions.
London-based Kaur has over 700,000 followers on Instagram and TikTok combined, and founded ByErim in 2019 — a luxury haircare brand known for its flagship hair growth oil containing eight pure oils, including Amla, Argan, Coconut, and Castor oil.
It has raked in £3.3 million ($4.2 million) since its launch, CNBC Make It has verified.
The 30-year-old pinned the popularity of her hair growth oil on having social media savvy and building a core audience of young Indian women and men turning to her for beauty and life advice.
"I think one of the strongest messages I've always had has been that I want to do it for girls or boys that have grown up without a mum and sisters," Kaur told CNBC Make It in an interview about the popularity of her content.
Kaur was only eight when her mother died of breast cancer, and a memory she always cherished was her mother's long hair, which she said was a defining part of her identity.
"I really wanted to emulate the way that my mother looked," she said.
"It was scary to see her lose the identifying part of what people saw as something that contributes so heavily to her beauty."
Kaur recalled that her father, who was only 29 at the time, took her to the barber's for a haircut.
"I didn't even know how to tie my hair.
She died before she taught me," Kaur said.
That was when she decided to turn to her paternal grandmother, who would apply different oils and ingredients on her hair through her early teens, before landing on a formula that Kaur continued to use as an adult and is the current formulation of the ByErim oil.
Those experiences formed the foundations of Kaur's social media journey, where she shared her story of growing up without a mum, as well as how she learnt to take care of herself as a woman.
"I wanted to create a shortcut for any girls or boys that had grown up without a mum, which is why I started to speak about that experience on my page," she explained.
After gaining 100,000 followers in 2019, she decided to monetize her social media and build ByErim as a homage to both her mother and grandmother while also capitalizing on a growing social media trend.
Hair oiling is an Indian tradition recorded in ancient Sanskrit medicinal texts like Charaka Samhita, and passed on through the centuries.
Indian women are taught by their mothers and grandmothers to massage oils into their hair from a young age.
With the influx of Indian immigrants to the U.S. and Europe since the 20th century, hair-oiling has transcended India's borders.
Cosmopolitan U.K.'s deputy beauty editor Hanna Ibraheem recently wrote that having her hair oiled as a child resurfaced memories of shame about her identity.
"I'd noticed my peers would get teased for their oiled hair on the school playground.
Sure, the oil made my hair soft and strong.
I know it's the reason I have healthy hair today.
But at the time, I found the whole thing ... well, embarrassing," Ibraheem said in a piece for the magazine.
Once a marker of shame for many children of South Asian immigrants, hair oiling has filtered into beauty trends on social media.
The hashtag #hairoil has almost half a million posts on TikTok, with mainstream influencers sharing their oiling routines, including what hair oils they use and application techniques.
Tips on hair oiling have made the pages of Vogue in recent years, and a range of brands have surfaced alongside Kaur's ByErim, including Nikita Charuza's Ayurveda-inspired Squigs Beauty, Akash and Nikita Mehta's Fable & Mane, and Kuldeep Knox's Chāmpo.
ByErim is a luxury hair and beard care brand.
"How funny is it that 'to oil' never used to be a verb that was in everyone's daily communication but then this morning I was going to my grandparent's and I was going to say 'can you oil my hair for me?'
Back in the day, it would have been people from England saying 'would you mind putting oil into my hair, or would you mind applying oil to my scalp?
But it's now a verb," Kaur said.
Unlike traditional Indian oiling, which includes the use of greasy, thick oils with a pungent odor, the appeal of brands like ByErim is that it's fragranced and lightweight, Kaur said.
"I have it in my hair right now.
Could you ever tell?
I could go to Tesco.
I could go to the gym.
I could go for dinner with my hair like this," she said.
Kaur says ByErim's success isn't just about the rising popularity of hair oiling but because her followers are "emotionally invested" in her brand.
"Influencers cast a very wide net, but the problem is when you're trying to reach people who don't already follow you, you're alienating the people that do.
So, I was very focused on my followers.
They're focused on me," Kaur said.
Influencer-founded brands have increased in recent years, but not all are cut out for success.
Famous influencer brands range from TikTok darling Addison Rae's makeup line Item Beauty to Instagrammer Arielle Charnas' clothing brand, Something Navy.
However, Rae's Item Beauty was discontinued by Sephora in 2023, with Rae failing to promote the brand consistently.
Meanwhile, Something Navy faced financial troubles and stopped selling clothes through its website.
"People can sniff out authenticity, and they can sniff out fake very quickly," Kaur explained.
"If your followers really genuinely love you and would support you, they don't want to feel like they've been palmed off with a quick, cheap product that just has your name on it."
She sets herself apart by sharing the highs and lows of building ByErim on social media, from posting about factories accepting her orders to packaging ByErim bottles by hand.
"So by the time I launched it, people were buying regardless because they wanted to be part of that journey," she said.
The company, which sold 250 units in its first four hours of launching and another 500 units in January 2020, has played a part in keeping the hair-oiling trend alive.
"I can't take full credit for anything," Kaur said of the normalization of hair-oiling.
"I think there are some amazing brands out there that are pushing the needle when it comes to sharing what was a secret of our grandma's kitchen to the masses, but I would like to hope that ByErim has played even a 1% part of that."

Luxury shoppers are turning to TikTok for product discovery.
Users are scrolling the social media giant to find product reviews, creator videos, and other content that influence their purchases.
Seven in 10 luxury shoppers on TikTok have spent more than $1,300 on a single fashion item, typically after watching peer-led content.
This audio is auto-generated.
According to a TikTok-commissioned report conducted by AYTM, seven in 10 luxury shoppers on TikTok have spent more than 1,000 pounds (approximately $1,355 at press time) on a single fashion item, typically after watching peer-led content.
More than a third (38%) of TikTok users are more likely to find high-end brands through social user-generated content, with nearly a third (32%) discovering them via creator videos.
Of the more than 3,000 luxury shoppers surveyed across the U.K., the U.S., Italy, and France, about a fourth (26%) of TikTok luxury shoppers wait for creators to review products before buying them.
A fourth of luxury shoppers are buying used items inspired by TikTok trends, and a third purchase recommended products introduced through creator content, the report said.
According to a 2023 BCG report, TikTok stated that about two-thirds of first-time luxury purchasers said social media sparked their interest in the space.
Though TikTok is becoming a popular platform for finding high-end fashions, fewer are making immediate purchases.
About 15% of survey respondents bought a luxury item directly after seeing it on the platform, according to TikTok.
More often, shoppers save content and return to it when they are ready to buy, the report said.
Cassandra Russell, GBS at TikTok U.K., said in a statement, "This research shows that what drives luxury purchases today isn’t polish — it’s proof.
People want to hear from peers, not just brands.
TikTok has become a place where credibility is built in the comments section and the path to purchase now runs through creators, conversations, and community insight.
It’s the spark that luxury brands can’t afford to ignore."
While some TikTok users are spending on high-end goods, the majority are spending far less on the platform.
A PartnerCentric survey found that TikTok shoppers aged 60 or younger spent an average of $59 per purchase and $708 annually on the platform.
Despite market volatility, even luxury shoppers are becoming less positive about the economy overall.
A Saks Global Luxury Pulse survey released last month found that 28% of respondents reported a positive outlook on the economy, a 13-percentage-point decrease from the previous survey.
As luxury shoppers sour on the economy, their spending on high-priced items is predicted to contract.
Purchases of personal luxury items could decline between 2% and 5% this year, a Bain & Company report projects.
However, ultra-luxury items, jewelry, apparel, and eyewear are expected to remain strong, according to the report.

Restaurant and coffee chains like McDonald's, Dunkin', Dutch Bros and Starbucks are leaning into beverage innovation in a crowded market for consumers.
The companies are adding new drinks to their menus as they look for a sales boost.
Gen Z customers, in particular, are looking for newer and buzzier beverages.
If it feels like there are a lot of new drinks on restaurant menus, it's because there are.
Driven by younger consumers who crave customized, cold beverages, chains from Dunkin' to Dutch Bros, Starbucks and McDonald's are answering the call.
The number of beverages offered by the top 500 chains has increased by more than 9% in the last year, according to Technomic's 2025 Away-From-Home Beverage Navigator Report.
Companies have leaned even more into cold drinks.
Offerings like specialty coffees and energy drinks have seen the most growth on menus over the past two years, as hot coffee and tea beverages on menus decline, the market researcher reported in July.
What's more, consumers are increasingly heading to a chain simply to get an iced coffee or soda.
Last year, the primary driver for beverage sales was "getting a pick-me-up," as 22% said that was their most common reason for going, up from 20% in 2023, the data found.
Meanwhile, 20% said they bought a beverage to "wash down food."
The two occasions for a purchase switched places from the previous year.
"This shift suggests that consumers may be moving toward more beverage-specific occasions, where beverages are the main driver of the foodservice purchase rather than an add-on to go alongside food.
This aligns with the influx of beverage-forward concepts in recent years," the report said.
Higher drink sales are key for major players as they seek to reverse slumps in a tough consumer environment.
McDonald's U.S. restaurants saw same-store sales growth of 2.5% in its second fiscal quarter, reversing two straight quarters of domestic declines as it leaned into buzzy partnerships and value offerings.
But executives cautioned low-income consumers remain challenged.
While Starbucks also saw better than expected U.S. sales, they still fell 2% from the prior-year period.
Trying to capitalize on the desire for buzzy new drinks will bring its own challenges.
Technomic forecasts beverage volume will grow 1% through 2029, but the group said it will likely revise that outlook lower.
Customers are also more price sensitive, with 61% of consumers who said they noticed price hikes saying they order beverages less often.
The success of many new beverage lines will hinge on Gen Z consumers, who have flocked to customized and sugary drinks.
Dunkin' saw its colorful and sweet Refreshers platform hit new record highs in the most recent quarter, with unit sales up more than 30% year-on-year.
It will release its fall menu later this week and lean further into what Gen Z consumers are seeking.
The rollout will feature an expansion of pop star Sabrina Carpenter's Daydream Refresher lineup into Mango and Mixed Berry, along with a Cereal N' Milk Latte, featuring a blend of espresso and real cereal milk that delivers a "nostalgic marshmallow cereal flavor."
The curation of drinks is key for customers — and Gen Z consumers in particular, Dunkin' Chief Marketing Officer Jill Nelson told CNBC.
It has to feel unique and special in this environment.
"On the product side, it's overwhelmingly about cold beverages, customization and bold flavor," Nelson said.
"And then on the promotion side ... when we think about Gen Z, this is a generation that grew up on sneaker drops and stories that disappear in 24 hours.
So it's all about how do you create new news and interesting flavor combinations that you can't really recreate easily at home and feel like you're in the know when you go to the drive through and order them," she said, adding that the company prioritizes speed and accuracy as customers ask for more customization.
The competition will heat up next month as McDonald's enters the beverage category in a more meaningful way.
On Sept. 2, McDonald's will launch an expanded market test in 500 restaurants across Wisconsin and Colorado of new drinks that include a "Creamy Vanilla Cold Brew" and "Toasted Vanilla Frappe."
In addition, the fast-food giant will roll out "dirty sodas" and Strawberry Watermelon Refreshers, aimed at Gen Z consumers.
McDonald's created the lineup with learnings from its now-shuttered CosMc's concept, which leaned heavily into customized drinks.
"We're seeing real momentum in beverages, with more people – especially our Gen Z fans – turning to cold, flavorful drinks as a go-to treat," said McDonald's USA Chief Customer Experience and Marketing Officer Alyssa Buetikofer in a release.
On McDonald's most recent earnings call, CEO Chris Kempczinski said beverages present a "big opportunity" for the brand.
"It's growing and it's more profitable than food.
So, there's a lot of things to like, which is why us as well as, I think, a few of our competitors are also excited about this," Kempczinski told analysts.
He added that while there are value offerings in the beverage space, you can get a lot of "full margin products" that franchisees would not have to discount.
The new beverage options go beyond the sweet and bold.
Chains also aim to win consumers by tapping into health trends.
As Starbucks continues its "Back to Starbucks" turnaround plans under CEO Brian Niccol, it is making more changes to the menu, including a late fourth-quarter launch of protein cold foam.
Niccol said the item "taps into what has become one of our most popular modifiers, cold foam, which grew 23% year over year."
"Protein Cold Foam with no added sugar is an easy way to add 15 grams of protein to virtually any cold beverage.
And customers can also add the flavor of their choice," he said.
The coffee giant said it's seeing increases in satisfaction among younger consumers.
Niccol told analysts customer value perceptions were near two-year highs in its most recent quarter, driven by gains among Gen Z and millennials, who make up over half of its customer base.
It's betting that innovation, coupled with better customer service under its new "Green Apron Service" strategy, will help to boost business.
Coffee chain Dutch Bros has leaned into some of those beverage trends to drive strong growth.
The chain has been a standout stock performer — up over 22% year-to-date — and saw its same-store sales increase more than 6% in the most recent quarter.
CEO Christine Barone said protein milk that launched in 2024 has boosted business.
But more broadly, unique and surprising toppings and offerings are a way to engage in a tough competitive landscape, she added.
"I think the key with innovation is to really understand when something might be ready to pop, or something might be of high interest, and then be able to move really fast to execute on it well," Barone told CNBC.

Ever wonder if you could turn a small idea into a big business? That’s exactly what Seth and Tori Bolt did. In 2021, they bought a piece of land for $237,000. Just four years later, their short-term rental business —Bolt Farm Treehouse—is worth over $32 million. They didn’t start with a big team or a fancy budget. What they had was a dream, a strong work ethic, and a creative way to stand out in the world of luxury treehouse rentals.
Their story is proof that you don’t need millions to get started in short-term rental investment—just the right plan and the courage to stick with it.
Want to see how Seth and Tori turned their dream into reality? Watch this short video to experience the story behind Bolt Farm Treehouse.
Seth and Tori wanted to create a space where people could unplug, relax, and enjoy nature.
They started with a single luxury treehouse on a quiet property in Tennessee.
That one treehouse became the beginning of something much bigger.
Today, Bolt Farm Treehouse is a resort filled with unique places to stay—treehouses, domes, and wellness-focused cabins.
Guests aren’t just booking a room; they’re booking an experience.
With an average nightly rate of $700 and a 93% occupancy rate, their business is thriving.
One key move that helped their business grow was skipping platforms like Airbnb.
Instead, they focused on building their own website and booking system.
This allowed them to keep more profits and build stronger relationships with guests.
This kind of direct booking model is a smart vacation rental marketing strategy.
It gives hosts full control and helps build brand loyalty.
For Bolt Farm, it meant creating something people search for by name—not just another listing in a long list of rentals.
Like any business, Bolt Farm had its challenges.
They faced legal hurdles, changing regulations, and zoning issues—especially in Charleston County.
They had to fight to keep their business running, and in the end, they chose to shift focus to Tennessee.
Their story reminds us that short-term rental investments come with risks.
But if you stay flexible and keep learning, you can find your way through tough times.
Not every location works for building a rental business.
In one project, they ran into local pushback and unexpected rules.
It was a hard lesson—but one they’re glad they learned.
Now, they always take time to study the community and local laws before moving forward.
What makes Bolt Farm stand out is the emotional experience.
Guests don’t just stay in a room—they make memories, reconnect with loved ones, and enjoy nature in a way that feels special.
This is where the glamping business's success shines.
When people feel something during their stay, they tell their friends and come back again.
That kind of word-of-mouth is priceless.
Seth and Tori brought their own strengths into the business.
Seth used his background in marketing to build a brand people recognize.
Tori used her design skills to make every space feel cozy and unique.
Each unit at Bolt Farm has its own personality—something special that sets it apart.
In a crowded market, this kind of thoughtful design makes a huge difference.
Now that they’ve built something amazing, Seth and Tori are helping others do it too.
They host workshops where they teach people how to build their own short-term rental business.
These sessions are hands-on and cover everything from design to branding to booking systems.
Whether you're dreaming of a few treehouses or a full resort, these workshops offer real advice from people who’ve done it.
Seth and Tori didn’t just build a business—they built a brand that people love.
From designing cozy treehouses to creating meaningful guest experiences, they’ve turned their dream into a $32 million success story.
Their journey shows what’s possible when you combine vision, hard work, and the right strategies.
Whether you’re dreaming of your own glamping business success, or just looking for smart ways to invest in real estate, their story is a great place to start.
If they can do it with one piece of land, maybe you can too.

In a hyper-consumerist era of social media, flooded with product reviews and shopping haul videos, a backlash to overconsumption is brewing.
More consumers are joining pledges such as the “Rule of 5” (where you limit fashion purchases to five items a year), conducting wardrobe inventories, or challenging themselves to buy nothing new in 2024 and shop their closets instead.
“TikTok made me buy it” has become a common refrain for users influenced to make purchases from or on the app.
Now, the hashtag #deinfluencing has been used more than 26,000 times, full of content creators working to undo some of that impulsive behaviour.
“What is good for the planet is also good for our mental health and our well-being.
If we buy less, but we buy more mindfully, we are happier.
And the planet is going to thank us because we don’t need that much stuff,” says Katia Dayan Vladimirova, senior lecturer at the University of Geneva and founder of the Sustainable Fashion Consumption research network.
She and three colleagues launched a year-long experiment for 2024, the Joyful Closet Consumption Challenge, to help participants “rethink consumption patterns” and simultaneously study what challenges people face as part of that work, what motivates them to keep going, and what benefits they see if and when they succeed in reducing their wardrobe size and their acquisition of new clothes.
Performance artist Dorian Chavez denounced the “absurdity” of overconsumption at the Biennale des arts vivants de Toulouse in France.
As public concerns around waste and climate change grow louder, the mood is shifting at the highest levels as well.
At the World Economic Forum in Davos last week, calls for capitalism to evolve, or risk failing, grew louder.
The head of the World Trade Organization, Dr Ngozi Okonjo-Iweala, called on world leaders to “rethink old growth models”.
Where does that leave brands, whose sustainability efforts have largely focused on business practices but not transforming the business model itself?
For a growing number of academics, economists, advocates, small brands and even sustainability professionals within larger brands, the writing is on the wall: brands need to adapt.
Failing to do so could be a threat to their future profitability, which today depends directly on increasing product sales every year.
“We’re not going to achieve sustainability with fashion houses constantly needing to increase growth every year.
No amount of circularity, no amount of anything is going to work,” says Joseph Merz, chairman of the Merz Institute and senior fellow at the Global Evergreening Alliance, who led a study last year concluding that human behaviour is at the root of the global environmental crisis.
Consumers taking steps to break shopping addictions could spur action.
“We are, by nature, prone to addictive behaviour, and shopping can be an addictive behaviour.
Because of our evolutionary history, we are also prone to needing to acquire and control or hoard resources,” says study co-author Phoebe Barnard, CEO of the Stable Planet Alliance and affiliate professor in environmental futures, ecosystem health and conservation science at the University of Washington.
“That addictive impulse has been exploited for profit because of this economic system we have created.”
The key to designing for the future, experts say, is to align people’s needs with those of the planet — and to create business models that serve both, rather than work against them.
Vladimirova, among others, have already documented that through consuming less, people actually become happier and see boosts in their overall well-being.
The Rule of 5 pledge, launched by fashion editor and sustainability advocate Tiffanie Darke in January 2023, has taken on a life of its own in just the last year.
“I did it expressly to answer climate issues but was surprised that most of the response was from women sick of their own overconsumption, looking for a reason to stop,” says Darke.
Outside of shopping pledges, people can also take advantage of clothing swaps to gain a sense of community and new-to-you clothing options, and repair services, which are also on the rise.
Overdyeing clothes can be an option, as can upcycling them into new styles — a practice shared by designers globally, from New York to Ghana’s Kantamanto market.
The list is endless, it just requires some creativity, planning and a little intention setting.
What a more balanced business model could look like for brands, the researchers behind the Joyful Closet challenge suggest, is that fashion’s profits can be “repartitioned” such that new product sales account for only a fraction of a company’s revenue, as opposed to the majority of it.
In her “Post Growth Fashion” Substack post, Vladimirova envisions a future where customers continue to spend money on fashion, but only 40 per cent of their total expenditure (instead of today’s 97.9 per cent) goes towards acquiring new pieces; 30 per cent would go to “fashion experiences” such as rental or digital fashion, and the final 30 per cent would be spent on “maintenance and improvement”, like repairs and upcycling.
Also important is how these changes are framed, talked about and modelled.
“It’s about the modelling of the behaviour, not what we tell people to do,” says Merz.
“We don’t look at the drivers of our behaviours — they’re all around us pushing us in the complete opposite direction of what we’re telling them to do.
We’re shining a spotlight on one area and telling people to do this, while we’ve got all of these behavioural influences pushing people in the other direction.
I think it’s critical to recognise that.”
Moving away from overconsumption, in other words, needs to become the “cool” thing to do, or it needs social proofing.
“We need to bring on board more influencers, thought leaders, creators who can help make sustainable lifestyles truly aspirational, as well as inspirational,” she says.
“We need the really big names to come forth here and that’s not happened yet.”
Will the current de-influencing and anti-overconsumption trend become permanent interests or fade away as the year wears on?
Merz is optimistic, despite how entrenched certain interests are in maintaining the status quo.
“We would have a much larger challenge on our hands globally if the current system were breeding really satisfied, happy people.
It isn’t, it’s breeding unwell people.”
And this is where fashion has the potential to lead or risk being left behind.
“There’s a creative reimagination that needs to happen.
What are the alternative revenue streams brands [can turn to] instead of — not in addition to, as what’s been happening now, but instead of — selling new stuff,” says Vladimirova.
“It’s harder to imagine a positive post-growth future than to imagine a dystopian post-apocalyptic future.
It’s a crisis of imagination.”

Consumer demand for premium, customizable beverages is pushing soda makers to add everything from dried fruit to flavored soft serve ice cream to sodas.
Coca-Cola and Pepsi are the humble backbone of many restaurant beverage programs, synonymous in many cases with fast food itself.
But as social media sharing drums up more consumer demand for premium drinks, the beverage lineups of major soda makers may be getting a makeover.
One clear example of this phenomenon is “dirty sodas,” modified with syrups, creamers and other additives, said Megan Tallman, vice president of Coca-Cola Freestyle and Foodservice Innovation at Coca-Cola.
While root beer floats and egg creams have existed since the 19th century, the modern dirty soda category started in the 2010s.
The trend kicked off in Utah with restaurant concepts like Swig, which initially served sodas mixed with creamer, according to the Utah Business Journal.
The menu category has since expanded to include sodas that have a wider variety of ingredient inclusions.
“It's not a fad, it's a trend,” Tallman said.
Dirty sodas gain menu prominence Operators see dirty sodas as a way to add limited-time offerings that differentiate restaurants from competitors.
Tallman said restaurants that Coke works with have embraced LTOs that tend to drive higher checks.
“Consumers who purchase an LTO are spending more.
On average, they're spending $3 more per trip,” Tallman said.
While this data includes all LTOs, the growth of beverage LTOs has outstripped snacks and other categories, Tallman said.
One reason for this, is that beverages are easy to alter and change, allowing for quick innovation.
PepsiCo is taking advantage of the trend toward premium sodas with its Drips line, a series of mixed beverages designed specifically for premium beverage consumers, said Scott Finlow, global CMO of foodservice at Pepsi.
Drips combines standard Pepsi products with add-ins and new flavors.
At the National Restaurant Association Show in Chicago in May, Pepsi showed off several Drips drinks, including the Strawberry Basil Starry, Lipton Mango Horchata and a s’mores drink made with Pepsi Zero Sugar.
Pepsi piloted the Drips drinks at a number of colleges and universities in 2024, and the test met with consumer enthusiasm, Finlow said.
“They love that the [Drips drinks] utilize our brands, that matters to them.
High-interest, high-sharing, high-engagement, high-repeat levels,” Finlow said.
“They’re willing to pay a premium.
We tested these between $5 and $9 and there's never been any pushback on the premiumization.”
Pepsi can integrate the Drips brand into restaurant menus, though this requires some degree of training for operators.
But the cost of training workers to implement a somewhat more intensive beverage program would be more than offset by increases in traffic and check, Finlow said.
Like Pepsi, Coke is looking to serve more non-alcoholic, premium crafted drinks.
“Mixology is really important with the Gen Z consumer,” Tallman said.
“They want customization, how they want it and when they want it.”
The company’s vision for such premium sodas is a drink based on a classic Coke product, like Sprite or Fanta or Coca-Cola, the flavor customizations like syrups, flavors on the rims of cups, inclusions like fruit and dairy additives.
Melissa Mackay, senior vice president of marketing and insights at Westrock Coffee, said the dirty soda trend was blurring the line between different beverage categories.
Despite the sometimes dramatic visual appearance of dirty sodas, Tallman said, the flavors that typically do well are ones consumers are familiar with.
For example, Blue Raspberry, a flavor that’s more than 50 years old, has seen sales grow year over year.
Some of that, may be due to its bright color, she said.
Mango flavors are also well received, perhaps partially due to its visually appealing appearance.
Coke is looking to replicate some of the success of long-established flavors with new syrups to flavor soft serve ice cream based on Barq’s Rootbeer and Fanta.
The Fanta syrup produces an orange creamsicle flavor in vanilla soft serve.
Coke will test it in Q4 with the root beer syrup and other flavors to follow, Tallman said.
Drinks made with soft serve and syrups resemble Sonic’s cream slushes and other QSR premium beverages.
The popularity of dirty soda shops like Swig may prompt beverage companies and QSRs to expand their beverage offerings to defend from up-and-coming rivals while simultaneously capturing sales of high-margin menu items.
While much of the beverage innovation in recent years has focused on cold coffee and refreshers, rather than dirty sodas, QSR chains are looking to capitalize on the expanded popularity of premium, customizable drinks.
McDonald’s is sunsetting CosMc’s, but will test some of its drinks at 500 restaurants in September.
Yum Brands has also looked to new beverages as an important category, using KFC’s Saucy concept to test new drinks like lemonades, freezes and refreshers.
Taco Bell is making similar moves.
As beverage behemoths introduce their own bespoke dirty soda and premium soda suites, restaurant brands may follow their lead.

When Labubu made it big in America this summer, it wasn’t just because it caught on with kids.
The fuzzy little demon toys, made by Chinese company Pop Mart, also became the hottest accessory for adults, prominently displayed on designer handbags, showed off on TikTok, and spotted on many a favorite celeb.
That cultural pizzazz has helped more than double the company’s revenue, according to the Wall Street Journal.
Pop Mart isn’t the first to tap into the American “kidult” audience, and it’s not likely to be the last.
Brands like Barbie and Hot Wheels from toy giant Mattel have long catered to an adult audience of toy appreciators and nostalgia-seekers, and other brands are jumping in:
In 2023, doll company Bratz introduced an animated series that particularly pleased grown-up fans, while Trixie Mattel’s Trixie Cosmetics debuted a campaign and makeup collection with the Teletubbies in May.
The customer that possesses both childlike wonder and grown-up spending power is a key target for many brands, and it’s a market that’s poised to keep going, Juli Lennett, VP and toys industry advisor at research firm Circana, told us.
“Ever since the pandemic, the adult market for toys has been the growth area for the toy industry,” Lennett said.
“When there are times of stress, which it feels like we’re getting into that even now, consumers do tend to lean into when they were children and lean into toys.”
In the first quarter of 2025, toy sales for adults aged 18 or older increased 12% compared to the same time period in 2024, making them the fastest-growing age demographic for the toy industry, according to Circana.
But kidults aren’t strictly aged 18+, according to Lennett.
Rather, she said, Circana defines the kidult market as anyone 12 and up “who buys toys for themselves or receives toys.”
This definition allows it to also examine the behavior of the 12–17 age demographic, which tends to engage with toys differently than both younger children and the 18-and-older crowd.
In the case of Labubu, the appeal seems to be cross-generational, albeit for different reasons.
While younger kids might attach their little furry guys to school backpacks and rely on their parents to keep track of product drops, older customers are clipping their creepy keyrings to designer bags and keeping tabs on Pop Mart’s website themselves.
That adult engagement has allowed a wider swath of brands to get in on the hype:
In June, Highsnobbery hosted a Labubu fashion show in New York’s Washington Square Park with prizes including a Coach bag, while Uniqlo announced a line of officially licensed Labubu T-shirts and sweatshirts that will roll out in August.
Countless other brands made cheeky social media posts featuring the dolls as they took over the zeitgeist.
Despite their popularity with kids, Pop Mart is not particularly focused on catering to children.
“The target audience for our product is the adult collector,” Emily Brough, Pop Mart’s head of licensing, said in an interview with the Wall Street Journal.
“We are specifically hitting that Gen Z kidult customer, so they’re more collectible items than anything else, and so they’re definitely not marketed for children.”
Labubu isn’t the only toy taking off in the grown-up world.
Roberto Stanichi, EVP of Hot Wheels, said that adults have long been a cornerstone of the toy-car brand’s audience due to its commitment to reflecting authentic car culture, but that in recent years, interest from adults has “accelerated dramatically.”
The Hot Wheels Collector die-cast collection, which is built specifically for adults, has had sales triple since 2017, according to the company.
“I think it has to do a little bit with the moment that we live in, but at the same time, [there’s] this cross-generational nature of Hot Wheels,” Stanichi said.
“1968 is when Hot Wheels came out.
There are some of the original kids that played with Hot Wheels, not only have they shared that with their kids, but now some of them are starting to have grandkids.
So you have three generations, full-cycle generations, of kids that grew up with Hot Wheels.”
Whether it’s a doll or a car, adults engaging with toy culture are often looking for a sense of belonging, Lennett said, and greater toy appreciation is creating community for older audiences.
“It kind of makes you feel good, and you’re part of a bigger group,” she said.
“It’s social media–driven.
You feel okay doing it, and you’re going to promote it,” she said.
For brands that are embracing their adult audience, adult-focused messaging can look a little different than the marketing aimed at getting kids excited.
“When you’re talking [to] kids, there’s an element of the fantastical,” Stanichi said.
When it comes to adults, “understanding what is moving in terms of cultural trends in car culture and how we can authentically tap into that and play into that is what’s really important.”
At Hot Wheels, adult-focused marketing is centered around immersive messaging and experiential, as well as brand partnerships, including collaborations with brands like Formula 1, Ferrari, and car brands in the Japanese domestic market.
By connecting with consumers beyond childhood, Stanichi said that the kidult market has allowed customer bases and toy brands to continue growing—together.
“It doesn’t matter how old you are,” he said.
“You might change the way you interact with the brand, but it never ceases to be a part of your life.”

Don't miss these YOUR NEXT READ: Don't miss these YOUR NEXT READ: When it comes to TikTok beauty brands, they're increasingly becoming a dime a dozen.
However, some really do take off and grow, earning rave reviews and record sales.
Case in point: Hair Syrup, the brand which featured on Dragons' Den and has a legion of fans.
But should you invest in the brand?
Here's what you need to know, from a beauty editor who's not easily impressed.
The Hair Syrup story Founder Lucie Macleod has been vocal about her journey with Hair Syrup.
Started in her family home when she was at university, Macleod created a number of oils for hair health after struggling to find anything to fix her own heat and bleach-damaged hair.
After initially selling on Etsy, Hair Syrup grew and grew, largely with the help of its viral social media status.
Despite experiencing several setbacks including rejection from the 'Dragons' on Dragons' Den, the success of the brand has catapulted, and its reputation as one of TikTok's biggest success stories often precedes it.
The brand tells me Hair Syrup is now a top-three 'small and medium haircare' business on TikTok, with over 325k products sold on the platform alone, and has even experienced 700% sales growth on certain products via TikTok Shop in the last few years.
What's more, the brand's profile went from 300k TikTok followers at the start of 2025 to over 400k in just six months.
With a predicted sales turnover of £6.5m in 2026, brand reps tell me global domination is next, with expansion plans for the US and Australia in the works.
What are Hair Syrup oils like to use?
With all this said, it's obvious Hair Syrup has garnered plenty of attention, both on social media and in the press.
But how exactly do the products work, and are they really as good as everyone says?
Hair Syrup was born from the idea that pre-wash hair oils were key to hair and scalp health.
It's worth mentioning that hair oiling is, of course, a 5000-year-old tradition with Ayurvedic roots, meaning that while it's gaining attention from brands like Hair Syrup, it has been around for thousands of years and is not new.
The brand first launched with its pre-wash products, which are still its most popular today.
These oils combine all-natural fruit, nut and plant oils such as sweet almond, orange and macadamia, and are designed to be massaged into the scalp and smoothed into hair when it's dry, before shampooing out, one to four hours later.
There are different formulations, from the now-viral 'Rapunzel,' designed to help you achieve your longest, fullest hair dreams and 'Vitamin C Me,' which is made for damaged hair to soften, protect and nourish.
All oils promise to leave hair shinier, glossier and more hydrated.
The brand has since expanded into leave-in oils, 'buttercreams,' and hair accessories.
Fans on social media and in online reviews have claimed in their thousands that Hair Syrup has been responsible for saving their damaged hair, helping it grow longer, and with increased fullness.
However, because of my job as a beauty editor, I am sceptical.
So, what did I think when I put these viral oils to the test?
Are they worthy of the increasing attention?
It's hard for me to comment on claims fans have made in terms of long-term health and growth as a new-time user of Hair Syrup.
What I can say is that with continued use, I do believe these could contribute towards healthier strands on the whole.
I am sceptical that any topical, non-medicated hair product can make hair grow faster; however, healthier hair indeed equals less breakage, and less breakage means stronger growth.
I also think anything that encourages you to use nourishing ingredients on hair and focus on scalp health can only be beneficial to your routine, particularly for less than £20.
I did get a sense of instant gratification: my hair looked shinier and softer each time I used any of the oils, and the scents linger, which I found impressive.
I would warn anyone with bleached blonde hair to approach the 'Rapunzel' formula with caution, though; the brand has a disclaimer on their website about this, and I did notice my hair colour was a little less vibrant after using it, but not hugely so.
Hair Syrup recommends doing a strand test first.
You can buy Hair Syrup direct from their website, as well as on retailers such as Boots and Beauty Bay.

Laura Proctor for BI Retail Pink Palm Puff's $89 hoodies are the hot new tween status symbol. Meet the 17-year-old founder. Lauren Brown's daughter pleaded with her to buy an $89 hoodie. "I thought the price tag was a little steep so I told her, maybe for her birthday," Brown told Business Insider. She kept asking for it, and that fall, for her eighth birthday, Ada got the hoodie of her dreams. The hoodie wasn't any regular sweatshirt, at least not in the eyes of Gen Alpha. It was a Pink Palm Puff — a new obsession of tween and teen girls reminiscent of the Stanley water bottle craze. "I first saw Pink Palm Puff on YouTube, and I thought they were going to be so comfy, and I loved the designs and colors," Ada Brown, 8, told BI. "My friends asked where I got them, and I told them Pink Palm Puff. I also have the pajamas now." Lily Balaisis founded Pink Palm Puff in 2023 when she was just 15 years old. With a keen sense of the teen fashion landscape and some social marketing smarts, she helped it catch fire on YouTube and TikTok. "I feel like there's many components to a good hoodie," Balaisis told Business Insider. Comfort is key. The design is also important. It's "either on trend at the moment or has good colorways that match your outfit." The brand currently sells pastel-hued sweatshirts and matching sweatpants. A line of beachy short pajamas costing $89 per set was added in February and immediately sold out. The brand's official TikTok account has amassed over 545,000 followers and 9.8 million "likes" and its YouTube account has 565,000 subscribers. The garments have frequently sold out over the last year. One sign pointing to Pink Palm Puff's growing cultural relevance is the rise of counterfeits. Lookalike hoodies with names like "pink pom puff" that sell for under $10 have been popping up. A handful of sites also feature similar-looking hoodies with misspellings of the brand in the URL. Lily's father, who's worked in finance and marketing, said he's proud of his daughter's success. He now manages the business's day-to-day operations full time. The hoodies ship to customers in colorfully printed boxes with dust bags, as if they were luxury purses. Lily Balaisis got a crash course in social marketing when she launched her first product — a slime concoction when she was 11. The idea to start a fashion line centered on hoodies seemed like a natural move. The $89 price point for the hoodies has made them somewhat vexing for millennial and Gen X parents. The high price reflects the cost of the embroidery of the designs and the quality of the plush fabric. The hoodies ship to customers in colorfully printed boxes with dust bags. The high-end packaging plays into the overall cost, but it also serves as marketing: an unboxing moment that teens can post online. When she launched the brand, Balaisis cultivated a community of young influencers who she gave free sweatshirts to. The sweatshirts have a beachy motif — the most popular one has the phrase "everything comes in waves." Although Balaisis lives in Canada, she is inspired by the coastal aesthetic and loves to visit Florida. Casey Lewis, a youth consumer trend analyst noted that Pink Palm Puff hoodies were a hot item when looking at teens' social posts about wishlists. Scarcity is also an element of Pink Palm Puff's business. A Facebook group dedicated to the brand is mostly full of moms and grandmothers of young girls who are dying for a sweatshirt. What's next for Pink Palm Puff? Lily Balaisis says she plans to add more hoodie colors and a swimsuit line and is considering opening stores. Running a business at 17 isn't easy. Balaisis said she recently switched to online school to accommodate her travel schedule and that she plans on going to college. "I would say the most challenging aspect would be managing my time," Balaisis said. The things that Balaisis loves most about running Pink Palm Puff are going on brand trips and engaging with a community of fans. In the near future, Pink Palm Puff is adding more hoodie colors and a swimsuit line.

Dayu Dara Permata, 36, is the co-founder and CEO of Indonesian property transaction platform Pinhome.
It's no secret that building a successful startup often involves risk, iteration and failure.
Dayu Dara Permata knows this well.
Over the course of about five years, she went from bootstrapping the business out of her own garage to raising over $75 million to date, according to a company representative and data from PitchBook.
"Entrepreneurship is really hard.
There's no instant success ... You just have to be ready to fail," Permata told CNBC Make It.
"If you are trying to avoid failure altogether, [then] you're just delaying it."
"Maybe you're not trying enough — that's why you've not seen failures, but what it does is it's really hindering growth," she added.
Humble beginnings Permata, who was born and raised in Indonesia, has always been an overachiever.
"I'm born from a very simple family ... we didn't come from money, so I had to really earn everything that I wanted," she said, adding that her parents were always strict and demanding with her.
"I was always expected to deliver, to be number one, to succeed academically," she said.
By the age of 23, she had already purchased an investment property, the first of several.
Upon graduating from university, she went on to pursue an almost decade-long corporate career, eventually landing a senior vice president role at Southeast Asian on-demand services platform Gojek, where she met Pinhome co-founder Ahmed Aljunied.
After working at Gojek for about four years, Permata said she felt ready to embark on her own entrepreneurial journey.
"I think at the end of my time at Gojek, [the company] was operating in 200 plus cities in all of Indonesia," she said.
"I had worked with my CTO, Ahmed ... [He] was always very entrepreneurial.
He had built businesses before, and he [said]: 'Why don't we start our own?'
So in early 2019, the two began ideating and building the business out of Permata's home garage.
Over the course of about nine months, Permata said she invested about $150,000 of her own savings into bootstrapping the company.
"My husband was my first employee.
We had our first five team members working out of our [garage].
It was really like nine months of bootstrapping," she said.
Informed by her own experiences as a property investor, Permata knew she wanted to address the many pain points in Indonesian real estate.
"All the pain of searching for a home, and connecting with agents ... [It's a] six to nine month process, all on WhatsApp, and you're dealing with complete strangers ... and I thought: 'Why is it so traditional and why hasn't technology transformed the sector?'
Permata and her co-founder felt that the real estate sector in Indonesia was ripe for transformation.
"We tested different business models ... In the first business model, we were exploring crowdfunding for real estate.
The second business model, we were exploring property management.
Then the third time, we were exploring ... co-ownership of real estate," she said.
"We went through that iteration almost every two or three months," she said.
After testing a few failed ideas, Permata and Aljunied landed on their fourth idea, which ultimately became what Pinhome is today — an end-to-end property transaction platform that offers brokerage, mortgage and home services.
Pinhome was launched in January 2020 and serves more than 3.5 million monthly active users across its website and mobile apps today, according to a company representative.
"Fail fast, learn fast.
That's how you get closer to success," Permata suggested.
"Try to fail every day, but learn from it ... I think that will help you with your stamina in the long run, because it isn't a sprint, it's a marathon."
"If you are not managing your energy well, then you might quit before you reach success," she added.

Kendall Jenner’s 818 Tequila on Monday announced a social media campaign and accompanying product launch meant to tap into Gen Z’s fixation on 'little treat culture,' or small indulgences, and bridge fashion with functionality.
The efforts are tied to the brand’s celebration of what it bills as 818 Day (Aug. 18).
'Free the Nip' — a cheeky nod to the 'free the nipple' movement — reimagines the classic shooter as not only a minibar staple, but a fashion must-have, a direction inspired by the younger cohort’s allegiance to expressive purchases like Labubu dolls and lip gloss keychains.
The campaign serves to introduce the brand’s new 818 Minis, which are 50ml bottles of 818 Tequila’s Reposado and Blanco products, and will include influencer activations and content featuring the product in on-the-go scenarios and unexpected places.
818 Minis will roll out nationwide in September.
Additionally, the brand created limited-edition collectible bundles featuring 818 Mini Bag Charms that hold the 818 Minis that will be available on Gopuff starting Sept. 8 at 12 p.m. ET.
The minis launch strategy sees the marketer operating in a way typically reserved for brands in categories like beauty, explained Kathleen Braine, CMO at 818 parent Calabasas Beverage Company.
'As a spirits brand, you’re not always able to participate in some of the fun trends on social that beauty brands get to do, and this is a fun way of us kind of tongue-in-cheek putting the mini in a space that could normally be filled by a lip gloss or a hair clip,' Braine said.
The latest move from 818 Tequila continues the brand’s focus on tapping into culture, which it has done through other recent efforts including its first national sports partnership with NASCAR driver Toni Breidinger.
Those efforts have helped the brand defy industry odds — though the tequila category as a whole only grew 2% in volume last year, 818 saw 40% year-over-year volume growth, per data shared by the brand.
Braine has served as 818 Tequila’s CMO for two years, but has been with the company for over four years.
Marketing Dive recently spoke with the executive to learn more about the brand’s approach to marketing around culture and her thoughts on the increasingly crowded social media landscape.
Marketing Dive: What insights informed your decision to tap into the 'little treat' trend, and how does it align with 818’s brand ethos?
KATHLEEN BRAINE: We’ve always been about shared moments between friends and family and magical moments — that’s a big pillar of our brand — and I think this extension into a different size made us think, not only are we about these magical moments, but we’re more than just a traditional spirits brand, we’re actually more like a lifestyle brand in that we speak about things in a lifestyle manner.
We’re thinking this is such a cool opportunity to feature our minis in not the traditional way that minis are featured — they’re sort of confined to an airplane drink cart or hotel minibar — and in this campaign, we’re letting them free.
That aligns nicely to the little treat culture right now, where you see a lot of people looking for the little joys in life.
The minis can be another way of expressing that little joy.
'Free the Nip' reimagines the classic 'nip' or shooter as not only a minibar item, but a must-have fashion accessory.
Why was it important to mix fashion with functionality?
We’ve always been a brand that has really cared about our brand identity visually, and our aesthetic, and that’s something that Kendall, our founder, has had as a North Star for us from the very beginning.
When we’re saying fashion, we’re actually just saying aesthetic and lifestyle and branding, we’re not a clothing item, but lip gloss isn’t a clothing item either, but these beauty brands are curating an aesthetic that appeals to their consumer and builds brand equity around their brand, that their brand lives in this aesthetic space.
It’s the occasions that [our product] can be used in, and the occasions through which we can express our aesthetic are sort of around cocktails and at-home drinking, things like that.
But the minis have opened us up to another avenue, there’s a Get Ready With Me moment, there’s bringing it with you to the party, but it’s clipped to your bag.
818 Tequila also recently announced its first national sports partnership with NASCAR driver Toni Breidinger.
What are your top considerations when deciding whether or not to market around various cultural touchpoints?
We are always looking first at what our consumer is interested in, and what the insight is that ties the moment together.
I think the minis are interesting because we were already planning on launching these — if you know anything about the supply chain and product innovation life cycles and alcohol, they’re very long.
It’s not like we were able to say, 'Labubu is trending, we’re gonna launch these minis' and do it in three months.
The insight was already there [that] people want a more convenient and accessible form of their favorite spirit, specifically in the consumer group that we’re working with, which is a lot of Gen Z and millennial consumers who are looking to do things like celebrate a bachelorette party, have a girls night in where they do an aesthetic cheese plate.
The mini already had a space in that, and then it just so happened that we’re seeing this cultural trend of little treat culture, bag charms, and we were like, this makes total sense, there’s a way to plus this up even more with this limited-edition bag charm.
We've seen major marketers like Unilever adopting social-first, influencer-heavy strategies this year.
Does that change the equation for 818 at all?
We’ve always been a social-first brand, so it really hasn’t shifted anything for us.
I think it’s the bigger ships in the marketing space, the bigger consumer brands, that this is a shift for them.
Toni, our NASCAR driver, is one of the first actual sponsorships we’ve ever done — we really don’t do sponsorships.
Our marketing is very driven by social, digital, influencer, content creator and our founder.
It’s not really a step change when that’s how we’ve operated from the beginning.
It’s just gotten more popular for brands to do it because they see how effective it is.
What spaces or trends is the brand looking to step into next?
We speak both to a Gen Z consumer and a millennial consumer, [the latter] who’s really interested in things like mixology and at-home hosting and entertaining, so a lot of our new stuff coming up will either be focused more on that Gen Z going out occasion, and then also that millennial consumer, who is also a core consumer of 818, who is looking to host at home and make fun cocktails.

When you think of Parisian menswear, it may evoke thoughts of high luxury houses, elevated suiting and the finest accessories, with a price tag to match. But away from the high luxury market — which continues to meet challenges as shoppers pull back spending — there’s a contemporary Paris menswear label quietly bucking industry trends. Enter Lafaurie, an artsy direct-to-consumer (DTC) menswear business run by brothers Théo (31) and Pablo (24) Lafaurie, which opened its 14th store in France last week, on rue Vieille du Temple in the Marais. The store, which is the first time the duo have curated a gallery-style space, marks a new chapter for the label, as it continues to scale at home and abroad. With contemporary pricing (from €100 for a cotton shirt to €650 for a lamb leather jacket), Lafaurie is finding its niche as a premium, more accessible menswear player. And it appears to be one of the winners as menswear consumers move away from luxury spending and seek high-quality, more reasonably priced clothes, alongside contemporary European labels like Ami Paris, Our Legacy or Mfpen. Between the Zaras and H&Ms on Paris high streets like the Champs-Élysées and the high luxury boutiques on rue Saint Honoré or Avenue Montaigne, there were very few contemporary or independent boutiques serving the premium customer, says Pablo. "When we took over [from their father Pierre after he died in 2018], the market in Paris was completely bipolar between luxury and fast fashion. We wanted to be somewhere in the middle, in what we call ‘smart luxury.’" Founded by Pierre in 1991, Lafaurie was originally a series of small, curated multi-brand stores in Paris, featuring a small collection of Lafaurie pieces alongside other Parisian brands. "When we took it on, it was not really a brand. It was more commercial," says Théo, speaking on Zoom from the brand’s HQ in the affluent, artistic Saint Germain neighbourhood. "But when our father passed away, we decided to convert it into its own thing." This meant focusing on its own brand, developing a new creative language rooted in the art community, with elevated photography, artist collaborations and gallery-style stores; launching e-commerce to take aim at an international consumer and investing in technology on the back end to accelerate expansion. Pablo and Théo Lafaurie lean on the loyal European and North African supplier network established by their father to produce high-quality garments at lower cost. When it came to infrastructure, Lafaurie had a strong foundation. In its 30 years in business, their father had opened seven stores across Paris. And to produce clothing, Pierre had established a loyal network of artisans, including an Italian knitwear supplier, a Portuguese jersey supplier, and other factories across Estonia, Romania and Morocco. "It was like a shortcut, having this [infrastructure]," says Théo. "From there, we could build the brand that we really wanted." The key is the positioning. "Working directly with suppliers, we could have a really good price, style, quality ratio," Pablo adds. While the range is broad, the majority of garments, including the brand’s hero item, the cotton painter’s jacket, come in at under €300. Their father had built a solid supply chain, and sales grew from 2010 to 2014. However, in 2018, Théo and Pablo inherited a brand meeting some serious headwinds, with fierce competition from online DTC brands and new-age contemporary menswear and streetwear labels. Under the brothers’ leadership, Lafaurie returned to growth from 2018 to 2020, with annual revenues nearing €4 million just before the onset of the pandemic in 2020. Like many, the business was impacted during Covid, but it has since rebounded, with 2024 revenues at around €8 million, up 20 per cent year-on-year. The business is projected to grow by a further 25 per cent in 2025. While luxury brands and groups continue to face losses and consumers broadly pull back spending, it’s an impressive trajectory. Théo and Pablo design all Lafaurie pieces in their grandmother’s old lampshade atelier in Saint Germain. These roots inform Lafaurie’s Rive Gauche, artsy style, focused on everyday clothing with a “creative twist” in terms of fabric or colour, Théo says. For example, this summer, they created their signature painter’s jacket, but with a different denim wash on each side and different, mismatched buttons. Other twists might include a subtle pattern applied on a classic shirt. "We develop our own patterns and prints that we draw in our studio. So it can be these small things that make the difference," Théo adds. This approach chimes with general trends across menswear, as consumers continue to move away from the logo-heavy, loud luxury of the pre-pandemic streetwear boom, and men’s consumers focus more on design, quality, fabrication and fit than ever before, with small design signatures to give a sense of “if you know, you know.” "We are really influenced by how artists are dressed. The idea is we do something called alternative suiting. It’s not formal suiting. It’s unstructured jackets with matching trousers: a uniform that you can wear at an evening event or in your atelier or studio. We love this duality," Théo says. Creative clients make up the bulk of Lafaurie’s consumer base, including editors, artists, gallerists, authors and filmmakers. Lafaurie stores feature 20 per cent carryovers and 80 per cent newness, to keep driving customers to come back and explore new colours, patterns or “creative twists” on their favourite styles. When it comes to menswear trends, the Lafaurie duo explain that their consumer base is increasingly seeking more casual designs and laid-back silhouettes. But they’re also experimenting with colour and patterns more than ever before. "That’s why in our shops, we have 20 per cent timeless pieces and 80 per cent newness every year," says Théo. "Consumers keep coming back to us for the same silhouette in different colours." After investing in international expansion via digital, e-commerce now represents 25 per cent of the business. And over half of this revenue comes from the US, representing a huge growth opportunity, but also a major risk for the brand, considering the potential US import tariffs proposed by President Trump. Lafaurie’s US revenues grew 50 per cent in 2024. So, like many European labels with strong American user bases, they’re holding their breath for the tariffs decision deadline on 5 May. But they’re still confident in the growth potential of the US business. "Nothing is done for yet. [We’re waiting] the 90 days [until a decision is reached]. But we are confident. We really have a dedicated and loyal US customer base," says Pablo. "Obviously, if we need to adapt the logistics structure, if we need to adapt from an operational perspective, we’ll do what we need to do. But we will continue to invest in the US market, because the US market is growing so well for us. We’ll make the choice when the final decisions are made by the US administration." That said, they’re also eyeing new markets, in the context of the socio-political climate, to try and find new avenues for growth should US tariffs end up being high and affecting profits. "We’re starting to look at Asia, to balance our international business a little," Théo explains. The plan is to hold a New York pop-up next year, to test out physical retail in the US, but Lafaurie will also solidify an undisclosed retail partnership in Asia-Pacific department stores. "We’ll open more shops and be present in more department stores," says Théo. "But without going everywhere all at once," Théo adds. Lafaurie’s 14-strong store network includes six stores in Paris and seven in French cities including Toulouse, Bordeaux, Montpellier and Lille. But the brand plans to scale its bricks-and-mortar retail footprint further in the coming years, the brothers explain. The new store in the Marais is the first time they feel the store design is “totally aligned with where they want to take the brand.” Designed with their friend, architect Corto Boutan of Corto Architects, the Vieille du Temple outpost is a nod to the brand’s 90s roots with minimalist design. The store will sell vintage art books on Picasso, Calder, Kandinsky, or issues of the vintage magazine Egoïste. And on the walls, every six months, the brothers will feature an artist that they love. For the opening, it’s a painting from French artists Jacques Soisson, which people can buy. "There are also objects that represent our history, with small pictures of our family; business cards from our grandmother’s [lampshade] business," says Théo. "We wanted to have kind of like an art gallery, and at the same time to develop all our products and our collections. So this is really like the first shop, let’s say that is at the same time classic, timeless, but at the same time creative and arty, which reflects our design philosophy. We want to implement that in all our shops." Elsewhere, the brand has acquired a new space in Paris for brand events, exhibitions and photo shoots, to help forge stronger connections to the Paris art scene, Théo adds. "It’s a hybrid space, an ecosystem for the creative industries, which allows us to speak through Lafaurie and connect with people." Under the surface of their curated, artsy stores and contemporary designs, the duo are also investing heavily in technology to bolster the business and streamline processes for their 50-strong team. "When everything is unpredictable, we need to rely on the best tech," says Pablo. This means building a brand operating system powered by proprietary AI, to automate everything that is possible, from administrative tasks like filling in Google Sheets for suppliers. To continue their growth trajectory, it’s about balancing the creative and the commercial, Pablo adds. "Lafaurie is a creative brand, but also a brand with a smart, industrial approach, and this is what we try to implement. There aren’t many brands in France doing that.

Have you ever wondered how a mattress company could capture your attention in a world filled with endless options? Casper has done just that, and it all starts with their innovative marketing strategy. By blending storytelling with valuable information, they’ve transformed the way we think about sleep and mattresses.

At the heart of Casper’s approach is the understanding that sleep is a universal concern. They don’t just sell mattresses; they sell the promise of better sleep. This is evident in their blog, which is filled with articles that address common sleep issues, tips for creating a restful environment, and even the science behind sleep cycles. For instance, a blog post titled “The Science of Sleep: Why You Need It” dives into the physiological benefits of a good night’s rest, backed by studies from sleep experts.

This not only positions Casper as a thought leader but also builds trust with potential customers. Moreover, Casper has harnessed the power of social media to engage with their audience. They share user-generated content, showcasing real customers enjoying their products. This strategy not only humanizes the brand but also creates a community around shared experiences.

According to a study by Sprout Social, 79% of consumers say user-generated content highly impacts their purchasing decisions. By encouraging customers to share their sleep stories, Casper effectively turns satisfied customers into brand advocates. Casper's ability to tap into the emotional aspects of sleep undoubtedly played a significant role in their rapid growth. As Casper continued to grow, they didn’t just stop at mattresses. They expanded their product line to include pillows, sheets, and even dog beds, all while maintaining their commitment to quality and customer satisfaction.

This diversification allowed them to capture a larger share of the sleep market, ultimately leading to a valuation of $1.1 billion. One of the key elements of Casper’s marketing strategy is their focus on customer experience. They offer a 100-night trial period, allowing customers to test their mattresses risk-free. This bold move not only demonstrates confidence in their product but also alleviates the common anxiety associated with purchasing a mattress. Additionally, Casper’s commitment to transparency and sustainability has resonated with today’s conscious consumers. They openly share information about their manufacturing processes and materials, appealing to those who prioritize ethical consumption. By aligning their values with those of their customers, Casper has built a loyal following that extends beyond just their products.

In conclusion, Casper’s marketing strategy is a masterclass in understanding consumer behavior, leveraging emotional connections, and creating a seamless shopping experience. Their journey from a startup to a billion-dollar valuation is not just about selling mattresses; it’s about redefining how we think about sleep and the importance of a good night’s rest.

If Dave Gilboa kept better track of his glasses, Warby Parker might not exist. In 2008, Gilboa lost a $700 pair of Prada eyeglasses on a backpacking trip just before starting an MBA program at the Wharton School of the University of Pennsylvania. There, he met classmates — Neil Blumenthal, Andy Hunt and Jeff Raider — who understood his frustration. Within months, the classmates were working on a solution that would eventually disrupt the nearly $150 billion global eyewear industry. They co-founded Warby Parker, a pioneering direct-to-consumer brand that has sold millions of pairs of glasses, both online and in 269 brick-and-mortar stores across the U.S. and Canada. Warby Parker brought in nearly $670 million in revenue last year. It currently boasts a market value of $1.79 billion, with Gilboa, 43, and Blumenthal, 44, serving as co-CEOs. For most direct-to-consumer brands, the last, elusive piece of the puzzle is profitability, often due to razor-thin margins. Warby Parker is on the precipice: It’s making more money from brick-and-mortar stores than online, with in-store eye exams providing additional revenue, so it plans to steadily open more locations. The simple strategy should push the company to a place of profitability and stability that has eluded so many of its compatriots, industry analysts say — probably as soon as next year. "The need for glasses and contacts continues to grow and grow and grow," Blumenthal tells CNBC Make It. "And we’re putting Warby Parker in a position to take advantage of that growth, to serve that very large growing need." Warby Parker launched in February 2010, when the four co-founders were still full-time students. They tapped into their savings — $30,000 from each, for a total of $120,000 — and Blumenthal used connections with eyewear manufacturers from his previous job at VisionSpring to create the company’s first inventory. "We did pour our life savings in to get the business off the ground," says Gilboa. Bootstrapping the business meant running it out of Blumenthal’s apartment instead of an office, and not taking any salaries. They hired a fashion publicist to raise awareness. Vogue and GQ wrote about its launch, with GQ referring to it as "the Netflix of eyewear." The articles published just as Warby Parker’s website went online, and the business was quickly overrun with orders. The fledgling company hit its first-year sales targets within three weeks. Customers kept asking to visit Warby Parker’s offices to try on glasses in-person. So, after graduating and establishing headquarters in New York, the co-founders converted some of their office space into a showroom. "Suddenly, we were on track to do $3 million of [annual] sales out of our office," says Blumenthal, calling it a "light bulb moment." Warby Parker opened its first brick-and-mortar store in Manhattan’s SoHo neighborhood in 2013. Last year, retail stores accounted for more than two-thirds of Warby Parker’s revenue, over $440 million. The co-CEOs hope to eventually operate more than 900 locations. "This year, we’ll open 40 stores, and we can plan to continue on that cadence for years to come," Blumenthal says. Warby Parker’s revenue has consistently grown each year, yet the 14-year-old company remains unprofitable. Blumenthal and Gilboa point to an adjusted EBITDA figure — in Warby Parker’s case, "adjusted EBITDA" means excluding a series of non-recurring costs, charitable donations and tax-related expenses from the company’s bottom line — of $52.4 million last year as proof of financial viability. That’s actually a fair assessment, says Anthony Chukumba, managing director and analyst at Loop Capital, an investment bank and advisory firm. "The company has no debt whatsoever, and generates free cash flow so they can fund continued growth," he says, adding: "Warby Parker will be solidly profitable, from a net income perspective, by next year." Blumenthal and Gilboa tout plans to make Warby Parker a "holistic vision-care company" by turning stores into a "one-stop shop" for customers’ eye care needs, says Blumenthal. On a recent earnings call, Blumenthal noted that adding eye exams to retail stores helped increase Warby Parker’s average revenue per customer by more than 9% last year. Today, Warby Parker operates 269 stores and plans to open hundreds more. Active customers are up, too: The company had more than 2.3 million of them in 2023, a rise of 30% since 2019, according to a Make It analysis of SEC filings. But in comparison to the industry’s giants, Warby Parker remains small. EssilorLuxottica, the Italian-French eyewear company behind Ray-Bans and Oakley, brought in more than $28 billion in sales last year. Blumenthal insists there’s plenty of space for growth within that massive global eyewear market, which is why he doesn’t hesitate to name the company’s next ambitious goal. "We want Warby Parker to be one of the most beloved brands in the world," he says.

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Home services startup Pronto has raised $11 million in funding co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. This funding round values the company at $45 million. The fresh capital will be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto charges customers based on tasks completed. Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for tasks such as cleaning, laundry, utensil washing, and basic meal preparation. The company operates on a shift-based model, enabling 10-minute fulfillment while offering workers guaranteed shifts and higher earnings. Over the next 12-18 months, it plans to expand into Mumbai, Bengaluru, and other metros, setting up micro-hubs in residential clusters to ensure rapid service. Sardana mentioned the rapid expansion comes with increased costs and highlighted the need for consistent demand generation to sustain the business model. The quick home services space is becoming competitive, with recent funding rounds for other startups in the sector, like Snabbit.

Taylor Swift and Travis Kelce’s engagement inspires restaurant promotions Taylor Swift and Travis Kelce’s engagement inspires restaurant promotions Taylor Swift and Travis Kelce’s engagement inspires restaurant promotions Heart-shaped pizzas and onion ring specials dominate the conversation Ron Ruggless , Senior Editor , Nation’s Restaurant News / Restaurant Hospitality August 27, 2025 2 Min Read Portillo's offered onion rings with a purchase. Portillo's Restaurant brands were quick to jump on the Travis Kelce-Taylor Swift engagement announcement Tuesday with promotional tie-ins ranging from pizzas to onion rings. While the Instagram announcement by the pop singer and the Kansas City Chiefs football player was largely anticipated after two years of dating, the event sent promotions departments into overdrive. Loading ... A spokesperson for Meta, which owns Instagram, said the social platform briefly crashed for some users, adding: “Turns out Instagram needed to process this news, just like everyone else.” Restaurants revved up their promotions after the reveal. Krispy Kreme offered free donuts Tuesday from 5 p.m. to 7 p.m. “for the class,” a reference to Swift’s and Kelce’s mention that the English teacher and the gym teacher were getting wed. California Pizza Kitchen said it was “in its celebration era” and offered customers 13 days of heart-shaped pizzas, a reference to Swift’s favorite number. Starting Friday, Aug. 29 for 13 days, CPK customers can order the “It’s a Love Story Pizza,” featuring a heart-shaped thin crust pizza in any flavor, available for dine-in and takeout. Carl’s Jr., the burger chain, offered $1 onion rings with any $5 or more order in honor of the Swift’s diamond engagement ring. Related: Social media creators fuel beverage boom as coffee, dirty soda drive engagement Portillo’s, the Chicago-based company, offered its Perks members a free small onion ring with a $1.13 or more purchase. “At Portillo's, we know you belong with us, and this golden opportunity is our love story with you,” the company said. “Don’t let this enchanted offer slip away – it’s available for seven days, and we’re feeling 22 kinds of excited.” Papa Johns celebrated the occasion by offering $13 of free Papa pizza dough (enough to cash in for a free pizza) on Wednesday to existing Papa Rewards members named Taylor or Travis. Other brands chose to make social media posts, like Starbucks and Pizza Hut. Panera Bread posted a photo of a loaf of bread with the text, "SHE SAID YEAST!" Auntie Anne's proclaimed "I’d marry you with pretzel rings" on Instagram. Buffalo Wild Wings said simply: “We will cater the wedding.” View post on X Contact Ron Ruggless at [email protected] Follow him on X/Twitter: @RonRuggless Read more about: Carl’s Jr. Papa Johns About the Author Ron Ruggless Senior Editor, Nation’s Restaurant News / Restaurant Hospitality Ron Ruggless serves as a senior editor for Informa Connect’s Nation’s Restaurant News (NRN.com) and Restaurant Hospitality (Restaurant-Hospitality.com) online and print platforms. He joined NRN in 1992 after working 10 years in various roles at the Dallas Times Herald newspaper, including restaurant critic, assistant business editor, food editor and lifestyle editor. He also edited several printings of the Zagat Dining Guide for Dallas-Fort Worth, and his articles and photographs have appeared in Food & Wine, Food Network and Self magazines. Ron Ruggless’ areas of expertise include foodservice mergers, acquisitions, operations, supply chain, research and development and marketing. Ron Ruggless is a frequent moderator and panelist at industry events ranging from the Multi-Unit Foodservice Operators (MUFSO) conference to RestaurantSpaces, the Council of Hospitality and Restaurant Trainers, the National Restaurant Association’s Marketing Executives Group, local restaurant associations and the Horeca Professional Expo in Madrid, Spain. Ron Ruggless’ experience: Regional and Senior Editor, Informa Connect’s Nation’s Restaurant News and Restaurant Hospitality (1992 to present) Features Editor – Dallas Times Herald (1989-1991) Restaurant Critic and Food Editor – Dallas Times Herald (1987-1988) Editing Roles – Dallas Times Herald (1982-1987) Editing Roles – Charlotte (N.C.) Observer (1980-1982) Editing Roles – Omaha (Neb.) World-Herald (1978-1980) Email: [email protected] Social media: Twitter : @RonRuggless LinkedIn: www.linkedin.com/in/ronruggless Instagram: @RonRuggless TikTok: @RonRuggless See more from Ron Ruggless Subscribe Nation's Restaurant News Newsletters Get the latest breaking news in the industry, analysis, research, recipes, consumer trends, the latest products and more. Sign Up Now You May Also Like Insights Content Spotlight New FS/TEC Technology Guide helps restaurants navigate complex tech landscape The FS/TEC Restaurant Technology Guide is a free digital resource for operators Read More Featured Fast Casual CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth Oct 30, 2025 Recent News Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Casual Dining Content Spotlight Get to know Rick Cardenas, the Darden CEO who started there as a busser The executive shares his advice, along with his most-binged TV show, favorite sports team, and most-used app Watch Now

How the ‘Performative Male’ Shapes Dating, Brands and Behavior Lifestyle Style & Beauty How The ‘Performative Male’ Is Affecting Brands, Behavior And Dating By Brett F. Braley-Palko , Contributor. Forbes contributors publish independent expert analyses and insights. Brett F. Braley-Palko is a novelist and journalist covering menswear. Follow Author Aug 25, 2025, 12:00pm EDT Aug 25, 2025, 02:41pm EDT Share Save Comment Jacob Elordi is seen during the Milan Fashion Week, Womenswear Spring/Summer 2025 on September 21, 2024 in Milan, Italy. Getty Images In biology, sexual dimorphism describes the physical differences between the sexes of a species, often developed to attract a mate. From the peacock’s vibrant feathers to the lion’s mane, the animal kingdom is full of visual displays meant to signal reproductive fitness. And humans? We’re not so different. Our own reliance on cultural markers—and the fast pace of social media—arguably accelerates the evolution of sexual dimorphism. Today, cultural anthropologists, TikTok influencers, and menswear writers alike have turned their attention to one subspecies of the modern male: the Performative Male. The Performative Male: An Introduction You may have met a few of these in the wild and never realized there was an entire new class of men evolving right under our noses. Those tote bag-wearing, iced matcha-drinking, Sylvia Plath-reading gentlemen who have found a way to balance their heteronormativity with a more nuanced sensitivity. Detractors of the Performative Male see his existence as a construction, where the reality of his interests lie more in the women he is trying to attract versus the book he’s carrying to the coffee shop. In this sense, many on social media have begun to call out the inherent disingenuity of his existence. While performing an idea of masculinity is nothing new (this idea was first coined by Judith Butler in her 1990 book Gender Trouble ), it’s the way in which the Performative Male goes about it. It’s the obviousness which seems to be the issue. While there is nothing inherently cringe-worthy about enjoying Didion’s Slouching Towards Bethlehem or genuinely liking Clairo’s album, its pretense becomes more marked through the fun-house mirror of Instagram and TikTok. Harry Styles is seen leaving a gym on April 12, 2023 in Los Angeles. GC Images MORE FOR YOU The Performative Male Starter Pack The Performative Male didn’t just spring up overnight. It’s slowly crept into the mainstream by a confluence of three factors: the more open conversation surrounding gender and sexuality within mainstream media, a more robust understanding of the female gaze and, as GQ points out , as a reaction to the almost miltaristic alpha-male persona of the “3am morning routine guy.” Among these three cultural dialogues, certain traits have surfaced to the top, making it easier for the Performative Male to use cultural markers as shorthand to women of their sensitivity, intelligence and an attempt to tell a potential mate, “I’m not a threat! Look, I read Sally Rooney!” A few signs of a Performative Male include: A Labubu hanging from their New Yorker tote An iced matcha always in-hand Bringing a sourdough starter to hot yoga (as recounted by this TikTok account ) Casually throwing in a few lines of Zadie Smith or bell hooks An emphasis on vinyl over Spotify (but, if necessary, listening to a playlist through wired headphones) A beanie, some rings, and baggy trousers to complete the look A man carries a Pop Mart shopping bag on Nanjing East Street in Shanghai, China, on May 30, 2025. NurPhoto via Getty Images The Criticism Becomes A Slippery Slope Of course, it’s a slippery slope. Many of the so-called hallmarks of the Performative Male—whether it’s quoting Sally Rooney, carrying a Labubu keychain, or genuinely enjoying a new retinol—are, on their own, perfectly valid interests. To dismiss them outright risks backsliding into a stricter, more limited understanding of masculinity. The complication comes not from the interests themselves but from the way they are presented. When a hobby or aesthetic choice is framed less as genuine enthusiasm and more as a curated signal—a shorthand to prove sensitivity, emotional intelligence, or romantic viability—it veers into performance. The tote bag with The Bell Jar sticking out, the Instagram story of oat-milk matcha alongside a therapy meme or the strategically framed shelf of Zadie Smith and bell hooks: all of these might be sincere, but once they’re deployed as spectacle, sincerity easily gets lost in translation. That’s the tension at the heart of the Performative Male discourse. It isn’t about men enjoying “feminine” signifiers or aesthetic choices—that’s progress. It’s about what happens when those choices are worn as badges, selected and displayed to broadcast a message, saying something along the lines of, “Look how dateable I am. See this copy of Normal People ? Does it make you want to sleep with me?” The irony, of course, is that in trying so hard to prove one’s authenticity, the performance itself can end up doing the opposite. The Ripple Effects Of Performative Masculinity And yet, performance has a purpose. Just as the peacock’s tail is an elaborate signal to potential mates, performative masculinity is often deployed as a form of social survival. By leaning into curated signifiers, men can soften the edges of traditional masculinity, making themselves more approachable to women and more appealing to peers. But the ripple effects are complicated. For women, the rise of the Performative Male can feel like progress on the surface— finally , women may think, men who know their way around a novel and a skincare aisle . But it can also come across as exhausting, another form of labor to sift through, trying to discern which men are genuine and which are simply wearing a costume. For brands, the trend has become an opportunity to market products that speak to the Performative Male; which, in turn, only saturates the dating pool with more artifice that is a turn-off for women. Actor Jake Gyllenhaal walks in midtown on December 10, 2003 in New York City. Getty Images There are also consequences for mental health. For men, curating a self around aesthetic markers can breed anxiety: the endless upkeep of authenticity, the fear of being “found out.” For women, it can spark cynicism and mistrust, undermining what could otherwise be sincere connections. And for masculinity at large, the Performative Male signals a shift: away from brute strength and stoicism toward a new economy of sensitivity and cultural capital, but one still mediated by performance rather than any true sense of vulnerability. If nothing else, the Performative Male forces us to confront an uncomfortable truth. Masculinity, like femininity, has always been a kind of performance. Social media didn’t invent that fact, but it has made the staging more visible, more shareable, and far easier to critique. The question one should be asking isn’t whether men will perform, but whether performance can ever make room for sincerity. Editorial Standards Reprints & Permissions LOADING VIDEO PLAYER... FORBES’ FEATURED Video

How the ‘Performative Male’ Shapes Dating, Brands and Behavior Lifestyle Style & Beauty How The ‘Performative Male’ Is Affecting Brands, Behavior And Dating By Brett F. Braley-Palko , Contributor. Forbes contributors publish independent expert analyses and insights. Brett F. Braley-Palko is a novelist and journalist covering menswear. Follow Author Aug 25, 2025, 12:00pm EDT Aug 25, 2025, 02:41pm EDT Share Save Comment Jacob Elordi is seen during the Milan Fashion Week, Womenswear Spring/Summer 2025 on September 21, 2024 in Milan, Italy. Getty Images In biology, sexual dimorphism describes the physical differences between the sexes of a species, often developed to attract a mate. From the peacock’s vibrant feathers to the lion’s mane, the animal kingdom is full of visual displays meant to signal reproductive fitness. And humans? We’re not so different. Our own reliance on cultural markers—and the fast pace of social media—arguably accelerates the evolution of sexual dimorphism. Today, cultural anthropologists, TikTok influencers, and menswear writers alike have turned their attention to one subspecies of the modern male: the Performative Male. The Performative Male: An Introduction You may have met a few of these in the wild and never realized there was an entire new class of men evolving right under our noses. Those tote bag-wearing, iced matcha-drinking, Sylvia Plath-reading gentlemen who have found a way to balance their heteronormativity with a more nuanced sensitivity. Detractors of the Performative Male see his existence as a construction, where the reality of his interests lie more in the women he is trying to attract versus the book he’s carrying to the coffee shop. In this sense, many on social media have begun to call out the inherent disingenuity of his existence. While performing an idea of masculinity is nothing new (this idea was first coined by Judith Butler in her 1990 book Gender Trouble ), it’s the way in which the Performative Male goes about it. It’s the obviousness which seems to be the issue. While there is nothing inherently cringe-worthy about enjoying Didion’s Slouching Towards Bethlehem or genuinely liking Clairo’s album, its pretense becomes more marked through the fun-house mirror of Instagram and TikTok. Harry Styles is seen leaving a gym on April 12, 2023 in Los Angeles. GC Images MORE FOR YOU The Performative Male Starter Pack The Performative Male didn’t just spring up overnight. It’s slowly crept into the mainstream by a confluence of three factors: the more open conversation surrounding gender and sexuality within mainstream media, a more robust understanding of the female gaze and, as GQ points out , as a reaction to the almost miltaristic alpha-male persona of the “3am morning routine guy.” Among these three cultural dialogues, certain traits have surfaced to the top, making it easier for the Performative Male to use cultural markers as shorthand to women of their sensitivity, intelligence and an attempt to tell a potential mate, “I’m not a threat! Look, I read Sally Rooney!” A few signs of a Performative Male include: A Labubu hanging from their New Yorker tote An iced matcha always in-hand Bringing a sourdough starter to hot yoga (as recounted by this TikTok account ) Casually throwing in a few lines of Zadie Smith or bell hooks An emphasis on vinyl over Spotify (but, if necessary, listening to a playlist through wired headphones) A beanie, some rings, and baggy trousers to complete the look A man carries a Pop Mart shopping bag on Nanjing East Street in Shanghai, China, on May 30, 2025. NurPhoto via Getty Images The Criticism Becomes A Slippery Slope Of course, it’s a slippery slope. Many of the so-called hallmarks of the Performative Male—whether it’s quoting Sally Rooney, carrying a Labubu keychain, or genuinely enjoying a new retinol—are, on their own, perfectly valid interests. To dismiss them outright risks backsliding into a stricter, more limited understanding of masculinity. The complication comes not from the interests themselves but from the way they are presented. When a hobby or aesthetic choice is framed less as genuine enthusiasm and more as a curated signal—a shorthand to prove sensitivity, emotional intelligence, or romantic viability—it veers into performance. The tote bag with The Bell Jar sticking out, the Instagram story of oat-milk matcha alongside a therapy meme or the strategically framed shelf of Zadie Smith and bell hooks: all of these might be sincere, but once they’re deployed as spectacle, sincerity easily gets lost in translation. That’s the tension at the heart of the Performative Male discourse. It isn’t about men enjoying “feminine” signifiers or aesthetic choices—that’s progress. It’s about what happens when those choices are worn as badges, selected and displayed to broadcast a message, saying something along the lines of, “Look how dateable I am. See this copy of Normal People ? Does it make you want to sleep with me?” The irony, of course, is that in trying so hard to prove one’s authenticity, the performance itself can end up doing the opposite. The Ripple Effects Of Performative Masculinity And yet, performance has a purpose. Just as the peacock’s tail is an elaborate signal to potential mates, performative masculinity is often deployed as a form of social survival. By leaning into curated signifiers, men can soften the edges of traditional masculinity, making themselves more approachable to women and more appealing to peers. But the ripple effects are complicated. For women, the rise of the Performative Male can feel like progress on the surface— finally , women may think, men who know their way around a novel and a skincare aisle . But it can also come across as exhausting, another form of labor to sift through, trying to discern which men are genuine and which are simply wearing a costume. For brands, the trend has become an opportunity to market products that speak to the Performative Male; which, in turn, only saturates the dating pool with more artifice that is a turn-off for women. Actor Jake Gyllenhaal walks in midtown on December 10, 2003 in New York City. Getty Images There are also consequences for mental health. For men, curating a self around aesthetic markers can breed anxiety: the endless upkeep of authenticity, the fear of being “found out.” For women, it can spark cynicism and mistrust, undermining what could otherwise be sincere connections. And for masculinity at large, the Performative Male signals a shift: away from brute strength and stoicism toward a new economy of sensitivity and cultural capital, but one still mediated by performance rather than any true sense of vulnerability. If nothing else, the Performative Male forces us to confront an uncomfortable truth. Masculinity, like femininity, has always been a kind of performance. Social media didn’t invent that fact, but it has made the staging more visible, more shareable, and far easier to critique. The question one should be asking isn’t whether men will perform, but whether performance can ever make room for sincerity. Editorial Standards Reprints & Permissions LOADING VIDEO PLAYER... FORBES’ FEATURED Video

How one Instagram post brought Skindinavia a whole new audience Skip to main content Sponsored by By Jennimai Nguyen August 27, 2025 • 4 min read Sponsored by Partnerships that pay off. Say goodbye to your spreadsheets. impact.com helps you automate your affiliate, influencer, and referral programs with insights + tools. Turn connections into cash . Before July 27 of this year, the brand name Skindinavia was mostly known by makeup professionals. But after a business partnership breakup and an Instagram post from founder Allen Goldman, the 20-year-old beauty brand was suddenly introduced to makeup lovers everywhere. Skindinavia is the maker and patent holder of a setting-spray formula that was previously known as Urban Decay’s cult-favorite All Nighter Setting Spray. Goldman created the signature formula in 2007, promising to preserve makeup in heat and humidity using since-patented temperature-control technology. The setting spray was briefly sold under the Skindinavia brand at Ulta and online, but Goldman said he saw little success; two years later, Goldman teamed up with Urban Decay to rebrand and lean on the larger company’s marketing prowess. For years, it was a successful partnership: the All Nighter has consistently been one of Urban Decay’s best-selling products. Then, earlier this year, it was all over. Urban Decay and its parent company L’Oréal announced a reformulation of the All Nighter, which also marked the end of its relationship with Skindinavia. The reformulated All Nighter promises longer wear time and a new scent, and is being marketed online as an “upgraded” version, which Goldman took issue with. That’s when Goldman posted to Skindinavia’s Instagram, directing fans to acquire the original formulation through “trusted partners” and unofficially marking the brand’s foray into primarily selling the formula directly to consumers for the first time in nearly two decades. View this post on Instagram A post shared by Best Selling Makeup Finishing Sprays (@skindinavia) “They launched this new thing, and essentially, the marketing campaign is the old one sucked,” Goldman said. “Why on earth are you confusing the customer as to what you even have? This is a new product that’s not the product we had [together], calling it the same thing, very similar bottle…And oh, by the way, that’s a product I still make.” L’Oréal did not respond to Marketing Brew’s requests for comment. Wait, which? After Skindinavia’s partnership with Urban Decay, Goldman said the Skindinavia brand has largely targeted professional makeup artists, while Urban Decay catered to a more general audience. “My goal with my partner was not to compete with them, not only for ethical reasons, but for business reasons. This is a very saturated category, so to confuse the customer [about] where you can get it, what it is, who you are, who they are, seems crazy,” Goldman said. “And quite frankly, there was no point doing it.” Over the years, the All Nighter grew popular with beauty influencers and beauty fans, particularly popping up in early YouTube beauty creators’ videos. In 2019, Urban Decay partnered with then-emerging TikTok creators Charli D’Amelio and Addison Rae to promote the product to the audiences on the platform. Plus, the product was being sold in Ulta and Sephora, major beauty retailers that were not carrying Skindinavia products, he said. Goldman credits the product’s success to Urban Decay’s marketing, including its brand storytelling, its existing following, and the budget that can come with corporate ownership. By ceding broader brand recognition, though, he said he’s now feeling the ramifications. “To accelerate that distribution model, the partnership that we had did it, but it was at the price of building a great brand, and that’s what left me exposed,” Goldman said. Onwards and upwards The new All Nighter product and campaign are part of a larger marketing effort from Urban Decay called “Battle the Bland” that also includes a partnership with content creator Tara Yummy, who is serving as the new face of the reformulated product. But Goldman is focused on reaching customers still interested in the original formulation, which he is doing through outreach on Instagram and TikTok after his initial post brought in a large new audience; he told us his followers nearly doubled after his initial post. “As small as it sounds, we’re working—all of us—until pretty late, to thank people and…to try to respond to every message,” he said. Amid the pivot, Goldman has plans to create educational content about his brand and product, host Instagram Lives to answer any questions about his business. But he doesn’t want audiences to buy Skindinavia because they pity him, he told us—that’s not the lasting image he wants customers to associate with his brand moving forward. Instead, “we gotta get our information out there,” he told us. “We have to engage our customer, and then we have to move on and serve that customer.

How one Instagram post brought Skindinavia a whole new audience Skip to main content Sponsored by By Jennimai Nguyen August 27, 2025 • 4 min read Sponsored by Partnerships that pay off. Say goodbye to your spreadsheets. impact.com helps you automate your affiliate, influencer, and referral programs with insights + tools. Turn connections into cash . Before July 27 of this year, the brand name Skindinavia was mostly known by makeup professionals. But after a business partnership breakup and an Instagram post from founder Allen Goldman, the 20-year-old beauty brand was suddenly introduced to makeup lovers everywhere. Skindinavia is the maker and patent holder of a setting-spray formula that was previously known as Urban Decay’s cult-favorite All Nighter Setting Spray. Goldman created the signature formula in 2007, promising to preserve makeup in heat and humidity using since-patented temperature-control technology. The setting spray was briefly sold under the Skindinavia brand at Ulta and online, but Goldman said he saw little success; two years later, Goldman teamed up with Urban Decay to rebrand and lean on the larger company’s marketing prowess. For years, it was a successful partnership: the All Nighter has consistently been one of Urban Decay’s best-selling products. Then, earlier this year, it was all over. Urban Decay and its parent company L’Oréal announced a reformulation of the All Nighter, which also marked the end of its relationship with Skindinavia. The reformulated All Nighter promises longer wear time and a new scent, and is being marketed online as an “upgraded” version, which Goldman took issue with. That’s when Goldman posted to Skindinavia’s Instagram, directing fans to acquire the original formulation through “trusted partners” and unofficially marking the brand’s foray into primarily selling the formula directly to consumers for the first time in nearly two decades. View this post on Instagram A post shared by Best Selling Makeup Finishing Sprays (@skindinavia) “They launched this new thing, and essentially, the marketing campaign is the old one sucked,” Goldman said. “Why on earth are you confusing the customer as to what you even have? This is a new product that’s not the product we had [together], calling it the same thing, very similar bottle…And oh, by the way, that’s a product I still make.” L’Oréal did not respond to Marketing Brew’s requests for comment. Wait, which? After Skindinavia’s partnership with Urban Decay, Goldman said the Skindinavia brand has largely targeted professional makeup artists, while Urban Decay catered to a more general audience. “My goal with my partner was not to compete with them, not only for ethical reasons, but for business reasons. This is a very saturated category, so to confuse the customer [about] where you can get it, what it is, who you are, who they are, seems crazy,” Goldman said. “And quite frankly, there was no point doing it.” Over the years, the All Nighter grew popular with beauty influencers and beauty fans, particularly popping up in early YouTube beauty creators’ videos. In 2019, Urban Decay partnered with then-emerging TikTok creators Charli D’Amelio and Addison Rae to promote the product to the audiences on the platform. Plus, the product was being sold in Ulta and Sephora, major beauty retailers that were not carrying Skindinavia products, he said. Goldman credits the product’s success to Urban Decay’s marketing, including its brand storytelling, its existing following, and the budget that can come with corporate ownership. By ceding broader brand recognition, though, he said he’s now feeling the ramifications. “To accelerate that distribution model, the partnership that we had did it, but it was at the price of building a great brand, and that’s what left me exposed,” Goldman said. Onwards and upwards The new All Nighter product and campaign are part of a larger marketing effort from Urban Decay called “Battle the Bland” that also includes a partnership with content creator Tara Yummy, who is serving as the new face of the reformulated product. But Goldman is focused on reaching customers still interested in the original formulation, which he is doing through outreach on Instagram and TikTok after his initial post brought in a large new audience; he told us his followers nearly doubled after his initial post. “As small as it sounds, we’re working—all of us—until pretty late, to thank people and…to try to respond to every message,” he said. Amid the pivot, Goldman has plans to create educational content about his brand and product, host Instagram Lives to answer any questions about his business. But he doesn’t want audiences to buy Skindinavia because they pity him, he told us—that’s not the lasting image he wants customers to associate with his brand moving forward. Instead, “we gotta get our information out there,” he told us. “We have to engage our customer, and then we have to move on and serve that customer.

How one Instagram post brought Skindinavia a whole new audience Skip to main content Sponsored by By Jennimai Nguyen August 27, 2025 • 4 min read Sponsored by Partnerships that pay off. Say goodbye to your spreadsheets. impact.com helps you automate your affiliate, influencer, and referral programs with insights + tools. Turn connections into cash . Before July 27 of this year, the brand name Skindinavia was mostly known by makeup professionals. But after a business partnership breakup and an Instagram post from founder Allen Goldman, the 20-year-old beauty brand was suddenly introduced to makeup lovers everywhere. Skindinavia is the maker and patent holder of a setting-spray formula that was previously known as Urban Decay’s cult-favorite All Nighter Setting Spray. Goldman created the signature formula in 2007, promising to preserve makeup in heat and humidity using since-patented temperature-control technology. The setting spray was briefly sold under the Skindinavia brand at Ulta and online, but Goldman said he saw little success; two years later, Goldman teamed up with Urban Decay to rebrand and lean on the larger company’s marketing prowess. For years, it was a successful partnership: the All Nighter has consistently been one of Urban Decay’s best-selling products. Then, earlier this year, it was all over. Urban Decay and its parent company L’Oréal announced a reformulation of the All Nighter, which also marked the end of its relationship with Skindinavia. The reformulated All Nighter promises longer wear time and a new scent, and is being marketed online as an “upgraded” version, which Goldman took issue with. That’s when Goldman posted to Skindinavia’s Instagram, directing fans to acquire the original formulation through “trusted partners” and unofficially marking the brand’s foray into primarily selling the formula directly to consumers for the first time in nearly two decades. View this post on Instagram A post shared by Best Selling Makeup Finishing Sprays (@skindinavia) “They launched this new thing, and essentially, the marketing campaign is the old one sucked,” Goldman said. “Why on earth are you confusing the customer as to what you even have? This is a new product that’s not the product we had [together], calling it the same thing, very similar bottle…And oh, by the way, that’s a product I still make.” L’Oréal did not respond to Marketing Brew’s requests for comment. Wait, which? After Skindinavia’s partnership with Urban Decay, Goldman said the Skindinavia brand has largely targeted professional makeup artists, while Urban Decay catered to a more general audience. “My goal with my partner was not to compete with them, not only for ethical reasons, but for business reasons. This is a very saturated category, so to confuse the customer [about] where you can get it, what it is, who you are, who they are, seems crazy,” Goldman said. “And quite frankly, there was no point doing it.” Over the years, the All Nighter grew popular with beauty influencers and beauty fans, particularly popping up in early YouTube beauty creators’ videos. In 2019, Urban Decay partnered with then-emerging TikTok creators Charli D’Amelio and Addison Rae to promote the product to the audiences on the platform. Plus, the product was being sold in Ulta and Sephora, major beauty retailers that were not carrying Skindinavia products, he said. Goldman credits the product’s success to Urban Decay’s marketing, including its brand storytelling, its existing following, and the budget that can come with corporate ownership. By ceding broader brand recognition, though, he said he’s now feeling the ramifications. “To accelerate that distribution model, the partnership that we had did it, but it was at the price of building a great brand, and that’s what left me exposed,” Goldman said. Onwards and upwards The new All Nighter product and campaign are part of a larger marketing effort from Urban Decay called “Battle the Bland” that also includes a partnership with content creator Tara Yummy, who is serving as the new face of the reformulated product. But Goldman is focused on reaching customers still interested in the original formulation, which he is doing through outreach on Instagram and TikTok after his initial post brought in a large new audience; he told us his followers nearly doubled after his initial post. “As small as it sounds, we’re working—all of us—until pretty late, to thank people and…to try to respond to every message,” he said. Amid the pivot, Goldman has plans to create educational content about his brand and product, host Instagram Lives to answer any questions about his business. But he doesn’t want audiences to buy Skindinavia because they pity him, he told us—that’s not the lasting image he wants customers to associate with his brand moving forward. Instead, “we gotta get our information out there,” he told us. “We have to engage our customer, and then we have to move on and serve that customer.

How one Instagram post brought Skindinavia a whole new audience Skip to main content Sponsored by By Jennimai Nguyen August 27, 2025 • 4 min read Sponsored by Partnerships that pay off. Say goodbye to your spreadsheets. impact.com helps you automate your affiliate, influencer, and referral programs with insights + tools. Turn connections into cash . Before July 27 of this year, the brand name Skindinavia was mostly known by makeup professionals. But after a business partnership breakup and an Instagram post from founder Allen Goldman, the 20-year-old beauty brand was suddenly introduced to makeup lovers everywhere. Skindinavia is the maker and patent holder of a setting-spray formula that was previously known as Urban Decay’s cult-favorite All Nighter Setting Spray. Goldman created the signature formula in 2007, promising to preserve makeup in heat and humidity using since-patented temperature-control technology. The setting spray was briefly sold under the Skindinavia brand at Ulta and online, but Goldman said he saw little success; two years later, Goldman teamed up with Urban Decay to rebrand and lean on the larger company’s marketing prowess. For years, it was a successful partnership: the All Nighter has consistently been one of Urban Decay’s best-selling products. Then, earlier this year, it was all over. Urban Decay and its parent company L’Oréal announced a reformulation of the All Nighter, which also marked the end of its relationship with Skindinavia. The reformulated All Nighter promises longer wear time and a new scent, and is being marketed online as an “upgraded” version, which Goldman took issue with. That’s when Goldman posted to Skindinavia’s Instagram, directing fans to acquire the original formulation through “trusted partners” and unofficially marking the brand’s foray into primarily selling the formula directly to consumers for the first time in nearly two decades. View this post on Instagram A post shared by Best Selling Makeup Finishing Sprays (@skindinavia) “They launched this new thing, and essentially, the marketing campaign is the old one sucked,” Goldman said. “Why on earth are you confusing the customer as to what you even have? This is a new product that’s not the product we had [together], calling it the same thing, very similar bottle…And oh, by the way, that’s a product I still make.” L’Oréal did not respond to Marketing Brew’s requests for comment. Wait, which? After Skindinavia’s partnership with Urban Decay, Goldman said the Skindinavia brand has largely targeted professional makeup artists, while Urban Decay catered to a more general audience. “My goal with my partner was not to compete with them, not only for ethical reasons, but for business reasons. This is a very saturated category, so to confuse the customer [about] where you can get it, what it is, who you are, who they are, seems crazy,” Goldman said. “And quite frankly, there was no point doing it.” Over the years, the All Nighter grew popular with beauty influencers and beauty fans, particularly popping up in early YouTube beauty creators’ videos. In 2019, Urban Decay partnered with then-emerging TikTok creators Charli D’Amelio and Addison Rae to promote the product to the audiences on the platform. Plus, the product was being sold in Ulta and Sephora, major beauty retailers that were not carrying Skindinavia products, he said. Goldman credits the product’s success to Urban Decay’s marketing, including its brand storytelling, its existing following, and the budget that can come with corporate ownership. By ceding broader brand recognition, though, he said he’s now feeling the ramifications. “To accelerate that distribution model, the partnership that we had did it, but it was at the price of building a great brand, and that’s what left me exposed,” Goldman said. Onwards and upwards The new All Nighter product and campaign are part of a larger marketing effort from Urban Decay called “Battle the Bland” that also includes a partnership with content creator Tara Yummy, who is serving as the new face of the reformulated product. But Goldman is focused on reaching customers still interested in the original formulation, which he is doing through outreach on Instagram and TikTok after his initial post brought in a large new audience; he told us his followers nearly doubled after his initial post. “As small as it sounds, we’re working—all of us—until pretty late, to thank people and…to try to respond to every message,” he said. Amid the pivot, Goldman has plans to create educational content about his brand and product, host Instagram Lives to answer any questions about his business. But he doesn’t want audiences to buy Skindinavia because they pity him, he told us—that’s not the lasting image he wants customers to associate with his brand moving forward. Instead, “we gotta get our information out there,” he told us. “We have to engage our customer, and then we have to move on and serve that customer.

Thailand’s pet economy is booming, and businesses are catching up - Thailand NOW Business & Investment Thailand’s pet economy is booming, and businesses are catching up Economy Living in Thailand Home > Business & Investment > Thailand’s pet economy is booming, and businesses are catching up 24 Jul 2025 4 min read 810 views In 2025, being a pet owner in Thailand feels a lot like being a parent. A very chill, leash-carrying, toy-hoarding, subscription-box-subscribing parent. You can see it everywhere. Rooftop dog parks in condos. Cat cafes that offer oat milk for both you and your feline. Airlines announcing pet-on-board seats like it’s a feature, not a favor. It’s not just a lifestyle anymore. Now, it’s a market. And a big, growing one. Pet ownership in Thailand is rising Thailand’s pet care industry is now worth up to US$1.5 billion, growing at about 8-10% annually. That’s faster than many human categories. Inflation? Not a deal-breaker. Six in 10 urban pet owners say they prioritize their animals’ needs over their own. That’s love combined with real spending power. This shift is emotional. According to TGM Research, 53% of Thai pet owners say that they consider their pets as family members. Another chunk describes them as best friends. A few say “my baby.” And it’s not just happening in Bangkok. Across the country and around the world, the “pet humanization” wave is changing everything from real estate to retail. Both cats and dogs are thriving. Dogs still dominate among single-pet households (52%). But among multi-pet owners, cats are more common: 70% of them have cats, compared to 63% with dogs. It’s a sign of shifting preferences, especially in urban areas where cats’ lower-maintenance appeal fits smaller spaces. This may sound like trivia, but it matters. Smaller spaces, more condo dwellers, a preference for independent animals. The cat boom is a lifestyle shift. And brands are starting to notice. Pet food trends show rising demand for quality and longevity Short answer: better everything. 33% of owners say quality is the top factor in pet food. Not price. Not flavor. Not cute packaging. Longevity, health benefits, and ingredient transparency are increasingly top of mind. Premium brands like Royal Canin are catching up to staples like Pedigree and SmartHeart. Thai-made pet food (led by CP, Betagro, and Thai Union) is also going global. The country now ranks second in global pet food exports. Even treats have leveled up. The rise of “gourmet” dog bakeries, bone broth ice cream, and vegan jerky is no longer niche. Thai businesses are racing to meet demand for pet-friendly services Thailand may not be Tokyo or Toronto in terms of pet-friendliness, but it’s catching up. Developers now add pet washing stations, leash hooks, and play zones to new condo projects. Some hotels offer beds and welcome packs for dogs. Nok Air even launched a pet ticket for small dogs and cats on select routes. Meanwhile, cafes, restaurants, and parks are cautiously experimenting with pet-friendly zones. It’s not yet the norm — you still can’t bring your beagle to every brunch — but the pressure is on. Especially from urban millennials and Gen Z, who increasingly equate “cool place” with “pet-welcoming.” Even the workplace isn’t immune. Co-working spaces with dog days or pet passes? They’re here. What it means to be a pet owner in Thailand today For all the growth, there are limits. Outside Bangkok, finding a truly pet-welcome apartment is still tough. Public transport is largely off-limits. “Pet-friendly” hotels often come with weight limits, extra fees, or unclear rules. Even some condos are careful to label themselves as “pet-allowed” instead of “pet-friendly.” (There’s a difference, usually fewer facilities or spaces to accommodate pets. So tread carefully.) Public dog parks are still rare. And if your animal’s not a cat or dog, options shrink quickly. Birds, bunnies, and fish are present in households, but overlooked in services and stores. So yes, Thailand’s pet boom is real. But compared to many other developed cities where it feels like pets can literally accommodate you anywhere, it’s still behind, still uneven, and mostly urban. Still, being a pet owner in Thailand today means buying premium food, planning holidays around dog policies, and maybe joining a LINE group for your local dog park. It also means participating in a fast-growing cultural shift, one where animals are no longer secondary. They’re fast becoming central, and rightfully so. For businesses, the message is obvious: If your space, product, or service doesn’t consider pets, you’re missing a customer. Probably two.

1800 Lasagne administration: Meeting lifts lid on downfall Meeting lifts lid on cult restaurant 1800 Lasagne’s downfall We’re sorry, this feature is currently unavailable. We’re working to restore it. Please try again later. Dismiss The Age close Search Site Sections Network Advertisement By Cassandra Morgan August 22, 2025 — 7.44pm Save Log in , register or subscribe to save articles for later. Save articles for later Add articles to your saved list and come back to them any time. Got it Normal text size Larger text size Very large text size A tax debt, lack of cash flow and a loan contributed to the downfall of Melbourne restaurant 1800 Lasagne, which – despite its cult status – never turned a profit. Minutes of a creditors’ meeting, published this week, detail the much-loved Thornbury establishment’s shortfall of almost $3 million, while administrators expressed confidence they would find a buyer for the restaurant. 1800 Lasagne founder Joey Kellock. Credit: Ashley Ludkin The shortfall was attributed primarily to “current liabilities which include a large related-party loan and a large debt to the [Australian Taxation Office]“, however the details of the loan weren’t specified. A total of 133 creditors were claiming about $3.3 million from 1800 Lasagne, which began as a home delivery service during the height of the COVID-19 pandemic, before becoming a full-service restaurant and bar. Of that money, $277,700 was owed to employees, almost $186,600 to secured creditors and more than $2.8 million to unsecured creditors, according to the minutes of the August 11 meeting. Loading About $200,000 in superannuation payments was owed to employees. Appointed administrators Todd Gammel and Matthew Levesque-Hocking, of Sydney-based accountancy firm HLB Mann Judd, set a timeline to choose a preferred buyer for the business by Monday this week. Gammel – who acted as chairperson of the creditors’ meeting – told The Age on Friday night that while Monday was the timeline set for the sale, “obviously, we adapt as the process goes along”. Advertisement The creditors’ position would continue to “play out” through the administration process, Gammel said. “Were still hopeful of getting a sale away and parties are working very hard to do that,” he said. “The guys [at 1800 Lasagne] are still continuing to trade because they really believe in the business and want to keep it going.” On Instagram this week, 1800 Lasagne shared that it was hiring chefs. A post urged applicants to “come join us”. “We are looking for chefs that are driven, ambitious, excited and passionate about food and wine,” the post read. “Various roles and rosters available.” Gammel said creditors would receive more details in a report due on Tuesday. He said in the creditors’ meeting that 1800 Lasagne had not “traded profitably since its inception”. The meeting minutes read: “The chairperson advised that 1800 Lasagne Bar has failed for multiple reasons including ongoing cash flow constraints, a failure to meet all their liabilities including significant debt outstanding to related parties and the Australian Taxation Office ... and costs associated with failed expansion plans, including a lease on a premise that ultimately didn’t open, which could not be covered by trading income. “The chairperson further advised that whilst it appears that 1800 Lasagne Bar was profitable at an operational level, the heavy cost structure of the business meant that 1800 Lasagne Bar was unable to pay all liabilities that had been incurred.” 1800 Lasagne founder Joey Kellock opened the restaurant’s first venue in August 2020, on High Street in Thornbury. The restaurant earned a coveted chef’s hat in 2023, with Good Food critic Besha Rodell saying that “there is simply nothing about it not to love”. In the same year, celebrity chef Jamie Oliver dined at the Thornbury venue during his time in Melbourne filming for season 16 of MasterChef. Kellock, speaking to The Age on Friday night, reiterated his business’s position as outlined in an Instagram post on August 5, which announced 1800 Lasagne’s slide into voluntary administration. “Our loyal suppliers and our beloved staff are and will continue to be our highest priority through this process,” the post read. “1800 Lasagne has always been about people, passion and plates of love – and that hasn’t changed. “We’re grateful for the support of our incredible community and encourage everyone to keep showing love and support to local hospitality.” The Morning Edition newsletter is our guide to the day’s most important and interesting stories, analysis and insights. Sign up here . Save Log in , register or subscribe to save articles for later. License this article Food City life Victoria Insolvency Thornbury Italian Cassandra Morgan is a breaking news reporter at The Age. Connect via Twitter or email . Loading

The collapse of ’90s denim staple Jeanswest has been blamed on a “perfect storm” of factors wreaking havoc on the fashion sector. Frank Chung @franks_chung 3 min read March 27, 2025 - 10:11AM The collapse of ’90s denim staple Jeanswest has been blamed on a “perfect storm” of factors that has already led to thousands of job losses across Australia’s fashion sector. On Wednesday, the company behind the iconic fashion brand called in administrators to wind up the company’s 90 bricks-and-mortar stores, with 600 jobs set to go. It comes on the heels of Ally Fashion being ordered into liquidation last month, costing 250 jobs, and follows last year’s collapse of Mosaic brands, which led to more than 3000 job losses across stores including Katies, Millers, Rockmans and Rivers. QUT marketing expert Professor Gary Mortimer said the “nostalgic” factor could not save the brand. “I remember growing up in the ’80s and ’90s and shopping and Jeanswest (when it was called) Eagle Jeans. The issue with nostalgia of course is people who grew up in the ’80s and ’90s are now in their 50s and 60s and aren’t buying that product any longer, and the new generations are shopping elsewhere.” Prof Mortimer said Jeanswest, the latest in a string of high-profile fashion retailers to go under in recent years, had been hit by a “combination of factors” including a crowded market and the cost-of-living crisis. Jeanswest has collapsed into voluntary administration. Picture: Supplied “It’s the perfect storm,” he said. “Older, mid-tier fashion brands don’t really have a point of difference between them. I can buy men’s chinos in about five different retailers including the discount department stores. It’s an increasingly competitive market where you’ve got 10 to 20 of these same types of stores in every shopping centre.” Fast-fashion retailers like Uniqlo and Zara, which entered the market in the early 2000s, had already taken much of the younger demographic, and more recently cheap online retailers like Temu and Shein were “slowly, yet aggressively, capturing market share”. “I think if you asked an 18-year-old or 19-year-old today if Jeanswest is cool they would say no,” Prof Mortimer said. Prof Mortimer said the latest announcement “must be keeping shopping centre management awake at night”, with total vacant tenancies now at around 850. Similarly Myer should be worried, considering its exposure to Just Group brands Dotti, JayJays and Just Jeans. QUT Professor Gary Mortimer. Picture: Supplied He pointed to the closure of Roger David’s 57 stores in 2018. A month later, Ed Harry menswear announced all 87 outlets would close. “The sales Ed Harry expected to come during the busy Christmas trading period didn’t materialise, as shoppers took advantage of Roger David’s ‘slash and burn’ sale,” he noted. Prof Mortimer said the “human element” of nearly 4000 job losses since last year was often overlooked. “They don’t know how they are going to pay the rent, mortgage or bills,” he said. “A senior executive, maybe a buyer may be lucky to get a job with the likes of Wesfarmers or Woolworths Group buying again, but a store manager of a small fashion chain I think they’ll struggle. Where do they go?” Harbour Guidance Pty Ltd, which rescued Jeanswest after it previously entered administration in 2020, made the decision to put the company into voluntary administration on Wednesday, appointing Lindsay Bainbridge, Andrew Yeo and David Vasudevan of Pitcher Partners Melbourne. ‘The new generations are shopping elsewhere.’ Picture: Supplied The company said it was it was calling time on its bricks-and-mortar operations as trading conditions for Australian retailers become increasingly tough amid reduced discretionary spending and increased cost of living. Pitcher Partners said while the physical stores were set to close, the brand and online store may continue and all restructuring options remain open. Mr Bainbridge said the company had fought for five years to revive the 53-year-old brand but had concluded it was time to step back from physical stores to focus on online retail. “The owners have done everything they can to keep Jeanswest going, but market conditions mean sustaining bricks-and-mortar stores is not viable and unlikely to improve,” he said in a statement. “They deeply regret the impact of store closures on their team members and their customers, and we will be working now with teams across the country.” Mr Bainbridge acknowledged the impact of the decision on staff. “This is a hard day for hundreds of Jeanswest team members and we will be working directly with the team members to provide clarity and information about the next steps,” he said. Mr Bainbridge said he expected all store stock to go on immediate sale as the administrators began the process of restructuring the business. “We will be opening the doors of all stores and selling online to clear all stock to secure a return to creditors,” he said. A first meeting of creditors will be held virtually on April 4. frank.chung@news.com.au

Couple’s $50k punt now a $26m business | news.com.au — Australia’s leading news site for latest headlines Deals of the Week In the know quiz Finance Business Retail ‘Frustrating experience’ inspires Aussie mum’s $26 million business An Aussie woman’s “frustrating personal experience” while purchasing a basic item for her home inspired a $26 million big business success story. Charlotte Willis @lottiewillis 4 min read May 25, 2025 - 1:10AM When Alexandra Weller was shopping for a rug for her home, she quickly realised how difficult and uninspiring the process could be. Around the same time, her husband Aaron Weller – who was consulting for an SEO company – discovered there was a huge volume of online searches for rugs. This insight prompted the Aussie couple to dig deeper, asking their friends and family about their own experience trying to purchase a rug for their homes. “Without exception, everyone shared a similar story: the excitement of decorating a space would quickly turn into disappointment,” Alexandra told news.com.au. “Sizing was confusing, colours felt off once in their space, and the whole experience was overwhelming. It became clear that there was a gap in the market – and a real opportunity to re-imagine the way people shop for rugs.” The couple now lives in Hong Kong with their two children. Picture: Supplied Miss Amara co-founder Alexandra Weller. Picture: Supplied A $50,000 gamble So, the husband-and-wife duo from Sydney set out to fill that void in the market, throwing $50,000 of their life savings into a crazy new business idea and launching online rug retailer Miss Amara in 2014. Their main point of difference? The brand provides photos of their extensive range of rugs in-situ, meaning customers can snap a photo of their space and see what the products look like in their home before purchasing. In addition to this, the co-founders also decided to offer a first-of-its-kind return service, with Miss Amara footing the bill for a courier to pick up the rug and offer a full refund if the customer didn’t love their purchase. “In the early days, I would spend hours reaching out to strangers online, asking if they’d be willing to photograph our rugs in their stunning homes – not as a marketing tactic, but because I genuinely wanted to show people what was possible,” the co-founder said. “These days, we call this influencer marketing and UGC (User-Generated Content), but back then, it was just a deep desire to help customers visualise the home of their dreams. “That hope hasn’t changed; whether someone discovers us through an email, a social post, or a visit to our website, my wish is that they walk away feeling inspired to create a home that feels beautiful and uniquely theirs.” The brand also boasts as a popular playmat range. Picture: @missamaraloves As well as a pet-friendly range. Picture: @missamaraloves It all started with one product The item that first emerged as the brand’s hero product was their pet-friendly range, a stain-proof rug that pet owners and parents of young children absolutely loved due to its super easy cleaning process. “From the beginning, we’ve prided ourselves on being a customer-centric brand, and what we kept hearing was that many people, especially pet owners and young families, felt excluded from owning beautiful things,” she said. “They believed style had to be sacrificed for practicality, and that didn’t sit right with us. So, we set out to design rugs that were not only beautiful but could also withstand the realities of everyday life.” The rugs, which are available in a variety of shapes and sizes, range in price from $199 to $4,499, depending on materials – wool varieties being the most expensive rugs on their website. More than a decade later, the rug brand boasts a team of around 80 employees operating across five countries throughout Australia and Asia, including Hong Kong, where the couple are now based with their two young kids. The company turned over $26 million last financial year. Founder Alexandra was inspired by her own experience as a mum of young children. Picture: @missamaraloves The brand’s super soft playmats have emerged as a cult product. Picture: @missamaraloves “Talking about money still feels a little uncomfortable, because success in business can be so unpredictable,” Alexandra admitted. “I’ve watched brands I’ve admired for years close their doors, sometimes seemingly out of nowhere, so I never take where we are today for granted.” The co-founder revealed it took the couple five years before they even paid themselves a salary. “There were so many moments of uncertainty along the way, and honestly, if it weren’t for my husband, I’m not sure I would’ve had the courage to keep going. He’s a true entrepreneur – fearless and incredibly driven. Where I’m naturally risk-averse, he’s what I’d call ‘pro-risk’.” Alexandra recalled that in the their early 30s, Aaron convinced his wife to “go all in”, arguing they had “everything to gain, and nothing we couldn’t rebuild if it didn’t work out”. That leap of faith is what she credits the business’ success with. Miss Amara co-founders Alexandra and Aaron Weller with their two kids. Picture: Supplied A new cult item Speaking of kids, the Miss Amara co-founder says the brand’s new cult item is undeniably their range of rollie pollie playmats, which were “born directly” from her own experience as a mum of little ones. “I was searching for the perfect playmat and quickly realised it didn’t exist. I wanted something that not only felt soft and luxurious for little hands and feet, but also complemented and elevated my home. Something I didn’t feel the need to roll up or hide away when guests came over,” she said. “That personal need sparked the idea, and it’s been incredibly rewarding to create a product that speaks to both form and function for modern families.” While it’s easy to read the phrase “$26 million success story” and believe it was a seamless journey, Alexandra assures us that absolutely was not the case. The couple faced numerous setbacks in the early days, including naysayers weighing in on their business idea. “There were countless moments where people told me the things I was trying to do simply wouldn’t work. In the beginning, no one would take our calls or even consider working with us. And once they did, the objections didn’t stop,” the entrepreneur recalled. “Our courier company warned us that offering a free return and collection service would send us out of business. But I knew that fear and hesitation were the biggest blockers for customers buying rugs online, and I was adamant that removing those barriers was essential.” Alexandra also said they were warned it would be far too expensive to implement a virtual reality tool on their website, but “giving our customers the ability to visualise the rug in their space transformed our conversion rate and far outweighed the cost”. She added: “These are just a few of the objections we’ve had to push through and still face today. Building something from nothing isn’t easy, and there will always be people who doubt you. But if you back yourself, stay true to your vision, and keep listening to the customer, the belief you hold becomes your biggest strength.

“Push through” Moment 30yo made $400,000 in just 24 hours | news.com.au — Australia’s leading news site for latest headlines Deals of the Week In the know quiz Finance Work At Work Exclusive ‘Push through’: Moment 30yo made $400,000 in just 24 hours A young Aussie had just lost her job when took a risk that has paid off in an unthinkable way. Mary Madigan 4 min read January 23, 2025 - 6:43PM An Aussie mum turned her redundancy into an opportunity by building an incredibly successful business after uncovering a glaring gap in the market. Racquel Ferraro, 30, was having a hard time during the pandemic. She was pregnant, had been made redundant, and was living through really uncertain financial times. She had previously worked as a travel consultant but had “zero drive or motivation”. Before that, she had started a law degree but never finished it. Ms Ferraro said that she noticed the gap in the market while navigating the “uncertainties” of losing her job, along with everything that comes along with being a new mum. Racquel Ferraro started her own business after being made redundant. Picture: Supplied She saw a huge gap in the market and jumped on it. Picture: Supplied When she started hunting for baby clothes, she found it challenging to find sustainably made and high-quality items. The idea was pretty simple; she wanted to create a brand that “filled the void”, one where people could buy baby clothes that were timeless and high-quality enough to be passed on through families and friends or kept as keepsakes. Fast-forward to 2024, and her business Cinnamon Baby is thriving. The young mum recently posted a video in which you could see the raw emotion on her face as she watched the stock of her latest collection sell out in record time. “Wow,” she said at one point before explaining that the day’s target was $100,000, which was achieved in the first eight minutes. “One of our recent launches of a collection made $400,000 in 24 hours,” she said. Those moments are powerful because the business wasn’t an instant success. She started the business Cinnamon Baby from her home in Melbourne, and when she launched in 2020, there was “no interest” or traction, and the brand wasn’t going viral. It would have been easy to give up; she was a new mum and she had the very good excuse of focusing on that before returning to the workforce, but Ms Ferraro decided to stick with it. “I sat with myself for a week and I decided I had to push through and give it a shot,” she said. Ms Ferraro said that, while it may sound “stupid” or simplistic, the best advice she can give anyone is “don’t give up”. Perseverance is a huge key to success. When she started the business and it didn’t take off, she doubted herself, found it “not fun”, and thought she wasn’t “good at it”, but she just kept going. She’s learnt that the more you push through, the more you learn, the better you get, and eventually, that will lead to success. That doesn’t mean there won’t be hiccups along the way. She recently went online to share how she “wasted” $10,000 on her business. She paid $10,000 for a website refresh only to discover after she had paid the cash she had, instead, just paid for an audit of her website. The 30-year-old said she learnt a big lesson from this experience about making sure she’s holding people accountable. “Anytime I met someone who specialised or had expertise in an area, I’d always say, ‘I have no idea’ or ‘whatever you think’,” she said. “I would kind of just act dumb or not really listen and just trust their word.” Ms Ferraro said the $10,000 fail made her realise you need to be “really careful” with that mentality because people will take “advantage of you” and use your ignorance against you. “A lot of people don’t know what they’re doing, and you have to be careful trusting people with your money or business,” she said. She’s also made some mistakes along the way. Picture: TikTok/racquelferraro The 30-year-old focused on building a community. Picture: Supplied Ms Ferraro told news.com.au that the biggest lesson she’s learned so far is that she has to leave her ego at the door when it comes to her business. “Learning to overcome my ego and doing what will make my business the most money, even if that looks different to what I wanted to first achieve when I started,” she said. The business owner said she’s been guilty of making decisions because she thought they made the business look better. For instance, in the past, she wanted to have lots of staff or a massive warehouse without accepting that the business might not be ready to take on such fixed costs. The 30-year-old said that comes from “making business decisions based on what I thought business success looked like instead of doing what was actually best for my business”. “I’ve definitely had a lot of stress and anxiety through my business journey. I take everything very personally as if my business is a part of me so whenever something goes wrong I take that heavily,” she said. She built the business up from her house. Picture: Supplied It's become a massive success story. Picture: Supplied However, Ms Ferraro stuck with the business, and it slowly but surely built up. She credits so much to her “community” approach with customers. More Coverage $150k Sydney norm leaving 31yo ‘frustrated’ Mary Madigan Reason 31yo quit $110k job, then sold home Mary Madigan She wants every customer to have a great experience and to feel that they are not just buying from a brand but also part of a larger community. “We try and include our community as much as possible. We try and include our community in photo shoots. We’re going to start doing community events, basically, anything our community needs we are there for,” she said. “We pride ourselves on being customer-focused, always listening and responding to the needs and feedback of our supporters. It’s this connection with our community that has helped us grow and evolve.

Tips for Reaching Underserved Markets | CO- by US Chamber of Commerce Meet The 2025 CO—100: Get to know this year's top small businesses! Skip to main content Skip to footer CO– by US Chamber of Commerce Start Everything that you need to know to start your own business. From business ideas to researching the competition. Start Run Practical and real-world advice on how to run your business — from managing employees to keeping the books Run Grow Our best expert advice on how to grow your business — from attracting new customers to keeping existing customers happy and having the capital to do it. Grow Good Company Entrepreneurs and industry leaders share their best advice on how to take your company to the next level. Good Company Product Guides Let us help your business find the best tools and solutions to thrive and grow. Product Guides Sign In   Sign Up Start Everything that you need to know to start your own business. From business ideas to researching the competition. Business Ideas Strategy Startup Run Practical and real-world advice on how to run your business — from managing employees to keeping the books Finance Human Resources Technology Business Financing Grow Our best expert advice on how to grow your business — from attracting new customers to keeping existing customers happy and having the capital to do it. Customers Marketing Sales Thrive Good Company Entrepreneurs and industry leaders share their best advice on how to take your company to the next level. Growth Studio Ask the Board The Leap Launch Pad Product Guides Let us help your business find the best tools and solutions to thrive and grow. Subscribe to our Newsletter Attend an Event About Us CO— BrandStudio Looking for your local chamber? Chamber Finder Interested in partnering with us? Media Kit Good Company » Growth Studio Mind the Gap: The Founder of Mrs Momma Bear Shares How to Identify and Capitalize on Underserved Market Niches In this edition of “Ask the Board,” we feature Lee Evans Lee, Founder of Mrs Momma Bear, a company that offers comfortable yet stylish clothing for women from all walks of life. Lee shares how to uncover underserved market niches and use them to grow your business. By: Anna Baluch , Contributor Share Unchecked Bookmark Icon Save Lee Evans Lee founded Mrs Momma Bear to fill the underserved niche of women who wanted clothes that were comfortable, functional, and stylish all at once. — Lee Evans Lee If you could create your own fantasy board of directors, who would be on it? CO— connects you with thought leaders from across the business spectrum and asks them to help solve your biggest business challenges. In this edition, we ask the founder of a women’s clothing brand to explain how to identify and capitalize on underserved market niches. In this edition of “Ask the Board,” we feature Lee Evans Lee , Founder of Mrs Momma Bear , a women’s clothing brand that offers a lineup of comfortable yet stylish apparel. Lee is a fifth-generation Texas rancher turned fashion designer who identified a gap in the women’s retail market and built Mrs Momma Bear to address unmet consumer needs and fill a hole in women’s closets. Here are her tips for how you can follow her footsteps and capitalize on underserved market niches. Live the problem before you solve it Before I ever sat down to sketch a design, I lived the wardrobe gap I now design for. I was constantly switching outfits (ranch boots by morning, heels by dinner) and I got tired of choosing between comfort and style. Nothing on the market spoke to a woman like me: someone who wanted to look powerful and polished but still be able to move, sweat, or chase after her kids and pets. That’s when I knew there was a problem worth solving not just for me, but for every woman juggling multiple roles in one day. Listen like it’s your job One of the best business decisions I ever made was going old-school: trunk shows, fittings, in-person feedback. I didn’t just take notes, but instead treated every piece of feedback like gold. If a woman told me she wanted a dress in black or a jumpsuit with a different neckline, I made it. My Love Letters collection was born entirely from customer requests. That’s how you turn underserved markets into loyal communities: you make them feel heard, because they are. I didn’t set out to start a fashion label. I set out to solve a problem for women like me. Lee Evans Lee, Founder of Mrs Momma Bear Identify the emotional component A gap in the market isn’t always obvious. Instead, it’s often emotional. For me, it wasn’t just that the clothes didn’t fit my lifestyle. It was that nothing made me feel powerful and feminine. I wanted to create a brand that said, “You can be your own Mrs,” wear your confidence, and celebrate your curves unapologetically. If you can tap into what your audience is craving on a deeper level, you don’t just fill a gap—you create a movement. Design for real life, then elevate it I knew from the start that women didn’t need more clothes—they needed better ones. Pieces that work as hard as they do. That’s why every Mrs Momma Bear piece is machine-washable, flattering across body types, and made to transition from day to night. I spent over a year developing the right fabric blend because real women deserve comfort without compromise. If you can bring practicality and polish into one product, you’ve struck gold. Let passion meet purpose I didn’t set out to start a fashion label. I set out to solve a problem for women like me. But I brought all of me to it: my ranch roots, my obsession with textiles, my love for bold silhouettes, and my belief in dressing with purpose. That’s where Mrs Momma Bear came from. The more personal your connection to the gap, the more powerfully you can fill it, because you’re not just building a brand, you’re building something you know the world needs. Do it if nobody else is When I looked around the market, I didn’t see anything like what I needed: clothes that could carry a woman from a boardroom to a barn and still make her feel like a knockout. At first, that was intimidating. But then I realized: if it doesn’t exist, that’s your green light. Creating something new always means taking a risk, but it also means leading the way. So I embraced the gap, stepped in, and never looked back. CO— aims to bring you inspiration from leading respected experts. However, before making any business decision, you should consult a professional who can advise you based on your individual situation. CO—is committed to helping you start, run and grow your small business. Learn more about the benefits of small business membership in the U.S. Chamber of Commerce, here . Interested in a small business membership? Find out how the U.S. Chamber of Commerce can help your company grow and thrive in today's rapidly-evolving business environment. Connect with our team to learn how a small business membership can benefit your bottom line and help you achieve your goals. Learn More Subscribe to our newsletter, Midnight Oil Expert business advice, news, and trends, delivered weekly Email Subscribe By signing up you agree to the CO— Privacy Policy. You can opt out anytime. Published August 13, 2025 For more tips from business leaders Ask the Board Turning Today’s Managers Into Tomorrow’s Leaders: 6 Tips From the Founder of Talent Praxis Ask the Board The CEO of Better & Better Shares 6 Ways to Attract Investors Ask the Board How to Build Customer Loyalty: It's All in the Experience By continuing on our website, you agree to our use of cookies for statistical and personalisation purposes. Know More I Agree Designed for business owners, CO— is a site that connects like minds and delivers actionable insights for next-level growth. Contact U.S. Chamber of Commerce 1615 H Street, NW Washington, DC 20062 Social links Instagram LinkedIn Twitter Facebook Flipboard Looking for local chamber? Chamber Finder Stay In Touch Newsletter Sign Up Interested in partnering with us? Media Kit © 2025 CO— by U.S. Chamber of Commerce Contact About Us Privacy Accessibility Terms Sitemap RSS Media Kit

How marketers can respond with empathy to consumer tariff shocks | Marketing Dive Skip to main content CONTINUE TO SITE ➞ Don't miss tomorrow's marketing industry news Let Marketing Dive's free newsletter keep you informed, straight from your inbox. Daily Dive M-F Mobile Weekly Every Thursday Agencies Weekly Every Monday By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy. You can unsubscribe at anytime. Search An article from How marketers can respond with empathy to consumer tariff shocks Gartner recommends marketers return to recession-era playbooks, putting focus on building “permission structures” and a sense of assurance. Published July 8, 2025 Peter Adams Senior Reporter post share post print email license Tariffs are affecting consumer sentiment in ways that recall the Great Recession, as well as the early days of the pandemic, according to researcher Gartner. Spencer Platt via Getty Images As the state of tariffs remains in flux, analysts are warning that marketers need to be prepared to respond to a “one-two punch” scenario regarding U.S. consumer sentiment. With the economy poised for further bumpiness ahead of the recently extended Aug. 1 deadline for negotiating trade agreements, a consistent message around value and communicating a sense of empathy could be crucial to maintaining brand trust. U.S. shoppers aren’t feeling great so far in 2025, with 70% making “significant” changes to their everyday habits, such as cooking more at home or purchasing smaller package sizes of fast-moving goods, according to Gartner research exclusively shared with Marketing Dive. More are adopting savings behaviors typical to recessionary periods, such as paying down debt, while holding off on big-ticket items like cars and travel. That said, people — particularly affluent consumers — are more or less consistent in their spending patterns, preserving a sense of normalcy despite the souring mood. That picture could change if the ripple effects from tariffs, such as price hikes and product shortages, come into clearer focus in the second half. “Right now, we’re still in an attitudes and fears and anticipation space that’s driving behavior, and then a reality on the ground is going to shift, and that’s going to change behavior as well,” said Kate Muhl, a Gartner analyst specializing in cultural and consumer insights. “I don’t think a lot of CMOs that I’m seeing are making a lot of changes yet. I think they’ve got to get ready though because of this one-two punch I’m describing.” Souring mood Gartner recommended that marketers revisit how they tackled the Great Recession to steel themselves for tariff tumult. Feelings of job security are low, especially among young consumers, a gloomy echo of the aftershocks of the 2008 financial crisis. The business of marketing has changed considerably in the past 15-plus years, with more brands going digital-first. Adding to the complexity is the recent evolution of artificial intelligence. Given that, marketers should focus less on dusting off media plans from the late aughts and more on areas like brand positioning. “I would say take a look at what you emphasize in your brand values, how you express that to consumers and [which] of those kinds of things were successful for you in 2008, because the conditions — the cultural conditions — are going to be similar,” said Muhl. The current environment also bears some key distinctions from the inflationary one that’s dogged the industry in recent years, according to Muhl. Consumers are less likely to blame individual brands for a broad downturn, and many have high awareness of U.S. trade policy, with 59% holding a negative view of tariffs and 57% expressing pessimism around the economy, per Gartner. Pessimism could snowball into alarmism if store shelves start to thin out in the months ahead, a destabilizing image that led to some of the bigger freak outs in the early days of the pandemic. The prospect of empty shelves could hardly arrive at a worse time, as many industries, including retail, prepare for the key back-to-school and holiday shopping windows. “In certain categories, that may well become part of the reality soon, starting roughly in the fall and thinking about the holidays ahead,” said Muhl. “That will potentially exacerbate a lot of the other emotions that people are having about these big shifts in trade.” How marketers can respond Different product categories will experience varying degrees of impact from tariffs, and some may reap more benefits than others. Smaller companies and disruptor brands could be more agile and transparent in responding to shifting levies, as well as being firmer in their commitments to consumers. Outdoor footwear brand Keen, which was among those highlighted by Gartner, has pledged to instate no tariff price increases in 2025, the type of stability fatigued consumers are craving. Kitchen waste disposal maker Lomi and swimwear brand Triangl are practicing what Gartner dubbed “practical transparency,” providing detailed responses to how tariffs will affect their businesses in the form of FAQ pages and disclaimers in online shopping carts. Such initiatives can be more difficult for sprawling multinational companies to manage, but there are other ways to offset the coming blows. For example, if a single brand or product line is highly exposed to tariffs, costs could be spread around the portfolio to lessen the burden and prevent jarring price hikes. Across the board, brands will need to build “permission structures” that demonstrate value beyond price to convince wary consumers, per Muhl. Hyundai’s Assurance Program, first launched in 2009, is a model of how even high-consideration categories can approach marketing amid uncertainty. The program, a first of its kind for automotive, allowed car buyers to return their new vehicle if they lost their job due to the recession. Hyundai brought back the concept in 2020 in response to the pandemic. “It’s going to be about expressing, for the right kind of product and category, a kind of empathy with the pressure consumers are feeling, and alternately, finding ways to show how buying your product or buying with your brand is not a high-risk situation,” said Muhl. “An empathetic position, it seems counterintuitive at a time when everybody’s so price-driven. It’s actually, I think, an important way to try to work back to a place of developing trust,” she added. Staying the course Some brands are also boasting more of their made-in-the-U.S. bona fides to differentiate from rivals that are more reliant on global suppliers and therefore prone to price increases. A growing share of consumers do not find patriotism appealing, however. Four in 10 consumers anticipate buying more goods made in the U.S. in the coming months, whether it’s due to patriotism, cost effectiveness or simply because there will be fewer alternatives, Gartner found. Brands that can effectively run an American-made strategy may want to look into doing so as a contingency plan depending on how the market shifts, according to Gartner. “A phrase like ‘Made in America’ has always been kind of loaded, but it’s even more so today, especially as consumers start to wonder about how the tariffs are going to impact prices,” said Muhl. As usual, consistency is key when approaching brand purpose. Consumers have grown taxed by companies jumping on hot-button issues of the day, but they’re also put off by those that are as quick to abandon their values in the face of headwinds. “Now is not the time to change tack and begin to tell a new brand story or redefine a company’s values,” reads the Gartner report. Staying committed to a particular positioning or tactic can feel daunting given how chaotic the implementation of tariffs has been so far, with steep levies imposed and then adjusted or paused virtually overnight (on Monday, President Donald Trump pushed the deadline for finalizing agreements with the U.S. from July 9 to Aug. 1 while threatening even steeper tariffs on certain countries). It’s important for marketers to remember that, regardless of the final percentages attached to the levies, consumers feel adrift and will appreciate brands that can bring a sense of clarity and calm to the storm — not to mention an ease on the wallet. “Whatever happens on July 9 or around it, uncertainty has been unleashed into the system,” said Muhl, referencing the original tariff deadline.

How a Former Waitress Built a $100 Million Fitness Chain from Scratch | CO- by US Chamber of Commerce Meet The 2025 CO—100: Get to know this year's top small businesses! Skip to main content Skip to footer CO– by US Chamber of Commerce Start Everything that you need to know to start your own business. From business ideas to researching the competition. Start Run Practical and real-world advice on how to run your business — from managing employees to keeping the books Run Grow Our best expert advice on how to grow your business — from attracting new customers to keeping existing customers happy and having the capital to do it. Grow Good Company Entrepreneurs and industry leaders share their best advice on how to take your company to the next level. Good Company Product Guides Let us help your business find the best tools and solutions to thrive and grow. Product Guides Sign In Sign Up Start Everything that you need to know to start your own business. From business ideas to researching the competition. Business Ideas Strategy Startup Run Practical and real-world advice on how to run your business — from managing employees to keeping the books Finance Human Resources Technology Business Financing Grow Our best expert advice on how to grow your business — from attracting new customers to keeping existing customers happy and having the capital to do it. Customers Marketing Sales Thrive Good Company Entrepreneurs and industry leaders share their best advice on how to take your company to the next level. Growth Studio Ask the Board The Leap Launch Pad Product Guides Let us help your business find the best tools and solutions to thrive and grow. Subscribe to our Newsletter Attend an Event About Us CO— BrandStudio Looking for your local chamber? Chamber Finder Interested in partnering with us? Media Kit Good Company » The Leap How a Former Waitress Built the Solidcore Fitness Chain and Made $100 Million Against all odds, Anne Mahlum launched and grew one of the fastest-growing Pilates fitness chains in America thanks to her leadership acumen. By: Lori Ioannou, Contributor Share Unchecked Bookmark Icon Save Anne Mahlum, the Founder and former CEO of Solidcore. — Anne Mahlum Why it matters: Solidcore founder Anne Mahlum turned $175,000 in personal savings into a national Pilates fitness chain. In 10 years, she sold the company for $88.4 million to private equity firm Kohlberg & Company. That expansion is remarkable since 81% of health and fitness studios fail in their first year due to competition from large chains, coupled with a lack of capital and brand identity, according to the Health & Fitness Association. It's not every day that a former waitress from North Dakota becomes a self-made multimillionaire by following her passion. But Anne Mahlum, the former Founder and CEO of Solidcore, a Pilates workout fitness chain, defied the odds. In 10 years, the running and sports enthusiast grew her startup into a company expected to generate $50 million in profits based on $150 million in revenues in 2024. Last year, she sold her stake in the company to private equity firm Kohlberg & Company for $88.4 million. Today her estimated net worth is $100 million. That's no small feat for a woman entrepreneur considering that women founders receive less than 2% of all venture capital funding annually, and 81% of health and fitness studios fail in their first year due to competition from large chains, coupled with a lack of capital and brand identity, according to the Health & Fitness Association. CO— spoke to Mahlum to get an insider's view on how she successfully grew her startup into a coveted fitness chain of 100 gyms in 27 states across the United States. (In September, L Catterton, the private equity firm backed by luxury goods giant LVMH, acquired a majority stake in Solidcore, valuing the company between $600 million and $700 million.) In a candid interview, Mahlum explained how she did it, and the challenges she faced along the way. CO—: When did you get the entrepreneurial bug? AM: I was a waitress in Bismarck, North Dakota, while I was attending high school, and later I went to St. Cloud State University in Minnesota while studying political science and communications. But soon after I graduated and landed my first corporate job at Comcast in Philadelphia, I got an idea to start a nonprofit to help the homeless. It happened by accident. I was doing morning runs and passed a homeless shelter every day. I got to know the residents, and I came up with an idea to combine running achievements with coaching, financial aid, and job training programs to help this overlooked population build self-esteem and reforge independent lives. So, in 2007, I quit my job and founded Back on My Feet to do just that. Since its founding, the nonprofit organization has helped 15,000 homeless people land jobs and homes. That was my first entrepreneurial venture. CO—: How did you get the idea for Solidcore? AM: Six years later I went to Los Angeles to open a Back on My Feet location and attended my first Pilates class. The experience was transformative. The 50-minute, high-intensity, low-impact workout was tough and builds muscle strength for people of all ages. I never saw my body respond so well to exercise, and I was amazed. I realized no one had built a brand around the Pilates concept, so I decided to step down as CEO of the nonprofit and focus on launching a Pilates startup. After building Back on My Feet into an organization with an operating budget of $6.5 million, I decided to do something else. I knew I had honed the leadership and business skills necessary for such an undertaking. CO—: Where did you get the startup capital? AM: I invested all of my $175,000 in personal savings to launch Solidcore and bootstrapped the company after that. I had no assets, and I didn't think I could get a bank loan or raise venture capital. I used the startup money to pay for a lease for my first fitness studio in Washington D.C., and then I hired and trained instructors, leased gym equipment, and began marketing the business. I chose D.C. since it was a market with little competition from other fitness boutiques. I developed an operating plan that could be replicated market to market, which included how to train and hire talent, recruit clients, and operate each studio profitably. But it was a balancing act; I always had to stay in front of the eight ball to make sure the business was on track. Anne Mahlum, Founder and former CEO of Solidcore CO—: How did you market the business and gain a following? AM: I focused on building a community of Pilates enthusiasts of all ages. Luckily, there was no boutique fitness chain in D.C., so when I started classes, people were curious and came from Day 1. They quickly spread the word about the workout and our following grew. I also did grassroots marketing. I passed out fliers about my studio at local running events, bought a booth at the D.C. triathlon, and demonstrated how Pilates exercise works. People were amazed. I also used influencers and local media to gain exposure. In just five months I opened a second studio in D.C. The first year I made profits of 50% — about $2 million in revenue. I used that money to buy my first house and plow money back into the business to open more studios and expand. Within two years of launching the business, I had 10 studios. CO—: The fitness category is crowded with many large competitors. How did you carve a niche for your company and grow your brand? AM: The timing couldn't have been more perfect. It was the beginning of small workout spaces versus big-box chain fitness studios. My clients loved the results they got from our workouts that didn't beat up their bodies with jumping, pounding, and other high-impact exercise. They also liked the personalized attention they received from instructors who had to know the names and goals of every student in the class. As a result, they couldn't stop talking about us to their friends, and the buzz was our marketing tool. It was our magic sauce. CO—: How did you keep up with rapid expansion? AM: It was a commitment to the vision. I picked markets I was familiar with such as Philadelphia, Atlanta, and Bismark, North Dakota, through my work at Back on My Feet, and I tapped private equity investors to fund expansion. In November 2017, I raised $18 million — $6 million I received for selling some of my equity — the rest I plowed back into the business. We grew to 27 locations. I developed an operating plan that could be replicated market to market, which included how to train and hire talent, recruit clients, and operate each studio profitably. But it was a balancing act; I always had to stay in front of the eight ball to make sure the business was on track. Once the pandemic hit in February 2021, I raised $50 million in private equity from VMG, which helped the company weather shutdowns. I waited until the economy normalized before looking to sell the business. [Read more: 3 Investors Demystify Why Some Startups Win Funding Windfalls] CO—: Why did you decide not to franchise your concept? AM: I decided not to franchise since our economics were too good at the corporate level. Our capital costs were very low, and our margins were high. We achieved payback on our investment quickly. I thought franchising would be messier and didn't make sense. CO—: Describe the challenges you faced as a woman entrepreneur. AM: I didn't look at any obstacles I faced as challenges, I looked at them as opportunities. I leaned into all things that were effective. I focused on my personality, leadership skills, and knowing my numbers. That helped me woo investors. A lot of women want to be amenable and are concerned about everyone liking them. That is just impossible. Demonstrating your business savvy and how you meet your business goals is what impresses investors and leads to success. CO—: How did you snare a corporate buyer willing to pay nearly $90 million for your company? AM: We hired Piper Sandler, an investment banker, to find a buyer. We focused on telling the story about the economics of the business and the profit margins each studio had. The business was attractive since it had a good growth trajectory with healthy returns. [Read more: Why Google, Amazon, and Other Businesses Are Launching Accelerator Programs to Help Women-Led Startups] CO—: How did you reward your employees through an incentive pool? AM: I set up an incentive pool in 2018 for Solidcore employees. Without them, the company would have no value, and I wanted to be sure they were rewarded. All full-time employees who worked for Solidcore for a year or longer got a share of the proceeds from the sale. CO—: Now that you are a financial success, what are your future goals? AM: Right now, I want to be physically active and focus on my family and friends. I have worked tirelessly over the last 17 years, and now I want to take the time to just have space and enjoy my life. I am also focusing on my speaking career, and I plan to write a book. CO—: What advice would you give other women thinking of launching a business in today's economic environment? AM: First, be sure to lean into yourself and who you are. Your skill sets and talents should match what you want to achieve as an entrepreneur. Second, be authentic and hold true to your values. Third, know what your end game is. Every decision you make must be your North Star. CO— aims to bring you inspiration from leading respected experts. However, before making any business decision, you should consult a professional who can advise you based on your individual situation. CO—is committed to helping you start, run and grow your small business. Learn more about the benefits of small business membership in the U.S. Chamber of Commerce, here. Interested in a small business membership? Find out how the U.S. Chamber of Commerce can help your company grow and thrive in today's rapidly-evolving business environment. Connect with our team to learn how a small business membership can benefit your bottom line and help you achieve your goals. Learn More Subscribe to our newsletter, Midnight Oil Expert business advice, news, and trends, delivered weekly Email Subscribe By signing up you agree to the CO— Privacy Policy. You can opt out anytime. Published December 11, 2024 For more business strategies Strategy Adapt These Big Business Strategies to Score on Small Business Saturday Strategy Improve Disaster Preparedness with Readiness for Resiliency Program Strategy How to Get a Seller's Permit and Sales Tax ID By continuing on our website, you agree to our use of cookies for statistical and personalisation purposes. Know More I Agree Designed for business owners, CO— is a site that connects like minds and delivers actionable insights for next-level growth. Contact U.S. Chamber of Commerce 1615 H Street, NW Washington, DC 20062 Social links Instagram LinkedIn Twitter Facebook Flipboard Looking for local chamber? Chamber Finder Stay In Touch Newsletter Sign Up Interested in partnering with us? 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1 Home services startup Pronto has raised $11 million in funding co-led by General Catalyst and Glade Brook Capital, with additional participation from Bain Capital Ventures. This investment has valued the company at $45 million post-funding round. The fresh capital will be utilized to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and implement real-time operations technology.

Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for various tasks, including cleaning, laundry, utensil washing, and basic meal preparation. The company operates on a shift-based model, enabling a 10-minute fulfillment while providing workers with guaranteed shifts and higher earnings, aimed at formalizing the informal sector.

Pronto plans to expand into Mumbai, Bengaluru, and other metropolitan areas in the next 12-18 months, establishing micro-hubs in residential clusters for rapid service delivery. Sardana mentioned that after signing the term sheet for this round, the company decided to transition back to India to become an India-domiciled business.

The platform's average order value is between Rs 200 and Rs 300, addressing challenges of unpredictable availability and trust for households while offering stability for workers. Each professional undergoes thorough training and verification, ensuring readiness for immediate task fulfillment, although Sardana noted that rapid expansion incurs increased costs.

In the growing quick home services market, Pronto competes with other players like Snabbit, which recently raised $19 million to expand its operations, highlighting the increasing investor interest in on-demand home services.

Home services startup Pronto has raised $11 million in funding co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. This funding round values the company at $45 million post-investment. The fresh capital will be utilized for onboarding and training 10,000 additional professionals, investing in quality-assurance systems, and rolling out real-time operations technology. Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for services such as cleaning, laundry, utensil washing, and basic meal preparation. The company operates on a shift-based model, ensuring 10-minute fulfillment while offering workers guaranteed shifts and higher earnings. This approach aims to formalize a sector traditionally dominated by informal networks. The startup originally domiciled in Delaware, has now returned to India. Sardana noted that the timing for this relocation was strategic, as it helps to avoid capital gains taxes associated with exiting the U.S. Pronto's charge model is task-based rather than time-based, addressing long-standing issues of unpredictable availability and lack of trust among households while also tackling irregular incomes for workers. The average order value on the platform ranges between Rs 200 and Rs 300. Each professional undergoes training and verification to ensure readiness for instant task fulfillment. However, rapid expansion comes with increased costs and demands. Sardana emphasized that managing demand generation is crucial for the sustainability of this model. As the quick home services market grows, consistent utilization of workforce is vital to balance supply and demand and control costs. The competition is heating up in this space, highlighted by recent funding rounds in similar companies, such as Snabbit in Mumbai, which raised $19 million.

Home services startup Pronto has raised $11 million in funding co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. This investment reflects the rising interest among investors in on-demand home services. Following this funding round, Pronto was valued at $45 million.

The company plans to use the new capital to onboard and train 10,000 additional professionals, improve quality-assurance systems, and implement real-time operations technology. Pronto differentiates itself from traditional home service models by charging customers based on completed tasks rather than time.

Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for various tasks such as cleaning, laundry, and meal preparation. The service operates on a shift-based model that guarantees workers higher earnings and ensures fulfillment within ten minutes. This approach aims to formalize a sector previously dominated by informal work networks.

Pronto plans to expand into Mumbai, Bengaluru, and other metropolitan areas within 12-18 months, establishing micro-hubs in residential areas to provide rapid service. Sardana acknowledged the challenges of rapid expansion, including increased costs and the need for effective demand generation to sustain business models in a competitive environment.

Home services startup Pronto has raised $11 million in funding co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. This investment reflects the rising interest among investors in on-demand home services. Following this funding round, Pronto was valued at $45 million.\n\n The company plans to use the new capital to onboard and train 10,000 additional professionals, improve quality-assurance systems, and implement real-time operations technology. Pronto differentiates itself from traditional home service models by charging customers based on completed tasks rather than time.\n\n Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for various tasks such as cleaning, laundry, and meal preparation. The service operates on a shift-based model that guarantees workers higher earnings and ensures fulfillment within ten minutes. This approach aims to formalize a sector previously dominated by informal work networks.\n\n Pronto plans to expand into Mumbai, Bengaluru, and other metropolitan areas within 12-18 months, establishing micro-hubs in residential areas to provide rapid service. Sardana acknowledged the challenges of rapid expansion, including increased costs and the need for effective demand generation to sustain business models in a competitive environment.\n\n

How life-changing events affect consumer shopping habits Skip to main content TOGETHER WITH By Morning Brew Creative Studio September 10, 2025 • 5 min read TOGETHER WITH Life’s major milestones reshape how we shop. When consumers welcome a baby or purchase their first home, their needs evolve dramatically, from the products they buy to how they make decisions. Amazon Ads helps brands build meaningful connections with consumers during these pivotal moments, creating lasting relationships that last beyond the milestone itself. Life presents millions of little choices each day: what to grab at the grocery store, how to tackle that growing to-do list, which movie to unwind with after work. But when life's big moments arrive—like graduating college, buying that first home, or welcoming a tiny new family member—these everyday decisions suddenly carry new weight. These milestone moments completely transform the way people shop. Instead of reaching for that familiar laundry detergent, new parents find themselves diving deep into research about baby-safe options. Rather than grabbing the usual cleaning supplies, first-time homeowners seek out products worthy of their dream space. It's more than just daily routines getting a makeover—it's an entire shift in how people connect with and choose their brands. The numbers back this up: Amazon Ads partnered with market research firm Alter Agents on Life events research, which reports that 68% of consumers say life events directly influence their spending habits, and 6 in 10 people saying they dedicate more time to product research during these transitions. These aren't just temporary changes either. The brand relationships formed during these pivotal moments often last long after the initial milestone, creating unique opportunities for brands to build lasting loyalty by meeting consumers' evolving needs. Welcoming bundles of joy From the minute a family knows a baby is on the way, it's go time. There are cribs to buy, diapers to stock up on, baby care products to research, and so much more. Amazon Ads Life events research also reports that nearly half of consumers say they're more likely to compare brands during big life events, and expectant parents are no exception. Why? Their priorities shift dramatically. Compared to other life events, expectant families are 53% more likely to prioritize physical health, 48% more likely to prioritize family time, and 23% more likely to take on more responsibility. This mindset shift, combined with being 28% more likely to increase their spending, leaves consumers reevaluating their brand choices. 1 Amazon Ads can help brands reach more than 80% of baby product shoppers in the U.S. during this crucial consideration phase. 2 But connecting with expectant parents isn’t just about being there during shopping moments — it’s also about reaching this audience as their media consumption increases and their patterns evolve: 2 +19% in TV streaming +15% in music streaming +6% in livestreaming This shift in media habits creates opportunities throughout the consumer journey—from building awareness during evening TV streaming to driving conversion when parents-to-be are actively researching products. While expectant parents show these distinct patterns in media consumption and purchasing behavior, changes in habits are common across many major life milestones. Make yourself at home Life milestones often overlap and intersect. Many consumers navigate multiple transitions simultaneously—welcoming a new baby while moving into a larger home, for instance. For brands, these moments of change represent prime opportunities to reach new customers who are actively reevaluating their product choices. Homebuyers show a clear desire for expert guidance, being 20% more likely to seek professional opinions during their purchase journey. They’re also more engaged with media, showing a 21% increase in streaming TV consumption and a 17% increase in both music and livestreaming. 1 This is a great opportunity for brands to drive awareness during these transitions. Success means partnering with industry experts while leveraging expert reviews, Q&A forums, and professional endorsements. To effectively connect with these consumers, brands need to deliver the right message at the right time across today’s diverse media channels. Amazon Ads connects with 86% of household shoppers, 2 enabling brands to orchestrate tailored campaigns that resonate at specific moving milestones—precisely when consumers are establishing the product preferences that will define their household for years to come. Connecting at moments that matter most To help brands better serve consumers during these milestones, Amazon Ads can help brands reach specific audiences through its demand-side platform (DSP) for consumers experiencing major life events—whether they're expecting a child, buying a first home, or starting a new job. These audience segments are powered by Amazon's trillions of unique shopping, browsing, and streaming signals, enabling advertisers to create meaningful connections with consumers at the right moments. Brands can reach these audiences across Amazon's extensive media network—from Amazon.com to IMDb, Prime Video, and Twitch, plus devices like Alexa—and beyond thanks to Amazon's third-party supply. In today's dynamic environment, success means reaching consumers at the right moment with the right message . Through Amazon Ads, brands can build relationships that drive long-term value by being there when it matters most.

Home services startup Pronto has raised $11 million in funding co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. This investment reflects the rising interest among investors in on-demand home services. Following this funding round, Pronto was valued at $45 million. The company plans to use the new capital to onboard and train 10,000 additional professionals, improve quality-assurance systems, and implement real-time operations technology. Pronto differentiates itself from traditional home service models by charging customers based on completed tasks rather than time. Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for various tasks such as cleaning, laundry, and meal preparation. The service operates on a shift-based model that guarantees workers higher earnings and ensures fulfillment within ten minutes. This approach aims to formalize a sector previously dominated by informal work networks. Pronto plans to expand into Mumbai, Bengaluru, and other metropolitan areas within 12-18 months, establishing micro-hubs in residential areas to provide rapid service. Sardana acknowledged the challenges of rapid expansion, including increased costs and the need for effective demand generation to sustain business models in a competitive environment.

Home services startup Pronto has raised $11 million (around Rs 96 crore) in funding co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures, amid rising investor interest in on-demand home services. Pronto was valued at $45 million (around Rs 394 crore) post the latest round. Originally domiciled in Delaware, US, the startup has flipped back to India, founder and CEO Anjali Sardana told ET. Founded in April 2025 by Sardana, Pronto connects households in Gurugram with trained professionals for tasks such as cleaning, laundry, utensil washing, and basic meal preparation. The company operates on a shift-based model, enabling 10-minute fulfilment while offering workers guaranteed shifts and higher earnings, a move aimed at formalising a sector long dominated by informal networks. Over the next 12-18 months, Pronto plans to expand into Mumbai, Bengaluru, and other metros, setting up micro-hubs in residential clusters to ensure rapid service. "After we signed the term sheet for this round, we decided that this was the best time to flip back to India and make it an India-domiciled company. The reason being that as soon as we sign the documents for this round, then in order to flip the company from the US to India, we would have to pay, essentially, capital gains as you exit the US," said Sardana. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto said it charges customers based on tasks completed. Sardana said the platform’s average order value ranges between Rs 200 and Rs 300. She added that the model addresses long-standing challenges of unpredictable availability and lack of trust for households while tackling irregular incomes for workers. Each professional undergoes training and verification and is equipped for instant task fulfilment. However, Sardana acknowledged that such rapid expansion comes with increased costs. “A lot of times, when you want to expand, you oversupply first. That obviously costs money, and marketing costs money,” she said. Also, demand generation will be critical for the long-term sustainability of such a model. Given the high-frequency, low-ticket nature of the service, platforms need to ensure consistent utilisation of their workforce to balance supply and demand and control operational costs. The quick home services space is heating up. In May, Mumbai-based Snabbit raised $19 million in a round led by Lightspeed, with plans to expand into new markets.

Home services startup Pronto has raised $11 million in funding co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. The company was valued at $45 million following this funding round. The new capital will help onboard and train 10,000 additional professionals, invest in quality-assurance systems, and implement real-time operations technology. Pronto adopts a unique pricing model where customers are charged based on tasks completed rather than time spent. Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for various services such as cleaning, laundry, utensil washing, and basic meal preparation. The company aims to expand into Mumbai, Bengaluru, and other metro areas within the next 12-18 months. Sardana confirmed that the startup reverted to India to avoid capital gains taxes associated with the company’s initial US domicile. Each professional employed by Pronto undergoes training and verification, ensuring reliable service fulfillment. Sardana acknowledged the challenges of rapid expansion, particularly regarding cost management and demand generation, which are crucial for the sustainability of their service model in the highly competitive home services market.

How Everbowl’s entrepreneur founder disrupted the restaurant growth model Subscribe Subscribe Operations Related Topics Marketing & Branding Labor Delivery & Takeout Solutions Equipment Food Safety Executives Recent in Operations See All Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Technology Related Topics Automation Delivery Loyalty AI in Restaurants Recent in Technology See All Sponsored Content Serving Success: How Tommy Bahama is Driving Retention, Flexibility, and Performance Serving Success: How Tommy Bahama is Driving Retention, Flexibility, and Performance Nov 5, 2025 2:00 pm EST Sponsored Content Real Strategies for AI in Restaurants Real Strategies for AI in Restaurants Oct 30, 2025 1 Hr View Segments Related Topics Fast Casual Casual Dining Fine Dining Independent Restaurants Emerging Chains Regional Chains Quick Service Eatertainment Family Dining Recent in Segments See All Fast Casual CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth by Sam Oches Oct 30, 2025 Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Finance Related Topics Mergers & Acquisitions Franchising Recent in Finance See All Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Casual Dining HopCat acquired by Uncommon Equity HopCat acquired by Uncommon Equity by Alicia Kelso Oct 30, 2025 2 Min Read Menu Trends Related Topics Food Trends Beverage Trends Chef Trends Sandwich Trends MenuMasters Spotlight Recent in Menu Trends See All Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Insights Related Topics Restaurant Experience Expert Opinions Top 500 Restaurants Supplier News Recent in Insights See All Fast Casual CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth by Sam Oches Oct 30, 2025 Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Multimedia Resources Related Topics 2025 AI Insights Report 2025 FSTEC Show Recap Event Insider: FSTEC 2025 FSTEC Pre-Show Tech Guide 2025 Restaurant Show Recap Event Insider: Restaurant Show Event Recap: RLC Event Insider: CREATE Event Recap: CREATE 2025 Technology Outlook Report 2025 Data Insights Report Sustainability Outlook 2025 Sponsored By Quick Service Executives Expert Opinions Take-Away with Sam Oches How Everbowl’s entrepreneur founder disrupted the restaurant growth model How Everbowl’s entrepreneur founder disrupted the restaurant growth model How Everbowl’s entrepreneur founder disrupted the restaurant growth model Jeff Fenster shares how he’s grown Everbowl by uniquely solving every challenge that’s presented itself Sam Oches , Editor in Chief August 6, 2025 Jeff Fenster is the epitome of an entrepreneur. The Everbowl founder lived many lives before he started the acai bowl concept in 2016, launching and selling multiple companies. Then, like a true entrepreneur, he saw an opportunity in healthy eating. Fenster was passionate about acai bowls, and when he discovered that his local Smoothie King franchise was closing, he picked up the phone and called the landlord, signing the lease before he even had a brand name or menu. Since then, Fenster has guided Everbowl’s growth by creatively solving every challenge that has presented itself along the way. Case in point: When he grew frustrated with the cost and cumbersome pace of new unit construction, Fenster launched his own construction company, WeBuild, to help streamline the build-out of new Everbowl units. Today, Everbowl has 100 locations open and counts current and former professional athletes like Jayson Tatum, Drew Brees, and Shaquille O’Neal among its investors. Fenster joined the latest episode of Take-Away with Sam Oches to talk about how he’s rethinking the standard way restaurateurs scale their businesses and why there’s no replacement for hard work, determination, and love for what you do for a living. In this conversation, you’ll learn more about why: Related: Dirty soda chain Fiiz Drinks looks to capitalize on beverage’s booming popularity As a restaurant leader, you should be a problem solver, not a problem seeker Your competition isn’t necessarily in your category Streamlining your construction process could help you grow faster Every restaurant you open will teach you something about location and real estate The opportunities right in front of you are the catalysts for brand change If you love what you do and work hard toward your goals, you can be unstoppable Contact Sam Oches at [email protected] . About the Author Sam Oches Editor in Chief Sam Oches is an award-winning Editorial Director with Informa Connect Foodservice and editor in chief of Nation's Restaurant News and Restaurant Hospitality. A graduate of the E.W. Scripps School of Journalism at Ohio University in Athens, Ohio, Sam previously served as Editorial Director of Food News Media, publisher of QSR and FSR magazines. He’s a past president of the International Foodservice Editorial Council (IFEC) and a past board member with the American Society of Business Publication Editors (ASBPE). His foodservice insights have been shared in national media outlets such as the New York Times, USA Today, National Public Radio, and CNBC. He lives in Columbus, Ohio, with his wife and three kids. See more from Sam Oches Subscribe Nation's Restaurant News Newsletters Get the latest breaking news in the industry, analysis, research, recipes, consumer trends, the latest products and more. Sign Up Now You May Also Like Insights Content Spotlight New FS/TEC Technology Guide helps restaurants navigate complex tech landscape The FS/TEC Restaurant Technology Guide is a free digital resource for operators Read More Featured Fast Casual CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth Oct 30, 2025 Recent News Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Casual Dining Content Spotlight Get to know Rick Cardenas, the Darden CEO who started there as a busser The executive shares his advice, along with his most-binged TV show, favorite sports team, and most-used app Watch Now

Home services startup Pronto has raised $11 million in funding co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. The company was valued at $45 million following this funding round. The new capital will help onboard and train 10,000 additional professionals, invest in quality-assurance systems, and implement real-time operations technology. Pronto adopts a unique pricing model where customers are charged based on tasks completed rather than time spent. Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for various services such as cleaning, laundry, utensil washing, and basic meal preparation. The company aims to expand into Mumbai, Bengaluru, and other metro areas within the next 12-18 months. Sardana confirmed that the startup reverted to India to avoid capital gains taxes associated with the company’s initial US domicile. Each professional employed by Pronto undergoes training and verification, ensuring reliable service fulfillment. Sardana acknowledged the challenges of rapid expansion, particularly regarding cost management and demand generation, which are crucial for the sustainability of their service model in the highly competitive home services market.

Home services startup Pronto has raised $11 million in funding co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. The fresh capital will help onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Pronto is valued at $45 million post-funding round. Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for cleaning, laundry, utensil washing, and meal preparation tasks. Operating on a shift-based model, it offers 10-minute fulfillment, guaranteed shifts, and higher earnings for workers. The startup plans to expand into Mumbai, Bengaluru, and other metros over the next 12-18 months, setting up micro-hubs for rapid service. Sardana stated that the decision to flip back to India was made to avoid capital gains tax upon transitioning from the US. Pronto's average order value ranges between Rs 200 and Rs 300. Despite rapid expansion resulting in higher costs, the model addresses inconsistencies in availability and trust for households while ensuring stable income for workers. Given the increased competition in the quick home services sector, demand generation will be critical for sustainability.

How Loren Castle built popular cookie dough company Sweet Loren's Skip Navigation Related Stories Work 41-year-old took over his family's struggling apple farm in his 20s Work How this 32-year-old's Houston food truck brings in over $1 million a year Success New Yorker quit her corporate job during a meeting—now she earns twice as much Get Ahead 37-year-old's wedding vow writing business brings in over $8,000 a month Earn 25-year-old quit her corporate job to teach Pilates—she earns more, is 'happier' Loren Castle did not have a certain career path in mind when she graduated from the University of Southern California in 2006. The then 22-year-old New York City native got a degree in communications and knew she liked health, wellness and business, "but I had no idea what I was going to do with my life," she says. Post-graduation, she went back to New York but planned to move to L.A. permanently to see where life took her. Just months after graduating, however, Castle was diagnosed with stage 2 Hodgkin's Lymphoma, a cancer that attacks the immune system, and had to undergo six months of chemotherapy. Depressed, she began seeing a therapist who helped her see the moment as empowering and an opportunity. There were still ways in which she could take control. One such way was her diet — she could make sure to eat healthy even after her treatment. Castle began taking nutrition and cooking classes, but she quickly discovered something was missing: dessert. "I have a huge sweet tooth," she says, and she couldn't find baked goods made with more whole foods that didn't use ingredients like bleached white flour, corn syrup and artificial chemicals. So Castle started trying to make healthier desserts for herself. She took a typical chocolate chip cookie recipe, for example, and "just started tweaking little by little," she says. She substituted bleached white flour with whole grain flours like oat flour and refined brown sugar with cane sugar and molasses, eventually landing on a recipe that was both made with natural ingredients and "the best cookie I've ever had." Nearly 20 years later, Castle is founder and CEO of Sweet Loren's, which sells vegan, gluten-free and allergen-free refrigerated cookie dough in an assortment of flavors as well as refrigerated puff pastries, pizza and pie crust, is sold in 35,000 grocery stores nationwide and is estimated to have brought in $97 million in gross sales in 2024. Here's how the 40-year-old built her cookie empire. 'You need to do something with this' After completing her treatment in 2007, Castle, who had to stay in New York for several years to continue regular checkups with her doctor, tried working in an assortment of industries: PR, finance, food and beverage. By night, Castle would return home to her kitchen and continue baking, amassing a binder full of healthier cookie recipes. "I wanted to create an oatmeal cranberry cookie," she says. "I wanted to create a fudge brownie cookie recipe." By 2010, having gotten positive feedback from family and friends, Castle started expanding her reach. She entered a baking competition run by the nonprofit Lower Eastside Girls Club, for example, where judge and acclaimed pastry chef Gina DePalma told her, "you need to do something with this," she says. That was the first time "someone that was highly regarded in the professional dessert pastry world was recognizing what I was doing." Castle selling at a farmer's market in New York. Courtesy Loren Castle Castle also started selling her cookies at various farmer's markets throughout the city, getting "great confirmation that people loved it." In early 2011, she competed in another New York contest, The Next Big Small Brand for Culinary Genius contest run by a local design agency, and won both first place in the competition and the people's choice award. For her prize, the agency helped her design her branding. Around this time, a friend of her mother's who specializes in branding helped Castle land on the name Sweet Loren's. 'How does one even get into Whole Foods?' In 2010, Castle started taking a business writing course teaching the basic logistics of starting a business like the cost of rent, the number of employees necessary and the importance of location. Still regularly baking at home, she'd bring extra cookies to class and discovered a classmate worked at Whole Foods restocking shelves. "I asked him, 'how does one even get into Whole Foods?'" she says. "And he said, 'let me talk to my boss.'" He quickly called Castle to let her know she had a meeting with the head buyer at a Manhattan location of Whole Foods. Castle and the buyer considered the various options for selling her cookies including packaged, baking mixes and raw cookie dough. The latter stood out as the most interesting option. "No one's built the next brand name that stands for natural in cookie dough," she says he told her. And it clicked that that's what her business should be. Using $25,000 of her own personal savings, she says, Castle spent seven months trying "to find a factory, design packaging, scale up recipes." By January 2011, Sweet Loren's was selling at Whole Foods. 'I love your concept, but my kid is nut-free' Castle took a few years to perfect her product and slowly started selling at more Whole Foods locations and hiring staff. As she started expanding to other major supermarkets like Kroger and Publix, she got emails from customers about her cookie dough. Castle with her daughters. Courtesy Loren Castle They'd say, "Hey, I love your concept, but my kid is nut-free or my husband is gluten-free or we're trying to be more plant based," she says. She realized there was enough demand to try a cookie dough that's "gluten-free, dairy-free, nut-free," removing all of the major allergens, she says. When they finally launched it in April 2017, "it became our No. 1 [cookie dough] overnight." In 2018, all of the company's products were switched to be vegan and allergen-free. Sweet Loren's raised the price of their cookie dough by $1 each to cover expenses, and "from that moment on, Sweet Loren's was profitable," she says. 'I don't feel like we're selling another product or cookie' This year, Sweet Loren's is projected to generate $120 million in sales. Still, there have been challenges in growing the business. Starting alone was tough. "There were many nights that I would call my best friend or my sister just crying hysterically because it was hard," says Castle. And finding the right supplier was tricky. She's tried "five different factories over the years to figure out who we can trust, who can deliver always on time, who has the best quality, who can grow with us," she says. But she's now thrilled to offer the service she was missing after getting diagnosed with cancer. "I don't feel like we're selling another product or cookie," she says through tears. "I really feel like we're creating a lifestyle for people that makes them feel their best, and it makes them feel heard in the food industry." Want to up your AI skills and be more productive? Take CNBC's new online course How to Use AI to Be More Successful at Work. Expert instructors will teach you how to get started, practical uses, tips for effective prompt-writing, and mistakes to avoid. Plus, sign up for CNBC Make It's newsletter to get tips and tricks for success at work, with money and in life.

As global diamond sales continue to decline, Botswana and De Beers have announced a strategic marketing initiative aimed at reinvigorating consumer interest in natural diamonds. By Karabo Ledwaba 26 Feb 2025 26 Feb 2025 Whatsapp Print PDF X Linked-in Facebook More sharing options Source: www.unsplash.com Downturn This move comes amid a significant downturn in the market, with natural diamond prices falling by 26% over the past two years and lab-grown diamonds experiencing an even sharper price drop of 74% since 2020. In response, the two entities have committed to co-investing in marketing efforts designed to protect the long-term value of natural diamonds and restore consumer confidence. The marketing campaign will focus on category marketing and other promotional efforts, agreed upon annually, to bolster the ethical and symbolic value of natural diamonds. De Beers and the Government of Botswana will share the financial responsibility for these initiatives based on their respective shares of Debswana’s diamond supply. Regulatory overhaul puts halt on DRC cobalt exports Lindsey Schutters 25 Feb 2025 The challenges facing the diamond industry have been underscored by De Beers' recent sales figures. In 2024, De Beers' sales of rough diamonds fell for the second time in the year, recording a provisional $315m—down from $383m in the previous cycle and a significant drop from $456m at the same time in 2023. While De Beers attributed the decline to the traditionally quieter summer period, industry experts argue that the results reflect a market that remains under pressure, with demand struggling to recover. Transformation The diamond industry is undergoing a profound transformation, with shifting consumer preferences and ethical considerations reshaping the market. Lab-grown diamonds have gained traction as a seemingly sustainable alternative - although that has been greatly debated - leading to an overall decline in demand for traditionally mined diamonds. Whether this marketing initiative will be enough to counteract broader market trends remains to be seen, but it represents a clear effort to safeguard an industry that has long been a cornerstone of Botswana’s economy and De Beers’ global operations.

A Mattress Company Has Been Named The Fastest-Growing Start-Up in Europe by Cody Gohl | Updated: June 3, 2021 Sleepopolis may earn a commission on sales through our affiliate links in this article. This commission allows us to run our testing lab and continue to bring our readers the most comprehensive information on sleep and related products. See our disclosures . Written by Cody Gohl Cody Gohl Cody is a former staff editor at Sleepopolis. His work has appeared online for Esquire, Next, LOGO TV, Fandom, Citylife, The Manual, and more. View Profile Updated on June 3, 2021 Updated on June 3, 2021 The fastest-growing start-up in Europe has been identified and—surprise, surprise—it’s a bed-in-a-box company. Tech and reporting companies Ayden and The Next Web (TNW) made the declaration at their fifth annual Tech5 Competition celebration dinner earlier this week. The yearly match-up sees hundreds of brands from the United Kingdom, Netherlands, Germany, France, Spain and Sweden vying to be crowned as the queen supreme of the European start-up world. This year, the winner was Emma, a German-based mattress retailer founded in 2015 as the answer to the bed-in-box trend in the United States. To emerge victorious, Emma, along with all the other businesses that finished in the top ten, had to provide verified growth rate information to Ayden and TNW along with signed affidavits confirming their validity. Once all this information was compiled, it was revealed that the mattress company saw a revenue increase of 14,315%, making it the clear front-runner. Emma currently features three different mattresses in its line-up: the flagship Emma One, the three-foam-layer Emma Original and the premium Emma Air built with special ventilated technology. These beds (starting out at just €290) are only available in Germany and the UK. MATTRESS START-UPS ON THE RISE Over the past decade, direct to consumer bedding companies have seen a ton of growth in the start-up sphere. In fact, some of the fastest-growing companies on the US online-only market these days are mattress brands (Casper, Tuft & Needle, Purple and Leesa immediately come to mind, though there are of course dozens more that also fit the bill). So what’s with all this lightning-fast growth? Some attribute it to the low, low costs of buying and shipping things online. A few point to the transparency of working with a company that makes all its own beds. And still others think it might have something to do with the kinds of playful advertisements that only a digital brand could get away with. Here at Sleepopolis, we think it comes down to something simpler: a growing awareness of the importance of a good night’s rest. One of the most important things the bed-in-a-box boom has done has made us all more cognizant of not only how we sleep, but how we can sleep better and turn our eight hours of shut-eye into something truly restorative. And as the trend spreads from the US to Canada, the UK, Germany, India and beyond, it’s clear that it won’t be stopping anytime soon. Featured image provided courtesy of Emma’s Instagram. End Google Tag Manager (noscript)

More consumers are seeking dining experiences versus just meals Subscribe Subscribe Operations Related Topics Marketing & Branding Labor Delivery & Takeout Solutions Equipment Food Safety Executives Recent in Operations See All Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Technology Related Topics Automation Delivery Loyalty AI in Restaurants Recent in Technology See All Sponsored Content Serving Success: How Tommy Bahama is Driving Retention, Flexibility, and Performance Serving Success: How Tommy Bahama is Driving Retention, Flexibility, and Performance Nov 5, 2025 2:00 pm EST Sponsored Content Real Strategies for AI in Restaurants Real Strategies for AI in Restaurants Oct 30, 2025 1 Hr View Segments Related Topics Fast Casual Casual Dining Fine Dining Independent Restaurants Emerging Chains Regional Chains Quick Service Eatertainment Family Dining Recent in Segments See All Fast Casual CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth by Sam Oches Oct 30, 2025 Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Finance Related Topics Mergers & Acquisitions Franchising Recent in Finance See All Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Casual Dining HopCat acquired by Uncommon Equity HopCat acquired by Uncommon Equity by Alicia Kelso Oct 30, 2025 2 Min Read Menu Trends Related Topics Food Trends Beverage Trends Chef Trends Sandwich Trends MenuMasters Spotlight Recent in Menu Trends See All Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Insights Related Topics Restaurant Experience Expert Opinions Top 500 Restaurants Supplier News Recent in Insights See All Fast Casual CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth by Sam Oches Oct 30, 2025 Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Multimedia Resources Related Topics 2025 AI Insights Report 2025 FSTEC Show Recap Event Insider: FSTEC 2025 FSTEC Pre-Show Tech Guide 2025 Restaurant Show Recap Event Insider: Restaurant Show Event Recap: RLC Event Insider: CREATE Event Recap: CREATE 2025 Technology Outlook Report 2025 Data Insights Report Sustainability Outlook 2025 Sponsored By Top 500 Restaurants Insights More consumers are seeking dining experiences versus just meals More consumers are seeking dining experiences versus just meals More consumers are seeking dining experiences versus just meals Yelp data finds that more diners are seeking options that prioritize entertainment and uniqueness Alicia Kelso , Executive Editor , Nation's Restaurant News June 30, 2025 2 Min Read KPOT's sales jumped 34% last year as more consumers seek experiential dining Photo courtesy of KPOT Tighter budgets are apparently causing more consumers to seek broader experiences while dining out. According to Yelp data analyzing consumer searches from January to March, diners are seeking options that prioritize entertainment and uniqueness. For example, searches for Le Petit Chef were up 509% during Yelp’s timeframe. Le Petit Chef bills itself as “an immersive dining experience” that combines culinary arts with technology. The concept features “the world’s smallest chef” — a 6-centimeter-tall, animated Frenchman who is brought to life on diners’ tables using 3D projection technology. Further, “hibachi catering” searches jumped by 55%, while searches for “chef’s table” were up 36%, and “popup restaurant” searches were up 14%. Medieval Times searches were up 40%. The concept has been around since 1973, featuring a dinner theater experience that transports guests to an 11 th century Medieval feast and tournament. Yelp’s data corroborates some of Technomic’s Top 500 data from 2024, in which concepts such as Cooper’s Hawk, KPOT Korean BBQ & Hot Pot, Kura Sushi, and Puttshack grew their sales significantly faster than the industry average of just above 3%. Cooper’s Hawk sales jumped 12.5% last year to finish with $605.3 million. The concept considers itself to be a “wine-driven lifestyle brand,” with a wine club featuring tastings, members-only events, and more. Related: Jack in the Box selling Del Taco for $115M KPOT, meanwhile, jumped by 34% to finished with $398 million, leveraging rising consumer demand for Korean barbecue while also allowing guests to cook their own food in an interactive, all-you-can-eat format. Kura Sushi’s revolving sushi bar attracted plenty of consumers last year, as the chain generated a 27% year-over-year increase in sales to finish with $237.8 million. Puttshack, which combines tech-integrated mini golf with a globally-inspired menu, experienced 60.2% sales growth last year to finish with $32.2 million. These trends also match recent research conducted by hospitality management platform SevenRooms finding that diners have become more selective in their spending, but they’re willing to spend for experiences that feel “premium and exclusive.” Seventy-four percent of consumers said they will return to a restaurant after a unique experience. Contact Alicia Kelso at [email protected] About the Author Alicia Kelso Executive Editor, Nation's Restaurant News Alicia Kelso is the executive editor of Nation's Restaurant News. She began covering the restaurant industry in 2010 for QSRweb.com, FastCasual.com, and PizzaMarketplace.com. When her son was born, she left the industry to pursue a role in higher education, but swiftly returned after realizing how much she missed the space. In filling that void, Alicia added a contributor role at Restaurant Dive and a senior contributor role at Forbes. Her work has appeared in publications around the world, including Forbes Asia, NPR, Bloomberg, The Seattle Times, Crain's Chicago, Good Morning America, and Franchise Asia Magazine. Alicia holds a degree in journalism from Bowling Green State University, where she competed on the women's swim team. In addition to cheering for the BGSU Falcons, Alicia is a rabid Michigan fan and will talk about college football with anyone willing to engage. She lives in Louisville, Kentucky, with her wife and son. Follow her on TikTok @aliciakelso See more from Alicia Kelso Subscribe Nation's Restaurant News Newsletters Get the latest breaking news in the industry, analysis, research, recipes, consumer trends, the latest products and more. Sign Up Now You May Also Like Insights Content Spotlight New FS/TEC Technology Guide helps restaurants navigate complex tech landscape The FS/TEC Restaurant Technology Guide is a free digital resource for operators Read More Featured Fast Casual CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth Oct 30, 2025 Recent News Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Casual Dining Content Spotlight Get to know Rick Cardenas, the Darden CEO who started there as a busser The executive shares his advice, along with his most-binged TV show, favorite sports team, and most-used app Watch Now

Brands are thinking out of the (blind) box Skip to main content Sponsored by By Katie Hicks August 26, 2025 • 5 min read Sponsored by Partnerships that pay off. Say goodbye to your spreadsheets. impact.com helps you automate your affiliate, influencer, and referral programs with insights + tools. Turn connections into cash . Marketers love to “surprise and delight.” So do consumers. People are increasingly purchasing items without knowing exactly what product, or which variation of a product, they’re going to get. This year, the phenomenon of blind boxes, or mystery boxes, which originated in Asian markets, took off with US consumers amid the growing popularity of keychain Labubu dolls and Sonny Angel figurines. Pop Mart, the brand behind Labubus and other blind-box brands, made 13.88 billion yuan ($1.93 billion) in the first half of this year alone . MGA Entertainment sells blind-box items like LOL Surprise dolls, which first launched in 2016, and CMO Josh Hackbarth said the company is seeing a current “burst” in demand, which he credits in part to nostalgia and to the rise of the “ kidult ” consumer. “A lot of the kids that grew up with our products and maybe some similar surprise unboxing ones now have adult money,” Hackbarth told us. It’s not just toy brands getting in on the trend. Andy Rebhun, chief marketing and experience officer of fast-casual chain Cava, told us the brand decided to give out blind-box-style pita-chip plushies with the purchase of its Hot Harissa Meal earlier this month after seeing the social media fervor for Pop Mart items. “The team decided to lean in and place a bet,” Rebhun said. “Sure enough, it was a really good bet for this moment in culture.” For brands of all kinds, blind boxes can serve to encourage repeat purchases while presenting a marketing opportunity to reach customers of different ages and budgets. Beyond that, the excitement around unboxing mystery items is ripe for social, giving brands a chance to go viral and generate additional brand awareness online. Small cost, big reward? If there’s one thing that unites people of all ages, it’s a love of opening presents. “Consumers really like the element of surprise and not knowing,” Rebhun said. “It’s like when you think about the holiday time when people unwrap a gift, it usually evokes a feeling of excitement and joy.” While LOL Surprise’s main demographic is kids, Hackbarth said the brand has seen more interest from adults, especially among collector audiences, as it’s released lines with throwback IP, like the Powerpuff Girls and Care Bears. Blind boxes can also provide an opportunity for brands with higher price points to reach customers with smaller budgets. Athleisure brand Set Active, streetwear brand Madhappy, and cookware brand Le Creuset are among the retailers that have used mystery boxes to help clear out inventory at lower price points, and luxury liquidation brands like Heat and Scarce sell mystery boxes filled with off-season, luxury fashion items at a discount. “[It’s] a very covert, easy way to get [product] out the door,” Noah Eisemann, global managing director of social and influencer at VML, told us. As inflation and tariffs push up the prices of many everyday products, some consumers may view blind boxes as mini-luxuries or affordable treats, Eisemann said. The Le Creuset Factory to Table sale, for instance, offers consumers the chance to buy a mystery box that costs $50 and promises up to $350 worth of products. LOL Surprise dolls encourage repeat purchases through a collect-them-all strategy, which sometimes involves interconnecting toys to crack a code or unlock a certain power once a set is complete. However, there are also benefits for brands that lean into the scarcity mindset to drum up product interest. For its activation, Cava set a limit of one plushie per customer across the US, Rebhun said—although he did hear of some people going back for seconds. “We appreciate that excitement,” he said. Show and tell Whether it’s unboxing a Labubu doll or a Le Creuset mystery box, the widespread interest and emotional intrigue of a blind box is ripe for user-generated content. Unboxing content has long thrived on YouTube, with 10- to 15-minute-long episodes showing off every item detail, but in the last couple of years, Hackbarth has observed an explosion of shorter and snappier creator-led unboxing videos on platforms like TikTok and YouTube Shorts. The #BlindBox tag on TikTok alone has more than 1.3 million posts, and some creators on the platform have built enormous followings from posting unboxing content. “People want to tell others and show others what they’ve got and create that shared experience,” Hackbarth said. The influx of social content that comes from blind boxes is what inspired Cava to venture into the space, Rebhun said. In a private Instagram channel with brand superfans, Cava prompted members to share pictures of their plushies once secured, but he said most of the plushie content online has been organic, he said. View this post on Instagram A post shared by laney (@laneygrn.eats) “They created videos, they did Instagram static posts,” Rebhun said. “It’s really a pleasure to see that type of reaction to something like this because it’s everything that marketers and brands would want.” MGA partners with creators to produce unboxing videos, Hackbarth said, and that content has generated hundreds of millions of views, both paid and organic. ASMR-style videos, he noted, are particularly appealing to some viewers. The company is also experimenting with eventized, live unboxings, which are teased ahead of time to help build excitement and reach both kids and kidults alike. That all can add to the dopamine hit of the surprise, which users can experience secondhand through the screen. “It’s that thrill of the chase,” Hackbarth said. 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Why restaurant operators should consider becoming content creators Subscribe Subscribe Operations Related Topics Marketing & Branding Labor Delivery & Takeout Solutions Equipment Food Safety Executives Recent in Operations See All Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Technology Related Topics Automation Delivery Loyalty AI in Restaurants Recent in Technology See All Sponsored Content Serving Success: How Tommy Bahama is Driving Retention, Flexibility, and Performance Serving Success: How Tommy Bahama is Driving Retention, Flexibility, and Performance Nov 5, 2025 2:00 pm EST Sponsored Content Real Strategies for AI in Restaurants Real Strategies for AI in Restaurants Oct 30, 2025 1 Hr View Segments Related Topics Fast Casual Casual Dining Fine Dining Independent Restaurants Emerging Chains Regional Chains Quick Service Eatertainment Family Dining Recent in Segments See All Fast Casual CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth by Sam Oches Oct 30, 2025 Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Finance Related Topics Mergers & Acquisitions Franchising Recent in Finance See All Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Casual Dining HopCat acquired by Uncommon Equity HopCat acquired by Uncommon Equity by Alicia Kelso Oct 30, 2025 2 Min Read Menu Trends Related Topics Food Trends Beverage Trends Chef Trends Sandwich Trends MenuMasters Spotlight Recent in Menu Trends See All Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Insights Related Topics Restaurant Experience Expert Opinions Top 500 Restaurants Supplier News Recent in Insights See All Fast Casual CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth by Sam Oches Oct 30, 2025 Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Multimedia Resources Related Topics 2025 AI Insights Report 2025 FSTEC Show Recap Event Insider: FSTEC 2025 FSTEC Pre-Show Tech Guide 2025 Restaurant Show Recap Event Insider: Restaurant Show Event Recap: RLC Event Insider: CREATE Event Recap: CREATE 2025 Technology Outlook Report 2025 Data Insights Report Sustainability Outlook 2025 Sponsored By Marketing & Branding Insights Expert Opinions Why restaurant operators should consider becoming content creators Why restaurant operators should consider becoming content creators Why restaurant operators should consider becoming content creators Four dual restaurant operators/influencers share their insights on growing their customer base through content creation Joanna Fantozzi , Senior Editor June 27, 2025 5 Min Read Social content is important for business owners too. Image compiled by Sue Pearsall Editor’s note: Nation’s Restaurant News is excited to partner with Belle Communication to launch The Influencer Insider, a new content series highlighting social media influencers and how their perspectives — and audiences — can be leveraged for restaurant success. Click here for more information. Readers who have been following this influencer series for some time likely already know that social media content creators are becoming increasingly vital to the popularity and longevity of restaurants. But what happens when these two worlds collide? Meet the growing group of operator-influencers: the social media content creators that also own restaurants. Public relations agency Belle Communication has built Brilli, an influencer insights tool that surveys influencers on trends that they and their followers are seeing or want to see from restaurants and food operators. This month, Belle Communication surveyed four operator-influencers about their dual-career journeys, how they built their audience, and the effect that Internet popularity has on their restaurant businesses. “Guests are showing up to restaurants and saying, ‘I saw you on Instagram,’” Kate Finley, founder and CEO of Belle Communication, said. “That’s happening more and more. Whether it’s an operator’s own content or a local foodie sharing their experience, people are choosing where to eat based on what they see online. Having a social media presence is no longer a nice-to-have in restaurant marketing; it's a must for visibility and traffic.” Related: Social media creators fuel beverage boom as coffee, dirty soda drive engagement There is no one-size-fits-all journey to becoming an owner-influencer. Among the content creators surveyed, there was an even split between those who began their careers as content creators before opening restaurants and those who established restaurants first before developing their social media presence. “I was definitely a chef first: I went to cooking school at the age of 13 when there wasn't any social media or internet,” Romain Avril (@chefromainavril) said. “When social media was just photos, I feel everyone had this perception of me as a French Michelin background chef that was serious and arrogant and that wasn't me at all. So, when video was introduced, I thought ‘how can I create content that has some sort of comedic relief that is still associated to food where I can show my personality?’ And that’s how I started creating more light-hearted series like ‘Trash It.’” Meanwhile, Lin Smith Jerome (@lin_smith_jerome) started off as a content creator before opening her first restaurant, Café Lola, in Las Vegas. She said she opened the restaurant with “a content mindset,” and wanted to create photogenic and experiences for guests. For Jerome, content creation is embedded into her workday as an operator, and both are just as important aspects of her business. Related: Purpose and timing matter most for restaurant social content, influencers say “I treat content creation like any other part of the business—it gets blocked into my calendar just like a construction walk-through or investor meeting,” Jerome said. “I also batch film and repurpose wherever I can. I’ll shoot lifestyle content during a site visit, or turn a design install into a behind-the-scenes reel.” Every content creator surveyed said that their online presence has an offline effect on their brick-and-mortar business—from people recognizing them from Instagram, to guests coming in to their restaurants because they’re a fan of their content. “It's a little hard to gauge, but I would say it has definitely brought in more people,” Ben Diaz (@chefbendiaz), owner of Tacos el Chapin and CBD Cuisine, said. I constantly get a stream of guests coming in saying, ‘I came in because I saw you on Instagram/ YouTube.’ It’s a bit of a strange feeling, like, is this real?” Anthony John Scardino (@professorpizza) decided to invest more in content creation after seeing his online success boost business for his Chicago pizzerias, West Town and Old Town. Content creation is a commitment, which means investing in the proper equipment and understanding the algorithms. Related: How B2B foodservice brands can leverage chef partners to boost social influence “I used to hate leaning my phone against something while trying to find the perfect angle to capture me making a pizza because it felt more like a production,” Scardino said. “Then when I got a basic tripod, it made the process more approachable. … Consistency is key. The more video you can do to support the current algorithm, the better. When I was first growing, I’d go live at the same time every day for the same amount of time. Consistency also means using the same background or setting. It helps build familiarity and an organic following over time.” Content creators who are also business owners have the unique opportunity to grow a b2b following that’s not just a regular consumer audience. Most of the influencers surveyed said that their audiences are a mix of chefs, home cooks, restaurant owners, and regular people who love following food content on social media. “My following was male chef-heavy at the beginning, but it's always evolving depending on what videos of mine become popular,” Avril said. “As a French man, I have less than 1% of a French following. A majority of my following is in America, so I have to think about what Americans will be drawn to. Some people are there for the food and some people are there for the comedic relief. Some are chefs and some are at-home cooks.” One of the most important aspects to transitioning into content creation is to share your story authentically. Jerome said that sharing her story online has translated into real-life opportunities and collaborations that she would never have run into otherwise. “Every time we post a new buildout or launch event, we see a spike in inquiries and press, so the ROI is both measurable and long-term,” she said. Contact Joanna at [email protected] About the Author Joanna Fantozzi Senior Editor Joanna Fantozzi is a Senior Editor for Nation’s Restaurant News and Restaurant Hospitality. She has more than seven years of experience writing about the restaurant and hospitality industry. Her editorial coverage ranges from profiles of independent restaurants around the country to breaking news and insights into some of the biggest brands in food and beverage, including Starbucks, Domino’s, and Papa John’s. Joanna holds a bachelor’s degree in English literature and creative writing from The College of New Jersey and a master’s degree in arts and culture journalism from the Craig Newmark Graduate School of Journalism at CUNY. Prior to joining Informa’s Restaurants and Food Group in 2018, she was a freelance food, culture, and lifestyle writer, and has previously held editorial positions at Insider (formerly known as Business Insider) and The Daily Meal. Joanna’s work can also be found in The New York Times, Forbes, Vice, The New York Daily News, and Parents Magazine. Her areas of expertise include restaurant industry news, restaurant operator solutions and innovations, and political/cultural issues. Joanna Fantozzi has been a moderator and event facilitator at both Informa’s MUFSO and Restaurants Rise industry events. Joanna Fantozzi’s experience: Senior Editor, Informa Restaurant & Food Group (August 2021-present) Associate Editor, Informa Restaurant & Food Group (July 2019-August 2021) Assistant Editor, Informa Restaurant & Food Group (Oct. 2018-July 2019) Freelance Food & Lifestyle Reporter (Feb. 2018-Oct. 2018) Food & Lifestyle Reporter, Insider (June 2017-Feb. 2018) News Editor, The Daily Meal (Jan. 2014- June 2017) Staff Reporter, Straus News (Jan. 2013-Dec. 2013) See more from Joanna Fantozzi Subscribe Nation's Restaurant News Newsletters Get the latest breaking news in the industry, analysis, research, recipes, consumer trends, the latest products and more. Sign Up Now You May Also Like Insights Content Spotlight New FS/TEC Technology Guide helps restaurants navigate complex tech landscape The FS/TEC Restaurant Technology Guide is a free digital resource for operators Read More Featured Fast Casual CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth Oct 30, 2025 Recent News Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Casual Dining Content Spotlight Get to know Rick Cardenas, the Darden CEO who started there as a busser The executive shares his advice, along with his most-binged TV show, favorite sports team, and most-used app Watch Now

Sloomoo Institute founders: How we started a profitable slime company Skip Navigation Related Stories Work Amy Poehler says she's never taken sick days: 'We were sold a productivity myth' How I Made It 48-year-old quit Wall Street job to start a business—now it brings in $70M/year Earn 25-year-old quit her corporate job to teach Pilates—she earns more, is 'happier' Get Ahead 25-year-old tech consultant took unpaid time off to be on 'Love Island' Earn Couple sold their company for $745M, but felt numb after: 'We couldn't process it' Sara Schiller and Karen Robinovitz, co-founders and co-CEOs of The Sloomoo Institute Lanna Apisukh The day Karen Robinovitz was reintroduced to slime in 2018, she ran up to her New York apartment's rooftop with her friend's 10-year-old daughter and tried drizzling it all the way to the ground. "It turned me into a 7-year-old for four hours," says Robinovitz, 52. It was the first time she'd felt joy in a year and a half, she says. Within a nine-month span, her husband had died by suicide and her teenage cousin was killed in the Parkland high school shooting. Amid medications, support sessions and therapy, playing with slime offered Robinovitz some unexpected relief — so she bought a handful, then hundreds, of jars from TikTok creators. She'd stumbled onto a niche industry: Some small businesses, particularly on TikTok, have reported bringing in more than $1 million per year making and selling stretchy, elastic goo that you can squish and pop in your hands. But Robinovitz, who ran a talent management agency for social media influencers, and her friend Sara Schiller, founder of an event space company, saw a chance to sell more than just slime. DON'T MISS: How to use AI to be more productive and successful at work Today, they co-run The Sloomoo Institute, an interactive slime experience — a description they prefer to "museum" or "play space" — with locations in New York, Los Angeles, Atlanta, Chicago and Houston. After buying tickets, which average $34 per person, visitors are handed a gob of slime and invited to smack it against a wall. Inside, they'll find customizable slime stations, ASMR rooms and white fiberglass vats of slime with different textures and smells. Sloomoo sells slime too, but about 85% of its revenue — up to $4.3 million per month last year, it says — comes from ticket sales. Its first four locations brought in $28.9 million in revenue in 2023, including $4.6 million in earnings before interest, taxes, depreciation and amortization (EBITDA), according to documents reviewed by CNBC Make It. The company says its full-year earnings for 2024 aren't yet finalized. "Karen and I [have] a deep belief that in tapping into your senses, you're creating an emotional connection," says Schiller, 54, adding that Sloomoo has been profitable since the day its first location opened. "That's so much more powerful than just mailing out packages of slime." 'Lines down the block' for slime Sloomoo unofficially began at one of Robinovitz and Schiller's weekly get-togethers, at Schiller's loft in Manhattan's Soho neighborhood. Both women needed emotional relief: Schiller's husband suffered brain-damaging strokes a couple years prior, making her the family's sole caretaker. Slime occupied their hands as they spoke: Such sensory-heavy activities can improve depression and anxiety symptoms, some studies show . Then, the pair watched Schiller's daughters, one of whom is nonverbal and has limited motor skills, handling the slime together — a rare way for the siblings to connect and play with each other. The two friends bought more than 900 jars of slime to study, Schiller says, then worked on their own recipes. (Always start with Elmer's glue, Robinovitz says.) They attended conferences, where they met and hired slime creators, and raised $1 million from a private investor, the co-CEOs say. Robinovitz and Schiller stretching slime out of one of Sloomoo's fiberglass vats. Courtesy of Sloomoo Institute They put $400,000 of their investment money aside — "If this flopped, we still had to pay rent," Schiller says — and put the other $600,000 into refurbishing a rental space near Schiller's home. They invited slime, parenting and lifestyle influencers on hardhat tours mid-construction as a marketing strategy, Schiller says. Their grand opening in October 2019 sold out — 3,000 tickets — before the duo even opened their doors, they say. "I remember this mother was crying to me, saying, 'My daughter has to come today, all her friends are here,' and I was like, 'I cannot sell you a ticket, we're at capacity,'" Robinvitz recalls. "But when I turned around, the little girl ran [in], threw off her shoes and jumped in the lake of slime." "There were lines down the block," Schiller adds. "People weren't mad they were jostled in. They couldn't believe they had an opportunity to actually get in." Debt, expansion and 'doing something that's never been done before' In its first week, Sloomoo sold $1 million worth of tickets, Robinovitz and Schiller say. Five months in, the Covid-19 pandemic arrived and the business let go of roughly 90 part-time employees, keeping just the co-CEOs, a bookkeeper and their resident slime-maker . They sold slime online, hosted virtual slime-making camps for kids, and hosted corporate workshops for companies like Google and Pfizer until fully reopening in 2021. The following year, Sloomoo raised $5.8 million in a Series A funding round led by Raptor Group, and opened its Chicago and Atlanta locations. The company took on $5 million in debt from its investors to open in Houston in 2023 and Los Angeles last year, the co-CEOs say. They've paid the money back, and their future expansion plans include more locations, physical products, leaning programs, games and even live entertainment, they note. Schiller and Robinovitz adding to a slime wall. Lanna Apisukh The popularity of their central product, the slime itself, has ebbed and flowed over the decades — from the slippery, chemical-smelling slime of the 1970s to Nickelodeon's "Slime Time Live" in the early 2000s. Since today's TikTok-fueled slime popularity will probably fade eventually, Sloomoo's longevity is dependent on giving visitors memorable, unique experiences, says experience economy researcher, consultant and author Joe Pine. Experience-based businesses are successful when they're memorable, meaningful, create a sense of awe and, most elusively, change who we are, says Pine. Interactive art exhibition company Meow Wolf and Italian food market chain Eataly, for example, check all four boxes, he says. Sloomoo's vats, walls and lakes of scented slime fulfill the first three, Pine notes. He's not 100% sold on Sloomoo's ability to transform people — but Schiller and Robinovitz say it's certainly changed the two of them, at the very least. "Karen and I could be SVPs at major companies, and we've chosen to do this because it's really meaningful to us," Schiller says. "We want people to know that you can choose to try, get out there and do something that's never been done before." "After what we've both been through, what are we going to be afraid of now?" she adds. Want to up your AI skills and be more productive? Take CNBC's new online course How to Use AI to Be More Successful at Work . Expert instructors will teach you how to get started, practical uses, tips for effective prompt-writing, and mistakes to avoid. Pre-register now and use coupon code EARLYBIRD for an introductory discount of 30% off $67 (+ taxes and fees) through February 11, 2025. 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What Honey & Co. Can Teach Restaurants About Experiential Dining Lifestyle Dining What Honey & Co. Can Teach Restaurants About Experiential Dining By Lela London , Senior Contributor. Forbes contributors publish independent expert analyses and insights. Lela is a London-based writer and editor who covers food and drink. Follow Author Aug 26, 2025, 02:50am EDT Aug 26, 2025, 10:36am EDT Share Save Comment Honey & Co.'s Itamar Srulovich and Sarit Packer Honey & Co There are few things more humbling than standing over a bed of live coals trying to coax a skewer into something succulent, rather than shameful. Safe to say: barbecue brings out the best intentions and the worst results, yet Honey & Co, the grill-focused restaurant group from Sarit Packer and Itamar Srulovich, found that gap between aspiration and reality and turned it into a masterclass. At their Fitzrovia site, Honey & Smoke, guests of their newly-launched BBQ masterclass are handed skewers, guided to the grill, and asked to do what most of us usually get wrong: cook meat over live flame with confidence. And, in doing so, make an arguably perfect business case for experiential dining at a time when restaurants are searching for revenue beyond dinner service. Here is the model, smouldering in front of you—an experience that is intimate, instructive and, crucially, scalable. Packer and Srulovich aren’t dilettantes, either. Over the past decade they’ve built one of London’s most recognisable restaurant brands. Honey & Co., their original Fitzrovia café, became a cult name on the strength of feta and honey cheesecakes, fragrant Israeli stews, and a warmth of hospitality that felt imported from a different dining era. Honey & Spice, their deli, expanded the reach. Honey & Smoke, the bigger sibling on Great Portland Street, gave them a stage for the grill cooking of their childhoods. Cookbooks and supper clubs extended the brand still further, making a masterclass their natural continuation. All at once: exceptional food served with education, story, and revenue. The class is refreshingly unvarnished, too. There is no gimmickry or “chef’s secrets” doled out with winks, but incredibly helpful facts and opportunities to practice everything not-so-secret secret as you go. You chop, you season, you make bread, you set skewers over coals, and you watch the chefs demonstrate the difference between letting the fire work for you and fighting against it. Food from the Honey & Co masterclass Honey & Co MORE FOR YOU As any of their cookbooks might teach you, but you may not have the personal resources or time to experience at such a scale, the details matter most: the way marinades cling, the moment the meat is ready, the kind of patience barbecue requires. In my own visit, I learned more in two hours than I had in years of reading cookbooks. As you’d expect, many attendees are repeat visitors from the couple’s supper clubs, who now treat the restaurants almost as a second home. Others were diehard fans who had eaten their way across the Honey & Co. portfolio and saw this as the logical next step (myself included). Others were complete newcomers and curious teens, yet even they spoke of the brand with a certain reverence.And that mix — loyalists deepening their connection, new faces being folded in — is where the business logic shines. For the restaurant, the benefits are obvious. Classes are ticketed, so they provide an additional revenue stream in a sector where margins are notoriously tight. They feed directly into loyalty. Once you’ve blistered aubergines under Honey & Smoke’s watch, you’re far more likely to buy the book, reserve a table, or drag a group of friends back for dinner. And they double as live consumer research. Watching a roomful of people react to spice mixes and grill techniques tells you more about your market than a stack of online reviews ever could. Honey & Co's BBQ masterclass food, served Honey & Co The context matters, too. British summers are warming, and the barbecue is enjoying extended cultural relevance among those of us who’d never bothered to get to grips with grilling previously. And that has a lot to teach other restaurants. Few will succeed at home — and that, ironically, is the genius. The harder the skill, the more loyal the student becomes to the teacher. As an expert in the restaurant industry, I truly believe the future of hospitality will be shaped as much by education as by service. Not all in this way, sure, but diners want to understand what they’re eating, and go home with knowledge as much as they do brilliant memories. The bar at Honey & Smoke Patricia Niven For restaurants, that means thinking in ecosystems rather than isolated transactions. A supper club feeds into a cookbook, which feeds into a class, which feeds back into the restaurant. Each layer strengthens the next. What sets Honey & Smoke apart is its balance of authority and accessibility. Guests know they are in capable hands, but nothing ever tips into intimidation. Even as a diner, you feel part of the process, not merely an observer. That inclusivity is why it works as both theatre and business. This isn’t a global franchise with branded spice rubs in every supermarket — at least not yet — but it is a flawless case study in how to extend a restaurant brand beyond the dining room. Editorial Standards Reprints & Permissions LOADING VIDEO PLAYER... FORBES’ FEATURED Video

She couldn’t find a clean prenatal vitamin—now her brand makes $250M a year Skip Navigation Related Stories How I Made It 48-year-old quit Wall Street job to start a business—now it brings in $70M/year Level Up The red flag this founder looks out for in new hire: It 'shows lack of dignity' How I Made It I launched a business from my attic—now it brings in $70 million a year Level Up 39-year-old founder and mom of 2 on the parenting lessons she lives by Startups 38-year-old's startup, backed by Bill Gates, has raised $33M to reinvent butter In 2015, Katerina Markov Schneider was newly pregnant and on the hunt for the right prenatal vitamin. There were plenty of options available on the market, but none that met her standards. She found most of them to have high levels of heavy metals and too many artificial ingredients. Schneider decided to take things into her own hands. "I knew we all deserved better, including myself," she tells CNBC Make It. "And this passion to set a new standard in this supplement industry took over." Schneider quit her job as a venture partner at Atom Factory, an entertainment company, to start Ritual. Less than 10 years later, the supplement brand has expanded far beyond prenatal vitamins and sold over 25 million bottles of supplements for daily health, better sleep, stress relief and more. In 2024, Ritual brought in more than $250 million in gross revenue. But the 39-year-old founder and CEO says building a business centered around women's health wasn't easy: "[It] was so underfunded and understudied." Here's how Schneider weathered the many "no's" she got from investors early on, stayed dedicated to changing the supplement industry and built a successful business. 'Why can't I make this available for other women?' Schneider's parents immigrated to the United States from Ukraine when she was around four years old. She says they've always had a holistic approach to health and wellness. "My parents were the ultimate skeptics," she says. "So, anything they were reading or anything that was in front of us, there was ultimate skepticism." In 2004, when Schneider was studying at Brown University, her mother was diagnosed with breast cancer. "It was such a dark moment in my life," she says. At the time, Schneider's mother opted out of conventional treatment like chemotherapy and radiation, and sought out care from a naturopath who gave her holistic supplements and suggested following a diet based on her blood type. Now, more than 20 years since her diagnosis, Schneider's mother is well, but does monitor her condition with a physician. Schneider says she was always influenced by her parents' approach to wellness, but it was a new chapter in her life that helped determine her own. "I would say that the thing that had the most profound impact on how I thought about health and wellness was being pregnant," she says. "I never took a multivitamin before. And here I was pregnant, and I had to take prenatal vitamins. And there was nothing out there that met my standards." Katerina Schneider wanted a prenatal that could give her the nutrients she needed without heavy metals and artificial colorants. Courtesy of Ritual. Doctors typically advise that pregnant women take prenatal vitamins to increase their intake of folic acid, iron and calcium, which are important for fetal growth and development. Schneider thought the supplements she found on the market didn't have enough of the essential nutrients she needed as an expecting mother. Instead of a standard prenatal, Schneider added magnesium, vitamin D, omega-3 and methylated folate to her daily regimen. But, she couldn't shake the idea that there must be a way for her and other expectant mothers to get the nutrients they need without all of the other junk. "I felt something so deeply inside of me. Why do I have to cobble this together? Why do I have to do the research? Why can't I make this available for other women? And it became kind of a rallying cry inside me," she says. "I was determined to start the company." At the same time she was cooking up the idea for Ritual, Schneider's husband Michael was launching his own business. "We were paying off debt. We were renting out part of our house and about to have a kid in like five months," she says. These challenges almost caused her to give up on starting her business, but Schneider's husband encouraged her to stick with it. The feedback I got was women's health is niche, pregnancy is niche. Katerina Schneider Founder of Ritual Once she was set on creating Ritual, the first step was "really investing in science," she says. To show consumers that her vitamins were different than all of the rest, Schneider wanted to have scientists in-house to lead clinical studies on the efficacy and safety of her product. But funding her vision would be costly, so Schneider began pitching investors in Los Angeles. "A lot of the feedback I got was that women's health is niche, pregnancy is niche, postpartum is niche, fertility is niche, menopause is niche," she says. She was eventually able to get investors on board, including her old boss at Atom Factory, Troy Carter, who invested $1.3 million. Schneider quit her job to focus on the business full-time. 'The future of health is clear' At eight months pregnant, Schneider went to a nutraceutical convention where a manufacturer displayed a vitamin in a clear capsule. The ability to see exactly what was inside the pill inspired her to take the same approach at Ritual. "I was like, 'Wow, this is what it's meant to be,'" she says. "The future of health is clear." By July 2016, just months after giving birth to her daughter, Schneider was able to raise an additional $3.5 million in funding. And this gave her a chance to build her team of scientists. She hired a chief scientific officer and created a team of 20 scientists and experts in fields like physiology and nutrition, who decided it would be more beneficial for the brand to start with a multivitamin. "When we looked at the multi industry, we saw that it contained a lot of ingredients that people were already getting from their diets," Schneider says. "But they were lacking in certain ones that people needed." Vitamins and supplements are not closely regulated by the U.S. Food and Drug Administration. "Basically anybody can go out there and start selling a vitamin supplement and putting a claim on their label," says Jen Scheinman, a registered dietician with over 30 years of experience in the field of nutrition and wellness. "It isn't really until somebody complains or asks the FDA to go look at it that the FDA is going to investigate. So, unfortunately the onus really lies on the consumer to do their research." Schneider made the traceability of Ritual's product integral to the company's mission. Wanting transparency to be at the core of Ritual's mission inspired the brand's clear capsule design. CNBC Make It. The Ritual team decided to not only list every single ingredient in the multivitamin on their website, but also where each was sourced. Also, anyone can access the clinical study that tested Ritual's multivitamin on their website. "At Ritual, traceability is really the proof. It's taking transparency to the next level," Schneider says. "We have a commitment to have clinical studies on every single one of our products by 2030, really showing people the proof behind our science." Experts like Scheinman welcome Ritual's approach. "The sourcing for the supplements to me as a dietitian becomes concerning because I want to make sure that my supplements are going to be pure, clean of heavy metals and are going to actually have the effective ingredient in there," Scheinman adds. "Ritual's doing two things. Number one is they are declaring where they source their ingredients so we can trust they are clean and have the right efficacy. And the other thing is they do third-party testing, which is them confirming [they] sourced this ingredient from a high quality supplier. [It's] putting their seal of approval on that and this is something that's pretty unique to see in the supplement industry." Ritual launched the multivitamin for women ages 18+ in 2016, and for the first six years, the product was only available direct-to-consumer as a subscription service at $30 a month. "I wanted to make it easy because I felt like the industry was just so overwhelming in the amount of choice," she says. Transparency and that DTC model helped Schneider gain the trust of consumers. "For two years, we only had a multivitamin for women 18-plus," she says. "And what's amazing is that during that time, we were doing something so different in the industry that people started saying, 'Hey, when are you coming out with a prenatal vitamin?'" In 2018, Ritual launched the prenatal vitamin that started it all for Schneider. And soon, the brand added postnatal and postpartum supplements. 'She's still at the center of her brand' Since Ritual's launch, the company has expanded beyond its original target demographic. Ritual now sells multivitamins for women over the age of 50, teen girls, teen boys and men. They also sell supplements for sleep, stress and gut health. "We added other products, but she's still at the center of her brand," Schneider says. She often refers to her primary customer base using "she" and "her" pronouns. "Internally we call her the chief health officer because she's making all of the health decisions for her household, not just for her." In 2022, Ritual launched their product in Whole Foods stores, and two years later, expanded to Amazon, Wegmans, and Target. In stores, the vitamins typically retail for $37 to $43. Today, Ritual sells multivitamins for women over the age of 50, teen girls, teen boys and men. They also make supplements for sleep, stress and gut health. CNBC Make It. To encourage other brands in the industry to embrace the same transparency they've built their own brand on, in 2023, Ritual wrote a letter to Congress asking for better regulation of heavy metals in supplements, and to require vitamin and supplement companies to conduct and share clinical trials that support their claims about the products they offer. "I have three little girls that are growing up in the world where women's health is underfunded, understudied and just has a really deep lack of investment and care," Schneider says. "It feels really exciting to be building a brand that is on the forefront of that. Want to earn some extra money on the side? Take CNBC's new online course How to Start a Side Hustle to learn tips to get started and strategies for success from top side hustle experts. Sign up today and use coupon code EARLYBIRD for an introductory discount of 30% off $97 (+taxes and fees) through April 1, 2025. Plus, sign up for CNBC Make It's newsletter to get tips and tricks for success at work, with money and in life. VIDEO 10:07 10:07 How we built a $2 billion mindfulness company Founder Effect

H&R Block doubles down on social marketing amid modernization push | Marketing Dive Skip to main content CONTINUE TO SITE ➞ Don't miss tomorrow's marketing industry news Let Marketing Dive's free newsletter keep you informed, straight from your inbox. Daily Dive M-F Mobile Weekly Every Thursday Agencies Weekly Every Monday By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy . You can unsubscribe at anytime. Search An article from Dive Brief H&R Block doubles down on social marketing amid modernization push As it tries to shed an image largely tied to tax season, the firm is uniting its social creative and media duties under agency VaynerMedia. Published Aug. 26, 2025 Peter Adams Senior Reporter post share post print email license NEW YORK, NY - APRIL 18: A woman walks past an H&R Block office on Tax Day, April 18, 2017 in the Brooklyn borough of New York City. Tax returns in the United States are due to the government today. Drew Angerer via Getty Images Dive Brief: H&R Block is uniting its social creative and media duties under one roof through an expanded relationship with agency VaynerMedia, per details shared with Marketing Dive. The tax-preparation firm is trying to push past solely being associated with tax season to position itself as a provider of trusted financial advice year-round. It is also trying to account for changes in consumer behavior while streamlining marketing decision-making. The initiative is spearheaded by H&R Block Chief Marketing and Experience Officer Jill Cress, who is applying a “fail fast, learn fast” ethos that runs counter to traditional tax-season marketing. Brands in a number of categories are exploring more social-first tactics to engage Gen Z and account for a decline in traditional media. Dive Insight: Social-first marketing continues to pick up steam as legacy brands race to modernize their approach. Social ad spending has climbed steadily over time, but the H&R Block news is the latest signal that more organizations — including those in conventionally staid categories — are enacting bolder moves to orient their strategy around a channel that is essential for connecting with younger consumers and requires an always-on mindset compared to traditional ad campaigns. For 70-year-old H&R Block, the deeper relationship with VaynerMedia comes as the firm tries to shed an image largely tied to tax season, which only occupies a few months of the year. The brand hopes VaynerMedia can help it push the envelope and pivot in real time to capture relevant discussions, an embrace of risk in a typically conservative field. The partnership also aims to wed H&R’s brand-building initiatives closer to performance marketing. “Bringing social creative and media together under one partner isn’t just operationally efficient, it’s a competitive advantage,” said Cress in a statement. “VaynerMedia’s integrated approach fuels agility, sharpens our cultural edge, and ensures we’re building stronger connections with more customers, all year long by integrating H&R Block into daily interactions.” H&R Block in recent years has worked to evolve its marketing and customer service, tapping into TikTok content, generative artificial intelligence and subcultures like gaming. In February, the company launched tax-themed virtual experiences in Roblox , an online game popular with Gen Z and Gen Alpha. The spaces were limited to users 18 and older. ​ The news notches another win for VaynerMedia, which was an early mover in the social-first agency space. PepsiCo earlier this year deepened its collaboration with the shop, aligning VaynerMedia closer to its in-house agency to support beverages like Pepsi and Mountain Dew with their socially led marketing. VaynerMedia in March was also named social agency of record for JCPenney , another legacy brand vying to recapture its edge. Recommended Reading PepsiCo taps VaynerMedia to evolve in-house agency model By Peter Adams • June 16, 2025 JCPenney embraces social-first marketing with VaynerMedia hire By Peter Adams • March 25, 2025 purchase licensing rights Filed Under: Brand Strategy, Social Media, Agencies Marketing Dive news delivered to your inbox Get the free daily newsletter read by industry experts Email: Select Newsletter: Daily Dive M-F Select Newsletter: Mobile Weekly Every Thursday Select Newsletter: Agencies Weekly Every Monday Select user consent: By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy . You can unsubscribe at anytime. Sign up A valid email address is required. Please select at least one newsletter. Editors' picks E.l.f. Cosmetics/Oberland Deep Dive Inclusive marketing ‘in paralysis’: How brands can reject the standstill Diverse representation continues to present a major opportunity for brands and could become even more of an expectation during the end-of-year period. By Jessica Hammers • Oct. 27, 2025 FG Trade Latin via Getty Images Deep Dive How legacy CPG brands can crack the social-first marketing code Ten-figure acquisitions, new agency experiments and organizational changes are underway, but the real key may be relinquishing a sense of control. By Peter Adams • Sept. 3, 2025 Marketing Dive news delivered to your inbox Get the free daily newsletter read by industry experts Email: Select Newsletter: Daily Dive M-F Select Newsletter: Mobile Weekly Every Thursday Select Newsletter: Agencies Weekly Every Monday Select user consent: By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy . You can unsubscribe at anytime. Sign up A valid email address is required. Please select at least one newsletter. Company Announcements View all | Post a press release Prodigy Unveils “Max”: The AI-Powered Budget Strategist Revolutionizing Marketing Spend Manage… From Prodigy October 22, 2025 Dstillery and ViralGains Partner to Expand End-to-End Advertising Performance From ViralGains October 29, 2025 Optimax Eyewear Group Launches FORK, Bringing Club Culture to Fashion Sunglasses with a New Li… From Optimax Eyewear Group October 29, 2025 Exclusive Skai Data Reveals 21% Retail Media Growth as AI Reshapes Product Discovery From Skai October 28, 2025 Editors' picks E.l.f. Cosmetics/Oberland Deep Dive Inclusive marketing ‘in paralysis’: How brands can reject the standstill Diverse representation continues to present a major opportunity for brands and could become even more of an expectation during the end-of-year period. By Jessica Hammers • Oct. 27, 2025 FG Trade Latin via Getty Images Deep Dive How legacy CPG brands can crack the social-first marketing code Ten-figure acquisitions, new agency experiments and organizational changes are underway, but the real key may be relinquishing a sense of control. By Peter Adams • Sept. 3, 2025 Latest in Brand Strategy Dole promotes healthy eating in Minecraft for global campaign By Aaron Baar Target brings back ‘Hot Santa,’ adds new characters to holiday push By Jessica Hammers Chili’s dramatic sales growth continues with 13% traffic jump By Aneurin Canham-Clyne P.F. Chang’s CMO on igniting a new brand platform, holiday campaign By Chris Kelly Industry Dive is an Informa TechTarget business. © 2025 TechTarget, Inc. or its subsidiaries. All rights reserved. | View our other publications | Privacy policy | Terms of use | Take down policy . Cookie Preferences / Do Not Sell

How Too Good To Go helps people find leftover food at huge discounts Skip Navigation Related Stories Earn Trump tariffs helped increase revenue for some U.S. businesses—here's how How I Made It 18-year-old CEO learned to code at 7—now, he has a $1.4 million-a-month AI app Health and Wellness Tracee Ellis Ross' solo travels come with a mixed bag of emotions: 'Joy, grief' Level Up The red flag this founder looks out for in new hire: It 'shows lack of dignity' Startups Small-business owners say Trump tariffs could force them to raise prices David Niles will go to great lengths, or depths, to save food from going to waste: Sometimes, the 63-year-old goes dumpster diving near his home in Brooklyn, New York. The far more sanitary digital version, Niles says, is an app called Too Good To Go , where retailers like restaurants and bakeries sell "surprise bags" of leftover food at discounted prices, usually between $3.99 to $9.99 apiece in the U.S. He's spent nearly $10,000 to pick up almost 2,000 surprise bags on his bicycle over the past four years, he says. Too Good To Go, a Copenhagen-based company founded in 2015, brought in just under $162 million in revenue in U.S. dollars last year, according to documents reviewed by CNBC Make It — primarily by taking a cut of each surprise bag purchase and collecting annual membership fees from retailers. In the U.S., the company typically takes $1.79 per bag and charges an annual membership fee of $89, a company spokesperson says. DON'T MISS: The ultimate guide to negotiating a higher salary Publicly, Too Good To Go's mission is to help reduce global food waste, a problem that costs the world $1 trillion per year, the World Bank estimates . The company has yet to enjoy a profitable year, instead reinvesting its cash flow into expanding geographically, adding new retailers to its app, building new support offices and acquiring other startups, says CEO Mette Lykke . "We do want to run a profitable company," says Lykke, who notes that her business earned $8 million last year before subtracting one-time costs. "If we really wanted to, we could go more hardcore for profitability. But again, it's not really why we're here," she adds. 'You're probably just going to have to make it work' Too Good To Go was originally founded by a group of five Danish entrepreneurs: Thomas Bjørn, Stian Olesen, Klaus Bagge Pedersen, Brian Christensen and Adam Sigbrand. Lykke learned about the company while chatting with another woman on a bus near Copenhagen, and joined its first funding round in 2016 as an angel investor. An entrepreneur herself, Lykke co-founded a social fitness startup called Endomondo that was acquired by Under Armour for $85 million in 2015. "I just thought [Too Good To Go] was the most genius app, and I loved the concept," she says. In 2017, Too Good To Go's founders decided they needed a CEO who could more effectively grow the company — and they asked Lykke to take over, says a company spokesperson. One of her first acts was to more deeply examine the startup's finances, which were in such poor shape that she went home and asked her husband if she should back out of the job, she says. I just thought [Too Good To Go] was the most genius app, and I loved the concept. Mette Lykke CEO, Too Good To Go His response, Lykke recalls: "It's already been in the newspaper, and you're probably just going to have to make it work. So suck it up and get to work." Lykke's first step toward company growth was actually a contraction, shuttering Too Good To Go in four of the 10 countries it operated in. The business had expanded "way too fast, way too soon" without fully figuring out its business model, she says. Since then, Lykke has re-expanded the company to include a grocery service, a software system for food retailers and 100 million users across in 19 countries in Europe, North America and Australia. The app arrived in the United States in 2020, and already hosts retailers in 33 U.S. metro areas and counting, says a company spokesperson. "[Food waste] a massive, massive issue, and it's important that we solve it fast," Lykke says. Conviction to stay the course Too Good To Go, which has nearly $158 million in investment funding, isn't the only for-profit company trying to reduce food waste. Venture capitalists have poured more than $1 billion into the niche industry, funding businesses from online grocery delivery service Misfits Market to at-home composting system Mill, according to PitchBook data. They're all attempting to reach users who are strapped for cash, care about the environment or both. Retailers don't often profit hugely from Too Good To Go sales, but some income is better than the $0 they'd get from throwing their extra food away. And at Delish Bakery in Medford, Oregon, for example, owner Susan Prunty says that multiple of her Too Good To Go customers have become full-priced regulars. Some app users like Niles, the dumpster diver in Brooklyn, worry that Too Good To Go "greenwashes" the issue of food waste, giving users false impressions of environmental responsibility. But if every food retailer in the U.S. used a similar markdown mechanism, they'd save one million tons of food annually, according to calculations by Chicago-based nonprofit ReFED. "That's the [environmental] equivalent of about 900,000 cars coming off the road," says Dana Gunders, ReFED's president. That's the [environmental] equivalent of about 900,000 cars coming off the road. Dana Gunders President, ReFED A profitable, eco-friendly approach can't guarantee Too Good To Go's future success. Retailers could cut out the middleman by launching similar programs themselves, food safety regulatory hurdles vary by country and the company will eventually run out of stores to add to its app, says PitchBook food tech analyst Alex Frederick. Too Good To Go's future depends on faith in the long-term potential of its business model and a conviction to stay the course over time, says Lykke. "I'm very convinced that we have a brilliant model here," she says. "Having a great idea or concept is fantastic, but it's really only 10% of getting there. The rest is all about the execution." Conversions from EUR to USD were done using the OANDA conversion rate of 1 EUR to 1.103897 USD on December 31, 2023. Want to earn more money at work? Take CNBC's new online course How to Negotiate a Higher Salary . Expert instructors will teach you the skills you need to get a bigger paycheck, including how to prepare and build your confidence, what to do and say, and how to craft a counteroffer. Start today and use coupon code EARLYBIRD for an introductory discount of 50% off through November 26, 2024. VIDEO 9:10 09:10 I left my job on Wall Street — now my coffee company brings in $3 million a year How I Made It

MAC bagels? Cosmetics brand launches bakery collab in China Skip to the content Home Creative Works News Opinions Exclusives Events Dao + About Search for: Search Search for: Search Sign up to our weekly Dao Insights newsletter to receive exclusive articles and case studies, plus the latest news on what's happening in China. Email Address: First Name: Last Name: Company Name: Job Title: Please verify that you are human. Leave this field empty if you're human: Sign up for our newsletter! Complete your details below --> The Estée Lauder Companies-owned Canadian cosmetics brand MAC recently launched its Studio Fix cushion foundation in China. Dubbed the 24h “ King of Coverage ” (24H卷王气垫), the foundation comes in premium black packaging. Perhaps based on the visual similarity, MAC unveiled its first collaboration with Shanghai’s premium bakery brand FASCINO. Beauty retailer HARMAY and designer brand TYAKASHA open bakery themed collab store The main draw is FASCINO’s iconic “Black Blueberry Cream Cheese Bagel” (黑金蓝莓乳酪贝果) . The round black shape not only resembles a blueberry but also the MAC foundation. The other reason for the collaboration is that the two products will form an “ 8 AM alliance ” because both can be part of your morning routine. Image: FASCINO/Rednote For this reason, the collaboration is called “Flawless Beginning”. There is also a Black Blueberry Custard Croissant and, of course, exclusive paper bags. In the meantime, MAC also released special co-branded beauty blenders in the shape of sourdough bread and a baguette for the campaign. Longchamp brings Paris to Beijing—and fuels China’s pricey bread craze MAC and FASCINO launched two pop-up beauty and bakery stores, one in Shanghai and one in Hangzhou, called the “Flawless Beauty Flagship”. The collaboration taps into China’s recent obsession with premium bakeries. The morning routine angle also speaks to young professionals craving emotional value. Need to boost your China strategy? Dao Pro delivers bespoke insights on marketing, innovation, and digital trends, direct from Chinese sources. Find out more from our Dao Strategy Team here. Share Join our newsletter Subscribe to receive our latest posts By Yimin Wang Tags Beauty & Cosmetics Food & Beverage Society & Culture Marketing & Branding Read Next Slanted eyes in 2025? Swatch apologises after outrage in China Post date August 20, 2025 By Yimin Wang In News Tags Society & Culture Watches & Jewellery Marketing & Branding Social Media Vinegar coffee? KFC’s KCOFFEE launches collab with Datong Cultural Tourism Post date August 19, 2025 By Yimin Wang In News Tags Food & Beverage Travel Marketing & Branding Social Media What’s Salomon’s new Shanghai concept store like? Post date August 18, 2025 By Yimin Wang In News Tags Entertainment Fashion & Retail Sport & Fitness Marketing & Branding What’s “reverse daigou” from Hong Kong, and why is it going viral? Post date August 14, 2025 By Yimin Wang In News Tags Fashion & Retail FMCG Food & Beverage Society & Culture Our Spring Sale Has Started You can see how this popup was set up in our step-by-step guide: https://wppopupmaker.com/guides/auto-opening-announcement-popups/ × Previous Next × Welcome to Dao insights Sign up to our weekly Dao Insights newsletter to receive exclusive articles and case studies, plus the latest news on what’s happening in China. Email Address: First Name: Last Name: Company Name: Job Title: Please verify that you are human. Leave this field empty if you're human: ×

Malaysians are not ghosting brands. Brands are to be blamed. - MARKETING Magazine Asia Skip to content By The Malketeer Remember when brand loyalty was the thing? You bought your Colgate, drank your Milo, pumped your petrol at Shell and stayed true like a loyal spouse. Your mum used the same detergent for 20 years. Your dad only trusted one tyre shop, rain or shine. Now? Welcome to the Tinderfication of Malaysian consumerism — where every brand is just one swipe (or scroll) away from being replaced. Whether it’s Shopee, Lazada, TNG, or even your telco provider, Malaysians are jumping ship faster than you can say “voucher code.” The question is: why? And more painfully: are brands to blame? 1. Swipe Culture: Love at First Discount Let’s get one thing straight: price still rules. Malaysians are practical, savvy, and slightly obsessed with value. Throw in free shipping, cashbacks, and an RM8 voucher? You’ve got yourself a customer — for this transaction. But will they come back? Only if you give them another voucher. It’s not loyalty. It’s a situationship. Consumers are no longer wooed by heritage or “Made Since 1954” claims. They want speed, savings, and maybe a bit of TikTok sass . If you can’t offer that, someone else will — by the next mega sale. 2. Blame It on the Brands Before we shame consumers for being fickle, let’s look in the mirror. Who trained them to behave this way? It was the brands — dangling daily deals, shouting “Last Chance!” every other week, rewarding only new users and ignoring the loyal ones. Like dating someone who only surprises you in the honeymoon phase, then ghosts you till the next birthday. Loyalty died not because consumers changed but because brands stopped investing in relationships. 3. The Curse of 11.11 Fatigue There was a time when 11.11 felt magical — a once-a-year shopathon of legendary discounts. Now? There’s 10.10, 9.9, 8.8, 7.7, 6.6, and somewhere out there… 2.2½. Consumers are exhausted. Their carts are full but their hearts are empty. Everything feels urgent but nothing feels special anymore. In this flood of sales, brand stories are drowned out by screaming discounts. You can’t build loyalty on adrenaline and price cuts. That’s not branding — that’s bribery. 4. Loyalty Programmes: Death by Boredom “Collect 18 points and get 1 miserable coffee.” Seriously? Most loyalty programmes are designed like 1998 spreadsheets. They’re clunky, slow, and feel more like a chore than a reward. Consumers have to jump through flaming hoops to get a plastic pen or an expired voucher. Meanwhile, brands still use the word “exclusive” while sending the same promotion to everyone in their database. True loyalty isn’t earned with a stamp card. It’s earned by making people feel seen — and treated better than a stranger who just walked in with a promo code. 5. How to Win Back the Malaysian Heart The good news? Loyalty isn’t dead. It’s just been ghosted . Here’s how brands can bring it back from the grave: Start with trust, not tricks. Say what you mean. Mean what you say. Malaysians value sincerity. If your brand story rings true, they’ll listen — and they’ll stay. Reward the right people. Stop obsessing over new customer acquisition. Give your regulars some real love. Birthday perks, early access, meaningful thank-you gestures. Show them they matter. Humanise your brand. Talk like a person, not a press release. Be present on the platforms where conversations happen — especially TikTok, WhatsApp, and wherever memes go viral. Ditch the one-size-fits-all. Segment your audience. Tailor your messaging. Make your customers feel like you get them. Because relevance is the new romance. Stop the promo fatigue. Pull back on the mindless discounts. Focus on value, experience, and storytelling. If every day is a sale, then no day is. Loyalty Is a Two-Way Street Consumers haven’t changed — they’ve simply adapted. In a world where brands act like commitment-phobes, consumers respond in kind. So before you accuse Malaysians of being unfaithful, ask yourself: Have you been a brand worth staying loyal to? Because in today’s market, love doesn’t come cheap. But loyalty? That’s priceless. Related Content: BREWING UNITY: MALAYSIANS URGED TO SIP, NOT SNUB,… Malaysians Believe The Media But Not Their Fast Food… Here’s to the Crazy Young Malaysians Who Dare to… Boycott misinformation not the livelihood of… Controversial or not, the World Cup in Qatar is a… The Anti-Algorithm Movement: Why Malaysian Brands… Malaysians Are Redefining Ageing and the Lesson for Brands Malaysians Don’t Just Buy Brands—They Feel Them MARKETING Magazine is not responsible for the content of external sites. 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New sofa brand "rapidly making its mark" | Furniture News Lewis Business Media 30 October 2025, 20:58 Login Register Home / Products Avriio is rapidly making its mark across the UK and Europe, says its distributor, "showcasing outstanding performance, remarkable consistency, and undeniable strength. "From the outset, the brand set forth with a crystal-clear vision – to introduce innovative designs that redefine industry standards while maintaining a steadfast customer-first approach. This dedication to excellence has allowed Avriio to carve out a distinctive position in the market, gaining traction among consumers who appreciate cutting-edge aesthetics, superior craftsmanship, and an unparalleled user experience." One of the key drivers behind Avriio’s successful launch has been its ability to navigate the complexities of diverse market dynamics, the brand's distributor continues: "In an industry where trends evolve rapidly, Avriio has demonstrated an exceptional capacity to adapt, ensuring that its offerings remain not only relevant but also ahead of the curve. "While adaptability is crucial, the brand’s unwavering commitment to top-tier quality has been equally instrumental in setting it apart from the competition. Every product introduced under the Avriio name reflects meticulous attention to detail, a pursuit of perfection, and a relentless drive to exceed customer expectations. "As the company continues to expand its reach and influence, the momentum gained so far serves as the bedrock for even greater achievements. Avriio is not just a fleeting trend – it is a brand built on a foundation of innovation, dedication and trust. "Moving forward, the company remains fully committed to maintaining its upward trajectory, continuously pushing boundaries, and delivering products that inspire and captivate. With an exceptional team behind its success and a loyal customer base that continues to grow, the future holds limitless opportunities for Avriio. This is just the beginning of an exciting journey." Pictured: Kastoria RELATED CONTENT Jan 10, 2024 Products Introducing Avriio New upholstery brand Avriio is poised to make its debut at imm cologne (Hall 10.2, stand N014), taking place from 14–18th this month. A brand… Jan 15, 2024 Products Discover Avriio in Cologne this week "Welcome to Avriio, where we are inspired by design and driven by excellence." New upholstery brand Avriio launched at imm cologne this week,… Jan 10, 2025 Profiles Avriio – introducing the future of upholstery Avriio is quickly becoming one of the most talked-about upholstery brands to launch in the UK in years, reports Mark Gannon, the driving force behind… Feb 28, 2025 Event Review Upstanding performances from January Furniture Show On the evening of 20th January at this year's JFS, the Social Studio and Champagne Bar hosted the exhibition’s Best Stand Awards and Happy Hour,… © 2025 Lewis Business Media. All Rights Reserved.

We put gravy in beer cans to boost sales' Skip to content Home News Israel-Gaza War War in Ukraine US & Canada UK UK Politics England N. Ireland N. Ireland Politics Scotland Scotland Politics Wales Wales Politics Africa Asia China India Australia Europe Latin America Middle East In Pictures BBC InDepth BBC Verify Sport Business Executive Lounge Technology of Business Future of Business Innovation Technology Science & Health Artificial Intelligence AI v the Mind Culture Film & TV Music Art & Design Style Books Entertainment News Arts Arts in Motion Travel Destinations Africa Antarctica Asia Australia and Pacific Caribbean & Bermuda Central America Europe Middle East North America South America World’s Table Culture & Experiences Adventures The SpeciaList To the Ends of The Earth Earth Natural Wonders Weather & Science Climate Solutions Sustainable Business Green Living Audio Podcast Categories Radio Audio FAQs Video BBC Maestro Live Live News Live Sport Home News Sport Business Innovation Culture Arts Travel Earth Audio Video Live Weather Newsletters 'We put gravy in beer cans to boost sales' 4 November 2024 Share Save Bobbi Hadgraft BBC Radio 4, You and Yours Share Save Ian Butt Ian Butt co-founded Potts' and has embraced a marketing strategy being referred to as "chaos packaging" A food manufacturer says putting gravy in beer cans helped them expand from a kitchen to supermarket shelves. Potts', which has been operating in Swindon, Wiltshire, since 2007, adopted a strategy of packaging their stocks and sauces in beer-style cans in 2019. Ian Butt, one of Potts' founders, told BBC Radio 4's You and Yours programme growth had improved significantly since introducing the novel packaging - a phenomenon now being referred to as "chaos packaging". "We always wanted to increase our recyclability and traditionally, products like ours are sold in plastic pouches or glass jars," he said. "The supermarkets are delighted. Our buyers want to help push sustainability, so it’s been a good opportunity for us to challenge the current format." Potts' gravies and cooking sauces are now stocked in all major supermarkets. They sell about 2.5m cans of gravy annually, with canned products on a whole representing about half of their business. Potts’ Partnership Swindon-based Potts' reached supermarket shelves using "chaos packaging" Mr Butt said Potts' was inspired by creativity in the craft beer market. "There was a huge rise of interesting craft beer cans. That product was always stored in brown bottles with labels," he said. "We thought, because we make liquid products, that there must be a way to make this packaging method work." The idea did not come without obstacles, though. Mr Butt said they quickly discovered issues with packaging thicker, liquid food products in cans. "We had to develop a bespoke method to dispense our stocks and sauces into cans," he said. "The process is a world-first, as far as we are aware." Athena Maroulis/Michael Miraflor Michael Miraflor first coined the term "chaos packaging" on X The strategy of putting a product in packaging consumers would not typically expect has been labelled "chaos packaging". The term was coined by California-based marketing consultant Michael Miraflor on X earlier this year, who said the technique spanned a range of industries. "New brands are disrupting their categories by using unexpected packaging," Mr Miraflor told the BBC. "Savvy brands and their founders have found ways to leverage interesting and delightful, or sometimes confusing and chaotic packaging that can earn free media in the industry. "That’s, basically, impressions on social media. "It gives consumers something to talk about and share at a relatively low cost." Here We Flo Tara Chandra and Susan Allen sell organic tampons in ice cream tubs London-based Here We Flo also uses this strategy. They sell their organic tampons in biodegradable ice cream tubs. Co-Founder Tara Chandra told BBC Radio 4 You and Yours that their packaging can cause more chaos than intended because, sometimes, people accidentally put the product in the freezer. “I, personally, really crave ice cream when I’m on my period and know that a lot of people do," said Ms Chandra. "We thought it would be funny to package the item like this as a nod to period cravings.” Around the world, other brands are also selling their products in "chaos packaging". Moschino sells a perfume in a bottle mimicking a cleaning product, and an American company sells sunscreen in a bottle which looks like a can of whipped cream. The founders of Swiss coffee company - No Normal Coffee - made the decision to sell their coffee in a tube, after realizing that there was a gap in the market. On their website, the two friends described themselves as keen explorers and said they came up with the idea when they began craving the drink while hiking in the mountains. They found that typical instant alternatives lacked flavour, while others proved too bulky to carry around. Potts’ Partnership "Chaos packaging" refers to products packaged in an unexpected way For Potts', when asked whether the packaging caused confusion among shoppers, Mr Butt said any confusion often worked in their favour by making chaos packaged products stand out from others. “When shoppers look at it they often do a double-take and wonder if it’s beer or a beverage," he said. "We’re really lucky as we’ve had a few viral posts about the gravy. "We have this world-first packaging, which helps drive a lot of interest without having to utilise the same size budget as the big boys." Mr Butt said Potts' now planned to expand their Swindon-based business by pushing into overseas markets. "We’re talking to major retailers in Europe, the US and Australia. There’s a big focus on that now." Follow BBC Wiltshire on Facebook, X and Instagram. Send your story ideas to us on email or via WhatsApp on 0800 313 4630. More on this story Shop's take-away plans withdrawn after dozens oppose Fast-food shops facing restrictions near schools New multi-million pound brewery site to open Swindon Marketing London Food

Can’t Wear Traditional Perfume Because It Gives You A Headache? These Entrepreneurs Want To Offer An Alternative: Organic Fine Fragrances Small Business Entrepreneurs Can’t Wear Traditional Perfume Because It Gives You A Headache? These Entrepreneurs Want To Offer An Alternative: Organic Fine Fragrances By Elaine Pofeldt , Senior Contributor. Forbes contributors publish independent expert analyses and insights. How to break $1M in revenue in a business staffed only by the owners Follow Author Aug 23, 2025, 11:20am EDT Aug 24, 2025, 07:02am EDT Share Save Comment Growing up with allergies to peanuts and other nuts, Amanda Sichon struggled with severe eczema her whole life—and was told to get steroid injections every two weeks. Fed up, she experimented with creating an organic skincare regime–and cured the problem in three days. “I was not okay with being on steroids my entire life,” she says. Sichon didn’t know that those challenges would lead to opportunity. After getting her BA in chemistry at New York University and an MS in cosmetic chemistry at Fairleigh Dickinson University, she became a technical manager at the Swiss fragrance company Givaudan. There, she met Seda Bilginer, a sales executive who had studied chemistry at Rutgers University. Besides their shared interest in fragrance and natural products, they discovered common bond: Both were first-generation Americans. Bilginer’s parents were immigrants from Turkey, where she had spent summers at her grandparents’ farm. Sichon’s parents had immigrated from the Philippines. They had soon come together and dreamed up Esas , a fine organic fragrance company based in Franklin Lakes, N.J. The company, staffed by the founders and three part-time employees, brings in seven-figure revenue, selling its fragrances online and through several boutiques. It has raised a total of about $2 million from investors including friends and family and the venture capital firm Crescent Ridge Partners , based in San Diego, after participating in an accelerator run by Ad Astra Ventures , in which Crescent Ridge is a partner. Amanda Sichon and Seda Bilginer came together in a quest to create organic fine fragrances that make perfume an option for consumers' sensitive to traditional products. Ethan Shaw Door24 Videography and Photography “As a fund led by first-generation and immigrant women investors, supporting women founders who share that journey is deeply meaningful to us,” said Maria Gonzalez-Blanch, managing partner at Crescent Ridge, in a statement. “Amanda and Seda’s story is the American dream: using grit, expertise, and vision to transform an industry and make it better for all of us.” MORE FOR YOU The brand’s unique formulations initially attracted the attention of the fund, according to Gonzalez-Blanch, who noted it was the first in the world to achieve the MADE SAFE certification — “a nearly impossible standard for this industry.” The certification process screens products for more than 15,000 banned and restricted substances before deeming them safe for human beings and the environment. “ Fragrance touches our lives every day, yet most of it is made from undisclosed, petroleum-based chemicals,” Gonzalez-Blanch said. “Esas is rewriting that story with transparency, safety, and true luxury.” At a time that about one-third of the population in countries such as the U.S., the U.K., Australia and Sweden is sensitive to fragranced consumer products, Esas is part of a very small but expanding industry. The global natural fragrances market, estimated at $16.7 million in 2024, is expected to grow to $21.6 million by 2033, with a compound annual growth rate of 2.9%, according to the research firm Market Growth Reports . The biggest categories are fruit-, flower- and spice-derived fragrances. The growth has been driven by increasing use of natural ingredients in personal care, cosmetics and household products and better technology that allows for improved extraction and stabilization of natural fragrances, according to the research. However, despite particular interest from younger consumers, there are constraints, such as the high cost and limited availability of sought-after ingredients, complex regulations, and allergen-labeling expenses, the report notes. In contrast, the overall fragrance industry was many times larger, valued at $55.91 billion in 2024, according to the same firm’s research . Esas sells fine fragrances made without synethetics and hormone disruptors. tarynkentphoto@gmail.com Esas’ founders have had to navigate many challenges since they began their early work on the company in 2017, financing it through their salaries. They went out on their own by 2020. Starting out selling “Kolonya” — moisturizing, scented hand cleaners made with hyaluronic acid — they eventually branched out to synthetic-free, all-natural scents made from botanicals, such as “Sweet Cream & Vanilla” and “Sandalwood and Citrus.” Besides perfumes, they make deodorant body sprays, room sprays and candles. Given the cost of the ingredients, these sell for more than traditional products. For instance, the deodorant body spray is $45 for 1.7 ounces. Esas markets the brand on social media, through influencers and on the company’s website, which includes a glossary of ingredients, such as grape leaf tincture from a local vineyard and Bok-choy derived chlorophyll, sourced from vertical farms. Although the founders worked in the perfume industry in corporate America, making perfumes themselves required them to start from scratch. “We had to figure out ourselves how to do everything, from raw-material sourcing to formulation to production to manufacturing to branding to reaching out to influencers,” says Bilginer. Given that they were using very different ingredients from the traditional fragrance industry, they also had to come up with their own processes. “Our fragrances are so natural they have almost nothing to do with conventional fragrance,” says Sichon. As the company has grown, one big question they have had to address is which fragrances customers will like—a challenge given that scent is often a mood-based purchase. “The short answer is you don’t really know—there is no perfect formula,” says Biginer. They test their concoctions with friends and family as well as with the public in places like Washington Square Park in New York City. They self-financed the business initially, a challenge given that they need to safety-test each product in a laboratory. So, as the brand picked up traction, they raised capital. “I don’t think anyone can prepare you for the financial limitations you’re going to experience when you start your own business,” says Bilginer. To keep costs down, the founders currently run the company very lean, with three part-time employees and contractors. They keep their team lean by outsourcing work such as digital marketing. They rely on a fulfillment center about an hour from their headquarters and a shipping company in Florida to get products to customers. All of this is a lot of work, but one big reward, says Sichon, is the feedback they get from fans who had sworn off perfumes because of sensitivities. “We have customers who are amazed they can wear fragrances again,” says Sichon. Gonzalez-Blanch anticipates the fragrance industry will start paying attention. “Just like organic food reshaped what we eat, I believe safe fragrance can and should become the new industry standard,” she said. “Amanda and Seda are doing what the industry said was impossible, creating clean fragrances that are safe, lasting, and beautiful. That kind of authentic innovation is exactly what we love to back.” Editorial Standards Reprints & Permissions

RXBar, Hidden Valley see marketing opportunity in summer travel chaos | Marketing Dive Skip to main content CONTINUE TO SITE ➞ Don't miss tomorrow's marketing industry news Let Marketing Dive's free newsletter keep you informed, straight from your inbox. Daily Dive M-F Mobile Weekly Every Thursday Agencies Weekly Every Monday By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy. You can unsubscribe at anytime. Search An article from Dive Brief RXBar, Hidden Valley see marketing opportunity in summer travel chaos The packaged foods brands are running separate promotions that help cover the costs of flying and cancelled trips amid a busy season. Published Aug. 21, 2025 Peter Adams Senior Reporter post share post print email license A rendition of RXBar’s Get Out of Travel B.S. Free Card stands at an airport gate. The prepaid gift card helps cover the cost of summer trips gone awry. Permission granted by Kellanova Dive Brief: Two packaged foods brands are stepping up to alleviate the pain of summer travel as consumers head into a hectic Labor Day Weekend. RXBar, the protein bar marketed by Kellanova, is offering a $500 bank-issued prepaid gift card to help cover the costs of vacation plans that have been canceled or delayed due to unforeseen circumstances this season, per a press release. Clorox-owned Hidden Valley Ranch is assisting with checked bag fees for fans who pack a bottle of its dressing, which typically comes in containers too large for carry-ons, and snap a picture for Instagram, an announcement said. The stunts underscore how brands are capitalizing on mounting consumer frustrations with the state of travel. Dive Insight: U.S. airports this summer have been plagued by technical glitches, air traffic control close calls and inclement weather — all while handling some of the busiest holidays for travel in over a decade. The result has been plunging levels of customer satisfaction, a problem for categories like airlines but a potential opportunity for brands not endemic to travel. RXBar and Hidden Valley Ranch are angling to grow affinity amid the chaos by lessening some of the burden for consumers, at least on the financial front. Both are offering to comp a portion of travel costs in the gear-up for Labor Day, provided people fork over some personal information or post about their fandom online. RXBar’s $500 gift card is available to those who fill out a form with their name, email, date of travel and reasons why their trips got hamstrung. After a two-week period ending Sept. 4, the Kellanova snack marketer will select winners of the Get Out of Travel B.S. Free Card, which comes in a custom-branded sleeve and complemented by a five-count protein bar box. The effort is part of RXBar’s larger platform combating B.S., which this year has tackled topics ranging from unhealthy New Year’s resolutions to mind-numbing corporate jargon. The concept is aligned with the brand’s ethos of simplicity and transparency, embodied in bars that display a simple list of ingredients on the front of the pack. Hidden Valley Ranch meanwhile is poking fun at another common airport headache: security limits on the amount of liquid that can be kept in carry-on bags. Those who pack Hidden Valley Ranch in their checked bag and share a picture on Instagram between 1 p.m. ET on Aug. 29 and 11:59 p.m. ET on Sept. 1 with the hashtag #PackYourHiddenValleyRanchOffer and a @Hidden.Valley tag have the chance to receive a $35 prepaid gift card. The Clorox brand’s offer is eligible for the first 1,000 customers who post about their ranch-ready bags. Winners will be notified via direct messages from Hidden Valley on Sept. 2 so they can claim a reimbursement.

Influencer trips are out. Customer trips are in Skip to main content Anna Kim By Katie Hicks March 25, 2025 • 6 min read While some gifts keep on giving, others, as certain brands have learned, can keep on taking. Extravagant influencer trips, like Tarte’s ventures to Bora Bora and Dubai , and large-scale influencer offerings, like Poppi’s decision to loan vending machines to creators ahead of the Super Bowl, have prompted consumer backlash, causing some brand marketers to reevaluate whether big-name creators are the best recipients for lavish gifts or trips. As a result, some brands, including beauty brand Cocokind and beverage brand Vita Coco, have turned their attention to customers with community-oriented getaways and giveaways. Last year, hydration packets brand Waterboy and makeup brand Refy took customers on trips to Mexico and Spain, respectively, and in January, Cocokind took seven customers on a trip to Napa Valley. “We found ourselves having these conversations around our [influencer] mailers and other costs and expenses…while simultaneously seeing all these conversations happening around influencer trips,” Maria Maciejowski, Cocokind’s CMO, told us. “We decided to redirect the budget and create this unforgettable experience for people who’ve supported us the most over the years.” Based on the success of the initial trip, Cocokind is planning to bring a different group of customers on a trip in June, Maciejowski said. “At the end of the day, those are the people who are showing up for you every single day,” she said. “They deserve equal, if not more, recognition than people who have a platform.” Tripping out For its first and second trips (the latter of which was initially set to be held in Hawaii), Cocokind encouraged customers who regularly purchase, review, or share products to apply, regardless of their follower count. “It really wasn’t about their social presence,” Maciejowski said. “It was about seeing their authenticity and enthusiasm for the brand.” Those who were selected received a call from Cocokind’s founder and CEO, Priscilla Tsai, who picked them up from the airport and provided gifts like hand-packed lunches and necklaces once in Napa. “She was just so eager to spend as much time with them as possible,” Maciejowski said. “It really is about the connection and the one-to-one.” Attendees received released and unreleased Cocokind products and spent time with the brand’s VP of product development, who gathered feedback and insights on product features like texture and fragrance, Maciejowski said. The trip was tied to the release of the brand’s Electrolyte Water Cream moisturizer and allowed the brand to not only treat some of its most loyal customers, but also hear their insights, Maciejowski said. Cocokind used social media to promote the trip, posting content like room reactions and notes from a product concept brainstorm, which Maciejowski said was a way to show other customers that the brand values their input. Cocokind’s social team also made a point to distance itself from flashier marketing tactics, noting in posts that no yachts, caviar, or private jets were involved. “We really wanted everyone who wasn’t on the trip to still feel like they could appreciate those who truly deserved to win and got that opportunity,” Maciejowski said. “The content was really not about being flashy or ostentatious…It was about, ‘Look at what we do to show how much we appreciate you.’” View this post on Instagram A post shared by cocokind (@cocokind) Even though big follower counts weren’t required, attendees posted their own content from the trip, which also helped generate buzz, Maciejowski said. “We’re strengthening our relationships with some of our most engaged community [members], and that really causes that ripple effect in organic content creation for the brand,” she said. Get marketing news you'll actually want to read Marketing Brew informs marketing pros of the latest on brand strategy, social media, and ad tech via our weekday newsletter, virtual events, marketing conferences, and digital guides. Subscribe After the Napa trip, Tsai said in an Instagram post that the trip was a “materially impactful marketing strategy” According to Maciejowski, the brand saw a 115% increase in engagement across social channels, a 136% increase in earned media value around Cocokind’s brand values, and an “overwhelmingly positive response and sentiment.” You get a gift...You get a gift! Other brands are looking to give back to customers on a smaller scale, like influencer Mikayla Nogueira’s beauty brand Point of View, which recently added 10 customers to its PR mailer list for the next year, or beverage company Vita Coco, which gifted its products in New York’s Washington Square Park for Valentine’s Day. Vita Coco has handed out samples before, but the February activation, in which the brand handed out samples of its new Strawberries and Creme beverage from a metal cart on casters with a sign reading “vending machine” on top, was inspired directly by online discussions around Poppi’s Super Bowl vending-machine stunt, CMO Jane Prior told Marketing Brew. “It was really hearing consumers say that they wanted brands to hear them and that they’re sick of influencers getting all the attention and benefiting from all of this gifting from brands,” Prior said. “That’s the sentiment that we were responding to.” More broadly, Vita Coco’s team had clocked social conversations “where consumers were asking brands to engage more with everyday consumers,” she said. One TikTok video from the Vita Coco giveaway has been viewed almost 5 million times, while a behind-the-scenes video is up to nearly 1 million views. Prior said the stunt helped drive buzz and awareness, calling it one of the “more engaging initiatives” from the brand. Another beverage brand, Olipop, had plans to host a mocktail drive-thru to share gift boxes with customers for the first time as an alternative to influencer gifting in January, Steven Vigilante, director of strategic partnerships at Olipop, told us. (The event was indefinitely postponed due to the LA wildfires.) “The people who really appreciate these things are consumers more than influencers in most cases,” Vigilante said before the planned event. Prior agreed with the sentiment. “It’s really about sharing the love beyond influencers and celebrities, who tend to be the benefactor of many of these gifting campaigns.” Vita Coco plans to continue gifting influencers, and Prior advised that brands approach with caution and not be “overtly over-the-top” about it. The hardest part of quitting influencer gifting entirely, she said, is that there are few replacements for the reach that can be gained through owned and organic content. “It’s a challenge for brands to find interesting and creative ways to be able to leverage these influencers and their audiences, but also to be able to do it in a way that doesn’t turn off the consumer, ultimately,” she said. Vita Coco has one plan for keeping influencers in the gifting conversation. Prior said some creators will receive empty, prepaid shipping boxes next month for them to fill with unused gifted products, which will then be donated to charity.

FarmboxRx founder: How I built grocery delivery company in NYC Skip Navigation Related Stories Earn 25-year-old quit her corporate job to teach Pilates—she earns more, is 'happier' Startups 38-year-old's startup, backed by Bill Gates, has raised $33M to reinvent butter Success Co-founder of $1.7 billion startup: What every first-time entrepreneur must do first Millennial Money 32-year-old makes $122,000 a year in health care—without going to med school Work How a 35-year-old tech worker started a 'cake picnic' that's attracted thousands Ashley Tyrner-Dolce, founder and CEO of FarmboxRx FarmboxRx Ashley Tyrner-Dolce knows what it's like to struggle to afford healthy food for her family. A little over a decade ago, she was a single mom relying on food stamps and Medicaid. Now, Tyrner-Dolce is the founder and CEO of FarmboxRx, which aims to deliver healthy foods to low-income Americans in food deserts through their health insurance plans. The subscription-based business brought in roughly $55 million in annual revenue as recently as 2023, according to a company spokesperson. FarmboxRx is free of cost for its users: Medicare, Medicaid and other insurance providers pay for the grocery deliveries, as a means of preventative health care. The company became profitable in 2022, and currently partners with more than 80 different health plans, says Tyrner-Dolce, 41. In 2011, Tyrner-Dolce and her newborn daughter moved to New York from Arizona looking to start fresh. Living in the Big Apple wasn't glamorous: She crashed with friends, relied on government assistance for food and lugged her groceries through the subways, she says. She landed a role as a business manager in the fashion industry, and got off food stamps — now known in New York as Supplemental Nutrition Assistance Program (SNAP) benefits — a year later at age 25. Her living situation improved over the next few years, but her trips to the grocery store never did, Tyrner-Dolce says. Finding affordable, healthy food was difficult, as was hauling heavy bags home on her own. In 2014, she left her corporate job to launch FarmboxRx. She used three years' worth of savings — about $80,000 originally meant to go toward buying a house, she says — to cover startup costs like branding and marketing, a warehouse and legal fees. She cut down on her personal expenses, moving into a small, one-bedroom apartment with her daughter while reselling toys on eBay to bring in additional cash. DON'T MISS: How to start a side hustle to earn extra money Initially, FarmboxRx was a direct-to-consumer service: Customers subscribed, and received fresh produce on their doorsteps. Tyrner-Dolce wanted to find a way for health plans to help pay for the food, but investors didn't share her vision at first, she says. "Every VC wanted to turn us into a meal kit," says Tyrner-Dolce. But "I don't take no for an answer. I like to say I'm a rhino. I can't ever turn around and look back. I have to just charge forward." FarmboxRx reportedly reached $1 million in annual revenue in 2019, off those produce subscriptions. That money largely covered the business' expenses, leaving comparatively little for payroll, including Tyrner-Dolce's own salary, she says. But she learned something important that year: Some Medicare and Medicaid users could access discounted and free produce as part of their health plans. Tyrner-Dolce reached out to "80 to 100 health plans," hoping to land a partnership, she says. She struck up one with Vibra Health Plan, owned by Blue Cross Blue Shield, in 2020. Two years later, FarmboxRx had enough health plan partners to completely leave the direct-to-consumer market. "That's when we became profitable," says Tyrner-Dolce, adding that her company still hasn't taken any external funding. FarmboxRx isn't the only business with a similar idea. Companies like Mom's Meals and Performance Kitchen similarly sell meal kits online through health plans, and the global healthy food market is expected to reach over $890 billion this year, says a Future Market Insights report. Major retailers like Instacart, Uber Eats, Kroger and Walmart offer nutrition-based food programs, partnerships or grocery stipends. And the online grocery industry is projected to grow by $1.2 trillion between from 2024 to 2028, according to market research company Technavio. Tyrner-Dolce says she's confident she can keep growing her business amid increased competition. On March 18, FarmboxRx announced a social needs platform called Driver's Health that offers a broader swath of resources and in-home delivery items, meant for other wellness-related struggles like housing and transportation. "Tackling diet-related disease is about education, affordability and access," says Tyrner-Dolce. "You have to bring many prongs together to solve this issue." This story has been updated to reflect that FarmboxRx brought in roughly $55 million in annual revenue in 2023, according to a company spokesperson.

Entrepreneur Nicola Gunby's Cliq social networking app has already raised $646,000 Skip Navigation Related Stories Startups 30-year-old founder facing ‘dating burnout’ started an IRL events company Startups Bluesky CEO: How I turned my Twitter research project into a rival company Work Gen Z workers are going to IRL networking events to find friendships Psychology and Relationships 30-year-old founder is using AI to help singles find love Get Ahead Having a personal brand at work is key for introverts, expert says Nicola Gunby, co-founder of Cliq. Nicola Gunby Nicola Gunby, a 30-year-old entrepreneur, longed for a community of friends when she moved to London after the pandemic, but was shocked to find herself isolated in one of the biggest cities in the world. Gunby, the co-founder of social and community networking app Cliq, hails from Nottingham in the U.K. and settled in London with her partner Jason Iliffe in 2021 after a stint in Australia. Gunby and Iliffe were expecting to become embedded in the city's social scene but soon found that meeting people was a struggle. "How can you be in a city of millions of people but struggle to find true connection?" Gunby said. "It felt really impossible." Nicola Gunby and her husband Jason Illife co-founded Cliq together. Nicola Gunby Gunby tried everything. She attended networking events for female founders but found them too corporate. She even turned to apps like Bumble BFF, which she found to be "super transactional," while Facebook groups were "so outdated." Gunby and IIiffe soon realized that the issue was far bigger than themselves and started musing over the idea of a social networking platform that brought people together in real life. After drawing up some plans, they hired an app agency to build the barebones of an app and trialed it at universities. Cliq, which was founded in February 2023, is described as an antidote to stereotypical social media platforms. Users can join communities focused on their interests and hobbies which can range from running, reading, Pilates, and faith-based groups. The purpose of the communities is to arrange events so users can meet up in person and kindle friendships. "It's just making it easy to meet people in an authentic way … and teaching people to put their phone down, which is very difficult in this day and age when our screen time is so high and we're so addicted to our phones," said Gunby. Since its launch, Cliq has raised £528,900 ($646,000) in funding and built a base of 100,000 users worldwide, with the U.S., Australia and Bali its main markets outside of the U.K. Loneliness is a global issue The creation of Cliq comes as people search for connections amid what's been described as a " loneliness epidemic ." Gallup's global loneliness poll , which collected data in 2023, showed that one in five people surveyed worldwide felt lonely "a lot of the day." The same demographic of people were more likely to say that they felt anger or physical pain. U.S. Surgeon General Vivek Murthy's 2023 report "Our Epidemic of Loneliness and Isolation" highlighted that loneliness is becoming a growing issue across generations and is a great risk to physical health contributing to things like dementia, stroke, or even premature death. "It's 100% a global issue," Gunby explained. "The pandemic made us a lot more introverted as people ... I think it made a lot of people a little bit scared to socialize again. "That's coming out of the works now, and people are wanting that in real life, connection," she added. The loneliness issue has also been exacerbated by technology and social media, according to Gunby. "We feel so connected through our phones that we can see what our friends or influencers are doing constantly, but many of these people we don't actually see, so we feel like we're connected on the surface level, but when we look deeper down, we're actually really not," she said. "The loneliness crisis is going up and up and up, and so many people are looking for connection, but none of the apps are doing anything to solve this." U.S. Surgeon General Vivek Murthy recently told "The Oprah Podcast" that one solution to loneliness is not to focus more on ourselves, but to pay attention to the world outside us by investing in three things: relationships, service and community. "When we focus on connecting to something bigger than ourselves, that's actually when we find joy," he told Oprah Winfrey in a January episode of her podcast. 'A true social network' Gunby said the reason why Cliq works is because its communities operate around a shared interest and purpose. She described a distinction between social networking apps and social media apps. A social networking app is less about consuming content and more about connecting with friends, Gunby said, citing the old days of Facebook as an example of this. "The younger generation, and we speak to a lot of them … they've never really experienced what a true social network is," she said. "Every single platform since then has been social media, so Instagram, TikTok, for example. We're just sat consuming. We're scrolling. We're addicted to our phones." "We're not actually socializing with anyone, and it's taking away that face-to-face interaction," she added. Cliq collaborated with Gymshark to put on a walking event. Cliq Cliq, she said, is the middle ground between the "nice, social media feel," and making it easy to meet people. "That's why we wanted to create a hybrid model of: you connect with people online before you connect offline," she said. She pointed out that social events can often be difficult for more introverted personalities and it can be awkward to strike up a conversation with a random person when you have nothing in common. With Cliq, the activity is the common interest, she added. "So you go to a run club as a social, maybe you're really shy and you don't want to open up, but you could talk about the run. You go to a book club. Maybe I don't want to speak about myself, but you talk about the book," Gunby said. "If you've got that common interest with someone, or you've done that activity, or it's the community's focus around something, you have something to open with."

How Sofa Club is rewriting the rules of furniture… | Furniture News Lewis Business Media 31 October 2025, 08:31 Login Register Home / Profiles Fast-growing digital-first sofa brand Sofa Club says it is "rewriting the rules of furniture marketing, one scroll at a time" through short-form video, expert insight, and a focus on "real people and culture". "While traditional retailers cling to catalogues and slow-moving seasonal campaigns, Sofa Club is taking a bold, culture-driven approach, using TikTok, influencer partnerships, behind-the-scenes content, and digital PR to become a stand-out name in a crowded industry," the brand reports. Indeed, Sofa Club appears to have fully embraced the 'TikTokification' of marketing in an attempt to turn brand storytelling into digestible, engaging content that entertains and builds trust. "From styling tips and sofa unboxings to team interviews and behind-the-scenes glimpses of HQ life, Sofa Club’s strategy isn’t just about selling products – it’s about humanising the brand and creating meaningful touchpoints with its audience," it continues. Brand director Olivia Smith comments: “We’ve never seen ourselves as just a furniture company. We’re a content brand, a culture brand, and social media gives us the tools to tell our story in a way that’s relevant, real, and ridiculously engaging.” The brand’s recent sponsorship of influencer Perrie Sian’s new podcast is just one example of how Sofa Club is investing in partnerships that align with its audience. And this is supported from behind the scenes, too, from day-in-the-life videos of staff, to TikTok trends featuring real employees and customers, to spotlighting the personalities behind Sofa Club’s design and customer service teams. “People buy from people, that’s the mindset we live by,” says Olivia. “Furniture is an emotional purchase. It’s about comfort, style and lifestyle, and we make that come alive by showing the faces and stories behind the brand. TikTok and Instagram have been instrumental in helping us build that connection.” The results speak for themselves, says Sofa Club : "High engagement, viral product moments, and a loyal, style-conscious following that sees Sofa Club as more than just a furniture retailer." Olivia continues: “We’re not afraid to try new formats or show our personality. That’s what makes us different from so many furniture brands stuck in the past. The future of marketing is fast, visual and interactive, and we’re here for it.” The brand recently earned Instagram blue tick verification, cementing its place as a trusted voice in the digital interiors space. For the Sofa Club team, the moment was deeply meaningful – particularly in honour of Louis Rose, the company’s CEO and co-founder, who recently passed away (see related). “Louis built this brand on energy, innovation and heart,” says Olivia. “He believed in the power of social media before it was trendy and he would have been so proud to see us reach this milestone. The blue tick isn’t just a symbol of authenticity, it’s a tribute to his legacy and everything he helped us build.” RELATED CONTENT Jun 20, 2025 News Sofa Club pays tribute to co-founder Louis Rose, the co-founder of Sofa Club, has passed away at the age of 35 following a long battle with cancer, the business reports. Dec 04, 2023 News Polish manufacturer invests in Sofa Club Sofa Club has announced a strategic partnership with Polish sofa manufacturer Tessa Group, which involves the latter acquiring a significant… Jul 17, 2024 News Sofa Club opens in Liverpool this week Retailer Sofa Club is opening its first store in Liverpool this Saturday. Jun 16, 2025 Event Review Sofa Club and Red Bull deliver Manchester pop-up On 29th May, Sofa Club joined forces with Red Bull to create a one-day-only pop-up living room in St Ann's Square in Manchester, showcasing products,… © 2025 Lewis Business Media. All Rights Reserved.

Matcha appeals to younger health-conscious restaurant consumers Subscribe Subscribe Operations Related Topics Marketing & Branding Labor Delivery & Takeout Solutions Equipment Food Safety Executives Recent in Operations See All Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Technology Related Topics Automation Delivery Loyalty AI in Restaurants Recent in Technology See All Sponsored Content Serving Success: How Tommy Bahama is Driving Retention, Flexibility, and Performance Serving Success: How Tommy Bahama is Driving Retention, Flexibility, and Performance Nov 5, 2025 2:00 pm EST Sponsored Content Real Strategies for AI in Restaurants Real Strategies for AI in Restaurants Oct 30, 2025 1 Hr View Segments Related Topics Fast Casual Casual Dining Fine Dining Independent Restaurants Emerging Chains Regional Chains Quick Service Eatertainment Family Dining Recent in Segments See All Fast Casual CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth by Sam Oches Oct 30, 2025 Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Finance Related Topics Mergers & Acquisitions Franchising Recent in Finance See All Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Casual Dining HopCat acquired by Uncommon Equity HopCat acquired by Uncommon Equity by Alicia Kelso Oct 30, 2025 2 Min Read Menu Trends Related Topics Food Trends Beverage Trends Chef Trends Sandwich Trends MenuMasters Spotlight Recent in Menu Trends See All Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Insights Related Topics Restaurant Experience Expert Opinions Top 500 Restaurants Supplier News Recent in Insights See All Fast Casual CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth by Sam Oches Oct 30, 2025 Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Multimedia Resources Related Topics 2025 AI Insights Report 2025 FSTEC Show Recap Event Insider: FSTEC 2025 FSTEC Pre-Show Tech Guide 2025 Restaurant Show Recap Event Insider: Restaurant Show Event Recap: RLC Event Insider: CREATE Event Recap: CREATE 2025 Technology Outlook Report 2025 Data Insights Report Sustainability Outlook 2025 Sponsored By Beverage Trends Food Trends Quick Service Independent Restaurants Matcha appeals to younger health-conscious restaurant consumers Matcha appeals to younger health-conscious restaurant consumers Matcha appeals to younger health-conscious restaurant consumers The powdered green tea is appearing in a growing number of drinks and desserts Bret Thorn , Senior Food Editor , Nation's Restaurant News August 1, 2025 8 Min Read The ‘s’-shaped matcha croissant at High Street in Philadelphia draws consumers with its unusual shape and color High Street Matcha — bitter, grassy, and gritty — doesn’t stand out as an obvious candidate for a trending ingredient, but many customers have taken a shine to it for its health halo as well as the vibrant green color that makes it pop visually. The Japanese powdered tea, milled from dried premium tea leaves, is traditionally drunk hot and unsweetened, but these days it’s often mixed with different flavors and frequently consumed cold. It’s also used as an ingredient in desserts. “Our most popular matcha drinks are often indulgent, fun, and visually appealing,” said The Human Bean’s chief marketing officer, Janie Page, in an email. “Our customers really enjoy adding fruity flavors like peach and strawberry, and sweet flavors like vanilla and white chocolate, either mixed within the matcha or on cold foam on top.” In March, the chain of around 185 coffeehouses based in Medford, Ore., introduced a lavender cold foam matcha, which incorporated the herb into the foam. Page said it performed “exceptionally well.” “Matcha has become an increasingly important part of our beverage lineup,” she added. “Sales of matcha-based drinks at The Human Bean have grown by approximately 50% year-over-year, underscoring its strong momentum with our customer base.” And it’s not alone. Technomic Ignite data reports that mentions of matcha on menus increased by 21.6% between the first quarters of 2024 and 2025. That growth is even more pronounced in nonalcoholic beverages, mentions of which are up by 23.4%. Matcha mentions in dessert are up by 24.4%. Related: Why Swig is turning team members into ‘day makers’ One such dessert is the Matcha Croissant at High Street in Philadelphia. Executive chef Christina McKeough forms the laminated pastry in a non-traditional shape, sort of like an ‘S’ turned on its side, so customers can see the flaky layers and the matcha colored pastry cream inside. The matcha latte at Black Rock Coffee Bar, center, is often paired with other flavors. Photo credit: Black Rock Coffee Bar She also often makes brioche doughnuts filled with matcha pastry cream or topped with a combination of matcha, sugar, and a little salt. “We try to have more of a balance between sweet and savory, and matcha is good for that,” she said. Its color helps, too. “It’s really nice to have different pops of color within our pastry display, as well as different shapes and sizes,” she said, adding that green attracts the eye a lot better than the usual brown of baked goods. She said the matcha pastries tend to appeal to young and middle-aged adults — not so much children, who want chocolate, or the elderly. She said matcha dessert buyers also tend to be “a little bit more adventurous … maybe they’ve read about it because of its antioxidants or because it’s a more health-forward ingredient.” Related: Beer Trends 2025: Social drinking rebounds amid shifting consumer habits Matcha is, indeed, generally considered good for you, at least if it’s enjoyed without added syrups or other sweeteners. Because the powdered tea is actually consumed rather than just steeped in water, it’s possible that the antioxidants in it provide even more benefits. And of course, it’s also a good source of caffeine. Regardless of the reason, McKeough’s matcha pastries sell out fast. “We don’t make a ton, but if we make 12 a day they’ll be gone in the morning,” she said, adding that they also might be more of a morning pastry than an afternoon one. “I think in the afternoon you’re getting things that are a little heavy, like a pecan bar, or something that’s a little sweeter. Maybe in the morning they’re thinking, ‘I’m going to treat myself to a pastry, but it’s matcha so it’s okay.’” Peet Coffee’s Matcha drinks appeal to a younger demographic. Photo credit: Peet's Coffee It’s not a cheap ingredient, and recent shortages due to supply-chain issues and its increased popularity have caused the price to spike. For Mark Yu, executive chef of 53, a pan-Asian restaurant in New York City operated by the Altamarea Group, that’s forced him to reevaluate its use in pastries. He replaced his matcha ganache dessert, made with black tea crumble and black cardamom crumb, with a dessert that required less of the powdered tea. Now on the menu is a matcha strawberry ice cream sandwich. Technically, it’s a semifreddo, which he makes by adding matcha to heated milk, folding it into ice cream base, and adding sweetened condensed milk. The semifreddo is layered with a strawberry-covered feuilletine — strawberry and matcha being a classic pairing and also a trendy combination this summer, he said — and sandwiching both of them between crisp mochi shells. Related: Seven Asian coffee drinks to know now “It tastes like one of those trendy drinks — matcha and boba,” he said. Matcha is also trending at 250-unit Peet’s Coffee, whose matcha latte sales are up by 40% year-to-date, according to head of retail product marketing Filipa Aguiar Loureiro. Two-thirds of Peet’s matcha consumers are millennials or Gen Z, which she said skews younger than the chain’s average consumer. “Additionally, we see a strong preference for iced matcha formats, which aligns well with the tastes and habits of this younger audience,” she said in an email, adding that more matcha items would be added for the fall and holiday seasons. Starting in April, Peet’s added two more matcha drinks to its permanent menu: one made with coconut water and simple syrup, and another, called the Blushing Rose Matcha Latte, with milk, strawberry, and rose flavors. Scooter’s Coffee offered a Strawberry Blossom Matcha at its 850 coffeehouses this spring. It was made with matcha and milk topped with strawberry and rose-flavored foam. The chain based in Omaha, Neb., also offers matcha lattes and smoothies, the latter of which can be combined with fruit flavors and/or added protein. Vice president of strategy and insights Rebecca Speck said in an email that matcha appeals in particular to “Gen Z customers who are looking for alternatives to coffee with potential health benefits, including impacts to metabolism, detoxification, and concentration. “They also love to customize matcha drinks, adding different flavorings or cold foam … whether they order a hot or iced matcha latte, or blended into a matcha smoothie,” she added. Guests at Black Rock Coffee Bar, based in Scottsdale, Ariz., are similarly aged and health-conscious, according to chief marketing officer Jessica Wegener-Beyer, and they like it iced and with milk. “Hands down, matcha lattes with cold foam or a top choice, especially when paired with flavors like vanilla, strawberry, or lavender,” she said in an email. “Vanilla is the most popular, but each flavor lets our guests customize their drink to match their mood — whether they’re going for something sweet, floral, or bold, there’s a matcha combo that fits.” Although matcha’s not Black Rock’s top seller, it does attract curious new guests and keeps the brand looking on trend, Wegener-Beyer said. “It’s also visually striking,” she said. “Those vibrant green drinks pop on social media, which helps us connect with a wider audience.” Mooyah Burgers, Fries, and Shakes offered a matcha shake this past winter, blending the tea with vanilla ice cream. The Plano, Texas-based chain’s senior director of brand & integrated marketing, Cait Dunn, said in an email that the shake was part of an effort “to expand our shake offerings into more modern and lifestyle-driven flavors.” “While matcha wasn’t directly requested by guests, our team closely follows culinary and beverage trend forecasts, and matcha has consistently appeared on lists highlighting rising interest in functional and better-for-you ingredients,” she said. “We saw an opportunity to lean into that excitement while still delivering indulgence in a way that felt fresh, relevant, and uniquely Mooyah.” 53 in New York City offers a strawberry matcha ice cream sandwich. Photo credit: Altamarea Group She said the wintertime launch also allowed the 73-unit chain to differentiate itself from the more wintry flavors offered by competitors. “When we polled our guests prior to launching, they were excited about the prospect of trying a matcha shake,” she said, adding that it helped them reach a new audience segment, “and prompted great conversations on social media.” The Coffee Bean & Tea Leaf, a chain of around 200 coffeehouses based in Los Angeles, has had matcha on the menu for more than 20 years, according to president and head of Americas Tara Hinkle, but over the past year it “has been having a major moment across the globe,” she said in an email, and at her chain matcha drinks now account for around 10% of total beverage sales on an average day. “What’s particularly noteworthy is that this growth has occurred despite rising prices, underscoring the enduring appeal and value our customers place on high-quality matcha beverage offerings,” she said. The chain has also been innovating in the space, with a launch last September of iced matcha lattes with a choice of strawberry or mango cream. They also introduced a Honey & Nut Matcha Latte in the winter, and this summer’s hit has been an Iced Ube coconut Cream Latte, which, since its June 4 launch, has accounted for about one-third of all limited-time-offer purchases. Although many matcha drinks are sweetened, its consumers do want unsweetened options. Starbucks has had matcha on U.S. menus since the introduction of the Green Tea Latte in 2006, but in response to customer requests, it introduced an unsweetened matcha powder in January and, as mentioned in its earnings call for the second quarter, sales of matcha are up by nearly 40% this year.

How viral jewellery label Heaven Mayhem became a $10 million business | Vogue Business Skip to main content Make better business decisions Sign up to our newsletter for a truly global perspective on the fashion industry Sign Up Enter your email to receive editorial updates, special offers and breaking news alerts from Vogue Business . You can unsubscribe at any time. Please see our privacy policy for more information. Close Become a Vogue Business Member to receive unlimited access to Member-only reporting and insights, our Beauty and TikTok Trend Trackers, Member-only newsletters and exclusive event invitations. In 2022, influencer Pia Mance used $900 of her own money to set up a website, buy some vintage pendants from a flea market in Los Angeles, and make a set of 20 necklaces to sell online under the label Heaven Mayhem. Three years on, she’s built a $10 million demi-fine jewellery and accessories business, known in particular for its viral knot earrings. This month, the brand launched a pop-up in London’s Selfridges that runs until November, aiming to boost brand awareness and demonstrate the breadth of its offering. “It all happened really fast. The growth has been insane,” says Mance over lunch in London a few days out from the pop-up opening. The luxury jewellery market as a whole has been more resilient than fashion in recent years, but in the demi-fine jewellery space, which relies on increasingly discerning aspirational shoppers , growth has slowed after a post-pandemic boom . Heaven Mayhem has also faced some headwinds, with production delays on some of its launches this year. The LA wildfires in January had a small impact, too, as the brand manufactures its belts locally. Mance says her initial ambition of doubling revenues to $20 million in 2025 now seems out of reach, but she remains optimistic: “I know a lot of brands are struggling right now, and maybe we won’t grow as fast, but we’re still on track to grow a further 80 per cent this year.” Photo: Rachpoot/Bauer-Griffin/GC Images Mance started her career as a model in her native Australia, before moving to London in 2017 with her husband, Cody, co-founder of footwear label Naked Wolfe. During Covid, Mance pivoted from modelling to influencing, creating fashion and lifestyle content on Instagram and TikTok, amassing 45,000 followers. But when the couple moved to LA in 2022, for Cody to work on his brand, Mance decided to launch her own. “After six months I was like, ‘I’m working every night till 10pm on boring shit and waiting for furniture to be delivered, so let’s build something.’” She didn’t want to put “a tonne of money” into Heaven Mayhem, so she used a retro Sony digicam to capture lo-fi product content for the website. At first, she had no clear plan for the business, though knew she ultimately wanted to design her own pieces and produce on a bigger scale. Mance’s first four drops were small, limited by the amount of pendants she could get hold of. But then the vintage store she was sourcing from found 180 pendants hidden away in a box. “I bought them all, but then got to my house and they are all the wrong size, way smaller. At that point I couldn’t waste $1, so I was like let’s just try — and that [smaller size] ended up being a bestseller.” She sold them for $80 each, racking up $14,400 in revenue, which enabled her to travel to China to find a jewellery manufacturer — unlocking her ability to sell her own designs. Today, Heaven Mayhem manufactures between Dongguan and Guangzhou in China, alongside LA. Some 80 per cent of sales are direct-to-consumer (DTC) via its website, while 20 per cent are wholesale. In addition to Selfridges, stockists include Neiman Marcus, Moda Operandi and Ounass in the UAE. Earrings (retailing for around £80) are now the “bread and butter” of the business, says Mance, representing 50 per cent of sales, while watches (priced at around £200) represent 20 per cent. The rest of the business is split across eyewear (which the brand launched in February this year) and other accessories like belts, jewellery storage boxes and laptop cases. How it blew up Naturally, Mance’s influencer status helped get Heaven Mayhem off the ground. But she also admits she bent the rules of influencing in the early days. “I would wear [Heaven Mayhem] and tag it, but I never said ‘this is my brand’. Then, people would like a photo on Heaven Mayhem and then I would DM them like, ‘Hey, you interested?’” she says. Ahead of Coachella 2023, Mance gifted earrings to the likes of Summer Fridays co-founder Marianna Hewitt and It-girl Emily Ratajkowski, among other influencer friends. Another factor in her early success was cheap Facebook ads. “I was getting them for like $3 [per 1,000 impressions], now they’re $35.” And then came Hailey Bieber. Bieber’s friend, American singer-songwriter Justine Skye, was actually first to discover the earrings. Then, after a chance meeting with the pair in LA, Mance offered to send some to Bieber, too. The next afternoon, an assistant to Bieber’s stylist DM’ed the brand requesting some earrings for a fitting — three hours later. “I had to drive over to [the assistant’s] house and drop them off,” recalls Mance. It paid off. Bieber was first spotted wearing Heaven Mayhem’s now-signature knot earrings in public in August 2023, and has worn the style several times throughout the last two years. She didn’t tag the brand, but the uplift in site visits and press coverage was almost immediate, Mance says. Every time Bieber wears the earrings, Heaven Mayhem is covered by scores of titles, from Vogue and Teen Vogue to Elle , Cosmopolitan and Women’s Health . “It’s the brand awareness she [creates]. The Hailey effect is so real,” Mance says. Does it have longevity to last beyond these influencer moments? “The brand has a highly engaged community and brings a strong point of difference,” says Sarah Cartwright, buying manager for fine and fashion jewellery, watches, shoes and eyewear at Selfridges. Already a stockist of the brand, Selfridges decided to host the pop-up to create some buzz around it. The stock sold out in days, Cartwright says. “Gen Zs want more than just product, they’re seeking experience, self-expression and exploration,” she continues. “We’re seeing a distinct move away from seasonal trends and towards jewellery that feels expressive. The popularity of brands like Heaven Mayhem shows a desire for individuality over trend-chasing; whether it’s their vintage-inspired, statement earrings, cotton-strand shell pieces, or playful sunglasses. Customers want jewellery that feels like an extension of themselves, and they’re willing to explore new and emerging brands to find it.” Becoming a go-to for accessories That said, Mance still has to navigate shifting consumer sentiment as the brand’s customer base grows. It’s important to keep evolving the assortment, even once you’ve had a viral product like the earrings, she says “I don’t want it to become too mass or something that’s not cool. So I still want to keep doing niche drops that are interesting and sell out and have that special feeling.” Every time Mance wants to launch another category, she goes on the hunt for suppliers via word of mouth, helped by her husband’s existing supplier network. “My husband spent two years living in China. During that time, I would visit and join him on factory visits, explore markets and meet suppliers, which gave me an early understanding of how production and sourcing worked before launching the brand.” She has also expanded her network through trade shows like Lineapelle in Milan, where she met many of the suppliers she still works with today. “When I decided to start my brand, those connections introduced me to factories specialising in jewellery hardware, which became instrumental in bringing the brand to life.” When hoping to develop belts in 2023, Mance went to Downtown LA to several leather shops, before one pointed her in the right direction. As she develops the range, Mance is trying to educate the consumer on how to style the full Heaven Mayhem collection. “We know that they like to shop quality pieces for occasions, so we’re doing a lot of styling and trying to educate them — like these pieces you can wear every day, here’s your occasion pieces. We want to be the go-to for accessories,” she says. Beyond this, Mance still doesn’t have a business plan per se, preferring instead to rely on her instincts and the opportunities that come along. Over lunch, she smiles: “I don’t know if you believe in manifestation, but I do. I’m figuring it out as I go.” So far, it’s working. Correction: Mance moved to London in 2017 and LA in 2022. Comments, questions or feedback? Email us at feedback@voguebusiness.com . More on this topic: Jewellery’s bright moment — and the looming risks What does Gen Z want from jewellery? Is jewellery ready for live streaming?

How a $1,500 fender bender sparked $450K/yr banana pudding business Skip Navigation The 2014 hit-and-run that put a dent in Lloyd Ortuoste's 2003 Subaru WRX only caused around $1,500 in damage, but it changed his life forever. The car was Ortuoste's first big purchase as a 20-something. He loved its turbocharged engine and bright yellow paint job. He knew he wanted to get it fixed, but the person who sideswiped him didn't leave their insurance information, and the cost of the repairs were equivalent to nearly a month's pay at the time. To fund the repairs, Ortuoste got creative. He decided to sell his homemade banana pudding — already a hit with his friends — in an effort to raise the money he needed. He and his now wife Trisha Villanueva started the " Baonanas " hashtag on Instagram and quickly saw orders start to pour in. The pair realized that what was originally meant to just help them pull together a few thousand dollars had the potential to be a full business in its own right. After making enough money to repair the Subaru, Ortuoste kept going. In the decade that followed, Baonanas blossomed into a viral hit. At its peak, Baonanas boasted three brick-and-mortar locations plus a thriving wholesale and catering business. These days, Baonanas' menu features dozens of flavors ranging from classic banana pudding to more creative offerings like ube, s'mores and lychee rose. The business brings in roughly $450,000 per year from its Jersey City outpost and robust catering and wholesale operations. Ortuoste still drives his more than 20-year-old Subaru, but he's thankful to have been on the receiving end of that fateful hit-and-run. "I always say he's a silent partner, whoever hit my car," he says. "If I could meet them today, I'd owe them a lot of hugs." For the full Baonanas story, check out the latest installment of CNBC Make It's "How I Made It." Are you ready to buy a house? Take Smarter by CNBC Make It's new online course How to Buy Your First Home. Expert instructors will help you weigh the cost of renting vs. buying, financially prepare, and confidently navigate every step of the process—from mortgage basics to closing the deal. Sign up today and use coupon code EARLYBIRD for an introductory discount of 30% off $97 (+taxes and fees) through July 15, 2025. Plus, sign up for CNBC Make It's newsletter to get tips and tricks for success at work, with money and in life, and request to join our exclusive community on LinkedIn to connect with experts and peers.

Oysters grow in popularity, hitting on multiple trends Subscribe Subscribe Operations Related Topics Marketing & Branding Labor Delivery & Takeout Solutions Equipment Food Safety Executives Recent in Operations See All Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Technology Related Topics Automation Delivery Loyalty AI in Restaurants Recent in Technology See All Sponsored Content Serving Success: How Tommy Bahama is Driving Retention, Flexibility, and Performance Serving Success: How Tommy Bahama is Driving Retention, Flexibility, and Performance Nov 5, 2025 2:00 pm EST Sponsored Content Real Strategies for AI in Restaurants Real Strategies for AI in Restaurants Oct 30, 2025 1 Hr View Segments Related Topics Fast Casual Casual Dining Fine Dining Independent Restaurants Emerging Chains Regional Chains Quick Service Eatertainment Family Dining Recent in Segments See All Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Quick Service Burger King’s focus on its signature Whopper pays off Burger King’s focus on its signature Whopper pays off Oct 30, 2025 3 Min Read Finance Related Topics Mergers & Acquisitions Franchising Recent in Finance See All Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Casual Dining HopCat acquired by Uncommon Equity HopCat acquired by Uncommon Equity by Alicia Kelso Oct 30, 2025 2 Min Read Menu Trends Related Topics Food Trends Beverage Trends Chef Trends Sandwich Trends MenuMasters Spotlight Recent in Menu Trends See All Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Insights Related Topics Restaurant Experience Expert Opinions Top 500 Restaurants Supplier News Recent in Insights See All Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Expert Opinions How restaurant operators can save thousands of dollars by going green How restaurant operators can save thousands of dollars by going green by Michael Oshman Oct 30, 2025 4 Min Read Multimedia Resources Related Topics 2025 AI Insights Report 2025 FSTEC Show Recap Event Insider: FSTEC 2025 FSTEC Pre-Show Tech Guide 2025 Restaurant Show Recap Event Insider: Restaurant Show Event Recap: RLC Event Insider: CREATE Event Recap: CREATE 2025 Technology Outlook Report 2025 Data Insights Report Sustainability Outlook 2025 Sponsored By Food Trends Chef Trends Oysters grow in popularity, hitting on multiple trends Oysters grow in popularity, hitting on multiple trends Oysters grow in popularity, hitting on multiple trends The shellfish is sustainable, high in protein, and has plenty of good stories to tell Bret Thorn , Senior Food Editor , Nation's Restaurant News July 8, 2025 10 Min Read Oysters at the Irving, and sister restaurant Willow & Ivy, are roasted on a bed of rock salt. The Irving There are many things to like about oysters that fit nicely into current food trends. They’re high in protein and a variety of micronutrients, they’re incredibly good for the environment, they’re an affordable luxury, and there are great stories to tell about them. “You are getting the best possible taste of the sea,” said Bilen Gaga, partner in Selune, a natural wine and oyster bar that just opened in Brooklyn, N.Y., in June. “There are subtle and not-so-subtle differences based on location, but at the core, fresh oysters are just a small way of feeling like you are smelling and tasting the pure essence of the ocean. Don’t they taste like the most perfect day on the beach? I know that’s what they evoke for me.” They’re certainly growing in popularity: Mentions of oysters on menus have increased by 11.9% over the past year, according to Technomic’s Ignite Menu data. At Selune the focus is on Utah Beach oysters, named for the bay in France where they grow, which is the same Utah Beach where allied forces landed to liberate Europe during the Second World War. Gaga’s partner, Paris native Marc Lioussane, introduced them to her, saying they were uniquely delicious. “The first time I had them, I had to begrudgingly agree,” Gaga said. But transatlantic journeys aren’t necessary for oysters, and many operators focus on what’s harvested from nearby waterways. Related: Menu Tracker: New items from Sonic Drive-In, Jimmy John's, and Hardee’s The rise of the oyster master These days most oysters are cultivated. They’re farmed in estuaries or other coastal areas, and they’re not just sustainable — they’re regenerative, cleaning up the waterways where they grow. “They filter up to 50 gallons of water a day,” said Aaron Juvera, chef de cuisine of Southerleigh Fine Food & Brewery in San Antonio, Texas, and that state’s first certified oyster master. “One of the farmers we work with has noted that she’s seen the water change visually, and new schools of fish have come back to their bay that they hadn’t seen,” he said in an interview in October. Oyster certification is new, having just been launched by the Oyster Master Guild in 2023. Although there are four levels of certification on paper, there were only two levels available when Juvera earned his certification and he achieved the first level. “I thought level one would be like brushing the surface, but they went deep into everything from cultivation history, the species, anatomy, techniques for shucking, impact on the environment. ... There are quite a few topics to cover.” And the Texas oyster industry is new, too. Juvera said the state just started taking applications in 2019 and then licensing was delayed by the pandemic. It takes 18-36 months for oysters to reach market size, around three inches, but Juvera already was using oysters from three farms last year — Copano Creams, Blackjack Point, and Big Tree oysters. He said the Copano Creams grow in brackish water in Copano Bay and have “beautiful umami and a little bit of minerality.” Big Trees grow at the top of the same bay and get more saltwater. “They’re bright, nice, clean, almost a sea bean taste — sort of vegetal,” he said. Related: Menu Tracker: New items from Taco Bell, Dunkin’, and Sonic Drive-In And Blackjack Points, from the south side of Aransas Bay, “have a lot more flowing water and are bigger, with a sweeter finish, and a little mineral in there. It’s really interesting that all three of these farms are roughly 40 minutes from each other and are vastly different,” Juvera said. And they’re also different from typical Gulf of Mexico oysters, which tend to be flabbier and more suited, as far as many chefs and consumers are concerned, to cooking rather than eating raw as Juvera is serving them. “When I think ‘Gulf oyster,’ I think of the large, rocky guys that some people come in for but others find not so appealing,” Juvera said. The new varieties are so different that the chef has told his staff to call them Texas oysters instead of gulf oysters. Related: Menu Tracker: New items from Applebee’s, Starbucks, and Arby’s Big Trees are also on the menu at Le Calamar, which opened in Austin in May , serving food inspired by Texas, France, and Mexico. “I can’t count how many guests have remarked, ‘I didn’t know oysters from the Gulf could be so good!’” chef Casey Wall said in an email. He has prepared them in a variety of ways, and was particularly pleased with some that he lightly poached in chicken fat, chilled, and then reheated in vermouth cream finished with tarragon oil. He also served them on the half shell with a mignonette made with green garlic vinegar, pink peppercorns, “tiny onions from Sanchez Family Farms in Poteet, Texas, and the most fragrant dill pollen from Hotspell farms,” he said. “It ends up tasting like the best kosher dill pickle brine you've ever had.” The green garlic in the mignonette also ties into the restaurant’s ethos of minimal waste: The root ends, skins, and fibrous leaves of the garlic are steeped in Champagne vinegar for a couple of weeks, resulting in a “very intensely green garlic flavored vinegar,” he said. There are five different species of oyster that are widely consumed in the U.S., and four are found on the Pacific Coast, where they tend to be meatier and sweeter than Atlantic oysters, which are all the same species: Crassostrea virginica. All of them have great nutritional qualities, including high levels of zinc, Vitamin B12, iron, selenium, and Omega-3 fatty acids. Seamark is one of many restaurants in Boston that offer $1 oysters during happy hour. | Seamark The appeal of merroir Even though oysters from Maine to the Caribbean are the same species, they can taste radically different from each other, and the term for that has come to be known as merroir — a play on terroir, which is the French term for the impact that climate, soil, and production techniques have on wine. Learning that merroir can be a big part of the fun of oyster selection, said Kyle Biddy, executive chef of Little Betty Steak Bar in Mountain Brook, Ala. “As a chef, I love learning about these specific coastal areas where oysters are grown,” he said in an email. “It gives me something that’s ever-changing for our staff to learn about as we bring in different oysters at different times of the year.” He mostly uses East Coast oysters from North Carolina to Maine, but also uses Murder Points from Bayou La Batre in Alabama. “They’re actually really good!” he said. He prepares them in a variety of ways — raw on the half shell with peach verjus and pickled watermelon rind in the summer, roasted with smoked sunchoke foam and pink peppercorn in the fall, and baked with pepper and pecorino cheese, cacio e pepe style, for the holidays. He also serves them raw with his own mignonette of red wine vinegar, red yuzu kosho, fish sauce, lemon, shallot, and black pepper, along with lemon and his house-made hot sauce of lacto-fermented guajillo chiles, Brazilian starfish peppers, morita chile, roasted garlic, and tamari. “The guest response is fantastic,” he said. Back in New York City, at Peasant, chef Marc Forgione uses oysters from Widow’s Hole, from the north fork of Long Island, for a dish that reflects the restaurant’s approach to wood-fired cooking. He starts by roasting bone marrow. “We then treat that like a compound butter and mix with allium, herbs, and red wine,” he said in an email. Then he cools it and spoons it on freshly shucked oysters with a pinch of nduja sausage and roasted them until they’re warmed through and then finish it with a squeeze of lemon juice, serving them on a split marrow bone. “The savory and fatty marrow … and spice from the nduja are perfect compliments to the briny Widow’s Hole oyster,” he said. “They create a perfect surf and turf moment.” Roasted and smoked oysters from Willow & Ivy in Boston. | Willow & Ivy Boston’s happy hour substitute Boston has a unique relationship with oysters. Not only are they prized by locals, and many varieties are grown in the state’s waterways, but many restaurants, including Woods Hill Pier 4, Rebel’s Guild, and Seamark, offer $1 oysters as a substitute for happy hour: Discounting drinks at specific times of day is illegal in Massachusetts, so operators discount oysters instead to draw post-work crowds. They’re $2 each at The Banks Seafood & Steak. “We have lots of local businesses and offices in the area and a lot of times people will come in for the oysters,” said chef Robert Sisca. “I personally love the East Coast oysters. I like the briny, strong, punch ’em in the face kind of big, big oyster that you get here.” So he usually offers three or four varieties of them, particularly local Island Creek and South Bay Blondes, and a rotation of other local varieties to make sure regulars have something new to try, as well as one West Coast oyster. “They’re a little more creamy, and cucumber,” he said. “It’s just got a little bit different flavor.” He serves them raw, on the half shell with seasonal mignonette, such as rhubarb in the spring, cucumber in the summer, and apple cider in the fall. Other accompaniments include traditional cocktail sauce and his own house-fermented hot sauce made with Fresno chiles, salt, and pepper. He’ll also offer composed oysters topped with caviar or sea urchin. Daniel Kenney, executive chef of the Lenox Hotel in Boston, also makes his own hot sauce, which he says is Tabasco-style with Thai and jalapeño peppers as well as a little Basque Espelette. That and a pink peppercorn mignonette and cocktail sauce accompany local raw oysters at the hotel’s signature restaurant, Willow & Ivy, as well as its cocktail bar, the Irving. But he also roasts them on a bed of rock salt — a classic method that keeps the shellfish level so their liquid doesn’t leak out. He tops them with Irish rashers (salt-cured Irish pork loin), along with shallots, garlic, double cream, Grana Padano cheese, baby spinach, Espelette pepper, and buttery toasted brioche breadcrumbs. The salt is topped with hickory and apple wood chips along with pink and black peppercorns, star anise, clove, and juniper. “We put them in our really hot pizza oven,” he said, so the wood chips and aromatics smolder. Then he covers them with a glass cloche. The oysters are brought to the table that way for a big, aromatic reveal. “Roasted at really high temperature, those aromatics really deliver,” he said. Kenney has worked all over coastal Massachusetts, including Cape Cod and the islands of Martha’s Vineyard and Nantucket, and developed relationships with many of the oyster farmers in the area. “We stick to those farms,” he said. “It’s a great opportunity for us to use super-fresh oysters. I believe that’s one of the reasons why they’re great." Matthew Gaudet also focuses on relationships with oyster farmers. He’s culinary director of Sidell Hospitality, which operates Stephanie’s in Boston as well as Saltie Girl, with locations in Boston and Los Angeles. The Boston restaurants have five oysters: four local and one from the West Coast. “At Stephanie’s, we sell them faster than our inventory, so we’re changing them even throughout the day,” he said, noting that front-of-house staff sometimes complains that they have to reprint the menu during the day as suppliers change. “The relationship with the oyster farmers in the region and how it relates to Boston and the audience here suits us well.” And in Los Angeles, most of the oysters are from the West Coast, but they have one from the East Coast, which suits local preferences. “The people on the West Coast enjoy their West Coast oysters, and the East Coast people enjoy their East Coast oysters,” he said. But beyond that, he likes to offer a wide variety of different flavors and textures in his oysters. “When you’re building an oyster program, you have the opportunity to offer different varieties, and you want different textures and sizes,” he said. “Some are more buttery, and some are insanely briny. … You can go for a different journey along the coastline.” Contact Bret Thorn at [email protected] About the Author Bret Thorn Senior Food Editor, Nation's Restaurant News Senior Food & Beverage Editor Bret Thorn is senior food & beverage editor of Nation’s Restaurant News and Restaurant Hospitality. Hi is responsible for spotting and reporting on F&B trends across the country for both publications. He is the co-host of a podcast, Menu Talk with Pat and Bret, which features interviews with chefs, food & beverage authorities, and other experts in foodservice operations. From 2005 to 2008 he also wrote the Kitchen Dish column for The New York Sun , covering restaurant openings and chefs’ career moves in New York City . He joined Nation’s Restaurant News in 1999 after spending about five years in Thailand, where he wrote articles about business, banking and finance as well as restaurant reviews and food columns for Manager magazine and Asia Times newspaper. He joined Restaurant Hospitality ’s staff in 2016 while retaining his position at NRN. A magna cum laude graduate of Tufts University in Medford, Mass., with a bachelor’s degree in history, and a member of Phi Beta Kappa, Thorn also studied traditional French cooking at Le Cordon Bleu Ecole de Cuisine in Paris. He spent his junior year of college in China, studying Chinese language, history and culture for a semester each at Nanjing University and Beijing University. While in Beijing, he also worked for ABC News during the protests and ultimate crackdown in and around Tiananmen Square in 1989. Thorn’s monthly column in Nation’s Restaurant News won the 2006 Jesse H. Neal National Business Journalism Award for best staff-written editorial or opinion column. He served as president of the International Foodservice Editorial Council, or IFEC, in 2005. Thorn wrote the entry on comfort food in the Oxford Encyclopedia of Food and Drink in America, 2 nd edition, published in 2012. He also wrote a history of plated desserts for the Oxford Companion to Sugar and Sweets, published in 2015. He was inducted into the Disciples d’Escoffier in 2014. A Colorado native originally from Denver, Thorn lives in Brooklyn, N.Y. Bret Thorn’s areas of expertise include food and beverage trends in restaurants, French cuisine, the cuisines of Asia in general and Thailand in particular, restaurant operations and service trends. Bret Thorn’s Experience: Nation’s Restaurant News, food & beverage editor, 1999-Present New York Sun, columnist, 2005-2008 Asia Times, sub editor, 1995-1997 Manager magazine, senior editor and restaurant critic, 1992-1997 ABC News, runner, May-July, 1989 Education: Tufts University, BA in history, 1990 Peking University, studied Chinese language, spring, 1989 Nanjing University, studied Chinese language and culture, fall, 1988 Le Cordon Bleu Ecole de Cuisine, Cértificat Elémentaire, 1986 Email: [email protected] Social Media: LinkedIn: https://www.linkedin.com/in/bret-thorn-468b663/ Facebook: https://www.facebook.com/bret.thorn.52 Twitter: @foodwriterdiary Instagram: @foodwriterdiary TikTok: @foodwriterdiary See more from Bret Thorn Subscribe Nation's Restaurant News Newsletters Get the latest breaking news in the industry, analysis, research, recipes, consumer trends, the latest products and more. Sign Up Now You May Also Like Insights Content Spotlight New FS/TEC Technology Guide helps restaurants navigate complex tech landscape The FS/TEC Restaurant Technology Guide is a free digital resource for operators Read More Featured Marketing & Branding Domino’s marketing secrets: CMO Kate Trumbull on pizza chain’s big brand update Domino’s marketing secrets: CMO Kate Trumbull on pizza chain’s big brand update Oct 23, 2025 Recent News Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Casual Dining Content Spotlight Get to know Rick Cardenas, the Darden CEO who started there as a busser The executive shares his advice, along with his most-binged TV show, favorite sports team, and most-used app Watch Now

GoodPop CEO: How I built my popsicle business, starting in college Skip Navigation Daniel Goetz spent many late nights as a college senior cutting and blending fresh fruits, and freezing them into popsicles to sell to parched customers near the University of Texas at Austin. The advertising major fell in love with Mexican ice pops, called paletas, while visiting Mexico City with his college girlfriend. Inspired, Goetz started mocking up potential brand names and doodling logos during a class in 2009. He landed on the name "GoodPop." Today, the Austin-based organic popsicle and ice cream bar company's frozen desserts are sold in more than 10,000 locations across the U.S., including Costco, Walmart and Whole Foods Market. GoodPop brought in more than $63 million in gross sales in 2024, according to documents reviewed by CNBC Make It. It's never taken external funding, says Goetz. GoodPop has been profitable nearly every year since its launch, with 2024 as an exception. It likely won't be profitable in 2025 either, following the winding down of an unpopular product line, but is projected to return to profitability in 2026, says a company spokesperson. DON'T MISS: A step-by-step guide to buying your first home—and avoiding costly mistakes Goetz, still the company's CEO, built GoodPop with extremely little experience or industry expertise. He "knew nothing" about supply chains or the consumer packaged goods market, he says, and spent years "driving a lot ... running around all over Texas, making deliveries." He spent his first four years after graduation sleeping "rent-free" on friends' couches around Austin so he could save money while trying to build GoodPop, he says. He cut fruit and froze 80 popsicles per hour, by hand, in a local paleteria that let him use its kitchen after hours. "I just knew that we had this delicious pop with lower sugar, real fruit, and there was nothing like it on the market," says Goetz, 38, adding: "Any opportunity that I could to put these products in front of Austinites, to introduce them and to see if we were on to something, I did." A 'cold, sloppy' early mishap for GoodPop Goetz's family has a history of entrepreneurship: His great-grandfather immigrated to the U.S. from Russia over a century ago and "sold consigned ice out of a pushcart," he says. That great-grandfather then founded a grocery supply business in Houston in 1923, which grew into an operation with multibillion-dollar annual revenue by the time Goetz's family sold their interest in 2014. "I'm so fortunate to grow up in a family of entrepreneurs. But, at the same time, I knew that I needed to make my own mark on this world and do it on my own," says Goetz. With GoodPop, he spent $3,500 — money he'd saved from a lawn-mowing business he started in middle school — on signage, a pushcart of his own and produce to make and sell his first popsicles. He sold them for $2 apiece at local music festivals and farmer's markets, bought more ingredients with his proceeds, and spent three weeks making 18,000 popsicles to sell at the annual Austin City Limits music festival in October 2009, he says. Then, rain turned the festival into a "mud fest," he says. "It [was] a cold, sloppy mess ... and out of those 18,000 pops, we sold four. I thought that this was going to kickstart [the business] and change everything, and we were left with 17,996 pops that I had to figure out what to do with and [almost] no money." Goetz rushed the popsicles to a cold storage facility, paid $50 per month to store them and returned to school "dejected," he says. A few months later, he cut his losses and handed them out for free at Austin's annual SXSW festival. Long hours and total exhaustion to build a business After graduating college, Goetz couldn't shake the GoodPop idea, he says. But the only remaining piece of the company was its website — so Goetz put his marketing skills to work, maximizing the site's search engine optimization (SEO). Soon, "when you searched for organic frozen pops or organic popsicles, because none existed at that time, GoodPop was actually the No. 1 result," he says. A week later, a marketing agency called Manifold asked GoodPop for a price quote for 50,000 organic popsicles with custom packaging. Goetz put in a bid and won it: Manifold paid him $80,000 for the job, giving him half the money up front to cover his production costs. "I hand-stamped every single pop stick," says Goetz. The second half of the payment was pure profit for Goetz, putting GoodPop back in business. Luck similarly gave GoodPop its first major retail partner: Goetz's roommate played recreational soccer with a Whole Foods employee, who put him in touch with a representative from the grocery chain's Southwest regional office. Daniel Goetz poses next to a GoodPop display at a Whole Foods Market in 2012. Source: GoodPop Goetz brought some samples and got the representative's approval to pitch buyers at individual Whole Foods stores. As he won buyers over — building relationships and shaking hands, he says — he spent four years sleeping on friends' couches, staying up late to make popsicles and getting up early to deliver them to Whole Foods locations and other, smaller grocery stores by 6 a.m. "I put 212,000 miles on my Toyota, running around all over Texas, making deliveries for years," says Goetz, adding that the hands-on dedication often left him "completely exhausted." By 2014, GoodPop's products sold well enough for Whole Foods to take over distribution for the Southwest and Rocky Mountain regions, meaning Goetz no longer had to make the deliveries himself. That year, GoodPop brought in $1.3 million in gross sales, the company says. In 2017, Whole Foods expanded GoodPop to national distribution. The brand got into Walmart and Costco the following year. 'Doubling down' amid big competition The U.S. popsicle market was worth more than $1.3 billion in 2024, according to an estimate from Cognitive Market Research. That makes GoodPop a small player in a market dominated by packaged goods giants: Unilever, the world's largest ice cream producer, brought in more than $9.5 billion in 2024 revenue from frozen dessert brands like Magnum, Ben & Jerry's and the original Popsicle. Even among plant-based, real-fruit frozen desserts, GoodPop competes with brands like Outshine, owned by a joint venture between Nestlé and French private equity firm PAI Partners, and New York-based Chloe's, which sells low-sugar fruit pops in more than 10,000 stores nationwide, including Walmart and Wegman's. They all face a tough road convincing more Americans to buy lower-sugar desserts. In January, GoodPop wound down a line of low-sugar beverages — which mixed fruit juice with sparkling water — after customers said their kids didn't think the drinks were sweet enough. "We were not willing to compromise on any added sugar or any additional sweeteners," says Goetz, adding: "We have some tough times ahead, as far as continuing to reset those taste buds. But it's a worthwhile cause." Ultimately, Goetz's goal from college remains roughly the same: get GoodPop's desserts into as many new hands as possible. In February, the company landed a licensing deal with The Walt Disney Company, adding "Star Wars" and Mickey Mouse-themed products to GoodPop's offerings — a new strategy for the company to catch shoppers' attention. "The future looks like doubling down on what makes our products great," Goetz says.

Rewarding engagement: Rethinking loyalty through gamification - Marketing Beat Rewarding engagement: Rethinking loyalty through gamification 18th June 2025 Sponsored Content Features News Word of Mouth Loyalty programmes strive to be a brand’s key driver of lasting customer relationships. But the truth is that most are struggling for success. For every successful loyalty programme, twelve others fail, says Playable , the gamification platform for marketers. The impact is clear: wasted potential, budget drain, and a serious hit to customer trust. So where are brands going wrong? Subscribe to Marketing Beat for free Sign up here to get the latest agency-related news sent straight to your inbox each morning Two common mistakes Most loyalty programmes make the same two errors. They only reward spending. The typical points-for-purchase model assumes that loyalty can be bought. But loyalty is more than that; it’s not just about transactions. It’s about emotion. And interactions. Consumers want to feel recognised, understood, and appreciated. Without that emotional connection, your programme is just another card in a crowded wallet. They do not personalise. Whilst 70% of consumers say they engage more with loyalty programmes that personalise their marketing efforts, fewer than 25% of programmes offer any kind of personalised experience. In a world full of data-led business and advancing technology, this lack of relevance is a hugely missed opportunity. Why loyalty matters more than ever Despite these challenges, loyalty programmes remain one of the most effective tools to drive revenue growth. Harvard Business Review reports that just a 5% increase in customer retention can boost profits by 25% to 95%. Existing customers are also 50% more likely to try new products and spend 31% more than new customers. Yet, the average customer belongs to more than ten loyalty programmes, many of which fail to deliver meaningful value. Savvy brands must do more than simply launch a basic loyalty programme; they must design a strategic programme that truly engages their customers to drive tangible success. Gamification: A new path forward This is where marketing gamification comes in. By incorporating game mechanics and the power of play, brands can transform loyalty programmes into dynamic and engaging strategies that truly impact long-lasting relationships. Gamification, when delivered strategically, solves both the spend-only and personalisation problems by: Rewarding engagement, not just spend Customers can earn rewards for a variety of actions, opening an email newsletter, interacting with your app, referring friends, or engaging with new products, all through gamified campaigns. This broadens the pathway to engagement and fosters a deeper emotional connection.am Creating personalised, dynamic experiences Proactive gamification campaigns can be a great way to gather valuable insights into your customers’ preferences and behaviours. This data is zero, and first-party, directly and voluntarily provided by customers, not inferred or sourced from third parties. As a result, it’s both high-quality and actionable, making it ideal for powering effective, personalised marketing strategies. Gamification: Engaging customers across multiple touchpoints True loyalty isn’t created in a single moment, it’s built over time, across a series of meaningful interactions. To drive long-term engagement, brands need to think in terms of a full loyalty journey, not a single transaction or sign-in. Gamification can play a crucial role in shaping that journey from the very first touchpoint. It begins at acquisition: interactive campaigns can attract new members and capture marketing permissions in a value-driven way. Imagine an exciting scratch-card sign-up experience where new users reveal a welcome reward – anything from a discount, to bonus points or exclusive access to new products – simply for joining the programme. From there, gamified experiences across email newsletters, apps, or loyalty schemes can keep members engaged and coming back. Think monthly trivia challenges with bonus points for correct answers, in-app spin-to-win rewards after every purchase, or a product recommender to encourage the path to purchase. Over time, these touchpoints help build rich customer profiles, enabling brands to deliver more personalised rewards and experiences. Whether that’s tailored offers, exclusive games for top customers, or even a loyalty advent calendar that truly thanks your best customers with an element of surprise & delight in the prizes. At every step, acquisition, engagement and retention, gamification rewards attention and interaction, not just transactions. And that’s what lasting loyalty is really made of. See how top brands use gamification to boost engagement and build lasting customer loyalty here or explore Playable to learn more about how gamification can work for you. Features News Word of Mouth gamification Playable Features News Word of Mouth 18th June 2025 Sponsored Content Share: Rewarding engagement: Rethinking loyalty through gamification Social LinkedIn Twitter Facebook RSS Email SUBSCRIBE TO OUR DAILY NEWSLETTER Email * Comments This field is for validation purposes and should be left unchanged. SUBSCRIBE FOR FREE Most Read Sainsbury’s teams up with Comic Relief for new vodcasts 28th October, 2025 Morrisons to turn hundreds of corner shops into branded c-stores 29th October, 2025 WATCH: Debenhams reveals ‘all-star’ Christmas campaign 30th October, 2025 West Ham United open festive pop-up at Westfield Stratford City 29th October, 2025 Asos unveils ‘premium’ Carnaby Street pop-up 28th October, 2025 Loyalty programmes strive to be a brand’s key driver of lasting customer relationships. But the truth is that most are struggling for success. For every successful loyalty programme, twelve others fail, says Playable , the gamification platform for marketers. The impact is clear: wasted potential, budget drain, and a serious hit to customer trust. So where are brands going wrong? Subscribe to Marketing Beat for free Sign up here to get the latest agency-related news sent straight to your inbox each morning Two common mistakes Most loyalty programmes make the same two errors. They only reward spending. The typical points-for-purchase model assumes that loyalty can be bought. But loyalty is more than that; it’s not just about transactions. It’s about emotion. And interactions. Consumers want to feel recognised, understood, and appreciated. Without that emotional connection, your programme is just another card in a crowded wallet. They do not personalise. Whilst 70% of consumers say they engage more with loyalty programmes that personalise their marketing efforts, fewer than 25% of programmes offer any kind of personalised experience. In a world full of data-led business and advancing technology, this lack of relevance is a hugely missed opportunity. Why loyalty matters more than ever Despite these challenges, loyalty programmes remain one of the most effective tools to drive revenue growth. Harvard Business Review reports that just a 5% increase in customer retention can boost profits by 25% to 95%. Existing customers are also 50% more likely to try new products and spend 31% more than new customers. Yet, the average customer belongs to more than ten loyalty programmes, many of which fail to deliver meaningful value. Savvy brands must do more than simply launch a basic loyalty programme; they must design a strategic programme that truly engages their customers to drive tangible success. Gamification: A new path forward This is where marketing gamification comes in. By incorporating game mechanics and the power of play, brands can transform loyalty programmes into dynamic and engaging strategies that truly impact long-lasting relationships. Gamification, when delivered strategically, solves both the spend-only and personalisation problems by: Rewarding engagement, not just spend Customers can earn rewards for a variety of actions, opening an email newsletter, interacting with your app, referring friends, or engaging with new products, all through gamified campaigns. This broadens the pathway to engagement and fosters a deeper emotional connection.am Creating personalised, dynamic experiences Proactive gamification campaigns can be a great way to gather valuable insights into your customers’ preferences and behaviours. This data is zero, and first-party, directly and voluntarily provided by customers, not inferred or sourced from third parties. As a result, it’s both high-quality and actionable, making it ideal for powering effective, personalised marketing strategies. Gamification: Engaging customers across multiple touchpoints True loyalty isn’t created in a single moment, it’s built over time, across a series of meaningful interactions. To drive long-term engagement, brands need to think in terms of a full loyalty journey, not a single transaction or sign-in. Gamification can play a crucial role in shaping that journey from the very first touchpoint. It begins at acquisition: interactive campaigns can attract new members and capture marketing permissions in a value-driven way. Imagine an exciting scratch-card sign-up experience where new users reveal a welcome reward – anything from a discount, to bonus points or exclusive access to new products – simply for joining the programme. From there, gamified experiences across email newsletters, apps, or loyalty schemes can keep members engaged and coming back. Think monthly trivia challenges with bonus points for correct answers, in-app spin-to-win rewards after every purchase, or a product recommender to encourage the path to purchase. Over time, these touchpoints help build rich customer profiles, enabling brands to deliver more personalised rewards and experiences. Whether that’s tailored offers, exclusive games for top customers, or even a loyalty advent calendar that truly thanks your best customers with an element of surprise & delight in the prizes. At every step, acquisition, engagement and retention, gamification rewards attention and interaction, not just transactions. And that’s what lasting loyalty is really made of. See how top brands use gamification to boost engagement and build lasting customer loyalty here or explore Playable to learn more about how gamification can work for you. Features News Word of Mouth gamification Playable RELATED STORIES Features News Word of Mouth Pets Corner items to be made available via Deliveroo 30/10/2025 x 10:29 AM Features News Word of Mouth WATCH: Debenhams reveals ‘all-star’ Christmas campaign 30/10/2025 x 10:12 AM Features News Word of Mouth Morrisons to turn hundreds of corner shops into branded c-stores 29/10/2025 x 11:00 AM Features News Word of Mouth West Ham United open festive pop-up at Westfield Stratford City 29/10/2025 x 10:38 AM Features News Word of Mouth Asda revives £1 ‘winter warmer’ café deal for over-60s 29/10/2025 x 9:54 AM Features News Word of Mouth New Look unveils first-ever loyalty scheme 28/10/2025 x 11:03 AM Features News Word of Mouth Asos unveils ‘premium’ Carnaby Street pop-up 28/10/2025 x 10:38 AM Features News Word of Mouth Sainsbury’s teams up with Comic Relief for new vodcasts 28/10/2025 x 10:13 AM Features News Word of Mouth RSPCA Assured launches brand refresh as it sets new welfare goal 23/10/2025 x 10:28 AM Features News Word of Mouth Co-op launches festive meal deal for Christmas season 23/10/2025 x 10:00 AM Most Read Sainsbury’s teams up with Comic Relief for new vodcasts 28th October, 2025 Morrisons to turn hundreds of corner shops into branded c-stores 29th October, 2025 WATCH: Debenhams reveals ‘all-star’ Christmas campaign 30th October, 2025 West Ham United open festive pop-up at Westfield Stratford City 29th October, 2025 Asos unveils ‘premium’ Carnaby Street pop-up 28th October, 2025 Latest Feature Richard Robinson: Great marketing talent never stops being great marketing talent Latest Podcast Listen: The truth behind the meteoric rise of influencer marketing Menu × Manage Cookie Consent To provide the best experiences, we use technologies like cookies to store and/or access device information. 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Influencer's Indian-inspired hair oil brand made $4 million in sales Skip Navigation Related Stories Health and Wellness Intuitive eating is trending now, but Taylor Swift was practicing it 15 years ago Young Success 21-year-old actress: Working at a young age taught me the wrong lesson about success Side Hustles Her side hustle makes $245,000 a year: ‘Consistent actions compound over time' Success India's social media stars are turning to business—and the industry is booming Health and Wellness Are popular lip oils safe to use? A doctor explains Erim Kaur, founder and CEO of luxury haircare brand ByErim. Erim Kaur, entrepreneur and influencer, made $4 million in sales after founding a hair-oil brand rooted in ancient Indian traditions. London-based Kaur has over 700,000 followers on Instagram and TikTok combined, and founded ByErim in 2019 — a luxury haircare brand known for its flagship hair growth oil containing eight pure oils, including Amla, Argan, Coconut, and Castor oil. It has raked in £3.3 million ($4.2 million) since its launch, CNBC Make It has verified. The 30-year-old pinned the popularity of her hair growth oil on having social media savvy and building a core audience of young Indian women and men turning to her for beauty and life advice. "I think one of the strongest messages I've always had has been that I want to do it for girls or boys that have grown up without a mum and sisters," Kaur told CNBC Make It in an interview about the popularity of her content. Kaur was only eight when her mother died of breast cancer, and a memory she always cherished was her mother's long hair, which she said was a defining part of her identity. "I really wanted to emulate the way that my mother looked," she said. "It was scary to see her lose the identifying part of what people saw as something that contributes so heavily to her beauty." Kaur recalled that her father, who was only 29 at the time, took her to the barber's for a haircut. "I didn't even know how to tie my hair. She died before she taught me," Kaur said. That was when she decided to turn to her paternal grandmother, who would apply different oils and ingredients on her hair through her early teens, before landing on a formula that Kaur continued to use as an adult and is the current formulation of the ByErim oil. Those experiences formed the foundations of Kaur's social media journey, where she shared her story of growing up without a mum, as well as how she learnt to take care of herself as a woman. "I wanted to create a shortcut for any girls or boys that had grown up without a mum, which is why I started to speak about that experience on my page," she explained. After gaining 100,000 followers in 2019, she decided to monetize her social media and build ByErim as a homage to both her mother and grandmother while also capitalizing on a growing social media trend. Indian hair oiling has become big business Hair oiling is an Indian tradition recorded in ancient Sanskrit medicinal texts like Charaka Samhita, and passed on through the centuries. Indian women are taught by their mothers and grandmothers to massage oils into their hair from a young age. With the influx of Indian immigrants to the U.S. and Europe since the 20 th century, hair-oiling has transcended India's borders. Cosmopolitan U.K.'s deputy beauty editor Hanna Ibraheem recently wrote that having her hair oiled as a child resurfaced memories of shame about her identity. "I'd noticed my peers would get teased for their oiled hair on the school playground. Sure, the oil made my hair soft and strong. I know it's the reason I have healthy hair today. But at the time, I found the whole thing ... well, embarrassing," Ibraheem said in a piece for the magazine. Once a marker of shame for many children of South Asian immigrants, hair oiling has filtered into beauty trends on social media. The hashtag #hairoil has almost half a million posts on TikTok, with mainstream influencers sharing their oiling routines, including what hair oils they use and application techniques. Tips on hair oiling have made the pages of Vogue in recent years, and a range of brands have surfaced alongside Kaur's ByErim, including Nikita Charuza's Ayurveda-inspired Squigs Beauty, Akash and Nikita Mehta's Fable & Mane, and Kuldeep Knox's Chāmpo. ByErim is a luxury hair and beard care brand. ByErim "How funny is it that 'to oil' never used to be a verb that was in everyone's daily communication but then this morning I was going to my grandparent's and I was going to say 'can you oil my hair for me?' Back in the day, it would have been people from England saying 'would you mind putting oil into my hair, or would you mind applying oil to my scalp? But it's now a verb," Kaur said. Unlike traditional Indian oiling, which includes the use of greasy, thick oils with a pungent odor, the appeal of brands like ByErim is that it's fragranced and lightweight, Kaur said. "I have it in my hair right now. Could you ever tell? I could go to Tesco. I could go to the gym. I could go for dinner with my hair like this," she said. 'Emotionally invested' followers Kaur says ByErim's success isn't just about the rising popularity of hair oiling but because her followers are "emotionally invested" in her brand. "Influencers cast a very wide net, but the problem is when you're trying to reach people who don't already follow you, you're alienating the people that do. So, I was very focused on my followers. They're focused on me," Kaur said. Influencer-founded brands have increased in recent years, but not all are cut out for success. Famous influencer brands range from TikTok darling Addison Rae's makeup line Item Beauty to Instagrammer Arielle Charnas' clothing brand, Something Navy. However, Rae's Item Beauty was discontinued by Sephora in 2023, with Rae failing to promote the brand consistently. Meanwhile, Something Navy faced financial troubles and stopped selling clothes through its website. "People can sniff out authenticity, and they can sniff out fake very quickly," Kaur explained. "If your followers really genuinely love you and would support you, they don't want to feel like they've been palmed off with a quick, cheap product that just has your name on it." She sets herself apart by sharing the highs and lows of building ByErim on social media, from posting about factories accepting her orders to packaging ByErim bottles by hand. "So by the time I launched it, people were buying regardless because they wanted to be part of that journey," she said. The company, which sold 250 units in its first four hours of launching and another 500 units in January 2020, has played a part in keeping the hair-oiling trend alive. "I can't take full credit for anything," Kaur said of the normalization of hair-oiling. "I think there are some amazing brands out there that are pushing the needle when it comes to sharing what was a secret of our grandma's kitchen to the masses, but I would like to hope that ByErim has played even a 1% part of that.

Luxury shoppers turn to TikTok for product discovery | Retail Dive Skip to main content CONTINUE TO SITE ➞ Don't miss tomorrow's retail industry news Let Retail Dive's free newsletter keep you informed, straight from your inbox. Daily Dive M-F DTC Weekly Every Tuesday Marketing Weekly Every Wednesday Tech Weekly Every Thursday Operations Weekly Every Monday By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy. You can unsubscribe at anytime. Search An article from Dive Brief Luxury shoppers turn to TikTok for product discovery Users are scrolling the social media giant to find product reviews, creator videos and other content that influence their purchases. Published July 10, 2025 By Tatiana Walk-Morris post share post print email license A TikTok sign outside a building. Seven in 10 luxury shoppers on TikTok have spent more than $1,300 on a single fashion item, typically after watching peer-led content. Getty Images Listen to the article 3 min This audio is auto-generated. Please let us know if you have feedback. Dive Brief: Seven in 10 luxury shoppers on TikTok have spent more than 1,000 pounds (approximately $1,355 at press time) on a single fashion item, typically after watching peer-led content, according to a TikTok-commissioned report conducted by AYTM. While over a third (38%) of TikTok users are more likely to find high-end brands through social user-generated content, nearly a third (32%) discover them via creator videos. Of the more than 3,000 luxury shoppers surveyed across the U.K., the U.S., Italy and France, about a fourth (26%) of TikTok luxury shoppers wait for creators to review products before buying them. A fourth of luxury shoppers are buying used items inspired by TikTok trends and a third purchase recommended products introduced through creator content, the report said. Citing a 2023 BCG report, TikTok said about two-thirds of first-time luxury purchasers said social media sparked their interest in the space. Dive Insight: Though TikTok is becoming a popular platform for finding high-end fashions, fewer are making immediate purchases. About 15% of survey respondents bought a luxury item directly after seeing it on the platform, according to TikTok. More often, shoppers save content and return to it when they’re ready to buy, the report said. “This research shows that what drives luxury purchases today isn’t polish — it’s proof,” Cassandra Russell, GBS at TikTok U.K., said in a statement. “People want to hear from peers, not just brands. TikTok has become a place where credibility is built in the comments section and the path to purchase now runs through creators, conversations and community insight. It’s the spark that luxury brands can’t afford to ignore.” While some TikTok users are shelling out on high-end goods, the majority of TikTok shoppers are spending far less on the platform. A PartnerCentric survey found that TikTok shoppers aged 60 or younger spent an average of $59 per purchase and $708 annually on the platform. In light of the market volatility, even luxury shoppers are becoming less positive about the economy overall. A Saks Global Luxury Pulse survey released last month found that 28% of respondents reported a positive outlook on the economy, a 13-percentage-point decrease from the previous survey. As luxury shoppers sour on the economy, their spending on high-priced items is predicted to contract. Purchases of personal luxury items could decline between 2% and 5% this year, a Bain & Company report projects. However, ultra-luxury items, jewelry, apparel and eyewear are expected to remain strong, according to the report. purchase licensing rights Filed Under: Marketing, Technology, Consumer Trends Retail Dive news delivered to your inbox Get the free daily newsletter read by industry experts Email: Select Newsletter: Daily Dive M-F Select Newsletter: DTC Weekly Every Tuesday Select Newsletter: Marketing Weekly Every Wednesday Select Newsletter: Tech Weekly Every Thursday Select Newsletter: Operations Weekly Every Monday Select user consent: By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy. You can unsubscribe at anytime. Sign up A valid email address is required. Please select at least one newsletter. Editors' picks Leon Neal via Getty Images 8 retail trends to watch in 2025 Each year brings unique headwinds and tailwinds. From increased attention on DEI efforts to the shifting nature of DTC, this is what we’ll be following in 2025. By Retail Dive Staff • Jan. 7, 2025 Dani James/Retail Dive Target needs a win. Will the holidays deliver? The retailer is emphasizing exclusive merchandising and affordability this season as part of a long-term effort to regain growth. By Dani James • Oct. 23, 2025 Retail Dive news delivered to your inbox Get the free daily newsletter read by industry experts Email: Select Newsletter: Daily Dive M-F Select Newsletter: DTC Weekly Every Tuesday Select Newsletter: Marketing Weekly Every Wednesday Select Newsletter: Tech Weekly Every Thursday Select Newsletter: Operations Weekly Every Monday Select user consent: By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy. You can unsubscribe at anytime. Sign up A valid email address is required. Please select at least one newsletter. Company Announcements View all | Post a press release Sogolytics’ 2025 Consumer Trust Study Finds AI Rapidly Redefining Brand Reputation From Sogolytics October 30, 2025 TastyNow™ Launches Revolutionary Food Design Platform to Transform Recipe Development From Tastynow LLC October 10, 2025 Novi Launches AI Commerce Solution: Cracking the Code on AEO From Novi October 16, 2025 Chlorophyll Water® Awarded Coveted “Golden Ticket” at Walmart’s 2025 Annual Open Call From Chlorophyll Water October 27, 2025 Editors' picks Leon Neal via Getty Images 8 retail trends to watch in 2025 Each year brings unique headwinds and tailwinds. From increased attention on DEI efforts to the shifting nature of DTC, this is what we’ll be following in 2025. By Retail Dive Staff • Jan. 7, 2025 Dani James/Retail Dive Target needs a win. Will the holidays deliver? The retailer is emphasizing exclusive merchandising and affordability this season as part of a long-term effort to regain growth. By Dani James • Oct. 23, 2025 Latest in Marketing J.C. Penney, iHeartRadio partner on holiday collection By Tatiana Walk-Morris The Backroom: Halloween casts a spell over retail By Retail Dive Staff Nordstrom relaunches holiday catalog By Howard Ruben Pinterest rolls out AI-powered personalization features By Tatiana Walk-Morris Industry Dive is an Informa TechTarget business. © 2025 TechTarget, Inc. or its subsidiaries. All rights reserved. | View our other publications | Privacy policy | Terms of use | Take down policy. Cookie Preferences / Do Not Sell This website is owned and operated by Informa TechTarget, part of a global network that informs, influences and connects the world's technology buyers and sellers. All copyright resides with them. Informa PLC's registered office is 5 Howick Place, London SW1P 1WG. Registered in England and Wales. TechTarget, Inc.'s registered office is 275 Grove St. Newton, MA 02466.

McDonald's, Dunkin', Starbucks, Dutch Bros release new drinks Skip Navigation Markets Business Investing Tech Politics Video Watchlist Investing Club PRO Livestream Menu Key Points Restaurant and coffee chains like McDonald's, Dunkin', Dutch Bros and Starbucks are leaning into beverage innovation in a crowded market for consumers. The companies are adding new drinks to their menus as they look for a sales boost. Gen Z customers, in particular, are looking for newer and buzzier beverages. In this article MCD Follow your favorite stocks CREATE FREE ACCOUNT watch now VIDEO 3:23 03:23 Fast-food chains make a big bet on beverages The Exchange If it feels like there are a lot of new drinks on restaurant menus, it's because there are. Driven by younger consumers who crave customized, cold beverages, chains from Dunkin' to Dutch Bros, Starbucks and McDonald's are answering the call. The number of beverages offered by the top 500 chains has increased by more than 9% in the last year, according to Technomic's 2025 Away-From-Home Beverage Navigator Report. Companies have leaned even more into cold drinks. Offerings like specialty coffees and energy drinks have seen the most growth on menus over the past two years, as hot coffee and tea beverages on menus decline, the market researcher reported in July. What's more, consumers are increasingly heading to a chain simply to get an iced coffee or soda. Last year, the primary driver for beverage sales was "getting a pick-me-up," as 22% said that was their most common reason for going, up from 20% in 2023, the data found. Meanwhile, 20% said they bought a beverage to "wash down food." The two occasions for a purchase switched places from the previous year. "This shift suggests that consumers may be moving toward more beverage-specific occasions, where beverages are the main driver of the foodservice purchase rather than an add-on to go alongside food. This aligns with the influx of beverage-forward concepts in recent years," the report said. An employee delivers a drink to a customer outside a Dutch Bros. Coffee location in Beaverton, Oregon, U.S. Maranie Staab | Bloomberg | Getty Images Higher drink sales are key for major players as they seek to reverse slumps in a tough consumer environment. McDonald's U.S. restaurants saw same-store sales growth of 2.5% in its second fiscal quarter, reversing two straight quarters of domestic declines as it leaned into buzzy partnerships and value offerings. But executives cautioned low-income consumers remain challenged. While Starbucks also saw better than expected U.S. sales, they still fell 2% from the prior-year period. Trying to capitalize on the desire for buzzy new drinks will bring its own challenges. Technomic forecasts beverage volume will grow 1% through 2029, but the group said it will likely revise that outlook lower. Customers are also more price sensitive, with 61% of consumers who said they noticed price hikes saying they order beverages less often. What Gen Z wants The success of many new beverage lines will hinge on Gen Z consumers, who have flocked to customized and sugary drinks. Dunkin' saw its colorful and sweet Refreshers platform hit new record highs in the most recent quarter, with unit sales up more than 30% year-on-year. It will release its fall menu later this week and lean further into what Gen Z consumers are seeking. The rollout will feature an expansion of pop star Sabrina Carpenter's Daydream Refresher lineup into Mango and Mixed Berry, along with a Cereal N' Milk Latte, featuring a blend of espresso and real cereal milk that delivers a "nostalgic marshmallow cereal flavor." The curation of drinks is key for customers — and Gen Z consumers in particular, Dunkin' Chief Marketing Officer Jill Nelson told CNBC. It has to feel unique and special in this environment. "On the product side, it's overwhelmingly about cold beverages, customization and bold flavor," Nelson said. "And then on the promotion side ... when we think about Gen Z, this is a generation that grew up on sneaker drops and stories that disappear in 24 hours. So it's all about how do you create new news and interesting flavor combinations that you can't really recreate easily at home and feel like you're in the know when you go to the drive through and order them," she said, adding that the company prioritizes speed and accuracy as customers ask for more customization. The competition will heat up next month as McDonald's enters the beverage category in a more meaningful way. On Sept. 2, McDonald's will launch an expanded market test in 500 restaurants across Wisconsin and Colorado of new drinks that include a "Creamy Vanilla Cold Brew" and "Toasted Vanilla Frappe." A worker hands a drink to a customer at a McDonald's restaurant in Martinez, California, US, on Tuesday, Feb. 4, 2025. David Paul Morris | Bloomberg | Getty Images In addition, the fast food giant will roll out "dirty sodas" and Strawberry Watermelon Refreshers, aimed at Gen Z consumers. McDonald's created the lineup with learnings from its now-shuttered CosMc's concept, which leaned heavily into customized drinks. "We're seeing real momentum in beverages, with more people – especially our Gen Z fans – turning to cold, flavorful drinks as a go-to treat," said McDonald's USA Chief Customer Experience and Marketing Officer Alyssa Buetikofer in a release. On McDonald's most recent earnings call, CEO Chris Kempczinski said beverages present a "big opportunity" for the brand. "It's growing and it's more profitable than food. So, there's a lot of things to like, which is why us as well as, I think, a few of our competitors are also excited about this," Kempczinski told analysts. He added that while there are value offerings in the beverage space, you can get a lot of "full margin products" that franchisees would not have to discount. The protein play The new beverage options go beyond the sweet and bold. Chains also aim to win consumers by tapping into health trends. An iced vanilla protein latte from Starbucks. Courtesy: Starbucks As Starbucks continues its "Back to Starbucks" turnaround plans under CEO Brian Niccol, it is making more changes to the menu, including a late fourth-quarter launch of protein cold foam. On the company's recent earnings call with analysts, Niccol said the item "taps into what has become one of our most popular modifiers, cold foam, which grew 23% year over year." "Protein Cold Foam with no added sugar is an easy way to add 15 grams of protein to virtually any cold beverage. And customers can also add the flavor of their choice," he said. The coffee giant said it's seeing increases in satisfaction among younger consumers. Niccol told analysts customer value perceptions were near two-year highs in its most recent quarter, driven by gains among Gen Z and millennials, who make up over half of its customer base. It's betting that innovation, coupled with better customer service under its new "Green Apron Service" strategy, will help to boost business. Coffee chain Dutch Bros has leaned into some of those beverage trends to drive strong growth. The chain has been a standout stock performer — up over 22% year-to-date — and saw its same-store sales increase more than 6% in the most recent quarter. CEO Christine Barone said protein milk that launched in 2024 has boosted business. But more broadly, unique and surprising toppings and offerings are a way to engage in a tough competitive landscape, she added. "I think the key with innovation is to really understand when something might be ready to pop, or something might be of high interest, and then be able to move really fast to execute on it well," Barone told CNBC. watch now VIDEO 12:00 12:00 Doubling down on hospitality: Starbucks COO on ‘Green Apron Service’ News Videos — CNBC's Drew Troast contributed to this report

How a Treehouse Rental Turned into $32M in 4 Years How a Treehouse Rental Turned into $32M in 4 Years Maria Tresvalles Jun 2, 2025 schedule 4 min max read Ever wonder if you could turn a small idea into a big business? That’s exactly what Seth and Tori Bolt did. In 2021, they bought a piece of land for $237,000. Just four years later, their short-term rental business —Bolt Farm Treehouse—is worth over $32 million. They didn’t start with a big team or a fancy budget. What they had was a dream, a strong work ethic, and a creative way to stand out in the world of luxury treehouse rentals. Their story is proof that you don’t need millions to get started in short-term rental investment—just the right plan and the courage to stick with it. Want to see how Seth and Tori turned their dream into reality? Watch this short video to experience the story behind Bolt Farm Treehouse. How Bolt Farm Became a Top Treehouse Rental in Tennessee Seth and Tori wanted to create a space where people could unplug, relax, and enjoy nature. They started with a single luxury treehouse on a quiet property in Tennessee. That one treehouse became the beginning of something much bigger. Today, Bolt Farm Treehouse is a resort filled with unique places to stay—treehouses, domes, and wellness-focused cabins. Guests aren’t just booking a room; they’re booking an experience. With an average nightly rate of $700 and a 93% occupancy rate, their business is thriving. Vacation Rental Marketing Strategy: Why Bolt Farm Skipped Airbnb One key move that helped their business grow was skipping platforms like Airbnb. Instead, they focused on building their own website and booking system. This allowed them to keep more profits and build stronger relationships with guests . This kind of direct booking model is a smart vacation rental marketing strategy . It gives hosts full control and helps build brand loyalty. For Bolt Farm, it meant creating something people search for by name—not just another listing in a long list of rentals. Overcoming Short-Term Rental Challenges with Flexibility Like any business, Bolt Farm had its challenges. They faced legal hurdles, changing regulations, and zoning issues—especially in Charleston County. They had to fight to keep their business running, and in the end, they chose to shift focus to Tennessee. Their story reminds us that short-term rental investments come with risks. But if you stay flexible and keep learning, you can find your way through tough times. Lessons Learned: Zoning, Community, and Local Laws Not every location works for building a rental business . In one project, they ran into local pushback and unexpected rules. It was a hard lesson—but one they’re glad they learned. Now, they always take time to study the community and local laws before moving forward. It’s a lesson they hope other investors remember. Creating Emotional Value in Luxury Treehouse Rentals What makes Bolt Farm stand out is the emotional experience. Guests don’t just stay in a room—they make memories, reconnect with loved ones, and enjoy nature in a way that feels special. This is where the glamping business's success shines. When people feel something during their stay, they tell their friends and come back again. That kind of word-of-mouth is priceless. Personal Branding and Design in a Glamping Business Seth and Tori brought their own strengths into the business. Seth used his background in marketing to build a brand people recognize. Tori used her design skills to make every space feel cozy and unique. Each unit at Bolt Farm has its own personality—something special that sets it apart. In a crowded market, this kind of thoughtful design makes a huge difference. Real Estate Education Through Hands-On Workshops Now that they’ve built something amazing, Seth and Tori are helping others do it too. They host workshops where they teach people how to build their own short-term rental business . These sessions are hands-on and cover everything from design to branding to booking systems. Whether you're dreaming of a few treehouses or a full resort, these workshops offer real advice from people who’ve done it. Success Built on Vision and Heart Seth and Tori didn’t just build a business—they built a brand that people love. From designing cozy treehouses to creating meaningful guest experiences, they’ve turned their dream into a $32 million success story. Their journey shows what’s possible when you combine vision, hard work, and the right strategies. Whether you’re dreaming of your own glamping business success, or just looking for smart ways to invest in real estate , their story is a great place to start. If they can do it with one piece of land, maybe you can too. About Maria Tresvalles Maria Tresvalles is the dynamic Marketing Specialist at DealMachine, where she has been a key player for the past five years. With a strong background in customer relations, Maria started her journey at DealMachine as a Customer Success Coordinator, where she honed her skills in understanding customer needs and driving satisfaction.

Fighting overconsumption: TikTok’s deinfluencing movement and no-spend challenges are a wake-up call for brands | Vogue Business Skip to main content Make better business decisions Sign up to our newsletter for a truly global perspective on the fashion industry Sign Up Enter your email to receive editorial updates, special offers and breaking news alerts from Vogue Business . You can unsubscribe at any time. Please see our privacy policy for more information. Close To become a Vogue Business Member and receive the Sustainability Edit newsletter, click here . In a hyper-consumerist era of social media, flooded with product reviews and shopping haul videos, a backlash to overconsumption is brewing. More consumers are joining pledges such as the “Rule of 5” (where you limit fashion purchases to five items a year), conducting wardrobe inventories, or challenging themselves to buy nothing new in 2024 and shop their closets instead. “TikTok made me buy it” has become a common refrain for users influenced to make purchases from or on the app. Now, the hashtag #deinfluencing has been used more than 26,000 times, full of content creators working to undo some of that impulsive behaviour . “What is good for the planet is also good for our mental health and our well-being. If we buy less, but we buy more mindfully, we are happier. And the planet is going to thank us because we don’t need that much stuff,” says Katia Dayan Vladimirova, senior lecturer at the University of Geneva and founder of the Sustainable Fashion Consumption research network. She and three colleagues launched a year-long experiment for 2024, the Joyful Closet Consumption Challenge, to help participants “rethink consumption patterns” and simultaneously study what challenges people face as part of that work, what motivates them to keep going, and what benefits they see if and when they succeed in reducing their wardrobe size and their acquisition of new clothes. Performance artist Dorian Chavez denounced the “absurdity” of overconsumption at the Biennale des arts vivants de Toulouse in France. Photo: Charly Triballeau/AFP via Getty Images As public concerns around waste and climate change grow louder, the mood is shifting at the highest levels as well. At the World Economic Forum in Davos last week, calls for capitalism to evolve, or risk failing, grew louder. The head of the World Trade Organization, Dr Ngozi Okonjo-Iweala, called on world leaders to “rethink old growth models”. Where does that leave brands, whose sustainability efforts have largely focused on business practices but not transforming the business model itself? For a growing number of academics, economists, advocates, small brands and even sustainability professionals within larger brands, the writing is on the wall: brands need to adapt. Failing to do so could be a threat to their future profitability, which today depends directly on increasing product sales every year. “We’re not going to achieve sustainability with fashion houses constantly needing to increase growth every year. No amount of circularity, no amount of anything is going to work,” says Joseph Merz, chairman of the Merz Institute and senior fellow at the Global Evergreening Alliance, who led a study last year concluding that human behaviour is at the root of the global environmental crisis. A secondhand pop-up swap in Singapore, one in a string of initiatives meant to nudge consumers away from shopping new and to use, or keep in circulation, what’s already in their closets. Photo: Catherine Lai / AFP Consumers taking steps to break shopping addictions could spur action. “We are, by nature, prone to addictive behaviour, and shopping can be an addictive behaviour. Because of our evolutionary history, we are also prone to needing to acquire and control or hoard resources,” says study co-author Phoebe Barnard, CEO of the Stable Planet Alliance and affiliate professor in environmental futures, ecosystem health and conservation science at the University of Washington. “That addictive impulse has been exploited for profit because of this economic system we have created.” Making ‘less, but better’ stick The key to designing for the future, experts say, is to align people’s needs with those of the planet — and to create business models that serve both, rather than work against them. “There are completely different ways that we could be satisfying those needs. That’s what gets me excited, thinking about ‘what are the alternative ways?’” says Merz. Clothing swaps around the world: Boston, Singapore, Germany, Amsterdam. Photo: Ana Fernandez/SOPA Images/LightRocket via Getty Images; Andreas Arnold/picture alliance via Getty Images; Catherine Lai/AFP via Getty Images; Joseph Prezioso/AFP via Getty Images Vladimirova, among others, have already documented that through consuming less, people actually become happier and see boosts in their overall well-being. The Rule of 5 pledge , launched by fashion editor and sustainability advocate Tiffanie Darke in January 2023, has taken on a life of its own in just the last year. “I did it expressly to answer climate issues but was surprised that most of the response was from women sick of their own overconsumption, looking for a reason to stop,” says Darke. Outside of shopping pledges, people can also take advantage of clothing swaps to gain a sense of community and new-to-you clothing options, and repair services , which are also on the rise . Overdyeing clothes can be an option, as can upcycling them into new styles — a practice shared by designers globally, from New York to Ghana’s Kantamanto market . The list is endless, it just requires some creativity, planning and a little intention setting. What a more balanced business model could look like for brands, the researchers behind the Joyful Closet challenge suggest, is that fashion’s profits can be “repartitioned” such that new product sales account for only a fraction of a company’s revenue, as opposed to the majority of it. In her “Post Growth Fashion” Substack post, Vladimirova envisions a future where customers continue to spend money on fashion, but only 40 per cent of their total expenditure (instead of today’s 97.9 per cent) goes towards acquiring new pieces; 30 per cent would go to “fashion experiences” such as rental or digital fashion, and the final 30 per cent would be spent on “maintenance and improvement”, like repairs and upcycling. Also important is how these changes are framed, talked about and modelled. “It’s about the modelling of the behaviour, not what we tell people to do,” says Merz. “We don’t look at the drivers of our behaviours — they’re all around us pushing us in the complete opposite direction of what we’re telling them to do. We’re shining a spotlight on one area and telling people to do this, while we’ve got all of these behavioural influences pushing people in the other direction. I think it’s critical to recognise that.” Moving away from overconsumption, in other words, needs to become the “cool” thing to do, or it needs social proofing, in the words of Rachel Arthur, a sustainability strategist who authored the United Nations’ Sustainable Fashion Communication Playbook . “We need to bring on board more influencers, thought leaders, creators who can help make sustainable lifestyles truly aspirational, as well as inspirational,” she says. “We need the really big names to come forth here and that’s not happened yet.” Will the current de-influencing and anti-overconsumption trend become permanent interests or fade away as the year wears on? Merz is optimistic, despite how entrenched certain interests are in maintaining the status quo. “We would have a much larger challenge on our hands globally if the current system were breeding really satisfied, happy people. It isn’t, it’s breeding unwell people.” And this is where fashion has the potential to lead or risk being left behind. “There’s a creative reimagination that needs to happen. What are the alternative revenue streams brands [can turn to] instead of — not in addition to, as what’s been happening now, but instead of — selling new stuff,” says Vladimirova. “It’s harder to imagine a positive post-growth future than to imagine a dystopian post-apocalyptic future. It’s a crisis of imagination.

Why Coke and Pepsi think dirty soda is a win for restaurants | Restaurant Dive Skip to main content CONTINUE TO SITE ➞ Don't miss tomorrow's restaurant industry news Let Restaurant Dive's free newsletter keep you informed, straight from your inbox. By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy . You can unsubscribe at anytime. Search An article from Why Coke and Pepsi think dirty soda is a win for restaurants Consumer demand for premium, customizable beverages is pushing soda makers to add everything from dried fruit to flavored soft serve ice cream to sodas. Published Aug. 12, 2025 Aneurin Canham-Clyne Reporter post share post print email license Pepsi's Drips lineup is part of a broader effort by soda makers to keep abreast of consumer demand for premium, visually engaging drinks. Courtesy of PepsiCo Listen to the article 5 min This audio is auto-generated. Please let us know if you have feedback . Coca-Cola and Pepsi are the humble backbone of many restaurant beverage programs, synonymous in many cases with fast food itself. But as social media sharing drums up more consumer demand for premium drinks, the beverage lineups of major soda makers may be getting a makeover. One clear example of this phenomenon is “dirty sodas,” modified with syrups, creamers and other additives, said Megan Tallman, vice president of Coca-Cola Freestyle and Foodservice Innovation at Coca-Cola. While root beer floats and egg creams have existed since the 19th century, the modern dirty soda category started in the 2010s. The trend kicked off in Utah with restaurant concepts like Swig, which initially served sodas mixed with creamer , according to the Utah Business Journal . The menu category has since expanded to include sodas that have a wider variety of ingredient inclusions. “It's not a fad, it's a trend,” Tallman said. Dirty sodas gain menu prominence Operators see dirty sodas as a way to add limited-time offerings that differentiate restaurants from competitors. Tallman said restaurants that Coke works with have embraced LTOs that tend to drive higher checks. “Consumers who purchase an LTO are spending more. On average, they're spending $3 more per trip,” Tallman said. While this data includes all LTOs, the growth of beverage LTOs has outstripped snacks and other categories, Tallman said. One reason for this, is that beverages are easy to alter and change, allowing for quick innovation. PepsiCo is taking advantage of the trend toward premium sodas with its Drips line, a series of mixed beverages designed specifically for premium beverage consumers, said Scott Finlow, global CMO of foodservice at Pepsi. Drips combines standard Pepsi products with add-ins and new flavors. At the National Restaurant Association Show in Chicago in May, Pepsi showed off several Drips drinks, including the Strawberry Basil Starry, Lipton Mango Horchata and a s’mores drink made with Pepsi Zero Sugar. Pepsi piloted the Drips drinks at a number of colleges and universities in 2024, and the test met with consumer enthusiasm, Finlow said. “They love that the [Drips drinks] utilize our brands, that matters to them. High-interest, high-sharing, high-engagement, high-repeat levels,” Finlow said. “[They’re] willing to pay a premium. We tested these between $5 and $9 and there's never been any pushback on the premiumization.” Pepsi can integrate the Drips brand into restaurant menus, though this requires some degree of training for operators. But the cost of training workers to implement a somewhat more intensive beverage program would be more than offset by increases in traffic and check, Finlow said. Like Pepsi, Coke is looking to serve more non-alcoholic, premium crafted drinks. “Mixology is really important with the Gen Z consumer,” Tallman said. “They want customization, how they want it and when they want it.” The company’s vision for such premium sodas is a drink based on a classic Coke product, like Sprite or Fanta or Coca-Cola, the flavor customizations like syrups, flavors on the rims of cups, inclusions like fruit and dairy additives. Melissa Mackay, senior vice president of marketing and insights at Westrock Coffee, said the dirty soda trend was blurring the line between different beverage categories. Despite the sometimes dramatic visual appearance of dirty sodas, Tallman said, the flavors that typically do well are ones consumers are familiar with. For example, Blue Raspberry, a flavor that’s more than 50 years old , has seen sales grow year over year. Some of that, may be due to its bright color, she said. Mango flavors are also well received, perhaps partially due to its visually appealing appearance. Coke is looking to replicate some of the success of long-established flavors with new syrups to flavor soft serve ice cream based on Barq’s Rootbeer and Fanta. The Fanta syrup produces an orange creamsicle flavor in vanilla soft serve. Coke will test it in Q4 with the root beer syrup and other flavors to follow, Tallman said. Drinks made with soft serve and syrups resemble Sonic’s cream slushes and other QSR premium beverages. The popularity of dirty soda shops like Swig may prompt beverage companies and QSRs to expand their beverage offerings to defend from up-and-coming rivals while simultaneously capturing sales of high-margin menu items. While much of the beverage innovation in recent years has focused on cold coffee and refreshers, rather than dirty sodas, QSR chains are looking to capitalize on the expanded popularity of premium, customizable drinks. McDonald’s is sunsetting CosMc’s, but will test some of its drinks at 500 restaurants in September. Yum Brands has also looked to new beverages as an important category , using KFC’s Saucy concept to test new drinks like lemonades, freezes and refreshers . Taco Bell is making similar moves . As beverage behemoths introduce their own bespoke dirty soda and premium soda suites, restaurant brands may follow their lead. Recommended Reading Beverage trends: The forces shaping the coffee sector in 2025 By Aneurin Canham-Clyne • July 1, 2025 How Yum Brands predicts the ‘it’ beverage of the future By Aneurin Canham-Clyne • July 30, 2025 purchase licensing rights Filed Under: Consumer Trends, Menu Development Restaurant Dive news delivered to your inbox Get the free daily newsletter read by industry experts Email: Select user consent: By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy . You can unsubscribe at anytime. Sign up A valid email address is required. Please select at least one newsletter. Editors' picks yaoinlove via Getty Images How 6 restaurant giants are hiking menu prices Brands like Chipotle, McDonald’s and Starbucks are walking a tightrope — charge enough to protect the bottom line without alienating customers. By Emma Liem Beckett and Julie Littman • Nov. 15, 2022 Permission granted by Starbucks Workers United Starbucks unionization efforts 5 store-level changes driving the Starbucks union The union’s proposals often focus on specific changes to systems workers interact with all day, every day, including equipment and mobile ordering. By Aneurin Canham-Clyne • Nov. 10, 2022 Keep up with the story. Subscribe to the Restaurant Dive free daily newsletter Email: Select user consent: By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy . You can unsubscribe at anytime. Sign up A valid email address is required. Please select at least one newsletter. Restaurant Dive news delivered to your inbox get the free daily newsletter read by industry experts Email: Select user consent: By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy . You can unsubscribe at anytime. Sign up A valid email address is required. Please select at least one newsletter. Company Announcements View all | Post a press release Hi Auto Releases Buyer’s Guide to Help QSRs Navigate the AI Drive-Thru Revolution From Jake Shelton October 23, 2025 Customer Service and Food Quality at Quick-Serve Restaurants Continue Decline, Chatmeter Report… From Chatmeter October 29, 2025 YouGov report: Rising costs reshape America’s appetite for dining out From YouGov October 23, 2025 Editors' picks yaoinlove via Getty Images How 6 restaurant giants are hiking menu prices Brands like Chipotle, McDonald’s and Starbucks are walking a tightrope — charge enough to protect the bottom line without alienating customers. By Emma Liem Beckett and Julie Littman • Nov. 15, 2022 Permission granted by Starbucks Workers United Starbucks unionization efforts 5 store-level changes driving the Starbucks union The union’s proposals often focus on specific changes to systems workers interact with all day, every day, including equipment and mobile ordering. By Aneurin Canham-Clyne • Nov. 10, 2022 Latest in Consumer Trends Chipotle faces worrying consumer headwinds By Aneurin Canham-Clyne Starbucks stanches the same-store sales bleeding By Aneurin Canham-Clyne Chili’s dramatic sales growth continues with 13% traffic jump By Aneurin Canham-Clyne Taco Bell brings Live Más Café to Texas By Aneurin Canham-Clyne Industry Dive is an Informa TechTarget business. © 2025 TechTarget, Inc. or its subsidiaries. All rights reserved. | View our other publications | Privacy policy | Terms of use | Take down policy . 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How Pink Palm Puff Took Off on YouTube and TikTok With $89 Hoodies - Business Insider Laura Proctor for BI Retail Pink Palm Puff's $89 hoodies are the hot new tween status symbol. Meet the 17-year-old founder. Laura Proctor for BI By Katie Notopoulos Senior Correspondent covering technology and culture You're currently following this author! Want to unfollow? Unsubscribe via the link in your email. Follow New Follow authors and never miss a story! Follow Katie Notopoulos Every time Katie publishes a story, you’ll get an alert straight to your inbox! Enter your email Sign up By clicking “Sign up”, you agree to receive emails from Business Insider. In addition, you accept Insider’s Terms of Service and Privacy Policy . 2025-03-22T09:00:01Z Share Facebook Email X LinkedIn Reddit Bluesky WhatsApp Copy link lighning bolt icon An icon in the shape of a lightning bolt. Impact Link Save Saved Read in app Add us on This story is available exclusively to Business Insider subscribers. Become an Insider and start reading now. Have an account? Log in . It was summertime when Lauren Brown's daughter pleaded with her to buy an $89 hoodie. 'I thought the price tag was a little steep so I told her, maybe for her birthday,' Brown told Business Insider. She kept asking for it, and that fall, for her eighth birthday, Ada got the hoodie of her dreams. The hoodie wasn't any regular sweatshirt, at least not in the eyes of Gen Alpha. It was a Pink Palm Puff — a new obsession of tween and teen girls reminiscent of the Stanley water bottle craze. 'I first saw Pink Palm Puff on YouTube, and I thought they were going to be so comfy, and I loved the designs and colors,' Ada Brown, 8, told BI. 'My friends asked where I got them, and I told them Pink Palm Puff. I also have the pajamas now.' Ada Brown, 8, a fan of the Pink Palm Puff matching sweatsuit. Lauren Brown Lily Balaisis founded Pink Palm Puff in 2023 when she was just 15 years old and living in the suburbs of Toronto. With a keen sense of the teen fashion landscape and some social marketing smarts, she helped it catch fire on YouTube and TikTok, seemingly overnight. 'I feel like there's many components to a good hoodie,' Balaisis told Business Insider. Comfort is key. The design is also important. It's 'either on trend at the moment or has good colorways that match your outfit.' The brand currently sells pastel-hued sweatshirts and matching sweatpants. A line of beachy short pajamas costing $89 per set was added in February and immediately sold out, according to Linas Balaisis, the brand's president and Lily's father. 'I feel like in my generation, pajamas are super popular,' the younger Balaisis said. Pink Palm Puff added a line of beachy short pajamas in February that cost $89 per set. Laura Proctor for BI The brand's official TikTok account has amassed over 545,000 followers and 9.8 million 'likes' (nearly as many as tween leisurewear icon Lululemon) and its YouTube account has 565,000 subscribers. The garments have frequently sold out over the last year, leaving some parents stymied — especially over the holidays. Mr. Balaisis declined to reveal sales numbers but said that they have exceeded expectations. One sign pointing to Pink Palm Puff's growing cultural relevance is the rise of counterfeits. Lookalike hoodies with names like 'pink pom puff' that sell for under $10 have been popping up on Amazon and TikTok Shop. (Amazon is removing some 'dupe' listings after BI asked about them). A handful of sites also feature similar-looking hoodies with misspellings of the brand in the URL. Related stories Business Insider tells the innovative stories you want to know Business Insider tells the innovative stories you want to know Lily's father, who's worked in finance and marketing, said he's proud of his daughter's success. He now manages the business's day-to-day operations full time. 'I told her, just take care of demand, and I'll take care of the rest,' he told BI. How Pink Palm Puff took off The hoodies ship to customers in colorfully printed boxes with dust bags, as if they were luxury purses. Laura Proctor for BI Lily Balaisis got a crash course in social marketing when she launched her first product — a slime concoction — when she was 11. The idea to start a fashion line centered on hoodies seemed like a natural next move. 'If you looked in my closet, there were hundreds of hoodies; I would say I would call myself a hoodie fanatic, honestly,' Balaisis said. 'I just had so many hoodies that was something that I truly loved, something that all my friends truly loved and something that I feel like I could be able to translate well into a business.' The $89 price point for the hoodies has made them somewhat vexing for the millennial and Gen X parents who remember American Apparel prices (parents may also be confused that there are no drawstrings — Balaisis said that her generation is anti-strings in hoodies). The high price reflects the cost of the embroidery of the designs on the back, sleeve, and front, as well as the quality of the plush fabric (the sweatshirts are made overseas), she said. The hoodies ship to customers in colorfully printed boxes with dust bags, as if they were luxury purses. The high-end packaging plays into the overall cost, but it also serves as marketing: an unboxing moment that teens can post online. 'We take pride in a really good unboxing moment, I call it,' Balaisis said. When she launched the brand, Balaisis cultivated a community of other young influencers who she identified as having a 'preppy' aesthetic and gave them free sweatshirts to spread the word. (Some adults over 30 may be surprised to discover that the term 'preppy' means something quite different than when they were teens. For young girls today, preppy means super girly, bright colors, lots of pink, and skirts with ruffles. To translate for millennials: think Regina George, not Blair Waldorf. Expensive pink and pastel sweatshirts fit right into this new version of prep). @preppyannafaye OBSESSED @PINK PALM PUFF 💗🌴⚡️ #fyp #foryou #annafaye #preppyannafaye #annafayeslays #annough #trending #preppy #xyzbca #fypシ #viral #fake #joke #satire #pov ♬ original sound - Anna Faye💌 The sweatshirts have a beachy motif — the most popular one has the phrase 'everything comes in waves.' Although Balaisis lives in Canada, she told Business Insider she is inspired by the coastal aesthetic and loves to visit Florida. Casey Lewis, a youth consumer trend analyst who writes the newsletter After School, saw that Pink Palm Puff hoodies were a hot item when looking at teens' social posts about wishlists. 'It's very much the Stanley tumbler effect,' Lewis told Business Insider about how Pink Palm Puff spread so virally on social media. 'Having these 'it' items signals to others that you're part of a club, and the fact that the brand was founded by a cool teen girl makes it even more of a desirable club.' The $45 Stanley Quencher became a tween status symbol in recent years, boosted by social media and the scarcity of some color varieties. As its popularity soared, sales jumped from $70 million in 2019 to $750 million in 2023, CNBC reported. Scarcity is also an element of Pink Palm Puff's business. A Facebook group dedicated to the brand is mostly full of moms and grandmothers of young girls who are dying for a sweatshirt. A constant topic of discussion is whether someone accidentally ordered from a scam site. One parent said she had inadvertently ordered from 'pinkpalmpuffhoodies.ru' and received a purple sweatshirt that appeared to be of lesser quality — but her daughter was happy with it anyway. What's next for Pink Palm Puff and its founder Lily Balaisis says she plans to add more hoodie colors and a swimsuit line, and is considering opening stores. Laura Proctor for BI Running a business at 17 isn't easy. Balaisis said she recently switched to online school to accommodate her travel schedule and that she plans on going to college. 'I would say the most challenging aspect I feel like would be managing my time,' Balaisis said. 'I feel like I spend so much time on my business where I'll find myself even just pulling all-nighters. I do get tired, but I never get tired of it, if that makes sense.' The things that Balaisis loves most about running Pink Palm Puff are going on brand trips and engaging with a community of preppy girl fans — she's even become close friends with a preppy influencer through this. In the near future, Pink Palm Puff is adding more hoodie colors and a swimsuit line. But Balaisis has big plans for the brand's future — hiring staff, possibly having storefronts, and expanding internationally. 'I feel like it's not something where I want to scale so fast where I don't pay attention to the quality and I don't pay attention to the aesthetic of the product,' Balaisis said. Retail YouTube TikTok More Related stories Business Insider tells the innovative stories you want to know Business Insider tells the innovative stories you want to know Business Insider tells the innovative stories you want to know More from Retail Most popular Business Insider tells the innovative stories you want to know Business Insider tells the innovative stories you want to know Business Insider tells the innovative stories you want to know Business Insider tells the innovative stories you want to know

Indonesian startup founder bootstrapped a company out of her garage Skip Navigation Related Stories Success Co-founder of $1.7 billion startup: What every first-time entrepreneur must do first Work She left her 9 to 5 for fractional work—now, her income has tripled to $220,000 Get Ahead ‘Sustainable ambition’ is the key to success, two-time founder says How I Made It 48-year-old quit Wall Street job to start a business—now it brings in $70M/year Startups Startup founders share how they bounced back from failure Dayu Dara Permata, 36, is the co-founder and CEO of Indonesian property transaction platform Pinhome. Courtesy of Pinhome It's no secret that building a successful startup often involves risk, iteration and failure . Dayu Dara Permata knows this well. The 36-year-old is the co-founder and CEO of Indonesian property transaction platform Pinhome . Over the course of about five years, she went from bootstrapping the business out of her own garage to raising over $75 million to date, according to a company representative and data from PitchBook . "Entrepreneurship is really hard. There's no instant success ... You just have to be ready to fail," Permata told CNBC Make It . "If you are trying to avoid failure altogether, [then] you're just delaying it." "Maybe you're not trying enough — that's why you've not seen failures , but what it does is it's really hindering growth," she added. Humble beginnings Permata, who was born and raised in Indonesia, has always been an overachiever. "I'm born from a very simple family ... we didn't come from money, so I had to really earn everything that I wanted," she said, adding that her parents were always strict and demanding with her. "I was always expected to deliver, to be number one, to succeed academically," she said. "I always liked property, because, living with very strict parents — [it was] my house, my rules. So, I thought I wanted to own my own house, so I could have my own rules," Permata said. She said she was studious, competitive and "always focused on academics" as a kid. By the age of 23, she had already purchased an investment property, the first of several. Upon graduating from university, she went on to pursue an almost decade-long corporate career, eventually landing a senior vice president role at Southeast Asian on-demand services platform Gojek, where she met Pinhome co-founder Ahmed Aljunied. After working at Gojek for about four years, Permata said she felt ready to embark on her own entrepreneurial journey. "I think at the end of my time at Gojek, [the company] was operating in 200 plus cities in all of Indonesia," she said. "I had worked with my CTO, Ahmed ... [He] was always very entrepreneurial. He had built businesses before, and he [said]: 'Why don't we start our own?'" 'Fail fast, learn fast' So in early 2019, the two began ideating and building the business out of Permata's home garage. Over the course of about nine months, Permata said she invested about $150,000 of her own savings into bootstrapping the company. "My husband was my first employee. We had our first five team members working out of our [garage]. It was really like nine months of bootstrapping," she said. "I was also working full time at Gojek, and it was still quite long hours that [I was working there], but we managed to squeeze in time [for our startup.]" Informed by her own experiences as a property investor, Permata knew she wanted to address the many pain points in Indonesian real estate. She said the process of buying and maintaining property was very "manual" and "fragmented." "All the pain of searching for a home, and connecting with agents ... [It's a] six to nine month process, all on WhatsApp, and you're dealing with complete strangers ... and I thought: 'Why is it so traditional and why hasn't technology transformed the sector?'" Permata and her co-founder felt that the real estate sector in Indonesia was ripe for transformation. Try to fail every day, but learn from it ... I think that will help you with your stamina in the long run, because it isn't a sprint, it's a marathon. Dayu Dara Permata Co-founder and CEO, Pinhome "We tested different business models ... In the first business model, we were exploring crowdfunding for real estate. The second business model, we were exploring property management. Then the third time, we were exploring ... co-ownership of real estate," she said. "We went through that iteration almost every two or three months," she said. After testing a few failed ideas, Permata and Aljunied landed on their fourth idea, which ultimately became what Pinhome is today — an end-to-end property transaction platform that offers brokerage, mortgage and home services. Pinhome was launched in January 2020 and serves more than 3.5 million monthly active users across its website and mobile apps today, according to a company representative. "Fail fast, learn fast. That's how you get closer to success," Permata suggested. "Try to fail every day, but learn from it ... I think that will help you with your stamina in the long run, because it isn't a sprint, it's a marathon." "If you are not managing your energy well, then you might quit before you reach success," she added. Want a new career that's higher-paying, more flexible or fulfilling? Take CNBC's new online course Make a Powerful Career Change and Land a Job You Love . Expert instructors will teach you strategies to network successfully, revamp your resume and confidently transition into your dream career. VIDEO 7:50 07:50 I left the U.S. for India and built a $23M burrito business Make It

Why toy brands are focused on winning over ‘kidults’ Skip to main content By Jennimai Nguyen July 28, 2025 • 5 min read When Labubu made it big in America this summer, it wasn’t just because it caught on with kids. The fuzzy little demon toys, made by Chinese company Pop Mart, also became the hottest accessory for adults, prominently displayed on designer handbags, showed off on TikTok, and spotted on many a favorite celeb. That cultural pizzazz has helped more than double the company’s revenue, according to the Wall Street Journal. Pop Mart isn’t the first to tap into the American “kidult” audience, and it’s not likely to be the last. Brands like Barbie and Hot Wheels from toy giant Mattel have long catered to an adult audience of toy appreciators and nostalgia-seekers, and other brands are jumping in: In 2023, doll company Bratz introduced an animated series that particularly pleased grown-up fans, while Trixie Mattel’s Trixie Cosmetics debuted a campaign and makeup collection with the Teletubbies in May. The customer that possesses both childlike wonder and grown-up spending power is a key target for many brands, and it’s a market that’s poised to keep going, Juli Lennett, VP and toys industry advisor at research firm Circana, told us. “Ever since the pandemic, the adult market for toys has been the growth area for the toy industry,” Lennett said. “When there are times of stress, which it feels like we’re getting into that even now, consumers do tend to lean into when they were children and lean into toys.” Growth spurt In the first quarter of 2025, toy sales for adults aged 18 or older increased 12% compared to the same time period in 2024, making them the fastest-growing age demographic for the toy industry, according to Circana. But kidults aren’t strictly aged 18+, according to Lennett. Rather, she said, Circana defines the kidult market as anyone 12 and up “who buys toys for themselves or receives toys.” This definition allows it to also examine the behavior of the 12–17 age demographic, which tends to engage with toys differently than both younger children and the 18-and-older crowd. In the case of Labubu, the appeal seems to be cross-generational, albeit for different reasons. While younger kids might attach their little furry guys to school backpacks and rely on their parents to keep track of product drops, older customers are clipping their creepy keyrings to designer bags and keeping tabs on Pop Mart’s website themselves. That adult engagement has allowed a wider swath of brands to get in on the hype: In June, Highsnobbery hosted a Labubu fashion show in New York’s Washington Square Park with prizes including a Coach bag, while Uniqlo announced a line of officially licensed Labubu T-shirts and sweatshirts that will roll out in August. Countless other brands made cheeky social media posts featuring the dolls as they took over the zeitgeist. Get marketing news you'll actually want to read Marketing Brew informs marketing pros of the latest on brand strategy, social media, and ad tech via our weekday newsletter, virtual events, marketing conferences, and digital guides. Subscribe Despite their popularity with kids, Pop Mart is not particularly focused on catering to children. “The target audience for our product is the adult collector,” Emily Brough, Pop Mart’s head of licensing, said in an interview with the Wall Street Journal. “We are specifically hitting that Gen Z kidult customer, so they’re more collectible items than anything else, and so they’re definitely not marketed for children.” Labubu isn’t the only toy taking off in the grown-up world. Roberto Stanichi, EVP of Hot Wheels, said that adults have long been a cornerstone of the toy-car brand’s audience due to its commitment to reflecting authentic car culture, but that in recent years, interest from adults has “accelerated dramatically.” The Hot Wheels Collector die-cast collection, which is built specifically for adults, has had sales triple since 2017, according to the company. “I think it has to do a little bit with the moment that we live in, but at the same time, [there’s] this cross-generational nature of Hot Wheels,” Stanichi said. “1968 is when Hot Wheels came out. There are some of the original kids that played with Hot Wheels, not only have they shared that with their kids, but now some of them are starting to have grandkids. So you have three generations, full-cycle generations, of kids that grew up with Hot Wheels.” Whether it’s a doll or a car, adults engaging with toy culture are often looking for a sense of belonging, Lennett said, and greater toy appreciation is creating community for older audiences. “It kind of makes you feel good, and you’re part of a bigger group,” she said. “It’s social media–driven. You feel okay doing it, and you’re going to promote it,” she said. Not now, honey; the kidults are talking For brands that are embracing their adult audience, adult-focused messaging can look a little different than the marketing aimed at getting kids excited. “When you’re talking [to] kids, there’s an element of the fantastical,” Stanichi said. When it comes to adults, “understanding what is moving in terms of cultural trends in car culture and how we can authentically tap into that and play into that is what’s really important.” At Hot Wheels, adult-focused marketing is centered around immersive messaging and experiential, as well as brand partnerships, including collaborations with brands like Formula 1, Ferrari, and car brands in the Japanese domestic market. By connecting with consumers beyond childhood, Stanichi said that the kidult market has allowed customer bases and toy brands to continue growing—together. “It doesn’t matter how old you are,” he said. “You might change the way you interact with the brand, but it never ceases to be a part of your life.” Copy Get marketing news you'll actually want to read Marketing Brew informs marketing pros of the latest on brand strategy, social media, and ad tech via our weekday newsletter, virtual events, marketing conferences, and digital guides. Subscribe

Why 818 Tequila is using fashion to tap into Gen Z’s ‘little treat’ craze | Marketing Dive Skip to main content CONTINUE TO SITE ➞ Don't miss tomorrow's marketing industry news Let Marketing Dive's free newsletter keep you informed, straight from your inbox. Daily Dive M-F Mobile Weekly Every Thursday Agencies Weekly Every Monday By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy . You can unsubscribe at anytime. Search An article from Q&A Why 818 Tequila is using fashion to tap into Gen Z’s ‘little treat’ craze CMO Kathleen Braine explains how the Kendall Jenner-founded brand is channeling Labubus and lip gloss keychains to launch its new 818 minis. Published Aug. 18, 2025 Jessica Hammers Editor post share post print email license 818 Tequila's new 818 Minis are 50ml bottles of 818 Tequila’s Reposado and Blanco products. Courtesy of 818 Tequila Kendall Jenner’s 818 Tequila on Monday announced a social media campaign and accompanying product launch meant to tap into Gen Z’s fixation on “little treat culture,” or small indulgences, and bridge fashion with functionality. The efforts are tied to the brand’s celebration of what it bills as 818 Day (Aug. 18). “Free the Nip” — a cheeky nod to the “free the nipple” movement — reimagines the classic shooter as not only a minibar staple, but a fashion must-have, a direction inspired by the younger cohort’s allegiance to expressive purchases like Labubu dolls and lip gloss keychains. The campaign serves to introduce the brand’s new 818 Minis, which are 50ml bottles of 818 Tequila’s Reposado and Blanco products, and will include influencer activations and content featuring the product in on-the-go scenarios and unexpected places. 818 Minis will roll out nationwide in September. Additionally, the brand created limited-edition collectible bundles featuring 818 Mini Bag Charms that hold the 818 Minis that will be available on Gopuff starting Sept. 8 at 12 p.m. ET. The minis launch strategy sees the marketer operating in a way typically reserved for brands in categories like beauty, explained Kathleen Braine, CMO at 818 parent Calabasas Beverage Company. “As a spirits brand, you’re not always able to participate in some of the fun trends on social that beauty brands get to do, and this is a fun way of us kind of tongue-in-cheek putting the mini in a space that could normally be filled by a lip gloss or a hair clip,” Braine said. The latest move from 818 Tequila continues the brand’s focus on tapping into culture, which it has done through other recent efforts including its first national sports partnership with NASCAR driver Toni Breidinger. Those efforts have helped the brand defy industry odds — though the tequila category as a whole only grew 2% in volume last year, 818 saw 40% year-over-year volume growth, per data shared by the brand. Braine has served as 818 Tequila’s CMO for two years, but has been with the company for over four years. Marketing Dive recently spoke with the executive to learn more about the brand’s approach to marketing around culture and her thoughts on the increasingly crowded social media landscape. The following interview has been edited for clarity and brevity. Marketing Dive: What insights informed your decision to tap into the “little treat” trend, and how does it align with 818’s brand ethos? KATHLEEN BRAINE: We’ve always been about shared moments between friends and family and magical moments — that’s a big pillar of our brand — and I think this extension into a different size made us think, not only are we about these magical moments, but we’re more than just a traditional spirits brand, we’re actually more like a lifestyle brand in that we speak about things in a lifestyle manner. We’re thinking this is such a cool opportunity to feature our minis in not the traditional way that minis are featured — they’re sort of confined to an airplane drink cart or hotel minibar — and in this campaign, we’re letting them free. That aligns nicely to the little treat culture right now, where you see a lot of people looking for the little joys in life. The minis can be another way of expressing that little joy. “Free the Nip” reimagines the classic “nip” or shooter as not only a minibar item, but a must-have fashion accessory. Why was it important to mix fashion with functionality? We’ve always been a brand that has really cared about our brand identity visually, and our aesthetic, and that’s something that Kendall, our founder, has had as a North Star for us from the very beginning. When we’re saying fashion, we’re actually just saying aesthetic and lifestyle and branding, we’re not a clothing item, but lip gloss isn’t a clothing item either, but these beauty brands are curating an aesthetic that appeals to their consumer and builds brand equity around their brand, that their brand lives in this aesthetic space. It’s the occasions that [our product] can be used in, and the occasions through which we can express our aesthetic are sort of around cocktails and at-home drinking, things like that. But the minis have opened us up to another avenue, there’s a Get Ready With Me moment, there’s bringing it with you to the party, but it’s clipped to your bag. 818 Tequila also recently announced its first national sports partnership with NASCAR driver Toni Breidinger. What are your top considerations when deciding whether or not to market around various cultural touchpoints? We are always looking first at what our consumer is interested in, and what the insight is that ties the moment together. I think the minis are interesting because we were already planning on launching these — if you know anything about the supply chain and product innovation life cycles and alcohol, they’re very long. It’s not like we were able to say, “Labubu is trending, we’re gonna launch these minis” and do it in three months. The insight was already there [that] people want a more convenient and accessible form of their favorite spirit, specifically in the consumer group that we’re working with, which is a lot of Gen Z and millennial consumers who are looking to do things like celebrate a bachelorette party, have a girls night in where they do an aesthetic cheese plate. The mini already had a space in that, and then it just so happened that we’re seeing this cultural trend of little treat culture, bag charms, and we were like, this makes total sense, there’s a way to plus this up even more with this limited-edition bag charm. We've seen major marketers like Unilever adopting social-first , influencer-heavy strategies this year. Does that change the equation for 818 at all? We’ve always been a social-first brand, so it really hasn’t shifted anything for us. I think it’s the bigger ships in the marketing space, the bigger consumer brands, that this is a shift for them. Toni, our NASCAR driver, is one of the first actual sponsorships we’ve ever done — we really don’t do sponsorships. Our marketing is very driven by social, digital, influencer, content creator and our founder. It’s not really a step change when that’s how we’ve operated from the beginning. It’s just gotten more popular for brands to do it because they see how effective it is. What spaces or trends is the brand looking to step into next? We speak both to a Gen Z consumer and a millennial consumer, [the latter] who’s really interested in things like mixology and at-home hosting and entertaining, so a lot of our new stuff coming up will either be focused more on that Gen Z going out occasion, and then also that millennial consumer, who is also a core consumer of 818, who is looking to host at home and make fun cocktails. Recommended Reading Why 818 Tequila tapped a NASCAR driver to accelerate cultural marketing By Chris Kelly • April 30, 2025 818 Tequila mixes cocktail of sustainability, social media and celebrity By Nicole Ortiz • July 2, 2024 purchase licensing rights Filed Under: Brand Strategy, Mobile, Creative, Social Media, Influencer Marketing Marketing Dive news delivered to your inbox Get the free daily newsletter read by industry experts Email: Select Newsletter: Daily Dive M-F Select Newsletter: Mobile Weekly Every Thursday Select Newsletter: Agencies Weekly Every Monday Select user consent: By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy . You can unsubscribe at anytime. Sign up A valid email address is required. Please select at least one newsletter. Editors' picks Justin Sullivan via Getty Images Deep Dive What’s next as Google keeps cookies amid challenges to its dominance The decision to not move forward with an opt-out option arose out of an “evolution” of the industry and regulatory environments, said a Google official. By Chris Kelly • April 23, 2025 Permission granted by Shutterstock for Advertising Week New York Kraft Heinz CMO on being culturally nimble without losing brand equity At Advertising Week, Todd Kaplan said marketers should think of brand building like pointillism and not rush to jump on every viral opportunity. By Peter Adams • Oct. 7, 2025 Keep up with the story. Subscribe to the Marketing Dive free daily newsletter Email: Select Newsletter: Daily Dive M-F Select Newsletter: Mobile Weekly Every Thursday Select Newsletter: Agencies Weekly Every Monday Select user consent: By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy . You can unsubscribe at anytime. 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Hair Syrup Review: Is The TikTok Hyped Brand Worth It? | Marie Claire UK Don't miss these Your next read: (Image credit: Rebecca Fearn) By Rebecca Fearn published 29 June 2025 in Features When it comes to TikTok beauty brands, they're increasingly becoming a dime a dozen. However, some really do take off and grow, earning rave reviews and record sales. Case in point: Hair Syrup, the brand which featured on Dragons' Den and has a legion of fans. But should you invest in the brand? Here's what you need to know, from a beauty editor who's not easily impressed. The Hair Syrup story Founder Lucie Macleod has been vocal about her journey with Hair Syrup. Started in her family home when she was at university, Macleod created a number of oils for hair health after struggling to find anything to fix her own heat and bleach-damaged hair. After initially selling on Etsy, Hair Syrup grew and grew, largely with the help of its viral social media status. @hairsyrup ♬ original sound - Sarah Cothran Despite experiencing several setbacks—including rejection from the 'Dragons' on Dragons' Den—the success of the brand has catapulted, and its reputation as one of TikTok's biggest success stories often precedes it. The brand tells me Hair Syrup is now a top-three 'small and medium haircare' business on TikTok, with over 325k products sold on the platform alone, and has even experienced 700% sales growth on certain products via TikTok Shop in the last few years. What's more, the brand's profile went from 300k TikTok followers at the start of 2025 to over 400k in just six months. @oliviagouldd ♬ original sound - Olivia💛✨🍯 With a predicted sales turnover of £6.5m in 2026, brand reps tell me global domination is next, with expansion plans for the US and Australia in the works. What are Hair Syrup oils like to use? With all this said, it's obvious Hair Syrup has garnered plenty of attention, both on social media and in the press. But how exactly do the products work, and are they really as good as everyone says? Hair Syrup was born from the idea that pre-wash hair oils were key to hair and scalp health. It's worth mentioning that hair oiling is, of course, a 5000-year-old tradition with Ayurvedic roots, meaning that while it's gaining attention from brands like Hair Syrup, it has been around for thousands of years and is not new. Hair Syrup Rapunzel Pre-Wash Oil Hair Syrup Grows-Mary Pre-Wash Oil Hair Syrup Vitamin C Me Pre-Wash Oil The brand first launched with its pre-wash products, which are still its most popular today. These oils combine all-natural fruit, nut and plant oils such as sweet almond, orange and macadamia, and are designed to be massaged into the scalp and smoothed into hair when it's dry, before shampooing out, one to four hours later. There are different formulations, from the now-viral 'Rapunzel,' designed to help you achieve your longest, fullest hair dreams and 'Vitamin C Me,' which is made for damaged hair to soften, protect and nourish. All oils promise to leave hair shinier, glossier and more hydrated. The brand has since expanded into leave-in oils, 'buttercreams,' and hair accessories. Marie Claire Newsletter Celebrity news, beauty, fashion advice, and fascinating features, delivered straight to your inbox! Contact me with news and offers from other Future brands Receive email from us on behalf of our trusted partners or sponsors Fans on social media and in online reviews have claimed in their thousands that Hair Syrup has been responsible for saving their damaged hair, helping it grow longer, and with increased fullness. The pre-wash oils have garnered such a cult following that I couldn't help but buy into the hype. However, because of my job as a beauty editor, I am sceptical. So, what did I think when I put these viral oils to the test? Are they worthy of the increasing attention? Let's find out... (Image credit: Rebecca Fearn) It's hard for me to comment on claims fans have made in terms of long-term health and growth as a new-time user of Hair Syrup. What I can say is that with continued use, I do believe these could contribute towards healthier strands on the whole. I am sceptical that any topical, non-medicated hair product can make hair grow faster ; however, healthier hair indeed equals less breakage, and less breakage means stronger growth. I also think anything that encourages you to use nourishing ingredients on hair and focus on scalp health can only be beneficial to your routine, particularly for less than £20. I did get a sense of instant gratification: my hair looked shinier and softer each time I used any of the oils, and the scents linger, which I found impressive. I would warn anyone with bleached blonde hair to approach the 'Rapunzel' formula with caution, though; the brand has a disclaimer on their website about this, and I did notice my hair colour was a little less vibrant after using it, but not hugely so. Hair Syrup recommends doing a strand test first. You can buy Hair Syrup direct from their website, as well as on retailers such as Boots and Beauty Bay . Rebecca Fearn Freelance Beauty Journalist and Contributor Rebecca is a freelance beauty journalist and contributor to Marie Claire. She has written for titles including Refinery29, The Independent, Grazia, Coveteur, Dazed, Stylist, and Glamour. She is also a brand consultant and has worked with the likes of The Inkey List on campaign messaging and branded copy. She’s obsessed with skincare, nail art and fragrance, and outside of beauty, Rebecca likes to travel, watch true crime docs, pet sausage dogs and drink coffee. Rebecca is also passionate about American politics and mental health awareness.

--> Casper Marketing Strategy Close Creative Studio Who We Are What We Do Case Studies Courses Podcast Book Pricing Contact Us Today Facebook Twitter LinkedIn Instagram kevin@voymedia.com Casper Marketing Strategy Author Kevin Urrutia Category Marketing Posted September 26, 2025 Table Of Contents CONTENTS 1 Casper Marketing: How a Mattress Retailer Went from Zero to $750 Million in 4 Years (Case Study) 2 Casper Marketing Breakdown: How Casper Took The Mattress Industry By Storm And Reached a $1.1 Billion Valuation 3 Casper’s Innovative Content Marketing Strategy 4 The Casper Email Marketing Teardown 5 A New Model for Bed-in-a-Box: Ruination to Reinvention 5.1 Part 1: Positioning 5.2 Part 2: Content Marketing 5.3 Part 3: Link Building 5.4 Part 4: Paid Acquisition 5.5 Part 5: Email Marketing 5.6 Growth Marketing 5.7 Data Intelligence 5.8 Creative 5.8.1 Strategy #1: Reinvent The Buying Experience 5.8.2 Strategy #2: Create an Unbeatable Guarantee 5.8.3 Strategy #3: Answer Your Target Market’s Questions (To-Fu) 5.8.4 Strategy #4: Create a Go-To Comparison Resource (MoFu) 5.8.5 Strategy #5: Showcase All Reviews in One Place (BoFu) 5.8.6 Strategy #6: Build White-Hat Education Links with “The CSD Method” 5.8.7 Strategy #7: Publish Original Research (and Become a Go-To Expert in Your Marketplace) 5.8.8 Strategy #8: Use “The Best-of Backlink Builder” (with a Twist) 5.8.9 Strategy #9: Translate Your Ads to Capture New Markets 5.8.10 Strategy #10: Try This Little-Known Trick to Monopolize Your Search Ads 5.8.11 Strategy #11: Combine Advertising and Remarketing to Get More Leads for Your Online Store 5.8.12 Strategy #12: Use This 2-Step Cart Abandonment Process to Recover Lost Sales 5.8.13 Strategy #13: Turn Customers into Salespeople with This Replicable Referral Engine 5.8.14 Strategy #14: Get Better Customer Reviews with This Simple, Yet Powerful Copy Hack 5.8.14.1 1. Nail your content marketing 5.8.14.2 2. Use social proof to build trust 5.8.14.3 3. Provide an unbeatable guarantee 5.8.14.4 4. Use referral marketing 5.8.14.5 5. Provide a great purchase experience 5.8.14.6 6. Grow your sales with email marketing [...continues with more strategies and details about Casper's marketing methodologies and successes...]

How Warby Parker grew from eyeglasses upstart to sustainable business Skip Navigation Related Stories Startups 38-year-old's startup, backed by Bill Gates, has raised $33M to reinvent butter How I Made It 18-year-old CEO learned to code at 7—now, he has a $1.4 million-a-month AI app Success Co-founder of $1.7 billion startup: What every first-time entrepreneur must do first Power Players Richard Branson: The most important skill you need to build a successful business Level Up 39-year-old founder and mom of 2 on the parenting lessons she lives by If Dave Gilboa kept better track of his glasses, Warby Parker might not exist. In 2008, Gilboa lost a $700 pair of Prada eyeglasses on a backpacking trip just before starting an MBA program at the Wharton School of the University of Pennsylvania. There, he met classmates — Neil Blumenthal, Andy Hunt and Jeff Raider — who understood his frustration. Within months, the classmates were working on a solution that would eventually disrupt the nearly $150 billion global eyewear industry. They co-founded Warby Parker, a pioneering direct-to-consumer brand that's sold millions of pairs of glasses, both online and in 269 brick-and-mortar stores across the U.S. and Canada. Warby Parker brought in nearly $670 million in revenue last year. It currently boasts a market value of $1.79 billion, with Gilboa, 43, and Blumenthal, 44, serving as co-CEOs. For most direct-to-consumer brands , the last, elusive piece of the puzzle is profitability , often due to razor-thin margins. Warby Parker is on the precipice: It's making more money from brick-and-mortar stores than online, with in-store eye exams providing additional revenue, so it plans to steadily open more locations. The simple strategy should push the company to a place of profitability and stability that has eluded so many of its compatriots, industry analysts say — probably as soon as next year. "The need for glasses and contacts continues to grow and grow and grow," Blumenthal tells CNBC Make It. "And we're putting Warby Parker in a position to take advantage of that growth, to serve that very large growing need." Launching 'the Netflix of eyewear' Warby Parker launched in February 2010, when the four co-founders were still full-time students. They tapped into their savings — $30,000 from each, for a total of $120,000 — and Blumenthal used connections with eyewear manufacturers from his previous job at VisionSpring to create the company's first inventory. "We did pour our life savings in to get the business off the ground," says Gilboa. Bootstrapping the business meant running it out of Blumenthal's apartment instead of an office, and not taking any salaries. They hired a fashion publicist to raise awareness. Vogue and GQ wrote about its launch, with GQ referring to it as "the Netflix of eyewear." The articles published just as Warby Parker's website went online, and the business was quickly overrun with orders. The fledgling company hit its first-year sales targets within three weeks . Warby Parker co-founders and co-CEOs Dave Gilboa and Neil Blumenthal. Source: CNBC Make It Customers kept asking to visit Warby Parker's offices to try on glasses in-person. So, after graduating and establishing headquarters in New York, the co-founders converted some of their office space into a showroom. "Suddenly, we were on track to do $3 million of [annual] sales out of our office," says Blumenthal, calling it a "light bulb moment." Warby Parker opened its first brick-and-mortar store in Manhattan's SoHo neighborhood in 2013. Last year, retail stores accounted for more than two-thirds of Warby Parker's revenue, over $440 million. The co-CEOs hope to eventually operate more than 900 locations . "This year, we'll open 40 stores, and we can plan to continue on that cadence for years to come," Blumenthal says. Profitability in sight Warby Parker's revenue has consistently grown each year, yet the 14-year-old company remains unprofitable. Blumenthal and Gilboa point to an adjusted EBITDA figure — in Warby Parker's case , "adjusted EBITDA" means excluding a series of non-recurring costs, charitable donations and tax-related expenses from the company's bottom line — of $52.4 million last year as proof of financial viability. That's actually a fair assessment, says Anthony Chukumba, managing director and analyst at Loop Capital, an investment bank and advisory firm. "The company has no debt whatsoever, and generates free cash flow so they can fund continued growth," he says, adding: "Warby Parker will be solidly profitable, from a net income perspective, by next year." Blumenthal and Gilboa tout plans to make Warby Parker a "holistic vision-care company" by turning stores into a "one-stop shop" for customers' eye care needs, says Blumenthal. On a recent earnings call , Blumenthal noted that adding eye exams to retail stores helped increase Warby Parker's average revenue per customer by more than 9% last year. Today, Warby Parker operates 269 stores and plans to open hundreds more. Source: CNBC Make It Active customers are up, too: The company had more than 2.3 million of them in 2023, a rise of 30% since 2019 , according to a Make It analysis of SEC filings. But in comparison to the industry's giants, Warby Parker remains small. EssilorLuxottica, the Italian-French eyewear company behind Ray-Bans and Oakley, brought in more than $28 billion in sales last year. Blumenthal insists there's plenty of space for growth within that massive global eyewear market, which is why he doesn't hesitate to name the company's next ambitious goal. "We want Warby Parker to be one of the most beloved brands in the world," he says. Want to master your money this fall? Sign up for CNBC's new online course . We'll teach you practical strategies to hack your budget, reduce your debt, and grow your wealth. Start today to feel more confident and successful. Use code EARLYBIRD for an introductory discount of 30% off, now extended through September 30, 2024, for the back-to-school season. Plus, sign up for CNBC Make It's newsletter to get tips and tricks for success at work, with money and in life. VIDEO 9:03 09:03 I bought a failing snack company for $250K—now it brings in $103M a year How I Made It

From Hostel Beds to Million-Dollar Sales: SplayTray Welcome Explore Luxury Living and Travel Tips Explore Luxury Living and Travel Tips Explore Luxury Living and Travel Tips Explore Luxury Living and Travel Tips Discover the best in luxury lifestyle and travel tips. Join Our Community Featured Destinations Discover LUXE Lifestyle and Travel Our Vision Our Approach Our Approach Our vision at LUXE Lifestyle and Travel is to be the go-to resource for anyone looking to improve their health and wellbeing. We want to make it easy and accessible for everyone to live a healthy and fulfilling life. Our Approach Our Approach Our Approach At LUXE Lifestyle and Travel, we take a holistic approach to health and wellness. We believe that physical, mental, and emotional health are all interconnected, and we offer resources and products that address all aspects of wellbeing. Our Partners Our Approach Our Partners We partner with companies and organizations that share our values and commitment to health and wellness. These partnerships allow us to offer our customers a wide range of high-quality products and services. Join the LUXE Community Email Sign up Contact Us LUXE Lifestyle and Travel Info@LUXElifestyleandTravel.com 702-530-2692 Hours Open today 09:00 am – 05:00 pm Copyright © 2025 LUXE Lifestyle and Travel - All Rights Reserved. Powered by HOTELS SHOPPING This website uses cookies. We use cookies to analyze website traffic and optimize your website experience. By accepting our use of cookies, your data will be aggregated with all other user data. Accept

How menswear label Lafaurie is carving out space in Paris | Vogue Business Skip to main content Make better business decisions Sign up to our newsletter for a truly global perspective on the fashion industry Sign Up Enter your email to receive editorial updates, special offers and breaking news alerts from Vogue Business . You can unsubscribe at any time. Please see our privacy policy for more information. Close When you think of Parisian menswear, it may evoke thoughts of high luxury houses, elevated suiting and the finest accessories, with a price tag to match. But away from the high luxury market — which continues to meet challenges as shoppers pull back spending — there’s a contemporary Paris menswear label quietly bucking industry trends. Enter Lafaurie, an artsy direct-to-consumer (DTC) menswear business run by brothers Théo (31) and Pablo (24) Lafaurie, which opened its 14th store in France last week, on rue Vieille du Temple in the Marais. The store, which is the first time the duo have curated a gallery-style space, marks a new chapter for the label, as it continues to scale at home and abroad. With contemporary pricing (from €100 for a cotton shirt to €650 for a lamb leather jacket), Lafaurie is finding its niche as a premium, more accessible menswear player. And it appears to be one of the winners as menswear consumers move away from luxury spending and seek high-quality, more reasonably priced clothes, alongside contemporary European labels like Ami Paris , Our Legacy or Mfpen . Between the Zaras and H&Ms on Paris high streets like the Champs-Élysées and the high luxury boutiques on rue Saint Honoré or Avenue Montaigne, there were very few contemporary or independent boutiques serving the premium customer, says Pablo. “When we took over [from their father Pierre after he died in 2018], the market in Paris was completely bipolar between luxury and fast fashion. We wanted to be somewhere in the middle, in what we call ‘smart luxury’.” Founded by Pierre in 1991, Lafaurie was originally a series of small, curated multi-brand stores in Paris, featuring a small collection of Lafaurie pieces alongside other Parisian brands. “When we took it on, it was not really a brand. It was more commercial,” says Théo, speaking on Zoom from the brand’s HQ in the affluent, artistic Saint Germain neighbourhood. “But when our father passed away, we decided to convert it into its own thing.” This meant focusing on its own brand, developing a new creative language rooted in the art community, with elevated photography, artist collaborations and gallery-style stores; launching e-commerce to take aim at an international consumer and investing in technology on the back end to accelerate expansion. Pablo and Théo Lafaurie lean on the the loyal European and North African supplier network established by their father to produce high-quality garments at lower cost. Photo: Fred Lahache When it came to infrastructure, Lafaurie had a strong foundation. In its 30 years in business, their father had opened seven stores across Paris. And to produce clothing, Pierre had established a loyal network of artisans, including an Italian knitwear supplier, a Portuguese jersey supplier, and other factories across Estonia, Romania and Morocco. “It was like a shortcut, having this [infrastructure],” says Théo. “From there, we could build the brand that we really wanted.” The key is the positioning. “Working directly with suppliers, we could have a really good price, style, quality ratio,” Pablo adds. While the range is broad, the majority of garments, including the brand’s hero item, the cotton painter’s jacket, come in at under €300. Their father had built a solid supply chain, and sales grew from 2010 to 2014. However, in 2018, Théo and Pablo inherited a brand meeting some serious headwinds, with fierce competition from online DTC brands and new-age contemporary menswear and streetwear labels. Under the brothers’ leadership, Lafaurie returned to growth from 2018 to 2020, with annual revenues nearing €4 million just before the onset of the pandemic in 2020. Like many, the business was impacted during Covid, but it has since rebounded, with 2024 revenues at around €8 million, up 20 per cent year-on-year. The business is projected to grow by a further 25 per cent in 2025. While luxury brands and groups continue to face losses and consumers broadly pull back spending, it’s an impressive trajectory. Alternative suiting, with a creative twist Théo and Pablo design all Lafaurie pieces in their grandmother's old lampshade atelier in Saint Germain. These roots inform Lafaurie’s Rive Gauche, artsy style, focused on everyday clothing with a “creative twist” in terms of fabric or colour, Théo says. For example, this summer, they created their signature painter's jacket, but with a different denim wash on each side and different, mismatched buttons. Other twists might include a subtle pattern applied on a classic shirt. “We develop our own patterns and prints that we draw in our studio. So it can be these small things that make the difference,” Théo adds. This approach chimes with general trends across menswear, as consumers continue to move away from the logo-heavy, loud luxury of the pre-pandemic streetwear boom, and men’s consumers focus more on design, quality, fabrication and fit than ever before , with small design signatures to give a sense of “if you know, you know”. “We are really influenced by how artists are dressed. The idea is we do something called alternative suiting. It’s not formal suiting. It’s unstructured jackets with matching trousers: a uniform that you can wear at an evening event or in your atelier or studio. We love this duality,” Théo says. Creative clients make up the bulk of Lafaurie’s consumer base, including editors, artists, gallerists, authors and filmmakers. Lafaurie stores feature 20 per cent carryovers and 80 per cent newness, to keep driving customers to come back and explore new colours, patterns or “creative twists” on their favourite styles. Photo: Jules Focone When it comes to menswear trends, the Lafaurie duo explain that their consumer base is increasingly seeking more casual designs and laid-back silhouettes. But they’re also experimenting with colour and patterns more than ever before. “That’s why in our shops, we have 20 per cent timeless pieces and 80 per cent newness every year,” says Théo. “Consumers keep coming back to us for the same silhouette in different colours.” The US: Great risk and great reward After investing in international expansion via digital, e-commerce now represents 25 per cent of the business. And over half of this revenue comes from the US, representing a huge growth opportunity, but also a major risk for the brand, considering the potential US import tariffs proposed by President Trump. Lafaurie’s US revenues grew 50 per cent in 2024. So, like many European labels with strong American user bases, they’re holding their breath for the tariffs decision deadline on 5 May. But they’re still confident in the growth potential of the US business. “Nothing is done for yet. [We’re waiting] the 90 days [until a decision is reached]. But we are confident. We really have a dedicated and loyal US customer base,” says Pablo. “Obviously, if we need to adapt the logistics structure, if we need to adapt from an operational perspective, we’ll do what we need to do. But we will continue to invest in the US market, because the US market is growing so well for us. We’ll make the choice when the final decisions are made by the US administration.” That said, they’re also eyeing new markets, in the context of the socio-political climate, to try and find new avenues for growth should US tariffs end up being high and affecting profits. “We’re starting to look at Asia, to balance our international business a little,” Théo explains. The plan is to hold a New York pop-up next year, to test out physical retail in the US, but Lafaurie will also solidify an undisclosed retail partnership in Asia-Pacific department stores. “We’ll open more shops and be present in more department stores,” says Théo. “But without going everywhere all at once,” Théo adds. The benefits of merging retail with art Lafaurie’s 14-strong store network includes six stores in Paris and seven in French cities including Toulouse, Bordeaux, Montpellier and Lille. But the brand plans to scale its bricks-and-mortar retail footprint further in the coming years, the brothers explain. The new store in the Marais is the first time they feel the store design is “totally aligned with where they want to take the brand”. Designed with their friend, architect Corto Boutan of Corto Architects, the Vieille du Temple outpost is a nod to the brand’s 90s roots with minimalist design. The store will sell vintage art books on Picasso, Calder, Kandinsky, or issues of the vintage magazine Egoïste . And on the walls, every six months, the brothers will feature an artist that they love. For the opening, it’s a painting from French artists Jacques Soisson, which people can buy. “There are also objects that represent our history, with small pictures of our family; business cards from our grandmother’s [lampshade] business,” says Théo. “We wanted to have kind of like an art gallery, and at the same time to develop all our products and our collections. So this is really like the first shop, let’s say that is at the same time classic, timeless, but at the same time creative and arty, which reflects our design philosophy. We want to implement that in all our shops.” Elsewhere, the brand has acquired a new space in Paris for brand events, exhibitions and photo shoots, to help forge stronger connections to the Paris art scene, Théo adds. “It’s a hybrid space, an ecosystem for the creative industries, which allows us to speak through Lafaurie and connect with people.” The new Marais store on rue Vielle du Temple will contain vintage magazines and art books that the Lafaurie brothers have hand-selected, to reflect the artistic roots of the brand. Photo: Léon Prost Under the surface of their curated, artsy stores and contemporary designs, the duo are also investing heavily in technology to bolster the business and streamline processes for their 50-strong team. “When everything is unpredictable, we need to rely on the best tech,” says Pablo. This means building a brand operating system powered by proprietary AI, to automate everything that is possible, from administrative tasks like filling in Google Sheets for suppliers. To continue their growth trajectory, it’s about balancing the creative and the commercial, Pablo adds. “Lafaurie is a creative brand, but also a brand with a smart, industrial approach, and this is what we try to implement. There aren’t many brands in France doing that.” Comments, questions or feedback? Email us at feedback@voguebusiness.com . Correction: The architect of Corto architects is Corto Boutan. A previous version of this story used the wrong name. (28/04) More on this topic: What to expect from Jonathan Anderson’s Dior Men From XXL bags to neckties: Accessories and footwear trends from AW25 menswear LVMH Luxury Ventures acquires minority stake in Our Legacy: Why it matters latest menswear direct-to-consumer Make better business decisions Sign up to our newsletter for a truly global perspective on the fashion industry Sign Up Enter your email to receive editorial updates, special offers and breaking news alerts from Vogue Business . You can unsubscribe at any time. Please see our privacy policy for more information. Close Sustainability Could this insider footwear designer make sustainable shoes cool? Fashion Is the reign of the fashion sneaker over? Fashion Paige DeSorbo’s next act: Building a loungewear brand that lasts Fashion America in Paris: Why Europe is leaning into sportswear

Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital - The Economic Times Business News Tech Funding Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital By Ajay Rag , ETtech Last Updated: Aug 12, 2025, 06:00:00 AM IST Follow us Share Font Size Abc Small Abc Medium Abc Large Save Print Comment Synopsis Bain Capital Ventures participated in the funding round that valued the company at $45 million (around Rs 394 crore) post the round. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto charges customers based on tasks completed. ETtech Anjali Sardana, founder and CEO, Pronto Home services startup Pronto has raised $11 million (around Rs 96 crore) in funding co-led by General Catalyst and Glade Brook Capital , with participation from Bain Capital Ventures, amid rising investor interest in on-demand home services. Pronto was valued at $45 million (around Rs 394 crore) post the latest round. Originally domiciled in Delaware, US, the startup has flipped back to India, founder and CEO Anjali Sardana told ET. Founded in April 2025 by Sardana, Pronto connects households in Gurugram with trained professionals for tasks such as cleaning, laundry, utensil washing, and basic meal preparation. The company operates on a shift-based model, enabling 10-minute fulfilment while offering workers guaranteed shifts and higher earnings, a move aimed at formalising a sector long dominated by informal networks. Over the next 12-18 months, Pronto plans to expand into Mumbai, Bengaluru, and other metros, setting up micro-hubs in residential clusters to ensure rapid service. "After we signed the term sheet for this round, we decided that this was the best time to flip back to India and make it an India-domiciled company. The reason being that as soon as we sign the documents for this round, then in order to flip the company from the US to India, we would have to pay, essentially, capital gains as you exit the US," said Sardana. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto said it charges customers based on tasks completed. Sardana said the platform’s average order value ranges between Rs 200 and Rs 300. She added that the model addresses long-standing challenges of unpredictable availability and lack of trust for households while tackling irregular incomes for workers. Each professional undergoes training and verification and is equipped for instant task fulfilment. However, Sardana acknowledged that such rapid expansion comes with increased costs. “A lot of times, when you want to expand, you oversupply first. That obviously costs money, and marketing costs money,” she said. Also, demand generation will be critical for the long-term sustainability of such a model. Given the high-frequency, low-ticket nature of the service, platforms need to ensure consistent utilisation of their workforce to balance supply and demand and control operational costs. The quick home services space is heating up. In May, Mumbai-based Snabbit raised $19 million in a round led by Lightspeed, with plans to expand into new markets. Add as a Reliable and Trusted News Source Add Now! Read more news on Home services startup Pronto funding General Catalyst Glade Brook Capital Pronto snabbit Gig economy workers (Catch all the Budget 2024 News , Events and Latest News Updates on The Economic Times .) ...more Add Comment Elevate your knowledge and leadership skills at a cost cheaper than your daily tea. Accenture job cuts flash a warning for Indian IT employees Can Star Air’s Ghodawat win where Mallya, Wadia failed? In Trump vs. economists, why economists are losing PVR Inox’s second act: Can a Bata-like pricing save it from OTTs? INR10 lakh crore value unlocked. Who made the most of startup IPOs? Don’t buy & forget; buy, review & hold for returns: 9 large-cap stocks with an upside potential of more than 29% When investing for the long term, parentage matters: 6 stocks that fit the bill, 5 with an upside potential of more than 34% Macro the Mightiest: ET Prime Special Series - Part 2 (B): Inflation… understand it because it means a lot to the stock market Subscribe Now

Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital - The Economic Times Business News Tech Funding Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital By Ajay Rag , ETtech Last Updated: Aug 12, 2025, 06:00:00 AM IST Follow us Share Font Size Abc Small Abc Medium Abc Large Save Print Comment Synopsis Bain Capital Ventures participated in the funding round that valued the company at $45 million (around Rs 394 crore) post the round. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto charges customers based on tasks completed. ETtech Anjali Sardana, founder and CEO, Pronto Home services startup Pronto has raised $11 million (around Rs 96 crore) in funding co-led by General Catalyst and Glade Brook Capital , with participation from Bain Capital Ventures, amid rising investor interest in on-demand home services. Pronto was valued at $45 million (around Rs 394 crore) post the latest round. Originally domiciled in Delaware, US, the startup has flipped back to India, founder and CEO Anjali Sardana told ET. Founded in April 2025 by Sardana, Pronto connects households in Gurugram with trained professionals for tasks such as cleaning, laundry, utensil washing, and basic meal preparation. The company operates on a shift-based model, enabling 10-minute fulfilment while offering workers guaranteed shifts and higher earnings, a move aimed at formalising a sector long dominated by informal networks. Over the next 12-18 months, Pronto plans to expand into Mumbai, Bengaluru, and other metros, setting up micro-hubs in residential clusters to ensure rapid service. "After we signed the term sheet for this round, we decided that this was the best time to flip back to India and make it an India-domiciled company. The reason being that as soon as we sign the documents for this round, then in order to flip the company from the US to India, we would have to pay, essentially, capital gains as you exit the US," said Sardana. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto said it charges customers based on tasks completed. Sardana said the platform’s average order value ranges between Rs 200 and Rs 300. She added that the model addresses long-standing challenges of unpredictable availability and lack of trust for households while tackling irregular incomes for workers. Each professional undergoes training and verification and is equipped for instant task fulfilment. However, Sardana acknowledged that such rapid expansion comes with increased costs. “A lot of times, when you want to expand, you oversupply first. That obviously costs money, and marketing costs money,” she said. Also, demand generation will be critical for the long-term sustainability of such a model. Given the high-frequency, low-ticket nature of the service, platforms need to ensure consistent utilisation of their workforce to balance supply and demand and control operational costs. The quick home services space is heating up. In May, Mumbai-based Snabbit raised $19 million in a round led by Lightspeed, with plans to expand into new markets. Add as a Reliable and Trusted News Source Add Now! Read more news on Home services startup Pronto funding General Catalyst Glade Brook Capital Pronto snabbit Gig economy workers (Catch all the Budget 2024 News , Events and Latest News Updates on The Economic Times .) ...more Add Comment Elevate your knowledge and leadership skills at a cost cheaper than your daily tea. Accenture job cuts flash a warning for Indian IT employees Can Star Air’s Ghodawat win where Mallya, Wadia failed? In Trump vs. economists, why economists are losing PVR Inox’s second act: Can a Bata-like pricing save it from OTTs? INR10 lakh crore value unlocked. Who made the most of startup IPOs? Don’t buy & forget; buy, review & hold for returns: 9 large-cap stocks with an upside potential of more than 29% When investing for the long term, parentage matters: 6 stocks that fit the bill, 5 with an upside potential of more than 34% Macro the Mightiest: ET Prime Special Series - Part 2 (B): Inflation… understand it because it means a lot to the stock market Subscribe Now

Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital - The Economic Times Business News Tech Funding Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital By Ajay Rag , ETtech Last Updated: Aug 12, 2025, 06:00:00 AM IST Follow us Share Font Size Abc Small Abc Medium Abc Large Save Print Comment Synopsis Bain Capital Ventures participated in the funding round that valued the company at $45 million (around Rs 394 crore) post the round. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto charges customers based on tasks completed. ETtech Anjali Sardana, founder and CEO, Pronto Home services startup Pronto has raised $11 million (around Rs 96 crore) in funding co-led by General Catalyst and Glade Brook Capital , with participation from Bain Capital Ventures, amid rising investor interest in on-demand home services. Pronto was valued at $45 million (around Rs 394 crore) post the latest round. Originally domiciled in Delaware, US, the startup has flipped back to India, founder and CEO Anjali Sardana told ET. Founded in April 2025 by Sardana, Pronto connects households in Gurugram with trained professionals for tasks such as cleaning, laundry, utensil washing, and basic meal preparation. The company operates on a shift-based model, enabling 10-minute fulfilment while offering workers guaranteed shifts and higher earnings, a move aimed at formalising a sector long dominated by informal networks. Over the next 12-18 months, Pronto plans to expand into Mumbai, Bengaluru, and other metros, setting up micro-hubs in residential clusters to ensure rapid service. "After we signed the term sheet for this round, we decided that this was the best time to flip back to India and make it an India-domiciled company. The reason being that as soon as we sign the documents for this round, then in order to flip the company from the US to India, we would have to pay, essentially, capital gains as you exit the US," said Sardana. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto said it charges customers based on tasks completed. Sardana said the platform’s average order value ranges between Rs 200 and Rs 300. She added that the model addresses long-standing challenges of unpredictable availability and lack of trust for households while tackling irregular incomes for workers. Each professional undergoes training and verification and is equipped for instant task fulfilment. However, Sardana acknowledged that such rapid expansion comes with increased costs. “A lot of times, when you want to expand, you oversupply first. That obviously costs money, and marketing costs money,” she said. Also, demand generation will be critical for the long-term sustainability of such a model. Given the high-frequency, low-ticket nature of the service, platforms need to ensure consistent utilisation of their workforce to balance supply and demand and control operational costs. The quick home services space is heating up. In May, Mumbai-based Snabbit raised $19 million in a round led by Lightspeed, with plans to expand into new markets. Add as a Reliable and Trusted News Source Add Now! Read more news on Home services startup Pronto funding General Catalyst Glade Brook Capital Pronto snabbit Gig economy workers (Catch all the Budget 2024 News , Events and Latest News Updates on The Economic Times .) ...more Add Comment Elevate your knowledge and leadership skills at a cost cheaper than your daily tea. Accenture job cuts flash a warning for Indian IT employees Can Star Air’s Ghodawat win where Mallya, Wadia failed? In Trump vs. economists, why economists are losing PVR Inox’s second act: Can a Bata-like pricing save it from OTTs? INR10 lakh crore value unlocked. Who made the most of startup IPOs? Don’t buy & forget; buy, review & hold for returns: 9 large-cap stocks with an upside potential of more than 29% When investing for the long term, parentage matters: 6 stocks that fit the bill, 5 with an upside potential of more than 34% Macro the Mightiest: ET Prime Special Series - Part 2 (B): Inflation… understand it because it means a lot to the stock market Subscribe Now

Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital - The Economic Times Business News Tech Funding Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital By Ajay Rag , ETtech Last Updated: Aug 12, 2025, 06:00:00 AM IST Follow us Share Font Size Abc Small Abc Medium Abc Large Save Print Comment Synopsis Bain Capital Ventures participated in the funding round that valued the company at $45 million (around Rs 394 crore) post the round. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto charges customers based on tasks completed. ETtech Anjali Sardana, founder and CEO, Pronto Home services startup Pronto has raised $11 million (around Rs 96 crore) in funding co-led by General Catalyst and Glade Brook Capital , with participation from Bain Capital Ventures, amid rising investor interest in on-demand home services. Pronto was valued at $45 million (around Rs 394 crore) post the latest round. Originally domiciled in Delaware, US, the startup has flipped back to India, founder and CEO Anjali Sardana told ET. Founded in April 2025 by Sardana, Pronto connects households in Gurugram with trained professionals for tasks such as cleaning, laundry, utensil washing, and basic meal preparation. The company operates on a shift-based model, enabling 10-minute fulfilment while offering workers guaranteed shifts and higher earnings, a move aimed at formalising a sector long dominated by informal networks. Over the next 12-18 months, Pronto plans to expand into Mumbai, Bengaluru, and other metros, setting up micro-hubs in residential clusters to ensure rapid service. "After we signed the term sheet for this round, we decided that this was the best time to flip back to India and make it an India-domiciled company. The reason being that as soon as we sign the documents for this round, then in order to flip the company from the US to India, we would have to pay, essentially, capital gains as you exit the US," said Sardana. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto said it charges customers based on tasks completed. Sardana said the platform’s average order value ranges between Rs 200 and Rs 300. She added that the model addresses long-standing challenges of unpredictable availability and lack of trust for households while tackling irregular incomes for workers. Each professional undergoes training and verification and is equipped for instant task fulfilment. However, Sardana acknowledged that such rapid expansion comes with increased costs. “A lot of times, when you want to expand, you oversupply first. That obviously costs money, and marketing costs money,” she said. Also, demand generation will be critical for the long-term sustainability of such a model. Given the high-frequency, low-ticket nature of the service, platforms need to ensure consistent utilisation of their workforce to balance supply and demand and control operational costs. The quick home services space is heating up. In May, Mumbai-based Snabbit raised $19 million in a round led by Lightspeed, with plans to expand into new markets. Add as a Reliable and Trusted News Source Add Now! Read more news on Home services startup Pronto funding General Catalyst Glade Brook Capital Pronto snabbit Gig economy workers (Catch all the Budget 2024 News , Events and Latest News Updates on The Economic Times .) ...more Add Comment Elevate your knowledge and leadership skills at a cost cheaper than your daily tea. Accenture job cuts flash a warning for Indian IT employees Can Star Air’s Ghodawat win where Mallya, Wadia failed? In Trump vs. economists, why economists are losing PVR Inox’s second act: Can a Bata-like pricing save it from OTTs? INR10 lakh crore value unlocked. Who made the most of startup IPOs? Don’t buy & forget; buy, review & hold for returns: 9 large-cap stocks with an upside potential of more than 29% When investing for the long term, parentage matters: 6 stocks that fit the bill, 5 with an upside potential of more than 34% Macro the Mightiest: ET Prime Special Series - Part 2 (B): Inflation… understand it because it means a lot to the stock market Subscribe Now

Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital - The Economic Times Business News Tech Funding Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital By Ajay Rag , ETtech Last Updated: Aug 12, 2025, 06:00:00 AM IST Follow us Share Font Size Abc Small Abc Medium Abc Large Save Print Comment Synopsis Bain Capital Ventures participated in the funding round that valued the company at $45 million (around Rs 394 crore) post the round. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto charges customers based on tasks completed. ETtech Anjali Sardana, founder and CEO, Pronto Home services startup Pronto has raised $11 million (around Rs 96 crore) in funding co-led by General Catalyst and Glade Brook Capital , with participation from Bain Capital Ventures, amid rising investor interest in on-demand home services. Pronto was valued at $45 million (around Rs 394 crore) post the latest round. Originally domiciled in Delaware, US, the startup has flipped back to India, founder and CEO Anjali Sardana told ET. Founded in April 2025 by Sardana, Pronto connects households in Gurugram with trained professionals for tasks such as cleaning, laundry, utensil washing, and basic meal preparation. The company operates on a shift-based model, enabling 10-minute fulfilment while offering workers guaranteed shifts and higher earnings, a move aimed at formalising a sector long dominated by informal networks. Over the next 12-18 months, Pronto plans to expand into Mumbai, Bengaluru, and other metros, setting up micro-hubs in residential clusters to ensure rapid service. "After we signed the term sheet for this round, we decided that this was the best time to flip back to India and make it an India-domiciled company. The reason being that as soon as we sign the documents for this round, then in order to flip the company from the US to India, we would have to pay, essentially, capital gains as you exit the US," said Sardana. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto said it charges customers based on tasks completed. Sardana said the platform’s average order value ranges between Rs 200 and Rs 300. She added that the model addresses long-standing challenges of unpredictable availability and lack of trust for households while tackling irregular incomes for workers. Each professional undergoes training and verification and is equipped for instant task fulfilment. However, Sardana acknowledged that such rapid expansion comes with increased costs. “A lot of times, when you want to expand, you oversupply first. That obviously costs money, and marketing costs money,” she said. Also, demand generation will be critical for the long-term sustainability of such a model. Given the high-frequency, low-ticket nature of the service, platforms need to ensure consistent utilisation of their workforce to balance supply and demand and control operational costs. The quick home services space is heating up. In May, Mumbai-based Snabbit raised $19 million in a round led by Lightspeed, with plans to expand into new markets. Add as a Reliable and Trusted News Source Add Now! Read more news on Home services startup Pronto funding General Catalyst Glade Brook Capital Pronto snabbit Gig economy workers (Catch all the Budget 2024 News , Events and Latest News Updates on The Economic Times .) ...more Add Comment Elevate your knowledge and leadership skills at a cost cheaper than your daily tea. Accenture job cuts flash a warning for Indian IT employees Can Star Air’s Ghodawat win where Mallya, Wadia failed? In Trump vs. economists, why economists are losing PVR Inox’s second act: Can a Bata-like pricing save it from OTTs? INR10 lakh crore value unlocked. Who made the most of startup IPOs? Don’t buy & forget; buy, review & hold for returns: 9 large-cap stocks with an upside potential of more than 29% When investing for the long term, parentage matters: 6 stocks that fit the bill, 5 with an upside potential of more than 34% Macro the Mightiest: ET Prime Special Series - Part 2 (B): Inflation… understand it because it means a lot to the stock market Subscribe Now

Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital - The Economic Times Business News Tech Funding Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital By Ajay Rag , ETtech Last Updated: Aug 12, 2025, 06:00:00 AM IST Follow us Share Font Size Abc Small Abc Medium Abc Large Save Print Comment Synopsis Bain Capital Ventures participated in the funding round that valued the company at $45 million (around Rs 394 crore) post the round. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto charges customers based on tasks completed. ETtech Anjali Sardana, founder and CEO, Pronto Home services startup Pronto has raised $11 million (around Rs 96 crore) in funding co-led by General Catalyst and Glade Brook Capital , with participation from Bain Capital Ventures, amid rising investor interest in on-demand home services. Pronto was valued at $45 million (around Rs 394 crore) post the latest round. Originally domiciled in Delaware, US, the startup has flipped back to India, founder and CEO Anjali Sardana told ET. Founded in April 2025 by Sardana, Pronto connects households in Gurugram with trained professionals for tasks such as cleaning, laundry, utensil washing, and basic meal preparation. The company operates on a shift-based model, enabling 10-minute fulfilment while offering workers guaranteed shifts and higher earnings, a move aimed at formalising a sector long dominated by informal networks. Over the next 12-18 months, Pronto plans to expand into Mumbai, Bengaluru, and other metros, setting up micro-hubs in residential clusters to ensure rapid service. "After we signed the term sheet for this round, we decided that this was the best time to flip back to India and make it an India-domiciled company. The reason being that as soon as we sign the documents for this round, then in order to flip the company from the US to India, we would have to pay, essentially, capital gains as you exit the US," said Sardana. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto said it charges customers based on tasks completed. Sardana said the platform’s average order value ranges between Rs 200 and Rs 300. She added that the model addresses long-standing challenges of unpredictable availability and lack of trust for households while tackling irregular incomes for workers. Each professional undergoes training and verification and is equipped for instant task fulfilment. However, Sardana acknowledged that such rapid expansion comes with increased costs. “A lot of times, when you want to expand, you oversupply first. That obviously costs money, and marketing costs money,” she said. Also, demand generation will be critical for the long-term sustainability of such a model. Given the high-frequency, low-ticket nature of the service, platforms need to ensure consistent utilisation of their workforce to balance supply and demand and control operational costs. The quick home services space is heating up. In May, Mumbai-based Snabbit raised $19 million in a round led by Lightspeed, with plans to expand into new markets. Add as a Reliable and Trusted News Source Add Now! Read more news on Home services startup Pronto funding General Catalyst Glade Brook Capital Pronto snabbit Gig economy workers (Catch all the Budget 2024 News , Events and Latest News Updates on The Economic Times .) ...more Add Comment Elevate your knowledge and leadership skills at a cost cheaper than your daily tea. Accenture job cuts flash a warning for Indian IT employees Can Star Air’s Ghodawat win where Mallya, Wadia failed? In Trump vs. economists, why economists are losing PVR Inox’s second act: Can a Bata-like pricing save it from OTTs? INR10 lakh crore value unlocked. Who made the most of startup IPOs? Don’t buy & forget; buy, review & hold for returns: 9 large-cap stocks with an upside potential of more than 29% When investing for the long term, parentage matters: 6 stocks that fit the bill, 5 with an upside potential of more than 34% Macro the Mightiest: ET Prime Special Series - Part 2 (B): Inflation… understand it because it means a lot to the stock market Subscribe Now

Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital - The Economic Times Business News Tech Funding Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital By Ajay Rag , ETtech Last Updated: Aug 12, 2025, 06:00:00 AM IST Follow us Share Font Size Abc Small Abc Medium Abc Large Save Print Comment Synopsis Bain Capital Ventures participated in the funding round that valued the company at $45 million (around Rs 394 crore) post the round. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto charges customers based on tasks completed. ETtech Anjali Sardana, founder and CEO, Pronto Home services startup Pronto has raised $11 million (around Rs 96 crore) in funding co-led by General Catalyst and Glade Brook Capital , with participation from Bain Capital Ventures, amid rising investor interest in on-demand home services. Pronto was valued at $45 million (around Rs 394 crore) post the latest round. Originally domiciled in Delaware, US, the startup has flipped back to India, founder and CEO Anjali Sardana told ET. Founded in April 2025 by Sardana, Pronto connects households in Gurugram with trained professionals for tasks such as cleaning, laundry, utensil washing, and basic meal preparation. The company operates on a shift-based model, enabling 10-minute fulfilment while offering workers guaranteed shifts and higher earnings, a move aimed at formalising a sector long dominated by informal networks. Over the next 12-18 months, Pronto plans to expand into Mumbai, Bengaluru, and other metros, setting up micro-hubs in residential clusters to ensure rapid service. "After we signed the term sheet for this round, we decided that this was the best time to flip back to India and make it an India-domiciled company. The reason being that as soon as we sign the documents for this round, then in order to flip the company from the US to India, we would have to pay, essentially, capital gains as you exit the US," said Sardana. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto said it charges customers based on tasks completed. Sardana said the platform’s average order value ranges between Rs 200 and Rs 300. She added that the model addresses long-standing challenges of unpredictable availability and lack of trust for households while tackling irregular incomes for workers. Each professional undergoes training and verification and is equipped for instant task fulfilment. However, Sardana acknowledged that such rapid expansion comes with increased costs. “A lot of times, when you want to expand, you oversupply first. That obviously costs money, and marketing costs money,” she said. Also, demand generation will be critical for the long-term sustainability of such a model. Given the high-frequency, low-ticket nature of the service, platforms need to ensure consistent utilisation of their workforce to balance supply and demand and control operational costs. The quick home services space is heating up. In May, Mumbai-based Snabbit raised $19 million in a round led by Lightspeed, with plans to expand into new markets. Add as a Reliable and Trusted News Source Add Now! Read more news on Home services startup Pronto funding General Catalyst Glade Brook Capital Pronto snabbit Gig economy workers (Catch all the Budget 2024 News , Events and Latest News Updates on The Economic Times .) ...more Add Comment Elevate your knowledge and leadership skills at a cost cheaper than your daily tea. Accenture job cuts flash a warning for Indian IT employees Can Star Air’s Ghodawat win where Mallya, Wadia failed? In Trump vs. economists, why economists are losing PVR Inox’s second act: Can a Bata-like pricing save it from OTTs? INR10 lakh crore value unlocked. Who made the most of startup IPOs? Don’t buy & forget; buy, review & hold for returns: 9 large-cap stocks with an upside potential of more than 29% When investing for the long term, parentage matters: 6 stocks that fit the bill, 5 with an upside potential of more than 34% Macro the Mightiest: ET Prime Special Series - Part 2 (B): Inflation… understand it because it means a lot to the stock market Subscribe Now

Whether it's simple bliss, easily accessible happiness through reconnecting with nature; indulgent bliss, pleasure found in pampering activities like cruises, spa treatments, and delicious cuisine; or serene bliss, inner peace cultivated through meditation, yoga, or ice baths, all of these can be experienced when travelling in Thailand. These align perfectly with the "Fresh Your Feel, Heal Your Soul" campaign, a journey that enriches life. The Tourism Authority of Thailand invites tourism partners and the Thai public to embrace these three forms of holistic happiness: body, mind, and spirit. On this occasion, Apichai Chatchalermkit, Deputy Governor for Domestic Marketing at the Tourism Authority of Thailand (TAT), shares insights, trends, and perspectives on global wellness tourism, a growing interest among modern travellers seeking health-focused trips that enhance quality of life alongside exploration. Thai travellers also adopt this mindset, embracing travel patterns supporting sustainable tourism. When it comes to wellness tourism, a global travel trend. What comes to mind? What makes Thailand stand out? Wellness tourism, a trend promoting well-being for the body, mind, and spirit, often brings to mind leisure travel that combines physical comfort and inner peace. It’s the kind of trip that reconnects us with nature: waking early to enjoy healthy food, receiving relaxing massages, experiencing spa treatments, disconnecting from screens, breathing deeply, and making time for oneself. Thailand stands out in this space for several key reasons. First, Thai hospitality, the kindness and service-oriented nature of Thai people. Second, Thailand’s wealth of local ingredients and food culture. Third, Thai wisdom, herbal remedies and traditional massage practices that promote relaxation and healing. Fourth, the country’s abundant natural resources, from seas to forests to waterfalls. These experiences can also be paired with cultural attractions like temples or community-based tourism. All these elements create a seamless blend that rejuvenates body, mind, and spirit. This makes Thailand uniquely suited for wellness tourism. From a personal perspective, wellness tourism helps us truly unwind, recharge, and return to life with renewed energy. It’s like restoring your inner battery, healing before diving back into the stress of daily life. Beyond reducing stress, it also sparks inspiration and creativity. As for the economy, wellness tourism has become a vital driver. It appeals to increasingly health-conscious tourists. Entrepreneurs adapting to this trend, emphasising wellness and nature, can unlock new value and income streams, not just for themselves, but for local communities connected to the same ecosystem. From luxury hotels to small homestays, from restaurants to herbal massage parlours and souvenir shops, everyone can benefit. This form of tourism also aligns with sustainable principles, protecting the environment and passing on quality resources to future generations. Thailand has an abundance of wellness tourism experiences. If I had to name one now, I would mention the mineral bath services in Ranong Province, a destination I’d encourage many to explore. It’s home to Thailand’s largest natural mineral springs, known for their health benefits: relaxation, stress relief, improved circulation, pain relief, skincare, and more. Ranong also offers diverse experiences: seafood dining, village visits, and immersion in the local way of life. For those seeking solitude and nature, hiking, birdwatching, or forest treks, I recommend Nan Province, a charming destination blessed with scenic beauty and clean air. National parks like Doi Phu Kha, Khun Nan, Khun Sathan, Tham Sa Kuea, and Sri Nan bring visitors close to wildlife and lush landscapes. When it comes to sunsets, Thailand boasts stunning coastal views. One must-see is Phuket, where the combination of white sand beaches, clear waters, and scenic sunsets draws both Thai and international tourists. You can also enjoy holistic wellness services right there, making it easy to "Fresh Your Feel, Heal Your Soul." Whether exploring the historic old town or indulging in wellness activities, it’s a destination that leaves you wanting to stay. I believe wellness tourism will continue to grow among both domestic and international travellers. People today seek more meaningful, high-quality travel. Wellness tourism, with its mix of relaxation, healthy cuisine, body movement, and immersion in nature, fits perfectly with sustainable tourism principles. It can also merge seamlessly with cultural tourism, another of Thailand’s strengths. This creates an opportunity to generate income for local businesses, communities, and the nation, provided development stays sustainable. I encourage Thai people to travel at a slower, more mindful pace, giving both body and mind a chance to heal. Whether close to home or far away, Thailand offers it all. Sometimes, just the sound of the breeze or sight of the sea is enough to lift the fatigue. Add to that wellness accommodations, spas, and diverse health activities, and you’ll be hooked. To entrepreneurs, I say: get ready. Develop your services to support this growing demand for wellness tourism. It’s not about being big or small, urban or rural, every business can evolve to be part of this trend. The Tourism Authority of Thailand is here to support you, with promotion, market connections, and growth opportunities.

Given the number of beer brands vying for consumers’ attention, businesses in the alcohol industry command fierce loyalty from their fans. Guinness drinkers, for example, will passionately defend their right to “split the G”. Meanwhile, Corona enthusiasts won’t be happy unless their drink is accompanied by a slice of lime. More often than not, this loyalty goes unrewarded, until now. In a bid to give back to its community, Peroni has taken the unprecedented step of creating a loyalty programme. ‘Club Peroni’ allows consumers to earn points by purchasing packs of beer in retail and hospitality establishments, or ordering a pint at the bar, and uploading either a receipt or a photo of themselves with the product. While there are Peroni-branded prizes up for grabs, it is the integration of partner rewards that makes the programme stand out from the crowd. Ferrari merchandise and BST Hyde Park tickets don’t just showcase Peroni’s high-profile brand partnerships. They create positive associations that are the foundation for deeper engagement, making them powerful brand-building assets. It’s easy to dismiss loyalty initiatives as short-term sales drivers. While they perform well in that regard, their impact extends much further. These programs can contribute to durable brand growth, influencing metrics such as loyalty, awareness, brand preference, and purchase intent. To capture that, marketers should embrace broader measurement frameworks that reflect the evolving consumer relationship. Another misconception is that loyalty programmes must operate in isolation. In reality, best-in-class activations should be plugged into other channels across the broader marketing ecosystem. However, it is the rich insights that loyalty programmes provide that should cause brands to cry out “Cheers”. This data can supercharge digital campaign performance. Some brands may opt to use this information to refine their targeting strategies. In either instance, measuring the programme’s true value paves the way for greater personalisation. Given that McKinsey’s research found that 71% of consumers expect personalised experiences, this will improve brand perception, strength, and loyalty over time. How can brands accurately judge the effectiveness of a loyalty campaign? A holistic measurement approach is required to unlock a loyalty programme’s full potential. Only by tracking results across multiple channels can they begin to understand the activation’s impact. For marketers trying to optimise their ad spend and ensure every interaction fuels tangible, sustainable growth, the message is clear: prioritise the right measurement metrics. Do this, and it won’t be long before they’re raising a glass to the power of loyalty and the equity it can brew.

E-commerce drives growth in Taiwan’s credit card payments market. Online transactions make up one-third of total card transaction value. Taiwan’s credit card payments market is projected to grow by 7% in 2025, reaching $156.2b (TWD5t), according to GlobalData. Growth is driven by rising consumer demand for cashless payments, expanding e-commerce, and increased adoption of contactless technology. In 2023, credit card transaction value rose by 19.9%, followed by 11.9% growth in 2024 to $145.9 b (TWD4.7t). Despite economic uncertainty and new U.S. tariffs, demand for credit cards remains strong. “Despite having a lower penetration than debit cards, credit cards are preferred for payment,” said Ravi Sharma, Lead Banking and Payments Analyst at GlobalData. “The average frequency of payments per card stands at 66.1 times in 2025, compared to 5.2 times for debit cards.” He said the growth is driven by a rising middle class, a young workforce, better payment infrastructure, and the surge in e-commerce and contactless payments. Credit cards made up 93.1% of all payment card transaction value in 2024. Most major banks offer installment plans, such as Taipei Fubon Bank’s six-month interest-free option for select purchases. E-commerce is a major contributor to credit card usage, with online transactions making up one-third of total card transaction value. Notable collaborations, such as Cathay United Bank’s co-branded credit card with online marketplace Shopee, reward consumers with Shopee’s Shrimp Coins for purchases made on the platform, further incentivising online credit card use. Public transport is also fueling growth. In November 2023, Metro Taipei partnered with Thales Group and MiTAC to introduce contactless payments using cards and digital wallets. GlobalData expects the market to continue growing, reaching $211.3 b (TWD6.8t) by 2029, with a CAGR of 7.8%.

RelevantTec awarded Inc. 5000 Fastest Growing Private Companies 2025 With Three-Year Revenue Growth of 463.79 Percent, This Marks RelevantTec's First Time on the List Honored as one of the nation's fastest growing private companies by Inc. Magazine. Achieved 463.79% growth from 2021 to 2024 and ranked 913 nationally out of 5000 on the list, 99th in the State of Texas, and 42nd in Information Technology nationally, showcasing momentum in the IT and cybersecurity industry. Continues to expand its mission of providing the best in IT and cybersecurity to America's SMBs. LUBBOCK, Texas, Sept. 8, 2025 /PRNewswire/ -- RelevantTec, a leading MSP and provider of advanced cybersecurity solutions, today announced that it has been recognized on the 2025 Inc. 5000 list, the most prestigious ranking of the nation's fastest growing private companies. Inc. is the leading media brand and playbook for the entrepreneurs and business leaders shaping our future. This year's Inc. 5000 honorees have demonstrated exceptional growth while navigating economic uncertainty, inflationary pressure, and a fluctuating labor market. RelevantTec is among a select group of companies that are driving innovation and growth across the U.S. economy. This honor shows not only the company's revenue growth, but also its role in strengthening digital defenses and technology solutions for businesses of all sizes. RelevantTec's CEO, Nathan Hasse, commented upon the news of this prestigious recognition, "Earning a place on the 2025 Inc. 5000 list is a testimony to God's faithfulness. We are a Kingdom company, and everything we do is for His glory. We are who we are because of an amazing team that pours their hearts into our mission and the best customers who trust us to serve them. Our Mission Statement says it best: Working with people we love, Doing what we love, All to serve others! This recognition reflects living out that mission each day. As Matthew 25:34-40 reminds us, true greatness is found in serving others, and we are honored to build a business that reflects that calling." The Inc. 5000 celebrates entrepreneurial success stories across industries. Past honorees include Microsoft, Yeti, Zappos, Bombas, Fitbit, Calm, Flexport, Chobani, Docusign, Grove Collaborative, Oracle, Box, Trulia, and dozens of other alumni that have gone on to become household names. Since its founding in 2019, RelevantTec has focused on providing tailored cybersecurity services including threat detection, cloud security, compliance management, and managed security solutions. This recognition validates the company's role as a trusted partner in today's cybersecurity and technology world. "Making the Inc. 5000 is always a remarkable achievement, but earning a spot this year speaks volumes about a company's tenacity and clarity of vision," says Mike Hofman, editor-in-chief of Inc. "These businesses have thrived amid rising costs, shifting global dynamics, and constant change. They didn't just weather the storm—they grew through it, and their stories are a powerful reminder that the entrepreneurial spirit is the engine of the U.S. economy." About RelevantTec RelevantTec is a Texas-based Managed Services Provider and Cybersecurity firm dedicated to empowering their clients with the best in technology. Their vision is: Protect businesses from the vast world of cyber threats. Utilize technology to propel their clients' mission forward. Run the worthy race to make a Relevant Impact on the world around them. By combining cutting-edge technology with personalized service, RelevantTec helps businesses nationwide build resilience, ensure compliance, and stay ahead of threat actors.

Life Dental Group has been named to the Inc. 5000 list for the fourth consecutive year. This prestigious ranking recognizes the fastest-growing private companies in America, celebrating innovation, growth, and leadership. Life Dental Group is the fifth-fastest-growing company in Mississippi. With 15 locations across Mississippi and Alabama—and an upcoming expansion into Tennessee—Life Dental Group is committed to delivering world-class, patient-focused care in the communities it serves. The organization’s growth is fueled by its dedication to exceptional customer service, community involvement, and its mission to make high-quality dental care accessible and welcoming for all. “We are honored to be recognized for the fourth year in a row,” said Jeff Hand, president of Life Dental Group. “Our success is a reflection of the incredible work of our doctors, hygienists, dental assistants, and office teams who serve our patients with skill, compassion and integrity every day.” Life Dental Group continues to expand into targeted communities and is seeking talented professionals to join its growing team. Opportunities are available for dentists, hygienists, dental assistants and office managers.

Prax Group’s sudden demise surprised some, but others saw ‘a house of cards’ built on a thirst for debt-fuelled growth. It was mid-April and the government had just finished nationalising British Steel, to prevent thousands of job losses at the Scunthorpe steelworks, when word reached Whitehall that another national infrastructure asset was wobbling. Prax Group, owner of the Lindsey oil refinery on the Humber estuary in northern England, was rumoured to be in financial trouble, stoking fears about jobs and disruption to critical fuel supplies. In a hastily arranged meeting at the department for energy security and net zero (DESNZ) on 13 May, a concerned Ed Miliband, the energy secretary, took solace from Prax’s owner and sole director, Winston Soosaipillai. Prax had suffered some setbacks, the seldom-seen oil boss is understood to have said, but it was not in any imminent danger and was even planning investment for the future. Within weeks, these assurances had crumbled to dust. By Friday of last week, ministers had been informed that Prax could not pay its debts – including sums owed to HM Revenue and Customs that the Financial Times reported had reached up to £250m – and was headed for insolvency. The shock update put 625 jobs at risk and sent officials scrambling to keep the refinery going. Prax’s recent woes began to spiral out of control more than a year before the government got wind that anything was wrong. The Soosaipillais bought their first petrol station in 1999, expanding into the importing, blending and storage of fuels. They ran State Oil from a modest £65,000 flat in Weybridge, Surrey, building a multinational oil and gas business with billions in revenue and 1,300 staff in a little over two decades. By 2014, the business was fuelling regular profits, not to mention a steady and increasing stream of dividends. The business continued to grow, via the acquisition of the fuel retail business Harvest Energy and later via the surprise purchase in 2021 of the Lindsey oil refinery from the French oil company Total for nearly $170m (£125m). However, the deal sent debts soaring, and Prax recorded a $75m loss with total liabilities reaching $2.3bn, nearly 10 times the level immediately before the Lindsey takeover. In a letter to staff, Soosaipillai acknowledged that the cost of operating Prax Lindsey had become ‘increasingly unsustainable’. Despite mounting debts, supply deals ensured a constant flow of crude. The refinery, though the smallest of the five remaining in the UK, still accounts for nearly 10% of national capacity. Owning such a strategically important asset has proved lucrative, with the Soosaipillais extracting about £11.5m in pay and dividends since the Lindsey deal. Despite their wealth, the couple did not flaunt it. The government has now ordered the Insolvency Service to investigate the conduct of the directors, primarily Soosaipillai. Those employees must now wait to see if government officials can find a buyer to secure the future of the refinery.

A fashion brand once loved by Kate Middleton and Queen Camilla has reportedly collapsed into administration. Workwear brand Cefinn, which was founded by Samantha Cameron, is being wound down after years of losses. Kate Middleton had been spotted wearing Cefinn and Queen Camilla was also a fan. Cefinn founder Samantha Cameron is the wife of former Prime Minister David Cameron. The brand's two stores in Belgravia will remain open for now and will sell its autumn/winter collection. They are expected to close before next spring. Twenty-four employees will lose their jobs but they are expected to receive a redundancy package and paid notice. The Cefinn website is also still running and will continue trading as normal for the next few months. Cameron said in a statement posted on Instagram: “This was not a decision I have taken lightly, especially as we have recently seen strong trading figures. But, as a small company navigating the turbulence in the fashion wholesale sector, ongoing cost pressures and international trading restrictions, I have found it increasingly difficult to be certain that Cefinn can achieve the level of growth needed to reach a stable and profitable position.” She added: “I hope the Cefinn brand continues to live in the wardrobes of Cefinn fans for many seasons to come.” Cameron founded the company in 2017 and said it would offer “an urban uniform for busy women.” The brand's name was formed using the initials of her four children, Ivan, who died in 2009, Elwen, Florence, and Nancy. Cefinn's designs were also worn by the likes of Gillian Anderson, Gabby Logan, and Holly Willoughby. The company never managed to turn a profit and it faced troubles in recent years. Its sales fell by 5% to £4.2 million for the year ending October and its losses before tax were £354,000. Ecommerce site Matches, owned by Mike Ashley’s Frasers Group, had sold Cefinn's clothing but it collapsed last year. Reports suggested Cefinn was owed more than £100,000 after Matches fell into administration. When a company enters into administration, all control is passed to an appointed administrator. The administrator has to leverage the company's assets and business to repay creditors any outstanding debts. Once a company enters administration, a “moratorium” is put in place which means no legal action can be taken against it. Administrators write to creditors and Companies House to say they’ve been appointed. They try to stop the company from being liquidated, and if it can’t, it pays as much of a company’s debts from its remaining assets. The administrator has eight weeks to write a statement explaining what they plan to do to move the business forward. This must be sent to creditors, employees, and Companies House and invite them to approve or amend the plans at a meeting. A Notice of Intention is used to inform concerning parties that a company intends to enter administration. Cefinn, like many other retailers, has also been hit by lower consumer spending and tariff-related troubles. It broadened its range to sell more casual clothing after a slowdown in sales during the pandemic. It comes after another brand loved by Kate Middleton collapsed into administration in July. Maternity fashion retailer Seraphine stopped trading immediately and left the “majority” of its 95 staff redundant. It became a household name after the Princess of Wales wore its designs during her three pregnancies. The retail sector has struggled in recent years for a multitude of reasons. Higher inflation since 2022 has hit shoppers' budgets while businesses have struggled with higher wage, tax, and energy costs. Fashion retailer New Look has closed a dozen sites in the UK this year and also exited Ireland. Last month, Claire’s also collapsed into administration and stopped online orders for its customers. Both Hobbycraft and The Original Factory Shop are also shutting branches as part of restructuring efforts. The Centre for Retail Research has described the sector as going through a “permacrisis” since the 2008 financial crash. Figures from the Centre also show 34 retail companies operating multiple stores stopped trading in 2024, leading to the closure of 7,537 shops.

Why Music-Driven Video Marketing Campaigns Are Winning Big in 2025. Let’s talk about something we all feel before we even realize it: music. That beat you tap your fingers to in an ad, or the melody that sticks in your head long after the video ends—it’s not just there for vibes. It’s there to move you. And in 2025, brands are figuring that out faster than ever before. They’re not just choosing catchy songs anymore. They’re building entire video marketing campaigns, also called video advertising campaigns, around sound that connects, triggers emotion, and, most importantly, sticks. But this isn’t about following a formula. It’s about understanding that today’s audiences crave more than just a message. They want a moment. One that feels like it was made just for them. And what’s rising to the top of the strategy pile? Music-powered video storytelling. Nostalgia, weird beats, and timeless classics are taking over. You may have noticed it already, those early 2000s pop-punk riffs making a comeback in brand ads, or a familiar classical tune suddenly scoring a new sneaker campaign. That’s not random. It’s the result of brands tapping into three major music trends: nostalgia, gravitas, and quirky originality. Let’s start with the wave of Y2K nostalgia. A lot of millennials, now holding buying power, are reconnecting with the music of their teens. Marketers are using this to craft emotionally rich video advertising campaigns that hit people right in the memory bank. Taco Bell did more than simply hawk wares when it revived an edible offering with a punk classic of the late 1990s; it also generated chatter, shares, and even a couple of TikToks. And then there’s the classical approach, where symphonic soundtracks convey drama and importance right away. Credibility is lent by these tracks. These make a product debut as iconic and useful. Beethoven is not merely a sound used in the latest commercial by a sports business; it conveys a message. And finally, the rise of quirky, indie music. Brands like Apple are leaning into under-the-radar artists whose unique styles bring personality to their content. These aren’t your chart-toppers. They’re your feel-somethings. This strategy creates a real connection and gives small artists a platform, all while helping the brand feel fresh and bold. Video marketing campaigns are evolving—and it’s working. Here’s where things get even more interesting. These music-driven video advertising campaigns are paying off. Marketers aren’t just guessing that this works; they’re seeing it in the numbers. According to a recent Spotify study, 60% of users said ads that evoke nostalgic feelings are more likely to catch their attention. Even more, 75%, believe those feelings help them connect with others. That’s gold for marketers looking to build not just attention but affinity. But it’s not just about tapping into the past. It’s also about telling stories that feel real, human, and emotionally layered. Music helps create that mood fast. One song choice can turn a 30-second ad into an unforgettable experience. It’s no longer enough to just explain why a product is good. Brands need to show who they are, and music is one of the fastest ways to do it. What other brands (and even solopreneurs) can learn. You don’t need a billion-dollar ad budget to make this work. The same principles apply whether you’re a global brand or a solo entrepreneur building your first campaign. First: pick music with purpose. Don’t just grab a trendy track. Think about how you want your audience to feel after watching your video. Calm? Energized? Inspired? Choose a sound that delivers that emotional texture. Second: let music lead the storytelling. In successful video advertising campaigns, the song isn’t a last-minute add-on; it’s part of the script. The rhythm can dictate the editing, the build-up, even the tone of the voiceover or visuals. Start with sound, not just visuals. And third: think long-term. When someone hears that track again and connects it with your brand, that’s what we call brand imprinting. You’re not just making ads, you’re making memories. Video marketing campaigns aren’t just changing—they’re leveling up. Here’s the bottom line: music is more than a mood booster. It’s become a strategic driver in how brands craft, deliver, and elevate their message. These trends, nostalgia, classical influence, indie authenticity, they’re not passing fads. They’re reflections of how human attention works in today’s overloaded world. Video advertising campaigns that invest in meaningful sound choices are the ones standing out. The ones getting shared. The ones creating fans instead of just customers. If you’re looking to elevate your next marketing strategy or campaign, don’t just focus on copy or visuals. Start asking: What does your brand sound like? What song captures your message in a way words alone can’t? That’s where the real magic starts, and where your story begins to really sing.

Roblox has been an immense success over the last few years, but it has not always known such booming success. Founded by David Baszucki and Erik Cassel in 2004 and released in 2006, the platform allows gamers to create and play games created by both themselves and other players. Roblox only started to become a recognizable game platform around 2015, which was amplified by the COVID-19 pandemic in 2020. But what makes this platform so special? Upon a first look at the platform, you can see it has a very simple interface and gaming does not always go smoothly, with some lags, glitches and other bugs. Still, it is one of the most visited gaming platforms today. It even became the second highest-grossing iOS game on the market in 2020 as a free gaming platform. The success of Roblox was unexpected and is not only seen in the numbers, but also in the many inspiring cases and research done by members of the Future Media Hubs network. Media companies such as Yle, BBC, VRT, DR, and DW decided to see what Roblox could mean for them when it comes to engaging with younger audiences. Therefore, in this article we explore Roblox’s success, taking a deep dive into the cases and an interviewing Wesa Aapro, Metaverse Lead at Yle, the Finnish public broadcaster. Engaging with younger audiences is not a simple task. It’s a diverse group with a wide variety of interests that grew up, and will continue to grow up, in a rapidly changing media landscape. The younger generations do not engage as much with traditional media and this is only expected to keep declining in the future. Youngsters are more active on social networks such as Instagram and TikTok. Still, Roblox manages to cater to younger audiences and continues to do so: 50% of players are younger than 13 years, while 75% of players are younger than 18. According to DW Lab, which researched metaverses and their potential, there are over 214 million monthly active users, a daily average of 70.2 million according to DW Lab’s research from December 2023. This is a crucial criterion to take into account for media companies when wanting to work on an external platform. DR has been exploring Roblox’s potential in Denmark and the numbers are just as promising! They have been studying the increasing popularity of Roblox over the last three years. In their latest Kids & Gaming Survey, Roblox was the preferred gaming platform for the 4-15 year-olds and 65% of all Danish kids aged 9-11 had played Roblox in the previous week. Games in general, besides Roblox, are recognizably increasing in popularity with younger audiences. The only difference is that Roblox is equally popular with girls and boys. “If you want to reach kids through gaming, Roblox is a no-brainer.” Katrine Granholm, Digital redactor at DR Why is Roblox so successful? Generation Alpha, mostly found on Roblox, is turning 14 this year. Roblox is their main platform to hang out and although TikTok and Netflix are bigger platforms, Roblox is the platform that defines this generation. But why? These are the 7 reasons we found: 1. Easy access Firstly, Roblox is compatible with Microsoft Windows, Android, Amazon iOS, PlayStation and Xbox Consoles. This means that any device with one of these systems and a stable network connection allows you to play on the platform. The easy accessibility to the Roblox platform on almost all devices makes it easier for children to play the game. The younger generation tends to stick to platforms and devices they know instead of reaching out to new platforms or devices to try out new content. Because of the accessibility and the presence of the younger generation on the platform, it is also easier for media companies to work with Roblox to create gaming experiences for their target audience. 2. It’s free! Roblox is most importantly a free platform. People can open an account and play or create different games without having to pay a fee. This is surprising seeing that Roblox has such a high grossing rate. So how does Roblox generate income? Users can get a Roblox Premium Membership, which allows them to sell, buy, or trade limited edition items on the platform. These items have a Recent Average Price (RAP), and their value varies based on demand and rarity. On top of that, users can buy Robux. Robux is the official Roblox currency which can be used to buy in-game items, such as clothing and accessories. It’s so popular that many children even ask for Robux as a birthday present instead of something physical. BBC uses Roblox to engage with younger audiences by creating an immersive experience on Roblox called 'Wonder Chase’. Targeting 9 – 14 year olds, the project integrates well-known BBC children's and family brands with game mechanics and influencer marketing to attract users. By allowing users to bring their avatars and enjoy diverse content, BBC adopts a gameplay-first approach. The free Roblox platform allows everyone to participate in the experiences. 3. Unity in diversity The clothing and accessories in Roblox allow the player's diversity to shine through. According to Wesa Aapro, beauty is not the defining metric in Roblox like it is in other media. Young children get to express themselves regardless of gender and sexuality which will influence them in their adult life and make them more open-minded. “Roblox is more than just a gaming platform, it’s a community” Wesa Aapro, Metaverse Lead at Yle Besides the diversity of players on the platform, the number of games in different themes and story worlds is huge. There are millions of games (or 'experiences’ as Roblox calls them) available on the platform and there is only more to come. Players can create their own worlds with their own minigames for others to play. This has an enormous impact on the creativity and diversity present on the platform. On top of that, you don’t have to be a professional to create experiences in Roblox. Wesa confirms that although you do need to know the basics and be familiar with the platform, you don’t have to be an experienced game developer to create your own experiences. This makes the platform also attractive to work with for media companies as it is not a too costly project and is more feasible for small departments. A case we want to highlight is VRT's 'Ketnet Kermis', a branded Roblox world in collaboration with Ketnet, VRT's children's channel, and De Warmste Week, an annual charity event. The game, designed for children aged 6-12, allows players to move around and play minigames, such as their easter edition: an egg hunt! The Ketnet Kermis attracted 35.000 visitors, with 55% of the players being girls and with high engagement from children under 13 years old. The average playtime is nine minutes, with players accessing the game via tablets, phones, PCs, and consoles, showing Roblox's accessibility across various devices. Looking ahead, VRT plans to enhance the game by updating mini-games, adding seasonal features, expanding the game space and improving mobile experiences. This also shows the diversity in Roblox, allowing creators to make seasonal changes for example. 4. Themed experiences The opportunity to create your own experiences and to give it a theme also adds to Roblox’s success. Fanbases can create IP-based worlds and invite other fans to play in them. This allows the fanbase to generate new content and gamify their favourite story worlds, for example, Harry Potter or Peppa Pig. However, it is important to mention that these should be created in a legal way, which is not always the case. These themed experiences create a good opportunity for media companies to design IP-based experiences based on their content in order to market it. Also in Finland Roblox showcases its big success. The Finnish Independence Day is the most watched live broadcast, being watched by 2.5 million people every year, but it doesn’t quite reach the younger generations yet. This brought Wesa Aapro and Miika Jalonen, Digital Media Producer at Yle, to an idea. Why not build this event in Roblox? With a small budget, they recreated the presidential castle and promoted the event only through a WhatsApp visual. With the expectation of only a handful of people showing up, Yle couldn’t’ have been more wrong. No less than 23.000 visitors showed up the minute the Roblox world opened its doors! Video file So, to what do they own the success? “We don’t know, it might have just been luck”, Wesa answers. But the event was a success nevertheless, with people showing up via different consoles and from various ages, mostly younger than 13, all showing immense creativity. “It was amazing to see how they just started making a line and shaking each other’s hands, just like the real-world event”. Visitors even showed up in special attires that they’ve created or bought themselves. This success case shows that there might be a need for media companies to be present on Roblox. And that’s exactly what Yle did: they hosted another event during the summer of 2023 called ‘School’s Out Party’. During this party, over 10.000 joined the experience to celebrate the end of the school year. This event had lots of fun activities, such as meet and greets with radio makers, dancing, dressing up, and a concert by a popular Finnish performer, and was promoted on social media platforms. The music event, where the artist would perform a song and fireworks would pop, happened every half hour for 24 hours . Although this event had fewer visitors than the previous one, Yle was happy to host the event for children who wanted to spend their time on Roblox, while others might have been able to go meet up with friends. And that's not where Yle's story ends. The 2023 Finnish Independence Day event in Roblox was even bigger, with a virtual meet-up to celebrate the event and a game hunt created in collaboration with the Finnish National Gallery. This time carefully planned and produced by Miika, with a team bigger than only a handful, Yle created a new experience and with immense success! Over 100.000 visitors showed up to the event to participate in the art hunt! During the hunt, people had to search for missing artworks and return them to the gallery, 5.400 people ended up completing the hunt, which was a big commitment. The event even became so popular that when posed with the question “What does Independence mean to you?”, someone answered: “Roblox in the presidential palace!”. And the story doesn’t end there, because this event was granted the Award of Excellence in experimental design by the Society of News Design! Want to have a look at their experience: Karhu kättelee vieraita virtuaalisessa Presidentinlinnassa – näin osallistut Linnan juhliin Robloxissa itsenäisyyspäivänä – Linnan juhlat – yle.fi Video file 5. A Global Community For many players, Roblox is a way of staying in touch with their friends. The platform allows you to play with each other while staying in touch through the chat function. The chat function makes it easy to stay in touch while gaming and allows players to invite new people, create big groups and to change groups whenever they feel like it. The interaction possibilities are what make this platform stand out to children compared to legacy media organisations. “Roblox is more than entertainment, it’s a place to hang out with friends.” Wesa Aapro, Metaverse Lead at Yle Regardless of the diversity in age and personality on the platform, the Roblox community is very positive and welcoming. This is also part of Roblox’s mission, which is connecting people with optimism and civility. The community is filled with people wanting to play games, hang out and express themselves. Aside from a few trolls, which you will have in any multi-player game, people are there to enjoy the gameplay and connect with their friends online. Roblox is a game targeted towards children and is therefore a suitable platform for children, which is why they probably reach their target audience so successfully. They emphasize respect and community, which aligns with creating a positive environment. As many players on the platform are children, they have similar ways of communicating and will mostly not create an unsafe space. 6. Made For Children With a mission to connect a billion people with optimism and civility, Roblox has a large, expertly trained team with thousands of members dedicated to protecting users and monitoring 24/7 for inappropriate content, usually flagging anything against guidelines within minutes. And with parental control settings, Roblox tries to be a safe space where parents can limit chat conversations to a selection of people or turn them off completely. Besides the Roblox guidelines, media companies still remain responsible for guaranteeing the safety of their user. It is therefore recommended to take more precautions when hosting a Roblox world and to monitor the project live with in-game hosts. This is exactly what Yle did during their different Roblox events: shadow-banning trolls. For their latest edition of the ‘Independence Day’ event, Yle even partnered with Netari, the biggest web youth center in Finland, who helped co-moderate the event to provide safety. Although it is possible to monitor events live, it is a challenge, especially if you have an unexpected amount of visitors. Another precaution Yle took to make the space safer was disabling the chat functionality. If visitors wanted to chat with their friends, they could still use other means such as WhatsApp and Discord. 7. An Honest Creator Economy Roblox offers several ways for creators to earn income on their platform. It allows players to create new experiences and is thus filled with user-generated content. Creators can develop experiences like games and virtual worlds, earning a share of the revenue from in-game purchases and interactions. They receive a portion of the Robux spent on items, game passes, and other in-game features within their experiences. On average 75% of the generated income for the experience goes to the creator. Engagement-based payouts reward creators based on the impressions their experiences generate. Additionally, creators can integrate immersive ads into their games, earning revenue based on user engagement with those ads. They can also create, sell and resell avatar items such as clothing, accessories, and animations, earning a share of the sales. Roblox actively supports its creator community, aiming to increase earnings and foster healthy growth, encouraging creators to keep building content for the Roblox platform. This also gives media companies the ability to monetize the experiences they create on Roblox. Conclusion The success of Roblox is nothing new. However, understanding why a free, simple and sometimes even lagging gaming platform knows such success can be more of a challenge. When visiting and engaging with Roblox experiences, it quickly becomes clear why children enjoy this as a way to spend their free time. They engage with many people, get to express themselves freely, participate in gaming experiences based on their favourite IP, play on whichever device they want, create content and be part of a positive community in a moderated space. For media companies, Roblox offers many opportunities to engage with younger audiences by using the platform's success and the presence of the younger generations. Because of Roblox’s international success, media companies can search out to collaborate with other companies to work together on bigger projects if they wish to experiment with the platform. It’s a good way to take a first step into the Roblox metaverse. “Roblox has something magical about it that connects this generation.” Wesa Aapro, Metaverse Lead at Yle

We are operating in a climate of consumer activism and empowerment that can show up in brand dislike, even hate, both of which make indifference sound like a godsend. Consumers always vote with their pocketbooks. That’s both good and bad news for retailers. Activist consumers have made their voices heard for centuries, through collective movements and boycotts, and as positive grassroots brand builders. No one wakes up wanting to trash a brand or feeling their once-trusted brand has failed to share their values. Resisting investor activist pressure requires enormous tenacity, and responding to the needs of all consumer stakeholders takes equal stamina. Retail leaders must engage with influencers and policymakers to survive disruptions. Customers want reliable brands. When real income and spending power are down, retail is often the first line of resistance as consumers engage in principled spending. America has a long history of consumer activism, with moments like the Boston Non‑Importation Agreement and the Montgomery Bus Boycott prompting significant policy changes. Social media has amplified consumer sentiment, allowing individuals to campaign against brands effectively. The polarization of consumer activism poses a heightened threat to brand identity and reputation. Retailers need to strategically manage their responses to avoid potential backlash and ensure trust with consumers, as relationships built on respect and shared values are crucial for success in a challenging marketplace.

Almost one in three women in business feel they aren't taken seriously by investors, research has revealed. A fifth (21 per cent) think it’s harder for them to succeed than male counterparts – with 22 per cent of these citing limited access to funding and investment. A poll of 500 women revealed the common issues they face in business. The poll uncovered the top challenges they face, including gender bias (59 per cent) and balancing their personal and professional life (29 per cent). And 42 per cent said they have faced stereotypical perceptions around ‘emotional’ versus ‘rational’ decision making, while 26 per cent had problems finding a supportive team to help them achieve their goals. The research was conducted in conjunction with the AXA Startup Angel competition which annually awards two new businesses top prize packages of £25,000 plus mentoring from the AXA Startup Angels’ four successful SME owners. The findings have been compiled as part of the Women in Business Report, which looks at the challenges faced by female business owners and shares inspirational stories from female entrepreneurs. One in three reported that they felt investors didn’t take them seriously. Mike Crane, director of small business insurance at AXA UK, which commissioned the research, said: “Starting your own business is a huge challenge and our research has highlighted areas where women feel disadvantaged. It’s clear that while the business world has made progress in recent years, it’s sometimes still not a level playing field for women. More than half of the small business owners we surveyed said gender bias and stereotyping were a problem, while almost a third felt they weren’t taken seriously by investors, clients or suppliers.” Other issues women in business have encountered include under-representation of females in senior roles (28 per cent) and social pressure around appearance or behaviour (25 per cent). However, 48 per cent said they have more flexibility to spend time with family while running their own business. More than two in five (43 per cent) feel it has helped set a positive example to their children. Nearly a fifth (19 per cent) of respondents launched their own business to help empower other women and foster diversity, while 15 per cent had hopes of improving their local communities. A fifth said they had felt undervalued at their previous workplace, and 21 per cent also believe there is more risk – including the potential to lose money – as a woman running a business. Mike Crane from AXA UK added: “We believe being a woman shouldn’t be a risk when starting out in business – everyone deserves the same opportunities regardless of gender. We’re committed to supporting all budding entrepreneurs to realise their dreams. The AXA Startup Angel competition provides a springboard to bring incredible ideas to life, offering funding and mentorship that can make a real difference in those early days. Small businesses are the backbone of the UK economy, and we want to ensure they continue to grow and flourish with our support and encouragement. 10 THINGS THAT MAKE IT HARDER FOR WOMEN TO SUCCEED IN BUSINESS: Gender bias and stereotypes (59 per cent), Gendered expectations around leadership styles (42 per cent), Stereotypical perceptions of emotional vs rational decision making (42 per cent), Difficulty in asserting authority without being viewed negatively (33 per cent), Limited work-life balance support (29 per cent), Underrepresentation in senior roles (28 per cent), Lack of recognition for achievements or contributions (26 per cent), Unequal division of domestic and childcare responsibilities (26 per cent), Societal expectations around prioritising family over career (26 per cent), Social pressure around appearance and behaviour (25 per cent).

Once a quieter corner of fashion retail, jewellery is now thriving in the loudest part of the internet: TikTok. From 15-second stack-styling videos to six-hour live streams selling freshwater pearls by the kilo, consumers are more willing than ever to purchase semi-precious stones and trinkets directly from the platform. But for now, only certain brands are finding success. In China, the jewellery live-stream market is booming. At some pearl suppliers in China’s Sha Hu area, there can be 50 streamers working around the clock to shift product, says Jeremy Shepherd, founder and CEO of Los Angeles-based dealer Pearl Paradise. For a long time, this felt like a phenomenon reserved for China and the Asia-Pacific. But after the launch of TikTok Shop in 2023, jewellery players — particularly those in the demi-fine jewellery space — found there was an appetite for jewellery sold live in the West, if positioned correctly. UK-based jewellery brand Rani & Co has seen strong revenue growth in adopting this sales funnel, particularly for its mid-to-premium price range (average £65). Live streaming acts as a show-and-tell opportunity for brands to engage with viewers in real time, sharing details about the products, as well as styling and layering tips. “The average order value during live streams is £85. In a typical two to two-and-a-half-hour TikTok Live, we generate between £400 and £700 in sales,” says Rani & Co founder Ramona Gohil. “By going live around three times a week, we’re currently adding an extra £1,000-plus in weekly revenue.” British demi-fine lab-grown diamond brand L’Era Jewellery’s biggest order to date came through TikTok Shop. “It was nearly £1,500,” says co-founder Lara Sofia-Mar, adding that at its peak, TikTok Live and TikTok Shop were contributing to over 50 per cent of L’Era’s revenue, though the brand has since grown its direct website traffic, based on boosted brand awareness. L’Era sees anywhere from 3,000 to 5,000 viewers per three-hour stream, three times a week. More so than other online formats, live streaming feels closer to the in-store experience, Sofia-Mar adds. “We chat a lot about ourselves, we talk about life,” she says. “Viewers will ask, ‘Can I see it upside down? Oh, now, can you show me the silver one?’” Quirky jewellery brand July Child has been TikTok live streaming for the last six months. Today, 30 per cent of the brand’s revenue is generated via the platform’s shopfront. “We’ve all seen the rise in founder-led marketing this year,” founder Sinead Flood says. “People are gravitating towards people, not brands. There’s no script; no edits. [Live streaming] feels more human.” For now, live streaming and social commerce are more suited to the demi-fine space. For fine jewellery brand Do Amore, which has a significantly higher average price point (products start at approximately $800), live streams act as a marketing play to drive Gen Z awareness, rather than sales. “We were doing [live streams] pretty consistently. It definitely did not drive sales when it came to high-ticket items like engagement rings or fine jewellery. The purchase is too personal and considered for most people to make on the fly,” Do Amore founder Krish Himmatramka says. “A challenge is the price sensitivity of the TikTok audience. Many users are looking for bargains, which is why heavy discounting is so common,” says Rani & Co’s Gohil. Brands like mass-market player Bohomoon go live regularly with £10 sales and 50 per cent discounts, speaking to this need for cheap, fast shopping. Flash sales like these are popular with the TikTok audience, and so are favoured by the algorithm, Sofia-Mar agrees. “You can see that TikTok pushes more people into your live streams when you do it,” she explains. Despite the price sensitivity of TikTok’s young user base, L’Era has begun to corner a higher priced — arguably higher quality — niche. A simple search on TikTok Shop reveals that most jewellery products are priced below £20. “I can’t see anybody else selling as much as we sell at our price point,” Sofia-Mar says. “While £70 would be the average [order value], some are £300 or £400,” she adds, citing her ‘no pressure’ sales method as key to making a sale. “I always say on the live stream, ‘If you want to see something, ask me, you don’t have to buy it.’ I don’t want [viewers] to feel pressured.” Running live streaming for a brand is no small responsibility, founders agree. Brands finding success go live multiple times a week or day, still a far cry from the 24 hours of streaming from sellers in China. “The more consistently I go live, the more TikTok’s algorithm pushes our content to new viewers, and the more familiar returning customers become with the brand,” says Gohil. Sofia-Mar concurs: “We have set stream times, and we do not deviate.” July Child’s Flood adds: “[The] burnout is real. Don’t be afraid to bring in support. Find people who genuinely love talking and selling. It doesn’t have to be you every time.” Choosing a live format that works and building momentum inside the live stream is a way to keep viewers engaged, she adds. “Packing orders is consistently our best-performing format. We ask viewers to like and share regularly, and we’ll do surprise giveaways when we hit key targets. For example, we’ll add a freebie to someone’s order when we hit 50,000 likes.” While streaming is about selling, it also creates space for community. “I’ve noticed that many of the same people return for each live stream, and over time, you start to build real relationships with your audience,” Gohil says. Sofia-Mar says a group of 90 regular TikTok Live viewers have since started a Discord channel dedicated to the brand. “Anytime anything happens on our website, they’re all chattering.

When you think of fragrance marketing, what is the first thing that comes to mind? Is it luxurious advertisements with stunning models in picturesque backgrounds? Or is it celebrities looking effortlessly gorgeous with a perfume bottle perfectly placed next to them? While these are all iconic elements, there’s more to it. At its core, fragrance marketing is how brands promote scent-based products. This includes creating emotional connections and enhancing the customer experience. We’ll be diving into three standout brands taking key strategies like social media, storytelling, emotion, and sensory marketing to the next level. These brands are doing it right. So, whether you are on the hunt for your new favorite fragrance brand or just curious about modern marketing tactics, we’ll break things down and give you a deeper look. Lattafa: The Fragrance Brand Taking the Internet by Storm Social media is essential. One fragrance brand that is taking full advantage of social media in the best way possible is Lattafa. Lattafa is a fragrance house founded in the UAE. It creates world-class fragrances that reflect the richness of Arabian heritage. It is one of the brands leading the Middle Eastern scent revolution to the West, with its rich fragrances and ouds. Lattafa has built a global brand identity grounded in cultural expression and modernity. Lattafa also focuses on quality, authenticity, and design of its fragrances. However, it has capitalized on the TikTokification of fragrance marketing. Lattafa’s Instagram and YouTube are some of the most viewed within the fragrance industry. But Lattafa is especially popular on TikTok and TikTok Shop. In fact, Lattafa had $4.9 million in revenue from TikTok Shop in May 2025 alone. According to Emaan Shoaib, Head of Social Media and Digital Marketing at Lattafa, “Our success is largely attributed to our strong online community”. If you're scrolling on TikTok or watching a perfume video on YouTube, chances are Lattafa will be mentioned. Lattafa connects with digital audiences through social media marketing and influencer marketing. When you also factor in Lattafa's strong product line, it’s no wonder PerfumeTok and Fragrance YouTube can’t stop talking about them. For instance, popular TikTok perfume creator and musician Danielrenemusic regularly reviews and raves about Lattafa to his 1.5 million TikTok followers. His dedicated Lattafa videos even include rating his top 10 Lattafa perfumes of 2024. Similarly, fragrance influencer Paulreactss has multiple viral videos hunting for Lattafa perfumes. He also reviews Lattafa fragrances for his 2.3 million TikTok followers. These large creators help boost the online buzz and excitement on TikTok for Lattafa. But that is not all. Lattafa also partners with many influencers to generate hype about the brand. Beauty and fragrance creators like Parissvanity and Giniglow have partnered with Lattafa. They have made videos for their combined 226,000 followers about their favorite Lattafa perfumes that are available on TikTok Shop. Lattafa is an All-Around Hit As a result of these digital initiatives on TikTok, audiences are captivated. Everyone can't get enough of the seemingly never-ending choices of unique fragrances that Lattafa has to offer. Consumers have even ventured to Amazon in search of Lattafa perfumes. In turn, Lattafa is ranked twice among Amazon’s Top 10 Bestsellers in Perfumes and Fragrances. Lattafa’s overall remarkable social media marketing and digital strategies have positioned it as a standout brand. Not only are the fragrances bold and niche, but they are sold at an approachable price point. They also come in exquisite packaging that competes with top-of-the-range ultra luxury perfumes. All of this, coupled with effective social media marketing, influencer marketing, and TikTok content that’s viewed millions of times, makes Lattafa a star. Maison Francis Kurkdjian: A Unique Mix of Storytelling, Organic Buzz, and Strategic Collabs Another important element is storytelling. Maison Francis Kurkidjian is a brand that truly embodies this. Maison Francis Kurkidjian doesn’t rely on attention-grabbing marketing campaigns. It doesn’t focus on trends or meeting market demands, either. Yet, Maison Francis Kurkidjian ranked as the fourth leading fragrance house in global sales as of April 2025. Instead, Maison Francis Kurkidjian focuses on the art of storytelling. It does this in combination with organic buzz and strategic collaborations. Maison Francis Kurkidjian ensures consumers know each perfume is created with tradition and a backstory. Even its best-selling Baccarat Rouge 540 fragrance and bottle tell a story. Baccarat Rouge 540 was created by master perfumer Francis Kurkdjian. It was originally made in collaboration with Baccarat to celebrate their 250th anniversary. According to CEO and Co-Founder of Maison Kurkdjian Francis Marc Chaya, “The name Rouge 540 is no coincidence, it refers to the precise temperature at which 24-karat gold turns red inside the Baccarat furnace”. When it comes to its brand and marketing, Marc Chaya has expressed that “We hope to reaffirm our message: creativity remains the essence of Maison Francis Kurkdjian”. He then went on to state that “Marketing simply helps convey that vision”. In essence, Maison Francis Kurkdjian’s fragrance marketing builds a powerful story of heritage and creative origins. Maison Francis Kurkdjian Sticks True to Itself Alongside strong storytelling, Maison Francis Kurkdjian leverages organic buzz. The brand avoids celebrity sponsorships and over-the-top marketing campaigns. Marc Chaya has even previously recalled when Baccarat Rouge 540 went exceptionally viral. He stated that, “I would go on TikTok and there were quite a few posts about Baccarat Rouge 540. And then one day there was an extraordinary post by a celebrity that went viral”. Yet even with the virality, Maison Francis Kurkdjian didn’t do extra marketing to capitalize on the hype. The brand lets its creativity, product, and story speak for itself. In turn, word gets around organically about Maison Francis Kurkdjian’s world-class fragrances. Additionally, Maison Francis Kurkdjian executes strategic collaborations. Aside from the partnership that sparked Baccarat Rouge 540, Maison Francis Kurkdjian has multiple noteworthy collabs. In 2019 and 2020, FENDI and Maison Francis Kurkdjian collaborated to create exclusive collections of scented Baguette bags. Francis Kurkdjian created FENDIFRENESIA Yellow Eau de Parfum for the yellow FENDI Baguette and Nano Baguette collection. He also created FENDIFRENESIA Pink for the pink collection. FENDI and Maison Francis Kurkdjian’s collaboration celebrated both brands’ creativity and technique. Francis Kurkdjian of Maison Francis Kurkdjian has also partnered with Air France. He created Air France’s first home fragrance. The fragrance is available at select Paris Charles de Gaulle airport lounges. This combination of strong creative storytelling, organic buzz, and strategic collaborations makes Maison Francis Kurkdjian a standout brand. Their fragrance marketing is as top-notch as their fragrances. Maison Margiela: Fragrances to Activate Your Senses and Create a Mood Part of marketing fragrances is curating a mood and evoking memories. This directly correlates with sensory marketing to activate your senses. And Maison Margiela’s Replica line of fragrances captures all of this perfectly. Every bottle from Maison Margiela’s Replica line is labeled in cotton. The cotton labels tie back to the Maison Margiela fashion house’s blank clothing tags. The texture and tactical experience of the cotton label activate your touch senses as well. Each perfume is also labeled with a name, location, year, fragrance description, and style description. This mimics the idea behind Maison Margiela’s vintage-inspired clothing line from the 1990s. Immediately after reading each fragrance label, you are engulfed in an emotional story you can almost see and smell, further activating your senses. Replica Fragrances from Your Memories According to Maison Margiela and Detail Digest, the goal is for each perfume bottle to “recreate the scents our memories are made of”. Maison Margiela’s Replica fragrances, like Springtime in a Park, are designed to evoke memories and curate a mood. The style description of the perfume even reads “Memory in a fragrance”. When you spray Springtime in a Park, you are transported to Shanghai in 2019, during the Spring season. You get to experience a moment of being surrounded by blossoms, while also getting a whiff of some fruity notes. Or, you may think about your own beautiful memories in a park during springtime. Similarly, Maison Margiela’s Lazy Sunday Morning evokes the emotion and memory of “Soft skin and bed linen”, according to its fragrance description. You are taken back to an easygoing Sunday morning in Florence in 2003. You can smell the light, airy scent of flowers and freshness. Altogether, Maison Margiela’s Replica line is a fragrance marketing powerhouse. The minimalistic product design and specific poetic branding make it alluring. Maison Margiela’s Replica line also plays on sensory marketing, while leveraging its authentic visual identity. This, together with its focus on drawing emotion and creating a mood, truly makes it a standout brand. Now, after going over our top three standout brands, what do you think? Through delving into these brands, we hope the next time you think about fragrances or marketing tactics, you remember some of these key elements. Think about social media, storytelling, emotion, memories, and sensory marketing. All of these are important strategies to take away with you. Understanding these elements and the brands executing them successfully is important. It can help you make informed decisions when choosing a fragrance or fragrance brand for you. It can also help you better understand various marketing techniques. So, next time you can also point out brands with fragrance marketing so strong you can smell it!

Sun Bum’s Community Loyalty Program That Doesn’t Care How Much You Spend Most loyalty programs are like gym memberships in January. Full of good intentions, but nobody really wants to keep up with them. Punch cards, reward points, discounts, they’ve all become background noise. You scan, collect, and maybe save a buck next time if you remember. Not exactly the stuff emotional connections are made of. Enter Sun Bum, the sun care brand that smells like summer and acts like your chillest friend. Instead of layering on another stale rewards program, they built something that actually feels fun. It’s called The Bum Club, and it doesn’t care how much you spend. It cares what kind of life you’re living. And in doing so, they’ve created something much more powerful than a coupon code: community loyalty. Real connections. Real people. Real results. Points are dead. But bananas? Very much alive. The magic of Sun Bum’s marketing strategy isn’t about discount tiers or VIP exclusives. It’s about making you feel like you’re part of something. Post a photo of your beach day? That’s a banana. Explore their site for a scavenger hunt? Another banana. Fans don’t just get stuff. They get seen. They get heard. And sometimes, they even get featured on billboards in their hometown. It’s a rewards system designed not around consumption, but around connection. That’s where community loyalty really hits; it slips naturally into how fans already live and gives them more reasons to show up. This wasn’t about bribing customers to spend more. It was about giving them a reason to care more. Here’s the secret sauce: this isn’t a loyalty program disguised as a community. It’s a community, full stop. Sun Bum fans were already passionate. Some even tattooed the logo on their bodies. The loyalty layer didn’t create that love; it amplified it. Suddenly, fans weren’t just buyers. They were co-creators. Sharing moments, posting wins, laughing about the weirdness of it all. And Sun Bum leaned into that. They celebrated the weird. The fun. The community that already existed. That’s the core of community loyalty. It’s not about points. It’s about participation. They skipped the app, and still nailed the mobile experience. Now, here’s where most brands would get it wrong. They’d build an app. Probably bloated. Probably clunky. Probably something you’d download once and never open again. Sun Bum said nah. Instead, they used a lightweight mobile widget that played nicely with what they already had: Shopify, SMS, and email. No complex stack. No huge dev lift. And get this: 85% of users interacted via mobile. Smooth. Seamless. Smart. Community loyalty doesn’t require fancy infrastructure. It requires thoughtful execution. This is loyalty without the bloat, and it’s better for everyone. Whether you’re running a boutique CPG brand or trying to break through in a noisy DTC world, here’s your cheat code: Stop thinking in discounts. Start thinking in experiences. Do your fans already love posting pics? Reward that. Are they tagging you unprompted? Celebrate it. Is your mission something they believe in? Lean into it. Community loyalty works because it doesn’t ask fans to be more than they already are. It simply gives them a way to go deeper. And you don’t need a massive budget to pull it off. You need empathy, creativity, and a good read on what your community already loves. Community loyalty is a mindset, not a metric. Sun Bum didn’t just build a rewards program. They built belonging. They made room for fans to co-create, to celebrate small wins, and to feel part of something bigger than a bottle of sunscreen. That’s what separates gimmicks from greatness. Community loyalty lives in shared values, not spreadsheets. It shows up in the little moments that add up to something real. And here’s the wild part: when people feel like they belong, they stay. Not because they’re locked in, but because they’re all in. That’s the loyalty that lasts. FAQs How do I make loyalty feel less like a discount club? Start by rewarding moments, not purchases. Encourage lifestyle actions that reflect your brand’s values, not just transactions. Do I need an app to build community loyalty? Nope. Sun Bum’s success came from a lightweight, mobile-first web widget. Simple can be smarter and more inviting. How can I turn customers into real brand fans? Celebrate their creativity. Reflect their values. Make space for them to co-create the brand story with you, and actually show up when they do.

While Gen Z is most likely to stay loyal to a brand, it takes just one or two bad experiences to lose most Gen X consumers, a Morning Consult survey found. One-quarter of consumers will switch brands after just one bad experience, according to a Morning Consult survey commissioned by Zoom of over 2,100 U.S. consumers, released Tuesday. Some generations were more tolerant of bad experiences than others. Gen Z was the most tolerant, while Gen X was most likely to abandon a brand. When asked about their loyalty after one or two bad experiences, 58% of Gen Z said they’d leave in comparison to 65% of Gen X. Consumers aren’t tolerant because they don’t have to be. Companies like Apple or Amazon have a reputation in being able to provide great customer experience (CX), and so when customers have a terrible experience, they will look for a better alternative. Different generations have different expectations for customer service, and businesses need to meet generational preferences to inspire loyalty. Baby boomers prefer live phone support, while Gen Z prefers live chat or social media. Businesses must avoid forcing customers into one mode of service. Understanding customer journeys and preferences is crucial for engagement. A financial services company, for example, might invest in providing hands-on support for baby boomers while offering mobile app options for Gen Z. It’s important to think through the customer journey and ensure smooth engagement.

Consumers say companies are more interested in technological investments that improve profits rather than their experience, a Pegasystems survey found. More than half of consumers — 56% — say their interactions with businesses are more difficult today than they were a decade ago, according to a February survey of 4,000 consumers in North America and the U.K. Consumers’ top complaint was long wait times, followed by having to repeat the same information to different customer service agents multiple times and representatives lacking the necessary information. More than three-quarters say organizations should invest in improving how they interact with consumers, but more than two-thirds say companies’ tech investments are more often about profit than customer experience improvements. Despite investments in technology, customers say their interactions with companies are worsening. Businesses are under pressure to prove value and cut costs. But technology investments shouldn’t come at the expense of the customer, according to Maxie Schmidt, VP and principal analyst at Forrester. Consumers regularly complain about long hold times to speak to a representative. Nearly 2 in 5 customers said they change which company they frequent after a poor customer experience, according to the survey.

Brands that recognize the significance of superfans can build lasting relationships with audiences and turn those deep-seated sentiments into revenue opportunities. Fandom used to live in comic book stores, sports stadiums, and weekend conventions. Today, it’s everywhere. In fact, 92% of Americans say they’re fans of something. Fandom is woven into how people express themselves, connect with others, and even make purchasing decisions. A generational shift is fueling this momentum: This same data shows younger Americans under 34 are twice as likely to call themselves fans of brands or athletes as their older counterparts, and four to five times as likely to be fans of influencers or video games. For Gen Z and Millennials, fandom feels deeply personal. Deloitte reports that about half of them feel closer to creators on TikTok or YouTube than to Hollywood stars. These parasocial bonds make fandom an always-on relationship, as every interaction has a sense of intimacy and immediateness. Brands that recognize the significance of this cultural force can build lasting relationships with audiences and turn those deep-seated sentiments into revenue opportunities. Shondaland, the production company founded by Shonda Rhimes and globally beloved for franchises like Grey’s Anatomy and Bridgerton, is one example of a brand strategically leveraging its fandom. The team at Shondaland doesn’t treat its superfans as opportunities for quick and easy wins; instead, they work to extend fans’ connections with stories beyond the screen, sometimes through experiences and sometimes through special edition products. “A superfan will sniff out inauthentic collaborations and products that don’t fit the story within their shows,” said Sandie Bailey, Chief Innovation and Design Officer at Shondaland. Examples around the Bridgerton media property include experiences like The Queen’s Ball (created in partnership with Netflix and Fever), where fans dress in Regency attire and are immersed in the world of Bridgerton. There’s also a Queen Charlotte-inspired Allure wedding gown collection for brides-to-be in the product space. Utility is also a defining element of Shondaland’s playbook. The brand's long-standing partnership with Barco to produce Grey’s Anatomy scrubs has become one of its best-selling lines. “If you can create items that are useful outside the show, they can be successful whether you’re a superfan or a passive fan who simply needs a quality pair of scrubs,” Bailey said. “We think of this kind of engagement as another chapter in the story we’re telling.” This blend of utility and emotional resonance creates loyalty that outlasts a single season on screen. Similar strategies are emerging in other categories. Beverage brand Olipop, for example, has centered its growth on grassroots activations. “We’re trying to move culture and connect with our superfans in real life,” said Steven Vigilante, Director of Strategic Partnerships at Olipop. For example, the brand’s recent “Time Travel Travel Agency” activation transformed the Austin Motel into three immersive suites. Each flavor was inspired by a different decade, and fans could enter to win a stay by dialing an official hotline—fitting with the campaign’s nostalgic theme. The brand also released 5,000 exclusive VIP boxes priced at just five cents—each filled with seasonal flavors and branded merchandise—that sold out instantly. Olipop and Shondaland have in common the understanding that their fans are looking for more than just products. They recognize that fans crave small, tangible ways to live inside the stories and identities that bring them joy. It is equally important to understand where fans naturally gather. Forums like Discord and emerging platforms like Chalant create micro-fandom environments that allow fans to connect and expand organically. These spaces are where passion feels most authentic, and brands can follow their fans into these environments rather than expecting fans to seek them out. “We’re leaning into fandom because we want to create a space for those who are obsessed with something,” said Chalant’s Co-founder and CEO Bekah June. “Fandom is where you get to do that openly.” While it’s still early stages for the fandom economy, it’s easy to see where it’s heading. Gen Z and Gen Alpha are growing up with identities shaped around creators, shows, and brands they feel personally invested in. Immersion and participation will only strengthen fandom’s position in consumer culture.

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Overview: Pronto, an on-demand home services startup, has raised $11 million (about Rs 96 crore) in a funding round co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. The round values the company at $45 million (around Rs 394 crore) post-money.

Business model and founding: Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for cleaning, laundry, utensil washing and basic meal preparation. The platform uses a shift-based, task-focused model that guarantees workers shifts and higher earnings while promising fast, 10-minute fulfilment. Unlike time-based pricing common in the segment, Pronto charges customers per task, with an average order value of Rs 200–300.

Strategic moves and domicile change: Originally domiciled in Delaware, Pronto has flipped back to India following the new financing. Sardana said the timing was chosen to avoid capital-gains implications associated with transferring the company from the US after finalising the round.

Planned use of funds and expansion: The fresh capital will be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and deploy real-time operations technology. Over the next 12–18 months Pronto plans expansion into Mumbai, Bengaluru and other metros by setting up micro-hubs in residential clusters to ensure rapid fulfilment.

Operational challenges and market context: Sardana acknowledged the high upfront costs of rapid expansion, including oversupply and marketing spend, and emphasised the need for sustained demand generation given the high-frequency, low-ticket nature of services. The quick home services space is attracting investor interest, with competitors such as Snabbit having raised sizable rounds recently.

Outlook: With institutional backing and a task-based model aimed at formalising informal labour networks, Pronto aims to scale urban operations while balancing utilisation and unit economics to achieve sustainable growth.

Overview: Pronto, an on-demand home services startup, has raised $11 million (about Rs 96 crore) in a funding round co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. The round values the company at $45 million (around Rs 394 crore) post-money.

Business model and founding: Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for cleaning, laundry, utensil washing and basic meal preparation. The platform uses a shift-based, task-focused model that guarantees workers shifts and higher earnings while promising fast, 10-minute fulfilment. Unlike time-based pricing common in the segment, Pronto charges customers per task, with an average order value of Rs 200–300.

Strategic moves and domicile change: Originally domiciled in Delaware, Pronto has flipped back to India following the new financing. Sardana said the timing was chosen to avoid capital-gains implications associated with transferring the company from the US after finalising the round.

Planned use of funds and expansion: The fresh capital will be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and deploy real-time operations technology. Over the next 12–18 months Pronto plans expansion into Mumbai, Bengaluru and other metros by setting up micro-hubs in residential clusters to ensure rapid fulfilment.

Operational challenges and market context: Sardana acknowledged the high upfront costs of rapid expansion, including oversupply and marketing spend, and emphasised the need for sustained demand generation given the high-frequency, low-ticket nature of services. The quick home services space is attracting investor interest, with competitors such as Snabbit having raised sizable rounds recently.

Outlook: With institutional backing and a task-based model aimed at formalising informal labour networks, Pronto aims to scale urban operations while balancing utilisation and unit economics to achieve sustainable growth.

Overview: Pronto, an on-demand home services startup, has raised $11 million (about Rs 96 crore) in a funding round co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. The round values the company at $45 million (around Rs 394 crore) post-money.

Business model and founding: Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for cleaning, laundry, utensil washing and basic meal preparation. The platform uses a shift-based, task-focused model that guarantees workers shifts and higher earnings while promising fast, 10-minute fulfilment. Unlike time-based pricing common in the segment, Pronto charges customers per task, with an average order value of Rs 200–300.

Strategic moves and domicile change: Originally domiciled in Delaware, Pronto has flipped back to India following the new financing. Sardana said the timing was chosen to avoid capital-gains implications associated with transferring the company from the US after finalising the round.

Planned use of funds and expansion: The fresh capital will be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and deploy real-time operations technology. Over the next 12–18 months Pronto plans expansion into Mumbai, Bengaluru and other metros by setting up micro-hubs in residential clusters to ensure rapid fulfilment.

Operational challenges and market context: Sardana acknowledged the high upfront costs of rapid expansion, including oversupply and marketing spend, and emphasised the need for sustained demand generation given the high-frequency, low-ticket nature of services. The quick home services space is attracting investor interest, with competitors such as Snabbit having raised sizable rounds recently.

Outlook: With institutional backing and a task-based model aimed at formalising informal labour networks, Pronto aims to scale urban operations while balancing utilisation and unit economics to achieve sustainable growth.

Overview: Pronto, an on-demand home services startup, has raised $11 million (about Rs 96 crore) in a funding round co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. The round values the company at $45 million (around Rs 394 crore) post-money.

Business model and founding: Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for cleaning, laundry, utensil washing and basic meal preparation. The platform uses a shift-based, task-focused model that guarantees workers shifts and higher earnings while promising fast, 10-minute fulfilment. Unlike time-based pricing common in the segment, Pronto charges customers per task, with an average order value of Rs 200–300.

Strategic moves and domicile change: Originally domiciled in Delaware, Pronto has flipped back to India following the new financing. Sardana said the timing was chosen to avoid capital-gains implications associated with transferring the company from the US after finalising the round.

Planned use of funds and expansion: The fresh capital will be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and deploy real-time operations technology. Over the next 12–18 months Pronto plans expansion into Mumbai, Bengaluru and other metros by setting up micro-hubs in residential clusters to ensure rapid fulfilment.

Operational challenges and market context: Sardana acknowledged the high upfront costs of rapid expansion, including oversupply and marketing spend, and emphasised the need for sustained demand generation given the high-frequency, low-ticket nature of services. The quick home services space is attracting investor interest, with competitors such as Snabbit having raised sizable rounds recently.

Outlook: With institutional backing and a task-based model aimed at formalising informal labour networks, Pronto aims to scale urban operations while balancing utilisation and unit economics to achieve sustainable growth.

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Overview: Pronto, an on-demand home services startup, has raised $11 million (about Rs 96 crore) in a funding round co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. The round values the company at $45 million (around Rs 394 crore) post-money.

Business model and founding: Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for cleaning, laundry, utensil washing and basic meal preparation. The platform uses a shift-based, task-focused model that guarantees workers shifts and higher earnings while promising fast, 10-minute fulfilment. Unlike time-based pricing common in the segment, Pronto charges customers per task, with an average order value of Rs 200–300.

Strategic moves and domicile change: Originally domiciled in Delaware, Pronto has flipped back to India following the new financing. Sardana said the timing was chosen to avoid capital-gains implications associated with transferring the company from the US after finalising the round.

Planned use of funds and expansion: The fresh capital will be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and deploy real-time operations technology. Over the next 12–18 months Pronto plans expansion into Mumbai, Bengaluru and other metros by setting up micro-hubs in residential clusters to ensure rapid fulfilment.

Operational challenges and market context: Sardana acknowledged the high upfront costs of rapid expansion, including oversupply and marketing spend, and emphasised the need for sustained demand generation given the high-frequency, low-ticket nature of services. The quick home services space is attracting investor interest, with competitors such as Snabbit having raised sizable rounds recently.

Outlook: With institutional backing and a task-based model aimed at formalising informal labour networks, Pronto aims to scale urban operations while balancing utilisation and unit economics to achieve sustainable growth.

Introduction: Casper grew from a 2014 start-up into a mass-market sleep brand, reaching roughly $750 million in revenue within four years and later securing about a $1.1 billion valuation. The company disrupted a centuries‑old retail category by pairing a direct‑to‑consumer (DTC) model with heavy investment in brand, content and experience.

Business model & product experience: Casper simplified mattress shopping with a single‑model, bed‑in‑a‑box approach, a 100‑night home trial and a long warranty, plus risk‑free returns and free shipping. The unboxing and home‑trial experience became a marketing asset, generating social shares and reducing purchase friction.

Growth and channels: Casper combined owned channels (content, email, SEO) with paid acquisition (programmatic, paid social, search) and retail experiments (pop‑ups, select partners). Key tactics included targeted long‑tail search ads, remarketing, a two‑step cart recovery flow, and an affiliate/influencer network to scale reach and credibility.

Content & community: The brand positioned itself as a sleep authority via high‑value content—blogs, original research, the “Sleep Channel” and user‑generated storytelling—using the CSD (Content, Social, Distribution) method to earn links and organic visibility. Casper showcased aggregated reviews, comparison tools and extensive educational material to guide buyers through the funnel.

Data, personalization & retention: Casper leveraged data intelligence and segmentation for personalized email and SMS journeys (welcome, weekly, abandoned‑cart, post‑purchase), boosting conversion and lifetime value. Growth efforts emphasized moving from pure acquisition to C.R.E.E.D—customer retention, experience and development—to maximize CLV.

Risks & expansion: Product and retail expansion broadened the brand but risked dilution; Casper balanced new SKUs and physical stores with core promises of simplicity and quality. The company also localized ads and translated creative to capture new markets.

Conclusion: Casper’s rapid ascent rested on integrating product innovation, storytelling, rigorous data use and customer‑first guarantees. Its next challenge is scaling retail and new product lines while protecting unit economics and deepening long‑term customer relationships.

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Introduction: Lafaurie, a Parisian menswear label run by brothers Théo (31) and Pablo (24) Lafaurie, is positioning itself between luxury and fast fashion by offering contemporary, design-led clothing at accessible premium prices. The brand recently opened its 14th store in the Marais, signalling a new phase that blends retail, art and community as it scales domestically and internationally.

Business positioning and product: Rooted in a family retail legacy founded by their father Pierre in 1991, Lafaurie defines itself as “smart luxury.” Price points span roughly €100 for cotton shirts to €650 for lamb leather jackets, with most core items under €300. The label’s creative signature—examples include an asymmetric painter’s jacket and subtle, self-produced prints—targets a client base of artists, editors and creative professionals who value craft, fit and quiet design cues over logos.

Operations and supply chain: The brothers benefited from an established supplier network across Italy, Portugal, Estonia, Romania and Morocco, enabling quality manufacturing at competitive costs. They design in a Saint-Germain studio and operate a primarily European sourcing model that supports margin control while maintaining a premium aesthetic.

Growth, channels and risks: E-commerce now represents about 25% of Lafaurie’s revenue, with more than half of online sales coming from the US. The brand’s revenues rose to roughly €8m in 2024 (+20% year-on-year) and are projected to grow around 25% in 2025. International momentum — notably a 50% growth in US sales in 2024 — presents opportunity but exposes Lafaurie to geopolitical risks such as potential US import tariffs; the label is also exploring Asia as a diversification route.

Retail, culture and technology: Lafaurie’s stores mix gallery-style curation, rotating artist collaborations and vintage art books to reinforce its cultural positioning. Internally, the team (about 50 people) is investing in proprietary tech and AI to streamline operations. The brand plans measured physical expansion, pop-ups and selective department store partnerships to balance creative identity with commercial scale.

Conclusion: By combining artisanal supply chains, a clear mid-market positioning and cultural retail experiences, Lafaurie is carving a resilient niche in Parisian menswear amid a shifting consumer landscape.

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Introduction: In 2010 four Wharton classmates—Dave Gilboa, Neil Blumenthal, Andy Hunt and Jeff Raider—pooled $120,000 (about $30,000 each) to launch Warby Parker, a direct-to-consumer eyewear brand that has since grown into a roughly $1.8 billion company. The brand disrupted a sizeable global eyewear market by combining affordable, design-forward frames with an omnichannel retail strategy.

Founding and early traction: The company began as a simple answer to overpriced designer glasses after Gilboa lost an expensive pair. Leveraging Blumenthal’s supplier connections, the founders launched online and quickly attracted media attention from Vogue and GQ. Early demand outstripped expectations—first-year sales targets were hit within weeks—and a converted office showroom led to the first physical store in Manhattan in 2013.

Business model shift and growth: While Warby Parker started online, brick-and-mortar locations now drive the bulk of revenue. The company operates 269 stores and last year retail accounted for more than two-thirds of sales—over $440 million—helped by in-store eye exams that raised average revenue per customer by more than 9%. The firm posted nearly $670 million in revenue last year and counts some 2.3 million active customers as of 2023.

Financial position and path to profitability: Despite its growth, Warby Parker remained unprofitable historically, but executives point to an adjusted EBITDA of about $52.4 million in the past year and no corporate debt. Analysts see a clear route to net profitability as retail and vision-care services scale, with the company planning continued store expansion—approximately 40 openings in the current year—and ambitions to reach several hundred more locations.

Outlook: Warby Parker aims to evolve into a holistic vision-care company, balancing physical retail expansion with a growing service offering to lift margins and customer lifetime value. In a fragmented $150bn-plus global eyewear market, the brand’s mix of design, accessibility and retail-driven services positions it to pursue further scale, though it will still face competition from industry giants and the challenge of sustaining profitable growth as it expands.

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Introduction: Global Medical Virtual Assistants (GMVA), founded by Beth Lachance in 2019 and headquartered in West Hartford, has emerged as Connecticut’s fastest-growing private company, ranking No. 368 on the 2025 Inc. 5000 list. The firm supplies remote administrative staffing exclusively from the Philippines to U.S. health care providers, aiming to reduce clinicians’ administrative burden and increase operational efficiency.

Business model and operations: GMVA employs roughly 1,200 medical virtual assistants (MVAs) and about 130 support staff in the Philippines. MVAs—hired as independent contractors—handle new-patient intake, appointment scheduling, insurance verification, billing support and related back-office tasks. Lachance oversees the workforce through regular virtual meetings and periodic visits to the Philippines; the company also hosts an annual gala in Manila to recognise staff.

Compliance and security: As a vendor handling patient information, GMVA emphasises HIPAA compliance and cybersecurity. MVAs undergo annual HIPAA training and use company-managed software that separates work and personal profiles, restricts downloads and prevents screenshots to protect patient data. Industry experts note that compliance and cyber safeguards are essential for offshore medical staffing providers.

Growth and finances: GMVA’s growth accelerated during the COVID-19 pandemic as providers embraced remote work. The company served more than 400 medical facilities, generated about $16 million in revenue in 2024 and projects roughly $30 million in 2025. Inc. data show GMVA’s revenues rose 1,086% between 2021 and 2024.

Market context and client impact: Clients such as the Center for Advanced Reproductive Services and White Plains Hospital say GMVA’s MVAs increase front-office efficiency without prompting local job cuts; practices report improved workflow and the ability for onsite staff to focus on patient care. Lachance says GMVA does not plan to hire MVAs in the U.S., citing cost differences—Connecticut’s average medical administrative wage runs higher than outsourcing alternatives.

Conclusion: Positioned amid workforce shortages and rising administrative costs, GMVA combines an offshore talent pool, robust compliance practices and rapid client adoption to sustain expansion while keeping its headquarters and growing corporate functions in West Hartford.

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Introduction: Hair Syrup, founded by Lucie Macleod while at university, transformed a small Etsy startup into one of TikTok’s most talked-about haircare brands. Rejected on Dragons’ Den, the company instead rode social media virality to rapid commercial growth and is positioning itself for international expansion.

Founding and growth: Macleod developed pre-wash oils to treat heat- and bleach-damaged hair and initially sold products via Etsy. TikTok exposure fuelled a surge in demand: the brand reports over 325,000 products sold on the platform and follower growth from roughly 300,000 to over 400,000 in six months. Certain items saw as much as 700% sales growth on TikTok Shop, and the company projects a turnover of about £6.5m in 2026, with plans to enter the US and Australian markets.

Products and ingredients: Hair Syrup’s core range comprises pre-wash oils (best-sellers include Rapunzel, Grows‑Mary and Vitamin C Me) formulated from natural oils such as sweet almond, orange and macadamia. Intended as a scalp and strand treatment applied one to four hours before shampooing, the range has expanded into leave-in oils, cream treatments and accessories.

Context and tradition: The brand’s positioning taps into an ancient practice — hair oiling with Ayurvedic roots — reframed for modern audiences. Its success exemplifies how social platforms can amplify niche, heritage-inspired rituals into mainstream trends.

Editorial assessment: A Marie Claire tester noted immediate improvements in shine and softness and praised lingering scents, while cautioning that the Rapunzel formula may slightly affect vibrancy in bleached blonde hair. The reviewer remained sceptical that topical oils accelerate biological hair growth, but acknowledged reduced breakage and improved hair health with sustained use.

Availability and outlook: Hair Syrup sells direct-to-consumer and through retailers such as Boots and Beauty Bay. Backed by strong social proof and rapid online traction, the brand faces the challenge of scaling inventory, maintaining quality and translating viral momentum into lasting international retail success.

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