Peter Weider

How do you prepare for a retailer range review or first presentation I'm often asked this question. Everyone can prepare a presentation right? The key is to make sure you understand the category and the role your product does or would play. 1. Visit some stores and take photos of the category. 2. Understand category dynamics - what motivates shoppers. 3. How is the category structured, for example good, better, best. 4. Who are your key competitors, which ones should your brand replace? 5. How will your brand add value? What unmet consumer need does it fulfill? 6. If it’s a food or drink product, how does it compare in taste tests to the leading brand or target competitor? 7. If it’s a problem / solution product, how does it perform vs the leading brand or target competitor? 8. What promotions are there? How frequent and aggressive? 9. Purchase and analyse sales data to support recommendations. 10. Build a financial picture Illustrating the sales and profit your brand could contribute. 11. Your store photo’s will help illustrate your points. Pictures paint a thousand words and are hard to argue with. 12. How will you support the brand? Prepare your marketing plan. Any questions, connect and I'll try to help. #cpg #cpgindustry #foodandbeverage #export #InternationalTrade

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'Better for you' doesn't mean good for you. It means better than what it replaced. And right now, that's one of the most powerful positioning moves in consumer products. The modern consumer wants to feel like they're making a healthier choice. Not a perfect choice. Just a better one. Better than Coke. Better than traditional chips. Better than the old protein bar with 30 unpronounceable ingredients. Look at Poppi. Is it a health supplement? No. But is it better for you than a can of Coke? Yes. And that one gap, lower sugar, apple cider vinegar, cleaner label, became a billion dollar story. The mechanics are simple: Take an existing product people already love. Remove one or two things they feel guilty about. No seed oils. Lower sugar. Fewer additives. Price it slightly higher. Tell the story around what you removed. Market it to someone who wants to do better without giving up the category. This is not a trend. It's a baseline shift in what consumers expect. The frozen food aisle hasn't been disrupted yet. Condiments haven't been disrupted yet. Entire beverage channels haven't been touched. The 'better for you' play still has a lot of room. Are you positioned as the better option, or are you still trying to be everything?

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How Branded FMCG Protects Margin in Volatile Markets? In export, price volatility is the rule — not the exception. Freight, currency, duties… all shift weekly. But branded FMCG offers a built-in shield: Consumer pull: Brands like #Nutella400g, #Monster500ml, #Persil5_5kg have steady demand, so volumes remain stable even when costs fluctuate. Trusted shelf presence: Retailers accept smaller margin cuts on branded goods because they sell faster. Easier financing: Banks & buyers view shipments of global brands as lower risk. 👉 Importers & wholesalers: Which brand gives you the most confidence when markets get unpredictable? #FoodCountry #FMCGExport #Wholesale #GlobalTrade #Nutella400g #Monster500ml #Persil5_5kg

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Creativity in Action: How PepsiCo Showed Up at Cannes Lions 2025 This year at Cannes, PepsiCo showed up with purpose. We arrived with three intentions: to learn, to lead, and to celebrate. We left with even more: a renewed belief that creativity isn’t just a spark—it’s a system. A force multiplier of cultural relevance and growth. Bringing the “Outside In” and the “Future Back”   Across five packed days at the PepsiCo Cabana and Palais, we immersed ourselves in some of the most cutting-edge thinking in marketing today. From masterclasses with CMOs from Diageo, McDonald’s, Mars, and Unilever to powerful sessions with our partners at Omnicom, Publicis, Meta, Google, and TikTok- we explored how creative excellence is evolving in real time. We tapped into insights straight from the jury rooms of categories like Creative Strategy, Social & Creator, and Entertainment for Sport. And we listened deeply to what’s shifting, what’s sticking, and what’s next. A few “ah ha” moments: 1. Creativity wins when it’s human. Amidst the excitement around AI, one thing stood out: it’s not machine vs. maker - it’s both. Technology that builds upon human creativity, not replaces it, will be the real unlock. We must remain human-centric as the future is tech-powered, yes—but still human centric. 2. Strong strategy fuels speed. There was a moment listening to a Creative Strategy jury chair when I thought: this is it. Magic happens when tight strategy meets real-time responsiveness. That’s how you build ideas that move fast—but never feel rushed. 3. Great platforms guide great work. Our most consistent, culturally resonant work ladders back to clear brand platforms. At Cannes, that was a throughline across winners—from film to social to sport. It affirmed that when you know who you are, creative freedom gets even bigger. 4. The creator economy is the new word-of-mouth.Today’s fans, followers, and creators are redefining what our brands mean in real time. We have known that the creator economy isn’t a trend - it’s a new operating system. To thrive in it, we have to move beyond storytelling to our audiences and continue building with them. 5. Simplicity is a strategy. In a world overflowing with content and choice, the brands that stand out are the ones that cut through with clarity. Clarity is kindness - it shows respect for people’s time and intelligence, and it breaks through. It’s not about doing less; it’s about focusing on what matters most, and delivering it with precision, emotion, and impact. We left Cannes not just inspired but energized and mobilized. With this momentum, we’re putting our learnings into action with tangible shifts across how we build brands, brief creatives, and organize for growth. We came to Cannes to learn, to lead, and to celebrate. We left energized, aligned, and ready to build what’s next, together. Jane 

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10 years ago this slide was shared at a European field sales leaders conference in Spain. 10 years later the same slide could virtually be presented with some builds..... ✔️Markets and CPGs across Europe continue to be at different stages of organisational maturity. ✔️Core model approach with local adaptations is still relevant. Ideally 90:10 or default 80:20. ✔️Pressure on SG&A has been consistent across the past 10 years and shows no signs of easing up. ✔️EPOS data has now been complimented with E-com and Q-Com data. ✔️Robust ROI continues to validate impact and benefits. Key messages above underpin the "Framework approach" to a Retail Execution model with repeatable core model the most challenged by the proliferation of new players in different tech verticals in the past 10 years. - Image recognition - 50+ players want to sell to you - Crowd sourcing - Many players want to sell to you. - Sales force automation solutions - 100+ players want to sell to you - POS data - Many players want to sell to you. Key takeaway : Review and significantly reduce the number of tech REX partners across the markets whether in Europe or beyond. #retailexecution #fieldmarketing

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Mistakes brands make when entering the US markets... Expanding to the US can sound like the obvious next step for many brands, it is also where we see many make costly mistakes. - Treating the US like the UK🌍 The US economy us over $1.1 trillion, this makes it one of the largest in the world. As location shifts, so does consumer behaviour, pricing expectations and spending habits. - Underestimating the scale of competition⚖️ As Amazon dominates the US market and accounts for around 37-40% of all ecommerce sales. It can mean: More brands are competing Higher rates of aggressive advertising More pressure on pricing and positioning - Blind launch🧑‍🦯 Launching without a clear strategy can impact the speed of your growth. Many brands rush in expecting results without: Optimised listings Clear pricing Structured advertising Fulfilment planning - Ignoring operational complexity📝 Selling in the US is more than demand, it is about the infrastructure, this is exemplified through: State sales tax Import regulations Currency management Logistics and fulfilment These are often underestimated until they become a barrier to your business growth. While it can be overwhelming for your brand to expand, we're experienced in this. With the US being one of the largest and most powerful ecommerce markets, make your debut the best it can be.

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CPG Q3 Update: Polarization Deepens as Volume Pressure Persists The Q3 2025 earnings are in for the top global CPG companies, and the key takeaway is a widening divide between those securing volume and those still struggling. While overall organic growth remains stable at +2.2% , this masks a serious volume problem. After a small recovery in Q2, average volume growth deteriorated again to -0.7% in Q3. Only four companies—Danone, Unilever, L'Oréal, and Nestlé—managed to deliver positive volume growth in Q3. This group of "Volume Gainers" maintained an impressive average volume growth of +2.1%, while the "Volume Losers" saw their average decline worsen to -1.9%. The message is clear: volume is now a structural issue. The top performers are succeeding by focusing on: - Portfolio refinement and clarifying the brands to support. - Channel strategy, notably leveraging E-Com, which shows growth more than 4x the overall retail growth. - Penetration, which remains the essential driver of long-term value creation. This polarization is reflected in the market: companies growing volume gained +7% in share price, while those losing volume fell by -11% in the first nine months of 2025. Is your CPG strategy built for volume growth and long-term value? Let's discuss the path forward: Comment "STRUCTURAL" to receive the full write-up on the deep-seated volume challenge and the need for structural change. Comment "PENETRATION" if you'd like a private session on how to put Penetration at the center of your growth strategy. Comment "CHANNEL" if you'd like a private session on how to put Channel Strategy at the center of your growth strategy. Comment "PORTFOLIO" if you'd like a private session on how to put Portfolio refinement and optimisation at the center of your growth strategy.

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A Plan is not a Strategy - This is why I like the new Roger Martin definition so much. This article highlights the critical elements of what defines a strategy and the improvement in focusing on the customer action is so important because all organisations have a 'customer' even if they are a 'Not-for-Profit' where financials are imperative but may not be as important as the organisations mission. #strategy #customer

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📢 UK Vape Retailer Totally Wicked Acquired One of the UK’s leading e-cigarette retailers, Totally Wicked, has been acquired by Wittyace UK Holding, which now controls over 75% of the company. This marks a major shift in the UK vape landscape at a critical moment. 🧭 The acquisition comes just ahead of the UK’s upcoming disposable vape ban in 2025, raising questions about strategy, timing, and global market positioning. 🌍 The global e-cigarette competition has entered its final stage—what lies ahead is faster, fiercer, and more decisive than ever. 📎 Read the full story by 2Firsts: https://lnkd.in/gYV3Tq7r #VapeIndustry #TotallyWicked #UKVapeMarket #MergersAndAcquisitions #NGP #E-Cigarettes #RegulatoryChange #RLX

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Most brands say they have strong regional distribution. Very few can see it clearly. On paper, there are distributors across states. Primary billing is happening. Schemes are running. But ask three questions: What is your real secondary movement district by district? Which distributor is growing sustainably — and which is just loading inventory? Where is working capital stuck in the channel? Regional retail in India is not one market. It is 700+ micro-markets. Different demand cycles. Different credit behaviours. Different competitor intensity. Different retailer relationships. And yet, many brands manage it with broad targets and quarterly reviews. That’s where leakage begins. Stock sits in the wrong town. Fast-moving SKUs are under-supplied. Schemes distort margins without driving offtake. Sales teams chase primary numbers. Brands lose secondary visibility. At I Inc, this is where we step in with structure. We work with promoters and sales heads to design: Clear distributor selection criteria. Territory-wise depth planning. Secondary sales tracking discipline. SKU-level movement mapping. Credit and scheme frameworks that protect liquidity. Because regional retail is not about appointing more distributors. It’s about building depth with control. In the last few years, we’ve seen brands unlock disproportionate growth not by expanding footprint blindly — but by strengthening performance within existing territories. India’s growth story is regional. The question is — Are you expanding reach… Or building regional strength? #Sundariyer #iinc #RetailDistribution #RegionalRetail #IndianBrands #BrandGrowth

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Price wisely. Because, in consumer packaged goods, many times, your first margin is your best margin... ...don't think you can come in low and then raise your price - not unless you have a brand with benefits that are highly coveted and difficult for competition to replicate. And many retailers reject price increases - the more leverage they have, the more times they will flat out reject it - and once you have those sales baked into your P&L, it can be pretty hard to do something that could put it at risk. Many times, the only way to margin up, is through cogs reduction, which requires cross functional work across Procurement, Operations, Marketing and Finance. So, having a well thought out and vetted pricing strategy is critical.

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Interesting debate on where No/Low and premium spirits intersect. My take: Johnnie Walker 0.0% doesn't need to compete with Scotch. The real opportunity is in new consumption occasions reaching consumers who wouldn't traditionally reach for whisky at all. That's where the commercial case becomes genuinely interesting.

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Forecast..Adjust..Succeed ..... Initial forecasts from the sales force are often right at the time they are made. They reflect the market reality of that moment. But markets evolve. Trends shift, external factors intervene and actual demand can move in ways no forecast could fully anticipate. These forces are outside our control. What lies within our control is how we respond. Holding on too tightly to initial numbers can limit choices and impact the bottom line. Agility, when applied thoughtfully, allows organizations to adjust product mix, capacity and priorities as demand changes. Agility cannot be infinite. The real challenge is finding the sweet spot where flexibility protects and improves profitability without causing unnecessary disruption. #Manufacturing #Forecasting #Agility #Strategy

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Over the last 14 years, I have had the privilege of leading companies, all of which were challenger brands. Challenger brands are often smaller, lesser-known, yet deeply driven businesses that compete with industry leaders. They usually do not have the luxury of vast budgets or large teams, but they have something far more powerful — the hunger to prove, to build, and to grow faster. Recently, in a conversation with a senior business leader, we spoke about the difference between leading a challenger brand and an established one. He said, “Established brands thrive on structure and scale, while challenger brands thrive on adaptability, speed, and ingenuity.” That thought stayed with me. Looking back, I see how these very qualities have shaped the teams and the culture in every organisation I’ve led. In a challenger brand, you also see people grow differently: 👉 They develop broader skill sets — sales understands marketing, marketing understands supply chain, and so on. 👉 They take ownership, not because they have to, but because they want to. 👉 And their growth isn’t defined by hierarchy, but by the impact they create. When you are part of a challenger brand, don’t focus on the constraints you are working with. Instead, look at the opportunities - to do things differently, to shape outcomes directly, and to grow as a professional and as a person. Because your work here doesn’t just add to the business; it helps shape it. And someday, that might be the story you’ll enjoy telling the most. That’s what often draws me to them, because the thrill of building something from the ground up is an experience few can match. #LeadershipQualities #Leaders #OrganizationalCulture 

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Selling your middle-market consumer business can be a challenging, emotional decision. This concise set of questions can help you assess whether you're ready to go.

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New Rumours About Merger Of Aldi Nord And Aldi Süd There are fresh rumours that the two Aldi entities – Nord and Süd – are discussing a merger, ending a separation that has lasted over 60 years. German business magazine WirtschaftsWoche reported that discussions between the Heister family, which owns Aldi Süd, and two strands of the Albrecht family, which owns Aldi Nord, have been going on for several weeks. Sources said a possible deal scenario included the two companies combining under a joint holding company with shares evenly divided between the families’ trusts. The report noted that while a merger was initially targeted by the end of the year, this is now viewed as unrealistic. WirtschaftsWoche said a first step might be for Aldi Süd and Aldi Nord to combine their IT systems. Aldi split into two distinct groups in 1961 due to an alleged difference in opinion between the founding brothers, Theo and Karl Albrecht, over whether to sell cigarettes. The Aldi group as a whole operates over 12,000 stores worldwide. Aldi Nord is responsible for the stores in Northern Germany, Belgium, France, Luxembourg, the Netherlands, Poland, Portugal, and Spain. Meanwhile, Aldi Süd’s responsibilities cover Southern Germany, Australia, China, Ireland, the UK, the US, and through its Austrian subsidiary, Hofer AG, Austria, Hungary, Italy, Slovenia, and Switzerland. Internal disputes among family heirs had previously obstructed any strategic coordination between the two chains. However, following a series of court cases and a structural overhaul of Aldi Nord’s governance, the families have been pursuing closer alignment. Whilst both use different branding, they follow a similar model and have been harmonising their ranges and product development in recent years. A unified Aldi could pose a serious challenge to global competitors such as Lidl, Walmart, and Carrefour. Combining resources would result in greater purchasing power, streamlined supply chains, and coordinated international expansion. Analysts believe that a merger could also allow Aldi to accelerate investments in digital retail and e-commerce, an area in which it has struggled to make an impact. Whilst the families might ultimately pursue full consolidation, cultural differences between the two companies, legacy systems, and legal complexities are likely to remain significant obstacles. The two companies have not commented on the report. NamNews Implications: * A 50/50 split does not always make for easy decision-making * ...but it is unlikely that an unbalanced split would suit either side * Also the Asda/Walmart IT system-decoupling issues might be kept in mind.. * That said, the resulting scale from a join-up of this size would be of benefit to Aldi on global and local level.. * Watch this space.. #Aldi #AldiSud #AldiNord

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Flavour is quickly becoming one of the biggest differentiators in the pouch category. Consumers are no longer just choosing strength. They are choosing experience. That shift is making flavour development far more important than it used to be. Lotus was created with that thinking in mind. The goal was to capture the richness of caramel while keeping the experience smooth and balanced, without overpowering the pouch itself. The best flavours usually feel simple. In reality, they are the result of a lot of careful formulation work behind the scenes. #Blip #NicotinePouches #FlavorInnovation #ProductDevelopment #BrandBuilding #Entrepreneurs

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