Amanda Burlison

The sticker does not end at checkout. That point is more strategically important than many food and beverage brands account for. In CPG, the core product is often consumed and discarded within hours, sometimes minutes. Its physical lifespan is short, and the consumer memory window is frequently just as short. Brand recall erodes quickly, loyalty is often overstated, and the commercial relationship can end before any durable emotional or behavioral pattern has been established. From a first-principles standpoint, that creates a structural brand problem. How does a company build memory, signal, and repeat consideration when its primary product exits the consumer’s environment almost immediately after purchase? The answer is not only to optimize what is consumed, but to intentionally design an object that survives the act of consumption and continues carrying the brand through everyday life. That is where a sticker, when designed correctly, stops behaving like a trivial add-on and starts behaving like a strategic brand surface. To the laptop. To the mirror. To the journal. To the water bottle. To the phone case. To the notebook. At that point, the equation changes. A small, desirable object can extend the life of the brand well beyond the life of the package. It becomes memory, visibility, and signal simultaneously. What appears minor in unit economics can become meaningful in growth mechanics: placement creates repeated exposure; repeated exposure strengthens familiarity; familiarity improves recall; recall increases the probability of curiosity, conversation, affinity, and repeat purchase. In categories defined by short product lifespan, the brands with the strongest long-term advantage are often not only the ones with a strong product, but the ones that leave something behind that continues to work after the original transaction is over. The larger principle is straightforward. If the product disappears quickly, the brand must design for what remains. That is not a decorative decision. It is a strategic one. The most effective consumer brands do not only engineer consumption; they engineer retention, display, memory, and social trace. Sometimes the highest-leverage object in the system is not the hero SKU itself. Sometimes it is the small-format artifact the customer keeps, places, and sees again tomorrow.

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The Hershey Company is leaning hard into "better‑for‑you" in its Q4 2025 earnings materials. But inside REESE’S, the ingredient architecture is drifting in the opposite direction, quietly becoming "worse‑for‑you." That contradiction deserves daylight. Across both the "Prepared Remarks" and the "Q&A Session," CEO Kirk Tanner and CFO Steve Voskuil, repeatedly emphasized better‑for‑you, wellness‑aligned innovation and portfolio shifts designed to meet evolving consumer expectations. They highlighted BFY as a strategic growth pillar, a long‑term platform and a key response to changing demand patterns. But here’s the contradiction: While The Hershey Company is promoting "better‑for‑you," the REESE’S formula is moving in the opposite direction, quietly becoming "worse‑for‑you." Over the past several years, REESE’S has drifted away from the two ingredients that built its identity for the past 103-years, Peanut Butter and Milk Chocolate: 1. Milk Chocolate to multi‑oil compound systems. 2. Cocoa butter to palm, shea, sunflower, palm kernel and safflower oils. 3. Authentic REESE’S Peanut Butter to peanut‑butter‑style crèmes. 4. Simple two‑ingredient architecture to stabilizers, emulsifiers and modified oils. These aren’t temporary substitutions. They’re structural changes and once they enter the REESE'S supply chain, they rarely unwind. So, while The Hershey Company is telling investors it’s leaning into BFY, its flagship REESE'S brand which sustains, powers and fuels The Hershey Company, is being reformulated into something fundamentally less nutritious, less transparent and less aligned with the BFY narrative. This has become an issue for The Hershey Company Board of Directors. You can’t champion better‑for‑you in Q4 2025 earnings materials while degrading the core ingredients of REESE’S at the same time. Those two paths don’t reconcile. If BFY is truly a strategic priority, then protecting the integrity of REESE’S Milk Chocolate + Peanut Butter, should be non‑negotiable. Because once consumers taste the drift in REESE'S, trust won't come back. I mean, a flagship brand like REESE'S deserves flagship ingredients! What’s your take, do you believe ingredient drift is brand drift? #Reeses #WorseForYou #WFY #HersheyCompany #BetterForYou #BFY #BrandGovernance #IngredientIntegrity #FoodBusiness #CocoaVolatility #TheHersheyCompany #HersheyQ42025

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Food Dive is reporting that major CPG companies are resisting MAHA movements with a new lobbying effort (link below). To be direct, this is dumb. An apolitical take on why: 1. MAHA is broadly popular. Consumers like these ideas by a 4 to 1 ratio. See chart below. MAHA isn't popular just with Republicans or any other political group. This is a change that a strong majority of consumers believe in. 2. Obstructing this sort of change is short term thinking. Annie's exists because Kraft Heinz dragged their feet on change. Chobani exists because Danone and General Mills dragged their feet on change. poppi exists because The Coca-Cola Company and PepsiCo dragged their feet on change. While they may delay things, they won't stop them. These are changes they will end up making anyway, and in the meantime they will damage their reputations and brands. 3. Food and beverage companies resisting this don't have the high ground. They are telling on themselves producing different items for European markets. They are telling on themselves every time they acquire a better for you brand. Nobody believes that these changes are impossible or unprofitable when you're gladly marketing cereal without colors in Germany and paying billions for Siete Foods. That "C" at the start of "CPG" still stands for Consumer. Progressive Whole Foods Consumers and Trad Farm Direct Consumers may not agree on political things, but they sure do agree that we should get unnecessary crap out of their family's food. If you're an investor or a shopper, this effort gives you a list of companies allocating their resources to protecting the status quo rather than building the future. https://lnkd.in/gKQQQ7PA

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A couple of weeks ago I posted about the condiments category and flagged GLP-1 adoption as a variable worth watching. Specifically whether flavor density starts to matter more when people are eating less overall. Lindt's latest data cuts against the simple version of that story. GLP-1 users are buying more dark chocolate, not less. People eating less aren't eating everything less. They're getting more selective about what the moment is worth. Dark chocolate earns its place. A handful of crackers might be harder to defend. When I was at Thrive Market, the condiment category told a similar story. Buffalo sauce moved every week. Not because it was low-calorie. Because it made other food worth eating. Flavor density as a value driver, not just a sensory one. The categories most exposed to GLP-1 headwinds probably aren't the indulgent ones. They're the ones that exist out of habit or convenience without a strong enough reason for the moment. Snacks people eat because they're there. Beverages people drink on autopilot. It's not a calorie problem. It's an intentionality problem.

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Another major leadership transition at Kroger as chief associate experience officer Tim Massa steps down after 16 years with the company. The move comes at a pivotal time as Kroger faces mounting competitive pressure, internal restructuring, and growing scrutiny over whether its employee experience strategy is keeping pace with operational realities. https://lnkd.in/g-iY9fj4

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Sad day in CPG. Del Monte Foods Files for Bankruptcy After more than a century as a household name, Del Monte Foods has filed for Chapter 11 bankruptcy protection. The filing comes amid mounting financial pressure, including rising operational costs, shifting consumer preferences, and an inability to modernize fast enough to compete in today’s dynamic CPG market. So What happened? Del Monte’s core product categories (canned fruits, vegetables, and processed staples) have lost traction in an era where fresh, organic, and ready-to-eat alternatives dominate grocery shelves. Combine that with inflationary pressures on logistics and commodities, and the brand was already on the back foot. What is the real issue? A lack of agility. While newer brands flooded the market with innovation, bold flavor profiles, and direct-to-consumer strategies, it feels Del Monte struggled to evolve. I assume legacy systems, aging brand perception, and slow go-to-market cycles left them unable to capitalize on the shifts that are now defining modern food consumption. Now What’s next? Del Monte will likely seek to restructure debt and sell off non-core assets. But more importantly, this signals yet another major inflection point in the CPG space: modernize or be left behind. Brands that want to survive in today’s food landscape need to embrace innovation at every level. From product development to brand identity to supply chain to customer experience. Nostalgia won't earn loyalty unless you stay relevant. Would love to hear thoughts from others: What does this say about the future of legacy brands? Is reinvention, innovation or pivoting possible for companies with this much historical weight? ⚡

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KRAFT-HEINZ SPLIT? NOT YET. 2026 LOOKS EVEN WORSE AND NEW CEO BETS $600M TO FIX IT New CEO Steve Cahillane's first big call: pause the separation and pour $600m into marketing, sales and R&D instead. The logic? Resources fully focused on the operating plan. The risk? You've just taken away the one structural lever that could have unlocked shareholder value — at least for now. The results don't help the case. Q4 organic sales declined -4.2%, accelerating from -2.6% in Q3. North America posted -5.4% with zero pricing. Full year: -3.4% OSG, adj. operating income: -11.5%, adjusted EPS down -15% The 2026 outlook is arguably worse: organic sales down another -1.5% to -3.5%, adj. operating income falling a further 14-18%, and adj. EPS guided to $1.98-$2.10. That's 3 consecutive years of earnings deterioration. CEO Carlos' exit, $9.3bn in impairment losses in FY25 — on top of $3.7bn in FY24 — tells you everything about the gap between what 3G paid and what these brands are worth today. Cahillane is betting that brand reinvestment can fix what zero-based-budgeting broke. The separation isn't dead — it's on ice while they try to prove the portfolio can grow as one. CEO QUOTE: "Since joining the company, I have seen that the opportunity is larger than expected and that many of our challenges are fixable and within our control. My number one priority is returning the business to profitable growth, which will require ensuring all resources are fully focused on the execution of our operating plan. As a result, we believe it is prudent to pause work related to the separation and we will no longer incur related dis-synergies this year" - Steve Cahillane, CEO Q4 FY 2025 - Net Sales: $6,354m - OSG: -4.2% (Volume/Mix: -4.7%; Price: +0.5%) - Adj. GM: 33.1% (-130 bps vs Q4 FY24) - Adj. Operating Income: 18.3% (-274 bps vs Q4 FY24) - Adj. EPS: $0.67 (-20.2%) - Analyst Consensus: Misses revenue; beats EPS ($0.67 vs $0.61 expected) Q4 FY 2025 by Segment: - North America: $4,700m; OSG: -5.4% (Volume/Mix: -5.4%; Price: flat) - International Developed: $930m; OSG: -2.4% (Volume/Mix: -4.2%; Price: +1.8%) - Emerging Markets: $724m; OSG: +2.2% (Volume/Mix: -0.2%; Price: +2.4%) FY 2025 - Net Sales: $24,942m - OSG: -3.4% (Volume/Mix: -4.1%; Price: +0.7%) - Adj. GM: 33.5% (-120 bps vs FY24) - Adj. Operating Income: $4,745m (-11.5%); 19.0% (-171 bps) - Adj. EPS: $2.60 (-15.0%) - FCF: $3.7bn (+15.9%); Impairments: $9.3bn FY 2025 by Segment: - North America: $18,586m; OSG: -4.7% (Volume/Mix: -5.0%; Price: +0.3%) - International Developed: $3,539m; OSG: -1.9% (Volume/Mix: -2.8%; Price: +0.9%) - Emerging Markets: $2,817m; OSG: +4.6% (Volume/Mix: +0.6%; Price: +4.0%) OUTLOOK FY 2026 - Organic Net Sales: -1.5% to -3.5% (incl. ~100bps SNAP headwind) - CC Adj. OI: -14% to -18% (incl. $600m investment) - Adj. EPS: $1.98 to $2.10 - Separation: paused Exciting and crucial times ahead for Kraft Heinz #FMCG #CPG #KraftHeinz #Food #QuarterlyResults #3G

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Commodity Boards are a totally different ballgame in retail media. Pork, dairy, produce, beef… they all have unique funding structures, more complex stakeholder groups, and they need every dollar to deliver real, measurable impact. And when you take that into the club retail world with Sam’s Club or Costco, things get even more interesting. Sam’s Club MAP is firing on all cylinders right now. It has scale, strong member data, self-serve tools, and measurable results. It is ready for Boards who want speed, reach, and efficiency. Costco is still in the earlier stages of its media journey. It has incredible loyalty data and long-term potential, but the process is slower and more manual, which makes it better for brand equity plays and longer-term strategies. We have helped Boards navigate both. It comes down to matching the right retailer to your goals, timelines, and funding windows. And yes, sometimes that means sticking with the most mature RMNs like Sam’s Club MAP, Walmart Connect, Roundel, or Kroger Precision Marketing to hit the numbers. Other times it means testing an emerging player like Costco for the right strategic opportunity. If you are on a Board team trying to figure out how to make club retail media work, check out my full breakdown here. We cover how the platforms differ, when to invest, and how DIGITS makes it easier to win in these environments. https://lnkd.in/g7gDKRxc

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Chicago-based Kraft Heinz made an excellent choice in appointing one of the most experienced and successful global CPG leaders, Steve Cahillane, as its new CEO. Cahillane previously served as CEO of Chicago-based Kellanova and brings deep industry expertise and proven leadership to the role. In 2026, Kraft Heinz plans to split into two companies, temporarily named "Global Taste Elevation" and "North American Grocery". Global Taste Elevation, led then by Cahillane, will include the faster-growing sauces, spreads, and seasonings portfolio, featuring iconic brands such as Heinz, Philadelphia, and Kraft Mac & Cheese. North American Grocery will house legacy brands including Oscar Mayer, Kraft Singles, and Lunchables. The objective of this strategic separation is to increase speed to market, reduce complexity, and strengthen proximity to customers. Cahillane is a longtime Chicago resident and advocate for the city, having graduated from Northwestern University. In his first remarks following the announcement, he reaffirmed Kraft Heinz’s commitment to Chicago. Congratulations, Steve! Please read here the Chicago Tribune coverage by Robert Channick here: https://lnkd.in/gUvbH7hc

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More movement in Chicago-based brands with Kraft Heinz splitting as other brands are looking to consolidation. The food industry is moving faster than retail now. Growth is fueling all of this and how brands choose to grow.

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Confectionery continues its momentum. NCA’s new report shows $55B in 2025 sales, with the category on track for $62.2B by 2030. Nearly all U.S. households bought treats, driven by seasonal moments, rising non‑chocolate candy demand, and nostalgia. Key trends: seasonal strength, gummy/chewy growth, retro re‑releases, and strong consumer belief that treats bring joy in moderation. #Confectionery #StateOfTreating #CPGInsights #RetailTrends #CandyCategory #ConsumerBehavior

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📰 𝐖𝐡𝐚𝐭 𝐏𝐫𝐢𝐯𝐚𝐭𝐞 𝐁𝐫𝐚𝐧𝐝 𝐋𝐞𝐚𝐝𝐞𝐫𝐬 𝐑𝐞𝐚𝐥𝐥𝐲 𝐍𝐞𝐞𝐝 𝐭𝐨 𝐊𝐧𝐨𝐰 𝐟𝐫𝐨𝐦 𝐓𝐡𝐢𝐬 𝐖𝐞𝐞𝐤 1. 𝐊𝐫𝐨𝐠𝐞𝐫 𝐧𝐚𝐦𝐞𝐬 𝐀𝐧𝐧 𝐑𝐞𝐞𝐝 𝐚𝐬 𝐭𝐡𝐞 𝐧𝐞𝐰 𝐒𝐕𝐏 𝐨𝐟 𝐎𝐮𝐫 𝐁𝐫𝐚𝐧𝐝𝐬 A longtime Kroger leader stepping into designating Our Brands strategy next week—signaling tighter cross-category unity, fresh product storytelling, and renewed private label momentum. (I'll dropped the Kroger leadership article in the first comment) 2. 𝐖𝐚𝐥𝐦𝐚𝐫𝐭 𝐫𝐞𝐟𝐨𝐜𝐮𝐬𝐞𝐬 𝐒𝐩𝐫𝐢𝐧𝐠 𝐕𝐚𝐥𝐥𝐞𝐲 𝐚𝐬 𝐢𝐭𝐬 𝐰𝐞𝐥𝐥𝐧𝐞𝐬𝐬 𝐝𝐞𝐬𝐭𝐢𝐧𝐚𝐭𝐢𝐨𝐧 Spring Valley is now officially the #1 U.S. vitamin brand, supported by streamlined packaging, expanded functional SKUs, and immersive in-store “wellness destination” experiences. 3. 𝐁𝐞𝐥𝐠𝐢𝐚𝐧 𝐠𝐫𝐨𝐜𝐞𝐫𝐬 𝐂𝐨𝐥𝐫𝐮𝐲𝐭 & 𝐃𝐞𝐥𝐡𝐚𝐢𝐳𝐞 𝐬𝐥𝐢𝐦 𝐝𝐨𝐰𝐧 𝐩𝐫𝐢𝐯𝐚𝐭𝐞-𝐥𝐚𝐛𝐞𝐥 𝐩𝐨𝐫𝐭𝐟𝐨𝐥𝐢𝐨𝐬 They’re streamlining budget-brand offerings to sharpen focus and profitability—signaling a broader trend in refining private-label architecture. 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐓𝐚𝐤𝐞𝐚𝐰𝐚𝐲𝐬: 1. 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐦𝐚𝐭𝐭𝐞𝐫𝐬: Kroger’s internal promotion could reorient Our Brands toward fresher, more cohesive innovation, consider your own leadership gaps. 2. 𝐖𝐞𝐥𝐥𝐧𝐞𝐬𝐬 𝐛𝐫𝐚𝐧𝐝𝐬 𝐜𝐚𝐧 𝐥𝐞𝐚𝐝 (not follow): Walmart’s push under Spring Valley shows how trust and clarity in private label can eclipse national brands. 3. 𝐋𝐞𝐬𝐬 𝐜𝐚𝐧 𝐦𝐞𝐚𝐧 𝐦𝐨𝐫𝐞: Colruyt/Delhaize trimming SKU counts hints that strategic focus may drive greater impact than endless assortment. #PrivateLabel #OwnBrands #RetailLeadership #GroceryRetail #CPGStrategy #HealthAndWellness #StoreBrands Kroger Walmart

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Kroger is doubling down on growth with large-format Marketplace stores. After its merger attempt with Albertsons fell through, the nation’s largest conventional supermarket chain is reshaping its future by investing in bigger, bolder stores. 📊 The numbers tell the story: Marketplace stores range from 99,000 to 130,000 sq. ft., nearly 3x the size of the average U.S. grocery store (44,000 sq. ft., FMI). Each new store represents a $40M investment, with Indiana alone seeing $200M in upgrades by 2026. Texas expansion includes $160M in new Marketplace locations across Dallas-Fort Worth. West Virginia will welcome its first Marketplace store in South Charleston this June, at 122,000 sq. ft., Kroger’s largest in the state. Beyond groceries, these stores bring general merchandise, prepared foods, and innovative concepts like the “deli of the future. ” This strategy not only boosts margins but also increases basket sizes—helping Kroger stay competitive in a fast-changing retail landscape. As interim CEO Ron Sargent noted, Kroger is reassessing capital allocation to focus on projects with the highest returns. Marketplace stores are a clear signal that Kroger is playing offense, reinventing itself, and investing in communities. Growth, innovation, and scale—Kroger is showing how legacy grocers can adapt to modern consumer needs. #Retailstrategy #Kroger #MarketplaceStores #GrowthStrategy

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Parmela Creamery's Tim Cox shares some awesome insights on how to plan, execute and follow up from retail buyer meetings in this clip from our interview. They have been landing deals left and right at ECRM Sessions across Food & Beverage and Foodservice for their amazing plant-based cheese (amazing stuff -- I sampled it at the Session), so he's speaking from experience. In the full video, which you can view at the link in the comments, Tim gives an overview of the company, its innovative products, and some insights on the plant-based consumer. Check it out! #plantbased #vegan #cheese #cpg #retail #ecrmrangeme Sarah Davidson Tyler B. Faith W. Ashley Muniak Kurt R. Teresa N.

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Ready to Drink beverages have driven serious growth and transformation in the beverage industry. Read more about this and other trends that will be shaping the beverage industry in 2026.

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Convenience stores are evolving—and fast. From gourmet grab-and-go meals to wellness-focused assortments, today's c-stores are redefining what "convenience" really means. NielsenIQ’s latest article dives into 5 key trends shaping the future of the channel—from foodservice innovation to lifestyle-driven store formats. A must-read for anyone in this space. And let’s not forget: a clean, well-designed restroom experience��is no longer a nice-to-have—it’s a core expectation. It reinforces the overall store perception and keeps customers coming back.

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Kroger Streamlines Portfolio: Shutters 60 Stores Amid Q1 Momentum 𝗞𝗲𝘆 𝗣𝗼𝗶𝗻𝘁𝘀 • Kroger will close approximately 60 underperforming stores over the next 18 months, with a $100 million impairment charge recorded in Q1 2025. • Q1 identical-store sales (excluding fuel) increased by 3.2% excluding adjustment items, contributing to a revised full‑year outlook of 2.25%–3.25% growth. • Operating profit stood at $1,322  million, with adjusted operating profit reaching $1,518 million; adjusted EPS was $1.49. • E-commerce sales surged +15%, while gross margin improved 23.0%, up 100 basis points from last year. • Kroger plans to reinvest savings from closures into elevating the customer experience, and will offer roles at other stores for displaced associates. 𝗪𝗵𝗮𝘁 𝗜𝘁 𝗠𝗲𝗮𝗻𝘀 ✅ Strategic Portfolio Optimization: Closing underperforming locations (≈60) demonstrates focus on operational efficiency and profitability. ✅ Accelerated Momentum: Strong Q1 performance—with +3.2% identical‑store sales and +15% digital growth—supports Kroger’s heightened full‑year guidance. ✅ Leveraging Digital and Private Label Strength: E‑commerce and margin gains suggest success from expanded online offerings and private‑label penetration. ✅ Customer-Centric Reinvestment: Redirecting closure savings into experience enhancements signals commitment to long-term growth and innovation. ✅ Workforce Support: Offering employees roles at other stores maintains morale and minimizes community impact. Progressive Grocer | https://lnkd.in/gZvdJKP3 #retail #supermarkets #Grocery #Ecommerce #PrivateLabel #Stores

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