Dawn Blackstone

Trigger alert: big brands aren’t the only brands that deserve consumer trust. I built Balterra Wellness because I’ve seen what happens when “well-known” gets mistaken for “well-formulated.” Big brands can make great products. They can also miss the mark. Small brands can be risky. They can also be exactly where the category gets better. Think about restaurants: chains may be familiar, but sometimes the best experience comes from the small chef-run place where the person behind the food is obsessed with every detail. That’s how I think about supplements. The right question isn’t, “Is this brand big?” The right question is, “Does this brand show its work?” Clear formulas. Meaningful doses. Transparency. Testing. Accountability. Size is not the standard. Standards are the standard. Disagree? Comment below. I’d love to hear your perspective.

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Interesting data. It’s clear that convenience stores are doing most of the heavy lifting when it comes to big-puff vape sales in the UK. That says a lot about how mainstream these products have become and why enforcement and compliance really need to focus at the point of sale, not just on headline policy changes. #RetailTrends #VapingMarket #ConvenienceStores #Compliance #VapingPolicy #ConsumerBehaviour https://lnkd.in/eR7Cdeqz

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Is your retail pitch deck doing the heavy lifting—or holding you back? A strong brand deck isn't a presentation—it's a sales tool. Pitch with clarity, not clutter. Learn how to: • Tell your brand’s "why" in the first 30 seconds • Show value, not just features • Avoid info overload Read more → https://lnkd.in/ebqBMYAh #CPGBrands #RetailPitch #BrandDeck #Storytelling #SalesEnablement

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The role of marketing leadership has changed and the expectations should too. Today’s CMOs and VPs aren’t just brand stewards. We're growth leaders, accountable for pipeline, revenue, and customer experience. This McKinsey podcast captures that shift well, especially the idea that brand and demand aren’t opposing forces but multipliers when aligned. The teams that win are the ones built around clarity, accountability, and tight cross-functional partnership. Check it out: https://lnkd.in/eqBzQChT

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Hasbro shared something in its latest earnings that caught my attention. It was not revenue. It was not margin. It was reach. Chris reported that Hasbro’s brands reached more than 1 billion people worldwide. Transformers, Peppa Pig and Monopoly were the three most engaged brands. And what stood out even more was that Jenga and Yahtzee drove incremental reach across audiences. That stat says more about the modern entertainment economy than most P&L slides ever could. This is what transmedia looks like when it works. Not transmedia as a buzzword. Not content extensions for the sake of it. But brands that exist across film, series, short form video, digital platforms, retail shelves, living rooms and classrooms. Brands that move seamlessly between streaming and toy aisles. Between TikTok and family game night. ⌙ Transformers scales through theatrical spectacle and character mythology. ⌙ Peppa Pig connects through preschool content and global licensing. ⌙ Monopoly travels through culture as a social ritual that reinvents itself through editions, collaborations, and into the digital era. Then you have Jenga and Yahtzee. Not the loudest brands. Not theatrical tentpoles. Yet they expand total ecosystem reach. They show how a balanced portfolio compounds impact. One brand drives cultural heat. Another drives habitual play. Together they create daily relevance. This is portfolio strategy applied to entertainment. In today’s licensing and media landscape, resilience does not come from a single blockbuster moment. It comes from a network of touchpoints. ⌙ Physical products ⌙ Digital engagement ⌙ Social rituals ⌙ Retail presence ⌙ Cross generational play. Hasbro’s billion-person reach demonstrates that scale is no longer measured only by sales, box office or streaming hours. It is measured by how often a brand shows up in people’s hands, homes and feeds. That is the power of a thoughtfully built portfolio. Not one franchise. An ecosystem. Well done Gina, Jason, John, Tim, Roberta and team. #Media #Licensing

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It’s always good to see real world data. This one shows the impact of brand campaigning on the search patterns of two competing education organisations.

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Cracker Barrel tried to rebrand and they ended up reversing course. What happened? Gold is hitting all-time highs. Why is that happening? Meet Brian Byrne, CEO of the AVIADOR GROUP INC. He's a former marketing executive at Kraft Foods and Citi, and he served as a VP at MetLife during its IPO. At Aviador, Brian has led business wargaming for over 150 Fortune 500 companies. With this Wall Street and macroeconomic exchange, he brings a strategic and practical perspective. So about that Cracker Barrel lesson? It's a prime example of what Brian calls "Heritage Heresy". By removing the elements their loyal customers love, Cracker Barrel found out the hard way that you can't just abandon your brand's core identity without consequences. For the Gold Insights, you'll have to listen to the episode. We also cover: 1. How business wargaming helps anticipate competitive shifts 2. Integrating macro signals into strategic planning 3. Why 3-year planning often beats 5-year forecasts today 4. How human-AI collaboration can refine leadership decisions 5. Real-world lessons in the strategic resilience from Brian's extensive experience And much more. If you want a multi-faceted, insightful perspective on navigating brand and strategy in today's VUCA world, Brian's insights are invaluable. Click "View my newsletter" at the top of this post 👆 for the links to your favorite way of listening/watching podcasts.

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We’re making big moves in small spaces. Our newest segment, Miniverse Spaces, celebrates the creativity and evolution of the massive mini community. Mini creators can now build customizable, aesthetic worlds where every detail is uniquely theirs. A space to craft and display their not-so-tiny obsessions. This is just the beginning of a bold new chapter for the Miniverse franchise. Isaac Larian Josh Hackbarth Tal Meirovitch Taylor Johnston Clara Kim Monica Beth Salazar Monique Hudack Angel Cardenas Lara Aguirre Medina Ryan MacLean #MiniverseSpaces #Miniverse #Marketing #MiniButMighty

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I’m excited to share that Sky High Marketing is continuing to grow with the acquisition of In the Bag Promotions, a leading branded merchandise agency in Boise, Idaho. This acquisition adds laser engraving and large-format printing to our capabilities, strengthens our West Coast presence, and expands our screen printing and embroidery production capacity. Thank you to our clients for your continued partnership and support. Opportunities like this are possible because of you. Thank you to the Sky High Marketing team for your hard work, passion, and dedication in building a best-in-class branded merchandise agency. Welcome to the family, ITB — we’re excited to see all you will contribute as we continue to grow together. In the Bag Promotions, Inc. Sky High Marketing

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We’re currently assembling a Las Vegas-based representative house and fulfillment operation focused on the counterculture industry and emerging alternative wellness markets. The goal is to create a centralized hub connecting manufacturers, brands, retailers, influencers, affiliates, and distribution partners under one scalable ecosystem. We are looking to work with established, professional companies in sectors such as: • Gummies • Functional beverages • Topicals & creams • Tinctures • Pressed tablets & capsules • Kratom & MIT/7OH products • Mycology & functional mushroom products • Smoke shop & counterculture accessories • Specialty wellness and alternative consumer goods The vision includes: • A Las Vegas fulfillment center for pack/label/ship operations • Returns processing and reputation management services • B2B digital trade show infrastructure • Sales representation and merchant networking • Product launch campaigns and affiliate marketing • Retail onboarding and wholesale expansion • Consignment and showroom opportunities We already have interest from multiple sides of the industry and are now looking for strategic investors and operating partners who understand the long-term growth potential of centralized fulfillment, brand representation, and direct industry networking. Las Vegas gives us a major advantage for logistics, conventions, tourism traffic, and nationwide distribution. If this aligns with your company’s direction, I’d love to schedule a call and discuss partnership opportunities, investment structure, and expansion plans.

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I wrote this because I’ve watched many direct selling organizations stall and assume the problem was people, products, or motivation. It almost never is. What slows growth is infrastructure—specifically how systems interact once real scale shows up. Nothing “breaks” all at once. It frays. -Enrollment gets fragile. -Attribution weakens. -Service fixes create downstream issues. -Field confidence quietly erodes. Modernization usually starts with good intent. But layering custom logic onto legacy platforms, pushing ecommerce beyond its role, and stacking apps eventually turns progress into workaround management. As one leader put it, it starts to feel like chipping away at marble—every change exposing dependencies that were never designed to scale. This is why tools alone don’t solve the problem. Architecture does. Shopify is an exceptional foundation—but only when paired with systems that respect clear boundaries and core competencies. No ecommerce app replaces a real commission engine, and pretending otherwise creates long-term risk. If growth feels harder than it should, infrastructure is usually a key reason. I unpack this more deeply here 👇 Infrastructure Is Why Direct Selling Stalls. Not Products or People. #DirectSelling #CommerceArchitecture #ShopifyForDirectSelling #ScaleWithoutDrag #FieldExperience

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PREMIUM HAIRCARE BRAND OUAI APPOINTS NEW CEO OUAI, the hair care brand from celebrity hairstylist Jen Atkins has appointed Susan J. Kim as CEO. Kim comes from sun, skin, and body care brand Kopari Beauty where she served as CEO. Michelle’s mandate is to expand the company’s business internationally. Ouai’s previous CEO, Colin Walsh, left the company last September to lead Glossier, Inc. Ouai was founded in 2016 and acquired by Procter & Gamble in 2021 for an undisclosed sum. The company booked $50M in 2021 sales and grew to $80M in 2022. Amazon sales reported to have grown 50% in 2025.

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When brands sign on with popular creators, there are risks that they may do something that doesn't align with the brand, so they rely on a morality clause - t.ly/NOwVa

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Ulta just got hit with a reality check. 🚨 A new downgrade says the beauty giant’s DTC growth is stalling right as Sephora just pulled off a power move: teaming up with Uber Eats. Think about it: • Sephora products at your door in 25 minutes ⏱️ • Points still added to your Beauty Insider account 💎 • Ads running across Uber’s 170M+ monthly users 📲 That’s not just delivery, that’s a new standard of convenience and loyalty. And Ulta? Still relying on 2-hour delivery pilots and an upcoming marketplace launch that isn’t here yet. The analyst behind the downgrade cut Ulta to Sell, warning: 🍂 Same-store sales could slip by 1–2% next year 📉 EBIT margins might compress 120 bps 🎯 Fair value at $430, down from today’s $515+ What it means: 🚗 Speed is the new loyalty. If shoppers can get eyeliner in the time it takes to make a coffee, that becomes habit. 📊 Retail media is the hidden battleground. Sephora now has Uber’s ad network in its corner. Ulta needs its own media play. 🪞 Experience still matters. Salons, in-store services, and events are where Ulta can punch back. The takeaway? The Uber × Sephora alliance isn’t just about beauty products, it’s about who controls the customer’s attention span. If Ulta can’t match that speed, its DTC moat could look a lot shallower than Wall Street once thought. Do you think Ulta can catch up, or is this Sephora’s game to lose? #Marketplaces #Ecommerce #BeautyTech #RetailMedia #DTC

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🚫 Beauty loyalty programs are no longer just about 𝗽𝗼𝗶𝗻𝘁𝘀 𝗮𝗻𝗱 𝗱𝗶𝘀𝗰𝗼𝘂𝗻𝘁𝘀— they’re becoming one of the most powerful strategic tools retailers have. Retailers are now using loyalty to drive 𝗱𝗮𝘁𝗮, 𝗽𝗲𝗿𝘀𝗼𝗻𝗮𝗹𝗶𝘇𝗮𝘁𝗶𝗼𝗻, 𝗱𝗶𝘀𝗰𝗼𝘃𝗲𝗿𝘆 𝗮𝗻𝗱 𝗿𝗲𝘁𝗲𝗻𝘁𝗶𝗼𝗻 ways we didn’t see even a few years ago. Programs like SEPHORA’s Beauty Insider and Ulta Beauty’s Ultamate Rewards have proven that when done right, loyalty members 𝘀𝗵𝗼𝗽 𝗺𝗼𝗿𝗲 𝗼𝗳𝘁𝗲𝗻 𝗮𝗻𝗱 𝘀𝗽𝗲𝗻𝗱 𝘀𝗶𝗴𝗻𝗶𝗳𝗶𝗰𝗮𝗻𝘁𝗹𝘆 𝗺𝗼𝗿𝗲 𝗼𝘃𝗲𝗿 𝘁𝗶𝗺𝗲. But what’s changing now is the shift toward 𝐞𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞𝐬, 𝐞𝐱𝐜𝐥𝐮𝐬𝐢𝐯𝐢𝐭𝐲 𝐚𝐧𝐝 𝐝𝐞𝐞𝐩𝐞𝐫 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭. Retailers are building ecosystems that reward customers not just for purchases, but for interaction, community and brand exploration. f̲o̲r̲ b̲r̲a̲n̲d̲s̲ — especially emerging ones — this matters. Loyalty programs are increasingly becoming one of the key engines for product discovery inside retail. The big question going forward: How much influence will retailers’ loyalty ecosystems have over which brands actually win at shelf? Because in today’s beauty landscape, 𝐥𝐨𝐲𝐚𝐥𝐭𝐲 𝐦𝐚𝐲 𝐛𝐞 𝐭𝐡𝐞 𝐧𝐞𝐰 𝐬𝐡𝐞𝐥𝐟 𝐬𝐩𝐚𝐜𝐞. Great piece from Glossy: https://lnkd.in/gwx2pdU6 #BeautyIndustry #BeautyRetail #RetailStrategy #LoyaltyPrograms #ConsumerBehavior #RetailTrends #BrandStrategy

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Are you ready to launch a supplement or skincare brand? While the process isn’t complicated, it can be unforgiving if you overlook the fundamentals. At Eagle Labs, Inc., we manufacture for founders eager to move quickly and build scalable brands. Before you launch, consider this non-negotiable founder checklist: 1. Product & Formulation - Clear problem + differentiated positioning - Custom vs. stock formula decision - Ingredient sourcing, COAs, and stability considerations - Dosage, efficacy, and claims alignment 2. Regulatory & Compliance - cGMP-compliant manufacturing partner. NSF Certified - FDA/FTC-compliant labeling and claims and co-man team that can help - Supplement Facts / Ingredient statements done correctly - Skincare INCI lists and required disclosures 3. Manufacturing Readiness - Realistic MOQs and lead times - Batch testing and quality control processes - Scalability beyond the first production run 4. Branding & Packaging - Packaging compatible with the formula - Label sizing, materials, and regulatory spacing - Shelf life and storage requirements - Unit economics tied to packaging choices 5. Cost Structure & Margins - True cost per unit - Freight, duties, warehousing, and fulfillment costs - Target margins that survive paid acquisition - Cash flow planning for reorders 6. Go-to-Market Reality - Channel strategy (DTC, Amazon,TikTok Shop, retail, wholesale) - Affiliate strategy if appropriate - Launch volume aligned with demand - Reorder cadence and inventory risk planning At Eagle Labs, Inc., we assist founders in pressure-testing this checklist before committing to inventory, packaging, or formulas that may not scale. If you’re considering launching or fixing a launch, remember that the real risk isn’t competition—it’s skipping essential steps that you may not realize are crucial. By doing your homework, you will be better prepared to find a manufacturing and fulfillment partner that can help you scale. www.eaglelabsinc.com

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The Next CPG CMOs will Come from Social & Community The Chief Marketing Officer role was only created in the 1990s, elevating a role across CPG brands to the executive team, most with brand management backgrounds. Today, with the advent of growth and social media marketing, more often than not these roles are tacked on as incremental roles under the CMO. With the growth of social & community marketing, one of the biggest challenges for CMOs has been connecting upper-funnel brand directly to lower-funnel conversion; you don’t know how many of your social followers are actual customers, or if the brand spend on the NYC pop-up drove conversion. One of my favorite customer moments over the last three years building Try Your Best (TYB) is when  a social media manager was able to prove that their community campaigns delivered an incremental half-point of frequency for sales. For the first time, they could connect the dots! Its become clear to me that the future CMOs will be similar to this woman: earned their stripes in social and community, while learning how to measure growth with the next gen tools. In this clip in an interview with Dieux founder Charlotte Palermino, I dive into this story and the evolving nature of the CMO role. And more specifically, how you'll be able to measure the impact of brand marketing on the bottom line. I get into the components of TYB's brand admin tool enabling measurement of: ✅ Brand Engagement Metrics (what challenges are working, how the community is responding) ✅ Social Sharing (how they are showing up on social) ✅ Direct Sales Impact (LTV, AOV, and sales from your community members vs. non-members) I'm curious how CMOs are rethinking their organizations given the growing importance of social & community marketing...

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