How the Top 3 Brands’ Biggest Growth Opportunities Are Driven by Key Consumer Trends

Direct-to-consumer vitamin brand Ritual opened its first store of its own this year, aiming to meet consumers where they are and connect in new ways. — Ritual

How three trending brands are capitalizing on their biggest growth opportunities:

  • DTC vitamin disruptor Ritual seeks to translate the core attributes it is known for online, such as ingredient transparency, into a physical retail experience.
  • To appeal to Millennials and Gen Z parents, premium stroller brand Bugaboo is tapping into demand for practical solutions to everyday challenges and sustainable business practices, such as launching a resale collection.
  • ‘Clean medicine’ start-up Genexa is eyeing opportunities in new over-the-counter drug categories to leverage the patented processes it has developed for alternative painkillers, courting the burgeoning ranks of health-conscious consumers and their well-being.

The leaders of Ritual, Bugaboo and Genexa are all entering new phases of their growth, according to the leaders of these brands interviewed by CO—.

Ritual, a direct-to-consumer brand offering monthly subscriptions for multivitamins, gut health supplements and other products, opened its first outlet in May. The store joins a host of other health-focused brands and restaurants on Abbot Kinney Boulevard in Los Angeles’ Venice Beach neighborhood.

Meanwhile, Bugaboo, known for its high-end strollers, has launched a new marketing campaign, dubbed “With a Bugaboo”, with practical messages aimed at millennials and Gen Z parents. The company has also launched a renewed commitment to sustainability that taps into the resale market.

And Genexa, which bills itself as “the premier clean medicine company” and is backed by celebrity investors such as Donald Glover, Chris Pratt and Gwyneth Paltrow, is expanding into new over-the-counter products. [OTC] product categories and roll-out to more outlets.

Ritual: extend its DTC brand equity to stores that show “the science behind the products” to attract new customers

Jenn Cornelius, Director of Human Resources

[The DTC vitamin brand’s] The goal is to continue to deepen our relationship with our existing customers through an in-person experience and to attract and retain new customers to the brand. This year we opened our first owned outlet, launched on Amazon, and are moving into other wholesale channels later this year.

Being direct-to-consumer gives us a wonderful opportunity to learn a lot about what our customers want from us, whether it’s the products they like, the products they want to see more of or develop in the future, and where they want to shop and find us in their daily lives. Our omnichannel strategy will allow us to meet our customers where they are and grow the brand, driving us towards our mission to become the world’s most trusted destination for everyday health.

“We already have an incredible relationship with our customers online – they share some of their most vulnerable and formative experiences with us – and bringing that relationship into a physical space creates a new way to connect.”

– Jenn Cornelius, Director of Human Resources, Ritual

We tested a brick-and-mortar experience a few years ago through a pop-up on Melrose in Los Angeles, and the response was overwhelmingly positive. We already have an incredible relationship with our customers online – they share some of their most vulnerable and formative experiences with us – and bringing that relationship into a physical space creates a new way to connect.

Our retail store not only sells our products, but we have also carefully integrated and designed an experience as you move through the space. For example, we built a traceability map wall at the back of our store. It highlights key ingredients in our product portfolio and allows us to educate our customers about our traceable supply chain, the first of its kind. This visual allows us to share the science behind our products – we can talk about our peer-reviewed clinical study and USP verification, which is a leading third-party verification for product transparency that is owned by less than 1% companies.

From how we marketed by life stage, to our product technology wall and beyond, the whole experience allows customers to dive even deeper into our brand with us.

In our first location on Abbot Kinney [Boulevard], we are already getting great feedback from our customers. He sees a diverse customer base and our customers buy products for their whole family. The Venice Beach neighborhood attracts audiences from around the world and people of all generations, and we build new relationships every day. We will continue to learn from this in-store experience and refine our approach for future locations.

    Two parents loading the trunk of their car while their child is seated in a Bugaboo stroller.
After surveying hundreds of American parents, stroller brand Bugaboo has launched a new marketing campaign aimed at appealing to millennial and Gen Z consumers. — Bugaboo

Bugaboo: Appealing to Millennials and Gen Z parents with new messaging and resale collection

Jeanelle Teves, Managing Director, North America

We are on an exciting growth journey for [stroller brand] Bugaboo in North America. Our [new marketing] was truly inspired by our research which showed that 95% of parents were looking for brands that made their life easier, and 93% of parents were looking for brands that related to them and their family.

We surveyed hundreds of American parents, then partnered with a female-led digital agency called FADE Creative, which specializes in outreach and outreach to new millennial and Gen Z parents.

Countryside [features] three unique sets of modern parents, all on their own daily adventures, but the common thread is that they all use Bugaboo in their daily lives. One of the big opportunities we see is to increase brand awareness and reach the modern parent. It varies over time – what appeals to older families is different from what appeals to the Gen Z generation who are starting to have families of their own.

With what parents are going through with home learning and Zoom classrooms and everything, there’s no set standard for what parenthood looks like.

We enable this [campaign] across the entire ecosystem, from digital to in-store, where we work in partnership with our key retailers. In digital, that includes influencer marketing, which is a very big part of our focus.

What I’m most excited about is that this campaign comes on the heels of Bugaboo’s new sustainability commitment, called Push to Zero, which is our new commitment to net zero CO2 emissions by 2035. .

With this commitment, there are three key pillars: The first is the reduction of CO2 emissions in all of our activities and products.

The second is reusability; we just launched our new program called Pretty Perfect, where we resell any product that wouldn’t typically reach the floor, but through refurbishment partners or our own quality checks, we are able to sell at a discount.

The third is under “rebalancing,” which takes action with like-minded organizations, such as the recently announced partnership with Baby2Baby, a nonprofit committed to providing products to families experiencing poverty. We have started a stroller donation program with them where we are able to give back to parents who would usually not be able to have a high quality stroller like a Bugaboo.

    Person pouring medicine from a bottle of Genexa with their medicine cabinet in the background.
In response to consumers paying more attention to ingredients on product labels, Genexa aims to disrupt the over-the-counter drug industry by offering “cleaner” drugs. —Genexa

Genexa: Bringing “clean” over-the-counter drugs to Walmart shelves

David Johnson, Co-Founder and CEO

The engine of our growth is the simple fact that Genexa is doing something no one has ever done before. We’re disrupting a very, very large category – we’re bringing a clean version of [OTC drug] products to the consumer. [Genexa says its medicine contains some of the same active ingredients as national OTC drug brands, but without added artificial inactive ingredients, such as preservatives and fillers.]

Consumers read labels and are much more interested than ever in what they put in their bodies.

I think that market was untapped because there were four or five Goliaths, and it took a David to take on the Goliaths.

[We are] consumer-centric. Simple things like the fact that we have a phone number on every package and you can call and reach Max [Spielberg, co-founder] or myself, and the fact that we pick up the phone and call 10 customers [at random] every Friday [is a differentiator.]

We just launched nationally with Walmart; they partner with us to bring “clean” to the market.

I think the [growth] the opportunity is kind of endless. Right now we’re focusing on pain and allergies, but we can really expand into the whole space – it’s a $100 billion space for over-the-counter drugs. The reason we got into painkillers was that they really cut through all the verticals of human life.

We go through a wide variety of [OTC drug products]– everything from tablets to liquids. We have an IP [intellectual property] around the conservative system [without synthetics]. This intellectual property has allowed us to go into all these different [product categories.]

We are very focused on [national brick-and-mortar drug retailers] at present. The challenge of selling online is that if you have a headache or a fever, you need the medicine now. It’s different from supplements. You cannot wait 48 hours for your medication to arrive.

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Story by Mark Hamstra, CO, United States Chamber of Commerce

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