Five Competing Brands, One Focused Growth System
Year-over-year growth on only 15% more ad spend, from a portfolio cut from five brands to three.
Case study
Board funding secured, a five-year plan approved, and the brand in market in 90 days.
Build and launch a brand from scratch in the CBD market, with board funding, strategy, and compliance all unsolved.
A health and wellness CBD company came to us to introduce an entirely new brand into one of the most competitive and heavily regulated consumer categories there is, building from scratch with nothing in place. Three problems had to be solved at once, and the timeline was 90 days.
We built the board proposal first, because nothing else could start without funding.
The board proposal came first: competitive analysis, pricing structure, and a five-year plan with a vertical integration path through acquisition. With approval in hand we executed the launch itself: a new website, a recruited marketing team, and the integration of an acquisition that fit the brand’s vision.
Alongside the launch we designed a retail strategy and an affiliate marketing program that stayed inside CBD regulations while still reaching and engaging the target audience.
The board approved funding, and the brand launched inside the 90-day window.
The board approved funding on the strength of the business case and the brand’s health and wellness positioning. The brand launched inside the 90-day window, complete with website, team, and the acquisition folded in.
The board approved funding on the strength of the business case and the brand’s health and wellness positioning.
The approved plan runs five years and includes M&A for vertical integration.
A distinct value proposition and strategic pricing produced early sales and brand loyalty from the start.
The compliant retail strategy and affiliate program put the brand in front of the right audience, and it gained traction quickly in the health and wellness CBD market.
Keep reading
Year-over-year growth on only 15% more ad spend, from a portfolio cut from five brands to three.
Online following up 50%, winter sales up 15%, digital now 20% of orders.
CPA down 30% and growth rates up 32%, on a proprietary cross-platform intelligence layer.
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