During this phase of the pandemic, strong brands reassess their sales history and product recommendations to ensure that conversational issues are applicable; it is imperative that stores focus on the transparency of food protection and the supply of products. Brands that have won in those unprecedented times will have to protect their garage area as consumers return to more general shopping habits. These brands should remain at the forefront with communications and further promotion.
With 94% of Americans eating snacks every day, it’s no wonder eating snacks is a new eater. According to Brad Hanna, Barkley’s senior vice president of expansion strategy,
“It’s vital for snacks throughout the state of need, such as snacks, meal replacements, longing satisfaction, energy, boredom, healthy meals and stress relief,” he says. “Generation Z considers snacks an opportunity to ‘dine at the restaurant’ and is looking for brands with a more powerful commitment to sustainable development.” I spoke to Chomps CEO and co-founder Pete Maldonado to be more informed about how they have evolved in these difficult times.
Jeff Fromm: How did you replace sales and marketing due to the covid-19 conversion landscape?
Pete Maldonado: When COVID arrived, we sought to make sure we meet consumers where they were most productive and as temporarily as possible. Our project is and has been to provide a healthy and first quality snack that feeds you, so we seek to remind others to continue to take care of themselves from a nutritional attitude among everything that happens. We also knew that other people were looking for other tactics to use their pantry staples, probably pieces they were getting. So we created a series of “Cooking with Chomps” content to inspire other opportunities. We identify that this is not the time to sell a lot, but to create available and fun content.
Fromm: How has sustainable progression in the company continued to play a role, even in recent months, when it is a precedent for consumers?
Maldonado: From a sustainability perspective, we have goals that we have set out to achieve in the coming years. While this has not been the main external focus in recent months, our behind-the-scenes paintings do not stop. Today, our largest initiative is having a net positive effect on the environment, soils and grasslands, which we are implementing by obtaining proteins from farmers who adhere to herbal regenerative farming strategies, such as rotary pastures.
Fromm: How did you deal with new or other consumer disorders?
Maldonado: We have focused on paying attention to other consumer behaviors similar to their physical fitness disorders since the inception of COVID. What we’ve noticed is a change to home cooking, more grocery shopping online and more grocery delivery. We’ve made efforts to expand our existing e-commerce platforms and identify connections to get distribution across new platforms to make sure we’re where our consumers are.
Fromm: What do you think of innovation in this period?
Maldonado: One thing to keep in mind is the rationalization of SKUs in the context of retail due to COVID. Retailers are focusing on supplying fewer parts and faster to make stock and replenishment a little less difficult to manage, especially at the time of weekly demand for volatility. Brands want to be aware of it and focus primarily on their main references. As for Chomps, we focus on expanding the distribution of our existing products before innovating or expanding our product lines. We have many retail releases over the next 4 months, which we are pleased with.
Fromm: What recommendation would you give to the CEO looking to navigate the unpredictability of that era?
Maldonado: Focus on creating your e-commerce and customer-direct channels. Chomps was originally advertised as a customer-oriented logo, and this has been our bread and butter. When online shopping increased, we were able to accept and execute orders, which gave us a huge advantage. It is even more essential to use e-commerce and social media to expand your logo and generate visitor loyalty, and I believe that logos responding to the new wave of online shoppers will win for the foreseeable future. As a general rule, I propose that an established customer logo generates at least 30% of its total profit through e-commerce.
For questions or about this interview between Mr. Fromm and Mr. Maldonado, contact Jeff at [email protected]
As a millennial market manager and Generation Z, Jeff Fromm has traveled the world with percentage data on the effect of youth culture on the market as well as on the consumer.
As a millennial marketing manager and Generation Z, Jeff Fromm has traveled through global and percentage data on the effect on youth culture on the market, as well as customer behavior in each generation. He led the first public study on Generation Y in 2010 through a marriage relationship with boston Consulting Group. These paintings animated his first ebook “Marketing to Millennials”. Since then, he has co-written 3 others: “Millennials with Kids”, “Marketing to Gen Z” and “The Purpose Advantage”. He is also a regular for Forbes contributor. Jeff earned a bachelor’s degree in economics with a major in marketing from the Wharton School of the University of Pennsylvania and attended the London School of Economics. He is president of Futurecast, a leading trend consulting firm, and a spouse at Barkley, an art concept company. While others can communicate about trends, Jeff and his spouses are merging this data to create the most productive practices in marketing and innovation. These programs are the basis of Jeff’s presentations. With years of experience in logo marketing consulting, its fun stories and challenging new strategic paradigms are backed by in-depth studies and a genuine expansion in visitor profits. Consider adding: Jeff can be contacted at [email protected] to discuss or consult requests.