Transcript
Nick Sharma (0:03)
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John Coyle (1:16)
Okay. So the main thing I get asked from brands right now is like, it's kind of some form of the question, what are they doing? Does that make sense? The brands that we all know, you know, the true classic tees, the hint waters, the jolies, the. Well, a lot of the brands that you have been involved with, like, what are they doing that I'm not doing? Oh, it's overnight a big one that I'm getting asked a lot about right now. And some of these, I know you, Nick, have some insight into, some of us, some of them we have some insight into. But I think that's sort of the, like, theme of this episode is just, what are the big brands really doing that? Like, what's the differentiators that the big brands are really doing that? Like those ones that get to 100 million really fast?
Nick Sharma (1:56)
I mean, I personally think the. Well, there's a couple things, like I've, I've thought a lot about, like, what are these brands doing differently or like what made a brand succeed? A lot of times it's the right time, right place, to be honest. Like, they were just first to market. They were first to canvas the market. And so, you know, I was even thinking, like on my walk here, I was passing a bodega and the bodega had a big window sticker of turkey, cold cuts and at the bottom third has the boar's head logo. Like no one else is getting that real estate again. You know, they were just right, right place, they happen to be there and like that opportunity is no longer available. Some, some of the stuff that some of the brands you named I think do that well. But I think the other thing that they did really well compared to other brands that are still like competing in their category but not able to get past a certain point or kind of falling flat at a certain point is a couple things. One is like they really stood out from not just being like a product business but like a true brand brand, like a really strong brand. It had a visual identity, a tone of voice, a personality, et cetera. Right. And then I think the other thing that they did better than their competitors was a lot of times these fast follow competitors, they skip out on product innovation or product quality and it comes through like I've worked with brands where they get to you know, 20 million online or 40 million online or you know, 60 million like across all channels. They just can't grow because their product is not good enough to let it grow past a certain point. So I mean I think it comes down to like product and also just product innovation and then brand and then you know, underneath that you kind of have everything else. Whether it's like new products being released, whether it's new formats of similar products, whether it's you know, like, you know, I just lost a thought in my head but basically like some level of, oh, some level of innovation but some level of brand maintenance. Right? Like you're not always running 20% off promos every month to juice numbers. You're like really building this brand strategically from the get go. And so like those to me are like kind of the highest of level thoughts into what makes the difference between the brands. But then I think a lot of it like that's the high level thinking. The like in the dirt is just, I just think these brands that you just named are way better at execution than the other brands that you know, hit a certain point. Like their people are way smarter, they're way faster. You know, they're not cutting one ad, they're not like working with an agency to cut four ads a week and then get two variations. They're using AI right now to cut 128 ads a week and figure out which one's going to get to, you know, statistical significance.