News

Home services startup Pronto has raised $11 million in funding co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. The company was valued at $45 million following this funding round. The new capital will help onboard and train 10,000 additional professionals, invest in quality-assurance systems, and implement real-time operations technology. Pronto adopts a unique pricing model where customers are charged based on tasks completed rather than time spent. Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for various services such as cleaning, laundry, utensil washing, and basic meal preparation. The company aims to expand into Mumbai, Bengaluru, and other metro areas within the next 12-18 months. Sardana confirmed that the startup reverted to India to avoid capital gains taxes associated with the company’s initial US domicile. Each professional employed by Pronto undergoes training and verification, ensuring reliable service fulfillment. Sardana acknowledged the challenges of rapid expansion, particularly regarding cost management and demand generation, which are crucial for the sustainability of their service model in the highly competitive home services market.

Thailand’s pet economy is booming, and businesses are catching up - Thailand NOW Business & Investment Thailand’s pet economy is booming, and businesses are catching up Economy Living in Thailand Home > Business & Investment > Thailand’s pet economy is booming, and businesses are catching up 24 Jul 2025 4 min read 810 views In 2025, being a pet owner in Thailand feels a lot like being a parent. A very chill, leash-carrying, toy-hoarding, subscription-box-subscribing parent. You can see it everywhere. Rooftop dog parks in condos. Cat cafes that offer oat milk for both you and your feline. Airlines announcing pet-on-board seats like it’s a feature, not a favor. It’s not just a lifestyle anymore. Now, it’s a market. And a big, growing one. Pet ownership in Thailand is rising Thailand’s pet care industry is now worth up to US$1.5 billion, growing at about 8-10% annually. That’s faster than many human categories. Inflation? Not a deal-breaker. Six in 10 urban pet owners say they prioritize their animals’ needs over their own. That’s love combined with real spending power. This shift is emotional. According to TGM Research, 53% of Thai pet owners say that they consider their pets as family members. Another chunk describes them as best friends. A few say “my baby.” And it’s not just happening in Bangkok. Across the country and around the world, the “pet humanization” wave is changing everything from real estate to retail. Both cats and dogs are thriving. Dogs still dominate among single-pet households (52%). But among multi-pet owners, cats are more common: 70% of them have cats, compared to 63% with dogs. It’s a sign of shifting preferences, especially in urban areas where cats’ lower-maintenance appeal fits smaller spaces. This may sound like trivia, but it matters. Smaller spaces, more condo dwellers, a preference for independent animals. The cat boom is a lifestyle shift. And brands are starting to notice. Pet food trends show rising demand for quality and longevity Short answer: better everything. 33% of owners say quality is the top factor in pet food. Not price. Not flavor. Not cute packaging. Longevity, health benefits, and ingredient transparency are increasingly top of mind. Premium brands like Royal Canin are catching up to staples like Pedigree and SmartHeart. Thai-made pet food (led by CP, Betagro, and Thai Union) is also going global. The country now ranks second in global pet food exports. Even treats have leveled up. The rise of “gourmet” dog bakeries, bone broth ice cream, and vegan jerky is no longer niche. Thai businesses are racing to meet demand for pet-friendly services Thailand may not be Tokyo or Toronto in terms of pet-friendliness, but it’s catching up. Developers now add pet washing stations, leash hooks, and play zones to new condo projects. Some hotels offer beds and welcome packs for dogs. Nok Air even launched a pet ticket for small dogs and cats on select routes. Meanwhile, cafes, restaurants, and parks are cautiously experimenting with pet-friendly zones. It’s not yet the norm — you still can’t bring your beagle to every brunch — but the pressure is on. Especially from urban millennials and Gen Z, who increasingly equate “cool place” with “pet-welcoming.” Even the workplace isn’t immune. Co-working spaces with dog days or pet passes? They’re here. What it means to be a pet owner in Thailand today For all the growth, there are limits. Outside Bangkok, finding a truly pet-welcome apartment is still tough. Public transport is largely off-limits. “Pet-friendly” hotels often come with weight limits, extra fees, or unclear rules. Even some condos are careful to label themselves as “pet-allowed” instead of “pet-friendly.” (There’s a difference, usually fewer facilities or spaces to accommodate pets. So tread carefully.) Public dog parks are still rare. And if your animal’s not a cat or dog, options shrink quickly. Birds, bunnies, and fish are present in households, but overlooked in services and stores. So yes, Thailand’s pet boom is real. But compared to many other developed cities where it feels like pets can literally accommodate you anywhere, it’s still behind, still uneven, and mostly urban. Still, being a pet owner in Thailand today means buying premium food, planning holidays around dog policies, and maybe joining a LINE group for your local dog park. It also means participating in a fast-growing cultural shift, one where animals are no longer secondary. They’re fast becoming central, and rightfully so. For businesses, the message is obvious: If your space, product, or service doesn’t consider pets, you’re missing a customer. Probably two.

1800 Lasagne administration: Meeting lifts lid on downfall Meeting lifts lid on cult restaurant 1800 Lasagne’s downfall We’re sorry, this feature is currently unavailable. We’re working to restore it. Please try again later. Dismiss The Age close Search Site Sections Network Advertisement By Cassandra Morgan August 22, 2025 — 7.44pm Save Log in , register or subscribe to save articles for later. Save articles for later Add articles to your saved list and come back to them any time. Got it Normal text size Larger text size Very large text size A tax debt, lack of cash flow and a loan contributed to the downfall of Melbourne restaurant 1800 Lasagne, which – despite its cult status – never turned a profit. Minutes of a creditors’ meeting, published this week, detail the much-loved Thornbury establishment’s shortfall of almost $3 million, while administrators expressed confidence they would find a buyer for the restaurant. 1800 Lasagne founder Joey Kellock. Credit: Ashley Ludkin The shortfall was attributed primarily to “current liabilities which include a large related-party loan and a large debt to the [Australian Taxation Office]“, however the details of the loan weren’t specified. A total of 133 creditors were claiming about $3.3 million from 1800 Lasagne, which began as a home delivery service during the height of the COVID-19 pandemic, before becoming a full-service restaurant and bar. Of that money, $277,700 was owed to employees, almost $186,600 to secured creditors and more than $2.8 million to unsecured creditors, according to the minutes of the August 11 meeting. Loading About $200,000 in superannuation payments was owed to employees. Appointed administrators Todd Gammel and Matthew Levesque-Hocking, of Sydney-based accountancy firm HLB Mann Judd, set a timeline to choose a preferred buyer for the business by Monday this week. Gammel – who acted as chairperson of the creditors’ meeting – told The Age on Friday night that while Monday was the timeline set for the sale, “obviously, we adapt as the process goes along”. Advertisement The creditors’ position would continue to “play out” through the administration process, Gammel said. “Were still hopeful of getting a sale away and parties are working very hard to do that,” he said. “The guys [at 1800 Lasagne] are still continuing to trade because they really believe in the business and want to keep it going.” On Instagram this week, 1800 Lasagne shared that it was hiring chefs. A post urged applicants to “come join us”. “We are looking for chefs that are driven, ambitious, excited and passionate about food and wine,” the post read. “Various roles and rosters available.” Gammel said creditors would receive more details in a report due on Tuesday. He said in the creditors’ meeting that 1800 Lasagne had not “traded profitably since its inception”. The meeting minutes read: “The chairperson advised that 1800 Lasagne Bar has failed for multiple reasons including ongoing cash flow constraints, a failure to meet all their liabilities including significant debt outstanding to related parties and the Australian Taxation Office ... and costs associated with failed expansion plans, including a lease on a premise that ultimately didn’t open, which could not be covered by trading income. “The chairperson further advised that whilst it appears that 1800 Lasagne Bar was profitable at an operational level, the heavy cost structure of the business meant that 1800 Lasagne Bar was unable to pay all liabilities that had been incurred.” 1800 Lasagne founder Joey Kellock opened the restaurant’s first venue in August 2020, on High Street in Thornbury. The restaurant earned a coveted chef’s hat in 2023, with Good Food critic Besha Rodell saying that “there is simply nothing about it not to love”. In the same year, celebrity chef Jamie Oliver dined at the Thornbury venue during his time in Melbourne filming for season 16 of MasterChef. Kellock, speaking to The Age on Friday night, reiterated his business’s position as outlined in an Instagram post on August 5, which announced 1800 Lasagne’s slide into voluntary administration. “Our loyal suppliers and our beloved staff are and will continue to be our highest priority through this process,” the post read. “1800 Lasagne has always been about people, passion and plates of love – and that hasn’t changed. “We’re grateful for the support of our incredible community and encourage everyone to keep showing love and support to local hospitality.” The Morning Edition newsletter is our guide to the day’s most important and interesting stories, analysis and insights. Sign up here . Save Log in , register or subscribe to save articles for later. License this article Food City life Victoria Insolvency Thornbury Italian Cassandra Morgan is a breaking news reporter at The Age. Connect via Twitter or email . Loading

The collapse of ’90s denim staple Jeanswest has been blamed on a “perfect storm” of factors wreaking havoc on the fashion sector. Frank Chung @franks_chung 3 min read March 27, 2025 - 10:11AM The collapse of ’90s denim staple Jeanswest has been blamed on a “perfect storm” of factors that has already led to thousands of job losses across Australia’s fashion sector. On Wednesday, the company behind the iconic fashion brand called in administrators to wind up the company’s 90 bricks-and-mortar stores, with 600 jobs set to go. It comes on the heels of Ally Fashion being ordered into liquidation last month, costing 250 jobs, and follows last year’s collapse of Mosaic brands, which led to more than 3000 job losses across stores including Katies, Millers, Rockmans and Rivers. QUT marketing expert Professor Gary Mortimer said the “nostalgic” factor could not save the brand. “I remember growing up in the ’80s and ’90s and shopping and Jeanswest (when it was called) Eagle Jeans. The issue with nostalgia of course is people who grew up in the ’80s and ’90s are now in their 50s and 60s and aren’t buying that product any longer, and the new generations are shopping elsewhere.” Prof Mortimer said Jeanswest, the latest in a string of high-profile fashion retailers to go under in recent years, had been hit by a “combination of factors” including a crowded market and the cost-of-living crisis. Jeanswest has collapsed into voluntary administration. Picture: Supplied “It’s the perfect storm,” he said. “Older, mid-tier fashion brands don’t really have a point of difference between them. I can buy men’s chinos in about five different retailers including the discount department stores. It’s an increasingly competitive market where you’ve got 10 to 20 of these same types of stores in every shopping centre.” Fast-fashion retailers like Uniqlo and Zara, which entered the market in the early 2000s, had already taken much of the younger demographic, and more recently cheap online retailers like Temu and Shein were “slowly, yet aggressively, capturing market share”. “I think if you asked an 18-year-old or 19-year-old today if Jeanswest is cool they would say no,” Prof Mortimer said. Prof Mortimer said the latest announcement “must be keeping shopping centre management awake at night”, with total vacant tenancies now at around 850. Similarly Myer should be worried, considering its exposure to Just Group brands Dotti, JayJays and Just Jeans. QUT Professor Gary Mortimer. Picture: Supplied He pointed to the closure of Roger David’s 57 stores in 2018. A month later, Ed Harry menswear announced all 87 outlets would close. “The sales Ed Harry expected to come during the busy Christmas trading period didn’t materialise, as shoppers took advantage of Roger David’s ‘slash and burn’ sale,” he noted. Prof Mortimer said the “human element” of nearly 4000 job losses since last year was often overlooked. “They don’t know how they are going to pay the rent, mortgage or bills,” he said. “A senior executive, maybe a buyer may be lucky to get a job with the likes of Wesfarmers or Woolworths Group buying again, but a store manager of a small fashion chain I think they’ll struggle. Where do they go?” Harbour Guidance Pty Ltd, which rescued Jeanswest after it previously entered administration in 2020, made the decision to put the company into voluntary administration on Wednesday, appointing Lindsay Bainbridge, Andrew Yeo and David Vasudevan of Pitcher Partners Melbourne. ‘The new generations are shopping elsewhere.’ Picture: Supplied The company said it was it was calling time on its bricks-and-mortar operations as trading conditions for Australian retailers become increasingly tough amid reduced discretionary spending and increased cost of living. Pitcher Partners said while the physical stores were set to close, the brand and online store may continue and all restructuring options remain open. Mr Bainbridge said the company had fought for five years to revive the 53-year-old brand but had concluded it was time to step back from physical stores to focus on online retail. “The owners have done everything they can to keep Jeanswest going, but market conditions mean sustaining bricks-and-mortar stores is not viable and unlikely to improve,” he said in a statement. “They deeply regret the impact of store closures on their team members and their customers, and we will be working now with teams across the country.” Mr Bainbridge acknowledged the impact of the decision on staff. “This is a hard day for hundreds of Jeanswest team members and we will be working directly with the team members to provide clarity and information about the next steps,” he said. Mr Bainbridge said he expected all store stock to go on immediate sale as the administrators began the process of restructuring the business. “We will be opening the doors of all stores and selling online to clear all stock to secure a return to creditors,” he said. A first meeting of creditors will be held virtually on April 4. frank.chung@news.com.au

Couple’s $50k punt now a $26m business | news.com.au — Australia’s leading news site for latest headlines Deals of the Week In the know quiz Finance Business Retail ‘Frustrating experience’ inspires Aussie mum’s $26 million business An Aussie woman’s “frustrating personal experience” while purchasing a basic item for her home inspired a $26 million big business success story. Charlotte Willis @lottiewillis 4 min read May 25, 2025 - 1:10AM When Alexandra Weller was shopping for a rug for her home, she quickly realised how difficult and uninspiring the process could be. Around the same time, her husband Aaron Weller – who was consulting for an SEO company – discovered there was a huge volume of online searches for rugs. This insight prompted the Aussie couple to dig deeper, asking their friends and family about their own experience trying to purchase a rug for their homes. “Without exception, everyone shared a similar story: the excitement of decorating a space would quickly turn into disappointment,” Alexandra told news.com.au. “Sizing was confusing, colours felt off once in their space, and the whole experience was overwhelming. It became clear that there was a gap in the market – and a real opportunity to re-imagine the way people shop for rugs.” The couple now lives in Hong Kong with their two children. Picture: Supplied Miss Amara co-founder Alexandra Weller. Picture: Supplied A $50,000 gamble So, the husband-and-wife duo from Sydney set out to fill that void in the market, throwing $50,000 of their life savings into a crazy new business idea and launching online rug retailer Miss Amara in 2014. Their main point of difference? The brand provides photos of their extensive range of rugs in-situ, meaning customers can snap a photo of their space and see what the products look like in their home before purchasing. In addition to this, the co-founders also decided to offer a first-of-its-kind return service, with Miss Amara footing the bill for a courier to pick up the rug and offer a full refund if the customer didn’t love their purchase. “In the early days, I would spend hours reaching out to strangers online, asking if they’d be willing to photograph our rugs in their stunning homes – not as a marketing tactic, but because I genuinely wanted to show people what was possible,” the co-founder said. “These days, we call this influencer marketing and UGC (User-Generated Content), but back then, it was just a deep desire to help customers visualise the home of their dreams. “That hope hasn’t changed; whether someone discovers us through an email, a social post, or a visit to our website, my wish is that they walk away feeling inspired to create a home that feels beautiful and uniquely theirs.” The brand also boasts as a popular playmat range. Picture: @missamaraloves As well as a pet-friendly range. Picture: @missamaraloves It all started with one product The item that first emerged as the brand’s hero product was their pet-friendly range, a stain-proof rug that pet owners and parents of young children absolutely loved due to its super easy cleaning process. “From the beginning, we’ve prided ourselves on being a customer-centric brand, and what we kept hearing was that many people, especially pet owners and young families, felt excluded from owning beautiful things,” she said. “They believed style had to be sacrificed for practicality, and that didn’t sit right with us. So, we set out to design rugs that were not only beautiful but could also withstand the realities of everyday life.” The rugs, which are available in a variety of shapes and sizes, range in price from $199 to $4,499, depending on materials – wool varieties being the most expensive rugs on their website. More than a decade later, the rug brand boasts a team of around 80 employees operating across five countries throughout Australia and Asia, including Hong Kong, where the couple are now based with their two young kids. The company turned over $26 million last financial year. Founder Alexandra was inspired by her own experience as a mum of young children. Picture: @missamaraloves The brand’s super soft playmats have emerged as a cult product. Picture: @missamaraloves “Talking about money still feels a little uncomfortable, because success in business can be so unpredictable,” Alexandra admitted. “I’ve watched brands I’ve admired for years close their doors, sometimes seemingly out of nowhere, so I never take where we are today for granted.” The co-founder revealed it took the couple five years before they even paid themselves a salary. “There were so many moments of uncertainty along the way, and honestly, if it weren’t for my husband, I’m not sure I would’ve had the courage to keep going. He’s a true entrepreneur – fearless and incredibly driven. Where I’m naturally risk-averse, he’s what I’d call ‘pro-risk’.” Alexandra recalled that in the their early 30s, Aaron convinced his wife to “go all in”, arguing they had “everything to gain, and nothing we couldn’t rebuild if it didn’t work out”. That leap of faith is what she credits the business’ success with. Miss Amara co-founders Alexandra and Aaron Weller with their two kids. Picture: Supplied A new cult item Speaking of kids, the Miss Amara co-founder says the brand’s new cult item is undeniably their range of rollie pollie playmats, which were “born directly” from her own experience as a mum of little ones. “I was searching for the perfect playmat and quickly realised it didn’t exist. I wanted something that not only felt soft and luxurious for little hands and feet, but also complemented and elevated my home. Something I didn’t feel the need to roll up or hide away when guests came over,” she said. “That personal need sparked the idea, and it’s been incredibly rewarding to create a product that speaks to both form and function for modern families.” While it’s easy to read the phrase “$26 million success story” and believe it was a seamless journey, Alexandra assures us that absolutely was not the case. The couple faced numerous setbacks in the early days, including naysayers weighing in on their business idea. “There were countless moments where people told me the things I was trying to do simply wouldn’t work. In the beginning, no one would take our calls or even consider working with us. And once they did, the objections didn’t stop,” the entrepreneur recalled. “Our courier company warned us that offering a free return and collection service would send us out of business. But I knew that fear and hesitation were the biggest blockers for customers buying rugs online, and I was adamant that removing those barriers was essential.” Alexandra also said they were warned it would be far too expensive to implement a virtual reality tool on their website, but “giving our customers the ability to visualise the rug in their space transformed our conversion rate and far outweighed the cost”. She added: “These are just a few of the objections we’ve had to push through and still face today. Building something from nothing isn’t easy, and there will always be people who doubt you. But if you back yourself, stay true to your vision, and keep listening to the customer, the belief you hold becomes your biggest strength.

“Push through” Moment 30yo made $400,000 in just 24 hours | news.com.au — Australia’s leading news site for latest headlines Deals of the Week In the know quiz Finance Work At Work Exclusive ‘Push through’: Moment 30yo made $400,000 in just 24 hours A young Aussie had just lost her job when took a risk that has paid off in an unthinkable way. Mary Madigan 4 min read January 23, 2025 - 6:43PM An Aussie mum turned her redundancy into an opportunity by building an incredibly successful business after uncovering a glaring gap in the market. Racquel Ferraro, 30, was having a hard time during the pandemic. She was pregnant, had been made redundant, and was living through really uncertain financial times. She had previously worked as a travel consultant but had “zero drive or motivation”. Before that, she had started a law degree but never finished it. Ms Ferraro said that she noticed the gap in the market while navigating the “uncertainties” of losing her job, along with everything that comes along with being a new mum. Racquel Ferraro started her own business after being made redundant. Picture: Supplied She saw a huge gap in the market and jumped on it. Picture: Supplied When she started hunting for baby clothes, she found it challenging to find sustainably made and high-quality items. The idea was pretty simple; she wanted to create a brand that “filled the void”, one where people could buy baby clothes that were timeless and high-quality enough to be passed on through families and friends or kept as keepsakes. Fast-forward to 2024, and her business Cinnamon Baby is thriving. The young mum recently posted a video in which you could see the raw emotion on her face as she watched the stock of her latest collection sell out in record time. “Wow,” she said at one point before explaining that the day’s target was $100,000, which was achieved in the first eight minutes. “One of our recent launches of a collection made $400,000 in 24 hours,” she said. Those moments are powerful because the business wasn’t an instant success. She started the business Cinnamon Baby from her home in Melbourne, and when she launched in 2020, there was “no interest” or traction, and the brand wasn’t going viral. It would have been easy to give up; she was a new mum and she had the very good excuse of focusing on that before returning to the workforce, but Ms Ferraro decided to stick with it. “I sat with myself for a week and I decided I had to push through and give it a shot,” she said. Ms Ferraro said that, while it may sound “stupid” or simplistic, the best advice she can give anyone is “don’t give up”. Perseverance is a huge key to success. When she started the business and it didn’t take off, she doubted herself, found it “not fun”, and thought she wasn’t “good at it”, but she just kept going. She’s learnt that the more you push through, the more you learn, the better you get, and eventually, that will lead to success. That doesn’t mean there won’t be hiccups along the way. She recently went online to share how she “wasted” $10,000 on her business. She paid $10,000 for a website refresh only to discover after she had paid the cash she had, instead, just paid for an audit of her website. The 30-year-old said she learnt a big lesson from this experience about making sure she’s holding people accountable. “Anytime I met someone who specialised or had expertise in an area, I’d always say, ‘I have no idea’ or ‘whatever you think’,” she said. “I would kind of just act dumb or not really listen and just trust their word.” Ms Ferraro said the $10,000 fail made her realise you need to be “really careful” with that mentality because people will take “advantage of you” and use your ignorance against you. “A lot of people don’t know what they’re doing, and you have to be careful trusting people with your money or business,” she said. She’s also made some mistakes along the way. Picture: TikTok/racquelferraro The 30-year-old focused on building a community. Picture: Supplied Ms Ferraro told news.com.au that the biggest lesson she’s learned so far is that she has to leave her ego at the door when it comes to her business. “Learning to overcome my ego and doing what will make my business the most money, even if that looks different to what I wanted to first achieve when I started,” she said. The business owner said she’s been guilty of making decisions because she thought they made the business look better. For instance, in the past, she wanted to have lots of staff or a massive warehouse without accepting that the business might not be ready to take on such fixed costs. The 30-year-old said that comes from “making business decisions based on what I thought business success looked like instead of doing what was actually best for my business”. “I’ve definitely had a lot of stress and anxiety through my business journey. I take everything very personally as if my business is a part of me so whenever something goes wrong I take that heavily,” she said. She built the business up from her house. Picture: Supplied It's become a massive success story. Picture: Supplied However, Ms Ferraro stuck with the business, and it slowly but surely built up. She credits so much to her “community” approach with customers. More Coverage $150k Sydney norm leaving 31yo ‘frustrated’ Mary Madigan Reason 31yo quit $110k job, then sold home Mary Madigan She wants every customer to have a great experience and to feel that they are not just buying from a brand but also part of a larger community. “We try and include our community as much as possible. We try and include our community in photo shoots. We’re going to start doing community events, basically, anything our community needs we are there for,” she said. “We pride ourselves on being customer-focused, always listening and responding to the needs and feedback of our supporters. It’s this connection with our community that has helped us grow and evolve.

Tips for Reaching Underserved Markets | CO- by US Chamber of Commerce Meet The 2025 CO—100: Get to know this year's top small businesses! Skip to main content Skip to footer CO– by US Chamber of Commerce Start Everything that you need to know to start your own business. From business ideas to researching the competition. Start Run Practical and real-world advice on how to run your business — from managing employees to keeping the books Run Grow Our best expert advice on how to grow your business — from attracting new customers to keeping existing customers happy and having the capital to do it. Grow Good Company Entrepreneurs and industry leaders share their best advice on how to take your company to the next level. Good Company Product Guides Let us help your business find the best tools and solutions to thrive and grow. Product Guides Sign In   Sign Up Start Everything that you need to know to start your own business. From business ideas to researching the competition. Business Ideas Strategy Startup Run Practical and real-world advice on how to run your business — from managing employees to keeping the books Finance Human Resources Technology Business Financing Grow Our best expert advice on how to grow your business — from attracting new customers to keeping existing customers happy and having the capital to do it. Customers Marketing Sales Thrive Good Company Entrepreneurs and industry leaders share their best advice on how to take your company to the next level. Growth Studio Ask the Board The Leap Launch Pad Product Guides Let us help your business find the best tools and solutions to thrive and grow. Subscribe to our Newsletter Attend an Event About Us CO— BrandStudio Looking for your local chamber? Chamber Finder Interested in partnering with us? Media Kit Good Company » Growth Studio Mind the Gap: The Founder of Mrs Momma Bear Shares How to Identify and Capitalize on Underserved Market Niches In this edition of “Ask the Board,” we feature Lee Evans Lee, Founder of Mrs Momma Bear, a company that offers comfortable yet stylish clothing for women from all walks of life. Lee shares how to uncover underserved market niches and use them to grow your business. By: Anna Baluch , Contributor Share Unchecked Bookmark Icon Save Lee Evans Lee founded Mrs Momma Bear to fill the underserved niche of women who wanted clothes that were comfortable, functional, and stylish all at once. — Lee Evans Lee If you could create your own fantasy board of directors, who would be on it? CO— connects you with thought leaders from across the business spectrum and asks them to help solve your biggest business challenges. In this edition, we ask the founder of a women’s clothing brand to explain how to identify and capitalize on underserved market niches. In this edition of “Ask the Board,” we feature Lee Evans Lee , Founder of Mrs Momma Bear , a women’s clothing brand that offers a lineup of comfortable yet stylish apparel. Lee is a fifth-generation Texas rancher turned fashion designer who identified a gap in the women’s retail market and built Mrs Momma Bear to address unmet consumer needs and fill a hole in women’s closets. Here are her tips for how you can follow her footsteps and capitalize on underserved market niches. Live the problem before you solve it Before I ever sat down to sketch a design, I lived the wardrobe gap I now design for. I was constantly switching outfits (ranch boots by morning, heels by dinner) and I got tired of choosing between comfort and style. Nothing on the market spoke to a woman like me: someone who wanted to look powerful and polished but still be able to move, sweat, or chase after her kids and pets. That’s when I knew there was a problem worth solving not just for me, but for every woman juggling multiple roles in one day. Listen like it’s your job One of the best business decisions I ever made was going old-school: trunk shows, fittings, in-person feedback. I didn’t just take notes, but instead treated every piece of feedback like gold. If a woman told me she wanted a dress in black or a jumpsuit with a different neckline, I made it. My Love Letters collection was born entirely from customer requests. That’s how you turn underserved markets into loyal communities: you make them feel heard, because they are. I didn’t set out to start a fashion label. I set out to solve a problem for women like me. Lee Evans Lee, Founder of Mrs Momma Bear Identify the emotional component A gap in the market isn’t always obvious. Instead, it’s often emotional. For me, it wasn’t just that the clothes didn’t fit my lifestyle. It was that nothing made me feel powerful and feminine. I wanted to create a brand that said, “You can be your own Mrs,” wear your confidence, and celebrate your curves unapologetically. If you can tap into what your audience is craving on a deeper level, you don’t just fill a gap—you create a movement. Design for real life, then elevate it I knew from the start that women didn’t need more clothes—they needed better ones. Pieces that work as hard as they do. That’s why every Mrs Momma Bear piece is machine-washable, flattering across body types, and made to transition from day to night. I spent over a year developing the right fabric blend because real women deserve comfort without compromise. If you can bring practicality and polish into one product, you’ve struck gold. Let passion meet purpose I didn’t set out to start a fashion label. I set out to solve a problem for women like me. But I brought all of me to it: my ranch roots, my obsession with textiles, my love for bold silhouettes, and my belief in dressing with purpose. That’s where Mrs Momma Bear came from. The more personal your connection to the gap, the more powerfully you can fill it, because you’re not just building a brand, you’re building something you know the world needs. Do it if nobody else is When I looked around the market, I didn’t see anything like what I needed: clothes that could carry a woman from a boardroom to a barn and still make her feel like a knockout. At first, that was intimidating. But then I realized: if it doesn’t exist, that’s your green light. Creating something new always means taking a risk, but it also means leading the way. So I embraced the gap, stepped in, and never looked back. CO— aims to bring you inspiration from leading respected experts. However, before making any business decision, you should consult a professional who can advise you based on your individual situation. CO—is committed to helping you start, run and grow your small business. Learn more about the benefits of small business membership in the U.S. Chamber of Commerce, here . Interested in a small business membership? Find out how the U.S. Chamber of Commerce can help your company grow and thrive in today's rapidly-evolving business environment. Connect with our team to learn how a small business membership can benefit your bottom line and help you achieve your goals. Learn More Subscribe to our newsletter, Midnight Oil Expert business advice, news, and trends, delivered weekly Email Subscribe By signing up you agree to the CO— Privacy Policy. You can opt out anytime. Published August 13, 2025 For more tips from business leaders Ask the Board Turning Today’s Managers Into Tomorrow’s Leaders: 6 Tips From the Founder of Talent Praxis Ask the Board The CEO of Better & Better Shares 6 Ways to Attract Investors Ask the Board How to Build Customer Loyalty: It's All in the Experience By continuing on our website, you agree to our use of cookies for statistical and personalisation purposes. Know More I Agree Designed for business owners, CO— is a site that connects like minds and delivers actionable insights for next-level growth. Contact U.S. Chamber of Commerce 1615 H Street, NW Washington, DC 20062 Social links Instagram LinkedIn Twitter Facebook Flipboard Looking for local chamber? Chamber Finder Stay In Touch Newsletter Sign Up Interested in partnering with us? Media Kit © 2025 CO— by U.S. Chamber of Commerce Contact About Us Privacy Accessibility Terms Sitemap RSS Media Kit

How marketers can respond with empathy to consumer tariff shocks | Marketing Dive Skip to main content CONTINUE TO SITE ➞ Don't miss tomorrow's marketing industry news Let Marketing Dive's free newsletter keep you informed, straight from your inbox. Daily Dive M-F Mobile Weekly Every Thursday Agencies Weekly Every Monday By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy. You can unsubscribe at anytime. Search An article from How marketers can respond with empathy to consumer tariff shocks Gartner recommends marketers return to recession-era playbooks, putting focus on building “permission structures” and a sense of assurance. Published July 8, 2025 Peter Adams Senior Reporter post share post print email license Tariffs are affecting consumer sentiment in ways that recall the Great Recession, as well as the early days of the pandemic, according to researcher Gartner. Spencer Platt via Getty Images As the state of tariffs remains in flux, analysts are warning that marketers need to be prepared to respond to a “one-two punch” scenario regarding U.S. consumer sentiment. With the economy poised for further bumpiness ahead of the recently extended Aug. 1 deadline for negotiating trade agreements, a consistent message around value and communicating a sense of empathy could be crucial to maintaining brand trust. U.S. shoppers aren’t feeling great so far in 2025, with 70% making “significant” changes to their everyday habits, such as cooking more at home or purchasing smaller package sizes of fast-moving goods, according to Gartner research exclusively shared with Marketing Dive. More are adopting savings behaviors typical to recessionary periods, such as paying down debt, while holding off on big-ticket items like cars and travel. That said, people — particularly affluent consumers — are more or less consistent in their spending patterns, preserving a sense of normalcy despite the souring mood. That picture could change if the ripple effects from tariffs, such as price hikes and product shortages, come into clearer focus in the second half. “Right now, we’re still in an attitudes and fears and anticipation space that’s driving behavior, and then a reality on the ground is going to shift, and that’s going to change behavior as well,” said Kate Muhl, a Gartner analyst specializing in cultural and consumer insights. “I don’t think a lot of CMOs that I’m seeing are making a lot of changes yet. I think they’ve got to get ready though because of this one-two punch I’m describing.” Souring mood Gartner recommended that marketers revisit how they tackled the Great Recession to steel themselves for tariff tumult. Feelings of job security are low, especially among young consumers, a gloomy echo of the aftershocks of the 2008 financial crisis. The business of marketing has changed considerably in the past 15-plus years, with more brands going digital-first. Adding to the complexity is the recent evolution of artificial intelligence. Given that, marketers should focus less on dusting off media plans from the late aughts and more on areas like brand positioning. “I would say take a look at what you emphasize in your brand values, how you express that to consumers and [which] of those kinds of things were successful for you in 2008, because the conditions — the cultural conditions — are going to be similar,” said Muhl. The current environment also bears some key distinctions from the inflationary one that’s dogged the industry in recent years, according to Muhl. Consumers are less likely to blame individual brands for a broad downturn, and many have high awareness of U.S. trade policy, with 59% holding a negative view of tariffs and 57% expressing pessimism around the economy, per Gartner. Pessimism could snowball into alarmism if store shelves start to thin out in the months ahead, a destabilizing image that led to some of the bigger freak outs in the early days of the pandemic. The prospect of empty shelves could hardly arrive at a worse time, as many industries, including retail, prepare for the key back-to-school and holiday shopping windows. “In certain categories, that may well become part of the reality soon, starting roughly in the fall and thinking about the holidays ahead,” said Muhl. “That will potentially exacerbate a lot of the other emotions that people are having about these big shifts in trade.” How marketers can respond Different product categories will experience varying degrees of impact from tariffs, and some may reap more benefits than others. Smaller companies and disruptor brands could be more agile and transparent in responding to shifting levies, as well as being firmer in their commitments to consumers. Outdoor footwear brand Keen, which was among those highlighted by Gartner, has pledged to instate no tariff price increases in 2025, the type of stability fatigued consumers are craving. Kitchen waste disposal maker Lomi and swimwear brand Triangl are practicing what Gartner dubbed “practical transparency,” providing detailed responses to how tariffs will affect their businesses in the form of FAQ pages and disclaimers in online shopping carts. Such initiatives can be more difficult for sprawling multinational companies to manage, but there are other ways to offset the coming blows. For example, if a single brand or product line is highly exposed to tariffs, costs could be spread around the portfolio to lessen the burden and prevent jarring price hikes. Across the board, brands will need to build “permission structures” that demonstrate value beyond price to convince wary consumers, per Muhl. Hyundai’s Assurance Program, first launched in 2009, is a model of how even high-consideration categories can approach marketing amid uncertainty. The program, a first of its kind for automotive, allowed car buyers to return their new vehicle if they lost their job due to the recession. Hyundai brought back the concept in 2020 in response to the pandemic. “It’s going to be about expressing, for the right kind of product and category, a kind of empathy with the pressure consumers are feeling, and alternately, finding ways to show how buying your product or buying with your brand is not a high-risk situation,” said Muhl. “An empathetic position, it seems counterintuitive at a time when everybody’s so price-driven. It’s actually, I think, an important way to try to work back to a place of developing trust,” she added. Staying the course Some brands are also boasting more of their made-in-the-U.S. bona fides to differentiate from rivals that are more reliant on global suppliers and therefore prone to price increases. A growing share of consumers do not find patriotism appealing, however. Four in 10 consumers anticipate buying more goods made in the U.S. in the coming months, whether it’s due to patriotism, cost effectiveness or simply because there will be fewer alternatives, Gartner found. Brands that can effectively run an American-made strategy may want to look into doing so as a contingency plan depending on how the market shifts, according to Gartner. “A phrase like ‘Made in America’ has always been kind of loaded, but it’s even more so today, especially as consumers start to wonder about how the tariffs are going to impact prices,” said Muhl. As usual, consistency is key when approaching brand purpose. Consumers have grown taxed by companies jumping on hot-button issues of the day, but they’re also put off by those that are as quick to abandon their values in the face of headwinds. “Now is not the time to change tack and begin to tell a new brand story or redefine a company’s values,” reads the Gartner report. Staying committed to a particular positioning or tactic can feel daunting given how chaotic the implementation of tariffs has been so far, with steep levies imposed and then adjusted or paused virtually overnight (on Monday, President Donald Trump pushed the deadline for finalizing agreements with the U.S. from July 9 to Aug. 1 while threatening even steeper tariffs on certain countries). It’s important for marketers to remember that, regardless of the final percentages attached to the levies, consumers feel adrift and will appreciate brands that can bring a sense of clarity and calm to the storm — not to mention an ease on the wallet. “Whatever happens on July 9 or around it, uncertainty has been unleashed into the system,” said Muhl, referencing the original tariff deadline.

How a Former Waitress Built a $100 Million Fitness Chain from Scratch | CO- by US Chamber of Commerce Meet The 2025 CO—100: Get to know this year's top small businesses! Skip to main content Skip to footer CO– by US Chamber of Commerce Start Everything that you need to know to start your own business. From business ideas to researching the competition. Start Run Practical and real-world advice on how to run your business — from managing employees to keeping the books Run Grow Our best expert advice on how to grow your business — from attracting new customers to keeping existing customers happy and having the capital to do it. Grow Good Company Entrepreneurs and industry leaders share their best advice on how to take your company to the next level. Good Company Product Guides Let us help your business find the best tools and solutions to thrive and grow. Product Guides Sign In Sign Up Start Everything that you need to know to start your own business. From business ideas to researching the competition. Business Ideas Strategy Startup Run Practical and real-world advice on how to run your business — from managing employees to keeping the books Finance Human Resources Technology Business Financing Grow Our best expert advice on how to grow your business — from attracting new customers to keeping existing customers happy and having the capital to do it. Customers Marketing Sales Thrive Good Company Entrepreneurs and industry leaders share their best advice on how to take your company to the next level. Growth Studio Ask the Board The Leap Launch Pad Product Guides Let us help your business find the best tools and solutions to thrive and grow. Subscribe to our Newsletter Attend an Event About Us CO— BrandStudio Looking for your local chamber? Chamber Finder Interested in partnering with us? Media Kit Good Company » The Leap How a Former Waitress Built the Solidcore Fitness Chain and Made $100 Million Against all odds, Anne Mahlum launched and grew one of the fastest-growing Pilates fitness chains in America thanks to her leadership acumen. By: Lori Ioannou, Contributor Share Unchecked Bookmark Icon Save Anne Mahlum, the Founder and former CEO of Solidcore. — Anne Mahlum Why it matters: Solidcore founder Anne Mahlum turned $175,000 in personal savings into a national Pilates fitness chain. In 10 years, she sold the company for $88.4 million to private equity firm Kohlberg & Company. That expansion is remarkable since 81% of health and fitness studios fail in their first year due to competition from large chains, coupled with a lack of capital and brand identity, according to the Health & Fitness Association. It's not every day that a former waitress from North Dakota becomes a self-made multimillionaire by following her passion. But Anne Mahlum, the former Founder and CEO of Solidcore, a Pilates workout fitness chain, defied the odds. In 10 years, the running and sports enthusiast grew her startup into a company expected to generate $50 million in profits based on $150 million in revenues in 2024. Last year, she sold her stake in the company to private equity firm Kohlberg & Company for $88.4 million. Today her estimated net worth is $100 million. That's no small feat for a woman entrepreneur considering that women founders receive less than 2% of all venture capital funding annually, and 81% of health and fitness studios fail in their first year due to competition from large chains, coupled with a lack of capital and brand identity, according to the Health & Fitness Association. CO— spoke to Mahlum to get an insider's view on how she successfully grew her startup into a coveted fitness chain of 100 gyms in 27 states across the United States. (In September, L Catterton, the private equity firm backed by luxury goods giant LVMH, acquired a majority stake in Solidcore, valuing the company between $600 million and $700 million.) In a candid interview, Mahlum explained how she did it, and the challenges she faced along the way. CO—: When did you get the entrepreneurial bug? AM: I was a waitress in Bismarck, North Dakota, while I was attending high school, and later I went to St. Cloud State University in Minnesota while studying political science and communications. But soon after I graduated and landed my first corporate job at Comcast in Philadelphia, I got an idea to start a nonprofit to help the homeless. It happened by accident. I was doing morning runs and passed a homeless shelter every day. I got to know the residents, and I came up with an idea to combine running achievements with coaching, financial aid, and job training programs to help this overlooked population build self-esteem and reforge independent lives. So, in 2007, I quit my job and founded Back on My Feet to do just that. Since its founding, the nonprofit organization has helped 15,000 homeless people land jobs and homes. That was my first entrepreneurial venture. CO—: How did you get the idea for Solidcore? AM: Six years later I went to Los Angeles to open a Back on My Feet location and attended my first Pilates class. The experience was transformative. The 50-minute, high-intensity, low-impact workout was tough and builds muscle strength for people of all ages. I never saw my body respond so well to exercise, and I was amazed. I realized no one had built a brand around the Pilates concept, so I decided to step down as CEO of the nonprofit and focus on launching a Pilates startup. After building Back on My Feet into an organization with an operating budget of $6.5 million, I decided to do something else. I knew I had honed the leadership and business skills necessary for such an undertaking. CO—: Where did you get the startup capital? AM: I invested all of my $175,000 in personal savings to launch Solidcore and bootstrapped the company after that. I had no assets, and I didn't think I could get a bank loan or raise venture capital. I used the startup money to pay for a lease for my first fitness studio in Washington D.C., and then I hired and trained instructors, leased gym equipment, and began marketing the business. I chose D.C. since it was a market with little competition from other fitness boutiques. I developed an operating plan that could be replicated market to market, which included how to train and hire talent, recruit clients, and operate each studio profitably. But it was a balancing act; I always had to stay in front of the eight ball to make sure the business was on track. Anne Mahlum, Founder and former CEO of Solidcore CO—: How did you market the business and gain a following? AM: I focused on building a community of Pilates enthusiasts of all ages. Luckily, there was no boutique fitness chain in D.C., so when I started classes, people were curious and came from Day 1. They quickly spread the word about the workout and our following grew. I also did grassroots marketing. I passed out fliers about my studio at local running events, bought a booth at the D.C. triathlon, and demonstrated how Pilates exercise works. People were amazed. I also used influencers and local media to gain exposure. In just five months I opened a second studio in D.C. The first year I made profits of 50% — about $2 million in revenue. I used that money to buy my first house and plow money back into the business to open more studios and expand. Within two years of launching the business, I had 10 studios. CO—: The fitness category is crowded with many large competitors. How did you carve a niche for your company and grow your brand? AM: The timing couldn't have been more perfect. It was the beginning of small workout spaces versus big-box chain fitness studios. My clients loved the results they got from our workouts that didn't beat up their bodies with jumping, pounding, and other high-impact exercise. They also liked the personalized attention they received from instructors who had to know the names and goals of every student in the class. As a result, they couldn't stop talking about us to their friends, and the buzz was our marketing tool. It was our magic sauce. CO—: How did you keep up with rapid expansion? AM: It was a commitment to the vision. I picked markets I was familiar with such as Philadelphia, Atlanta, and Bismark, North Dakota, through my work at Back on My Feet, and I tapped private equity investors to fund expansion. In November 2017, I raised $18 million — $6 million I received for selling some of my equity — the rest I plowed back into the business. We grew to 27 locations. I developed an operating plan that could be replicated market to market, which included how to train and hire talent, recruit clients, and operate each studio profitably. But it was a balancing act; I always had to stay in front of the eight ball to make sure the business was on track. Once the pandemic hit in February 2021, I raised $50 million in private equity from VMG, which helped the company weather shutdowns. I waited until the economy normalized before looking to sell the business. [Read more: 3 Investors Demystify Why Some Startups Win Funding Windfalls] CO—: Why did you decide not to franchise your concept? AM: I decided not to franchise since our economics were too good at the corporate level. Our capital costs were very low, and our margins were high. We achieved payback on our investment quickly. I thought franchising would be messier and didn't make sense. CO—: Describe the challenges you faced as a woman entrepreneur. AM: I didn't look at any obstacles I faced as challenges, I looked at them as opportunities. I leaned into all things that were effective. I focused on my personality, leadership skills, and knowing my numbers. That helped me woo investors. A lot of women want to be amenable and are concerned about everyone liking them. That is just impossible. Demonstrating your business savvy and how you meet your business goals is what impresses investors and leads to success. CO—: How did you snare a corporate buyer willing to pay nearly $90 million for your company? AM: We hired Piper Sandler, an investment banker, to find a buyer. We focused on telling the story about the economics of the business and the profit margins each studio had. The business was attractive since it had a good growth trajectory with healthy returns. [Read more: Why Google, Amazon, and Other Businesses Are Launching Accelerator Programs to Help Women-Led Startups] CO—: How did you reward your employees through an incentive pool? AM: I set up an incentive pool in 2018 for Solidcore employees. Without them, the company would have no value, and I wanted to be sure they were rewarded. All full-time employees who worked for Solidcore for a year or longer got a share of the proceeds from the sale. CO—: Now that you are a financial success, what are your future goals? AM: Right now, I want to be physically active and focus on my family and friends. I have worked tirelessly over the last 17 years, and now I want to take the time to just have space and enjoy my life. I am also focusing on my speaking career, and I plan to write a book. CO—: What advice would you give other women thinking of launching a business in today's economic environment? AM: First, be sure to lean into yourself and who you are. Your skill sets and talents should match what you want to achieve as an entrepreneur. Second, be authentic and hold true to your values. Third, know what your end game is. Every decision you make must be your North Star. CO— aims to bring you inspiration from leading respected experts. However, before making any business decision, you should consult a professional who can advise you based on your individual situation. CO—is committed to helping you start, run and grow your small business. Learn more about the benefits of small business membership in the U.S. Chamber of Commerce, here. Interested in a small business membership? Find out how the U.S. Chamber of Commerce can help your company grow and thrive in today's rapidly-evolving business environment. Connect with our team to learn how a small business membership can benefit your bottom line and help you achieve your goals. Learn More Subscribe to our newsletter, Midnight Oil Expert business advice, news, and trends, delivered weekly Email Subscribe By signing up you agree to the CO— Privacy Policy. You can opt out anytime. Published December 11, 2024 For more business strategies Strategy Adapt These Big Business Strategies to Score on Small Business Saturday Strategy Improve Disaster Preparedness with Readiness for Resiliency Program Strategy How to Get a Seller's Permit and Sales Tax ID By continuing on our website, you agree to our use of cookies for statistical and personalisation purposes. Know More I Agree Designed for business owners, CO— is a site that connects like minds and delivers actionable insights for next-level growth. Contact U.S. Chamber of Commerce 1615 H Street, NW Washington, DC 20062 Social links Instagram LinkedIn Twitter Facebook Flipboard Looking for local chamber? Chamber Finder Stay In Touch Newsletter Sign Up Interested in partnering with us? Media Kit © 2025 CO— by U.S. Chamber of Commerce Contact About Us Privacy Accessibility Terms Sitemap RSS Media Kit

Home services startup Pronto has raised $11 million in funding co-led by General Catalyst and Glade Brook Capital, with additional participation from Bain Capital Ventures. This investment has valued the company at $45 million post-funding round. The fresh capital will be utilized to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and implement real-time operations technology.<br><br>Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for various tasks, including cleaning, laundry, utensil washing, and basic meal preparation. The company operates on a shift-based model, enabling a 10-minute fulfillment while providing workers with guaranteed shifts and higher earnings, aimed at formalizing the informal sector.<br><br>Pronto plans to expand into Mumbai, Bengaluru, and other metropolitan areas in the next 12-18 months, establishing micro-hubs in residential clusters for rapid service delivery. Sardana mentioned that after signing the term sheet for this round, the company decided to transition back to India to become an India-domiciled business.<br><br>The platform's average order value is between Rs 200 and Rs 300, addressing challenges of unpredictable availability and trust for households while offering stability for workers. Each professional undergoes thorough training and verification, ensuring readiness for immediate task fulfillment, although Sardana noted that rapid expansion incurs increased costs.<br><br>In the growing quick home services market, Pronto competes with other players like Snabbit, which recently raised $19 million to expand its operations, highlighting the increasing investor interest in on-demand home services.

Home services startup Pronto has raised $11 million in funding co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. This funding round values the company at $45 million post-investment. The fresh capital will be utilized for onboarding and training 10,000 additional professionals, investing in quality-assurance systems, and rolling out real-time operations technology. Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for services such as cleaning, laundry, utensil washing, and basic meal preparation. The company operates on a shift-based model, ensuring 10-minute fulfillment while offering workers guaranteed shifts and higher earnings. This approach aims to formalize a sector traditionally dominated by informal networks. The startup originally domiciled in Delaware, has now returned to India. Sardana noted that the timing for this relocation was strategic, as it helps to avoid capital gains taxes associated with exiting the U.S. Pronto's charge model is task-based rather than time-based, addressing long-standing issues of unpredictable availability and lack of trust among households while also tackling irregular incomes for workers. The average order value on the platform ranges between Rs 200 and Rs 300. Each professional undergoes training and verification to ensure readiness for instant task fulfillment. However, rapid expansion comes with increased costs and demands. Sardana emphasized that managing demand generation is crucial for the sustainability of this model. As the quick home services market grows, consistent utilization of workforce is vital to balance supply and demand and control costs. The competition is heating up in this space, highlighted by recent funding rounds in similar companies, such as Snabbit in Mumbai, which raised $19 million.

Home services startup Pronto has raised $11 million in funding co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. This investment reflects the rising interest among investors in on-demand home services. Following this funding round, Pronto was valued at $45 million.<br><br> The company plans to use the new capital to onboard and train 10,000 additional professionals, improve quality-assurance systems, and implement real-time operations technology. Pronto differentiates itself from traditional home service models by charging customers based on completed tasks rather than time.<br><br> Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for various tasks such as cleaning, laundry, and meal preparation. The service operates on a shift-based model that guarantees workers higher earnings and ensures fulfillment within ten minutes. This approach aims to formalize a sector previously dominated by informal work networks.<br><br> Pronto plans to expand into Mumbai, Bengaluru, and other metropolitan areas within 12-18 months, establishing micro-hubs in residential areas to provide rapid service. Sardana acknowledged the challenges of rapid expansion, including increased costs and the need for effective demand generation to sustain business models in a competitive environment.<br><br>

Home services startup Pronto has raised $11 million in funding co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. This investment reflects the rising interest among investors in on-demand home services. Following this funding round, Pronto was valued at $45 million.\n\n The company plans to use the new capital to onboard and train 10,000 additional professionals, improve quality-assurance systems, and implement real-time operations technology. Pronto differentiates itself from traditional home service models by charging customers based on completed tasks rather than time.\n\n Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for various tasks such as cleaning, laundry, and meal preparation. The service operates on a shift-based model that guarantees workers higher earnings and ensures fulfillment within ten minutes. This approach aims to formalize a sector previously dominated by informal work networks.\n\n Pronto plans to expand into Mumbai, Bengaluru, and other metropolitan areas within 12-18 months, establishing micro-hubs in residential areas to provide rapid service. Sardana acknowledged the challenges of rapid expansion, including increased costs and the need for effective demand generation to sustain business models in a competitive environment.\n\n

How life-changing events affect consumer shopping habits Skip to main content TOGETHER WITH By Morning Brew Creative Studio September 10, 2025 • 5 min read TOGETHER WITH Life’s major milestones reshape how we shop. When consumers welcome a baby or purchase their first home, their needs evolve dramatically, from the products they buy to how they make decisions. Amazon Ads helps brands build meaningful connections with consumers during these pivotal moments, creating lasting relationships that last beyond the milestone itself. Life presents millions of little choices each day: what to grab at the grocery store, how to tackle that growing to-do list, which movie to unwind with after work. But when life's big moments arrive—like graduating college, buying that first home, or welcoming a tiny new family member—these everyday decisions suddenly carry new weight. These milestone moments completely transform the way people shop. Instead of reaching for that familiar laundry detergent, new parents find themselves diving deep into research about baby-safe options. Rather than grabbing the usual cleaning supplies, first-time homeowners seek out products worthy of their dream space. It's more than just daily routines getting a makeover—it's an entire shift in how people connect with and choose their brands. The numbers back this up: Amazon Ads partnered with market research firm Alter Agents on Life events research, which reports that 68% of consumers say life events directly influence their spending habits, and 6 in 10 people saying they dedicate more time to product research during these transitions. These aren't just temporary changes either. The brand relationships formed during these pivotal moments often last long after the initial milestone, creating unique opportunities for brands to build lasting loyalty by meeting consumers' evolving needs. Welcoming bundles of joy From the minute a family knows a baby is on the way, it's go time. There are cribs to buy, diapers to stock up on, baby care products to research, and so much more. Amazon Ads Life events research also reports that nearly half of consumers say they're more likely to compare brands during big life events, and expectant parents are no exception. Why? Their priorities shift dramatically. Compared to other life events, expectant families are 53% more likely to prioritize physical health, 48% more likely to prioritize family time, and 23% more likely to take on more responsibility. This mindset shift, combined with being 28% more likely to increase their spending, leaves consumers reevaluating their brand choices. 1 Amazon Ads can help brands reach more than 80% of baby product shoppers in the U.S. during this crucial consideration phase. 2 But connecting with expectant parents isn’t just about being there during shopping moments — it’s also about reaching this audience as their media consumption increases and their patterns evolve: 2 +19% in TV streaming +15% in music streaming +6% in livestreaming This shift in media habits creates opportunities throughout the consumer journey—from building awareness during evening TV streaming to driving conversion when parents-to-be are actively researching products. While expectant parents show these distinct patterns in media consumption and purchasing behavior, changes in habits are common across many major life milestones. Make yourself at home Life milestones often overlap and intersect. Many consumers navigate multiple transitions simultaneously—welcoming a new baby while moving into a larger home, for instance. For brands, these moments of change represent prime opportunities to reach new customers who are actively reevaluating their product choices. Homebuyers show a clear desire for expert guidance, being 20% more likely to seek professional opinions during their purchase journey. They’re also more engaged with media, showing a 21% increase in streaming TV consumption and a 17% increase in both music and livestreaming. 1 This is a great opportunity for brands to drive awareness during these transitions. Success means partnering with industry experts while leveraging expert reviews, Q&A forums, and professional endorsements. To effectively connect with these consumers, brands need to deliver the right message at the right time across today’s diverse media channels. Amazon Ads connects with 86% of household shoppers, 2 enabling brands to orchestrate tailored campaigns that resonate at specific moving milestones—precisely when consumers are establishing the product preferences that will define their household for years to come. Connecting at moments that matter most To help brands better serve consumers during these milestones, Amazon Ads can help brands reach specific audiences through its demand-side platform (DSP) for consumers experiencing major life events—whether they're expecting a child, buying a first home, or starting a new job. These audience segments are powered by Amazon's trillions of unique shopping, browsing, and streaming signals, enabling advertisers to create meaningful connections with consumers at the right moments. Brands can reach these audiences across Amazon's extensive media network—from Amazon.com to IMDb, Prime Video, and Twitch, plus devices like Alexa—and beyond thanks to Amazon's third-party supply. In today's dynamic environment, success means reaching consumers at the right moment with the right message . Through Amazon Ads, brands can build relationships that drive long-term value by being there when it matters most.

Home services startup Pronto has raised $11 million in funding co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. This investment reflects the rising interest among investors in on-demand home services. Following this funding round, Pronto was valued at $45 million. The company plans to use the new capital to onboard and train 10,000 additional professionals, improve quality-assurance systems, and implement real-time operations technology. Pronto differentiates itself from traditional home service models by charging customers based on completed tasks rather than time. Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for various tasks such as cleaning, laundry, and meal preparation. The service operates on a shift-based model that guarantees workers higher earnings and ensures fulfillment within ten minutes. This approach aims to formalize a sector previously dominated by informal work networks. Pronto plans to expand into Mumbai, Bengaluru, and other metropolitan areas within 12-18 months, establishing micro-hubs in residential areas to provide rapid service. Sardana acknowledged the challenges of rapid expansion, including increased costs and the need for effective demand generation to sustain business models in a competitive environment.

Home services startup Pronto has raised $11 million (around Rs 96 crore) in funding co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures, amid rising investor interest in on-demand home services. Pronto was valued at $45 million (around Rs 394 crore) post the latest round. Originally domiciled in Delaware, US, the startup has flipped back to India, founder and CEO Anjali Sardana told ET. Founded in April 2025 by Sardana, Pronto connects households in Gurugram with trained professionals for tasks such as cleaning, laundry, utensil washing, and basic meal preparation. The company operates on a shift-based model, enabling 10-minute fulfilment while offering workers guaranteed shifts and higher earnings, a move aimed at formalising a sector long dominated by informal networks. Over the next 12-18 months, Pronto plans to expand into Mumbai, Bengaluru, and other metros, setting up micro-hubs in residential clusters to ensure rapid service. "After we signed the term sheet for this round, we decided that this was the best time to flip back to India and make it an India-domiciled company. The reason being that as soon as we sign the documents for this round, then in order to flip the company from the US to India, we would have to pay, essentially, capital gains as you exit the US," said Sardana. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto said it charges customers based on tasks completed. Sardana said the platform’s average order value ranges between Rs 200 and Rs 300. She added that the model addresses long-standing challenges of unpredictable availability and lack of trust for households while tackling irregular incomes for workers. Each professional undergoes training and verification and is equipped for instant task fulfilment. However, Sardana acknowledged that such rapid expansion comes with increased costs. “A lot of times, when you want to expand, you oversupply first. That obviously costs money, and marketing costs money,” she said. Also, demand generation will be critical for the long-term sustainability of such a model. Given the high-frequency, low-ticket nature of the service, platforms need to ensure consistent utilisation of their workforce to balance supply and demand and control operational costs. The quick home services space is heating up. In May, Mumbai-based Snabbit raised $19 million in a round led by Lightspeed, with plans to expand into new markets.

MAC bagels? Cosmetics brand launches bakery collab in China Skip to the content Home Creative Works News Opinions Exclusives Events Dao + About Search for: Search Search for: Search Sign up to our weekly Dao Insights newsletter to receive exclusive articles and case studies, plus the latest news on what's happening in China. Email Address: First Name: Last Name: Company Name: Job Title: Please verify that you are human. Leave this field empty if you're human: Sign up for our newsletter! Complete your details below --> The Estée Lauder Companies-owned Canadian cosmetics brand MAC recently launched its Studio Fix cushion foundation in China. Dubbed the 24h “ King of Coverage ” (24H卷王气垫), the foundation comes in premium black packaging. Perhaps based on the visual similarity, MAC unveiled its first collaboration with Shanghai’s premium bakery brand FASCINO. Beauty retailer HARMAY and designer brand TYAKASHA open bakery themed collab store The main draw is FASCINO’s iconic “Black Blueberry Cream Cheese Bagel” (黑金蓝莓乳酪贝果) . The round black shape not only resembles a blueberry but also the MAC foundation. The other reason for the collaboration is that the two products will form an “ 8 AM alliance ” because both can be part of your morning routine. Image: FASCINO/Rednote For this reason, the collaboration is called “Flawless Beginning”. There is also a Black Blueberry Custard Croissant and, of course, exclusive paper bags. In the meantime, MAC also released special co-branded beauty blenders in the shape of sourdough bread and a baguette for the campaign. Longchamp brings Paris to Beijing—and fuels China&#8217;s pricey bread craze MAC and FASCINO launched two pop-up beauty and bakery stores, one in Shanghai and one in Hangzhou, called the “Flawless Beauty Flagship”. The collaboration taps into China’s recent obsession with premium bakeries. The morning routine angle also speaks to young professionals craving emotional value. Need to boost your China strategy? Dao Pro delivers bespoke insights on marketing, innovation, and digital trends, direct from Chinese sources. Find out more from our Dao Strategy Team here. Share Join our newsletter Subscribe to receive our latest posts By Yimin Wang Tags Beauty &amp; Cosmetics Food &amp; Beverage Society &amp; Culture Marketing &amp; Branding Read Next Slanted eyes in 2025? Swatch apologises after outrage in China Post date August 20, 2025 By Yimin Wang In News Tags Society &amp; Culture Watches &amp; Jewellery Marketing &amp; Branding Social Media Vinegar coffee? KFC’s KCOFFEE launches collab with Datong Cultural Tourism Post date August 19, 2025 By Yimin Wang In News Tags Food &amp; Beverage Travel Marketing &amp; Branding Social Media What’s Salomon’s new Shanghai concept store like? Post date August 18, 2025 By Yimin Wang In News Tags Entertainment Fashion &amp; Retail Sport &amp; Fitness Marketing &amp; Branding What’s “reverse daigou” from Hong Kong, and why is it going viral? Post date August 14, 2025 By Yimin Wang In News Tags Fashion &amp; Retail FMCG Food &amp; Beverage Society &amp; Culture Our Spring Sale Has Started You can see how this popup was set up in our step-by-step guide: https://wppopupmaker.com/guides/auto-opening-announcement-popups/ &#215; Previous Next &#215; Welcome to Dao insights Sign up to our weekly Dao Insights newsletter to receive exclusive articles and case studies, plus the latest news on what&#8217;s happening in China. Email Address: First Name: Last Name: Company Name: Job Title: Please verify that you are human. Leave this field empty if you're human: &times;

How Everbowl’s entrepreneur founder disrupted the restaurant growth model Subscribe Subscribe Operations Related Topics Marketing & Branding Labor Delivery & Takeout Solutions Equipment Food Safety Executives Recent in Operations See All Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Technology Related Topics Automation Delivery Loyalty AI in Restaurants Recent in Technology See All Sponsored Content Serving Success: How Tommy Bahama is Driving Retention, Flexibility, and Performance Serving Success: How Tommy Bahama is Driving Retention, Flexibility, and Performance Nov 5, 2025 2:00 pm EST Sponsored Content Real Strategies for AI in Restaurants Real Strategies for AI in Restaurants Oct 30, 2025 1 Hr View Segments Related Topics Fast Casual Casual Dining Fine Dining Independent Restaurants Emerging Chains Regional Chains Quick Service Eatertainment Family Dining Recent in Segments See All Fast Casual CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth by Sam Oches Oct 30, 2025 Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Finance Related Topics Mergers & Acquisitions Franchising Recent in Finance See All Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Casual Dining HopCat acquired by Uncommon Equity HopCat acquired by Uncommon Equity by Alicia Kelso Oct 30, 2025 2 Min Read Menu Trends Related Topics Food Trends Beverage Trends Chef Trends Sandwich Trends MenuMasters Spotlight Recent in Menu Trends See All Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Insights Related Topics Restaurant Experience Expert Opinions Top 500 Restaurants Supplier News Recent in Insights See All Fast Casual CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth by Sam Oches Oct 30, 2025 Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Multimedia Resources Related Topics 2025 AI Insights Report 2025 FSTEC Show Recap Event Insider: FSTEC 2025 FSTEC Pre-Show Tech Guide 2025 Restaurant Show Recap Event Insider: Restaurant Show Event Recap: RLC Event Insider: CREATE Event Recap: CREATE 2025 Technology Outlook Report 2025 Data Insights Report Sustainability Outlook 2025 Sponsored By Quick Service Executives Expert Opinions Take-Away with Sam Oches How Everbowl’s entrepreneur founder disrupted the restaurant growth model How Everbowl’s entrepreneur founder disrupted the restaurant growth model How Everbowl’s entrepreneur founder disrupted the restaurant growth model Jeff Fenster shares how he’s grown Everbowl by uniquely solving every challenge that’s presented itself Sam Oches , Editor in Chief August 6, 2025 Jeff Fenster is the epitome of an entrepreneur. The Everbowl founder lived many lives before he started the acai bowl concept in 2016, launching and selling multiple companies. Then, like a true entrepreneur, he saw an opportunity in healthy eating. Fenster was passionate about acai bowls, and when he discovered that his local Smoothie King franchise was closing, he picked up the phone and called the landlord, signing the lease before he even had a brand name or menu. Since then, Fenster has guided Everbowl’s growth by creatively solving every challenge that has presented itself along the way. Case in point: When he grew frustrated with the cost and cumbersome pace of new unit construction, Fenster launched his own construction company, WeBuild, to help streamline the build-out of new Everbowl units. Today, Everbowl has 100 locations open and counts current and former professional athletes like Jayson Tatum, Drew Brees, and Shaquille O’Neal among its investors. Fenster joined the latest episode of Take-Away with Sam Oches to talk about how he’s rethinking the standard way restaurateurs scale their businesses and why there’s no replacement for hard work, determination, and love for what you do for a living. In this conversation, you’ll learn more about why: Related: Dirty soda chain Fiiz Drinks looks to capitalize on beverage’s booming popularity As a restaurant leader, you should be a problem solver, not a problem seeker Your competition isn’t necessarily in your category Streamlining your construction process could help you grow faster Every restaurant you open will teach you something about location and real estate The opportunities right in front of you are the catalysts for brand change If you love what you do and work hard toward your goals, you can be unstoppable Contact Sam Oches at [email protected] . About the Author Sam Oches Editor in Chief Sam Oches is an award-winning Editorial Director with Informa Connect Foodservice and editor in chief of Nation's Restaurant News and Restaurant Hospitality. A graduate of the E.W. Scripps School of Journalism at Ohio University in Athens, Ohio, Sam previously served as Editorial Director of Food News Media, publisher of QSR and FSR magazines. He’s a past president of the International Foodservice Editorial Council (IFEC) and a past board member with the American Society of Business Publication Editors (ASBPE). His foodservice insights have been shared in national media outlets such as the New York Times, USA Today, National Public Radio, and CNBC. He lives in Columbus, Ohio, with his wife and three kids. See more from Sam Oches Subscribe Nation's Restaurant News Newsletters Get the latest breaking news in the industry, analysis, research, recipes, consumer trends, the latest products and more. Sign Up Now You May Also Like Insights Content Spotlight New FS/TEC Technology Guide helps restaurants navigate complex tech landscape The FS/TEC Restaurant Technology Guide is a free digital resource for operators Read More Featured Fast Casual CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth Oct 30, 2025 Recent News Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Casual Dining Content Spotlight Get to know Rick Cardenas, the Darden CEO who started there as a busser The executive shares his advice, along with his most-binged TV show, favorite sports team, and most-used app Watch Now

Home services startup Pronto has raised $11 million in funding co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. The company was valued at $45 million following this funding round. The new capital will help onboard and train 10,000 additional professionals, invest in quality-assurance systems, and implement real-time operations technology. Pronto adopts a unique pricing model where customers are charged based on tasks completed rather than time spent. Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for various services such as cleaning, laundry, utensil washing, and basic meal preparation. The company aims to expand into Mumbai, Bengaluru, and other metro areas within the next 12-18 months. Sardana confirmed that the startup reverted to India to avoid capital gains taxes associated with the company’s initial US domicile. Each professional employed by Pronto undergoes training and verification, ensuring reliable service fulfillment. Sardana acknowledged the challenges of rapid expansion, particularly regarding cost management and demand generation, which are crucial for the sustainability of their service model in the highly competitive home services market.

Home services startup Pronto has raised $11 million in funding co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. The fresh capital will help onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Pronto is valued at $45 million post-funding round. Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for cleaning, laundry, utensil washing, and meal preparation tasks. Operating on a shift-based model, it offers 10-minute fulfillment, guaranteed shifts, and higher earnings for workers. The startup plans to expand into Mumbai, Bengaluru, and other metros over the next 12-18 months, setting up micro-hubs for rapid service. Sardana stated that the decision to flip back to India was made to avoid capital gains tax upon transitioning from the US. Pronto's average order value ranges between Rs 200 and Rs 300. Despite rapid expansion resulting in higher costs, the model addresses inconsistencies in availability and trust for households while ensuring stable income for workers. Given the increased competition in the quick home services sector, demand generation will be critical for sustainability.

How Loren Castle built popular cookie dough company Sweet Loren's Skip Navigation Related Stories Work 41-year-old took over his family's struggling apple farm in his 20s Work How this 32-year-old's Houston food truck brings in over $1 million a year Success New Yorker quit her corporate job during a meeting—now she earns twice as much Get Ahead 37-year-old's wedding vow writing business brings in over $8,000 a month Earn 25-year-old quit her corporate job to teach Pilates—she earns more, is 'happier' Loren Castle did not have a certain career path in mind when she graduated from the University of Southern California in 2006. The then 22-year-old New York City native got a degree in communications and knew she liked health, wellness and business, "but I had no idea what I was going to do with my life," she says. Post-graduation, she went back to New York but planned to move to L.A. permanently to see where life took her. Just months after graduating, however, Castle was diagnosed with stage 2 Hodgkin's Lymphoma, a cancer that attacks the immune system, and had to undergo six months of chemotherapy. Depressed, she began seeing a therapist who helped her see the moment as empowering and an opportunity. There were still ways in which she could take control. One such way was her diet — she could make sure to eat healthy even after her treatment. Castle began taking nutrition and cooking classes, but she quickly discovered something was missing: dessert. "I have a huge sweet tooth," she says, and she couldn't find baked goods made with more whole foods that didn't use ingredients like bleached white flour, corn syrup and artificial chemicals. So Castle started trying to make healthier desserts for herself. She took a typical chocolate chip cookie recipe, for example, and "just started tweaking little by little," she says. She substituted bleached white flour with whole grain flours like oat flour and refined brown sugar with cane sugar and molasses, eventually landing on a recipe that was both made with natural ingredients and "the best cookie I've ever had." Nearly 20 years later, Castle is founder and CEO of Sweet Loren's, which sells vegan, gluten-free and allergen-free refrigerated cookie dough in an assortment of flavors as well as refrigerated puff pastries, pizza and pie crust, is sold in 35,000 grocery stores nationwide and is estimated to have brought in $97 million in gross sales in 2024. Here's how the 40-year-old built her cookie empire. 'You need to do something with this' After completing her treatment in 2007, Castle, who had to stay in New York for several years to continue regular checkups with her doctor, tried working in an assortment of industries: PR, finance, food and beverage. By night, Castle would return home to her kitchen and continue baking, amassing a binder full of healthier cookie recipes. "I wanted to create an oatmeal cranberry cookie," she says. "I wanted to create a fudge brownie cookie recipe." By 2010, having gotten positive feedback from family and friends, Castle started expanding her reach. She entered a baking competition run by the nonprofit Lower Eastside Girls Club, for example, where judge and acclaimed pastry chef Gina DePalma told her, "you need to do something with this," she says. That was the first time "someone that was highly regarded in the professional dessert pastry world was recognizing what I was doing." Castle selling at a farmer's market in New York. Courtesy Loren Castle Castle also started selling her cookies at various farmer's markets throughout the city, getting "great confirmation that people loved it." In early 2011, she competed in another New York contest, The Next Big Small Brand for Culinary Genius contest run by a local design agency, and won both first place in the competition and the people's choice award. For her prize, the agency helped her design her branding. Around this time, a friend of her mother's who specializes in branding helped Castle land on the name Sweet Loren's. 'How does one even get into Whole Foods?' In 2010, Castle started taking a business writing course teaching the basic logistics of starting a business like the cost of rent, the number of employees necessary and the importance of location. Still regularly baking at home, she'd bring extra cookies to class and discovered a classmate worked at Whole Foods restocking shelves. "I asked him, 'how does one even get into Whole Foods?'" she says. "And he said, 'let me talk to my boss.'" He quickly called Castle to let her know she had a meeting with the head buyer at a Manhattan location of Whole Foods. Castle and the buyer considered the various options for selling her cookies including packaged, baking mixes and raw cookie dough. The latter stood out as the most interesting option. "No one's built the next brand name that stands for natural in cookie dough," she says he told her. And it clicked that that's what her business should be. Using $25,000 of her own personal savings, she says, Castle spent seven months trying "to find a factory, design packaging, scale up recipes." By January 2011, Sweet Loren's was selling at Whole Foods. 'I love your concept, but my kid is nut-free' Castle took a few years to perfect her product and slowly started selling at more Whole Foods locations and hiring staff. As she started expanding to other major supermarkets like Kroger and Publix, she got emails from customers about her cookie dough. Castle with her daughters. Courtesy Loren Castle They'd say, "Hey, I love your concept, but my kid is nut-free or my husband is gluten-free or we're trying to be more plant based," she says. She realized there was enough demand to try a cookie dough that's "gluten-free, dairy-free, nut-free," removing all of the major allergens, she says. When they finally launched it in April 2017, "it became our No. 1 [cookie dough] overnight." In 2018, all of the company's products were switched to be vegan and allergen-free. Sweet Loren's raised the price of their cookie dough by $1 each to cover expenses, and "from that moment on, Sweet Loren's was profitable," she says. 'I don't feel like we're selling another product or cookie' This year, Sweet Loren's is projected to generate $120 million in sales. Still, there have been challenges in growing the business. Starting alone was tough. "There were many nights that I would call my best friend or my sister just crying hysterically because it was hard," says Castle. And finding the right supplier was tricky. She's tried "five different factories over the years to figure out who we can trust, who can deliver always on time, who has the best quality, who can grow with us," she says. But she's now thrilled to offer the service she was missing after getting diagnosed with cancer. "I don't feel like we're selling another product or cookie," she says through tears. "I really feel like we're creating a lifestyle for people that makes them feel their best, and it makes them feel heard in the food industry." Want to up your AI skills and be more productive? Take CNBC's new online course How to Use AI to Be More Successful at Work. Expert instructors will teach you how to get started, practical uses, tips for effective prompt-writing, and mistakes to avoid. Plus, sign up for CNBC Make It's newsletter to get tips and tricks for success at work, with money and in life.

As global diamond sales continue to decline, Botswana and De Beers have announced a strategic marketing initiative aimed at reinvigorating consumer interest in natural diamonds. By Karabo Ledwaba 26 Feb 2025 26 Feb 2025 Whatsapp Print PDF X Linked-in Facebook More sharing options Source: www.unsplash.com Downturn This move comes amid a significant downturn in the market, with natural diamond prices falling by 26% over the past two years and lab-grown diamonds experiencing an even sharper price drop of 74% since 2020. In response, the two entities have committed to co-investing in marketing efforts designed to protect the long-term value of natural diamonds and restore consumer confidence. The marketing campaign will focus on category marketing and other promotional efforts, agreed upon annually, to bolster the ethical and symbolic value of natural diamonds. De Beers and the Government of Botswana will share the financial responsibility for these initiatives based on their respective shares of Debswana’s diamond supply. Regulatory overhaul puts halt on DRC cobalt exports Lindsey Schutters 25 Feb 2025 The challenges facing the diamond industry have been underscored by De Beers' recent sales figures. In 2024, De Beers' sales of rough diamonds fell for the second time in the year, recording a provisional $315m—down from $383m in the previous cycle and a significant drop from $456m at the same time in 2023. While De Beers attributed the decline to the traditionally quieter summer period, industry experts argue that the results reflect a market that remains under pressure, with demand struggling to recover. Transformation The diamond industry is undergoing a profound transformation, with shifting consumer preferences and ethical considerations reshaping the market. Lab-grown diamonds have gained traction as a seemingly sustainable alternative - although that has been greatly debated - leading to an overall decline in demand for traditionally mined diamonds. Whether this marketing initiative will be enough to counteract broader market trends remains to be seen, but it represents a clear effort to safeguard an industry that has long been a cornerstone of Botswana’s economy and De Beers’ global operations.

A Mattress Company Has Been Named The Fastest-Growing Start-Up in Europe by Cody Gohl | Updated: June 3, 2021 Sleepopolis may earn a commission on sales through our affiliate links in this article. This commission allows us to run our testing lab and continue to bring our readers the most comprehensive information on sleep and related products. See our disclosures . Written by Cody Gohl Cody Gohl Cody is a former staff editor at Sleepopolis. His work has appeared online for Esquire, Next, LOGO TV, Fandom, Citylife, The Manual, and more. View Profile Updated on June 3, 2021 Updated on June 3, 2021 The fastest-growing start-up in Europe has been identified and—surprise, surprise—it’s a bed-in-a-box company. Tech and reporting companies Ayden and The Next Web (TNW) made the declaration at their fifth annual Tech5 Competition celebration dinner earlier this week. The yearly match-up sees hundreds of brands from the United Kingdom, Netherlands, Germany, France, Spain and Sweden vying to be crowned as the queen supreme of the European start-up world. This year, the winner was Emma, a German-based mattress retailer founded in 2015 as the answer to the bed-in-box trend in the United States. To emerge victorious, Emma, along with all the other businesses that finished in the top ten, had to provide verified growth rate information to Ayden and TNW along with signed affidavits confirming their validity. Once all this information was compiled, it was revealed that the mattress company saw a revenue increase of 14,315%, making it the clear front-runner. Emma currently features three different mattresses in its line-up: the flagship Emma One, the three-foam-layer Emma Original and the premium Emma Air built with special ventilated technology. These beds (starting out at just €290) are only available in Germany and the UK. MATTRESS START-UPS ON THE RISE Over the past decade, direct to consumer bedding companies have seen a ton of growth in the start-up sphere. In fact, some of the fastest-growing companies on the US online-only market these days are mattress brands (Casper, Tuft & Needle, Purple and Leesa immediately come to mind, though there are of course dozens more that also fit the bill). So what’s with all this lightning-fast growth? Some attribute it to the low, low costs of buying and shipping things online. A few point to the transparency of working with a company that makes all its own beds. And still others think it might have something to do with the kinds of playful advertisements that only a digital brand could get away with. Here at Sleepopolis, we think it comes down to something simpler: a growing awareness of the importance of a good night’s rest. One of the most important things the bed-in-a-box boom has done has made us all more cognizant of not only how we sleep, but how we can sleep better and turn our eight hours of shut-eye into something truly restorative. And as the trend spreads from the US to Canada, the UK, Germany, India and beyond, it’s clear that it won’t be stopping anytime soon. Featured image provided courtesy of Emma’s Instagram. End Google Tag Manager (noscript)

More consumers are seeking dining experiences versus just meals Subscribe Subscribe Operations Related Topics Marketing & Branding Labor Delivery & Takeout Solutions Equipment Food Safety Executives Recent in Operations See All Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Technology Related Topics Automation Delivery Loyalty AI in Restaurants Recent in Technology See All Sponsored Content Serving Success: How Tommy Bahama is Driving Retention, Flexibility, and Performance Serving Success: How Tommy Bahama is Driving Retention, Flexibility, and Performance Nov 5, 2025 2:00 pm EST Sponsored Content Real Strategies for AI in Restaurants Real Strategies for AI in Restaurants Oct 30, 2025 1 Hr View Segments Related Topics Fast Casual Casual Dining Fine Dining Independent Restaurants Emerging Chains Regional Chains Quick Service Eatertainment Family Dining Recent in Segments See All Fast Casual CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth by Sam Oches Oct 30, 2025 Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Finance Related Topics Mergers & Acquisitions Franchising Recent in Finance See All Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Casual Dining HopCat acquired by Uncommon Equity HopCat acquired by Uncommon Equity by Alicia Kelso Oct 30, 2025 2 Min Read Menu Trends Related Topics Food Trends Beverage Trends Chef Trends Sandwich Trends MenuMasters Spotlight Recent in Menu Trends See All Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Insights Related Topics Restaurant Experience Expert Opinions Top 500 Restaurants Supplier News Recent in Insights See All Fast Casual CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth by Sam Oches Oct 30, 2025 Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Multimedia Resources Related Topics 2025 AI Insights Report 2025 FSTEC Show Recap Event Insider: FSTEC 2025 FSTEC Pre-Show Tech Guide 2025 Restaurant Show Recap Event Insider: Restaurant Show Event Recap: RLC Event Insider: CREATE Event Recap: CREATE 2025 Technology Outlook Report 2025 Data Insights Report Sustainability Outlook 2025 Sponsored By Top 500 Restaurants Insights More consumers are seeking dining experiences versus just meals More consumers are seeking dining experiences versus just meals More consumers are seeking dining experiences versus just meals Yelp data finds that more diners are seeking options that prioritize entertainment and uniqueness Alicia Kelso , Executive Editor , Nation&#x27;s Restaurant News June 30, 2025 2 Min Read KPOT&#x27;s sales jumped 34% last year as more consumers seek experiential dining Photo courtesy of KPOT Tighter budgets are apparently causing more consumers to seek broader experiences while dining out. According to Yelp data analyzing consumer searches from January to March, diners are seeking options that prioritize entertainment and uniqueness. For example, searches for Le Petit Chef were up 509% during Yelp’s timeframe. Le Petit Chef bills itself as “an immersive dining experience” that combines culinary arts with technology. The concept features “the world’s smallest chef” — a 6-centimeter-tall, animated Frenchman who is brought to life on diners’ tables using 3D projection technology. Further, “hibachi catering” searches jumped by 55%, while searches for “chef’s table” were up 36%, and “popup restaurant” searches were up 14%. Medieval Times searches were up 40%. The concept has been around since 1973, featuring a dinner theater experience that transports guests to an 11 th century Medieval feast and tournament. Yelp’s data corroborates some of Technomic’s Top 500 data from 2024, in which concepts such as Cooper’s Hawk, KPOT Korean BBQ &amp; Hot Pot, Kura Sushi, and Puttshack grew their sales significantly faster than the industry average of just above 3%. Cooper’s Hawk sales jumped 12.5% last year to finish with $605.3 million. The concept considers itself to be a “wine-driven lifestyle brand,” with a wine club featuring tastings, members-only events, and more. Related: Jack in the Box selling Del Taco for $115M KPOT, meanwhile, jumped by 34% to finished with $398 million, leveraging rising consumer demand for Korean barbecue while also allowing guests to cook their own food in an interactive, all-you-can-eat format. Kura Sushi’s revolving sushi bar attracted plenty of consumers last year, as the chain generated a 27% year-over-year increase in sales to finish with $237.8 million. Puttshack, which combines tech-integrated mini golf with a globally-inspired menu, experienced 60.2% sales growth last year to finish with $32.2 million. These trends also match recent research conducted by hospitality management platform SevenRooms finding that diners have become more selective in their spending, but they’re willing to spend for experiences that feel “premium and exclusive.” Seventy-four percent of consumers said they will return to a restaurant after a unique experience. Contact Alicia Kelso at [email&#160;protected] About the Author Alicia Kelso Executive Editor, Nation&#x27;s Restaurant News Alicia Kelso is the executive editor of Nation&#x27;s Restaurant News. She began covering the restaurant industry in 2010 for QSRweb.com, FastCasual.com, and PizzaMarketplace.com. When her son was born, she left the industry to pursue a role in higher education, but swiftly returned after realizing how much she missed the space. In filling that void, Alicia added a contributor role at Restaurant Dive and a senior contributor role at Forbes. Her work has appeared in publications around the world, including Forbes Asia, NPR, Bloomberg, The Seattle Times, Crain&#x27;s Chicago, Good Morning America, and Franchise Asia Magazine. Alicia holds a degree in journalism from Bowling Green State University, where she competed on the women&#x27;s swim team. In addition to cheering for the BGSU Falcons, Alicia is a rabid Michigan fan and will talk about college football with anyone willing to engage. She lives in Louisville, Kentucky, with her wife and son. Follow her on TikTok @aliciakelso See more from Alicia Kelso Subscribe Nation&#x27;s Restaurant News Newsletters Get the latest breaking news in the industry, analysis, research, recipes, consumer trends, the latest products and more. Sign Up Now You May Also Like Insights Content Spotlight New FS/TEC Technology Guide helps restaurants navigate complex tech landscape The FS/TEC Restaurant Technology Guide is a free digital resource for operators Read More Featured Fast Casual CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth Oct 30, 2025 Recent News Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Casual Dining Content Spotlight Get to know Rick Cardenas, the Darden CEO who started there as a busser The executive shares his advice, along with his most-binged TV show, favorite sports team, and most-used app Watch Now

Brands are thinking out of the (blind) box Skip to main content Sponsored by By Katie Hicks August 26, 2025 • 5 min read Sponsored by Partnerships that pay off. Say goodbye to your spreadsheets. impact.com helps you automate your affiliate, influencer, and referral programs with insights + tools. Turn connections into cash . Marketers love to “surprise and delight.” So do consumers. People are increasingly purchasing items without knowing exactly what product, or which variation of a product, they’re going to get. This year, the phenomenon of blind boxes, or mystery boxes, which originated in Asian markets, took off with US consumers amid the growing popularity of keychain Labubu dolls and Sonny Angel figurines. Pop Mart, the brand behind Labubus and other blind-box brands, made 13.88 billion yuan ($1.93 billion) in the first half of this year alone . MGA Entertainment sells blind-box items like LOL Surprise dolls, which first launched in 2016, and CMO Josh Hackbarth said the company is seeing a current “burst” in demand, which he credits in part to nostalgia and to the rise of the “ kidult ” consumer. “A lot of the kids that grew up with our products and maybe some similar surprise unboxing ones now have adult money,” Hackbarth told us. It’s not just toy brands getting in on the trend. Andy Rebhun, chief marketing and experience officer of fast-casual chain Cava, told us the brand decided to give out blind-box-style pita-chip plushies with the purchase of its Hot Harissa Meal earlier this month after seeing the social media fervor for Pop Mart items. “The team decided to lean in and place a bet,” Rebhun said. “Sure enough, it was a really good bet for this moment in culture.” For brands of all kinds, blind boxes can serve to encourage repeat purchases while presenting a marketing opportunity to reach customers of different ages and budgets. Beyond that, the excitement around unboxing mystery items is ripe for social, giving brands a chance to go viral and generate additional brand awareness online. Small cost, big reward? If there’s one thing that unites people of all ages, it’s a love of opening presents. “Consumers really like the element of surprise and not knowing,” Rebhun said. “It’s like when you think about the holiday time when people unwrap a gift, it usually evokes a feeling of excitement and joy.” While LOL Surprise’s main demographic is kids, Hackbarth said the brand has seen more interest from adults, especially among collector audiences, as it’s released lines with throwback IP, like the Powerpuff Girls and Care Bears. Blind boxes can also provide an opportunity for brands with higher price points to reach customers with smaller budgets. Athleisure brand Set Active, streetwear brand Madhappy, and cookware brand Le Creuset are among the retailers that have used mystery boxes to help clear out inventory at lower price points, and luxury liquidation brands like Heat and Scarce sell mystery boxes filled with off-season, luxury fashion items at a discount. “[It’s] a very covert, easy way to get [product] out the door,” Noah Eisemann, global managing director of social and influencer at VML, told us. As inflation and tariffs push up the prices of many everyday products, some consumers may view blind boxes as mini-luxuries or affordable treats, Eisemann said. The Le Creuset Factory to Table sale, for instance, offers consumers the chance to buy a mystery box that costs $50 and promises up to $350 worth of products. LOL Surprise dolls encourage repeat purchases through a collect-them-all strategy, which sometimes involves interconnecting toys to crack a code or unlock a certain power once a set is complete. However, there are also benefits for brands that lean into the scarcity mindset to drum up product interest. For its activation, Cava set a limit of one plushie per customer across the US, Rebhun said—although he did hear of some people going back for seconds. “We appreciate that excitement,” he said. Show and tell Whether it’s unboxing a Labubu doll or a Le Creuset mystery box, the widespread interest and emotional intrigue of a blind box is ripe for user-generated content. Unboxing content has long thrived on YouTube, with 10- to 15-minute-long episodes showing off every item detail, but in the last couple of years, Hackbarth has observed an explosion of shorter and snappier creator-led unboxing videos on platforms like TikTok and YouTube Shorts. The #BlindBox tag on TikTok alone has more than 1.3 million posts, and some creators on the platform have built enormous followings from posting unboxing content. “People want to tell others and show others what they’ve got and create that shared experience,” Hackbarth said. The influx of social content that comes from blind boxes is what inspired Cava to venture into the space, Rebhun said. In a private Instagram channel with brand superfans, Cava prompted members to share pictures of their plushies once secured, but he said most of the plushie content online has been organic, he said. View this post on Instagram A post shared by laney (@laneygrn.eats) “They created videos, they did Instagram static posts,” Rebhun said. “It’s really a pleasure to see that type of reaction to something like this because it’s everything that marketers and brands would want.” MGA partners with creators to produce unboxing videos, Hackbarth said, and that content has generated hundreds of millions of views, both paid and organic. ASMR-style videos, he noted, are particularly appealing to some viewers. The company is also experimenting with eventized, live unboxings, which are teased ahead of time to help build excitement and reach both kids and kidults alike. That all can add to the dopamine hit of the surprise, which users can experience secondhand through the screen. “It’s that thrill of the chase,” Hackbarth said. Copy Get marketing news you&#x27;ll actually want to read Marketing Brew informs marketing pros of the latest on brand strategy, social media, and ad tech via our weekday newsletter, virtual events, marketing conferences, and digital guides. Subscribe

Why restaurant operators should consider becoming content creators Subscribe Subscribe Operations Related Topics Marketing & Branding Labor Delivery & Takeout Solutions Equipment Food Safety Executives Recent in Operations See All Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Technology Related Topics Automation Delivery Loyalty AI in Restaurants Recent in Technology See All Sponsored Content Serving Success: How Tommy Bahama is Driving Retention, Flexibility, and Performance Serving Success: How Tommy Bahama is Driving Retention, Flexibility, and Performance Nov 5, 2025 2:00 pm EST Sponsored Content Real Strategies for AI in Restaurants Real Strategies for AI in Restaurants Oct 30, 2025 1 Hr View Segments Related Topics Fast Casual Casual Dining Fine Dining Independent Restaurants Emerging Chains Regional Chains Quick Service Eatertainment Family Dining Recent in Segments See All Fast Casual CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth by Sam Oches Oct 30, 2025 Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Finance Related Topics Mergers & Acquisitions Franchising Recent in Finance See All Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Casual Dining HopCat acquired by Uncommon Equity HopCat acquired by Uncommon Equity by Alicia Kelso Oct 30, 2025 2 Min Read Menu Trends Related Topics Food Trends Beverage Trends Chef Trends Sandwich Trends MenuMasters Spotlight Recent in Menu Trends See All Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Insights Related Topics Restaurant Experience Expert Opinions Top 500 Restaurants Supplier News Recent in Insights See All Fast Casual CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth by Sam Oches Oct 30, 2025 Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Multimedia Resources Related Topics 2025 AI Insights Report 2025 FSTEC Show Recap Event Insider: FSTEC 2025 FSTEC Pre-Show Tech Guide 2025 Restaurant Show Recap Event Insider: Restaurant Show Event Recap: RLC Event Insider: CREATE Event Recap: CREATE 2025 Technology Outlook Report 2025 Data Insights Report Sustainability Outlook 2025 Sponsored By Marketing & Branding Insights Expert Opinions Why restaurant operators should consider becoming content creators Why restaurant operators should consider becoming content creators Why restaurant operators should consider becoming content creators Four dual restaurant operators/influencers share their insights on growing their customer base through content creation Joanna Fantozzi , Senior Editor June 27, 2025 5 Min Read Social content is important for business owners too. Image compiled by Sue Pearsall Editor’s note: Nation’s Restaurant News is excited to partner with Belle Communication to launch The Influencer Insider, a new content series highlighting social media influencers and how their perspectives — and audiences — can be leveraged for restaurant success. Click here for more information. Readers who have been following this influencer series for some time likely already know that social media content creators are becoming increasingly vital to the popularity and longevity of restaurants. But what happens when these two worlds collide? Meet the growing group of operator-influencers: the social media content creators that also own restaurants. Public relations agency Belle Communication has built Brilli, an influencer insights tool that surveys influencers on trends that they and their followers are seeing or want to see from restaurants and food operators. This month, Belle Communication surveyed four operator-influencers about their dual-career journeys, how they built their audience, and the effect that Internet popularity has on their restaurant businesses. “Guests are showing up to restaurants and saying, ‘I saw you on Instagram,’” Kate Finley, founder and CEO of Belle Communication, said. “That’s happening more and more. Whether it’s an operator’s own content or a local foodie sharing their experience, people are choosing where to eat based on what they see online. Having a social media presence is no longer a nice-to-have in restaurant marketing; it's a must for visibility and traffic.” Related: Social media creators fuel beverage boom as coffee, dirty soda drive engagement There is no one-size-fits-all journey to becoming an owner-influencer. Among the content creators surveyed, there was an even split between those who began their careers as content creators before opening restaurants and those who established restaurants first before developing their social media presence. “I was definitely a chef first: I went to cooking school at the age of 13 when there wasn't any social media or internet,” Romain Avril (@chefromainavril) said. “When social media was just photos, I feel everyone had this perception of me as a French Michelin background chef that was serious and arrogant and that wasn't me at all. So, when video was introduced, I thought ‘how can I create content that has some sort of comedic relief that is still associated to food where I can show my personality?’ And that’s how I started creating more light-hearted series like ‘Trash It.’” Meanwhile, Lin Smith Jerome (@lin_smith_jerome) started off as a content creator before opening her first restaurant, Café Lola, in Las Vegas. She said she opened the restaurant with “a content mindset,” and wanted to create photogenic and experiences for guests. For Jerome, content creation is embedded into her workday as an operator, and both are just as important aspects of her business. Related: Purpose and timing matter most for restaurant social content, influencers say “I treat content creation like any other part of the business—it gets blocked into my calendar just like a construction walk-through or investor meeting,” Jerome said. “I also batch film and repurpose wherever I can. I’ll shoot lifestyle content during a site visit, or turn a design install into a behind-the-scenes reel.” Every content creator surveyed said that their online presence has an offline effect on their brick-and-mortar business—from people recognizing them from Instagram, to guests coming in to their restaurants because they’re a fan of their content. “It's a little hard to gauge, but I would say it has definitely brought in more people,” Ben Diaz (@chefbendiaz), owner of Tacos el Chapin and CBD Cuisine, said. I constantly get a stream of guests coming in saying, ‘I came in because I saw you on Instagram/ YouTube.’ It’s a bit of a strange feeling, like, is this real?” Anthony John Scardino (@professorpizza) decided to invest more in content creation after seeing his online success boost business for his Chicago pizzerias, West Town and Old Town. Content creation is a commitment, which means investing in the proper equipment and understanding the algorithms. Related: How B2B foodservice brands can leverage chef partners to boost social influence “I used to hate leaning my phone against something while trying to find the perfect angle to capture me making a pizza because it felt more like a production,” Scardino said. “Then when I got a basic tripod, it made the process more approachable. … Consistency is key. The more video you can do to support the current algorithm, the better. When I was first growing, I’d go live at the same time every day for the same amount of time. Consistency also means using the same background or setting. It helps build familiarity and an organic following over time.” Content creators who are also business owners have the unique opportunity to grow a b2b following that’s not just a regular consumer audience. Most of the influencers surveyed said that their audiences are a mix of chefs, home cooks, restaurant owners, and regular people who love following food content on social media. “My following was male chef-heavy at the beginning, but it's always evolving depending on what videos of mine become popular,” Avril said. “As a French man, I have less than 1% of a French following. A majority of my following is in America, so I have to think about what Americans will be drawn to. Some people are there for the food and some people are there for the comedic relief. Some are chefs and some are at-home cooks.” One of the most important aspects to transitioning into content creation is to share your story authentically. Jerome said that sharing her story online has translated into real-life opportunities and collaborations that she would never have run into otherwise. “Every time we post a new buildout or launch event, we see a spike in inquiries and press, so the ROI is both measurable and long-term,” she said. Contact Joanna at [email protected] About the Author Joanna Fantozzi Senior Editor Joanna Fantozzi is a Senior Editor for Nation’s Restaurant News and Restaurant Hospitality. She has more than seven years of experience writing about the restaurant and hospitality industry. Her editorial coverage ranges from profiles of independent restaurants around the country to breaking news and insights into some of the biggest brands in food and beverage, including Starbucks, Domino’s, and Papa John’s. Joanna holds a bachelor’s degree in English literature and creative writing from The College of New Jersey and a master’s degree in arts and culture journalism from the Craig Newmark Graduate School of Journalism at CUNY. Prior to joining Informa’s Restaurants and Food Group in 2018, she was a freelance food, culture, and lifestyle writer, and has previously held editorial positions at Insider (formerly known as Business Insider) and The Daily Meal. Joanna’s work can also be found in The New York Times, Forbes, Vice, The New York Daily News, and Parents Magazine. Her areas of expertise include restaurant industry news, restaurant operator solutions and innovations, and political/cultural issues. Joanna Fantozzi has been a moderator and event facilitator at both Informa’s MUFSO and Restaurants Rise industry events. Joanna Fantozzi’s experience: Senior Editor, Informa Restaurant & Food Group (August 2021-present) Associate Editor, Informa Restaurant & Food Group (July 2019-August 2021) Assistant Editor, Informa Restaurant & Food Group (Oct. 2018-July 2019) Freelance Food & Lifestyle Reporter (Feb. 2018-Oct. 2018) Food & Lifestyle Reporter, Insider (June 2017-Feb. 2018) News Editor, The Daily Meal (Jan. 2014- June 2017) Staff Reporter, Straus News (Jan. 2013-Dec. 2013) See more from Joanna Fantozzi Subscribe Nation's Restaurant News Newsletters Get the latest breaking news in the industry, analysis, research, recipes, consumer trends, the latest products and more. Sign Up Now You May Also Like Insights Content Spotlight New FS/TEC Technology Guide helps restaurants navigate complex tech landscape The FS/TEC Restaurant Technology Guide is a free digital resource for operators Read More Featured Fast Casual CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth Oct 30, 2025 Recent News Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Casual Dining Content Spotlight Get to know Rick Cardenas, the Darden CEO who started there as a busser The executive shares his advice, along with his most-binged TV show, favorite sports team, and most-used app Watch Now

Sloomoo Institute founders: How we started a profitable slime company Skip Navigation Related Stories Work Amy Poehler says she&#x27;s never taken sick days: &#x27;We were sold a productivity myth&#x27; How I Made It 48-year-old quit Wall Street job to start a business—now it brings in $70M/year Earn 25-year-old quit her corporate job to teach Pilates—she earns more, is &#x27;happier&#x27; Get Ahead 25-year-old tech consultant took unpaid time off to be on &#x27;Love Island&#x27; Earn Couple sold their company for $745M, but felt numb after: &#x27;We couldn&#x27;t process it&#x27; Sara Schiller and Karen Robinovitz, co-founders and co-CEOs of The Sloomoo Institute Lanna Apisukh The day Karen Robinovitz was reintroduced to slime in 2018, she ran up to her New York apartment&#x27;s rooftop with her friend&#x27;s 10-year-old daughter and tried drizzling it all the way to the ground. "It turned me into a 7-year-old for four hours," says Robinovitz, 52. It was the first time she&#x27;d felt joy in a year and a half, she says. Within a nine-month span, her husband had died by suicide and her teenage cousin was killed in the Parkland high school shooting. Amid medications, support sessions and therapy, playing with slime offered Robinovitz some unexpected relief — so she bought a handful, then hundreds, of jars from TikTok creators. She&#x27;d stumbled onto a niche industry: Some small businesses, particularly on TikTok, have reported bringing in more than $1 million per year making and selling stretchy, elastic goo that you can squish and pop in your hands. But Robinovitz, who ran a talent management agency for social media influencers, and her friend Sara Schiller, founder of an event space company, saw a chance to sell more than just slime. DON&#x27;T MISS: How to use AI to be more productive and successful at work Today, they co-run The Sloomoo Institute, an interactive slime experience — a description they prefer to "museum" or "play space" — with locations in New York, Los Angeles, Atlanta, Chicago and Houston. After buying tickets, which average $34 per person, visitors are handed a gob of slime and invited to smack it against a wall. Inside, they&#x27;ll find customizable slime stations, ASMR rooms and white fiberglass vats of slime with different textures and smells. Sloomoo sells slime too, but about 85% of its revenue — up to $4.3 million per month last year, it says — comes from ticket sales. Its first four locations brought in $28.9 million in revenue in 2023, including $4.6 million in earnings before interest, taxes, depreciation and amortization (EBITDA), according to documents reviewed by CNBC Make It. The company says its full-year earnings for 2024 aren&#x27;t yet finalized. "Karen and I [have] a deep belief that in tapping into your senses, you&#x27;re creating an emotional connection," says Schiller, 54, adding that Sloomoo has been profitable since the day its first location opened. "That&#x27;s so much more powerful than just mailing out packages of slime." &#x27;Lines down the block&#x27; for slime Sloomoo unofficially began at one of Robinovitz and Schiller&#x27;s weekly get-togethers, at Schiller&#x27;s loft in Manhattan&#x27;s Soho neighborhood. Both women needed emotional relief: Schiller&#x27;s husband suffered brain-damaging strokes a couple years prior, making her the family&#x27;s sole caretaker. Slime occupied their hands as they spoke: Such sensory-heavy activities can improve depression and anxiety symptoms, some studies show . Then, the pair watched Schiller&#x27;s daughters, one of whom is nonverbal and has limited motor skills, handling the slime together — a rare way for the siblings to connect and play with each other. The two friends bought more than 900 jars of slime to study, Schiller says, then worked on their own recipes. (Always start with Elmer&#x27;s glue, Robinovitz says.) They attended conferences, where they met and hired slime creators, and raised $1 million from a private investor, the co-CEOs say. Robinovitz and Schiller stretching slime out of one of Sloomoo&#x27;s fiberglass vats. Courtesy of Sloomoo Institute They put $400,000 of their investment money aside — "If this flopped, we still had to pay rent," Schiller says — and put the other $600,000 into refurbishing a rental space near Schiller&#x27;s home. They invited slime, parenting and lifestyle influencers on hardhat tours mid-construction as a marketing strategy, Schiller says. Their grand opening in October 2019 sold out — 3,000 tickets — before the duo even opened their doors, they say. "I remember this mother was crying to me, saying, &#x27;My daughter has to come today, all her friends are here,&#x27; and I was like, &#x27;I cannot sell you a ticket, we&#x27;re at capacity,&#x27;" Robinvitz recalls. "But when I turned around, the little girl ran [in], threw off her shoes and jumped in the lake of slime." "There were lines down the block," Schiller adds. "People weren&#x27;t mad they were jostled in. They couldn&#x27;t believe they had an opportunity to actually get in." Debt, expansion and &#x27;doing something that&#x27;s never been done before&#x27; In its first week, Sloomoo sold $1 million worth of tickets, Robinovitz and Schiller say. Five months in, the Covid-19 pandemic arrived and the business let go of roughly 90 part-time employees, keeping just the co-CEOs, a bookkeeper and their resident slime-maker . They sold slime online, hosted virtual slime-making camps for kids, and hosted corporate workshops for companies like Google and Pfizer until fully reopening in 2021. The following year, Sloomoo raised $5.8 million in a Series A funding round led by Raptor Group, and opened its Chicago and Atlanta locations. The company took on $5 million in debt from its investors to open in Houston in 2023 and Los Angeles last year, the co-CEOs say. They&#x27;ve paid the money back, and their future expansion plans include more locations, physical products, leaning programs, games and even live entertainment, they note. Schiller and Robinovitz adding to a slime wall. Lanna Apisukh The popularity of their central product, the slime itself, has ebbed and flowed over the decades — from the slippery, chemical-smelling slime of the 1970s to Nickelodeon&#x27;s "Slime Time Live" in the early 2000s. Since today&#x27;s TikTok-fueled slime popularity will probably fade eventually, Sloomoo&#x27;s longevity is dependent on giving visitors memorable, unique experiences, says experience economy researcher, consultant and author Joe Pine. Experience-based businesses are successful when they&#x27;re memorable, meaningful, create a sense of awe and, most elusively, change who we are, says Pine. Interactive art exhibition company Meow Wolf and Italian food market chain Eataly, for example, check all four boxes, he says. Sloomoo&#x27;s vats, walls and lakes of scented slime fulfill the first three, Pine notes. He&#x27;s not 100% sold on Sloomoo&#x27;s ability to transform people — but Schiller and Robinovitz say it&#x27;s certainly changed the two of them, at the very least. "Karen and I could be SVPs at major companies, and we&#x27;ve chosen to do this because it&#x27;s really meaningful to us," Schiller says. "We want people to know that you can choose to try, get out there and do something that&#x27;s never been done before." "After what we&#x27;ve both been through, what are we going to be afraid of now?" she adds. Want to up your AI skills and be more productive? Take CNBC&#x27;s new online course How to Use AI to Be More Successful at Work . Expert instructors will teach you how to get started, practical uses, tips for effective prompt-writing, and mistakes to avoid. Pre-register now and use coupon code EARLYBIRD for an introductory discount of 30% off $67 (+ taxes and fees) through February 11, 2025. Plus, sign up for CNBC Make It&#x27;s newsletter to get tips and tricks for success at work, with money and in life.

What Honey & Co. Can Teach Restaurants About Experiential Dining Lifestyle Dining What Honey & Co. Can Teach Restaurants About Experiential Dining By Lela London , Senior Contributor. Forbes contributors publish independent expert analyses and insights. Lela is a London-based writer and editor who covers food and drink. Follow Author Aug 26, 2025, 02:50am EDT Aug 26, 2025, 10:36am EDT Share Save Comment Honey & Co.'s Itamar Srulovich and Sarit Packer Honey & Co There are few things more humbling than standing over a bed of live coals trying to coax a skewer into something succulent, rather than shameful. Safe to say: barbecue brings out the best intentions and the worst results, yet Honey & Co, the grill-focused restaurant group from Sarit Packer and Itamar Srulovich, found that gap between aspiration and reality and turned it into a masterclass. At their Fitzrovia site, Honey & Smoke, guests of their newly-launched BBQ masterclass are handed skewers, guided to the grill, and asked to do what most of us usually get wrong: cook meat over live flame with confidence. And, in doing so, make an arguably perfect business case for experiential dining at a time when restaurants are searching for revenue beyond dinner service. Here is the model, smouldering in front of you—an experience that is intimate, instructive and, crucially, scalable. Packer and Srulovich aren’t dilettantes, either. Over the past decade they’ve built one of London’s most recognisable restaurant brands. Honey & Co., their original Fitzrovia café, became a cult name on the strength of feta and honey cheesecakes, fragrant Israeli stews, and a warmth of hospitality that felt imported from a different dining era. Honey & Spice, their deli, expanded the reach. Honey & Smoke, the bigger sibling on Great Portland Street, gave them a stage for the grill cooking of their childhoods. Cookbooks and supper clubs extended the brand still further, making a masterclass their natural continuation. All at once: exceptional food served with education, story, and revenue. The class is refreshingly unvarnished, too. There is no gimmickry or “chef’s secrets” doled out with winks, but incredibly helpful facts and opportunities to practice everything not-so-secret secret as you go. You chop, you season, you make bread, you set skewers over coals, and you watch the chefs demonstrate the difference between letting the fire work for you and fighting against it. Food from the Honey & Co masterclass Honey & Co MORE FOR YOU As any of their cookbooks might teach you, but you may not have the personal resources or time to experience at such a scale, the details matter most: the way marinades cling, the moment the meat is ready, the kind of patience barbecue requires. In my own visit, I learned more in two hours than I had in years of reading cookbooks. As you’d expect, many attendees are repeat visitors from the couple’s supper clubs, who now treat the restaurants almost as a second home. Others were diehard fans who had eaten their way across the Honey & Co. portfolio and saw this as the logical next step (myself included). Others were complete newcomers and curious teens, yet even they spoke of the brand with a certain reverence.And that mix — loyalists deepening their connection, new faces being folded in — is where the business logic shines. For the restaurant, the benefits are obvious. Classes are ticketed, so they provide an additional revenue stream in a sector where margins are notoriously tight. They feed directly into loyalty. Once you’ve blistered aubergines under Honey & Smoke’s watch, you’re far more likely to buy the book, reserve a table, or drag a group of friends back for dinner. And they double as live consumer research. Watching a roomful of people react to spice mixes and grill techniques tells you more about your market than a stack of online reviews ever could. Honey & Co's BBQ masterclass food, served Honey & Co The context matters, too. British summers are warming, and the barbecue is enjoying extended cultural relevance among those of us who’d never bothered to get to grips with grilling previously. And that has a lot to teach other restaurants. Few will succeed at home — and that, ironically, is the genius. The harder the skill, the more loyal the student becomes to the teacher. As an expert in the restaurant industry, I truly believe the future of hospitality will be shaped as much by education as by service. Not all in this way, sure, but diners want to understand what they’re eating, and go home with knowledge as much as they do brilliant memories. The bar at Honey & Smoke Patricia Niven For restaurants, that means thinking in ecosystems rather than isolated transactions. A supper club feeds into a cookbook, which feeds into a class, which feeds back into the restaurant. Each layer strengthens the next. What sets Honey & Smoke apart is its balance of authority and accessibility. Guests know they are in capable hands, but nothing ever tips into intimidation. Even as a diner, you feel part of the process, not merely an observer. That inclusivity is why it works as both theatre and business. This isn’t a global franchise with branded spice rubs in every supermarket — at least not yet — but it is a flawless case study in how to extend a restaurant brand beyond the dining room. Editorial Standards Reprints & Permissions LOADING VIDEO PLAYER... FORBES’ FEATURED Video

She couldn’t find a clean prenatal vitamin—now her brand makes $250M a year Skip Navigation Related Stories How I Made It 48-year-old quit Wall Street job to start a business—now it brings in $70M/year Level Up The red flag this founder looks out for in new hire: It &#x27;shows lack of dignity&#x27; How I Made It I launched a business from my attic—now it brings in $70 million a year Level Up 39-year-old founder and mom of 2 on the parenting lessons she lives by Startups 38-year-old&#x27;s startup, backed by Bill Gates, has raised $33M to reinvent butter In 2015, Katerina Markov Schneider was newly pregnant and on the hunt for the right prenatal vitamin. There were plenty of options available on the market, but none that met her standards. She found most of them to have high levels of heavy metals and too many artificial ingredients. Schneider decided to take things into her own hands. &quot;I knew we all deserved better, including myself,&quot; she tells CNBC Make It. &quot;And this passion to set a new standard in this supplement industry took over.&quot; Schneider quit her job as a venture partner at Atom Factory, an entertainment company, to start Ritual. Less than 10 years later, the supplement brand has expanded far beyond prenatal vitamins and sold over 25 million bottles of supplements for daily health, better sleep, stress relief and more. In 2024, Ritual brought in more than $250 million in gross revenue. But the 39-year-old founder and CEO says building a business centered around women&#x27;s health wasn&#x27;t easy: &quot;[It] was so underfunded and understudied.&quot; Here&#x27;s how Schneider weathered the many &quot;no&#x27;s&quot; she got from investors early on, stayed dedicated to changing the supplement industry and built a successful business. &#x27;Why can&#x27;t I make this available for other women?&#x27; Schneider&#x27;s parents immigrated to the United States from Ukraine when she was around four years old. She says they&#x27;ve always had a holistic approach to health and wellness. &quot;My parents were the ultimate skeptics,&quot; she says. &quot;So, anything they were reading or anything that was in front of us, there was ultimate skepticism.&quot; In 2004, when Schneider was studying at Brown University, her mother was diagnosed with breast cancer. &quot;It was such a dark moment in my life,&quot; she says. At the time, Schneider&#x27;s mother opted out of conventional treatment like chemotherapy and radiation, and sought out care from a naturopath who gave her holistic supplements and suggested following a diet based on her blood type. Now, more than 20 years since her diagnosis, Schneider&#x27;s mother is well, but does monitor her condition with a physician. Schneider says she was always influenced by her parents&#x27; approach to wellness, but it was a new chapter in her life that helped determine her own. &quot;I would say that the thing that had the most profound impact on how I thought about health and wellness was being pregnant,&quot; she says. &quot;I never took a multivitamin before. And here I was pregnant, and I had to take prenatal vitamins. And there was nothing out there that met my standards.&quot; Katerina Schneider wanted a prenatal that could give her the nutrients she needed without heavy metals and artificial colorants. Courtesy of Ritual. Doctors typically advise that pregnant women take prenatal vitamins to increase their intake of folic acid, iron and calcium, which are important for fetal growth and development. Schneider thought the supplements she found on the market didn&#x27;t have enough of the essential nutrients she needed as an expecting mother. Instead of a standard prenatal, Schneider added magnesium, vitamin D, omega-3 and methylated folate to her daily regimen. But, she couldn&#x27;t shake the idea that there must be a way for her and other expectant mothers to get the nutrients they need without all of the other junk. &quot;I felt something so deeply inside of me. Why do I have to cobble this together? Why do I have to do the research? Why can&#x27;t I make this available for other women? And it became kind of a rallying cry inside me,&quot; she says. &quot;I was determined to start the company.&quot; At the same time she was cooking up the idea for Ritual, Schneider&#x27;s husband Michael was launching his own business. &quot;We were paying off debt. We were renting out part of our house and about to have a kid in like five months,&quot; she says. These challenges almost caused her to give up on starting her business, but Schneider&#x27;s husband encouraged her to stick with it. The feedback I got was women&#x27;s health is niche, pregnancy is niche. Katerina Schneider Founder of Ritual Once she was set on creating Ritual, the first step was &quot;really investing in science,&quot; she says. To show consumers that her vitamins were different than all of the rest, Schneider wanted to have scientists in-house to lead clinical studies on the efficacy and safety of her product. But funding her vision would be costly, so Schneider began pitching investors in Los Angeles. &quot;A lot of the feedback I got was that women&#x27;s health is niche, pregnancy is niche, postpartum is niche, fertility is niche, menopause is niche,&quot; she says. She was eventually able to get investors on board, including her old boss at Atom Factory, Troy Carter, who invested $1.3 million. Schneider quit her job to focus on the business full-time. &#x27;The future of health is clear&#x27; At eight months pregnant, Schneider went to a nutraceutical convention where a manufacturer displayed a vitamin in a clear capsule. The ability to see exactly what was inside the pill inspired her to take the same approach at Ritual. &quot;I was like, &#x27;Wow, this is what it&#x27;s meant to be,&#x27;&quot; she says. &quot;The future of health is clear.&quot; By July 2016, just months after giving birth to her daughter, Schneider was able to raise an additional $3.5 million in funding. And this gave her a chance to build her team of scientists. She hired a chief scientific officer and created a team of 20 scientists and experts in fields like physiology and nutrition, who decided it would be more beneficial for the brand to start with a multivitamin. &quot;When we looked at the multi industry, we saw that it contained a lot of ingredients that people were already getting from their diets,&quot; Schneider says. &quot;But they were lacking in certain ones that people needed.&quot; Vitamins and supplements are not closely regulated by the U.S. Food and Drug Administration. &quot;Basically anybody can go out there and start selling a vitamin supplement and putting a claim on their label,&quot; says Jen Scheinman, a registered dietician with over 30 years of experience in the field of nutrition and wellness. &quot;It isn&#x27;t really until somebody complains or asks the FDA to go look at it that the FDA is going to investigate. So, unfortunately the onus really lies on the consumer to do their research.&quot; Schneider made the traceability of Ritual&#x27;s product integral to the company&#x27;s mission. Wanting transparency to be at the core of Ritual&#x27;s mission inspired the brand&#x27;s clear capsule design. CNBC Make It. The Ritual team decided to not only list every single ingredient in the multivitamin on their website, but also where each was sourced. Also, anyone can access the clinical study that tested Ritual&#x27;s multivitamin on their website. &quot;At Ritual, traceability is really the proof. It&#x27;s taking transparency to the next level,&quot; Schneider says. &quot;We have a commitment to have clinical studies on every single one of our products by 2030, really showing people the proof behind our science.&quot; Experts like Scheinman welcome Ritual&#x27;s approach. &quot;The sourcing for the supplements to me as a dietitian becomes concerning because I want to make sure that my supplements are going to be pure, clean of heavy metals and are going to actually have the effective ingredient in there,&quot; Scheinman adds. &quot;Ritual&#x27;s doing two things. Number one is they are declaring where they source their ingredients so we can trust they are clean and have the right efficacy. And the other thing is they do third-party testing, which is them confirming [they] sourced this ingredient from a high quality supplier. [It&#x27;s] putting their seal of approval on that and this is something that&#x27;s pretty unique to see in the supplement industry.&quot; Ritual launched the multivitamin for women ages 18+ in 2016, and for the first six years, the product was only available direct-to-consumer as a subscription service at $30 a month. &quot;I wanted to make it easy because I felt like the industry was just so overwhelming in the amount of choice,&quot; she says. Transparency and that DTC model helped Schneider gain the trust of consumers. &quot;For two years, we only had a multivitamin for women 18-plus,&quot; she says. &quot;And what&#x27;s amazing is that during that time, we were doing something so different in the industry that people started saying, &#x27;Hey, when are you coming out with a prenatal vitamin?&#x27;&quot; In 2018, Ritual launched the prenatal vitamin that started it all for Schneider. And soon, the brand added postnatal and postpartum supplements. &#x27;She&#x27;s still at the center of her brand&#x27; Since Ritual&#x27;s launch, the company has expanded beyond its original target demographic. Ritual now sells multivitamins for women over the age of 50, teen girls, teen boys and men. They also sell supplements for sleep, stress and gut health. &quot;We added other products, but she&#x27;s still at the center of her brand,&quot; Schneider says. She often refers to her primary customer base using &quot;she&quot; and &quot;her&quot; pronouns. &quot;Internally we call her the chief health officer because she&#x27;s making all of the health decisions for her household, not just for her.&quot; In 2022, Ritual launched their product in Whole Foods stores, and two years later, expanded to Amazon, Wegmans, and Target. In stores, the vitamins typically retail for $37 to $43. Today, Ritual sells multivitamins for women over the age of 50, teen girls, teen boys and men. They also make supplements for sleep, stress and gut health. CNBC Make It. To encourage other brands in the industry to embrace the same transparency they&#x27;ve built their own brand on, in 2023, Ritual wrote a letter to Congress asking for better regulation of heavy metals in supplements, and to require vitamin and supplement companies to conduct and share clinical trials that support their claims about the products they offer. &quot;I have three little girls that are growing up in the world where women&#x27;s health is underfunded, understudied and just has a really deep lack of investment and care,&quot; Schneider says. &quot;It feels really exciting to be building a brand that is on the forefront of that. Want to earn some extra money on the side? Take CNBC&#x27;s new online course How to Start a Side Hustle to learn tips to get started and strategies for success from top side hustle experts. Sign up today and use coupon code EARLYBIRD for an introductory discount of 30% off $97 (+taxes and fees) through April 1, 2025. Plus, sign up for CNBC Make It&#x27;s newsletter to get tips and tricks for success at work, with money and in life. VIDEO 10:07 10:07 How we built a $2 billion mindfulness company Founder Effect

H&amp;R Block doubles down on social marketing amid modernization push | Marketing Dive Skip to main content CONTINUE TO SITE ➞ Don't miss tomorrow's marketing industry news Let Marketing Dive's free newsletter keep you informed, straight from your inbox. Daily Dive M-F Mobile Weekly Every Thursday Agencies Weekly Every Monday By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy . You can unsubscribe at anytime. Search An article from Dive Brief H&amp;R Block doubles down on social marketing amid modernization push As it tries to shed an image largely tied to tax season, the firm is uniting its social creative and media duties under agency VaynerMedia. Published Aug. 26, 2025 Peter Adams Senior Reporter post share post print email license NEW YORK, NY - APRIL 18: A woman walks past an H&amp;R Block office on Tax Day, April 18, 2017 in the Brooklyn borough of New York City. Tax returns in the United States are due to the government today. Drew Angerer via Getty Images Dive Brief: H&amp;R Block is uniting its social creative and media duties under one roof through an expanded relationship with agency VaynerMedia, per details shared with Marketing Dive. The tax-preparation firm is trying to push past solely being associated with tax season to position itself as a provider of trusted financial advice year-round. It is also trying to account for changes in consumer behavior while streamlining marketing decision-making. The initiative is spearheaded by H&amp;R Block Chief Marketing and Experience Officer Jill Cress, who is applying a “fail fast, learn fast” ethos that runs counter to traditional tax-season marketing. Brands in a number of categories are exploring more social-first tactics to engage Gen Z and account for a decline in traditional media. Dive Insight: Social-first marketing continues to pick up steam as legacy brands race to modernize their approach. Social ad spending has climbed steadily over time, but the H&amp;R Block news is the latest signal that more organizations — including those in conventionally staid categories — are enacting bolder moves to orient their strategy around a channel that is essential for connecting with younger consumers and requires an always-on mindset compared to traditional ad campaigns. For 70-year-old H&amp;R Block, the deeper relationship with VaynerMedia comes as the firm tries to shed an image largely tied to tax season, which only occupies a few months of the year. The brand hopes VaynerMedia can help it push the envelope and pivot in real time to capture relevant discussions, an embrace of risk in a typically conservative field. The partnership also aims to wed H&amp;R’s brand-building initiatives closer to performance marketing. “Bringing social creative and media together under one partner isn’t just operationally efficient, it’s a competitive advantage,” said Cress in a statement. “VaynerMedia’s integrated approach fuels agility, sharpens our cultural edge, and ensures we’re building stronger connections with more customers, all year long by integrating H&amp;R Block into daily interactions.” H&amp;R Block in recent years has worked to evolve its marketing and customer service, tapping into TikTok content, generative artificial intelligence and subcultures like gaming. In February, the company launched tax-themed virtual experiences in Roblox , an online game popular with Gen Z and Gen Alpha. The spaces were limited to users 18 and older. ​ The news notches another win for VaynerMedia, which was an early mover in the social-first agency space. PepsiCo earlier this year deepened its collaboration with the shop, aligning VaynerMedia closer to its in-house agency to support beverages like Pepsi and Mountain Dew with their socially led marketing. VaynerMedia in March was also named social agency of record for JCPenney , another legacy brand vying to recapture its edge. Recommended Reading PepsiCo taps VaynerMedia to evolve in-house agency model By Peter Adams &#8226; June 16, 2025 JCPenney embraces social-first marketing with VaynerMedia hire By Peter Adams &#8226; March 25, 2025 purchase licensing rights Filed Under: Brand Strategy, Social Media, Agencies Marketing Dive news delivered to your inbox Get the free daily newsletter read by industry experts Email: Select Newsletter: Daily Dive M-F Select Newsletter: Mobile Weekly Every Thursday Select Newsletter: Agencies Weekly Every Monday Select user consent: By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy . You can unsubscribe at anytime. Sign up A valid email address is required. Please select at least one newsletter. Editors' picks E.l.f. Cosmetics/Oberland Deep Dive Inclusive marketing ‘in paralysis’: How brands can reject the standstill Diverse representation continues to present a major opportunity for brands and could become even more of an expectation during the end-of-year period. By Jessica Hammers • Oct. 27, 2025 FG Trade Latin via Getty Images Deep Dive How legacy CPG brands can crack the social-first marketing code Ten-figure acquisitions, new agency experiments and organizational changes are underway, but the real key may be relinquishing a sense of control. By Peter Adams • Sept. 3, 2025 Marketing Dive news delivered to your inbox Get the free daily newsletter read by industry experts Email: Select Newsletter: Daily Dive M-F Select Newsletter: Mobile Weekly Every Thursday Select Newsletter: Agencies Weekly Every Monday Select user consent: By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy . You can unsubscribe at anytime. Sign up A valid email address is required. Please select at least one newsletter. Company Announcements View all | Post a press release Prodigy Unveils “Max”: The AI-Powered Budget Strategist Revolutionizing Marketing Spend Manage… From Prodigy October 22, 2025 Dstillery and ViralGains Partner to Expand End-to-End Advertising Performance From ViralGains October 29, 2025 Optimax Eyewear Group Launches FORK, Bringing Club Culture to Fashion Sunglasses with a New Li… From Optimax Eyewear Group October 29, 2025 Exclusive Skai Data Reveals 21% Retail Media Growth as AI Reshapes Product Discovery From Skai October 28, 2025 Editors' picks E.l.f. Cosmetics/Oberland Deep Dive Inclusive marketing ‘in paralysis’: How brands can reject the standstill Diverse representation continues to present a major opportunity for brands and could become even more of an expectation during the end-of-year period. By Jessica Hammers • Oct. 27, 2025 FG Trade Latin via Getty Images Deep Dive How legacy CPG brands can crack the social-first marketing code Ten-figure acquisitions, new agency experiments and organizational changes are underway, but the real key may be relinquishing a sense of control. By Peter Adams • Sept. 3, 2025 Latest in Brand Strategy Dole promotes healthy eating in Minecraft for global campaign By Aaron Baar Target brings back ‘Hot Santa,’ adds new characters to holiday push By Jessica Hammers Chili’s dramatic sales growth continues with 13% traffic jump By Aneurin Canham-Clyne P.F. Chang’s CMO on igniting a new brand platform, holiday campaign By Chris Kelly Industry Dive is an Informa TechTarget business. &copy; 2025 TechTarget, Inc. or its subsidiaries. All rights reserved. | View our other publications | Privacy policy | Terms of use | Take down policy . Cookie Preferences / Do Not Sell

How Too Good To Go helps people find leftover food at huge discounts Skip Navigation Related Stories Earn Trump tariffs helped increase revenue for some U.S. businesses—here&#x27;s how How I Made It 18-year-old CEO learned to code at 7—now, he has a $1.4 million-a-month AI app Health and Wellness Tracee Ellis Ross&#x27; solo travels come with a mixed bag of emotions: &#x27;Joy, grief&#x27; Level Up The red flag this founder looks out for in new hire: It &#x27;shows lack of dignity&#x27; Startups Small-business owners say Trump tariffs could force them to raise prices David Niles will go to great lengths, or depths, to save food from going to waste: Sometimes, the 63-year-old goes dumpster diving near his home in Brooklyn, New York. The far more sanitary digital version, Niles says, is an app called Too Good To Go , where retailers like restaurants and bakeries sell &quot;surprise bags&quot; of leftover food at discounted prices, usually between $3.99 to $9.99 apiece in the U.S. He&#x27;s spent nearly $10,000 to pick up almost 2,000 surprise bags on his bicycle over the past four years, he says. Too Good To Go, a Copenhagen-based company founded in 2015, brought in just under $162 million in revenue in U.S. dollars last year, according to documents reviewed by CNBC Make It — primarily by taking a cut of each surprise bag purchase and collecting annual membership fees from retailers. In the U.S., the company typically takes $1.79 per bag and charges an annual membership fee of $89, a company spokesperson says. DON&#x27;T MISS: The ultimate guide to negotiating a higher salary Publicly, Too Good To Go&#x27;s mission is to help reduce global food waste, a problem that costs the world $1 trillion per year, the World Bank estimates . The company has yet to enjoy a profitable year, instead reinvesting its cash flow into expanding geographically, adding new retailers to its app, building new support offices and acquiring other startups, says CEO Mette Lykke . &quot;We do want to run a profitable company,&quot; says Lykke, who notes that her business earned $8 million last year before subtracting one-time costs. &quot;If we really wanted to, we could go more hardcore for profitability. But again, it&#x27;s not really why we&#x27;re here,&quot; she adds. &#x27;You&#x27;re probably just going to have to make it work&#x27; Too Good To Go was originally founded by a group of five Danish entrepreneurs: Thomas Bjørn, Stian Olesen, Klaus Bagge Pedersen, Brian Christensen and Adam Sigbrand. Lykke learned about the company while chatting with another woman on a bus near Copenhagen, and joined its first funding round in 2016 as an angel investor. An entrepreneur herself, Lykke co-founded a social fitness startup called Endomondo that was acquired by Under Armour for $85 million in 2015. &quot;I just thought [Too Good To Go] was the most genius app, and I loved the concept,&quot; she says. In 2017, Too Good To Go&#x27;s founders decided they needed a CEO who could more effectively grow the company — and they asked Lykke to take over, says a company spokesperson. One of her first acts was to more deeply examine the startup&#x27;s finances, which were in such poor shape that she went home and asked her husband if she should back out of the job, she says. I just thought [Too Good To Go] was the most genius app, and I loved the concept. Mette Lykke CEO, Too Good To Go His response, Lykke recalls: &quot;It&#x27;s already been in the newspaper, and you&#x27;re probably just going to have to make it work. So suck it up and get to work.&quot; Lykke&#x27;s first step toward company growth was actually a contraction, shuttering Too Good To Go in four of the 10 countries it operated in. The business had expanded &quot;way too fast, way too soon&quot; without fully figuring out its business model, she says. Since then, Lykke has re-expanded the company to include a grocery service, a software system for food retailers and 100 million users across in 19 countries in Europe, North America and Australia. The app arrived in the United States in 2020, and already hosts retailers in 33 U.S. metro areas and counting, says a company spokesperson. &quot;[Food waste] a massive, massive issue, and it&#x27;s important that we solve it fast,&quot; Lykke says. Conviction to stay the course Too Good To Go, which has nearly $158 million in investment funding, isn&#x27;t the only for-profit company trying to reduce food waste. Venture capitalists have poured more than $1 billion into the niche industry, funding businesses from online grocery delivery service Misfits Market to at-home composting system Mill, according to PitchBook data. They&#x27;re all attempting to reach users who are strapped for cash, care about the environment or both. Retailers don&#x27;t often profit hugely from Too Good To Go sales, but some income is better than the $0 they&#x27;d get from throwing their extra food away. And at Delish Bakery in Medford, Oregon, for example, owner Susan Prunty says that multiple of her Too Good To Go customers have become full-priced regulars. Some app users like Niles, the dumpster diver in Brooklyn, worry that Too Good To Go &quot;greenwashes&quot; the issue of food waste, giving users false impressions of environmental responsibility. But if every food retailer in the U.S. used a similar markdown mechanism, they&#x27;d save one million tons of food annually, according to calculations by Chicago-based nonprofit ReFED. &quot;That&#x27;s the [environmental] equivalent of about 900,000 cars coming off the road,&quot; says Dana Gunders, ReFED&#x27;s president. That&#x27;s the [environmental] equivalent of about 900,000 cars coming off the road. Dana Gunders President, ReFED A profitable, eco-friendly approach can&#x27;t guarantee Too Good To Go&#x27;s future success. Retailers could cut out the middleman by launching similar programs themselves, food safety regulatory hurdles vary by country and the company will eventually run out of stores to add to its app, says PitchBook food tech analyst Alex Frederick. Too Good To Go&#x27;s future depends on faith in the long-term potential of its business model and a conviction to stay the course over time, says Lykke. &quot;I&#x27;m very convinced that we have a brilliant model here,&quot; she says. &quot;Having a great idea or concept is fantastic, but it&#x27;s really only 10% of getting there. The rest is all about the execution.&quot; Conversions from EUR to USD were done using the OANDA conversion rate of 1 EUR to 1.103897 USD on December 31, 2023. Want to earn more money at work? Take CNBC&#x27;s new online course How to Negotiate a Higher Salary . Expert instructors will teach you the skills you need to get a bigger paycheck, including how to prepare and build your confidence, what to do and say, and how to craft a counteroffer. Start today and use coupon code EARLYBIRD for an introductory discount of 50% off through November 26, 2024. VIDEO 9:10 09:10 I left my job on Wall Street — now my coffee company brings in $3 million a year How I Made It

Dragons’ Den might have passed, but TikTok didn’t—and Hair Syrup is turning virality into a real business. Born as a pre‑wash hair‑oil line, the U.K. startup says it’s now a top‑three SMB haircare brand on TikTok, with 325,000 units sold on-platform and certain SKUs posting 700% sales growth via TikTok Shop. Followers climbed from 300,000 to 400,000 in six months, feeding low-cost customer acquisition and sub‑£20 price points that favor repeat purchase. Distribution is widening beyond DTC to Boots and Beauty Bay, while management targets a £6.5 million sales turnover in 2026 and prepares U.S. and Australia launches. The thesis: pair a simple, culturally familiar ritual—pre‑wash oiling—with algorithmic reach, then scale through retail partners. The next test is execution. International compliance, inventory planning and claims scrutiny will challenge a lean team. If Hair Syrup can translate TikTok momentum into multi-channel velocity and defend margins against copycats, it graduates from social fad to durable niche brand in mass prestige haircare. Source: https://www.marieclaire.co.uk/beauty/hair/hair-syrup-review?

Dragons’ Den might have passed, but TikTok didn’t—and Hair Syrup is turning virality into a real business. Born as a pre‑wash hair‑oil line, the U.K. startup says it’s now a top‑three SMB haircare brand on TikTok, with 325,000 units sold on-platform and certain SKUs posting 700% sales growth via TikTok Shop. Followers climbed from 300,000 to 400,000 in six months, feeding low-cost customer acquisition and sub‑£20 price points that favor repeat purchase. Distribution is widening beyond DTC to Boots and Beauty Bay, while management targets a £6.5 million sales turnover in 2026 and prepares U.S. and Australia launches. The thesis: pair a simple, culturally familiar ritual—pre‑wash oiling—with algorithmic reach, then scale through retail partners. The next test is execution. International compliance, inventory planning and claims scrutiny will challenge a lean team. If Hair Syrup can translate TikTok momentum into multi-channel velocity and defend margins against copycats, it graduates from social fad to durable niche brand in mass prestige haircare. Source: https://www.marieclaire.co.uk/beauty/hair/hair-syrup-review?

Dragons’ Den might have passed, but TikTok didn’t—and Hair Syrup is turning virality into a real business. Born as a pre‑wash hair‑oil line, the U.K. startup says it’s now a top‑three SMB haircare brand on TikTok, with 325,000 units sold on-platform and certain SKUs posting 700% sales growth via TikTok Shop. Followers climbed from 300,000 to 400,000 in six months, feeding low-cost customer acquisition and sub‑£20 price points that favor repeat purchase. Distribution is widening beyond DTC to Boots and Beauty Bay, while management targets a £6.5 million sales turnover in 2026 and prepares U.S. and Australia launches. The thesis: pair a simple, culturally familiar ritual—pre‑wash oiling—with algorithmic reach, then scale through retail partners. The next test is execution. International compliance, inventory planning and claims scrutiny will challenge a lean team. If Hair Syrup can translate TikTok momentum into multi-channel velocity and defend margins against copycats, it graduates from social fad to durable niche brand in mass prestige haircare. Source: https://www.marieclaire.co.uk/beauty/hair/hair-syrup-review?

Dragons’ Den might have passed, but TikTok didn’t—and Hair Syrup is turning virality into a real business. Born as a pre‑wash hair‑oil line, the U.K. startup says it’s now a top‑three SMB haircare brand on TikTok, with 325,000 units sold on-platform and certain SKUs posting 700% sales growth via TikTok Shop. Followers climbed from 300,000 to 400,000 in six months, feeding low-cost customer acquisition and sub‑£20 price points that favor repeat purchase. Distribution is widening beyond DTC to Boots and Beauty Bay, while management targets a £6.5 million sales turnover in 2026 and prepares U.S. and Australia launches. The thesis: pair a simple, culturally familiar ritual—pre‑wash oiling—with algorithmic reach, then scale through retail partners. The next test is execution. International compliance, inventory planning and claims scrutiny will challenge a lean team. If Hair Syrup can translate TikTok momentum into multi-channel velocity and defend margins against copycats, it graduates from social fad to durable niche brand in mass prestige haircare. Source: https://www.marieclaire.co.uk/beauty/hair/hair-syrup-review?

<p><strong>Introduction:</strong> Hair Syrup, founded by Lucie Macleod while at university, transformed a small Etsy startup into one of TikTok’s most talked-about haircare brands. Rejected on Dragons’ Den, the company instead rode social media virality to rapid commercial growth and is positioning itself for international expansion.</p> <p><strong>Founding and growth:</strong> Macleod developed pre-wash oils to treat heat- and bleach-damaged hair and initially sold products via Etsy. TikTok exposure fuelled a surge in demand: the brand reports over <strong>325,000 products sold on the platform</strong> and follower growth from roughly 300,000 to over 400,000 in six months. Certain items saw as much as <strong>700% sales growth</strong> on TikTok Shop, and the company projects a turnover of about <strong>£6.5m in 2026</strong>, with plans to enter the US and Australian markets.</p> <p><strong>Products and ingredients:</strong> Hair Syrup’s core range comprises pre-wash oils (best-sellers include Rapunzel, Grows‑Mary and Vitamin C Me) formulated from natural oils such as sweet almond, orange and macadamia. Intended as a scalp and strand treatment applied one to four hours before shampooing, the range has expanded into leave-in oils, cream treatments and accessories.</p> <p><strong>Context and tradition:</strong> The brand’s positioning taps into an ancient practice — hair oiling with Ayurvedic roots — reframed for modern audiences. Its success exemplifies how social platforms can amplify niche, heritage-inspired rituals into mainstream trends.</p> <p><strong>Editorial assessment:</strong> A Marie Claire tester noted immediate improvements in shine and softness and praised lingering scents, while cautioning that the Rapunzel formula may slightly affect vibrancy in bleached blonde hair. The reviewer remained sceptical that topical oils accelerate biological hair growth, but acknowledged reduced breakage and improved hair health with sustained use.</p> <p><strong>Availability and outlook:</strong> Hair Syrup sells direct-to-consumer and through retailers such as Boots and Beauty Bay. Backed by strong social proof and rapid online traction, the brand faces the challenge of scaling inventory, maintaining quality and translating viral momentum into lasting international retail success.</p>

<p><strong>Introduction:</strong> Casper grew from a 2014 start-up into a mass-market sleep brand, reaching roughly $750 million in revenue within four years and later securing about a $1.1 billion valuation. The company disrupted a centuries‑old retail category by pairing a direct‑to‑consumer (DTC) model with heavy investment in brand, content and experience.</p> <p><strong>Business model & product experience:</strong> Casper simplified mattress shopping with a single‑model, bed‑in‑a‑box approach, a 100‑night home trial and a long warranty, plus risk‑free returns and free shipping. The unboxing and home‑trial experience became a marketing asset, generating social shares and reducing purchase friction.</p> <p><strong>Growth and channels:</strong> Casper combined owned channels (content, email, SEO) with paid acquisition (programmatic, paid social, search) and retail experiments (pop‑ups, select partners). Key tactics included targeted long‑tail search ads, remarketing, a two‑step cart recovery flow, and an affiliate/influencer network to scale reach and credibility.</p> <p><strong>Content & community:</strong> The brand positioned itself as a sleep authority via high‑value content—blogs, original research, the “Sleep Channel” and user‑generated storytelling—using the CSD (Content, Social, Distribution) method to earn links and organic visibility. Casper showcased aggregated reviews, comparison tools and extensive educational material to guide buyers through the funnel.</p> <p><strong>Data, personalization & retention:</strong> Casper leveraged data intelligence and segmentation for personalized email and SMS journeys (welcome, weekly, abandoned‑cart, post‑purchase), boosting conversion and lifetime value. Growth efforts emphasized moving from pure acquisition to C.R.E.E.D—customer retention, experience and development—to maximize CLV.</p> <p><strong>Risks & expansion:</strong> Product and retail expansion broadened the brand but risked dilution; Casper balanced new SKUs and physical stores with core promises of simplicity and quality. The company also localized ads and translated creative to capture new markets.</p> <p><em>Conclusion:</em> Casper’s rapid ascent rested on integrating product innovation, storytelling, rigorous data use and customer‑first guarantees. Its next challenge is scaling retail and new product lines while protecting unit economics and deepening long‑term customer relationships.</p>

<p><strong>Summary request — action needed</strong></p> <p>I attempted to fetch the article at the URL you gave, but the page returned a general site template/homepage rather than the article content. The response appears to be the site’s main layout (header, footer, subscribe/cookie widgets) without the story text — so I could not extract the article to create the 300–350-word summary you requested.</p> <p><strong>What I tried:</strong> an HTTP fetch of the provided URL. Result: a site shell and widgets; no article body or clear article elements (headline, byline, paragraphs) were available in the returned HTML.</p> <p><strong>Please provide one of the following so I can continue:</strong></p> <ul> <li>The article’s full HTML (copy-paste of the article page source or the article text)</li> <li>An alternative direct link to the same article (sometimes sites block bots or serve content via JavaScript)</li> <li>Permission to try fetching the URL again (I can retry once more and report back)</li> </ul> <p>Once I have the article content or an accessible link, I will produce a neutral, journalistic HTML-formatted summary of 300–350 words in English, structured with an introduction, main body and conclusion.</p> <p><em>If you prefer, paste the article text here and I’ll summarize immediately.</em></p>

<p><strong>Overview:</strong> Pronto, an on-demand home services startup, has raised $11 million (about Rs 96 crore) in a funding round co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. The round values the company at $45 million (around Rs 394 crore) post-money.</p> <p><strong>Business model and founding:</strong> Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for cleaning, laundry, utensil washing and basic meal preparation. The platform uses a shift-based, task-focused model that guarantees workers shifts and higher earnings while promising fast, 10-minute fulfilment. Unlike time-based pricing common in the segment, Pronto charges customers per task, with an average order value of Rs 200–300.</p> <p><strong>Strategic moves and domicile change:</strong> Originally domiciled in Delaware, Pronto has flipped back to India following the new financing. Sardana said the timing was chosen to avoid capital-gains implications associated with transferring the company from the US after finalising the round.</p> <p><strong>Planned use of funds and expansion:</strong> The fresh capital will be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and deploy real-time operations technology. Over the next 12–18 months Pronto plans expansion into Mumbai, Bengaluru and other metros by setting up micro-hubs in residential clusters to ensure rapid fulfilment.</p> <p><strong>Operational challenges and market context:</strong> Sardana acknowledged the high upfront costs of rapid expansion, including oversupply and marketing spend, and emphasised the need for sustained demand generation given the high-frequency, low-ticket nature of services. The quick home services space is attracting investor interest, with competitors such as Snabbit having raised sizable rounds recently.</p> <p><em>Outlook:</em> With institutional backing and a task-based model aimed at formalising informal labour networks, Pronto aims to scale urban operations while balancing utilisation and unit economics to achieve sustainable growth.</p>

<p><strong>Introduction:</strong> Global Medical Virtual Assistants (GMVA), founded by Beth Lachance in 2019 and headquartered in West Hartford, has emerged as Connecticut’s fastest-growing private company, ranking No. 368 on the 2025 Inc. 5000 list. The firm supplies remote administrative staffing exclusively from the Philippines to U.S. health care providers, aiming to reduce clinicians’ administrative burden and increase operational efficiency.</p> <p><strong>Business model and operations:</strong> GMVA employs roughly 1,200 medical virtual assistants (MVAs) and about 130 support staff in the Philippines. MVAs—hired as independent contractors—handle new-patient intake, appointment scheduling, insurance verification, billing support and related back-office tasks. Lachance oversees the workforce through regular virtual meetings and periodic visits to the Philippines; the company also hosts an annual gala in Manila to recognise staff.</p> <p><strong>Compliance and security:</strong> As a vendor handling patient information, GMVA emphasises HIPAA compliance and cybersecurity. MVAs undergo annual HIPAA training and use company-managed software that separates work and personal profiles, restricts downloads and prevents screenshots to protect patient data. Industry experts note that compliance and cyber safeguards are essential for offshore medical staffing providers.</p> <p><strong>Growth and finances:</strong> GMVA’s growth accelerated during the COVID-19 pandemic as providers embraced remote work. The company served more than 400 medical facilities, generated about $16 million in revenue in 2024 and projects roughly $30 million in 2025. Inc. data show GMVA’s revenues rose 1,086% between 2021 and 2024.</p> <p><strong>Market context and client impact:</strong> Clients such as the Center for Advanced Reproductive Services and White Plains Hospital say GMVA’s MVAs increase front-office efficiency without prompting local job cuts; practices report improved workflow and the ability for onsite staff to focus on patient care. Lachance says GMVA does not plan to hire MVAs in the U.S., citing cost differences—Connecticut’s average medical administrative wage runs higher than outsourcing alternatives.</p> <p><em>Conclusion:</em> Positioned amid workforce shortages and rising administrative costs, GMVA combines an offshore talent pool, robust compliance practices and rapid client adoption to sustain expansion while keeping its headquarters and growing corporate functions in West Hartford.</p>

<p><strong>Introduction:</strong> In 2010 four Wharton classmates—Dave Gilboa, Neil Blumenthal, Andy Hunt and Jeff Raider—pooled $120,000 (about $30,000 each) to launch Warby Parker, a direct-to-consumer eyewear brand that has since grown into a roughly $1.8 billion company. The brand disrupted a sizeable global eyewear market by combining affordable, design-forward frames with an omnichannel retail strategy.</p> <p><strong>Founding and early traction:</strong> The company began as a simple answer to overpriced designer glasses after Gilboa lost an expensive pair. Leveraging Blumenthal’s supplier connections, the founders launched online and quickly attracted media attention from Vogue and GQ. Early demand outstripped expectations—first-year sales targets were hit within weeks—and a converted office showroom led to the first physical store in Manhattan in 2013.</p> <p><strong>Business model shift and growth:</strong> While Warby Parker started online, brick-and-mortar locations now drive the bulk of revenue. The company operates <strong>269 stores</strong> and last year retail accounted for more than two-thirds of sales—over $440 million—helped by in-store eye exams that raised average revenue per customer by more than 9%. The firm posted nearly <strong>$670 million</strong> in revenue last year and counts some 2.3 million active customers as of 2023.</p> <p><strong>Financial position and path to profitability:</strong> Despite its growth, Warby Parker remained unprofitable historically, but executives point to an adjusted EBITDA of about <strong>$52.4 million</strong> in the past year and no corporate debt. Analysts see a clear route to net profitability as retail and vision-care services scale, with the company planning continued store expansion—approximately 40 openings in the current year—and ambitions to reach several hundred more locations.</p> <p><em>Outlook:</em> Warby Parker aims to evolve into a holistic vision-care company, balancing physical retail expansion with a growing service offering to lift margins and customer lifetime value. In a fragmented $150bn-plus global eyewear market, the brand’s mix of design, accessibility and retail-driven services positions it to pursue further scale, though it will still face competition from industry giants and the challenge of sustaining profitable growth as it expands.

<p><strong>Introduction:</strong> Lafaurie, a Parisian menswear label run by brothers Théo (31) and Pablo (24) Lafaurie, is positioning itself between luxury and fast fashion by offering contemporary, design-led clothing at accessible premium prices. The brand recently opened its 14th store in the Marais, signalling a new phase that blends retail, art and community as it scales domestically and internationally.</p> <p><strong>Business positioning and product:</strong> Rooted in a family retail legacy founded by their father Pierre in 1991, Lafaurie defines itself as “smart luxury.” Price points span roughly €100 for cotton shirts to €650 for lamb leather jackets, with most core items under €300. The label’s creative signature—examples include an asymmetric painter’s jacket and subtle, self-produced prints—targets a client base of artists, editors and creative professionals who value craft, fit and quiet design cues over logos.</p> <p><strong>Operations and supply chain:</strong> The brothers benefited from an established supplier network across Italy, Portugal, Estonia, Romania and Morocco, enabling quality manufacturing at competitive costs. They design in a Saint-Germain studio and operate a primarily European sourcing model that supports margin control while maintaining a premium aesthetic.</p> <p><strong>Growth, channels and risks:</strong> E-commerce now represents about 25% of Lafaurie’s revenue, with more than half of online sales coming from the US. The brand’s revenues rose to roughly €8m in 2024 (+20% year-on-year) and are projected to grow around 25% in 2025. International momentum — notably a 50% growth in US sales in 2024 — presents opportunity but exposes Lafaurie to geopolitical risks such as potential US import tariffs; the label is also exploring Asia as a diversification route.</p> <p><strong>Retail, culture and technology:</strong> Lafaurie’s stores mix gallery-style curation, rotating artist collaborations and vintage art books to reinforce its cultural positioning. Internally, the team (about 50 people) is investing in proprietary tech and AI to streamline operations. The brand plans measured physical expansion, pop-ups and selective department store partnerships to balance creative identity with commercial scale.</p> <p><em>Conclusion:</em> By combining artisanal supply chains, a clear mid-market positioning and cultural retail experiences, Lafaurie is carving a resilient niche in Parisian menswear amid a shifting consumer landscape.</p>

<p><strong>Introduction:</strong> Lafaurie, a Parisian menswear label run by brothers Théo (31) and Pablo (24) Lafaurie, is positioning itself between luxury and fast fashion by offering contemporary, design-led clothing at accessible premium prices. The brand recently opened its 14th store in the Marais, signalling a new phase that blends retail, art and community as it scales domestically and internationally.</p> <p><strong>Business positioning and product:</strong> Rooted in a family retail legacy founded by their father Pierre in 1991, Lafaurie defines itself as “smart luxury.” Price points span roughly €100 for cotton shirts to €650 for lamb leather jackets, with most core items under €300. The label’s creative signature—examples include an asymmetric painter’s jacket and subtle, self-produced prints—targets a client base of artists, editors and creative professionals who value craft, fit and quiet design cues over logos.</p> <p><strong>Operations and supply chain:</strong> The brothers benefited from an established supplier network across Italy, Portugal, Estonia, Romania and Morocco, enabling quality manufacturing at competitive costs. They design in a Saint-Germain studio and operate a primarily European sourcing model that supports margin control while maintaining a premium aesthetic.</p> <p><strong>Growth, channels and risks:</strong> E-commerce now represents about 25% of Lafaurie’s revenue, with more than half of online sales coming from the US. The brand’s revenues rose to roughly €8m in 2024 (+20% year-on-year) and are projected to grow around 25% in 2025. International momentum — notably a 50% growth in US sales in 2024 — presents opportunity but exposes Lafaurie to geopolitical risks such as potential US import tariffs; the label is also exploring Asia as a diversification route.</p> <p><strong>Retail, culture and technology:</strong> Lafaurie’s stores mix gallery-style curation, rotating artist collaborations and vintage art books to reinforce its cultural positioning. Internally, the team (about 50 people) is investing in proprietary tech and AI to streamline operations. The brand plans measured physical expansion, pop-ups and selective department store partnerships to balance creative identity with commercial scale.</p> <p><em>Conclusion:</em> By combining artisanal supply chains, a clear mid-market positioning and cultural retail experiences, Lafaurie is carving a resilient niche in Parisian menswear amid a shifting consumer landscape.</p>

<p><strong>Summary request — action needed</strong></p> <p>I attempted to fetch the article at the URL you gave, but the page returned a general site template/homepage rather than the article content. The response appears to be the site’s main layout (header, footer, subscribe/cookie widgets) without the story text — so I could not extract the article to create the 300–350-word summary you requested.</p> <p><strong>What I tried:</strong> an HTTP fetch of the provided URL. Result: a site shell and widgets; no article body or clear article elements (headline, byline, paragraphs) were available in the returned HTML.</p> <p><strong>Please provide one of the following so I can continue:</strong></p> <ul> <li>The article’s full HTML (copy-paste of the article page source or the article text)</li> <li>An alternative direct link to the same article (sometimes sites block bots or serve content via JavaScript)</li> <li>Permission to try fetching the URL again (I can retry once more and report back)</li> </ul> <p>Once I have the article content or an accessible link, I will produce a neutral, journalistic HTML-formatted summary of 300–350 words in English, structured with an introduction, main body and conclusion.</p> <p><em>If you prefer, paste the article text here and I’ll summarize immediately.</em></p>

<p><strong>Introduction:</strong> Casper grew from a 2014 start-up into a mass-market sleep brand, reaching roughly $750 million in revenue within four years and later securing about a $1.1 billion valuation. The company disrupted a centuries‑old retail category by pairing a direct‑to‑consumer (DTC) model with heavy investment in brand, content and experience.</p> <p><strong>Business model & product experience:</strong> Casper simplified mattress shopping with a single‑model, bed‑in‑a‑box approach, a 100‑night home trial and a long warranty, plus risk‑free returns and free shipping. The unboxing and home‑trial experience became a marketing asset, generating social shares and reducing purchase friction.</p> <p><strong>Growth and channels:</strong> Casper combined owned channels (content, email, SEO) with paid acquisition (programmatic, paid social, search) and retail experiments (pop‑ups, select partners). Key tactics included targeted long‑tail search ads, remarketing, a two‑step cart recovery flow, and an affiliate/influencer network to scale reach and credibility.</p> <p><strong>Content & community:</strong> The brand positioned itself as a sleep authority via high‑value content—blogs, original research, the “Sleep Channel” and user‑generated storytelling—using the CSD (Content, Social, Distribution) method to earn links and organic visibility. Casper showcased aggregated reviews, comparison tools and extensive educational material to guide buyers through the funnel.</p> <p><strong>Data, personalization & retention:</strong> Casper leveraged data intelligence and segmentation for personalized email and SMS journeys (welcome, weekly, abandoned‑cart, post‑purchase), boosting conversion and lifetime value. Growth efforts emphasized moving from pure acquisition to C.R.E.E.D—customer retention, experience and development—to maximize CLV.</p> <p><strong>Risks & expansion:</strong> Product and retail expansion broadened the brand but risked dilution; Casper balanced new SKUs and physical stores with core promises of simplicity and quality. The company also localized ads and translated creative to capture new markets.</p> <p><em>Conclusion:</em> Casper’s rapid ascent rested on integrating product innovation, storytelling, rigorous data use and customer‑first guarantees. Its next challenge is scaling retail and new product lines while protecting unit economics and deepening long‑term customer relationships.</p>

<p><strong>Introduction:</strong> Hair Syrup, founded by Lucie Macleod while at university, transformed a small Etsy startup into one of TikTok’s most talked-about haircare brands. Rejected on Dragons’ Den, the company instead rode social media virality to rapid commercial growth and is positioning itself for international expansion.</p> <p><strong>Founding and growth:</strong> Macleod developed pre-wash oils to treat heat- and bleach-damaged hair and initially sold products via Etsy. TikTok exposure fuelled a surge in demand: the brand reports over <strong>325,000 products sold on the platform</strong> and follower growth from roughly 300,000 to over 400,000 in six months. Certain items saw as much as <strong>700% sales growth</strong> on TikTok Shop, and the company projects a turnover of about <strong>£6.5m in 2026</strong>, with plans to enter the US and Australian markets.</p> <p><strong>Products and ingredients:</strong> Hair Syrup’s core range comprises pre-wash oils (best-sellers include Rapunzel, Grows‑Mary and Vitamin C Me) formulated from natural oils such as sweet almond, orange and macadamia. Intended as a scalp and strand treatment applied one to four hours before shampooing, the range has expanded into leave-in oils, cream treatments and accessories.</p> <p><strong>Context and tradition:</strong> The brand’s positioning taps into an ancient practice — hair oiling with Ayurvedic roots — reframed for modern audiences. Its success exemplifies how social platforms can amplify niche, heritage-inspired rituals into mainstream trends.</p> <p><strong>Editorial assessment:</strong> A Marie Claire tester noted immediate improvements in shine and softness and praised lingering scents, while cautioning that the Rapunzel formula may slightly affect vibrancy in bleached blonde hair. The reviewer remained sceptical that topical oils accelerate biological hair growth, but acknowledged reduced breakage and improved hair health with sustained use.</p> <p><strong>Availability and outlook:</strong> Hair Syrup sells direct-to-consumer and through retailers such as Boots and Beauty Bay. Backed by strong social proof and rapid online traction, the brand faces the challenge of scaling inventory, maintaining quality and translating viral momentum into lasting international retail success.</p>

<p><strong>Introduction:</strong> Global Medical Virtual Assistants (GMVA), founded by Beth Lachance in 2019 and headquartered in West Hartford, has emerged as Connecticut’s fastest-growing private company, ranking No. 368 on the 2025 Inc. 5000 list. The firm supplies remote administrative staffing exclusively from the Philippines to U.S. health care providers, aiming to reduce clinicians’ administrative burden and increase operational efficiency.</p> <p><strong>Business model and operations:</strong> GMVA employs roughly 1,200 medical virtual assistants (MVAs) and about 130 support staff in the Philippines. MVAs—hired as independent contractors—handle new-patient intake, appointment scheduling, insurance verification, billing support and related back-office tasks. Lachance oversees the workforce through regular virtual meetings and periodic visits to the Philippines; the company also hosts an annual gala in Manila to recognise staff.</p> <p><strong>Compliance and security:</strong> As a vendor handling patient information, GMVA emphasises HIPAA compliance and cybersecurity. MVAs undergo annual HIPAA training and use company-managed software that separates work and personal profiles, restricts downloads and prevents screenshots to protect patient data. Industry experts note that compliance and cyber safeguards are essential for offshore medical staffing providers.</p> <p><strong>Growth and finances:</strong> GMVA’s growth accelerated during the COVID-19 pandemic as providers embraced remote work. The company served more than 400 medical facilities, generated about $16 million in revenue in 2024 and projects roughly $30 million in 2025. Inc. data show GMVA’s revenues rose 1,086% between 2021 and 2024.</p> <p><strong>Market context and client impact:</strong> Clients such as the Center for Advanced Reproductive Services and White Plains Hospital say GMVA’s MVAs increase front-office efficiency without prompting local job cuts; practices report improved workflow and the ability for onsite staff to focus on patient care. Lachance says GMVA does not plan to hire MVAs in the U.S., citing cost differences—Connecticut’s average medical administrative wage runs higher than outsourcing alternatives.</p> <p><em>Conclusion:</em> Positioned amid workforce shortages and rising administrative costs, GMVA combines an offshore talent pool, robust compliance practices and rapid client adoption to sustain expansion while keeping its headquarters and growing corporate functions in West Hartford.</p>

<p><strong>Overview:</strong> Pronto, an on-demand home services startup, has raised $11 million (about Rs 96 crore) in a funding round co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. The round values the company at $45 million (around Rs 394 crore) post-money.</p> <p><strong>Business model and founding:</strong> Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for cleaning, laundry, utensil washing and basic meal preparation. The platform uses a shift-based, task-focused model that guarantees workers shifts and higher earnings while promising fast, 10-minute fulfilment. Unlike time-based pricing common in the segment, Pronto charges customers per task, with an average order value of Rs 200–300.</p> <p><strong>Strategic moves and domicile change:</strong> Originally domiciled in Delaware, Pronto has flipped back to India following the new financing. Sardana said the timing was chosen to avoid capital-gains implications associated with transferring the company from the US after finalising the round.</p> <p><strong>Planned use of funds and expansion:</strong> The fresh capital will be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and deploy real-time operations technology. Over the next 12–18 months Pronto plans expansion into Mumbai, Bengaluru and other metros by setting up micro-hubs in residential clusters to ensure rapid fulfilment.</p> <p><strong>Operational challenges and market context:</strong> Sardana acknowledged the high upfront costs of rapid expansion, including oversupply and marketing spend, and emphasised the need for sustained demand generation given the high-frequency, low-ticket nature of services. The quick home services space is attracting investor interest, with competitors such as Snabbit having raised sizable rounds recently.</p> <p><em>Outlook:</em> With institutional backing and a task-based model aimed at formalising informal labour networks, Pronto aims to scale urban operations while balancing utilisation and unit economics to achieve sustainable growth.</p>

<p><strong>Introduction:</strong> In 2010 four Wharton classmates—Dave Gilboa, Neil Blumenthal, Andy Hunt and Jeff Raider—pooled $120,000 (about $30,000 each) to launch Warby Parker, a direct-to-consumer eyewear brand that has since grown into a roughly $1.8 billion company. The brand disrupted a sizeable global eyewear market by combining affordable, design-forward frames with an omnichannel retail strategy.</p> <p><strong>Founding and early traction:</strong> The company began as a simple answer to overpriced designer glasses after Gilboa lost an expensive pair. Leveraging Blumenthal’s supplier connections, the founders launched online and quickly attracted media attention from Vogue and GQ. Early demand outstripped expectations—first-year sales targets were hit within weeks—and a converted office showroom led to the first physical store in Manhattan in 2013.</p> <p><strong>Business model shift and growth:</strong> While Warby Parker started online, brick-and-mortar locations now drive the bulk of revenue. The company operates <strong>269 stores</strong> and last year retail accounted for more than two-thirds of sales—over $440 million—helped by in-store eye exams that raised average revenue per customer by more than 9%. The firm posted nearly <strong>$670 million</strong> in revenue last year and counts some 2.3 million active customers as of 2023.</p> <p><strong>Financial position and path to profitability:</strong> Despite its growth, Warby Parker remained unprofitable historically, but executives point to an adjusted EBITDA of about <strong>$52.4 million</strong> in the past year and no corporate debt. Analysts see a clear route to net profitability as retail and vision-care services scale, with the company planning continued store expansion—approximately 40 openings in the current year—and ambitions to reach several hundred more locations.</p> <p><em>Outlook:</em> Warby Parker aims to evolve into a holistic vision-care company, balancing physical retail expansion with a growing service offering to lift margins and customer lifetime value. In a fragmented $150bn-plus global eyewear market, the brand’s mix of design, accessibility and retail-driven services positions it to pursue further scale, though it will still face competition from industry giants and the challenge of sustaining profitable growth as it expands.

<p><strong>Introduction:</strong> Lafaurie, a Parisian menswear label run by brothers Théo (31) and Pablo (24) Lafaurie, is positioning itself between luxury and fast fashion by offering contemporary, design-led clothing at accessible premium prices. The brand recently opened its 14th store in the Marais, signalling a new phase that blends retail, art and community as it scales domestically and internationally.</p> <p><strong>Business positioning and product:</strong> Rooted in a family retail legacy founded by their father Pierre in 1991, Lafaurie defines itself as “smart luxury.” Price points span roughly €100 for cotton shirts to €650 for lamb leather jackets, with most core items under €300. The label’s creative signature—examples include an asymmetric painter’s jacket and subtle, self-produced prints—targets a client base of artists, editors and creative professionals who value craft, fit and quiet design cues over logos.</p> <p><strong>Operations and supply chain:</strong> The brothers benefited from an established supplier network across Italy, Portugal, Estonia, Romania and Morocco, enabling quality manufacturing at competitive costs. They design in a Saint-Germain studio and operate a primarily European sourcing model that supports margin control while maintaining a premium aesthetic.</p> <p><strong>Growth, channels and risks:</strong> E-commerce now represents about 25% of Lafaurie’s revenue, with more than half of online sales coming from the US. The brand’s revenues rose to roughly €8m in 2024 (+20% year-on-year) and are projected to grow around 25% in 2025. International momentum — notably a 50% growth in US sales in 2024 — presents opportunity but exposes Lafaurie to geopolitical risks such as potential US import tariffs; the label is also exploring Asia as a diversification route.</p> <p><strong>Retail, culture and technology:</strong> Lafaurie’s stores mix gallery-style curation, rotating artist collaborations and vintage art books to reinforce its cultural positioning. Internally, the team (about 50 people) is investing in proprietary tech and AI to streamline operations. The brand plans measured physical expansion, pop-ups and selective department store partnerships to balance creative identity with commercial scale.</p> <p><em>Conclusion:</em> By combining artisanal supply chains, a clear mid-market positioning and cultural retail experiences, Lafaurie is carving a resilient niche in Parisian menswear amid a shifting consumer landscape.</p>

<p><strong>Introduction:</strong> Global Medical Virtual Assistants (GMVA), founded by Beth Lachance in 2019 and headquartered in West Hartford, has emerged as Connecticut’s fastest-growing private company, ranking No. 368 on the 2025 Inc. 5000 list. The firm supplies remote administrative staffing exclusively from the Philippines to U.S. health care providers, aiming to reduce clinicians’ administrative burden and increase operational efficiency.</p> <p><strong>Business model and operations:</strong> GMVA employs roughly 1,200 medical virtual assistants (MVAs) and about 130 support staff in the Philippines. MVAs—hired as independent contractors—handle new-patient intake, appointment scheduling, insurance verification, billing support and related back-office tasks. Lachance oversees the workforce through regular virtual meetings and periodic visits to the Philippines; the company also hosts an annual gala in Manila to recognise staff.</p> <p><strong>Compliance and security:</strong> As a vendor handling patient information, GMVA emphasises HIPAA compliance and cybersecurity. MVAs undergo annual HIPAA training and use company-managed software that separates work and personal profiles, restricts downloads and prevents screenshots to protect patient data. Industry experts note that compliance and cyber safeguards are essential for offshore medical staffing providers.</p> <p><strong>Growth and finances:</strong> GMVA’s growth accelerated during the COVID-19 pandemic as providers embraced remote work. The company served more than 400 medical facilities, generated about $16 million in revenue in 2024 and projects roughly $30 million in 2025. Inc. data show GMVA’s revenues rose 1,086% between 2021 and 2024.</p> <p><strong>Market context and client impact:</strong> Clients such as the Center for Advanced Reproductive Services and White Plains Hospital say GMVA’s MVAs increase front-office efficiency without prompting local job cuts; practices report improved workflow and the ability for onsite staff to focus on patient care. Lachance says GMVA does not plan to hire MVAs in the U.S., citing cost differences—Connecticut’s average medical administrative wage runs higher than outsourcing alternatives.</p> <p><em>Conclusion:</em> Positioned amid workforce shortages and rising administrative costs, GMVA combines an offshore talent pool, robust compliance practices and rapid client adoption to sustain expansion while keeping its headquarters and growing corporate functions in West Hartford.</p>

<p><strong>Introduction:</strong> In 2010 four Wharton classmates—Dave Gilboa, Neil Blumenthal, Andy Hunt and Jeff Raider—pooled $120,000 (about $30,000 each) to launch Warby Parker, a direct-to-consumer eyewear brand that has since grown into a roughly $1.8 billion company. The brand disrupted a sizeable global eyewear market by combining affordable, design-forward frames with an omnichannel retail strategy.</p> <p><strong>Founding and early traction:</strong> The company began as a simple answer to overpriced designer glasses after Gilboa lost an expensive pair. Leveraging Blumenthal’s supplier connections, the founders launched online and quickly attracted media attention from Vogue and GQ. Early demand outstripped expectations—first-year sales targets were hit within weeks—and a converted office showroom led to the first physical store in Manhattan in 2013.</p> <p><strong>Business model shift and growth:</strong> While Warby Parker started online, brick-and-mortar locations now drive the bulk of revenue. The company operates <strong>269 stores</strong> and last year retail accounted for more than two-thirds of sales—over $440 million—helped by in-store eye exams that raised average revenue per customer by more than 9%. The firm posted nearly <strong>$670 million</strong> in revenue last year and counts some 2.3 million active customers as of 2023.</p> <p><strong>Financial position and path to profitability:</strong> Despite its growth, Warby Parker remained unprofitable historically, but executives point to an adjusted EBITDA of about <strong>$52.4 million</strong> in the past year and no corporate debt. Analysts see a clear route to net profitability as retail and vision-care services scale, with the company planning continued store expansion—approximately 40 openings in the current year—and ambitions to reach several hundred more locations.</p> <p><em>Outlook:</em> Warby Parker aims to evolve into a holistic vision-care company, balancing physical retail expansion with a growing service offering to lift margins and customer lifetime value. In a fragmented $150bn-plus global eyewear market, the brand’s mix of design, accessibility and retail-driven services positions it to pursue further scale, though it will still face competition from industry giants and the challenge of sustaining profitable growth as it expands.

<p><strong>Introduction:</strong> Hair Syrup, founded by Lucie Macleod while at university, transformed a small Etsy startup into one of TikTok’s most talked-about haircare brands. Rejected on Dragons’ Den, the company instead rode social media virality to rapid commercial growth and is positioning itself for international expansion.</p> <p><strong>Founding and growth:</strong> Macleod developed pre-wash oils to treat heat- and bleach-damaged hair and initially sold products via Etsy. TikTok exposure fuelled a surge in demand: the brand reports over <strong>325,000 products sold on the platform</strong> and follower growth from roughly 300,000 to over 400,000 in six months. Certain items saw as much as <strong>700% sales growth</strong> on TikTok Shop, and the company projects a turnover of about <strong>£6.5m in 2026</strong>, with plans to enter the US and Australian markets.</p> <p><strong>Products and ingredients:</strong> Hair Syrup’s core range comprises pre-wash oils (best-sellers include Rapunzel, Grows‑Mary and Vitamin C Me) formulated from natural oils such as sweet almond, orange and macadamia. Intended as a scalp and strand treatment applied one to four hours before shampooing, the range has expanded into leave-in oils, cream treatments and accessories.</p> <p><strong>Context and tradition:</strong> The brand’s positioning taps into an ancient practice — hair oiling with Ayurvedic roots — reframed for modern audiences. Its success exemplifies how social platforms can amplify niche, heritage-inspired rituals into mainstream trends.</p> <p><strong>Editorial assessment:</strong> A Marie Claire tester noted immediate improvements in shine and softness and praised lingering scents, while cautioning that the Rapunzel formula may slightly affect vibrancy in bleached blonde hair. The reviewer remained sceptical that topical oils accelerate biological hair growth, but acknowledged reduced breakage and improved hair health with sustained use.</p> <p><strong>Availability and outlook:</strong> Hair Syrup sells direct-to-consumer and through retailers such as Boots and Beauty Bay. Backed by strong social proof and rapid online traction, the brand faces the challenge of scaling inventory, maintaining quality and translating viral momentum into lasting international retail success.</p>

<p><strong>Overview:</strong> Pronto, an on-demand home services startup, has raised $11 million (about Rs 96 crore) in a funding round co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. The round values the company at $45 million (around Rs 394 crore) post-money.</p> <p><strong>Business model and founding:</strong> Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for cleaning, laundry, utensil washing and basic meal preparation. The platform uses a shift-based, task-focused model that guarantees workers shifts and higher earnings while promising fast, 10-minute fulfilment. Unlike time-based pricing common in the segment, Pronto charges customers per task, with an average order value of Rs 200–300.</p> <p><strong>Strategic moves and domicile change:</strong> Originally domiciled in Delaware, Pronto has flipped back to India following the new financing. Sardana said the timing was chosen to avoid capital-gains implications associated with transferring the company from the US after finalising the round.</p> <p><strong>Planned use of funds and expansion:</strong> The fresh capital will be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and deploy real-time operations technology. Over the next 12–18 months Pronto plans expansion into Mumbai, Bengaluru and other metros by setting up micro-hubs in residential clusters to ensure rapid fulfilment.</p> <p><strong>Operational challenges and market context:</strong> Sardana acknowledged the high upfront costs of rapid expansion, including oversupply and marketing spend, and emphasised the need for sustained demand generation given the high-frequency, low-ticket nature of services. The quick home services space is attracting investor interest, with competitors such as Snabbit having raised sizable rounds recently.</p> <p><em>Outlook:</em> With institutional backing and a task-based model aimed at formalising informal labour networks, Pronto aims to scale urban operations while balancing utilisation and unit economics to achieve sustainable growth.</p>

<p><strong>Summary request — action needed</strong></p> <p>I attempted to fetch the article at the URL you gave, but the page returned a general site template/homepage rather than the article content. The response appears to be the site’s main layout (header, footer, subscribe/cookie widgets) without the story text — so I could not extract the article to create the 300–350-word summary you requested.</p> <p><strong>What I tried:</strong> an HTTP fetch of the provided URL. Result: a site shell and widgets; no article body or clear article elements (headline, byline, paragraphs) were available in the returned HTML.</p> <p><strong>Please provide one of the following so I can continue:</strong></p> <ul> <li>The article’s full HTML (copy-paste of the article page source or the article text)</li> <li>An alternative direct link to the same article (sometimes sites block bots or serve content via JavaScript)</li> <li>Permission to try fetching the URL again (I can retry once more and report back)</li> </ul> <p>Once I have the article content or an accessible link, I will produce a neutral, journalistic HTML-formatted summary of 300–350 words in English, structured with an introduction, main body and conclusion.</p> <p><em>If you prefer, paste the article text here and I’ll summarize immediately.</em></p>

<p><strong>Introduction:</strong> Casper grew from a 2014 start-up into a mass-market sleep brand, reaching roughly $750 million in revenue within four years and later securing about a $1.1 billion valuation. The company disrupted a centuries‑old retail category by pairing a direct‑to‑consumer (DTC) model with heavy investment in brand, content and experience.</p> <p><strong>Business model & product experience:</strong> Casper simplified mattress shopping with a single‑model, bed‑in‑a‑box approach, a 100‑night home trial and a long warranty, plus risk‑free returns and free shipping. The unboxing and home‑trial experience became a marketing asset, generating social shares and reducing purchase friction.</p> <p><strong>Growth and channels:</strong> Casper combined owned channels (content, email, SEO) with paid acquisition (programmatic, paid social, search) and retail experiments (pop‑ups, select partners). Key tactics included targeted long‑tail search ads, remarketing, a two‑step cart recovery flow, and an affiliate/influencer network to scale reach and credibility.</p> <p><strong>Content & community:</strong> The brand positioned itself as a sleep authority via high‑value content—blogs, original research, the “Sleep Channel” and user‑generated storytelling—using the CSD (Content, Social, Distribution) method to earn links and organic visibility. Casper showcased aggregated reviews, comparison tools and extensive educational material to guide buyers through the funnel.</p> <p><strong>Data, personalization & retention:</strong> Casper leveraged data intelligence and segmentation for personalized email and SMS journeys (welcome, weekly, abandoned‑cart, post‑purchase), boosting conversion and lifetime value. Growth efforts emphasized moving from pure acquisition to C.R.E.E.D—customer retention, experience and development—to maximize CLV.</p> <p><strong>Risks & expansion:</strong> Product and retail expansion broadened the brand but risked dilution; Casper balanced new SKUs and physical stores with core promises of simplicity and quality. The company also localized ads and translated creative to capture new markets.</p> <p><em>Conclusion:</em> Casper’s rapid ascent rested on integrating product innovation, storytelling, rigorous data use and customer‑first guarantees. Its next challenge is scaling retail and new product lines while protecting unit economics and deepening long‑term customer relationships.</p>

empty

empty

empty

empty

empty

empty

empty

empty

<p><strong>Overview:</strong> Pronto, an on-demand home services startup, has raised $11 million (about Rs 96 crore) in a funding round co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. The round values the company at $45 million (around Rs 394 crore) post-money.</p> <p><strong>Business model and founding:</strong> Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for cleaning, laundry, utensil washing and basic meal preparation. The platform uses a shift-based, task-focused model that guarantees workers shifts and higher earnings while promising fast, 10-minute fulfilment. Unlike time-based pricing common in the segment, Pronto charges customers per task, with an average order value of Rs 200–300.</p> <p><strong>Strategic moves and domicile change:</strong> Originally domiciled in Delaware, Pronto has flipped back to India following the new financing. Sardana said the timing was chosen to avoid capital-gains implications associated with transferring the company from the US after finalising the round.</p> <p><strong>Planned use of funds and expansion:</strong> The fresh capital will be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and deploy real-time operations technology. Over the next 12–18 months Pronto plans expansion into Mumbai, Bengaluru and other metros by setting up micro-hubs in residential clusters to ensure rapid fulfilment.</p> <p><strong>Operational challenges and market context:</strong> Sardana acknowledged the high upfront costs of rapid expansion, including oversupply and marketing spend, and emphasised the need for sustained demand generation given the high-frequency, low-ticket nature of services. The quick home services space is attracting investor interest, with competitors such as Snabbit having raised sizable rounds recently.</p> <p><em>Outlook:</em> With institutional backing and a task-based model aimed at formalising informal labour networks, Pronto aims to scale urban operations while balancing utilisation and unit economics to achieve sustainable growth.</p>

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

<p><strong>Introduction:</strong> In 2010 four Wharton classmates—Dave Gilboa, Neil Blumenthal, Andy Hunt and Jeff Raider—pooled $120,000 (about $30,000 each) to launch Warby Parker, a direct-to-consumer eyewear brand that has since grown into a roughly $1.8 billion company. The brand disrupted a sizeable global eyewear market by combining affordable, design-forward frames with an omnichannel retail strategy.</p> <p><strong>Founding and early traction:</strong> The company began as a simple answer to overpriced designer glasses after Gilboa lost an expensive pair. Leveraging Blumenthal’s supplier connections, the founders launched online and quickly attracted media attention from Vogue and GQ. Early demand outstripped expectations—first-year sales targets were hit within weeks—and a converted office showroom led to the first physical store in Manhattan in 2013.</p> <p><strong>Business model shift and growth:</strong> While Warby Parker started online, brick-and-mortar locations now drive the bulk of revenue. The company operates <strong>269 stores</strong> and last year retail accounted for more than two-thirds of sales—over $440 million—helped by in-store eye exams that raised average revenue per customer by more than 9%. The firm posted nearly <strong>$670 million</strong> in revenue last year and counts some 2.3 million active customers as of 2023.</p> <p><strong>Financial position and path to profitability:</strong> Despite its growth, Warby Parker remained unprofitable historically, but executives point to an adjusted EBITDA of about <strong>$52.4 million</strong> in the past year and no corporate debt. Analysts see a clear route to net profitability as retail and vision-care services scale, with the company planning continued store expansion—approximately 40 openings in the current year—and ambitions to reach several hundred more locations.</p> <p><em>Outlook:</em> Warby Parker aims to evolve into a holistic vision-care company, balancing physical retail expansion with a growing service offering to lift margins and customer lifetime value. In a fragmented $150bn-plus global eyewear market, the brand’s mix of design, accessibility and retail-driven services positions it to pursue further scale, though it will still face competition from industry giants and the challenge of sustaining profitable growth as it expands.

empty

empty

empty

empty

empty

<p><strong>Introduction:</strong> Lafaurie, a Parisian menswear label run by brothers Théo (31) and Pablo (24) Lafaurie, is positioning itself between luxury and fast fashion by offering contemporary, design-led clothing at accessible premium prices. The brand recently opened its 14th store in the Marais, signalling a new phase that blends retail, art and community as it scales domestically and internationally.</p> <p><strong>Business positioning and product:</strong> Rooted in a family retail legacy founded by their father Pierre in 1991, Lafaurie defines itself as “smart luxury.” Price points span roughly €100 for cotton shirts to €650 for lamb leather jackets, with most core items under €300. The label’s creative signature—examples include an asymmetric painter’s jacket and subtle, self-produced prints—targets a client base of artists, editors and creative professionals who value craft, fit and quiet design cues over logos.</p> <p><strong>Operations and supply chain:</strong> The brothers benefited from an established supplier network across Italy, Portugal, Estonia, Romania and Morocco, enabling quality manufacturing at competitive costs. They design in a Saint-Germain studio and operate a primarily European sourcing model that supports margin control while maintaining a premium aesthetic.</p> <p><strong>Growth, channels and risks:</strong> E-commerce now represents about 25% of Lafaurie’s revenue, with more than half of online sales coming from the US. The brand’s revenues rose to roughly €8m in 2024 (+20% year-on-year) and are projected to grow around 25% in 2025. International momentum — notably a 50% growth in US sales in 2024 — presents opportunity but exposes Lafaurie to geopolitical risks such as potential US import tariffs; the label is also exploring Asia as a diversification route.</p> <p><strong>Retail, culture and technology:</strong> Lafaurie’s stores mix gallery-style curation, rotating artist collaborations and vintage art books to reinforce its cultural positioning. Internally, the team (about 50 people) is investing in proprietary tech and AI to streamline operations. The brand plans measured physical expansion, pop-ups and selective department store partnerships to balance creative identity with commercial scale.</p> <p><em>Conclusion:</em> By combining artisanal supply chains, a clear mid-market positioning and cultural retail experiences, Lafaurie is carving a resilient niche in Parisian menswear amid a shifting consumer landscape.</p>

<p><strong>Introduction:</strong> Casper grew from a 2014 start-up into a mass-market sleep brand, reaching roughly $750 million in revenue within four years and later securing about a $1.1 billion valuation. The company disrupted a centuries‑old retail category by pairing a direct‑to‑consumer (DTC) model with heavy investment in brand, content and experience.</p> <p><strong>Business model & product experience:</strong> Casper simplified mattress shopping with a single‑model, bed‑in‑a‑box approach, a 100‑night home trial and a long warranty, plus risk‑free returns and free shipping. The unboxing and home‑trial experience became a marketing asset, generating social shares and reducing purchase friction.</p> <p><strong>Growth and channels:</strong> Casper combined owned channels (content, email, SEO) with paid acquisition (programmatic, paid social, search) and retail experiments (pop‑ups, select partners). Key tactics included targeted long‑tail search ads, remarketing, a two‑step cart recovery flow, and an affiliate/influencer network to scale reach and credibility.</p> <p><strong>Content & community:</strong> The brand positioned itself as a sleep authority via high‑value content—blogs, original research, the “Sleep Channel” and user‑generated storytelling—using the CSD (Content, Social, Distribution) method to earn links and organic visibility. Casper showcased aggregated reviews, comparison tools and extensive educational material to guide buyers through the funnel.</p> <p><strong>Data, personalization & retention:</strong> Casper leveraged data intelligence and segmentation for personalized email and SMS journeys (welcome, weekly, abandoned‑cart, post‑purchase), boosting conversion and lifetime value. Growth efforts emphasized moving from pure acquisition to C.R.E.E.D—customer retention, experience and development—to maximize CLV.</p> <p><strong>Risks & expansion:</strong> Product and retail expansion broadened the brand but risked dilution; Casper balanced new SKUs and physical stores with core promises of simplicity and quality. The company also localized ads and translated creative to capture new markets.</p> <p><em>Conclusion:</em> Casper’s rapid ascent rested on integrating product innovation, storytelling, rigorous data use and customer‑first guarantees. Its next challenge is scaling retail and new product lines while protecting unit economics and deepening long‑term customer relationships.</p>

<p><strong>Summary request — action needed</strong></p> <p>I attempted to fetch the article at the URL you gave, but the page returned a general site template/homepage rather than the article content. The response appears to be the site’s main layout (header, footer, subscribe/cookie widgets) without the story text — so I could not extract the article to create the 300–350-word summary you requested.</p> <p><strong>What I tried:</strong> an HTTP fetch of the provided URL. Result: a site shell and widgets; no article body or clear article elements (headline, byline, paragraphs) were available in the returned HTML.</p> <p><strong>Please provide one of the following so I can continue:</strong></p> <ul> <li>The article’s full HTML (copy-paste of the article page source or the article text)</li> <li>An alternative direct link to the same article (sometimes sites block bots or serve content via JavaScript)</li> <li>Permission to try fetching the URL again (I can retry once more and report back)</li> </ul> <p>Once I have the article content or an accessible link, I will produce a neutral, journalistic HTML-formatted summary of 300–350 words in English, structured with an introduction, main body and conclusion.</p> <p><em>If you prefer, paste the article text here and I’ll summarize immediately.</em></p>

empty

empty

<p><strong>Introduction:</strong> Hair Syrup, founded by Lucie Macleod while at university, transformed a small Etsy startup into one of TikTok’s most talked-about haircare brands. Rejected on Dragons’ Den, the company instead rode social media virality to rapid commercial growth and is positioning itself for international expansion.</p> <p><strong>Founding and growth:</strong> Macleod developed pre-wash oils to treat heat- and bleach-damaged hair and initially sold products via Etsy. TikTok exposure fuelled a surge in demand: the brand reports over <strong>325,000 products sold on the platform</strong> and follower growth from roughly 300,000 to over 400,000 in six months. Certain items saw as much as <strong>700% sales growth</strong> on TikTok Shop, and the company projects a turnover of about <strong>£6.5m in 2026</strong>, with plans to enter the US and Australian markets.</p> <p><strong>Products and ingredients:</strong> Hair Syrup’s core range comprises pre-wash oils (best-sellers include Rapunzel, Grows‑Mary and Vitamin C Me) formulated from natural oils such as sweet almond, orange and macadamia. Intended as a scalp and strand treatment applied one to four hours before shampooing, the range has expanded into leave-in oils, cream treatments and accessories.</p> <p><strong>Context and tradition:</strong> The brand’s positioning taps into an ancient practice — hair oiling with Ayurvedic roots — reframed for modern audiences. Its success exemplifies how social platforms can amplify niche, heritage-inspired rituals into mainstream trends.</p> <p><strong>Editorial assessment:</strong> A Marie Claire tester noted immediate improvements in shine and softness and praised lingering scents, while cautioning that the Rapunzel formula may slightly affect vibrancy in bleached blonde hair. The reviewer remained sceptical that topical oils accelerate biological hair growth, but acknowledged reduced breakage and improved hair health with sustained use.</p> <p><strong>Availability and outlook:</strong> Hair Syrup sells direct-to-consumer and through retailers such as Boots and Beauty Bay. Backed by strong social proof and rapid online traction, the brand faces the challenge of scaling inventory, maintaining quality and translating viral momentum into lasting international retail success.</p>

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

<p><strong>Introduction:</strong> Global Medical Virtual Assistants (GMVA), founded by Beth Lachance in 2019 and headquartered in West Hartford, has emerged as Connecticut’s fastest-growing private company, ranking No. 368 on the 2025 Inc. 5000 list. The firm supplies remote administrative staffing exclusively from the Philippines to U.S. health care providers, aiming to reduce clinicians’ administrative burden and increase operational efficiency.</p> <p><strong>Business model and operations:</strong> GMVA employs roughly 1,200 medical virtual assistants (MVAs) and about 130 support staff in the Philippines. MVAs—hired as independent contractors—handle new-patient intake, appointment scheduling, insurance verification, billing support and related back-office tasks. Lachance oversees the workforce through regular virtual meetings and periodic visits to the Philippines; the company also hosts an annual gala in Manila to recognise staff.</p> <p><strong>Compliance and security:</strong> As a vendor handling patient information, GMVA emphasises HIPAA compliance and cybersecurity. MVAs undergo annual HIPAA training and use company-managed software that separates work and personal profiles, restricts downloads and prevents screenshots to protect patient data. Industry experts note that compliance and cyber safeguards are essential for offshore medical staffing providers.</p> <p><strong>Growth and finances:</strong> GMVA’s growth accelerated during the COVID-19 pandemic as providers embraced remote work. The company served more than 400 medical facilities, generated about $16 million in revenue in 2024 and projects roughly $30 million in 2025. Inc. data show GMVA’s revenues rose 1,086% between 2021 and 2024.</p> <p><strong>Market context and client impact:</strong> Clients such as the Center for Advanced Reproductive Services and White Plains Hospital say GMVA’s MVAs increase front-office efficiency without prompting local job cuts; practices report improved workflow and the ability for onsite staff to focus on patient care. Lachance says GMVA does not plan to hire MVAs in the U.S., citing cost differences—Connecticut’s average medical administrative wage runs higher than outsourcing alternatives.</p> <p><em>Conclusion:</em> Positioned amid workforce shortages and rising administrative costs, GMVA combines an offshore talent pool, robust compliance practices and rapid client adoption to sustain expansion while keeping its headquarters and growing corporate functions in West Hartford.</p>

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

empty

<p><strong>Introduction:</strong> Lafaurie, a Parisian menswear label run by brothers Théo (31) and Pablo (24) Lafaurie, is positioning itself between luxury and fast fashion by offering contemporary, design-led clothing at accessible premium prices. The brand recently opened its 14th store in the Marais, signalling a new phase that blends retail, art and community as it scales domestically and internationally.</p> <p><strong>Business positioning and product:</strong> Rooted in a family retail legacy founded by their father Pierre in 1991, Lafaurie defines itself as “smart luxury.” Price points span roughly €100 for cotton shirts to €650 for lamb leather jackets, with most core items under €300. The label’s creative signature—examples include an asymmetric painter’s jacket and subtle, self-produced prints—targets a client base of artists, editors and creative professionals who value craft, fit and quiet design cues over logos.</p> <p><strong>Operations and supply chain:</strong> The brothers benefited from an established supplier network across Italy, Portugal, Estonia, Romania and Morocco, enabling quality manufacturing at competitive costs. They design in a Saint-Germain studio and operate a primarily European sourcing model that supports margin control while maintaining a premium aesthetic.</p> <p><strong>Growth, channels and risks:</strong> E-commerce now represents about 25% of Lafaurie’s revenue, with more than half of online sales coming from the US. The brand’s revenues rose to roughly €8m in 2024 (+20% year-on-year) and are projected to grow around 25% in 2025. International momentum — notably a 50% growth in US sales in 2024 — presents opportunity but exposes Lafaurie to geopolitical risks such as potential US import tariffs; the label is also exploring Asia as a diversification route.</p> <p><strong>Retail, culture and technology:</strong> Lafaurie’s stores mix gallery-style curation, rotating artist collaborations and vintage art books to reinforce its cultural positioning. Internally, the team (about 50 people) is investing in proprietary tech and AI to streamline operations. The brand plans measured physical expansion, pop-ups and selective department store partnerships to balance creative identity with commercial scale.</p> <p><em>Conclusion:</em> By combining artisanal supply chains, a clear mid-market positioning and cultural retail experiences, Lafaurie is carving a resilient niche in Parisian menswear amid a shifting consumer landscape.</p>

<p><strong>Overview:</strong> Pronto, an on-demand home services startup, has raised $11 million (about Rs 96 crore) in a funding round co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. The round values the company at $45 million (around Rs 394 crore) post-money.</p> <p><strong>Business model and founding:</strong> Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for cleaning, laundry, utensil washing and basic meal preparation. The platform uses a shift-based, task-focused model that guarantees workers shifts and higher earnings while promising fast, 10-minute fulfilment. Unlike time-based pricing common in the segment, Pronto charges customers per task, with an average order value of Rs 200–300.</p> <p><strong>Strategic moves and domicile change:</strong> Originally domiciled in Delaware, Pronto has flipped back to India following the new financing. Sardana said the timing was chosen to avoid capital-gains implications associated with transferring the company from the US after finalising the round.</p> <p><strong>Planned use of funds and expansion:</strong> The fresh capital will be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and deploy real-time operations technology. Over the next 12–18 months Pronto plans expansion into Mumbai, Bengaluru and other metros by setting up micro-hubs in residential clusters to ensure rapid fulfilment.</p> <p><strong>Operational challenges and market context:</strong> Sardana acknowledged the high upfront costs of rapid expansion, including oversupply and marketing spend, and emphasised the need for sustained demand generation given the high-frequency, low-ticket nature of services. The quick home services space is attracting investor interest, with competitors such as Snabbit having raised sizable rounds recently.</p> <p><em>Outlook:</em> With institutional backing and a task-based model aimed at formalising informal labour networks, Pronto aims to scale urban operations while balancing utilisation and unit economics to achieve sustainable growth.</p>

<p><strong>Introduction:</strong> Global Medical Virtual Assistants (GMVA), founded by Beth Lachance in 2019 and headquartered in West Hartford, has emerged as Connecticut’s fastest-growing private company, ranking No. 368 on the 2025 Inc. 5000 list. The firm supplies remote administrative staffing exclusively from the Philippines to U.S. health care providers, aiming to reduce clinicians’ administrative burden and increase operational efficiency.</p> <p><strong>Business model and operations:</strong> GMVA employs roughly 1,200 medical virtual assistants (MVAs) and about 130 support staff in the Philippines. MVAs—hired as independent contractors—handle new-patient intake, appointment scheduling, insurance verification, billing support and related back-office tasks. Lachance oversees the workforce through regular virtual meetings and periodic visits to the Philippines; the company also hosts an annual gala in Manila to recognise staff.</p> <p><strong>Compliance and security:</strong> As a vendor handling patient information, GMVA emphasises HIPAA compliance and cybersecurity. MVAs undergo annual HIPAA training and use company-managed software that separates work and personal profiles, restricts downloads and prevents screenshots to protect patient data. Industry experts note that compliance and cyber safeguards are essential for offshore medical staffing providers.</p> <p><strong>Growth and finances:</strong> GMVA’s growth accelerated during the COVID-19 pandemic as providers embraced remote work. The company served more than 400 medical facilities, generated about $16 million in revenue in 2024 and projects roughly $30 million in 2025. Inc. data show GMVA’s revenues rose 1,086% between 2021 and 2024.</p> <p><strong>Market context and client impact:</strong> Clients such as the Center for Advanced Reproductive Services and White Plains Hospital say GMVA’s MVAs increase front-office efficiency without prompting local job cuts; practices report improved workflow and the ability for onsite staff to focus on patient care. Lachance says GMVA does not plan to hire MVAs in the U.S., citing cost differences—Connecticut’s average medical administrative wage runs higher than outsourcing alternatives.</p> <p><em>Conclusion:</em> Positioned amid workforce shortages and rising administrative costs, GMVA combines an offshore talent pool, robust compliance practices and rapid client adoption to sustain expansion while keeping its headquarters and growing corporate functions in West Hartford.</p>

<p><strong>Summary request — action needed</strong></p> <p>I attempted to fetch the article at the URL you gave, but the page returned a general site template/homepage rather than the article content. The response appears to be the site’s main layout (header, footer, subscribe/cookie widgets) without the story text — so I could not extract the article to create the 300–350-word summary you requested.</p> <p><strong>What I tried:</strong> an HTTP fetch of the provided URL. Result: a site shell and widgets; no article body or clear article elements (headline, byline, paragraphs) were available in the returned HTML.</p> <p><strong>Please provide one of the following so I can continue:</strong></p> <ul> <li>The article’s full HTML (copy-paste of the article page source or the article text)</li> <li>An alternative direct link to the same article (sometimes sites block bots or serve content via JavaScript)</li> <li>Permission to try fetching the URL again (I can retry once more and report back)</li> </ul> <p>Once I have the article content or an accessible link, I will produce a neutral, journalistic HTML-formatted summary of 300–350 words in English, structured with an introduction, main body and conclusion.</p> <p><em>If you prefer, paste the article text here and I’ll summarize immediately.</em></p>

<p><strong>Introduction:</strong> In 2010 four Wharton classmates—Dave Gilboa, Neil Blumenthal, Andy Hunt and Jeff Raider—pooled $120,000 (about $30,000 each) to launch Warby Parker, a direct-to-consumer eyewear brand that has since grown into a roughly $1.8 billion company. The brand disrupted a sizeable global eyewear market by combining affordable, design-forward frames with an omnichannel retail strategy.</p> <p><strong>Founding and early traction:</strong> The company began as a simple answer to overpriced designer glasses after Gilboa lost an expensive pair. Leveraging Blumenthal’s supplier connections, the founders launched online and quickly attracted media attention from Vogue and GQ. Early demand outstripped expectations—first-year sales targets were hit within weeks—and a converted office showroom led to the first physical store in Manhattan in 2013.</p> <p><strong>Business model shift and growth:</strong> While Warby Parker started online, brick-and-mortar locations now drive the bulk of revenue. The company operates <strong>269 stores</strong> and last year retail accounted for more than two-thirds of sales—over $440 million—helped by in-store eye exams that raised average revenue per customer by more than 9%. The firm posted nearly <strong>$670 million</strong> in revenue last year and counts some 2.3 million active customers as of 2023.</p> <p><strong>Financial position and path to profitability:</strong> Despite its growth, Warby Parker remained unprofitable historically, but executives point to an adjusted EBITDA of about <strong>$52.4 million</strong> in the past year and no corporate debt. Analysts see a clear route to net profitability as retail and vision-care services scale, with the company planning continued store expansion—approximately 40 openings in the current year—and ambitions to reach several hundred more locations.</p> <p><em>Outlook:</em> Warby Parker aims to evolve into a holistic vision-care company, balancing physical retail expansion with a growing service offering to lift margins and customer lifetime value. In a fragmented $150bn-plus global eyewear market, the brand’s mix of design, accessibility and retail-driven services positions it to pursue further scale, though it will still face competition from industry giants and the challenge of sustaining profitable growth as it expands.

n/a

n/a

<p><strong>Introduction:</strong> Hair Syrup, founded by Lucie Macleod while at university, transformed a small Etsy startup into one of TikTok’s most talked-about haircare brands. Rejected on Dragons’ Den, the company instead rode social media virality to rapid commercial growth and is positioning itself for international expansion.</p> <p><strong>Founding and growth:</strong> Macleod developed pre-wash oils to treat heat- and bleach-damaged hair and initially sold products via Etsy. TikTok exposure fuelled a surge in demand: the brand reports over <strong>325,000 products sold on the platform</strong> and follower growth from roughly 300,000 to over 400,000 in six months. Certain items saw as much as <strong>700% sales growth</strong> on TikTok Shop, and the company projects a turnover of about <strong>£6.5m in 2026</strong>, with plans to enter the US and Australian markets.</p> <p><strong>Products and ingredients:</strong> Hair Syrup’s core range comprises pre-wash oils (best-sellers include Rapunzel, Grows‑Mary and Vitamin C Me) formulated from natural oils such as sweet almond, orange and macadamia. Intended as a scalp and strand treatment applied one to four hours before shampooing, the range has expanded into leave-in oils, cream treatments and accessories.</p> <p><strong>Context and tradition:</strong> The brand’s positioning taps into an ancient practice — hair oiling with Ayurvedic roots — reframed for modern audiences. Its success exemplifies how social platforms can amplify niche, heritage-inspired rituals into mainstream trends.</p> <p><strong>Editorial assessment:</strong> A Marie Claire tester noted immediate improvements in shine and softness and praised lingering scents, while cautioning that the Rapunzel formula may slightly affect vibrancy in bleached blonde hair. The reviewer remained sceptical that topical oils accelerate biological hair growth, but acknowledged reduced breakage and improved hair health with sustained use.</p> <p><strong>Availability and outlook:</strong> Hair Syrup sells direct-to-consumer and through retailers such as Boots and Beauty Bay. Backed by strong social proof and rapid online traction, the brand faces the challenge of scaling inventory, maintaining quality and translating viral momentum into lasting international retail success.</p>

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

<p><strong>Introduction:</strong> Casper grew from a 2014 start-up into a mass-market sleep brand, reaching roughly $750 million in revenue within four years and later securing about a $1.1 billion valuation. The company disrupted a centuries‑old retail category by pairing a direct‑to‑consumer (DTC) model with heavy investment in brand, content and experience.</p> <p><strong>Business model & product experience:</strong> Casper simplified mattress shopping with a single‑model, bed‑in‑a‑box approach, a 100‑night home trial and a long warranty, plus risk‑free returns and free shipping. The unboxing and home‑trial experience became a marketing asset, generating social shares and reducing purchase friction.</p> <p><strong>Growth and channels:</strong> Casper combined owned channels (content, email, SEO) with paid acquisition (programmatic, paid social, search) and retail experiments (pop‑ups, select partners). Key tactics included targeted long‑tail search ads, remarketing, a two‑step cart recovery flow, and an affiliate/influencer network to scale reach and credibility.</p> <p><strong>Content & community:</strong> The brand positioned itself as a sleep authority via high‑value content—blogs, original research, the “Sleep Channel” and user‑generated storytelling—using the CSD (Content, Social, Distribution) method to earn links and organic visibility. Casper showcased aggregated reviews, comparison tools and extensive educational material to guide buyers through the funnel.</p> <p><strong>Data, personalization & retention:</strong> Casper leveraged data intelligence and segmentation for personalized email and SMS journeys (welcome, weekly, abandoned‑cart, post‑purchase), boosting conversion and lifetime value. Growth efforts emphasized moving from pure acquisition to C.R.E.E.D—customer retention, experience and development—to maximize CLV.</p> <p><strong>Risks & expansion:</strong> Product and retail expansion broadened the brand but risked dilution; Casper balanced new SKUs and physical stores with core promises of simplicity and quality. The company also localized ads and translated creative to capture new markets.</p> <p><em>Conclusion:</em> Casper’s rapid ascent rested on integrating product innovation, storytelling, rigorous data use and customer‑first guarantees. Its next challenge is scaling retail and new product lines while protecting unit economics and deepening long‑term customer relationships.</p>

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

<p><strong>Introduction:</strong> Global Medical Virtual Assistants (GMVA), founded by Beth Lachance in 2019 and headquartered in West Hartford, has emerged as Connecticut’s fastest-growing private company, ranking No. 368 on the 2025 Inc. 5000 list. The firm supplies remote administrative staffing exclusively from the Philippines to U.S. health care providers, aiming to reduce clinicians’ administrative burden and increase operational efficiency.</p> <p><strong>Business model and operations:</strong> GMVA employs roughly 1,200 medical virtual assistants (MVAs) and about 130 support staff in the Philippines. MVAs—hired as independent contractors—handle new-patient intake, appointment scheduling, insurance verification, billing support and related back-office tasks. Lachance oversees the workforce through regular virtual meetings and periodic visits to the Philippines; the company also hosts an annual gala in Manila to recognise staff.</p> <p><strong>Compliance and security:</strong> As a vendor handling patient information, GMVA emphasises HIPAA compliance and cybersecurity. MVAs undergo annual HIPAA training and use company-managed software that separates work and personal profiles, restricts downloads and prevents screenshots to protect patient data. Industry experts note that compliance and cyber safeguards are essential for offshore medical staffing providers.</p> <p><strong>Growth and finances:</strong> GMVA’s growth accelerated during the COVID-19 pandemic as providers embraced remote work. The company served more than 400 medical facilities, generated about $16 million in revenue in 2024 and projects roughly $30 million in 2025. Inc. data show GMVA’s revenues rose 1,086% between 2021 and 2024.</p> <p><strong>Market context and client impact:</strong> Clients such as the Center for Advanced Reproductive Services and White Plains Hospital say GMVA’s MVAs increase front-office efficiency without prompting local job cuts; practices report improved workflow and the ability for onsite staff to focus on patient care. Lachance says GMVA does not plan to hire MVAs in the U.S., citing cost differences—Connecticut’s average medical administrative wage runs higher than outsourcing alternatives.</p> <p><em>Conclusion:</em> Positioned amid workforce shortages and rising administrative costs, GMVA combines an offshore talent pool, robust compliance practices and rapid client adoption to sustain expansion while keeping its headquarters and growing corporate functions in West Hartford.</p>

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

<p><strong>Overview:</strong> Pronto, an on-demand home services startup, has raised $11 million (about Rs 96 crore) in a funding round co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. The round values the company at $45 million (around Rs 394 crore) post-money.</p> <p><strong>Business model and founding:</strong> Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for cleaning, laundry, utensil washing and basic meal preparation. The platform uses a shift-based, task-focused model that guarantees workers shifts and higher earnings while promising fast, 10-minute fulfilment. Unlike time-based pricing common in the segment, Pronto charges customers per task, with an average order value of Rs 200–300.</p> <p><strong>Strategic moves and domicile change:</strong> Originally domiciled in Delaware, Pronto has flipped back to India following the new financing. Sardana said the timing was chosen to avoid capital-gains implications associated with transferring the company from the US after finalising the round.</p> <p><strong>Planned use of funds and expansion:</strong> The fresh capital will be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and deploy real-time operations technology. Over the next 12–18 months Pronto plans expansion into Mumbai, Bengaluru and other metros by setting up micro-hubs in residential clusters to ensure rapid fulfilment.</p> <p><strong>Operational challenges and market context:</strong> Sardana acknowledged the high upfront costs of rapid expansion, including oversupply and marketing spend, and emphasised the need for sustained demand generation given the high-frequency, low-ticket nature of services. The quick home services space is attracting investor interest, with competitors such as Snabbit having raised sizable rounds recently.</p> <p><em>Outlook:</em> With institutional backing and a task-based model aimed at formalising informal labour networks, Pronto aims to scale urban operations while balancing utilisation and unit economics to achieve sustainable growth.</p>

<p><strong>Introduction:</strong> Casper grew from a 2014 start-up into a mass-market sleep brand, reaching roughly $750 million in revenue within four years and later securing about a $1.1 billion valuation. The company disrupted a centuries‑old retail category by pairing a direct‑to‑consumer (DTC) model with heavy investment in brand, content and experience.</p> <p><strong>Business model & product experience:</strong> Casper simplified mattress shopping with a single‑model, bed‑in‑a‑box approach, a 100‑night home trial and a long warranty, plus risk‑free returns and free shipping. The unboxing and home‑trial experience became a marketing asset, generating social shares and reducing purchase friction.</p> <p><strong>Growth and channels:</strong> Casper combined owned channels (content, email, SEO) with paid acquisition (programmatic, paid social, search) and retail experiments (pop‑ups, select partners). Key tactics included targeted long‑tail search ads, remarketing, a two‑step cart recovery flow, and an affiliate/influencer network to scale reach and credibility.</p> <p><strong>Content & community:</strong> The brand positioned itself as a sleep authority via high‑value content—blogs, original research, the “Sleep Channel” and user‑generated storytelling—using the CSD (Content, Social, Distribution) method to earn links and organic visibility. Casper showcased aggregated reviews, comparison tools and extensive educational material to guide buyers through the funnel.</p> <p><strong>Data, personalization & retention:</strong> Casper leveraged data intelligence and segmentation for personalized email and SMS journeys (welcome, weekly, abandoned‑cart, post‑purchase), boosting conversion and lifetime value. Growth efforts emphasized moving from pure acquisition to C.R.E.E.D—customer retention, experience and development—to maximize CLV.</p> <p><strong>Risks & expansion:</strong> Product and retail expansion broadened the brand but risked dilution; Casper balanced new SKUs and physical stores with core promises of simplicity and quality. The company also localized ads and translated creative to capture new markets.</p> <p><em>Conclusion:</em> Casper’s rapid ascent rested on integrating product innovation, storytelling, rigorous data use and customer‑first guarantees. Its next challenge is scaling retail and new product lines while protecting unit economics and deepening long‑term customer relationships.</p>

n/a

n/a

<p><strong>Introduction:</strong> Lafaurie, a Parisian menswear label run by brothers Théo (31) and Pablo (24) Lafaurie, is positioning itself between luxury and fast fashion by offering contemporary, design-led clothing at accessible premium prices. The brand recently opened its 14th store in the Marais, signalling a new phase that blends retail, art and community as it scales domestically and internationally.</p> <p><strong>Business positioning and product:</strong> Rooted in a family retail legacy founded by their father Pierre in 1991, Lafaurie defines itself as “smart luxury.” Price points span roughly €100 for cotton shirts to €650 for lamb leather jackets, with most core items under €300. The label’s creative signature—examples include an asymmetric painter’s jacket and subtle, self-produced prints—targets a client base of artists, editors and creative professionals who value craft, fit and quiet design cues over logos.</p> <p><strong>Operations and supply chain:</strong> The brothers benefited from an established supplier network across Italy, Portugal, Estonia, Romania and Morocco, enabling quality manufacturing at competitive costs. They design in a Saint-Germain studio and operate a primarily European sourcing model that supports margin control while maintaining a premium aesthetic.</p> <p><strong>Growth, channels and risks:</strong> E-commerce now represents about 25% of Lafaurie’s revenue, with more than half of online sales coming from the US. The brand’s revenues rose to roughly €8m in 2024 (+20% year-on-year) and are projected to grow around 25% in 2025. International momentum — notably a 50% growth in US sales in 2024 — presents opportunity but exposes Lafaurie to geopolitical risks such as potential US import tariffs; the label is also exploring Asia as a diversification route.</p> <p><strong>Retail, culture and technology:</strong> Lafaurie’s stores mix gallery-style curation, rotating artist collaborations and vintage art books to reinforce its cultural positioning. Internally, the team (about 50 people) is investing in proprietary tech and AI to streamline operations. The brand plans measured physical expansion, pop-ups and selective department store partnerships to balance creative identity with commercial scale.</p> <p><em>Conclusion:</em> By combining artisanal supply chains, a clear mid-market positioning and cultural retail experiences, Lafaurie is carving a resilient niche in Parisian menswear amid a shifting consumer landscape.</p>

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

<p><strong>Introduction:</strong> Hair Syrup, founded by Lucie Macleod while at university, transformed a small Etsy startup into one of TikTok’s most talked-about haircare brands. Rejected on Dragons’ Den, the company instead rode social media virality to rapid commercial growth and is positioning itself for international expansion.</p> <p><strong>Founding and growth:</strong> Macleod developed pre-wash oils to treat heat- and bleach-damaged hair and initially sold products via Etsy. TikTok exposure fuelled a surge in demand: the brand reports over <strong>325,000 products sold on the platform</strong> and follower growth from roughly 300,000 to over 400,000 in six months. Certain items saw as much as <strong>700% sales growth</strong> on TikTok Shop, and the company projects a turnover of about <strong>£6.5m in 2026</strong>, with plans to enter the US and Australian markets.</p> <p><strong>Products and ingredients:</strong> Hair Syrup’s core range comprises pre-wash oils (best-sellers include Rapunzel, Grows‑Mary and Vitamin C Me) formulated from natural oils such as sweet almond, orange and macadamia. Intended as a scalp and strand treatment applied one to four hours before shampooing, the range has expanded into leave-in oils, cream treatments and accessories.</p> <p><strong>Context and tradition:</strong> The brand’s positioning taps into an ancient practice — hair oiling with Ayurvedic roots — reframed for modern audiences. Its success exemplifies how social platforms can amplify niche, heritage-inspired rituals into mainstream trends.</p> <p><strong>Editorial assessment:</strong> A Marie Claire tester noted immediate improvements in shine and softness and praised lingering scents, while cautioning that the Rapunzel formula may slightly affect vibrancy in bleached blonde hair. The reviewer remained sceptical that topical oils accelerate biological hair growth, but acknowledged reduced breakage and improved hair health with sustained use.</p> <p><strong>Availability and outlook:</strong> Hair Syrup sells direct-to-consumer and through retailers such as Boots and Beauty Bay. Backed by strong social proof and rapid online traction, the brand faces the challenge of scaling inventory, maintaining quality and translating viral momentum into lasting international retail success.</p>

n/a

n/a

<p><strong>Summary request — action needed</strong></p> <p>I attempted to fetch the article at the URL you gave, but the page returned a general site template/homepage rather than the article content. The response appears to be the site’s main layout (header, footer, subscribe/cookie widgets) without the story text — so I could not extract the article to create the 300–350-word summary you requested.</p> <p><strong>What I tried:</strong> an HTTP fetch of the provided URL. Result: a site shell and widgets; no article body or clear article elements (headline, byline, paragraphs) were available in the returned HTML.</p> <p><strong>Please provide one of the following so I can continue:</strong></p> <ul> <li>The article’s full HTML (copy-paste of the article page source or the article text)</li> <li>An alternative direct link to the same article (sometimes sites block bots or serve content via JavaScript)</li> <li>Permission to try fetching the URL again (I can retry once more and report back)</li> </ul> <p>Once I have the article content or an accessible link, I will produce a neutral, journalistic HTML-formatted summary of 300–350 words in English, structured with an introduction, main body and conclusion.</p> <p><em>If you prefer, paste the article text here and I’ll summarize immediately.</em></p>

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

<p><strong>Introduction:</strong> In 2010 four Wharton classmates—Dave Gilboa, Neil Blumenthal, Andy Hunt and Jeff Raider—pooled $120,000 (about $30,000 each) to launch Warby Parker, a direct-to-consumer eyewear brand that has since grown into a roughly $1.8 billion company. The brand disrupted a sizeable global eyewear market by combining affordable, design-forward frames with an omnichannel retail strategy.</p> <p><strong>Founding and early traction:</strong> The company began as a simple answer to overpriced designer glasses after Gilboa lost an expensive pair. Leveraging Blumenthal’s supplier connections, the founders launched online and quickly attracted media attention from Vogue and GQ. Early demand outstripped expectations—first-year sales targets were hit within weeks—and a converted office showroom led to the first physical store in Manhattan in 2013.</p> <p><strong>Business model shift and growth:</strong> While Warby Parker started online, brick-and-mortar locations now drive the bulk of revenue. The company operates <strong>269 stores</strong> and last year retail accounted for more than two-thirds of sales—over $440 million—helped by in-store eye exams that raised average revenue per customer by more than 9%. The firm posted nearly <strong>$670 million</strong> in revenue last year and counts some 2.3 million active customers as of 2023.</p> <p><strong>Financial position and path to profitability:</strong> Despite its growth, Warby Parker remained unprofitable historically, but executives point to an adjusted EBITDA of about <strong>$52.4 million</strong> in the past year and no corporate debt. Analysts see a clear route to net profitability as retail and vision-care services scale, with the company planning continued store expansion—approximately 40 openings in the current year—and ambitions to reach several hundred more locations.</p> <p><em>Outlook:</em> Warby Parker aims to evolve into a holistic vision-care company, balancing physical retail expansion with a growing service offering to lift margins and customer lifetime value. In a fragmented $150bn-plus global eyewear market, the brand’s mix of design, accessibility and retail-driven services positions it to pursue further scale, though it will still face competition from industry giants and the challenge of sustaining profitable growth as it expands.

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

<p><strong>Introduction:</strong> Casper grew from a 2014 start-up into a mass-market sleep brand, reaching roughly $750 million in revenue within four years and later securing about a $1.1 billion valuation. The company disrupted a centuries‑old retail category by pairing a direct‑to‑consumer (DTC) model with heavy investment in brand, content and experience.</p> <p><strong>Business model & product experience:</strong> Casper simplified mattress shopping with a single‑model, bed‑in‑a‑box approach, a 100‑night home trial and a long warranty, plus risk‑free returns and free shipping. The unboxing and home‑trial experience became a marketing asset, generating social shares and reducing purchase friction.</p> <p><strong>Growth and channels:</strong> Casper combined owned channels (content, email, SEO) with paid acquisition (programmatic, paid social, search) and retail experiments (pop‑ups, select partners). Key tactics included targeted long‑tail search ads, remarketing, a two‑step cart recovery flow, and an affiliate/influencer network to scale reach and credibility.</p> <p><strong>Content & community:</strong> The brand positioned itself as a sleep authority via high‑value content—blogs, original research, the “Sleep Channel” and user‑generated storytelling—using the CSD (Content, Social, Distribution) method to earn links and organic visibility. Casper showcased aggregated reviews, comparison tools and extensive educational material to guide buyers through the funnel.</p> <p><strong>Data, personalization & retention:</strong> Casper leveraged data intelligence and segmentation for personalized email and SMS journeys (welcome, weekly, abandoned‑cart, post‑purchase), boosting conversion and lifetime value. Growth efforts emphasized moving from pure acquisition to C.R.E.E.D—customer retention, experience and development—to maximize CLV.</p> <p><strong>Risks & expansion:</strong> Product and retail expansion broadened the brand but risked dilution; Casper balanced new SKUs and physical stores with core promises of simplicity and quality. The company also localized ads and translated creative to capture new markets.</p> <p><em>Conclusion:</em> Casper’s rapid ascent rested on integrating product innovation, storytelling, rigorous data use and customer‑first guarantees. Its next challenge is scaling retail and new product lines while protecting unit economics and deepening long‑term customer relationships.</p>

n/a

<p><strong>Introduction:</strong> Global Medical Virtual Assistants (GMVA), founded by Beth Lachance in 2019 and headquartered in West Hartford, has emerged as Connecticut’s fastest-growing private company, ranking No. 368 on the 2025 Inc. 5000 list. The firm supplies remote administrative staffing exclusively from the Philippines to U.S. health care providers, aiming to reduce clinicians’ administrative burden and increase operational efficiency.</p> <p><strong>Business model and operations:</strong> GMVA employs roughly 1,200 medical virtual assistants (MVAs) and about 130 support staff in the Philippines. MVAs—hired as independent contractors—handle new-patient intake, appointment scheduling, insurance verification, billing support and related back-office tasks. Lachance oversees the workforce through regular virtual meetings and periodic visits to the Philippines; the company also hosts an annual gala in Manila to recognise staff.</p> <p><strong>Compliance and security:</strong> As a vendor handling patient information, GMVA emphasises HIPAA compliance and cybersecurity. MVAs undergo annual HIPAA training and use company-managed software that separates work and personal profiles, restricts downloads and prevents screenshots to protect patient data. Industry experts note that compliance and cyber safeguards are essential for offshore medical staffing providers.</p> <p><strong>Growth and finances:</strong> GMVA’s growth accelerated during the COVID-19 pandemic as providers embraced remote work. The company served more than 400 medical facilities, generated about $16 million in revenue in 2024 and projects roughly $30 million in 2025. Inc. data show GMVA’s revenues rose 1,086% between 2021 and 2024.</p> <p><strong>Market context and client impact:</strong> Clients such as the Center for Advanced Reproductive Services and White Plains Hospital say GMVA’s MVAs increase front-office efficiency without prompting local job cuts; practices report improved workflow and the ability for onsite staff to focus on patient care. Lachance says GMVA does not plan to hire MVAs in the U.S., citing cost differences—Connecticut’s average medical administrative wage runs higher than outsourcing alternatives.</p> <p><em>Conclusion:</em> Positioned amid workforce shortages and rising administrative costs, GMVA combines an offshore talent pool, robust compliance practices and rapid client adoption to sustain expansion while keeping its headquarters and growing corporate functions in West Hartford.</p>

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

<p><strong>Overview:</strong> Pronto, an on-demand home services startup, has raised $11 million (about Rs 96 crore) in a funding round co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. The round values the company at $45 million (around Rs 394 crore) post-money.</p> <p><strong>Business model and founding:</strong> Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for cleaning, laundry, utensil washing and basic meal preparation. The platform uses a shift-based, task-focused model that guarantees workers shifts and higher earnings while promising fast, 10-minute fulfilment. Unlike time-based pricing common in the segment, Pronto charges customers per task, with an average order value of Rs 200–300.</p> <p><strong>Strategic moves and domicile change:</strong> Originally domiciled in Delaware, Pronto has flipped back to India following the new financing. Sardana said the timing was chosen to avoid capital-gains implications associated with transferring the company from the US after finalising the round.</p> <p><strong>Planned use of funds and expansion:</strong> The fresh capital will be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and deploy real-time operations technology. Over the next 12–18 months Pronto plans expansion into Mumbai, Bengaluru and other metros by setting up micro-hubs in residential clusters to ensure rapid fulfilment.</p> <p><strong>Operational challenges and market context:</strong> Sardana acknowledged the high upfront costs of rapid expansion, including oversupply and marketing spend, and emphasised the need for sustained demand generation given the high-frequency, low-ticket nature of services. The quick home services space is attracting investor interest, with competitors such as Snabbit having raised sizable rounds recently.</p> <p><em>Outlook:</em> With institutional backing and a task-based model aimed at formalising informal labour networks, Pronto aims to scale urban operations while balancing utilisation and unit economics to achieve sustainable growth.</p>

n/a

n/a

n/a

n/a

<p><strong>Summary request — action needed</strong></p> <p>I attempted to fetch the article at the URL you gave, but the page returned a general site template/homepage rather than the article content. The response appears to be the site’s main layout (header, footer, subscribe/cookie widgets) without the story text — so I could not extract the article to create the 300–350-word summary you requested.</p> <p><strong>What I tried:</strong> an HTTP fetch of the provided URL. Result: a site shell and widgets; no article body or clear article elements (headline, byline, paragraphs) were available in the returned HTML.</p> <p><strong>Please provide one of the following so I can continue:</strong></p> <ul> <li>The article’s full HTML (copy-paste of the article page source or the article text)</li> <li>An alternative direct link to the same article (sometimes sites block bots or serve content via JavaScript)</li> <li>Permission to try fetching the URL again (I can retry once more and report back)</li> </ul> <p>Once I have the article content or an accessible link, I will produce a neutral, journalistic HTML-formatted summary of 300–350 words in English, structured with an introduction, main body and conclusion.</p> <p><em>If you prefer, paste the article text here and I’ll summarize immediately.</em></p>

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

<p><strong>Introduction:</strong> In 2010 four Wharton classmates—Dave Gilboa, Neil Blumenthal, Andy Hunt and Jeff Raider—pooled $120,000 (about $30,000 each) to launch Warby Parker, a direct-to-consumer eyewear brand that has since grown into a roughly $1.8 billion company. The brand disrupted a sizeable global eyewear market by combining affordable, design-forward frames with an omnichannel retail strategy.</p> <p><strong>Founding and early traction:</strong> The company began as a simple answer to overpriced designer glasses after Gilboa lost an expensive pair. Leveraging Blumenthal’s supplier connections, the founders launched online and quickly attracted media attention from Vogue and GQ. Early demand outstripped expectations—first-year sales targets were hit within weeks—and a converted office showroom led to the first physical store in Manhattan in 2013.</p> <p><strong>Business model shift and growth:</strong> While Warby Parker started online, brick-and-mortar locations now drive the bulk of revenue. The company operates <strong>269 stores</strong> and last year retail accounted for more than two-thirds of sales—over $440 million—helped by in-store eye exams that raised average revenue per customer by more than 9%. The firm posted nearly <strong>$670 million</strong> in revenue last year and counts some 2.3 million active customers as of 2023.</p> <p><strong>Financial position and path to profitability:</strong> Despite its growth, Warby Parker remained unprofitable historically, but executives point to an adjusted EBITDA of about <strong>$52.4 million</strong> in the past year and no corporate debt. Analysts see a clear route to net profitability as retail and vision-care services scale, with the company planning continued store expansion—approximately 40 openings in the current year—and ambitions to reach several hundred more locations.</p> <p><em>Outlook:</em> Warby Parker aims to evolve into a holistic vision-care company, balancing physical retail expansion with a growing service offering to lift margins and customer lifetime value. In a fragmented $150bn-plus global eyewear market, the brand’s mix of design, accessibility and retail-driven services positions it to pursue further scale, though it will still face competition from industry giants and the challenge of sustaining profitable growth as it expands.

n/a

n/a

n/a

n/a

n/a

n/a

<p><strong>Introduction:</strong> Lafaurie, a Parisian menswear label run by brothers Théo (31) and Pablo (24) Lafaurie, is positioning itself between luxury and fast fashion by offering contemporary, design-led clothing at accessible premium prices. The brand recently opened its 14th store in the Marais, signalling a new phase that blends retail, art and community as it scales domestically and internationally.</p> <p><strong>Business positioning and product:</strong> Rooted in a family retail legacy founded by their father Pierre in 1991, Lafaurie defines itself as “smart luxury.” Price points span roughly €100 for cotton shirts to €650 for lamb leather jackets, with most core items under €300. The label’s creative signature—examples include an asymmetric painter’s jacket and subtle, self-produced prints—targets a client base of artists, editors and creative professionals who value craft, fit and quiet design cues over logos.</p> <p><strong>Operations and supply chain:</strong> The brothers benefited from an established supplier network across Italy, Portugal, Estonia, Romania and Morocco, enabling quality manufacturing at competitive costs. They design in a Saint-Germain studio and operate a primarily European sourcing model that supports margin control while maintaining a premium aesthetic.</p> <p><strong>Growth, channels and risks:</strong> E-commerce now represents about 25% of Lafaurie’s revenue, with more than half of online sales coming from the US. The brand’s revenues rose to roughly €8m in 2024 (+20% year-on-year) and are projected to grow around 25% in 2025. International momentum — notably a 50% growth in US sales in 2024 — presents opportunity but exposes Lafaurie to geopolitical risks such as potential US import tariffs; the label is also exploring Asia as a diversification route.</p> <p><strong>Retail, culture and technology:</strong> Lafaurie’s stores mix gallery-style curation, rotating artist collaborations and vintage art books to reinforce its cultural positioning. Internally, the team (about 50 people) is investing in proprietary tech and AI to streamline operations. The brand plans measured physical expansion, pop-ups and selective department store partnerships to balance creative identity with commercial scale.</p> <p><em>Conclusion:</em> By combining artisanal supply chains, a clear mid-market positioning and cultural retail experiences, Lafaurie is carving a resilient niche in Parisian menswear amid a shifting consumer landscape.</p>

n/a

n/a

n/a

n/a

n/a

n/a

<p><strong>Introduction:</strong> Hair Syrup, founded by Lucie Macleod while at university, transformed a small Etsy startup into one of TikTok’s most talked-about haircare brands. Rejected on Dragons’ Den, the company instead rode social media virality to rapid commercial growth and is positioning itself for international expansion.</p> <p><strong>Founding and growth:</strong> Macleod developed pre-wash oils to treat heat- and bleach-damaged hair and initially sold products via Etsy. TikTok exposure fuelled a surge in demand: the brand reports over <strong>325,000 products sold on the platform</strong> and follower growth from roughly 300,000 to over 400,000 in six months. Certain items saw as much as <strong>700% sales growth</strong> on TikTok Shop, and the company projects a turnover of about <strong>£6.5m in 2026</strong>, with plans to enter the US and Australian markets.</p> <p><strong>Products and ingredients:</strong> Hair Syrup’s core range comprises pre-wash oils (best-sellers include Rapunzel, Grows‑Mary and Vitamin C Me) formulated from natural oils such as sweet almond, orange and macadamia. Intended as a scalp and strand treatment applied one to four hours before shampooing, the range has expanded into leave-in oils, cream treatments and accessories.</p> <p><strong>Context and tradition:</strong> The brand’s positioning taps into an ancient practice — hair oiling with Ayurvedic roots — reframed for modern audiences. Its success exemplifies how social platforms can amplify niche, heritage-inspired rituals into mainstream trends.</p> <p><strong>Editorial assessment:</strong> A Marie Claire tester noted immediate improvements in shine and softness and praised lingering scents, while cautioning that the Rapunzel formula may slightly affect vibrancy in bleached blonde hair. The reviewer remained sceptical that topical oils accelerate biological hair growth, but acknowledged reduced breakage and improved hair health with sustained use.</p> <p><strong>Availability and outlook:</strong> Hair Syrup sells direct-to-consumer and through retailers such as Boots and Beauty Bay. Backed by strong social proof and rapid online traction, the brand faces the challenge of scaling inventory, maintaining quality and translating viral momentum into lasting international retail success.</p>

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

Influencer's Indian-inspired hair oil brand made $4 million in sales Skip Navigation Related Stories Health and Wellness Intuitive eating is trending now, but Taylor Swift was practicing it 15 years ago Young Success 21-year-old actress: Working at a young age taught me the wrong lesson about success Side Hustles Her side hustle makes $245,000 a year: ‘Consistent actions compound over time' Success India's social media stars are turning to business—and the industry is booming Health and Wellness Are popular lip oils safe to use? A doctor explains Erim Kaur, founder and CEO of luxury haircare brand ByErim. Erim Kaur, entrepreneur and influencer, made $4 million in sales after founding a hair-oil brand rooted in ancient Indian traditions. London-based Kaur has over 700,000 followers on Instagram and TikTok combined, and founded ByErim in 2019 — a luxury haircare brand known for its flagship hair growth oil containing eight pure oils, including Amla, Argan, Coconut, and Castor oil. It has raked in £3.3 million ($4.2 million) since its launch, CNBC Make It has verified. The 30-year-old pinned the popularity of her hair growth oil on having social media savvy and building a core audience of young Indian women and men turning to her for beauty and life advice. "I think one of the strongest messages I've always had has been that I want to do it for girls or boys that have grown up without a mum and sisters," Kaur told CNBC Make It in an interview about the popularity of her content. Kaur was only eight when her mother died of breast cancer, and a memory she always cherished was her mother's long hair, which she said was a defining part of her identity. "I really wanted to emulate the way that my mother looked," she said. "It was scary to see her lose the identifying part of what people saw as something that contributes so heavily to her beauty." Kaur recalled that her father, who was only 29 at the time, took her to the barber's for a haircut. "I didn't even know how to tie my hair. She died before she taught me," Kaur said. That was when she decided to turn to her paternal grandmother, who would apply different oils and ingredients on her hair through her early teens, before landing on a formula that Kaur continued to use as an adult and is the current formulation of the ByErim oil. Those experiences formed the foundations of Kaur's social media journey, where she shared her story of growing up without a mum, as well as how she learnt to take care of herself as a woman. "I wanted to create a shortcut for any girls or boys that had grown up without a mum, which is why I started to speak about that experience on my page," she explained. After gaining 100,000 followers in 2019, she decided to monetize her social media and build ByErim as a homage to both her mother and grandmother while also capitalizing on a growing social media trend. Indian hair oiling has become big business Hair oiling is an Indian tradition recorded in ancient Sanskrit medicinal texts like Charaka Samhita, and passed on through the centuries. Indian women are taught by their mothers and grandmothers to massage oils into their hair from a young age. With the influx of Indian immigrants to the U.S. and Europe since the 20 th century, hair-oiling has transcended India's borders. Cosmopolitan U.K.'s deputy beauty editor Hanna Ibraheem recently wrote that having her hair oiled as a child resurfaced memories of shame about her identity. "I'd noticed my peers would get teased for their oiled hair on the school playground. Sure, the oil made my hair soft and strong. I know it's the reason I have healthy hair today. But at the time, I found the whole thing ... well, embarrassing," Ibraheem said in a piece for the magazine. Once a marker of shame for many children of South Asian immigrants, hair oiling has filtered into beauty trends on social media. The hashtag #hairoil has almost half a million posts on TikTok, with mainstream influencers sharing their oiling routines, including what hair oils they use and application techniques. Tips on hair oiling have made the pages of Vogue in recent years, and a range of brands have surfaced alongside Kaur's ByErim, including Nikita Charuza's Ayurveda-inspired Squigs Beauty, Akash and Nikita Mehta's Fable & Mane, and Kuldeep Knox's Chāmpo. ByErim is a luxury hair and beard care brand. ByErim "How funny is it that 'to oil' never used to be a verb that was in everyone's daily communication but then this morning I was going to my grandparent's and I was going to say 'can you oil my hair for me?' Back in the day, it would have been people from England saying 'would you mind putting oil into my hair, or would you mind applying oil to my scalp? But it's now a verb," Kaur said. Unlike traditional Indian oiling, which includes the use of greasy, thick oils with a pungent odor, the appeal of brands like ByErim is that it's fragranced and lightweight, Kaur said. "I have it in my hair right now. Could you ever tell? I could go to Tesco. I could go to the gym. I could go for dinner with my hair like this," she said. 'Emotionally invested' followers Kaur says ByErim's success isn't just about the rising popularity of hair oiling but because her followers are "emotionally invested" in her brand. "Influencers cast a very wide net, but the problem is when you're trying to reach people who don't already follow you, you're alienating the people that do. So, I was very focused on my followers. They're focused on me," Kaur said. Influencer-founded brands have increased in recent years, but not all are cut out for success. Famous influencer brands range from TikTok darling Addison Rae's makeup line Item Beauty to Instagrammer Arielle Charnas' clothing brand, Something Navy. However, Rae's Item Beauty was discontinued by Sephora in 2023, with Rae failing to promote the brand consistently. Meanwhile, Something Navy faced financial troubles and stopped selling clothes through its website. "People can sniff out authenticity, and they can sniff out fake very quickly," Kaur explained. "If your followers really genuinely love you and would support you, they don't want to feel like they've been palmed off with a quick, cheap product that just has your name on it." She sets herself apart by sharing the highs and lows of building ByErim on social media, from posting about factories accepting her orders to packaging ByErim bottles by hand. "So by the time I launched it, people were buying regardless because they wanted to be part of that journey," she said. The company, which sold 250 units in its first four hours of launching and another 500 units in January 2020, has played a part in keeping the hair-oiling trend alive. "I can't take full credit for anything," Kaur said of the normalization of hair-oiling. "I think there are some amazing brands out there that are pushing the needle when it comes to sharing what was a secret of our grandma's kitchen to the masses, but I would like to hope that ByErim has played even a 1% part of that.

Malaysians are not ghosting brands. Brands are to be blamed. - MARKETING Magazine Asia Skip to content By The Malketeer Remember when brand loyalty was the thing? You bought your Colgate, drank your Milo, pumped your petrol at Shell and stayed true like a loyal spouse. Your mum used the same detergent for 20 years. Your dad only trusted one tyre shop, rain or shine. Now? Welcome to the Tinderfication of Malaysian consumerism — where every brand is just one swipe (or scroll) away from being replaced. Whether it’s Shopee, Lazada, TNG, or even your telco provider, Malaysians are jumping ship faster than you can say “voucher code.” The question is: why? And more painfully: are brands to blame? 1. Swipe Culture: Love at First Discount Let’s get one thing straight: price still rules. Malaysians are practical, savvy, and slightly obsessed with value. Throw in free shipping, cashbacks, and an RM8 voucher? You’ve got yourself a customer — for this transaction. But will they come back? Only if you give them another voucher. It’s not loyalty. It’s a situationship. Consumers are no longer wooed by heritage or “Made Since 1954” claims. They want speed, savings, and maybe a bit of TikTok sass . If you can’t offer that, someone else will — by the next mega sale. 2. Blame It on the Brands Before we shame consumers for being fickle, let’s look in the mirror. Who trained them to behave this way? It was the brands — dangling daily deals, shouting “Last Chance!” every other week, rewarding only new users and ignoring the loyal ones. Like dating someone who only surprises you in the honeymoon phase, then ghosts you till the next birthday. Loyalty died not because consumers changed but because brands stopped investing in relationships. 3. The Curse of 11.11 Fatigue There was a time when 11.11 felt magical — a once-a-year shopathon of legendary discounts. Now? There’s 10.10, 9.9, 8.8, 7.7, 6.6, and somewhere out there… 2.2½. Consumers are exhausted. Their carts are full but their hearts are empty. Everything feels urgent but nothing feels special anymore. In this flood of sales, brand stories are drowned out by screaming discounts. You can’t build loyalty on adrenaline and price cuts. That’s not branding — that’s bribery. 4. Loyalty Programmes: Death by Boredom “Collect 18 points and get 1 miserable coffee.” Seriously? Most loyalty programmes are designed like 1998 spreadsheets. They’re clunky, slow, and feel more like a chore than a reward. Consumers have to jump through flaming hoops to get a plastic pen or an expired voucher. Meanwhile, brands still use the word “exclusive” while sending the same promotion to everyone in their database. True loyalty isn’t earned with a stamp card. It’s earned by making people feel seen — and treated better than a stranger who just walked in with a promo code. 5. How to Win Back the Malaysian Heart The good news? Loyalty isn’t dead. It’s just been ghosted . Here’s how brands can bring it back from the grave: Start with trust, not tricks. Say what you mean. Mean what you say. Malaysians value sincerity. If your brand story rings true, they’ll listen — and they’ll stay. Reward the right people. Stop obsessing over new customer acquisition. Give your regulars some real love. Birthday perks, early access, meaningful thank-you gestures. Show them they matter. Humanise your brand. Talk like a person, not a press release. Be present on the platforms where conversations happen — especially TikTok, WhatsApp, and wherever memes go viral. Ditch the one-size-fits-all. Segment your audience. Tailor your messaging. Make your customers feel like you get them. Because relevance is the new romance. Stop the promo fatigue. Pull back on the mindless discounts. Focus on value, experience, and storytelling. If every day is a sale, then no day is. Loyalty Is a Two-Way Street Consumers haven’t changed — they’ve simply adapted. In a world where brands act like commitment-phobes, consumers respond in kind. So before you accuse Malaysians of being unfaithful, ask yourself: Have you been a brand worth staying loyal to? Because in today’s market, love doesn’t come cheap. But loyalty? That’s priceless. Related Content: BREWING UNITY: MALAYSIANS URGED TO SIP, NOT SNUB,… Malaysians Believe The Media But Not Their Fast Food… Here’s to the Crazy Young Malaysians Who Dare to… Boycott misinformation not the livelihood of… Controversial or not, the World Cup in Qatar is a… The Anti-Algorithm Movement: Why Malaysian Brands… Malaysians Are Redefining Ageing and the Lesson for Brands Malaysians Don’t Just Buy Brands—They Feel Them MARKETING Magazine is not responsible for the content of external sites. Subscribe to our Telegram channel for the latest updates in the marketing and advertising scene --> HOME NEWS MARKETING ADVERTISING DIGITAL AGENCIES MEDIA SPOTLIGHT OPINIONS THE APPIES CMO UPDATES WEEKENDER AWARDS TRAINING PUBLICATIONS ARCHIVES ISSUU MAGZTER SOCIAL LINKEDIN FACEBOOK YOUTUBE INSTAGRAM TWITTER / X TELEGRAM WHATSAPP SPOTIFY SEARCH Login Username or email address * Password * Remember me Log in Lost your password? Register Email address * A password will be sent to your email address. Your personal data will be used to support your experience throughout this website, to manage access to your account, and for other purposes described in our privacy policy . Register

New sofa brand &quot;rapidly making its mark&quot; | Furniture News Lewis Business Media 30 October 2025, 20:58 Login Register Home / Products Avriio is rapidly making its mark across the UK and Europe, says its distributor, "showcasing outstanding performance, remarkable consistency, and undeniable strength. "From the outset, the brand set forth with a crystal-clear vision – to introduce innovative designs that redefine industry standards while maintaining a steadfast customer-first approach. This dedication to excellence has allowed Avriio to carve out a distinctive position in the market, gaining traction among consumers who appreciate cutting-edge aesthetics, superior craftsmanship, and an unparalleled user experience." One of the key drivers behind Avriio’s successful launch has been its ability to navigate the complexities of diverse market dynamics, the brand's distributor continues: "In an industry where trends evolve rapidly, Avriio has demonstrated an exceptional capacity to adapt, ensuring that its offerings remain not only relevant but also ahead of the curve. "While adaptability is crucial, the brand’s unwavering commitment to top-tier quality has been equally instrumental in setting it apart from the competition. Every product introduced under the Avriio name reflects meticulous attention to detail, a pursuit of perfection, and a relentless drive to exceed customer expectations. "As the company continues to expand its reach and influence, the momentum gained so far serves as the bedrock for even greater achievements. Avriio is not just a fleeting trend – it is a brand built on a foundation of innovation, dedication and trust. "Moving forward, the company remains fully committed to maintaining its upward trajectory, continuously pushing boundaries, and delivering products that inspire and captivate. With an exceptional team behind its success and a loyal customer base that continues to grow, the future holds limitless opportunities for Avriio. This is just the beginning of an exciting journey." Pictured: Kastoria RELATED CONTENT Jan 10, 2024 Products Introducing Avriio New upholstery brand Avriio is poised to make its debut at imm cologne (Hall 10.2, stand N014), taking place from 14–18th this month. A brand… Jan 15, 2024 Products Discover Avriio in Cologne this week &quot;Welcome to Avriio, where we are inspired by design and driven by excellence.&quot; New upholstery brand Avriio launched at imm cologne this week,… Jan 10, 2025 Profiles Avriio – introducing the future of upholstery Avriio is quickly becoming one of the most talked-about upholstery brands to launch in the UK in years, reports Mark Gannon, the driving force behind… Feb 28, 2025 Event Review Upstanding performances from January Furniture Show On the evening of 20th January at this year's JFS, the Social Studio and Champagne Bar hosted the exhibition’s Best Stand Awards and Happy Hour,… &copy; 2025 Lewis Business Media. All Rights Reserved.

We put gravy in beer cans to boost sales' Skip to content Home News Israel-Gaza War War in Ukraine US & Canada UK UK Politics England N. Ireland N. Ireland Politics Scotland Scotland Politics Wales Wales Politics Africa Asia China India Australia Europe Latin America Middle East In Pictures BBC InDepth BBC Verify Sport Business Executive Lounge Technology of Business Future of Business Innovation Technology Science & Health Artificial Intelligence AI v the Mind Culture Film & TV Music Art & Design Style Books Entertainment News Arts Arts in Motion Travel Destinations Africa Antarctica Asia Australia and Pacific Caribbean & Bermuda Central America Europe Middle East North America South America World’s Table Culture & Experiences Adventures The SpeciaList To the Ends of The Earth Earth Natural Wonders Weather & Science Climate Solutions Sustainable Business Green Living Audio Podcast Categories Radio Audio FAQs Video BBC Maestro Live Live News Live Sport Home News Sport Business Innovation Culture Arts Travel Earth Audio Video Live Weather Newsletters 'We put gravy in beer cans to boost sales' 4 November 2024 Share Save Bobbi Hadgraft BBC Radio 4, You and Yours Share Save Ian Butt Ian Butt co-founded Potts' and has embraced a marketing strategy being referred to as "chaos packaging" A food manufacturer says putting gravy in beer cans helped them expand from a kitchen to supermarket shelves. Potts', which has been operating in Swindon, Wiltshire, since 2007, adopted a strategy of packaging their stocks and sauces in beer-style cans in 2019. Ian Butt, one of Potts' founders, told BBC Radio 4's You and Yours programme growth had improved significantly since introducing the novel packaging - a phenomenon now being referred to as "chaos packaging". "We always wanted to increase our recyclability and traditionally, products like ours are sold in plastic pouches or glass jars," he said. "The supermarkets are delighted. Our buyers want to help push sustainability, so it’s been a good opportunity for us to challenge the current format." Potts' gravies and cooking sauces are now stocked in all major supermarkets. They sell about 2.5m cans of gravy annually, with canned products on a whole representing about half of their business. Potts’ Partnership Swindon-based Potts' reached supermarket shelves using "chaos packaging" Mr Butt said Potts' was inspired by creativity in the craft beer market. "There was a huge rise of interesting craft beer cans. That product was always stored in brown bottles with labels," he said. "We thought, because we make liquid products, that there must be a way to make this packaging method work." The idea did not come without obstacles, though. Mr Butt said they quickly discovered issues with packaging thicker, liquid food products in cans. "We had to develop a bespoke method to dispense our stocks and sauces into cans," he said. "The process is a world-first, as far as we are aware." Athena Maroulis/Michael Miraflor Michael Miraflor first coined the term "chaos packaging" on X The strategy of putting a product in packaging consumers would not typically expect has been labelled "chaos packaging". The term was coined by California-based marketing consultant Michael Miraflor on X earlier this year, who said the technique spanned a range of industries. "New brands are disrupting their categories by using unexpected packaging," Mr Miraflor told the BBC. "Savvy brands and their founders have found ways to leverage interesting and delightful, or sometimes confusing and chaotic packaging that can earn free media in the industry. "That’s, basically, impressions on social media. "It gives consumers something to talk about and share at a relatively low cost." Here We Flo Tara Chandra and Susan Allen sell organic tampons in ice cream tubs London-based Here We Flo also uses this strategy. They sell their organic tampons in biodegradable ice cream tubs. Co-Founder Tara Chandra told BBC Radio 4 You and Yours that their packaging can cause more chaos than intended because, sometimes, people accidentally put the product in the freezer. “I, personally, really crave ice cream when I’m on my period and know that a lot of people do," said Ms Chandra. "We thought it would be funny to package the item like this as a nod to period cravings.” Around the world, other brands are also selling their products in "chaos packaging". Moschino sells a perfume in a bottle mimicking a cleaning product, and an American company sells sunscreen in a bottle which looks like a can of whipped cream. The founders of Swiss coffee company - No Normal Coffee - made the decision to sell their coffee in a tube, after realizing that there was a gap in the market. On their website, the two friends described themselves as keen explorers and said they came up with the idea when they began craving the drink while hiking in the mountains. They found that typical instant alternatives lacked flavour, while others proved too bulky to carry around. Potts’ Partnership "Chaos packaging" refers to products packaged in an unexpected way For Potts', when asked whether the packaging caused confusion among shoppers, Mr Butt said any confusion often worked in their favour by making chaos packaged products stand out from others. “When shoppers look at it they often do a double-take and wonder if it’s beer or a beverage," he said. "We’re really lucky as we’ve had a few viral posts about the gravy. "We have this world-first packaging, which helps drive a lot of interest without having to utilise the same size budget as the big boys." Mr Butt said Potts' now planned to expand their Swindon-based business by pushing into overseas markets. "We’re talking to major retailers in Europe, the US and Australia. There’s a big focus on that now." Follow BBC Wiltshire on Facebook, X and Instagram. Send your story ideas to us on email or via WhatsApp on 0800 313 4630. More on this story Shop's take-away plans withdrawn after dozens oppose Fast-food shops facing restrictions near schools New multi-million pound brewery site to open Swindon Marketing London Food

Can’t Wear Traditional Perfume Because It Gives You A Headache? These Entrepreneurs Want To Offer An Alternative: Organic Fine Fragrances Small Business Entrepreneurs Can’t Wear Traditional Perfume Because It Gives You A Headache? These Entrepreneurs Want To Offer An Alternative: Organic Fine Fragrances By Elaine Pofeldt , Senior Contributor. Forbes contributors publish independent expert analyses and insights. How to break $1M in revenue in a business staffed only by the owners Follow Author Aug 23, 2025, 11:20am EDT Aug 24, 2025, 07:02am EDT Share Save Comment Growing up with allergies to peanuts and other nuts, Amanda Sichon struggled with severe eczema her whole life—and was told to get steroid injections every two weeks. Fed up, she experimented with creating an organic skincare regime–and cured the problem in three days. “I was not okay with being on steroids my entire life,” she says. Sichon didn’t know that those challenges would lead to opportunity. After getting her BA in chemistry at New York University and an MS in cosmetic chemistry at Fairleigh Dickinson University, she became a technical manager at the Swiss fragrance company Givaudan. There, she met Seda Bilginer, a sales executive who had studied chemistry at Rutgers University. Besides their shared interest in fragrance and natural products, they discovered common bond: Both were first-generation Americans. Bilginer’s parents were immigrants from Turkey, where she had spent summers at her grandparents’ farm. Sichon’s parents had immigrated from the Philippines. They had soon come together and dreamed up Esas , a fine organic fragrance company based in Franklin Lakes, N.J. The company, staffed by the founders and three part-time employees, brings in seven-figure revenue, selling its fragrances online and through several boutiques. It has raised a total of about $2 million from investors including friends and family and the venture capital firm Crescent Ridge Partners , based in San Diego, after participating in an accelerator run by Ad Astra Ventures , in which Crescent Ridge is a partner. Amanda Sichon and Seda Bilginer came together in a quest to create organic fine fragrances that make perfume an option for consumers&#x27; sensitive to traditional products. Ethan Shaw Door24 Videography and Photography “As a fund led by first-generation and immigrant women investors, supporting women founders who share that journey is deeply meaningful to us,” said Maria Gonzalez-Blanch, managing partner at Crescent Ridge, in a statement. “Amanda and Seda’s story is the American dream: using grit, expertise, and vision to transform an industry and make it better for all of us.” MORE FOR YOU The brand’s unique formulations initially attracted the attention of the fund, according to Gonzalez-Blanch, who noted it was the first in the world to achieve the MADE SAFE certification — “a nearly impossible standard for this industry.” The certification process screens products for more than 15,000 banned and restricted substances before deeming them safe for human beings and the environment. “ Fragrance touches our lives every day, yet most of it is made from undisclosed, petroleum-based chemicals,” Gonzalez-Blanch said. “Esas is rewriting that story with transparency, safety, and true luxury.” At a time that about one-third of the population in countries such as the U.S., the U.K., Australia and Sweden is sensitive to fragranced consumer products, Esas is part of a very small but expanding industry. The global natural fragrances market, estimated at $16.7 million in 2024, is expected to grow to $21.6 million by 2033, with a compound annual growth rate of 2.9%, according to the research firm Market Growth Reports . The biggest categories are fruit-, flower- and spice-derived fragrances. The growth has been driven by increasing use of natural ingredients in personal care, cosmetics and household products and better technology that allows for improved extraction and stabilization of natural fragrances, according to the research. However, despite particular interest from younger consumers, there are constraints, such as the high cost and limited availability of sought-after ingredients, complex regulations, and allergen-labeling expenses, the report notes. In contrast, the overall fragrance industry was many times larger, valued at $55.91 billion in 2024, according to the same firm’s research . Esas sells fine fragrances made without synethetics and hormone disruptors. tarynkentphoto@gmail.com Esas’ founders have had to navigate many challenges since they began their early work on the company in 2017, financing it through their salaries. They went out on their own by 2020. Starting out selling “Kolonya” — moisturizing, scented hand cleaners made with hyaluronic acid — they eventually branched out to synthetic-free, all-natural scents made from botanicals, such as “Sweet Cream &amp; Vanilla” and “Sandalwood and Citrus.” Besides perfumes, they make deodorant body sprays, room sprays and candles. Given the cost of the ingredients, these sell for more than traditional products. For instance, the deodorant body spray is $45 for 1.7 ounces. Esas markets the brand on social media, through influencers and on the company’s website, which includes a glossary of ingredients, such as grape leaf tincture from a local vineyard and Bok-choy derived chlorophyll, sourced from vertical farms. Although the founders worked in the perfume industry in corporate America, making perfumes themselves required them to start from scratch. “We had to figure out ourselves how to do everything, from raw-material sourcing to formulation to production to manufacturing to branding to reaching out to influencers,” says Bilginer. Given that they were using very different ingredients from the traditional fragrance industry, they also had to come up with their own processes. “Our fragrances are so natural they have almost nothing to do with conventional fragrance,” says Sichon. As the company has grown, one big question they have had to address is which fragrances customers will like—a challenge given that scent is often a mood-based purchase. “The short answer is you don’t really know—there is no perfect formula,” says Biginer. They test their concoctions with friends and family as well as with the public in places like Washington Square Park in New York City. They self-financed the business initially, a challenge given that they need to safety-test each product in a laboratory. So, as the brand picked up traction, they raised capital. “I don’t think anyone can prepare you for the financial limitations you’re going to experience when you start your own business,” says Bilginer. To keep costs down, the founders currently run the company very lean, with three part-time employees and contractors. They keep their team lean by outsourcing work such as digital marketing. They rely on a fulfillment center about an hour from their headquarters and a shipping company in Florida to get products to customers. All of this is a lot of work, but one big reward, says Sichon, is the feedback they get from fans who had sworn off perfumes because of sensitivities. “We have customers who are amazed they can wear fragrances again,” says Sichon. Gonzalez-Blanch anticipates the fragrance industry will start paying attention. “Just like organic food reshaped what we eat, I believe safe fragrance can and should become the new industry standard,” she said. “Amanda and Seda are doing what the industry said was impossible, creating clean fragrances that are safe, lasting, and beautiful. That kind of authentic innovation is exactly what we love to back.” Editorial Standards Reprints &amp; Permissions

RXBar, Hidden Valley see marketing opportunity in summer travel chaos | Marketing Dive Skip to main content CONTINUE TO SITE ➞ Don't miss tomorrow's marketing industry news Let Marketing Dive's free newsletter keep you informed, straight from your inbox. Daily Dive M-F Mobile Weekly Every Thursday Agencies Weekly Every Monday By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy. You can unsubscribe at anytime. Search An article from Dive Brief RXBar, Hidden Valley see marketing opportunity in summer travel chaos The packaged foods brands are running separate promotions that help cover the costs of flying and cancelled trips amid a busy season. Published Aug. 21, 2025 Peter Adams Senior Reporter post share post print email license A rendition of RXBar’s Get Out of Travel B.S. Free Card stands at an airport gate. The prepaid gift card helps cover the cost of summer trips gone awry. Permission granted by Kellanova Dive Brief: Two packaged foods brands are stepping up to alleviate the pain of summer travel as consumers head into a hectic Labor Day Weekend. RXBar, the protein bar marketed by Kellanova, is offering a $500 bank-issued prepaid gift card to help cover the costs of vacation plans that have been canceled or delayed due to unforeseen circumstances this season, per a press release. Clorox-owned Hidden Valley Ranch is assisting with checked bag fees for fans who pack a bottle of its dressing, which typically comes in containers too large for carry-ons, and snap a picture for Instagram, an announcement said. The stunts underscore how brands are capitalizing on mounting consumer frustrations with the state of travel. Dive Insight: U.S. airports this summer have been plagued by technical glitches, air traffic control close calls and inclement weather — all while handling some of the busiest holidays for travel in over a decade. The result has been plunging levels of customer satisfaction, a problem for categories like airlines but a potential opportunity for brands not endemic to travel. RXBar and Hidden Valley Ranch are angling to grow affinity amid the chaos by lessening some of the burden for consumers, at least on the financial front. Both are offering to comp a portion of travel costs in the gear-up for Labor Day, provided people fork over some personal information or post about their fandom online. RXBar’s $500 gift card is available to those who fill out a form with their name, email, date of travel and reasons why their trips got hamstrung. After a two-week period ending Sept. 4, the Kellanova snack marketer will select winners of the Get Out of Travel B.S. Free Card, which comes in a custom-branded sleeve and complemented by a five-count protein bar box. The effort is part of RXBar’s larger platform combating B.S., which this year has tackled topics ranging from unhealthy New Year’s resolutions to mind-numbing corporate jargon. The concept is aligned with the brand’s ethos of simplicity and transparency, embodied in bars that display a simple list of ingredients on the front of the pack. Hidden Valley Ranch meanwhile is poking fun at another common airport headache: security limits on the amount of liquid that can be kept in carry-on bags. Those who pack Hidden Valley Ranch in their checked bag and share a picture on Instagram between 1 p.m. ET on Aug. 29 and 11:59 p.m. ET on Sept. 1 with the hashtag #PackYourHiddenValleyRanchOffer and a @Hidden.Valley tag have the chance to receive a $35 prepaid gift card. The Clorox brand’s offer is eligible for the first 1,000 customers who post about their ranch-ready bags. Winners will be notified via direct messages from Hidden Valley on Sept. 2 so they can claim a reimbursement.

Influencer trips are out. Customer trips are in Skip to main content Anna Kim By Katie Hicks March 25, 2025 • 6 min read While some gifts keep on giving, others, as certain brands have learned, can keep on taking. Extravagant influencer trips, like Tarte’s ventures to Bora Bora and Dubai , and large-scale influencer offerings, like Poppi’s decision to loan vending machines to creators ahead of the Super Bowl, have prompted consumer backlash, causing some brand marketers to reevaluate whether big-name creators are the best recipients for lavish gifts or trips. As a result, some brands, including beauty brand Cocokind and beverage brand Vita Coco, have turned their attention to customers with community-oriented getaways and giveaways. Last year, hydration packets brand Waterboy and makeup brand Refy took customers on trips to Mexico and Spain, respectively, and in January, Cocokind took seven customers on a trip to Napa Valley. “We found ourselves having these conversations around our [influencer] mailers and other costs and expenses…while simultaneously seeing all these conversations happening around influencer trips,” Maria Maciejowski, Cocokind’s CMO, told us. “We decided to redirect the budget and create this unforgettable experience for people who’ve supported us the most over the years.” Based on the success of the initial trip, Cocokind is planning to bring a different group of customers on a trip in June, Maciejowski said. “At the end of the day, those are the people who are showing up for you every single day,” she said. “They deserve equal, if not more, recognition than people who have a platform.” Tripping out For its first and second trips (the latter of which was initially set to be held in Hawaii), Cocokind encouraged customers who regularly purchase, review, or share products to apply, regardless of their follower count. “It really wasn’t about their social presence,” Maciejowski said. “It was about seeing their authenticity and enthusiasm for the brand.” Those who were selected received a call from Cocokind’s founder and CEO, Priscilla Tsai, who picked them up from the airport and provided gifts like hand-packed lunches and necklaces once in Napa. “She was just so eager to spend as much time with them as possible,” Maciejowski said. “It really is about the connection and the one-to-one.” Attendees received released and unreleased Cocokind products and spent time with the brand’s VP of product development, who gathered feedback and insights on product features like texture and fragrance, Maciejowski said. The trip was tied to the release of the brand’s Electrolyte Water Cream moisturizer and allowed the brand to not only treat some of its most loyal customers, but also hear their insights, Maciejowski said. Cocokind used social media to promote the trip, posting content like room reactions and notes from a product concept brainstorm, which Maciejowski said was a way to show other customers that the brand values their input. Cocokind’s social team also made a point to distance itself from flashier marketing tactics, noting in posts that no yachts, caviar, or private jets were involved. “We really wanted everyone who wasn’t on the trip to still feel like they could appreciate those who truly deserved to win and got that opportunity,” Maciejowski said. “The content was really not about being flashy or ostentatious…It was about, ‘Look at what we do to show how much we appreciate you.’” View this post on Instagram A post shared by cocokind (@cocokind) Even though big follower counts weren’t required, attendees posted their own content from the trip, which also helped generate buzz, Maciejowski said. “We’re strengthening our relationships with some of our most engaged community [members], and that really causes that ripple effect in organic content creation for the brand,” she said. Get marketing news you&#x27;ll actually want to read Marketing Brew informs marketing pros of the latest on brand strategy, social media, and ad tech via our weekday newsletter, virtual events, marketing conferences, and digital guides. Subscribe After the Napa trip, Tsai said in an Instagram post that the trip was a “materially impactful marketing strategy” According to Maciejowski, the brand saw a 115% increase in engagement across social channels, a 136% increase in earned media value around Cocokind’s brand values, and an “overwhelmingly positive response and sentiment.” You get a gift...You get a gift! Other brands are looking to give back to customers on a smaller scale, like influencer Mikayla Nogueira’s beauty brand Point of View, which recently added 10 customers to its PR mailer list for the next year, or beverage company Vita Coco, which gifted its products in New York’s Washington Square Park for Valentine’s Day. Vita Coco has handed out samples before, but the February activation, in which the brand handed out samples of its new Strawberries and Creme beverage from a metal cart on casters with a sign reading “vending machine” on top, was inspired directly by online discussions around Poppi’s Super Bowl vending-machine stunt, CMO Jane Prior told Marketing Brew. “It was really hearing consumers say that they wanted brands to hear them and that they’re sick of influencers getting all the attention and benefiting from all of this gifting from brands,” Prior said. “That’s the sentiment that we were responding to.” More broadly, Vita Coco’s team had clocked social conversations “where consumers were asking brands to engage more with everyday consumers,” she said. One TikTok video from the Vita Coco giveaway has been viewed almost 5 million times, while a behind-the-scenes video is up to nearly 1 million views. Prior said the stunt helped drive buzz and awareness, calling it one of the “more engaging initiatives” from the brand. Another beverage brand, Olipop, had plans to host a mocktail drive-thru to share gift boxes with customers for the first time as an alternative to influencer gifting in January, Steven Vigilante, director of strategic partnerships at Olipop, told us. (The event was indefinitely postponed due to the LA wildfires.) “The people who really appreciate these things are consumers more than influencers in most cases,” Vigilante said before the planned event. Prior agreed with the sentiment. “It’s really about sharing the love beyond influencers and celebrities, who tend to be the benefactor of many of these gifting campaigns.” Vita Coco plans to continue gifting influencers, and Prior advised that brands approach with caution and not be “overtly over-the-top” about it. The hardest part of quitting influencer gifting entirely, she said, is that there are few replacements for the reach that can be gained through owned and organic content. “It’s a challenge for brands to find interesting and creative ways to be able to leverage these influencers and their audiences, but also to be able to do it in a way that doesn’t turn off the consumer, ultimately,” she said. Vita Coco has one plan for keeping influencers in the gifting conversation. Prior said some creators will receive empty, prepaid shipping boxes next month for them to fill with unused gifted products, which will then be donated to charity.

FarmboxRx founder: How I built grocery delivery company in NYC Skip Navigation Related Stories Earn 25-year-old quit her corporate job to teach Pilates—she earns more, is 'happier' Startups 38-year-old's startup, backed by Bill Gates, has raised $33M to reinvent butter Success Co-founder of $1.7 billion startup: What every first-time entrepreneur must do first Millennial Money 32-year-old makes $122,000 a year in health care—without going to med school Work How a 35-year-old tech worker started a 'cake picnic' that's attracted thousands Ashley Tyrner-Dolce, founder and CEO of FarmboxRx FarmboxRx Ashley Tyrner-Dolce knows what it's like to struggle to afford healthy food for her family. A little over a decade ago, she was a single mom relying on food stamps and Medicaid. Now, Tyrner-Dolce is the founder and CEO of FarmboxRx, which aims to deliver healthy foods to low-income Americans in food deserts through their health insurance plans. The subscription-based business brought in roughly $55 million in annual revenue as recently as 2023, according to a company spokesperson. FarmboxRx is free of cost for its users: Medicare, Medicaid and other insurance providers pay for the grocery deliveries, as a means of preventative health care. The company became profitable in 2022, and currently partners with more than 80 different health plans, says Tyrner-Dolce, 41. In 2011, Tyrner-Dolce and her newborn daughter moved to New York from Arizona looking to start fresh. Living in the Big Apple wasn't glamorous: She crashed with friends, relied on government assistance for food and lugged her groceries through the subways, she says. She landed a role as a business manager in the fashion industry, and got off food stamps — now known in New York as Supplemental Nutrition Assistance Program (SNAP) benefits — a year later at age 25. Her living situation improved over the next few years, but her trips to the grocery store never did, Tyrner-Dolce says. Finding affordable, healthy food was difficult, as was hauling heavy bags home on her own. In 2014, she left her corporate job to launch FarmboxRx. She used three years' worth of savings — about $80,000 originally meant to go toward buying a house, she says — to cover startup costs like branding and marketing, a warehouse and legal fees. She cut down on her personal expenses, moving into a small, one-bedroom apartment with her daughter while reselling toys on eBay to bring in additional cash. DON'T MISS: How to start a side hustle to earn extra money Initially, FarmboxRx was a direct-to-consumer service: Customers subscribed, and received fresh produce on their doorsteps. Tyrner-Dolce wanted to find a way for health plans to help pay for the food, but investors didn't share her vision at first, she says. "Every VC wanted to turn us into a meal kit," says Tyrner-Dolce. But "I don't take no for an answer. I like to say I'm a rhino. I can't ever turn around and look back. I have to just charge forward." FarmboxRx reportedly reached $1 million in annual revenue in 2019, off those produce subscriptions. That money largely covered the business' expenses, leaving comparatively little for payroll, including Tyrner-Dolce's own salary, she says. But she learned something important that year: Some Medicare and Medicaid users could access discounted and free produce as part of their health plans. Tyrner-Dolce reached out to "80 to 100 health plans," hoping to land a partnership, she says. She struck up one with Vibra Health Plan, owned by Blue Cross Blue Shield, in 2020. Two years later, FarmboxRx had enough health plan partners to completely leave the direct-to-consumer market. "That's when we became profitable," says Tyrner-Dolce, adding that her company still hasn't taken any external funding. FarmboxRx isn't the only business with a similar idea. Companies like Mom's Meals and Performance Kitchen similarly sell meal kits online through health plans, and the global healthy food market is expected to reach over $890 billion this year, says a Future Market Insights report. Major retailers like Instacart, Uber Eats, Kroger and Walmart offer nutrition-based food programs, partnerships or grocery stipends. And the online grocery industry is projected to grow by $1.2 trillion between from 2024 to 2028, according to market research company Technavio. Tyrner-Dolce says she's confident she can keep growing her business amid increased competition. On March 18, FarmboxRx announced a social needs platform called Driver's Health that offers a broader swath of resources and in-home delivery items, meant for other wellness-related struggles like housing and transportation. "Tackling diet-related disease is about education, affordability and access," says Tyrner-Dolce. "You have to bring many prongs together to solve this issue." This story has been updated to reflect that FarmboxRx brought in roughly $55 million in annual revenue in 2023, according to a company spokesperson.

Entrepreneur Nicola Gunby&#x27;s Cliq social networking app has already raised $646,000 Skip Navigation Related Stories Startups 30-year-old founder facing ‘dating burnout’ started an IRL events company Startups Bluesky CEO: How I turned my Twitter research project into a rival company Work Gen Z workers are going to IRL networking events to find friendships Psychology and Relationships 30-year-old founder is using AI to help singles find love Get Ahead Having a personal brand at work is key for introverts, expert says Nicola Gunby, co-founder of Cliq. Nicola Gunby Nicola Gunby, a 30-year-old entrepreneur, longed for a community of friends when she moved to London after the pandemic, but was shocked to find herself isolated in one of the biggest cities in the world. Gunby, the co-founder of social and community networking app Cliq, hails from Nottingham in the U.K. and settled in London with her partner Jason Iliffe in 2021 after a stint in Australia. Gunby and Iliffe were expecting to become embedded in the city&#x27;s social scene but soon found that meeting people was a struggle. &quot;How can you be in a city of millions of people but struggle to find true connection?&quot; Gunby said. &quot;It felt really impossible.&quot; Nicola Gunby and her husband Jason Illife co-founded Cliq together. Nicola Gunby Gunby tried everything. She attended networking events for female founders but found them too corporate. She even turned to apps like Bumble BFF, which she found to be &quot;super transactional,&quot; while Facebook groups were &quot;so outdated.&quot; Gunby and IIiffe soon realized that the issue was far bigger than themselves and started musing over the idea of a social networking platform that brought people together in real life. After drawing up some plans, they hired an app agency to build the barebones of an app and trialed it at universities. Cliq, which was founded in February 2023, is described as an antidote to stereotypical social media platforms. Users can join communities focused on their interests and hobbies which can range from running, reading, Pilates, and faith-based groups. The purpose of the communities is to arrange events so users can meet up in person and kindle friendships. &quot;It&#x27;s just making it easy to meet people in an authentic way … and teaching people to put their phone down, which is very difficult in this day and age when our screen time is so high and we&#x27;re so addicted to our phones,&quot; said Gunby. Since its launch, Cliq has raised £528,900 ($646,000) in funding and built a base of 100,000 users worldwide, with the U.S., Australia and Bali its main markets outside of the U.K. Loneliness is a global issue The creation of Cliq comes as people search for connections amid what&#x27;s been described as a &quot; loneliness epidemic .&quot; Gallup&#x27;s global loneliness poll , which collected data in 2023, showed that one in five people surveyed worldwide felt lonely &quot;a lot of the day.&quot; The same demographic of people were more likely to say that they felt anger or physical pain. U.S. Surgeon General Vivek Murthy&#x27;s 2023 report &quot;Our Epidemic of Loneliness and Isolation&quot; highlighted that loneliness is becoming a growing issue across generations and is a great risk to physical health contributing to things like dementia, stroke, or even premature death. &quot;It&#x27;s 100% a global issue,&quot; Gunby explained. &quot;The pandemic made us a lot more introverted as people ... I think it made a lot of people a little bit scared to socialize again. &quot;That&#x27;s coming out of the works now, and people are wanting that in real life, connection,&quot; she added. The loneliness issue has also been exacerbated by technology and social media, according to Gunby. &quot;We feel so connected through our phones that we can see what our friends or influencers are doing constantly, but many of these people we don&#x27;t actually see, so we feel like we&#x27;re connected on the surface level, but when we look deeper down, we&#x27;re actually really not,&quot; she said. &quot;The loneliness crisis is going up and up and up, and so many people are looking for connection, but none of the apps are doing anything to solve this.&quot; U.S. Surgeon General Vivek Murthy recently told &quot;The Oprah Podcast&quot; that one solution to loneliness is not to focus more on ourselves, but to pay attention to the world outside us by investing in three things: relationships, service and community. &quot;When we focus on connecting to something bigger than ourselves, that&#x27;s actually when we find joy,&quot; he told Oprah Winfrey in a January episode of her podcast. &#x27;A true social network&#x27; Gunby said the reason why Cliq works is because its communities operate around a shared interest and purpose. She described a distinction between social networking apps and social media apps. A social networking app is less about consuming content and more about connecting with friends, Gunby said, citing the old days of Facebook as an example of this. &quot;The younger generation, and we speak to a lot of them … they&#x27;ve never really experienced what a true social network is,&quot; she said. &quot;Every single platform since then has been social media, so Instagram, TikTok, for example. We&#x27;re just sat consuming. We&#x27;re scrolling. We&#x27;re addicted to our phones.&quot; &quot;We&#x27;re not actually socializing with anyone, and it&#x27;s taking away that face-to-face interaction,&quot; she added. Cliq collaborated with Gymshark to put on a walking event. Cliq Cliq, she said, is the middle ground between the &quot;nice, social media feel,&quot; and making it easy to meet people. &quot;That&#x27;s why we wanted to create a hybrid model of: you connect with people online before you connect offline,&quot; she said. She pointed out that social events can often be difficult for more introverted personalities and it can be awkward to strike up a conversation with a random person when you have nothing in common. With Cliq, the activity is the common interest, she added. &quot;So you go to a run club as a social, maybe you&#x27;re really shy and you don&#x27;t want to open up, but you could talk about the run. You go to a book club. Maybe I don&#x27;t want to speak about myself, but you talk about the book,&quot; Gunby said. &quot;If you&#x27;ve got that common interest with someone, or you&#x27;ve done that activity, or it&#x27;s the community&#x27;s focus around something, you have something to open with.&quot;

How Sofa Club is rewriting the rules of furniture… | Furniture News Lewis Business Media 31 October 2025, 08:31 Login Register Home / Profiles Fast-growing digital-first sofa brand Sofa Club says it is "rewriting the rules of furniture marketing, one scroll at a time" through short-form video, expert insight, and a focus on "real people and culture". "While traditional retailers cling to catalogues and slow-moving seasonal campaigns, Sofa Club is taking a bold, culture-driven approach, using TikTok, influencer partnerships, behind-the-scenes content, and digital PR to become a stand-out name in a crowded industry," the brand reports. Indeed, Sofa Club appears to have fully embraced the 'TikTokification' of marketing in an attempt to turn brand storytelling into digestible, engaging content that entertains and builds trust. "From styling tips and sofa unboxings to team interviews and behind-the-scenes glimpses of HQ life, Sofa Club’s strategy isn’t just about selling products – it’s about humanising the brand and creating meaningful touchpoints with its audience," it continues. Brand director Olivia Smith comments: “We’ve never seen ourselves as just a furniture company. We’re a content brand, a culture brand, and social media gives us the tools to tell our story in a way that’s relevant, real, and ridiculously engaging.” The brand’s recent sponsorship of influencer Perrie Sian’s new podcast is just one example of how Sofa Club is investing in partnerships that align with its audience. And this is supported from behind the scenes, too, from day-in-the-life videos of staff, to TikTok trends featuring real employees and customers, to spotlighting the personalities behind Sofa Club’s design and customer service teams. “People buy from people, that’s the mindset we live by,” says Olivia. “Furniture is an emotional purchase. It’s about comfort, style and lifestyle, and we make that come alive by showing the faces and stories behind the brand. TikTok and Instagram have been instrumental in helping us build that connection.” The results speak for themselves, says Sofa Club : "High engagement, viral product moments, and a loyal, style-conscious following that sees Sofa Club as more than just a furniture retailer." Olivia continues: “We’re not afraid to try new formats or show our personality. That’s what makes us different from so many furniture brands stuck in the past. The future of marketing is fast, visual and interactive, and we’re here for it.” The brand recently earned Instagram blue tick verification, cementing its place as a trusted voice in the digital interiors space. For the Sofa Club team, the moment was deeply meaningful – particularly in honour of Louis Rose, the company’s CEO and co-founder, who recently passed away (see related). “Louis built this brand on energy, innovation and heart,” says Olivia. “He believed in the power of social media before it was trendy and he would have been so proud to see us reach this milestone. The blue tick isn’t just a symbol of authenticity, it’s a tribute to his legacy and everything he helped us build.” RELATED CONTENT Jun 20, 2025 News Sofa Club pays tribute to co-founder Louis Rose, the co-founder of Sofa Club, has passed away at the age of 35 following a long battle with cancer, the business reports. Dec 04, 2023 News Polish manufacturer invests in Sofa Club Sofa Club has announced a strategic partnership with Polish sofa manufacturer Tessa Group, which involves the latter acquiring a significant… Jul 17, 2024 News Sofa Club opens in Liverpool this week Retailer Sofa Club is opening its first store in Liverpool this Saturday. Jun 16, 2025 Event Review Sofa Club and Red Bull deliver Manchester pop-up On 29th May, Sofa Club joined forces with Red Bull to create a one-day-only pop-up living room in St Ann's Square in Manchester, showcasing products,… © 2025 Lewis Business Media. All Rights Reserved.

Matcha appeals to younger health-conscious restaurant consumers Subscribe Subscribe Operations Related Topics Marketing & Branding Labor Delivery & Takeout Solutions Equipment Food Safety Executives Recent in Operations See All Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Technology Related Topics Automation Delivery Loyalty AI in Restaurants Recent in Technology See All Sponsored Content Serving Success: How Tommy Bahama is Driving Retention, Flexibility, and Performance Serving Success: How Tommy Bahama is Driving Retention, Flexibility, and Performance Nov 5, 2025 2:00 pm EST Sponsored Content Real Strategies for AI in Restaurants Real Strategies for AI in Restaurants Oct 30, 2025 1 Hr View Segments Related Topics Fast Casual Casual Dining Fine Dining Independent Restaurants Emerging Chains Regional Chains Quick Service Eatertainment Family Dining Recent in Segments See All Fast Casual CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth by Sam Oches Oct 30, 2025 Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Finance Related Topics Mergers & Acquisitions Franchising Recent in Finance See All Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Casual Dining HopCat acquired by Uncommon Equity HopCat acquired by Uncommon Equity by Alicia Kelso Oct 30, 2025 2 Min Read Menu Trends Related Topics Food Trends Beverage Trends Chef Trends Sandwich Trends MenuMasters Spotlight Recent in Menu Trends See All Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Insights Related Topics Restaurant Experience Expert Opinions Top 500 Restaurants Supplier News Recent in Insights See All Fast Casual CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth CAVA CEO Brett Schulman shares blueprint for fast casual chain’s early growth by Sam Oches Oct 30, 2025 Marketing & Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Multimedia Resources Related Topics 2025 AI Insights Report 2025 FSTEC Show Recap Event Insider: FSTEC 2025 FSTEC Pre-Show Tech Guide 2025 Restaurant Show Recap Event Insider: Restaurant Show Event Recap: RLC Event Insider: CREATE Event Recap: CREATE 2025 Technology Outlook Report 2025 Data Insights Report Sustainability Outlook 2025 Sponsored By Beverage Trends Food Trends Quick Service Independent Restaurants Matcha appeals to younger health-conscious restaurant consumers Matcha appeals to younger health-conscious restaurant consumers Matcha appeals to younger health-conscious restaurant consumers The powdered green tea is appearing in a growing number of drinks and desserts Bret Thorn , Senior Food Editor , Nation's Restaurant News August 1, 2025 8 Min Read The ‘s’-shaped matcha croissant at High Street in Philadelphia draws consumers with its unusual shape and color High Street Matcha — bitter, grassy, and gritty — doesn’t stand out as an obvious candidate for a trending ingredient, but many customers have taken a shine to it for its health halo as well as the vibrant green color that makes it pop visually. The Japanese powdered tea, milled from dried premium tea leaves, is traditionally drunk hot and unsweetened, but these days it’s often mixed with different flavors and frequently consumed cold. It’s also used as an ingredient in desserts. “Our most popular matcha drinks are often indulgent, fun, and visually appealing,” said The Human Bean’s chief marketing officer, Janie Page, in an email. “Our customers really enjoy adding fruity flavors like peach and strawberry, and sweet flavors like vanilla and white chocolate, either mixed within the matcha or on cold foam on top.” In March, the chain of around 185 coffeehouses based in Medford, Ore., introduced a lavender cold foam matcha, which incorporated the herb into the foam. Page said it performed “exceptionally well.” “Matcha has become an increasingly important part of our beverage lineup,” she added. “Sales of matcha-based drinks at The Human Bean have grown by approximately 50% year-over-year, underscoring its strong momentum with our customer base.” And it’s not alone. Technomic Ignite data reports that mentions of matcha on menus increased by 21.6% between the first quarters of 2024 and 2025. That growth is even more pronounced in nonalcoholic beverages, mentions of which are up by 23.4%. Matcha mentions in dessert are up by 24.4%. Related: Why Swig is turning team members into ‘day makers’ One such dessert is the Matcha Croissant at High Street in Philadelphia. Executive chef Christina McKeough forms the laminated pastry in a non-traditional shape, sort of like an ‘S’ turned on its side, so customers can see the flaky layers and the matcha colored pastry cream inside. The matcha latte at Black Rock Coffee Bar, center, is often paired with other flavors. Photo credit: Black Rock Coffee Bar She also often makes brioche doughnuts filled with matcha pastry cream or topped with a combination of matcha, sugar, and a little salt. “We try to have more of a balance between sweet and savory, and matcha is good for that,” she said. Its color helps, too. “It’s really nice to have different pops of color within our pastry display, as well as different shapes and sizes,” she said, adding that green attracts the eye a lot better than the usual brown of baked goods. She said the matcha pastries tend to appeal to young and middle-aged adults — not so much children, who want chocolate, or the elderly. She said matcha dessert buyers also tend to be “a little bit more adventurous … maybe they’ve read about it because of its antioxidants or because it’s a more health-forward ingredient.” Related: Beer Trends 2025: Social drinking rebounds amid shifting consumer habits Matcha is, indeed, generally considered good for you, at least if it’s enjoyed without added syrups or other sweeteners. Because the powdered tea is actually consumed rather than just steeped in water, it’s possible that the antioxidants in it provide even more benefits. And of course, it’s also a good source of caffeine. Regardless of the reason, McKeough’s matcha pastries sell out fast. “We don’t make a ton, but if we make 12 a day they’ll be gone in the morning,” she said, adding that they also might be more of a morning pastry than an afternoon one. “I think in the afternoon you’re getting things that are a little heavy, like a pecan bar, or something that’s a little sweeter. Maybe in the morning they’re thinking, ‘I’m going to treat myself to a pastry, but it’s matcha so it’s okay.’” Peet Coffee’s Matcha drinks appeal to a younger demographic. Photo credit: Peet's Coffee It’s not a cheap ingredient, and recent shortages due to supply-chain issues and its increased popularity have caused the price to spike. For Mark Yu, executive chef of 53, a pan-Asian restaurant in New York City operated by the Altamarea Group, that’s forced him to reevaluate its use in pastries. He replaced his matcha ganache dessert, made with black tea crumble and black cardamom crumb, with a dessert that required less of the powdered tea. Now on the menu is a matcha strawberry ice cream sandwich. Technically, it’s a semifreddo, which he makes by adding matcha to heated milk, folding it into ice cream base, and adding sweetened condensed milk. The semifreddo is layered with a strawberry-covered feuilletine — strawberry and matcha being a classic pairing and also a trendy combination this summer, he said — and sandwiching both of them between crisp mochi shells. Related: Seven Asian coffee drinks to know now “It tastes like one of those trendy drinks — matcha and boba,” he said. Matcha is also trending at 250-unit Peet’s Coffee, whose matcha latte sales are up by 40% year-to-date, according to head of retail product marketing Filipa Aguiar Loureiro. Two-thirds of Peet’s matcha consumers are millennials or Gen Z, which she said skews younger than the chain’s average consumer. “Additionally, we see a strong preference for iced matcha formats, which aligns well with the tastes and habits of this younger audience,” she said in an email, adding that more matcha items would be added for the fall and holiday seasons. Starting in April, Peet’s added two more matcha drinks to its permanent menu: one made with coconut water and simple syrup, and another, called the Blushing Rose Matcha Latte, with milk, strawberry, and rose flavors. Scooter’s Coffee offered a Strawberry Blossom Matcha at its 850 coffeehouses this spring. It was made with matcha and milk topped with strawberry and rose-flavored foam. The chain based in Omaha, Neb., also offers matcha lattes and smoothies, the latter of which can be combined with fruit flavors and/or added protein. Vice president of strategy and insights Rebecca Speck said in an email that matcha appeals in particular to “Gen Z customers who are looking for alternatives to coffee with potential health benefits, including impacts to metabolism, detoxification, and concentration. “They also love to customize matcha drinks, adding different flavorings or cold foam … whether they order a hot or iced matcha latte, or blended into a matcha smoothie,” she added. Guests at Black Rock Coffee Bar, based in Scottsdale, Ariz., are similarly aged and health-conscious, according to chief marketing officer Jessica Wegener-Beyer, and they like it iced and with milk. “Hands down, matcha lattes with cold foam or a top choice, especially when paired with flavors like vanilla, strawberry, or lavender,” she said in an email. “Vanilla is the most popular, but each flavor lets our guests customize their drink to match their mood — whether they’re going for something sweet, floral, or bold, there’s a matcha combo that fits.” Although matcha’s not Black Rock’s top seller, it does attract curious new guests and keeps the brand looking on trend, Wegener-Beyer said. “It’s also visually striking,” she said. “Those vibrant green drinks pop on social media, which helps us connect with a wider audience.” Mooyah Burgers, Fries, and Shakes offered a matcha shake this past winter, blending the tea with vanilla ice cream. The Plano, Texas-based chain’s senior director of brand & integrated marketing, Cait Dunn, said in an email that the shake was part of an effort “to expand our shake offerings into more modern and lifestyle-driven flavors.” “While matcha wasn’t directly requested by guests, our team closely follows culinary and beverage trend forecasts, and matcha has consistently appeared on lists highlighting rising interest in functional and better-for-you ingredients,” she said. “We saw an opportunity to lean into that excitement while still delivering indulgence in a way that felt fresh, relevant, and uniquely Mooyah.” 53 in New York City offers a strawberry matcha ice cream sandwich. Photo credit: Altamarea Group She said the wintertime launch also allowed the 73-unit chain to differentiate itself from the more wintry flavors offered by competitors. “When we polled our guests prior to launching, they were excited about the prospect of trying a matcha shake,” she said, adding that it helped them reach a new audience segment, “and prompted great conversations on social media.” The Coffee Bean & Tea Leaf, a chain of around 200 coffeehouses based in Los Angeles, has had matcha on the menu for more than 20 years, according to president and head of Americas Tara Hinkle, but over the past year it “has been having a major moment across the globe,” she said in an email, and at her chain matcha drinks now account for around 10% of total beverage sales on an average day. “What’s particularly noteworthy is that this growth has occurred despite rising prices, underscoring the enduring appeal and value our customers place on high-quality matcha beverage offerings,” she said. The chain has also been innovating in the space, with a launch last September of iced matcha lattes with a choice of strawberry or mango cream. They also introduced a Honey & Nut Matcha Latte in the winter, and this summer’s hit has been an Iced Ube coconut Cream Latte, which, since its June 4 launch, has accounted for about one-third of all limited-time-offer purchases. Although many matcha drinks are sweetened, its consumers do want unsweetened options. Starbucks has had matcha on U.S. menus since the introduction of the Green Tea Latte in 2006, but in response to customer requests, it introduced an unsweetened matcha powder in January and, as mentioned in its earnings call for the second quarter, sales of matcha are up by nearly 40% this year.

How viral jewellery label Heaven Mayhem became a $10 million business | Vogue Business Skip to main content Make better business decisions Sign up to our newsletter for a truly global perspective on the fashion industry Sign Up Enter your email to receive editorial updates, special offers and breaking news alerts from Vogue Business . You can unsubscribe at any time. Please see our privacy policy for more information. Close Become a Vogue Business Member to receive unlimited access to Member-only reporting and insights, our Beauty and TikTok Trend Trackers, Member-only newsletters and exclusive event invitations. In 2022, influencer Pia Mance used $900 of her own money to set up a website, buy some vintage pendants from a flea market in Los Angeles, and make a set of 20 necklaces to sell online under the label Heaven Mayhem. Three years on, she’s built a $10 million demi-fine jewellery and accessories business, known in particular for its viral knot earrings. This month, the brand launched a pop-up in London’s Selfridges that runs until November, aiming to boost brand awareness and demonstrate the breadth of its offering. “It all happened really fast. The growth has been insane,” says Mance over lunch in London a few days out from the pop-up opening. The luxury jewellery market as a whole has been more resilient than fashion in recent years, but in the demi-fine jewellery space, which relies on increasingly discerning aspirational shoppers , growth has slowed after a post-pandemic boom . Heaven Mayhem has also faced some headwinds, with production delays on some of its launches this year. The LA wildfires in January had a small impact, too, as the brand manufactures its belts locally. Mance says her initial ambition of doubling revenues to $20 million in 2025 now seems out of reach, but she remains optimistic: “I know a lot of brands are struggling right now, and maybe we won’t grow as fast, but we’re still on track to grow a further 80 per cent this year.” Photo: Rachpoot/Bauer-Griffin/GC Images Mance started her career as a model in her native Australia, before moving to London in 2017 with her husband, Cody, co-founder of footwear label Naked Wolfe. During Covid, Mance pivoted from modelling to influencing, creating fashion and lifestyle content on Instagram and TikTok, amassing 45,000 followers. But when the couple moved to LA in 2022, for Cody to work on his brand, Mance decided to launch her own. “After six months I was like, ‘I’m working every night till 10pm on boring shit and waiting for furniture to be delivered, so let’s build something.’” She didn’t want to put “a tonne of money” into Heaven Mayhem, so she used a retro Sony digicam to capture lo-fi product content for the website. At first, she had no clear plan for the business, though knew she ultimately wanted to design her own pieces and produce on a bigger scale. Mance’s first four drops were small, limited by the amount of pendants she could get hold of. But then the vintage store she was sourcing from found 180 pendants hidden away in a box. “I bought them all, but then got to my house and they are all the wrong size, way smaller. At that point I couldn’t waste $1, so I was like let’s just try — and that [smaller size] ended up being a bestseller.” She sold them for $80 each, racking up $14,400 in revenue, which enabled her to travel to China to find a jewellery manufacturer — unlocking her ability to sell her own designs. Today, Heaven Mayhem manufactures between Dongguan and Guangzhou in China, alongside LA. Some 80 per cent of sales are direct-to-consumer (DTC) via its website, while 20 per cent are wholesale. In addition to Selfridges, stockists include Neiman Marcus, Moda Operandi and Ounass in the UAE. Earrings (retailing for around £80) are now the “bread and butter” of the business, says Mance, representing 50 per cent of sales, while watches (priced at around £200) represent 20 per cent. The rest of the business is split across eyewear (which the brand launched in February this year) and other accessories like belts, jewellery storage boxes and laptop cases. How it blew up Naturally, Mance’s influencer status helped get Heaven Mayhem off the ground. But she also admits she bent the rules of influencing in the early days. “I would wear [Heaven Mayhem] and tag it, but I never said ‘this is my brand’. Then, people would like a photo on Heaven Mayhem and then I would DM them like, ‘Hey, you interested?’” she says. Ahead of Coachella 2023, Mance gifted earrings to the likes of Summer Fridays co-founder Marianna Hewitt and It-girl Emily Ratajkowski, among other influencer friends. Another factor in her early success was cheap Facebook ads. “I was getting them for like $3 [per 1,000 impressions], now they’re $35.” And then came Hailey Bieber. Bieber’s friend, American singer-songwriter Justine Skye, was actually first to discover the earrings. Then, after a chance meeting with the pair in LA, Mance offered to send some to Bieber, too. The next afternoon, an assistant to Bieber’s stylist DM’ed the brand requesting some earrings for a fitting — three hours later. “I had to drive over to [the assistant’s] house and drop them off,” recalls Mance. It paid off. Bieber was first spotted wearing Heaven Mayhem’s now-signature knot earrings in public in August 2023, and has worn the style several times throughout the last two years. She didn’t tag the brand, but the uplift in site visits and press coverage was almost immediate, Mance says. Every time Bieber wears the earrings, Heaven Mayhem is covered by scores of titles, from Vogue and Teen Vogue to Elle , Cosmopolitan and Women’s Health . “It’s the brand awareness she [creates]. The Hailey effect is so real,” Mance says. Does it have longevity to last beyond these influencer moments? “The brand has a highly engaged community and brings a strong point of difference,” says Sarah Cartwright, buying manager for fine and fashion jewellery, watches, shoes and eyewear at Selfridges. Already a stockist of the brand, Selfridges decided to host the pop-up to create some buzz around it. The stock sold out in days, Cartwright says. “Gen Zs want more than just product, they’re seeking experience, self-expression and exploration,” she continues. “We’re seeing a distinct move away from seasonal trends and towards jewellery that feels expressive. The popularity of brands like Heaven Mayhem shows a desire for individuality over trend-chasing; whether it’s their vintage-inspired, statement earrings, cotton-strand shell pieces, or playful sunglasses. Customers want jewellery that feels like an extension of themselves, and they’re willing to explore new and emerging brands to find it.” Becoming a go-to for accessories That said, Mance still has to navigate shifting consumer sentiment as the brand’s customer base grows. It’s important to keep evolving the assortment, even once you’ve had a viral product like the earrings, she says “I don’t want it to become too mass or something that’s not cool. So I still want to keep doing niche drops that are interesting and sell out and have that special feeling.” Every time Mance wants to launch another category, she goes on the hunt for suppliers via word of mouth, helped by her husband’s existing supplier network. “My husband spent two years living in China. During that time, I would visit and join him on factory visits, explore markets and meet suppliers, which gave me an early understanding of how production and sourcing worked before launching the brand.” She has also expanded her network through trade shows like Lineapelle in Milan, where she met many of the suppliers she still works with today. “When I decided to start my brand, those connections introduced me to factories specialising in jewellery hardware, which became instrumental in bringing the brand to life.” When hoping to develop belts in 2023, Mance went to Downtown LA to several leather shops, before one pointed her in the right direction. As she develops the range, Mance is trying to educate the consumer on how to style the full Heaven Mayhem collection. “We know that they like to shop quality pieces for occasions, so we’re doing a lot of styling and trying to educate them — like these pieces you can wear every day, here’s your occasion pieces. We want to be the go-to for accessories,” she says. Beyond this, Mance still doesn’t have a business plan per se, preferring instead to rely on her instincts and the opportunities that come along. Over lunch, she smiles: “I don’t know if you believe in manifestation, but I do. I’m figuring it out as I go.” So far, it’s working. Correction: Mance moved to London in 2017 and LA in 2022. Comments, questions or feedback? Email us at feedback@voguebusiness.com . More on this topic: Jewellery’s bright moment — and the looming risks What does Gen Z want from jewellery? Is jewellery ready for live streaming?

How a $1,500 fender bender sparked $450K/yr banana pudding business Skip Navigation The 2014 hit-and-run that put a dent in Lloyd Ortuoste's 2003 Subaru WRX only caused around $1,500 in damage, but it changed his life forever. The car was Ortuoste's first big purchase as a 20-something. He loved its turbocharged engine and bright yellow paint job. He knew he wanted to get it fixed, but the person who sideswiped him didn't leave their insurance information, and the cost of the repairs were equivalent to nearly a month's pay at the time. To fund the repairs, Ortuoste got creative. He decided to sell his homemade banana pudding — already a hit with his friends — in an effort to raise the money he needed. He and his now wife Trisha Villanueva started the " Baonanas " hashtag on Instagram and quickly saw orders start to pour in. The pair realized that what was originally meant to just help them pull together a few thousand dollars had the potential to be a full business in its own right. After making enough money to repair the Subaru, Ortuoste kept going. In the decade that followed, Baonanas blossomed into a viral hit. At its peak, Baonanas boasted three brick-and-mortar locations plus a thriving wholesale and catering business. These days, Baonanas' menu features dozens of flavors ranging from classic banana pudding to more creative offerings like ube, s'mores and lychee rose. The business brings in roughly $450,000 per year from its Jersey City outpost and robust catering and wholesale operations. Ortuoste still drives his more than 20-year-old Subaru, but he's thankful to have been on the receiving end of that fateful hit-and-run. "I always say he's a silent partner, whoever hit my car," he says. "If I could meet them today, I'd owe them a lot of hugs." For the full Baonanas story, check out the latest installment of CNBC Make It's "How I Made It." Are you ready to buy a house? Take Smarter by CNBC Make It's new online course How to Buy Your First Home. Expert instructors will help you weigh the cost of renting vs. buying, financially prepare, and confidently navigate every step of the process—from mortgage basics to closing the deal. Sign up today and use coupon code EARLYBIRD for an introductory discount of 30% off $97 (+taxes and fees) through July 15, 2025. Plus, sign up for CNBC Make It's newsletter to get tips and tricks for success at work, with money and in life, and request to join our exclusive community on LinkedIn to connect with experts and peers.

Oysters grow in popularity, hitting on multiple trends Subscribe Subscribe Operations Related Topics Marketing &amp; Branding Labor Delivery &amp; Takeout Solutions Equipment Food Safety Executives Recent in Operations See All Marketing &amp; Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Technology Related Topics Automation Delivery Loyalty AI in Restaurants Recent in Technology See All Sponsored Content Serving Success: How Tommy Bahama is Driving Retention, Flexibility, and Performance Serving Success: How Tommy Bahama is Driving Retention, Flexibility, and Performance Nov 5, 2025 2:00 pm EST Sponsored Content Real Strategies for AI in Restaurants Real Strategies for AI in Restaurants Oct 30, 2025 1 Hr View Segments Related Topics Fast Casual Casual Dining Fine Dining Independent Restaurants Emerging Chains Regional Chains Quick Service Eatertainment Family Dining Recent in Segments See All Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Quick Service Burger King’s focus on its signature Whopper pays off Burger King’s focus on its signature Whopper pays off Oct 30, 2025 3 Min Read Finance Related Topics Mergers &amp; Acquisitions Franchising Recent in Finance See All Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Casual Dining HopCat acquired by Uncommon Equity HopCat acquired by Uncommon Equity by Alicia Kelso Oct 30, 2025 2 Min Read Menu Trends Related Topics Food Trends Beverage Trends Chef Trends Sandwich Trends MenuMasters Spotlight Recent in Menu Trends See All Marketing &amp; Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Insights Related Topics Restaurant Experience Expert Opinions Top 500 Restaurants Supplier News Recent in Insights See All Marketing &amp; Branding Social media creators fuel beverage boom as coffee, dirty soda drive engagement Social media creators fuel beverage boom as coffee, dirty soda drive engagement by Joanna Fantozzi Oct 30, 2025 3 Min Read Expert Opinions How restaurant operators can save thousands of dollars by going green How restaurant operators can save thousands of dollars by going green by Michael Oshman Oct 30, 2025 4 Min Read Multimedia Resources Related Topics 2025 AI Insights Report 2025 FSTEC Show Recap Event Insider: FSTEC 2025 FSTEC Pre-Show Tech Guide 2025 Restaurant Show Recap Event Insider: Restaurant Show Event Recap: RLC Event Insider: CREATE Event Recap: CREATE 2025 Technology Outlook Report 2025 Data Insights Report Sustainability Outlook 2025 Sponsored By Food Trends Chef Trends Oysters grow in popularity, hitting on multiple trends Oysters grow in popularity, hitting on multiple trends Oysters grow in popularity, hitting on multiple trends The shellfish is sustainable, high in protein, and has plenty of good stories to tell Bret Thorn , Senior Food Editor , Nation&#x27;s Restaurant News July 8, 2025 10 Min Read Oysters at the Irving, and sister restaurant Willow &amp; Ivy, are roasted on a bed of rock salt. The Irving There are many things to like about oysters that fit nicely into current food trends. They’re high in protein and a variety of micronutrients, they’re incredibly good for the environment, they’re an affordable luxury, and there are great stories to tell about them. “You are getting the best possible taste of the sea,” said Bilen Gaga, partner in Selune, a natural wine and oyster bar that just opened in Brooklyn, N.Y., in June. “There are subtle and not-so-subtle differences based on location, but at the core, fresh oysters are just a small way of feeling like you are smelling and tasting the pure essence of the ocean. Don’t they taste like the most perfect day on the beach? I know that’s what they evoke for me.” They’re certainly growing in popularity: Mentions of oysters on menus have increased by 11.9% over the past year, according to Technomic’s Ignite Menu data. At Selune the focus is on Utah Beach oysters, named for the bay in France where they grow, which is the same Utah Beach where allied forces landed to liberate Europe during the Second World War. Gaga’s partner, Paris native Marc Lioussane, introduced them to her, saying they were uniquely delicious. “The first time I had them, I had to begrudgingly agree,” Gaga said. But transatlantic journeys aren’t necessary for oysters, and many operators focus on what’s harvested from nearby waterways. Related: Menu Tracker: New items from Sonic Drive-In, Jimmy John's, and Hardee’s The rise of the oyster master These days most oysters are cultivated. They’re farmed in estuaries or other coastal areas, and they’re not just sustainable — they’re regenerative, cleaning up the waterways where they grow. “They filter up to 50 gallons of water a day,” said Aaron Juvera, chef de cuisine of Southerleigh Fine Food &amp; Brewery in San Antonio, Texas, and that state’s first certified oyster master. “One of the farmers we work with has noted that she’s seen the water change visually, and new schools of fish have come back to their bay that they hadn’t seen,” he said in an interview in October. Oyster certification is new, having just been launched by the Oyster Master Guild in 2023. Although there are four levels of certification on paper, there were only two levels available when Juvera earned his certification and he achieved the first level. “I thought level one would be like brushing the surface, but they went deep into everything from cultivation history, the species, anatomy, techniques for shucking, impact on the environment. ... There are quite a few topics to cover.” And the Texas oyster industry is new, too. Juvera said the state just started taking applications in 2019 and then licensing was delayed by the pandemic. It takes 18-36 months for oysters to reach market size, around three inches, but Juvera already was using oysters from three farms last year — Copano Creams, Blackjack Point, and Big Tree oysters. He said the Copano Creams grow in brackish water in Copano Bay and have “beautiful umami and a little bit of minerality.” Big Trees grow at the top of the same bay and get more saltwater. “They’re bright, nice, clean, almost a sea bean taste — sort of vegetal,” he said. Related: Menu Tracker: New items from Taco Bell, Dunkin’, and Sonic Drive-In And Blackjack Points, from the south side of Aransas Bay, “have a lot more flowing water and are bigger, with a sweeter finish, and a little mineral in there. It’s really interesting that all three of these farms are roughly 40 minutes from each other and are vastly different,” Juvera said. And they’re also different from typical Gulf of Mexico oysters, which tend to be flabbier and more suited, as far as many chefs and consumers are concerned, to cooking rather than eating raw as Juvera is serving them. “When I think ‘Gulf oyster,’ I think of the large, rocky guys that some people come in for but others find not so appealing,” Juvera said. The new varieties are so different that the chef has told his staff to call them Texas oysters instead of gulf oysters. Related: Menu Tracker: New items from Applebee’s, Starbucks, and Arby’s Big Trees are also on the menu at Le Calamar, which opened in Austin in May , serving food inspired by Texas, France, and Mexico. “I can’t count how many guests have remarked, ‘I didn’t know oysters from the Gulf could be so good!’” chef Casey Wall said in an email. He has prepared them in a variety of ways, and was particularly pleased with some that he lightly poached in chicken fat, chilled, and then reheated in vermouth cream finished with tarragon oil. He also served them on the half shell with a mignonette made with green garlic vinegar, pink peppercorns, “tiny onions from Sanchez Family Farms in Poteet, Texas, and the most fragrant dill pollen from Hotspell farms,” he said. “It ends up tasting like the best kosher dill pickle brine you&#x27;ve ever had.” The green garlic in the mignonette also ties into the restaurant’s ethos of minimal waste: The root ends, skins, and fibrous leaves of the garlic are steeped in Champagne vinegar for a couple of weeks, resulting in a “very intensely green garlic flavored vinegar,” he said. There are five different species of oyster that are widely consumed in the U.S., and four are found on the Pacific Coast, where they tend to be meatier and sweeter than Atlantic oysters, which are all the same species: Crassostrea virginica. All of them have great nutritional qualities, including high levels of zinc, Vitamin B12, iron, selenium, and Omega-3 fatty acids. Seamark is one of many restaurants in Boston that offer $1 oysters during happy hour. | Seamark The appeal of merroir Even though oysters from Maine to the Caribbean are the same species, they can taste radically different from each other, and the term for that has come to be known as merroir — a play on terroir, which is the French term for the impact that climate, soil, and production techniques have on wine. Learning that merroir can be a big part of the fun of oyster selection, said Kyle Biddy, executive chef of Little Betty Steak Bar in Mountain Brook, Ala. “As a chef, I love learning about these specific coastal areas where oysters are grown,” he said in an email. “It gives me something that’s ever-changing for our staff to learn about as we bring in different oysters at different times of the year.” He mostly uses East Coast oysters from North Carolina to Maine, but also uses Murder Points from Bayou La Batre in Alabama. “They’re actually really good!” he said. He prepares them in a variety of ways — raw on the half shell with peach verjus and pickled watermelon rind in the summer, roasted with smoked sunchoke foam and pink peppercorn in the fall, and baked with pepper and pecorino cheese, cacio e pepe style, for the holidays. He also serves them raw with his own mignonette of red wine vinegar, red yuzu kosho, fish sauce, lemon, shallot, and black pepper, along with lemon and his house-made hot sauce of lacto-fermented guajillo chiles, Brazilian starfish peppers, morita chile, roasted garlic, and tamari. “The guest response is fantastic,” he said. Back in New York City, at Peasant, chef Marc Forgione uses oysters from Widow’s Hole, from the north fork of Long Island, for a dish that reflects the restaurant’s approach to wood-fired cooking. He starts by roasting bone marrow. “We then treat that like a compound butter and mix with allium, herbs, and red wine,” he said in an email. Then he cools it and spoons it on freshly shucked oysters with a pinch of nduja sausage and roasted them until they’re warmed through and then finish it with a squeeze of lemon juice, serving them on a split marrow bone. “The savory and fatty marrow … and spice from the nduja are perfect compliments to the briny Widow’s Hole oyster,” he said. “They create a perfect surf and turf moment.” Roasted and smoked oysters from Willow &amp; Ivy in Boston. | Willow &amp; Ivy Boston’s happy hour substitute Boston has a unique relationship with oysters. Not only are they prized by locals, and many varieties are grown in the state’s waterways, but many restaurants, including Woods Hill Pier 4, Rebel’s Guild, and Seamark, offer $1 oysters as a substitute for happy hour: Discounting drinks at specific times of day is illegal in Massachusetts, so operators discount oysters instead to draw post-work crowds. They’re $2 each at The Banks Seafood &amp; Steak. “We have lots of local businesses and offices in the area and a lot of times people will come in for the oysters,” said chef Robert Sisca. “I personally love the East Coast oysters. I like the briny, strong, punch ’em in the face kind of big, big oyster that you get here.” So he usually offers three or four varieties of them, particularly local Island Creek and South Bay Blondes, and a rotation of other local varieties to make sure regulars have something new to try, as well as one West Coast oyster. “They’re a little more creamy, and cucumber,” he said. “It’s just got a little bit different flavor.” He serves them raw, on the half shell with seasonal mignonette, such as rhubarb in the spring, cucumber in the summer, and apple cider in the fall. Other accompaniments include traditional cocktail sauce and his own house-fermented hot sauce made with Fresno chiles, salt, and pepper. He’ll also offer composed oysters topped with caviar or sea urchin. Daniel Kenney, executive chef of the Lenox Hotel in Boston, also makes his own hot sauce, which he says is Tabasco-style with Thai and jalapeño peppers as well as a little Basque Espelette. That and a pink peppercorn mignonette and cocktail sauce accompany local raw oysters at the hotel’s signature restaurant, Willow &amp; Ivy, as well as its cocktail bar, the Irving. But he also roasts them on a bed of rock salt — a classic method that keeps the shellfish level so their liquid doesn’t leak out. He tops them with Irish rashers (salt-cured Irish pork loin), along with shallots, garlic, double cream, Grana Padano cheese, baby spinach, Espelette pepper, and buttery toasted brioche breadcrumbs. The salt is topped with hickory and apple wood chips along with pink and black peppercorns, star anise, clove, and juniper. “We put them in our really hot pizza oven,” he said, so the wood chips and aromatics smolder. Then he covers them with a glass cloche. The oysters are brought to the table that way for a big, aromatic reveal. “Roasted at really high temperature, those aromatics really deliver,” he said. Kenney has worked all over coastal Massachusetts, including Cape Cod and the islands of Martha’s Vineyard and Nantucket, and developed relationships with many of the oyster farmers in the area. “We stick to those farms,” he said. “It’s a great opportunity for us to use super-fresh oysters. I believe that’s one of the reasons why they’re great.&quot; Matthew Gaudet also focuses on relationships with oyster farmers. He’s culinary director of Sidell Hospitality, which operates Stephanie’s in Boston as well as Saltie Girl, with locations in Boston and Los Angeles. The Boston restaurants have five oysters: four local and one from the West Coast. “At Stephanie’s, we sell them faster than our inventory, so we’re changing them even throughout the day,” he said, noting that front-of-house staff sometimes complains that they have to reprint the menu during the day as suppliers change. “The relationship with the oyster farmers in the region and how it relates to Boston and the audience here suits us well.” And in Los Angeles, most of the oysters are from the West Coast, but they have one from the East Coast, which suits local preferences. “The people on the West Coast enjoy their West Coast oysters, and the East Coast people enjoy their East Coast oysters,” he said. But beyond that, he likes to offer a wide variety of different flavors and textures in his oysters. “When you’re building an oyster program, you have the opportunity to offer different varieties, and you want different textures and sizes,” he said. “Some are more buttery, and some are insanely briny. … You can go for a different journey along the coastline.” Contact Bret Thorn at [email&#160;protected] About the Author Bret Thorn Senior Food Editor, Nation&#x27;s Restaurant News Senior Food &amp; Beverage Editor Bret Thorn is senior food &amp; beverage editor of Nation’s Restaurant News and Restaurant Hospitality. Hi is responsible for spotting and reporting on F&amp;B trends across the country for both publications. He is the co-host of a podcast, Menu Talk with Pat and Bret, which features interviews with chefs, food &amp; beverage authorities, and other experts in foodservice operations. From 2005 to 2008 he also wrote the Kitchen Dish column for The New York Sun , covering restaurant openings and chefs’ career moves in New York City . He joined Nation’s Restaurant News in 1999 after spending about five years in Thailand, where he wrote articles about business, banking and finance as well as restaurant reviews and food columns for Manager magazine and Asia Times newspaper. He joined Restaurant Hospitality ’s staff in 2016 while retaining his position at NRN. A magna cum laude graduate of Tufts University in Medford, Mass., with a bachelor’s degree in history, and a member of Phi Beta Kappa, Thorn also studied traditional French cooking at Le Cordon Bleu Ecole de Cuisine in Paris. He spent his junior year of college in China, studying Chinese language, history and culture for a semester each at Nanjing University and Beijing University. While in Beijing, he also worked for ABC News during the protests and ultimate crackdown in and around Tiananmen Square in 1989. Thorn’s monthly column in Nation’s Restaurant News won the 2006 Jesse H. Neal National Business Journalism Award for best staff-written editorial or opinion column. He served as president of the International Foodservice Editorial Council, or IFEC, in 2005. Thorn wrote the entry on comfort food in the Oxford Encyclopedia of Food and Drink in America, 2 nd edition, published in 2012. He also wrote a history of plated desserts for the Oxford Companion to Sugar and Sweets, published in 2015. He was inducted into the Disciples d’Escoffier in 2014. A Colorado native originally from Denver, Thorn lives in Brooklyn, N.Y. Bret Thorn’s areas of expertise include food and beverage trends in restaurants, French cuisine, the cuisines of Asia in general and Thailand in particular, restaurant operations and service trends. Bret Thorn’s Experience: Nation’s Restaurant News, food &amp; beverage editor, 1999-Present New York Sun, columnist, 2005-2008 Asia Times, sub editor, 1995-1997 Manager magazine, senior editor and restaurant critic, 1992-1997 ABC News, runner, May-July, 1989 Education: Tufts University, BA in history, 1990 Peking University, studied Chinese language, spring, 1989 Nanjing University, studied Chinese language and culture, fall, 1988 Le Cordon Bleu Ecole de Cuisine, Cértificat Elémentaire, 1986 Email: [email&#160;protected] Social Media: LinkedIn: https://www.linkedin.com/in/bret-thorn-468b663/ Facebook: https://www.facebook.com/bret.thorn.52 Twitter: @foodwriterdiary Instagram: @foodwriterdiary TikTok: @foodwriterdiary See more from Bret Thorn Subscribe Nation&#x27;s Restaurant News Newsletters Get the latest breaking news in the industry, analysis, research, recipes, consumer trends, the latest products and more. Sign Up Now You May Also Like Insights Content Spotlight New FS/TEC Technology Guide helps restaurants navigate complex tech landscape The FS/TEC Restaurant Technology Guide is a free digital resource for operators Read More Featured Marketing &amp; Branding Domino’s marketing secrets: CMO Kate Trumbull on pizza chain’s big brand update Domino’s marketing secrets: CMO Kate Trumbull on pizza chain’s big brand update Oct 23, 2025 Recent News Fast Casual Shake Shack also has a value proposition Shake Shack also has a value proposition by Bret Thorn Oct 30, 2025 6 Min Read Casual Dining Content Spotlight Get to know Rick Cardenas, the Darden CEO who started there as a busser The executive shares his advice, along with his most-binged TV show, favorite sports team, and most-used app Watch Now

GoodPop CEO: How I built my popsicle business, starting in college Skip Navigation Daniel Goetz spent many late nights as a college senior cutting and blending fresh fruits, and freezing them into popsicles to sell to parched customers near the University of Texas at Austin. The advertising major fell in love with Mexican ice pops, called paletas, while visiting Mexico City with his college girlfriend. Inspired, Goetz started mocking up potential brand names and doodling logos during a class in 2009. He landed on the name "GoodPop." Today, the Austin-based organic popsicle and ice cream bar company's frozen desserts are sold in more than 10,000 locations across the U.S., including Costco, Walmart and Whole Foods Market. GoodPop brought in more than $63 million in gross sales in 2024, according to documents reviewed by CNBC Make It. It's never taken external funding, says Goetz. GoodPop has been profitable nearly every year since its launch, with 2024 as an exception. It likely won't be profitable in 2025 either, following the winding down of an unpopular product line, but is projected to return to profitability in 2026, says a company spokesperson. DON'T MISS: A step-by-step guide to buying your first home—and avoiding costly mistakes Goetz, still the company's CEO, built GoodPop with extremely little experience or industry expertise. He "knew nothing" about supply chains or the consumer packaged goods market, he says, and spent years "driving a lot ... running around all over Texas, making deliveries." He spent his first four years after graduation sleeping "rent-free" on friends' couches around Austin so he could save money while trying to build GoodPop, he says. He cut fruit and froze 80 popsicles per hour, by hand, in a local paleteria that let him use its kitchen after hours. "I just knew that we had this delicious pop with lower sugar, real fruit, and there was nothing like it on the market," says Goetz, 38, adding: "Any opportunity that I could to put these products in front of Austinites, to introduce them and to see if we were on to something, I did." A 'cold, sloppy' early mishap for GoodPop Goetz's family has a history of entrepreneurship: His great-grandfather immigrated to the U.S. from Russia over a century ago and "sold consigned ice out of a pushcart," he says. That great-grandfather then founded a grocery supply business in Houston in 1923, which grew into an operation with multibillion-dollar annual revenue by the time Goetz's family sold their interest in 2014. "I'm so fortunate to grow up in a family of entrepreneurs. But, at the same time, I knew that I needed to make my own mark on this world and do it on my own," says Goetz. With GoodPop, he spent $3,500 — money he'd saved from a lawn-mowing business he started in middle school — on signage, a pushcart of his own and produce to make and sell his first popsicles. He sold them for $2 apiece at local music festivals and farmer's markets, bought more ingredients with his proceeds, and spent three weeks making 18,000 popsicles to sell at the annual Austin City Limits music festival in October 2009, he says. Then, rain turned the festival into a "mud fest," he says. "It [was] a cold, sloppy mess ... and out of those 18,000 pops, we sold four. I thought that this was going to kickstart [the business] and change everything, and we were left with 17,996 pops that I had to figure out what to do with and [almost] no money." Goetz rushed the popsicles to a cold storage facility, paid $50 per month to store them and returned to school "dejected," he says. A few months later, he cut his losses and handed them out for free at Austin's annual SXSW festival. Long hours and total exhaustion to build a business After graduating college, Goetz couldn't shake the GoodPop idea, he says. But the only remaining piece of the company was its website — so Goetz put his marketing skills to work, maximizing the site's search engine optimization (SEO). Soon, "when you searched for organic frozen pops or organic popsicles, because none existed at that time, GoodPop was actually the No. 1 result," he says. A week later, a marketing agency called Manifold asked GoodPop for a price quote for 50,000 organic popsicles with custom packaging. Goetz put in a bid and won it: Manifold paid him $80,000 for the job, giving him half the money up front to cover his production costs. "I hand-stamped every single pop stick," says Goetz. The second half of the payment was pure profit for Goetz, putting GoodPop back in business. Luck similarly gave GoodPop its first major retail partner: Goetz's roommate played recreational soccer with a Whole Foods employee, who put him in touch with a representative from the grocery chain's Southwest regional office. Daniel Goetz poses next to a GoodPop display at a Whole Foods Market in 2012. Source: GoodPop Goetz brought some samples and got the representative's approval to pitch buyers at individual Whole Foods stores. As he won buyers over — building relationships and shaking hands, he says — he spent four years sleeping on friends' couches, staying up late to make popsicles and getting up early to deliver them to Whole Foods locations and other, smaller grocery stores by 6 a.m. "I put 212,000 miles on my Toyota, running around all over Texas, making deliveries for years," says Goetz, adding that the hands-on dedication often left him "completely exhausted." By 2014, GoodPop's products sold well enough for Whole Foods to take over distribution for the Southwest and Rocky Mountain regions, meaning Goetz no longer had to make the deliveries himself. That year, GoodPop brought in $1.3 million in gross sales, the company says. In 2017, Whole Foods expanded GoodPop to national distribution. The brand got into Walmart and Costco the following year. 'Doubling down' amid big competition The U.S. popsicle market was worth more than $1.3 billion in 2024, according to an estimate from Cognitive Market Research. That makes GoodPop a small player in a market dominated by packaged goods giants: Unilever, the world's largest ice cream producer, brought in more than $9.5 billion in 2024 revenue from frozen dessert brands like Magnum, Ben & Jerry's and the original Popsicle. Even among plant-based, real-fruit frozen desserts, GoodPop competes with brands like Outshine, owned by a joint venture between Nestlé and French private equity firm PAI Partners, and New York-based Chloe's, which sells low-sugar fruit pops in more than 10,000 stores nationwide, including Walmart and Wegman's. They all face a tough road convincing more Americans to buy lower-sugar desserts. In January, GoodPop wound down a line of low-sugar beverages — which mixed fruit juice with sparkling water — after customers said their kids didn't think the drinks were sweet enough. "We were not willing to compromise on any added sugar or any additional sweeteners," says Goetz, adding: "We have some tough times ahead, as far as continuing to reset those taste buds. But it's a worthwhile cause." Ultimately, Goetz's goal from college remains roughly the same: get GoodPop's desserts into as many new hands as possible. In February, the company landed a licensing deal with The Walt Disney Company, adding "Star Wars" and Mickey Mouse-themed products to GoodPop's offerings — a new strategy for the company to catch shoppers' attention. "The future looks like doubling down on what makes our products great," Goetz says.

Rewarding engagement: Rethinking loyalty through gamification - Marketing Beat Rewarding engagement: Rethinking loyalty through gamification 18th June 2025 Sponsored Content Features News Word of Mouth Loyalty programmes strive to be a brand’s key driver of lasting customer relationships. But the truth is that most are struggling for success. For every successful loyalty programme, twelve others fail, says Playable , the gamification platform for marketers. The impact is clear: wasted potential, budget drain, and a serious hit to customer trust. So where are brands going wrong? Subscribe to Marketing Beat for free Sign up here to get the latest agency-related news sent straight to your inbox each morning Two common mistakes Most loyalty programmes make the same two errors. They only reward spending. The typical points-for-purchase model assumes that loyalty can be bought. But loyalty is more than that; it’s not just about transactions. It’s about emotion. And interactions. Consumers want to feel recognised, understood, and appreciated. Without that emotional connection, your programme is just another card in a crowded wallet. They do not personalise. Whilst 70% of consumers say they engage more with loyalty programmes that personalise their marketing efforts, fewer than 25% of programmes offer any kind of personalised experience. In a world full of data-led business and advancing technology, this lack of relevance is a hugely missed opportunity. Why loyalty matters more than ever Despite these challenges, loyalty programmes remain one of the most effective tools to drive revenue growth. Harvard Business Review reports that just a 5% increase in customer retention can boost profits by 25% to 95%. Existing customers are also 50% more likely to try new products and spend 31% more than new customers. Yet, the average customer belongs to more than ten loyalty programmes, many of which fail to deliver meaningful value. Savvy brands must do more than simply launch a basic loyalty programme; they must design a strategic programme that truly engages their customers to drive tangible success. Gamification: A new path forward This is where marketing gamification comes in. By incorporating game mechanics and the power of play, brands can transform loyalty programmes into dynamic and engaging strategies that truly impact long-lasting relationships. Gamification, when delivered strategically, solves both the spend-only and personalisation problems by: Rewarding engagement, not just spend Customers can earn rewards for a variety of actions, opening an email newsletter, interacting with your app, referring friends, or engaging with new products, all through gamified campaigns. This broadens the pathway to engagement and fosters a deeper emotional connection.am Creating personalised, dynamic experiences Proactive gamification campaigns can be a great way to gather valuable insights into your customers’ preferences and behaviours. This data is zero, and first-party, directly and voluntarily provided by customers, not inferred or sourced from third parties. As a result, it’s both high-quality and actionable, making it ideal for powering effective, personalised marketing strategies. Gamification: Engaging customers across multiple touchpoints True loyalty isn’t created in a single moment, it’s built over time, across a series of meaningful interactions. To drive long-term engagement, brands need to think in terms of a full loyalty journey, not a single transaction or sign-in. Gamification can play a crucial role in shaping that journey from the very first touchpoint. It begins at acquisition: interactive campaigns can attract new members and capture marketing permissions in a value-driven way. Imagine an exciting scratch-card sign-up experience where new users reveal a welcome reward &#8211; anything from a discount, to bonus points or exclusive access to new products &#8211; simply for joining the programme. From there, gamified experiences across email newsletters, apps, or loyalty schemes can keep members engaged and coming back. Think monthly trivia challenges with bonus points for correct answers, in-app spin-to-win rewards after every purchase, or a product recommender to encourage the path to purchase. Over time, these touchpoints help build rich customer profiles, enabling brands to deliver more personalised rewards and experiences. Whether that’s tailored offers, exclusive games for top customers, or even a loyalty advent calendar that truly thanks your best customers with an element of surprise &amp; delight in the prizes. At every step, acquisition, engagement and retention, gamification rewards attention and interaction, not just transactions. And that’s what lasting loyalty is really made of. See how top brands use gamification to boost engagement and build lasting customer loyalty here or explore Playable to learn more about how gamification can work for you. Features News Word of Mouth gamification Playable Features News Word of Mouth 18th June 2025 Sponsored Content Share: Rewarding engagement: Rethinking loyalty through gamification Social LinkedIn Twitter Facebook RSS Email SUBSCRIBE TO OUR DAILY NEWSLETTER Email * Comments This field is for validation purposes and should be left unchanged. SUBSCRIBE FOR FREE Most Read Sainsbury’s teams up with Comic Relief for new vodcasts 28th October, 2025 Morrisons to turn hundreds of corner shops into branded c-stores 29th October, 2025 WATCH: Debenhams reveals ‘all-star’ Christmas campaign 30th October, 2025 West Ham United open festive pop-up at Westfield Stratford City 29th October, 2025 Asos unveils ‘premium’ Carnaby Street pop-up 28th October, 2025 Loyalty programmes strive to be a brand’s key driver of lasting customer relationships. But the truth is that most are struggling for success. For every successful loyalty programme, twelve others fail, says Playable , the gamification platform for marketers. The impact is clear: wasted potential, budget drain, and a serious hit to customer trust. So where are brands going wrong? Subscribe to Marketing Beat for free Sign up here to get the latest agency-related news sent straight to your inbox each morning Two common mistakes Most loyalty programmes make the same two errors. They only reward spending. The typical points-for-purchase model assumes that loyalty can be bought. But loyalty is more than that; it’s not just about transactions. It’s about emotion. And interactions. Consumers want to feel recognised, understood, and appreciated. Without that emotional connection, your programme is just another card in a crowded wallet. They do not personalise. Whilst 70% of consumers say they engage more with loyalty programmes that personalise their marketing efforts, fewer than 25% of programmes offer any kind of personalised experience. In a world full of data-led business and advancing technology, this lack of relevance is a hugely missed opportunity. Why loyalty matters more than ever Despite these challenges, loyalty programmes remain one of the most effective tools to drive revenue growth. Harvard Business Review reports that just a 5% increase in customer retention can boost profits by 25% to 95%. Existing customers are also 50% more likely to try new products and spend 31% more than new customers. Yet, the average customer belongs to more than ten loyalty programmes, many of which fail to deliver meaningful value. Savvy brands must do more than simply launch a basic loyalty programme; they must design a strategic programme that truly engages their customers to drive tangible success. Gamification: A new path forward This is where marketing gamification comes in. By incorporating game mechanics and the power of play, brands can transform loyalty programmes into dynamic and engaging strategies that truly impact long-lasting relationships. Gamification, when delivered strategically, solves both the spend-only and personalisation problems by: Rewarding engagement, not just spend Customers can earn rewards for a variety of actions, opening an email newsletter, interacting with your app, referring friends, or engaging with new products, all through gamified campaigns. This broadens the pathway to engagement and fosters a deeper emotional connection.am Creating personalised, dynamic experiences Proactive gamification campaigns can be a great way to gather valuable insights into your customers’ preferences and behaviours. This data is zero, and first-party, directly and voluntarily provided by customers, not inferred or sourced from third parties. As a result, it’s both high-quality and actionable, making it ideal for powering effective, personalised marketing strategies. Gamification: Engaging customers across multiple touchpoints True loyalty isn’t created in a single moment, it’s built over time, across a series of meaningful interactions. To drive long-term engagement, brands need to think in terms of a full loyalty journey, not a single transaction or sign-in. Gamification can play a crucial role in shaping that journey from the very first touchpoint. It begins at acquisition: interactive campaigns can attract new members and capture marketing permissions in a value-driven way. Imagine an exciting scratch-card sign-up experience where new users reveal a welcome reward &#8211; anything from a discount, to bonus points or exclusive access to new products &#8211; simply for joining the programme. From there, gamified experiences across email newsletters, apps, or loyalty schemes can keep members engaged and coming back. Think monthly trivia challenges with bonus points for correct answers, in-app spin-to-win rewards after every purchase, or a product recommender to encourage the path to purchase. Over time, these touchpoints help build rich customer profiles, enabling brands to deliver more personalised rewards and experiences. Whether that’s tailored offers, exclusive games for top customers, or even a loyalty advent calendar that truly thanks your best customers with an element of surprise &amp; delight in the prizes. At every step, acquisition, engagement and retention, gamification rewards attention and interaction, not just transactions. And that’s what lasting loyalty is really made of. See how top brands use gamification to boost engagement and build lasting customer loyalty here or explore Playable to learn more about how gamification can work for you. Features News Word of Mouth gamification Playable RELATED STORIES Features News Word of Mouth Pets Corner items to be made available via Deliveroo 30/10/2025 x 10:29 AM Features News Word of Mouth WATCH: Debenhams reveals ‘all-star’ Christmas campaign 30/10/2025 x 10:12 AM Features News Word of Mouth Morrisons to turn hundreds of corner shops into branded c-stores 29/10/2025 x 11:00 AM Features News Word of Mouth West Ham United open festive pop-up at Westfield Stratford City 29/10/2025 x 10:38 AM Features News Word of Mouth Asda revives £1 ‘winter warmer’ café deal for over-60s 29/10/2025 x 9:54 AM Features News Word of Mouth New Look unveils first-ever loyalty scheme 28/10/2025 x 11:03 AM Features News Word of Mouth Asos unveils ‘premium’ Carnaby Street pop-up 28/10/2025 x 10:38 AM Features News Word of Mouth Sainsbury’s teams up with Comic Relief for new vodcasts 28/10/2025 x 10:13 AM Features News Word of Mouth RSPCA Assured launches brand refresh as it sets new welfare goal 23/10/2025 x 10:28 AM Features News Word of Mouth Co-op launches festive meal deal for Christmas season 23/10/2025 x 10:00 AM Most Read Sainsbury’s teams up with Comic Relief for new vodcasts 28th October, 2025 Morrisons to turn hundreds of corner shops into branded c-stores 29th October, 2025 WATCH: Debenhams reveals ‘all-star’ Christmas campaign 30th October, 2025 West Ham United open festive pop-up at Westfield Stratford City 29th October, 2025 Asos unveils ‘premium’ Carnaby Street pop-up 28th October, 2025 Latest Feature Richard Robinson: Great marketing talent never stops being great marketing talent Latest Podcast Listen: The truth behind the meteoric rise of influencer marketing Menu &times; Manage Cookie Consent To provide the best experiences, we use technologies like cookies to store and/or access device information. Consenting to these technologies will allow us to process data such as browsing behaviour or unique IDs on this site. Not consenting or withdrawing consent, may adversely affect certain features and functions. Functional Functional Always active The technical storage or access is strictly necessary for the legitimate purpose of enabling the use of a specific service explicitly requested by the subscriber or user, or for the sole purpose of carrying out the transmission of a communication over an electronic communications network. Preferences Preferences The technical storage or access is necessary for the legitimate purpose of storing preferences that are not requested by the subscriber or user. Statistics Statistics The technical storage or access that is used exclusively for statistical purposes. The technical storage or access that is used exclusively for anonymous statistical purposes. Without a subpoena, voluntary compliance on the part of your Internet Service Provider, or additional records from a third party, information stored or retrieved for this purpose alone cannot usually be used to identify you. Statistics Statistics The technical storage or access that is used exclusively for anonymous statistical purposes. Without a subpoena, voluntary compliance on the part of your Internet Service Provider, or additional records from a third party, information stored or retrieved for this purpose alone cannot usually be used to identify you. Manage options Manage services Manage {vendor_count} vendors Read more about these purposes Accept Deny View preferences Save preferences View preferences {title} {title} {title} Manage consent

Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital - The Economic Times Business News Tech Funding Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital By Ajay Rag , ETtech Last Updated: Aug 12, 2025, 06:00:00 AM IST Follow us Share Font Size Abc Small Abc Medium Abc Large Save Print Comment Synopsis Bain Capital Ventures participated in the funding round that valued the company at $45 million (around Rs 394 crore) post the round. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto charges customers based on tasks completed. ETtech Anjali Sardana, founder and CEO, Pronto Home services startup Pronto has raised $11 million (around Rs 96 crore) in funding co-led by General Catalyst and Glade Brook Capital , with participation from Bain Capital Ventures, amid rising investor interest in on-demand home services. Pronto was valued at $45 million (around Rs 394 crore) post the latest round. Originally domiciled in Delaware, US, the startup has flipped back to India, founder and CEO Anjali Sardana told ET. Founded in April 2025 by Sardana, Pronto connects households in Gurugram with trained professionals for tasks such as cleaning, laundry, utensil washing, and basic meal preparation. The company operates on a shift-based model, enabling 10-minute fulfilment while offering workers guaranteed shifts and higher earnings, a move aimed at formalising a sector long dominated by informal networks. Over the next 12-18 months, Pronto plans to expand into Mumbai, Bengaluru, and other metros, setting up micro-hubs in residential clusters to ensure rapid service. "After we signed the term sheet for this round, we decided that this was the best time to flip back to India and make it an India-domiciled company. The reason being that as soon as we sign the documents for this round, then in order to flip the company from the US to India, we would have to pay, essentially, capital gains as you exit the US," said Sardana. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto said it charges customers based on tasks completed. Sardana said the platform’s average order value ranges between Rs 200 and Rs 300. She added that the model addresses long-standing challenges of unpredictable availability and lack of trust for households while tackling irregular incomes for workers. Each professional undergoes training and verification and is equipped for instant task fulfilment. However, Sardana acknowledged that such rapid expansion comes with increased costs. “A lot of times, when you want to expand, you oversupply first. That obviously costs money, and marketing costs money,” she said. Also, demand generation will be critical for the long-term sustainability of such a model. Given the high-frequency, low-ticket nature of the service, platforms need to ensure consistent utilisation of their workforce to balance supply and demand and control operational costs. The quick home services space is heating up. In May, Mumbai-based Snabbit raised $19 million in a round led by Lightspeed, with plans to expand into new markets. Add as a Reliable and Trusted News Source Add Now! Read more news on Home services startup Pronto funding General Catalyst Glade Brook Capital Pronto snabbit Gig economy workers (Catch all the Budget 2024 News , Events and Latest News Updates on The Economic Times .) ...more Add Comment Elevate your knowledge and leadership skills at a cost cheaper than your daily tea. Accenture job cuts flash a warning for Indian IT employees Can Star Air’s Ghodawat win where Mallya, Wadia failed? In Trump vs. economists, why economists are losing PVR Inox’s second act: Can a Bata-like pricing save it from OTTs? INR10 lakh crore value unlocked. Who made the most of startup IPOs? Don’t buy &amp; forget; buy, review &amp; hold for returns: 9 large-cap stocks with an upside potential of more than 29% When investing for the long term, parentage matters: 6 stocks that fit the bill, 5 with an upside potential of more than 34% Macro the Mightiest: ET Prime Special Series - Part 2 (B): Inflation… understand it because it means a lot to the stock market Subscribe Now

Luxury shoppers turn to TikTok for product discovery | Retail Dive Skip to main content CONTINUE TO SITE ➞ Don't miss tomorrow's retail industry news Let Retail Dive's free newsletter keep you informed, straight from your inbox. Daily Dive M-F DTC Weekly Every Tuesday Marketing Weekly Every Wednesday Tech Weekly Every Thursday Operations Weekly Every Monday By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy. You can unsubscribe at anytime. Search An article from Dive Brief Luxury shoppers turn to TikTok for product discovery Users are scrolling the social media giant to find product reviews, creator videos and other content that influence their purchases. Published July 10, 2025 By Tatiana Walk-Morris post share post print email license A TikTok sign outside a building. Seven in 10 luxury shoppers on TikTok have spent more than $1,300 on a single fashion item, typically after watching peer-led content. Getty Images Listen to the article 3 min This audio is auto-generated. Please let us know if you have feedback. Dive Brief: Seven in 10 luxury shoppers on TikTok have spent more than 1,000 pounds (approximately $1,355 at press time) on a single fashion item, typically after watching peer-led content, according to a TikTok-commissioned report conducted by AYTM. While over a third (38%) of TikTok users are more likely to find high-end brands through social user-generated content, nearly a third (32%) discover them via creator videos. Of the more than 3,000 luxury shoppers surveyed across the U.K., the U.S., Italy and France, about a fourth (26%) of TikTok luxury shoppers wait for creators to review products before buying them. A fourth of luxury shoppers are buying used items inspired by TikTok trends and a third purchase recommended products introduced through creator content, the report said. Citing a 2023 BCG report, TikTok said about two-thirds of first-time luxury purchasers said social media sparked their interest in the space. Dive Insight: Though TikTok is becoming a popular platform for finding high-end fashions, fewer are making immediate purchases. About 15% of survey respondents bought a luxury item directly after seeing it on the platform, according to TikTok. More often, shoppers save content and return to it when they’re ready to buy, the report said. “This research shows that what drives luxury purchases today isn’t polish — it’s proof,” Cassandra Russell, GBS at TikTok U.K., said in a statement. “People want to hear from peers, not just brands. TikTok has become a place where credibility is built in the comments section and the path to purchase now runs through creators, conversations and community insight. It’s the spark that luxury brands can’t afford to ignore.” While some TikTok users are shelling out on high-end goods, the majority of TikTok shoppers are spending far less on the platform. A PartnerCentric survey found that TikTok shoppers aged 60 or younger spent an average of $59 per purchase and $708 annually on the platform. In light of the market volatility, even luxury shoppers are becoming less positive about the economy overall. A Saks Global Luxury Pulse survey released last month found that 28% of respondents reported a positive outlook on the economy, a 13-percentage-point decrease from the previous survey. As luxury shoppers sour on the economy, their spending on high-priced items is predicted to contract. Purchases of personal luxury items could decline between 2% and 5% this year, a Bain & Company report projects. However, ultra-luxury items, jewelry, apparel and eyewear are expected to remain strong, according to the report. purchase licensing rights Filed Under: Marketing, Technology, Consumer Trends Retail Dive news delivered to your inbox Get the free daily newsletter read by industry experts Email: Select Newsletter: Daily Dive M-F Select Newsletter: DTC Weekly Every Tuesday Select Newsletter: Marketing Weekly Every Wednesday Select Newsletter: Tech Weekly Every Thursday Select Newsletter: Operations Weekly Every Monday Select user consent: By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy. You can unsubscribe at anytime. Sign up A valid email address is required. Please select at least one newsletter. Editors' picks Leon Neal via Getty Images 8 retail trends to watch in 2025 Each year brings unique headwinds and tailwinds. From increased attention on DEI efforts to the shifting nature of DTC, this is what we’ll be following in 2025. By Retail Dive Staff • Jan. 7, 2025 Dani James/Retail Dive Target needs a win. Will the holidays deliver? The retailer is emphasizing exclusive merchandising and affordability this season as part of a long-term effort to regain growth. By Dani James • Oct. 23, 2025 Retail Dive news delivered to your inbox Get the free daily newsletter read by industry experts Email: Select Newsletter: Daily Dive M-F Select Newsletter: DTC Weekly Every Tuesday Select Newsletter: Marketing Weekly Every Wednesday Select Newsletter: Tech Weekly Every Thursday Select Newsletter: Operations Weekly Every Monday Select user consent: By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy. You can unsubscribe at anytime. Sign up A valid email address is required. Please select at least one newsletter. Company Announcements View all | Post a press release Sogolytics’ 2025 Consumer Trust Study Finds AI Rapidly Redefining Brand Reputation From Sogolytics October 30, 2025 TastyNow™ Launches Revolutionary Food Design Platform to Transform Recipe Development From Tastynow LLC October 10, 2025 Novi Launches AI Commerce Solution: Cracking the Code on AEO From Novi October 16, 2025 Chlorophyll Water® Awarded Coveted “Golden Ticket” at Walmart’s 2025 Annual Open Call From Chlorophyll Water October 27, 2025 Editors' picks Leon Neal via Getty Images 8 retail trends to watch in 2025 Each year brings unique headwinds and tailwinds. From increased attention on DEI efforts to the shifting nature of DTC, this is what we’ll be following in 2025. By Retail Dive Staff • Jan. 7, 2025 Dani James/Retail Dive Target needs a win. Will the holidays deliver? The retailer is emphasizing exclusive merchandising and affordability this season as part of a long-term effort to regain growth. By Dani James • Oct. 23, 2025 Latest in Marketing J.C. Penney, iHeartRadio partner on holiday collection By Tatiana Walk-Morris The Backroom: Halloween casts a spell over retail By Retail Dive Staff Nordstrom relaunches holiday catalog By Howard Ruben Pinterest rolls out AI-powered personalization features By Tatiana Walk-Morris Industry Dive is an Informa TechTarget business. © 2025 TechTarget, Inc. or its subsidiaries. All rights reserved. | View our other publications | Privacy policy | Terms of use | Take down policy. Cookie Preferences / Do Not Sell This website is owned and operated by Informa TechTarget, part of a global network that informs, influences and connects the world's technology buyers and sellers. All copyright resides with them. Informa PLC's registered office is 5 Howick Place, London SW1P 1WG. Registered in England and Wales. TechTarget, Inc.'s registered office is 275 Grove St. Newton, MA 02466.

McDonald's, Dunkin', Starbucks, Dutch Bros release new drinks Skip Navigation Markets Business Investing Tech Politics Video Watchlist Investing Club PRO Livestream Menu Key Points Restaurant and coffee chains like McDonald's, Dunkin', Dutch Bros and Starbucks are leaning into beverage innovation in a crowded market for consumers. The companies are adding new drinks to their menus as they look for a sales boost. Gen Z customers, in particular, are looking for newer and buzzier beverages. In this article MCD Follow your favorite stocks CREATE FREE ACCOUNT watch now VIDEO 3:23 03:23 Fast-food chains make a big bet on beverages The Exchange If it feels like there are a lot of new drinks on restaurant menus, it's because there are. Driven by younger consumers who crave customized, cold beverages, chains from Dunkin' to Dutch Bros, Starbucks and McDonald's are answering the call. The number of beverages offered by the top 500 chains has increased by more than 9% in the last year, according to Technomic's 2025 Away-From-Home Beverage Navigator Report. Companies have leaned even more into cold drinks. Offerings like specialty coffees and energy drinks have seen the most growth on menus over the past two years, as hot coffee and tea beverages on menus decline, the market researcher reported in July. What's more, consumers are increasingly heading to a chain simply to get an iced coffee or soda. Last year, the primary driver for beverage sales was "getting a pick-me-up," as 22% said that was their most common reason for going, up from 20% in 2023, the data found. Meanwhile, 20% said they bought a beverage to "wash down food." The two occasions for a purchase switched places from the previous year. "This shift suggests that consumers may be moving toward more beverage-specific occasions, where beverages are the main driver of the foodservice purchase rather than an add-on to go alongside food. This aligns with the influx of beverage-forward concepts in recent years," the report said. An employee delivers a drink to a customer outside a Dutch Bros. Coffee location in Beaverton, Oregon, U.S. Maranie Staab | Bloomberg | Getty Images Higher drink sales are key for major players as they seek to reverse slumps in a tough consumer environment. McDonald's U.S. restaurants saw same-store sales growth of 2.5% in its second fiscal quarter, reversing two straight quarters of domestic declines as it leaned into buzzy partnerships and value offerings. But executives cautioned low-income consumers remain challenged. While Starbucks also saw better than expected U.S. sales, they still fell 2% from the prior-year period. Trying to capitalize on the desire for buzzy new drinks will bring its own challenges. Technomic forecasts beverage volume will grow 1% through 2029, but the group said it will likely revise that outlook lower. Customers are also more price sensitive, with 61% of consumers who said they noticed price hikes saying they order beverages less often. What Gen Z wants The success of many new beverage lines will hinge on Gen Z consumers, who have flocked to customized and sugary drinks. Dunkin' saw its colorful and sweet Refreshers platform hit new record highs in the most recent quarter, with unit sales up more than 30% year-on-year. It will release its fall menu later this week and lean further into what Gen Z consumers are seeking. The rollout will feature an expansion of pop star Sabrina Carpenter's Daydream Refresher lineup into Mango and Mixed Berry, along with a Cereal N' Milk Latte, featuring a blend of espresso and real cereal milk that delivers a "nostalgic marshmallow cereal flavor." The curation of drinks is key for customers — and Gen Z consumers in particular, Dunkin' Chief Marketing Officer Jill Nelson told CNBC. It has to feel unique and special in this environment. "On the product side, it's overwhelmingly about cold beverages, customization and bold flavor," Nelson said. "And then on the promotion side ... when we think about Gen Z, this is a generation that grew up on sneaker drops and stories that disappear in 24 hours. So it's all about how do you create new news and interesting flavor combinations that you can't really recreate easily at home and feel like you're in the know when you go to the drive through and order them," she said, adding that the company prioritizes speed and accuracy as customers ask for more customization. The competition will heat up next month as McDonald's enters the beverage category in a more meaningful way. On Sept. 2, McDonald's will launch an expanded market test in 500 restaurants across Wisconsin and Colorado of new drinks that include a "Creamy Vanilla Cold Brew" and "Toasted Vanilla Frappe." A worker hands a drink to a customer at a McDonald's restaurant in Martinez, California, US, on Tuesday, Feb. 4, 2025. David Paul Morris | Bloomberg | Getty Images In addition, the fast food giant will roll out "dirty sodas" and Strawberry Watermelon Refreshers, aimed at Gen Z consumers. McDonald's created the lineup with learnings from its now-shuttered CosMc's concept, which leaned heavily into customized drinks. "We're seeing real momentum in beverages, with more people – especially our Gen Z fans – turning to cold, flavorful drinks as a go-to treat," said McDonald's USA Chief Customer Experience and Marketing Officer Alyssa Buetikofer in a release. On McDonald's most recent earnings call, CEO Chris Kempczinski said beverages present a "big opportunity" for the brand. "It's growing and it's more profitable than food. So, there's a lot of things to like, which is why us as well as, I think, a few of our competitors are also excited about this," Kempczinski told analysts. He added that while there are value offerings in the beverage space, you can get a lot of "full margin products" that franchisees would not have to discount. The protein play The new beverage options go beyond the sweet and bold. Chains also aim to win consumers by tapping into health trends. An iced vanilla protein latte from Starbucks. Courtesy: Starbucks As Starbucks continues its "Back to Starbucks" turnaround plans under CEO Brian Niccol, it is making more changes to the menu, including a late fourth-quarter launch of protein cold foam. On the company's recent earnings call with analysts, Niccol said the item "taps into what has become one of our most popular modifiers, cold foam, which grew 23% year over year." "Protein Cold Foam with no added sugar is an easy way to add 15 grams of protein to virtually any cold beverage. And customers can also add the flavor of their choice," he said. The coffee giant said it's seeing increases in satisfaction among younger consumers. Niccol told analysts customer value perceptions were near two-year highs in its most recent quarter, driven by gains among Gen Z and millennials, who make up over half of its customer base. It's betting that innovation, coupled with better customer service under its new "Green Apron Service" strategy, will help to boost business. Coffee chain Dutch Bros has leaned into some of those beverage trends to drive strong growth. The chain has been a standout stock performer — up over 22% year-to-date — and saw its same-store sales increase more than 6% in the most recent quarter. CEO Christine Barone said protein milk that launched in 2024 has boosted business. But more broadly, unique and surprising toppings and offerings are a way to engage in a tough competitive landscape, she added. "I think the key with innovation is to really understand when something might be ready to pop, or something might be of high interest, and then be able to move really fast to execute on it well," Barone told CNBC. watch now VIDEO 12:00 12:00 Doubling down on hospitality: Starbucks COO on ‘Green Apron Service’ News Videos — CNBC's Drew Troast contributed to this report

How a Treehouse Rental Turned into $32M in 4 Years How a Treehouse Rental Turned into $32M in 4 Years Maria Tresvalles Jun 2, 2025 schedule 4 min max read Ever wonder if you could turn a small idea into a big business? That’s exactly what Seth and Tori Bolt did. In 2021, they bought a piece of land for $237,000. Just four years later, their short-term rental business —Bolt Farm Treehouse—is worth over $32 million. They didn’t start with a big team or a fancy budget. What they had was a dream, a strong work ethic, and a creative way to stand out in the world of luxury treehouse rentals. Their story is proof that you don’t need millions to get started in short-term rental investment—just the right plan and the courage to stick with it. Want to see how Seth and Tori turned their dream into reality? Watch this short video to experience the story behind Bolt Farm Treehouse. How Bolt Farm Became a Top Treehouse Rental in Tennessee Seth and Tori wanted to create a space where people could unplug, relax, and enjoy nature. They started with a single luxury treehouse on a quiet property in Tennessee. That one treehouse became the beginning of something much bigger. Today, Bolt Farm Treehouse is a resort filled with unique places to stay—treehouses, domes, and wellness-focused cabins. Guests aren’t just booking a room; they’re booking an experience. With an average nightly rate of $700 and a 93% occupancy rate, their business is thriving. Vacation Rental Marketing Strategy: Why Bolt Farm Skipped Airbnb One key move that helped their business grow was skipping platforms like Airbnb. Instead, they focused on building their own website and booking system. This allowed them to keep more profits and build stronger relationships with guests . This kind of direct booking model is a smart vacation rental marketing strategy . It gives hosts full control and helps build brand loyalty. For Bolt Farm, it meant creating something people search for by name—not just another listing in a long list of rentals. Overcoming Short-Term Rental Challenges with Flexibility Like any business, Bolt Farm had its challenges. They faced legal hurdles, changing regulations, and zoning issues—especially in Charleston County. They had to fight to keep their business running, and in the end, they chose to shift focus to Tennessee. Their story reminds us that short-term rental investments come with risks. But if you stay flexible and keep learning, you can find your way through tough times. Lessons Learned: Zoning, Community, and Local Laws Not every location works for building a rental business . In one project, they ran into local pushback and unexpected rules. It was a hard lesson—but one they’re glad they learned. Now, they always take time to study the community and local laws before moving forward. It’s a lesson they hope other investors remember. Creating Emotional Value in Luxury Treehouse Rentals What makes Bolt Farm stand out is the emotional experience. Guests don’t just stay in a room—they make memories, reconnect with loved ones, and enjoy nature in a way that feels special. This is where the glamping business's success shines. When people feel something during their stay, they tell their friends and come back again. That kind of word-of-mouth is priceless. Personal Branding and Design in a Glamping Business Seth and Tori brought their own strengths into the business. Seth used his background in marketing to build a brand people recognize. Tori used her design skills to make every space feel cozy and unique. Each unit at Bolt Farm has its own personality—something special that sets it apart. In a crowded market, this kind of thoughtful design makes a huge difference. Real Estate Education Through Hands-On Workshops Now that they’ve built something amazing, Seth and Tori are helping others do it too. They host workshops where they teach people how to build their own short-term rental business . These sessions are hands-on and cover everything from design to branding to booking systems. Whether you're dreaming of a few treehouses or a full resort, these workshops offer real advice from people who’ve done it. Success Built on Vision and Heart Seth and Tori didn’t just build a business—they built a brand that people love. From designing cozy treehouses to creating meaningful guest experiences, they’ve turned their dream into a $32 million success story. Their journey shows what’s possible when you combine vision, hard work, and the right strategies. Whether you’re dreaming of your own glamping business success, or just looking for smart ways to invest in real estate , their story is a great place to start. If they can do it with one piece of land, maybe you can too. About Maria Tresvalles Maria Tresvalles is the dynamic Marketing Specialist at DealMachine, where she has been a key player for the past five years. With a strong background in customer relations, Maria started her journey at DealMachine as a Customer Success Coordinator, where she honed her skills in understanding customer needs and driving satisfaction.

Fighting overconsumption: TikTok’s deinfluencing movement and no-spend challenges are a wake-up call for brands | Vogue Business Skip to main content Make better business decisions Sign up to our newsletter for a truly global perspective on the fashion industry Sign Up Enter your email to receive editorial updates, special offers and breaking news alerts from Vogue Business . You can unsubscribe at any time. Please see our privacy policy for more information. Close To become a Vogue Business Member and receive the Sustainability Edit newsletter, click here . In a hyper-consumerist era of social media, flooded with product reviews and shopping haul videos, a backlash to overconsumption is brewing. More consumers are joining pledges such as the “Rule of 5” (where you limit fashion purchases to five items a year), conducting wardrobe inventories, or challenging themselves to buy nothing new in 2024 and shop their closets instead. “TikTok made me buy it” has become a common refrain for users influenced to make purchases from or on the app. Now, the hashtag #deinfluencing has been used more than 26,000 times, full of content creators working to undo some of that impulsive behaviour . “What is good for the planet is also good for our mental health and our well-being. If we buy less, but we buy more mindfully, we are happier. And the planet is going to thank us because we don’t need that much stuff,” says Katia Dayan Vladimirova, senior lecturer at the University of Geneva and founder of the Sustainable Fashion Consumption research network. She and three colleagues launched a year-long experiment for 2024, the Joyful Closet Consumption Challenge, to help participants “rethink consumption patterns” and simultaneously study what challenges people face as part of that work, what motivates them to keep going, and what benefits they see if and when they succeed in reducing their wardrobe size and their acquisition of new clothes. Performance artist Dorian Chavez denounced the “absurdity” of overconsumption at the Biennale des arts vivants de Toulouse in France. Photo: Charly Triballeau/AFP via Getty Images As public concerns around waste and climate change grow louder, the mood is shifting at the highest levels as well. At the World Economic Forum in Davos last week, calls for capitalism to evolve, or risk failing, grew louder. The head of the World Trade Organization, Dr Ngozi Okonjo-Iweala, called on world leaders to “rethink old growth models”. Where does that leave brands, whose sustainability efforts have largely focused on business practices but not transforming the business model itself? For a growing number of academics, economists, advocates, small brands and even sustainability professionals within larger brands, the writing is on the wall: brands need to adapt. Failing to do so could be a threat to their future profitability, which today depends directly on increasing product sales every year. “We’re not going to achieve sustainability with fashion houses constantly needing to increase growth every year. No amount of circularity, no amount of anything is going to work,” says Joseph Merz, chairman of the Merz Institute and senior fellow at the Global Evergreening Alliance, who led a study last year concluding that human behaviour is at the root of the global environmental crisis. A secondhand pop-up swap in Singapore, one in a string of initiatives meant to nudge consumers away from shopping new and to use, or keep in circulation, what’s already in their closets. Photo: Catherine Lai / AFP Consumers taking steps to break shopping addictions could spur action. “We are, by nature, prone to addictive behaviour, and shopping can be an addictive behaviour. Because of our evolutionary history, we are also prone to needing to acquire and control or hoard resources,” says study co-author Phoebe Barnard, CEO of the Stable Planet Alliance and affiliate professor in environmental futures, ecosystem health and conservation science at the University of Washington. “That addictive impulse has been exploited for profit because of this economic system we have created.” Making ‘less, but better’ stick The key to designing for the future, experts say, is to align people’s needs with those of the planet — and to create business models that serve both, rather than work against them. “There are completely different ways that we could be satisfying those needs. That’s what gets me excited, thinking about ‘what are the alternative ways?’” says Merz. Clothing swaps around the world: Boston, Singapore, Germany, Amsterdam. Photo: Ana Fernandez/SOPA Images/LightRocket via Getty Images; Andreas Arnold/picture alliance via Getty Images; Catherine Lai/AFP via Getty Images; Joseph Prezioso/AFP via Getty Images Vladimirova, among others, have already documented that through consuming less, people actually become happier and see boosts in their overall well-being. The Rule of 5 pledge , launched by fashion editor and sustainability advocate Tiffanie Darke in January 2023, has taken on a life of its own in just the last year. “I did it expressly to answer climate issues but was surprised that most of the response was from women sick of their own overconsumption, looking for a reason to stop,” says Darke. Outside of shopping pledges, people can also take advantage of clothing swaps to gain a sense of community and new-to-you clothing options, and repair services , which are also on the rise . Overdyeing clothes can be an option, as can upcycling them into new styles — a practice shared by designers globally, from New York to Ghana’s Kantamanto market . The list is endless, it just requires some creativity, planning and a little intention setting. What a more balanced business model could look like for brands, the researchers behind the Joyful Closet challenge suggest, is that fashion’s profits can be “repartitioned” such that new product sales account for only a fraction of a company’s revenue, as opposed to the majority of it. In her “Post Growth Fashion” Substack post, Vladimirova envisions a future where customers continue to spend money on fashion, but only 40 per cent of their total expenditure (instead of today’s 97.9 per cent) goes towards acquiring new pieces; 30 per cent would go to “fashion experiences” such as rental or digital fashion, and the final 30 per cent would be spent on “maintenance and improvement”, like repairs and upcycling. Also important is how these changes are framed, talked about and modelled. “It’s about the modelling of the behaviour, not what we tell people to do,” says Merz. “We don’t look at the drivers of our behaviours — they’re all around us pushing us in the complete opposite direction of what we’re telling them to do. We’re shining a spotlight on one area and telling people to do this, while we’ve got all of these behavioural influences pushing people in the other direction. I think it’s critical to recognise that.” Moving away from overconsumption, in other words, needs to become the “cool” thing to do, or it needs social proofing, in the words of Rachel Arthur, a sustainability strategist who authored the United Nations’ Sustainable Fashion Communication Playbook . “We need to bring on board more influencers, thought leaders, creators who can help make sustainable lifestyles truly aspirational, as well as inspirational,” she says. “We need the really big names to come forth here and that’s not happened yet.” Will the current de-influencing and anti-overconsumption trend become permanent interests or fade away as the year wears on? Merz is optimistic, despite how entrenched certain interests are in maintaining the status quo. “We would have a much larger challenge on our hands globally if the current system were breeding really satisfied, happy people. It isn’t, it’s breeding unwell people.” And this is where fashion has the potential to lead or risk being left behind. “There’s a creative reimagination that needs to happen. What are the alternative revenue streams brands [can turn to] instead of — not in addition to, as what’s been happening now, but instead of — selling new stuff,” says Vladimirova. “It’s harder to imagine a positive post-growth future than to imagine a dystopian post-apocalyptic future. It’s a crisis of imagination.

Why Coke and Pepsi think dirty soda is a win for restaurants | Restaurant Dive Skip to main content CONTINUE TO SITE ➞ Don't miss tomorrow's restaurant industry news Let Restaurant Dive's free newsletter keep you informed, straight from your inbox. By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy . You can unsubscribe at anytime. Search An article from Why Coke and Pepsi think dirty soda is a win for restaurants Consumer demand for premium, customizable beverages is pushing soda makers to add everything from dried fruit to flavored soft serve ice cream to sodas. Published Aug. 12, 2025 Aneurin Canham-Clyne Reporter post share post print email license Pepsi&#x27;s Drips lineup is part of a broader effort by soda makers to keep abreast of consumer demand for premium, visually engaging drinks. Courtesy of PepsiCo Listen to the article 5 min This audio is auto-generated. Please let us know if you have feedback . Coca-Cola and Pepsi are the humble backbone of many restaurant beverage programs, synonymous in many cases with fast food itself. But as social media sharing drums up more consumer demand for premium drinks, the beverage lineups of major soda makers may be getting a makeover. One clear example of this phenomenon is “dirty sodas,” modified with syrups, creamers and other additives, said Megan Tallman, vice president of Coca-Cola Freestyle and Foodservice Innovation at Coca-Cola. While root beer floats and egg creams have existed since the 19th century, the modern dirty soda category started in the 2010s. The trend kicked off in Utah with restaurant concepts like Swig, which initially served sodas mixed with creamer , according to the Utah Business Journal . The menu category has since expanded to include sodas that have a wider variety of ingredient inclusions. “It's not a fad, it's a trend,” Tallman said. Dirty sodas gain menu prominence Operators see dirty sodas as a way to add limited-time offerings that differentiate restaurants from competitors. Tallman said restaurants that Coke works with have embraced LTOs that tend to drive higher checks. “Consumers who purchase an LTO are spending more. On average, they're spending $3 more per trip,” Tallman said. While this data includes all LTOs, the growth of beverage LTOs has outstripped snacks and other categories, Tallman said. One reason for this, is that beverages are easy to alter and change, allowing for quick innovation. PepsiCo is taking advantage of the trend toward premium sodas with its Drips line, a series of mixed beverages designed specifically for premium beverage consumers, said Scott Finlow, global CMO of foodservice at Pepsi. Drips combines standard Pepsi products with add-ins and new flavors. At the National Restaurant Association Show in Chicago in May, Pepsi showed off several Drips drinks, including the Strawberry Basil Starry, Lipton Mango Horchata and a s’mores drink made with Pepsi Zero Sugar. Pepsi piloted the Drips drinks at a number of colleges and universities in 2024, and the test met with consumer enthusiasm, Finlow said. “They love that the [Drips drinks] utilize our brands, that matters to them. High-interest, high-sharing, high-engagement, high-repeat levels,” Finlow said. “[They’re] willing to pay a premium. We tested these between $5 and $9 and there's never been any pushback on the premiumization.” Pepsi can integrate the Drips brand into restaurant menus, though this requires some degree of training for operators. But the cost of training workers to implement a somewhat more intensive beverage program would be more than offset by increases in traffic and check, Finlow said. Like Pepsi, Coke is looking to serve more non-alcoholic, premium crafted drinks. “Mixology is really important with the Gen Z consumer,” Tallman said. “They want customization, how they want it and when they want it.” The company’s vision for such premium sodas is a drink based on a classic Coke product, like Sprite or Fanta or Coca-Cola, the flavor customizations like syrups, flavors on the rims of cups, inclusions like fruit and dairy additives. Melissa Mackay, senior vice president of marketing and insights at Westrock Coffee, said the dirty soda trend was blurring the line between different beverage categories. Despite the sometimes dramatic visual appearance of dirty sodas, Tallman said, the flavors that typically do well are ones consumers are familiar with. For example, Blue Raspberry, a flavor that’s more than 50 years old , has seen sales grow year over year. Some of that, may be due to its bright color, she said. Mango flavors are also well received, perhaps partially due to its visually appealing appearance. Coke is looking to replicate some of the success of long-established flavors with new syrups to flavor soft serve ice cream based on Barq’s Rootbeer and Fanta. The Fanta syrup produces an orange creamsicle flavor in vanilla soft serve. Coke will test it in Q4 with the root beer syrup and other flavors to follow, Tallman said. Drinks made with soft serve and syrups resemble Sonic’s cream slushes and other QSR premium beverages. The popularity of dirty soda shops like Swig may prompt beverage companies and QSRs to expand their beverage offerings to defend from up-and-coming rivals while simultaneously capturing sales of high-margin menu items. While much of the beverage innovation in recent years has focused on cold coffee and refreshers, rather than dirty sodas, QSR chains are looking to capitalize on the expanded popularity of premium, customizable drinks. McDonald’s is sunsetting CosMc’s, but will test some of its drinks at 500 restaurants in September. Yum Brands has also looked to new beverages as an important category , using KFC’s Saucy concept to test new drinks like lemonades, freezes and refreshers . Taco Bell is making similar moves . As beverage behemoths introduce their own bespoke dirty soda and premium soda suites, restaurant brands may follow their lead. Recommended Reading Beverage trends: The forces shaping the coffee sector in 2025 By Aneurin Canham-Clyne &#8226; July 1, 2025 How Yum Brands predicts the ‘it’ beverage of the future By Aneurin Canham-Clyne &#8226; July 30, 2025 purchase licensing rights Filed Under: Consumer Trends, Menu Development Restaurant Dive news delivered to your inbox Get the free daily newsletter read by industry experts Email: Select user consent: By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy . You can unsubscribe at anytime. Sign up A valid email address is required. Please select at least one newsletter. Editors' picks yaoinlove via Getty Images How 6 restaurant giants are hiking menu prices Brands like Chipotle, McDonald’s and Starbucks&nbsp;are&nbsp;walking a tightrope &mdash; charge enough to protect the bottom line without alienating customers. By Emma Liem Beckett and Julie Littman • Nov. 15, 2022 Permission granted by Starbucks Workers United Starbucks unionization efforts 5 store-level changes driving the Starbucks union The union&rsquo;s proposals often focus on specific changes to systems workers interact with all day, every day, including equipment and mobile ordering. By Aneurin Canham-Clyne • Nov. 10, 2022 Keep up with the story. Subscribe to the Restaurant Dive free daily newsletter Email: Select user consent: By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy . You can unsubscribe at anytime. Sign up A valid email address is required. Please select at least one newsletter. Restaurant Dive news delivered to your inbox get the free daily newsletter read by industry experts Email: Select user consent: By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy . You can unsubscribe at anytime. Sign up A valid email address is required. Please select at least one newsletter. Company Announcements View all | Post a press release Hi Auto Releases Buyer’s Guide to Help QSRs Navigate the AI Drive-Thru Revolution From Jake Shelton October 23, 2025 Customer Service and Food Quality at Quick-Serve Restaurants Continue Decline, Chatmeter Report… From Chatmeter October 29, 2025 YouGov report: Rising costs reshape America’s appetite for dining out From YouGov October 23, 2025 Editors' picks yaoinlove via Getty Images How 6 restaurant giants are hiking menu prices Brands like Chipotle, McDonald’s and Starbucks&nbsp;are&nbsp;walking a tightrope &mdash; charge enough to protect the bottom line without alienating customers. By Emma Liem Beckett and Julie Littman • Nov. 15, 2022 Permission granted by Starbucks Workers United Starbucks unionization efforts 5 store-level changes driving the Starbucks union The union&rsquo;s proposals often focus on specific changes to systems workers interact with all day, every day, including equipment and mobile ordering. By Aneurin Canham-Clyne • Nov. 10, 2022 Latest in Consumer Trends Chipotle faces worrying consumer headwinds By Aneurin Canham-Clyne Starbucks stanches the same-store sales bleeding By Aneurin Canham-Clyne Chili’s dramatic sales growth continues with 13% traffic jump By Aneurin Canham-Clyne Taco Bell brings Live Más Café to Texas By Aneurin Canham-Clyne Industry Dive is an Informa TechTarget business. © 2025 TechTarget, Inc. or its subsidiaries. All rights reserved. | View our other publications | Privacy policy | Terms of use | Take down policy . Cookie Preferences / Do Not Sell This website is owned and operated by Informa TechTarget, part of a global network that informs, influences and connects the world's technology buyers and sellers. All copyright resides with them. Informa PLC's registered office is 5 Howick Place, London SW1P 1WG. Registered in England and Wales. TechTarget, Inc.'s registered office is 275 Grove St. Newton, MA 02466.

How Pink Palm Puff Took Off on YouTube and TikTok With $89 Hoodies - Business Insider Laura Proctor for BI Retail Pink Palm Puff's $89 hoodies are the hot new tween status symbol. Meet the 17-year-old founder. Laura Proctor for BI By Katie Notopoulos Senior Correspondent covering technology and culture You're currently following this author! Want to unfollow? Unsubscribe via the link in your email. Follow New Follow authors and never miss a story! Follow Katie Notopoulos Every time Katie publishes a story, you’ll get an alert straight to your inbox! Enter your email Sign up By clicking “Sign up”, you agree to receive emails from Business Insider. In addition, you accept Insider’s Terms of Service and Privacy Policy . 2025-03-22T09:00:01Z Share Facebook Email X LinkedIn Reddit Bluesky WhatsApp Copy link lighning bolt icon An icon in the shape of a lightning bolt. Impact Link Save Saved Read in app Add us on This story is available exclusively to Business Insider subscribers. Become an Insider and start reading now. Have an account? Log in . It was summertime when Lauren Brown's daughter pleaded with her to buy an $89 hoodie. 'I thought the price tag was a little steep so I told her, maybe for her birthday,' Brown told Business Insider. She kept asking for it, and that fall, for her eighth birthday, Ada got the hoodie of her dreams. The hoodie wasn't any regular sweatshirt, at least not in the eyes of Gen Alpha. It was a Pink Palm Puff — a new obsession of tween and teen girls reminiscent of the Stanley water bottle craze. 'I first saw Pink Palm Puff on YouTube, and I thought they were going to be so comfy, and I loved the designs and colors,' Ada Brown, 8, told BI. 'My friends asked where I got them, and I told them Pink Palm Puff. I also have the pajamas now.' Ada Brown, 8, a fan of the Pink Palm Puff matching sweatsuit. Lauren Brown Lily Balaisis founded Pink Palm Puff in 2023 when she was just 15 years old and living in the suburbs of Toronto. With a keen sense of the teen fashion landscape and some social marketing smarts, she helped it catch fire on YouTube and TikTok, seemingly overnight. 'I feel like there's many components to a good hoodie,' Balaisis told Business Insider. Comfort is key. The design is also important. It's 'either on trend at the moment or has good colorways that match your outfit.' The brand currently sells pastel-hued sweatshirts and matching sweatpants. A line of beachy short pajamas costing $89 per set was added in February and immediately sold out, according to Linas Balaisis, the brand's president and Lily's father. 'I feel like in my generation, pajamas are super popular,' the younger Balaisis said. Pink Palm Puff added a line of beachy short pajamas in February that cost $89 per set. Laura Proctor for BI The brand's official TikTok account has amassed over 545,000 followers and 9.8 million 'likes' (nearly as many as tween leisurewear icon Lululemon) and its YouTube account has 565,000 subscribers. The garments have frequently sold out over the last year, leaving some parents stymied — especially over the holidays. Mr. Balaisis declined to reveal sales numbers but said that they have exceeded expectations. One sign pointing to Pink Palm Puff's growing cultural relevance is the rise of counterfeits. Lookalike hoodies with names like 'pink pom puff' that sell for under $10 have been popping up on Amazon and TikTok Shop. (Amazon is removing some 'dupe' listings after BI asked about them). A handful of sites also feature similar-looking hoodies with misspellings of the brand in the URL. Related stories Business Insider tells the innovative stories you want to know Business Insider tells the innovative stories you want to know Lily's father, who's worked in finance and marketing, said he's proud of his daughter's success. He now manages the business's day-to-day operations full time. 'I told her, just take care of demand, and I'll take care of the rest,' he told BI. How Pink Palm Puff took off The hoodies ship to customers in colorfully printed boxes with dust bags, as if they were luxury purses. Laura Proctor for BI Lily Balaisis got a crash course in social marketing when she launched her first product — a slime concoction — when she was 11. The idea to start a fashion line centered on hoodies seemed like a natural next move. 'If you looked in my closet, there were hundreds of hoodies; I would say I would call myself a hoodie fanatic, honestly,' Balaisis said. 'I just had so many hoodies that was something that I truly loved, something that all my friends truly loved and something that I feel like I could be able to translate well into a business.' The $89 price point for the hoodies has made them somewhat vexing for the millennial and Gen X parents who remember American Apparel prices (parents may also be confused that there are no drawstrings — Balaisis said that her generation is anti-strings in hoodies). The high price reflects the cost of the embroidery of the designs on the back, sleeve, and front, as well as the quality of the plush fabric (the sweatshirts are made overseas), she said. The hoodies ship to customers in colorfully printed boxes with dust bags, as if they were luxury purses. The high-end packaging plays into the overall cost, but it also serves as marketing: an unboxing moment that teens can post online. 'We take pride in a really good unboxing moment, I call it,' Balaisis said. When she launched the brand, Balaisis cultivated a community of other young influencers who she identified as having a 'preppy' aesthetic and gave them free sweatshirts to spread the word. (Some adults over 30 may be surprised to discover that the term 'preppy' means something quite different than when they were teens. For young girls today, preppy means super girly, bright colors, lots of pink, and skirts with ruffles. To translate for millennials: think Regina George, not Blair Waldorf. Expensive pink and pastel sweatshirts fit right into this new version of prep). @preppyannafaye OBSESSED @PINK PALM PUFF 💗🌴⚡️ #fyp #foryou #annafaye #preppyannafaye #annafayeslays #annough #trending #preppy #xyzbca #fypシ #viral #fake #joke #satire #pov ♬ original sound - Anna Faye💌 The sweatshirts have a beachy motif — the most popular one has the phrase 'everything comes in waves.' Although Balaisis lives in Canada, she told Business Insider she is inspired by the coastal aesthetic and loves to visit Florida. Casey Lewis, a youth consumer trend analyst who writes the newsletter After School, saw that Pink Palm Puff hoodies were a hot item when looking at teens' social posts about wishlists. 'It's very much the Stanley tumbler effect,' Lewis told Business Insider about how Pink Palm Puff spread so virally on social media. 'Having these 'it' items signals to others that you're part of a club, and the fact that the brand was founded by a cool teen girl makes it even more of a desirable club.' The $45 Stanley Quencher became a tween status symbol in recent years, boosted by social media and the scarcity of some color varieties. As its popularity soared, sales jumped from $70 million in 2019 to $750 million in 2023, CNBC reported. Scarcity is also an element of Pink Palm Puff's business. A Facebook group dedicated to the brand is mostly full of moms and grandmothers of young girls who are dying for a sweatshirt. A constant topic of discussion is whether someone accidentally ordered from a scam site. One parent said she had inadvertently ordered from 'pinkpalmpuffhoodies.ru' and received a purple sweatshirt that appeared to be of lesser quality — but her daughter was happy with it anyway. What's next for Pink Palm Puff and its founder Lily Balaisis says she plans to add more hoodie colors and a swimsuit line, and is considering opening stores. Laura Proctor for BI Running a business at 17 isn't easy. Balaisis said she recently switched to online school to accommodate her travel schedule and that she plans on going to college. 'I would say the most challenging aspect I feel like would be managing my time,' Balaisis said. 'I feel like I spend so much time on my business where I'll find myself even just pulling all-nighters. I do get tired, but I never get tired of it, if that makes sense.' The things that Balaisis loves most about running Pink Palm Puff are going on brand trips and engaging with a community of preppy girl fans — she's even become close friends with a preppy influencer through this. In the near future, Pink Palm Puff is adding more hoodie colors and a swimsuit line. But Balaisis has big plans for the brand's future — hiring staff, possibly having storefronts, and expanding internationally. 'I feel like it's not something where I want to scale so fast where I don't pay attention to the quality and I don't pay attention to the aesthetic of the product,' Balaisis said. Retail YouTube TikTok More Related stories Business Insider tells the innovative stories you want to know Business Insider tells the innovative stories you want to know Business Insider tells the innovative stories you want to know More from Retail Most popular Business Insider tells the innovative stories you want to know Business Insider tells the innovative stories you want to know Business Insider tells the innovative stories you want to know Business Insider tells the innovative stories you want to know

Indonesian startup founder bootstrapped a company out of her garage Skip Navigation Related Stories Success Co-founder of $1.7 billion startup: What every first-time entrepreneur must do first Work She left her 9 to 5 for fractional work—now, her income has tripled to $220,000 Get Ahead ‘Sustainable ambition’ is the key to success, two-time founder says How I Made It 48-year-old quit Wall Street job to start a business—now it brings in $70M/year Startups Startup founders share how they bounced back from failure Dayu Dara Permata, 36, is the co-founder and CEO of Indonesian property transaction platform Pinhome. Courtesy of Pinhome It&#x27;s no secret that building a successful startup often involves risk, iteration and failure . Dayu Dara Permata knows this well. The 36-year-old is the co-founder and CEO of Indonesian property transaction platform Pinhome . Over the course of about five years, she went from bootstrapping the business out of her own garage to raising over $75 million to date, according to a company representative and data from PitchBook . &quot;Entrepreneurship is really hard. There&#x27;s no instant success ... You just have to be ready to fail,&quot; Permata told CNBC Make It . &quot;If you are trying to avoid failure altogether, [then] you&#x27;re just delaying it.&quot; &quot;Maybe you&#x27;re not trying enough — that&#x27;s why you&#x27;ve not seen failures , but what it does is it&#x27;s really hindering growth,&quot; she added. Humble beginnings Permata, who was born and raised in Indonesia, has always been an overachiever. &quot;I&#x27;m born from a very simple family ... we didn&#x27;t come from money, so I had to really earn everything that I wanted,&quot; she said, adding that her parents were always strict and demanding with her. &quot;I was always expected to deliver, to be number one, to succeed academically,&quot; she said. &quot;I always liked property, because, living with very strict parents — [it was] my house, my rules. So, I thought I wanted to own my own house, so I could have my own rules,&quot; Permata said. She said she was studious, competitive and &quot;always focused on academics&quot; as a kid. By the age of 23, she had already purchased an investment property, the first of several. Upon graduating from university, she went on to pursue an almost decade-long corporate career, eventually landing a senior vice president role at Southeast Asian on-demand services platform Gojek, where she met Pinhome co-founder Ahmed Aljunied. After working at Gojek for about four years, Permata said she felt ready to embark on her own entrepreneurial journey. &quot;I think at the end of my time at Gojek, [the company] was operating in 200 plus cities in all of Indonesia,&quot; she said. &quot;I had worked with my CTO, Ahmed ... [He] was always very entrepreneurial. He had built businesses before, and he [said]: &#x27;Why don&#x27;t we start our own?&#x27;&quot; &#x27;Fail fast, learn fast&#x27; So in early 2019, the two began ideating and building the business out of Permata&#x27;s home garage. Over the course of about nine months, Permata said she invested about $150,000 of her own savings into bootstrapping the company. &quot;My husband was my first employee. We had our first five team members working out of our [garage]. It was really like nine months of bootstrapping,&quot; she said. &quot;I was also working full time at Gojek, and it was still quite long hours that [I was working there], but we managed to squeeze in time [for our startup.]&quot; Informed by her own experiences as a property investor, Permata knew she wanted to address the many pain points in Indonesian real estate. She said the process of buying and maintaining property was very &quot;manual&quot; and &quot;fragmented.&quot; &quot;All the pain of searching for a home, and connecting with agents ... [It&#x27;s a] six to nine month process, all on WhatsApp, and you&#x27;re dealing with complete strangers ... and I thought: &#x27;Why is it so traditional and why hasn&#x27;t technology transformed the sector?&#x27;&quot; Permata and her co-founder felt that the real estate sector in Indonesia was ripe for transformation. Try to fail every day, but learn from it ... I think that will help you with your stamina in the long run, because it isn&#x27;t a sprint, it&#x27;s a marathon. Dayu Dara Permata Co-founder and CEO, Pinhome &quot;We tested different business models ... In the first business model, we were exploring crowdfunding for real estate. The second business model, we were exploring property management. Then the third time, we were exploring ... co-ownership of real estate,&quot; she said. &quot;We went through that iteration almost every two or three months,&quot; she said. After testing a few failed ideas, Permata and Aljunied landed on their fourth idea, which ultimately became what Pinhome is today — an end-to-end property transaction platform that offers brokerage, mortgage and home services. Pinhome was launched in January 2020 and serves more than 3.5 million monthly active users across its website and mobile apps today, according to a company representative. &quot;Fail fast, learn fast. That&#x27;s how you get closer to success,&quot; Permata suggested. &quot;Try to fail every day, but learn from it ... I think that will help you with your stamina in the long run, because it isn&#x27;t a sprint, it&#x27;s a marathon.&quot; &quot;If you are not managing your energy well, then you might quit before you reach success,&quot; she added. Want a new career that&#x27;s higher-paying, more flexible or fulfilling? Take CNBC&#x27;s new online course Make a Powerful Career Change and Land a Job You Love . Expert instructors will teach you strategies to network successfully, revamp your resume and confidently transition into your dream career. VIDEO 7:50 07:50 I left the U.S. for India and built a $23M burrito business Make It

Why toy brands are focused on winning over ‘kidults’ Skip to main content By Jennimai Nguyen July 28, 2025 • 5 min read When Labubu made it big in America this summer, it wasn’t just because it caught on with kids. The fuzzy little demon toys, made by Chinese company Pop Mart, also became the hottest accessory for adults, prominently displayed on designer handbags, showed off on TikTok, and spotted on many a favorite celeb. That cultural pizzazz has helped more than double the company’s revenue, according to the Wall Street Journal. Pop Mart isn’t the first to tap into the American “kidult” audience, and it’s not likely to be the last. Brands like Barbie and Hot Wheels from toy giant Mattel have long catered to an adult audience of toy appreciators and nostalgia-seekers, and other brands are jumping in: In 2023, doll company Bratz introduced an animated series that particularly pleased grown-up fans, while Trixie Mattel’s Trixie Cosmetics debuted a campaign and makeup collection with the Teletubbies in May. The customer that possesses both childlike wonder and grown-up spending power is a key target for many brands, and it’s a market that’s poised to keep going, Juli Lennett, VP and toys industry advisor at research firm Circana, told us. “Ever since the pandemic, the adult market for toys has been the growth area for the toy industry,” Lennett said. “When there are times of stress, which it feels like we’re getting into that even now, consumers do tend to lean into when they were children and lean into toys.” Growth spurt In the first quarter of 2025, toy sales for adults aged 18 or older increased 12% compared to the same time period in 2024, making them the fastest-growing age demographic for the toy industry, according to Circana. But kidults aren’t strictly aged 18+, according to Lennett. Rather, she said, Circana defines the kidult market as anyone 12 and up “who buys toys for themselves or receives toys.” This definition allows it to also examine the behavior of the 12–17 age demographic, which tends to engage with toys differently than both younger children and the 18-and-older crowd. In the case of Labubu, the appeal seems to be cross-generational, albeit for different reasons. While younger kids might attach their little furry guys to school backpacks and rely on their parents to keep track of product drops, older customers are clipping their creepy keyrings to designer bags and keeping tabs on Pop Mart’s website themselves. That adult engagement has allowed a wider swath of brands to get in on the hype: In June, Highsnobbery hosted a Labubu fashion show in New York’s Washington Square Park with prizes including a Coach bag, while Uniqlo announced a line of officially licensed Labubu T-shirts and sweatshirts that will roll out in August. Countless other brands made cheeky social media posts featuring the dolls as they took over the zeitgeist. Get marketing news you&#x27;ll actually want to read Marketing Brew informs marketing pros of the latest on brand strategy, social media, and ad tech via our weekday newsletter, virtual events, marketing conferences, and digital guides. Subscribe Despite their popularity with kids, Pop Mart is not particularly focused on catering to children. “The target audience for our product is the adult collector,” Emily Brough, Pop Mart’s head of licensing, said in an interview with the Wall Street Journal. “We are specifically hitting that Gen Z kidult customer, so they’re more collectible items than anything else, and so they’re definitely not marketed for children.” Labubu isn’t the only toy taking off in the grown-up world. Roberto Stanichi, EVP of Hot Wheels, said that adults have long been a cornerstone of the toy-car brand’s audience due to its commitment to reflecting authentic car culture, but that in recent years, interest from adults has “accelerated dramatically.” The Hot Wheels Collector die-cast collection, which is built specifically for adults, has had sales triple since 2017, according to the company. “I think it has to do a little bit with the moment that we live in, but at the same time, [there’s] this cross-generational nature of Hot Wheels,” Stanichi said. “1968 is when Hot Wheels came out. There are some of the original kids that played with Hot Wheels, not only have they shared that with their kids, but now some of them are starting to have grandkids. So you have three generations, full-cycle generations, of kids that grew up with Hot Wheels.” Whether it’s a doll or a car, adults engaging with toy culture are often looking for a sense of belonging, Lennett said, and greater toy appreciation is creating community for older audiences. “It kind of makes you feel good, and you’re part of a bigger group,” she said. “It’s social media–driven. You feel okay doing it, and you’re going to promote it,” she said. Not now, honey; the kidults are talking For brands that are embracing their adult audience, adult-focused messaging can look a little different than the marketing aimed at getting kids excited. “When you’re talking [to] kids, there’s an element of the fantastical,” Stanichi said. When it comes to adults, “understanding what is moving in terms of cultural trends in car culture and how we can authentically tap into that and play into that is what’s really important.” At Hot Wheels, adult-focused marketing is centered around immersive messaging and experiential, as well as brand partnerships, including collaborations with brands like Formula 1, Ferrari, and car brands in the Japanese domestic market. By connecting with consumers beyond childhood, Stanichi said that the kidult market has allowed customer bases and toy brands to continue growing—together. “It doesn’t matter how old you are,” he said. “You might change the way you interact with the brand, but it never ceases to be a part of your life.” Copy Get marketing news you&#x27;ll actually want to read Marketing Brew informs marketing pros of the latest on brand strategy, social media, and ad tech via our weekday newsletter, virtual events, marketing conferences, and digital guides. Subscribe

Why 818 Tequila is using fashion to tap into Gen Z’s ‘little treat’ craze | Marketing Dive Skip to main content CONTINUE TO SITE ➞ Don't miss tomorrow's marketing industry news Let Marketing Dive's free newsletter keep you informed, straight from your inbox. Daily Dive M-F Mobile Weekly Every Thursday Agencies Weekly Every Monday By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy . You can unsubscribe at anytime. Search An article from Q&amp;A Why 818 Tequila is using fashion to tap into Gen Z’s ‘little treat’ craze CMO Kathleen Braine explains how the Kendall Jenner-founded brand is channeling Labubus and lip gloss keychains to launch its new 818 minis. Published Aug. 18, 2025 Jessica Hammers Editor post share post print email license 818 Tequila&#x27;s new 818 Minis are 50ml bottles of 818 Tequila’s Reposado and Blanco products. Courtesy of 818 Tequila Kendall Jenner’s 818 Tequila on Monday announced a social media campaign and accompanying product launch meant to tap into Gen Z’s fixation on “little treat culture,” or small indulgences, and bridge fashion with functionality. The efforts are tied to the brand’s celebration of what it bills as 818 Day (Aug. 18). “Free the Nip” — a cheeky nod to the “free the nipple” movement — reimagines the classic shooter as not only a minibar staple, but a fashion must-have, a direction inspired by the younger cohort’s allegiance to expressive purchases like Labubu dolls and lip gloss keychains. The campaign serves to introduce the brand’s new 818 Minis, which are 50ml bottles of 818 Tequila’s Reposado and Blanco products, and will include influencer activations and content featuring the product in on-the-go scenarios and unexpected places. 818 Minis will roll out nationwide in September. Additionally, the brand created limited-edition collectible bundles featuring 818 Mini Bag Charms that hold the 818 Minis that will be available on Gopuff starting Sept. 8 at 12 p.m. ET. The minis launch strategy sees the marketer operating in a way typically reserved for brands in categories like beauty, explained Kathleen Braine, CMO at 818 parent Calabasas Beverage Company. “As a spirits brand, you’re not always able to participate in some of the fun trends on social that beauty brands get to do, and this is a fun way of us kind of tongue-in-cheek putting the mini in a space that could normally be filled by a lip gloss or a hair clip,” Braine said. The latest move from 818 Tequila continues the brand’s focus on tapping into culture, which it has done through other recent efforts including its first national sports partnership with NASCAR driver Toni Breidinger. Those efforts have helped the brand defy industry odds — though the tequila category as a whole only grew 2% in volume last year, 818 saw 40% year-over-year volume growth, per data shared by the brand. Braine has served as 818 Tequila’s CMO for two years, but has been with the company for over four years. Marketing Dive recently spoke with the executive to learn more about the brand’s approach to marketing around culture and her thoughts on the increasingly crowded social media landscape. The following interview has been edited for clarity and brevity. Marketing Dive: What insights informed your decision to tap into the “little treat” trend, and how does it align with 818’s brand ethos? KATHLEEN BRAINE: We’ve always been about shared moments between friends and family and magical moments — that’s a big pillar of our brand — and I think this extension into a different size made us think, not only are we about these magical moments, but we’re more than just a traditional spirits brand, we’re actually more like a lifestyle brand in that we speak about things in a lifestyle manner. We’re thinking this is such a cool opportunity to feature our minis in not the traditional way that minis are featured — they’re sort of confined to an airplane drink cart or hotel minibar — and in this campaign, we’re letting them free. That aligns nicely to the little treat culture right now, where you see a lot of people looking for the little joys in life. The minis can be another way of expressing that little joy. “Free the Nip” reimagines the classic “nip” or shooter as not only a minibar item, but a must-have fashion accessory. Why was it important to mix fashion with functionality? We’ve always been a brand that has really cared about our brand identity visually, and our aesthetic, and that’s something that Kendall, our founder, has had as a North Star for us from the very beginning. When we’re saying fashion, we’re actually just saying aesthetic and lifestyle and branding, we’re not a clothing item, but lip gloss isn’t a clothing item either, but these beauty brands are curating an aesthetic that appeals to their consumer and builds brand equity around their brand, that their brand lives in this aesthetic space. It’s the occasions that [our product] can be used in, and the occasions through which we can express our aesthetic are sort of around cocktails and at-home drinking, things like that. But the minis have opened us up to another avenue, there’s a Get Ready With Me moment, there’s bringing it with you to the party, but it’s clipped to your bag. 818 Tequila also recently announced its first national sports partnership with NASCAR driver Toni Breidinger. What are your top considerations when deciding whether or not to market around various cultural touchpoints? We are always looking first at what our consumer is interested in, and what the insight is that ties the moment together. I think the minis are interesting because we were already planning on launching these — if you know anything about the supply chain and product innovation life cycles and alcohol, they’re very long. It’s not like we were able to say, “Labubu is trending, we’re gonna launch these minis” and do it in three months. The insight was already there [that] people want a more convenient and accessible form of their favorite spirit, specifically in the consumer group that we’re working with, which is a lot of Gen Z and millennial consumers who are looking to do things like celebrate a bachelorette party, have a girls night in where they do an aesthetic cheese plate. The mini already had a space in that, and then it just so happened that we’re seeing this cultural trend of little treat culture, bag charms, and we were like, this makes total sense, there’s a way to plus this up even more with this limited-edition bag charm. We've seen major marketers like Unilever adopting social-first , influencer-heavy strategies this year. Does that change the equation for 818 at all? We’ve always been a social-first brand, so it really hasn’t shifted anything for us. I think it’s the bigger ships in the marketing space, the bigger consumer brands, that this is a shift for them. Toni, our NASCAR driver, is one of the first actual sponsorships we’ve ever done — we really don’t do sponsorships. Our marketing is very driven by social, digital, influencer, content creator and our founder. It’s not really a step change when that’s how we’ve operated from the beginning. It’s just gotten more popular for brands to do it because they see how effective it is. What spaces or trends is the brand looking to step into next? We speak both to a Gen Z consumer and a millennial consumer, [the latter] who’s really interested in things like mixology and at-home hosting and entertaining, so a lot of our new stuff coming up will either be focused more on that Gen Z going out occasion, and then also that millennial consumer, who is also a core consumer of 818, who is looking to host at home and make fun cocktails. Recommended Reading Why 818 Tequila tapped a NASCAR driver to accelerate cultural marketing By Chris Kelly &#8226; April 30, 2025 818 Tequila mixes cocktail of sustainability, social media and celebrity By Nicole Ortiz &#8226; July 2, 2024 purchase licensing rights Filed Under: Brand Strategy, Mobile, Creative, Social Media, Influencer Marketing Marketing Dive news delivered to your inbox Get the free daily newsletter read by industry experts Email: Select Newsletter: Daily Dive M-F Select Newsletter: Mobile Weekly Every Thursday Select Newsletter: Agencies Weekly Every Monday Select user consent: By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy . You can unsubscribe at anytime. Sign up A valid email address is required. Please select at least one newsletter. Editors' picks Justin Sullivan via Getty Images Deep Dive What’s next as Google keeps cookies amid challenges to its dominance The decision to not move forward with an opt-out option arose out of an &ldquo;evolution&rdquo; of the industry and regulatory environments, said a Google official. By Chris Kelly • April 23, 2025 Permission granted by Shutterstock for Advertising Week New York Kraft Heinz CMO on being culturally nimble without losing brand equity At Advertising Week, Todd Kaplan said marketers should think of brand building like pointillism and not rush to jump on every viral opportunity. By Peter Adams • Oct. 7, 2025 Keep up with the story. Subscribe to the Marketing Dive free daily newsletter Email: Select Newsletter: Daily Dive M-F Select Newsletter: Mobile Weekly Every Thursday Select Newsletter: Agencies Weekly Every Monday Select user consent: By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy . You can unsubscribe at anytime. Sign up A valid email address is required. Please select at least one newsletter. Marketing Dive news delivered to your inbox Get the free daily newsletter read by industry experts Email: Select Newsletter: Daily Dive M-F Select Newsletter: Mobile Weekly Every Thursday Select Newsletter: Agencies Weekly Every Monday Select user consent: By signing up to receive our newsletter, you agree to our Terms of Use and Privacy Policy . You can unsubscribe at anytime. Sign up A valid email address is required. Company Announcements View all | Post a press release Chilling New Film From Domestic Abuse Charity Tops List Of The Most Terrifying Ads Of Hallowee… From DAIVID October 31, 2025 Prodigy Unveils “Max”: The AI-Powered Budget Strategist Revolutionizing Marketing Spend Manage… From Prodigy October 22, 2025 Exclusive Skai Data Reveals 21% Retail Media Growth as AI Reshapes Product Discovery From Skai October 28, 2025 Optimax Eyewear Group Launches FORK, Bringing Club Culture to Fashion Sunglasses with a New Li… From Optimax Eyewear Group October 29, 2025 Editors' picks Justin Sullivan via Getty Images Deep Dive What’s next as Google keeps cookies amid challenges to its dominance The decision to not move forward with an opt-out option arose out of an &ldquo;evolution&rdquo; of the industry and regulatory environments, said a Google official. By Chris Kelly • April 23, 2025 Permission granted by Shutterstock for Advertising Week New York Kraft Heinz CMO on being culturally nimble without losing brand equity At Advertising Week, Todd Kaplan said marketers should think of brand building like pointillism and not rush to jump on every viral opportunity. By Peter Adams • Oct. 7, 2025 Latest in Brand Strategy Campaign Trail: Hatch turns doomscrolling into horror film trailer By Chris Kelly Dole promotes healthy eating in Minecraft for global campaign By Aaron Baar Target brings back ‘Hot Santa,’ adds new characters to holiday push By Jessica Hammers Chili’s dramatic sales growth continues with 13% traffic jump By Aneurin Canham-Clyne Industry Dive is an Informa TechTarget business. &copy; 2025 TechTarget, Inc. or its subsidiaries. All rights reserved. | View our other publications | Privacy policy | Terms of use | Take down policy . Cookie Preferences / Do Not Sell

Hair Syrup Review: Is The TikTok Hyped Brand Worth It? | Marie Claire UK Don't miss these Your next read: (Image credit: Rebecca Fearn) By Rebecca Fearn published 29 June 2025 in Features When it comes to TikTok beauty brands, they're increasingly becoming a dime a dozen. However, some really do take off and grow, earning rave reviews and record sales. Case in point: Hair Syrup, the brand which featured on Dragons' Den and has a legion of fans. But should you invest in the brand? Here's what you need to know, from a beauty editor who's not easily impressed. The Hair Syrup story Founder Lucie Macleod has been vocal about her journey with Hair Syrup. Started in her family home when she was at university, Macleod created a number of oils for hair health after struggling to find anything to fix her own heat and bleach-damaged hair. After initially selling on Etsy, Hair Syrup grew and grew, largely with the help of its viral social media status. @hairsyrup &#9836; original sound - Sarah Cothran Despite experiencing several setbacks&mdash;including rejection from the 'Dragons' on Dragons' Den&mdash;the success of the brand has catapulted, and its reputation as one of TikTok's biggest success stories often precedes it. The brand tells me Hair Syrup is now a top-three 'small and medium haircare' business on TikTok, with over 325k products sold on the platform alone, and has even experienced 700% sales growth on certain products via TikTok Shop in the last few years. What's more, the brand's profile went from 300k TikTok followers at the start of 2025 to over 400k in just six months. @oliviagouldd &#9836; original sound - Olivia&#128155;&#10024;&#127855; With a predicted sales turnover of &pound;6.5m in 2026, brand reps tell me global domination is next, with expansion plans for the US and Australia in the works. What are Hair Syrup oils like to use? With all this said, it's obvious Hair Syrup has garnered plenty of attention, both on social media and in the press. But how exactly do the products work, and are they really as good as everyone says? Hair Syrup was born from the idea that pre-wash hair oils were key to hair and scalp health. It's worth mentioning that hair oiling is, of course, a 5000-year-old tradition with Ayurvedic roots, meaning that while it's gaining attention from brands like Hair Syrup, it has been around for thousands of years and is not new. Hair Syrup Rapunzel Pre-Wash Oil Hair Syrup Grows-Mary Pre-Wash Oil Hair Syrup Vitamin C Me Pre-Wash Oil The brand first launched with its pre-wash products, which are still its most popular today. These oils combine all-natural fruit, nut and plant oils such as sweet almond, orange and macadamia, and are designed to be massaged into the scalp and smoothed into hair when it's dry, before shampooing out, one to four hours later. There are different formulations, from the now-viral 'Rapunzel,' designed to help you achieve your longest, fullest hair dreams and 'Vitamin C Me,' which is made for damaged hair to soften, protect and nourish. All oils promise to leave hair shinier, glossier and more hydrated. The brand has since expanded into leave-in oils, 'buttercreams,' and hair accessories. Marie Claire Newsletter Celebrity news, beauty, fashion advice, and fascinating features, delivered straight to your inbox! Contact me with news and offers from other Future brands Receive email from us on behalf of our trusted partners or sponsors Fans on social media and in online reviews have claimed in their thousands that Hair Syrup has been responsible for saving their damaged hair, helping it grow longer, and with increased fullness. The pre-wash oils have garnered such a cult following that I couldn't help but buy into the hype. However, because of my job as a beauty editor, I am sceptical. So, what did I think when I put these viral oils to the test? Are they worthy of the increasing attention? Let's find out... (Image credit: Rebecca Fearn) It's hard for me to comment on claims fans have made in terms of long-term health and growth as a new-time user of Hair Syrup. What I can say is that with continued use, I do believe these could contribute towards healthier strands on the whole. I am sceptical that any topical, non-medicated hair product can make hair grow faster ; however, healthier hair indeed equals less breakage, and less breakage means stronger growth. I also think anything that encourages you to use nourishing ingredients on hair and focus on scalp health can only be beneficial to your routine, particularly for less than &pound;20. I did get a sense of instant gratification: my hair looked shinier and softer each time I used any of the oils, and the scents linger, which I found impressive. I would warn anyone with bleached blonde hair to approach the 'Rapunzel' formula with caution, though; the brand has a disclaimer on their website about this, and I did notice my hair colour was a little less vibrant after using it, but not hugely so. Hair Syrup recommends doing a strand test first. You can buy Hair Syrup direct from their website, as well as on retailers such as Boots and Beauty Bay . Rebecca Fearn Freelance Beauty Journalist and Contributor Rebecca is a freelance beauty journalist and contributor to Marie Claire. She has written for titles including Refinery29, The Independent, Grazia, Coveteur, Dazed, Stylist, and Glamour. She is also a brand consultant and has worked with the likes of The Inkey List on campaign messaging and branded copy. She&rsquo;s obsessed with skincare, nail art and fragrance, and outside of beauty, Rebecca likes to travel, watch true crime docs, pet sausage dogs and drink coffee. Rebecca is also passionate about American politics and mental health awareness.

--> Casper Marketing Strategy Close Creative Studio Who We Are What We Do Case Studies Courses Podcast Book Pricing Contact Us Today Facebook Twitter LinkedIn Instagram kevin@voymedia.com Casper Marketing Strategy Author Kevin Urrutia Category Marketing Posted September 26, 2025 Table Of Contents CONTENTS 1 Casper Marketing: How a Mattress Retailer Went from Zero to $750 Million in 4 Years (Case Study) 2 Casper Marketing Breakdown: How Casper Took The Mattress Industry By Storm And Reached a $1.1 Billion Valuation 3 Casper’s Innovative Content Marketing Strategy 4 The Casper Email Marketing Teardown 5 A New Model for Bed-in-a-Box: Ruination to Reinvention 5.1 Part 1: Positioning 5.2 Part 2: Content Marketing 5.3 Part 3: Link Building 5.4 Part 4: Paid Acquisition 5.5 Part 5: Email Marketing 5.6 Growth Marketing 5.7 Data Intelligence 5.8 Creative 5.8.1 Strategy #1: Reinvent The Buying Experience 5.8.2 Strategy #2: Create an Unbeatable Guarantee 5.8.3 Strategy #3: Answer Your Target Market’s Questions (To-Fu) 5.8.4 Strategy #4: Create a Go-To Comparison Resource (MoFu) 5.8.5 Strategy #5: Showcase All Reviews in One Place (BoFu) 5.8.6 Strategy #6: Build White-Hat Education Links with “The CSD Method” 5.8.7 Strategy #7: Publish Original Research (and Become a Go-To Expert in Your Marketplace) 5.8.8 Strategy #8: Use “The Best-of Backlink Builder” (with a Twist) 5.8.9 Strategy #9: Translate Your Ads to Capture New Markets 5.8.10 Strategy #10: Try This Little-Known Trick to Monopolize Your Search Ads 5.8.11 Strategy #11: Combine Advertising and Remarketing to Get More Leads for Your Online Store 5.8.12 Strategy #12: Use This 2-Step Cart Abandonment Process to Recover Lost Sales 5.8.13 Strategy #13: Turn Customers into Salespeople with This Replicable Referral Engine 5.8.14 Strategy #14: Get Better Customer Reviews with This Simple, Yet Powerful Copy Hack 5.8.14.1 1. Nail your content marketing 5.8.14.2 2. Use social proof to build trust 5.8.14.3 3. Provide an unbeatable guarantee 5.8.14.4 4. Use referral marketing 5.8.14.5 5. Provide a great purchase experience 5.8.14.6 6. Grow your sales with email marketing [...continues with more strategies and details about Casper's marketing methodologies and successes...]

How Warby Parker grew from eyeglasses upstart to sustainable business Skip Navigation Related Stories Startups 38-year-old&#x27;s startup, backed by Bill Gates, has raised $33M to reinvent butter How I Made It 18-year-old CEO learned to code at 7—now, he has a $1.4 million-a-month AI app Success Co-founder of $1.7 billion startup: What every first-time entrepreneur must do first Power Players Richard Branson: The most important skill you need to build a successful business Level Up 39-year-old founder and mom of 2 on the parenting lessons she lives by If Dave Gilboa kept better track of his glasses, Warby Parker might not exist. In 2008, Gilboa lost a $700 pair of Prada eyeglasses on a backpacking trip just before starting an MBA program at the Wharton School of the University of Pennsylvania. There, he met classmates — Neil Blumenthal, Andy Hunt and Jeff Raider — who understood his frustration. Within months, the classmates were working on a solution that would eventually disrupt the nearly $150 billion global eyewear industry. They co-founded Warby Parker, a pioneering direct-to-consumer brand that&#x27;s sold millions of pairs of glasses, both online and in 269 brick-and-mortar stores across the U.S. and Canada. Warby Parker brought in nearly $670 million in revenue last year. It currently boasts a market value of $1.79 billion, with Gilboa, 43, and Blumenthal, 44, serving as co-CEOs. For most direct-to-consumer brands , the last, elusive piece of the puzzle is profitability , often due to razor-thin margins. Warby Parker is on the precipice: It&#x27;s making more money from brick-and-mortar stores than online, with in-store eye exams providing additional revenue, so it plans to steadily open more locations. The simple strategy should push the company to a place of profitability and stability that has eluded so many of its compatriots, industry analysts say — probably as soon as next year. &quot;The need for glasses and contacts continues to grow and grow and grow,&quot; Blumenthal tells CNBC Make It. &quot;And we&#x27;re putting Warby Parker in a position to take advantage of that growth, to serve that very large growing need.&quot; Launching &#x27;the Netflix of eyewear&#x27; Warby Parker launched in February 2010, when the four co-founders were still full-time students. They tapped into their savings — $30,000 from each, for a total of $120,000 — and Blumenthal used connections with eyewear manufacturers from his previous job at VisionSpring to create the company&#x27;s first inventory. &quot;We did pour our life savings in to get the business off the ground,&quot; says Gilboa. Bootstrapping the business meant running it out of Blumenthal&#x27;s apartment instead of an office, and not taking any salaries. They hired a fashion publicist to raise awareness. Vogue and GQ wrote about its launch, with GQ referring to it as &quot;the Netflix of eyewear.&quot; The articles published just as Warby Parker&#x27;s website went online, and the business was quickly overrun with orders. The fledgling company hit its first-year sales targets within three weeks . Warby Parker co-founders and co-CEOs Dave Gilboa and Neil Blumenthal. Source: CNBC Make It Customers kept asking to visit Warby Parker&#x27;s offices to try on glasses in-person. So, after graduating and establishing headquarters in New York, the co-founders converted some of their office space into a showroom. &quot;Suddenly, we were on track to do $3 million of [annual] sales out of our office,&quot; says Blumenthal, calling it a &quot;light bulb moment.&quot; Warby Parker opened its first brick-and-mortar store in Manhattan&#x27;s SoHo neighborhood in 2013. Last year, retail stores accounted for more than two-thirds of Warby Parker&#x27;s revenue, over $440 million. The co-CEOs hope to eventually operate more than 900 locations . &quot;This year, we&#x27;ll open 40 stores, and we can plan to continue on that cadence for years to come,&quot; Blumenthal says. Profitability in sight Warby Parker&#x27;s revenue has consistently grown each year, yet the 14-year-old company remains unprofitable. Blumenthal and Gilboa point to an adjusted EBITDA figure — in Warby Parker&#x27;s case , &quot;adjusted EBITDA&quot; means excluding a series of non-recurring costs, charitable donations and tax-related expenses from the company&#x27;s bottom line — of $52.4 million last year as proof of financial viability. That&#x27;s actually a fair assessment, says Anthony Chukumba, managing director and analyst at Loop Capital, an investment bank and advisory firm. &quot;The company has no debt whatsoever, and generates free cash flow so they can fund continued growth,&quot; he says, adding: &quot;Warby Parker will be solidly profitable, from a net income perspective, by next year.&quot; Blumenthal and Gilboa tout plans to make Warby Parker a &quot;holistic vision-care company&quot; by turning stores into a &quot;one-stop shop&quot; for customers&#x27; eye care needs, says Blumenthal. On a recent earnings call , Blumenthal noted that adding eye exams to retail stores helped increase Warby Parker&#x27;s average revenue per customer by more than 9% last year. Today, Warby Parker operates 269 stores and plans to open hundreds more. Source: CNBC Make It Active customers are up, too: The company had more than 2.3 million of them in 2023, a rise of 30% since 2019 , according to a Make It analysis of SEC filings. But in comparison to the industry&#x27;s giants, Warby Parker remains small. EssilorLuxottica, the Italian-French eyewear company behind Ray-Bans and Oakley, brought in more than $28 billion in sales last year. Blumenthal insists there&#x27;s plenty of space for growth within that massive global eyewear market, which is why he doesn&#x27;t hesitate to name the company&#x27;s next ambitious goal. &quot;We want Warby Parker to be one of the most beloved brands in the world,&quot; he says. Want to master your money this fall? Sign up for CNBC&#x27;s new online course . We&#x27;ll teach you practical strategies to hack your budget, reduce your debt, and grow your wealth. Start today to feel more confident and successful. Use code EARLYBIRD for an introductory discount of 30% off, now extended through September 30, 2024, for the back-to-school season. Plus, sign up for CNBC Make It&#x27;s newsletter to get tips and tricks for success at work, with money and in life. VIDEO 9:03 09:03 I bought a failing snack company for $250K—now it brings in $103M a year How I Made It

From Hostel Beds to Million-Dollar Sales: SplayTray Welcome Explore Luxury Living and Travel Tips Explore Luxury Living and Travel Tips Explore Luxury Living and Travel Tips Explore Luxury Living and Travel Tips Discover the best in luxury lifestyle and travel tips. Join Our Community Featured Destinations Discover LUXE Lifestyle and Travel Our Vision Our Approach Our Approach Our vision at LUXE Lifestyle and Travel is to be the go-to resource for anyone looking to improve their health and wellbeing. We want to make it easy and accessible for everyone to live a healthy and fulfilling life. Our Approach Our Approach Our Approach At LUXE Lifestyle and Travel, we take a holistic approach to health and wellness. We believe that physical, mental, and emotional health are all interconnected, and we offer resources and products that address all aspects of wellbeing. Our Partners Our Approach Our Partners We partner with companies and organizations that share our values and commitment to health and wellness. These partnerships allow us to offer our customers a wide range of high-quality products and services. Join the LUXE Community Email Sign up Contact Us LUXE Lifestyle and Travel Info@LUXElifestyleandTravel.com 702-530-2692 Hours Open today 09:00 am – 05:00 pm Copyright © 2025 LUXE Lifestyle and Travel - All Rights Reserved. Powered by HOTELS SHOPPING This website uses cookies. We use cookies to analyze website traffic and optimize your website experience. By accepting our use of cookies, your data will be aggregated with all other user data. Accept

How menswear label Lafaurie is carving out space in Paris | Vogue Business Skip to main content Make better business decisions Sign up to our newsletter for a truly global perspective on the fashion industry Sign Up Enter your email to receive editorial updates, special offers and breaking news alerts from Vogue Business . You can unsubscribe at any time. Please see our privacy policy for more information. Close When you think of Parisian menswear, it may evoke thoughts of high luxury houses, elevated suiting and the finest accessories, with a price tag to match. But away from the high luxury market — which continues to meet challenges as shoppers pull back spending — there’s a contemporary Paris menswear label quietly bucking industry trends. Enter Lafaurie, an artsy direct-to-consumer (DTC) menswear business run by brothers Théo (31) and Pablo (24) Lafaurie, which opened its 14th store in France last week, on rue Vieille du Temple in the Marais. The store, which is the first time the duo have curated a gallery-style space, marks a new chapter for the label, as it continues to scale at home and abroad. With contemporary pricing (from €100 for a cotton shirt to €650 for a lamb leather jacket), Lafaurie is finding its niche as a premium, more accessible menswear player. And it appears to be one of the winners as menswear consumers move away from luxury spending and seek high-quality, more reasonably priced clothes, alongside contemporary European labels like Ami Paris , Our Legacy or Mfpen . Between the Zaras and H&amp;Ms on Paris high streets like the Champs-Élysées and the high luxury boutiques on rue Saint Honoré or Avenue Montaigne, there were very few contemporary or independent boutiques serving the premium customer, says Pablo. “When we took over [from their father Pierre after he died in 2018], the market in Paris was completely bipolar between luxury and fast fashion. We wanted to be somewhere in the middle, in what we call ‘smart luxury’.” Founded by Pierre in 1991, Lafaurie was originally a series of small, curated multi-brand stores in Paris, featuring a small collection of Lafaurie pieces alongside other Parisian brands. “When we took it on, it was not really a brand. It was more commercial,” says Théo, speaking on Zoom from the brand’s HQ in the affluent, artistic Saint Germain neighbourhood. “But when our father passed away, we decided to convert it into its own thing.” This meant focusing on its own brand, developing a new creative language rooted in the art community, with elevated photography, artist collaborations and gallery-style stores; launching e-commerce to take aim at an international consumer and investing in technology on the back end to accelerate expansion. Pablo and Théo Lafaurie lean on the the loyal European and North African supplier network established by their father to produce high-quality garments at lower cost. Photo: Fred Lahache When it came to infrastructure, Lafaurie had a strong foundation. In its 30 years in business, their father had opened seven stores across Paris. And to produce clothing, Pierre had established a loyal network of artisans, including an Italian knitwear supplier, a Portuguese jersey supplier, and other factories across Estonia, Romania and Morocco. “It was like a shortcut, having this [infrastructure],” says Théo. “From there, we could build the brand that we really wanted.” The key is the positioning. “Working directly with suppliers, we could have a really good price, style, quality ratio,” Pablo adds. While the range is broad, the majority of garments, including the brand’s hero item, the cotton painter’s jacket, come in at under €300. Their father had built a solid supply chain, and sales grew from 2010 to 2014. However, in 2018, Théo and Pablo inherited a brand meeting some serious headwinds, with fierce competition from online DTC brands and new-age contemporary menswear and streetwear labels. Under the brothers’ leadership, Lafaurie returned to growth from 2018 to 2020, with annual revenues nearing €4 million just before the onset of the pandemic in 2020. Like many, the business was impacted during Covid, but it has since rebounded, with 2024 revenues at around €8 million, up 20 per cent year-on-year. The business is projected to grow by a further 25 per cent in 2025. While luxury brands and groups continue to face losses and consumers broadly pull back spending, it’s an impressive trajectory. Alternative suiting, with a creative twist Théo and Pablo design all Lafaurie pieces in their grandmother&#x27;s old lampshade atelier in Saint Germain. These roots inform Lafaurie’s Rive Gauche, artsy style, focused on everyday clothing with a “creative twist” in terms of fabric or colour, Théo says. For example, this summer, they created their signature painter&#x27;s jacket, but with a different denim wash on each side and different, mismatched buttons. Other twists might include a subtle pattern applied on a classic shirt. “We develop our own patterns and prints that we draw in our studio. So it can be these small things that make the difference,” Théo adds. This approach chimes with general trends across menswear, as consumers continue to move away from the logo-heavy, loud luxury of the pre-pandemic streetwear boom, and men’s consumers focus more on design, quality, fabrication and fit than ever before , with small design signatures to give a sense of “if you know, you know”. “We are really influenced by how artists are dressed. The idea is we do something called alternative suiting. It’s not formal suiting. It’s unstructured jackets with matching trousers: a uniform that you can wear at an evening event or in your atelier or studio. We love this duality,” Théo says. Creative clients make up the bulk of Lafaurie’s consumer base, including editors, artists, gallerists, authors and filmmakers. Lafaurie stores feature 20 per cent carryovers and 80 per cent newness, to keep driving customers to come back and explore new colours, patterns or “creative twists” on their favourite styles. Photo: Jules Focone When it comes to menswear trends, the Lafaurie duo explain that their consumer base is increasingly seeking more casual designs and laid-back silhouettes. But they’re also experimenting with colour and patterns more than ever before. “That’s why in our shops, we have 20 per cent timeless pieces and 80 per cent newness every year,” says Théo. “Consumers keep coming back to us for the same silhouette in different colours.” The US: Great risk and great reward After investing in international expansion via digital, e-commerce now represents 25 per cent of the business. And over half of this revenue comes from the US, representing a huge growth opportunity, but also a major risk for the brand, considering the potential US import tariffs proposed by President Trump. Lafaurie’s US revenues grew 50 per cent in 2024. So, like many European labels with strong American user bases, they’re holding their breath for the tariffs decision deadline on 5 May. But they’re still confident in the growth potential of the US business. “Nothing is done for yet. [We’re waiting] the 90 days [until a decision is reached]. But we are confident. We really have a dedicated and loyal US customer base,” says Pablo. “Obviously, if we need to adapt the logistics structure, if we need to adapt from an operational perspective, we’ll do what we need to do. But we will continue to invest in the US market, because the US market is growing so well for us. We’ll make the choice when the final decisions are made by the US administration.” That said, they’re also eyeing new markets, in the context of the socio-political climate, to try and find new avenues for growth should US tariffs end up being high and affecting profits. “We’re starting to look at Asia, to balance our international business a little,” Théo explains. The plan is to hold a New York pop-up next year, to test out physical retail in the US, but Lafaurie will also solidify an undisclosed retail partnership in Asia-Pacific department stores. “We’ll open more shops and be present in more department stores,” says Théo. “But without going everywhere all at once,” Théo adds. The benefits of merging retail with art Lafaurie’s 14-strong store network includes six stores in Paris and seven in French cities including Toulouse, Bordeaux, Montpellier and Lille. But the brand plans to scale its bricks-and-mortar retail footprint further in the coming years, the brothers explain. The new store in the Marais is the first time they feel the store design is “totally aligned with where they want to take the brand”. Designed with their friend, architect Corto Boutan of Corto Architects, the Vieille du Temple outpost is a nod to the brand’s 90s roots with minimalist design. The store will sell vintage art books on Picasso, Calder, Kandinsky, or issues of the vintage magazine Egoïste . And on the walls, every six months, the brothers will feature an artist that they love. For the opening, it’s a painting from French artists Jacques Soisson, which people can buy. “There are also objects that represent our history, with small pictures of our family; business cards from our grandmother’s [lampshade] business,” says Théo. “We wanted to have kind of like an art gallery, and at the same time to develop all our products and our collections. So this is really like the first shop, let’s say that is at the same time classic, timeless, but at the same time creative and arty, which reflects our design philosophy. We want to implement that in all our shops.” Elsewhere, the brand has acquired a new space in Paris for brand events, exhibitions and photo shoots, to help forge stronger connections to the Paris art scene, Théo adds. “It’s a hybrid space, an ecosystem for the creative industries, which allows us to speak through Lafaurie and connect with people.” The new Marais store on rue Vielle du Temple will contain vintage magazines and art books that the Lafaurie brothers have hand-selected, to reflect the artistic roots of the brand. Photo: Léon Prost Under the surface of their curated, artsy stores and contemporary designs, the duo are also investing heavily in technology to bolster the business and streamline processes for their 50-strong team. “When everything is unpredictable, we need to rely on the best tech,” says Pablo. This means building a brand operating system powered by proprietary AI, to automate everything that is possible, from administrative tasks like filling in Google Sheets for suppliers. To continue their growth trajectory, it’s about balancing the creative and the commercial, Pablo adds. “Lafaurie is a creative brand, but also a brand with a smart, industrial approach, and this is what we try to implement. There aren’t many brands in France doing that.” Comments, questions or feedback? Email us at feedback@voguebusiness.com . Correction: The architect of Corto architects is Corto Boutan. A previous version of this story used the wrong name. (28/04) More on this topic: What to expect from Jonathan Anderson’s Dior Men From XXL bags to neckties: Accessories and footwear trends from AW25 menswear LVMH Luxury Ventures acquires minority stake in Our Legacy: Why it matters latest menswear direct-to-consumer Make better business decisions Sign up to our newsletter for a truly global perspective on the fashion industry Sign Up Enter your email to receive editorial updates, special offers and breaking news alerts from Vogue Business . You can unsubscribe at any time. Please see our privacy policy for more information. Close Sustainability Could this insider footwear designer make sustainable shoes cool? Fashion Is the reign of the fashion sneaker over? Fashion Paige DeSorbo’s next act: Building a loungewear brand that lasts Fashion America in Paris: Why Europe is leaning into sportswear

Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital - The Economic Times Business News Tech Funding Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital By Ajay Rag , ETtech Last Updated: Aug 12, 2025, 06:00:00 AM IST Follow us Share Font Size Abc Small Abc Medium Abc Large Save Print Comment Synopsis Bain Capital Ventures participated in the funding round that valued the company at $45 million (around Rs 394 crore) post the round. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto charges customers based on tasks completed. ETtech Anjali Sardana, founder and CEO, Pronto Home services startup Pronto has raised $11 million (around Rs 96 crore) in funding co-led by General Catalyst and Glade Brook Capital , with participation from Bain Capital Ventures, amid rising investor interest in on-demand home services. Pronto was valued at $45 million (around Rs 394 crore) post the latest round. Originally domiciled in Delaware, US, the startup has flipped back to India, founder and CEO Anjali Sardana told ET. Founded in April 2025 by Sardana, Pronto connects households in Gurugram with trained professionals for tasks such as cleaning, laundry, utensil washing, and basic meal preparation. The company operates on a shift-based model, enabling 10-minute fulfilment while offering workers guaranteed shifts and higher earnings, a move aimed at formalising a sector long dominated by informal networks. Over the next 12-18 months, Pronto plans to expand into Mumbai, Bengaluru, and other metros, setting up micro-hubs in residential clusters to ensure rapid service. "After we signed the term sheet for this round, we decided that this was the best time to flip back to India and make it an India-domiciled company. The reason being that as soon as we sign the documents for this round, then in order to flip the company from the US to India, we would have to pay, essentially, capital gains as you exit the US," said Sardana. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto said it charges customers based on tasks completed. Sardana said the platform’s average order value ranges between Rs 200 and Rs 300. She added that the model addresses long-standing challenges of unpredictable availability and lack of trust for households while tackling irregular incomes for workers. Each professional undergoes training and verification and is equipped for instant task fulfilment. However, Sardana acknowledged that such rapid expansion comes with increased costs. “A lot of times, when you want to expand, you oversupply first. That obviously costs money, and marketing costs money,” she said. Also, demand generation will be critical for the long-term sustainability of such a model. Given the high-frequency, low-ticket nature of the service, platforms need to ensure consistent utilisation of their workforce to balance supply and demand and control operational costs. The quick home services space is heating up. In May, Mumbai-based Snabbit raised $19 million in a round led by Lightspeed, with plans to expand into new markets. Add as a Reliable and Trusted News Source Add Now! Read more news on Home services startup Pronto funding General Catalyst Glade Brook Capital Pronto snabbit Gig economy workers (Catch all the Budget 2024 News , Events and Latest News Updates on The Economic Times .) ...more Add Comment Elevate your knowledge and leadership skills at a cost cheaper than your daily tea. Accenture job cuts flash a warning for Indian IT employees Can Star Air’s Ghodawat win where Mallya, Wadia failed? In Trump vs. economists, why economists are losing PVR Inox’s second act: Can a Bata-like pricing save it from OTTs? INR10 lakh crore value unlocked. Who made the most of startup IPOs? Don’t buy &amp; forget; buy, review &amp; hold for returns: 9 large-cap stocks with an upside potential of more than 29% When investing for the long term, parentage matters: 6 stocks that fit the bill, 5 with an upside potential of more than 34% Macro the Mightiest: ET Prime Special Series - Part 2 (B): Inflation… understand it because it means a lot to the stock market Subscribe Now

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

N/A

N/A

N/A

N/A

N/A

<p><strong>Introduction:</strong> Hair Syrup, founded by Lucie Macleod while at university, transformed a small Etsy startup into one of TikTok’s most talked-about haircare brands. Rejected on Dragons’ Den, the company instead rode social media virality to rapid commercial growth and is positioning itself for international expansion.</p> <p><strong>Founding and growth:</strong> Macleod developed pre-wash oils to treat heat- and bleach-damaged hair and initially sold products via Etsy. TikTok exposure fuelled a surge in demand: the brand reports over <strong>325,000 products sold on the platform</strong> and follower growth from roughly 300,000 to over 400,000 in six months. Certain items saw as much as <strong>700% sales growth</strong> on TikTok Shop, and the company projects a turnover of about <strong>£6.5m in 2026</strong>, with plans to enter the US and Australian markets.</p> <p><strong>Products and ingredients:</strong> Hair Syrup’s core range comprises pre-wash oils (best-sellers include Rapunzel, Grows‑Mary and Vitamin C Me) formulated from natural oils such as sweet almond, orange and macadamia. Intended as a scalp and strand treatment applied one to four hours before shampooing, the range has expanded into leave-in oils, cream treatments and accessories.</p> <p><strong>Context and tradition:</strong> The brand’s positioning taps into an ancient practice — hair oiling with Ayurvedic roots — reframed for modern audiences. Its success exemplifies how social platforms can amplify niche, heritage-inspired rituals into mainstream trends.</p> <p><strong>Editorial assessment:</strong> A Marie Claire tester noted immediate improvements in shine and softness and praised lingering scents, while cautioning that the Rapunzel formula may slightly affect vibrancy in bleached blonde hair. The reviewer remained sceptical that topical oils accelerate biological hair growth, but acknowledged reduced breakage and improved hair health with sustained use.</p> <p><strong>Availability and outlook:</strong> Hair Syrup sells direct-to-consumer and through retailers such as Boots and Beauty Bay. Backed by strong social proof and rapid online traction, the brand faces the challenge of scaling inventory, maintaining quality and translating viral momentum into lasting international retail success.</p>

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

<p><strong>Introduction:</strong> In 2010 four Wharton classmates—Dave Gilboa, Neil Blumenthal, Andy Hunt and Jeff Raider—pooled $120,000 (about $30,000 each) to launch Warby Parker, a direct-to-consumer eyewear brand that has since grown into a roughly $1.8 billion company. The brand disrupted a sizeable global eyewear market by combining affordable, design-forward frames with an omnichannel retail strategy.</p> <p><strong>Founding and early traction:</strong> The company began as a simple answer to overpriced designer glasses after Gilboa lost an expensive pair. Leveraging Blumenthal’s supplier connections, the founders launched online and quickly attracted media attention from Vogue and GQ. Early demand outstripped expectations—first-year sales targets were hit within weeks—and a converted office showroom led to the first physical store in Manhattan in 2013.</p> <p><strong>Business model shift and growth:</strong> While Warby Parker started online, brick-and-mortar locations now drive the bulk of revenue. The company operates <strong>269 stores</strong> and last year retail accounted for more than two-thirds of sales—over $440 million—helped by in-store eye exams that raised average revenue per customer by more than 9%. The firm posted nearly <strong>$670 million</strong> in revenue last year and counts some 2.3 million active customers as of 2023.</p> <p><strong>Financial position and path to profitability:</strong> Despite its growth, Warby Parker remained unprofitable historically, but executives point to an adjusted EBITDA of about <strong>$52.4 million</strong> in the past year and no corporate debt. Analysts see a clear route to net profitability as retail and vision-care services scale, with the company planning continued store expansion—approximately 40 openings in the current year—and ambitions to reach several hundred more locations.</p> <p><em>Outlook:</em> Warby Parker aims to evolve into a holistic vision-care company, balancing physical retail expansion with a growing service offering to lift margins and customer lifetime value. In a fragmented $150bn-plus global eyewear market, the brand’s mix of design, accessibility and retail-driven services positions it to pursue further scale, though it will still face competition from industry giants and the challenge of sustaining profitable growth as it expands.

N/A

<p><strong>Summary request — action needed</strong></p> <p>I attempted to fetch the article at the URL you gave, but the page returned a general site template/homepage rather than the article content. The response appears to be the site’s main layout (header, footer, subscribe/cookie widgets) without the story text — so I could not extract the article to create the 300–350-word summary you requested.</p> <p><strong>What I tried:</strong> an HTTP fetch of the provided URL. Result: a site shell and widgets; no article body or clear article elements (headline, byline, paragraphs) were available in the returned HTML.</p> <p><strong>Please provide one of the following so I can continue:</strong></p> <ul> <li>The article’s full HTML (copy-paste of the article page source or the article text)</li> <li>An alternative direct link to the same article (sometimes sites block bots or serve content via JavaScript)</li> <li>Permission to try fetching the URL again (I can retry once more and report back)</li> </ul> <p>Once I have the article content or an accessible link, I will produce a neutral, journalistic HTML-formatted summary of 300–350 words in English, structured with an introduction, main body and conclusion.</p> <p><em>If you prefer, paste the article text here and I’ll summarize immediately.</em></p>

N/A

N/A

N/A

<p><strong>Introduction:</strong> Global Medical Virtual Assistants (GMVA), founded by Beth Lachance in 2019 and headquartered in West Hartford, has emerged as Connecticut’s fastest-growing private company, ranking No. 368 on the 2025 Inc. 5000 list. The firm supplies remote administrative staffing exclusively from the Philippines to U.S. health care providers, aiming to reduce clinicians’ administrative burden and increase operational efficiency.</p> <p><strong>Business model and operations:</strong> GMVA employs roughly 1,200 medical virtual assistants (MVAs) and about 130 support staff in the Philippines. MVAs—hired as independent contractors—handle new-patient intake, appointment scheduling, insurance verification, billing support and related back-office tasks. Lachance oversees the workforce through regular virtual meetings and periodic visits to the Philippines; the company also hosts an annual gala in Manila to recognise staff.</p> <p><strong>Compliance and security:</strong> As a vendor handling patient information, GMVA emphasises HIPAA compliance and cybersecurity. MVAs undergo annual HIPAA training and use company-managed software that separates work and personal profiles, restricts downloads and prevents screenshots to protect patient data. Industry experts note that compliance and cyber safeguards are essential for offshore medical staffing providers.</p> <p><strong>Growth and finances:</strong> GMVA’s growth accelerated during the COVID-19 pandemic as providers embraced remote work. The company served more than 400 medical facilities, generated about $16 million in revenue in 2024 and projects roughly $30 million in 2025. Inc. data show GMVA’s revenues rose 1,086% between 2021 and 2024.</p> <p><strong>Market context and client impact:</strong> Clients such as the Center for Advanced Reproductive Services and White Plains Hospital say GMVA’s MVAs increase front-office efficiency without prompting local job cuts; practices report improved workflow and the ability for onsite staff to focus on patient care. Lachance says GMVA does not plan to hire MVAs in the U.S., citing cost differences—Connecticut’s average medical administrative wage runs higher than outsourcing alternatives.</p> <p><em>Conclusion:</em> Positioned amid workforce shortages and rising administrative costs, GMVA combines an offshore talent pool, robust compliance practices and rapid client adoption to sustain expansion while keeping its headquarters and growing corporate functions in West Hartford.</p>

N/A

N/A

N/A

N/A

<p><strong>Overview:</strong> Pronto, an on-demand home services startup, has raised $11 million (about Rs 96 crore) in a funding round co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. The round values the company at $45 million (around Rs 394 crore) post-money.</p> <p><strong>Business model and founding:</strong> Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for cleaning, laundry, utensil washing and basic meal preparation. The platform uses a shift-based, task-focused model that guarantees workers shifts and higher earnings while promising fast, 10-minute fulfilment. Unlike time-based pricing common in the segment, Pronto charges customers per task, with an average order value of Rs 200–300.</p> <p><strong>Strategic moves and domicile change:</strong> Originally domiciled in Delaware, Pronto has flipped back to India following the new financing. Sardana said the timing was chosen to avoid capital-gains implications associated with transferring the company from the US after finalising the round.</p> <p><strong>Planned use of funds and expansion:</strong> The fresh capital will be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and deploy real-time operations technology. Over the next 12–18 months Pronto plans expansion into Mumbai, Bengaluru and other metros by setting up micro-hubs in residential clusters to ensure rapid fulfilment.</p> <p><strong>Operational challenges and market context:</strong> Sardana acknowledged the high upfront costs of rapid expansion, including oversupply and marketing spend, and emphasised the need for sustained demand generation given the high-frequency, low-ticket nature of services. The quick home services space is attracting investor interest, with competitors such as Snabbit having raised sizable rounds recently.</p> <p><em>Outlook:</em> With institutional backing and a task-based model aimed at formalising informal labour networks, Pronto aims to scale urban operations while balancing utilisation and unit economics to achieve sustainable growth.</p>

<p><strong>Introduction:</strong> Casper grew from a 2014 start-up into a mass-market sleep brand, reaching roughly $750 million in revenue within four years and later securing about a $1.1 billion valuation. The company disrupted a centuries‑old retail category by pairing a direct‑to‑consumer (DTC) model with heavy investment in brand, content and experience.</p> <p><strong>Business model & product experience:</strong> Casper simplified mattress shopping with a single‑model, bed‑in‑a‑box approach, a 100‑night home trial and a long warranty, plus risk‑free returns and free shipping. The unboxing and home‑trial experience became a marketing asset, generating social shares and reducing purchase friction.</p> <p><strong>Growth and channels:</strong> Casper combined owned channels (content, email, SEO) with paid acquisition (programmatic, paid social, search) and retail experiments (pop‑ups, select partners). Key tactics included targeted long‑tail search ads, remarketing, a two‑step cart recovery flow, and an affiliate/influencer network to scale reach and credibility.</p> <p><strong>Content & community:</strong> The brand positioned itself as a sleep authority via high‑value content—blogs, original research, the “Sleep Channel” and user‑generated storytelling—using the CSD (Content, Social, Distribution) method to earn links and organic visibility. Casper showcased aggregated reviews, comparison tools and extensive educational material to guide buyers through the funnel.</p> <p><strong>Data, personalization & retention:</strong> Casper leveraged data intelligence and segmentation for personalized email and SMS journeys (welcome, weekly, abandoned‑cart, post‑purchase), boosting conversion and lifetime value. Growth efforts emphasized moving from pure acquisition to C.R.E.E.D—customer retention, experience and development—to maximize CLV.</p> <p><strong>Risks & expansion:</strong> Product and retail expansion broadened the brand but risked dilution; Casper balanced new SKUs and physical stores with core promises of simplicity and quality. The company also localized ads and translated creative to capture new markets.</p> <p><em>Conclusion:</em> Casper’s rapid ascent rested on integrating product innovation, storytelling, rigorous data use and customer‑first guarantees. Its next challenge is scaling retail and new product lines while protecting unit economics and deepening long‑term customer relationships.</p>

N/A

N/A

N/A

<p><strong>Introduction:</strong> Lafaurie, a Parisian menswear label run by brothers Théo (31) and Pablo (24) Lafaurie, is positioning itself between luxury and fast fashion by offering contemporary, design-led clothing at accessible premium prices. The brand recently opened its 14th store in the Marais, signalling a new phase that blends retail, art and community as it scales domestically and internationally.</p> <p><strong>Business positioning and product:</strong> Rooted in a family retail legacy founded by their father Pierre in 1991, Lafaurie defines itself as “smart luxury.” Price points span roughly €100 for cotton shirts to €650 for lamb leather jackets, with most core items under €300. The label’s creative signature—examples include an asymmetric painter’s jacket and subtle, self-produced prints—targets a client base of artists, editors and creative professionals who value craft, fit and quiet design cues over logos.</p> <p><strong>Operations and supply chain:</strong> The brothers benefited from an established supplier network across Italy, Portugal, Estonia, Romania and Morocco, enabling quality manufacturing at competitive costs. They design in a Saint-Germain studio and operate a primarily European sourcing model that supports margin control while maintaining a premium aesthetic.</p> <p><strong>Growth, channels and risks:</strong> E-commerce now represents about 25% of Lafaurie’s revenue, with more than half of online sales coming from the US. The brand’s revenues rose to roughly €8m in 2024 (+20% year-on-year) and are projected to grow around 25% in 2025. International momentum — notably a 50% growth in US sales in 2024 — presents opportunity but exposes Lafaurie to geopolitical risks such as potential US import tariffs; the label is also exploring Asia as a diversification route.</p> <p><strong>Retail, culture and technology:</strong> Lafaurie’s stores mix gallery-style curation, rotating artist collaborations and vintage art books to reinforce its cultural positioning. Internally, the team (about 50 people) is investing in proprietary tech and AI to streamline operations. The brand plans measured physical expansion, pop-ups and selective department store partnerships to balance creative identity with commercial scale.</p> <p><em>Conclusion:</em> By combining artisanal supply chains, a clear mid-market positioning and cultural retail experiences, Lafaurie is carving a resilient niche in Parisian menswear amid a shifting consumer landscape.</p>

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

<p><strong>Overview:</strong> Pronto, an on-demand home services startup, has raised $11 million (about Rs 96 crore) in a funding round co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. The round values the company at $45 million (around Rs 394 crore) post-money.</p> <p><strong>Business model and founding:</strong> Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for cleaning, laundry, utensil washing and basic meal preparation. The platform uses a shift-based, task-focused model that guarantees workers shifts and higher earnings while promising fast, 10-minute fulfilment. Unlike time-based pricing common in the segment, Pronto charges customers per task, with an average order value of Rs 200–300.</p> <p><strong>Strategic moves and domicile change:</strong> Originally domiciled in Delaware, Pronto has flipped back to India following the new financing. Sardana said the timing was chosen to avoid capital-gains implications associated with transferring the company from the US after finalising the round.</p> <p><strong>Planned use of funds and expansion:</strong> The fresh capital will be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and deploy real-time operations technology. Over the next 12–18 months Pronto plans expansion into Mumbai, Bengaluru and other metros by setting up micro-hubs in residential clusters to ensure rapid fulfilment.</p> <p><strong>Operational challenges and market context:</strong> Sardana acknowledged the high upfront costs of rapid expansion, including oversupply and marketing spend, and emphasised the need for sustained demand generation given the high-frequency, low-ticket nature of services. The quick home services space is attracting investor interest, with competitors such as Snabbit having raised sizable rounds recently.</p> <p><em>Outlook:</em> With institutional backing and a task-based model aimed at formalising informal labour networks, Pronto aims to scale urban operations while balancing utilisation and unit economics to achieve sustainable growth.</p>

<p><strong>Overview:</strong> Pronto, an on-demand home services startup, has raised $11 million (about Rs 96 crore) in a funding round co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. The round values the company at $45 million (around Rs 394 crore) post-money.</p> <p><strong>Business model and founding:</strong> Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for cleaning, laundry, utensil washing and basic meal preparation. The platform uses a shift-based, task-focused model that guarantees workers shifts and higher earnings while promising fast, 10-minute fulfilment. Unlike time-based pricing common in the segment, Pronto charges customers per task, with an average order value of Rs 200–300.</p> <p><strong>Strategic moves and domicile change:</strong> Originally domiciled in Delaware, Pronto has flipped back to India following the new financing. Sardana said the timing was chosen to avoid capital-gains implications associated with transferring the company from the US after finalising the round.</p> <p><strong>Planned use of funds and expansion:</strong> The fresh capital will be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and deploy real-time operations technology. Over the next 12–18 months Pronto plans expansion into Mumbai, Bengaluru and other metros by setting up micro-hubs in residential clusters to ensure rapid fulfilment.</p> <p><strong>Operational challenges and market context:</strong> Sardana acknowledged the high upfront costs of rapid expansion, including oversupply and marketing spend, and emphasised the need for sustained demand generation given the high-frequency, low-ticket nature of services. The quick home services space is attracting investor interest, with competitors such as Snabbit having raised sizable rounds recently.</p> <p><em>Outlook:</em> With institutional backing and a task-based model aimed at formalising informal labour networks, Pronto aims to scale urban operations while balancing utilisation and unit economics to achieve sustainable growth.</p>

<p><strong>Overview:</strong> Pronto, an on-demand home services startup, has raised $11 million (about Rs 96 crore) in a funding round co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. The round values the company at $45 million (around Rs 394 crore) post-money.</p> <p><strong>Business model and founding:</strong> Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for cleaning, laundry, utensil washing and basic meal preparation. The platform uses a shift-based, task-focused model that guarantees workers shifts and higher earnings while promising fast, 10-minute fulfilment. Unlike time-based pricing common in the segment, Pronto charges customers per task, with an average order value of Rs 200–300.</p> <p><strong>Strategic moves and domicile change:</strong> Originally domiciled in Delaware, Pronto has flipped back to India following the new financing. Sardana said the timing was chosen to avoid capital-gains implications associated with transferring the company from the US after finalising the round.</p> <p><strong>Planned use of funds and expansion:</strong> The fresh capital will be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and deploy real-time operations technology. Over the next 12–18 months Pronto plans expansion into Mumbai, Bengaluru and other metros by setting up micro-hubs in residential clusters to ensure rapid fulfilment.</p> <p><strong>Operational challenges and market context:</strong> Sardana acknowledged the high upfront costs of rapid expansion, including oversupply and marketing spend, and emphasised the need for sustained demand generation given the high-frequency, low-ticket nature of services. The quick home services space is attracting investor interest, with competitors such as Snabbit having raised sizable rounds recently.</p> <p><em>Outlook:</em> With institutional backing and a task-based model aimed at formalising informal labour networks, Pronto aims to scale urban operations while balancing utilisation and unit economics to achieve sustainable growth.</p>

<p><strong>Overview:</strong> Pronto, an on-demand home services startup, has raised $11 million (about Rs 96 crore) in a funding round co-led by General Catalyst and Glade Brook Capital, with participation from Bain Capital Ventures. The round values the company at $45 million (around Rs 394 crore) post-money.</p> <p><strong>Business model and founding:</strong> Founded in April 2025 by Anjali Sardana, Pronto connects households in Gurugram with trained professionals for cleaning, laundry, utensil washing and basic meal preparation. The platform uses a shift-based, task-focused model that guarantees workers shifts and higher earnings while promising fast, 10-minute fulfilment. Unlike time-based pricing common in the segment, Pronto charges customers per task, with an average order value of Rs 200–300.</p> <p><strong>Strategic moves and domicile change:</strong> Originally domiciled in Delaware, Pronto has flipped back to India following the new financing. Sardana said the timing was chosen to avoid capital-gains implications associated with transferring the company from the US after finalising the round.</p> <p><strong>Planned use of funds and expansion:</strong> The fresh capital will be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and deploy real-time operations technology. Over the next 12–18 months Pronto plans expansion into Mumbai, Bengaluru and other metros by setting up micro-hubs in residential clusters to ensure rapid fulfilment.</p> <p><strong>Operational challenges and market context:</strong> Sardana acknowledged the high upfront costs of rapid expansion, including oversupply and marketing spend, and emphasised the need for sustained demand generation given the high-frequency, low-ticket nature of services. The quick home services space is attracting investor interest, with competitors such as Snabbit having raised sizable rounds recently.</p> <p><em>Outlook:</em> With institutional backing and a task-based model aimed at formalising informal labour networks, Pronto aims to scale urban operations while balancing utilisation and unit economics to achieve sustainable growth.</p>

<p><strong>Summary request — action needed</strong></p> <p>I attempted to fetch the article at the URL you gave, but the page returned a general site template/homepage rather than the article content. The response appears to be the site’s main layout (header, footer, subscribe/cookie widgets) without the story text — so I could not extract the article to create the 300–350-word summary you requested.</p> <p><strong>What I tried:</strong> an HTTP fetch of the provided URL. Result: a site shell and widgets; no article body or clear article elements (headline, byline, paragraphs) were available in the returned HTML.</p> <p><strong>Please provide one of the following so I can continue:</strong></p> <ul> <li>The article’s full HTML (copy-paste of the article page source or the article text)</li> <li>An alternative direct link to the same article (sometimes sites block bots or serve content via JavaScript)</li> <li>Permission to try fetching the URL again (I can retry once more and report back)</li> </ul> <p>Once I have the article content or an accessible link, I will produce a neutral, journalistic HTML-formatted summary of 300–350 words in English, structured with an introduction, main body and conclusion.</p> <p><em>If you prefer, paste the article text here and I’ll summarize immediately.</em></p>

Brands that recognize the significance of superfans can build lasting relationships with audiences and turn those deep-seated sentiments into revenue opportunities. Fandom used to live in comic book stores, sports stadiums, and weekend conventions. Today, it’s everywhere. In fact, 92% of Americans say they’re fans of something. Fandom is woven into how people express themselves, connect with others, and even make purchasing decisions. A generational shift is fueling this momentum: This same data shows younger Americans under 34 are twice as likely to call themselves fans of brands or athletes as their older counterparts, and four to five times as likely to be fans of influencers or video games. For Gen Z and Millennials, fandom feels deeply personal. Deloitte reports that about half of them feel closer to creators on TikTok or YouTube than to Hollywood stars. These parasocial bonds make fandom an always-on relationship, as every interaction has a sense of intimacy and immediateness. Brands that recognize the significance of this cultural force can build lasting relationships with audiences and turn those deep-seated sentiments into revenue opportunities. Shondaland, the production company founded by Shonda Rhimes and globally beloved for franchises like Grey’s Anatomy and Bridgerton, is one example of a brand strategically leveraging its fandom. The team at Shondaland doesn’t treat its superfans as opportunities for quick and easy wins; instead, they work to extend fans’ connections with stories beyond the screen, sometimes through experiences and sometimes through special edition products. “A superfan will sniff out inauthentic collaborations and products that don’t fit the story within their shows,” said Sandie Bailey, Chief Innovation and Design Officer at Shondaland. Examples around the Bridgerton media property include experiences like The Queen’s Ball (created in partnership with Netflix and Fever), where fans dress in Regency attire and are immersed in the world of Bridgerton. There’s also a Queen Charlotte-inspired Allure wedding gown collection for brides-to-be in the product space. Utility is also a defining element of Shondaland’s playbook. The brand's long-standing partnership with Barco to produce Grey’s Anatomy scrubs has become one of its best-selling lines. “If you can create items that are useful outside the show, they can be successful whether you’re a superfan or a passive fan who simply needs a quality pair of scrubs,” Bailey said. “We think of this kind of engagement as another chapter in the story we’re telling.” This blend of utility and emotional resonance creates loyalty that outlasts a single season on screen. Similar strategies are emerging in other categories. Beverage brand Olipop, for example, has centered its growth on grassroots activations. “We’re trying to move culture and connect with our superfans in real life,” said Steven Vigilante, Director of Strategic Partnerships at Olipop. For example, the brand’s recent “Time Travel Travel Agency” activation transformed the Austin Motel into three immersive suites. Each flavor was inspired by a different decade, and fans could enter to win a stay by dialing an official hotline—fitting with the campaign’s nostalgic theme. The brand also released 5,000 exclusive VIP boxes priced at just five cents—each filled with seasonal flavors and branded merchandise—that sold out instantly. Olipop and Shondaland have in common the understanding that their fans are looking for more than just products. They recognize that fans crave small, tangible ways to live inside the stories and identities that bring them joy. It is equally important to understand where fans naturally gather. Forums like Discord and emerging platforms like Chalant create micro-fandom environments that allow fans to connect and expand organically. These spaces are where passion feels most authentic, and brands can follow their fans into these environments rather than expecting fans to seek them out. “We’re leaning into fandom because we want to create a space for those who are obsessed with something,” said Chalant’s Co-founder and CEO Bekah June. “Fandom is where you get to do that openly.” While it’s still early stages for the fandom economy, it’s easy to see where it’s heading. Gen Z and Gen Alpha are growing up with identities shaped around creators, shows, and brands they feel personally invested in. Immersion and participation will only strengthen fandom’s position in consumer culture.

Consumers say companies are more interested in technological investments that improve profits rather than their experience, a Pegasystems survey found. More than half of consumers — 56% — say their interactions with businesses are more difficult today than they were a decade ago, according to a February survey of 4,000 consumers in North America and the U.K. Consumers’ top complaint was long wait times, followed by having to repeat the same information to different customer service agents multiple times and representatives lacking the necessary information. More than three-quarters say organizations should invest in improving how they interact with consumers, but more than two-thirds say companies’ tech investments are more often about profit than customer experience improvements. Despite investments in technology, customers say their interactions with companies are worsening. Businesses are under pressure to prove value and cut costs. But technology investments shouldn’t come at the expense of the customer, according to Maxie Schmidt, VP and principal analyst at Forrester. Consumers regularly complain about long hold times to speak to a representative. Nearly 2 in 5 customers said they change which company they frequent after a poor customer experience, according to the survey.

While Gen Z is most likely to stay loyal to a brand, it takes just one or two bad experiences to lose most Gen X consumers, a Morning Consult survey found. One-quarter of consumers will switch brands after just one bad experience, according to a Morning Consult survey commissioned by Zoom of over 2,100 U.S. consumers, released Tuesday. Some generations were more tolerant of bad experiences than others. Gen Z was the most tolerant, while Gen X was most likely to abandon a brand. When asked about their loyalty after one or two bad experiences, 58% of Gen Z said they’d leave in comparison to 65% of Gen X. Consumers aren’t tolerant because they don’t have to be. Companies like Apple or Amazon have a reputation in being able to provide great customer experience (CX), and so when customers have a terrible experience, they will look for a better alternative. Different generations have different expectations for customer service, and businesses need to meet generational preferences to inspire loyalty. Baby boomers prefer live phone support, while Gen Z prefers live chat or social media. Businesses must avoid forcing customers into one mode of service. Understanding customer journeys and preferences is crucial for engagement. A financial services company, for example, might invest in providing hands-on support for baby boomers while offering mobile app options for Gen Z. It’s important to think through the customer journey and ensure smooth engagement.

Sun Bum’s Community Loyalty Program That Doesn’t Care How Much You Spend Most loyalty programs are like gym memberships in January. Full of good intentions, but nobody really wants to keep up with them. Punch cards, reward points, discounts, they’ve all become background noise. You scan, collect, and maybe save a buck next time if you remember. Not exactly the stuff emotional connections are made of. Enter Sun Bum, the sun care brand that smells like summer and acts like your chillest friend. Instead of layering on another stale rewards program, they built something that actually feels fun. It’s called The Bum Club, and it doesn’t care how much you spend. It cares what kind of life you’re living. And in doing so, they’ve created something much more powerful than a coupon code: community loyalty. Real connections. Real people. Real results. Points are dead. But bananas? Very much alive. The magic of Sun Bum’s marketing strategy isn’t about discount tiers or VIP exclusives. It’s about making you feel like you’re part of something. Post a photo of your beach day? That’s a banana. Explore their site for a scavenger hunt? Another banana. Fans don’t just get stuff. They get seen. They get heard. And sometimes, they even get featured on billboards in their hometown. It’s a rewards system designed not around consumption, but around connection. That’s where community loyalty really hits; it slips naturally into how fans already live and gives them more reasons to show up. This wasn’t about bribing customers to spend more. It was about giving them a reason to care more. Here’s the secret sauce: this isn’t a loyalty program disguised as a community. It’s a community, full stop. Sun Bum fans were already passionate. Some even tattooed the logo on their bodies. The loyalty layer didn’t create that love; it amplified it. Suddenly, fans weren’t just buyers. They were co-creators. Sharing moments, posting wins, laughing about the weirdness of it all. And Sun Bum leaned into that. They celebrated the weird. The fun. The community that already existed. That’s the core of community loyalty. It’s not about points. It’s about participation. They skipped the app, and still nailed the mobile experience. Now, here’s where most brands would get it wrong. They’d build an app. Probably bloated. Probably clunky. Probably something you’d download once and never open again. Sun Bum said nah. Instead, they used a lightweight mobile widget that played nicely with what they already had: Shopify, SMS, and email. No complex stack. No huge dev lift. And get this: 85% of users interacted via mobile. Smooth. Seamless. Smart. Community loyalty doesn’t require fancy infrastructure. It requires thoughtful execution. This is loyalty without the bloat, and it’s better for everyone. Whether you’re running a boutique CPG brand or trying to break through in a noisy DTC world, here’s your cheat code: Stop thinking in discounts. Start thinking in experiences. Do your fans already love posting pics? Reward that. Are they tagging you unprompted? Celebrate it. Is your mission something they believe in? Lean into it. Community loyalty works because it doesn’t ask fans to be more than they already are. It simply gives them a way to go deeper. And you don’t need a massive budget to pull it off. You need empathy, creativity, and a good read on what your community already loves. Community loyalty is a mindset, not a metric. Sun Bum didn’t just build a rewards program. They built belonging. They made room for fans to co-create, to celebrate small wins, and to feel part of something bigger than a bottle of sunscreen. That’s what separates gimmicks from greatness. Community loyalty lives in shared values, not spreadsheets. It shows up in the little moments that add up to something real. And here’s the wild part: when people feel like they belong, they stay. Not because they’re locked in, but because they’re all in. That’s the loyalty that lasts. FAQs How do I make loyalty feel less like a discount club? Start by rewarding moments, not purchases. Encourage lifestyle actions that reflect your brand’s values, not just transactions. Do I need an app to build community loyalty? Nope. Sun Bum’s success came from a lightweight, mobile-first web widget. Simple can be smarter and more inviting. How can I turn customers into real brand fans? Celebrate their creativity. Reflect their values. Make space for them to co-create the brand story with you, and actually show up when they do.

When you think of fragrance marketing, what is the first thing that comes to mind? Is it luxurious advertisements with stunning models in picturesque backgrounds? Or is it celebrities looking effortlessly gorgeous with a perfume bottle perfectly placed next to them? While these are all iconic elements, there’s more to it. At its core, fragrance marketing is how brands promote scent-based products. This includes creating emotional connections and enhancing the customer experience. We’ll be diving into three standout brands taking key strategies like social media, storytelling, emotion, and sensory marketing to the next level. These brands are doing it right. So, whether you are on the hunt for your new favorite fragrance brand or just curious about modern marketing tactics, we’ll break things down and give you a deeper look. Lattafa: The Fragrance Brand Taking the Internet by Storm Social media is essential. One fragrance brand that is taking full advantage of social media in the best way possible is Lattafa. Lattafa is a fragrance house founded in the UAE. It creates world-class fragrances that reflect the richness of Arabian heritage. It is one of the brands leading the Middle Eastern scent revolution to the West, with its rich fragrances and ouds. Lattafa has built a global brand identity grounded in cultural expression and modernity. Lattafa also focuses on quality, authenticity, and design of its fragrances. However, it has capitalized on the TikTokification of fragrance marketing. Lattafa’s Instagram and YouTube are some of the most viewed within the fragrance industry. But Lattafa is especially popular on TikTok and TikTok Shop. In fact, Lattafa had $4.9 million in revenue from TikTok Shop in May 2025 alone. According to Emaan Shoaib, Head of Social Media and Digital Marketing at Lattafa, “Our success is largely attributed to our strong online community”. If you're scrolling on TikTok or watching a perfume video on YouTube, chances are Lattafa will be mentioned. Lattafa connects with digital audiences through social media marketing and influencer marketing. When you also factor in Lattafa's strong product line, it’s no wonder PerfumeTok and Fragrance YouTube can’t stop talking about them. For instance, popular TikTok perfume creator and musician Danielrenemusic regularly reviews and raves about Lattafa to his 1.5 million TikTok followers. His dedicated Lattafa videos even include rating his top 10 Lattafa perfumes of 2024. Similarly, fragrance influencer Paulreactss has multiple viral videos hunting for Lattafa perfumes. He also reviews Lattafa fragrances for his 2.3 million TikTok followers. These large creators help boost the online buzz and excitement on TikTok for Lattafa. But that is not all. Lattafa also partners with many influencers to generate hype about the brand. Beauty and fragrance creators like Parissvanity and Giniglow have partnered with Lattafa. They have made videos for their combined 226,000 followers about their favorite Lattafa perfumes that are available on TikTok Shop. Lattafa is an All-Around Hit As a result of these digital initiatives on TikTok, audiences are captivated. Everyone can't get enough of the seemingly never-ending choices of unique fragrances that Lattafa has to offer. Consumers have even ventured to Amazon in search of Lattafa perfumes. In turn, Lattafa is ranked twice among Amazon’s Top 10 Bestsellers in Perfumes and Fragrances. Lattafa’s overall remarkable social media marketing and digital strategies have positioned it as a standout brand. Not only are the fragrances bold and niche, but they are sold at an approachable price point. They also come in exquisite packaging that competes with top-of-the-range ultra luxury perfumes. All of this, coupled with effective social media marketing, influencer marketing, and TikTok content that’s viewed millions of times, makes Lattafa a star. Maison Francis Kurkdjian: A Unique Mix of Storytelling, Organic Buzz, and Strategic Collabs Another important element is storytelling. Maison Francis Kurkidjian is a brand that truly embodies this. Maison Francis Kurkidjian doesn’t rely on attention-grabbing marketing campaigns. It doesn’t focus on trends or meeting market demands, either. Yet, Maison Francis Kurkidjian ranked as the fourth leading fragrance house in global sales as of April 2025. Instead, Maison Francis Kurkidjian focuses on the art of storytelling. It does this in combination with organic buzz and strategic collaborations. Maison Francis Kurkidjian ensures consumers know each perfume is created with tradition and a backstory. Even its best-selling Baccarat Rouge 540 fragrance and bottle tell a story. Baccarat Rouge 540 was created by master perfumer Francis Kurkdjian. It was originally made in collaboration with Baccarat to celebrate their 250th anniversary. According to CEO and Co-Founder of Maison Kurkdjian Francis Marc Chaya, “The name Rouge 540 is no coincidence, it refers to the precise temperature at which 24-karat gold turns red inside the Baccarat furnace”. When it comes to its brand and marketing, Marc Chaya has expressed that “We hope to reaffirm our message: creativity remains the essence of Maison Francis Kurkdjian”. He then went on to state that “Marketing simply helps convey that vision”. In essence, Maison Francis Kurkdjian’s fragrance marketing builds a powerful story of heritage and creative origins. Maison Francis Kurkdjian Sticks True to Itself Alongside strong storytelling, Maison Francis Kurkdjian leverages organic buzz. The brand avoids celebrity sponsorships and over-the-top marketing campaigns. Marc Chaya has even previously recalled when Baccarat Rouge 540 went exceptionally viral. He stated that, “I would go on TikTok and there were quite a few posts about Baccarat Rouge 540. And then one day there was an extraordinary post by a celebrity that went viral”. Yet even with the virality, Maison Francis Kurkdjian didn’t do extra marketing to capitalize on the hype. The brand lets its creativity, product, and story speak for itself. In turn, word gets around organically about Maison Francis Kurkdjian’s world-class fragrances. Additionally, Maison Francis Kurkdjian executes strategic collaborations. Aside from the partnership that sparked Baccarat Rouge 540, Maison Francis Kurkdjian has multiple noteworthy collabs. In 2019 and 2020, FENDI and Maison Francis Kurkdjian collaborated to create exclusive collections of scented Baguette bags. Francis Kurkdjian created FENDIFRENESIA Yellow Eau de Parfum for the yellow FENDI Baguette and Nano Baguette collection. He also created FENDIFRENESIA Pink for the pink collection. FENDI and Maison Francis Kurkdjian’s collaboration celebrated both brands’ creativity and technique. Francis Kurkdjian of Maison Francis Kurkdjian has also partnered with Air France. He created Air France’s first home fragrance. The fragrance is available at select Paris Charles de Gaulle airport lounges. This combination of strong creative storytelling, organic buzz, and strategic collaborations makes Maison Francis Kurkdjian a standout brand. Their fragrance marketing is as top-notch as their fragrances. Maison Margiela: Fragrances to Activate Your Senses and Create a Mood Part of marketing fragrances is curating a mood and evoking memories. This directly correlates with sensory marketing to activate your senses. And Maison Margiela’s Replica line of fragrances captures all of this perfectly. Every bottle from Maison Margiela’s Replica line is labeled in cotton. The cotton labels tie back to the Maison Margiela fashion house’s blank clothing tags. The texture and tactical experience of the cotton label activate your touch senses as well. Each perfume is also labeled with a name, location, year, fragrance description, and style description. This mimics the idea behind Maison Margiela’s vintage-inspired clothing line from the 1990s. Immediately after reading each fragrance label, you are engulfed in an emotional story you can almost see and smell, further activating your senses. Replica Fragrances from Your Memories According to Maison Margiela and Detail Digest, the goal is for each perfume bottle to “recreate the scents our memories are made of”. Maison Margiela’s Replica fragrances, like Springtime in a Park, are designed to evoke memories and curate a mood. The style description of the perfume even reads “Memory in a fragrance”. When you spray Springtime in a Park, you are transported to Shanghai in 2019, during the Spring season. You get to experience a moment of being surrounded by blossoms, while also getting a whiff of some fruity notes. Or, you may think about your own beautiful memories in a park during springtime. Similarly, Maison Margiela’s Lazy Sunday Morning evokes the emotion and memory of “Soft skin and bed linen”, according to its fragrance description. You are taken back to an easygoing Sunday morning in Florence in 2003. You can smell the light, airy scent of flowers and freshness. Altogether, Maison Margiela’s Replica line is a fragrance marketing powerhouse. The minimalistic product design and specific poetic branding make it alluring. Maison Margiela’s Replica line also plays on sensory marketing, while leveraging its authentic visual identity. This, together with its focus on drawing emotion and creating a mood, truly makes it a standout brand. Now, after going over our top three standout brands, what do you think? Through delving into these brands, we hope the next time you think about fragrances or marketing tactics, you remember some of these key elements. Think about social media, storytelling, emotion, memories, and sensory marketing. All of these are important strategies to take away with you. Understanding these elements and the brands executing them successfully is important. It can help you make informed decisions when choosing a fragrance or fragrance brand for you. It can also help you better understand various marketing techniques. So, next time you can also point out brands with fragrance marketing so strong you can smell it!

Once a quieter corner of fashion retail, jewellery is now thriving in the loudest part of the internet: TikTok. From 15-second stack-styling videos to six-hour live streams selling freshwater pearls by the kilo, consumers are more willing than ever to purchase semi-precious stones and trinkets directly from the platform. But for now, only certain brands are finding success. In China, the jewellery live-stream market is booming. At some pearl suppliers in China’s Sha Hu area, there can be 50 streamers working around the clock to shift product, says Jeremy Shepherd, founder and CEO of Los Angeles-based dealer Pearl Paradise. For a long time, this felt like a phenomenon reserved for China and the Asia-Pacific. But after the launch of TikTok Shop in 2023, jewellery players — particularly those in the demi-fine jewellery space — found there was an appetite for jewellery sold live in the West, if positioned correctly. UK-based jewellery brand Rani & Co has seen strong revenue growth in adopting this sales funnel, particularly for its mid-to-premium price range (average £65). Live streaming acts as a show-and-tell opportunity for brands to engage with viewers in real time, sharing details about the products, as well as styling and layering tips. “The average order value during live streams is £85. In a typical two to two-and-a-half-hour TikTok Live, we generate between £400 and £700 in sales,” says Rani & Co founder Ramona Gohil. “By going live around three times a week, we’re currently adding an extra £1,000-plus in weekly revenue.” British demi-fine lab-grown diamond brand L’Era Jewellery’s biggest order to date came through TikTok Shop. “It was nearly £1,500,” says co-founder Lara Sofia-Mar, adding that at its peak, TikTok Live and TikTok Shop were contributing to over 50 per cent of L’Era’s revenue, though the brand has since grown its direct website traffic, based on boosted brand awareness. L’Era sees anywhere from 3,000 to 5,000 viewers per three-hour stream, three times a week. More so than other online formats, live streaming feels closer to the in-store experience, Sofia-Mar adds. “We chat a lot about ourselves, we talk about life,” she says. “Viewers will ask, ‘Can I see it upside down? Oh, now, can you show me the silver one?’” Quirky jewellery brand July Child has been TikTok live streaming for the last six months. Today, 30 per cent of the brand’s revenue is generated via the platform’s shopfront. “We’ve all seen the rise in founder-led marketing this year,” founder Sinead Flood says. “People are gravitating towards people, not brands. There’s no script; no edits. [Live streaming] feels more human.” For now, live streaming and social commerce are more suited to the demi-fine space. For fine jewellery brand Do Amore, which has a significantly higher average price point (products start at approximately $800), live streams act as a marketing play to drive Gen Z awareness, rather than sales. “We were doing [live streams] pretty consistently. It definitely did not drive sales when it came to high-ticket items like engagement rings or fine jewellery. The purchase is too personal and considered for most people to make on the fly,” Do Amore founder Krish Himmatramka says. “A challenge is the price sensitivity of the TikTok audience. Many users are looking for bargains, which is why heavy discounting is so common,” says Rani & Co’s Gohil. Brands like mass-market player Bohomoon go live regularly with £10 sales and 50 per cent discounts, speaking to this need for cheap, fast shopping. Flash sales like these are popular with the TikTok audience, and so are favoured by the algorithm, Sofia-Mar agrees. “You can see that TikTok pushes more people into your live streams when you do it,” she explains. Despite the price sensitivity of TikTok’s young user base, L’Era has begun to corner a higher priced — arguably higher quality — niche. A simple search on TikTok Shop reveals that most jewellery products are priced below £20. “I can’t see anybody else selling as much as we sell at our price point,” Sofia-Mar says. “While £70 would be the average [order value], some are £300 or £400,” she adds, citing her ‘no pressure’ sales method as key to making a sale. “I always say on the live stream, ‘If you want to see something, ask me, you don’t have to buy it.’ I don’t want [viewers] to feel pressured.” Running live streaming for a brand is no small responsibility, founders agree. Brands finding success go live multiple times a week or day, still a far cry from the 24 hours of streaming from sellers in China. “The more consistently I go live, the more TikTok’s algorithm pushes our content to new viewers, and the more familiar returning customers become with the brand,” says Gohil. Sofia-Mar concurs: “We have set stream times, and we do not deviate.” July Child’s Flood adds: “[The] burnout is real. Don’t be afraid to bring in support. Find people who genuinely love talking and selling. It doesn’t have to be you every time.” Choosing a live format that works and building momentum inside the live stream is a way to keep viewers engaged, she adds. “Packing orders is consistently our best-performing format. We ask viewers to like and share regularly, and we’ll do surprise giveaways when we hit key targets. For example, we’ll add a freebie to someone’s order when we hit 50,000 likes.” While streaming is about selling, it also creates space for community. “I’ve noticed that many of the same people return for each live stream, and over time, you start to build real relationships with your audience,” Gohil says. Sofia-Mar says a group of 90 regular TikTok Live viewers have since started a Discord channel dedicated to the brand. “Anytime anything happens on our website, they’re all chattering.

Almost one in three women in business feel they aren't taken seriously by investors, research has revealed. A fifth (21 per cent) think it’s harder for them to succeed than male counterparts – with 22 per cent of these citing limited access to funding and investment. A poll of 500 women revealed the common issues they face in business. The poll uncovered the top challenges they face, including gender bias (59 per cent) and balancing their personal and professional life (29 per cent). And 42 per cent said they have faced stereotypical perceptions around ‘emotional’ versus ‘rational’ decision making, while 26 per cent had problems finding a supportive team to help them achieve their goals. The research was conducted in conjunction with the AXA Startup Angel competition which annually awards two new businesses top prize packages of £25,000 plus mentoring from the AXA Startup Angels’ four successful SME owners. The findings have been compiled as part of the Women in Business Report, which looks at the challenges faced by female business owners and shares inspirational stories from female entrepreneurs. One in three reported that they felt investors didn’t take them seriously. Mike Crane, director of small business insurance at AXA UK, which commissioned the research, said: “Starting your own business is a huge challenge and our research has highlighted areas where women feel disadvantaged. It’s clear that while the business world has made progress in recent years, it’s sometimes still not a level playing field for women. More than half of the small business owners we surveyed said gender bias and stereotyping were a problem, while almost a third felt they weren’t taken seriously by investors, clients or suppliers.” Other issues women in business have encountered include under-representation of females in senior roles (28 per cent) and social pressure around appearance or behaviour (25 per cent). However, 48 per cent said they have more flexibility to spend time with family while running their own business. More than two in five (43 per cent) feel it has helped set a positive example to their children. Nearly a fifth (19 per cent) of respondents launched their own business to help empower other women and foster diversity, while 15 per cent had hopes of improving their local communities. A fifth said they had felt undervalued at their previous workplace, and 21 per cent also believe there is more risk – including the potential to lose money – as a woman running a business. Mike Crane from AXA UK added: “We believe being a woman shouldn’t be a risk when starting out in business – everyone deserves the same opportunities regardless of gender. We’re committed to supporting all budding entrepreneurs to realise their dreams. The AXA Startup Angel competition provides a springboard to bring incredible ideas to life, offering funding and mentorship that can make a real difference in those early days. Small businesses are the backbone of the UK economy, and we want to ensure they continue to grow and flourish with our support and encouragement. 10 THINGS THAT MAKE IT HARDER FOR WOMEN TO SUCCEED IN BUSINESS: Gender bias and stereotypes (59 per cent), Gendered expectations around leadership styles (42 per cent), Stereotypical perceptions of emotional vs rational decision making (42 per cent), Difficulty in asserting authority without being viewed negatively (33 per cent), Limited work-life balance support (29 per cent), Underrepresentation in senior roles (28 per cent), Lack of recognition for achievements or contributions (26 per cent), Unequal division of domestic and childcare responsibilities (26 per cent), Societal expectations around prioritising family over career (26 per cent), Social pressure around appearance and behaviour (25 per cent).

We are operating in a climate of consumer activism and empowerment that can show up in brand dislike, even hate, both of which make indifference sound like a godsend. Consumers always vote with their pocketbooks. That’s both good and bad news for retailers. Activist consumers have made their voices heard for centuries, through collective movements and boycotts, and as positive grassroots brand builders. No one wakes up wanting to trash a brand or feeling their once-trusted brand has failed to share their values. Resisting investor activist pressure requires enormous tenacity, and responding to the needs of all consumer stakeholders takes equal stamina. Retail leaders must engage with influencers and policymakers to survive disruptions. Customers want reliable brands. When real income and spending power are down, retail is often the first line of resistance as consumers engage in principled spending. America has a long history of consumer activism, with moments like the Boston Non‑Importation Agreement and the Montgomery Bus Boycott prompting significant policy changes. Social media has amplified consumer sentiment, allowing individuals to campaign against brands effectively. The polarization of consumer activism poses a heightened threat to brand identity and reputation. Retailers need to strategically manage their responses to avoid potential backlash and ensure trust with consumers, as relationships built on respect and shared values are crucial for success in a challenging marketplace.

Roblox has been an immense success over the last few years, but it has not always known such booming success. Founded by David Baszucki and Erik Cassel in 2004 and released in 2006, the platform allows gamers to create and play games created by both themselves and other players. Roblox only started to become a recognizable game platform around 2015, which was amplified by the COVID-19 pandemic in 2020. But what makes this platform so special? Upon a first look at the platform, you can see it has a very simple interface and gaming does not always go smoothly, with some lags, glitches and other bugs. Still, it is one of the most visited gaming platforms today. It even became the second highest-grossing iOS game on the market in 2020 as a free gaming platform. The success of Roblox was unexpected and is not only seen in the numbers, but also in the many inspiring cases and research done by members of the Future Media Hubs network. Media companies such as Yle, BBC, VRT, DR, and DW decided to see what Roblox could mean for them when it comes to engaging with younger audiences. Therefore, in this article we explore Roblox’s success, taking a deep dive into the cases and an interviewing Wesa Aapro, Metaverse Lead at Yle, the Finnish public broadcaster. Engaging with younger audiences is not a simple task. It’s a diverse group with a wide variety of interests that grew up, and will continue to grow up, in a rapidly changing media landscape. The younger generations do not engage as much with traditional media and this is only expected to keep declining in the future. Youngsters are more active on social networks such as Instagram and TikTok. Still, Roblox manages to cater to younger audiences and continues to do so: 50% of players are younger than 13 years, while 75% of players are younger than 18. According to DW Lab, which researched metaverses and their potential, there are over 214 million monthly active users, a daily average of 70.2 million according to DW Lab’s research from December 2023. This is a crucial criterion to take into account for media companies when wanting to work on an external platform. DR has been exploring Roblox’s potential in Denmark and the numbers are just as promising! They have been studying the increasing popularity of Roblox over the last three years. In their latest Kids & Gaming Survey, Roblox was the preferred gaming platform for the 4-15 year-olds and 65% of all Danish kids aged 9-11 had played Roblox in the previous week. Games in general, besides Roblox, are recognizably increasing in popularity with younger audiences. The only difference is that Roblox is equally popular with girls and boys. “If you want to reach kids through gaming, Roblox is a no-brainer.” Katrine Granholm, Digital redactor at DR Why is Roblox so successful? Generation Alpha, mostly found on Roblox, is turning 14 this year. Roblox is their main platform to hang out and although TikTok and Netflix are bigger platforms, Roblox is the platform that defines this generation. But why? These are the 7 reasons we found: 1. Easy access Firstly, Roblox is compatible with Microsoft Windows, Android, Amazon iOS, PlayStation and Xbox Consoles. This means that any device with one of these systems and a stable network connection allows you to play on the platform. The easy accessibility to the Roblox platform on almost all devices makes it easier for children to play the game. The younger generation tends to stick to platforms and devices they know instead of reaching out to new platforms or devices to try out new content. Because of the accessibility and the presence of the younger generation on the platform, it is also easier for media companies to work with Roblox to create gaming experiences for their target audience. 2. It’s free! Roblox is most importantly a free platform. People can open an account and play or create different games without having to pay a fee. This is surprising seeing that Roblox has such a high grossing rate. So how does Roblox generate income? Users can get a Roblox Premium Membership, which allows them to sell, buy, or trade limited edition items on the platform. These items have a Recent Average Price (RAP), and their value varies based on demand and rarity. On top of that, users can buy Robux. Robux is the official Roblox currency which can be used to buy in-game items, such as clothing and accessories. It’s so popular that many children even ask for Robux as a birthday present instead of something physical. BBC uses Roblox to engage with younger audiences by creating an immersive experience on Roblox called 'Wonder Chase’. Targeting 9 – 14 year olds, the project integrates well-known BBC children's and family brands with game mechanics and influencer marketing to attract users. By allowing users to bring their avatars and enjoy diverse content, BBC adopts a gameplay-first approach. The free Roblox platform allows everyone to participate in the experiences. 3. Unity in diversity The clothing and accessories in Roblox allow the player's diversity to shine through. According to Wesa Aapro, beauty is not the defining metric in Roblox like it is in other media. Young children get to express themselves regardless of gender and sexuality which will influence them in their adult life and make them more open-minded. “Roblox is more than just a gaming platform, it’s a community” Wesa Aapro, Metaverse Lead at Yle Besides the diversity of players on the platform, the number of games in different themes and story worlds is huge. There are millions of games (or 'experiences’ as Roblox calls them) available on the platform and there is only more to come. Players can create their own worlds with their own minigames for others to play. This has an enormous impact on the creativity and diversity present on the platform. On top of that, you don’t have to be a professional to create experiences in Roblox. Wesa confirms that although you do need to know the basics and be familiar with the platform, you don’t have to be an experienced game developer to create your own experiences. This makes the platform also attractive to work with for media companies as it is not a too costly project and is more feasible for small departments. A case we want to highlight is VRT's 'Ketnet Kermis', a branded Roblox world in collaboration with Ketnet, VRT's children's channel, and De Warmste Week, an annual charity event. The game, designed for children aged 6-12, allows players to move around and play minigames, such as their easter edition: an egg hunt! The Ketnet Kermis attracted 35.000 visitors, with 55% of the players being girls and with high engagement from children under 13 years old. The average playtime is nine minutes, with players accessing the game via tablets, phones, PCs, and consoles, showing Roblox's accessibility across various devices. Looking ahead, VRT plans to enhance the game by updating mini-games, adding seasonal features, expanding the game space and improving mobile experiences. This also shows the diversity in Roblox, allowing creators to make seasonal changes for example. 4. Themed experiences The opportunity to create your own experiences and to give it a theme also adds to Roblox’s success. Fanbases can create IP-based worlds and invite other fans to play in them. This allows the fanbase to generate new content and gamify their favourite story worlds, for example, Harry Potter or Peppa Pig. However, it is important to mention that these should be created in a legal way, which is not always the case. These themed experiences create a good opportunity for media companies to design IP-based experiences based on their content in order to market it. Also in Finland Roblox showcases its big success. The Finnish Independence Day is the most watched live broadcast, being watched by 2.5 million people every year, but it doesn’t quite reach the younger generations yet. This brought Wesa Aapro and Miika Jalonen, Digital Media Producer at Yle, to an idea. Why not build this event in Roblox? With a small budget, they recreated the presidential castle and promoted the event only through a WhatsApp visual. With the expectation of only a handful of people showing up, Yle couldn’t’ have been more wrong. No less than 23.000 visitors showed up the minute the Roblox world opened its doors! Video file So, to what do they own the success? “We don’t know, it might have just been luck”, Wesa answers. But the event was a success nevertheless, with people showing up via different consoles and from various ages, mostly younger than 13, all showing immense creativity. “It was amazing to see how they just started making a line and shaking each other’s hands, just like the real-world event”. Visitors even showed up in special attires that they’ve created or bought themselves. This success case shows that there might be a need for media companies to be present on Roblox. And that’s exactly what Yle did: they hosted another event during the summer of 2023 called ‘School’s Out Party’. During this party, over 10.000 joined the experience to celebrate the end of the school year. This event had lots of fun activities, such as meet and greets with radio makers, dancing, dressing up, and a concert by a popular Finnish performer, and was promoted on social media platforms. The music event, where the artist would perform a song and fireworks would pop, happened every half hour for 24 hours . Although this event had fewer visitors than the previous one, Yle was happy to host the event for children who wanted to spend their time on Roblox, while others might have been able to go meet up with friends. And that's not where Yle's story ends. The 2023 Finnish Independence Day event in Roblox was even bigger, with a virtual meet-up to celebrate the event and a game hunt created in collaboration with the Finnish National Gallery. This time carefully planned and produced by Miika, with a team bigger than only a handful, Yle created a new experience and with immense success! Over 100.000 visitors showed up to the event to participate in the art hunt! During the hunt, people had to search for missing artworks and return them to the gallery, 5.400 people ended up completing the hunt, which was a big commitment. The event even became so popular that when posed with the question “What does Independence mean to you?”, someone answered: “Roblox in the presidential palace!”. And the story doesn’t end there, because this event was granted the Award of Excellence in experimental design by the Society of News Design! Want to have a look at their experience: Karhu kättelee vieraita virtuaalisessa Presidentinlinnassa – näin osallistut Linnan juhliin Robloxissa itsenäisyyspäivänä – Linnan juhlat – yle.fi Video file 5. A Global Community For many players, Roblox is a way of staying in touch with their friends. The platform allows you to play with each other while staying in touch through the chat function. The chat function makes it easy to stay in touch while gaming and allows players to invite new people, create big groups and to change groups whenever they feel like it. The interaction possibilities are what make this platform stand out to children compared to legacy media organisations. “Roblox is more than entertainment, it’s a place to hang out with friends.” Wesa Aapro, Metaverse Lead at Yle Regardless of the diversity in age and personality on the platform, the Roblox community is very positive and welcoming. This is also part of Roblox’s mission, which is connecting people with optimism and civility. The community is filled with people wanting to play games, hang out and express themselves. Aside from a few trolls, which you will have in any multi-player game, people are there to enjoy the gameplay and connect with their friends online. Roblox is a game targeted towards children and is therefore a suitable platform for children, which is why they probably reach their target audience so successfully. They emphasize respect and community, which aligns with creating a positive environment. As many players on the platform are children, they have similar ways of communicating and will mostly not create an unsafe space. 6. Made For Children With a mission to connect a billion people with optimism and civility, Roblox has a large, expertly trained team with thousands of members dedicated to protecting users and monitoring 24/7 for inappropriate content, usually flagging anything against guidelines within minutes. And with parental control settings, Roblox tries to be a safe space where parents can limit chat conversations to a selection of people or turn them off completely. Besides the Roblox guidelines, media companies still remain responsible for guaranteeing the safety of their user. It is therefore recommended to take more precautions when hosting a Roblox world and to monitor the project live with in-game hosts. This is exactly what Yle did during their different Roblox events: shadow-banning trolls. For their latest edition of the ‘Independence Day’ event, Yle even partnered with Netari, the biggest web youth center in Finland, who helped co-moderate the event to provide safety. Although it is possible to monitor events live, it is a challenge, especially if you have an unexpected amount of visitors. Another precaution Yle took to make the space safer was disabling the chat functionality. If visitors wanted to chat with their friends, they could still use other means such as WhatsApp and Discord. 7. An Honest Creator Economy Roblox offers several ways for creators to earn income on their platform. It allows players to create new experiences and is thus filled with user-generated content. Creators can develop experiences like games and virtual worlds, earning a share of the revenue from in-game purchases and interactions. They receive a portion of the Robux spent on items, game passes, and other in-game features within their experiences. On average 75% of the generated income for the experience goes to the creator. Engagement-based payouts reward creators based on the impressions their experiences generate. Additionally, creators can integrate immersive ads into their games, earning revenue based on user engagement with those ads. They can also create, sell and resell avatar items such as clothing, accessories, and animations, earning a share of the sales. Roblox actively supports its creator community, aiming to increase earnings and foster healthy growth, encouraging creators to keep building content for the Roblox platform. This also gives media companies the ability to monetize the experiences they create on Roblox. Conclusion The success of Roblox is nothing new. However, understanding why a free, simple and sometimes even lagging gaming platform knows such success can be more of a challenge. When visiting and engaging with Roblox experiences, it quickly becomes clear why children enjoy this as a way to spend their free time. They engage with many people, get to express themselves freely, participate in gaming experiences based on their favourite IP, play on whichever device they want, create content and be part of a positive community in a moderated space. For media companies, Roblox offers many opportunities to engage with younger audiences by using the platform's success and the presence of the younger generations. Because of Roblox’s international success, media companies can search out to collaborate with other companies to work together on bigger projects if they wish to experiment with the platform. It’s a good way to take a first step into the Roblox metaverse. “Roblox has something magical about it that connects this generation.” Wesa Aapro, Metaverse Lead at Yle

Why Music-Driven Video Marketing Campaigns Are Winning Big in 2025. Let’s talk about something we all feel before we even realize it: music. That beat you tap your fingers to in an ad, or the melody that sticks in your head long after the video ends—it’s not just there for vibes. It’s there to move you. And in 2025, brands are figuring that out faster than ever before. They’re not just choosing catchy songs anymore. They’re building entire video marketing campaigns, also called video advertising campaigns, around sound that connects, triggers emotion, and, most importantly, sticks. But this isn’t about following a formula. It’s about understanding that today’s audiences crave more than just a message. They want a moment. One that feels like it was made just for them. And what’s rising to the top of the strategy pile? Music-powered video storytelling. Nostalgia, weird beats, and timeless classics are taking over. You may have noticed it already, those early 2000s pop-punk riffs making a comeback in brand ads, or a familiar classical tune suddenly scoring a new sneaker campaign. That’s not random. It’s the result of brands tapping into three major music trends: nostalgia, gravitas, and quirky originality. Let’s start with the wave of Y2K nostalgia. A lot of millennials, now holding buying power, are reconnecting with the music of their teens. Marketers are using this to craft emotionally rich video advertising campaigns that hit people right in the memory bank. Taco Bell did more than simply hawk wares when it revived an edible offering with a punk classic of the late 1990s; it also generated chatter, shares, and even a couple of TikToks. And then there’s the classical approach, where symphonic soundtracks convey drama and importance right away. Credibility is lent by these tracks. These make a product debut as iconic and useful. Beethoven is not merely a sound used in the latest commercial by a sports business; it conveys a message. And finally, the rise of quirky, indie music. Brands like Apple are leaning into under-the-radar artists whose unique styles bring personality to their content. These aren’t your chart-toppers. They’re your feel-somethings. This strategy creates a real connection and gives small artists a platform, all while helping the brand feel fresh and bold. Video marketing campaigns are evolving—and it’s working. Here’s where things get even more interesting. These music-driven video advertising campaigns are paying off. Marketers aren’t just guessing that this works; they’re seeing it in the numbers. According to a recent Spotify study, 60% of users said ads that evoke nostalgic feelings are more likely to catch their attention. Even more, 75%, believe those feelings help them connect with others. That’s gold for marketers looking to build not just attention but affinity. But it’s not just about tapping into the past. It’s also about telling stories that feel real, human, and emotionally layered. Music helps create that mood fast. One song choice can turn a 30-second ad into an unforgettable experience. It’s no longer enough to just explain why a product is good. Brands need to show who they are, and music is one of the fastest ways to do it. What other brands (and even solopreneurs) can learn. You don’t need a billion-dollar ad budget to make this work. The same principles apply whether you’re a global brand or a solo entrepreneur building your first campaign. First: pick music with purpose. Don’t just grab a trendy track. Think about how you want your audience to feel after watching your video. Calm? Energized? Inspired? Choose a sound that delivers that emotional texture. Second: let music lead the storytelling. In successful video advertising campaigns, the song isn’t a last-minute add-on; it’s part of the script. The rhythm can dictate the editing, the build-up, even the tone of the voiceover or visuals. Start with sound, not just visuals. And third: think long-term. When someone hears that track again and connects it with your brand, that’s what we call brand imprinting. You’re not just making ads, you’re making memories. Video marketing campaigns aren’t just changing—they’re leveling up. Here’s the bottom line: music is more than a mood booster. It’s become a strategic driver in how brands craft, deliver, and elevate their message. These trends, nostalgia, classical influence, indie authenticity, they’re not passing fads. They’re reflections of how human attention works in today’s overloaded world. Video advertising campaigns that invest in meaningful sound choices are the ones standing out. The ones getting shared. The ones creating fans instead of just customers. If you’re looking to elevate your next marketing strategy or campaign, don’t just focus on copy or visuals. Start asking: What does your brand sound like? What song captures your message in a way words alone can’t? That’s where the real magic starts, and where your story begins to really sing.

A fashion brand once loved by Kate Middleton and Queen Camilla has reportedly collapsed into administration. Workwear brand Cefinn, which was founded by Samantha Cameron, is being wound down after years of losses. Kate Middleton had been spotted wearing Cefinn and Queen Camilla was also a fan. Cefinn founder Samantha Cameron is the wife of former Prime Minister David Cameron. The brand's two stores in Belgravia will remain open for now and will sell its autumn/winter collection. They are expected to close before next spring. Twenty-four employees will lose their jobs but they are expected to receive a redundancy package and paid notice. The Cefinn website is also still running and will continue trading as normal for the next few months. Cameron said in a statement posted on Instagram: “This was not a decision I have taken lightly, especially as we have recently seen strong trading figures. But, as a small company navigating the turbulence in the fashion wholesale sector, ongoing cost pressures and international trading restrictions, I have found it increasingly difficult to be certain that Cefinn can achieve the level of growth needed to reach a stable and profitable position.” She added: “I hope the Cefinn brand continues to live in the wardrobes of Cefinn fans for many seasons to come.” Cameron founded the company in 2017 and said it would offer “an urban uniform for busy women.” The brand's name was formed using the initials of her four children, Ivan, who died in 2009, Elwen, Florence, and Nancy. Cefinn's designs were also worn by the likes of Gillian Anderson, Gabby Logan, and Holly Willoughby. The company never managed to turn a profit and it faced troubles in recent years. Its sales fell by 5% to £4.2 million for the year ending October and its losses before tax were £354,000. Ecommerce site Matches, owned by Mike Ashley’s Frasers Group, had sold Cefinn's clothing but it collapsed last year. Reports suggested Cefinn was owed more than £100,000 after Matches fell into administration. When a company enters into administration, all control is passed to an appointed administrator. The administrator has to leverage the company's assets and business to repay creditors any outstanding debts. Once a company enters administration, a “moratorium” is put in place which means no legal action can be taken against it. Administrators write to creditors and Companies House to say they’ve been appointed. They try to stop the company from being liquidated, and if it can’t, it pays as much of a company’s debts from its remaining assets. The administrator has eight weeks to write a statement explaining what they plan to do to move the business forward. This must be sent to creditors, employees, and Companies House and invite them to approve or amend the plans at a meeting. A Notice of Intention is used to inform concerning parties that a company intends to enter administration. Cefinn, like many other retailers, has also been hit by lower consumer spending and tariff-related troubles. It broadened its range to sell more casual clothing after a slowdown in sales during the pandemic. It comes after another brand loved by Kate Middleton collapsed into administration in July. Maternity fashion retailer Seraphine stopped trading immediately and left the “majority” of its 95 staff redundant. It became a household name after the Princess of Wales wore its designs during her three pregnancies. The retail sector has struggled in recent years for a multitude of reasons. Higher inflation since 2022 has hit shoppers' budgets while businesses have struggled with higher wage, tax, and energy costs. Fashion retailer New Look has closed a dozen sites in the UK this year and also exited Ireland. Last month, Claire’s also collapsed into administration and stopped online orders for its customers. Both Hobbycraft and The Original Factory Shop are also shutting branches as part of restructuring efforts. The Centre for Retail Research has described the sector as going through a “permacrisis” since the 2008 financial crash. Figures from the Centre also show 34 retail companies operating multiple stores stopped trading in 2024, leading to the closure of 7,537 shops.

Prax Group’s sudden demise surprised some, but others saw ‘a house of cards’ built on a thirst for debt-fuelled growth. It was mid-April and the government had just finished nationalising British Steel, to prevent thousands of job losses at the Scunthorpe steelworks, when word reached Whitehall that another national infrastructure asset was wobbling. Prax Group, owner of the Lindsey oil refinery on the Humber estuary in northern England, was rumoured to be in financial trouble, stoking fears about jobs and disruption to critical fuel supplies. In a hastily arranged meeting at the department for energy security and net zero (DESNZ) on 13 May, a concerned Ed Miliband, the energy secretary, took solace from Prax’s owner and sole director, Winston Soosaipillai. Prax had suffered some setbacks, the seldom-seen oil boss is understood to have said, but it was not in any imminent danger and was even planning investment for the future. Within weeks, these assurances had crumbled to dust. By Friday of last week, ministers had been informed that Prax could not pay its debts – including sums owed to HM Revenue and Customs that the Financial Times reported had reached up to £250m – and was headed for insolvency. The shock update put 625 jobs at risk and sent officials scrambling to keep the refinery going. Prax’s recent woes began to spiral out of control more than a year before the government got wind that anything was wrong. The Soosaipillais bought their first petrol station in 1999, expanding into the importing, blending and storage of fuels. They ran State Oil from a modest £65,000 flat in Weybridge, Surrey, building a multinational oil and gas business with billions in revenue and 1,300 staff in a little over two decades. By 2014, the business was fuelling regular profits, not to mention a steady and increasing stream of dividends. The business continued to grow, via the acquisition of the fuel retail business Harvest Energy and later via the surprise purchase in 2021 of the Lindsey oil refinery from the French oil company Total for nearly $170m (£125m). However, the deal sent debts soaring, and Prax recorded a $75m loss with total liabilities reaching $2.3bn, nearly 10 times the level immediately before the Lindsey takeover. In a letter to staff, Soosaipillai acknowledged that the cost of operating Prax Lindsey had become ‘increasingly unsustainable’. Despite mounting debts, supply deals ensured a constant flow of crude. The refinery, though the smallest of the five remaining in the UK, still accounts for nearly 10% of national capacity. Owning such a strategically important asset has proved lucrative, with the Soosaipillais extracting about £11.5m in pay and dividends since the Lindsey deal. Despite their wealth, the couple did not flaunt it. The government has now ordered the Insolvency Service to investigate the conduct of the directors, primarily Soosaipillai. Those employees must now wait to see if government officials can find a buyer to secure the future of the refinery.

Life Dental Group has been named to the Inc. 5000 list for the fourth consecutive year. This prestigious ranking recognizes the fastest-growing private companies in America, celebrating innovation, growth, and leadership. Life Dental Group is the fifth-fastest-growing company in Mississippi. With 15 locations across Mississippi and Alabama—and an upcoming expansion into Tennessee—Life Dental Group is committed to delivering world-class, patient-focused care in the communities it serves. The organization’s growth is fueled by its dedication to exceptional customer service, community involvement, and its mission to make high-quality dental care accessible and welcoming for all. “We are honored to be recognized for the fourth year in a row,” said Jeff Hand, president of Life Dental Group. “Our success is a reflection of the incredible work of our doctors, hygienists, dental assistants, and office teams who serve our patients with skill, compassion and integrity every day.” Life Dental Group continues to expand into targeted communities and is seeking talented professionals to join its growing team. Opportunities are available for dentists, hygienists, dental assistants and office managers.

RelevantTec awarded Inc. 5000 Fastest Growing Private Companies 2025 With Three-Year Revenue Growth of 463.79 Percent, This Marks RelevantTec's First Time on the List Honored as one of the nation's fastest growing private companies by Inc. Magazine. Achieved 463.79% growth from 2021 to 2024 and ranked 913 nationally out of 5000 on the list, 99th in the State of Texas, and 42nd in Information Technology nationally, showcasing momentum in the IT and cybersecurity industry. Continues to expand its mission of providing the best in IT and cybersecurity to America's SMBs. LUBBOCK, Texas, Sept. 8, 2025 /PRNewswire/ -- RelevantTec, a leading MSP and provider of advanced cybersecurity solutions, today announced that it has been recognized on the 2025 Inc. 5000 list, the most prestigious ranking of the nation's fastest growing private companies. Inc. is the leading media brand and playbook for the entrepreneurs and business leaders shaping our future. This year's Inc. 5000 honorees have demonstrated exceptional growth while navigating economic uncertainty, inflationary pressure, and a fluctuating labor market. RelevantTec is among a select group of companies that are driving innovation and growth across the U.S. economy. This honor shows not only the company's revenue growth, but also its role in strengthening digital defenses and technology solutions for businesses of all sizes. RelevantTec's CEO, Nathan Hasse, commented upon the news of this prestigious recognition, "Earning a place on the 2025 Inc. 5000 list is a testimony to God's faithfulness. We are a Kingdom company, and everything we do is for His glory. We are who we are because of an amazing team that pours their hearts into our mission and the best customers who trust us to serve them. Our Mission Statement says it best: Working with people we love, Doing what we love, All to serve others! This recognition reflects living out that mission each day. As Matthew 25:34-40 reminds us, true greatness is found in serving others, and we are honored to build a business that reflects that calling." The Inc. 5000 celebrates entrepreneurial success stories across industries. Past honorees include Microsoft, Yeti, Zappos, Bombas, Fitbit, Calm, Flexport, Chobani, Docusign, Grove Collaborative, Oracle, Box, Trulia, and dozens of other alumni that have gone on to become household names. Since its founding in 2019, RelevantTec has focused on providing tailored cybersecurity services including threat detection, cloud security, compliance management, and managed security solutions. This recognition validates the company's role as a trusted partner in today's cybersecurity and technology world. "Making the Inc. 5000 is always a remarkable achievement, but earning a spot this year speaks volumes about a company's tenacity and clarity of vision," says Mike Hofman, editor-in-chief of Inc. "These businesses have thrived amid rising costs, shifting global dynamics, and constant change. They didn't just weather the storm—they grew through it, and their stories are a powerful reminder that the entrepreneurial spirit is the engine of the U.S. economy." About RelevantTec RelevantTec is a Texas-based Managed Services Provider and Cybersecurity firm dedicated to empowering their clients with the best in technology. Their vision is: Protect businesses from the vast world of cyber threats. Utilize technology to propel their clients' mission forward. Run the worthy race to make a Relevant Impact on the world around them. By combining cutting-edge technology with personalized service, RelevantTec helps businesses nationwide build resilience, ensure compliance, and stay ahead of threat actors.

E-commerce drives growth in Taiwan’s credit card payments market. Online transactions make up one-third of total card transaction value. Taiwan’s credit card payments market is projected to grow by 7% in 2025, reaching $156.2b (TWD5t), according to GlobalData. Growth is driven by rising consumer demand for cashless payments, expanding e-commerce, and increased adoption of contactless technology. In 2023, credit card transaction value rose by 19.9%, followed by 11.9% growth in 2024 to $145.9 b (TWD4.7t). Despite economic uncertainty and new U.S. tariffs, demand for credit cards remains strong. “Despite having a lower penetration than debit cards, credit cards are preferred for payment,” said Ravi Sharma, Lead Banking and Payments Analyst at GlobalData. “The average frequency of payments per card stands at 66.1 times in 2025, compared to 5.2 times for debit cards.” He said the growth is driven by a rising middle class, a young workforce, better payment infrastructure, and the surge in e-commerce and contactless payments. Credit cards made up 93.1% of all payment card transaction value in 2024. Most major banks offer installment plans, such as Taipei Fubon Bank’s six-month interest-free option for select purchases. E-commerce is a major contributor to credit card usage, with online transactions making up one-third of total card transaction value. Notable collaborations, such as Cathay United Bank’s co-branded credit card with online marketplace Shopee, reward consumers with Shopee’s Shrimp Coins for purchases made on the platform, further incentivising online credit card use. Public transport is also fueling growth. In November 2023, Metro Taipei partnered with Thales Group and MiTAC to introduce contactless payments using cards and digital wallets. GlobalData expects the market to continue growing, reaching $211.3 b (TWD6.8t) by 2029, with a CAGR of 7.8%.

Given the number of beer brands vying for consumers’ attention, businesses in the alcohol industry command fierce loyalty from their fans. Guinness drinkers, for example, will passionately defend their right to “split the G”. Meanwhile, Corona enthusiasts won’t be happy unless their drink is accompanied by a slice of lime. More often than not, this loyalty goes unrewarded, until now. In a bid to give back to its community, Peroni has taken the unprecedented step of creating a loyalty programme. ‘Club Peroni’ allows consumers to earn points by purchasing packs of beer in retail and hospitality establishments, or ordering a pint at the bar, and uploading either a receipt or a photo of themselves with the product. While there are Peroni-branded prizes up for grabs, it is the integration of partner rewards that makes the programme stand out from the crowd. Ferrari merchandise and BST Hyde Park tickets don’t just showcase Peroni’s high-profile brand partnerships. They create positive associations that are the foundation for deeper engagement, making them powerful brand-building assets. It’s easy to dismiss loyalty initiatives as short-term sales drivers. While they perform well in that regard, their impact extends much further. These programs can contribute to durable brand growth, influencing metrics such as loyalty, awareness, brand preference, and purchase intent. To capture that, marketers should embrace broader measurement frameworks that reflect the evolving consumer relationship. Another misconception is that loyalty programmes must operate in isolation. In reality, best-in-class activations should be plugged into other channels across the broader marketing ecosystem. However, it is the rich insights that loyalty programmes provide that should cause brands to cry out “Cheers”. This data can supercharge digital campaign performance. Some brands may opt to use this information to refine their targeting strategies. In either instance, measuring the programme’s true value paves the way for greater personalisation. Given that McKinsey’s research found that 71% of consumers expect personalised experiences, this will improve brand perception, strength, and loyalty over time. How can brands accurately judge the effectiveness of a loyalty campaign? A holistic measurement approach is required to unlock a loyalty programme’s full potential. Only by tracking results across multiple channels can they begin to understand the activation’s impact. For marketers trying to optimise their ad spend and ensure every interaction fuels tangible, sustainable growth, the message is clear: prioritise the right measurement metrics. Do this, and it won’t be long before they’re raising a glass to the power of loyalty and the equity it can brew.

Whether it's simple bliss, easily accessible happiness through reconnecting with nature; indulgent bliss, pleasure found in pampering activities like cruises, spa treatments, and delicious cuisine; or serene bliss, inner peace cultivated through meditation, yoga, or ice baths, all of these can be experienced when travelling in Thailand. These align perfectly with the "Fresh Your Feel, Heal Your Soul" campaign, a journey that enriches life. The Tourism Authority of Thailand invites tourism partners and the Thai public to embrace these three forms of holistic happiness: body, mind, and spirit. On this occasion, Apichai Chatchalermkit, Deputy Governor for Domestic Marketing at the Tourism Authority of Thailand (TAT), shares insights, trends, and perspectives on global wellness tourism, a growing interest among modern travellers seeking health-focused trips that enhance quality of life alongside exploration. Thai travellers also adopt this mindset, embracing travel patterns supporting sustainable tourism. When it comes to wellness tourism, a global travel trend. What comes to mind? What makes Thailand stand out? Wellness tourism, a trend promoting well-being for the body, mind, and spirit, often brings to mind leisure travel that combines physical comfort and inner peace. It’s the kind of trip that reconnects us with nature: waking early to enjoy healthy food, receiving relaxing massages, experiencing spa treatments, disconnecting from screens, breathing deeply, and making time for oneself. Thailand stands out in this space for several key reasons. First, Thai hospitality, the kindness and service-oriented nature of Thai people. Second, Thailand’s wealth of local ingredients and food culture. Third, Thai wisdom, herbal remedies and traditional massage practices that promote relaxation and healing. Fourth, the country’s abundant natural resources, from seas to forests to waterfalls. These experiences can also be paired with cultural attractions like temples or community-based tourism. All these elements create a seamless blend that rejuvenates body, mind, and spirit. This makes Thailand uniquely suited for wellness tourism. From a personal perspective, wellness tourism helps us truly unwind, recharge, and return to life with renewed energy. It’s like restoring your inner battery, healing before diving back into the stress of daily life. Beyond reducing stress, it also sparks inspiration and creativity. As for the economy, wellness tourism has become a vital driver. It appeals to increasingly health-conscious tourists. Entrepreneurs adapting to this trend, emphasising wellness and nature, can unlock new value and income streams, not just for themselves, but for local communities connected to the same ecosystem. From luxury hotels to small homestays, from restaurants to herbal massage parlours and souvenir shops, everyone can benefit. This form of tourism also aligns with sustainable principles, protecting the environment and passing on quality resources to future generations. Thailand has an abundance of wellness tourism experiences. If I had to name one now, I would mention the mineral bath services in Ranong Province, a destination I’d encourage many to explore. It’s home to Thailand’s largest natural mineral springs, known for their health benefits: relaxation, stress relief, improved circulation, pain relief, skincare, and more. Ranong also offers diverse experiences: seafood dining, village visits, and immersion in the local way of life. For those seeking solitude and nature, hiking, birdwatching, or forest treks, I recommend Nan Province, a charming destination blessed with scenic beauty and clean air. National parks like Doi Phu Kha, Khun Nan, Khun Sathan, Tham Sa Kuea, and Sri Nan bring visitors close to wildlife and lush landscapes. When it comes to sunsets, Thailand boasts stunning coastal views. One must-see is Phuket, where the combination of white sand beaches, clear waters, and scenic sunsets draws both Thai and international tourists. You can also enjoy holistic wellness services right there, making it easy to "Fresh Your Feel, Heal Your Soul." Whether exploring the historic old town or indulging in wellness activities, it’s a destination that leaves you wanting to stay. I believe wellness tourism will continue to grow among both domestic and international travellers. People today seek more meaningful, high-quality travel. Wellness tourism, with its mix of relaxation, healthy cuisine, body movement, and immersion in nature, fits perfectly with sustainable tourism principles. It can also merge seamlessly with cultural tourism, another of Thailand’s strengths. This creates an opportunity to generate income for local businesses, communities, and the nation, provided development stays sustainable. I encourage Thai people to travel at a slower, more mindful pace, giving both body and mind a chance to heal. Whether close to home or far away, Thailand offers it all. Sometimes, just the sound of the breeze or sight of the sea is enough to lift the fatigue. Add to that wellness accommodations, spas, and diverse health activities, and you’ll be hooked. To entrepreneurs, I say: get ready. Develop your services to support this growing demand for wellness tourism. It’s not about being big or small, urban or rural, every business can evolve to be part of this trend. The Tourism Authority of Thailand is here to support you, with promotion, market connections, and growth opportunities.

Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital - The Economic Times Business News Tech Funding Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital By Ajay Rag , ETtech Last Updated: Aug 12, 2025, 06:00:00 AM IST Follow us Share Font Size Abc Small Abc Medium Abc Large Save Print Comment Synopsis Bain Capital Ventures participated in the funding round that valued the company at $45 million (around Rs 394 crore) post the round. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto charges customers based on tasks completed. ETtech Anjali Sardana, founder and CEO, Pronto Home services startup Pronto has raised $11 million (around Rs 96 crore) in funding co-led by General Catalyst and Glade Brook Capital , with participation from Bain Capital Ventures, amid rising investor interest in on-demand home services. Pronto was valued at $45 million (around Rs 394 crore) post the latest round. Originally domiciled in Delaware, US, the startup has flipped back to India, founder and CEO Anjali Sardana told ET. Founded in April 2025 by Sardana, Pronto connects households in Gurugram with trained professionals for tasks such as cleaning, laundry, utensil washing, and basic meal preparation. The company operates on a shift-based model, enabling 10-minute fulfilment while offering workers guaranteed shifts and higher earnings, a move aimed at formalising a sector long dominated by informal networks. Over the next 12-18 months, Pronto plans to expand into Mumbai, Bengaluru, and other metros, setting up micro-hubs in residential clusters to ensure rapid service. "After we signed the term sheet for this round, we decided that this was the best time to flip back to India and make it an India-domiciled company. The reason being that as soon as we sign the documents for this round, then in order to flip the company from the US to India, we would have to pay, essentially, capital gains as you exit the US," said Sardana. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto said it charges customers based on tasks completed. Sardana said the platform’s average order value ranges between Rs 200 and Rs 300. She added that the model addresses long-standing challenges of unpredictable availability and lack of trust for households while tackling irregular incomes for workers. Each professional undergoes training and verification and is equipped for instant task fulfilment. However, Sardana acknowledged that such rapid expansion comes with increased costs. “A lot of times, when you want to expand, you oversupply first. That obviously costs money, and marketing costs money,” she said. Also, demand generation will be critical for the long-term sustainability of such a model. Given the high-frequency, low-ticket nature of the service, platforms need to ensure consistent utilisation of their workforce to balance supply and demand and control operational costs. The quick home services space is heating up. In May, Mumbai-based Snabbit raised $19 million in a round led by Lightspeed, with plans to expand into new markets. Add as a Reliable and Trusted News Source Add Now! Read more news on Home services startup Pronto funding General Catalyst Glade Brook Capital Pronto snabbit Gig economy workers (Catch all the Budget 2024 News , Events and Latest News Updates on The Economic Times .) ...more Add Comment Elevate your knowledge and leadership skills at a cost cheaper than your daily tea. Accenture job cuts flash a warning for Indian IT employees Can Star Air’s Ghodawat win where Mallya, Wadia failed? In Trump vs. economists, why economists are losing PVR Inox’s second act: Can a Bata-like pricing save it from OTTs? INR10 lakh crore value unlocked. Who made the most of startup IPOs? Don’t buy &amp; forget; buy, review &amp; hold for returns: 9 large-cap stocks with an upside potential of more than 29% When investing for the long term, parentage matters: 6 stocks that fit the bill, 5 with an upside potential of more than 34% Macro the Mightiest: ET Prime Special Series - Part 2 (B): Inflation… understand it because it means a lot to the stock market Subscribe Now

Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital - The Economic Times Business News Tech Funding Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital By Ajay Rag , ETtech Last Updated: Aug 12, 2025, 06:00:00 AM IST Follow us Share Font Size Abc Small Abc Medium Abc Large Save Print Comment Synopsis Bain Capital Ventures participated in the funding round that valued the company at $45 million (around Rs 394 crore) post the round. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto charges customers based on tasks completed. ETtech Anjali Sardana, founder and CEO, Pronto Home services startup Pronto has raised $11 million (around Rs 96 crore) in funding co-led by General Catalyst and Glade Brook Capital , with participation from Bain Capital Ventures, amid rising investor interest in on-demand home services. Pronto was valued at $45 million (around Rs 394 crore) post the latest round. Originally domiciled in Delaware, US, the startup has flipped back to India, founder and CEO Anjali Sardana told ET. Founded in April 2025 by Sardana, Pronto connects households in Gurugram with trained professionals for tasks such as cleaning, laundry, utensil washing, and basic meal preparation. The company operates on a shift-based model, enabling 10-minute fulfilment while offering workers guaranteed shifts and higher earnings, a move aimed at formalising a sector long dominated by informal networks. Over the next 12-18 months, Pronto plans to expand into Mumbai, Bengaluru, and other metros, setting up micro-hubs in residential clusters to ensure rapid service. "After we signed the term sheet for this round, we decided that this was the best time to flip back to India and make it an India-domiciled company. The reason being that as soon as we sign the documents for this round, then in order to flip the company from the US to India, we would have to pay, essentially, capital gains as you exit the US," said Sardana. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto said it charges customers based on tasks completed. Sardana said the platform’s average order value ranges between Rs 200 and Rs 300. She added that the model addresses long-standing challenges of unpredictable availability and lack of trust for households while tackling irregular incomes for workers. Each professional undergoes training and verification and is equipped for instant task fulfilment. However, Sardana acknowledged that such rapid expansion comes with increased costs. “A lot of times, when you want to expand, you oversupply first. That obviously costs money, and marketing costs money,” she said. Also, demand generation will be critical for the long-term sustainability of such a model. Given the high-frequency, low-ticket nature of the service, platforms need to ensure consistent utilisation of their workforce to balance supply and demand and control operational costs. The quick home services space is heating up. In May, Mumbai-based Snabbit raised $19 million in a round led by Lightspeed, with plans to expand into new markets. Add as a Reliable and Trusted News Source Add Now! Read more news on Home services startup Pronto funding General Catalyst Glade Brook Capital Pronto snabbit Gig economy workers (Catch all the Budget 2024 News , Events and Latest News Updates on The Economic Times .) ...more Add Comment Elevate your knowledge and leadership skills at a cost cheaper than your daily tea. Accenture job cuts flash a warning for Indian IT employees Can Star Air’s Ghodawat win where Mallya, Wadia failed? In Trump vs. economists, why economists are losing PVR Inox’s second act: Can a Bata-like pricing save it from OTTs? INR10 lakh crore value unlocked. Who made the most of startup IPOs? Don’t buy &amp; forget; buy, review &amp; hold for returns: 9 large-cap stocks with an upside potential of more than 29% When investing for the long term, parentage matters: 6 stocks that fit the bill, 5 with an upside potential of more than 34% Macro the Mightiest: ET Prime Special Series - Part 2 (B): Inflation… understand it because it means a lot to the stock market Subscribe Now

Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital - The Economic Times Business News Tech Funding Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital By Ajay Rag , ETtech Last Updated: Aug 12, 2025, 06:00:00 AM IST Follow us Share Font Size Abc Small Abc Medium Abc Large Save Print Comment Synopsis Bain Capital Ventures participated in the funding round that valued the company at $45 million (around Rs 394 crore) post the round. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto charges customers based on tasks completed. ETtech Anjali Sardana, founder and CEO, Pronto Home services startup Pronto has raised $11 million (around Rs 96 crore) in funding co-led by General Catalyst and Glade Brook Capital , with participation from Bain Capital Ventures, amid rising investor interest in on-demand home services. Pronto was valued at $45 million (around Rs 394 crore) post the latest round. Originally domiciled in Delaware, US, the startup has flipped back to India, founder and CEO Anjali Sardana told ET. Founded in April 2025 by Sardana, Pronto connects households in Gurugram with trained professionals for tasks such as cleaning, laundry, utensil washing, and basic meal preparation. The company operates on a shift-based model, enabling 10-minute fulfilment while offering workers guaranteed shifts and higher earnings, a move aimed at formalising a sector long dominated by informal networks. Over the next 12-18 months, Pronto plans to expand into Mumbai, Bengaluru, and other metros, setting up micro-hubs in residential clusters to ensure rapid service. "After we signed the term sheet for this round, we decided that this was the best time to flip back to India and make it an India-domiciled company. The reason being that as soon as we sign the documents for this round, then in order to flip the company from the US to India, we would have to pay, essentially, capital gains as you exit the US," said Sardana. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto said it charges customers based on tasks completed. Sardana said the platform’s average order value ranges between Rs 200 and Rs 300. She added that the model addresses long-standing challenges of unpredictable availability and lack of trust for households while tackling irregular incomes for workers. Each professional undergoes training and verification and is equipped for instant task fulfilment. However, Sardana acknowledged that such rapid expansion comes with increased costs. “A lot of times, when you want to expand, you oversupply first. That obviously costs money, and marketing costs money,” she said. Also, demand generation will be critical for the long-term sustainability of such a model. Given the high-frequency, low-ticket nature of the service, platforms need to ensure consistent utilisation of their workforce to balance supply and demand and control operational costs. The quick home services space is heating up. In May, Mumbai-based Snabbit raised $19 million in a round led by Lightspeed, with plans to expand into new markets. Add as a Reliable and Trusted News Source Add Now! Read more news on Home services startup Pronto funding General Catalyst Glade Brook Capital Pronto snabbit Gig economy workers (Catch all the Budget 2024 News , Events and Latest News Updates on The Economic Times .) ...more Add Comment Elevate your knowledge and leadership skills at a cost cheaper than your daily tea. Accenture job cuts flash a warning for Indian IT employees Can Star Air’s Ghodawat win where Mallya, Wadia failed? In Trump vs. economists, why economists are losing PVR Inox’s second act: Can a Bata-like pricing save it from OTTs? INR10 lakh crore value unlocked. Who made the most of startup IPOs? Don’t buy &amp; forget; buy, review &amp; hold for returns: 9 large-cap stocks with an upside potential of more than 29% When investing for the long term, parentage matters: 6 stocks that fit the bill, 5 with an upside potential of more than 34% Macro the Mightiest: ET Prime Special Series - Part 2 (B): Inflation… understand it because it means a lot to the stock market Subscribe Now

Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital - The Economic Times Business News Tech Funding Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital By Ajay Rag , ETtech Last Updated: Aug 12, 2025, 06:00:00 AM IST Follow us Share Font Size Abc Small Abc Medium Abc Large Save Print Comment Synopsis Bain Capital Ventures participated in the funding round that valued the company at $45 million (around Rs 394 crore) post the round. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto charges customers based on tasks completed. ETtech Anjali Sardana, founder and CEO, Pronto Home services startup Pronto has raised $11 million (around Rs 96 crore) in funding co-led by General Catalyst and Glade Brook Capital , with participation from Bain Capital Ventures, amid rising investor interest in on-demand home services. Pronto was valued at $45 million (around Rs 394 crore) post the latest round. Originally domiciled in Delaware, US, the startup has flipped back to India, founder and CEO Anjali Sardana told ET. Founded in April 2025 by Sardana, Pronto connects households in Gurugram with trained professionals for tasks such as cleaning, laundry, utensil washing, and basic meal preparation. The company operates on a shift-based model, enabling 10-minute fulfilment while offering workers guaranteed shifts and higher earnings, a move aimed at formalising a sector long dominated by informal networks. Over the next 12-18 months, Pronto plans to expand into Mumbai, Bengaluru, and other metros, setting up micro-hubs in residential clusters to ensure rapid service. "After we signed the term sheet for this round, we decided that this was the best time to flip back to India and make it an India-domiciled company. The reason being that as soon as we sign the documents for this round, then in order to flip the company from the US to India, we would have to pay, essentially, capital gains as you exit the US," said Sardana. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto said it charges customers based on tasks completed. Sardana said the platform’s average order value ranges between Rs 200 and Rs 300. She added that the model addresses long-standing challenges of unpredictable availability and lack of trust for households while tackling irregular incomes for workers. Each professional undergoes training and verification and is equipped for instant task fulfilment. However, Sardana acknowledged that such rapid expansion comes with increased costs. “A lot of times, when you want to expand, you oversupply first. That obviously costs money, and marketing costs money,” she said. Also, demand generation will be critical for the long-term sustainability of such a model. Given the high-frequency, low-ticket nature of the service, platforms need to ensure consistent utilisation of their workforce to balance supply and demand and control operational costs. The quick home services space is heating up. In May, Mumbai-based Snabbit raised $19 million in a round led by Lightspeed, with plans to expand into new markets. Add as a Reliable and Trusted News Source Add Now! Read more news on Home services startup Pronto funding General Catalyst Glade Brook Capital Pronto snabbit Gig economy workers (Catch all the Budget 2024 News , Events and Latest News Updates on The Economic Times .) ...more Add Comment Elevate your knowledge and leadership skills at a cost cheaper than your daily tea. Accenture job cuts flash a warning for Indian IT employees Can Star Air’s Ghodawat win where Mallya, Wadia failed? In Trump vs. economists, why economists are losing PVR Inox’s second act: Can a Bata-like pricing save it from OTTs? INR10 lakh crore value unlocked. Who made the most of startup IPOs? Don’t buy &amp; forget; buy, review &amp; hold for returns: 9 large-cap stocks with an upside potential of more than 29% When investing for the long term, parentage matters: 6 stocks that fit the bill, 5 with an upside potential of more than 34% Macro the Mightiest: ET Prime Special Series - Part 2 (B): Inflation… understand it because it means a lot to the stock market Subscribe Now

Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital - The Economic Times Business News Tech Funding Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital Home services startup Pronto raises $11 million from General Catalyst, Glade Brook Capital By Ajay Rag , ETtech Last Updated: Aug 12, 2025, 06:00:00 AM IST Follow us Share Font Size Abc Small Abc Medium Abc Large Save Print Comment Synopsis Bain Capital Ventures participated in the funding round that valued the company at $45 million (around Rs 394 crore) post the round. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto charges customers based on tasks completed. ETtech Anjali Sardana, founder and CEO, Pronto Home services startup Pronto has raised $11 million (around Rs 96 crore) in funding co-led by General Catalyst and Glade Brook Capital , with participation from Bain Capital Ventures, amid rising investor interest in on-demand home services. Pronto was valued at $45 million (around Rs 394 crore) post the latest round. Originally domiciled in Delaware, US, the startup has flipped back to India, founder and CEO Anjali Sardana told ET. Founded in April 2025 by Sardana, Pronto connects households in Gurugram with trained professionals for tasks such as cleaning, laundry, utensil washing, and basic meal preparation. The company operates on a shift-based model, enabling 10-minute fulfilment while offering workers guaranteed shifts and higher earnings, a move aimed at formalising a sector long dominated by informal networks. Over the next 12-18 months, Pronto plans to expand into Mumbai, Bengaluru, and other metros, setting up micro-hubs in residential clusters to ensure rapid service. "After we signed the term sheet for this round, we decided that this was the best time to flip back to India and make it an India-domiciled company. The reason being that as soon as we sign the documents for this round, then in order to flip the company from the US to India, we would have to pay, essentially, capital gains as you exit the US," said Sardana. The fresh capital will also be used to onboard and train 10,000 additional professionals, invest in quality-assurance systems, and roll out real-time operations technology. Unlike traditional time-based models, Pronto said it charges customers based on tasks completed. Sardana said the platform’s average order value ranges between Rs 200 and Rs 300. She added that the model addresses long-standing challenges of unpredictable availability and lack of trust for households while tackling irregular incomes for workers. Each professional undergoes training and verification and is equipped for instant task fulfilment. However, Sardana acknowledged that such rapid expansion comes with increased costs. “A lot of times, when you want to expand, you oversupply first. That obviously costs money, and marketing costs money,” she said. Also, demand generation will be critical for the long-term sustainability of such a model. Given the high-frequency, low-ticket nature of the service, platforms need to ensure consistent utilisation of their workforce to balance supply and demand and control operational costs. The quick home services space is heating up. In May, Mumbai-based Snabbit raised $19 million in a round led by Lightspeed, with plans to expand into new markets. Add as a Reliable and Trusted News Source Add Now! Read more news on Home services startup Pronto funding General Catalyst Glade Brook Capital Pronto snabbit Gig economy workers (Catch all the Budget 2024 News , Events and Latest News Updates on The Economic Times .) ...more Add Comment Elevate your knowledge and leadership skills at a cost cheaper than your daily tea. Accenture job cuts flash a warning for Indian IT employees Can Star Air’s Ghodawat win where Mallya, Wadia failed? In Trump vs. economists, why economists are losing PVR Inox’s second act: Can a Bata-like pricing save it from OTTs? INR10 lakh crore value unlocked. Who made the most of startup IPOs? Don’t buy &amp; forget; buy, review &amp; hold for returns: 9 large-cap stocks with an upside potential of more than 29% When investing for the long term, parentage matters: 6 stocks that fit the bill, 5 with an upside potential of more than 34% Macro the Mightiest: ET Prime Special Series - Part 2 (B): Inflation… understand it because it means a lot to the stock market Subscribe Now

What Britishvolt’s Collapse Means for the Future of UK Skip to content Get An Instant Quote Request A Call Back View Larger Image What Britishvolt’s Collapse Means for the Future of UK Innovation and Industry When Britishvolt went bust in early 2023, many people were shocked. Here was a company that promised to bring thousands of jobs, help the UK lead the way in electric vehicles, and breathe new life into a proud industrial town. Instead, it ran out of money, construction stopped, and around 200 people lost their jobs almost overnight. But this wasn’t just a story about one company getting it wrong. Britishvolt’s collapse says something bigger about where the UK is headed, and what we need to get right if we want to stay in the game, especially in industries like electric cars and green tech. The big idea that didn’t work out Britishvolt launched in 2019 with a bold plan to build a massive battery ‘gigafactory’ in Blyth, Northumberland. It would power the next generation of electric vehicles, create over 3,000 jobs, and turn a former coal port into a modern hub of clean energy innovation . There was genuine excitement. The government said it would put in up to £100 million if the company hit certain construction milestones. Big investors like Glencore backed it. And for Blyth, a place that’s seen more than its share of industrial decline, it felt like a rare bit of good news. But things started to unravel. By early 2023, Britishvolt had burned through its money. There was no real progress on the factory, no confirmed customers for the batteries, and confidence among investors had dried up. The company folded, leaving many questions and a giant empty plot of land. Why this matters more than you might think Losing a start-up is one thing. But Britishvolt’s failure wasn’t just a blow to Blyth; it raised serious questions about how ready the UK is for the future of car manufacturing. Right now, we only have one operating battery plant, and it’s Chinese-owned. Meanwhile, countries across Europe are building dozens of them. If we don’t catch up, carmakers might simply decide to leave the UK altogether. And, with the deadline looming to stop selling petrol and diesel cars by 2030, we don’t have much time to turn things around. It’s not just about jobs or factories either. After Brexit, the rules for trading cars with the EU got stricter. If too many parts come from outside the UK or Europe, like the battery, cars exported to Europe get hit with tariffs. So if we don’t make batteries here, British-built cars suddenly become more expensive to sell abroad. So what went wrong? In short, Britishvolt was trying to run before it could walk. They didn’t have confirmed buyers, and no major carmaker had agreed to buy their batteries. Without those deals, raising money is hard, especially in a market where investors are already nervous. Work on the site fell behind schedule, which meant they couldn’t unlock the government’s promised funding and started missing key targets. On top of this, costs were rising fast. The war in Ukraine pushed up prices for energy and materials. Labour costs were climbing, too. All of that made it harder to stick to budgets and timelines. With no clear revenue in sight and big bills piling up, investors started backing away, and the whole thing collapsed. What happens to the site now? There’s still some hope for Blyth. The location is ideal as it has a deepwater port, strong electricity connections (including from renewables), good transport links, and a ready supply of skilled workers. That’s why other companies are still interested in picking up the project. If the right partner steps in, ideally a big-name carmaker or a serious manufacturing group, the dream of a battery factory in Blyth could still come true. It just might not be Britishvolt that builds it. Where do we go from here? Britishvolt’s story shows us where the UK got it wrong and what we can do better. Don’t go it alone Most successful battery factories in Europe are joint ventures between governments and big car companies. Britishvolt didn’t have that kind of backing. We need everyone pulling in the same direction to build something this big and this important. Give investors certainty A single government grant isn’t enough. Investors want to know that there’s a long-term strategy, political stability and a clear plan to support green manufacturing. Think big and long-term This isn’t just about one site or one factory. It’s about making sure the UK has the skills, supply chains and infrastructure to lead in electric vehicle production. That means training workers, investing in energy networks, and supporting research and development. It’s not all doom and gloom Yes, Britishvolt failed. But that doesn’t mean the whole idea was wrong. In fact, it might help us get smarter about how we build the next phase of UK industry. Sometimes failure is the thing that finally makes people pay attention. The UK still has a lot going for it &#8211; brilliant engineers, a proud manufacturing history, top universities, and growing interest in clean tech. We’ve already seen significant investments elsewhere, like Ford pumping £125 million into its Halewood plant for EV production. The trick now is to keep that momentum going and ensure projects like Britishvolt’s don’t fall through the cracks again. A final thought There’s no sugar-coating it; Britishvolt’s collapse was a blow. For the workers, the local economy, and the UK’s hopes of leading in green tech. But there’s still a chance to turn things around. The site is there. The need for batteries is only going to grow. And with the right mix of public support, private investment, and big-picture thinking, Blyth can still play a key role in the UK’s industrial future. We just have to act fast, because while we’ve been watching projects fail, other countries have been building. Worried about your business? We can help If you’re running a business facing financial pressure or you’ve been affected by administration, insolvency or failed investments, our team is here to offer expert, honest advice. Call us on 0800 246 1845 or email mail@leading.uk.com for a free, confidential chat. No pressure, just straight answers from people who understand. By Viv1 | 2025-08-29T13:10:01+01:00 May 19th, 2025 | Industry News | Comments Off on What Britishvolt’s Collapse Means for the Future of UK Innovation and Industry Share This Story, Choose Your Platform! Facebook Twitter LinkedIn Reddit WhatsApp Tumblr Pinterest Vk Email Related Posts Why UK Interest Rates Are Set to Fall at a Slower Pace After the Budget? Gallery Why UK Interest Rates Are Set to Fall at a Slower Pace After the Budget? January 23rd, 2025 Everest Windows Collapses: What Led the Double-Glazing Giant into Administration? Gallery Everest Windows Collapses: What Led the Double-Glazing Giant into Administration? September 12th, 2024 UK Business Failures at a 30-Year High: What’s Causing the Surge? Gallery UK Business Failures at a 30-Year High: What’s Causing the Surge? September 2nd, 2024 UK Insolvencies: Unravelling Economic Realities Amid Soaring Figures Gallery UK Insolvencies: Unravelling Economic Realities Amid Soaring Figures April 29th, 2024 Uncovering Fraudulent Activities: Understanding Fraud Under the Insolvency Act 1986 Gallery Uncovering Fraudulent Activities: Understanding Fraud Under the Insolvency Act 1986 October 23rd, 2023 Get An Instant Quote Request A Call Back Go to Top

How Hybrid Work Drives Foodservice Opportunities | CO- by US Chamber of Commerce Meet The 2025 CO—100: Get to know this year&#039;s top small businesses! Skip to main content Skip to footer CO– by US Chamber of Commerce Start Everything that you need to know to start your own business. From business ideas to researching the competition. Start Run Practical and real-world advice on how to run your business — from managing employees to keeping the books Run Grow Our best expert advice on how to grow your business — from attracting new customers to keeping existing customers happy and having the capital to do it. Grow Good Company Entrepreneurs and industry leaders share their best advice on how to take your company to the next level. Good Company Product Guides Let us help your business find the best tools and solutions to thrive and grow. Product Guides Sign In &nbsp; Sign Up Start Everything that you need to know to start your own business. From business ideas to researching the competition. Business Ideas Strategy Startup Run Practical and real-world advice on how to run your business — from managing employees to keeping the books Finance Human Resources Technology Business Financing Grow Our best expert advice on how to grow your business — from attracting new customers to keeping existing customers happy and having the capital to do it. Customers Marketing Sales Thrive Good Company Entrepreneurs and industry leaders share their best advice on how to take your company to the next level. Growth Studio Ask the Board The Leap Launch Pad Product Guides Let us help your business find the best tools and solutions to thrive and grow. Subscribe to our Newsletter Attend an Event About Us CO— BrandStudio Looking for your local chamber? Chamber Finder Interested in partnering with us? Media Kit Good Company &raquo; Launch Pad Demand for Restaurant-Style Meals at Home Drives Grocery Opportunities Supermarkets are elevating their food offerings to replicate outside dining experiences, including via full-service, in-store restaurants, executives told CO—. By: Mark Hamstra , Contributor Share Unchecked Bookmark Icon Save SpartanNash seeks to help consumers prepare restaurant-quality meals at home with its private-label line, Finest Reserve by Our Family. &mdash; SpartanNash Why it matters: 25% of consumers said they were replacing quick-service/fast-casual restaurant meals with retail purchases, according to the Power of Foodservice at Retail report from FMI, The Food Industry Association. Meanwhile, spending on foodservice in supermarket delis rose 4.2% in 2023, to $49.9 billion, the report found. Against that backdrop and amid the rise of remote and hybrid work, grocery chains are making meal prep more convenient and upscale for consumers, helping them recreate restaurant-style dishes close to home, and even offering in-store dining experiences. Grocery stores are seeking to capture an increasing share of consumers’ spending on meals by positioning themselves as convenient, high-quality, and affordable alternatives to restaurant dining. Supermarket companies including SpartanNash , The Fresh Market , Gelson’s , Hy-Vee , and H-E-B are among those that have embraced this trend. Retailers and restaurants have long battled for what is sometimes called “share of stomach,” or the amount that consumers spend on groceries versus meals prepared in restaurants. Economic factors play an important role in this competition for market share. During a strong economy, consumers are more likely to spend money on dining out at restaurants; and conversely, during challenging economic times, consumers tend to capitalize on the cost savings of buying meal ingredients at the grocery store. While cooking meals at home became much more commonplace during the pandemic, consumers began returning to restaurants as restrictions eased. Grocery retailers have managed to retain some share of meal spending, however, by seeking to make meal prep more convenient for their shoppers and helping them recreate restaurant-style experiences. The 2023 Power of Foodservice at Retail report from FMI — The Food Industry Association , the largest trade group for the retail grocery industry, found that shoppers have been increasing their spending on prepared foods from supermarket deli departments, where most prepared foods are sold. Supermarket prepared foods are most likely to replace purchases at quick-service or fast-casual restaurants: The report found that 25% of shoppers said they were replacing these types of restaurant meals with retail purchases, up from 17% who said they were doing so in the preceding year. It also cites data from NIQ (formerly Nielsen), showing that supermarket deli foodservice dollar sales grew to $49.9 billion in the year ending October 2023, up 4.2% from the year-ago period. The trend is expected to continue, according to the FMI report. Among the factors favoring increased spending on grocery foodservice is the trend toward hybrid/remote work. Nearly 20% of shoppers reported consuming deli-prepared foods from grocery stores at least a little more often because of changes in their remote-work situations, with lunch seeing the biggest gains from these changes. SpartanNash focuses on meal solutions: ‘Discerning shoppers’ won’t sacrifice quality or flavor Tony Sarsam, CEO of grocery retailer and wholesaler SpartanNash, said consumers are seeking indulgent food experiences and looking for local flavors and brands. SpartanNash has been seeking to appeal to these customers with innovative solutions that offer convenient and affordable fresh meal options, such as its restaurant meals to go . “Our discerning shoppers are increasingly prioritizing value without wanting to sacrifice quality or flavor,” he said. Tony Sarsam, CEO of grocery retailer and wholesaler SpartanNash, said consumers are seeking indulgent food experiences and looking for local flavors and brands. This has led to the recent launch of the company’s Finest Reserve by Our Family private-label line, which brings sophisticated flavors and products to its own brand portfolio, while maintaining a focus on value. “This assortment is meant to exceed our customers’ expectations and provide an even more elevated and refined private-label experience, especially in home-cooking scenarios,” Sarsam said. The collection includes artisan-crafted frozen pizzas, upscale pastas, sauces, dressings and marinades, premium spices, salts and seasoning blends, as well as chocolates and wines. “It is designed to engage the senses with authentic flavors and a fresh take on traditional ingredients,” with a goal of helping customers create memorable meal experiences at home, Sarsam said. Food manufacturers have also sought to appeal to consumer demand for convenience when it comes to meal preparation. They are offering more of what Sarsam described as “just add” products, which make it easy for consumers to prepare meals, like with the addition of water or eggs, for example. These include the increasing variety of just-add-water Asian noodle products that mirror the on-trend dishes available in restaurants, such as ramen and pho, which are available from companies like Lotus Foods and Snapdragon . Instant breakfast meals include the Just Crack an Egg line of instant breakfast scrambles, which allow consumers to make an easy at-home breakfast with just the addition of an egg. Consumers are also gravitating toward “just-add” baking mixes for a variety of treats, from cookies to brownies and cupcakes. “There is a continuum of convenience, and the most expensive items are usually the most convenient, ready-to-eat, grab-and-go options,” Sarsam said. “On the other end of the continuum, you have white flour and other raw ingredients. We’re seeing most consumers settling in the middle with ‘just add’ options becoming more and more popular.” The SpartanNash private-label assortment has also been gaining market share, and Sarsam said he expects continued momentum with new product innovation. In addition to more natural, organic, and plant-based products, planned introductions also include grab-and-go options such as premium, fresh-cut fruits and vegetables, grilled-to-order paninis, store-made artisan sandwiches, and party platters for entertaining. Demand for convenient meal solutions is expected to continue to grow, he said. “As a result of the macro-economic trends, families are still cautious about their discretionary spending, and we anticipate they will continue to depend on grocery stores for simple, yet sophisticated meal options,” Sarsam said. The Fresh Market&#039;s &quot;Little Big Meals&quot; offering provides meal solutions that mimic the offerings consumers might otherwise find only at restaurants. &mdash; The Fresh Market From ‘Little Big Meals’ for families that mimic restaurant fare to livestream cooking demos Some grocery retailers, such as Gelson’s and The Fresh Market, have long helped their customers solve their meal-preparation needs. The Fresh Market, with 162 stores across the East Coast and Midwest, is among the grocery retailers that have now placed an emphasis on making restaurant-quality meal preparation a central aspect of their competitive positioning. Among its recent initiatives is an offering called “ Little Big Meals ” that provide meal solutions that mimic the offerings consumers might otherwise find only at restaurants. The meals include everything needed to quickly make dishes such as fajitas, street tacos, meatloaf or stir fry (the options change weekly). They’re priced “to feed a family of four without eating your budget,” the retailer says. The company has also been on the leading edge when it comes to helping customers create at-home holiday meals. It is one of the few supermarket chains that have embraced livestream shopping, giving cooking tips, recipes, and holiday meal-planning advice, complete with shoppable links. Recent livestreams have included tips for making a Mother’s Day brunch, with a recipe demonstration for apple fritters and some suggestions for wines and flower arrangements; and Cinco de Mayo Fusion Style, with tips for creating a menu of tamales, tacos, chips and dip, margaritas, and other fare. Gelson’s, meanwhile, which operates 28 supermarkets in Southern California, has also embraced the concept of offering restaurant-quality meals, with its “ What’s 4 Dinner ” four-person heat-and-eat packaged meal kits and its “Dinner 2 Nite” heat-and eat meals for two. “Sit back, relax, and enjoy two servings of a restaurant-quality meal prepared by our chefs,” the retailer says in its promotion for the meals. Options include a citrus garlic tri-tip kabob with vegetables, chicken Romano with pasta and asparagus, and many others, including some plant-based options. The meals are fully cooked and refrigerated and come with reheating instructions. H-E-B has about two dozen in-store barbecue restaurants called True Texas BBQ, and operates other concepts focusing on foot items like pizza, sushi, and Mexican food. &mdash; H-E-B Branded in-store restaurants: ‘It doesn’t feel like you’re in a grocery store anymore’ Still, other supermarkets, including Hy-Vee and H-E-B, have taken restaurant-quality meals a step further and opened full-scale branded restaurants inside their stores. Hy-Vee, for example, which operates more than 300 grocery stores across the Midwest, is well-known for its variety of in-store restaurants. It’s Chinese prepared-food offerings, dubbed HyChi , have loyal followings of fans, and it operates in-store food courts that feature multiple restaurant brands, including The Hibachi, Mia Pizza, Nori Sushi, and others. Hy-Vee also has a partnership with Wahlburgers ( the chain from the celebrity Wahlberg brothers ) to operate its restaurants in some of its supermarkets. H-E-B, a regional operator operating most of its 400-plus locations in Texas, has also been at the forefront of the in-store restaurant trend. It recently opened an in-store food hall called Main Streat by H-E-B Food Hall &amp; Bar at a supermarket in Austin, offering six different branded foodservice concepts. It also has about two dozen in-store barbecue restaurants called True Texas BBQ, and operates other concepts focusing on pizza, sushi, grilled chicken, Mexican food, and one location of a seafood restaurant called True Texas Boil in Houston. H-E-B’s True Texas BBQ, in fact, was named the best barbecue restaurant chain in Texas by Texas Monthly magazine in 2019. “Each location of True Texas BBQ is designed like a stand-alone restaurant—with an ordering counter, tables, and fountain drinks,” the magazine explained . “It doesn’t feel like you’re in a grocery store anymore.” CO— aims to bring you inspiration from leading respected experts. However, before making any business decision, you should consult a professional who can advise you based on your individual situation. CO—is committed to helping you start, run and grow your small business. Learn more about the benefits of small business membership in the U.S. Chamber of Commerce, here . Interested in a small business membership? Find out how the U.S. Chamber of Commerce can help your company grow and thrive in today's rapidly-evolving business environment. Connect with our team to learn how a small business membership can benefit your bottom line and help you achieve your goals. Learn More Subscribe to our newsletter, Midnight Oil Expert business advice, news, and trends, delivered weekly Email Subscribe By signing up you agree to the CO&mdash; Privacy Policy. You can opt out anytime. Published September 03, 2024 For more business strategies Strategy Adapt These Big Business Strategies to Score on Small Business Saturday Strategy Improve Disaster Preparedness with Readiness for Resiliency Program Strategy How to Get a Seller&#039;s Permit and Sales Tax ID By continuing on our website, you agree to our use of cookies for statistical and personalisation purposes. Know More I Agree Designed for business owners, CO&mdash; is a site that connects like minds and delivers actionable insights for next-level growth. Contact U.S. Chamber of Commerce 1615 H Street, NW Washington, DC 20062 Social links Instagram LinkedIn Twitter Facebook Flipboard Looking for local chamber? Chamber Finder Stay In Touch Newsletter Sign Up Interested in partnering with us? Media Kit &copy; 2025 CO&mdash; by U.S. Chamber of Commerce Contact About Us Privacy Accessibility Terms Sitemap RSS Media Kit

The Flowery Ranks No. 86 on 2025 Inc. 5000 List, Marking 3,800% Growth Dispensaries The Flowery Culture Legalization Of Cannabis Marijuana Legalization New York New York Cannabis Florida Cultivation The Flowery Ranks No. 86 on 2025 Inc. 5000 List, Marking 3,800% Growth 3 months ago by Honeysuckle Team &#8226; 2 min read The Flowery has been named No. 86 on the 2025 Inc. 5000 list of America’s Fastest-Growing Private Companies. With 3,800% revenue growth over three years, the multi-state brand continues to expand while staying true to its culture-first mission. With rapid expansion in Florida and New York, the multi-state cannabis leader earns national recognition for business performance and community commitment. The Flowery has secured a place among the fastest-growing private companies in the United States, ranking&nbsp;No. 86 on the 2025 Inc. 5000 list. This prestigious recognition highlights the company’s exceptional&nbsp;3,800% revenue growth&nbsp;over the past three years and its ability to scale successfully in two of the country’s most competitive cannabis markets. Founded in 2018, The Flowery has grown from a single Florida operation into a multi-state presence with&nbsp;13 dispensaries in Florida, 8 locations across New York, and delivery services in both states. While its footprint has expanded quickly, the company has maintained its focus on premium product curation, authentic community relationships, and a culture-driven approach to retail. “This recognition is a testament to staying authentic while growing with intention,” said CEO&nbsp; Elad Kohen . “It’s an important win we proudly share with our team, our consumer community, our exclusive brand partners, and the culture we are proud to help shape.” The Flowery’s approach to product selection is highly curated, working with top-tier cultivators and brands such as 710 Labs, Preferred Gardens, Wizard Treez, Doja , Packs, Backpack Boyz , Super-Dope, and To the Moon. This dedication to quality has built a loyal and diverse customer base—ranging from seasoned enthusiasts to those new to cannabis—while reinforcing the brand’s reputation for excellence. Milestones Beyond Growth The Flowery’s inclusion on the Inc. 5000 list comes during a year of major achievements: Expanded retail in New York City&nbsp;to become the state’s largest cannabis operator. Partnered with Rolling Loud Miami&nbsp;for the festival’s 10-year anniversary, marking the first cannabis brand collaboration of its kind. Introduced live shoppable cannabis content, pioneering an innovative model for consumer engagement and commerce. For The Flowery, these accomplishments reflect more than numbers—they speak to a philosophy centered on elevating the cannabis experience through integrity, creativity, and connection. Looking Ahead While recognition from&nbsp; Inc. &nbsp;places The Flowery among elite company, its mission remains unchanged: to prioritize quality, community, and culture while continuing to push the boundaries of what’s possible in cannabis retail. The complete 2025 Inc. 5000 list, along with company profiles and industry breakdowns, is available at&nbsp; inc.com/inc5000 . For more on The Flowery, visit&nbsp; theflowery.co &nbsp;and follow&nbsp; @floweryflorida &nbsp;and&nbsp; @theflowerynyc &nbsp;on Instagram. The link has been copied! Subscribe to new posts. Subscribe Processing your application Great! Check your inbox and confirm your subscription There was an error sending the email Subscribe to be notified of new content and support Honeysuckle Magazine, help keep this site independent. You’ve successfully subscribed to Honeysuckle Magazine Welcome back! You’ve successfully signed in. Great! You’ve successfully signed up. Your link has expired Success! Check your email for magic link to sign-in. Please enter at least 3 characters 0 Results for your search

Tourists lose it over All’Antico Vinaio sandwich shop in Florence | news.com.au — Australia’s leading news site for latest headlines Deals of the Week In the know quiz Travel Travel Ideas Food &amp; Drink Tourists lose it over $11 viral sandwich in Florence If you have been to this city, chances are you’ve heard of this viral eatery with the store making a reported 10,000 sandwiches every weekend. Shireen Khalil @Shireenkal 3 min read July 11, 2024 - 3:40PM An extraordinarily popular sandwich shop in Florence has taken the world by storm. With more than 20 locations in Italy and the United States, what was once a small sandwich shop is now an ever-expanding business. If you haven’t been to All’Antico Vinaio, a hole-in-the-wall shop on Via dei Neri, add it to your list the next time you’re gallivanting around Florence. Be warned though, the lines are long, but as many will argue, “totally worth it”. I mean, if they’re reportedly selling 10,000 paninis in two days – you know it’s got to be good. US food blogger and TikToker Jack who goes by the handle ‘Jack’s Dining Room’, recently visited the store with his clip attracting a massive 17.2 million views. He tried four paninis and was left salivating. He was also blown away by the operation of the small store. Tourists are obsessed with All’Antico Vinaio in Florence – a famous panini shop. Picture: TikTok/jacksdiningroom “I’m at the most famous sandwich place in the world. It is unlike anything I have ever seen,” he said. “They’re pumping out fresh bread every five minutes and they paint it with olive oil every time they come out of the oven. “There is one dude in the back who doesn't’ see the light of day, he is just on a meat slicer, [there’s] one dude just slicing bread all day. “One dude is just saucing bread and then every five minutes they will yell ‘more bread’ and this dude runs by with mounds of bread.” According to Jack, the eatery goes through 10,000 sandwiches every weekend. “I have never seen a line like this in my entire life,” he said as the camera panned toward the huge crowd. Us food blogger and TikToker Jack was blown away by how good it tastes. Picture: TikTok/jacksdiningroom The famous sandwich store goes through about 10,000 paninis every weekend. Picture: TikTok/jacksdiningroom “This place is not a sandwich shop, it’s a bank. I reckon All’Antico is making more money than Goldman Sacks on a good weekend,” he joked. Jack, who was in Florence last August, got stuck into a seasonal prosciutto and fig panini. “Look at how sexy this is,” he said while holding it up to the camera. “Oh man, this fig with the prosciutto is essentially a gift from the Gods.” Jack said he had never seen anything like it. Picture: TikTok/jacksdiningroom He was also left stunned by the operations of the small hole-in-the-wall eatery. Picture: TikTok/jacksdiningroom He then went in for a porchetta panini with a spicy sauce topped with eggplant and rocket and their house specialty — .truffle salami. He was left speechless after indulging in both. The cheapest panini on the menu are for €7.00 ($11), while the most expensive are €11.00 $17). One Aussie woman also happened to be in Europe around the same time last year and gave her verdict after visiting one of the Rome stores. Ayeh Manfre, who is an Aussie cook from Sydney, ordered a panini with pistachio cream, stracciatella cheese, sun-dried tomatoes, and arugula. Aussie cook Ayeh Manfre rated it a seven out of 10. She said while it wasn’t ‘amazing’ it was still definitely worth trying. Picture: TikTok/fcayehmanfre She rated it a seven out of 10 and said while it wasn’t “amazing”, it was still definitely “worth a try”. TikTok is awash with clips of tourists indulging in the famous paninis. The store itself boasts more than 1.5 million combined followers on TikTok and Instagram. @eliseseats Happy girl w/ her sandwich #italy🇮🇹 #tastetest #florence ♬ That's Amore - Dean Martin @sistersnacking Still the top panino we’ve tried in Florence, Italy! #florence #florenceitaly #florencefood #italy #allanticovinaio #sistersnacking ♬ Dolce Nonna - Wayne Jones & Amy Hayashi-Jones Although these platforms have played a huge role in its success, before social media was a big thing, the popular Florence store was still attracting the masses. Its story dates back to 1989, when the Mazzanti family took over the management of a small rotisserie in Via Dei Neri in Florence. Others, however, can’t stop raving about it, saying it’s worth the hype. Picture: TikTok/eliseseats TikTok is awash with clips of tourists indulging in the famous paninis. Picture: TikTok/eliseseats Tommaso, the man now at the helm, joined the company in 2006 and transformed the rotisserie into a schiacciateria. Soon enough, Antico Vinaio became a point of reference for the city of Florence and for street food lovers from all over the world. “The first successes came in 2014 as Antico Vinaio became the most reviewed place in the world on TripAdvisor and in Italy for years,” the site reads. More Coverage Shock as huge celebrity spotted in economy $7 dish tourists can’t get enough of Shireen Khalil “In 2016 Saveur magazine, the famous food and wine magazine, declared that one of the best sandwiches in the world is eaten right at Antico Vinaio.” And today, it success continues to grow with a total of 20 stores in Italy and America and more than 300 collaborators worldwide. The Florence shop is a two-minute walk from the Palazzo Vecchio. More related stories Asia ‘People don’t believe me’: Japan culture shock A Japanese-Australian food tour guide reveals the big differences between dining in the two countries. Read more Food &amp; Drink Two Aussie bars make World’s Best list Two Aussie bars - one in Sydney and the other in Melbourne - have plenty to brag about after making the cut on a famous list. Read more Food &amp; Drink Pic proves tiny Aussie bakery’s insane appeal This tiny Aussie bakery, whose owner has taken social media by storm, has queues up the street. And now it is finally getting a second location.

‘World’s most exquisite’: Inside incredible $120 hotel buffet in Dubai | news.com.au — Australia’s leading news site for latest headlines Deals of the Week In the know quiz Travel Travel Ideas Food &amp; Drink ‘World’s most exquisite’: Inside incredible $120 hotel buffet in Dubai Dubai is known for its opulence and there is no better evidence of the popular tourist spot’s mission to make everything bigger and better than this hotel buffet. Chantelle Francis 2 min read July 9, 2024 - 9:09AM Dubai is known for its opulence and there is no better evidence of the popular tourist destination&rsquo;s mission to make everything bigger and better than the most extravagant hotel buffet breakfast most would have ever seen. Inside Atlantis The Royal &ndash; a hotel that Beyonce reportedly got paid $A35 million to perform at its grand opening last year &ndash; sits Gastronomy. It is promoted as the &ldquo;world&rsquo;s most exquisite dining food hall&rdquo; and while it is hard to ascertain without visiting every buffet in the world, I would be inclined to believe it. A breakfast here is included for guests staying at the hotel. For other visitors, it will set you back about $120 (295 AED). In a jam-packed itinerary to experience Atlantis&rsquo; two resorts spanning about 63 hectares in just three days, two hours scheduled at a breakfast buffet seemed like overkill &ndash; until I walked in. An introductory tour is the first sign it must be easy to get overwhelmed by choice. There is a bakery with fresh bread and dozens of different pastries, a deli with an extensive selection of gourmet cheeses and cured meats, and an orchard section inspired by the idea produce is art, with salad dressings that look like a laboratory &ndash; just to name a few. Gastronomy is a grand food hall with many live cooking stations, including a whole bakery. Picture: news.com.au A buffet breakfast will set you back about $120. Picture: news.com.au Each live cooking station is manned by at least one chef, making the dishes customisable. One of the most popular dishes, eggs benedict, is served just to diners&rsquo; liking &ndash; with the choice of turkey breast brined for 12 hours and smoked for three hours, veal leg cured for 72 hours and smoked for 11 hours, or Atlantic salmon cured for six hours, then brushed with mustard and smoked for one hour. This is The Orchard, based on the idea produce is art. Picture: news.com.au The Greens features Indian and Southeast Asian cuisine. Picture: news.com.au There is a station that focuses on Indian and Southeast Asian cuisine, a pizzeria, and coffee bar with its own in-house roastery. The sweets section has its own homemade ice cream shop, lolly bar and melted chocolate varieties on tap. There is an ice cream shop in the desserts section. Picture: news.com.au Diners can have has many flavours as they like. Picture: news.com.au As you would in a regular buffet, diners explore and pick up their own food from each station. But they are also seated at a specific table and assigned their own waiter, who will refill drinks and replace cutlery and napkins each time diners get up for more. Tables near the windows have an incredible view over Dubai&rsquo;s iconic Palm Jumeirah. In a resort known as a foodie&rsquo;s paradise, featuring Michelin star and celebrity restaurants, you know the buffet is good when everyone you meet who works at the resort raves about it too. Even English-born Tom Allen, chef de cuisine of one Michelin star restaurant Dinner by Heston Blumenthal, also located in Atlantis The Royal, agreed it was the best breakfast buffet he knew. It is worth noting the buffet does a surprisingly good job with allergies and dietary requirements, with every dish clearly labelled. Gastronomy caters for gluten-free, nut-free, vegetarian and vegan &ndash; including offerings like gluten-free croissants and vegan cheeses. More Coverage Wild detail on fancy Emirates menu stuns Chantelle Francis World’s best airline for 2024 revealed Shireen Khalil There is also separate station for vegan and gluten free foods. Gastronomy is also open for dinner, costing about $130 (325 AED) per person. This writer was a guest of Atlantis More related stories Asia ‘People don’t believe me’: Japan culture shock A Japanese-Australian food tour guide reveals the big differences between dining in the two countries. Read more Food &amp; Drink Two Aussie bars make World’s Best list Two Aussie bars - one in Sydney and the other in Melbourne - have plenty to brag about after making the cut on a famous list. Read more Food &amp; Drink Pic proves tiny Aussie bakery’s insane appeal This tiny Aussie bakery, whose owner has taken social media by storm, has queues up the street. And now it is finally getting a second location.