#white-labeling

#white-labeling

Costco's inventory is limited to 3,500 to 4,000 items, significantly fewer than the 30,000 found in typical supermarkets, necessitating strict selection criteria for each SKU.

"Any time you have to explain your name, you're essentially apologizing for it," says Alexandra Watkins, the founder of naming firm Eat My Words. Her deal-breakers for names include 'looks like a typo' and 'hard to pronounce.'

Sourced directly from a manufacturer, private-label brands remove one or more layers of intermediaries from the supply chain, usually distributors or other brands. A nearly identical private brand can earn more margin, even at a low price.

When you purchase the top-selling creatine gummies on Amazon, you expect to get what you pay for. But a recent study found that four out of six popular brands contained virtually no creatine at all. In the case of the worst offender, customers would need to consume 2,000 gummies to get the advertised 5-gram dose. Still, combined these products sell over 50,000 units monthly and boast 4.4+ star ratings.

Retailer-owned products not being seen as a cheap alternative anymore, but instead, a way to convey luxury and exclusivity. Price-Led Positioning is No Longer Dominating UK Supermarkets. Small UK businesses are aggressively growing, with price-led positioning becoming a dated trend. It's becoming evident that brands are no longer using their own branded products as a way to be a cheap alternative.

Fashion fans are more visible - and influential - than ever before. The Met Gala - often called fashion's Super Bowl - garnered more engagement across social media and press than the actual American football championship last year, according to Launchmetrics. Just like Swifties, fashion fanatics gather online in communities and comment sections on accounts like Gvishiani's to dissect collections, magazine covers and red carpets.

There is a persistent anxiety in brand storytelling that runs beneath the surface of nearly every conversation about reaching international audiences: that the closer a story is to its origin, the less likely it is to find purchase somewhere else. This assumption is responsible for many an organization filing down its content's edges in pursuit of a universal appeal that, paradoxically, renders it all the less memorable.

Statistics from the 2025 holiday shopping season clearly show that AI is playing a huge role in how people shop. But new research from retail payment platform Adyen found that many consumers are ready for AI to become their personal shopper. Just over half-51%-said they're open to letting AI take over the entire shopping process, including making final purchases. Millennials are the most willing to let agents do their shopping, with nearly three in five saying they are ready for such a shift.

Performance has always been the foundation of commerce media because it tied spend to measurable behavior. From sponsored search to sponsored products, the category scaled by delivering outcomes that could be directly attributed to transactions. Automation, AI-driven optimization and closed-loop measurement accelerated that model and made outcomes-based buying the norm. Outcomes still matter. But as AI reduces friction and increases competition, outcomes alone no longer create separation.

As prices climb, shoppers aren't just spending less-they're spending differently. Nearly half are buying smaller quantities or trading down to lower-cost options, such as canned fruit instead of fresh, according to Capgemini's report, "What matters to today's consumers 2026." It's not about cutting things out entirely-it's about making budgets stretch. Low- and middle-income households are especially deal-focused right now: more coupons, more frequent but smaller trips, and fewer meals out.

This year has been volatile for brands. With tariffs taking effect, the job market slowing, and consumer spending barely keeping pace with inflation, it's no surprise that ad spend has slowed in tandem. Amidst economic uncertainty and an onslaught of unanswered questions, brands are increasingly looking for demonstrable ROI in their marketing and design budgets. Some may choose to invest in a costly new campaign or commit to a new brand identity, while others will default to slashing their budgets altogether.

At this point in the Super Bowl ad post-mortem, a pattern has emerged: AI - both the companies selling it and the brands leaning on it - did not resonate as strongly as more familiar creative territory. Viewers gravitated toward the tried and tested, from nostalgia plays to celebrities in deliberately oddball scenarios, while many AI-centered spots struggled to make an emotional connection.

Speaking at Oasis Assembly, Dawn Hilarczyk, COO of Borghese, and Hillary Hutcheson, CMO of RoC Skincare, outlined how their teams are adapting to generative engine optimization, or GEO, as AI-driven search increasingly shapes product discovery. Borghese, a more than 70-year-old Italian skin-care brand known for its Fango mud treatments, and RoC, a U.S.-based mass-market clinical brand with deep ties to dermatologist recommendations, are approaching the shift from different angles.

I think the critical unlock here is having multi-year partnerships, having relationships that endure as opposed to just kind of the one-off partnership,

On the economic outlook front, inflation remains high and consumer confidence is wavering amidst discussion of a possible recession. The forecasted pullback in discretionary consumer spending after several volatile pandemic years has many brands hedging their bets and looking to limit investment to tried-and-true tactics. However, the ad tech landscape is experiencing a monumental shift that's directly impacting the efficacy of those proven historical efforts.

So the brand reinvents itself to pull in a younger segment of the market, often by borrowing ideas from cooler competitors to seem more "on-trend." But instead of younger and cooler, the rebrand comes off as insincere, stilted, or cringey. Worse, the brand's older, core customers, who liked the brand as it was, are irritated by the changes. Instead of spurring new growth, the effort drives off some of the existing customers, leaving the brand worse off than when it started.

To paraphrase a quote credited to poet and author Maya Angelou, people forget what you say and do, but they never forget how you make them feel. That understanding is becoming increasingly relevant in modern marketing, where differentiation is driven as much by emotional experience as by execution. For agencies, this means thinking beyond deliverables to the full experience clients and audiences have at every touchpoint.

Retail media networks shouldn't sell 'awareness' or 'impressions' or 'conversion,' Gray wrote on the social media platform in October. 'They should sell reach, context, salience and physical availability because these are the things that deliver brand growth.'

A big marker of brand success is recognition. When customers can pick out any of your products or services and easily identify them as part of your brand, you know you've made a lasting impression. A great example is Google, whose products and services are distinguishable from a mile off, from Gmail and Google Ads to Google Maps and Google Pay.

For much of the modern corporate era, brand has been treated as surface area. A story told outward. A set of signals designed to persuade, attract, and differentiate. When companies spoke about brand, they were usually talking about perception: how they looked in the market, how they sounded, how they were received. That framing made sense in a world where markets moved a little more slowly, organizations were stable, and leadership could afford to separate strategy from culture, product from meaning, execution from belief.

Discounting has been part of retail's toolkit for decades, and it can be effective, especially during high-stakes shopping seasons. But as promotions become more frequent across the industry, companies are taking a closer look at the downside: Short-term sales gains don't always come with long-term loyalty or durable margins, and customers remember how a brand made them feel far more than what they saved at checkout.