The Role of Independent Chains in Scaling CPG Brands on the East Coast

When most international CPG brands think about launching in the U.S., their eyes go straight to national retail giants: Whole Foods, Walmart, Costco, Target. And while those names look great on a sales deck, they rarely represent the best first step—especially for emerging brands entering a complex, competitive market like the East Coast.

In cities like New York, Boston, and Philadelphia, independent and regional chains dominate shelf space, consumer loyalty, and local velocity. These stores aren’t just stepping stones—they’re strategic platforms for testing, refining, and scaling your brand.

In this article, we’ll break down why independent grocery chains are key to sustainable growth, how they work, and what successful brands are doing to win in this environment.

Why the East Coast retail landscape demands a different approach

Unlike the more consolidated grocery environments of other regions, the East Coast is a mosaic of small and mid-sized grocery chains. Some are family-owned groups with 10–50 stores. Others are ethnic supermarkets serving highly defined communities. Many operate through regional wholesalers like Krasdale, C&S, or UNFI—but maintain full autonomy in product selection and merchandising decisions.

This makes them:

  • ✅ Accessible to emerging brands that can’t yet meet national volumes.
  • ✅ Flexible in how they merchandise, promote, and price products.
  • ✅ Influential within their communities, creating loyal, repeat consumers.

If you’re building your brand in this region, these chains aren’t just an entry point—they’re a proving ground.

The hidden advantages of independent chains

1. Easier access and shorter sales cycles

Large retailers have long onboarding processes, layers of buyer approvals, and rigid reset calendars. Independent chains, on the other hand:

  • Can often onboard a product in a matter of weeks, not months.
  • May allow store-level or regional-level decision-making, not centralized buyers.
  • Are more likely to give new brands a shot, especially when the product caters to their local consumer base.

This allows your brand to start testing and rotating much faster, gaining valuable data and refining your retail execution.

2. Higher impact from merchandising and store visits

In large chains, store managers often have little say in how your product is stocked or promoted. In independent chains, store-level relationships matter a lot more.

When you invest in:

  • Regular visits from sales reps,
  • Strong relationships with store managers,
  • In-store promotions or demos,

You can directly influence how your product is placed, stocked, and sold. And in markets as competitive as New York or New Jersey, that difference can determine whether your product thrives or disappears.

3. Strategic flexibility for emerging brands

Launching with a major chain typically locks you into:

  • High minimum volumes
  • Aggressive trade spend
  • Strict pricing and promotional commitments

In contrast, independent chains let you:

  • Test different SKUs or pack sizes to see what works best
  • Adjust pricing more easily without a national planogram
  • Pilot promotions at a smaller scale before committing large budgets

For brands still adapting their offer to U.S. consumers, this flexibility is invaluable.

4. Proof of performance for future expansion

One of the best ways to get the attention of major retailers or national distributors is by showing:

  • ✅ Strong sales velocity in real stores
  • ✅ Demonstrated local demand
  • ✅ Operational readiness in retail execution

Independent chains allow you to build this proof organically, so when the time comes to scale, you’re not selling a pitch—you’re showing real data.

Turning small wins into big leverage

One of the most effective ways to build leverage with national distributors or large retail chains is to start by performing exceptionally well in independent channels. These stores offer the opportunity to:

  • Test SKUs and pricing models in real retail environments
  • Capture sell-through data and retail insights
  • Refine logistics, merchandising, and marketing strategies at a manageable scale

When you document strong rotation, reorder consistency, and retail execution in smaller chains, you gain a powerful narrative backed by real results. It shows future buyers that your product doesn’t just look good on paper—it performs under real-world retail conditions.

For many brands, regional chains and independents aren’t just the launchpad—they’re the proving ground that allows you to scale intelligently and sustainably.

Conclusion: Don’t overlook the power of independents

For CPG brands entering the U.S. East Coast market, independent grocery chains aren’t a backup plan—they’re a strategic foundation. They allow you to:

  • Enter faster, with lower risk and more control
  • Build strong retailer relationships from day one
  • Test, learn, and refine before scaling nationally
  • Prove your value in real retail environments

At Group MCC, we help CPG brands develop retail strategies that recognize the full potential of these high-impact, often-overlooked channels. Through consulting and execution, we design your entry roadmap, help you activate merchandising, and build your sales infrastructure for long-term success.

If you’re preparing to launch in the U.S. market, let’s talk about how to turn local chains into your biggest growth advantage.

Pricing for the U.S. Market: How to Build a Structure That Works Across Wholesalers, Brokers, and Retailers

For international CPG brands looking to enter or expand in the U.S. market, one of the most underestimated (and most dangerous) blind spots is pricing.

It’s easy to believe that if your product is priced well in your local market—and if your COGS are relatively low—you’re ready to compete in the U.S. But in reality, the U.S. retail chain adds multiple layers that can destroy your margins if not planned for from the start.

This article will walk you through the core pricing structure you need to understand, break down the margins expected by each player in the chain, and explain how to set your pricing strategy to protect your business, attract buyers, and drive long-term growth.

Why pricing can make or break your U.S. market strategy

Many brands approach the U.S. market with a “what’s left” mindset:

“I have my cost and a target price—let’s see how much is left for everyone else.”

But that’s not how this market works. In the U.S., pricing needs to be built in reverse. You need to start from the shelf price (what the consumer sees), and work backward through the chain to determine:

  • If your margins are viable
  • If you can meet everyone’s expectations (retailers, brokers, distributors)
  • If your product will be priced competitively on shelf

Step-by-step breakdown: How the pricing chain works in the U.S.

Let’s start with a simplified version of the pricing chain. Suppose your product’s MSRP (Manufacturer’s Suggested Retail Price) is $5.00. Here’s what typically happens to that number:

  1. Retailer margin: 30–40%
    • Expected retail margin varies by category, channel, and store type.
    • Let’s assume 35%: that means the retailer expects to pay $3.25 for your product.
  2. Wholesaler margin: 10–15%
    • If the retailer buys through a wholesaler, that wholesaler needs their margin too.
    • With 12% margin: your product must be priced to the wholesaler at $2.90.
  3. Broker fee: 5–8% of wholesale price
    • Brokers typically charge a commission on sales.
    • At 7%, you’re now receiving $2.70 per unit.
  4. Trade spend & discounts: 10–15%
    • Retailers expect promotional support: BOGO, TPRs (temporary price reductions), display incentives.
    • If you allocate 12% for this, your real average revenue per unit drops to $2.38.

Now ask yourself: can you profitably produce, import, and support that product at $2.38 per unit?

If not, you have two choices:
✅ Redesign your cost structure
✅ Rebuild your go-to-market strategy

Key pricing principles for CPG brands in the U.S.

1. Always price for the channel you’re targeting

  • DTC and Amazon can tolerate higher price points.
  • Conventional retail (especially value chains) is highly price sensitive.
  • Premium retail (like Whole Foods or Erewhon) allows for margin, but only if your value proposition justifies it.

🔹 Example: Many international snack brands succeed in Sprouts or Whole Foods at $4.99—but fail in conventional chains like ShopRite or Kroger where that price is too high for the category.

2. Build your hero SKU with U.S. pricing realities in mind

Sometimes the issue isn’t your brand—it’s the specific product format or size you’re trying to launch.

Ask yourself:

  • Can we build a retail hero with better margin structure?
  • Would adjusting pack size or ingredients improve pricing viability?
  • Can we create a product that’s optimized for velocity AND margin?

🔹 Example: A frozen Latin American brand we worked with couldn’t make margin on their core empanada SKUs, so we helped them develop a smaller “snack size” 3-pack that allowed for a $5.49 retail with better unit economics. That SKU became their U.S. retail lead.

3. Treat promotional spend as part of your pricing structure

Retailers in the U.S. expect regular, aggressive promotions—especially during launch periods.

If you don’t budget for it, you either:

  • Can’t support the promotion when it matters, or
  • You do it anyway and hurt your margins.

🔹 Best practice: Create a “net net” pricing model that includes your base price and your promotional burn. That’s your real revenue per unit.

4. Don’t forget hidden costs in logistics and compliance

Your landed cost doesn’t stop at freight. It includes:

  • Customs, duties, and port fees
  • 3PL or warehouse costs
  • Distributor fees
  • Regulatory compliance costs (e.g. relabeling, certifications)

If your pricing model doesn’t account for these, your margin is already gone before you start selling.

Conclusion: Price with precision or risk your entire launch

Pricing isn’t just a finance issue—it’s a strategic pillar of market entry. Brands that succeed in the U.S. are those who:
✅ Understand the economics of the full retail chain
✅ Build products and portfolios around viable price points
✅ Support pricing with the right promotional and trade strategies

At Group MCC, we help CPG brands analyze, structure, and validate their pricing models to ensure they’re not just exciting for consumers—but viable for the U.S. market.

If you’re planning your launch and want to ensure your product is priced for long-term success, contact us to learn how our consulting services can help you get it right from the start.

Shelf or Obscurity: How In-Store Merchandising Defines the Fate of Your Brand in U.S. Retail

Getting your product into a retailer is a milestone—but keeping it there, growing your share of shelf, and accelerating sales velocity? That’s where the real game begins. In the U.S. retail landscape—especially in fragmented, competitive regions like the Northeast—the difference between a product that scales and one that disappears quietly often comes down to in-store execution.

Yet many brands still treat merchandising as an afterthought.

They focus heavily on sales, logistics, and marketing, assuming that once their product reaches the shelf, it will sell itself. The reality? Even a great product with strong marketing support can fail at retail if it’s not merchandised properly.

In this article, we’ll unpack:

  • Why merchandising matters more than ever in retail,
  • What strategies top-performing brands use to succeed in-store,
  • And how your brand can avoid becoming just another SKU that didn’t make it.

Why merchandising makes or breaks retail success

Let’s be clear: Retailers don’t sell your product—you do.

Their role is to provide the shelf. Yours is to ensure the product moves. And if it doesn’t, they will replace you.

Here’s what happens when merchandising is weak:

  • Your product is placed too low, too high, or behind a competitor.
  • Promotions go unnoticed or are executed incorrectly.
  • Stock levels drop, and no one notices until it’s too late.
  • Consumers walk past your product—because nothing calls their attention.

Without visibility and strategic placement, your product becomes invisible, regardless of its quality or marketing budget.

Now flip that: a product that is consistently restocked, faced properly, supported by signage or cross-merchandising, and has a strong in-store story—that product gets reordered.

In-store realities you can’t afford to ignore

Many international CPG brands are surprised by how operationally brutal U.S. retail is. Some of the key realities you must plan for:

1. Shelf resets are frequent

Chains reorganize aisles based on seasonality, category performance, or new buyer decisions. If you’re not there to advocate for your product, you risk being displaced overnight.

2. Category captains dominate space

In many categories, one or two large players influence planograms. You need field support to defend your space and fight for promotional or secondary placement.

3. Managers have autonomy

Even if your product is in the system, store-level execution varies wildly. Relationships matter. If no one is visiting the store, checking the shelf, and asking the right questions, you will lose ground.

What smart CPG brands do differently: Execution strategies that work

Here are the merchandising strategies we see working for brands that are scaling successfully:

1. Own your shelf presence

Your team—or your partner’s team—should be in stores regularly:

  • Checking that SKUs are properly stocked and faced.
  • Ensuring pricing labels and promotions are in place.
  • Speaking with store managers and solving issues in real time.

It’s not glamorous, but it’s essential.

2. Go beyond the shelf

Endcaps, shippers, clip strips, refrigerated bunker spots—these secondary placements drive trial and visibility.

Even small placements in high-traffic areas can outperform a poorly placed shelf spot. Smart brands negotiate and earn these spaces through retail support and activation planning.

3. Sync field teams with marketing

It’s not just about physical presence. The brands that win are the ones whose merchandising execution is aligned with:

  • Digital campaigns targeting the zip codes of their stores.
  • In-store promotions that match online messaging.
  • Launch calendars that prepare stores before the traffic hits.

This creates cohesion between what consumers see online and what they find in the store.

4. Capture data and respond fast

Field reps should report real-time data: OOS alerts, competitor placements, promo execution. This feedback allows you to:

  • Adjust your trade marketing quickly.
  • Target stores that are underperforming or at risk.
  • Spot expansion opportunities where sales velocity is high.

The difference between surviving and scaling

Plenty of brands get on shelves. Only some stay.

And even fewer scale, gaining new placements, increased facings, and stronger relationships with buyers. The difference isn’t luck. It’s execution.

Merchandising isn’t just logistics—it’s strategy. It’s what makes your marketing visible, your sales sustainable, and your investment worthwhile.

Conclusion: Retail is won in the field

If you’re aiming to scale in the U.S. retail market—especially in the competitive Northeast—your product can’t just sit on a shelf and hope for the best.

You need a strategy. You need people on the ground. And you need to treat in-store execution with the same seriousness as your pricing or product development.

At Group MCC, we help CPG brands not only get listed, but stay listed. Our consulting services guide you in designing a merchandising strategy that fits your stage, your budget, and your market. And when you’re ready, our in-field sales & merchandising teams ensure your product performs where it matters most: at the point of sale.

If you’re preparing to scale in the U.S. and want to make sure your product doesn’t end up in obscurity, talk to us. We can help you turn your shelf space into real sales.

Is Your Product Truly Competitive for the U.S. Northeast Market?

Breaking into the U.S. market is already a challenge—but succeeding in the Northeast corridor, one of the most dynamic and competitive regions in the country, requires more than just having a good product. It demands precision, preparation, and strategic adaptation.

Many international brands make the mistake of thinking that it’s enough to have a product that performs well in their home country. They assume that a distributor or wholesaler will take care of everything. In reality, those that thrive in the Northeast U.S. market are the ones who take a hard look at their competitiveness and adapt for this context.

This article will walk you through the critical questions your brand must answer before entering the region—and how failing to address them could cost you your opportunity.

1. Does your pricing model survive U.S. market realities?

Let’s start with a brutal truth: if your price doesn’t leave enough room for the full cost structure of the U.S. market, you’re not ready.

You need to calculate, with absolute clarity:

  • Freight and inland logistics
  • Duties and import-related costs
  • Wholesale and retail margins
  • Promotional spending
  • Broker and merchandising fees

We’ve seen brands price themselves out of the market before even landing on a shelf, simply because they underestimated these layers. In this region, retailers expect margins. Wholesalers won’t push a product that isn’t financially viable. If your margins only work in theory—or only in your country of origin—you’re starting off on the wrong foot.

2. Is your packaging built to win and comply?

In a place like the Northeast—where stores are densely packed with high-quality products—packaging must do two things simultaneously:

  1. Stand out on shelf
  2. Meet every U.S. regulatory requirement

A visually stunning product might still be a no-go if it lacks:

  • English-only or bilingual labeling
  • U.S. nutrition panel formats
  • FDA-compliant ingredient declarations
  • Allergen and handling disclosures

But even if your labeling is perfect, you still need a packaging strategy that reflects category norms and outpaces them. This means studying how your competitors present themselves in Whole Foods, ShopRite, Wegmans, or Key Food—and then going one step further.

📌 Design matters—but compliance is non-negotiable. If you skip this step, your product may never even make it past the wholesaler’s first meeting.

3. Are you pushing your retail hero, not just your best local seller?

One of the most common mistakes we see in consulting sessions is this:
Brands try to launch in the U.S. with the product that’s sold best in their home market—not the one that’s strategically built for retail success in the U.S.

A successful Northeast retail strategy often begins with one hero SKU that is:

  • Visually striking and instantly understandable
  • Tailored to local taste or trend preferences
  • Operationally simple (e.g. fewer logistics challenges)
  • Priced to move, with a high margin and high velocity

The idea is simple: prove performance with one product, then expand. Spreading your bets across a dozen SKUs might dilute your focus and stretch your operations thin in a region where velocity is everything.

🔎 Winning brands enter with a sharp, simplified value proposition—and scale once traction is proven.

4. Do you have real knowledge of your competitive set in retail?

Another blind spot: many brands don’t know who they’re really competing with in-store. They know their direct competitors in their home country, but not the ones on the same shelf in ShopRite or Whole Foods.

To succeed, you must:

  • Walk retail stores in the target region
  • Analyze how top-performing brands are priced, promoted, and merchandised
  • Understand how U.S. consumers navigate the category
  • Map out gaps and overlaps between your offer and what’s already available

Retail buyers will always ask:

“What makes this different from the four similar products I already carry?”

If you can’t answer that question with data and clarity, you’re not yet ready to pitch.

Conclusion: Pressure-test your competitiveness before you pitch

Entering the Northeast U.S. retail market is not a game of improvisation. It’s a game of preparation, precision, and positioning.

Before you talk to a wholesaler, before you show up at a trade show, and before you pitch your dream of being in Whole Foods—you need to be honest about whether your product is truly competitive for this region.

At Group MCC, we help CPG brands like yours pressure-test their readiness, optimize their retail strategy, and build the foundations for a successful U.S. launch. Through our consulting services, we guide you in adapting your pricing, packaging, portfolio, and competitive positioning to meet the real demands of this market.

If you’re serious about making it in the Northeast—and not just appearing briefly on a shelf—contact us to start building your market-ready strategy.

How Social Media Drives Retail Sales for CPG Brands

For consumer packaged goods (CPG) brands looking to succeed in the U.S. market, social media is more than just a branding tool—it’s a direct driver of retail demand. Many brands mistakenly view social media as a secondary priority, focusing solely on traditional retail strategies. However, in today’s competitive market, a strong digital presence can significantly impact retail velocity, wholesaler interest, and overall market penetration.

The key is understanding how social media can be leveraged to generate demand before a product even hits shelves, create urgency for retailers to stock it, and drive continuous in-store sell-through. In this article, we’ll break down the real impact of social media on retail sales and highlight case studies of CPG brands that have used digital strategies to secure and sustain retail success.

Why social media is a game-changer for CPG retail sales

1. Retailers and wholesalers want brands with built-in demand

One of the biggest challenges in getting a product placed in retail is convincing buyers that it will sell. Retailers and wholesalers take on a financial risk when they list a new product, and their primary concern is whether it will move off shelves quickly.

Brands that have strong social media engagement, digital hype, and a loyal online audience have a huge advantage when pitching to retail buyers.

🔹 Case study: How Olipop used social media to dominate grocery sales
Olipop, the prebiotic soda brand, didn’t just enter retail through traditional sales efforts. Instead, they:

  • Built massive digital hype on Instagram and TikTok before launching in grocery stores.
  • Created a social-first brand identity that made their product aspirational for health-conscious consumers.
  • Used influencer collaborations to generate viral demand, making retailers more eager to carry their product.

By the time Olipop secured placements in Whole Foods, Target, and Sprouts, there was already consumer demand in place—ensuring strong retail performance from day one.

Lesson for CPG brands:
✅ Retailers want products that already have a consumer following.
✅ If consumers are actively asking for a product in stores, retailers are more likely to stock it.
✅ Social media allows brands to generate demand BEFORE retail placement.

2. Social media accelerates product sell-through and retailer retention

Getting into retail is one thing. Staying on shelves is another. Many brands fail in retail because they don’t actively support their product’s performance, leading to poor sales velocity and eventual delisting.

A well-executed social media strategy ensures that:

  • Consumers are consistently reminded to look for the product in stores.
  • Retailers see strong movement and continue reordering.
  • New retail partners become interested in carrying the brand.

🔹 Case study: How Magic Spoon turned digital hype into retail sales
Magic Spoon started as a direct-to-consumer (DTC) cereal brand, but when they expanded into retail, they:

  • Ran geo-targeted digital campaigns around stores carrying their products.
  • Leveraged their online community to create demand at specific retailers.
  • Activated influencers to promote in-store purchases.

Because Magic Spoon’s audience was already familiar and engaged with the brand, their retail launch was an instant success. Stores saw high velocity, leading to rapid expansion across more locations.

Lesson for CPG brands:
✅ Retail success isn’t just about getting listed—it’s about driving continued sales.
✅ Brands that actively support their retail presence through social media outperform those that don’t.
✅ Digital and in-store strategies must work together to maximize sell-through.

3. Social media creates direct consumer engagement that boosts retail sales

One of the biggest advantages of social media is that it allows brands to interact directly with consumers, something that traditional retail marketing cannot do as effectively.

Consumers today trust recommendations from peers and influencers more than traditional ads, meaning that user-generated content (UGC), influencer partnerships, and direct engagement drive purchase decisions.

🔹 Case study: How Mid-Day Squares built retail demand through personal storytelling
Mid-Day Squares, a protein snack brand, didn’t rely on traditional advertising to grow in retail. Instead, they:

  • Turned their social media into a reality show, sharing raw, behind-the-scenes moments of their brand journey.
  • Built an engaged community that felt emotionally invested in their success.
  • Encouraged their audience to request their product in stores and post about their purchases.

This led to higher in-store engagement, retailer demand, and viral consumer advocacy, propelling them into national retailers like Whole Foods and Sprouts.

Lesson for CPG brands:
✅ Consumers want to connect with brands on a personal level.
✅ Storytelling on social media makes consumers more likely to choose your product in-store.
✅ Encouraging user-generated content builds credibility and increases sales.

How CPG brands can maximize social media to drive retail success

1. Use geo-targeted campaigns to push retail traffic

Once a product is available in retail, brands should run geo-targeted digital ads that:

  • Alert local consumers that the product is available nearby.
  • Provide limited-time incentives (coupons, discounts) to drive trial.
  • Encourage foot traffic to specific retailers.

🔹 Example: How Chobani launched new flavors with geo-targeting
When Chobani introduced new Greek yogurt flavors, they:

  • Ran Instagram and Facebook ads targeting consumers near specific grocery stores.
  • Integrated a “Find Us in Stores” feature to drive local discovery.
  • Tracked retail performance based on digital ad engagement.

This approach ensured high trial rates and strong retailer demand for new product SKUs.

2. Activate influencers to drive in-store purchases

Influencer marketing isn’t just for online sales. Strategic partnerships can directly impact retail sell-through by:

  • Driving awareness for new retail placements.
  • Encouraging fans to try the product in-store.
  • Providing credibility and social proof.

🔹 Example: How Poppi turned influencer hype into retail success
Poppi, a prebiotic soda brand, leveraged TikTok influencers to drive mass awareness before expanding into retail. Their strategy:

  • Partnered with micro-influencers to create authentic product reviews.
  • Ran “store check” challenges, encouraging users to post photos when they found Poppi in retail.
  • Used influencer discount codes to track in-store impact.

This helped Poppi quickly expand its retail footprint and maintain strong sell-through.

3. Encourage user-generated content (UGC) to boost organic sales

Consumers trust real people over brands. Encouraging UGC:
✅ Creates free, authentic brand advocacy.
✅ Provides retailers with proof of demand.
✅ Increases consumer confidence and trial.

🔹 Example: How Halo Top used UGC to dominate the ice cream aisle
Halo Top built its brand through social sharing, encouraging consumers to post about their low-calorie ice cream flavors. They:

  • Created viral challenges (“Post your Halo Top flavor of the week”).
  • Rewarded fans who shared their in-store purchases.
  • Integrated UGC into their official social content.

This organic approach boosted trial, in-store purchases, and long-term loyalty.

Conclusion: Why social media is essential for retail success

Social media is no longer just a branding tool—it’s a critical driver of retail demand.

✅ Retailers prefer brands with built-in consumer engagement.
✅ A strong digital presence accelerates in-store sell-through.
✅ Direct consumer interaction increases purchase intent and loyalty.

At Group MCC, we help CPG brands build strategies that align digital and retail efforts, ensuring that once your product is on shelves, it stays there.

If your brand is ready to scale and needs expert guidance on retail execution, contact us today to learn how we can help you win in the U.S. market.

Creating a Compelling Value Proposition: How to Differentiate Your Product in a Crowded Market

For consumer packaged goods (CPG) brands looking to break into the U.S. market, having a great product is not enough. The competition is relentless, and retailers, wholesalers, and consumers are constantly bombarded with new product options. If your brand doesn’t communicate its unique value effectively, it will struggle to gain traction and sustain sales.

A compelling value proposition is the key to standing out. It’s not just a tagline or a list of product features—it’s the core reason why a retailer should stock your product, why a wholesaler should prioritize it, and why a consumer should choose it over competitors.

Most brands fail not because their product isn’t good, but because they fail to articulate why it matters in a way that resonates with the right audience.

This article will break down how to craft a value proposition that commands attention, earns retail placement, and drives consumer demand.

Why a strong value proposition determines market success

Before we get into the how, let’s address why an effective value proposition is essential in the U.S. CPG market.

1. Retail buyers and wholesalers make quick decisions

Retailers don’t have time to analyze every new brand in depth. Buyers skim through product pitches, evaluate shelf performance, and make decisions based on immediate perceived value. If your value proposition doesn’t instantly communicate why your product deserves space, you won’t get a second chance.

🔹 Example: How OLIPOP positioned itself to disrupt the soda category
OLIPOP, a prebiotic soda brand, didn’t just sell “healthy soda.” They positioned themselves as “A new kind of soda that supports digestive health”, instantly differentiating from both traditional soft drinks and other wellness beverages.

This clear value proposition:
✅ Connected with a pain point (digestive health support).
✅ Provided a new solution (soda that’s actually good for you).
✅ Made it easy for retailers to justify adding it to their shelves.

Today, OLIPOP is available in thousands of U.S. stores, proving that the right positioning can drive category disruption.

2. Consumers make purchase decisions in seconds

Even if your product makes it to shelves, it’s competing against dozens of similar options. In retail, consumers decide what to buy in a matter of seconds.

If your packaging and messaging don’t instantly convey:

  • What problem your product solves
  • Why it’s different from the alternatives
  • Why they should trust your brand

Then you’ll lose the sale.

🔹 Example: How RXBAR’s direct messaging increased sales
RXBAR, a protein bar brand, disrupted the category by placing its ingredients directly on the front of its packaging (e.g., “3 Egg Whites. 6 Almonds. 2 Dates. No B.S.”).

This worked because:
✅ It was radically transparent, building immediate consumer trust.
✅ It differentiated from artificial, processed competitors.
✅ It aligned with health-conscious consumers who value simplicity.

The result? Massive sales growth and acquisition by Kellogg’s for $600 million.

How to craft a compelling value proposition that wins in retail

1. Focus on solving a specific consumer pain point

Many brands fall into the trap of making vague claims (“better for you,” “natural,” “high quality”). These generic messages don’t create urgency or differentiate from competitors.

Instead, you need to deeply understand your ideal customer’s biggest frustrations and position your product as the best solution.

✅ Wrong approach: “Our product is made with high-quality ingredients.”
✅ Right approach: “The only snack bar designed to keep blood sugar stable for 4+ hours.”

Consumers are drawn to specific outcomes, not broad claims.

🔹 Example: How Liquid Death made water exciting
Selling bottled water should be boring, right? Not for Liquid Death. Instead of competing on purity or sustainability alone, they positioned themselves as “Murder your thirst”—turning hydration into an edgy, rebellious lifestyle brand.

This clear and bold positioning:
✅ Immediately grabbed attention in a dull category.
✅ Appealed to a young, rebellious audience.
✅ Drove viral marketing and rapid retail expansion.

Liquid Death went from zero to a $700M valuation in just a few years.

2. Differentiate with a category-defining statement

If your value proposition sounds like every other competitor, you won’t stand out. Winning brands don’t compete—they redefine the category in their own terms.

✅ Wrong approach: “A delicious, better-for-you cereal.”
✅ Right approach: “The high-protein cereal that tastes like your childhood favorites—without the sugar.”

🔹 Example: How Magic Spoon redefined the cereal category
Magic Spoon didn’t just position itself as a healthier cereal. They created a category-defining statement: “The high-protein, low-carb cereal for grown-ups who miss the classics.”

This made their value proposition instantly compelling because it:
✅ Created nostalgia while solving a real need (low-carb diets).
✅ Positioned them as an alternative to both sugary cereals and bland health foods.
✅ Made it clear WHO the product was for (adults who want childhood flavors without the guilt).

3. Align your value proposition with retail & wholesale buyers’ expectations

If your messaging is only consumer-focused, but doesn’t address why retailers and wholesalers should care, you’ll struggle to get placement.

Retailers don’t just want products that “sound good”—they want products that sell well and fit their category needs.

A strong value proposition for wholesalers and retailers should answer:

  1. What gap does your product fill in the market?
  2. What data or proof do you have that it will sell well?
  3. How will your brand support retail sales (marketing, promotions, merchandising)?

🔹 Example: How Beyond Meat convinced retailers to invest in plant-based meat
Beyond Meat didn’t just market to consumers—they positioned themselves to retailers as:
✅ A high-growth category opportunity (plant-based meat demand was rising).
✅ A profitable alternative to traditional meat (better margins for grocers).
✅ A brand committed to in-store promotions and marketing support.

This retailer-aligned strategy helped Beyond Meat secure national retail distribution faster than most food startups.

Conclusion: Crafting a value proposition that drives real results

If you want your CPG brand to break into the U.S. market and sustain growth, your value proposition must be:
✅ Deeply connected to a specific consumer pain point.
✅ Radically different from competitors in the category.
✅ Aligned with what wholesalers and retailers care about.

Most brands fail not because their product isn’t great, but because they fail to communicate why it deserves shelf space and consumer attention.

At Group MCC, we specialize in helping CPG brands craft market-ready value propositions that resonate with buyers and consumers. Through strategic consulting, we ensure your brand is fully prepared to enter and scale in the U.S. market.

If you’re looking to refine your positioning and maximize your retail success, contact us today to explore how we can help.

Why Just Getting Your Product on the Shelf Isn’t Enough: The Key to Succeeding in the U.S. Retail Market

Many international brands looking to enter the U.S. market assume that the hardest part is getting a distributor or wholesaler to list their product. They believe that once their product reaches the shelves, sales will follow naturally. This assumption is one of the biggest reasons why brands fail.

The truth is that getting listed is only step one. The real challenge is keeping your product on the shelf—which requires an active sales and merchandising strategy to ensure consistent movement.

In highly fragmented retail markets like the tri-state area (New York, New Jersey, Connecticut) and the broader East Coast, where Group MCC operates, competition is ruthless. Without a dedicated effort to generate demand, secure in-store visibility, and build retailer relationships, products disappear from shelves as quickly as they arrive.

This article explains why just securing a distributor isn’t enough and what brands must do to drive product rotation, maintain retail placement, and scale successfully.

The myth of “just getting listed”

Many brands believe that once they have a wholesaler or distributor, their job is done. They assume:

  • Retailers will automatically reorder because the product is available.
  • Consumers will discover the product on their own and buy it.
  • Distributors will actively push their product to stores.

This couldn’t be further from reality. In competitive markets like New York and New Jersey, where hundreds of similar products compete for limited shelf space, brands that don’t invest in visibility and sales execution simply don’t survive.

Here’s what actually happens:

  1. A wholesaler lists your product and delivers it to stores.
  2. If the product doesn’t sell quickly, store managers stop reordering it.
  3. The wholesaler sees there’s no demand and removes the product from their catalog.
  4. Your product loses shelf space, and you’re back to square one.

Retailers and wholesalers don’t have time to push your product—it’s your responsibility to drive sell-through and prove your brand deserves its place on the shelf.

The reality of fragmented retail markets

Unlike in some countries where distribution is centralized, the U.S. grocery retail market—especially in the East Coast region where MCC operates—is extremely fragmented.

Even though many retailers purchase through wholesalers, they are still independent businesses with unique preferences and buying behaviors. Here’s what this means:

  • Many regional supermarket chains operate independently, even if they use the same wholesaler.
  • Each store manager has control over product visibility, placement, and promotional decisions.
  • If your product isn’t actively sold in stores, retailers won’t reorder, and your wholesaler will drop you.

In this type of market, having a strong in-store presence and field execution strategy is essential to driving product movement and maintaining shelf space.

Why in-store execution is critical for success

If you want to ensure long-term success in the U.S. retail market, your brand needs a dedicated strategy for in-store sales and merchandising. This includes:

1. Strategic in-store visibility and merchandising

The way a product is displayed directly impacts its sales performance. Products that are:
✅ Well-stocked and faced correctly sell faster than those left disorganized.
✅ Placed at eye level or on promotional displays get more consumer attention.
✅ Accompanied by in-store promotions have higher conversion rates.

Without a dedicated merchandising team ensuring that your product is visible, correctly priced, and well-positioned, you risk being overshadowed by competitors.

Example: How Red Bull dominated retail execution
Red Bull didn’t just rely on distribution to succeed in the U.S.—they built a dedicated sales and merchandising team that:

  • Visited stores weekly to ensure stock levels and optimal placement.
  • Built relationships with store managers to secure endcap displays.
  • Executed in-store promotions that boosted trial and repeat purchases.

This hands-on approach is why Red Bull remains a leader in the energy drink category despite intense competition.

2. Sales representatives to build retailer relationships

Even if a store stocks your product, you still need to convince store managers that your product is worth keeping. This requires:

  • Regular visits from sales reps to maintain relationships.
  • Educating store teams on the product’s benefits.
  • Negotiating secondary placements and in-store promotions to boost visibility.

Without a sales rep actively pushing your product in stores, you have little control over its success.

Example: How KIND Snacks scaled through retail relationships
KIND didn’t just rely on distributors—they built a team of brand ambassadors who:

  • Visited retailers weekly to educate staff on the product.
  • Offered samples to store employees, ensuring they personally recommended the product to customers.
  • Secured premium shelf space and point-of-sale placements through relationship-building.

As a result, KIND grew from a niche brand to a nationwide category leader.

3. Consumer activation and in-store demos

Consumers won’t buy a product they don’t recognize. To drive trial and demand, brands need:
✅ Sampling and in-store demos to introduce the product to new buyers.
✅ Geo-targeted digital ads to drive foot traffic to retail locations.
✅ Influencer collaborations to create credibility and excitement.

Example: How Beyond Meat used sampling to win retail
Beyond Meat invested heavily in in-store demos and sampling at Whole Foods and other grocery stores. Their strategy:

  • Targeted health-conscious shoppers with on-site taste tests.
  • Trained in-store reps to educate consumers on the benefits of plant-based protein.
  • Used social media and influencers to drive customers to specific retailers.

This combination of in-store and online engagement led to explosive growth and category leadership.

Conclusion: Why in-store execution is non-negotiable

Many brands fail in the U.S. market because they assume that getting listed in a wholesaler is enough. The reality is that without a structured in-store strategy, products get lost, forgotten, and ultimately delisted.

Success in fragmented retail markets requires:
✅ Strategic merchandising to ensure visibility and optimal shelf positioning.
✅ A dedicated sales team to maintain relationships and drive reorders.
✅ Consumer activation strategies to generate demand and accelerate sell-through.

At Group MCC, we specialize in helping brands not only enter the U.S. market but also thrive in retail. Our sales and merchandising teams actively work in the field, ensuring that your product is:

  • Properly displayed and well-stocked in stores.
  • Supported by sales reps who build retailer relationships.
  • Backed by a retail strategy designed to drive sell-through and long-term success.

If your brand is ready to scale in the U.S. and needs expert support to secure and maintain retail success, contact us today to explore how we can help you dominate in the market.

Creating a strong content strategy for CPG brands

Entering the U.S. market as a CPG brand—especially in food and perishable goods—is a challenge that goes beyond product quality. You’re not just selling a product; you’re selling trust, visibility, and retail viability. In such a highly competitive landscape, where shelf space is limited and buyer attention is scarce, content is one of the most powerful tools to differentiate your brand, secure distribution, and drive sales.

However, most brands fail to use content strategically. They either focus on basic brand awareness (which doesn’t translate to sales) or produce content that doesn’t address the real pain points of wholesalers, retailers, and consumers.

This guide will walk you through how to create a CPG-focused content strategy that helps you:

  • Gain traction with wholesalers and retailers so they take your brand seriously.
  • Educate and engage consumers to generate demand before your product even hits shelves.
  • Drive long-term sales by positioning your brand as a trusted industry player.

Why content is essential for CPG brands entering the U.S. market

1. Content builds credibility with wholesalers and buyers

One of the biggest mistakes international CPG brands make is assuming that wholesalers and retailers will be interested in their product simply because it sells well elsewhere. The reality is that buyers take on a significant financial risk when they add a new brand to their catalog.

To earn their trust, you need to prove that:

  • There is demand for your product in the U.S. market.
  • You understand the competitive landscape and have a strategy for success.
  • Your brand is positioned correctly for retailers to make a profit.

🔹 Case study: How Oatly used content to break into U.S. retail
Oatly, a Swedish oat milk brand, didn’t just launch in the U.S. with ads—they built an entire educational content strategy. Instead of focusing on just “why oat milk is great,” they:

  • Created in-depth content explaining oat milk’s advantages over dairy and almond milk (targeting health-conscious and sustainability-driven consumers).
  • Used social proof and testimonials from baristas and chefs to create demand before launching in stores.
  • Developed retail-focused sales materials to educate grocery buyers on why Oatly deserved shelf space.

This education-first content approach helped Oatly secure distribution across major retailers and establish itself as a category leader.

2. Content helps CPG brands control their narrative

Retailers are not responsible for marketing your product. If a consumer doesn’t know your brand before seeing it on a shelf, there’s a low chance they’ll pick it up over a competitor they recognize.

🔹 What smart CPG brands do differently:

  • Generate demand BEFORE launching in retail through social media, PR, and digital campaigns.
  • Create content that tells a compelling brand story, rather than just relying on packaging.
  • Educate consumers on how to use their product in ways that increase purchase frequency.

🔹 Case study: Chobani’s category disruption with storytelling
Chobani wasn’t the first Greek yogurt brand in the U.S., but it became the dominant market player by crafting a compelling brand narrative. Instead of just marketing its yogurt, Chobani’s content focused on:

  • The artisanal process behind its yogurt production.
  • How Greek yogurt fit into a healthier lifestyle (educating consumers and increasing daily consumption).
  • Behind-the-scenes founder storytelling, making the brand more relatable.

By taking control of its brand positioning through content, Chobani convinced both retailers and consumers that it was the superior choice in the Greek yogurt category.

How to create a content strategy that drives retail success

1. Focus on retailer and wholesaler education content

Most CPG brands only focus on consumer-facing content, but to get into retailers, you need B2B-focused content as well.

What this looks like in action:

  • Case studies & sales sheets for wholesalers → showing how your brand has driven strong sales in similar markets.
  • Retailer pitch videos → giving a high-quality overview of your product and retail performance.
  • Educational reports on category trends → positioning your brand as an expert, making it easier for buyers to trust you.

🔹 Example: Impossible Foods’ retail growth strategy
Before Impossible Foods launched into national grocery chains, they:

  • Created retailer-facing content demonstrating consumer demand through social proof.
  • Developed data-backed reports on the rise of plant-based eating to educate buyers.
  • Launched a dedicated retailer resource hub with content tailored to supermarket chains.

This approach made it easier for retailers to justify adding Impossible Foods to their shelves, accelerating distribution across the U.S.

2. Create demand-driving consumer content BEFORE retail launch

Your biggest advantage when entering a competitive market is building a consumer base that actively seeks out your product. To do this, brands should:

  • Leverage social media and influencers to generate organic buzz.
  • Run educational content campaigns around your product’s benefits.
  • Use geo-targeted ads to create demand near your retail locations.

🔹 Case study: Magic Spoon’s direct-to-retail strategy
Magic Spoon, a high-protein cereal brand, started as a DTC-first company. Before launching in retailers, they:

  • Built a cult-like following online through content-driven branding.
  • Used data from their DTC sales to prove to retailers there was demand.
  • Created hype-driven launch campaigns to ensure their product flew off shelves upon arrival.

This strategy ensured strong sales velocity, making retailers WANT to carry the brand long-term.

Conclusion: turning content into a growth engine for CPG success

A CPG brand’s success in the U.S. market depends as much on content strategy as it does on product quality. The right content:

  • Builds trust with wholesalers and retailers.
  • Creates consumer demand before retail placement.
  • Shortens the sales cycle by providing the right educational materials.

However, even with a strong content-driven strategy, getting your product into retail and securing long-term success requires the right industry connections, execution, and in-store presence.

At Group MCC, we specialize in helping CPG brands break into the U.S. market through strategic broker services, wholesaler access, and retail execution. Our expertise ensures your brand not only secures distribution but also maintains strong in-store performance through sales & merchandising support.

If your brand is ready to scale in the U.S. and needs the right connections and execution strategy, contact us today to explore how we can help you establish and grow your retail presence.

How Working with a CPG Broker Works

For consumer packaged goods (CPG) brands looking to enter and scale in the U.S. market, navigating retail, distribution, and sales execution is one of the biggest challenges. Many brands struggle with securing retail placement, managing wholesaler relationships, and ensuring consistent sales performance in stores. This is where working with a CPG broker becomes essential.

A broker is not just a middleman; they are a strategic partner who helps brands position, distribute, and sell their products effectively. In this guide, we’ll break down how working with a CPG broker works, what to expect, and how to maximize this relationship for business growth.

What does a CPG broker do?

A CPG broker acts as a representative for your brand, working to secure product placement and manage relationships with retailers and wholesalers. Unlike distributors, who physically move products, brokers facilitate deals, negotiate contracts, and ensure that products get into the right stores and stay there.

The core responsibilities of a broker include:

  • Retail buyer negotiations: brokers leverage their industry relationships to secure meetings with key decision-makers at major retailers and wholesalers.
  • Product codification: they help brands get approved and listed with wholesalers, enabling distribution to multiple retail chains.
  • Sales execution: brokers ensure products are properly stocked, priced, and promoted within stores.
  • Market strategy: they provide insights into consumer trends, pricing strategies, and competitive positioning.
  • Trade marketing and promotions: brokers assist in coordinating in-store promotions, merchandising, and demos to boost sales performance.

In short, a broker is your brand’s advocate within the retail and wholesale ecosystem.

Why do CPG brands need a broker?

1. Access to wholesalers and retail chains

One of the biggest hurdles for emerging brands is getting in front of the right buyers. Most large retailers don’t deal directly with brands; they purchase products through wholesalers who act as centralized buying entities.

Without a broker, securing these meetings and getting a product listed is extremely difficult. Brokers have established relationships with wholesalers and can fast-track the process of product placement.

2. Expertise in pricing and retail negotiations

Many brands fail in retail because they don’t fully understand the financial structures of the industry. Brokers:

  • Help brands calculate realistic pricing models that work across wholesalers, distributors, and retailers.
  • Negotiate slotting fees, promotional costs, and margin expectations with buyers.
  • Ensure brands don’t overcommit on promotions that could hurt profitability.

3. In-store sales execution and merchandising

Getting on shelves is only half the battle. If a product doesn’t perform, retailers quickly remove it to make room for higher-selling items. This is why brokers often coordinate sales and merchandising teams to:

  • Monitor stock levels and prevent out-of-stock issues.
  • Ensure correct pricing and display compliance.
  • Run in-store activations to boost product visibility and sales.

Without ongoing support, many brands lose their shelf space within months due to lack of execution.

4. Market insights and competitive positioning

Brokers have deep knowledge of the industry and can provide:

  • Category insights: understanding where a brand fits within its competitive landscape.
  • Consumer trends: identifying what’s driving purchasing decisions and how to capitalize on it.
  • Retailer expectations: aligning brand strategies with what retailers look for in new products.

This level of insight reduces costly mistakes and helps brands make informed decisions.

How does the process of working with a broker work?

Step 1: Initial evaluation and market fit

Before taking on a brand, most brokers evaluate product-market fit to determine:

  • Is the product retail-ready? (packaging, compliance, and certifications)
  • Does it have strong differentiation? (what makes it stand out?)
  • Is pricing structured for wholesale distribution?

If the product meets these criteria, the broker creates a tailored go-to-market strategy for the brand.

Step 2: Retail and wholesaler outreach

Once the broker defines the strategy, they pitch the brand to wholesalers and key retailers. This involves:

  • Securing meetings with category buyers at major chains.
  • Negotiating listing agreements with wholesalers to ensure broad distribution.
  • Aligning on pricing, promotions, and trade marketing budgets.

Step 3: Execution and retail launch

After securing placement, the broker ensures that products are set up for success by:

  • Managing sales reps and merchandisers to drive in-store performance.
  • Running promotions and marketing initiatives to generate demand.
  • Tracking sell-through rates and inventory levels to prevent stockouts.

Step 4: Long-term growth and expansion

A broker’s job doesn’t end after launch. They help brands expand their retail footprint, optimize pricing strategies, and pivot based on performance data. Successful brands use brokers not just for market entry but for sustained growth.

How to choose the right broker for your brand

Not all brokers are the same. When selecting a broker, brands should consider:

1. Experience and industry specialization

Look for brokers with a track record in your specific category (e.g., organic foods, frozen goods, beverages). Experience within the right retail channels dramatically improves success rates.

2. Retail and wholesaler relationships

A broker’s network is their biggest asset. Ask about:

  • Which retailers and wholesalers they have strong relationships with.
  • Their success rate in getting brands into those retailers.
  • How frequently they engage with buyers.

3. Support beyond placement

Placement alone is not enough—a good broker should offer:

  • Merchandising support to ensure ongoing success.
  • Insights and analytics to refine strategies.
  • Promotional coordination to drive consumer awareness.

4. Contract structure and transparency

Brokers typically work on retainer fees and/or commission-based structures. Before signing, clarify:

  • What services are included in their retainer.
  • How commissions are calculated on wholesale deals.
  • Expected timelines for securing placements.

A transparent and structured agreement ensures alignment between both parties.

Conclusion: Is working with a CPG broker worth it?

For emerging brands, working with a CPG broker is one of the most effective ways to navigate the U.S. market. While some brands attempt to go direct, the complexity of retail, wholesaler relationships, and competitive pressures make it nearly impossible to scale without experienced guidance.

A broker opens doors, accelerates distribution, and provides ongoing support—but success depends on choosing the right partner and being strategic about execution.

At Group MCC, we specialize in helping CPG brands secure retail placements, optimize in-store performance, and scale effectively. If you’re looking to break into the U.S. market and need expert guidance, contact us today to explore how we can support your brand’s growth.

Why Most International Brands Fail in the U.S. and How You Can Avoid Their Mistakes

Expanding into the U.S. market is a dream for many international brands, offering access to one of the largest consumer bases in the world. However, the reality is that most brands fail when trying to establish themselves in the U.S. despite their success in their home countries. From misjudging the competitive landscape to underestimating logistical challenges, many brands enter the market without a solid strategy, leading to costly failures.

Understanding why these failures happen is crucial to avoiding the same pitfalls. This article explores the most common reasons international brands fail in the U.S. and provides actionable strategies to succeed.

The common reasons international brands fail in the U.S.

1. Underestimating the complexity of the U.S. retail market

Many brands assume that entering the U.S. is simply about finding a distributor and securing shelf space in major retailers. The reality is far more complex. The U.S. retail landscape is:

  • Highly fragmented: Unlike smaller countries where distribution is centralized, the U.S. has regional retail powerhouses (e.g., Publix in the Southeast, H-E-B in Texas) alongside national giants like Walmart and Kroger.
  • Dominated by wholesalers: Most supermarket chains don’t buy directly from brands; they work through wholesalers who control access to multiple retailers.
  • Aggressively competitive: Retailers prioritize shelf space for high-velocity products, and brands that don’t perform can be quickly replaced.

Brands that fail to understand this structure often waste time and money on strategies that don’t align with how products actually move through the U.S. market.

2. Poor product positioning and brand messaging

What works in one country does not always translate well in the U.S. International brands often:

  • Fail to localize their messaging: Consumers in the U.S. may have different tastes, values, or buying behaviors. A brand that is seen as premium in Europe may not resonate the same way in the U.S. if its branding doesn’t align with local perceptions.
  • Ignore cultural nuances: Something as simple as packaging color or phrasing can impact consumer reception. For example, products labeled “natural” or “organic” might need third-party certification (like USDA Organic) to gain trust.
  • Overlook the importance of storytelling: American consumers respond well to brands with a strong, emotional narrative—why your brand exists, how it’s different, and why they should care.

3. Lack of a strong go-to-market strategy

Many brands enter the U.S. without a structured plan. The most common mistakes include:

  • Trying to go national too quickly: Scaling too fast often leads to cash flow problems, supply chain breakdowns, and a lack of localized brand presence.
  • Failing to secure the right retail partnerships: Without working with a broker who has existing relationships with wholesalers and buyers, brands struggle to gain traction.
  • Neglecting the importance of field execution: Even after securing shelf space, failure to invest in merchandising, promotions, and in-store support can cause products to underperform and get removed from shelves.

4. Mismanagement of pricing and cost structures

Many international brands miscalculate the true cost of doing business in the U.S. Some of the key pricing missteps include:

  • Ignoring distributor and retailer margins: Many brands don’t realize how much of their selling price is eaten up by wholesalers, brokers, slotting fees, and promotions.
  • Not accounting for operational costs: From logistics and warehousing to trade marketing and compliance, operating in the U.S. is expensive.
  • Overpricing or underpricing their products: Entering with the wrong price point can alienate potential buyers or position a brand incorrectly in the market.

5. Weak marketing and brand awareness

The U.S. market moves fast, and brands that fail to generate strong consumer demand risk being replaced by competitors. Mistakes in marketing include:

  • Not investing in digital marketing and influencer partnerships: Traditional advertising alone is not enough—brands need a strong digital presence.
  • Relying too much on retail partnerships: Expecting retailers to market a product for you is a critical mistake. Brands must actively invest in driving traffic and sales.
  • Failing to build brand advocates: U.S. consumers trust peer recommendations and social proof more than direct advertising.

How to avoid these mistakes and build a winning U.S. strategy

Expanding successfully into the U.S. requires meticulous planning and execution. Here’s how brands can avoid common mistakes and set themselves up for long-term success.

1. Work with a broker to navigate wholesale and retail partnerships

One of the biggest advantages a brand can have is an experienced broker who:

  • Has established relationships with wholesalers and buyers.
  • Understands the regional retail landscape and can strategically place products.
  • Provides ongoing support in negotiations, pricing, and distribution strategies.

Brokers streamline market entry by eliminating barriers that many brands struggle with for years.

2. Develop a market-specific positioning strategy

Instead of assuming that a brand’s existing messaging will work, brands should:

  • Conduct market research to understand U.S. consumer preferences.
  • Adapt packaging and branding to align with local expectations.
  • Ensure product certifications (e.g., Non-GMO, Organic) to build credibility.

3. Scale strategically, not too fast

Rather than attempting to go national immediately, successful brands:

  • Start regionally in key metro areas before expanding.
  • Focus on high-velocity retail channels first to prove demand.
  • Invest in localized execution through merchandising, in-store activations, and promotions.

4. Get pricing and cost structures right

Successful brands conduct a deep cost analysis to:

  • Account for distributor margins, slotting fees, and trade promotions.
  • Optimize logistics and warehousing to reduce unnecessary costs.
  • Price competitively while maintaining profitability.

5. Build brand awareness from day one

Consumer awareness must be a priority, even before retail launches. Brands should:

  • Invest in digital marketing, influencer partnerships, and social proof.
  • Run aggressive promotions to drive trial and initial sales velocity.
  • Ensure in-store presence with merchandising and field sales teams.

Conclusion: succeeding where others fail

Most international brands fail in the U.S. because they underestimate the market’s complexity and don’t invest in the right partnerships. To avoid these mistakes, brands must:

  • Work with a broker to access key retail and wholesale channels.
  • Adapt their product positioning to U.S. consumer expectations.
  • Scale strategically, prioritizing high-impact markets first.
  • Get pricing and cost structures right to maintain long-term profitability.
  • Build brand awareness through digital and retail marketing efforts.

For brands looking to succeed in the highly competitive U.S. market, planning, execution, and the right partnerships make all the difference.

At Group MCC, we specialize in guiding international brands through this process, ensuring they avoid costly mistakes and achieve sustainable growth. Contact us today to learn how we can help your brand thrive in the U.S. market.