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There are multiple velocity metrics to choose from; each measures your sell-through from a different functional perspective based on different assumptions. But if you step back from which direct metric to use, there are higher-order principles to monitoring velocity properly for a healthy business. So, let’s review:

There are multiple velocity metrics to choose from; each measures your sell-through from a different functional perspective based on different assumptions. But if you step back from which direct metric to use, there are higher-order principles to monitoring velocity properly for a healthy business. So, let’s review:

Just to be clear, “high-growth” to me is a 3-year $ CAGR of 30% or higher (driven by a balanced mix of distribution and velocity growth). If you are one of these brands with strong organic traction like this, then you should be focused on limited, tight set of UPC launches within your core category only.

Many, many founders learn to describe their brand on sell sheets and in online product descriptions with attributes, symbols and certifications. They spend hours fussing over which certs to include/exclude from their front panel. Here’s the thing. None of this is wrong per se, but without a structured process, it could lead amateur founders down the path of attribute Xmas or ...

Pivoting in consumer packaged goods is far riskier than in low-cost tech ventures and requires an iron stomach for long timelines and real fixed costs. But if you want to scale, it may absolutely be necessary. If you have the ambition to dominate your category, evaluate the business brutally.

1. Stop Calling a Three-Year Plateau a Growth Phase